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The integration of behavioral health services in primary care has become increasingly popular in pediatric settings in recent years. While there are various models of integrated behavioral health (IBH), the aim is constant: to increase access to behavioral and mental health care through collaboration between behavioral health providers and physicians. Prior to the pandemic, only 20%-50% of children and adolescents received mental health care from a professional. Since COVID-19, access to care has only worsened. Given this reality, the use of IBH has promising benefits, including: (1) positive outcomes for patients and providers; (2) improved screening, identification, and intervention; (3) improved mental health outcomes; and (4) reduction of provider burnout. Given these aims and outcomes, a major opportunity exists for school psychologists to bring unique, but highly transferable, knowledge and skills to an emerging field. In this article, the authors share the real-life experiences of a licensed school psychologist and advanced practicum student to highlight how the comprehensive training of school psychologists prepares us to perform well in an integrated setting. The authors also call attention to the numerous possibilities available for those looking for an alternative setting or expansion of their current practice.

Collaborative problem-solving research approaches have the potential to support improvement in educational policy and practice beyond instruction, by facilitating the development of a shared understanding of complex problems and creating social structures where district, community, and research partners can work together to solve them. This study investigates how findings from a developmental evaluation of a district attendance initiative were incorporated into the initiation process of a networked improvement community to create a shared narrative about how members conceptualized the problem of absenteeism and how they should adapt their levers to better align to that problem. The developmental learning process created an infrastructure within which district leaders and community partners could develop a partnership culture that facilitated change in policy. This study suggests the need to revisit the assumptions that have driven non-instructional improvement efforts and highlights the potential of collaborative problem-solving to strengthen the implementation of district reforms.