Fire Fighter Behavioral Health: Promotional Study Guide PDF

Fire Fighter Behavioral Health: Promotional Study Guide Definitions  Moral Injury- when one feels their moral compass has been violated by decisions or acts that compromise their own moral values.  Depression- an illness when a member is in a state of persistent sadness, loses interest in activiti...

Fire Fighter Behavioral Health: Promotional Study Guide Definitions  Moral Injury- when one feels their moral compass has been violated by decisions or acts that compromise their own moral values.  Depression- an illness when a member is in a state of persistent sadness, loses interest in activities, or begins to isolate from others for at least two weeks.  Stress- when a member begins to exhibit physical or behaviors such as anger, irritability, body pain and difficulty sleeping.  Anxiety- when a member exhibits excessive worries that don’t leave despite the lack of any stressors. Barriers to care  Culture Brainwashing  Stigma  Impact on career  Lack of Training  Others? Barriers to care  Culture Brainwashing The fire service has historically viewed acknowledgement of the behavioral health impacts of the job as a form of weakness. It is important to acknowledge behavioral health impacts as another form of job-related injury, just like a laceration or sprain. If a firefighter sustained a laceration or sprain, there would be no hesitation to seek appropriate medical treatment. So why do people hesitate in seeking treatment for behavioral health issues? Studies have pointed to the perception of weakness – both by the affected firefighter and by their co-workers - as a leading barrier to effective treatment. Barriers to care  Stigma Behavioral health care is often associated with a set of negative and unfair beliefs prevalent in society based on a lack of experience or understanding with treatment or outcomes. A major component of this stigma is centered around vulnerability. First responders are admired for their bravery and commitment to helping others, making it seem like they should always be resilient and unaffected by their challenges. This expectation can prevent individuals from admitting their struggles or asking for professional help, as they worry that they might be seen as inadequate or not up to the demands of their jobs. As a result, many of these first responders suffer alone quietly, and their mental health deteriorates over time. Barriers to care  Impact on career Unfortunately, cultural brainwashing and social stigma can have some very direct impacts on people beyond preventing them from acknowledging their issues or seeking help. A significant barrier to care for fire service employees is the perception that if the member is known in the department to have sought behavioral health care, their career advancement or promotional opportunities will be adversely impacted. This perception is false. Some of the most successful leaders in the fire service nationally are open about their struggles with behavioral health concerns, and their successful use of resources to seek help. Barriers to care  Lack of Training A major barrier to care is a lack of training and education that effectively informs firefighters about what to expect from behavioral healthcare services. This issue can be summarized as fear of the unknown. Leaders in the LVFR organization have an obligation to familiarize themselves with the resources available to support the workforce, and to be able to explain to members how those resources work, and what to expect. This informed discussion is a form of training provided by the leader to the employee, and can be extremely beneficial in giving the employee the peace of mind necessary to pursue help. How to Start a Conversation – the RAIF Model  Recognize  Approach  Interacting  Follow-Up How to Start a Conversation – the RAIF Model  Recognize- Leaders should be able to gauge situations where an employee may be in need of assistance, even if the employee is unable or unwilling to ask for assistance themselves. Indicators of an employee in need include changes in the employee’s mood or demeanor, abnormal or unusual behaviors or actions, changes in work performance, and changes in overall personality, among others. As a leader, if you recognize a change, you should start a conversation with the employee. You may be able to help them. How to Start a Conversation – the RAIF Model  Approach- Approaching an employee to start a conversation about behavioral health issues can be very difficult. The best approach is often the direct approach. Have the conversation in a safe place where the employee feels comfortable. The Captain’s office might not be the best choice. Be direct, don’t avoid the point of the conversation, but also be sensitive. The conversation isn’t intended to “call out” the employee, it is intended to show the employee you are there to support them. Avoid “you” statements, use “I” statements instead. Example: “You’re making a lot of mistakes lately, you’re making me worried about where your head is at.” – This statement implies blame or that the employee is doing something wrong. Instead try: “I’ve noticed that work has seemed tough lately, I’d like to have a conversation about what’s going on.” It is important to approach the conversation with compassion and good faith. How to Start a Conversation – the RAIF Model InteractingWhen interacting with another member, use active listening strategies. Be engaged, repeat their statements to ensure mutual understanding. Be conscious of your body language, and avoid closed postures like crossed arms or turning your back to the speaker. It is important to express to the person that you can’t solve their issues, but you are there to provide support. Make sure you are familiar with the resources available to provide to the member, and be able to provide access to those resources promptly (use the QR code). You may need to ask “The Tough Questions” – “Are you thinking of hurting yourself?” Be prepared.  Provide a confidentiality statement so the employee has peace of mind that the conversation won’t be disclosed inappropriately. Make sure they know that if you need to disclose things to help them or to appropriately respond, you’ll limit disclosure. How to Start a Conversation – the RAIF Model  Follow-Up- Advise you will follow-up later in day, next shift, next week. Make it an agreed upon time. This shows commitment to the employee and lets them know you’re going to remain engaged in helping them. Most importantly – meet the commitment. Leader Responsibilities  Ability to Listen  Be Direct/Challenge with Compassion  Encourage discussion after bad calls  Honest/self awareness – Internal Size-Up  Do not ignore signs of distress- “they will go away”  Isolating  Anger  Absences  Disheveled appearance  Substance misuse/abuse Barriers to Effective Communication  Dissatisfaction or Disinterest with one’s job  Inability to Listen to Others  Lack of Transparency  Communication Styles  Conflicts in the Station  Cultural differences between rank and age  **Drexel University-6 Barriers to Effective Communication | Graduate College | Drexel University Leader Responsibilities  Educate yourself – “Stop Learning-Stop Growing”  Addictions  Depression  Financial  Relationships  Moral Injury  Encourage self care  Utilize resources-PST, Counselors, Chaplains, In-Patient, Intensive Outpatient Care, QR Code How to Activate Critical Incident Response  Notify Behavioral Health Administrator, HSO OR BC (BHA PHONE: 702-569-1035, HSO PHONE 702885-3756)  Locate an on duty PST member  Request approval for the PST member to respond through PST members supervisor  PST member will be taken out of service and respond to your station  Chaplains may also be utilized for response-Peer Support Trained LVFR Contacts  Jeff Dill – Behavioral Health Administrator   Tristan Dressler – Health & Safety Officer- PST Leader   702-217-3136 Jacob Thatcher– Peer Support Team   702-885-3756 Jessica Smyth – Peer Support Team Leader   702-229-0068 – Office Number 702-336-3335 Tyrone Chew- Chaplain Team Leader  408-891-1507 Use this QR code to access a list of LVFR Behavioral Health Resources Online Training and Resources  988-Suicide Hotline  Member - Behavioral Healthcare Options (bhoptions.com)  Suicide Prevention Resource Center – www.sprc.org  IAFF – www.iaffrecoverycenter.com (behavioral health/suicide prevention  SuicideGuide_Chiefs.pdf (everyonegoeshome.com)  Contact my office for personalized training/questions- 702-229-0068