2-18-2022

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COVID-19 CHANGES, 2

EDITORIAL, 4

LIFESTYLE, 5

Boston University reavaluates COVID-19 testing and visitor policy

Read how the Super Bowl halftime show was the talk of the night.

How do we balance everything that we do? An empty calendar.

CE LE B RATIN G

FRIDAY, FEB. 18, 2022

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SPORTS, 6 BU men’s and women’s basketball enters the last stretch of the season.

J O U R NA LI S M

THE INDEPENDENT STUDENT NEWSPAPER AT BOSTON UNIVERSITY

YEAR LII. VOLUME A. ISSUE IIII

BU ends 2021 fiscal year on high note, but employees still struck by cost-cutting measures Seamus Webster Contributing Writer Despite a projected budget shortfall of $264 million for 2021, stemming from uncertain student attendance in light of the COVID-19 pandemic, Boston University finished the fiscal year with sound financial standing. President Brown gave an overview of the steps the University would be taking to reduce budget expenses in a letter sent out to faculty dated June 29, 2020. These included freezing salary increases for faculty and staff and contributions to the University’s retirement program, as well as furloughing and laying off 250 faculty and staff members. “These actions and other savings amount to a decrease of $168 million in expenses in the FY2021 University budget and cover approximately 68 percent of the shortfall,” Brown wrote. However, according to a letter penned by Garry Nicksa, BU’s treasurer and chief financial officer, in the 2021 fiscal report, total assets grew to $8.3 billion that year due to “outstanding returns” on the University’s endowment investments. Some faculty members expressed discontent with some of the cost-cutting measures the University implemented last year, adding the endof-fiscal-year results merit they be appropriately compensated today. “For those of us who lost money during the pandemic because our salaries were frozen, or we didn’t have a retirement contribution, it felt a little bit like a slap in the face,” said Molly Monet-Viera, a master lecturer in the Romance Studies department. “Why

not just re-compensate us exactly what we should have been compensated?” According to fiscal reports from 2020 and 2021, BU’s revenue from operating activities took a hit last year, down almost $36 million from 2020 and approximately $57.7 million from 2019. The school announced it was suspending in-person classes on Mar. 11, 2020, three months before the end of the 2020 fiscal year. However, because the University cut operating expenses by over $80 million in 2021, net assets from operating activities remained high —

$143.5 million in 2021 compared to $98.6 million in 2020, almost back to the pre-pandemic asset gains in 2019. President Brown wrote in an April 2021 letter to faculty that retirement contributions have been reinstated this year, adding BU additionally implemented an across-the-board 2% salary and wage increase to make up for lost raises in 2021, according to a similar letter sent out in May. Monet-Viera said the reinstituted retirement contribution wouldn’t compensate faculty “dollar for dollar what they were supposed to give us last year.” Monet-Viera said the decision had

been particularly frustrating to many faculty because of the “optics” of seeing construction on the new Center for Computing and Data Science continuing throughout the school year. “They continued on with the data science project at the expense of, it felt like to us, our compensation,” Monet-Viera said. “It feels like they are more a real estate corporation than they are an educational institution sometimes.” Additionally, the University’s endowment grew to $3.4 billion by the end of the fiscal year, representing a year-over-year increase of $956 million.

SOPHIE PARK | DAILY FREE PRESS STAFF

The Boston University sign outside of South Campus dorms. Some faculty members have expressed discontent with cost-cutting measures the school enacted last year while reports showed that BU finished the 2021 fiscal year with good financial results.

BU spokesperson Colin Riley said, unlike some other private universities, BU is a tuition, rather than endowment, dependent school. Harvard College’s endowment, which currently stands at around $53.2 billion, contributed more than $2 billion to the school’s operating budget, according to the school’s 2021 fiscal report. BU’s endowment “provided annual operating support in the form of income distributions of over $90 million,” Nicksa wrote in the financial report. “The endowment… contributes a small amount to Boston University’s operating budget each year,” Riley said. “But it is not something that would be used to address a particular financial issue that arose. We actually budget in the operation budget for contingencies.” Maggie Mulvihill, an associate professor in the College of Communications, said she had mixed feelings about the school’s budgeting decisions in 2021. “I was not pleased that my retirement benefits got cut,” Mulvihill said. “Because obviously what we’ve got stashed away for our senior years is critically important. And so it was not welcome news.” Mulvihill added BU, where she has been teaching for 12 years, is “very generous with benefits,” more so than “any employer I’ve worked for, which has mostly been extremely lean newsrooms.” “We get some deep benefits here, as employees — phenomenal health care, dental care, life insurance,” Mulvhill said. “Lot’s of employees don’t go this far, so I think you have to do these individual calculations.”

Cambridge discusses universal pre-K Yiling Qiu Contributing Writer The Cambridge City Council & School Committee hosted a virtual joint roundtable meeting to discuss the next stages of establishing universal pre-kindergarten in Cambridge on Monday. Lisa Grant, the executive director of the Birth to 3rd Grade Partnership — an organization that supports the early childhood ecosystem in Cambridge — said UPK will give families the “opportunity to voluntarily enroll their child in a publicly-funded pre-kindergarten.” “What I envision … is a mixed delivery model, so a combination of school-based programming and community-based programming, including family childcare, serving all three and four-year-olds in our community with a particular emphasis on ensuring our lowest income children and families receive priority services,” Grant said in an interview. At the roundtable, Grant said UPK would mean “that up to 75% of families earning state median income would incur no co-payment for childcare” up to five years old. Meanwhile families “making up to 250% of the state’s median income would pay no more than 7% of their income

towards childcare.” Other provisions of the UPK plan include support for family outreach, staff credentials and pay parity for teachers — all of which are components of President Joe Biden’s Build Back Better Framework. Titus DosRemedios, the deputy director at Strategies for Children — a children’s education advocacy group — said UPK will have “a positive impact on children.” “We are in support of birth to five,” DosRemedios said. “So infants, toddlers, preschool age, children, all having access to high quality, affordable or free early education and care.” Marc McGovern, Cambridge City Councilor, said in an interview that the UPK program should be more “play-based” and “creative.” “I don’t want kids to worry so much about worksheets,” he said. “I want kids to be able to come to an environment where they can build their creativity, where they can learn, where they can do hands-on activities, where they can learn the social skills that they need, and that’s more developmentally appropriate for kids of that age.” McGovern said he was “frustrated” after hearing that a comprehensive UPK program will come into effect in 2026, according to the presentation from the roundtable.

COURTESY OF GAUTAM ARORA VIA UNSPLASH

A desk with children’s learning games. At a virtual roundtable meeting, Lisa Grant, executive director of the Birth to 3rd Grade Partnership organization, said that part of the universal pre-K program could be in place in Cambridge over the next 18 months.

“I’ve been having this conversation [about UPK] for 18 years, trying to push the City, and it’s just unacceptable, ” he said. Grant explained at the roundtable that there are “large systemic changes” between the current school system and the UPK. “I’m taking this opportunity to revise district and city policies as needed, building the processes, tools and

capacities for implementation and then securing funding and ​​ determining how the funding model will work for universal pre-k,” she said. “It’s not like we’re starting from scratch. We know how to do this,” McGovern said. “We already have programs that are doing this, so it’s not like this is a brand new thing for us.” DosRemedios said collaboration is

a necessary measure to improve the program. “It is not just one program growing and expanding. It is all of the programs together working in unison,” DosRemedios said. DosRemedios added ideally they would have “a shared equitable governance model” with the school committee and the city council working together to implement UPK. DosRemedios said that sustainable funding and program quality of UPK is also a concern. “You have to measure and evaluate program quality, once you’ve started a program, to make sure that the programs are continuously improving and meeting a high standard,” he said. “You can’t just say because we have all of the children enrolled, we’re done.” DosRemedios said the best way to start the program is to focus on expanding access to the program while maintaining affordability and quality. “It doesn’t have to be perfect. It just has to have continuous progress towards universal [pre-kindergarten],” DosRemedios said. “We want all families to have access to good programs.” Grant said at the roundtable that Cambridge could begin implementing part of the UPK program over the course of the next 18 months.


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