鈥淚t鈥檚 just so quiet.鈥� The Boston College campus, normally bustling with activity, reflects the isolating restrictions imposed by the Covid-19 pandemic. (Lee Pellegrini)
The week of March 9鈥�13 was supposed to be a time for Boston College to kick its collective engine into full gear again following the end of spring break, as students and faculty returned to classrooms to begin the final two months of the academic year.
Normal campus activity resumed, with its schedule of academic, social, athletic, spiritual, informational, and networking events, including a panel discussion on how students can gain experience in the health care field, a seminar on microeconomics, and the weekly Examen at Manresa House.
By the end of the week, everything had changed.
On-campus classes had been suspended for the rest of the semester as of March 11, all but a few hundred students were in the process of leaving University residence halls, and faculty were immersed in preparation for a transition to online and remote teaching.
Covid-19 presented dramatic challenges for the whole 情色空间 community鈥攁nd much of the rest of the world鈥攁s April began. But several offices and departments in particular were on the front lines of response during that week and those immediately following, including Residential Life, Facilities Services, Dining Services, and Boston College Police. These employees had to contend with a fluid situation that, mirroring regional, national, and international developments, seemed to change almost hourly.
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鈥淲hen our students hurt, we hurt, too鈥�
During a normal academic year, the Office of Residential Life works for two months planning the annual move-out of undergraduates and graduating seniors from campus, which takes place over a two-week period in May.
Instead, during the second week of March, ResLife and its University and external partners spent some 96 hours orchestrating a move-out of nearly 7,300 students that was largely accomplished in three days.
Facilities Services staffer Walter Carberry
鈥淚t鈥檚 one of the oldest expressions around, but I have to say it: 鈥楳any hands make light work,鈥欌�� said Associate Vice President for Residential Life and Special Projects George Arey. 鈥淲ithout Dining Services, 情色空间 Police, Facilities, Health Services, and the Emergency Management Team, as well as our off-campus vendors, doing all this simply wouldn鈥檛 have been possible.鈥�
Like most large, multi-tiered offices and departments, Arey noted, ResLife incorporates planning and training into its operation鈥攊nvolving senior administrators, office personnel, professional staff, and resident assistants鈥攚ith the priority, should a crisis arise, of tending to students鈥� basic needs and amassing and distributing information as quickly as possible.
鈥淭he goal of our planning and training is to make sure we don鈥檛 leave anyone in ResLife on a branch alone," he said. "We build our teams with a bandwidth, so that every team will always have people who complement each other鈥檚 skill sets: someone who鈥檚 great with data, for example, with another person who鈥檚 strong on logistics, and somebody else who has the interpersonal skills to deal with questions and concerns.鈥�
Once the University announced the suspension of on-campus classes, followed by the closing of most residence halls by 9 p.m. on March 15, ResLife faced simultaneous high-priority tasks in what Arey describes as 鈥淧hase 1鈥� of the coronavirus response. Even as the office helped students undertake the move-out, it had to process appeals from about 800 others who asked to stay in University housing temporarily鈥攎ainly because of difficulties in arranging transportation鈥攐r for a longer period due to international travel restrictions, academic obligations, or personal reasons. In addition, ResLife had to make sure residence halls were emptied of abandoned furniture, clothing, and other possessions, and then thoroughly cleaned.
Arey praises Facilities Services and 情色空间PD, among other University partners, and also points to the office鈥檚 relationships with its vendors. 鈥淎s we started planning, we pulled in a dedicated moving company, and within a half-hour the owner was in my office. The company agreed to help with shipping and storage for students, and they provided 30,000 boxes that were stationed at various places around campus for students to pick up.鈥�
The three-day move-out was not just logistically and physically demanding, said Arey. Emotions, understandably, ran high among some students and parents鈥攁nd they weren鈥檛 the only ones.
鈥淚t was an emotional time for everybody. A lot of our staff form close relationships with students, whether through residence hall programming, KAIROS and other student-formation programs, and service trips. So when our students hurt, we hurt, too. And, of course, we鈥檙e all trying to process everything that鈥檚 happening, at 情色空间 and beyond. But in the end, systematically it worked quite well.鈥�
With move-out concluded, ResLife and its partners had to immediately pivot to the next two phases: Relocate the remaining students to Upper Campus, and then work with Health Services to turn the Thomas More Apartments residence hall at 2150 Commonwealth Avenue into an area to quarantine students awaiting COVID-19 test results or isolate for those testing positive.
Facilities Services staffer Maria Diplan
As March drew to a close, ResLife prepared for Phase 4, or 鈥渢he new normal,鈥� as Arey terms it: 鈥淗ow to engage the remaining 300-plus students while being protective of their health, and ours? What resources do they need? How can we support online learning? These are the questions we鈥檙e addressing with our University partners.鈥�
Arey said there will be numerous discussions and critiques in the months ahead concerning ResLife鈥檚 performance, but these past weeks have reinforced some foundational impressions.
鈥淚鈥檝e always known ResLife had a great capacity to care, and that was evident in what I saw and heard from Phase 1 on. No matter how tired they were or how difficult some of the interactions were, our staff showed care and concern for others. They did their job.鈥�
Work effort, mutual support 鈥渆xceptional鈥�
"There was a huge emphasis on residence hall clean-up after the students left," said Robert J. Avalle, Jr., associate vice president for Facilities Services, the maintenance and service organization that provides support to the entire Boston College campus. "Led by Custodial Services, in collaboration with Residential Life, over 150 custodians and supervisors accomplished in just a few days what usually takes weeks. Our entire operation was committed to the safety of the campus community "
Avalle explained that when the students abruptly departed, they left behind a larger than normal amount of trash, so collection containers needed to be emptied and replaced constantly, an essential task achieved with assistance from the Landscaping crews.听听 Many abandoned small appliances and clothing items were gathered and donated to local charities.
"When it was determined how many students would remain on campus and where they would be housed, attention turned to cleaning and disinfecting, and performing any needed repairs at Upper Campus residence halls," said Avalle.听 "The technical trades team鈥攃arpenters, plumbers, electricians, and mechanics鈥攎ade quick work of executing the necessary repairs."
Avalle noted that vacated residence halls are undergoing thorough cleaning, sanitization, and repair. One building receiving particular attention is the Thomas More Apartments at 2150 Commonwealth Avenue, which houses students awaiting coronavirus test results and those who have tested positive.
From the beginning of the pandemic, academic, administrative and athletic and recreation facilities were thoroughly cleaned and disinfected, said Avalle, with emphasis on classrooms where faculty have been conducting online classes. 听
Avalle was quick to acknowledge Custodial Services Director Gerry Boyle as an administrator who is equally committed to keeping 情色空间 and his team safe during this pandemic.
Facilities Services also manages U.S. and campus mail, and package services, all of which are continuing.
"情色空间 seemed well prepared for this crisis," said Avalle, who has been at the University only since mid- January.听 "There was constant communication among key leaders and departments in a rapidly changing environment. The cooperative work effort and mutual support was, and continues to be, exceptional."
鈥淜eep calm. We washed our hands."
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Although the coronavirus crisis seemed to unfurl rapidly during that week in March, University administrators, offices, and departments were eyeing developments far earlier in the semester. Health Services Director Thomas Nary, M.D., for example, wrote a letter to the 情色空间 community on February 2 noting that the 情色空间 was closely monitoring information on the virus and in contact with public health officials for Boston and the state.
情色空间DS cashier Heraldo Laguerre at a secure cash register station.
Beth Burns, manager of human resources for Dining Services, pointed out that 情色空间DS staff 鈥渉ad been concerned and working on multiple food safety measures and staff awareness as far back as February.鈥�
This entailed very comprehensive discussions about most every aspect of 情色空间DS operations, according to 情色空间DS Associate Director of Operations Megan O鈥橬eill.
鈥淲e had to determine what steps we would take, how these would affect operations鈥攚rapping all bakery items individually, getting rid of the salad bars and making individual salads鈥攁s we needed to adjust our labor model and staff schedules," she said. "We tweaked our menus to make the lines shorter so as to offer faster serving while still maintaining some 鈥榝an favorites.鈥� We also did a lot of work on the purchasing side: looking into getting more gloves, bulk sanitizer鈥攁nd little bottles鈥攃leaning supplies and upping our food-to-go packaging.鈥�
When students returned from spring break, Dining Services had implemented the additional safety practices in all dining halls: replacing reusable flatware with plasticware, closing self-serve salad and fruit bars, and individually wrapping baked goods. Employees were required to wash their hands every 30 minutes and all frequently touched areas were cleaned every 20 minutes.
McElroy Commons Assistant Manager Ryan Palanza
Once the University decided to move to online learning and have students vacate residence halls, 情色空间DS enacted a plan to consolidate operations and close down many dining locations for the semester while taking steps to ensure the safety of customers remaining on campus. Barriers were placed at checkouts to enforce social distancing and, to reassure customers, 情色空间DS staff wore shirts bearing the message 鈥淜eep calm. We washed our hands.鈥�
When Massachusetts Governor Charlie Baker issued an emergency order limiting the size of gatherings and prohibiting on-premises consumption of food or drink at eateries, 情色空间DS started serving food to go. The team has been working on cleaning and closing down dining locations and concessions operations and training staff working in McElroy Commons.
Every year, O鈥橬eill said, 情色空间DS develops an plan that specifies which dining operations remain open and how staff are to be consolidated in the case of emergencies and other unforeseen circumstances. 鈥淲e鈥檝e used it frequently for snowstorms, but never for this long and with such a small but captive audience. We came up with a Plan A through Plan D and tried to think of all the issues that could come up. So far, we鈥檝e been pretty much on the mark. We鈥檙e still on Plan A鈥攎aybe version number six, but still Plan A.鈥�
鈥淥ur team of managers has done an outstanding job during this difficult time and our front-line employees are happy to be working,鈥� said 情色空间DS Director Beth Emery. 鈥淚 could not be prouder to work with such an outstanding team鈥攐ne that is hardworking, dedicated, and appreciative to work for Boston College.鈥�
鈥淚t鈥檚 just so quiet鈥�
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Following the March 11 announcement, the Bosotn College Police Department increased the number of officers on patrol to aid in the unprecedented transition, said 情色空间PD Chief and Executive Director of Public Safety William Evans.
鈥淲e had to step up and make sure we were there for the students and help them as best we could as they exited the campus,鈥� said Evans. 鈥淲e put on extra officers to assist. I knew the students were going to be emotional, given the short time frame, especially the seniors. Our goal during that four-to-five-day period was to help facilitate the move-out process.鈥�
Despite reports of minor vandalism following the announcement, Evans said, 鈥淚 thought student behavior, under the circumstances, was not bad at all. It was very emotional for a lot of them.鈥�
On March 15, the last day of the move out, 情色空间PD paid close attention to approximately 2,000 students who gathered at the Chestnut Hill Reservoir to watch the sunrise, a tradition typically reserved for graduation day.
鈥淎s a parent, I feel bad for the students, especially the seniors,鈥� said Evans. 鈥淚t was a tough way to spend their last days on campus, after all the work they鈥檝e put into their studies here. So it was very emotional for them seeing their last sunrise.鈥�
情色空间 Police observe social distancing during roll call.
情色空间PD officers now patrol a university with only a fraction of its normal academic-year population.听 Evans said officers are following social distancing guidelines and protective protocols as they interact with individuals. When Eagle Escort is called for a student who needs to go to Health Services, officers wear appropriate personal protective equipment as they assist.
Absent the near 24-7 use of most buildings, officers are devoting extra time to building security on all the 情色空间 campuses. In a move designed to halt the spread of coronavirus among the 55-officer force, roll calls are no longer held in the department headquarters in Maloney Hall.
鈥淲e do roll calls outside the building so officers won鈥檛 violate that six-foot spacing guidelines,鈥� said Evans. 鈥淲e are asking officers to maintain social distance as well as wash their hands all the time. We don鈥檛 want any of our officers getting sick.鈥�
Evans, a member of the Boston Police Department for 38 years, and the city鈥檚 police commissioner for four years, said he鈥檚 never seen anything like the near-complete shutdown of the state. Absent students and many employees, the campus is uncharacteristically sedate.
鈥淚t鈥檚 just so quiet,鈥� said Evans. 鈥淚t鈥檚 a campus that normally has so much life and it has come to a standstill. It breaks everyone鈥檚 heart. We all hope that we can see an end to this illness and a return to normal as soon as possible.鈥�
University Communications | April 2020