Welcome to the special Congress edition of First Magazine. As Adelaide’s cooler months settle, there’s a growing sense of excitement within the ambulance community here and across Australasia. This year, Adelaide has the privilege of hosting both the annual Council of Ambulance Authorities (CAA) Congress and the International Round Table on Community Paramedicine (IRCP) Conference, bringing together leaders, peers, and innovators from throughout our region and overseas.
These gatherings offer a rare opportunity for professionals across our field to connect, exchange ideas, and strengthen bonds whether by joining world-class conversations, reconnecting with friends, or enjoying Adelaide’s renowned hospitality.
Among the notable articles in this edition, we feature a compelling piece by Belinda Callaghan from NSW Ambulance, who addresses the critical issue of domestic violence and violence against women in Australia. Her piece is both eye-opening and essential reading. We strongly encourage you to engage with this important topic. This issue is brimming with innovation. Stories of new clinical systems, and cutting-edge aeromedical drone trials in New South Wales show how technology is transforming our response capabilities. We shine a light on international perspectives from the formidable efforts to address violence against paramedics in Canada, to the global impact of St John WA’s equipment donations that are saving lives in hospitals as far as Africa.
Celebration is also in the air, as we announce the finalists for this year’s CAA Awards for Excellence. From technology and clinical practice to staff development, patient care, and leadership, these recognitions reflect the brilliance, resilience, and dedication that define our profession.
But perhaps the heart of this edition lies in its people. We want to take this opportunity to focus on the future of the National St John Ambulance Service of Papua New Guinea and the powerful women who are changing the workforce in Papua New Guinea.
Every story, update, and reflection in these pages is a testament to the spirit of our sector as we continue to break new ground and support one another. As we gather and connect in Adelaide for #CAACongress25 and connect for the #IRCP25, let’s celebrate how far we’ve come and the bold path ahead. I hope you find this magazine an inspiring companion for the season, whether you’re learning, sharing, or recharging for the challenges to come.
Thank you for your ongoing contributions to our extraordinary community. I look forward to seeing many of you during these exciting events.
How to get in touch with our member services.
2025 Workforce Data: A 10 Year Timeline.
Read the latest news from across the Australasian Ambulance Health Sector. 12 CAA First
Updates from CAA's various committees, forums, and networking groups. Learn more about what the CAA are participating in globally. 28 Focus First
Learn more about Occupational Violence in the ambulance sector across the globe.
40 Opinion First
Starting An Uncomfortable Conversation - potential training for Domestic Violence in the Ambulance Sector. 44 Services First
Showcasing the latest projects and achievements from across CAA member services.
52 Awards First
See the nominees for the 2025 CAA Awards for Excellence held at the Adelaide Oval on August 20th.
56 Feature First
FIRST speaks with Dr Arabella Koliwan and Dr Mangu Kendino of the National St John Ambulance Service of Papua New Guinea.
64 Events First
See the full week of activities for #CAACongress25 and #IRCP25.
66 Partners First
In this edition of FIRST, we share articles from the Australasian College of Paramedicine, and EMS Europe.
72 Research First
Sharing the latest innovative research projects from around the ambulance world.
THE TEAM
Editor: Mojca Bizjak-Mikic
Relationship and Content Manager: Georgie Leach
Editorial Team: Georgie Leach & Kieren Vartuli
Publication Design: Kade Marsh, Alpha State
Magazine
82 People First
Meet just some of the wonderful people that make up the Australasian Ambulance services.
84 The Directory
88 Wellness First
Digital Detoxing: Why Switching Off Matters More Than Ever
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The Council Of Ambulance Authorities Inc
2/141 Sir Donald Bradman Drive Hilton SA 5033 Australia admin@caa.net.au
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National St John Ambulance Service Papua New Guinea
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@StJohnAmbPNG
@SJAPNG
Wellington Free Ambulance wfa.org.nz
Wellington Free Ambulance
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The Council of Ambulance Authorities (CAA)
caa.net.au
The Council of Ambulance Authorities
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Council of Ambulance Authorities
2025 Workforce Data: a 10-year timeline
After a decade of data collection, the CAA is able to present a comprehensive overview of 10 years of workforce data from Australia and New Zealand, complemented by a recent update from Papua New Guinea.
Australia – Age of Staff (2013/14 to 2023/24)
<30 yrs
Staff under 30 has increased steadily, approximately 28% in 2023/24 compared to 22% in 2013/14
30-39 yrs
40-49 yrs
50-59 yrs
60+ yrs
This was the largest age cohort in 2023/24 at 33.01%, up from 27.42% in 2013/14
Australia – Age of Sta (2013/14 to 2023/24)
This age group declined significantly from 29.09% in 2013/14 to 18.04% in 2023/24
Staff in this age range has gradually declined, from 17.92% to 15.76%
The number of staff over 60 years has slowly grown from 3.53% to 5.26%
<30 yrs
Staff under 30 has significantly grown, from 17.25% in 2013/14 to 33.50% in 2023/24, nearly doubling over the period
30-39 yrs
The proportion of staff aged 30–39 has increased from 19.83% to 24.03% since 2013/14
40-49 yrs
Our workforce has seen a significant decline in this age group, dropping from 30.01% to 14.47%
50-59 yrs
Staff in the 50-59 age group has steadily declined from 24.39% to 17.58%
60+ yrs
This age group rose steadily, peaking at 12.48%, before slightly decreasing to 10.42% in 2023/24
<30 yrs
Staff under the age of 30 have dropped 3% since 2022/23
30-39 yrs
Although staff numbers have grown, the percentage has remained the same
40-49 yrs
Staff in the 40-49 age group have dropped 3% since 2022/23
50-59 yrs
We have seen a 2% increase in the number of staff aged 50-59 years
60+ yrs
The PNG workforce has see a 4% growth in staff over the age of 60
Papua New Guinea – Age of Staff (2022/23 to 2023/24)
New Zealand – Age of Staff (2013/14 to 2023/24)
Industry News
ACT Ambulance Service and Ambulance
Victoria Chief Appointments
ACT Ambulance Service and Ambulance Victoria have fresh faces at the helm of their services, with David Dutton and Jordan Emery accepting and commencing their roles as Chief Officer and Chief Executive of each service, respectively. We are excited to see these services continue to grow in the future.
Testing Complete on the Mt Messenger Bypass Hato Hone St John
June saw the Hato Hone St John Major Incident Support Team (MIST) successfully test the new Mt Messenger Bypass (Te Ara o Te Ata). This exercise was to show how EMS could respond to an incident within the tunnel. During this exercise, the scenario included the treatment and extraction of two patients. Alongside the MIST team, Fire and Emergency NZ, New Zealand Police and more ambulance crews participated.
A Successful Community Day SA Ambulance Service
During June, the SA Ambulance Service held a phenomenal community day for the Hawker Ambulance Station community. Combined with a delicious free sausage sizzle, the SAAS team offered CPR demonstrations as well as a Meet and Greet of those who will be serving the community. Connection to the local communities that team members serve is pivotal to their success.
Macquarie Park Announces New Ambulance Station Site
NSW Ambulance
During early July, NSW Ambulance announced the new site for Macquarie Park Ambulance Station. This new station will be one of the 30 new NSW stations as part of the NSW Ambulance Infrastructure Program. Premier Chris Minns joined Commissioner Dominic Morgan and local Federal Member for Bennelong Jerome Laxale in the proceedings. The location chosen will improve response performance in the community it will serve.
10 Years of Community Transport Services
St John WA
St John WA are celebrating the 10th birthday of their Community Transport Services. These team members support the community by having accessible and reliable transport. Congratulations on reaching a decade of operation and a fantastic milestone within St John WA.
Papua New Guinea EMS Connection
The National St John Ambulance Service of Papua New Guinea
Papua New Guinea EMS has, for the first time, a digital link between St John Ambulance and the Fire Service with both services now on the Responder.One CAD system. This is a phenomenal step for EMS in PNG as they can now, but not limited to, share critical information in real-time and dispatch the best-suited and closest team for the emergency.
Vale Patrick Murray CStJ
St John NT
Esteemed member of St John NT, Patrick Murray CStJ, passed away on July 4th. Patrick's career with St John Northern Territory spanned more than three decades and has been described by SJNT as “a cornerstone of [their] organisation”. Patrick also held a variety of roles during his time with St John and was the first paid Clinic Bus Officer (later Patient Transfer Officer). The Council of Ambulance Authorities extends our condolences to his family.
CAAFirst
CAA First offers the latest updates on developments within the CAA, including news about our groups, committees, and events we participate in. Through these updates, we aim to keep members and stakeholders informed about ongoing activities, recent achievements, and upcoming opportunities within the organisation.
CAA Groups Update
Since the last quarterly update, the CAA Board met once, holding its meeting in Brisbane in mid-May. All CAA Committees, Forums, and Networking Groups have so far held their first annual meetings for 2025, either online or in person.
The Mental Health & Wellbeing Forum focused on planning the mental health and wellbeing action plan for the coming years. The forum also featured valuable presentations from Ambulance Victoria on the outcomes of their psychosocial survey and the implementation of their Suicide Intervention Response and Engagement Network (SIREN) program.
The Women in Ambulance Forum opened with a presentation by Ambulance Victoria on the Victorian Emergency Management Sponsorship of Diverse Talent Program. Members reviewed and provided feedback on the Forum’s 2025–26 work plan, discussed the Senior Executive Development Program, and refined the 2025 Women in Ambulance Survey questionnaire. A thoughtful conversation on defining effective leadership led to updates to the draft paper previously circulated.
The Ambulance Education Committee held important discussions on Occupational Violence training, with members sharing their current staff training approaches. The group agreed to draft a work plan for future years based on a needs assessment of key topics.
The Clinical & Patient Safety Committee met in person in Adelaide and explored trends in clinical care, including patient safety monitoring for sedation, pain management strategies, credentialing for extended scope of practice, medication management in extreme temperatures, and restrictions under the NSQHS standards. Presentations included data on paediatric safety with Methoxyflurane and examples of best practices in clinical governance.
The Quality Standards & Accreditation Forum featured two insightful presentations: one from SA Ambulance Service on achieving ACE accreditation for its emergency operations centre, and another from Charles Sturt University examining how variability in CPG development can impact quality standards.
The Emergency Management Committee addressed preparations for an upcoming national health crisis exercise, reviewed reports on the Queensland flood and cyclone events and the NSW flood response, and discussed a draft paper on a capability framework and national accreditation for ambulance emergency management commanders. Hato Hone St John shared their lessons management framework and catastrophic planning handbook.
The Aeromedical Forum discussed including flight paramedics in a new regulation for advanced practice paramedics and preparations for the upcoming Hobart Aeromedical Conference.
The Fleet & Equipment Forum received a detailed presentation from NSW Ambulance on new specialist vehicles, including the Hazardous Area Rescue Ambulance, patient extrication vessel, ICP vehicles, and rescue trucks.
The Diversity, Inclusion & Belonging Forum focused on data collection efforts, including a new CAA initiative to collect ethnicity and location data, and reviewed current diversity data available across services. CAA shared recent research on Occupational Violence and flexible working arrangements. The forum featured two powerful presentations: St John WA’s family violence training for staff and Wellington Free’s “Earn While You Learn” pilot supporting Ma-ori and Pasifika communities to become paramedics.
The Strategic Business Committee covered key topics such as frontline span of control, lost time injury frequency rates, and a review of the CAA data dictionary and new KPIs.
Several CAA Networking Group meetings were held. The Global Resuscitation Alliance group discussed mechanical CPR devices and reviewed areas in Australia with high out-of-hospital cardiac arrest incidence but low bystander CPR rates. CAA also finalised and submitted a paper on translating resuscitation science into practice. The Infection Control & Prevention Group focused on fleet cleaning requirements and heard a presentation on a scoping review of infection prevention among paramedics. The Occupational Violence Networking Group shared initiatives for educating staff about occupational and domestic violence.
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Breaking Barriers and Building Connections: Insights from Canada
Mojca Bizjak-Mikic, Interim Chief Executive, CAA
This June, I had the privilege of representing the CAA in Canada, where I presented at the Paramedic Chiefs of Canada (PCC) Leadership Summit and toured three very different ambulance services: Winnipeg Fire and Paramedic Service (WFPS), Alberta Health Services (AHS), and British Columbia Emergency Health Services (BCEHS).
The trip was an opportunity to showcase CAA’s work advancing women in ambulance leadership, strengthen our international networks, and bring home valuable insights for our sector.
Sharing CAA’s Leadership Work
At the PCC Leadership Summit, I delivered “Breaking Barriers, Saving Lives: Women Leading the Future of Ambulance Services in Australasia,” highlighting the initiatives CAA has championed to advance gender equity, including the Women in Leadership Working Group, scholarships, mentorship networks, and symposiums. The reception was overwhelmingly positive, with multiple services expressing interest in adapting our programs to the Canadian context.
Connections made at PCC will support our upcoming work on Occupational Violence and mental health, as we build relationships with Canadian experts for future collaboration. PCC is also in the process of revising its Leadership Competency Framework, which we look forward to reviewing and sharing with our sector once available.
Insights from Three Diverse Services
Each study tour revealed unique approaches and challenges:
• Winnipeg Fire and Paramedic Service (Manitoba): The only fully integrated fire-paramedic service in Canada, where dual-trained responders help manage high medical demand. They face significant recruitment challenges, especially in paramedicine, and balancing two professional cultures under one roof remains a focus.
• Alberta Health Services (Edmonton): I was honoured to speak at their inaugural EMS Women in Leadership Summit, sharing CAA’s work and facilitating discussions on sector-driven culture change. Their integrated communications centre, where paramedic coordinators, nurses, and hospital leaders work side by side, is a model of patient flow coordination worth exploring. We are also reviewing AHS’s information and data on stab vest use to help inform our ongoing Occupational Violence work.
• British Columbia Emergency Health Services (Vancouver): Their non-emergency transfer coordination system provides impressive efficiency across remote and coastal regions, and they’re leading on sustainability by trialling Canada’s first fully electric ambulance. However, unplanned hospital closures— driven by staffing shortages—pose major pressures on their ambulance operations, a challenge we should anticipate as a sector.
These insights, along with the connections built, will directly inform CAA’s programs and advocacy efforts as we continue to share knowledge and collaborate internationally.
Pictured (L-R): Marc-André Périard (PCC), Mojca Bizjak-Mikic (CAA), Kelly Nash (PCC), Brooke Burton (NEMSMA), and John Bruning (ACP)
Brian Twaites - BCEHS and Mojca Bizjak-Mikic (CAA)
A Journey Beyond the Boardroom
This trip also became a special family adventure, with my husband and two boys joining me as we crossed Canada—from Vancouver to Winnipeg to Edmonton, through the Rockies to Jasper and Kamloops, up to Whistler, and back to Vancouver. Along the way, we witnessed Canada’s extraordinary natural beauty and wildlife, from polar bears and grizzlies to wolves, eagles, and killer whales in the Strait of Georgia. We also learned about Indigenous traditions and explored three vibrant and very different cities, each with its own unique character.
When people ask me what my favourite part was, it’s hard to choose. Professionally, learning from three innovative services and sharing CAA’s work was deeply rewarding. Personally, travelling with my family and experiencing the vastness and variety of Canada was unforgettable.
Experiences like these remind us of the value of international collaboration—not only for the ideas we share but for the lasting connections we build along the way.
Key Takeaways for Our Sector
• Integrated Models: Winnipeg’s dual-trained fire-paramedic approach helps manage high demand and may offer lessons for workforce flexibility.
• System Coordination: Alberta’s integrated communications centre, with paramedics, nurses, and hospital leaders working together, is a strong model for managing patient flow and reducing delays.
• Safety Practices: Data from Alberta on stab vest usage will inform CAA’s Occupational Violence initiatives and best practices for paramedic safety.
• Sustainability and Innovation: British Columbia is leading the way with Canada’s first fully electric ambulance and robust non-emergency transfer coordination to support remote care.
• International Collaboration: Partnerships with Canadian leaders will advance CAA’s work on mental health, leadership development, and workforce equity across Australasia.
Strengthening Connections in Primary Health: The CAA at two key Melbourne conferences
At the end of April and start of May, the CAA represented the ambulance sector at two major primary health conferences in Melbourne: the Primary Health Care Congress (30 April) and the Value-Based Health Care Congress (1 May).
Both events brought together leaders from across health disciplines to explore how to create more connected, resilient, and patient-focused health systems.
The CAA’s involvement is part of its ongoing work to build relationships across the broader health sector, ensuring ambulance services are included in key conversations about reform and collaboration.
At the Primary Health Care Congress, attended by over 70 health leaders, discussions focused on multidisciplinary service models, needs-based funding, workforce development, and digital health as enablers for sustainable care. There was strong support for reform and interest in engaging with the CAA to better integrate ambulance into the primary health landscape.
At the Value-Based Health Care Congress, the CAA's Interim Chief Executive Mojca Bizjak-Mikic joined a panel on the resilience of care pathways, alongside leaders from the ADF, government, and academia.
The panel explored how ambulance services are evolving within health systems, their role in care pathways, and the challenges they face in the workforce, ramping, and overall system resilience.
Both conferences highlighted the importance of ambulance engagement, with positive feedback from attendees and growing interest in collaborating with the CAA. These relationships help ensure the sector is recognised as a critical part of the health ecosystem and that the CAA’s members’ voices are heard in shaping future reforms.
The CAA collaborates with the Stroke Clinical Registry
The CAA is proud to be a key collaborator in the national effort to improve stroke care by strengthening the way ambulance data is collected and used.
In partnership with the Australian Stroke Clinical Registry (AuSCR), Monash University, and Professor Dominique Cadilhac, the focus has been on closing the gap in standardised prehospital stroke data across Australia and New Zealand. One of the major areas of work is the development of a national minimum stroke data set, supported by a Delphi process led by Monash University, bringing together experts and ambulance clinicians to identify the most meaningful indicators.
To ensure the ambulance voice is reflected, the CAA’s Research and Policy team is actively reviewing stroke data and KPIs across jurisdictions. In doing this, the CAA has created a toolkit that captures insights from ambulance services on implementing the 30/60/90 stroke targets, which is a valuable resource guiding improvements in timely stroke care.
This collaborative work is already sparking real action on the ground. Ambulance Victoria is exploring a pilot of the FAST Heroes program to enhance community stroke awareness, while SA Ambulance Service is considering a trial of the EMS Awards to recognise excellence in prehospital stroke response. A shared commitment to data, quality, and collaboration continues to shape this important work, ensuring that ambulance services are not just represented but actively helping to lead the way toward better stroke outcomes across the region.
CAA partners with Flinders University to advance sustainability in healthcare
The CAA, through its Research and Policy Manager, A/Professor Shohreh Majd, has formed a strategic partnership with Flinders University’s Sustainability Committee to embed environmental sustainability into healthcare education, research, and operations.
This collaboration supports the establishment of College Sustainability Committees, beginning with CHASS, CNHS, and CMPH, and empowers dedicated sustainability champions across the university. These efforts align with CAA’s strategic sustainability agenda and build on the momentum of its widely acclaimed Sustainability in Ambulance Services white paper, highlighting the vital link between environmental responsibility and health outcomes in the ambulance and healthcare sectors.
Through active participation in key institutional working groups such as the Policy, Planning and Sustainability Subcommittee (PPASS) and the Education for Sustainability Institutional Committee (ESIC), the partnership is contributing to Flinders University's 2030 Sustainability Strategy and its alignment with CAA's 2023-2028 Sustainability Strategy and global frameworks. As Australia, in collaboration with Pacific nations, bids to host COP31, this partnership reflects a timely and impactful approach to regional climate leadership. Together, the CAA and Flinders University are driving meaningful, systems-level change that supports a sustainable and resilient future for healthcare in South Australia and beyond.
Leadership Symposium
BRISBANE
Bridging Research and Practice in Resuscitation
The CAA is collaborating with Professor Marcus Ong, Director of the Prehospital and Emergency Research Centre (PERC) in Singapore, to accelerate the adoption of best practice research in resuscitation.
Together, they have developed a strategic paper titled “Accelerating the Adoption of Best Practice Research in Resuscitation through Implementation of Science: Identifying Gaps and Pathways.” The paper explores why proven research often struggles to reach the frontline, addressing barriers such as knowledge gaps, organisational limitations, and inconsistent training approaches. Through the lens of implementation science, this collaboration focuses on uncovering practical, sustainable strategies to ensure evidence-based protocols become part of everyday clinical practice.
Associate Professor Shohreh Majd, the CAA’s Research and Policy Manager, has played a key role in advancing this work. The project has received strong recognition from the Global Resuscitation Alliance and is now being prepared for peer-reviewed publication. To ensure relevance to ambulance services, the research includes real-world case studies from across Australia and New Zealand, which will help shape practical guidelines to support paramedics in integrating evidence-based resuscitation practices into their daily work. This initiative highlights the CAA’s commitment to turning global research into local impact, strengthening outcomes for both clinicians and patients on the ground.
AFAC Mental Health and Wellbeing Group Meeting
On 28–29 April 2025, Marsha Taheri, representing the CAA, attended the AFAC Mental Health meeting in Canberra; an event that offered valuable insights into the latest developments in mental health support across emergency services.
The gathering provided the CAA with an important platform to connect with like-minded professionals and deepen its understanding of the initiatives shaping the fire and rescue sector. As part of the program, hosts offered the CAA the opportunity to briefly present on the achievements of the CAA Mental Health & Wellbeing Forum over the past decade, a highlight that underscored the cross-agency importance of mental health initiatives.
The meeting featured updates on AFAC’s activities, including its committees, leadership development efforts, and training programs. Much of the agenda centred on presentations from external research institutes and universities, many focused on high-level organisational management and new research collaborations, some of which are already relevant to ambulance services.
A key theme throughout was the importance of staying informed about global research trends and the latest technologies designed to support staff mental health. Among the standout sessions was a powerful, hour-long presentation by Chrissy Strickland on supporting grieving individuals. Combining research, personal stories, and humour, Strickland offered practical advice on how colleagues, friends, and families can provide meaningful support at different stages of grief. The presentation deeply resonated with attendees, with many praising its honesty and relevance to both professional practice and personal experience.
Australia Health Week
Josh McNally, Director – Partnerships and Advocacy
Australian Healthcare Week (AHW) is the Southern Hemisphere’s largest healthcare exhibition that converges senior leaders and professionals from across the industry to dive deep into state-of-the-art solutions, gain insights, and form meaningful connections.
This expo also focuses on driving industry growth through new activations, programs, and sponsorship opportunities, all for shaping the impressive future of healthcare.
Featuring products and services as diverse as AI notecapture software, disposable and consumable items like gloves, staff mental health and wellbeing, and even facility-fit outs for clinics and hospitals, Australian Healthcare Week was an ideal environment to learn more about the wider health sector beyond ambulance, the innovations, new products and technology and of course meet the thought-leaders and innovators shaping healthcare in Australasia in to the future.
Josh McNally, the CAA’s Director – Partnerships and Advocacy, said, “AHW was almost overwhelming! So many people to meet, talks to attend and exhibitors to learn more from, it just confirms that healthcare into the future in this part of the world is certainly forwardthinking, and looking to address the challenges of an aging population, improving patient care by integrating tech and with an eye on sustainability and the use of environmentally friendly materials.”
AN OUT-OF-HOSPITAL
Occupational Violence:
Confronting a Growing Threat in Ambulance Services
Over the past four to five years, the CAA has made addressing Occupational Violence a priority for our sector. What began as an emerging concern has now become one of the most pressing challenges faced by our workforce.
To tackle this head-on, the CAA established the Occupational Violence Networking Group, bringing together representatives from our 11 member services twice a year. This group shares knowledge, trials, and lessons learned to help bring best practices to the forefront—because what was once rare is, sadly, becoming all too common.
Societal shifts, the impacts of COVID-19, and the growing pressures on our health system have created an environment where patient and bystander aggression is on the rise. Occupational Violence— whether verbal abuse, threats, or physical assaults—is increasingly targeting not only frontline paramedics, but also our call centre staff (000/111 operators), volunteers, and payment teams.
This is not what our people signed up for, and it must never be accepted as the “new normal.”
The escalation is evident and services are reporting not only higher volumes of aggression, but also more severe incidents, including fatal outcomes. Member services are working to strengthen protections, from trialling new training programs and protective equipment to exploring legislative reform and monitoring legal cases as they progress through the justice system. To better understand the scale and nature of the problem, the Networking Group has introduced a standardised data collection process to identify trends and hotspots across Australasia.
The CAA is also collaborating internationally, learning from the significant work underway in the UK and Canada, where services face similar challenges. In this issue, we share examples of their approaches alongside those of our member services to inspire practical solutions and spark collective action.
Building on these efforts, the CAA has begun developing an Occupational Violence White Paper. Following a comprehensive review of current research and literature, we identified a major gap in studies focused specifically on the ambulance sector. This paper, together with a concurrent investigative project led by the Global Paramedic Leadership Alliance (a collaboration of ambulance peak bodies from the US, UK, Canada, and Australasia), will deliver case studies, evidence, and recommendations to help our services protect their people and better manage this escalating threat.
The following pages feature insights and strategies from our colleagues in the UK, Canada, and New Zealand, each facing the same challenge in their own ways. Together, we can ensure that the safety of our people—those who serve our communities at their most vulnerable— remains at the heart of every solution.
Violence in Paramedicine: Perspectives from Canada
By Elizabeth Donnelly, Co-Principal Investigator, Violence in Paramedicine Research Group
Addressing violence against paramedics is a complex and evolving challenge in Canada. Often perceived as widespread and unavoidable, violence is often unreported and tolerating it for many paramedics has become an expected professional competency.
Challenging this culture of under-reporting and using a novel reporting strategy embedded in the electronic patient care records, the Violence in Paramedicine Research Group undertook a detailed examination of the incidence, prevalence, and correlation of verbal abuse, physical and sexual assault, and sexual harassment in paramedicine in a large, urban service in Ontario.
Over a two-year study period, 50% of active-duty paramedics filed a violence report, 40% of reports documented a physical or sexual assault, and 81 paramedics (22% of those filing a report and 10% of the workforce) were physically injured after an assault. This translates to a violence report being filed every 18 hours, a paramedic being assaulted every 46 hours and being physically harmed from an assault every nine days.
We were also able to describe the often-invisible impact of verbal abuse – our team identified that nearly 25% of reports documented some form of abuse targeting protected identity grounds, including 18% using sexist or misogynistic language, 9% using racial slurs and 2% using homophobic language. Abuse on protected identity grounds was associated with a 60% increase in the risk of emotional distress among paramedics.
Given the frequency with which paramedics are experiencing both physical and verbal assaults, understanding why this is happening becomes critical.
Canada is currently experiencing multiple strains on our social safety net, including a housing and affordability crisis, a toxic drug and opioid crisis, inaccessible primary health and social care with a “hallway medicine” crisis that places enormous strain on paramedic services, and growing social and political divisions.
Our team has found that many episodes of violence paramedics experience may be the result of breakdowns in social services; our data indicates that mental health or intoxication due to drugs or alcohol were listed as contributing factors in 85% of the reports of violence. These findings illustrate the complexity of addressing keeping paramedics safe in circumstances where the perpetrator may or may not be intentionally violent, and that in the absence of appropriate services, patients deep in their illnesses lash out at paramedics.
Complex problems require multifaceted solutions, including changing legislation. In 2023, federal legislation was introduced that proposed to amend the Criminal Code to make assaults against persons who provide health services and first responders an aggravating factor at sentencing (Bill C-321). Practically, this legislation provides an extra sanction in sentencing if the assault was against a paramedic or other helping professional. Underscoring the importance of research in this area, our team testified in support of this legislation in both the House of Commons and Senate. This legislation was almost passed through Parliament when the government was prorogued in January 2025. We are optimistic that the legislation will be reintroduced with the new government.
While important, changing legislation is very much a downstream intervention – only a fraction of violent encounters will be reported, fewer will be charged, and even fewer result in convictions. A truly multifaceted response to violence is individual (paramedics reporting violence), at the service level (employee safety measures, accessible reporting structures, better response plans for mental health/substance use calls), part policy, and part legislative. Protecting paramedics requires the combined efforts of paramedic leadership, researchers, community partners, and government officials with a focus on prevention, mitigation, staff support, and (when appropriate) criminal charges.
www.protectparamedics.com
Preparing Paramedics: Training at the Front Line of Occupational Violence
St John NT
In the high-stakes world of emergency medical response, one truth remains clear: preparation saves lives. This includes not only patients but also the safety and well-being of the paramedics who respond. For St John NT, ensuring paramedics are equipped to manage Occupational Violence (OV) is an essential part of frontline readiness.
“It’s impossible to eliminate every potential incident of Occupational Violence,” said Andrew Thomas, Director Ambulance Services. “The nature of frontline work means entering volatile environments. What we can, and must, do is prepare our people to manage these situations safely and effectively.”
To support this, St John NT has invested in a range of targeted training programs. This includes Dynamic Risk Assessment and Guardian Personal Safety Training, which help paramedics evaluate threats in real time and make safety-first decisions. A key message reinforced through this training is clear: if it isn’t safe to treat, step back and walk away. Preserving the safety of paramedics must always come first.
Further support is provided through St John NT’s peer support program, employee assistance programs, and Chaplaincy services. These ensure that paramedics have access to psychological care and guidance when facing the aftermath of traumatic or violent incidents.
Despite this strong foundation of training and support, the reality on the ground remains challenging. In the past 12 months, there have been 88 reported incidents of Occupational Violence against paramedics in the Northern Territory. These break down as follows:
03
36 49
incidents involving threats incidents of verbal abuse incidents of physical assault
This represents a 12 per cent decrease from the previous year’s figure of 100. While the reduction is encouraging, each case remains a confronting reminder of the risks emergency responders face. It is also important to recognise that some incidents may go unreported, as many paramedics, driven by empathy and a patient-first mindset, often choose not to formally report behaviours they may view as part of the job.
The “Hands Off!” campaign, launched in 2018, aimed to increase public awareness and reduce aggression towards paramedics. While it helped highlight the issue, it had limited success in changing behaviour on the ground.
Work is now underway on a renewed campaign, shaped by the lessons of its predecessor. A key takeaway has been the importance of collaborating with stakeholders and community groups to develop clearer messaging that resonates with the Territory’s diverse population, including patients, members of the public, and bystanders.
Developing effective public messaging around Occupational Violence is not without its challenges. Standard communication methods alone are often ineffective in such a diverse context. With more than 100 First Nations languages spoken across the Territory, along with a wide range of cultural backgrounds, there is no one-size-fits-all solution to bridging language and cultural gaps. Messaging must be inclusive, authentic, and accessible.
Part of St John NT’s renewed campaign is to ensure that messages are not only delivered but also heard, received, and understood across the community. Community insights show that spoken communication, particularly through trusted voices, is often more impactful than printed materials.
As a result, the next phase will prioritise direct, community-led engagement such as radio, storytelling, and grassroots dialogue. These approaches support meaningful and respectful communication without singling out any group.
Youth-based education programs, training initiatives, and broader community education will also form a critical foundation for the campaign, helping to build awareness and understanding from the ground up.
“Cultural understanding isn’t something you achieve once and tick off. It’s something we continue to build every day,” said Andrew Thomas. “It starts with training, but it’s strengthened through experience, mentorship, and meaningful engagement with the communities we serve.”
This diverse environment means paramedics in the NT often adopt more holistic, culturally informed approaches than traditional clinical models provide. Listening, patience, and local knowledge are just as critical as clinical skill in delivering safe and effective care.
The resilience of Northern Territory paramedics is unwavering. With the right training, cultural insight, and strong community partnerships, St John NT continues to build a culture where safety is a shared responsibility. Those who dedicate themselves to helping others deserve to be protected, supported, and empowered in return.
+ Real-time virtual communication using video-conferencing
+ Rapid entry case notes
+ Integration with patient records
+ AI enabled Clinical Decision Support
+ Medical Device integration
Stab and Ballistic Resistant Vests
HatoHone St John introduced Stab And Ballistic Resistant (SABR) vests in 2021 as a result of incidents such as the March 15 Christchurch terror attack, increasingly frequent incidents involving weapons and a resultant increasing desire to have access to such Personal Protective Equipment (PPE) for ambulance personnel.
A range of SABR vest types and levels of protection were considered. A small number of the shortlisted options were trialled in a range of locations to assess their comfort, fit with radios/ medicine pouches and flexibility/ manoeuvrability during standard ambulance duties. A product from Mehler Protection was selected as meeting these criteria whilst meeting cost parameters.
These SABR vests provide a level of protection against the majority of means used to commit violent crime currently seen in Aotearoa New Zealand.
Hato Hone St John
SABR vests are deployed in small caches in rapid response vehicles and larger caches in centralised vans. This enables staff in much of the country access to SABR vests.
It is important to note that nothing has changed in terms of how ambulance personnel respond to incidents with the addition of these SABR vests. Simply, it is an additional layer of safety. When responding to potentially violent scenes, the use of Safe Forward Points (SFPs), co-responding with Police, and conducting Dynamic Risk Assessments remain pivotal in ensuring staff health, safety, and well-being.
More broadly, a Safe Approach to Scene Model is being developed that enables ambulance personnel more options than either going directly to the scene or going to a safe forward point. For example, having the scene called back by clinical support officers (CSOs), conducting a drive by of the address, or calling for an additional ambulance resource to support their response, amongst others.
These soft skills are designed to cumulatively enhance our ambulance personnels’ ability to assess and reassess the safety of a scene whilst responding and once located, to better inform their decision making around their attendance, and whether they “load and go” or retreat, reducing risk to personnel above and beyond the level of protection of any specific PPE.
HHStJ considered a number of options that had the potential to improve staff safety, including body worn cameras, SABR vests, additional training and policy and procedure changes.
Body worn cameras were decided against as there was concern regarding patient confidentiality, and whilst the cameras may deter some violent offenders, they may also aggravate some people ambulance personnel interact with. Additionally, the cameras themselves would not provide any physical protection for personnel.
The SABR vests are utilised multiple times a week, particularly in our metropolitan centres.
Starting an Uncomfortable Conversation
By Belinda Callaghan
Adding my voice to the epidemic of Violence against Women was something that I never thought I wanted or would have the strength to do. I hid my trauma for many years, thinking that would somehow make it go away. I feared revealing what I had been through would change the way people looked at me—that they’d see someone who was broken.
Few people in my private life knew the extent of my trauma-there was no way that I was going to expose that part of me to work colleagues. So, I stayed silent. But last year, I chose to speak at the Women in Leadership Symposium, and something unexpected happened.
People listened. People connected.
In the weeks following, I saw the power of engaging in conversations that are difficult and uncomfortable. Change is uncomfortable. Change is messy. But it is necessary. I realised that vulnerability is not a weakness. Vulnerability is one of the most powerful tools we have to create space for courage, conversation and inspire change. Sharing my story lit a fire within me – a desire to bring about tangible changes within our organisations, especially for people who are affected by, or surviving, domestic violence.
Our statistics are shocking. One study found that Australia is ranked 8th in the developing world for instances of intimate partner violence. Not something that our great country wants to be amongst the top of the leaderboard in.
1 in 4 women (27%) and 1 in 8 men (12%) over the age of 15 have experienced violence from an intimate partner.
Worldwide, it is estimated that 736 million women over the age of 15 – almost 1 in 3 – have been subjected to physical and/or sexual intimate partner violence (30% of women).
These aren’t just numbers. They represent people like you and me – colleagues, friends, loved ones, patients. People we sit beside on our shift. People we treat in our ambulances. People we love.
In 2024, 103 women in Australia were killed due to domestic violence. As of now (mid-July 2025), there have already been 14 women who have lost their lives – I write that knowing that by the time this is published, that number has almost certainly increased.
But why is this conversation relevant to ambulance services?
Ambulance
services have a dual role in addressing domestic violence:
We are first responders, often attending scenes of domestic and family violence and tasked with providing care in some of the most confronting and emotionally charged environments imaginable.
We are also workplaces, employing thousands of staff – many of whom may be quietly living with, recovering from or being vulnerable to domestic and family violence. However, cultural stigma and underreporting hinder our ability to be able to effectively support people affected by acts of violence. Add to that the lack of education, and support for our colleagues to be able to face these situations and provide the most appropriate care and referrals required.
The first part of the issue is the lack of acknowledgement that we have a problem in this country. We hear the stories; we may feel something for a short time, and then we move on. Unless it’s personal. But the reality is – this is personal. The statistics will tell you that there is at least one person in the circles in which you move who is affected by intimate partner violence.
Someone in your team, someone you work alongside, is living this reality now. To continue to bury our heads in the sand, believing that this is somebody else’s problem, is naive and unproductive. Cultural shifts are difficult – but cultural reform is crucial.
Belinda Callaghan Acting Inspector NSW Ambulance. Intensive Care / Extended Care Paramedic
Belinda has nearly 30 years experience working in a variety of health professional roles within the NSW Health System, first as a Registered Nurse, then as a Registered Midwife and most recently as a dual specialist Paramedic with NSW Ambulance.
As well as her roles as a clinical leader within her organisation, Belinda is also a member of the NSW Pregnancy Connect Group, looking to improve the maternal and newborn care provided statewide, as well as engaging within the Agency for Clinical Innovation Maternity and Neonatal Network.
Last year Belinda made a brave decision to share her very personal story of recovering from Domestic Violence at the CAA Women in Leadership Symposium. Following this Belinda has become a strong voice to encourage organisations to discuss the topic of violence against women and to create tangible changes to support people who are affected.
Belinda is also the very proud mother to four young women, a role that she cherishes and one that also drives her to bring about change in the topic of violence against women.
Opinion First
1800RESPECT
is available 24 hours a day, 7 days a week offering free and confidential information, counselling, and support for anyone impacted by domestic, family, or sexual violence.
But how? I don’t pretend to have the answers, nor do I think it’s simple. But I believe these changes could assist with cultural reform within our organisations:
1. Training: A commitment to expanding the training of our workforce is required. Everyone – from people entering our organisations at induction to senior leaders – should receive regular trauma-informed training in recognising signs of abuse, how to respond to disclosures with empathy and without judgement, and how to refer patients and colleagues to receive professional support. This training should be co-designed and delivered in partnership with domestic violence experts. This will help us to treat people in our communities, as well as our workforce positively, fostering a culture of psychological safety and respect. Knowledge is power, and developing specific education around this topic will develop survivor-centred care.
2. Communication: We need to change how we talk and think about domestic violence, including the language that we use. I never liked the word victim–just writing it now took time. If you look up synonyms for victim, you’ll find casualty, sufferer, and loser. The word can affect the way the person sees themselves – weak and powerless. Survivor is a more empowering term as it creates feelings of strength, that the person is a fighter who has lived through a difficult experience.
I also encourage leaders within our organisations to put Domestic Violence support at the top of their agendas. To provide forums where uncomfortable
conversations can occur to acknowledge the enormity and significance of this issue, with the aim being to improving the culture within our workplaces and providing support to all survivors.
I think building referral pathways specific to helping survivors is also crucial. Building relationships with organisations within our communities that can assist people on this difficult and isolating journey would make an incredible difference.
3. Removing bias: In our interactions, either cognitively or verbally, often blame is cast not on the perpetrator, but questions are asked as to why the person just doesn’t leave the relationship. Recently, I witnessed a crew bring a woman in who had been assaulted by her partner. I checked on their welfare following the case, and one of the paramedics said, “I’m just angry. Why doesn’t she just leave?” Hardly an interaction that would help the woman feel safe to disclose details. We need to replace judgment with empathy to create a safe place for people to be vulnerable and to feel supported.
These seem like such small steps, but at least it’s a movement. We need to acknowledge the issue and make a commitment to work to create safe spaces in our ambulances and within our organisations.
Lastly, to anyone reading this who is currently living with or surviving domestic or family violence, please know that I see you. I encourage you to seek support. Let your voice be heard – trust me, it’ll change your life.
That’s
19 babies for Hato Hone St John call handler Gemma — aka Baby Magnet
WhenLeonard Fox decided it was time to come into the world at 37 weeks, he wasn’t waiting around on his parents to get to the hospital.
“My waters broke at 9pm, but the contractions didn’t intensify until a few hours later,” Corné Fox recalled.
Her husband, John, called their midwife, Nelly Felix, who instructed the Swanson couple to head to the hospital, where she would meet them.
“As soon as I started to get up to get my clothes on, I immediately knew I wasn’t going to make it,” Corné said.
After informing Nelly they weren’t going to get to the hospital in time, an emergency 111 call for an ambulance was made at 1:50am. Working from the Integrated Operations Centre in Auckland that night was call handler Gemma Cale.
“I could hear in the background that the mother sounded pretty close to delivering, so I triaged them and brought up the delivery instructions,” Gemma said.
“John was fabulous. He was so calm and followed all my instructions.
“We got to the point where the baby’s head was visible, but there hadn’t been much progress, so I gave a few more instructions (and encouragement) to try and get the little man out.
“But Gemma was so clear and said I needed to make sure I was holding his head and let my wife push him out. I just kept listening to what she was telling me and following her instructions.”
At 2:13am, he was out. Weighing an impressive 3.7kg.
“With the ambulance crew nearly there and the midwife on her way, it was a race as to who was going to deliver this baby first.”
Corné said John did everything he was told – to the letter.
“I remember John running around getting towels and then doing everything Gemma told him to do,” Corné said.
The thing that stuck out most in John’s memory was when he was told he needed to “catch” his son.
“That’s when in my mind I knew I would be delivering him, and I started thinking about ‘what if he was stuck, would I have to pull him out?’.
Forty-nine seconds later, the ambulance crew arrived and took Corné and her newborn to the Waitakere Hospital Emergency Room.
With their two-year-old daughter Stella sleeping soundly in the next bedroom, John and Corné’s friend arrived just before the birth to babysit.
“Stella didn’t even wake up with all the noise,” John laughed.
A day later, she got to meet her baby brother, who was due on 22 June.
“She adores him and has introduced him to all her teddies.”
Settled back at home, the couple said they wanted to reach out to Gemma to thank her.
They sent her an email and photos of Leonard, which Gemma said made her day.
“I got some lovely photos of them all, which is a first for me.
“I have never seen any of the babies that I have helped deliver before, so their email really made my day… and moved me to tears,” she said.
Corné said, “I’m so happy Gemma could finally see one of the babies she delivered. We were so very thankful for her that Sunday morning.”
Hato Hone St John baby magnet Gemma Cale has done it again.
“Baby number 19,” Gemma says proudly as she recalled the 111 call on Sunday, 1 June, which resulted in the birth of Leonard John Fox.
Based at the Integrated Operations Centre in Auckland, Gemma is a proud member of the Hato Hone St John Stork Club. The club is for those call handlers who have aided in the delivery of a baby over the phone. Every member of the club is presented with a special stork pin.
The 30-year-old has worked for Hato Hone St John for almost 10 years. She started in Telecare monitoring medical alarms, but three years ago made the move into communications.
“I wanted to move from Telecare to call handling because I was feeling quite ineffective being the middleman and wanted to 'do more' to help people.”
“I was also doing my paramedicine degree and felt comms would support my learning better. If I didn't get into the paramedicine course, my second preference was midwifery.”
Gemma, who graduated from AUT last year with a Bachelor of Health Sciences - Paramedicine, helped deliver a baby in her very first week as an emergency call handler.
That’s when she decided to start a baby jar to record any future deliveries.
“Blue beads are for boys, pink is for girls, purple is for those who I don’t know the sex of (because usually the parents are a bit stressed), and white is for those born sleeping.”
Gemma said her friends and family are surprised she’s had so many.
“They think it’s wild. They never expected there to be so many babies and remark that they don't think they could do it themselves. They find the idea too stressful.
“I just think my mum hopes it'll make me more likely to give her a grandchild sooner,” she laughed.
For now, Gemma said she would continue her role until she found “one out on the road”.
And it’s one she doesn’t take for granted.
“Most of the calls that come into our centre are not happy ones. A lot of the time, we are with someone in their last minutes on Earth. To be there in someone’s first minutes of life is really special.”
If you would like more information on working for Hato Hone St John, email our recruitment team at recruitment@stjohn.org.nz or call 0800 ST JOHN.
Drones trialled to enhance NSW Ambulance Aeromedical and Special Operations
NSW
Ambulance has trialled the use of drones to enhance its aeromedical and special operations capabilities during search and rescue missions.
The two-month Remotely Piloted Aeromedical Clinical Systems (RPACS) trial utilised cutting-edge technology to enhance patient care, operational safety and efficiency.
The trial has provided valuable insights into the effectiveness of drones in aeromedical missions, with a focus on improving both the speed and safety of operations in remote and difficult-to-reach locations.
Seven critical care paramedics and special operations team paramedics were specially trained to operate, maintain and deploy RPACS drones as part of search and rescue missions.
These drones can provide real-time aerial surveillance to improve situational awareness and support decision-making on critical incidents, leading to better patient outcomes.
The RPACS drones feature thermal imaging, high-intensity search lights, the ability to carry essential items, and a loudspeaker to communicate with patients. Most importantly, the device can live stream to a secure link so a medical response can be managed from a remote location.
This sophisticated response can include the delivery of lifesaving medical supplies - including blood products, anti-venoms and external defibrillators - directly to patients up to 7km away in isolated environments, where immediate access by conventional means may not be possible.
This initiative was made possible through the NSW Ambulance partnership with Toll Aviation and the support of the NSW Health Sustainable Futures Innovation Fund, which supports projects aimed at improving patient care while also reducing waste and emissions.
NSW Ambulance
The RPACS technology will not only advance operational capabilities but also contribute to more sustainable practices through reducing demand on aeromedical helicopters.
A full evaluation of the trial is now underway, looking at environmental sustainability, operational outcomes, and future benefits of this technology to patient care and aeromedical operations.
“These drones feature a range of capabilities to more effectively locate patients, communicate with them and deliver essential items." said Minister for Health Ryan Park.
“It allows aeromedical and special operations paramedics to make better decisions, and therefore, improve patient outcomes.
“I am so proud that NSW Ambulance is leading the way in the evolution of emergency healthcare.”
NSW Ambulance Chief Executive Dr Dominic Morgan said "By integrating drones into our operations, this initiative allows us to innovate and reduce environmental impact while maintaining the high standards of emergency care our communities expect.
"RPACS drones can cover vast and challenging terrain rapidly and efficiently, ensuring that paramedics on the ground have access to realtime data that can help save lives.”
This is a very exciting initiative that unlocks a range of potential to improve our ability to reach patients in difficult-to-reach locations.”
Minister for Health, Ryan Park
African hospitals benefit from St John WA stretcher donation
St John WA
St John WA (SJWA) has donated 75 manual Ferno stretchers, worth more than $800,000, to African hospitals and medical clinics to be used for patient transfer or in ambulances.
The stretchers will be distributed in Kenya, South Sudan and Uganda, as well as Cambodia in south-east Asia, as part of Rotary Australia World Community Service’s (RAWCS) humanitarian, development and disaster relief.
The Mary Help Hospital in South Sudan provides health care without discrimination to the poorest provinces and focuses on malnutrition and gender-based violence, and sexual offences, often resulting in HIV transmission.
Its inpatient departments, which includes a tuberculosis (TB) ward, see on average 130 patients a day since opening in 2018. Sometimes, its 215-bed capacity is stretched to meet the demand of 250 people a day during rainy seasons.
It also has mobile clinics, as well as being a teaching hospital for 340 students wishing to train in midwifery and nursing.
Mary Help Hospital, as a teaching hospital, ensures innovative, consistent, and continuously improving health and medical care to better outcomes of patient safety and patient satisfaction,” a hospital statement said.
Mary Help Hospital's Mary Help Association, together with the late Bishop Rudolf Deng Majak of Wau Diocese, began the hospital construction to fulfil the long-cherished dream of Sister Gracy Adichirayil, who worked in Sudan since 1989 and has seen the suffering of the people, especially the women and children.
“It was her desire to have a good hospital where the children can be treated like human beings, where mothers can have a place to lay down when they are sick and to give birth in privacy in a clean environment.”
The Ferno stretchers have been replaced by Stryker stretchers rolling out across SJWA’s response locations statewide over the next five years.
SJWA Group CEO Kevin Brown took pride in the team helping deliver better outcomes for WA, African and Cambodian patients, as well as those involved in their care.
“Investing in powered stretchers has made the task of assisting patients easier and safer for our team members, improving the overall patient care experience,” Kevin said.
“It has also granted us this opportunity to give back to global communities in desperate need of charitably donated medical equipment such as stretchers.
“We’re proud to assist Rotary Australia and other charitable organisations like St John, which serve humanity and uplift vulnerable communities.”
Investing in powered stretchers has made the task of assisting patients easier and safer for our team members, improving the overall patient care experience.”
St John WA Group CEO, Kevin Brown
Rotary Australia’s Repurposing Equipment (RARE) spokesman welcomed the donations.
“Over the past 18 years, we have now sent more than fifty 40-foot containers to Cambodia and other containers to Timor L’Este, Mongolia, Kenya, South Sudan, Uganda, Sri Lanka, and are also examining one to Zimbabwe,” he said.
“The Director of Cambodia-China Friendship Preah Kossamak Hospital expresses thanks for the donation of various medical equipment. Your inputs are really significant.”
Learn more about the humanitarian and developmental services of South Sudan's Mary Help Association
Learn more about Rotary Australia World Community Service's humanitarian projects in Australia and developing countries.
2025 CAA Awards for Excellence
CAA Awards for Excellence Gala Dinner, Adelaide Oval, 20 August 2025
For 18 years, the Council of Ambulance Authorities has had the honour of presenting the Awards for Excellence, which recognise the dedication and innovative contributions of our member services.
These awards serve to promote collaboration and the exchange of knowledge beyond the essential committees, forums, and working groups that facilitate the dissemination of best practices within the sector.
A panel of distinguished, independent judges who are esteemed experts from around the globe volunteer their time and knowledge. Their rigorous evaluation and insights uphold the awards’ respected status and ensure the highest standards of recognition.
The winners will be announced at the CAA Awards for Excellence Gala Dinner on 20th August, at the Adelaide Oval.
At this event, the prestigious Star Award will also be award. This accolade, selected by the judges from among the six category winners, recognises outstanding innovation within the ambulance sector that leads to significantly enhanced patient outcomes.
To view the announcement of the 2025 CAA Awards for Excellence finalists, scan this code with your camera or visit caa.net.au/awards
Excellence in Technology
Excellence in Clinical Practice
Recognising innovation or capability in the fields of equipment, communications, and information systems.
When making their submission to this category, each service is encouraged to reflect on how their organisation has used technology in the past twelve months to enhance patient outcomes, staff performance or response capacity.
Finalists
Hato Hone St John
Sovereign AI and Automated Auditing: The Future of Clinical Auditing
St John WA
Implementation of a Dedicated Prehospital Clinical Incident Management System
The National St John Ambulance Service of Papua New Guinea PNG Snakebite Partnership
Recognising innovation or capability in the fields of skills mix, pharmacology, and clinical intervention as they relate to patient treatments and outcomes.
When making their submission to this category, each service is encouraged to reflect on how their organisation has excelled in clinical practice with breakthrough moments that saw cutting edge techniques implemented to revolutionise the world of paramedicine.
Finalists
Ambulance Victoria
The Safe Treatment of Atrial Fibrillation in the CommunitY (STAY)
NSW Ambulance PRECARE
St John WA
Extended Care Paramedics Pilot
Excellence in Staff Development
Recognising education improvement or innovation in the fields of: programme design, delivery, assessment, and accreditation; professional development, skills maintenance, and practice standards, including community education; and research and/or innovation supporting evidence-based practice.
When making their submission to this category, each service is challenged to explore areas where improvements have been made in staff development, and how these resonating changes have improved the evolution of paramedicine.
Finalists
Ambulance Victoria
Enhancing Resuscitation Quality Through Data-driven Feedback
Hato Hone St John
Ambulance Response to Active Armed Offender: SOP and CCE
St John WA
Deliver Sector-Recognised Family and Domestic Violence Informed Education to Emergency Responders Across All of WA
Excellence in Patient Care
Recognising patient experience, improvement, or innovation.
When making their submission to this category, each service is emboldened to examine ways that their organisation has assisted specific patient cohorts where learnings were of benefit to the field of paramedicine.
Finalists
Ambulance Tasmania
Ambulance Tasmania Palliative Care Project (Enhancing Paramedic Palliative Care Initiative)
Ambulance Victoria Paramedics Exposure Analysis (PEA)
SA Ambulance Service Patient Transport Service
Excellence in Leadership
Recognising management practise and operational improvement and innovation in: management culture, open communication, accountability, management development, professional standards, and diversity of workforce; and operational protocols and work practices relative to how service delivery is provided.
When making their submission to this category, each service is encouraged to analyse the programmes they have implemented that paves the way in leadership for future generations.
Finalists
Ambulance Victoria
Creating a Communication Accessible ServiceAV's Disability Inclusion Program
SA Ambulance Service
Volunteer Insights Survey
St John WA
Support for Perimenopause and Menopause in the Workplace
Excellence in Mental Health & Wellbeing
First introduced in 2021, this category recognises innovation and excellence a service has provided both staff and patients in improvements in mental health and wellbeing, including programmes, training and support.
When making their submission to this category, each service is encouraged to share their undertakings in mental health and wellbeing for all stakeholders in the Ambulance sector, including patients, staff, and leaders.
Injury Management Support –Early Intervention Physiotherapy Program
The National St John Ambulance Service of Papua New Guinea 2030 Staff Health Strategy
Dr Arabella Koliwan
Dr Mangu Kendino
We’ve proven that local clinicians, properly trained and supported, can deliver a world-class standard in the most challenging environments.”
Dr Arabella Koliwan Interim Chief Executive and Executive Director of Clinical Systems & Enterprise, National St John Ambulance Service of Papua New Guinea
With the departure of Matt Cannon from Papua New Guinea’s national ambulance and aeromedical services, Dr Arabella Koliwan and Dr Mangu Kendino are continuing Matt’s legacy, redefining what emergency care leadership looks like in the Pacific.
Both specialist emergency physicians now oversee a rapidly expanding ambulance service built on local workforce development, clinical governance, and life-saving retrieval systems that reach into some of the most remote corners of the country.
What makes PNG’s ambulance model unique?
Dr Kendino: The National St John Ambulance Council, established as a statutory body, is the national ambulance service. What sets our model apart is the scale and diversity of the geography we cover — from dense urban areas to some of the most remote and logistically challenging terrain in the world. To meet this challenge, we use a hybrid workforce model that integrates trained Basic Life Support (BLS) ambulance clinicians, registered nurses, physician assistants, paramedics, and doctors. This layered approach ensures we can deliver the right level of care to the right patient, no matter how remote the location.
Our BLS clinicians handle over 85% of the case workload. For more complex needs, our Intermediate Life Support ambulances, staffed by RNs or health extension officers (HEOs), provide a step up in care, while rapid response from doctors or paramedics provides our critical care capability. We have around seven Australian paramedics on our team. They’re based in each of PNG’s four major provinces — providing clinical leadership and capability, including direct support to the Australian Federal Police deployment under the PNG–Australia Policing Partnership (PNG-APP).
Dr Koliwan: For aeromedical retrieval, the service partners with three key aviation providers, operating Bell 407 helicopters, King Air B200 aircraft, and a Citation Jet C3— ensuring reliable critical care access from even the most remote regions.
What sets our model apart is the scale and diversity of the geography we cover — from dense urban areas to some of the most remote and logistically challenging terrain in the world.
Tell us about clinical governance. How is safety and quality changing?
Dr Koliwan: Clinical governance and patient safety are maturing priorities for us. We’re embedding systems that allow continuous review, improvement and accountability. Our clinicians now have access to structured supervision, reporting tools and 24-hour clinical decision-making support. These systems are led by specialist doctors and co-designed with our front-line teams.
Dr Kendino: All emergency calls are triaged using a medically approved question-and-answer protocol and managed through a ComputerAided Dispatch (CAD) system at the National Ambulance Operations Centre. Our case numbers have grown rapidly, and we’re responding to over 40,000 emergencies a year. Our systems need to keep pace with that growth. So we have invested heavily in digital platforms, mobile data collection and operational support systems. But we also face challenges common across the ambulance sector – workforce, funding constraints, shared software and the need for more infrastructure.
You mentioned the workforce. How do you train people for this kind of system?
Dr Koliwan: We train ambulance clinicians through our Port Moresby-based Ambulance College, which is residential and trains people from across PNG. We focus on essential BLS competencies, then build skills in ambulance practice, communication and leadership.
Our doctors and flight nurses complete prehospital critical care training. This ensures our advanced clinicians are ready for retrieval work or ALS support. We don't use a paramedicine diploma model – we’ve instead invested in specific capability-building to meet the clinical realities of PNG.
What kind of equipment do your teams use?
Dr Kendino: All ambulances are equipped with trauma and basic life support gear, including defibrillators. We’ve standardised the fleet with Stryker M1 stretchers across more than 50 vehicles. Our 4WD Toyota LandCruiser and Toyota HiAce ambulances are locally fitted in PNG, featuring heavy-duty interior cabinetry, Code 3 lighting and siren systems, mobile data terminals and radiocommunication equipment.
The critical care teams are fortunate to have access to some of the best gear available. Our specialist resources use either the LIFEPAK 35 or Zoll X Series monitors; they have access to Lucas CPR devices, Zoll Z-Vents and OxyLog 3000+. These tools are essential when we’re managing trauma, difficult airway cases or snakebiteinduced paralysis in remote settings.
What drives your clinical demand?
Dr Kendino: Trauma, obstetric emergencies, sepsis, paediatric illness and snakebite. PNG has a young population. Women aged 14 to 30 represent the highest users of our ambulance service, with most callouts related to obstetric emergencies, followed by trauma. This pattern is in stark contrast to Australia, where ambulance utilisation typically increases with age.
Dr Koliwan: Most of our calls are high acuity—we don’t have a large aged-care demand like some other systems in the region. Which means we must be ready to intervene fast. Our training focuses heavily on providing basic but effective airway, breathing and circulation intervention, including bleeding control and early decisionmaking. Lives are saved in those first 15 minutes.
Snakebite? That sounds serious. Tell us more.
Dr Koliwan: It’s a major cause of preventable death. PNG has one of the highest snakebite fatality rates in the world. We manage the national snakebite response and retrieval program, in partnership with the PNG Government, the Australian Government and CSL Seqirus, who manufacture Australia's antivenom.
Almost all serious bites come from the Taipan (90%) or the Death Adder. Taipan venom causes paralysis and coagulopathy. Taipan antivenom works best when given early, before paralysis sets in. If paralysis has already set in, and we don’t intubate and ventilate early, the patient will likely asphyxiate.
Dr Arabella Koliwan treats a snakebite patient with LifePak 35
Almost all serious bites come from the Taipan (90%) or the Death Adder. Taipan venom causes paralysis and coagulopathy. Taipan antivenom works best when given early, before paralysis sets in.
Dr Kendino: We train rural clinics to manage and administer antivenom and provide early advanced airway support if needed. Then our retrieval teams coordinate further care and retrieval. If we can get to them early, prevent hypoxia and retrieve them to the Port Moresby ICU, most patients will survive and make a full recovery after a week of mechanically supported ventilation.
How important has leadership been in developing these programs?
Dr Kendino: Leadership has been everything. Dr Koliwan recently stepped up as interim Chief Executive after Matt Cannon completed 10 years of service to PNG. Matt’s vision, strategy and dedication built this system from the ground up. He leaves a legacy of more than 400 staff, multiple stations across the country, and tens of thousands trained each year in first aid and community health.
Dr Koliwan: Matt’s leadership grew our annual responses from 3,500 to over 40,000, transformed how people view emergency care, and embedded PNG’s ambulance service as a key part of the national health system. His departure in June 2025 was acknowledged at a national level and marked by published statements from both our Prime Minister and Deputy Prime Minister, thanking him for a decade of transformational national service. The Prime Minister even personally called Matt on his last official day in the job. That tells you everything about the impact he made.
Where do you see the service heading over the next five years?
Dr Kendino: Expanding a coordinated and integrated ambulance model. More access in rural areas, more local clinical capability, and more retrievals. That means growing our college, investing in logistics, and retaining our best people.
Dr Koliwan: Continued investment in people. We’ve proven that local clinicians, properly trained and supported, can deliver a world-class standard in the most challenging environments. The next decade must be about sustainability, workforce growth, and strong clinical governance. And we’ll continue pushing for sustainable funding models. As a statutory body, we need long-term investment to match the expectations of the public and the increasing demand.
What message would you send to othe women in emergency care?
Dr Koliwan: Back yourself. Leadership in emergency systems is about clarity of purpose and strength of heart. We’re proud to lead because we care deeply about our people and our patients.
Dr Kendino: And always lift others as you lead. PNG needs women in every part of healthcare— on the frontline, in education, in governance and in the CEO seat.
The National St John Ambulance is a statutory body established by an Act of Parliament and is responsible for delivering Papua New Guinea’s primary emergency ambulance services across four regions.
Dr Arabella Koliwan Emergency Physician & Senior Health Leader, Interim Chief Executive and Executive Director of Clinical Systems & Enterprise, National St John Ambulance Service of Papua New Guinea
Dr Koliwan has worked extensively in some of PNG’s most remote regions, including Hela Province, where she has been recognised for her impact in building emergency care systems and for breaking barriers for women in medicine. Dr Koliwan earned her MBBS and Master of Medicine in Emergency Medicine from the University of Papua New Guinea and has held key clinical and management roles across national health services, where she is especially noted for her expertise in the treatment of snakebite envenomation and advocacy for improved emergency care access.
The service operates a hybrid model of care, encompassing basic life support, nurse-led intermediate life support, and physicianled critical care aeromedical retrieval. St John also supports the Australian Federal Police through the deployment of eight Australian paramedics across four regions.
The service staffs more than 20 crewed ambulance modules across nine stations, operates a 24/7 national emergency operations centre with four dispatchers, four call-takers, and four communications operators per shift, and maintains a residential ambulance training college for up to 30 students at a time.
Dr Mangu Kendino OStJ Medical Director, National St John Ambulance Council, Retrieval Specialist, National St John Ambulance Service of Papua New Guinea,
Dr Kendino is a Specialist Emergency Physician with over 13 years’ experience in emergency care, including seven years at consultant level and has served as the Acting Director of Emergency Medicine at Port Moresby General Hospital. She completed her training at the University of Papua New Guinea, attaining her specialist qualification in 2017 with a Master of Medicine in Emergency Medicine.
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CAA CONGRESS AND IRCP CONFERENCE 20
18AUG
International Round Table on Community Paramedicine (IRCP) Conference - Day 1
The International Round Table on Community Paramedicine Conferencea two day event sharing local solutions and innovations on a global stage.
InterContinental Adelaide
19AUG
IRCP Conference Day 2
The second day closes out the International Round Table on Community Paramedicine Conference.
19AUG
CAA Congress Welcome Function
Adelaide Convention Centre
Sponsored by
20AUG
CAA Congress
Networking Breakfast
Adelaide Convention Centre
Sponsored by
20AUG
CAA Congress - Day 1
As Australasia’s premier event for the Ambulance Health Sector, the CAA Congress brings together top leaders, decisionmakers and senior management teams from ambulance services, health, and emergency management sectors from across Australasia and further abroad.
Adelaide Convention Centre
20AUG
CA A Awards for Excellence Gala Dinner
Recognising the hard work and innovative solutions of our member services from Australia, New Zealand, and Papua New Guinea.
Adelaide Oval
Sponsored by
21 AUG
CAA Congress - Day 2
The second day of this future-focussed forum shares more information, ideas and experiences, and developing programmes to grow and develop the next generation of Ambulance Sector leaders.
Adelaide Convention Centre
amPHITM PREHOSPITAL SOLUTION.
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Unlocking the Potential of Paramedics in Primary and Urgent Care
John Bruning, CEO, Australasian College of Paramedicine
As the healthcare landscape across Australia and Aotearoa New Zealand continues to evolve, one of the most promising opportunities before us is the integration of paramedics into primary and urgent care settings.
This shift is not just a matter of workforce optimisation - it’s a strategic imperative to meet the growing and increasingly complex health needs of our communities.
The Australasian College of Paramedicine’s recent position statement on paramedics in primary and urgent care highlights the breadth of roles paramedics are already undertaking across both countries. From rural clinics and aged care facilities to industrial sites, paramedics are stepping into diverse environments where their skills are not only relevant but essential.[1]
Yet, despite this momentum, systemic barriers remain. Current legislation, funding models, and policy frameworks have not kept pace with the profession’s capabilities.
While some progress is being made, in many jurisdictions, paramedics are still not formally recognised as part of the primary care workforce, limiting their ability to practise to their full scope and contribute meaningfully to multidisciplinary care teams.[1]
This disconnect is particularly stark in rural and remote communities, where access to timely care is often compromised. In these settings, paramedics are uniquely positioned to bridge service gaps, reduce avoidable hospital transfers, and provide continuity of care. But to do so effectively, we need enabling policy that is nationally harmonised and supports their integration, career pathways that recognise their expertise, and funding mechanisms that reflect the value they bring.
The release of the first comprehensive paramedicine workforce data across Australia and Aotearoa New Zealand adds further weight to this conversation. The findings offer critical insights into the demographics, motivations, and career trajectories of our workforce, insights that should inform not only workforce planning but also broader health system reform.[2] [3]
What’s clear from the data is that paramedics are ready and willing to take on expanded roles. Many are seeking opportunities beyond traditional ambulance services, driven by a desire to make a broader impact and to work in more sustainable, community-based models of care. This is not about moving away from emergency response, it’s about complementing it with proactive, preventative, and person-centred care.
As a profession, we must continue to advocate for the removal of structural barriers and the creation of new pathways that allow paramedics to practise where they are most needed.
This includes embedding paramedics in general practices, urgent care centres, and community health teams, supported by appropriate governance, education, and remuneration.
The opportunity before us is significant. By fully integrating paramedics into primary and urgent care, we can enhance access, improve outcomes, and build a more resilient and responsive health system. But it will require bold leadership, collaborative policy reform, and a shared commitment to unlocking the full potential of our profession.
At the College, we remain steadfast in our advocacy for these changes. We know that when paramedics are empowered to work to their full scope, everyone benefits - patients, communities, and the health system as a whole.
References
[1] Position Statement: Paramedics: A sustainable healthcare workforce supporting team-based primary and urgent care across Australasia. [2] Media release: The first comprehensive paramedicine workforce data released. [3] Australasian Paramedicine Workforce Survey
TheEuropean EMS Congress 2025
European EMS Congress took place from 2-4 June 2025 in Stockholm, Sweden. The event was attended by over 1200 delegates from 47 Countries, across 5 continents. Last held in 2022, this year’s event was a collaboration between EMS Europe and Region Stockholm with support from HLR Radet, AISAB and FLISA.
Under the EMS Europe ethos, “It takes a system to save a life”, the sub-theme for the 2025 congress was “Safety for our patients, our people and our communities.”
The congress opened with a keynote from Pelle Gustafson on Patient Safety. Other keynote sessions of importance were the WHO Framework for Emergency Patient Care and the Médecins Sans Frontières presentation on Healthcare in Conflicts, which received a standing ovation from those present.
As ever, the congress supported an abstract competition which showcased over 190 posters. With a renewed focus on sustainability, this year the organisers switched to a digital poster format (using renewable energy) with individual poster presentations.
This year’s European EMS Championship featured a record 16 teams and showcased the diversity in EMS services globally, with 15 countries represented.
After an exhaustive day of preliminaries, three teams were selected to progress to the live final: The EMS Capital Region DK Team (Denmark), Team Ijsselland (Netherlands) and the team from KAGes & Med Uni Graz (Austria).
The Austrian team from KAGes & Med Uni Graz were the Judges’ winners of the championship, with Team Ijsselland taking second place. However, an audience vote was also held, and the winner was The EMS Capital Region DK Team from Denmark.
The championship teams were celebrated in a prizegiving ceremony at the Gala Dinner, held in Stockholm City Hall, which has played host to several prestigious events, but is most notable for being the venue in which the King of Sweden awards the Nobel Prizes annually.
Day 3 featured the unique ‘EMS Labs’, and delegates were invited to choose between seven high-quality labs and workshops teaching critical thinking and practical skills. Subjects ranged from Maternity and Obstetric emergencies to climate change and sustainability in EMS.
The final day also saw the return of the innovative ‘EMS Talks’ session in which 10 speakers delivered a 5-minute ‘TED’ style talk to delegates. This year, an interactive element was introduced, whereby delegates could vote
for their favourite EMS Talk. The winner was Anna Moe Øvstebø from Norway, who delivered a short talk entitled ‘The CPR Guarantee Paradox’
Patrik Söderberg, Chief Medical Officer for Pre-Hospital Care in the Stockholm Region and board member for EMS Europe, said, “The EMS Congress has once again put the spotlight on pre-hospital care. This year’s highquality scientific program delivered unique opportunities for learning and collaboration. The congress provided a forum for a diverse range of healthcare professionals from around the world to come together to share ideas and best practices.”
Freddy Lippert, International Chief Medical Officer for Falck and board member for EMS Europe, said, “EMS2025 built on the success of our previous congresses, delivering an unparalleled and unique learning experience for delegates, competitors and volunteers. This year’s congress showcased high-quality scientific research, and offered an international dialogue on emerging issues for emergency medical services and pre-hospital care. EMS Europe exists to share learning internationally, to advance the field of pre-hospital care, and to improve patient outcomes and experience. We look forward to delivering more opportunities for learning in the future.”
Discover. Connect. Thrive.
Membership fees are tax deductible, and we support you with:
advocating for more career opportunities, workforce flexibility, recognition of capabilities, health and wellbeing
professional practice programs for continuous training and development
dedicated student study resources
10-12 September 2025 Hotel Grand Chancellor, Brisbane
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The Cooperative Research Consortium (CRC) for Intelligent Prehospital Systems
Ensuring smarter, faster prehospital care at first contact
By Titan Prehospital Innovation
In 2023, Titan Prehospital Innovation led a workshop to form Australia’s first CRC for Intelligent Prehospital Systems. The meeting brought together clinical, academic and health technology leaders.
Former CE of the CAA, David Waters, addressed the workshop, speaking to sector-wide challenges that pose major risks to the delivery of prehospital care in Australia across the next decade, including:
1. Lack of capability and capacity for clinical trials within the prehospital sector
2. Lack of advanced manufacturing capability for lighter, electric and digitally connected ambulance fleets, ED, and clinics
3. Lack of coordinated but decentralised approaches to codeveloping, testing and integrating point-of-care medical technologies with siloed R&D into hospitals and limited industry translation
4. Lack of workforce cross-training in digital and virtual care models, limiting sector preparedness for incoming global changes in AI-powered clinical decision support
5. Lack of co-designed and curated AI/ML platforms that can be used by industry to enhance resource deployment strategies for emergency responses in key clinical areas
6. Lack of regulatory and commercialisation support during the critical post-clinical validation phase, limiting ROI for new technologies critical for the sector’s performance.
The CRC will bring together emergency services, hospital emergency departments, other healthcare providers, academics, policy makers, technology developers, manufacturers, patients and user groups to develop solutions that will deliver real impact.
The CRC for Intelligent Prehospital Systems is now calling for project EOI to be considered for funding.
Vision
A sustainable and powerful prehospital sector equipped to harness emerging globally disruptive digital and medical technologies
Mission
To develop, demonstrate and de-risk technology pathways needed to transform Australia’s emergency services and medtech sectors to be internationally-leading and underpinned by powerful new sovereign capabilities, including Australian-made novel portable diagnostics, point-of-care screening and monitoring tools, AI-powered virtual care, clinical decision support tools and health systems intelligence platforms.
Values
• Collaboration
• High Performance
• Sustainability
• Innovation
Overview of CRC
This CRC will support medium to large-scale and multi-disciplinary projects that address key challenges in emergency care. These will be underpinned by five critical national capability platforms, with each platform functioning as a space for industry to partner with health and academic teams focused on the same challenges. Research projects may be discrete or preferably span the five key platforms forming a program of work:
1. Acute Clinical Targeted Translation Platform:
A precision clinical trials platform to support and enable multidisciplinary pre-hospital studies to validate novel medical technologies for triage, diagnosis, treatment, monitoring, and transport.
2. Smart Ambulance Platform:
Development of advanced manufacturing capability for lighter, electric and digitally connected ambulance fleets with new virtual telemedical care technologies for in-field hyperacute responses. Coverage technology development with new vehicle design and manufacturing expertise to enhance future fleet design, coordinating around existing infrastructure.
3. Lightweight Portable Imaging and Monitoring Platform:
A suite of medical device projects underpinned by the CRC’s central industry-health-economic tripartite model, aimed at co-developing, testing and integrating point-ofcare technologies and accelerating product development through embedded end-user validation.
4. Clinical Decision Support Platform:
Collaborative projects linking industry with health services and expert researchers in the digital twin and computational simulation space, enabling co-design and curation of AI/Machine Learning tools such as automated imaging and diagnostic systems for in-field paramedics, automated appbased clinical scales embedded in paramedic duty phones or tablets, synthesis of multi-factor clinical data to predict patient trajectory and inform triage, and health servicelevel tools that enable real-time and longitudinal monitoring of resource deployment responses.
5. Export and Exit Ventures Platform:
Provide national sovereign capability and capacity, to accelerate the transition of medical technologies to market through improved access to regulatory and commercialisation expertise during the critical post-clinical validation phase. This will enhance ROI for new Australian technology developers critical to the sector’s performance and provides unique and much-needed exposure and cross-training for paramedic and other health researchers engaged in industry projects.
Research First
Types of projects that can be funded
EVALUATIONS
The comparison of alternative potential pathways with consistent and independent methods. These evaluations can be of either a technical or non-technical nature.
TECHNOLOGY DEVELOPMENT
Innovative advances of emerging technology with strong potential to lead to a significant increase in viability or overcome barriers.
DE-RISKING AND DEMONSTRATION
Technical projects will typically support and de-risk larger-scale demonstrations and involve experiments at both sub-pilot scale and pilot scale to increase understanding, together with predictive modelling. Non-technical projects can include market evaluations, together with recommendations for policy or regulatory framework, and can extend to an entire sector rather than a single technology.
Projects that bring extensive partner networks will help enrich the ecosystem for all consortium partners. Likewise, early preclinical R&D and clinical validation for medical devices and virtual care technologies are encouraged.
Scaled implementation and deployment pilots with the overall aim to accelerate direct integration of new technologies into ambulance fleets and other prehospital/out-of-hospital services.
• For technology developers, projects that have a clear case for reducing time to market, maximise export potential for Australia and which enhance health & economic outcomes for our health services.
• Key clinical targets include (but are not limited to): trauma, MI, stroke, sepsis, respiratory, and mental health We encourage applicants to complete an EOI.
INNOVATION ENABLERS
Innovation enablers are the factors that support and facilitate the creation and implementation of new ideas and processes within an organisation. These enablers can be internal or external, and they can range from leadership support and funding to technological infrastructure and a culture that encourages experimentation.
Training an Elite Prehospital Healthcare Workforce
The CRC will invest in upskilling and training of the prehospital workforce. Working with KOLs across our six acute clinical target areas, dedicated education and training programs will be established. This will elevate paramedics to an elite prehospital healthcare workforce. This includes specialised training in the use of advanced technologies, virtual care protocols, and decision support systems. Virtual reality (VR) and simulation tools are employed to enhance paramedic skills in diverse emergency scenarios. Training ensures clinical endusers are ready for ongoing use in standard care.
Benefits that continue to deliver
• Long-term job growth, competitiveness, intellectual property ownership retention and self-sufficiency of Australian industry in the global MedTech economy.
• Professional and technical development for the next generation of highly skilled workers, particularly in regional areas
• Unprecedented health intelligence capability, embedding research capacity into virtual care and medical technology industries, driving continuous systemwide optimisation in emergency healthcare.
• Safeguard a sustainable and powerful prehospital sector equipped to harness the emerging global disruptions in digital and medical technologies as a matter of health system preparedness
Through the generation of mobile stroke units and stroke smart ambulances, the consortium has already made significant progress in transforming prehospital stroke care across Australia. The implementation of advanced telehealth using the Zeus platform and enhanced paramedic education has resulted in streamlined and improved processes (reductions in inter-hospital transfers, decreased door-to-needle time, increased rates of thrombectomy) and, as a consequence, benefits to the long-term outcomes of stroke patients.
Using this strong evidence for the success of the prehospital model, the consortium will be expanding operations to target other conditions with unmet need in the space, including cardiovascular disease, mental health, trauma, sepsis and respiratory illness.
Importantly, the establishment and deliverables of this consortium have been designed to align perfectly with major government initiatives, including priority areas in the National Reconstruction Fund (NRF) such as medical science manufacturing and enabling sovereign capabilities.
The consortium welcomes proposals for research programs from industry partners that wish to collaborate with the extensive expertise contained within the existing health and academic teams. In particular, projects that can help accelerate the direct integration of novel technologies into ambulance fleets and other prehospital/out-ofhospital services are of interest.
Finally, the consortium will also be engaging in a strategic and widespread education and training initiative, designed to ensure that the next wave of prehospital health service providers are appropriately equipped to work in this revolutionary space. It is anticipated that this program will be implemented from the earliest stages of learning, through the development of subjects and courses at the undergraduate and Masters level, as well as being offered as microcredential upskills for existing professionals.
Education and Training Targets
Over a 7-year CRC:
50 HDR Completions
5 New masters courses developed
50 Masters by coursework completions
30 New microcredentials developed
6000 Professionals trained
10 New undergraduate programs developed
600 Students trained
We are excited by this launch and confident that this consortium of key partners will underpin the development of new health technology industries in Australia and cement our leadership internationally in acute prehospital care. The CRC EOI process closes in February every year, and we are aiming to submit in the next round. Please get your proposals in soon!
Smart ambulance technologies
+ Real-time virtual communication using video -conferencing
+ Rapid entry case notes
+ Integration with patient records
+ AI enabled Clinical Decision Support
+ Medical Device integration
To
A Decade of Impact:
What the Data Says About Out-of-Hospital Cardiac Arrest
Survival in Australia and New Zealand
Dr Shohreh Majd
Every paramedic knows the adrenaline-charged intensity of responding to a cardiac arrest. They train for it, they rehearse it, and they carry the weight of every outcome, good or bad.
But what do ten years of data across Australia and New Zealand tell us about the broader picture of survival? Where are we making progress, and where do challenges remain? Between 2014 and 2024, ambulance services in Australia responded to over 81,000 out-of-hospital cardiac arrests (OHCAs), while New Zealand services reported more than 24,000.
Of these, the vast majority, approximately 85%, occurred before a paramedic arrived on scene. This reinforces something paramedics have long known: “what happens before we arrive can make or break a life”.
In Australia, the average survival for paramedicwitnessed arrests was 48%, compared to 26% when the arrest occurred before paramedics arrived. New Zealand data showed a similar pattern: 47% vs 26%. The message is clear: timely intervention saves lives.
Our analysis found that when a paramedic was present at the moment of arrest, survival rates were nearly twice as high.
Dr. Shohreh Majd Research and Policy Manager, The Council of Ambulance Authorities
The presence of a shockable rhythm (VF/VT) remains a powerful predictor of survival, with these patients consistently showing the best outcomes. Survival rates for VF/VT arrests, whether paramedic or nonparamedic witnessed, ranged from 43% to over 50% across the decade. These rhythms represent critical windows of opportunity, but only if defibrillation happens fast.
However, there are concerning trends too. Survival rates for non-paramedic witnessed arrests in New Zealand have slowly declined, from 28.5% in 2014/15 to 24.4% in 2023/24. A similar flattening trend is seen in Australia. These findings suggest that improvements in community response have not kept pace with clinical gains.
So where do we go from here?
As paramedics, our influence begins the moment we arrive, but the chain of survival starts well before that. We need to continue championing public CPR training, increasing AED access, and strengthening first responder programs.
Internally, we must keep refining clinical protocols, supporting rapid dispatch, and using data to drive innovation.
A/Professor Shohreh Majd is a Neuroscientist, University Lecturer, and Research and Policy Manager with expertise in workplace stress and trauma.
With over 15 years in academia and policy, she focuses on workforce well-being in ambulance services, addressing critical issues like Occupational Violence in paramedicine through neuroscience and evidence-based strategies.
WHEN RAMPING DELAYS CARE,
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When the system slows down, paramedics need tools that keep moving.
#ThankAFirstResponder
Our community
Lifesaving Skills at the 95th Mudgeeraba Show
Queensland Ambulance Service headed to the 95th Mudgeeraba show recently and had a fantastic time mixing with the community. Here, they were quite busy sharing CPR awareness, explaining and showcasing the Emergency Plus App and having the fleet available for locals to see. With over 100 people joining the QAS, we are excited to see more people learning these life-saving skills.
State of Origin Blues for NSW Ambulance
The result might not have gone the way they pictured it, but it has been amazing to see NSW Ambulance Paramedics out keeping both NSW and Queensland rugby fans safe throughout this State of Origin series. Remember, if you’re at an event, there are always people around who can help.
Ambulance Tasmania Hard Landing Simulation
If a plane were to take a hard landing, the Ambulance Tasmania team are ready. Recently, Ambulance Tasmania and over 140 emergency workers gathered at Launceston Airport for PRACEX25. With paramedics and a supervisor in attendance, the attendees sprang into action. Training for these scenarios prepares all EMS to collaborate well, act fast and act accordingly if ever required.
New AED for Wycheproof
We absolutely adore seeing more AEDs available to the public. This new AED will be the 9th device in Whycheproof, Victoria, with six so far readily accessible by the public 24/7. This new lifesaving device was donated due to Wycheproof’s participation in the Heart Safe Communities Program. Congratulations, Wycheproof, we look forward to seeing more in your town.
Scan the QR here to see their locations >>
Mike’s Memory
West Coast Eagles superfan and ambulance fleet maestro Mike Ivanovski took to Optus Stadium to toss the coin for his beloved Eagles. Mike has been working tirelessly, keeping St John WA’s fleet on the road for over three decades. Thank you for all of your work so far. We hope you enjoyed your moment on the park and the Eagles got up for you, Mike.
A
Wonderful
Meeting
for Matthew Matthew was out riding his motorcycle throughout the Adelaide Hills when he was involved in an accident, which left his bike on the opposite side of the road and under an oncoming vehicle. First on the scene was off-duty volunteer ambulance officer Ken, soon followed by paramedics Georgia, Stephen (pictured) and Team Leader Tyson. Here, Georgia and Stephen spoke to Matthew about the events that took place. Great to see you, Matthew, and amazing work to Ken, Georgia and Stephen.
Time to Learn!
St John NT 2025 Heart Grant Update
The end of June saw the close of the 2025 Heart Grant program. The Northern Territory now has 50 more AEDs available to the community. This important initiative is backed by the Northern Territory Government’s Community Benefit Fund and is part of SJNT’s commitment to saving lives and building community resilience. We hope these don’t need to be used, but are glad they are readily available.
Nick of Wellington Free Ambulance stopped to see some tamariki at City Kids Childcare Centre recently. After an interactive and informative session about what ambulances do, calling 111, the kids were fortunate enough to get a closer look at these wonderful vehicles. No surprise that the siren was a crowd favourite, it still is for us too. Great work, WFA, for providing these children with a memory that is sure to last a lifetime.
Severe Weather Helpers
The community from Nelson Tasman in New Zealand assisted the Motueka team during some of the severe weather that they have had. The station suffered a power outage, and the community came to their aid in various ways. Fortunately, the outage didn’t impact their ability to respond to emergencies. This is what community is all about, great work, everyone.
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CAA helps provide an important link between the ambulance sector and businesses that provide goods and services for this industry. It’s instrumental in providing networking and partnering opportunities. Don’t hesitate to reach out to organisations of interest.
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Interested in becoming a part of The Directory? Contact admin@caa.net.au
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You Can’t
Mitch Mullooly Health and Wellness Strategist
Specialising in the wellbeing of first responders, Mitch is a Professional Advisor for Te Kaunihera Manapou, Paramedic Council of New Zealand; Senior Advisor for Fire and Emergency New Zealand; Advisory Board member for Te Kiwi Maia, The Courageous Kiwi; and proud CAA Women in Ambulance honour recipient.
Mitch is also a published author, speaker and feature columnist for several sector related magazines, communiques, webinars, and podcasts, and the creator of Eat|Train|Be - Fit for Duty.
Why Switching Off Matters More Than Ever
MITCH MULLOOLY
I’ve been noticing something latelyand maybe you have too. In meeting rooms, on station couches, at the café while grabbing a quick flat white… heads are down. Not in thought or reflection, but buried in devices.
We’re physically present, but mentally somewhere else - scrolling, swiping, replying, consuming. Even off duty, we’re not off. It’s like everyone is in their own little portal, and the world around them fades into the background.
And it worries me - not just as someone who cares about performance, safety, and health - but as someone who’s been there too. That feeling of being wired but exhausted. Awake but not fully alive. Distracted, overstimulated, and disconnected. From others, sure - but mostly from ourselves.
In emergency services, we’re trained to be switched on. We’re rewarded for fast responses, for being
reachable, for jumping in when others can’t.
But that constant ‘on-call’ mindset doesn’t disappear just because the shift ends. It follows us home, into our relationships, our sleep, and our recovery time. That’s where the damage happens.
This isn’t a ‘phones are bad’ preaching session, I promise. Tech has its place; it helps us connect, coordinate, and respond faster than ever. But if we’re not intentional, we become so chronically connected that we forget what it feels like to just be. And that’s a problem for our nervous systems, our mental health, our relationships, and our performance under pressure.
Wellness First
So let’s do something about it.
Here are five simple but powerful ways to take your brain off call. These aren’t fluffy tips from the latest lifestyle mag because who needs more of that, right? These are real-world strategies for people who live and breathe the front line.
1. Treat your phone like PPE - only use it when the job requires it
You don’t wear your high-vis vest to the beach. You don’t wear gloves to dinner. So why do we wear our phones everywhere?
We’ve blurred the lines between what’s essential and what’s just habitual. Phones used to be tools - now they’re companions, stress relievers, boredom busters, and yes, sometimes just reflex. But that constant access to information, stimulation, and comms keeps your brain in a low-level state of readiness, even when the pager’s quiet.
As ambulance personnel, we know how important PPE is. We gear up when we need protection. We gear down when the job is done. The same logic can apply to your device.
Try thinking of your phone as an operational kit. On shift, it’s part of the job - calls, alerts, updates, shift changes. Off shift, it should be stowed. You’re not ignoring responsibilities, you’re applying scene safety to your own nervous system.
Real-world tip: Use a physical cue to reinforce the shift. One approach I love is the two-case system:
• A rugged, hi-vis, work-case for on-duty
• A clean, simple, low-profile case for off-duty
Even the act of switching the case sends a message: I’m off now. You could take it further - turn off background app refresh, delete work apps outside of rostered hours, or set up separate home/work profiles if your device allows.
The key message here?
Your phone has a job. But it’s not supposed to run your life.
Remember, when you wear your PPE 24/7, it becomes a burden. When you carry your phone like it’s a life-saving kit - when it isn’t - it does the same thing to your brain.
2. Park your phoneliterally.
We tell each other to leave the job at the door - but let’s be real, most of us walk straight inside with our phone still in our hand, scrolling before we’ve even taken our boots off.
It’s not that we’re addicted to the phone itself; it’s what it represents: the need to stay ready, responsive, useful, up to date. That mindset makes us great in emergencies, but it’s exhausting when we apply it to every part of life.
That’s where the idea of physically parking your phone comes in. Just like we dock our radios or park the vehicle at a station, we need a home base for our devices - somewhere away from our hands and heads. It’s not about banning your phone. It’s about setting boundaries that your nervous system can actually recognise. Out of sight, out of mind, works better than we think.
Real-world tip: Set up a phone ‘drop zone’ near the front door, kitchen bench, or even in the laundry. Somewhere inconvenient enough that it takes intention to retrieve it. Use a small basket, drawer, or even label it “Device Garage” if you want to get the kids (or your crewmates) on board, too.
Start small:
• Park your phone for the first 20 minutes after arriving home.
• No phones at the dinner table.
• Device-free bathroom breaks (yes, even those!).
Sounds basic, but these micro-habits reclaim real moments. You’ll be amazed at how much more present you feel when you stop checking a device that isn’t even alerting you.
And here’s the thing - when we stop clutching our phones like oxygen tanks, we start noticing more: what our body needs, what our partner’s saying, what the weather’s doing. All the stuff that makes life richer and more human.
Because if we’re always on calleven at home - we’re not really home, are we?
3. Run a shift roster for your notifications
We live by the roster. We know exactly when we’re on duty, when we’re on call, and when it’s finally our turn to stand down. So why don’t we apply the same thinking to our digital lives?
Notifications have become our modern-day sirens - pinging, buzzing, and flashing like something urgent is always happening. Most of the time? It’s not. Yet our bodies react like we’re being dispatched to a job.
That constant drip of alerts trains your nervous system to stay in a lowlevel stress response - hypervigilant, reactive, always waiting for the next thing. And in this job, we already carry more than our fair share of adrenaline and cortisol. We don’t need to volunteer for more.
So here’s the shift: treat your notifications like a shift roster. They get a start time and an end time.
Not every message deserves your instant attention. Especially when you're off-duty, trying to be present with your whānau | family, resting, or just not thinking about work. Because let’s face it - those group chats, app alerts, and algorithmdriven distractions are relentless unless you tell them otherwise.
Real-world tip:
• Use your phone’s Do Not Disturb, Focus Mode, or Digital Wellbeing settings to create clear notification boundaries.
• Schedule notification-free blocks into your calendar like you would a shift: ‘Decompression Mode: 6pm–8pm,’ ‘Phone Silence: 1 hour post-night shift,’ or ‘No-Alert Lunch.’
• Want to take it up a notch? Use custom auto-replies: ‘Off duty - will respond when back on deck.’ It sets expectations and gives you breathing room.
The goal isn’t to go dark forever. It’s to reclaim enough space to reset. To give your brain a break from the micro-stress of being constantly interrupted.
Because here’s the thing - not every alert is an emergency. And you don’t have to respond to everything like it is.
This job trains us to be ready for anything. But staying on alert all the time? That’s not resilience. That’s overload. So run your notifications like a good roster: firm start, clear finish, and regular breaks. Your nervous system will thank you - and so will the people around you.
4. Replace the scroll with a micro-ritual
Let’s be real - most of us aren’t reaching for our phones because we need to. We’re doing it because we’re tired, bored, overstimulated, or trying to switch off from something hard. Scrolling is the digital equivalent of zoning out in the station rec room - it gives us just enough distraction to not feel everything else.
But here’s the catch: the scroll doesn’t actually help us reset. If anything, it winds us up more. You’re not decompressingyou’re just delaying recovery.
This is where micro-rituals come in. Not routines. Not habits. Rituals. Small, meaningful actions that ground you in the present moment and give your nervous system the message: You’re safe. You can slow down now.
Think of micro-rituals as your ‘off-call drills.’ Short, simple, sensory-based activities that regulate your body without needing a screen or a scroll.
Real-world examples:
• Swap your 5-minute doomscroll with 60 seconds of box breathing. (In for 4, hold for 4, out for 4, hold for 4.)
• Instead of flicking through Instagram in the bathroom, run your hands under cold water and reset your senses.
• No more emails at red lightstry clenching and releasing your fists to discharge tension.
• Replace the morning scroll with stepping outside, feeling the air on your face, and checking in with your body.
You don’t have to be spiritual or crunchy to do this. You just have to care enough to give your brain a break that doesn’t involve 400 TikToks and a mild sense of dread.
Because here’s the truth: You’re not addicted to your phone. You’re under-rehearsed at rest. And like all skills in this job, rest takes practice too.
Swapping the scroll isn’t about discipline. It’s about self-respect. It’s about creating moments of stillness that remind you you’re a human, not just a responder. And if you’re serious about recovery, regulation, and readiness, these tiny rituals might just be the most powerful tools you carry.
Wellness First
5. Choose Real Connection Over Group Chat Banter
Let’s talk about the group chat.
You know the one. Banter, gifs, memes, black humour, maybe a passive-aggressive roster gripe or two. It’s our way of staying in touch without saying too much. It feels like a connection… but is it?
Don’t get me wrong - those chats have their place. They’re how we stay linked when we’re scattered across shifts and stations, how we decompress after a gnarly call, how we say "I'm here" without having to get all emotional.
But if we’re being honest, a lot of us are hiding in the group chat. Surfing the surface while quietly sinking underneath.
In this job, where we see more in one shift than most people do in a lifetime, real connection isn’t optional - it’s lifesaving. We need spaces where we can talk honestly. Where someone notices if we go quiet. Where we’re seen, heard, and reminded that we matter beyond the uniform. The problem? Digital connection can create the illusion of closeness while actually keeping us at arm’s length. We need to bring it back to basics. Fewer blue ticks, more eye contact. Less “lol” in text, more actual laughter in person.
Real-world tip: Commit to one real connection a week.
• A phone call instead of a message
• A walk or a drive with someone who gets it
• A cuppa on the station couch without devices
• Checking in on that crewmate who’s been "fine" for a little too long.
If you’re a leader, model it.
If you’re a new recruit, look for it.
If you’re tired and don’t know where to start, just ask: “How’s your head?” and listen. Properly.
Because behind every banter-heavy thread is usually someone doing it tough. And sometimes you are that someone.
Here’s the truth: We spend our days showing up for strangers. But the real test is showing up for each other - and letting others show up for us.
So, the next time you’re about to drop another “lol” into the group chat, maybe hit call instead. Maybe check in for real. Maybe turn that online thread into offline support. That’s not soft. That’s strength. That’s crew culture at its best.
Final Thought:
You deserve to be off duty too!
You know how to show up in a crisis. You know how to run toward the chaos when others freeze. But being constantly plugged in isn’t a badge of honourit’s a fast-track to burnout. It’s not about quitting tech or disappearing off-grid. It’s about taking back just enough control to give your nervous system a break. Not just for your health, but for your longevity in this role.
So next time you reach for your phone out of habit, ask: What do I really need right now?
A scroll?
Or space to breathe?
Start there. Your brain will thank you.
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