Paul Fennelly describes the standing of the Department of State Development in relation to the Beattie Government's overall agenda. He speaks about the department's ministers and their relations with other senior Cabinet members.
Terry Hogan discusses his involvement in the beginnings of the Smart State period, when he headed a policy development unit in the Premier's Department. He observes that the strategy began as a political slogan representing what the Beattie Government wanted to stand for. He notes that the Newman Government has gone through a similar branding exercise, albeit with more traditional economic objectives.
Terry Hogan reflects on the changes to his own working circumstances when Peter Beattie won office in 1998. He recalls being approached to head a policy coordination division within the Premier's Department, resuming some of the operations of the Office of the Cabinet. He describes his work chairing a Native Title taskforce for the premier.
Terry Hogan describes his role as a review manager in the PSMC, including undertaking a review of the Treasury Department. He notes that while some departments resisted change, others saw benefit in working with the review process.
John Hay discusses his professional relationship with Glyn Davis and Ken Smith and the personal and intellectual commitment of both men while heads of the Premier's Department.
Peter Ellis discusses his experience of government spending from when he was Director General of Premiers and the strategic planning approach to budgeting that he worked with.
Robin Sullivan discusses her decision to take up an appointment as Children and Young People's Commissioner and her desire to combat some of the fundamental threats to children. She discusses her attempts to re-invigorate and strengthen the office and the conflicts that arose with the Minister for Families, Anna Bligh, before the commission was moved from her department to Premier's.
