Abstract
Many who work in EMS roles are suffering from significant mental health conditions, or are just plain burnt out. Under-resourced, taken for granted, and expected to be impervious to severe workplace stress—it seems unsustainable. Is it time to rethink responder “resiliency” and examine the obligations of organizational leadership to protect the mental health of their most valuable asset? The articles and research in this supplement were authored by Mark Layson, a first responder and PhD researcher at Charles Sturt University in Australia who has worked in police and firefighter roles as well as an ambulance chaplain in Sydney, Australia.
