By 2037, researchers predict the workforce will face significant shortages for behavioral health providers — from substance use disorder and mental health counselors to psychiatrists and physician assistants. Leaders from seven systems shared with Becker’s how they are expanding pipelines, strengthening training programs and building connections through communities to fill the widening gap. [Becker's Behavioral Health]

As demand for behavioral health services continues to outpace workforce capacity, how is your organization rethinking how to attract, retain and support behavioral health professionals — and what specific strategies are you putting in place to make those changes sustainable?

Editor’s note: Responses have been lightly edited for clarity and length.

Bernard Jones. Vice President of Behavioral and Mental Health for Mass General Brigham (Somerville, Mass.): Mass General Brigham is advancing a coordinated strategy to strengthen recruitment, retention and career development. Our system has expanded key pipeline initiatives, including a post-baccalaureate clinical fellowship founded at McLean Hospital, a HRSA-funded Pathways to Paraprofessional Success program at the MGH Institute of Health Professions, and a three-year Commonwealth Corporation grant to support incumbent MGB staff interested in pursuing a career in mental health — all of which are designed to create structured entry points for individuals pursuing behavioral health careers. Through our Community Behavioral Health Workforce Development Program, we also partner with community health centers and academic institutions to provide salary supplements, loan forgiveness and mentorship. To sustain all these efforts, we are building a unified data and reporting framework and leveraging a Behavioral Health Workforce Council to track progress and align best practices.

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