10. Supporting Volunteers in a Crisis (self-care)

A. Core member Re-offence

When people think of a crisis within COSA, they will often think of what would happen if the core member were to re-offend. This is especially true if the offence is against a child or is violent. There are other types of crises. Below in section C is a list of potential crisis events such as, the death of a core member (e.g. suicide) or volunteer, the resignation of a volunteer, or a particularly angry community and/or police reaction, to name a few.

Criminal re-offending involves the personal decision-making processes of the guilty party. If a core member decides to re-offend, all volunteers of the COSA must be aware that the core member made this choice. Unless there is gross negligence on the part of the COSA or one of its volunteers, the COSA can only offer support and accountability according to the terms of the Covenant.

COSA volunteers should always be aware of a core member's vulnerability for re-offending. They should be sufficiently aware of when the core member may be in danger of re-offending. Potentially dangerous situations could arise from a pedophilic core member being in the company of, or alone with, children, or an addicted core member consuming alcohol and failing to deal with his substance abuse issues, or non-compliance with court orders or other behavior clearly indicate the possible readiness to re-offend. Though vigilant and ready to call the core member to account, the COSA is nevertheless not responsible for a core member's decision to re-offend.

Advance training about healthy boundaries, ways of maintaining them and knowing when they are being breached will assist volunteers if and when a core member decides to re-offend. Training should include several role-plays of such incidents as a way of "sensitizing" volunteers against the possibility of a core member's decision to re-offend.

B. Crisis as Critical Incident

Another way of understanding a "crisis" is to think of it as a "critical incident." Each agency such as the CSC has policies or guidelines that give direction on how they might involve themselves in a critical incident in the community. Understanding those guidelines before a crisis can be very helpful. It is recommended that Critical Incident Stress Management personnel associated with the CSC or other Community resources brief COSA members. The CSC handbook may be available to COSA members.

C. Examples of Critical Incidents

The following are examples of critical incidents that may occur during the life of a COSA:

• The arrival of the core member in a community
• The first news (often after an appearance in court) that the core member is in the community
• Sensational incidents in the community involving the core member such as community backlash, mobs, protests, intense media attention)
• Hostage taking
• Witnessing an assault
• Being assaulted
• Suicide of an offender
• Suicide of a victim
• Receipt of any serious threat to the physical well being of a COSA volunteer, his or her family, or to the core member
• Death or injury of a person associated with a COSA
• A core member "goes underground"
• Re-offending on the part of a core member
• Sexual re-offending on the part of a core member

D. Preparing for Crisis Response or Critical Incident Management

A COSA should develop a plan for what they will do (e.g. Who to call, what to say) if and when a crisis occurs. This plan or "strategy" should include speaking with possible resource people who would be willing to assist, as well as obtaining or developing a catalogue of community resources that may be called on in times of urgent need.

The plan or strategy should be rehearsed - think "fire drill" - so that each volunteer has some idea of what to do and what to expect in the crisis. Local resource people can also be included in the rehearsal.

E. Examples of Local Experts and Resource People

Experts in the following fields are commonly called in response to crises:

• Police
• Fire halls
• Ambulance workers
• Victim Service Associations (Police-based, Crown-based and private agencies)
• Federal and Provincial correctional services (e.g. District Parole Office of the CSC)
• Family physicians
• Community Center's self help groups
• Internet website services
• Local churches, synagogues and temples
• Community Chaplaincy ministries
• Peer Counseling Services
• Regional Co-ordinators
• Other COSAs in the province or country
• Citzens' Advisory Committee members
• Other community resources

F. Elements of a Crisis-Response Strategy^Footnote21

This strategy should focus on the following areas:

Education

With the help of a professional have COSA volunteers discuss what they might do in the case of an incident. Educate volunteers about the need to maintain healthy lifestyles.

Onsite Support

Provide immediate assistance to volunteers as the critical incident unfolds. Cautions volunteers to stay calm, breath deeply, focus, and talk out loud and share their feelings as the incident unfolds.

Demobilization

As volunteers prepare to leave for home after an incident, hold a brief meeting (15 minutes) to talk about what just happened. Provide information about the typical effects (immediate, delayed, and long term) of the incident. Describe Critical Incident Stress. Allow volunteers to relax before going home.

Defusing

Hold a brief, confidential and voluntary meeting, held immediately after an incident to support those affected by it. The purpose is to provide information, offer support and allow for the initial expression of emotions and reactions. A determination is made as to whether or not there needs to be formal debriefing and/or other stress management measures.

Debriefing

If a need is identified, normally, within one to three days of the incident, an experienced mental health professional should lead a debriefing session. The meeting should be held for the express purpose of talking through the incident. The session is a non-evaluative discussion of the involvement, thoughts, reactions and feelings of those involved in the incident. It could involve the whole COSA. The session should be designed to assist volunteers to reduce their stress, help them gain a better understanding of their stress reaction, and to provide advice on how to cope with their stress productively.

Follow-Up

During group check-ins, telephone calls and other meetings, follow-up discussions should be held regarding the incident. Volunteers should be aware of possible delayed reactions to the incident.

Support and Assistance

Ongoing support and assistance should be available for those most affected by the incident. Attention should be paid to the needs of volunteers' families as well.

G. Personal Advance Preparation for Critical Incidents (Crisis)

The following strategies may help individual COSA volunteers and the core member to prepare in advance for stress associated with critical incidents:

• Learn as much as possible about critical incident stress.
• Share the information with your family and friends.
• Talk to other COSA volunteers about how to support one another in the event of an incident.
• Keep your immune system strong by focusing on a healthy lifestyle.
• Eat regularly and well.
• Enjoy your work.
• Be physically active on a regular basis.
• Spend time relaxing with family and friends.
• Avoid excessive use of alcohol, caffeine, and nicotine.

H. What to Do In the Event of a Critical Incident

• Use positive self-talk such as "I am doing fine" and "I'm using the skills I have been trained to use".
• Keep your sense of humour but avoid "disaster humour," because it may offend more than help.
• Take short breaks if your work is suffering or if others suggest it.
• Remember that it may take more time than usual to recover and get back "to normal" but doing so is an important part of recovery.
• Accept that you may need more rest than usual.
• Think about your reactions to the incident rather than rehashing the incident itself.
• Try to understand your reactions (and seek assistance if need be), because the better they are understood, the better able you will be to cope with them.

I. How to Help Fellow COSA Members

• Acknowledge the event. Don't pretend it didn't happen and don't try to minimize its impact on yourself or fellow COSA volunteers.
• Listen carefully and encourage openness. Don't ask a lot of questions. Let your fellow COSA volunteer set the pace. If you do not know what to say, say nothing.
• Be ready to provide practical support. "Do you want some company?" or "Would you like a ride home?" is more helpful than "Let me know if I can help".
• Control your own reactions.
• Encourage those involved to focus on what happened and not what might have happened.
• Remember that stress reactions arising from a critical incident can place a strain on relationships. Anger and other reactions will usually pass in time. In some cases, professional help may also be needed.
• Take care of yourself. Do not take on more than you can handle in an attempt to help a fellow COSA volunteer or friend.
• Remember that there is whole "Circle of Support and Accountability" around both you and your fellow COSA volunteer. You are not alone.

J. Community Responses to Crises in a COSA

Critical incidents or "crises" may draw the attention of the community. Attention can take many forms, so the COSA should have a strategy in place to meet these challenges. One of these strategies should involve how your COSA intends to deal with the media. Frequently the first "critical incident" your COSA may have to deal with will be the arrival of the core member in your community.