Psychological Health & Wellness Plan
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- Garey Hicks
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1 Psychological Health & Wellness Plan 1 INTRODUCTION Toronto Paramedic Services is fully committed to ensuring that the mental health of our employees is protected. The City of Toronto has a Psychological Health and Safety Policy (Appendix A) which recognizes that workplace factors can contribute to the psychological health of employees. While it is understood that a certain amount of stress is inherent in work, the City aspires to create a work environment where continuous improvement exists in work practices and processes to address psychological safety and to support mental health. As a provider of first response emergency services, Toronto Paramedic Services (TPS) is mindful of the added potential of Operational Stress Injuries (OSIs) resulting from the intense and direct exposure to disturbing events and circumstances. TPS commits to working with all staff to provide a psychologically and physically healthy and safe work environment which allows for all staff to thrive and to deliver the best possible care and service to the community. The City of Toronto Ombudsman's Report of November 2015, Making the Strong Stronger - An Investigation into how the Toronto Paramedic Services Address Staff Operational Stress Injuries recommended that TPS implement a coordinated psychological health and wellness plan for employees. The goal of this plan would be to clearly set out the strategies and resources available to support staff within the Division. This document sets out the health and wellness plan that has been created in response to that recommendation, and to the Supporting Ontario s First Responders Act passed in April This plan will be maintained and adapted both as the needs of employees and as the means to address them continue to evolve. 2 RESPONSIBILITY The Psychological Health & Wellness Plan, and the programming that is associated with it, fall under the responsibility of the TPS Deputy Chief, Program Development and Service Quality. Nevertheless, everyone in the workplace shares the responsibility of furthering the Division's mission and the City's goals while creating a psychologically healthy and safe work environment. All TPS employees, regardless of their position or role, are expected to demonstrate attitudes and behaviours towards their co-workers that promote a work environment that is respectful, supportive and safe for both City staff and those we serve. Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Page 1 of 27
2 3 OBJECTIVE The principal objective of the Psychological Health & Wellness Plan is to consolidate into one document the strategies and available resources that staff can easily access whenever needed to support their psychological wellness. The consolidated Plan includes the Divisional strategies for prevention and reduction of stigma surrounding Operational Stress Injuries (OSIs) as well as for the intervention and post-incident support programs and resources available. Access to services and specific supports are described throughout the Plan. However, these are expected to evolve as the field of OSI study further develops and new approaches are found to be of value. The Plan relies on a blend of various resources to support employees through a range of circumstances; some resources are internal, some external and some self-access. Each one has been carefully reviewed and designed to help employees access appropriate supports tailored to their unique needs at various stages of their wellness journeys. 4 BACKGROUND 4.1 WHAT IS AN OPERATIONAL STRESS INJURY? The term Operational Stress Injury (OSI) as used in the Ombudsman's report is described as: "a non-medical term to describe any persistent psychological difficulties arising from activities performed in the line of duty, including anxiety, depression, alcohol and drug dependency, and post-traumatic stress disorder. The term is not a diagnosis but rather a cultural characterization, intended to convey that the brain and mind, along with the body, can become injured." 4.2 HOW DO I KNOW IF I HAVE AN OPERATIONAL STRESS INJURY? There are several types of resources available to staff that can be used to assist in the assessment of whether they may have sustained an OSI - ranging from self-access assessment tools, to speaking with a peer, to assessment by a professional. Each of these approaches has been designed to support employees with respect and discretion. Specific resources currently available are described in the following sections. Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Page 2 of 27
3 4.3 HOW DO I REPORT THAT I MAY HAVE AN OPERATIONAL STRESS INJURY? Contact your Superintendent as you would with any other injury/report. 4.4 WHAT SORT OF RESPONSE SHOULD I EXPECT IF I REPORT A PERSONAL OPERATIONAL STRESS INJURY? This will vary with each situation. Many employees may feel fine after simply taking the time designated for this purpose within their respective Collective Agreements. At other times, or in different conditions, an employee may require more support the resources listed in Section 5.2 have been designed to help with those situations. The more difficult circumstances may involve assessment and/or treatment through the Workplace Safety and Insurance Board (WSIB) claims process. Appendix B demonstrates the general progression of an OSI claim through the WSIB process. You can expect to be treated respectfully throughout this process regardless of the level of assistance you may require. Your personal information will be kept confidential in accordance with the Division s Confidentiality Policy (Appendix C), and will be accessible only to those supporting staff who require access to it in the provision of care. 5 STRATEGIES TPS has developed the following strategies to strengthen the psychological resiliency of and to support staff who may be experiencing psychological difficulties throughout the various stages of their career. 5.1 PREVENTION & ADDRESSING STIGMA SURROUNDING OSIS Primary Responsibility: Staff Psychologist Secondary Responsibility and Supporting Role: Divisional Training Units, Wellness Committee, Peer Resource Team, Colleagues Prevention is best accomplished through education and awareness, resiliency building and employee and family wellness programs (both general and specific to areas of work where applicable; e.g., Paramedics and Emergency Medical Dispatchers). Addressing the stigma often associated with psychological difficulties has been embedded within the education programs. The goal is to create a culture in which everyone can feel comfortable expressing where they feel they are on the wellness continuum and requesting assistance at any given time. Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Page 3 of 27
4 Some of the programs and resources available to employees for prevention of OSIs and to address related stigma include: Psychological First Aid/Continuing Education session material The Feeling Better Now on-line assessment tool Wellness Committee on-line articles and wellness surveys City of Toronto Mental Health Resources and Tools for City Employees and Resources and Tools for Supervisors Additional training programs focused on building resiliency and awareness and on the reduction of stigma associated with psychological difficulties are in the process of being rolled out to Divisional staff, including: Road to Mental Readiness (R2MR) All Divisional staff (Appendix D) Applied Suicide Intervention Skills Training (ASIST) Peer Resource Team and other key roles (Appendix E) SuicideTALK All Divisional staff (Appendix F) Understanding and Responding to Mental Health Issues Peer Resource Team and other key roles Managing and Assisting the Troubled Employee All new management staff Managing Employees with Health Issues All new management staff Managing Human Rights Today All new management staff Health and Safety Competency Training All new management staff 5.2 INTERVENTION & POST-INCIDENT SUPPORT Primary Responsibility: Operational Superintendents Secondary Responsibility and Supporting Role: Deputy Commanders, PRT, EAP, Staff Psychologist Some types of incidents, by their very nature, have a higher potential for adverse psychological impact. TPS uses the Procedure for Notification of the Peer Resource Team and the Staff Psychologist (see Appendix G) in an effort to capture these types of situations and to offer help to those involved. This procedure does not preclude staff members from requesting help in any situation if they feel they need it. Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Page 4 of 27
5 While more advanced treatment for employees diagnosed with Operational Stress Injury or PTSD is provided through the WSIB claims process, the Division has resources available to employees for intervention and support directly after exposure to traumatic situations that are available to be used by the employee until more advanced arrangements can be made. Collective Agreement language regarding such circumstances: o Local 416 Article (Appendix H) o Local 79 Ambulance Appendix 'A', Critical Call (Appendix I) Consultation with a Superintendent or Peer Resource Team (PRT) member PRT referral to more specialized services, which may include the Staff Psychologist, where appropriate Consultation with a counsellor from the City of Toronto's Employee Assistance Program (EAP) or contracted Family Services EAP (additional option for Local 416 members) Other resources available for self-access include: Mental Health and Wellness poster contact lists (Appendix J; also on MobiCAD and epcr) The Feeling Better Now on-line tool for ongoing self-assessment (e.g., two days postincident, one month post-incident or anytime the user wants to self-assess) The Ontario Mental Health Helpline Check Up the Neck Up Chaplaincy services (contact information included in Mental Health and Wellness posters/mobicad/ epcr) Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Page 5 of 27
6 6 RESOURCES TPS recognizes that the nature of the service provided by our organization gives rise to an increased potential for employees to be exposed to traumatic incidents and, therefore, the Division encourages all staff to use the resources below if they feel they could benefit from receiving support. To assist staff in dealing with traumatic and stressful situations, TPS offers the following range of in-person and on-line/self-access supports for staff: 6.1 COLLEAGUES: Personal support is often closer at hand than we appreciate. Colleagues have a unique understanding of the challenging environment that we work in, and they can often help us begin to move through the process of getting the help we need. Superintendents & Commanders provide support to staff and can provide advice on the specific support services available. Superintendents should be contacted immediately when reporting an injury in order to ensure that the appropriate processes to assist an employee are put into place (e.g., completing a WSIB Form 7). Peer Resource Team (PRT) members are trained to provide confidential, practical support. PRT members can assist staff in processing the powerful emotional reactions experienced by their colleagues in response to traumatic incidents, encourage them to engage in adaptive recovery behaviours and refer them for more specialized help if required. This is referred to as Psychological First Aid. The Terms of Reference for the PRT can be found in Appendix K. The confidentiality policy for TPS staff involved in psychological support can be found in Appendix C. Staff Psychologist provides consultation, counselling and other supports in connection with the wellness of employees, both proactively and in short-term response to arising situations. A full description of the Staff Psychologist's roles and responsibilities can be found in Appendix L. Employee Assistance Program (EAP) (24/7) provides confidential, short term, personal counselling for staff, and eligible family members to address issues which may cause stress. EAP counsellors can provide short-term clinical services at no cost to staff and also provide information and advice on how to access employee benefits, and community-based Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Page 6 of 27
7 resources, including where applicable, programs and services that are funded by grants or by OHIP. The EAP website can be accessed here: Chaplains provide confidential pastoral and spiritual support to staff, their families, patients and bystanders following a traumatic or stressful incident appropriate to their particular beliefs. 6.2 ON-LINE/SELF-ACCESS TOOLS: The Feeling Better Now on-line assessment tool: Toronto Paramedic Services Webpages on Mental Health and Wellness provide relevant articles and information on available support services Mental Health Page: Wellness Page: City of Toronto Wellness Page (accessible from the intranet only): M d60f89RCRD Mental Health Posters - available in stations and at HQ, and on MobiCAD & epcr tablets - provides a list of confidential, short term, personal counselling for staff, and eligible family members to address issues which may cause stress. Critical Incident Stress Pocket Reference CardS (extra cards are available from the Education & Development unit upon request through Superintendents) - provide a reminder in identifying "red flags" that may occur due to Critical Incident Stress. Station computers (accessible from the intranet only): G:\ems\EMS Station Computers\Psychological Health & Wellness Plan Poster Critical Incident Stress Pocket Reference Cards Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Page 7 of 27
8 7 COMMITMENT Toronto Paramedic Services is committed to providing a safe and healthy workplace for all employees. The Psychological Health and Wellness Plan outlines the many resources and tools available to staff to protect their mental health. The prevention and intervention strategies, along with the promotion of a culture of wellness and education will lead to a stronger, more effective workforce. Gord McEachen Acting Chief Michael Neill Deputy Chief Leo Tsang Acting Deputy Chief Rhonda Hamel-Smith Deputy Chief Garrie Wright Deputy Chief Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Page 8 of 27
9 8 TABLE OF APPENDICES Appendix Document Page Appendix A City of Toronto Psychological Health and Safety Policy 10 Appendix B General progression of an OSI claim through the WSIB 13 process Appendix C Toronto Paramedic Services Peer Resource Team 14 Confidentiality Policy Appendix D Road to Mental Readiness (R2MR) 16 Appendix E Applied Suicide Intervention Skills Training (ASIST) 17 Appendix F SuicideTALK 18 Appendix G Procedure for Notification of the Peer Resource Team and 17 Staff Psychologist Appendix H Local 416 Collective Agreement Article Appendix I Local 79 Collective Agreement Ambulance Appendix 'A', 22 Critical Call Appendix J Mental Health and Wellness poster 23 Appendix K Terms of Reference for the Peer Resource Team 24 Appendix L Staff Psychologist 26 Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Page 9 of 27
10 APPENDIX A 269a692dd85257cf50050bb2d?OpenDocument Human Resources Policies Psychological Health and Safety Policy Category: Health and Safety Sub-Category: General Policy Statement The City of Toronto recognizes the importance of psychological health and safety in the workplace. The City will promote a positive working environment where management and employees collaborate to achieve the City's goals while promoting the physical and mental health of all employees. The City is further committed to promoting mental health and psychological well-being and to actions that prevent harm to worker psychological health through appropriate policies, programs and services. Definitions Psychological/Mental Health A state of well-being in which the individual realizes his or her own abilities, can cope with the normal stresses of life, can work productively, and is able to make a contribution to his or her community Psychological safety The absence of harm and/or threat of harm to mental well-being that a worker may experience Objectives Strategies The City recognizes that workplace factors can contribute to psychological health. While it is understood that a certain amount of stress is inherent in work, the City aspires to a work environment where continuous improvement in work practices and processes address psychological safety and support mental health. The City will achieve its objective of continuously improving psychological safety and supporting mental health in City workplaces by building on its current actions and strengths in each of the following areas: Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Appendix A Page 10 of 27
11 Actions to promote and enhance the general psychological health of the workforce (e.g. efforts to build employee resilience, create a respectful workplace, enhance mental health knowledge at all levels and eliminate stigma) Actions to prevent the onset or reduce the severity of psychological health problems in the workplace, such as improvements in: o Primary prevention in which changes are made in conditions that may contribute to psychological health problems (e.g. considering the psychological characteristics of work tasks and individual workers to ensure good job-person fit, providing stress management training, supporting work-home balance) o Secondary prevention in which psychological health problems are identified and addressed while at an early stage (e.g. providing self-care tools, providing supervisor/manager training, providing early intervention through EAP and EH&R) o Tertiary prevention to reduce the distress and dysfunction associated with an identified mental disorder (e.g. providing support to stay at work, providing coordinated disability management, supporting access to psychological treatment) Each division is expected to: Communicate this policy to management, workers and joint health and safety committees/health and safety representatives Assess particular issues or risk factors of greatest relevance to mental health and psychological safety within the division (consulting with employees and joint health and safety committees/health and safety representatives in this process) Determine whether improvements are needed Identify opportunities for change and/or current strengths on which to build and record the findings Undertake promotion/prevention actions to initiate change and/or build on strengths Evaluate the effectiveness of actions undertaken Re-assess regularly with the goal of continuously improving mental health and psychological safety Note: Definitions in this document are taken from the CAN/CSA-Z /BNQ /2013 National Standard of Canada Psychological health and safety in the workplace - Prevention, promotion, and guidance to staged implementation. Endorsed by OHSCC April 29, 2014 Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Appendix A Page 11 of 27
12 Approved by City Manager Date Approved June 6, 2014 Reviewed by OHSCC September 29, 2015 Related information Occupational Health and Safety Policy Workplace Violence Policy Human Rights and Anti-Harassment/Discrimination Policy Employment Accommodation Policy Workplace Code of Conduct Related links - external CAN/CSA Standard Z Psychological Health and Safety in the Workplace Mental Health Commission of Canada Psychological Health and Safety An Action Guide for Employers World Health Organization Mental Health Policies and Programmes in the Workplace Attachments Mental Health Promotion - Divisional_processed FINAL-s.pdf (173 Kbytes) Mental Health Promotion Corporate_processed FINAL-s.pdf (77 Kbytes) Go back Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Appendix A Page 12 of 27
13 APPENDIX B 09/23/2016 Superintendent Enters Info into Quatro 09/21/2016 Employee Reports Event 09/19/2016 Event Occurs 09/25/2016 HR/DM Submits Form 7 From Quatro 09/29/2016 Employee fills out Form 6 themselves And sees Family Dr. (Form 8) 10/11/2016 WSIB Contacts Employee 10/05/2016 Human Resource/ Disability Management Contacts Employee 01/30/2017 WSIB schedules a meeting with the Employee. (WSIB may assign a Work Re-integration Specialist) 02/01/2017 Employee meets with WSIB, HR/DM and Union rep. to discuss RTW plan 03/20/2017 Employee returns to previous role (if no restrictions remain) or accommodated placement if restrictions are permanent. WSIB and HR/DM in contact with Employee throughout Assessment & Treatment phase Employee progresses through RTW Plan. If RTW is >30 days, monthly meetings will be held to ensure Plan is on track 09/19/ /13/2016 Usually within 1 or 2 weeks If all Forms have been Submitted 10/13/ /01/2017 Assessment & Treatment (Length will vary) 02/01/ /20/2017 Return to Work Process (Length will vary) Note: This is a general overview of the process for WSIB-related events. Individual cases may vary. Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Appendix B Page 13 of 27
14 APPENDIX C Toronto Paramedic Services Peer Resource Team Confidentiality Policy Toronto Paramedic Services (TPS) is committed to maintaining the confidentiality and security of personal health information. TPS has a number of practices in place to protect the privacy of all personal health information. All staff involved in the provision of peer support services at TPS will uphold the highest standards of confidentiality as required by the regulations and standards of practice of their professions as well as the laws of Ontario. Release of Information TPS staff providing peer support services will not provide information regarding who does or does not access services. TPS staff will not disclose what has been discussed while assisting their peers without the peer's informed consent, except where they are required to do so by their professional or legal obligations. Exceptions and Limits to Confidentiality TPS staff providing peer support services may provide confidential peer information under the following circumstances: Mandatory reporting of suspected child abuse and/or neglect to the Children's Aid Society Responding to a summons or subpoena to appear at a legal proceeding or to release a peer's clinical record to a court when ordered to do so Responding to situations where peers are at significant risk of causing serious physical harm to themselves or others. In such cases, the peer support team member may contact family members, health professionals and emergency services. Warning potential identified victims of violence of a peer's intention to cause them harm. Releasing summary statistics regarding utilization of services (without providing identifying information) Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Appendix C Page 14 of 27
15 The duties and obligations imposed by this policy will continue after the staff member leaves the employment of the City of Toronto. Collection, Use, Disclosure and Storage of Personal Health Information and Access to Records TPS staff providing peer support services agree to adhere to the requirements set out for the collection, use, storage and disclosure of personal health information; and access to records by the relevant legislation (e.g., PHIPA and MFIPPA) in the delivery of their peer support services. [Original Signed by PRT Team Lead] Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Appendix C Page 15 of 27
16 APPENDIX D Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Appendix D Page 16 of 27
17 APPENDIX E Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Appendix E Page 17 of 27
18 APPENDIX F Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Appendix F Page 18 of 27
19 APPENDIX G MANAGEMENT DIRECTIVE (Issue Date) TO: FROM: SUBJECT: All Management Staff (As issued) Procedure for Notification of Peer Resource Team and Staff Psychologist Incidents where activation of the Peer Resource Team (and Staff Psychologist where deemed necessary) may be required are categorized as either Category 1 or 2, depending on the likelihood that staff will require support. NOTE: This notification procedure is incident-based and is not meant to preclude individual staff from directly contacting the PRT. Category 1 Incidents The Deputy Commander will notify the PRT and Staff Psychologist in the following situations: Staff suicide; Threat of suicide or high risk of self-harm by staff; Death or serious injury to a staff member in the line of duty; Natural disasters, major incidents or disasters where the City's Emergency Operations Centre (EOC) is activated; Serious injury to, or death of any emergency services worker in the line of duty who is subsequently treated by Paramedics; or Serious threat to any employee's personal safety in the line of duty. Category 2 Incidents The Deputy Commander may notify the PRT if, after staff contact, the affected employee's Superintendent feels that it may be of benefit in the following situations: Death or serious injury of a child patient; Death or serious injury of a patient known by the attending crew or control centre staff; Death or serious injury to off-duty staff or their immediate family; Prolonged or failed rescue; Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Appendix G Page 19 of 27
20 Serious/multiple trauma incident including deceased patients; Unusual exposure to, or contamination by blood or body fluids; or Significant equipment/mechanical failure resulting in poor patient outcome. The PRT should always be considered as the initial notification (in addition to the responding Superintendent). Apart from any required notifications, Category 2 incidents are expected to be handled by the most appropriate Superintendent. The Superintendent will have the best opportunity to assess staff and provide assistance if needed. If a Superintendent determines that an employee requires assistance from the PRT, the Deputy Commander will be asked to notify the PRT. Deputy Commanders should consider notifying the PRT immediately when a Superintendent is not directly available and there is a known need or request for the PRT. The decision to respond the Staff Psychologist or PRT to a scene will be made by the On- Call Commander. Confidentiality: Any person who notifies the PRT or Staff Psychologist must not discuss the matter with anyone other than with the PRT member or Staff Psychologist. Where there are significant concerns about the mental health or wellbeing of staff, Superintendents must immediately seek additional guidance from the Deputy Commander, District Commander or On-Call Commander who will assist with assessing the situation and arranging additional support as appropriate. If you have questions regarding this matter, please contact the District 5 Commander. [Final Original Signed by Deputy Chiefs] Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Appendix G Page 20 of 27
21 APPENDIX H Local 416 Collective Agreement Article Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Appendix H Page 21 of 27
22 APPENDIX I Local 79 Collective Agreement Ambulance Appendix 'A', Critical Call Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Appendix I Page 22 of 27
23 APPENDIX J Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Appendix J Page 23 of 27
24 APPENDIX K Background Toronto Paramedic Services Peer Resource Team Terms of Reference The Peer Resource Team (PRT) is a peer-nominated team of Toronto Paramedic Services' staff who volunteer their time, with the goal of providing confidential support, to any member of Toronto Paramedic Services in need of personal support and guidance. Mandate The mandate of the PRT is to provide peer-to-peer support for all Toronto Paramedic Services staff. Peer-to-peer support consists of confidential interactions between members of the PRT and any staff member of Toronto Paramedic Services. Staff members may request assistance following challenging calls and during times of personal stress. The team provides support to both individual staff members as well as a general response to large scale or critical incidents as required. Oversight The Primary Lead Superintendent will be the chair of the PRT. This Superintendent will be responsible for the direct oversight, administration and training of the PRT. This Superintendent will also be charged with the co-ordination of PRT resources as required to meet the mandate of the PRT. Role of Team Members: provide short-term support to assist staff members in addressing concerns that may be affecting their personal and/or work life refer staff members to appropriate support services, as required Membership: Front Line Toronto Paramedic Services' PRT Staff Representative (Primary) Front Line Toronto Paramedic Services' PRT Staff Representative (Secondary) Front Line Toronto Paramedic Services' Members Staff Psychologist (or designate), Toronto Paramedic Services Commander, Special Operations Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Appendix K Page 24 of 27
25 Commander, Community Safeguard Services Primary Lead Superintendent Secondary Lead Superintendent Ad Hoc Consultation with the following programs: City of Toronto, Employee Assistance Program City of Toronto, Toronto Public Health Any external services deemed appropriate by the City Confidentiality: All members of the PRT will abide by the Toronto Paramedic Services' confidentiality policy. Any allegation of violation of the Toronto Paramedic Services' confidentiality policy will be subject to a fulsome investigation. Any member who is found to have violated the confidentiality policy will be subject to immediate removal from the PRT. Meetings: The PRT will meet quarterly. Ad hoc meetings and training initiatives will occur as required based on operational requirements or extraordinary circumstances. Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Appendix K Page 25 of 27
26 APPENDIX L Staff Psychologist Reporting to the Deputy Chief, Program Development and Service Quality, the Staff Psychologist role exists to advance the wellness of employees, both proactively and in short-term response to arising situations. Roles and Responsibilities of the Staff Psychologist include: Reporting on Current State and Making Recommendations for Change Provides advice as required to the Senior Team, analyzing available aggregate data for trends and making recommendations to address staff and organizational needs. Compiles comparisons of divisional aggregate data with City-wide aggregate data as requested, and provides professionally-based analysis while ensuring confidentiality of employees. Regularly re-assesses programming and makes recommendations to the Deputy Chief, with the goal of continuously improving mental health and psychological safety for all divisional staff. Consultation for Management of Health and Wellness Acts as "clinical advisor" to the Commander of the Peer Resource Team (PRT). Recommends and provides ongoing education and training for the PRT as requested by the Commander. Provides consultation to managers on issues related to mental health and wellness and the Divisional Psychological Health & Wellness Plan. Collaborating with the City of Toronto's Employee Assistance Program (EAP) Creates and maintains a cooperative relationship with City of Toronto's EAP staff as well as with other psychologists in the field. Suggests pathways on how best to work collaboratively with EAP staff and allied agencies in dealing with psychological and social issues of staff. Direct Interaction with Staff Assists in providing options for social and psychological support services for staff and may provide initial psychological consultation and referral following a traumatic event or when referral is otherwise requested by staff. Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Appendix L Page 26 of 27
27 Designs and provides recommendations for educational training to assist staff and their families in maintaining psychological wellness throughout all phases of their career, both on and off the job. Provides approved training to staff as requested by the Deputy Chief. Providing Support for Significant Events Recommends and supports approaches taken by the Division in dealing with small and large-scale incidents with focus on the psychological impact upon staff and their families. Provides on-site support during delivery of operational debriefing sessions as requested by the Deputy Chief/Commander. Will be available within a reasonable timeframe (i.e., "two to three hours") for physical response to situations when requested by the Deputy Chief/Commander. Collaborates with divisional staff and chaplaincy, providing recommendations for divisional death notifications and memorials suitable to the specifics of each situation. Advising on Best Practices / Leading-Edge Field Research Recommends relevant research projects related to the well-being of staff. Conducts approved research into assigned area ensuring that such research takes into account developments within the field, corporate policies and practices, legislation and initiatives by other levels of government. Maintains an awareness of best practices, current theories and methods regarding issues that relate to emergency workers through continuous learning. Other Notes: As a licensed psychologist, the Staff Psychologist must adhere to the relevant legislation and standards governing the practice of psychology in Ontario with regards to confidentiality. Toronto Paramedic Services Psychological Health & Wellness Plan (Feb 2017) Appendix L Page 27 of 27
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