The behavioral health care industry in the United States has long faced a significant workforce shortage, and the COVID-19 pandemic has only intensified the challenge. Even before the outbreak, 56% of Americans reported seeking behavioral health assistance for themselves or loved ones, according to research co-conducted by the National Council for Behavioral Health. As the crisis has brought additional stress and mental health needs to the forefront, the gap between demand and available providers has widened dramatically. In response, behavioral health organizations are adopting creative approaches to meet these pressing needs, ranging from leveraging telehealth to utilizing non-licensed coaches and reactivating former clinicians.
Rising Demand and Workforce Strain
The onset of the COVID-19 pandemic has increased anxiety, depression, and other mental health challenges across the population. Social isolation, economic uncertainty, and fear of the virus itself have driven more individuals to seek care. Mental health apps and virtual care platforms have seen unprecedented growth, reflecting the heightened demand for behavioral health services.
Providers across the country are feeling the pressure. Parkview Behavioral Health in Fort Wayne, Indiana, one of the largest behavioral health providers in the region with more than 13,000 employees, has been managing workforce shortages even before COVID-19. The rural setting further complicates recruitment and retention of qualified staff. Connie Kerrigan, a registered nurse and director of outreach at Parkview, told Behavioral Health Business that reaching patients in rural communities has become more challenging during the pandemic.
“It’s a very fluid state,” Kerrigan said. “We’re just trying to think of different ways that we can reach people.”
Redeploying Experienced Clinicians
Rogers Behavioral Health in Wisconsin faces similar staffing challenges. With facilities in both rural and urban areas, the provider has found it easier to recruit staff in metropolitan locations, while rural sites experience ongoing shortages. COVID-19 has complicated in-person care due to social distancing protocols, prompting the organization to explore innovative staffing solutions.
Brad Riemann, Chief Clinical Officer at Rogers Behavioral Health, explained that the hospital is reaching out to clinicians who have moved into administrative roles or retired from active practice. The goal is to bring these experienced professionals back to patient-facing positions temporarily to help meet the surge in demand.
“[We’re] trying to deploy people who maybe were master’s license level professionals and just haven’t been practicing for a while,” Riemann said. “We’ve got to get back in the game because you’ve got people who are going to need help.”
This strategy highlights the adaptability required in the current climate, ensuring that patients continue to receive care while existing staff manage increased caseloads and safety protocols.
Telehealth Expansion
Telehealth has become an essential tool in addressing both safety and workforce constraints. Rogers Behavioral Health has expanded teletherapy services to reach patients while minimizing in-person interactions, demonstrating the flexibility of virtual care during the pandemic.
San Francisco-based Ginger, a digital behavioral health provider, has also emphasized telehealth as a key part of its strategy. Ginger offers coaching, therapy, and psychiatry services via video and text, making care accessible regardless of location. While telehealth increases efficiency and reduces virus exposure risk, CEO Russ Glass emphasizes that technology alone cannot fully resolve the workforce shortage.
“The solution lies in another aspect of the company’s business model: behavioral health coaches,” Glass said. Coaches provide lower levels of care and support individuals in achieving emotional wellness and personal goals. Unlike licensed therapists, they do not diagnose or prescribe medication, allowing them to serve more clients with less extensive training.
Glass believes that COVID-19 will accelerate the adoption of virtual care models and expand the role of behavioral health coaches, creating a long-term shift in how mental health services are delivered.
Partnering With Educational Institutions
Traditional behavioral health providers are also seeking creative ways to cultivate new talent. Rogers Behavioral Health has partnered with universities in states where it operates, offering students studying behavioral health-related disciplines opportunities for on-site shadowing. The hospital also plans to collaborate on developing a psychiatric nursing curriculum for a Wisconsin university, helping prepare future professionals to enter the field.
These partnerships create pipelines for new talent while providing students with practical, hands-on experience. They also allow providers to identify potential employees early and cultivate a workforce attuned to the unique needs of behavioral health care.
Leveraging Peer Support and Coaching
Parkview Behavioral Health has turned to peer support coaches to help fill gaps in its workforce. These coaches, often with lived experience in behavioral health challenges, provide guidance and emotional support to patients, enhancing the care team’s capacity.
From a policy perspective, Kerrigan highlights the importance of financial incentives, such as student loan repayment or forgiveness, to encourage more professionals to enter the behavioral health field. Competitive wages remain a challenge, and legislative support could make the career path more attractive for new graduates.
“From a financial perspective, [behavioral health] may not be as attractive initially because people may not see the rewards they might in another career,” Kerrigan said. “How can we help people be successful and not feel like they’re going to come out with a lot of debt? That’s going to be crucial.”
Innovation Amid Crisis
The behavioral health industry’s response to COVID-19 demonstrates creativity and resilience in the face of adversity. Providers are exploring every avenue to address shortages, from redeploying experienced clinicians and expanding telehealth to leveraging peer support and behavioral health coaches. Each approach contributes to maintaining access to care while ensuring safety for both staff and patients.
Telehealth, in particular, has proven invaluable, allowing providers to scale services quickly and safely. The adoption of behavioral health coaches as part of care teams represents a paradigm shift, acknowledging that effective mental health support does not always require licensed professionals for every interaction.
The pandemic has also underscored the importance of strategic workforce planning and collaboration with educational institutions. By investing in the next generation of clinicians and support staff, providers can strengthen long-term capacity and ensure continuity of care even in the face of unforeseen challenges.
Looking Forward
As behavioral health needs continue to grow, the industry must remain adaptable and innovative. COVID-19 has intensified existing workforce shortages but has also spurred providers to explore new models of care and alternative staffing solutions. The lessons learned during this crisis could have lasting implications for mental health service delivery, highlighting the potential for telehealth, coaching, and strategic partnerships to address workforce gaps.
Ultimately, the behavioral health sector’s ability to creatively respond to workforce shortages will be critical in ensuring that individuals receive the care they need during and after the pandemic. Providers must continue thinking outside the box, leveraging technology, human resources, and policy advocacy to build a more resilient system that can meet the mental health demands of an evolving population.
“I think we have to really be creative and think outside the box,” Kerrigan said. This sentiment encapsulates the approach many organizations are taking, demonstrating determination, innovation, and a commitment to patient care in unprecedented times.
Behavioral health providers nationwide are showing that even amid a pandemic, solutions exist for one of the industry’s most persistent challenges. Through a combination of technology, coaching, and strategic workforce deployment, the industry is poised to meet the growing needs of the population while paving the way for a more sustainable future in mental health care.
