June 2025 Volume 2: Issue 3
AEAWA Newsletter
Contents
From the President
A brief summary on what the AEAWA Committee has been doing over the last two months.
01
The Media
The service in the news
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
The new EBA delivers immediate and significant wins for members, starting with a 12% pay rise — 7% backdated to 1 July 2024 and a further 5% effective from 1 July 2025 — plus another 5% increase on 1 July next year. Back pay for wages will be included in the 30 July 2025 pay run, with allowances and overtime back pay coming on 13 August 2025. Meal break protections have been strengthened, introducing escalating penalties for consecutive missed breaks (up to $250), a maximum five-hour window to take breaks, no Priority 4 jobs until a break is taken, and no more breaks at emergency departments.
Shift extension protections have also improved, limiting interfacility transfers and lower-priority calls toward the end of shifts, while guaranteeing minimum rest periods between rosters. Enhanced overtime rates of 250% apply to long extensions over two hours. Dynamically deployed crews must return to their starting location by shift end and are only available for Priority 0 calls. These changes aim to reduce fatigue and ensure fair compensation for extra time worked.
Quality-of-life improvements include the right to disconnect, paid family and domestic violence leave, smaller leave blocks, and an increase in Special Leave positions from 7% to 9%. Members will also benefit from a capped maximum rostering distance of 55 km from their home depot, increased defence service leave, higher travel allowances, new delegate rights, and a misconduct clause to protect members. This agreement reflects the solidarity shown during negotiations and industrial action, delivering immediate improvements while laying the groundwork for future gains.
The AEAWA Culture Survey has also returned for another year following strong member demand. St John Ambulance originally introduced culture surveys in 2016 and 2018 in response to recommendations from three major reviews into workplace culture — the Phoenix Report, the Independent Oversight Panel Report, and the Chief Psychiatrist’s Review. These surveys were meant to be conducted regularly to ensure a safe and healthy workplace, but St John cancelled the 2021 survey, allegedly to avoid revealing a worsening culture. After persistent pressure from AEAWA and its members, a survey was reinstated in 2022.
However, the reinstated 2022 survey had a changed format and structure, making it impossible to meaningfully compare results with previous years. Participation also appeared to be lower, further limiting its usefulness. In contrast, the AEAWA Culture Survey has remained consistent in format and questions, allowing clear year-on-year comparisons. Notably, the results from AEAWA’s 2021 survey were reproduced in the 2022 Parliamentary Inquiry into ambulance services in WA and contributed directly to several findings and recommendations. This year’s AEAWA survey consists of around 50 questions and aims to capture an accurate picture of workplace culture, highlighting both improvements and areas of decline.
In closing, I want to thank each and every one of you for standing strong, standing together, and never losing sight of what we’re fighting for. Every shift you work, every challenge you face, and every voice you raise makes us stronger as a union and as a profession. We’ve shown that when we unite, we can achieve real and lasting change—and we’re only just getting started. Let’s keep pushing forward, shoulder to shoulder, with the confidence that together we can shape a safer, fairer, and brighter future for every member. Our strength is our solidarity, and our time is now.
John Thomas
AEAWA President
01
Industrial Action
Here are a few images of the Paramedic 2025 Industrial Action.
St John Ambulance WA records worst ambulance ramping figures for May
The article from ABC News, by Keane Bourke reads
In short:
Patients spent 5,333 hours parked outside WA hospitals last month, which was the worst May on record for ambulance ramping. The Australian Medical Association (AMA) has warned this could lead to more deaths among patients, as the state faces its worst flu season since at least 2022.
What’s next:
The AMA says vaccination rates need to be improved, and more beds are needed on hospital wards. The Australian Medical Association has warned record levels of ambulance ramping could lead to increased deaths among patients waiting for emergency care, as Western Australia faces its worst flu season in at least three years. St John Ambulance data shows last month was the worst May on record for ambulance ramping, with patients spending 5,333 hours parked outside WA hospitals. Ramping occurs any time an ambulance spends more than 30 minutes waiting outside a hospital for their patient to be received. The previous record for May was 5,258 hours in 2022, at the tail-end of the COVID pandemic. During May last year, ambulances spent 4,837 hours ramped outside of hospitals. It comes as WA faces its worst flu season since at least 2022, which could put extra pressure on hospitals, with 6,983 influenza cases already reported to WA Health so far this year.
Australian Medical Association WA president Michael Page said that was a concern for doctors. “We know that the longer a patient is waiting for emergency department care, the higher the chance of death,” he said. Australasian College for Emergency Medicine president-elect Peter Allely said the figures were “really difficult to look at”, and he feared WA was headed for a “pretty grim” flu season without any quick fixes. “I think there’s an acknowledgement that we’re probably in for a long, hard winter.” Dr Allely said while he believed the government was on the right path, change would take time — taking a toll on already stretched emergency department staff in the meantime.
Vaccination is key
Drs Page and Allely attributed the issues to long-term pressures in the health system, most acutely a shortage of hospital beds and doctors and nurses. The main short-term solution, Dr Page said, was increasing WA’s vaccination rates. Data from the Australian Immunisation Register shows Western Australia has the lowest flu vaccination rate of all states with only 19 per cent of sandgropers vaccinated this year. “That is a role for our new Preventative Health Minister, whose portfolio includes vaccination,” Dr Page said. “So we would like to see strong action from government on researching the reasons that people are declining to be vaccinated and addressing those problems head on.” The WA government has promised hundreds of millions of dollars to address ramping pressures, including expanding its Virtual Emergency Department program which aims to divert patients from EDs.
More beds needed
Asked about the current level of ramping, Premier Roger Cook also pointed to election commitments to upgrade emergency departments at Royal Perth and Midland hospitals. “We continue to make sure that we grow hospital beds, and the staff that stand by them, so that’s an important part of it,” he said. “Ultimately we need better flow of patients, so that’s one of the reasons we have our $100 million aged care support package. “And of course we want to make sure that we have a healthy population, which means that we need to continue to encourage the federal government to grow urgent care clinics and the opportunities to get primary care.” Dr Page said while those measures would help, there was no avoiding the need to deliver more beds. “Routinely our EDs will be half-filled with patients waiting for a bed on the ward,” he said. “So building more ED beds might, in the short term, improve the EDs ability to see patients coming in through the front door, sure, but it doesn’t solve the problem that patients are still waiting in our EDs for beds on the wards.” Dr Allely said a lack of residential aged care and NDIS supports for some patients needed to be addressed. “At any one time probably something like 20 per cent of hospital beds are taken up by people who could actually be in a residential aged care facility, or with better NDIS support could be at home,” he said.
Wrong priorities
Shadow Health Minister Libby Mettam said the issues showed the government had the wrong priorities and urged it to outline what its “surge plan” was to deal with increased demand. “The Cook Labor government need to outline that plan and outline how they will better support and incentivise our health workers to ensure we have the staff that we need, that there are reforms in place to better support our emergency departments,” she said. “They need to make health a priority, they need to ensure that there is a surge plan ahead of winter and ensure that our emergency departments and our health services across the community have the support that they require to ensure lives will not be lost.” Dr Page said he was unsure what a surge plan would look like. “Hospitals are routinely over 100 per cent capacity because the wards are full and there are patients waiting in corridors for proper ward beds,” he said. “So where is surge capacity going to come from when you’re running at over one hundred per cent capacity already?”
WA regional hospitals hit record high for ambulance ramping hours
The article from ABC News, by Ezra Kaye reads
In short:
Ambulances in regional Western Australia spent more than 240 hours waiting outside hospitals to transfer patients in June.
Bunbury Regional Hospital saw the worst of it with more than 200 ramping hours at its facility alone.
What’s next?
The Australian Medical Association has called on the government to address a chronic shortage of medical staff in regional areas. Ambulances in regional Western Australia spent more than 240 hours waiting outside hospitals to transfer patients last month — an average of eight hours a day.
The June figures from St John represent a new high for regional ramping, surpassing the previous record of 222.2 hours last September. Ramping happens any time an ambulance spends more than 30 minutes waiting outside a hospital for their patient to be received. While every regional hospital except Northam experienced a month-on-month increase in June, Bunbury hospital bore the brunt of the problem, accounting for about 85 per cent of non-metropolitan ramping hours. Meanwhile, metropolitan hospitals collectively observed a small decrease. WA deputy opposition leader and shadow health minister Libby Mettam said the situation was putting regional West Australians’ lives at risk. She said spikes in ramping could also hamper the capacity of paramedics to respond to emergencies. Health Minister Meredith Hammat said ramping was a nationwide issue with a range of complex contributing factors. “Our government is throwing everything we can at it,” she said. “Bunbury Regional Hospital is currently undergoing a $471.5 million redevelopment to boost patient capacity, and we’ve significantly increased staff numbers statewide by more than 30 per cent since 2021. “WA Country Health Service has several initiatives to attract and retain junior doctors in the regions, and I’m pleased to report a record 33 interns joined the health service this year.”
Beds not enough, AMA says
The state government began a significant redevelopment of Bunbury hospital in January to expand its capacity. But the Australian Medical Association (AMA) said while the project would add more beds, it would not address staffing shortages, which it believed was behind the ramping increase.
AMA WA president Kyle Hoath said it was a chronic and growing problem. “The workforce in our regional areas is stretched really thin … particularly when we look at Bunbury,” he said. “We don’t train enough people in the regions and we don’t do enough to keep them there.” Dr Hoath said it was not just hospital staffing shortages having an impact on ramping. He said general practitioners were under pressure in regional and rural areas too, partly due to a lack of specialist services, meaning some patients were forced to lean on emergency services instead. Dr Hoath has urged the state government to invest more in attracting medical staff to the regions and incentivising them to stay. The National Rural Health Alliance echoed that call. “We need to make sure that we pay people well, not less, that we make sure their practices can function without feeling that they’re stretched,” chief executive Susanne Tegen said. “It’s about time people that live in rural Australia receive the same access to healthcare and the same amount of dollars [as is] spent on urban people.”
Housing crisis also a factor
Dental surgeon David McInerney is well acquainted with the difficulties of attracting staff to the region. But the Margaret River-based practitioner said it was not always for lack of desire. “There is simply nowhere for them to live,” Dr McInerney said. Recently he had to put three of his dental staff up in vacant dwellings on his own property in order to keep them. “Other health practices who don’t have that additional help would be struggling to attract staff because if they don’t have anywhere to live, they’re not going to come,” he said. Dr Mclnerney said the area’s growing population was also putting a strain on other essential infrastructure, including Margaret River Hospital itself. He said this added pressure to Bunbury’s system as locals were often forced to turn there instead. “People are seriously ill but they’re being shipped away from their families and their support networks simply because they don’t have the beds available,” he said. “It’s an absolute dire situation … the state government’s really not keeping pace with the healthcare demands of rural communities.” The ABC has contacted the WA Country Health Service (WACHS) for comment.
St John WA declined to comment.
02
Depot Delegates
Working with you
Why Depot Delegates Matter
Having delegates physically present in the workplace is critical to protecting members’ rights and ensuring issues are addressed in real time. In an ambulance setting, where decisions and conditions can change rapidly, onsite delegates provide immediate support, advice, and representation. They are the first point of contact for members facing workload pressures, safety concerns, or disputes with management, and can step in to prevent small problems from becoming major issues. Delegates on the ground understand the realities of the job because they live it every shift — whether it’s the pressure of meeting response times, the challenges of patient transport, or the need for safe staffing. Their presence sends a clear message that the union is active, engaged, and ready to stand shoulder-to-shoulder with members to protect conditions, improve safety, and hold management accountable.
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.
Melanie Leong
State Control Center Delegate
Melanie is a new AEAWA delegate representing the dedicated professionals working in the State Control Centre. She understands first-hand the unique pressures faced by control centre staff — from managing multiple emergencies at once to ensuring crews receive the information, resources, and support they need to deliver lifesaving care. Melanie is a strong advocate for fair pay, safe staffing levels, and the recognition that State Control Centre staff are an essential part of frontline emergency response. She works to ensure members’ voices are heard in every conversation that affects their work, from rostering and training to safety protocols and workplace conditions. Her passion for both patient outcomes and crew welfare drives her to push for improvements that benefit the entire ambulance service. Whether in negotiations, consultations, or day-to-day support for colleagues, Melanie stands as a committed union representative who puts members first.
Samantha Wright
Patient Transport Delegate
Samantha is a dedicated AEAWA Transport Officer Delegate who works tirelessly to ensure the voices of patient transport staff are heard and respected. With years of experience on the road, she understands the challenges transport officers face every day — from tight schedules and increasing workloads to maintaining patient comfort and safety. As a delegate, Samantha is a strong and approachable advocate for her colleagues. She represents members in workplace discussions, supports them through disputes, and ensures that any concerns are raised directly with management. Her focus is on fair rostering, safe working conditions, adequate resources, and professional recognition for the vital role transport officers play in the healthcare system. Samantha believes in the power of solidarity and stands firmly with her fellow AEAWA members in pushing for improvements that protect staff welfare and strengthen patient care. Her commitment to fairness and her ability to speak up for those on the front line make her an invaluable part of the union team.
Brett Moore
Paramedic Delegate
Brett is a proud AEAWA Paramedic Delegate who has spent his career delivering high-quality emergency care to the community while standing up for the rights of his colleagues. With a deep commitment to both patient outcomes and crew welfare, he understands the realities of working on the front line — from long shifts and unpredictable emergencies to the physical and emotional toll of the job. Brett is a strong voice for fair conditions, safe staffing levels, and the resources paramedics need to do their jobs effectively. He actively supports AEAWA campaigns that protect members’ rights, improve workplace safety, and ensure paramedics are recognised for their skills and dedication. Brett’s belief in solidarity and mutual support makes him a trusted colleague and advocate. Whether responding to a critical call or representing paramedics in discussions with management, he works with professionalism, compassion, and a determination to make positive change for all AEAWA members.
04
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
We’ve found a leak!
Members,
For some time now, we’ve been aware – and to some extent resigned to the fact – that St John may obtain access to our Facebook communications.
[Hi St John management!! ]
Recent developments have confirmed our suspicions: both our Facebook posts and, quite possibly, our email communications are being accessed by St John rapidly and consistently. While we’ve long suspected this and understand that it’s somewhat unavoidable in the digital age, it is nonetheless very disappointing. This kind of surveillance effort – intentional or not – undermines trust between representatives and the employer. It diminishes the ability of union delegates to have open, honest dialogue with members and erodes the space we use to organise, support each other, and advocate for better outcomes.
Because of this reality, we must sometimes be strategic about what information we share here. There will be times we cannot provide complete or direct answers to questions – especially during sensitive phases like EBA negotiations – as doing so could compromise our position or strategy. Please understand that if we appear less forthcoming on certain topics, it is not due to a lack of transparency with our members, but rather a considered decision to protect our collective interests in ongoing dealings with management. It makes things difficult – and very frustrating – for us too.
We remain committed to keeping you informed through the most secure and appropriate channels and will continue to represent your interests to the best of our ability.
Our Disputes
We wish to advise that today we have initiated a formal dispute with St John regarding their recent changes to Medic home depot designations.
Background:
Under the Patient Transport Services Enterprise Agreement 2023, Medics are entitled to travel allowance when rostered to work away from their “Home Station,” which is defined as “the closest station to an Employee’s home to which they could be rostered to work.” Since the IHPT Medic program began, St John has designated home stations as the closest physical station to where each Medic lives, much like the Paramedic agreement.
What has changed:
St John has recently advised they had identified an alleged “error” in this long-standing arrangement. They are now claiming that IHPT Medics can only have either Cowcher or Jandakot as their home depot, regardless of where they live. LAR Medics are similarly restricted to just six depots.
Why this matters:
This significant reinterpretation means many Medics would need to travel considerable distances before qualifying for travel allowance. For example, a Medic living in Mandurah would need to drive all the way to Jandakot before STARTING to be eligible for any travel allowance.
Our position:
We strongly dispute St John’s narrow interpretation of the Agreement. The evidence clearly shows that Medics have been and continue to be rostered to many stations beyond these few designated depots. We’ve documented numerous examples of IHPT Medics being rostered to stations like Wangara, Midland, Morley, Vic Park, and Central.
What we’re doing:
- We’ve formally initiated the dispute resolution process under clause 36 of the Agreement
- We’re seeking legal review of the contract interpretation
- We’re demanding that St John suspend implementation of these changes pending resolution
- We’re insisting on a return to the established practice of designating home stations based on proximity to residence
We’ll continue to keep all members updated as this process unfolds. Rest assured we are committed to ensuring that all entitlements under the Agreement are honored.
Changes to Inter-Depot Transport Arrangements
We have become aware that St John has begun directing staff to use taxi services for transport between stations, departing from the well established practice of using ambulances for work-related travel.
This change raises several concerns:
- Potential safety implications involving third-party transport
- Operational efficiency issues during busy periods
- Lack of communication on this procedure
- Potentially exacerbating a shift extension
There are genuine safety and operational concerns for which we will need to consult with SJA.
The AEAWA does not support any procedure which does not appear to have had an appropriate risk assessment, and which may expose our members to much longer shift extensions as a result of neededing to wait for a taxi to arrive during busy periods (especially nights and weekends), or ‘forgotten’ bookings.
What you should do:
- Don’t refuse the direction outright.
DO ask for documentation including:
- Risk assessment for this transport change
- Relevant Standard Operating Procedures (SOPs)
- A written journey plan including the name of who will monitor the journey
- Safety protocols for third-party transport
- How notification will occur as to when the driver has arrived
If you’re directed to use taxi transport, request the above documentation and report the interaction to your union representative. We’re seeking urgent clarification from St John management on this change.
Please contact us if you experience any issues or need support.
The Cessation of Industrial Action
EBA Negotiations – Victory for Members
After a long and challenging road, our EBA negotiations are now complete — and you, the members, have spoken. You voted YES. This result is a testament to the power of solidarity. We stood together through months of negotiations, pushback, and uncertainty, and we showed that when we remain united, we can achieve real change. Your support, your participation, and your willingness to stand strong have delivered this outcome. This agreement is not just a win for today — it’s an investment in our future conditions, safety, and recognition as essential ambulance professionals. Thank you for standing shoulder-to-shoulder with your AEAWA colleagues. Together, we make the difference.
Now we move onto the next phase. That is were St John try their best to write minor policy changes to override all the work we have just done. Keep a vigilant watch on this and report any deviations from our Agreement immediately. THE CERTIFIED AGREEMENT BEATS A POORLY WORDED PIE IN THE SKY POLICY EVERYDAY!
Where are the new depots?
Metro Station Conditions – Time for Fair Investment
Members have raised concerns that while many new stations are being built in country areas, several metropolitan stations remain in a shocking state of disrepair. Crews at locations such as Warwick, Two Rocks, Melville, and Midland are still working in outdated, inadequate facilities that fail to meet modern standards. Meanwhile, places like Belmont (teaming with managers) have recently received extensive renovations and upgrades, highlighting the stark inequality in investment across the service. All ambulance staff — regardless of where they are stationed — deserve safe, functional, and well-maintained workplaces. The AEAWA will be calling for a fair and transparent infrastructure plan that prioritises stations most in need of repair or replacement, ensuring that resources are distributed based on operational need and staff welfare, not location or convenience.
We have attached the new Warwick upgrades in the image.
AUSMED Database
AUSMED has been a big benefit provided by the AEAWA to all its members and feedback so far has been great with 1,258 members now using the platform. The AEA have performed much work in the background allowing our database and the AEAWA database link together, so it is more of a streamlined process for members to use.
Feedback has also been favourable of the ease in using the database. For those who have not registered please check your email inbox (the one you receive AEA emails from, as that is the primary address you provided when joining us).
A few interesting statistics from our AUSMED database.
1,052 Paramedics are currently using the platform, 51 Medics, 112 Transport Officers and 43 Communications Officers, making a total of 1,258 active users.
There have been 5,941 courses completed and the average course completion time has been 23 minutes.
Upcoming Events for July
Thursday 3rd July 2025
The Violence & Aggression meeting
Wednesday 9th July 2025
Direct Entry Induction talk
Monday 14th July 2025
PTS Induction talk
Tuesday 15th July 2025
The Manual Handling meeting
Thursday 17th July 2025
The Station manager Recruitment meeting
Monday 21st July 2025
AEAWA Legal Team meeting
Monday 28th July 2025
The AEAWA Partner meeting
Thursday 29th July 2025
The Vehicle Safety meeting
Tuesday 29th July 2025
The Fatigue Management meeting
Upcoming Events for August
Thursday 5th August 2025
The Paramedic Induction talk
Wednesday 6th August 2025
The AEAWA Committee meeting
Wednesday 6th August 2025
The Vehicle Committee meeting
Wednesday 6th August 2025
The AEAWA Partner meeting
Thursday 7th August 2025
The Medic Induction talk
Friday 8th August 2025
The Wellbeing Respite Consultation
Thursday 14th August 2025
Metro Station Officer Consultation
Tuesday 19th August 2025
Proposed Additional Workforce Deployment Consultation
Tuesday 26th August 2025
The Fatigue Management meeting
Tuesday 26th August 2025
The Fatigue Management SOP follow-up
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. Here are some of the many outstanding items across the three JCCs.
Paramedic JCC
St John Response Delays
Members continue to report extreme delays in receiving responses from the organisation, with some matters taking far too long to be addressed. These delays are not only frustrating for our members but can have real impacts on workplace safety, operational efficiency, and staff wellbeing. The AEAWA views this as a serious issue and is calling for urgent action to ensure members’ concerns are dealt with in a timely and respectful manner. Prompt and transparent communication is a basic expectation in any professional environment, and our members deserve nothing less. We will be pursuing this matter directly with management to ensure accountability and improvement. Lets face it; if St John wanted to get an answer from you, do you think you could take 12-weeks to respond? We think not!
Inconsistent Rostering
The AEAWA has been made aware of ongoing concerns regarding the inconsistent handling of roster requests. Some officers report that their requests to work alongside a specific colleague are repeatedly denied without clear justification, while others seem able to have similar requests approved without issue. This lack of transparency and consistency in rostering decisions raises serious questions about fairness, equity, and potential bias in the process. Members have a right to expect that roster requests are considered in a consistent and impartial manner, and that any refusal is based on clear operational reasoning — not on arbitrary or selective decision-making. The AEAWA will be seeking urgent clarification from management on how these decisions are being made, and will push for fair, transparent rostering practices that apply equally to all staff.
Medic JCC
Resource Gaps
The AEAWA has formally raised concerns about the lack of transparency and accuracy in the recording of closed vehicles. We believe it is essential to have a clear, consistent, and verifiable record of how many shifts and vehicles are closed on a daily basis — inclusive of both Paramedic and Transport Officer resources. This data is not just an administrative exercise; it is a vital measure of our service’s operational capacity, workforce health, and ability to meet community needs. Accurate reporting will allow members, the union, and the public to see the true scale of closures, whether they are caused by staffing shortages, unfilled vacancies, or other operational decisions. It will also provide a factual basis to identify patterns, assess the impacts on response times and patient outcomes, and hold management accountable for the resourcing choices being made.
The AEAWA is concerned that without this data, closures risk becoming normalised and accepted as part of daily operations — an outcome that is unacceptable for both patient safety and staff welfare. We will be seeking a formal commitment from the organisation to capture, maintain, and share this data regularly, ensuring transparency and enabling the union to advocate effectively for safe staffing levels and a sustainable workload across all operational areas.
SOC JCC
Security Issues
The AEAWA has serious concerns regarding ongoing security issues at the workplace, which continue to pose risks to staff safety and wellbeing. Reports from members indicate repeated security breaches in the carpark, including unauthorised members of the public wandering around the premises and, alarmingly, an incident involving a domestic violence case occurring directly next to the basement security gate. These situations create an unsafe and distressing environment for employees who should be able to attend work without fear for their personal security. In addition, members have raised discomfort over the fact that the public can see directly into parts of the building, compromising both privacy and the sense of safety inside the workplace. This visibility issue is particularly concerning for those working night shifts or in sensitive operational roles.
The AEAWA believes that immediate action must be taken to address these risks. This includes improved access control to the carpark and building, enhanced physical barriers, privacy measures to prevent public visibility into work areas, and a stronger security presence on site. Our members’ safety is non-negotiable, and we will be pressing management to implement urgent and effective solutions to ensure the workplace remains a secure environment for all.
Transport JCC
Concerns Over Inconsistent Meal Break Practices
The AEAWA has received consistent feedback from members that workload pressures continue to grow, with increased demand placing significant strain on existing resources. In particular, members have expressed the need for a dedicated CPAT presence 24 hours a day, 7 days a week. A permanent, round-the-clock CPAT team would provide specialist support to manage complex and non-emergency cases more effectively, reducing pressure on frontline crews and improving patient flow. Currently, the absence of dedicated 24/7 coverage means that these cases often fall back onto general crews, adding to their workload and potentially delaying responses to higher-priority emergencies.
The AEAWA believes this is not just a staffing preference — it is a patient care and safety issue. Continuous CPAT availability would allow for better triage, more efficient case management, and a reduction in unnecessary hospital transports, ultimately benefiting both the community and the workforce. We will be pushing for the establishment of a permanent 24/7 CPAT service as part of a broader strategy to address increasing demand and protect staff wellbeing.
06
AEAWA Bulletins.
Important information related to our service.
Everyone but the Police!
June 18th 2021 (Still Active)
The AEAWA has been informed of a growing practice of managers within the State Control Centre (SCC) of directing other agencies — such as security or alternative emergency services — to assist gaining access to areas were aggressive dogs, or individuals are on scene, instead of requesting police attendance. While the intention may be to reduce demand on police resources and speed up scene clearance, this approach raises serious safety concerns for our members. The reality is that the removal of police from certain assist situations does not eliminate the underlying risk. A scene may still present significant dangers — whether from aggressive individuals, unpredictable bystanders, environmental hazards, or unresolved conflicts — even after another agency has declared it “safe.” Unlike police, other agencies may not have the same authority, training, or resources to de-escalate volatile situations, secure the area, or provide an adequate protective presence for ambulance crews.
Ambulance staff should never be placed in the position of entering a potentially dangerous scene based solely on a clearance given by an agency that is not equipped to deal with the full range of threats we may face. While operational efficiency is important, it must never come at the expense of crew safety. The AEAWA is calling for an immediate review of this practice, and a reaffirmation that if there is any uncertainty about scene safety, police attendance is the safest and most appropriate course of action. Crew welfare, not expediency, must be the priority.
The AEAWA and its members DO NOT work for WAPOL, if they are the legislated service to deal with these scenes and they do not want to get involved, then we should follow their lead. St John can send one of their many, many, many, many, many, many managers out to assess.
07
The Paramedic EBA
EBA – Its a Yes!
Over 90% of paramedics have voted YES in support of our EBA — an overwhelming result that sends a powerful and unmistakable message to St John. This is more than just a vote on an agreement; it is a united declaration from the workforce that we have had enough of being ignored, undervalued, and let down. For too long, paramedics have been asked to carry the weight of a failing system — working excessive hours, covering unfilled shifts, and operating under relentless pressure — all while St John fails to address the core issues that impact both our profession and the community we serve. Time and again, management has been warned about unsafe staffing levels, inadequate resources, and the inability to meet the growing demands of our community. And time and again, they have failed to deliver meaningful change.
This vote is a direct reflection of our frustration, our determination, and our solidarity. By standing together, we have shown that we will not accept bandaid solutions, hollow promises, or token gestures. We have shown that the paramedic workforce is united, organised, and ready to demand the respect, pay, and conditions we deserve. More importantly, this result shines a light on the bigger issue — that the service continues to fail the very people it exists to serve. When ambulance crews are stretched beyond capacity, when vehicles sit idle due to staff shortages, and when patients wait too long for help, the system is not just failing us — it’s failing our community.
The AEAWA is proud of every member who stood shoulder-to-shoulder through this process. This overwhelming YES vote is not the end — it is the foundation for the next stage of our fight: holding St John accountable, protecting our conditions, and demanding a service that meets the needs of both our workforce and the people of Western Australia.
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
Unreasonable Overtime
The only reported incident (14 members)
Reasonable Overtime
Members have raised ongoing concerns about the sheer number of shift extensions being issued, often under circumstances that could have been avoided with better planning and adherence to clinical prioritisation standards. Time and again, we see patients sitting in the Emergency Department for hours — sometimes for the entirety of a crew’s shift — only to suddenly require transfer precisely at or just before shift change. What is even more concerning is that these last-minute transfers are often allocated as Priority 2 or even Priority 1 jobs, despite the patient being clinically stable. This is not an isolated oversight; members believe it reflects a deliberate bending of priority coding rules by some medical staff to expedite the movement of patients out of their departments, regardless of true urgency.
This practice places unnecessary strain on ambulance crews, forces staff into frequent and avoidable overtime, and undermines the integrity of our priority dispatch system. It also shifts the burden of poor hospital flow management directly onto paramedics and transport officers, who are already working under extreme pressure. These unnecessary shift extensions not only contribute to fatigue and burnout but also disrupt work–life balance, impact family commitments, and increase operational costs for the service. The AEAWA is calling for immediate scrutiny of how transfer priorities are being assigned, greater accountability for hospital-originated requests, and stricter adherence to genuine clinical urgency. Patient movement should be driven by medical necessity, not by convenience or departmental targets. Until this is addressed, members will continue to face unnecessary overtime and the risks associated with working beyond safe shift limits.
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 advised that we can break and enter the property, as the Police are refusing to attend. Do I have to follow this order?
Although there is a SOP currently being written for crews to break and enter a scene, this still DOES NOT mitigate the risk of what happens when you enter a scene you have perceived as dangerous. If you have perceived a risk this overrides any policy St John decide to write. Again, discuss with the Duty Manager and ask for a Manager to attend. You may get told over the phone that you have been given a ‘lawful order’ to enter the property.
Whether an employee can refuse to comply with a lawful and reasonable direction will depend on its reasonableness, and this in turn will depend on the particular circumstances of the employee. Where the request is reasonable, the failure of an employee to follow a lawful and reasonable direction may be grounds for the employer to take disciplinary action against that employee (such as issuing a warning), and in some cases may constitute a valid reason for dismissal, provided a fair process is also followed. The AEAWA believe that entering a perceived or actual dangerous location, where an imminent threat is perceived, or approaching an aggressive or violent patient is not a reasonable or lawful request or order.
I have been advised that although Police are not attending other agencies are coming to assist?
You may be advised that as Police are refusing to attend the scene other agencies may be tasked to assist you. The SOC Duty Manager may dispatch the Ranger if there are dogs on the property, to assist you gain entry, or they may dispatch DFES to gain entry to the scene.
However, once those agencies attend the scene, update them on the situation and what aggressive or imminent dangers/threats you have determined. If they decide not to go in, update the Duty Manager to again re-escalate to the Police. If they do enter the scene or approach the patient, that is up to them. Again, protect yourselves and fill out an Incident Report. We need evidence to prove this WAPOL directive is beyond dangerous and ridiculous.
AEAWA Information.
Information on AEAWA events, Surveys and upcoming meeting will be listed here.
AEAWA Surveys
The AEAWA 2025 Culture Survey is around the corner
2025 Cultural Survey – Make Your Voice Count
The 2025 Cultural Survey is more than just another management tick-box exercise — it’s an opportunity for every one of us to have our voices heard about what it’s really like to work within this service. Time and again, we’ve told St John about the issues we face: unsafe workloads, poor resourcing, lack of respect, and a culture that too often puts numbers before people. This survey is one of the few formal avenues where our collective feedback is captured in black and white (although its often ignored and blamed on other factors). From a union perspective, the survey results are powerful. They become evidence — evidence of the stress, fatigue, frustration, and systemic failings that members deal with every single day. When hundreds of employees report the same issues, management cannot continue to ignore it, spin it, or write it off as isolated complaints.
That’s why the AEAWA is urging all members to complete the 2025 Cultural Survey honestly and thoroughly. Be direct. Unfortunately, participants of the survey cannot tell management about workload, safety concerns, the pressure on your colleagues, and the impact on patient care, but we can show them how bad the service truly is. We know change doesn’t come from surveys alone — it comes from collective action. But the survey is one more tool in our fight for fair conditions, safer workplaces, and a culture that respects the people who keep this service running. So, take the time to fill it out — for yourself, for your colleagues, and for the future of the ambulance service.
AUSMED Updates
AUSMED have included numerous training packages in your membership subscription. Keep an eye out for the following.
Evolution of a STEMI
The evolution of a STEMI: even though ischaemia is the first thing that happens, it’s not the first change that you will see on the ECG. On a normal ECG, the ST segment is on the baseline. As soon as a patient is experiencing a myocardial infarction, the ST segment will elevate within minutes.
PQRST Pain Assessment
The PQRST mnemonic. Where P stands for provokes. What provoked the pain? What makes it worse? What makes it better? Did the pain occur at rest or during exertion? Did the pain wake the patient up?
Virchow’s Triad
Three factors predispose patients to thrombosis. They are stasis, hypercoagulability, and vessel wall injury. These are commonly referred to as Virchow’s triad. Stasis is caused by such states as being hospitalised or immobilised. Vessel wall injury refers to factors such as calf injury.
Pelvic Fractures: Preparing the Patient for Retrieval
Emergency management of pelvic fractures is essential to reduce the risk of further complications and ensure good patient outcomes. Emergency nurse Cassandra Holland takes you through the management of pelvic fractures and preparing the patient for retrieval.
Atrioventricular Blocks
In this presentation, Sue teaches how to easily identify atrioventricular blocks and other kinds of heart blocks on a rhythm strip, along with their possible causes and treatment options. A must watch for any clinical and prehospital healthcare professional.
The ‘Do Nots’ of Prehospital Pharmacology
Paramedic lecturer Jeff Kenneally explains the additional critical thinking that goes into medication administration in a prehospital setting. Recognise the red flags. Stop, think and reflect during this informative session.
AEAWA Member of the Month
The AEA are pleased to announce that Jarod Stover has won the ‘Member Benefit’ for April 2025. Jarod was nominated for showing a true AEA attitude. Congratulations, your Republic of Fremantle Experience awaits.
The AEA are pleased to announce that all of the SCC has won the ‘Member Benefit’ for May 2025. They were nominated in appreciation for their work, dedication, and support. The AEA family are fully aware of the professionalism that our colleagues in the SCC constantly demonstrate. Your Margeret River chockies await you all.
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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.
The Green Left May 15th, 2025
WA paramedics take protected action over health system decline
ABC News April 20th, 2025
Filming restrictions for Paramedics TV show with St John WA criticised amid ambulance ramping 'crisis'
The AMA April 2nd, 2025
WA’s emergency departments under strain as ambulance ramping rises again
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Our Next Issue
The next issue of AEAWA news (Volume 2 – Issue 3) is due out June 2025. Look for the newsletter under the ‘EXTRAS’ tab on the website.