哈佛校长夫妇痊愈了！患病期间他都经历了什么？这篇采访复盘全过程！
早前宣布确诊新冠病毒的哈佛大学校长夫妇，宣布痊愈了！
3月24日，哈佛大学校长拉里·巴科在给哈佛社区的一封电子邮件中宣布，他和他的妻子阿黛尔·弗里特·巴科已经接触到了正在蔓延的冠状病毒。在他们开始在家工作并限制与外界接触超过一周后，他们都开始出现了COVID-19的症状。
现在他康复了，他向《The Harvard Gazette》（《哈佛公报》）分享了他们的经历。
GAZETTE：How are you and Adele feeling?
你和阿黛尔感觉如何？
哈佛校长BACOW：
We are feeling much better. We were very fortunate. We never experienced any of the respiratory problems that sent so many people to the hospital. For us, this felt a lot like the flu. Not fun, but certainly not life-threatening, at least in our case.
我们感觉好多了，我们非常幸运。我们从未经历过导致如此多的人被送往医院的呼吸系统疾病。对我们来说，这很像流感。这并不好玩，但肯定不会危及生命，至少对我们来说是这样。
GAZETTE：What were your symptoms?
你有什么症状?
哈佛校长BACOW：
We both started off with a cough and then that progressed to having a fever and chills. I also had whole-body muscle aches. Everything hurt. I felt like I was 120 years old almost overnight. And then lethargy — just how you feel when you have the flu.
我们一开始都是咳嗽，后来发展到发烧和发冷。我全身肌肉也疼，浑身难受。我感觉自己几乎一夜之间就120岁了。然后是嗜睡——就是你患流感时的感觉。
GAZETTE：What was going through your mind when you learned you had both tested positive?
当你得知你们的检测结果都是阳性时，你在想什么?
哈佛校长BACOW：
Well, we’d been very, very careful, and I was a little bit surprised, in truth, because Adele and I had not seen anyone except each other for close to 10 days before we started experiencing symptoms. We were completely isolated in the house. One reason we had taken such precautions is because I live with an autoimmune condition that makes me very susceptible to any kind of infection. In fact, some people questioned why I actually got tested. It’s because I’m immunosuppressed. So I was at risk. And when we tested positive I thought, “This is going to be interesting.”
I was also worried about being able to discharge my responsibilities. When I was at Tufts, I had gotten quite ill in 2004 when my autoimmune condition was first diagnosed, and I had had to take a month off of work. I realized that I needed to look after my own health. I wasn’t good to anybody if I wasn’t healthy. But beyond that, I realized I also had to give others permission to take the time they needed to recover if they got sick. So when I tested positive, I tried to model the behavior I would hope to see in others by being a good patient and doing what I was supposed to do. And I’m fortunately blessed with a great team. They didn’t miss a beat and filled in behind me and just kept everything moving forward in my absence.
我们之前非常非常小心，并且我有点惊讶。
事实上，因为我和阿黛尔在出现症状前已经有将近10天没见过其他人了。
我们被完全隔离在房子里。
我们采取这些预防措施的一个原因是，我的自身免疫系统非常容易受到各种感染。事实上，有些人质疑我为什么要接受检查。因为我的免疫系统被抑制了。所以我处于危险之中。当我们的测试呈阳性时，我想，“这将会很有趣。”
我还担心能否履行我的职责。
我在塔夫茨大学的时候，在2004年我的自身免疫性疾病第一次被诊断出来的时候，我病得很重，不得不请了一个月的假。我意识到我需要照顾自己的健康。如果我不健康，我对谁都不好。但除此之外，我意识到，如果他们生病了，我还必须允许他们花时间来恢复。所以当我的测试呈阳性时，我试着成为一个好病人，做我应该做的事，以此来模仿我希望在别人身上看到的行为。我有幸拥有一支伟大的队伍。他们没有错过任何一个节奏，在我身后填补我的位置，可以在我不在的时候让一切向前推进。
GAZETTE：Were you able to do any work at all, or were you off the grid entirely?
当时你还能做一点工作，还是完全脱离了工作?
哈佛校长BACOW：
As president, you are never completely off the grid. I was looking at email, although not terribly responsive to it. I would have one call a day with Patti Bellinger, my chief of staff, and with Bill Lee, senior fellow of the Corporation. And I would receive daily reports from both Katie Lapp, [executive vice president and chief administrative officer] and [Provost] Alan Garber. And if I needed to, I would talk to them by phone as well.
作为校长，你永远不会被完全排除在外。
一直在看电子邮件，虽然我对它的回应不是很好。我的办公室主任Patti Bellinger和公司的高级职员Bill Lee每天都给我打一个电话。我每天都会收到Katie Lapp（执行副总裁兼首席行政官）和Alan Garber（教务长）的报告。如果需要的话，我也会给他们打电话。
GAZETTE：What kind of response did you get when you let the Harvard community know in an email that you and Adele were sick?
当你在邮件里告诉哈佛社区你和阿黛尔病了的时候，他们是怎么想的?
哈佛校长BACOW：
We must have received a thousand responses, from students, faculty, staff, and alumni, in some cases from all over the world. We were both quite touched by the response.
What was a little strange was lying in bed sick watching CNN, if I recall correctly, and having them report on me being sick. That was a bit of an out-of-body experience. Once it made the national news, we started hearing from old friends and family from around the country and around the world.
我们一定收到了上千封回信，来自学生、教师、教职工和校友，有些甚至来自世界各地。我们都被这样的反应感动了。
如果我没记错的话，有点奇怪的是我躺在床上看CNN，让他们报道我生病的消息。那有点像灵魂出窍的感觉。一旦它成为全国性的新闻，我们开始听到来自全国和世界各地的老朋友和家人的消息。
GAZETTE：What are you doing to keep yourself occupied during this social isolation? Have you been binge-watching anything or reading anything in particular?
在社交孤立的时候，你是如何让自己保持忙碌的呢?你是不是一直在刷屏看什么东西或读什么特别的东西?
哈佛校长BACOW：
It’s a struggle just to keep up on email. I haven’t really had a chance to read anything for pleasure. In the irony department, our son and daughter-in-law and two granddaughters called us up a few weeks ago. They live in New York City. They were working remotely and wanted to know how we would feel if they came up and lived with us during this experience. We said, “Of course, we’d love to see you.” Well, they literally drove up here the day the two of us came down with our first symptoms. They have been in the house and we’ve been FaceTiming them and engaging in social distancing. The big distraction is having our 2½-year-old granddaughter and our now 8-week-old granddaughter with us. We hope as we emerge from the other side of this in a few days that we’ll actually be able to play with them. That will be our distraction.
光是看电子邮件就够费劲的了。我还没有真正有机会读到任何有趣的东西。具有讽刺意味的是，几个星期前，我们的儿子、儿媳和两个孙女给我们打电话。他们住在纽约市。他们在远程工作，想知道如果他们在这段时间过来和我们住在一起，我们会有什么感觉。我们说:“当然，我们想见你。”
嗯，我们俩第一次出现症状的那天，他们真的开车来了。他们一直在家里，而我们一直在给他们发facetime，并与他们保持社交距离。最大的干扰是有2岁半孙女和现在8周的孙女。
我们希望几天后当我们从另一边走出来时，我们能够真正地和他们一起玩。那会分散我们的注意力。
GAZETTE：Now that you are feeling better, what is a typical day like for you working from home?
现在你感觉好多了，你在家工作的典型一天是什么样的?
哈佛校长BACOW：
Since I’m just recently recovered, I’m not sure I have a real routine yet. I have not started exercising again, but that is something I hope to do in the next week. I’m still trying to take it easy because I’m getting my strength back. So, for a typical day, the first thing I do is look at email that came in overnight. And then usually I have a series of phone calls and Zoom meetings, like everybody else. Sometimes those are calls with my direct reports. I’m checking in with the deans and the various vice presidents. I’m also talking to public officials. I’ve had phone calls with the governor, and officials in Cambridge, Boston, and in Washington, D.C.
I’ve also been talking to my presidential peers. The Ivy League presidents have been in close touch largely via email, and I have also spoken to a number of them by phone. I make a point of speaking to MIT President Rafael Reif regularly, and I have spoken to a number of other presidential colleagues in the area. I’ve also been in touch with [former Harvard presidents] Drew [Faust] and Larry Summers. So, I try to reach out to people who either have previously dealt with situations like what we’re dealing with now, or because they’re dealing with them in real time.
I’ve been on calls with the Association of Independent Colleges and Universities in Massachusetts, and the American Council on Education. Last weekend we had the governing boards meeting on Zoom. We had a full meeting of the Board of Overseers and a meeting of the Corporation.
由于我最近刚恢复，我还不确定我是否有一个真正的日常生活。
我还没有开始锻炼，但这是我希望在下周做的事情。
我还在努力放松，因为我恢复了体力。
所以，对于一个典型的一天，我做的第一件事就是查看一夜之间收到的邮件。然后我通常有一系列的电话和会议，就像其他人一样。有时这些电话是我的直接下属打来的。我正在和院长们以及各副总裁们沟通。我也在和政府官员谈话。我已经和州长、剑桥、波士顿和华盛顿特区的官员通了电话
我也和我的校长同行交谈过。常青藤联盟的校长们主要通过电子邮件保持密切联系，我也通过电话与他们中的一些人进行了交谈。我经常与麻省理工学院校长拉斐尔•赖夫（Rafael Reif）交谈，我也与该领域的许多其他校长同事交谈过。我还与（前哈佛校长）德鲁•福斯特（Drew Faust）和拉里•萨默斯（Larry Summers）保持着联系。
所以，我试着接触那些以前处理过类似我们现在正在处理的情况的人，或者因为他们正在实时处理这些情况的人。
我一直在和马萨诸塞州独立学院和大学协会以及美国教育委员会联系。上周末我们召开了董事会议。我们召开了监事会全体会议和公司会议。
GAZETTE：Looking backward, when did the University start monitoring the coronavirus?
回顾过去，大学是什么时候开始监测冠状病毒的?
哈佛校长BACOW：
In early January, Harvard University Health Services started paying attention to what was going on in China. We have students from China, and we have a fair number of faculty and staff who travel to China for their own scholarship, so we started monitoring what was going on there. We also started issuing advisories to members of our community who were returning to campus from China on the steps they should take to ensure that they remained healthy. Then we started issuing advisories discouraging travel, first to China and then broadening that to other hotspots throughout the world as they became apparent.
We were very, very attentive to what was going on. We were also in close contact with the members of our own faculty and staff, some of whom are among the world’s foremost experts in infectious disease, virology, epidemiology, public health. And they themselves were in contact with their colleagues in China and in other parts of the world, and started advising us on the risks we were facing going forward. We very quickly started convening a crisis-management team to follow these events and to start doing some preliminary planning. Katie Lapp convened that team, which engaged the administrative deans, the vice presidents, and others from environmental health and safety throughout the University to start planning and thinking about what we might do if we saw this virus, both in the Boston area and especially if we saw it on our campus. Giang Nguyen, the director of Harvard University Health Services, also quickly put together a scientific advisory group. We have also been blessed to have Alan Garber, a physician as well as an economist, as our provost. Alan has published scholarly papers on the management of pandemics. So we drew upon a tremendous amount of expertise in trying to prepare for this virus and to make some intelligent decisions along the way.
1月初，哈佛大学卫生服务中心开始关注中国的情况。我们有来自中国的学生，我们有相当数量的教师和工作人员，他们为了自己的奖学金而前往中国，所以我们开始监控那里的情况。
我们还开始向从中国返回校园的社区成员发布建议，告诉他们应该采取哪些步骤来确保身体健康。
然后我们开始发布建议，建议人们不要去旅游，首先是去中国，然后逐渐扩展到世界各地的其他热点地区。
我们非常非常关注正在发生的事情。
我们也与我们的教职工进行了密切的接触，他们中的一些人是世界上最重要的传染病、病毒学、流行病学和公共卫生方面的专家。他们与中国和世界其他地方的同事保持联系，开始就我们未来面临的风险向我们提供建议。我们很快召集了一个危机管理团队来跟踪这些事件，并开始做一些初步的计划。
凯蒂·拉普兰人召集团队,从事行政院长,副总统和其他环境健康和安全在整个大学开始规划和思考我们可以做什么如果我们看到了这个病毒,在波士顿地区,特别是如果我们看到我们的校园。哈佛大学（Harvard University）卫生服务中心主任阮江（Giang Nguyen）也很快组建了一个科学顾问团。我们还有幸请到艾伦·加伯（Alan Garber）担任教务长，他既是一位医生，也是一位经济学家。艾伦发表过关于流行病管理的学术论文。
因此，我们利用了大量的专业知识来准备应对这种病毒，并在此过程中做出一些明智的决定。
GAZETTE：Harvard was one of the first institutions to de-densify its campus and transition to online learning, and there was some pushback at first. Can you talk about that decision-making process?
哈佛是第一批降低校园密度、向在线学习转型的机构之一，一开始也遇到了一些阻力。你能谈谈做决定的过程吗?
哈佛校长BACOW：
Our thinking was driven almost entirely by a handful of considerations. One was just looking at the spread of the coronavirus, both in China and then in Italy and Spain, and trying to learn from the experiences of those countries. Second, it was driven by modeling, which we and others did, which suggested that, if this virus was as infectious as we thought it was and as dangerous as it appeared to be, we could face a very real crisis going forward. At that time, we believed that young people were less at risk than the elderly or those with pre-existing conditions. More recent data suggests, at least in the United States, that you’ve got a higher incidence of severe illness in young people than in some other countries. So we were looking at that. We were observing what was going on with a few cruise ships near Japan which function effectively as petri dishes and imagining what would happen if we got an infection in our dormitories where students live in close proximity to each other.
With spring break coming up, we were concerned that if we did not act quickly our students would disperse and likely come into close proximity with other young people in various parts of the world, and that when they returned to campus we could face a full-blown outbreak here. So we thought it was important to act before students went on spring break and we mobilized resources very quickly. Our Harvard University IT department under Anne Margulies [vice president and University chief information officer] quickly geared up to be able to get everybody on Zoom, to start educating faculty on Zoom, and to make sure that we had the IT infrastructure to sustain teaching in large numbers and having meetings on Zoom. Similarly, our vice provost for advances in learning, Bharat Anand, and his colleagues started to assemble resources to quickly educate faculty in online teaching. Each of the deans worked tirelessly with their faculty and staff to prepare. They are the real heroes of this process. And then we issued a notice to students that we were going to ask those who could move out to do so and not to return to campus after break, and that we were going to move all teaching online.
I knew that we would be criticized by some for possibly acting prematurely. But there was a point in this process where we watched the incidence of cases in Massachusetts over a four-day period go from, I believe, 13 to 28 to 42 to 91, which is clearly an exponential growth rate, albeit from a small base. It was a growth rate that had been repeated in almost precisely the same pattern in every other country that was a week or two ahead of us. So there were flashing red lights. And I quickly realized that the cost of being wrong was asymmetrical. What I mean by that is that if we acted prematurely, as some thought we were, then we would inconvenience many, and we would probably squander a lot of resources. But if we waited too long to respond, that cost was likely going to be measured in human life. And so the decision actually wasn’t that difficult. Implementing it was. But the decision to tell students to leave and to not return and to transition to online learning seemed pretty clear. We also recognized that by acting quickly we might make it easier for other institutions that were faced with similar decisions, but without access to the same expertise that we were blessed with, to act quickly as well.
我们的想法几乎完全是由少数几个因素所驱动的。一个是观察冠状病毒的传播，在中国，然后在意大利和西班牙，并试图学习这些国家的经验。
第二，它是由模型驱动的，我们和其他人就是这么做的，这表明，如果这种病毒像我们想象的那样具有传染性，像它看起来那样危险，我们可能会面临一场非常现实的危机。
第三，当时，我们认为年轻人的患病风险比老年人或有病史的人要小。最近的数据表明，至少在美国，年轻人患严重疾病的几率比其他一些国家要高。我们一直在研究这个。我们观察了日本附近的一些游轮的情况这些游轮就像培养皿一样，想象如果我们的宿舍感染了病毒会发生什么，学生们住的很近。
随着春假的临近，我们担心如果我们不迅速采取行动，我们的学生可能会分散，并可能与世界各地的其他年轻人接近，当他们返回校园时，我们可能会面临全面爆发。
所以我们认为在学生春假之前采取行动是很重要的，我们很快就调动了资源。
马古列斯我们哈佛大学部门（副总裁兼首席信息官大学）很快的能够让每个人都放大,放大开始教育教师,以确保我们有大量IT基础设施维持教学和变焦开会。类似地，我们负责学习进步的副教务长巴拉特·阿南德（Bharat Anand）和他的同事们开始收集资源，以便迅速对教师进行在线教学的培训。每个学院的院长都不知疲倦地与教职工一起备战，他们是这一进程的真正英雄。
然后我们给学生们发了一个通知，我们将要求那些可以搬出去的学生搬出去，并且在假期后不要再回到校园，我们将把所有的教学搬到网上。
我知道我们可能会因为行动过早而受到一些人的批评。
但是在这个过程中，我们注意到马萨诸塞州的发病率在四天的时间里从13到28到42到91，这是一个明显的指数增长速度，尽管基数很小。这种增长速度在我们之前一两个星期的所有其他国家几乎都以完全相同的模式重复着。
我很快意识到犯错的代价是不对称的。我的意思是，如果我们过早地采取行动，就像一些人认为的那样，那么我们就会给很多人带来不便，我们可能会浪费很多资源。但是，如果我们等得太久而没有做出反应，这种代价可能会在人类生活中体现出来。所以这个决定其实并不难，实现它。
但是，让学生离开、不再回来、转向在线学习的决定似乎很明确。
我们还认识到，通过迅速采取行动，我们可能会让其他面临类似决定、但无法获得我们有幸拥有的同样专业知识的机构更容易迅速采取行动。
GAZETTE：How do you feel the University went about supporting students and others in the transition?
你觉得学校是如何支持学生和其他人过渡的?
哈佛校长BACOW：
Obviously, we were asking a lot of students and others in our community to move so quickly, and people across the entire University pitched in to help. It was a mark of the strength of our community that individuals volunteered to assist students as they moved out. We also tried to provide financial support to help students with travel, storage, and other expenses. Staff in the College worked day and night, literally, to implement this decision and to address issues as they arose. They had thousands of questions to answer and problems to solve. Around 6,000 of our undergraduates moved out in five days or so.
We have had to quickly make a transition to online teaching and learning, and it’s also a transition for everybody working remotely from home, with very few exceptions. We’re so grateful for those members of our community who are looking after the students still in residence. We are really grateful to our employees who are continuing to make sure that our buildings are safe and secure. Everybody has been touched by this crisis. I’ve been really encouraged by the willingness of both our faculty as well as our students and all the people who are supporting them to, almost on a dime, master the technology necessary to teach online. There’s been so much goodwill on the part of people willing to learn new ways of teaching and learning.
显然，我们要求很多学生和我们社区的其他人尽快行动起来，整个大学的人都来帮忙。这是我们社区力量的一个标志，当学生们搬出去时，每个人都自愿帮助他们。
我们还努力提供经济支持，帮助学生支付旅行、仓储和其他费用。学院的工作人员夜以继日地工作，严格意义上说，是为了执行这个决定，并解决出现的问题。他们有成千上万的问题需要回答和解决。
大约有6000名本科生在五天左右的时间里搬走了。
我们必须迅速过渡到在线教学，这对每个远程工作的人来说也是一个转变，很少有例外。
我们非常感谢我们社区的那些成员，他们照顾着那些仍然住在这里的学生。我们非常感谢我们的员工，他们一直在确保我们的建筑是安全的。每个人都受到这场危机的影响。我们的老师、学生和所有支持他们的人，几乎是不费吹灰之力就掌握了在线教学所需的技术，他们的这种意愿让我深受鼓舞。很多人都很愿意学习新的教学方法。
GAZETTE：In your experience as Tufts president, is there anything you can compare this to?
以你作为塔夫茨大学校长的经验来看，有什么可以与之相比的吗?
哈佛校长BACOW：
I lived through the 2008 financial crisis, and there are certainly some similarities between this crisis and that one, but also some important differences. The big similarity is that each one affected the economic environment in which we operate. And, in each case, we saw a decline in our endowments. In each case we are seeing a likely decline in philanthropy in the short-term and a decline in corporate and foundation support.
We will also see an increase in the demand for financial aid for our students. We’ve seen great anxiety among our employees, faculty, and staff, as well. And in each case we’ve also seen the community really respond positively, with people working hard to help out others less fortunate. That’s been very heartening.
This crisis is much harder than 2008 because it affects our ability to deliver on our core mission. We are a residential research University, and right now we basically cannot have students in residence. And the capacity of our faculty to deliver on our research mission is at the moment compromised because we’ve had to shut down our libraries and archives, and most of our laboratories and facilities that actually support our scholarly work, so there are challenges here that we never faced in 2008.
我经历了2008年的金融危机，这次危机和那次当然有一些相似之处，但也有一些重要的不同之处。两者的最大相似之处在于，它们都影响着我们所处的经济环境。
每种情况下，禀赋都会下降。在每个案例中，我们都看到了慈善事业在短期内的可能下降，以及企业和基金会支持的下降。
我们还将看到对学生经济援助的需求有所增加。我们在员工、教职工和员工中也看到了巨大的焦虑。在每个案例中，我们也看到了社区的积极响应，人们努力帮助那些不幸的人。这是非常振奋人心的。
这场危机比2008年困难得多，因为它影响了我们履行核心使命的能力。我们是一所研究型的住宿大学，目前我们基本上不能让学生住校。和我们的教员的能力在我们的研究任务是目前妥协,因为我们不得不关闭我们的图书馆和档案馆,和我们大部分的实验室和设备等这些支持我们学术工作的场所设备，这是在2008年时,我们从未面临挑战。
GAZETTE：Even amid those challenges, there are efforts happening across the University to address the pandemic. Can you speak to some of the collaborations and work happening with Harvard scholars and experts from around the world to try to tackle the coronavirus?
尽管面临这些挑战，大学里仍在努力应对这一流行病。你能谈谈与哈佛大学的学者和来自世界各地的专家为解决冠状病毒而进行的一些合作和工作吗?
哈佛校长BACOW：
One of the very first things we did, well before it was clear that the coronavirus was going to be this extraordinary crisis for our nation, was to develop a collaboration with our colleagues at the Guangzhou Institute of Respiratory Health.
This is a major scholarly collaboration based at Harvard Medical School and run by Dean George Daley that engages all of our teaching hospitals, along with the Harvard T.H. Chan School of Public Health, the Faculty of Arts and Sciences, faculty in other parts of the University, and our colleagues at MIT, BU, the Broad, and the Ragon Institute.
It also engages people in the life sciences industry here in Massachusetts. Harvard is at the center of this activity, focusing on developing rapid diagnostic tests, which are critical for how we manage this crisis going forward, and new vaccines and therapies.
I’m incredibly proud of the way that our faculty, our graduate students, our research staff, our colleagues in industry and in the hospitals have all come together so quickly to focus all of the resources that Harvard and its neighbors can muster to try to address the challenges created by COVID-19.
我们做的第一件事之一，就是与广州呼吸健康研究所的同事们开展合作，这在冠状病毒对我们国家造成严重危机之前。
这是一个主要的学术合作，以哈佛医学院为基地，由院长乔治·戴利管理，我们所有的教学医院都参与其中，还有哈佛大学陈曾熙公共卫生学院，文理学院，其他学院的教员，以及我们在麻省理工学院，波士顿大学，布罗德学院和拉根研究所的同事，以及马萨诸塞州生命科学产业的人也能参与进来。
哈佛大学是这项活动的中心，专注于开发快速诊断测试，这对我们如何应对未来的危机以及新疫苗和疗法至关重要。
我非常自豪：我们的教职工、研究生、研究人员、产业界的同事和医院的同事都迅速聚集在一起，集中所有哈佛和它的邻居们能够集中的资源来应对covid19带来的挑战。
GAZETTE：What has Harvard’s engagement with Cambridge, Boston, and the state been like through this process?
在这个过程中，哈佛与剑桥、波士顿和整个州的关系是怎样的?
哈佛校长BACOW：
We’ve been working with the city of Cambridge, the city of Boston, and the state to try to be helpful in a variety of ways. A number of our individual Schools, for example, tried to make resources available to assist in homeschooling. I can’t say enough good things about what our Graduate School of Education has done in this area. We also made the Harvard Square Hotel available to first responders and health care workers who may not be able to travel easily back and forth to their homes, in part because they fear infecting their own families. And we have made additional facilities available in Boston and Cambridge for the same purpose. We’ve collected personal protective equipment from our laboratories and made it available to area hospitals for health care workers who are still trying to take care of sick people in an environment in which personal protective equipment has proven scarce.
There was a recent article in the Harvard Gazette that details the variety of other ways that we have been trying to work with the state and our local communities.
Our alumni around the world have also been terrific in offering their assistance. We’ve had a number of them help to arrange shipments of personal protective equipment from different countries that’s now being distributed and made available through the governor’s good efforts to ensure that the supplies go to where they’re needed most.
我们一直在与剑桥市、波士顿市和州政府合作，试图以各种方式提供帮助。例如，我们的一些学校试图提供资源来帮助在家上学。对于我们教育研究生院在这方面所做的工作，我怎么说都不为过。我们还将哈佛广场酒店提供给急救人员和医护人员，他们可能无法方便地往返于家中，部分原因是他们担心感染自己的家人。
我们已经在波士顿和剑桥为同样的目的提供了额外的设施。我们从实验室收集了个人防护设备，并将其提供给地区医院，供仍在个人防护设备稀缺的环境中努力照顾病人的医护人员使用。
《哈佛公报》（Harvard Gazette）最近刊登了一篇文章，详细介绍了我们与州和当地社区合作的其他各种方式。
我们在世界各地的校友也非常乐于提供帮助。我们已经让他们中的一些人帮助安排来自不同国家的个人防护装备的运输，这些装备现在正在被分发，并通过州长的努力提供，以确保这些物资能够到达最需要它们的地方。
GAZETTE：With the economy in such disarray, how are you thinking about the endowment and future payouts?
在经济如此混乱的情况下，你如何看待捐赠基金和未来的支出?
哈佛校长BACOW：
We are looking at literally every expenditure within the University. The deans and the vice presidents are all working with us at the moment to limit spending and to ensure that that we are coming into alignment with what we know are going to be diminished sources of revenue. We’ve already spent a lot of money that we would not have otherwise in helping students go home. We are rebating room and board for students throughout the University. We have seen a decline in continuing and executive education revenues — a precipitous drop. So the immediate effects are significant already. And then we’ll see what the market delivers to us in endowment returns going forward.
The good news is that we anticipated that at some point we would face a recession. We were cognizant of the fact that we were already in the longest peacetime economic expansion in history. Several years ago, we began planning for the next recession. We didn’t know when it would come, but we knew that it would arrive at some point, and so we created a recession playbook, produced by our financial planning staff under （chief financial officer and Vice President of Finance） Tom Hollister’s guidance, with the participation of all of Harvard’s deans and vice presidents. We also tried to make sure that we understood the lessons of 2008 so that we could be better prepared the next time around. We took measures to ensure that we had more liquidity than we had going into 2008. We built reserves. All these things will help cushion the impact, but the impact will still be felt. The city of Cambridge and the city of Boston have already put restrictions on construction projects right now, so construction on the campus is on hold at the moment. Lots of things are going to be delayed, and there will be belt-tightening across the board.
我们正在研究大学里的每一笔开支。
院长们和副总统们目前都在与我们合作，限制开支，确保我们能够与我们所知道的将会减少的收入来源保持一致。我们已经花了很多钱来帮助学生回家。我们正在为全校的学生提供食宿。我们已经看到了继续教育和高管教育收入的下降——急剧下降。所以直接的影响已经很明显了。然后我们会看到市场在禀赋回报方面提供给我们什么。
好消息是，我们预计在某一时刻面临衰退。我们认识到，我们已经处于历史上和平时期最长的经济扩张时期。几年前，我们开始为下一次衰退做准备。我们不知道什么时候会来的,但我们知道,它将到达,所以我们创建了一个衰退的剧本,由我们的财务规划人员在（首席财务官和财务副总裁）汤姆·霍利斯特的指导,所有的哈佛大学的院长和副总统参与。我们还努力确保我们理解吸取了2008年的教训，以便我们能够更好地为下一次做好准备。我们采取了一些措施，以确保我们拥有比2008年更多的流动性，我们建立了储备。
所有这些都将有助于缓冲冲击，但冲击仍将被感受到。剑桥市和波士顿市目前已经对建设项目进行了限制，所以校园的建设目前处于暂停状态。许多事情将被推迟，而且将会全面勒紧裤腰带。
GAZETTE：Challenging times demand tough decisions. What is it like, as the leader of Harvard, to have to make such difficult calls? Are there examples from history that you draw on?
富有挑战性的时代需要做出艰难的决定。作为哈佛大学的领导者，必须做出如此艰难的决定是什么样的感觉?你能举出历史上的例子吗?
哈佛校长BACOW：
This is a time when I actually think it’s helpful to have been through some things like this before. At one point during my 10 years at Tufts, I made up a list of about a dozen crises of different sorts that I had to deal with, ranging from 9/11, which occurred 10 days into my presidency, to a major power failure in Medford that forced us to operate the university for eight days without any electricity, to the financial crisis of 2008, to getting sick myself in 2004 and being hospitalized multiple times in a six-month period.
I think having been through all that gives me some perspective. I sometimes say that one of the challenging things about being a university president is that all the easy decisions get decided before they get to you. That means that almost every decision I get to make is a 51/49 decision — if I’m lucky. Sometimes it’s 50.0001 versus 49.9999. The no-brainers have all been decided previously. So I’m used to having to make tough calls.
It helps to have been through challenging circumstances in the past. I’m also blessed with fabulous colleagues who help me understand the consequences of different choices. And then, like any other person, I just try to do the best that I can do. I recognize that I’m not going to get everything right. But rather than try to do everything perfectly and be paralyzed by uncertainty, I think it’s important to be able to act, and act decisively. And when you need to engage in error correction, to do that quickly as well.
在这个时候，我认为之前经历过这样的事情是有帮助的。在塔夫茨大学的10年里，我曾一度列出了一份清单，上面列出了我必须应对的十几次不同类型的危机。
从9/11,发生在我任期的10天内；
梅德福的主要电源故障,迫使我们大学经营了8天没有电；
2008年的金融危机；
在2004年我生病,在六个月内多次住院。
我有时会说，当大学校长最具挑战性的事情之一，就是所有容易的决定都在你做出之前就已经决定了。
这意味着如果我幸运的话，我所做的几乎每一个决定都是51/49的结果。有时是50.0001，有时是49.9999。不用考虑的事情都已经被决定了，所以我已经习惯了做出艰难的决定。
在过去经历过具有挑战性的环境是有帮助的。我也很幸运有这么多优秀的同事，他们帮助我理解不同选择的后果。然后，像其他人一样，我只是尽我所能做到最好。
我知道我不可能把每件事都做好。但我认为，与其试图把每件事都做得尽善尽美，被不确定性所麻痹，重要的是能够采取行动，而且要果断。
GAZETTE：What are the implications for higher education as a result of the pandemic? Are there any silver linings?
流行病对高等教育的影响是什么?有一线希望吗?
哈佛校长BACOW：
Even the darkest clouds have their silver linings.
We’ve seen a lot of wonderful work on behalf of so many people from across the University trying to help others less fortunate. These efforts don’t surprise me, but it’s still wonderful to see. We’ve also seen both faculty and students experiment with new ways of teaching and learning, which I suspect will have long-term consequences for us. I suspect many of us have realized that we don’t need to travel nearly as much as we once did to attend meetings. Many of those meetings can now be held using technology — that will help us reduce costs and also reduce our carbon footprint. I also think we have realized people are immensely flexible. And while we all miss the social environment of being together and working together, people are still finding ways to be very, very productive from home. As we look forward, I hope we can build more flexibility into how people work at Harvard. That’s going to have long-term benefits as we think about how we organize work, not just within the University, but throughout society.
I also think some of the relationships that have been forged between institutions that are collaborating now to address the challenges posed by the coronavirus will prove durable as well. I just look at how we’re working with some of our colleagues in China right now, not just at Guangzhou Institute of Respiratory Health, but at other Chinese universities. I suspect we’ll build off those relationships going forward. So I think that there are going to be many positive benefits. That said, I wouldn’t wish this on my worst enemy.
最黑暗的云也有一线光明。
我们看到了许多了不起的工作，代表这么多大学中的人试图帮助其他不那么幸运的人。
这些努力并不让我感到惊讶，但是看到这些依然十分美妙。
我们还看到教师和学生都在尝试新的教学方法，我认为这将对我们产生长期的影响。我怀疑我们中的许多人已经意识到，我们不需要像以前那样经常出差去参加会议。许多这样的会议现在可以用技术来召开，这将帮助我们降低成本，也减少我们的碳足迹。
我还认为，我们已经认识到，人是非常灵活的。虽然我们都怀念在一起工作的社会环境，但人们仍在想方设法在家里变得非常、非常有效率。在我们展望未来的时候，我希望我们能在哈佛的工作方式上增加更多的灵活性。这将会有长期的好处，当我们思考如何组织工作时，不仅仅是在大学里，而是在整个社会。
我还认为，目前正在合作应对冠状病毒挑战的机构之间建立的一些关系也将被证明是持久的。我只是看看我们现在是如何与中国的一些同事合作的，不仅仅是在广州呼吸健康研究所，而是在中国的其他大学。我想我们会继续建立这些关系。所以我认为会有很多积极的好处。也就是说，我不希望我最大的敌人也这样。
GAZETTE：Is there a message you’d like to convey to the Harvard community, recognizing that the full impact of the crisis is yet to be felt?
你有什么想要传达给哈佛社区的信息吗?你是否意识到危机的全面影响还没有显现?
哈佛校长BACOW：
First of all, I would thank people for their patience and for their flexibility in adapting to circumstances that none of us have ever lived through. I would also ask people to give everyone the benefit of the doubt. So many people are working so hard right now across the University, working nonstop trying to address a dizzying array of questions, of uncertainties, and we know it’s inevitable that we’re not going to get everything right.
We haven’t gotten everything right today.
But people have worked really, really hard to adapt and to adapt quickly in the face of new information. I would hope that people would trust their colleagues and trust that the institution is going to do the best it can possibly do. And I would hope they know that when we make mistakes, we’re going to try to correct them as quickly as possible. And then we’re going to try to take on yet another new set of challenges, because the challenges are not going to go away. They’re going to be with us for some time to come.
首先，我要感谢人们的耐心，感谢他们在适应我们从未经历过的环境方面的灵活性。
我也会要求人们对每个人都抱着善意的态度。
现在有很多人在大学里努力工作，不停地工作，试图解决一系列令人眼花缭乱的问题和不确定性，我们知道这是不可避免的，我们知道我们无法把所有事情都做好。
我们现在也还没把所以事情安排好。
但是人们已经非常非常努力地去适应并且快速地适应新的信息。
我希望人们能够信任他们的同事，相信该机构将尽其所能做到最好。
我希望他们知道，当我们犯错误时，我们会尽快改正。然后，我们将尝试迎接另一组新的挑战，因为这些挑战不会消失。他们会和我们在一起一段时间。
