Geries Shaheen • February 16, 2023

Zero Suicide: A Model to Live By

Suicide is a leading cause of death in the United States: According to the Centers for Disease Control and Prevention (CDC), suicide is the 10th leading cause of death in the United States, with a rate of 14.0 suicides per 100,000 people in 2020.


Suicide rates have been increasing in recent years: The CDC reports that suicide rates in the United States have been increasing since 1999, with the highest rate recorded in 2020.


Access to mental health services is a key factor in preventing suicide: Studies have shown that access to mental health services can play a critical role in preventing suicide. However, only about half of individuals in the United States with a mental illness receive treatment, which can lead to a higher risk of suicide. Improving access to mental health services, especially for those at high risk of suicide, is a key factor in reducing the rate of suicide.


This past year, I have had the opportunity to receive extensive training in the Zero Suicide Model, as well as join a Zero Suicide Collaborative! Yes, these exist!


The Zero Suicide Model is a comprehensive approach to suicide prevention in healthcare organizations. It is based on the idea that suicide deaths for individuals under the care of health systems are preventable, and it aims to reduce the number of suicide deaths through a combination of clinical, organizational, and cultural changes. The Zero Suicide Institute is a non-profit organization that provides training, resources, and technical assistance to healthcare organizations to implement the Zero Suicide Model.


This Model is an evidence-based approach that has been shown to reduce suicide deaths in health systems. It consists of seven key components: leadership commitment, clinical best practices, a suicide care management team, data-driven quality improvement, suicide risk assessment, and safety planning, employee training and cultural competence, and ongoing evaluation and improvement.

Leadership commitment is essential to the success of the Zero Suicide Model. The organization's leadership must make a public commitment to the prevention of suicide deaths and create an infrastructure to support the implementation of the model. This includes ensuring that the resources and support are in place for the staff to implement the model effectively.

Clinical best practices are an important component of the Zero Suicide Model. This includes evidence-based assessments, risk stratification, and evidence-based treatments for those at risk of suicide. It is essential for healthcare organizations to provide their staff with the training and resources they need to effectively assess and treat individuals at risk of suicide.

The Zero Suicide Model also includes a suicide care management team, which is responsible for ensuring that all patients at risk of suicide receive appropriate care. This team should include individuals from various departments, such as psychiatry, nursing, social work, and primary care. The team should also have the resources and support they need to effectively coordinate care for patients at risk of suicide.

Data-driven quality improvement is a crucial component of the Zero Suicide Model. This involves regularly collecting and analyzing data to monitor the effectiveness of the model and identify areas for improvement. The data should be used to inform clinical decision-making and guide the development of new best practices for suicide prevention.


Suicide risk assessment and safety planning are critical components of the Zero Suicide Model. All patients at risk of suicide should receive a comprehensive assessment to determine their level of risk and develop a safety plan to reduce that risk. This safety plan should include information on warning signs, coping strategies, and the steps to take in the event of a crisis.

Employee training and cultural competence are also important components of the Zero Suicide Model. All staff, including those who may not work directly with patients, should receive training on suicide prevention and risk assessment. This training should help staff understand the warning signs of suicide, how to respond to a crisis, and how to provide appropriate referrals for those at risk of suicide.

Finally, ongoing evaluation and improvement are essential to the success of the Zero Suicide Model. Regular evaluations should be conducted to monitor the effectiveness of the model and identify areas for improvement. This feedback should be used to make ongoing improvements to the model, to ensure that it remains effective in reducing the number of suicide deaths.


Consider these action steps in confronting suicide prevention in your agency or practice:


1) Integrative in-depth charting that showcases the golden thread regarding suicide prevention. A data-driven system that showcases comparative charts. How many clients indicated having suicidal hx, or suicidal ideation? Of these, how many received a safety plan? Of those, how many clients indicated utilizing said safety plan? Collectively, how many were assessed within sessions at each session for suicidality? This data-driven approach will help bring to light any gaps that may exist systematically.


2) Consider surveying your agency annually and upon hire. How many of your workforce know how to respond if another staff, a stakeholder, or a client presents signs of suicidality? For a long time, suicidality has been seen as a personal concept not to be discussed. This Model suggests the opposite. Suicide is a community disruptor, and thus it is everyone’s responsibility. You may be surprised at your findings. Connecting training completion numbers will also give you a sense of security knowing your agency is on the same page regarding suicide prevention.


3) Incident Reporting monitoring for charting EMS and Hospitalizations. Indicating how many are related directly to suicidality.


4) Collaboration with staff/ teams in developing effective/evidence-based responses to suicidality. These are to be constructed as action steps within the incident reports themselves. Mitigation both from a formal lens, and a 1x1 approach.


5) Incorporating accessibility to mental health services (even if they are not through you or your agency) after hours 24/7. Accessible care does not always mean it must be territorial care- you can not be all things to all people all of the time. Consider a variety of tools/ hotlines/ apps/ community centers/ private practices as means to equip the client.


In the most recent Zero Suicide Collaborative meeting, we discussed IFS- internal family systems, as well as the development/ implementation of Peer-Led Suicide Prevention groups. Derek Vaughn from the Gibson center in Cape Girardeau Missouri reflected on their groups called the 988 group.

We viewed resources like the following: 


https://drexel.edu/familyintervention/abft-training-program/abft-training/Self%20Paced%20Course/

https://didihirsch.org/download-best-practices-manuals-toolkits/

We even had a rep from the Missouri Department of Mental Health (DMH)/ Casey Muckler, showcase a new magazine type resources rolling out to schools! See below



https://www.flipsnack.com/pathtomysuccessprograms/988_guide-for-schools/full-view.html


In conclusion, the Zero Suicide Model is a comprehensive approach to suicide prevention that has been shown to be effective in reducing the number of suicide deaths in health systems. The Zero Suicide Institute provides training, resources, and technical assistance to healthcare organizations to implement the model effectively. By implementing the Zero Suicide Model, healthcare organizations can play a critical role in preventing suicide deaths and improving the lives of individuals at risk of suicide.


Geries Shaheen is a Licensed Professional Counselor and Nationally Certified Counselor operating in and around St. Louis Missouri. Geries holds his MA in Professional Counseling from Lindenwood University, BA in Intercultural Studies from Lincoln Christian University, and holds a certificate in Life Coaching, Geries provides life coaching services to clients online globally. Geries is EMDR trained and DBT Certified, practicing from a TIC lens.The body content of your post goes here. To edit this text, click on it and delete this default text and start typing your own or paste your own from a different source.

Pioneer Counseling Blog

By Geries Shaheen • October 22, 2026
For a new client (and therapist), the first session can carry plenty of unspoken questions: What am I expected to share? Who will hear about it? What if I’m not ready to talk? Before exploring what brought someone through the door, therapists have an opportunity to make the process clearer, and invite the client into a working partnership. A thoughtful introduction brings together warmth, informed consent, professional boundaries, and client choice. For provisionally licensed counselors, it also means explaining supervision in a way that feels transparent and reassuring. The template below offers a starting point for that conversation. Adapt it to your voice, your practice’s policies, and the person sitting across from you, leaving room for questions along the way. “Hi, I’m _____, a provisional licensed professional counselor in Missouri. I’m glad we could find a time to meet. “You mentioned _____ in your intake paperwork. Today, I’d like to understand those concerns in your own words, learn what you hope will change, and talk together about how I can help. “Before we begin, I want to review a few things about counseling. I practice under the clinical supervision of _____, LPC. My supervisor reviews my clinical work, and we may discuss your care and review relevant records as part of that supervision. “Counseling can help you understand patterns, develop skills, and work toward changes that matter to you. Sometimes discussing difficult experiences brings up uncomfortable feelings. You can tell me when something feels overwhelming, ask to pause, or let me know when an approach is not helping. “Your privacy matters. What you share is confidential, with certain limits explained in our consent paperwork. These include legally required reports of suspected abuse or neglect, situations involving serious safety concerns that may require protective action, and disclosures required by applicable law or a court order. If a legal request for information comes in, we review the requirements before responding. Whenever possible and appropriate, I will discuss a necessary disclosure with you first. “You can talk openly about thoughts of suicide or harming yourself. Having those thoughts does not automatically mean hospitalization; I will ask questions so we can understand your safety needs and determine the appropriate support. “I use _____ approaches. I’ll explain what I recommend, why it may help, and any relevant risks or alternatives. You can ask questions, decline an intervention, and give me feedback. “You’re in the captain’s chair when it comes to your goals and choices. My role is to bring structure, clinical guidance, and attention to safety. We’ll develop a treatment plan together and revisit it as your needs change. If we find that another therapist or service would better meet your needs, we can discuss that and appropriate referrals. “[Review session arrangements, fees, communication boundaries, emergency procedures, and any setting-specific confidentiality policies.] “What questions or concerns do you have about what we’ve reviewed? Are you comfortable proceeding? “What brings you here at this point in your life, and what would you most like help with?” Additional checkboxes: For the remaining first-session checklist, I would add: ☐ Session length, frequency, fees, insurance, and cancellation expectations. ☐ How to contact the therapist, expected response times, and what to do during an emergency or outside office hours. ☐ How records are maintained, who can access them, and any applicable billing disclosures. ☐ Questions, understanding, and documented consent to proceed. ☐ When applicable: telehealth location/privacy/disconnection procedures; guardian involvement and minor confidentiality; couples/group confidentiality policies; mandated treatment and what gets reported to the referring party. ☐ Separate explanation and consent for recording or observation, if used. A clear introduction sets the stage. How you manage the rest of the session helps turn those words into a therapeutic experience. Here are ten practical tips for keeping initial sessions welcoming, purposeful, and within the allotted time. Set a flexible agenda together. Briefly explain what today will include: introductions, informed consent, understanding the client’s concerns, and identifying next steps. Ask what the client most wants to make sure you address. Maintain a steady cadence. Give clients room to think, feel, and respond while keeping an eye on the clock. Use gentle transitions rather than rushing through questions or allowing the opening discussion to consume the entire session. Make time checks collaborative. Try, “We have about twenty minutes left. What feels most important to spend that time on?” This helps clients participate in prioritizing the conversation. Prepare the client for the ending. Offer a reminder about ten minutes before the session ends, then begin closing with enough time to summarize, check emotional readiness, and discuss next steps. A predictable ending helps prevent the client from feeling abruptly cut off. Be thoughtful about opening difficult material late in the session. If a significant concern emerges near the end, acknowledge its importance and assess immediate needs. Collaborate on what can be addressed today and what needs dedicated time next session. Safety concerns require appropriate assessment and action regardless of the clock. Take concise, precise working notes. Capture clinically relevant themes, meaningful changes, interventions provided, the client’s response, and follow-up needs. Brief phrases can support accurate progress-note writing later without turning the session into a transcription exercise. Store all notes according to practice policy and privacy requirements. Keep your attention with the client. Explain why you may jot down a few notes, maintain natural eye contact, and pause writing during emotionally significant moments. Your notes should support your presence in the room. Check understanding in small pieces. Pause during the introduction and informed-consent discussion. “What questions does that bring up?” often invites more conversation than “Does that make sense?” Give the client space to clarify concerns before moving on. Reflect before moving to solutions. Summarize what you understand and ask whether you have it right. Initial sessions can feel crowded with assessment tasks; a brief reflection helps the client feel heard and keeps your clinical understanding grounded in their experience. Close with a shared summary and a clear next step. Identify the main themes, ask what felt useful or difficult, and agree on the next focus. Confirm scheduling and any between-session plan. Complete the progress note promptly afterward, while your recollection is fresh. Use OARS to keep the conversation collaborative. Incorporate open-ended questions, affirmations, reflections, and summaries throughout the session. Balance questions with reflections so the client feels heard rather than interviewed. Affirm specific strengths and efforts, and use summaries to check your understanding and transition between topics. Maintain an ongoing mental status lens. Quietly observe the client’s presentation throughout the session, including appearance, behavior, speech, mood and affect, thought process, attention, and orientation. Integrate these observations naturally rather than treating the Mental Status Examination (MSE) as a separate interrogation. Ask direct questions when clarification is needed, and document only what you observed or assessed; areas such as thought content, perception, and safety cannot be established through observation alone. Begin developing a diagnostic formulation. Organize the information gathered into possible explanations for the client’s concerns. Consider symptom duration, severity, functional impact, history, cultural context, and potential medical or substance-related contributors. Keep early impressions tentative, distinguish the client’s report from your observations, and identify what additional assessment is needed. Bring diagnostic questions and competing explanations to supervision rather than rushing to a conclusion. The first session does not need to answer every question or uncover every part of a client’s story. It should give the client a clearer understanding of counseling, an opportunity to feel heard, and a voice in what happens next. For developing therapists, balancing connection, assessment, documentation, and time takes practice. Use this introduction and these tips as a flexible guide, then bring your questions and observations to supervision. Notice what helped the conversation flow, where you felt rushed, and what you want to approach differently next time. Aim to end the session with the client knowing three things: what to expect, how they can participate, and that their concerns have been taken seriously. Geries Shaheen is a Licensed Professional Counselor and Nationally Certified Counselor operating in and around St. Louis Missouri. Geries holds his MA in Professional Counseling from Lindenwood University, BA in Intercultural Studies from Lincoln Christian University, and holds a certificate in Life Coaching, Geries provides life coaching services to clients online globally. Geries is EMDR trained and DBT Certified, practicing from a TIC lens.
By Geries Shaheen • August 11, 2026
Conversations about DSM-6 are growing louder in professional spaces . Industry leaders, researchers, and clinicians are sharing insights about what the next revision of the Diagnostic and Statistical Manual of Mental Disorders may look like. Some projections suggest a potential release window around 2029 to 2030 , though the American Psychiatric Association has not formally confirmed a publication date. For Licensed Professional Counselors, it is important to distinguish between confirmed information and thoughtful speculation. What follows is a grounded overview of both.  What Is Officially Confirmed There has been talks of the next DSM potentially being names something totally different, as well as potentially being a living breathing document housed online rather than a printed material. This has led to thoughts that it will include a full structural overhaul as it aims to find a balance between psychiatric insight as well as lived experience data. At the moment, there has been no official announcement of: A finalized DSM-6 release date A confirmed structural overhaul A change in name Adoption of biomarkers as diagnostic requirements The APA has historically used multi-year committee processes for revision, as documented during the development of DSM-5 (Regier et al., 2013, American Journal of Psychiatry). Any specific timeline, including projections of 2029 to 2030, remains speculative unless formally announced by the APA. Documented Criticisms of the DSM Many of the concerns you listed are well documented in peer-reviewed literature, including in the American Journal of Psychiatry. Historically cited critiques include: • The DSM uses a categorical model, which may not fully capture dimensional or nuanced symptom presentations. • Emphasis on diagnostic reliability has sometimes been prioritized over diagnostic validity. • Limited integration of biological markers despite advances in neuroscience. • Heavy reliance on expert consensus panels. • Concerns about Western cultural bias in diagnostic framing. These critiques have appeared in academic discussions surrounding DSM-5 and broader psychiatric nosology debates (Hyman, 2010; Regier et al., 2013). What is important to note is that these criticisms are part of ongoing scholarly dialogue. They do not automatically predict specific DSM-6 changes. Themes Being Discussed in Professional Circles While not formally confirmed, several themes are widely discussed among researchers and leaders: 1. Greater Dimensional Integration DSM-5 already introduced cross-cutting symptom measures and severity scales. Continued movement toward dimensional models is supported in academic literature (Krueger & Markon, 2014). A future DSM may further integrate dimensional frameworks alongside categorical diagnoses. 2. Stronger Alignment with ICD There has been ongoing effort to harmonize DSM diagnostic codes with the International Classification of Diseases, maintained by the World Health Organization. Future revisions may continue this integration to improve global diagnostic consistency. 3. Inclusion of Biomarkers Despite significant neuroscience research, no current psychiatric diagnosis relies on validated biomarkers. The National Institute of Mental Health developed the Research Domain Criteria (RDoC) framework to explore biologically informed models. However, RDoC remains a research framework and is not a diagnostic manual. Any integration of biomarkers into DSM-6 would require strong empirical validation, and no official confirmation currently exists that biomarkers will be required for diagnosis. 4. Cultural and Social Determinants DSM-5-TR expanded cultural formulation tools and updated language related to gender and diversity. Ongoing discourse suggests future editions may further incorporate cultural, socioeconomic, and environmental determinants of mental health. 5. Lived Experience Input There is broader movement in healthcare toward incorporating lived experience perspectives. While stakeholder feedback has been part of past revisions, there has been no formal announcement detailing the extent of lived experience integration for DSM-6. The direction of greater inclusivity aligns with contemporary healthcare standards but remains under development. Autism and Potential Diagnostic Shifts Speculation regarding updates to Autism Spectrum Disorder criteria reflects ongoing research around gender differences, masking, and underdiagnosis in women and people of color. Research literature supports the idea that autism presentations may differ across populations. However, there is currently no official confirmation that DSM-6 criteria changes will create a diagnostic surge. Any future criteria updates would require field trials and empirical validation before implementation. Committee Structures The APA historically forms workgroups and task forces organized by diagnostic categories and thematic areas. Planned improvement committees include the "Structure and Dimensions committee", "Functioning and Quality of life committee" "Biomarkers and Biological factors committee" " Socioeconomic, cultural, and environmental determinants of mental health committee". What LPCs Should Do Now Continue practicing under DSM-5-TR standards. Strengthen dimensional assessment skills and measurement-based care. Stay informed through official APA channels and peer-reviewed publications. Approach social media claims with professional caution. :) It is reasonable to expect that DSM-6 will aim to reflect scientific advances, cultural responsiveness, and improved diagnostic validity. However, until the American Psychiatric Association releases formal statements, timelines, or draft criteria, any detailed structural predictions remain speculative. For Licensed Professional Counselors, preparation is less about anticipating dramatic changes and more about maintaining strong assessment practices, cultural competence, and evidence-based treatment planning. Geries Shaheen is a Licensed Professional Counselor and Nationally Certified Counselor operating in and around St. Louis Missouri. Geries holds his MA in Professional Counseling from Lindenwood University, BA in Intercultural Studies from Lincoln Christian University, and holds a certificate in Life Coaching, Geries provides life coaching services to clients online globally. Geries is EMDR trained and DBT Certified, practicing from a TIC lens.
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