Members Only

President Biden announced on March 1 a strategy to address the national behavioral health crisis focused on 1) strengthening system capacity by supporting the workforce, 2) strengthening parity through connections to care, and 3) extending services into new care settings by creating healthy environments.  

Join us for a participatory leadership conversation led by CBHL members to review the recently announced national behavioral health strategy and to provide recommendations for advocacy.

Offered in partnership with the the International Initiative for Mental Health Leadership (IIMHL)

In this session, we will review feedback received during the March 29 conversation, and begin to develop an agenda for advocacy by identifying a set of strategic directions that encompass each of the three components noted above.

As leaders, how do we keep the workforce engaged in direct service work when systemic racism, inequities, and barriers to change can make their work feel futile? During a recent leadership conversation, a member raised this question, prompting a request for further discussion with CBHL members. Even when organizational leaders attempt to engage at all […]

Over the past couple of months, we’ve hosted a few member leadership conversations organized around - and/or leading to - discussions around the formation of an advocacy workgroup.

Given President Biden’s Strategy announced this year to address the national behavioral health crisis, we have an important opportunity - and obligation - to not only advocate for the passage of the budget, but to advocate for a wise strategy behind the funding.

At a conversation held last month, a set of strategic directions - or guiding principles - were reviewed along with a process to apply these strategic directions to components of the strategy.

Numerous members requested and/or offered their participation in an advocacy workgroup. In this first meeting of the advocacy workgroup, we will co-develop a process, objectives, and proposed outcomes for working together.

At our June 21 Advocacy Workgroup meeting, workgroup members recommended focusing on specific areas of interest, forming subgroups self-organized by CBHL members.  The first objective of the subgroups will be to meet during the month of July to develop a summary of key messages for each interest area that apply to the three components of the National Behavioral Health Strategy .

This meeting will focus on developing key advocacy messages related to t integrated care and integration of services.

A more detailed agenda will be shared with registrants prior to the meeting.

At our June 21 Advocacy Workgroup meeting, workgroup members recommended focusing on specific areas of interest, forming subgroups self-organized by CBHL members.  The first objective of the subgroups will be to meet during the month of July to develop a summary of key messages for each interest area that apply to the three components of the National Behavioral Health Strategy .

This meeting will focus on developing key advocacy messages related to the behavioral health workforce, with a focus on peer support & paraprofessionals.

A more detailed agenda will be shared with registrants prior to the meeting.

At our June 21 Advocacy Workgroup meeting, workgroup members recommended focusing on specific areas of interest, forming subgroups self-organized by CBHL members.  The subgroups are meeting during the month of July to develop a summary of key messages for each interest area that apply to the three components of the National Strategy.

This full advocacy workgroup meeting will focus on 1) reviewing a draft strategy for organizing key messages into products and plans, and 2) reviewing and refining draft messages developed by the subgroups.

A more detailed agenda will be shared with registrants prior to the meeting.

The behavioral health workforce emergency continues to be elevated among the highest priority concerns in conversations with members and other colleagues.  As a corollary are concerns of the impact on behavioral health leadership, and capacity to undertake the major systems transformations necessary to ensure equity.

It is also apparent that the gaps, needs, and potential solutions vary by experience.

In order to more clearly understand the issue, your experiences, and potential solutions, we are hosting three, small group, CBHL member dialogues in early August to unpack the strengths and gaps in our current - and future - leadership capacity to undertake the major system transformations that are needed.

This will also be a great opportunity to meet some of your fellow CBHL colleagues and form new connections!

The behavioral health workforce emergency continues to be elevated among the highest priority concerns in conversations with members and other colleagues.  As a corollary are concerns of the impact on behavioral health leadership, and capacity to undertake the major systems transformations necessary to ensure equity.

It is also apparent that the gaps, needs, and potential solutions vary by experience.

In order to more clearly understand the issue, your experiences, and potential solutions, we are hosting three, small group, CBHL member dialogues in early August to unpack the strengths and gaps in our current - and future - leadership capacity to undertake the major system transformations that are needed.

This will also be a great opportunity to meet some of your fellow CBHL colleagues and form new connections!

The behavioral health workforce emergency continues to be elevated among the highest priority concerns in conversations with members and other colleagues.  As a corollary are concerns of the impact on behavioral health leadership, and capacity to undertake the major systems transformations necessary to ensure equity.

It is also apparent that the gaps, needs, and potential solutions vary by experience.

In order to more clearly understand the issue, your experiences, and potential solutions, we are hosting three, small group, CBHL member dialogues in early August to unpack the strengths and gaps in our current - and future - leadership capacity to undertake the major system transformations that are needed.

This will also be a great opportunity to meet some of your fellow CBHL colleagues and form new connections!

At our June 21 Advocacy Workgroup meeting, workgroup members recommended focusing on specific areas of interest, forming subgroups self-organized by CBHL members. The subgroups met during the month of July to develop a summary of key messages for each interest area that apply to the three components of the National Behavioral Health Strategy .

The Integrated Care subgroup meeting in July focused on developing key advocacy messages related to integrated care and integration of services. The full workgroup then reconvened and provided additional feedback in relation to this area of focus.

The purpose of this subgroup meeting will be to consider additional feedback from the full workgroup and to further refine messages.

A more detailed agenda will be shared with registrants prior to the meeting.