Submitted by: Ariel Jenkins, ARM, CSP, ARM-E, ARM-P, Safety National

First responders encounter an unsurmountable level of stress. From the demanding job responsibilities to the trauma following an emergency, the distress is powerful and, oftentimes, insufferable. As the challenges pile up, so do the long-term risks. We have to act with purpose because if we do not get a handle on the way we condition and support emergency responders,  we can expect the effects of trauma and stress to lead to continued trends of staffing shortages with fewer trained responders to serve our communities.

Law enforcement officers, firefighters, and medical personnel are often exposed to critical, life-threatening situations and intense events. These experiences can leave a lasting imprint, typically leading to post-traumatic stress disorder (PTSD).

Roughly 80% of first responders face a traumatic experience at some point in their careers. The scenes they respond to can be gruesome and affect them mentally in ways that are not necessarily obvious. Traumatic experiences can trigger PTSD, spikes in depression, and a rise in suicide rates. With a stronger focus on resiliency, we can help shape the way first responders survive, adapt, and recover from trauma experienced on the job. We want them to be able to thrive despite the trauma they experienced.

What is Resiliency Education?

Resiliency education is training designed to help first responders, their peers, and leadership deal with trauma and chronic stress. These training programs help build a culture to destigmatize the mental health struggles that stick with the professionals who are constantly on the front lines. A dedicated tactic, resiliency training provides ongoing education to first responders, which offers strategies and resources focused on teaching healthy and effective coping mechanisms.

Why Organizations Should Invest in Resiliency Education

On average, a first responder is exposed to roughly 200 traumatic events over the span of their career. Whether a law enforcement officer has to act with force or an EMT has to provide immediate care at the scene of an accident, many factors affect the everyday mentality of first responders.

The more chronic stress remains unaddressed and kept under the surface, the more likely that stress is internalized in unhealthy ways. Once people find that mounting stress unbearable, they are likely to leave their roles early. Today, we are seeing an increasing amount of first responders retiring or leaving the profession prematurely, ultimately creating a void in law enforcement, firefighting, and emergency response. If this trend continues, those remaining in the workforce will have to assume more responsibilities, which can lead to more stress and greater exposure to the overall risk associated with that stress.  

Resiliency programs support the way individuals, peers, and leaders approach and manage residual trauma stemming from job-related activity. By upholding the values of a resilient culture, the more equipped your organization is to deal with the dangers of PTSD.

The Key Elements of a Resiliency Culture

The most effective strategies to build a resiliency culture typically contain a multi-pronged approach. For organizations building out plans, it is vital to focus on these critical action items:

Leverage the Advantages of Ongoing Resiliency

Trauma affects individuals in various ways, but the recovery process rarely comes easy. Resiliency does not happen organically, so we cannot assume that first responders have a natural ability to adapt to traumatic experiences. While many share an innate skill in dealing with urgent pressures while on the job, it is equally important to provide visible support.

Mixing a full-scale resiliency model into your workforce can make all the difference. A culture indicative of dedicated leadership, quality education, tools, and tactics will give your team the essential building blocks for staying ahead of stress, burnout, and trauma.

Ariel Jenkins is Assistant Vice President – Risk Services at Safety National, where he is responsible for managing the client services team, directing technical risk control content, and overseeing risk control resources associated with Safety National’s public entity practice and excess and surplus lines of business. Throughout his career, he has served as a safety and loss prevention consultant for several large organizations and is a member of the American Society of Safety Professionals.

Submitted by: 
Ariel Jenkins, ARM, CSP, ARM-E, ARM-P 
Assistant Vice President - Risk Services 
Safety National 
SafetyNational.com