Showing posts with label Ambulance. Show all posts
Showing posts with label Ambulance. Show all posts
Friday, October 16, 2015
Sunday, June 14, 2015
Friday, October 24, 2014
Saturday, December 29, 2012
New London GLC Ambulance Prototype Unvailed 1973
New Greater London Council Ambulance Service, Ambulance
designed by Anthony Smallhorn and manufactured by Reeve Coachbuilders Ltd
On 30 January 1973, Sir Desmond Plummer, Leader of the GLC, handed over a new prototype ambulance to the London Ambulance Service.
The new ambulance, designed to meet the specifications of the Ministry of Health's Miller Report of 1967 and the Ogle Report, sponsored by the National Research Development Corporstion in 1969, will mean greater comfort for the patient (with its front wheel drive and independent suspension) and should be far more acceptable to the crew, in so far as there is full standing height inside and the step height into the vehicle is only 9
inches (as compared with an average of 23 inches in existing ambulances).
Whilst the interior is scarcely bigger overall, the design of the new ambulance manages to provide much more room for and access to the two patients, with space for an attendant to sit at the head of the stretcher.
Under the Government's planned re-organisation of the Health Service, control over the London Ambulance Service will pass from the GLC to one of London's four Regional Hospital Authorities. Sir Desmond took the opportunity of expressing his concern over this proposal and hoped that the Government would have 'second thoughts about removing such a vital service from the control of the democratically elected representatives of
the people'.
the people'.
Wednesday, June 04, 2008
Ambulance Dispute 1989-1990
Ambulance workers enjoyed unprecedented levels of public support during the six-month dispute as opinion polls found more than four out of five people consistently backed the unions.
Successive Gallup
Electors said they would even be prepared to pay a little more income tax to fund a deal, while other health service staff, including nurses, disclosed that they would not demand an equal pay rise if ambulance crews and control room staff were awarded more than the going rate.
Such sympathy was evident daily by the millions of pounds that filled the buckets
thrust forward by the ubiquitous, fluorescent-jacketed ambulance staff that became as much a part of shopping centres as Boots and McDonald's.
thrust forward by the ubiquitous, fluorescent-jacketed ambulance staff that became as much a part of shopping centres as Boots and McDonald's.
TUC General Secretary Norman Willis told how would-be queue-jumpers were ordered to the back of the line while he waited patiently to add his name (no doubt again) to the record-breaking petition.
All good stuff for the unions but, of course, it was never ordained to be so, as previous disputes involving NHS workers in the 1970s and early 1980s demonstrated.
This time round the five unions involved COHSE, NUPE, TGWU, NALGO and GMB — paved the way for their own success by breaking new ground with a slick public relations campaign that went further than any previously used by a workforce during a dispute.
The initiative was seized with a strategy that had its effect on the wider world of statements and actions worked out, instead of merely addressing the troops, and realised the importance of newspaper, radio and TV in getting a message across.
Once a groundswell of public opinion had been generated, every opportunity was taken to portray the crews and not the Government as the patient's friend and to hammer home a simple message.
Initiatives were repeatedly launched to make the running rather than merely provide reaction which, by staying one step ahead, often wrong-footed the Government and kept the Departmental of Health on the defensive for much of the time.
Frequent press conferences, a national demonstration, the petition, a quarter-hour of action and even a hunger strike kept the dispute in the public eye when it might have been forgotten.
The unity displayed by the five unions and the absence of what for the NHS used to be traditional in-fighting, rivalry and factionalism allowed a united front to be displayed which forced journalists to look towards the Government for splits and divisions.
In that vein, tasks were allocated to avoid repetition and confusion. NUPE's Roger Poole, the chief negotiator, became the public voice and was constantly in the media, modelling a new hair cut and a businessman's suit to look as well as sound the part.
Meanwhile, COHSE's Bob Abberley beavered away behind the scenes in Parliament to put crucial political pressure on Ministers which was as important.
Several years ago everyone would have been clamouring to appear on TV as they jockeyed for status and, no doubt, future members. Now a trio of those involved, COHSE, NUPE and NALGO, could end up merging — partly as a result of the demonstration that they can work together.
The two immediate goals of the dispute
— a substantial pay rise and new pay machinery — were constantly pressed home in simple, relevant terms by the unions, while other issues such as local bargaining and privatisation which the public would either not understand or have less sympathy with were left in the background.
Opinion polls showed that the ambulance worker-supporting public did not know what the Government's offer was or how the pay mechanism demanded would work. But what they did believe was that crews were worth more, and the new system would just about rule out future industrial action.
The employers, on the other hand, varied their official spokesman between Kenneth Clarke, NHS chief executive Duncan Nichol, and David Rennie, who chairs the employers' side on the Whitley Council negotiating body, with the result that apparent differences of opinion were interpreted as splits.
In many respects the unions' public relations campaign set a model for others to follow and established standards by which they will be judged in the future.
The strategy was not entirely new, although the effective use of the latest communications technology which meant Poole and Abberley could always be reached for an instant quote did break new ground.
After all. National Union of Railwaymen General Secretary Jimmy Knapp
projected himself very successfully last summer as the passengers' friend in the confrontation with BR over pay and bargaining rights by hammering home a simple message and making it relevant to the wider travelling public rather than limiting the dispute to the interests of his members.
projected himself very successfully last summer as the passengers' friend in the confrontation with BR over pay and bargaining rights by hammering home a simple message and making it relevant to the wider travelling public rather than limiting the dispute to the interests of his members.
And the Confederation of Shipbuilding and Engineering Unions hired a PR firm with close links to the labour movement to get their message across in the shorter working week campaign.
But the five national negotiators, dubbed the "famous five" for the way they often appeared together and even started wearing matching overcoats, took PR a significant step further.
The dispute was right for the tactics. Ambulance workers had a reasonable it not a good case and have a high public profile because of the life-and-death nature of the job. The timing of the dispute was also right in that the polls had already started to move against the Government, which the unions were able to capitalise on.
Flashing blue lights and 999 sirens provided excellent TV pictures in particular and the service has something of a glamorous image for outsiders.
Further, crews used to dealing with the public in high-pressure situations adapted
well to the glare of TV lights and, judging by the number of local stunts launched,
actually liked the media attention.
well to the glare of TV lights and, judging by the number of local stunts launched,
actually liked the media attention.
Running a similar campaign on behalf of other low-paid groups such as ancillary workers — however deserving — will not be as easy. But the lessons are there and should be learnt.
Splits and in-fighting in the union camp would have been reported. Violent picketing and clashes with the police would have made attention-grabbing TV pictures. Disputes will be covered in the form they occur. It's up to the unions how they want to run their campaigns, but if it's public opinion they want on their side, they could do worse than copy the ambulance workers.
Kevin Maguire is the Daily Telegraph labour correspondent.
He writes here in a personal capacity.
COHSE Journal May 1990
NOTES
In my experience, this was undoubtedly one of the best led strikes in the NHS, the ability to use the media and the discipline of local Ambulance union reps and members was key to winning and maintaining public support.
The hub of the dispute was undoubtedly London and West London in particular most notably Park Royal, Feltham, Twickenham and Hillingdon ambulance stations.
Crews in Birmingham , Merseyside and Dorset were also very strong
The tactic of slowly increasing pressure on employer (overtime bans, emergencies only etc) forced the management in frustration to effectively “lock out” ambulance staff by refusing to send any calls to these stations and bring in the Army.
The Crews responded by occupying the ambulance stations as they did at Hillingdon, the management being forced to issue injunctions, but with little effect.
Elsewhere, in the country, Ambulance management in many areas did not follow London
Nine weeks into the dispute the Health Service Journal reported that an estimated 27 out of 44 ambulance services were operating a 999 only service.
Kenneth Clarke’s remarks that ambulance workers were little more than “professional drivers” totally incensed the crews.
On January l3th 1990 75,000 attended a TUC national demonstration in support of the ambulance workers and on 30th January a day of solidarity, when South London bus drivers came out on strike.
While the dispute was not a total success, the public was confident the unions had rightly won and gave a big fillip of confidence to NHS trade unionists.
Roger Poole was an excellent public speaker and with a CP background understood the need to keep both the public and the members on side. Bob Abberley became know as “Rogers bag carrier” and Jeanette Roe COHSE Regional Officer did Stirling work with Pete Marshall COHSE Regional Secretary in galvanising COHSE members in London
As the ambulance service had been initially part of Local Government( London County Council) most staff in London West London (The other key COHSE branch being at Park Royal)
The Ambulance dispute started October 1989 – March 1990 and lasted six months
The Great Ambulance petition secured 4.5 million signatures
Pictures of the Ambulance dispute in Hillingdon (Marion Way NUPE Ambulance Steward) in Uxbridge town centre collecting signatures, on the front line at Hillingdon ambulance station, lastly army ambulance at Hillingdon Hospital
Monday, March 05, 2007
Bill Dunn
Bill Dunn COHSE (1927-1983)
Bill Dunn COHSE Hanwell Ambulanceman was born in
Anyone who met Bill could not fail to admire his courage and fighting spirit. There were many occasions during his life when he needed a considerable amount of both. One of a family of six, he was orphaned by the age of three and spent his childhood in Dr Barnardo's Homes or with foster parents.
It was during the time that he lived in Dr Barnardo's that he first learned about socialism and the trade union movement from no less a person than one of Labour's first women MPs, Bessie Braddock, who was a regular visitor.
Bill joined the Royal Marines at the age of sixteen, under a special arrangement with Dr Barnardo's and saw active service in various parts of the world during his fourteen years' service. He enjoyed the comradeship but hated the system. He had a strong dislike for what he regarded as petty rules and regulations. In fact, while in the marines he was promoted to the rank of lance corporal no less than six times, but, as Bill put it, 'I got busted every time'.
Bill suffered further personal tragedies during the war when he lost one brother on active service and another in a submarine accident in
After leaving the armed services, Bill worked for a time with the Shell Oil company, traveling all over the world. Then he worked in a number of jobs before joining the London Ambulance Service in 1968. Such was his energy that, on his leaving an agent job to work for a plant hire firm, three men were taken on in his place.
Bill met his wife, Maureen, in1964 They were married in 1966 and had two daughters, Alison, now sixteen, and Claire, now thirteen.
I first met Bill when he attended the No. 6 Regional Council meeting in October, 1975, as delegate for Park Royal Branch. Within a few months he had formed a branch of COHSE at Hanwell Ambulance Station, Ealing, London which went on to become one of the biggest branches in the region. Bill was elected Regional Vice-Chairman in 1978, and Regional Chairman one year later, in 1979, a position he held until his death.
He was totally committed to socialism and the trade union movement, and made it clear that as Regional Chairman he expected to be involved with branches' problems. He travelled all over the region, giving support to members who needed it.
He was also active in the CND movement and took a special interest in mentally handicapped children.
It was absolutely typical of Bill to fight his last fight with the same courage as he had fought all his life — his way, head on. He refused to hide or run away. He attended every rally organised in the region during the last pay campaign,
although obviously he was in considerable pain and had difficulty in breathing. I remember suggesting to Bill on one occasion that I should hire a taxi to take him to the rallying point rather than walk. I will not repeat exactly what his reply was, suffice to say my Regional Chairman left me in no doubt that he intended to walk.
It is easy to feel despondent about the loss of someone who was so strong and seemed so indestructible, but to give up the struggle for all the things Bill believed in is just unthinkable. Rest in peace, brother. Your fight goes on.
(Tribute by Pat McGinley,
COHSE No. 6
NOTE
Bill Dunn was one of the most important COHSE lay activist and showed great leadership especially, during the 1979 Ambulance Strike when his house and car were attacked by those opposed to the strike and he was also attacked by those on the ultra left, who condemned his insistence on “Emergency Cover” during the strike.
His support for nuclear disarmament at national COHSE conference was key in securing COHSE’s conference support
A Trophy the Mallinson – Dunn Trophy is awarded annual, since 1984, to an ambulance man or women for recognition of their work in COHSE now UNISON
A garden at the front of Hanwell Ambulance Station is dedicated to his memory
Note on COHSE Hanwell/Ealing branch
The Hanwell branch under Bill, included Ealing and
Marion Way (NUPE Ambulance steward at Hillingdon, London Ambulance Service first women convenor and Labour Councillor, won the Mallinson-Dunn Trophy after it was adopted by UNISON)
Bill took the much photographed delegation from Ealing to TUC Conference in 1982 during the 12% campaign. Also spoke at LSE in 1982
COHSE London Ambulance Service branch (699) established November 1964
Branch Chairman Bert Conaway, 10 Silver Walk, Rotherhithe (ex docker for 15 years) Ted King (Secretary) 16 St Stephen's, Bow (ex bus driver) both worked at West Smithfield Ambulance Station (known as Whisky Station - from their radio call signal) since 1962.
First COHSE LAS branch meeting held at Hop Pole Pub, Gambia Street, S1 on 17th December 1964 (with 80 members)
Thursday, October 19, 2006
Terry Mallinson - COHSE National Officer
Terry Mallinson - COHSE National Officer
It is with great regret that COHSE announces the sudden death of Terry
Mallinson, National Officer who died on
heart attack. just two days after COHSE Conference.
negotiator for ancillary and ambulance staffs, was 49 years old and had been
National Officer since 1 969. In October he would have completed 21 years' service as a full-time officer.
Terry's death is a deep shock and a great loss both to the Confederation and
the whole trade union movement,' General Secretary David Williams said in
tribute. 'For those of us who knew him, his great love of life and tremendous
enthusiasm and energy for whatever task lay ahead, it is all the more tragic.
Terry was a trade unionist of the old school and a tough and skilled negotiator
who made the fight against low pay in the National Health Service his own personal crusade. As a passionate champion of the NHS and welfare state, he cared deeply for the most vulnerable in society and never lost touch with the people he was fighting for.'
Terry was Chairman of both the Ancillary Staffs Council and the Ambulancemen's Council and also the COHSE officer responsible for the National Joint Council for Local Authority Manual Workers. He was also a member of the National Staffs Committee for Accommodation, Catering and Other Support Services and of the National Staffs Committee for Ambulance Staffs and one of the earliest pioneers for professional.
As a member of the TUC Health Services Committee, he played an important part in last year's NHS pay dispute; he was a member of
Health Authority.
Terry was a trained psychiatric and general nurse and former nurse Gold
Medallist at Huddersfield Royal Infirmary before talking up his full-time post with the union as Regional Secretary for his native
Deeply proud of his nurse training, Terry retained his interest and concern in the
development of psychiatric services throughout his union career, acting as
secretary to the COHSE working parties which produced the highly acclaimed
reports the Management of Violent Patients and on NHS Secure Treatment
Units. At the time of his death he was secretary to the COHSE working party on
the Future of Psychiatric Services.
He was also immensely proud of his
of a mining family, he started his working life down in the pits as an electrician.
A devoted family man, he leaves behind him his wife Dorothy and sons Nicolas
COHSE Journal July 1983
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