John Strano discusses the history of Queensland privatisation. He notes that little of his role in investment was directed towards attracting Asian investors.
John Strano discusses the deal that brought Virgin Blue airlines to Queensland. He notes that the offer incentive was similar to the Victorians but Queensland had a better value proposition because they could underwrite seats through the state owned travel agency. He notes that the offer incentive was betwen $12-14 million. It was a deal struck with the help of leaders in government including the Premier and Deputy Premier.
John Strano discusses the influence of ministers in the process of encouraging government investment. He describes this from Bjelke-Petersen Government through to the Beattie Government, he details the ministers through this period and then the staff where problems sometimes occured. He notes that from about 1995-96 he needed to justify some of the investment projects his section proposed. He notes that he had to educate governments to invest in the private sector but also let companies go about their business.
John Strano details the push to investment attraction in Queensland prior to the Beattie Government. He notes the situation in Sydney in the 1990s that encouraged Queensland to do the same. He describes some of the things that attracted investors, for example low rates of staff turnover.
John Strano notes the investment situation prior to the Smart State strategy and the investment possibilities in Queensland. He notes that some significant investments had occurred prior to Beattie coming to office.
John Strano notes that Borbidge and Beattie had a very good relationship. He notes examples in the transition to the Beattie Government when investment deals still went ahead. He describes the importance of early investment projects, such as with Boeing, that led to Queensland being the Smart State before being labeled thus.
John Strano describes Motorola investment into Queensland in the early 1990s. He notes the incapacity of Queensland government to encourage many projects like this one. He notes how the situation changed when investment and development became part of Premier's Department and the director general had the power to make case-by-case decisions.
