Minutes from 9 meetings of the ACV here. All endorsed covid-19 vaccination of the presented proposed groups, irrespective of the dearth of supporting information and the mounting evidence of harm.
Thank you for republishing this important information Sally.
What it tells me is that the government-appointed bureaucrats who headed regulatory agencies such as the TGA, ATAGI, etc., were unsuited to hold those positions in what was, in effect, an emergency situation.
Individuals in bureaucratic organisations - whether public or private – often gravitate to the top management roles over many years due to factors unrelated to their personal competence or ability to manage a crisis. For example, an individual might be able to secure ongoing promotion up through the ranks of an organisation because he/she is astute at office politics, or simply serves the time. However, when a full-blown crisis arises with multiple compounding factors that may be beyond the life experience of a bureaucratic officeholder, suddenly you have the wrong person in the wrong job. Disaster then follows.
Historically, this syndrome often manifests in wartime situations when it becomes apparent that a peacetime appointee (say, an army general) cannot do the job, and survival of the nation may be put at risk. In the lead-up to World War II, the Australian Government of the day gave the Commonwealth Defence Department the job of re-arming the country to prepare for coming war. The bureaucracy dithered and proved incapable of doing the job. Important decisions got lost in a maze of interdepartmental committees. In the end the Menzies Government brought in an outsider - the head of a large manufacturing/engineering conglomerate and appointed him the supremo of defence support. It worked, he cut through the bureaucratic blockages and solved the problem. War materiel production finally got under way. By the end of WW2, Australia had effectively transformed into an industrialised country.
The moral of the story is that in times of crisis, the urgency of the situation often requires the previous bureaucratic appointee’s immediate replacement with someone who has the intellectual and organisational capacity to take over command and get results. This clearly did not happen in Australia when the Covid crisis hit. The Government ministers responsible simply left the ‘peacetime’ limited perspective bureaucrats in place, firmly embedded in their group-think feedback loops, not understanding that their primary responsibility was to protect the public – in this case from commercially rapacious pharmaceutical corporations.
As the Covid crisis deepened, both the Australian Federal Government and the various State Governments collectively failed to execute their responsibility to the public. They did not ensure that capable people were in place, or management structures established, to take oversight command of the crisis away from the bureaucratic drones. It was absolutely unforgivable that the TGA and its advisors - from early in the crisis - deliberately removed the availability of historically-proven early treatment options for Covid, and then used the media to facilitate the crushing of any public dissent – even when raised in Parliament. The consequent demonisation and then removal of former MP Craig Kelly from parliament is a stain on the political history of this country, and the former Prime Minister needs to beg forgiveness for doing that. The banning of the early treatment options was clearly done to force the use of the mRNA injectables as the only ‘treatment’. That despicable act alone sent many Australians an early death.
At the end of the day, the captain of a ship always has to accept responsibility for putting his ship up on the rocks. In Australia’s case, I would attribute the ultimate blame to the various ministers for Health - Federal and State - plus the Prime Minister and State Premiers. These were people who had the constitutional power, but were too busy playing party politics to carry out the research and intellectually equip themselves with the necessary understanding of what their responsibilities were in the growing crisis. A key responsibility was to ensure that the governmental bureaucrats could do the job for which they were employed.
The direct result of this political incompetence is hundreds of thousands of permanently ‘vaccine’-injured Australians as a result of the inadequately-tested novel mRNA genetic injectables, plus tens of thousands of unnecessary premature deaths, and many years of future deaths, not to mention the tragedy of the stillborn. The people responsible for this failure of governmental management need to be exposed and held accountable, or it will simply happen all over again.
Once again, Sally thank you for publishing this information, and thank you Michelle for fighting so hard to obtain it. It reveals the incompetence of the bureaucrats who run the TGA and their various advisors. My hope for the future is that all these people will be subjected to a public inquiry so that they can be legally forced to explain their actions to the injured and the bereaved.
Thank you for republishing this important information Sally.
What it tells me is that the government-appointed bureaucrats who headed regulatory agencies such as the TGA, ATAGI, etc., were unsuited to hold those positions in what was, in effect, an emergency situation.
Individuals in bureaucratic organisations - whether public or private – often gravitate to the top management roles over many years due to factors unrelated to their personal competence or ability to manage a crisis. For example, an individual might be able to secure ongoing promotion up through the ranks of an organisation because he/she is astute at office politics, or simply serves the time. However, when a full-blown crisis arises with multiple compounding factors that may be beyond the life experience of a bureaucratic officeholder, suddenly you have the wrong person in the wrong job. Disaster then follows.
Historically, this syndrome often manifests in wartime situations when it becomes apparent that a peacetime appointee (say, an army general) cannot do the job, and survival of the nation may be put at risk. In the lead-up to World War II, the Australian Government of the day gave the Commonwealth Defence Department the job of re-arming the country to prepare for coming war. The bureaucracy dithered and proved incapable of doing the job. Important decisions got lost in a maze of interdepartmental committees. In the end the Menzies Government brought in an outsider - the head of a large manufacturing/engineering conglomerate and appointed him the supremo of defence support. It worked, he cut through the bureaucratic blockages and solved the problem. War materiel production finally got under way. By the end of WW2, Australia had effectively transformed into an industrialised country.
The moral of the story is that in times of crisis, the urgency of the situation often requires the previous bureaucratic appointee’s immediate replacement with someone who has the intellectual and organisational capacity to take over command and get results. This clearly did not happen in Australia when the Covid crisis hit. The Government ministers responsible simply left the ‘peacetime’ limited perspective bureaucrats in place, firmly embedded in their group-think feedback loops, not understanding that their primary responsibility was to protect the public – in this case from commercially rapacious pharmaceutical corporations.
As the Covid crisis deepened, both the Australian Federal Government and the various State Governments collectively failed to execute their responsibility to the public. They did not ensure that capable people were in place, or management structures established, to take oversight command of the crisis away from the bureaucratic drones. It was absolutely unforgivable that the TGA and its advisors - from early in the crisis - deliberately removed the availability of historically-proven early treatment options for Covid, and then used the media to facilitate the crushing of any public dissent – even when raised in Parliament. The consequent demonisation and then removal of former MP Craig Kelly from parliament is a stain on the political history of this country, and the former Prime Minister needs to beg forgiveness for doing that. The banning of the early treatment options was clearly done to force the use of the mRNA injectables as the only ‘treatment’. That despicable act alone sent many Australians an early death.
At the end of the day, the captain of a ship always has to accept responsibility for putting his ship up on the rocks. In Australia’s case, I would attribute the ultimate blame to the various ministers for Health - Federal and State - plus the Prime Minister and State Premiers. These were people who had the constitutional power, but were too busy playing party politics to carry out the research and intellectually equip themselves with the necessary understanding of what their responsibilities were in the growing crisis. A key responsibility was to ensure that the governmental bureaucrats could do the job for which they were employed.
The direct result of this political incompetence is hundreds of thousands of permanently ‘vaccine’-injured Australians as a result of the inadequately-tested novel mRNA genetic injectables, plus tens of thousands of unnecessary premature deaths, and many years of future deaths, not to mention the tragedy of the stillborn. The people responsible for this failure of governmental management need to be exposed and held accountable, or it will simply happen all over again.
Once again, Sally thank you for publishing this information, and thank you Michelle for fighting so hard to obtain it. It reveals the incompetence of the bureaucrats who run the TGA and their various advisors. My hope for the future is that all these people will be subjected to a public inquiry so that they can be legally forced to explain their actions to the injured and the bereaved.
Criminal acts world over. Nobody getting "IT" yet? Acting in unison? Lockstep?
https://andybunting.substack.com/p/awake