1. Is it possible for a government owned business to operate strategically and in an entrepreneurial manner given the political context in which it has to function?

2. Is risk taking compatible with public sector accountability regimes?

3. Can an entity such as Queensland Rail maintain a truly ‘arms length’ relationship from its government owner to facilitate day to day business decision-making?

4. What are the potential advantages and disadvantages of privatisation of an acknowledged successful government business enterprise such as Queensland Rail?

5. Is there a case, in the transport and infrastructure sectors, for maintaining government ownership of networks and only privatising the value-added components?

6. What can a government achieve, in the public interest, through public ownership, that it cannot achieve by privatisation plus regulation?