Plans & Goals

Executive Summary

The Consortium implementation of services during the 2019-2022program years was based on regional assessment, data from Member Districts, LMI data, and strategies designed to directly impact the unmet academic needs of adult learners living within the region. The Consortium leadership chose priority areas to address the most significant gaps in program area offerings to adult students. In the last three years, SRCAEC has been committed to expanding its programs to prepare adults to acquire the skills necessary to prepare for college, career, and the workforce. All members have strengthened core academic skills through contextual learning, integrating career pathways framework into the curriculum, and providing flexible and equitable offerings. Members have increased students' support services (child care, electronic devices, online tutoring, and HSE vouchers) to reduce barriers to participation and support the acceleration of completion and advancement to higher levels of education and employment.

Another priority for SRCAEC was to expand the offerings of CTE courses across the region. The community college has been a vital member and partner that has facilitated the implementation of sustainable career pathways in Child Development, Construction, and Culinary. In addition, counselor specialists were hired to assist each Adult school in transitioning students from academic programs (HSD, HSE, ESL) to regional CTE offerings and college and workforce pathways. The region will work together to continue implementing a Consortium-wide professional development calendar, strengthen the role of our transitional counselors and build additional relationships with more community partners to better leverage existing resources.

For the 2023-2023 period, SRCAEC will primarily address gaps in services and seamless transitions as demonstrated in the selected Metrics of the 2022-2025 Three-Year Plan. Additionally, the Consortium will focus on the following goals:

Increase in enrollment across programs, educational attainment, and improved support services. Enrollment recovery through increased outreach and marketing. The consortium will increase its capacity to effectively market its programs and conduct targeted outreach directed at communities that could benefit from its services.

Increase our level of student persistence and completion rates by aligning the intake processes and student support/transitions services 

ongoing analysis of LMI data and alignment with the Riverside WDB to expand consortium-wide career pathways in targeted industries for our region. 

Improve the consortium's capacity to be a data-informed consortium through the monthly Data Team meetings to ensure consistent understanding and collection of CAEP data elements.

The Steering Committee will continue its practice of holding monthly Data Study Sessions where members review and analyze student data, fiscal data, and Annual Plan progress indicators.

Regional Planning Overview

To address the educational needs of the Southwest Riverside Consortium region, the member districts will focus on enrollment recovery, educational attainment, and improved support services.

Enrollment recovery through increased outreach and marketing. The consortium will increase its capacity to effectively market its programs and conduct targeted outreach directed at communities that could benefit from its services. SRCAERC’s partner network of community-based organizations will be instrumental in messaging the consortium’s programs and services to populations that may be hard to reach through traditional communication channels. The SRCAERC Website will be updated to reflect the most recent program information and will be advertised more widely within the consortium and the community at large.

All members will implement an efficient orientation process which will include activities focused on the identification and documentation of student barriers, goal setting, program pathway, and transitional opportunities in order to address our enrollment and retention rates.

District members will annually assess CTE offerings using the most current LMI data for the region to inform the CTE program offerings.

Collaborate with the Workforce Development partners to establish transitional opportunities within our CTE pathways.

Improve the tracking of student transitions to postsecondary and the workforce.

Engage in quarterly reviews of student data from TOPs.

Improve the consortium's capacity to be a data-informed consortium through the monthly Data Team meetings to ensure consistent understanding and collection of CAEP data elements.

The Steering Committee will continue its practice of holding monthly Data Study Sessions where members review and analyze student data, fiscal data, and Annual Plan progress indicators.

Consortium leadership will also continue to monitor CAEP data and accountability guidance, keep members informed of data submission deadlines and provide technical assistance to members as needed.

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.

 SRCAERC’s Annual Plan will be aligned with the current Three-Year Regional Plan for Adult Education, while also being responsive to current community needs and conditions. The Annual Plan will be approved by the SRCAE Steering Committee in a formal public governance meeting. Steering Committee members are responsible and accountable to align their CAEP allocations with the objectives in the Annual and Three-Year Plan through the budget submission and approval process in NOVA.

 Furthermore, all funded members will provide regular updates on expenditures, and their alignment with the Annual and Three Year Plan, at public Steering Committee meetings.

All funded Members are responsible and accountable for aligning their CAEP allocations with the 2022-2023 annual goals of addressing educational needs through strategies targeting enrollment recovery and an increase in educational attainment. Another focus will be the alignment of funds to build members’ capacity in data management, and analysis of LMI data to support new CTEs in our region. Each member has carefully reviewed their allocations to cover instructional and classified support, materials, and operational services that contribute to improved effectiveness of services.

An approach to incorporating remaining carry-over funds from prior year(s) into strategies planned for 2022-23.

We are confident our current established practices, designed to foster transparency and accountability among members, can facilitate the right conversations about using carry-over funds appropriately, in alignment with the 22-23 Annual Plan. We anticipate carry-over funds to be used in innovative ways to enhance services, with a particular focus on enrollment recovery, educational attainment, a marketing campaign to increase our visibility in the region, support professional development events, and our annual community forum. Our steering committee members will review quarterly how members’ CAEP funds have been used, and how those uses effectively align to the consortium’s Three Year and Annual Plans. 

Another approach that supports transparent fiscal accountability is during our monthly public governance meetings, where our fiscal lead will show where carry-over funds exist, and discussions will be open on how they should be used.