Peter Ellis details his move from environmental control into the Premier's Department. He describes the challenge of combining the Premier's Department with the Coordinator General's Department. He discusses his role as responsible for inter-governmental relations. He discusses his attendance at ministerial councils.
Peter Ellis describes the Ahern Government and some of the major reports that brought changes. He notes the short-term feelings within the Premier's Department at the time, but he notes that there was a feeling that the public service was ready for change.
Peter Henneken discusses public service reform and the centralisation of decision making. He notes the reforms in relations to labour policy. He also makes the point that some of the language about the unions used by Kevin Rudd as prime minister was also used during the Goss years. He discusses the balance between central agencies and departments in successive Queensland governments.
Gerard Bradley discusses the unique role of Treasury in the 1980s. He notes that Treasury was a key player in the major investments into Queensland at the time. He notes the relationship between Treasury and the Coordinator General at the time.
John Strano discusses the growing emphasis on process not outcomes. He notes the difficulty of dealing with advisors and many of the cumbersome processes required to get legislation through. He recalls the difficult legislative processes from when he ran the manufactoring group in the DEEDI. He discusses content free middle managers in departments. He notes that this emphasis on process was very different to when he commenced in the public service.
John Strano lists the departments he worked in. He notes the implications of having the same industry focused role in each case but being pushed into different departments.
Erik Finger describes the position of head of Premier's as the pinnacle of his public service career, and discusses his decision to retire, partly due to ill health.
Erik Finger outlines what he views as some of the greatest successes of his career, including the improvement of rural roads and being able to keep the Premier's Department functioning during the turmoil of the late 1980s. He reflects on his regrets, including not being able to fully meet the policy challenges of the Goss era.
Erik Finger recalls the creation of the Office of the Cabinet in 1991 to absorb most of the policy and advice responsibilities of the Premier's Department.
Erik Finger outlines the PSMC review of the Premier's Department, and the resultant introduction of the policy division and rethinking of departmental responsibility.
