Building Hope Through Community-based Care

Delivering high-quality behavioral health services while staying connected to the communities it serves has long been central to the work of Community Health Resources (CHR). We sat down with Heather Gates, president and CEO, to discuss the National Council member organization’s mission in action, lessons learned through growth, addressing workforce challenges and the importance of collaboration across the behavioral health field.

CHR’s mission is to inspire hope and improve community wellbeing. What does that look like in practice?

“At CHR, inspiring hope means showing up every day with the belief that everyone can get better, regardless of where they are starting from. Our role is to deliver high-quality, evidence-based care so individuals and families can access treatment that is effective, responsive and grounded in best practices.

“But hope is not built through clinical outcomes alone — it’s also built through relationships. At the community level, inspiring hope means being accessible, responsive and deeply connected to the communities we serve. We intentionally hire staff who reflect those communities, so people feel comfortable seeking and referring to our services.

“Partnership is also key. By collaborating with local providers, stakeholders and community organizations, we strengthen systems of care and support lasting improvements in community wellbeing.

“At the executive level, this mission guides our decisions every day — from maintaining strong programmatic and administrative support to monitoring quality, exploring mission-aligned opportunities for growth and fostering a supportive environment for staff and clients.”

You’ve led CHR through significant growth. What lessons have you learned?

“Growth can be exciting, but it also comes with real challenges. One of the most important lessons is to stay focused on the mission and avoid expanding simply for the sake of getting bigger. It can be tempting to pursue opportunities outside an organization’s core expertise, but without the capacity or experience to manage that work successfully, expansion can become counterproductive.

“Leaders must also be realistic about team capacity. Growth should never come at the expense of sustainability. Strong infrastructure — including finance, IT, HR and billing — is essential to support expansion and is often overlooked.

“Equally important is maintaining quality during periods of growth. If an organization expands but cannot effectively implement programs or maintain service quality, it risks harming both outcomes and its reputation.”

What major issues are you seeing right now, and how are you responding?

“One of the biggest challenges remains hiring enough staff to meet demand at the front door. Recruiting and retaining licensed, experienced clinicians continues to be difficult, even though the workforce shortage is not quite at the crisis level it was a few years ago.

“Historically, CHR hired clinicians directly out of master’s programs and supported them through supervision toward licensure. Today, fewer remain with an organization for the long term, often moving into private practice once licensed. As a result, we’ve had to accept that clinical workforce turnover will likely remain higher than in the past.

“Residential programs also face staffing challenges, though positions can still be filled with persistence. A larger issue is reimbursement rates that have not kept pace with inflation, making it difficult for organizations to compensate staff at the levels they deserve.

“Access challenges are further compounded by regulatory requirements that consume staff time — time that could otherwise be spent providing direct care.”

Are there programs or initiatives you’re especially excited about?

“Choosing just one program is a little like choosing a favorite child.

“CHR has long been committed to building a comprehensive system of care that serves people across the lifespan while responding to community needs. We’ve also made a strategic effort to address social and environmental factors that affect health through services like housing support and community resources.

“For example, we operate a food pantry in partnership with Connecticut Food Share. Food insecurity affects many of the individuals and families we serve, so creating a way to directly support that need felt like an important step.

“If there is one program that stands out, however, it would be our work inside six Connecticut prisons treating opioid dependence. Providing care in correctional settings can be challenging, but the impact is profound, and we know the work is saving lives.

“More broadly, CHR has always stepped forward to support individuals with the most complex needs. We’re also proud to operate two Certified Community Behavioral Health Clinics (CCBHCs), which allow us to deliver integrated, comprehensive care.”

How has being part of the National Council supported CHR’s work?

“Being part of the National Council community is incredibly beneficial. The opportunity to learn from peers, share experiences and draw inspiration from other providers is invaluable.

“Equally important is the National Council’s advocacy. Its efforts have played a major role in advancing both the quality of behavioral health services and the funding structures that support providers like CHR.

“Over the past two decades, behavioral health has become far more integrated into the national conversation about health care. Services that were once on the fringes now have legitimacy and recognition as essential components of the health system, and the National Council has helped drive that progress.”