Golden Gate Park: 150 Years of Memories

Published: San Francisco Weekly. July 31, 2020. View here.


As is surely the case for so many other San Francisco natives, Stuart Watts’ earliest memories are set in Golden Gate Park. He remembers playing at the old Children’s Park, before its remodel, and getting to know the shaggy bovines at the Bison Paddock. He fondly recalls watching the Model Yacht Club’s miniature boats zip by on Spreckels Lake and the comfort he felt when the always-dependable afternoon fog rolled over the avenues during his soccer practices at Lindley Meadow.

“In each part of my life, I felt different about the park — I felt like the park and I almost communicated differently,” Watts said. “But all in a positive way, almost like we were growing together.”

A fifth-generation San Franciscan, Watts’ familial ties to the city predate the park’s creation. And in his lifetime alone, Watts has witnessed several significant transformations: the rebuilding of the Conservatory of Flowers after its wreckage in a 1995 windstorm, the reopening of the rebuilt de Young Museum in 2005, and the unveiling of the decade-long remodel of the Academy of Sciences in 2008.

This year is a particularly significant one for the park: 2020 marks its 150th anniversary. To honor the occasion, SF Weekly spoke to 13 individuals with special connections to the city’s 1,017 acre shared backyard.

Overwhelmingly, those who shared their stories of the park spoke less about the numerous concerts and events that attract tourists and visitors. Indeed, several of the San Francisco natives interviewed for this story criticized what they see as the corporatization of the park — pointing specifically to the price of admission for the annual Outside Lands music festival, which can run well north of $300 — saying they wished to preserve the sanctity of the park by keeping it as accessible as possible.

Photo courtesy of Dennis Minnick

Those who share this view are not mourning the pandemic-related cancellations of Outside Lands or the grand festivities planned for the park’s anniversary year. (Two San Francisco natives said long-time Golden Gate Park superintendent John McLaren would be turning in his grave at the sight of the gargantuan, nonoperational ferris wheel currently seated at the edge of the Music Concourse.)

In fact, San Francisco native and local historian Woody LaBounty observed that the restrictions imposed by the COVID-19 pandemic have allowed San Franciscans to rediscover the park’s original intent.

“I go to the park and I see families barbecuing and sitting under trees and picnicking and playing frisbee and using the park the way it was originally intended, as a refuge,” LaBounty said. “To escape from urbanity.”

Sands of Time

Had San Francisco city officials listened to Central Park landscape architect Frederick L. Olmsted, Golden Gate Park would be located in the eastern half of the city, under Sutro Tower. (Alternatively, had the “Big Four” millionaires gotten their way, San Francisco would now have a mile-long horse racetrack inside the park).

San Francisco city officials, however, were adamant that a park would be constructed on the western side of the city — despite serious concerns that the site was unsuitable for urban development. These doubts were not unfounded; after all, in the 1860s, the site was not the natural oasis it is today, but rather an expanse of windswept, rolling sand dunes known as the “Outside Lands.”

Though Olmsted was initially selected to head the project, he said building a park on sand dunes would never work. So city officials chose 24-year-old William Hammond Hall to design Golden Gate Park instead.

Landscape architect Doug Nelson, who has done extensive research and work on Golden Gate Park, says that Hall, who was not college educated, “was a brilliant, genius kind of person.”

And, of course, the park was a success, thanks in large part to its reliance on available resources and the use of existing topography instead of flattening the sand dunes.

The park was also immediately popular upon its opening in April of 1870, initially drawing hundreds of visitors during the weekdays and thousands on the weekends.

Though it was a feat of ingenuity, Hall’s original plan merely consisted of a sketch he had done of the park. Detailed construction documents recording how the park was built largely don’t exist.

So in the 1990s, Nelson acted as the primary author of the park’s first comprehensive master plan, created to guide the development and renovation of the park. The plan, which is still in use, solidified the park as a historic resource worthy of preservation.

Photo courtesy of Debbie Cooper

Nelson and others who have worked on the park, like architect Debbie Cooper, remember the experience fondly. Cooper, who led the 1995–2003 restoration of the Conservatory of Flowers, said she loved visiting the worksite, recalling that each time she went she would get an exclusive, gardener-led tour of all of the orchids in bloom.

Cooper recalled other fond memories: constructing a temporary greenhouse made of shrink wrap and fitted with built-in irrigation, lighting and heating to protect a century-old philodendron; watching the butterfly release in the west wing of the building upon the Conservatory’s reopening; and the the day the Conservatory’s dome, constructed at ground level, was lifted and reinstalled.

“Everything fit just right,” Cooper recalled. “It was like the crown being placed on top of the building.”

Child’s Play

For San Franciscans like LaBounty who grew up in the Sunset or the Richmond Districts, Golden Gate Park served as a 1,017 acre backyard. And in the ’70s, at a time when the city was darkened by the “Zebra” murders and the Zodiac Killer, the park served as a safe haven.

“I was probably the last generation of the free range children that sort of ran around without too much supervision,” LaBounty says.

Other San Francisco natives remember countless family outings in the park as well as times spent wandering the park without parental supervision.

San Francisco native Lorna Carroll recalls the time she followed a group of kids into the park when she was around four years old. At the time, her dad sold vacuum cleaners out of a utility truck that had a loudspeaker, and he drove it around the streets shouting her name until she was found.

Having adventures and getting in trouble was a common thread that wove together most childhoods spent in the park. There was the illegal rope swing that was removed by gardeners and then repeatedly rehung in defiance, and pennies thrown at live alligators at the Academy of Sciences.

There were also stories of shocking things that went on at Stow Lake and Speedway Meadow — stories which were not divulged on the record.

And then there was the de Young Museum back when it was completely free. Long-time museum educator Sheila Pressley says she’s heard countless tales from San Francisco natives who recall running through the museum and visiting each week just to see the museum’s mummy.

As a child, the park was just experienced differently. Watts remembers feeling like the park was endless, as if “you couldn’t even reach a corner if you tried.”

After spending much of her life in the city, Carroll moved out of San Francisco. A few years ago, while on a trip with friends, she returned to Golden Gate Park for the first time in several years.

“I still felt the same way — kind of a homesickness,” she recalls. “That could be childhood memories. It’s a place you love and you love it when you go back.”

Golden Gate Gardeners

Photo by Grace Z. Li

After years spent exploring the park, San Francisco natives can easily recount their favorite hidden treasures — from secret histories to tucked-away meadows. But perhaps no one has more behind-the-scenes knowledge than George Foehr, who was once a third-generation Golden Gate Park gardener.

The Foehr family’s green thumb is evident in the park. Just look at the rhododendron dell, a feature of the park for over 70 years, which was first planted by Max Foehr.

In a fated encounter, Max, a German immigrant, crossed paths with long-time park superintendent John McLaren. The two men shared an interest in horticulture (Foehr’s relatives were gardeners for German royals). So McLaren invited Max to work for him in Golden Gate Park.

Max Foehr would go on to work as a gardener in the park for 47 years. Over that time he maintained a close relationship with McLaren.

“He was one of the few gardeners in the park that would talk back to ‘the old man,’ which is what they called McLaren,” says George Foehr, Max’s grandson.

George, who grew up on stories of the park, says McLaren would monitor gardeners from the green Packard he drove. To reward employees for doing a good job, “he’d pull his car over and have you come over to the car and do a shot of scotch whisky,” George says.

McLaren was a nature purist with a very particular vision for the park, a vision that was free of buildings and definitely free of statues. When he was forced to put statues in the park, McLaren would hide them with strategically placed shrubs and vines. Ironically, a statue of McLaren now stands in the park, though it is appropriately tucked away.

“There’s no plaque, there’s no name and it’s just him looking down at a pinecone,” Watts says of McLaren’s statue. “It’s reminded me every time I go on my hikes about what John McLaren wanted the space to be — he wanted it to be wild.”

McLaren later became a mentor to Max’s son Frank, who was born six days after the 1906 San Francisco earthquake. Ironically, for a short time after being displaced by the temblor, Frank was raised in a park — in a tent in Hamilton Square.

At the age of 14, Frank began working at Golden Gate Park as a surveyor’s assistant. Later on, after he was trained as a landscape architect, Frank landscaped both the Palace of Fine Arts and Carl Larsen Park, and he also laid out the entirety of McLaren park. He was recognized for his work with awards for beautifying the state and the country.

Frank was also close friends with the Hagiwara family who oversaw the Japanese Tea Garden for many years.

When the Hagiwara family was sent to Japanese Internment Camps during World War II, George says his father tried to protect the tea garden as much as he could, but it was ultimately pilfered. There have since been efforts to restore elements of Japanese culture to the garden lost during the war.

Ultimately, McLaren chose Frank to succeed him as park superintendent. This was Frank’s final position in his nearly 50-year career serving the park.

In the 1970s, George became the third generation of Foehrs to work in the park. For a brief time, George was in charge of the native plant section in the Botanical Gardens. And though he later left the park, he continued to manage landscapes for a living — designing gardens for private estates.

“Some of my kids said I was born with sap in my veins,” he laughs.

The Band Plays On

If you have ever enjoyed a concert in the park, you have Frank Foehr to thank.

The year was 1967, and hordes of young people had descended on San Francisco for the Summer of Love, converging in the Haight-Ashbury and gathering on Hippie Hill.

“My dad was quite concerned about this influx of young people coming into the city,” recalls George Foehr, who was 15 at that time. “I remember him at the dinner table talking to my mom saying, ‘Mary, these kids are coming to this city, they don’t have shoes or shirts on their back.’”

Frank, who leaned conservative, was concerned about the drug use going on at the time, his son said.

“He just felt sorry for the kids,” George says. “They’re hanging out in the park, they don’t have a penny in their pocket.”

Meanwhile, there was a petition going around to have a concert in the park (George thinks the performers in demand might have been The Grateful Dead or Jefferson Airplane).

Despite his aversion to some of the trappings of hippie culture, Frank was in support of the idea, as he saw the concert as a positive outlet. So he went before the park commission and argued in favor of having a concert in Golden Gate Park, “and after that,” George says, “it’s history.”

Since then, annual concerts have become a staple of Golden Gate Park. Outside Lands, which brings in hundreds of thousands of attendees, has been an annual occurrence since 2008 — save for this year.

Photo courtesy of Dennis Minnick

Yet it’s Hardly Strictly Bluegrass that seems to have captured the hearts of so many San Franciscans, especially because the annual concert remains free and accessible to all, unlike Outside Lands.

“Hardly Strictly is anybody — hippies from the ’70s, kids who’ve never been to concerts, and it’s a cross-section of blue collar, white collar, every kind of person,” says Michael Durand, editor and publisher of the Richmond Review and Sunset Beacon newspapers.

As a musician himself, Durand is particularly fond of the annual Flower Piano event — a 12-day period where 12 pianos are placed around the Botanical Garden for public use.

There’s one piano that sits surrounded by redwood trees. That’s Durand’s favorite spot.

“I’d play there for hours,” he says.

Amazing Races & Good Games

No picture of the park is complete without a discussion of the countless ways visitors and locals alike make use of it to exercise and stay active. And the iconic annual Bay to Breakers event, which merges fitness and festivity, has yielded many cherished memories.

As the name implies, the century’s old race starts at the San Francisco Bay and ends at the breakers of Ocean Beach, with much of the course weaving through Golden Gate Park.

San Francisco native Marguerite Rodigou ran the race for several years in the ’80s. She remembers it as a treasured family event that always concluded at her parents’ house in a post-race carbo-loading feast of beer and pancakes.

Rodigou says one of her all-time favorite memories of the race is the final two-and-a-half mile stretch where participants get to see “the best parts” of Golden Gate Park.

After Hayes Street, runners, power walkers, and meandering day drinkers arrive at JFK Drive “and you cruise through the park,” past the Conservatory of Flowers and then the de Young Museum and the Bison Paddock. And, eventually, those who finish arrive at the beach.

“It really is magical, that last two-and-a-half miles,” Rodigou says.

Long-time San Francisco resident Nancy DeStefanis says she used to train for the Bay to Breakers by running the path around Stow Lake three times. In 1976, when she ran the race with three friends, a photographer snapped a photo of them that ended up running as a full page in Sunset Magazine.

Photo courtesy of Dennis Minnick

These days, DeStefanis prefers to walk the perimeter of the lake.

“I know I’m doing well when I’ve done my three walking laps,” she says.

San Francisco native Dennis Minnick, who grew up in the Haight-Ashbury and spent a lot of time in Golden Gate Park as a child, says he rediscovered the park five years ago when his doctor told him he needed to start exercising. Now, he’s in the park four to six days a week.

“It’s to the point where I know the park like the back of my hand,” he says.

Minnick has a few favorite, lesser-known trails, including one that begins at the intersection of 25th Avenue and MLK Drive and runs through the east end of Mallard Lake; the Oak Woodlands Trail, which runs through the northside of the park; and the two trails that run from the lily pond, one ending at the Academy of Sciences and the other ending at the rhododendrons.

The park has also always served as a perfect place for team sports. But Durand might have the best story of sports and friendship in Golden Gate Park.

It was 1978. Durand and a few friends had gone to exercise in the park when they spotted a softball game taking place in Speedway Meadow. Durand says he and his friends asked to join in, and everyone ended up having such a great time that they decided to meet up again the next weekend.

“I ended up going out and playing softball every Saturday and Sunday for probably eight years,” he says.

As the years passed, more and more people got involved, so a system was developed: the first ten people to arrive would play the next ten in a seven-inning game. And sure enough, another team of ten would be waiting to play the winning team.

“We did that from noon until it got dark,” Durand says.

Then, as people got married and had kids, the weekends turned into a family-friendly “Speedway Sunday” which went on for another four years. Although the weekly meet-ups at Speedway Meadow (now known as Hellman Hollow) eventually stopped, the group stayed involved in each other’s lives through camping trips, weddings, graduations, and house parties.

Golden Gate Park — San Francisco’s 1,017 acre shared backyard — turns 150 years old this year. Photo courtesy of Xavier Hoenner, Shutterstock

“It’s remained a real core group of friends for all these decades,” Durand says.

Later on, Durand became one of the first few members of the Speedway Meadow Hall of Fame. Each year, new members are voted in, but they must be 50 years or older and they have to have played softball around 1978. The organization has since grown to 50 members.

Looking back, Durand says he considers the days playing softball at Speedway Meadow as not only his favorite memories from Golden Gate Park, but of all time.

“Every single person I talked to from those days unanimously say those were the best years of our lives,” he says.

Birder’s-Eye View

Frequent visitors to Golden Gate Park might recognize a familiar red Toyota Corolla with a plastic heron popping out of its sunroof. The car belongs to Nancy DeStefanis, an environmental educator whose primary goal is to get the public excited about the environment so they are motivated to protect it.

Photo courtesy of Kristi Coale

DeStefanis, who has lived in San Francisco for 50 years, is perhaps better known by her nickname: the Heron Lady of Golden Gate Park. And the title is much deserved, as DeStefanis is credited for discovering and documenting the first colony of great blue herons to nest in San Francisco.

Before that momentous June day in 1993, when DeStefanis spotted the herons nesting in Stow Lake, she was a self-described “casual birder.” Her discovery changed everything.

“I was blown away, because it was just a beautiful scene — you’ve got this bird with six-foot wings landing in a nest with two humongous birds standing up,” DeStefanis recalled. “And then I became obsessed and started watching them all of the time.”

Over the past 27 years, DeStefanis has observed 249 chicks learning to fly. This year was particularly memorable, with seven heron nests and 17 chicks learning to fly.

DeStefanis is also the founder of San Francisco Nature Education which has led field trips for over 20,000 people since the year 2000. The organization’s premiere program is “Heron Watch,” a free program where members of the public are invited to learn about herons and view and observe them through spotting scopes. This is the first year that the program has been canceled, but DeStefanis is eager to resume the program next spring.

The organization also leads Kindergarten through fourth grade classes on a variety of field trips, including some in Golden Gate Park.

Speaking about her favorite memories from field trips over the years, DeStefanis recalled a bird calling contest for third and fourth graders that ran from 2000 to 2010. Student participants would dress up as birds, such as Red-tailed Hawks or Great Horned Owls or Hummingbirds, and perform their coinciding bird call.

DeStefanis said the bird calling contest was a “wonderful way to get the kids really psyched,” but it was also a special moment for everyone.

“I’d run into these kids years later and they’d remember their bird and their call and they would do it for me, right then and there,” she says. “In fact, I ran into one three years ago. He was 21, and I last saw him at seven or eight. And he did the mourning dove call. I’d say that was pretty momentous for me.”

Fellow San Francisco birder Alan Hopkins said people often assume that a busy city like San Francisco would be a less-than-ideal setting for bird watching, yet the opposite is true.

“The birds get used to being around people, so they know they’re not being hunted — which means you can get much closer to them than, say, if you were in a wildlife refuge in the Central Valley,” Hopkins says.

Golden Gate Park has long been famed for its birds. The American ornithologist Joseph Mailliard authored “The Birds of Golden Gate Park” in 1930. And Hopkins, who owns a copy of Mailliard’s book, says bird watching has always been going on in the park.

Since moving to San Francisco in 1972, Hopkins has seen a number of memorable birds in the park, including a Virginia Rail, a Sora and a Brown Thrasher.

Photo courtesy of Bob Gunderson

Once, when Hopkins was on his way to lead a field trip for DeStefanis’ organization, he stumbled across a Rustic Bunting, a rare bird from Asia. Hopkins and some friends returned to look for the bird, but they were unable to find it.

“And then somebody I didn’t even know [emailed] and said ‘I took this photo of a funny looking bird, is this your Rustic Bunting?’ and it was!” Hopkins says. “We’d almost given up on it, and we rushed back and got a look at it. And people from not only all over California but all over the United States came to look for it.”

Everybody’s Museum

Just like the Spreckels Temple of Music and the Japanese Tea Garden, the de Young Museum — originally just “the Fine Arts building” — was a temporary structure built for the California Midwinter International Exposition of 1894.

Yet these features became permanent fixtures of the park, and the de Young has now called Golden Gate Park its home for over 125 years. The way she sees it, the park and the museum play similar roles.

“We’re all about promoting curiosity,” she says. “Art inspires, informs and enriches. And I think nature does the same.”

Pressley says there are several community-focused partnerships aimed at welcoming new audiences to the museum. For instance, the de Young has previously hired community representatives to give tours of the collection in place of the museum’s docents.

The rebuilding of the de Young in 2005 marked a significant change in the museum’s role. Pressley said before, the museum’s operations were aimed at teaching visitors about art instead of allowing them to learn and explore on their own. Now, with multiple entrance points and a third of the museum designated as a “free zone,” Golden Gate Park visitors are meant to feel comfortable wandering into the museum.

The redesign was also conscious of the museum’s context within the park. In fact, Swiss architects Herzog & de Meuron were selected for the project because they pitched the idea of building the new de Young as an extension of the park. This is seen, for instance, in the choice to clad the structure in copper with the thinking that, over time, it would begin to green and appear to blend in with the trees of the park.

The day of the new de Young’s opening in 2005 was a particularly memorable one for Pressley, who had worked with her colleagues to plan 36 straight hours of public programming. Over 50,000 people showed up and formed a line that stretched way down Stanyan Street. Festivities carried on throughout the night. And the next morning, people showed up in their pajamas to continue the celebration.

Pressley also spoke passionately about the Museum Ambassador Program which she oversaw for ten years. Since 1982, the program has hired San Francisco public high school students living under the poverty line to do paid work at the museum. There have been over a thousand ambassadors, many of whom have gone on to become teachers.

In her work with low income students, Pressley discovered that not only had some students not previously been exposed to art, but some had never set foot in Golden Gate Park.

“A lot of people feel like nature or park settings are not necessarily for them, they needed to be invited,” she says. “It’s kind of the same with the museum — yes, this is your museum, it’s everybody’s museum. You don’t need a degree in art history to walk in.”

Photo courtesy of Janet Thompson

Where Time Stands Still

Third-generation San Franciscan Janet Thompson shared a photo of her grandmother and 18 other relatives at a family picnic in the park. It was taken in 1898.

Now, well over a century later, you can take a stroll by the park on any non-rainy day of the week — even during the pandemic — and you’ll see the same scene.

Those who grew up in and around Golden Gate Park say the park has changed in small ways, with mentions of new speedbumps, the addition of the National AIDS Memorial Grove and increasingly large gatherings on 4/20.

Rodigou says she and her father, who grew up in the Richmond District, would marvel at how the park had simultaneously evolved over time yet remained the same as how they remembered it from their childhood.

The preservation of the park has played a huge role in its timelessness. After finishing the master plan, Nelson later authored the report that added Golden Gate Park to the National Register of Historic Places. Although the label is ceremonial — it doesn’t convey any real protection — Nelson believes it is important to preserve the park’s original design.

“It was designed with this vision of the future of how it would be used,” Nelson says. “People aren’t doing horseback and carriage rides, but it’s being used overall in the same way it was designed 150 years ago.”

Fireworks Theories: Safe & Sane to Conspiratorial

Published: San Francisco Weekly. June 23, 2020. View here.


A number of cities around the country have seen an unusual pattern of nightly firework activity in recent weeks: Like clockwork, beginning in the evening hours and sometimes lasting until 3 a.m., cherry bombs, bottle rockets, and professional grade mortars can be heard exploding in cities from San Francisco to Los Angeles to New York. Nightly fireworks have been reported in several parts of the Bay Area, with the Alameda County Sheriff tweeting about “higher than normal” illegal firework usage.

The surge in firework activity has, expectedly, proven to be a nuisance. In New York City, over 1,300 firework-related calls over the last two weeks were made to the city’s non-emergency services phone number, compared to last year’s total of 25 complaints — an increase of over 5,000 percent. Firework-related calls are up in Boston by 2,300 percent, as that city’s mayor, Marty Walsh, noted that there were 650 firework-related calls to the Boston Police Department in May while only 27 calls came in the previous year over the same month. Even police in Hartford, Connecticut have been receiving upwards of 200 firework-related phone calls a day.

Neither the San Francisco Police Department nor the San Francisco Department of Emergency Management (DEM), which maintains the city’s 911 system, were able to provide numbers of firework-related complaint calls in recent weeks or previous years, as there is no separate category for tracking firework-related complaints at either the DEM or the city’s Fire Department.

Fireworks that ascend into the air or do more than produce low-volume pops or crackles are illegal to set off without a special license in California. The state restricts consumer firework sales to ground-based — or “safe and sane” — varieties, such as sparklers, smoke bombs, or fire-spewing “fountains.” Even these are governed by restrictions: they may only be sold by licensed retailers from June 28 to July 6, and are illegal in San Francisco.

Michael Andraychak, a spokesman for the San Francisco Police Department says that the city’s prohibition against fireworks of all stripes is about safety. “Devices that launch into the air or move about the ground could ignite fires and those devices that explode pose a real risk of injury,” Andraychak said via email.

Dennis Revell, a spokesperson for national consumer fireworks manufacturer TNT Fireworks, says that while it’s normal to hear fireworks in Bay Area cities throughout the summer, this season has been unusual, as he began hearing fireworks popping off “a whole lot earlier, and in heavier volumes.”

When asked why he thought cities around the country were hearing more fireworks than usual the past few months Revell said he could only speculate. “But I don’t know if my speculation would be accurate.”

Still, plenty have theories. Some chalk it up to little more than bored kids blowing off steam. Others entertain conspiracy theories — including the notion that the nightly explosions are part of a psychological operations (psy-op) project undertaken by police departments to destabilize the protest movement that has swept the nation in the wake of George Floyd’s killing.

Quiet Streets Are The Devil’s Workshop

Vox’s Matthew Yglesias chalked up the firework frequency to higher sales and quieter cities, writing that fireworks “are more noticeable with less background noise.”

The executive director for the American Pyrotechnics Association told Slate that they’re now anticipating “a banner year” for firework sales, and major cities have seen less noise due to COVID shutdowns. But now that California has entered Stage 2 in its “Resilience Roadmap,” cities like San Francisco have begun to reopen businesses, and the noises of city life are returning.

Accessibility Issues

Another theory maintains that cancellations of July Fourth events around the country due to COVID-19 have made fireworks more accessible. Some have even ventured to say that unsold professional-grade fireworks — the kind typically used for large, coordinated shows — are finding their way to consumers.

Explosive Ennui

Many will say it’s rather simple: the pandemic has left people feeling bored and restless.

“Young people have been cooped up and we know that on beautiful summer nights like we’re having now, unfortunately some young people are turning to the wrong approach, and that’s illegal fireworks,” said New York City Mayor Bill de Blasio at a recent press event.

While some have said the fireworks are just kids blowing off steam, others have questioned how these individuals would go about obtaining illegal fireworks. A few Twitter users have tweeted about men in vehicles filled with fireworks entering neighborhoods and either giving the products away for free or at an extremely reduced price.

The Deep State

One of the most popular explanations on sites like Twitter and Reddit alleges that the fireworks and other loud noises are part of a planned psy-op undertaken by police or government forces.

A viral Twitter thread by Brooklyn writer Robert Jones, Jr. maintains that the nightly firework activity “is part of a coordinated attack on Black and Brown communities by government forces; an attack meant to disorient and destabilize the #BlackLivesMatter movement.”

Jones, Jr.’s thread, which has tens of thousands of retweets, argues that the fireworks are a form of “psychological warfare” meant to deprive residents of sleep, desensitize residents to the “sounds of firecrackers and other fireworks” and “stoke tensions between Black and Brown peoples.” Jones, Jr. tweeted that the fireworks are an escalated response to the continued Black Lives Matter protests — a response which precedes an even more dire next step: “It’s meant to sound like a war zone because a war zone is what it’s about to become.”

In a viral Twitter video uploaded on Monday showing a scene in West Harlem at 3 a.m., around 10 New York Police Department vehicles with their sirens blaring appear to be driving slower than usual as fireworks burst in the background. In response, some users echoed Jones, Jr.’s claims, saying the loud noises are meant to create artificial stress and discord.

Whatever the case, the nightly fireworks shows have consequences. Shivering, fearful dogs are keeping their wards up all night, and those who suffer from post-traumatic stress disorder say that whether the fireworks are being lit by bored kids or shadowy government operatives, the result is the same for those who come from communities plagued by violence.

Activists Demand San Francisco Defund Police, Reinvest in Black Community

Published: San Francisco Weekly. June 27, 2020. View here. Co-written alongside Benjamin Schneider.


On Friday, an activist group called Wealth and Disparities in the Black Community held a press conference on the steps of City Hall and directed specific demands to the San Francisco Police Department, the Police Commission and the Department of Police Accountability in the wake of the recent surge of Black Lives Matter protests and conversations around racial justice.

The demonstration comes a month after George Floyd’s killing at the hand’s of Minneapolis police. In the immediate aftermath of Floyd’s death, protesters took to the streets in San Francisco, Oakland, Berkeley, and many more cities around the country, and the world, to call for an end to police brutality and systemic racism. As public protests inevitably wane from their early-June peak, actions such as WDBC’s June 26 press conference will be essential in the fight for meaningful change.

The group’s demands include de-funding the police and redirecting those funds to San Francisco’s Black community; implementing the federal government’s 272 recommendations for reforming the SFPD; and accountability for racist remarks made by the Police Officer’s Association and its members.

“Where you spend your money shows you what you value,” said Kaylah Williams at the event. Williams is the co-president of the Harvey Milk LGBTQ Democratic Club and founder of the San Francisco chapter of the AfroSocialist and Socialists of Color Caucus. “When we look at our budget in San Francisco, what do we see? Hundreds of millions going into the police budget to militarize and police our Black community in San Francisco. We are here to defund the police and immediately reinvest it into the Black community here in San Francisco.”

The first demand, redirecting police funds to the Black community, could be already underway, after Mayor London Breed and Supervisor Shaman Walton announced their intention to pursue such a policy. However, the amount of money diverted, and what programs it will fund, remain to be seen.

Meeting WDBC’s second demand — the complete implementation of the 272 recommendations made by the U.S. Department of Justice — may be a little harder. As of March 2020, only 40 of the DOJ’s 272 recommendations had been fully implemented.

The 2016 review was begun after then Mayor Ed Lee and former Police Chief Greg Suhr asked the DOJ Office of Community Oriented Policing Services to “assess the department’s policies and practices.” This request was made in regards to two separate instances of SFPD officers sharing racist, sexist and homophobic text messages, allegations of sexual assault involving an SFPD officer and several fatal and controversial officer-involved shootings.

Between May 1, 2013 and May 31, 2016, nine of the 11 individuals shot and killed by SFPD were people of color. One of these individuals is Mario Woods, a 26-year-old Black man who was shot and killed by SFPD in 2016. Fighting for justice for Woods and other victims of police violence is WDBC’s guiding mission.

Speakers at Friday’s event also brought up a 2016 incident where the San Francisco police union published a photo of a black labrador with a sign that said “Black Labs Matter” (referring to the dog breed) sitting next to another dog, a labrador with a lighter coat, with a sign that said “All Labs Matter.”

At the press conference, Phelicia Jones, the founder of WDBC, said the progress made on the implementation of the DOJ’s recommendations is “too slow.”

“The San Francisco Police Department, the Police Commission, the Department of Police Accountability, y’all ain’t working together to pass nothing,” Jones said. “This is why we must defund the police.”

Getting accountability and apologies from the POA, a notoriously polarizing organization, could be activists’ most difficult task. The POA frequently clashes with city officials and racial justice activists. Due to the POA’s track record, WDBC said in a release promoting their event that it does “not acknowledge any truth or sincerity in their current commitment to reform.”

Racial justice advocates hope to see much more from the POA, the SFPD and the city government.

“We will no longer allow the POA […] to indirectly or directly give racist statements, be racist to our people,” said Rico Hamilton, a speaker at the press conference who is involved with the Street Violence Intervention Program. “We will fight the whole system to fight racist injustices in our community.”

After SHCS furloughs, counselors voice yearslong frustrations with university leadership

Published: The California Aggie. June 16, 2020. View here.


This article fits into the context of a previous article by The California Aggie titled “UC Davis Counseling Services staff at odds with SHCS leadership over summer furloughs.” All six counselors who agreed to an interview spoke on the condition of anonymity in order to protect themselves — and their jobs — from any type of retaliation. They are referred to as Counselors A, B, C, D, E and F.

Six UC Davis counselors who recently spoke to The California Aggie emphasized frustrations over a curious duality when it comes to the services they provide. On one hand, university leaders, including the chancellor, have encouraged students to take advantage of UC Davis’ mental health resources during this difficult time. At the same time, however, nine counselors have been made to take mandatory furloughs, despite the fact that Counseling Services was staffed at 75% capacity even before the pandemic.

“I think it’s misleading to the students — their actions are contradicting what they’re saying,” Counselor B said. “Counseling Services has already been understaffed, and we have been really grinding this year. We’ve been very overwhelmed. A lot of students reach out to Counseling Services and want to initiate mental health treatment, which is wonderful. But on the other hand, […] support to students is not then being backed up by financial sources. So it’s just mixed messages.”

The counselors who spoke to The Aggie, some of whom are being furloughed, said UC Davis is effectively cutting back on its scope of mental health resources during a pandemic and a time of national and global crisis. They feel that this will ultimately make it more difficult for students to access the care they pay for through student fees when they need these services the most.

Student Health and Counseling Services (SHCS) leadership, however, disagrees.

“We are continuing to provide our full range of services,” said Counseling Director Paul Kim. “We moved very quickly to make sure our students were able to access mental health services, especially during this pandemic.”

UC Davis and SHCS leadership told The Aggie that mental health resources have been expanded upon during the pandemic (counselors deny this); that the furloughs are a regular and yearly occurrence (counselors deny this); that they have gone out of their way to be fully transparent about the budget (counselors disagree); that the furloughs are not a result of budgetary directives given by Student Affairs (counselors say they were told otherwise) and that the furloughs are not COVID-19-related (counselors say they “obviously” are).

These furloughs, and the disagreements over the reason for and consequences of them, are just one of numerous examples of a perceived lack of clarity and transparency on the part of management, specifically in regards to the budget, that is and has been felt by some members of UC Davis’ counseling staff for years.

After acknowledging that SHCS management cannot predict the future and are dealing with many uncertainties, Counselor B said if the furlough situation had been approached differently, with proactive clarity and transparency on the part of management, “we could have avoided a lot of this mistrust and feeling like our jobs are not secure at this point.”

Furloughing essential workers — “a slap in the face”

As defined by UC Davis, healthcare workers — including mental health workers — are essential. That means that even after Yolo County had implemented its shelter-in-place order on March 18, counselors continued to come into work and have in-person sessions.

Margaret Walter, UC Davis’ executive director of Health and Wellness, explained that in-person appointments continued while SHCS worked on launching telehealth services for students. Counselor B said some counselors raised concerns about continuing in-person services, “and we were reassured, ‘You’re essential staff, so [you] have to be here.’ And that was kind of the extent of it.”

Counselor B acknowledged that management was working hard behind the scenes to get telehealth services up and running so that counselors could provide mental health care through secure video calls.

“I’m really proud of how we responded,” Counselor F said. “We had to transform our entire model of service delivery in a shockingly short amount of time. And that involved tremendous planning on behalf of counseling, leadership and management and staff.”

Other counselors, as well as both Walter and Kim, emphasized how proud they were of the fact that it took only two weeks to launch telehealth services.

“Everybody jumped on that,” Walter said. “I am thrilled how quickly that worked.”

Counselor F said that counselors “didn’t miss a beat in terms of being able to deliver these services to students,” so then to be furloughed “was just a slap in the face.”

“That’s the contradiction: ‘You guys are so essential. You have to continue your services while the tele-mental health aspect is being figured out,’ and then, a few weeks after that, the furloughs happened,” Counselor B said. “The message to both employees and to students is mental health is going to be the first thing to be cut, which is really frustrating. It’s very frustrating.”

A disagreement over priorities

SHCS is still moving forward with plans to hire an additional 2.6 full-time equivalent (FTE) psychologists to supervise pre-doctoral interns and post-doctoral residents in the Counseling Services Training Program. According to Dr. Cory Vu, the associate vice chancellor for Health, Wellness and Divisional Resources, these positions are currently under review by UC Davis’ recently convened Vacancy Management Program, which assesses the necessity of creating, replacing or backfilling positions.

Some counselors disagree with plans to move forward in filling those positions, given the current situation in SHCS.

“While it is invaluable to provide training, […] we need permanent senior staff,” Counselor E said. “Students need to be able to connect with a counselor when they first come in to UC Davis if that’s needed and, if they’re struggling, be able to reach out to that same person and have continuity of care.”

Counselors also pointed out the fact that the Community Advising Network (CAN) counselor position for the international student community and the Middle Eastern, North African and South Asian (MENASA) student community have remained unfilled for over 18 months. During this same period of time, three management positions were filled, Kim said.

“We wanted to ensure that we could post those positions both for masters clinicians and psychologists, and to be able to do that, there were some processes we had to go through, some that took time for us to figure out,” Kim explained. “The UCPath transition was also a part of the equation. Really, we have a value and strong belief that we get the best qualified counselors.”

Additionally, Walter said technical issues resulting from union negotiations led to changes in title codes that then halted the recruitment process system-wide.

“It does take time to hire the best possible person,” Counselor E said. “It takes even longer when the position is not posted in order to recruit a pool of candidates. This position has been open for more than a year now, and I find it unacceptable that title codes cannot be established within a 14-month period of time. What is the plan then to establish these codes? Who is working on this? These are questions that remain unanswered.”

International student Xiaotong Wang, a fourth-year statistics and economics double major, said she was aware that students paid for these CAN positions and was “upset” to learn that “we did not have what we should have.”

Qiuying Lin, a third-year mathematical analytics and operations research and managerial economics double major, is also an international student. She said she was also not aware of the CAN position for international students, and said she would take advantage of this service if it was made available to her.

“International students have different problems from local students, and we need advice to get accustomed to [our] new life in America,” Lin said. “[A] specific counselor may help us to build more confidence in our college life. And I know some students left UC Davis or can’t concentrate on academics because of mental health problems.”

Ultimately, some counselors feel that there are differences in the priorities of counseling staff versus those of management. Counselor B said the furloughs send a message that “supportive services for students are going to be hit first, given the financial difficulties the university faces.”

“It highlights the value of generating income, which is important, but in times of literally national emergency, when that’s going to be prioritized over people’s well-being, [that] is a little concerning,” Counselor B said.

There may even be differences in the priorities of management versus those of students. Fifth-year history and English double major Katrina Manrique, a former co-director of the Mental Health Initiative, pointed out that in 2018–19, students paid for the majority of the university’s athletic budget — around $23.5 million — and said there “needs to be a re-assessment over where the university is choosing to place its priorities.”

“Imagine if a portion of this funding could go towards improving student services meant to support and retain students, like Counseling Services?” Manrique said via virtual communication. “I want to see them be more intentional in what they are choosing to fund and what they are choosing to cut especially when it’s services that rely on student fees. How well do those budgetary decisions actually align with what students are asking for? At the end of the day these are student-paid fees and its usage should align with what students are, and have been, asking for.”

“It feels like we are disposable.”

In addition to expressing a sense of not being on the same page as management, all six counselors expressed a sense of feeling devalued by the university.

“On the face of things, [university leaders] constantly try to validate — in every email, when there’s a crisis, it always says, ‘Please seek counseling,’” Counselor C said. “That’s all nice and fine, but it’s how they actually do their actions and their advocacy which speaks louder to me. It feels like we are disposable.”

There was a feeling voiced by some of the counselors that if the managers or university leaders could only see the types of cases counselors handle, they would recognize their contributions to the university.

Walter, Kim, Vu and Interim Vice Chancellor of Student Affairs Emily Galindo all voiced their continued support of counseling staff. Galindo said she welcomes “any and all opportunities for folks to share what it is that they feel like that we could do to make them feel more supported and more valued.”

In discussions over the current state of Counseling Services, Walter, Kim, Vu and Galindo all said that since the start of the pandemic, the utilization of counseling services has actually gone down. This fact was also recognized by the counselors.

“Students are at home, they’re in a comfortable place, they’re not experiencing the same kind of loneliness that we will see when students are on campus,” Galindo said. “Not to say that there aren’t still the need for the services, because there certainly is.”

Yet, counselors say some of their students are returning to unsafe, dysfunctional or abusive homes. Although there has been a decrease in the amount of new students seeking care this quarter compared to previous years, Counselor E said they have “seen an increased acuity just over the course of the quarter,” and “for some students that were managing okay, [now] they’re doing worse and worse.”

“The university really doesn’t want to recognize [that] students are not coming into the university with just, ‘I’m living away from home for the first time, I don’t know what I want to study and I’m really stressed because of the quarter system,’” Counselor D said. “We have a growing population of people with neurodiversity that, because of great advocacy in the primary levels, are now making it to school, but we don’t really hold them in the way they need to be held. And they often have behavioral issues and pretty severe psychiatric problems. Their cases are complex.”

Both Counselor D and Counselor A noted that college counselors are specialized counselors who work in the ecological framework of the institution.

“My goal is to uphold the chancellor’s mission, which is to promote the opportunity and ability to not just get admitted, but to graduate,” Counselor D said. “We’re doing that and they don’t appreciate it. I just find it asinine, like, ‘Anybody could do your job.’ No, not everybody could do our job.”

Counselors say they remain in SHCS, despite their frustrations, because they are extremely passionate about serving students and appreciate the shared dedication among their colleagues to support students’ well-being.

“Within counseling services, I’ve never gotten the sense that people come into this job as a temporary position, usually it’s because folks are really excited to join the team and they want to work with this population and they plan for this to be a career position,” Counselor B said. “Given all that’s been going on, [I am] feeling very devalued within the UC system as a counselor. I feel that way. I feel very devalued.”

What counselors would like to see from management

In the interview with Kim and Walter, the significance of the fact that six different SHCS counselors spoke with The Aggie to express their frustrations over the furloughs, a felt lack of transparency and the overall current state of affairs was noted. In response, Kim and Walter said they are prepared to receive feedback and respond accordingly.

“Especially with everything else that’s going on in the world, our counselors are serving our community, but our counselors are part of our community,” Walter said. “On top of all of the change that we’ve had this term, to support students and each other as we grieve and protest as a community is significant.”

The COVID-19 pandemic represents a unique time for college counselors, as UC Davis counselors and students — like all other mental health workers and their patients — are living through the same traumatic experience.

“A student asked me, ‘Do you think we’re going to be okay? Do you think that we’ll be able to have classes?’ and my answer is, ‘I don’t know,’” Counselor A said. “‘And this is really difficult. And we’re in this together. And I’m just as scared as you are right now. And this is really a difficult time.’ And that’s all I could say.”

All six counselors said additional clarity, communication, transparency, flexibility, more frequent staff meetings and as much assurance from management at this uncertain time as possible would help.

Other counselors want bigger commitments, like market-level salaries, from the university.

Finally, Counselor A said they just want the university “to do what they said they were always going to do, which is provide proper staffing.”

UC Davis Counseling Services staff at odds with SHCS leadership over summer furloughs

Published: The California Aggie. June 16, 2020. View here.


All six counselors who agreed to an interview spoke on the condition of anonymity in order to protect themselves — and their jobs — from any type of retaliation. They are referred to as Counselors A, B, C, D, E and F. 

“I think there [are] some strange things going on with the money trail,” Counselor D said.

Leadership within UC Davis’ Student Health and Counseling Services (SHCS) recently and unexpectedly decided to furlough 37 employees within the department. During a global recession, furloughs are to be expected — yet university leaders adamantly deny that the furloughs are COVID-19-related. Even so, losses to revenue are to be expected — yet the student fees that fund SHCS were collected at the beginning of the year, pre-pandemic, and have been unaffected.

“Where’s the money?” Counselor D asked.

Budgetary explanations don’t add up

Citing uncertainties concerning what SHCS’s budget holds for the future, the SHCS Executive Team decided in April to furlough 37 partial-year employees. As SHCS is composed of a medical and counseling team, the 37 partial-year employees taking one- or two-month furloughs include eight counselors plus one supervisor, who is also a counselor, as well as employees from the medical team.

The furlough notices, given on April 9 and 10, came as a shock to staff, as department leaders had told employees throughout March that furloughs were not going to be necessary, according to all six counselors who spoke to The California Aggie for this story.

Partial-year employees have 10- or 11-month appointments with the expectation that they work during the academic year and not during the summer months, when there is less student demand.

For the SHCS medical team, spring is typically a busy — and profitable — time of year. Before students graduate, some seek to fill prescriptions, such as birth control, or get a new pair of glasses while they still have insurance, Executive Director of Health and Wellness Margaret Walter explained. And COVID-19 has directly impacted projected springtime income, with fewer students seeking out, and paying for, these types of services.

Photo Courtesy Margaret Walter

A slideshow presentation created by Walter and given to counseling staff shows a breakdown of SHCS’s operational costs pre- versus post-COVID-19. SHCS shows a $1.8 million estimated deficit.

That estimate, according to Walter, is based on two main factors:

  • Money spent on expenses that were not initially budgeted for: personal protective equipment, rental tents set up in the SHCS parking lot for outdoor COVID-19 testing and iPad purchases for clinicians to provide telehealth visits
  • A reduction in the number of appointments requested and offered as well as a reduction in the number of prescriptions filled

Whereas other university’s health departments rely upon income generated from sources like prescription refills, UC Davis’ SHCS is unique in that it is funded entirely through student fees, thanks to a referendum passed by UC Davis students, Walter said.

“Funding for mental health comes from student service fees and also mental health fees and some mental health initiative fees,” explained Dr. Cory Vu, the associate vice chancellor for Health, Wellness, and Divisional Resources. “Ninety-seven or 98% of that pays for staffing and 2 or 3% pays for operations.”

These fees were collected at the beginning of the year and have not been impacted by COVID-19, according to Walter.

Furthermore, Walter said it would be a “stretch” to say that the furloughs are COVID-19-related: “I guess you could say it’s related to COVID because COVID sent our students away,” Walter said. Vu also confidently and repeatedly denied that the furloughs are COVID-19-related.

Counselors, however, say “obviously” the furloughs are COVID-19-related.

“We have been told in staff meetings that we are in a major budget deficit (like most departments in UC),” Counselor C said via email. “Obviously, this is due to Covid 19. I think anyone would be hard pressed to even say that furloughs are not related to Covid 19. We have never had so many staff placed on furlough with little notice and involuntarily. And we are told “we don’t always do this” (in reference to multiple furloughs) in the same breath of telling us of budget deficits and uncertainty.”

Vu, Walter and other university leaders interviewed for this story claim that summertime furloughs for partial-year staff are a regular and annual occurrence.

“This year, it is what it is, and it’s not because of COVID-19,” Vu said. “It would’ve been a normal course of action that would’ve taken place anyways.”

All six counselors, however, said this is not an annual occurrence — even for partial-year staff. Counselor E said, “it was understood [that] there was never really a need for furlough,” with the exception of those furloughs enacted after the 2008 recession. As recently as March, counselors with partial-year appointments were told it would not be necessary for them to furlough this year.

Counselor C echoed this, saying partial-year staff “were told their positions included possibility of furlough but were reassured at hiring this never happens involuntarily.”

In response, Vu said that, in previous years, there might be different or unusual budgetary circumstances — such as staffing shortages — which then provide SHCS with financial opportunities that enable the department to employ partial-year employees for all 12 months. In the past, SHCS has been short-staffed, and that has provided a budgetary surplus, “but right now, we’re pretty much very close to full capacity,” Vu said.

That was disputed by Counseling Director Paul Kim, who said counseling was 75 to 80% staffed before the pandemic and remains at these levels. According to Counselor E, Counseling Services lost two full-time counselors this academic year — and this is on top of other, existing vacancies. These multiple vacancies have left “students underserved,” Counselor E said.

In her response, Walter said enacting the furloughs this year was a financially prudent move.

“We have funded these partial-year positions to pay the salaries as they are, [and] when we choose not to furlough someone, we have to find that money to pay them,” Walter said. “During this time, it was prudent of us to not try to find those resources, […] especially given that summer is remote.”

When asked what funding sources were previously used to fund those additional months of work, Walter said SHCS has “a whole bunch of funding sources” and “it just depends on where we have the savings at that time.”

Yet counselors also say it doesn’t make sense why the current fiscal year’s budget would be impacted, given that Counseling Services is funded through student fees that were already collected pre-pandemic.

“The budget is July 1 to June 30, [so] even with the pandemic, there’s no fundamental changes to that budget,” Counselor E said.

Additionally, current projections for first-year enrollment for fall are “surprisingly strong,” according to UC Davis Chancellor Gary May in a recent interview. And because SHCS is supported by student funds, funding levels should be more or less maintained moving forward.

How Student Affairs factors in

All six counselors said that in department meetings, Walter and Kim pointed to huge financial losses in Student Affairs as a reason for a change in SHCS’s expected budget for the current fiscal year.

If student funds meant for Counseling Services were being redirected to Student Affairs, as all six counselors say they were told, these student funds would seemingly be being used in an inappropriate manner.

In that recent interview, May had said that the campus’ move to suspended operations impacted the university’s budget by $125 million. This included both costs unique to the COVID-19 pandemic and lost revenue, with $35 million of that coming from “returned Housing and Dining contracts from students who went back home.” The division of Student Affairs includes Housing and Dining Services as well as SHCS.

Counselor F said there was discussion by management about the Student Affairs’ budget “being really hit,” and the message conveyed to staff by SHCS management was that “basically, we’re making up for some deficit in the Student Affairs’ budget.”

Counselor A said Walter had told counseling staff that because Student Affairs is in “the red,” funds that “were going to be utilized for mental health have to go in other places.” Walter denied that she said this.

“Student service fees [are] a big fee that students pay, [and] they pay for athletics and a lot of Student Affairs stuff, and a slice of that is the mental health fund and another slice of that is the fee we get in SHCS and that fee gets split in half — half to counseling and half to medical,” Walter explained. “Those are directed by Student Affairs, but we haven’t seen any change in those fees.”

All six counselors, however, say it was either directly stated or strongly implied on at least one, if not multiple, occasions that these furloughs were tied to Student Affairs losses. Counselor F said staff brought up concerns with management about why Student Affairs losses would affect counseling finances.

“How is it that their losses affect us?” Counselor F asked. “Plus, there are vacancies and salary savings with that, so how is it there’s no money to pay people through the end of the fiscal year? There just wasn’t enough clarity. I don’t know that there’s something shady going on, but answers thus far about why this is happening are just sort of lacking.”

Vu, Kim, Walter and Interim Vice Chancellor of Student Affairs Emily Galindo, however, deny that funds from SHCS were moved to Student Affairs and have said no new budgetary directives were given to SHCS by Student Affairs or by any other university department.

According to Walter, the only new budgetary directive given to SHCS since the pandemic began was from UC Davis Budget and Institutional Analysis, which told SHCS and all other university departments not to change any line items in their budgets ending in a negative. This directive came so that the pandemic’s financial impact could be documented and so that the university could then request funding specific to the pandemic, such as funding provided through the CARES Act.

But to Counselor B, the idea of SHCS “willingly cutting services [for] students at a time where mental health needs are higher than ever” feels like “a big mismatch.”

“We were told in staff meetings that Student Affairs as a whole is losing a significant amount of money due to dorms being nearly empty as a result of COVID-19 campus closure,” Counselor B said. “Within our meetings, we were also informed that CS [Counseling Services] is not income-generating, as our student services are covered within registration fees. Therefore, our budget should have been set for the year. However, following COVID-19 closures and student refunds, CS furloughed staff. It seems difficult to untangle these two events.”

Budget transparency

All six counselors noted that a lack of budgetary transparency within SHCS is a trend that has continued for years. Some counselors said that when their colleagues have requested copies of the budget from SHCS management, these requests went unfulfilled.

“If they’re wanting to build more trust, they’re just going to generate more speculation if they’re not transparent,” Counselor C said. “What are the reasons behind not sharing this? Is this a trust issue? [Are they] planning to use the money in ways that they’re anticipating we’re going to disagree with? It starts building more mistrust about what actually is going on.”

In response, Vu, Kim and Walter said the budget is routinely presented to employees at staff meetings. Vu also said the budget is presented in meetings with the Council on Student Affairs and Fees, which is composed of both students and faculty members.

“I don’t know what those counselors are referring to,” Vu said. “Budgets are talked about quite a bit, even with students, too, because a large chunk of the budget is coming from fees from students. So everyone knows how we’re spending those funds.”

Recognizing that it was an anxious time and that additional information and transparency would be helpful, Kim organized a staff meeting on May 20 — and a follow-up meeting on May 26 for those unable to attend the earlier meeting — focused on budgetary transparency.

“Margaret [Walter] and I wanted to take time to give our staff information about the different funding sources — the student service fee and the mental health fee,” Kim said. “We wanted to explain both funding services as well as expenditures so that our staff had an idea about where we were in terms of our budget.”

Although Counselor F acknowledged that the meetings were helpful, they said the meetings occurred “a full month after furloughs were announced.” Counselor B also pointed out that these meetings “transpired following persistence from staff.”

In Counselor C’s eyes, the pie charts and “data speak language” used both in and out of the meetings when it comes to the budget are “difficult to decipher” and reminiscent of “smoke and mirrors.”

“It is cultural incompetency to assume they are transparent when we don’t understand the language and aren’t given time to engage,” Counselor C said via email. “This is a systemic problem […] not unlike other institutions built on bureaucratic levels of decision making and communication styles vs. “reasonable” collaborative inclusion in the process.”

How the furloughs will impact the availability of counseling services

When asked whether it would be fair to say that UC Davis is effectively cutting back on its scope of mental health services during a time of crisis, Vu, Walter, Kim and Galindo all gave a resounding no. Kim even ventured to say that the university had expanded its scope of services, justifying this by pointing to five new podcasts added to the SHCS website.

All six counselors, however, disagreed. Counselor C said “anyone would be hard pressed to say ‘no’ that the ‘scope’ of services have not been reduced.”

“When you anticipate having […] providers being out for 1-2 months at around the same time, I’m not sure how you can argue that we are [not] cutting back on our scope of [mental health] resources,” Counselor E said via email. “I’m not sure how podcasts, as useful as they are, can replace staff and other resources that are typically offered.”

All six counselors also said the counseling staff being furloughed have a heavier caseload of students than others in Counseling Services, meaning their absences will “result in a decreased availability for students, given that we were already short-staffed,” Counselor B said.

Although some of the furloughed SHCS staff will be taking their furloughs at different times, the furloughs will occur in the summer. Despite summer session enrollment at UC Davis being up by over 30%, Galindo noted that there will still be less demand for counseling services over the summer as compared to the academic year because overall student enrollment will be significantly smaller.

“For the summer, we also have the ability, if we saw a surge at some point, to look at how we would change our staffing,” Galindo said.

What will happen to the students being seen by furloughed staff

According to furloughing counselors, directives about what to do with their current student caseload while they furlough were not readily given by the management team when the furlough decision was announced.

“We’re the ones asking these questions like, ‘Okay, so what’s the plan? What do we do?’” Counselor B said. “‘We’re already short staffed, [so] how are our remaining colleagues going to maintain our caseload?’”

The lack of clear direction from the get-go, in addition to the late furloughing notice, made it seem as if the furlough decision was made “in haste,” Counselor B said.

All six counselors have said it seems like management did not plan the furlough decision well and that the consequences of the furloughs were not fully taken into consideration. In response, Walter and Kim said because some counselors have not furloughed in the past, this might seem like an unusual process.

“But if that’s the feeling, that is our responsibility to make sure they have the support, given that they haven’t done it before,” Walter said. “To say that we had a plan doesn’t excuse the fact that they might not have known about it, and that’s on us.”

Ultimately, in terms of what to do with their student caseload, counselors were told to either wrap up sessions with students for good or refer them to colleagues, off-campus providers or LiveHealth Online.

“Time in sessions with students is then being taken up by transitioning them,” Counselor B said. “The responsibility is then put back onto the clinicians being furloughed versus management stepping up and making plans on how they’re going to deal with this.”

LiveHealth Online

In explanations of why they feel students will now have less access to mental health services, counselors point to the understaffing and the furloughs, but all six also pointed out that students who are not on the UC Student Health Insurance Plan (SHIP) will no longer be able to access LiveHealth Online (LHO) at no cost to them after June 30.

LHO is a contracted service that gives students the ability to speak with non-UC doctors and psychiatrists who are available 24/7.

“Currently, both SHIP and non-SHIP students are asked to enter their insurance information when signing on to Live Health Online,” Walter explained via email. “The coupon code signals LHO to charge SHCS any out-of-pocket costs instead of sending the bill to the student. The UCD SHIP committee voted this year to include LHO as a benefit with no copay beginning […] this fall.”

Because LHO changes its coupon code annually, and because that coupon code is set to expire on June 30, non-SHIP students will need to receive the new coupon code from the university or else they will be forced to pay out of pocket for this service.

All six counselors say they were told that, due to recent budget constraints, SHCS does not have the money to cover the new coupon code for non-SHIP students after June 30. This is an issue, they say, because they were told to refer more and more students to LHO.

In response, leadership gave conflicting information. Vu said, “yes, from all indications,” LHO will “be renewed,” given that “it’s been very well accepted and embraced by students.” Walter, however, said the new coupon code will be made available for non-SHIP students for the summer, but that no assurances have been made for the fall.

“Now that Counseling and Psychiatry are offering video visits (medical providers will soon), we believe that students may be better served by our SHCS staff, who have access to their health records and can make video visits a part of a longer-term provider relationship,” Walter said. “LHO is great, but now we can encourage visits with our providers as well.”

Counselor E said one important benefit of LHO is that it ensures that students in other states and even other countries have access to care. Some UC Davis providers have state-specific licenses and can thus only provide care to students located in that state.

“We know students use this, we direct them to use this and now this service will not be offered, despite the fact it provides access to providers in other states and even countries at a time when students are dispersed throughout the world and unable to access SHCS services due to regulatory restrictions,” Counselor E said.

UC Davis operates on a brief therapy model — meaning that the number of counseling sessions provided to each student is capped. This is not unusual for a university. Because “demand will probably always be higher” than the scope of resources the university is equipped to provide, other resources, established referrals and contracted services are developed to fit the need, Counselor C explained.

Yet, some counselors say the increased reliance upon LHO reflects a larger trend in SHCS of relying upon contracted services in place of actually hiring more counselors. Additional services like podcasts can be helpful, but they are not a replacement for “a licensed professional,” Counselor E said.

“It’s like, ‘Just refer them to LiveHealth Online,’ but […] that’s not sufficient,” Counselor E said. “Maybe [that] feels less safe than seeing a counselor that is within your institution — the institution that you pay a lot of money to attend. It doesn’t sit well and it doesn’t seem right.”

How the furloughs will impact staff

“In March, before that decision of obligatory furloughs was made, staff was reassured that there was not going to be any furloughs, and people were making financial decisions given that information,” Counselor B said. “When that’s revoked and folks have already gone off and made financial decisions because they thought that they were going to be employed or had job security, that puts people in really difficult situations.”

In addition to the significant financial burdens posed by these furloughs, Counselor B said they feel that their job is not secure and fear “what’s going to happen after this summer.”

“I’ve lost trust,” Counselor E said. “[I] lost trust in my department and in UC Davis and in the UC system in general, in terms of really putting their money where their mouth is […] In a department that hails social justice and had us work on a mission statement that totes this ideal, saying I’m disappointed is an understatement.”

Academic Senate allows instructors to make finals optional in light of pandemic, protests

Published: The California Aggie. June 2, 2020. View here.


In light of the ongoing COVID-19 pandemic and ongoing protests and demonstrations focused on racism and police brutality, the UC Davis Academic Senate announced its decision today to allow instructors to make their scheduled finals for Spring Quarter courses optional, as per a letter sent to instructors by Academic Senate Chair Professor Kristin Lagattuta.

“Our UC Davis community is currently experiencing the compounding stressful effects of the global pandemic with the pain, suffering, and outrage over the recent killings of George Floyd, Ahmaud Arbery, and Breonna Taylor,” the letter states. “Due to these events, some instructors who have scheduled a final exam in Spring 2020 may wish to offer students the alternative of receiving their course grade based on work completed through the last day of instruction (June 4).”

In an email sent to The California Aggie, Lagattuta explained that instructors are not required to make their course finals optional. Even if a course’s final exam is made optional, students are still able to take the exam, as “many students rely on their final exams to improve their grades,” Lagattuta noted.

She also clarified that the Academic Senate, which has authority over decisions regarding courses, instruction and grading, “did not authorize instructors to cancel scheduled finals.”

This is now the second quarter in a row that the Academic Senate has made provisions for finals. In Winter Quarter, the Academic Senate allowed for “maximum flexibility,” which enabled instructors to substitute scheduled finals for a take-home exam or to drop the final exam altogether.

Lagattuta also emphasized the flexibilities made this quarter to assist with student academic success: The deadline to opt into undergraduate Pass/No Pass (P/NP) and graduate Satisfactory/Unsatisfactory (S/U) grading was pushed until June 4, the last day of instruction, the quarter was made exempt from university and college-specific undergraduate P/NP unit caps and advisors were encouraged to be flexible with late drop requests.

Additionally, Lagattuta noted that, as is the case every quarter, students are able to contact their instructors to request an incomplete.

“Instructors are working hard to make sure that their students learn the material and are prepared for the next course in a series or for their post-graduation plans—they do have their students’ best interests in mind,” Lagattuta said via email. “Students should also be aware that many instructors are processing their own trauma and stress. So, please respect the decision the instructor makes for your course.”

Parents of UC Davis students who died by suicide turn to advocacy work

Published: The California Aggie. May 22, 2020. View here.


 

Content Warning: Suicide. Resources for 24/7 national and local crisis phone lines and text lines are listed at the bottom of this piece.

This article is the third in a three-part investigation by The California Aggie looking at suicide in the UC system. Parts one and two are available at theaggie.org.

What is a public university’s obligation to the well-being of its students? Several of the nation’s leading mental health experts, including from the National Institute of Mental Health, said, in actuality, there is none.

Universities “are not required to provide any care,” said Dr. Victor Schwartz, the chief medical officer of The Jed Foundation, a non-profit organization focused on suicide prevention for the nation’s teenaged and young adult population. “It doesn’t have to be that everything is provided on campus.”

Victor Ojakian is quick to dismiss this notion.

“The general premise of what an educational institution should be doing […] is graduating their students, and one of the ways you do that is by making sure that they have mental health treatment if they need it,” Ojakian said.

Ojakian’s son, Adam, died by suicide in December 2004 when he was a senior at UC Davis. Adam had not shown suicidal tendencies, and he was never diagnosed with a mental illness. His death is what is referred to as an “out-of-the-blue” suicide, Ojakian said.

“You’re subjected to someone you love taking their life unexpectedly,” Ojakian said. “And there is a level of trauma around that. I’m not even sure if I’m capable of explaining it.”

Later, in conversations with his son’s peers, he heard “what a wonderful guy” Adam was.

“I think one called him a ‘gentle giant,’” Ojakian said.

In retrospect, Ojakian suspects his son was struggling with major depression.

Adam’s death was also part of what is referred to as a suicide cluster. He was the fifth of six UC Davis students who died by suicide that year. A cluster, according to Ojakian, is not stopped “by doing nothing,” so it upset him that the university had not informed families of the situation.

At the time of Adam’s death, Ojakian said he “didn’t know four students had killed themselves prior to my son taking his life.” In his eyes, “it might have been helpful to know that.”

UC Santa Barbara, unlike UC Davis, notifies its campus community when a student dies. UC Davis students who served on the chancellor’s mental health care task force, convened in 2018, “were asking for more communication” from the university, and brought up examples of emails sent by UCSB to its student body upon a death in the campus community, said Margaret Walter, UC Davis’ executive director of Student Health and Counseling Services.

Currently, no changes have been made to UC Davis’ policy.

In the decade between 2008 and 2018, an estimated one to two UC Davis students died by suicide each year. This is the case for every year except three: An estimated four students died by suicide in 2011, an estimated three students died by suicide in 2012 and an estimated five students died by suicide in 2013, according to data collected by The California Aggie.

The UC does not require its campuses to collect suicide-related data, nor does there exist a “systemwide UC policy or standard on collecting suicide data,” according to Andrew Gordon, a spokesperson for the UC Office of the President (UCOP).

“There is no systemwide definiton of suicide nor policy thresholds at which suicides must be reported by a campus,” Gordon said via email. “Though campus counseling centers typically do collect this data and share with campus leadership locally.”

The Aggie submitted 20 California Public Records Act requests for the previous decade’s worth of student suicide statistics at each of the 10 UC campuses.

According to the responsive records, UC Davis, which saw 20 student deaths by suicide between 2008–2018, had the highest number of any UC campus. This number is based on deaths classified as a suicide by the county coroner, who then notified UC Davis Student Affairs. This data may not represent the actual number of student suicides at UC campuses over the previous decade. Because there is no system-wide definition or standard in use, it is difficult to accurately compare data on deaths by suicide across UC campuses.

UC Davis also showed the highest number of student deaths by suicide of any other UC campus between the years 2000–2005, the period of time during which Adam died. UC Davis saw nine out of the UC system’s total 29 student deaths by suicide during this time period, according to the 2006 “Report of the University of California Student Mental Health Committee.”

In 2006, Ojakian was asked to testify at a U.S. congressional hearing aimed at updating the National Mental Health Act. He recalled that an aide for former Congressman Patrick Kennedy approached him and remarked on the UC’s report from that year.

“He said that they had been touring in California, and they’d just been visiting UC Davis and they understood that it had the highest number of suicides of any of the campuses,” Ojakian said. “That’s not something to be proud of. If you’re in that situation, you should be doing more.”

As far as he knows, Ojakian said his son had not sought out counseling services beforehand — but, as Ojakian noted, “I don’t know how he would have.” Over the past 15 years, the mental health resources offered by UC Davis have drastically changed. In 2004, the year Adam died, the CAPS budget “had been cut eight consecutive years; they were operating on a shoestring,” according to Ojakian.

In 2004, the year Adam died, the CAPS budget “had been cut eight consecutive years; they were operating on a shoestring,” according to Ojakian.

“We knew that students who were in need had no idea about what was available, what to do,” Ojakian said.

That’s when he and his wife, Mary, became advocates for student mental health.

For over a decade, the Ojakians’ advocacy work has led to tangible changes at UC Davis (additional student services); changes at UCOP (the creation of a Suicide Prevention Website and the Red Folder Initiative, a reference guide to mental health resources used by campuses both inside and outside the UC system); changes at the state level (Assembly Bill 89, which requires that all psychologists in the state receive training in suicide prevention) and even changes at the federal level.

Both Ojakian and Lomax worked on getting AB 89 passed for over five years — as Ojakian noted, if you do work in suicide prevention, “you have to be persistent.”

Described by others as a “fountain of information” on student mental health and suicide prevention, Ojakian repeatedly clarified that none of this advocacy work was done alone. He is also adamant about the fact that his advocacy work, which has saved lives, is not enough.

“We still think suicide is not something we can do anything about”

Since 1999, the U.S. has seen a 33% increase in its national suicide rate, and that rate is expected to rise amid the coronavirus pandemic. Yet, a “statistically strong and reliable method” to identify those at high-risk of suicide “remains elusive,” according to a 2016 study in the journal PLOS One.

Dr. Jane Pearson, the special advisor to the director on suicide research at the National Institute of Mental Health, said identifying factors that explain the upward trajectory of the nation’s suicide rate over the past decade is “the big question we would love to answer.”

“To say what one thing is contributing to suicide risks is really hard,” Pearson said. “The field is struggling right now […] to understand what’s going to be the most effective type of intervention.”

A key factor identified by several suicide prevention advocates is awareness. According to Craig Lomax, when a group of individuals understands foundational information about suicide and mental health, relevant stigmas and fears associated with seeking help are “reduced dramatically.”

In June of 2012, Lomax’s daughter, Linnea, died by suicide when she was a 19-year-old freshman at UC Davis.

“People described her as being extremely positive, extremely generous and just very interactive and encouraging,” Lomax said.

She was also diligent, thorough and a perfectionist, he said.

In May of 2012, Linnea was severely underweight and engaging in other physically destructive behaviors — “I just didn’t understand that it [was] the size of something much deeper going on,” Lomax said.

He remembers apologizing to Linnea’s roommate about the stress of the situation, and he recalls that “the roommate’s response was one of, ‘Oh yeah, well this kind of thing happens when you don’t know how to handle stress. I handle it just fine.’”

“She was clueless,” Lomax said. “I’m really not irritated, but that echoes my point of: What if everybody in the room understands the foundation of this? She might have been able to help surface Linnea’s understanding of what was going on. [Linnea] might have been able to get help earlier.”

On her 19th birthday, Lomax tried to talk Linnea out of taking her upcoming finals and coming home. UC Davis was immediately cooperative to the idea, but because Linnea was over 18, it was her decision to make. She was “absolutely certain” UC Davis was not going to let her return because she felt her grades were so poor, Lomax said, noting that she had a 3.83 GPA.

“Our rights are wonderful, […] however, when a mental illness comes in, it starts representing the body and that isn’t reflective of who that person is or their values,” Lomax said. “People start listening to the mental illness while the person is dying, and the mental illness wants to be destructive to the body.”

Soon after her birthday, Lomax found his daughter in a suicide attempt and took her to UC Davis’ Counseling and Psychological Services (CAPS).

“The clinician looked at her and […] said, ‘Yeah, I don’t think that she’s going to commit suicide.’ I just came from a suicide attempt 30 minutes ago,” Lomax said. “The clinician was a little bit impatient because she had other things to do, but I pressed for a letter because in order to get her out of finals, we needed a letter.

“So we got that, but we didn’t get any other direction,” Lomax said. “We didn’t get any other help. We have no [idea] what to do, where to go, what to learn. Now that I know a lot about suicide prevention, [that was] completely incompetent and wasn’t adequate at all.”

 “We didn’t get any other help. We have no [idea] what to do, where to go, what to learn. Now that I know a lot about suicide prevention, [that was] completely incompetent and wasn’t adequate at all.”

Lomax decided to write emails to a number of psychologists, one of whom recognized a dangerous combination in Linnea: that of suicidal ideations and perfectionist tendencies. The psychologist made an emergency appointment to see Linnea and recommended that she be admitted to an outpatient therapy center in Sacramento.

Linnea spent 10 days in a psychiatric hospital under a hold. On the eleventh day, she went to a voluntary outpatient program under the supervision of her hospital psychiatrist. On this day, she voluntarily left, three hours before her parents were scheduled to pick her up. She had not alerted anyone to her whereabouts.

“We were stupid, we didn’t think voluntary meant voluntary […] or I would have had a chair and waited and watched the building — that’s how concerned we were,” Lomax said.

Over the next 10 weeks, as Linnea’s story gained media coverage, over 1,300 people from Sacramento and the Lomax’s hometown of Placerville searched for her. Lomax said his family received over 300 phone calls reporting Linnea sightings, but only two of the 300 calls were actual sightings.

“Most parents can’t get it around their heads that their kid is suicidal, but even after you know that your kid is suicidal, it’s another thing to actually think they would do it,” Lomax said. “And that’s true of any human. We respect each other enough that we can’t fathom that that person that we know could actually do that, it just doesn’t make sense. So you have a hard time believing it. And we had 300 phone calls that said, ‘We’re seeing her in Sacramento.’ We would rather believe that.”

Ultimately, after a 10-week search, it was Linnea’s mother who found her body.

“It’s completely horrific and destroyed us in so many ways,” Lomax said. “It didn’t destroy us all the way, if I was still searching for my daughter, which I would be.”

The Lomaxes received hundreds of cards offering condolences for Linnea’s death, including one from UC Davis.

When Linnea died, Lomax said he was “totally uninformed about mental health and mental illness.” He has now educated himself and others on these topics.

“We do a lot of things nowadays to save a life,” Lomax said. “What degree will the campus go to save one of those lives? I suspect that they’d be willing to spend millions of dollars if they thought they could save a life. We still think suicide is not something we can do anything about.

How we talk about suicide

Patti Pape, an active member of the National Alliance on Mental Illness, is currently teaching classes aimed at de-stigmatizing mental illness. In these classes, she talks about suicide and addresses the “fact that bringing up suicide does not ‘plant a seed.’”

“It needs to be discussed and communicated,” Pape said.

Pape’s son, Eric, died by suicide in May of 2017 while attending UC Davis. Eric was a traveler, an anthropologist and someone who “worked hard” and “felt deeply,” Pape said. A psychology major, he entered UC Davis as a junior transfer and worked in a neuroscience lab.

According to Pape, Eric had not struggled with his mental health before transferring to UC Davis.

“The transition to Davis was more difficult than I had seen him experience before,” Pape said. “He had always had pretty stable relationships with friends and family, and not having that support system right at hand, right away, really took its toll on him.”

Eric began receiving support for anxiety and depression through drug therapy and through UC Davis counseling services. His first suicide attempt was in January of 2017, and he was checked into Sutter Davis Hospital and placed on a 72-hour 5150 hold. While there, an altercation occurred between Eric and a nurse at the hospital. After his release, and after he returned to school, Pape said Eric was doing better until he was charged with felony battery for the altercation.

“The trial was delayed and he felt more and more desperate,” Pape said. “He was still going and seeking services but he […] basically just decided there was no other way to solve the problems. His perception of himself was all based on what was going on with this trial and the outcome of that, because that was going to change his life irrevocably.”

In his last few weeks, Eric requested to see a specific UC Davis counselor, but there was a wait until he could see them. If Eric had been able to see the counselor, “I think that could have made a difference in the outcome,” Pape said. She believes the support UC Davis provided to Eric was “adequate,” but that “in a crisis, they let him down.”

After her son’s death, Pape received Eric’s diploma posthumously. She said she appreciated meeting the chancellor and being treated “in a nice way” by university officials, “but there was no acknowledgement of the fact that he killed himself.”

When a student dies by suicide, there is some level of fear held by a university that it will be blamed for the death, said Paul Gionfriddo, the president and CEO of Mental Health America.

Although UCOP does not require that campuses maintain student suicide statistics, Ojakian believes “they know who’s died on campus.”

“They try and hide it and mask it because they don’t want it reflecting on their service,” Ojakian said. “There’s a legitimate reason: They don’t want to create concern or consternation on a campus, but there’s also a level where they don’t want people to know students are dying on campus.

“My son died in the middle of December,” Ojakian said. “Then we got a call from the CAPS director — I think it was between Christmas and New Year’s. He’s calling for a reason. He knows my son is dead. They know. Regardless of what they say.”

In Ojakian’s mind, the UC president needs to be making sure that each campus has a plan and that these plans are being communicated between the campuses — “the fact of the matter is that the president’s office should be more involved.”

When it comes to work in suicide prevention, “you have to overcome things like being dismissed or avoiding dealing with suicide,” Ojakian said. “We think if we turn the other way, it won’t exist.”

But what happens when you lose someone to suicide?

“Other people talk with you, they ask you about what’s going on with their loved one or tell you about what happened to one of their children, so then you start seeing the bigger picture,” Ojakian said. “People started telling [me], ‘My son is at a community college and he has attempted to take his life.’ But it’s not just the campuses, it’s the whole culture that doesn’t want to talk about this. So, then you get to realize how big a problem that is. If you just sit back and do nothing, it’s not a solution.”

Ojakian’s home county of Santa Clara has a formalized suicide prevention plan, thanks to work done by Ojakian and others. His county is one of only seven out of the total 58 California counties that has a suicide prevention plan (Ojakian worked on a bill that would have required every California county to have a suicide prevention plan, but the bill was held by the appropriations committee without explanation).

Santa Clara has the lowest suicide rate in the state. Whereas the state of California has seen an increase in its suicide rates over the past several years, Santa Clara has seen a decrease from 150 down to the low 130s.

“I’m not a clinician, but it doesn’t prevent us from doing something,” Ojakian said. “I’ve educated myself on this topic, because my end goal is to save lives. In a sense, I’d rather not have people call me. I’d rather know that everyone’s loved one is safe and/or getting help because they need it.”

Suicide prevention at UC Davis

When the head of a university’s counseling department is asked about the work they do related to suicide prevention, they will say that all of their work is, in some form, related to it.

“All the work we were doing was effectively an attempt at suicide prevention in the same way providing medical care working in hospitals is working death prevention,” Schwartz, who was also the former medical director at New York University’s counseling services and current chief medical officer of The Jed Foundation, said.

The current work related to suicide prevention undertaken by UC Davis is vast and varied. After noticing an uptick in student suicides, UC Davis officials began a multi-year process guided and supported by The Jed Foundation. The process has consisted of the foundation providing the university with feedback aimed at improving its mental health care and suicide prevention efforts.

When schools provide more of these types of services, “suicide rates go down,” Schwartz said.

As part of a recommendation by the foundation, UC Davis has recently created and implemented a set of postvention guidelines used by the university in its response to traumatic events, including suicides. The guide is meant to ensure “a rapid and adaptable response aimed at preventing the trauma from growing,” according to the UC Davis website.

“Last year was about improving access,” Walter said. “We’re trying to open up the avenues where students can get support.”

And because universities provide some form of reliable community support, there is reason to believe that college is a safer place to be for individuals with mental health issues. In fact, the “actual rate of suicide is lower among college students than non-college-attending 18- to 25-year-olds,” Schwartz said.

Ojakian and other advocates, however, see college campuses as having a “captive audience” and, thus, an opportunity to reach out to students and let them know that “there are alternatives to taking your life.” There is a shared belief held by Ojakian, Lomax and Pape that universities can and should be doing everything in their power to prevent suicides from occurring.

“As parents, we send our children to an institution of higher learning assuming that these places are enlightened and open to research-based changes, and then when they seem to disregard that responsibility it’s disheartening,” Pape said. “What is the focus of the UC system? Is it research? Is it fundraising? Or is it our undergraduates and graduate students who need to get an education in a nurturing environment?”

This past May 4 marked the second anniversary of Eric’s death. In a recent email, Pape talked about the feelings that the anniversary prompted.

“Everyday is a bit easier to recognize the reality of our loss, but it certainly doesn’t keep us from missing his presence and wondering how he would be reacting to the craziness our world is in with this pandemic,” Pape said. “We all agree he probably would have backpacked up into the mountains and waited it out.”

Amid the coronavirus pandemic, Chancellor Gary May has made it a point to highlight the mental health resources available to students. Those resources, as they appear on the SHCS website, include the following:

  • Mental health visits: Counseling Services are available by phone or via secure video conferencing. Schedule an appointment through the Health-e-Messaging portal or by calling 530-752-0871. All Mental Health Crisis Consultation Services are offered via phone consultation or secure video conferencing. Call 530-752-0871 to access these services.

The number for the 24/7 National Suicide Prevention Lifeline is (800) 273-8255; the number for the 24/7 Crisis Text Line is 741741; the number to speak with a trained counselor through The Trevor Project, available 24/7, is 1-866-488-7386 and the number for Yolo County’s 24-hour crisis line is (530) 756-5000 for Davis callers.

City of Davis urges residents to shelter-in-place, UC Davis closes ARC, campus

Published: The California Aggie. March 17, 2020. View here.


The City of Davis released a message urging residents to shelter-in-place and practice social distancing in response to the spread of the novel coronavirus, COVID-19. This message comes after seven Bay Area counties were ordered to shelter-in-place, with Gov. Gavin Newsom saying Monday that he plans to expand this order to the entire state.

On Monday, President Donald Trump and the White House recommended that gatherings throughout the nation be limited to no more than 10 people for the next 15 days. As of today, there are now cases of COVID-19 in all 50 states — there are over 5,700 coronavirus cases nationwide and the death toll in the U.S. has surpassed 100.

As of this morning, the California Department of Public Health reported 472 positive cases of COVID-19 in the state with 11 deaths total. On Sunday, Newsom directed bars and nightclubs in the state to close, and on Monday, he recommended that all movie theaters, gyms and restaurants — except for take-out service — close temporarily. In response to these directives, UC Davis announced it would be closing all campus eateries as well as the Activities and Recreation Center.

UC Davis remains operational, and all dining commons are open, “with more space for social distancing,” according to an article on the university’s website. The CoHo, BioBrew and CoHo South, operated by ASUCD, however, will be closed both this week and the following week. There are plans to reopen these facilities with reduced schedules on March 30, the first official day of Spring Quarter, though all classes will be remote.

UC Davis also recently announced that it would be suspending all of its international and U.S.-based study abroad programs through the summer.

After UC Berkeley officials announced Saturday that a graduate student had tested positive for coronavirus, UC Davis Provost Ralph Hexter released a statement to the campus community via email, highlighting a response plan “for the eventuality of a member of our campus community testing positive for COVID-19.”

According to Hexter’s statement, if “you have personal knowledge of testing positive yourself for COVID-19, or an immediate family member testing positive, or know of a colleague who has tested positive,” immediately contact the following:

UC Davis officials address decision to make Spring Quarter instruction remote

Published: The California Aggie. March 14, 2020. View here. Co-written alongside Kenton Goldsby, Hanadi Jordan, Kaelyn Tuermer-Lee and Liz Jacobson.


 

Editor-in-Chief Kaelyn Tuermer-Lee, Managing Editor Hannah Holzer, Campus News Editor Kenton Goldsby, Opinion Editor Hanadi Jordan and Arts and Culture Editor Liz Jacobson sat down with the following UC Davis administrators on Friday to talk about decisions concerning remote instruction due to the coronavirus. Below is a transcript of the meeting that has been edited for length and clarity.

Title and introduction:

Chancellor Gary May

“My style is collaborative, I expect all my colleagues to be subject matter experts in their particular role, and they are. We occasionally have missteps or fumble things, but that’s going to happen anywhere. My role is kind of just to frame the problem, ask a few questions. At the end, I have to make the final decision, but not always.”

Interim Vice Chancellor for Student Affairs Emily Galindo

“I’m thinking about, ‘What are the impacts going to be to our students, those that live on campus, those that live off campus.’ Also, we have 800 staff, so I’m also thinking about how these decisions will impact those individuals.”

Provost Ralph Hexter 

“All the deans report to me.” 

Psychology Professor Kristin Lagattuta, the chair of the Academic Senate

“I’m a mother of two college children, so I also very strongly empathize with the student perspective, and I am a mother of a college athlete, so I empathize with the absolute disruption to spring sports. I’m a faculty member, I also see it from the Senate chair perspective of trying to see the bird’s eye view of how this all goes together.”

Vice Chancellor of Finance, Operations and Administration Kelly Ratliff 

“For all the issues related to human resources and employment, but also everything related to facilities and custodial and those sorts of things, the folks that do campus event planning, that’s all with me. And there are aspects with travel — domestic travel, insurance — for this particular circumstance, those are issues my team is helping with.”

Chief Marketing and Communications Officer Dana Topousis

By “remote learning,” does that mean that students will be sent home and moved out of their dorms?

Emily Galindo: No, that’s not our intent. The campus is still open and we want to allow for that to continue. The situation is fluid though, and I think you have to appreciate that. We are planning to message our students who live in the residence halls now that when we get through with Spring Break we will remain open and that the services will be available to them.

Ralph Hexter: What we’re trying to emphasize is options. Students must have [the ability] to access the material remotely, likewise, individual faculty, given health status or risk, we want to make sure they have the option of delivering material remotely.

A lot of rumors were circulating about what would happen to Spring Quarter instruction. Why the delay on the message?

Ralph Hexter: When we do issue statements, we want them to be as complete and unambiguous as we can make them. That’s why partial information is so misunderstood and turns into rumors.

What has the decision-making process looked like up to this point? 

Emily Galindo: The first meeting was our phone call on Jan. 28. So it’s been since then, that on a weekly or every other week, there have been a number of us that have been on phone calls, beginning to talk about what the situation is. And our calls started primarily with our healthcare folks.

We have the Student Health and Wellness Center, and we have a medical director, and she is very much in alignment with Yolo County Public Health. We have been getting direction from there. The phone calls have increased as well as the amount of participants on the calls as it’s become a bigger situation. We had our weekly phone call this morning with Student Affairs, Student Housing and Dining, safety risk folks and communications folks. People report out on what’s the latest.

Then we have [an] emergency crisis management team. They’re more focused on policy than the practical logistical things that happen on a regular basis.

Kristin Lagattuta: I had 15 hours of meetings yesterday.

Ralph Hexter: For example, the Chancellor is on a call every morning with his opposite numbers at 7:30 a.m. and I’m on a call with the other executive vice chancellors for the system at 7 a.m. Part of our calls are trying to learn from one another, and to the extent that’s possible, figure out where we can be exactly in conformity. But there will be local variations — one obvious reason is we’ve got two campuses who are on semesters, and the rest are on quarters.

Kelly Ratliff: We had a system-wide call with my counterparts and had a group of folks on the phone about remote work. It all involves folks from other campuses. Some of the functions like human resources are both Sacramento and Davis. And if you’re a healthcare worker, it’s a very different circumstance. What does it mean to talk to our employees about people who can and might be able to work from home versus healthcare workers who can’t? Depending on these different scenarios, we bring in our own health experts. So we’re lucky we have the UC Davis Medical Center. They have an amazing infectious disease team. We have our own folks in occupational health, kind of like student health and wellness.

Kristin Lagattuta: And at the medical school, we have people who are expert epidemiologists and [ones on] coronaviruses, too, and they are working worldwide. So it’s incredible expertise we’re drawing from.

Kelly Ratliff: The formal decision structure relies on that emergency crisis management team. And then Gary [May] is the ultimate decision maker. There are some things where UC President Janet Napolitano has taken the lead — in terms of some of our employment practices and paid leave, Janet [Napolitano] set those policies, like the travel restrictions. The category two and three travel restrictions were set by the president. And then we’re implementing locally how it affects our systems and our language. [The decisions are] implemented by individual managers and supervisors because they know their own work best.

Kristin Lagattuta: The Academic Senate basically has authority over decisions involving courses and instruction and grading. We’ve been meeting regularly for several weeks now trying to figure out how to improve and basically lax some of the rules about how instruction goes. Normally, if a professor wanted to move some or all of their course material to remote instruction, they’d have to go through this lengthy approval process. And so suddenly, when you’re faced with this emergency situation, you can’t have these very strict rules. Everyone’s really trying their best to align with the guiding principle, which is really maximizing how many students could finish Winter Quarter. We’ve had a lot of emergency meetings where we discuss a lot of these issues. We want students to be successful. We fully recognize this is stressful.

As you likely know, we have a lot of professors who are over 60-65 years old and we want to give them control to make certain decisions so they can protect their health. It’s balancing all of these interests and really getting a lot of very dedicated faculty in the room to make very, very thoughtful decisions, and they’re not easy decisions to make. We’re really encouraging faculty to be as caring and flexible to their students as possible. We can’t police all that. We’re hoping that all faculty will have the best interest of students in mind when they’re making these decisions. But it’s challenging, it’s challenging for everyone.

Emily Galindo: On behalf of the chancellor, one of the things that he did when the fire situation happened, he did again this week: He called together student leaders from his Graduate Student Advisory Board, the Undergraduate Student Advisory Board [and] the ASUCD Executive Office. And he asked the question: ‘What do you think we should do? And what do you think would be most helpful?’

Given the decision to cancel all in-person finals, why did the university not cancel in-person instruction during Week 10?

Ralph Hexter: There’s sort of two horizons that are guiding our decisions: How do we protect — to the extent possible — the health of the people involved in the activity? And then, as we shift from containment to mitigation, how do we [decrease] the frequency of the number of peoples we bring together?

A week ago Friday, [and] a week ago Saturday, we weighed what would be realistically able to achieve [and] we chose to strongly encourage the making available of the opportunity to access the material remotely. We felt that we would, in reality, achieve the same thing [by] cutting down the number of classroom meetings and the number of people attending by strongly encouraging rather than simply mandating, which, personally, I think would have led to a feeling that we just kicked over an ant hill, and people would have thrown up their arms.

Ken Burtis, who’s the faculty advisor to chancellor and provost, has been going around this week and visiting some classrooms and he said that there’s so few students in the classes that are being held that we’re achieving that recommended social distancing and then some. And I will just comment that Berkeley faced a very different rhythm because they’re semester, so it was in the semester and not the last week of the quarter.

Kristin Lagattuta: And also emphasizing student choice — some students don’t learn as well remotely because there’s a lot of distractions going on, and we wanted to maximize student choice to be able to attend in the classroom. We imagined only about 30% of students would actually show up to classes, if not fewer, so you could spread out. But I think that again, in situations of uncertainty, giving a level of control and choice to people to make those decisions are really important. As students, that last week of the quarter — [when] people are giving the final midterm or you have class presentations — [it] can be overwhelming for students if all of the sudden you’re just like, ‘No more, you don’t get to do this anymore.’ And for faculty too, it’s very challenging.

I know students joke about how faculty can’t even work the technology in the classroom at the time of the lecture, how can they be expected to do all this stuff online? They were frantically trying to figure out, ‘How do I do Zoom lectures? How do I integrate these things into Canvas? How am I going to do these online quizzes?’ They’re working so many extra hours to make this happen for their students in order to maximize the quality of education they can provide to students.

With some professors giving out 100%s on finals, there’s been a discrepancy in terms of grading and examinations across classes. What is the university doing to ensure all students receive fair marks?

Kristin Lagattuta: Our major guiding principle [was] to maximize the opportunities for students to finish Winter Quarter by offering more flexibility to instructors to make those decisions — they’re the best authority of their class [and] of how much their students learn. I don’t think there can be a one-size-fits-all. I don’t think there is one fair approach, because someone could argue, although it’s nice to get 100% on the final for everyone, is that fair?

Ralph Hexter: We worked very closely with the Senate. So there was a whole range of possibilities — not to have a final, having the final remotely, [changing] the weighting of the final. One other thing was to have a take-home final or an alternative assignment. All of that is really built on what already exists.

I don’t think the university can guarantee, even in the regular operation, that everything is fair in the sense that everything is equal between one class or another. We certainly hope that within any framework people are working fairly and that there are opportunities for appeals. I will acknowledge clearly, that in this unique situation of sudden changes, there might be more opportunities for discrepancies.

Kristin Lagattuta: When we offer those additional flexibilities, we strongly encourage them to minimize the amount of change or disruption to what their stated grading practices were going to be [for] that course.

When did discussions with other UC campuses begin and when did discussions with UCOP begin regarding the situation? And when did UCOP issue its first directives around the coronavirus?

Kelly Ratliff: The first one I’m recalling had to do with travel and it’s [from] February. [For] the system-wide calls, in many ways, Davis was first. We had the first community transmission patient at our medical center, and then we had the situation with our students who were being tested. The system-wide interaction started before that, because as soon as folks knew about our coronavirus patient and students under isolation, my email was going crazy. Some of this was happening starting in late January, when we first had our case. And then every one of my system-wide groups moved to weekly calls starting then.

It looks like we’re making different decisions on different campuses. In some cases we are, but often that’s right now driven by the public health guidance. For example, when you read and see what’s happening with large events, mass gatherings, the original guidance that was coming out of Yolo County had to do with 150 people. So that’s how we start — at 150. Their public health advice in Santa Clara County was 50. We each have our own situations. UC Davis happens to sit in a couple counties. We have locations in Solano, Yolo and Sacramento counties. There are different reference points, different local circumstances, but we’re all again doing our best to share information about those things.

Ralph Hexter: Yolo County could not agree with Sacramento County on certain things.

Kelly Ratliff: Which also happened during the fires.

Ralph Hexter: We were waiting for Yolo County to come out with guidance. What finally came out was that Yolo and Placer County and Sacramento County had already done something different, which is extremely challenging for us. Our UC Davis Health has clinical operations in both of those counties, not to mention others.

Kristin Lagattuta: As the Senate chair, we also have a system-wide component. I meet regularly with the Senate chairs from the other divisions of all the other campuses. We’ve been sharing a lot of the decision-making regarding, ‘What are we doing about instructional practices? How are you handling remote instruction? How is that all working?’ We’ve been really drawing from each other in these uncertain times to try to figure out what the best practices would be.

What sort of issue areas does UC President Janet Napolitano have unilateral authority over and what directives has she given?

Kelly Ratliff: Our labor agreements are system-wide — so on some of the employment issues and issues around paid leave. And guidance [on] travel. We have a president with experience from Homeland Security, so some of these things are sort of more natural even in her own areas of subject matter expertise.

Possibility of a refund

Kelly Ratliff: As campuses are deploying their instructional model in similar but different ways for Spring Quarter, depending on local circumstance. How might we consider thinking about folks asking about refunds? There’s going to be [a] conversation and a standard approach about the mandatory system-wide fees and tuition, which will not be refunded because everything we’re doing is not closing the campus.

Kristin Lagattuta: It’s actually more expensive in many ways because we’ve had to get all the Zoom pro licenses for the instructors, the examity costs $20 a student for every student proctor and there’s thousands of students going to be proctored this way. The university is actually pouring a lot more resources into this to make this happen. I’m getting all these texts from [professors] talking about all the equipment that they’re buying just so they have things at home in order to deliver the kinds of instruction that they the students need.

What is the thinking right now in terms of commencement ceremonies?

Kelly Ratliff: The very clear message right now is that we’re still planning on commencements. That may change, but we want to lead with: ‘We’re still planning on commencements in this sea of uncertainty.’ We’re trying to do things in rolling time fields — that will make some folks uncomfortable, because it still won’t be certain. For now, that’s the decision framework, because so much is changing. Our messages last Saturday were the first of all the UC campuses, then all of a sudden we quickly became last. None of us ever imagined like what happened with the NBA and the NHL and the symphony and the opera and the Mondavi [Center].

Kristin Lagattuta: We fully recognize how absolutely crushing it would be to students and their families to cancel those really beloved and momentous events, especially graduation. We don’t want to take those decisions lightly, we really want students involved in that and whatever happens with graduation, right now it’s there. We don’t want to get rid of it. That’s such a time of celebration that to let go of that [would be] heartbreaking.

In terms of the implementation of “remote instruction,” what will happen to research laboratories?

Ralph Hexter: Our commitment is to have the university open and be in operation. We’re thinking of giving everyone, to the extent possible, the flexibility to work or study remotely. When it comes to research labs, each one is going to have to decide.

As you may or may not know, we have five million research animals, most of them are fish, but there are a lot of quadrupeds as well. Nothing against fish, but they all need to be taken care of. So we have critical operations, like the clinical operations at the medical center, [that] we would never shut down. We would [look] at the individual personnel in the lab — if anyone is immunocompromised or has a health need or a family need that requires them to be reassigned, we’ll figure out a way to cover it.

Kristin Lagattuta: My research lab is at the Center for Mind and Brain, and so what we’ve been talking about is really limiting, as much as possible, human subjects’ participation in studies too. And so most of us have sort of shut that down unless they’re really critical, longitudinal studies where you have to test a child at a certain age. But then actually making it completely voluntary for those families and letting them know, and increasing how much we’re cleaning everything and really trying to only have the lab personnel that really need to be there so we can have more social distancing too. It’s really, really challenging because graduate students are working on their dissertation research, and I have many undergrads who volunteer in my lab, so we’ve said that we’re not having them come in because they’re interns. But that’s missing out on educational experiences for them too. We have a Senate Committee — a Committee on Research — and they’ve been sort of informing some of these decisions too, but it’s really challenging.

What is the university planning to do in respect to in-person labs for course credit?

Ralph Hexter: That is one of the topics under most active discussion now. Yesterday morning, on our AVC call, we were hearing from Berkeley, where chemistry was videoing the processes, having either the TA or the TA plus a couple of student volunteers do the experiment, get the students to see what the meanings are, they remotely take it down, do the calculations. So when it starts to get down to labs, there’s no one-size-fits-all. I’m aware now that that was actually already ongoing here. So I think some of them will be handled that way in a very creative, remote fashion, and I think that’s interesting. I was talking to a graduate student who, himself, teaches a lab, and he was saying actually right now in lab, sometimes the technician does the literal experiment and the students just get the data and have to figure out the calculations.

This will require some work in the department and Senate level, [but] there may be some [where it] is utterly impossible, and perhaps other arrangements will have to be made. Students could potentially take a lab in another quarter, but if the student were to need to graduate, I’m hopeful that they would find ways to adapt. And advisors in the departments now can make adjustments.

Kristin Lagattuta: Outside of labs, you have the performing arts and studio arts, and that also provides a lot of challenge for students too. But yes, we would anticipate increasing flexibility.

Ralph Hexter: Because we’re not closing the campus, some of those activities may take place on a voluntary basis in the actual venues.

Kristin Lagattuta: The other thing we’ve also discussed is increasing Summer Sessions. So if the situation changes by summer, maybe some of the lab courses that would normally take place in spring, we would have a larger number of options for students to take in the summer. Of course, we can’t predict with certainty what’s going to be happening in the summer, but that’s also something that faculty and departments are thinking very strongly about — how to maximize how many students make that progress toward graduation and being mindful of that.

Given that the date to file for graduation was Friday, if students who were planning to file for graduation in Fall Quarter now want to rethink that decision and graduate this Spring Quarter, will the deadline be extended?

Kristin Lagattuta: That’s a good question, we will find that out.

Ralph Hexter: This is a really great example of why it’s wonderful to share these things, because new questions come up that we’ve never thought of.

Increasing Pass/No Pass registration

Kristin Lagattuta: During November 2018, when the campus was closed due to fire, several students signed this petition saying, ‘Can we extend the Pass/No Pass deadline?’ And we thought about that very thoroughly. What we decided — and I think it still holds in this case too — is that the Pass/No Pass, while even right now feels very good for students and very stress-relieving, it has a lot of future negative consequences that a lot of students might not think about in the here and now. You need a certain amount of graded units for graduation. A lot of graduate professional schools require certain classes to be graded. So what we decided in November of 2018 — and, again, still stands now — is that we’re requesting that advisors in colleges are flexible with this. If someone really wants to extend that Pass/No Pass, they would tell them, ‘This would be the consequences and things that could potentially happen, so you can really make an informed decision.’

Residence hall contracts

Ralph Hexter: One example of a deadline or of a date that I know that we’re changing […] is residence halls contracts.

Emily Galindo: If a student goes on Spring Break and then they decide that they don’t want to come back, then we’re going to increase the flexibility if they want to cancel their contract, understanding then that they would have to move all their belongings and move out.

You mentioned that students will not be getting a refund next quarter, but for students who have to enroll for an additional quarter who otherwise planned to graduate this quarter, is monetary compensation something that is being considered?

Kelly Ratliff: I think we’d have to think carefully about the scenario. We’re imagining that everyone will still have the ability to maintain the same level of progress toward their academic degree next quarter as they otherwise would. In all these things, it’s important for us to say we have case-by-case circumstances. People have unique circumstances related to housing or other things, so we always have places and processes for literal case-by-case, but sort of the overarching assumption for all these things is we’re still maintaining the order, it’s going to look different.

Is the university considering how it would retain on-campus and student jobs?

Emily Galindo: That’s our challenge. That’s part of why we continue to say that the campus is open, because we know that a lot of our students need their jobs. And for our revenue-producing units — in particular ASUCD [and] our housing and dining, which is self-supporting — if the revenue doesn’t come in, then it makes it very difficult for them to pay. We all know the hit that the Coffee House took with the [Camp] Fire, and so those are the kinds of things that we don’t want to see happen. I think we’ll have to continue to have conversations about that.

Kelly Ratliff: Fewer folks are riding Unitrans, fewer folks are going to the few venues, and so it’s very much on our mind. We have custodial staff — in some ways, their workload has gone up right now. But if we’re mostly not using classrooms in the spring, what does that look like? There’s a lot of issues and definitely a lot of thinking and planning and trying to find ways we can preserve. This is one of the things the federal government is talking a lot about and the state will as well in terms of different provisions for unemployment and those sorts of things.

[At] UC Davis, we won’t be able to backstop and be a full unemployment agency. That is one of the sort of the terrible real life impacts of these [mitigation measures], but we’re definitely going to look for all the ways we can help mitigate and leverage, including if there’s federal or state programs to make sure we’re maximizing everyone’s opportunity. Sometimes the way we make our decisions will make people more or less eligible for those sorts of programs, and so that’s something for us to also [consider]. Whatever we can’t manage ourselves, we want to make sure that how we implement creates maximum opportunity for folks to use other sorts of programs that are available.

The Sacramento Bee reported that UC hospitals will now be using their own screening tests for COVID-19. Will that apply to our on-campus health center?

Emily Galindo: We do have the test available. We are partnering with Quest Diagnostics. But we’ve got a criteria for who gets the test and there’s already been some friction with folks going in or calling in and saying ‘I need the test.’ The advice nurse goes through the questions and based on your responses, that determines whether you’re at priority for the test.

Kelly Ratliff: This will be something that’s evolving. The capacity at the [UC Davis] Med Center is brand new. We’re in two counties, and so there also will be guidelines about transporting samples. Over time, if we develop capacity and we have our own expertise, we’re going to want to make that available to our own students. It’s all quickly evolving.

If and when the Student Health and Wellness Center develops the capacity to administer screening tests for COVID-19, will students who aren’t covered by SHIP be given the test for free or at a discounted price?

Emily Galindo: I don’t have that answer.

Are there any major concerns about how a transition to remote instruction would impact the university’s finances?

Kelly Ratliff: There are a lot of concerns. There are concerns about the worldwide impact of this. There are also concerns about students’ own decision making about staying or showing up in the fall. There are a lot of places we’re experiencing higher costs to have tools to mitigate the risk from the virus. We just rented as many portable hand-washing stations as we could. We want to have those on hand and figure out how to deploy them. There’s many different examples of how the university’s finances will be affected by this situation.

Ralph Hexter: I think this will ripple for a number of years. I don’t even know. For example, those of us who are above 60 think, ‘What is this going to mean for the UC retirement fund?’

We’re absolutely wondering, ‘What are yields going to look like?’ We’re going out with our admissions decisions, and I’ve been in awe over many years [at] the skill of admissions professionals with knowing how to hit the right enrollment numbers, but that’s based on historic data, and the ability for prospective and admitted students to visit campus.

Not to mention, when we add the horizon of the international students, even if they wanted to come, will they be able to? We are in a maelstrom of uncertainty.

Kelly Ratliff: We’re doing the best contingency planning we can in many places. We have reserves. That’s an important part of anyone’s financial resiliency. But we just had an emergency not that long ago — [the Camp Fire]. And this one is really very hard to predict. So there’s thinking and planning, but there’s so much uncertainty around it. We have big estimates that have a lot of uncertainty on them. While they are helpful, they’re still not something you can easily see and go, ‘Oh, yeah, let’s write a check.’

UC San Diego announces all Spring Quarter classes will be online, UC Berkeley suspends in-person instruction citing coronavirus concerns

Published: The California Aggie. March 10, 2020. View here.


 

UC Davis officials announced on Saturday, March 7, that the university is advising “maximum flexibility” regarding instruction for the remainder of the quarter due to concerns regarding the coronavirus. The operational status of the university remains unchanged. In an online message explaining the decision, university officials said there are no confirmed cases of coronavirus disease 2019 (COVID-19) on the UC Davis campus, although they acknowledged that there is a confirmed case of the virus in Yolo County.

“Effective immediately, for the balance of Winter Quarter, instructors can move part or all of their remaining course content online,” reads the online message, signed by top UC Davis officials, including Chancellor Gary May.

Other UC campuses, however, have recently made more drastic decisions to mitigate the spread of the coronavirus. UC San Diego officials announced on Monday that all of the university’s Spring Quarter classes will be held remotely via online access. At UC Berkeley, all in-person classes have been canceled until March 29. Neither UCSD nor UC Berkeley have reported any cases of the virus on their campus; however, the first case of COVID-19 in Berkeley was reported on March 3 and the first case of COVID-19 in San Diego County was reported on Monday.

With over 100 countries reporting cases of the coronavirus and an estimated 110,000 people affected by the virus, the World Health Organization (WHO) is reportedly nearly ready to declare the coronavirus outbreak a “pandemic.” The word, however, strictly indicates the global spread of the disease, with the WHO’s director general reportedly saying, “We are not at the mercy of this virus.”

COVID-19 was first detected in Wuhan, China, and experts have classified it as zoonotic, meaning it is spread by contact between people and animals — this specific strain is thought to have been contracted through human contact with bats. Now spread from person-to-person contact, a complete understanding of COVID-19, a respiratory illness, is not fully known.

“Reported illnesses have ranged from very mild (including some with no reported symptoms) to severe, including illness resulting in death,” the Centers for Disease Control and Prevention reported. “While information so far suggests that most COVID-19 illness is mild, a report out of China suggests serious illness occurs in 16% of cases.”

Older individuals and individuals with health conditions such as heart disease, lung disease and diabetes are at a higher risk of developing a more serious form of the illness, according to the CDC.

As universities across the globe make internal decisions in an effort to mitigate the spread of the disease, UC Davis officials emphasize the importance of preventive care: Wash your hands frequently with soap and water for a minimum of 20 seconds; avoid touching your face; clean and disinfect frequently touched objects; stay home if you are sick and avoid close contact with people who are sick and cover all your coughs and sneezes with a tissue.