This project outlines the design proposal for an alternative public high school in Toronto, Ontario. For this project the school is re-imagined as a Community Learning Centre. The goal of the Community Centre model is to foster life-long learning in young people which can occur when space emphasizes social interaction, citizenship, and life long learning. The design of the Community Learning Centre is an attempt to align educational priorities with design, to create learning environments that best suit the needs of the users. The focus of the project, is on places between the classrooms where there is opportunity for informal learning to take place. The term schoolscapes is use to describe these spaces. They include all of the places between classrooms and are a way of reimaging the corridors as active, lively and engaging spaces. To support and expand on the idea of schoolscapes, how the environment impacts people and learning, the shifting values in education, and how public space can be related to school interiors, have been investigated. The work of Prakash Nair, Annalise Gehling and Herman Hertzberger, on school design and its correlation to public space have been extremely influential for this project, as has the work of Jan Ghel on lively city spaces. Jan Ghel identifies key features of good public space that can provide the foundation for the design of informal learning spaces. The writing of Nair, Gehling and Hertzberger will be used to support how these characteristics can be applied to the learning environment. The design of the Community Learning Centre explores how the ideals imbedded in public space can be carried over to the interior of a learning environment.

Background: Over the years, the traditional academic library has been the quintessential repository for hard-copy materials and relevant information resources to support the teaching, learning and research activities of their parent universities. Accordingly, the reinvention of the academic library and its transition to the research commons model was induced by the combined effect of historical and momentous developments such as :globalisation; the worldwide democratisation of societies; the advent of mass higher education; as well as the irreversible proliferation of information and communication technologies and their tectonic impact on the knowledge economy. Purpose: This research study investigated strategies applied when converting traditional university libraries to the research commons service delivery model in South Africa. The study also sought participants’ perspectives in the identification of success factors and constraints to such conversion strategies. Methodology :The study adopted a combined qualitative-quantitative approach involving interviews, observations and questionnaires. Three public university libraries in Gauteng Province were involved as case studies to determine the extent of their orientation to the research commons model. In this regard, the study sample consisted of a manager/librarian from each of the three university libraries. Data was collected primarily by means of a survey questionnaire and semi-structured individual interviews. Explorative, descriptive and interpretive elements were applied to complement the data collection and analysis processes. Thematic data analysis was used for the ultimate categorisation and merging of both the questionnaire- and interview-based data accrued rom the selected participants. Results: Overall, the study found that careful planning and identification of positive conversion factors were critical aspects for successful implementation and evolution of any current or future research commons model. Critical factors included :formation of a research library consortium; establishing one-stop multifunctional spaces; and ongoing user and space assessment to adjust services, resources and spaces accordingly to suit changing technologies, postgraduate needs and contemporary learning styles on time and as required .Meanwhile, conversion hindrances included: model misconception by university leadership; strategic planning and change management deficiencies; poor communication; homogeneous staffing models and budgetary constraints. / Information Science / M.A. (Information Science)