Produced: Jun 20, 2025, 06:58 PM UTC - By Angela Taylor
Details
Assessment
Metrics: CAEP Barriers & Metrics
Consortium Level Metric Targets
In this section, Consortium Level Actuals data from DataVista for the previous three years, including areas to input data for Consortium Level Targets are shown below.
The first row shows the required metric of Number of Adults Served. The following rows show metrics previously selected in the CAEP Barriers and Metrics workflow section.
Input Consortium Level Targets as whole numbers for the upcoming three years for all of the rows of metrics shown below
The 2023-24 data in DataVista will be made available in Spring 2025 and the 2024-25 data will be made available in Spring 2026.
Metric Set | Metric Description | Consortium Level Metric Actuals | Consortium Level Metric Targets | ||||
---|---|---|---|---|---|---|---|
2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | ||
All | Reportable Individuals (200AE) | 7,257 | 6,702 | 6,904 | 7,215 | 7,432 | |
Student Barriers | English Language Learner (149AE) | 6,201 | 5,875 | 5,977 | 6,157 | 6,342 |
Member Level Metric Targets
In this section, Member Level Actuals data from DataVista for the previous three years, including areas to input data for member level Targets for the upcoming three years are shown below.
The first row shows the required metric of Adults Served Who Became Participants. The following rows show metrics previously selected in the CAEP Barriers and Metrics workflow section.
Input Member Level Targets as whole numbers for the upcoming three years for all of the rows of metrics shown below
The 2023-24 data in DataVista will be made available in Spring 2025 and the 2024-25 data will be made available in Spring 2026.
Cabrillo Unified (Reported by Cabrillo Unified School District)
Metric Set | Metric Description | Member Level Metric Actuals | Member Level Metric Targets | ||||
---|---|---|---|---|---|---|---|
2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | ||
All | Participants (202AE) | 199 | 205 | 212 | |||
Students and Programs | Adult Secondary Education (1000) | 10 | 12 | 15 | |||
Students and Programs | Adult Basic Education (1001) | 12 | 14 | 16 |
* Mandatory for all members
Jefferson Union High (Reported by Jefferson Union High School District (JUHSD))
Metric Set | Metric Description | Member Level Metric Actuals | Member Level Metric Targets | ||||
---|---|---|---|---|---|---|---|
2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | ||
All | Participants (202AE) | 821 | 916 | 866 | 895 | 922 | |
Students and Programs | Adult Secondary Education (1000) | 154 | 210 | 206 | 213 | 220 | |
Students and Programs | Adult Basic Education (1001) | 137 | 201 | 207 | 214 | 221 |
* Mandatory for all members
San Mateo Co. Office of Education (Reported by San Mateo County Office of Education)
Metric Set | Metric Description | Member Level Metric Actuals | Member Level Metric Targets | ||||
---|---|---|---|---|---|---|---|
2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | ||
All | Participants (202AE) | 0 | 0 | 0 | |||
Students and Programs | Adult Secondary Education (1000) | 0 | 0 | 0 | |||
Students and Programs | Adult Basic Education (1001) | 0 | 0 | 0 |
* Mandatory for all members
San Mateo County CCD (Reported by San Mateo)
Metric Set | Metric Description | Member Level Metric Actuals | Member Level Metric Targets | ||||
---|---|---|---|---|---|---|---|
2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | ||
All | Participants (202AE) | 125 | 89 | 92 | 95 | 98 | |
Students and Programs | Adult Secondary Education (1000) | 125 | 89 | 0 | 0 | 0 | |
Students and Programs | Adult Basic Education (1001) | 0 | 0 | 0 | 0 | 0 |
* Mandatory for all members
San Mateo Union High (No reporting institution)
Metric Set | Metric Description | Member Level Metric Actuals | Member Level Metric Targets | ||||
---|---|---|---|---|---|---|---|
2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | ||
All | Participants (202AE) | 5,018 | 5,168 | 5,323 | |||
Students and Programs | Adult Secondary Education (1000) | 25 | 28 | 30 | |||
Students and Programs | Adult Basic Education (1001) | 12 | 15 | 18 |
* Mandatory for all members
Sequoia Union High (Reported by Sequoia Adult School)
Metric Set | Metric Description | Member Level Metric Actuals | Member Level Metric Targets | ||||
---|---|---|---|---|---|---|---|
2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | ||
All | Participants (202AE) | 944 | 1,040 | 992 | 1,022 | 1,052 | |
Students and Programs | Adult Secondary Education (1000) | 165 | 167 | 172 | 176 | 181 | |
Students and Programs | Adult Basic Education (1001) | 150 | 125 | 129 | 131 | 133 |
* Mandatory for all members
South San Francisco Unified (No reporting institution)
Metric Set | Metric Description | Member Level Metric Actuals | Member Level Metric Targets | ||||
---|---|---|---|---|---|---|---|
2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | ||
All | Participants (202AE) | 541 | 557 | 574 | |||
Students and Programs | Adult Secondary Education (1000) | 70 | 72 | 75 | |||
Students and Programs | Adult Basic Education (1001) | 69 | 71 | 73 |
* Mandatory for all members
Member Spending Targets
The Percent of Available Funds Spent in 2022-23, 2023-24, and 2024-25, imported from NOVA, is in the first row. This is a required metric. Add 2025-26, 2026-27, and 2027-28 Targets for each member district’s Percent of Available Funds Spent.
Member | % of Available Funds Spent | Member Level Targets | ||||
---|---|---|---|---|---|---|
2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | |
Cabrillo Unified | 100% | 100% | 77% | 80% | 80% | 80% |
Jefferson Union High | 100% | 100% | 92% | 80% | 80% | 80% |
San Mateo County CCD | 100% | 64% | 0% | 80% | 80% | 80% |
San Mateo Union High | 100% | 100% | 67% | 80% | 80% | 80% |
Sequoia Union High | 100% | 100% | 39% | 80% | 80% | 80% |
South San Francisco Unified | 100% | 100% | 64% | 80% | 80% | 80% |
Objectives
Objective #1: Address Educational Needs
Adult Basic/Adult Secondary Education:
According to the most current data from the American Community Survey (ACS) data, there are 54,626 individuals 18 yrs of age or older who have not yet obtained a high school diploma.
Less than 9th grade: 33,148
Some High School, No Diploma: 19,641
At or Near Proverty: 59,996; 47,900 Individuals live below the federal poverty idex.
Limited English: 45,118
The San Mateo County Consortium for Adult & Career Education (SMCCACE) is committed to expanding access to high-quality adult education programs across all communities in the county. This objective is rooted in our shared mission to ensure that every adult—regardless of background, location, or life circumstance—has the opportunity to build foundational skills, earn a secondary credential, gain English language proficiency, pursue career training, and achieve greater economic self-sufficiency.
Recognizing the geographic, linguistic, and economic diversity of San Mateo County, SMCCACE seeks to broaden the reach and impact of its programs through a coordinated, equity-centered approach. This includes:
- Establishing or expanding satellite sites in underserved areas such as Half Moon Bay.
- Increasing program offerings in the seven CAEP areas, with a focus on English as a Second Language (ESL), Career Technical Education (CTE).
- Strengthening outreach and partnerships with community-based organizations, libraries, workforce boards, and employers to increase awareness and access to services.
- Enhancing digital and hybrid instruction to meet the needs of working adults and learners facing transportation or childcare barriers.
- Levering resources within our member community colleges and community based organizations to improve support services such as counseling, career navigation, and wraparound resources to improve persistence and student success.
By pursuing these strategies, SMCCACE aims to close service gaps, reduce educational disparities, and ensure that all residents of San Mateo County, particularly those in historically underserved communities can participate in and benefit from adult education. This expansion aligns with the consortium’s strategic priorities and reflects a collective commitment to inclusive growth, workforce readiness, and lifelong learning.
Objective #2: Improve Integration of Services & Transitions
Utilizing Data
Providing Professional Development
Identifying Best Practices
Offering Flexible Courses and Services
Not Entered
SMCCACE is prioritizing the improvement of service integration and the strengthening of transitions to post-secondary education and the workforce. This objective reflects the consortium’s commitment to building seamless pathways for adult learners—from foundational skill development to college, career, and community.
To achieve this, SMCCACE will implement a coordinated approach grounded in data-driven decision-making, collaboration, and learner-centered design. The consortium’s strategies focus on strengthening internal alignment among member agencies while building stronger external connections with postsecondary institutions, workforce partners, and employers.
Strategies and Approaches
Quarterly Reviews of Student Data
Consortium members will conduct regular, quarterly reviews of student data, including enrollment, persistence, transitions, and outcomes.
These reviews will inform targeted interventions, resource allocation, and program adjustments to better support learners at key transition points.
Data-sharing protocols will be refined to support more effective case management and referral systems between adult schools and community colleges.
Professional Development and Cross-Agency Collaboration
SMCCACE will corrdinate information regarding ongoing professional development offered by providers such as CalPro, CAEP, CCAE, CAEAA, OTAN, CASAS and COABE for instructors, counselors, and support staff to strengthen understanding of career pathways, adult learning strategies, and trauma-informed practices.
Consortium-wide sessions will focus on building shared knowledge around guided pathways, WIOA coordination, and transition planning, with space for cross-agency collaboration and innovation.
Identifying and Scaling Best Practices
Member agencies will collectively identify and document best practices that support student transitions, such as co-enrollment models, embedded counseling, and contextualized instruction.
Promising practices will be piloted, evaluated, and scaled across the consortium, with particular attention to practices that improve outcomes for English learners.
Offering Flexible Courses and Services
To remove barriers to participation and persistence, SMCCACE will expand access to flexible course formats, including evening, weekend, hybrid, and online options.
Integrated education and training (IET) models, accelerated learning pathways, and short-term credential programs will be expanded to facilitate faster transitions into the workforce.
Support services—such as transition navigation, digital literacy support, and career counseling—will be embedded into instruction to provide wraparound guidance.
Outcomes and Vision
Through these approaches, SMCCACE aims to create a more cohesive, student-centered adult education system that enables learners to move fluidly between programs and into career or college pathways. Improving integration and transitions will help more adults complete their educational goals, increase their employability, and contribute meaningfully to the San Mateo County economy and community.
Objective #3: Improve Effectiveness of Services
Not Entered
Not Entered
SMCCACE is dedicated to improving the overall effectiveness of its adult education and workforce development services. This objective supports the consortium’s broader mission to ensure that every learner receives high-quality, equitable, and outcome-driven education that leads to meaningful transitions into college, career, or community engagement.
To improve effectiveness, SMCCACE will take a comprehensive and collaborative approach, focusing on continuous improvement, responsiveness to student needs, and alignment with regional priorities.
Key Strategies to Improve Service Effectiveness
Data-Informed Planning and Continuous Improvement
Member agencies will use student data, labor market information, and stakeholder engagement to evaluate program performance and make evidence-based adjustments.
Regular program self-assessments and quarterly data reviews will inform refinements in curriculum, scheduling, and student support services.
Data reports and shared performance metrics will be utilized to track progress and drive accountability across the consortium.
Professional Development Focused on Instructional Excellence and Student Engagement
Targeted professional development to enhance instructional strategies, especially in areas such as differentiated instruction, digital literacy integration, and supporting diverse learners.
Training focus on strategies to increase learner persistence, reduce attrition, and improve completion rates across all program areas.
Increased Alignment with Postsecondary and Workforce Pathways
Effectiveness will be improved through deeper integration with community colleges, workforce boards, and employer partners, ensuring programs are relevant, current, and clearly connected to in-demand careers.
Members will co-design or align programs with guided pathways to streamline transitions from adult schools to postsecondary and employment.
Flexible and Accessible Program Design
Effectiveness will also be achieved by ensuring programs are accessible to all learners, including those who are working, caregiving, or face transportation or digital access challenges.Expansion of evening, weekend, online, and hybrid options will allow more adult learners to participate and persist in their education.
Outcome Focus
The consortium’s focus on effectiveness is rooted in an equity-centered framework—ensuring that programs not only reach more learners, but also serve them in a way that is meaningful, relevant, and impactful. SMCCACE will regularly review outcomes such as transition rates, credential attainment, student satisfaction, and workforce entry to assess the success of its strategies and make informed improvements.
Activities & Outcomes
Objective #1: Address Educational Needs
Adult Basic/Adult Secondary Education
According to the most current data from American Community Survey, there are 52,789 individuals 18 yrs. of age or older who have not yet obtained a high school diploma or high school equivalency. San Mateo County demographic data 2025 reports that there are 31,362 individuals with education at less than the 9th grade.
To address these gaps, SMCCACE will continue to sustain and advance quality equitable education throughout the region by expanding and increasing the number of Adult Basic, Adult Secondary Education course offerings as indicated by data sources (enrollment demand, course waiting lists, and increased student peristence rates); improving literacy and digital technology skills, increase completion of high school diplomas/high school equivalency, college preparation and transition to post-secondary education.
This activity directly supports two of the CAEP objectives:
Seamless Transitions: By bringing classes closer to students and increasing flexible scheduling, learners are better positioned to complete foundational education and move into college or the workforce.
Student Acceleration: Evening and hybrid offerings allow students to learn at their own pace and balance other responsibilities, promoting faster progression through programs.
Use the space provided to identify the Outcomes that the activity will accomplish in the next year (Short-Term), in one to three years (Intermediate), and in three to five years (Long-Term). The brief description of each of these three types of outcomes should include one or more outcomes that are specific, measurable, achievable, relevant, and time-bound (SMART).
Engage in community outreach to ascertain which areas within the region are under served.
Identify community based organization where potenial adult school courses could be held.
Pilot course held in community based organization site increasing enrollment by 5I%
Adult Education Metrics and Student Barriers
- All: Reportable Individuals (200AE)
- Student Barriers: English Language Learner (149AE)
- Students and Programs: Adult Basic Education (1001)
Responsible Positions, Responsible Consortium Members, and Proposed Completion Date
Responsible Position | Responsible Member | Proposed Completion Date |
---|---|---|
Director | Jefferson Union High | 06/30/2028 |
Principal | South San Francisco Unified | 06/30/2028 |
Director | San Mateo Union High | 06/30/2028 |
Director | Cabrillo Unified | 06/30/2028 |
Director | Sequoia Union High | 06/30/2028 |
Expanded ESL Course Offerings
ESL classes and programming will be offered on ground, online and in a hybrid format to meet the needs of students. SMCCACE will continue to develop tools and promising practice guidelines to support the integration and contextualization of basic skills to educational and career pathways, and increase collaboration between ESL, ABE/ASE CTE amd comunity college faculty to promote contexualization and seamless transition.
Addition of contextualized ESL courses (ESL for Health Careers, ,ESL for Citizenship)
- Evening and hybrid ESL classes
Development and delivery of integrated EL Civics curriculum that includes civic engagement, workforce readiness, and digital literacy
Imbedded digital literacy instruction within all ESL levels to support access to online learning, employment applications, and civic participation.
This activity is in alignment with the AB104 Objective of Seamless Transitions and the CAEP State Priority of Learner Transition.
Use the space provided to identify the Outcomes that the activity will accomplish in the next year (Short-Term), in one to three years (Intermediate), and in three to five years (Long-Term). The brief description of each of these three types of outcomes should include one or more outcomes that are specific, measurable, achievable, relevant, and time-bound (SMART).
Development of contextualized ESL courses: ESL for Health Careers
Increase ESL student writing proficiency rates by 3%
ESL student transitions increase by 5% to one or more of the following programs:
High school diploma/equivalency programs
Career Technical Education (CTE)
Postsecondary education
Adult Education Metrics and Student Barriers
- Student Barriers: English Language Learner (149AE)
Responsible Positions, Responsible Consortium Members, and Proposed Completion Date
Responsible Position | Responsible Member | Proposed Completion Date |
---|---|---|
Director | Jefferson Union High | 06/30/2028 |
Principal | South San Francisco Unified | 06/30/2028 |
Director | San Mateo Union High | 06/30/2028 |
Director | Cabrillo Unified | 06/30/2028 |
Director | Sequoia Union High | 06/30/2028 |
Inrcrease Program Completion Rates
Increase graduation and/or completion rates across all program areas resulting in a greater numer of students transitioning to postsecondary and/or workforce. This activity is in aligment with the AB104 Objective of Seamless Transitions and the CAEP State Priority of Learner Transition.
Use the space provided to identify the Outcomes that the activity will accomplish in the next year (Short-Term), in one to three years (Intermediate), and in three to five years (Long-Term). The brief description of each of these three types of outcomes should include one or more outcomes that are specific, measurable, achievable, relevant, and time-bound (SMART).
Increase student completion/graduation rates by 3%
Inrease student completion graduation rates by 5%
Increase student completion/graduation rates by 7%
Adult Education Metrics and Student Barriers
- All: Reportable Individuals (200AE)
- Student Barriers: English Language Learner (149AE)
- Students and Programs: Adult Basic Education (1001)
- Students and Programs: Adult Secondary Education (1000)
Responsible Positions, Responsible Consortium Members, and Proposed Completion Date
Responsible Position | Responsible Member | Proposed Completion Date |
---|---|---|
Director | Jefferson Union High | 06/30/2028 |
Principal | South San Francisco Unified | 06/30/2028 |
Director | San Mateo Union High | 06/30/2028 |
Director | Cabrillo Unified | 06/30/2028 |
Director | Sequoia Union High | 06/30/2028 |
College Courses at Adult Education Campuses
Courses hosted on SMCCACE's Adult Education Member Campuses taught by SMCCACE Community College member faculty resulting in concurrent enrollment programs. This activity aligns with AB104 Objective of Gaps in Service and the CAEP State Priorities of Program Development/Curiculum/Classroom & Equity.
Use the space provided to identify the Outcomes that the activity will accomplish in the next year (Short-Term), in one to three years (Intermediate), and in three to five years (Long-Term). The brief description of each of these three types of outcomes should include one or more outcomes that are specific, measurable, achievable, relevant, and time-bound (SMART).
Review data soures (student surveys, labor market index, employer demand) to determine course offering(s).
Pilot college course(s) at the Adult Schools.
Review and evaluate data (enrollment, persistence, completion, surveys). Sustain and/or expand college course offerings at adult schools.
Adult Education Metrics and Student Barriers
- All: Reportable Individuals (200AE)
- Student Barriers: English Language Learner (149AE)
Responsible Positions, Responsible Consortium Members, and Proposed Completion Date
Responsible Position | Responsible Member | Proposed Completion Date |
---|---|---|
Director | Jefferson Union High | 06/30/2028 |
Principal | South San Francisco Unified | 06/30/2028 |
Director | San Mateo Union High | 06/30/2028 |
Director | Cabrillo Unified | 06/30/2028 |
Dean Strategic Partnerships & Workforce Skyline CC | San Mateo County CCD | 06/30/2028 |
Director of Workforce Development CSM | San Mateo County CCD | 06/30/2028 |
Director of Workforce Development Canada College | San Mateo County CCD | 06/30/2028 |
Increase HSD/HSE Graduation Rates
Through development of addtional course content on the online learning platform (Canvas), enhancing and standardizing common core curriculum across all HSD/HSE classes, learners will have access to more robust materials to better prepare them for progrm completion and transition to postsecondary and/or workforce. This activity is aligns with the AB104 Objective of Seamless Transitions and the CAEP State Priority of Learner Transition.
Use the space provided to identify the Outcomes that the activity will accomplish in the next year (Short-Term), in one to three years (Intermediate), and in three to five years (Long-Term). The brief description of each of these three types of outcomes should include one or more outcomes that are specific, measurable, achievable, relevant, and time-bound (SMART).
Increase HSD/HSE graduation rates by 2.5%
Increase HSD/HSE graduation rates by 3.5%
Increase HSD/HSE graduation rates by 5%
Adult Education Metrics and Student Barriers
- Students and Programs: Adult Secondary Education (1000)
Responsible Positions, Responsible Consortium Members, and Proposed Completion Date
Responsible Position | Responsible Member | Proposed Completion Date |
---|---|---|
Director | Cabrillo Unified | 06/30/2028 |
Director | Jefferson Union High | 06/30/2028 |
Principal | South San Francisco Unified | 06/30/2028 |
Director | San Mateo Union High | 06/30/2028 |
Director | Sequoia Union High | 06/30/2028 |
ESL Students to Workforce
Evaluate and modify programs and instructional delivery to support economic mobility. Develop curriculum and EL Civics objectives for workforce skills training in ESL classes. Develop and sustain collaborative relationships with nonprofit and community based organizations that offer enterpreneurship training for ELL's.
This activity aligns with the AB104 Objective of Seamless Transitions, CAEP State Priority of Learner Transition, Equity and Immigrant Integration.
Use the space provided to identify the Outcomes that the activity will accomplish in the next year (Short-Term), in one to three years (Intermediate), and in three to five years (Long-Term). The brief description of each of these three types of outcomes should include one or more outcomes that are specific, measurable, achievable, relevant, and time-bound (SMART).
Increase student completion/graduation rates by 3%
Increase student completion/graduation rates by 5%
Increase student completion/graduation rates by 5%
Adult Education Metrics and Student Barriers
- All: Participants (202AE)
- Student Barriers: English Language Learner (149AE)
Responsible Positions, Responsible Consortium Members, and Proposed Completion Date
Responsible Position | Responsible Member | Proposed Completion Date |
---|---|---|
Director | Jefferson Union High | 06/30/2028 |
Principal | South San Francisco Unified | 06/30/2028 |
Director | San Mateo Union High | 06/30/2028 |
Director | Cabrillo Unified | 06/30/2028 |
Principal | Sequoia Union High | 06/30/2028 |
Dean Strategic Partnerships & Workforce Skyline CC | San Mateo County CCD | 06/30/2028 |
Director of Workforce Development CSM | San Mateo County CCD | 06/30/2028 |
Director of Workforce Development Canada College | San Mateo County CCD | 06/30/2028 |
CTE Non Credit
Perform labor market index to indentify employment sector trends and in-demand jobs in the San Francisco Bay Area. Expand, sustain and add new CTE courses resulting in wage increases and higher employment rates and mobility evidenced by reportable data.
This activity aligns with the AB104 Objective of Seamless Transitions and CAEP State Priorities of Learner Transition, Leadership, and Equity.
Use the space provided to identify the Outcomes that the activity will accomplish in the next year (Short-Term), in one to three years (Intermediate), and in three to five years (Long-Term). The brief description of each of these three types of outcomes should include one or more outcomes that are specific, measurable, achievable, relevant, and time-bound (SMART).
Identify industry sectors aligned to Strong Workforce for additional courses. Research existing career pathways and short term training options.
Conduct student surveys to determine student interests and availability for classes. Identify and rank the most viable career pathway options that match student career interests, abilities, and labor market demand.
Explore partnering with local government agencies, unions, nonprofit organizations and WDB for creating career pathways and leveraging resources.
Adult Education Metrics and Student Barriers
- All: Participants (202AE)
Responsible Positions, Responsible Consortium Members, and Proposed Completion Date
Responsible Position | Responsible Member | Proposed Completion Date |
---|---|---|
Director | Jefferson Union High | 06/30/2028 |
Principal | South San Francisco Unified | 06/30/2028 |
Director | San Mateo Union High | 06/30/2028 |
Director | Cabrillo Unified | 06/30/2028 |
Director | Sequoia Union High | 06/30/2028 |
Dean Strategic Partnerships & Workforce Skyline CC | San Mateo County CCD | 06/30/2028 |
Director of Workforce Development CSM | San Mateo County CCD | 06/30/2028 |
Director of Workforce Development Canada College | San Mateo County CCD | 06/30/2028 |
Objective #2: Improve Integration of Services & Transitions
Career Pathways
Enhance student access to clear, comprehensive information on career pathways and opportunities by developing a Career Pathways Matrix that aligns adult school course offerings with community college programs and labor market needs.
Use the space provided to identify the Outcomes that the activity will accomplish in the next year (Short-Term), in one to three years (Intermediate), and in three to five years (Long-Term). The brief description of each of these three types of outcomes should include one or more outcomes that are specific, measurable, achievable, relevant, and time-bound (SMART).
Conduct a program and credential inventory of all healthcare & IT related offerings across consortium members and community colleges.
Identify and map entry points and certifications for allied healthcare and IT entry level careers.
inventory of current course offerings at member adult schools and partner community colleges is completed.
Draft version of the Career Pathways Matrix is developed and reviewed by consortium stakeholders.
Member schools and colleges use the matrix to align and refine course offerings, reducing duplication and identifying program gaps. Students begin to utilize the matrix to make informed decisions about educational and career planning.
Adult Education Metrics and Student Barriers
- All: Participants (202AE)
Responsible Positions, Responsible Consortium Members, and Proposed Completion Date
Responsible Position | Responsible Member | Proposed Completion Date |
---|---|---|
Director | Jefferson Union High | 06/30/2028 |
Principal | South San Francisco Unified | 06/30/2028 |
Director | San Mateo Union High | 06/30/2028 |
Director | Cabrillo Unified | 06/30/2028 |
Director | Sequoia Union High | 06/30/2028 |
Director of Workforce Development CSM | San Mateo County CCD | 06/30/2028 |
Director of Workforce Development Canada College | San Mateo County CCD | 06/30/2028 |
Dean Strategic Partnerships & Workforce Skyline CC | San Mateo County CCD | 06/30/2028 |
CTE for Credit Programs
From a prioritized list, develop and implement career pathways. Develop strategies for classes begining at the adult school and completed at member community colleges.
This activity is aligned with the AB104 Objective of Seamless Transitions, CAEP State Priorities of Learner Transition, Leadership, Equity and Program Evaluation.
Use the space provided to identify the Outcomes that the activity will accomplish in the next year (Short-Term), in one to three years (Intermediate), and in three to five years (Long-Term). The brief description of each of these three types of outcomes should include one or more outcomes that are specific, measurable, achievable, relevant, and time-bound (SMART).
Research and evaluate funding to support chosen pathways.
Develop and implement marketing strategy to drive student recruitment & enrollment.
Explore partnering wit local government agencies, unions, nonprofit/communityu based organizations, and the WDB for creating creating pathways and leveraging resources.
Adult Education Metrics and Student Barriers
- All: Participants (202AE)
Responsible Positions, Responsible Consortium Members, and Proposed Completion Date
Responsible Position | Responsible Member | Proposed Completion Date |
---|---|---|
Director | Jefferson Union High | 06/30/2028 |
Principal | South San Francisco Unified | 06/30/2028 |
Director | San Mateo Union High | 06/30/2028 |
Director | Cabrillo Unified | 06/30/2028 |
Director of Workforce Development CSM | San Mateo County CCD | 06/30/2028 |
Director | Sequoia Union High | 06/30/2028 |
Dean Strategic Partnerships & Workforce Skyline CC | San Mateo County CCD | 06/30/2028 |
Director of Workforce Development Canada College | San Mateo County CCD | 06/30/2028 |
Objective #3: Improve Effectiveness of Services
Workforce Board Alignment
Expand, sustain and further develop SMCCACE's engagement with its Workforce Development Board NovaWorks by all Comsortium members resulting in creation of policies and proceedures for cross-agency collaboration.
This activity aligns with the AB104 Objective of Leveraging Resources and the CAEP State Priority of Program Development & Equity.
Use the space provided to identify the Outcomes that the activity will accomplish in the next year (Short-Term), in one to three years (Intermediate), and in three to five years (Long-Term). The brief description of each of these three types of outcomes should include one or more outcomes that are specific, measurable, achievable, relevant, and time-bound (SMART).
Work plan developed including action steps, timelines, deliverables and outcomes.
Employment gains, increased mobility, increased wages. Nova Works activities in collaboration with adult schools and community colleges.
Review workplan outcomes, revise and implement new action steps, timelines, deliverables and outcomes.
Adult Education Metrics and Student Barriers
- All: Reportable Individuals (200AE)
Responsible Positions, Responsible Consortium Members, and Proposed Completion Date
Responsible Position | Responsible Member | Proposed Completion Date |
---|---|---|
Director | Jefferson Union High | 06/30/2028 |
Principal | South San Francisco Unified | 06/30/2028 |
Director | San Mateo Union High | 06/30/2028 |
Director | Cabrillo Unified | 06/30/2028 |
Principal | Sequoia Union High | 06/30/2028 |
Dean Strategic Partnerships & Workforce Skyline CC | San Mateo County CCD | 06/30/2028 |
Director of Workforce Development CSM | San Mateo County CCD | 06/30/2028 |
Director of Workforce Development Canada College | San Mateo County CCD | 06/30/2028 |
Marketing
Strengthen the Consortium’s visibility, accessibility, and impact through a comprehensive marketing strategy that includes the development of a new brand identity, a refreshed and user-friendly website, and the creation of updated marketing materials tailored to adult learners and partners.
Use the space provided to identify the Outcomes that the activity will accomplish in the next year (Short-Term), in one to three years (Intermediate), and in three to five years (Long-Term). The brief description of each of these three types of outcomes should include one or more outcomes that are specific, measurable, achievable, relevant, and time-bound (SMART).
A new brand identity is developed and approved, including logo, tagline, style guide, and messaging framework.
The refreshed website is launched, featuring streamlined navigation, mobile responsiveness, updated content, and clear information on programs, pathways, and enrollment.
Increased Student Enrollment and Employer Engagement
Website traffic and user engagement increase significantly, as measured by analytics (e.g., session duration, page views, click-throughs).
Increase in enrollment and completion of programs.
Adult Education Metrics and Student Barriers
- All: Reportable Individuals (200AE)
Responsible Positions, Responsible Consortium Members, and Proposed Completion Date
Responsible Position | Responsible Member | Proposed Completion Date |
---|---|---|
Director | Jefferson Union High | 06/30/2028 |
Principal | South San Francisco Unified | 06/30/2028 |
Director | San Mateo Union High | 06/30/2028 |
Director | Cabrillo Unified | 06/30/2028 |
Director | Sequoia Union High | 06/30/2028 |
Dean Strategic Partnerships & Workforce Skyline CC | San Mateo County CCD | 06/30/2028 |
Director of Workforce Development CSM | San Mateo County CCD | 06/30/2028 |
Director of Workforce Development Canada College | San Mateo County CCD | 06/30/2028 |
Professional Development
Provide ongoing, responsive professional development for all consortium members to deepen their understanding of how adult education services are funded, structured, delivered, and evaluated—supporting stronger alignment with the region’s evolving educational and workforce needs. Information about relevant training opportunities and conferences offered by CAEP, CAEAA, CCAE Bay Section, CASAS, COABE, OTAN, and CalPro will be regularly shared to ensure members have access to high-quality professional learning resources.
Use the space provided to identify the Outcomes that the activity will accomplish in the next year (Short-Term), in one to three years (Intermediate), and in three to five years (Long-Term). The brief description of each of these three types of outcomes should include one or more outcomes that are specific, measurable, achievable, relevant, and time-bound (SMART).
Consortium members are provided with regular updates and access to relevant adult education training opportunities and conferences (e.g., CAEP webinars, CASAS, OTAN, CalPro).
A calendar of professional development events is developed and shared across member agencies.
Increased participation across member agencies in state and national adult education conferences and webinars.
Internal professional development becomes a regular and collaborative process, supported by cross-agency sharing of best practices and insights.
Adult Education Metrics and Student Barriers
- All: Reportable Individuals (200AE)
Responsible Positions, Responsible Consortium Members, and Proposed Completion Date
Responsible Position | Responsible Member | Proposed Completion Date |
---|---|---|
Director | Jefferson Union High | 06/30/2028 |
Principal | South San Francisco Unified | 06/30/2028 |
Director | San Mateo Union High | 06/30/2028 |
Director | Cabrillo Unified | 06/30/2028 |
Director | Sequoia Union High | 06/30/2028 |
Dean Strategic Partnerships & Workforce Skyline CC | San Mateo County CCD | 06/30/2028 |
Director of Workforce Development CSM | San Mateo County CCD | 06/30/2028 |
Director of Workforce Development Canada College | San Mateo County CCD | 06/30/2028 |
Funds Evaluation
Member Allocations and Expenditures
Member Agency | Prior Year Total Leveraged Funds | Program Reporting Status |
---|---|---|
Cabrillo Unified | $507,558 | Certified |
Jefferson Union High | $2,356,143 | Certified |
San Mateo Co. Office of Education | $0 | Certified |
San Mateo County CCD | $102,100 | Certified |
San Mateo Union High | $3,514,191 | Certified |
Sequoia Union High | $1,337,486 | Certified |
South San Francisco Unified | $1,686,602 | Certified |
Totals | $9,504,080 | 7/7 Certified |
SMCCACE has evaluated the adult education funds reported by each member for the prior fiscal year (July 2023 – June 2024). This evaluation informs the Consortium’s resource planning and allocation over the next three years to support the priorities outlined in the Three-Year Strategic Plan.
Allocation of Funds (2025–2028): The adult education funds reported in NOVA, including CAEP base and carryover funds, will be strategically allocated to advance key initiatives such as career pathways development, student support services, professional development, and marketing enhancements. Carryover funds will be used for targeted one-time investments like technology upgrades and pilot projects that support scalability.
Other Resources Not Reported in NOVA and Funding Uncertainty: While the Consortium anticipates leveraging additional resources—including WIOA Title II, Perkins V, Strong Workforce Program (SWP), and community college funds,—there is acknowledged uncertainty regarding the availability and levels of these funds in the coming years. Potential reductions or fluctuations in WIOA Title II and Perkins V allocations could impact program capacity and scope. As a result, the Consortium will engage in proactive fiscal monitoring and scenario planning to adjust strategies and maximize flexibility, ensuring core services remain uninterrupted despite funding variability.
Leveraging CAEP and Other Funds to Support Strategic Goals: CAEP funds will remain the foundational resource to implement collaborative strategies aligned with regional workforce needs and learner success outcomes. Other funding streams will be strategically integrated where possible to augment services—such as using SWP and WIOA funds to enhance career technical education pathways and employer partnerships, or state professional development programs to expand staff capacity. In light of potential funding uncertainties, the Consortium will prioritize cost-effective, scalable interventions and seek additional grant opportunities to sustain innovation and responsiveness.
By maintaining a diversified funding approach and remaining adaptable to fiscal changes, SMCCACE aims to effectively steward resources to fulfill the goals of this Three-Year Plan, while safeguarding critical programs and student outcomes across the region.
Certification
Cabrillo Unified - Member Representative
James Barnes - Principal
- barnesj@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 MPA - 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