The BBC recently reported that work-related stress levels in Welsh emergency personnel workers were at their highest levels. A resource aimed at supporting mental health in 999 workers was established by mental health charity, Mind. One aspect of its ‘Blue Light Champion’ programme identifies ‘Champions’—volunteers or peers who can support their colleagues during periods of stress. The programme also aims to destigmatise mental health—encouraging individuals to recognise and act on symptoms, avoiding the traditional ‘stiff upper lip’ approach.
Increases in call volume, long shifts and traumatic cases, often with little opportunity to debrief between distressing events, have reportedly left some emergency workers with a number of mental health issues. Quaile (2016) highlighted that 67% of ambulance staff considered leaving their jobs as a result of poor mental health. Research by Mind concluded that approximately 90% of emergency workers have experienced stress while, alarmingly, 25% have contemplated suicide. It appears that emergency service workers are at greater risk for experiencing mental health issues, but are also less likely to seek help, feeling that they are able to cope with any situation presented to them (Mildenhall 2012).
In addition to the everyday calls, recent high-profile terrorist attacks in London and Manchester, as well as the Grenfell Tower fire, have placed additional strain on emergency personnel. The emergence of the paramedic profession brings greater awareness of the need for support of both registered and student paramedics. This includes mentorship, which is perhaps more traditionally considered for student paramedics. But mentoring should arguably be offered to registered paramedics, particularly those studying academically or developing professionally at work. Formal debriefing, particularly following critical incidents, is offered within ambulance services, usually from occupational health. Limitations can arise if ambulance staff perceive debriefing as a management tool, rather than a method of recognising and managing occupational stress, creating resistance to treatment (Simpson 2013).
Often poorly understood and overlooked within emergency professions, clinical supervision may also be viewed as a management tool by which to monitor clinical practice. However, it aims to improve practice and is based on peer-support between supervisor and practitioner. Group sessions offer a more time-efficient approach that can be useful in problem-solving. Perhaps here lies part of the solution—support between peers. Those individuals who understand intimately the issues that affect their frontline colleagues would appear to be a useful place to start. We need to be well in mind and body—we owe it to ourselves, and our patients.