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Status: Certified

California Adult Education Program Produced: 06/17/2022 10:50 AM PDT Debra Tate

15 South Bay Adult Education Consortium (El Camino): Certified

Details

Consortium Information

Consortium Name:
15 South Bay Adult Education Consortium (El Camino)
Consortium Short Name:
15 South Bay (El Camino)
Address:
16007 Crenshaw Blvd. | Torrance, CA | 90506
Website:
https://sbaec.wordpress.com/
Funding Channel 2022-23:
Direct Funded
CAEP Funds 2022-23:
$11,475,474
CAEP Funds 2021-22:
$10,894,783
CAEP Funds 2020-21:
$10,470,716

Consortium Contacts

ResponsibilityNameEmailTitlePhone
Primary Contactmaribelmgalan@gmail.comCoordinator(562) 315-3784
Fiscal Contactjanaya@elcamino.edu(310) 973-3165
Fiscal Contactdiulio.wayne@tusd.orgDirector of Adult Education(310) 972-6500 ext: 8400
Primary Contactlbrogden@elcamino.eduDirector of Adult Education and Workbased Learning
Fiscal Contactmyatman@elcamino.eduAccounting Technician II(310) 660-3593 ext: 6193

Member Agencies

Member AgencyMember TypeContactPhone
Centinela Valley Union HighHigh School DistrictBenjamin Wardrop(310) 263-3263
El Camino CCDDistrictJose Anaya(310) 973-3165
Inglewood UnifiedUnified School DistrictMs. Debra Tate(310) 330-5220
Redondo Beach UnifiedUnified School DistrictDrew Gamet(310) 872-6254 ext: 3306
Torrance UnifiedUnified School DistrictWayne Diulio(310) 972-6500 ext: 8400

Executive Summary

The South Bay area of Los Angeles is home to approximately 580,000 residents, with an estimated 20 percent in need of programs or services that prepare them for college or equip them with skills to help them find a better- paying job. The consortium covers a strip of south Los Angeles County running from trendy Redondo Beach, Hermosa Beach and Manhattan Beach east through working-class, higher-poverty and industrial areas, including Torrance, Hawthorne, Lawndale, Inglewood and several smaller adjacent communities. Consortium members include Centinela Valley Unified School District, El Camino Community College District, Inglewood Unified School District, Redondo Beach Unified School District, and Torrance Unified School District.  SBAEC’s region is the El Camino Community College District which covers approximately 60 square miles of Southern Los Angeles County.

The consortium covers a diverse socioeconomic region, encompassing highly affluent areas in the western beach communities, populated by well-educated residents, as well as larger cities to the east where over 25 percent of the residents lack a high school diploma. A quarter of the population are English-language learners, and high levels of poverty persist in parts of the consortium area. The region has fully recovered from the housing crisis, but like much of California, suffers from availability and affordability challenges.

The regional economy is growing rapidly. Jobs are plentiful, and there is a scarcity of educated workers to fill positions ranging from entry level to highly paid professional. Businesses established in the region for decades, including manufacturing, warehousing, transportation, and aerospace, play a key role in the region’s growth, but with technological advancement, require a better-educated workforce than in the past. The community provides many programs to support the industries in the area.

SBAEC has developed a partnership with Southern California Regional Occupational Center (SCROC) and the South Bay Workforce Investment Board (SBWIB) and work together to serve CTE students.

Services provided to the region are varied and cover all of the AEP program areas. Providers include Adult Schools, Community Colleges, Libraries, Chamber of Commerce, private programs and public services.

The SBAEC consortium engaged the data team, site members, and the SBAEC Board through a process designed to bring a cohesive focus to the consortium to look at consortium strengths and weaknesses, as well as internal and external factors that affect services provided to the community. 

Below are the regional needs identified:

  • Regional Need #1: The COVID pandemic has created new challenges for the SBAEC. Metrics:  enrollment, DIR reports, attendance, persistence reports, etc.
  • Regional Need #2: Continue to improve and expand the awareness and leveraging of resources across the consortium. Metrics: Student and staff surveys showed lack of knowledge about programs offered by different consortium members
  • Regional Need #3: Continue to improve and expand the seamlessness of student transitions to post-secondary education and the workforce. Metrics:  enrollment, DIR reports, attendance, persistence reports, etc..  
  • Regional Need #4:  There is a need to continually improve student success and retention. Metrics:  Persistence reports, DIR reports, attendance, performance (CASAS) data, Exit Surveys.

Long Term Goals (5yrs)

  1. SBAEC will increase awareness and leverage resources by 3% per year.
  2. SBAEC will increase the seamlessness of students’ transition to post-secondary education and the workforce by 3% per year.
  3. SBAEC will increase student program outcomes and retention by 3% per year.

The metrics used included:  Student Data in TOPSPro (Data Integrity reports, CASAS data performance, etc.)

  1. Guiding questions from the Three Year Plan guidance packet.
  2. Launchboard Data
  3. Employment and Earnings Follow-up Survey
  4. Student Registration information
  5. Student Program Area Hours reports
  6. Student surveys
  7. Data Accountability meetings (agenda, discussions, recommendations)

Funds Evaluation:  SBAEC regularly meets and reviews fund allocation and maintains its commitment to disseminating funds in a manner that serves and addresses the needs of the local community and region. SBAEC also resolves to regularly evaluate the needs of the student community and region in order to align resources with student needs. The use of funds will be leverage in accordance with the identified regional needs and strategies as a priority. The CFAD is subsequently prepared and submitted by/before May 2nd.

Assessment

The SBAEC consortium engaged the data team, site members, and the SBAEC Board through a process designed to bring a cohesive focus to the consortium to look at consortium strengths and weaknesses, as well as internal and external factors that affect services provided to the community. Together the team developed three overarching goals with objectives and timelines to measure and monitor progress. The consortium Board met monthly to review the needs and goals of the entire consortium. The Data team along with site counselors and administrators met monthly to review and streamline data processes, monitor progress towards goals, and share best practices across all consortium members.  Consortium members attended the CAEP Three-Year Planning workshops and webinars. The Adult Education Launchboard Pipeline was utilized to extract program area benchmarks as well as college and workforce transitions. In addition, U.S. Census Bureau Reports, Employment Development Department Projections, and CAEP Online Reporting Tool .

Below are the regional needs identified during the annual planning process.

  • Regional Need #1: The COVID pandemic has created new challenges for the SBAEC. Metrics:  enrollment, DIR reports, attendance, persistence reports, etc.
  • Regional Need #2: Continue to improve and expand the awareness and leveraging of resources across the consortium. Metrics: Student and staff surveys showed lack of knowledge about programs offered by different consortium members
  • Regional Need #3: Continue to improve and expand the seamlessness of student transitions to post-secondary education and the workforce. Metrics:  enrollment, DIR reports, attendance, persistence reports, etc..  
  • Regional Need #4:  There is a need to continually improve student success and retention. Metrics:  Persistence reports, DIR reports, attendance, performance (CASAS) data, Exit Surveys.

Three identified Goals, Objectives and Outcomes.  The activities are listed above under each regional need.

Long Term Objectives (5 yrs)

  1. Improve awareness and leverage the resources of the Consortium: By 2025-26 SY, the consortium will increase awareness and leverage resources by 3% per year.
  2. Improve the seamlessness of students’ transition to post-secondary education and the workforce: By 2025-26 SY, the consortium will increase the seamlessness of students’ transition to post-secondary education and the workforce by 3% per year.
  3. Improve student program outcomes and retention: By 2025-26 SY, the consortium will increase student program outcomes and retention by 3% per year.

The metrics used included:

  • Student Data in TOPSPro (Data Integrity reports, CASAS data performance,  etc.)
  • Guiding questions from the Three Year Plan guidance packet.
  • Employment and Earnings Follow-up Survey
  • Student Registration information
  • Student Program Area Hours reports
  • Student surveys
  • Data Accountability meetings (agenda, discussions, recommendations).
  • SBAEC Board Meetings

South Bay Adult Consortium members are engaged in the workforce development system as partners and work diligently with these Boards to align consortium efforts at building pathways and employment opportunity for regional adults. Members of the Consortium collaborate on program implementation, development of career pathways, and industry sector strategies with a variety of partners, including chambers of commerce as well as local employers and agencies such as the Workforce Development Board.  SBAEC is working in alignment with the Strong Workforce initiatives in the region. 

SBAEC has developed a partnership with the South Bay Workforce Investment Board (SBWIB) and work together to serve CTE students.  Services provided to the region are varied and cover all of the AEP program areas. Providers include Adult Schools, Community Colleges, Libraries, Chamber of Commerce, private programs and public services.  

In addition to these, the following are other partnerships:

  • Department of Social Services providing application assistance
  • Department of Rehabilitation
  • Surrounding communities in job fairs
  • Local businesses - students participate in internships 
  • Pathways - Healthcare, construction, manufacturing, child development, computer technology. 
  • Partnerships:  SpaceX, Northrup Grumman, Virgin Orbital, CVS, Walgreens, Little Company of Mary 

SBAEC’s region is the El Camino Community College District which covers approximately 60 square miles of Southern Los Angeles County with a population of 580,000 residents. 20% of the adults in the region speak english less than very well. Spanish is spoken at home by 64% of the population. According to the US Census bureau, the area demographics include 47% Hispanic, 21% White, 13% African American, 11% Asian, 8% Other. 9% of the region is in poverty, 8.2% are disabled and 14% of the population over 18 in the region does not have a high school diploma.

Many of the adult schools’ students are parents of our local K12 schools’ students. Parents of current students want to improve their English to have better communication with school personnel and also build basic language skills to open the door of opportunity for job placement and life skills.

The Inglewood Community is the new home of the Chargers and Rams Football Stadium, the Forum entertainment center, and coming soon, the new stadium for the Los Angeles Clippers. New opportunities are on the rise in the career pathways of Architecture and Construction, Tourism and Hospitality, and Arts Media and Entertainment. We are working closely with El Camino College to build our services - bring career training opportunities to our adult community.

The state of California Employment Development Department lists the highest demand occupations in southern California between 2014 and 2024 to include; the healthcare industry, construction and extraction, and computer user support jobs. The 50 occupations with the most job openings are forecasted to generate over 90,000 jobs annually. Twenty percent of the fasting growing occupations are in construction and extraction. Occupations range from requiring no formal education to professional degrees.

Below are the regional needs identified during the planning process.

Regional Need #1: The COVID pandemic has created new challenges for the SBAEC. SBAEC will measure effective and progress by implementing the following actions/Activities:

  • Teacher professional training to enhance instruction
  • Continue to train all stakeholders with the use of technology 
  • Each school will address how they train staff and students and will share training when permissible.

Regional Need #2: Continue to improve and expand the awareness and leveraging of resources across the consortium. Student and staff surveys showed lack of knowledge about programs offered by different consortium members. SBAEC will measure effective and progress by implementing the following actions/Activities:

  • Increase student and staff awareness of programs across the consortium.
  • SBAEC has partnered with El Camino Career Pathway Program.  
  • All Schools work together on the annual plan and three year plan
  • Sharing Professional Development opportunities
  • Continue attending El Camino College Allies meetings

Regional Need #3: Continue to improve and expand the seamlessness of student transitions to post-secondary education and the workforce  The registration form also shares information regarding student barriers. SBAEC will measure effective and progress by implementing the following actions/Activities:

  • Improve tracking system through documentation
  • Consortium members will add student testimonials to their school website.
  • Continue to develop and refine pathways implemented by the Consortium.
  • Continue to develop a support system for academic transitions 
  • Develop a better tracking system of transitions (DOB, Names, etc.)
  • Expand dual enrollment opportunities for students. 
  • ECC referring students for ABE in English and Math.


Regional Need #4:  There is a need to continually improve student success and retention. SBAEC will measure effective and progress by implementing the following actions:

  • Monitor student attendance to determine the effectiveness of strategies to increase persistence.
  • Continue to increase our efforts to recruit students in career pathways and GED/HSD/ESL diploma programs.
  • Monitor language proficiency and student transition into the next level.

The SBAEC consortium engaged the data team, site members, and the SBAEC Board through a process designed to bring a cohesive focus to the consortium to look at consortium strengths and weaknesses, as well as internal and external factors that affect services provided to the community. 

Together the team developed three overarching goals with objectives and timelines to measure and monitor progress. The consortium Board meets monthly to review the needs and goals of the entire consortium. The Data team along with site counselors and administrators meet monthly to review and streamline data processes, monitor progress towards goals, and share best practices across all consortium members.  The board strives to cooperatively work together to create a comprehensive approach to adult education in our community. The following goals continue to be areas of need as identified in discussion and data review meetings. 

Consortium Three Year Planning Members 

  • Dr. Wayne Diulio (Chair), Director of Torrance Adult School
  • Renee Tanaka, Torrance Adult School
  • Maria Segoviano, Torrance Adult School
  • Drew Gamet, Director of SBAS RBUSD
  • Brett Ploumen, Counselor of SBAS RBUSD
  • Dina Matheson, Professional Development SBAS RBUSD
  • Theresa Del Rosario, Program Specialist SBAS RBUSD
  • Ben Wardrop, Principal Centinela Valley Adult School 
  • Dr. Kendra Peterson, Centinela Valley Adult School
  • Marisol Patino, Centinela Valley Adult School
  • Debra Tate, Principal Inglewood  
  • Maria Alfaro, Inglewood
  • Jose Anaya, Dean El Camino College
  • Dr. Laura Brogden, El Camino College Director of Adult Education and WorkBased Learning
  • Dr. Maribel Galan, El Camino College

Regional Service Providers

For each Member Agency service provider, enter the number of Participants in each program area.

Provider NameProvider TypeNumber of Participants in Program AreaTotal Participants
ABEASEESLEl CivicsAWDK12 SuccessShort Term CTEWorkforce ReentryPre-Apprenticeship
*Centinela Valley Union HighMember Representative

1

39

0

0

0

0

0

3

0

*El Camino CCDMember Representative

0

0

132

0

0

0

2,120

975

205

*Inglewood UnifiedMember Representative

29

215

272

82

0

0

84

0

0

*Redondo Beach UnifiedMember Representative

337

321

1,290

1,117

0

0

108

105

0

*Torrance UnifiedMember Representative

192

265

1,196

613

0

0

491

0

0

Total Participants 559 840 2890 1812 0 0 2803 1083 205 10192
* Member Agency required to input number of Participants

For each service provider added, check the box in the program areas where services are provided.

Provider NameProvider TypeProgram Area Where Services Are Provided
ABEASEESLEl CivicsAWDK12 SuccessShort Term CTEWorkforce ReentryPre-Apprenticeship
Centinela Valley Adult School Other

St. Margaret's Center Community Organization

Mychals Learning Center Other

South Bay Workforce Investment Board Workforce Development Board

Department of Rehab Community Organization

South Bay Adult School (SBAS) Community Organization

Redondo Beach Unified School District Community Organization

Beach City Health District Community Organization

Redondo Beach Public Library Community Organization

South Bay One-Stop Business & Career Centers Carson Business

Southern California Regional Occupational Center Other

Los Angeles Regional Reentry Partnership Community Organization

Social Security Administration Community Organization

Hamilton Adult Education Center Community Organization

Griffith Adult Center Community Organization

Levy Adult Center Community Organization

Anza Elementary SChool Community Organization

Jefferson Middle School Community Organization

German Machined Products Inc. Business

Torrance Memorial Medical Center Community Organization

Victor Elementary School Community Organization

Argus Medical Management Business

CVS Business

Hameed Khan MD Business

Regal Family Practice Medical Center Business

Skyline Urology Business

Urgent Care Center of South Bay Business

Walgreens Business

Inglewood Adult School Community Organization

California State Department of Social Services Community Organization

Manhattan Beach Library Community Organization

Hermosa Beach Library Community Organization

Valentin Hernandez Business

El Segundo Public Library Community Organization

Hermosa Beach Chamber of Commerce Community Organization

Inglewood USD Community Organization

One Stop Inglewood Community Organization

Participant enrollment data reported comes from TOPSpro Enterprise data reports. While LaunchBoard data is available, SBAEC members have concerns about the accuracy of the data. Therefore, one significant gap that this Three Year Plan will attempt to bridge is the accuracy of consortium member data as stakeholders work to address Three Year Plan Objectives.

Analysis of the Data: Race/Ethnicity

The chart below shows the number of adults served throughout the consortium by race/ethnicity in 2020-21.  The majority of our adult learners are Hispanic adult learners.

Student Barriers reported in 2020-21


Analysis of the Data: Adult Served in Education Programs

The chart below shows 77% of 4,097 adults served had 12+ contact hours (participants) enrolled in adult education programs in 2020-21. The majority of our adult learners are enrolled in ESL and ASE programs followed by ABE and CTE students. 

Analysis of the Data: Level of Engagement

The two charts below indicate the reportable individuals who had different levels of engagement in an adult education program in 2020-21 compared to 2019-20.

Analysis of the Data:

Based on the above data for the 2020-21 Program Year (which is believed to be most correct), SBAEC members had 4,097 participants in CAEP programs. SBAEC participant enrollment has been significantly affected by the COVID-19 pandemic.  Student performance in each program area has also decreased as indicated in the three charts below showing the completed educational functioning level gains in ABE, ASE, and ESL.

Completed an Educational Functioning Level Gain ABE

Completed an Educational Functioning Level Gain ASE

Completed an Educational Functioning Level Gain ESL (online instruction proved to be a challenge in 20-21 SY due to the pandemic)

All members experienced a significant decline in enrollment and student performance. It is the goal of SBAEC to rebuild enrollment to pre-pandemic levels.  Below are the three identified Goals:

  • Improve awareness and leverage the resources of the Consortium: By 2025-26 SY, the consortium will increase awareness and leverage resources by 3% per year.
  • Improve the seamlessness of students’ transition to post-secondary education and the workforce: By 2025-26 SY, the consortium will increase the seamlessness of students’ transition to post-secondary education and the workforce by 3% per year.
  • Improve student program outcomes and retention: By 2025-26 SY, the consortium will increase student program outcomes and retention by 3% per year.


Metrics: CAEP Barriers & Metrics

Metrics

Adult Ed Metrics

  • English Language Learner (AE 305 - Overall)

Consortium Level Metric Targets

* Mandatory for all consortia

Metric Set Metric 2019-20 Actuals 2020-21 Actuals 2021-22 Actuals 2022-23 Target 2023-24 Target 2024-25 Target
All*Number of Adults Served (AE 200 - Overall) 5,443 4,097

4,220

4,347

4,477

Student BarriersEnglish Language Learner (AE 305 - Overall) 3,774 2,592

2,670

2,750

2,833

Member Level Metric Targets

* Mandatory for all members

Centinela Valley Union High (Reported by Centinela Valley Adult School)

Metric Set Metric 2019-20 Actuals 2020-21 Actuals 2021-22 Actuals 2022-23 Target 2023-24 Target 2024-25 Target
All*Adults who Became Participants (AE 202 - Overall)

60

61

62


El Camino CCD (Reported by El Camino District)

Metric Set Metric 2019-20 Actuals 2020-21 Actuals 2021-22 Actuals 2022-23 Target 2023-24 Target 2024-25 Target
All*Adults who Became Participants (AE 202 - Overall) 131 274

282

290

299


Inglewood Unified (Reported by Inglewood Community Adult School)

Metric Set Metric 2019-20 Actuals 2020-21 Actuals 2021-22 Actuals 2022-23 Target 2023-24 Target 2024-25 Target
All*Adults who Became Participants (AE 202 - Overall) 492 466

480

494

509


Redondo Beach Unified (Reported by Redondo Beach Unified School District)

Metric Set Metric 2019-20 Actuals 2020-21 Actuals 2021-22 Actuals 2022-23 Target 2023-24 Target 2024-25 Target
All*Adults who Became Participants (AE 202 - Overall) 1,347 993

1,023

1,054

1,086


Torrance Unified (Reported by Torrance Unified School District (TUSD))

Metric Set Metric 2019-20 Actuals 2020-21 Actuals 2021-22 Actuals 2022-23 Target 2023-24 Target 2024-25 Target
All*Adults who Became Participants (AE 202 - Overall) 2,263 1,539

1,585

1,632

1,681

Member Spending Targets

MemberPercent of 2019-20 Available Funds SpentPercent of 2020-21 Available Funds SpentPercent of 2021-22 Available Funds Spent2022-23 Target2023-24 Target2024-25 Target
Centinela Valley Union High 100% 100% 40%

85%

85%

85%

El Camino CCD 100% 95% 0%

85%

85%

85%

Inglewood Unified 100% 77% 0%

85%

85%

85%

Redondo Beach Unified 100% 38% 0%

85%

85%

85%

Torrance Unified 100% 100% 18%

85%

85%

85%

Objectives

Address Educational Needs

The SBAEC consortium engaged the data team, site members, and the SBAEC Board through a process designed to bring a cohesive focus to the consortium to look at consortium strengths and weaknesses, as well as internal and external factors that affect services provided to the community. Below are the regional needs identified during the annual planning process along:

  • Regional Need #1: The COVID pandemic has created new challenges for the SBAEC.
  • Regional Need #2: Continue to improve and expand the awareness and leveraging of resources across the consortium.
  • Regional Need #3: Continue to improve and expand the seamlessness of student transitions to post-secondary education and the workforce
  • Regional Need #4: There is a need to continually improve student success and retention.

Addressing Gaps in Services

  • Students are in need of support services from multiple government entities. Providing those services concurrently (both time and location) with Adult Education classes would ensure they are receiving education and social safety net support simultaneously.
  • Conduct quarterly review of student data from varied sources, including MIS and TOPS
  • Conduct quarterly review of NOVA fiscal reporting
  • Conduct annual economic and workforce analysis to determine shifts in the labor market, maintaining alignment with the local Workforce Development Board
  • Continue to engage with local workforce focused partners 
  • Continue to engage with local employers and sector representatives in the region
  • Continue to plan and create courses as possible to meet labor demands
  • Continue to engage member agency continuous improvement committees to review updated labor information and to provide feedback and input on new trends/issues

Strategic Leveraging of Resources

In addition to conducting the activities listed in the Activities and Outcomes Section, Member agencies will engage in the following activities, leveraging resources of the region

  • Maintain collaboration with Strong Workforce to identify pathway opportunities or changes in the region
  • Work with partner agencies to provide wrap-around services such as rent/utility assistance, food, transportation, child care, etc.
  • Expand opportunities for apprenticeship and internship programs
  • Continue to engage member agency continuous improvement committees to review updated labor information and to provide feedback and input on new trends/issues
  • Explore options to collocate programs/services on member agency sites and better support transitions
  • Maintain a close collaboration with the local Workforce Development Board 
  • Expand opportunities to work with partner agencies and community organizations to obtain space and other resources to provide language and employment skills opportunities

Improve Integration of Services & Transitions

The SBAEC consortium engaged the data team, site members, and the SBAEC Board through a process designed to bring a cohesive focus to the consortium to look at consortium strengths and weaknesses, as well as internal and external factors that affect services provided to the community. Below are the regional needs identified during the annual planning process along:

Regional Need #3 Services and Practices to Implement: Continue to improve and expand the seamlessness of student transitions to post-secondary education and the workforce

Strategies:

  • Improve tracking system through documentation - Track HS diploma students transitions to college (workforce training, career pathway, etc)
  • Student testimonials on school website
  • Continue to develop and refine pathways implemented by the Consortium.
  • Continue to develop a support system for academic transitions 
  • Develop a better tracking system of transitions (DOB, Names, etc.)
  • Students wishing to engage in community college classes will be referred to El Camino for dual enrollment.  
  • El Camino will continue to refer students to school sites for ABE in English and Math. 
  • Expand the dual enrollment of adult secondary students- create classes at both ECC and school sites
  • Place ASE students in class working towards their HS Diploma.  
  • ECC will offer postsecondary options.  
  • Academic and workforce development- SBAEC will support students in one of these two pathways.
  • Adult Education site will focus on HS diploma 
  • ECC can begin assessing student strength to determine appropriate placement based on interest.  The SBAEC board will review available strength finder type of need assessment such as the Myer Briggs or other personality assessment or survey.  Build and plan based on student strengths.
  • Targeting students that are ready 
  • Provide Internship opportunities

Improve Effectiveness of Services

In order to improve effectiveness of the consortium and it's series, the following strategies and services will be implemented.

Regional Need #2 Services and Practices to Implement: Continue to improve and expand the awareness and leveraging of resources across the consortium.

  • SBAEC will continue to increase student and staff awareness of programs as shown by survey results. 
  • RBUSD has partnered with El Camino Career Pathway Program.  
  • SBAEC will continue to work together on the Strategic Plan and continuous improvement of offered programs.
  • SBAEC will share professional development when appropriate
  • SBAEC will continue to participate in ECC Allies meetings

Regional Need #4: There is a need to continually improve student success and retention.

  • SBAEC will monitor student attendance to determine the effectiveness of strategies to increase persistence.
  • SBAEC will continue to increase our efforts to recruit students in career pathways and GED/HSD/ESL diploma programs.
  • SBAEC will monitor language proficiency and student transition into the next level.
  • SBAEC will monitor the number of students registering for classes versus students that actually attend class.

Regional Need #1 Services and Practices to Implement: The COVID pandemic has created new challenges for the SBAEC. 

  • SBAEC will continue to implement teacher training to enhance online instruction. Each school will address how they train staff and students and will share training when permissible
  • SBAEC will continue to identify ways to increase student access to both computers and the internet
  • SBAEC will continue to return to transition back to in person instruction.

In order to continue to refine and align purposes, practices, and procedures among SBAEC partners by implementing the following strategies:

  • SBAEC will continue to improve data collection practices and using it to inform consortium progress 
  • SBAEC will continue participe in targeted professional development aligned with objectives and goals
  • SBAEC will continue revise bylaws as needed to maintain effectiveness

Activities & Outcomes

Improve awareness & leverage resources of SBAEC

Objective that Applies to this Activity

Improve Effectiveness of Services

To improve Effectiveness of Services and leverage resources across the SBAEC region, the Member Districts will engage in activities to support Data Review and Program Improvement. SBAEC remains committed to meeting the ever-shifting needs of the region as it emerges from the hardships of the COVID-19 pandemic through flexibility in strategies and activities.

  • Continue to implement Data and Accountability meetings that focus on key metrics that inform students’ transitions between programs, review of Launchboard data, and effectiveness of program services.  
  • Establish a process for obtaining feedback and providing the results to the consortium on an annual basis. 

Strategic Leveraging of Resources: In addition to conducting the activities listed in the Activities and Outcomes Section, Member agencies will engage in the following activities:

  • leveraging resources of the region
  • Maintain collaboration with Strong Workforce Initiative  to identify pathway opportunities or changes in the region
  • Work with partner agencies to provide wrap-around services such as rent/utility assistance, food, transportation, child care, etc.
  • Expand opportunities for apprenticeship and internship programs
  • Continue to engage member agency continuous improvement committees to review updated labor information and to provide feedback and input on new trends/issues
  • Maintain a close collaboration with the local Workforce Development Board 
  • Expand opportunities to work with partner agencies and community organizations to obtain space and other resources to provide language and employment skills opportunities
  1. By 2022-23 SY, the consortium will increase awareness and leverage resources by 3% per year.
  1. By 2023-24 SY, the consortium will increase awareness and leverage resources by 6%.
  1. By 2024-25 SY, the consortium will increase awareness and leverage resources by 9%.

Proposed Completion Date

06/30/2025

Adult Ed Metrics and Student Barriers

  • All: Number of Adults Served (AE 200 - Overall)

Responsible person(s)

Name

Improve transition to post-secondary education

Objective that Applies to this Activity

Improve Integration of Services & Transitions

To improve Effectiveness of Services and leverage resources across the SBAEC region, the Member Districts will engage in activities to support Data Review and Program Improvement. SBAEC remains committed to meeting the ever-shifting needs of the region as it emerges from the hardships of the COVID-19 pandemic through flexibility in strategies and activities.

In order to continue to improve and expand the seamlessness of student transitions to post-secondary education and the workforce, SBAEC will implement the following strategies:

  • Improve tracking system through documentation - Track HS diploma students transitions to college (workforce training, career pathway, etc)
  • Student testimonials on school website
  • Continue to develop and refine pathways implemented by the Consortium.
  • Continue to develop a support system for academic transitions 
  • Develop a better tracking system of transitions (DOB, Names, etc.)
  • Students wishing to engage in community college classes will be referred to El Camino for dual enrollment.  
  • El Camino will continue to refer students to school sites for ABE in English and Math. 
  • Expand the dual enrollment of adult secondary students- create classes at both ECC and school sites
  • Place ASE students in class working towards their HS Diploma.  
  • ECC will offer postsecondary options.  
  • Academic and workforce development- SBAEC will support students in one of these two pathways.
  • Adult Education site will focus on HS diploma 
  • ECC can begin assessing student strength to determine appropriate placement based on interest.  The SBAEC board will review available strength finder type of need assessment such as the Myer Briggs or other personality assessment or survey to identify programs for students.  Build and plan based on student strengths.
  • Targeting students that are ready 
  • Provide Internship opportunities
  • By 2022-23 SY, the consortium will increase the seamlessness of students’ transition to post-secondary education and the workforce by 3%.
  1. By 2023-24 SY, the consortium will increase awareness and leverage resources by 6%.
  1. By 2024-25 SY, the consortium will increase the seamlessness of students’ transition to post-secondary education and the workforce by 9%.

Proposed Completion Date

06/30/2025

Adult Ed Metrics and Student Barriers

  • All: Adults who Became Participants (AE 202 - Overall)
  • All: Number of Adults Served (AE 200 - Overall)

Responsible person(s)

Name

Improve student program outcomes and retention

Objective that Applies to this Activity

Improve Effectiveness of Services

To improve Effectiveness of Services and leverage resources across the SBAEC region, the Member Districts will engage in activities to support Data Review and Program Improvement. SBAEC remains committed to meeting the ever-shifting needs of the region as it emerges from the hardships of the COVID-19 pandemic through flexibility in strategies and activities.

In order to continue to improve student success and retention (Regional Need #4), SBAEC will 

  • monitor student attendance to determine the effectiveness of strategies to increase persistence.
  • continue to increase our efforts to recruit students in career pathways and GED/HSD/ESL diploma programs.
  • monitor language proficiency and student transition into the next level.
  •  monitor the number of students registering for classes versus students that actually attend class.

In order to continue to improve services and practices (Regional Need #1), SBAEC will

  • continue to implement teacher training to enhance online instruction. Each school will address how they train staff and students and will share training when permissible
  • continue to identify ways to increase student access to both computers and the internet
  • continue to return to transition back to in person instruction.

In order to continue to refine and align purposes, practices, and procedures among SBAEC partners by implementing the following strategies:

  • SBAEC will continue to improve data collection practices and using it to inform consortium progress 
  • SBAEC will continue participe in targeted professional development aligned with objectives and goals
  • SBAEC will continue revise bylaws as needed to maintain effectiveness
  • By 2022-23 SY, the consortium will increase student program outcomes and retention by 3%.
  • By 2023-24 SY, the consortium will increase student program outcomes and retention by 6% over three years.
  • By 2024-25 SY, the consortium will increase student program outcomes and retention by 9% over five years.

Proposed Completion Date

06/30/2025

Adult Ed Metrics and Student Barriers

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

Responsible person(s)

Name

Funds Evaluation

Member Allocations and Expenditures

Member AgencyPrior Year Total Leveraged FundsProgram Reporting Status
Centinela Valley Union High $478,829Certified
El Camino CCD $656,484Certified
Inglewood Unified $970,415Certified
Redondo Beach Unified $416,187Certified
Torrance Unified $965,763Certified
Totals$3,487,678 5/5 Certified

SBAEC meets regularly to discuss allocation of funds, recognizing the multiple funding streams of each Member, including such items as federal and local grants, Perkins, WIOA, CalWorks, etc. SBAEC reviews fund allocation and maintains its commitment to disseminating funds in a manner that serves and addresses the needs of the local community and region. SBAEC also resolves to regularly evaluate the needs of the student community and region in order to align resources with student needs. The use of funds will be leverage in accordance with the identified regional needs and strategies as a priority. The CFAD is subsequently prepared and submitted by/before May 2nd. 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. 

Certification

Centinela Valley Union High - Member Representative

Approved by Benjamin Wardrop

06/13/2022 10:04 AM PDT

El Camino CCD - Member Representative

Approved by Jose Anaya

06/13/2022 10:04 AM PDT

Inglewood Unified - Member Representative

Approved by Ms. Debra Tate

06/17/2022 10:50 AM PDT

Redondo Beach Unified - Member Representative

Approved by Drew Gamet

06/13/2022 10:14 AM PDT

Torrance Unified - Member Representative

Approved by Wayne Diulio

06/14/2022 09:05 AM PDT