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Editors and responsible for contents and layout:Brigitte Lueger-Schuster, Lieselotte Türkmen-Barta,

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Table of Contents

Introduction _____________________________________________________ 2

Chapter One ____________________________________________________ 5

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Chapter Two ___________________________________________________ 14

Training and Quality Control:Towards Greater Professionalism inPsycho-Social Acute Care

Chapter Three __________________________________________________ 25

Operational Management in Practice:Organisation and Co-ordination ofPsycho-Social Acute Care

Chapter Four ____________________________________________________________ 30

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Appendix ______________________________________________________ 35

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Introduction

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Origins of the Vienna Manifesto

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The Goals of the Vienna Manifesto

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Structure of the Vienna Manifesto

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Psycho-Social Acute Care in Practice:Goals, Methods, Resources

6

Section 1:Fundamental Principles

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• Psycho-social acute care methods are grounded in medical science and are based on concepts suchas mental first aid, crisis intervention, mental education and emergency psychology.

• Psycho-social acute care workers are recruited from a number of different but related professionssuch as psychologists, social workers, nurses/health carers, ambulance personnel and have alsocompleted additional training to qualify them to give acute care.

• Psycho-social acute care workers possess personal and social skills such as ability to cope withstress, empathy, sociability and ability to work in a team etc.

• Psycho-social acute care workers are available at short notice (organisational prerequisite)

• Psycho-social acute care workers can also work in a multi-disciplinary team.

• Psycho-social acute care workers receive specialist support such as supervision, further training,etc.

• Psycho-social acute care workers are integrated in clear co-operation structures which provide thebasis for work with rescue services such as the ambulance service, fire service etc.

• Keeping a list of indications facilitates proper deployment of acute care workers and serves toprovide interfaces for follow-up care.

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Section 2:Explanations and Recommendations

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• High intensity of stress factors

• Unforeseeable nature/suddenness

• Unavoidable nature of event

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• A support function,

• A function that provides a structure and orientation and

• A function that provides access to further specialist help

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• Developing a relationship, act as interlocutor (activity of the helper)

• Understand the situation (focus: the current situation)

• Amelioration of symptoms: Permit appropriate reactions, prevent the patient from causing harm tohimself or others.

• Include people who provide support: create a community, use social resources

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• Let the patient describe the event (cognitive structuring)

• Let patients articulate their feelings and emotions (safe framework is necessary)

• Support in developing adequate strategies for coping with the situation

• Networking with institutions that are able to carry out follow-up work should this be required.

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• Sheltering the patient from curious onlookers

• Listening and accompanying the patient (not leaving patients alone, careful body contact)

• Talking to patients (conveying a sense of security: calm voice, e.g. providing information that helpis on its way).

• Physical help in obtaining further information

9

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• help overcome the current disorders

• help the patient recover his or her ability to act and make decisions and

• convey hope

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• Psychological counselling

• Psychological treatment

• Psychotherapy

• Family counselling, family therapy

• Medical and psychiatric treatment

• Self-help groups

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• To draw up a list of specialists from the field of trauma treatment,

10

• Clarification of referral conditions and charges.

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• Rapid commencement

• Safe location

• Proximity to incident

• Warmth, care

• Adequate space to talk

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• Documentation

11

• Evaluation through feedback loops (victims and requesting organisation)

• Parallel reflection

• Self evaluation

• Creation and evaluation of a favourable organisation culture by all individuals involved inemergency counselling

• Parallel scientific research

• should be used.

12

Section 3:

Additional recommendations and comments from the WorkingGroups

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• Holistic approach to victims

• Positive expectations on the part of the helper with regard to a positive outcome of the crisis

• Deal with basic needs

• Support, not treatment

• Creation of a "normal" environment

• Help activate individual and collective resources

• Multi-disciplinary co-operation

• Follow-up care – combining acute care and follow-up care

• Continuous appraisal of the situation (measures that have been taken or need to be taken)

• Evaluation after the operation

• Links with scientific research

• Mental hygiene for helpers

13

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15

Section 1:Fundamental Principles

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• Training courses must take into account the multi-disciplinary nature of the teams and provide abasic knowledge shared by all the members of the team.

• They must increase levels of practical experience and routine in interventions.

• They must provide this practical experience and routine to workers who have no experience ofworking in such emergency situations.

• They must help workers to recognise their own personal limits and the limits of interventions incrisis situations.

• They should be able to convey an image of human potential that takes the autonomy, survival skillsand creativity of victims as its starting point.

• They should convey a non-pathologising attitude to victims.

• They should make the unbearable bearable again.

• They should act as part of the selection process with regard to suitability.

• They should have scientific basis with regard to intervention techniques.

• They should be based on the idea of learning from experience and developing the resources andskills of the participants.

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• Contents of training and further training

• Length of course, completion of course and assignment (deployment on operations)

• Positioning of the course as further training

• Course organisation – didactic criteria

• Entrance qualifications for participants – individual suitability, original profession, ties to anorganisation.

• Course organisers – specialist and organisational management, co-operation, infrastructure,financing and promotion of organisation culture.

16

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17

Section 2:Explanations and Recommendations

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Training and further training for psycho-social acute care workers should promote the quality of psycho-socialacute care and contribute to increasing the professionalism of the service.

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The establishment of a psycho-social acute care training course is generally preceded by a wave of informationexplaining the purpose of psycho-social care training, the course contents, entry requirements and applicationpossibilities of acute care. This is not only for information purposes, it is also intended to serve as a first steptowards integrating these services in the organisational culture of the rescue services.

In a second, introductory phase, potential acute care workers are familiarised with the training goals, trainingphases and their potential reference groups and acquire first skills in acute care.

These skills can include:

• Structuring

• Developing and maintaining relationships

• Tension and stress regulation

• Helper identity

• Recognising the limits of the helper role and personal limits

• Active listening

In addition, the incompatibility of and differences between training and care (before/after stressful operationscarried out by professional rescue services and helpers) and acute care are dealt with.

This phase is primarily for information purposes and to give course participants the opportunity to reflect onwhether they are willing to undergo this type of training and later carry out emergency care. Participants maywithdraw from the course at any time during this phase and trainers may advise candidates against continuingwith the course at any time provided that they specify a reason.

18

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The basic course may include the following themes:

Stress in operations:

• How stress arises

• Stress factors

• Stress reactions

• Justification for dealing with stress

Introduction to psycho-traumatology:

• Acute Stress Disorder

• PTSD

• Comorbidity (aetiology, epidemiology, risk factors)

Dealing with victims (individual care):

• Characteristics of counselling discussions,

• Stages of intervention (normalisation of reactions, stimulus reduction, acceptance of the crisis,coping strategies and mechanisms, return to every day behaviour patterns)

Intervention in individual care:

• Resource work ("who needs what?")

• Recognising and utilising relationship structures

• Dealing with ones own and other people’s helplessness, anger and grief,

• The offer of "existence" and "bearing the unbearable"

• Explaining symptoms

• Preparation for any further referrals and treatment

• Recognising the end of the intervention

• Saying farewell

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• Limits and responsibility of acute carers

• follow-up care facilities

• Co-operation with other institutions and relevant service providers

19

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• Reflections on the experiences gained

• Drawing up complex care situations. The areas dealt with in these situations will be studied ingreater detail, expanded upon and taught using experience-oriented learning techniques (roleplaying, simulation games, video recordings)

• Mental hygiene for care workers: Limits of deployment, preparations for providing help

• Principles for deployment: Discussion of attitudes – offer instead of imposing help, openness toreligious convictions and world-views.

• Integration into overall assistance during large-scale operations, organisational aspects (alert, travelto location, insurance, legal basis, operations management, team management)

• Drawing up and practising rituals, crisis-accompaniment and restoration of ability to act, bearingthe unbearable, increasing counselling competence and active listening through supervisedcounselling sessions. (role playing).

• Dealing with special operational demands: Providing care for children, accidents involving smallchildren, cases of death, suicide, feelings of guilt on the part of victims, rejection, aggression, firstassignment.

• Basic rules: Organisation and alarm scheme for operations, agreements concerning the work,assistance and infrastructure for staff, regular exchange of experience, further training

• Practice: A minimum degree of practical training (deployment with emergency medical teams,ambulance service or similar rescue service) should be defined. The practical training is an integralelement of the course and a vital prerequisite for authorisation to participate in operations.

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The courses must be subject to constant evaluation both with regard to their contents and organisation.

21

Section 3:Additional recommendations and comments from the Working Groups

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Target Group:

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• They must take into account the multi-disciplinary nature of the teams and provide a basicknowledge shared by all members of the team.

• They must increase levels of practical experience and routine in intervention.

• They must provide this practical experience to workers who have no experience of working in suchemergency situations.

• They must help workers to recognise their own personal limits and the limits of interventions incrisis situations.

• They should be able to convey an image of human potential that takes the autonomy, survival skillsand creativity of victims as its starting point.

• They should convey a non-pathologising attitude that is GHVLJQHG�WR�SURPRWH�KHDOWK�to victims

• They should have a scientific basis with regard to intervention techniques.

• They should be based on the idea of learning from experience and developing the resources andskills of the participants.

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• They should take account of multi-culturalism

• They should promote team development

• They should clearly define the legal basis and responsibility.

22

• They must include the work of the rescue services.

• They should serve to identify a profile with regard to suitability.

• They should convey the ability to make the unbearable bearable.

• Or: They should convey the ability to accompany people in extreme situations or in situations ofextreme stress.

• Or: They help individuals to cope better with extreme situations.

• Or: They should convey the ability to mediate, and to provide support for people coping withextreme situations.

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• Module Mental First Aid, 4 – 8 hours

• Content and Method:

• Own stress reactions and those of victims, dealing with spectators in the form of simple learningfrom experience (examples for indications such as Sudden Infant Death Syndrome, role playingwere mentioned)

23

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• In addition to the aforementioned themes, the course should also explain how rescue organisationfunction.

• Goal: Members of CIT should not obstruct rescue organisations.

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• Ability to cope with stress

• modesty, empathy

• ability to create structures

• self-reflection and ability to work in a team

• ability to offer human support

• organisational skills

• communication skills and ability to exchange information with experts

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• Psycho-social experts were defined as: Psychologists, psychotherapists, doctors, social workers,experienced members of the rescue services, emergency pastoral care workers.

• Volunteers with practical experience

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• Addition to psycho-traumatology: Basic aspects of psychopathology, how different cultures dealwith death and dying, salutogenes.

• Addition to dealing with victims: general Mental First Aid.

• Addition to care systems in the acute sector: limits of responsibility illustrated with examples ofcausing harm to oneself or others, transition to other care models (medical) and follow-up caremodels.

• "Organisational aspects for Operations" should be dealt with in a module of its own.

• In principle it was noted that non-professionals and experts should do the basic course together sothat they can learn from one another and strengthen the team spirit.

• Maximum team size of 15 is recommended.

• Didactic considerations: Aspects of self-experience

• Encouraging team development

• Learning from experience

• Role plays

• Written case histories

• Internships and work experience should only take place if there are support structures thatguarantee that the trainee really has a chance to learn.

24

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• How is the course evaluated (trainers and trainer evaluations)

• How long is the entire course (complete training could require 100 hours, e.g. Luxembourg, e.g.Hamburg).

• Who trains – demand for a pool of qualified trainers. Trainers should have practical experience.

• Aspects relating to transfers and voluntary work were not clarified.

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• Mass psychology, maintaining the cognitive functions of helpers as there is a danger of themmelting into the mass.

• Different effects of different disasters on the population

• Violence and abuse

• Emergency psychiatry – screening

• In principle the contents of this module should refer to the indication list of the organisationproviding the acute care.

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• They should come from the field and must be able to convey knowledge for operations using casehistories.

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25

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26

Section 1:Fundamental Principles

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• Indications, target groups, threshold values for deployment

• Organisational structures of psycho-social emergency care teams

• Equipment and resources

• Alarm scheme

• Deployment scheme

• Integration of the team within the overall operation

• Follow-up care

• Operations appraisal

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27

Section 2:Explanations and Recommendations

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From an organisational perspective, the indications, the target groups to whom the services are to be offered andthreshold levels for call-outs should be defined in advance when establishing facilities for psycho-social acutecare. Subsequently, issues such as the alarm scheme, assessment scheme, equipment, integration in overalloperations, follow-up care, operations appraisal etc. must be clarified and approved.

From an organisational perspective, it would appear practical to alarm the teams within the framework of anexisting rescue organisation. These organisations can then provide the equipment for those members of the teamwho are participating in an operation, or make provisions for any necessary material, particularly with regard tobringing counsellors to the scene of the incident.

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Generally, the deployment of psycho-social acute care teams is required in cases of accidents, major disasters orincidents resulting in large-scale damage where victims, their relatives, other persons with a close relationship tothe victims, other people affected by the event and members of the rescue services are expected to show or havealready shown acute stress reactions. Further indications include the prevention of post traumatic stress reactionsamong the above group of persons or to prevent possible outbreaks of panic. The indication list in the Appendixprovides an overview of such situations.

If necessary, the term "incident with large-scale damage" can be used to define the threshold for the deploymentof psycho-social acute care workers, although in practise any incident in which one indication is present and atleast several people have been affected can lead to a deployment in order to maintain the commitment of workersand to enable them to gain valuable experience.

Steps must be taken to ensure that existing rescue organisations are adequately informed about the function andduties of the teams and that they are accepted. Efforts should be directed toward ensuring that the teams areregarded as independent organisational units and thus as specific parts of a rescue organisation or, even better, asseparate organisations that have also been called upon.

During operations at the scene of an incident the team leader will liase with the rescue services control manageror overall operations manager.

When acute care teams are called upon, it is important that a background organisation is able to ensure follow-upcare for victims. The interfaces between acute care and follow-up care must be carefully defined.

Just as important as follow-up care is the offer of supervision for members of the teams as a fixed component ofthe operation within the framework of institutionalised opportunities for assimilating the experiences of theoperation.

7HDP�2UJDQLVDWLRQIn principle, psycho-social care teams for acute care in emergency situations can consist of members from thefields of psychiatry, social work and nursing as soon as they possess specific additional training in methods ofpsycho-social acute care. Efforts should be undertaken to win a specialist from relevant fields such as a clinicalpsychologist or emergency psychologist for the team. Involvement of persons from the field of pastoral care(from all religions and denominations) is also desirable in order to provide the necessary pastoral care that mightbe required in certain situations.

28

The close co-operation with hierarchically structured rescue services and the interfaces to overall operationscontrol and operations control of other organisations that this necessitates means that psycho-social acute careteams also require an operational hierarchy or at least one person who is responsible for co-ordinating the team’swork in relation to the other organisations. The officer responsible for building up the team within a charity candefine these hierarchies in advance, or relevant rules (the first to arrive assumes this co-ordinating role) must belaid down. However, a clear team organisation is a vital demand.

&RVWVPsycho-social acute care requires resources for training and further training, for carrying out operations etc. Acomparison of the unit costs and financing models of various support organisations can provide ideas about howfinancing can be secured.

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Quality control instruments must be provided for the organisation of psycho-social acute care as well as for theorganisation of all other professional activities within the scope of the overall operation. Important organisationalprerequisites for psycho-social acute care workers such as "rapid commencement", "safe location", "proximity toincident", "adequate room for counselling and crisis intervention" etc., as well as the co-ordination of multi-professional co-operation between psycho-social acute care workers and the other groups among the professionalrescue services and helpers must be subject to continuous evaluation and improvement.

29

Section 3:Additional recommendations and comments from the Working Groups

The members of Workshop Group 3 reached the following conclusions in their discussion of Chapter Three ofthe Vienna Manifesto:

In principle, the Group agreed with the contents defined in the goals. However, the indication list should beexpanded to include aspects of social care and not merely focus on psychological care.

When drawing up an alarm scheme, measures should be taken to ensure that care teams are alerted as quickly aspossible, as it is important to ease the burden on the rescue services. The sooner the care team is on the scene, thesooner the rescue services will be able to return to their real tasks.

This principle should be remembered when drawing up the assignment plan.

At any rate, care must be taken when drawing up assignment schemes that adequate instruments are provided formaking contact with the operations control manager.

In addition to information and care material, care teams must be equipped with means for marking rescueservices during large-scale disasters or incidents with large-scale damage, as well as with appropriate means ofcommunication for making contact with the relevant operations control centre and for the members of the teamamongst each other.

Integration in the overall operation is especially important and can be achieved through confidence buildingmeasures in relation to the rescue organisations. In addition to information measures, such measures mightinclude voluntary work on the part of members of the care team in the rescue organisations.

Where necessary, follow-up care should be organised through existing institutions by suitable agencies; a broadinformation campaign to inform general practitioners was proposed. Individuals who received care should alsobe provided with information about which measures were taken with him/her and where he/she can turn ifsymptoms continue or occur after the incident.Follow-up care for the team must take place in team meetings immediately after the operation, in the form ofinstitutionalised discussions between the team and the rescue services, and supervision for the teams.

Members of the Working Group underlined the need for team compositions in the form proposed, and for thenecessity of a hierarchy both within the team and in external relations between the team and the rescueorganisation. It was unanimously agreed that the sentence: "Involvement of persons from the field of pastoralcare (from all religions and denominations) is also desirable in order to provide the necessary pastoral care thatmight be required in certain situations". "should read "Persons from the field of pastoral care (from all religionsand denominations) should be available in order to provide the necessary religious care in emergency situations.

With regard to the costs of psycho-social acute care, the group agrees with the text in the Manifesto, butproposes an addition to the effect that this type of preventive care can save costs for the treatment of subsequentdisorders and that there are advantages resulting from easing the burden on the rescue services. In principle, itshould be noted that the costs are the responsibility of the health and welfare systems.

The demand for quality control was also approved, whereby "in proximity to the incident" was supplementedwith the formulation "in order to achieve optimal integration in the operation as a whole". In addition, the Groupnoted that continuous efforts must be made to build up a relationship of trust with the rescue organisations if thequality of joint operations is to be maintained. Experience gained in operations should be continually evaluatedin co-operation with the rescue organisations in order to improve quality.

30

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31

Section 1:Fundamental Principles

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32

Section 2:Explanations and Recommendations

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A network should be built up at both a national and international level to provide a rapid and reliable exchangeof information concerning the following topics (selection):

• Co-ordination and exchange of experience concerning the equipment, alarm structure and alarmorganisation of psycho-social acute care systems.

• Definition and utilisation of interfaces between crisis management and science to continuallyimprove the quality of psycho-social acute care.

• Financing models, financing comparisons

• Pool of lecturers for training and further training

• Training and further training programmes

• Calendar of events

• Scientific publications, articles etc.

• Co-ordination of public relations work

• Strategic planning

• "Development aid" for new projects

• Initiation, co-ordination and exchange of experience for research into practical work

• Experience reports, operation reports

• Clarification and expansion of preventative elements of psycho-social acute care

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The appointment of a central "responsible agent" is mandatory at every level. This agent must be willing to bearresponsibility and act as a motor for maintenance and further development. Suitable organisations include publicbodies, administrative units of states, provinces, regions, university level) but also private organisations andNGOs.

Clearly defined organisational structures and communication levels and mechanisms to ensure the flow ofinformation must be created in each country or organisation and at each participant in the network.

A contact person at the "responsible agent" should be regarded as the central international contact person. Allinformation and initiatives are handled over this interface.

Each participant in the network should also nominate a responsible person or contact person, whoseresponsibilities are the same at a national and international level.

33

A successful initiative can only be built up with individuals who have the necessary commitment, patience andpersistency. The time that this requires is proportional to the total turnover of information. Efficient internalstructures ensure significant synergy effects and thus save time.

Unit costs should be defined in advance. The optimal use of existing communication systems – wheneverpossible up to the latest technical standard – saves costs. The required working time must also be taken intoaccount.

Faxes and all the technical opportunities provided by the Internet – including electronic mail, mobilbox, chat,distribution groups etc. – are some of the most important means of communication.

Participation entails a commitment to passing on information, cross information, the collection of information,own input, participation in chat, providing assistance etc.

Co-operation is carried out on various levels such as

• Co-operation between individual organisations: crisis management, between and among rescueorganisations and scientific institutions – continuous contacts and information, particularlyimportant in crises.

• Co-ordination of inter-regional and international operations (tourism!)

• Co-operation between regions and states (inter-regional, bilateral, multilateral)

• Contacting and developing a pool of experts for operations, training and further training, meetingsof experts and scientific contacts in the form of tele-conferences and in the chat-room.

• Co-operation with the media: Dealing with public reactions ("public emotions") taking into accountnational and regional conditions is important.

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Crisis management,rescue organisations,scientific institutions6WDWH��

Operation plans,modern communication structures.public relations worknetwork,exchange of experience,practical research

Crisis management,rescue organisations,scientific institutions6WDWH��

Crisis management,Rescue organisations5HJLRQ��

Operation plans,moderncommunication structures,public relations work,network,exchange of experiencepractical research

Crisis management,rescue organisations5HJLRQ��

General crisis management practical researchexperience reportsoperation reports

Science in general

Particular attention should be paid to the interfaces. Orientation to practical situations and practicalimplementation on a sound scientific base is extremely important. Joint research projects are an importantcontribution to further development.

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Quality control instruments must be provided for the Support Network's organisation, structures and procedures.Information and communication flows to the interfaces should be subject to continuous evaluation.

34

Section 3:Additional recommendations and comments from the Working Groups

There is no doubt about the necessity of using existing networks and expanding them with additional networks(cross-border disasters, tourism, interchange of experience, exchange of research results, training concepts,validations etc.). Operational use of networks is not precluded.

• Creation of a pan-European network with the willingness to support the network throughcontinual participation and involvement.

• Anchoring of psycho-social care in existing networks of national experts

• A status survey will form the basis for a network

• Network elements include:o List of expertso National contact persons/contact officeso Clarification of specialist questions

• Methods of network work include:o Expert meetingso Mailing list

• Exchange of experience and information, in particular concerning the regulation ofo competence’so financing issueso quality control managemento co-ordination of the private sectoro co-operation between voluntary and professional organisations

35

Appendix

36

List of Indications

37

,QGLFDWLRQV 1XPEHU�RI9LFWLPV

'HSOR\PHQW�3HUVRQQHO ,QWHUIDFHV )XUWKHU�7UHDWPHQW

Car accidents (serious casualties and/orfatalities)

1 or morepersons5 or morepersons

CIT-(ACV-) helper

CIT-(ACV-) team

Operations control centre, possiblytriage area

Hospital psychologists,emergency psychologists,or follow-up therapy

Railway accidents (serious casualties and/orfatalities)

CIT-(ACV-) teams Operations control centre, triagearea

Hospital psychologists emergencypsychologists,or further therapy

Ferry accidents (serious casualties and/orfatalities)

CIT-(ACV-) teams Operations control centre, triagearea

Hospital psychologists emergencypsychologists or further therapy

Aeroplane crashes /emergencies (serious casualties and/orfatalities)

CIT-(ACV-) teams Airport, operations control centre Hospital psychologists emergencypsychologists or further therapy

Natural disasters (earthquakes, avalanches,rock falls, floods)

CIT-(ACV-) teams Defined or specified location orvisiting work, i.e. going from placeto place

Hospital psychologists emergencypsychologists or further therapy

Cot deaths A CIT-(ACV-) helper Home, wait until requested byemergency doctor, or family

Psychotherapy or self-help groups

Sudden death of a family member (heart attackwhile eating lunch)

A CIT-(ACV-) helper Home, wait until requested byemergency doctor or family

Psychotherapy

Suicide and extended suicide (attempt) 1 person(witness)several persons

Psychologist/ a CIT-(ACV-) helperCIT- (ACV-) team

Call work, maybe accompanyingpatient home after questioning

Hospital psychologistsPsychiatric outpatients departmentor hospital treatment

Murder/attempted murder 1 person(witness)several persons

Psychologist/CIT-(ACV-) team

Call work,maybe accompanying patient homeafter questioning

Witnesses/relatives Emergencypsychologist or follow-up therapy

Terror 1 person(witness)several persons

Psychologist/CIT-(ACV-) team

Call work/make contact throughpolice

Emergency psychologist or follow-up therapy

Assassination 1 person(witness)several persons

Psychologist/CIT-(ACV-) team

Call work/make contact throughpolice

Emergency psychologistor follow-up therapy

Fires/explosions CIT-(ACV-) team(s) At a specified location nominatedby operations control centre

Emergency psychologistor follow-up therapy

38

,QGLFDWLRQV 1XPEHU�RI9LFWLPV

'HSOR\PHQW�3HUVRQQHO ,QWHUIDFHV )XUWKHU�7UHDWPHQW

Hostage taking/long robberies with hostage taking – follow-upcare

1 person(witness)several persons

PsychologistCIT-(ACV-) team(s)

Call work/make contact throughpolice

Emergency psychologistor follow-up therapy

Psycho-social care of family members 1 person(witness)several persons

Psychologist

CIT-(ACV-)team

Police call work /make contactthrough the police

Emergency psychologist- or follow-up therapy

Evacuation from a hazardous environment CIT-(ACV-)team At a specified location CIT-(ACV-) helper/ emergencypsychologist or follow-up therapy

Refugees CIT-(ACV-)teams At a specified location PsychotherapyLong search actions CIT-(ACV-) team At a specified location CIT-(ACV-) helpersSupport for helpers in acute situations One (several) CIT-

(ACV-) helper(s)At a specified location Peers

Emergency psychologistsor follow-up therapy

Follow-up care for helpers after traumaticevents

Special care specialists Interface CIT-(ACV-) helper, Rescueorganisations

39

'HILQLWLRQV�

&DOO�ZRUN��Deployment location defined as the event location. The teams or individual members of the teamscan move from one location to another, e.g. accompanying individuals.

6SHFLILHG�/RFDWLRQ��the operations control centre specifies deployment location. The teams can move to adifferent location after consultation with the operations control manager, individual team members can move to adifferent location after consultation with the head of operations.

40

List of Experts

Members of the Working Groups

41

Name 2UJDQLVDWLRQ /DQG0HXUV�VeerlePsychological Advisor

Center for Crisis PsychologyHMRA

Belgium

3HQQHZDHUW�Delphine Redcross EmergencyPsych.social Service

Belgium

5HQDUG�Isabelle inspection d'hygiène - Liège Belgium6H\QDHYH�GeertDr.

Ministry of Public Health Belgium

$MGXNRYLF�'HDQProf.

University of Zagreb,Department of Psychology

Croatia

$MGXNRYLF�MarinaProf.

University of Zagreb, Faculty of Law,Department of Social Work

Croatia

$UDPEDVLF�Lidija University of Zagreb, Faculty ofPhilosophy, Department of Psychology

Croatia

.LMQH�Birgit Danish Emergency Management Agency Denmark

/\QJ�Henrik Danish Emergency Management Agency(DEMA)

Denmark

6WHLQRY�TomB.A. Psych.

Office of Hospital Emergency Planning Denmark

)UDQF�Roger Dr. Cellule d´Urgence MädicoPsychologiqueSAMU 31 - CHU. PURPAN

France

/HGUX�CatherineD.E.A de Psychologie

SDIS 59 (Nord) France

1HYHX[�CarolineDocteur en psychologie

SDIS 59 (Nord) France

%DUGW�Malte Sächsisches Staatsministerium desInnern

Germany

+DQVHQ�Susanne Nordelbische Evangelisch-LutherischeKirche - Polizeiseelsorge

Germany

.U�JHU�HaraldDipl.-Sozialpädagoge

DRK Kreisverband Hamburg-HarburgKriseninterventionsteam

Germany

0DOOPDQQ�.DOOHQEHUJJan

Berufsfeuerwehr Düsseldorf, OPEN-TEAM

Germany

3HQQGRUI�Hans-JürgenDipl.-Ing.

Bayerisches Staatsministerium desInnern

Germany

5HLVFK�Brigitte Dr. Sanitätsamt der Bundeswehr Germany6FK�VVOHU�PeterDozent

Feuerwehr- undKatastrophenschutzschuleReinland-Pfalz

Germany

*HVVRXUD�Dimitra Hellenic National Emergency MedicineCenter

Greece

%HUJLDQQDNL�'HUPLW]DNLIoanna Dr. med.

University Mental Health ResearchInstitute an Uinv. of AthensDepartment of Psychiatry

Greece

42

Name 2UJDQLVDWLRQ /DQG.ROOLD�Zafiria Dr. Ministry of Interior

General Secretariat for Civil ProtectionGreece

+RJDQ�Sean Fire Services & Emergency Planning Sn.Dept. of the Environment & Local Govt.

Ireland

.HQQHG\�Mary Social Work DepartmentSt. James’s Hospital

Ireland

*ULJQDQL�Marco Dr. Local Health AgencyRegion Umbria

Italy

0DULQR�Roberto Dr. EOS Center for Victims of Traumas andDisastersUniversity of Pavia

Italy

%UXFN�Charles Dipl.-Ing. Ministère de l'IntérieurProtection Civile

Luxembourg

.UDXV�Léon dipl. theol. Unité de Support Psychologique Luxembourg6WHLQ�MarcDiplompsychologue

Police Grand-Ducale Direction GénéraleService Psychologique

Luxembourg

)XQGWHU�Dick Disaster managt & medical relief Netherlands.OHEHU�Rolf J.Univ.-Prof. Dr.

Universität Utrecht Netherlands

YDQ�GHU�:XUII�AnnekeDrs.

RIAGG Zwolle Netherlands

YDQ�+HQQLN��7UHHV�Anna Thérèse

de Geestgronden, Institut for MenthalhealthLocation de Amstelmere

Netherlands

0RLWD�Manuel ÁlvaroMartins Brites

Direccao Geral da Accao Social Portugal

3LQWR�Teresa MariaCardoso Dr.

National Institute for EmergencyMedicine

Portugal

+DVVOLQJ�Per Fire and Rescue Department ofGoteborg

Sweden

1LOVVRQ�Jan Fire and Rescue Services DepartmentSwedish Rescue Services Agency

Sweden

%RRFRFN�Mike The NHS Executive (Trent)Fulwood House

UnitedKingdom

5RZODQGV�AlisonDr.

Accident and Emergency Dept.Northern General Hospital

UnitedKingdom

$ODP�Barbara Ing. Amt der BurgenländischenLandesregierungAbt. II - Gemeinden und Schulen

Austria

$XHU�Martin Österreichische Bundesbahnen Austria%DQG�Andreas Akutbetreuung Wien Austria%DXHU�Anita Akutbetreuung Wien Austria%DXHU�Doris Akutbetreuung Wien Austria%LOOHE�WolfgangProf.

Evangelische Landeskirche in Österreich Austria

%UXQQHU�Werner Akutbetreuung Wien Austria

43

Name 2UJDQLVDWLRQ /DQG&KULVWRSK�Rudolf Magistratsdirektion der Stadt Wien

Hilfs- und SofortmaßnahmenAustria

&]DPOHU�Monika Pro Mente OÖPsychosozialer Notdienst

Austria

'|UIOLQJHU�Reinhold Amt der Kärntner LandesregierungAbt. Katastrophenschutz

Austria

(GHU�Bettina Dr. Magistratsabteilung 70 Austria)HQ]O�Karin Akutbetreuung Wien Austria)ULWVFK�Andrea Mag. Akutbetreuung Wien Austria*HU|�Shelley Akutbetreuung Wien Austria*LHV]HU�Karl Akutbetreuung Wien Austria*ROO�Helga DSA Kriseninterventionszentrum Wien Austria*ULOOHQKRIHU�Evelyn Magistratsdirektion der Stadt Wien

Hilfs- und SofortmaßnahmenAustria

*U�Q]ZHLJ�Rudolf Dr. Rotes DreieckKuratorium für Schutz und Sicherheit

Austria

+lPPHUOH�Peter Amt der Vorarlberger LandesregierungAbteilung IVa

Austria

+DXHU�Christl Akutbetreuung Wien Austria

+D\GDUL�Heidemarie Dr. Akutbetreuung Wien Austria+HOG�Martin Mag. Bundesministerium für Inneres

Psychologisch/Pädagogischer DienstAustria

+HU]RJ�Günter Dr.. Universitätsklinik für PsychiatrieLKH Graz

Austria

+LOOHU�Werner Magistratsdirektion der Stadt WienHilfs- und Sofortmaßnahmen

Austria

+ROOPDQQ�Claus Dr. Akutbetreuung Wien Austria-DQN�Robert Akutbetreuung Wien Austria.DOFKHU�Kurt Dr. Amt der Steiermärkischen

LandesregierungAbt. für Katastrophenschutz undLandesverteidigung

Austria

.DUOXVFK�Heinz Dr. Akademie für Sozialarbeit der StadtWien

Austria

.DVHU�Helmut Bundesministerium für InneresAbteilung III/1

Austria

.DVWO�Wolfgang Bundespolizeidirektion WienGI der Sicherheitswache,Öffentlichkeitesarbeit

Austria

.LOOPH\HU�Erich Österreichische BundesbahnenPersonalentwicklung

Austria

.LV�Peter Dr. Bundesministerium für InneresAbteilung III/1

Austria

.QHLVO�Josef Magistratsdirektion der Stadt WienHilfs- und Sofortmaßnahmen

Austria

.REHOKLUW�Agnes Akutbetreuung Wien Austria

44

Name 2UJDQLVDWLRQ /DQG.RLQLJ�Margarete Dr. Akutbetreuung Wien Austria.RUQ�Verena Mag. Akutbetreuung Wien Austria/DGHQEDXHU�WolfgangDr.

Österreicher BergrettungsdeinstLandesorganisationNiederösterreich/Wien

Austria

/DQVFK�W]HU�HelmuthDr.

Magistratsabteilung 70Station Aspern

Austria

/HLWQHU�Lothar Dr. Landesfeuerwehrverband Oberösterreich Austria/LVW�Eveline Mag. Dr. Beratungsstelle für Bundesbedienstete

VABAustria

/RKZDVVHU�ChristianDr.

Bundesministerium fürLandesverteidigungHeerespsychologischer Dienst

Austria

/XHJHU�6FKXVWHU�BrigitteDr.

Universität Wien - Institut fürPsychologie

Austria

0DFN�Valentin Amt der Kärntner LandesregierungAbt. 12 - Sanitätswesen

Austria

0DQIUHGLQL�Ina DSA Akutbetreuung Wien Austria0DWKDH�Michaela DSA ESRA Austria0D\HU�Elisabeth DSA Akutbetreuung Wien Austria0LHVVHQE|FN�SandraMag.

Akutbetreuung Wien Austria

0LNVFK�Karl Flughafen Wien AGSR-Notfall und Störung

Austria

0RUDZHW]�Rudolf Dr. Psychologisches Akut Service Austria3LULZH�Bernadette Akutbetreuung Wien Austria3XUWVFKHU�Katharina Dr. Universitätskling für Kinderchirurgie Austria5DJJDXW]�Barbara DSA Österreichisches Rotes Kreuz

ZentralschuleAustria

5DXVFK�Irene Mag. Selbständige Tätigkeit für AustrianAirlines

Austria

5LWVFKHO�SonjaMag.

Ausbildungszentrum des Wiener RotenKreuzes GmbH

Austria

6DO]HU�Monika Mag. Austria6FKLPDQHN�Peter Ing. Magistratsabteilung 68

Feuerwehr und KatastrophenschutzAustria

6FKODWWQHU�Franz BundeskanzleramtAbteilung I/A/9

Austria

6FKXO]�Edwin Amt der NiederösterreichischenLandesregierungAbt. Feuerwehr und Zivilschutz

Austria

6FKXVWHU�Peter Amt der Salzburger LandesregierungReferat Katastrophenschutz

Austria

6HGODFHN�Angelika Dr. Flughafen Wien AG Austria6WHMLF�Zora Dr. Akutbetreuung Wien Austria6WXUP�Herwig Mag. Evangelische Kirche in Österreich Austria6XGLWX�Claudiu Akutbetreuung Wien Austria

45

7DXFKHU�Josef Mag. Akutbetreuung Wien AustriaName 2UJDQLVDWLRQ /DQG7K\P�Herbert Mag. Österreichisches Rotes Kreuz Austria7LOO�Günter Akutbetreuung Wien Austria7LOO�Wolfgang DDr. Kriseninterventionszentrum Wien Austria7�UNPHQ�%DUWDLieselotte Dr.

Magistratsabteilung 11 - Amt für Jugendund FamilieSoziale Arbeit mit Familien

Austria

9LWHN�Ernst Bundespolizeidirektion WienKriminalbeamteninspektorat

Austria

9\VVRNL�David Prim.Dr. ESRA Austria:DJQHU�Hedwig, Akutbetreuung Wien Austria:DOWHU�Reinhold PeterDr.

Bundesministerium für InneresPsychologisch/Pädagogischer Dienst

Austria

:HJVFKDLGHU�Kurt Dr. Amt der OberösterreichischenLandesregierungPolizeiabteilung

Austria

:HUQHU�Hans DSA Akutbetreuung WienSozialruf Wien

Austria

:LOIDQ�Heimo DSA Akutbetreuung Wien Austria

:LQNOHU�Michaela Akutbetreuung Wien Austria:RUOLF]HN�Wolfgang Dr. Austria=HGURVVHU�Christof Universität Wien - Institut für

PsychologieArbeitsbereich Klinische Psychologie

Austria

=HPDQ�Barbara Dr. ESRA Austria