Rod Welford discusses Smart State strategy and education. He notes that the strategy was largely aimed at tertiary education, with a key symbol of biotechnology.
Rod Welford discusses the importance of the relationship between minister, director general and departmental staff. He notes the importance of leadership and setting an agenda, and his process of Ministerial Issues Briefings.
Rod Welford discusses the leadership of different premiers. He describes the public relations skills of Peter Beattie and notes that Beattie was very consultative, and this marks a significant difference with Wayne Goss. He outlines how he received the Environment, Heritage and Natural Resources portfolio.
Rod Welford describes the Labor Party losing power in 1995 and the impact this had on the following years. He notes the differences between Wayne Goss and Peter Beattie in how they sensed the public approval of their policies. He discusses what he observed as the high work ethic of Wayne Goss that informed his decision making. He discusses the stress and responsibility that is placed on a premier and how Wayne Goss and Peter Beattie dealt with these.
Rod Welford discusses the different leadership styles of Wayne Goss and Peter Beattie. He recalls falling out with Wayne Goss during the Fitzgerald Inquiry over the World Heritage values of Fraser Island and placing a moratorium on logging until the end of the inquiry.
Rod Welford discusses his ambitions for a ministry and how he thought he might achieve this. He discusses the different styles of Wayne Goss and Peter Beattie in working with ministers. He recalls the control Goss had over policy decisions.
Robin Sullivan details the implementation of the CMC recommendations, and her decision to take up the position of Director General of the Department of Child Safety. She discusses the success and failures of the new department.
