CAEP
Annual Plan

Produced: Aug 15, 2025, 06:13 PM UTC - By Kevin Morris

09 Citrus College Adult Education Consortium
CONSORTIUM APPROVED

2025-26

Plans & Goals

Executive Summary

As the Citrus College Adult Education Consortium (CCAEC) approaches the first year of implementing the CCAEC 2025-28 Three-Year Plan, members are excited to note the attainment of most of its SMART goals from the 2022-25 Three-Year Plan and from the 2024-25 Annual Plan.

The state has well publicized to the field that statewide gaps exist between enrollment and Participation, between Participation and Persistence, and between Persistence and student EFL Gains Achieved. CCAEC members make concerted efforts to support state goals of bridging these gaps. The majority of CCAEC Three-Year Plan and Annual Plan SMART goals sought to improve consortium enrollment, Participation, Persistence, and performance metrics and shrink these gaps identified by the state.

The CCAEC met nearly every one of their SMART goals. Compared to 2021-22, CCAEC Services enrollment in 2024-25 increased 18.1% from 2,704 to 3,194 and Participant enrollment increased 24.6% from 2,008 to 2,502 and the CCAEC duplicated Participation Rate increased from 74.0% to 78.3%. The total number of Persisters, students who had a pre-test and post-test pair, grew 126.9% from 484 in 2021-22 to 1,098 in 2024-25 while the Persistence rate consortium-wide increased from 43.1% to 66.4%. The number of CCAEC students who achieved an Educational Functioning Level (EFL) gain grew 76.8% from 504 students to 891 and the EFL Gain Achievement rate grew from 47.4% to 53.9%.

The 2022-25 Three-Year Plan and the 2024-25 Annual Plan called for CCAEC members to strengthen relationships with regional workforce development agencies and again CCAEC members met this goal. The CCAEC pursued strategic actionable item to make its mandated Title I partnership with the LA County Workforce Development Board more meaningful for regional job seekers. Azusa, Claremont, and Monrovia collaborate extensively with LA WDB AJCCs. California Ed Code 84906 states that CAEP members should be extensively working in concert with workforce development agencies during the Three-Year and Annual planning processes. Every year, these CCAEC members meet with LA WDB AJCCs in a round table to discuss training and employment goals. This Annual Plan (and the Three-Year Plan recently completed) were significantly informed by AJCC Round Table discussions.

The Fiscal Management component of the CCAEC 2024-25 Annual Plan required members to leverage other funding streams to supplement CAEP funds and ensure Annual Plan strategies, activities, and SMART goals would be successfully achieved. CCAEC members were wildly successful in those efforts. Due to the aforementioned strong workforce partnerships with the LA WDB in 2024-25, CCAEC members earned more than $600,000 in WIOA Title I funds by collaborating with regional America’s Job Centers of California. During the three years from 2022-23 to 24-25, CCAEC members collectively received over $1.2 million in WIOA Title I classroom training funds. In 2024-25, Azusa, Claremont and Monrovia earned over $730,000 Title II: AEFLA funds.

In 2023-24 Claremont USD joined Azusa USD and Monrovia USD as a recipient of Workforce Innovation and Opportunity Act (WIOA) Title II Adult Education and Family Literacy Act (AEFLA) funds. Though a new grantee, Claremont showed tremendous success in earning AEFLA Title II Payment Points and posting a tremendous increase in EFL Gains Achieved (226 students to 300 students and EFL Gain rate from 52.7% to 67.6%).

In addition to WIOA Title I and Title II funding, Azusa USD, Claremont USD and Monrovia USD were recipients of $431,793 state ELL Healthcare Pathways Grant funds to transition English Learners into CTE Healthcare employment. These funds strengthen already robust CTE programs to improve employment outcomes for English Learner students.

However, CCAEC members recognize that significant regional gaps in English language acquisition, HSD/HSE attainment, and workforce development still exist. Members know there is much to focus on in 2025-26 and this Annual Plan sets out the goals to achieve consortium priorities.

In 2024-25, CCAEC members served over 3,600 regional adults in CAEP programs, but regional needs for these programs are profound. The primary cities served by CCAEC members have 81,042 residents over the age of 5 who "Speak English < Very Well" and 50,741 residents over the age of 25 without a high school diploma or equivalency. CCAEC members have a vision of providing services and programs to close these gaps for all regional adults.

Funding allocations for member institutions were consistent for this Annual Plan to be a success. Board deliberations over 2025-26 CAEP Allocations were informed by student enrollment and participation, existing funding sources, and member carryover. Members will leverage WIOA Title I training fees, WIOA Title II: AEFLA funding, and carryover from ELL Healthcare Pathway Grant funds to ensure Annual Plan strategies, activities, and SMART goals will be successfully achieved.

Plans & Goals

How (if at all) do the consortium’s previous program year goals differ from the current year’s goals?

Goals remain the same

How much progress did the consortium make towards its previous program year goals?

A good deal of progress - most goals were met

Every year, the CCAEC Annual Plan goals align with the consortium's Three-Year Plan goals and many of those goals focus on consortium enrollment, Participation, Persistence and student performance. One of the most critical Guiding Principle for the CCAEC is that its member schools place the highest value on students achieving their educational goals. In order to effectively help CCAEC students reach their goals and to provide them the best educational services possible, CCAEC member stakeholders analyze significant enrollment, demographic, Participation, Persistence, and performance data through its Annual Data Review (ADR).

The state has well publicized to the field that statewide gaps exist between enrollment and Participation, between Participation and Persistence, and between Persistence and student EFL Gains. The state has asked CAEP schools to address these gaps and significant state resources - regional WIOA meetings, webinars, breakout sessions at the CAEP Summit, OTAN and CalPro trainings, etc. - have been leveraged in the field to help schools address these gaps. Thus, to align CCAEC efforts that support state goals of bridging these gaps, the members of the CCAEC formulate Three-Year Plan and Annual Plan goals to improve Participation, Persistence, and performance metrics and shrink these gaps.

As noted in the Annual Plan Executive Summary, the CCAEC as a consortium successfully met Three-Year Plan goals in enrollment, Participation, Persistence, and performance (EFL Gains and graduation/HSE attainment). Also, as noted in the Plans and Goals above, CCAEC members met the large majority of SMART goals called for the CCAEC 2024-25 Annual Plan.The 2024-25 Annual Plan had a SMART goal that the consortium would increase collective Participation enrollment from 2,275 to 2,375 and improve the consortium duplicated Participation rate to 70.0%. The consortium had 2,502 Participants and a duplicated Participation rate of 78.3%. Though two CCAEC members saw a slight decrease in Persistence rates, the consortium-wide Persistence rate increased from 62.7% to 66.4%. Every member saw substantial growth in EFL gains. Azusa USD increased from 24.8% to 31.0%; Claremont USD increased from 52.7% to 67.6%; Duarte USD increased 46.2% to 73.3%; Glendora USD increased from 46.2% to 86.5%; Monrovia USD increased from 43.2% to 61.3%.

Though all consortium Annual Plan goals were met, some CCAEC members did not meet individual goals.  Also, though some CCAEC members met their Annual Plan goals, they still have significant room for improvement. Most critically, CCAEC members keep the same goals of improving enrollment, Participation, Persistence, and EFL Gains Achieved, but increase the numbers and rates. CCAEC members have individual SMART goals to help meet CCAEC Annual Plan goals.

What barriers did the consortium face in making progress towards its previous program year goals?

Some Plan goals (Participation, Persistence, etc.) are inherently resistent to member school efforts

CCAEC member schools employed all strategies outlined in last year's Annual Plan to attain the Plan's SMART goals. Schools met goals or came very close to meeting the goals of improving enrollment, Participation, Persistence,  EFL Gains, graduation rates, and transitions. 

However, as noted above, though all consortium Annual Plan goals were met, some CCAEC members did not meet individual goals.  Also, though some CCAEC members met their Annual Plan goals, they still have significant room for improvement.

There are inherent reasons why these gaps exists and why they can be stubborn to close. The key is that the CCAEC continues to quantify the gaps and make efforts to bridge them.

What are the goals for the consortium for the current program year?

Annual Plan goals enumerated in this 2025-26 Plan are aligned with the CCAEC Three-Year Plan and consortium goals to complete the ELL Healthcare Pathways Grant.

How will the consortium measure progress towards the goals set for the current program year?

Annually the CCAEC creates an Annual Data Review (ADR) to analyze enrollment, regional and student demographics, enrollment by CAEP program, Participation, Persistence, EFL Gains from CASAS pre- and post-testing, graduation rates, and transitions and make goals to improve upon the metrics reviewed in the ADR. CCAEC members and stakeholders continually monitor goals by analyzing TOPSpro Enterprise data compared to Annual Plan goals at CCAEC Board meetings.

Assessment

Regional Needs Assessment

Please identify the categories of needs in your region.

Please identify resources used to identify these gaps.

In order to meet goals to increase consortium enrollment, Participation, Persistence, performance, and transitions, members must set and continually monitor goals for each  metric. CCAEC members have created SMART goals for Participation, Persistence, and performance and will monitor goal progress quarterly at CCAEC Board meetings.

With regards to CCAEC members meeting regional needs of workforce alignment, increased IET access, career development and CTE training, CCAEC members will continue the excellent CTE and ELL Healthcare Pathway programs and monitor these efforts through Board meeting updates.

Strengthened WDB partnerships will be measured by tracking the amount of Title I training funds each member receives and by the aggregate numbers of students served regional AJCCs.

Data for Participation, Persistence, and performance is culled from TOPSpro Enterprise (TE) reports that are run monthly. CCAEC members will monitor SMART goal progress by reviewing TE reports quarterly at CCAEC Board meetings. 

Numerous strategies to meet Annual Plan goals are outlined in the CCAEC Three-Year Plan and CCAEC members will pursue these strategies with fidelity. Strategies are outlined in the Activities and Outcome section of the Annual Plan.

Activities & Outcomes

Objective #1: Address Educational Needs

Improve Outreach and Targeted Marketing

THREE-YEAR PLAN 2025-28

CCAEC member institutions will use general and targeted marketing efforts noted in this Three-Year Plan to increase student enrollment in all CCAEC programs. Key deliverables will include online and social media ads, traditional marketing collateral, flyers to community members and district parents for the K-12 members, and calendar of community events.

Adult Education Metrics and Student Barriers

  • All: Reportable Individuals (200AE)

Responsible Positions, Responsible Consortium Members, and Proposed Completion Date

Responsible PositionResponsible MemberProposed Completion Date
Azusa USD AdministrationAzusa Unified06/30/2028
Claremont USD AdministrationClaremont Unified06/30/2028
Duarte USD AdministrationDuarte Unified06/30/2028
Glendora USD AdministrationGlendora Unified06/30/2028
Monrovia USD AdministrationMonrovia Unified06/30/2028
CCAEC Program DirectorClaremont Unified06/30/2028

Objective #2: Improve Integration of Services & Transitions

Strengthen WDB & AJCC Collaboration

THREE-YEAR PLAN 2025-28

AUSD, CUSD, and MUSD will plan and implement a number of tangible strategies to improve alignment with LA WDB and WDB AJCCs. Key activities will include:

  • Engage in LA WDB Local Area Plan planning sessions
  • Engage in multiple Round Tables with LA WDB AJCCs to identify WDB training priorities 
  • Leverage Monrovia AJCC Affiliate WIOA services to help regional job seekers and consortium students
  • Hold large-scale Job Fairs for CCAEC students and regional residents

Deliverables would include:

  • Calendar of Round Table discussions
  • Data on CCAEC students who receive WIOA Title I Individualized Training Agreements (ITAs) from LA WDB AJCCs
  • Data on CCAEC students who complete CCAEC CTE training programs and find employment
  • Increased enrollment of Job Seekers at CCAEC Job Fairs

All of these efforts will be implemented to improve student transition to employment.

Adult Education Metrics and Student Barriers

  • All: Reportable Individuals (200AE)

Responsible Positions, Responsible Consortium Members, and Proposed Completion Date

Responsible PositionResponsible MemberProposed Completion Date
Azusa USD AdministrationAzusa Unified06/30/2028
Claremont USD AdministrationClaremont Unified06/30/2028
Monrovia USD AdministrationMonrovia Unified06/30/2028
CCAEC Program DirectorClaremont Unified06/30/2028

Objective #3: Improve Effectiveness of Services

Improve Transition to Post-Secondary

THREE-YEAR PLAN 2025-28

CCAEC CCD and K-12 members will strengthen existing efforts to increase transitions to post-secondary and Credit courses at Citrus College. Strategies over the next three years to improve transition to credit will focus on increased counseling collaboration between Citrus College and K-12 members, improving dual enrollment, and increased outreach and assistance to Citrus College Noncredit students to improve transitions to Credit.

Key deliverables will include:

  • Scheduled sessions with Citrus College counselors on K-12 campuses provide outreach and application assistance
  • Scheduled sessions to outreach for dual enrollment
  • Noncredit events

Adult Education Metrics and Student Barriers

  • All: Reportable Individuals (200AE)

Responsible Positions, Responsible Consortium Members, and Proposed Completion Date

Responsible PositionResponsible MemberProposed Completion Date
Azusa AdmninistrationAzusa Unified06/30/2028
Citrus Noncredit AdministrationCitrus CCD06/30/2028
Claremont AdministrationClaremont Unified06/30/2028
Duarte AdministrationDuarte Unified06/30/2028
Glendora AdministrationGlendora Unified06/30/2028
Monrovia USD AdministratrionqMonrovia Unified06/30/2028
CCAEC Program DirectorClaremont Unified06/30/2028

Fiscal Management

Alignment & Carryover

The CCAEC Annual Data Review drives all CCAEC processes, especially the the Three-Year Plan and the Annual Plan process. CCAEC Board Representatives look at enrollment to make funding allocation decisions. CCAEC stakeholders analyze consortium demographics of its students and the cities in which they live to identify regional gaps. Marketing efforts for CTE, ESL, and ASE/ABE rely on stakeholder analysis of performance and enrollment data.

No CCAEC member has significant carryover, especially carryover that approaches the 20% threshold noted in education code 84914. Accordingly, the consortium has no need to plan member activities to address carryover funds.

Usage

How does the consortium plan to use allocated funds in the upcoming year?

Not Entered

Consortium Objectives & Activities Overview

Objectives & Activities

= consortium has included this activity in an Annual Plan from the 2025-28 Three-Year Plan
= consortium has NOT selected this activity in an Annual Plan from the 2025-28 Three-Year Plan
ActivityOriginIncluded in Annual Plan
Objective #1: Address Educational Needs
Improve Outreach and Targeted Marketing
THREE-YEAR PLAN 2025-28
Objective #2: Improve Integration of Services & Transitions
Strengthen WDB & AJCC Collaboration
THREE-YEAR PLAN 2025-28
Objective #3: Improve Effectiveness of Services
Improve Transition to Post-Secondary
THREE-YEAR PLAN 2025-28

Certification

Azusa Unified - Member Representative

Approved by Dr. Anthony Contreras

08/15/2025 10:00 AM PDT

Citrus CCD - Member Representative

Approved by John Russell

08/15/2025 09:59 AM PDT

Claremont Unified - Member Representative

Approved by Felipe Delvasto

08/15/2025 10:18 AM PDT

Duarte Unified - Member Representative

Approved by Kevin Morris

08/15/2025 11:13 AM PDT

Glendora Unified - Member Representative

Approved by Valentina Shibata

08/15/2025 10:25 AM PDT

Monrovia Unified - Member Representative

Approved by Flint Fertig

08/15/2025 10:04 AM PDT