Aesthetic & Environmental Vision Plan

FOREWORD

It gives me great pleasure to initiate an Aesthetic & Environmental Vision Plan (AEVP), which sets out a preliminary design for the University’s development and challenges us to think creatively, boldly and with pride in forging its implementation, now and far into the future.

This plan brands the University’s location at the crossroads of North America as an enviable advantage. It builds on our environmental pinnacle and raises dramatically our reputation and profile. It recognizes our challenges and fiscal limitations and it inspires us to work diligently to overcome them. At the same time, it underlines the crucial responsibilities of the University to its internal constituents as well as the surrounding community of which it is such a vital part.

We intend to circulate this publication widely to stimulate discussion and to seek support. It shows us that we can be: a beacon of hope in a struggling region, an exemplary citizen in the century of environmental sustainability and responsibility, and a visionary leader in the development of an outstanding aesthetic presence at the hub of the world’s greatest trading partnership.

Through the leadership of Noel Harding and Rod Strickland and their Green Corridor project, the transformation has already begun. The berming of our new stadium, the Huron Church Nature Bridge, the sound-mapping of Huron Church Road, the Eco-House, the greening of residence rooftops and many other projects, current and forthcoming, are changing our campus and environs. This report, prepared with Jason McLennan, Andrew Spurlock and Noel Harding is ambitious and achievable in its vision, will spur that change and I am most appreciative of everyone who has participated in its development.

The University of Windsor will develop and flourish as it helps transform our region of Ontario, though it will face very important choices in that development, choices that must be driven by the 10 guiding principles set out in this Report. This University must be exemplary in its leadership, its creativity, its vision and its environmental responsibilities as this century of promise and hope unfolds.

The AEVP shows the way. It is time to make it operational. We welcome your comments and ideas.

Ross Paul President, University of Windsor May 2008

Students at the University of Windsor have long recognized the remarkable potential of this institution, given our unique geographical position.

We applaud the Aesthetic & Environmental Vision Plan (AEVP) and all that it represents for our campus community. The principles set out in this plan are a positive indication of our movement towards environmental sustainability, while providing a much needed aesthetic upgrade to our academy.

Fully recognizing the economic and physical infrastructure challenges faced on this campus, students look forward to the considerable boost in pride, which would no doubt result from the implementation of the recommendations as set out within the AEVP. We would further like to extend our sincere appreciation to the members of the AEVP committee for their exemplary commitment to this key project for the University.

We acknowledge that the guidelines set out in the AEVP are important components to the progress of our establishment. Our hope is that such economically demanding initiatives are woven into the budget with careful consideration of our fundamental responsibility as a primarily academic institution.

Tiffany Gooch President University of Windsor Students’ Alliance May 2008

Office: 519-253-3000 Fax: 519-971-3654 • 401 Sunset Avenue CAW Student Centre, 2nd Floor Windsor, Ontario N9B 3P4 • www.uwsa.ca

Table of Contents

1 Introduction 3 The Vision

3 Vision Statement

4 Goals

6 Requirements

6 Aims

7 Purpose of the Aesthetic & Environmental Vision Plan

7 Purpose of the Preliminary Findings Report

8 Immediate Campus Challenges & Potential 11 The Windsor Principles

12 Ten Guiding Principles for Campus Transformation 17 Scope & Next Steps

17 Scope

18 Team Requirements

19 Table of Contents Aesthetic & Environmental Vision Plan

28 Development of the Aesthetic & Environmental Vision Plan

29 Implementing the Design Review Process 31 Critical Project Action List

32 Immediate Projects

33 Creative Community Propositions for Engagement A. 1 Appendix

Green Corridor | Action Plan Report

Introduction

he Aesthetic & Environmental Vision Plan (AEVP) is intended to Tprovoke a geography of identity for the University of Windsor as an iconic campus for the 21st century. The University of Windsor is at a noteworthy intersection of physical, cultural, environmental, social and technological forces.

This intersection, where everything collides— currently as a problem— also suggests and demands taking advantage of those problems as opportunities for solutions. Our engagement is intended to provide a vision of how these same forces can fit together to create a dynamic and inspiring centre of learning.

The key to applying this vision is to harness the creativity within this community to consider and address the relationship between opportunities and the complex challenges that exist. It is only through a pervasive, and diverse creativity that a seemingly insurmountable mountain of limits and boundaries can be negotiated. These limits and boundaries exist as a set of relationships that are themselves the synergy of transformation toward sustainable, regenerative solutions.

The University of Windsor today is at a very physical and intense intersection: a transportation artery (economic jugular), a border crossing (values of a nation), cultural diversity (justice), environmental degradation (world health), and the automobile (global energy), which together have the leverage to create a new geography, and an interchange of ideas to address the collision.

The intersection interchange must be viewed as the evolution of a geography and landscape from an era of transportation represented by the automobile (and the bridge) to an era of ubiquitous communication and health-centered development represented by the Internet and the sustainability of the environment.

The vision is an eminent “recycling” project, which we have titled “Transformation”.

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Green Corridor | Action Plan Report

The Vision

Vision Statement rovide a roadmap to focus the visual, aesthetic and environmental Ptransformation of the University of Windsor campus, while defining a unique sense of place at the Windsor-Detroit narrows between Canada and the United States.

Establish a place and a situation that embodies the issues and opportunities of our time: where a major university is addressing the social, economic and environmental issues as a gateway of learning and as a national resource.

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Goals 1. Use the ”vision” as a pathway to inspire community and civic partnerships that assume a leadership appropriate and necessary to the University in provoking the three pinnacles of Social Justice, The Environment, and Automotive Studies as real world examples.

2. Produce an incremental plan that will interlock existing urban plans, yet establish a University-driven influence on Windsor and its surrounds. Pride in the campus translates to City pride and an outreach to the community, the province and the nation.

3. Establish for all existing and future buildings sustainable principles and practices that are consistent with establishing an international reputation for environmental innovation and design excellence.

4. Create an aesthetic plan that integrates the arts to the multi- disciplined reality of the campus as an expression of a creative community and integrated learning. Green Corridor | Action Plan Report

Goals 5. Broaden campus identity to include the Green Corridor as the central gateway to Canada and as a process, a symbol, and a synergy for Cities and Universities to address the opportunities and challenges of the world at intersection.

6. Extend the influences of the Green Corridor throughout the University of Windsor campus to the river-front. Enlist and empower select international visionaries to review, extend and articulate the evolution of the campus.

7. Provide a focus on the aesthetic history of this ”place”. The University of Windsor, The City of Windsor and its regions are inextricably linked to their history and the potential of this history. Windsor and Detroit transportation—not just the automobile, but also the history of trails, water, resources, trade and the determining reality of a geographic gateway and intersection— at a border, de-noting a ”point of meeting”.

8. Identify the need to create ”place” at the interchange of aesthetics, communication and history. A significant urban concern today, throughout the globe, is how to create a sense of place for people and ideas at the intersection of infrastructure sprawl. There is an opportunity to embrace and recognize that these are places where everything does come together.

9. Provide ”Image Empowerment” through addressing and responding to criticism of the state of the campus with practical, and immediately doable plans that lock step to long-range planning and image building through campus transformation.

10. Engage the transformation of identity through the mission and brand strategy of the institution - as a physical and conceptual identity that inspires learning, communicates, attracts and values students, faculty and staff.

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Requirements Identify and evaluate financial benefits to be achieved. List the economic-specific objectives to be achieved.

Define a plan that embeds leading-edge research in the evolution of the campus infrastructure.

Review Environmental Infrastructure.

Prioritize projects based on image building, economy and immediacy.

Update past planning into current context.

Determine entrepreneurial opportunities that enhance the campus ”quality of life” while establishing new income streams.

Aims To provide a unique and original plan as “Made in Windsor” that begins with community in mind, especially the concerns and values of the students, faculty and staff.

To establish a vision process that bears scrutiny on an international stage.

To project the University of Windsor as a model campus setting, its identity in the world – as a place at the very intersection of the social, environmental, economic and engineering issues of our time.

To define projects that boldly address the issues in a co-ordinated and holistic way, in a location of high visibility and significance, as a place where issues truly collide.

To illustrate a new future. In a new world of ubiquitous communication the role of transportation will evolve. The future is Communication and Transportation. Green Corridor | Action Plan Report

Purpose of the he AEVP will focus on visual and aesthetic transformations of Tthe campus while providing an implementation plan that will Aesthetic & create both pleasure and pride for students in capturing the ideals Environmental of environmental responsibility and guidance. The issue is to be the example to which other institutions are measured. Vision Plan A vision plan should unite the direct interests, involvement and investment of community while at the same time educate and influence a direction to which all can give their energy and support. This plan should also present sustainable building guidelines for all capital projects consistent with establishing a reputation for environmental innovation and excellence.

Purpose of the he Purpose of this document is to define the parameters of the Tplan and to suggest a process and scope for moving forward, as Preliminary well as to identify key issues that must be explored. Specifically, this Findings Report document does the following:

• Provides direction and full scope exploration of AEVP Terms of Reference.

• Consolidates information gathered through July 31, 2007.

• Provides a methodology outline and a set of clear guiding principles.

• Identifies the significant context of existing facilities, buildings, landscapes and sight lines and translates that context into a succinct table of contents for the AEVP.

• Reinforces the vision and goals of the institution and ties them into the plan for rebranding.

• Captures the ”big ideas” across a spectrum of critical campus perspectives.

• Identifies key environmental opportunities to be explored.

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Immediate Campus he Preliminary Findings Report is intended as a ”scoping” effort Tleading into the real work of the AEVP, which will provide Challenges & deeper analysis and opportunities for transformation. Nevertheless, Potential key challenges and opportunities are immediately apparent in our research and they should be explored and expanded further as the AEVP advances.

Campus Challenges Building institutional esteem

Limited capital resources to devote to infrastructure change

Competing projects for limited resource pool

Fragmented direction with regards to architecture and physical infrastructure

Struggling economy affects endowments and campus activity

Location, traffic, pollution tied to the bridge traffic and local industry

Lack of campus image, identity through architecture and landscape

Significant competition from other campuses for ”leadership space”

Significant deferred maintenance issues and understaffed and underfunded facility and maintenance teams Green Corridor | Action Plan Report

Campus Potential Location and site, history, geography make Windsor potentially unique

Confluence of issues possible around Windsor Principles and Pinnacles

Connection of issues to institutional mission could provide national leadership

Talented and committed faculty and staff

Unique connection to the United States and huge market

Opportunity for significant entrepreneurial efforts that simultaneously improve student quality of life and bring needed revenue for infrastructure changes

Opportunities for expansion with allied colleges and establishment of a river connection

Opportunity to forge a fresh new identity with relevance to the 21st Century and the attraction of the ”new student”

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Green Corridor | Action Plan Report

The Windsor Principles

ost planning documents, be they master plans, or in this case M”vision” plans, begin with a set of goals, and a clear vision statement. The most effective plans continue by clearly articulating a set of operational principles that begin to frame how the vision statement and goals will be achieved. A clear set of principles helps to inform specific issues that arise through time - a litmus test of sorts against which opportunities and proposed solutions can be weighed. For the University of Windsor there is a significant opportunity to transform the campus, to be a leader in environmental performance and a notable and destination-worthy aesthetic experience. Such transformations take time and solutions must evolve as times change, and yet the right principles, properly interpreted, can weather significant cultural, economic and societal change and provide the compass to achieving the ultimate vision. We propose the following Ten Guiding Principles as the compass for the University of Windsor’s physical environment.

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Ten Guiding 1. Creative Community Principle - Decisions made by the academy with regard to the physical environment of the campus should embrace Principles the creative community as a catalyst for the implementation of change. for Campus Recognizing the importance of creative disciplines, of art and Transformation culture, as a core requisite of a vibrant institution is a basic principle that embraces both the economic and societal health of a university. A creative process leverages objectives and systems and exploits connections rather that fostering competition for resources. A creative physical environment stimulates and engages students, faculty and staff while instilling a sense of pride and ownership in their campus. Dr. Richard Florida said that the role of the university in the community is to provide a creative, stimulating campus to act as a magnet to highly engaged students, faculty and staff which, in turn, similarly encourages highly educated, talented and entrepreneurial people and firms to locate nearby, in part to draw on the university’s many resources. “Artists and bohemians are direct producers of amenities; their location will thus directly reflect higher levels of amenity.” (Richard Florida and Charlotta Mellander, March 2007.)

2. Triple Bottom Line Principle - Decisions made by the academy with regard to the physical environment of the campus should be made to honor the ”triple bottom line” of social, economic and environmental health without sacrificing any of them, rather than simply the economic bottom- line. The Triple Bottom Line Principle assumes a pervasive integration of curriculum.

The phrase ”Triple Bottom Line” was coined by British author and businessman John Elkington in describing solutions that were good for people, the planet and prosperity. It sums up the goal of the sustainability movement to find elegant solutions that balance the needs and issues of all three areas rather than merely the shortsighted and often problematic sole economic view. Highly effective solutions create minimal or no environmental impact and provide greater returns that enrich people’s lives. Green Corridor | Action Plan Report

Ten Guiding 3. Global Leadership Principle - Decisions made by the academy with regard to the physical environment of the campus should be done with an Principles attitude of international leadership and high quality. for Campus Too often institutions that are not currently in the limelight Transformation as world or national leaders resign themselves to solutions of mediocrity and a ”good enough” approach. As the old adage describes, you ”end up where you are headed”. This principle demands an attitude whereby solutions are expected to be best in class and demonstrate a leadership position. Solutions recognized internationally do not necessarily require world class budgets, but they do require an awareness of what is happening and working in other places around the globe and a willingness to embrace the challenge of being excellent.

4. Persistent Pedagogy Principle - Decisions made by the academy with regard to the physical environment of the campus should be approached so that each of them inspire learning and enrich lives.

Too often we believe that learning is restricted to the classroom only, when opportunities to enrich and engage in learning can be fostered in a myriad of ways. With each decision made on the campus, one must begin by asking these questions: What can this teach us? Can it inspire us? How can it be modified to teach key lessons now and to motivate through time?

5. Beauty and Place-Making Principle - Decisions made by the academy with regard to the physical environment of the campus should be approached so that each intervention enhances and beautifies the quality of the place and sets it apart as unique in the academic world.

Simply put, in North America we live in cities that are for the most part aesthetically impoverished and denuded of a geography of landscape that creates a clear sense of identity and pride for the people who live there. The lack of regional differences and a uniformity of roadside restaurants, signs and hotels create communities lacking in character. What will set this campus apart? How can new buildings, landscape improvements, design excellence, and integrated public art create a place of distinct beauty that a visitor will remember and appreciate? Each remodel, infrastructure improvement, parking lot and sign, no matter how small provides an opportunity to create a place of beauty and is hereafter a requirement.

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Ten Guiding 6. Integration Principle - Decisions made by the academy with regard to the physical environment of the campus should be done in a way that Principles recognizes the interconnectedness of various departments, disciplines for Campus and systems, and accounts for the impacts to each.

Transformation In most institutions, decisions are made within silos with little cross-fertilization and collaboration outside a department or ”domain”. As a result, solutions are reached that may be good based on a single set of criteria, but fail to live up to expectations or needs of other vested interest constituents - be they faculty, students, visitors, maintenance staff or administration. A new protocol for selecting consultants and for making important infrastructure decisions will result through the engagement of all key community constituents.

7. Holistic Process Principle - Decisions made by the academy with regard to the physical environment of the campus should be done using a process that allows sufficient time and includes sufficient expertise to realize success.

The phrase ”ready, fire, aim” often describes the process by which key decisions are made at many institutions. Good solutions require a process that allows for quality decisions to be made, in an inclusive manner, in the proper time it takes to make them, rather than decisions made in a rushed process, or once problems are already evident. Proactive planning and strategic thinking are the hallmarks of the Holistic Process Principle.

8. Authenticity and Integrity Principle - Decisions made by the academy with regard to the physical environment of the campus should be done so that each action, regardless of how small, embodies the values of the institution and the Aesthetic & Environmental Vision Plan.

The University’s motto is “Doce Me Bonitatem, Disciplinam, Scientiam” (“Teach Me Goodness, Discipline and Knowledge”). We believe that this should be translated into a governing principle whereby decisions are vetted. There are no projects “too small”, “too unimportant”, or with “too small a budget” to do the right thing. Success of the Vision plan is highly dependent upon continual practice of authenticity and integrity. If the University wants to transform its campus as an environmental leader, it must have the discipline to practice environmental stewardship at all scales. Green Corridor | Action Plan Report

Ten Guiding 9. Measurement and Verification Principle - Decisions made by the academy with regard to the physical environment of the campus should Principles be based upon a solid understanding of the past and the success and for Campus failure of prior decisions.

Transformation You don’t know what you don’t measure, and you can’t change that which you do not know and understand. All effective transformations begin with understanding current benchmarks and setting clear goals into the future, including metrics that may be difficult to measure or completely understand. Environmental performance, energy and resource use, indoor air quality, student health, attitudes to the campus, recycling diversion rates, carbon footprints, grades, environmental indicators, resources, impact community, impact on students. Where is the campus now and where should it be in five years, 10 years, 50 years, 100 years?

10. The 100 Year Institution Principle - Decisions made by the academy with regard to the physical environment of the campus should be made to maximize the long-term investment of the organization and, where possible, to select solutions, designs and investments that are durable and relevant for at least the next 100 years.

The University of Windsor has its roots in the 1857 start of Assumption College and continues to use facilities that are over 100 years old– made possible by the long-term vision of the college’s founders and the quality of design and construction involved. The world’s leading institutions, such as Harvard, Yale and Oxford routinely use planning assumptions based on the longest-term view, understanding that short-term problem solving often with low first costs, end up costing the institution considerably more over the long haul, thereby depleting precious fiscal resources and increasing the environmental burden each year. Unfortunately, many institutions get caught in this paradox and see rising deferred maintenance and undesirable facilities as a result. While the 100 year time frame should be considered a guiding metaphor rather than a prescriptive metric, such long-term thinking will ultimately contribute to a campus that meets the goals and vision outlined in this document.

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Green Corridor | Action Plan Report

Scope & Next Steps

Scope ver the next few months the main thrust of the Aesthetic & OEnvironmental Vision Plan will be created and the table of contents described below will be fleshed out and developed further bya multidisciplinary team yet to be assembled, albeit presumably led by the Green Corridor team and Noel Harding Studio as a continuation of this initial scoping document. Approximate assignments have been shown. The Table of Contents will likely change and adapt through the process itself as new ideas and opportunities become evident, although the bulk of the structure will remain consistent.

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Team Requirements oving forward into the next step of the process to complete the Mactual Aesthetic & Environmental Vision Plan will require a multidisciplinary consultant team that will work closely with existing staff and faculty at the University. No single consultant possesses all the skills and resources necessary to complete the plan as envisioned - resulting in the transformation of the University of Windsor into a world-class physical setting. Our initial recommendations are for the following skill sets/team.

• Campus Master Artist to oversee the aesthetic transformation of the campus. (ART)

• Landscape Architecture Firm to focus on the transformation of the physical grounds and key streetscape components. (LA)

• An Architect or Urban Designer or Consultant to write architecture and sustainability guidelines for the campus and to envision a new ”main street” along Sunset Drive. (CON)

• An Entrepreneur or Business Person to write an integrated business plan for the campus expansion, including unique funding and grant opportunities. (BP)

• An Engineer to assist in the creation of guidelines and to create a strategy for retrofitting the campus. (ENG)

• One of the project team members (PM) to lead the project. For the sake of continuity and true integration, the work should be considered as an integrated process - with a single contract, single team approach - not as separate parcels of work. Green Corridor | Action Plan Report

Table of Contents “Aesthetics (must be)... understood as a search for structures, “Aesthetic & that is to say the set of relations existing between the elements Environmental of the whole of our knowledge... the search for, discovery and the Vision Plan” use of relations.”

– Laborit, H. (1968) Biologie et Structure, Paris: Gallimard.

Section One - To be finished at the end of the process, the executive summary should make clear the major issues, strategies and elements of the overall plan. Introduction The Project Manager should work with all team members to flesh this & Analysis section out.

The Windsor Principles drafted for this document should be tested and, if necessary, refined. They should be included in the report at the beginning to set the context for all future projects and decisions.

The campus analysis has already begun through the identification of initial projects within this document. The analysis of opportunities and challenges inherent on the campus should be further fleshed out and documented by the project manager in this section of the report. This section should make clear first, second and third tier priorities.

Tied closely with the campus analysis is a photographic ”essay” of the campus illustrating the key findings, opportunities and challenges on a ”view-by-view” basis keyed back to campus maps. It should be possible for a new individual, such as a new faculty person, administrator or outside consultant, to quickly understand the campus through this map-based analysis.

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Section Two - Campus Image and Perception - ART/CON This important section explores how the campus as a visual entity is Aesthetic Overlay perceived and understood by visitors, including students, parents, city residents, tourists, bridge passengers, faculty and staff. Through this understanding a series of modifications and ”image” based projects will be identified to transform the memorable experience of the campus.

Campus as Curated Space - ART Currently, the campus contains several pieces of public art sprinkled through the grounds and within a few buildings. It is time to treat the whole campus as an opportunity for world class art curation which will include the following elements: redistributing the existing collection for maximum effect, identifying areas for future art interventions, creating a procedure for campus curation, and setting art acquisition priorities.

Existing Artwork Adjustments - ART Related to the curation process is an immediately implementable plan for redistributing the existing collection for maximum effect. The Master Artist will create a specific implementation plan tied to locations as part of this process.

Guidelines for Future Purchases and Architecture Integration - ART The world of art is vast, complex and ever changing. How does an institution create a collection of lasting beauty and significance on the setting of a public institution? How does it avoid ”fashion-based” decisions that will date the institution inappropriately? Based on the procedures for campus curation, what types of art should be acquired? This section should explore these critical issues and outline how the work should be integrated into architectural projects on the campus.

Transforming the Edges - entrances, streets, sidewalks - LA/ART The University of Windsor is in need of significant improvements at all of its public ”edges,” including primary entrance points, the streets that pass through the campus, and its sidewalks and paths. The Landscape Consultant, in tandem with the Master Artist, should create a series of proposals that inform the following: the location of entrance signs or art events that mark the transition from city to campus and the similar transition through paving, site furniture and treatments to clearly define and celebrate the campus experience. Green Corridor | Action Plan Report

Section Two - Landscape Plan for Campus Spine, Campus Main Street - LA A huge opportunity exists to create a beautiful internal campus spine Aesthetic Overlay through the heart of campus on Patricia Road. The ”skeleton” of this campus spine already exists but a professional landscape plan needs to be created to transform this space. This plan should include the selection and specification of seating areas, paving, drainage, plantings, trees, site lighting and other site furniture. The plan should allow for a diverse array of uses including circulation, small group gatherings, one large congregation space, space for informal student recreation and a key processional element. This area of campus should become the signature internal ”moment” on the campus.

Building on the idea of a campus spine, there should be a plan to create a new ”village center” or Campus Main Street that runs through the campus on Sunset Avenue and provides additional commercial and recreational opportunities for all visitors. As with the campus spine, the Campus Main Street plan should clearly specify all elements needed to create a great space. Colour renderings should be created to visualize the designs and to assist the fundraising process by identifying select funding opportunities.

Architecture and Main Street Visualization - CON The new Campus Main Street requires a strong interface between landscape design and architecture. This section of the master plan should outline the transformation of the façade elements along Sunset Avenue and create general architectural guidelines for the campus as a whole to assist in the design and construction process. Architectural guidelines should specify an approach to materials, light, street level treatments, setbacks, colours and other key architectural elements.

Updated Campus Master Plan Document - LA/CON/ART The existing campus master plan document contains a great deal of useful information, although it is in great need of updating. This section of the report will update key elements of the master plan to be in alignment with all aspects of the Aesthetic & Environmental Vision Plan.

Precedent Gallery - ART/CON/LA The precedent gallery is intended as a visual cue to illustrate the intent and possible outcomes of the Aesthetic & Environmental Vision Plan by showing examples of successful components from around the world. In other words, as key elements of the plan are proposed, it is helpful to show a similar installation for reference. This section would contain a few dozen key illustrations.

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Section Three - Long-term Campus Parking and Transportation Plan - LA The University of Windsor needs a long-term parking and Environmental transportation plan for the campus that clearly lays out how the Overlay automobile and other modes of transportation will be accommodated through time as the campus population grows. An emphasis on alternative modes of transportation should be pursued in order to transform the experience of the campus from one of ”auto-centric arrival” to ”human-centric arrival”.

Campus Sustainability Manager and Sustainability Department - PM For the University of Windsor to be a true environmental leader it needs to have a campus sustainability manager who interfaces with all aspects of university operations in order to find ways to reduce environmental impact and save the campus money and resources. This section of the plan will outline a job description, hiring process and an overview of how similar positions are handled at leading institutions around North America.

Energy and Environmental Assessment of Facilities - ENG/CON This section of the plan will be done in co-operation with campus facility staff to outline the energy saving opportunities on campus and a priority list for completion. Opportunities identified will include improvements to the central plant, and existing building stock. This part of the plan will create a template/overview rather than a detailed assessment of the existing facilities.

Campus as Esco - ENG This section will explore mechanisms for the campus to harvest considerable energy savings for reinvestment into deferred maintenance projects and outline a measurement and verification plan for the campus, which would be separately contracted.

Campus as Urban Forest - LA The University of Windsor has the opportunity to be transformed to an ”urban forest” that beautifies the campus and helps to clean air pollutants emanating from the Ambassador Bridge. The Urban Forest Element could become an interesting part of the campus fundraising policy by linking tree purchases to donations. Many campuses serve as natural arboretums and the University could highlight unique species of the Carolinian plant and forest types. Green Corridor | Action Plan Report

Section Three - Environmental Metrics Policy - CON/ENG This section of the plan will set specific environmental targets/metrics Environmental for the campus in multiple environmental areas including overall Overlay building performance (LEED), and specific energy targets and standards for such things as lighting levels that have energy implications. Other target areas will include materials, indoor and ambient air quality, as well as water conservation. A metrics policy will be used to judge performance of proposed retrofits and new construction.

Recycling, Garbage, Compost and Waste - CON This section will outline and document a new recycling, garbage and compost plan for the campus. The consultant will work closely with the facility and grounds staff to set a realistic and responsible policy.

Campus and Building Environmental Pedagogy - CON/ART This section of the report will investigate key ways that students at the University can become participants in a process of environmental stewardship through campus programs, marketing and curriculum development. A survey of how other universities create teaching opportunities around environmental themes will be included.

Students and Faculty as Environmental and Aesthetic Stewards - PM Building on the previous section will be a short summary of ideas on how both students and faculty can set the tone for the University of Windsor to be an international leader in environmental and aesthetic stewardship.

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Section Four - Campus Planting and Maintenance Guidelines - LA The Landscape Consultant should assemble a small best management Operations practice manual (BMP) for campus planting and maintenance that is Overlay consistent with the goals and approach to the Aesthetic & Environmental Vision Plan. References to key documents will be included to further expand what is required.

Expansion and Acquisition Plan - BP This short but important section should discuss an approach to expansion and acquisitions around the campus and possibly off- campus in downtown Windsor. How do new acquisitions play into the overall aesthetic and environmental vision of the institution? What kinds of properties should be avoided? What properties hold the most promise?

Infrastructure BMP Manual - LA Building on the Planting and Maintenance guidelines should be a series of best management practices (BMPs) for physical infrastructure relative to environmental performance and long-term durability. These BMPs will include parking lots, alleys, plazas and other hardscape infrastructures. A training program should be initiated to ensure integration of the BMP to the management structure.

Integration with Marketing Plan and Branding - PM This section of the document will work to integrate key findings with those of the overall University marketing plan.

Operations BMP Manual - Purchases, Food Service, Technology, Furniture - CON For the University of Windsor to be a true environmental leader, it should practice what it preaches at all levels as described in the Windsor Principles. This section of the document will suggest key opportunities through all aspects of the University, including general purchases, food services, new technology and furniture systems.

Suggested Curriculum Modifiers - BP/CON As per the Windsor Principles, adding an environmental focus encourages and melts all undergraduate curricula which helps foster a community of environmental stewards among faculty and students. This section will briefly outline possibilities for such integration based on similarities with other academic institutions. Green Corridor | Action Plan Report

Section Five - ection Five is the most critical section of the document because Sit begins to pull together all of the analysis, research and designs Implementation into a plan of action for the University. It consists of the following Plan components:

Prioritization Plan - PM All of the ideas that will emerge out of the Aesthetic & Environmental Vision Plan cannot be completed at one time and a clear understanding of the main priorities needs to be created. As opportunities arise the prioritization plan will help the decision-making process and, given limited budgets, which work should take priority. This section should divide all ideas into High, Medium and Low priorities.

Phasing Plan/Order of Operations Process/Schedule - PM The next layer to the prioritization process is a specific ideal phasing plan that groups ideas and projects together - sometimes consisting of a mix of high, medium and low priorities depending on circumstance. For example, in pursuit of a high priority project it may make economic sense to complete several low priority projects at the same time because of the nature of the work. This phasing plan will suggest ‘groups’ of work for maximum effect.

The Entrepreneurial Institution - Business Plan - BP There is considerable opportunity for the University of Windsor to become more entrepreneurial as a method of addressing the aesthetic and environmental transformation of the campus and to address significant deferred maintenance. A consultant should be retained to explore business opportunities associated with the new Campus Village and other University services.

New RFP Process - CON/ART As new projects get proposed at the University it is critical to have the right selection and decision-making process to ensure that the right consultants are selected for the job. This section will outline various RFP selection options using a collaborative, multidisciplinary approach.

The Contract Process - PM/CON Building on the RFP process this section will explain the ideal contract process for new work as well as project over-sight by the campus.

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Section Five - Budget Overlay PM/CON The report should contain a simple matrix that shows the list of Implementation projects, their potential priority designation, their phasing suggestion Plan and an approximate cost for the work, if possible to predict. The budget overlays should be seen as general financial guidance and not estimates as prices change through time and are site and work specific.

“Complexity is a dominant phenomenon in the relations which make up our present mode of existence. Dominant in the sense that we as humans have to understand the world we live in and, in an effort to maintain our balanced state, we categorize some phenomena as complex.”

– Lissack, M. (1996). “Chaos and complexity: Knowledge management?” Green Corridor | Action Plan Report

P.27 University of Windsor | Transformation

Development of ne of the issues identified for implementation of the AEVP is Oimproving the process of identifying, defining and funding the Aesthetic & projects. To do that we propose the following immediate steps: Environmental Ensure that all project descriptions and budgets incorporate the Vision Plan Principles of the AEVP Consider incorporating an Architect as well as a campus and aesthetic/ environmental advocate into the Project Development Phase. These positions could be the project consultants or staff members such as a designated Campus Planner, Landscape Architect, the Sustainability Manager or the Artist.

Link and co-ordinate projects to leverage resources Consider a technical review committee to meet once during the early phases of the project to consider creative financing or co-operation with other projects, to brainstorm phasing and efficiencies, and to identify other opportunities.

Create a clear policy and process for developing non-departmental, campus projects (such as the AEVP) Consider a Campus Planning Department that has its own budget and can define its own projects, as well as seek development funds. This department should house the Sustainability Manager as well. Green Corridor | Action Plan Report

Implementing the nsure that the Principles of the AEVP are implemented through Ethe Design and Design Review Process for both Departmental and Design Review Campus projects. Process Consultant Selection/RFP Incorporate the AEVP Principles into the RFP for all projects. Ask proposers to consider and provide an approach to incorporating the principles in each project. Include and advocate for the AEVP in the selection process. Define the decision-making process as part of the criteria for selection.

Design Development Review Include an advocate for the Campus and the AEVP on the Project Team, not only on a technical review. Create a multidisciplinary team as appropriate for each project, Departmental or Campus-Core Program or Amenity.

Define a Framework for Decision Making Some committees and processes may be collaborative and consensus based and others may be leader or core committee decided with some input. Clarify which framework will be used to empower input and open discussion of issues and opportunities.

Provide Follow-Up During Construction Include an advocate for the AEVP principles in periodic construction meetings to consider important trade-offs in the Triple Bottom Line during construction. Relying on strictly economic decisions during construction may be very shortsighted and may limit other creative solutions.

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Green Corridor | Action Plan Report

evelopment of an actual list of projects and their prioritization Critical Dwill occur in the next phase of the work. Based upon our initial analysis and discussions with important stakeholders, it is apparent Project that there are some key projects that need to be explored immediately, Action List as well as several projects that could begin in the short term so that a whole year is not lost. Projects below are listed as either critical ideas to explore in the next phase or projects to potentially begin immediately.

1. Development of the Urban Village along Sunset Avenue Key Project The campus is lacking a strong village centre typically found in Concepts most successful higher education institutions. This type of village provides important student services, a sense of campus life, and to Explore opportunities for the University to serve as a developer and to harness new income streams.

2. Create Gateways/Entranceways The campus is in need of strong identifiers at the Patricia and Wyandotte intersection and Huron Church and Wyandotte intersection.

3. Development of Campus Spine The campus has a remarkable opportunity to create a beautiful inward-focused spine along the Patricia corridor with the right landscape plan including historical gardens.

4. Transformative Landscape and Architectural Guidelines The creation of BMPs and guidelines for architecture and landscape.

5. Creation of a Campus Sustainability Manager This individual will be responsible for ongoing environmental stewardship at the campus.

6. Baselining and Metrics Project The University of Windsor must get serious about understanding its environmental footprint and setting standards with year-to- year goals for improvement.

7. Campus Aesthetics Curation Create a process to allocate, commission, acquire and, if necessary, relocate art on campus. Provide for integrated art, architecture and landscape projects.

8. Initiation of the Creative Community Principle Engage the creative community in all current campus development projects.

P.31 University of Windsor | Transformation

Green Façade Project Critical Create an immediate public signature by developing a green living Project skyline. Installation of green facades systems for Macdonald Hall and Laurier Hall have been completed. A pervasive image change can be Action List positioned by fully completing green façades on appropriate campus buildings, specifically Lambton Tower, Vanier Hall and the Odette Building. Immediate Art Integration with Projects Underway Projects Integrate artist projects into the medical building, the new engineering building and the new parking area.

Green Roof and Plaza Add a green roof to the CAW student centre and an Outdoor Green Plaza using best available practices.

Campus Composting Project Immediately start a campus composting program to engage students and divert waste.

Small Environmental Victories

• Eliminate the use of salt on campus grounds during the winter.

• Discontinue use of plastic bags and adopt the use of canvas bags with new campus marketing for on-campus merchants.

• Use of sweat-shop free garment makers for University of Windsor apparel.

• Use of 100 percent post-consumer recycled content paper as the standard campus wide.

• Initiate a winter shuttle for cross campus travel.

• Facilitate the addition of a Windsor Transit bus stop on campus.

• Initiate a bicycle-sharing system for all of campus.

• Invest in Carbon Offsets for all University and faculty travel.

• Install a high-profile renewable energy demonstration project on campus.

• Offer a high quality organic menu in campus food services.

• Implement 1 percent student fees for environmental campus improvements. Green Corridor | Action Plan Report Jody Pinto, Amphitheater, Pasadena City College, California Amphitheater, Jody Pinto,

Creative lace making illuminates identity. The University of Windsor Pis engaged in change. Following is a preliminary template Community to harmonize and consider the spectrum of creativity within the Propositions community that would advance actions toward real outcomes. With consideration, the propositions of engagement provide a tool set to for Engagement critically examine opportunities as they arise. With branding strategy commitments in place the community will require advancing, magnifying and endorsing themselves. The development of the AEVP over the next months will include probing the perimeter of complexity arising from an emerging synergy of efforts. As part of the Preliminary Findings Report the propositions of engagement offer an opportunistic path to fulfill the values inherent to the branding strategy while informing the Critical Project Action List (p.31).

P.33 University of Windsor | Transformation

“Spaces” Mainstream perception of public space at the University of Windsor is evolving. Public space issues are gaining importance and will continue Transformed Into to do so as environmental issues become more critical. “Places” The Aesthetic & Environmental Vision Plan will take advantage of this development by transforming utilitarian public spaces into environmentally responsible, sustainable and enjoyable places that engage people to learn, participate and be creative.

Utilizing the notion of ”place making”: transforming the U.S.-Canada gateway from a place you cannot wait to get through into one you never want to leave. Place making is a dynamic function – an act of liberation, of staking claim, and of beautification; it is true human empowerment.

Focus public space development around “places” as opposed to disciplines. Use multidisciplinary strategies developed to integrate the community. The Stream Garden, Jardins de Métis Quebec Jardins Garden, The Stream Green Corridor | Action Plan Report

The University Of Designate 10 or more projects or activities that reflect ”Transformation.” Define the aesthetic and environmental Windsor ‘A Great context that connects the projects. Destination’ Define 10 or more opportunities for partnership, sponsorship, and curriculum against each project.

Triangulate, or layer, project engagement to create synergy among multiple points of interest and diverse values.

Activate space with interactive programming to encourage public engagement.

Create projects that control sight lines both “within and without” the campus.

Answer the question: “What impact on public perception will the project have?”

Limit car dominance.

Create A Public Health

Convergence Of Environment Community Goals Sustainable Agriculture

Transportation

Historic Preservation

Livability

Smart Growth

Local Economy

Civic Engagement

Design Significance

P.35 University of Windsor | Transformation

Place/Community Empowers the community

Driven Approach Engages entrepreneurial opportunities

Attracts partners, funding and creative solutions

Local professionals become resources

Design support uses

Solutions are flexible

Engagement and commitment grow

Defining A Sociability

Great Place Uses and Activities

Access and Linkage: close to amenities, easy to get to, connected to other destinations

Comfort and Image: safety, style, personality, character

Benefits Of A Fosters interaction

Great Place Builds local economies

Draws a diverse population

Activities: Cultural, creative exhibitions, performances, festivals

Increase Exhibits Science exhibits and environmental fairs

Marketplaces: organic foods, botany shows, yard sales, auctions Green Corridor | Action Plan Report Claude Cormier, Pergola, Le Havre, France Le Havre, Pergola, Claude Cormier,

Comfort & Image Sociability – amenities designed to feel more comfortable and special

Safety – minimize dangerous conditions, such as automobile hazards and health risks.

Access – provide a campus friendly to the disabled

Design – different styles of surroundings appeal to different types of people and uses

Requirements A Vision plan

For Turning The A strong organized team University Of A campaign Windsor Into A Destination

P.37 University of Windsor | Transformation

Problem: When you define the campus around cars, you get more cars.

The Automobile Educate towards a rebellion of overdependence on the automobile.

The border is a major thoroughfare. Focus on developing new dual- purpose functions for the traffic corridor.

Traffic engineering must take the University campus into account.

Research how space can be optimized for heavy traffic to minimize negative effect.

The University of Windsor community should be able to use Huron Church Road comfortably.

Aim to build the community around happiness, health and well-being, not around cars. , MIT, Boston Sense able , MIT, Green Corridor | Action Plan Report

Study Successful How pedestrians negotiate the sidewalks and roadways.

Places on Campus Sight lines and noise barriers.

Functionality of local amenities; for example, public wastebaskets, newspaper boxes.

Walking pace versus driving speed considerations regarding visual displays, architectural sightlines and signage.

Placement of activities and amenities.

To seed a place with activity, make food readily available.

It takes many disciplines and skills to create a great place – people who are trapped in their professions without collaborating with other professions are the ones who have the most trouble being creative.

Amenities that make a place comfortable are critical.

Adding chairs and tables to areas to encourage people to congregate.

Each place has its own design identity.

It takes a place to create a community and a community to create a place. Vito Acconci, ‘Roof Like A Liquid Flung Over the Plaza’, Memphis TN A Acconci, ‘Roof Like Vito

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Green Corridor | Action Plan Report

Appendix

a.2 Appendix One

A. 2 Reference Bibliography A. 4 Appendix Two

A. 4 Interview Bibliography A. 5 Authors’ Biographies

P.A1 University of Windsor | Transformation

Appendix One - Reference Bibliography

Publication / Person Subject Author Agency Publisher / Web Address / Contact Date Reference

Green Corridor Vision Green Corridor www.greencorridor.ca 2007 Statement and Project Outline

Huron Church Road; Design Brook Mcllroy City of Windsor 2006 Urban Design Master Master Plan Planning & Plan and Development Urban Design Guidelines

University of Windsor Campus Du Toit Allsop University of Windsor 1996 Campus Master Plan Hillier Development Plan

Alternative Campus McGill University www.mcgill.ca/rethink/initiatives/ September Transportation Transit Plan transport 26, 2006

Brock University Campus Urban www.brocku.ca/campusplan/ February Campus Plan Master Plan Strategies Inc. 2003

Campus Master Campus John Wang www.bcit.ca/files/planning/pdf/ January executive_ Plan: Update on Master Plan executive_summary-bog_feb_06.pdf 25, 2006 summary- Consultation Results bog_feb_06. on Planning Principles pdf

Carleton University Campus Du Toit Allsop www.carleton.ca/campusplan/ January Campus Master Plan Master Plan Hillier documents.html 29, 2004

City of Windsor Environmental DPRA Canada http://windsoremp.dpra.ca July Environmental Master Master 25, 2006 Plan Plan

City of Waterloo City of Waterloo www.waterloo.ca/Portals/57ad7180- May ESPX.pdf Environmental Environmental c5e7-49f5-b282-c6475cdb7ee7/ 2002 Strategic Strategic Plan LIBRARY_Policies/ESPX.pdf Plan

City of Victoria – Green Environmental City of Victoria www.victoria.ca/cityhall/ Initiatives Strategic departments_plnsrv_green_inttvs. Ongoing Plan shtml

Claude Cormier Landscape Internal www.claudecormier.com 2005 Architectes Paysagistes Architecture Inc.

Clean, Green and Sustainability Environmental www.toronto.ca/council/etfepfin. February etfepfin.pdf Healthy: A Plan For Plan Task Force pdf 2000 An Environmentally Sustainable Toronto

David Suzuki David Suzuki www.davidsuzuki.org/Climate_ 2007 Sustainability Foundation: Climate Foundation Change/Solutions/Green_Leaders. Solutions Change: Green Leaders asp

Defensible Space Oscar Newman www.huduser.org/publications/ May def.pdf Public Space pdf/def.pdf 30, 2003

GVRD – Regional Sustainability Greater Development – Livable Plan Vancouver www.gvrd.bc.ca/growth/lrsp.htm 1999 Region Strategic Plan Regional District Green Corridor | Action Plan Report

Reference Bibliography

Publication / Person Subject Author Agency Publisher / Web Address / Contact Date Reference

Kitchener Strategic Environmental City of Kitchener www.kitchener.ca/environment_ 1991 Plan for the Strategic Plan survey.htm Environment

Kingston Strategic Plan Environmental City of Kingston www.cityofkingston.ca/cityhall/ 2001 Environmental Strategic Plan strategic/environment/indepth.asp Section

Environmental Oakville Town of Oakville www.oakville.ca/bpo-esp.htm October Strategic Plan Environmental 25, 2005 Strategic Plan

Ontario Planning and Ontario www.search.e-laws.gov.on.ca/en/ 1994 Legislation Development Act Provincial isysquery/bbeddcd7-5441-460e-8745- Government db4b7b678f41/2/frame/?search=bro wseStatutes&context= Landscape Pomme de Parterre David Ross http://graphicstandards.org/pdp. 2007 Architecture htm

Campus Racking their brains to Karen Herland, http://cjournal.concordia. October Transit create a bike-friendlier Concordia ca/journalarchives/2005-06/ 27, 2005 campus Journal oct_27/005230.shtml

Royal Roads University Sustainability Royal Roads www.royalroads.ca/about-rru/ 2006 Sustainability Initiatives University governance/sustainability.htm Initiatives

RU The Future: Campus Kuwabara Payne www.ryerson.ca/ August Ryerson’s Master Plan Master Plan McKenna Blumberg about/masterplan 2006 Architects and Daoust Lestage Inc. in association, with Greenberg Consultants Inc. and IBI Group

Sustainability Youth Action http://youthactionmontreal.com/ 2007 The 1% Campaign Initiative Montreal 1-campaign

UBC Sustainability Sustainability University of Home Plan British Columbia www.sustain.ubc.ca 2006

University of British Sustainability University of www.universitytown.ubc.ca/ Ongoing Columbia: Initiatives British Columbia: sustainable.php Sustainable Initiatives Sustainability Office

University of Guelph Campus Du Toit Allsop www.pr.uoguelph.ca/pr/ October Campus Master Plan Master Plan Hillier campusmasterplan1.htm 30, 2002

University of Victoria Campus University of web.uvic.ca/vpfin/campusplan May Master Plan Master Plan Victoria 2003

William H. Whyte Public Spaces Project for Public www.pps.org/info/ 2006 Project for Public Spaces placemakingtools/placemakers/ Spaces wwhyte

P.A3 University of Windsor | Transformation

Appendix Two - Interview Bibliography

Publication / Person Subject Author Agency Publisher / Web Address / Contact Date Reference

Dan Castellan Project Engineer University of [email protected] June 14, Interview Windsor 519.253.3000 Ext. 2164 2007

Kevin Doyle Executive University of [email protected] July 5, Interview Director, Public Windsor 519.253.3000 Ext. 3240 2007 Affairs & Communications

Vice-President, Amanda Gellman University University of [email protected] July 5, Interview Advancement Windsor 519.253.3000 Ext. 2097 2007

Executive Dennis Hastings Director, Facility University of [email protected] June 14, Interview Services Windsor 519.253.3000 Ext. 2158 2007

Edward King President, University of [email protected] June 15, Interview Organization of Part-time Windsor 519.253.3000 Ext. 3237 2007 University Students

Assistant Veronika Mogyorody Provost– University of [email protected] July 19, Interview Academic, Windsor 519.253.3000 Ext. 2478 2006 & Architectural July 5, Advisor 2007

Garry Moore Grounds University of 519.253.3000 Ext. 3297 June 14 & Interview Supervisor Windsor 17, 2007

John Regier University of [email protected] July 17, Interview Manager of Housekeeping & Windsor 519.253.3000 Ext. 2165 2007 Grounds

Stephen Willetts VP University of [email protected] June 15, Interview Administration & Finance Windsor 519.253.3000 Ext. 2641 2007

Jim Yanchula Urban Design City of Windsor [email protected] June 15, Interview & Community, 519.255.6543 Ext. 6443 2007 Development Planning Department Green Corridor | Action Plan Report

Jason F. McLennan serves as the CEO of the Cascadia Green Authors’ Building Council, the Pacific Northwest’s leading organization Biographies in the field of green building and sustainable development. He is the author of the Living Building Challenge an international green building program and co-creator of Pharos, the most advanced building material rating system in North America. Jason is known as an international thought leader in the green architecture movement and has lectured on sustainability across the US and Canada. His work in the sustainable design field has been published or re- viewed in dozens of journals, magazines conference proceedings and books including Architecture, Architectural Record, Dwell, The Globe and Mail, The World and I, Ecostructure and Environ- mental Design and Construction Magazine. He is the author of three books; The Philosophy of Sustainable Design, The Dumb Ar- chitect’s Guide to Glazing Selection, and the Ecological Engineer. The Philosophy of Sustainable Design is currently used as a text- book in over 30 universities and is distributed widely throughout Europe and North America. He is a former Principal at BNIM Ar- chitects, one of the founders of the green design movement in the United States, where he worked on many of the leading high performance projects in the country including LEED Platinum, Gold and zero energy projects. Jason is also the founder and CEO of Ecotone Publishing, the only dedicated green building publisher in North America.

Andrew Spurlock (Spurlock Poirier Landscape Architects, San Diego) has more than 30 years of experience as a landscape architect with a strong background in community planning, master planning, campus planning and landscape architecture. His awards include being named a fellow by the American Society of Landscape Architects as well as receiving design awards from the National Society, the American Institute of Architects President’s Merit Award and the American Planning Association merit award. His extensive work with the University of California includes the Master Plan and design of the Academic Court at Jacobs School of Engineering; the Scripps Institution of Oceanography Neighbor- hood Master Plan; the North Campus Neighborhood Plan; Rady School of Management Plan and the School of Engineering’s Aca- demic Mall Master Plan. He developed the Science Hill Master Plan at the University of California, Santa Cruz and the Land- scape Master Plans for Los Angeles City College and California State University, San Marcos. Spurlock’s park projects include the 55-mile-long San Diego River Park, the Montevalle Community Park, Tijuana Estuary Interpretive Center and Petco Park, home of the San Diego Padres. Other projects include the J. Paul Getty Cen- ter Central Garden with artist Robert Irwin. In 2007 Spurlock re- ceived the Landscape Award for Santa Monica’s Virginia Avenue Park by the Los Angeles Business Council, the first LEED Silver park in the United States.

P.A5 University of Windsor | Transformation

Noel Harding is a Canadian artist and urban innovator recognized for his monumental scale public art projects and environmental sculptures. He is well known for ‘The Elevated Wetlands’ where vegetation lives in recycled plastic soil while cleaning pol- luted water. Harding brings extensive experience and creativity in the integration of design, art and nature. In general, his work is an engagement in public urban realities: planning, envisioning, and mapping. His planning experience includes Master Plan - Pub- lic Art, Ft. Lauderdale/Hollywood International Airport, Florida; Design Consultant, Master Site Plan, Waterfront Village, Thunder Bay and the Planning and Conceptual Design for Eau Claire Plaza Calgary. Harding is a member of the City of Toronto’s Art Com- mittee for Public Places, the Royal Canadian Academy of Art and the International Kunstler Gremium in Berlin. He has taught at the Ontario College of Art & Design, University of Guelph, and the International Masters Program at Dutch Art Institute in the Netherlands. Harding has exhibited and lectured extensively internationally and his work is in collections that include Windsor Art Gallery; Vancouver Art Gallery; National Gallery of Canada; Art Gallery of Ontario; Museum of Modern Art, New York; the City of Amsterdam; Hara Museum, Tokyo and Palais des Beaux- Arts, Brussels. Noel Harding is a Distinguished Visitor at the Uni- versity of Windsor.

Green Corridor initiated by Artists Noel Harding and Rod Strickland engages the communities of Windsor in the reimaging of the international boarder crossing linking Canada to the United States. The creation of this environmental gateway to Canada at Windsor, Ontario, harnesses the capacity of interdisciplinary and multi-institutional collaboration. Artists, engineers, environmen- talists, social scientists, politicians, city planners, educators, students, businesses and community residents, are engaged in the development of a series of community-based aesthetic and environmentally innovative creative projects. Each project employs scientific methods to implement changes that reflect the creative collaboration of community members and artists. Rod Strickland is a faculty member in the University of Windsor School of Vi- sual Arts. His sculpture and installation work explores nature and technology in a post-industrial landscape and has exhibited throughout North America. Publication Credits:

Production Noel Harding Studio Office of Public Affairs and Communications, University of Windsor Co-ordinator Rod Strickland Image Development and Research Justin Langlois Production Assistant Anne O’Callaghan Editing Fred McLennan Graphic Design Milan White Garnet University of Windsor | Transformation

AEVP Committee

Chair: Stephen Willetts – Vice-President, Administration and Finance

Members: Arthur Barbut – Policy Advisor, Office of the Vice-President, Administration and Finance Kevin Doyle – Executive Director, Public Affairs and Communications Amanda Gellman – Vice-President, University Advancement Neil Gold – Provost and Vice-President, Academic Noel Harding – Guest Artist to the University of Windsor Dennis Hastings – Executive Director, Facility Services Cecil Houston – Dean, Faculty of Arts and Social Sciences Gary Kalaci – Student Representative Veronika Mogyorody – Assistant Provost– Academic, Architectural Advisor Rod Strickland – Artist, Faculty, School of Visual Arts

For more information

Arthur Barbut Policy Advisor, Administration & Finance E-mail: [email protected] Phone: 519-253-3000, ext. 2642