Roger Scott discusses his approach to the role of director general and explains how it was made clear to him that he was to act as a change agent to implement broad reform. He comments on the difficulties of introducing change.
Roger Scott compares the experiences of working as a vice chancellor to that of director general. He concludes that preparation for the role of director general is difficult.
Robin Sullivan discusses the method of appointment of directors general and commissioners, and comments on the various Education Ministers under which she served.
Warren Pitt discusses his approach to working with the bureaucracy, including different directors general, across the three portfolios he held during his political career. He discusses his time as the Minister for Business and Industry in 1995, as well as Communities in 2004 and finally Main Roads. He contrasts his approach to staffing a department in 1995 and 2004. He contrasts the Family Services portfolio with the new Communities Department and the makeup of the department. He reflects on the directors general he worked with.
Peter Henneken discusses the role of ministerial minders and their interactions with the public service in the 1990s. He segues into employment arrangements in the public service, including the impact of the contract system on advice. He discusses public service activism and the role that public servants can play in shaping the policy agenda.
Peter Henneken compares public service arrangements under the Goss and Beattie governments. He discusses the usefulness of advisors federally and in Queensland under different governments.
Mike Horan discusses the appointments of directors general by the Borbidge Government and the continuing appointment of Robert Stable as Director General of Health. He talks about his negotiations with the AWU and the Nurses Union over wages. He notes how ministerial management style is changing.
Mike Horan discusses his relationship with the public service when he was minister and the complex requirements of being both a minister and a member. He notes the importance of having a good director general as well as having a good relationship with them. He notes the importance of transitioning from being a shadow minister into a responsible minister.
Martin Tenni discusses the selection of directors general as well as his relationships with the directors general he worked with during his ministerial career. He discusses the staffing of his ministerial office and the duties of his office staff.
Yvonne Chapman discusses her professional relationships with her directors general and on the role of the department with regards to policy ideas and development. She recalls how as minister she adopted some children from Chile.
