The extent of external engagement activity varies considerably across Commonwealth departments according to their functional responsibilities. For me, it was greatest in the Health department, which Sidney Sax famously described as ‘a strife of interests’. Commonwealth–state issues are also most complicated in health, though they also play an important role in many other portfolios these days. Similarly, international connections vary across departments—the Department of Health possibly having more than most.

There are also personal factors involved, with some secretaries preferring to limit their own involvement, and exposure, relying more on ministers and their staff to manage external relationships or, at least, requiring that their engagement with stakeholders is always confidential rather than public. I generally enjoyed this role, believing it made me better aware of the issues and different perspectives and hence better able to advise, and accepting such engagement could not be expected to be off the record (indeed, there were benefits from the discipline and wider interaction that flowed from public engagement). I also placed emphasis on the credibility of my agencies among the stakeholders and saw public interest in the information I was able to provide via public speeches and private consultations. I also enjoyed interacting with academics, finding this personally stimulating. Other secretaries are more reserved and rely more heavily on private and informal interactions rather than public forums. The days of isolation and anonymity, however, are long since gone.

Ministers’ preferences also have an impact, some encouraging wider interaction and others being less keen. Brian Howe was particularly keen for his small department to have strong connections in Australia and internationally, including with the academic community. Michael Wooldridge also promoted widening and deepening the department’s work with external stakeholders, particularly among health professionals.