Paul Fennelly outlines the challenges he faced and alliances he built heading his department after coming into the public service from an industry role. He talks about the central role of the Coordinator General and how he combined this with his position as Director General.
Paul Fennelly gives his impressions of the early Beattie government and its relations with industry and the business sector in Queensland. He comments on that government's strong relations with the university sector, and how these as well as its industry links helped to establish the Smart State agenda. He describes how, after three years with the AI Group in Victoria, he returned to enter the Queensland public service.
Roger Scott and Joan Sheldon discuss the appointment of under-treasurer and senior public service appointments more generally. Ross Rolfe comments on Doug McTaggart and the politicisation of the public service. Peter Ellis discusses the politicisation of the public service during the Borbidge era.
Jim Elder discusses the origins of the Smart State strategy and the origins of State Development as a super department. He discusses the appointment of Ross Rolfe as the Director General of State Development and Trade. He discusses the implications of having economic development in Treasury and the decision to move the commercial arm out of Treasury.
Tom Barton outlines the difficulties in the construction of the Goodwill Bridge, the Gold Coast Convention Centre and Suncorp Stadium, and State Development's relationship with Public Works.
John Strano discusses the role that Treasury played in funding many of the Smart State strategies. He details the policy where two million dollars was offered to investors, as well as the policy on concessions on payroll tax to big projects, which did not have to go through Treasury. The importance of strong political leadership is important, he believes, in getting projects through Treasury.
