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CAEP Annual Plan: 2019-20 03 Barstow Area Consortium for Adult Education

Status: Consortium Approved

California Adult Education Program : Annual Plan : 2019-20 Produced: Aug 15, 2019, 11:59 PM UTC Jeff Youskievicz

03 Barstow Area Consortium for Adult Education

Plans & Goals - Consortium Approved

Executive Summary
The Barstow Area Consortium for Adult Education (BACAE) is located in California’s Mojave High Desert, and covers mostly rural geography. The region is in San Bernardino County; the largest county in the United States. There are five CAEP Consortia in San Bernardino County. BACAE consists of four Member districts: Baker Valley Unified School District, Barstow Community College, Barstow Unified School District, and Silver Valley Unified School District. The San Bernardino Workforce Development Board's economic development plans do not address the specific needs of the Consortium. To that end, BACAE undertook several community surveys and a research project to learn more about the communities served by the Consortium and the needs of these communities. The Consortium will work on building relationships with more community partners to leverage existing resources. To address the needs of rural areas, BACAE will develop and implement aDistance Learning policy. Lastly, BACAE Members will begin the process of WASC Accreditation as a precursor for applying for WIOA funds, in full recognition of the importance of braided/blended funding. While this might not be possible for every Member, the BACAE Board commits to exploring options to increase the rigor and credibility of all programs across the Consortium.
Regional Planning Overview
With a renewed commitment to the CAEP initiative, this plan was developed in a spirit of collaboration and partnership. During the 2019-2022 period, BACAE will primarily address gaps in service and seamless transitions. Additionally, the Consortium will deploy methods to support accelerated learning programs for students in their academic pathways and/or career goals.

Meeting Regional Needs

Regional Need #1

Gaps in Service / Regional Needs
BACAE holds Member Districts to a spirit of collaboration in all decision making. This Three-Year Plan serves as a foundational plan for the Consortium toward the realization of our collective vision and goals while maintaining alignment to the San Bernardino Workforce Development Board's Vision2Succeed. BACAE envisions working together and leveraging resources to create regional stability among Adult Education providers.
How do you know? What resources did you use to identify these gaps?
BACAE Member Districts engage in ongoing analyses to identify gaps in services, and adjust programs accordingly at the Member level that support career and academic pathways leading to increased wages and/or transitions to postsecondary institutions. BACAE Members understand that success will be found through integrating with local organizations, expanding participation in Adult Education programs, and linking its graduates to local workplaces. The Barstow Consortium for Adult Education can play a major role in turning around the community’s economic decline.
How will you measure effectiveness / progress towards meeting this need?
The BACAE Board recognizes that Adult Education is a key component in building community equity across the region we serve. Effectiveness is measured through performance outcomes.

Gaps In Service

New Strategies

Strategy #1
Expand and improve outreach and marketing to target identified populations in order to increaseenrollment for all Member Districts through increased social media presence; Enhanced print marketing campaign; Ongoing radio PSAs.
Strategy #2
Educate the community about Consortium activities and roles resulting in a greater awareness of community organizations, and stronger partnerships; Hold Bi-Annual Community Stakeholder meetings.
Strategy #3
Expand service hours and classes offered across all Member Districts; Increase number of classes offered; Greater student persistence resulting in faster and higher literacy gains; Better understanding of data-driven instruction.
Strategy #4
Increase student participation in work-based learning activities; Greater transition to the workforce and job promotion; Identify industry sectors interested in offering programs.
Strategy #5
Develop a Career Pathway and courses for entrepreneurship; Greater number of people opening and operating small businesses in the region; Establish a pilot course for entrepreneurship program.
Strategy #6
Workplace /Contextualized ESL (VESL) courses resulting in increased program offerings and enrollment and the development of pilot programs in all Members Districts for contextualized ESL.
Strategy #7
Basic Skills Courses resulting in increased program offerings and enrollment; Pilot programs for Basic Skills established by all Members.

Seamless Transitions

New Strategies

Strategy #1
Improve initial student data collection and ongoing data tracking through the collection of accurateConsortium data for State/Federal Reporting resulting in data-driven instruction and a 5% increase in the number of literacy gains in all CASAS-tested areas as measured via the DIR and MIS reports.
Strategy #2
Create short-term CTE programs to support Adult Schools students transitioning to the College; Create curriculum to support career exploration; and the College Guided Pathways Implementation of two career pathways.
Strategy #3
Increase number ofABE/ASE/ESL courses based on community need and enrollment demand; Increase number and flexibility of class scheduling (including more hours and weekends); Create greater student persistence and increased attainment of literacy gains through a better understanding of data usage.
Strategy #4
Increase completion in all programs and create a greater number of students transitioning to post-secondary programs and the workforce realized through a 5% increase in completion growth.
Strategy #5
Develop co-enrollment opportunities between AdultSchools and the College resulting in a greater transition of students to postsecondary, for credit programs and the implementation of two pathways aligned to college courses.
Strategy #6
Implement consortia-wide agreement for acceleration into college level courses using EFLs, CASAS scale scores and other multiple measures; develop a process for a seamless transition to postsecondary and an agreement on criteria for student enrollment and support.
Strategy #7
Implement a transition plan for students with identified disabilities from the K-12 programs into Adult Education and the necessary processes and procedures between the Adult Education schools and the SELPAs of each Consortium Member through the implementation of processes and procedures for students.
Strategy #8
Create a cadre of Adult Education ambassadors and implement a program of adult education ambassadors, especially in outlying places, who are trained on the options and pathways available in Adult Education; Conduct a needs assessment; Define the purpose and vision of the Ambassador program; Identify stakeholders.
Strategy #9
Increase number of pre and post-test pairs on CASAS tests; Narrow the gap between the state average and Member Districts on pre and post-test percentages on the DIR and MIS reports. Each Consortium Member will increase their respective pre and post-test score pairs by 3%-5%.
Strategy #10
Increases number of students who engage in classes for more than 12 hours resulting in higher performance outcomes across all Member Districts; Each Consortium Member will increase their respective student hours by 3%-5%.

Student Acceleration

New Strategies

Strategy #1
Increase enrollment, graduation rates, and transitions to post-secondary and/or employment; increased performance outcomes resulting in a 5% increase in transitions validated through DIR and MIS reports.
Strategy #2
Improve information available to students about career pathways, career opportunities, and alignment between course offerings at the adult schools and the community college through the development of a Student Handbook; Course Catalogue; and conducting a study to determine community needs for Career Pathways.
Strategy #3
Create structures for work-life-study balance and support structures that helps people integrate work and life with the demands of studying through a pilot program for mentorship.

Professional Development

New Strategies

Strategy #1
Develop an ongoing professional development plan for all Members and Partners. Develop a deeper and broader understanding of how Adult Education services are funded, structured, delivered, and evaluated in California and across the US to better align service delivery with community needs. The BACAE Board and Member District Faculty/Staff will attend regional, state and national conferences and convenings; Information gathered will be used to provide ongoing internal professional development.
Strategy #2
Program specific professional development will result in a greater depth of knowledge for adopted assessments, programs, and curricula; Andragogical Instructional Best Practices (differentiated instruction to meet varied learning styles) will result in an increased level of data-driven placement and instruction.

Leveraging Resources

New Strategies

Strategy #1
Engage with the Workforce Development Board across all Consortium communities. Develop policies and procedures for cross-agency referrals resulting in an increase in labor force participation; increased job promotions; increased wages.
Strategy #2
Leverage resources to serve more adult learners through a collective impact model. Develop a strategic plan to identify economies of scale across Member Districts resulting in the implementation of strategies to leverage existing resources.
Strategy #3
Barstow Adult School will become a hub for the greater community. BarstowAdult School will sign shared use agreements to provide a greater level of services. BCC will offer ESL classes at Barstow Adult School.
Strategy #4
Partner with the Workforce Development Board on developing an employability skills program, IET opportunities, and employer focused basic skills training. Identify areas for collaboration. Engage with regional employers, and sign MOUs, to identify programs that can be supported through BACAE and the Workforce Development Board.
Strategy #5
Create a Childcare Resource Guide for Parents to reduce the impact of the child care barrier on adult students. Convene a community stakeholder meeting to draft the framework of the Guide.
Strategy #6
Host an American Job Center representative at select Member sites. Career and job placement liaison. Establish an MOU with the Workforce Development Board.
Strategy #7
Identify transportation alternatives for adult students that will result in increased enrollment, program participation and decrease in barriers to academic programs. Identify funding through local transportation providers.

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.
This annual plan aligns to the goals, objectives and strategies of the BACAE Three-Year Plan.
An approach to incorporating remaining carry-over funds from prior year(s) into strategies planned for 2019-20.
The Consortium currently does not have carry-over funds.

Certification

Baker Valley Unified - Member Representative

Approved by Eric Huynh

2019-08-15

Barstow CCD - Member Representative

  • Elias Valencia
  • Director of Adult Education and Basic Skills
  • evalencia@barstow.edu
  • (760) 252-2411 ext: 7345
Approved by Eva Bagg

2019-08-15

Barstow Unified - Member Representative

Approved by Scott Godfrey

2019-08-15

Silver Valley Unified - Member Representative

Approved by Jeff Youskievicz

2019-08-15