Terry Hogan

Terry Hogan recalls his move back to Canberra in 1981 to take up the position of research officer with the Treasury Department in the Commonwealth Public Service. He outlines the public service roles he held over the following seven years, rising to the position of Assistant Departmental Secretary. He describes moving back to Grafton in 1988 with his young family to start up a small business.

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 talks about his work during the review of the Queensland school curriculum led by Professor Ken Wiltshire between 1993 and 1994. He notes the key role that Kevin Rudd played in defining the review's objectives. He also talks about his later move into a directorial position within the Housing Department.

Terry Hogan describes the changes he experienced as RTA manager when Rob Borbidge's coalition took office in 1996, including working with new Housing Ministers. He recalls the reaction of several senior executives to the stripping back of policy coordination systems put in place during the Goss years.

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 outlines his move from the Premier's Department in 1999 to become Director General of the Natural Resources Department. He states that this shift was tied to the government's moves to halt broad-scale tree clearing in Queensland's western rural land holdings. He details some of the industry groups and figures that he negotiated with over this issue.

Terry Hogan outlines the administrative changes when the Mines Department was added to Natural Resources in 2001. He describes the complexity of the Beattie Government's early interest in developing coal seam gas as a resource commodity.

Terry Hogan describes the performance-based contracts that department heads were offered by Premier Beattie. He notes that Ministers were offered similar arrangements to reach performance targets during a particular year or term of the government. He considers that the bonus payments tied to these targets was a mistaken way to provide incentive.

Terry Hogan outlines education reforms that coincided with the early phase of the Smart State strategy. He recalls that some education initiatives of this period were proposed earlier during the Goss years. He adds that Smart State helped build stronger relationships between the government and universities.

Terry Hogan recalls his move in 2005 from the public service to the Brisbane City Council. He describes the differences in organisational culture between the state government and the council. He outlines the council's responses to water scarcity and the provision of essential services.

Terry Hogan recalls what he considers his proudest achievements in his time in the public service. He ponders whether there might have been different outcomes to some issues if he'd stayed longer in the public service.