AESM Vol 22 Edition 1 2021

VOL 22: Isssue 1, 2021 

SUMMER FIRES 

RAGE AGAIN 

The Anatomy of the 

Perth Bushfire

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FEATURE 

CONTENTS 

FEATURE 

Summer Fires Rage 

in the West 

As Perth suburbs burn 

with a loss of over 80 

homes, the rest of 

Australia watches and 

learns 

17 

PARAMEDIC 

RASA PIGGOTT’S 

OPEN LETTER 

TO THE BOARD 

OF AMBULANCE 

VICTORIA 

“ 

Paramedic culture is 

in crisis. If Victorian 

Paramedicine is to 

fulfil its professionally 

legislated requisites, we 

need to dismantle the 

oppressive, patriarchal 

hierarchy that is 

preventing us from 

developing in to an 

emotionally intelligent 

and flexible 21st 

century entity. 

“ 

23 

FEATURE 

The Importance of 

Mental Safety in the 

Workplace 

35 

Do You Have a 

Disaster Resilience 

Action Plan? 

You Wouldn’t Drive 

into a Bushfire so 

Why Drive into a 

Flood? 

New research is delving 

into why people enter 

floodwater and what 

can be done to change 

this risky behaviour. 

29 

Stuart Taylor, CEO of 

Springfox discusses 

mental safety risks for 

those in the emergency 

services and the signs to 

look out for 

11 

Australia’s First Exit 

Program for OMCG 

Members 

Australia’s first exit 

program for former outlaw 

motorcycle gang members 

wanting a lasting way out 

of gang life. 

www.ausemergencyservices.com.au 

How the small town of 

Tarnagulla in country 

Victoria developed their 

own RAP during the 

challenging times of 

bushfire and a pandemic. 

37

THE REGULARS 

• Editor’s Note 

• Recent Events 

3 

Trauma Related Training for Emergency Services 

Personnel 

High Tech Drones to Lift Victoria’s Firefighting Capability 

AFAC Conference 2021 

• Emergency Law with Dr Michael Eburn 

• Let’s Talk Mental Health with A/Prof Erin Cotter- Smith 

• The Good, The Bad & The Ugly Paramedic 

• Emergency Breaks - Margaret River, Western Australia 

• In the Spotlight - SES Mounted Section WA 

5 

6 

7 

9 

22 

33 

41 

45 

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Apple IOS and Google 

Android platforms 

LET’S TALK MENTAL HEALTH 

Associate Professor Erin Cotter-Smith 

Course Coordinator of the School of 

Medical and Health Sciences, Edith Cowan 

University. Research Consultant at The 

Code 9 Foundation. 

EMERGENCY LAW 

Dr Michael Eburn - PHD, Barrister 

and leading expert in law relating to 

emergency management & emergency 

services. 

MAGAZINE CONTACTS 

Editorial Content 

press@ausemergencyservices.com.au 

THE GOOD, THE BAD & 

THE UGLY PARAMEDIC 

Tammie Bullard is a paramedic and 

sessional lecturer based in Western 

Australia. Author of The Good, The Bad 

& The Ugly Paramedic 

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EMERGENCY BREAKS 

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to showcase their unique 

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EDITOR’S NOTE 

Welcome to the first edition of the Australian Emergency 

Services Magazine for 2021. 

Our thoughts are with the communities over in Perth 

as fire has raged through the Eastern Suburbs burning 

over 10 000 hectares and destroying 86 homes. A huge 

thank you to the firefighters who worked tirelessly to 

save homes and protect lives. The Department of Fire 

and Emergency Services in Western Australia has had 

a difficult summer period with cyclones, heatwaves and 

now fires occuring simultaneously. You can read more 

in this issue about the anatomy of the fire and how it 

differed from the Black Summer fires of 2019/20. 

The independent review of Ambulance Victoria has 

begun, with many confidential pathways for participation 

open to both current and former employees. We have 

published Paramedic Rasa Piggott’s open letter to the 

board of Ambulance Victoria. This letter triggered the 

board of Ambulance Victoria to request the independent 

review into the allegations of workplace discrimination 

and sexual harassment within the organisation. If you 

are a current or former employee of Ambulance Victoria 

you will find information within this article on how to 

take part in the investigation run by the Victorian Equal 

Opportunity and Human Rights Commission. The 

Australian Emergency Services Magazine will be following 

the inquiry closely and will provide updates throughout 

the year via our website and magazine. 

We hope you enjoy this edtion of AESM, 

Bianca Peterson 

Editor in Chief 

www.ausemergencyservices.com.au 

DISCLAIMER 

The Australian Emergency Services Magazine 

is a community educational resource 

publication and does not promote itself 

as a charity or fund raising institution, nor 

solicit on behalf of charities and is no way 

financially supported by or associated with 

any government or similar institution. 

Distribution of the publication is Bi-Monthly 

and is circulated via a database of interested 

parties, including business, subscribers, 

advertisers, volunteer organisations, 

emergency service sectors, emergency 

and disaster management, government, 

universities, TAFE and council libraries. A 

print and digital magazine is distributed to a 

targeted database in each State & Territory. 

Every effort is made to ensure that material 

presented in the Australian Emergency 

Services Magazine was correct at the time of 

printing and is published in good faith, no 

responsibility or liability will be accepted by 

Boothbook Media. 

The views and opinions expressed are 

not necessarily those of Boothbook 

Media and its employees. The content of 

any advertising or promotional material 

contained within the Australian Emergency 

Services Magazine is not necessarily an 

endorsement by Boothbook Media. 

Published by Boothbook Media 

ABN:72 605 987 031 

BOOTHBOOK MEDIA 

DIGITAL MEDIA & MARKETING 

WANT TO CONTRIBUTE? 

We are always looking for new 

and relevant content that 

our readers will enjoy. If you 

would like to be featured in 

the magazine there are many 

options. You may have a story 

you would like to share, or 

perhaps be featured in our “In 

the Spotlight” regular column. 

Please submit all articles or 

expressions of interest to the 

Editor for consideration at: 

press@ausemergencyservices. 

com.au 

Articles should be no more than 

1000 words and be relevant 

to the content within the 

Australian Emergency Services 

Magazine. 

3 


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RECENT EVENTS 

As part of the Australian 

Government’s Mental Health 

Supports for Bushfire Affected 

Australians package, the Department 

of Health has engaged Phoenix 

Australia – Centre for Posttraumatic 

Mental Health to deliver training 

programs to aid frontline workers in 

order to better support community 

members affected by the recent 

19/20 bushfires across Australia. 

This training has been designed to 

equip and inform emergency services 

personnel to: 

• Support community members 

recovery from bushfires 

• Promote their own resilience and 

psychological recovery from the 

bushfires 

• Support the resilience and 

wellbeing of their teams and 

organisations 

To achieve these aims, two evidenceinformed 

online self-paced training 

packages will be freely available to 

eligible staff: 

• Trauma Informed Care (TIC) 

resources and training programs 

to aid frontline emergency 

personnel. General information 

about TIC can be found here. 

• Psychological First Aid (PFA) 

resources and training programs 

to managers and supervisors of 

frontline emergency personnel 

affected by the bushfires in order 

to support their employees 

and their own resilience and 

wellbeing. General information 

about PFA can be found here. 

Phoenix Australia will be making 

direct contact with a number of 

emergency services organisations 

TRAUMA-RELATED 

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months. 

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of Interest form if you or your 

organisation would like to be 

considered for free access to these 

programs. 

Some organisations may be able to 

access this training face-to-face in 

2021. 

For further information about the 

training programs offered by Phoenix 

Australia please contact Phoenix 

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head to their website: 

www.phoenixaustralia.org 

5 


RECENT EVENTS 

Victoria’s firefighting capabilities 

have been boosted with the 

launch of a new aviation unit 

and four new drones that will 

gather aerial images of fires and 

other emergencies to strengthen 

emergency response efforts on the 

ground. 

Minister for Police and Emergency 

Services Lisa Neville joined Fire 

Rescue Commissioner Ken Block 

today to announce a new Fire Rescue 

Victoria (FRV) aviation unit based at 

Burnley. The new unit will use cutting 

edge drone technology, led by a 

highly specialised team of firefighters. 

Minister Neville spoke of the benefits 

this latest technology addition 

would have for firefighters and the 

community, 

“As we saw during last year’s 

devastating bushfire season, our 

firefighters tackle some incredibly 

complex and challenging fires – these 

four new drones within Fire Rescue 

Victoria’s new aviation unit will 

significantly add to their fire-fighting 

arsenal.” 

“Thanks to this highly specialist 

aviation unit and these new highly 

specialised drones, our emergency 

services will have greater access to 

critical information and intelligence 

to efficiently contain fires, respond to 

emergencies and save lives.” 

HIGH TECH DRONES TO LIFT 

VICTORIA’S FIREFIGHTING 

CAPABILITIES 

Featuring both high-definition 

thermal imaging and live streaming 

cameras, the unit’s four new drones 

are able to capture better quality 

footage from the air to support 

firefighting and other emergency 

service purposes. 

The drones represent a significant 

uplift in capabilities for FRV’s existing 

drone service - known as its remote 

piloted aircraft systems (RPAS) service 

- because of their ability to stay in 

the air for up to 30 minutes and to 

withstand difficult wind conditions. 

Importantly, the new drones can 

carry both thermal and optical 

cameras at the same time, an 

advancement on existing aircraft 

within the RPAS fleet which can carry 

only one type of camera at a time. 

The technology means firefighters 

can better monitor fires and other 

incidents from the air, and get a fuller 

picture of complex fires, ultimately 

increasing community safety and 

contributing to saving lives. 

Fire and Rescue Commissioner, Ken 

Block said, 

“This technology provides us with 

much greater situational awareness 

during a range of emergency 

incidents and dramatically improves 

timely decision making and 

community and firefighter safety.” 

FRV’s new aviation unit will be 

staffed by four dedicated specialist 

firefighters, including Civil Aviation 

Safety Authority-qualified drone pilots 

and specialist aviation accredited 

personnel. 

The unit, which became operational 

last month, has already been 

instrumental in supporting the 

response to a recent industrial fire in 

Laverton North. 

FRV drones were used last year to 

support rapid impact assessment 

of fire-affected areas throughout 

Victoria following the bushfires that 

ravaged large parts of the state in late 

2019 and early 2020. 

www.ausemergencyservices.com.au 6

RECENT EVENTS 

AFAC CONFERENCE 2021 

BALANCING IMPACT AND EXPECTATIONS 

As recent emergency events 

have shown, there’s an evolving 

extreme that is producing new 

challenges in terms of impact on 

the community, environment and 

economies. The community expects 

the emergency management sector 

to stay ahead of these events 

but with resourcing challenges, 

overlapping seasons here and 

abroad, and the surge in reviews, 

inquiries and recommendations, what 

do agencies do differently? 

AFAC21 will focus on how we manage 

the consequences of major events 

and meet the expectations of the 

community and government. The 

program will explore how the sector 

can continue to learn and find 

opportunities to deliver with new and 

innovative approaches. 

The committee is encouraging the 

submission of an abstract for the 

Research Day, AFAC Conference or a 

Conference Poster under one of the 

following supporting topics: 

• new approaches 

• embedding research into 

practice 

• looking after ourselves and 

others 

• communities 

Don’t miss out on the opportunity 

to be part of Australasia’s premier 

emergency management conference 

and exhibition. Abstract submissions 

close on Monday 15 February 2021. 

The Institution of Fire Engineers (IFE) 

Australia national conference will be 

held in conjunction with AFAC21. The 

Conference will explore the theme 

Vision 2021: Shifting the culture; 

Enhancing safety, sustainability and 

resilience. 

The Australian Institute for Disaster 

Resilience (AIDR) will once again be 

co-locating the Australian Disaster 

Resilience Conference with AFAC21. 

The conference will explore the 

theme Meeting in the middle: 

community voices and complex 

choices and more information is 

available on the Australian Disaster 

Resilience Conference website. 

AFAC21 powered by INTERSCHUTZ 

features a world-class exhibition 

which attracted nearly two 

hundred exhibitors in 2019, with 

46 international exhibitors from 

16 countries in attendance. The 

exhibition attracts a comprehensive 

range of exhibitors covering all 

facets of emergency management 

equipment, technology and services. 

The exhibition features the popular 

live demonstration zone and practical 

expo stage presentations. 

The conference will take place 

between the 17th and 20th August 

2021 at the International Convention 

Centre in Sydney. 

For more information visit 

www.afacconference.com.au 

7 


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AUSTRALIAN EMERGENCY LAW with Dr Michael Eburn 

A DISCUSSION ON 

THE LAW THAT 

APPLIES TO OR 

AFFECTS AUSTRALIA’S 

EMERGENCY SERVICES 

AND EMERGENCY 

MANAGEMENT 

MANAGING FATIGUE 

IN COUNTRY 

AMBULANCE 

STATIONS 

November 28th, 2020 

PHD 

Barrister 

Leading expert in Law 

relating to Emergency 

Management & Emergency 

Services 

Follow Michael Eburn 

Facebook- facebook.com/ 

EburnM/ 

Twitter - @EburnM 

For his latest articles on 

Emergency Law go to: 

www.emergencylaw.wordpress.com 

Today’s correspondent has: 

… some questions about the responsibility of the 

employer vs employee in managing fatigue levels 

at work. 

I’m a Paramedic with an Australian ambulance 

service. The branch/station that I work at works 

a call roster with another Paramedic. As a 

new staff member at this branch I have asked 

management for some guidance around the 

roster and call expectations in regards to fatigue 

management and have been told on multiple 

occasions that it is our individual responsibility 

to manage our fatigue levels, and that we should 

be taking uninterrupted breaks if we feel we are 

too fatigued to remain on duty. My concern 

with this is that 1) At certain levels of fatigue we 

become unable to make unimpaired decisions 

about our own fatigue levels and, 2) What 

impact is compounded fatigue having on our 

decision making ability? 

We work a rotating roster of 4 or 5 dayshifts 

0800-1900 with a call period from 1900-0800. 

The expectation is that we would be at the 

branch for our dayshifts and respond from 

home in the ambulance if there is a case during 

the on-call period. 

We have two options for managing our fatigue. 

At the end of a case during the on-call period 

(where we have not already had a 10-hour 

continuous break since the completion of our 

dayshift) we would commence a 10-hour rest 

break, where we return to our on-call state 

(home) and are available to be dispatched to 

further cases. If no case occurred in this time, 

we would be expected back at the branch for 

the remainder of our dayshift at the completion 

of the 10-hour rest break. If this rest break 

is interrupted for a case, we would then 

recommence a new 10-hour rest break at the 

completion of the case. 

As we start our week in a call period it is not 

uncommon that we can be ‘chasing’ a 10-hour 

break for multiple days. 

If we felt at the end of a case that we were too 

fatigued to recommence call we can take an 

uninterruptible rest break where we would sign 

off and return home in our own vehicles for 10 

hours. At the completion of this uninterruptible 

rest break, we would then be expected to return 

to duty, regardless of the time of day. This can 

mean that we would be expected to return to 

duty in the early hours of the morning. 

Just a couple of other notes on this point. 

* In the last few months, it has not been 

uncommon for crews to be doing 30 or more 

hours of call in a 5-day period. 

* If we take an uninterruptible rest break, we 

are expected to make our own way home, 

unless someone else is at the branch and can 

drive us home (generally daytime hours only). 

Our branch doesn’t have a staff carpark, so 

staff don’t leave vehicles on the street for the 

5 days we are on call, and our town doesn’t 

offer an overnight taxi service. This means 

staff are walking home at all hours of the day 

and night if they require an uninterrupted 

break, increasing crew reluctance to take 

an uninterrupted rest break overnight or in 

inclement weather. 

* The staff that have been working at the 

branch for a number of years have been 

adjusting to the increasing workload and 

despite them feeling that they are doing too 

many hours, they also feel uncertain as to when 

they should be taking uninterrupted breaks as 

they have been able to meet the demands of 

the town for a number of years. Additionally, 

if a crew takes an uninterrupted fatigue break 

in the early hours of the morning the town can 

be uncovered for potentially 6 hours or more 

until a replacement crew can be contacted in 

the morning. When the staff all live in the town 

there is an element of guilt around leaving the 

town uncovered. 

My concern around fatigue management 

particularly relate to Paramedic liability if 

something ‘goes wrong’ such as if we were to 

crash the ambulance, or make a medication 

mistake resulting in harm to one of our patients.

(My correspondent has not identified 

the jurisdiction so I will assume the 

model work health and safety (WHS) Act 

applies. That is not the case in either 

Victoria or WA but the answers will 

not be significantly different in those 

jurisdictions). 

The short answer is that everyone has 

responsibility for managing their fatigue. 

The employer as Person Conducting a 

Business or Undertaking (PCBU) has an 

obligation to design the workplace to 

minimise risks to health and safety of 

staff. That requires a thought-out fatigue 

management policy for a service that 

operates 24 hours a day/7 days a week. 

A WHS policy must have regard not only 

to the safety of staff and patients when at 

work but as noted, when making their way 

to and from work. 

Employees have a duty to take reasonable 

care of their own safety, follow the 

PCBU’s work health and safety policies 

and to raise WHS concerns through the 

consultation processes in the workplace, 

whether that’s health and safety 

representatives, the WHS committee or 

via an industrial union. 

In the heavy vehicle industry the fact that 

everyone has responsibility for safety, 

including fatigue management, is reflected 

in the concept of ‘chain of responsibility’ 

(see Greencap Understanding Transport 

Chain of Responsibility (5 October 2018); 

National Heavy Vehicle Regulator Chain of 

Responsibility (2020)). Ambulance services 

are not generally operating heavy vehicles 

but the principles that give rise to chain 

of responsibility still exist under modern 

WHS and OHS legislation. 

Who will be liable if ‘something goes 

wrong?’ 

It will depend on the circumstances of the 

particular case, what went wrong and who 

could have done something about it. 

If it’s a medication mistake harming a 

patient the employer will be liable but a 

registered paramedic my face professional 

sanction both for their conduct in making 

the mistake and for their conduct in not 

taking steps to manage fatigue. 

In a motor vehicle accident it will be the 

compulsory third party insurer that will 

meet any damages claim but the driver 

may be subject to criminal prosecution – 

see Meagan Dillon ‘SA paramedic breaks 

down on the stand as he explains rollover 

which killed patient’ ABC News (Online) (10 

November 2020). 

Where employees work out of loyalty 

to the employer or the community, 

pasting over the cracks left by inadequate 

resourcing, they give the employer no 

problem to fix – ‘Everything’s working fine; 

no-one’s complaining’. 

To manage fatigue employees have to 

actually insist on applying the policies 

– take those breaks even if it leaves the 

community un-serviced. And push to 

have better policies by raising the matter 

through your WHS committee, your 

trade union and the relevant WHS/OHS 

inspectorate. 

This article originally appeared on the 

blog Australian Emergency Law (https:// 

emergencylaw.wordpress.com/) and is reproduced 

with the permission of the author. 

As a blog post it represents the author’s opinion 

based on the law at the time it was written. 

The blog, or this article, is not legal advice and 

cannot be relied upon to determine any person’s 

legal position. How the law applies to any 

specific situation or event depends on all the 

circumstances. 

If you need to determine legal rights and 

obligations with respect to any event that has 

happened, or some action that is proposed, 

you must consult a lawyer for advice based on 

the particular circumstances. Trade unions, 

professional indemnity insurers and community 

legal centres can all be a source for initial legal 

advice. 


THE IMPORTANCE OF MENTAL 

SAFETY IN THE WORKPLACE 

Last year was a challenging one for all of us, but perhaps 

especially for emergency service workers. From caring for 

critically ill COVID-19 patients, to attending emergencies in 

bushfire affected areas, all on top of routine callouts, emergency 

service workers have had a physically and mentally demanding 

year – putting many on the fast-track to burnout. 

Yet one of the few silver linings of 

this year is the way in which it has 

underscored the importance of 

mental safety in the workplace. The 

pandemic’s impact on our collective 

mental health has forced leaders and 

their teams to rethink organisational 

well-being and recognise that 

workplace health and safety includes 

identifying and preventing not 

only physical illness and injury, but 

mental too. 

While it’s often easy to spot physical 

risks or ailments, such as broken 

piece of equipment or a co-worker 

suffering from the flu, the impact of 

repeated mental stresses is often 

harder to identify. Despite this, 

mental health risks can be just as 

harmful to the well-being of the 

individual – not to mention their 

wider team, and importantly, the 

patients in their care. 

MENTAL SAFETY RISKS IN 

EMERGENCY SERVICE WORK 

Mental safety risks in the workplace 

are often difficult to recognise. They 

can be subtle, intangible, and vary in 

severity from one person to the 

next – meaning a mental health risk 

to one worker may not be the same 

for his colleague. This is what makes 

them so harmful – many workers 

and leaders don’t recognise mental 

safety risks until it’s too late. 

While mental safety risks are present 

in every workplace and in every 

profession, there are a few that 

emergency service workers are 

particularly vulnerable to. Repeated 

exposure to trauma, violence or 

physical danger, dealing with highpressure 

and high-risk scenarios, 

and a physically and emotionally 

demanding occupation will inevitably 

put strain on the mental wellbeing 

of first responders. Other 

factors such as poor leadership 

from management, conflict or toxic 

workplace culture, an excessive 

workload or lack of job satisfaction 

can also pose a risk to workers’ 

mental health. 

IDENTIFYING THE SIGNS OF 

SOMEONE AT RISK 

In order to support someone at 

risk of burnout or mental ill-health, 

we need to know which signs to

look out for. While many will be 

able to recognise symptoms like 

panic attacks, overworking, or 

breakdowns, more subtle symptoms 

like mood changes and fatigue 

will often go undetected. A lack of 

focus, pessimism, change in eating 

patterns, complaining of poor sleep, 

isolation, difficulty making decisions 

and emotional detachment are all 

red flags of someone at risk. 

If someone on your team is 

displaying one or more of these 

signs, it’s important to take action 

and reach out to them. But first, 

consider your approach and 

its possible outcomes. Are you 

prepared to have an effective 

and genuine conversation? What 

steps can be taken to alleviate 

the pressure this individual is 

experiencing? Are you aware of your 

boundaries and responsibilities? 

Your readiness to ask the question 

depends on these answers. Make 

sure you have a plan in place before 

starting the conversation to ensure 

you can provide meaningful help 

where it’s needed. 

BUILDING RESILIENCE TO 

SAFEGUARD MENTAL HEALTH 

One of the best ways to mitigate 

against mental health risks in the 

long term is to focus on building 

personal resilience. Resilience is a 

skill that can be purposefully built 

and skilfully maintained, reducing 

symptoms of distress and physical 

vulnerability and enabling us to 

better cope with stressful periods. 

Building resilience begins with the 

basics: a healthy, nutrient-rich diet, 

regular exercise, and between 7-8 

hours of restful, restorative sleep. 

This forms the foundation of a 

resilient lifestyle. In addition, positive 

relationships, setting dedicated time 

for rest and leisure, and practicing 

mindfulness or gratitude will work to 

enable a healthy, resilient mindset. 

These seemingly insignificant habits 

play a crucial role in promoting 

well-being by forming, in effect, a 

preventative scaffolding to support 

us in times of trauma. Without 

this structure to support us, we 

are particularly vulnerable to the 

emotional impact of a repeatedly 

demanding, high-pressure 

profession. 

PROTECTING AGAINST WORKPLACE 

MENTAL HEALTH ‘INJURIES’ 

Embedding resilience practices into 

the culture of your workplace will 

help to build a safe and supportive 

culture but it’s important that this 

goes beyond merely a box-ticking 

exercise. Efforts to build a resilient, 

mentally healthy workplace must be 

led and modelled by the C-suite and 

reinforced by everyday practices. 

Leaders also have an important role 

to play here, particularly when it 

comes to building trust. According 

to Springfox’s recent report, The 

Australian Workforce Response to 

COVID-19, there is some discrepancy 

between leaders’ perceptions of 

staff’s level of trust versus actual 

levels reported by staff – in fact, 

leaders believed 16.5% of their staff’s 

level of trust in others decreased due 

to COVID-19 in comparison to 32% of 

staff who said their trust was lower 

as a result of the pandemic. 

For this reason, leaders must 

prioritise building – or in some cases, 

rebuilding – their staff’s trust. When 

leaders operate from a foundation 

of honest and transparent 

communication, underpinned by 

compassion and care, they are 

reminding staff that the organisation 

values them and their well-being 

beyond simply the role they perform. 

Leaders have a responsibility to 

protect workers from both physical 

and psychological risks and ensure 

that appropriate systems are in place 

to reduce these risks and monitor 

the health of workers and workplace 

conditions. In addition, adequate 

counselling and mental health 

support services must be made 

available, with staff encouraged to 

make full use of them as needed. 

While this line of work will always 

come with its unique challenges, to 

effectively operate in high-risk, highpressure 

environments, emergency 

services workers require a great 

deal of personal resilience. Dealing 

with trauma requires responders 

to be equipped with the skills to 

recognise, process and recover from 

their experience, as well as to rebuild 

resilience and prevent mental health 

risks from reappearing in future. 

Stuart Taylor 

CEO and 

Co-founder 

of Springfox 

For over a decade, Stuart has engaged and 

inspired with his workshops, keynotes and 

conference presentations to more than 20,000 

people globally with measurable impact 

achieved across many organisations. 

His early career included periods of rapid 

advancement within organisations as diverse 

as the Royal Australian Air Force, KPMG, 

and Heinz, developing his broad experience 

in aerospace engineering, IT, finance and 

psychology. 

A potentially devastating diagnosis of brain 

cancer in 2002 led Stuart on a personal 

journey back to physical, cognitive, 

emotional and spiritual health. The 

experience gave Stuart a unique appreciation 

of the tangible benefits of the practices that 

helped him overcome a 2.5-year prognosis 

and demanding cancer treatments. 

Stuart became a strong advocate for 

incorporating cultural practices into the 

Australian workplace to nurture wellbeing 

through the body, heart, mind and spirit. 

Stuart formalised this resolve in 2003, 

founding The Resilience Institute in Australia 

- now Springfox. 

Stuart’s broadened perspective and empathybased 

approach enables him to identify 

challenges and customise effective strategies 

for clients seeking optimal organisational 

performance. Stuart’s ultimate purpose is 

helping people and organisations, typically 

through leadership and senior teams, shift 

into a more compassionate space in order to 

reach sustainable high performance. 

www.springfox.com


RAPID, RESILIENT CONNECTIVITY 

ANYWHERE, ANYTIME 

From remote healthcare and disaster relief to search-and-rescue 

operations, Australian emergency services organisations must be 

ready to respond immediately without advance knowledge of where 

or when in Australia their need will arise. 

The unpredictable nature of 

emergency services leads to a 

reliance on ubiquitous, secure, highperformance 

communications that 

are both flexible and cost-effective, no 

matter how remote the operation. 

Access to reliable connectivity in remote 

locations can often be the difference 

between success and failure, even life 

and death. 

While organisations can maintain vast 

communications networks, those chains 

of command break down when teams 

lack effective connectivity to send and 

receive their communications. 

Unanticipated “surge” requirements 

often call for swift deployment of 

forces into remote Australian areas 

with no infrastructure to support their 

connectivity requirements. 

With the increasing use of advanced, 

high-throughput applications for 

frontline emergency services teams, 

there is a growing need for fixed and 

portable satellite communications that 

can support the evolving requirements 

for simultaneous data, voice, and video 

communications for frontline crews 

operating on the tactical edge, in places 

with limited or no mobile or internet 

coverage. 

Activ8me Business Services’ fixed and 

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Australian emergency organisations 

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linking advance teams to information 

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Activ8me Business Services, along with parent company 

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government and enterprise for almost two decades. 

The Royal Flying Doctor Service is one of the largest 

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Activ8me Business Services remote communications 

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Operating over vast distances and across harsh 

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An Activ8me custom-built, solar-powered ground station at a remote airstrip in 

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“Applying their skills and prowess in technology and 

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“Connectivity for a remote clinic or a remote airstrip can 

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Reliable, easy-to-use portable solutions from Activ8me 

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Above: The portable solution is available in various form-factors, including mounted to 

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To learn more about the solutions 

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visit business.activ8me.net.au or 

email corporatesales@apn.net.au.

AS PERTH’S SUBURBS 

BURN, THE REST OF 

AUSTRALIA WATCHES 

AND LEARNS 

February has already been a bad month for Perth. Bushfire 

has destroyed 81 homes and burned more than 10,000 

hectares northeast of the city. Residents in the midst of a 

COVID-19 lockdown were told to abandon their homes and 

seek shelter as the bushfire raged. 

Joe Fontaine 

Lecturer, Environmental and Conservation Science, 

Murdoch University 

Lewis Walden 

Research associate, 

Curtin University

The disaster calls to mind the 

unprecedented Black Summer 

fires that devastated eastern Australia 

last summer. But the tragedies are 

very different beasts. 

Obviously, the Black Summer fires 

were much more widespread, 

prolonged and lethal than what 

Western Australia is experiencing. The 

east coast fires were largely triggered 

by lightning, while that’s not thought 

to be the case in the Perth fire. Wind 

and temperature also played different 

roles in the two disasters. 

So let’s examine the drivers of the 

Perth fire, and consider what the rest 

of Australia can learn as we face a 

future of worsening bushfires. 

Anatomy of a fire 

The fire was first reported at noon on 

Monday near the town of Wooroloo, 

on Perth’s fringe. Authorities don’t 

yet know how it began, but say “no 

criminality” has been identified. 

The absence of lightning at the time 

of ignition, and the proximity to 

residential areas, suggests the fire was 

accidentally caused by humans. The 

location of the fire near homes also 

meant it destroyed property far more 

quickly than if had begun in a remote 

area. 

Fire science breaks fire behaviour 

into three main components: fuels, 

topography and weather. And of 

course, an ignition is needed to set it 

off. 

The bushfire started in an area of 

large, privately owned blocks of land. 

This area mostly consists of scattered 

trees in grassy paddocks which, in 

summer, are dry and burn easily. 

Fences and trees then ignite and 

winds carry embers forward, starting 

spot fires. 

The land area now burning is one of 

the most hilly parts around Perth. 

Fire spreads faster uphill, and the 

slopes redirect winds, adding more 

complexity to fire suppression. The 

topography and location of the fire 

on private properties also made firefighting 

access difficult. 

Weather played a major role. The 

fire started during one of Perth’s 

typical summer easterly wind 

Residents in fire-affected areas had been told to abandon lockdown and evacuate to escape the fires. AAP Image/Supplied by DFES, Evan Collis 

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events, involving strong gusts, high 

temperatures and low relative 

humidity. Most bushfires that burn 

out of control near Perth begin during 

these events. 

To make matters worse, a tropical 

low tracking down Australia’s west 

coast means the windy conditions 

are expected to last up to six days – 

longer than the typical two to three 

days. This presents a major challenge 

for emergency response personnel. 

The areas burning today are well 

known for their bushfire risk. In 2009, 

a fire outside the town of Toodyay 

destroyed 38 homes under similar 

weather conditions. 

How WA differs to the east coast 

Along Australia’s east coast, the 

bushfire season can start as early 

spring and in some parts, extend 

into autumn. Last summer’s horrific 

conditions were a combination of 

long-term drought and an intensely 

hot, dry spring. In contrast, almost all 

bushfires in southwestern Australia 

have historically occurred in the dry 

summer period. 

Western Australia has more 

pronounced seasonal rainfall than 

the eastern states. In particular, the 

southwest corner of Australia has 

a Mediterranean-like climate. Every 

summer is dry, increasing the bushfire 

risk. In contrast, eastern Australia 

typically has a wet, humid summer 

with rain spread throughout the year. 

La Niña conditions have brought 

much rain to Australia’s east in recent 

months. Western Australia had some 

La Niña moisture in November, but 

winter rain was below-average and the 

summer has so far been dry. 

Career Firefighter Mick Dybac captured this powerful moment of fellow Daglish Senior Firefighter 

David Ellis, in front of a home they had just saved in the Wooroloo bushfire. DFES Facebook 

And as southwestern Australia 

continues to warm and dry under 

a changing climate, the period of 

bushfire risk is now getting longer. 

That means bushfires in spring and 

autumn will become more common. 

And the shifting climate will bring 

make bushfires worse both in the 

west and across Australia. Bushfires 

may escape more quickly, burn more 

intensely, resist control and occur over 

a greater part of the year. Plants will 

have drier foliage, further increasing 

bushfire intensity. 

Preparing for worse fires 

Bushfire is a part of life in Australia 

and these tragedies will happen again. 

Fortunately for Perth residents, there 

have been no fatalities and minimal 

injuries so far. 

Looking ahead in WA, new bushfire 

knowledge hubs and universitygovernment 

collaborations will 

open important new conversations 

about the future bushfire risk and its 

management. 

But we must continue to improve 

land-use planning, building codes and 

mitigation strategies to ensure we’re 

prepared for worse bushfires under 

climate change. 

This article was first published on “The 

Conversation’ 


Lets 

‘ 

Talk Mental 

Health 

with Associate Professor 

Erin Cotter-Smith 

WHY IT’S IMPORTANT TO “REBOOT” 

OUR THINKING ABOUT MENTAL 

HEALTH IN 2021 

If you’re anything like me, the end of 2020 couldn’t come 

quickly enough! 

It was a year like no other. The catastrophic Black Summer 

bushfires and COVID-19 pandemic challenged us as 

individuals and communities in unprecedented ways – and 

tested both our physical and mental health like neverbefore. 

The ongoing anxiety, grief and loneliness can lead to 

a spiral of negativity that is hard to break out of. And 

while many people will not experience long-term impact, 

COVID-19 has the potential to contribute to or exacerbate 

mental ill health in the long-term. 

That said, as challenging as 2020 was we can now look 

forward to a fresh start with new goals. 

An opportunity to “reboot” 

For many of us, a new year is an opportunity to create 

change. It is also an opportunity to re-assess our mental 

health needs and “reboot”. 

So how can we approach 2021 and beyond with hope and 

optimism? 

An important first step is identifying and addressing 

destructive habits. This can be difficult and confronting 

and, in some cases, may initially mean forcing ourselves out 

of our comfort zones and require us to do things that are 

hard – but that will gradually make us feel better.

Evidence-based methods for “rebooting” 

GET MOVING 

Exercise has long been associated 

with both better physical and mental 

health. 

Exercise has been linked with better 

cognitive performance and improved 

cardiovascular health and reduced 

neurodegenerative disorders such as 

depression. 

People who exercise also live 

longer! Even gentle exercise, such as 

walking for 30 minutes per day, can 

be beneficial for both physical and 

mental health. Consistency is also 

important, so make sure that you pick 

something that you actually enjoy 

doing so that you keep doing it! 

EAT BETTER 

This one is a no-brainer! The better 

fuel we put into our bodies – the 

better we will feel. 

But sometimes it can be difficult to 

make healthier choices – even though 

we may want to. 

The evidence on this is clear though; 

food influences our mood. 

If – like me – you find yourself 

reaching for something sweet midafternoon 

(hello donuts!), you’re 

certainly not alone! Many of us 

find ourselves sneaking in a cheeky 

“reward” or trying to boost our mood 

with food. 

Unfortunately, while a quick sugar hit 

may be a good short-term fix, it can 

actually end up making us feel worse 

in the long-run. 

Food can have a big impact on our 

day-to-day mood changes and overall 

well-being. So it’s really useful to 

understand what foods we should be 

eating to support better health and 

well-being. 

Making changes can be challenging 

– so try to start small and look for 

simple swaps to improve your diet. 

Little positive changes add up to a 

healthier, happier you. 

KEEP CONNECTED 

Feeling lonely and isolated is 

detrimental to both our physical and 

mental health. 

Throughout the pandemic we heard 

the term “social distance” – however 

– we needed to stay “physically 

distanced” but remain socially 

connected. 

A recent study showed that there 

was a negative relationship between 

isolation and emotional cognition 

during the COVID-19 pandemic – but 

this effect was smaller in those that 

stayed connected with others during 

lockdown. 

Keeping connected socially is also 

associated with decreased risk of 

mortality as well as a range of illnesses. 

And connection is associated with 

positive feelings and increased 

activation in the brain’s reward system 

– so it actually makes us feel better! 

So as we live through 2021, an 

important way to help “reboot” our 

mental health is to maintain our social 

connections with family and friends 

and expand your horizons by making 

some new connections! 

TRY SOMETHING NEW 

Our brains change during critical 

periods of development - but this 

change is also a lifelong process. 

When we experience new things, such 

as trying something new or learning 

new skills, we can actually modify both 

brain function and structure – and 

ultimately feel better! So try something 

new – like taking up a musical 

instrument or learning a new language. 

Both of these activities have been 

associated with changing the structure 

of the human brain. 

GET ENOUGH SLEEP! 

Getting enough sleep is an essential 

part of living a healthy life. Yet many 

of us do not fully understand the 

relationship between sleep and good 

health. 

When we are asleep our brain 

recharge and toxic waste by-products 

are removed, helping to maintain 

normal brain functioning and good 

overall health and well-being. 

Sleep is also very important for 

maintaining cognitive and emotional 

function and reducing mental fatigue. 

Studies of sleep deprivation have 

demonstrated that not getting enough 

sleep can disrupt our emotional 

functioning. 

Associate Professor 

Erin Cotter-Smith 

PhD, MPH, MClinEpi 

Course Coordinator 

Edith Cowan University 

Research Consultant 

The Code 9 Foundation 

Sleep has also been found to exert 

a strong regulatory influence on 

the immune system. If you have the 

optimal quantity and quality of sleep, 

you will find that you have more 

energy, better wellbeing and are 

able to develop your creativity and 

thinking. 

WE MUST CHANGE HOW WE SEE MENTAL 

HEALTH 

As well as trying to implement 

these evidence-based methods for 

“rebooting” our mental health in 

2021, we must also challenge the 

idea that only the ‘weak’ struggle 

with mental health, and that our 

mental health is something fixed and 

unchanging. 

We CAN make changes! 

We need to move on from framing 

mental health in binary terms – “good 

or bad”, “ill or well.” 

Whether we are thinking about 

ourselves or others, the language we 

use when talking about mental health 

matters. 

So here’s to a better, more mentally 

healthy 2021 for everyone!

“OUR WORKPLACE 

IS UNSAFE, AND 

IT’S BREAKING 

PARAMEDICS” 

In a damning letter outlining 

widespread allegations of 

sexual harassment, bullying and 

workplace discrimination occuring 

within Ambulance Victoria, 

Paramedic Rasa Piggott opened 

the floodgates for other employees 

to step forward with their own 

experiences and set the ball in 

motion for an independent inquiry 

into workplace equality within 

Ambulance Victoria. 

Rasa Piggott 

Image Credit: Penny Stephens/The Age

In her open letter to the board of 

Ambulance Victoria, Ms Piggott 

described the workplace as an 

environment where ‘sexual and 

gendered harassment was woven into 

the fabric of the organisation’ and that 

this systemic culture of abuse was 

‘breaking paramedics’. 

The letter contains examples of the 

very confronting reality facing female 

paramedics within the service. This 

includes being ogled at and regarded 

as a sexual object whilst performing 

duties. Physical abuse, threats of 

sexual abuse and discrimination and 

exclusion from higher roles within the 

service based on plans to fall pregnant, 

parental leave and age. 

As a paramedic and educator, Ms 

Piggott has spent the last three years 

raising these issues of systemic 

workplace discrimination within 

Ambulance Victoria. She states in her 

letter that she has been punished by 

middle-management for doing so. 

During this time she has spoken to 

many other paramedics, both men 

and women, documenting instances of 

corruption, bullying and harassment. 

The experience of victimisation and 

bullying has not been limited to female 

employees. Ms Piggott describes her 

colleagues as exhausted and deserving 

of a safe, equitable and inclusive 

workplace. 

In a series of articles published in 

“The Age’, Journalist Wendy Tuohy 

spoke to many other paramedics who 

were willing to come forward with 

their own stories once the inquiry 

was announced. The articles detail 

a devastating, yet common, theme 

of varied instances of bullying and 

harassment. 

Middle to upper management within 

Ambulance Victoria has been described 

as having a ‘boys club culture’, when 

it comes to promotion and regard for 

female employees. Five people told 

The Age that the harassment was so 

bad they considered suicide. 

A study into the nature of workplace 

discrimination conducted by 

Swinburne University and RMIT 

in conjunction with the Victorian 

Ambulance Union (VAU) found that 

amongst 663 Ambulance employees, 

two thirds of them would prefer to 

stay silent for fear of retribution. They 

didn’t feel confident that any change 

would occur as a result of coming 

forward or reporting discriminatory 

behaviour. 

After receiving Ms Piggott’s letter 

imploring Ambulance Victoria to take 

action, Ambulance Victoria chair Ken 

Lay and CEO Tony Walker announced 

an independent inquiry into the claims. 

Ambulance Victoria’s CEO, Tony Walker 

condemned the behaviour described 

in Ms Piggott’s letter and subsequent 

allegations by a number of employees. 

“Like many Victorians, I am distressed 

and deeply disappointed to read 

reports of bullying, harassment and 

discrimination against women in my 

organisation. I want to be very clear 

that these behaviours and actions have 

no place in the Ambulance Victoria I 

lead. They will simply not be tolerated. 

In a video statement to all employees 

of Ambulance Victoria, CEO Tony 

Walker shared his commitment to 

addressing the issues within the 

organisation and warned anyone who 

thought that these behaviours were 

acceptable that they should leave the 

service. 

These claims will now be subject 

to an investigation by the Victorian 

Equal Opportunity and Human 

Rights Commission as requested 

by Ambulance Victoria. In addition 

to the inquiry being conducted by 

VEOHRC, WorkSafe Victoria will also be 

investigating claims of bullying within 

the organisation. 

The investigation by VEOHRC will be 

ongoing for the next 3 years and will 

include a review, implementation 

of recommendations from the 

commission by Ambulance Victoria 

and an audit of how well these 

recommendations have been 

implemented. 

In the review phase of the investigation 

the Commission will examine the 

nature, extent, drivers and impact of 

discrimination, sexual harassment and 

victimisation experienced by current 

and former staff and volunteers. 

Ambulance Victoria employ over 5000 

staff including but not limited to; onroad 

clinical staff, operation support 

and managerial staff, MICA paramedics 

and trainees, Community Emergency 

Response Team volunteers, Ambulance 

Community Officers and community 

support officers. The inquiry is for all 

staff. 

The independent review will examine 

what measures are in place to prevent 

and eliminate discrimination, sexual 

harassment and victimisation within 

Ambulance Victoria and if these 

measures are adequate. Current 

strategies that are used to ensure a 

safe, equal and inclusive workplace will 

also be identified. You can download 

the terms of reference for the review 

from the Commission’s website. 

HOW CAN YOU TAKE PART? 

In order to complete a thorough 

investigation that will benefit all 

Ambulance Victoria employees and 

create a cultural change, all voices 

must be heard regardless of gender 

identity. Ambulance Victoria has issued 

a limited waiver of confidentiality 

obligations in order for as many people 

as possible to come forward. Current 

and former employees can come 

forward in confidence with stories as a 

witness to events, or as someone with 

personal-lived experience. 

There are a number of confidential 

pathways for participants to choose 

from. 

• Complete an online survey 

• Make a written submission 

• Participate in a confidential 

interview 

• Participate in a focus group. 

Current and former employees and 

first responders/volunteers can 

complete a confidential online survey 

between 22 February and 19 March 

2021. On 22 February 2021, current 

employees and first responders/ 

volunteers will automatically receive a 

unique link to the survey. 

Former employees and first 

responders/volunteers need to register 

their interest in completing the survey 

by emailing the Commission. 

All links to these pathways can be 

found at Victorian Equal Opportunity & 

Human Rights Commission website. 

The Commission will publish a public 

report at the conclusion of Phase 1 

detailing findings and outlining their 

recommendations for Ambulance 

Victoria. This report will be published 

by 30th November 2021. 

The Victorian Equal Opportunity & 

Human Rights Commission will provide 

regular updates throughout the 

inquiry. 

We have published Rasa Piggott’s 

open letter to the board of Ambulance 

Victoria on the following pages. An 

equal, safe and inclusive workplace 

should be a fundamental right for all. 

We applaud the courage and strength 

shown by Rasa Piggot and others who 

have come forward to share their 

stories in the hope of igniting change 

for the benefit of current and future 

paramedics. 

If this article has raised issues for you, or if 

you’re concerned about someone you know 

call Lifeline on 13 11 14 or Beyond Blue 

1300 224 636.

October 27, 2020 

Mr. Ken Lay 

Chairperson - Board of Directors 

Ambulance Victoria 

Victoria, Australia 

Rasa Elizabeth Piggott 

paramedics.victoria@gmail.com 

Dear Mr. Lay and The Board of Directors, 

Collective Paramedic experience confirms a culture of widespread bullying, gendered discrimination and micro aggressive 

retribution in Victoria. Dangerous power gradients remain unhinged and facilitate a patriarchal system that defies 

Employment Law, Public Sector Code of Conduct, health-professionalism and community expectation. An inarguable divide 

between Ambulance Victoria’s operational and corporate sectors inhibits necessary reform. Our workplace is unsafe, and it is 

breaking Paramedics. 

Sexual and gendered harassment is woven into the fabric of Ambulance Victoria. As a graduate, I had my breasts ogled and 

was advised to use them to ‘my advantage’. I was warned that you can’t progress your career clinically and have kids at the 

same time. I was sexualised whilst caring for Patients. It was assumed I would make ‘cups of tea’ at branch whilst senior male 

colleagues sat in a circle sharing testosterone bathed war stories. As a junior Paramedic, I remember feeling lucky that ‘at least’ 

I wasn’t being referred to as the driver of the ‘bra-mobile’ or pressured to watch pornography at branch, as had been the case 

for some of my predecessors. It wasn’t until I began to outwardly express my career ambition that I realised the limitations of 

our indoctrinated patriarchal system. 

From gendered subtleties such as exclusion, to horrible instances of sexual misconduct, archaic norms continue to be 

experienced at every level within operational Paramedicine. Accounts of gendered discrimination in Ambulance Victoria 

include instruction to not get pregnant if wanting to pursue a higher role, exclusion from career pathways if planning on 

becoming pregnant, and negative attitudes toward pregnancy post promotion. Women describe being pushed out of roles 

because of their childbearing age, and report having to wean infants off breast milk at only a few months old to accommodate 

for the lack of line management support. Women have recalled experiences of sexualisation in numerous settings, including 

at cardiac arrests. When I embarked on a recent attempt to further my career, I was counselled about the inconvenience of 

maternity leave for team settings and careers, asked to demonstrate my bed making skills and later, asked about my age. Male 

colleagues around me have been permitted to progress their careers down the path I was intending, whilst I have been ignored 

and sabotaged. Additionally, eye opening discussions pertaining to sexual harassment and sexual misconduct have confirmed 

that some are not only experiencing active discrimination, but also instances of abuse. 

Normalised gendered harassment can be seen in our every day. Women experience disempowering retorts and offensive 

labelling in response to enthusiasm; e.g. ‘she’s an excitable puppy’; ‘she’s Miley Cyrus on the wrecking ball’. Women have been 

told they ‘don’t listen’ when seeking justification for decision making. Women have had their success attributed to fictitious 

sexual relationships. Women have been instructed to ‘just sit and listen’ in meetings where men predominate. Women have 

been told that they only perceive an issue because they ‘are a woman, and women are emotional’ or ‘hormonal’. Women 

have had their work credited to men. Women have received complaints for advocating for Patient safety. One of the most 

toxic and limiting workplace interactions for female Paramedics is that of women disempowering other women secondary to 

internalised misogyny. 

Female Paramedic numbers are rising, but only because more women are completing the bachelor’s degree. Women 

overwhelmingly dominate the junior tiers of the Paramedic profession and are strikingly absent or excluded from clinical 

decision-making tiers. When enquiring about Paramedic diversity data, I was told that access to such information would 

require filing for freedom of information. I was then pulled aside and advised to not make such enquiries as doing so 

questioned the capacity of certain members of staff. Despite my efforts, I have not yet received confirmation that policies 

specifically supporting and ensuring gender equality relating to recruitment, retention, performance management processes, 

promotions, talent identification, training and development exist. I’ve also not received confirmation of existing KPIS for 

middle management relating to gender equality, and I’ve not been able to locate any process that regularly screens managers to 

ensure the absence of favouritism and bias driven employee promotion. There appears to be nothing of substance in place to 

assist female career advancement. There is a diversity strategy in place, but the strategy lacks a backbone given the apparent 

absence of appropriate policy to turn strategy in to reality. 

Unregulated influence in Ambulance Victoria has been facilitated by illegitimate promotion schemes. As a result, hierarchical 

power plays prevent equal opportunity employment and merit-based selection. It is well known that if one is seeking 

promotion, they need to appear nonthreatening to the patriarchal privilege that dominates the upper tiers of the Paramedic 

world. In other words, keep your head down and stay silent. Ignore questionable clinical practice. Don’t speak up about 

any negligence you may witness. Don’t advocate for your patient when working with an authority figure. Don’t speak up 

about intimidation. Ignore harassment. Tolerate abusive colleagues and stay quiet about your consequent PTSD. It is 

widely understood that if you become known as someone who has spoken up or challenged the status quo, micro-aggressive

etribution sneaks in to your every day, and career growth grinds to a halt. A favourite intimidation tactic appears to be having 

your ‘fitness for duty’ questioned. 

Possession of unregulated decision-making power by a powerful few breeds employee silence through fear of career limiting 

repercussions. Said employee silence reinforces that unregulated power. Our subsequent need to self-preserve via silence has 

spawned a climate in which quality-assurance is often avoided. Why would anyone submit an incident report when there is 

no internal process that allows for anonymity, and doing so risks both career progress and punitive repercussions? Coming 

from a Nursing background where professional standards have ensured incident reporting is normalised, non-threatening and 

encouraged, I find this cultural norm in the Paramedic community startlingly dangerous. It opposes our legislated requirement 

to protect the public. Ambulance Victoria’s steep authority gradients not only impact upon employee career advancement and 

wellbeing, but also Patient safety. 

Illegitimate promotion schemes also facilitate a culture of cronyism, further inhibiting merit-based selection. Examples include 

the staff member agreeing to promote a candidate because of a phone call from a popular figure head requesting so. The staff 

member refusing to promote a candidate because someone told them not to. Promotion being gifted to an employee because 

‘so-and-so said they were good’, whilst others are made to jump through rigorous hoops that resemble bastardisation. Our lack 

of appropriate process means that wherever there is a power imbalance, the potential for a junior employee to be denunciated 

without justification exists, as does the potential to hide bullying in all forms. There is a Professional Conduct Unit, but 

given some of its staffing incorporates rotating, operational Paramedics, it can be appreciated why many view this system as 

orchestrating a perpetual conflict-of-interest, and thus avoid reporting any issues pertaining to misconduct or discrimination. 

Bolstering our discriminatory workplace is the lack of flexibility within certain roles, and the reality that gaining flexible work 

is akiin to forfeiting career prospects. For example, if you want to be an Intensive Care Paramedic with access to a funded 

study-position, you must commit to working and studying full time for the duration of the course. This totals 80-hour work/ 

study weeks within a shift-work world. Despite our EBA limiting the number of months one can work a ‘ten-fourteen’ roster, 

some Intensive Care students still find themselves having to fight for access to a safer shift pattern that will allow them to work 

whilst also study, parent, partner and maintain their own health. If you cannot study and work fulltime, you can opt to pay for 

the master’s course yourself. Unfortunately, this is a culturally frowned upon education pathway, and it’s not uncommon to hear 

of these students having immense difficulty obtaining access to graduate positions. At present, there is no confirmation that a 

Master’s of Intensive Care completed outside of the one University commandeered by Ambulance Victoria will result in access 

to employment. When I’ve worked with those in their study phase of the funded Masters of Intensive Care, I have witnessed 

defeated and deflated individuals struggling to put one foot in front of the other. Intractable fatigue impedes decision making 

on-road, mental health is shredded, physical health is obsolete. Nobody says anything because culturally, one risks victimisation 

upon qualifying as an Intensive Care Paramedic if they become known as the graduate who disrupted the status quo. Men who 

have children whilst undertaking this process barely make it out alive. Women often delay having a family. Lack of flexibility and 

equitable access to education is literally forcing women into having geriatric pregnancies. 

The argument that any role as a Paramedic cannot be done flexibly due to part-time hours limiting exposure to patients (and thus 

skillset maintenance) is often made, but entirely flawed. All one needs to do is look at the disparity in exposure to cases between 

rural and metropolitan Paramedics to confirm the invalidity of this argument. If lack of exposure within any role secondary to 

reduced work hours is a genuine concern, then improved access to education and skillset maintenance to ensure equitable career 

promotion is necessary. 

Paramedic culture is in crisis. If Victorian Paramedicine is to fulfil its professionally legislated requisites, we need to dismantle the 

oppressive, patriarchal hierarchy that is preventing us from developing in to an emotionally intelligent and flexible 21st century 

entity. My greatest professional privilege has been to teach the Paramedics of the future. They possess the capacity-of-thought 

and holistic perspective needed to modernise our industry. We need to create a system that seeks to benefit all by empowering 

the individual to realise their potential. 

Mr. Lay, in putting this letter together, I have spent time talking to women and men employed as operational Paramedics across 

the state. My colleagues are exhausted. Through tears, they have shared their stories - some have experienced abuse beyond the 

imaginable. I have been attempting to gain traction regarding the systemic cultural issues within our service for three years. 

Earlier this year, I filed incident reports pertaining to corruption, bullying and harassment. I have been punished by middlemanagement 

for doing so. 

Without a safe, equitable and inclusive workplace, our capacity to serve the public will remain hampered. 

I believe it is time for an Equal Opportunity and Human Rights inquiry. 

Additionally, it would be my privilege to arrange a meeting so that we alongside others, can openly and honestly discuss 

achievable, measurable and inexplicably necessary short and ling-term operational goals. 

Warm Regards, 

Rasa Elizabeth Piggott

Supporting the Wellbeing 

and Resilience of 

Australia’s Emergency 

Services

‘After the Fires‘ is a national survey conducted by 

The University of Western Australia (UWA), Flinders 

University, The Road Home and Roy Morgan Research. 

These organisations have been funded by the Australian 

Government to study the impact of the 2019-2020 bushfires 

on the resilience and wellbeing of fire and emergency 

services personnel. 

The 2019–20 bushfire season was one of the most intense 

and sustained ever seen in Australia. 

The impacts of major bushfires are substantial and 

ongoing. Cumulative exposure to traumatic events can 

negatively affect the wellbeing of those called on to 

respond to critical incidents and emergencies. 

We believe the unprecedented intensity and severity of the 

2019–20 bushfires probably harmed the wellbeing of at 

least some responders, many of whom are volunteers. 

‘After the Fires‘ will help to understand the health and 

wellbeing of employees and volunteers in the emergency 

sector so we can plan and provide better services and 

support. 

THE PROCESS 

‘After the Fires‘ has two parts. The first is a survey which 

will be conducted in 2020 and again in 2021. The second 

is a series of focus groups or individual interviews in 

communities most affected by the fires. 

UWA are working with fire and emergency service agencies 

across Australia who will invite employees and volunteers 

to participate in the online survey. The survey will focus on 

the deadly 2019-2020 summer fires across Australia but 

also the response to bushfires in general. The survey takes 

around 25 to 30 mins to complete and can be done on any 

computer, laptop, tablet or phone that has internet access. 

Individuals who volunteered or worked in fire and 

emergency services over the 2019-2020 bushfire season, 

including those fighting the fires directly, those in call 

centre roles, those in relief centres, peer supporters, and 

those participating in mobilising community actions during 

the crises etc., will be approached to participate in the 

focus groups or interviews. Family members and support 

people of emergency service personnel will also be invited 

to participate. 

Individual interviews will be approximately 1 hour and focus 

groups 90 minutes in duration. Questions may include 

how the person came to be in the role, their motivation for 

working or volunteering in the sector, what role they played 

and how it impacted them and those around them. 

THE GOAL 

Specifically, the study aims to: 

• Understand the impact of direct and indirect exposure 

to the 2019-20 bushfire events on the wellbeing and 

resilience of emergency service personnel 

• Assess the need for, and use of, support and support 

services 

• Identify factors associated with resilience and effective 

coping, and 

• Determine the best strategies to build resilience and 

protect mental wellbeing 

The main focus will be to provide timely information to 

organisations and the volunteer community to aid in future 

preparedness, response and recovery efforts. The study 

data will provide a comprehensive picture of the impacts 

of the 2019-20 bushfires. This information will help us 

to understand what is needed to effectively support the 

long-term wellbeing of our volunteer and paid emergency 

service personnel, and how to foster their resilience and 

ability to cope both now and into the future. 

This research will build on the groundbreaking study, 

‘Answering the Call: the first National Mental Health and 

Wellbeing Study of Emergency Services’, which surveyed 

more than 21,000 first responders, including more than 

5,000 rural fire service and SES volunteers. 

More Information 

For more information, or to participate in the focus groups 

or interviews, please contact Sharon Lawn on sharon. 

lawn@flinders.edu.au or 0459 098 772. 

For more information about the online survey please 

contact Jenn Bartlett Jennifer.bartlett@uwa.edu.au or Anna 

Hunt anna.hunt@uwa.edu.au or call (08) 6488 3631. 

More information is also available on the website 

www.uwa.edu.au/projects/after-the-fires 

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AUTHOR: 

Radhiya Fanham 

Bushfire and Natural 

Hazards CRC

YOU WOULDN’T DRIVE 

INTO A BUSHFIRE, 

SO WHY DRIVE INTO 

FLOODWATER? 

New research is delving into why people enter 

floodwater and what can be done to change this risky 

behaviour. 

It is widely agreed that entering floodwater, whether 

by foot or in a vehicle, is highly risky. There is 

usually little to no visibility of what is underneath 

the surface of floodwater, and even seemingly shallow, 

moderate flowing waters can sweep a person off their 

feet or cause a vehicle to lose control. 

Globally, floods are the highest cause of fatalities 

from natural hazards, and the second highest in 

Australia, so it makes sense that plenty of flood risk 

communication campaigns have been instituted over 

the years. The question is: are they effective? 

Associate Professor Melanie Taylor, Occupational 

Psychologist at Macquarie University and lead 

researcher of the Bushfire and Natural Hazards CRC 

Flood risk communication project, said that while 

previous research has identified the reasons behind 

flood fatalities, not enough research has investigated 

the behavioural aspect of entering floodwater. 

The project commenced in July 2017 to develop an 

understanding of the motivations, beliefs, decisionmaking 

processes and information needs of at-risk 

groups for flood fatalities. State Emergency Services 

(SES) from around Australia have worked closely with 

the research team from the onset of the project, with 

a particular interest in the behaviours of their own 

personnel when it comes to risk taking and driving 

into floodwater, as well as their attitudes to the public 

entering floodwater.

Community Capability Coordinator 

at the New South Wales SES, Mr 

Joshua McLaren, said the changing 

climate requires new and improved 

communication strategies. 

“What we’ve started to understand in 

a changing climate is that we really 

need to shift gears to think about 

how we change the paradigm around 

how we operate with communities,” 

Mr McLaren said. 

“If we have really effective 

communication with members of our 

community, we can potentially save 

thousands of people through one 

action.” 

DEFINING THE MESSAGE 

In the early stages of the project, the 

research team worked in consultation 

with the NSW SES to develop a 

working definition of floodwater on 

roads to provide a clear idea of what 

is being referred to in messaging 

about driving into floodwater. This 

was defined as an environment 

where: 

• water is across the road surface 

• there is little to no visibility of the 

road surface markings under the 

water (i.e. uncertainty of the road 

quality/integrity and possibly 

depth) 

• there is water on normally dry 

land – either flowing or still. 

As a psychologist, A/Prof Taylor 

considered human nature in the 

reasons why one might enter 

floodwater despite the clear warnings 

and communications against it. One 

of the possible hypotheses, she 

said, was that people are just not 

engaging with the messaging and that 

is why they are continuing to enter 

floodwater. 

“We have looked at how both 

SES personnel and the public 

conceptualise floods to try to gain 

insights into why people might 

be rejecting or dismissing the 

messaging,” A/Prof Taylor explained. 

“If someone sees an advert that 

shows deep, flowing water that’s 

clearly dangerous, that’s the image 

they have of what floodwater is in 

the context of not to drive through 

it. However, when they come across 

water that looks quite benign, they 

might not see that as ‘floodwater’ and 

therefore, feel the message doesn’t 

apply.” 

Mr McLaren said communicating the 

risk of driving into floodwater is a 

particular challenge. 

“Disasters aren’t something that 

people deal with every day,” he said. 

“The challenge for emergency 

services, and this is where Mel and 

the team’s work is so important, is 

how do we effectively engage people 

when they are so busy with their 

own lives, and how do we utilise 

communication and messaging to 

engage people who have never 

experienced the risk?” 

BEHAVIOUR 

To look at the extent to which 

entering floodwater is influenced 

by behaviour, the research team 

conducted extensive surveys 

and quantitative research, which 

investigated the specific conditions 

and decision-making processes 

involved when people drive through 

floodwater. 

A public survey was distributed 

between December 2018 and January 

2019, which was constructed to be 

proportionally representative of the 

adult Australian general population 

by state, and balanced for age and 

gender. The survey consisted of 

eight main sections: driving details; 

demographics; experiences of 

entering floodwater, either on land or 

in flooded rivers; willingness to drive 

through water on roads; experience 

of driving into floodwater; experience 

of turning around in floodwater; 

general attitude to risks; and flood 

risk messages. 

More than half of the 2,184 survey 

respondents had driven through or 

been driven through floodwater, and 

ACTIVITY BEING UNDERTAKEN AT THE TIME OF DRIVING THROUGH FLOODWATER 

Credit: Bushfire and Natural Hazards CRC 

31 


YOU WOULDN’T DRIVE 

INTO A BUSHFIRE, 

SO WHY DRIVE INTO 

FLOODWATER? 

New research is delving into why people enter 

floodwater and what can be done to change this risky 

behaviour. 

Damaged roads in Adelaide after the South Australia 2016 floods. Credit: South Australia State Emergency Service 

41% had been through floodwater on 

more than one occasion in the last 

five years. 

The central question is: why is it that, 

despite advice and warnings, people 

are still entering floodwater? What 

are they doing at the time, and why 

are they disregarding risk messages? 

By understanding what people are 

doing when entering floodwater, we 

can find additional levers to influence 

their behaviour and promote safety. 

Of the 1,167 people who reported 

driving into floodwater, a fifth were 

returning home from work and a 

further 17% were either on holiday, 

sightseeing or on a leisure drive 

(Figure 1). Also, the vast majority 

of participants (90.7%) reported 

that they drove through floodwater 

without any negative consequences. 

“It again speaks to behaviour that 

people enter floodwater fairly often,” 

A/Prof Taylor said. 

“If you do it and get away with it, 

there’s this idea that you don’t 

have to be cautious the second 

and third time, especially if it’s the 

same location. However, it can be 

quite a different situation every time 

and there could be a lot of danger 

underneath in terms of obstructions. 

You wouldn’t drive into a bushfire, so 

why drive into floodwater?” 

The majority of contexts in which 

people drove into floodwater related 

to common or mundane situations 

or activities and were therefore 

not about ‘urgent’ or high-stakes 

situations. Many people indicated 

that they had carefully considered 

the situation. This suggests that 

decision-making is not sudden or 

impulsive and means there is still an 

opportunity to influence the decisionmaking 

process. 

CHALLENGING THE HIGH-RISK 

BEHAVIOURS 

“The theory tells us that to get 

people to take protective behaviour, 

in this case, not to drive through 

floodwaters, the first thing is that 

more needs to be done to make it 

clear that there is a risk, especially 

with more benign situations,” A/Prof 

Taylor said. 

“Past behaviour often predicts future 

behaviours, so we need to modify risk 

communication and influence risk 

perception. People have got to know 

that it’s a risk to start with if we want 

them to engage with the messaging, 

and then we need to provide them 

with ways to manage the risk; this is a 

fundamental aspect.” 

The NSW SES is currently reviewing 

their messaging and flood risk 

management procedures to look at 

how they can better structure their 

risk messaging. 

“Over the last five to ten years, 

we really didn’t think much into 

the complexities of driving into 

floodwater,” Mr McLaren said. 

“Mel and the team’s work has been a 

trigger for us to understand that it is 

really complex and it’s probably time 

for us as an agency to go back to the 

table and look at how we can better 

structure our messaging to use 

behavioural insights and psychology.” 

In conjunction with AFAC and SES 

research end-users, the results of 

this research are now informing the 

co-development of a set of public 

communication guidelines and the 

establishment of a set of national 

community safety announcements 

for use by the ABC in emergency 

broadcasting. 

To find out more about this research, 

visit bnhcrc.com.au/research/ 

floodriskcomms. 


The Good, The Bad & The Ugly 

DON’T WAIT TIL A DISASTER TO 

PARAMEDIC 

PLAN AHEAD 

TIME TO TEACH 

STUDENTS THE REALITIES 

OF RAMPING 

Tammie Bullard is a registered 

paramedic and writer based 

in Western Australia. Author of 

The Good, The Bad & The Ugly 

Paramedic 

Ramping is real, and the sooner we set our students up for 

success in navigating this new way of working, the better. 

• Educate them to expect long hours in limbo. 

• Train them to titrate treatment over extended periods. 

• Give them guidelines to let them meet the standards we’d like 

to see. 

Priorities are changing in prehospital 

care, with many paramedics now 

questioning career commitment for 

the future. In years gone by, joining the 

world of emergency medical services 

meant a high turnover of patients, 

among a daily mix of unpredictable 

emergencies. Part of the allure was in 

expecting the unexpected. 

The medically minded individuals 

seeking ongoing patient contact 

found a vocation in medicine, mental 

health, nursing, midwifery and allied 

health professions. Those drawn 

towards more mobile, emergent, 

autonomous roles found their place in 

paramedicine. 

Over time, training and education have 

improved skillsets and knowledge. The 

job has become more challenging and 

enthralling in its demand for increased 

intervention. New recruits are enticed 

by opportunities to provide ever higher 

standards of emergency care. They 

dedicate years and deepening debt to 

the academic qualifications required. 

Student applications to universities 

and employers continue to arrive 

in droves. National industry insight 

reporting from the Australian Industry 

and Skills Committee suggests that, in 

2019 alone, Australia wide, there were 

over 4,500 enrolments in ambulance 

and paramedic qualifications. AHPRA’s 

2019/20 annual report outlines a 

14.5% increase in the number of 

registered paramedics, over the 

preceding year, to almost 20,000. 

It’s a fantastic career that can be 

extremely rewarding, so these figures 

make sense. But with so many new 

clinicians joining our ranks, how 

realistic are their expectations and how 

well suited will they be to the current 

way of working? The “hurry up and 

wait” approach that we’re not preparing 

them for. 

Recruitment campaigns by employers 

and educational institutions promote 

the frontline focus. Lifesaving skills; 

prehospital paramedicine; clinical 

challenges; emergency response; 

community-based roles and making a 

difference every day. Corporate social 

media feeds are full of inspirational 

stories, lives saved, and good deeds 

done. Television screens cover cardiac 

arrests, motor vehicle collisions, babies 

being born and all the feel-good factors 

that drive us to dedicate every effort, in 

an attempt to join this job. Of course all 

of this still exists, but there’s so much 

that they need to know. 

We train them to drive using lights and 

sirens, so they can respond rapidly 

to patient emergencies and meet key 

performance indicators on arrival. We 

educate them in anatomy, physiology, 

pathophysiology, pharmacology, mental 

health emergencies, social studies, 

determinants of health, epidemics, 

pandemics, ethics, documentation 

legalities, interprofessional 

collaboration and more. We equip 

them with a growing collection of skills 

to include everything from basic life 

support, right through to advanced 

care. We teach them to use this 

education in recognising disease states 

for urgent intervention on scene, and 

timely transport aimed at improving 

patient outcomes. But what are we 

teaching them about the realities of 

care during several hours of ramping, 

stacking, waiting or wall time? 

No matter how much we want to treat 

this issue as a temporary problem, the 

very existence of these well-known 

colloquialisms for the holding pattern 

that gridlocks our ambulances indicates 

otherwise. Even the term “corridor 

care” frequently features in journal 

articles, and evidence repeatedly 

demonstrates that ramping has been 

a painful reality, in Australia, since the 

early 2000’s. (See web-based article for 

references.) 

Adopting everything that we have 

learned over this past 20 years of 

waiting in line provides an ideal 

33 


opportunity to educate and inform. 

The more we begin to focus 

recruitment and training on the “new” 

realities of paramedicine, the more our 

patients and our profession stand to 

gain. 

• Graduates will be well versed 

and educated in risks associated 

with ramping, and the proactive 

measures they can take to 

address patient comfort, care and 

safety. 

• Their knowledge will naturally 

spread throughout a workforce 

highly trained in emergencies, 

but with minimal background in 

hospital-based procedural care. 

• Guidelines and protocols for 

corridor care can be structured 

purposefully, just like chest pain, 

childbirth, and choking have been 

in the past. 

• These clear procedures can 

inform every paramedic, intern, 

nurse, doctor and patient care 

provider of the expectations and 

responsibilities on ambulance 

staff. 

• New recruits form realistic 

expectations, rather than hit the 

ground running with high hopes 

of non-stop action, destined to 

disappoint. 

• Retention rates may increase, 

and those satisfied students may 

stay long enough to develop fresh 

ideas for fighting ramping in the 

future. 

• Formally adopting the issue into 

academia encourages evidencebased 

research and access to the 

untapped resources that specific 

studies may reveal. 

Nobody expects ambulance services 

or educators to take ownership of 

ramping; it’s a multi-faceted problem 

that calls for a multi-faceted solution. 

But we can, as an industry, take 

ownership of our recruits. The onus of 

responsibility is on all of us in preparing 

them to provide their best in patient 

care, be it on scene, en route or on the 

ramp. 

As paramedics we take pride in our 

ability to manage patients no matter 

where we find them. Why not add 

corridor care scenarios, guidelines and 

assessments to the curriculum? 

For more articles and “The Good, The Bad & The Ugly Paramedic” book series, 

head to gbuparamedic.com or follow @gbuparamedic on social media 

@gbuparamedic 

@gbuparamedic 

@gbuparamedic 

Tammie Bullard 


AUSTRALIAN-FIRST OMCG 

EXIT AND PREVENTION 

PROGRAM LAUNCHED 

Minister for Police and Corrective 

Services and Minister for Fire and 

Emergency Services, the Honourable 

Mark Ryan MP, joined Commissioner 

Katarina Carroll to officially launch 

Australia’s first exit program for 

former outlaw motorcycle gang 

members wanting a lasting way out 

of gang life. 

The Exit Program launch coincided 

with the release of two videos 

revealing the truth about associating 

with OMCGs as told by former gang 

members and families. 

The former outlaw motorcycle gang 

members featured in the videos tell 

how they and their families continue 

to live with the consequences of their 

choice to join a gang. The message 

they both share is, you wouldn’t join 

a gang if you knew the truth. 

Commissioner Carroll said these 

personal accounts expose the reality 

of life inside these criminal networks 

and the devastating impacts on 

families. 

“Police regularly see the terrible 

personal outcomes for people drawn 

into these gangs, and those featured 

in the video chose to participate 

because they want to highlight to 

others the effect gang membership 

has had on their health, families and 

future,” Commissioner Carroll said. 

“For many ex-gang members, staying 

out of gangs and criminal activity is 

influenced by a range of factors and 

motivators, which individuals find 

difficult. It is these factors the Exit 

Program are trying to address in 

order to reduce gang-related crime 

and the harm it causes families and 

communities. 

The Exit Program is an initiative of 

the Queensland Police Service and 

Queensland Corrective Services 

for adult ex-gang members in 

Queensland to access tailored 

support services including drug 

and alcohol issues, employment 

and training, mentoring, family 

relationships and mental health. 

While QPS acts as a referrer, the 

program is delivered and managed 

through community organisations 

and alongside government partners. 

Minister Ryan commended police for 

their innovative thinking in deterring 

gang recruitment while staying tough 

on OMCG activity. 

“Police are continuing to use the 

Queensland Government’s tough 

laws to target and disrupt criminal 

networks and OMCG offenders,” 

Minister Ryan said. 

“Now, through the Exit Program and 

the prevention videos, police are 

expanding their focus on exposing 

the truth of gang membership 

delivered by ex-gang members 

themselves and providing a pathway 

from gangs. 

“It is an opportunity for gang 

members to change the course of 

their life and their families. 

“The Exit Program is an Australianfirst 

and in fact the first of its kind in 

the Southern Hemisphere, backed by 

research that highlights the potential 

for these programs to reduce rates 

of re-offending.” 

Australian Federal Police (AFP) 

National Anti-Gangs Squad (NAGS) 

Detective Acting Superintendent 

Jason McArthur said the AFP-led 

NAGS was a strong supporter of 

the new program, with the initiative 

providing a positive solution for 

OMCG members and their loved 

ones to escape the reach of these 

dangerous gangs. 

“OMCGs are criminal gangs 

motivated by greed and these videos 

pull back the curtain and reveal the 

harsh reality of membership and 

association with these gangs using 

the stories of real people,” Detective 

Acting Superintendent McArthur 

said. 

For more information, visit https:// 

www.police.qld.gov.au/initiatives/ 

omcg-exit-program.

The town of Tarnagulla. Credit: Linda Jungwirth 

DISASTER SEASON IS HERE — DO YOU 

HAVE A RESILIENCE ACTION PLAN? 

How the small town of Tarnagulla built theirs 

Mittul Vahanvati 

Lecturer, School of Global, Urban and Social Studies, 

RMIT University 

Heatwaves, floods, bushfires: 

disaster season is upon us again. 

We can’t prevent hazards or climate 

change-related extreme weather 

events but we can prepare for them 

— not just as individuals but as a 

community. 

One way to do that is develop what is 

known as a resilience action plan, or 

RAP. 

A RAP is a way for communities 

(be they school-based, profession- 

based, or neighbourhood-based) to 

collectively assess their strengths 

and weaknesses ahead of coming 

disasters, identify priorities and build 

an implementation strategy. 

Recent work with Tarnagulla — a 

small town that sits in a bushfire and 

heatwave-prone part of rural Victoria 

— offers an example. The community 

got together, applied for funding and 

co-produced with me (Mittul Vahanvati) 

a tailor-made RAP for their town. 

Their example highlights how small 

scale, grass roots action trumps 

waiting around for large scale, topdown 

climate action to shape our 

future. 

The Tarnagulla story 

Tarnagulla is about 180 kilometres 

north west of Melbourne, and 40 

kilometres west of Bendigo. Its 

population and economic prospects 

boomed during the 1850s goldrush, 

but by the 2016 Census, its population 

37 


had dwindled to just 133 people with a 

median age of 61. 

The town relies on agriculture and 

animal husbandry, but faces myriad 

challenges, including: 

• deteriorating Federation-era 

buildings, such as churches and 

community halls, with about 30% 

of houses unoccupied 

• poor transport infrastructure, 

including crumbling roads, only 

one bus stop, a bus that goes 

once a week to Bendigo 

• declining economic activity, with 

just one hotel, one post office and 

little to attract visitors 

• growing risk from storms, 

droughts and bushfires 

• a vulnerable population, with 

approximately 60-70% people 

living from pension to pension 

• limited access to health care 

facilities 

• insecure power and water 

infrastructure. 

The town is at risk of disappearing. 

Its people face real danger when fire, 

heatwaves or other natural hazards 

strike and there’s precious little 

disposable income to spend on futureproofing 

homes. 

The trajectory for Tarnagulla is not 

unusual in Victoria. Determined 

to save it from being engulfed by 

climate-change related disasters, 

the community applied for and got a 

grant from the Victorian Department 

of Environment, Land, Water and 

Planning, through their Virtual Centre 

for Climate Change Innovation. 

They used part of the money to 

engage one of the authors (Mittul 

Vahanvati), to co-produce a RAP for 

and by Tarnagulla community. 

Increasingly frequent and harsher 

heatwaves, bushfires and droughts 

We held eight workshops over two 

years in Tarnagulla, with project 

leaders from the local community 

meeting me (Mittul Vahanvati) monthly. 

Establishing mutual trust and a sense 

of collaborative design was crucial; the 

process doesn’t work when an outsider 

parachutes in and starts telling locals 

what to do. 

We identified the town’s existing 

strengths (outlined in the table below). 

We also talked about how climate 

change-related disasters — such as 

increasingly frequent and harsher 

heatwaves, bushfires and droughts — 

were causing problems locally such as 

• power outages becoming longer 

and more frequent 

• the soaring cost of keeping the 

house cool 

• concerns the dam might burst in 

a flood 

• people going without water for 

five days in previous disasters 

and being forced to buy water to 

survive. 

The resulting RAP identified five main 

goals. These can be seen in the table 

on the following page. 

Local councillors, and representatives 

from the emergency management 

sector and the health sector got 

together to test out the RAP, its 

feasibility and whether it would help 

reduce loss and devastation of town 

during hazards. 

It became clear a complete emergency 

evacuation plan would require 

the town having a safer shelter, 

improving key roads used to flee the 

town and ensuring comprehensive 

communication systems to help 

vulnerable people (such as older 

people, children or single people) 

during a disaster. 

The town also identified the need for 


5 MAIN GOALS IDENTIFIED BY RAP 

a change in mindset about risk, and 

better communication via social media. 

The local Landcare group also resolved 

to raise awareness abut conserving 

and developing drought-tolerant 

species. 

What were some of the concrete 

outcomes? 

The resulting resilience action plan 

was endorsed by the Tarnagulla 

community and launched in 

September 2020. Now, the town is 

working towards implementing it. 

Thanks to the RAP, Tarnagulla was 

selected for a feasibility study looking 

at using a microgrid to deliver reliable 

and affordable energy, and assess 

whether the town would survive 

network faults due to extreme 

weather. 

Many households invested or are 

investing in generators, solar panels, 

battery bank and ways to cool their 

house ahead of coming heatwaves, 

due to awareness gained during 

workshops. 

Another win, separate but 

complimentary to the RAP is the 

Tarnagulla Primary School hall being 

retrofitted to serve as a community 

heatwave and bushfire safe shelter. 

The school has provided out-ofhours 

school access for members 

of the local community who have 

nowhere else to shelter when fires or 

heatwaves strike. 

The resilience action plan was endorsed by the Tarnagulla community in September 2020. Photo Credit: Mittul Vahanvati 

The school community also raised 

39 


Determined to save the town from being engulfed by climate-change related disaster, Tarnagulla applied for and got a grant from the Victorian Department of Environment, Land, 

Water and Planning to build a RAP. Photo credit: Linda Jungwirth 

funds to install a 12.6kW solar 

system, with a goal of making the 

school energy independent during 

power outages or heatwaves. 

The process of RAP also built 

confidence and skills in community 

members, some of whom have since 

been elected in the local council or 

part of the planning committees. 

There, they are in a much stronger 

position to push for urgent capital 

works to improve footpaths, public 

toilets and shops and support 

retrofitting of homes. 

There is still plenty to be done, much 

of it needing extra funding (and 

as is the case everywhere, COVID 

has hindered progress). But now 

the town has a clear, communityendorsed 

plan to protect lives and 

properties and enable citizens to 

transition towards a resilient future. 

Disaster resilience requires 

collective action 

Much of the discourse around 

emergency preparedness focuses on 

individual preparedness, which puts 

the financial and physical burden 

on each person to “be ready” when 

disaster strikes. In reality, collective 

action is required. 

As one participant told us, 

“We have realised that we are not 

alone in facing the present and 

anticipated challenges. There are new 

opportunities on the horizon to work 

together with other communities and 

projects.” 

If we want to prepare for uncertain 

futures, each one of us should 

consider building a RAP with our 

community. 

This article was first published on “The 

Conversation” 

Rare and Beautiful, Gemstones 

and Crystals, Exhibition and Sales 

 

 

 

 

 

 

 

 

 

 

 


TRAVEL 

EMERGENCY 

Breaks 

In the hopes that as this 

article goes to print, Western 

Australia would have opened 

back up again and once 

again allows its state locals 

and interstate visitors the 

pleasure of immersing 

themselves in its beauty, 

we’ve decided to remain ever 

optimistic and focus on the 

wonder of Margaret River this 

month. 

While travel may be forever 

changed, one thing that 

hasn’t is searching for a 

great location for your next 

Emergency Break! 

Words: Brooke Turnbull 

The mouth of the Margaret River, flowing into the Indian Ocean

Location: 

Margaret River is located in the 

bottom corner of Western Australia, 

and is an easy drive of about three 

and half hours from Perth. There is 

also the Busselton Margaret River 

Airport that has daily flights from 

Perth and is about to launch direct 

flights from Melbourne into the area. 

This region is obviously famous for 

its wineries and has some of the best 

that Australia has to offer in regards 

to wine. However, Margaret River has 

plenty to offer for those that don’t 

enjoy a drop and once you’ve visited, 

you’ll find yourself wanting to come 

back again and again. 

Places to Stay: 

Margaret River has a wealth of places 

to stay while you enjoy your time in 

the region. Often comfortable and 

homely, with friendly and welcoming 

locals, there is an abundance of 

excellent accommodation to choose 

from depending on what you fancy. 

As is our usual way, we’ve chosen 

a budget, mid-range and high-end 

option to make this decision a little 

easier for you. 

Bridgefield Guest House is a place 

of serenity in the Margaret River 

area, and yet still located only about 

10 minutes’ walk from the absolute 

centre of town. Its cosy, vintage 

interior and stunning views of the 

greenery surrounding it make it 

especially perfect for couples looking 

for a romantic getaway. 

option. And what a place to hang our 

hats! 

The Margaret River region is a wine lovers paradise with over 150 vineyards 

The Chalet’s start from $225 per night 

in low season and offer a peaceful 

forest refuge away from the hustle 

and bustle of modern life. 

Each chalet has a fully equipped 

modern kitchen, electric blankets 

and private BBQ and some offer 

incredible wood fireplaces to curl 

up and enjoy an excellent book. 

Definitely our kind of holiday! Set on 7 

acres of forest, the Riverglen Chalets 

are still only a 10 minute walk into 

town and only 15 minutes away from 

over 150 vineyards, 80 wineries and 

70 restaurants and gourmet cafes 

that the Margaret River region boasts. 

Without doubt, if you’re looking for 

a mid-range budget but you’ve got 

high-end tastes then the Riverglen 

Chalets are for you. And if you’re 

lucky enough to visit in summer, 

when the sun is shining and the 

region is glowing with that summer 

feeling then the azure blue waters 

of Gnarabup Beach is only a 12 

kilometers away. But if you want our 

suggestion, go in winter, light the fire 

and remember to pack some good 

books and gorge on some excellent 

The heritage feeling that the property 

has, as well as the privacy that it 

offers are particularly popular with its 

guests. Starting from the extremely 

reasonable $120 per night in low 

season, this property is a stellar place 

to begin your Margaret River journey 

in. 

Check in to your room that offers 

heating/air conditioning, free Wi-Fi 

and private facilities and relax in the 

shared log fire room enjoying your 

perfect Margaret River wine. Some 

of the rooms at the Bridgefield also 

have spa baths, so soak to your 

hearts content while you unwind on 

your perfect retreat from the world. 

Riverglen Chalet’s are where we’re 

hanging our hat for the mid-range 

The famous Busselton Jetty at sunset

wine for us while you’re there. 

The Losari Retreat is our final accommodation 

suggestion, and you best believe that starting at a cool 

$672 per night in low season this is our high-end pick. 

But is the money worth it? We definitely think so! 

With luxurious apartments that come with a fully 

equipped kitchen (including a cappuccino machine, yes 

please!), hot tubs and rain showers the Losari Retreat 

really isn’t to be beat if you’re looking for something 

truly special. 

Riverglen Chalet’s set on 7 acres and only ten minutes to town 

It’s set on 66 acres and is bordered by National Park 

which means, if you’re not too busy imbibing you can 

put on your boots and hike on site. It’s a 10 minute 

drive from the town centre and a 20 minute drive to 

Prevelley Beach. With access to all that the Margaret 

River region has to offer along with total luxury, you’ll 

never want to leave. 

Things to do: 

At its core, Margaret River is a wine driven region, 

and with over 80 wineries to choose from it’s nearly 

impossible for us to decide where to tell you to go, 

except to say try to go to all of them. 

What can we say, we really love wine at Australian 

Emergency Service Magazine! So, with that out of 

the way, let’s have a look at some places that aren’t 

wineries but are no less special. 

The Jewel Cave. Look, we’re not saying that Western 

Australia have to do everything better, but sometimes 

it just happens that way. In the case of the Jewel Cave, 

with three massive chambers of crystal-encrusted 

beauty, this is definitely true. 

With incredible natural examples of delicate helectites, 

cave coral and pendulites, as well as its famous large 

stalagmite “Karri Forest”, and flowstone such as “The 

Frozen Waterfall” and “The Organ-pipes” the Jewel Cave 

appeals to the geologist in all of us. 

The magestic Jewel Cave with its delicate helectites, cave coral and pendulites. 

The Jewel Cave will transport you back to those 

moments from childhood when a rock found on the 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

43 


each could render you speechless with wonder. Fully 

guided tours of the caves come in at $22.50 for adults 

and $11.50 for kids. 

Koomal Dreaming offers the opportunity for visitors 

to experience the country through the eyes of the 

traditional owners of the land, the Widandi and 

Bibbulman peoples. 

This tour walks you through the country and allows 

you to experience native foods, bush medicine 

and traditional fire lighting, all of which are unique 

experiences to this land. The tour is operated by 

Wadandi custodian, Josh “Koomal” Whiteland, who 

brings you on an incredible journey through stories 

of the Dreaming, as well as the intensely memorable 

didgeridoo cave experience within the Ngilgi Cave. 

The tours start from $65 for adults, and will provide an 

experience you’re not likely to forget. 

If you’re looking for a way to entertain the kids for the 

day, or you’re a bit of an adrenaline junkie yourself then 

we’ve found the activity for you. The Forest Adventures 

South West park offers a high rope adventure course like 

no other. 

Indulge at The Losari Retreat, set on 66 acres bordered by National Park 

With 77 activities spread over 6 courses, it’s sure to get 

your blood pumping and your hands sweating…if you’re 

into that sort of thing. You’ll find us at the wineries, 

thanks! Still who are we to judge? And with courses of 

varying height and difficulty there’s something for the 

whole family to be able to enjoy this adventure park 

safely and with the maximum fun you can have hanging 

off a rope in the middle of a forest. 

High ropes and flying foxes will have you dizzy with 

exhilaration and prices start from $44 per adult and $36 

per child. 

So whether you’re looking for an adventure filled holiday 

getting back to nature, or if you’re happier curling up 

near the fire with a good book and an even better glass 

of wine, Margaret River is the place for you. Local or 

interstate travellers can enjoy the best that this area has 

to offer, all that we ask is that you have a glass of wine 

for us. 

The Forest Adventures South West park for a high rope adventure 

SERVICES: 

DIRECTIONAL DRILLING 

PIT & PIPE 

CABLE HAULING 

CABLE LAYING 

TRENCHING 

EXCAVATION & CONSTRUCTION 

EARTHWORKS 

SITEWORKS 

UNDERGROUND UTILITIES 

POLYWELDING 

PLANT HIRE 

SERVICING THE MINING, ENERGY, OIL AND GAS INDUSTRY 

www.tielemanexcavation.com.au haydn@tielemanexcavation.com.au 0400 502 695 


IN THE SPOTLIGHT 

In each edition of the Australian Emergency Services Magazine we 

feature a profile on a person, team, partnership, squad or unit 

to showcase their unique contribution to the emergency services 

industry. If you would like to be featured or know someone who 

deserves some recognition get in touch with our team. 

THE SES WA 

MOUNTED SECTION 

The WASES Mounted Section was formed in August 1987 by 

Dave Emery, a member of the Armadale SES Unit. It is the 

only mounted section unit in the SES. Early in 1988 Dave 

Emery recruited a Training Officer, Helen Iles, who officially 

joined the Service in February and commenced to develop 

training suitable for mounted personnel and implemented a 

training programme and leadership structure for the Unit. 

In early 1997, the Unit was approached to assist with 

the equestrian activities for the International Tattoo and 

commenced selecting and training horses for the Kings 

Troop Royal Horse Artillery and the Royal British Armoury. 

This training continued for six months and culminated in a 

month of working with the British contingent and taking a 

role as safety riders and handlers for the whole of the event. 

This included riding roles as Squires and unmounted roles of 

Crash Team members and grooms. This was a major highlight 

of the Mounted Section’s non-operational activities. 

In 2001 the Unit was handed the role of Animal Evacuation 

and commenced training SES volunteers from across the 

In 1991, after several searches in which the Mounted Section 

were involved, it was decided the Unit should become a 

Regional Resource and was taken over by Metro Region. 

Helen Iles was nominated by the Unit for the position of Local 

Manager, and was appointed to the position by WASES in 

April 1990. 

In the early years the Units meetings were held in hotels and 

members houses while training took place at various venues. 

The Unit’s first official search was in February that year, at 

Araluen, searching for Susan Elliot, an abducted schoolgirl. 

Requests for the Mounted Section started to flood in, 

including requests for displays and attending parades. The 

Unit was invited to attend the Rockingham Anzac Parade, 

which continues to the current day. Many musical displays 

have been performed over the years, from Emergency Expos 

to the Night of Stars. 

Anzac Day Parade Rockingham 

45 


Units. The Unit was a joint winner in the National Safety 

Awards, in the Pre-Disaster Category, along with Animal 

Emergency Group counterparts RSPCA and WA Rangers 

Association. 

Until the Introduction of ESL funding in 2001 The Mounted 

Section was strictly self-funded. Apart from some help with 

courses and the purchase of radios the Unit had to raise its 

own capital to function. Doing pony rides, selling chocolates, 

assisting at Skyshow and any other opportunity that arose, 

raised money. Since the introduction the Unit has been 

provided with an annual budget to assist in its running costs. 

The Unit Budget is part of the Metropolitan Region Budget. 

In 2001 thanks to Unit fundraising, applications for grants 

and considerable lobbying and hard work by the then Local 

Manager, Helen Iles, the Unit obtained its first vehicle. 

Over the years the Unit’s profile has evolved from simply 

being a specialist search unit to include responsibility 

for management of the SES Animal Rescue Unit and the 

provision of operational support to Region and other units 

during hazards such as storms, cyclones, floods and fires. 

The uniform for the horses. Image: Facebook 

Helen Iles writes of the joy of being a part of the SES 

mounted section, 

“From a mounted member who has been in the Unit since its 

conception, it means a whole range of things – it means ‘serving 

your community’, and what better way to do it than from the 

back of your horse. It means ‘taking on a commitment’ but 

that commitment is made easy and enjoyable because you are 

committing your time with like-minded people, and the horsey 

fraternity do gather together like a herd. It means ‘making a 

lot of friendships’. You cannot help that with the wonderful 

group of people who join the Unit, and we bond probably more 

strongly because of the work we do and knowing the sort of 

things we are likely to encounter in our role of searcher, so we 

support each other wholeheartedly, and we enjoy our horses and 

riding without the need to be competitive. It means ‘having fun’. 

Although the role we take on is one of vital importance (I mean, 

it’s not every day you get called out to go and save someone’s life, 

which in effect is exactly what we do) being a mounted member 

can bring many unforgettable memories and experiences that 

you most likely wouldn’t get elsewhere.” 

Horse and Rider assessment 

In 2005 the Unit was challenged to prove its value to FESA 

in roles other than Search and Rescue. A thorough review 

of the Units skills, functions and members commitment was 

held and the Unit was able to outline how it could expand 

its support roles in area for which FESA was the Hazard 

Management Authority as well as its specialist Search and 

Rescue role. 

The WASES Mounted Unit has a wealth of information about 

training, duties and criteria for horses on their website. They 

also have a great Facebook page where you can follow the 

amazing work they do and check out the beautiful horses 

that belong to this unique team. 

Thanks to the SES WA Mounted Section webpage for 

information and images. 

www.seswamountedsection.com 

The mounted section of the SES is such a unique unit to be 

a part of. Mounted section members must have their own 

horse and have gone through the normal SES training as any 

other member. They must be proficient riders as the unit can 

be called to all sorts of terrain. The horses themselves have 

to meet quite a criteria in order to be accepted into the unit. 

The age, breed and temperament of the horse are extremely 

important. Horses must be fit enough to withstand all terrain 

and long hours. They must be able to be led easily, work 

alongside other horses and not be affected by such things as 

helicopters flying overhead or cars alongside. 

Missing Person Search in Midland 2019

Get 

storm 

ready. 

Storms can strike at any time, that’s why it’s important 

to always be prepared. 

Prepare your home 

Stay safe while driving 

Trim trees and branches close to your house 

Secure loose items in your backyard 

Clear gutters, downpipes and drains 

Get your roof checked for damage or corrosion 

Make sure all shades, sails and awnings are 

properly fitted 

Get your insurance up-to-date 

Always follow flood warning signs 

Never drive through flood water 

Shelter vehicles under cover, not under trees 

Avoid driving when a storm is coming 

Get your insurance up-to-date 

Helpful hints: 

You can ask the council or energy 

company to check trees on your street 

that may pose a threat to your property or 

powerlines. 

Even if you’ve cleared your gutters 

recently, they can soon fill up with leaves 

and other debris, especially after a 

downpour. On average you should check 

they’re clear every couple of weeks. 

If you don’t already know your neighbours, 

go and introduce yourself. They might 

need a hand getting storm ready. Plus, 

when bad weather strikes it’s important to 

be able to tell the SES who lives nearby. 

Make sure everyone in your household 

knows what to do in severe weather. 

For tips on developing a house 

emergency plan use the SES guide at 

www.stormwise.com.au 

If you do need help during a severe storm, call the Queensland State Emergency Service on 132 500 

Principal Partner 

G018213 11/16

ARE 

THEY 

TRIPLE 

OK? 

We’re always there to help. 

Let’s make sure we help each other and ask R U OK? 

ruok.org.au/triple-ok

AESM Vol 22 Edition 1 2021

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