Learning Resources

Abstract: Discover how Passive House design was incorporated into the design of UTSC’s 750-bed residence hall and dining facility; helping the University to meet its sustainability and health & wellness goals. Embracing this high-performance design protocol for student residences of any size will align three goals for any campus: sustainability, student health, and bottom-line financial performance.

Abstract:

We’ve organized Trends using STEEP:

• Social: How people work internally (psychology) and with each other (sociology)


• Technology: How people use technology (including hardware and software), how society relies on technology, and how technology affects society


• Economic: Macro- or microeconomics, including global trends, anything related to jobs and skills needed for jobs, and industry shifts


• Environmental: Our external surroundings, including sustainability and our evolving workplaces, cities, and living spaces


• Political: Public policy, governmental systems, the people within them, and the effects of government decisions on our citizens and communities

Each trend includes a brief trend summary, an endnoted source, and discussion questions to help you analyze and act on the trend.

Published spring 2020.

Abstract: Using an administrative sustainability framework, we studied the decision process as it relates to space allocation. Those making the decision were academic faculty at a mid-sized urban Canadian university. We present recommendations for decision makers with resource allocation responsibilities.

Abstract: While universities recognize the need for change, establishing an environment conducive to change requires time and movement through stages. In this article, I examine different tools and processes that can pave the way for innovation or change. These processes became evident in my research on the emergence of an interdisciplinary policy school jointly established on two campuses where previous models did not exist. The change came about because there was a confluence of forces that promoted it; these factors were strong enough to negate the barriers. There were key actions undertaken by the universities that promoted the change, including systematic program review, university-wide integrated planning, the appointment of an executive sponsor who had social and political capital, and the establishment of a “grassroots” working committee comprising faculty who were passionate about the initiative. However, there were equally important practices and policies that hindered the movement forward; these included institutional procedures that required multiple levels of approval in a lock-step process and the many facets of resistance to change. For universities contemplating a change agenda, the implementation of some of these processes and tools could potentially be beneficial in moving forward.

Abstract: Book review: Ernest Cormier and the Universite' de Montreal, edited by Isabelle Gournay. Canadian Centre for Architecture and Editions du Meridien, 1990. 179 pages.