Sallyanne Atkinson states that her biggest regret was losing the 1991 election, which meant she was unable to implement the Brisbane Plan. She discusses the level of complacency amongst the team in the lead up to the 1991 election.
Llew Edwards outlines his appointment as Deputy Premier and Treasurer and his relationships with staff within the Treasury Department. He discusses sources of state revenue at this time, including mining royalties and new loan council agreements which rewarded states for their size and population spread.
Peter Ellis notes that in 1986 his perceptions of government changed. He describes the preparations for the 1987 Premiers' conference where it was set to discuss the overlap between state and federal issues. He describes the coming of the Ahern Government and Ahern's style of listening to advisors, which was in contrast to Bjelke-Petersen's style of having key public service advisors.
Peter Henneken describes the transition from working as a computer programmer for Main Roads to the Public Service Board in 1976, primarily working in the inspection area. He also discusses recruitment trends in the senior public service.
Mal Grierson discusses the evolution of the Treasury EDP branch to becoming CITEC. He notes the work of Ken Pope who was brought out in the late 1950s from the UK to help the introduction of computers into the public service. He notes that at the time of his appointment to the State Government Computer Centre it was Leo Hielscher who noticed the cost of computers to government. He notes that by the 1970s it was realised that computers were going to be significant for the public service and Treasury took control of it.
Mal Grierson describes his appointment as the head of the Treasury Electronic Data Processing (EDP) branch, now known as CITEC, by Leo Hielscher without consulting his minister. He outlines the interface between the public service and political process, and notes that at the time IT was a very specialised field that few in cabinet would have knowledge of. He discusses the backgrounds of those in cabinet and their relationship to his field of expertise.
Mal Grierson discusses the employment prospects at the time when computer technology was being taken up into many industries. He notes the number of recruitment campaigns from various companies including the federal government. He reflects on these experiences as a highly skilled young public servant and how that influenced his approach to maintaining staff as a Director General or Deputy Director General. He notes the importance of giving young employees opportunities for promotion.
Mal Grierson states that he became head of science and technology in the early 1980s where he remained until the Goss Government came to power in 1989. He notes the evolution of the division from a small computer branch for the Treasury to being in charge of all IT services for Queensland public service departments. He comments on the approach to the computer revolution by the Queensland government, in particular its early placement in the Treasury Department. He recalls a conversation with Ken Pope, the head of the department regarding this issue.
Gerard Bradley reflects on his years in the public service, comparing the Treasury under Leo Hielscher to the current situation. He notes that these days many of the government owned corporations carry out most of the negotiations with resource companies. He notes that now the delivery of services is a key focus for governments.
