CAEP
Annual Plan

Produced: Aug 19, 2025, 09:52 PM UTC - By Gina Ramirez

65 Ventura County Adult Education Consortium
CONSORTIUM APPROVED

2025-26

Plans & Goals

Executive Summary

The Ventura Adult Education Consortium was established in 2015 in response to Assembly Bill AB 86, which provided grant funds to regional collaboratives of community colleges and adult schools to develop plans addressing the educational and workforce training needs of adult learners across the state. Driving this initiative was the recognition that adult learners are better served when regional education providers work together to support the common good. VCAEC membership includes Ventura's eight adult schools (Conejo Valley, Fillmore, Moorpark, Ojai, Oxnard Union, Santa Paula, Simi Valley, and Ventura Unified), the Ventura County Office of Education, and the Ventura Community College District. 

The vision of the VCAEC is to create a collaborative, seamless, integrated student pathway system that is supportive, equitable, and responsive to community needs. Its mission is to deliver essential programs and services in adult basic and secondary education, English Language learning, and career education and training to help adult learners cultivate the skills they need to live, work, and thrive. For the 2025-26 program year, the consortium will focus on four critical priorities aligned with the three-year plan: 

  • Expanding educational access through online/hybrid learning and digital equity initiatives
  • Strengthening transitions between adult schools and community colleges
  • Addressing critical education and workforce needs
  • Enhancing community engagement to reach underserved populations

With 84,395 working adults earning below living wages but only 3.4% currently served, the VCAEC will direct significant resources toward integrated education programs (IET/IELCE) that combine workforce training with basic skills and English language instruction. CAEP funding, in conjunction with other leveraged resources will support expanded CTE capacity across seven agencies, digital literacy programs reaching linguistically isolated households, and the Transitions Community of Practice will work to address the barriers that inhibit smooth transitions across educational segments. These investments are designed to mitigate the reality that current capacity serves less than 10% of the identified need. What is more, as funding has become even more scarce, the consortium has committed to exploring ways to reallocate funds following the example provided in the most recent LAO funding recommendation. By taking the lead on this, the VCAEC can help to ensure smaller programs may continue to provide programming and ensure equitable distribution across agencies prioritizing programs that offer the greatest potential for economic mobility, particularly in workforce development and integrated education programs that can move working adults from poverty-wage jobs into sustainable careers.

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?

Not Entered
How much progress did the consortium make towards its previous program year goals?

A good deal of progress - most goals were met

Not Entered
What barriers did the consortium face in making progress towards its previous program year goals?

Not Entered
What are the goals for the consortium for the current program year?

Not Entered
How will the consortium measure progress towards the goals set for the current program year?

Not Entered

Assessment

Regional Needs Assessment

Please identify the categories of needs in your region.

Please identify resources used to identify these gaps.

Enhancing Educational Access and Delivery

Progress will be measured through enrollment data in online/hybrid courses tracked quarterly in TOPSpro and MIS systems. Digital equity success will be monitored through the distribution of devices, completion of digital literacy courses, and pre-/post-assessments that demonstrate skill gains. IET/IELCE program effectiveness will be tracked through enrollment numbers, industry credential attainment rates (AE 625), job placement rates, and employer satisfaction surveys, to expand to at least three high-demand sectors by year two.

Strengthening Student Pathways and Transitions

Effectiveness will be measured by tracking transition rates from adult schools to community colleges (AE 636, AE 637) with a 15% improvement target over three years. Success indicators include the number of pathway maps created, dual enrollment participants, credits earned through prior learning assessment, and students successfully transitioning, as documented through data-sharing agreements. 

Expanding Community Engagement and Awareness

Progress will be tracked by monitoring social media analytics (engagement rates, reach, follower growth), website traffic metrics, and increased enrollment from underserved populations (AE 200). Asset mapping completion and new community partnerships formed will be shared by members at standing board meetings. Success measures include increases in program awareness based on student survey results and enrollment growth in targeted demographic groups, particularly linguistically isolated households.

Improving Operational Excellence

Effectiveness will be measured through member spending targets (60% minimum fund utilization) and progress toward developing a more equitable funding model. Quarterly reviews will monitor allocations and carryover among members, which will inform the refinement of the revised funding model. 

Addressing Critical Regional Needs

Progress will be measured by the percentage of high-priority working adults served, tracked through employment status data at enrollment and employment and earnings surveys. ESL service effectiveness for linguistically isolated households will be monitored through targeted outreach metrics and wraparound service utilization rates. Basic skills program expansion will be measured through increased ABE/ASE enrollment (AE 202) and educational functioning level gains (AE 400), with periodic monitoring of quantifiable service levels against the identified needs.

Magnitude of Unmet Need

Ventura County faces persistent service gaps in all core CAEP program areas. With current capacity serving less than 10% of identified need across all program areas, the consortium must strategically leverage every available resource and partnership. The most critical gap exists in workforce development, where despite dedicating 37% of instructional hours to CTE, the consortium is estimated to reach only 3.4% of the 84,395 high-priority working adults struggling to make ends meet. This population—71% of whom are already employed but earning below living wages—represents a unique regional challenge requiring evening, weekend, and accelerated programming options that may lack the scale to address regional needs as well as new program offerings to ensure adult learners are prepared to meet future workforce needs.

Data Collection

The VCAEC relies on multiple data sources for its data-driven decision-making. These include U.S. Census data for demographic analysis, TOPSpro Enterprise and MIS for enrollment & performance tracking, regional labor market reports from the WDB and other related sources. Consortium data team collaborate to share data managment best practices. VCAEC students are are surveyed locally and overall to gather their perspectives on program effectiveness. 

Unique Regional Characteristics

Ventura County has unique subregional characteristics. Rural communities in areas like Fillmore and Santa Paula, for example, face transportation barriers that make centralized services difficult to make use of. In contrast, coastal communities have high costs of living that push working adults to seek multiple jobs, limiting their availability for traditional class schedules. The region's agricultural sector employs many ESL learners in seasonal work with irregular schedules and under the constant threat of ICE raids, thereby requiring flexible, modular programming. 

Meeting Current and Future Needs

While current services provide a foundation with universal ESL and ASE coverage across all eight agencies, meeting identified needs requires fundamental shifts in delivery models, programming, and institutional practices. The VCAEC will expand integrated education models (IET/IELCE) that combine basic skills, English language, and workforce training to accelerate student progress—critical when 80% of those needing integrated services are working adults with limited time. To address digital equity gaps, the consortium will continue providing computer basics courses through partnership with the Ventura EDC, along with digital literacy training that builds toward career-focused instruction in essential applications. Strategic partnerships with libraries, churches, and housing authorities will enable service delivery where target populations already gather, while asset mapping identifies untapped community resources and cultural bridges to underserved populations. The Transitions Community of Practice will break down institutional silos that have historically prevented seamless student progression, complemented by formal data-sharing agreements between adult schools and community colleges to streamline pathways and eliminate redundant assessments. These approaches acknowledge that with current resources serving less than 10% of identified need, success depends on reimagining how, where, and when adult education services are delivered to match the realities of Ventura County's diverse adult learner population.

Activities & Outcomes

Objective #1: Address Educational Needs

1.1 Enhance Online/Hybrid Learning Opportunities

THREE-YEAR PLAN 2025-28

The consortium will strengthen and expand online/hybrid learning opportunities across ASE, ESL, and CTE programs to help mitigate barriers to access and increase student success. Key deliverables include providing online and hybrid course offerings. This initiative directly supports the CAEP objective of addressing educational needs by removing geographic and scheduling barriers that prevent adult learners from accessing services. In the short term, student enrollment is expected to increase in online and hybrid courses. Intermediate outcomes include improved persistence and completion rates as students benefit from flexible scheduling options. In the long term, these offerings will help reduce barriers to achieving academic and professional goals. This activity will contribute to increasing the number of adults served (AE 200) while supporting gains in educational functioning levels across ABE, ASE, and ESL programs (AE 400 series), ultimately helping more participants earn high school diplomas or equivalencies (AE 633) and addressing low literacy barriers (AE 311).

Adult Education Metrics and Student Barriers

  • All: Participants (202AE)
  • All: Reportable Individuals (200AE)
  • Student Barriers: Low Literacy (155AE)

Responsible Positions, Responsible Consortium Members, and Proposed Completion Date

Responsible PositionResponsible MemberProposed Completion Date
Member agency leadConejo Valley Unified06/30/2028
Member agency leadMoorpark Unified06/30/2028
Member agency leadOxnard Union High06/30/2028
Member agency leadSimi Valley Unified06/30/2028
Member agency leadSanta Paula Unified06/30/2028
Member agency leadVentura Unified06/30/2028
Member agency leadOjai Unified06/30/2028
Member agency leadFillmore Unified06/30/2028

1.2 Sustain Digital Equity & Upskilling Support

THREE-YEAR PLAN 2025-28

Building on previous Digital Upskilling grant work, the consortium will partner with the Economic Development Collaborative to identify new funding opportunities to continue to deliver the course and provide technology resources, including Chromebooks and support stipends to participating students. Key deliverables include securing alternative funding sources (as opportunities are available), distributing technology and supports, and delivering digital literacy curriculum. This activity aligns with Objective #1: Address Educational Needs through its focus on improving digital literacy, a key need in the region. It also advances CAEP Objective #2, which aims to enhance service effectiveness by ensuring that students possess the technological tools and skills necessary for academic and career success. Short-term outcomes include identifying / pursuing funding opportunities and program implementation. Intermediate goals focus on increasing student technology proficiency and transition. Long-term outcomes will ensure students are equipped to use technology to advance their personal and professional goals in an increasingly digital economy. The initiative will address low literacy barriers (AE 311) while supporting overall increases in adults served.

Adult Education Metrics and Student Barriers

  • All: Participants (202AE)
  • All: Reportable Individuals (200AE)
  • Student Barriers: Low Literacy (155AE)

Responsible Positions, Responsible Consortium Members, and Proposed Completion Date

Responsible PositionResponsible MemberProposed Completion Date
Member agency leadFillmore Unified06/30/2028
Member agency leadMoorpark Unified06/30/2028
Member agency leadOjai Unified06/30/2028
Member agency leadOxnard Union High06/30/2028
Member agency leadSanta Paula Unified06/30/2028
Member agency leadSimi Valley Unified06/30/2028
Member agency leadVentura Unified06/30/2028

1.3 Expand / Deliver IET/IELCE Programs

THREE-YEAR PLAN 2025-28

The consortium will continue to expand Integrated Education and Training and Integrated English Literacy and Civics Education offerings across multiple high-demand career pathways, particularly in healthcare, advanced manufacturing, entrepreneurship, information technology, and education sectors. Key deliverables include developing or implementing IET/IELCE curricula, establishing partnerships and delivery in collaboration with the WVE, VCOE, local high schools, community partners, and colleges. This activity addresses Objective #1 in its focus on providing English and basic skills education, as well as addressing workforce needs. It also addresses the CAEP objective of improving integration of services and transitions by connecting English language learning with career-specific skills training that lead directly to employment opportunities. In the short term, participating agencies will continue to deliver or expand IET/IELCE offerings across priority sectors. Intermediate outcomes include increased regional enrollment in integrated programs, improved employer partnerships, and expanded program offerings across agencies. Long-term goals ensure students are better prepared for workforce entry and face fewer barriers to career advancement in high-demand fields. The activity will support educational functioning level gains in ESL (AE 400-ESL), increase postsecondary credential attainment (AE 625), improve transitions to CTE programs (AE 636), and address multiple student barriers, including English language learner status and low literacy (AE 311).

Adult Education Metrics and Student Barriers

  • All: Participants (202AE)
  • All: Reportable Individuals (200AE)
  • Student Barriers: Low Literacy (155AE)

Responsible Positions, Responsible Consortium Members, and Proposed Completion Date

Responsible PositionResponsible MemberProposed Completion Date
Member agency leadConejo Valley Unified06/30/2028
Member agency leadFillmore Unified06/30/2028
Member agency leadMoorpark Unified06/30/2028
Member agency leadOjai Unified06/30/2028
Member agency leadOxnard Union High06/30/2028
Member agency leadSanta Paula Unified06/30/2028
Member agency leadSimi Valley Unified06/30/2028
Member agency leadVentura Unified06/30/2028
Member agency leadVentura Co. Office of Education06/30/2028

Objective #2: Improve Integration of Services & Transitions

2.1 Explore Transitions & Pathway Development

THREE-YEAR PLAN 2025-28

The consortium will strengthen student pathways between adult schools and community college partners through intentional pathway development, dual enrollment, exploration of credit for prior learning, and formalized data sharing agreements. Key deliverables include continuing the Transitions Community of Practice, pathway mapping and alignment, exploring credit for prior learning, expanding dual enrollment, establishing data sharing among VCAEC agencies to track transitions and success, and creating structured exposure opportunities for adult school students to learn about community college programs. This activity directly supports the CAEP objective of improving integration of services and transitions by creating seamless pathways that reduce barriers and accelerate student progress toward their academic and career goals. Short-term outcomes include the continuation of the transitions CoP, defining approach and programs for pathway mapping and alignment, and developing relationships between adult schools and colleges. Intermediate goals focus on increasing successful transitions, improving pathway coordination, and credits earned. Long-term, adult learners experience seamless transitions with documented improvements in student success and completion rates. The activity will contribute to improved transition metrics (AE 637, AE 636), increased postsecondary credential attainment (AE 625), and reduced barriers for adult learners seeking to advance their education.

Adult Education Metrics and Student Barriers

  • All: Participants (202AE)
  • All: Reportable Individuals (200AE)
  • Student Barriers: Low Literacy (155AE)

Responsible Positions, Responsible Consortium Members, and Proposed Completion Date

Responsible PositionResponsible MemberProposed Completion Date
Member agency leadConejo Valley Unified06/30/2028
Member agency leadFillmore Unified06/30/2028
Member agency leadMoorpark Unified06/30/2028
Member agency leadOjai Unified06/30/2028
Member agency leadOxnard Union High06/30/2028
Member agency leadSanta Paula Unified06/30/2028
Member agency leadSimi Valley Unified06/30/2028
Member agency leadVentura Unified06/30/2028

2.2 Leverage Marketing Assets & Community Outreach

THREE-YEAR PLAN 2025-28

The consortium will utilize marketing materials and student features developed over the past year to enhance student recruitment and promote consortium achievements through expanded social media presence, strategic communications, and asset-based community development approaches. Key deliverables include creating a comprehensive digital marketing strategy, developing social media content calendars, producing student success story campaigns, implementing coordinated outreach efforts across all member agencies, and conducting asset mapping exercises to identify synergies with community organizations. This activity supports the CAEP objective of addressing educational needs by increasing community awareness of available programs and services, particularly among underserved populations, while leveraging existing community assets and partnerships. Short-term outcomes include establishing an enhanced digital marketing infrastructure, launching coordinated promotional campaigns, and identifying opportunities for community partnerships. Intermediate goals focus on increasing enrollment, improving stakeholder awareness of program offerings, and developing sustained community partnerships. Long-term impacts will result in more students from diverse backgrounds accessing services, earning credentials, and achieving academic goals while strengthening collaborative partnerships with community organizations and establishing the consortium as a community anchor. This activity will directly contribute to increasing the number of adults served (AE 200) and reducing low literacy barriers (AE 311).

Adult Education Metrics and Student Barriers

  • All: Participants (202AE)
  • All: Reportable Individuals (200AE)
  • Student Barriers: Low Literacy (155AE)

Responsible Positions, Responsible Consortium Members, and Proposed Completion Date

Responsible PositionResponsible MemberProposed Completion Date
Member agency leadConejo Valley Unified06/30/2028
Member agency leadFillmore Unified06/30/2028
Member agency leadMoorpark Unified06/30/2028
Member agency leadOjai Unified06/30/2028
Member agency leadOxnard Union High06/30/2028
Member agency leadSanta Paula Unified06/30/2028
Member agency leadSimi Valley Unified06/30/2028
Member agency leadVentura Unified06/30/2028
Member agency leadVentura Co. Office of Education06/30/2028
Member agency leadVentura County CCD06/30/2028

Objective #3: Improve Effectiveness of Services

3.1 Strengthen Consortium Operations & Governance

THREE-YEAR PLAN 2025-28

The consortium will enhance operational effectiveness by establishing working groups, enhancing board meeting procedures and structure, and exploring alternative approaches for allocation of funds. Key deliverables include establishing working groups for key initiatives with regular report-outs, implementing monthly points of pride sharing, and development of an allocation model that may consistently ensure funds are equitably distributed across agencies. This activity supports the CAEP objective of enhancing service effectiveness by improving engagement and the effective use of funds. Short-term outcomes include establishing new operational structures and improving meeting effectiveness. Intermediate goals focus on sustained collaborative engagement and documented operational improvements. Long-term impacts will establish the consortium as a model for effective adult education collaboration and equitable distribution of funds. The activity will indirectly support all student metrics by creating more effective organizational systems that better coordinate services and resources across member agencies.

Adult Education Metrics and Student Barriers

  • All: Participants (202AE)
  • All: Reportable Individuals (200AE)
  • Student Barriers: Low Literacy (155AE)

Responsible Positions, Responsible Consortium Members, and Proposed Completion Date

Responsible PositionResponsible MemberProposed Completion Date
Member agency leadConejo Valley Unified06/30/2028
Member agency leadFillmore Unified06/30/2028
Member agency leadMoorpark Unified06/30/2028
Member agency leadOjai Unified06/30/2028
Member agency leadOxnard Union High06/30/2028
Member agency leadSanta Paula Unified06/30/2028
Member agency leadSimi Valley Unified06/30/2028
Member agency leadVentura County CCD06/30/2028
Member agency leadVentura Unified06/30/2028
Member agency leadVentura Co. Office of Education06/30/2028

3.2 Enhance Professional Development & Capacity

THREE-YEAR PLAN 2025-28

The consortium will enhance the knowledge, skills, and effectiveness of teachers, counselors, and administrators involved in CAEP programs through participation in regional and statewide professional development opportunities, collaborative learning experiences, and the sharing of evidence-based practices. Key deliverables include implementing consortium-wide professional development calendars, conducting job-alike convenings for teachers and counselors, hosting collaborative training sessions on emerging best practices, providing specialized development in equity and cultural responsiveness, supporting attendance at state and national conferences, and facilitating peer observation and mentoring programs. This activity directly supports the CAEP objective of enhancing the effectiveness of services by ensuring that all personnel possess the knowledge and skills necessary to deliver high-quality, culturally responsive instruction and support services. Short-term outcomes include establishing a coordinated professional development calendar and increasing staff participation in local learning opportunities within the region. Intermediate goals focus on documented improvements in instructional practices and student support services. Long-term outcomes focus on improvements to program quality and engagement. The activity will contribute to educational functioning level gains across all program areas (AE 400 series), improved completion rates (AE 633), and reduced student barriers through more effective and culturally responsive instruction and support services.

Adult Education Metrics and Student Barriers

  • All: Participants (202AE)
  • All: Reportable Individuals (200AE)
  • Student Barriers: Low Literacy (155AE)

Responsible Positions, Responsible Consortium Members, and Proposed Completion Date

Responsible PositionResponsible MemberProposed Completion Date
Member agency leadConejo Valley Unified06/30/2028
Member agency leadFillmore Unified06/30/2028
Member agency leadMoorpark Unified06/30/2028
Member agency leadOjai Unified06/30/2028
Member agency leadOxnard Union High06/30/2028
Member agency leadSanta Paula Unified06/30/2028
Member agency leadSimi Valley Unified06/30/2028
Member agency leadVentura Co. Office of Education06/30/2028
Member agency leadVentura County CCD06/30/2028
Member agency leadVentura Unified06/30/2028

Fiscal Management

Alignment & Carryover

The VCAEC board allocates funding to each member agency based on prior year allocations and regular evaluations of expenditures and community needs. Expenditures are reviewed quarterly, and funding decisions are made collaboratively following board and state policies. While the VCAEC is a direct-funded consortium, the board also earmarks funds to support shared initiatives and staffing. These funds are held by Ojai Unified School District, which serves as the consortium’s fiscal banker. All expenditures will adhere to the guidelines provided in the CAEP Fiscal Management Guide.

Strategies identified as part of the three-year and annual plans were designed to help ensure carryover remains at or beneath recommended levels. To minimize the likelihood of excess carryover from year to year and to ensure AEP funding allocations may be used to achieve the maximum benefit possible for students in the region, the VCAEC reviews member carryover quarterly. Member agencies with annual carryover in excess of 20% following the close of the fiscal year are required to provide a narrative explaining the reason for the carryover and provide a plan and timeline for expending remaining carryover funds for approval by the Consortium. Each October, the VCAEC Board will review carryover from the previous year and determine if technical assistance will be necessary to help members come into line with the 20% carryover. If a member is unable to develop a plan for the expenditure of carryover funds that aligns with the approved plan, those funds will be made available for other consortium projects. Within two quarters following the close of the prior fiscal year, agencies will be evaluated for progress made toward approved plans. Agencies with carryover in excess of 50% of their original carryover amount and/or total available AEP funding equal to or greater than 80% of their total annual allocation may be asked to release a proportion of extant carryover funds for use by the Consortium. Any carryover funds that have not been expended or encumbered by the end of the fourth quarter of the following fiscal year will be returned to the Consortium for use in support of shared initiatives or redistributed to consortium members pursuant to policies governing requests for funding and approval.

Usage

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

Not Entered

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
1.1 Enhance Online/Hybrid Learning Opportunities
THREE-YEAR PLAN 2025-28
1.2 Sustain Digital Equity & Upskilling Support
THREE-YEAR PLAN 2025-28
1.3 Expand / Deliver IET/IELCE Programs
THREE-YEAR PLAN 2025-28
Objective #2: Improve Integration of Services & Transitions
2.1 Explore Transitions & Pathway Development
THREE-YEAR PLAN 2025-28
2.2 Leverage Marketing Assets & Community Outreach
THREE-YEAR PLAN 2025-28
Objective #3: Improve Effectiveness of Services
3.1 Strengthen Consortium Operations & Governance
THREE-YEAR PLAN 2025-28
3.2 Enhance Professional Development & Capacity
THREE-YEAR PLAN 2025-28

Certification

Conejo Valley Unified - Member Representative

Approved by Jason Klinger

08/15/2025 08:41 AM PDT

Fillmore Unified - Member Representative

Approved by Blanca Mendieta

08/18/2025 12:27 PM PDT

Moorpark Unified - Member Representative

Approved by Sean Abajian

08/14/2025 03:19 PM PDT

Ojai Unified - Member Representative

  • Adult School Principal
  • amejia@ojaiusd.org
  • (805) 640-4300 ext: 1009
Approved by Alexandra Mejia-Holdsworth

08/14/2025 04:25 PM PDT

Oxnard Union High - Member Representative

Approved by Eric Saavedra

08/15/2025 03:45 PM PDT

Santa Paula Unified - Member Representative

  • Assistant Superintendent of English Learner Services and Community Engagement
  • gramirez@santapaulausd.org
  • (805) 933-8878
Approved by Gina Ramirez Dr.

08/19/2025 02:52 PM PDT

Simi Valley Unified - Member Representative

Approved by Stacy Cashman

08/14/2025 02:52 PM PDT

Ventura Co. Office of Education - Member Representative

Approved by Marty McGrady

08/14/2025 03:35 PM PDT

Ventura County CCD - Member Representative

Approved by Cynthia Herrera

08/14/2025 02:48 PM PDT

Ventura Unified - Member Representative

Approved by Valerie Gaona

08/18/2025 12:32 PM PDT