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CAEP Annual Plan: 2022-23 01 Allan Hancock and Lompoc Unified Adult Education Consortium

Status: Consortium Approved

California Adult Education Program : Annual Plan : 2022-23 Produced: Sep 9, 2022, 06:31 PM UTC Elaine Webber

01 Allan Hancock and Lompoc Unified Adult Education Consortium

Plans & Goals

Executive Summary

This strategic plan aims to identify the opportunities for growth of existing educational programs, potential development of new programs, and regional opportunities for collaboration to serve the Consortium Region better.

The Allan Hancock and Lompoc Unified Adult Education Consortium (AHLUEC) or “Consortium” represents an area of about 2,100 square miles, with five chartered cities, several unique non-incorporated communities, and a diverse population. The Consortium is composed of two-member organizations: Allan Hancock College Joint Community College District (Allan Hancock College or AHC) and Lompoc Adult School and Career Center (LASCC), Lompoc Unified School District (LUSD).

The Northern Santa Barbara County Region is a diverse socio-economic area distinct demographically and economically from Southern Santa Barbara. While the Santa Ynez Valley region enjoys considerable wealth and prosperity, the more populated areas of the Consortium region (Santa Maria, Guadalupe, Lompoc) are characterized by struggling local economies, higher than average unemployment, low graduation rates, a large number of English as second language learners, low literacy rates and pockets of extreme poverty.

According to the State’s CAEP regional demographic data, English language learners and adults without a high school diploma make up the largest single sectors of Northern Santa Barbara County’s potential adult education population (27% and 26%, respectively, with some overlap). In addition, when combining the underemployed population and those potentially benefiting from upskilling, specifically looking at the population identified as having some to no college, the potential adult education population increases by an additional 57%.

According to the CAEP Data and Reporting Tool, the estimated adult population of the NSBC Consortium region is approximately 182,082 people. Santa Barbara County Association of Governments (SBCAG), in its Regional Growth Forecast 2050 Santa Barbara County Report (1), projects the Consortium region’s population to increase by 32% through 2050. Santa Maria is a top city in the South-Central Coast Region, leading in year-over growth. Regional demographic data compiled in by the CAEP Data and Reporting Tool shows that the Consortium features 26% of adults achieving less than a high school diploma, surpassing the statewide average of 18%. The region also features a high percentage of adults (17%) living in or near poverty.

Two areas where the consortium regional data exceeds state averages and indicates regional need include adults with no high school diploma and adults with limited English proficiency. Statewide, approximately 17% of adults have no high school diploma, compared to 25% of adults in the consortium region. Adults with limited English skills account for 9% of the population statewide but 16% of adults in the consortium region.

Regional Planning Overview

Members of the Consortium will collaborate on program implementation, including development of career pathways and industry sector strategies with a variety of partners. This includes chambers of commerce as well as local employers and agencies such as Santa Maria EconAlliance, Goodwill Industries, Workforce Collaborative, Santa Barbara Workforce Development Board, and Tri-Counties Regional Center Community Development. Consortium leadership participates in regional projects, most recently the America Recovery Plan (ARPA) Good Jobs Grant Project with Santa Barbara, San Luis Obispo, Fresno, and King Counties. 


Meeting Regional Needs

Regional Need #1

Gaps in Service / Regional Needs

Regional needs include employment sector needs to include the following:

  • Farm jobs are forecast to remain steady long-term. In this regard, the cannabis industry has the potential to be a source of continuing employment in this sector.
  • Construction jobs are projected to increase as housing starts to recover, and long-term infrastructure spending surges.
  • Computer and information sector jobs are projected to grow as internet activities surge.
  • Professional and Business Service and Education and Health Care jobs will continue their above-average growth trends and account for a large share of future job growth in these forecasts.
  • Government jobs are projected to grow but at a slower pace.
  • The number of self-employed workers is projected to increase due to the gig economy.
How do you know? What resources did you use to identify these gaps?

Current indicators were collected from sources including the following and will be used to measure success. In addition, member agencies will measure utilizing in-place tools such as matriculation data, CASAS testing data, etc.

Workforce Development Board 2021-2025 Local Plan, Santa Barbara County Association of Governments (SBCAG) Regional Growth Forecast 2050 Santa Barbara County, BW Research Covid-19 Impact Report for Santa Barbara County, University of California Santa Barbara Impact Project 2021, U.S. Census Bureau Reports, Employment Development Department Projections, CAEP Online Reporting Tool.

How will you measure effectiveness / progress towards meeting this need?

The following will be used to measure success: in-place tools such as matriculation data, MIS, CASAS testing data, reports, surveys, Student Outcomes reports, etc.

Local data deriving from the following will be used to guide effectiveness strategies: Workforce Development Board 2021-2025 Local Plan, Santa Barbara County Association of Governments (SBCAG) Regional Growth Forecast 2050 Santa Barbara County, BW Research Covid-19 Impact Report for Santa Barbara County, University of California Santa Barbara Impact Project 2021, U.S. Census Bureau Reports, Employment Development Department Projections, CAEP Online Reporting Tool.

Address Educational Needs

2022-23 Strategies

Student Gains

Activity that Applies to this Strategy

Increase Number of Students Achieving Gain

Metrics that Apply to this Activity/Strategy

  • Progress: Participants with Educational Functioning Levels Gains ESL (AE 400 - ESL)

Member agency EL instructors will continue to meet in PLC with the goal of increasing the number of students achieving a level gain. For each semester, EL instructors will meet a minimum of four hours per month in PLC to review data and plans to improve student learning, creating collective teacher efficacy. Lead EL instructor and administration will conduct data skills sessions for 2 of the 4 monthly PLC hours to improve staff data skills. 

Increase number of EL students achieving a learning gain by 2% over baseline year 2021-2022. 

Improve Integration of Services & Transitions

2022-23 Strategies

Quarterly Meetings

Activity that Applies to this Strategy

Quarterly Meetings to Improve Services, Transition

Metrics that Apply to this Activity/Strategy

  • Progress: Participants with Educational Functioning Levels Gains ESL (AE 400 - ESL)

Consortium will conduct quarterly sessions to discuss and explore effective options that improve integration of services and transitions. 

Increase transitions by 2% over baseline 2021-2022 transitions. 

Improve Effectiveness of Services

2022-23 Strategies

Student Meetings

Activity that Applies to this Strategy

Student One on One Meetings for Improved Retention

Metrics that Apply to this Activity/Strategy

  • Student Barriers: English Language Learner (AE 305 - Overall)

To improve students achieving a level to indicate learning gain status, instructors/counselors will conduct a one-on-one at semester intake and at benchmark testing events such as CASAS to establish and review student goals, testing outcomes, plans to improve performance, etc. 

Improve number of students persisting achieving retention gain of 2% over baseline year of 2021-2022. 

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.

Allan Hancock College and Lompoc Adult School partnered to ensure the broadest implementation of the plan elements, designing surveys and feedback forms, implementing such tools within each organization, and providing an opportunity for ongoing improvement teams to review and provide comments/recommendations at the member agency level. Additionally, city offices within our Region, such as the City of Lompoc, Santa Maria, etc., assisted local employers with the survey implementation by facilitating connection to the area's largest employers. The Chambers of Commerce helped promote the surveys through their online newsletters and member updates.

An approach to incorporating remaining carry-over funds from prior year(s) into strategies planned for 2022-23.

The Consortium Governing Body meets regularly to discuss allocation of funds, recognizing the multiple funding streams of each Member, including such items as federal and local grants, Perkins, etc. With the region still impacted by Covid-19 and the related trends, the Consortium maintains its commitment to ensuring funds allocations that meet the community needs of the Consortium Region. Furthermore, the Consortium anticipates expanding pathways and services through upcoming grant projects. 

Certification

Allan Hancock Joint CCD - Member Representative

Approved by Dr. Sofia Ramirez Gelpi Ph.D.

09/09/2022 11:16 AM PDT

Lompoc Unified - Member Representative

Approved by Lompoc Adult School and Career Center Elaine Webber

09/09/2022 11:31 AM PDT