It is already well known that paramedics face higher levels of job-related stress compared with the general population owing to the potential for distressing and traumatic events (Mildenhall, 2019). This is apparent in higher rates of depression, anxiety, fatigue, sleep disorders, post-traumatic stress disorder (Bentley et al, 2013), suicidality and suicide (Vigil et al, 2019)—and that is when we are not in the midst of an ongoing pandemic.
So, where does that leave paramedics now, as they deal with the weight of increased workloads associated with COVID-19, the additional worry around the use (or inadequacy) of personal protective equipment and following new and constantly changing safety protocols, the added fear of becoming infected, the loss of colleagues? All this is piled on top of the usual high-stress nature of the work, including on-the-spot clinical decision-making, the potential for moral distress, and the unacceptable but relatively common occurrence of violence or aggression from the public for whom they care.
Last year, the British Journal of Psychiatry published an editorial on protecting the wellness of paramedics during a pandemic. In it, Awais et al (2020) make several recommendations for supporting paramedics during this difficult chapter of history. Among their suggestions are validating and normalising the need for mental health support and providing ready access to mental health services; transparent updates regarding COVID-19 in order to make informed decisions on the frontline; self-care such as through subsidised gym memberships or yoga classes; peer-support programmes (whether in person or online); and recruitment and retention strategies emphasising institutional commitment to mental health support, workplace safety and adequate compensation including incentives packages.
In the current issue of the Journal of Paramedic Practice (p. 6), Beldon and Garside point to staff burnout as a genuine threat to staff retention. They provide insights into contributory factors to ambulance staff burnout and make recommendations for beginning to address this issue, while highlighting the need for further evidence in order to provide the most effective solutions.
The fact is, while the paramedic profession has become increasingly diverse and there are many career options for paramedics outside the ambulance service, paramedics are needed on ambulances. A closer look needs to be taken at how ambulance paramedics can be supported in their roles, as well as what they can do for themselves, in order to help them not only to prevent burnout—but to reignite their fire for what they love about their work and why they joined the profession. Despite the lack of fireworks as we ring in 2022, how can you reignite your fire—and continually support yourself to keep your flame alight for the long haul?