Reducing Stress in Peer Support

The results of a survey of peer supporters, conducted by the Emergency Support Network in 2000 show some interesting differences in stress perception, problems encountered and sources of support and training / advice between emergency service and non emergency service organisations. The following suggestions were given as part of the conclusions drawn from this survey.

1. Include personal stress management strategies as a topic in initial and on-going peer support training.
   While stress management is an important part of the peer support / CISM training, many programs spend large amounts of time looking at assisting others to manage stress, with only minimal input on what team members need to do to manage stress. Results of this survey suggest it would be beneficial to put greater emphasis on personal stress management, particularly with programs within emergency service organisations.
2. Provide additional training for program Co-ordinators.
   Co-ordinators often have no additional or specific training for their role. Some additional assistance would be useful given what's expected of them.
3. Develop effective "in-team" stress resources.
   Ensure good stress management practices are encouraged in teams, with segments of each training session or team meeting being used for activities which assist team members to manage their own stress.
4. Increase awareness of "out-of-team" stress resources.
   Are all team members aware of the resources available beyond their team? These may include, EAP's, chaplains, staff counsellors, mental health professionals designated to a support role, or other support agencies.
5. Ensure peer support / CISM programs have a functioal demobilisation process.
   At the conclusion of any peer support or CISM activitiy, is a demobilisation process available for those involved in giving support? This may be at the formal group level, or it may involve encouraging team members to take the opportunity to call someone else in their team just to talk through any significant support activity. Attention needs to be paid to maintaining confidentiality, ensuring the 'in-team' support role does not fall on just a few people, and assisting team members to recognise the effort involved in giving support to others.

Each of the five suggestions made could become a point of discussion for team future meetings. The last thing any team wants is to have their members stressed by the support role.