Students move into UC Berkeley’s Anchor House on Aug. 21, 2024.
Credit: Andrew Reed / EdSource
Elizabeth Diaz was the valedictorian of her high school class in Bakersfield. But that does not mean her path to a four-year university has been easy.
“Honestly, (UC Berkeley has) been my dream university since I was in high school,” Diaz said. “I had originally committed before, but unfortunately I wasn’t able to afford it.”
Instead, Diaz spent two years at Bakersfield College, where she “felt a lot of stigma” for not having gone further from home for the next step in her education. “I felt like, you know what, I’m here. I’m not going to be able to make it anymore. I’m just going to stay here in my city,” Diaz said.
Former Bakersfield College student Elizabeth Diaz settles into her dorm room for transfer students at UC Berkeley’s new Anchor House.Credit: Andrew Reed / EdSource
While attending community college, she pushed herself to get involved during the first two years, knowing it would take more to prepare herself for another shot at UC Berkeley than simply attending classes. “I started off getting involved with on-campus jobs as a tutor,” Diaz said. “I got involved with student government. I was a student activities manager, I created the history club on campus trying to, you know, get rid of that sense that ‘history sucks,’ because history is so cool. We’re living in it all the time.”
Diaz also got involved in the Coalition for Humane Immigrant Rights of Los Angeles (CHIRLA) because the organization is “tied … with my identity growing up as a daughter of an undocumented family … (I’m glad about) getting involved with the nonprofit CHRILA (and) advocating for other families who are still struggling,” Diaz said, adding, “Thankfully my family has been transitioning; my dad actually now has citizenship.”
Watch Elizabeth Diaz move into her new dorm room with her family.
“I kept myself accountable. Being a part of resource programs like EOPS … and the TRIO Student Support Servicesmade mereally, really, really super grateful for my community college, for allowing me the opportunity to get to know myself better and what I wanted to do.”
Last month, Diaz finally achieved that dream, enrolling in UC Berkeley as a transfer student and moving into Anchor House, a brand-new residence hall specifically for transfer students on the university’s campus.
Anchor House, a gift from the Helen Diller Foundation, is an apartment-style community that features high-end amenities such as a yoga studio, a rooftop vegetable garden and multiple lounge areas. It is also home to the new Transfer Student Center.
“It’s like walking into a nice hotel,” a parent marveled when passing through the entrance.
The courtyard at the Helen Diller Anchor House.Credit: Keegan Houser / UC Berkeley
The fitness center and yoga studio together encompass 8,600 square feet. Credit: Courtesy of Jason O’Rear
A room lined with wood paneling from an ancient sequoia. Credit: Courtesy of Jason O’Rear
The residential lobby is called The Well. Credit: Courtesy of Jason O’Rear
A living room and full kitchen at the Helen Diller Anchor House.Credit: Keegan Houser / UC Berkeley
A student bedroom that includes a desk.Credit: Keegan Houser / UC Berkeley
The patio area on the 13th floor.Credit: Keegan Houser / UC Berkeley
There is a venue space available on the 13th floor for campus events and meetings.Credit: Keegan Houser / UC Berkeley
The 14-story Helen Diller Anchor House. Credit: Courtesy of Jason O’Rear
Immediately upon entering, the extravagance of the modern fixtures screamed resort more than undergraduate student housing. Even with ceilings akin to a cathedral, the front desk emitted an approachable warmth with the eager smiles of the resident assistants — a far cry from many freshman dorm buildings at UC Berkeley that don’t even have a lobby.
Anchor House’s transfer-exclusive status brings both security in housing and an opportunity to grow relationships.
“Last year coming in, I was still waiting on on-campus housing until the last round of housing offers, which was three weeks until the school semester started. It was nerve-wracking not having a place to live as the semester was approaching,” said Max Ortega, a transfer student from Los Medanos College in Pittsburg, now entering his senior year.
Without a well-established transfer community, the transition to UC Berkeley was difficult last year as a new student, said Jonathan Zakharov, a rising senior from Diablo Valley College in Pleasant Hill. He noted the stark contrast between new first-year students “right out of high school,” and transfers with life experience and diverse backgrounds, saying it was “impossible” to find other transfer students to connect with after moving in.
“If this were my first year while living at Anchor House, it would have been easier to relate to people,” Zakharov added.
While transfer students make up 21% of undergraduates at UC Berkeley, the lack of community was clear. According to Anchor House resident director Ryan Felber, transfer students can feel “impostor syndrome,” which he hopes to remedy through a “built-in” community in students’ residential lives.
“This space will be a literal anchor for them to hold onto and a place to call home,” Felber said.
Jennifer DodsonCredit: Andrew Reed / EdSource
Anchor House is open to both newly admitted and current transfers — and for Jennifer Dodson, a re-entry student who spent 20 years working in corporate accounting, living at Anchor House in her final year will be a major shift from last year’s housing.
“As a junior transfer, I was placed in Unit 1 Putnam, which is primarily a freshman dorm,” Dodson said. “I was also roommates with a freshman student, but she was mature, and we got along very well.”
Dodson, who turned 40 in June, is looking forward to Anchor House’s “networking opportunities,” an aspect she wasn’t able to experience in her first year living in Unit 1, in addition to building new friendships and meeting new people from diverse backgrounds.
“It’s never too late to go back to school,” said incoming junior transfer and re-entry student Amye Elbert, who raised three children and one grandchild up until starting at UC Berkeley this fall.
Elbert recently turned 52 years old, and is a first-generation college student.
“Growing up, I always wanted to have a college degree, but in my aversive background, no one talked about college,” Elbert said. “I had kids early and had to take jobs I wasn’t interested in. Once my kids grew up and I didn’t have four mouths to feed, I knew I wanted to fulfill my dream of going to school.”
After spending three years at Los Medanos College and earning three associate degrees in fine arts, art practice and art history, she will major in art practice at UC Berkeley with the aim of becoming a middle school art educator.
“When I was in middle school, I just entered foster care and felt awful. But I had this art teacher who made me feel important and loved my artwork, and I want to do something similar for young students in situations like mine.”
Jo Moon is a third-year political economy and media studies student at UC Berkeley and a member of EdSource’s California Student Journalism Corps.
Jeff Tiedrich is a graphic artist who writes a popular blog called “Everyone Is Entitled to My Own Opinion.” He is irreverent, profane, outrageous, and very funny.
The College of Cardinals must have been conclaving the shit out of their search for a new pope, ’cause it only took those honchos two days find their boy.
meet Robert Prevost. he’s an American, born in Chicago. he roots for the White Sox. he’s 69 years old, and he’ll be popin’ up a storm as Leo XIV.
“According to his X/Twitter feed (@drprevost), the newly selected pope trashed Trump, trashed Vance, trashed border enforcement, endorsed DREAMer-style illegal immigration, repeatedly praised and honored George Floyd, and endorsed a Democrat senator’s call for more gun control.”
the diaper-fillers are not entirely wrong — the current top-most thing on Robert/Leo’s not-twitter feed is a retweet taking Donny Convict to task for disappearing Venezuelan migrants off the streets and fuckity-byeing them into a Salvadoran slave-labor gulag.
furniture molester/eyeliner model JD Vance now has the distinction of being called out for shithead behavior by two consecutive popes— which I believe is a world record.
San Diego County Attorney Sumner Stephan announces in 2019 the indictment of 11 individuals affiliated with A3 Education, including founders Sean McManus and Jason Schrock, who subsequently took a plea deal.
Credit: Office of the San Diego County District Attorney
A court-commissioned task force formed in the aftermath of a massive fraud by an online charter school network issued recommendations Wednesday to thwart the recurrence of similar operations.
State Controller Malia Cohen, who chaired the task force, said that the 20 recommendations for reforming the system for auditing schools should apply not only to charter schools but also school districts and county offices of education.
The report urges significant improvement in training, selecting, overseeing and disciplining school auditors as well as an expansion of their responsibilities.
“With the education of our children at stake and significant state investments of taxpayer money in education, it is crucial that all schools be held to the highest level of integrity, accountability, fiscal compliance, and transparency,” Cohen wrote in an introduction to the 50-page “Audit Best Practices for Detecting and Curtailing Charter School Fraud.”
There were multiple failures that allowed the Academics Arts and Action Education (A3) charter network of 19 schools to pilfer tens of millions of dollars in public funding. The multi-agency task force focused on strengthening the auditing process, because a system of detecting and quickly responding to possible fraud relies on effective annual reviews by professional, independent auditors, who are overseen by Cohen’s department.
San Diego Superior Court Judge Robert Longstreth signed an order in September 2023 establishing the multi-agency task force after observing how A3 exploited weaknesses in the auditing system. A3 fraudulently enrolled participants in its summer athletic programs into the charter school’s academic program so that it could claim average daily attendance funding, even though the students received no education services. Additionally, private schools and other programs that participated in the enrollment scheme received a portion of the state’s per-student funding while A3 pocketed the rest, according to the report.
In 2021, Sean McManus and Jason Schrock, A3’s founders, pleaded guilty to a conspiracy to commit theft of public dollars for the phantom enrollments. In return for serving four years on house arrest, the executives agreed to repay $37 million.
The State Controller’s Office and the San Diego County District Attorney’s Office, which prosecuted A3, led the task force. It also included divergent perspectives from the California Charter Schools Association, the California School Boards Association, and the California County Superintendents.
Many of the recommendations will require legislative action and additional funding to implement, as noted in the report in a section titled “Obstacles and Solutions.” While charter school advocates and district authorizers agree in principle that there’s a need for changes, they have disagreed in the past over specifics of added regulation. The report called for collaboration among those with differing perspectives.
This is the third significant report this year that looked at the multiple breakdowns of oversight responsibility and holes in transparency laws that failed to spot flagrant violations by A3 and now-defunct Inspire Charter Schools, a home-school charter network that could not account for tens of millions of dollars in state funding.
Both groups made similar recommendations for stronger oversight, including demanding that nonprofit charter school boards scrutinize third-party contracts for conflicts of interest.
The authorizers’ task force called for establishing a statewide Office of Inspector General to investigate and prosecute financial fraud in school districts, community colleges and charter schools.
The LAO-FCMAT report also called for limiting small school districts’ ability to authorize large-scale charter networks. Not only do they lack the knowledge and capacity to monitor complex operations, but the oversight fees they can charge, sometimes reaping millions of dollars yearly, could create an incentive to look the other way. Dehesa School District, with one school in the San Diego County foothills, chartered three A3 and two Inspire charter schools.
The failure of an audit to catch A3’s “exponential” fluctuations in enrollment was one area that the report said needed fixing. It recommends tracking enrollment and attendance changes monthly; had this been in place, an auditor may have identified a potential for fraud.
Other recommendations
Qualifying, certifying and evaluating accountants: Currently, only 22 certified public accounting firms — less than 0.1% of licensed accounting firms in California — audit 93% of school districts and charter schools, according to the report. As a result, the report stated, “The poor performance of any one CPA firm may significantly impact the quality and reliability of school audits.” And those auditing schools have not been required to have any training specifically on auditing schools.
The report recommends:
Requiring 24 hours of training on school auditing before an auditor can be listed among certified public accountants eligible for school auditing.
Requiring the State Comptroller’s Office to do a quality review after an auditor’s first school audit.
Adding conditions for deleting a poorly performing auditor from the state’s auditor eligibility list.
Frequent turnover in a charter school’s auditors can be “a red flag” for a subpar auditor or a district with possible misconduct. The report recommends monitoring for these trends.
Conflicts of interest: Some cases of charter fraud have revealed collusion between vendors with close personal ties to charter leaders, self-dealing by charter CEOs and other conflicts of interest that could lead to fraud or waste. Some boards of directors have failed in their legal responsibility to identify and prohibit them.
The report recommends financial disclosure statements for the top five highest-paid school employees, the 25 highest paid vendors, and disclosure statements for charter schools’ contracts with charter management organizations.
The report reiterates a best practice that some auditors apparently did not follow: To preserve independence, an auditor should never allow a school district or charter school to determine which financial transactions and enrollments should be sampled for an audit.
Some of the most visible cases of abuse have occurred with non-classroom based charter schools. Those are charter schools in which less than 80% of instruction occurs in person.
Consisting of hybrid charter schools and home schools, they comprise about a quarter of the state’s 1,300 charter schools and nearly 40% of charter school students. Exclusively online charter schools are only a small piece.
Non-classroom-based charter schools are also increasingly popular with parents seeking scheduling flexibility and more options in their children’s education.
In 2019, the Legislature imposed a two-year moratorium on approving new non-classroom-based charter schools and has extended it twice.
Thus, there will be pressure on the Legislature to consider the auditing and oversight reforms that the three reports have suggested before the moratorium ends in 2026.
Courtesy of California State University, Bakersfield
Vernon B. Harper Jr. is scratching the word “interim” from his nameplate at California State University, Bakersfield.
Harper, who has served as the university’s interim president since the end of 2023, was named CSUB’s permanent president on Wednesday, the second day of a Cal State board of trustees meeting dominated by discussions about the financial pressures facing the university system. The system is projecting a $400 million to $800 million budget gap in 2025-26 as state leaders signal their intention to reduce funding for CSU.
CSU Bakersfield has been able to prevent students from feeling the effects of a reduced budget, Harper said, buoyed by growing enrollment this school year. His focus is on making what he calls a “pivot towards the community” — expanding programs to boost the number of Kern County high school graduates and community college transfer students who enroll at CSUB. The Central Valley is growing rapidly but has lower college attainment than the rest of the state.
Harper envisions the university taking a more active role alongside local K-12 schools to increase the number of students who meet A-G requirements, the coursework that makes students eligible to start college at a Cal State or University of California campus. Only 36% of Kern County high school graduates completed such coursework in the 2022-23 school year, according tostate education data, compared with 52% of high school graduates statewide.
“That’s the real transition that the institution is making. It is to accept those problems as our own,” Harper said. “We’re partnering with our K-12 providers and making sure that we’re doing absolutely everything we can to raise that statistic. We’re not just going to sit back passively and watch our community go in a direction that we don’t want it to go.”
One example of the work Harper hopes to get done: CSUB’s teacher education program is forming a task force with the Kern County Superintendent of Schools Office and the Kern High School Districtin a bid to increase the number of students who are A-G qualified, he said.
The campus is also experimenting with ways to get local students thinking about college even before they leave middle school. It recently started a pilot program with four middle schools and four high schools in which students as young as 12 will receive notices that they are guaranteed admission to CSUB so long as they meet A-Grequirements.
“We’ve seen that with young people, especially in under-resourced populations, their vision is truncated by their circumstance,” Harper said. “Whatever we can do, we have a responsibility to do, to extend that vision as far as it can go.”
The past decade has seen rising graduation rates at CSUB. Among first-time, full-time freshmen who entered Cal State Bakersfield in 2017, 49% graduated in six years, an almost 10 percentage-point increase from 2007. But the school has not caught up to some of its Cal State peers. Systemwide, the six-year graduation rate for the same group of students in the fall 2017 cohort was roughly 62%.
Harper said that the intervention that seems to have the most impact on improving graduation rates is pairing students with an academic adviser who works with them throughout their time at CSUB, guiding them through unforeseen challenges, like switching into a course that fits the student’s work schedule.
“As much as we can invest in that activity, the more positive outcomes that we (see),” he said.
The university is also experiencing some of the same longstanding graduation equity gaps that exist across California higher education. The six-year graduation rate among Black students who entered CSUB as freshmen in the fall 2017 cohort was 40%, lagging Asian, Latino and white students.
Harper has backed several CSUB initiatives to attract and retain Black students. Harper said that community college students at Bakersfield College who participate in the Umoja program, which includes courses on African American culture as well as mentorship and academic counseling, will find they can continue receiving similar support now that CSUB has its own Umoja program for transfers. The campus plans to open a Black Students Success Center in the spring and has already hired a group of faculty members whose work is focused on minoritized communities, Harper said.
Harper’s tenure as CSUB’s permanent president begins at a moment when the California State University system is raising financial alarm bells.
Cal State leaders are anticipating that a $164 million increase in revenue from tuition hikes will not be enough to alleviate other stresses on its budget. The system expects that state general fund revenue will drop nearly $400 million, according to a September budget presentation, and that $250 million in compact funding will be delayed. The university system also faces rising projected costs, including for basics it can’t avoid like increased health care premiums and utilities expenses.
Speaking at a Sep. 24 meeting, trustee DiegoArambula said the university system has “almost been too effective at making these cuts year over year over year” without explaining to legislators the impact those budget reductions are already having on students.
“We are doing everything we can to make them as far away from students, but a hiring freeze is a hiring freeze, and that does impact students if we’re not bringing someone into a role that we know is important,” Arambula said. “It’s impacting our staff, who are taking on more to try and still meet the needs of the students who are here.”
CSUB officials last spring said they planned to cut the school’s 2024-25 net operating budget by about 7%, citing a decline in enrollment and increased salary and benefits costs. The school had less than a month of funding in its rainy day fund in 2022-23, slightly less than the net operating budget across the CSU system at that point.
But Harper said enrollment this year is up between 4% and 5%, driving tuition growth that is alleviating some budget pressure. The campus also has made temporary cuts to areas that aren’t student-facing, he said, such as professional development.
“We’ve been able to really, really shield any negative effects on students,” Harper said.
Harper succeeds Lynnette Zelezny as president. He was previously Cal State Bakersfield’s provost and vice president for academic affairs. He will receive a salary of $429,981 and a $50,000 housing allowance.
Harper was first hired at CSUB in 2016. Prior to his arrival at Cal State Bakersfield, he worked at West Chester University of Pennsylvania, Wilkes University of Pennsylvania and the State Council for Higher Education of Virginia.
He holds a bachelor’s degree in communication from Pennsylvania State University, a master’s degree in rhetoric from West Chester University and a doctorate in human communication from Howard University. He served eight years in the U.S. Army Reserve.
This is an amazing story about the new Pope. Not only is he the first American-born pope, not only is he the first Peruvian pope, but he is descended on his mother’s side from Afro-Caribbeans.
Robert Francis Prevost, the Chicago-born cardinal selected on Thursday as the new pope, is descended from Creole people of color from New Orleans.
The pope’s maternal grandparents, both of whom are described as Black or mulatto in various historical records, lived in the city’s Seventh Ward, an area that is traditionally Catholic and a melting pot of people with African, Caribbean and European roots.
The grandparents, Joseph Martinez and Louise Baquié, eventually moved to Chicago in the early 20th century and had a daughter: Mildred Martinez, the pope’s mother.
The discovery means that Leo XIV, as the pope will be known, is not only breaking ground as the first U.S.-born pontiff. He also comes from a family that reflects the many threads that make up the complicated and rich fabric of the American story.
The link is a gift article so feel free to open it and read about the genealogical research.
Early this year, the California Department of Health Care Access and Information introduced the new Certified Wellness Coach program, aimed at improving the state’s inadequate capacity to support growing behavioral and mental health needs in California’s youth.
The program is part of the historic five-year, $4.6 billion state-funded Children and Youth Behavioral Health Initiative, of which the Department received $278 million to recruit, train and certify a diverse slate of mental health support personnel, or certified wellness coaches, in schools and community-based organizations across the state.
Sharmil Shah, assistant deputy director of the California Department of Health Care Access and Information.
According to Sharmil Shah, assistant deputy director of the California Department of Health Care Access and Information, certified wellness coaches work under a care team of licensed clinicians and professionals in pre-K, K-12 and post-secondary school settings. Most coaches have relevant associate or bachelor’s degrees in social work and human services and are trained in nonclinical behavioral health support.
Shah says the program strives to become a long-term response to a long-term crisis in California — that rates of anxiety and depression among the state’s children shot up by 70% between 2017 and 2022, and that following the COVID-19 pandemic, many adolescents experienced serious psychological distress and reported a 20% increase in suicides.
As part of a five-year initiative’s broader push to redefine student success, the program builds on research that behavioral interventions also improve academic performance and attendance in schools. In fact, anxiety, depression and mental health are the top health-related drivers of absenteeism since the onset of the pandemic, according to the Los Angeles Trust for Children’s Health. Simply put, students who feel better do better in school.
EdSource interviewed Shah about the new wellness coach program. Her remarks have been edited for length and clarity.
Describe the Certified Wellness Coach program. What can young people expect from the new wellness coaches?
Certified wellness coaches are meant to be an additional, trusted adult on a school campus — whether it’s an elementary school, middle school, high school or a college campus. This is a person that young people can turn to in times of need. Coaches would offer preventive and early intervention services and are intended to support a child or even a 25-year-old before a severe behavioral health need arises.
Some of the things that a parent or a child might see are classroom-level presentations, supporting school counselors with [mental health] screenings, individual and small group check-ins, wellness education and referrals to advanced behavioral health providers in times of crisis, among many other services.
What are the two types of wellness coaches, and how are their roles different?
There is a Certified Wellness Coach 1 and Certified Wellness Coach II. The Certified Wellness Coach 1 offers entry-level behavioral health supports, such as structured curriculum, to small groups or classrooms, which are focused on wellness promotion and education, mental health literacy — understanding the language of mental health — and life skills. They also support screenings for young people, connect them to behavioral health resources and professionals. If it becomes apparent that someone has a more significant need for behavioral health services, they’ll do a warm hand-off to a higher level of care.
The Certified Wellness Coach II provides a little more in-depth prevention and early intervention support to children and youth. They provide structured curriculum for groups or classrooms that’s focused on enhancing awareness of common behavioral health conditions like depression, anxiety. The Certified Wellness Coach II can help young people overcome maladaptive thinking patterns, distraction strategies and emotional regulations, and are able to do higher level interventions than a Certified Wellness Coach 1.
To support a mental health screening, a Certified Wellness Coach 1 can give the child some information about it, but they won’t administer the questions. The Certified Wellness Coach II can actually facilitate a screening process, be in the room and get everything set up, but they must still all be under the guidance of a school counselor who has qualifications to administer the screening and ask the questions, for example.
Why was it important to implement the program at all levels of schooling — from early education to community college?
It’s essential for children and youth to get help earlier on in the continuum of care, especially before a crisis arises. We believe that by supporting them at a younger age, we can provide them with the tools and skills to support their behavioral health and build resilience as they age. Wellness coaches can support youth through all the different changes, not only as related to age, but to life in general. We start at a very young age and then continue to an age where they can actually remember and hold onto the skills that they’ve learned.
How did the pandemic shape your vision for the program?
For students, we saw increased levels of anxiety, depression, social isolation, a disruption in their education, economic difficulties, and, of course, a lot of loss and grief. Children and adolescents lost family members who did not survive the pandemic. From research, we knew that there was already a youth mental health crisis in the state of California. The pandemic exacerbated it.
One system alone cannot address these challenges, but the school system is where all the kids are. There’s just not enough school personnel to address the need across the state. Through the development of this workforce, we hope that we can complement the incredible work that the educators are already doing by being a partner in their students’ health. Our wellness coaches can focus on social isolation, anxiety, feelings of sadness, and feeling connected and able to talk to somebody.
In a 2022 survey, about 55% of teachers said they would retire earlier than planned due to burnout from the pandemic. Could wellness coaches help relieve some of that ongoing burnout?
I was a PTA president, and I was in those environments in which I saw that there’s a child in the classroom that clearly looks like they need behavioral health services, and the teacher is spending maybe 90% of his or her time on that student, and the rest of the [students] are just kind of running around in circles. The current counselor-to-student ratio in California is about 1 to 464. It’s impossible, and it’s nearly double the recommended ratio. As the staff that spends the most time with students, the burden of supporting student behavioral health often falls on the teacher. That’s just not sustainable. That’s not helpful for the teachers, and they can’t do their job. By adding additional behavioral health professionals on campus, like wellness coaches, we can hopefully alleviate some of that burden and allow teachers to focus on the academic success of their students.
How will certified wellness coaches serve youth from multilingual or multicultural backgrounds? Will coaches reflect the demographics and experiences of their school’s student body?
Equity and effective access to care is a cornerstone of our programs. We have been recruiting diverse candidates to become wellness coaches and making sure that we adequately address cultural responsiveness and humility as part of their training. We have done very extensive marketing and outreach campaigns that use a variety of channels and messaging to get to as many populations as we can, including underserved and underrepresented communities.
We also selected our employer support grant awardees, mostly schools and some community-based organizations, based on geographic spread, to make sure that all 58 counties were represented and could hire coaches. And then we also provided special consideration to Title 1 [low income] schools, organizations whose staff speak multiple languages, and organizations that support Medi-Cal students. And then we had two scholarship cycles to support students who wanted to become wellness coaches. We [will support] their tuition and living expenses, especially for those who came from different backgrounds or didn’t have a lot of resources.
We are also partnering with California community colleges, which offer resources and support for underserved and underrepresented populations to enter the wellness coach system. What we found in our research is that 65% of their students were classified as economically disadvantaged. So we’re already addressing those groups.
And as part of our certification requirements, we’re focusing on specific degrees such as social work, human services and addiction studies, which already include cultural responsiveness and cultural humility as part of their key learning outcomes. What we’ve heard anecdotally from a lot of young people is that, “I don’t see myself in the people that are helping me or serving me,” and we want them to feel safe and comfortable with the person that they’re talking to.
Where are you in the rollout of the program?
In February 2024, we launched the certification program for wellness coaches. As of Sept. 17, we have certified 383 coaches, and that number is steadily growing. We’ve done so much outreach and engagement and social media blips and radio ads, because we need to be able to reach the young people where they are. As of August, the Department executed 64 21-month grant awards of $125 million to employer support grants for schools and community-based organizations to hire wellness coaches. That will fund the placement of more than 1,500 certified wellness coaches between this school year and next school year. And then, also, in August, we awarded 99 individuals with scholarships totaling about $2.8 million for those pursuing degrees with which they apply to become a certified wellness coach.
How can the program address broader post-pandemic issues such as chronic absenteeism and declining school enrollment?
We’re hoping that wellness coaches will strengthen young people by providing them with a safe place to share their fears and teaching them the skills necessary to cope with life’s challenges. We believe that equipping them with these skills will decrease absenteeism, help them focus on their schoolwork and also be able to have them integrate themselves into the school environment. Young people with behavioral health conditions are sometimes isolated, bullied, made fun of and may not even like school as a result of all of those things that are going on. If they have a safe place, a safe adult, a safe person that they can talk to about some of the feelings they have, they will be happy to come back to school, look at it as a place of learning and a place to make friends.
What kind of challenges do you foresee in keeping the program running and successful?
Sustainability. Everything runs on the mighty dollar. We are in the final years of the [Children and Youth Behavioral Health Initiative] right now, and we can use those funds to sustain the program for probably another year or two. We are actively partnering with the Department of Health Care Services, and other state departments, to make certified wellness coaches’ services billable through Medi-Cal [and commercial insurance], which will support sustainable financing in our schools [beyond the five-year initiative].
Extensive research has demonstrated that students who feel like they belong in schools perform better in the classroom and have better rates of attendance. This not only benefits the student, but it also potentially benefits the schools in retaining coaches, as school finances are based in-part on school attendance.
What kind of feedback have you received about the program?
I had a student who said, “I didn’t really feel like there were a lot of places to go to, even though they had help available. I didn’t trust people to confide in.” You never want people to feel like they have nowhere to go or that they’re alone. This was a student who would then become a wellness coach. Another student who became a wellness coach said that she didn’t feel there was enough support when kids needed help where she lived. She said, “If I’m struggling, I want to know there’s someone there for me if I genuinely need it.” She said she’s had really hard days, but being able to open up and talk about it makes the world seem a little more colorful. It makes her feel lighter on her feet.
We had some parents indicate that wellness coaches are a great way to give back to the community, because they’re giving back to our future, our children. It’s helping them be productive members of society and be the best version of themselves.
Heather Cox Richardson recounts the important exchanges between the new Pope, Leo XIV, and JD Vance, on the subject of immigrants. Vance, a convert to Catholicism, described Catholic doctrine and was quickly rebuffed at the time both by Pope Francis and by the future Pope. So, JD Vance has the dubious distinction of being rebuffed by two Popes!
Today, on the second day of the papal conclave, the cardinal electors—133 members of the College of Cardinals who were under the age of 80 when Pope Francis died on April 21—elected a new pope. They chose 69-year-old Cardinal Robert Prevost, who was born in Chicago, thus making him the first pope chosen from the United States. But he spent much of his ministry in Peru and became a citizen of Peru in 2015, making him the first pope from Peru, as well.
New popes choose a papal name to signify the direction of their papacy, and Prevost has chosen to be known as Pope Leo XIV. This is an important nod to Pope Leo XIII, who led the church from 1878 to 1903 and was the father of modern Catholic social teaching. He called for the church to address social and economic issues, and emphasized the dignity of individuals, the common good, community, and taking care of marginalized individuals.
In the midst of the Gilded Age, Leo XIII defended the rights of workers and said that the church had not just the duty to speak about justice and fairness, but also the responsibility to make sure that such equities were accomplished. In his famous 1891 encyclical Rerum Novarum, translated as “Of New Things,” Leo XIII rejected both socialism and unregulated capitalism, and called for the state to protect the rights of individuals.
Prevost’s choice of the name Leo invokes the principles of both Leo XIII and his predecessor, Pope Francis. In his own lifetime he has aligned himself with many of Francis’s social reforms, and his election appears to be a rejection of hard-line right-wing Catholics in the U.S. and elsewhere who have used their religion to support far-right politics.
In the U.S., Vice-President J.D. Vance is one of those hard-line right-wing Catholics. Shortly after taking office in January, Vance began to talk of the concept of ordo amoris, or “order of love,” articulated by Catholic St. Augustine, claiming it justified the MAGA emphasis on family and tribalism and suggesting it justified the mass expulsion of migrants.
Vance told Sean Hannity of the Fox News Channel, “[Y]ou love your family, and then you love your neighbor, and then you love your community, and then you love your fellow citizens in your own country, and then, after that, you can focus and prioritize the rest of the world. A lot of the far left has completely inverted that.” When right-wing influencer Jack Posobiec, who is Catholic, posted Vance’s interview approvingly, Vance added: “Just google ‘ordo amoris.’ Aside from that, the idea that there isn’t a hierarchy of obligations violates basic common sense.”
On February 10, Pope Francis responded in a letter to American bishops. He corrected Vance’s assertion as a false interpretation of Catholic theology. “Christians know very well that it is only by affirming the infinite dignity of all that our own identity as persons and as communities reaches its maturity,” he wrote. “Christian love is not a concentric expansion of interests that little by little extend to other persons and groups…. The true ordo amoristhat must be promoted is that which we discover by…meditating on the love that builds a fraternity open to all, without exception.”
“[W]orrying about personal, community or national identity, apart from these considerations, easily introduces an ideological criterion that distorts social life and imposes the will of the strongest as the criterion of truth,” Pope Francis wrote. He acknowledged “the right of a nation to defend itself and keep communities safe from those who have committed violent or serious crimes while in the country or prior to arrival,” but defended the fundamental dignity of every human being and the fundamental rights of migrants, noting that the “rightly formed conscience” would disagree with any program that “identifies the illegal status of some migrants with criminality.” He continued: “I exhort all the faithful of the Catholic Church, and all men and women of good will, not to give in to narratives that discriminate against and cause unnecessary suffering to our migrant and refugee brothers and sisters.”
The next day, Trump’s border czar, Tom Homan, who said he was “a lifelong Catholic,” told reporters at the White House, “I’ve got harsh words for the Pope…. He ought to fix the Catholic Church and concentrate on his work and leave border enforcement to us.”
Cardinal Prevost was close to Pope Francis, and during this controversy he posted on X after Vance’s assertion but before Pope Francis’s answer: “JD Vance is wrong: Jesus doesn’t ask us to rank our love for others.” After the pope published his letter, Prevost reposted it with the comment: “Pope Francis’ letter, JD Vance’s ‘ordo amoris’ and what the Gospel asks of all of us on immigration.”
On April 14, Prevost reposted: “As Trump & [Salvadoran president Nayib] Bukele use Oval to [laugh at] Feds’ illicit deportation of a US resident [Kilmar Abrego Garcia], once an undoc[ument]ed Salvadorean himself, [Bishop Evelio Menjivar] asks, ‘Do you not see the suffering? Is your conscience not disturbed? How can you stay quiet?’”
The new Pope Leo XIV greeted the world today in Italian and Spanish as he thanked Pope Francis and the other cardinals, and called for the church to “be a missionary Church, building bridges, dialogue, always open to receiving with open arms for everyone…, open to all, to all who need our charity, our presence, dialogue, love…, especially to those who are suffering.”
As an American-born pope in the model of Pope Francis, Pope Leo XIV might be able to appeal to American far-right Catholics and bring them back into the fold. But today, MAGAs responded to the new pope with fury. Right-wing influencer Laura Loomer, who is close to Trump, called Pope Leo “another Marxist puppet in the Vatican.” Influencer Charlie Kirk suggested he was an “[o]pen borders globalist installed to counter Trump.”
In the U.S., President Donald Trump, who said he would like to be pope and then posted a picture of himself dressed as a pope on May 2, prompting an angry backlash against those who thought it was disrespectful, posted on social media that the election of the first pope from the United States was “a Great Honor for our Country” and that he looks forward to meeting him. ‘It will be a very meaningful moment!” he added.
Jessie Ryan, president of the Campaign for College Opportunity
Courtesy of the Campaign for College Opportunity
One of California’s top higher education advocacy groups, the Campaign for College Opportunity, has a new leader.
Jessie Ryan, who took over as president of the organization on July 1, has worked at the campaign for 19 years, most recently as an executive vice president.
Under Ryan’s predecessor, Michele Siqueiros, the campaign sponsored legislation making it easier for community college students to skip remedial math and English classes and enroll immediately in transfer-level courses. The organization has also advocated for reforming the state’s financial aid program and backed legislation intended to make it easier for students to transfer from a community college to a four-year university.
Ryan, who is a product of the Los Rios Community College District and San Francisco State University, recently spoke with EdSource about her priorities and how she plans to build on the campaign’s work around remedial education, improving transfer and expanding financial aid, among other topics.
The following conversation has been edited for clarity and length.
What are your main priorities as the campaign’s new president?
I’d love to share with you a little bit about my journey because I think it connects to my priorities as well.
I was raised by a single mother who always dreamed of going to college, and she did not succeed in reaching her college dream. We moved around a lot and struggled with homelessness and food insecurity. She really instilled in me from the time I was 4 or 5 years old that a college education was going to be my pathway out of poverty.
When I went to a community college, I had no clue as to how to access financial aid, how to develop an education plan so that I could transfer — all of these key things that would be building blocks to lifetime success. And just by luck, I ended up finding a counselor who really changed my life. Because of her, instead of going into remedial math, I had access to statistics. Because of her, I got an education plan to transfer and worked 35 hours a week and went to three campuses simultaneously to transfer.
When I did transfer, my mother became homeless again, and I was faced with this question of, do I drop out? And I did not have an associate’s degree to show for my work because the requirements to transfer did not align with the requirements to get an associate’s degree.
And years later, I would find out that these were the experiences of millions of community college students across the state. Students being put into remedial sequences from which they could never recover based on one high-stakes test. Or having to repeat coursework because the requirements to transfer didn’t align with the requirements to get an associate degree, and sometimes dropping out and having nothing to show for their work.
Those have been two of the bedrock policies that we have worked on at the campaign over the years, alongside a host of other issues. The campaign is going to continue to be at the forefront of policy transformation.
The Campaign for College Opportunity previously sponsored Assembly Bill 705 and co-sponsored Assembly Bill 1705, bills meant to make it easier for community college students to skip remedial math and English classes and access transfer-level coursework right away. How do you assess the implementation of those bills, and do you expect there could be additional legislation?
We are not currently looking at additional legislation, but I wouldn’t say it is off the table, should it be necessary moving forward. AB 705 was one of most significant equity levers in ensuring that students are completing college-level math and English, accessing college-level math and English. There is significant data that has supported why this reform was necessary. But despite that, what we have marveled at is the level of continued opposition.
We’ve been really lucky to have, through former (California Community Colleges) Chancellor Eloy Oakley and now Chancellor Sonya Christian, champions who are committed to this issue. But it has been a fight year after year, more recently with the pandemic. A lot of people want to say that because of the pandemic, students are less prepared than ever before. And yet what we have seen from the most recent data is that students who access transfer-level math and English have done as well as in the prior years or even slightly better.
I think that the next iteration of this work is going to be, how do we implement equitable access to college-level math and English for our STEM (science, technology, engineering and math) students and for our ESL (English as a second language) students? Because those are the last two pieces of 705 and 1705 that need to be addressed and built out. The chancellor’s office is already talking with us at the campaign about helping to guide what the successful ESL implementation would look like for our multilingual learners.
Where I think there’s potential for additional legislation and potential for additional budget investment is around co-requisite. Students who take co-requisite courses alongside transfer-level math and English succeed at higher rates. And so I think where we are is, how do we analyze evidence-based high quality co-requisite and resource it at scale? Because then it allows us to celebrate not just a 100% access to transfer-level math and English, but stronger throughput, stronger completion rates.
Last year, Gov. Gavin Newsom signed AB 1291 to create a pilot program in which students seeking to transfer to UCLA will get priority admission if they complete an associate degree for transfer starting in 2026-27. The campaign at the time said it appreciated the legislation but called it only a first step. Do you have plans to try to further improve transfer to the University of California?
We have over the years struggled with the reality that UC, while they’ve made some significant progress in meeting the needs of transfer students, can and should do more. They have had transfer admission guarantees, but they’re not at all campuses. And for community college students who are trying to prepare, they want to be able to use the associate degree for transfer, not just for admissions consideration, but for an admissions guarantee, if not to the campus of choice, to the system at large.
With 1291, the original bill was not a pilot. But it was amended to a pilot in the final stages of the legislative cycle. It is a first step. I appreciate that it’s a first step and that UCLA would be an important campus.
But at the end of the day, that pilot should be used to take the associate degree for transfer to scale. It should not live in isolation. How do we make sure that with UCLA’s new leadership, this is prioritized in such a way that sets it up for success and applicability for other campuses across the state? I hope that that will be the case.
Lawmakers and advocacy groups for years have said they want to reform the Cal Grant to make it simpler and make more students eligible for aid, but it hasn’t happened yet because of the state’s fiscal woes. Is Cal Grant reform still a goal of the campaign?
We’ve been in touch, me and the new head of the California Student Aid Commission, Daisy Gonzales. She brought together a small group of partners to talk about how we can begin looking ahead to do what we need to so that we don’t find ourselves in this position again. Recognizing that there’s not going to be the kind of funding we need to actualize the Cal Grant Equity Framework this year, how do we start thinking about alternative funding sources and a multi-year approach that might allow us to take on pieces of the Cal Grant Equity Framework until we get to a place of full funding?
What kinds of alternate funding have been discussed?
We’re very early in conversations about alternative funding sources, but right now I’m encouraged because Daisy and the California Student Aid Commission are saying we need to think big. Is there the possibility of going after new dollars? Could we even be talking about seeing if there could be a tax that would be able to fund the kind of financial aid that would drastically expand access for students across the state?
But they’re early conversations. Nothing is moving yet. What I will say, though, is, for me, having done this work for nearly 20 years, sometimes the greatest innovation comes at a moment of desperation. Or a moment of budget malaise. And so instead of just standing on the sidelines, I really think there is power in folks in the education equity community, our higher ed institutional partners and our Student Aid Commission saying, ‘Here are the suite of options that we’re looking at,’ recognizing that this is going to take a few years to be able to see into fruition.
Do you have any specific goals or priorities related to the California State University system?
At the CSU system, we are seeing that there have been some really strong practices adopted around inclusive hiring, cluster hiring to ensure that faculty and leadership reflect the diversity of the state. There has been some really good work that has happened to support Black learner excellence and innovation. I would say an example of that right now is what we’re seeing with Sac State developing the first Black Honors College in the nation and what is going to be the house to a dedicated $2 million fund to support Black learner success systemwide. We want to really work with the system and accelerate those efforts because I think the challenge here is we know that some campuses have done well and others have not. And really the key to equity moving forward is going to be to ensure that all CSU campuses offer the same type of quality experience for our Black and Latinx students that some leaders on campuses are prioritizing. I think it becomes even more important that we elevate those high-impact practices like cluster hiring and dedicating funding to ensure welcoming campuses right now than ever before, because students and families are questioning the value of college.
In response to the Supreme Court ban on race-conscious admissions, California people have said, ‘Well, we’ve had Proposition 209 for quite some time. So does this really affect us?’ But the reality is we have seen that there is a chilling effect often after these types of decisions. Students and families are questioning the value of college. Students and families are wondering whether or not college is affordable, accessible, worth enrolling in at this time. And so I do believe that given the size, the significance of the CSU system, we have a huge opportunity to say we’re going to do more than ever before in the Graduation Initiative, to make sure that those gains are actually resulting in not just real number gains for all student populations and racial and ethnic subgroups, but closing of equity gaps.
A new report released by the College Futures Foundation finds that while a large majority of California college programs allow graduates to recoup the costs of their postsecondary education in five years or less, a handful leave recent graduates earning less than the typical Californian with only a high school education.
The report by researcher Michael Itzkowitz of the HEA Group finds programs that did not result in recent graduates earning more than people with a high school diploma were concentrated at private, for-profit colleges. The paper flags such programs as having no economic return on investment.
By contrast, all programs analyzed at the California State University and the University of California had a positive return on investment, measured as the difference between the median graduate’s earnings five years after graduation and the median earnings among Californians aged 25 to 34 with no college education. Less than 1% of programs at both university systems were expected to take more than 10 years to pay off.
Eloy Ortiz OakleyCredit: College Futures Foundation
Eloy Ortiz Oakley, the president and CEO of the College Futures Foundation and a former chancellor of California Community Colleges, said the report is a response to survey data highlighting increasing skepticism about the value of higher education amid its rising costs.
“Paying for a higher education is, in many ways, one of the biggest investments that a student or their family is going to make in their life, second probably only to a mortgage,” he said. “If you think about it, people get a lot more information about other investments that they’re going to make, or other indebtedness they’re getting into, than they do when they invest in an institution of higher education. So we want to make sure that there’s greater transparency and more information for the student and their families when they’re investing in higher education.”
Oakley said the report is not a judgment on whether a particular academic program should be offered as a result of its economic payoff. Rather, he said the report aims to help Californians to think of a college or university’s value less in terms of its acceptance rate and more in terms of its potential for increasing graduates’ economic mobility.
Defining ‘return on investment’
The report, “California College Programs That Pay,” analyzes data from the U.S. Department of Education’s College Scorecard to understand the earnings of roughly 260,000 people who graduated from undergraduate certificate, associate and bachelor’s degree programs in California with support from a federal loan or grant.
Looking at 2,695 programs across 324 institutions, Itzkowitz compared students’ out-of-pocket costs for a credential to the additional money they earn as a result of completing it.
To judge how much a postsecondary program costs, the study uses colleges’ self-reported data on how much students are responsible for paying after deducting grants and scholarships. That figure includes not just tuition, but also fees, books, supplies and other living costs. This net cost is used to calculate a price-to-earnings premium, a measure of how many years it will take to recoup the cost of a credential.
The study makes a couple of simplifying assumptions to calculate that premium.
The first is that students will take one year to earn a certificate, two for an associate degree and four for a bachelor’s degree. Those assumptions are not true for many students in practice. For example, only about 36% of Cal State first-year students who started in 2019 completed their degrees in four years. In cases where finishing a program over an extended period of time would be more expensive, the study could underestimate students’ actual costs.
A second assumption is that every program offered by a given institution cost the same, since cost breakdowns for given fields of study were not available.
Finally, the study universe is limited to students who graduated, not those who started a program but didn’t finish it. Previous research suggests students who start a college program but don’t receive a credential tend to earn less than graduates, Itzkowitz said, and are more likely to struggle to pay down debt.
Report highlights
Across all programs included in the study, Itzkowitz calculated that 88% prepared graduates to earn back the costs of their credential in five years or less. Median earnings five years after graduation were at least $10,000 more than those of a typical high school graduate for the vast majority of programs, too.
But 12% of programs left graduates taking five years or longer to recover out-of-pocket costs and, of those, 112 were flagged as having no economic return on investment.
The report also notes differences across education sectors. Itzkowitz found that 17% of programs offered by for-profit schools had no return on investment, compared with only 1.2% and 1.3% of majors and credentials at nonprofit and public institutions, respectively.
One way for-profit institutions differed from their nonprofit and public peers is that the for-profit institutions offered the most undergraduate certificates in the state — and a larger share of those programs resulted in no economic payoff. Two fields, cosmetology and somatic bodywork, stood out as having the most programs with no measured return on investment.
Still, many programs showed returns even at a one-year time horizon. The report calculated that almost half of programs at public institutions allowed graduates to recoup the costs of their credential within a year. Among private, nonprofit institutions, 7% of programs positioned graduates to earn back their costs within that period. Thirteen percent of for-profit institutions met the same criteria.
Oakley said that he hopes the report inspires more research into whether higher-earning programs are attracting students of color, where high-return programs are located regionally and how to replicate programs giving the best economic payoff.
“There are a lot of programs within our public institutions that provide a good return on investment,” he said. “What surprises me is that when we ask those institutions why, they don’t necessarily know why.”
Other approaches to measuring the value of college
While the College Futures Foundation report focuses on graduates’ earnings in the five years after they graduate, other recent research has sought to project college-goers’ earnings over a longer time horizon.
For example, a 2019 report from Georgetown University’s Center on Education and the Workforce ranked 4,500 colleges by calculating their projected returns 40 years after enrollment. That analysis estimates the net present value of a student’s potential future earnings — that is, it balances the costs of paying for a college education today against the potential for higher earnings over time.
The Foundation for Research on Equal Opportunity in May released a study framing return on investment in terms of how much college increases a student’s lifetime earnings after subtracting the costs of college. Rather than compare college-goers to the median high school graduate, that study estimates what college-goers would have earned had they not pursued higher education. It also takes into account colleges’ actual completion rates, a step that acknowledges the risk to students that start a program but don’t finish it.
EdSource receives funding from several foundations, including the College Futures Foundation. EdSource maintains sole editorial control over the content of its coverage.
Dr. Betty Rosa has a long career in education as a teacher, principal, District Supervisor, Chair of the New State Regents and now the New York Commissioner of Education, selected by the Regents. She believes strongly that all schools should meet state standards, including the politically powerful yeshivas run by ultra-Orthodox Jews. They are politically powerful because they vote as a bloc. Presently they are loyal to Trump because of his commitment to giving taxpayer dollars to religious schools. At the state level, the yeshivas want to be free of the state requirement that they teach their students in English.
The Hasidic community was eager to persuade legislators to lower the standards for their schools. The State Education Department demanded that they comply with state law and provide a “substantially equivalent” education to their students. They prefer to teach in Hebrew or Yiddish or both. Yesterday the New York Times reported that Hochul was going along with the Hasidim. Terrible! She wants to run again, and she wants their support in 2026.
State Commissioner of Education Dr. Betty Rosa wrote the following letter to Governor Hochul:
Governor Hochul – you and legislative leaders have sold out children attending private schools in a most cynical manner- to curry favor with religious sects for purely political reasons.
The deficiencies in these schools are well documented by the State Education Department and in the media – most notably the New York Times. I know you are well aware of those findings.
As a former superintendent of schools and college president I encountered the deficiencies in yeshiva education first hand as we sought to help orthodox students achieve college degrees following “education” at a variety of yeshivas and seminaries. The yeshiva graduates were often illiterate, and could not demonstrate basic knowledge and skills let alone do college level studies. How could you allow this to continue?
Your failure to protect these children demonstrates lack of leadership and unwillingness to defend the basic rights of children to standards based educational opportunities that prepare them for life.
And then you have the audacity to pretend what you’ve done is just another option when it is a sham that will allow educational neglect to continue.
I have a long history of public service and educational leadership that put the interests of students first.
As a lifelong activist Democrat I am disgusted that you would not demonstrate principled leadership to stop this travesty.
Your attempt to appease the religious leaders who threaten your electoral success will almost certainly fail – and in the process you have alienated a significant number of us who would otherwise have voted for you once again.