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CAEP Annual Plan: 2019-20 42 Northern Alameda Consortium for Adult Education

Status: Consortium Approved

California Adult Education Program : Annual Plan : 2019-20 Produced: Oct 17, 2019, 07:19 PM UTC Shemila Johnson

42 Northern Alameda Consortium for Adult Education

Plans & Goals - Consortium Approved

Executive Summary
During the first cycle of the Adult Education Program (AEP) (formerly Adult Education Block Grant or AEBG) the Northern Alameda Adult Education Collective (NAC) (formerly Northern Alameda Consortium for Adult Education) made strides in a positive direction to address the needs of our community. We faced similar challenges of sister consortia, in that, we were attempting to construct a foundation for the program while being “open for business.” Therefore, we acknowledge some victories were achieved, however, moving into the first year of the second cycle NAC is energized to restructure and refocus to accomplish surmountable wins. In 2019-2020 we will work to implement activities that will achieve our three year plan goals: Goal 1: Develop and implement instructional, curricular, program and career pathway alignment informed by regional and local data. This year we plan to improve alignment of ESL among the adult school and community college members by further coordinating the pathway offerings from one system to the other, minimizing duplication of offerings, and developing curriculum together. Goal 2: Build student support continuum throughout adult education pathway, including: on- boarding, retention, completion, etc. This year we plan to develop collaborative enrollment strategies; co-advertise programming in member schedules, on member websites, etc.; enhance relationships with social services department; develop contract education programming, market all members collectively via radio, online, etc.; enhance bridge and orientation programs; partner adult school counseling and college counseling departments; build relationships/co-partnerships with CBOs and WIOA funded services; advocate for consortia representatives to serve on College Student Services committee, implement co-location of services Goal 3: Adopt a common set of principles, policies, procedural coordination and communication mechanisms that enable us to achieve our instructional and student support goals. This year we plan restructure the organization through revamping the organizational structure to include task groups that focus on the goals of the 3 year plan to include faculty, staff, administrators, and community based organizations.; fully implement Community Pro as our data management and referral platform; develop processes that support transparency among members; implement a communication platform that enables all members to receive information concerning the Collective.
Regional Planning Overview
Over the next 3 years, as a Collective, we plan to pilot and implement strategies to: Increase awareness and enrollment of our programs and services through various tactics:•Solid alignment of adult education to community college programs.•Marketing strategies.•Increase employment opportunities through creation of clear CE pathways to include adult education, community college and industry.•Develop education-industry partnerships through innovative approaches to benefit employers, employees and prospective employees.Specifically in the 2019-2020 year we will continue to work toward program alignment in ESL and basic skills courses, increase advertising of programs collectively through radio ads, digital ads, print materials and participating in more community events, expand our noncredit healthcare pathway with Berkeley Adult, Alameda Adult, Berkeley City College, Merritt College and various employers, and implement our United Parcel Service (UPS) education to work pathway with Oakland Adult and Career Education, Laney College and College of Alameda.

Meeting Regional Needs

Regional Need #1

Gaps in Service / Regional Needs
Near poverty or less community is in great need in our region. Our efforts must increase to address this population through contextualized basic skills, job training and Career Education pathways that are tied to industry partners and services. We want to offer pathways that will place the students in the best possible position to be hired into a livable wage job.
How do you know? What resources did you use to identify these gaps?
CAEP Fact Sheet dataAlameda County Re-entry Plan dataPEW Charitable Trust dataU.S. Department of Health & Human Services dataStudent surveys
How will you measure effectiveness / progress towards meeting this need?
Number of programs aligned between adult school and community college that meet the needs of the data.Number of students enrolled and completed.Number of students attaining employment.Number of quality partnerships developed with CBOs and workforce.Increase in marketing efforts (surveys, advertising reports).

Gaps In Service

New Strategies

Strategy #1
Implement the adult school/college education program at the local United Parcel Service (UPS) hub. We will offer GED programming and desired certificated/degree programs at the UPS site for its current part-time hourly employees and supervisors. In addition, the adult schools and colleges will be a source of hiring for UPS as they are constantly looking for part-time staffers to hire, upskill and promote within.
Strategy #2
Intentionally strengthen partnerships with regional probation and parole to ensure we are outreaching to the large formerly incarcerated/re-entry/underemployed/unemployed population that resides in our region.

Seamless Transitions

New Strategies

Strategy #1
Co-Advertise programming in member schedules, on member websites, etc. Adult school sites will advertise college partnership in their marketing efforts and colleges will advertise adult school programming in their marketing efforts where applicable. Websites, Schedules, Flyers, etc.
Strategy #2
The Collaborative will market all members jointly via radio, online, etc. NAC will purchase and create content for advertising member programming.
Strategy #3
Consortia representative serve on College Student Service committees. The Collective has been serving on various college committees to represent the adult school members and advocating for adult school participation directly. This year we will appoint adult school members to the noncredit college committee and perhaps the Career Education committee through Strong Workforce.
Strategy #4
Co-location of services. Adult schools and colleges will expand offerings and services at partner sites.

Student Acceleration

New Strategies

Strategy #1
Expansion of contextualized teaching.

Professional Development

New Strategies

Strategy #1
Collective members will attend Strong Workforce PD, members will offer joint PD for faculty and staff, Collective will host joint PD with members and CBO partners.

Leveraging Resources

New Strategies

Strategy #1
Continued partnership and participation on AJCC committees, Bay Area Alignment teams, and WIOA partner collaborations.

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.
We will appropriately budget our funding in the program budget work plan to align with our efforts based on staff time, contractors needed, supplies and equipment, and travel. In order to implement partnerships, pathways, and expand programming time and resources will be allocated accordingly.
An approach to incorporating remaining carry-over funds from prior year(s) into strategies planned for 2019-20.
At the close of the 2018-2019 fiscal year, the Collective's members participated in a thorough reallocation of carry-over funds process. Therefore, in the 2019-2020 fiscal year the goal for the carryover funds is to be expended by the CAEP spend down target date of June 30, 2020. Members that had a need for additional funding submitted a proposal for the excess with a clear plan and timeline to implement and spend the carryover. We will utilize those plans to incorporate remaining carry-over funds from prior years into this years strategies.

Certification

Alameda Co. Office of Education - Member Representative

Approved by Shemila Johnson

2019-10-17

Alameda Unified - Member Representative

Approved by Shemila Johnson

2019-10-17

Albany City Unified - Member Representative

Approved by Shemila Johnson

2019-10-17

Berkeley City College - Member Representative

  • Lisa Cook
  • Dean of Liberal Arts, Social Sciences and Mathematics
  • lrcook@peralta.edu
  • (510) 981-2939
Approved by Shemila Johnson

2019-10-17

Berkeley Unified - Member Representative

Approved by Shemila Johnson

2019-10-17

College of Alameda - Member Representative

Approved by Shemila Johnson

2019-10-17

Laney College - Member Representative

Approved by Shemila Johnson

2019-10-17

Merritt College - Member Representative

Approved by Shemila Johnson

2019-10-17

Oakland Unified - Member Representative

Approved by Shemila Johnson

2019-10-17

Peralta CCD - Member Representative

  • Sui Song
  • Interim Budget Director, Workforce Development and Continuing Education
  • ssong@peralta.edu
  • (510) 466-7254
Approved by Shemila Johnson

2019-10-17

Piedmont City Unified - Member Representative

Approved by Shemila Johnson

2019-10-17