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.
Robin Sullivan discusses the method of appointment of directors general and commissioners, and comments on the various Education Ministers under which she served.
Peter Ellis describes the problem he had with many of the younger staff that were appointed to senior positions in the Goss Government. He felt that they lost contact with the ministers because of the strict regulations put in place.
Peter Henneken discusses the ministers he worked with during the Beattie years. He notes that in his last eight months the department was a super department and had four ministers. He then goes on to comment on functionality of mega-departments.
Peter Henneken discusses his relationship with the Goss Government industrial relations ministers. He notes that Warburton focused on industrial relations and implementing a system of conciliation and arbitration; and Foley was interested in industrial relations and focused on training.
Mal Grierson notes the issues involved with his contract being with the premier not with the minister. For him this was an issue that forced a necessary relationship and loyalty to the premier.
