Produced: Aug 24, 2024, 12:39 AM UTC - By Alex Kramer
2024-25
Plans & Goals
- Executive Summary
ACCEL (Adult-Education, College, Career, Educational Leadership) San Mateo County Consortium. ACCEL consists of 9 member agencies located within the 4 sub regions of San Mateo County:
- Jefferson Adult Education - Daly City
- South San Francisco Adult Education – South San Francisco
- San Mateo Adult & Career Education – San Mateo
- LaCosta Adult School – Half Moon Bay
- Sequoia Adult School – Redwood City
- Skyline College – San Bruno
- College of San Mateo – San Mateo
- Cañada College – Redwood City
- San Mateo County Office of Education
San Mateo County is located just south of San Francisco, bordered by the Pacific Ocean to the west and San Francisco Bay to the east. Within its 455 square miles San Mateo County is home to 20 cities and divided into 4 sub-regions: North (Daly City, Colma, South San Francisco, San Bruno), Central (Millbrae, Burlingame, San Mateo, Foster City, Hillsborough), Coast Side (Pacifica, Half Moon Bay, Pescadero), and South (Redwood City, Belmont, San Carlos, Menlo Park, Woodside, Atherton, East Palo Alto, La Honda, Portola Valley).
San Mateo County is home to diverse industry sectors such as: bioscience, computer software, green technology, hospitality, financial management, healthcare and transportation. In the southern part of the county lies the heart of “Silicon Valley” and is home to Stanford University, Facebook, Oracle, Linkedin, Gilead Sciences, Tesla, Kaiser Permanente, Visa, Inc., and the San Francisco International Airport.
ACCEL’s mission is to provide adult learners with the basic knowledge and skills they need to participate in civic life and the workforce. Our vision is to help students get from where they are to where they want to be by creating pathways to success.
Advancing economic equity in San Mateo County is and continues to be a major challenge. San Mateo County has greater income inequality than any other county in California. The average income of the top 1% of residents is nearly 50 times greater than the average income of the bottom 99%. An individual earning less than $104,000 in the County of San Mateo is considered “low income” according to the U.S. Department of Housing and Urban Development.
ACCEL since its inception strives and continues to provide education and training for individuals with barriers to employment, careers, college and integration into our communities by offering high quality postsecondary, industry recognized in demand credentials and degrees to promote better economic mobility, greater equity, and sustainable career pathways.
Planned Allocations:
ACCEL San Mateo County’s funding allocations for program year 2034-20253 are in alignment with our three-year strategic plan. Consortium members work effectively to achieve the goals and objectives as set forth in our annual plan and focus on the continuous improvement of adult education throughout the region.
Primary Goals Program Year 2024-25:
- Increase High School Graduation Rates by 7.5%
- Increase Graduation/Program Completion by 10%
- Create & Expand Opportunities for Accelerated Learning
- Improve Outreach & Marketing to Targeted Populations resulting
In increased visibility & enrollment
ACCEL members have achieved great progress across the strategies identified in the consortium’s annual plan. ACCEL member agencies have continued advancing our priorities of leadership, equity, collaboration, shared processes, the alignment of career and academic standards, engaging and outreaching our communities, establishing relationships with nonprofit and community based organizations leveraging resources, increased accelerated learning, dual enrollment, and ongoing development of career technical education.
Our Accomplishments:
Graduates:
- High School Diploma/High School Equivalency: 108
- Career Technical Education: 69
Transitions from Adult Schools to Community Colleges: 193
Transitions to Post Secondary (Non-Credit & College: 78Career Technical Education Enrollment: 803
New CTE Programs:
- Intro Healthcare Basics
- Senior Home Health Aid
- Patient Care Technician
- EKG Technician
- NEXT Information Technology
- Entrepreneurship/ECommerce
- Regional Planning Overview
In the final year of ACCEL’s three-year plan (2022-2025) and the development of the 2024-25 Annual Plan, key planning considerations consisted of change management strategies to increase the effectiveness of the consortium, address educational gaps within the region, increased offerings of in-demand short-term career technical education programs, and commitment to the achievement of outcomes.
ACCEL’s leadership team and steering committee reviewed the most current data from demographic and labor market data for San Mateo County and the SF Bay Area Region.
The goals, activities and strategies specified and outlined in ACCEL’s three-year plan and its Annual Plan 2024-25 are implemented through ACCEL’s member agencies, steering committee members, workforce development board members, transition staff, adult school directors, administrators, college workforce development directors, deans, faculty members and staff.
ACCEL consortium members develop and implement strategic work plans in alignment with its three year and annual plans, share data, findings, program recommendations and best practices with ACCEL’s Steering Committee. ACCEL consortium members - adult schools and community colleges work collaboratively and share responsibility for project milestones, as well as defining the parameters for evaluation and program effectiveness.
Data derived from the member work plans guide ACCEL’s strategies for the identification of regional needs, addressing regional gaps, leveraging resources, and potential collaboration/partnership with local government, nonprofit and community based agencies. ACCEL will continue to focus on its strategic priorities as specified in our three-year strategic plan, and develop existing and new in-demand, short term career education programs, career exploration courses and assessments.
In partnership and collaboration with stakeholders in the San Mateo County Region, ACCEL is working to create learning opportunities that align with statewide education, training and employment strategies to ensure all adult learners have access to success across programs that are cohesive, coordinated and innovative to promote economic mobility, greater employment opportunities, greater equity, and sustainable career pathways.
The implementation of ACCEL’s annual plan and three-year plan rests on the following guiding principles:
- Responsiveness & Access
- Innovation
- Collaboration & Alignment
- Professional Development & Training
- Accountability
- Evaluation & Continuous Improvement
ACCEL San Mateo County continues to be committed to providing programs that assist adults in acquiring in-demand skills, achieve educational goals, transition to post-secondary education, employment and/or further integrate into our communities.
“Economic opportunity will increasingly favor workers with higher levels of education and training, according to a new report from the Georgetown University Center on Education and the Workforce (CEW) supported by JPMorganChase. While there will be good jobs on every educational pathway in 2031, only 15% will be available to workers on the high school pathway, compared to 19% on the middle-skills pathway.
Although the COVID-19 pandemic has receded into the rearview mirror, the future of the region’s economy is not yet settled. The baby boomer generation is retiring and exiting the workforce. New technological advancements, such as generative artificial intelligence (AI), present the potential to rapidly disrupt many sectors of the economy.
An ever-evolving labor market, driven by technology and job automation, other trends in workforce, and the current economy coupled with the need for continuous skill development continues to accelerate the need for education and training. Economic mobility for today’s workforce requires individuals to possess in-demand skills to match labor market demand.
ACCEL San Mateo County is committed to providing programs that assist adults in acquiring in-demand skills, achieve educational goals, transition to post-secondary education, employment and/or further integrate into our communities.
Meeting Regional Needs
Regional Need #1
- Gaps in Service / Regional Needs
Adult Basic Education/Adult Secondary Education; this is a critical component for breaking the poverty cycle.
- How do you know? What resources did you use to identify these gaps?
According to the most recent data from the U.S. Census 2022, the following are the relevant facts regarding the San Mateo County region’s demographics:
- Overall Population: 728,674
- Foreign Born: 270,776
- Limited English Proficiency: 122,943
- Below Poverty: 7,022
- Near Poverty: 59,996
- No High School Diploma/HS Equivalency: 50,228
According to the most recent educational data obtained from San Mateo County 2024, there are 59,996 individuals who have not acquired a high school diploma or high school equivalency. Education is a critical component for breaking the poverty cycle.
The employment status of those who educational levels of individuals whose income is near poverty or less:
- 36% are Employed
- 6% are Unemployed
- 57% are not in the Workforce
A key priority of San Mateo County is the development of a strong local economy to build household financial security for all.
San Mateo County reports there are 13,343 individuals residing in the County who are living near or below poverty.
Get Health San Mateo County - Low Wage Worker Profile states:
- Individuals with lower educational achievement are more likely to work in low wage jobs.
Nearly 30% of low wage workers in the county are 24-64 years of age.
⅓ of low wage workers in the County reside in households whose earnings are 200% below the federal poverty level
80% of workers living below the poverty level are low wage workers
U.S. Census 2022 San Mateo County demographics reports the following relevant facts regarding the region’s demographics:
- Overall Population: 728,674
- Foreign Born: 270,776
- Limited English Proficiency: 122,943
- Below Poverty: 7,022
- Near Poverty: 59,996
- No High School Diploma/HS Equivalency: 50,228
Education is a critical component for breaking the poverty cycle. According to the most current educational data obtained from the American Community Survey and San Mateo County 2024, there are 54,996 individuals who have no high school diploma or have yet to achieve high school equivalency.
More San Mateo County education facts:
Educational Attainment - 18 Years of Age or Older:
- Less than High School: 54,409
Educational Attainment by Gender - 18 Years of Age or Older:
- Females with some high school - no diploma: 26,390
- Males some high school - no diploma: 28,235
Educational Attainment - 25+ Years of Age::
- Less than 9th grade: 30,631
- Some High School - No Diploma: 19,647
- Less Than High School: 50,278
- Female Less Than High School: 23, 779
- Male Less Than High School: 26,449
The employment status of individuals whose income is near poverty or less:
- 36% are Employed
- 6% are Unemployed
- 57% are not in the Workforce
Get Health San Mateo County - Low Wage Worker Profile states:
- Individuals with lower educational achievement are more likely to work in low wage jobs
- Nearly 30% of low wage workers in the county are 24-64 years of age
- ⅓ of low wage workers in the County reside in households whose earnings are 200% below the federal poverty level
- 80% of workers living below the poverty level are low wage workers
The Federal Poverty Index for 2024:
Persons in the Household: Poverty Guideline:
1 $15,060
2 $20,044
3 $25,820
4 $31,020
5 $36,580
6 $41,960
7 $47,340
8 $52,720
- How will you measure effectiveness / progress towards meeting this need?
ACCEL’s Adult Basic Education/Adult Secondary Education program effectiveness will be measured by data such as student assessment scores, completion of courses certificates and surveys.
Continuous data collection, monitoring, and evaluation will allow ACCEL members top identify performance trends, such as significant increases or decreases in student enrollment, as well as any trends in student achievement and retention.
Regional Need #2
- Gaps in Service / Regional Needs
Programs for Immigrants
- How do you know? What resources did you use to identify these gaps?
San Mateo County 2024 demographic data states there are 728,762 individuals living in theCounty. Of these 728,762 individuals, 35% of county residents are foreign born and 45,118 individuals speak English less than well.
Data resources also included English language proficiency (ESL learners in schools as well as census data on English language ability) unemployment and poverty.
San Mateo County 2024 demographic data states there are 728,762 individuals living in the County. Of these 728,762 individuals, 261,626 (35%) of County residents are foreign born, and 45,118 individuals speak English less than well.
There are 49 different languages spoken in the County; the most common languages:
- Spanish - 122,518
- Chinese (including Mandarin & Cantonese) - 66,286
- Tagalog - 43,951
- Other Asian or Pacific Islander - 21,541
- Other Indo-European - 28,638
- Russian, Polish or other Slavic - 11,765
- Korean - 4,295
- Arabic - 5,482
- Vietnamese - 3,620
- French, Haitian, or Cajun - 5,202
- German or other West Germanic - 3,606
Equity is the goal of just and fair inclusion into a society in which all can participate, prosper and reach their full potential. To achieve equity, we must create the conditions that allow all residents to succeed and flourish.
- How will you measure effectiveness / progress towards meeting this need?
ACCEL’s programs for immigrants’ effectiveness will be measured by data such as student assessment scores, completion of courses certificates and surveys. Continuous data collection, monitoring, and evaluation will allow ACCEL members to identify performance trends, such as significant increases or decreases in student enrollment, as well as any trends in student achievement and retention.
Regional Need #3
- Gaps in Service / Regional Needs
Short Term Career Technical Education.
- How do you know? What resources did you use to identify these gaps?
Economic data on key industries and growth trends in the region were researched from existing sources. Source documents include the trends affecting workforce development in San Mateo County, the San Francisco Peninsula, SAMCEDA, the Labor Market Index, NOVA Job Works, the Economic Employment Department of California, Future of Jobs Report, World Economic Forum May 2023, and the 2024 Silicon Valley Index.
A healthy, equitable community is one that offers complete social, physical and mental well-being to all its residents at all stages of life and has the following themes embedded across all the components: accessibility, affordability, stability, diversity, safety, equity.
An ever-evolving labor market, driven by technology and job automation, other trends in workforce, the current economy coupled with the need for continuous skill development continues to accelerate the need for education and training. Economic mobility for today’s workforce requires individuals to possess in-demand skills to match labor market demand.
The Silicon Valley Index 2024 reports that the past three years have been shaped by a challenging combination of economic, social and environmental challenges. Challenges continue to shape the region’s labor markets and drive the demand for jobs and skills of tomorrow. Real wages are declining as a result of the ongoing cost-of-living crisis, affordable housing, changing work expectations and concerns about the quality of work. Workers with only basic education and women face lower employment levels.
However, the Index also states that the region has rebounded from the recession with robust job growth, low unemployment, a highly educated workforce and thriving large employers. While the region is known for its dynamic technology sector, it also has several other fast-growing industries, including the healthcare and finance sectors, which provide strong middle-skill opportunities.
Strohl, et al., (2024) state in their report entitled the Future of Good Jobs: Projections Through 2032 for Georgetown University’s Center on Education & Workforce that workers with higher levels of education and training will be favorably positioned for increased economic mobility and opportunity.
What makes a “Good Job?” Strohl, et al. (2024) defines a “Good Job” as one that pays in 2022 dollars:
- Workers ages 25-44: At least $43,000; these jobs have median earnings of $74,000
- Workers Ages 45-65: At least $55,000 ; these Jobs Have Median Earnings of $91,000
The Future of Good Jobs report estimates that 16.4 million good jobs in the United States will be on the middle-skills pathway, which will account for 19 percent of all good jobs. Additionally, fifty-two percent of jobs on the middle skills pathway will be good.
- How will you measure effectiveness / progress towards meeting this need?
ACCEL’s career technical education program effectiveness will be measured by data such as student assessment scores, completion of courses certificates and surveys. Continuous data collection, monitoring, and evaluation will allow ACCEL members top identify performance trends, such as significant increases or decreases in student enrollment, as well as any trends in student achievement and retention.
Address Educational Needs
2024-25 Strategies
Improve Student Learning Outcomes
Activity that Applies to this Strategy
Data Collection & Analysis
Metrics that Apply to this Activity/Strategy
- All: Number of Adults Served (AE 200 - Overall)
Review and revise data collection and analysis process and procedures to align with CAEP barriers, metrics and WIOA.
Standardize data collection & reporting procedures. Develop standardized level assessments aligned to the curriculum of departments in all program areas: ESL, ASE (HSD & GED) and career technical education hosted and managed by the adult schools.
Create coordinated plans and calendar for data review and program evaluation.
Improve Integration of Services & Transitions
2024-25 Strategies
Increase Student Transitions to College and Career
Activity that Applies to this Strategy
College & Career Pathways
Metrics that Apply to this Activity/Strategy
- All: Number of Adults Served (AE 200 - Overall)
Create transitional courses, sector/industry aligned curricula, and work based learning opportunities using contextualized instructional approaches within and between program areas to assist with program readiness measured by student outcomes for course completion and transition.
Increase presentations for students about career opportunities, career pathways, and goal setting.
Continue to engage, develop, and maintain partnerships with non-profits, community-based organizations, workforce development agencies, and local county employment services within the San Mateo County region fostering potential career opportunities and pathways.
Develop new IELCE/IET classes to increase student participation by collaborating with ACCEL member colleges and workforce development partners.
Career Readiness
Activity that Applies to this Strategy
Career Technical Education For Credit Programs
Metrics that Apply to this Activity/Strategy
- All: Adults who Became Participants (AE 202 - Overall)
From a prioritized list, develop and implement Career Pathways. Develop strategies for classes beginning at the adult school and completed at the college.
Develop and implement marketing strategy to drive student recruitment and enrollment.
Explore partnering with local government agencies, unions, nonprofit organizations, and workforce development boards for creating career pathways and leveraging resources.
Develop and implement outreach strategies to build relationships with regional business and industry partners, non-profits, community-based organizations, county employment services, and workforce agencies resulting in potential opportunities for adult school graduates to serve as community volunteers gaining valuable work experience resulting in seamless integration into workforce and community.
Improve Effectiveness of Services
2024-25 Strategies
Cross Agency Collaboration
Activity that Applies to this Strategy
Community Outreach
Metrics that Apply to this Activity/Strategy
- All: Number of Adults Served (AE 200 - Overall)
Stronger engagement with NOVA Job Works, ACCEL’s workforce development board by all consortium members resulting in the development of policies and procedures for cross-agency collaboration.
Actively participate in NOVA Job Works Stakeholders Group to network, ensure visibility and coordination of ACCEL strategies and avoid duplication of services.
Coordinate NOVA Job Works “Train - the - Trainer” sessions on Linkedin and”My Plan” with ACCEL Career Navigators.
Develop and implement outreach strategies to build relationships with regional community-based organizations and local government agencies who provide support services. ACCEL will continue to engage in outreach to establish new relationships, strengthen existing relationships and referral pathways with existing and potential new service providers. Establish a referral process aligned across consortium members utilizing My Professional Center (Community Pro).
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.
ACCEL member agencies are implementing the strategies and activities developed through our strategic planning process. ACCEL’s annual plan is consistent and in alignment with our CAEP 3-Year Strategic Plan; all members are committed to implementing our annual plan and spending for the program year 2024-25 in the same manner.
ACCEL members plan their activities to align with the current funding level, and work to routinely spend each annual allocation within 18 months. Budgets prioritize direct services18 months. Budgets prioritize direct services to students and system improvements, primarily funding salaries for the teachers, counselors, and staff working directly on the strategies and activities in the plan.
ACCEL members leverage existing regional resources and structures to improve services to adult education populations.
- An approach to incorporating remaining carry-over funds from prior year(s) into strategies planned for 2024-25.
ACCEL consortium members use the FIFO (First in- First Out) methodology to manage CAEP expenses. Members will use any carryover funds to meet their agency’s responsibilities for the provision of consortium supported programs and services. CAEP funds not spent within the year they were allocated are rolled into the subsequent year’s budget to ensure continuity of staffing and services to adult education students.
Certification
Cabrillo Unified - Member Representative
Drew Gamet - Director
- gametd@cabrillo.k12.ca.us
- (650) 712-7140
Jefferson Union High - Member Representative
Mark Beshirs - Principal
- mbeshirs@juhsd.net
- (650) 550-7874
San Mateo Co. Office of Education - Member Representative
Katia Sturtevant - ksturtevant@smcoe.org
Marcela Miranda - Execitive Director College, Career, and Community Partnerships
- mmiranda@smcoe.org
- (408) 386-1948
San Mateo County CCD - Member Representative
Nereida Angulo - Transition Coordinator
- angulon@smccd.edu
Lauren Ford - Strategic Partnerships & Workforce Development
- fordla@smccd.edu
- (650) 738-7124
Janet Ramirez - Transition Coordinator
- ramirezj@smccd.edu
- (650) 306-3473
Alex Kramer - Dean of Business, Design & Workforce
- kramera@smccd.edu
- (650) 381-2271
San Mateo Union High - Member Representative
Angela Taylor - Director
- ataylor@smuhsd.org
- (650) 558-2120
Shohreh Bahmanyar - Accounting Technician
- sbahmanyar@smuhsd.org
- (650) 558-2124
Sequoia Union High - Member Representative
Tatiana Roganova - Director
- troganova@seq.org
- (650) 306-8866 ext: 77902
Todd Livingstone - tlivingstone@seq.org
- (650) 306-8866 ext: 77934
South San Francisco Unified - Member Representative
Seemaa Prasad - Principal
- sprasad@ssfusd.org
- (650) 827-8455 ext: 2701
Clare Jackson - Assistant Principal
- cjackson@ssfusd.org
- (650) 877-2700