The Forum > General Discussion > Victoria’s incompetence could not be more stark
Victoria’s incompetence could not be more stark
- Pages:
-
- Page 1
- 2
- 3
- 4
- 5
-
- All
The National Forum | Donate | Your Account | On Line Opinion | Forum | Blogs | Polling | About |
Syndicate RSS/XML |
|
About Us :: Search :: Discuss :: Feedback :: Legals :: Privacy |
https://www.theaustralian.com.au/inquirer/victorias-incompetence-could-not-be-more-stark/news-story/f718c83ecb87b939c977f02c539c7698
"Contact tracing is a perfect test of state capacity. It is time-sensitive, requires data sharing and cross-agency coordination, rapid training and substantial community trust and knowledge. Success means the avoidance of lockdowns: a telltale sign of state failure is shutting down businesses and severely restricting freedoms because you cannot prevent a disease outbreak.
Victoria’s contact tracing system used pens, paper and fax machines. It was too slow: contacts waited up to nearly two weeks to be notified about potential exposure. The tracing was operated centrally, in contrast to NSW or South Korea, which use decentralised local area health districts with expansive local knowledge. The result is striking: between June and October last year, only 3 per cent of NSW cases had an unknown origin, compared with 22 per cent in Victoria.
Hotel quarantine and contact tracing is just the tip of the iceberg of Victoria’s lacklustre governance. During a lockdown, for instance, Victoria required the manual printing and hand signing of forms for work travel permits.
By contrast, in NSW citizens could use Service NSW to apply for a digital border crossing permit. Officials worked overnight to ensure the system was in place in time. This was possible only because of a longer-term investment in state capacity by the NSW government. Service NSW was established in 2013 to improve customer service using modern technology. It brought together dispersed functions, thousands of phone numbers and hundreds of websites into a one-stop-shop accessible online, by phone or at more than 100 retail fronts. It was an entirely new agency whose leadership and frontline largely came from private sector customer service roles."