Strategic transformation in campus mental health: An inside view from 4 mental health leaders at large, public universities

In the first part of our webinar series around long-term mental health planning, we heard from higher education associations about national trends and strategic frameworks. This time, we zoomed in – hearing directly from counseling center directors and student affairs leaders at large, public universities about how these strategies take shape on the ground.

You can now watch both the first and second webinars in our series.

The conversation explored how to build sustainable, equity-driven mental health infrastructure through evolving service models, institutional buy-in, data-informed storytelling, and the growing role of AI in student wellbeing.
Below we highlight the key themes that emerged – derived from registrant questions – reflecting both the day-to-day challenges and the long-term vision required to meet student needs now and into the future.

1. Funding, strategy, and institutional relationships

A recurring thread throughout the discussion was the importance of aligning funding models with institutional priorities. Panelists emphasized that mental health strategies must evolve beyond clinical service delivery and into integrated, multi-layered approaches that address the full spectrum of student wellbeing.

Leaders spoke to the value of diversifying funding sources, including tapping into advancement offices, state-level grants, and community partnerships. Flexibility and innovation were key – several participants described moving away from siloed thinking to create hybrid funding strategies that reflect the realities of their institutions.

Importantly, participants recognized that data is the language of strategy. To secure institutional buy-in, they advocated for using both utilization and outcome data – not just showing how many students are served, but demonstrating impact on symptom reduction, academic retention, and wellbeing.

As one panelist put it: “Outcomes data is critical to the narrative you’re trying to share.”

Another key takeaway: institutions need to periodically revisit “funding for what?” – ensuring their resource allocation supports the evolving mission, whether that’s crisis response, prevention, peer support, or all of the above.

“When we are trying to select strategies, we’re talking to stakeholders to consider good things that are already happening that might be scaled.”
– John Achter, Ph.D., Universities of Wisconsin

2. Access, equity, and reaching those who don’t engage in traditional services

Participants highlighted the importance of expanding access without overwhelming counseling centers. That meant rethinking “access” itself: not just who gets seen, but how students engage, where they first show up, and whether services are tailored to their needs.

“Understanding what access means to students might be different than what it means to us.”
– Carl Dindo, Psy.D., Northern Arizona University

A shared goal was creating a culture of “no wrong doors”. By collaborating with student organizations, peer networks, and campus departments, institutions ensure that students can enter support systems through multiple pathways.

Several panelists shared success stories of embedding clinicians in spaces like veteran centers or identity-based student groups – opening trust-based entry points while preserving options for all.

Equity was also front and center. Institutions are focusing on disaggregated data to identify gaps in service usage among marginalized students. Telehealth, digital platforms like Togetherall, and culturally competent staffing were all cited as strategies for increasing engagement among historically underserved populations.

As one speaker noted: “To not pay attention to disaggregated data… seems unethical.”

3. Institutional buy-in: culture, data, and shared vision

One of the most complex challenges discussed was achieving cross-campus alignment on mental health goals. Student affairs leaders, faculty, administrators, and students often come to the table with different understandings – and expectations – about mental health services.

“Parents and families… have found to be really important in terms of buy-in and institutional change or support.” – Betsy Asserson, Ph.D., University of Montana, Bozeman

To bridge these gaps, participants recommended proactive relationship-building with senior leadership, faculty governance, parents, and student groups. Some shared examples of establishing standing advisory boards or annual meetings with campus influencers like tour guides and student journalists to clarify available services and manage expectations.

A powerful tactic? Tie mental health directly to metrics leadership already values – retention, GPA, graduation rates. Several campuses had partnered with faculty researchers to quantify these connections, demonstrating a clear ROI on wellness initiatives.

“Leadership was right there with us once we had the data,” one participant shared.

Just as critical is managing campus narratives. Myths about waitlists or service limits can persist long after policies change. Ongoing communication, education campaigns, and campus-wide storytelling were emphasized as part of any long-term strategy.

4. AI and emerging technologies: strategic integration with integrity

The final topic explored the rapidly evolving landscape of AI and digital tools. While none of the panelists claimed to be AI experts, they all recognized its growing relevance – and the importance of integrating emerging technologies with caution and clarity.

Key concerns included fit, ethics, privacy, and reach. Institutions were encouraged to avoid reacting to tech fads or vendor pressure and instead assess whether a tool aligns with their core values and fills a strategic gap. For example, Togetherall was cited as a trusted platform that not only expands access but also provides clinically moderated, safe engagement spaces.

“AI tools need the same ethical grounding we apply to human services. The promise is scale, but the danger is oversimplification.” – Ben Locke, Ph.D., Togetherall

Crucially, the group urged institutions to evaluate tech through the lens of trust and transparency. Students must feel confident that digital services are secure and beneficial. The goal isn’t to replace in-person support, but to amplify and complement existing services – especially in resource-limited environments.

“I’m not an AI expert – but I know that any tool we adopt needs to be trauma-informed and student-centered.” – Carl Dindo, Ph.D., Northern Arizona University

Throughout the webinar, one thing became clear: crafting a 10-year mental health strategy requires more than crisis management – it demands vision, collaboration, and an openness to change.

From funding models to peer relationships, digital tools to data-driven advocacy, the panelists demonstrated that strategic, equitable, and culturally responsive planning is both possible and necessary in today’s higher education environment.

As one speaker concluded, “It takes a village – and a long game.”

Watch the first and second webinar in our series and access our document chock-full of resources for long-term mental health planning: click here.

About Togetherall    

To date, Togetherall is available to 4.5 million students worldwide at more than 450 colleges and universities. Togetherall is the leading clinically managed, peer-to-peer, online support community where students can share what’s on their minds, anonymously, safely, and in-the-moment, 24/7/365.

Students can connect through shared lived experiences with a global network of peers, backed by the safeguarding of nearly 50 real, live, licensed clinicians overseeing the community around-the-clock. These clinicians empower members in peer-to-peer support and foster and maintain a safe, vibrant environment. 

If you are interested in offering safe and scalable ways to support your students’ mental health, contact us to find out more about Togetherall’s online community.