||Federation and Meteorology
Table of Contents
History of Research in the Bureau of Meteorology
Chapter 1: Germination and Growth
Chapter 2: Struggle, Competition and Emergence
The Struggle for Recognition
The Bureau Goes Solo
Appendix 1: Meteorology Act 1906
Appendix 2: Meteorology Act 1955
Appendix 3: Simpson Report
Appendix 4: Survey Questionnaire
Appendix 5: Bibliography
Commonwealth Meteorological Research Centre (continued)
In his characteristically measured manner, Priestley, in his submission, drew attention to the Centre's achievements whilst acknowledging the differences of approach to its management between himself and Tucker, on the one hand, and Gibbs, on the other. Priestley believed that these difficulties were inevitable given the different priorities of the Bureau and of the CMRC and CSIRO. However, since the Centre had achieved some international acclaim he suggested it should continue in its present form with perhaps, more attention being devoted to the problem of transferring the research models to an operational environment.
Following the completion of the review, which drew attention to the management difficulties but recommended that the work should continue, Ennor decided to draw up a new management agreement. This took control out of the hands of the previous management and transferred it to himself and Price, acting jointly. They were also to act as the final arbiters in administrative matters, with the Officer-in-Charge in effective control of both staffing and the carriage of the new Centre's research program, which was a continuation of that done by CMRC. The members of the previous Management Committee were appointed, together with J. P. Lonergan, First Assistant Secretary, Policy Division, Department of Science, to a new Advisory Committee on Policy and Programmes.
This latter Committee was to report to the new Management Committee on the overall direction and efficiency of the Centres research program, and on the best means of dividing responsibilities between CSIRO and the Bureau so as to achieve the best results, in terms of both budget and research objectives. It was not, however allowed any say in management, either official or otherwise. Thus, the Bureau saw what it believed should have been a significant in-house research effort become, from its point of view, another unit of the CSIRO, even though the Bureau was required to contribute a major portion of its limited research resources (Zillman ). It seems that the Bureau came to this conclusion on the basis that CSIRO had more control of the Centre both directly through the Officer-in-Charge, who was a member of CSIRO'S staff, and its membership of the Management Committee.
People in Bright Sparcs - Ennor, Arnold Hughes; Gibbs, William James (Bill); Priestley, Charles Henry Brian (Bill); Tucker, Gilbert Brian
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