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the Dialogue 2015 | VOLUME 12 | ISSUE 1

A Quarterly Technical Assistance Journal on Disaster Behavioral Health 

Produced by the SAMHSA Disaster Technical Assistance Center 

Lessons Learned From the Ebola Response
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IN THIS ISSUE 

2 Contributors

3 Recent Technical Assistance Requests

3 Data Snapshot

4 Ebola in Africa: Q&A With Commander Jamie Seligman, LMSW-C, BCD

7 A Public Health Approach to Resilience

10 Firsthand Experience: U.S. Disaster Behavioral Health Response to Ebola

12 Recommended Resources

The Dialogue is a quarterly technical assistance journal on disaster behavioral health which 

is produced by the Substance Abuse and Mental Health Services Administration (SAMHSA)

Disaster Technical Assistance Center (DTAC). Through the pages of The Dialogue, disaster 

behavioral health professionals share information and resources while examining the 

disaster behavioral health preparedness and response issues that are important to the field. 

The Dialogue also provides a comprehensive look at the disaster training and technical 

assistance services SAMHSA DTAC provides to prepare states, territories, tribes, and local 

entities so they can deliver an effective behavioral health (mental health and substance 

misuse) response to disasters. To receive The Dialogue, please go to SAMHSA’s home 

page (http://www.samhsa.gov), enter your email address in the “Mailing List” box on the 

right, and mark the checkbox for “SAMHSA’s Disaster Technical Assistance newsletter, The 

Dialogue,” which is listed in the Newsletters section.

SAMHSA DTAC provides disaster technical assistance, training, consultation, resources, 

information exchange, and knowledge brokering to help disaster behavioral health 

professionals plan for and respond effectively to mental health and substance misuse needs 

following a disaster.

To learn more, please call 1-800-308-3515, email DTAC@samhsa.hhs.gov, or visit the 

SAMHSA DTAC website at http://www.samhsa.gov/dtac.

The Dialogue is not responsible for the information provided by any web pages, materials, or organizations referenced in this publication. Although 

The Dialogue includes valuable articles and collections of information, SAMHSA does not necessarily endorse any specific products or services 

provided by public or private organizations unless expressly stated. In addition, SAMHSA does not necessarily endorse the views expressed by such 

sites or organizations, nor does SAMHSA warrant the validity of any information or its fitness for any particular purpose.
A Quarterly Technical Assistance Journal on Disaster Behavioral Health 

Produced by the SAMHSA Disaster Technical Assistance Center the Dialogue

Ebola virus particles (blue) budding from an infected cell. 

National Institute of Allergy and Infectious Diseases, 

National Institutes of Health photo

2015 | VOLUME 12 | ISSUE 1 | PAGE 1

In This Issue 

In 2014, people across the world watched as Ebola We hope you find the experiences related in this issue 

spread throughout West Africa, especially hitting insightful. We would love to hear if you have a story 

communities in Liberia, Guinea, and Sierra Leone. to share about how Ebola in the United States or in 

Anxieties about infection were high, especially when a West Africa affected you or your colleagues. In a new 

confirmed case of Ebola was diagnosed in Dallas, Texas. feature, we’ll print select reader responses and other 

requests from the field we receive. To add your voice, This issue of The Dialogue provides an inside look or to receive technical assistance for disaster behavioral 

into the Ebola response in Monrovia, Liberia, by the health needs, email DTAC@samhsa.hhs.gov. U.S. Public Health Service (USPHS). Commissioned 

officers discuss how the Behavioral Health Branch Warmest regards,

and a special Behavioral Health Operations Group 

CAPT Erik Hierholzer, B.S.N. monitored and addressed the needs of health care 

Program Management Officer, Emergency Mental workers. In this unique and unprecedented situation, Health and Traumatic Stress Services Branch officers implemented programs to support USPHS staff 

Erik.hierholzer@samhsa.hhs.gov in Liberia as well as their families back home.

Nikki Bellamy, Ph.D. Stateside, Ebola affected Dallas in October. A provider 

Public Health Advisor, Emergency Mental Health and on the front lines of that response candidly shares his Traumatic Stress Services Branch story of supporting the behavioral health needs of an 

Nikki.bellamy@samhsa.hhs.gov individual exposed to a person with the virus. He shares 

lessons learned from his firsthand experience, giving Brenda Mannix

insight into how anxiety over infectious diseases must SAMHSA DTAC Project Director be managed, even among those whose job it is to help DTAC@samhsa.hhs.gov alleviate the anxiety of their patients.
A Quarterly Technical Assistance Journal on Disaster Behavioral Health 

Produced by the SAMHSA Disaster Technical Assistance Center the Dialogue

2015 | VOLUME 12 | ISSUE 1 | PAGE 2

Contributors 

CDR Jamie Seligman, LMSW-C, BCD, is a Program 

Project Officer in SAMHSA’s Center for Mental Health 

Services (CMHS) and a commissioned officer in the 

U.S. Public Health Service (USPHS). 

CAPT Jeff Coady, Psy.D., ABPP, 

serves as the SAMHSA Regional 

Administrator for Region 

5, which includes Illinois, 

Indiana, Michigan, Minnesota, 

Ohio, and Wisconsin, and is 

a commissioned officer in the USPHS. Dr. Coady 

has deployed in leadership positions in response to 

numerous public health catastrophes, including the 

Indian Ocean tsunami in 2004, Hurricanes Katrina and 

Rita in 2005, Hurricanes Ike and Gustav in 2008, and 

multiple tribal deployments to address suicide clusters.

CDR Erich Kleinschmidt, 

M.S.W., LICSW, is a Program 

Management Officer in 

SAMHSA’s Center for Substance 

Abuse Treatment for the 

Screening, Brief Intervention, and Referral to Treatment 

program and a commissioned officer in the USPHS. 

CDR Kleinschmidt has served as team commander for 

a USPHS disaster case management deployment team 

since 2011. 

CDR Indira Harris, M.S.W., 

LCSW, is a Public Health 

Advisor in SAMHSA’s 

CMHS for the National Child 

Traumatic Stress Initiative and a 

commissioned officer in the USPHS. CDR Harris served 

for 4 years at Fort Bragg Army Installation, Womack 

Army Medical Center, where she specialized in preand post-deployment behavioral health assessment and 

treatment and led its first embedded Behavioral Health 

Team/Clinic.

Scott Black, LMSW, is the 

owner of Transicare, Inc., in 

Dallas, Texas, which provides a 

variety of services that support 

the behavioral health needs of 

individuals and communities. He was responsible for 

responding to the last three hurricanes that affected 

Texas, during which he provided triage screening, 

enrollment, medication-assisted treatments, crisis 

intakes, Psychological First Aid, and nursing support. ■
A Quarterly Technical Assistance Journal on Disaster Behavioral Health 

Produced by the SAMHSA Disaster Technical Assistance Center the Dialogue

Recent Technical Assistance Requests

In this section, read about recent questions SAMHSA DTAC staff have answered, technical assistance (TA) requests 

received, and responses to past articles in The Dialogue. Send your questions and comments to DTAC@samhsa.hhs.gov.

Request: SAMHSA DTAC received a TA request influenza and suggests strategies for coping with related asking for information regarding avian influenza fear and anxiety. resources. The state was dealing with an outbreak http://www.apa.org/helpcenter/bird-flu.aspx affecting the flocks of a number of poultry farms. http://www.apa.org/centrodeapoyo/gripe-aviar.aspx 

(Spanish version) Response: SAMHSA DTAC provided the 

following resources: Request: In recent months, SAMHSA DTAC 

responded to requests from several states in the Midwest • Centers for Disease Control and Prevention: 

for resources regarding the behavioral health aspects Information on Avian Influenza. This web page of dealing with the avian influenza outbreak among contains links to information about avian influenza 

livestock. A conference call was planned with the state for different audiences. The language can be changed agriculture coordinators from various states, prompting to Spanish for several of the products by using the a request to SAMHSA for a brief on the psychological dropdown menu on the top right part of the page. impact of highly pathogenic Asian avian influenza A http://www.cdc.gov/flu/avianflu/ (H5N1) virus. 

• U.S. Department of Agriculture: Avian Flu. Response: SAMHSA DTAC drafted a four-page fact This web page contains several fact sheets and sheet that included background information on H5N1, brochures. A few are in Spanish. an update on the current situation, recommendations to http://www.usda.gov/avian_influenza.html prevent infection, common infectious disease behavioral 

• American Psychological Association: Preparing for health responses, and financial distress behavioral health 

Bird Flu. This tip sheet addresses concern about avian considerations as well as links to resources. ■

2015 | VOLUME 12 | ISSUE 1 | PAGE 3

Data Snapshot

SAMHSA DTAC Technical Assistance to the Field

The TA team at SAMHSA DTAC aims to be your onestop shop for disaster behavioral health resources. 

During the past year, we have provided materials, 

general support, consultation, and research to the nation. 

What can we help you with? Call SAMHSA DTAC today 

with your questions and help us meet your needs. 
2015 | VOLUME 12 | ISSUE 1 | PAGE 4

 INTERVIEW

Ebola in Africa: 

Q&A With a U.S. Public Health Service Commissioned Corps Officer

Commander Jamie Seligman, LMSW-C, BCD, Program Project Officer in SAMHSA’s Center for Mental Health 

Services, talks about his experience and lessons learned in Liberia, Africa, during the ongoing Ebola crisis.

How did you prepare for this Ebola Liberian government and internal The Behavioral Health Branch 

mission and where did you serve partners to build capacity for provided support with consultation 

in Africa? additional care. regarding MMU staff retention, 

I served on the U.S. Public Health personnel conflicts, reintegration What was your behavioral health Service (USPHS) Commissioned issues, and problem-solving team role?

Corps Ebola Response Mission at strategies. In addition, SAMHSA 

As the Section Chief of the the Monrovia Medical Unit (MMU) Region 5 Administrator, Captain Behavioral Health Branch, I in Margibi County, Liberia. We Jeff Coady, Psy.D., played a vital 

supervised three psychologists, received 7 days of Ebola-specific role as the lead of the Behavioral 

one psychiatrist, and one social preparation and training in Anniston, Health Operations Group (BHOG) worker. Our behavioral health team Alabama, and deployed to Liberia for the entire mission, coordinating 

provided force health protection, for 59 days. The MMU was a 25- behavioral health activities for 

spiritual care, direct patient and bed Ebola Treatment Unit focused officers beginning during the 

family care, and collaboration with on providing care to Liberians and pre-deployment process, training, 

stakeholders such as the Liberian international health care workers operations, and up through 

Ministry of Health and Social and responders that may have been reintegration. The BHOG was 

Welfare and the Carter Center infected with Ebola. The MMU instrumental and ensured that vital 

staff. In our force health protection was staffed by USPHS officers information was flowing from 

role, we conducted daily checks that included trained clinicians Washington, DC, to Liberia and vice with officers who experienced (doctors, physician assistants, nurse versa. (For more detail on BHOG’s 

challenges with the intensity of the practitioners, and nurses), infection role, see “A Public Health Approach 

work and high operation tempo, control officers, pharmacists, to Resilience.”) interpersonal relationship difficulties laboratory workers, behavioral with colleagues, sleep hygiene How did the Behavioral Health Branch health specialists, and administrative problems, and coping with family approach responder resilience? management staff. issues back home. Our behavioral The behavioral health team piloted 

What was your mission in Liberia? health team provided strategies and the use of the “Anticipate, Plan, 

The USPHS mission in West Africa interventions that ensured the best and Deter” (APD) Responder 

was to provide hope through care possible care for our patients and Resilience System. For the Ebola 

to Liberian and international health self-care for each officer. In addition, response teams, APD included a 

care workers and responders who the Behavioral Health Branch cross- pre-deployment responder stress 

may have the Ebola virus disease trained in donning, doffing, chlorine inoculation training, customized 

and continuing efforts with the mixing, and other collateral duties as for this deployment. During this 

needed.

A Quarterly Technical Assistance Journal on Disaster Behavioral Health 

Produced by the SAMHSA Disaster Technical Assistance Center the Dialogue
A Quarterly Technical Assistance Journal on Disaster Behavioral Health 

Produced by the SAMHSA Disaster Technical Assistance Center the Dialogue

2015 | VOLUME 12 | ISSUE 1 | PAGE 5

training, each responder developed 

an APD personal resilience plan that 

incorporated the training concepts 

for a personal strategy, taking into 

account anticipated stressors and 

individual coping and resilience 

resources. 

In addition, as part of APD, the 

officer responders were trained in the 

PsySTART Responder Self Triage 

System. PsySTART Responder is a 

rapid mental health triage tool for 

disaster or humanitarian missions. 

PsySTART Responder allowed waiting for risk to become distress health risk to officers that caused 

our officers to triage themselves and disorder, this approach allowed concern and stress. We decided to 

daily. This empowered the officers information to mitigate risk factors discontinue the use of powder mix, 

to track the presence of their trending early, at both the individual as the concentration levels were 

own risk markers and resilience and total team levels. inconsistent, and start using a liquid 

daily and cumulatively across the mixing system. We provided health 

extended course of the deployment. For example, one PsySTART risk risk information about chlorine 

Over a period of days or weeks of factor is “I have a concern about exposures and were available for deployment, officers tracked their possible chemical, biological, or any officers who wanted to talk 

own trending of risk factors over radiological exposure(s) to myself.” about their concerns. Within 1 or 

time. Armed with this information, Within a 24-hour window, the 2 days, the team-level aggregated the officers could elect to employ behavioral health team observed PsySTART reports found this risk 

their “personal resilience plan” a large spike on this risk factor factor quickly diminished. Using 

developed during our initial training that had been not present in the PsySTART for the first time to 

session in Anniston, Alabama, or team-level (aggregated) daily mitigate real-time risks proved 

they could share their daily triage or situational report. The team initially to be effective. Officers could 

cumulative triage with the embedded hypothesized a biological exposure, anonymously report a risk factor that 

behavioral health providers for since the officers were working in a could seemingly cause prolonged 

additional coping ideas or support. high-risk environment with patients distress, and the behavioral health 

Officers were then empowered by who were infected with Ebola. team investigated and mitigated 

awareness of their own self-triage However, further investigation the factor. It provided “actionable 

risk to be proactive and engage identified that the spike was actually intelligence” in the form of a 

their personal resilience plan or because of concerns over possible concrete risk factor and allowed 

seek other support resources in chemical exposure from the chlorine the behavioral health team to tackle 

a timely manner. The self-triage used as part of the decontamination the issue at the “population” level. information was de-identified of process. The behavioral health To our knowledge, the use of the 

personal information and aggregated team shared this information with PsySTART Responder System automatically using the PsySTART the command staff and the safety for real-time direct risk factor 

Responder System. Rather than team. As a result, we identified a 

Ebola Infections in Health Workers in Guinea, Sierra Leone, and Liberia

*Until 9 May 

As of 17 February

Ebola deaths are 

disproportionately 

concentrated among health 

personnel. The fact that 

health care workers are at greater 

risk of contracting Ebola 

exacerbated skill shortages in 

countries that had few 

personnel to begin with.

Source: Ebola Situation Report - 24 June, 2015, World Health Organization

TOTAL
A Quarterly Technical Assistance Journal on Disaster Behavioral Health 

Produced by the SAMHSA Disaster Technical Assistance Center the Dialogue

2015 | VOLUME 12 | ISSUE 1 | PAGE 6

Health care workers are 

21–32 times

more likely to

be infected with 

Ebola than the 

general public.

Source: World Health Organization

one-on-one calls, conference calls, intended to assist officers as they 

and email) our families while the decompressed and acclimated to 

team was deployed to Liberia. being back home. 

Together, we ensured consistent How did your family feel when they messaging and provided officers heard you were being deployed to and family members with tools Liberia?

assisting in a safe reintegration to 

For the past 8 years, I have worked home. To alleviate concerns with 

on disaster grants and have been reintegration, USPHS leadership 

deployed for disaster response many provided officers with the option 

times. To be honest, my family to postpone their return home until 

would have been surprised if I had mitigation is a further refinement their self-monitoring period had 

not been deployed. They are proud to this approach pioneered by the ended. With appropriate justification, 

of the work that I do on a daily basis behavioral health team in the officers were given the option to 

and even more proud of my work Ebola response. complete the required 21-day selfwhen I can make a difference during monitoring in alternative housing What were some of the biggest such deployments. in Maryland. As an example, I had challenges regarding reintegration originally planned to complete my back into the community? What is the most important thing you 

21-day self-monitoring period away learned during your time in Liberia? The reintegration process was a from my family because my wife I learned that Ebola is a caregiver’s great challenge and concern for most works for the school system. In the disease—the people who are at officers. The behavioral health team end, I decided to complete the self- greatest risk for infection are the spearheaded the effort in gathering monitoring period at home for the caregivers. It’s a brother, sister, pertinent information on officers 21 days and had no issues. I think it uncle, aunt, mother, father, or to help develop their reintegration is important to note and respect that medical staff member who are plans. Many officers’ family officers have their own reintegration taking care of the person who are members were conflicted about their plans and no one size fits all. at the greatest risk of contracting loved ones coming home after being 

the disease. Ebola affects the in Liberia for over 2 months. While Ultimately, due to the complexities 

whole community and not just most families knew they couldn’t of reintegration, USPHS leadership 

an individual. ■ catch Ebola from their spouse or created a 3-day debriefing for all 

partner, other people in their lives officers upon their arrival back in 

might be afraid. Because of these the United States. These 3 days were 

concerns, each officer received 

psycho-educational materials, 

including information about selfcare for family members and even 

supervisors along with federal and 

state guidelines—which was a 

challenging endeavor because each 

state has different requirements. 

The USPHS had a Family Support 

Network to support and assist (via 

About USPHS

The U.S. Public Health Service Commissioned Corps is part of the 

U.S. Department of Health and Human Services. The Commissioned 

Corps is an elite uniformed service with more than 6,800 fulltime, highly qualified public health professionals, serving the most 

underserved and vulnerable populations domestically and abroad. 

To learn more, visit the USPHS’s website at http://www.usphs.gov/. 
A Quarterly Technical Assistance Journal on Disaster Behavioral Health 

Produced by the SAMHSA Disaster Technical Assistance Center the Dialogue

2015 | VOLUME 12 | ISSUE 1 | PAGE 7

A Public Health Approach to Resilience 

Contributed by CAPT Jeff Coady, Psy.D., ABPP, SAMHSA Regional Administrator (Region 5); CDR Erich 

Kleinschmidt, M.S.W., LICSW, Program Management Officer, SAMHSA Center for Substance Abuse Treatment; and 

CDR Indira Harris, M.S.W., LCSW, Public Health Advisor, SAMHSA Center for Mental Health Services 

As part of the whole-government of deployment, a novel virus, and and reintegration. Previous USPHS 

response to addressing the Ebola austere living conditions. resilience efforts focused on 

virus outbreak in West Africa in individuals and the deployed team; To more effectively mitigate the 2014, U.S. Public Health Service but given the novelty of Ebola as stressors for officers and their (USPHS) Commissioned Corps an infectious disease and the global families, the USPHS Office officers deployed to stand up and fear of an epidemic, it was critical of Readiness and Deployment operate an Ebola Treatment Unit in for BHOG to include families, loved 

Operations Group (RedDOG) Monrovia, Liberia. While officers ones, and communities. 

implemented a Behavioral Health and teams have previously deployed Operations Group (BHOG), The programs included the following: for multiple crises and are trained in 

which implemented unique methods that promote resilience, the •USPHS officers provided a biweekly programs across the lifespan Ebola virus deployment presented speaker series for families and loved of the deployment for both a unique and unprecedented set ones of deployed personnel on topics officers and families during pre- of stressors to officers and their including Ebola 101, helping children deployment, training, operations, families, including longer lengths during deployment, and reintegration, 

to promote resilience.

•Reintegration specialists assigned to 

each officer provided peer support, 

direct active monitoring, and linkages 

to community-based resources and 

federal resources. Moreover, BHOG 

implemented unique programs to 

WHAT IS A PUBLIC HEALTH APPROACH? 

A public health approach to resilience promotes emotional wellness 

not only of the individual, but the team as a community. A public health 

approach includes a focus on data to inform planning, development of 

structures and systems to support individuals, and engagement with 

the family and community where the officer resides.

This photo was taken during the “decompression period” of the Ebola response, which was a 3-day period when the team 

from Liberia first returned to the United States to rest and prepare for the Ebola monitoring and general reintegration 

back to normal life. The officers are (left to right) CDR Antoine Smith, LCDR Aisha Faria, CDR Erich Kleinschmidt, CDR 

Tarsha Cavanaugh, CDR Aileen Renolayan, and CAPT Tammie Howard. Photo: USPHS/CAPT Cynthia Rubio
A Quarterly Technical Assistance Journal on Disaster Behavioral Health 

Produced by the SAMHSA Disaster Technical Assistance Center the Dialogue

2015 | VOLUME 12 | ISSUE 1 | PAGE 8

mitigate the stressors for officers and 

their families. 

A comprehensive public health 

approach to resilience served as 

the overall strategy for resilience. 

The public health approach was 

data informed, integrated, and 

connected across the lifespan of 

the deployment as well as 

post-deployment.

REINTEGRATION 

 Continuation of social support, 

 case management, and early 

 screening and referral to 

 treatment increased the 

 likelihood of successful 

 reunification of officer 

 and family.

 DEPLOYMENT:

 MMU IN LIBERIA AND

 DOMESTIC OPERATIONS 

During deployment, resilience is 

promoted as a public health 

topic, as it affects the collective 

performance of the team, 

the individual officer, 

and the family. 

TRAINING

 Providing officers and their 

 families with coping 

 skills to enhance resilience 

 helps increase protective 

 factors.

 PRE-DEPLOYMENT 

 Early engagement with the 

 officer and their family helps 

 to promote resilience and mitigate 

potential behavioral health issues.

Preparing for Deployment

Before deployment, the Family 

Support Network (FSN) promoted 

resilience within the family. The 

FSN assigned each family a local 

“sponsor” to provide limited 

domestic and social support. 

Sponsors received training on 

Psychological First Aid as a 

means to facilitate resilience. FSN 

operated a 24-hour hotline that including the SAMHSA Behavioral instrument daily to monitor their 

families could call to answer any Health Treatment Services Locator exposure to traumatic stress, which 

immediate questions or concerns. (https://findtreatment.samhsa.gov) can indicate resilience levels in real 

The officers and their families and tips for caregivers, parents, time. Just as officers would take their 

received SAMHSA tip sheets on and teachers on how to talk temperature daily, the triage provided 

preparing for deployment and with children during infectious a daily emotional barometer for each 

maintaining resilience to promote disease outbreaks. officer, as well as overall resilience of 

early awareness of emotional health the entire team. 

In addition, officers received 6 and behavioral health literacy.

hours of resilience training in their 

FSN also developed a weekly Deployment: MMU in Liberia pre-deployment schedule. The 

speaker series based upon the most and Domestic Operations training included a series of selftypical identified needs of families control techniques: sleep hygiene, During deployment, families received 

during the deployment, ranging deep breathing, relaxation, and information and resources on Ebola 

from preparing for a deployment visualization. Officers received to address social exclusion. During 

and supporting children during a a stress inoculation as part of the 2014 outbreak, fears of acquiring 

deployment to taking an “Ebola a resilience plan during which Ebola were prevalent and based on 

101” course. SAMHSA USPHS officers anticipated their greatest misinformation. Many returning 

officers helped present the speaker stressors during a deployment and health care workers from West 

series. Most presentations contained devised a personal plan for coping. Africa and their families experienced 

links to SAMHSA resources, They completed a short self-triage prejudice and discrimination in 
A Quarterly Technical Assistance Journal on Disaster Behavioral Health 

Produced by the SAMHSA Disaster Technical Assistance Center the Dialogue

2015 | VOLUME 12 | ISSUE 1 | PAGE 9

community settings such as schools being discriminated against for ensured that officers completed 

and the workplace. If families their connection with someone post-deployment behavioral health 

encountered situations that were deployed to a country with Ebola. screenings and referred them to the 

particularly challenging, they could A newsletter in the MMU provided appropriate providers for followuse the established hotline and a key opportunity for public health up screening, if necessary. They 

work directly with the RedDOG to messaging. Behavioral health engaged with officers for 60 days 

mitigate the situation. officers provided ongoing prevention post-deployment with decreasing 

and treatment services as needed to frequency of contact over time.

Behavioral health officers at the the team.

Monrovia Medical Unit (MMU) in The unprecedented Ebola virus 

Liberia (which included a SAMHSA outbreak required innovative means Coming Home USPHS officer—see “Ebola in and methods to ensure resilience 

Africa: Q&A With a U.S. Public The FSN sponsor continued to for those deployed, their families, 

Health Service Commissioned support the family for 30 days and their communities. A public 

Corps Officer”) integrated into following the officers’ return health approach, maintained across 

team operations, from the doffing from Liberia. The FSN sponsors the lifespan of the deployment, was 

and donning of personal protective collaborated with other individuals necessary to build and maintain 

equipment to pre- and post-shift supporting the officer to coordinate resilience. This unique response 

huddles with the various MMU and inform support activities. to the Ebola crisis highlights the 

branches. Behavioral health officers importance of partnerships among While at the MMU, officers provided ongoing consultation to many agencies when using a public identified what they most looked the Chief Medical Officer and Team health approach. This model is 

forward to in returning home, as Commander. They engaged their scalable and sustainable for officer 

well as their possible concerns. teammates in a wide variety of and family support in the U.S. 

Upon return home, a reintegration settings to extend behavioral health Public Health Service. ■

specialist helped each officer by beyond the four walls of a clinic linking him or her to community- office by proactively engaging the based or federal resources as needed. team where officers lived, worked, 

State and local health departments, and socialized. 

through the reintegration specialist, 

Anonymous, aggregated data from monitored officers twice daily. The 

the officer self-triage provided establishment of this relationship 

a snapshot of the resilience and allowed for dedicated time and 

traumatic stress exposure on a daily ongoing engagement with the 

basis. The aggregated data, coupled returning officers. Officers could 

with on-the-ground information, discuss pertinent post-deployment 

helped team leaders be aware of reintegration needs such as 

resilience levels and facilitate challenges with returning to work, 

behavioral health planning and reconnecting with family, and 

resilience messaging. Besides coping with the separation from 

the stress of being exposed to a officers with whom they deployed in 

novel agent, common stressors Liberia. 

included separation from family Reintegration specialists also and concerns for family members 

WHAT IS RESILIENCE? 

Resilience is the ability of an 

individual to adapt to stressful 

and adverse situations. For a 

team, resilience is critical in 

being able to achieve optimal 

performance. 

For an ongoing discussion, 

listen to the SAMHSA DTAC 

podcast series, Resiliency in 

Disaster Behavioral Health

at http://www.samhsa.gov/

dtac/webinars-podcasts/

resiliency-in-disasterbehavioral-health.
A Quarterly Technical Assistance Journal on Disaster Behavioral Health 

Produced by the SAMHSA Disaster Technical Assistance Center the Dialogue

2015 | VOLUME 12 | ISSUE 1 | PAGE 10

Firsthand Experience: 

U.S. Disaster Behavioral 

Health Response to Ebola 

Contributed by Scott Black, LMSW, Owner, Transicare, Inc. 

October 4, 2014, in Dallas, Texas, transportation, screening, anxiety. Additionally, upon returning 

was a typical Saturday of soccer care coordination, pharmacy to the office, I became aware that my 

with my daughter until I received coordination, psychiatric nursing, staff were showing signs of distress. 

a call from a colleague to initiate Psychological First Aid, and Despite being educated about Ebola 

behavioral health services for crisis intervention. For Ebola, and knowing that our involvement 

a person being involuntarily services were limited to meeting was limited to an asymptomatic 

quarantined following exposure to the needs of one individual who person, some people would not 

the bodily fluids of the first U.S. was involuntarily quarantined. My come near us. The panic and fear 

case of Ebola. Gripped by fear, business partner, Bonnie Athens, spread like a tsunami. Providers 

recalling Richard Preston’s The Hot RN, and I made the decision to limit refused to assist. Food vendors 

Zone about Ebola, and considering exposure to only the two of us until placed the food outside the door for 

the potential risk to my family, my we could better assess the landscape. our client, knocked, and ran away. 

first reaction was to say, “I’m sorry. I In the initial exchange, the client The panic and fear followed me to cannot help you on this one.” disclosed flu-like symptoms to us 

my personal life. After the initial that he stated he had not disclosed 

Although I agreed to step in the visit with our client, we were called to the Centers for Disease Control 

following day, my initial reaction out a second time that afternoon and Prevention (CDC) staff that 

turned out to be a common theme because of reported increased client had cleared him just minutes 

in our collective effort. For me, the distress. About the time we had before. I had read the World Health 

most salient lesson learned from developed a collaborative plan with Organization (WHO) information 

this high-stress, unique situation the client, representatives from about transmission, but wrestled 

was figuring out how to participate the U.S. Department of Homeland with a question I had asked the CDC 

in a system response when I was Security announced the client team lead before I knew the person frequently in fight or flight. In my would be moved within a few I would assist: “If a 100-degree view, it is critical to acknowledge minutes. In the unfolding chaos fever is our line in the sand, is there 

the climate of fear and uncertainty and crisis management, I ended up not increased transmission risk for 

that framed service implementation, handling the client’s personal items people who may not mount a typical 

delivery, and exit planning, as all and clothing to pack them for the febrile response?” 

operations were affected by it. transfer. Although I wore gloves, 

That question was not resolved my mind repeatedly turned over the My company, Transicare, was before my first encounter, and possibility of Patient Zero’s bodily involved in the natural disaster following the client’s disclosure of fluids being on our client’s clothes responses to Hurricanes Katrina, flu-like symptoms, I found myself and now, on me. I then decided I 

Gustav, and Ike, which entailed saddled with managing my own could not live with the possibility of delivery of services including 
A Quarterly Technical Assistance Journal on Disaster Behavioral Health 

Produced by the SAMHSA Disaster Technical Assistance Center the Dialogue

2015 | VOLUME 12 | ISSUE 1 | PAGE 11

responses. Behavioral health had not West Africa. Personable, authentic, 

been integrated into initial planning and accessible, he was an invaluable 

or the incident command structure resource. This experience made clear 

as in former disasters. Consequently, to me that public education about an 

various agencies would unknown and fear-inducing threat 

unpredictably become engaged like Ebola needs to be strategically 

with our client and operate from a tailored in terms of content, form, 

different set of priorities, at times and mode of delivery, commensurate 

causing significant disruption in with the overall climate.

our crisis stabilization effort. Policy exposing my family to any hint of • Critical incident stress management about personal protective equipment fluids and decided to stay in a hotel. is critical and cannot be minimized. (PPE) was evolving as our This significantly distressed my The level of support provided by the quarantine period unfolded. Some wife, who also had become afraid to managed care company’s support providers might arrive in complete be near me. team, which worked with me and my PPE, while others would only use 

team, was incomparable. Without I felt completely isolated and began gloves. Combined with nonstop, 

the accessibility to processing, to enter the roller coaster world of often inflamed, media coverage, the debriefing, and normalizing the fight or flight. My focus became overall climate was one in which 

extraordinary circumstances, I do finding a subject matter expert we repeatedly had to reestablish 

not believe we would have achieved whom I could trust. Thankfully, our equilibrium—not only with our 

our successful outcome. an Epidemiological Intelligence client, but with ourselves as well. 

Service (EIS) officer from CDC • The breakdown of the command The confluence of these contextual unknowingly became my de facto structure translated into lack of issues provides the foundation support, intermittently helping me to clarity about roles, bidirectional for some of the lessons I came reground myself and restore a sense communication, and other away with: of safety and order. Although I had structural issues, which equated to 

only earlier in that same day—and • It was helpful to receive education unnecessary frustration, isolation, 

formerly in prior disasters—filled via television and tip sheets from and increased stress. The sustained, 

the role of being the calm and WHO and Texas Health Presbyterian extraordinary fear and uncertainty 

supportive person, I now was the Hospital, but the information was characterizing this disaster response 

person in desperate need of that insufficient for providers once the was in stark contrast to the last 

form of support. theoretical situation became real. three natural disaster responses in 

Too many inconsistencies came which I have participated. I feel The involvement of Homeland out in the media, which served to privileged to have had the rare Security noted above exemplifies an exacerbate distrust. I had access to experience of seeing how this affects additional theme that differentiated an EIS officer who was a subject response implementation and the this disaster response from “typical” matter expert and who had been in preparedness needs it highlights. ■

Despite being educated about Ebola and knowing that our 

involvement was limited to an asymptomatic person, 

some people would not come near us. The panic and fear 

spread like a tsunami.
A Quarterly Technical Assistance Journal on Disaster Behavioral Health 

Produced by the SAMHSA Disaster Technical Assistance Center the Dialogue

2015 | VOLUME 12 | ISSUE 1 | PAGE 12

 RECOMMENDED RESOURCES 

Behavioral Health Response to 

Ebola Webcast

In 2014, four health care providers in Dallas, Texas, 

responded to the high-stress situation of supporting a 

quarantined individual who was homeless during the 

Ebola outbreak. In this webcast, they share their lessons 

learned and emphasize the importance of coordinating 

and integrating behavioral health into disaster 

preparedness and response plans.

View the webcast at https://www.youtube.com/watch?

v=MFLBFEb2dok&feature=youtu.be

Immediate Disaster Response—

Ebola Outbreak in 2014

This installment of SAMHSA’s Disaster Behavioral 

Health Information Series focuses on the 2014 outbreak 

of the Ebola virus. Behavioral health professionals can 

use these resources to help plan and prepare for future 

infectious disease outbreaks. It also contains links to 

organizations, agencies, and other resources that address 

Ebola planning, preparedness, and response. 

View the installment at http://www.samhsa.gov/dbhiscollections/ebola?term=Ebola%20Outbreak-DBHIS

Taking Care of Your Behavioral 

Health During an Infectious 

Disease Outbreak

This tip sheet explains social distancing, quarantine, and 

isolation in the event of an infectious disease outbreak, 

such as Ebola. It discusses feelings and thoughts that 

may arise during this time and suggests ways to cope 

and support yourself and loved ones during such an 

experience. 

Read and download the tip sheet at http://store.samhsa.

gov/product/SMA14-4894

Talking With Children During 

Infectious Disease Outbreaks

This tip sheet equips parents, caregivers, and teachers 

with tips for helping children manage their stress during 

an infectious disease outbreak. It explains reactions 

children—preschool age to adolescence—may have and 

the support adults can provide to help them.

Read and download the tip sheet at http://store.samhsa.

gov/product/Talking-With-Children-Tips-forCaregivers-Parents-and-Teachers-During-InfectiousDisease-Outbreaks/SMA14-4886

Coping With Stress During Infectious 

Disease Outbreaks

This tip sheet offers practical ways people can cope with 

stress during an outbreak of an infectious disease. It 

explains common signs of stress and how to recognize 

when to get help.

Read and download the tip sheet at http://store.samhsa.

gov/product/Coping-with-Stress-During-InfectiousDisease-Outbreaks/SMA14-4885. ■
∙

Behavioral Health is 

 Essential To Health

Prevention Works

Treatment is Effective

 People Recover

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