How Teletherapy Fits into an Effective Behavioral Health Program 

Social workers are an invaluable part of any organization, delivering high-quality, value-based care to patients and providing indispensable support to the care team. When it comes to a holistic, long-term approach to care, having access to quality therapy or counseling services is essential.  

If your healthcare organization is considering incorporating counseling services into your behavioral health program — or expanding your existing programs — licensed clinical social workers (LCSWs) can be a good place to start. 

This piece will break down the benefits an LCSW can bring to your organization, the different treatments and modalities they can provide, and why teletherapy might be the best way forward for your team. 

LCSWs specialize in micro and macro social work

LCSWs are highly trained providers who can provide a wide variety of services, depending on their specialization. The two biggest categories for these specializations are micro and macro social work.  

In general, macro social is looking at the larger population and making a difference there, whereas micro social work is working with individuals or family units. In most cases, your organization will likely be looking at LCSWs who specialize work with individuals or families. 

Because LCSWs deliver counseling and therapy services rather than psychiatric or medical services, they cannot prescribe medications. However, they can diagnose patients and should be familiar with the DSM-5. 

Common treatment modalities that LCSWs specialize in include: 

  1. Cognitive behavioral therapy (CBT): Commonly referred to as “talk therapy,” CBT hones in on how thoughts and feelings influence behaviors — and how those behaviors can lead to psychological problems. LCSWs can utilize CBT methods to help patients identify and work through these thoughts and behaviors. 
  1. Crisis intervention model: The crisis intervention model is commonly used for individuals experiencing crisis and trauma and consists of seven stages: Conducting a psychosocial assessment, rapidly establishing a rapport, identifying the crisis cause, enabling the patient to express their emotions, establishing safe alternatives for coping, creating an action plan, and following up with the patient. 
  1. Solution-focused therapy: This treatment modality involves an LCSW working closely with a patient to identify a problem and create a solution plan based on that patient’s individual strengths. This short-term practice model helps individuals cope effectively with the challenges they’re facing. 
  1. Dialectical behavioral therapy (DBT): DBT is a modified approach to CBT. The primary goals of DBT are to enable people to develop healthy ways to cope with stress, regulate their emotions, and improve their social relationships. While DBT was initially created to treat patients with Borderline Personality Disorder (BPD), it has proved effective for those experiencing eating disorders or substance use disorders. 

Additional treatment modalities that LCSWs can utilize to benefit your healthcare organization’s behavioral health program include motivational interviewing, mind body bridging, brainspotting, eye movement desensitization and reprocessing (EMDR), and acceptance and commitment therapy. 

LCSWs are a cost-effective solution for less acute diagnoses 

An LCSWs ability to effectively diagnose patients makes them an excellent first line of treatment or screening for health systems, outpatient clinics, and community health centers.  

Having LCSWs available for initial patient interactions is often more efficient for most healthcare organizations. Additionally, it’s more cost-effective to have an LCSW on hand to manage less acute diagnoses that don’t need medication management. Then, for more acute diagnoses, an LCSW would be able to refer the patient to a psychiatrist or PMHNP on your care team. 

In most outpatient settings, LCSWs can function as part of a larger integrated care system where they need to provide access to counseling services and psychotherapy along with medication management and psychiatric care.  

Having LCSWs be the first line of defense in your treatment plan can be beneficial to pointing patients in the right direction and identifying the best path forward for their care plan. 

From a behavioral health standpoint, it’s hard to overstate the value an LCSW or counseling provider will bring to your organization. But it’s important to find the right provider for your organization, your patient populations, and your goals. Opening yourself up to teletherapy providers can help you through that process. 

In the emergency department (ED) setting, LCSWs are critical to patient satisfaction and a hospital or health system’s reputation in the community. Whether they’re helping someone access food vouchers, connecting a patient to ancillary services, or talking with a patient’s family members, LCSWs are thinking about the patient’s holistic needs.  

LCSWs often serve as a communication link between nurses, physicians, and other support staff. They often help prepare patients for transitions, imaging, labs, and admission.  

LCSWs can also help with patient and family communication through their hands-on approach to care – including helping families understand a patient’s illness and engaging with the family to help them feel supported after they leave the ED.

Elaina Najera post headshot
“Telehealth has expanded my ability to provide care to people I usually wouldn’t have been able to reach as an in-person provider. I’m a huge advocate for telehealth because I feel like the relationships can be just as deep and meaningful. In a therapeutic setting, the relationship is huge. It’s a huge part of the change cycle and folks’ ability to grow and build health in their life.”
Elaina Najera, LCSW, Iris Telehealth Provider

 

In the ED, LCSWs take ownership of the psychosocial dimensions of a person, and in psychiatry, that’s critical.  

These psychosocial dimensions include relationships, living situations, access to housing, finances, and food. These components are essential to the wellness and decision-making that goes into treatment formulation for the patient in the ED. 

LCSWs can help expand pre-existing counseling services  

As part of an effective integrated care model, a combination of medication management and psychotherapy is necessary. That means your organization will likely need to build up a program that includes therapists or counselors on staff — or potentially expand the counseling services you already have. 

There are studies showing that utilizing CBT or other therapy modalities can effectively treat less acute diagnoses without medication. And, if you have a good LCSW, you can utilize their services in addition to medication to assist the overall success of your treatment plans for a given patient. 

Why teletherapy services may be the best fit for your healthcare organization 

There’s no denying that, for an LCSW, the rapport they can create with a patient is key to a patient’s success. But it’s a common misconception that it’s more difficult to build that connection over video.  

A well-trained LCSW can build just as strong a therapeutic relationship virtually as in person. Almost every in-person modality an LCSW can specialize in can be translated effectively in a virtual setting – including brainspotting and EMDR. 

That means if your organization is cutting yourself off from engaging in teletherapy, you’re limiting the quality of your program — and your ability to expand it. 

Nicole Bradbury post headshot
 
“I try to find different ways to connect with my patients. For many kids, it’s just being there, listening. But, for the younger ones or those who don’t want to be in therapy, I try to find games for us to play, or I ask them what they like to do and what they like about it.”
Nicole Bradbury, LCSW, Iris Telehealth Provider 

Additionally, embracing teletherapy in your organization means patients can take the session wherever they’re most comfortable. With that freedom, some patients can be more willing to open up.  

The flexibility to choose their locations can also decrease no-show rates or open up access for people experiencing conditions that may make it difficult for them to feel motivated to leave their homes.

However, you may still have patients who prefer seeing their provider in person. So, when possible, we would recommend offering both in-person therapy or counseling services and teletherapy services. 

How your organization can set your LCSWs (and your treatment team as a whole) up for success

When bringing LCSWs in or expanding your teletherapy services, it’s important to ensure those providers feel valued. There can be a tendency to undervalue LCSW when compared to psychiatrists. It’s important to make sure they feel like they’re part of the team. 

Then, for your own organization, you should work to identify the particular specializations or modalities you need when staffing LCSWs. And remember, if you are open to teletherapy services, partnering with a vendor like Iris Telehealth can help you identify carefully vetted, high-quality providers for your organization.  

If you’re interested in learning more about Iris Telehealth’s LCSWs, contact us today, and we’ll get the conversation started! 

How Iris Telehealth’s Medical Leadership Team Promotes
Quality Care

At Iris Telehealth, our top priority is ensuring quality care throughout each patient’s behavioral health journeys. To achieve this, we partner with healthcare organizations across the U.S., providing access to top-notch providers, quality behavioral health programming, and our medical leadership team.

This team, comprised of Dr. Thomas Milam, Dr. Tracy Mullare, LaDonna Chirpas, FNP-BC, PMHNP-BC, and Don C. Napier II, LISW-CP, promotes quality care, works closely with our provider team, and supports our partner clinics with their medical expertise.

We are excited to share a glimpse into the team’s goals, successes, their personal perspectives, and insights into our care philosophy.

 

Ensuring quality care is always priority number one

Each day, the medical leadership team works to promote high-quality behavioral health care, ensure we form partnerships built on quality, and recruit providers who deliver the best care possible.

Don Napier post headshot“The medical leadership team at Iris Telehealth is dedicated to enhancing the quality, accessibility, and integration of behavioral health services.
By prioritizing evidence-based patient-centered approaches, and innovative technologies, we aim to deliver superior mental health care and support continuous improvement in clinical outcomes.
Our collaborative efforts with broader healthcare systems and commitment to professional development reflect our focus on achieving the best possible health outcomes for the patients of our clinic partners.”
Don C. Napier II, LISW-CP, Director of Counseling and Psychological Services, Iris Telehealth

An essential aspect of this team’s role is collaborating with our clinical hiring team, operations, and sales. While they work with many divisions within the organization, their goal is to align quality with productivity and financial metrics, and sales.

Dr. Thomas Milam, our Chief Medical Officer, says that his team works with others at Iris to help providers balance their time delivering care, documenting effectively, and communicating with teams.

 

No two days looks the same across the medical leadership team

 According to our Medical Director of Outpatient Services, Dr. Tracy Mullare, every day hits on a different realm of what they do.

On any given day, our medical leadership team juggles:

  • Administrative tasks
  • Scoping clinical calls
  • Provider interviews
  • Ongoing quality initiatives
  • Chart and peer reviews
  • Provider and partner calls

However, Dr. Milam emphasizes they always put patient care issues first, noting, “We have to be able to flex to issues that arise when providers or partners have concerns about a patient encounter.”

He highlights the importance of flexibility and adaptability in this role as well.

“We have to address those fairly quickly and it means being flexible and having great abilities to move between meetings with different topics and to communicate effectively.”

 

Director of Counseling and Psychological Services, Don Napier, shares Iris Telehealth’s care philosophy

“At Iris Telehealth, our care philosophy is centered on delivering patient-focused, evidence-based, and integrated behavioral health services through accessible and flexible telehealth solutions.

 

 

We prioritize collaborative care, quality, and compassion in all our interactions, continuously striving to enhance our services and support early intervention and prevention in mental health.

Our approach ensures that each patient receives personalized, high-quality care that addresses their unique needs and contributes to their overall well-being.”

 

 

 

We aim to be good clinical and financial partners

The medical team maintains a longitudinal relationship between providers and partners. On the partner side, this team often sits on calls with potential partners to get to know them, learn more about their population, and determine what their ideal provider looks like.

“The medical leadership team strives to ensure that Iris continues to form partnerships that are built on providing quality behavioral health care. We also must ensure that the Iris family of providers are top-notch to be able to deliver the best care possible.”
LaDonna Chirpas, FNP-BC, PMHNP-BC, Director of Nurse Practitioner Services

 

Additionally, the medical leadership team attends partner calls to learn about any ongoing needs, like patient volumes, protocol, and generally review how things are going.

 

At Iris, the partner relationship is something that grows over time.

“We want to be good clinical partners as well as good financial partners – we’re constantly thinking about what that means. Sometimes that must evolve in terms of operational things we may need to change or adjust to be a better partner to a provider who maybe feels like they need something more from us – guidance, leadership, pay, benefits. To partners that love what we do, and they want more.”
Dr. Thomas Milam, Chief Medical Officer, Iris Telehealth

With our Iris providers, the medical leadership team is with them from day one, going through interviews, and getting to know them and their preferences.

Dr. Mullare, shares, “It’s fun to meet providers at the beginning of their journeys with Iris, learn what they’re looking for, and let them know what to expect about the process.”

After placement, the team checks-in with them to ask about any concerns, issues, or questions. They also review where they’re going professionally and see how they’re doing personally, too.

 

A look at our medical team’s biggest successes

We asked the medical team about how they see their biggest successes here at Iris, and these were their answers:

 

“The partnership this year with Texas Health on THBHVV. This program has provided behavioral health services to many patients who did not have access before. Many of the Iris staff have done a lot of work to get the program up and running smoothly. We look forward to many more partnerships of this kind in the future.”

LaDonna Chirpas, FNP-BC, PMHNP-BC, Director of Nurse Practitioner Services

 

 

 

“The biggest success of the Iris Telehealth medical group is their pioneering role in integrating behavioral health services through telehealth, which has led to expanded access, high-quality care, and positive clinical outcomes.”

Don C. Napier II, LISW-CP, Director of Counseling & Psychological Services, Iris Telehealth

 

“I think about how we’ve been able to grow – that has been amazing. We’re not losing focus on what we do, which is providing quality care via telehealth. We continue to meet the increasing need, we’re being innovative, and we’re thinking about how to execute quality care. That’s the focus and drive, making sure patients are getting the care they need.”

Dr. Tracy Mullare, our Medical Director of Outpatient Services


“I would say having such gifted, experienced, and talented people in the medical group has enabled our company to grow faster  because we can trust each other to do the work that we say we’re going to do in the divisions we oversee.

You have to trust your team in medicine and we have built trust here and created an environment where other divisions can trust us, too, and I’m most proud of that. I think that’s a real gift to have that as a medical group team.”

Dr. Thomas Milam, Chief Medical Officer, Iris Telehealth

 

Learn more about the Iris support pillars

If you’d like to learn how our medical team can help support your organization, don’t hesitate to reach out today by contacting us here.

Additionally, if you’d like to learn more about the other pillars of support our teams provide, check out our other spotlights here:

At Iris, we’re proud to provide quality support to all our partners so they can help their patient population get the quality behavioral health care they need.

Don Napier II, LISW-CP on Prioritizing Accessibility and Inclusivity in Behavioral Health Care

Iris clinicians are at the heart of what makes our organization such a special place to work. That’s why we’re turning the spotlight on the amazing work they’re doing every day. This month, we’re sitting down to talk with our own Director of Counseling and Psychological Services, Don C. Napier II, LISW-CP. 

Q. How did you find Iris and decide you wanted to be an Iris provider? 

A. Before transitioning to my current role, I found myself juggling multiple hats – a position like what I do now and managing my own private practice.  

Needless to say, this arrangement left me with very little time for myself or my family. On top of that, the constant travel demands of my role stretched my already thin schedule even further.  

However, my experience with telehealth was a game-changer. Not only did it offer me the flexibility I desperately needed, but it also opened my eyes to the significant access it provided to underserved patient populations. 

After witnessing the positive impact firsthand, I made the decision to investigate a complete transition into telehealth. That’s when I stumbled upon Iris Telehealth.

Their unwavering commitment to making mental health services more accessible struck a chord with me. Their dedication to closing the gaps in care and ensuring the well-being of both providers and patients resonated deeply. It was clear that Iris shared my passion for mental health care, and I couldn’t wait to be a part of it. 

Q. What did your entry into Iris Telehealth look like? 

A. When I started with Iris, my experience differed slightly from that of most clinicians. During the recruitment process, the clinic partner I was assigned to had delayed my onboarding for three months.   

Rather than leave me in limbo, the clinical hiring team graciously allowed me to briefly join their team. It turned out to be an invaluable experience, as it gave me insight into the meticulous dedication that department puts into matching the right clinician with the right clinic partner. 

Once my official onboarding began, everything fell into place seamlessly. The IT team had all systems up and running smoothly on my first day, enabling me to start seeing patients immediately.   

Furthermore, thanks to the efficient work of the Medical Staff Services team, my licensing and credentialing were already completed. This streamlined onboarding process allowed me to focus entirely on my patients from day one, without the burden of worrying about administrative paperwork. 

Q. How has your role evolved at Iris? 

A. I initially joined Iris as a clinician within one of our hospital systems. Having served in clinical leadership roles for an extended period of time, the transition back to direct patient care was a revitalizing experience. It reignited my passion and served as a poignant reminder of the meaningful impact we have on patients’ lives every day. 

As Iris expanded, particularly in the realm of psychotherapy, I was afforded the opportunity to not only continue my direct practice but also to support our clinicians across the organization. This presented an exciting chance to empower our colleagues and enhance their effectiveness in patient care.  

Each site we operate in is unique, with diverse demographics and challenges. Collaborating with our clinicians to overcome these obstacles and ensure patients receive the mental health care they deserve is immensely rewarding. 

Q. What are the benefits of being a telehealth provider? 

A. As a member of the Iris Telehealth team, I’ve seen firsthand the remarkable benefits of telehealth in mental health care. Through our clinic partners, I can reach individuals in remote areas, providing vital support that might otherwise be inaccessible.   

Telehealth’s convenience is undeniable. Eliminating travel requirements makes therapy more accessible and scheduling more flexible, enhancing client engagement and continuity of care. The reach of telehealth extends far beyond physical limitations. With Iris Telehealth, I can connect with diverse clients, contributing to broader mental health awareness and reducing stigma.  

Embracing telehealth has also fostered professional growth, requiring me to adapt and develop new skills to better serve our clients. Overall, as a telehealth provider with Iris Telehealth, I’m proud to deliver compassionate and effective care to those in need, while enjoying the flexibility and fulfillment this mode of practice offers. 

Q. How can telehealth providers foster connection with patients virtually? 

A. When I first started offering telehealth services, I had significant concerns about whether clinicians and patients could establish the necessary therapeutic relationship through a phone or computer screen. Would we, as clinicians, have access to the same cues like body language and non-verbal communication that we rely on in face-to-face sessions? 

To my pleasant surprise, the transition was smoother than I anticipated.  

Not only did telehealth make care more accessible to patients, but they also seemed much more at ease in their own environments. In traditional clinical settings, it often takes time for patients to acclimate and feel comfortable enough to open up.  

However, I’ve found that patients tend to share more readily from the comfort of their own homes, leading to a more efficient therapeutic process. 

Q. As a healthcare professional, how do you manage work-life balance? 

A. As a clinician, especially in private practice, work-life balance can be a very difficult tight rope to walk.  Although I had full control over my schedule and workload, it also required significant time and effort to handle administrative tasks, marketing, and managing patient bookings.   

This level of autonomy can sometime blur the boundaries between work and personal life, leading to potential challenges in achieving a healthy balance.  

On the other hand, working at Iris Telehealth provides a structure framework where administrative tasks are largely taken care of by our clinic partners. This structure allows me to focus more on patient care and less on the logistical aspects of the organization. Additionally, telehealth offers greater flexibility in scheduling and location, which can significantly help facilitate a better balance between work and personal life.     

Q. What are your biggest learnings from your time at Iris? 

A. During my time at Iris Telehealth, I’ve learned invaluable lessons that have shaped my approach to mental healthcare. 

I’ve realized the critical importance of accessibility and inclusivity in reaching underserved populations. Additionally, embracing telehealth has shown me the transformative power of technology in delivering personalized and innovative treatment.  

Collaborating with passionate colleagues has reinforced the value of teamwork, while navigating challenges has taught me adaptability and resilience. Overall, my experience at Iris has deepened my understanding of mental health delivery, equipping me with the skills to better serve my clients and community. 

Q.  What is the most rewarding part of your job? 

A. The most rewarding part of my job as a telehealth psychotherapist at Iris Telehealth is witnessing the positive impact I have on my clients’ lives. It’s incredibly fulfilling to see them make progress, gain insight, and overcome challenges they’re facing. Building a trusting therapeutic relationship and being a supportive presence in their journey towards mental wellness brings me immense satisfaction. 

Moreover, knowing that I’m able to provide accessible mental health care through telehealth adds another layer of fulfillment. Many of my clients might not have sought therapy otherwise due to barriers like location, mobility issues, or busy schedules.  

Being part of a company like Iris Telehealth that prioritizes accessibility and inclusivity in mental health care allows me to reach individuals who need support the most. 

Overall, the opportunity to make a positive difference in people’s lives and contribute to their well-being is the most rewarding aspect of my role with Iris Telehealth. 

Q. What do you love about working with Iris? 

A. There are several aspects of working for Iris Telehealth that I truly love.   

Firstly, I appreciate the company’s commitment to innovation and leveraging technology to improve mental health care delivery.  Being part of a forward-thinking organization that embraces telehealth allows me to provide convenient and accessible therapy to a diverse range of clients.    

Iris fosters a supportive and collaborative work environment. I value the sense of camaraderie among my colleagues and the opportunities for ongoing professional development and learning.  

The company prioritizes the well-being of its providers, offering resources and support to ensure we can deliver the highest quality of care while maintaining our own mental health. Iris’ dedication to diversity, equity, and inclusion in both its workforce and the services it provides is evident in everything we do. It’s empowering to be part of a company that values and celebrates differences, ensuring that mental health care is accessible and culturally sensitive to all individuals. 

Q. Why do you think telehealth is important to the future of mental healthcare? 

A. Telehealth, especially with an organization like Iris Telehealth, is essential for the future of mental healthcare due to its ability to improve access, flexibility, and continuity of care. By breaking down geographical barriers, offering convenience, and enabling remote therapy, telehealth ensures more people can access therapy when they need it.   

Additionally, it helps address provider shortages and promotes innovation in treatment modalities.  Overall, telehealth, exemplified by Iris’ services, enhances the accessibility and effectiveness of mental health services, making it a crucial component of the future of healthcare. 

At Iris, we believe our providers should be respected, valued, and applauded for the work they do, and we couldn’t be more proud to say, “thank you” to our very own Don Napier II. If you’d like to learn more about working for Iris Telehealth, contact us today. 

How Two Health Systems Transformed Their Approach to Behavioral Health Care 

Virtual care helps transform a health system’s approach to behavioral health care, giving their communities and providers much needed support. However, there are several considerations to keep in mind when it comes to virtual behavioral health integration.  

In a webinar hosted by Becker’s Hospital Review, healthcare leaders from Elliot Health System and Texas Health Resources shared their strategic and economic cases for behavioral health integration, insights into implementing virtual services into their organizations, and the benefits of integration.  

Provider shortages make virtual behavioral health a strategic priority in Texas and New Hampshire 

The behavioral health provider shortage continues to be a challenge for many healthcare organizations. And, according to the Texas Department of State Health Services, 246 of the 254 counties in the state are designated as Health Professional Shortage Areas.  

Kathi Cox, Chief Operating Officer, Ambulatory & Virtual Channel at Texas Health Resources (THR) shared that Texas is one of largest growing areas in the country and with more people moving to the region, the demand for behavioral health grows.  

“Texas Health happens to be one of the health systems in this community that has a very robust inpatient behavioral health service line across multiple hospitals within our system. However, we didn’t have any low acute services as part of our portfolio.” 

She went onto share that depression is at an all-time high and there’s a lack of resources to treat the youth and senior members of their community. For low acuity behavioral health, Cox shared that patients may be waiting anywhere from six to 10 weeks for a first appointment. 

 


 
 
“When we think about Texas Health and how we approach this, the idea was to provide a longitudinal offering for the people in our community that would allow them to be treated for behavioral health within an integrated network of providers across our primary care physicians and our hospitals.”
Kathi Cox, Chief Operating Officer, Ambulatory and Virtual Channel, Texas Health Resources


 

In New Hampshire, Dr. Holly Mintz, Chief Medical Officer at Elliot Health System (Elliot), shared that they have also experienced a shortage of resources, citing they’re one of the few hospitals that have an inpatient behavioral health and geriatric psychiatry unit.  

Reflecting on the lack of resources in their community, Dr. Mintz discussed the importance of ensuring patients had someone they could see for their behavioral health needs. 
 
“We looked at the number of behavioral health calls that our triage nurses were receiving, and we knew we needed to do better. We needed to do better in placing people with therapists and better understanding what they need as far as either medication management or therapy.  

We want to make sure that it was not acceptable to have a 60-day wait between a referral and an intake process, let alone seeing a provider. We really needed to focus on decreasing the time to care, which we knew would benefit care holistically.” 

Virtual behavioral health care enables early access to treatment and better outcomes  

Behavioral health touches everyone and making sure people can get care they need when they need it is at the heart of every healthcare organization’s mission.  

Additionally, implementing a solution like virtual behavioral health care comes with considerations health systems must think through to determine where it will fit into their priorities and ensure the solution makes good financial sense.  

At Elliot, Dr. Mintz says they viewed virtual behavioral health as an avenue to improve early access, positively impact outcomes, and prevent hospitalizations.  

Dr. Mintz shares they learned that one out of every five calls their triage nurses received were about behavioral health, and the average length of the call was around 27 to 30 minutes, causing providers to burn out and keeping patients from timely care. 


 
“We were able to convert those triage calls into actual full intakes from a licensed social worker, that provided the patient with a full evaluation, and were billable. We were able to cover the cost of investing in provider hiring by converting those triage calls to a full intake.  
There’s a brief triage (assessing presence of a crisis), then the patients have an intake and transfer within one to two business days. That visit is billable. It’s a benefit for everyone and helped make this new program sustainable.”
Dr. Holly Mintz, Chief Medical Officer, Ambulatory Care Services, Elliot Health Systems

 


 

Discussing how THR viewed integrating virtual behavioral health services, Cox shared that they view it as an investment – thinking about behavioral health as a component of their other service lines, rather than a standalone program.  

“For our chronic patients, whether they are facing CHS challenges, COPD, hypertension or diabetes, behavioral health ends up being an underlying challenge for these patients. The benefit for all the service lines comes when we can address those mental health challenges of those patients.”  

Behavioral health integration defines success for health systems  

Every organization defines success differently. However, one common thread between Elliot and THR is ensuring behavioral health care is a priority and well-integrated into patient care.  

Reflecting on this Cox shared her vision of what success at THR looks like in the next several years.  



“Success in three to five years looks like very strong relationships between our behavioral health and employed physicians – whether that’s in our psychiatric practice, inpatient, or outpatient space. Rather than it be two different areas – these groups are working together. 
 
Traditionally, you have a lot of primary care physicians or specialists dealing with their patient’s medical health over here and mental health issues over there – it’s very disjointed. 
Now that we’ve created a much more integrated approach, there’s an opportunity for those things to work together. If we are collaborating across the organization for these patients, I think that’s a big success area.”
Kathi Cox, Chief Operating Officer, Ambulatory and Virtual Channel, Texas Health Resources


 

For Dr. Mintz, she shared Elliot aims to create a straightforward system for their behavioral health patients.  

“We are looking to enhance a straightforward process for patients and help them navigate it. So, when somebody presents with cancer, there’s a nurse navigator that helps them navigate through the system.  

What we hope to do is make things very simple so when a primary care provider sees a patient who needs behavioral health services and has a general assessment of what they need, they’re referred to one place – there’s not nine different referrals where they could potentially go, and there’s an understanding of what the provider feels that patient needs.” 

Payers are becoming more aware of the need to provide behavioral health services  

For health systems, transforming their service lines comes with considerations around payers. At Elliot, Dr. Mintz shared that payers are becoming more aware of the need to provide behavioral health services, noting that insurance companies are becoming more expansive.  

Dr. Mintz also said that they continue discussing the importance of expanding opportunities for behavioral health patients with lawmakers and their Department of Health and Human Services.  

For THR, Cox noted that they’re cautiously optimistic about the payer.  

“We’re still a fee for service area of the country, value-based hasn’t really hit us at all here in Texas. Everything we do is very fee-for-service based. I think that payers are saying that behavioral health is important.  

We still have not seen an adjustment in how their coverage may be expanded or reimbursed in a meaningful way that pays for the cost of taking care of patients.” 

At times, access to community mental health centers can be delayed up to a year  

For primary care providers, they may not always be comfortable working with behavioral health patients without the specialty expertise or insights into medication management.    

Child Receiving Care

 

 

At Elliot, Dr. Mintz shared that one of the most common things she hears from their medical group is the challenges they face with patients who have behavioral health conditions they’re not comfortable managing.

 

For example, if a patient is on medications or doses that the provider isn’t comfortable with, Dr. Mintz says it demands and deserves a specialty opinion.

She went on to say that a key challenge with managing these patients is access and it sometimes can be delayed up to a year for community mental health centers.  

To address these challenges, Dr. Mintz shared that Elliot is developing a stability clinic for patients who need a higher level of care.  

“We’re also enabling the providers to help explain to patients what they actually need so that the patients can understand they’re going to be with somebody for three months temporarily, but they will be transitioned to another level of care.” 

The key to internal buy-in for launching a behavioral health program  

Implementing a behavioral health program comes with financial and practical considerations that can help influence buy-in from stakeholders across the organization.  

At THR, Cox shared that they have a strategic initiative called, “Vision 2026,” that puts the patient at the center of every decision they make. Together, they worked to better understand their community and determine where their patients were going for care. 

They also wanted to tune into their data and have a good understanding whether they need to build or buy a solution. When they started to look for a partner, they did a lot of research and shared the findings with their organization.  

THR also wanted to ensure their physicians were on-board and shared how it would complete their continuum of care.  

Cox also shared that the patients were a key part of the equation, along with their overall organization.  
 
“Up until now we released them [patients] into the wild with no way to lasso them back or to have physicians where their medical home was, have information about their treatment.  

Then finally, the last stakeholder is our organization. We want to make sure they understand how we are staying accountable and what the outcomes are that we promised and how we are achieving them.” 

For Dr. Mintz at Elliot, her team met with their medical group to understand their challenges and their primary take away was the need for behavioral health access.  

They also determined integrating a solution that would provide more support would inherently drive provider satisfaction and be appealing to future providers.  



“We were able to help engage our senior leadership in really bolstering our outpatient support, in addition to the fact that we all know it’s a competitive world out there, and we’re all hoping to attract providers, triage nurses, and medical assistants.  
If we can take a situation that is causing a significant amount of stress and manage it better, we hope that we will be on people’s top of mind for a place where they want to work and deliver care.”
Dr. Holly Mintz, Chief Medical Officer, Ambulatory Care Services, Elliot Health Systems


 

At Elliot, 80% of virtual care is for their behavioral health services  

Since the onset of the COVID-19 pandemic, there has been much discussion around a virtual versus an in-person approach to healthcare.  

For behavioral health, virtual care has helped expand the reach of care and help open up the pool of providers available to organizations like Elliot and THR.  

At Elliot, Dr. Mintz shared the exceptional advantage virtual care provides to their organization overall and the time to care for patients.  
 
“We’ve been able to hire four to five other providers who are working virtually, who are helping us manage our behavioral health patients, both with therapy as well as with intake. Virtual care allowed us to expand beyond our state walls.  

We’ve gone from a 60 day wait for an intake to now we can do an intake within one to three business days, and that’s because of telehealth.” 

Next steps to building out your health system’s behavioral health programming  

We are so grateful for the time Dr. Holly Mintz and Kathi Cox shared with us. Thank you for your partnership and for all the incredible work you are all doing to expand behavioral health to your community.  

Weren’t able to make it to the webinar? You can catch the full video here.

If you’d like to learn more and figure out the next steps to building out your health systems behavioral health programming, you can contact us today to get started!  

Dr. Tracy Mullare on Pediatric Behavioral Health Care

Half of all behavioral health conditions show initial signs before the age of 14, and 75% of behavioral health conditions begin before the age of 24.

The need for access to quality behavioral health care has never been more important, and helping ensure children get care early is essential to their long-term well-being.

Today, we can see the aftermath of the COVID-19 pandemic and the unprecedented amount of need and impact it had on children behaviorally and academically. And due to the provider shortage, we’re still catching up.

Fortunately, kids are back in school, they have structure and the ability to be on their normal developmental trajectory again. There’s also a bigger lens on behavioral health and better recognition of when children and adolescents need behavioral health care.

Let’s look at how improving access to mental health care is essential, how children and adolescents engage with virtual care, and how virtual care is instrumental to meeting children and families with accessible behavioral health care.

Accessibility is a key challenge for patients and providers

Finding timely care can be incredibly difficult due to the high demand for behavioral health services. Today, many providers have a wait list or limited schedules that may not match up with what a family needs.



“Wait times to see a child and adolescent psychiatrist average 7.5 weeks, even as incidence of wide-ranging mental health, developmental, and behavioral disorders grow.”
American Association of Child & Adolescent Psychiatry

 


Child Receiving Care

 

 

For families, scheduling time off from work to bring their children into an office or required traveling can serve as barriers to care. Thankfully, telehealth can bridge this gap.

 

 

 

A 2020 report from the Child Mind Institute highlighted that telehealth holds promise for children in marginalized, rural, low-income, or high-risk groups who have limited access to traditional care.

It’s also important to recognize that access to care affects both sides of the provider-patient equation.

Because of the volume and intensity of care, it’s essential that providers remain mindful of their own quality of life and prioritize self-care to help ensure they can provide the best quality of work.

For providers, working in a virtual environment can make achieving work-life balance easier. Allowing them to avoid stressors like long commutes and giving them more time to engage in what they love.


 

“I like meditating, doing yoga, and spending time in nature. I make sure there’s time for that, so I can return to work feeling enthusiastic and refreshed every day.”
Dr. Kavita Vasu, Iris Telehealth Provider



 

Better work-life balance helps increase job satisfaction and enables the provider to be more present in their work.

 

Adolescents are attuned to technology and adjust quickly

Adolescents are used to establishing rapport and relationships in a virtual environment. They can get to know people through that medium where sometimes other generations may take a bit longer.

Additionally, adolescents might appreciate the security of not running into friends or peers at an in-person office. College students can open a laptop in a private space and have time for their appointments – they don’t have to travel somewhere.

For kids, using chat tools can be a nice way for them to express themselves if speaking their feelings or thoughts out loud is too challenging.

 


 
Maria Lopez-Rosario-post-headshot“I usually try to see the patient alone, but if the parent is around, they might say, ‘Okay, I’m going to write this in the chat because I don’t want anybody to hear it.’ And they’ll write something like, ‘I have a girlfriend.’
It’s more private and chat doesn’t make it personal. I’m still getting all the information in whatever way they like to give it to me. Being virtual gives you a lot more options than being in person.”
Dr. María López-Rosario



 

It takes creativity to engage with children and providers have been great about finding new ways to engage this population.

 

It’s important to have family involvement in treatment

The standards of care that apply to in-person treatment are the same ones applied in telehealth. In a virtual setting, the provider may interview the family together, interview the child separately, or have segments of the appointment dedicated to each, depending on the situation.

If telehealth providers are meeting with patients virtually at their home, it might take more education and level setting around appointment structure. However, it will mirror what would happen in a provider’s office in terms of confidentiality.

To make sure everyone is comfortable, it can even be helpful to pan the camera around the office to show the family you’re in a private room.

As child psychiatrist, it’s critical to ensure everyone has time so the provider can gather collateral information about the child.

For example, the provider will need to assess how the child is functioning at home, school, academically, and socially.  If a child is being assessed for attention deficit hyperactivity disorder (ADHD), they need to exhibit symptoms in more than one environment – a holistic assessment is important to patient care.

 

Virtual care is instrumental in meeting community needs

While healthcare organizations understand working with child and adolescent psychiatrists is critical, sourcing these providers to care for patients across the age range can be challenging.



“Ratios of child and adolescent psychiatrists per 100,000 children range by state from 4 to 65, with a national average of 14 child and adolescent psychiatrists per 100,000 children – including Puerto Rico and District of Columbia.”
American Association of Child & Adolescent Psychiatry


 

When you’re looking for a particular specialty — like a provider who focuses on intellectual disabilities, patients on the autism spectrum, or eating disorders — that becomes an even larger gap to fill.

Telehealth has been a tremendous tool for organizations, allowing them to leverage providers from all over the country, who specialize in exactly what their population needs.

 

Getting behavioral health care early can help children return to their normal developmental trajectory

Child psychiatry can provide a child with the support and services they need to help them get back on their normal developmental trajectory.

Children are vulnerable to untreated symptoms worsening and impacting their social functioning, academic functioning, and overall development. It’s a vicious cycle that can have lasting impacts on their self-esteem.

The most commonly treated behavioral health conditions in children include the following:

  • 9.8% — ADHD
  • 9.4% — anxiety
  • 8.9% — behavioral problems
  • 4.4% — depression

Early intervention and access to care sets kids up for success.

For example, with conditions like eating disorders, it’s important to treat kids while they’re growing because it can affect bone density over time.

 

Awareness is the silver lining in behavioral health

In recent years, with the COVID-19 pandemic, awareness around behavioral health has grown.

People are aware of the need to support children’s mental health and the impact it can have on the rest of their lives. Everyone is working hard to make sure access is increased.

Virtual care has been fundamental in reaching underserved areas and the benefits it can provide to families across the U.S. is significant.

We’re passionate about children’s behavioral health and would love to talk with your organization about how to improve access to care in your community. If you’d like to learn more about Iris Telehealth and how we approach child and adolescent mental health treatment, we’d love to talk with you today. You can contact us here for more information!

How Dr. Sophie Feller Builds Relationships with Colleagues Virtually

Iris clinicians are at the heart of what makes our organization such a special place to work. That’s why we’re turning the spotlight on the amazing work they’re doing every day. This month, we’re sitting down to talk with Dr. Sophie Feller.   

Q. How did you find Iris and decide you wanted to be an Iris provider?

A. I was looking at different telehealth companies and Iris was one of the top companies that popped up. I kept seeing the name and I became more curious. I looked at the website and then I had the opportunity to interview.

It felt like a very organic process. I had heard only good things about Iris leading up to my interview and that has only continued to be born out – kind of an amazing place to work.

Q. How does telehealth compare to in-person care?

A. In some ways it’s incomparable in the sense that it is very different, but I don’t think different means that it’s qualitatively any better or worse. I’ve found that I am just as able to connect with patients via telehealth as I am in person.

There are certainly some things that are different. For example, you don’t have as many physical cues sometimes because you can’t necessarily see the person’s whole body – things like that at times are noticeable.

Overall, I’ve found it remarkable how easy it is to connect with people by telehealth and how receptive people are to telehealth as a platform and as a way to interact with a provider.

Q. How do you foster connection with patients virtually?

A. I connect with patients the same way I would in person, honestly. I work in an emergency room setting mostly with people who are in crisis.

Oftentimes I foster connection by trying to present how I actually feel, which is calm and wanting to be present for the person. That comes across more than I would’ve expected – just as it might in person.

How one presents oneself, listening, and being empathetic and reflective – all of those things are very human, and they don’t change that much between telehealth and in person.

I try to stay true to myself and I found that I’m able to connect just as well by telehealth.

Q. As a healthcare professional, how do you manage work-life balance?

A. I think the most important thing is to handle work-life balance with intention. I am very intentional about the time I have away from work and how I want to spend it. When I am at work, I feel fully present and engaged. And when I am not at work, I do as much as I can to disconnect and be present in the other parts of my life.

I have times that I set aside to exercise, and I am always making time to be outside and to spend time with loved ones, friends, and family. For me, the most important ingredient is being intentional about having time away from work and using it in ways that help me feel balanced.

Q. What is the most rewarding part of your job?

A. The most rewarding part is, at Iris, we’re serving people who really need our help. We can facilitate psychiatric care to settings where at times people might not otherwise be able to receive care. We’re breaking down some of those barriers and making care accessible.

Connecting with patients is always the most rewarding and meaningful – and families when I have the opportunity to do that – which is actually quite frequently.

It’s also rewarding to have amazing colleagues and to feel so supported — that is very restorative and motivating for me to feel so energized by my colleagues.

Q. What do you love about working with Iris?

A. I’ve really found my professional home with Iris, and in large part that’s due to the people who work at the company. For example, overnight we have telehealth care coordinators who help us to navigate administrative issues with the health systems where we’re seeing patients and those people have become colleagues and friends.

For example, one of them I recently picked up from the airport and drove her and her family to their hotel because they were visiting the city where I live, and we had lunch. It has been amazing how much, not only I’ve been able to connect with patients, but also with colleagues in a virtual environment.

I feel like overnight we’ve become a kind of little family and we have gotten to know each other. Because there’s a smaller staff onsite at the hospitals overnight, I also feel like I’ve gotten to know some of the staff at the hospital.

It does feel very collegial, very friendly, and I feel very happy.

Q. Why do you think telehealth is important to the future of mental healthcare?

A. Telepsychiatry is the now of behavioral health care. It is the future, but I also think we need it now and we need more of it. There are so many barriers to people accessing mental health care and getting to a place where there could be an appointment.

Transportation, cost – there are so many reasons that people are unable to access care and I think for many people telehealth eliminates many of those barriers. I think the more telehealth that we can do, the better because we’re giving care to people who might not otherwise get it.

Q. What advice would you give someone new to telehealth?

A. Embrace it! Let go of any preconceived notions that you might have about what it is or what it isn’t because I never thought I would feel so connected to my colleagues with telehealth.

I’ve had the opportunity to meet colleagues in person and that has been hugely rewarding. I incorrectly assumed I would feel more isolated, and I don’t feel isolated at all. I feel very connected.

In terms of patient care, I would encourage anyone considering telehealth to leave space for the idea that it is just as possible to connect with people in a virtual environment as it is in person, because that’s certainly what I found.

Those interactions can still be really profound and really meaningful.

At Iris, we believe our providers should be respected, valued, and applauded for the work they do, and we couldn’t be more proud to say, “thank you” to our very own Dr. Feller. If you’d like to learn more about working for Iris Telehealth, contact us today.

5 Ways Health Systems Can Optimize Behavioral Health Services

Behavioral health is an essential part of care, and helping ensure your health system is equipped with the clinicians you need, high-quality services, and a support team to help provide guidance and help track and improve metrics are all key components of a successful behavioral health approach.

In this blog, we outline the five ways health systems can optimize the behavioral health services at their organization.

1. Create a holistic strategy across all patient journeys and sites of care and define what success is for your health system

There are a few scenarios that underscore the importance of having a holistic strategy across the patient journey.

First, your patients need timely access to care. If they can’t access outpatient behavioral healthcare, they may escalate to the emergency department.

Next, if a patient is discharged from your inpatient units without proper discharge-follow-up, they may need to be readmitted.

Patient journeys span sites of care and ensuring a holistic strategy to the service line is critical.

In addition, behavioral and physical health don’t exist in silos – they go hand-in-hand. For example, if a patient is experiencing a chronic condition that requires medication, there could be a behavioral health component that prevents them from staying adherent to their treatment plan.

Behavioral health conditions like anxiety and depression can worsen chronic conditions like cardiovascular disease, asthma, diabetes, and cancer. Read brief.


 


“These factors require a holistic and planful strategy. Not all patient journeys need to be solved simultaneously, but having an idea of the ideal end-state will ensure every step you take gets you closer to your desired goal.”
Dan Ferris, Chief Strategy & Marketing Officer at Iris Telehealth

 


 

2. Integrate virtual providers into your inpatient psychiatric units to ensure patients can access behavioral health care and providers aren’t getting burned out

Inpatient psychiatric units across the country are having problems with provider burnout, staffing shortages, and challenges operating at peak census. On-call and vacation coverages only add to the stress.

Augmenting onsite teams with virtual teams can deliver high-quality care while ensuring staff is working top-of-license, hospitals are optimizing revenue and providers are not burning out. 

Integrating virtual and on-site care teams in inpatient psychiatric units is a best practice deployed nationwide, enabling a continuity and level of care that may not be possible if you are fully reliant on on-site providers. 

3. Provide 24/7/365 access to quality behavioral healthcare in EDs to increase throughput and reduce ED boarding

On average, patients wait 4.7 hours to receive mental health care in the emergency department.

If a patient is left waiting for hours to see a psychiatrist, that’s time the room could be used for another patient in need of urgent care. The faster a patient can get through the ED, the more financially sustainable the ED will become.

Not only is timely care the right thing to do financially, it’s also the right thing to do clinically.




“As it relates to ED throughout, virtual care has helped us reduce the time our behavioral health patients spend in the ED. Before our partnership, the patients who had the longest length of stay in our emergency departments were our behavioral health patients.
We launched a whole value stream approach, and with help from Iris, we’ve seen the length of stay decrease from 12 hours to nine hours. This 25% improvement has had a big impact on our ED throughput.”
Joe Clubb, Vice President of Operations in Mental Health and Addiction Services at Allina Health

 


 

We’re proud of our work with Allina to help their population gain access to behavioral health care. In addition to our partnership with Allina, we’ve helped our partners increase ED discharge rates 15% while reducing 7-day revisit rates 42%.

Click here to read the full story of how Iris helped support Allina Health’s behavioral health initiatives.

 

4. Optimize behavioral health care delivery for patients across the outpatient spectrum by leveraging short-term care models, top of license providers, and digital tools to ensure every patient receives timely care




“These factors require a holistic and planful strategy. Not all patient journeys need to be solved simultaneously, but having an idea of the ideal end-state will ensure every step you take gets you closer to your desired goal.”
Dan Ferris, Chief Strategy & Marketing Officer at Iris Telehealth

 


 

Widening the aperture and focusing on patient acquisition, loyalty, and reducing leakage creates cascading financial benefits that support long-term investment in behavioral health.

Additionally, patients seen by an integrated behavioral health team reduces total cost of care, improves outcomes, and reduces burnout of your existing providers.

 

5. Leverage data to measure and manage key clinical, operational, and financial KPIs

You can only manage what you can measure, and success starts by defining what key performance indicators and operational, financial and quality metrics matter most to your hospital.

For some organizations, it might be ED throughput, length of stay in the med surg unit, average daily census patient in the psychiatric unit or no-show rates in an outpatient clinic.

By measuring and understanding the data, you know where the opportunites for improvement exist.

At Iris, we have the clinical and operational expertise that helps ensure we’re putting what we learn into action. Our Quality Management program ensures we measure and monitor data regularly and drive continuous improvement activities to ensure our programs are hitting on key financial, operational, and clinical KPIs.

If you’d like to learn more about how Iris Telehealth can help you optimize your behavioral health solution at your hospital, please contact us today!

How Organizations are Leveraging Virtual Care for MAT Services

In a webinar hosted by Iris Telehealth Chief Medical Officer, Dr. Thomas Milam, Beth Engelhorn, Executive Director of Southside Behavioral Health in South Central Virginia and Iris provider Dale McQueeney, PMHNP, shared how virtual services can help optimize care delivery for patients experiencing substance use disorders (SUDs).

This blog breaks down the core takeaways of that webinar to look at the current state of the opioid epidemic and the role of virtual MAT programs in the crisis.

The leading percentage of overdoses derive from illegally made fentanyl

For decades now, communities across the U.S. have grappled with the opioid epidemic, which saw a significant increase between 1999 and 2010, reaching a stable trend between 2010 and 2020.

According to the Centers for Disease Control and Prevention (CDC), the leading percentage of overdoses derives from illegally made fentanyl with no other opioids or stimulants — closely followed by illegally made fentanyl mixed with cocaine and illegally made fentanyl with methamphetamine.

Access to Medication Assisted Treatment (MAT) services that support these patients is critical.

Dale McQueeney, PMHNP, has been with Iris Telehealth for four years and works with the Center for Human Development in rural eastern Oregon, serving as the primary provider for their MAT program and their Associate Medical Director for substance use disorder treatment.

According to Dale, patients experiencing OUD may encounter the following challenges in their journey to recovery:

  • Homelessness
  • Food insecurity
  • Unemployment
  • Lack of regular healthcare

These individuals need a lot of support and require a team of professionals to help them get the care they need, whether that’s dedicated certified recovery mentors, case managers, or a SUD team.

The role of Medication Assisted Treatment in delivering life-saving care

MAT programs engage patients in whole-person care that helps treat OUD by helping normalize brain chemistry, block the euphoric effects of opioids, and relieve physical cravings.

The benefits of MAT:

  • Decreases opioid-related overdose deaths
  • Decreases illicit opioid use and criminal activity
  • Increases social functioning and retention in treatment
  • Decreases transmission of infectious disease (HIV and Hep C)
  • Improves maternal and fetal outcomes for pregnant or breastfeeding women

At Southside Behavioral Health, offering access to virtual MAT services is essential to effective whole-patient care

Southside Behavioral Health is a community service board that provides community mental health care across rural South Central Virigina.

They serve approximately 3,000 people —including through their MAT program, which heavily leverages virtual care due to the shortage of local providers who can deliver these services.



“We offer MAT services hand-in-glove with our other services. If someone walks in the door, we do a comprehensive needs assessment and figure out everything they need.
If they want treatment for OUD, we send them to our nurse practitioner that prescribes all other mental health medication. We recently hired an Iris psychiatrist who helps us with that, and we consider it as part of the treatment continuum within the agency and don’t differentiate between that and anything else someone comes in for.”
Beth Engelhorn, Executive Director, Southside Behavioral Health


 

In addition to virtual providers, Southside also has specialized staff who treat SUDs and focus on whole-person care. They work with the person on their goals, and they choose their own course of treatment.

 

Good care starts with comprehensive assessments, informative screenings, and a non-judgmental approach

Beth’s care team at Southside conducts comprehensive assessments to figure out each patient’s needs.



“Our team is really good at working through all the assessments and why they need to be done. We are a grant funded program in regard to our MAT, so we’re required to have patients fill out an additional assessment that has to be done.
We make it a reward – if they complete the form, they get a gift card. We as a team work really hard to make sure the person feels heard and that they know they’re not just a number or a piece of data.”
Beth Engelhorn, Executive Director, Southside Behavioral Health


 

Most Southside patients receive virtual care directly in their clinics due to bandwidth limitations in their rural communities. At their first MAT appointment, Southside staff will have patients take a drug screening – with subsequent screenings happening at provider discretion as patients continue their treatment.

The results of these screenings help the provider have a conversation with the patient about how it could affect their treatment, safety, and provide information to help the individual decide how they want to proceed.

From the providers perspective, Dale says that she’s rarely surprised to learn what shows up in a drug screen. She says communication is key and she lets her patients know that she won’t stop prescribing to them if they tell her what they’re using.

Dale says the information she gains about her patients provides guidance into how to support them.

 

Reducing barriers to care and reducing stigma are keys to quality treatment

Dale schedules each patient’s first visit to take place over video at the clinic whenever possible, so she and the patient can make eye contact and the team can conduct the initial drug screening.

However, to reduce as many barriers to care as possible, Dale holds subsequent appointments over the phone or over video from the patient’s home if it’s harder for them to come into the office.

During her visits with patients, Dale is also mindful of the stigma patients may experience day-to-day.

A study by the Cohen Veterans Network found that 31% of Americans have worried others judging them when telling someone they’ve sought behavioral health services. The report states that 21% have lied about getting care.




“I try to bring a sense of non-judgement into all my interactions, and I listen. They appreciate that I meet them where they are, and I get to know them as people. Low barrier, non-judgement, and harm reduction are all the techniques I try to bring
.”
Dale McQueeney, PMHNP, Iris Telehealth provider


 

Ensuring patients can get quality care in a judgement-free space is crucial to their well-being and recovery.

 

Life-saving medications keep patients alive and are an important part of a harm-reduction approach

Dale shares that it’s very common for her patients to use substances outside of buprenorphine – like methamphetamine and cannabis. If she knows they’re going to be using methamphetamines, she recommends using fentanyl testing strips as a part of a harm-reduction approach.

Dale also shares other techniques she uses with her patients, including motivational interviewing.



“I do use a lot of motivational interviewing. I grab onto those little kernels, that little bit of hope, and I hope for them. I say things like, ‘I’m trying to keep you alive. I think you’re worth being here.’
And because they are – all of my patients are worth being here. I find those little things – there’s always something that you can grab onto.”
Dale McQueeney, PMHNP, Iris Telehealth provider


 

 

At Southside, Beth says they’ve had to provide a lot of training to move their providers towards a harm-reduction approach and lean on collaboration to help provide holistic for their patients.



“We offer people harm reduction kits where we give out fentanyl strips, syringes, and whatever someone needs to keep themselves safe.
We talk to them about their increased risk to their general health and it becomes a place of dialogue. We let their therapist know they tested positive for cocaine and amphetamines and the nurse practitioner reads my notes and we have a conversation about shared client. I appreciate the team approach – we share concern for their health and safety.”
Beth Engelhorn, Executive Director, Southside Behavioral Health


 

Virtual care helps bring addiction treatment to rural areas

The behavioral health provider shortage has hit many communities hard – especially those in rural parts of the country. According to the Health Resources & Services Administration, there are 122 million people living in Health Professional Shortage Areas (HPSAs).

That makes sourcing behavioral health providers even more challenging for those living in rural areas. However, with telehealth, these communities can access specialists they otherwise wouldn’t be able to recruit.



“Virtual care has allowed us to bring in professionals, psychiatrists, nurse practitioners, therapists, where we wouldn’t be able to have them in our area at all. Our MAT program would probably not exist if we didn’t have virtual care.
It has actually allowed us to bring this to our community and let it grow. And not only that — to have really competent, talented people ready to provide those service.”
Beth Engelhorn, Executive Director, Southside Behavioral Health


 

Behavioral health providers like Dale, whose focus is on treating those with dual diagnoses and prescribing medication for addiction treatment, creates rich connections with her patients in Oregon, even while living in Maine.



“I want to emphasize the power of telehealth. I live in Maine and became aware of how devastated New England has been by the opioid epidemic. And then I learned how other regions of the country were similarly affected. Now through Iris Telehealth, I have the ability to use my skills and education to serve the people of rural Eastern Oregon. That’s all because of the power of telehealth.”
Dale McQueeney, PMHNP, Iris Telehealth provider


 

About Iris

If you’d like to learn more about Iris and our MAT services, please contact us today!

You can also click here to watch the full conversation with Beth, Dale, and Dr. Milam.

How Measurement Based Care Improves Care Quality for CCBHCs

Certified Community Behavioral Health Centers (CCBHCs) are required to meet a strict set of standards to ensure high-quality, timely care for their patients. But, they don’t have to tackle these exacting standards by themselves. For organizations looking to increase access for their communities and deliver quality behavioral health services, having a partner they can lean on to help track and effectively leverage data can be a strategic benefit.

In this blog, we’ll look at how a quality-focused, virtual behavioral health partnership can help CCBHCs meet their metrics and set new standards for care in their communities.

How CCBHCs approach measurement-based care

CCBHCs leverage required measures to drill down and determine how their organization is performing. These required measures include:

  • Time to services
  • Depression remission at 6 months
  • Depression screenings and follow-up plans
  • Screening for social drivers of health

Additionally, CCBHCs are required to have a continuous quality improvement plan in place to address opportunities for improvement.

For example, if a CCBHC’s average time to service is 25 days, they can drill down and determine the factors affecting the metric, how they compare to national statistics, and what they can do to decrease that number.

Challenges CCBHCs may face when tracking quality measures

Tracking and monitoring quality measures is required to keep CCBHC accreditation. However, that’s no easy feat when they must care for all patients regardless of age, diagnosis, or insurance status. With barriers like the provider shortage and available specialists in their area, meeting all patients with quality care isn’t easy.

In addition to ensuring they have enough team members to handle the extra responsibilities , organizations must also provide education to their staff, implement new workflows, and make sure they have a large enough staff to provide screenings and collect and evaluate data.

To help take on the extra bandwidth, sometimes organizations hire additional help or pivot roles.

CCBHCs may also encounter patients with specialty needs and require providers who specialize in specific conditions and treatments. Due to provider shortages and difficulty hiring in their local area, getting that extra help can prove challenging.

Fortunately, leveraging a virtual behavioral health partner can help CCBHCs achieve increased access to providers and support for quality tracking to meet their required metrics.

The benefits of a quality-focused partnership

Virtual behavioral health strategies are a key part of a CCBHCs long-term success. This partnership not only brings in additional providers to help meet demand, but it also supplies extra support to track quality measures.

This process starts with the CCBHC choosing to share their data with a trusted virtual behavioral health partner, like Iris Telehealth, who then analyses and identifies opportunities for improvement. At Iris, we look at the data of their story and learn how it relates to various factors. For example, if there was a sudden change that lasted three months, we can look at what happened at the point, whether good or bad, and determine what can do it about it or what we can learn to optimize services in the future.

Tracking quality metrics puts a lens on an organization’s operations and informs quality improvements. For Iris partners, we’ve been able to help them look at referral cues and wait lists to help determine what needs to happen for patients to be seen in a shorter amount of time.

We review metrics to ensure we’re using appropriate screenings for suicide, depression, anxiety, and use evidence-based measures to assess and track patient improvements. This process allows us to identify if there needs to be treatment plan revision.

Implementing virtual behavioral health strategies can help facilitate the following benefits:

  • Expansive staffing
  • Aggregation of quality measures
  • Access to specialists
  • Medical group leadership expertise
  • Robust support

To learn more about these benefits, be sure to check out our blog from our Medical Director of Outpatient Services, Dr. Tracy Mullare here.

The role of Iris Telehealth

At Iris, we have in-depth experience and a vast knowledge base we’ve collected after years of working with CCBHCs. If you’d like to learn more about how we can help your organization track quality metrics you’re required to meet, don’t hesitate to reach out – contact us here today.

Why Dr. Heather Geis Chose to Provide Virtual Behavioral Health Care

Iris clinicians are at the heart of what makes our organization such a special place to work. That’s why we’re turning the spotlight on the amazing work they’re doing every day. This month, we’re sitting down to talk with Dr. Heather Geis.

Q. How did you find Iris and decide you wanted to be an Iris provider?

A. I wanted to do telehealth even before the pandemic. I’m in my sixties, I hadn’t tried it and thought it would be fun. I googled telehealth and Iris kept coming up as one of the best places to work, I contacted them, had an interview, and they hired me. It was very exciting!

Q. How does telehealth compare to in-person care?

A. Honestly, it’s very similar. The work is the same. I like that I get to work in a place that has never had a child and adolescent psychiatrist before. I work at a community service board in rural Virginia, and they see a lot of children and adolescent patients, but they’ve never had a child psychiatrist.

Being in telehealth allows a specialist like me to work in a place that’s never had access to that kind of care before.

Q. How do you foster connection with patients virtually?

A. All the virtual meetings and things that happened during the pandemic really helped us because people are a lot more comfortable with telehealth as a care delivery model.

When I first started, people weren’t as comfortable with it, especially in rural places. However, with the pandemic, a lot of people did virtual school, so telehealth became pretty normal. The more widespread use of virtual platforms has really helped.

In a way it’s been a benefit to be virtual because people don’t have to worry about running into me at Walmart. There’s more confidentiality to some degree.

I also feel like I’m more present with the patients because this is all I’m doing, and people are not calling me on the phone or stopping by the office to chat. I’m just with them. In a way, they get more of my attention being virtual.

Q. As a healthcare professional, how do you manage work-life balance?

A. I am kind of at the last third of my career. So, I chose to be a contract worker because I work less than I used to. It’s a lot easier to have work-life balance when you’re not full-time. That’s nice and Iris has that option available.

Another great thing is that you can choose how many hours you want to work. At the CSB, they don’t require me to do on-call. They say, “If you’re available and we need you, that’s great.” They have called me a few times and luckily, I’ve been available, but they don’t expect a call.

Basically, I work my hours and I’m done. That of course helps with work life balance, too.

Q. What is the most rewarding part of your job?

A. Getting to work with people that would not ordinarily have access to my specialty is the most rewarding thing, but always helping patients is very rewarding in and of itself.

Q. What do you love about working with Iris?

A. Iris staff are very supportive. If I need anything, they’re always immediately available. When I first started, it seemed like I was calling tech support all the time, but I haven’t called them in a long time, so I guess I’ve figured it out.

But when you’re new and not figuring things out, they’re very helpful and available. They are a great team of people and they’re very supportive and engaging.

Q. Why do you think telehealth is important to the future of mental healthcare?

A. With the pandemic, I think we’re all more germ conscious too, so that’s certainly a benefit to the patient and the provider.

With telehealth, patients can connect with specialists they would ordinarily not be able to access.

We also don’t have to spend time commuting; we get to spend more time with patients. It affords a good work-life balance due to the flexibility of hours where you’re able to work in different time zones.

I’m an early bird, so I chose to work in Eastern time zone. I’m a Central time zone person, but Iris worked with me, and we were able to match my diurnal preferences with work sites. That’s been great for me because I get done early and start early. That’s a wonderful thing from a provider perspective.

Q. What advice would you give someone new to telehealth?

A. There are a lot of ways to do it, for me, I signed up with a company. They deal with the contracts; they deal with the front-end issues. They spend a lot of time working with the clinics and making sure they’re providing the equipment and personnel needed, and they’re able to troubleshoot.

I really haven’t had any problems with my clinic, but I know, they’ve always told me, “If you have a trouble, we can help be an advocate for your needs.” I think working with a company is definitely very wise.

At Iris, we believe our providers should be respected, valued, and applauded for the work they do, and we couldn’t be more proud to say, “thank you” to our very own Dr. Geis. If you’d like to learn more about working for Iris Telehealth, contact us today.