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  • Scenes of loss – and resilience – at a Cal State campus facing drastic cuts

    Scenes of loss – and resilience – at a Cal State campus facing drastic cuts


    The Sonoma State University men’s soccer team practices in the rain recently on the campus in Rohnert Park. Division II sports are on the chopping block to save money.

    Credit: Amy DiPierro / EdSource

    On the soccer pitch, in the physics classroom and in the office of a trusted professor, students at Sonoma State University are confronting a demoralizing challenge: What happens if my program gets cut? 

    The Rohnert Park campus, 50 miles north of San Francisco, has announced a contentious proposal to close a $24 million budget deficit by nixing six academic departments entirely, eliminating about two dozen major degree programs and cutting all NCAA Division II sports, among other measures.

    Sonoma State’s experience is the most dire example of the cost reductions at many of the 23 Cal State campuses, which in total serve more than 450,000 students around the state. The university system’s leaders say cuts are prompted by an anticipated decrease in state funding, rising costs and, on some campuses, slumping enrollment figures. The number of students at Sonoma State has plunged dramatically, from 9,400 students in 2015 to a nadir of about 5,800 in 2024.

    On a recent visit to the campus, an EdSource reporter spent time with students, faculty and coaches directly impacted by the expected cuts. The most defiant promised to fight for reprieves or backed state legislators’ demands for a turnaround plan. This month, some students sued to try to block proposed cuts. 

    But mostly, students and faculty expressed worry that this could be the last time a Sonoma State undergraduate sees the advanced math explaining why light moves more slowly in air than in a vacuum, ponders the differences between second and third wave feminism or masters the subtle finesse of playing one-touch soccer in the rain.

    Geology: ‘All of that will be gone’

    Jackson Kaiser grew up at the foot of Mount Konocti in Lake County, part of a volcanic field three hours north of San Francisco that feeds what is reckoned to be the largest geothermal complex in the world. “I had a lot of questions that I didn’t know how to answer,” he said. And that’s why he majored in geology at Sonoma State University.

    But the department that has turned Kaiser’s curiosity into a promising career may soon disappear. Kaiser could be among the last 40 or so Sonoma State geology majors, according to a professor in the department, if the university goes ahead with plans to eliminate the department. Sonoma State spokesperson Jeff Keating confirmed that all tenured and tenure-track geology faculty have received layoff notices, though several may be asked to teach temporarily.

    On a recent Wednesday afternoon, Kaiser reverently held his favorite rock samples in the classroom where geology majors take most of their classes. “The idea that that place won’t be here to come back to, that I won’t have an alma mater it feels like our administration doesn’t want me to be a proud Seawolf,” he said, referring to the campus mascot. 

    Student Jackson Kaiser, who grew up fascinated by a volcanic field near a large geothermal complex north of San Francisco, laments that he may be among the last geology majors at Sonoma State.
    Amy DiPierro

    Kaiser, 36, was working in the produce department of a Safeway grocery store when he found himself researching the chemical formulas of minerals. He marveled at their straight lines and geometric forms, so elegant they appear unnatural. He wanted to know more.

    So around 2022, Kaiser, his partner and their two children, now 4 and 6, started commuting an hour and half or more every weekday from Lake County to Sonoma State, sending the kids to the Children’s School on campus while both parents took undergraduate classes. These days, Kaiser bunks with classmates from Monday to Friday, returning home to his family on weekends. “It’s not great,” he said. “But I’m working towards a better future, where I’ll have a real career and not just be working in a grocery store.” 

    His chosen career can have high stakes. After all, Kaiser said, it was a careful geological study in the 1960s that ultimately blocked a plan to build a nuclear power plant just 30 minutes from campus on a site traversed by the San Andreas Fault. A geological assessment is often a necessity for construction projects, especially in a region where debris flows can follow climate change-fueled wildfires. But geologists worry their numbers are waning despite growing demand for their skills.

    A geology classroom on the campus of Sonoma State University on Feb. 12,
    Amy DiPierro

    Kaiser, who will graduate at the end of the summer, has been collecting business cards from potential employers like geologic consulting firms. Thanks to the department’s frequent field trips, he’s had opportunities to practice skills like mapping, sample collection and paleontology.

    He’s also taken part in department traditions, like feasting on watermelon at the summit after mountainous hikes or visiting the mammoth fossil that Sonoma State students excavated in 1981. “I hate the thought,” he said, “that all of that will be gone.”

    Soccer: ‘Play all the way through’

    The weather was lousy, but there they were in the rain at 9:15 a.m., the Sonoma State University men’s soccer team, lacing up their boots and stowing their belongings in white garbage bags to keep them dry. They had come from nearby Santa Rosa and far away Kapolei, Hawaii, to attend the university. Together, they navigated the difficult reality that this could be their team’s last season, no matter how well they played.

    There was Carson Sterling, a freshman center back from 18 miles north in Windsor, whose father and mother played soccer for Sonoma State before him. There was defender Cameron Fisk, a junior from Los Angeles studying business marketing, who had rebounded from injuries to play this fall. And, of course, there was head coach Marcus Ziemer, leading the Seawolves for the 34th year. 

    Ziemer watched the players warm up, his eyes shielded from the drizzle under a black baseball cap and glasses. Since he started as head coach in 1991, the men’s soccer team has won eight conference championships and earned its first and only national title in 2002. 

    But now things are grim. The university announced on Jan. 22 that it planned to eliminate men’s soccer along with the school’s other NCAA sports, among other austerities.

    “It’s a very difficult kind of limbo right now,” he said. “We’re fighting hard to try and save the program and some of the other majors as well, trying to get them to reconsider.” 

    The Sonoma State University men’s soccer team practices recently in Rohnert Park. With the school’s whole Division II sports program potentially being cut, some team players are looking to transfer through the NCAA portal.
    Amy DiPierro

    Ziemer himself is in limbo, too. Unless efforts to save the Sonoma State Division II sports programs succeed, his contract will end on June 30. He would probably retire rather than seek another coaching job.

    In the meantime, Ziemer and his four assistant coaches have advised players who wish to continue their collegiate soccer careers to enter the NCAA transfer portal, expressing interest in moving to other schools. A few already have offers.

    “I’m just grateful that with everything going on, we have coaches like them that are willing to help us and see other opportunities,” said Fisk, who has entered the transfer portal while the Sonoma State team’s status is uncertain.

    But for now, the team’s focus was on preparing the Seawolves for a challenging spring season, including matchups against NCAA Division I and semi-professional sides. Practice started with dynamic stretches, then a frenetic game of keep-away and a shooting drill to loosen quads grown stiff in the damp.

    “The energy is still really high,” said Sterling, who is in talks with soccer programs at other schools. “Obviously, it’s a kind of bad situation, and we’re just hoping for the best. But we’re going to play all the way through no matter what, and we’re going to play hard for each other.” 

    The squad split into teams for a scrimmage, an assistant coach barking urgent encouragement as they played. He called a time-out. “What does it take? Communication. Thinking one pass, two passes, three passes ahead. Moving, adjusting, being aware,” he yelled, his voice booming over the slick turf. “So because we’re struggling, should we say, ‘Ehh, f— it, move on.’? Or should we grow through it? Let’s grow through it — let’s grow through it together!”

    The Sonoma State University men’s soccer team practices in the rain recently in Rohnert Park.
    Amy DiPierro

    Women’s and gender studies: ‘I didn’t get that anywhere else’

    Under the fluorescent lights of a windowless basement classroom, Xochilt Martinez Balladares and about 20 other students eagerly awaited a discussion on queer and trans theory. But before they could unpack works by critical heavyweights like Adrienne Rich, they trained their attention on an issue closer at hand: the plan to dismantle the Sonoma State University Women’s and Gender Studies Department.

    If the proposal goes forward, Sonoma State will offer the last women’s and gender studies classes in ​​spring 2026. That could mark the end of a more than 50-year run that started with the founding of the program in the early 1970s and evolved into the Women’s and Gender Studies Department in 2001. Several students said the plan compounds their feeling that historically marginalized groups are under attack as the Trump administration seeks to end diversity, equity and inclusion efforts.

    Martinez and her classmates also argued that the department teaches skills central to future careers, while providing community when they need it most. For Martinez, a women’s and gender studies major and Chicano and Latino studies minor, the long-term goal is to go into immigration law. In the short-term, she is considering a social work degree so she can work with at-risk youth and families.

    “I almost dropped out twice because I felt very out of place,” said Martinez, 32. But she persevered thanks to a women’s and gender studies instructor who “talked to me on a personal level and made sure that I could continue my education. I didn’t get that anywhere else.”

    The department typically attracts 25 to 35 majors a year, said Don Romesburg, the professor who teaches the theory course, but many more students who aren’t majors take its classes. Campus spokesperson Keating confirmed that all the department’s professors have been laid off, but said the university “will continue to support and encourage the teaching of courses that support women’s rights and the rights of the LGBTQIA+ community.”

    Janis Phillips, 46, an education graduate student, said the loss of the department makes her question whether the university shares her commitment to students’ social and emotional learning.

    “When students feel safe and seen and heard on campuses, that is one of the best predictors of academic success,” she said, facing her classmates around the circle of desks. “So to take a bunch of students and make them feel like they are not seen and not heard will be detrimental to their academic success.”

    Students said the major prepares them for careers as psychologists, marriage and family therapists or health care providers. Because majors have to complete a community service requirement, students work with local organizations that help unhoused families, prevent sexual assault and support LGBTQ youth. “We’ve really taken seriously this question that parents often ask their students, which is, ‘What would you do with that degree?’” Romesburg said. 

    Despite the uncertain future of the department, students are doing the reading, Romesburg said, mindful that those who come behind them might not get the same opportunity. “They’re ready to roll up their sleeves and do project-based work, where they’re really generating ideas and reflections and engaging with the material,” he said.

    A flier is posted to a bulletin board on the campus of Sonoma State University.

    Physics: ‘Watching something that you love die’

    The physics students filing into Scott Severson’s 9:30 a.m. optics class brightened with the wide-eyed surprise of children peeking at a gift: a sturdy wooden crate.

    “It’s Christmas in our labs,” Severson said, gesturing toward the crate, which was filled with professional-grade laboratory hardware. “We ordered this in better days,” he added, and a few students chuckled.

    The Sonoma State Physics and Astronomy Department has indeed seen better days. Its alumni have gone on to lead companies, earn advanced degrees and become professors themselves. One of the department’s proudest moments came in 2016, when professor Lynn Cominsky was part of the team that documented a phenomenon called gravitational waves, an achievement that won three of her collaborators the Nobel Prize. Cominsky said she has raised more than $43 million in grants for Sonoma State. 

    Such prestige has not shielded the Physics and Astronomy Department from cost-cutting plans. Though the department will avoid total elimination, Sonoma State plans to phase out its physics major. It is giving 30 majors two years to graduate and leaving 10 first-year students to find another degree or transfer, Severson said. After that, physics faculty members will only teach physics courses for students in other programs, like biology or engineering. 

    Already, one of the department’s lecturers has received a layoff notice, according to the university. Severson said he and three other remaining tenured faculty will cover the teaching load as the physics degree winds down. He doesn’t anticipate that tenured faculty will lose their jobs, but said some may seek work elsewhere or retire.

    Troy Wilson and Jeffery Reedy at Sonoma State University demonstrate an experiment created as part of a program aimed at introducing middle and high school students to STEM fields on Feb. 12.
    Amy DiPierro

    Ending the physics major also could reverberate at Cominsky’s EdEon STEM Learning program, which creates educational materials aimed at inspiring middle and high school students to pursue careers in science, technology, engineering and math.

    EdEon’s work depends on Sonoma State undergraduates, Cominsky said, and currently employs between 15 and 20 students in fields including physics. “None of the research grants I write would have been possible without physics majors,” she said.

    Meanwhile, the students in Severson’s optics class watched as he played them a video illustrating the spiral of two black holes. 

    “I want you to notice the colors of this,” said Severson, who has taught at the university since 2007. “The brighter the red, the greater the distortion of spacetime as this is happening.”

    Among the optics students was Madison Ambriz, who plans to graduate at the end of fall 2025. Ambriz spent the summer learning to assemble circuit boards as part of a collaboration to upgrade the Large Hadron Collider, a famed particle accelerator used to test physicists’ theoretical predictions. “I had such a blast with it,” she said, but her enthusiasm has been tempered by the feeling that it’s too late to save the major.  

    “It doesn’t matter what we say, doesn’t matter how heartbroken we are, doesn’t matter what the numbers say, they’re still going to cut the [major],” Ambriz said. “And it’s just watching something that you love die, and it’s horrible.”





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  • Transact Campus Partners with Luxer One for Secure, Frictionless On-Campus Package Delivery

    Transact Campus Partners with Luxer One for Secure, Frictionless On-Campus Package Delivery


    Transact Campus Partners with Luxer One for Secure, Frictionless On-Campus Package Delivery

    Transact Campus, “Transact,” the award-winning leader in innovative mobile credential and payment solutions, today announced a partnership with Luxer One, a premium manufacturer of package management systems and smart contactless lockers, owned by ASSA ABLOY, the global leader in access solutions. This partnership will deliver a turnkey solution for on-campus package delivery, including hardware, software, installation, service, support, and package delivery company facilitation.

    The Luxer One partnership addresses campuses’ desire for a versatile and secure package delivery system, enhancing the student experience by providing a reliable, around-the-clock package pick-up service. Use cases beyond package management include laptop and lab equipment exchange, library holds, bag and personal item storage, and pickups from the student bookstore. In addition, the partnership includes configurable integration with Transact Campus ID solutions, enabling students to access lockers using their Transact Mobile Credential or physical credential.

    “At Transact, we are committed to transforming the campus environment into a place where innovation thrives and the campus experience is seamlessly connected,” said Rasheed Behrooznia, SVP and General Manager, Campus ID Solutions, Transact. “Our partnership with Luxer One not only provides a superior, frictionless student experience, but also strengthens the security and connectivity between students and client facilities.”

    Prior to the partnership with Luxer One, students were constrained by limited package pick-up hours and had to endure long lines, or risk their packages being left unattended. Luxer One significantly reduces costs associated with staffing a mail room for extended hours.

    “This collaboration represents a significant milestone for Luxer One as we continue to innovate and enhance our offerings for valued customers. By joining forces with Transact, we are combining our expertise and resources to revolutionize the way universities manage packages, item exchange, library orders, and even temporary bag storage. Together, we will deliver unparalleled convenience, efficiency, and security as a full campus solution. We are excited about the endless possibilities this collaboration brings and look forward to the incredible advancements we will achieve together,” said Josh Middlebrook, President, Luxer One.

    The partnership will provide a secure, convenient, package delivery solution on Transact-enabled campuses which reduces the burden on administrative staff and enables efficient management of daily operations. In addition to the primary benefit of a frictionless student experience, this union also provides secure package delivery assurance, and reduces costs for campuses.



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  • How Advanced Print Management Systems Are Shaping the Future of Campus Innovation

    How Advanced Print Management Systems Are Shaping the Future of Campus Innovation


    How Advanced Print Management Systems Are Shaping the Future of Campus Innovation

    In the ever-evolving landscape of higher education, innovation isn’t confined to classrooms and research labs—it extends to how universities manage their operations, resources, and technology.

    At the University of Maryland’s A. James Clark School of Engineering, Terrapin Works stands as a shining example of how adopting cutting-edge solutions can transform not just processes, but outcomes.

    Terrapin Works, a hub of rapid prototyping, advanced manufacturing, and digital design, operates a sprawling network of more than 200 machines across 17 campus locations. This state-of-the-art enterprise isn’t just a facility; it’s a mission-driven ecosystem enabling students, faculty, and researchers to turn ideas into reality.

    But with complexity comes challenges, and the need to streamline its job request system became a pivotal moment for this operation.

    The Challenge: Streamlining Complexity in Innovation

    Managing job requests for hundreds of machines servicing diverse users—from students designing prototypes to researchers creating precision parts—was no small feat. Terrapin Works initially relied on a help desk ticketing system that, while functional for IT issues, fell short as a workflow solution.

    The system lacked a user-friendly process for submitting, tracking, and managing requests. Email threads became the backbone of communication, resulting in inefficiencies, delays, and an inconsistent user experience. Technicians, often students themselves, faced a cumbersome workflow that detracted from their ability to focus on the innovative work at hand.

    Nick Bentley, business systems developer and a former University of Maryland student, envisioned a better way. “We needed a one-stop, web-based storefront where customers could initiate a job request, track its progress, and get updates seamlessly,” he explains. For technicians, the solution needed to enable faster, more efficient processing of requests.

    When Bentley discovered PaperCut MF, a solution renowned for its robust print and workflow management capabilities, he saw its potential to redefine how Terrapin Works operated. However, implementing a new system meant addressing concerns about compatibility with existing processes and minimizing fragmentation.

    The Power of a Unified Solution

    Bentley made a compelling case for PaperCut, highlighting its integrated features beyond workflow management, such as billing and 2D print management. This holistic approach allowed Terrapin Works to sunset legacy systems, reduce inefficiencies, and create a unified platform that could scale across the university.

    The results have been transformative. Technicians now process orders with unprecedented speed and accuracy, while users enjoy a seamless experience that eliminates the confusion of the old system. Customers can explore equipment options, verify specifications, and submit orders—all within an intuitive, human-centered interface.

    Terrapin Works’ success with PaperCut didn’t stop at addressing immediate challenges. It sparked a broader vision for what was possible. The platform’s adaptability has led to pilot programs across other campus operations, from copy centers to financial services. With integrations like Nelnet’s payment gateway, the university is leveraging PaperCut to drive innovation in areas far beyond its original scope.

    Rethinking Operational Excellence

    Terrapin Works’ journey underscores an important lesson: Innovation isn’t just about technology; it’s about creating systems that empower people. By prioritizing user experience, integrating processes, and fostering scalability, the University of Maryland has set a benchmark for how universities can evolve in the digital age.

    As higher education institutions navigate the future, the success of initiatives like Terrapin Works serves as a reminder that the right tools—and the right vision—can turn operational hurdles into opportunities for leadership and growth.



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