A critical incident is a significant event that may result in:

• Unusual or unexpected emotional reactions.
• Reactions which last longer than expected.
• Excessive strain upon a person's usual abilities to function.

Critical incidents are complex and as a result, the urgency and nature of a response from critical incident response PSOs can vary. The critical incident response team (CIRT) will coordinate the initial peer support response to the critical incident, tailored to that incidents circumstances.

The CIRM team includes:

• Critical incident response Peer Support Officer.
• The regional Supervision Counsellor.
• The regional Peer Support Coordinator.
• FESSN Management team representation.

It is not uncommon to experience physical and or emotional reactions after being involved in a critical incident. Responses can vary between individuals but it is important to remember that these reactions are normal. They are our mind and body coming to terms with the event. Some of these reactions may include and impact:

• Mood or feelings: Shock, fear, sad, anger, numb, overwhelmed
• Behaviour: Hypervigilant, increased substance use, avoiding reminders of the event, irritability
• Physical: Racing heart, appetite changes, sleep problems, tension, easily startled
• Thoughts: Frequent thoughts or images about the event, attempts to shut out painful memories, difficulty making decisions.

Steps to help you through

There are small things that you can do before, during the incident, and after the incident to help you cope better. This does not mean that you will not experience a reaction, but that you are equipped to deal with these reactions.

Prevent

• Limit your exposure to incidents as much as practical – for example: length of time, proximity.
• Know your self-care strategies and be intentional about building these into your regular routine.
• Maintain a healthy lifestyle – diet, exercise, social interactions.
• Have your local PSO meet your crew so you are familiar with how to access support.
• Familiarise yourself with the particular tasks resources and the FESSN support options available.

Prepare

• Focus on the tasks that you can control – such as actions that can make the incident safe.
• Be aware of your physiological arousal levels – take a deep breath.
• Intentionally slow your thoughts down.
• Focus on your physical surroundings and the steps that you need to take.
• Be conscious of your thinking – for example: ‘I have been through difficult situations in the past and managed. I will be okay.’
• Mentally prepare yourself on route for the incident and tasks required.

Respond

• Make space and time to check in with yourself and others.
• Spend time with people you care about.
• Try not to increase the use of alcohol, sugar and stimulants such as caffeine.
• Try to return to your regular daily routine as soon as you feel able to.
• Recognise that you have been through a stressful event and give yourself permission to experience reactions even if they are uncomfortable.
• Look after yourself by getting rest, eating well and spending time on your self-care by doing things you enjoy.
• Request Peer Support services.

Recover

Reach out for extra assistance if you notice lasting or uncomfortable changes in:

• the way you feel
• your view of your work and colleagues
• your alcohol or substance usage
• your ability to manage interpersonal relationships
• your drive to do the things you used to enjoy
• your work performance – for example: increasingly late or absent, feeling pressured, avoiding workmates, avoiding
• particular tasks
• Take action to participate in the activities you know help you recover even if you don’t feel like it at the time.

Helping yourself through critical incidents (PDF, 1.9 MB) - Printable A4 resource

As a leader you have a duty of care to help keep your team members physically and psychologically safe.

Supporting teams through critical incidents involves preventing unnecessary exposure where possible, preparing your team, responding supportively and remaining engaged if your team member is struggling.

While trauma isn’t caused by leadership, the facts are that your leadership and support may be the most significant factors in preventing mental health challenges when operational exposure is high.

Here are the actions you can take to Prevent, Prepare, Respond and support Recovery. If you would like further advice or guidance to navigate a complex situation or event, please contact:

FESSN Management Team
Emergency Services Complex
Level 1, Block B
125 Kedron Park Road
Kedron QLD 4031
Phone: 1300 309 508
Email: FESSN@qfes.qld.gov.au

Leader Process

Leader process (PDF, 99 KB) - refer this process when responding to a critical incident.

Prevent

Minimise or limit the amount of exposure where possible to traumatic scenes. This can include the proximity or duration of time spent exposed to trauma. Work on building trusting relationships with your team before critical incidents, then rely on them after the event to provide better quality support.

• Invest time in building trusting relationships with your team.
• Have regular conversations about wellbeing (not related to a critical incident).
• Put wellbeing as a standing agenda item on meetings.

"If you don’t need to be at the forefront of the scene right now make sure you minimise your exposure where possible."

"How are things going with you in general? How are you travelling?"

Prepare

Be aware of the types of incidents that your team have been exposed to – for example, if a person in your team has experienced three jobs that meet the  mandatory reporting criteria in a one-month period then they really should have a check-in (even if they seem fine).

• Familiarise yourself with how and when to activate support for your team.
• Talk openly about operational resilience and self-care.
• Role model prioritising physical and emotional resilience.
• Take into account events or challenges that your team are facing that may impact on their resilience.
• Be aware of the early warning signs of distress and act early.

"It can be challenging when you have got a lot going on outside of work to also be faced with critical incidents. Let me know how I can best support you."

"Did you know about the support options available?"

"We need to put time and effort into building our resilience so that we are at our best when we face challenges in our job."

Respond

Recognise that members have been through a stressful event. Make contact with members involved in an incident regardless of PSO activation (PSO contact does not replace leader conversations).
Don’t make assumptions based purely on the nature of the incident but rather focus on the impact on the individual.

• Let the team know it is okay to experience a reaction after an event.
• Focus initially on the immediate practical needs (Safety, Calm, Hope, Connection, Self-efficacy).
• Remain calm yourself and listen to the individual needs of your team members.
• Encourage team members to connect with family, friends, colleagues when they are ready to do so.
• Engage FESSN support for those identified as requiring support.

"That was a tough job yesterday … I am just checking to see how things are going?"

"It’s not unusual to have a reaction after these sorts of events so let’s focus on what is going to help you right now."

"What is important for you now?"

"What can I do to assist?"

Recover

Continue to check in on members’ wellbeing. Encourage early access to escalated support options if required. If you feel comfortable, share your own experience of recovery after critical incidents and how you look after yourself.

• Let team members know that you want to best support them to recover.
• Ask what is needed from the workplace to best support their recovery.
• Maintain regular open conversations about how they are travelling.

"You don’t seem yourself. It would be good to take the first step and reach out for some more support. I will catch up with you in a couple
of days to see how you are going and if you need anything."

"I know it is coming up to a year from when that critical incident happened and I just wanted to see how you are going."

"I can show you what is available to our members."

For Leaders: supporting others through critical incidents (PDF, 460 KB) - Printable A4 resource

• FESSN Leaders brochure
• FESSN Members brochure
• Tactical Directive 19.01.00 FESSN – Critical Incident Response and Management – Activation.
• Appendix B - Peer Support Guide – Considerations in determining the most appropriate CI response.

*If you require a copy of the Tactical Directive 19.01.00 or Appendix B - Peer Support Guide, please contact FESSN directly.