Peter Ellis discusses the history of the Coordinator General's role and the capital works program. He notes the changes to annual expenditure for these programs. He notes how these projects were flexible regarding such issues as natural disasters.
Peter Ellis notes his move to join the Coordinator General Charles Barton, who became a key mentor for him, in environmental control. He discusses that his first job in environmental control was to look at noise legislation. He discusses the influence meetings with Barton had on his approach to public service meetings in his later career.
Gerard Bradley discusses the unique role of Treasury in the 1980s. He notes that Treasury was a key player in the major investments into Queensland at the time. He notes the relationship between Treasury and the Coordinator General at the time.
John Strano lists the departments he worked in. He notes the implications of having the same industry focused role in each case but being pushed into different departments.
Erik Finger discusses the change of government at the end of 1989, being one of the few chief executives to keep his position, and the expansion of his role into policy development and advice under Goss.
Erik Finger recalls becoming Coordinator General in 1989 in addition to the head of Premier's, and the difficulty of balancing the two roles in the context of the governmental upheavals stemming from the Fitzgerald Inquiry.
Leo Hielscher discusses working with the CoG and the government. He discusses the role of the loan council in funding capital works. He describes seeking a loan from the World Bank.
Ross Rolfe describes the approach by Peter Beattie in 2005 that led him to become Director General of Department of Premier and Coordinator General, and discusses the 3 major policy challenges in 2005-07, namely infrastructure, health and water policy.
