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EHR Systems in Behavioral Health: Why Configuration Is as Important as Selection 

The selection of an Electronic Health Record system is one of the most consequential technology decisions a behavioral health organization will make. It is also, unfortunately, one of the most heavily marketed. EHR vendors compete vigorously for behavioral health clients, and their sales processes are designed to emphasize capabilities, integrations, and user experience in ways that present every platform as a solution to every organizational challenge. What is rarely discussed with equal candor is what happens after selection — the configuration, customization, training, and ongoing administration that determine whether a system actually functions as promised. 

The result of this gap between procurement and implementation is a widespread phenomenon that behavioral health technology consultants encounter regularly: organizations operating expensive, feature-rich EHR platforms that have been configured poorly, used inconsistently, and maintained reactively. The system technically works. It does not, however, work for the organization. 

The Configuration Problem 

EHR systems are not turnkey solutions. They are platforms — configurable frameworks that must be shaped to the specific clinical workflows, documentation requirements, billing structures, and reporting needs of each organization that uses them. The degree of configuration required varies by platform, but no serious EHR system functions optimally out of the box for the nuances of behavioral health service delivery. 

Consider documentation templates. Behavioral health clinical notes have distinct structures that differ from those used in primary care or specialty medicine. A progress note for a 60-minute individual psychotherapy session involves different required elements than a medication management visit, which in turn differs from a group therapy facilitation note or a crisis stabilization record. When EHR templates are not configured to capture the right elements in the right structure — or when they force clinicians into medical note formats that don’t reflect behavioral health practice — the consequences ripple downstream into documentation quality, billing accuracy, and compliance risk. 

The same principle applies to billing configurations. Service codes, authorization tracking fields, payer-specific billing rules, and claim submission formats must all be configured deliberately and accurately. Errors in billing configuration produce systemic problems: not isolated claim rejections, but patterns of denial that may not be identified until an audit reveals months of miscoded services. 

Workflow Optimization as a Clinical and Financial Investment 

System Administration in a behavioral health context is not a purely technical function. It is, at its core, a workflow design function. The question that should drive EHR administration is not “how do we keep the system running?” but “how do we configure the system to support the work we actually do and the outcomes we need to achieve?” 

This reframing has significant practical implications. When workflow optimization is approached strategically, it reduces the time clinicians spend on documentation — a major driver of burnout in behavioral health settings. It reduces the number of steps required to complete billing-related tasks. It surfaces information at the point of care in ways that support clinical decision-making. And it produces documentation that is simultaneously clinically meaningful and reimbursement-ready. 

Organizations that have invested in genuine workflow optimization — working with system administrators who understand behavioral health operations, not just software functionality — consistently report improvements in staff satisfaction, documentation quality, and billing performance. These are not incidental benefits; they are the direct result of treating EHR administration as a strategic organizational investment. 

Integration: The Promise and the Reality 

One of the most frequently cited capabilities in EHR sales conversations is integration — the ability to connect the EHR with other systems, whether laboratory platforms, pharmacy systems, telehealth tools, billing software, or population health management applications. The promise of seamless integration is appealing. The reality is that integration requires careful configuration, ongoing maintenance, and expertise in the specific technical standards and APIs involved. 

Behavioral health organizations frequently find themselves with theoretical integration capabilities that are not practically functional — data that doesn’t flow as expected, integrations that break when either system updates, or connections that require manual workarounds that negate their value. Addressing integration challenges requires a system administrator who understands both the technical architecture of the platforms involved and the clinical and operational use cases the integration is meant to serve. 

The Case for Continuous System Administration 

Perhaps the most consequential misunderstanding about EHR systems in behavioral health is the assumption that implementation is a one-time event rather than an ongoing process. Healthcare regulations change. Payer requirements evolve. Clinical best practices develop. Staff turnover disrupts institutional knowledge. Platform vendors release updates that alter workflows and introduce new configuration requirements. An EHR system that was optimally configured at go-live is not, without active maintenance, optimally configured two years later. 

Continuous system administration — encompassing regular configuration reviews, proactive response to system updates, user support, and alignment with evolving organizational needs — is what separates organizations whose EHR systems improve over time from those whose systems become progressively more burdensome. 

At Evia Solutions, our System Administration services are built on the understanding that EHR excellence is not an achievement but a practice. We partner with behavioral health organizations to ensure their systems remain optimally configured, their integrations function reliably, and their administrative infrastructure supports rather than impedes their clinical and operational missions. 

Learn more about Evia’s System Administration services at eviasolutions.org/services. 

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Revenue Cycle Management as Organizational Infrastructure: Why Behavioral Health Providers Can No Longer Treat Billing as an Afterthought 

The financial architecture of a behavioral health organization is, in many respects, a direct expression of its clinical values. An organization that cannot sustain itself financially cannot serve its community. Yet across the mental and behavioral health sector, revenue cycle management continues to be treated as a back-office function — something to be managed with whatever staff and resources remain after clinical priorities are addressed. This approach, however well-intentioned, is quietly undermining the financial viability of organizations that are providing essential, often irreplaceable services to some of the most vulnerable populations in the country. 

The consequences are measurable. Industry research consistently indicates that behavioral health organizations experience claim denial rates well above those of general medical practices, owing to the complexity of behavioral health coding, the labyrinthine requirements of prior authorization, and the distinctive documentation standards imposed by both public and private payers. When denials go unaddressed — as they frequently do in under-resourced billing environments — the financial loss compounds over time. Revenue that should fund clinical expansion, workforce development, or facility improvements is instead written off, delayed, or consumed by the cost of remediation. 

Understanding the Full Revenue Cycle 

Revenue cycle management is not synonymous with billing, though the two terms are often conflated. Billing refers to the act of submitting a claim. Revenue cycle management encompasses the entire financial lifecycle of a client encounter — from the moment an individual contacts the organization seeking services, through eligibility verification, insurance authorization, service documentation, charge capture, claim submission, payment posting, denial management, and final account resolution. Each stage in this cycle represents both a revenue opportunity and a risk point. A failure at any stage can compromise reimbursement downstream. 

In behavioral health, this cycle is complicated by factors unique to the specialty. Mental health and substance use disorder services are often subject to more stringent medical necessity documentation requirements than equivalent medical services. Authorization requirements vary not only by payer but by plan, by service type, and even by the geographic region in which services are delivered. The regulatory environment governing behavioral health billing has become increasingly complex in the wake of the Mental Health Parity and Addiction Equity Act, which, while designed to benefit patients, has created new compliance obligations for providers. 

Eligibility Verification: The First and Most Preventable Failure Point 

Among the various components of the revenue cycle, eligibility verification is perhaps the most undervalued. It is also the source of a disproportionate share of preventable denials. When a claim is submitted for a client whose insurance coverage has lapsed, whose benefits for the service type have been exhausted, or whose plan requires a different billing approach than what was used, the denial that follows was entirely avoidable with proper upfront verification. 

The challenge is not that organizations are unaware of the importance of eligibility checks — most billing teams understand the concept. The challenge is operationalizing consistent, real-time verification in an environment where appointments are scheduled weeks in advance, insurance coverage changes frequently, and staff bandwidth is limited. Organizations that have invested in systematic eligibility verification processes — built into scheduling workflows and re-checked immediately prior to service — report materially lower denial rates than those that conduct verification episodically or reactively. 

Charge Capture, Coding Accuracy, and the Behavioral Health Nuance 

Accurate coding in behavioral health requires a level of specificity that many general healthcare billing resources do not adequately address. Behavioral health services are billed using CPT codes that distinguish between modalities (individual therapy, group therapy, family therapy), settings (outpatient, intensive outpatient, residential), and provider types. The interplay between these codes and the diagnosis codes required to establish medical necessity demands that billing staff possess not only coding expertise but genuine familiarity with behavioral health clinical practice. 

Undercoding — selecting a lower-complexity or shorter-duration service code than what was actually delivered — is as costly as overcoding, though it attracts less regulatory attention. Organizations that systematically undercode their services leave significant revenue on the table, often without realizing it. Comprehensive charge capture audits frequently reveal patterns of undercoding that, when corrected, produce immediate and sustained revenue improvement. 

The Analytics Imperative 

Perhaps the most transformative development in modern revenue cycle management is the availability of reporting and analytics capabilities that enable organizations to identify financial performance trends in real time rather than in retrospect. A well-configured RCM analytics framework can surface denial patterns by payer, by service type, by provider, and by billing staff — enabling targeted intervention rather than generalized remediation. 

Organizations that leverage RCM analytics are not simply responding to problems; they are anticipating them. When data reveals that a particular payer is denying a specific service code at an elevated rate, an organization can investigate and address the root cause — a documentation gap, a coding issue, a payer policy change — before it compounds. This shift from reactive to proactive financial management is one of the most significant advantages that sophisticated RCM infrastructure provides. 

Building RCM as Organizational Infrastructure 

The framing that most accurately captures what revenue cycle management should be for a behavioral health organization is infrastructure. Just as an organization would not operate without a reliable EHR system, adequate clinical supervision structures, or a functional facility, it cannot operate sustainably without a robust revenue cycle infrastructure. The investment required to build that infrastructure — in technology, in expertise, in process design — is an investment in the organization’s capacity to pursue its mission over the long term. 

At Evia Solutions, our Revenue Cycle Management services are designed specifically for the mental and behavioral health sector. We bring deep expertise in behavioral health coding, payer relations, denial management, and financial analytics to every client engagement. Our goal is not simply to process claims — it is to build the financial foundation that enables your organization to grow, to serve more people, and to lead in your community. 

To explore how Evia’s RCM services can strengthen your organization’s financial health, schedule a consultation at eviasolutions.org. 

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Evolving Field of Digital Mental Health

The expanding domain of digital mental health is transitioning beyond traditional telehealth to incorporate smartphone apps, virtual reality, and generative artificial intelligence, including large language models. While industry setbacks and methodological critiques have highlighted gaps in evidence and challenges in scaling these technologies, emerging solutions rooted in co‐design, rigorous evaluation, and implementation science offer promising pathways forward. This paper underscores the dual necessity of advancing the scientific foundations of digital mental health and increasing its real‐world applicability through five themes. First, we discuss recent technological advances in digital phenotyping, virtual reality, and generative artificial intelligence. Progress in this latter area, specifically designed to create new outputs such as conversations and images, holds unique potential for the mental health field. Given the spread of smartphone apps, we then evaluate the evidence supporting their utility across various mental health contexts, including well‐being, depression, anxiety, schizophrenia, eating disorders, and substance use disorders. This broad view of the field highlights the need for a new generation of more rigorous, placebo‐controlled, and real‐world studies. We subsequently explore engagement challenges that hamper all digital mental health tools, and propose solutions, including human support, digital navigators, just‐in‐time adaptive interventions, and personalized approaches. We then analyze implementation issues, emphasizing clinician engagement, service integration, and scalable delivery models. We finally consider the need to ensure that innovations work for all people and thus can bridge digital health disparities, reviewing the evidence on tailoring digital tools for historically marginalized populations and low‐ and middle‐income countries. Regarding digital mental health innovations as tools to augment and extend care, we conclude that smartphone apps, virtual reality, and large language models can positively impact mental health care if deployed correctly.

Source: National Library of Medicine — Read more

Tennessee Mental Health

People Living with Mental Health Conditions

More than 1 billion people are living with mental health disorders, according to new data released by the World Health Organization (WHO), with conditions such as anxiety and depression inflicting immense human and economic tolls. While many countries have bolstered their mental health policies and programmes, greater investment and action are needed globally to scale up services to protect and promote people’s mental health.

Mental health conditions such as anxiety and depression are highly prevalent in all countries and communities, affecting people of all ages and income levels. They represent the second biggest reason for long-term disability, contributing to loss of healthy life. They drive up health-care costs for affected people and families while inflicting substantial economic losses on a global scale.

The new findings published in two reports – World mental health today and Mental Health Atlas 2024 – highlight some areas of progress while exposing significant gaps in addressing mental health conditions worldwide. The reports serve as critical tools to inform national strategies and shape global dialogue ahead of the 2025 United Nations High-Level Meeting on noncommunicable diseases and promotion of mental health and well-being, taking place in New York on 25 September 2025.

“Transforming mental health services is one of the most pressing public health challenges,” said Dr Tedros Adhanom Ghebreyesus, WHO Director-General. “Investing in mental health means investing in people, communities, and economies – an investment no country can afford to neglect. Every government and every leader has a responsibility to act with urgency and to ensure that mental health care is treated not as a privilege, but as a basic right for all.”

Key data from World mental health today

The report shows that while prevalence of mental health disorders can vary by sex, women are disproportionately impacted overall. Anxiety and depressive disorders are the most common types of mental health disorders among both men and women.

Suicide remains a devastating outcome, claiming an estimated 727 000 lives in 2021 alone. It is a leading cause of death among young people across all countries and socioeconomic contexts. Despite global efforts, progress in reducing suicide mortality is too low to meet the United Nations Sustainable Development Goal (SDG) of a one-third reduction in suicide rates by 2030. On the current trajectory, only a 12% reduction will be achieved by that deadline.

The economic impact of mental health disorders is staggering. While health-care costs are substantial, the indirect costs – particularly in lost productivity – are far greater. Depression and anxiety alone cost the global economy an estimated US$ 1 trillion each year.

These findings underscore the urgent need for sustained investment, stronger prioritization, and multi-sectoral collaboration to expand access to mental health care, reduce stigma, and tackle the root causes of mental health conditions.

Key findings from the 2024 Mental Health Atlas

Since 2020, countries have been making significant strides in strengthening their mental health policies and planning. Many have updated their policies, adopted rights-based approaches, and enhanced preparedness for mental health and psychosocial support during health emergencies.

However, this momentum has not translated into legal reform. Fewer countries have adopted or enforced rights-based mental health legislation, and only 45% of countries evaluated laws in full compliance with international human rights standards.

The report reveals a concerning stagnation in mental health investment. Median government spending on mental health remains at just 2% of total health budgets – unchanged since 2017. Disparities between countries are stark; while high-income countries spend up to US$ 65 per person on mental health, low-income countries spend as little as US$ 0.04. The global median number of mental health workers stands at 13 per 100 000 people, with extreme shortages in low- and middle-income countries.

Reform and development of mental health services is progressing slowly. Fewer than 10% of countries have fully transitioned to community-based care models, with most countries still in the early stages of transition. Inpatient care continues to rely heavily on psychiatric hospitals, with nearly half of admissions occurring involuntarily and over 20% lasting longer than a year.

Integration of mental health into primary care is advancing, with 71% of countries meeting at least three of five WHO criteria. However, data gaps remain; only 22 countries provided sufficient data to estimate service coverage for psychosis. In low-income countries fewer than 10% of affected individuals receive care, compared to over 50% in higher-income nations – highlighting an urgent need to expand access and strengthen service delivery.

Encouragingly, most countries report having functional mental health promotion initiatives such as early childhood development, school-based mental health and suicide prevention programmes. Over 80% of countries now offer mental health and psychosocial support as part of emergency responses, up from 39% in 2020. Outpatient mental health services and telehealth are becoming more available, though access remains uneven.

Global call to scale up action on mental health

While there have been some encouraging developments, the latest data shows that countries remain far off track to achieve the targets set in WHO’s Comprehensive Mental Health Action Plan.

WHO calls on governments and global partners to urgently intensify efforts toward systemic transformation of mental health systems worldwide. This includes:

  • equitable financing of mental health services;
  • legal and policy reform to uphold human rights;
  • sustained investment in the mental health workforce; and
  • expansion of community-based, person-centered care.
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Crisis Guidelines Updates

SAMHSA’s updated 2025 crisis-care guidelines outline how communities should design 24/7 crisis systems—covering call centers (988), mobile response, and crisis receiving/stabilization. It emphasizes coordination, equity, and data use to improve outcomes and reduce ED/police reliance. CSR-TTAC 
Why it matters: A clear framework agencies can reference when partnering with counties, payers, and law enforcement on crisis pathways.

CLICK HERE to download the complete guide.

The Truth About Turnover

The Truth About Turnover

Spring is finally here! That means transitions, new beginnings, and growth is in the air. Though a fresh start can be exciting, discomfort and growing pains can accompany a much-needed transition. Allergies, dust, and replacing what was lost are just a few of the necessary pitfalls that impact us all this time of year. Like the changing seasons, transitions can be just as bittersweet in business. We are not always prepared, but the other side of change is always new growth and better beginnings. Transitions can be healthy, let us show you how!

How do you handle turnover within your organization?

Key players can leave at any time - sadly their experience is not transferrable. The caveat to hiring and growing with your leadership team is that they constantly learn and adapt their skills to meet the organization’s needs. They develop processes, implement learnings and make it all work within the needs of the business. So - what do you do when it’s time to transition and you lose the knowledge that cannot be replaced?

The time, energy, and resources necessary to hire, and train new talent are costly. Not to mention the inevitable mistakes that will happen as you work to manage internal changes, this is where the power of the pivot comes into play. It may seem like a loss now, but you are sitting on an opportunity to improve your business. Here are some ways that you can make the most of this new beginning:

handle turnover

1. Adjust Your Resources

Is there anyone within your organization with the skills and excitement that is willing to take on this new role? Maybe they are prepared to grow into the position but have yet to get the chance. Utilize them. Give them the responsibility and space to implement new ideas. The transition will be less daunting with an internal hire and you never know what improvements can come with a fresh perspective. Before you panic, always see if there is an opportunity to work with what you have.

2. Think Outside of the Box

Maybe there is a new reality where this missing resource is no longer necessary for your business. Instead of trying to replace what is lost, how can you improve what was there? This could mean investing in new software, updating your internal workflow, or more efficient processes that mitigate the need for this resource at all. It’s time to get creative!

3. Outsource for Efficiency

The gig economy is growing by the day. What was once a full-time, in-house resource can easily become a skilled, independent contractor. Where it makes sense, it may be easier and more affordable to find a resource with the concentrated knowledge you’re looking for to fulfill your organization’s needs. The outside perspective and expert-level precision could be exactly what you’ve been missing.

We see these transitions all the time with our clients at TLock Solutions. Providers experience the turnover of their veteran employees and all of the knowledge leaves with them. Even the seemingly small nuances like workflow adjustments and system best practices can make a huge impact. The difference between a key transition being detrimental or beneficial is in mitigating the impact. You can do this by translating functional knowledge into a system.  Monitoring clinical integrity with your data will ensure that you are not interrupting your clients’ experience when you transition internally. Assess and evaluate the system regularly to ensure it improves as new information is learned.

Our Approach to Transition in Billing

Our Rescue, Reset, and re-educate model is a unique approach to transitions in billing and EHR. We start by putting out any fires and meeting immediate needs that a missing resource can bring up. Usually, assets are recovered and we learn what is missing or needed. Then, we address necessary system changes, improving internal processes for efficiency. The key part of this process is training key leadership on the new system to help with change management and mitigating future transition issues. To learn more about this process or get the help you need, contact us today.

If you are currently facing a transition, remain calm. Focus less on what is lost and more on the opportunity in from of you. Cheers to new beginnings! As always, we are happy to help!

EMR vs EHR

EMR vs EHR: What’s the Difference?

It is common for electronic medical record (EMR) and electronic health record (EHR) to be used interchangeably. Though recently, the term EHR has been gaining in popularity. While both EMRs and EHRs serve similar purposes, to be an electronic record of a patient’s care, there are some key differences that distinguish these two terms.

What is the definition of an EMR (electronic medical record)?

An EMR is a patient’s digital chart. It’s a collection of patient information that can include:

  • Diagnoses, 
  • Immunizations
  • Treatments
  • Allergies
  • Notes
  • Medication information, 
  • Lab results

As well as other relevant data crucial to a patient’s care. EMRs stay within the practice and are a useful tool when accessing a patient’s information. As such, EMRs cannot be transferred from one practice to another.

What is the definition of an EHR (electronic health record)?

On the other hand, an Electronic Health Record (EHR) is more comprehensive than an EMR. It contains much of the information as an EMR but, as it can be moved between hospitals and clinics it is a more thorough account of a patient and includes information beyond a single practice. An EHR can be maintained by several different providers, whereas an EMR is solely maintained by one. An EHR can contain data regarding various clinics, hospitals, laboratories, medications, and pharmacies, as well as other providers. This is a more holistic view of a patient’s record, encompassing many aspects of their care. 

Another key difference is that EHRs are designed to be interoperable, meaning that different systems can share data with each other. This is important as EHRs may need to be updated by many different parties across several systems.

definition of an EHR

Differences between EHR and EMR

While there is a lot of overlap between these two systems there are some main differences.

Scope of information: EHRs contain more of a patient’s information than an EMR. An EMR is confined to a single practice while an EHR will have a more comprehensive view of a patient’s medical record including historical data. An EMR may not contain information before the patient came to a practice. Meanwhile, an EHR will have all the pieces of a patient’s information on hand. This may make it easier to receive treatment.

Access: EMRs are only accessible within a practice. The data is often hosted within the provider’s office and doesn’t move elsewhere, though some EMRs are cloud-based. EHRs are designed to travel across different organizations. EHRs utilize cloud-based servers and can be accessed from various locations. As a result of this access, other providers are able to update the EHR and keep information current and complete. There are no missing pieces. This is important for a patient who is receiving care at multiple clinics.

Interoperability: EHRs are interoperable, meaning that they can work across various systems. Patient records can easily migrate across systems. EMRs are not usually interoperable and patient information is harder to share with other providers and hospitals when the need arises. EMRs are designed to stay on one system.

What are the advantages of an EMR and EHR?

Utilizing an EMR in a practice provides a lot of benefits for both patients and providers. 

For patients benefits of an EMR can include:

  • Access to health records via a portal from their clinic.
  • Tracking results over time.
  • Notifications when they are due for a screening or visit.
  • Reduction of errors on their records. 
  • Security of their medical records.

For providers EMRs can offer the following benefits:

  • Space saved by reducing paper records.
  • Time saved collecting and collating patient records.
  • Increased patient privacy.
  • Ease of sharing patient information with hospitals and other labs when needed. 
  • Fewer errors in recording patient’s information.
  • No risk of having records damaged or lost.

EMRs can also provide benefits beyond the administrative. Some EMR systems can provide information if certain prescribed drugs interact with each other, ensuring patients receive the best care.

With an EHR a patient’s record can be made available quickly. Gone are the days of waiting for information to be collected and sent over. This ease of record transmission means patients can be treated immediately and care providers have the fullest understanding of a patient’s history.

Disadvantages of an EMR and EHR?

While there are many advantages to an EMR system, the implementation of an EMR and EHR can be costly. Any new system usually comes with a significant cost. Costs are not just related to the software and hardware investment, but also training. 

An improperly maintained records system won’t help either the patients or the practice. So training is vital.

Additionally as there are various systems available, deciding on the perfect solution for a provider may be an overwhelming decision. However, there are many great options in selecting the right EMR for a practice.

Conclusion

EMRs and EHRs have many similarities and both work to solve the same problem, keeping a patient’s record accurate and easily accessible. Both EMRs and EHRs are essential to running a modern practice. Keeping patient information in an EMR is going to both ensure accuracy and successful treatment outcomes. On the administration side, an EMR can be useful in processing billing and reducing time spent looking for paper records. Understanding the key differences can help navigating across various platforms and understanding what to request from other care providers.

References

‍https://www.cancer.gov/publications/dictionaries/cancer-terms/def/electronic-medical-record‍

https://www.forbes.com/advisor/business/software/what-is-an-emr/

https://www.quatrishealthco.com/what-is-an-emr/

Minding Matters of the Heart

Minding Matters of the Heart

A statistic from the CDC reports that over 60 million, about 44%, of women in the U.S. are living with some form of heart disease. It is the leading cause of death among women in the country. The advancements in technology and medicine are not focused on prevention, most women don’t know that they have a problem until it’s too late. When broken down by demographics, the numbers are staggering. According to the organization, Go Red for Women, 59% of Black women over the age of 20 in the United States suffer from some form of cardiovascular disease. Black women continuously raise the standard for excellence in any industry - athletics, education, fashion, media, business, and politics. Why are our future leaders, mothers, and innovators being impacted so heavily by a condition that is often preventable?

One in five women will die of heart disease in the United States ((Centers for Disease Control and Prevention, 2018). Minding your health and heart can be a matter of life or death. Women deserve to live long and healthy lives. This Women’s History Month, we want to bring attention to the issue of heart disease facing women and share ways to manage a healthier heart. Online sources suggest 'reducing stress' as a solution without information on how or what it looks like in practice. Read more for some ways to manage stress and lower your risk of cardiovascular disease and heart attack.

Centers

1. Self-Advocacy

Bias exists in any profession, and the doctor’s office is no different. Though we cannot control the beliefs of our physicians, we can control what we know about our health. Request testing, keep track of your blood pressure levels, and know what to look for when something is off physically. Communicate if you have a family history of cardiovascular disease and get ahead of any life events or changing habits that bring new stress. If you are denied, seek another physician or outpatient testing at your local clinic.

2. Self-Care

Self-care is more than a buzzword. In matters of the heart can save your life. As matriarchs, mothers, CEOs, and all-around Superwomen - Black women should be at the center of the conversation around self-care. We carry the burden with grace, yet it is no less detrimental to our overall health. Daily actions and mindset shifts can ease stress and lower blood pressure. Taking more time to breathe intentionally, getting quality sleep, and walking to decompress can mitigate the risk of heart failure and improve your quality of life.

3. Talk to Someone

Behavioral Health contributes to your overall health. Seeing a therapist regularly for emotional support will help uncover the root cause of your stressors. There are endless benefits to your overall health. You will walk away with tools to cope and handle daily situations better. The journey is long but worth it. Visit therapyforblackgirls.com for resources to get started today.

4. Find Strength in Numbers

Share this information with your friends, women in your family, coworkers, neighbors - anyone. Let your concern for your well-being be a conversation and lean on others for support. If you are overwhelmed ask for help, delegate tasks and, if possible, outsource. Not only because you deserve the support, but community is good for your health. Social interaction and companionship can lighten your mood, ease stress and promote safety, belonging, and security.

This is just the beginning of what should be a long, ongoing conversation about the overwhelming number of women suffering from heart disease. Taking care of your mental, emotional, and physical health is most important in mitigating risk. We hope you feel a little more empowered and educated. If you found it helpful, please share this article, utilize any resources mentioned, and start taking steps to take control of your health.

A Guide to Intentional Strategic Planning

A Guide to Intentional Strategic Planning

New Year, New Plans! It’s officially time to regroup, get back into the swing, and plan for the year ahead. Behavioral Health as an industry will see more growth with higher demand, new investment and technological advances. The best way to be prepared is to plan. Based on the previous year, where do you want to improve? Is there anything you want to do more or less? You might need to find more resources or hire support. How do you know where the process should change and where it’s working? Review is just as important as the plans to move forward. We’re sharing reminders and tips to help you get the most out of your 2023 Strategic Planning Session.

  1. Slow Down to Speed Up 
  • When planning for what’s ahead, it’s easy to get excited and want to get started as soon as possible. To clear the road ahead, you have to take the time to really review the last year. Outside of an Annual Report and Financials, ask yourself and your team where they need the most support, what process can be improved, and find the information to make the proper changes. 
  1. Assess Metrics
  • The best data you can use to review the past year in your business is Canned Reports. When reviewing you should assess revenue, client cancellations, highest billed service, highest treatment areas and programs, and productivity. From These reports, you will be able to answer what your pain points are and make informed decisions on where to invest more resources or development within your business. 
  1. Measure with Milestones
  • As you map out what you want and how to make it happen, be sure to include milestones in your planning too. These can be dates, company-wide meetings, or high-level check-ins. Make sure to involve everyone necessary and have a measurement for success. If one of your goals is to improve a process, how often are you reviewing efficiency? Define and schedule milestones now to ensure you remain on track throughout the year. 
  1. Take Care of Yourself 
  • Planning for the year can be overwhelming. It’s a critical time in your business, give yourself grace and make time for self-care. Take walks outside at least daily, meditate, set alarms to step away from your computer, and don’t forget to blink. Taking these small moments for yourself not only helps your mind and body, but it requires intention. Be conscious of the world around you to help you focus when it matters most.

We hope these tips will help ease the Strategic Planning process. Don’t forget to ask for help whenever you need it. TLock Solutions wants to be a resource for you during the process. Be sure to connect with us on LinkedIn for more practical tips for Behavioral Health professionals. You can find more information about our services and get help auditing and planning for a successful 2023 at www.tlocksolutions.com.

Decompress this December

Decompress this December

It’s the most wonderful… and potentially stressful time of the year. Happy Holidays from TLock! From parties and celebrations to end-of-year reports and reviews - December is full. Set yourself up for success by slowing down. Take the time to decompress and truly ease into the year ahead for optimal results. There is always more to do, people to see, and events to attend. But you typically only get one time a year when the world around you stands still. This is your reminder to take that time and do something valuable for you. Read more from our Founder, Tracel Lockhart on how to make the most of this holiday season.

  1. Plan for Rest
  • It seems counterintuitive because it is. When given any spare moment or day out of the office, many of us naturally fill it with all the other things we would be doing if we didn’t have to work. One of the most productive things you can do for your future self is intentional rest. This holiday season, in between all the obligations and future planning, give yourself an hour, a day, or even a week, if you can, of total rest. 
  1. Move Your Body 
  • After a year on the go, it’s important to take an extended time to move your body. With fewer excuses and more calories coming in during the holidays, small intentional changes to your daily happens will guarantee you start the new year with your best foot forward. If you aren’t into rigorous routines, just more often. Twice a day for 30 minutes each makes all the difference.
  1. Screens Down
  • All of the time you spend answering emails, on calls, and video chatting can now be spent offline. Take advantage of the time that you have to do nothing. That includes screen time. Your eyes, your head, and the people around you will all appreciate it. You can ensure as little screentime as possible by creating a unique Do Not Disturb setting on your iOS devices, setting your email accounts with an Out of Office autoresponse, and adding screentime allowance or timers to your social apps and devices. 
  1. Reconnect 
  • Think of the last interaction that left you feeling warm, loved, and seen. Schedule a time to see, call or reconnect with that person while you have some downtime. Not only is it important to foster healthy relationships, but the mind and body respond to meaningful interactions as well. You might learn something new or discover an opportunity that you wouldn't have otherwise! 
  1. Eat Well 
  • When we’re constantly working and caring for others it can be hard to properly nourish our bodies. Your energy and overall well-being are determined by what you eat. You don’t have to diet or restrict yourself either, just make space to cook intentionally and eat more of the foods that your body needs. You can choose to be mindful of just one aspect of healthy eating including timing, not eating fast food or takeout, and incorporating more whole foods.

Thank you for your work in the Behavioral Health community. You made it through another year and you have so much to celebrate!  If this inspired you to prioritize yourself, please share it with your staff, supervisor, or friend for accountability. From our team to yours we wish you a happy, restorative holiday and a prosperous New Year!