Parámetros evaluados

Secondary prevention strategies include actions taken in the acute aftermath of trauma, with the aim of easing the effects thereof and preventing the development of chronic illnesses (Tehrani 2011207). These strategies are targeted at a specific at-risk population in an attempt to reduce their likelihood of developing specific mental and behavioral health problems (Ford 2009:252; Balenger 2010:2). The strategies include the following:

2.17.1.2.1 Psychological First Aid (PFA)

This form of secondary approach to PTSD prevention is usually offered to victims of disasters such as hurricanes, floods, industrial explosions or mass terrorist traumatic

incidents (Ford 2009:258). This method has been found to be efficient in providing psychological and practical information, as well as on-the spot support and resources to people affected by mass casualty trauma incidents (Ford 2009:252). Psychological assistance under PFA includes assisting victims to feel safe and stabilising their emotional reactions to cope with the trauma, as well as providing information on where to access available mental health counseling (Ford 2009:253).

2.17.1.2.2 Trauma debriefing Critical Incident Stress Debriefing (CISD)

Psychological support in the form of trauma debriefing sessions has been identified as helpful (Gumani 2012:134; Young 2003:5). According to Ford (2009:274), CISD has become a most widely used secondary prevention method, locally and internationally. The implementation of an ongoing debriefing programme benefits individual police workers in that it results in reduced job stress, increased job satisfaction, less anxiety, and perception of the SAPS department as more personally supportive and less likely to develop PTSD. Friends and family members benefit as the traumatised workers experience fewer and less severe symptoms and effects of trauma and PTSD (Young 2003:5).

Traumatised workers within the SAPS organisation are offered trauma debriefing sessions in order to manage the effects thereof. This is according to the SAPS National Instruction No 18 of 1998. According to this official document, all SAPS workers who have been exposed to trauma must report for debriefing. This instruction is issued in an attempt to provide for the effective debriefing of traumatised employees. The document further asserts that if traumatised employees do not receive timeous debriefing, which should be conducted within 72 hours of the incident, a real danger exists that they will develop Post Traumatic Stress Symptoms (PTSS). Failure to conduct the debriefing in the officially stipulated 72 hours places the employees at high risk of development of PTSD (Young 2005:29; Maabela 2011:27).

Gumani (2012:139), Pillay (2008:27), Omar (2008:2) and Van Wyk (2011:2), viewed the issue of trauma debriefing as a serious challenge within the SAPS organisation. They observed that the fear of displaying emotions, the risk of being identified as seeking help and stigmatisation attached to it prevents most police workers from taking advantage of the available counseling services. Gumani (2012:136) and Van Wyk (2011:2) also identified lack of trauma debriefers as a shortcoming for this programme.

Omar (2008:3) echoed the importance of the SAPS management ensuring maximum utilisation of debriefing services for the benefit of the SAPS organisation and ultimately for the welfare of the South African public. The results from a study by Gumani (2012:371) indicated that there is a lack of awareness of the debriefing services by police workers. Further findings indicate avoidance of debriefing services by both male and female police workers as rife, and underscored that ignorance and a disregard of these services was highly reported among male police workers (Gumani 2012:372). Other reasons for under-utilisation included a general undermining of the value of trauma debriefing services. Some police workers did not see the importance thereof and perceived counseling as a mere talk and agreement by EHW counselors and trauma debriefers. Police workers actually perceived themselves as well adjusted within the work environment, for participants acknowledged the effects of traumatic stress on their work, personal and social lives, but viewed it as trivial and not severe enough to disrupt their functioning at various areas and levels of their lives and thus did not call for professional intervention (Gumani 2012:372).

According to the Minister of Police report (2010:1), some of the SAPS workers also utilised external psychologists for trauma counseling by means of their medical benefits. A report by De Beer (2012:2) and the Minister of Police report (2010:1) with title “Police

Minister Nathi Mthethwa urges police officers to utilise the South African Police Services (SAPS) wellness” indicated that the SAPS management does encourage usage of

professional services among its workers. According to Omar (2008:2), more needs to be done to make officers aware of available workplace support programmes among the SAPS workforce.

2.17.1.2.3 The SAPS trauma debriefing model

The trauma debriefing model used within the SAPS organisation was developed by Jacobs and Watson (1992), which was adapted from the well-known Critical Incident Stress Debriefing (CISD) model by Jeffrey Mitchell (1983). The SAPS model is characterised by educational, supportive and open experience with absolute confidentiality as the main goal of managing trauma (Maabela 2011:28).

A qualitative study by Pillay (2008:2) explored perceptions of the SAPS trauma debriefers basing on six psychologists who use Mitchel’s (1983)’s CISD model as an intervention tool with traumatised police workers based in Durban and Pietermaritzburg

(KwaZulu-Natal Province). Findings from this study indicated that the CISD model has value when used as a group intervention. However, due to continuous exposure to trauma, the model needs to be adapted or changed to suit the dynamic police work environment. Further results showed that due to continuous use of this model, most of police workers became too familiar with it and as such the model began to have less impact on trauma management (Pillay 2008:91)

2.17.1.2.4 Specific benefits of trauma debriefing

Individual traumatised SAPS workers who effectively use trauma debriefing services may enjoy a number of benefits. These benefits include: a) ventilation of traumatic experiences in a safe, non-judgmental and supportive environment, b) minimised risk of developing PTSD, c) reduction of interpersonal problems, d) reduction of short and long term after effects of trauma. e) reduced levels of anxiety if one has to ask for help, f) the realisation that the reactions toward the traumatic event are normal and g) the realisation that the organisation does care about them as individual workers contributing towards the achievement of the organisation’s goals (Maabela 2011:29).

As part of the duties of a former SAPS EHW practitioner, the researcher offered trauma debriefing services to the SAPS workers and their immediate family members. The researcher was concerned about the limited number of SAPS workers who reported for trauma debriefing services. As a result, a study was conducted with the aim of determining perceptions and experiences of SAPS workers in the Mahikeng area regarding trauma debriefing services and to describe their experiences on exposure to trauma.

The findings showed that the Mahikeng SAPS workers perceived trauma debriefing services as helpful counseling sessions, support from colleagues and a source of team solidarity. These results concurred with findings from a qualitative study by Chabalala (2005:76), who also explored experiences and perceptions of the SAPS workers stationed at the SAPS Head office in Pretoria. The findings by Chabalala (2005:82) indicated that trauma debriefing was experienced and viewed by participants as a good and effective strategy in managing trauma, thus further highlighting that the SAPS debriefing programme must be pro-active rather than re-active (Chabalala 2005:82). Ncokazi’s (2002:1) study investigated the reasons behind non- reporting for debriefing by SAPS members. The findings showed that 74% of the study sample was familiar

with the nature of the process and purpose of the debriefing services. However, 80% of the participants had not attended trauma debriefing sessions before. Non-reporting for trauma debriefing by SAPS workers was a major concern for the former Minister of Police. In a speech during the opening of the new POLMED House in Pretoria, during the month of June 2012, the Minister appealed to the POLMED board of trustees to assist officers suffering from stress and emotional trauma (Seanego 2012:1).

2.17.1.2.5 A 24-hour crisis intervention and stand-by service

Provision of one to one or family group sessions to the SAPS workers and families in the form of a 24 hour emergency standby services renders an immediate EHW services for incidents such as family domestic violence, suicide threats and attempts, anger, aggression or overwhelming grief after loss (Ford 2009:275). Crisis intervention assists workers to manage problems requiring immediate attention.

2.17.1.2.6 Health education

Education, through workshops and training sessions increases police awareness on various health and wellness matters such as the effects of stress and its management, burnout, vicarious trauma and coping strategies (Tehrani 2011:224; Wiese et al 2003:78). Higher education correlates with the ability to regulate emotions and seek social and professional assistance and it also empowers workers on the importance of not alienating from others after trauma (Gumani 2012:133). According to Yehuda (2002:112), education helps trauma patients understand the nature of their condition and the recovery process.

2.17.1.2.7 Resilience building

With this strategy, the SAPS workers, specifically those undertaking similar tasks, such as crime prevention and investigation, and photo and finger print police workers are enabled to discuss common issues or difficulties arising within their work and encouraged to engage in consultation in order to resolve their difficulties (Tehrani 2011:225). Resilience building includes working teams that meet on a regular basis, usually every 4-6 weeks. The meetings should be coordinated by a facilitator who is trained in the resilience-building model of trauma support and based on the principles of narrative therapy. This strategy is helpful as it encourages work-related concerns to be challenged, externalised, reviewed and reframed, leading to team members learning

from each other and reduce barriers negatively affecting work performance (Tehrani 2011:225).

2.17.1.2.8 Commander training on basic and advanced management and on the SAPS EHW Progamme

It is essential to train commanders on various leadership and management styles and roles, employee health and wellness programme (EHW supervisory training) and on the importance of ensuring a supportive work environment. The commanders ability to understand their supportive role and to identify and refer workers requiring professional assistance will enhance workers performance and a sense of care provided by the employer (Yehuda 2002:113; Topp 2010:1; Gumani 2012:133; Tehrani 2011:224).