Thesis (Ph.D.)--University of Melbourne, Dept. of Zoology, 2006. / Typescript. Includes bibliographical references (leaves 133-152)

Thesis (M.A.)--Ohio State University, 1981. / Includes bibliographical references (leaves 63-68). Available online via OhioLINK's ETD Center

Thesis (Ph.D.) - Simon Fraser University, 2006. / Theses (School of Resource and Environmental Management) / Simon Fraser University. Includes bibliographical references (leaves 206-231). Also issued in digital format and available on the World Wide Web.

No description available.

Thesis (Ph. D.)--University of Wisconsin--Madison, 1962. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

The hybrid nature of the building's program became the central idea behind the design of the project. The combination of office, retail and library funcions was an attempt to investigate the possibility of integrating a public amenity space directly within a private building. The implication of such a collision of uses was not only the potential for public cost savings and the promotion of public construction, but as well a possibility of the creation of a symbiotic relationship between these two forces. The private spaces of the building could make use of some of the public, while the public spaces could make use of some of the private. The project took on a diagramatic and absract nature early on, detatched architecturally somewhat from surrounding site conditions in order to investigate the possibilities of connecting and overlapping the building's public and private uses. An early series of diagrams and sectional sketches began to shape the building in its beginning. The three major elements of the program (office, library and retail) were initially separated vertically in space. The retail occupied the ground floor, the library the second, and the offices the final and third. However, the idea of interrelation of the spaces required a greater extent of overlapping and mixture. Thus, the strategy of a split-level shceme started to emerge. The three separations remained somewhat intact, however separated by intermittent split levels. These split levels contained spaces which could relate to either the floor directly above or below. The idea was that these 'shared' spaces could contain elements of the program which could be used by both library and retail, or by both office and library. The net result was a 'saving' of space, as well as a mixing of public and private functions. Yet, with the mixing of public and private uses came the architectural issue of building security. How could a public book enter and leave a retail store? How could a private office be contained from public access? Would the separate retail units truly relate with the library space? Were there more possibilies for more double uses? The library took on the role of both public amenity and private retail enterprise at this point in the project. The move seemed to satisfy both issues of security and interrelationship between public and private functions. The security system of the library would double as the cash desk; the library stacks would contain both borrowable books and commercial retail goods for consumption; the seating for the library would also provide for the in-house cafe-bar; library staff would also function as staff for the shared smaller offices on the second floor. In this sense, the combination of private and public functions not only reduced the need for excess (publically funded) space, but aslo presented the idea of a saving of maintenance and operational costs. The location of the building in Whistler village was done for two main reasons: the town, at present, is currently without a permanent library for a rapidly growing full-time population; and the town, as a resort municipality, relies heavily on its commercial activity in order to energize its main, public pedestrian outdoor mall. The specific site of the building was a point in the village which related both directly to this pedestrian mall as well as an adjacent shopping centre, intended for the vehicular traffic and use of the more full-time residents of Whistler Village. Here the full time residents coming in to use the library could perhaps discover its second commercial nature, while tourists may make use of the public use of the building while going in soley to shop. The building would then be a place where both full-time residents and incidental tourists could both come, interacting within the same building for an array of different reasons. Architecturally, the building was a modest success: the issue of security had been adressed and overlapping of private and public functions was explored in the building. However, the notion that a library would become a highly commercial retailer still seemed improbable; even in an age of decreasing government spending and reliance upon the private sector for public services, the difficulty in motivating a traditionally public sector into an entrepreneurially self-sustaining enterprise prevented the likelihood of its construction.

The hybrid nature of the building's program became the central idea behind the design of the project. The combination of office, retail and library funcions was an attempt to investigate the possibility of integrating a public amenity space directly within a private building. The implication of such a collision of uses was not only the potential for public cost savings and the promotion of public construction, but as well a possibility of the creation of a symbiotic relationship between these two forces. The private spaces of the building could make use of some of the public, while the public spaces could make use of some of the private. The project took on a diagramatic and absract nature early on, detatched architecturally somewhat from surrounding site conditions in order to investigate the possibilities of connecting and overlapping the building's public and private uses. An early series of diagrams and sectional sketches began to shape the building in its beginning. The three major elements of the program (office, library and retail) were initially separated vertically in space. The retail occupied the ground floor, the library the second, and the offices the final and third. However, the idea of interrelation of the spaces required a greater extent of overlapping and mixture. Thus, the strategy of a split-level shceme started to emerge. The three separations remained somewhat intact, however separated by intermittent split levels. These split levels contained spaces which could relate to either the floor directly above or below. The idea was that these 'shared' spaces could contain elements of the program which could be used by both library and retail, or by both office and library. The net result was a 'saving' of space, as well as a mixing of public and private functions. Yet, with the mixing of public and private uses came the architectural issue of building security. How could a public book enter and leave a retail store? How could a private office be contained from public access? Would the separate retail units truly relate with the library space? Were there more possibilies for more double uses? The library took on the role of both public amenity and private retail enterprise at this point in the project. The move seemed to satisfy both issues of security and interrelationship between public and private functions. The security system of the library would double as the cash desk; the library stacks would contain both borrowable books and commercial retail goods for consumption; the seating for the library would also provide for the in-house cafe-bar; library staff would also function as staff for the shared smaller offices on the second floor. In this sense, the combination of private and public functions not only reduced the need for excess (publically funded) space, but aslo presented the idea of a saving of maintenance and operational costs. The location of the building in Whistler village was done for two main reasons: the town, at present, is currently without a permanent library for a rapidly growing full-time population; and the town, as a resort municipality, relies heavily on its commercial activity in order to energize its main, public pedestrian outdoor mall. The specific site of the building was a point in the village which related both directly to this pedestrian mall as well as an adjacent shopping centre, intended for the vehicular traffic and use of the more full-time residents of Whistler Village. Here the full time residents coming in to use the library could perhaps discover its second commercial nature, while tourists may make use of the public use of the building while going in soley to shop. The building would then be a place where both full-time residents and incidental tourists could both come, interacting within the same building for an array of different reasons. Architecturally, the building was a modest success: the issue of security had been adressed and overlapping of private and public functions was explored in the building. However, the notion that a library would become a highly commercial retailer still seemed improbable; even in an age of decreasing government spending and reliance upon the private sector for public services, the difficulty in motivating a traditionally public sector into an entrepreneurially self-sustaining enterprise prevented the likelihood of its construction. / Applied Science, Faculty of / Architecture and Landscape Architecture (SALA), School of / Graduate

Thesis (Ph. D.)--University of London, 1982. / Includes bibliographical references (p. [331]-405).

Recreation planners at mountain resort communities must decide what types of recreation facilities and activities to provide in order to meet the diverse needs of the community. This thesis attempts to answer this question specifically for the Resort Municipality of Whistler. Determinants of participation in recreation are highly psychological. Thus, description of potential client groups must rely heavily upon attitudes, perceptions, and behavior. Theories of recreation serve as a useful planning tool helping planners understand peoples' recreation desires. A clear understanding of what people want recreation to accomplish for them is crucial when deciding what type of recreation facilities and activities to provide. However, as discovered when examining resort communities, it is not enough for planners just to take into account functional considerations when planning recreation facilities. Planners must be aware of the resort's image. People typically visit a resort community because they identify with its image. Images are based upon peoples' impressions of the entire resort community, including the facilities offered and both the natural and built environment. The challenge for the planner is to translate peoples' recreation desires into facilities that serve as concrete expressions of the resort's image. This thesis develops as framework to consider such a challenge. This is achieved by: a review of recreation theory and resort planning literature; review of resort communities similar to Whistler; informal interviews, and by a survey of Whistler property owners administered by the author. There are three main findings. First, recreation theory is an invaluable planning tool in helping planners decide what type of recreation facilities to provide. Second, recreation planners can help create a particular type of resort by providing facilities; however, the market eventually determines the resort's status. Third, more substantial market research is required to determine what type of resort the Municipality of Whistler should strive to become. / Applied Science, Faculty of / Community and Regional Planning (SCARP), School of / Graduate

The aim of this thesis is two-fold. My primary, theoretical aim is to present an alternative way for geographers to approach the study of tourist resort development. For over twenty years, resorts have been understood through the framework of evolutionary models, the most widely-used being Richard Butler's 1981 Tourist Area Life Cycle. I argue that the time is ripe for a more sophisticated approach which i) identifies the multiplicity of actors involved in the destination-making process and elucidates the interactions between them; and ii) situates the resort within a dynamic, capitalist economy, increasingly dominated by large corporations. I suggest that one way we can do this is to take particular moments in a resort's trajectory and examine the responses made by key players in the production of the resort. My starting point for my investigation into Whistler Resort, British Columbia is the merger in 1996 of its two ski mountains, Whistler and Blackcomb, under the ownership of Intrawest Corporation. A recent wave of consolidation in the North American ski industry has seen increasing numbers of once-independent ski areas coming under the control of four large corporations, Intrawest being one. My second aim with this thesis, therefore, is to shed light on the process of ski resort development in light of the recent industry reorganisation. In particular, I use my case-study of Whistler to interrogate the corporatisation thesis of historian Hal Rothrnan. Rothman's account of resort development in the twentieth-century American West leads him to view large corporations as extractive forces which pay scant respect to local communities and cultures, treating them instead as marketable commodities. The experience of Whistler, however, suggests a much greater degree of mterdependence and co-operation between the ski corporation and local stakeholders in the resort - a situation that arises because of its unique administrative, political and economic context.