4 research outputs found

    CSIRO and land research in Papua New Guinea 1950-2000: part 1: pre-Independence

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    During the period 1953-69, the Commonwealth Scientific and Industrial Research Organisation (CSIRO) conducted fourteen integrated land resource surveys in the Territory of Papua and New Guinea with the aim of identifying areas suitable for accelerated development. The resulting reconnaissance-level regional survey reports and maps provided extensive baseline information for national development planning. Related disciplinary publications expanded scientific knowledge of land resources and resource use in the wet tropics more generally. Substantial botanical collections carried out during the surveys contributed to building the Papua New Guinea (PNG) national collection at the Lae Herbarium and to the establishment of what is now the Australian National Herbarium

    CSIRO and land research in Papua New Guinea 1950-2000: Part 2: Post-Independence

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    Following Papua New Guinea (PNG) Independence in 1975, the new administration approached Australia’s Commonwealth Scientific and Industrial Research Organisation (CSIRO) directly concerning the need to address issues related to food security and village-based agriculture. A subsequent series of collaborative research projects between CSIRO and PNG government departments built upon the existing survey information to provide PNG with one of the earliest national-level, computer-based resource information systems, with widespread applications, particularly in agriculture, forestry, environmental management and planning. Part 1 of this historical review discussed the evolution, conduct and outcomes of the CSIRO integrated surveys over the period 1950–75, while Part 2 describes the subsequent research projects that arose from the surveys and concluded in 2000. In addition, the legacy of CSIRO involvement in land research in PNG is examined in relation to advances made both within individual scientific disciplines and in other relevant technological fields, and to operational challenges and structural change within the organisation.Funds received by CSIRO from other institutions to cover the research described in this paper have been acknowledged throughout. The CSIRO Honorary Fellowship held by Gael Keig during compilation is also gratefully acknowledged
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