Terry Hogan compares the relationships between departmental heads and their Ministers at both the state and federal levels of government. He notes that while Commonwealth department heads typically dealt more in strategic policy, they tended to be more removed from practical application of policy than their state counterparts. He also comments on the relative quality of Ministers at state and federal levels, and on the introduction of ways to encourage policy coordination.
Terry Hogan talks about appointments to public service positions, and the advent of merit- and equity-based appointments during the Goss years. He mentions his experiences of applying for positions within Queensland's public service, including successfully with the RTA.
Terry Hogan compares his experiences of public sector reform under the Hawke federal government in the 1980s and the Goss Government in Queensland in the 1990s. He comments on perceptions of politicisation of the public service, and notes the recurrence of this under the recently elected Newman Government. He recalls the lack of policy capacity in many government departments, and how the PSMC attempted to encourage a more policy coordinated public sector.
Terry Hogan remembers the interest in Grafton at the Goss Government coming to office in Queensland in late 1989. He describes taking up a position in 1990 with the newly created Public Sector Management Commission, and his eventual role there as a review manager.
Paul Reynolds discusses Wayne Goss's reform agenda, including his focus on the public service. He highlights that Goss's reform agenda coincided with the Fitzgerald Inquiry and notes the significant impact the PSMC had on the public service.
John Sosso discusses his experiences with the PSMC during the Goss Government. He notes the number of redundancies made during this period and the effect on the public service as a whole.
Peter Coaldrake describes his time at PSMC and the lessons he learnt during this period, including the importance of teamwork and benefit of having a small central team. He notes the efforts to build a positive work environment through CEO meetings, events for the SES and working closely with ministers and directors general. He reflects on the criticism that ministers were ambushed in Cabinet.
