DOCSLIB.ORG

2012-2015: Read. Learn. Create. Deliver

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

Read. Learn. Create. Deliver. TORONTO PUBLIC LIBRARY STRATEGIC PLAN 2012–2015 Read. Learn. Create. Deliver. TORONTO PUBLIC LIBRARY STRATEGIC PLAN 2012–2015 TORONTO PUBLIC LIBRARY TABLE OF CONTENTS Board Members Councillor Paul Ainslie Ms. Lindsay Colley Councillor Janet Davis Councillor Sarah Doucette (Mayor’s Designate) Mr. Michael Foderick (Chair) Mr. Kevin McGuire Mr. Cameron Mackay Councillor Cesar Palacio Mr. Ross Parry Councillor Jaye Robinson (Vice Chair) Executive Summary ................................................................ 6 Mr. Kenneth Stewart Ms. Andrea Tagalakis Vision. Mission. Values. .......................................................... 8 Mr. Benjamin Wulffhart Senior Staff Priority Areas and Goals ....................................................... 10 Jane Pyper, City Librarian Anne Bailey, Director, Branch Libraries 1. Context and Trends .............................................................. 12 Vickery Bowles, Director, 1.1 Social and Demographic Trends ....................................................12 Collections Management & City-Wide Services 1.2 Education and Literacy Trends .......................................................13 Ron Dyck, Director, 1.3 Lifelong Learning Trends ...............................................................16 Information Technology 1.4 Technology Trends ..........................................................................19 & Facilities Linda Hazzan, Director, 1.5 Economic Trends ............................................................................21 Communications, Programming & Customer Engagement 2. Priority Areas and Goals ...................................................... 24 Larry Hughsam, Director, Grow a City of Readers ...........................................................................24 Finance & Treasurer Develop a City of Learners .....................................................................28 Dan Keon, Director, Human Resources Catalyze and Connect a City of Innovators, Linda Mackenzie, Director, Entrepreneurs and Creators ...................................................................30 Research & Reference Libraries Deliver Excellent Library Service to Torontonians Katherine Palmer, Director, Efficiently and Effectively .......................................................................34 Policy, Planning & E-Service Delivery Toronto Public Library Foundation Heather Rumball, President Appendix A: Library Services and Trends ................................. 38 3.1 Collections .............................................................................................38 3.2 Information Services ............................................................................39 3.3 Access to Computers, Wireless and Other Technology .....................40 3.4 Programs ...............................................................................................41 3.5 Branch Network and Service Delivery ................................................42 3.6 Operations and Funding .....................................................................46 3.7 Toronto Public Library Foundation ......................................................49 Appendix B: Public Consultation Process .................................. 50 Grow a City of Readers .................................................................................51 Develop a City of Learners ...........................................................................52 Catalyze and Connect a City of Innovators, Entrepreneurs and Creators ........................................................................53 Deliver Excellent Library Service to Torontonians Efficiently and Effectively .............................................................................54 Strategic Plan Consultation Process .............................................................55 All Strategic Plan Consultation Participants ................................................56 End Notes ................................................................................... 57 EXECUTIVE SUMMARY Read. Learn. Create. Deliver. Toronto Public Library will be recognized as the world’s leading library by informing and inspiring Toronto and its communities, making us all more resilient, more knowledgeable, more connected and more successful. TORONTO PUBLIC LIBRARY’S Strategic Plan of residents’ needs and priorities for library 2012-2015 is the library’s fourth strate- service now and in the future. gic plan and it was developed through Libraries are busy places where people an extensive public consultation process, of all ages and backgrounds come to read, under the leadership and oversight of the study, borrow materials, and use Wi-Fi and Toronto Public Library Board. The plan de- public computers with Internet access. They scribes how Toronto Public Library services are neighbourhood hubs, offering safe and will contribute to and enrich the economic, welcoming places in the community for all social and cultural life of Toronto. ages, but especially for children and youth. The strategic plan identifies priorities for Services are provided through a network library services that are responsive, innova- of neighbourhood, district and research tive, efficient and sustainable.B alancing and reference branches. City-wide services current unmet demands with future needs, include mobile library services, bookmobile the plan will be used as a framework for de- and deposit collection services. The library’s cision making, supporting the management online resources further extend access to and administration of library services. It also collections and services. supports development of capital and oper- In 2012, there were 19 million visits to the ating budgets based on an understanding library’s 98 branches. Over 32 million items On a typical day there are: • almost 60,000 visits to Toronto Public Library branches and • 50,000 visits to the Toronto Public Library website. 6 Read. Learn. Create. Deliver. Toronto Public Library Strategic Plan 2012–2015 torontopubliclibrary.ca/theplan were borrowed and there were 26 million research firm, The Strategic Counsel, to con- virtual visits to the library’s website. duct a survey of Torontonians to understand To develop the plan, the library undertook their awareness and usage of and priorities extensive research, including an environ- for library service. See Appendix B for more mental scan which analyzed demographic, details about the consultation process economic, political and social trends in To- The Toronto Public Library Board recog- Approval, ronto and across Canada. An internal scan nized the importance of building on the Measurement and considered current services, usage trends achievements of the library’s Strategic Plan Accountability and best practices in libraries and other or- 2008-2011 and identified strategic areas for Key performance ganizations. continued focus in the new plan. These ar- indicators and The environmental scan also identified key eas include focused service development for annual reports are strategies of the City of Toronto, the Prov- children (6-12 years), enhanced services for developed and ince of Ontario and other service providers older adults and seniors, continued expan- tracked each year to determine how the library can align with sion of self-service features online and in and new measures these organizations and work in partnership branches, and the integration of new tech- will be introduced to achieve common goals. nologies into library service delivery. through this new As a result of this process, staff developed The draft priority areas and goals were plan. draft priority areas and goals which were then refined, incorporating the results of used as a framework for community con- consultation. The Strategic Plan 2012-2015 Key Performance sultation to understand residents’ needs and was approved by the Board at its meeting on Indicators include: priorities for library service, both now and in November 29, 2012. • Activity (use) per the future. The library’s vision, mission and The plan outlines four priority areas and capita service values were also reviewed. 15 goals for service development and part- Input was sought from community part- nership development to leverage resources • Cost per capita ners, agencies, school boards and other and improve services. Key partners include • Cost per use education partners, from the mayor and city the City of Toronto, community and cultur- • Library users as a councillors, and from City and library staff. al agencies, the education sector and the percentage of the In 2012, more than 2,000 residents par- Toronto Public Library Foundation. To en- population ticipated in the consultation process, which sure accountability, annual work plans and • Percentage included in-branch and online surveys, 49 reports with achievements related to the of residents consultation sessions, 15 blog posts, and strategic plan are reported to the Library reporting high four Twitter chats. In addition, Toronto Pub- Board annually and are made available on satisfaction with lic Library engaged a third-party market the library’s website. library services Who uses the Library: • 72% of Torontonians used the Library in 2012 • one in six visited at least once a week. torontopubliclibrary.ca/theplan Toronto Public Library Strategic Plan 2012–2015 Read. Learn. Create. Deliver. 7 VISION. MISSION. VALUES. The Vision Toronto Public Library will be recognized as the world’s
Recommended publications
  • MASTER EPR FINAL Sept.28.2010

    MASTER EPR FINAL Sept.28.2010

    SCARBOROUGH RAPID TRANSIT ENVIRONMENTAL PROJECT REPORT CHAPTER 2 – PROJECT DESCRIPTION circuit panels to support the systems listed above. Substations are usually constructed at-grade and are located within stations or underneath the running structure (for elevated sections). Exhibit 2-53: Potential Substation Locations for SRT Extension TTC traction power requirements typically result in a distance between substations of about 1.5 km to 2 km. Due to the power requirements for lights and equipment at stations, these substations are usually located in the vicinity of stations. The existing traction power substations at Kennedy, Lawrence East, Ellesmere, Scarborough Centre and McCowan Stations will remain part of each station but will undergo changes to accommodate the new vehicle requirements. New substations are proposed along the extension with an average of 1.5 kilometre spacing. Exhibit 2-53 presents the proposed location of the traction power substations: • At the south end of Production Drive; • Centennial College; • Sheppard Avenue; • Bellamy Station; and • Malvern Town Centre. The typical substation structures (Exhibit 2-54) are approximately 11 metres by 4.6 metres and 4 metres high. Additional length and width may be required for providing access for maintenance and an attractive façade. These structures will be carefully sited so that they do not obstruct existing and future developments along the SRT corridor. The Sheppard East LRT will also require substation in this general vicinity according to the approved Sheppard East LRT Class EA. As such, the substation located on Sheppard Avenue will be co-ordinated between the SRT and the Sheppard East LRT during design. The final locations of the electrical substations will be further investigated in the detailed design stage.
  • City of Toronto — Detached Homes Average Price by Percentage Increase: January to June 2016

    City of Toronto — Detached Homes Average Price by Percentage Increase: January to June 2016

    City of Toronto — Detached Homes Average price by percentage increase: January to June 2016 C06 – $1,282,135 C14 – $2,018,060 1,624,017 C15 698,807 $1,649,510 972,204 869,656 754,043 630,542 672,659 1,968,769 1,821,777 781,811 816,344 3,412,579 763,874 $691,205 668,229 1,758,205 $1,698,897 812,608 *C02 $2,122,558 1,229,047 $890,879 1,149,451 1,408,198 *C01 1,085,243 1,262,133 1,116,339 $1,423,843 E06 788,941 803,251 Less than 10% 10% - 19.9% 20% & Above * 1,716,792 * 2,869,584 * 1,775,091 *W01 13.0% *C01 17.9% E01 12.9% W02 13.1% *C02 15.2% E02 20.0% W03 18.7% C03 13.6% E03 15.2% W04 19.9% C04 13.8% E04 13.5% W05 18.3% C06 26.9% E05 18.7% W06 11.1% C07 29.2% E06 8.9% W07 18.0% *C08 29.2% E07 10.4% W08 10.9% *C09 11.4% E08 7.7% W09 6.1% *C10 25.9% E09 16.2% W10 18.2% *C11 7.9% E10 20.1% C12 18.2% E11 12.4% C13 36.4% C14 26.4% C15 31.8% Compared to January to June 2015 Source: RE/MAX Hallmark, Toronto Real Estate Board Market Watch *Districts that recorded less than 100 sales were discounted to prevent the reporting of statistical anomalies R City of Toronto — Neighbourhoods by TREB District WEST W01 High Park, South Parkdale, Swansea, Roncesvalles Village W02 Bloor West Village, Baby Point, The Junction, High Park North W05 W03 Keelesdale, Eglinton West, Rockcliffe-Smythe, Weston-Pellam Park, Corso Italia W10 W04 York, Glen Park, Amesbury (Brookhaven), Pelmo Park – Humberlea, Weston, Fairbank (Briar Hill-Belgravia), Maple Leaf, Mount Dennis W05 Downsview, Humber Summit, Humbermede (Emery), Jane and Finch W09 W04 (Black Creek/Glenfield-Jane
  • Round 2 Consultation Report 2020-2021, TO360

    Round 2 Consultation Report 2020-2021, TO360

    Consultation Report TO360 Wayfinding Strategy 2020-2021 Public Consultation Round Two March 2021 Table of Contents Background .................................................................................................................................. 1 Overview of the local map consultation ................................................................................... 2 Outreach and notification ........................................................................................................... 5 Summary of engagement statistics ........................................................................................... 9 Detailed feedback by local map area....................................................................................... 10 Other feedback about TO360 maps, in general ..................................................................... 19 Next steps ................................................................................................................................... 19 Attachment A: List of organizations invited to participate Attachment B: Round Two Draft Wayfinding Maps Background The Toronto 360 (“TO360”) Wayfinding project is a pedestrian wayfinding system which is a central component of the City’s ambition to make Toronto a more walkable, welcoming and understandable place for visitors and residents alike. TO360 provides consistent wayfinding information through a unified signage and mapping system delivered by the City and project partners. Following the successful completion of
  • Evaluation of Potential Impacts of an Inclusionary Zoning Policy in the City of Toronto

    Evaluation of Potential Impacts of an Inclusionary Zoning Policy in the City of Toronto

    The City of Toronto Evaluation of Potential Impacts of an Inclusionary Zoning Policy in the City of Toronto May 2019 The City of Toronto Evaluation of Potential Impacts of an Inclusionary Zoning Policy in the City of Toronto Table of Contents Executive Summary ................................................................................................................................. ii 1.0 Introduction ................................................................................................................................ 1 2.0 Housing Prices and Costs – Fundamental Factors ...................................................................... 2 3.0 Market Context ........................................................................................................................... 8 4.0 The Conceptual Inclusionary Zoning Policy .............................................................................. 12 5.0 Approach to Assessing Impacts ................................................................................................ 14 6.0 Analysis ..................................................................................................................................... 21 7.0 Conclusions ............................................................................................................................... 34 Disclaimer: The conclusions contained in this report have been prepared based on both primary and secondary data sources. NBLC makes every effort to ensure the data is correct but cannot guarantee
  • Toronto Municipal Election Campaign Literature (Including the Former Metropolitan Toronto Municipalities)

    Toronto Municipal Election Campaign Literature (Including the Former Metropolitan Toronto Municipalities)

    TORONTO MUNICIPAL ELECTION CAMPAIGN LITERATURE (INCLUDING THE FORMER METROPOLITAN TORONTO MUNICIPALITIES) NAME INDEX The following index covers the campaign literature held by the library for the municipal elections from 1969 - 2010 and also includes the by-elections for Toronto Ward 4, 1979; Wards 2 and 6, 1981; Ward 6, 1984; Wards 5 and 7, 1987; Wards 8, 11 and 12, 1990, Ward 16, 1999 and Ward 31, 2001. As of 1997 municipal election, wards refer to the amalgamated City of Toronto. For a list of campaign literature held in the City of Toronto Archives please see the section at the end of the book. MABLEY, Margaret Toronto, School Trustee, Wards 5 & 6, 1991 MACARAIG. Marvin Toronto, Councillor, Ward 36, 2010 MacDONALD, A. H. (Andy) Etobicoke, Controller, 1974 MacDONALD, Chris Toronto, Councillor, Ward 7, 2010 MacDONALD, Roy Toronto, Councillor, Ward 16, 2010 MacGILCHRIST, Robert Toronto, Alderman, Ward 11, 1969 MacGRAY, Martha Etobicoke, Councillor, Ward 3, 1988 MACHLIS, Vlad North York, School Trustee, Ward 6, 1978 MACK, Cliff Toronto, School Trustee, Ward 6, 1972 (See also Jacqui Henderson, Mayor, 1972, TORONTO) MACKAY, Jim Scarborough, School Trustee, Ward 14, 1988 Toronto, Councillor, Ward 18 – Scarborough Malvern, 1997 MacKENZIE, Bob East York, Alderman, Ward 2, 1976 MacKENZIE, Milt North York, School Trustee, Ward 7, 1972 MACKIE, John Scarborough, Alderman, Ward 9, 1980 Scarborough, Alderman, Ward 9, 1982 Scarborough, Alderman, Ward 9, 1985 Scarborough, Councillor, Ward 9, 1988 MacLEAN, Thomas Etobicoke, School Trustee, Ward 2,
  • Future of the Guildford Library

    Future of the Guildford Library

    Ordinary Meeting of Council 27 September 2017 2.1 FUTURE OF THE GUILDFORD LIBRARY Ward: (Midland/Guildford Ward) (Customer, Library and Visitor Services) Disclosure of Interest: Nil Authorised Officer: (Executive Manager Community Wellbeing) KEY ISSUES • Guildford Library has for some time been considered underutilised (representing 4% of the overall City of Swan Library usage); • The Guildford Public Library remains the only City of Swan library that has not grown since 2009 in membership and usage. This initiated a reduction in resources and opening hours over time in an effort to ensure equity of allocation of resources to areas of greater need; and • In 2015, a 12 month plan was delivered in an attempt to revitalise the library through the introduction of innovative programs and activities. At the end of this period usage had still decreased (representing 3% of overall City of Swan Library usage). This further demonstrated that the Guildford Public Library is not sustainable as a small stand-alone branch, replicating similar services and programs as other City of Swan Libraries. It is recommended that the Council resolve to accept that the Guildford Public Library is not sustainable to continue as a small stand-alone branch library in its current operating model and request a detailed report be provided to Council at a future Council meeting date providing a business plan to refocus the library, as discussed in option 3 of this report and aligned to recommendations in the Heritage Precinct Masterplan. BACKGROUND At the Ordinary Council Meeting dated the 2 August 2017, Council resolved to: 1) Request a report be provided to Council by the end of September 2017, detailing a plan to close the Guildford Public Library and propose potential alternative uses for the facility; 2) That the report include a discussion on the current and future vision for libraries at the City of Swan, as community hubs in supporting lifelong learning for members of the community, including virtual library services.
  • Rapid Transit in Toronto Levyrapidtransit.Ca TABLE of CONTENTS

    Rapid Transit in Toronto Levyrapidtransit.Ca TABLE of CONTENTS

    The Neptis Foundation has collaborated with Edward J. Levy to publish this history of rapid transit proposals for the City of Toronto. Given Neptis’s focus on regional issues, we have supported Levy’s work because it demon- strates clearly that regional rapid transit cannot function eff ectively without a well-designed network at the core of the region. Toronto does not yet have such a network, as you will discover through the maps and historical photographs in this interactive web-book. We hope the material will contribute to ongoing debates on the need to create such a network. This web-book would not been produced without the vital eff orts of Philippa Campsie and Brent Gilliard, who have worked with Mr. Levy over two years to organize, edit, and present the volumes of text and illustrations. 1 Rapid Transit in Toronto levyrapidtransit.ca TABLE OF CONTENTS 6 INTRODUCTION 7 About this Book 9 Edward J. Levy 11 A Note from the Neptis Foundation 13 Author’s Note 16 Author’s Guiding Principle: The Need for a Network 18 Executive Summary 24 PART ONE: EARLY PLANNING FOR RAPID TRANSIT 1909 – 1945 CHAPTER 1: THE BEGINNING OF RAPID TRANSIT PLANNING IN TORONTO 25 1.0 Summary 26 1.1 The Story Begins 29 1.2 The First Subway Proposal 32 1.3 The Jacobs & Davies Report: Prescient but Premature 34 1.4 Putting the Proposal in Context CHAPTER 2: “The Rapid Transit System of the Future” and a Look Ahead, 1911 – 1913 36 2.0 Summary 37 2.1 The Evolving Vision, 1911 40 2.2 The Arnold Report: The Subway Alternative, 1912 44 2.3 Crossing the Valley CHAPTER 3: R.C.
  • Is Scarborough City Centre a Transit Village?

    Is Scarborough City Centre a Transit Village?

    Is Scarborough City Centre a Transit Vii ? Martin Barakengera Is Scarborough City Centre A Transit Village? Executive Summary The purpose of this Master's Report is to determine whether Scarborough City Centre is a Transit Village. A transit village is construed as a community where dense, fine-grained mix of complementary uses is anchored to a transit hub within a walking distance radius (400 to 800 metres). It is and designed with physical features that are conducive to walking, biking and transit riding as viable alternatives to the automobile. Scarborough City Centre (SCC) is located in the former City of Scarborough, on the eastern edge of the City of Toronto. The City Centre is approximately bounded by Highway 401 to the north, Mc Cowan Road to the east, Ellesmere Road to the south and Brimley Road to the west, north of Ellesmere Road, west of McCowan Road, east of Brimley Road, and south of Highway 401. It is about kilometres by road fTom the Toronto Central Business District (CBD). I 400 -­SUBWAY/RT Scarborough City Centre in Context !l City Centre's Contents The Scarborough City Centre is a mixed-use development \vith a shopping malL residential, office, institutional and recreational uses. Table E-1 City Centre Floor Space Distribution Tand Use I Floor Space I Percentage of Totall . (sq. metres) . Floor Space i Offices I 262,322 I 40 I ~H~Ol_IS~in_g~=-____~+1~2~2=5~'2~5~5__~I____~3~4~~~ Retail and Commercial! 169,354 I 26 i l!0tal 662,201 I _10_0_.._~, Major facilities include: • The Shopping Centre: shopping mall with over 230 stores.
  • Guelph Public Library New Main Library Business Case

    Guelph Public Library New Main Library Business Case

    Guelph Public Library New Main Library Business Case Final Report January 24, 2018 Guelph Public Library New Main Library Business Case Disclaimer This report is based on information and documentation that was made available to KPMG LLP (“KPMG”) by the client at the date of this report. KPMG has not audited or otherwise attempted to independently verify the information provided unless otherwise indicated. Should additional information be provided to KPMG after the issuance of this report, KPMG reserves the right (but will be under no obligation) to review this information and adjust its comments accordingly. Pursuant to the terms of our engagement dated September 7, 2017, it is understood and agreed that all decisions in connection with the implementation of advice and recommendations as provided by KPMG during the course of this engagement shall be the responsibility of, and made by, Guelph Public Library. KPMG has not and will not perform management functions or make management decisions for Guelph Public Library. This report may include or make reference to future oriented financial information. Readers are cautioned that since financial projections are based on assumptions regarding future events, actual results will vary from the information presented even if the hypotheses occur, and the variations may be material. Comments in this report are not intended, nor should they be interpreted, to be legal advice or opinion. KPMG has no present or contemplated interest in Guelph Public Library; accordingly, we believe we are independent of Guelph Public Library and are acting objectively. © 2018 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative 2 (“KPMG International”), a Swiss entity.
  • 923466Magazine1final

    923466Magazine1final

    www.globalvillagefestival.ca Global Village Festival 2015 Publisher: Silk Road Publishing Founder: Steve Moghadam General Manager: Elly Achack Production Manager: Bahareh Nouri Team: Mike Mahmoudian, Sheri Chahidi, Parviz Achak, Eva Okati, Alexander Fairlie Jennifer Berry, Tony Berry Phone: 416-500-0007 Email: offi[email protected] Web: www.GlobalVillageFestival.ca Front Cover Photo Credit: © Kone | Dreamstime.com - Toronto Skyline At Night Photo Contents 08 Greater Toronto Area 49 Recreation in Toronto 78 Toronto sports 11 History of Toronto 51 Transportation in Toronto 88 List of sports teams in Toronto 16 Municipal government of Toronto 56 Public transportation in Toronto 90 List of museums in Toronto 19 Geography of Toronto 58 Economy of Toronto 92 Hotels in Toronto 22 History of neighbourhoods in Toronto 61 Toronto Purchase 94 List of neighbourhoods in Toronto 26 Demographics of Toronto 62 Public services in Toronto 97 List of Toronto parks 31 Architecture of Toronto 63 Lake Ontario 99 List of shopping malls in Toronto 36 Culture in Toronto 67 York, Upper Canada 42 Tourism in Toronto 71 Sister cities of Toronto 45 Education in Toronto 73 Annual events in Toronto 48 Health in Toronto 74 Media in Toronto 3 www.globalvillagefestival.ca The Hon. Yonah Martin SENATE SÉNAT L’hon Yonah Martin CANADA August 2015 The Senate of Canada Le Sénat du Canada Ottawa, Ontario Ottawa, Ontario K1A 0A4 K1A 0A4 August 8, 2015 Greetings from the Honourable Yonah Martin Greetings from Senator Victor Oh On behalf of the Senate of Canada, sincere greetings to all of the organizers and participants of the I am pleased to extend my warmest greetings to everyone attending the 2015 North York 2015 North York Festival.
  • The Effect of Automated Renewal Services on Physical Use of Davis Library at the University of North Carolina at Chapel Hill

    The Effect of Automated Renewal Services on Physical Use of Davis Library at the University of North Carolina at Chapel Hill

    Larry D. Farrell. The Affect of Automated Renewal Services on Physical Use of Davis Library at the University of North Carolina at Chapel Hill. A Master’s paper for the M.S. in I.S. degree. February, 2005. 42 pages. Advisor: Robert Losee The advent of remote, automated renewal services (phone based and web based) have had a significant impact on the way libraries and library materials are used. This paper studies these affects at one university library; Davis Library at the University of North Carolina at Chapel Hill, asking the question, what affect has automated renewal services had on the physical use of Davis Library? Circulation and renewal statistics were looked at from 2000-2004, and exit count numbers were looked at from 2001-2004 in an attempt to answer this question. The statistics show that circulation of library materials has remained relatively stable during the period studied, but that there has been a dramatic increase in the use of automated renewal services, followed by a precipitous decrease in exit counts during the period under study, leading to the conclusion that automated renewal services have led to decreased physical usage of Davis Library. Headings: College and university libraries -- Circulation services Circulation services - - Statistics Circulation services - - Circulated Items Circulation services - - Gate Counts Circulation services - - Automated Renewal Services The Effect of Automated Renewal Services on Physical Use of Davis Library at the University of North Carolina at Chapel Hill By Larry D. Farrell A Master’s paper submitted to the faculty of the School of Information and Library Science of the University of North Carolina at Chapel Hill in partial fulfillment of the requirements for the degree of Master of Science in Information Science.
  • Case Studies of Some Suburban Office Centres in Toronto

    Case Studies of Some Suburban Office Centres in Toronto

    Case Studies of Some Suburban Office Centres in Toronto Urban Resources No. 4 __________________ by Malcolm R. Matthew 1993 __________________ The Institute of Urban Studies FOR INFORMATION: The Institute of Urban Studies The University of Winnipeg 599 Portage Avenue, Winnipeg phone: 204.982.1140 fax: 204.943.4695 general email: [email protected] Mailing Address: The Institute of Urban Studies The University of Winnipeg 515 Portage Avenue Winnipeg, Manitoba, R3B 2E9 CASE STUDIES OF SOME SUBURBAN OFFICE CENTRES IN TORONTO Urban Resources No. 4 Published 1993 by the Institute of Urban Studies, University of Winnipeg © THE INSTITUTE OF URBAN STUDIES Note: The cover page and this information page are new replacements, 2015. The Institute of Urban Studies is an independent research arm of the University of Winnipeg. Since 1969, the IUS has been both an academic and an applied research centre, committed to examining urban development issues in a broad, non-partisan manner. The Institute examines inner city, environmental, Aboriginal and community development issues. In addition to its ongoing involvement in research, IUS brings in visiting scholars, hosts workshops, seminars and conferences, and acts in partnership with other organizations in the community to effect positive change. CASE STUDIES Of SOME SUBURBAN OFFICE CENTRES IN TORONTO Urban Resources 4 Malcolm R. Matthew Institute of Urban Studies 1993 ii PUBLICATION DATA Matthew, Malcolm R. Case Studies of Some Suburban Office Centres in Toronto (Urban Resources 4) ISBN: 0-920213-94-4 I. The University of Winnipeg. Institute of Urban Studies II. Title. Ill. Series: Urban Resources (The University of Winnipeg, Institute of Urban Studies); 4.