Taking care of staff: A comprehensive model of support for paramedics and emergency medical dispatchers.

Abstract

Following a brief overview of alternative Employee Assistance Programs (EAPs), this article proposes a comprehensive model of care for emergency service personnel. The pivotal element of the multilayered model is the Peer Support Officer (PSO) component providing early support to ambulance personnel following exposure to potentially traumatic events. After initial recruit training, peer supporters engage in professional supervision and annual psychological first aid education and counseling skill development workshops. The model is embedded within the workforce and is available to personnel for both work-related and personal matters. The success of the EAP relies on collaboration between the employer, professional counselors, and the trained peer support officers as well as extensive education and resilience building for employees. This article proposes that the model outlined offers high-profile, well-trained, and well-supervised peer support officers as an effective alternative to the more common approaches of the past, such as debriefing. Self-report, usage, and archival data collected across 18 years indicate the model offers significant benefits to employees and to their family members.

Predictors of posttraumatic stress and preferred sources of social support among Canadian paramedics

“…Paramedics indicated a strong preference for receiving support from a work partner or friend or family member. These findings suggest that emerging interventions, like peer support programs 43 and programs that equip families with the resources to support paramedic family members, might be beneficial for paramedic health and well-being. Our findings also agree with previous research which found that social support from both work and family sources ameliorated stress and was protective against distress for police officers and firefighters.…”

Barriers to frontline manager support for high-trauma workers

“…It is well accepted that organisational P a g e |2 factors can influence the prevalence and severity of such problems, and promote improved outcomes. For example, evidence supports the positive influence on health and wellbeing of formal support systems such as professional counselling and resilience training (see for instance, Richmond, Pampel, Wood, & Nunes, 2017) and programs whereby peers are trained to provide counselling and support to one another (Revicki, Whitley, & Gallery, 1993;Scully, 2011). Relationships with colleagues and frontline managers (FLMs) can also be instrumental in reducing the severity of symptoms and encouraging positive post-traumatic growth (Oginska-Bulik, 2015;Prati & Pietrantoni, 2010;Somville, De Gucht, & Maes, 2016).…”

Aci̇l Servi̇s Çalişanlarinin İki̇nci̇l Travmati̇k Stres Düzeyi̇ Ve Psi̇koloji̇k Dayanikliliği

“…Aynı zamanda da mesleki müdahalelerini gerçekleştirmeye çalışmaktadır. Bu durumda ikincil travmatik stres yaşantılarının yanında acil servis çalışanlarında travma sonrası stres belirtileri, depresyon, tükenmişlik ve anksiyete belirtileri yaygın olarak görülebilmektedir (Gökçen ve ark., 2013;Erol ve ark., 2012;Güneri ve ark., 2011;Scully, 2011;Sterud ve ark., 2006).…”