CS 100: A CITY CIVIC CEN TER

VILLAPANDO, NIKO AMPARADO BS. ARCHITECTURE 3-1 201012046

AR. FE D. SAPINIT
7/10/2012

I. Introduction:
In local government, a city hall, town hall or (more rarely) a municipal building or civic centre, is the chief administrative building of a city, town or other municipality. It usually houses the city or town council, its associated departments, and their employees. It also usually functions as the base of the mayor of a city, town, borough, or county. By convention, until the mid 19th-century, a single large open chamber (or 'hall') formed an integral part of the building housing the council. The hall may be used for council meetings and other significant events. This large chamber, the 'town hall', (and its later variant 'city hall') has become synonymous with the whole building, and with the administrative body housed in it. The terms 'council chambers', 'municipal building' or variants may be used locally in preference to 'town hall' if no such large hall is present within the building. The local government may endeavour to use the town hall building to promote and enhance the quality of life of the community. In many cases, "'town halls' serve not only as buildings for government functions, but also have facilities for various civic and cultural activities. These may include art shows, stage performances, exhibits and festivals. Modern town halls or "civic centres" are often designed with a great variety and flexibility of purpose in mind. Architecturally, a City Civic Centre is a grouping of municipal facilities in a limited precinct often adjacent to the central business district of a city. The civic centre is based on both the Greek AGORA and the Roman FORUM. The plan includes the city hall and adjoining park or plaza, headquarters for city departments, courthouses, and often a post office, public-utility offices, public health facilities, and government offices.

II. History
The Agora, the marketplace and civic center, was one of the most important parts of an ancient city of Athens. In addition to being a place where people gathered to buy and sell all kinds of commodities, it was also a place where people assembled to discuss all kinds of topics: business, politics, current events, or the nature of the universe and the divine. The Agora of Athens, where ancient Greek democracy first came to life, provides a wonderful opportunity to examine the commercial, political, religious, and cultural life of one of the great cities of the ancient world. The agora was located either in the middle of the city or near the harbour, which was surrounded by public buildings and by temples. Colonnades, sometimes containing shops, or stoa, often enclosed the space, and statues, altars, trees, and fountains adorned it. The general trend at this time was to isolate the agora from the rest of the town. Earlier stages in

the evolution of the agora have been sought in the East and, with better results, in Minoan Crete (forinstance, at Ayi Tridha) and in Mycenaean Greece (for instance, at Tiryns).
In the 5th and 4th centuries BC two kinds of agora existed. Pausanias, writing in the 2nd century AD, calls one type archaic and the other Ionic. He mentions the agora of Elis (built after 470 BC) as an example of the archaic type, in which colonnades and other buildings were not coordinated; the general impression created was one of disorder. The agora of Athens was rebuilt to this type of design after the Persian Wars (490-449 BC). The Ionic type was more symmetrical, often combining colonnades to form either three sides of a rectangle or a regular square; Miletus, Priene, and Magnesia ad Maeandrum, cities in Asia Minor, provide early examples. This type prevailed and was further developed in Hellenistic and Roman times. In this later period the agora influenced the development of the Roman Forum and was, in turn, influenced by it. The forum, however, was conceived in a more rigid manner than the agora and became a specific, regular, open area surrounded by planned architecture.

Fig. 100: The Agora

III. Design Guidelines:

In order to come up in a good design solution, some gathered data must consider and also know the different spaces related in a City Civic Centre and their function and planning consideration as well.
TYPICAL PARTS OF CITY HALL:

OFFICE OF THE CITY MAYOR The City Mayor as the Local Chief Executive, exercise such powers, and performs such duties and functions as

provided by the Local Government Code and other applicable laws, aimed at attaining the general welfare of the city and its inhabitants through effective and economical governance. The Mayor, exercise general supervision and control over all programs, projects, services and activities of the city, enforces all laws and ordinances relative to the government of the city and exercises powers as provided in the Local Government Code. Implement all approved policies, programs, resources, and revenues and apply the same to the implementation of development plans, program objectives, and priorities particularly those resources and revenues programmed for agro-industrial development and countryside growth and progress. He also ensures the delivery of basic services and the provision of adequate facilities and exercises such other duties and functions as maybe prescribed by law or ordinance.

SANGGUNIANG PANLUNGSOD As the legislative body of the city, the Sanggunian enacts ordinances; decide on resolution and appropriate funds for

the general welfare of the city. It generates and maximizes the use of resources and revenues for the development plans, program objectives, and other priorities of the city with particular attention to agro-industrial development. The office also enacts ordinances granting franchises and authorizes the issuance of permits or licenses upon such conditions and for such purpose s it intends to promote the general welfare of the inhabitants of the city. It also enacts ordinances, which shall ensure the efficient, and Land Use Regulation. The Secretary to the Sanggunian with its staff takes charge of the office particularly in keeping the enacted or adopted ordinances and resolutions to which the passage and publication are noted thereon, and so with other pertinent books and documents.

CITY PLANNING AND DEVELOPMENT OFFICE The City Planning and Development Office is one of the offices under the direct supervision of the City Mayor, a

technical arm whose among function involve planning, program development, research, and evaluation. As an adviser in the formulation of policies where plans subsequently emanates, its essential duties and responsibilities make it necessary to assist in the determination of prioritized development programs and projects. This office formulates integrated economic, social, physical, and other development plans and policies for consideration of the

Local Government Development Council, which includes sectoral plans and studies undertaken by different functional groups or agencies. In area of research, it conducts continuing studies, researches, and training programs necessary for implementation. And as evaluation and monitoring office of different programs, projects and activities of the Local Government Unit (LGU) standard mechanism are pursued so that their implementation are in accordance with approved development plans. It is inherent in this office to prepare annual report and update Comprehensive Development Plan and other development planning documents for and in consideration of the Local Development Council. Its fiscal participation in the LGU involve analysis of income and expenditure patterns as it formulates and recommends fiscal plans and policies for consideration of the Finance Committee of the Local Government Unit. Moreover, the office is also tasked in the administration and enforcement of zoning regulations and clearances for land transactions.

CITY BUDGET OFFICE The City Budget Office provides for periodic review and disclosure of the budgetary status of the local government

and carries out all local government activities under a comprehensive development and fiscal planning prepared, authorized, and executed in accordance with prevailing status, administrative regulations and the principles of sound fiscal policy.

CITY LEGAL SERVICE OFFICE The City Legal Office is responsible to work on all legal matters concerning the city and its people and participates in

the implementation of government programs and activities in coordinate with the local and national office despite limited power and resources.

CITY TREASURERS OFFICE The office functions with the following tasks:

1. Advice the City Mayor and other local and national officials concerned regarding the Local Government Funds. 2. Take charge of disbursement of all city funds, the custody of which may entrusted to her by law or other component authority; inspect private commercial and industrial establishment within the jurisdiction of the city in relation to tax ordinance; and 3. Maintain and update the tax information system of the city.

CITY GENERAL SERVICES OFFICE The City General Services Office was formally created and established in 1993 by virtue of Local Government Code of

1991, RA 7160 empowering local government units or decentralizing governments operation. Each division performs functions contributory to the attainment of the organizational goals that are horizontally aligned from the other divisions and vertically aligned to the top management.

CITY SOLID WASTE AND MANAGEMENT OFFICE The City Solid Waste and Management Office function as the lead agency in maintaining the cleanliness, orderliness,

and tranquility of the city. To ably deliver its services as mandated. As an adjunct of the Solid Waste Management Officer, the Administrative Division supervise personnels performance, prepare payrolls, annual report, process documents for procurement of supplies and materials for office operation, maintain personnel records, notice of meetings, assist in solid waste management and do other duties. This division provides two sections namely: personnel and records sections. The Technical Support and Operation Division, develop plans and policies in relation to waste collections; disposal and environmental protection. Conduct related studies, undertake Qualitative Risk Analysis (QRA) in waste classification/aggregation, maintain, and evaluate trend and critical pollutants and so other related works. This division is comprised of three sections assigned to the districts of Tinambacan, Oquendo, and Calbayog with environmental aides, drivers, garbage collectors, canal, and drainage declogging personnel. The Dumpsite Operation & Maintenance Division identifies landfill/dumpsite and prepares its access road, canal, and drainage. It conducts study in critical pollutants, develops policies in garbage dumping operation and submits monthly report on volume of garbage/waste dumped and do other related jobs. The Monitoring/Evaluation and Implementation Division enforce the monitoring and implementation operation per se, in coordination with other agencies local or national. This recommends to the CSWMO measures to effectively enforce/implement ordinance rules and directions.

CITY ENGINEERING OFFICE The City Engineering Office is presently divided into five (5) major divisions, namely: (a) Administrative Division; (b)

Construction Division; (c) Roads Maintenance Division; (d) Building Permits Division (e) Preliminary Engineering Division. The Administrative Division have the following general functions and responsibilities, to wit: (a) take prompt action on personnel matters/transactions involving the City Engineers Office; (b) establish and continue updating of CEO Employee Grievances System; (c) keep records to monitor CEO funds utilization; (d) assist the City Engineer in the evaluation of performance of CEO personnel; (e) consolidate for submission to the City Engineer the various reports coming from the various divisions of the CEO; (f) establish efficient system of managing the record storage, retention and retrieval; (g) receive, record, refer, route and release incoming and outgoing communications/mails; (h) take charge of the computerized encoding and/or processing of records; (l) devise/implement a speedy, economical and efficient reproduction of office forms/documents; (j) perform typing/electrical services for the CEO operation/activities; and (k) conduct preventive checkup and maintenance of CEO office equipment and facilities. The Construction Division takes charge of and/or coordinate all construction activities involving various infrastructure projects to be implemented by the LGU to see to it that the project implementation are in accordance with the approved plans and specifications.

The Maintenance Division is responsible for the upkeep and maintenance of the various existing infrastructure constructed by the city government more particularly on roads, bridges, water supply, flood control/drainage, ports and government buildings. The Preliminary Engineering Division is responsible for the preparation of the necessary surveys, plans, and project study of various infrastructure projects to be implemented by the city government. The Building Permits Division takes charge in the processing of building permits and monitoring construction of buildings in the city to see if the said constructions complied with the National Building Code (PD 1096).

OFFICE OF THE CITY ADMINISTRATOR The office develop plans and strategies on managements projects and programs and implement such upon approval

by the Mayor. Assist in coordination of all officials of the Local Government Unit under the supervision, direction and control of the Mayor, and for the purpose, he may convince the Chief of the offices and other officials of the LGU. Records Division: 1. Receives, sort and classify records 2. Maintain a centralized personnel records of the agency 3. Maintain a sound records keeping 4. Maintain a safe process of records retrieval 5. Reproduce/xerox or certify copies of records 6. Maintain proper storage system 7. Maintain proper records disposal procedure 8. Do archival function. Administrative Division 1. Supervise and coordinates personnel administration functions charactirized by such activity as employees recruitment, selection, training performance evaluation, promotions, transfers, the administration of fringe benefits and other employees services and the improvement of employee relations. 2. Supervise and coordinates the budget preparation and central functions charactirzied by such request and their justification, the establishement of budget control and reporting of budget research and analysis. 3. Supervise and coordinates general services functions charactirized by such duties as supply and record management, general, clerical, janitorial, security, transportation, property utilization, and building maintenance and repair.

CITY HUMAN RESOURCE AND MANAGEMENT OFFICE The office provides the security of tenure and advancement of employees capability to achieve efficient and effective

delivery of basic services to its constituents and thus enhance operational efficiency of the office. Morover, the office strives that career professionalism is promoted, rational promotion and systematic approach for personnel progression or movement in the organizational ladder is maintained, skill utilization through proper placement of employees based on qualification/fitness is observed, formulating and implementory career plan of the employees is assisted; and finally provide a ready supply of human resource for vacancies at any position level in the LGU.

CITY ASSESSORS OFFICE Under the supervision of the City Assessor, the office has four (4) divisions with which each has its own defined

function as follows: 1. Administrative Division - Take charge in the directing/supervision and personnel administrative function, coordinates budget preparation and control function charactirized by such duties as the prepration consideration of budget request; and reporting of budget status. 2. Records Management Division - Takes charge on the management of records 3. Tax Mapping Division - Takes charge of tax mapping operation 4. Appraisal and Assessment Division - Takes charge in real property appraisal and assessment operation

CITY LOCAL CIVIL REGISTRAR OFFICE To keep abreast of the latest issuances, memoranda, circular and jurisprudence, the Local City Registrar Assocation in

Samar (LOCRAS) had agreed to conduct a monthly meeting held at the Provincial Office of the National Statistics and sometime in the identified municipality of Samar wherein there is an existing problems related to civil registration.

CITY HEALTH OFFICE It is divided into five health areas (district) namely: Tinambacan, Oquendo, Calbayog I, II, and III. Each district has Main

Health Center and Barangay Health Stations (total of 117) situated in strategic locations for the delivery of vital health services to the grassroots. Each Main Health Center is manned by Medical Officer, a Public Health Dentist, Public Health Nurse, Midwife, Medical Technologist, and Sanitary Inspector. However, because of lack of manpower, Main Health Center III (Migara) has no Sanitary Inspector and still needs Midwives to be assigned in some of their Barangay Health Stations particularly in BHS La Paz, Jacinto, and Olera

OFFICE OF THE CITY ACCOUNTANT The Office of the City Accountant, one of the offices under the direct supervision of the City Mayor, takes charge of

both the accounting internal audit services of the local government unit concerned.

Basically, it installs and maintain an internal audit system in the local government unit concerned; prepare and submit financial statements to the City Mayor and to the Sanggunian concerned and apprises the Sanggunian and other government offices on the financial condition and operation of the LGU. The City Accountant certifies to the availability of budgetary allotment to which expenditures and obligation may be properly charge. The office reviews supporting documents before preparation of vouchers to determine completeness of requirements; prepares statements of cash advances, liquidation, salaries, allowances, reimbursements and remittances pertaining to the local government unit; accounts for all issued requests for obligations and maintains and keeps all records and reports related thereto; and prepares journals and the analysis of obligations and maintains and keeps all records and reports related thereto. It prepares also statements of journal vouchers and liquidation of the same and other adjustments related thereto; posts individual ledgers for officials and employees of the local government unit pertaining to payrolls and deductions; records and posts index cards details of purchased furniture, fixtures and equipment, including disposal thereto, if any and supervises the bookkeeping of three districts of the city composes of 157 barangays.

PHILIPPINE NATIONAL POLICEOF FIRE PROTECTION As mandated by the Local Government Code, the Bureau is responsible for the prevention, suppression of all

destructive fires on buildings, houses and other structures, forest, land transportation vehicles and equipment, ships or vessel docked at pier or wharves anchored in major seaports, petroleum installation, plane crashes and other similar incidents as well as the enforcement of the Fire Code and other similar ordinances related to fire safety and prevention. To ably enhance the expected output and organize mobility, the office armed itself with divisions namely; Administrative Division, Operation Division and Intelligence and Investigation Division.

CITY ENVIRONMENT AND NATURAL RESOURCES OFFICE Tasked to formulate measures and provide technical assistance; develop strategies and plans; protect, maintain and

preserve communal forest and water sheds; maintain seed banks; promote small scale mining; and provide extension services to benefeciaries sanctioned by Sanggunian and City Mayor. The main function of the office is to administer and supervise the implementation of market ordinance and regulations; promotes business promotions and tourism industry in the city; develops plans and strategies on effective and efficient processes on the issuance of business permits and licenses and implementation upon approval of the City Mayor; and executes ordinance passed by the city relative to market Rules and Regulation and Policies. Several Objectives were identified by the office as indicated below. 1. Generate additional income and employment for the city and the poverty sector 2. Ensure efficient and effective management of existing and operational public enterprise projects 3. Recommend and endorse to the Sanggunian and to the Chief Executive Office for the approval and enactment of regulatory measures for the efficient utilization of public enterprise facilities.

4. Efficient collection of rentals, licenses and other fees pursuant to the existing city enterprises code and ordinances 5. Create demand for new products and identify new market for the developed/ processed products 6. Develop feasibility studies of priority projects identified and improve/validate existing project studies. 7. Develop tests and disseminate appropriate resource-based technologies and environment friendly investments.

CITY TOURISM AND INFORMATION OFFICE The City Tourism and Information Office enhance progress and development via promotion and information. It is

most important and useful in sustaining democratic dialogues between the government and its people. It establishes linkage with the private sectors and emphasize and achievement for the common good.

CITY DRUG ABUSE PREVENTION AND REHABILITATION OFFICE The CDAPRO is committed to promote drug abuse prevention and control through Information Dissemination,

Diagnosis, Treatment and Rehabilitation and After Care.

CITY POPULATION OFFICE To effectively and efficiently deliver its services, the City Population Office is divided into two (2) divisions namely:

Technical & Field Operations Division and Administrative Division.

CITY SOCIAL WELFARE AND DEVELOPMENT OFFICE The City Social Welfare and Development Office has four (4) divisions with corresponding functions are reflected

herein: 1. Administrative Support Service Division 2. Child and Youth Welfare Division 3. Social Welfare Division 4. Livelihood and Cooperative Division

BUSINESS PERMITS AND LICENSING OFFICE The BPLO at present maintain three (3) operational offices namely: BPLO Oquendo satellite Office, the One-Stop-Shop

and the main office. Five (5) sections are maintained by the BPLO, these are: 1.) Records Section; 2.) Licenses and Assessment Section; 3.) Accounts Monitoring Section; 4.) Licenses and Permits Inspection/Monitoring Section; and 5.) Special Accounts Section

CITY VETERINARY OFFICE The City Veterinary Office has four (4) divisions namely: 1.) Administrative Division; 2.) Animal Production Husbandry

& Quarantine Division; 3.) Animal Health and Welfare Division; and 4.) Meat Control and Inspection Division.

CITY COOPERATIVES OFFICE

The City Cooperatives Office provides technical assistance in carrying out measures to ensure the delivery of basic services and provisions of adequate facilities through the development of cooperatives, and in providing access to such services and facilities.

CITY ARTS AND CULTURE OFFICE 1. The City Arts and Culture Office is a department of LGU Calbayog established to conserve, develop, and promote the citys historical and cultural heritage as well as artistic creations eliciting maximum voluntary participation of almost all the people and various sectors of the community. 2. The City Arts and Culture Office shall serve as the principal agency of the City Government of Calbayog, responsible for the promotion, development and preservation of the Calbayog-Kahigaraan through the formulation of policies in coordination with affiliated school and community based cultural groups. The CACO is decreed (1) to conserve and promote the citys historical and cultural heritage; (2) to ensure the widest dissemination of artistic creations among the greatest number across the community; (3) to preserve traditional expressions and integrate this with various contemporary creative expressions as a dynamic part of the cultural mainstream; and (4) to ensure that the standard of excellence is pursued in programs and activities implement.

SOME RECOMENDATION IN PLANNING A CITY HALL:

Do: 1. Locate the city hall where it will be most convenient and if possible where land values are reasonable. 2. Be prepared to provide the architect with information on departments to be housed, the number of employees, types of furnishings and equipment, and special requirements such as vault and storage space. 3. Provide ample off-street parking space for both employees and the public. 4. Put most or all city department head Quarters in the city hall. 5. Provide for structural expansion end flexibility in office layout. 6. Plan the city hall from the inside out with Emphasis on work flow, convenience to the public, and convenience for employees. 7. Provide for the comfort and efficiency Of employees with controlled ventilation and adequate lighting. 8. Provide for employee lounges and restrooms. 9. Use materials, construction, and furnishings which make the city hall easy to maintain .

10. Provide open, unobstructed counters for transactions with the public. Don't: 1. Don't locate in an area of declining property values except when part of a comprehensive urban renewal program. 2. Don't try to remodel an old post office, school building, convention hall, or other building designed for some other special use. 3. Don't forget that the city hall is an office building, not a monument or an ornament. 4. Don't underestimate space needs; the average commercial office building lasts 67 years. 5. Don't tie up valuable space with indoor pistol ranges, drive-through garages, private exits, wide corridors, and other gadgets. 6. Don't cut up the city hall into cubbyholes for minor officials. 7. Don't build the city hall over two stories in height If at all possible . 8. Don't let the public come In contact with police or criminal activities . 9. Don't provide in the main lobby any facilities, such as a cigar and soft drink stand, which encourage loitering. DETERMINING NEED The need for a new city hall may seem obvious to those who spend their working hours at the city hall. Ceilings are high; heating costs are twice what they should be ; space originally meant for storage has been converted to offices; Electrical wiring violates code provisions; and the present facility is just old anyway. All of this-and more besides-may be true, but what is not known is how extensive the need is. This must be determined by careful study. In determining the need for a city hall alternate courses of action should be studied. SELECTING THE LOCATION OF THE CITY HALL Civic Centers In selecting the location for a city hall, the first consideration is whether it should be placed on a site by itself or whether it should be combined with a group of related buildings in a civic center. The civic center has had great appeal to the city planner because it offers certain advantages and at the same time provides for latitude in design. The buildings that are included in civic centers range from a

grouping of strictly administrative offices and service buildings to a complex of office buildings, auditoriums, libraries, and so on. The great advantage of a civic center is that the grouping of public buildings may prove to be convenient to the public in transacting business that requires visits to more than one public agency. It also may result in one or more governmental units being able to use the facilities of the other. Finally, it often is convenient to have certain facilities grouped together in order to expedite interagency and governmental relations. Obviously if a city hall is to be part of a civic center, it must be planned in relation to the other facilities. For instance, the San Jose, California, city hall is part of a civic center consisting of a health building, communications building, police garage, county office building, sheriff's department and jail, criminallegal building, and a juvenile center. Some of the facilities, such as the administrative offices in the health building, did not have to be repeated in the city hall. Site selection for a civic center must consider the factors listed below for locating a city hall. In addition, several other points are important. The site for a civic center must permit flexibility in building arrangement. Since more land is necessary, street patterns may have to be altered, and additional land will be needed for parking. Once the site has been selected, means must be found to preserve it for gradual development of all the units. Also, the site must be located so as not to interfere with the normal development of the business district. On the surface the civic center idea has great appeal. There are those who feel that center concept has limitations. An article by Richard A. Miller entitled "Are Civic Centers Obsolete?," Architectural Forum, January, 1959, highlights these objections. Miller points out that cities range in size "from mammoth concentrations" to small cities. "As a rule, the concentration of community buildings can be increased in inverse ratio to the size of the city." One of the strong points made in the article relates to the discussion above on decentralization of city offices: Government buildings-the city hall, fire station, and police stations-which were long the nucleus of most civic centers, tend themselves to be dispersed today. The reason is obvious. Fire end police buildings, for example, are best located at a central point in the street network, and with the building of expressways, this point rarely intersects with the beat location for the mayor's office or the council chamber. Service agencies (such as the water and park departments) increasingly favor headquarters locations adjacent to their operating facilities. In Philadelphia, where two new government office-type buildings will be

erected, the city also plans to remodel and expand the old city hall in Penn Center to house the mayor and the council-thus retaining a symbolic canter of government in the heart of the city. LAYOUT, DESIGN, AND CONSTRUCTION FEATURES General Building Layout Building arrangement is the next step in planning a city hall. It is helpful as a starting point to use the following checklist of departments, offices, special-purpose rooms, and service areas in analyzing interior building requirements: Departments requiring constant contact with the general public and the collection or payment of money-for example, the finance department and tax collector Departments requiring contact with special classes of the public-for example, city owned utilities, building permits, personnel, city planning, and city clerk Other departments including public works, recreation, police, fire, etc. City council chamber and office space for use by the mayor and councilmen Offices for the chief administrator Courtrooms Storage vaults and record rooms Locker rooms, rest rooms, janitor closets, public telephones, and space for heating, ventilating, plumbing, and electrical equipment "Circulating areas" for lobbies, corridors, elevators, and stairways.

The relationship of one room or functional area to another is important. No room exists by itself, and many of the problems of living in a building arise from the neglect of this fact. Departments related in function should be located near one another and consecutive operations planned in production-line style. Excessive lobbies and hall space add to the cost of construction without adding usable space. The height of the building will depend upon the amount of ground available and the amount of office space needed. Land generally is cheaper than additional height. Taller buildings are more difficult to maintain and require more planning of the interior to get related functions on adjacent

floors. Also any city building of more than two floors should have an elevator, especially if the public has any great use of the top floor. Provision for a full basement housing general offices is not often made in now city office buildings. Most professional organizations advise against locating general offices in the basement. The basement can be used for storage and service activities such as duplicating, receiving and shipping rooms, heating and air-conditioning equipment, and central switchboard. Departmental Layout Departmental layout will depend on the activities carried on by the department and the tools or special equipment used . For example, a finance department layout may require an open area for accounting clerks and collectors with one or two private offices, a machine room, and a vault. The public works department, on the other hand, may require private offices for the director, the engineer, and individual inspectors, a drafting room, a vault, a plan or map room, and conference rooms. The first step in departments[ layout is to survey the work done by the department . Work flow should be especially studied . A complete list should be made of all employees and equipment to occupy the space. The possibility of future expansion should be anticipated and provision made for additional personnel. Provision,also should be-made for peak rather then,average work loads. Flow of work should, as nearly as practicable, be in a straight line . Normally, work should come to the employees rather than their going to the work . Minor activities can be grouped around areas of major activity . Private Offices A major factor in the determination of space needs is the question of who should get private offices and under what circumstances. More space is required form private offices; space utilization is restricted through segregation of areas for private offices; and considerable expense is involved in rearranging and reerecting partitions . Ventilation, lighting, and heating problems are complicated by a number of small offices; supervision and coordination of work, flow of work, and communications are made more difficult . An open, wall-arranged office has a more orderly and businesslike appearance then a series of small offices. Certain conditions justify private offices. First, transactions of a confidential nature require private facilities. General conference rooms, however, where confidential meetings may be held as occasion demands, may reduce the need for private offices. Second, privacy is often desirable not so much because of the confidential nature of the work, but because of the number of persons interviewed or because the work is of an independent nature which requires more quiet and

privacy than the open office will allow. There in little agreement as to who should have private offices except for the chief administrative officer and department heads. Chief Administrator's Office The location of the chief administrator's office is important to good public relations. It should be located so as to give the impression of being easily reached and open to any caller, but it should not be too prominent. The second floor ordinarily is a good location since some effort must be expended to visit it, and the casual or merely curious individual is less likely to intrude. Council Members The council meeting room should be carefully planned if full use is to be made of it. Location of the council chamber is important because of the public nature of the business transacted there. Most of the cities with multistoried buildings have located the council room on the first or second floor. The offices located near or around the council chamber are usually those of the city clerk, city attorney, and city manager. Small meeting rooms and an office for the mayor and councilmen may be located nearby.

In most cities surveyed, councilmen sit at separate desks or at a semicircular table, the open end of which faces the citizens. In only a few cities do the councilmen have their backs to the public. The mayor usually sits in the center flanked by the manager, clerk, and attorney. The council table often is put on a dais 18 in . or 2 ft above the main floor. It is well to plan the council chamber so that it also can be used for other purposes. In many cities it is used as a general courtroom for public hearings held by city agencies, as a meeting room for the city planning or zoning commission, for general conferences, and as a public meeting room. Finance Activities The collection activities of the finance department have more contact with the public than any other municipal activity with the possible exception of the police and building departments. A prominent location near the front entrance is therefore desirable.

Avoidance of cubbyholes for separate functions and provision for a large work area enhance the appearance of the building and give the impression of a well-planned and efficient layout. Collection functions should be located near the public counter with billing, assessing, accounting, budgeting, and purchasing at a greater distance. These activities should be so grouped and arranged that the supervisor can observe the work of all his employees. A drive-in collection window should be provided where possible. A separate, soundproofed machine room should be provided where machines are used in accounting or billing. Acoustical ceilings and walls, thermo pane glass partitions, and carpeted floors will absorb much of the machine noise and make for more efficient working conditions in the general office. A vault for safekeeping of records should be provided unless one is provided nearby in the city clerk's office. Police Department The police department is singled out for discussion because of the special facilities it needs other than regular office space. As noted, the police department is frequently not included in the city hall. When it is, however, it should be basically separate from other city hall activities, and public and criminal activities should be separated. The extent of facilities will depend largely on the size of the community and the size of the department. In planning police station facilities, several basic needs should be considered by all cities. Jail cells should be away from public areas. Prisoner retention for any period requires toilets, kitchen facilities, and separation of men and women prisoners. Because of the expense of cellblocks, the possibility of using county jail facilities should be investigated. Many communities contract with the county for prisoner care. This may be impractical for very large cities, but cities up to 100,000 certainly can effectively use this method of reducing police station cost. If county facilities are used, it is then necessary only to provide a retention room or rooms with toilet facilities. Such rooms do not need to be regular cells. The communications center should be isolated from the general public and other work areas. However, in smaller communities where it is necessary for communications personnel to act as receptionists, this is not possible.

In such a case the communications section might be located in a glass enclosure with a sliding panel. Fingerprinting, photographic, identification, and booking areas should be located together, although not necessarily in the same room. Where possible, a separate prisoner entrance leading directly into the area for booking should be provided. The essential element is to provide a continuous process of booking, fingerprinting, photographing, and identifying of prisoners in the same area of the building. Where possible, it is desirable to have the area near the jail or retention area. Provide plenty of space for storage. Firearms and other equipment should be stored in locked cabinets. Room for confiscated, lost, and abandoned articles is necessary if such items are to be kept properly. When patrolmen change shifts on beats it is not necessary to have a large assembly room, but it is desirable to provide space for officers to fill out reports. In large departments, the detective force will need a separate room with lineup facilities. In the very large departments separate rooms for interrogating prisoners are necessary. In the medium-sized department, the detective squad room can be used for interrogation. A separate room for the use of prisoners and their attorneys or visitors is important when the station has facilities for housing prisoners. Finally the large city should have a courtroom near the jail or detention facilities of the police department. Separation is achieved by having the police department on ground level except for the detective bureau. The detective bureau is reached by a stairwell located so that the general public would not have use for it . Notice that the traffic violations division is on the second level right across from the city clerk and treasurer's office. This places money collecting in one area and very convenient to the public. The municipal court is off the lobby on the ground level and next to the male and female lockups. Design of the City Hell The city hall is essentially an office building, not a monument or an ornament. The building should be so designed as to be economical in construction and maintenance. True long-range economy is achieved by a judicious balance between original cost and maintenance cost. A building with cheap materials and equipment for the sake of low first cost may be quite expensive in maintenance and replacement.

Even though the city hall should be basically functional and not a monument, originality in design is not precluded. A police station of a locality or village is the basic unit that looks after the law and order of that area. Every police station is headed by a Station House Officer (S.H.O.) who is generally an inspector from the police department. Under him works a team consisting of a Sub-Inspector, Head Constable and Constables. Whenever any crime or unlawful activity takes place, the person affected should immediately ring up the telephone number '100'. A complaint lodged and the Inspector or Sub-Inspector comes to the scene of crime as soon as possible. If the crime is serious, then a First Information Report (FIR) is lodged. In case of a minor problem, a complaint is written. The police investigates the matter and presents a report before the court of law. The main functions of a local police unit are: 1. It looks after the safety of the neighborhood and prevents crime by patrolling the area. 2. It protects the vehicles and property from theft by having police booths at crowded places and parking lots. 3. In case of a crime, it investigates the matter and brings the criminals to justice. 4. Based on the FIR, it can arrest the accused person. 5. It assists the people of the locality in case of any accident or natural calamity. 6. It ensures that traffic rules are respected so that accidents are reduced to a minimum. The police station is a symbol of safety and security to the people of a locality.

Fire stations
Fire stations are located strategically throughout neighborhoods, allowing firefighters to reach the emergency situation within a predetermined amount of time. The fire station acts as storage for fire engines, fire trucks, protective equipment, hoses, and other equipment. Many stations also house medic

vehicles if the firefighters transport patients. There are a few different uses for the fire station besides storing equipment. Many fire departments run 24 hour or longer shifts, meaning the fire fighters sleep at the station. Within the station are dormitories, or sleeping quarters, with beds and lockers. Much of the time, the personnel provide their own bedding, which is taken home at the end of each shift. The sleeping quarters are often located above the garage within two story buildings. Should the alarm sound during the night, the firefighters access the garage via pole, slide or stairs. The fire station is also where the firefighters prepare their meals. A separate kitchen is set aside for their use. Most fire departments require that the firefighters contribute to the meal fund, which is used for grocery shopping. Often, the fire fighters take turns cooking the meals. Some departments require that the rookie fire fighter cook on every shift until he has completed his probationary period. Some fire pits burn wood or natural gas and might be portable. The different fire pit designs include chimneys, in-ground fire pits, portable fire pits and gas-fueled fire pits. Many stations also house medic vehicles if the firefighters transport patients. There are a few different uses for the fire station besides storing equipment. Many fire departments run 24 hour or longer shifts, meaning the fire fighters sleep at the station. GENERAL TRIAL COURT Jury trials, whether civil or criminal, involve five general operations: opening preliminaries (including impaneling of the jury), opening statements, presentation of evidence by each side, closing statements, and deliberation and decision. 1 . The opening preliminaries start with the bailiff's announcement that the court is in session and the naming of the presiding judge, who enters and calls the first case. The attorneys first have the opportunity to make motions in the case, then they signify that they are ready for trial. After the jury has been impaneled and sworn, an attorney may ask that all witnesses other than the parties be excluded from the courtroom. If the judge so rules, he informs the witnesses where they should wait. The court may recess a number of times, and it may adjourn to reconvene the following day or at some later time.

2 . The prosecutor or the attorney for the plaintiff generally presents the first opening statement, followed by the defendant's opening statement. Each attorney tries to present the strong points of his case in his statement, defining the issues and describing the evidence he intends to present in support of his contentions. Motions may be made during or at the end of the opening statements. 3 . The attorneys for each side then present their evidence. The prosecution in a criminal case, or the plaintiff in a civil action, goes first. Evidence consists of all exhibits and testimony by witnesses, including parties. Absent a priori stipulation on its admissibility, the opposing attorney may challenge the admissibility of any exhibit. The jury may be dismissed while the attorneys present their arguments to the judge on the matter, or the arguments may occur at the judge's bench or outside the courtroom. Each exhibit received in evidence is given an identifying number by the reporter or clerk. When the attorneys request the isolation of witnesses, private and secure waiting facilities outside the courtroom are necessary. After each witness is called and sworn by the clerk, the attorney who called the witness proceeds with direct examination. The opposing attorney then cross examines the witness and the first attorney may then examine on redirect. 4 . Each attorney makes a closing statement to present the merits of his [her] case forcefully and persuasively. Although practices vary, the judge usually has had an earlier conference with the attorneys about the length of these statements and the content of instructions to be given to the jury. Generally, each attorney prepares the instructions which he [she] wishes the judge to give to the jury. The judge may use any of these or, in most jurisdictions, may frame his [her] own instructions. Opposing counsel may object to specific instructions given by the judge. A growing number of states are adopting "pattern" jury instructions, which are standardized expositions of points of law to be used in every case where they are applicable. Such instructions should reduce the number of inconsistent and conflicting decisions in the trial courts of the state and eventually reduce the number of appeals. 5. Jury deliberation and decision continues until agreement is reached or the jury informs the bailiff that it cannot agree upon a verdict. Deliberations can continue for days, and unless facilities are planned so that the trial courtroom can be utilized for other proceedings during this period, the space is not being used efficiently.

After the jury returns a verdict, the losing attorney may ask that the jury be polled; the judge then asks each juror if the verdict properly states his decision. Judgment may be entered on the verdict forthwith, or judgment may be reserved until the judge has ruled on post-trial motions filed by counsel. After the jury returns a verdict, the losing attorney may ask that the jury be polled; the judge then asks each juror if the verdict properly states his decision. Judgment may be entered on the verdict forthwith, or judgment may be reserved until the judge has ruled on post-trial motions filed by counsel.

IV. CASE STUDY HISTORY OF MANILA CITY HALL

The Manila City Hall is one of the distinct landmarks in the capital city of Manila, in thePhilippines. The edifice, with its hexagonal tower with three red-faced clocks on three of its facets, received unfavorable reviews in its initial years because of its austere architectural design, lack of entrances and the placement of the clock tower. The building's floor plan had been dismissed as similar in shape to a coffin or, in the other end, like the shield of Knights Templar. Nowadays, many critics praise the design of the City Hall for the same reasons the complex was vilified. The building is located in the center of tourism area where major government buildings and landmarks, are located. The National Museum, Museum of the Filipino People and the Department of Tourism are located just south of the city hall. Rizal Park, the largest city park in the country is just south of the museums. The city hall is also located just outside the oldest and most historic part of the city of Manila - the walled city of Intramuros. .
[1]

The clock tower of the Manila City Hall The building was designed and planned by Antonio Toledo. All the trees inside and around the vicinity of the City Hall were planted by Manila Mayor Ramon Bagatsing during the early seventies.

The clock tower has become a trademark for Manila and the city hall. At nighttime, the tower is illuminated with its details highlighted by beautiful lighting. Every hour, the bell is rung three times followed by a melody. It is recognized as the largest clock tower in the Philippines.

Manila City Hall in Manila, Philippines

Facade, 2012 photo The City Hall is the main administrative building and houses the local government of the city of Manila. The following departments are housed and provide their services from the city hall:

General Management Revenue Generation Legal or Public Safety Health Infrastructure and Sanitation Public Welfare Service Education Media Bureau Electronic Data Processing Team Emergency Team Police Assistance

The first building was built in 1904 made of wood under the administration of the late Honourable Arsenio Cruz Herrera. The present building was built and inaugurated last August 19, 1941 by the late Honourable EulogioRodriguez. The Manila City Hall building was destroyed in the war last February 1945 and was rebuild last 1946 during the American regime under Philippine Rehabilitation Act 1946; The clock was unveiled in 1930s One of Manilas distinctive landmark (when lighted at night) denigrated. For the last 50 years, the City of Manila has been glad-handing, brass-banding, speechifying and merry-making on the 24th of June as Araw ng Maynila or its Foundation Day. The reason is that on that same day in 1571, Legaspi established a municipal council in what is now Intramuros. The impression on Filipinos and foreigners alike is that a lordly, Spanish conquistador founded the city of Manila late in the 16th century on a primeval swamp at the month of the Pasig River populated by naked savages, who had never had a taste of social organization, and were thus set on the path to civilization by a European. The mostly untold true follow (see Tome Pires, Pigafetta, Majul, W.H. Scott and Gaspar de San Agustin): 1. The natives of the island of Luzon, including Batangas, Bulacan, Pampanga were traders, investors, mercenaries, seafarers called Luzones, operating in the commerce triangle of Southeast Asia between Canton, Malacca and Timor, as early as the 14th century. They owned ships, underwrote large-scale export ventures, and were called discoverers, for their seafaring skills. They probably taught the vaunted Spanish explorer, Urdaneta, his skills in negotiating the China Sea. As warriors, the most warlike and valiant in these parts, the Luzones fought in Malacca, the Batak-Menangkabaw army, in Ayuthia under the command of a Filipino called Sapetu Diraja. Notable Luzones included Regimo and Surya Diraja were magnates and plantation owners, selling shares in their gold, sandalwood and cotton exports to illiterate Portuguese in Malacca. 2. The chief city in Luzon was Maynila located at the mouth of the Pasig River, ruled by 3 Muslim kinglets: Ache (of Raha Matanda) a grandson of Sultan Bolkiah of Borneo, Raha Sulayman, Aches nephew, and Raha Lakandula of Tondo. There were local Taga-ilog chieftains, the datu of surrounding fiefdoms. 3. The town all around this bay, says a Spanish chronicle quoted by O.D. Corpus in The Roots of the Filipino Nation, was really marvelous. It was tilled and cultivated. The slopes were smooth. So excellent indications have not been seen in this land. The town was situated on the bank of the river, defended by a palisade. Within were many warriors and the shore outside was crowded with many people. Pieces of artillery stood at the gates, guarded by bombardiers,

linstock in hand. Mention was made of 40 neighboring villages, 4 Chinese trading junks in the harbor, 40 married Chinese couples and 20 Japanese. 4. As Legaspis shipmaster, Martin de Goiti, attacked Maynila with 120 Spanish soldiers and 300 Cebuano allies in May 1570, but Raha Sulayman routed them with his bronze cannon and poisoned arrows, and de Goiti withdrew, via Cavite and Mindoro to the Spanidh headquarters at Cebu. The next year, in June 1571, the Spanish tried again. This time the Adelantado Miguel Lopez de Legaspi came himself, with 3 more ships sent as reinforcements from Mexico. He sent a gift to Raha Matanda and sought a conciliatory audience with Sulayman but another force of Tagalog gathered at the estero of Bankusay in Tondo and engaged the Spanish armada. The day went to the superior firepower of the Spanish because Sulaymans foundry, warehouses and armory had been reduced to ashes, some documents say by the Cebuanos, others by Sulayman himself. 5. After winning a battle over an estero, Legaspi claimed conquest and Spanish sovereignity over the city of Maynila, the island of Luzon and the entire archipelago, naming them The New Castilla and bestowing a city charter with municipal councilors, a plan for a plaza, two grand houses and 150 smaller houses and a project for the distribution of land. All of this was unilateral paperwork in a foreign European language which no one else understood or attested, because he continued to recognized Sulayman and Lakandula as Lords and Masters of Maynila and Tondo. Every so often a fleet of Tagalog datus would come sailing down the river in long boats to challenge the Spanish garrison which had to depend for its meals on the Chinese or the Tagalog. These were the conditions in Maynila on 24 June 1571. Knowing them, would anyone venture to say that this was the day life began for Manila and the Manilans? This year a better perspective will endow Araw ng Maynila, one closer to historical truths. A parade of Filipino Muslims, in their traditional garb of malong and veils for the women, and pants, jackets and kris for the men will march together from the mosque in Quiapo to the tip of Fort Santiago, the site of Sulaymans palisaded palace. It will be joined by school youth dressed in Tagalog finery of the period to represent the datu and the Tagalog population. The highest-ranking Filipino Muslim, Adel Tamano, president of the Pamantasan ng Maynila will preside over the ceremonies and speak on the historical background of Araw ng Maynila. A flower wreath will then be laid on the grave of the Adelantado Legaspi in san Agustin church in remembrance of his role in the development of Manila. At the end, we should all feel better and be much less ignorant.

Fig. 101: sample map of Manila City Hall

Fig. 102: Old Picture of Manila City Hall

Fig. 103: Official Seal of Manila

Fig. 104: Manila City Hall facade

Fig. 105: Entrance and information desk of Manila City Hall Mayors Office