This year’s American Association of Suicidology Conference (AAS25) took place during a period of reflection and growth in the crisis response field. With shifts in federal funding priorities and growing demand for mental health services, many organizations are navigating uncertainty — and looking for new ways to sustain impact.
Despite the evolving landscape, the energy at AAS25 was forward-looking. Many panels and events showed that the field of suicidology is emphasizing collaboration, exploring responsible innovation, and continually exploring how data and case studies can point the way to future opportunities.
There are (at least) five big takeaways from the conversations, panels, and partnerships that emerged from this year’s event:
1. Adapting to change means advocating for what works.
A core theme throughout the conference was the need to be strategic and proactive in the face of shifting resources. While discussions around federal support were certainly present, there was a clear focus on adaptation.
Many speakers emphasized the importance of data-informed advocacy, sharing what’s working, and reinforcing the value of crisis intervention through outcomes. The message was clear: when the field speaks clearly about impact, there is an increased ability to shape policies and funding at many levels of government.
2. Cross-sector collaboration is the present and future of crisis response.
One of the most exciting themes at AAS25 was the growing recognition that no single organization, center, or system can tackle suicide prevention alone. From schools and hospitals to technology providers and public health agencies, speakers highlighted how partnerships are essential to delivering more seamless and sustainable care.
Several sessions spotlighted innovative collaborations, like mental health crisis teams embedded in police departments, hospital partnerships that reduce emergency room boarding, and nonprofits working with AI experts to scale training without losing nuance.
Breaking down silos is no longer optional. The most impactful crisis care strategies are now being built at the intersection of disciplines, blending clinical expertise, individual experience, policy insight, and technology to serve individuals more holistically.
3. Technology can empower — but only if it fits the organization.
In a session moderated by ReflexAI CEO Sam Dorison, leaders from Veterans Crisis Lines, the National Council of Problem Gambling, and Crisis Support Services of Nevada shared the opportunities and real-world hurdles they face in adopting new tools.
One clear insight: there are many promising technologies, from telephony to simulation-based training, but many organizations feel overwhelmed by the choices and are under-supported in implementation. Smaller organizations often lack the capacity to pilot tools without disruption, and larger ones need systems that scale without sacrificing mission alignment.
Technology must always be aligned with an organization’s values, mission, culture, and operational realities. And there must be clear benefits with measurement such as time saved, quality improvements, and operational enhancements. This session left many attendees reflecting on how to evaluate solutions through the lens of their team’s actual workflow and needs.
4. Responder well-being is an organization priority
Burnout, staff satisfaction, and retention challenges were discussed across multiple tracks, but what stood out was a shift in framing: well-being isn’t a nice-to-have. Team well-being is critical to an organization’s mission and impact.
Throughout the conference, sessions and informal discussions raised many ways that organizations can prioritize well-being. Some tactics included investing in peer support groups, deploying team-centric schedules, providing mental health services, and investing in technologies that can reduce day-to-day challenges.
Throughout, there’s a high level of recognition that taking care of responders is directly tied to better care for those they serve.
5. Data is becoming a coaching tool, not just a compliance box.
Data has long been part of the reporting and compliance cycle, but it is increasingly being used in actionable, empowering ways. Several sessions showed how crisis organizations and national leaders are responsibly leveraging data to inform their overall strategies as well as particular priorities such as community outreach, team upskilling, and service responsiveness.
Whether through structured QA platforms or integrated dashboards, the most impactful organizations treat data like a compass, not a report card.
Final thoughts
After such a busy week, AAS25 left us inspired, informed, and hopeful. While the crisis care field is clearly navigating change in funding, expectations, and tools, there’s also a shared commitment to resilience, collaboration, and constant improvement.
We’re grateful to the organizers, speakers, and attendees who made this year’s conference so impactful. Our final takeaway is one of gratitude: every organization involved in mental health can learn from the work of others.
