CAEP
Annual Plan

Produced: Aug 15, 2025, 05:02 PM UTC - By Marcela Miranda

53 San Mateo County Consortium for Adult & Career Education
CONSORTIUM APPROVED

2025-26

Plans & Goals

Executive Summary

The San Mateo County Consortium for Adult & Career Education (SMCCACE) proudly presents its 2025–2026 Annual 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 brand 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.

Within its square miles San Mateo County is home to cities divided into 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).

SMCCACE consists of 9 member agencies located within the  sub regions of San Mateo County:

Jefferson Adult Education, Daly City
South San Francisco Adult Education, South San Francisco
San Mateo Adult & Career Education,  San Mateo
LaCosta Adult School, Half Moon Bay
Sequoia Adult School,  Redwood City
Skyline College, San Bruno
College of San Mateo, San Mateo
Cañada College, Redwood City
San Mateo County Office of Education

SMCCACE remains committed to fostering equitable access to quality adult education that supports economic mobility, lifelong learning, and community empowerment.  The consortium members work collaboratively with Nova Works its workforce development board, education, local city governments, local libraries, and non-profit community partners to provide high quality postsecondary, industry recognized in demand credentials, degrees, and vitally necessary support services to support students and promote sustainable career pathways in an ever-changing economic environment.

SMCCACE’s mission is 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.

Our 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.

Accomplishments:

Graduates: High School Diploma/High School Equivalency: 108
Career Technical Education: 69
Transitions from Adult Schools to Community Colleges: 193
Transitions to Post Secondary (Non-Credit & College): 78
Career Technical Education Enrollment: 803
NovaWorks (Workforce Development Board) hosting Office Hours at SMCCACE member San Mateo Adult & Career Education’s Campus

SMCCACE member agencies have continued advancing our priorities of leadership, equity, collaboration, shared processes, the alignment of career and academic standards, engaging and outreaching our communities, establishing relationships with nonprofit and community-based organizations leveraging resources, increased accelerated learning, dual enrollment, and ongoing development of career technical education. 


SMCCACE’s members have achieved great progress across the strategies identified in the consortium’s 2024-25 annual plan.  Primary Goals: 

  • Increase High School Graduation Rates 
  • Increase Graduation/Program Completion 
  • Create & Expand Opportunities for Accelerated Learning
  • Improve Outreach & Marketing to Targeted Populations resulting In increased visibility & enrollment

SMCCACE member agencies have continued advancing our priorities of leadership, equity, collaboration, shared processes, the alignment of career and academic standards, engaging and outreaching our communities, establishing relationships with nonprofit and community-based organizations leveraging resources, increased accelerated learning, dual enrollment, and ongoing development of career technical education.

Building on the momentum of prior achievements, the Consortium enters program year 2025–26 with a renewed focus on learner-centered design, workforce integration, and regional responsiveness. The vision is to be a coordinated regional hub that empowers all adults to access the education and training they need to thrive in today’s economy.

Plans & Goals

How (if at all) do the consortium’s previous program year goals differ from the current year’s goals?

Goals have changed or new goals have emerged for the upcoming year

Why have the consortium’s goals changed for the upcoming year?

For the 2025–26 program year, the San Mateo County Consortium for Adult & Career Education (SMCCACE) is expanding its focus to address emerging workforce and community needs. The Consortium will prioritize outreach to three key groups: workers recently laid off, foster youth ages 18–24, and local employers seeking skilled talent.

To support displaced workers, SMCCACE will offer accelerated access to career training, digital literacy, and job readiness programs aligned with in-demand occupations. For foster youth, the Consortium will collaborate with social service agencies, workforce boards, and community partners to provide education, career pathways, and wraparound supports that address barriers to long-term stability.

SMCCACE will also strengthen relationships with San Mateo County employers to ensure curriculum relevance, expand work-based learning opportunities, and create clear pathways from education to employment. These partnerships will align programs with labor market needs while supporting local businesses in building a skilled workforce.

Through these targeted strategies, SMCCACE reaffirms its commitment to equity, economic mobility, and responsiveness—ensuring that adult learners have the skills, resources, and connections needed to succeed in a rapidly changing economy.


How much progress did the consortium make towards its previous program year goals?

A good deal of progress - most goals were met

For the 2025–26 program year, the San Mateo County Consortium for Adult & Career Education (SMCCACE) is expanding its focus to address emerging workforce and community needs. The Consortium will prioritize outreach to three key groups: workers recently laid off, foster youth ages 18–24, and local employers seeking skilled talent.

To support displaced workers, SMCCACE will offer accelerated access to career training, digital literacy, and job readiness programs aligned with in-demand occupations. For foster youth, the Consortium will collaborate with social service agencies, workforce boards, and community partners to provide education, career pathways, and wraparound supports that address barriers to long-term stability.

SMCCACE will also strengthen relationships with San Mateo County employers to ensure curriculum relevance, expand work-based learning opportunities, and create clear pathways from education to employment. These partnerships will align programs with labor market needs while supporting local businesses in building a skilled workforce.

Through these targeted strategies, SMCCACE reaffirms its commitment to equity, economic mobility, and responsiveness—ensuring that adult learners have the skills, resources, and connections needed to succeed in a rapidly changing economy.

What barriers did the consortium face in making progress towards its previous program year goals?

In 2024–25, the San Mateo County Consortium for Adult & Career Education (SMCCACE) faced several challenges that limited progress toward its program goals. Outreach to target populations—including adults with limited English proficiency, underemployed workers, and individuals experiencing housing instability—was impacted by high living costs, long commutes, and competing work and family responsibilities.

Economic uncertainty and rapid industry changes created fluctuating enrollment patterns, with some potential learners prioritizing immediate income over training. Staffing shortages, especially in high-demand fields and among bilingual instructors, constrained the Consortium’s capacity to expand programs and provide culturally responsive support.

Partnership development with employers and community-based organizations required more time than anticipated, delaying the launch of some collaborative initiatives. 

What are the goals for the consortium for the current program year?

San Mateo County Consortium for Adult & Career Education (SMCCACE) has aligned its 2025–26 goals with its 2025–28 Three-Year Plan, developed collaboratively by members and informed by regional labor market data, student and community input, and an equity-focused needs assessment. Our goals for the current year focus on increasing access, strengthening transitions, enhancing program quality, and expanding collaboration across systems. These goals directly support the CAEP’s three primary objectives: addressing educational needs, improving service integration and transitions, and improving effectiveness of services.

 Increasing Access for Underserved Populations:

San Mateo County is characterized and remains a region of significant socioeconomic disparities that impact access to adult education, particularly among low-income communities, immigrants, opportunity youth, older adults, and justice-impacted individuals. In response, SMCCACE will continue to expand access through:

  • Increased outreach and community-based enrollment strategies

  • Flexible learning models, including hybrid, evening, and weekend classes to better meet the needs of parents and working adults 

Strengthening Transitions to Postsecondary and the Workforce:

Facilitating seamless pathways from adult education to career training, employment and/or community college is a top priority.

A central goal for the current program year is to build stronger onramps from adult education into employment pathways and community college via the facilitation of seamless pathways. 

SMCCACE is focused on:

  • Expanding Integrated Education and Training (IET) programs in high-demand sectors, including healthcare, early childhood education, construction, and information technologies

  • Enhancing co-enrollment and transition support in collaboration with SMCCACE member community colleges: Skyline College, College of San Mateo, and Cañada College

  • Strengthening partnerships with the San Mateo County Workforce Development Board - NovaWorks and employers to align training with regional labor needs

SMCCACE's transition navigators and transition coordinators will continue to advance their work to help learners understand, access, and move successfully through educational and workforce pathways.

Improving the Quality and Equity of Instruction and Support Services:

SMCCACE members are committed to delivering high-quality, equitable learning environments tailored to the needs of diverse adult learners. Key focus areas include:

  • Ongoing professional development in areas such as culturally responsive instruction, trauma-informed practices, and digital inclusion

  • Use of data disaggregation to monitor equity gaps and target interventions

  • Shared tools and frameworks to support regional consistency in student intake, placement, and assessment

These efforts aim to support both instructional improvement and the development of inclusive, student-centered learning environments across all member agencies.

 Advancing Digital Equity and Learner Readiness:

Many adult learners continue to face barriers to digital access and proficiency, which impacts their ability to participate fully in education and the workforce. SMCCACE will continue to: embed digital literacy instruction into ESL, ABE, and CTE programming.  These initiatives are critical to closing the digital divide and ensuring learners are equipped for success in both in-person and virtual learning environments.

Supporting Learner Persistence Through Integrated Services:

SMCCACE recognizes the non-academic challenges many learners face and is working to embed supportive services that address barriers to persistence and completion. In 2025–26, the Consortium will:

  • Collaborate with community-based organizations to offer mental health referrals, financial coaching, and basic needs support

  • Increase access to student navigation services to assist with enrollment, goal setting, and transitions

  • Leverage regional partnerships to align services with other systems of care (e.g., housing, social services, and reentry supports)

Deepening Regional Collaboration and Innovation:

The Consortium continues to operate as a unified regional body, focused on shared goals and innovation. In the current program year, SMCCACE will:

  • Facilitate cross-member planning, data sharing, and joint professional development

  • Pilot projects and innovation initiatives—such as sector-based IETs, stackable credentials, and micro-certifications—will be supported to test new models and scale what works

  • The Consortium will strengthen partnerships with the San Mateo County Workforce Development Board, local employers, public agencies, and CBOs to align services, reduce duplication, and improve student outcomes

The 2025–26 goals of SMCCACE are grounded in the Consortium’s mission to serve as a regional leader in adult education and career advancement. 


How will the consortium measure progress towards the goals set for the current program year?

SMCCACE evaluates its effectiveness in addressing the educational and workforce needs of adult learners through a multi-faceted, data-driven approach. The goal is to ensure equitable access, strong outcomes, and continuous improvement across all member institutions and partner agencies.

The consortium tracks and analyzes student participation across all program areas such as:

  • Student Enrollment and Participation Metrics
  • Learner Outcomes and Progress
  • Alignment with Labor Market and Regional Needs
  • Student Feedback and Satisfaction
  • Equity and Access Monitoring
  • Effectiveness of Transition and Support Services
  • Continuous Improvement and Accountability

SMCCACE’s approach to measuring effectiveness combines quantitative data, student-centered feedback, workforce alignment, and equity analysis. By using this comprehensive framework, the Consortium ensures it is not only meeting compliance requirements but also driving real, measurable progress for adult learners across San Mateo County.

By utilizing this multifaceted evaluation approach, the Consortium ensures it remains responsive, equitable, and effective in serving the diverse adult learner population of San Mateo County.


Assessment

Regional Needs Assessment

Please identify the categories of needs in your region.

Please identify resources used to identify these gaps.

NovaWorks Our Workforce Development Board

The San Mateo County Consortium for Adult & Career Education (SMCCACE) evaluates its effectiveness in addressing the educational and workforce needs of adult learners through a multi-faceted, data-driven approach. The goal is to ensure equitable access, strong outcomes, and continuous improvement across all member institutions and partner agencies.

SMCCACE tracks and analyzes student participation across all program areas. Enrollment is disaggregated by age, race/ethnicity, gender, and program type to identify patterns and equity gaps. Increases in enrollment—particularly among underserved populations—signal progress in expanding access.

Learner Outcomes and Progress:

SMCCACE uses multiple outcome-based indicators to track learner progress:

·         Educational Functioning Level (EFL) Gains through CASAS testing

·         Attainment of high school diplomas or equivalency certificates

·         Completion of workforce training or industry-recognized credentials

·         Transitions to postsecondary education or career training at community colleges

·         Employment outcomes, such as job placement or wage gains

These metrics are drawn from CAEP Accountability Reports, TOPSpro Enterprise, and community college MIS data systems.

Collaboration with the San Mateo County Workforce Development Board and local employers strengthens this alignment and provides real-world relevance.

Student Feedback and Satisfaction:

Regular collection of student surveys, testimonials, and focus group data helps capture:

·         Student satisfaction with instruction, support services, and learning environments

·         Barriers to participation or completion (e.g., housing, transportation, childcare)

·         Student-reported progress toward personal, educational, and career goals

This qualitative data complements performance metrics and ensures that the student voice informs program design and improvement.

Effectiveness of Transition and Support Services:

The consortium also evaluates how well students are supported in moving through and beyond adult education programs. Key indicators include:

·         Utilization of transition navigation services

·         Number of students receiving referrals to supportive services (housing, legal aid, mental health, etc.)

·         Success rates in dual-enrollment or co-enrollment programs with community colleges

·         Follow-up on student milestones after exit, such as continued education or sustained employment

This ensures that adult learners not only enter programs but also complete them and achieve meaningful outcomes.

Continuous Improvement and Accountability:

SMCCACE regularly engages in Consortium-wide review of data and outcomes, including:

·         Annual updates to the Three-Year Regional Plan and Annual Plan

·         Consortium self-assessments using the CAEP Adult Education Program effectiveness framework

·         Stakeholder engagement through planning sessions with member agencies, community partners, and students

·         Review of performance targets and goal alignment with state and local priorities

The Consortium uses this process to adjust programming, reallocate resources, and improve service delivery

SMCCACE’s approach to measuring effectiveness combines quantitative data, student-centered feedback, workforce alignment, and equity analysis. By using this comprehensive framework, the Consortium ensures it is not only meeting compliance requirements but also driving real, measurable progress for adult learners across San Mateo County.

By utilizing this multifaceted evaluation approach, the Consortium ensures it remains responsive, equitable, and effective in serving the diverse adult learner population of San Mateo County.

Unique Characteristics of San Mateo County’s Adult Learners:

The educational needs of adults in the San Mateo County region are shaped by a unique combination of geographic, economic, and demographic factors:

  • High Economic Disparities: Despite the county’s overall affluence, many communities—particularly in East Palo Alto, Daly City, South San Francisco, and Half Moon Bay—face high rates of poverty and displacement.

  • Cultural and Linguistic Diversity: Nearly half the county’s residents speak a language other than English at home. Many adult learners are immigrants or refugees who need services tailored to their cultural and linguistic backgrounds.

  • Cost of Living and Transportation Barriers: The high cost of housing, limited affordable transit options, and widespread suburban sprawl impact students' ability to access programs, necessitating decentralized and online learning options.

  • Underserved Young Adults: Many opportunity youth (ages 18–24) are disconnected from school and work due to past trauma, instability, or systemic barriers. Re-engagement requires holistic and trauma-informed approaches.

To accurately understand and respond to these gaps, the Consortium employs a multi-layered, collaborative process for data collection and analysis:

  • CAEP Statewide Metrics: The Consortium relies on enrollment, persistence, skill gains, and transition data submitted through the California Adult Education Program (CAEP) to monitor overall performance.

  • Labor Market Information (LMI): Regular use of LMI from state and county sources ensures program offerings remain aligned with local job market trends and industry needs.

  • Student Surveys and Focus Groups: Each member agency gathers direct feedback from students to understand their goals, barriers, satisfaction, and ideas for program improvement.

  • Partner and Community-Based Organization Input: Community partners provide insight into emerging needs, especially for harder-to-reach populations such as English learners, immigrants, and displaced workers.

  • Equity and Gap Analyses: Data is regularly disaggregated by race, language, age, and location to identify and address disparities in participation, progress, and completion.

  • Consortium-Wide Planning Sessions: Annual planning sessions bring together educators, administrators, and partners to review data and align on shared priorities.

How Needs Are Being Met or Planned to Be Met:

SMCCACE has implemented several strategies to address current gaps and plans further innovations to reach more learners effectively:

  • Expanded ESL and High School Completion Programs: These programs are delivered in person and online, with flexible scheduling to accommodate working adults.

  • Career Pathway Programs: Integrated Education & Training (IET) models combine basic skills instruction with technical training and employment preparation in fields like healthcare,information technology, and professional communications

  • Transition Navigation Services: The consortium’s transition navigators and transition coordinators help students set and reach goals, from postsecondary enrollment to job placement and advancement

  • Technology Support: Consortium member agencies have distributed chromebooks, hotspots, and provided digital literacy classes to expand access to online learning.

  • Wraparound Services: Through strong community partnerships, learners are referred to community based organizations for needs such as  housing, transportation, childcare, mental health, and legal services

  • Dual Enrollment and Co-Enrollment: Adult learners are increasingly supported in transitioning into credit-bearing programs at SMCCACE member community colleges while continuing their education programs at the consortium’s adult schools

  • Employer and Workforce Board Engagement: The Consortium actively collaborates with its San Mateo County Workforce Development Board - NOVAworks and is also developing plans to engage and develop relationships with local employers to ensure training programs meet real-time employer needs.


Activities & Outcomes

Objective #1: Address Educational Needs

Adult Basic/Adult Secondary Education

THREE-YEAR PLAN 2025-28

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 diploma/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 and/or 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.

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

THREE-YEAR PLAN 2025-28

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, increase collaboration between ESL, ABE/ASE, CTE, and 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


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

Increase HSD/HSE Graduation Rates

THREE-YEAR PLAN 2025-28

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 program completion and transition to postsecondary and/or workforce.  This activity aligns with the AB104 Objective of Seamless Transitions and the CAEP State Priority of Learner Transition.

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

College Courses at Adult Education Campuses

THREE-YEAR PLAN 2025-28

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.

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

CTE Non Credit

THREE-YEAR PLAN 2025-28

Run reports from current 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, 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.

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

ESL Students to Workforce

THREE-YEAR PLAN 2025-28

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.

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

Inrcrease Program Completion Rates

THREE-YEAR PLAN 2025-28

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.

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

Objective #2: Improve Integration of Services & Transitions

Career Pathways

THREE-YEAR PLAN 2025-28

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. 

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

THREE-YEAR PLAN 2025-28

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.

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

THREE-YEAR PLAN 2025-28

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.

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

THREE-YEAR PLAN 2025-28

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. 

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

THREE-YEAR PLAN 2025-28

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.

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

Fiscal Management

Alignment & Carryover

The 2025–26 planned allocations are firmly aligned with SMCCACE’s Three-Year Plan. Every investment is intentional—supporting core instructional programs, building workforce-relevant pathways, strengthening student services, and ensuring digital equity. These aligned efforts reflect the Consortium’s commitment to providing high-quality, inclusive adult education that prepares San Mateo County residents for greater economic mobility and civic engagement.

Expanding Access to Foundational Skills:

A central priority of the Three-Year Plan is to ensure that all adult learners have access to foundational skills development, including English as a Second Language (ESL), Adult Basic Education (ABE), and high school diploma/equivalency programs. The current allocations directly support these efforts by maintaining and expanding instructional capacity, curriculum development, and flexible program delivery formats (in-person, online, and hybrid). These programs are critical for enabling students to build the literacy and numeracy skills needed to access higher education and employment opportunities.

Building Career Pathways Aligned with Labor Market Needs:

The Three-Year Plan emphasizes the creation of career education programs that respond to high-demand industries in the region, such as healthcare, construction, information technology, and green jobs. Allocations support the delivery of short-term Career Technical Education (CTE) and Integrated Education & Training (IET) programs that combine academic instruction with job skills training and workforce readiness. Funding also covers industry certifications, tools, and equipment, helping learners gain access to well-paying, sustainable jobs.

Supporting Student Transitions and Wraparound Services:

To improve student outcomes and persistence, the Consortium has prioritized investments in transition support services. Planned allocations fund positions such as transition navigators, transition coordinators, and counselors who help learners navigate education and employment systems, set goals, and access community resources. These roles are especially vital for supporting immigrants, opportunity youth, reentry populations, and students balancing education with work or family responsibilities. The Three-Year Plan identifies these supports as essential to addressing barriers and promoting learner success.

Advancing Digital Inclusion and Flexible Learning:

Recognizing the digital divide faced by many adult learners, SMCCACE’s Three-Year Plan calls for increased digital access and literacy. Allocations support technology lending programs (e.g., chromebooks and hotspots), digital skills training, and ongoing development of online and hybrid courses. These investments enhance program accessibility and ensure that learners—particularly those in remote or underserved communities—can continue their education in flexible formats that meet their life circumstances.

Promoting Equity and Inclusive Practices:

The Consortium’s Three-Year Plan prioritizes equity in both access and outcomes. Funding supports targeted outreach, bilingual staff and services, and culturally responsive instruction to engage underrepresented groups. Data disaggregation and equity-focused evaluation are also funded to monitor disparities and inform continuous improvement. These efforts help ensure that all students—regardless of background, language, or income—have opportunities to thrive.

Strengthening Data-Driven Planning and Professional Development:

A core strategy outlined in the Three-Year Plan is building the capacity of member agencies through professional development and data-informed decision-making. Allocations are used to support staff training, consortium-wide planning activities, data analysis, and shared tools for tracking student progress. This enables the Consortium to remain agile and responsive to changing student needs, labor market shifts, and statewide accountability requirements.


SMCCACE is committed to the responsible and strategic use of carryover funds in support of its regional goals and the legislative objectives outlined in Education Code §84914. In accordance with this guidance, the Consortium takes proactive steps to ensure that carryover funds do not exceed the 20% threshold and are reinvested quickly and effectively into activities that (1) address regional educational needs, (2) improve integration of services and transitions, and (3) improve effectiveness of services.

Strategic Planning and Transparency:

SMCCACE incorporates carryover planning into its annual and three-year planning cycles. During regular member and annual planning meetings, carryover balances are reviewed.  SMCCACE is currently developing consortium by-laws wherein member agencies will be asked to provide a plan for how its individual carryover will be expended in the current program year, with an emphasis on timely use, alignment with consortium-wide goals, and compliance with Education Code §84914. These plans will be reviewed and approved by the consortium leadership team to ensure they meet legislative and strategic priorities.

Addressing Educational Needs:

Carryover funds are often allocated to expand access to foundational programs, such as ESL, Adult Basic and Secondary Education, and High School Equivalency preparation. Specifically, carryover has supported:

·         Extended learning opportunities, including evening, weekend, and summer programs

·         Flexible learning formats, including hybrid and asynchronous classes

·         Targeted outreach to underserved and hard-to-reach populations

These efforts help ensure that more adult learners can access services, particularly in high-need areas of the county.

Improving Integration of Services and Transitions:

To support seamless transitions and greater service alignment, SMCCACE uses carryover funds to:

·         Fund transition specialists and navigators who guide students from adult schools to community college or employment

·         Support co-enrollment strategies between adult education and community college programs

·         Develop shared intake and referral systems that streamline student access to services across member institutions

These efforts directly support the legislative goal of improving integration and helping students move successfully along educational and career pathways.

Improving Effectiveness of Services:

Carryover funding is also used to improve the quality and effectiveness of instructional and support services. Recent examples include:

·         Professional development initiatives in areas such as trauma-informed teaching, digital literacy, and contextualized instruction

·         Investments in technology infrastructure, including the purchase of devices, learning software, and learning management systems (LMS)

·         Evaluation and data projects to assess program impact, identify equity gaps, and refine instructional strategies

These activities ensure that adult education programs not only reach more students but also deliver more impactful outcomes.This approach ensures that carryover is not seen as unspent funding but as a vital tool for innovation and responsiveness.

Monitoring, Compliance, and Continuous Improvement:

SMCCACE monitors carryover balances quarterly and requires member agencies to submit expenditure plans and progress updates. The consortium uses this information to:

·         Ensure alignment with CAEP guidance and Education Code §84914

·         Identify potential delays in spending and provide technical assistance

·         Adjust activities as needed to maintain fiscal and programmatic integrity

By embedding carryover planning into its fiscal and strategic processes, SMCCACE ensures these funds are leveraged purposefully and effectively.

SMCCACE’s approach to incorporating carryover funds is thoughtful, strategic, and closely aligned with the legislative objectives of adult education in California. Carryover is used not as a passive reserve but as a dynamic resource to expand access, strengthen pathways, and improve quality—ensuring that every adult in San Mateo County has the opportunity to succeed through education.

 


Usage

How does the consortium plan to use allocated funds in the upcoming year?

SMCCACE’s 2025–26 funding allocations are strategically designed to expand equitable access, improve student outcomes, and strengthen alignment between adult education and local workforce needs, ensuring measurable progress toward the Consortium’s three-year strategic plan goals in full compliance with CAEP priorities.

SMCCACE will allocate funds to expand access to high-quality adult education and workforce training programs in alignment with the Consortium’s three-year strategic plan. Priority investments will focus on instructional services in English as a Second Language (ESL), Adult Basic Education (ABE), High School Diploma/Equivalency, Career Technical Education (CTE), and workforce readiness. Additional funding will support targeted programming for priority populations, including recently laid-off workers, transitional-age foster youth (18–24), and adults seeking to upskill or reskill to meet changing labor market demands.

The Consortium will direct resources toward outreach and community engagement to connect with underserved learners, develop employer partnerships, and implement contextualized learning models that integrate academic skills with career preparation. Funding will also support wraparound services such as academic advising, digital literacy, and connections to resources like childcare and transportation assistance, reducing barriers and increasing student persistence and completion.

To strengthen instructional quality and program effectiveness, SMCCACE will invest in professional development for educators, emphasizing culturally responsive teaching, technology integration, and data-informed improvement strategies. These allocations will ensure that resources are used to advance the Consortium’s strategic goals—expanding access, improving student outcomes, and aligning programs with regional workforce needs—ultimately fostering a more skilled, adaptable, and resilient San Mateo County workforce. 


Consortium Objectives & Activities Overview

Objectives & Activities

= consortium has included this activity in an Annual Plan from the 2025-28 Three-Year Plan
= consortium has NOT selected this activity in an Annual Plan from the 2025-28 Three-Year Plan
ActivityOriginIncluded in Annual Plan
Objective #1: Address Educational Needs
ESL Students to Workforce
THREE-YEAR PLAN 2025-28
Adult Basic/Adult Secondary Education
THREE-YEAR PLAN 2025-28
CTE Non Credit
THREE-YEAR PLAN 2025-28
College Courses at Adult Education Campuses
THREE-YEAR PLAN 2025-28
Expanded ESL Course Offerings
THREE-YEAR PLAN 2025-28
Increase HSD/HSE Graduation Rates
THREE-YEAR PLAN 2025-28
Inrcrease Program Completion Rates
THREE-YEAR PLAN 2025-28
Objective #2: Improve Integration of Services & Transitions
CTE for Credit Programs
THREE-YEAR PLAN 2025-28
Career Pathways
THREE-YEAR PLAN 2025-28
Objective #3: Improve Effectiveness of Services
Marketing
THREE-YEAR PLAN 2025-28
Professional Development
THREE-YEAR PLAN 2025-28
Workforce Board Alignment
THREE-YEAR PLAN 2025-28

Certification

Cabrillo Unified - Member Representative

Approved by David Jones

08/12/2025 03:48 PM PDT

Jefferson Union High - Member Representative

Approved by Mark Beshirs

08/14/2025 10:23 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

08/15/2025 10:02 AM PDT

San Mateo County CCD - Member Representative

  • Strategic Partnerships & Workforce Development
  • fordla@smccd.edu
  • (650) 738-7124
Approved by Alex Kramer MPA

08/14/2025 11:01 AM PDT

San Mateo Union High - Member Representative

Approved by Angela Taylor

08/12/2025 02:23 PM PDT

Sequoia Union High - Member Representative

Approved by Tatiana Roganova

08/12/2025 11:48 AM PDT

South San Francisco Unified - Member Representative

Approved by Seemaa Prasad

08/14/2025 04:16 PM PDT