The Framework for Workforce Planning in Behavioral Health
The workforce problems in behavioral health are numerous, complex, and challenging to address. It is common for policymakers, agency leaders, and program managers to become somewhat confused and overwhelmed about how to assess the many problems and set workforce development priorities. Drawing on the national An Action Plan on Behavioral Health Workforce Development, which was created with federal support, the Coalition has developed and disseminated The Annapolis Framework for Workforce Planning in Behavioral Health. It identifies three broad areas for planning, and three essential goals within each area. The Framework provides a conceptual road map for understanding the elements of the workforce crisis in behavioral health and the opportunities for intervention.
Broaden the Concept of “Workforce”
Expand the role of individuals in recovery and their families to actively participate in and influence their own care, provide care and supports to others, and educate the workforce.
Expand the role and capacity of communities to effectively identify their needs and promote behavioral health and wellness.
Expand the role and capacity of all health and social service providers, through interprofessional collaboration, t0 meet the needs of persons with mental and substance use conditions.
Strengthen the Workforce
Implement systematic recruitment and retention strategies at the federal, state and local levels.
Increase the relevance, effectiveness, and accessibility of training and education.
Foster the development of supervisors and leaders among all segments of the workforce.
Create Structures to Support the Workforce
Establish financing systems that enable employee compensation commensurate with required education and levels of responsibility.
Build a technical assistance infrastructure that promotes adoption of workforce best practices.
Implement a national research and evaluation program on behavioral health workforce development.