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District reports major growth in wellness services and plans to expand intern program
Summary
Wellness coordinator Stephen Enmi told trustees the district served 1,866 unique students through direct wellness services this year, delivered more than 13,000 individual services, doubled drop‑in visits and piloted six graduate interns providing 2,100 hours of direct student support; the district plans to expand university partnerships and pursue sustainable funding.
The board received a detailed update on the district’s wellness programs from wellness program coordinator Stephen Enmi. He described notable growth in site wellness centers, Social‑Emotional Learning (Wayfinder) implementation, and a pilot internship program that brought graduate interns onto campuses this year.
Key figures and services: Enmi said the district served 1,866 unique students through direct services and recorded more than 13,000 individual wellness interactions this academic year; site wellness centers logged over 7,600 student drop‑ins (doubling from the prior year). An internship pilot placed six graduate interns from three universities who provided over 2,100 hours of direct student support, including one‑to‑one counseling, groups and interventions for students with 504 plans. The district also reported training more than 200 staff members in CPR, AED and Naloxone over two years and outreach to roughly 12,000 students through events and SEL activities.
Program features and partnerships: Enmi credited community collaborations — including the Sequoia Healthcare District and the Stanford Teen Van — for expanding clinical capacity on campuses. The district also launched site leads for Wayfinder SEL and has added professional development and site‑based teams to integrate SEL into classrooms. Enmi said next year the internship pilot will add two more university partners and increase the intern cohort to approximately eight graduate interns.
Funding and sustainability: Trustees asked about billing, CYBHI (California Youth Behavioral Health Initiative) opportunities and private insurance billing as possible revenue streams. Enmi said staff are exploring multiple funding sources and improving data systems to better measure impact. The district will continue exit surveys for students receiving direct services to refine performance measures.
What trustees asked for: Trustees requested clarifications on counting methods for visits and how the district distinguishes single‑visit students from multiple visits; they discussed seasonal demand patterns (finals, holidays) and staff capacity. Enmi said sign‑in procedures are used for tracked brain‑break visits and that untracked drop‑ins at lunch are not included in formal counts.
Next steps: The board acknowledged the program’s rapid growth and asked staff to continue work on sustainability, clearer impact measures and a plan for scaling the internship program while protecting confidentiality and access for students with special needs.
