CAEP Annual Plan: 2019-20 32 Coastal North County Adult Education Consortium

Status: Consortium Approved

California Adult Education Program : Annual Plan : 2019-20 Produced: Jun 30, 2019, 11:39 PM UTC Manuel Zapata

32 Coastal North County Adult Education Consortium

Plans & Goals - Consortium Approved

Executive Summary
The Coastal North County Adult Education Consortium (CNCAEC) continues its endeavor to increase and improve the adult education opportunities for residents of the north San Diego County region. This past year we have made great strides including creating a formal structure at MiraCosta College, the only provider in our consortium, to marshal implementation of our plan and expanding the CNCAEC Board to five members with representation from K-12 districts, the workforce development board, and a regional NGO. During the 2018-19 Program Year the faculty workgroups at MiraCosta College led the way in accomplishing goals set forth in that year’s annual plan. Academic support services were expanded across all the instructional programs and off-site locations ensuring that all students are aware of, and able to access, tutoring and library services to support retention, progress, and completion for students. In addition, instructional equipment was purchased and a system implemented to provide that equipment to the offsite locations bringing them into greater parity with the courses taught at our primary location for adult education, the MiraCosta College Community Learning Center (CLC). At the CLC we were able to extend the number of hours per day that the computer lab is open for students. The additional hours enable more students to use the resources of the lab to practice skills, complete homework, prepare for citizenship exams, and complete research. The new GED Testing Center was established during this program year and within a few days of opening the center nearly a dozen students and community members had completed their exams. We provide exam vouchers to our students through WIOA funding ensuring that the cost of the exams is not a barrier. Adult high school faculty are completing a series of directed learning packets that will be accessible to students in the tutoring centers. These packets will allow a faculty member to refer a student to the tutoring center to complete a particular packet to reinforce classroom learning. This collaboration between tutoring and instruction is strengthening the connections for students with both areas. A newly hired part-time DSPS counselor is actively supporting students with disabilities across all adult education programs with an emphasis on advising students in the AWD area on class choices, pathways, etc. The counselor is also a regular member of the Transition Task Force which is a regional collaboration of education, government, and NGO partners seeking more effective ways to help individuals with disabilities transition to work or higher education. Short-term vocational faculty have been developing curriculum to transition the College’s office technology program from credit to noncredit. That process has included formalizing course competencies to allow for consistent grading and the ultimate creation of stackable certificates for entry-level work, advancement, and articulation with credit computer technology courses.
Regional Planning Overview
The primary goal for this year is stabilizing and increasing enrollments. We will be working on that goal first with marketing. A marketing committee with representation from all instructional programs, student services, counseling, and PIO will be formed. The committee will create an RFP for a consultant firm to create and implement a marketing plan to raise awareness of programs offered, increase enrollments to meet regional needs, and improve student retention/persistence. After vetting the applications, the committee will provide the CNCAEC Board with recommendation prior to the end of the program year ensuring that work on the branding and marketing plans can begin in earnest by the beginning of the second year of our 3-year plan. The primary goal will also be addressed through the creation of academic maps in all program areas and building bridges with our credit colleagues to support student transitions. Furthermore, we will convene with our planning group and other interested stakeholders to create a formal, standing advisory group to ensure we are continuing to meet the needs of our broader community.

Meeting Regional Needs

Regional Need #1

Gaps in Service / Regional Needs
According to data provided by the CAEP Office, there are slightly more than 300,000 adult residents in the CNCAEC service area. Among those adults are 22,133 individuals without a high school diploma, nearly 60,000 living in poverty, more than 30,000 with limited English, and thousands of adults with a wide range of disabilities.
How do you know? What resources did you use to identify these gaps?
As part of the latest 3-year planning process the CNCAEC identified needs in the region we serve as well as areas for improvement within MiraCosta College to better meet those needs. The regional data continues to demonstrate strong needs for high school diploma preparation, instructional programs for adults with intellectual or developmental disabilities, English language acquisition, and job skills training for entry-level employment. These are the instructional areas where the CNCAEC, through its only education provider – MiraCosta College, has been concentrating its efforts since the inception of adult education consortia in 2015. In addition to reviewing data provided by the CAEP office, the CNCAEC engaged in rigorous dialogues with adult education practitioners at MiraCosta College and representatives from the region’s K-12 districts, workforce development board, and NGOs whose missions are aligned with the goals of AB86. These planning meetings resulted in the development of three specific goals that will expand awareness of educational opportunities through more effective marketing, provide clearly defined pathways for individuals to attain their educational goals, and ensure the rigor and relevance of the educational opportunities through curriculum development informed by our stakeholders.
How will you measure effectiveness / progress towards meeting this need?
Progress will be tracked by the AEP Faculty Workgroups at MiraCosta College through the use of implementation tables that include specific activities and related benchmarks. For example, within goal of marketing one of the primary tasks for 2019-20 will be the creation of a marketing committee with responsibility for identifying a consulting firm to work with the CNCAEC to develop a marketing plan, etc. The CNCAEC Board will be provided with a list of recommended firms before the end of the 2019-20 fiscal year. Additionally, success will be measured with quantitative data about enrollment, progress, transition, and completion for students in the CNCAEC region. Each of these areas will be directly impacted through improved marketing, clear academic maps, and robust course offerings.

Gaps In Service

New Strategies

Strategy #1
A marketing committee with representation from all instructional programs, student services, counseling, and PIO will be formed. The committee will create an RFP for a consultant firm to create and implement a marketing plan to raise awareness of programs offered, increase enrollments to meet regional needs, and improve student retention/persistence.

Seamless Transitions

New Strategies

Strategy #1
In collaboration with credit faculty at MiraCosta College, create bridges from the noncredit academic mapped programs to the College’s Academic and Career Pathways programs.

Student Acceleration

New Strategies

Strategy #1
Develop academic maps for each instructional discipline that provides students with a clear plan for how to successfully and efficiently complete the instructional program.

Professional Development

New Strategies

Strategy #1
Convene cross-discipline faculty workshops to inform the development of academic maps that support student acceleration through programs and transition to career education, higher education, and/or employment.

Leveraging Resources

New Strategies

Strategy #1
Create an Advisory Group consisting of stakeholders, like those who participated in the 3-year planning process, to meet at least annually in support of MCCD faculty and staff in their curriculum and academic map development work.

Fiscal Management

A narrative justifying how the planned allocations are consistent with the annual adult education plan which is based on your CAEP 3-year plan.
MiraCosta College is the only education provider in the CNCAEC based on MOUs with the three member high school districts. Therefore 100% of the funds are allocated to MiraCosta College.
An approach to incorporating remaining carry-over funds from prior year(s) into strategies planned for 2019-20.
The remaining carry-over funds will be incorporated directly into the 2019-20 budget as reported to the state. The internal processes for the CNCAEC fiscal agent support the assignment of different budget numbers that are used to ensure that first in funds are expended first.


Alliance For Regional Solutions, North County Works - Member Representative

Approved by Lupe Gonzalez


MiraCosta CCD - Member Representative

  • Kate Alder
  • Interim Dean for Behavioral Sciences, History, and Adult Education
  • (760) 795-8701
Approved by Kate Alder


Oceanside Unified - Member Representative

Approved by Vicki Gravlin


San Diego Workforce Partnership - Member Representative

Approved by Vicki Brannock


San Dieguito Union High - Member Representative

Approved by Manuel Zapata