...Maybe I am just jaded, bitter & twisted
... if so, then I am dark, twisted and scary :lol:
Speaking locally it is not so much the people on the ground who are directly the problem rather it is the higher levels of middle and senior management that cause problems.
St John here runs 13 different activities only
one of which is providing an emergency ambulance service. These other activities have no bearing whatsoever on the emergency ambulance service and may coincidently reduce a few requests for service. Despite this the activities other than ambulance all swallow up money and resources that should be divested of them and streamed into ambulance.
There is a perverse incentive to over-promote it's other activities within the context of providing the emergency ambulance service which creates Crown funder and public confusion. The public has no idea what is going on and neither do the managers, as far as I know none of the very senior managers have any formal management education and are people who have either been head-hunted from other companies or worked thier way up from the street.
Specifically:
• St John is a hugely diverse organization that does not solely provide an ambulance service
• Ambulance is open to perverse manipulation for use as a marketing tool to sell other products and services (be they charitable or commercial)
• The organization appears overly focused on selling the “brand” of St John which is largely counterproductive to the development of the ambulance service
• The diverse national portfolio is counterproductive to professional Paramedic development
• There is a loose national structure with regional variance in service delivery
• Many of the clinical and management decisions are overly focused on budgetary constraints
• The national management structure is excessively bureaucratic
• There is a lack of Advanced Paramedics nationwide
• Non-road based managerial and “clinical support” roles deplete available resources (particularly Advanced Paramedics)
• In-house “authority to practice” governance limits higher-level clinical support due to difficulty separating employment function of the higher-level managers.
• Control of who is allowed to practice at what level is dominated by non clinical factors negatively impacting patient care
• Medical audit processes are variable nationwide
• Funding streams are complicated by the part-charge system, which reduces Government willingness to fully-fund the service, and by St John’s lack of willingness to pursue part-charge debt for fear of public dissent and contractural ramifications.
• Lack of remuneration reflecting the increased responsibility educationally, clinically and risk involved with carrying narcotic drugs discourages some Paramedics from moving to Upskilled Paramedic, which deprives the community of higher-level clinical care.
• Educational packages are compromised to deliver achievable training for volunteers
• Volunteer training is variable nationwide despite a nationally structured pathway