Program/Project Purpose: Retaining health staff especially the young professionals in rural areas has been extremely difficult as more prefer urban postings with regard to the lack of extrinsic motivational incentives in rural service; with existing challenges with health workforce shortages in developing countries. Structure/Method/Design: A health facility-based study; a quantitative cross-sectional survey supplemented with qualitative in-depth interviews was used. Data was collected and examined from the health workforce of four of the National Catholic Health Services facilities. Close-ended self-administered structured questionnaires for critical staff cadre and in-depth interviews with health managers were employed to collect primary data. A total of 402 questionnaires were administered, and out of this, 334 were retrieved. The age range was from 22 to 59 years with amean of 34.2 years. 57%were females and 43%weremales. 8% were medical doctors, 69% nurses and midwives, 1% pharmacists, 5% anaesthetists and 16% technical officers’ category. Retention of the health workforce was measured by asking them their intention to practise in another facility within the next five years. 60% indicated intention to relocate. 31% of that intended to join the teaching hospitals. Professional and career development was themost common reasonwith a rate score of 34% for intention to relocate to other facilities. Staff category with the highest intention to relocate was medical doctors. Having job satisfaction, non-financial incentives were preferred over financial incentives, with an OR of 8.12 (95% CI, 4.5 e 15.9), being recognised and appreciated had OR 13.4 (95%CI: 6.8e 26.5), among those who felt fairly treated indicated with OR 3.8 (95% CI: 1.5e 9.9). Outcomes & Evaluation: The findings of this study indicated that health managers and health workers perceive motivation (incentives) and factors that both give job satisfaction and increase retention differently. Whilst health managers perceive working conditions and financial incentives; the health workforce indicated fair treatment and recognition and appreciation as the most important factors for job satisfaction and retention. Though financial incentives are mostly the preferred incentives, in this study; the non-financial incentives were found to be the most important incentive to job satisfaction but not increasing retention. Data does not suggest that there is a direct pathway between incentives, job satisfaction and retention but being a valued person by a superior and being recognised and appreciated at the workplace does increase intended retention. Going Forward: In Summary, professional development and recognition were significantly associated with increased retention. Retention was also gender associated with a significantly higher intention to relocate among male staff. Recognition and appreciation of staff as Funding: This project was funded by the Danish International Development Agency. Abstract #: 01GMHE001