The Ethical Aspects Of The Engineering Essay Example | Topics and Well Written Essays - 1000 words

The Ethical Aspects Of The Engineering - Essay Example This will mean that I need to keep abreast of the technicalities that keep on changing with the passage of time, and the trivial issues that even though are not very useful to know but finding information about them is not a bad thing after all. This is one of the significant elements of my understanding as far as the engineering discipline is concerned, and how I need to move ahead with the changing time dimensions (Kettunen, 2000). Similarly, I must also be well-equipped of the diverse fields of health and safety, because they play a dire role in educating the people regarding the engineering aspects. The environment-related premise is also fundamental towards knowing where and how changes need to be brought in and how these could be resolved to achieve an amicable result all the same. In the same vein, I must also be well-informed of the various legalities that bring a form of genuineness to the whole dynamics of engineering and how electrical engineering is covered from a number of different angles. I believe knowing all these aspects is of immense importance for me because these will help me to grow and develop my means beyond a certain level. What is even more significant is my understanding of the attached links that come in close association with the field of engineering and how engineers at large are provided benefits by the different rules and policies. Since the field of electrical engineering is closely related to risk, identifying the same will only help the engineer to grow beyond a certain level (Johnson, 2004). This will be the basis of his eventual development within the field of electrical engineering. I am sure that if I commit myself wholeheartedly towards this task, much success will come about in the coming times. If I am aware of the looming dangers that haunt my understanding of the engineering field, I will be at par with the very best in this business. This will make me feel at ease with the dangers that haunt the electrical engineers on a consistent basis. Also, it will allow me to inculcate similar measures to the people who are around me or who work along with me. This will make me feel content with what I am doing professionally and how I am growing up and advancing beyond certain means. The professional world of engineering is indeed a very exciting one as has been proven with due research and evidence of study basis. The ethical documentation of an engineer is all the more pertinent to understand since he has to go through the human interaction basis within his work tasks that make him stay one step ahead of his processes at all times. This is indicative of how well he comprehends the nuances of work and what kind of challenges he has to face on a proactively consistent basis. What is even more interesting to note is the fact that engineering in itself is such a platform from where many success areas can be tapped, and more so when the discussion centers on the premise of bringing about development within t he human interactions with gadgets, electrical appliances and so on. What this suggests is an understanding of many different things, and not just which focus on electrical engineering realms alone.

Critically assess the costs versus benefits of a staging a global Essay

Critically assess the costs versus benefits of a staging a global sporting event (London) - Essay Example loping countries have increased their budgetary allocation to cater for the construction of the facilities with an aim of staging the global sporting events in future. Apart from the benefits that are associated with the international sports, the events brought about high costs that the hosting countries must incur in order for the sports to be successful (Kamper and Mallon, 1992). Some of the major costs are incurred in the process of providing security, construction of stadiums and infrastructure, construction of hotels and restaurants as well as during advertising and promotion of the events. This paper aims at accessing the costs versus benefits of staging the 2012 London Olympic Games, one of the global sporting events that were held in the city of London. London is the largest city in United Kingdom. Being one of the most populous areas and the capital city of UK, London strength is based on expansive commercial activities, entertainment, health care, professional services, well developed tourism sector and developed infrastructure among other services. With a population of approximately 8.3 million people, London City has the largest airport system by considering passengers traffic. This is based on the large number of visitors who go the UK either for business activities, sporting or learning. Being one of the cities with the largest GDP, the city of London is a home to various ethnic groups (Coates, 1998). Some of the key ethnic groups that are found in the city include the White British, Irish, Asians, Indians, Chinese, Arabs and Pakistanis. Based on the peaceful coexistence of the various ethnic groups within the city, Ackroyd (2001) argues that the region has been one of the favourite places for holding an international sportin g event. Approximately 20% of the UK Gross Domestic Product (GDP) is generated by London. With more than $670Â  billion being generated by the London metropolitan area, the city has significantly contributed to the development

Evaluation of Hospital Audit Report

Evaluation of Hospital Audit Report Josefina B. dela Cuesta   Executive Summary This paper will critically evaluate the audit report of CHT St Johns Hospital which was conducted last September 2015 which is the Certificate of Audit under the Health and Disability Auditing New Zealand in accordance of the standard of the Health and Disability of the Health and Disability Services (Safety) Act 2001 for the compliance of the Ministry of Health. On this study it will tackle the key findings of the audit report of the CHT St John Hospital. The key findings will focus on six areas which are the consumer rights, organizational management, continuum of service delivery, safe and appropriate environment, restraint minimization and safe practice lastly the infection and prevention and control. As a result of the audit done in CHT St John Hospital they have fully attained the six areas that adhere to Health and Disability Services (Safety) Act 2001. In addition, this paper study also discusses the four auditing principles, the consumer focus, outcome focus, system and process focus and transparency and openness. Furthermore, this paper report includes recommendation and conclusion for the organization. Introduction Health is very important to every individual thus it is very vital to evaluate every program implemented to different organization, facilities, or a health program to view the effectiveness   and make necessary interventions for specific program. Health care audit is defined as the review of an existing practice against standards in any part of Health care and it includes clinical and non- clinical Audit. Furthermore the key purpose of a health care audit is to monitor to what degree of standards for any given health care activity are achieved or met (Daly, 2008). In New Zealand, heath care sector are basing from the Health and Disability Standard Service standard which is the Safety Act of 2001 which required auditing the different health programs in New Zealand. The major purpose of this Act are, first to promote the safe delivery of health and disability services to all New Zealanders, second establish a consistent and reasonable standard in giving health and disability services to the public safely, thirdly, reassure providers of health and disability service to take accounts for providing those services, lastly reassure providers of health and disability services to endlessly improved the quality of services (Ministry of Health, 2017) Health and Disability Auditing New Zealand Limited conducted the auditing for Aged rest home, hospital and other residential facilities designated by the Health and Disability of the Health and Disability Services (Safety) Act 2001, for the compliance to the Ministry Of Health. The CHT St John and Hospital where I worked   as a part time care giver is the audit report to be used and it is located at Epsom Auckland which has 70 residents during the auditing last September 14-15 , 2015. This paper report will discuss the audit report of CHT St John Hospital and to critically evaluate to its significance, methodology, contribution to topic and quality. Moreover, it will also tackle the four audit and evaluation processes and approaches. Background of the Organization Christian Health Trust (CHT) St Johns Hospital is an independent healthcare trust which caters residential care to aged people. The company is located at Epsom Auckland and it was established in the year 1962. Furthermore, CHT St John offers a calm and peaceful sense of home for residents. The facility is redeveloped in 1999 and second floor is added in the year 2003 which has 8 and 10 bed suites (Eldernet, 2017) CHT St John concentrates all energy and resources into caring for residents and their respective families and communities. In addition, CHT St John have been serving over the fifty (50) years and leading provider of residential care in Auckland New Zealand. Furthermore, they have different amenities provided to their residents like Gardens, outdoor seating spaces, BBQ area, shared lounge spaces, Shared dining room, activities programme , organized outings. Moreover, the organization had opened their dementia unit in early 2016. Auditing and Critical Evaluation of CHT St John Hospital The Audit report of CHT St. John Hospital has conducted by the Health and Disability Auditing New Zealand which is the Certificate of audit surveillance that was done last September 2015 this is under the section of the Health and Disability Services (Safety) Act of 2001 ( Ministry of Health,2014). The auditing report comprises of review of their policies and procedures, interview and observation with the residents and staff. Furthermore the certificate of audit also reviews the sustainability of the ten (10) suites that provide aged and hospital care to residents. Moreover, as result of their auditing report CHT St John Hospital the auditing in charge did not find any areas of improvement and they exceeded with the standard set by the Health and Disability Auditing New Zealand (Ministry of Health, 2014) Continually, in conducting the audit of an organization or a health program it requires the different principles like with fair performance, ethical conduct, professional care and support, independence and an evidenced approach as required by the Ministry of Health. The different principles are consumer focus, outcome focus, system and process focus, openness and transparency (Ministry of Health, 2016). The first principle is consumer focus, which concentrate on the care for patients, support services with updated standard of practice and being consistent with the consumer. The auditing committee will make use of technical and clinical skill to gather audit evidence straightly form the consumers, families , providers which includes the review of the care and support received both on the individual components of care and care of   patients ( Ministry of Health, 2016). In CHT St John Hospital auditing on consumer focus was done through face to face interview with the residents, families and the staff and the providers and this area was fully attained by the organization. The second principle is the outcome focus that describes that outcome can be accomplished by several inputs, practices, and outputs in rendering service to the clients. Moreover, the audit evidence should comply with requirements of the Health and Disability Services Standards in providing care and services to the consumers. The CHT St John Hospital when it comes to outcome focus they have updated standard of care and risk management committee comprises of philosophy, goals and planners to continually serve their clients with outmost respect, dignity and best quality care. Third principle system and process focus concentrates on how an organization is effective in terms of service delivered. In addition, on this principle the auditors consider the evidence of audit based on the standard of service and care and services do not rely on one person but on the system implemented and process (Ministry of Health, 2016).The CHT St John Hospital had competent staff and clinical manager who manage the system and they attained it well specially on the different policies and procedures. Lastly, the openness and transparency principle describes as the gathered information is communicated effectively throughout the audit process and ensures the stakeholders are involved in the auditing process. Furthermore, organization should adhere to Health and Disability standard the quality of care and CHT St John Hospital has achieved this area of principle (Ministry of Health, 2016). Method of Evaluation The CHT St John used Certification of Audit as method of evaluation; this audit has been conducted by the Health and Disability Auditing New Zealand that is chosen under section thirty two (32) of the Health and Disability Services (Safety) Act 2001 for submission to the Ministry of Health. Certificate of Audit is   done every 1-4 years, after the audit, rest homes are certified for   a given set of time but it depends how the rest home performed during the   certification of audit and once expired the facility should again renewed and evaluated ( Ministry Of Health, 2014). The audit happened last September 2015 and there were 65 residents and the service is overseen by the unit manager and supported by the clinical coordinator and the area manager. The clients and the resident physician shared their positive outlooks about the service. Furthermore the audit process comprises of examination of policies and procedures, to the residents and employees files, observation and interviews with the residents, staff and management. Moreover, as a result of this audit, the auditing team did not recognize any areas that require an improvement; their service was exceeded with the necessary standard (Ministry of health, 2014). Key findings 1. Consumer Rights The outcome audit of CHT St John as to consumer right contains thirteen (13) standards that support the outcome where clients obtain safe   services of an right standard that comply with consumer rights. The services offered in CHT St John are provided in way that is respectful of the clients rights, facilities, informed choice, lessens harm and recognizes the cultural and individual values and principles. Moreover as to their audit report, staff of CHT St John do their best to ensure that their care is being provided that focuses on the individuals, values, maintaining the privacy of the patients and their own choices. Furthermore, their service functions conform to Health and Disability Commissioners (Ministry of Health, 2016) (Ministry of Health, 2015) (Ministry of Health, 2014) Code of Consumer Rights, their cultural needs of the patients is achieved. Continually, policies were implemented well to upkeep the residents rights. In addition, care plans includes their families and complaints and concerns had been accomplished and their complaints were maintained (Ministry of Heath, 2015) 2. Organizational Management The CHT St John comprises of nine (9) standards that support the outcome where patients, receives services in accordance with the legislation and are achieved in a harmless, effective and well-organized manner. Moreover, they have fully attained their standards with exceeded some of their standards. Furthermore, CHT St John has a unit manager and a registered nurse, clinical coordinator, and health care staff support. Their quality and risk management comprises of service philosophy, goals and quality planner. In addition, quality activities were piloted and this produces improvements on their practice and service delivery (Ministry of Health 2014). The CHT St John conducting meetings to tackle quality and risk management process and residents meetings with their own families are conducted every year. Furthermore, health and safety policies, system and process are implemented to cope with risk. The incidents and accidents were conveyed and followed -up. There are also complete education and training program and it has been implemented well. Continually, precise employment processes are observed to and all employees have yearly appraisal and their rooster of staff were sufficient to meet the quality of service (Ministry of Health, 2014). 3. Continuum of Service Delivery The CHT St John comprises of thirteen (13) standards that support the outcome of clients and receive appropriate assessment followed by their services that are well planned, organized and   conveyed in a timely and correct method with compliance to the current legislation and all standards suited on this service were fully attained with some standards exceeded ( Ministry of Health, 2014) In CHT St John the clinical coordinator manages the services offered with assistance from the registered nurses. Moreover, first hand-in assessment were accomplishes by the nurse which includes the InteRAI assessment and complete the care plan evaluations within the mandatory time. In addition, care plans are centered on InteRAI findings and each of their patients or residents are being interviewed and involved in the care planning and review process (Ministry of Health, 2014). Furthermore, medicines are kept and managed properly in accordance to legislation and guidelines. The resident physicians review the patients every three months and more frequently if needed. Continually, their meals were prepared on the site by a contracted agency under the direction of a dietitian, and menu are wide-ranging and appropriate, and patients were interviewed and they were satisfy about the food service offered by CHT St John (Ministry of Health, 2014). 4. Safe and Appropriate Environment As to safe and appropriate environment CHT St John have achieved their service are fully attained which includes eight (8) standards that supports the outcome where their services are offered in a clean and safe environment that is applicable to the age or need of the residents, make certain physical privacy and it is well maintained. Sufficient space and amenities to conduct independence is appropriate to meet the needs of people with disabilities (Ministry of Health, 2014). Moreover, the building of CHT St John has a up-to-date warrant fitness and emergency evacuation plan and ongoing maintenance problem are solve and being addressed. The facility has eight (8) suites that comprises of eight to ten patients and bedrooms are single occupant and they their own suite. Furthermore, there is enough space to permits residents to move around freely and the facility utilized mobility aids for the residents. In addition there is an open lounge and dining area in each suite, outdoors section is safe and certainly  Ã‚   accessible. The maintenance departments are able to provide the appropriate services and the employees of St John have planned and strategies in case of emergency and emergency system are in place in the event of a fire or exterior disaster (Ministry of Health, 2014). 5. Restraint Minimization and Safe Practice The CHT St John comprises of three (3) standards that support outcomes where the clients received and experienced services in the least and safe way through restraint minimization and this standard of practice in the facility was fully attained. The CHT St Johns Hospital has a restraint minimization and safe practice policies and procedures wherein the employees received trainings on restraint for patients who have challenging behavior. During the audit last September 2015 there were six patients with restraint and three with an enabler. The restraint management procedures were applied (Ministry of Health, 2014). 6. Infection and Prevention and Control The CHT St John has six (6) standards that minimize the risk of infection to their clients, service providers and visitor. The Infection Control Policy and procedures is practical, safe and appropriate for the type of service rendered that adheres to the legislative and accepted good practice. In addition, the facility offers significant education on infection control to all the service providers and clients and surveillance of the infection control is done as well. The standard of infection control of CHT St John service is fully attained (Ministry of Health, 2014). Moreover, the documentation evidence that is related to infection control education is provided to the service providers as a part of the orientation and as a part of an ongoing in service education program. Furthermore, the type of surveillance carry out is suited for the organization as to its size and complexity and standardized definitions were utilized for the identification and classification of infection events. The results of the surveillance were acted upon, assessed and reported to the relevant person in a well-timed manner (Ministry of health, 2014). Recommendation In CHT St. John Hospital certificate of audit is done last September 2015 which they have fully attained the different areas conducted by the Health and Disability Auditing New Zealand. This shows that the organization had achieved a success in providing quality of care to their consumers. Nevertheless, it is recommended that CHT St John Hospital should expand more their services like putting up additional building so that it could cater more patients to care. Moreover, the organization should add more services like for emergency procedures and minor operations that will help the residents instead of referring to other facility. Conclusion In conclusion, CHT St John Hospital certificate of audit was done as a result they have attained or achieved the different standard set by the Health and Disability Services (Safety) Act of 2001. Furthermore, it is very fundamental in every organization to conduct an audit because it measures the effectiveness and accuracy of the services rendered and to measure the competency of the staff as well as the providers and stakeholders. Moreover, auditing plays an important role especially in the delivery of care to the clients because this would determine the success of the organization through the feedback of the clients and family involved. Having a positive feedback of the organization can raised the confidence of the staff as well as the organization thus success of the organization will be visible. References Daly, M. (2008). Healthcare Audit Criteria and Guidance. Retrieved March 2017, from http://hse.ie/eng/about/Who/qualityandpatientsafety/resourcesintelligence/Quality_and_Patient_Safety_Documents/guid.pdf Ministry of Health. (2013). Rest home Certification and Audits. Retrieved March 2017, from Ministry of Health: https://www.health.govt.nz/your-health/services-and-support/health-care-services/services-older-people/rest-home-certification-and-audits Ministry of Health. (2014, April). Health and Disability Service Standards. Retrieved March 2017, from Ministry of Health: https://www.health.govt.nz/our-work/regulation-health-and-disability-system/certification-health-care-services/services-standards Ministry of Health. (2015, September). Christian Health Trust St John. Retrieved March 2017, from Ministry of Health: https://www.health.govt.nz/sites/default/files/prms/audit_summaries/AuditSummary_PRMS_CommunicatePublish_000001594001.pdf Ministry of Health. (2016, December). Designated auditing agencies. Retrieved March 2017, from Ministry of Health: https://www.health.govt.nz/our-work/regulation-health-and-disability-system/certification-health-care-services/information-providers-health-care-services/designated-auditing-agencies Ministry of Health. (2016, July). Designated Auditing Agency Handbook. Retrieved March 2017, from Ministry of Health: http://www.health.govt.nz/publication/designated-auditing-agency-handbook Ministry of Health. (2017, February 14). Health and Disability Services (Safety) Act. Retrieved March 2017, from Ministry of Health: https://www.health.govt.nz/our-work/regulation-health-and-disability-system/certification-health-care-services/health-and-disability-services-safety-act

James Joyces Araby Essay -- Araby Essays

James Joyce's Araby   Ã‚  Ã‚  Ã‚  Ã‚  The story â€Å"Araby,† by James Joyce, shows how people often expect more than that which ordinary reality can provide and consequently feel disappointed when they do not receive what they expect. Another fascinating piece of literature is the poetry collection The Black Riders and Other Lines by Stephen Crane. What, if anything, does one have to do with the other? This paper will compare one of Crane’s poems to Joyce’s story. â€Å"Araby† tells the story of a young boy’s disillusionment with life as he experiences his first adult feelings of love for a girl, but is then denied expression of his feelings for her by the adult world. The key theme is frustration, as the boy deals with the limits forced on him by his situation. He has a succession of romantic ideas about a girl and an event to which he attributes magnificent qualities, a common bazaar called â€Å"Araby,† that he will attend on her behalf. On the night when he waits for his uncle to return home so that he can go to the bazaar, the reader witnesses the boy's frustration increasing and building. By the time he finally gets to go to the bazaar, it is more or less over. His fantasies about the bazaar and about buying a special gift for the girl of his dreams are revealed as being ridiculous. The boy’s anticipation of the event, and of pleasing the object of his affections with a gift from the event, provided him with n ice fantasies. However, reality turns out to be much harsher than fantasy. Crane’...

Financial Accounting Final Answers

ANSWERS 1 a) 1 b) 1 c) 1 d) 1 e) 1 f) This transaction has no effect on the balance sheet since this is only an order, no financial value. 1 g) 1 h) 1 i) 1 j) 2 a) a] b] c] d] e] f] g] h] j] k] l] 2 b) INCOME STATEMENT as of April, 30th Sales Revenue$10,000 COGS $(6,500) GROSS MARGIN $ 3500 Salary Expense $(1,000) Rent Expense $(2,000) Utilities Expense   $(200) Depreciation Expense   $(90)TOTAL EXPENSES $ (3290)Net Income: 3500 – 3290 = $ 210 BALANCE SHEET as of April, 30th Cash 3,870 Acc / Pay 5,000 A/R 10,000 (Raw Mat 11,800 + Finished Goods1,500) Inv 13,300 Total Current Assets $ 27,170 Total Current Liabilities $ 5,000 (Depreciation $90) PPE (Net) $ 5910 C/S $ 30,000 Prepaid Rent $ 2000 R/E $ 80 Total Non-Current Assets $ 7,910 SHE $ 30,080 A = $ 35,080 = L + E = 30,080 + 5,000 = $ 35,080 Age |Amount |Estimate to be Uncollectible |Required balance in Allowance| |1-30 Days |$600,000 |%% 0. 70% |$4,200 | |31-60 Days |$175,000 |% 1. 20% |$2,100 | |61-120 Days |$70,000 |% 11% |$7,700 | |More than 120 Days |$10,000 |% 65% |$6,500 | |Year-end balance of allowance for doubtful accounts  Ã‚  Ã‚  Ã‚   = $20,500 | a) The credit balance in the allowance for uncollectible accounts is $ 2,500 20,500 – 2,500 = 18,000 3 b) In case of skimming the adjusting journal entry, since it would show expense understated; balance sheet equation would be overstated comparing otherwise. The reason to that is removal of this amount would present the company as if it contains higher receivable accounts. 4 a i) Cost of Goods Available for Sale = AFS = InvB + Purchases = = (3,500Ãâ€"66) + (3400Ãâ€"64. 75)+(3,200Ãâ€"64. 30) = $ 656,910COGS (LIFO) = (3,500Ãâ€"66) + (3400Ãâ€"64. 75)+(150Ãâ€"64. 30) = 231,000 + 220,150 + 9,645 COGS (LIFO) = $ 460,795 InvE = AFS – COGS = 656,910 – 460,795 = $ 196,115 = (3050Ãâ€"64. 30) a ii) Cost of Goods Available for Sale = AFS = $ 656,910 COGS (FIFO) = (3,200Ãâ€"64. 30) + (3,400Ãâ€"64. 75)+(450Ãâ€"66) = 205,760 + 220,150 + 29,700 COGS (FIFO) = $ 455,610 InvE = AFS – COGS = 656,910 – 455,610 = $ 201,300 = (3050Ãâ€"66) iii) Cost of Goods Available for Sale = AFS = $ 656,910 Total Units = 3,200 + 3,400 + 3,500 = 10,100 Total Sold Units = 3,600 + 3,450 = 7,050 COGS (FIFO) = (7,050Ãâ€"65. 0405) = COGS (FIFO) = $ 458,536 InvE = AFS – COGS = 656,910  œ 458,536 = $ 198,374 = (3050Ãâ€"65. 0405) 4 b) They are to use LIFO calculation in order to minimize Taxes. The reason for that is in LIFO, which is last in first out method costs of goods are calculated starting from the latest purchases, eventually with higher unit costs. So since the expenses will be shown higher taxes for this period shall be minimized. c) Thomas Engine Company is required to use FIFO method should they choose to report higher profits in March. As per FIFO cost for sold goods are calculated starting from the first received material (earlier inventory mostly as in this example) consequently with lower unit costs will take place in calculations for profits. 5) Original Cost = $ 177,600, Salvage Value= $ 9,600, Assumed Useful Life = 6 years Assumed Total Operating Hours = 30,000 hrs a i) Straight Line Method Average Depreciation Expense = (177,600 – 9,600) / 6 = 28,000 $/per year End of Year |Depreciation Expense ($) |Book Value ($) | |1 |28,000 |149,600 | |2 |28,000 |121,600 | |3 |28,000 |93,600 | ii) SYD Method |EoY |Depreciable Base ($) |Depr. Rate |Depr. Expense ($) |Accumulated Depr. $) |Book Value ($) | |1 |168,000 |6 / 21 |48,000 |48,000 |129,600 | |2 |168,000 |5 / 21 |40,000 |88,000 |89,600 | |3 |168,000 |4 / 21 |32,000 |120,000 |57,600 | a iii) Activity Method |End of Year |Hours Operated |Depr.Expense ($) |Book Value ($) | |1 |4,500 |25,200 |152,400 | |2 |5,000 |28,000 |124,000 | |3 |5,500 |30,800 |93,600 | b) c) As it is S/L Method the Average Depreciation Expense = (177,600 – 9,600)/6 = 28,000 $/per yearAccumulated Depreciation Expense at the end of 3rd year is = 28,000 x 3 = $ 84,000 d) As per SYD Table above Book Value at the end of the 2nd year is $ 89,600. Sold Price = $ 73,000 Loss = 89,600 – 73,000 = $ 16,600 Accordingly; e) As per tables above Book Values at the S/L and Activity Methods are same ($ 93,600) and higher than SYD. The reason of this coencidence is at the end of 3rd year, which is exactly the half of assumed useful life, total operating is (4,500 + 5,000 + 5,500) 15,000 hrs, which is also exactly half of the assumed total operated hours. 6) |Second Year |Second Year w/ loan | |Total Current Assets ($) |36,000 |46,000 | |Total Assets ($) |66,000 |76,000 | |Total Current Liabilities ($) |4,600 |4,600 | |Total Long Term Liabilities ($) |—– |10,000 | |Total SHE ($) |61,400 |61,400 | a) Long Term Debt Ratio= LTD / Total Assets = 0 / 66,000 = 0 b) Debt – Equity Ratio = Total Debt / SHE = 4,600 / 61,400 = 0. 75 c) Current Ratio = Current Assets / Current Liabilities = 36,000 / 4,600 = 7. 82 d) LTD / Total Assets = 10,000 / 76,000 = 0. 13 e) Total Debt / SHE = 14,600 / 61,400 = 0. 24 f) Current Ratio = 46,000 / 4,600 = 10 ———————– DR Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 100,000 CR C/S†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 100,000 DR Equipment†¦Ã¢â‚¬ ¦. †¦. 225 CR Acc Payable†¦.. â € ¦ 225 DR Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. 5,000 † Ã¢â‚¬   †  †  †  †  †  † Ã¢â‚¬  ? † Ã¢â‚¬   †  †  † Ã¢â‚¬   †  †  † Ã¢â‚¬   CR Acc Receivable†¦ 5,000 A = L + E A = L + E DR Prepaid Insu Exp †¦. 3,000 CR Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3,000 A = L + E DR Acc Receivable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5,000 CR Sales Rev†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5,000 A = L + EDR Prepaid Rent†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1,000 CR Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1,000 A = L + E DR Land†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 25,000 CR C/S†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 25,000 A = L + E DR Equipment†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7,500 CR Acc Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6,800 CR Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 700 A = L + E A = L + E DR Acc Payable†¦Ã¢â‚¬ ¦. †¦. 225 CR Check/Cash†¦.. †¦ 225 A = L + E Apr, 1st) DR Cash†¦.. †¦Ã¢â‚¬ ¦. †¦. $ 30,000 CR Common Stock. †¦ $ 30,000 Apr, 2nd ) DR PPE †¦Ã¢â‚¬ ¦. †¦. $ 6,000 CR Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦ $ 6,000 Adjusting Entry on Apr, 30th ) DR Depreciation Exp†¦Ã¢â‚¬ ¦. $ 90 CR Acc Depreciation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. $ 90 Apr, 4th ) DR Inventory†¦.. †¦Ã¢â‚¬ ¦.. $ 10,000 CR Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦ $ 10,000 Apr, 1st ) DR Prepaid Rent†¦.. †¦$ 4,000 CR Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦ $ 4,000Adjusting Entry on Apr, 30th ) DR Rent Expense†¦Ã¢â‚¬ ¦. $ 2,000 CR Prepaid Rent †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. $ 2,000 Apr, 8th ) DR Work in Progress †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. $ 8,000 CR Raw Material in Use†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦ $ 8,000 Apr, 10th ) DR Raw Material †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. $ 5,000 CR Acc / Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦ $ 5,000 Apr, 14th ) DR Inventory Expense †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. $ 4,000 DR Salary Expense†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦$ 1,000 CR Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. †¦ $ 5,000 Apr, 15th ) DR Inventory Expense †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. $ 800 DR Salary Expense†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦$ 200 CR Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. †¦ $ 1,000 Apr, 30th ) DR Accounts Receivable†¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 10,000 CR Sales Revenue†¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. †¦$ 10,000 Apr, 30th ) DR COGS†¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. $ 6,500 CR Inventory. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. †¦$ 6,500 Apr, 30th ) DR Dividend†¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦.. $ 130 CR Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. †¦$ 130 DR Bad Debt Expense †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. $ 18,000 CR Allowance for Doubt Acc†¦Ã¢â‚¬ ¦. †¦ $ 18,000 Average Unit Cost = =656,910/10,100 = $ 65. 0405 DR Depr Exp †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦$ 28,000 CR Acc Depr†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. $ 28,000 A = L + E DR Depr Exp †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $ 28,000 Acc Depr†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $ 28,000 Loss from Asset Disposal†¦Ã¢â‚¬ ¦. $ 16,600 CR Machinery†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. $ 177,600 A = L + E R/EB + N/I = R/EE + Dividend 0 + 210 = R/EE + 130 R/EE = $ 80

Public Library †Architectural Essay

* Introduction * Definition A library (from French â€Å"librairie†; Latin â€Å"liber† = book) is an organized collection of information resources made accessible to a defined community for reference or borrowing. It provides physical or digital access to material, and may be a physical building or room, or a virtual space, or both. A library’s collection can include books, periodicals, newspapers, manuscripts, films,maps, prints, documents, microform, CDs, cassettes, videotapes, DVDs, Blu-ray Discs, e-books, audio books, databases, and other formats. Libraries range in size from a few shelves of books to several million items. * A public library â€Å"should encourage the following uses: browsing, seeking, studying, meeting, and borrowing. Major trends likely to influence library design in the foreseeable future include: a 30% increase in pensioners by 2025, and a significant diminution in those of working age; a significant increase in those with a higher education; more part- time work; more jobs in knowledge-based areas, and fewer in manufacturing. * History The concept of the ‘public library’ evolved from the Guildhall Library in 15th century London. In the 17th and 18th centuries, most libraries were created by gift or endowment, but by the beginning of the 19th century, these had generally been superseded by either institutional (e. g. those attached to mechanics’ institutes or literary and philosophical societies) or subscription libraries. The Public Libraries Act of 1850 was one of several social reforms of the mid- 19th century, and was generally intended to create ‘free libraries’, available to all classes of society throughout the country. The first two purpose- designed public libraries were Norwich and Warrington, in 1857. The Public Libraries Act of 1919 further extended library provision. Besides the lending library and the reading room, most libraries now had a reference department, and many had separate children’s departments. After 1918 there was a considerable increase in technical and commercial libraries (over 115 by 1924). By the 1930~~ most libraries had adopted open access (as opposed to books being available over a counter via the library staff), which required more sophisticated classification and cataloguing systems – the Dewey system was generally adopted. Increasing literacy and leisure time plus the ‘information explosion’ make it important to plan for maximum flexibility and for future expansion. New techniques are changing methods of control, indexing and retrieval. The growing availability of computerized information (particularly on compact discs and on-line electronic systems) means there is a change in emphasis from book storage to information exchange utilizing computer equipment. These require additional ventilation and secure power supplies, and suitable lighting levels for users. The wide availability of computers means that the problem of space, and particularly the location of a library in a single building, may no longer be critical. * Space Requirements * Public services – A central library may serve in the region of one million customers per year, with a peak daily count of approximately 5000 to 6000 people and a peak hourly count of up to 400. The following service areas may be provided * Branch library – May be included as a discrete section of a central library, probably near the entrance, and cater for more popular books and related material. There will be only a few thousand volumes, acting as a ‘taster’ invitation to what is available elsewhere in the library. The library may be divided into subject areas, perhaps with defined enquiry points. Study spaces, browsing areas, and publicly available computer terminals can also be provided in each subject area. The various areas may be open plan, but must be visually defined (possibly by variations in lighting, different finishes and planting). * Older teenage section – An area for this group is desirable (fiction and non-fiction) and should be  located between the children’s library and main lending library (literature and humanities sections). * Children’s library – Occupying approximately 300 m2, with roughly 12000 volumes for ages up to 14 and their careers, this area should have its own identity, and demonstrate to all children that visiting the library is a safe and enjoyable experience. There must be good visibility to maximize child security and safety; it should also be difficult for children to wander out of this area. * There should be a sequence of information books for all ages and sections for: * pre-school (there should be ‘kinderboxes’, shelves with picture books, novelty cushions, child chairs) * early school years (easy-reader books, with appropriate shelves and browser units) * primary school years (stories, with appropriate shelves and browser units) m young teenage (novels, with appropriate shelves and browser units). Spoken-word cassettes and other media should also be available. In addition, provide ten study places, eight browsing seats and an enquiry desk for two staff. * Children‘s activities room – A room for up to 35 children may be required for a variety of activities (63m2). * Exhibition area – Easily accessible from the main entrance, but with a distinct identity and with suitable security, an area for exhibitions is desirable (40m2). * Lavatories – The requirement for customers is 38m2 and also 15m2 for the children’s library, which should include a nappy changing room. Depending on the overall plan, one or two sets of staff lavatories will be required (each of 32m2). * Meeting rooms- Include one room for 100 people (200m2 in total), with divider to separate the room in a proportion of 60:40. Chair storage and simple catering facilities are also required. A small room for about six people is also required. Access may be required when other parts of the library are shut; good access from entrance(s) is therefore required. * Special collection library – This area may be required in larger or specialized libraries. An adjoining librarian’s office is necessary. * Refreshments/coffee bar – For 50 customers maximum, providing drinks, snacks and light meals (105m2). * Sales point – An area to promote sales is required (this may be no more than a display case): the strategic location is important, but it may be combined with another area (13m2). * Study desks – These should be suitable for use with personal computers (which may be the customer’s own machine, necessitating simple plug- in compatibility). The integration of PCs with study furniture is very important. Two power sockets are also required. * Art in architecture – Libraries are often considered excellent places in which to display local (or national) art, either in the form of permanent murals or sculpture, designed as an integral part of the building, or in facilities for temporary exhibitions. * Subject departments – Organization of a library into subject departments has always been a consideration. * Related Local Projects * Bohol Provincial Library and Information Center New Capitol Complex, Marapao Street, Tagbilaran City, Bohol * Alaminos City Library Alaminos City Hall, Alaminos City, Pangasinan * Butuan City Library J. Rosales Ave. , Butuan City. * Cavite Provincial Library Legislative Building, Prov’l Capitol, Trece Martires City * Leocadio Alonsagay Dioso Memorial Public Library (Municipal Library of Pandan, Antique) Pandan, Antique, Philippines * Marikina City Public Library V. Gomez St. cor. Shoe Ave. , San Roque, Marikina City * National Library of the Philippines T. M. Kalaw Ermita 1000, Philippines * Quezon City Public Library (Several Branches) * San Carlos City Public Library (Negros Occidental) 610 Elm Street, San Carlos, CA 94070 * Raul S. Roco Library (Naga City Public Library) City Hall Compound, J. Miranda Ave. , Naga City * Zamboanga del Norte Public Library. Santa Cruz, Dapitan City, Zamboanga del Norte, Philippines * Supporting Datum * A possible arrangement of a central library could typically be as follows (The Architects’ Handbook) * Business – At 184m2, this department contains 2100 volumes covering all aspects of business information (local, national and international). Customers will include: those hoping to set up their own business, those undertaking research to develop their existing business, and students. Some queries may come via fax or phone. Computerized information resources will probably be more prevalent here than in other departments. Includes 40 study places and an enquiry point for two staff. * Community – With 9000 volumes (300m2), this holds social sciences and all quick-reference works (e. g. directories, yearbooks, timetables, etc. ). Includes 30 study places and an enquiry desk for three staff. Customers will be coming for both quick fact-finding and for longer-term study: any potential conflict therefore needs to be resolved. * Humanities – Department for arts, recreational pursuits (e. g. gardening), religion, music (books and scores), sound recordings (music cassettes and compact discs), and videos for hire. With 495m2, 22 000 volumes, 9000 recordings (including videos), and 10500 sheet music. Includes 12 study spaces, four browsing seats and an enquiry desk for three staff. Note that there is a noise problem with customers browsing through music cases, which can be distracting in the study areas. * Literature and language – Department for adult fiction (9000 volumes), large-print fiction, spoken- word cassettes, multi-media, drama (9000 volumes), single copies and play sets (286m2), covering English and foreign languages. Includes 12 study spaces, four browsing seats and an enquiry desk for two staff. Local studies/history 3000 volumes on public shelves (230m2); 50 study places; enquiry desk for three staff. This area will be used by short-term browsers (e. g. tourists) and for long-term study (students and researchers). It will also be used by those wanting information about local statutory agencies, and those looking for a quiet study area. Environmental conditions for this area must be designed in accordance with BS 5454: 1989. * People and places – For information books on travel (guides and travel/adventure), biographies, and human geography. 15000 volumes (240m2); 15 study places; four browsing places; enquiry desk for two staff. * Science and technology – Area with 11000 volumes (200m2), covering computing and pure and applied sciences: 20 study places; no browsing seats; enquiry desk for two staff. Access and circulation areas generally As mentioned above, generally all public and staff areas should be accessible to people with disabilities, particularly those with sight or hearing impairments. * Other considerations are as follows (The Architects’ Handbook) * Customer services/reception – An informal and welcoming atmosphere is required, as this is the first major point of contact for new customers and where existing customers can resolve queries (e.g. about availability and overdue books); space is required for three staff (51m2). Estimated peak daily level of registration updates is approximately 200; estimated peak level of enquiries, approximately 600. The area should allow for satisfactory queuing arrangements. The general layout requirements are for: a professional, inviting and efficient reception area; clear layout and instructions for customers; maximum flexibility in staff resources; suitable supervision of customers; and suitable staff security. * Internal circulation – The flow of people and materials (particularly the two-way flow of trolleys) should be made as easy as possible. Note that circulation areas provide opportunities for vandalism and concealment of theft, and should therefore: be kept to a minimum; follow a logical route; allow visual control by staff (closed-circuit TV may be installed); allow segregation of staff and public areas; allow segregation to enable secure out- of-hours use to specified areas; and allow easy emergency evacuation. * Internal vertical circulation – This should be by lift and stairs, and possibly escalator. Lifts should: allow movement of staff, books and materials to all floor levels; be linked with the book sorting office; provide public access to main lending floors; provide suitable access for out-of-hours use. No more than four lifts should be provided. Security generally The key those wanting information about local statutory agencies, and those looking for a quiet study area. Environmental conditions for this area must be designed in accordance with BS 5454: 1989. * People and places – For information books on travel (guides and travel/adventure), biographies, and human geography. 15000 volumes (240m2); 15 study places; four browsing places; enquiry desk for two staff. * Science and technology – Area with 11000 volumes (200m2), covering computing and pure and applied sciences: 20 study places; no browsing seats; enquiry desk for two staff. Access and circulation areas generally As mentioned above, generally all public and staff areas should be accessible to people with disabilities, particularly those with sight or hearing impairments. * Other considerations are as follows (The Architects’ Handbook) * Customer services/reception – An informal and welcoming atmosphere is required, as this is the first major point of contact for new customers and where existing customers can resolve queries (e. g. about availability and overdue books); space is required for three staff (51m2). Estimated peak daily level of registration updates is approximately 200; estimated peak level of enquiries, approximately 600. The area should allow for satisfactory queuing arrangements. The general layout requirements are for: a professional, inviting and efficient reception area; clear layout and instructions for customers; maximum flexibility in staff resources; suitable supervision of customers; and suitable staff security. * Internal circulation – The flow of people and materials (particularly the two-way flow of trolleys) should be made as easy as possible. Note that circulation areas provide opportunities for vandalism and concealment of theft, and should therefore: be kept to a minimum; follow a logical route; allow visual control by staff (closed-circuit TV may be installed); allow segregation of staff and public areas; allow segregation to enable secure out- of-hours use to specified areas; and allow easy emergency evacuation. * Internal vertical circulation – This should be by lift and stairs, and possibly escalator. Lifts should: allow movement of staff, books and materials to all floor levels; be linked with the book sorting office; provide public access to main lending floors; provide suitable access for out-of-hours use. No more than four lifts should be provided. Security generally The key considerations concern the control of access between staff and public areas (both during and outside opening hours), and prevention of theft. These issues can be addressed by: strategic location of staff enquiry points, with line-of- sight control; CCTV cameras; electronic book sensors at exit points; and security personnel. * Trolleys – Allowance must be made for trolleys: for instance, by providing suitable protection to prevent damage to wall surfaces, adequate door widths, and suitable flooring (studded and ribbed flooring is not suitable). * Entry/access areas – One main entrance and two others are required, preferably separate: * Main entrance foyer/lobby: ( 190m2) should be clear and inviting, and be sufficiently spacious to cater both for visitors who have a specific destination and those who may wish to wander around. * Public out-of-hours entrance: must provide a short and secure access route from the street to the meeting rooms etc. It could be combined with the main entrance, but a lift solely for out-of- hours use is not acceptable. * Staff/service entrance: to be a safe and secure area, particularly for staff leaving after dark. Queuing space should be allowed for 40 people to wait (at 0. 5 m2/person, 20m2 is required). * In-counters (51m2) – There will be one central counter for the whole building, after which customers will either move to other departments, move to customer reception, or leave. Peak hourly levels of customers are approximately 250-300, with a peak hourly level of returns of approximately 1000 items. Space is required for three staff plus computer terminals for customers. The layout must allow for clear and direct flows. * Out-counters (38m2) – All items issued or renewed will be from the out-counter and there may be more than one, depending on overall layout. Note that some customers may wish to return to other areas of the library (e. g. the coffee bar) after visiting the out- counter. Peak levels are as for the in-counter. Space is required for two staff plus computer terminals for customers. The layout must allow for clear and direct flows: in particular, customers not wishing to borrow items must be able to avoid becoming involved with this area. * Library returns bin – This is required in the entrance area for returns during times when the library is closed. It must be a secure unit. * Self-issue terminals – The space required is 3 m2/terminal and at least three terminals are required at various points in the library. * Smartcards – The inclusion of a ‘smartcard’ system is increasingly likely, to allow customers to pay for services (e. g. photocopying, overdue charges, borrowing videos, etc. ). The machines will be located throughout the library. * Admin and staff accommodation – In addition to a general admin office space of roughly 53 m2, provision will also include the following. * Enquiry desks – These should ideally be located so that they can service more than one department at quiet times or during staff shortages. * Librarian’s office (20m2) – The base for the manager in charge of the whole building, the room must be close to the administrative support and interview rooms. Apart from everyday managerial tasks, the room will be used for small discussions with up to two people and project work. * Library manager‘s office ( 13m2) – This includes one office for two assistants, shared desk, and also room for small meetings of one to three people. Privacy is necessary, although easy access/overview is required for counters and customer services. The office should be located near the branch library. * Delivery area (16m2) – There will be a daily ‘in’ delivery of boxes containing: books from this library, but returned to other libraries; books requested from other libraries; and new books. The ‘out’ delivery will be of books sorted in the sorting office, and books requested by other libraries. This area will also act as a short-term reception and dispatch area for other equipment, furniture, exhibition equipment, etc. , and sufficient space should be allowed for this. * Interview room (14m2) – To be used by all staff for private meetings, appraisal interviews, meeting the public and recruitment interviews, the room must accommodate up to four people and ensure confidentiality is maintained. * Local studies reserve stack ( 150m2) – Most local studies stock will be reference only, in closed-access storage areas, obtained by staff on customer request: access systems therefore need to be quick and simple. (Book stacks must be designed in accordance with BS 5454: 1989. ) A local studies workroom (38m2) will usually be required adjacent to the local studies area. * Reserve stacks (155m2) – Certain sections of stock will be housed in closed-access rolling stack storage, including: seasonal overflow (fewer items are borrowed during the summer and over Christmas); reference stock; music sets; play sets. The weight of rolling stack storage is substantial and will need to be taken into account in structural calculations. * Secure area for exhibits – A secure storage area is  Ã¢â‚¬Ëœsmartcard’ system is increasingly likely, to allow customers to pay for services (e. g. photocopying, overdue charges, borrowing videos, etc. ). The machines will be located throughout the library. * Admin and staff accommodation – In addition to a general admin office space of roughly 53 m2, provision will also include the following. * Enquiry desks – These should ideally be located so that they can service more than one department at quiet times or during staff shortages. * Librarian’s office (20m2) – The base for the manager in charge of the whole building, the room must be close to the administrative support and interview rooms. Apart from everyday managerial tasks, the room will be used for small discussions with up to two people and project work. * Library manager‘s office ( 13m2) – This includes one office for two assistants, shared desk, and also room for small meetings of one to three people. Privacy is necessary, although easy access/overview is required for counters and customer services. The office should be located near the branch library. * Delivery area (16m2) – There will be a daily ‘in’ delivery of boxes containing: books from this library, but returned to other libraries; books requested from other libraries; and new books. The ‘out’ delivery will be of books sorted in the sorting office, and books requested by other libraries. This area will also act as a short-term reception and dispatch area for other equipment, furniture, exhibition equipment, etc. , and sufficient space should be allowed for this. * Interview room (14m2) – To be used by all staff for private meetings, appraisal interviews, meeting the public and recruitment interviews, the room must accommodate up to four people and ensure confidentiality is maintained. * Local studies reserve stack ( 150m2) – Most local studies stock will be reference only, in closed-access storage areas, obtained by staff on customer request: access systems therefore need to be quick and simple. (Book stacks must be designed in accordance with BS 5454: 1989. ) A local studies workroom (38m2) will usually be required adjacent to the local studies area. * Reserve stacks (155m2) – Certain sections of stock will be housed in closed-access rolling stack storage, including: seasonal overflow (fewer items are borrowed during the summer and over Christmas); reference stock; music sets; play sets. The weight of rolling stack storage is substantial and will need to be taken into account in structural calculations. * Secure area for exhibits – A secure storage area is required, with easy access to both the delivery area and the exhibition area. * Security control room (17m2) – This acts as the base for control attendants, and for the closed- circuit TV system. * Sorting office (63m2) – Required for sorting all returns. The main divisions are: for return (by trolley) to the various departments; for return to other libraries; for special requests (e.g. customer reservations); and for particular processes (e. g. book repair). Wall shelving for 1000 items is required for temporary storage during peak flows or staff shortages. This area also acts as a supervisory area for the counters and the customer reception, allowing the easy allocation of additional staff when necessary and for general troubleshooting duties. * Staff room (115m2) – With a total staff of approximately 50, the staff room should accommodate seating for 30 and also be suitable for relaxation, social gatherings and informal meetings. During special events, staff will work outside normal working hours so there should be an adjacent kitchen area suitable for making light meals and drinks; a dishwasher may be desirable. Staff lockers (25m2) are ideally located in a separate room and storage for wet clothing is also required. * Stock workroom (127m2) – For four to five staff, its functions are: processing books from the delivery area; repairing stock; binding requirements; stock exchanges; inter-library loans for music sets. Wall shelving is required for approximately 2000 books. * Subject staff workroom (152m2) – Required for processing complex enquiries and selecting new stock, these rooms are needed in humanities, literature and science libraries; for six librarians and support staff (maximum). Wall shelving will be required. * System room (38m2) – Needed to house computer equipment for library circulation and other information systems. * Training room (58m2) – Required for meetings and training sessions, facilities must be suitable for current technology and equipment. * Shelf storage Typical examples based on 900mm shelf module are: adult non-fiction37 vols/900mm run of shelving adult fiction 30 sheet music 60 junior fiction 44 junior non-fiction 74 All shelving units should be four shelves high except: local studies 6 shelves high music scores 3 (overall height to be as four-shelf unit) children’s non-fiction ditto * Other areas * sick room (10m2) * stationery store (25m2) * general stores (four; approximately 1000m2 in total) * cleaners’ room/store (29m2) * WCs; shower if possible. * Preferred space standards, from the Follett Report, are: * one space for 6 full-time-equivalent students. * 2. 39m2 per reader (subsequent research indicates that 2. 5-3. 0mZ may be required) * reader modules to be minimum of 900 x 600mm * information technology (IT) spaces to be 1200 x 800mm. * Building Services (The Architects’ Handbook) Heat reduction is a major problem, and is exacerbated by the use of computers. Air- conditioning is expensive and environmentally undesirable and should therefore only be used where essential, natural ventilation being the preferred option (traditional window ventilation, however, can be a security risk). Service zones are required above ceilings and below floors: ventilation systems, heating and electrical fittings, and information technology units, must be designed to allow flexibility of layout, and must allow for movement of shelving without causing disruption. Distribution cabling for networked computer systems and terrestrial/satellite aerials also needs to be allowed for. Noise in libraries is a problem, both from external sources and between different activity areas within the building. Acoustic considerations must therefore be carefully considered. * Maximum Floor Area Allowance per occupant (occupant load factor) from International Building Code Reading rooms 50 net Stack area 100 gross * The loading applies to stack room floors that support nonmobile, double- faced library book stacks, subject to the following limitations (International Building Code) * The nominal book stack unit height shall not exceed 90 inches * The nominal shelf depth shall not exceed 12 inches for each face * Parallel rows of double-faced book stacks shall be separated by aisles not less than 36 inches wide. References/s: * TIME-SAVER STANDARDS FOR BUILDING TYPES 2nd edition, International Edition Edited by JOSEPH De CHIARA and JOHN HANCOCK CALLENDER 1983 by McGraw-Hill Book Co-Singapore 2nd printing 1987 * The Architects’ Handbook Edited by Quentin Pickard RIBA 2002 Blackwell Science Ltd * 2012 International Building Code First Printing: May 2011 Second Printing: June 2011 * http://readphilippines. com/Forum/viewtopic. php? f=33&t=74 * http://paarl. wikispaces. com/Libraries#Public%20Libraries * http://en. wikipedia. org/wiki/Library * http://web. nlp. gov. ph/nlp/.