Shortages of healthcare workers have been a long-standing challenge, but the COVID-19 pandemic has exacerbated the issue leaving many healthcare facilities short-staffed despite the number of U.S. COVID cases declining. 

<p>Shortages of healthcare workers have been a long-standing challenge, but the COVID-19 pandemic has exacerbated the issue leaving many healthcare facilities short-staffed despite the number of U.S. COVID cases declining.</p>

<p>Healthcare providers have been stretched, stressed, and burned out as nurse-to-patient ratios widened beyond recommended levels, causing many to reconsider their future in the profession, retiring early and departing from it altogether. According to a <a href="https://www.mckinsey.com/industries/healthcare-systems-and-services/our-insights/nursing-in-2021-retaining-the-healthcare-workforce-when-we-need-it-most#:~:text=Of%20the%2022%20percent%20of%20nurses%20surveyed%20who%20indicated%20that,or%20leave%20the%20workforce%20entirely." target="_blank">recent report</a> by McKinsey, 22% of nurses indicated they may leave their current position providing direct patient care within the next year.</p>

<p>At a time when nurses and other critical providers are most in need, a significant strain in the workforce exists due to the pandemic. Hospitals and other healthcare organizations will need to focus on immediate and long-term planning to prevent clinical staffing shortages from compromising surge capacity and patient care delivery.</p>

<h2>Long-Term Planning: The Future Supply of Healthcare Talent.</h2>

<p>Even before the pandemic rapidly escalated, demand for health care workers and health care job openings were at record highs. More than 1.2 million jobs were open in December 2018, a 17.9% increase over 2017. Despite adding 391,000 jobs from March 2018 to May 2019, the shortages continued.</p>

<p>Now, given the added strain brought on by the pandemic, the future supply of key healthcare providers is not going to keep up with demand.</p>

<ul>
	<li>The U.S. needs more than <a href="https://www.aha.org/system/files/media/file/2020/08/AHA-Health-Care-Talent-Scan.pdf" target="_blank">200,000 new RNs annually</a> to replace those retiring &ndash; and we&rsquo;re only about halfway through the anticipated wave of Baby Boomer retirements.</li>
	<li>Between 2016 and 2026, the RN workforce is projected to increase by 500,000, just <a href="https://www.aha.org/system/files/media/file/2020/08/AHA-Health-Care-Talent-Scan.pdf" target="_blank">one-quarter</a> of the projected need.</li>
	<li>New <a href="https://www.aamc.org/news-insights/press-releases/new-aamc-report-reinforces-mounting-physician-shortage-amid-covid-19-recovery" target="_blank">data</a> by the Association of American Medical Colleges (AAMC) find the U.S. could see an estimated shortage of between 37,800 and 124,000 physicians by 2034, including shortfalls in both primary and specialty care.</li>
	<li><a href="https://www.aamc.org/media/54681/download" target="_blank">One-third</a> of all currently active physicians will be older than 65 in the next decade.</li>
</ul>

<p><img border="0" height="100%" src="/sites/cch/image/physician-shortage.png" width="100%" /></p>

<p><em>Source: AAMC</em><em>, </em><a href="https://www.aamc.org/media/54681/download" target="_blank" title="The Complexities of Physician Supply and Demand: Projections from 2019 to 2034"><em>The Complexities of Physician Supply and Demand: Projections from 2019-2034</em></a>.</p>

<h2>Immediate Planning: Today&rsquo;s Supply and Demand Dynamics.</h2>

<p>The current labor market for RNs and physicians is challenging, making it a priority for employers to strengthen talent pipelines and build skills for the future.</p>

<p>Over the last 12 months, there are approximately 46,685 employers competing for RN talent with over 3 million unique job postings. Of those, only 1 out of 10 positions are filled. In addition, job postings have dramatically increased for RNs in 2021 compared to 2020 levels.</p>

<p><img border="0" height="100%" src="/sites/cch/image/supply-and-demand.png" width="100%" /></p>

<p><em>Source: EMSI</em></p>

<p>Within the physician talent market over the past 12 months, there are 7,042 employers competing for these positions with approximately 244,682 unique job postings. Of those, only 1 out of 50 have been filled. Similar to the RN labor market, job postings have dramatically increased for physicians in 2021 compared to 2020.</p>

<p><img border="0" height="100%" src="/sites/cch/image/supply-and-demand-one.png" width="100%" /></p>

<p><em>Source: EMSI</em></p>

<p>Perhaps the biggest immediate challenge to overcome is the potential of valuable healthcare workers to exit the profession post-pandemic. In fact, of the 22% of nurses who indicated they may leave their current positions, 60% said they were more likely to leave since the pandemic began driven by a variety of factors, with insufficient staffing, workload, and emotional toll <a href="https://www.mckinsey.com/industries/healthcare-systems-and-services/our-insights/nursing-in-2021-retaining-the-healthcare-workforce-when-we-need-it-most#:~:text=Of%20the%2022%20percent%20of%20nurses%20surveyed%20who%20indicated%20that,or%20leave%20the%20workforce%20entirely." target="_blank">topping the list</a>.</p>

<p>To learn more about the changing landscape of healthcare talent recruitment and other post-pandemic recovery efforts, <a href="https://www.crosscountryhealthcare.com/six-crucial-trends">download</a> Cross Country Healthcare&rsquo;s extensive, evidence-based guide &ndash; <b><em>Forever Altered: Adapting to a Post-Pandemic Healthcare Landscape</em></b>.</p>


Cross Country Healthcare

COVID-19 Pandemic Exacerbates Healthcare Talent Supply and Demand

healthcare-talent-supply-and-demand

We’re spotlighting Jackie C., who was originally inspired to become a special education aide by her sister and who now loves working with children with various abilities and ages. 

<h2>Special Education Aide Jackie C.</h2>
<p>At Cross Country Education, we’re proud to work with caring, enthusiastic educational professionals from across the nation who love helping kids succeed. This week, we’re celebrating special education aide Jackie C. We asked Jackie what motivated her to work with kids, what she enjoys about working with Cross Country Education, and what advice she would share with others who are interested in being a special education aide. Here’s what she had to say:</p>
<h3>Why did you become a Special Education Aide?</h3>
<p>I became a special education aide because of my sister. She was born with Down Syndrome and when she started school, I would help my mom figure out programs, IEPs, etc. Through the position and company, I was able to learn more about the district and what it can do for children with special needs. I was able to connect with other parents and learn about more programs/services for them. Being a special ed aide has helped me be a better advocate for not only my sister, but also the children I work with. </p>
<h3>What do you like about Cross Country Education?</h3>
<p>I love being part of Cross Country Education because it has allowed me the flexibility of working while continuing my education, exposing me to different schools within the Los Angeles United School District, and allowing me to build more connections with other professionals. There is a lot of support from the company as well as communication. They respond very quickly and always have a school to place you at. </p>
<h3>What have you liked about your experience working at schools with Cross Country Education?</h3>
<p>I have been more of a sub for special ed aides at school, so my favorite part of the job is being able to experience a new school every time I worked. I have met many people, worked with many children and different age ranges. It makes the job more exciting for me because I am not just in one place every day. </p>
<h3>What kind of advice would you give to those starting out in your field?</h3>
<p>For anyone starting in this field, I would just say to relax and not be too hard on yourself. The job is not easy because you are working with children with a variety of disabilities, but it is fun and rewarding. You won't know what to do the first day or week, learning tricks and techniques does take time so there's no need to feel pressured at being perfect for the job. As long as you have compassion and the drive to work with the students, you are fine. </p>
<p><i>Thank you, Jackie, for your dedication to the students, families, and schools you serve – and thanks for sharing your experience and insight to inspire others who might be interested in special education!</i></p>
<h2>About Cross Country Education</h2>
<p>Cross Country Education is educator-led, student-driven, and solutions-oriented. With over 50 years of combined dedicated expertise, we service the education industry exclusively. Focusing our knowledge and resources on engaging with and understanding educational organizations, industry trends, and leadership needs, we provide a wide range of services to our educational partners to meet their individual needs, including special education and substitute services. We specialize in substitute teacher and instructional assistants, special education service providers, healthcare staff, early childhood education teachers, educator search services, consultation, and training. Cross Country Education, formerly DirectEd and Mediscan, is part of the Cross Country Healthcare family, one of the leading healthcare and education staffing companies in the nation.</p>
<h2>Special Education Jobs</h2>
<p>Check <a href="https://www.crosscountryeducation.com/job-search-results?what=education&&where=" target="_blank">out our special education jobs</a> today and discover how our experienced team of talent professionals at Cross Country Education can find the ideal school-based position for you!</p>

Cross Country Education

Employee Spotlight – Special Education Aide Jackie C.

special-education-aide-jackie-c

<h2>Special Education Aide Jackie C.</h2><p>At Cross Country Education, we’re proud to work with caring, enthusiastic educational professionals from across the nation who love helping kids succeed. This week, we’re celebrating special education aide Jackie C. We asked Jackie what motivated her to work with kids, what she enjoys about working with Cross Country Education, and what advice she would share with others who are interested in being a special education aide. Here’s what she had to say:</p><h3>Why did you become a Special Education Aide?</h3><p>I became a special education aide because of my sister. She was born with Down Syndrome and when she started school, I would help my mom figure out programs, IEPs, etc. Through the position and company, I was able to learn more about the district and what it can do for children with special needs. I was able to connect with other parents and learn about more programs/services for them. Being a special ed aide has helped me be a better advocate for not only my sister, but also the children I work with.</p><h3>What do you like about Cross Country Education?</h3><p>I love being part of Cross Country Education because it has allowed me the flexibility of working while continuing my education, exposing me to different schools within the Los Angeles United School District, and allowing me to build more connections with other professionals. There is a lot of support from the company as well as communication. They respond very quickly and always have a school to place you at.</p><h3>What have you liked about your experience working at schools with Cross Country Education?</h3><p>I have been more of a sub for special ed aides at school, so my favorite part of the job is being able to experience a new school every time I worked. I have met many people, worked with many children and different age ranges. It makes the job more exciting for me because I am not just in one place every day.</p><h3>What kind of advice would you give to those starting out in your field?</h3><p>For anyone starting in this field, I would just say to relax and not be too hard on yourself. The job is not easy because you are working with children with a variety of disabilities, but it is fun and rewarding. You won't know what to do the first day or week, learning tricks and techniques does take time so there's no need to feel pressured at being perfect for the job. As long as you have compassion and the drive to work with the students, you are fine.</p><p>Thank you, Jackie, for your dedication to the students, families, and schools you serve – and thanks for sharing your experience and insight to inspire others who might be interested in special education!</p><h2>About Cross Country Education</h2><p>Cross Country Education is educator-led, student-driven, and solutions-oriented. With over 50 years of combined dedicated expertise, we service the education industry exclusively. Focusing our knowledge and resources on engaging with and understanding educational organizations, industry trends, and leadership needs, we provide a wide range of services to our educational partners to meet their individual needs, including special education and substitute services. We specialize in substitute teacher and instructional assistants, special education service providers, healthcare staff, early childhood education teachers, educator search services, consultation, and training. Cross Country Education, formerly DirectEd and Mediscan, is part of the Cross Country Healthcare family, one of the leading healthcare and education staffing companies in the nation.</p><h2>Special Education Jobs</h2><p>Check <a href="https://www.crosscountryeducation.com/job-search-results?what=education&amp;&amp;where=" rel="noopener noreferrer" target="_blank">out our special education jobs</a> today and discover how our experienced team of talent professionals at Cross Country Education can find the ideal school-based position for you!</p><p><br></p>

education

When interviewing potential ACO leaders, organizational decision-makers and executive staffing professionals can look for critical competencies. 

<p>Accountable care organizations (ACOs) can be extremely successful in delivering reliable, high-quality care at a lower cost. However, with shared responsibility and added risk for providers, there’s little room for error, especially when it comes to leadership hiring decisions. </p>
<p>Although there is considerable variability in structure among ACOs, whether associated with Centers for Medicare and Medicaid Services (CMS), Center for Medicare & Medicaid Innovation (CMMI) or private payor, the overarching goal remains the same: ACOs are designed to ensure patients get the right care at the right time while preventing medical errors and avoiding unnecessary duplication of services (<a href="https://www.cms.gov/Medicare/Medicare-Fee-for-Service-Payment/ACO" target="_blank">CMS</a>). </p>
<p>Effective leadership can set the tone across the ACO, guiding stakeholders toward transforming the organization, delivery, and financing of care; achieving shared provider goals of better care at lower cost; and allowing patients to form partnerships with providers who best meet their needs (<a href="https://innovation.cms.gov/innovation-models/aco/adls" target="_blank">CMS ADLS</a>).</p>
<h2>Critical Competencies for ACO Leaders</h2>
<p>When interviewing potential ACO leaders, organizational decision-makers and executive staffing professionals can look for critical competencies. Variability among ACO structures and locations calls for fine-tuning interview questions according to needs. However, these top three competencies have emerged as key components for successful ACO leadership: </p>
<ul style="list-style:none;">
  <li> <h3>1. An effective ACO executive leader will be a subject matter expert.</h3>
<p> The candidate should demonstrate a deep understanding of the accountable care organization concept, the intricacies of the particular type of ACO structure, and ACO strategies and business skills.</p>
<p>According to the American Academy of Family Physicians, “An ACO’s organizational structure can have implications for the way it functions and its likelihood of success. An ACO can be almost any combination of group practices, networks of practices, hospitals, hospitals employing other physicians and clinicians, hospital-physician joint ventures, or virtual groups” (<a href="https://www.aafp.org/family-physician/practice-and-career/delivery-payment-models/acos/aco-planning-guide.html" target="_blank">AAFP</a>).  </p>
<p>Therefore, it is vital that the ACO leadership candidate has prior experience with or can easily grasp the workings of the particular type of ACO. In “One Size Will Not Fit All: Factors That Drive Strategy in Accountable Care Organizations,” Marcotte et al. discuss the importance of understanding which strategies will be most effective for a particular ACO: “Although ACOs all possess a set of core features that define the payment model, differences across payer types and patient populations mean that no single strategy will be effective for all types of ACOs. Provider organizations would be best served considering and participating in ACOs after they have considered these differences and their implications for care delivery initiatives that can support ACO success” (<a href="https://www.ajmc.com/view/one-size-will-not-fit-all-factors-that-drive-strategy-in-accountable-care-organizations" target="_blank">AJMC</a>). </p>
<p>The candidate should also have a working knowledge of ACO-related strategy and business skills and should know how to get an ACO started and keep it running smoothly. This understanding could be demonstrated either through experience or through completion of a specialized training program such as the CMS ACO: Accelerated Development Learning Sessions (<a href="https://innovation.cms.gov/innovation-models/aco/adls" target="_blank">ADLS</a>). The ADLS program covers ACO core competencies, goals, implementation plans, action plans, benchmarks, resources, toolkits, and support. </p>
<p> Moreover, an effective ACO leader will know how to gather ongoing evaluation and feedback and use that information to make adjustments and informed decisions to steer the ACO toward success.</P>
</li>
<li><h3>2. A successful ACO leader will be a visionary.</h3>
<p>In addition to demonstrating a deep understanding of ACOs, a successful ACO leader will show the creativity and insight of a true visionary. They will be able to anticipate and adapt to shifts in the healthcare landscape and skillfully navigate change moving forward. Effective ACO leaders embrace innovation and are willing to implement tools and solutions that will successfully propel the organization into the future.  </p>
<p> Promising candidates will be able to demonstrate experience implementing innovative tools and creative solutions like those suggested in the American Academy of Family Physicians’ ACO Planning Guide: “patient portal, same-day access, 24/7 access to the care team, urgent care availability for after hours, and personalized care plans” (<a href="https://www.aafp.org/family-physician/practice-and-career/delivery-payment-models/acos/aco-planning-guide.html" target="_blank">AAFP</a>).</p>
<p>Candidates should also know how to utilize EHR data and health analytics to drive future decisions: “Data allows physicians to identify patients who are likely to need the most care, take preventive steps to keep these patients healthy, and measure the organization’s progress against benchmarks. The use of an EHR is fundamental to an ACO’s success, although it is not sufficient on its own to help the ACO achieve its goals” (<a href="https://www.aafp.org/family-physician/practice-and-career/delivery-payment-models/acos/aco-planning-guide.html" target="_blank">AAFP</a>).</p>
<p>The successful ACO leader will not only be able to anticipate and adapt to change but will also be able to inspire those within the organization to follow suit.</p>
</li>
<li> 
<h3>3. A winning ACO leader will be a galvanizing force.</h3>
<p>To be successful, an ACO executive must have more than knowledge and vision; they must also be able to accurately convey ideas and motivate various types of stakeholders. They are effective communicators and can inspire change.</p>
<p>An effective ACO leader will be able to turn to any of the ACO stakeholders and effortlessly explain precisely what this is and what part you’ll play. According to AAFP, “Successful ACOs have leaders who can articulate how each participant will contribute to patient care, quality improvement, and cost reduction…Further, by ensuring the organization’s vision, mission, values, and performance are aligned, ACO leadership can foster a sense of purpose and responsibility among all participants (<a href="https://www.aafp.org/family-physician/practice-and-career/delivery-payment-models/acos/aco-planning-guide.html" target="_blank">AAFP</a>).”</p>
<p>When screening for promising candidates, ACO decision-makers and executive search professionals can seek those who can initiate and implement change on an organizational scale and at the individual level. These are leaders who know how to get people moving by building accountability and trust. In “6 Tactics of Successful ACOs,” Day et al. affirm that one of the most common stumbling blocks for ACO leaders has been discovered while building and maintaining relationships among the people and organizations that come together to form the ACO: “The various stakeholders’ different experiences, values, habits, needs, and cultures often impede true integration” (<a href="https://www.hfma.org/topics/hfm/2018/august/61604.html" target="_blank">HFMA</a>).”  </p>
<p>To combat this, visionary leaders must work diligently to engage with stakeholders, build strategic partnerships and incorporate ideas across the spectrum of individuals represented. </p>
<p>Finally, successful ACO leaders are those who are adept at building confidence in the ACO model by communicating effectively with patients and the community. Leaders who have strong communication skills know that the jargon used within the industry may be confusing for patients. Effective ACO executives realize it is essential to allocate resources toward patient-facing materials that are accessible for the general public, such as <a href="https://innovation.cms.gov/innovation-models/aco" target="_blank">CMS’s video</a> featuring visuals and interviews to help patients understand the benefits of ACOs, like increased value, enhanced quality, and improved safety, and getting the right care at the right time.</p>
</li>
</ul>
<p>Let us help you find the knowledgeable, visionary, galvanizing leaders you need to steer your ACO into the future. Connect with an <a href="https://www.cejkasearch.com/contact-us" target="_blank">executive search expert</a> at Cejka Search. </p>

CEJKA

Cejka Search

3 Critical Competencies Your ACO Leader Must Have

3-critical-competencies-your-aco-leader-must-have

Healthcare leaders: Here’s a strategic approach for attracting and retaining highly skilled advanced practice professionals for your facility.  

<p>
  Highly skilled physician assistants and nurse practitioners can add immense
  value for healthcare facilities &ndash; and knowing how to attract them is
  key. When healthcare leaders have an effective plan in place for locating and
  hiring advanced practice providers whose goals align with those of the
  organization, these healthcare professionals are more likely to remain for the
  long term and enhance the quality of the facility moving forward.
</p>

<h2>The Toll of Turnover</h2>

<p>
  It turns out that turnover is tremendously costly: upwards of nearly
  $85,000-$115,000 per advanced practice provider (APP), according to
  SullivanCotter research published in 2020. And while the turnover rate for
  APPs has dropped from 12.5% in 2017 to 10% in 2019, the numbers are still out
  on the impacts the pandemic may have had on turnover more recently. According
  to a Kaiser Family Foundation released in March 2021, 3 in 10 healthcare
  professionals were considering leaving the field. Therefore, at this time, it
  is particularly critical for leaders to devote resources to strategically
  attracting and retaining top nurse practitioners and physician assistants.
</p>

<h2>A Strategic Approach to Attracting Advanced Practice Providers</h2>

<p>
  Considering the statistics and cost of APP turnover, it makes sense for
  leaders to allocate resources to conduct a thorough review of the
  organization&rsquo;s existing approach to recruiting and retaining nurse
  practitioners and physician assistants. Organizations can then update outmoded
  or ineffective processes and implement a flexible, forward-thinking strategy
  to attract, hire, and retain high-quality providers.
</p>

<p>The following considerations can serve as a starting point:</p>

<p>
  <strong>Use various channels.</strong> Pursue several different routes to
  reach potential candidates, including word of mouth, job boards, email,
  multimedia, staffing agency, in-house recruitment, professional organizations,
  social media, your organization&rsquo;s website, and more.
</p>

<p>
  <strong>Focus on marketing.</strong> Make sure the job description is
  enticing. Craft a position advertisement that appeals to your ideal candidate,
  maintains transparency, and emphasizes your differentiators as an
  organization. Include position benefits and perks, describe the work culture,
  and mention the advantages of living in the area. And of course, be sure to
  highlight any of the features listed below you can offer your APPs.
</p>

<p>
  <strong>Partner with academic institutions.</strong> Collaborate with research
  and teaching institutions to locate skilled APPs. For example, in
  &ldquo;Incorporating Advanced Practice Providers into Your Practice,&rdquo;
  published on
  <a
    href="https://bulletin.entnet.org/home/article/21247902/incorporating-advanced-practice-providers-into-your-practice"
    target="_blank"
    >entnet.org</a
  >, Yanagisawa says, &ldquo;We offer rotations &hellip; for APP students, which
  serve as an excellent &lsquo;job interview&rsquo; for both parties. We give
  lectures to students at the local PA program. Our existing APPs identify their
  friends and colleagues as new leads as well. Our university job posting site
  has drawn several of our recruits.&rdquo;
</p>

<p>
  <strong>Maximize autonomy of practice.</strong> Allow your APPs to have as
  much independence as possible according to state laws. Autonomy of practice is
  among the top reasons nurse practitioners and physician assistants are drawn
  to the field. The more freedom you can give your providers, the better.
</p>

<p>
  <strong>Extend professional development opportunities.</strong> Draw in nurse
  practitioners and physician assistants who value professional growth by
  offering in-house training or covering the cost of continuing education
  opportunities. Consider granting financial assistance to APPs who wish to
  pursue specialties or stipends for providers to attend conferences. Where
  possible, allow for lateral movements so APPs can gain exposure to different
  specialties, patient populations, clinical environments, and procedures.
</p>

<p>
  <strong>Feature upward mobility and leadership opportunities.</strong> To
  attract APPs who are driven to expand their skills and knowledge base and/or
  to lead others, highlight opportunities for growth. In &ldquo;Satisfaction,
  Burnout, and Turnover Among Nurse Practitioners and Physician Assistants: A
  Review of the Empirical Literature,&rdquo; Hoff et al. cite the importance of
  expanding skill sets and roles for APPs: &ldquo;upskilling and role expansion
  &hellip; draw from both job enrichment and empowerment theories, and notions
  of expanded roles bringing enhanced self-efficacy to individual workers
  &hellip; NPs and PAs may experience parts of their role expansion in favorable
  ways, suggesting a positive view of upskilling&rdquo; (<a
    href="https://journals.sagepub.com/doi/full/10.1177/1077558717730157"
    target="_blank"
    >Sage</a
  >).
</p>

<p>
  <strong>Provide effective leadership.</strong> According to
  <a
    href="https://www.physicianleaders.org/news/quantifying-the-cost-of-advanced-practice-provider-turnover"
    target="_blank"
    >SullivanCotter</a
  >, &ldquo;Organizations that have a top APP leader with responsibilities such
  as developing overall APP strategy and infrastructure, managing budgets and
  serving as the expert on the APP workforce have 2% lower turnover than
  organizations who do not.&rdquo; Further, &ldquo;APPs who report to an APP
  leader are about 8% less likely to consider leaving the organization in the
  next 12 months than those who do not report to an APP leader.&rdquo;
</p>

<p>
  <strong>Use advanced practice providers effectively.</strong>
  <a
    href="https://www.physicianleaders.org/news/quantifying-the-cost-of-advanced-practice-provider-turnover"
    target="_blank"
    >SullivanCotter</a
  >
  also reports, &ldquo;APPs who feel maximally or significantly utilized are 22%
  less likely to consider leaving the organization in the next 12 months than
  those perceived to be underutilized, and APPs who feel maximally or
  significantly utilized are more likely to recommend the organization as a good
  place to work than those perceived to be underutilized.&rdquo;
</p>

<p>
  <strong>Make space for non-clinical activities.</strong> APPs who have the
  ability to participate in committees, community outreach, administration,
  research, and process/quality improvement were 17% less likely to leave,
  according to
  <a
    href="https://www.physicianleaders.org/news/quantifying-the-cost-of-advanced-practice-provider-turnover"
    target="_blank"
    >SullivanCotter.</a
  >
</p>

<p>
  <strong>Offer a competitive package.</strong> Salary and benefits, including a
  competitive pay package, pay increases, bonuses, moving allowance, retirement
  plan, malpractice coverage, health insurance, travel opportunities, wellness
  program, flexible hours, vacation days, etc. can help attract and retain
  highly qualified providers: &ldquo;APPs who believe their compensation is fair
  or higher than peers are about 33% less likely to consider leaving the
  organization in the next 12 months than those who feel their compensation is
  not fair or lower than peers &hellip; and APPs who believe their compensation
  is fair or higher than peers are more likely to recommend their organization
  as a good place to work than those who feel their compensation is not fair or
  lower than peers&rdquo;
  <a
    href="https://www.physicianleaders.org/news/quantifying-the-cost-of-advanced-practice-provider-turnovery"
    target="_blank"
    >SullivanCotter.</a
  >
</p>

<p>
  <strong>Build a collegial environment.</strong> According to
  <a
    href="https://journals.sagepub.com/doi/full/10.1177/1077558717730157"
    target="_blank"
    >Hoff et al</a
  >. in &ldquo;Satisfaction, Burnout, and Turnover Among Nurse Practitioners and
  Physician Assistants: A Review of the Empirical Literature,&rdquo; there is a
  &ldquo;potential lack of perceived collegiality in certain NP/PA employment
  settings.&rdquo; This could lead to increased turnover. Advanced practice
  providers value a team-based approach to care and bolstering a positive and
  collaborative work environment can serve to attract and retain APPs.
</p>

<p>
  <strong>Invest in onboarding, training, and ongoing feedback.</strong> Develop
  an onboarding program designed specifically for APPs like the evidence-based
  program developed by the
  <a
    href="https://practice.asco.org/sites/default/files/drupalfiles/2021-01/APP-Onboarding-Guide-1-18-21.pdf"
    target="_blank"
    >American Society of Clinical Oncology.</a
  >
  Providing NPs and PAs with onboarding, training, feedback, mentorship,
  recognition, and appreciation can show clinicians how much they are valued and
  help prevent turnover.
</p>

<p>
  <strong>Be innovative.</strong> To attract creative, forward-thinking
  individuals, focus on technology and innovation. Consider what advanced tools
  and procedures your facility offers that you can highlight. Create
  opportunities for providers to participate in problem-solving initiatives.
  Offer telehealth opportunities and spotlight technological advancements,
  clinical research, and other cutting-edge developments at your facility.
</p>

<p>
  <strong>Focus on the human element.</strong> As you endeavor to attract
  valuable APPs, remember why most of them chose their field. Allow for plenty
  of face-to-face interaction time with patients and focus on treating the whole
  patient. Give APPs the opportunity to volunteer and serve the community. Make
  sure your organization&rsquo;s values and mission are reflected in day-to-day
  operations and focus on family, diversity, equity, and inclusivity.
</p>

<h2>How Cross Country Locums Can Help</h2>

<p>
  With more than 30 years of experience in a variety of placement options,
  including locum tenens, temporary and temp-to-perm, Cross Country Locums can
  help you find the highly skilled advanced practice providers you need.
  <a href="https://www.crosscountrylocums.com/request-coverage" target="_blank"
    >Speak with one of our representatives today.</a
  >
</p>


Cross Country Locums

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Attracting Physician Assistants and Nurse Practitioners to Your Facility

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Don’t let licensing deter you from taking the leap to locums. We help physicians, PAs, NPs, CRNAs, CNMs, and more navigate state licensure requirements and learn how interstate licensure pacts and COVID waivers.

Let Us Help With Licensure and Enjoy the Locums Lifestyle

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Our recent white paper examines how COVID-related school closures have led to unfinished learning across the nation and proposes solutions to help school administrators implement programs and personnel to help their students succeed moving forward.

<h3>How Administrators Can Restructure Programs to Accelerate Learning and Recover from School Shutdowns</h3>

<p>School shutdowns due to COVID have led to a unfinished learning and diminished access to essential services for students across the nation. While administrators, educators, parents, and other citizens have joined in massive community efforts to keep children and teens afloat, there is still much work to be done. <strong>Administrators now have to strategically approach how they will implement programs to help students move forward now that schools have reopened.</strong></p>

<p>Our latest white paper is designed to aid school leaders in those efforts. In this paper, we first touch on recent research regarding how COVID-related school shutdowns have led to unfinished learning. We then explore solutions school leaders across the nation have implemented to accelerate learning and help close gaps. We close by offering practical ideas administrators can consider for structuring programs and implementing personnel to help kids catch up.</p>

<p>Here are a few highlights:</p>

<ul style="list-style:none;">
	<li><strong>Far-Reaching Effects.</strong> 55.1 million students at 124,000 U.S. schools have been impacted by closures (<a href="https://www.edweek.org/leadership/map-coronavirus-and-school-closures-in-2019-2020/2020/03" target="_blank">EdWeek</a>). COVID-related closures have caused students to slip behind in academics, especially in math and reading (<a href="https://www.nwea.org/content/uploads/2020/05/Collaborative-Brief_Covid19-Slide-APR20.pdf" target="_blank">NWEA</a>). Further, many students have lost ground in social-emotional learning and development (<a href="https://news.gallup.com/poll/312605/parents-say-covid-harming-child-mental-health.aspx" target="_blank">Gallup</a>), and some face exacerbation of mental health issues that otherwise would have been addressed in the school environment (<a href="https://jamanetwork.com/journals/jamapediatrics/fullarticle/2764730" target="_blank">JAMA</a>). While COVID closures have impacted all of the nation&rsquo;s children, students belonging to disadvantaged groups have experienced even greater losses. School shutdowns have further widened the divide for these students regarding access to technology and opportunity for academic achievement (<a href="https://cmr.berkeley.edu/2020/07/covid-education/" target="_blank">Berkeley</a>).</li>
	<br />
	<li><strong>A Community Effort.</strong> While this may seem daunting, administrators and school communities aren&rsquo;t giving up. They have been feverishly implementing plans to help students recoup lost time. Patterns have emerged in how to approach strategies to address the learning gaps. To tackle the challenge, some school leaders are taking steps to assess progress, focus on acceleration versus remediation, use targeted mitigation and engaging content, and work to close the digital divide.</li>
	<br />
	<li><strong>Partnering with Cross Country Education.</strong> One of the most difficult tests school leaders face is how to address the widespread intervention and learning acceleration needs of students.</li>
	<br />
	<li>But you don&rsquo;t have to do it alone, according to Cross Country Education Director of Partnerships and Special Education Consultant Dr. Christine Suh: &ldquo;At Cross Country Education, we have provided a great deal of remote one-to-one and small group support to students throughout the pandemic. We continue to deliver these services virtually and in person as schools reopen by providing an array of skilled and passionate educational professionals, including special education teachers, paraprofessionals, substitute teachers, speech-language pathologists, occupational therapists, adapted PE teachers, counselors, behavioral interventionists, school nurses, and more.&rdquo;</li>
</ul>

<h2>Download the White Paper</h2>

<p>To read more about what schools across the nation are doing to help students succeed and how Cross Country Education professionals can, download <a href="https://www.crosscountryeducation.com/lp-unfinished-learning?leadSource=Blog&amp;campaignCode=BLULWHITEPAPER" target="_blank">Unfinished Learning: Strategies and Solutions.</a></p>


Strategies and Solutions for Unfinished Learning 

strategies-and-solutions-for-unfinished-learning

<h3>How Administrators Can Restructure Programs to Accelerate Learning and Recover from School Shutdowns</h3><p>School shutdowns due to COVID have led to a unfinished learning and diminished access to essential services for students across the nation. While administrators, educators, parents, and other citizens have joined in massive community efforts to keep children and teens afloat, there is still much work to be done. <strong>Administrators now have to strategically approach how they will implement programs to help students move forward now that schools have reopened.</strong></p><p>Our latest white paper is designed to aid school leaders in those efforts. In this paper, we first touch on recent research regarding how COVID-related school shutdowns have led to unfinished learning. We then explore solutions school leaders across the nation have implemented to accelerate learning and help close gaps. We close by offering practical ideas administrators can consider for structuring programs and implementing personnel to help kids catch up.</p><p>Here are a few highlights:</p><ul><li><strong>Far-Reaching Effects.</strong> 55.1 million students at 124,000 U.S. schools have been impacted by closures (<a href="https://www.edweek.org/leadership/map-coronavirus-and-school-closures-in-2019-2020/2020/03" rel="noopener noreferrer" target="_blank">EdWeek</a>). COVID-related closures have caused students to slip behind in academics, especially in math and reading (<a href="https://www.nwea.org/content/uploads/2020/05/Collaborative-Brief_Covid19-Slide-APR20.pdf" rel="noopener noreferrer" target="_blank">NWEA</a>). Further, many students have lost ground in social-emotional learning and development (<a href="https://news.gallup.com/poll/312605/parents-say-covid-harming-child-mental-health.aspx" rel="noopener noreferrer" target="_blank">Gallup</a>), and some face exacerbation of mental health issues that otherwise would have been addressed in the school environment (<a href="https://jamanetwork.com/journals/jamapediatrics/fullarticle/2764730" rel="noopener noreferrer" target="_blank">JAMA</a>). While COVID closures have impacted all of the nation’s children, students belonging to disadvantaged groups have experienced even greater losses. School shutdowns have further widened the divide for these students regarding access to technology and opportunity for academic achievement (<a href="https://cmr.berkeley.edu/2020/07/covid-education/" rel="noopener noreferrer" target="_blank">Berkeley</a>).</li><li><br></li><li><strong>A Community Effort.</strong> While this may seem daunting, administrators and school communities aren’t giving up. They have been feverishly implementing plans to help students recoup lost time. Patterns have emerged in how to approach strategies to address the learning gaps. To tackle the challenge, some school leaders are taking steps to assess progress, focus on acceleration versus remediation, use targeted mitigation and engaging content, and work to close the digital divide.</li><li><br></li><li><strong>Partnering with Cross Country Education.</strong> One of the most difficult tests school leaders face is how to address the widespread intervention and learning acceleration needs of students.</li><li><br></li><li>But you don’t have to do it alone, according to Cross Country Education Director of Partnerships and Special Education Consultant Dr. Christine Suh: “At Cross Country Education, we have provided a great deal of remote one-to-one and small group support to students throughout the pandemic. We continue to deliver these services virtually and in person as schools reopen by providing an array of skilled and passionate educational professionals, including special education teachers, paraprofessionals, substitute teachers, speech-language pathologists, occupational therapists, adapted PE teachers, counselors, behavioral interventionists, school nurses, and more.”</li></ul><h2>Download the White Paper</h2><p>To read more about what schools across the nation are doing to help students succeed and how Cross Country Education professionals can, download <a href="https://www.crosscountryeducation.com/lp-unfinished-learning?leadSource=Blog&amp;campaignCode=BLULWHITEPAPER" rel="noopener noreferrer" target="_blank">Unfinished Learning: Strategies and Solutions.</a></p><p><br></p>

Among the many impacts of the global pandemic, one of the most significant is the accelerated need for mental and behavioral health services.

<p>
  Among the many impacts of the global pandemic, one of the most significant is
  the accelerated need for mental and behavioral health services. As a growing
  number of people suffered from higher levels of stress, anxiety, and
  depression from a range of factors associated with the fight against COVID-19,
  it only exacerbated the pre-existing shortage of behavioral health
  professionals – namely psychiatrists and mental health nurse practitioners
  (MHNPs).
</p>

<p>
  As healthcare organizations, facilities, and practices continue to rebuild
  financially and operationally post-pandemic, behavioral health represents one
  area that not only requires more staffing to meet patient demand, but an
  additional revenue stream. To meet both these objectives, many are
  incorporating new recruiting and staffing strategies, including the use of
  MHNPs to shore up gaps and locum tenens to cost-effectively secure needed
  behavioral health talent either temporarily or as a bridge to ensure
  continuity of care while using a search firm to find a permanent professional.
</p>

<h2>A Growing Mental Health Crisis.</h2>

<p>
  To put the dire need for mental and behavioral health services into context,
  consider that last fall a third of psychologists said they are seeing more
  patients since the start of the pandemic and of those who treat anxiety
  disorders, nearly three-quarters reported an increase in demand for treatment,
  according to the American Psychological Association.
</p>

<p>
  Overall, the supply and demand issue becomes even more pronounced when you
  consider that:
</p>

<ul>
  <li>
    20% of all Americans have mental health or substance abuse conditions,
    according to a 2017 report by the Kaiser Family Foundation.
  </li>
  <li>
    40% of patients seen by primary care physicians have active psychiatric
    problems, according to the Steinberg Institute.
  </li>

  <li>
    There has been a 42% increase in patients going to emergency departments for
    psychiatric services, according to a three-year study by the National
    Council for Behavioral Health.
  </li>
</ul>

<p>
  The global pandemic has also increased the demand for behavioral health
  services via telehealth, with a
  <a
    href="https://www.cigna.com/static/www-cigna-com/docs/about-us/newsroom/innovation/cigna-covid-trends-factsheet-virtual-and-behavioral-health.pdf"
    target="_blank"
    >27% increase</a
  >
  in behavioral health outpatient care compared to pre-pandemic levels. As a
  result, 44% of human resource decision-makers and 27% of health plan leaders
  said that increased
  <a
    href="https://www.healthcarefinancenews.com/news/covid-19-ratcheting-demand-virtual-behavioral-healthcare-cigna-finds"
    target="_blank"
    >access to mental health services</a
  >
  will become a long-term solution for their organization. Some 57% of health
  plan leaders said they had seen the value of mental health services increase
  more than for most other services and benefits as a result of the coronavirus.
</p>

<p>The problem? Enough behavioral health professionals to fill that demand.</p>

<h2>Critical Shortage of Mental Health Providers.</h2>

<p>
  There was already an urgent need for more mental health providers before the
  pandemic, and the COVID-19 crisis has only underscored the importance of
  adequately supporting mental health services. Yet, a significant portion of
  those in need of treatment aren&rsquo;t receiving it, due in large part to a
  lack of provider supply.
</p>

<p>
  There are 45,580 psychiatrists in the U.S., which translates to roughly nine
  psychiatrists per 100,000 Americans, says the Association of American Medical
  Colleges (AAMC). Even more alarming:
</p>

<ul>
  <li>
    According to the Steinberg Institute, two-thirds of all primary care
    providers in the U.S. say they have trouble finding mental health
    specialists to refer patients to.
  </li>
  <li>
    In 2019, only 44.8% of people with any mental illness report reported
    receiving treatment, according to the National Institutes of Mental Health.
  </li>
  <li>
    By 2025, demand may
    <a
      href="https://www.thenationalcouncil.org/wp-content/uploads/2017/03/Psychiatric-Shortage_National-Council-.pdf"
      target="_blank"
      >outstrip supply</a
    >
    by 6,090 to 15,600 psychiatrists.
  </li>
</ul>

<p>
  The situation is even more critical in rural areas. Data released in April
  2021 by the Health Resources &amp; Services Administration (HRSA) finds
  shortage of 6,471 mental health providers impacting 124 million people living
  in the regions designated by the HRSA as &ldquo;Health Professional Shortage
  Areas.&rdquo;
</p>

<p>
  In addition, of the more than 3,000 counties in the U.S., 60% have no
  psychiatrists at all. Zero. There is a large disparity in the availability of
  mental health by geographic locations. For example, there are about 612
  psychiatrists per 100,000 people in parts of New York State &ndash; a 1-to-163
  ratio &ndash; yet there are fewer than one per 100,000 in Idaho. There are
  more than 6,000 areas in the U.S. in which the population-to-provider ratio
  for mental healthcare is at least 30,000-to-1, says the HRSA.
</p>

<h2>Telehealth and Telepsychiatry Poised to Help Meet Demand.</h2>

<p>
  If one silver lining came out of the pandemic, particularly for mental health
  patients, it is the emergence and adoption of remote therapy and treatment
  through telehealth, both in urban and rural areas. Almost immediately after
  the start of the pandemic, providers and patients were adapting to technology
  that allows for treatment for those in both densely and sparsely populated
  areas in the country.
</p>

<p>
  With more than 60% of behavioral health patients now using virtual services,
  97% of the people who accessed such services from March to May 2020
  <a
    href="https://www.healthcarefinancenews.com/news/covid-19-ratcheting-demand-virtual-behavioral-healthcare-cigna-finds"
    target="_blank"
    >didn&rsquo;t have a behavioral telehealth claim</a
  >
  prior to then. In fact, primary care and behavioral services were the largest
  specialties utilized virtually in 2020 &ndash; nearly two-thirds of behavioral
  care was performed virtually.
</p>

<p>
  Many experts are predicting that the increased use of telepsychiatry will last
  well into the future, given it&rsquo;s early and swift adoption as well as the
  benefits of a virtual platform eliminating many traditional barriers such as,
  stigma that may hinder patients from following up with treatment.
</p>

<h2>Alternative Staffing Solutions to the Provider Shortage.</h2>

<p>
  Roles such as MHNPs are poised to help shore up the supply-and-demand gap. In
  fact, psychiatry-mental health is one of the
  <a
    href="https://www.apna.org/files/public/Resources/Expanding_Mental_Health_Care_Services_in_America-The_Pivotal_Role_of_Psychiatric-Mental_Health_Nurses_04_19.pdf"
    target="_blank"
    >fastest growing</a
  >, non-physician specialties in the healthcare field. While MHNPs and
  psychiatrists are not interchangeable, using some of these providers to
  deliver access to care and to fill in gaps is an increasingly attractive and
  viable solution.
</p>

<p>
  For example, MHNPs can care for the needs of many patients, despite the
  varying state-by-state scope of practice laws. In states with independent
  practice authority for nurse practitioners, such as New Hampshire, MHNPs are
  able to provide significantly more mental health services when compared with
  NPs who practice in states without
  <a
    href="https://mcnp.enpnetwork.com/nurse-practitioner-news/212292-massachusetts-nps-granted-full-practice-authority-"
    target="_blank"
    >independent practice authority for NPs.</a
  >
</p>

<p>
  Another solution to the shortage of mental health providers is through the use
  of locum tenens. These qualified providers can be called into service to
  expand access to care, as many were during the height of the pandemic. Locum
  tenens psychiatrists and MHNPs are often willing to work in rural or other
  underserved areas where there is a high demand for their services.
</p>

<p>
  As a trusted staffing partner to leading healthcare organizations across the
  U.S., Cross Country Locums continually monitors and analyzes key market
  dynamics of the mental health sector. To learn more about current labor trends
  for psychiatrists and MHNPs,
  <a href="http://marketing.crosscountry.com/sites/ccl/lp-psych" target="_blank"
    >download our latest Market Snapshot</a
  >.
</p>


Solutions to Solving the Mental Health Provider Shortage.

solutions-to-solving-the-mental-health-provider-shortage

While the COVID-19 pandemic will go down in history as one of the worst health crises in history, it brought out the best in human innovation, adaption, and compassion. 

<p>
  While the COVID-19 pandemic will go down in history as one of the worst health
  crises in history, it brought out the best in human innovation, adaption, and
  compassion. It pushed healthcare leaders and practitioners personally,
  professionally, and within their organizations into a space of uncertainty
  that most have never experienced before.
</p>

<p>
  Those who adjusted to and engaged with the new needs of their organization
  were the architects of innovations in patient care delivery. One of the most
  compelling instances of this is the use of Advanced Practice Providers (APPs)
  in new roles and to the fullest of their practice authority to meet the needs
  of patient care.They have played a vital role in rising to the challenge of
  providing care &ndash; and have opened the minds of healthcare leaders to the
  significant benefits in leveraging Physician Assistants (PAs), Nurse
  Practitioners (NPs)/Advanced Practice Registered Nurses (APRNs) in broader
  ways to drive the future of healthcare delivery.
</p>

<h2>Full Practice Authority: APPs Rise to the Top.</h2>

<p>
  The COVID-19 pandemic required most healthcare organizations to maximize the
  number of frontline providers able to care for patients during surges. More
  than
  <a
    href="https://www.ache.org/-/media/ache/learning-center/education-and-events/app-playbook-122220final.pdf"
    target="_blank"
    >three-quarters (78.6%) of organizations</a
  >
  redeployed or planned to redeploy APPs to frontline specialties as a result of
  clinical staffing shortages in critical departments.
</p>

<h2>Expanded Roles for APPs.</h2>

<p>
  APPs demonstrated their versatility and contributions to patient care in a
  variety of ways during the pandemic crisis, with many institutions now poised
  to leverage them in broader ways. Lessons learned from the pandemic response
  of the APP workforce will shape the future of APPs&rsquo; reskilling and scope
  of practice.
</p>

<h2>Helping Solve the Primary Care Physician (PCP) Shortage.</h2>

<p>
  APPs comprise roughly 30% of the U.S. healthcare workforce and constitute more
  than
  <a
    href="https://www.ache.org/-/media/ache/learning-center/education-and-events/app-playbook-122220final.pdf"
    target="_blank"
    >one-third</a
  >
  of healthcare organizations&rsquo; clinical workforce. In March 2020, the
  American Association of Nurse Practitioners (AANP) reported that the number of
  NPs reached an
  <a
    href="https://www.aanp.org/news-feed/number-of-nurse-practitioners-hits-new-record-high"
    target="_blank"
    >all-time high of 290,000</a
  >
  and they expect that number to continue to rise, making APPs a valuable
  solution to large scale provider resource issues. One of the most pressing of
  these issues is a lack of primary care providers.
</p>

<p>
  While there was an estimated shortage of 20,400 primary care physicians in
  2020, the supply of NPs and PAs grew by 30% and 58% respectively, outstripping
  a 17% increase in combined demand, according to the
  <a
    href="https://bhw.hrsa.gov/data-research/projecting-health-workforce-supply-demand/primary-care-practitioners"
    target="_blank"
    >Health Resources and Services Administration</a
  >.
</p>

<h2>Rural Areas May Benefit Most from Expanded APP Use.</h2>

<p>
  While there are 20 percent of Americans living in rural areas today, only 10
  percent of the country&rsquo;s physicians work there. That translates to a
  ratio of one physician for every 2,500 patients. In fact, there were
  approximately
  <a
    href="https://www.umhs-sk.org/blog/medically-underserved-areas-regions-where-u-s-needs-doctors"
    target="_blank"
    >7,214 designated Healthcare Professional Shortage Areas (HPSAs)
    nationwide</a
  >, with 15,007 practitioners needed to assuage these shortages.
</p>

<h2>By the Numbers: Supply and Demand of APPs.</h2>

<p>
  Simply stated, demand is outstripping current and projected physician
  capacity. The supply of NPs and PAs is growing at a more rapid rate than
  physicians, as the training cycle is shorter. According to the AAMC, the
  increasing integration of APPs in the care delivery mix will result in the
  ratio of physicians to APPs falling over time as the APP supplies grow at
  faster rates than physician supply &ndash; suggesting the physician-to-PA
  ratio will fall from 7:2:1 in 2015 to 3:5:1 in 2030.
</p>

<h2>Temporary Changes Lead to Permanent Solutions.</h2>

<p>
  There are many ways the pandemic has permanently upended the U.S. healthcare
  industry. Many experts are now predicting that hospitals and other facilities
  will continue to allow non-physicians, such as NPs and PAs to fill a bigger
  role in patient care long after the pandemic ends.
</p>

<p>
  As healthcare entities reevaluate budgets, leaders will be rethinking their
  costs, desired outcomes, and capabilities of their staff. A clear
  understanding of each role, including what it means to work to one&rsquo;s
  full scope of practice, making necessary changes to staffing models, and
  innovative utilization of human capital are vital elements in pandemic
  reevaluation and navigating a path forward.
</p>

<p>
  To learn more how the role of APPs is changing and to assist in staff planning
  as organizations recovery and rebuild, download our proprietary white paper,
  <a
    href="https://www.crosscountrylocums.com/lp-new-era-advanced-practitioners"
    target="_blank"
    ><em>COVID-Tested: A New Era for Advanced Practitioners</em>.</a
  >
</p>


COVID-Tested: A New Era for Advanced Practitioners

a-new-era-for-advanced-practitioners

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Many travel nurses enjoy having their own vehicles, so they have the freedom to explore. Contact CCH for Travel Nurse assignments.

<p>Getting ready for a travel nursing assignment requires a lot of preparation in completing all necessary paperwork, securing housing accommodations and packing everything you’ll need. However, many travel nurses (even veteran ones) often forget the importance of having a safe, reliable vehicle on a travel assignment. Are you thinking of owning your own vehicle for your travel nursing assignments? Consider the following three factors.</p><h2>Cost</h2><p>Many travel nurses do not end up living within walking distances of their travel assignments and often need to rent a car for the duration of their stay. Car rentals can be expensive, especially if you take several travel assignments per year, which is why it may be more cost-effective to own your own vehicle. However, there are many things to consider regarding costs of vehicle ownership, including car insurance and ongoing maintenance.</p><h2>Easy Shopping &amp; Transportation of Items</h2><p>As you think about transportation, it’s important to remember that your travel nursing assignment is not a vacation. As a temporary resident in a new city, you’ll have to run all your day-to-day errands yourself - such as grocery shopping, picking up dry-cleaning, or dropping a pet off at the veterinarian’s office. Having your own vehicle makes your daily routine much more manageable. Rather than lugging items (or pet!) on a bus or train, you’ll be able to get your errands done more efficiently and with less stress.</p><h2>Convenience</h2><p>While many travel nurses have assignments in cities with readily available public transportation, you may not enjoy always relying on trains and buses to get around. Travel nurses who enjoy exploring the cities they are visiting often want the flexibility to commute to places at their leisure. Having your own reliable vehicle can give you security in knowing you always have your own transportation throughout your travel assignment. Many travel nurses enjoy having their own vehicles, so they have the freedom to explore cities on their own terms.</p><p>These are just some of the many reasons why having your own vehicle can be very beneficial during a travel assignment.</p><p>While vehicle ownership comes with some ongoing expenses, you’ll likely find that the freedom and flexibility it affords is well worth the investment.</p><h2>Are you looking for new travel nursing opportunities?</h2><p>Get in touch today with Cross Country Nurses and let our recruiters assist you with the travel nursing process.</p>

Cross Country Blog: Career & Workforce Optimizations Tips

COVID-19 Pandemic Exacerbates Healthcare Talent Supply and Demand

Employee Spotlight – Special Education Aide Jackie C.

Employee Spotlight – Special Education Aide Jackie C.

3 Critical Competencies Your ACO Leader Must Have

Attracting Physician Assistants and Nurse Practitioners to Your Facility

Let Us Help With Licensure and Enjoy the Locums Lifestyle

Strategies and Solutions for Unfinished Learning

Strategies and Solutions for Unfinished Learning

Solutions to Solving the Mental Health Provider Shortage.

COVID-Tested: A New Era for Advanced Practitioners