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IN THE MATTER OF THE BOARD OF INQUIRY INTO THE HOTEL QUARANTINE PROGRAM
STATEMENT OF GÖNÜL SERBESTCHIEF EXECUTIVE OFFICER, GLOBAL VICTORIA, DEPARTMENT OF JOBS,
PRECINCTS & REGIONS
I, GÖNÜL SERBEST, Chief Executive Officer, Global Victoria, Department of Jobs Precincts
and Regions (DJPR), say as follows in response to the Notice to Produce a Witness
Statement issued by the Board and dated 12 August 2020 (NTP):
1. I set out below my responses addressing the questions asked of me in the NTP.
2. In providing this statement, I have sought to the best of my ability to answer the
questions that the Board of Inquiry has asked of me. In many instances, in order to
provide detailed responses, I have informed myself of matters by reviewing
documents made available to me, all of which I understand have been produced to
the Board of Inquiry.
BACKGROUND, ROLES AND RESPONSIBILITIES
NTP Question 1: What is your usual title and occupation?
3. I am the Chief Executive Officer of Global Victoria.
NTP Question 2: What is your relevant professional background and work history?
4. I am a career public servant having joined the Victorian Public Service as a graduate
in 2003. I have always worked in the industry/economic development department
which has had several names but is now known as DJPR. In 2010, I was appointed
as acting Executive Director of the International Coordination Office. In 2012, I took
the role of Executive Director for Trade and in 2018 I was promoted to the role of
Deputy Secretary for Trade Victoria.
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5. In January 2019, when Trade Victoria became Global Victoria I was appointed the
CEO. As part of my role as CEO of Global Victoria, I manage the Victoria’s
international network of 22 trade and investment offices, lead a team that seeks to
drive economic growth in Victoria by facilitating exports and promotes the State’s
world class industry capabilities and education sector to international audiences.
NTP Question 3: What is the role and function of Global Victoria, generally? How does it relate to or report to the Department of Jobs, Precincts and Regions (DJPR)?
6. Global Victoria is the Government’s trade facilitation agency that functions as a
Group within DJPR and reports to the Secretary of DJPR.
7. Global Victoria is responsible for the management of the State’s 22 international
Trade and Investment offices. Global Victoria’s key roles include:
a. working with Victorian businesses to build their export capability and connect
them to global trade opportunities, ultimately growing the State’s exports and
jobs;
b. delivering a dedicated suite of programs to support exporters including but not
limited to outbound and inbound trade activities;
c. taking a leadership role for global engagement across Government; and
d. supporting the ongoing and sustainable growth of the international education
sector, Victoria’s largest single export and ensuring Melbourne remains the
nation’s best city in Australia to study.
NTP Question 4: When did you first become aware that a hotel quarantine program was to be established in Victoria?
8. I first came to know that a hotel quarantine program would be established in Victoria
when the Prime Minister made a public announcement on Friday 27 March that all
returning international passengers would need to undergo mandatory quarantine.
NTP Question 5: How and when did Global Victoria come to be involved in establishing the Hotel Quarantine Program?
9. On the afternoon of Friday 27 March, I was contacted by the Secretary’s Office and
asked if a small number of staff from Global Victoria could assist in the Hotel
Quarantine Program. After discussions with members of Global Victoria, I believe I
called Cameron Nolan and provided him with the names of 3 staff members who
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could assist. At this initial stage I understood their role was to support the program
with logistics but I was not aware that Global Victoria would play a role in the
program.
10. On Saturday 28 March, I received a telephone call from the Secretary of DJPR,
Simon Phemister. During that call he noted that I had suggested a few people to
assist in the program and asked for me, and any other appropriate staff I could call
upon, to go down to Crown Promenade to assist setting up the hotel for the arrival of
returned travellers. I then reached out to a number of senior staff in Global Victoria
to ask if they could come and assist and informed Simon about who could help out.
At around 2:30-3pm, myself and five others from Global Victoria reached Crown
Promenade.
NTP Question 6: What did you understand Global Victoria’s role to be
11. As I noted in answer to Question 8, initially I was unsure the extent of what Global
Victoria’s role would be. However, after we conducted the dry run, it became
apparent that we would play a role in supporting the process of returning travellers
arriving to, checking into and out of the hotels.1 This included:
a. working with hotels to ensure that passengers were checked in smoothly,2
including the provision of critical information at check in;
b. ensuring passenger details were captured accurately and reconciled against
the flight manifest;3
c. arranging the bump in of staff and essential items to hotels when they came
online;4
d. the allocation of passengers to appropriate accommodation for their 14 day
quarantine;5 and
e. assisting guests with specific requirements when required.
12. In the initial phase of Global Victoria’s involvement, I understood that our front line
role was to be relatively limited and would eventually be transferred to staff who
DJPR had engaged from Dnata. On 1 April 2020, I emailed Claire Febey and
1 DJP.102.007.4446.2 DJP.138.006.6831.3 DJP.138.006.6690; DJP.138.006.6693; DJP.138.006.6696.4 DJP.105.007.2691.5 DJP.137.003.8561; DJP.137.003.8564.
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Personal Information
setting out the members of our team who would be assisting, and I
also mapped out what my understanding of our involvement would be:6
Whilst the team has been working around the clock, we collectively agreed today
that we would like to see out the week and ensure the Dnata teams are well trained
to take over next week and run operations. We plan to fully test Dnata running ops
on Saturday with GV team in the background observing only.
As of next week, GV staff will move to provide high level management which doesn 't
require a significant presence on site. Instead the Site Managers and/or second
officer for each property will check in three times a day either in person or online to
troubleshoot, escalate, manage risks etc arising at the property.
13. The period of our deployment changed as we had the experience on the ground at
hotels. This experience meant that we continued our involvement as the passenger
numbers increased.
14. On occasion, where there was a small number of passengers arriving at odd hours,
Dnata, as opposed to DJPR staff, managed the check-in process. These check-ins
were generally at hotels located at the airport.
NTP Question 7: How many staff from Global Victoria were allocated to work as part
of the Hotel Quarantine Program between April and June 2020?
15. Between April and June 2020, 17 staff from Global Victoria worked on the Hotel
Quarantine Program in differing capacities over different lengths of time. I have
annexed to this statement an Excel Spreadsheet which outlines the names and roles
that each Global Victoria staff member filled.
NTP Question 8: What roles did those staff ordinarily perform for Global Victoria?
16. The Global Victoria staff who were deployed to the project generally performed client
facing or operational coordination roles, including:
a. developing, coordinating and implementing Government's economic and
broader engagement with key international markets;
b. managing the design and delivery of large-scale trade programs such as
inbound and outbound trade activities;
c. supporting and coordinating the delivering of major business events; and
e DJP.102.007.2696. 4
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d. managing Global Victoria’s conference and business hosting facilities.
NTP Question 9: What instruction was staff given about the nature of COVID-19?
17. In relation to Global Victoria staff’s role in the Hotel Quarantine Program, we were
not provided with any specific advice in relation to COVID-19 at the commencement
of our engagement.
18. During the team’s involvement we were provided with updates from DHHS on
occasion regarding the use of Protective Personal Equipment (PPE).7
NTP Question 10: What was Global Victoria’s role in establishing the Hotel Quarantine Program?
19. Global Victoria did not have a role in establishing the Hotel Quarantine Program. Its
role was to operationalise the program on the ground, with a focus on logistic and
ancillary services. For example on 28 March 2020, my staff and I circulated a draft
protocol to senior members of DJPR setting out how the operation would function
from airport arrivals through to check in at the hotel.8
NTP Question 11: What was Global Victoria’s role with respect to each of the following?
(a) Identifying and transporting travellers from the airport to hotels involved in the Hotel Quarantine Program;
20. Global Victoria did not have a role in identifying and transporting passengers from
the airport. At each hotel, DJPR had a Site Manager (that role is described in
answer to Question 17) and some of the Site Managers were staff from Global
Victoria. Ordinarily, the Site Manager received a call from a DHHS staff member,
who would relay preliminary details about incoming passengers from the airport such
as the total number of passengers, suggested room allocations, or whether certain
passengers had special needs.
(b) Coordinating operations and logistics at each of those hotels;
21. Global Victoria staff took the lead in the logistics for the check in and supported the
check-out process. The check-out process was controlled by DHHS through the
detention orders and there were strict protocols for when guests could leave. On
check-in, our staff (on the instructions of DHHS) would ensure that all guests’ details
7 DJP.102.008.8944. 8 DJP.102.007.4446
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were collected, including important dietary requirements and other medical needs.9
We would provide them with relevant fact sheets which included information on their
stay10 and we would assist in allocating their room with hotel staff. From that point
the guests would be assisted to finding their room by hotel staff or security.
22. In relation to check out, our team worked with DHHS to support the exit process.11
We would receive draft times for guest check out from the Government Support
Service Line that was established to support passengers. Specific times would be
approved by DHHS Authorised Officers and DJPR Site Managers would then liaise
with transport providers on the day if required.
23. The team also played a role with general logistics to ensure the delivery of certain
items. We also worked with hotels to secure appropriate space for Government staff
and nurses to work from on site.
24. Finally, the team played a role as liaison point for escalating issues around hotel
services. For example, the sourcing of basinets, baby baths and toys for children at
the hotels.
(c) Determining appropriate security arrangements for each hotel;
25. As part of the advance visits that I set out in my answer to Question 14, my team
was involved with discussions with Victoria Police and the relevant security
contractor about the appropriate positioning for security in the hotel.12 As set out in
answer to Question 22, I was involved in discussions regarding Wilson Security
Service’s (Wilson) role at Pan Pacific and Crowne Plaza. During those discussions
I was tasked with speaking to Unified about taking over from Wilson at these hotels
due to the problems we were experiencing with Wilson.13 While I was not the sole
decision-maker regarding this change, I was part of the process and was involved in
facilitating the change.
(d) Liaising with private security providers;
26. The primary interaction my team had with private security providers was about the
check in and check out process. As part of this process we would discuss how
guests would arrive, be checked in and then taken up to their rooms. I understand
9 DJP.138.006.6693; DJP.131.002.7283. 10 DJP.124.003.2740; DJP.124.003.2747.11 DJP.102.006.9964; DJP.102.006.9966.12 DJP.105.007.4370.13 DJP.105.004.9436.
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that my staff had similar discussions about determining the best way to have guests
check out and into various transport options to get them home.
27. My team also liaised with security contractors regarding general operational matters.
(e) Cleaning and concierge services at hotels;
28. On occasion, DJPR Site Managers would have made requests to IKON, the cleaning
services provider, to undertake COVID Cleans when a COVID positive patient was
identified.
(f) liaison with Authorised Officers;
29. Global Victoria staff would liaise with DHHS Authorised Officers regarding questions
at check-in and check-out, for example where a guest requested a specific
exemption from quarantine requirements, as well as other logistical issues such as
the authorisation of exercise or fresh air breaks for guests or if a guest was behaving
inappropriately.
(g) Managing the welfare of detainees within those hotels, including with respect to their exercise, nutrition and consumption of alcohol and cigarettes?
30. Global Victoria staff had no specific role in the welfare of guests. We would have a
role in seeking to assist guests where we could, for example when a guest filled in
an incoming passenger questionnaire with a certain dietary requirement, such as
Kosher or Halal, we would liaise with the hotel to make sure that requirement was
being met. Global Victoria would also work with hotel to secure comfort items for
guests for example, kettles, baby bottle sterilizers, and blenders.
31. On a few occasions I was approached by individual guests to assist. I alerted DHHS
to these requests, and where I was able, I provided support such as the provision of
nicotine spray.
NTP Question 12: If Global Victoria had any other roles within the Hotel Quarantine Program, please describe those.
32. On the rare occasion, Global Victoria staff would also support hotels with making
contact with guests ahead of checking out to close out any outstanding bills, as
credit card details were not taken at check in.
33. Global Victoria staff also worked to support guests during special occasions for
example we provided chocolates to all guests at Easter; worked with hotels to
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identify changes to meal service during Ramadan and provided dates and additional
pantry items for guests that were fasting; and provided gifts to guests on Mothers’
Day.
NTP Question 13: Which other agencies, if any, were also involved in establishing that program?
34. I believe that DHHS, Victoria Police, and Emergency Management Victoria were the
agencies involved in the program.
NTP Question 14: The Board understands that there was a ‘dry run’ on 28 March 2020 for the purpose of testing the process of transporting overseas travellers from the airport through to their place of quarantine in hotels.
(a) what was your role in that dry run?
35. The dry run occurred on 28 March 2020, and involved the staff from Global Victoria,
Victoria Police, staff from Unified Security Services (Unified) and hotel staff. During
that dry run, my team’s role involved:
a. discussions with Victoria Police and Unified regarding security arrangements,14
such as determining how the perimeter would be secured, this included
discussions with Victoria Police about where the perimeter would be and how it
would be policed;15
b. assessing which parts of the hotel would be used, for example looking at the
types of rooms available for guests, setting out markings on the ground in the
foyer to ensure social distancing and reviewing the amenities in the hotel to
determine what use could be made of them;
c. mapping out the process for guests working their way through the hotel from
check in, collection of details, provision of a key, moving them into their rooms,
collection of DHHS forms and provision of relevant fact sheets; and16
d. understanding what would be provided to guests during their stay, including
three meals a day, complimentary mini bar (minus alcohol) on arrival, laundry
options, complimentary wifi and entertainment in rooms.
14 DJP.102.007.1469.15 DJP.105.007.2691.16 DJP.102.007.3245; DJP.102.007.4446.
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(b) did you attend the Crown hotels which were to receive the initial quarantined passengers?
36. Yes.
(c) were you party to discussions regarding the respective roles of Victoria Police and private security at the hotels, and if so what were those discussions?
37. My involvement in discussions between Victoria Police and private security occurred
solely in relation to the dry run I have outlined in answer to Question 14 above.
During those discussions Victoria Police informed me that they would manage the
process outside the hotel and secure the perimeter and manage the ingress of
guests, but that they would not maintain a 24 hours presence on site.17 We were
also advised that security would manage the inside of the hotel and they would be
the first point of escalation if there were any issues.
38. During the discussions between Victoria Police, Unified and my team, we mapped
out the security contractors presence at the hotels, such as how security would
assist in the flow of people inside the hotel, how guests could get to their room safely
and the presence of security guards on each floor and at each exit on the floors to
manage the potential of guests absconding.
(d) what decisions were made about the role private security would play?
39. I have answered this question in (c) above.
15. Did any aspect of the process change as a result of the dry run?
40. The only process that changed as a result of the dry run was that following
discussions with General Manager at Crown Resort Properties, Crown agreed to
provide additional staff to support the check in process.
Management of hotels
NTP Question 16. What was Global Victoria’s role as Department Hotel Command?
41. I have only recently been made aware that the term ‘Department Hotel Command’
was used in official communication, it was not a term I or my team used.18
NTP Question 17: Why, and in which hotels, did Global Victoria maintain a physical presence? What did that involve?
17 DJP.105.007.2691.18 DJP.102.008.4972.
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42. As I noted above, DJPR had a Site Manager at each hotel, other than the Rydges
Hotel which was run solely by DHHS while it was a “red hotel”, meaning a hotel
specific for COVID positive guests. After Rydges stopped being a “red hotel” it
commenced taking non-COVID positive guests on 27 June 2020. A DJPR Site
Manager was allocated to the hotel from 27 June until early July 2020.
43. The Site Managers were DJPR’s representative onsite and some of those Site
Managers were Global Victoria employees.19 The Site Managers were usually on-
site, but it was not a 24 hour presence. Over the period of Global Victoria’s
involvement in the program, we had Site Managers at the following hotels:
a. Crown Promenade;
b. Crown Metropol;
c. Travelodge Docklands;
d. Stamford Plaza;
e. Marriott;
f. Sheraton Four Points;
g. Travelodge Southbank;
h. Pan Pacific;
i. Crowne Plaza;
j. Novotel on Collins; and
k. Novotel South Wharf.
44. The role of Site Manager included:
a. ensuring the check in process was set up to take guests and capture guest
details;
b. ensuring that the all relevant material, such as fact sheets were available on
site;
c. marking up floors to ensure social distancing in the check in process;
d. setting up a space in the hotel for essential items for example, shampoos, baby
food, sanitary products etc;
19 DJP.102.007.4862.
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e. liaising with hotel staff relating to guest matters such as responding to dietary
requests;
f. providing regular updates on room availability at hotels to our central
accommodation team
g. supporting the exit process of guests; and
h. alerting DHHS staff of any matters that came to the Site Manager’s attention
regarding guest welfare.
45. In around mid-June 2020, we developed a draft job card in order to assist in the
recruitment of hotel Site Managers in the future. While the job card was not used
while DJPR staff held that role, it is a useful indication of the role.20
NTP Question 18: For which hotels were you a site manager and what did that role involve?
46. While in the original planning, I was going to be the Site Manager at Pan Pacific,21
this never eventuated, and I was not a Site Manager at any of the hotels.
47. My role involved working across a number of sites over the first four weeks of the
program (from 28 March to 27 April). During this time, I supported my team as new
hotels came online, this included the induction of new staff who came on board to
assist.
48. From 4 May 2020, after I took a week of leave, I did not take a front-line role, but
continued to support the team remotely when needed.22
NTP Question 19. Why and how did Global Victoria decide to reduce the number of security guards servicing the hotels?
49. Global Victoria did not decide to reduce the number of security guards at the hotels.
The decision was made following discussions between DJPR staff23 and DHHS24
and then further discussions between myself and each security contractor. The
discussion came about due to two factors. First, we had received complaints
regarding the lack of social distancing by security guards at Stamford Hotel along
20 DJP.131.004.2631.21 DJP.124.001.3305.22 DJP.138.006.8203.23 DJP.114.001.1667; DJP.102.002.7176; DJP.102.002.7176. 24 DJP.115.003.4633.
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with a number of positive COVID cases that had emerged from the Stamford.25 We
wanted to limit the number of people who would interact with COVID positive guests.
50. Second, DJPR had to re-submit budget proposals for the cost of the Hotel
Quarantine Program.26 As part of that process the number of guards deployed at
each hotel and the associated costs needed to be assessed in order to provide the
most accurate figure and staffing profile moving forward. In making that assessment
I contacted each security contractor to discuss the required numbers at each hotel to
ensure that we could keep appropriate numbers at each hotel but limit the possibility
of guards gathering together.27 During those conversations I was clear with each
security contractor that it was not about putting the integrity of security services at
risk, but I wanted them to consider whether they could reduce their numbers but still
ensure appropriate security protections were in place.
NTP Question 20: In which hotels were those numbers reduced?
51. The security numbers at all hotels was reduced from Monday 22 June.
NTP Question 21. What if any involvement did you or Global Victoria have in responding to any actual or suspected cases of COVID-19 infection at hotels in the Hotel Quarantine Program?
52. When the initial cases were identified, Global Victoria staff worked with DHHS staff
and hotel staff to move the guest to a ‘red floor’. Those floors were designated for
COVID positive guests. I was involved in discussions with DJPR and DHHS
regarding which hotels could be brought online when a decision was made about
setting up a specific ‘red hotel’ for COVID positive guests.
53. We also worked with hotels to allocate red floors in compliance with DHHS policies.
54. Further, at times we were contacted by hotel staff when there were issues regarding
logistical arrangements for COVID positive guests. For example, we had to arrange
for one COVID positive guests to be able to return to the Holiday Inn to retrieve her
luggage to then be moved to another venue.
NTP Question 22: Did you receive or become aware of any complaints or concerns regarding the performance of agency, hotel or security staff? If so:
25 DJP.103.008.0442.26 DJP.104.009.0988; DJP.104.009.0989; DJP.104.009.0990.27 DJP.110.004.0675; DJP.110.004.0678.
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(a) When did you receive or become aware of those complaints;
(b) what were those complaints; and
(c) what action, if any, was taken in respect of those complaints and concerns?
55. A number of issues were brought to my attention as I was often included in email
correspondence about these matters. I was not in charge with dealing with these
complaints, and I believe they were dealt with by other members of the team
including Rachaele May and
56. On 4 April 2020, I emailed members of the DJPR team dealing with security,
including , David Clements and Katrina Currie to inform them of issues we
were having with Wilson at Pan Pacific. In that email I noted: 28
I’m on ground at Pan Pac and will follow up. But so far I can confirm from this
morning:
they were not managing lifts for the first two flights until a GV staff member
had to locate duty manager and ask that this be done. By the time this
happened 100s of passengers had already checked in and we were wrapping
up.
Will look to see if they are actioning the role around parcels - Stay tuned
They were not supporting baggages getting off bus and to lifts
Duty Managers are not making themselves known to hotel and/or Gov staff -
so we dont know who to contact. They are someone invisible to the process.
On another note - last night the Duty Manager at Pan Pac was sweating
profusely. Literally all his hair was drenched in perspiration. This raised
alarms for us, the Authorised Officer, DHHS and others on site. We need to
ensure that they are arriving at work with any [sic] symptoms of illness.
Unfortunately this was quite alarming.
I also think we have too many on the floor and may need to reduce.
57. Following this complaint, I received further feedback from hotel staff at the Pan
Pacific which I circulated on 7 April to relevant DJPR staff.29 As part of that
correspondence there were discussions about removing Wilson from the program
28 DJP.110.001.4975.29 DJP.105.005.3860.
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and replacing them with Unified. Following these complaints, Wilson was no longer
used at Pan Pacific or Crowne Plaza.30
58. As noted above, I was often included in correspondence about complaints, this
included complaints regarding:
a. inappropriate comments from security guards to nurses at Rydges Hotel;31
b. inappropriate behaviour of a guard slipping a note under a guests door at
Crowne Plaza;32 and
c. the failure of a security guard to identify that a guest had left his room until he
was in the lift at the Sheraton Four Points.
Communication
NTP Question 22: During your role as Executive Lead for the Department -
(a) to whom did you report within the Department?
59. The Secretary of DJPR, Simon Phemister.
(b) to whom (if anyone) did you report within Operation Soteria?
60. I did not report to anyone specifically within Operation Soteria.
(c) who (if anyone) was your point of liaison within the Department of Health and Human Services?
61. I did not have a direct point of liaison with DHHS, when there were issues that
needed to be addressed to DHHS, I went through Claire Febey or Rachaele May
who were the DJPR Agency Commanders.33 I would have contact with DHHS staff
on the ground at each hotel where appropriate.
(d) what lines of communication were in place between Global Victoria, the Department, Victoria Police and other agencies?
62. I was not involved in any formal communication channels between DHHS or Victoria
Police as DJPR would be represented through DJPR’s Agency Commanders such
as Claire or Rachaele.
30 DJP.105.005.5029.31 DJP.103.007.3763.32 DJP.103.007.9154.33 DJP.102.007.8378.
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63. However, I did have less formal communication with DHHS staff and Victoria Police
on the ground at each hotel.
(e) how did communication occur?
64. Communication occurred in a variety of ways, including in person on the ground at
hotels, by phone and text, email and Skype calls.
24. Did you experience any difficulty in the timely receipt of information that you needed for the performance of your role? If so,
(a) what was that difficulty;
(b) what impact if any did it have on the performance of your role; and
(c) what action was taken to resolve that difficulty.
65. My team often had difficulty in getting up to date information regarding DHHS
policies. This included seeking information, guidance or materials regarding:
a. exit processes from hotels;34
b. how to deal with COVID positive guests;
c. application of new policies for example food deliveries; and
d. PPE for our own staff and other staff at the hotel.35
66. These issues slowed down our work and ability to be responsive.
67. These issues were either discussed and resolved on site, and if they could not be
resolved on site they were relayed to the DJPR Agency Commander who I believe
raised these issues directly with DHHS or in meetings of the State Control Centre
which was attended by representatives of DJPR and DHHS.
Changes to the Hotel Quarantine Program
NTP Question 25: During the period April to June 2020, did the structure and/or operation of the Hotel Quarantine Program change? if so:
(a) what were those changes;
(b) what if any consequential changes were made to the way Global Victoria was involved in the Hotel Quarantine Program;
34 DJP.102.007.837835 DJP.102.008.8944.
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68. As I have mentioned in paragraph 48 above, I took leave from around midday on 27
April 2020 and on my return, I no longer had a role assisting on the ground at hotels.
While I am aware some changes were implemented during this time such policies
regarding fresh air breaks,36 I do not recall any structural or operational changes to
the program.
NTP Question 26: When did you and Global Victoria cease involvement in the hotel quarantine program?
69. My involvement on the ground at the hotels ended on 27 April 2020. I continued to
have an oversight role in relation to my team’s involvement until 1 July 2020.
70. Global Victoria ceased its main operational involvement with the program on 1 July
2020, but it continued to assist in the final exits from hotels until 14 July 2020.37
NTP Question 27: To what agency, if any, did Global Victoria hand over its roles?
71. Global Victoria handed over its role to DHHS via our central Agency Commander.38
NTP Question 28: What would you say were any deficiencies, weaknesses or limitations in the work done by you and other staff from within Global Victoria and DJPR on the Hotel Quarantine Program?
72. There were a number of issues my team and I faced in relation to how the program
operated. First, we faced a number of resource constraints internally at DJPR. As I
have already discussed, Global Victoria’s initial involvement was only meant to be
for a short period of time, but it ended up being a much longer operation. This
meant we needed to get other people to assist. Because of the significant time
commitment and the fact that staff were often not seconded to the team but instead
needed to continue with their original role while working in the program, many
people were unable to assist.
73. Second, the environment was intense and Global Victoria had deployed a number of
senior officers such as myself and three Directors. That meant that the staff who
were assisting on the ground also had substantial responsibilities to attend to at
Global Victoria. This was coupled with the nature of the work which was at times
stressful, especially where we were faced with a number of unknowns regarding the
situation with the pandemic.
36 DJP.102.008.7950.37 DJP.138.007.3268; DJP.138.007.3270.38 DJP.102.002.6111.
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74. Third, the profile of the guests changed over time, which was not something that we
had foreseen and which made the logistical operation more difficult. At the start of
the program, most of the returned travellers were young individuals or couples. As
the program progressed, a lot more families and older people began returning.
Many of these families had complex needs.
75. Finally, as mentioned earlier, we often had issues getting quick responses and these
limitations were exacerbated by the rotation of staff from other agencies. DJPR, and
in particular Global Victoria, sought to provide some consistency with staff by making
sure we kept the same people in the same roles for long periods of time.
NTP Question 29: To the extent that you consider there were any such deficiencies, weaknesses or limitations, to what causes or issues do you attribute them?
76. I have answered this question in my response to Question 28.
OTHER INFORMATION
30. If you wish to include any additional information in your witness statement, please set it out below.
77. Global Victoria’s role throughout the Hotel Quarantine program was to provide
logistical support to the control agency. It was not responsible for infection control.
78. In my observations working on the program, it appeared for most part that everyone
– Government Departments, contractors, suppliers etc were doing their best under
challenging and testing circumstances.
79. In particular, Global Victoria approached the program with empathy, compassion
and brought a strong understanding of cultural nuances to support its role in logistics
and ancillary services for people undergoing quarantine. A number of our staff
deployed also spoke languages other than English which proved helpful during the
check in process.
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sign here ►
print name Gönül Serbest
date 25 August 2020
DJP.050.009.0018
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