February 2025 Volume 2: Issue 1
AEAWA Newsletter
Contents
From the President
A brief summary on what the AEAWA Committee has been doing over the last two months.
01
Paramedic says ‘failed’ health system leaves ambos in ramping limbo for hours every day Article
A paramedic speaks out over ramping.
02
Depot Delegates
Have a look at who your Depot Delegates are from around the State.
03
AEAWA Committee
Get to know your Committees and Delegates.
04
Industrial Matters
There are numerous things that occur within the organisation on a day to day basis. Here is what the AEAWA has been doing regarding those issues.
05
Joint Consultative Committees
Every three months the AEA and St John meet to discuss workplace issues at the Joint Consultative Committees.
06
Bulletins
The AEAWA create Bulletins from time to time when we as a membership base need to adhere to strict safety or industrial protocols.
07
The Paramedic EBA
Here is the latest information on the Paramedic EBA negotiations.
08
The ‘Report’ Button
Some statistics on the website ‘Report’ button.
09
FAQs
The AEA will list some of the most asked FAQs within the service.
10
AEAWA Information
The AEA will list information on CPD updates, our surveys (when active), and the Member of the Month, along with other pertinent Association updates.
11
The Media
The service in the media.
12
From the President
It’s been a big few months at AEAWA. There’s no doubt that the last few months have been incredibly busy for all of us at the AEAWA, with a multitude of critical developments unfolding across several areas. From industrial relations to ongoing member representation, the dedication and resilience of your Committee and delegates have been unwavering. The negotiations for the Paramedic Enterprise Bargaining Agreement (EBA) have now reached a critical impasse. With no meaningful progress being made, the matter has escalated to the Fair Work Commission, and it appears that industrial action is now becoming an inevitable next step.
For many of our newer members, the prospect of taking industrial action might feel overwhelming, even intimidating. However, rest assured, your AEAWA negotiation team has travelled this road before. We know the path. We know the process. And most importantly, we know that when we stand together, we are stronger. Industrial action is not a mountain too high to climb, but it is a challenge that we must face together as one united front. History has shown that when our members remain firm and committed to protecting their rights and working conditions, we achieve strong and positive outcomes. This time will be no different. Your Committee is resolute in its pursuit of a fair and reasonable agreement that reflects the critical work you do every day.
In these crucial times, it’s more important than ever that all members stay informed and actively engaged. Please complete AEAWA surveys when they are distributed, as your voice helps shape our direction. Visit the AEAWA website regularly for updates and resources. Follow our Facebook page to stay up to date on key developments and announcements. This is your union, and your participation is vital. In addition to the EBA, several other disputes are currently before the Commission. These include allegations of underpayments and disagreements stemming from differences in the interpretation of certified agreements. Each case is being rigorously pursued by the AEAWA to ensure that members’ rights are upheld. We remain fully committed to securing fair and just outcomes in every matter brought before the Commission.
Your Committee has been extremely active behind the scenes, continuing its broad work across many important areas. This includes participation in all three Joint Consultative Committees, attending to member representations and individual casework, and contributing to the work of multiple specialised subcommittees.
These subcommittees include, but are not limited to, the Mental Health Committee, Fatigue Management Committee, Violence and Aggression Committee, and Vehicle Design and Safety Committee. Each of these groups has dedicated AEAWA delegates involved to ensure that the voices and needs of our members are being heard and represented. Our goal is simple – to make sure that the decisions made across these areas are the right ones for our workforce. As always, your Committee is here for you. We are committed to advocating on your behalf, standing firm in negotiations, and ensuring that your working conditions, safety, and wellbeing are prioritised and protected.
In times like these, solidarity is everything. Let’s continue to support one another, stay united, and move forward together.
John Thomas
AEAWA President
01
Paramedic says ‘failed’ health system leaves ambos in ramping limbo for hours every day
The article from the Western Australian reads
A frustrated paramedic has lifted the lid on WA’s “failed” health system, with a chronic lack of beds causing ambos to endure hours of ambulance ramping each shift. Ambulances racked up more than 10,000 hours outside WA hospitals in the first two months of 2025, smashing records in both January and February. On Wednesday, Liberal leader Libby Mettam said her party’s promise to build and expand free access to urgent care clinics would “immediately” reduce ramping by 20 per cent, according to St John WA modelling. Perth’s heaving EDs and battling hospital system have been in the spotlight during the State election campaign, with reports from the Productivity Commission and Australian Medical Association delivering scathing assessments of the public sector’s inability to deliver.
And with the public health system increasingly under scrutiny just days out from the election, one paramedic told The West Australian the hospital system was buckling under the pressure. “Ramping is rampant. We spend between two and four hours a day shift on ramp. At night, crews are ramped for a lot longer,” they said. “It is not that I mind waiting. It is that a system that is supposed to care for the sick has failed and now (we) can only stand by and watch suffering.” Patients were seen waiting on gurneys outside Royal Perth Hospital’s emergency department on Tuesday as at least seven ambulances queued. “They’re gradually hiding us in various corners of the hospital,” the paramedic said. “It is OK if lives are endangered or misery is allowed to fester. It is not OK to lose votes over it.”
The paramedic, who did not want to be named, said it wasn’t unusual for crews to wait with patients for hours for a bed to become available. “Tragedies like this and 10 times worse are repeated every day in each of our EDs because people and organisations fail to do their jobs and instead worry religiously about regulations that are often not worth the paper they’re written on,” they said. The Liberals have promised to redevelop RPH, but have so far only committed $80 million for planning. Ms Mettam said the rebuild would not start until the fourth year of a Liberal government, due to the party’s commitment to building the new women’s and babies hospital at QEII. “Given the challenges of the construction market, given we want to be best-informed about how we build capacity as well, it will be in our fourth year that we are investing in the early stages of a rebuild of this hospital (RPH),” she said. And while Premier Roger Cook last week blamed dismal ED wait times on a lack of GP bulk-billing, on Wednesday Deputy Premier Rita Saffioti pointed the finger elsewhere.
“One of the key issues is aged care, those elderly patients who need to be able to find a place in (an) aged care bed, and in particular concessional beds, which are ones which you don’t have to pay the upfront fees,” Ms Saffioti said. She said the $100 million loan facility under a re-elected Cook Government would allow aged care providers to deliver more beds, thereby freeing up ED beds. “Because that’s a fundamental issue — (it) is trying to make sure that we can actually have appropriate care in the appropriate settings,” Ms Saffioti said.
An RPH spokesman said the hospital’s emergency department “experienced a busier than usual period following the public holiday long weekend”. “The WA public health system will not turn patients away, and RPH continues to accept patients who present at the emergency department. These patients are prioritised according to clinical need,” he said. “All hospitals have strategies in place to help manage demand during periods of high activity — which were enacted.”
There may be a rainbow at the end of this storm….. Just think, a Government Inquiry with experts burning through taxpayers’ dollars and making recommendations that no one follows could fix these issues; especially as none of the previous Inquiries fixed anything!
02
Depot Delegates
There are currently over 50 AEAWA Depot Delegates stationed across the state, representing members at both metropolitan and regional locations. These dedicated individuals are not just union representatives — they are your colleagues, working alongside you on the front line every day.
If you ever require support, guidance, or representation, your Depot Delegate is readily accessible and positioned to assist. Because they share your daily challenges, they bring a practical, firsthand understanding of the issues you face — allowing many concerns to be addressed swiftly and effectively, without unnecessary delays.
In recent months, our Delegates have observed a number of recurring issues and concerns arising across various locations. In response, they have collectively requested that these matters be highlighted and addressed through this newsletter, ensuring that members across the state remain informed, supported, and united.
There to help
Crib Breaks: Know Your Rights and Protect Your Time
It has come to our attention that many members are not recording missed Crib Break Allowances on their timecards. These breaks are not optional or discretionary — they are a fundamental workplace entitlement, secured through extensive enterprise bargaining efforts over many years. When a member misses their designated break, they are entitled to compensation, and it is essential that this is recorded accurately to ensure fairness and accountability.
Depot Delegates have also raised concerns around the process surrounding P8 card usage and auto-83ing. As it currently stands, crews receive a P8 card instructing them to return to their depot to commence a break. However, in many locations, the 83 (On Break) status is activated automatically before the crew physically arrives at the depot. This can result in the loss of several valuable minutes from your 30-minute break — especially when delays such as traffic, parking, or depot access are involved.
We strongly urge all members to be vigilant:
- Ensure that you receive the full 30-minute uninterrupted break.
- If your break is delayed, interrupted, or shortened, it is your right to claim the Crib Break Allowance.
- Always record missed breaks accurately on your timecard
This allowance is not just about compensation — it’s about recognising the demanding nature of your role and ensuring that operational realities do not erode your entitlements.
Driver’s License Reimbursement: Don’t Miss Out
Did you know that if your role requires you to hold a current driver’s license — which it does for most operational classifications — you are eligible for reimbursement of that cost? Unfortunately, many members are still unaware of this entitlement, and as a result, are missing out on a benefit that they are fully entitled to claim.
To take advantage of this, simply:
- Log in to Connect.
- Follow the steps to submit your Driver’s License Reimbursement Claim.
- Ensure you attach the required documentation or receipts.
This is a negotiated member benefit and part of your total employment package — don’t let it go unclaimed.
Attending Meetings with Management
Complaints, perceived wrongdoing, and performance concerns are handled through the Code of Conduct Policy, which covers both the Performance Management process, and the (generally more serious) Misconduct Management process. If you are approached in relation to matters which could possibly result in disciplinary action, please speak with a delegate before making any formal statement or responding to any allegations.
Remember that anything you say (even in what appears to be an informal chat) can be used in further proceedings. It’s best to try and ascertain the nature of the complaint before addressing any points raised. At any stage you can advise management that you wish to respond in writing. This will give you time to reflect and consider your response carefully. It is however advisable to email your response to the AEAWA before you send it through to SJA, as feedback can be provided by a committee member before it is finalised. At any stage you can request a support person.
AEAWA delegates are highly experienced in performance management and misconduct management cases and will help guide you through the process. The golden rules of going into a performance meeting:
- Never assume it is just a ‘friendly chat’
- Know your rights (which we will explore further in the article)
- Hope for the best and plan for the worst
- Don’t be afraid to exercise your rights
03
The AEAWA Committee
The AEAWA have a large, diversified and extremely experienced industrial team. But with over 60 Delegates across the State, there may be numerous members who are not familiar with many of their representatives. The AEAWA Newsletter will introduce various AEAWA committee members to our ever-growing membership.
Karen Gerristen
PTS Delegate. JCC and EBA Team Member.
Karen has been a dedicated and valued member of AEAWA, serving on the road as a Patient Transport Officer. She is deeply committed to advocating for her colleagues and improving workplace conditions. In addition to her frontline role, Karen actively contributes as a member of the Joint Consultative Committee, where she plays an instrumental part in advancing staff welfare. Karen is also a key representative in the Patient Transport Services EBA negotiations team. In this capacity, she brings insight, determination, and a strong sense of fairness—ensuring that the voices of her peers are heard and that equitable outcomes are achieved for all members.
Kam Phagura
SCC Delegate
Kam is a highly dedicated member of AEAWA, serving in the State Communications Centre (SCC), where she plays a critical role in coordinating patient care and emergency responses. Kam’s professionalism and attention to detail have earned the respect of their colleagues, as well as a reputation for being a strong advocate for her peers. Beyond her operational duties, Kam contributes actively as a member of the Joint Consultative Committee, where she works to improve employee conditions and ensures that the SCC staff are well represented. Kam also plays a key role in the EBA negotiations for the SCC workforce, bringing valuable insight, commitment, and a strong voice to secure fair and equitable outcomes for all.
Ed Doran
Paramedic Delegate
Ed is a committed and experienced paramedic who brings both skill and compassion to his role on the front line. As a long-standing member of AEAWA, Ed has consistently demonstrated a deep dedication to patient care and a strong sense of duty to his colleagues across the service. In addition to his clinical responsibilities, Ed is actively involved in union activities, advocating for the interests and wellbeing of paramedics. He contributes meaningfully through his participation in the Joint Consultative Committee, helping to shape policies that support better working conditions and fair treatment. Ed has a commitment to fairness ensuring that the concerns of operational staff are front and center in every discussion.
Industrial Matters
- Read the AEAWA Bulletins
- View the AEAWA FaceBook page
- Communicate with your Delegates
- Look for AEAWA emails
Here is what the AEAWA committee is currently working on
AEAWA Looking for a Permanent Home
The AEAWA is currently exploring opportunities to purchase a dedicated office space to serve as the union’s permanent base of operations. This move represents a significant step forward in strengthening our capacity to support members, coordinate activities, and provide a professional environment for meetings, advocacy, and day-to-day operations. A permanent office will offer AEAWA greater stability, autonomy, and visibility. It will create a central hub where members can meet with union representatives, access advice and support, and participate in training or workshops. The new space will also provide a secure location for storing records, hosting committee meetings, and conducting negotiations, ensuring we have the resources and facilities we need to operate effectively well into the future.
We are seeking a property that is both functional and accessible, and above all – smack bang in the face of St John. The ideal location would include meeting rooms, office space for union officials, and facilities to support our administrative needs. This investment will be a lasting asset for our union, reinforcing AEAWA’s commitment to being a strong, visible, and accessible presence for all members. As we progress with this search, AEAWA will keep members informed and engaged. This is an important milestone for the organisation, and securing a permanent home will ensure we are well-positioned to continue advocating for our members’ rights and interests for many years to come.
Your Upcoming Agreements
The AEAWA is gearing up for the upcoming Enterprise Bargaining Agreement (EBA) negotiations for members contained within the Patient Transport Services and The b Communications Officers Certified Agreements. These negotiations represent a crucial opportunity to address the challenges faced by members in both sectors, improve working conditions, and securing fair and equitable outcomes that reflect the vital work carried out by these teams.
In preparation, AEAWA will be consulting extensively with members to identify key priorities and concerns. Feedback from workplace visits, surveys, and direct conversations will be instrumental in shaping our strategy, ensuring that the union’s position is firmly based on the real-world needs and experiences of those on the front line. Issues such as staffing levels, workload pressures, fair remuneration, improved rostering practices, and safe working environments are expected to be central to our claims.
The negotiation teams—will be made up of experienced representatives from both Patient Transport/Medic and the State Communications Centre members, who are committed to a united approach. By working together, we aim to present a strong, coordinated voice that underscores the essential role both groups play in delivering high-quality patient care and emergency service coordination. AEAWA’s focus will be on securing tangible improvements that not only recognise the skill and dedication of our members but also support their wellbeing and career sustainability.
As the bargaining process unfolds, AEAWA will keep members updated with progress reports, meeting summaries, and opportunities to provide further input. These negotiations are a critical moment to shape the future of our workplace, and with the backing of our members, AEAWA is ready to fight for the fair and just conditions our workforce deserves.
The Induction Talks
The AEAWA is preparing to deliver a series of induction presentations aimed at welcoming new recruits across Patient Transport, State Communications Centre, Medic, and Paramedic classifications. These sessions will provide new employees with an introduction to the important role the union plays in protecting their rights, improving workplace conditions, and ensuring fair treatment for all staff. Our presentations at the induction schools are designed to be engaging and informative, giving new team members a clear understanding of what AEAWA stands for and how they can benefit from joining. Topics will include an overview of the union’s history, recent achievements, and the practical support available to members—from representation in workplace matters to advice on rostering, entitlements, and safety concerns.
AEAWA representatives will also take the opportunity to explain how collective strength leads to better outcomes in Enterprise Bargaining Agreement negotiations and workplace reforms. By sharing real-world examples and success stories, we aim to show new recruits that being part of AEAWA means having a strong, experienced voice advocating on their behalf from day one. These induction school talks are an important opportunity to connect with new colleagues at the very start of their careers in the ambulance service. By building these relationships early, we can ensure that every new Patient Transport Officer, Communications Officer, Medic, and Paramedic understands that they are not alone—and that AEAWA is here to support, represent, and fight for them throughout their working lives.
Upcoming Events
Thursday 16th January 2025 – the Violence & Aggression Meeting
Thursday 23rd January 2025 – the EBA Drafting Meeting (1)
Tuesday 28th January 2025 – the EBA Drafting Meeting (2)
Tuesday 28th January 2025 – the PTS Vehicle Location Meeting
Thursday 6th February 2025 – the Paramedic JCC Meeting
Tuesday 11th February 2025 – the AEAWA Committee Meeting
Monday 17th February 2025 – the Medic Induction Talk
Thursday 20th February 2025 – the Transport JCC
05
Joint Consultative Commitees
Every 3-months the AEAWA and St John WA senior management meet to discuss workplace issues, policies and day to day work stresses that our members have. The Joint Consultative meetings are a way to resolve these issues. So far, the AEAWA membership have reached out to resolve the following issues.
Paramedic JCC
Overtime in the Southwest
Recently, the organisation undertook discussions regarding staffing levels and overtime expenditure at the East Bunbury Depot. Current figures show that more than $20,000 per month is being spent on overtime alone at this location—a significant and ongoing cost that highlights the pressure on existing resources and the reliance on additional hours to meet operational demand.
In response to this situation, St John initially considered permanently placing two additional Paramedics at East Bunbury to help alleviate workload and reduce the dependency on overtime shifts. However, following further consideration, this plan has been adjusted. Instead of assigning two fixed Paramedic positions to the depot, the proposal has shifted to providing two extra Paramedics on relief per roster within the broader Southwest area. This change aims to create greater flexibility in staffing, allowing relief Paramedics to be deployed where they are most needed across the roster period, rather than tying additional resources exclusively to a single location. The AEAWA will continue to monitor how this new approach impacts both overtime expenditure and operational coverage, ensuring that patient care standards and staff wellbeing remain a priority.
Medic JCC
The Medic Pathway
In recent months, there has been considerable discussion surrounding our Medics and the pathway available for them to progress to the Paramedic Intern classification. AEAWA has been at the forefront of these conversations, advocating strongly to ensure that the process is clear, fair, and as stress-free as possible for those undertaking the transition. We understand that progressing through the Paramedic Intern pathway can be challenging, both professionally and personally. That’s why AEAWA’s priority has been to work closely with all stakeholders to streamline the process, remove unnecessary hurdles, and ensure officers have the guidance and support they need at every stage.
AEAWA has also been vocal about the need to maintain a defined number of Medics within the IHPT model. This requirement is contained within the closely guarded CIA, Pentagon, NASA Ambulance Certified Agreement—a document so restricted that only three living people are believed to have seen it. While this agreement sets certain limitations, it also makes clear that beyond the required Medic numbers in IHPT, the remainder will have the opportunity to progress.
As these developments continue, AEAWA remains committed to transparency. We will keep members informed of any updates regarding the Medic to Paramedic Intern pathway, so everyone has a clear understanding of how changes will impact their career progression. Your union will continue to ensure that any transition is handled with fairness, respect, and the best interests of our members at heart.
SOC JCC
The AEAWA continues to engage in discussions with St John WA across a wide range of operational issues affecting Communications Centre staff. This bulletin outlines key matters raised by members and the responses received from management. It reflects AEAWA’s ongoing efforts to ensure accountability, fairness, and support for all officers.
Understaffing on Night Shifts
One of the most pressing challenges facing both service continuity and staff wellbeing is the ongoing issue of understaffing—particularly during night shifts, when resources are already stretched. This has a direct impact on response times, workload distribution, and the overall stress experienced by staff working through the night. A clear example of this occurs on night shifts when only four Call Takers were rostered to work overnight. Such minimal staffing levels left the team under significant pressure to handle incoming calls and maintain service standards.
- Although overtime requests were sent out in an attempt to fill the gaps, the process was far from effective. The available shifts:
- Required staff to commit to a full 12-hour shift at short notice.
Were sent out as late as 5:00pm, giving minimal preparation time for officers to rearrange personal commitments and cover the night. St John WA later advised that 14 Call Takers were technically rostered across the two-day period. However, they acknowledged that the overtime messages were issued far too late to achieve the intended outcome. This highlights a key flaw in the system—without timely communication and more flexible shift options, it is unrealistic to expect sufficient uptake to address last-minute staffing shortages. The AEAWA believes that resolving this issue requires a combination of better forward planning, earlier notification for overtime shifts, and consideration of partial-shift coverage options. This would improve the likelihood of filling critical roles, reduce the strain on those already on duty, and help protect the quality of service delivered to the community.
Overtime Policy Changes – Clarification Issued
Recent feedback from members has highlighted ongoing confusion about how overtime shifts are being offered and scheduled. Some officers have been advised that:
- Only full 12-hour overtime shifts are available, or
- Overtime will only be offered if it exceeds 7 hours in duration.
This uncertainty has understandably caused frustration, particularly for those willing to assist but unable to commit to such long shifts due to personal or operational constraints. Following discussions with St John, AEAWA can confirm the source of the misunderstanding. The recent changes to the Communications Officers Certified Agreement—in line with Fair Work requirements—now stipulate that scheduled (rostered) shifts must be a minimum of 7 hours in duration. This change applies only to rostered, pre-planned shifts. Overtime shifts, however, are not considered “scheduled” shifts under these provisions. This means that shorter overtime opportunities, such as 4–6-hour blocks or ICBs (Immediate Call Backs), can still be offered where operationally appropriate.
St John WA has acknowledged the need for better internal communication on this matter. They have committed to issuing clear guidance to Team Leaders and the Rosters Department to ensure that all relevant staff understand the distinction between scheduled shifts and overtime. This should help prevent further miscommunication and ensure that overtime is offered in a way that maximises availability while respecting officers’ time and circumstances.
AEAWA will continue to monitor this issue and advocate for overtime processes that are transparent, flexible, and supportive of both operational needs and staff wellbeing.
Transport JCC
Concerns Over Inconsistent Meal Break Practices
Numerous members have raised concerns regarding the inconsistent way breaks are allocated. Some crews are provided adequate travel time to reach a location with proper amenities, whilst others are directed to take breaks at hospitals or facilities that lack access to food, restrooms, or suitable rest areas. This issue is particularly problematic during night shifts, when many hospital cafes and amenities are closed, leaving officers without access to basic facilities during their designated break periods. There also appears to be an ongoing organisational assumption that officers can and should take their break at any hospital, regardless of whether it offers appropriate or accessible amenities. This approach is neither reasonable nor sustainable—especially during off-peak hours when available facilities are often minimal or non-existent. Such practices can contribute to fatigue, lower morale, and reduced welfare for operational staff.
St John has advised that officers are entitled to request alternative break locations if their assigned facility does not provide essential amenities, provided that the request falls within reasonable travel parameters. While this is a positive acknowledgment, there remains a clear need for greater consistency and fairness in how break allocations are managed. In response, AEAWA is contacting management to request an urgent review and update of the approved facility lists used for break allocations. This review will ensure that only locations with adequate food, restroom, and rest areas—available during both day and night shifts—are included. The goal is to protect officer wellbeing, reduce unnecessary stress, and maintain operational effectiveness by ensuring staff have genuine access to a proper rest break, no matter the time of day.
06
AEAWA Bulletins.
Important information related to our service.
Managers Working On-Road Shifts – Your Right to Consent
September 23rd 2021 (Still Active)
Under the provisions of our Enterprise Bargaining Agreement (EBA), any manager—whether operational or clinical, whether on secondment or in a permanent appointment—must obtain the prior agreement of the rostered Paramedic or Ambulance Officer before working an on-road shift together. This clause exists to protect officers from potential conflicts of interest that could arise during the course of a shift, as well as in relation to past or future disciplinary processes. It ensures that officers are not placed in situations where they may feel compromised, intimidated, or uncomfortable due to previous managerial interactions.
Before such a shift begins, Rosters should contact you directly to seek your consent. While in many cases there may be no issues working alongside a manager, the important point is that the choice is yours. If you have any concerns—whether due to prior experiences, ongoing matters, or simply feeling uncomfortable with the arrangement—you have the absolute right to refuse. The AEAWA will fully support any officer who exercises this right. Our position is clear: consent must be sought, and it must be respected. This safeguard is built into our EBA for your protection, and we encourage all members to be aware of it and confident in exercising it when needed.
The Paramedic EBA
We wish to provide an important update on the status of the Ambulance Paramedic Enterprise Bargaining Agreement (EBA) negotiations, which, after months of ongoing dialogue, have now reached what can only be described as a significant impasse.
While a number of items have been successfully negotiated and agreed to in principle, a substantial list of critical issues remain unresolved, with management continuing to refuse to compromise or come to the table in a meaningful way. These sticking points involve core matters of workplace conditions, compensation, safety, and staffing levels — issues that directly affect your professional wellbeing and your ability to deliver care safely and effectively.
What Has Been Achieved So Far?
Your AEAWA negotiating team has worked tirelessly over the course of 19 formal meetings, advocating for meaningful reforms and protections. A number of positive commitments have been reached on matters such as:
- Increased Tutor Allowance
- Increased Country Relief Allowances
- Implementation of a Country List System
- Increased Defense Service Leave
- Increased Special Leave positions
- Night Shift Allowance paid on Overtime
- Changes to meal Breaks
- Transparent Rostering System
- Paid time for AHPRA Audits
- Next inline clause for metro depots
- Reduced time as a Spare Officer
- Increased Travel matrix Payments
- Better Conditions for ECPs, PSOs and CCPs
However, we must stress that these agreed items are far outweighed by the unresolved issues still on the table.
Where We Stand – “No Deal” Items
Despite repeated attempts at finding common ground, a significant number of proposals put forward by your bargaining team have been flatly rejected. These include but are not limited to:
- 10% per annum payrise
- Paid AHPRA registration costs
- Country Retention Allowance
- Personal Leave Payouts
- Increased Shift Extension payments
- Formalise the Code of Conduct Policy
Management’s refusal to engage in compromise on these vital issues has frustrated the negotiation process and weakened any sense of good faith bargaining.
Industrial Action Now on the Table
As a result of this stalemate, your AEAWA representatives have begun formal discussions around a full range of potential actions, up to and including:
- State-wide industrial action,
- Protected industrial action ballots, and
- Escalated public awareness campaigns to expose the organisation’s refusal to act on issues of safety, resourcing, and workforce sustainability.
Please be assured that every step will be taken in accordance with Fair Work Australia guidelines, and no action will be taken without the full support and involvement of the membership. We will not be rushed, but we will not stand by while members are denied the conditions and respect they deserve.
Legal Consultation Underway
In parallel, AEAWA has engaged with our legal team to explore all available options and ensure any decisions made are strategic, lawful, and fully defensible. These discussions are currently ongoing, and we will provide a comprehensive update as soon as a pathway forward has been finalised. We are considering every tool at our disposal to secure the strongest possible outcome for you — our members — including legal avenues, media engagement, and coordinated workplace campaigns.
What Happens Next?
In the coming days, AEAWA will issue a formal communication to all members outlining:
- The exact items that remain unresolved;
- Your rights and protections under the Fair Work Act;
- What industrial action could look like (in practice and in scale);
- A timeline for member consultation, voting, and participation.
This is your EBA. Your voice and unity will be the most powerful force in determining the next steps.
Our Commitment to You
As always, AEAWA remains committed to advocating fearlessly for safe conditions, fair pay, and professional respect. We are fighting for:
- A sustainable and safe ambulance service,
- Work-life balance,
- Recognition of your skills and sacrifices, and
- A genuine partnership between paramedics and the organisation they serve.
We will not allow these negotiations to be dragged out indefinitely while critical matters are left unresolved.
The Main Rejected Items
Although there are many items that have been rejected by St John, our members in no uncertain terms want the following items to be successfully negotiated as a matter or urgency.
08
The 'Report' Button
As you would be aware, the AEAWA website has a ‘Report’ button. Each month approximately 40 members report an issue to the committee. These issues are identified in various meetings with St John senior management. Some issues are placed in the JCC agenda, some are dealt with promptly with senior St John management teams, depending on the issue. Here are some of the most common issues members reported on last month.
The Report Button also identified the following issues
Overtime SOP
Meal Breaks
Most reported incident (16 members)
Overtime SOP
Background
Members have expressed dissatisfaction with the current Overtime Policy, highlighting what they view as an unfair and inconsistent application between metropolitan and country officers.
Key Issue
Metropolitan Officers:
There is an existing restriction or cap on the amount of overtime that metro-based officers can work. This limitation may be expressed in weekly, monthly, or annual maximums, and could impact income, rostering flexibility, and members’ ability to respond to operational demands.
Country Officers:
In contrast, there appears to be no overtime limit for country-based officers, allowing them to accept and be paid for all hours worked beyond their standard shifts.
Member Concerns
The main points raised by members include:
Equity and Fairness:
The policy creates a disparity in earning potential and work opportunities between metro and country staff.
Operational Impact:
The restriction may reduce the availability of experienced metro officers to cover urgent or unforeseen staffing gaps, placing additional strain on rosters.
Morale and Retention:
Limiting overtime for one group but not the other may contribute to dissatisfaction, reduced morale, and potential retention issues within the metro workforce.
Policy Transparency:
Members have questioned whether the rationale for the differing rules has been clearly communicated or supported by operational data (e.g., fatigue management, budget constraints, or staffing distribution needs).
Potential Contributing Factors
While members perceive the arrangement as unfair, the organisation may have implemented the metro overtime restriction for reasons such as:
Fatigue Management: Ensuring officers are adequately rested to maintain safety and performance standards.
Budgetary Control: Managing overtime expenditure in higher-density metro areas where overtime requests may be more frequent.
Workforce Distribution: Encouraging a balanced spread of overtime opportunities across all regions.
Next Steps for Addressing the Issue
To resolve concerns, potential approaches could include:
Policy Review: Conduct a formal review of overtime allocation rules to assess fairness, operational impact, and alignment with organisational goals.
Consultation with Members: Engage directly with both metro and country officers to gather feedback and suggestions.
Data Analysis: Examine overtime patterns, staffing shortages, and fatigue incidents to determine whether the existing restrictions achieve their intended purpose.
Transparent Communication: Clearly explain the reasoning behind differing overtime rules or adjust the policy to ensure a more equitable approach.
Second most reported incident (5 members)
Crib Breaks
Crib Breaks – Member Concerns
Background
Members have raised ongoing concerns about the allocation and protection of crib breaks (meal/rest breaks) during shifts. Under workplace agreements and relevant health and safety guidelines, employees are entitled to these breaks to maintain wellbeing, manage fatigue, and ensure operational readiness.
Breaks Not Being Allocated
Members report that scheduled crib breaks are frequently not being allocated in daily rostering or shift planning. In some cases, breaks are not rostered at all, leading to extended work periods without a proper rest opportunity.
Breaks Constantly Interrupted or Cancelled
Even when breaks are allocated, they are regularly broken due to operational demand. Crews are being recalled to service mid-break to respond to incidents, which undermines the intended purpose of the break.
Operational Pressures
The core reason appears to be insufficient ambulance resourcing. There are not enough available vehicles and crews to meet community demand, forcing managers to keep as many units operational as possible, often at the expense of staff rest periods.
Impact on Members and Operations
Health and Safety Risks:
Continuous work without adequate rest increases fatigue, which can impair decision-making, reaction times, and patient care quality.
Morale and Job Satisfaction:
Staff feel undervalued when basic entitlements like breaks are regularly compromised.
Compliance Concerns:
Persistent failure to provide breaks may breach industrial agreements, workplace laws, and fatigue management obligations.
Service Sustainability:
Long-term neglect of rest breaks can contribute to burnout, absenteeism, and staff turnover, further exacerbating resourcing problems.
Underlying Problem – Resource Shortages
The repeated interruption or cancellation of crib breaks is seen by members as a symptom of a larger systemic issue: There are not enough ambulances and crews available to safely meet community demand without sacrificing staff rest entitlements. This creates a cycle where operational shortfalls lead to more fatigue, reduced availability, and higher turnover, worsening the shortage.
Possible Pathways Forward
Guaranteed Break Protection: Implement operational controls that protect breaks except in true life-threatening emergencies. Additional Resourcing: Increase crew and vehicle numbers to meet community demand without compromising staff welfare. Roster Planning Improvements: Build breaks into rosters in a way that better accounts for predictable demand peaks. Monitoring and Reporting: Track break compliance data to identify problem areas and escalate systemic issues to management.
Frequently Asked Questions
On a daily basis the AEA is contacted by the membership with questions relating to their employment. Questions about Policies, our Certified Agreement and pay etc are some of the most frequently asked. The AEAWA have added some of the most common questions here.
I have been asked to attend a meeting, what should I do?
You should contact the AEAWA as soon as you suspect there might be a problem with your employment or disciplinary action may be taken against you. The AEAWA will not take any action without your authorisation. If you are called to attend a meeting, you can request to be provided with an agenda to assist with your preparation.
If you are provided with detailed information/allegations prior to the meeting, your delegate can assist you to prepare for the meeting. Make sure you seek the AEAWA’s industrial advice before submitting any written materials. As an AEAWA member we encourage you to take a delegate with you to the meeting.
Lawful Instructions
Lawful and Reasonable Instructions
Under employment law, an employer is entitled to issue instructions to employees, provided those instructions are both lawful (not illegal, discriminatory, or contrary to statutory obligations) and reasonable (appropriate in the circumstances, proportionate, and within the scope of the employee’s role).
Examples of lawful and reasonable instructions include:
- Requiring an employee to attend a meeting.
- Directing an employee to complete a task that falls within their job description.
- Instructing adherence to workplace policies and procedures.
If an employee wilfully ignores such an instruction, this may be viewed as a breach of the employment relationship, often categorised as misconduct. Misconduct can justify disciplinary action up to and including termination.
The Limits on Following Instructions
Not every instruction from an employer is automatically enforceable. The key legal test is whether it is both lawful and reasonable. If either element is missing, the instruction may not have to be followed.
A directive will not be considered reasonable if complying with it would:
- Expose the employee or others to serious or imminent risk to health or safety.
- Require the employee to engage in unlawful conduct.
- Be grossly outside the scope of the employee’s job without justification.
Health and Safety Exception
Work health and safety laws in Australia (and similar provisions in other jurisdictions) give employees the right to refuse work if performing it would create a serious and imminent risk to their own health and safety, or that of co-workers.
This is often referred to as a “right to cease unsafe work”, and it is protected by law.
Key points:
- The risk must be genuine, not trivial or speculative.
- The danger must be serious (e.g., likely to cause injury, illness, or death) and imminent (about to happen or could occur very soon).
Employees should, where possible, notify the employer of the risk and the reason for refusing the work.
Impact on Misconduct and Termination
If an employee refuses to follow an instruction because it would expose them or others to serious and imminent danger, this refusal does NOT constitute misconduct. The law recognises that the obligation to obey instructions stops where compliance would jeopardise safety. An employer cannot lawfully issue a summary dismissal (instant termination without notice) in these circumstances. However, if the refusal is based on a misunderstanding or the risk is not real, the matter may need investigation to determine whether the refusal was justified.
AEAWA Information.
Information on AEAWA events, Surveys and upcoming meeting will be listed here.
AUSMED Updates
AUSMED have included numerous training packages in your membership subscription. Keep an eye out for the following.
De-escalating Aggression and Violence
Unfortunately, aggression and violence in the healthcare setting have become commonplace. Patients, residents and even families and friends may behave erratically as a result of their medical conditions or extreme circumstances. Despite taking all precautions, you may still find yourself face-to-face with a stressed and aggressive person. In order to keep yourself safe, it’s essential you have the skills needed to de-escalate a dangerous situation. This session explores methods and insights that help to prevent workplace aggression.
Korotkoff Sounds
Korotkoff sounds are generated when a blood pressure cuff changes the flow of blood through the artery. These sounds are heard through either a stethoscope or a doppler that is placed distal to the blood pressure cuff.
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The word ‘burnout’ can mean many things. Stress, fatigue, irritation with yourself or others, hunger, a loss of inspiration or a combination of these can all be symptoms of burnout. Burnout often occurs in those who have high-stress jobs or tend to view their career as a priority, though anybody can experience it. Healthcare workers fall into this high-stress category, and burnout is an all-too-common term in our field.
First-Responder PTSD and Recovery with Narelle Fraser
Paramedics and other first-responders may witness the most traumatic incidents in the line of duty. In this session, guest speaker, former Victorian Police Detective, Narelle Fraser, shares her experience of developing post-traumatic stress disorder (PTSD) after working on some of the state’s most high-profile criminal cases, and how she came to terms with and ultimately recovered from her condition.
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In a follow-up session to basic, normal ECG principles, Sue de Muelenaere explains the ECG R wave progression in precordial leads, as well as the criteria for normal Q, R and S waves.
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This Course provides an update on medication administration and calculations, as well as a reminder for all healthcare professionals on how we can avoid making medication errors and potentially causing adverse patient outcomes.
The Paramedic Detective
When responding to an emergency incident, you are often only given the bare-essential information regarding the patient’s situation provided by those on the scene. From here, the first-responder must act quickly to deduce what has happened and formulate the plan of care. Cassandra Holland offers a real-life case study to highlight just how the paramedic’s detective skills can be utilised when you don’t know exactly what you’re walking into.
AEAWA Member of the Month
The AEA are pleased to announce Rachel Fraser has won the ‘Member Benefit’ for December 2024. Rachel was nominated for her knowledge and compassion, along with her positive attitude within the State Control Center. Congratulations Rachel, Harvey Normal awaits.
The AEA are pleased to announce Robert Mercado has won the ‘Member Benefit’ for January 2025. Robert was nominated for his professionalism, mannerism, and his ever-full box of chocolates. Congratulations Robert, enjoy your Como Shambala Voucher.
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The Media
From month-to-month AEA members, the service we work for and other pertinent related articles hit the Media. Here you will find 'the month that was', the good the bad and the ugly.
HealthCare Asia January 31st, 2025
Australian gov’t to deploy more paid paramedics in regional WA
The West Australian January 4th, 2025
St John WA paramedics offered triple time in bid to boost numbers of ambulances on the road
ABC News December 10th, 2024
Emergency responders push for driver responsibility as WA's road toll hits 173
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Our Next Issue
The next issue of AEAWA news (Volume 2 – Issue 2) is due out April 2025. Look for the newsletter under the ‘EXTRAS’ tab on the website.