North America is not alone in its mental health crisis. From Europe to Asia to Africa, too many communities lack access to counselors, therapists, and psychologists—and the ripple effects strain public systems and reverberate across society, affecting families, educators, employers, and economies.
The World Health Organization (WHO) reports that the global median number of mental health workers is just 13 per 100,000 people, with extreme shortages in low- and middle-income countries. In the United States, more than 122 million people live in federally designated mental health shortage areas, and by 2037, the shortfall of counselors, psychologists, and other providers could exceed 100,000. In Canada, youth and young adults are facing steep barriers to care, with more than half of those aged 18 to 24 citing cost as the main obstacle to accessing mental health services.
Across regions, the details differ, but the throughline is the same: the need for innovation in mental health training, leadership, and delivery has never been more urgent. This is not just a personal or family issue; it is systemic and economic. Behavioral health access is deeply connected to workforce participation and the varied mental health and wellness challenges across generations. WHO estimates that depression and anxiety alone cost the global economy more than $1 trillion each year in lost productivity—underscoring the magnitude of the concern.
These data reflect larger truths: health and wellness, across generations and geographies, will continue to be among the defining challenges of our century. Many are ill-equipped to navigate the growing needs. Meeting these challenges requires breaking out of conventional silos in higher education, industry, government, NGOs, nonprofits, hospitals, and medical facilities. It demands collaboration across dividing lines and disciplines to cultivate professionals who can move beyond individual solutions and strengthen entire systems of care.
The stakes are high, and too often, mental health is treated as an isolated, individual problem. Responses remain siloed and fragmented. Alfred Adler’s principle of social interest reminds us that well-being is inseparable from community. Today, our communities are global, and the opportunities ahead are vast.
At Adler, we are not waiting for systems to catch up. We work with partners to expand training, transform systems, and pioneer new models of care. Our graduates are building resilient initiatives grounded in community engagement and effectiveness. We are reshaping how mental health and well-being are addressed by breaking away from traditional models of care. Our work explores intersections with technology, industry, governance, and community well-being alongside organizations across the globe—from Chicago and Vancouver to Nigeria and Bulgaria.
Adler’s students and alumni are forging new paths as leaders, scholars, and practitioners because of their deep work with collaborators in industry, government, the arts and culture, the military, sports, philanthropy, and other sectors. This enables them to engage in the lifelong process of learning and working with others to better navigate current and future societal complexities.
Clinical preparation anchors our work, as illustrated by Adler Community Health Services (ACHS). Each year, ACHS provides trauma-informed behavioral health services in person and via telehealth through a network of local organizations in Chicago and Canada, delivering more than 13,000 hours of free care to those who otherwise might go without it. But this is just one piece of our larger global strategy.
The Organisation for Economic Co-operation and Development (OECD) (2023) highlights ongoing weaknesses in mental health workforce planning and training across countries, creating leadership vacuums.
As a global higher education institution, Adler is responding by helping to fill these gaps—reshaping curriculum and preparing leaders who can influence health systems, design organizational policies, and advance well-being across sectors.
New programs in health and wellness, global leadership, partnerships with industry, and specialized certifications will expand the pipeline of professionals who will not only deliver care but also reimagine how care is structured, funded, and accessed worldwide. These initiatives are reinforced by partnerships with organizations such as Fulbright Canada and Vancouver Community College, creating opportunities to expand leadership, training, research, and innovation.
As Adlerians, we remain focused on social interest, evolving through our work with others. We emphasize humility and cultural responsiveness as we prepare graduates who will strengthen systems of care by leveraging trauma-informed methodologies, community learning, artificial intelligence, and other emerging technologies. Together, these collaborations help shift the focus of wellness and mental health from the individual “I” to the collective “we.”
At Adler, we have begun the journey—but we cannot do it alone. By working across sectors and borders, we can move beyond fragmented responses and build stronger, more connected systems of health and healing for generations to come. Meeting this moment will require courage to challenge convention and create change—and we invite you to join us.
