International Critical Incident Stress Foundation, Inc.

CISM News

October 15, 2024
CISM News October 2024: Courage in the Dark

Welcome to our October blog, 

Courage in the Dark: Bravery Within Community

 

This month, we’ll focus on the vital role of bravery in fostering a culture of wellness among first responders. We’ll share insights on how purposeful action can transform challenges into opportunities for growth and connection. Join us as we deepen our commitment to supporting one another, cultivating resilience, and embracing the strength that comes from community.

Firefighter in action with hose spraying water.

Taking Purposeful Action: When Avoidance Turns to Opportunity

By: Rich Creamer

This article shows how revamping a peer support program into a proactive wellness initiative fosters resilience in public safety. Learn how facility dogs, regular debriefings, and holistic strategies turned avoidance into an opportunity for stronger, more supportive teams.

Person standing on cliff edge, overlooking mountainous view.

Fighting the Enemy Within the Fortress

By: Konstantinos Papazoglou, Katy Kamkar, Prashant Aukhojee

Discover effective treatments for PTSD that empower police officers to reclaim their well-being. This article demystifies symptoms and treatment processes, offering hope and understanding for those in need.

“The brave man is not he who does not feel afraid, but he who conquers that fear.” 

— Nelson Mandela

Training

Resources

“True bravery is not the absence of fear, but the resolve to face it together.” 

— Unknown

“True bravery is not the absence of fear, but the resolve to face it together.” 

— Unknown

October 9, 2024

Taking Purposeful Action: When Avoidance Turns to Opportunity

By; Rich Creamer

For years, peer support programs in public safety were something we all knew existed but rarely took seriously. They were often a “check-the-box” measure, implemented more out of obligation than any real intention to make a difference. Sure, they existed on paper, but the level of engagement was minimal. I can’t count the number of times I heard, “Well, we have a peer support team,” but in reality, no one used it. It wasn’t that the need wasn’t there; it was that the culture around mental health made it difficult for anyone to admit they needed help.

But as I looked around and saw colleagues suffering in silence—burning out, numbing themselves to the job, or, in the worst cases, spiraling into depression—I knew that something had to change. We were all running on fumes, dealing with repeated exposure to trauma, and trying to live up to a false standard of invulnerability. The peer support program had the potential to be something real, something impactful. It just needed a new approach.

The Problem with “Check-the-Box” Peer Support

The traditional peer support model was reactive, and that was its biggest flaw. It only came into play after someone hit a breaking point or following a major incident. It relied on people stepping forward when they were in crisis, which is the opposite of what most of us in public safety are wired to do. Admitting that we were struggling was tantamount to admitting weakness. The culture rewarded those who could “handle it” on their own and penalized those who asked for help, even if that penalty was only in the form of social isolation or judgment.

I saw firsthand how people avoided peer support. It wasn’t that they didn’t need it—they desperately did. But no one wanted to be “that person” who reached out. It was like we had the tools to help ourselves but refused to pick them up. And the worst part was, I was just as guilty of this as anyone else. I avoided peer support, convinced that I could manage everything on my own.

Then came the turning point. I realized that if we didn’t make some changes, we were going to lose more people—not just to burnout, but potentially to worse outcomes. It became clear that we needed to move away from reactive support and build something proactive, something that didn’t wait until people were already broken.

A New Approach to Wellness: Starting with Education

The first step in transforming our peer support program into a real public safety wellness initiative was education. We had to reframe the way we thought about mental health and well-being, both for ourselves and for the people we served. Instead of thinking of mental health as something that needed to be addressed only in times of crisis, we began to talk about it as an ongoing process. It wasn’t about failure or weakness; it was about resilience, self-awareness, and staying strong over the long haul.

We brought in experts to teach us about the biology of stress and trauma. We learned that the repeated exposure to traumatic events literally rewires the brain, making it harder to regulate emotions and cope with stress. Understanding this helped to destigmatize the need for mental health care. It wasn’t about being “tough” enough to handle it; it was about recognizing that our brains and bodies were responding exactly as they were designed to in the face of trauma. This education wasn’t limited to formal training sessions. We made sure that conversations about mental health became a part of our everyday life. It was about normalizing the idea that asking for help wasn’t just acceptable—it was a necessary part of maintaining long-term wellness.

Proactive Peer Support: Reaching Out Before Crisis

The next major shift came with the idea of being proactive. Instead of waiting for people to come forward and ask for help, our peer support team was trained to recognize the early signs of stress, trauma, and burnout. We started reaching out before people hit rock bottom.

This proactive approach meant building real relationships, not just swooping in after a major incident. It meant checking in regularly with our colleagues—not just when something went wrong, but as part of the normal course of our work. We started talking about how we were doing emotionally, not just in passing, but in a meaningful way. And because we were more intentional about these conversations, people began to open up.

I realized that peer support wasn’t just about reacting to a crisis—it was about preventing one. We could make a difference simply by showing up for each other regularly, not just when things were bad. That was the real power of proactive peer support. We were no longer just “checking the box”; we were investing in each other’s long-term health and resilience.

Facility Dog Integration: Four-Legged Support

One of the most unexpected and impactful changes we made was the integration of facility dogs into our peer support program. At first, I wasn’t sure how it would work. I’d seen therapy dogs in hospitals and schools, but in public safety? It felt a little out of place. But I was quickly proven wrong.

The facility dogs became an integral part of the team, providing emotional support in ways that human peers simply couldn’t. It was amazing to see the immediate effect they had on people. There’s something about the presence of a dog that breaks down emotional barriers. First responders who would never talk openly about their feelings would soften in the presence of these dogs, and suddenly, conversations became easier.

These dogs weren’t just there for the big debriefs or critical incidents—they were a part of our everyday lives. Whether it was at the station, during training, or even after a particularly tough shift, the dogs were always available. They had an innate ability to sense when someone was struggling, offering comfort without judgment. Over time, their presence became a key component of our wellness initiative, helping people feel more at ease and more willing to engage in peer support.

Embracing Critical Incident Stress Debriefing (CISD)

We also began to fully embrace Critical Incident Stress Debriefing (CISD). In the past, debriefings were hit-or-miss. Sometimes they happened, sometimes they didn’t, and when they did, not everyone participated. There was a sense that debriefing was optional, something you could skip if you didn’t feel like talking.

But we made CISD a regular part of our process, and not just for the major, high-profile incidents. We acknowledged that even routine calls could have a cumulative effect over time. We started holding debriefings more consistently, facilitated by trained professionals who knew how to guide us through the process. These sessions provided a safe space to process what we’d experienced, to talk about the emotions that came up during and after critical incidents. It wasn’t mandatory, but it became more accepted. Our leaders participated openly, which helped normalize the idea that debriefing wasn’t a sign of weakness but of professionalism and self-care. The more we talked about our experiences in these structured settings, the less we carried those experiences with us in harmful ways.

A Holistic Approach to Wellness

The final piece of the puzzle was adopting a truly holistic approach to wellness. We recognized that mental health wasn’t separate from physical health—it was all interconnected. With that in mind, we built partnerships with wellness centers that offered a range of services designed to support both the body and the mind.

At the center, we had access to float therapy, massage, infrared saunas, nutrition counseling, and personal training. These services weren’t just an afterthought—they were a crucial part of our wellness strategy.

Conclusion: Turning Avoidance into Opportunity

What started as a “check-the-box” peer support program turned into a comprehensive public safety wellness initiative that changed the way we approached mental health. Through education, proactive peer support, facility dog integration, CISD, and a holistic approach to wellness, we turned what was once a culture of avoidance into one of opportunity.

We realized that by taking purposeful action, we could support each other in ways we never thought possible. We created a space where it was okay to ask for help, to be vulnerable, and to prioritize wellness. In doing so, we didn’t just help individuals—we made our entire team stronger and more resilient. This is what purposeful action looks like when we stop avoiding and start embracing the opportunities for growth and healing.

September 11, 2024

Welcome to our September blog,

“Remembering/Honoring The Fallen (9/11) & Suicide Prevention”

In September, we take time to remember and honor the fallen of 9/11 and focus on suicide prevention. This month, we’re sharing reflections on the significance of 9/11 and its enduring impact, alongside crucial resources for understanding and combating suicide. Join us in deepening first responders’ collective resilience and compassion.

9/11 Reflections; The Ten “Commandments” of Winning the War Against Terrorism & Psychological Counterterrorism & Resilience

By: Cherie Castellano
Learn practical approaches to enhance psychological resilience for first responders, based on comprehensive experience with terrorism, natural disasters, and conflict.

The world changed on September 11th. It was a day that tested our resolve, but also demonstrated the resilience and strength of the American spirit.” 

— Colin Powell

“Your presence in this world is invaluable. Even when it feels like the weight is too much, remember that there are hearts willing to help carry the load.”

— Unknown

“You have within you right now, everything you need to deal with whatever the world can throw at you.” 

— Brian Tracy

“The darkest hour has only sixty minutes.” 

— Morris Mandel 

September 11, 2024

9/11 Reflections; The Ten “Commandments” of Winning the War Against Terrorism & Psychological Counterterrorism & Resilience

By: Cherie Castellano, MA, CSW, AAETS, LPC 

A paper entitled “The Ten Commandments of Responding to Terrorism” was published in the International Journal of Emergency Mental Health in 2001. Since the publication of that paper, all of my experience in peer support, crisis intervention and disaster mental health services for first responders has been informed by the impact of the events of 9/11/2001 on my life and more importantly on the supporting the lives of heroic rescuers who responded on that day.

Despite the substantial time and emotional distance twenty-three years later, I remain in awe of the relevance of the “lessons learned” which are applicable to terrorism/man-made disasters, natural disasters and even relevant to war time disasters.

Recently I was selected by the Tragedy Assistance Program for Survivors to respond to Ukraine as part of a delegation of experts to create and deliver trauma informed resilience training to The National Police of Ukraine in Kyiv Ukraine for fifty leaders within their ranks.

To create the training, I explored the experience of The National Police of Ukraine which is best described as a law enforcement agency that has gone from crime fighters to war heroes with unimaginable trauma exposure. In addition, some of those we trained had been held as prisoners of war with exposure to horrific challenges.

During the events of 9/11/2001 I recall moments of awe watching the first responders at Ground Zero for months and their unity and resilience. Similarly, I found that same awe interacting with the National Police of Ukraine in providing the training a few weeks ago, decades later. There was a familiarity in the trauma, depth of spirit, strength and most profoundly their unity.

My decades of experience led me to create my VolunPEER Ukraine Police Training curriculum entitled “Connection for Protection” utilizing evidenced peer support, crisis intervention and resilience concepts.

When asked to share some reflections on 9/11 this year I decided to revisit and augment the “Ten commandments” of responding to terrorism first published in 2001 to provide insight gained over the last twenty-three years on “First Responder Psychological Resilience.”

THE 2024 TEN “COMMANDMENTS” OF FIRST RESPONDER

PSYCHOLOGICAL RESILIENCE

1.) “Know thyself”

Never lose sight of the fact that the terrorist act is designed to engender psychological instability, especially demoralization. A terrorist act can induce a state of psychological uncertainty, personal vulnerability, frustration, and even demoralization for both civilians as well as those professionals attempting to counter terror itself.

The mental health of those fighting terrorism/manmade disasters is a crucial resource in your fight.

Similar to your threat assessments as law enforcement professionals, we suggest you assess your own psychological resilience and vulnerability as you serve as a law enforcement professional in challenging times. Specialized training in stress management and resiliency may serve as a psychological “body armor”.

In a natural disaster your awareness of your basic needs and the needs of our family require assessment.

In war times, the constant attacks, danger, and instability around you may demand a self awareness in your mission, faith and service to your country to guide you.

 

2.) “Know thy enemy as you know thyself” (Sun Tzu)

While it is essential to know oneself… strengths, weaknesses, normal reactions, more severe reactions… it is also essential to know the enemy.

Misdirected anger may be an expression of your anxiety or depression and the target of your frustrations may not always be the appropriate source of stress or adversity in your life. Who and what are you combatting as you serve others?

In natural disasters the enemy is the lack of control over the impact of the events for basic needs.

In terrorism the fear itself may be the enemy more than an actual attack.

In wartimes the enemy begins as a clear force, however the political environment and human element of war may present confusion or a lack of clarity of who and what you are fighting for.

 

 

3.) “And he shall lead them”

“Crisis leadership” skills are a unique form of leadership seldom taught in traditional leadership classes. They are essential in building a comprehensive psychological counter terrorism arsenal. Crisis leadership aims to foster productivity while encouraging recognition of emotional and psychological implications of terrorist events. The goal is to maximize productivity of the workforce within units or agencies.

In natural disasters, a leader must fully embrace command staff skills and use mutual aid effectively to serve first responders.

In war times, leaders resolve, courage, tactical skill and faith will create a unit integrity that inspires success despite the circumstance.

Grief leadership skills, suicide prevention and awareness, substance abuse issues, as well as practical applications pertaining to policy and logistics should be reviewed. Skills in crisis communications are an important aspect of all crisis leadership.

4.) “It was then that I carried you”

Establish psychological support using psychological resources, crisis intervention hotlines, outreach personnel, and crisis centers as needed. Given that the target of the terrorist is the mind, and that terrorism is psychological warfare, any resource directed to support psychological health may not only be seen as fostering health but may be seen as fostering national defense.

In natural disasters we have seen first responders neglect their own basics and shelter so accept help and any aid for your needs or those of your families rather than inadvertently rescuing everyone else first.

In war time the logistics can be a challenge based on the manpower and the duration of the conflict.

Don’t forget to enlist spiritual and faith-based resources to both enhance your personal commitment to your service but also to counterbalance the depravity and human suffering you are exposed to avoid cynicism and foster hope.

 

5.) “Honor thy family”

For civilians, family is the first line of aide and support. For first responders, family is not only a source of support, but they may inadvertently become a target for expressed frustrations. The increased tours of duty, danger, chaos, and uncertainty in one’s own life can get transferred to family members depleting their ability to provide support as well as making them victims.

Family discord, family violence, and divorce may increase as stress increases.

Your recognition that you have two families, your spouse and children along with your “first responder” family and a balance between the two is seminal to your success.

In manmade or natural disasters as well as war, your family is serving with you wherever they are. Sacrifice, services and support are the goals of first responder families, and you must acknowledge their service with gratitude and love.

 

6.) “Be your brother’s keeper”

In addition to tactical “back-up” there is a need for emotional back up amongst first responders everyday. Whether it is accessing the clergy, EAP, psychological support or peer support to vent or relate confidentially you must use some connection!

Peer Support happens organically in the first responder culture as someone who has “been in your shoes,” or “battle buddy” concept is often the most crucial factor to survival.

In man-made, natural disaster or times of war, suicide is a risk factor for first responders, so we ask that you participate in some form of mental health first aid or intervention by learning the QPR technique to Question, Persuade, and Refer a brother or sister first responder in need. Military may encourage the A.I.D. L.I.F.E technique but the common denominator is rescue each other first.

7.)”Foster the familiar”

Re-gain your life as quickly as possible post event. Re-establish normal communication, transportation, economic, educational and work schedules as soon as possible. There is safety in the familiar. The greater the disruption to normal routines, the greater the perceived adversity, the greater the desire to capitulate, the greater the success of the attack.

With six months of recovery at Ground Zero following 9/11/2001, rescuers were encouraged to take a break for a memorial baseball game or to go home to see their families.

In natural disaster, replenishing and recovery of their bodies, minds, families, and shelter offered a much needed “break.”

In war times, Ukraine offers a clear example of this with a frontline wartime van that records and provides music and inspiration to those fighting to keep them inspired.

 

8.) “Honor the living and the dead – The cross at Ground Zero

Understand and use the power of symbols as a means of reestablishing cohesion. Flags, signs, patriotic slogans can create universal experience and connection among units, agencies and civilians. Most first responders do not seek recognition and shy away from accolades as humility is a common quality amongst them.

It is imperative to allow for recognition and acknowledgement, ceremonies, symbols, and rituals of closure are for many, as it is an essential aspect of healing and recovery.

The Cross at Ground Zero, the rebuilding after Hurrican Katrina, or the photographic images such as “Light will win” image in Ukraine these symbols inspire and acknowledge the spirit of the service and the honor in the sacrifice.

 

9.) “Start Anew”

Recognize that whether it is one week or years later, a “new normal” is inevitable after major events. Start anew and reflect on not only the challenges but on the growth and opportunities for service that this change has afforded you.

At times, there will be a need to move an organization, community or nation ahead after some catastrophic experience by creating a epoch or era of rebirth… “a new beginning.” The transition from impact, rescue, and recovery, to rebuilding and looking toward the future may not be easy. This is especially true for first responders wherein the return to “normal” life may be perceived as antitheses and mundane.

In the past a “Psychological Re-Entry Program” has been successful with first responders and should be provided to navigate the transitions that man made, natural and war time events create with disruption to your normal lives.

10.)” That which doesn’t kill us makes us stronger” (Nietzsche)

Positive outcomes and growth can occur for some who are exposed to a terrorist event. Not all first responders are traumatized by critical incidents such as manmade, natural and war time disasters. In fact, many may experience a “Post traumatic growth” which is a theory and opportunity to experience oneself as better after traumatic exposure rather than subscribed PTSD. If you are predisposed to Post Traumatic Growth, your strength is found in three areas; personal/self-awareness, belief in a higher power/spiritual growth and strong relationships/families to inoculate you for the worst of traumatic exposure. Not everyone needs psychological services after a traumatic event. With Post Traumatic Growth a first responder may find the event of war may enhance their sense of service by affirming they were called to use their skills in their response to serve.

Although well intended, early psychological support may be counterproductive if: a.) it interferes with tactical assessment and counterterrorism efforts, b.) applied in such a way as to interfere with natural recovery mechanisms, c.) it intensifies the manifest level of experienced trauma.

In war times, the leaders and units may lift up the service of each other as heroic which can foster Post Traumatic Growth in all involved.

SUMMARY

After more than twenty-five years responding to first responders starting with the terrorist attacks of September 11, 2001, along with a multitude of manmade/natural disasters like Hurricane Katrina concluding with my recent experience offering training and support to The National Police of Ukraine last month I remain in awe.

In awe that man-made, natural and war time disasters highlight how vulnerable we really are. We have learned how much we didn’t know. But more poignantly we have also learned about the strengths of those that serve and how their spirit of service transcends every manmade, natural and war time disaster. First Responders are light in darkness and “Light will win.”

August 15, 2024

Welcome to our August blog,

Sizzling Safety: First Responders Protecting Your Summer Adventures

This month, we are featuring valuable resources including Crisis Journal articles on crisis management and resilience, alongside practical summer safety tips from the Seal Beach Police and insights on managing employee wellness in extreme heat. Discover how these resources can enhance your safety and well-being this summer.

Taking Care of The Team (Even When The Team is YOU)

By: Anne Daws-Lazar
Discover how a CISM coordinator’s personal challenge led to invaluable lessons on self-care and team support, transforming the way they approach critical incident responses and aftercare.

Music to Soothe the First Responder Soul

By: Kenny Schroeder
Explore the transformative impact of music therapy on first responders, revealing how rhythm and melody can heal trauma, boost resilience, and enhance well-being through compelling stories and scientific insights.

"Heroes are ordinary people who make themselves extraordinary." - Gerard Way

Even the darkest night will end and the sun will rise."
- Victor Hugo

August 8, 2024

TAKING CARE OF THE TEAM (EVEN WHEN THE TEAM IS YOU)

By: Anne Daws-Lazar

 

I was at my usual Thursday evening music rehearsal when I received a call from a sergeant at one of the local police departments.  Two of their officers had responded the night before to a car crash with significant injuries.  Once on scene these officers performed CPR on a 9-year-old child.  By the time they turned the child over to the paramedics she had a heartbeat.  All would be well!  The officers did what first responders do after traumatic events like this – finished the report and moved on to the next call.  The next day, feeling good about the previous nights’ work, one of the officers called the mom to get an update on the young patient.  She reported that the child was in ICU but was stable.  So the officers went up to visit.  Though their young patient was stable, she was hooked up to lots of machines and staring off into space – not unconscious but not responsive either.  Over the course of this visit it became clear that this scenario would likely result in the passing of this child. This changed how one of the officers felt about the work they had done.  Did they do CPR correctly?  Should they have done it at all?  

This officer was having an especially difficult time with this call and that was the point at which I was called.  At this time, I’d been the coordinator of the Washtenaw County CISM team for several years.  The Sergeant WAS requesting me specifically, but I knew that I could instead contact a team member to come out and do this one on one with the police officer.  However, one of the issues (for me anyway) with being the coordinator of this team is that it often feels just so much easier to DO it myself than call someone else.  I knew this response might strike chords – I have 3 children and several grandkids and besides – responses involving kids are just more difficult anyway.  I left what I was doing to do this response.  We went through the One-on-One model. Themes included: Should they have NOT done CPR?  Did they do more harm than good?  There wasn’t really a question (from anyone else) that CPR wasn’t done correctly.  But was it worth it?  One of the things that had been said to this officer by the mother while they were at the hospital was that having their child revived at the scene gave family a chance to say goodbye and that was worth a lot to them (although this is NEVER a position any parent wants to be in).  The officer seemed lighter after we’d talked for a while – seemed to be coming to terms with the reality of CPR and this situation and grateful that they could provide this family some closure they might not have otherwise had.

 

At this point you may say – well that sounds like it all went pretty well.  The problem, however, was with me!  As we were going thru the story of what had happened and what the child looked like in the hospital – when the officer spoke of the ‘blank stare’ from the patient even as the machines were showing ‘normal’ heart function and pulse I was mentally no longer in the room for a few seconds.  Several years before this my dad had had a sudden heart attack.  He was 66 at the time.  My mom found him slumped in the chair – assumed he was sleeping for at least a few minutes.  When she couldn’t wake him, she called 911.  They were able to restart his heart and transport him.  Thus began our family nightmare.  He lived for 13 months but was never out of an institution.  5 nursing homes and 3 hospitals, I think.  He was ‘conscious’ but the blank stare, no talking, feeding tube.  We were trying to hope there was a light at the end of the tunnel.  There was lots of judgement about our choices from those around us.  My mom was in the early stages of Alzheimer’s at the time AND she was the ultimate decision maker.  Her understanding of the situation was inconsistent and sporadic and the entire 13 months included more than one ‘intervention’ with social workers at various facilities.  

Back to this One on One.  I was not prepared for my reaction to the officers’ story of the little girl in the hospital.  At the time it happened, I pulled myself back together quickly and we continued.  

After this One-on-One response I did what we tend to do – went back to my regularly scheduled activities just pushing my reaction to this incident into the back of my mind.  But of course, it didn’t stay there, and the effects weren’t invisible.  I had trouble sleeping and this was on my mind all the next day.  Finally, I called Mike Murphy who was my mentor and friend (one of the founders of our team and a long-time clinical coordinator for us).  We met for coffee and did what I should have done right after this incident happened.  If I had arranged for someone else to do the response, I would have included having an appropriate team member scheduled to do a PASS with the team responder- ideally right after the crisis response but, in any case, I would have scheduled it before the One on One occurred.  

In the aftermath of this incident, I have tried to be diligent in scheduling PASS’s and after care for the team member or members after all responses.  It doesn’t have to be long or involved, but a check up to make sure team members are ok to go about their lives after a response.  This is particularly important with one on one’s I think because it’s too easy to walk away from the person you did the response for and think you’re just ‘fine.’  And there is no one to provide any feedback on that.  

And my conclusion after this experience – and all CISM related experiences:  It’s a good model – use it!

 

Anne Daws-Lazar, Washtenaw County CISM, Ann Arbor, MI

ICISF Member & Approved Instructor since 2013

July 15, 2024
   

Strengthening Wellness For Public Safety

By: Rich Creamer

Discover how community support and organizational initiatives are transforming first responders’ social wellness, enhancing mental health, job satisfaction, and family relationships.

Healing Through Helping Others

By: Robert Keddie

Explore firsthand how CISM training equips individuals to provide crucial support in times of crisis, enhancing mental health and well-being.

 

“The greatness of a community is most accurately measured by the 

compassionate actions of its members.”

– Coretta Scott King

“We’re all just walking each other home.”

– Ram Dass

July 12, 2024

HEALING THROUGH HELPING OTHERS

By: Robert Keddie

 

I have worked for the British Columbia Wildfire Service (branch of the Ministry of Forests) for 33 years and have been a dedicated peer member of our Critical Incident Stress Management Team for well over a decade now, and I can tell you that my CISM training has made a positive impact in almost every part of my personal and professional life. Helping others was always my primary purpose in being a member of the Critical Incident Stress Management program but soon after joining the Team I started realizing the overall personal benefits that have now become too numerous to state in a short article. I sincerely recognize and give credit to my training and affiliation with CISM for giving me the strength, tools, and motivation to improve my own personal growth and mental health. 

Until October of 2010, I really had little to no knowledge of what a critical incident even was, until one regular workday “in the middle of nowhere” when a few colleagues and I, witnessed and responded to a workplace traumatic accident that ultimately resulted in the death of an individual we knew and respected. At the time, I was not aware that this event would have the profound effect on my life that resulted thereafter. 

Early the next morning four people (only one I recognized) showed up onsite and announced that they were from the Ministry of Forests, Critical Incident Stress Management Team and were there to do a defusing with the people involved in the incident. That gesture of our employer to send a crew of individuals hundreds of miles into the wilderness to ensure we were okay was by itself enough to give me the sense that somebody does care. What resulted in the next few hours through compassionate discussion, guided communication, and proven education was something that I will forever be thankful for. While I never expected to recover from this event overnight, I left that worksite later the following day with a full comprehension of what transpired in the event itself, validation of my thought’s, reactions, and feelings, and most importantly, a true understanding of what was possibly to come on my recovery journey ahead. I also solidified that sense I mentioned earlier, and I was relieved to know that my organization does care and was committed to doing whatever is necessary to facilitate healing for all involved.

A year and a half after this event I viewed an email recruiting like-minded individuals to become a peer member of the Ministry of Forests, CISM Team. In the moments after I reflected on what the Critical Incident Stress Management did for me, and my mental health, I instantly had an overwhelming desire to give back and try and become part of the CISM program to provide that service to others out of gratitude and my personal belief in the process. 

Fast forward a dozen years, I am now a senior member of this dedicated team and I still have that sense of satisfaction when we go into traumatic events and assist individuals in their recovery journey as it was provided to me so many years ago. Over those years I have been fortunate to deliver CISM sessions alongside some of the same individuals that were facilitating my Critical Incident defusing back in 2010 and today I consider them lifelong friends that I will always respect and admire. The new individuals that gravitate to CISM and join our team every so often, replacing peers that have changed Ministries or retired, all seem to be cut from the same mold. They have that same compassion, empathy, and care for our Ministry staff around the province that is so vital within successful Critical Incident programs or teams. As someone who is on final approach in my career, it gives me great pleasure in supporting our Ministry’s Critical Incident Stress Management Program in doing what is necessary to promote CISM and mold or mentor new individuals into effective peers that can carry on the torch for this volunteer program, that has provided so much to me as well as countless individuals in need within the organization since our teams inception 30+ years ago. Often, I get asked or queried what being on the CISM Team is like and what effect it has on me or my life. My answer is always relatively the same. I first try to be honest in saying that at times it is difficult volunteering to be put into heartbreaking, tragic, and overall uncomfortable situations with sometime severely impacted people looking at you for the answers. It’s not for everybody, but if you are a person that genuinely cares for those in your workplace, organization, or communities and want to help, then this is a place where you can build skills that can truly make an impact in people’s lives.  I always express the importance of building those connections within your CISM team as it is such a vital part of an effective team to know and trust that you have each other’s backs. As there will undoubtably be times when you don’t know how to say the right thing to ease the pain of others but that’s why it is called a TEAM. Not only are we there for the good of others we are there to support each other in delivering these processes and sharing information that is proven to help assist in healing. Lastly, I always relay that my involvement with the Critical Incident Stress Management Program has not only helped others recover after the incidents they have experienced, but it has also profoundly benefitted me by improving my social connections and building relationships I will cherish for life. It has enhanced my emotional and mental capacity and built resilience in handling different situations that often happen in many of our lives. It has most likely improved my overall sense of well-being, increased my self-worth, and inherently contributed to my overall physical health in a positive way, but one thing is for certain.  It has made me a better friend, father, husband, coworker, and human being. 

In closing, I will say that 2023 will go down in the books as the worst fire season in our Provinces history to date. Not only for the hectares of forests burned, the homes lost, the increased amount of CISM responses required, or the vast amount of fire on the landscape for months with little reprieve, but more importantly, for the six courageous individuals who lost their lives selflessly protecting communities within our Province. Their deaths not only remind us of the dangers our people face every single day on the fireline and in the performance of their duties, but also the importance of having the correct resources in place to ensure the rest of our people, who are greatly impacted by these tragic events, are getting the support and the direction they need to recover and effectively deal with this trauma to  minimize the negative effects it can have on them and their loved ones.  CISM teams around the globe are commonly the first step in this process.  The individuals on these Critical Incident Stress Management teams also exhibit exemplary courage, selflessness, and bravery in their commitment to this work, and provide an invaluable service to their organizations, workplaces, and communities.