Joe Nunn, at the Heart of Social Work Education UCLA Luskin professor emeritus reflects on what has changed during his six decades in the profession and its teaching — and what’s still in progress

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By Stan Paul

Social work education is going through a transition based around social justice, said Joe Nunn, emeritus professor of social welfare, but change is nothing new for the profession or for UCLA.

Nunn has a long affiliation with the university, first coming to the Westwood campus as a 17-year-old freshman in winter of 1961, then continuing through pursuit of his MSW and doctorate degrees, and later to the faculty. He retired in 2006.

Recalling his time as an MSW student from 1968 to 1970, he said, “One of the major transitions — and it’s still always going to be an issue — I think was diversity.”

During a time of anti-war and anti-discrimination marches and protests, UCLA Social Welfare had just two instructors who were African American. He and other students demanded that a tenured Black professor be added.

Douglas Glasgow, an assistant professor, was the only tenure track instructor at the time. Subsequently, Glasgow was promoted to associate professor and also served as director of the Center for Afro-American Studies (now the Ralph J. Bunche Center for African American Studies). Glasgow went on to become dean of Howard University’s School of Social Work.

“We’ve since had more African American faculty members than we had early on,” said Nunn, pointing out that the field faculty has been, in general, more diverse than the faculty as a whole across programs locally and nationally. But “there’s still more to be done.”

Before becoming director of field education from 1991 to 2006, Nunn’s first job after earning his undergraduate degree was working with juvenile offenders in the probation department for Los Angeles County in the mid-1960s. His work schedule spanned early mornings, afternoons and late nights, sometimes into the wee hours.

“When you’re with kids, you’re there all day. I mean, you’re 100% time with the unit,” he recalled.

It was during this time that he became aware of the work being done by social workers with youth and their families, he said.  “I got to work with some of them. That’s what really connected me to social welfare and the profession.”

‘Social work, as a community, should be community-connected because it is a service, that link between town and gown, so to speak, between the university and the community.”

He continued as a probation officer in Los Angeles after earning his MSW, totaling 15 years in all. He began working with interns from UCLA who were associated with the county’s probation camp.

“That was the first time I think they had social welfare interns. I was studying for the LSAT when my field liaison, Trudy Saxton, encouraged me to consider a doctorate in social work,” he said. “So, that’s what got me out of probation and into the PhD program.”

As a doctoral student, Nunn focused on juvenile justice.

“I looked at the attitudes of social work professionals and lay people from the Black community toward youth in trouble … how they viewed these kids in terms of what they thought should be the outcomes of providing service to them.”

His next career move was becoming assistant dean for field education at USC.

“That was hard to go across town, being such a Bruin, but I thought it was an opportunity. So, I went there for four years. And I learned a lot because I’d never worked for a private entity before.”

After returning to UCLA to direct its field education program, Nunn taught courses on cross-cultural awareness and social work. He played an integral role in developing the first course on juvenile justice for UCLA Social Welfare.

“Had to really fight for that,” Nunn said, because juvenile justice wasn’t a significant focus at the time. That has changed in recent years, as exemplified by current Social Welfare chair Laura Abrams, a professor whose focus is on juvenile justice.

The field training aspect has been a constant for Nunn, who has served in leadership positions for the Council on Social Work Education (CSWE), which sets national standards for social work education. He recalled being at an annual meeting with thousands of social work educators representing hundreds of social work programs. Nunn and a few colleagues noticed something was missing in the conference’s attendees and recognition programs.

“The people missing were the field instructors, the people who actually work with our students in the community,” Nunn said. So, he worked with peers at Cal State Long Beach to start the Heart of Social Work Award, an award that is now given at the organization’s annual conference to outstanding field instructors across the country. The award prompted more universities to sponsor field instructors to come to the conference and receive the award.

Over his career, Nunn has been awarded regional and national honors such as the National Association of Social Work, California Chapter Social Worker of the Year. Since 2007, he’s been the namesake for UCLA Luskin’s Joseph A. Nunn Social Welfare Alumni of the Year.

One honoree was Aurea Montes-Rodriguez MSW ’99, now executive vice president of the Community Coalition in Los Angeles, who spoke about Nunn at the award celebration in 2017.  “I am surprised and very humbled to be nominated and selected, especially for an award named after Dr. Nunn,” she said. “When I was a student, I looked up to him and admired the work he had done around juvenile criminal justice — thinking about ways we could do a better job eliminating the cradle-to-prison pipeline so we can develop a healthier generation.”

For decades, Joe Nunn has been an observer, an instigator of change and a teacher in a profession that, at its heart, continues to advance one overriding mission — public service.

“Social work, as a community, should be community-connected because it is a service,” Nunn said, “that link between town and gown, so to speak, between the university and the community.”

Steep Decline in Day-to-Day School Violence UCLA study of more than 6 million students during an 18-year period finds welcome school safety news amid outburst of mass shootings

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Mass shootings at schools in the United States continue to make headlines, terrifying students, parents, educators and communities. Yet groundbreaking new research shows that, during the two decades prior to the COVID-19 pandemic, there was a steep and steady reduction in serious forms of violence, including bullying and weapon-related behaviors, across California’s middle and high school campuses.

The overall improvement in campus climate is welcome news for families concerned about sending their children to a safe environment, and it suggests that eruptions of gun violence should be treated as a separate social and psychological phenomenon, said UCLA scholar Ron Avi Astor, co-author of the study published this week in the World Journal of Pediatrics.

“Each school shooting is a devastating act that terrorizes the nation, and there is a growing sense in the public that little has changed in two decades to make schools safe,” Astor said. “But mass shootings are just one part of this story. Overall, on a day-to-day basis for most students, American schools are safer than they’ve been for many decades.”

Astor is a professor of social welfare and education at the UCLA Luskin School of Public Affairs and the UCLA School of Education and Information Studies. Using data from the confidential California Healthy Kids Survey, he and co-authors Rami Benbenishty of Hebrew University of Jerusalem and Ilan Roziner of the Sackler School of Medicine at Tel Aviv University analyzed responses from more than 6 million middle and high school students from 2001 to 2019.

“During the 18-year period examined, California secondary schools had massive reductions in all forms of victimization,” including physical threats with or without weapons, verbal and psychological abuse, and property offenses, the authors wrote. Noteworthy findings include:

  • a 56% reduction in physical fights
  • a 70% reduction in reports of carrying a gun onto school grounds, and a 68% reduction in bringing other weapons, such as a knife, to school
  • a 59% reduction in being threatened by a weapon on school grounds
  • and larger declines in victimization reported by Black and Latino students compared to white students

“These findings were evident in more than 95% of California schools, in every county, and not in wealthy suburban schools only,” Astor said.

Over time, students’ sense of safety and belonging at schools rose steadily, the study found. Astor attributed the improvement in campus climate to new policies, stepped-up resources and community efforts prioritizing the development of emotional maturity in youth.

The authors noted that the study covered the period before the COVID-19 pandemic shut down schools across the country, which may have triggered some mental health issues and outbursts of violence.

“It is important to learn from the policies and interventions that have helped reduce school violence in the last two decades to face these new challenges,” the authors wrote.

After a Long Road to UCLA, He’s Now on the UC Board of Regents Drawing lessons from his own journey, Social Welfare PhD student Merhawi Tesfai aims to break down barriers to higher education

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By Mary Braswell

Merhawi Tesfai joined the University of California Board of Regents at an interesting time, to say the least.

Tesfai, a UCLA doctoral student in social welfare, has participated in discussions about UCLA’s move to the Big Ten Conference and its purchase of a Rancho Palos Verdes campus to expand enrollment, and he was at meetings during the largest higher-education strike in U.S. history, involving graduate students across the UC system.

And that was just the fall of 2022.

“The strike and the Big Ten took up a lot of the time and conversations, but there were all these other very important issues that didn’t get as much attention,” said Tesfai, who joined the board last summer as student regent-designate.

For the 2023–24 academic year, he will serve as the board’s sole student regent, with full voting rights, giving voice to the statewide system’s 285,000 students.

At listening sessions with students, chancellors and administrators from every UC campus, Tesfai has heard concerns about sustainability, housing, scholarship support and more. His role is to faithfully convey those issues to his fellow regents, a board that comprises 18 appointees, the UC president and other officers, along with elected leaders including the speaker of the Assembly and governor of California.

Tesfai’s journey to the UC’s governing body has been anything but conventional. He brings to the position the unique perspectives of transfer students, first-generation students, older students and parenting students — and a record of using his own experiences to light the way for others.

Tesfai was born in Eritrea, but his family fled conflict there, moving to neighboring Sudan before eventually relocating to Los Angeles’ Koreatown neighborhood when he was 5. His mother prized education, sending him to charter schools on the Westside and insisting that he apply to college. But more than a decade would pass before Tesfai would find his way to UCLA.

After high school, he enrolled at Cal State Long Beach but left after three semesters.

“I was just not ready at that time,” he said. “It took a few years before it became something that I wanted to do and not something that I felt pressured to do.”

So Tesfai entered the workforce while taking community college classes. He eventually found his calling in the field of counseling and therapy.

“I really felt that this was not just a job; that I could actually help people in some way,” he said.

Tesfai at a UC Regents meeting in July 2022. Photo courtesy of the University of California Board of Regents

He began taking courses toward a certificate in substance abuse counseling at Los Angeles City College, but professors there encouraged him to connect with UCLA’s Center for Community College Partnerships, which offers resources for prospective transfer students. Soon, Tesfai was in touch with a UCLA peer mentor — “someone who looked like me and who had come to school a little bit later as well.”

Then 32, Tesfai weighed whether returning to life as a full-time student was the right move; the summer before he would enroll was a whirlwind highlighted by the birth of his son. But he moved forward, earning a bachelor’s degree in African American studies in 2019, followed by master’s degrees in public policy and social welfare at the UCLA Luskin School of Public Affairs three years later.

“When you come in and you’re trying to get your bachelor’s and you’re trying to do a minor and you’re trying to set yourself up for applying for a grad program right after — it’s a lot that you have to cram in there in short periods,” he said. “But luckily, a lot of resources and a lot of encouragement came along with it.”

As an undergraduate, Tesfai was accepted to the prestigious McNair Research Scholars program, which provides guidance for students aspiring to earn advanced degrees. At the Bunche Center for African American Studies, he engaged in research on race and inequality. And through the Center for Community College Partnerships, Luskin Black Caucus and other campus groups, he reached out to students from underserved communities, letting them know that a UCLA education was within their reach.

Now, Tesfai is on track to become a quadruple Bruin: He expects to complete his doctorate in social welfare within four years.

Undergraduate and graduate students from any UC campus can apply to serve as student regent; candidates ultimately must be confirmed by the full Board of Regents after a rigorous selection process. Tesfai initially became interested in the post to help fund his doctoral studies — the position comes with a stipend and waiver of tuition and fees during the two-year commitment. But he has come to value how the responsibilities dovetail with the topic of his dissertation, which focuses on barriers to navigating higher education.

He hopes to use his position to advocate for increasing the ranks of underrepresented students throughout the UC.

“This is something that was informed by the long road it took for me to get here,” he said. “I have seen the different ways that high schools, community colleges and universities can really excel at preparing students to just get to a four-year university and potentially to grad school or into whatever career they want. Or how they can fail.”

And Tesfai hopes to honor the guidance he received from the other students, professors, counselors and administrators who helped him along his own academic journey. “I want to do that for others, wherever I can.”

How Weather Woes Led Jack Rothman to UCLA Emeritus professor, now 96, tells why he relocated his pioneering academic research on community organizing to sunny California in the 1980s

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By Stan Paul

Jack Rothman was in a rut — literally.

It was winter in the early 1980s and he found himself walking down “automobile tire tracks, you know, trudging along” amid thick snow as he made his way from his job at the University of Michigan to his home about a mile away.

“Why am I doing this as a grown intelligent man living in the winter all the time? I’ve been in New York, Pittsburgh, now Michigan,” the UCLA Luskin emeritus professor recalled thinking. “First chance I get, I’m moving to warm weather, particularly California.”

“It was January. I was writing a paper — my constant preoccupation,” Rothman said. “I hear a voice, ‘This is Dean Leonard Schneiderman, you know, school of social work at UCLA. Would you be willing to come out for an interview visit?’”

Outside his window, it was snowing. “‘You’re darn right. I’ll be out as soon as I can make it,'” he said. It was 80 degrees in Los Angeles during his interview with Schneiderman, former dean of Social Welfare at UCLA. “I had improved my temperature by 70 degrees,” Rothman said. “And that was it.”

He spent the next decade teaching, researching and writing at the Westwood campus. He has been officially retired for three decades, but Rothman’s work, influence and longstanding reputation in the field remain current, according to colleagues and former students.

“He was the first to conceptualize and describe community practice in an academic way as fundamental to the profession,” said JoAnn Damron-Rodriguez, an adjunct professor emerita of social welfare and longtime former faculty member at the Luskin School. She cited his seminal theoretical piece, “Three Models of Community Organization Practice.”

“His textbook on models of community organization became a classic with seven editions and generations of students using these practice approaches to shape their careers,” Damron-Rodriguez said.

More books followed on related areas of practice: case management, intervention research, action-directed agency and community change, community intervention and more.

“All are on a path to structural change related to the same knotty problems social workers confront today,” Damron-Rodriguez said.

Rothman is a prolific writer — with more than 25 scholarly book titles. His “Planning and Organizing for Social Change: Action Principles from Social Science Research” is one of the earliest efforts to formulate systematic, empirically based practice.

About his interest in community organizing, “I was inherently attracted from my early years to values reflecting equality, social justice and anti-racism,” Rothman said. “These ideals were embedded in my family,” who were immigrants who fled the Ukraine in 1920 during the civil war surrounding the Russian Revolution after centuries-long antisemitism.

Following military service in World War II, Rothman entered academia, completing a bachelor’s degree from City College of New York and a master’s degree from the Ohio State University.

“I started my master’s studies in 1949, almost the same time that the UCLA [Social Welfare] school started. And would you believe there were only two schools in the whole United States that had a concentration or major in community organization,” Rothman said.

“I was really on the ground floor. I decided then I would enter the field with the aspiration of  expanding on the ‘Jane Addams’ social change dimension of the profession,” said Rothman, who completed his Ph.D. from Columbia University in 1960 with an emphasis on social psychology.

At the time, there were not many graduate programs in social work in the U.S., Rothman said. Today, it’s over 200. “Instead of taking [classes in] community organizing in only two schools, you could probably take it now in the majority of schools … so that’s a really big change,” he said.

‘My hope is that Social Welfare at UCLA continues along the same path and remains one of the major programs in the country.’

In 1984 — the same year Rothman came to UCLA — Marshall Wong MSW ’86 entered UCLA’s social welfare program and was among the first class to take Rothman’s course on community organizing.

Out of 70-plus MSW students in his class, 11 ended up working in the community area, said Wong, who is now a senior intergroup relations specialist for the Los Angeles County Commission on Human Relations.

“[Rothman] is an extremely modest, amiable person. At the time, I don’t think any of us had any idea of his towering reputation in the field. It took a little while for us to realize,” Wong said.

Rothman’s teaching was foundational for Wong, his classmates and colleagues.

“He really encouraged his students to draw upon their own life experiences as kind of the base for what community organizing techniques and strategies would be effective, and so there was a real, a dynamic relationship between the theoretical and practical,” Wong said.

In 2015, Rothman was honored by the Council on Social Work Education with the Significant Lifetime Achievement in Social Work Education Award and he is the namesake of an annual award for Structural Change Practice by the Special Commission to Advance Macro Practice in Social Work.

Rothman took part in Social Welfare’s 50th anniversary celebration, and he plans to be back on campus for the 75th gala celebration to help mark the program and its achievements.

The Trials — and Triumphs — of Rosina Becerra For almost 50 years as a professor and academic leader, she has taken on whatever challenges UCLA has asked of her

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By Les Dunseith

Dedicated. Self-sacrificing. Hard-working. Underappreciated.

These are words often used to describe America’s social workers — individuals who sacrifice of themselves to provide the safety net for people in need in places like schools, hospitals, mental health facilities and family services agencies.

People like Rosina Becerra.

For 48 of UCLA Social Welfare’s 75 years, she’s been conducting research, teaching and taking on a daunting series of sometimes-thankless administrative challenges in a relentless pursuit of making things better.

Becerra has overseen the field faculty. She’s been a department chair (for more than one department) and a dean. She was a vice provost and a vice chancellor. She has run academic centers and served as a chief financial officer. She’s been a personal mentor to hundreds.

Even after joining the ranks of emeriti professors in 2016, Becerra hasn’t stopped helping out at UCLA. She is a member of the Board of Governors with the Faculty Club. She is president of the executive board for the UCLA Emeriti Association. She served on the campuswide COVID-19 Task Force. She is a special assistant to the vice chancellor for academic personnel.  She’s also helping to plan Social Welfare’s 75th anniversary celebration.

If there’s a need, Becerra steps up.

Take 1998, for example. When then-Chancellor Albert Carnesale identified diversity as one of the areas demanding immediate attention in his “Strategy for a Great University,” an associate vice chancellor for faculty diversity was sought. Becerra, who came to UCLA in 1975 and was the first Latina at UCLA to be tenured in 1981, was selected.

For five years in that role and another three as vice provost of faculty diversity and development, she was responsible for promoting ethnic and gender equality in a place where many white male professors tended to stay on the job for decades.

“It’s not like running a company —  you can’t just fire people and hire new ones,” said Becerra, stressing that the key to success as an academic leader requires gaining the respect of faculty. “They have to feel like someone’s in charge, you know, and listening, and making sure that things are going to get done.”

Fostering diversity is not quite as difficult in a field like social work that tends to attract workers of color, and UCLA’s Social Welfare program has long been more diverse than UCLA as a whole. An emphasis on diversity was accelerated in recent years at the Luskin School, which today has a full-time and ladder faculty that is 50/50 women and men, and 50% faculty of color. The student body is the most diverse in the University of California system.

Still, change often comes slowly in academia, including within social work education.

“In the past, we were, in many ways, a very cloistered profession,” she said. “We had very strict rules about what the curriculum looked like.”

Society has changed, however, and the profession has been evolving. Social work education is changing, too.

Becerra said, “We still have an accrediting body that’s very strict, but it has loosened up in the sense of broadening what is needed in the profession: How do we begin to look at other types of services and what kinds of skills are needed?”

Today’s students do more research and take a more rigorous analytical approach, she said, and that means “more statistical analysis than we used to have.”

“Whether you’re in health or you’re working with children or you’re working with the elderly or you’re looking at race and ethnicity —  these are all areas of social welfare.”

What has not changed is UCLA’s emphasis not just on social work but on social welfare, which encompasses more of the human condition.

“Whether you’re in health or you’re working with children or you’re working with the elderly or you’re looking at race and ethnicity —  these are all areas of social welfare. We have a broader perspective, and that allows UCLA Social Welfare to attract faculty members with broader, interdisciplinary perspectives.”

Identifying and promoting new approaches served Becerra well in finding solutions to problems during her time as associate dean and then dean from 1986 to 1994 in what was then known as the UCLA School of Social Welfare.

She led the field training program through a time of conflict, she recalled, developing a point system that reassured ladder faculty that the field instructors were carrying a fair load of classroom instruction and other duties.

During her tenure as dean, Los Angeles was beset by racial tensions that erupted in violence. (Read more about Social Welfare’s role in helping the city cope during these difficult times.)

This was also a time of intense economic pressure in higher education.

“UCLA was, I think, $33 million in debt,” she recalled. To survive, it became clear that smaller schools like UCLA Social Welfare would be merged with other degree programs into new entities — a forced combination that few faculty members welcomed.

“I could see the writing on the wall. There was no way we were going to avoid this,” she said.

For social welfare education to continue at UCLA meant merging with urban planning and adding public policy to become the UCLA School of Public Policy and Social Research. But how does that work?

“The argument we laid out was that UCLA is the only department that taught social policy regularly. We taught social policy in child welfare, in mental health and in gerontology. And social policy knowledge was needed in our social service agencies,” she said.

Another thing the three degrees have in common, she thought, was their goal of improving the human condition through policy change.

“The people in public policy are the ones that develop policy. In urban planning, they begin to put some meat on the bones of the policy and figure out how it should be implemented,” Becerra said. “And in social welfare, we implement the policy, and we make it work within the communities and in the institutions.”

She helped the School take its difficult first steps on the path toward what UCLA Luskin is today, but Rosina Becerra knows from firsthand experience that being a university leader is never easy. It takes dedication, sacrifice, hard work, toughness — and perseverance.

$3 Million Grant Will Help Expand Social Welfare Workforce Award will enable UCLA Luskin to grow its master of social welfare program to help meet statewide needs for behavioral health care

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A $3 million state grant will fund the expansion of social welfare education at UCLA, part of a broader effort to better serve Californians with behavioral health needs.

illustration of diamond with textThe grant from the California Department of Health Care Access and Information will allow the UCLA Luskin School of Public Affairs to add 25 additional students to its master of social welfare program each year, beginning in the fall of 2024.

Total enrollment in the program will eventually reach 250, and the funds will be used to provide stipends to students and hire faculty, lecturers and staff to accommodate the growing numbers, according to Laura Abrams, chair of Social Welfare.

“This grant will surely strengthen our program and, more importantly, our ability to better serve our communities,” Abrams said.

UCLA is one of 23 California campuses to receive an award through the $59.4 million program, which was launched to grow the ranks of social workers who play a crucial role in the emotional well-being of the state’s residents.

The program aims to increase access to services for mental health, substance abuse and other behavioral health concerns. Training social welfare students to serve children and youth is a priority, according to a statement from the Health Care Access and Information Department.

“Thanks to this new grant program, we are able to help grow this vitally important sector in the health workforce and get children, youth and adults the care they need, when they need it,” said department director Elizabeth Landsberg.

‘I Love the School’ As interim dean at UCLA Luskin, Anastasia Loukaitou-Sideris is giving back to a university that has been ‘extremely good to me’ for 33 years

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By Les Dunseith

On Jan. 1, Anastasia Loukaitou-Sideris became interim dean of the UCLA Luskin School of Public Affairs, filling a role that is expected to continue for at least two-and-a-half years until a permanent dean is named.

Loukaitou-Sideris, a distinguished professor of urban planning, had previously served as associate dean. A widely published scholar who joined the UCLA faculty in 1990, Loukaitou-Sideris helped lead a strategic planning effort to redefine the future of the School in the wake of the naming gift from Meyer and Renee Luskin in 2004. She drew on that experience a decade later to lead a campuswide effort that created a strategic plan for UCLA.

In a Q&A conducted during her second week as interim dean, Loukaitou-Sideris talked about taking on new responsibilities, how she is approaching the challenge and what she sees as the Luskin School’s immediate priorities.

What was your reaction when you found out you would be the interim dean?

Loukaitou-Sideris: Well, it was a mixture of excitement — because I love the School — and a little bit of being overwhelmed. I’ve had a very good life, heading all kinds of research-related activities, as well as being an associate dean for 12 years. This role brings with it a whole new area of work that is much more intensive, but also exciting.

At the same time, I know the School inside and out, and I have served the university in different capacities. I know the deans. I know the vice chancellors. There is an element of familiarity. And I feel that I’m giving something back to a School that has been extremely good to me all these years. 

Have you witnessed a lot of change in your time as a UCLA Luskin professor?

Loukaitou-Sideris: Absolutely. I pre-date the formation of this School in 1994. I was in the Graduate School of Architecture and Urban Planning, and at the time everybody in that program was very much opposed to moving urban planning to this new entity. In retrospect, we were wrong, as the new school opened up new and exciting opportunities.

The common thread is social justice and a desire to make cities and society better — to improve things. What is unique from the early days is the recognition that by bringing together our individual disciplines and finding common initiatives, we can attract more people who are interested in tackling complex issues and do so in a much more comprehensive way.

The Luskin School added an undergraduate degree program and new academic research centers in recent years. Growth is generally a good thing, but it also can be challenging. What needs to happen next?

Loukaitou-Sideris: We have reached a level of stability now. I anticipate leading new initiatives relating to global public affairs, real estate development and e-governance and the introduction of digital technology tools  — and we have been assured by the provost that such efforts will be supported — but compared to the last few years, growth is going to be more moderate.

What are your top priorities as interim dean?

Loukaitou-Sideris: It is very crucial to reassure people that the School is not only doing well but is going forward.

We’ve faced what I call a “triple whammy.” We had COVID. We had the UC strike. And we had the unexpected resignation of a dean. One of the very first things I’m doing is meeting with people and reassuring them. I have spoken with the Board of Advisors, the department chairs and many individuals, including the Luskins. I plan to meet with our students. I am holding a town hall for faculty and staff.

Both groups at once?

Loukaitou-Sideris: Yes, I insisted on that. I don’t believe in treating the two groups differently. We all work for the good of the School, and we all have a very important role to play. We don’t have first-class and second-class citizens here.

Morale is very important, as you know, in an organization. My door is open, and it will remain open.

Another priority is to tackle the economic realities brought about by the pandemic and the strike settlement agreement, which will increase labor costs, without diminishing pedagogic excellence. It is not the best thing for a new dean, you know, to start during an environment where you have to cut budgets. But I think that people understand.

And I have to say that people have been so far very responsive and very understanding.

As you know, research is a great love of mine. So yet another priority is that I want to see the School continue to increase our grants and ensure that tighter budgets do not reduce opportunities for research. I will be working closely with the research centers on that.

Segura to Step Down as Dean, Remain on Faculty His six years leading the Luskin School has been marked by a deep commitment to equity, diversity and academic excellence

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Gary Segura has decided to end his time as dean of the Luskin School for personal reasons. Here is a message sent to the UCLA Luskin staff and faculty by UCLA Executive Vice Chancellor and Provost Darnell Hunt:

Dear Colleagues:

I write to share the news that Dean Gary Segura, who has led the Luskin School of Public Affairs since January of 2017, has informed me of his decision to step down as dean and return to the faculty. His last day will be Dec. 31, 2022. We will share plans for interim leadership of the school as soon as they are in place.

In his nearly six years as dean, Dean Segura has fostered within the Luskin School a deep commitment to academic excellence and to equity, diversity and inclusion. Under his leadership, the school has enrolled an accomplished and highly diverse group of students in its programs and appointed renowned scholars in areas such as poverty and inequality, immigration, criminal justice, education policy and more.

Dean Segura has helped to cement the Luskin School’s status as a leader in research, teaching and practice across the areas of social welfare, urban planning and public policy. Recognizing growing demand for the Luskin School’s programs, in 2018 he led the development of the undergraduate major in public affairs, which provides a multidisciplinary foundation in social science theories, data collection and analysis. Additionally, the school launched a certificate program in data analytics in fall 2021 and added a new dual master’s degree program offered jointly by our Urban Planning Department and the Urban School of Sciences Po in Paris.

Dean Segura also co-founded the UCLA Latino Policy and Politics Institute in 2017 to address inequities and spread awareness of the most critical domestic policy challenges facing Latinos and other communities of color.

Chancellor Block and I are grateful to Dean Segura for advancing the public affairs disciplines at UCLA and for his work to deepen the Luskin School’s impact on communities near and far. Please join me in thanking Dean Segura for his leadership and wishing him well on his next chapter.

Abrams and Boston University Dean Call for Social Workers to Use Knowledge for Change Scholars must wrestle with the root causes of social inequality and strive toward bettering people's lives, they write

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Professor Laura Abrams, chair of UCLA Luskin Social Welfare, and Dean Jorge Delva of Boston University’s School of Social Work (BUSSW) are co-authors of a newly published journal article looking at the opportunities and obligations of social work research.

Published by the Journal of the Society for Social Work & Research, “Social Work Researchers: From Scientific Technicians to Changemakers” is a call to action for social work scholars to direct their efforts toward high-impact research that produces findings that can be applied in a timely manner to influence programs, policies or movements that improve the lives of the most marginalized and oppressed populations.

Abrams and Delva note that amid recent social tumult, global challenges and increased attention to racism and anti-Blackness, there has been an increase in demand for research that is both scientific and attentive to social, racial, economic and environmental justice.

They say, however, that an empirical push in social work research has resulted in “a focus on quantity over impact; undue emphasis on publishing in journals, often in non-social-work journals that have high impact factors but are separated from our practice community; engagement in ‘traditional’ modes of scholarship that do not necessarily challenge the status quo; and pursuit of NIH funding as an end in itself.”

The authors acknowledge the value of National Institutes of Health funding but write that the “narrow focus on NIH as an arbiter of a successful scholar … has also reinforced the top-down, parachuting type of research whereby researchers drop into a community, conduct their research and depart with little to no involvement by and impact on the community.”

Pushing toward evidence without a solid anchor to communities is a phenomenon that the authors attribute to pressures within academia to attain ever-greater funding, power and prestige — pressures fed by incomplete measures of success such as the U.S. News & World Report rankings.

Delva and Abrams point to a paradigm shift, saying the next generation of social work scholars is ready for change. New momentum exists for the belief that current research practices function as tools of white supremacy, patriarchy and oppression, which is an idea advanced as early as 1968, when the National Association of Black Social Workers urged the National Conference on Social Welfare to publicly repudiate the welfare system.

Delva and Abrams say that social work must reach beyond the goal of implementing health research into practice and also wrestle with the root causes of social inequalities. In the same way that science alone could not have improved women’s lives without women’s rights movements, social science can only make an impact with communal support and momentum, the co-authors write.

Abrams, whose research centers on improving the well-being of youth and adults with histories of incarceration, joins Delva, the Paul Farmer professor and director of the Center for Innovation in Social Work & Health at BUSSW, in imploring academic leaders to make a more concerted effort to elevate and reward work based on public impact, community participatory research and social movements.

Grant to Support Study of ‘Lifers’ Who Are Given a Second Chance Project led by Laura Abrams of UCLA Social Welfare will focus on people convicted of offenses committed when they were under 18

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Social Welfare chair Laura Abrams  has received a grant of $860,000 to lead an extensive national study of young people sentenced to life in prison who are ultimately given a chance at freedom.

The three-year study, funded by the Houston-based philanthropy Arnold Ventures, aims to build a base of knowledge that supports safe and equitable sentencing and “second-look” policies for people sentenced to life for offenses committed before they were 18 years old. Many have spent years or decades behind bars.

“This research seeks to answer critical policy questions,” Abrams said. “Can we develop a set of evidence-informed policies that provide second chances for people serving long sentences for violent crimes? Can we reduce our overreliance on long sentences in the future without compromising public safety?”

Abrams and an interdisciplinary team of scholars from across the country will focus on a subset of the “lifer” population — the roughly 2,800 people who were convicted of homicide as minors after being tried in adult criminal courts.

Harsh sentences of youth convicted of violent offenses increased dramatically during the “tough on crime” 1980s and 1990s, but two U.S. Supreme Court rulings over the past 10 years held that mandatory life sentences for minors are unconstitutional. This paved the way for the release of hundreds of people.

Working with data collected by the nonprofits the Campaign for the Fair Sentencing of Youth and the Sentencing Project, Abrams and her colleagues will track those who have been freed as well as those who remain incarcerated to determine whether releases are conducted equitably. They will also assess the level of preparation for reentry into the community and the risk of a return to criminal behavior.

The team includes experts from UCLA, University of Cincinnati, Johns Hopkins University, University of Michigan, Northwestern University and Temple University, representing disciplines such as social work, human development and behavior, public health and criminology.

While the research will focus on those incarcerated as minors, the findings can be used as a foundation for broader reforms of sentencing and second-chance policies.

“This study has strong potential to inform policies related to the over 50% of U.S. prisoners serving sentences of 10 years or more,” Abrams said.