CAEP Annual Plan: 2021-22 70 North Central Adult Education Consortium (Yuba)

Status: Consortium Approved

California Adult Education Program : Annual Plan : 2021-22 Produced: Sep 16, 2021, 08:46 PM UTC Artemio Pimentel

70 North Central Adult Education Consortium (Yuba)

Plans & Goals - Consortium Approved

Executive Summary
This year’s plan builds upon the accomplishments of 2020/2021 and will continue to facilitate NCAEC's vision: To coordinate and develop an accessible, integrated adult education system across local school districts and the Yuba Community College District by leveraging resources, developing /expanding support and transitions services, implementing innovative student-centric service strategies, and providing professional development opportunities that will better prepare and support adult education teachers and improve student outcomes.Similar to all consortium's, the NCAEC continued to face numerous setbacks due to the COVID Pandemic in 20-21. The COVID pandemic perpetuated existing economic issues (food, housing, childcare, unemployment), fiscal (budget), and social issues (equity) which further exacerbated the delivery of programs and services. However, the challenges also created an opportunity to employ reflection and creative thinking that helped address the immediate consortium challenges and practices, and re-calibrate long term goals (yearly, 3-year). Overall, NCAEC members still achieved noteworthy accomplishments which included: 1. Creation of short term CTE classes with industry-based certifications 2. Expanded distance learning delivery system (teachers used ZOOM, Edgunity, Burlington English, AZTEC, Reading Plus and other programs to provide instruction, assessments, and outreach. 3. Teachers participated in extensive PD in regard to online learning, (Burlington English, Edgunity, CASAS, OTAN, CALPRO); outreach and service strategies. 4. Expansion of CTE programs including Culinary Arts, CNA, Welding, Stenography, MA, Fire Science, MA, Home Health, Auto Body, Auto Technology, Welding/Manufacturing, Dental Assisting 5. Implementation of VESL Culinary Program, and Adult Transition Population Culinary Program. 6. Extended approval of online clinicals for VN, MA, and CNA programs. 7. Expansion of program in Lake County to support ESL parents of school age children. 8. New partnerships with HEP to support English Learners with High School Equivalency. 9. Online tutoring and mentoring 10. Increased graduation rates from prior year. NCAEC’s accomplishments for 20-21 are directly related to its three-year plan. NCAEC’s Three Year plan goals are:1.Develop and coordinate programs that eliminate duplication, maximize program potential, and ensure access2.Ensure that adults’ transition seamlessly across programs, service providers, and into the workforce3.Increase engagement and outreach to help leverage/align resources, increase enrollment, retention, completion, and improve student outcomes4.Improve data system collaboration to better evaluate progress and measure program efficiency and effectivenessFor the 21-22 school-year, NCAEC will continue to:•Increase access to online and in person programs, learning platforms and support services for all adult student populations; alignment with goals 1-3•Increase marketing efforts targeted to improve community awareness of adult programs, ultimately leading to increased enrollment and services•Expand short-term CTE programs for all student populations that align with industry, lead to high wage/high demand jobs, and improve technical, academic, and career readiness outcomes•Increase PD opportunities for teachers, administrators, and staff•Improve equity, collaboration and sharing of resources in the consortium
Regional Planning Overview
NCAEC's 3 year plan address the following key areas: • access to programs and services • alignment, articulation and acceleration • student support structures • data and accountability • marketing, promotion and retention.Our consortium's three year plan is currently being implemented through short term goals that were established during the three-year planning process. Similar to last year, this years annual plan will establish and refine goals that are supported by the long term goals of the three year plan. Consortium members meet monthly to discuss the immediate needs of members and students. Based on the needs, NCAEC reviewed prior year goals and established new and updated goals for the 2021-2022 school-year. Work related to the three year plan, annual plan and local plans is carried out by both the consortium and members. All consortium members collaborate with stakeholder and other partners to support the work and goals of the three year plan

Meeting Regional Needs

Regional Need #1

Gaps in Service / Regional Needs
Expand short-term CTE programs for all student populations that align with industry, lead to high wage/high demand jobs, and improve technical, academic, and career readiness outcomes
How do you know? What resources did you use to identify these gaps?
NCAEC members met with partners (employers; educational; WIOA) and consortium members to determine local and regional needs. Adult Education students (ESL; ABE; ASE; SPED) have expressed interest in short term CTE classes that improve their skills and employment outlook. Employers are in desperate need of skilled, career ready workers.
How will you measure effectiveness / progress towards meeting this need?
Program completion rate; internship or job placement rate; wages; improved transition rates; increased enrollment; increased CASAS scores; number of certificates awarded

Regional Need #2

Gaps in Service / Regional Needs
Expand and continue on-going outreach and collaboration that will inform, market and expand access to community partnerships, programs, and services for all adult learners.
How do you know? What resources did you use to identify these gaps?
Local and regional partners have met with NCAEC members and expressed the need for collaboration on grants, projects, programs and services that currently exist or are in the ideation process. Some partners are still unaware of the programs and services NCAEC provides which supports the need for additional marketing.
How will you measure effectiveness / progress towards meeting this need?
Number of new programs and/or services available to adult education students; number of new partners; increased enrollment; increased completion rates; improved transitions.

Gaps In Service

New Strategies

Strategy #1
Continue to expand and align local and regional services (based on identified need) between K-12/College/WIOA partners: Services include both online and in-person systems of support that provide training and employment opportunities, reinforce our commitment to educational equity to ensure each student has what they need to be successful, and reduce or eliminate barriers to education. NCAEC will expand the roles of regional navigators and collaborate with WIOA programs and other community based organizations to leverage support services for students. NCAEC will develop a resource map to ensure students are aware and have theservices and support they need to complete their programs.

Seamless Transitions

New Strategies

Strategy #1
Continue to expand and align local and regional programs (based on identified need) between K-12/College/WIOA partners: Programs include online, hybrid and in-person education and training courses that lead to certificates, secondary completion, and/or employment.
Strategy #2
Expand opportunities for students to participate in Work Based Learning including career exploration, career readiness, career planning, job shadowing, internships, and work experience

Student Acceleration

New Strategies

Strategy #1
Expand opportunities for earning articulation or dual enrollment
Strategy #2
Expand opportunities for earning industry based certifications or course certificates

Professional Development

New Strategies

Strategy #1
NCAEC members will dedicate staff time and resources to participate in regional and local professional development that alignswith consortium and individual member needs and goals.

Leveraging Resources

New Strategies

Strategy #1
NCAEC members are also members of local LWDB's; Strong Workforce Consortium's, and receive WIOA Title II grants. NCAECmembers also leverage funds from: LCFF; General Fund; CCCCO; CTEIG, Perkins, ROP, and CALWORKS. All members collaboratedirectly with employers, community based organizations, libraries, and One-Stops to leverage WIOA Title I, III, IV funds andresources. NCAEC will continue to focus on expanding partnerships and pursing grants to supplement CAEP funding.

Fiscal Management

A narrative justifying how the planned allocations are consistent with the annual adult education plan which is based on your CAEP 3-year plan.
NCAEC's members will continue to collaborate with community stakeholders and WIOA mandated partners throughout theyear to gather input, evaluate resources and services, and assess student and program needs both locally and throughout theregion. As previously discussed, three year plan long term goals are used to develop the short-term goals of the annual plan. Allmembers participate in the development of the annual plan which aligns expenditures with consortium planned activities forthe year. Each member will work with their stakeholders to develop their member plan budget and expenditures which willalign with consortium 3 year annual plan and goals.
An approach to incorporating remaining carry-over funds from prior year(s) into strategies planned for 2021-22.
NCAEC members are working collaboratively to create a consortium pot for additional funding that will help address funding shortfalls for consortium members, and assist with ensuring additional funding gets spent timely.NCAEC members that carried-over funds plan on allocating the additional funds to cover the costs of maintaining andexpanding programs and services; investments in technology and online learning /service platforms, investments in infrastructure and facilities; hiring additional staff to serve students, and creating additional opportunities for professional development and collaboration time. Carry-over funds will assist with meeting the increased demand for adult programs and services and increased need for training. NCAEC has new and veteran staff members that have little knowledge of data andaccountability programs. As previously mentioned additional collaboration time will need to occur in order to aligncurriculum and services between local and regional partners and members. These are all strategies planned for the upcomingyear that will need additional investments


Colusa Co. Office of Education - Member Representative

Approved by Lorilee Niesen

09/14/2021 07:48 AM PDT

Konocti Unified - Member Representative

Approved by Dan Janakes

09/13/2021 03:36 PM PDT

Lake Co. Office of Education - Member Representative

Approved by Beth Hampson

09/13/2021 03:37 PM PDT

Sutter Co. Office of Education - Member Representative

Approved by Eric Pomeroy

09/15/2021 02:56 PM PDT

Woodland Community College - Member Representative

  • Kasey Gardner
  • Vice President of Academic and Student Services
  • (530) 661-4222 ext: 4222
Approved by Cirilo Cortez

09/13/2021 06:28 PM PDT

Woodland Joint Unified - Member Representative

Approved by Karin Liu

09/14/2021 11:40 AM PDT

Yolo Co. Office of Education - Member Representative

Approved by Karen Shores

09/13/2021 03:57 PM PDT

Yuba CCD - Member Representative

Approved by Artemio Pimentel

09/16/2021 01:46 PM PDT

Yuba Co. Office of Education - Member Representative

Approved by Ken Hamel 6820377

09/14/2021 08:51 AM PDT

Yuba College - Member Representative

Approved by Walter Masuda

09/14/2021 12:01 PM PDT