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The discussion about the relative merits of a specialist or non‐specialist education, whether at school or at university, is no new one, though to read some of the contributions to the debate one gets the feeling that many believe this to be a problem peculiar to the 'fifties and 'sixties of the twentieth century. The form of specialisation may have changed, but the nineteenth century was littered with debates about the evils or otherwise of an education given over entirely to a study of classical languages and literature. Even with the introduction of science subjects into the curriculum, specialisation as between the Humanities and the Sciences remained a characteristic feature of grammar school sixth forms, which, depending on whether one follows ‘The Abominable Snowman’ or ‘The Doctor’, may or may not have contributed to a Two‐Culture society.

The adoption of building information modelling (BIM) in managing built heritage is an exciting prospect, but one that presents complexities additional to those of modern buildings. If challenges can be identified and overcome, the adoption of historic BIM (HBIM) could offer efficiencies in how heritage buildings are managed.

Using Durham Cathedral as a case study, we present the workflows applied to create an asset information model to improve the way this unique UNESCO World Heritage Site is managed, and in doing so, set out the challenges and complexities in achieving an HBIM solution.

This study identifies the need for a better understanding of the distinct needs and context for managing historic assets, and the need for heritage information requirements (HIR) that reflect this.

This study presents first-hand findings based on a unique application of BIM at Durham Cathedral, a UNESCO World Heritage Site. The study provides a better understanding of the challenges and drivers of HBIM adoption across the heritage sector and underlines the need for information requirements that are unique to historical buildings/assets to deliver a coherent and relevant HBIM approach.

The management of children′s literature is a search for value and suitability. Effective policies in library and educational work are based firmly on knowledge of materials, and on the bibliographical and critical frame within which the materials appear and might best be selected. Boundaries, like those between quality and popular books, and between children′s and adult materials, present important challenges for selection, and implicit in this process are professional acumen and judgement. Yet also there are attitudes and systems of values, which can powerfully influence selection on grounds of morality and good taste. To guard against undue subjectivity, the knowledge frame should acknowledge the relevance of social and experiential context for all reading materials, how readers think as well as how they read, and what explicit and implicit agendas the authors have. The good professional takes all these factors on board.

THE serious and intractable housing problem persists to plague governments and embitter citizens. Why this is so can be gleaned from a few statistics.

THE announcement that Mr. James Wilkie, M.A., will be President of the Library Association for 1951 is gratifying, He has been for some years the honoured Secretary of the Carnegie Trust and before that was the officer at the Ministry of Education most nearly concerned with the public library. For many years now he has been a familiar figure at library conferences, and his geniality, Strong sense of humour and excellent speaking, have won him the esteem of librarians and others concerned with libraries. He almost invariably attends the meetings of the National Central Library. It is, therefore, appropriate that he should preside over the Library Association, which owes so much to him and the Trust he serves and in many activities represents. We wish him a pleasant year of office and can surely promise him the loyalty of librarians.

This is indeed the age of revolution, when timeless attitudes are changing and new ways of living being born. To most it is a bewildering complex, with uneasy forbodirtgs of the outcome. Improvement and change, there must always be—although change is not necessarily progress—but with unrest in the schools, universities and industry, one naturally questions if this is the right time for such sweeping reorganization as now seems certain to take place in local government and in the structure of the national health service. These services have so far escaped the destructive influences working havoc in other spheres. Area health boards to administer all branches of the national health service, including those which the National Health Service Act, 1946 allowed local health authorities to retain, were recommended by the Porritt Committee a number of years ago, when it reviewed the working of the service.

Sections 29–33, 35 and 77 of the Criminal Justice Act (CJA) 1993 amended CJA 1988 and came into force 1st April, 1994. The Money Laundering Regulations (SI 1993/1933) likewise came into effect 1st April, 1994. During the debate on the 1993 legislation, which extended money‐laundering offences to all crimes and thereby tax crimes, views were expressed that while tax crimes were technically within the scope of the legislation, disclosures of tax crimes were not likely to occur, due to the difficulty of identification.

Kent County Council. Report of the Public Analyst for the quarter ended 31st December, 1946 and for certain data relating to the whole year 1946.

This chapter develops a methodology to assist critical facility operators in designing physical protection systems to defend against a single adversary (thief, saboteur, terrorist, etc.) attack. The developed methodology utilizes a multicriteria decision-making approach that balances the competing goals of minimal security system cost and maximum system performance. The methodology utilizes a network-based approach to facility security system design and analysis, which locates physical protection (detection, delay, and response) elements throughout a facility. These elements enable the facility owner to prevent attacks through deterrence and to defeat the adversary if he or she chooses to attack. The developed approach results in the ability for the facility operator to assess relative facility and/or infrastructure safety, and make decisions regarding how to optimally allocate resources for physical protection elements to balance cost and performance. A hypothetical example is discussed which demonstrates the usefulness of the developed methodology.