Robert Provine, professor of psychology, was quoted in media across the globe recently regarding a new study on the evolution of laughter in apes.

Provine, an expert on and an international expert on the neuroscience of laughter, yawning and other contagious behaviors, has long studied the distinctive, panting laughter made by apes and other primates when they are tickled.

He was quoted in print and online media across the US and Europe regarding a new study led by Marina Davila Ross, a primatologist at the University of Portsmouth, UK. Davila Ross and her colleagues tickled juvenile apes and human babies, and recorded the sounds produced. The study concluded that the similar sound patterns due to ticklish laughing in humans and apes are likely based on a common ancestor that lived 10 to 16 million years ago.

"I think that it's about time we get out there, start tickling the dogs and the cats, and the pigs, the rats, as well as the chimpanzees," Provine said in a National Public Radio feature on the research. "I think we'll learn a lot about what we have in common, as well as our differences."

Provine’s thoughts on the study were featured in hundreds of media articles and broadcasts, including, NPR’s "All Things Considered,” the Associated Press, Nature, New Scientist, AAAS Science Now, The Guardian (UK) and Wired.

In an effort to help our members learn from campus sustainability leaders across the globe, AASHE is startingAASHE Bulletin: Global Edition, a semi-annual newsletter that will cover sustainability stories from higher education institutions locatedoutsideof the U.S. and Canada. This new publication will supplement our weeklyAASHE Bulletin, which focuses on campus sustainability in the US and Canada.

We are inviting press release and news article suggestions for inclusion in the first issue, which we hope to release this summer. Topics will include green buildings; climate and energy initiatives, new educational programs, waste reduction efforts, and more. To submit an item for consideration, email a hyperlink to the news story or press release that is posted online to bulletin@aashe.org with the subject line, "global edition." The deadline for submissions for the first issue is July 15, 2009.

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AASHE Bulletin: Global Edition Submission Guidelines**

• We will only include items that take place outside of the U.S. and or Canada. We cover stories from within U.S. and Canada in the regularAASHE Bulletin, which is produced weekly.
• Submitted items must be directly relevant to the campus sustainability community. We are unable to post general sustainability items.
• Submitted items must be in English.
• Press releases and news stories must have a 2009 publication date.
• Items may be submitted by members and non-members alike.
• We generally focus on news items that announce new efforts rather than coverage of ongoing initiatives. For instance, the receipt of LEED certification on a new building would fit, but a general article about a campus' green building efforts would not.
• AASHE Bulletin: Global Editionwill include news stories and press releases from the previous six months.
• Awards: Only those with a national or international scope will be included.
• New buildings: We will include either the completion/dedication of a green building OR the receipt of LEED certification/other formal green building award (but not both).
• Dorm competitions: We only include dorm v. dorm energy/water competitions once they have been completed.
• We cannot include stories on educational events that take place on and within a single institution.
• We cannot include stories on the participation of an individual campus in national or world-wide sustainability events that include multiple campuses (such as Earth Hour and Campus Sustainability Day). Instead, we generally post one story on the entire event. For an example, please see our coverage of Campus Sustainability Day. 

For ideas on the types of items we will include, please visit the AASHE Bulletin Archives.
 

Two impressive milestones occurred at the end of the 2008-2009 academic year – Arizona State University graduated its first class of students from the nation's first degree-granting sustainability school, and Prescott College graduated its first set of Ph.D.'s in Sustainability Education. It's so inspiring to see students graduate well equipped to help create the change needed to steer the world in the right direction – not that sustainability program graduates alone will be able to accomplish this. My hope is that graduates from programs that specialize in sustainability will then spread their knowledge to others, teaching their fellow professors how to integrate sustainability into their courses and leading a community and its individual members into a sustainable future.

These graduations certainly represent the beginning of a greater knowledge of sustainability principles and practices, and students will continue to graduate in the many sustainability-focused programs available. But where will we go next? If we tread carefully, we should be able to make sustainability a common theme in every course that students take. We need to teach students to always consider the externalities of their decisions and to plan for the future rather than for their day to day needs.

Sustainability program grads, sustainability professionals, and youth that will someday have a greater understanding of the principles of sustainability – we're looking to you to lead us to the day when we will all realize the consequences of our actions and will be willing to modify them for the prosperity of our successors.

-Andrea Webster,Publications and Education Coordinator
 

The topic of sustainability and of "greening" IT departments continues to become a more popular area of focus especially on college and university campuses. A recent AASHE Bulletin article highlighted the work The George Washington University (GWU) is doing to green it's IT infrastructure. I caught up with David Steinour, Interim Chief Information Officer at GWU to learn more about the work his office is doing. In David's current position he oversees the day-to-day IT operations for GWU with more than 25,000 users, three major campuses, over 120 buildings and two major data centers. Continue reading to learn more about the innovative work the IT department  at GWU is taking to reduce energy consumption and become more sustainable.

The George Washington University’s IT Department was recently in the news for several sustainability initiatives. Could you describe some of these for our readers?

The Information Systems and Services (ISS) department at The George Washington University maintains its position on the leading edge of higher education technology byimplementing sustainability initiatives that decrease energy use, save resources and improve customer service. Some of our initiatives include:

• Virtualization which is a technology that leverages hardware and software to allow multiple computer systems to run on a single server. The retirement of unused and outdated server equipment reduces energy use and improves customer service. Currently, ISS has virtualized approximately 38 percent of its total server environment, saving more than 700,000 kilowatt-hours, which translates to taking 60 cars off the road. With a goal of 80-percent virtualized to 20-percent non-virtualized servers, ISS plans to significantly reduce its energy use by the equivalent of more than 120 cars off the road.
•  ISS has also implemented Lifecycle Refresh and GWdocuments, both designed to lower energy costs and improve efficiency across the University. Lifecycle Refresh replaces older servers and data center systems with new energy-efficient servers. One new server can replace three to four old servers with no loss in performance, decreasing energy use by nearly 60 percent. GWdocuments reduces the need for physical space required by file cabinets and the use of printing to include paper and toner by consolidating electronic administrative documents into a central storage area, decreasing energy use while increasing the accessibility of all documents.
• Through various student, faculty and staff publications, as well as stated in GW’s computing policy, ISS also encourages the GW community to turn off and/or power down computing equipment when it is not in use. In addition, the department ensures that all equipment given to staff and faculty are already configured to minimize energy consumption.

What role do you believe information technology plays in campuses sustainability efforts?

GW students, staff and faculty share a rich history of promoting environmental consciousness, cleaner living and the best practices of sustainability. GW recognizes that information and communications products and technologies are a growing source of greenhouse gas emissions. ISS supports GW’s commitment to sustainability through the implementation of green initiatives, which are designed to decrease GW’s energy use, save valuable resources and improve customer services.

In what area(s) do you see the biggest room for growth in the campus information technology sustainability field?

Virtualization will provide the largest energy-efficiency impact. Virtualization allows less equipment to do more and eliminates the energy lost in the creation and maintenance of the University’s IT electrical and mechanical infrastructures. By implementing this technology, we can drastically reduce our energy footprint, while simultaneously lowering the cost of doing business.

How are you tracking your progress toward sustainability?

GW is just beginning the “tracking and measurement” journey. We initially started our IT energy efficiency initiatives to reduce costs and increase the speed in provisioning efforts. We are currently in the process of setting our electrical infrastructure to measure and monitor power usage from our data centers and from the server equipment itself. In the future, we plan to track the equipment we will purchase for a new data center—the ratio of Energy Star/EPEAT equipment vs. non-Energy Star/EPEAT equipment.

Is there a particular insight (learning experience or “ah-ha” moment) you have had working on campus IT programs?

Our “ah-ha” moment came after we first implemented virtualization. We initially adopted this technology to cut costs and increase our reaction times. However, we found that virtualization also significantly reduced our energy consumption and related costs. Out of our energy efficiency initiatives, the savings from virtualization was more than five times that of the next best initiative. As we continue to expand our sustainability tracking, I’m sure our “ah-ha” moments will continue.

Are steps being taken in procurement and purchasing decisions that affect sustainability and information technology at GWU?

As part of the American College and University Presidents Climate Commitment, GW has committed to adopting an energy-efficient appliance purchasing policy. The University is purchasing Energy Star-rated products whenever possible. With the onset of recent market advancements for computer equipment with an Energy Star rating, GW is committed to buying such. This applies to both GW’s data centers and computing labs. Additionally, GW is recommending students purchase personal computers that have an Energy Star rating.

We are currently in the process of opening a new data center on our Foggy Bottom campus. In the coming months we will be migrating to the new building and plan to be fully operational by the beginning of 2010. Due to the nature of what a data center is, they consume a large portion of the campus’ energy.

During the data center project, we identified several opportunities to make improvements, save energy and money, and extend the life of the data center. These areas include designing and building the data center with environmentally friendly systems and purchasing products that operate more efficiently and use less power, which will reduce energy costs by up to 40 percent. Additionally, we will be implementing more virtualized systems, which will reduce the number of physical servers by leveraging hardware and software to allow multiple systems to run on a single server.

When the new data center is fully operational, we plan to have 80-percent of systems virtualized. These energy saving purchases will save the University more than 1.4M kilowatt-hours, which translates to taking more than 120 cars off the road and over $1.7M over the next 5 years.

Has there been any work (such as a life cycle assessment) to assess the environmental impacts of the IT services at GWU?

We have not completely assessed the environmental impacts of the IT services at GW because we are just beginning to track the impact of our initiatives. We currently consider how we decommission equipment and utilize Lifecycle Refresh, a lifecycle replacement program for our hardware. However, we have not tracked what happens to the equipment after we turn it over to an e-cycling vendor. Additionally, the University sponsors a program for students, faculty and staff members to dispose of e-cycling materials (batteries, ink cartridges, computer monitors and computer parts, and cell phones) during move-out days at the end of the semester.

In what ways are students involved in your work?

The University has a created an Office of Sustainability that partners with students, faculty and staff to implement operational and academic sustainability initiatives, including leadership programs, building standards, energy efficiency, recycling, transportation and academic programs. Specifically within ISS, we inform the GW community about our green IT efforts and provide information about how they can make a difference. The 2009-2010 technology-related magazines that are distributed to students, faculty and staff will feature a spread about ‘Green Living and Computing,’ where we will debunk myths and provide energy consumption guidance as it is related to their technology equipment.

What advice would you give to others in your position who are just getting started?

Review all of the programs and perform some high-level comparisons regarding costs and benefits so that the appropriate resources can be applied to the larger efforts. Also, faculty, student and staff involvement is key. Some projects may not require significant IT resources to perform an IT-related initiative, for example, video conference rooms. Video conferencing is an important element of the sustainability initiative because they reduce the amount of travel needed to conduct face-to-face meetings and classes. Don’t let the initial investment to bring a room online deter you from implementing this tool because these rooms will continually reduce GHG emissions and the ongoing support is more administrative than IT-related.

What are you most looking forward to in 2009?

In 2009, the GW Office of Sustainability will be coordinating a series of discussions on our Climate Action Plan. We in ISS and others across campus will be working together to determine how and when GW can become carbon neutral. This will provide GW with a broader perspective on the impact from ISS and how it compares to the impact of other parts of campus life, such as buildings and commuting. We are looking forward to creating solutions that work for everyone in the GW community.

For those interested in campus climate action planning, many have by now likely visited AASHE's first foray into wikis with our Climate Planning for Campuses: A How to Guide.

However, there are also over a dozen (perhaps significantly more) campuses that have experimented with using wikis to engage a wider audience and develop collaborative websites.

Probably the most well know wiki is the collaborative encyclopedia Wikipedia . The ability to have multiple users collaboratively write a document and add new content that can constantly be changed and updated is what first drew AASHE to use a wiki for our Climate Planning Guide. Indeed, it is our hope that this "living" document will continue to become a richer source of information as folks in the community contribute to it.

To see some other campus sustainability wiki's visit our related Campus Sustainability Wiki's page.

If you are interested in starting a wiki book on a topic related to campus sustainability, please contact me (niles@aashe.org). 

UMBC President Freeman A. Hrabowski, III, takes your questions.

Q. How does UMBC prepare students for the real world? What is UMBC doing to instill a work ethic in students?

— Monique Jones Cephas ’92, information systems management

Q. I’m curious to know what UMBC is doing for its students and alumni in helping them to bridge the “backpack to briefcase” gap between the academic world and the professional world? How is UMBC helping students to prepare for professional careers even while they are still students? And, is it enough? What more can be done?

— Tom Briggs ’05, psychology

A. I think the most important strategy we’ve been using for years is getting students involved in internships. Students who have the opportunity to work in companies, in national agencies, and in schools get a sense of what’s important in the workplace. They also learn how to deal with other people. They come to understand that getting an “A” is not enough. You have to be able to collaborate.

And most important, they have the opportunity to see the relationship between expectations in the workplace and the work they’re doing in the classroom – whether it’s in computing or in the broad liberal arts. Students who work as interns or in part-time jobs are far more realistic about what’s possible after college – and far more proactive in seeking interviews for possible jobs. What’s really exciting is that a large number of our students who work as interns are offered full time work even before they graduate.

As far as preparing students, we have the Shriver Center – which encourages students to take advantage of resources on campus for developing a resume, knowing what jobs are available, and for discussing with advisors what kinds of positions one might apply for. And we have the Office of Career Services, which works with people in obtaining both full-time and part-time opportunities. Both offices are very important. They are involved in building partnerships. They can be very helpful to students – and to alumni, who in many cases are coming back for career days and other services.

The Social Security Administration was on campus on April 29. That agency is hiring 5,000 people in the next five months. Twenty percent of the jobs will be on Security Boulevard. It’s an exciting prospect.

Q. What are your feelings on the Obama administration’s initiatives related to science and how do you think they will impact the ongoing programs and initiatives at UMBC and the current graduating class?

— Camelia Owens ’99, chemical engineering

A. I’m fortunate now to be chairing the National Academies of Science Committee on Underrepresented Groups and the Expansion of the Science and Engineering Workforce Pipeline. So I get a chance to see the official papers of this administration, and to listen to the different national agencies talk about particular initiatives designed to broaden participation in science and engineering. I also had the privilege of reading President Obama’s April 29 speech on investment in science fairly early.

What’s very clear is that the president and his advisors agree that we will need to do much more to encourage students to excel in sciences. We need to strengthen math and science teaching at the K-12 level. We need to get more people to think about becoming math and science teachers. And we need to strengthen teaching and learning at the college level to ensure that students remain in science. Our Chemistry Discovery Center, which is funded by the National Science Foundation and the UMBC Annual Fund, is designed exactly for that purpose.

UMBC is uniquely positioned in our country right now to contribute in two broad ways. We produce the highest percentage of students in science and engineering in the University System of Maryland – and the highest of any school, private or public, in the state with the exception of the U.S. Naval Academy. Forty-five percent of our bachelor’s degrees are awarded in science and engineering.

At the same time, UMBC is producing hundreds of liberally-educated students across disciplines. Our society will need both to ensure that America’s future is bright.

According to Google Maps, it takes a little over three hours to get from Catonsville to Morgantown, West Virginia. For James P. Clements ’85, computer science, and ’91 M.S. and ’93 Ph.D., operations analysis, the journey has taken a little bit longer than that – about 27 years, in fact.

But the destination has been worth the drive, which also took detours through The Johns Hopkins University (where he took an M.S. in computer science in 1988) and Towson University, where he has served as provost and vice president for academic affairs for the past two years. On June 30, Clements will arrive in Morgantown to become West Virginia University’s 23rd president.

It’s not hard to see why West Virginia University tapped Clements, whose career as a scholar and researcher took wing quickly after he received his Ph.D. from UMBC in 1993. He was tenured at Towson University only two years after receiving his doctorate.

His ascent in academic leadership has been even more dizzying – including stints as vice president of Towson’s Economic and Community Outreach division, as provost, and a key role in devising and monitoring that university’s 2010 Strategic Plan.

Clements says that the first strides of his time on the fast track began at UMBC. Like many students of his era, he chose UMBC for factors of proximity and cost – and found an unexpectedly rich academic experience in Catonsville.

Clements says that he realized the quality of the education he got when he went out into the workforce. “When I came out, and went to work for industry – I worked for a company called General Physics, which is run by Robert W. Deutsch, who has been very generous to UMBC – I felt so prepared. I was working with people who’d been at some of the top institutions in the country, and I felt that I had an equal level of education to anyone in that building.”

A job in industry after his graduation in 1985 did not sidetrack Clements from his dream of becoming a professor, however. “I started right away on graduate school,” he says. “I didn’t take a semester off.” But he did so at nights and on weekends – at one point even cutting a deal with his employer for reduced hours to obtain his Ph.D. at UMBC.

In a happy coincidence, Clements received his Ph.D. from UMBC on the same day – and in the same ceremony – that his brother Joseph H. Clements Jr. ’85 computer science and M.S and Ph.D., mathematics, received his doctorate. “We were side-by-side on the stage,” he recalls. “It was one of my mother and father’s happiest days.”

When Clements did finally end up in academia as a professor at Towson University, he says that he found it to be “probably the best job in the world. I love to teach. I love writing papers. I love doing research. I love working with the students.”

Yet he soon acquired the itch to try his hand at administration. Clements discovered that he had a knack for the coordination and fundraising that goes along with academic leadership – and also that he liked it. And those talents led him all the way to Morgantown.

The challenges of being president of any flagship state university are immense. They’ve been made even more difficult at West Virginia because of a scandal involving the improper awarding of a degree that rocked the university and forced the resignation of its president, Michael S. Garrison, last year.

Clements acknowledges those unique challenges. He credits West Virginia University’s interim president, C. Peter Magrath, for calming the waters before his arrival. “That has really given me an opportunity to come in and say, as I did when I interviewed on the campus: ‘WVU has been around since 1867. It has a great history. It’s going to have a great future. We just have to get past where we’ve been stuck right now and think about who we want to be in 10 and 20 years down the road.’”

Looking back at UMBC from across more than two decades (and across town from his perch at Towson University), Clements feels a lot of pride and appreciation at the growth of his alma mater.

“Let me put it this way: Every time I see [UMBC’s president Freeman A. Hrabowski, III], I thank him for raising the value of my degree,” Clements says with a laugh. “It’s true. Freeman is so dynamic and so charismatic. And it’s not just him. The institution has great faculty members. Great administrators. It has just continued to climb up and up and up. And for me, even though I work at Towson, I love UMBC. It’s been great watching it skyrocket into one of the hottest universities in the country.”

— Richard Byrne ’86