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This study aims to provide data on the optimal staff, materials, space and time resources required to operate a regional hub reception center, a “short-term facility with the goal to process and transport displaced survivors (evacuees) to temporary or permanent shelters following a catastrophic incident” (Bonabeau, 2002). The facility will process approximately 20,000 evacuees over its entire seven-day duration following a disaster to assist in community resilience.

The study was performed using a model created using the computer simulation software, AnyLogic. The software allowed for simulations to be performed on each of the three criteria: minimizing the space needed to run the hub, minimizing individual throughput time and minimizing total operation time.

The results of the study demonstrated that the goals set forth by the Illinois-Indiana-Wisconsin Regional Catastrophic Planning Team could be improved upon and that the largest contributing factor to optimizing the regional hub reception center (RHRC) is finding the optimal number of total staff members to operate the facility.

The value of the study lies in creating a life-saving environment for evacuees who could otherwise not evacuate themselves. The assistance provided by the RHRC gives displaced survivors a safe and organized method for evacuating a large city after a disaster. The study shows how computer models can help improve resilience in an urban area by planning the most efficient methods for evacuating it should it be necessary.

ALL journals move with the times if they are vital. We have always held that The Library World has been in touch with the currents of thought and practice and, as this is our jubilee number, we would stress these facts again. Fifty years ago, the pioneer public librarians of the closing nineteenth century found that they needed a means of expression and communication, and indeed of criticism, untrammelled by the necessary reticences of the official associations. That is not to say that they were not, as now, supporters of the Library Association; indeed, they were its most active members; but they realized that The Library Association Record is the property of the members. It is bound to refrain from undue praise or blame of any activity of any of those members. At least, that was the view then prevalent and we still think it is a fair one. Thence came THE LIBRARY WORLD with its open secret that the honorary Editor was James Duff Brown. It drew on a wide range of contributors, and was the voice of those who were fighting for open access, subject‐indexes, close‐classification, and the card catalogue, as well as the general liberation of libraries from indicators with all the restrictions those contraptions sustained. That echo of a dead controversy of long ago rings naturally in our jubilee hour. It was an influence from the start, and in its unbroken career almost every librarian of importance has written something for it; indeed, many young writers first saw themselves in print in it. That was and is a characteristic of our editorial effort—to furnish a forum for librarians of any age, in the belief that age needs the criticism and suggestions of youth as much as youth needs those of age. If, occasionally, an article has appeared which has betrayed the prentice hand, we have made no apology for it; there has always been something in it that repaid the publication. Generally, however, the methods which now prevail in public and other libraries, but perhaps especially in public libraries, were first expounded in our pages. Then we have writers who have written for nearly forty years in that remarkable correspondence, Letters on Our Affairs, which even today is probably the most‐read of all library writings. At least a dozen faithful correspondents have been involved in them.

Water resource professionals and others involved in managing water resources face increasingly complex challenges. Effective leadership development programs are needed to produce water leaders who can address these challenges. Leadership programs must be designed not simply to increase participants’ environmental and leadership knowledge but to develop in participants the requisite abilities and skills. This exploratory study determines the extent to which water-related leadership programs go beyond knowledge only, event-type workshops to determine what proportion are grounded in leadership theory, and employ developmental experiences with assessment, challenge, and support components. Results indicate that most water professionals and others seeking to develop 21^st century leadership abilities and skills to manage water resources are not getting the developmental experiences they need. Water-related leadership development programs must be grounded in evidence-based theory; provide assessment, challenge, and support; and offer a variety of developmental experiences and the opportunity to learn from experience. There is an urgent need for new or revised leadership development programs for those interested in water resource management.

Over the last few decades there has been increased interest in studying the phenomenon of violence among people with intellectual disabilities (ID). Research addressing offending and victimization among this population suffers from generalised androcentrism by extrapolating findings to women, and is also homogenising, ignoring any individual and gendered differences. Existing research also demonstrates a clear focus on vulnerability and increased risk of victimization, but very little attention has been paid to women with ID as perpetrators of crime. Many factors play a role in the process of victimisation and offence, which implies the need to deconstruct the hegemonic vision of violence and examine its different manifestations and nuances. Therefore, this chapter provides a critical and historical review of the role of women with ID as victims and perpetrators of crime, by synthesising the different levels of analysis of the subject using an intersectionality approach. In conclusion, the evidence so far does not elucidate the prevalence or characteristics of these offenders. What we do know is that this group faces interacting, individual, social and environmental difficulties. They report high rates of victimisation and mental health comorbidity. Altogether they reveal an overlapping status of victim and offender.

THE question of display in libraries becomes more important with the days. It is therefore a peculiar pleasure to us to publish a fine article by Mr. Savage on this. From his earliest days the ex‐President has been deeply and practically interested in book‐display. We believe that nearly forty years ago he and Mr. Jast worked out many experiments in it which are occasionally revived by those who have quite forgotten their origin. He was, we think, the first librarian here to take an ordinary shop as a branch library and dress its window as if it were a bookshop. Before him few English libraries used colour to any extent, or were aware of the aesthetic value of plants, flowers, curtains and well‐shaped furniture.

LIBRARY activity has been very great since the year opened. On all sides librarians report issues which are greatly in excess of any previously reached. This has been interpreted by ourselves and by others as a reflex of the general unemployment. It is also due no doubt to the lack of pence on the part of many people for amusements, who find that reading is a cheap form of diversion. There can be no cause for anything but satisfaction in the fact that in such unhappy times our people turn to books. It is a hopeful sign, for the nation that reads gathers a resilience and buoyancy which can be got from few other activities.

OUR custom of giving a report on the Library Association conference may be observed in a reduced manner this year, because we have already dealt, by anticipation, with many of its subjects and the actual meetings did not produce any Startling variation from the expected. So far as the general conduct of affairs was concerned, no conference has been handled better in what is now a long, successful sequence. The local secretariat functioned so efficiently that it was almost unobserved and unheard as first‐class machinery always is. The President's work, both in his address and handling of meetings, was masterly. The papers were a good average; some were too long, one occupying a whole hour; some were intended to be revolutionary and went off in verbal crackers; a few showed the curious modern faith that what a man does not do himself is “an outmoded technique”—a faith he could not hold if his experience were sufficient. But, on the whole, in all its variations, it was a worth‐while meeting and there was something good in every paper. We must insist, however, that the Council should vet the papers and the speakers' ability to read them adequately. To ask him to address a meeting of fourteen hundred people, the majority of them expert in the subject of the address, is a very high compliment for the Association to pay to a librarian, or, indeed, anyone else, and elementary text‐book material is unsuitable for so august an occasion. No doubt Scarborough provided the Council with some lessons in this direction.

Superior leadership in higher education makes the difference between institutions that merely survive and those that can truly thrive in today's complex environment. At this time of significant transformation in higher education, academic leaders face intensifying institutional, environmental, and societal challenges, yet colleges and universities often devote limited attention to integrating their approaches to the selection, development, evaluation, and recognition of leaders. Moreover, traditional approaches and criteria used in the selection of academic leaders are often inadequate for predicting their success. Through the process of organizational and leader profiling, as described in this chapter, institutions can better understand the landscape in which the leader will be functioning, providing a more contextualized and useful approach to leader selection, development, evaluation, and recognition.

THE Librarian faces one of the turning times in library history. The flow of progress has not yet begun, the shortages and consequent imperious demands for food, housing and clothing stand in the way of the beginning, except on paper. How long the interregnum will last none can say. The authorities, which are a reflection in some ways of the Parliamentary party in power, are well‐disposed towards libraries; the official handbook of the Labour Party proves that; but the clamour of the needs we have mentioned deafens everybody to library needs—except in certain instances. For example, the rebuilding and enlarging of the staff at Holborn is an encouraging sign. Of more potential significance is the working out of the so‐called National Charter. It has involved many towns in the task of creating an establishment for each public department. Thus, in one library system we hear that each branch or department may claim a librarian and a deputy both on the A.P.T. scale, but all the assistants are either general or clerical. Some assistants we hear have applied to be of clerical grade as the maximum salary is greater than in the general. This we suggest is putting cash before status because it is accepted as an axiom that a clerk has only clerical qualifications and potentialities, while a general assistant may aspire, when there is a vacancy and if he have certificates, to the professional status. The grading in the particular library mentioned has rather a petrifying effect in that no assistant can get into the professional grade unless his librarian or deputy departs. Possibly this sort of thing may alter, but the fact remains for good or ill—it is not all ill by any means—that no library is able to attract men from another except to a definitely higher post.

In Theory of Moral Sentiments, Adam Smith reasons about how a change in one thing, A, is attended by a change in another thing, B. In expounding on such bivariate relationships, Smith sometimes seems to go out of his way to posit a state of the world in which the relationship would break down. That feature suggests an irony about knowing how a change in B attends a change in A. We might think we understand the bivariate relationship, but it holds only for certain states of the world. The relationship is circumstanced. The more one studies the Moral Sentiments, the more one realizes that circumstantiality suffuses its teachings. My discussion arrives at a place of doubt about the most important bivariate relationship – that between approval from our conscience and doing good. Smith seems to suggest, particularly at the end of his life, that a person can best know the relationship between his conscience’s approval and his doing good under circumstances of his having frank and open friendships. The implication for politics is that we want that kind of government that best conduces to frank and open friendships.