Ken Smith describes his working relationship with Anna Bligh. He details the administrative requirements of creating a cabinet following an election. He describes his work with the Public Service Commission in reducing the number of departments from twenty-four to thirteen and the subsequent reduction in directors general. He notes the implications this creation had for the relationship between the bureaucracy and ministers.
Ken Smith notes examples of problems between directors general and ministers. He notes the importance of having expertise and interest while working in a particular portfolio. He notes his own experiences of moving into different portfolios. He describes other examples of CEOs moving into different portfolios.
Ken Smith describes how he has worked with difficult directors general and the processes involved. He describes the professionalisation of the public service as a key turning point and the Queensland public service compared to other Australian states. He details the issues that sometimes arise between ministers and directors general.
David Hamill discusses his appointment as Treasurer. He explains how the Borbidge Government employed directors general on contract. He recalls approaching Gerard Bradley to come back to government if the Labor Party were re-elected.
David Hamill further explains his working relationship with his Director General of Transport. He explains how he became Minister for Education following a cabinet reshuffle.
David Hamill discusses the appointment of his director general and the new departmental orders that were in place and various reshuffling of positions and people.
Erik Finger discusses the greater capabilities and added responsibilities borne by CEOs under the Goss Government, and changes to the way policy was developed.
Peter Beattie talks about taking up the Health ministry, his reforms to the structure of the health service, and the difficulty of finding the right director general to head up a department.
