CAEP
Three-Year Plan

Produced: Jun 20, 2025, 06:58 PM UTC - By Angela Taylor

Details

Consortium Information

In this section, information about the consortium, its primary and fiscal contacts, and CAEP funds received is auto-populated in NOVA.

As this information is auto-populated from your consortium's landing page in NOVA, make sure the information there is up-to-date, especially the Primary and Fiscal Contacts. This will ensure the correct information is auto-populated properly into the three-year plan.

Consortium Name:
53 San Mateo County Consortium for Adult & Career Education
Address:
789 E. Poplar Avenue | San Mateo, CA | 94401
Website:
accelsmc.org
Funding Channel 2025-26:
Direct Funded
CAEP Funds 2025-26:
$12,193,722
CAEP Funds 2024-25:
$11,904,448
CAEP Funds 2023-24:
$11,778,411

Consortium Contacts

Auto-populated

ResponsibilityNameEmailTitlePhone
Primary Contactkholderjackson@smuhsd.orgExecutive Director (650) 558-2111
Fiscal Contactataylor@smuhsd.orgDirector(650) 558-2120
Primary Contacttculverwell@smuhsd.org

Members

Auto-populated

Member AgencyMember TypeContactPhone
Cabrillo UnifiedUnified School DistrictJames Barnes(650) 712-7140
Jefferson Union HighHigh School DistrictMark Beshirs(650) 550-7874
San Mateo County CCDDistrictNereida Angulo
San Mateo Union HighHigh School DistrictAngela Taylor(650) 558-2120
Sequoia Union HighHigh School DistrictTatiana Roganova(650) 306-8866 ext: 77902
South San Francisco UnifiedUnified School DistrictSeemaa Prasad(650) 827-8455 ext: 2701
La Honda-Pescadero UnifiedUnified School Districtn/a
San Mateo Co. Office of EducationCounty Office of Education (COE)Katia Sturtevant

Executive Summary

San Mateo County Consortium for Adult & Career Education (SMCCAEC) formerly known as ACCEL San Mateo County (Adult-Education, College, Career, Educational Leadership) is one of 71 Adult Education Regional Consortia in the state of California. 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). Such a vast area provides opportunities for SMCCACE to serve as a vital resource for our communities, meeting the educational needs of adults who desire to advance their education and reach new career goals. However, these opportunities also present various challenges.

SMCCACE consists of 9 member agencies located within the 4 subregions of San Mateo County: Jefferson Adult School – Daly City, South San Francisco Adult School – South San Francisco, San Mateo Adult School – San Mateo, La Costa Adult School – Half Moon Bay, Sequoia Adult School – Redwood City, Skyline College – San Bruno, College of San Mateo – San Mateo, and Canada College – Redwood City, and the San Mateo County Office of Education.

(SMCCACE) proudly presents its 2025–2028 Strategic Plan, charting a course to advance adult education and workforce readiness across the region. Building on its legacy as ACCEL San Mateo County and embracing a refreshed identity, the Consortium is committed to empowering adult learners through inclusive, innovative, and collaborative educational opportunities that foster lifelong learning, career advancement, and economic mobility.

Strategic Context: The development of this plan was grounded in a robust Pre-Planning Assessment, incorporating comprehensive data analysis, stakeholder engagement, and a pivotal Consortium Member Retreat. This process illuminated the evolving needs of adult learners, regional workforce demands, and systemic barriers to equity and access. 

In alignment with its rebranding, the Consortium established new mission and vision statements that encapsulate its renewed commitment and strategic direction.

Mission: To provide adult learners with an inclusive, well-rounded education that supports their goals, enhances their career outcomes, and builds adaptive skills for lifelong learning and upward mobility.

Vision: Students are equipped with the education, skills, and opportunities to become a prepared, adaptable workforce that drives their upward mobility, builds and strengthens prosperous communities, and ensures their long-term economic security.

Strategic Priorities: The plan centers on four interconnected priorities designed to maximize impact over the next three years:

1.  Enhance Program Quality and Responsiveness: Strengthen and expand adult education and career training programs to meet learner and employer needs effectively.

2.  Advance Equity and Access: Identify and eliminate barriers, ensuring equitable opportunities and support services for underserved and marginalized populations. 

3.  Foster Strategic Partnerships and Collaboration: Build and deepen partnerships with educational institutions, workforce agencies, employers, and community organizations to leverage resources and align efforts. 

4.  Drive Innovation and Technology Integration: Adopt innovative instructional models and digital tools that enhance learner engagement and success.

Goals and Outcomes:  By focusing on these priorities, SMCCACE aims to increase learner enrollment and completion rates, improve career outcomes, and cultivate a resilient and adaptable workforce that supports the economic vitality of San Mateo County. The Consortium also commits to continuous evaluation and adaptation to ensure strategic initiatives remain responsive to community needs and emerging trends.

The 2025–2028 Strategic Plan reflects SMCCACE’s dedication to fostering educational equity, career readiness, and community prosperity. With a collaborative, data-informed approach and a clear vision, the Consortium is poised to make significant strides in supporting adult learners on their pathways to success.


Assessment

The San Mateo County Consortium for Adult & Career Education (SMCCACE) engaged in an intensive Pre-Planning Assessment to guide the development of its upcoming 3-Year Strategic Plan. This assessment serves as a critical foundation to align the Consortium’s strategic priorities with the evolving needs of adult learners, workforce demands, and community partners across San Mateo County.

A key milestone in this pre-planning process was the Consortium Member Retreat, which convened representatives from member districts, educational leaders, workforce development agencies, and community stakeholders. The retreat provided a collaborative space for participants to evaluate the Consortium’s current impact, identify challenges, and explore future opportunities.

In conjunction with the Consortium’s recent rebranding from ACCEL San Mateo County to San Mateo County Consortium for Adult & Career Education, members collaboratively developed new mission and vision statements that reflect the Consortium’s renewed focus and identity:

Mission: To provide adult learners with an inclusive, well-rounded education that supports their goals, enhances their career outcomes, and builds adaptive skills for lifelong learning and upward mobility. 

Vision: Students are equipped with the education, skills, and opportunities to become a prepared, adaptable workforce that drives their upward mobility, builds and strengthens prosperous communities, and ensures their long-term economic security. 

Alongside the retreat and new branding efforts, the Pre-Planning Assessment consisted of the following elements:

Data Analysis: Reviewing enrollment trends, learner outcomes, regional labor market demands, and demographic shifts.

Stakeholder Engagement: Gathering input through meetings and conversations with learners, educators, employers, and community partners to understand diverse needs.

Environmental Scanning: Analyzing external economic, technological, and policy factors affecting adult education.

The retreat and assessment highlighted several priority areas, including:

Program Evaluation: Strengthening and expanding adult education and career training offerings. 

Equity and Access: Removing barriers to participation and success for underserved populations. 

Partnerships: Enhancing collaboration among member districts, workforce agencies, and community organizations to leverage resources. 

Innovation: Integrating new instructional methods and technology to improve learner engagement and outcomes.

The insights gained from the Pre-Planning Assessment, combined with the new mission and vision statements developed during the retreat, will shape the Consortium’s strategic goals and implementation plans over the next three years. This inclusive and data-driven approach positions SMCCACE to effectively empower adult learners, promote upward mobility, and support economic vitality across San Mateo County.

What type of representatives make up your assessment planning board members?

Which of the following data sources were referenced and contributed to the consortium's understanding of needs, current levels and types of services, and gaps?

Data Collection and Needs Assessment Process – SMCCACE 

To inform its regional assessment and strategic planning efforts, SMCCACE undertook a thoughtful, multi-method process to collect and analyze data related to the needs of adult learners across the region. The objective was to ground decision-making in both quantitative evidence and lived experience, ensuring that programs are equitable, responsive, and aligned with workforce and community demands.

SMCCACE utilized a wide range of data sources to gain a comprehensive understanding of the population it serves: Consortium Member Data: Enrollment, persistence, and outcome data were collected from each member agency using the California Adult Education Program (CAEP) reporting systems and the TOPSpro Enterprise platform, regional demographic and education data from All Together Better San Mateo County.  

Regional labor market trends were analyzed using tools and reports provided by the California Employment Development Department (EDD) and in partnership with NOVAworks, the local workforce development board, and the Centers for Excellence. This data assisted in the identification of in-demand industries, skill gaps, and emerging employment opportunities. Community and Census Data: Public datasets such as the U.S. Census Bureau’s American Community Survey (ACS), the California Department of Education (CDE), and the Public Policy Institute of California (PPIC) were used to understand broader demographic, economic, and educational trends in San Mateo County. 

Learner Voice and Stakeholder Input: 

SMCCACE members engaged in meetings and conversations with key stakeholders—including employers, community-based organizations, and workforce partners—to gather qualitative insights on learner needs, barriers, and aspirations. 

Barriers Faced:

While the data collection process yielded valuable insights, the Consortium also encountered several challenges: 

Data Silos and Inconsistencies:

Differences in data systems, definitions, and reporting standards across member agencies created challenges in aggregating and comparing data.

Limited Disaggregated Data: 

Some agencies faced constraints in collecting or reporting disaggregated data (e.g., by race, ethnicity, age, or disability status), limiting the Consortium’s ability to fully assess equity outcomes. 

Successes in Data Collection and Analysis:

Despite these barriers, SMCCACE achieved several key successes: 

Collaborative Engagement: Consortium members worked collaboratively to share data and best practices, resulting in improved data quality and a more unified understanding of learner needs. 

Cross-Sector Partnership with NOVAworks:

 NOVAworks played a pivotal role in providing relevant labor market information and strengthening the alignment between education and workforce services.

Data-Informed Decision-Making: 

The Consortium was able to use the findings to identify clear priorities, such as expanding ESL offerings, increasing digital literacy, and developing career pathway programs in high-demand sectors like healthcare and technology. By combining robust data collection with inclusive engagement, SMCCACE has built a strong foundation for responsive programming and strategic regional alignment. The process not only provided insight into current needs but also strengthened the Consortium’s capacity for continuous improvement and collective impact.


Regional Alignment and Priorities

Provide the names and types of the regional partner organizations that your consortium works with to ensure programs offered align with regional needs. *

Click Add Partner Organization, search for the organization’s name, and select it. If the organization is not listed, click Create a new one in the modal, enter the Partner Organization Name, and select the Partner Organization Type.

Partner Organization NamePartner Organization Type
NOVAworks Job CenterWorkforce Development Board
Project Read San Mateo County LibraryOther
South San Francisco Community LearningOther
San Mateo Co. Office of EducationCounty Office of Education (COE)
Department of RehabCommunity Organization
Bay Area Community College ConsortiumOther
San Mateo County Office of Community Affairs - Immigrant ServicesBusiness
Bay Area Health Advisory CommitteeCommunity Organization
Job TrainCommunity Organization
What relevant education and workforce plans that guide services in the region were used to develop this Three-Year Plan?

What are the top priorities in relation to regional alignment?

 Alignment of CAEP Adult Education Services with Regional Education and Workforce Plans – SMCCACE

The San Mateo County Consortium for Adult & Career Education (SMCCACE) works in close coordination with key regional education and workforce partners to ensure that services funded through the California Adult Education Program (CAEP) are aligned with broader strategic goals and initiatives. This alignment strengthens career pathways, enhances service coordination, and maximizes resources for adult learners throughout the region. 

Relevant Education and Workforce Plans and Participating Entities:

  1. San Mateo County Workforce Innovation and Opportunity Act (WIOA) Local Plan (2021–2024)

    • Developed by NOVAworks, the local workforce development board, in partnership with local government, community colleges, community-based organizations, and employer groups.

    • SMCCACE member agencies, including adult schools and community colleges, contributed to the development and implementation of the plan.

  2. Strong Workforce Program and Guided Pathways Initiatives (San Mateo County Community College District - SMCCCD)

    • Led by SMCCCD, in collaboration with adult education partners and regional employers.

    • Supports the development of clear educational pathways tied to labor market outcomes.

  3. Regional CAEP Three-Year and Annual Plans (SMCCACE)

    • Developed collaboratively by Consortium members including adult schools, community colleges, San Mateo County Office of Education, and other community stakeholders.

  4. Bay Area Community College Consortium (BACCC) Regional Plan

    • Coordinates workforce and career education efforts across community colleges in the broader Bay Area, including San Mateo County.

    • SMCCCD participates actively in this regional planning body.

Summary of Adult Education and Workforce Services in These Plans:

  • WIOA Local Plan (NOVAworks): Emphasizes integrated service delivery, sector strategies, and the development of career pathways in priority industries such as healthcare, advanced manufacturing, IT, and early childhood education. Prioritizes services for individuals with barriers to employment, including English learners, low-income adults, and older workers.

  • Strong Workforce & Guided Pathways (SMCCCD): Focuses on career technical education (CTE), stackable credentials, dual enrollment, and partnerships with K–12 and adult education to support transitions into postsecondary programs and employment.

  • CAEP Regional Plan (SMCCACE): Prioritizes ESL, adult basic and secondary education, workforce preparation, and Integrated Education and Training (IET). Emphasizes equitable access, digital literacy, and co-enrollment strategies aligned with workforce needs.

  • BACCC Regional Plan: Identifies regional labor market demand, supports sector partnerships, and promotes regional collaboration in curriculum development and career pathway design.

  • Current Alignment of CAEP Services with Regional Plans

    Career Pathway Integration: SMCCACE programs are increasingly aligned with sector strategies and career pathway models identified in the WIOA and Strong Workforce plans. Adult learners have access to bridge programs, contextualized ESL, and IET offerings in high-demand fields such as healthcare and early childhood education.

    • Partnership with NOVAworks: SMCCACE collaborates with NOVAworks on labor market data analysis, employer engagement, and referral systems for shared clients. Co-location and co-enrollment efforts help streamline services between adult education and workforce centers.

    • Shared Focus on Equity and Access: All plans emphasize support for populations facing systemic barriers. SMCCACE has embedded equity into its service delivery by expanding outreach, offering flexible class schedules, and providing digital access and wraparound services.

    • Data and Performance Alignment: SMCCACE and workforce partners are working to better align data systems and outcome tracking, particularly around credential attainment and employment outcomes, to support joint accountability goals.

Identified Gaps in Alignment:

Despite strong coordination, several gaps remain:

Data Integration: Limited interoperability of data systems between CAEP programs and workforce agencies constrains real-time tracking of learner outcomes and employment placement. 

Expanded Work-Based Learning: While partnerships exist, there is potential to increase opportunities for internships, apprenticeships, and employer-led training within CAEP-funded programs. 

Support for Emerging Sectors: Rapidly evolving labor market sectors, such as advanced manufacturing and renewable energy, require more agile curriculum development and training alignment. 

Cross-System Communication: Enhancing ongoing communication and joint planning between CAEP consortium members and workforce entities could further streamline services and avoid duplication. 

Evaluation of Educational Needs in San Mateo County – SMCCACE 

The San Mateo County Consortium for Adult & Career Education (SMCCACE) has identified and evaluated the educational needs of adult learners in the region through a combination of data analysis, stakeholder input, and regional labor market assessment. This comprehensive approach has highlighted persistent and emerging gaps in adult education, guiding the Consortium’s strategic priorities and resource allocation. Key Data Points Identified as Indicators of Need High Number of Adults with Limited English Proficiency.  Over 95,000 residents in San Mateo County speak English “less than very well” (U.S. Census, American Community Survey). English Language Learners (ELLs) represent a substantial portion of the adult learner population across Consortium programs. 

Educational Attainment Gaps:

 Approximately 13% of adults age 25+ in the county lack a high school diploma or equivalent. This group faces limited employment opportunities and lower earning potential without access to high school equivalency or basic skills programs. 

Economic Disparities and Cost of Living:

Despite overall economic prosperity, San Mateo County has stark income inequality. Many low-income residents, particularly immigrants and people of color, struggle to access education and job training while meeting basic living expenses. Adults working multiple jobs or in low-wage employment often face scheduling and transportation barriers to participation in traditional adult education programs. 

Digital Literacy and Access Gaps:

 Digital skills have become essential for employment, yet many adult learners lack access to reliable internet, devices, and training. These gaps were especially apparent during and after the COVID-19 pandemic and continue to affect learner success and engagement. 

Workforce Alignment and Sector Demands:

 Labor market data from NOVAworks indicates growing demand in sectors such as healthcare, technology, early childhood education, and skilled trades. Many job seekers in the county lack the certifications, technical skills, or English proficiency needed to access these high-demand careers. 

Implications for SMCCACE’s Prioritization and Resource Allocation:

 These key data points have significant implications for how SMCCACE prioritizes its services and deploys its resources: Expansion of ESL Programs: Given the large number of ELLs in the region, the Consortium has prioritized expanding English as a Second Language (ESL) offerings, including contextualized ESL tied to career pathways. 

Investment in High School Diploma and Equivalency Programs: 

Addressing the needs of adults without a high school credential remains a core focus. SMCCACE supports flexible models (in-person, hybrid, and online) to improve access. Development of Career Pathways: SMCCACE is investing in Integrated Education and Training (IET) programs and short-term CTE programs in collaboration with NOVAworks to align educational offerings with local workforce demand. 

Digital Equity Initiatives:

 Recognizing the digital divide, SMCCACE has increased access to devices, digital literacy courses, and tech support services, particularly for older adults and ELLs. Wraparound and Support Services: To mitigate barriers such as child care, transportation, and work schedules, member agencies are incorporating student support services and flexible learning options into program design. 

Focus on Equity and Inclusion: 

With an understanding of racial and economic disparities in the county, SMCCACE is actively working to ensure that programs reach and effectively serve historically underserved and marginalized populations. 

Conclusion:

 The educational needs of adults in San Mateo County are shaped by linguistic diversity, economic inequality, and shifting workforce demands. SMCCACE has used a data-informed, equity-driven approach to evaluate these needs and adapt its services accordingly. The Consortium’s strategic focus on ESL, high school completion, workforce alignment, and digital access ensures that adult learners have clear, supported pathways to educational advancement, career success, and economic mobility.


Please identify the categories of needs of your region.

Not Entered
What challenges does your region face that impact the programs you have previously or are currently offering?

Not Entered
Which populations are currently being served by your programs?

Contributions by Entities*

NameRoleThree-Year Plan Contribution
Lauren Ford Dean Strategic Partnership & Workforce, Skyline College Participated in planning meetings
Lani Xiao Transition Navigator, South San Francisco Adult Education Participated in planning meetings
Drew Gamet Director, LaCosta Adult School Half Moon Bay Participated in planning meetings
Tatiana Roganova Director, Sequoia Adult Education, Redwood City Participated in planning meetings
Mark Beshirs Principal Jefferson Adult Education, Daly City Participated in planning meetings
Seemaa Prassad Principal, South San Francisco Adult Education Participated in planning meetings
Angela Taylor Director, San Mateo Adult & Career Education Participated in planning meetings
Kira Mann Assistant Director, San Mateo Adult & Career Education Participated in planning meetings
Todd Livingstone Assistant Director, Sequoia Adult Education Redwood City Participated in planning meetings
Patty Vilar Transition Navigator, San Mateo Adult & Career Education Participated in planning meetings
Dina Suarez Transition Navigator, San Mateo Adult & Career Education Participated in planning meetings
Alexis Garcia Transition Navigator, Sequoia Adult Education Participated in planning meetings
Nereida Angelo Transition Coordinator, Skyline College Participated in planning meetings
Kaliani Bowers Transition Coordinator, College of San Mateo Participated in planning meetings
Janet Ramirez Transition Coordinator, Canada College Redwood City Participated in planning meetings
Jasmine Jaciw Director Workforce Development, Canada College Participated in planning meetings
Alex Kramer Dean Business, Design & Workforce Participated in planning meetings
Chris Bernhardt Senior Management Analyst, NOVAWorks Participated in planning meetings
Twylafay Eva Transition Navigator, Jefferson Adult Education Participated in planning meetings
Lisa Sparks ESL Coordinator, San Mateo Adult & Career Education Participated in planning meetings
Lynette Garcia CTE Coordinator, San Mateo Adult & Career Education Participated in planning meetings
Theresa Culverwell Administrative Assistant, San Mateo County Consoritum for Adult & Career Education Participated in planning meetings
Carmen Bogan Consultant & Facilitator, San Mateo County Consortium for Adult & Career Education Retreat Participated in planning meetings
Xochitl Cervantes Program Coordinator, Literacy Services SSF Public Library Participated in planning meetings
Amairany Sanchez Program Coordinator, Project Read San Mateo Public Library Participated in planning meetings
Carolina Salinas Coordinator, County of San Mateo Office of Community Affairs, Immigrant Services Participated in planning meetings
Araceli Elfigenio Program Coordinator, Project Read San Mateo Public Library Participated in planning meetings

Regional Service Providers

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

Provider NameProvider TypeNumber of Participants in Program AreaTotal Participants
ABEASEAWDCSSCTEESLPre-ApprenticeshipShort Term CTEWorkforce Reentry
*Cabrillo UnifiedMember Representative

16

10

0

0

0

55

0

5

0

86
*Jefferson Union HighMember Representative

100

98

0

0

15

675

0

0

0

888
*San Mateo Co. Office of EducationMember Representative

0

0

0

0

0

0

0

0

0

0
*San Mateo County CCDMember Representative

0

0

0

0

0

0

0

0

0

0
*San Mateo Union HighMember Representative

20

150

0

0

327

2,340

0

0

0

2837
*Sequoia Union HighMember Representative

122

15

0

0

316

945

0

0

0

1398
*South San Francisco UnifiedMember Representative

60

9

1

0

11

428

0

0

0

509
Total Participants 318 282 1 0 669 4443 0 5 0 5718
* Consortium Member 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
ABEASEAWDCSSCTEESLPre-ApprenticeshipShort Term CTEWorkforce Reentry
Project Red, San Mateo Public Library Other

South San Francisco Community Learning Other

Half Moon Bay Public Library Other

Goodwill Industries San Francisco Bay Area Community Organization

Job Train Community Organization

San Mateo Labor Council - San Mateo TIP Other

Providence Vocational School Other

Northern Calfiornia Nursing Academy Other

Unitek College Other

MDS Dental Assisting Academy Other

Ability Path Other

What industries do you currently serve/plan to serve in the future?

SMCCACE is committed to aligning its career training programs with the evolving needs of key industries that drive our regional and statewide economy. Our current focus includes four high in-demand sectors: business, education, healthcare, and technology. Each of these sectors presents unique challenges and significant opportunities for workforce development, which we strategically address through targeted programming, community partnerships, and responsive curriculum design.

1. Business

The business sector remains a cornerstone of economic vitality, encompassing a wide range of roles from administrative support to management and entrepreneurship. As the workforce becomes increasingly global and digital, employers are seeking candidates with adaptable skill sets, financial literacy, leadership capabilities, and digital communication proficiency.

  • Challenges: Rapid digitization, economic fluctuations, and evolving consumer expectations demand a workforce that is agile and tech-savvy.

  • Opportunities: SMCCACE can support local businesses by offering training in digital marketing, customer service, project management, and entrepreneurship, particularly for underrepresented and emerging small business owners.

2. Education

Supporting the education sector is critical as schools, districts, and learning organizations seek to fill instructional and support roles amid an ongoing teacher and paraeducator shortage. The shift to blended and digital learning models has also created demand for new skill sets in education professionals.

  • Challenges: Workforce shortages, changing credentialing requirements, and the need for culturally responsive teaching.

  • Opportunities: SMCCACE adult school member organizations are exploring the development of paraeducator and early childhood education programs, with pathways for continued professional growth and certification.

3. Healthcare

Healthcare remains one of the fastest-growing sectors due to an aging population, expanded access to care, and advances in medical technology. There is consistent demand for allied health professionals, support staff, and entry-level caregivers.

  • Challenges: Workforce burnout, regulatory changes, and disparities in access to healthcare training. In addition, barriers such as English language proficiency, transportation and childcare present tremendous challenges for prospective students throughout this region.

  • Opportunities: SMCCACE offers stackable credentials and short-term career training in clinical medical assisting, pharmacy technician, phlebotomy, home health aide to meet entry-level demands while supporting career mobility within the field.

4. Technology

The technology sector continues to grow rapidly, intersecting with virtually every other industry. Entry-level roles in IT support, cybersecurity, data entry, and digital literacy are critical to building a more inclusive tech workforce.

  • Challenges: A digital divide persists in many communities, and technology roles often require fast-changing, specialized skill sets.

  • Opportunities: SMCCACE addresses these gaps by providing foundational training in computer literacy, digital tools, and introductory IT, with bridges to advanced  certifications and career pathways.

The San Mateo County Consortium for Adult & Career Education (SMCCACE) delivers a broad array of education and workforce services to adult learners across the county through its collaborative network of member agencies: adult schools, community colleges work-force development board, San Mateo County Office of Education, government agencies and community-based organizations. These services are designed to support adults in developing foundational skills, earning credentials, entering the workforce, achieving self-sufficiency and lifelong learning goals.

Levels of Education and Workforce Services (Hours of Instruction)

Consortium members educational institutions offer year-round instruction, typically operating on academic calendars that span fall, spring, and summer sessions. The number of instructional hours varies by program and institution,, with most programs offering between 500 to 1,200 instructional hours annually. ESL and Adult Secondary Education (ASE) programs comprise the largest share of instructional hours across the region. In addition, evening, weekend, and hybrid formats have expanded to meet the scheduling needs of working adults.

Types of Education and Workforce Services Offered (Seven CAEP Program Areas)

SMCCACE currently offers services across the following California Adult Education Program (CAEP) areas:

  1. Adult Basic Education (ABE): Foundational literacy, numeracy, and digital literacy instruction.

  2. Adult Secondary Education (ASE): High school diploma and equivalency (GED/HiSET) preparation.

  3. English as a Second Language (ESL) & Citizenship: Comprehensive English language instruction, including civics education and support for naturalization.

  4. Career Technical Education (CTE): Short-term job training and certification programs in high-demand industries such as healthcare, construction, education, and information technology.

Evaluation of Services in Relation to Regional Needs

Based on findings from Section 2: Assessment, SMCCACE has made notable progress in aligning its educational offerings with the needs of adult learners in the region. The following key observations emerged:

  • Strong Alignment in ESL, ABE/ASE, and CTE: The high demand for English language instruction and secondary education pathways is being met through robust ESL and ASE offerings, with multiple entry points and progression routes. CTE programs are increasingly aligned with local labor market data, particularly in health care, education (early childhood), and technology sectors.

  • Equity in Access Requires Ongoing Attention: While service coverage is strong in many parts of the county, there are persistent gaps in access for rural residents, working adults, low-income learners, and immigrants. Barriers include transportation, childcare, and digital access, which limit participation, particularly in areas like Half Moon Bay, East Palo Alto, and Daly City.

  • Underserved Program Areas: Demand is growing for more specialized support services, integrated instruction, and employer partnerships to better serve these populations.

  • Instructional Hours & Capacity: In some areas, particularly in ESL and CTE;  existing instructional hours may be insufficient to meet growing demand. Stakeholders identified a need for expanded program hours, more cohorts, and greater staffing to address waitlists and program interest.

Conclusion

SMCCACE is delivering a full range of adult education services aligned with CAEP priorities and regional labor market needs. However, gaps remain in both access and scale—particularly for underserved populations and in underdeveloped program areas. To strengthen service delivery and equity, SMCCACE will prioritize:

  • Develop and enhance program offerings  and instructional delivery with objectives imbedded contextual workforce skills training to address the identified gaps.  

  • Strengthening employer and community partnerships to ensure relevant, work-aligned training opportunities

  • Continue marketing and outreach strategies to further develop and sustain relationships with regional community based organizations and local government agencies who provide support services in an effort to leverage resources to support our students.

This evaluation will inform the consortium’s strategic direction over the next three years, ensuring services are responsive, equitable, and outcomes-driven.


Metrics: CAEP Barriers & Metrics

Goals & Metrics

Metrics

Adult Ed Metrics

  • English Language Learner (149AE)

Metrics

Adult Ed Metrics

  • Adult Basic Education (1001)
  • Adult Secondary Education (1000)

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 SetMetric DescriptionConsortium Level Metric Actuals Consortium Level Metric Targets
2022-23 2023-24 2024-25 2025-26 2026-27 2027-28
AllReportable Individuals (200AE) 7,257 6,702

6,904

7,215

7,432

Student BarriersEnglish 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 SetMetric DescriptionMember Level Metric Actuals Member Level Metric Targets
2022-23 2023-24 2024-25 2025-26 2026-27 2027-28
AllParticipants (202AE)

199

205

212

Students and ProgramsAdult Secondary Education (1000)

10

12

15

Students and ProgramsAdult Basic Education (1001)

12

14

16

* Mandatory for all members


Jefferson Union High (Reported by Jefferson Union High School District (JUHSD))

Metric SetMetric DescriptionMember Level Metric Actuals Member Level Metric Targets
2022-23 2023-24 2024-25 2025-26 2026-27 2027-28
AllParticipants (202AE) 821 916

866

895

922

Students and ProgramsAdult Secondary Education (1000) 154 210

206

213

220

Students and ProgramsAdult 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 SetMetric DescriptionMember Level Metric Actuals Member Level Metric Targets
2022-23 2023-24 2024-25 2025-26 2026-27 2027-28
AllParticipants (202AE)

0

0

0

Students and ProgramsAdult Secondary Education (1000)

0

0

0

Students and ProgramsAdult Basic Education (1001)

0

0

0

* Mandatory for all members


San Mateo County CCD (Reported by San Mateo)

Metric SetMetric DescriptionMember Level Metric Actuals Member Level Metric Targets
2022-23 2023-24 2024-25 2025-26 2026-27 2027-28
AllParticipants (202AE) 125 89

92

95

98

Students and ProgramsAdult Secondary Education (1000) 125 89

0

0

0

Students and ProgramsAdult Basic Education (1001) 0 0

0

0

0

* Mandatory for all members


San Mateo Union High (No reporting institution)

Metric SetMetric DescriptionMember Level Metric Actuals Member Level Metric Targets
2022-23 2023-24 2024-25 2025-26 2026-27 2027-28
AllParticipants (202AE)

5,018

5,168

5,323

Students and ProgramsAdult Secondary Education (1000)

25

28

30

Students and ProgramsAdult Basic Education (1001)

12

15

18

* Mandatory for all members


Sequoia Union High (Reported by Sequoia Adult School)

Metric SetMetric DescriptionMember Level Metric Actuals Member Level Metric Targets
2022-23 2023-24 2024-25 2025-26 2026-27 2027-28
AllParticipants (202AE) 944 1,040

992

1,022

1,052

Students and ProgramsAdult Secondary Education (1000) 165 167

172

176

181

Students and ProgramsAdult Basic Education (1001) 150 125

129

131

133

* Mandatory for all members


South San Francisco Unified (No reporting institution)

Metric SetMetric DescriptionMember Level Metric Actuals Member Level Metric Targets
2022-23 2023-24 2024-25 2025-26 2026-27 2027-28
AllParticipants (202AE)

541

557

574

Students and ProgramsAdult Secondary Education (1000)

70

72

75

Students and ProgramsAdult 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.

Enter each of the Percent of Available Funds Spent as percentages for each year
Member% of Available Funds SpentMember Level Targets
2022-232023-242024-252025-262026-272027-28
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

Select the strategies that your consortium is using to improve 1) integration of services and 2) transitions to post-secondary education and the workforce
  1. Utilizing Data

  2. Providing Professional Development

  3. Identifying Best Practices

  4. 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

  1. 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.

  2. 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.

  3. 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.

  4. 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

Select the programmatic strategies that your consortium is using to improve effectiveness of services:

Not Entered

Select the operational strategies that your consortium is using to improve effectiveness of services:

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

  1. 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.

  2. 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.

  3. 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.

  4. 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:

  1. 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.

  2. Student Acceleration: Evening and hybrid offerings allow students to learn at their own pace and balance other responsibilities, promoting faster progression through programs.

Outcomes

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 PositionResponsible MemberProposed Completion Date
DirectorJefferson Union High06/30/2028
PrincipalSouth San Francisco Unified06/30/2028
DirectorSan Mateo Union High06/30/2028
DirectorCabrillo Unified06/30/2028
DirectorSequoia Union High06/30/2028

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.


Outcomes

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 PositionResponsible MemberProposed Completion Date
DirectorJefferson Union High06/30/2028
PrincipalSouth San Francisco Unified06/30/2028
DirectorSan Mateo Union High06/30/2028
DirectorCabrillo Unified06/30/2028
DirectorSequoia Union High06/30/2028

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.

Outcomes

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 PositionResponsible MemberProposed Completion Date
DirectorJefferson Union High06/30/2028
PrincipalSouth San Francisco Unified06/30/2028
DirectorSan Mateo Union High06/30/2028
DirectorCabrillo Unified06/30/2028
DirectorSequoia Union High06/30/2028

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.

Outcomes

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 PositionResponsible MemberProposed Completion Date
DirectorJefferson Union High06/30/2028
PrincipalSouth San Francisco Unified06/30/2028
DirectorSan Mateo Union High06/30/2028
DirectorCabrillo Unified06/30/2028
Dean Strategic Partnerships & Workforce Skyline CCSan Mateo County CCD06/30/2028
Director of Workforce Development CSMSan Mateo County CCD06/30/2028
Director of Workforce Development Canada CollegeSan Mateo County CCD06/30/2028

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.

Outcomes

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 PositionResponsible MemberProposed Completion Date
DirectorCabrillo Unified06/30/2028
DirectorJefferson Union High06/30/2028
PrincipalSouth San Francisco Unified06/30/2028
DirectorSan Mateo Union High06/30/2028
DirectorSequoia Union High06/30/2028

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.

Outcomes

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 PositionResponsible MemberProposed Completion Date
DirectorJefferson Union High06/30/2028
PrincipalSouth San Francisco Unified06/30/2028
DirectorSan Mateo Union High06/30/2028
DirectorCabrillo Unified06/30/2028
PrincipalSequoia Union High06/30/2028
Dean Strategic Partnerships & Workforce Skyline CCSan Mateo County CCD06/30/2028
Director of Workforce Development CSMSan Mateo County CCD06/30/2028
Director of Workforce Development Canada CollegeSan Mateo County CCD06/30/2028

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.

Outcomes

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 PositionResponsible MemberProposed Completion Date
DirectorJefferson Union High06/30/2028
PrincipalSouth San Francisco Unified06/30/2028
DirectorSan Mateo Union High06/30/2028
DirectorCabrillo Unified06/30/2028
DirectorSequoia Union High06/30/2028
Dean Strategic Partnerships & Workforce Skyline CCSan Mateo County CCD06/30/2028
Director of Workforce Development CSMSan Mateo County CCD06/30/2028
Director of Workforce Development Canada CollegeSan Mateo County CCD06/30/2028

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. 

Outcomes

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 PositionResponsible MemberProposed Completion Date
DirectorJefferson Union High06/30/2028
PrincipalSouth San Francisco Unified06/30/2028
DirectorSan Mateo Union High06/30/2028
DirectorCabrillo Unified06/30/2028
DirectorSequoia Union High06/30/2028
Director of Workforce Development CSMSan Mateo County CCD06/30/2028
Director of Workforce Development Canada CollegeSan Mateo County CCD06/30/2028
Dean Strategic Partnerships & Workforce Skyline CCSan Mateo County CCD06/30/2028

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.

Outcomes

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 PositionResponsible MemberProposed Completion Date
DirectorJefferson Union High06/30/2028
PrincipalSouth San Francisco Unified06/30/2028
DirectorSan Mateo Union High06/30/2028
DirectorCabrillo Unified06/30/2028
Director of Workforce Development CSMSan Mateo County CCD06/30/2028
DirectorSequoia Union High06/30/2028
Dean Strategic Partnerships & Workforce Skyline CCSan Mateo County CCD06/30/2028
Director of Workforce Development Canada CollegeSan Mateo County CCD06/30/2028

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.

Outcomes

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 PositionResponsible MemberProposed Completion Date
DirectorJefferson Union High06/30/2028
PrincipalSouth San Francisco Unified06/30/2028
DirectorSan Mateo Union High06/30/2028
DirectorCabrillo Unified06/30/2028
PrincipalSequoia Union High06/30/2028
Dean Strategic Partnerships & Workforce Skyline CCSan Mateo County CCD06/30/2028
Director of Workforce Development CSMSan Mateo County CCD06/30/2028
Director of Workforce Development Canada CollegeSan Mateo County CCD06/30/2028

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. 

Outcomes

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 PositionResponsible MemberProposed Completion Date
DirectorJefferson Union High06/30/2028
PrincipalSouth San Francisco Unified06/30/2028
DirectorSan Mateo Union High06/30/2028
DirectorCabrillo Unified06/30/2028
DirectorSequoia Union High06/30/2028
Dean Strategic Partnerships & Workforce Skyline CCSan Mateo County CCD06/30/2028
Director of Workforce Development CSMSan Mateo County CCD06/30/2028
Director of Workforce Development Canada CollegeSan Mateo County CCD06/30/2028

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.

Outcomes

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 PositionResponsible MemberProposed Completion Date
DirectorJefferson Union High06/30/2028
PrincipalSouth San Francisco Unified06/30/2028
DirectorSan Mateo Union High06/30/2028
DirectorCabrillo Unified06/30/2028
DirectorSequoia Union High06/30/2028
Dean Strategic Partnerships & Workforce Skyline CCSan Mateo County CCD06/30/2028
Director of Workforce Development CSMSan Mateo County CCD06/30/2028
Director of Workforce Development Canada CollegeSan Mateo County CCD06/30/2028

Funds Evaluation

Member Allocations and Expenditures

Member AgencyPrior Year Total Leveraged FundsProgram Reporting Status
Cabrillo Unified $507,558Certified
Jefferson Union High $2,356,143Certified
San Mateo Co. Office of Education $0Certified
San Mateo County CCD $102,100Certified
San Mateo Union High $3,514,191Certified
Sequoia Union High $1,337,486Certified
South San Francisco Unified $1,686,602Certified
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

Approved by James Barnes

06/18/2025 02:54 PM PDT

Jefferson Union High - Member Representative

Approved by Mark Beshirs

06/20/2025 09:23 AM PDT

San Mateo Co. Office of Education - Member Representative

  • Execitive Director College, Career, and Community Partnerships
  • mmiranda@smcoe.org
  • (408) 386-1948
Approved by Marcela Miranda

06/18/2025 04:10 PM PDT

San Mateo County CCD - Member Representative

  • Strategic Partnerships & Workforce Development
  • fordla@smccd.edu
  • (650) 738-7124
Approved by Lauren Ford

06/18/2025 03:02 PM PDT

San Mateo Union High - Member Representative

Approved by Angela Taylor

06/20/2025 11:57 AM PDT

Sequoia Union High - Member Representative

Approved by Tatiana Roganova

06/20/2025 11:50 AM PDT

South San Francisco Unified - Member Representative

Approved by Seemaa Prasad

06/18/2025 01:47 PM PDT