Hi there, fellow ambo's.
How many times can we be shafted? Ripped off pay wise, ripped off workload wise, under-staffed, over-worked, treated like shit in general by management, not looked after by the State Government, not to mention a piss-weak union.
A few of us have put together this site to allow real ambos to have their say, unfiltered by bosses, governments or union reps. You can have your say, too, in the comments. Join in; we really want to hear from you (even if you disagree with what we say). You can also contact us at realambo.gmail.com.
Save the address http://realambo.blogspot.com/ in your bookmarks.
5,605 comments:
«Oldest ‹Older 1401 – 1600 of 5605 Newer› Newest»I happen to think McCrathy is a total wanker. I have seen his work up close and like the other bloke said he didn't get it for being an ambo. I see all the ASM's bar one went to superintendents. What a surprise. The other one went to a retired SO. I am so over this job and it's politics. At least fuckin' Featherstone didn't get one this time.
P.A.P,
Re: Remember blaming the brothers for all that is wrong with your pathetic career at the moment?
This is starting to get boring, I have only ever stated how corrupt, nepotistic, incompetent, and union manipulating they where (and offspring still are). However, Rochford had them sized up very quickly. Liking a good game of chess myself, he very tactically and very tactfully chopped them down at the knees. It was like poetry in motion to watch. Administrative Genius, and I respect that. He even gave each of them a big smiley farewell function. Oh how I revelled in it!
Re: You are self defeating and obviously frustrated in your job.
I have had a wonderful career, in my time people have let me share in their lives in a very personal way. I have shared their tragedies, consoled them when they have been most vulnerable, relieved their pain and even helped deliver their children. I have learnt a lot about human nature, things that they don’t write down in books.
Am I frustrated, Yes, when I see people die unnecessarily because of elitists like YOU wanting to keep their skills to themselves, so they can feel better about themselves and everyone else. Malone and McCarthy will forever have blood on their hands for forgetting about, and not adequately skilling ambos in the country.
Maybe we can start a Roll of Honor on this blogsite and ambos can write in with their own experiences, for example:
John Citizen, Kickatinalong, 36, Died Unrelieved Upper Airway Obstruction, 3 Children.
Joan Bloggs, Wallaby, 24, Died Cardiac Arrest, Aspiration, 70 ml vomitus left lung, 90 ml vomitus right lung, 1 Child.
The first example is an actual case I attended to. What do you think P.A.P. sound like a good idea?
SPIDER
Poor lost souls,
Spider,
Please get off the Blogg.
You can't seem to contribute anything constructive other than your own singular same old miss mash.
You can't even read or understand much at all now can you.
Loser.
P.A.P.
P.A.P
Re: You can't even read or understand much at all now can you.
Undoubtedly I can read, I have been able to for many years. But you are correct; I cannot comprehend your psychobabble bullshit.
Re: Loser
Elitist
SPIDER
How can I give my partner that “fellatio” feeling?
Q: First, a little background. I’m a male heterosexual ambo level 4 (Spider) with TS better known as a F2M transsexual).
I’ve been seeing a heterosexual woman for about 7 months. I’ve had top surgery and am scheduled for bottom surgery next summer to finish the transition.
The other day, the woman I’m seeing said that she misses giving fellatio. I don’t really know how to take what she said to me, since she hasn’t ever expressed any dissatisfaction with our love-making. If you were me, what would you make of the situation. I plan on discussing the matter with her this week and could really use some help with communicating in a way that is honest and direct about the situation.
Elitist's answer:
We’re going to assume you aren’t attempting to hide your status as FTM (pre-bottom surgery) from your partner.
You’re on the right track by talking to your partner about it. It’s important to know what aspects of fellatio your partner enjoys and/or misses. Some women enjoy the act of fellatio for the psychological aspect (a perceived power exchange dynamic or for a feeling of servicing their partners common to Level 4 pseudo paramedics like level 4's), others enjoy it for the visual effect, and others enjoy the tactile sense. If you know what your partner is missing, or why she’s missing it, you may be able to work around those issues with a prosthetic such as a “Pack and Play” style dildo or some other dildo that feels to her like a biological penis.
Since you’re planning on doing the bottom surgery you might consider this a temporary measure, or, perhaps in addition to other lovemaking play that the two of you engage in, even after you complete your surgery.
You could pay for the surgery with your shit house 4% that you mate screwed all thinking and hard working paramedics with.
Spider, you pain in the arse, I hope that you practice and enjoy this.
Tne Anatamist.
The Anatamist,
Hello my nickname is Spider, I am an ambulance officer and I think you need to go to hospital. Things must seem very confusing for you at the moment but that’s OK I am here to help.
The reason I think you need to go to hospital is that I think you are suffering from schizotypal personality disorder, which is characterized by cognitive and perceptual distortions, and eccentricities of behavior. Anatamist your main symptom of concern is written expression that doesn't agree with our cultural norms.
I understand that you probably lack close friends, other than immediate family. I also understand you might have social anxiety and have a need to continually try to impress others either with your appearance or with your speech.
Please see a medical professional as soon as you can, I care about you, I want to help you.
SPIDER
I think it is time this blog was closed down. It has attained nothing and never will except for the abuse of fellow ambo's. Real Ambo whoever you are. This should finsih now. It was a nice try but looking back through the posts most of you should be ashamed to call yourselves ambo's paramedics or whatever your egos wish to call it. Most of us are in this job for all the right reasons but I have no idea why some of you are here at all. PAP and Spider go away. You are now annoying the hell out of the genuine ambo's who watch from the sidelines waiting for this blog to mean something. The bosses are watching this too and they must be more disgusted in it than I am. How dare you slander people by name in a public forum and no I am not a boss but have plenty of friends who are. This blog is past it's use by date.
Spot on, Crippsy.
enough is enough! one big bitch session. no wonder the service has a poisonous culture at times, this blog doesn't help.
Crippsy,
I am with you let's keep our heads in the sand and it will all go away.
Crippsy,
Crispy you seem to think your view is the view of every other ambo in the service,well it’s not. My reason for posting on this site is to express an opinion. Ultimately, my opinions are going to offend someone, but most ambos who are comfortable with their own views are going to be able to accept the fact that I believe something different without feeling threatened.
I call as I see it. If you don’t like it too bad.
SPIDER
Spider,
We all have opinions and it's good to air them, but, i think we can do it without the slander and abusive language.
I do agree with alot of your opinions and also disagree with as much. there is no need for unprofessional abusive slander throughout this blog.
WDA
Sorry to correct you before we get started but I think you are talking about Libel. Libel is the publication of defamatory matter in permanent form, while slander is the publication of defamatory matter in non-permanent form.
Normally, the burden of proof in libel cases falls onto the plaintiff. The plaintiff must normally prove loss of reputation, emotional distress or loss of earnings blah blah blah. A strong defence in my situation would be evidence to suggest that I was in fact speaking the truth. So I have nothing to be concerned about.
I have used the odd descriptive four letter word, which may be seen by some to be unprofessional, so for that I do apologise.
SPIDER
Spider,
I wasn't accusing you in general.. I was agreeing with Crippsy, this blog has become one big bitch session, with the occasional good point. i am sure we can get our point accross without attacking personalities in an unprofessional way.
there is nothing wrong with getting on your soap box but lets be grown up about it!
Has anyone heard where the wage case is up to?. no one in my area knows anything even the sub-branch.
Typical!!!
Spider I know you are entitled to an opinion....about related issues but for the past couple of weeks all I have read is you and PAP abusing each other. It gets a bit boring mate. Sounds like every other list out there. We are supposed to be all on the same side. Even your attitude to me as in if i don't like it too bad is poor. I am glad i don't work on your station. Every station has one they say.
To All,
I have decided enough is enough. This is my last post. I have posted on this site to try and explain what I perceive to be the reasons for our cultural problems. I have had my say. Yes that’s it.
Ambulance Officers by their very nature are caring and kind individuals, but unfortunately I believe this can also mean they can be naive and easily led. We will continue to have problems while remaining in the same union as senior uniformed management. Senior uniformed management will continue to manipulate things with the help of our union. That really is a no brainer.
The poor cultural surveys will also continue while there is no equity or defined career path for ambulance officers especially country ambos who are treated as second class by the Professional Development Unit. At least now I suppose they dress us all up and call us "paramedics", what an insult.
Don’t believe the propaganda you hear about Greg Rochford, he has made allot of positive changes during his tenure, and has stuck with us. He is ultimately the one who cops all the criticism from HSU. Have you ever heard HSU criticise a senior uniformed manger, no, they need to look after their own paying members. Maybe Greg should join HSU as well and he wouldn’t have to work so hard on weekends.
Bye
SPIDER
Alas farewell dear spider....
Maybe now we can get back to discussing the issues that are bothering us all like this review and the supposed randomly selected discussion groups for each division. I have been assured that the people in these discussion groups have been selected randomly via their bundy numbers but I am finding it amussing that the people going are the same people that our upper management always seem to select for these things. For instance we have one person going who has been in the job for approx 2 years. Now I am sure that most of you can remember that far back when you were still a little bit excited about being an ambo and had grand plans for your furture career path.... only to keep on plodding on year after year becoming more and more cynical wondering what happened to your enthusiasm. Now don't get me wrong I love my job but having made my choice years ago to become a dedicated "Rural" ambo I get frustrated by the lack of career and skill development available to me when I see my friends all go along the path and become part of the inner circle of level 5. Sure I have had a lot more chances to go up the management ladder (i have been S/O, D/O and now come full circle to A/O again) but all that really made me was a paper pusher and I miised the pt contact. I am worried that if we do not get the right people in the discussion groups then the review is not going to hear our concerns. Does anyone else out there know of any appropiate people that have been selected to be on this committe? Is there anyone out there that still bothers to look at this site or have we all got sick and tired of watching PAP and Spider bitch to one another about each other. Lte me know your thought if you are out there.....
All everyone ever does on here is talk shit, slander each other and act like total fuckwits!
When opportunities arise to take some form of action, no on does!
P.A.P. said a while ago that he had something that could bring the state government down.... what the fuck happened to that!?!?!?!?
I'm sick of going over the same old shit again and again and again! We've all proven time and time again why we'll never get any closer to resolving our troubles - we won't step up and make a united front and we can't even be civil to EACH OTHER!
We're not supposed to be fighting one another, but if you read back it seems like thats all we've been doing for weeks on end!
DjHi I admire you trying to get the ball rolling again, but I think we'll end up back at square one every time... I think this blog may be past it's used by date. Plus, as stated, management and fuck knows who else is reading all this! Who knows, maybe HSU or management even set this whole thing up to use against us later...
I really don't think we'll ever get anything out of this blog. All I can suggest is, vote labour out next state election!!
Dear AJ,
You are right, I have watched this blog deteriorate over the last few months.
Why don't you guys try something new:
The AGM's are coming up, why don't those who want to get things done put their REAL name down on this site to advertise their intention to challenge the present executive/s of those sub-Branches that aren't performing or are seen to be in someone's pocket.
It is time for all you serving Ambos to get your combined acts together and make a difference.
OR, you can just sit on your butts and wait till next year...or the year after.
All it takes is some effort, so come on guys put your money where your mouth is and sort this mess out.
I have said it before, you can't blame the union if they are getting their directions from some executive of sub-Branches who are serving their own interests.
You, ALL of you, can turn this current situation around.
Talk to each other, get a team organised, advertise here for all to see, state your intentions, get others motivated.
As you know I'm out now, but I would hate to see "our" service continue to deteriorate, God knows it can't get much lower.....or can it?
Come on guys step up and have a go, or do I have to spend forever reading whinging and self defeating comments on this site
Rik Shepherd
PS Tell me to pull my head in if you want to, I've heard it all before, but if I can help some of you, just ask.
I just found out from a friend of mine the guys in the upper hunter region are trialing the new lifepak 12. they are also trialing thromolitics as part of it. most of the guys and gals in the trial are P1 so they don't have morpine. apparently to upgrade these P1's to use morphine whic is needed for the trial they were all asked if they have ever worked with a level 4 bfore, and a few questions thrown around the room to see if anyone new the adverse effects and contraindications of morpine. that was it no pre-course study material or anything. theyare all now just waiting for a letter in the mail so they have the authority to use morphine. what a fucking joke!!!!!!!!!!!!!! and guess what no pay increase. we are doing all this shit but unlike level 4's we don't get an allowance.
DjHi,
of course they are going to stack the deck everyone knows that.how about talking about something we don't know?
Well like spider, this will be my last comment here ! 25 years of wisdom has not seemed to help anyone and the HSU have won again !
If this were a soccer match it would say rank and file ( 0 ), HSU (100). If it were a wrestling match, we would all have sore backs by being body slammed so many times by the HSU and if it were a boxing match, then the fight history would look like this ....HSU 1,000 fights and every one a first round knockout !
I cant for the life of me understand why so many of you out there are still throwing away $21 a fortnight for absolutely nothing ?? Senior management run this union and nothing is ever going to change... so my friends i admit defeat. You all deserve what you get !
But im out of here.
BYE.
Dear Anonymous,
That's the spirit, pure defeatism, just give up and let them walk all over you. Well said!
The ONLY thing holding Ambos together is the union. Face it you will NEVER get the rank and file to get off their backsides and form their own industrial forum, not EVER.
All you have to do is change the sub-Branch executives who don't play the game properly.
Not hard, just a bit of effort on SOMEONE's part.
As I have said before all that is needed for evil to triumph is for good men (and women!) to do nothing.
Maybe the girls should take over negotiations, they would do a far better job than some sub-Branches have done over the last 10 years, AND they are better networked!
Rik Shepherd
Good on ya Rik, us girls would do a far better job.
Thats a good idea Rick, can I have your email address for some help? I think I could do better than the current lot out here in the west, they just look after their mates.
Come on ladies give it a go
I have finally cancelled my union fees after procrastinating for some time. What have they done for me in 22 years. Nothing. I am so over the HSU and their political bullying. $42 a month into my bank account will do me from now on. If they finally get a decent rise I will get it anyway. I hear so many people say but what if I get in the shit. Well so what. Go hire a private lawyer. The service would shit themselves if a proper lawman was involved and not get away with what they do anyway. The good people (Rik et al) have gone. We are pooly reprasented now days. Peoplelike Rik and PD genuinley wanted to help us. I feel the current union delegates only want what is good for themselves. I see the real paramedics have resorted to wearung their badges on the new uniform now. Good grief they can't let it go can they. Oh ny this is getting so boring. Yeah i am a scab so what. I have been paying into their slush fund a long time now. Time for some other young sucker to take over. Let me know when we get the pay rise eh? Ha yeah right what a joke.
Please excuse all my spelling mistakes in that last post good people. I am a country ambo and am into my 28th hour straight. Just got home and thought I would slip in and see what is happening before i get called out again. This is day 6 so far for me in a row and been on call every night. Yes the union lets us work those kinds of hours here. Did 36 hours straight last week and we are told to manage our own fatigue. WTF?
Anonymous,
Sounds familiar. i have a mate who works in the bush he works a shit roster 9, sometimes 10 days straight and on-call each night.but not for his sub-branch executives they are at other stations working a modified roster 5 on 5 off.maybe you should become try to get onto the executive too. take care.
I have had a gut full of this union.wastse of $21.00. my sub-branch is piss weak. they are such brown noses to management. most of them rotate themselves through sector officer acting up in higher duties doing D/O.suck holes to management never standing up for us members.they never know what is going on or thats what they tell us.
Well Peter:
Quite simple, vote them out, better still stand in their stead and take control of the sub-Branch.
Make it fair, honest and transparent with all it's dealings with HSU and ASNSW. Tell management to shove it when you get offered a cushy position in return for favours.
As for the ladies that wanted to take an interest:
My email is rik001@tpg.com.au and I would be happy to help you in your election campaigns.
Rik Shepherd
Just a couple of questions, hopefully, someone can answer;
because level was killed off, will p1 eventually upgrade further & with what? and obviously with no help from hsu p1's wont recieve any money with it! (the new base level)
and, does anyone know if or when our pay for worth will take place?
Anonymous,
I think you are talking about level 4 being killed off. There are still about 300 or so in the service, they all have at least 10 years experience +.
Anyway, your question about P1 officers and skills. All levels in the service continue to get a wide variety of new skills without any pay increase. The service started doing this about 5 or so years ago and HSU did nothing to ensure commensurate pay increases. As for where this is going; because HSU did not stand firm and ensure members got a pay rise with the new skills coming in a precedence was set where the service can now do what it likes. P1's are now more skilled than a level 4 ever was but they don't get any sort of allowance like the level 4's do now.
Note the increase in skills is across the board with noone getting any sort of pay increase. HSU has let us down that's why so many of us have left or are pissed off with them.
Hope that helps
As for the work for pay claim; no-one knows anything even the delegates in my area. No agenda has been sent out to anyone indicating dates at the IRC etc. We are kept in the dark and fed shit; abit like a mushroom. Maybe it's too important for us to know about?
What happened to spider? why did he leave. Does anyone know? I enjoyed reading his posts.
BUMHUG says
Spider wht happened to spider, well he probably got so lost up in all the aliases he had he forgot what was real and what was not. This site hasn't changed in the last time (months ago) that i took a look. PPPAAAAHHHHHHHHHH.
BUMHUG
Uh oh the petrol sniffers have joined us
What happened to Spider. Well he has already posted since he said he was leaving. My mate is an IT technician and has given me a program that shows me the real email addresses of people who post to blogs. Very interesting to see who half these anonymous posters are. Don't worry boys and girls it is my secret.
There are too many soft cocks in the HSU. Some have their own personal agendas and therefore suck up to management and managements interests; in other words we will never go forward whilst these petty little grubs exist.
Dear h56,
I agree totally.
To rectify this mess, what position are YOU standing for at the AGM?
Rik Shepherd
It is indeed very sad fellow amob's that we have no where to go! Maybe massive resignation is the way to go and save your money and use it as a pay rise. Also that money can be banked for legal representation, if needed but face it. We are trained professionals. Stick to protocols do the right thing and you don't need the union. Automatically you get the shitty pay rises all HSU members get! So why pay? Friend of Real Ambo! xxx
Rik Shepherd
Unfortunately Rik I won’t stand for a position, because for one I have just resigned from the union, and two I won’t be part of this bizarre system. I am very new in the job and have been reading the posts on this site for a couple of months now, and the one thing I have come away with is the absurdity of being in management’s union. It is obviously a conflict of interest as a number of posters have detailed, and I won’t be a part of it.
Regards,
h56
Real ambo's friend said...
Stick to protocols do the right thing and you don't need the union.
Yeah right. You must be new to this job if you think that. All it takes is for one person to put in a phone complaint against you for any reason whatsoever and you are guilty until proven innocent. That person can complain about something that has happened 2 years before and the service will expect you to remember eveything that happened that night. Even if that person describes the ambo and it does not fit your description, if your name is on the case slip then as far as they are concerned then it is YOU who was there and it is YOU who is guilty. Ask me how I know. The person who complained aginst me could not name me, describe me or accurately tell them what I did wrong then went on to describe the THREE people who attended her house (we only work 2 out in the country and 2 of them were off duty on the night she complained about) and to describe something that never occurred. This particular person was well known to us 23 calls in 6 months, police, fire services but the service still took her side. Luckily we had a senior manager from PSCU who could see through the whole scam and trashed it into the bin but not before my whole family was dragged through it all. They were more concerned about it than me. I knew I was not in the wrong and that truth would win out and if not i would have taken them to court, put her in the chair and sued their sorry arse's. It also hepled that the D/O who 'investigated' it although had nearly 40 years service still managed to fuck up the entire thing. The bigger the idiot the higher up the ladder you go is still true to this day apart from Peter Payne and KP who are very smart men with enormous amounts of knowledge but not enough to stay on the road. hahahaha.
Uniforms.
Are any of the people who had anything to do with the new uniform tuned in here. This new uniform is a total joke. The overhsirts I have have sleeves that are 8 inches too long and I am told that there is nothing that will fit me. The T shirts are too hot, the collar too high and can't be OH&S safe as they are flammable. The overalls I have will never fit me unless I suddenly get elephantitis of the testicles. Then i may need the extra 2 feet of room in the crotch but for now no. I repeat it is a JOKE. I would really love to know who signed off on this crap and who in their right mind would agree to a polyester T shirt.
Real ambo's friend
If you think that will keep you out of trouble, think again!!!!
All it takes is one complaint and PSCU will get you, guilty or innocent, I know.
Uniforms....
Thats easy, Polyester T Shirts are 2 cents cheaper, and as for the rest of this "uniform" remember the old army saying, IF IT FITS, TAKE IT BACK IT MIGHT BE TOO BIG OT TOO SMALL FOR SOMEBODY ELSE.
I think the uniform is great, it fits well, it's comfy and it's practical. Sure beats the mardi gras outfit we had before.
Dear h56,
And that my friend is the problem.
Everyone seems to be sitting around waiting for divine intervention.
It won't happen, the current problems that so many on this blog have highlighted are the direct result of too many Ambos siting back and waiting for others to do the work.
This GUARANTEES the poor representation you are currently getting.
What I cannot seem to get through your head/s is simply that SOME of you have to put in SOME extra work, get elected, support your troops, tell HSU what you want, and..... ALL of you who DON'T stand have to support those that you elect.
OR just keep on whinging on this blog.
Sure you can all leave the union, but where do you go?
You all seem to be waiting for some mesiah who will lead you to the promised land of good wages, freedom from victimisation, good conditions and the DESERVED respect of your senior management.
How long are you going to wait?????
The Service tried to sack me on at LEAST 15 occasions for speaking to the press, calling for walkouts, rubbing their noses in critical OH&S issues, demanding changes to rosters, damning useless equipment and vehicles and generally being a royal pain in the arse getting what the troopies wanted.
On ALL occasions HSU (then HREA) stood by my side.
Maybe they didn't like me, but I had their respect, AND their help.
I am NOT putting myself on a pedistal, my achievements over 12 years as a sub-Branch president stand on their own merits.
ALL I am trying to demonstrate is that if I could do it, then so can you, ANY of you.
Life is tough, shit happens (yawn)and if you quit the HSU, NO ONE will stand up for you.......NO ONE. Because as sure as God made little green apples you lot will NEVER, EVER get your shit together and form/join another union.
The victimisation within the Services' top management defies belief, AND they will CONTINUE in the current vein as long as YOU Ambos just sit back and take it.
For the LAST time:
GET OFF YOUR ARSES, GET A TEAM TOGETHER, GET ELECTED, TALK TO YOUR MEMBERS, FIND OUT WHAT THEY WANT (as if you didn't already know), TELL (DON'T ASK) HSU WHAT YOU ALL WANT AND FUCKING WELL GO AND GET IT.
IF YOU HAVE TO HAVE A TOTAL WALKOUT, THEN BLOODY WELL DO IT!!!
TELL THE PRESS, GO ON TV, DO TALK BACK RADIO, DO WHATEVER IT TAKES TO MAKE THE PUBLIC AWARE OF JUST HOW BAD YOUR CONDITIONS AND WORK ENVIRONMENT ARE.
And absolutely last:
Don't think for ONE SECOND that if you follow protocols, do the "right" thing you will be safe.
If you ain't on the "right" side, you are doomed and if you are not in HSU then have fun finding another career.
Rik Shepherd
How on earth does HSU propose to fairly represent both "rank and file" and "Management" personnel working in the same service should a dispute arise? Smells fishy.
The question is how can HSU represent 2 different titles that are in conflict with one another.
All HSU cares about is getting your money
Someone please do an in-depth investigation into this conflict of interest.
If a subordinate disagrees with his/her evaluation prepared by his/her supervisor, who is the HSU going to fight for -- the supervisor or the employee?
If the subordinate files a grievance against the supervisor, who is HSU going to fight for, the supervisor or the subordinate?
freedom of association does not give supervisors the right to belong to the same union as the employees they supervise
Rik Sheppard,
Sorry I’m back, I guess I lied, not something I usually do, however, I just couldn’t help myself.
This is passage from a recent trial in the states. It details what I have been rambling on about for so long and unfortunately critisised for, by many of you. If you have trouble understanding it please feel free to ask me questions, or maybe someone else can explain it to you?.
After the passage of the Ordinance, Local 42 and its then-president, John
Germann, brought suit against Kansas City, claiming that the Ordinance was
unconstitutional because it prohibited supervisory employees from joining the same
union as rank and file employees. The Missouri Court of Appeals held that the
Ordinance was constitutional as applied. See Germann v. City of Kansas City, 577
S.W.2d 54, 56 (Mo. Ct. App. 1978). The court reasoned that if supervisory-level
firefighters were members of the same union as the rank and file, then the supervisors
would face an "irreconcilable conflict of interest" by virtue of their competing duties
to the fire department and their union cohorts. Shortly thereafter, the supervisory firefighters formed an organization called the Chief Officers Association.
“irreconcilable conflict of interest”. Surely we are all not that stupid, please someone out there tell me they understand this!!!
SPIDER
Spider's Son said...
I think the uniform is great, it fits well, it's comfy and it's practical. Sure beats the mardi gras outfit we had before.
So what role did you have on the uniform committee then?
Welcome back Spider.
Well one thing you can do is re-join HSU, stand for election, get elected, add an agenda item for Annual Conference (which you can do anytime anyway as long as it is in time for close of Conference agenda items)to remoce Superintendents from HSU (but DO note they are in a SEPARATE sub-Branch already AND are governed by the same rules as other HSU mambers).
)If anyone has a gripe about HSU supporting managers over Ambos, then complain to Labor Council).
There my friend is the solution.
Or like the others are you just going to whinge all day about how bad it is.
Go on, MAKE a difference.
Rik Shepherd
PS For those of you who wonder why I bother, apart from my Don Quixote complex, the amswer is simple:
When I call the cavalry I want at LEAST one person on the car who knows what they are doing, no offence to Probies.
If you guys continue to leave the service after gaining 5, 10 or 20 years experience because of the often whinged about current management practices, what chance do us patients have???
Rik,
You just don't get it my friend, I'll try and find you some more case law to try and convince you.
"Power tends to corrupt, and absolute power corrupts absolutely"
SPIDER
No Spider, I DO get it, but until some of you (and it will ALWAYS be SOMEONE else, which is the problem)get off your butts and get it sorted, then the present situation will continue.
I have said it a million times, you ARE the union, THEY do what YOU want, not the other way around
Rik Shepherd
Rik Rik Rik,
Re: you ARE the union
So is my boss????. Have a read. Let me know what you think.
http://www.ca8.uscourts.gov/opndir/00/08/994171P.pdf
SPIDER
98 % at last count want out of this corrupt management run union !!!
massive conflict of interest and long history of failure to give a dam about anyone but senior uniformed officers or HSU delagates !!
WAKE UPTO YOURSELFS YOU IDIOTS !
Resign and give yoursleves a $42 a month wage rise.
Replacing corrupt delegates or removing senior uniformed management from the HSU would be akin to straightening deck chairs on the Titanic !..... Its got to sink ! and be left for ever at the bottom of the ocean. Why plug holes in an old sinking vessel when what we need is a new one ! with a new captain ready to set sail on a new and very different course !!!
Any supervisor, as defined in this section, is forbidden to join or maintain membership or engage in activities of any labor organization which admits to membership, or is affiliated directly or indirectly with an organization which admits to membership,nonsupervisory employees who work under the direction of such supervisors, or otherwise are engaged in the type of work performed by such nonsupervisory employees.
Kansas City, Mo., Code of Ordinances § 2-1072(C).
Anyone know what this means?
SPIDER
anonomous
great idea, who the fuck is going to get you a pay rise then huh?
even the titanic had life rafts
Anonymous,
Re: even the titanic had life rafts
Yes it did, but not enough to save everyone unfortunately. The system we have now is also deficient, inadequate and in need of an upgrade too.
It should also be exposed for what it is; an "irreconcilable conflict of interest". Surely you have principles, surely it just can't be about the money?
SPIDER
Gee Spider,
You never let a topic go, do you?
Just tell all of your admirers HOW you, by quitting HSU, are going to do ANYTHING to fix the present system.
OR, how they, by also quitting, are going to get fair representation, decent conditions and a wage befitting their commitment and training.
The history is against you, Ambos just sit and gripe, waiting for someone ELSE to take up the flag.
YOU....and ALL the rest are in a race.
YOU DON'T WIN by getting off the horse half way through and just standing there waiting.
We all know how you just love senior managers being in HSU, so get off the topic and come up with something constructive to achieve your (and ALL the other fence sitters') goals.
I would just love to hear ONE constructive idea from you on HOW the current situation can be reversed.
I doubt if there are any others on this site now anyway, but humour me, just ONE idea that is practical and can achieve improved conditions and better pay.
I await with baited breath.
Rik Shepherd
Rik ! ...
I have heard some good things about you from some of the oldies, but now i am doubting them !
Mate ... this race cannot be won... wether you get on your horse or step off it... gallop gently or whip the living christ out of it...YOU CANT WIN ! dont you understand that ??? the race is rigged... !
You have some great ideas, but they will only be of any use when the managers and suckholes are gone... and for that to happen the HSU must go !
Wake up to yourself !
Dear Anonymous, (golly another faceless, nameless hero daring to get on this blog)
Look mate, I know the system.
You people will NEVER, EVER fix the current situation unless SOME of you FUCKING WELL DO SOMETHING TO FIX IT !!!!!!!!
Form another union? Sure, WHO is going to form it? Not you lot.
How do you think whinging on this blog is going to get rid of "the suck holes and managers" you describe.
Is God going to smite them?
Are all the Ambos going to rise up in revolution and overthrow the tyrants?
Are you going to do a Port Authur on Executive Alley at Rozelle or the next Supers sub-Branch meeting?
Is the Japanese Suicide Squad from Life of Brian going to commit mass ritual suicide on the steps of Parliament House in protest?
Do you think the Media will conduct a crusade on your behalf?
Do you perhaps think that the Politicians are suddenly going to get a fit of integrity and save the day?
Or do you think Dorothy will click her little red shoes and we will all end up in the land of Oz?
OR, (shudder) will you down tools on a total walkout 'til you get what you want?
I give up, just like you did. The "forces of evil" have won mate, might as well just lie down and have a good cry.
Just like the rest of you sorry lot do.
I will expect the next crew to come and "save" me to have 3 days training, a new uniform, tons of drugs and toys and get paid 50c per hour to haul us no-longer-useful trash off to a well run and effective hospital, brimming with talented and committed staff, lots of beds and all the latest life saving equipment.
And of course this crew, during their downtime will work as cleaners at the local AHS in a creative job share arrangement designed by some CEO or other.
It is not this site that has problems, it is you lot, who havent the committment or the backbone to fight back.
You will get what you deserve, sadly, fuck all !!!
Thank God we didnt have you lot on the front line during World War 2 or we would all be speaking Japanese of German.
Good Bye, I really have wasted by finger tips, time and effort.
I can't wait for the next exciting installment from the next one of you to have a sob.
Maybe I should re-join, I hear they are taking zbsolutely anybody nowadays, even us cripples.
Unfortunately I just could not lie down and get walked on like you all do.
Too much pride I guess.
Rik Shepherd
Rik Rik Rik,
Stop freaking out Rik you sound like P.A.P. We need to look at our current situation in military terms. Do we want to stay in HSU with our bosses? How do we achieve our goals with no command and control mechanisms in place? Anyway, remember Vietnam and the yanks losing the war to the VC. Why, because the VC had better intelligence and information, they certainly didn't have the stronger force.
"Information warfare" is where it is at Rikapudy. Any ranked military person will tell you information and its dissemination is one of the vital strategic assets in winning any conflict.
We can change things with a little research and patience. Find case law examples, like I did, displaying why and where it is ILLEGAL to have management in the same union as the rank and file.
This information could be sent to ICAC, the Ombudsman, the Employee Advocate or even the PSCU. We could all state that we believe that this is why so many ambos have poor morale. Ambos feel poorly represented by their union because management are in it too. They could use the case law examples that I have already posted on this website. They could also post their own examples for others to use.
Do you think anyone is going to take notice of say 100 or 200 ambos making a protected disclosure about the same thing...of course they are.
After the smoke clears do you think another union might take on 2,500 ambos paying $42.00 a month
($105, 000.00 a month in total) to represent them........ You bet your big shiny para-magic badge they will.
As for what happens after that I don't know..... Ask me after we get out of HSU and then we can talk about positive changes, pay increases etc for ambos. We will be in a far better position to negotiate when we all belong to, and control autonomously our OWN union, and not have management do it for us. It might even save my mate Greg from a headache or two.
Do I have to do everything around here?
SPIDER
God Spider your grasp of history is even worse than your choice of idols.
We lost because of US political doctrine, and don't have the hide to lecture ME on military tactics.
Show us the way brother, WHICH union will take us on oh guru??
Go read some AUSTRALIAN Industrial law.
I had left this site but you are just TOO much.
And this REALLY is my last comment, bye
Rik Shepherd
Rik,
Re: We lost because of US political doctrine.
"American Casualties
47,378 KIA
304,704 WIA
2,338 MIA"
10 years in Vietnam and the yanks lost. They were outsmarted by an inferior enemy, "US political doctrine' my arse.
SPIDER
Word has it some of the Frogs up in Newcastle are not wearing their epaulettes in protest of the fact that the rest of us are now called paramedics as well.
Get over it you bunch of pathetic wankers.
Spider !
Yet agian you bring common sense to this argument with Rik !
He should read SUN TZU'S "the art of war" instead of getting all het up with is own great little schemes of how to build a sailing boat that will save us all with four lollie sticks and an egg carton !
Rick ! I am a fighter, how dare you insinuate otherwise... but like all smart stratagists, I carefully assess the enemy, look long and hard at available resources and evaluate the possibility of corrupt or flawed plans by cross trading of insider information (uniformed managemnet)....!
but most of all i "NEVER" waste time or money planning or even entertaining the posibility of entering into a fight that cannot be won !
DO YOU GET THAT RIK !, COS IM SURE EVERYONE ELSE WITH HALF A BRAIN DOES ! and the HSU will go... and THEN and only THEN will we be able to plan for a better and a fair future!
Anonymous too true mate!!!! Rik wake up and see whats happening around you. As for the elitist Frogs up Newcastle way GET OVER IT. We are all ambos. I know plenty of GDs who I would rather have treat me if I was crook than some of the IC out there.
Anonymous,
Thankyou for your comments too, good to see someone else out there can see through the facade as well.
We need OUT, or we need management OUT of HSU NOW.
"Power tends to corrupt, and absolute power corrupts absolutely"
SPIDER
"Word has it some of the Frogs up in Newcastle are not wearing their epaulettes in protest of the fact that the rest of us are now called paramedics as well"
No I couldn't imagine that one not with INTENSIVE CARE PAREAMEDIC written in GOLD on them while the rest of us plebs get white. That still gives them their exclusiveness in their eyes. It was supposed to be that we were all just paramedic in gold with out level on our vest but that was changed at the last minute by a..da darrrr..Newcastle frog on the uniform committee!! Funny that. Where I work I get 140k a year working on the road as a P1 with no extra allowances. They can call me whatever they want and in whatever colour they like and they can have all the exclusiveness they want. They haven't figured out yet that it is much better to have a senior clinical person above you so they cop the shit when it goes wrong. I call frogs the fall guys hahahahahahahaha fuck em all.
Anonymous,
I've heard about the guy you talk about, apparently he wears more badges and patches than a phillipines general.
After the passage of the Ordinance, Local 42 and its then-president, John Germann, brought suit against Kansas City, claiming that the Ordinance was unconstitutional because it prohibited supervisory employees from joining the same
union as rank and file employees. The Missouri Court of Appeals held that the Ordinance was constitutional as applied. See Germann v. City of Kansas City, 577 S.W.2d 54, 56 (Mo. Ct. App. 1978). The court reasoned that if supervisory-level
firefighters were members of the same union as the rank and file, then the supervisors would face an "irreconcilable conflict of interest" by virtue of their competing duties to the fire department and their union cohorts. Shortly thereafter, the supervisory firefighters formed an organization called the Chief Officers Association.
Get management out of our union now!!!!!!!!!!!!
"Power tends to corrupt, and absolute power corrupts absolutely"
SPIDER
According to the latest financial disclosure figures as a union member your money has helped to build an average salary for the Biggest "Fat Cat" union bosses to $239,106 a year.
Why doesn't HSU disclose how much Williamson makes? Why doesn't HSU release any financial statements in relation to political donations etc?
Remember the old union catch cry, "it's your union". Well it's also "our money". So how about a financial statement published on this blog you HSU cronies out there.
I hope all you soft cocks out there are watching the Fire Brigade at the moment.
Watch them get what they are after (and deserve) by sticking together and having a set of balls.
Don't worry though. You ambo's will get what you deserve.
FUCKEN NOTHING
Fact : Ambos are leaving the HSU in droves ! word has is that the tally of late is now over 400 members resigned !!!!
And what do the HSU do ???
well have a look at the latest email from them (on the ASNSW internet email ... but hey they are not in bed with each other ha !) and you will see... they dont give a shit about those that are leaving instead they have just put up a prize of free petrol or some shit if you talk a probie or some other dumb shit into joining !.... come on guys... when is ENOUGH REALLY GOING TO BE ENOUGH FOR YOU ??
And yes watch the fire brigade get what they want.. can you imagine them trying that shit with the HSU hand in hand with the management !
Anonymous,
Charming, I especially liked the soft cock part, very expressive.
Anyway, can our managers wear two hats? Can senior uniformed management be loyal to the mission of the ASNSW (and act as supervisors to further that mission), while they are also union members?
Some believe they can. I don’t.
Come on P.A.P and Rik don’t be like that come back and talk to me, I’m wery wery lonely here by myself.
“Little things I should have said and done, I just didn’t take the time, you were always on my mind, you where always on my mind”.
SPIDER
Take a look at the NSW FireBrigade, no action from the Government over their wage case and what do they do STATE wide action........pity I'm not a firie..
The Executive of the ASNSW should argue that senior uniformed management owe undivided loyalty to the service as part of their job. HSU membership, under this logic, should be banned because it would take away or divide that loyalty when HSU and management have different interests.
Are senior uniformed management capable of "dual loyalty" to both HSU and the ASNSW.
Pull the other leg it plays jingle bells.
SPIDER
The Anatamist said,
To enhance the Anatomy and Physiology skills of "Spider" and his/her cohorts, then please read...
http://www.whitelotuseast.com/SacredSpotMassage.htm
The G-Spot or Sacred Spot of a man is his prostate gland. Tantric philosophy considers the G-Spot a man's emotional sex center. Massaging the man's prostate releases tremendous amounts of emotional and physical stress. Coupled with stimulation of his penis or "lingam", massaging his prostate can be extremely pleasurable and healing to the man. Since the most direct way to massage the man's Sacred Spot is through his anus, it takes time to adjust to being penetrated in this way. It is not for every man. The benefits are many and the pleasure can be very intense. For tantric partners, lovers or those otherwise genuinely comfortable with one another, massaging the sacred spot can be a powerful experience. Not only in terms of ecstatic pleasure for the "receiver", but in the sexual empowerment it bestows on the "giver".
The walnut sized prostate gland is located directly underneath the bladder, not far from the internal root of the penis (see diagram). As can be seen, the gland is in close proximity to the rectal wall, allowing for easy access through the anus.
Why is prostate massage pleasurable? There are number of reasons:
Ejaculation reflex sensation
No matter which method is used it is not possible to touch the prostate directly. The nearest indirect access is through the rectal wall, which means that there is still a membrane in the way. This is somewhat akin to the inhibiting sensitivity a glove. Despite this restriction the lobes of the prostrate are highly sensitive to pressure. An array of sensations may be produced by pressing, rubbing or by means of stroking the gland through the rectal wall. The most profound of these feelings is similar to that sublime sensation which is normally felt during ejaculation, as the prostate begins pumping semen.
Anal sensitivity
Along with the genital areas, the anus is connected to and interwoven with millions of delicately sensitive nerve endings, which can yield most pleasurable sensations.
Hidden penis
Unknown to most, over one third of the penis is buried inside the body. It is the base of the (hidden) penis which may be pressured in a similar manner as the prostate. The effect of stimulating all three can be awesome, if done in concert with genital stimulation. Still more overwhelming than the physiological effects is the psychological aspect of prostate massage, due to the unaccustomed nature of penetration of the receiver.
Psychological high
As powerful as physiological stimulation might be, it pales when compared to the immeasurably greater psychological or mental high. The very notion of the male placing himself into such a vulnerable position, results in a powerful mental rush, for both receiver as well giver. The willingness of the naturally controlling male to allow himself to placed in an unaccustomed submissive role, should be particularly cherished by the giver.
Preparation
As in any intimate activity, certain basic rules apply. The receiver should be meticulously clean. The giver should have available form fitting latex surgical gloves (not the loose fitting variety). It's desirable for a number of reasons to use gloves, of which the first and foremost benefit is to protect the delicate anal membranes from sharp fingernails and rough skin. Secondly, a well lubricated rubber surface will glide more easily than naked skin. Lubrication should be water based, such as K-Y jelly.
Taking a hot bath or shower prior to the massage is a good way to relax. While bathing the receiver will find it pleasurable to begin to fanaticize in anticipation of the experience to come.
Positions
Face to face (for greater intimacy)
While completely naked, the receiver should assume a seated position; his back reclined and supported by large firm pillows (at about a 45 - 65 degree angle). His knees pulled in the direction of his chest and somewhat angled outward. The resulting position should be both comfortable for the receiver, as well as allowing the giver unobstructed view and unfettered access to the anus and genitals of the receiver. The giver may sit cross legged, or kneel in front of the receiver.
As a way to relax the receiver, the giver may begin by massaging the receivers lower extremities, particularly the abdomen. Initially, the receiver may choose to relax by closing his eyes, but as the massage progresses it is of great importance that the receiver and giver maintain eye contact.
It will be up to the giver to decide when the receiver is sufficiently relaxed and aroused. At this time the giver should unobtrusively slip on a glove and to begin lubricating the receivers anus. The lubrication process should be lengthy and ceremonial. Beginning with circular motions, stroking the anal opening. The objective is to pleasure and relax the nervous rosebud.
The giver should "never" poke the anus with the tip of the finger, but to gently and firmly apply pressure with the pad of the finger. Continuously add lubrication; there can never be too much lubrication! When the anus is ready it will allow the finger to enter. All that is needed is time and patience.
Remarkably, when the moment comes the giver will notice that the finger will seem to be drawn into the anus. Once the finger has been allowed to enter it is best to be still allowing the anal sphincters the chance to become accustomed to the intrusion. It will not be a good idea for the giver to move their finger in and out of the anus. There should only be one reason for the giver to remove the finger, and this would be to add more lubrication.
The giver is now ready to seek out the prostate: this can easily accomplished by crooking the inserted finger upwards, and feeling for a "roundish" to oblong protrusion about 2 inches inside the rectum. Applying pressure to the prostate will provide a variety of sensations, the most desirable of which is the feeling of impending ejaculation. By applying more or less pressure to the gland, the giver will be able to control these sensations; even to the point of inhibiting the receiver from ejaculating. The ability to control ejaculation through prostate massage, allows for nearly unending stimulation of the receiver's genitals. The penis may be massaged by the giver, or by receiver himself, to a point of near ejaculation. Only to be kept on the brink by varying pressure on the prostate.
During the arousal cycle the giver may begin to rhythmically move the inserted finger partially in and out, so as to stimulate the rich and super sensitive nerve endings around the anus.
Eye contact is most desirable at the resolution phase of the experience, with the receiver and giver gazing into one another's eyes… various scenarios are now possible:
A. The giver will allow the receiver to masturbate himself to achieve ejaculating. All the while the giver will be verbally encouraging the receiver to the moment of climax.
B. The giver may masturbate the receiver's penis with one hand, while massaging the receivers anal opening or prostate with the other. Both giver and receiver should communicate intently, so as to allow the greatest pleasure for the receiver.
C. The receiver may desire for the giver to “milk” his prostate, without direct stimulation to the penis. To achieve this the giver will gently stroke each lobe, resulting in a gentle flow of semen and the emptying of the prostate through the erect or flaccid penis.
Facing "away" from the giver (a magnificent view for the giver)
In this position the receiver will be kneeling, knees apart, buttocks elevated, while the elbows are resting on a firm surface, such as a cushioned floor matt. This should be both a stable and comfortable position for the receiver.
The giver may kneel or sit spread legged behind the receiver, having easy access and a perfect view, of the receiver's anus. The giver will also be in a position to reach between the receivers legs to allow stimulation of the genitals.
From this point please follow the same procedure as in the face to face method.
The G-Spot or Sacred Spot of a man is his prostate gland. Tantric philosophy considers the G-Spot a man's emotional sex center. Massaging the man's prostate releases tremendous amounts of emotional and physical stress. Coupled with stimulation of his penis or "lingam", massaging his prostate can be extremely pleasurable and healing to the man. Since the most direct way to massage the man's Sacred Spot is through his anus, it takes time to adjust to being penetrated in this way. It is not for every man. The benefits are many and the pleasure can be very intense. For tantric partners, lovers or those otherwise genuinely comfortable with one another, massaging the sacred spot can be a powerful experience. Not only in terms of ecstatic pleasure for the "receiver", but in the sexual empowerment it bestows on the "giver".
The walnut sized prostate gland is located directly underneath the bladder, not far from the internal root of the penis (see diagram). As can be seen, the gland is in close proximity to the rectal wall, allowing for easy access through the anus.
Why is prostate massage pleasurable? There are number of reasons:
Ejaculation reflex sensation
No matter which method is used it is not possible to touch the prostate directly. The nearest indirect access is through the rectal wall, which means that there is still a membrane in the way. This is somewhat akin to the inhibiting sensitivity a glove. Despite this restriction the lobes of the prostrate are highly sensitive to pressure. An array of sensations may be produced by pressing, rubbing or by means of stroking the gland through the rectal wall. The most profound of these feelings is similar to that sublime sensation which is normally felt during ejaculation, as the prostate begins pumping semen.
Anal sensitivity
Along with the genital areas, the anus is connected to and interwoven with millions of delicately sensitive nerve endings, which can yield most pleasurable sensations.
Hidden penis
Unknown to most, over one third of the penis is buried inside the body. It is the base of the (hidden) penis which may be pressured in a similar manner as the prostate. The effect of stimulating all three can be awesome, if done in concert with genital stimulation. Still more overwhelming than the physiological effects is the psychological aspect of prostate massage, due to the unaccustomed nature of penetration of the receiver.
Psychological high
As powerful as physiological stimulation might be, it pales when compared to the immeasurably greater psychological or mental high. The very notion of the male placing himself into such a vulnerable position, results in a powerful mental rush, for both receiver as well giver. The willingness of the naturally controlling male to allow himself to placed in an unaccustomed submissive role, should be particularly cherished by the giver.
Preparation
As in any intimate activity, certain basic rules apply. The receiver should be meticulously clean. The giver should have available form fitting latex surgical gloves (not the loose fitting variety). It's desirable for a number of reasons to use gloves, of which the first and foremost benefit is to protect the delicate anal membranes from sharp fingernails and rough skin. Secondly, a well lubricated rubber surface will glide more easily than naked skin. Lubrication should be water based, such as K-Y jelly.
Taking a hot bath or shower prior to the massage is a good way to relax. While bathing the receiver will find it pleasurable to begin to fanaticize in anticipation of the experience to come.
Positions
Face to face (for greater intimacy)
While completely naked, the receiver should assume a seated position; his back reclined and supported by large firm pillows (at about a 45 - 65 degree angle). His knees pulled in the direction of his chest and somewhat angled outward. The resulting position should be both comfortable for the receiver, as well as allowing the giver unobstructed view and unfettered access to the anus and genitals of the receiver. The giver may sit cross legged, or kneel in front of the receiver.
As a way to relax the receiver, the giver may begin by massaging the receivers lower extremities, particularly the abdomen. Initially, the receiver may choose to relax by closing his eyes, but as the massage progresses it is of great importance that the receiver and giver maintain eye contact.
It will be up to the giver to decide when the receiver is sufficiently relaxed and aroused. At this time the giver should unobtrusively slip on a glove and to begin lubricating the receivers anus. The lubrication process should be lengthy and ceremonial. Beginning with circular motions, stroking the anal opening. The objective is to pleasure and relax the nervous rosebud.
The giver should "never" poke the anus with the tip of the finger, but to gently and firmly apply pressure with the pad of the finger. Continuously add lubrication; there can never be too much lubrication! When the anus is ready it will allow the finger to enter. All that is needed is time and patience.
Remarkably, when the moment comes the giver will notice that the finger will seem to be drawn into the anus. Once the finger has been allowed to enter it is best to be still allowing the anal sphincters the chance to become accustomed to the intrusion. It will not be a good idea for the giver to move their finger in and out of the anus. There should only be one reason for the giver to remove the finger, and this would be to add more lubrication.
The giver is now ready to seek out the prostate: this can easily accomplished by crooking the inserted finger upwards, and feeling for a "roundish" to oblong protrusion about 2 inches inside the rectum. Applying pressure to the prostate will provide a variety of sensations, the most desirable of which is the feeling of impending ejaculation. By applying more or less pressure to the gland, the giver will be able to control these sensations; even to the point of inhibiting the receiver from ejaculating. The ability to control ejaculation through prostate massage, allows for nearly unending stimulation of the receiver's genitals. The penis may be massaged by the giver, or by receiver himself, to a point of near ejaculation. Only to be kept on the brink by varying pressure on the prostate.
During the arousal cycle the giver may begin to rhythmically move the inserted finger partially in and out, so as to stimulate the rich and super sensitive nerve endings around the anus.
Eye contact is most desirable at the resolution phase of the experience, with the receiver and giver gazing into one another's eyes… various scenarios are now possible:
A. The giver will allow the receiver to masturbate himself to achieve ejaculating. All the while the giver will be verbally encouraging the receiver to the moment of climax.
B. The giver may masturbate the receiver's penis with one hand, while massaging the receivers anal opening or prostate with the other. Both giver and receiver should communicate intently, so as to allow the greatest pleasure for the receiver.
C. The receiver may desire for the giver to “milk” his prostate, without direct stimulation to the penis. To achieve this the giver will gently stroke each lobe, resulting in a gentle flow of semen and the emptying of the prostate through the erect or flaccid penis.
Facing "away" from the giver (a magnificent view for the giver)
In this position the receiver will be kneeling, knees apart, buttocks elevated, while the elbows are resting on a firm surface, such as a cushioned floor matt. This should be both a stable and comfortable position for the receiver.
The giver may kneel or sit spread legged behind the receiver, having easy access and a perfect view, of the receiver's anus. The giver will also be in a position to reach between the receivers legs to allow stimulation of the genitals.
From this point please follow the same procedure as in the face to face method.
Once agin, please enjoy and practice on night shifts!
Enjoy,
The Anatamist
To the Anatimist.There is only one idiot in our service that would post this crap and that would have to be Steve Irons ya fuckwit.
You pathetic little chicken-hearted creature. What a tragic life your must have. You don’t have any impact on this site, you just prove to the people that read this blog what a wretched little creep you must be.
“Supervisors, defined as those "having the power to hire, discharge, discipline, or to effectively recommend the same," were explicitly given the right to representation; however, their representation was limited by the requirement that it be by a different labor organization and that they be placed in separate units from their subordinates (NJSA 34:13; Turnpike Authority v. AFSCME Council 73 1997, p. 345). US Supreme Court (Board of Education v. Wilton)”.
Get management out of our union now!!!!!
"Power tends to corrupt, and absolute power corrupts absolutely"
SPIDER
The Executive of the ASNSW should argue that senior uniformed management owe undivided loyalty to the service as part of their job. HSU membership, under this logic, should be banned because it would take away or divide that loyalty when HSU and management have different interests.
Are senior uniformed management capable of "dual loyalty" to both HSU and the ASNSW.
Pull the other leg it plays jingle bells.
Poor lost souls,
Dear Anonymous:
February 17, 2008 12:50 AM;
Please don't name or identify people on this site as being contributors.
I found Steve to be an incredibly competant and well educated paramedic.
He is an ambo with few peers.
Anatomist and Spider...please, just go away.
P.A.P.
P.A.P,
Your back, well that’s just wonderful, my life is complete again. Are you still mad at me?. With a little time I'm sure we can work it out.
Anyway, let’s lighten things up a bit. You need to use your imagination and sing the following to the Bananas in Pyjamas theme song. Remember to yell out the last line.
A little song I wrote about P1 and P2. We know who they are don’t we P.A.P.
Where Penis's not Genius's running around Rozelle,
Where Penis's not Genius's the country can go to Hell,
Where Penis's not Genius's I hope no-one can tell.
Where Penis's not Genius's with no imagination,
Where Penis's not Genius's we won't share our intubation,
Where Penis's not Genius's particularly at a country station,
Where Penis's not Genius's you know it's hard at the top,
Where Penis's not Genius's Level 4 can go and rot,
Where Penis's not Genius's P1 likes it on top,
Where Penis's not Genius's we really have no idea,
Where Penis's not Genius's and Spider thinks where queer,
Where Penis's!!!!!!!!!!
Probably not that funny, just something to enlighten my brief day.
SPIDER
FIREFIGHTERS in NSW will begin industrial action today as part of a wage dispute which their union says could escalate to a "complete walkout".
NSW Fire Brigade Employees' Union members will refuse to relieve absent colleagues, in protest against the State Government's offer of a 2.5 per cent wage increase.
The union said the action could escalate if the State Government fails by 5pm (AEDT) on Friday to show a willingness to negotiate from a minimum four per cent starting point.
Union secretary Simon Flynn yesterday said he was struggling to stop "members from walking out and going on strike right now".
"Firefighters will not cop reduced conditions of employment like less annual leave, reduced workers compensation payments or closing fire stations to fund a pay rise.
"But so far that is precisely what the NSW Government is insisting on."
An offer of a four per cent pay rise each year for the next three years, tied to a loss of eight conditions including one week's annual leave, has been rejected by the union.
NSW Fire Brigades said it will attempt further talks with the union today and report back to the commission.
Can you see HSU even contemplating anything like this ?
AND LOOK !!!! IT WASNT BULLSHIT .....THEY DID IT !
Friday 15th February 2008
The State Committee has today resolved to call a statewide strike of permanent members across NSW commencing at 1700 hrs today in response to the Government’s refusal to move beyond its current 2.5% per annum wage offer.
All on duty permanent members are instructed to cease duty and leave their stations and workplaces at 1700 hrs today.
The strike will ceases at 1800 hours today, when C platoon commences duty.
All retained members attached to mixed staff stations other than those exempted are instructed to join permanent members in this strike.
NOW THATS A UNION !
SPIDER.
I agree with you as far as management being in the same union, but it is pointless to relate to another country's case law.
And Steve Irons would be the ONLY competent Ambo in Rozelle.
Not only does he know just about everything but he can actually put it into practice.
Chris Murphy
Chris Murphy
Re: I agree with you as far as management being in the same union, but it is pointless to relate to another country's case law.
I don’t agree, granted it is a different country but undoubtedly the same concept. There is manipulation, coercion and collusion between management and the rank and file against the Executive under the guise of HSU. There is also all of the other shit that goes on as well, such as sub-branch delegates sucking up to management at our expense. Detailing case law examples on this blog, even though from another country, can only strengthen out case to get management out of HSU. I think it’s all about educating people about this corrupt system.
America has enormous unionised public services which has obviously suffered to have the law changed if not challenged in some states. Anyway, I have tried to find case law examples in AU but no luck so far. Maybe if we can get enough people to listen to us we can set a precedence here too, maybe even change the law.
However, I do agree with you about Steve he would probably make a great make a great Manager of Education or Professional Development if only people could see that those two peanuts don’t know what their doing. I just don’t think he would ever apply because of all the politics and trained lap dogs he would have to deal with. He is just not that sort of guy.
“Power corrupts, absolute power corrupts absolutely”
SPIDER
Nobody said Irons wasn't a good ambo just ask him and he will tell you himself. What was said was that he would be the type to come up with all that sex shit. The guy is a sexaholic as anyone who has ever worked with him can attest. But yes he would run rings around anyone else at Rozelle. Well maybe not so much run these days as casually walk lol Go Ironsey!
Poor lost souls,
Dear Anonymous
February 18, 2008 8:43 AM.
That was pretty smart mate...!
By naming Steve and anonymously slandering him is public forum read by soem very serious people, you just set him up as bloody target for every kook and looney to lodge whatever complaint against him as how you described him as a sex addict.
Fair dinkum, I never thought that we had like you in our Service, but sadly you just proved me wrong.
Steve has been an exceptional work colleague as well as a dear family friend for more years than I can recall. His personal life is his affair.
Please respect that.
P.A.P.
P.A.P.
Another case law quote from the states.
“the Court found that a municipal policy prohibiting fire department supervisors from belong to any union that also had as members rank-and-file firefighters did not infringe the First Amendment rights of the supervisors. The substantial state interest which justified the policy, the Court said, was the need for a disciplined, efficient fire department”
"creation of a common union composed of rank and file firefighters and their superior officers poses a sufficiently serious threat of ineffective supervision based upon divided loyalties to warrant preventive action."
Sound familiar? I think so. Anyway, what would senior uniformed management do if they didn’t have us poor ambos to put on industrial bans for them?
What would you do P.A.P.?
SPIDER
P.A.P
Another case law example from the states. Oh! I forgot to mention these relate to public sector employees like us..funny that. Let me know if you want the references I’ve got heaps of them, and I intend to post lot’s more.
“The Town urges that supervisors and rank-and-file employees cannot be represented by the same union because substantial problems and conflicts of interest would arise, impeding the conduct of labor relations in the Town"
That’s my favorite bit ,“impeding the conduct of labor relations in the Town”. No wonder they landed on the moon before anyone else!
No wonder your not posting P.A.P it’s a hard position to defend. Just like you, I too might find it difficult to present an argument. But unlike you I’m sure I could think of something.
SPIDER
Conflict of duty
"Where a public sector employee has multiple roles and could be said to wear two hats, that is, they have two official roles with a competitive relationship”.(ICAC)
"Because supervisors are considered to be part of a company's management rather than its labor force, they cannot join unions"
Conflict of Interest
"An individual, while occupying more than one position, which positions involve the exercise of power or influence, affects outcomes in one position which are of direct and personal benefit to her/him as an occupant of another position".
"Power tends to corrupt, and absolute power corrupts absolutely."
SPIDER
Wow the FB walk off the job and get a 2.5% pay rise. It makes our 3% look pretty good doesn't it.
Anonymous re 3% looks good !
mate you obviously did not read the full story ... so i'll give it to you .......
NSW Industrial Relations Commission’s decision to arbitrarily hand down a six month interim Award with a 2.5% increase in wages and a direction that the Union submit its claim to the Commission for arbitration, this meeting resolves to endorse the claim tabled at this meeting that will deliver increases for all operational members between February 2008 and February 2010 ranging from $218.19 to $354.96 per week.
DID YOU READ THAT AN EXTRA $350 PER WEEK ! AND THEY WILL GET IT BECAUSE THEY DONT HAVE MANAGEMENT IN THEIR UNION !
Anonymous,
Right on brother. This is wrong, so wrong, management in our union with us!!!!!. No more endless surveys, no more endless discussion groups, the problem is so obvious, this has been going on for too long, get management out of our union now!!!!!
We cannot continue being taken for fools any longer. Are we all really that stupid!!!!
No more coercion or collusion between sub-branch executives and senior management and vice versa. No more sub-branch executive suckholes furthering their own interests by pandering to management, it makes me sick!!!!!
No more corruption, GET MANAGEMENT OUT OF OUR UNION NOW!!!!
Wake Up Ambos!!!!!!!!!!
Have a nice day.
Does anyone have a good recipe for Konigsberger Klopse (German Meatballs)?
SPIDER
Firies deserve a big rise though because they do so much more than us.
Poor lost souls,
This is an idea for Rochford and his incompetent H/R people
to consider following.
HR STRATEGY AND WORKFORCE PLANNING
A strategic approach to human resources management means, at its simplest, HR managers consider all the activities they undertake in relation to the organisation's goals and values. Human resources tasks — whether that is recruitment, training, performance appraisals or policy development — are not undertaken blindly, but with a view to how they contribute towards the fulfilment of the organisation's purpose.
Workforce planning is the first and broadest task that HR managers [especially Health] need to tackle in furthering the organisation's mission and strategies, so it is treated here along with the issue of how HR managers deal generally with strategic issues.
This tab starts by looking at business strategies, that is, how the organisation identifies or determines its mission, goals and values, and how it devises plans to pursue them. Organisations differ in how they approach strategy-making and implementation, so it is necessary for HR managers to be aware of these different approaches.
The roles that the HR manager may have in the business strategy-making process are then discussed.
The next issue for the Rochford and his non uniformed HR manager is how HR management itself can be approached strategically, and how this approach differs from a functional or administrative approach to HR activities. This discussion looks at the trends in HR management and the problems facing the shift from an administrative to a strategic model of HR.
ASNSW workforce structure and change are treated next.
Workforce planning is an activity preceded by the question of overall approach for providing skills and labour needed to fulfil organisational goals. The contemporary business environment is characterised by rapid and often dramatic changes, changes that often have far-reaching effects on the overall workforce. Hence, at the broadest level, HR managers need to look at how work will be done — will full-time employees be the basis for work accomplishment, or will the workforce be fluid? Will entire functions be outsourced, and if so, to whom?
Organisations are also affected by changes at a corporate level.
Acquisitions, mergers and divestments may occur, raising questions of workforce levels and skills required. What kind of workforce structure is appropriate in the light of rapid and often disruptive change? The nature of the work and the industry type are also important factors in workforce structure, as well as the increasing importance of knowledge management issues.
The ill/non alignment of H/R with operational sworn staff is eveident here.
PSCU and the HSU are other examples of an over linear health speak affecting current H/R operational isues.
Once these issues have been understood, the HR manager can address the more specific task of workforce planning. This topic discusses the steps involved in workforce planning, the skills required and the difficulties that may be encountered in trying to ensure both current workforce needs are addressed and future needs are anticipated and prepared for.
The assessment of future staffing needs involves planning and forecasting the future activities of the organisation, such as new product areas, expansion/contraction, technological change, etc. Also relevant are external factors such as market fluctuations, government policy, economic conditions, legislation and social and community attitudes. The aim of an organisation like the ASNSW will be to have an adequately trained, qualified and experienced workforce to meet present needs at all times.
Staffing policies and procedures must therefore be integrated with the organisation's overall business strategies and objectives.
Included in the section on workforce planning is a discussion of the many issues that impact on it. The challenge of the HR role is to know and successfully take into account all the human aspects of the workforce, so the organisation is able to carry out its purposes successfully. These issues include, for example, the changing demographics of the labour market and the particular issues involved in planning for overseas appointments or employees returning from overseas.
The HSU in its inept advocay has let its membership down by not pesuing such important H/R issues.
The lack of a career pathway for sworn staff as the ASNSW's titular head is just one example.
Workforce planning does not occur independently of other HR tasks. Planning includes thinking about what remuneration and conditions of employment will be necessary in order to attract talented and committed staff, how good employees can be recruited, and how employees' performance needs to be managed. These other aspects of HR are identified and the relevant other sections of the reporter to examine are indicated.
An essential part of workforce planning is to determine how to define and specify particular jobs — job analysis. This task involves the analysis of the existing arrangement of work — who does what, and why are jobs organised this way. This task may be succeeded by competency profiling and job design, if alternative ways of organising work are being explored.
All other sections of this reporter then become relevant to the HR manager's job of ensuring the organisation is able to fulfil its purposes through its people.
The starting point for HR management is the realisation it is not an autonomous function.
It does not have its own goals and strategies independent of the organisation in which it exists; everything it does is directed towards the fulfilment of the objectives of the organisation. HR management is a supporting or enabling function, a means towards the organisation's ends.
These ends cannot be addressed without proper consulation through the industrial advocacy that shoulf be provided by the HSU.
Their quietness on this matter is deafening.
It is important, then, that HR managers understand the relationship between business strategy and HR activities. As an extension, it is important that HR managers have a grasp of business skills as well as an understanding of HR tasks and the human aspects of organisations. HR managers need an adequate grasp of general management functions, such as strategy-making and implementation, economics and management accounting, marketing, and operational planning and control.
As the role of HR management has changed in organisations in the decades since the 1970s, the involvement of HR managers in the formulation of business strategy has become greater. The following section on ``Strategic HR Management'' examines this aspect further.
If HR managers are to participate in the organisation's strategic planning process, they need to have a grasp of what that process involves. How do organisations develop business strategies, that is, how do they identify or determine their mission, goals and values? How do they go about developing plans to pursue those goals? Organisations differ in how they approach strategy-making and implementation, so it is necessary for HR managers to be aware of the different approaches that may be taken.
The subsequent question is, what roles might the HR manager have in the business strategy-making process?
[¶1-110] Business strategy-making
The task of formulating business strategy and developing plans to further those strategies has generated an enormous amount of literature. The high point of this literature was probably a 20-year period beginning in the 1960s. Leading commentators include Micheal Porter, Igor Ansoff, Russell Ackoff and Henry Mintzberg. During this period, strategic planning became a refined analytical exercise, often resulting in extremely detailed, written formulations of strategies that were reviewed and revised on an annual timetable.
From the 1980s onwards, the pace of change in the business environment globally increased dramatically. This pace has been sustained since then, with the result that organisational performance is subject to turbulence from year to year. No longer can plans be made on the basis of consistent patterns in the external environment. No longer can stable plans be produced that ensure the organisation will experience continued, incremental growth.
The change in the business environment from one of relative stability to one of ongoing change has led to shifts in approaches to business strategy-making.
Strategy-making can be defined as the determination of long-term goals and courses of action for an organisation, along with the allocation of resources necessary to achieve those goals. It is concerned with the direction and scope of the organisation's activities, the performance of the organisation in its environment, the place the organisation occupies in markets, and its relationships with stakeholders. The object of corporate strategy is often defined in terms of ``sustainable competitive advantage''.
Some of the thinkers who have contributed perspectives on strategy-making include Gary Hamel and C.K. Pralahad, who promoted the ideas of the organisation's ``strategic intent'' and ``core competencies''. Peter Drucker talked about the ``theory of the business'', and said that it was not set in stone. Rather, it should be seen as a temporary hypothesis, always subject to testing and review. By the theory of the business, he meant the mission of the organisation, how that was pursued in the organisation's environment, and what core competencies were needed to enable the organisation to pursue its mission.
Models of strategy-making
Four models of strategy-making can be contrasted with each other.
1. Linear planning. Linear planning tends to assume there is a ``one best way'' for the organisation to develop. It extrapolates from the past, assuming a stable, predictable environment. Strategies are formalised in documents and cascade into plans for action and schedules. Strategy-making tends to be ``top down''.
2. Adaptive strategy. The object of this approach is to have a strategic direction, but to be prepared to change in response to changes in the organisation's environment. The organisation continually monitors competitors and other factors, and adjusts its strategy accordingly. Managers are involved to the extent that they need to be alert to alternatives rather than being locked into one strategy.
3. Interpretive strategy. The focus of this approach is on establishing and maintaining relationships with stakeholders. Strategy is an organisation-wide activity. The assumption is that organisations are an amalgam of people and actions that is complex and often contradictory. The object of strategy-making is to give coherence, direction and meaning to this amalgam. Accordingly, everyone in the organisation may have an effect on strategy.
4. Emergent strategy. Some critics of strategic planning (eg Mintzberg) have argued the theory seldom describes reality. In fact, even though organisations make plans, events often force the organisation to change them during implementation. These changes might come about because new opportunities are acted upon quickly, or in response to competitor actions, or because of threats, eg a sales slump forces the company to retrench workers.
Levels of planning
It should also be recognised that strategies can exist at various levels in the organisation. At the top end there is corporate strategy, which is concerned with the identity and actions of the overall business entity. At this level, strategy could involve the buying and selling of entire businesses or the outsourcing of major production units to external suppliers. Business strategy is the next level. It concerns how a business unit will compete in its market. The third level of strategy concerns operational issues, such as how marketing, finance and manufacturing contribute to the other levels of strategy. (There are different views about the use of this vocabulary.)
These three levels represent a spectrum of planning that ranges from strategic towards operational. Some distinctions can be drawn between strategic planning and operational planning, as in the table below.
Strategic planning Operational planning
Planning deals with ambiguity and complexity Planning is routinised
Scope is organisation-wide Scope is specific operations
Possible extent of change is significant Possible change is small-scale
Focus includes external environment Focus is on internal resources
Stages of strategic planning
The stages of the strategic planning process are similar, whatever level is envisaged:
Stage 1 — strategic analysis, gathering data about both the external environment (trends, competitors, economics etc) and the organisation itself (resources, problems, systems etc).
Stage 2 — strategic choice, where options are suggested (or imagined, or generated), these are investigated, developed and evaluated, and choices are made.
Stage 3 — implementation of strategy, which involves planning of all requirements to fulfil the strategy, including technical, financial and human resources, structure and systems, and the management of change.
Stage 4 — evaluation of strategy, examining organisational performance at a given time after implementation, and investigating the causes of success or otherwise.
The importance of this stage model is that it separates analysis of the situation from the devising of strategy. It emphasises the strategy-making part of the process. Critics of strategic planning such as Mintzberg have argued that the gathering and analysis of data does not of itself produce a strategy. Mintzberg uses the left brain/right brain analogy to illustrate the need for imagination, insight and innovative thinking as well as for ``hard data'' in the strategy-making process.
The literature on strategic planning contains assistance for undertaking the process by providing a bank of generic strategies for organisations to consider, such as low cost versus high quality options. Porter examined this aspect of strategy extensively. Miles and Snow also characterised different generic strategies (defenders, prospectors, analysts and reactors).
Another perspective that needs to be added to the above model is a picture of where strategy fits with other organisational features such as mission, vision, values, goals, objectives, strategic and operational plans, and controls. While it may seem obvious what the differences between these features are, many organisations manage to confuse them in practice. The reason this occurs is that organisations have existing cultures which make many unstated assumptions — about what the organisation is like and how it relates to customers and others. They have ways of talking about the organisation's activities that embody strengths and weaknesses that are never examined.
Where organisations operate in stable environments, it is generally possible to get away with a lack of clarity about the differences between such things as mission, values, goals and strategies. But when environments are turbulent and the organisation's place in the market/environment is threatened, then clarity becomes critical. If the organisation's performance is in question, is it the goal or the strategy that is wanting? Are its strategies an outcome of unexamined assumptions about the nature of the organisation's mission, and could a re-examination of the mission open up new ideas for alternative strategies?
Detailed stages of strategic planning
A more detailed model of the strategic planning process can be presented on the basis of the above discussion.
1. The core mission
Before any planning is undertaken, the organisation's core mission must be determined. The nature of this mission is discussed at ¶1-130.
2. Evaluation of internal factors
This step involves an analysis of organisational goals, objectives, assets and liabilities. A popular approach is to divide the factors into two groups — financial factors and resources and technology.
Financial factors include return on investment, profitability, economic factors which affect finance, capital expenditure, acquisitions, dividend policy and ratio analysis.
Resources and technology covers financial status, production performance, marketing situation, research and development and, of course, human resources.
3. Evaluation of operating results and prospects
This is an evaluation of the current and immediate future position of the organisation. It enables a diagnosis of the organisation's strengths and weaknesses to be made.
4. Organisational objectives
After defining the organisation's core mission and evaluating its internal factors and performance, it is possible to develop cohesive organisational objectives. These objectives are usually quantified (in terms of dollar amounts, percentage points, dates, etc) and provide performance standards and progress measurement yardsticks. In other words, a ``bottom-line'' approach is generally taken.
5. Evaluation of external factors
This step involves the identification of changes which will have some impact on the organisation. This is a scanning process which involves study of a very large range of factors (see ¶1-570), which can be divided into groupings such as economic trends, regulatory requirements, technical developments, competitors' actions and human resources availability. Marketing data should also be gathered.
6. Integrate internal and external data
This step relates the current performance of the organisation with factors likely to influence its future performance. Important factors in this step include the type of data collection system used and the extent to which various levels of management participate in the process.
7. Development of environmental and economic scenarios
A scenario may be described as a description of anticipated conditions which the organisation expects to deal with at some stage in the future. A strategy is a way of dealing with a scenario. However, as both are related to environmental conditions, organisation conditions and human resource demand and supply, they will tend to be interrelated.
An example would be the development of different scenarios prior to an election, based on the impact on the organisation that different political parties would have if they were voted in to office.
For further details, see ¶1-640.
8. Development of preliminary strategies
Preliminary strategies are initial outlines of specific actions and plans for achieving organisational goals in different environments. Each scenario is examined for any distinctive features which affect the organisation's ability to achieve the goals. A separate strategy is then developed for each scenario.
For further details, see ¶1-640.
9. Testing preliminary strategies against human resources
The demand and supply of human resources is compared to the requirements of the strategy. It can be seen which strategies are the most feasible and whether alternative strategies need to be devised.
For further details, see ¶1-640.
The organisational context
Strategic planning is also subject to the context in which the organisation operates. The influences and constraints, and the strategic choices available, differ in these contexts:
Large (multinational and national) corporations — these organisations are complex. They operate in many different environments and have multiple divisions and multiple layers of management. The synergy between different parts of the business is an issue, as is their integration.
Professional partnerships — these organisations are often big businesses, but partners are not part of a hierarchy, so decision-making is often localised. Achieving efficiencies of scale and a common identity are strategic issues.
Public sector — for these organisations, the government is the major stakeholder, and the scope of operations is constrained by legal and policy forces. Responsiveness to customers does not hold the same imperative as in the commercial sector, and the organisation's planning activities are subject to sudden shifts in government policy.
Not-for-profit — these organisations may include different groups with divergent values, such as voluntary workers and professionals, and the challenge is to achieve agreement on strategies. Government-funded or regulated organisations are also subject to shifts in requirements.
Small businesses — the challenge here may be to manage growth and the transition to more formal structures, and how to manage risks effectively.
[¶1-120] Participants in planning
Who is involved in the strategy-making process? It depends on the nature of the strategic planning process. If strategic planning is highly formalised, then it is usually the province of senior executives, supported by a planning team, and the roles of other managers are firmly circumscribed. However, the era of large teams dedicated to planning was laid to rest by the end of the 1980s.
As organisations have become flatter, with fewer layers of management, the level of upward feedback about front-line events has increased, and information about marketplace shifts is more likely to be fed into the recurrent planning process. On the other hand, an environment of trust is required if workers are to be encouraged to report difficulties as well as successes.
Workers' willingness to communicate to management about factors that affect the organisation's ongoing success is influenced by:
• routine ways workers behave towards each other, governed by the organisational culture;
• perceptions of what is important, mediated by incentives and rewards, promotions, training programs and performance targets;
• symbolic aspects such as titles, offices, cars and use of language;
• control systems for production, expenditure and productivity;
• power structures and allocation of resources; and
• stories about significant organisational events and actions.
Perhaps significantly, most literature on strategic planning deals with the steps of the process but says little about the persons who may be engaged in this activity. This fact should alert HR managers to the organisation's existing paradigms about how things get done and whether people are motivated to contribute to strategy-making.
Peter Senge (in The Dance of Change, 1999) argues strategy-making still remains the province of planners and top managers in organisations: "Most companies still focus on ``the plan'', and the ``budgeting and planning process remains essentially mechanical and static". Senge says that the most important role of strategic planning is challenging existing mental models of what the organisation's purpose and operations are, and how it can continue to be relevant to customers. This is more likely to occur if a broader spectrum of organisational members are involved in the process.
The involvement of line managers is crucial because of their expertise in their particular area and their role in operational planning and scheduling. The line manager generally knows the abilities and job performance of employees in their work section better than anyone else. They have the most frequent contact with these employees and receive feedback from them. With the current trend towards delegating many day-to-day HR functions to line managers, it is important that line managers have some knowledge and understanding of the organisation's strategic planning function, even if they are not directly involved in it. One approach which could help is to include strategic planning as a topic in management development programs.
HR managers should be participants in the corporate strategic group, either directly or in at least an advisory or consultative capacity. HR departments have the advantage of being able to study workforce requirements across the organisation as a whole. They are the people most familiar with policies for recruitment, training, equal opportunity, industrial relations, etc. Much of the information required for workforce planning is obtainable from HR information system records.
For these reasons, the HR department can be a suitable central body to co-ordinate workforce planning, providing it has access to top-level management and is also involved in strategic planning. HR practitioners must have an understanding of the corporate plans of the organisation, and be able to translate them into systems and policies to assist line managers.
Should people in the organisation feel they lack sufficient time and resources for planning, they may prefer to engage outside consultants for the task. This approach may have advantages in terms of impartiality (lack of involvement in company politics), a more professional approach and the saving of managers' time. It however has disadvantages in terms of cost and management not gaining experience and expertise to help with future planning.
[¶1-130] Organisation mission statement
An organisational mission statement can be defined as a broad statement of the general long-term purpose of the organisation. It reflects the organisation's corporate philosophy, values and desired direction.
Because of their general nature, mission statements may adopt a variety of forms, ranging from a one-sentence general statement to a more comprehensive document of several pages that includes statements of values, strategies and objectives.
Statements may contain a variety of components, including references to basic philosophy, products and services, scope and activities, employees, customers, technology, company values, self-concept, public image, concern for survival, goals, strategic objectives and location.
The joint CCH Australia Limited/Australian Graduate School of Management survey of human resources management practices in 2003 (see ¶85-200) found that 88% of organisations had a written mission statement. Other kinds of statements were also produced by a majority of organisations: 75% had a vision statement, 82% had a statement of corporate objectives and goals, and 79% had a statement of corporate philosophy or values.
Mission statements can also be used by individual sections of an organisation to reflect their position. For example, a Human Resources Department could issue its own mission statement, which is quite separate from the overall corporate statement. See ¶45-200.
Purposes of statement
There are several views of the purpose of a mission statement:
• a tool for external public relations;
• a means of motivating staff within the organisation;
• a means of identifying an organisation's distinctive area of expertise;
• a means of providing a corporate identity; and
• a framework for making decisions (such as allocation of resources).
Note that a statement could encompass several or all of these purposes — it is not restricted to one purpose only.
A survey in the UK by M Klemm, S Sanderson and G Luffman (reported in ``Mission Statements: Selling Corporate Values to Employees'', Long Range Planning 24(3), 1991, pp 73-78), found that mission statements were given more publicity inside an organisation than outside of it. The survey reported that the main purposes of the statements appeared to be improving internal communication, improving leadership by providing a symbol, and acting as a spur to managers to think strategically.
In the same article, the authors suggest that a mission statement can be used as a tool of strategic management in the following ways:
• to provide individual managers with a common direction which transcends individual, department and transitory needs;
• to enable a new chief executive to lead the organisation in a new direction (if a new mission statement is issued);
• to generate new ideas and challenge old ones;
• to build a corporate culture by promoting a sense of shared expectations;
• to assist the process of managing in the interests of all stakeholders in the organisation; and
• to communicate a public image to important outside groups, such as customers and suppliers.
Contents of statement
A starting point for preparing a statement would be for members of the organisation to ask the following three basic questions:
1. What business are we in?
2. What do we want from it?
3. What must we do in order to survive?
Typical contents of mission statements include the following:
• broad introductory statements of what the organisation does;
• specific outlines of products, markets, attributes and quality levels;
• a description of the organisation's areas of expertise (such as quality, innovation, reliability, value-for-money, etc); and
• emphasis on styles of business (such as meeting needs quickly or taking a customised approach).
Not all of the above items will be needed in every statement.
Some organisations supplement their mission statements with separate statements which specify their values in relation to stakeholders, both inside the organisation and externally (an example of the latter might be a commitment relating to social or environmental responsibility).
[¶1-140] The HR role in strategy-making
This section discusses the role HR managers play, or could play, in the organisation's strategy-making process. This should be distinguished from the issue of how HR can approach its own functions strategically. The latter issue is discussed in the next section,``Strategic HR Management''.
The question here is how HR managers can support and contribute to the development of corporate strategy. The basis for their contribution is having expertise in HR matters. The success of corporate strategies is reliant on the skills and commitment of the workforce. General managers tend to focus on ``task'' issues — finances, physical resources, technology and systems. But strategies need the right people, and the right number of people, to be in the right place at the right time if they are to succeed. This is what makes the HR role strategic in organisations.
In addition, HR managers contribute knowledge about the constraints that apply to the use of people for organisational objectives. These constraints range from remuneration to occupational health and safety, motivation and anti-discrimination.
There are several levels of involvement for HR managers in the development of strategy. At one extreme, HR managers are linked passively to strategy-making, and merely serve the administrative functions that ensue from strategy, such as conducting recruitment on request from other managers. At a second level, HR managers are made responsible for designing "mini-plans" in order to implement specific aspects of the corporate strategy.
HR managers are involved more actively in the development of corporate strategy when they are consulted about the implication of specific options. In this case, they are asked to examine the HR implications of the options and report back to the strategic planners. This is a form of two-way linkage between HR and strategy formation.
At the fullest level, HR managers are part of the strategy-making process. They are part of the planning team, their participation is continuous, and their influence on the process is dynamic. In the latter case, the planners have ongoing information on the HR aspects, which in some situations could be critical to deciding on future directions. For example, if the organisation produces a unique product that relies on specially skilled employees, the extent of availability of such employees is a critical factor in decisions about expanding that part of the business. The HR manager would be expected to be able to advise on the HR aspects of a proposal to increase production of this product.
In the year 2000, in almost 50% of large Australian organisations in both the public and private sectors, HR managers were a part of the senior management team, and in 54% of organisations, they were involved in the development of corporate strategy from the outset. (Data from Cranfield-PriceWaterhouseCoopers Survey on International Strategic Human Resource Management, R Kramar, Macquarie University, 2000.)
How should the HR manager go about aligning HR with business strategy?
THE PROCESS OF ALIGNING HR WITH BUSINESS STRATEGY
1. Establish whether all employees share corporate goals.
2. Establish whether employees possess the required competencies to reach goals. If not, then establish how this will be achieved (eg recruiting, promotion, training, development).
3. Establish whether the organisation can manage performance to reach shared corporate goals, eg measures, rewards, incentives.
4. Establish whether the organisation has the right structures (eg number of reporting levels, communication and policies to reach goals).
5. Establish whether the organisation has the ability to change and learn in order to achieve goals, and establish programs to make this possible.
6. Establish whether the organisation has the leadership necessary to achieve its goals.
7. Explain the impact of workforce issues on the adoption of particular corporate and business strategies.
8. Suggest areas of strength around which corporate and business strategies could be developed.
9. Explain the impact HR initiatives would have on the achievement of strategies (costs and benefits).
10. Explain the impact of legislation on workforce management and strategies.
It should be noted that the first six recommendations are reactive, ie responding to particular strategic options that are presented to HR. The last four recommendations show HR playing a more active role in the development of strategic options.
The more specific task of workforce planning may ensue from the process of corporate strategy-making. Workforce planning is described in the section beginning at ¶1-360. The conditional "may" is used because the basic assumption of workforce planning is that conditions outside the HR realm are stable, and this assumption does not always hold. A company may choose to close its entire call centre and outsource the function to another country. It may sell its production facilities and purchase finished goods from a supplier.
Workforce planning is therefore preceded by questions about workforce structure. This topic is considered in the section beginning at ¶1-300.
STRATEGIC HR MANAGEMENT
[¶1-200] Changing roles of HR practitioners
In order to reflect the changing role of the human resources (HR) function, CCH changed the title of this service from Personnel Management to Human Resources Management in 1993. At the time, two well-known authors, Professor Roger Collins, Director of the Open Learning Program at the Australian Graduate School of Management, University of New South Wales, and Richard Rudman, author of Human Resources Management in New Zealand, then Director of Policy and Professional Development for the Institute of Personnel Management (New Zealand) and Chair of the Professional Development Committee of the World Federation of Personnel Management Associations, currently Director, Bolivar Associates Ltd, provided their thoughts on the changing emphasis within HR as well as some more general ideas on organisations in Australia and New Zealand.
The views of Professor Collins and Richard Rudman are presented below. A more recent view follows, given by Glenn Martin, CCH editor. Further commentary on the HR role is located in the "Managing HR Effectiveness" section of the reporter, beginning at ¶45-000.
Professor Roger Collins — The formal human resources function began in the late 19th century with the role of welfare officers in a number of major organisations primarily in the UK. Some of these organisations were owned by Quakers — eg Rowntrees and Cadburys in the confectionery industry — and they believed in treating people holistically and humanely. They were also some of the first to work on the assumption that if you looked after people then they would give you a return, in loyalty and hard work. Such companies pioneered benefits such as holiday units for employees, meals at work and health clinics in the 1880s and 1890s.
In Australia welfare officers were often the first ``personnel'' presence in organisations. One of the first was in the 1930s at Hestia, the women's undergarments manufacturer.
The next major thrust in the profession came from Taylorism, with its emphasis on job design, paralleled with the rise of industrial psychology (eg using psychological tests for selection purposes). Learning and motivational theories also started to broaden out the possibilities for organisations in the 1920s and 1930s. Personnel officers began to be appointed from the 1920s to 1940s. They had partly a welfare role, partly an industrial relations role and partly a very basic personnel administration role. Up until the mid-1960s the theme of the profession was personnel administration. The role was operational, peripheral, supportive and generally reactive.
In the 1960s and 1970s a number of personnel practitioners and academics began seeing two pathways for personnel, eg in 1967 Dalton McFarland wrote an article about the high and low roads in personnel.
The low road was personnel administration, which was essentially operational management techniques, records and procedures, etc. The high road was equally as valid but it was more about policy — personnel policy — and involvement in the wider management of the enterprise.
At the same time, a number of writers, primarily in the United States, started to move from personnel management and human relations to this concept of human resources. Ray Miles of the University of California argued that managers needed to think of people as an organisation's primary resource, as an asset that needed to be developed and managed, and as a major source of its potential competitive advantage.
The concept of human resources originated in the United States and the British have been mixed in their acceptance of it. A number of UK writers have been critical of it. Their primary argument has been that HR management is more a concept in the minds of academics than a reality in organisations.
Criticism of terminology
There was, and still is, a lot of criticism of the term ``human resources''. It is seen as a very impersonal term, implying the treatment of people as a commodity. The proponents of it meant however that people should be managed as an asset that can be nurtured and enhanced, rather than disposed of as and when no longer needed.
In the present day, there has been some justified cynicism about the use of the term ``human resources'', as there has been a perception that some organisations have in fact been treating their people as commodities, particularly when downsizing. The trade union movement became very critical of the concept of human resources because of this, seeing it as a very impersonal capitalistic view. It is unfortunate that the term human resources can have multiple connotations. When the profession can demonstrate that ``human resources'' has some positive outcomes then the negative connotations may disappear. However, the label is far less important than the substance of what managers and professionals achieve. The reality is that in many organisations, salaries and associated costs can account for 70% to 80% of expenditure. The issue at stake is whether these resources and associated costs are being managed effectively.
Richard Rudman — The key differences between personnel management and human resources management
Personnel Management Human Resources Management
• Functional • Strategic
• Short-term focus • Long-term focus
• Maintenance • Development
• Policies and programs • Whole organisation
• Rules and procedures • Values and mission
• Conflict institutionalised • Teamwork emphasised
Overall, the change from personnel management to human resources management might be described as a shift from administering the parts to managing the whole. In a sense, personnel management is primarily concerned with the needs of people, whereas human resources management concentrates on the business needs of the organisation, in the confident belief that an organisation must be strong and successful if it is to meet the needs of its people.
Still, an important operational aspect of ambulance work reports to teh Director of Corporate Serrvice and not teh General Manafer of Operations.
What a joke that one is!!!
Relatively few organisations — and, therefore, relatively few chief executives and other senior managers — give careful and systematic thought to their requirements or expectations for the human resources function. While they frequently describe people as the organisation's most important asset, the truth is most organisations regard their human resources as a cost of doing business, rather than an investment in the future. Inevitably, for these organisations, the real role for human resources is to minimise the costs of employing people, not to maximise the return on that investment.
In other words, the personnel department is seen as an administrative and maintenance function, rather than a strategic and developmental partner in the management of the business. Of course, practitioners who wish to take on the business partner role will need, in most cases, to shift their skills and knowledge base away from that of the traditional, functional specialist: they will need to know as much about the business, and be as able to contribute to its management, as any of their colleagues in senior management.
This is precisely how other emergency services are set up.
P.A.P.
Fuck me P.A.P that was the longest post ever.
Hello Everyone,
P.A.P you are still going on with the same old psychobabble bullshit. I don’t think you will every change, what a lot of crap your last post was. Where did you cut and paste that from? The Morman's Approach to Human Resources Management, 1974 edition?.
Anyway as we all know an independent review into the Service is currently being conducted by the Premier's Department. Discussion has been held all over the state. Mr Graham Head from the Premier's Department is the head of the review team and Mike Willis is acting as a liaison. At one of the forums Graham Head said that in all the reviews he has conducted into various government departments he has never found as much consistency and agreement between the staff in the problems they have with the Service.
The following is a list of some of the issues raised so far:
Lack of career opportunities with no guarantee of making it any higher than P1 especially in the country,
Education focus on memory not understanding, lack of continuity in assessment, lack of education opportunities in country areas,
CSU students with little or no experience put on road at a senior clinical level,
Accountability of Senior Uniformed Management,
Poor morale of on road ambo's,
Amount of skill enhancements vs pay levels/increases,
Poor condition of many stations,
These are just a few of the issues, yes a general consensus among the majority of ambos. I would expect after the review is published Rochford might have to chop down a few more nitwits as he did with the “Brothers”.
God bless his cotton socks.
SPIDER
Poor lost souls,
Spider…
What's up with my last cut and paste job? Can't you read what the literature out there speaks of if it hasn’t got any pictures?
Have you ever opened up Google Scholar and done a simple search and ACTUALLY read something other than a bloody comic book?
Dip shit.
As for the current review...All those "ills" are still there because of Rochford.
Yes, he has been there long enough to already have done something about them.
As for "not knowing" what ails us is simple bullshit 'cause he is told every day about the problems that we have.
Still, like you, he won't listen.
Still, unlike you, he has the power to affect long term and workable change.
Go to uni and get a real degree and then you may have some credibility to speak from.
Have you contacted the PSCU about your revelations and the supposed child dying because of your self confessed clinical incompetence?
I am sure that Wills [G], Olive Oil and the rest of Rochford’s hyenas would love to tear you apart.
We'll see how long you last, dip shit.
Perhaps your termination, although sad, may finallyy indicate a willingness to expel stooges like you.
I predict that Willis [M] will roll Rochford over all of this.
Close and anonymous Health sources have already identified cracks in their transactional relationship.
Willis [M] is highly intelligent, keeps very good notes, is well aligned politically and above all, is a REAL PARAMEDIC…!
Three months and twenty days sees me finally retire.
Spider, please check your navel for cotton.
P.A.P.
P.A.P congrats on your forthcoming retirement mate and well done for sticking it out. I have a couple of years to go but it is only the super keeping me here. Plus the D&D is another bit of crap that the union has 'fought' for. It has so many out clauses for the service that nobody that still has a leg to stand on will get anything but the delegates want everyone to take it. Farrrrkkk! I am glad I won't be paying into it for too much longer. I bet those last 3 months are going to drag on and I bet you get a cas 5 minutes before you walk out the door LOL.
P.A.P
Re: Dip shit
Very classy, what a great command of the English vocabulary you have.
Anyway, I think you underestimate my mate Greg, remember he has form on the board. Remember the brothers? Remember how he got rid of those nepotistic and corrupt pieces of shit from our wonderful service.
P.A.P did you forget about that bit ….you silly old sausage.
My guess is after this review is over Greg may need to do some more sorting. Yes my mate Greg will certainly have some momentum behind him. He will unquestionably have the justification to do what he sees fit.
Maybe those two completely out of touch dipshits in Education and Professional Development should start sweating now.
What does “dipshit” mean anyway, I have never been able to work that one out.
SPIDER
Poor lost souls,
Anonymous,
February 28, 2008 12:39 AM;
Many thanks for your very kind words regarding my impending retirement.
I can only encourage you to stay while you have good health. Mine is now failing and need a break.
P.A.P.
P.A.P
All the insults and sarcasm aside….I hope your health picks up and it’s nothing to serious.
Regards
SPIDER
SPIDER’S TOP TEN
TOP TEN REASONS IT’S GOOD TO BE IN HSU WITH YOUR BOSS
10. When promoted into management you don’t have to change your direct debit details to pay union fees.
9. You can share your HSU newsletter with the boss.
8. You and your boss don’t ever have to worry about taking responsibility for anything because you can always blame the Executive.
7. You and your boss have a common interest you can both talk about.
6. Believing that being in the same union as your boss will help with a wage claim.
5. Never having to worry about getting representation from HSU when it comes to a “conflict of interest” issue.
4. Your boss can explain to you what HSU’s holiday accommodation at Sussex Inlet is like.
3. You sit down with your boss to discuss a grievance you have with him and always come to the conclusion it’s the CEO’s fault.
2. Fooling new ambos into believing that management really is in another union.
And the number 1 reason is…drum roll,
1. Getting together at JCC meeting with your boss and talking about what a prick the CEO is.
SPIDER
Hey "Real ambo" Shut this site down.
Its lost its use.
Anonymous,
Don't read this blog if you don't like it,...... you have a choice you know.
Having senior uniformed management in HSU with us is inconsistent. The Ambulance Board and the Executive have a right to demand loyalty from their senior managers.
Even though senior uniformed management claims to be `independent' of the union of the rank and file, they are without doubt subject to influence and control by the rank and file union by being members of HSU themselves.
No doubt this is a big part of our ongoing problems.
SPIDER
Hey Spider,
You are about the only one around here other than transients like me who very occasionally look for a sparkle of intelligence that was once on this blogg site.
Most have left because of the crap you dish out.
And you are down to asking for recipe's??? I mean really for "Intensive Care Paramedics" sake?
We once had serious politicians on here now and we have is you.
I'd hate to be on your station.
Where ever you go there must be a black cloud hanging over your melon.
Get a life, a real badge and a few life saving skills, you loser.
Anonymouse,
Re: And you are down to asking for recipe's??? I mean really for "Intensive Care Paramedics" sake?
I’m sure that means something to someone?.
Your obviously one of the silly sheep that believes that being in the union with your boss is ok. You don’t seem to have an opinion about that?. Why not dumb dumb? You are like the multitude of dumb sheep I have met since being in this service.
Make a statement, present a real opinion instead of critising me for having a bit of fun with the recipe thing.
I sometimes think alot of ambos don’t deserve a pay rise just for being so stupid.
OK then smart arse what do you think of the fucked up process for the 4/5 upgrade. Or don't you have an opinion about anything!!!!
SPIDER
The frogs in Newcastle refuse to wear their epaulettes!!!!!!. This is to protest the fact that everyone is now being called “Paramedic”.
Apparently their wery wery wery upset.
Poor lost souls,
Spider,
Having a combined management/worker industrial interface is not unusual. Rather, it is a common alliance among Australian public service personnel with specialist industry needs.
For example, the NSW Police Service is served by the Commissioned Officers Branch as are the NSW Fire Brigades.
Please understand that it’s not the structure that is important, rather how it all functions. This is where HSU fails all of you.
Personally, I don't have an issue with superintendents being in the HSU, 'cause I am not in any union any more.
Yes, I am another $1000 richer every year which I use in stocks and shares. The economic cost of being non union aligned is in my favour. You can call me scab and all of that, but I am richer because of it.
Hi Greg, Jimmy Connolly said to say hi..."We want this and that, more of this and some of that, and we want it now."
Now only you really my identity you dick head.
I am more than your measure and you know it.
Not bad for just a baggy arsed S/O Grade 2 with a doctorate in leadership. YOU didn’t even know that I had one did you?
Loser…!
You envy my proud uniform and beautiful badge because you really want it, but can't have it. Mick has one, Jim had it, so did Steve, but you will NEVER ECER attain one.
Uniform envy at its bloody peak.
I still have contacts in Health and, you my friend, are a marked man. Morris Iemma has you in his sights.
Loser…!
You got me and I will get you.
That's a promise, you bug eyed short arsed little prick.
I even beat your miserable time in the City to Surf.
Yes, I do my research.
Wait for my next blogg, you will shit yourself.
P.A.P.
Poor lost souls,
P.A.P.
I realise that imitation is the best form of flattery, BUT please don't use my nic.
I can stand up for myself and provide criticisms based on fact rather than emotions.
Only three months to go for me.
P.A.P.
P.A.P (imitator)
Very disturbing stuff. You really have a bee in you bonnet with Rochford. My advice is to call the new employee assistant provider for some help. The phone number is on your last payslip.
We have to get away from trying to blame one man for any issues we have. Rochford relies heavily on his key managers to develop systems to support us. For example, systems that define career progression for ambos etc. Unfortunately Education just keep on getting it wrong. Personally I just don’t think they have any idea. There really is something in the old saying “it’s hard to soar like an eagle when your working with turkeys”
These problems were around well before Rochford took over. Senior uniformed management with the help of HSU (and us), will continue to try and have people like Rochford sacked instead of taking any blame themselves.
Give Rochford a break, I think he has done a great job since he joined us. I just don’t think a lot of people realise what a mess he had to clean up when he arrived.
We need senior uniformed management out of OUR union, and those nitwits OUT of education, NOW!!!!!!!!.
SPIDER
DEAR GREG, OH SORRY, SPIDER
JUST CAN'T LET THIS ONE PASS, SO HERE ARE A FEW COMMENTS ON YOUR LAST POST:
We have to get away from trying to blame one man for any issues we have.
DID WE BLAME HITLER OR HIS GENERALS?
Rochford relies heavily on his key managers to develop systems to support us.
WHAT KEY MANAGERS? THOSE SUCKHOLES IN EXECUTIVE ALLEY?
For example, systems that define career progression for ambos etc.
CAREER PATH? WHAT CAREER PATH? WE KEEP LOOSING UNIFORMED POSITIONS AT EVERY TURN AND REPLACING THEM WITH PUBLIC SERVANTS IN THE SES RANGE.
ONCE WE COULD ASPIRE TO THE TOP, NOW WE CAN'T EVEN GO HALF WAY UNLESS WE SUCK UP AND JOIN THE VIVA LA GREG OR MICK CLUB.
Unfortunately Education just keep on getting it wrong.
GET WHAT WRONG?
ARE THEY SUPPOSED TO TRAIN US IN THE ROOCHFORD STYLE OF MANAGEMENT?
YOU KNOW FUCK THE PATIENT AND SAVE MONEY CONCEPT. FUNNY HOW THESE PATIENTS, YOU KNOW THE ONES WE JOINED TO SERVE, GET THE WORST DEAL OF ALL.
Personally I just don’t think they have any idea.
TAKE THE FIRST 5 WORDS "PERSONALLY I DON'T THINK" SAYS IT IN ONE REALLY, YOU DON'T THINK
There really is something in the old saying “it’s hard to soar like an eagle when your working with turkeys”
I NEVER KNEW ROCHFORD WAS CAPABLE OF SOARING, GRUBBING AND SCOFFING AT THE TROUGH WITH HIS MATES IN THE LABOR PARTY MAYBE, BUT SOAR???
These problems were around well before Rochford took over.
FUNNY THAT, NONE OF US EVER NOTICED.
Senior uniformed management
(WHATS LEFT OF IT)
with the help of HSU (and us), will continue to try and have people like Rochford sacked instead of taking any blame themselves.
YES WE WILL CONTINUE TO TRY TO GET INCOMPETENTS SACKED. AND GET A DECENT WAGE, GET PROMOTIONAL OPPORTUNITIES, GET THE RESPECT WE DESERVE FROM OUR BOSS AND GET A FAIR GO, WITHOUT FEAR OR FAVOUR.
Give Rochford a break, I think he has done a great job since he joined us. I just don’t think a lot of people realise what a mess he had to clean up when he arrived.
HE MADE HIS OWN MESS AND HAS BEEN ADDING TO IT EVER SINCE, IF IT AINT BROKE DON'T FIX IT!!!!!
HAVE YOU EVER SAT BACK AND LOOKED AT THE CLUSTER FUCK THIS ORGANISATION HAS BECOME???
We need senior uniformed management out of OUR union, and those nitwits OUT of education, NOW!!!!!!!!.
THE ONLY NITWITS WE NEED REMOVED ARE YOU, AND YOUR ALTEREGO GREG AND ALL THE SES PUBLIC SERVANTS HE KEEPS PUTTIN INTO OUR JOBS!
Elitist Paramedic,
Your back!!!!!!!, how wonderful. Before I get started did you hear about the VT patient that arrested, then code 4. The frogs, 1 hour away, didn’t make it in time for ligno 2%. Both ambos on he case had 36 years experience between them, one of them even had the pre-hospital degree but never an opportunity to train past P1?. I suppose that ones Greg’s fault too. If you have a message for the family I can pass it on if you like.
You know I have never been able to understand why ambos with patients who are one or two hours from hospital have the LEAST skills and the ambos with patients who are five to ten minutes from hospital have the MOST skills. Mmmmm maybe I’m the dumb one?
Re: CAREER PATH? WHAT CAREER PATH? WE KEEP LOOSING UNIFORMED POSITIONS AT EVERY TURN AND REPLACING THEM WITH PUBLIC SERVANTS IN THE SES RANGE.
I was talking about opportunities for ambos not administrators. You loose these positions because of incompetence and poor performance. Senior uniformed management, like the nitwits in education and proffessional development, have over 20 years of experience of getting it wrong. It's well documented and well before Rochford ever arrived on the scene.
OK then elitist paramedic ……… let’s sack Rochford and in around 5 years time clowns like you will want to sack his successer. This is not something that is new to this service. This cycle has been going on for as long as I can remember. I count Greg as about our 9th CEO in around 16 years. Correct me if I'm wrong. Does that mean anything to you elitist paramedic?.
You just don’t get it elitist paramedic, I don’t think you have the emotional intelligence nor the capacity to understand the big picture. So I won’t go on.
As I said if you have some sort of comforting message for that Code 4 VT patient’s family I can pass it on.
SPIDER
Spider,
Well as expected, you change the subject, from now on you can shout in the wilderness cause this is my last comment.
We never used to have a CEO, we are the only service that does.
They have all been useless, usually sitting around on the displaced list because they were sacked from their last post and then given a shot at us due to ALP affiliations.
It shows just how much Labor politicians care about health, by continuously giving us "leaders" from the shallow end of the gene pool.
The aministration system promulgated by NSW Health has stuffed a system that was once 1st World.
They have so many administrators that they can't afford to fund beds, hire staff or buy equipment.
They can't even build a hospital at Bathurst without fucking it up for God's sake.
But they CAN come in close to budget and that's where this sorry government has lost the plot,
Budgets OR people, tough choice, but not for the bean counters.
So we, because we also belong to that ACHSE led system called "health" have to reduce superintendent numbers so they can have a pay rise of 4%, but on the other hand fund dozens of admin positions in Rozelle.
Others have said it better, but admin should be our support unit, not our leaders.
Decisions on the health and welfare of our patients should be made by UNIFORMED, TRAINED AMBOS.
We need an AUSTRALIAN (not imported) UNIFORMED AMBULANCE OFFICER as our boss. Preferably from NSW.
Maybe you should just give Greg a uniform and be done with it. Oh and don't forget to add the GOLD Paramedic shoulder boards.
As for your VT arrest patient, all that experience and they couldn't load and go, I am sure that the hospital has lignocaine.
Though under Morris and Reba they probably don't have a doctor.
What do you say to the relatives, simple: "We did the best we could".
Besides your mate Greg HAS made you a Paramedic already...just with a few shoulder boards.
No wonder Morris and Reba keep him on, if it ws up to those "fools" you rave about in Education, they would have made you get trained first, but Greg decided that that just cost far too much.
He like you, is a LEGEND.
Real Paramedics in the bush?
All Greg has to do is say "do it".
You can reply to this with some jaded, ego building statement, but not for me, I'm gone from this site.
Feel good son, you were the one that drove me away, like all the rest who have left.
This blog was to unify troops to get a better deal, not idolise the CEO and chip at others.
SPIDER:
One last thing:
GREG HAS APPOINTED EVERY SENIOR UNIFORMED MANAGER THAT CURRENTLY HOLDS A JOB
FORGOT THAT DIDN'T YOU
You should be proud to have Greg's mates in YOUR union.
Now I am definitely gone, bye Greg
Elitist Paramedic,
Re: We need an AUSTRALIAN (not imported) UNIFORMED AMBULANCE OFFICER as our boss. Preferably from NSW. Decisions on the health and welfare of our patients should be made by UNIFORMED, TRAINED AMBOS.
They had there chance, most were sacked or made redundant with those corrupt nepotistic pieces of shit we all refer to as the brothers.
Re: As for your VT arrest patient, all that experience and they couldn't load and go, I am sure that the hospital has lignocaine.
Hospital 1 hour way, dumb dumb, Jesus Christ your Stupid!!!!!!!!!!!!!!!!!!!!.
Elitist Paramedic you are out there, you just don’t understand basic concepts. I’m glad your leaving.
SPIDER
Elitist Paramedic,
One last thing.
Re: GREG HAS APPOINTED EVERY SENIOR UNIFORMED MANAGER THAT CURRENTLY HOLDS A JOB
The operative words are “CURRENTLY HOLDS A JOB”
Let’s see what happens after the review.
SPIDER
VT Arrest Hosp 1 hour away, no frog, patient fucked says confuscious
AAP Reuters
Sydney NSW
9 March 2008
New ambulance commissioner appointed:
Today saw the NSW Health Department announce the appointment of the first ever commissioner of the NSW Ambulance Service.
Superintendent Mick Willis, who formally held the highest uniformed position within the beleaguered service, has been promoted to the newly re-vamped post.
He replaces the previous CEO, Greg Rochford who has been moved to another posting inside NSW Health.
Continued low moral presided under Rochford's time despite several large shake-ups during his tenure.
Rochford was the service's longest serving CEO.
Low moral, a divisive and a work place culture seen as uncaring have been the hall marks of this service which, in the 70’s and 80’s, which was once seen as a world leader in clinical innovation.
Changing our name to the Ambulance Service of NSW has been a small but progressive step, Commissioner Willis said.
Four separate cultural survey’s and continued criticisms by the NSW Ombudsman followed a scathing state wide review of the service’s lack lustre performance have prompted the NSW government to bring about this change.
“The previous appointments of unsworn CEO’s and foreign ambulance chiefs have not worked because none were really able to grasp the true nature of our work, said commissioner Willis.
“The geographical size of NSW, the fact that we have a significant rural and a metropolitan interface were just two of the issues that were never really addressed by top managers in the past.
“I see our core function as providing world class quality pre-hospital care.
Under my team's stewardship, this will be our Mission.
"Being the only emergency service without a "commissioner" as its titular head had a distinct adverse affect on our already low moral.
Now we can stand together with other services as equals and not just an appendage of the NSW Health Department.
I recall one staffer who asked why he was being discriminated against by not being able to attain the highest post whereas police and other service staff could in their jobs.
It made attracting, training and retaining talented managerial staff a difficult task.
It was a hard question to answer under the old regime, but one which has now finally been answered with my appointment.
Now you can study, be multi -skilled, move around the state and be mentored right to the top job of the once finest ambulance service in the world.
“We will once again have university qualifications for our staff, have an accepted front line qualifications course, an objective appraisal system and rural skill upgrades in line with world class research and training standards.
“One of my first objectives will be to have community representatives on our senior management committees. Consumers must have input and confidence in our operations, Commissioner Willis concluded.
The HSU that represents paramedics agreed that it was a good move to finally appoint a local officer and give [him] parity with his emergency services peers.
Raising moral and uniting the clinical factions will be one of his greatest challenges.
Time will tell how this pans out, but at least it’s a step in the right direction.
P.A.P.
AAP Reuters
Sydney NSW
10 March 2008
New Ambulance Commissioner appointed:
Today saw the NSW Health Department published the appointment of the first ever Commissioner of the NSW Ambulance Service. Mr. Greg Rochford, who formally held the highest non-uniformed position within the service, has been promoted to the recently created position. He replaces the previous State Superintendent Mick Willis who has been moved to another “Special” posting within the NSW Ambulance Service. Willis was the service's longest serving State Superintendent.
The Health Services Union (HSU) who represent both the interests of senior uniformed management and the rank and file (unbelievably) agreed that it was a positive move to finally appoint someone who looked great in the ambulance uniform. It’s well known by all that Mr Rochford runs a lot.
Michael Williamson, HSU’s State Secretary stated he didn’t think Rochford would join HSU with the rest of the rank and file which might see the need to make another top uniformed position in the future. “It would certainly make my job a lot easier if we got the whole of management in the union with the rank and file”. Williamson later went on to say “if it were up to HSU we would make everyone wear an ambulance uniform especially Reba Meagher, she’s such a little hottie”.
The previous appointments of unsworn CEO’s and foreign ambulance chiefs have seen difficulties because of the mess that was left by the corrupt nepotistic “Brothers” and the ongoing incompetence of managers in Education and Professional Development. “Most of these clowns went into management, with no experience, because they couldn’t handle it on the road” Rochford said. It is hard to attract, train and retain other talented managerial staff when you have so many wankers in the service.
Mr. Rochford said, “One of my first objectives will be to try and get senior uniformed management out of the rank and file union. You don’t have to be a Rhodes Scholar to understand that this is a conflict of interest. It’s certainly a pain in the arse when it comes to industrial matters”.
Raising moral and uniting the clinical factions will be one of his greatest challenges because there are so many self-obsessed elitists within in the service.
Time will tell how this pans out, but at least it’s a step in the right direction.
SPIDER
Poor lost souls,
Spider,
If you have so much criticism for us uniformed ambos, why don't you leave us and should share your undying love for Greg by joining him and his mates over in Rozelle?
I know your type. You sit in the corner of the station sucking your thumb in the foetal position dreaming of being a real paramedic.
You envy our life's blood -those young and bright ones that have degrees and also wear a beautiful silver badge of honour.
I have a heap of them on my station.
They are fit, well educated, less than half my age and simply full of life.
I admire and nurture them. They teach me new stuff every day and their vibrancy for this wonderful job really invigorates my day.
"C'mon PAP you old bastard...let's wash a few cars and then go over our new protocols. We'll see EXACTLY how much you really know."
These are the wonderful words from my current roster mate, a leggy blonde haired blue eyed female paramedic, who is barely 24.
I have the priveledge of knowing her family and her fiancé.
She is a real trooper, a true mate, a trusted colleague and a fabulous Intensive Care Paramedic.
I have seen her at her best and also at her most vulnerable.
She has two degrees and is working on her doctorate.
Sadly, under your mate Greg's current regime, she will NEVER be my real boss, no matter how much merit she holds.
And you mock my vision of Mick Willis being the boss?
We will be struck with losers from Health for a very long time to come.
Spider, I can tell that no one likes you; no one shares a cup of tea with you.
You reckon that all of us [real] paramedics, supers and S/O's are crooks and must be incompetent because you have no clinical skills and obviously a pathetic and none descript career.
You blame every one but your sorry self for getting no where.
You even blame your kids and their 25 year education education for not having a go at the paramedic course.
Loser.
I'll bet that your whimpish dog can't even fight.
Olive Oil and her matriarchal lot of hyenas are waiting for your call, bro...!
You will never make that call 'cause you are a gutless wonder.
Besides what is YOUR problem with Mick Willis or any other sworn officer from actually running this Service anyway?
I think the "brothers" trashed your lousy career 'cause you deserved it.
Loser..!
P.A.P.
P.A.P,
There you go losing your temper again. I hope you don't do that on the road when you get frustrated?. Show some self-control, some self discipline you silly old sausage!!!.
Re: You reckon that all of us [real] paramedics
There you go being an elitist again…..you silly old wanker
Re: supers and S/O's are crooks and must be incompetent because you have no clinical skills and obviously a pathetic and none descript career.
What makes you think I am an A/O?, your always jumping to conclusions.
Re: I'll bet that your whimpish dog can't even fight.
Yes!!!!!. For once P.A.P. in our life your right, my dog can’t fight, but she is very cuddly.
Re: She has two degrees and is working on her doctorate.
Does a degree make you a good ambo?, I say experience with work related knowledge does. Anyway I hold a pre-hospital degree and a degree in sociology, and also some other qualifications that I won’t mention as it may reveal my identity……….Fancy me yet P.A.P?
Re: We will be struck with losers from Health for a very long time to come.
People who know what they are doing need to take control. As I have said before most of the clowns I always talk about went into management, with no experience, because they couldn’t handle it on the road.
P.A.P. have a beer, chill out, go for a walk, do what ever it is that do to relax, your becoming way too neurotic and agitated.
SPIDER
Poor lost souls,
Spider,
So, you have two degrees and still haven't got the real badge??
If degrees don't mean much, then why did you get two then?
I hope that your doctor and or lawyer have two pretty good ones.
You still haven't contacted Olive Oil as yet???
P.A.P.
"Because supervisors are considered to be part of a company's management rather than its labor force, they cannot join unions"
Conflict of Interest
"An individual, while occupying more than one position, which positions involve the exercise of power or influence, affects outcomes in one position which are of direct and personal benefit to her/him as an occupant of another position".
Get management out of the ambos union now!!!
"Power tends to corrupt, and absolute power corrupts absolutely."
SPIDER
P.A.P 1 Spider 0
Egotistical Nincompoop – 0
Spider - Many
Anonymous,
Thanks for you support.
CONFLICT OF DUTY
"Where a public sector employee has multiple roles and could be said to wear two hats, that is, they have two official roles with a competitive relationship”.(Independent Commission against Corruption)
Get Ambulance Senior Uniformed Management out of the Ambulance Officers Union Now!!!!!!!!!!!!!
“Power tends to corrupt, and absolute power corrupts absolutely."
SPIDER
The same old message again and again Greg [aka Spider].
The same old message again and again Greg [aka Spider].
Whatt happened to Brett Campbell, Dennis R and the real talk that used to prevail??
Now we are stuck with Greg [aka Spider].
C'mon Real Ambo...please do something...!
I think that alot of people have finally realised HSU is a lost cause.
As spider has said being in HSU with our bosses is just dumb. Most new ambos just can't believe it.
Poor lost souls,
Dear dj,
The matter of management and workers being in the same union is both an important and a mute point.
It needs addressing and thanks for raising it.
This is not an unusual phenomenon.
Please let me give my version…
Certain industries that have small numbers of specialist members have such arrangements. Its simply an effective way to keep costs to a minimum and to access complex industrial expertise.
Academia is one that comes to mind...Other such examples are emergency services personnel and don't forget the teachers as well.
The key to all of this is ensuring the parent union is set up to manage work place conflicts between both member parties.
The NSW and the Victoria Police Associations have such contingencies that work very well indeed.
Both have Commissioned Officers Associations branches that work under the same over riding union, but are separate as well.
The HSU is unable to act in such a way, despite having access to such affiliated unions for expert advice on how to manage the descriptive ethical issues raised.
Such associations clearly have perceived conflicts [as you clearly raised] of interest that need to communicated with clear methodologies to manage them outlined to all members.
Remember, that I resigned from HSU after 31 years as a loyal union member and some time union executive because of their incompetence and lack of leadership, not because of their structure.
I hope this goes some way to explain what happens.
P.A.P.
Poor lost souls,
Dear dj,
The matter of management and workers being in the same union is both an important and a mute point.
It needs addressing and thanks for raising it.
This is not an unusual phenomenon.
Please let me give my version…
Certain industries that have small numbers of specialist members have such arrangements. Its simply an effective way to keep costs to a minimum and to access complex industrial expertise.
Academia is one that comes to mind...Other such examples are emergency services personnel and don't forget the teachers as well.
The key to all of this is ensuring the parent union is set up to manage work place conflicts between both member parties.
The NSW and the Victoria Police Associations have such contingencies that work very well indeed.
Both have Commissioned Officers Associations branches that work under the same over riding union, but are separate as well.
The HSU is unable to act in such a way, despite having access to such affiliated unions for expert advice on how to manage the descriptive ethical issues raised.
Such associations clearly have perceived conflicts [as you clearly raised] of interest that need to communicated with clear methodologies to manage them outlined to all members.
Remember, that I resigned from HSU after 31 years as a loyal union member and some time union executive because of their incompetence and lack of leadership, not because of their structure.
I hope this goes some way to explain what happens.
P.A.P.
Poor lost souls,
You can't be our Commissioner [as Mick Willis will be one day] without being a sworn [uniformed] officer.
Thankfully, because it’s a sworn [uniformed] position it will exclude Rochford.
As nnature and private industry, form follows function. It’s a formula that works everywhere other than with us.
We are a sworn emergency service that operates under its own act of parliament which is enshrined in legislature.
Our core service to attend to our communities needs. Therefore, the service should be run by a person who is familiar with this role.
Look at the disaster that Commissioner Ryan did with the police and all the “commissioners” that the NSW Fire Brigades suffered under.
At least Ryan was a cop.
Rochford is a psych nurse.
We have no career pathways while Health shows little or no faith in the ability of ambulance officer to run the service.
C'mon Health, we all can't be incompetent crooks now can we?
Look at your own significant failures at MacArthur Area Health, the Butchher of Bega and the on going matters with the RNSH.
The firies suffered under retired Navy admirals.
Our own Whinfield meant well, but suffered because he couldn’t deal with Rochford and was eventually pushed out.
Spiders mate, Rochford, has dug in with his ever increasing army of unsworn troops.
The numbers of supers is decreasing, yet the numbers of civvies is exponentially increasing and their authority is too.
Our "titular head" should be a person of note with sufficient expertise in the core area of service delivery.
To think that the CEO of our once proud service hasn't even got the clinical skills of a trainee is pretty ordinary.
He and his team of matriarchal hyenas regularly chase our brothers and sisters over clinical issues and yet can't speak from an element of professional experience.
It’s ok to have supposed "experts" advise on what should have or could have happened.
Legal issues are based on what a "reasonable and non experet person" would have done under the given circumstances.
The "balance" that misses here is that the HSU does not insist on a union member being on such investigations.
This is another example of the inept fashion that the HSU works with in with the ASNSW.
They are bed buddies.
This type of co-habitation would never be tolerated with any other respectable union.
I recall Harry White and Peter Clapham sorting such issues very quickly and without much fuss.
Williamson just nods his big and empty melon in agreement with Health and the Labor Party to get a state seat and to finally be the Minister for Health.
Harry White would never have tolerated this alignment, neither should you.
P.A.P.
Staff would be aware that Ambulance through NSW Health has been involved in discussions with the Health Services Union (HSU) in relation to the major wage case which is before the Industrial Relations Commission. The case has been set down for hearing by the Full Bench of the Commission in May. Last Friday, Ambulance and HSU filed in the Commission their material to support their cases. There is no doubt that the current Awards are complicated and that the discussions to date and the preparation for the hearing have involved some sensitive issues. Without going into minute detail, the following fast facts have been prepared to assist paramedics in their understanding of the Ambulance proposals in broad terms.
More staff…improved rosters
Ambulance is aware of the importance of reducing fatigue within the current rosters. A new rostering pattern and an increase of over 100 paramedics has been proposed to cover improved rosters and providing better work and rest cycles.
Improved front line management
A new frontline management concept which looks at enhancing the supervision and support for paramedics.
5 year pay scale
Paramedics able to reach the top of their pay scale within 5 years – instead of the current 10 years.
Shorter shifts
Maximum allowable shift length to be reduced from 14 hours to 12 hours…removal of the 14 hour night shift with 13 hours’ pay.
Paid meal breaks
Up to 2 x 20 minute a day paid meal breaks, with penalties payable if breaks are interrupted.
3 year recertification
Recertification extended to 3 years instead of 2 years, acknowledging paramedics’ continuous learning.
Laundry allowance
Available for all operational paramedics.
MOU wage review remains
The Major Wage Case deals with pay increase proposals to recognise increased training, skills and work place processes specifically for Ambulance. The 4% interim increase in September 2007 was part of this process. The Case is allowed under the present four year Memorandum of Understanding (MOU) between NSW Health and the HSU.
Negotiations over any new MOU will continue between the industrial parties.
Anonmyous,
I suppose that the "improved" new rosters will have us all back on the triple 8's.
For those who don't remember thats 7 days with 2 off, 7 arvos with 2 off a 4 day break and then 7 night shifts.
Fucking great
Poor lost souls,
Triple 8's are better than this bullshit supposed 4 x 4 where you have your eyes hanging out of your arse by the end of it all.
It isn't 4 days off any way. The first two are spent catching up with your body clock.
It’s the continuos "sleep catch up" and continual residual fatigue that ultimately catches up with us.
Don't forget the bushies who have to do on call as well being called in on their other days off to make up the roster short falls.
Foolishly, we based the stupid 4 x 4 roster on the firies.
God bless each and every one of them...But they sleep all bloody night.
Most ambos don't.
Its GREAT to have some intelligent and banter instead of the crap that others have been blurting out of late.
The new proposals are good and I thank those responsible for looking at them.
Things are looking up - just prior to my retirement.
P.A.P.
Poor lost souls,
Where are ambulance luminaries like Dennis Wray, Ankles, Russell Lewis and Peter Rumball these days??
Why are they so quiet about what has happened of late?
Common boys...Speak up and show some real leadership and tell us what is really happening with the union these days.
HSU hides being the "we're a democracy and can't overturn what the sub-branches tell us to do" trick.
So, let's start having a regular "blurb" that tells us what their Vision and Mission for all of YOU paying members is.
NONE have ever contacted and tried to reverse my decision to pull out of the HSU.
P.A.P.
P.A.P
Still going on with you psychobabble bullshit, things just never change.
You seem to think that making a uniformed officer the CEO things will magically change, some sort of overnight miracle, an act of god maybe?. If a sworn uniformed officer is made CEO and things don’t work out who will you will you blame then P.A.P. The board? The Minister? The Prime Minister? Wake up to yourself dipshit!!!!!
Anyway if it is Willis you want as CEO what the hell has he been doing for all these years. Surely he must have some imput into developing and implementing high-level strategies and managing the overall operations and resources of the service. Or shouldn’t the State Superintendent take any responsibility for what happens in this service? Wake up to yourself P.A.P with your sworn uniformed officer, badges and crap ramble.
We need decent well trained managers at ALL levels who are accountabe for their own area of responsibility. Stop blaming the CEO. Stop blaming just one man!
The problem with people like you and a lot of managers in this service is they don’t take responsibility for anything. They buck pass all the way to the top. They have to blame someone else for their own inadequacies.
And with no responsibility there comes a lack of discipline, which is rife within this service. Look at what’s happening up in Newcastle. Where is the discipline there? What is management doing about it.? Nothing. Level five officers won’t wear the epaulettes because they don’t think the rest of us should called “paramedic” What a bunch of fuckin children. What a disgrace, what an embarrassment they are to the rest of us. What an embarrassment they are to themselves.
As I said before Rochford relies on his managers to get it right. The last corporate culture surveys shows there not. I would bet a years wage heads are going to start roll, poor performers are going to be moved out of their positions and so forth and so on. Just as Rochford did with those corrupt nepotistic pieces of shit we refer to as the “brothers”.
I would start with those two nitwits in education and professional development. Malone and McCarthy have alot to answer for.
Rochford won’t leave this service a loser, he strikes me as being a man that is far more more determined than that.
I can hear him grinding his axe from here. Maybe your on his list P.A.P?
SPIDER
good one spider
lets get all the uniformed managers out
how about we get a civilian manager or num into each ambulance to ensure that we all obey PSCU' ethics
better yet let them drive that way we can save on trained staff
surely we could go the extra mile and lift all the patients one out so the manager would not have to get his silk tie creased.
naturally they would not work at night or on weekends or do callouts or have to go to recert think of the savngs!!!!
great idea, you are sooooo practical and full of great advice i am sure you can get all your readers to accept this concept as well
we can then all get another 4% pay rise. but only 4% becasue the manager would have to take the lion's share of the wages for his/her supervisory expertise
then your pal the ceo could have direct influence over every part of our day making sure we all do the right thing. of course he would need a big pay rise for himself
Anonymous,
I'm sure that meant something to someone?
Chop Chop Chop.
SPIDER
Spider = Rochford = madness
Anonymous,
How poetic, you must have put a lot of time and effort into that.
I know……let’s all blame Rochford for anonymous being a weirdo.
SPIDER
Rochford + civilians Spider + PSCU + HSU = Low morale
RIP.....McCarthy
RIP.....???
RIP.....???
RIP.....???
RIP.....???
RIP.....???
RIP.....???
RIP.....???
RIP.....???
RIP.....???
Poor Lost Souls,
The eventual and much awaited appointment of Mick Willis as our very first Commissioner will lead to enhanced career pathway all the way to the very top for all sworn staff.
Commissioner Willis’s appointment will ensure that to hold any senior operational position, you will have to a sworn officer and not a bloody nurse.
He is neither a centralist, nor a transactional leader and doesn't need to be continually in "lime light" like Rochford.
Divisional managers will be allowed to once again make important decisions based on local needs – your needs.
You will see a policy where the health and welfare of officers including their families] is the central tenant of his investiture.
He will once again proudly wear his uniform] without a million ear rings either] and not be told to "get that ridiculous monkey suit off" like Rochford has often been heard to say.
Don't believe me? Just look at the numbers of senior officers in Rozelle who now wear cheap Lowe’s suits to accommodate this jerk.
Look at the numbers of senior officers who now report to an unsworn manager instead of Mick Willis.
Carer pathway, what career pathway??
Rochford thinks that our uniform is worn by monkeys. That goes a long way to show what he really thinks of us.
I had the pleasure of supervising many of his Mick’s cases as an on road supervisor.
I could never fault his work or his clinical skills.
Don't worry, he doesn't mind putting me on the "naughty mat" when he needs to either.
He can be a tough, but a fair boss.
Welcome Mick – goodbye Rochford.
P.A.P.
I have just had a quick look at HSU’s submission to the Ambulance Review.
There’s a lot of stuff in their submission but what stands out is the assertion that ambos want a uniformed CEO, and I quote, “it is an overwhelming view among front line officers that having a non-uniformed CEO has contributed to the failure to recognise and deal with the many day to day operational problems currently affecting our ability to perform our core duties” in another paragraph, “It is a source of significant irritation as to why the effective head of the Service continues to be a non-uniformed officer”.
Well, I did my own research, ringing various stations throughout the state. Actually quite a lot of them, around about 15 in total. I also questioned a number of officers in my own area. One of my questions was to ask them if HSU had ever conducted a survey to see whether they where “significantly irritated” by the fact that our CEO is non-uniformed. The overwhelming response was no. In fact not one ambo I spoke to really cared about this issue at all.
Why does HSU’s submission lie to this Official Government Inquiry then? Very dishonest Michael. Not the first time and not the last I’d expect. What does this all mean then?, Who really cares? Who wants the CEO out? Is this a conspiracy against the CEO? My mate Greg?
If ambos don’t care about the fact that our CEO is non-uniformed then WHO does. Could it be the Patient Transport Officer’s? Clerical staff? No I don’t think so, why would they care? Storeman? Are they in HSU anyway. So who are the HSU members that consider this an issue?
Well it’s the same old story, and one of Senior Uniformed Management’s favorite old tricks. Especially when they get wind of any sort of inquiry into the service. Let’s condemn the CEO before it’s OUR head on the chopping block. Yes, Senior Uniformed Management, paying HSU members like us, using OUR union to try and sack the CEO. Is this corruption, collusion or coercion, or is it all those things?
Yes this is corruption, collusion and coercion in it’s finest form. It’s been going on for years and years. Probably what is most disturbing is that most honest ambos who aren’t aware of what goes on, and what has gone on in the past, are effectively paying for this depraved system.
As I said before the majority of honest ambos don’t care what our CEO wears. Honest Ambos are only interested in things like a defined career path, fair selection processes and decent wages.
Shame, Shame, Shame Williamson, you are a liar and a labor party stooge. How dare you lie to this Official Government Inquiry.
SPIDER
Poor lost souls,
Spider aka Greg Rochford,
Why don't you release the results of your literature review, the research proposal, the submission to an ethics review panel and the methodologies proposed for your bullshit "research" to an Australian university to with stand some academic rigor?
Please, don't run such "guff" past me, the holder of a PhD, ever again.
Everyone knows that our career pathway is stymied by Health's thoughts of us as administrators.
We all can't be crook, stupid and incompetent managers, just because we wear a "monkey suit" as Rochford refers to our proud uniform.
People respect us because it exhibits a sense of honour and devotion to them.
The wearer is judged as the "most trusted professional," but incompetent to rise to be the titular head of his/her profession.
Health and Richford hold us in brazen and tangable contempt.
Only HE or an UNSWORN staffer can actually head us.
Do you really believe that crap?
The cops would never tolerate this.
Nurses would insist on only a nurse being head of their department.
Then why do we and the HSU tolerate such behaviour on by Health?
I'll bet Rochford hasn't even got a first aid certificate let alone ever done CPR on any citizen that he supposedly represents.
Then he has the temerity to crew the Naremburn IC car for a few hours to "see" what we really do?
Come on...!
Cops, politicians, firies, nurses and ever increasing number of ambos ask me why an ambo can't be the head of the NSWAS.
It’s a question that I cannot answer.
Spider, perhaps you can tell me why not a single ambo can be the real boss.
It’s no wonder that we are having difficulty attracting, recruiting, training, retaining and prompting talented individuals to our management team.
Oh, I know...Let's ask the NSW Nurses Federation and let's trawl the nurse’s rosters at both the ozelle and Cumberland psych units for our next CEO.
"Ambos, please don't bother applying for this job, ALL of you are unworthy."
You can push a stretcher, but you will NEVER ever be competent or good enough in our [Health's] eyes to go to Government House and be sworn in by the Queens' representative as the “CEO of the ASNSW."
No doubt this has always been in the Essentials of the CEO's job description.
It’s called administrative discrimination, brother.
They are saying that every woman or man that attends the myriad of life threating situations on a daily basis is not EVER going to have a chance at the top job.
What a bloody joke that really is. Gues what, we yolerate it and just can't see that we suffer because we don't have some who really understands and defends us as our boss.
P.A.P.
Spider, I agree Williamson is a low fucken corrupt snake, unfortunately most ambo's will wait untill the wage claim in May goes to shit before it will sink in.
Colin Lyttle
Poor lost souls,
This is just another example of Col Lyttle kissing Rochford's arse.
Or is it Rochford kissing his own?
Col, why don't you make comment on my views of having no career pathway, Col or whoever you really are?
Either way, you are a loser.
P.A.P.
P.A.P
the sooner you retire and shit the bed the better.
Your a fucken worm.
M.Willis
Poor Lost souls,
Alleged M.Willis,
Mick wouldn't speak like to me.
He knows my identity and he has and all will have my respect.
If you aren't able to have an intelligent debate about indisputable facts that I place are right before your eyes, then please leave this sheet as blank as your mind, you dipshit.
As for retirement, good for me...!
I will be collecting my superannuation and enjoying wonderful health for many years to come.
Get a life, Spider, Rochford and Lyttle.
We all know that you are the embodiment of the same dick head.
Go Mick...!
P.A.P.
P.A.P
Re: Spider, perhaps you can tell me why not a single ambo can be the real boss.
There are probably talented individuals within the service that would make a good Ambulance Service “Commissioner”.
The dilemma you have P.A.P is the legacy of nepotism, elitism, corruption and maladministration left by the brothers and their cronies. For this very reason there has been a reluctance to recruit from within the service.
Whinfield and Loudfoot and others where recruited from overseas. Cruickshank (Manager HR) was recruited around the same time. Cruickshank had previously been involved in cleaning up corruption in Australia Post. Rochford came to us with a legal background and was well known by all to be able to fix “Big Problems”. Birrell the head of the newly created PSCU and Rochford, worked together, and both came from the Health Complaints Commission. That was a lot of serious ammunition to sort things out. The service was on the verge of adminisrativeon collapse, there were even rumors of privatisation. That’s just naming a few of the big players recruited at the time. Things were certainly in a mess.
Remember Storer; remember how he refurbished his residence at Bondi Station with around $80 000 from CAD. Apparently his residence had all the mod cons, designer kitchen, Italian slate floors and an air-conditioning system that would rival the space shuttles. He was also the genius behind the failure and explosion in the budget of the first CAD system. He was one of Rochford's first scalps.
Rochford has been faced with a mammoth task. New ambos just don’t realise the shape we were in before he took the reigns. My only criticism of Rochford to date is he that he should have sorted out education and it’s band of nitwits well before this. McCarthy was removed from his position last week. This week who knows, Malone I hope. Maybe they will promote him just to get rid of that smarmy little elitist prick.
I believe things are going to continue to change big time. Rochford has come to far, done too much, to leave this service a loser.
SPIDER
Poor lost souls,
Spider,
The PSCU actively "leaks" details of investigations that our ambos are going through.
Officers have come to work and all the details have been leaked to their work mates. No privacy, just good old intimidation by singling an officer out at their most vulnerable.
The NSW Police Force makes all investigators and those reciving such documents sign a confidentialty clause.
No leaks here, you lose your job and end up being charged by the Commissioner.
Perhaps you could ask why the PSCU investigate matters that are the preview of the NSW Police Force?
Its common knowledge that they hang onto some cases way over and above their authority.
Health is crook at the moment. Look at tne media.
Health can't even check the credentials of doctors, let alone manage us.
Rochford and his band of matriarchal hyenas are simply an appendage of such a culture.
The HCCC is about to be re-vamped and really sorted out.
I have a Masters in Heath Degree and am quite versed to what it does - cover up.
It deliberatly slows then process down for years so complainants end up broke or die.
Now, their chicken are coming home to roost.
Rochford was well versed in their tactics.
His chickens will also come home to roost.
Storer was an arse hole and doomed to be sanctioned by others. Rochford didn't get him, Storer got himself.
As for Cruikshank, he and his little band are the real cause for poor moral the way they treat our staff when they are at their most vulnerable.
Read the previous bloggs complaining of work place intimidation and harrasment that got no where.
All I want is for Willis to be able to do his job.
You still haven't answered why NONE of us are able to get to the top job unless you are a suit.
Have you rang the PSCU and told them what you allegedly said about the alleged death of your patient yet?
You made that litle story up now didn't you?
What about your bullshit "dip survey" into whether ambos want a sworn officer or a suit to lead them?
C'mon Greg, go away and let a sworn officer lead us.
Every other emergency service does it quite well, why can't we?
P.A.P.
P.A.P
Re: You still haven't answered why NONE of us are able to get to the top job unless you are a suit.
You’re starting to bore me. I explained that in my last post.
Try to keep up buddy.
SPIDER
Spider....P.A.P
you 2 blokes are hillarious.
You know neither of you have come up with anything new since your very first entries.
Why don't you both do us all a favour and hook up with each other on M.S.N and then you can shit bag each other in real time and the rest of us long suffering drivers won't have to read anymore of your self rightious crap.
Have you 2 ever noticed how when you walk into a meal room everyone else in there all of a sudden have things they have to do.
Hate to break the news to boys, but you aren't wise and insightful sages, you are both very very dull boys.
Dave Storer
Dave,
How’s country life? Has the money run out yet?
Personally I didn’t think anyone but P.A.P and I where using this blog.
I liked your post though Dave it was very interesting. If you are at pains to find something to say, make something up, it works for P.A.P.
I’m sure if you try harder you could do much better. Maybe you might know someone who could help with your next post???
SPIDER
Poor lost souls,
I am out of here.
No more...!
P.A.P.
Spider,
you seem to have alot of critisms. why don't you get involved with the new commitee to plan the future direction of the service. or are you just a critic?
I agree with Dave Storer for once and I said the same thing 6 months ago. They both left for a while and then came back again. Aaaarrrrggghhhh. So Dave where are you hiding out these days? Are you still with us or like most supers I have known in my 32 years in the job, come made lots of noise and gone.
Anonymous,
He left? nearly 10 years ago.
Anonymous,
Not interested in the committee thing. There are too many committees, too many elitists, too many personal agendas too many nitwits if you ask me. All you need is a couple of quality people who are capable of making quality decisions.
P.A.P are you leaving again, I think that’s number 3?
I’m going to have a break myself.
Get Ambulance Senior Uniformed Management out of the Ambulance Officers Union Now!!!!!!!!!!!!!
“Power tends to corrupt, and absolute power corrupts absolutely."
Go Greg you good thing!!!!
SPIDER
Oh spiderman is that you walking into the room, catch you later I've just gotta go and fuel the wagon.
Dave.
Poor lost souls,
I can't leave you guys alone now can I?
Greg Rochford and his merry band of wankers [Spider inc] need to be watched.
Besides, how many nics do you really have there young Greg??
Goodonya Mick Willis, YOU are the man.
P.A.P.
Poor lost souls,
Spiders Losers Limps sayings…
“Not interested in the committee thing.”
In other words, I have nothing to contribute, as usual. It’s basically because no one listens to me ‘because what comes out of my head is basically shit.
Spider’s colleagues call him lobster; Arse full of muscle and a head full of shit.
“There are too many committees.”
That’s an interesting summation! Too many people actually talking and contributing to what ails us. Spider, why not shit can all those who work hard and often in their own time to affect change instead of whingeing and complaining all the time like you?
Really, you blame everyone from your kids to the brothers because you don’t have the highest skills that are attainable for EVERYONE which includes you.
You scared of having a real go mate?
Loser!
Under your assertion, our colleagues on the Protocol, Rural Staffing, OH &S, and Planning are all nit wits are they?
The REAL reason that you aren’t on any committees is because you aren’t a TEAM player. You can’t, don’t and won’t listen to anything new at all.
“Too many elitists”
You mean too many people who have accomplished exactly what you haven’t. You envy those young and successful ambos who love this job for what we do. They have a real zest for life and have a great time at work while you wallow in your self pity and low self esteem.
You align yourself with Rochford and his band of losers.
You are Rochford.
“Too many personal agendas too many nitwits”
See, once again, you show your true colours just like Cindy Laupers’ song.
Shit canning everyone and not giving any real contribution to real and sustainable change.
“If you ask me. All you need is a couple of quality people who are capable of making quality decisions.”
True leaders, like Commissioner Willis LISTEN and deal with what they understand to be real problems.
Rochford has been told time and time again through multiple staff survey’s and still he makes his empire screwing us and YOU think he’s a great bloke!
”I’m going to have a break myself.”
Good, you can’t look in the mirror ‘cause you break them just like Herman Munster.
How many nics do you really have, brother Greg?
P.A.P.
Don’t believe the propaganda you hear about Greg Rochford, he has made allot of positive changes during his tenure, and has stuck with us. He is ultimately the one who cops all the criticism from HSU. Have you ever heard HSU criticise a senior uniformed manger, no, they need to look after their own paying members. Maybe Greg should join HSU as well and he wouldn’t have to work so hard on weekends.
P.A.P ...... You really have no idea at all do you ??? if we had a few more smart people like spider with some bloody ethics who cannot be hood winked and fooled into self importance by being on yet another useless committee maybe we could finally get somewhere.
Do you know why management like people like you Pap ??? because all they have to do is give you a special project, promote you or put you on a committee and make you feel inportant.... and thats you out of their hair and then they can get on and do what they want.
People like spider would not be fooled by such a weakness..... and neither would I. Thats how the 'brothers' used to deal with peolple like you and still do you clown.
Well lookey Here !... have any of you looked at your pay packets this pay !
Yep there it is... the Death and Disability that isnt worth the paper it is written on is now costing you almost $50.00 a pay !!!
Bet you didnt know you can arange your own, that cant be wriggled out of for almost half that amount !
Well done HSU......
Tell me what is it going to take before you all wake up to what HSU is doing ? Add up your HSU fees and now these .... and you had better hope that all this coupled with cpi and interest rises that we dont end up with some piss weak 4% rise again and i bet you that is what we get !
Poor lost souls,
Greg Rochford needs to sort out the following
1) An appraisal programme that is fair, equitable and genuinely supports staff development;
2) The "hand over" to Commissioner Willis so that we have career pathway right to the top;
3) Ends the secondment fiasco where such important triggers to "merit" aren't advertised;
4) Adopts a program to manage and to support officers at risk to stop them from continually making mistakes.
5) Returns to respecting our uniform and not by calling it a "monkey suit;"
6) Progresses a front line leadership course;
7) Returns us to a recognised university qualifications, and
8) Incorporates sworn staff to head departments such as the PSCU.
I don't ask for much now do I?
Its not rocket science brothers.
Spider, Greg, Peter P and Dave Storer, piss off an stop using another nic, ya big girl.
We know you are the same person.
Its no wonder we are screwed with a workplace culture like the one you display.
It’s back to the Footy Show for me.
P.A.P.
dear peter p alias greg alias spider alias anonmyous:
do you talk to yourself too???
everyone knows its you shithead, you are the ONLY one in ASNSW who loves greg
Poor lost souls,
Hi Greg,
Do you remember the Circular you sent out about tea, coffee and biscuits were not to be be bought again due to "financial constraints"?
I do. Read on...
Do you also remember when the stores complied with your directive and they rejected you requisition to supply same to your office?
I do. Read on...
Do you remember that you coerced them to buy tea, coffee and biscuits for your senior staff despite your own Circular?
I do. Read on...
Do you remember sending your unsworn personal assistant to harass the sworn stores staff into ordering your team, coffee and biscuits against your won Circular?
I do. Read on…
They refused citing your signature on your own directive.
I do. Read on...
Do you remember her leaving in a huff and swearing obscene four letter words at the sworn staff member for applying your own directives?
I do. Read on...
Do you also remember sending Russell Cruikshank HIMSELF down to badger the sworn stores personnel?
I do. Read on...
Under intimidation, the stores staff then purchased Pablo coffee, and Coles tea bags and out of date biscuits?
I do Read on...
Do you remember sending your own personal assistant down to the sworn staff and abusing them for “buying shit stuff” like they did?
I do. Read on...
"How can you expect our CEO to eat and drink this shit," she asked.
The sworn staffer then told her to get the hell out of stores and to mind her own business.
"He asked for tea, coffee and biscuits AGAINST his own directive and we complied.
“Don't forget we all have a budget. Mine doesn't allow for tea, coffee and biscuits for ANYONE according to his directive, so GET out of my office."
Have you forgotten Spider, oh sorry, Greg about that one?
I haven't.
I will make it certain that you don't either, you bug eyed short arsed crooked little man.
Do as I say, not as I do.
“An overly transactional and authoritarian leader who just can’t seem to change his management and leadership style to suit the given situation.”
That was academic speak for a power hungry little man.
I call on Ms Jillian Skinner, State Opposition Health Minister, to contact Rochford’s office and stores to verify my claims.
It’s gloves off with you now Greg.
More will be published about you and your corrupt and inept ways.
Read on…
P.A.P.
Giddy-up P.A.P.
Finally a detailed example of the many inequities in this job.
Keep them coming - the younger officers need to know about some of the clowns we work for!
Bring back the Superintendent in charge of Heartstarts or Thermocots.
P.S. Good on the comrades from Stores
P.A.P
Tea, coffee and biscuits? Really. How outrageous. Quick call the police!!!
I'm sure Jillian Skinner and the ICAC would want to here about that one.
Go away you inept little moron.
Poor lost souls,
So, we have degrees of tolerance regarding little Greg now do we?
It’s ok to nudge and fudge tea, coffee and biscuits is it?
Just try and do the same as see how long you last, brother.
You also write that it seems ok to have sworn stores staff bullied by senior unsworn staff into acting against the CEO's written directives?
What happens when the stores are audited?
How did they write that one off?
David Storer was shit canned by Spider for furnishing Bondi station from incorrect funds, but its ok for Rochford to do the same and get away with it 'cause its just "tea, coffee and bikkies".
Where does your tolerance stop then?
You may think that the case above is funny and you probably had a good laugh about it.
But I certainly didn't and neither did the stores staff either.
Rochford is supposed to set the example for us to follow.
Obviously, Spider [it’s got to be you in another alias, again] is tolerant of such matters because it’s his mate Greg.
Rochford and his clan have their noses in the trough and you think its ok.
It’s a matter of principle, brother just principle.
Go to Coles and steal a packet of biscuits, a pack of tea bags, a jar of coffee and then abuse the staff to try and weasel your way out of it.
See what happens to you when you get caught.
Hello cops. Hello lawyers and hello court.
Then the PSCU get a hold of you and your job is on the line.
See how long you last, dipshit.
P.A.P.
Tales from working life:
The tawdry tale of the stolen condiments
P.A.P was angry that day, my friends, like an old man trying to send back soup in a deli. yada yada yada
Employers have argued that managers and supervisors owe undivided loyalty to the employer as part of their job. Union membership, under this logic, should be banned because it would take away or divide that loyalty when the union and management had different interests
Poor lost souls,
Anon and Spider,
Its a broken record with you bro...!
Same same, but differen.
Only got another three months to retirement.
Yee haa...!
P.A.P.
Not long now untill May.
What do you think the reaction will be when you end up with FUCK ALL.
I couldn't give a FUCK about Managers being in the same Union (should I say PATHETIC union) nor for P.A.P's mindless FUCKEN dribble with his poor lost souls.
You are all FUCKED and only yourself to blame for the FURTHER 4% offer.
C.Lyttle
Yep I don't know why we didn't walk when we had the chance during APEC. Or why we insist on having paperwork bans when we should just unite and walk off the job. It would last until the first 000 call to come in and we would then have a decent wage. Hooray for the fucking D&D. We are all going to pay for it forever but I bet the first one who tries and claims on it will be put through the wringer will be made to feel like a second class citizen and will still get nothing. Whoever let the ambulance service run this thing had rocks in their fucken pea brains. Didn;t they look to see how they run everything else!!!!!
Poor lost souls,
Alias C. Lytle,
Heya Spider,
Have you run out of arrows for your long bow that you can't argue without personal insults??
My, GREG, you are soooo worried about the next lot of revelations about your incomptetent managerial style that is screwing ambos.
Retirement is an option for me, but my dear psych nurse, it won't be for you.
The best way to deal with corrupt and inept people like you and your team is to hve the spotlight well and trully on them.
Tea, coffee and bikkies anyone??
Pass the sugar, Russ...!
Olive Oil, has Spider rang you yet??
P.A.P.
P.A.P
Re: The best way to deal with corrupt and inept people like you and your team is to hve the spotlight well and trully on them.
Rochford was appointed to rid us of corruption or don’t you remember (the brothers), you silly old sausage.
I haven’t posted for a while but from what I have read you are still going on with the same old tedious and boring stuff. But at least you’re consistent, 10/10. Well done!
Last anonymous...your suggestion about not giving a fuck about management being in the same union is mistaken. Any incremental wage increase that we might get in May will be far less, regardless of clinical level, than senior uniformed management. Remember HSU is trying to get our D/O’s and up a pay rise as well, or did we all forget about that bit.
It’s the order of things, a bit like nature, the further up the food chain or hierarchy you are, the more food you get.
Health will bargain with HSU in May over a certain “chunk” of money. A part of our chunk will be apportioned to senior uniformed management. This is what has happened in the past and this will be our future as long as we tolerate having senior uniformed management in our union with us. There is no doubt individually senior uniformed management will do better than us. Anyway that’s my bet, let’s wait and see.
P.A.P a question. Maybe you can enlighten me with your powerful insight….not.
Do you know why Malone is making it so hard for level 4’s to upgrade to level 5. (There is no question he is, ask any CTO). The way the 4/5 upgrade is set up anyone would think he has some sort of vendetta against Level 4’s. Why is it so? Why would he have a vendetta? What does it all mean?
I await your educated reply.
SPIDER
Poor lost souls,
Greg Spider,
1) There are no more level 4's being trained. They were replaced by incresaing ambos to the new 3c level;
2) The old 4/5 upgrade is being replaced by more IC paramedic positions in areas of clinical need;
3) Its not Graeme Malone that stops any of the old level 4 [intermediate life support] staff from gaining the full skill level of an IC paramedic, its THEMSELVES who are foiling their own careers.
Just transfer to an ambulance centre of learning excellence [aka paramedic station] learn from your clinical mentors, be accepted as a worthy candidate, pass the entrance exam and then get issued with a real life saving kit.
Ther are NO ambulance services anywhere that will upgrade without a mentoring program of suitably clinically skilled staff to impart their skills on to others just learning.
Its called QUALITY and saves the poor unsuspecting public from dick heads like you.
Dip shit, stop blaming everyone for your own failure.
I gather you want to stay where you are, want it all delivered to you by correspondence and be considered as "competent" in your own slack mind.
Come down to my station and allow my group of sub thirty year old intensic care paramedics run you through what is required.
Ring Graeme at Rozelle, who knows my identity, and I will organise a two year swap for you.
Now, I can't make it much easier than that, eh?
After all, pretty well everyone passes these days anyway.
Oh and another matter, you will have to pass a test by the PSU to eventually get in.
I will have to remind them of your comments to the grieving childs parents that you made about your sub-standard clinical competence and blaming everyone but your self for their death.
See, there is more to being a pround intensive care paramedic, not just a hoax like you.
Have you rang Olive Oil as yet?
P.A.P.
Poor lost souls,
Addendum;
Spider Greg,
That last one of yours is a pretty big statement.
You shit canned Graeme making assumptions about him.
Why don't YOU ring or send him an e-mail outlining your accusations and assumptions?
I know...He will know who you really are and deal with yoir bad mouthing him appropriatly.
P.A.P.
Poor lost souls,
Addendum;
Spider Greg,
That last one of yours is a pretty big statement.
You shit canned Graeme making assumptions about him.
Why don't YOU ring or send him an e-mail outlining your accusations and assumptions?
I know...He will know who you really are and deal with your bad mouthing him appropriatly.
P.A.P.
dear MR Spider,
why aren't you complaining about something really important, like our shithouse wages
you probably don't care because you get lots of callouts.
what about the rest of us who work every minute of every shift??
i guess pay and conditions are just not important to an ass kisser like you
P.A.P
It’s interesting you say Malone knows your identity. There you go with your delusions of grandeur again thinking he is watching you and being impressed by what you have to say. I don’t expect he would be remotely interested in this site. He has never shown any interest in what ambos have to say anyway, or in maintaining a positive culture in this service, for over 20 years. That’s why our cultural surveys are like they are, you silly old sausage.
I remember when I joined the service being a frog really meant something. Nowadays they are just churned out like cheap chocolate. Look good but some taste like crap…well you know what I mean. And as you say nobody fails a course these days anyway.
As for your continued remarks about my inability to protect a child’s crushed airway with only an oral airway and suction really just shows your lack of clinical understanding. There are differences between intubation and other forms of airway management….come on P.A.P wakey wakey. Yes and it was before P1. That means I didn’t have the LMA. I only mentioned that because you don’t seem to be able to grasp simple concepts.
A couple of references to bring you up to speed with different forms of airway management.
http://www.flyingdoctor.net/monographs/Headinjury/ManagSeriously%20Injured%20Patientspg%201-26.doc
http://www.chestjournal.org/cgi/content/full/131/2/608
If you want to keep on mentioning it in your posts go for it, but honestly it just bores me. I’m sure you can do much better if you put your mind to it.
You still haven’t answered my question about Malone's vendetta against level 4’s.
P.A.P it was a very simple question?
SPIDER
Anonymouse,
Re: “ass licker”
Anonymous I think you meant “arse” not “ass”. Christ…..Another genius I have to deal with.
Re: what about the rest of us who work every minute of every shift??
As P.A.P would say…..move. It’s very simple when you think about it.
As for pay, I don’t like your chances at getting much in May with Labor now Federal and all the States as well. Inflation is going up as is interest rates. Rudd has already tried to put a cap on Poli's wages until next year. The states will follow suit, public services especially, and yes that means us.
Have a nice day.
SPIDER
FIVE WILL GET YOU TEN THAT THE RABBITTOHS WILL THIS YEARS GRAND FINAL IN THE NRL.
FIVE WILL GET YOU EIGHT THAT ROCHFORRD GET'S "RE-SHUFFLED" LIKE MOST OTHER HEALTH BOSSES.
FIVE WILL GET YOU AN EVEN SEVEN THAT WILLIS WILL TAKE OVER AS OUR BOSS.
Yep and after all that nothing will change. The job will still suck, we will still be getting shit money for what we do and the hours we keep and the time spent away from our families and lack of support we get from our bosses and we will still be the ones held responsible when it gets too much and we kill ourselves or somebody else. Anyone been to see Dave Higgins yet or has he just been forgotten, written off as a loony. Ever wondered what could have made him snap. I am only a step away from it myself. I can feel it building inside me. I want to explode at times. Wonder if anyone would care. Nope didn't think so.
Why do you people stay in a job you hate so much?
Re: Why do you people stay in a job you hate so much?
Because we CARE dickhead !!!!
to whomever:
It is not the job we hate, it is the morons with no real medical training that run health.
The tail wags the dog in NSW, ever wonder why so many patients die in our hospitals or why so many die in remote areas?
The almighty buck.
Close beds = save bucks
Deny rapid response (helicopters) = save bucks
Have ambos vegetate for hours in ED waiting for a bed = save bucks
Close X-Ray & Pathology "after hours" = save bucks
Ignore the "Golden Hour" = save bucks
NSW = 3rd world medicine, all because the politicians think that bureaucrats know more than doctors, nurses and us poor ambos
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