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Pursuant to the Workforce Innovation and Opportunity Act (WIOA), the development of regional and local workforce plans is required, in part, to ensure that these plans remain current and responsive to evolving labor market conditions, economic shifts, and other factors that may influence the successful implementation of the local plan (29 U.S. Code §3123). The plans are developed every four years and updated at the mid-point of the four year planning cycle to ensure they remain relevant, effective, and responsive to evolving workforce needs and economic conditions.
The California Unified Strategic Workforce Development Plan (State Plan) is an overarching state policy document that provides a conceptual outline for Local Workforce Development Boards and their partners as they jointly develop regional and local plans. The State Plan policy objectives, developed in collaboration with WIOA partners and Local Workforce Development Boards, advance a shared vision of establishing a comprehensive workforce system that addresses poverty, promotes upward economic mobility, and integrates equity as a foundational principle of service delivery.
As outlined under WIOA Section 106, Regional Plans provide a roadmap for alignment of resources and investments to meet specific outcomes within the 15 Regional Planning Units (RPU). Regional Plans serve to outline how RPUs will strategically engage with key industry sectors, coordinate workforce development efforts across multiple jurisdictions, and enhance access to career pathways for individuals facing barriers to employment.
Guidance for Local Plans is provided in Section 108 of WIOA, which requires Local Plans to present an action-oriented framework for implementing the strategies outlined in the Regional Plan. Specifically, Local Plans must describe how individuals access services through the local America’s Job Center of California system and detail how Local Workforce Development Boards will coordinate with local partners to ensure the delivery of person-centered services.
Five years after the onset of the global pandemic, the economy continues to recover and gradually return to pre-pandemic conditions. However, for communities that have historically faced barriers to employment, the pandemic-induced recession has deepened existing disparities and further intensified long-standing economic inequities.
The State Board issued Directive WSD 24-09 that provides guidance to Local Workforce Development Boards on the requirements associated in preparation of the Regional and Local Plans.
In alignment with the State Plan, the draft Regional and Unified Local Plans (Exhibits 1 and 2) focus on the development of partnerships to create a coordinated service delivery approach to targeted populations, including individuals with barriers to employment and hard to serve populations.
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Several Key initiatives from the Regional and Unified Local Plans include:
•Regional Collaboration: Santa Ana, Anaheim, and Orange County Workforce Development Boards developed a joint plan to align workforce services and support regional job seekers and employers.
•Focus on Equity: Priority services target veterans, English learners, individuals with disabilities, and justice-involved populations through partnerships with community organizations.
•Hybrid Service Delivery: In-person and virtual services are offered, supported by AI tools, mobile units, and multilingual digital resources. •Work-Based Learning: Emphasis on on-the-job training, apprenticeships, and upskilling programs aligned with industry needs.
•Sustainability Integration: Workforce initiatives support climate goals by promoting green jobs and clean energy careers.
•Strong Partnerships: MOUs with educational, social service, and veteran organizations ensure coordinated, accessible services across the region.
To ensure the Regional and Local Plans accurately reflect the various components of the workforce system, the Directors and staff of the Anaheim, County of Orange, and Santa Ana Workforce Development Boards, collectively known as the Orange Planning Unit (OPU), proactively engaged community leadership and key stakeholders through a series of in-person and virtual engagement sessions held in the fall and winter of 2024.
These sessions provided a platform for input from workforce partners, educational institutions, and community leaders. In alignment with this collaborative approach, the OPU jointly prepared a Unified Local Plan to reflect shared priorities and coordinated strategies across the region.
City Council approval of the WIOA Local and Regional Plan is essential for maintaining funding, ensuring strategic alignment, and supporting the economic vitality of the city.
The City Council plays a central role in implementing workforce services while coordinating with regional, state, and federal partners to build a skilled, competitive workforce. This collaboration is critical to helping residents access quality jobs and supporting local businesses with a pipeline of trained talent.
On March 20, 2025, during its regularly scheduled meeting, the Workforce Development Board voted 14:0 with members Hubbard, Korthuis, Lopez, Perez, and Ruiz absent, to recommend that the City Council approve the proposed action.
FISCAL IMPACT
There is no fiscal impact associated with this action.
EXHIBIT(S)
1. PY 2025-2028 Regional Plan
2. PY 2025-2028 Local Plan
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Regional and Local Unified Workforce Plan PY 2025-2028
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Submitted By: Michael L. Garcia, Executive Director of Community Development Approved By: Alvaro Nuñez, City Manager
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REGIONAL
PLAN
ORANGE REGIONAL
PLANNING UNIT
Program Year 2025-2028
EXHIBIT 1
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Orange Regional Planning Unit
Contact: Annette Kelly- Whittle, Regional Organizer
Phone: (714) 577-2088
Email: [email protected]
Anaheim Workforce Development Board
Contact: Marco Lucero
Phone: (714) 765-4341
Email: [email protected]
Ora
nge County Workforce Development Board
Contact: Nancy Cook
Phone: (714) 480-6420
Email: [email protected]
Sant
a Ana Workforce Development Board
Contact: Deborah Sanchez
Phone: (714) 565-2621
Email: [email protected]
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TABLE OF CONTENTS
I. INTRODUCTION AND OVERVIEW ......................................................................... 1 II. ANALYTICAL OVERVIEW OF THE REGION ............................................................. 3 A. Analysis of Employment and Unemployment Data .......................................... 11 B. Analysis of the Educational and Skill Levels of the Workforce, the Current Needs of Employers in the Region, and Relevant Skill Gaps .................................... 17 C. Analysis of Industries and Occupations with Existing and Emerging Demand ...... 25 III. REGIONAL INDICATORS ......................................................................................... 29 A. Regional Indicator and Associated Outcomes and Metrics ................................... 30 B. Assessment of Impacts, Lessons Learned, and Progress on Tracking and Evaluating Indicator A ................................................................................................ 32 IV. FOSTERING DEMAND-DRIVEN SKILLS ATTAINMENT ......................................... 33 A. In-Demand Industry Sectors for the Region .................................................... 33 B. Sector Strategies and Other Industry-Focused Initiatives ............................... 38 C. Strategies to Communicate with Regional Employers .................................... 39 V. Enabling Upward Mobility for All Californians ......................................................... 41 A. Promoting and Improving Job Quality and Access .......................................... 41 B. Targeted Service Strategies for the Region’s Unserved and Underserved Communities .............................................................................................................. 43 VI. Climate and Environmental Sustainability ........................................................... 46 A. Supporting a climate-neutral transition ............................................................ 46 VII. Equity and Economic Justice .............................................................................. 48 A. The region’s strategy to achieve equity ................................................................. 48 I. Aligning, Coordinating, and Integrating Programs and Services ............................ 49 A. Regional Service Strategies .................................................................................. 49 B. Regional Administrative Cost Arrangements ......................................................... 50 APPENDICES ................................................................................................................ 51 A. Stakeholder and Community Engagement Summary (Attachment 1) ............. 52 B. Public Comments Received that Disagree with the PY 25-28 Orange RPU Regional Plan ............................................................................................................. 54 C. SIGNATURE PAGE (Attachment 3) ....................................................................... 55
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I. INTRODUCTION AND OVERVIEW
The Workforce Innovation and Opportunity Act (WIOA) of 2014 redefined how the workforce system addresses economic and labor market demands. It emphasizes collaboration across local areas to develop strategies that align with regional economies' realities. WIOA recognizes that economic activity often transcends local political boundaries, so it encourages regional planning to drive economic growth and workforce development. In response, California established Regional Planning Units (RPUs), which bring together local Workforce Development Boards (WDBs) to collaboratively address workforce challenges and opportunities within shared regional economies.
The PY 2025-2028 Orange Workforce Alliance (OWA) Regional Plan represents the Orange RPU’s strategic vision for addressing the region’s workforce needs over the next four years. It is a roadmap for developing a skilled and resilient workforce, enhancing equity, and supporting economic growth across Orange County’s diverse communities.
Developed by federal and state guidance, this plan builds on a foundation of regional collaboration and stakeholder engagement to deliver innovative solutions that meet the needs of both businesses and job seekers.
The Orange Regional Planning Unit
The Orange RPU encompasses three local Workforce Development Boards: the Anaheim Workforce Development Board, the Santa Ana Workforce Development Board, and the Orange County Workforce Development Board. Together, these boards serve Orange County’s 34 cities and unincorporated areas, which are home to over 3.1 million residents and have one of the most dynamic regional economies in the nation.
As the sixth-most populous county in the United States, Orange County plays a critical role in California’s economic success. The region is home to thriving industries such as healthcare, advanced manufacturing, information technology, and tourism. However, the county also faces significant challenges, including a high cost of living, housing affordability issues, and disparities in access to education and training resources. These factors have contributed to outmigration and a shifting demographic composition, making it essential to implement workforce strategies that address the diverse needs of residents and employers.
Regional Plan Content
The PY 2025-2028 Regional Plan provides a comprehensive framework for workforce development in Orange County . It addresses key areas such as labor market trends, economic conditions, and emerging industries. The plan also highlights strategies to strengthen sector-based career pathways and ensure job seekers can access high- quality employment opportunities. The plan aligns workforce development efforts with the region’s economic priorities and evolving workforce needs by focusing on these areas.
In addition to meeting federal requirements under WIOA, the Regional Plan incorporates California-specific priorities to ensure a holistic approach. Job quality is a central focus, emphasizing creating sustainable jobs that offer pathways to economic mobility. The plan also prioritizes equity and inclusion, aiming to reduce disparities and expand opportunities EXHIBIT 1
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for underserved communities. Regional collaboration across workforce partners further ensures the plan delivers coordinated and impactful workforce solutions that benefit businesses, workers, and the broader community.
Development of the PY 2025-2028 Regional Plan
The development of the PY 2025 -2028 Regional Plan was guided by a commitment to data-driven decision-making, regional collaboration, and broad stakeholder engagement.
Representatives from the Anaheim, Santa Ana, and Orange County Workforce Development Boards worked collaboratively to analyze labor market trends, assess economic conditions, and identify strategic priorities for workforce development. This process drew upon robust regional planning efforts and resources, including the Strong Workforce Program Regional Plan, the Orange County Jobs First Regional Plan, and comprehensive economic studies conducted by the Orange County Center of Excellence (COE). These reports provided critical insights into emerging industries, skill gaps, and workforce needs that informed the plan’s direction.
In addition to leveraging these regional studies, input was gathered from diverse stakeholders, including employers, educators, community -based organizations, and economic development leaders. Their perspectives ensured the plan addressed Orange County's unique challenges and opportunities while reflecting a shared commitment to creating a resilient and inclusive workforce system. By combining localized insights with findings from regional initiatives, the PY 2025 -2028 Regional Plan presents a comprehensive strategy that aligns workforce development efforts with the region’s economic priorities and future growth opportunities.
Regional Vision for Workforce Development
The Orange RPU’s vision for workforce development centers on building a system that is equitable, inclusive, and responsive to the region’s evolving economic landscape. The PY 2025-2028 Regional Plan emphasizes the importance of preparing workers to adapt to emerging technologies and shifting economic conditions. Expanding access to workforce resources for underserved populations, including youth, veterans, individuals with disabilities, and communities of color, is a key component of this vision.
Equally important is the collaboration with employers to align workforce development initiatives with industry needs and ensure the creation of high -quality jobs that provide pathways to economic mobility. The plan also highlights the importance of supporting industries that drive regional growth, particularly those adopting sustainable practices and advancing green job opportunities, to foster a resilient and future-ready economy.
The PY 2025-2028 Regional Plan positions the Orange RPU to meet the workforce challenges and opportunities of the next four years through innovation and collaboration.
By fostering partnerships across public and private sectors, aligning workforce strategies with industry demands, and addressing barriers to access, the Orange RPU aims to build a vibrant economy where businesses thrive, communities are empowered, and every resident can succeed.
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II. ANALYTICAL OVERVIEW OF THE REGION
Orange County, California, is a dynamic economic powerhouse in which innovation, diversity, and opportunity converge to fuel growth. Strategically located between Los Angeles and San Diego, it benefits from its proximity to major ports, entertainment hubs, and research institutions, making it a key player in California’s economy. With over 3.1 million residents, it is the third-most populous county in the state and the sixth -most populous in the United States
1. The county’s reputation for a high quality of life, characterized by suburban comfort, coastal beauty, and thriving business districts, has historically attracted families and professionals alike. Cities like Irvine, Anaheim, and Costa Mesa are economic engines, hosting major corporations, vibrant small business ecosystems, and innovation hubs. At the same time, areas such as Santa Ana and Garden Grove face systemic barriers to economic mobility, with lower median incomes and higher unemployment rates, underscoring the need for targeted workforce development strategies that bridge economic divides.
As the county navigates a post-pandemic recovery period, it faces challenges and opportunities reshaping its workforce and economic trajectory. Structural shifts, demographic changes, and rising living costs are straining the region’s ability to sustain its historic growth and attract new talent. An aging population, of ten called the "silver tsunami," is driving significant shifts in workforce needs. This growing demographic has increased demand for healthcare and social services while presenting opportunit ies for innovation in healthcare technology and service delivery. The expanding "silver economy" is creating jobs and spurring adaptive business models to meet the unique needs of an older population.
At the same time, Orange County struggles to retain and attract young professionals.
Rising housing costs, which now require nearly five times the median annual income of U.S. households to qualify for a home, make it increasingly difficult for younger workers and families to establish roots in the region.
2 These challenges prompt employers to
reevaluate workplace strategies, emphasizing flexibility, competitive compensation, and robust career development pathways to remain competitive in the labor market.
In addition to the growing silver economy, the county’s transition toward sustainability unlocks opportunities in emerging industries such as renewable energy, clean technology, and green construction. These sectors are poised to generate high -quality jobs while addressing environmental challenges. California’s ambitious climate goals, including achieving carbon neutrality and expanding clean energy infrastructure, drive demand for skilled workers in these fields. By investing in education and training programs aligned with these industries, Orange County has the potential to position itself as a lead er in building a greener, more sustainable economy.
Orange County’s rich linguistic and cultural diversity adds another layer of complexity and opportunity to its economic fabric. A substantial portion of the population speaks a
1 Lightcast. Economic Overview Tool. Accessed December 2024. https://analyst.lightcast.io/ 2 California Association of Realtors. Housing Affordability Index – First Quarter 2024. Accessed January 2025. https://www.car.org/aboutus/mediacenter/newsreleases/2024- News-Releases/1qtr2024hai.
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language other than English at home, reflecting the county’s vibrant cultural mosaic. This diversity enriches the region’s cultural and economic landscape and underscores the need for workforce programs, such as vocational English as a Second Language (ESL), to empower all residents to participate in and contribute to the local economy fully.
The county’s economic vitality is further bolstered by its key industries, including advanced manufacturing, healthcare, technology, and tourism. However, persistent skill gaps and an aging workforce pose risks to the sustainability of these sectors. Addressing these challenges requires collaboration among businesses, government agencies, and educational institutions to develop inclusive workforce strategies, create pathways to high-quality employment, and ensure that economic opportunities are equitably distributed across all communities.
Amid these complexities, Orange County remains a region of resilience and promise. By leveraging its diverse talent pool, fostering innovation, and addressing systemic barriers, the county is well-positioned to adapt to evolving economic realities and continue driving growth for future generations.
Orange County’s Gross Regional Product (GRP)
Orange County’s economic vitality is
reflected as a major driver of growth for
the Southern California region and the
state. Representing 8.1 percent of
California’s population, 9.2 percent of its
total taxable sales, and 8.8 percent of its
Gross Regional Product (GRP), the
county demonstrates high economic
activity
3. In 2023, Orange County's GRP
grew from $313 billion to $32 5 billion, a
3.9 percent increase, surpassing the GDP
of 26 U.S. states 4. Additionally, its GRP
per capita of $98,979 significantly
exceeds the state average of $90,982,
further highlighting its robust economic performance
5. This strength is fueled by a
diversified industry base, including technology, manufacturing, real estate, healthcare, and professional services, which contribute significantly to regional economic activity.
Industry Contributions to GRP
Orange County’s economy is highly diversified, with specific industries contributing significantly to its Gross Regional Product (GRP) relative to its share of employment.
Healthcare and social assistance lead to employment, while sectors like manufacturing and finance contribute disproportionately to GRP, reflecting the high-value nature of their outputs. Professional, scientific, and technical services also showcase the county’s expertise in knowledge-driven industries.
3 County of Orange. Orange County Comprehensive Economic Development Strategy (CEDS) 2024-2029. Santa Ana, CA: County of Orange, 2024. https://workforce.ocgov.com/sites/cid/files/2024-10/OC%20CEDS%20%282024-2029%29%20Approved.pdf. 4 Lightcast. Gross Regional Product Report. January 2025.https://analyst.lightcast.io/ 5 County of Orange, Orange County Comprehensive Economic Development Strategy (CEDS) 2024-2029. $265 $264 $287
$313 $325
$0
$50
$100
$150
$200
$250
$300
$350
2019 2020 2021 2022 2023
$ In Billions
Gross Regional Product
Data source: Lightcast
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• Healthcare and Social Assistance: This sector had the highest employment, at 232,792 jobs in 2023 (a 4% increase from 2022) . It contributed $21.7 billion to GRP, highlighting its essential role in meeting the needs of a growing population. • Manufacturing: Employing 160,014 workers, this sector remains the most significant contributor to GRP, generating $38.5 billion through high-value outputs like medical devices and aerospace technology.
• Professional, Scientific, and Technical Services: With 162,188 jobs, this sector contributed $29.6 billion to GRP . Its contribution was driven by consulting, engineering, and legal services, reinforcing its role as a critical economic engine. • Finance and Insurance: Despite a 12% drop in employment to 72,711 jobs, this sector maintained its status as a significant economic driver, contributing $31.5 billion to GRP, benefiting from Orange County’s proximity to major business hubs. • Accommodation and Food Services: Employing 177,783 workers (a 4% increase from 2022), this sector contributed $12.1 billion to GRP, reflecting the county's recovery in tourism and hospitality, supported by attractions like Disneyland and coastal destinations6.
Orange County’s economic resilience is rooted in its ability to balance high -value industries with a diverse employment base, positioning it as a forward-looking region. By leveraging its mix of innovation, a skilled workforce, and a strategic location, th e county sustains growth and adapts to evolving industry trends. Continued investments in workforce development, technological advancements, and strategic infrastructure will be essential to maintaining its economic momentum and competitiveness in the future.
Labor Force Participation and Workforce Shifts in Orange County
Labor force participation is a vital
indicator of economic vitality,
measuring the percentage of the
working-age population employed or
actively seeking work. It is
influenced by various social,
economic, and demographic factors
such as population aging, economic
conditions, access to education and
training, caregiving responsibilities,
and migration patterns. These
dynamics have caused notable
fluctuations in Orange County’s
labor force participation rate (LFPR)
over the past five years.
In 2019, Orange County's LFPR stood at 63.39%, but the COVID-19 pandemic caused it to drop to 61.10% in 2020 due to widespread job losses and business closures. Although
6 Lightcast, Gross Regional Product
59.5%
60.0%
60.5%
61.0%
61.5%
62.0%
62.5%
63.0%
63.5%
64.0%
2019 2020 2021 2022 2023 Jan -
Jul 24
Aug
24 Sep
24 Oct
24 Labor Force Participation
Timeframe
Labor Force Participation Rate
Data source: Lightcast
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recovery efforts have bolstered the economy, the LFPR remains below pre -pandemic levels, reaching 62.07% as of October 2024 7. This lingering gap reflects the challenges of re-engaging specific population segments, including those who retired early, face skill mismatches, or encounter caregiving responsibilities. Housing affordability and the high cost of living have also driven some workers to relocate to more affordable areas, further impacting labor participation8.
Community feedback from the Jobs First Regional Plan survey highlights several barriers to workforce engagement. Affordable childcare remains a significant challenge, especially for working mothers balancing caregiving with professional responsibilities.
Transportation limitations, particularly for youth, restrict access to job opportunities, while language barriers prevent many non -English speakers from fully integrating into the workforce. Skills gaps and a misalignment between training programs and emplo yer needs further hinder labor force engagement.
9 The rise of the gig economy adds another layer of complexity to labor force trends. While gig work offers flexibility and income opportunities, it can obscure traditional labor participation metrics, as many gig workers do not classify themselves as part o f the conventional workforce. This dual effect highlights the intricate interplay between caregiving, transportation, skills gaps, and other factors shaping labor force participation rates.
T o address these challenges, policymakers and community leaders must prioritize initiatives that enhance workforce engagement. Expanding access to affordable childcare, reliable transportation, language support, and training programs aligned with employer needs will be critical to fostering an inclusive and resilient labor market.
Demographic Shifts
Demographic changes are
reshaping Orange County’s
workforce and economic
demands. Between 2023 and
2030, the county's population
is projected to decline by 3%, decreasing from 3,135,755 to 3,051,981
10. This contraction
reflects broader state-level trends but contrasts with national growth during the same period.
7 Lightcast. Economy Overview. January 2025.https://analyst.lightcast.io/ 8 Orange County Business Council. CERF OC Regional Plan Part 1. Irvine, CA: Orange County Business Council, 2024. https://ocbc.org/wp-content/uploads/2024/10/CERF-OC- Regional-Plan-Part-1.pdf
9 Orange County Business Council, CERF OC Regional Plan Part 1. 10 Lightcast. Populations Demographic Report. January 2025.https://analyst.lightcast.io/ !"#A %C%'()*+,-A./*0 %C'C()*+,-A./*0 NOA0P# 4(NOA0P#
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Aging is one of the most
significant factors
influencing workforce
dynamics. The population
aged 65 and over is
expected to grow
substantially, with the 70–
84 age group increasing by
19% to 31%. This trend
underscores the rising
demand for healthcare and
social assistance services.
Conversely, younger age
cohorts are shrinking, with
notable declines in children
aged 5–9 (-20%) and
young adults aged 30–34 (-
14%)
11. These shifts pose
challenges for maintaining
a strong workforce pipeline in industries such as construction, manufacturing, and technical services, which are already grappling with labor shortages.
Racial and ethnic demographics also reveal
significant shifts between 2023 and 2030. The
White, non-Hispanic population is projected to
experience the largest decline, decreasing by
152,753 individuals (13%) and accounting for
33.42% of the total population in 2030. Similarly,
the White Hispanic population is anticipated to
decline by 17,386 individua ls (2%), representing
31.54% of the population
12. These groups remain
the largest racial and ethnic cohorts, though they
highlight significant changes in Orange County’s
demographic makeup.
In contrast, the Asian, non-Hispanic population is projected to grow significantly, increasing by 69,331 individuals (10%) and comprising 26.05% of the population in 2030.
Other smaller groups, such as those identifying as Two or More Races (Non-Hispanic and Hispanic), are also ex pected to grow, with 10% and 9% increases, respectively. The Black, non-Hispanic population is projected to increase modestly by 5% . At the same time, more minor shifts are noted in other groups, including declines in Native Hawaii an or Pacific Islander and American Indian or Alaskan Native populations
13. Linguistic diversity adds another layer of complexity to Orange County's workforce dynamics. While 53.1% of residents speak only English, 46.9% speak a language other than English at home. Spanish is the most commonly spoken non -English language,
11 Lightcast. Populations Demographic Report.
12 Lightcast. Populations Demographic Report.
13 Lightcast. Populations Demographic Report.
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Accounting for 24.4% of the population, followed by Asian and Pacific Islander languages at 16.1% and other Indo-European languages at 5.1%. A smaller percentage (1.4%) speaks different languages14. These figures highlight the critical need for vocational English as a Second Language (ESL) programs to address language barriers, ensure educational success, and foster economic inclusion.
Gender demographics are balanced, with a slight majority of females (50.54%) projected in 2030. However, male and female populations are expected to decrease by approximately 3%, emphasizing the importance of addressing labor market participation across all groups
15. As demographic shifts reshape the labor market, inclusive workforce strategies become increasingly essential to meet the needs of a diverse and linguistically complex population. Addressing disparities, fostering equitable opportunities for underrepresented groups, and investing in education, training, and retention strategies will be vital to sustaining economic growth and competitiveness in the region.
Overall Industry Employment Trends
Orange County’s labor market continues to expand, with total nonfarm employment reaching 1.72 million by November 2024, reflecting a year-over-year gain of 14,600 jobs (0.9%)
16. Healthcare and social assistance have led this growth, adding 11,900 jobs year over year, driven by the rising demand for health services. Other expanding industries included professional and business services, which added 3,300 jobs year over year, and leisure and hospitality, which gained 2,800 jobs during the same period.
Trade, transportation, and utilities also experienced growth, adding 3,200 jobs year over year, with the retail trade sector accounting for a significant portion of this increase.
Government employment rose modestly, gaining 1,200 jobs year over year, while smaller increases were observed in other services and manufacturing, which added 400 and 500 jobs, respectively
17. Despite these gains, specific industries experienced year-over-year declines.
Construction faced the steepest losses, shedding 2,600 jobs compared to November 2023, while manufacturing also reported a decline of 2,600 jobs over the same period.
The information sector saw a decrease of 900 jobs year -over-year, reflecting ongoing challenges faced by industries heavily influenced by economic shifts, automation, and fluctuating demand
18. Retail and administrative services also continued to adjust to long- term disruptions caused by automation and e-commerce, leading to slower job growth or reductions in these areas. These trends emphasize the need for targeted workforce strategies to support vulnerable industries while fostering growth in robust sectors.
14 U.S. Census Bureau. Orange County, California Profile. Accessed January 2025. https://data.census.gov/profile/Orange_County,_California?g=050XX00US06059. 15 Lightcast. Populations Demographic Report.
16 California Employment Development Department. Monthly Labor Force Data for Orange County. Accessed January 2025. https://labormarketinfo.edd.ca.gov/file/lfmonth/oran$pds.pdf. 17 California Employment Development Department, Monthly Labor Force Data for Orange County. 18 California Employment Development Department, Monthly Labor Force Data for Orange County.
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Building on
these trends,
industries like
healthcare,
professional
services, and
logistics are
expected to
drive growth
through 2030.
Healthcare
and social
assistance
remain at the
forefront of
growth,
reflecting an aging population's ongoing demand for services. This sector, which has already demonstrated significant year-over-year gains, is projected to lead all industries in numeric and percentage growth by the decade's end, reinforcing its critical r ole in the region's economic and social stability.
Professional and business services are similarly positioned for steady expansion, driven by the country’s shift toward a knowledge-based economy and increasing demand for specialized expertise in consulting, technical support, and legal services. Trade, transportation, and utilities, bolstered by the rise of e -commerce and advancements in logistics infrastructure, are expected to remain essential contributors to the labor market.
However, challenges persist for traditional labor -intensive sectors. Manufacturing and construction, which experienced year -over-year declines in 2024, are projected to grow at a slower pace or face potential declines through 2030 due to automation, technological disruptions, and shifting economic priorities. Retail, already heavily impacted by e - commerce trends, is expected to continue adjusting to changing consumer behaviors and increased reliance on automated solutions. Traditional labor-intensive sectors may face slower growth or further declines, necessitating targeted workforce investments in reskilling and upskilling initiatives.
Self-Employment and Private Household Workers
Self-employment and gig work continue to play a pivotal role in Orange County's economy, reflecting national trends and the region's unique economic landscape. As of 2022, Orange County reported approximately 319,630 nonemployer establishments, representing businesses with no paid employees other than the proprietor
19. These
establishments reflect the strong presence of self -employed individuals and sole proprietors who drive innovation and flexibility in the local labor market. Nonemployer establishments are common in industries such as professional and business servi ces, trade, transportation, and utilities and in sectors that benefit from gig and freelance work models.
19 U.S. Census Bureau. QuickFacts: Orange County, California. Accessed January 2025. https://www.census.gov/quickfacts/fact/table/orangecountycalifornia/POP060220. !"#$BC'E)*+CI-
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2020-2030 Industry Sector Employment Projections
Data Source: EDD Industry Employment Projections
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Professional and business services represent the largest share of self -employed individuals in Orange County, aligning with national patterns highlighting the prominence of knowledge-based industries in independent contracting. Locally, self -employment is also significant in trade, transportation, and utilities, supported by the flexibility offered by gig platforms and app-based work. The Orange County Jobs First Regional Plan also highlights the prevalence of self-employed workers than traditional payroll employees in the natural resources sector, which relies heavily on independent contractors for seasonal and project-based work
20. Additionally, post -pandemic trends have contributed to a rise in gig work and entrepreneurial ventures, with an increasing number of individuals registering new businesses or seeking flexible employment opportunities. This expansion is particularly evident in transportation, personal care services, and consulting, which have seen accelerated growth as part of the broader gig economy . 21 Nationally, the gig economy is
projected to generate $455 billion in 2023, reflecting a 53% increase since 202022 Orange County mirrors these trends with a growing share of its workforce engaging in independent or gig-based employment.
Industry Specialization
Understanding how Orange County’s economy stands out starts with the location quotient (LQ) concept. This metric compares the concentration of employment in a particular industry within the county to the national average. An LQ of 1.0 indicates that the industry’s local employment share equals the national average. An LQ above 1.0 means the industry is more concentrated in Orange County, suggesting it plays a larger role in the local economy than it does nationally. For example, an LQ of 1.5 indicates that employment in that industry is 50% higher locally than across the U.S. This analysis helps identify areas where Orange County has a competitive advantage or specialization, providing insight into economic strengths and opportunities.
Orange County’s economy reflects a high degree of specialization in certain industries, with location quotient (LQ) data highlighting sectors where the region has a notably higher concentration of employment than national averages. These specialization areas showcase the county’s labor market's unique strengths and alignment with regional and global economic trends.
The professional and business services sector stands out as a key area of specialization, particularly in architectural and engineering services (LQ: 1.5) and management and technical consulting services (LQ: 1.4). These industries are critical drivers of Orange County’s economy, fueled by the region’s demand for innovative design, engineering expertise, and strategic advisory services. Employment in these sectors is projected to grow by 8.8% and 11.2% over the decade, underscoring their significance in maintaining the county’s competitive edge
23. 20 Orange County Business Council, CERF OC Regional Plan Part 1. 21 McKinsey & Company. What Is the Gig Economy? 2023.
https://www.mckinsey.com/~/media/mckinsey/featured%20insights/mckinsey%20explainers/what%20is%20the%20gig%20economy/what-is-the-gig-economy.pdf. 22 Statista. Projected Gross Volume of the Gig Economy Worldwide from 2018 to 2023. Accessed January 2025.https://www.statista.com/statistics/1034564/gig-economy- projected-gross-volume/.
23 California Employment Development Department. Detailed Industry Data. Accessed January 2025. https://labormarketinfo.edd.ca.gov/Publications/REA-Reports/Detailed- Industry-Data-(ADA%20Compliant).xlsx.
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Manufacturing also plays a central role in Orange County’s economic identity, with notable concentrations in medical equipment and supplies manufacturing (LQ: 4.0), reflecting the county’s position as a hub for advanced medical technology. This sector is p rojected to grow by 10.8% as demand for cutting -edge medical devices expands globally. Similarly, coating, engraving, and heat -treating metals (LQ: 2.3) is another highly specialized manufacturing subsector, emphasizing its role in the county’s advanced ma nufacturing ecosystem despite facing employment challenges24.
The financial activities sector also demonstrates unique strengths, particularly in activities related to credit intermediation (LQ: 2.0) and real estate services (LQ: 1.7). These industries are vital to Orange County’s economic stability, reflecting the r obust financial infrastructure and thriving real estate market
25. In health services, offices of other health practitioners (LQ: 1.8) exemplify the growing demand for specialized healthcare services. Employment in this sector is projected to grow by 14.5%, driven by demographic changes and advancements in healthcare delivery26.
While many specialized industries are thriving, some sectors face challenges. Aerospace product and parts manufacturing (LQ: 1.4) is projected to decline by 19.1%, reflecting reduced demand for traditional manufacturing. Similarly, travel arrangement and reservation services (LQ: 1.2) and other tourism -related industries are experiencing declines as consumer behavior shifts and technology transforms the sector
27. These patterns of specialization reveal opportunities to strengthen workforce development efforts in Orange County. Sectors such as advanced manufacturing, professional services, and healthcare offer pathways for sustainable growth, while retraining and upskilling initiatives can support workers in declining industries. By leveraging its unique strengths, Orange County can remain competitive and resilient in a dynamic economic landscape.
A. Analysis of Employment and Unemployment Data
As of November 2024, Orange County's unemployment rate stood at 4.0%, reflecting a slight decrease from 4.2% in October 2024 but an increase from 3.8% in November 2023.
This rate aligns with the national unemployment rate of 4.0% and remains significantly below California's state rate of 5.3%, emphasizing the county's relative economic strength
28. Unemployment Trends
From 2019 to 2024, unemployment trends in Orange County highlight the economic challenges and recovery from the COVID-19 pandemic. The unemployment rate reached a peak of 8.98% in 2020 before gradually declining to 4.14% in October 2024. While these
24 California Employment Development Department, Detailed Industry Data. 25 California Employment Development Department, Detailed Industry Data. 26 California Employment Development Department, Detailed Industry Data. 27 California Employment Development Department, Detailed Industry Data. 28 California Employment Development Department. Orange County Labor Force and Industry Employment Summary. Anaheim-Santa Ana-Irvine Metropolitan Division, December 2024. https://www.labormarketinfo.edd.ca.gov.
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numbers reflect recovery, they underscore the need to address structural unemployment and labor force participation challenges, which remain below pre -pandemic levels at
62.07%29.
Industry Unemployment
Unemployment in Orange County continues to vary significantly across industries, highlighting an uneven recovery and ongoing structural challenges within the labor market. As of October 2024, the construction and manufacturing sectors are among the hardest hit, with 9% and 14% unemployment rates, respectively. These rates exceed the national averages of 12% for construction and 16% for manufacturing, underscoring vulnerabilities tied to fluctuating demand, supply chain disruptions, and seasonal dependencies
30. Retail trade remains a notable area of concern, reporting a regional unemployment rate of 9%, driven by ongoing shifts in consumer behavior and the growing influence of e - commerce. While this figure is slightly below the national average of 11%, it signals continued challenges in the sector. Accommodation and food services, heavily impacted during the pandemic, have shown some stabilization but still face a regional unemployment rate of 6%, which aligns with the national average. This sector continues
29 Lightcast. Economy Overview.
30 Lightcast. Unemployment by Industry Sector. January 2025.https://analyst.lightcast.io/ 2019 2020 2021 2022 2023 January -
July 2024 Aug-24 Sep-24 Oct-24
Uemplyment Rate 2.82% 8.98% 5.99% 3.21% 3.55% 3.96% 4.54% 4.07% 4.14% 0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
Unemployment Rate
Data Source: Lightcast
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to grapple with rising labor costs and evolving consumer dining preferences.31Meanwhile, health care and social assistance report a moderate unemployment rate of 10%, while educational services stand at 3%, reflecting trends consistent with national averages.
Despite steady demand, these sectors face workforce shortages and mismatch es between labor supply and market needs. Professional, scientific, and technical services, a critical driver of the regional economy, maintains relative stability with an unemployment rate of 5%, lower than the national average of 8%.
32 Occupational Unemployment
As of October 2024, Orange County recorded 65,727 unemployed individuals, with unemployment rates varying significantly across occupational sectors 33. The disparities
31 Lightcast. Unemployment by Industry Sector.
32 Lightcast. Unemployment by Industry Sector.
33 Lightcast. Unemployment by Occupation Sector. January 2025.https://analyst.lightcast.io/ Data Source: Lightcast
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reflect structural challenges, skill mismatches, and broader economic trends impacting specific occupational groups.
Management and office and administrative support occupations report some of the highest unemployment rates at 13%, aligning with the national average for these sectors.
These figures underscore challenges within roles that are often subject to organizational restructuring or automation. Similarly, production occupations face an unemployment rate of 13%, equal to the national rate, reflecting vulnerabilities in manufacturing and supply chain-related roles.
34 Sales and related occupations, with an unemployment rate of 8%, slightly outperform the national average of 9%, demonstrating some resilience despite changes in consumer behavior and retail industry dynamics. Meanwhile, construction and extraction occupations report an 8% unemployment rate, just below the national average of 9%, suggesting a mixed recovery in the construction sector, influenced by seasonal factors and fluctuating demand.
35 In contrast, lower unemployment rates are observed in technical and specialized fields such as healthcare practitioners and technical occupations (2%), community and social service occupations (1%), and legal occupations (1%). These roles benefit from steady or increasing demand, particularly in health care and legal services. Meanwhile, occupations tied to lower -wage service roles, such as food preparation and serving - related occupations (5%) and buildin g and grounds cleaning and maintenance occupations (3%), reflect consistent demand for essential services. 36 Overall, occupational unemployment in Orange County illustrates a dual narrative of resilience in high-demand technical roles and ongoing challenges in industries impacted by automation, economic fluctuations, or shifting consumer preferences. These patter ns emphasize the importance of workforce development initiatives tailored to bridge skill gaps and support individuals in vulnerable occupational sectors.
34 Lightcast. Unemployment by Occupation Sector.
35 Lightcast. Unemployment by Occupation Sector.
36 Lightcast. Unemployment by Occupation Sector.
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Data Source: Lightcast
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Demographic Insights
Unemployment in Orange
County disproportionately
affects specific demographic
groups, with notable
disparities by age, race, and
ethnicity. These trends
highlight inequities in labor
market outcomes and the
need for targeted workforce
strategies.
Workers aged 25–34
accounted for the largest
share of the unemployed
population, comprising
25.95% (17,055 individuals).
This age group reflects a
critical segment of the labor
force, often in transitional career stages or impacted by skill mismatches. Following this, workers aged 35–44 represented 22.45% of the unemployed (14,756 individuals), while the 45–54 age group made up 17.84% (11,724 individuals). Older workers, aged 55 –59 and 60–64, accounted for 9.76% and 8.04%, respectively, indicating challenges for those nearing retirement. The youngest group, under 22, comprised 2.76% of the unemployed, reflecting limited labor market exposure, while those aged 65 and older represented
7.25% of unemployment (4,767 individuals)37.
Racial disparities in
unemployment remain
significant. White workers
constituted the largest share of
unemployed individuals at
59.24% (38,935 individuals),
reflecting their overall
representation in the
workforce. Asian workers
accounted for 25.60% (16,82 8
individuals), while Black or
African American workers
made up 13.64% (8,965
individuals). American Indian or
Alaskan Native workers
experienced the smallest
share, representing 1.52% (999 individuals). No unemployment was recorded for Native Hawaiian or Other Pacific Islander workers during this period
38. 37 Lightcast. Economy Overview.
38 Lightcast. Economy Overview.
Data Source: Lightcast
Data Source: Lightcast
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Ethnic disparities are also evident,
with Hispanic or Latino workers
representing 45.02% (29,591
individuals) of the unemployed
population. Those identifying as not
Hispanic or Latino comprised a
slightly larger share at 54.98%
(36,136 individuals) 39. These
figures suggest potential barriers
for Hispanic or Latino workers to
access stable employment
opportunities.
Orange County's unemployment
analysis underscores the need for
targeted workforce development strategies to address industry -specific challenges and occupational skill gaps. Collaborative efforts between workforce boards, educational institutions, and employers can help mitigate unemployment disparities while preparing the labor force for future opportunities.
B. Analysis of the Educational and Skill Levels of the Workforce, the Current Needs of Employers in the Region, and Relevant Skill Gaps
The county’s extensive public
educational infrastructure
includes nine California
Community Colleges (CCC),
one California State
University (CSU), and one
University of California (UC)
campus. In 2023, these
institutions collectively
supported over 84,491
graduates, with a significant
concentration in liberal arts
and business administration.
40 This data underscores a potential disconnect between the fields in which students are graduating and the region's growing demand for technical skills, suggesting opportunities for stronger alignment between educational programs and workforce needs.
Orange County’s residents demonstrate above -average educational attainment compared to national benchmarks. In 2023, approximately 87% of the population aged 25 or older have earned at least a high school diploma, and 51% hold an associate degree or higher. However, these averages mask significant disparities across racial and ethnic groups. While Orange County boasts impressive overall educational attainment, the
39 Lightcast. Economy Overview.
40 Lightcast. Economy Overview.
Data Source: Lightcast
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Data Source: Lightcast
Orange County Regional Institutions Top Program Completions EXHIBIT 1
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disparities across racial and ethnic groups reveal a more complex story. In 2023, White Non-Hispanic individuals earned the highest number of college degrees, with 558,561 graduates, followed by Asian Non-Hispanic individuals, who earned 335,536 degrees. In contrast, Black and Non-Hispanic individuals earned 19,521 degrees, highlighting a significant gap in representation. Among Hispanic populations, White Hispanic individuals earned 165,339 degrees, while other Hispanic subgroups, such as Black Hispanic (2,673), Asian Hispanic (2,606), and Native Hawaiian or Pacific Islander Hispanic (568), reported far lower numbers.41
Indigenous populations also faced significant disparities, with American Indian or Alaskan Native, non-Hispanic individuals earning only 1,376 degrees and their Hispanic counterparts earning 4,727. Similarly, Native Hawaiian or Pacific Islander, non-Hispanic individuals earned 2,148 degrees, and those identifying as Two or More Races, non - Hispanic, earned 18,277. The disparities become even more apparent among Hispanic individuals in these categories, with only 568 degrees earned by Native Hawaiian or Pacific Islander Hispanic individuals and 3,657 by Two or More Races, Hispanic individuals.
42 These disparities are reflected in the composition of the workforce, particularly in access to middle- and high-skill roles that require postsecondary education or technical certifications. The most popular academic programs in the region, such as Liberal Arts and Sciences (17,925 completions in 2023), Business Administration and Management (7,199 completions), and Psychology (3,161 completions), provide broad-based skills but often do not align directly with specific employer needs in fields like healthcare, logistics, or technology.
43 Current Employer Needs
Orange County employers benefit from a highly educated workforce, yet many struggle to find candidates with the right mix of technical and soft skills to meet labor market demands. Skill gaps persist across key sectors, including healthcare, business, technology, and manufacturing, limiting the region’s ability to fully capitalize on its economic potential.
Employers across Orange County consistently highlight significant skill gaps that hinder their ability to meet business demands, as identified through regional plan stakeholder meetings, business services engagements, and the Jobs First Regional Plan. While job posting data provides critical insights into workforce needs, employer feedback underscores that gaps exist in both technical and soft skills. Industries such as healthcare, technology, and finance report challenges finding candidates proficient in digital literacy, AI-related skills, and industry -specific certifications, such as those required for nursing assistants, bookkeeping, and auditing clerks. Additionally, employers emphasize the growing importance of interpersonal competencies, including com munication, problem- solving, and customer service skills, which are often insufficiently addressed in traditional educational programs. This feedback highlights the need for a more holistic approach to
41 Lightcast. Educational Capital Attainment Snapshot. Accessed January 2025. https://analyst.lightcast.io. 42 Lightcast. Educational Capital Attainment Snapshot
43 Lightcast. Educational Capital Attainment Snapshot
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workforce development that integrates technical expertise with interpersonal skills to prepare candidates for a rapidly evolving labor market.
Orange County's workforce faces both opportunities and challenges in aligning the skills of job seekers with employer demands. Analyzing the demand for specialized, common, and software skills reveals critical insights into the region’s labor market dynamics. While certain skills show a strong alignment between employer needs and job seeker offerings, others highlight significant gaps that could hinder workforce development and economic growth. Addressing these disparities is essential for closing skill gaps and maintaining the region's competitiveness.
Specialized
Skills
Specialized skills
refer to specific
technical or
professional
abilities required
for particular roles
or industries, such
as accounting,
nursing, or project
management.
These skills are
distinct from
general competencies like communication or teamwork and are critical for performing specialized tasks effectively. There is a noticeable mismatch in areas like marketing and project management in the specialized skills category. Marketing is highly represented in job seeker profiles, far exceeding its demand in job postings, while project management shows a more balanced alignment. In contrast, auditing, accounting, and nursing skills appear more frequently in job postings than job seekers' profiles, indicating potential gaps in the workforce supply for these fields. Similarly, warehousing and invoicing are underrepresented in job seekers' profiles despite notable demand in job postings, further highlighting this misalignment.
Common Skills
Common skills refer to general, transferable abilities that are valuable across a wide range of roles and industries, such as communication, leadership, and problem -solving.
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These skills are essential
for workplace success
and are often universally
sought by employers. For
common skills,
communication is
overwhelmingly the most
requested by employers,
appearing in over 30% of
job postings, yet it is
underrepresented in job
seeker profiles.
Customer service and
management show better
alignment between
employer demand and job seeker supply, while leadership and problem-solving skills are more frequently requested in job postings than emphasized in profiles. This suggests opportunities for job seekers to better highlight these competencies. Conversely, sk ills like writing and Microsoft Excel exhibit relatively balanced representation between job postings and profiles, reflecting areas of alignment.
Software Skills
Software skills refer to
the ability to use
specific computer
programs or
applications required
for various tasks
across industries, from
general productivity
tools to specialized
technical platforms. In
this category, Microsoft
Excel is the most
frequently cited skill in
both job postings and
job seeker profiles,
demonstrating strong
alignment. Other widely used software, such as Microsoft Office, Word, and PowerPoint, also show similar trends. However, specialized tools such as SQL, Python, SAP applications, and Salesforce are more commonly requested in job postings than reflected in job seeker profiles. This indicates a potential skills gap in these technical areas that could hinder workforce readiness for roles requiring advanced software expertise.
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Skills Gap Projections
Using machine learning to analyze job postings, employment trends, and historical data, Skill Projections in Analyst by Lightcast offers a two -year outlook on workforce needs, providing valuable insights into the skills employers require most. Identifying rapidly growing and growing projections helps illuminate areas where workforce readiness and employer demands are misaligned. When combined with direct feedback from employers, these projections highlight critical opportunities for targeted workforce development.
Specialized Skills Gaps
Projections show significant growth in specialized skills like automation (30.5%), finance (27.3%), and data analysis (25.8%)Specialized Skills.
44 These trends align with employer
feedback, which emphasizes the increasing importance of these skills in sectors such as technology, finance, and business operations. However, job seeker profiles often lag behind the demand, creating a challenge for indus tries that rely heavily on these competencies.
Other high-growth areas, including accounting (24% growth) and nursing (20.1% growth), reflect persistent needs in healthcare and finance.
45 Employers have consistently
highlighted the difficulty of filling roles requiring these skills, especially as technological and operational demands continue to evolve. Addressing these shortages through targeted training and certification programs will be crucial for aligning the workforce with industry needs.
Specialized Skills Gap Postings % of Total
Postings Profiles
Projected
Skill
Growth
Skill Growth
Relative to Market
Automation 6,823
2% 16,101 31% Rapidly Growing
Restaurant Operation 11,793 3% 12,788 28% Rapidly Growing Finance 15,212 4% 44,097 27% Rapidly Growing
Process Improvement 9,098 2% 35,339 27% Rapidly Growing Computer Science 9,746 3% 5,205 27% Rapidly Growing Data Analysis 9,546 3% 35,589 26% Rapidly Growing New Product Development 8,135 2% 42,107 24% Rapidly Growing Accounting 19,918 5% 53,715 24% Rapidly Growing Continuous Improvement Process 8,487 2% 14,142 23% Rapidly Growing Caregiving 5,907 2% 4,292 23% Rapidly Growing Marketing 26,097 7% 130,872 23% Rapidly Growing Customer Relationship Management 10,842 3% 36,736 22% Rapidly Growing Auditing 20,133 5% 36,308 22% Rapidly Growing
Cash Register 6,099 2% 5,793 21% Rapidly Growing Accounts Receivable 5,917 2% 19,179 21% Rapidly Growing Nursing 18,115 5% 7,941 20% Rapidly Growing
Financial Statements 8,238 2% 22,338 20% Rapidly Growing Billing 12,222 3% 17,115 20% Rapidly Growing
44 Lightcast. Job Postings Analysis Tool. Accessed January 15, 2025. https://analyst.lightcast.io 45 Lightcast, Job Postings Analysis Tool.
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Project Management 24,577 7% 104,633 20% Rapidly Growing Purchasing 9,653 3% 31,286 20% Rapidly Growing Nursing Care 6,140 2% - 19% Growing
Sales Prospecting 8,351 2% 10,335 19% Growing Administrative Support 7,217 2% 10,875 19% Growing Workflow Management 11,018 3% 15,903 18% Growing Product Knowledge 9,071 2% 6,192 18% Growing Infection Control 5,493 1% - 17% Growing
Office Equipment 7,961 2% 2,012 17% Growing
Invoicing 13,228 4% 21,731 16% Growing
Key Performance Indicators (KPIs) 8,228 2% 9,343 16% Growing Merchandising 19,515 5% 28,804 15% Growing
General Mathematics 8,122 2% - 15% Growing Procurement 5,871 2% 14,412 14% Growing
Front Office 5,432 1% 6,600 14% Growing
Housekeeping 8,759 2% 2,174 13% Growing
Warehousing 12,849 3% 14,836 13% Growing
Inventory Management 9,863 3% 26,648 13% Growing Medical Records 9,110 2% 8,339 13% Growing Food Safety And Sanitation 6,051 2% 4,374 12% Growing Medical Terminology 7,153 2% 4,198 11% Growing Construction 8,359 2% 20,587 11% Growing
Standard Operating Procedure 5,986 2% 3,509 10% Growing Cash Handling 6,597 2% 4,035 9% Growing
Data Source: Lightcast
Common Skills Gaps
The demand for common skills is projected to grow significantly, particularly for critical thinking (23.4%), innovation (25.8%), and self -motivation (22.7%). Despite being frequently mentioned by employers as essential, these skills remain underrepresented in job seeker profiles. Employers have emphasized that these competencies are critical for adaptability and problem -solving in dynamic work environments, yet they are often insufficiently integrated into traditional education and training programs.
The projected growth of skills like prioritization and troubleshooting, exceeding 20%, reinforces the importance of developing workforce training programs that prepare candidates to meet these demands. Employer feedback has consistently underscored the need for candidates who can combine technical expertise with these essential workplace competencies.
Common Skills Gap Postings
% of
Total
Postings
Profiles
% of
Total
Profil
es
Projected
Skill
Growth
Skill Growth
Relative to
Market
Microsoft PowerPoint 18,299 5% 74,729 6% 26.10% Rapidly Growing Innovation 13,539 4% 37,661 3% 25.80% Rapidly Growing Microsoft Outlook 21,253 6% 28,244 2% 25.00% Rapidly Growing Critical Thinking 11,643 3% 10,148 1% 23.40% Rapidly Growing
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Common Skills Gap Postings
% of
Total
Postings
Profiles
% of
Total
Profil
es
Projected
Skill
Growth
Skill Growth
Relative to
Market
Together Presentations 21,176 6% 29,192 3% 23.00% Rapidly Growing Self-Motivation 24,089 7% 2,885 0% 22.70% Rapidly Growing Prioritization 20,759 6% 4,389 0% 20.50% Rapidly Growing Mathematics 15,463 4% 10,139 1% 20.20% Rapidly Growing Filing 11,649 3% 14,342 1% 20.20% Rapidly
Growing Troubleshooting (Problem
Solving)
18,612
5%
24,582
2% 19.00% Growing
Teaching 16,168 4% 44,891 4% 18.80% Growing
Accountability 11,178 3% 7,726 1% 18.70% Growing
Microsoft Office 33,168 9% 120,839 11% 18.50% Growing Multitasking 30,833 8% 10,831 1% 18.40% Growing
Positivity 12,348 3% 1,705 0% 18.40% Growing
Ethical Standards And
Conduct
13,624
4%
6,042
1% 18.30% Growing
Microsoft Excel 36,798 10% 108,987 9% 17.70% Growing Good Driving Record 11,020 3% 56 0% 17.30% Growing
Research 26,200 7% 100,271 9% 17.20% Growing
Teamwork 18,632 5% 40,833 4% 16.50% Growing
Mentorship 11,375 3% 16,229 1% 16.50% Growing
Budgeting 10,555 3% 32,106 3% 16.50% Growing
Scheduling 24,058 7% 26,315 2% 16.40% Growing
Coaching 14,118 4% 30,337 3% 16.40% Growing
English Language 32,707 9% 23,820 2% 15.30% Growing Professionalism 24,296 7% 5,467 0% 15.10% Growing
Coordinating 28,149 8% 27,803 2% 14.70% Growing
Time Management 25,606 7% 42,538 4% 14.50% Growing
Organizational Skills 30,271 8% 10,981 1% 14.30% Growing Administrative Functions 12,385 3% 7,916 1% 13.60% Growing Decision Making 13,522 4% 7,747 1% 13.50% Growing
Ability To Meet Deadlines 11,932 3% 2,783 0% 12.80% Growing Interpersonal
Communications
33,066
9%
12,349
1% 12.50% Growing
Multilingualism 16,387 4% 7,080 1% 12.00% Growing
Writing 40,915 11% 26,986 2% 11.80% Growing
Problem Solving 46,519 13% 30,567 3% 11.30% Growing Cleanliness 15,242 4% 4,214 0% 11.10% Growing
Planning 35,105 10% 47,976 4% 10.90% Growing
Lifting Ability 24,826 7% 262 0% 10.60% Growing
Data Source: Lightcast
Software Skills Gaps
Software skills continue to show rapid growth, with tools like Microsoft Azure (28.9%), Salesforce (24.7%), and Python (24.5%) leading the way in Software Skills. Employers have identified a gap in advanced technical proficiencies, particularly in emerging technologies critical to data management, project coordination, and business intelligence.
While foundational tools like Microsoft Excel, PowerPoint, and Outlook show strong alignment with job seeker profiles, newer platforms such as JIRA (24.1%), Tableau EXHIBIT 1
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(20.8%), and SAP applications (21.6%) highlight evolving workforce needs. The increasing demand for these specialized tools underscores the importance of upskilling programs and industry partnerships to ensure workers are equipped for roles in rapidly changing technological environments.
Software Skills Postings
% of
Total
Postings Profiles
% of
Total
Profiles
Projected
Skill
Growth
Skill Growth Relative
to Market
Microsoft Azure 2,262 1% 3,534 0% 28.90% Rapidly Growing Microsoft PowerPoint 18,299 5% 74,729 6% 26.10% Rapidly Growing Dashboard 2,509 1% 5,229 0% 25.30% Rapidly Growing
Microsoft Outlook 21,253 6% 28,244 2% 25.00% Rapidly Growing Salesforce 4,428 1% 18,841 2% 24.70% Rapidly Growing
Python (Programming Language) 4,756 1% 16,593 1% 24.50% Rapidly Growing Microsoft Office 365 1,295 0% 2,511 0% 24.20% Rapidly Growing JIRA 2,252 1% 5,860 1% 24.10% Rapidly Growing
SolidWorks (CAD) 1,411 0% 8,542 1% 24.10% Rapidly Growing Amazon Web Services 3,125 1% 6,947 1% 24.00% Rapidly Growing Operating Systems 3,302 1% 7,463 1% 22.60% Rapidly Growing Spreadsheets 6,760 2% 7,842 1% 22.20% Rapidly Growing SAP Applications 4,700 1% 10,302 1% 21.60% Rapidly Growing Cascading Style Sheets (CSS) 1,292 0% 10,568 1% 21.40% Rapidly Growing Tableau (Business Intelligence
Software) 1,719 0%
4,951
0% 20.80% Rapidly Growing
Accounting Software 2,496 1% 2,769 0% 20.50% Rapidly Growing Power BI 1,995 1% 2,826 0% 20.40% Rapidly Growing
R (Programming Language) 1,400 0% 4,785 0% 20.30% Rapidly Growing Google Workspace 2,385 1% 2,430 0% 18.80% Growing
JavaScript (Programming Language) 2,299 1% 14,713 1% 18.60% Growing Microsoft Office 33,168 9% 120,839 11% 18.50% Growing Autodesk Revit 1,295 0% 2,868 0% 18.30% Growing
Microsoft Excel 36,798 10% 108,987 9% 17.70% Growing
Java (Programming Language) 2,156 1% 15,648 1% 17.40% Growing AutoCAD 3,064 1% 13,176 1% 16.90% Growing
Microsoft Teams 1,253 0% 1,288 0% 16.80% Growing
Epic EMR 2,089 1% 2,059 0% 16.40% Growing
C# (Programming Language) 1,569 0% 8,833 1% 16.10% Growing Human Resources Information
System (HRIS) 1,740 0%
4,422
0% 14.60% Growing
Database Systems 1,247 0% 1,209 0% 13.60% Growing
Zoom (Video Conferencing Tool) 1,596 0% 2,146 0% 13.10% Growing Inventory Management System 1,395 0% 1,377 0% 12.00% Growing Software Systems 1,816 0% 1,272 0% 11.90% Growing
Adobe Illustrator 1,771 0% 14,598 1% 11.50% Growing
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Skills Postings
% of
Total
Postings
17,801
% of
Total
Profiles
Projected
Skill
Growth
Skill Growth Relative
to Market
HyperText Markup Language
(HTML) 1,655 0%
4,960
2% 11.40% Growing
Git (Version Control System) 1,350 0% 12,201 0% 11.40% Growing QuickBooks (Accounting Software) 2,392 1% 11,768 1% 10.90% Growing C (Programming Language) 1,647 0% 14,819 1% 10.10% Growing C++ (Programming Language) 2,219 1% 31,629 1% 10.00% Growing Adobe Photoshop 2,155 1% 7,206 3% 9.60% Growing
Application Programming Interface
(API) 2,421 1%
1,288
1% 9.50% Growing
Customer Relationship
Management (CRM) Software 1,563 0%
10,770
0% 9.50% Growing
Linux 1,985 1% 3,534 1% 8.90% Growing
Data Source: Lightcast
The insights from Skills Projections and employer feedback highlight the need for a coordinated approach to workforce development. Expanding access to training in high - growth skills while integrating critical workplace competencies into education and professional development programs will be key to addressing these gaps. By aligning workforce strategies with projected demands, Orange County can ensure its labor market remains competitive and prepared for future challenges.
C. Analysis of Industries and Occupations with Existing and Emerging Demand Emerging industries and occupations represent dynamic opportunities within Orange County’s economic landscape. These sectors are driven by technological advancements, changes in consumer behavior, and evolving regulatory environments. While some industries are at the forefront of innovation, others are experiencing steady growth fueled by regional competitiveness and rising demand. Together, they highlight areas where workforce development and strategic investments can help build a stronger, more resilient economy.
To identify these high-potential industries and occupations, we employed a comprehensive, data-driven approach:
• Emerging Innovation-Driven Industries (Future Growth Sectors): These industries are projected to define the next decade of economic expansion. Though their current presence in Orange County may be limited, they are poised for rapid growth due to advancements in technology, global trends, and policy incentives. • Emerging Data-Driven Industries (Growing in Orange County Now): These industries are experiencing strong job growth and increasing regional specialization, as evidenced by upward trends in metrics like location quotient (LQ) and competitive effect. These trends underscore their importance to the region’s future economic success.
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Through this lens, we analyze both current and future opportunities, focusing on sectors poised to reshape the workforce landscape. By combining location quotient analysis with job growth rates and competitive effect, we provide a forward -looking perspective that bridges today’s growth trends with tomorrow’s opportunities.
1. Emerging Innovation-Driven Industries (Future Growth Sectors) Innovation-driven industries are expected to shape the next wave of economic growth.
Technological breakthroughs, policy shifts, and rising national and global demand propel these sectors. Examples include renewable energy, cybersecurity, and biotechnology, which offer substantial potential for workforce development.
Industry Growth Drivers Workforce Implications
Renewable Energy &
Green Technologies
Government incentives, clean
energy mandates, climate policy
Increased demand for solar PV
installers, wind turbine technicians,
energy analysts
Cybersecurity & AI -
Driven Technologies
Rising cyber threats, AI
adoption, regulatory compliance
High demand for cybersecurity
engineers, AI strategists, cloud
security specialists
Biotech & Life Sciences
Advances in genomics,
pharmaceutical R&D,
personalized medicine
Growth in biomedical engineering,
genetic counseling, clinical research
data analysis
Smart Infrastructure &
Urban Mobility
Smart cities, IoT-connected
urban systems, green
construction
Demand for smart grid engineers,
urban mobility planners, EV
infrastructure specialists
Autonomous
Transportation & Electric
Vehicles
Expansion of EV technology,
state emissions mandates
Demand for EV mechanics,
automation engineers, battery
specialists
Key Insights:
• Investment in STEM education and technical certifications is essential to prepare workers for biotech, AI, and cybersecurity careers.
• Public-private partnerships in renewable energy and smart infrastructure will help build career pathways in sustainability-focused industries. • Increased digital literacy and automation training will be needed to support the transition to AI-integrated workplaces.
2. Emerging Data-Driven Industries (Growing in Orange County Now) Emerging industries and occupations represent dynamic opportunities within Orange County’s economic landscape. These sectors are driven by technological advancements, changes in consumer behavior, and evolving regulatory environments. While some industries are at the forefront of innovation, others are experiencing steady growth fueled by regional competitiveness and rising demand. Together, they highlight areas where workforce development and strategic investments can help build a stronger, more resilient economy.
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These industries were identified as emerging using a thorough analysis of 3-digit NAICS codes. The selection criteria focused on industries with a location quotient (LQ) that increased between 2019 and 2024 but remained below 1.2, signaling growing regiona l specialization. Additionally, industries were filtered to include those with a competitive effect greater than 1, meaning they outperformed national trends due to regional strengths. To ensure significant economic impact, the analysis also considered industries with job growth exceeding 10% and total employment of more than 1,000 jobs in 2024. 46 Key highlights include:
• Ambulatory Health Care Services experienced significant job growth, adding 14,792 jobs (15% growth) from 2019 to 2024, driven by the rising demand for outpatient care. This industry’s competitive effect of 1,254 underscores its regional strength in meeting healthcare needs.47
• Transportation Equipment Manufacturing grew by 25%, adding 3,751 jobs, with a notable competitive effect of 3,011. This growth reflects Orange County’s advancements in manufacturing capabilities and its ability to respond to regional and national transportation needs.48
• Couriers and Messengers saw remarkable growth, increasing by 64% and adding 4,688 jobs. This expansion was fueled by the growth of e -commerce and showed a competitive effect of 1,450, highlighting the region’s adaptability in logistics.
49 • Nursing and Residential Care Facilities demonstrated steady growth, with a 5% increase in jobs (1,340 new positions) and a competitive effect of 2,634. This reflects the rising demand for long-term care services in an aging population.50 Additional industries driving growth include Beverage and Tobacco Product Manufacturing (+30% job growth), Utilities (+14%), and Air Transportation (+24%). These industries collectively illustrate Orange County’s evolving economic landscape, where regional strengths align with emerging national trends. 51 NAICS Description 2019
Jobs
2024
Jobs
2019 -
2024
Change
2019 -
2024 %
Change
Competitive
Effect
2019
LQ
2024
LQ
621 Ambulatory Health Care
Services 98,777 113,569 14,792 15% 1,254 1.09 1.15
624 Social Assistance 50,344 61,598 11,253 22% 5,058 1.00 1.14 336 Transportation Equipment
Manufacturing 15,054 18,805 3,751 25% 3,011 0.77 0.96
611 Educational Services 40,189 43,531 3,342 8% 1,659 0.85 0.93 492 Couriers and Messengers 7,285 11,973 4,688 64% 1,450 0.73 0.87 485 Transit and Ground
Passenger Transportation 6,177 6,273 96 2% 607 0.75 0.87 623 Nursing and Residential
Care Facilities 28,177 29,516 1,340 5% 2,634 0.74 0.86
46 Lightcast. Industry Analysis Tool. Accessed January 2025. https://analyst.lightcast.io 47 Lightcast, Industry Analysis Tool.
48 Lightcast, Industry Analysis Tool.
49 Lightcast, Industry Analysis Tool.
50 Lightcast, Industry Analysis Tool.
51 Lightcast, Industry Analysis Tool.
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NAICS Description 2019
Jobs
2024
Jobs
2019 -
2024
Change
2019 -
2024 %
Change
Competitive
Effect
2019
LQ
2024
LQ
519
Web Search Portals,
Libraries, Archives, and
Other Information
Services
1,025 1,634 610 59% 360 0.55 0.74
312 Beverage and Tobacco
Product Manufacturing 2,124 2,758 634 30% 163 0.65 0.72 622 Hospitals 33,389 36,355 2,966 9% 1,421 0.58 0.63
221 Utilities 2,980 3,392 412 14% 202 0.48 0.54
457 Gasoline Stations and
Fuel Dealers 5,033 5,828 795 16% 593 0.44 0.51
481 Air Transportation 1,114 1,386 273 24% 136 0.19 0.22 484 Truck Transportation 6,490 7,330 840 13% 483 0.33 0.37 Data Source: Lightcast
Emerging Occupations with Regional Demand
Emerging occupations are closely tied to the industries experiencing rapid growth in Orange County. These roles address key workforce needs in healthcare, logistics, and transportation, reflecting the impact of technological advancements, demographic changes, and regional economic strengths.
Key highlights include:
• Home Health and Personal Care Aides added 12,921 jobs, representing 22% growth from 2019 to 2024. This occupation has a competitive effect of 6,873, with an LQ increase from 0.96 to 1.11, signaling rising regional demand driven by an aging population.
52 • Healthcare Diagnosing or Treating Practitioners grew by 17%, adding 9,386 jobs. With a competitive effect of 3,208, this occupation supports the expanding need for specialized medical services, reflecting Orange County’s emphasis on healthcare access.
53 • Supervisors of Transportation and Material Moving Workers added 1,936 jobs, growing by 49%. Its competitive effect of 710 and LQ increase from 0.74 to
0.88 highlight the growing importance of logistics and supply chain management in the region.54
SOC Description 2019
Jobs
2024
Jobs
2019 -
2024 %
Change
Median
Hourly
Earnings
Competitive
Effect
2019
LQ
2024
LQ
31-1100
Home Health and Personal
Care Aides; and Nursing
Assistants, Orderlies, and
Psychiatric Aides
57,941 70,862 22% $15.57 6,873 0.96 1.11
29-1000 Healthcare Diagnosing or
Treating Practitioners 54,875 64,261 17% $62.72 3,208 0.81 0.89 53-3000 Motor Vehicle Operators 34,768 40,304 16% $22.72 3,496 0.65 0.74
52 Lightcast. Occupational Analysis Tool. Accessed January 2025. https://analyst.lightcast.io 53 Lightcast. Occupational Analysis Tool.
54 Lightcast. Occupational Analysis Tool.
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SOC Description 2019
Jobs
2024
Jobs
2019 -
2024 %
Change
Median
Hourly
Earnings
Competitive
Effect
2019
LQ
2024
LQ
21-1000
Counselors, Social Workers,
and Other Community and
Social Service Specialists
26,568 31,422 18% $27.30 1,974 1.01 1.12
29-2000 Health Technologists and
Technicians 26,431 30,547 16% $30.96 2,587 0.78 0.89
33-9000 Other Protective Service
Workers 19,357 22,510 16% $18.61 1,916 1.03 1.18
53-1000 Supervisors of Transportation
and Material Moving Workers 3,926 5,862 49% $28.95 710 0.74 0.88 49-1000
Supervisors of Installation,
Maintenance, and Repair
Workers
3,832 5,373 40% $40.65 695 0.66 0.80
37-1000
Supervisors of Building and
Grounds Cleaning and
Maintenance Workers
4,045 4,875 21% $24.68 315 1.01 1.13
19-3000 Social Scientists and Related
Workers 3,763 4,599 22% $50.32 273 1.02 1.14
39-2000 Animal Care and Service
Workers 2,832 3,746 32% $15.81 130 0.75 0.81
33-1000 Supervisors of Protective
Service Workers 1,449 2,185 51% $46.81 552 0.39 0.54
19-5000 Occupational Health and Safety
Specialists and Technicians 1,408 1,943 38% $53.73 45 1.10 1.18 53-2000 Air Transportation Workers 1,103 1,373 24% $60.32 119 0.28 0.32 39-4000 Funeral Service Workers 269 441 64% $18.89 170 0.35 0.59 53-4000 Rail Transportation Workers 268 322 20% $27.18 13 0.20 0.22 Data Source: Lightcast
Key Insights:
• Investment in caregiving, logistics, and healthcare training programs is critical to meet workforce demand in these growing occupations.
• Aligning educational resources and partnerships with employer needs will support sustained job growth in these sectors.
III. REGIONAL INDICATORS
The California Workforce Development Board has established Regional Indicators to assess coordination and measure progress within California’s 15 Regional Planning Units (RPUs). These indicators track processes and activities that support regional workforc e alignment with industry needs.
Each RPU must establish objective metrics associated with at least two or more of the following four Regional Indicators:
• Indicator A: The region has a process to communicate industry workforce needs to supply-side partners.
• Indicator B: The region has policies supporting equity and strives to improve job quality.
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• Indicator C: The region has shared target populations of emphasis. • Indicator D: The region deploys shared/pooled resources to provide services, training, and education to meet target population needs.
A. Regional Indicator and Associated Outcomes and Metrics
Indicator A: The Region Has a Process to Communicate Industry Workforce Needs to Supply-Side Partners
Members of the three Workforce Development Boards (WDBs) that comprise the Orange RPU have retained Indicator A, which focuses on aligning supply and demand in key regional sectors and occupations. This requires workforce boards to understand employer demands such as skills, competencies, and the number of available positions. Aligning industry workforce needs with supply-side training and education ensures a strong talent pipeline and promotes economic growth in the region.
In alignment with Regional Plan Implementation (RPI) grants, the following outcomes, strategies, and metrics have been established.
Outcomes and Metrics
Outcome 1: Region has developed benchmarks and measurements to track improvement in the number of individuals placed in jobs that align with the sectors and occupations emphasized in the Regional Plan.
Strategies
1. Identify at least two high-demand job classifications per target sector.
2. Capture and document job openings in these classifications.
3. Broadcast job openings via a regional website and direct engagement.
4. Track enrollments in training for demand occupations in CalJOBS.
5. Monitor placements made by system partners using CalJOBS.
6. Measure year-over-year increases in placements, incorporating data from non - CalJOBS users over time.
Metrics
1. Job Classifications Tracked for Supply-Side Partners: The region will track at least two in -demand job classifications per target sector to assess workforce needs, ensuring alignment with industry demand.
2. Demand Job Openings Tracked: The annual count of job openings in selected classifications to measure workforce demand.
3. Demand Jobs Communicated to Supply -Side Partners: The number of job openings shared to measure effective communication with partners.
4. Individuals Trained for Demand Jobs: The number of individuals enrolled in sector- specific training as reported in CalJOBS.
5. Individuals Placed in Target Sector Jobs: The number of individuals secured in demand jobs within target sectors, as reported in CalJOBS.
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Outcome 2: Region has developed benchmarks and methods to track workforce partner professional development training on priority sectors and industry workforce needs.
Strategies
1. Distribute monthly labor market updates from EDD to workforce partners.
2. Conduct professional development sessions on priority sector workforce needs.
3. Develop regional training reports on target industry trends.
4. Track workforce partner participation in professional development.
5. Survey training effectiveness and knowledge retention among workforce partners.
Metrics
1. Information Sharing: 100% of scheduled monthly labor market updates are distributed to partners.
2. Training Sessions: Number of professional development sessions conducted annually.
3. Training Participation: Total number of WIOA-funded staff and workforce system representatives attending training.
4. Knowledge Application: At least 80% of training participants report the ability to apply information learned in their work.
Indicator C: The Region Has Shared Target Populations of Emphasis This indicator supports the prioritization of specific populations to ensure equitable access to workforce services and tailored support that addresses their unique challenges. The Orange RPU has chosen to focus on the reentry population —individuals transitioning from incarceration—to promote their successful reintegration into the workforce and economic stability.
Outcome 1: Develop Benchmarks and Systems to Support Equitable Access for the Reentry Population
Strategies to be used to achieve this outcome will include, but are not limited to, the following:
• Identify specific barriers the reentry population faces and design targeted interventions to address them.
• Establish partnerships with correctional facilities, community-based organizations, and employers to provide a coordinated support network. • Work with education partners to develop and implement training programs tailored to the reentry population, focusing on skill-building for high-demand sectors.
Metrics:
• Percentage of reentry population participants enrolled in workforce programs. • Retention rate of reentry population participants in training programs.
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• Number of partnerships established to support reentry population workforce integration.
• Job placement rate for reentry population participants in high -demand occupations.
Outcome 2: Ensure Pathways to Sustainable Employment for the Reentry Population
Strategies to be used to achieve this outcome will include, but are not limited to, the following:
• Work with employers to develop and promote fair hiring practices for the reentry population.
• Identify and support work-based learning opportunities. • Track wage progression for reentry population participants to ensure economic mobility.
Metrics:
• Percentage of reentry population participants placed in jobs paying self -sufficient wages.
• Number of employers engaged in fair hiring practices for the reentry population. • Retention rate of reentry population participants in employment.
B. Assessment of Impacts, Lessons Learned, and Progress on Tracking and Evaluating Indicator A
A core focus of Indicator A has been to improve how industry workforce needs are communicated to supply -side partners, ensuring that training programs remain aligned with employer demands. Over the past planning cycle, workforce system partners have enhanced professional development, employer engagement, and data -sharing efforts to support this goal. While progress has been made, ongoing challenges remain in fully integrating sector strategies across K -12 and community college systems and establishing seamless data-sharing agreements.
Workforce staff, particularly those at America’s Job Centers of California (AJCCs), have deepened their understanding of regional priority sectors through ongoing labor market information updates and targeted industry training sessions. This increased know ledge has allowed staff to provide more informed career guidance, improve job seeker referrals, and better align training recommendations with industry demand.
Collaboration with K -12 and community colleges remains an area of focus, as aligning curriculum with workforce needs requires continuous coordination across multiple education and industry partners. While efforts have been made to define pathways into high-demand industries, bridging the gap between education and employment remains a complex process requiring sustained engagement.
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Efforts to strengthen information sharing have included discussions on data -sharing agreements with community college partners, which would enable a more comprehensive understanding of training outcomes and employment placements. However, navigating legal and logistical challenges associated with these agreements requires continued exploration.
Employers have been more engaged in workforce planning efforts, providing insights into hiring trends, skill gaps, and emerging industry needs. This input has helped refine training priorities and job placement strategies, ensuring that workforce services remain responsive to regional labor demands. Additionally, workforce boards have focused on improving employer outreach, making it easier for businesses to connect with job seekers and access workforce resources.
Although there are still areas for improvement, these efforts have laid the foundation for a more data-driven and industry-aligned workforce system. Continued collaboration with education partners, enhanced employer engagement, and progress in data -sharing initiatives will be key to further strengthening the region’s ability to meet workforce needs.
IV. FOSTERING DEMAND-DRIVEN SKILLS ATTAINMENT
As Orange County evolves, equipping job seekers with the right skills to meet the needs of growing industries is more important than ever. The region’s workforce development strategy is designed to adapt to historical economic trends and respond to emerging labor market shifts by aligning education and training programs with real -time industry demands. To achieve this, workforce boards and education partn ers must collaborate closely with employers to ensure workers acquire the skills needed for sustainable, well- paying careers while supporting the region’s key economic drivers.
A critical mechanism for aligning workforce training with industry needs is the identification of in-demand industry sectors and occupations. Orange County boasts a strong economic foundation, with industries such as healthcare, technology, manufacturing, and tourism playing central roles in employment and regional growth.
However, shifting labor trends, rapid technological advancements, and evolving workforce demands require reevaluating the region’s priorities to ensure continued economic vitality over the next four years.
A. In-Demand Industry Sectors for the Region
The Orange County Center of
Excellence (OC COE), through
its work on the Orange County
Sector Analysis Project,
identified eight priority industry
sectors based on a
comprehensive analysis of labor
market data, including job
growth projections, wage levels ,
and alignment with local
Sectors Community
Colleges
Orange
RPU
Advanced Manufacturing ü ü
Advanced Transportation & Logistics ü
Life Sciences/Biotech ü
Business and Entrepreneurship ü
Energy, Construction, and Utilities ü ü
Healthcare ü ü
ICT/Digital Media ü ü
Retail, Hospitality, & Tourism ü ü
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education and workforce initiatives. While recognizing the importance of all eight sectors, the region’s workforce boards will continue to focus on four key sectors —Advanced Manufacturing, Health, ICT/Digital Media, and Retail, Hospitality, and Tourism —while expanding efforts to include Energy, Construction, and Utilities as a fifth priority sector.
This expanded focus reflects the increasing demand and opportunities within the green economy and infrastructure-related fields.
Although these five sectors will serve as the primary focus, the workforce boards will continue to support initiatives in the remaining sectors to ensure the workforce system addresses the diverse needs of Orange County’s economy. The following sections wi ll explore the economic significance and workforce potential of Advanced Manufacturing, Advanced Transportation and Logistics, Energy, Construction, and Utilities, Health, and ICT/Digital Media, providing insights into their current landscape and future opportunities.
Healthcare
The Healthcare sector is one of Orange County's most vital and rapidly expanding industries, driven by an aging population, increased healthcare access, and advancements in medical technology. As of 2022, this sector accounted for 213,359 jobs, representing 12% of total employment in the region. By 2027, healthcare employment is projected to grow by 15%, adding 32,605 new jobs and generating 30,724 annual openings.
55 • Key Occupations: Home Health and Personal Care Aides, Registered Nurses, and Medical Assistants are among the most in-demand roles in the sector.56 • Median Wages: Key roles offer competitive compensation, with Registered Nurses earning a median hourly wage of $60.39 and Medical Assistants earning $19.26.
57 • Growth Drivers: Increased demand for eldercare services, technological innovations like telehealth, and expanded healthcare facilities are fueling sector growth.
58 Approximately 85% of annual job openings in the Healthcare sector are for middle -skill occupations, such as Medical Assistants and Nursing Assistants, which typically require certifications or short-term training programs. Above-middle-skill roles, including Registered Nurses and Clinical Laboratory Technologists, account for 13% of openings and often require bachelor’s degrees or higher. Below -middle-skill roles make up the remaining 2%, offering entry -level opportunities in the sector. These diverse caree r pathways ensure that the Healthcare sector provides accessible options for a wide range of job seekers, from those entering the workforce to highly specialized professionals. 59 55 Centers of Excellence for Labor Market Research. Orange County Sector Profile: Health. July 2024. https://coeccc.net/orange-county/2024/07/oc-sector-profile-health/. 56 Centers of Excellence for Labor Market Research. Orange County Sector Profile: Supplemental Appendices – Health. July 2024. https://coeccc.net/orange-county/2024/07/oc- sector-profile-supplemental-appendices-health/.
57 Centers of Excellence for Labor Market Research, Orange County Sector Profile: Supplemental Appendices – Health. 58 Centers of Excellence for Labor Market Research, Orange County Sector Profile: Health. 59 Centers of Excellence for Labor Market Research, Orange County Sector Profile: Health.
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The sector’s workforce initiatives prioritize addressing skill gaps and expanding opportunities for underrepresented populations. Training programs focus on creating pathways from entry-level positions to advanced healthcare careers.
Advanced Manufacturing
Advanced Manufacturing plays a pivotal role in Orange County’s economy, leveraging cutting-edge technology to produce high -value goods across industries such as aerospace, medical devices, and automotive. In 2022, the sector accounted for 111,821 jobs, representing 6% of total regional employment. While projected growth is modest at 1% through 2027, this sector remains vital, generating over 13,000 annual job openings. 60 • Key Occupations: Industrial Engineers, CNC Machinists, and Electrical Engineers.61
• Median Wages: Ranges from $30.10 to $45.85 per hour for core roles.62 • Growth Drivers: Innovation in advanced materials, robotics, and automation.63
Approximately 57% of annual openings in the Advanced Manufacturing sector are for below-middle-skill occupations, such as Assemblers and Machine Operators, which require limited training. 35% of openings are for middle-skill roles, including CNC Machinists and Maintenance Workers, requiring certifications or associate degrees. 8% of openings are for above-middle-skill roles, such as Industrial Engineers and Mechanical Engineers, which demand advanced education and technical expertise. 64 The sector’s workforce development efforts focus on aligning training programs with employer needs, particularly in automation, robotics, and advanced materials.
Partnerships with community colleges and apprenticeship programs are critical in developing a pipeline of skilled workers.
Information and Communication Technologies and Digital Media
The Information and Communication Technologies (ICT) and Digital Media sector is a key driver of innovation and economic activity in Orange County. In 2022, this sector accounted for 89,656 jobs, representing 5% of all employment in the region. By 2027, employment in this sector is projected to grow by 6%, adding an additional 5,681 jobs and creating approximately 8,544 annual openings, including new and replacement positions.
65 60 Centers of Excellence for Labor Market Research. Orange County Sector Profile: Advanced Manufacturing. October 2024. https://coeccc.net/orange-county/2024/10/oc-sector- profile-advanced-manufacturing/.
61 Centers of Excellence for Labor Market Research. Orange County Sector Profile: Supplemental Appendices – Advanced Manufacturing. October 2024. https://coeccc.net/orange-county/2024/10/oc-sector-profile-supplemental-appendices-advanced-manufacturing/. 62 Centers of Excellence for Labor Market Research, Orange County Sector Profile: Supplemental Appendices – Advanced Manufacturing. 63 Centers of Excellence for Labor Market Research, Orange County Sector Profile: Advanced Manufacturing. 64 Centers of Excellence for Labor Market Research, Orange County Sector Profile: Advanced Manufacturing. 65 Centers of Excellence for Labor Market Research. Orange County Sector Profile: Information and Communication Technologies (ICT)/Digital Media. July 2024. https://coeccc.net/orange-county/2024/07/oc-sector-profile-information-and-communication-technologies-ict-digital-media/.
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• Key Occupations: Software Developers, Computer User Support Specialists, and Information Security Analysts are among the most in-demand roles, reflecting the sector's reliance on a highly skilled workforce.66
• Median Wages: Wages in the sector range widely depending on the skill level.
Software Developers, a high-demand role, earn a median hourly wage of $64.14, while Computer User Support Specialists earn a median of $31.11.67 • Growth Drivers: The sector’s growth is fueled by advancements in cybersecurity, cloud computing, and digital media technologies, as well as the increasing integration of technology across industries.
68 Approximately 65% of annual job openings in this sector are for above -middle-skill occupations requiring advanced education and technical expertise. Middle-skill jobs, such as Computer User Support Specialists , make up 27% of annual openings, highlighting opportunities for workers with associate degrees or certifications.69
Efforts to align workforce training with industry needs include expanding programming, data analytics, and cybersecurity programs through partnerships with community colleges and industry stakeholders. These initiatives ensure that job seekers are equipped to meet the evolving demands of the ICT and Digital Media sector. At the same time, businesses have access to the skilled workforce they need to remain competitive.
Energy, Construction, and Utilities
The Energy, Construction, and Utilities (ECU) sector is pivotal in building and maintaining Orange County's infrastructure while addressing the region's energy and environmental needs. In 2022, this sector employed 143,448 workers, representing 8% of all jobs in the region. By 2027, employment in the sector is project ed to grow by 6%, adding 15,488 annual openings, including new positions and replacement needs. 70 • Key Occupations: Electricians, Construction Managers, and Plumbers are among the most in-demand roles within the sector. Middle -skill roles such as HVAC Mechanics and Installers also represent significant growth opportunities. 71 • Median Wages: Wages in this sector are competitive, with roles such as Electricians earning a median hourly wage of $35.18, while Construction Managers earn a median hourly wage of $52.02.
72 • Growth Drivers: The growth of this sector is driven by investments in renewable energy, decarbonization efforts, and increased infrastructure development through federal and state initiatives such as the Infrastructure Investment and Jobs Act and
66 Centers of Excellence for Labor Market Research. Orange County Sector Profile: Supplemental Appendices – Information and Communication Technologies (ICT)/Digital Media. July 2024. https://coeccc.net/orange-county/2024/07/oc-sector-profile-supplemental-appendices-information-and-communication-technologies-ict-digital-media/. 67 Centers of Excellence for Labor Market Research, Orange County Sector Profile: Supplemental Appendices – Information and Communication Technologies (ICT)/Digital Media.
68 Centers of Excellence for Labor Market Research, Orange County Sector Profile: Information and Communication Technologies (ICT)/Digital Media. 69 Centers of Excellence for Labor Market Research, Orange County Sector Profile: Information and Communication Technologies (ICT)/Digital Media. 70 Centers of Excellence for Labor Market Research. Orange County Sector Profile: Energy, Construction, and Utilities. August 2024. https://coeccc.net/orange- county/2024/08/oc-sector-profile-energy-construction-and-utilities/. 71 Centers of Excellence for Labor Market Research. Orange County Sector Profile: Supplemental Appendices – Energy, Construction, and Utilities. August 2024. https://coeccc.net/orange-county/2024/08/oc-sector-profile-supplemental-appendices-energy-construction-and-utilities/. 72 Centers of Excellence for Labor Market Research, Orange County Sector Profile: Supplemental Appendices – Energy, Construction, and Utilities.
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Senate Bill 1 (SB 1), which fund major construction and energy efficiency projects .73
Approximately 39% of annual openings in the Energy, Construction, and Utilities sector are for below-middle-skill occupations, such as Construction Laborers and Maintenance Workers, which typically require on-the -job training and minimal formal education. 49% of openings are for middle-skill roles, including Electricians and HVAC Mechanics, which require certifications or associate degrees. The remaining 12% of openings are for above- middle-skill roles, such as Civil Engineers and Construction Managers, whi ch demand advanced education and technical expertise. This distribution highlights the sector’s diverse career opportunities, offering pathways for workers at all skill levels to contribute to the region’s infrastructure and energy systems.
74 Efforts to align workforce training with industry needs in the Energy, Construction, and Utilities sectors focus on expanding apprenticeship programs, technical certifications, and hands-on training opportunities in fields like electrical work, HVAC systems, and renewable energy. Partnerships with community colleges, trade associations, industry leaders, and unions play a vital role in developing and scaling apprenticeship programs that provide job seekers with the skills to meet the sector’s evolving deman ds. These initiatives ensure a robust talent pipeline that supports regional infrastructure development and energy sustainability while enabling businesses to access the skilled workforce required to remain competitive in this rapidly changing industry.
Retail, Hospitality, and Tourism
Retail, Hospitality, and Tourism is a cornerstone of Orange County’s economy, benefiting from its status as a premier destination for shopping, dining, and entertainment. In 2022, the sector employed 229,397 individuals, with an 11% projected growth rate t hrough 2027, creating 46,249 annual job openings.
75 • Key Occupations: Food Service Managers, Retail Salespersons, and Cooks.76 • Median Wages: Ranges from $14.01 for entry-level roles to $40.72 for managerial positions.77
• Growth Drivers: Increased tourism, expanding dining and retail experiences, and recovery from pandemic-related disruptions.78
Approximately 85% of annual openings in the Retail, Hospitality, and Tourism sector are for below-middle-skill occupations, such as Fast Food and Counter Workers, Waiters and Waitresses, and Bartenders, which typically require short -term on-the -job training and minimal formal education. 14% of openings are for middle -skill roles, such as Food Service Managers and First -Line Supervisors of Retail Sales Workers, requiring a high school diploma, some work experience, or certifications. The remaining 1% of open ings
73 Centers of Excellence for Labor Market Research, Orange County Sector Profile: Energy, Construction, and Utilities. 74 Centers of Excellence for Labor Market Research, Orange County Sector Profile: Energy, Construction, and Utilities. 75 Centers of Excellence for Labor Market Research. Orange County Sector Profile: Retail, Hospitality, and Tourism. October 2024. https://coeccc.net/orange-county/2024/10/oc- sector-profile-retail-hospitality-and-tourism/.
76 Centers of Excellence for Labor Market Research. Orange County Sector Profile: Supplemental Appendices – Retail, Hospitality, and Tourism. October 2024. https://coeccc.net/orange-county/2024/10/oc-sector-profile-supplemental-appendices-retail-hospitality-and-tourism/. 77 Centers of Excellence for Labor Market Research, Orange County Sector Profile: Supplemental Appendices – Retail, Hospitality, and Tourism. 78 Centers of Excellence for Labor Market Research, Orange County Sector Profile: Retail, Hospitality, and Tourism.
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are for above-middle-skill roles, such as Meeting, Convention, and Event Planners, which demand advanced education and specialized expertise. This distribution highlights the sector’s heavy reliance on entry-level and middle-skill jobs.79
Efforts to enhance career pathways for underrepresented populations in the Retail, Hospitality, and Tourism sector focus on expanding access to training that builds transferable skills and prepares workers for advancement into middle -skill roles or transitions to higher-paying industries. While businesses increasingly adopt automated scheduling and mobile ordering technologies , workforce strategies must emphasize equipping workers with the skills to manage and complement these tools. These initiatives aim to provide workers with sustainable employment opportunities, improve job quality, and create pathways for long-term economic mobility.
By focusing on these five in-demand industry sectors, Orange County’s workforce system will ensure job seekers receive the training to enter high-wage, sustainable careers . At the same time, employers benefit from a highly skilled workforce that supports regional economic growth. The region’s ability to connect training programs with employer needs, provide real-time labor market insights, and foster career pathways will be crucial in building an equitable and competitive workforce for years.
B. Sector Strategies and Other Industry-Focused Initiatives
The Orange RPU has a strong foundation in sector partnership work, initiated under the “Slingshot” grant funded by the California Workforce Development Board. This early work established the region’s adoption of the Next Gen Sector Partnership model, launc hing industry sector partnerships in four priority sectors. Initial industry collaboration meetings were held just before the COVID-19 pandemic, with participation from employers, chambers of commerce, unions, and other partners. While progress stalled dur ing the pandemic, the RPU has been working to engage ecosystem partners to lay the foundation for re-engaging employers in industry sector partnerships and advancing these efforts over the next four years.
The RPU’s goal is to work with the Orange County Department of Education (OCDE) and the Orange County Regional Consortium (OCRC) to improve industry sector partnerships and advisory meetings. By strengthening coordination with these organizations, which also engage businesses directly, the RPU seeks to streamline engagement efforts, reduce duplication, and ensure these meetings are impactful for employers and workforce partners.
As part of these collaborative efforts, workforce boards will partner with OCRC and trade associations on a Strong Workforce project that utilizes the Business & Industry Leadership Team (BILT) Model to convene regional advisories. Initial efforts will focus on the automotive and restaurant industries while exploring opportunities to pilot Next Gen Sector Partnership elements in manufacturing, healthcare, or information technology.
Insights from these efforts will help shape ongoing strategies, guiding the expansion and strengthening of sector partnerships to meet regional workforce needs.
79 Centers of Excellence for Labor Market Research, Orange County Sector Profile: Retail, Hospitality, and Tourism.
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The RPU’s sector-based initiatives will focus on three key goals:
1. Employer Engagement: Convene regular sector partnership meetings to identify industry priorities, address shared challenges, and align training efforts with hiring needs.
2. Workforce Development Strategies: Collaborate with educational partners, including community colleges and adult education providers, to expand career pathways, work-based learning opportunities, and upskilling programs for in - demand occupations.
3. Unified Business Engagement: Coordinate outreach efforts among workforce and education partners to minimize duplication, streamline communication, and provide a clear pathway for businesses to engage with the workforce system.
The RPU will continue to engage chambers of commerce and other key stakeholders as integral partners in industry sector partnerships. These efforts are part of the RPU’s overarching strategy to develop actionable solutions that address workforce challenges, provide targeted support to help employers meet their hiring needs, and drive systemic changes that benefit both industries and job seekers. These initiatives ensure that training programs align with employer needs while equipping job seekers with the skills and opportunities to succeed in high-demand occupations.
C. Strategies to Communicate with Regional Employers
The Orange RPU collaborates to ensure effective and cohesive communication with regional employers. A foundational effort in this strategy has been the development of the Orange Workforce Alliance (OWA) website, a collaborative initiative among the three workforce boards in Orange County. The OWA website (orangeworkforcealliance.com) is a centralized platform for employers to connect with workforce resources. It provides a streamlined access point for workforce recruitment, training , upskilling opportunities, labor market data, and human resources support. This shared resource reflects the RPU's commitment to cohesive messaging and reducing redundancy across the region.
Recognizing the importance of clear communication and simplified access points, the workforce boards will convene quarterly meetings with representatives responsible for business services or employer engagement across partner organizations. These meetings will bring together stakeholders from the OCDE, the OCRC, the EDD, the Department of Rehabilitation, and other workforce partners to align efforts and develop unified outreach strategies.
As part of the quarterly meetings, this collaborative effort will focus on:
• Creating Common Language and Streamlined Approaches: Ensuring businesses can easily navigate the workforce system, reducing redundancy while maximizing impact.
• Enhancing Coordination: Strengthening collaboration among workforce and education partners to unify employer engagement efforts.
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• Refining Strategies: Developing innovative approaches to employer outreach that align with regional workforce goals.
• Maximizing Accessibility: Ensuring employers can effectively connect with workforce development services and initiatives.
The OC Works platform, led by the OCRC in partnership with the workforce boards, serves as a regional hub connecting workforce partners, job seekers, and employers.
Accessible at oc-works.org, the site provides a comprehensive overview of resources designed to meet the needs of employers, including tools to support hiring, access labor market information, and connect with training and workforce development programs.
For employers, the platform offers a dedicated page (oc-works.org/pages/employers) that highlights key services such as:
• Workforce recruitment and hiring support.
• Access to regional labor market data and insights.
• Connections to training providers and apprenticeship programs. • Resources for upskilling and workforce planning.
Built on the ArcGIS Hub platform, OC Works has significant potential for expansion, serving as a central communication hub for regional workforce activities. The platform’s flexible and data-driven architecture allows for future enhancements, such as integrating new tools and features to support employer engagement and data sharing.
As the platform evolves, OCRC and its partners, including the workforce boards, will adopt strategies to maximize its use as a central place of communication. These strategies will include:
• Partner Engagement: Encouraging workforce partners to actively utilize and promote the site as a go-to resource for employers and job seekers. • Employer Outreach: Connecting businesses to the platform and demonstrating its value as a streamlined resource for accessing workforce development services. • Platform Expansion: Identifying opportunities to enhance the site’s functionality, such as integrating new tools and features to support employer engagement and data sharing.
Under OCRC’s leadership, the OC Works platform represents a significant step toward creating a cohesive, user-friendly system for workforce engagement in Orange County.
By positioning it as a central hub for communication and collaboration, the RPU supports OCRC’s efforts to strengthen regional connections and provide businesses with the tools and resources they need to succeed.
Through a combination of tools like the OWA website, the OC Works platform, and quarterly coordination meetings, the RPU is building an integrated framework for EXHIBIT 1
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employer outreach. These efforts ensure that businesses have clear and streamlined channels for communication, aligning workforce solutions with business needs, strengthening partnerships, and supporting sustained economic growth across the region.
V. ENABLING UPWARD MOBILITY FOR ALL CALIFORNIANS
The Orange RPU aligns with California’s vision of a diverse, equitable, and inclusive workforce system, ensuring that all individuals, especially those facing systemic barriers, have access to quality jobs that provide long-term economic stability and self-sufficiency.
Recognizing that economic mobility is a cornerstone of shared prosperity, the region is committed to implementing policies, partnerships, and programs that advance job quality, skill development, and access to economic opportunity.
In alignment with the CWDB’s emphasis on job quality, worker -centered policies, and employer engagement, the Orange RPU will continue to remove barriers to employment, support wraparound services, and cultivate pathways into sustainable, well -paying careers.
A. Promoting and Improving Job Quality and Access
The Orange RPU recognizes that quality jobs are essential for economic mobility. High - road jobs provide family -sustaining wages, benefits, predictable scheduling, career advancement opportunities, worker input, and safe work environments. The RPU promotes job quality by fostering strong employer partnerships, aligning workforce development strategies with industry needs, and ensuring that all workers, particularly those facing systemic barriers, have access to sustainable, high-quality employment.
Recognizing that Orange County’s economy is shaped by industries with a high concentration of low-wage jobs, it is crucial to create sustainable pathways for workers to advance into family-sustaining employment. According to a recent labor market analysis, only 42% of workers in Orange County hold “good jobs”, defined as full -time, full-year employment that provides employer-sponsored healthcare and meets the MIT living wage threshold of $23.66 per hour for a single adult. However, this figure drops to 39% when considering jobs that support a household with two working adults and one child. Notably, racial and gender disparities persist, with Latinx workers being the least likely to hold good jobs (25%) compared to White (51%) and Asian Pacific Islander workers (49%)
80. It is important to distinguish between a good job and a high -road job. Good jobs meet baseline economic stability criteria, including a living wage, health benefits, and stable employment. High-road jobs, as defined by the State of California, go further b y offering clear pathways for advancement, paid sick and vacation leave, predictable schedules, worker protections, and adherence to fair labor standards
81. Given that a significant
portion of jobs in Orange County still fall short of these standards, the RPU remains committed to working with industry leaders to enhance job quality, develop career
80 Virginia Parks and Youjin Kim, Orange County Worker Profile (Irvine, CA: UCI Labor Center, 2023), https://socialecology.uci.edu/sites/default/files/users/mkcruz/cerf_report_by_uci_labor_center.pdf. 81 Parks and Kim, Orange County Worker Profile.
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pathways, and promote equitable workforce development strategies that enable workers to advance into sustainable, high-quality careers.
Strategic Approaches to Advancing Job Quality
Ensuring job quality requires a targeted approach, prioritizing collaboration with high-road employers while expanding access to sustainable career opportunities. The Orange RPU is committed to partnering with businesses that embrace high -road job principles while working within industries with low -wage jobs, prioritizing employers that demonstrate a commitment to workforce investment and career progression. Given the region’s high concentration of low-wage jobs, workforce development strategies must expand access to quality jobs while improving conditions in traditionally low-wage sectors.
The Aspen Institute’s research on sectoral workforce development highlights two key strategies: removing barriers to good jobs for low -income individuals and improving job quality in industries with high concentrations of low -wage work
82. These principles will
continue to inform the RPU’s approach as it strengthens partnerships, advances career pathways, and implements policies that support long -term economic mobility across the region.
The RPU will continue implementing support workers to obtain sustainable employment and strengthen industry competitiveness by ensuring a skilled and stable workforce. By integrating high-road employment practices into workforce planning, the RPU aligns its efforts with California’s vision of a High Road Workforce System, ensuring that regio nal investments promote equity, economic security, and sustainability.
Employer Engagement and Job Quality Standards
Employer engagement is a critical component of this strategy. The RPU will expand its efforts to collaborate with businesses to integrate high-road employment practices. It will establish a standardized job quality assessment tool to evaluate industries, companies, and occupations, ensuring that workforce development investments prioritize employers committed to job quality. Additionally, through regional employer convenings , industry roundtables, and direct business engagement, the RPU will facilitate disc ussions with employers, helping them understand how workforce investments can enhance their competitive advantage while improving job quality.
Integration of Statewide Interventions
In alignment with CWDB priorities, the RPU will integrate the four key state interventions to advance job quality and worker equity:
• Professionalizing Precarious Work: The RPU will collaborate with employers to establish industry-recognized certifications that elevate traditionally low -wage occupations. This will ensure that workers gain the skills necessary for higher-paying positions.
82 Maureen Conway, Amy Blair, and Steven L. Dawson, Sectoral Strategies for Low-Income Workers: Lessons from the Field (Washington, D.C.: The Aspen Institute, 2007), https://www.aspeninstitute.org/wp-content/uploads/2007/10/Sectoral-Strategies.pdf.
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• Democratizing Access to Good-Quality Middle-Skill Jobs: The RPU will explore opportunities to create pre -apprenticeship programs and targeted workforce interventions that increase access to high-wage careers for women, immigrants, and people of color.
• Participatory Planning for the Low-Carbon Economy: The RPU will continue participating in projects like the Jobs First initiative to prepare for emerging industries.
This initiative engages in participatory planning efforts to assess workforce needs in clean energy, sustainability, and other green economy sectors. As part of this work, the RPU will ensure that jobs in these industries uphold job quality standards, provide equitable a ccess to opportunities, and align with regional economic development goals.
• Lifting All Workers to the High Road: The RPU is committed to ensuring that justice- involved individuals, individuals with disabilities, English language learners, and those experiencing housing insecurity can access quality jobs that provide long -term economic self -sufficiency. This will be achieved through continued investment in wraparound services, digital access initiatives, and supportive workforce policies that remove employment barriers and equip job seekers w ith the resources needed to succeed in the labor market.
Incorporating these four complementary interventions and fostering ongoing partnerships with employers, educational institutions, and workforce development agencies, the RPU will enhance job quality, expand economic opportunities, and drive an inclusive, equitable workforce system. These efforts will support shared economic prosperity and ensure all individuals have access to high -quality jobs with long -term stability, benefiting workers and businesses across the region.
B. Targeted Service Strategies for the Region’s Unserved and Underserved Communities
The Orange RPU is committed to ensuring unserved and underserved communities have equitable access to workforce training, education, and family resources that support long- term economic mobility. Recognizing that barriers to employment vary across populations, the RPU integrates targeted service strategies designed to address the unique needs of justice-involved individuals, individuals with disabilities, English language learners (ELL), Veterans, foster youth, and those experiencing housing insecurity. These efforts focus on reducing barriers, enhancing accessibility, and tailoring services to reflect the needs of a diverse workforce.
Expanding Access to Regional Sector Career Pathways
Through sector partnerships, the Orange RPU will continue to work with employers to create career pathways that help vulnerable populations overcome barriers to education and employment. These pathways provide structured, long -term opportunities for job seekers with limited skills or employment history to build comp etencies over time and secure family-sustaining wages.
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Stakeholder feedback during the regional planning process validated the RPU’s existing strategy of expanding work -based learning programs, pre -apprenticeships, and on -the- job training (OJT) as critical tools for advancing economic mobility. In response, the RPU will continue to grow these opportunities, particularly for historically underrepresented populations—people of color, immigrants, and those without traditional degrees — ensuring they have formal access to employers and career progression opportunitie sin the Future Workforce. Pre-apprenticeship and apprenticeship programs in high-demand industries such as healthcare, advanced manufacturing, and construction remain a priority, and the RPU will work to increase employer participation and strengthen these pathways to support more job seekers in transitioning into stable, high-quality careers.
Addressing Hiring Barriers and Promoting Equitable Employment Practices
The RPU continues to prioritize addressing hiring barriers such as degree inflation. Jobs that previously required only a high school diploma or industry certification now mandate a college degree, disproportionately affecting minorities and low -income individuals.
Through sector partnerships, the RPU will work to develop further and expand efforts with regional partners to promote skills -based hiring over unnecessary educational requirements. Similarly, the RPU will engage employers in discussions on fair hiring practices, including reducing reliance on credit and criminal background checks, which have historically created barriers for communities of color
83. Enhancing Accessibility Through Wraparound Support Services
Stakeholder feedback from the regional planning process highlighted that digital literacy, transportation, and childcare remain significant barriers to workforce participation. While the workforce boards fund supportive services such as transportation and childcare, the need far exceeds available resources. As a result, the RPU must continue collaborating with partnering agencies to expand support and explore best practices that can help address these challenges.
To ensure equitable access to workforce services, the RPU integrates wraparound services that address key barriers such as:
• Digital literacy and broadband access—Many individuals, particularly those from low-income households, struggle with online applications and virtual training platforms. The RPU is working to expand digital literacy initiatives through community colleges, public libraries, and WIOA Core Programs. • Transportation and childcare assistance – Lack of reliable transportation and affordable childcare continues to be a significant workforce barrier. While the workforce boards provide some funding for these services, additional partnerships with local agencies and non -profits are necessary to expand access to transportation stipends, rideshare partnerships, and subsidized childcare solutions.
83 Morgan, Kate. "Degree Inflation: How the Four-Year Degree Became Required." BBC Worklife, January 26, 2021. https://www.bbc.com/worklife/article/20210126-degree- inflation-how-the-four-year-degree-became-required.
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• Culturally responsive outreach: The RPU will increase multilingual outreach to English language learners and immigrant job seekers and collaborate with partner agencies that support these populations to improve access to workforce services.
Strengthening Employer Engagement for Underserved Populations
A strong employer network is critical for ensuring un derserved communities access meaningful job opportunities. The RPU will continue to build partnerships with employers willing to hire justice-involved individuals, veterans, and individuals with disabilities. While stakeholder feedback emphasized the need for employer training and incentives to promote more inclusive hiring practices, the RPU is not currently implementing direct employer training programs. However, on-the-job training (OJT) dollars may serve as an incentive by subsidizing the cost of training, which may indirectly support inclusive hiring practices. Additionally, the RPU will continue to explore opportunities to engage employers in discussions about fair hiring practices to support greater access to quality jobs for historically underrepresented populations.
Co-Enrollment and System Alignment
The RPU aims to increase co-enrollment with partner agencies to streamline service delivery and enhance workforce outcomes. Co -enrollment ensures that individuals are holistically served, receiving the necessary support services to complete training and secure employment successfully. By aligning workforce development efforts with partner organizations, the RPU can help job seekers access multiple resources simultaneously, reducing barriers to employment and improving long-term economic stability.
As part of this effort, the RPU is leveraging the Regional Equity and Recovery Partnerships (RERP) grant to collaborate with community colleges to increase co- enrollment and cross-training. This initiative helps workforce and education staff better understand how to assist students in navigating workforce systems, accessing training opportunities, and connecting with support services. Strengthening these par tnerships will enhance service coordination and ensure students receive comprehensive support for long-term career success.
Additionally, the RPU supports a "no wrong door" approach, ensuring that individuals can access workforce development resources through multiple entry points.
Ensuring Equity and Inclusion in Workforce Development
The Orange RPU understands that one -size-fits-all workforce solutions are ineffective.
Programs must be tailored to the specific needs of diverse populations, particularly those who have historically faced systemic employment barriers. The RPU will continue working to close the skills gap, advance racial equity, and create economic opportunities for all job seekers through integrated service strategies, employer partnerships, and regional coordination.
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VI. CLIMATE AND ENVIRONMENTAL SUSTAINABILITY
As California moves toward a carbon-neutral economy, the Orange RPU recognizes the importance of aligning workforce strategies with the Orange County Climate Action Plan (CAP) and the Jobs First Regional Plan for Orange County to ensure workforce investments support climate action and equitable economic growth. These efforts ensure that the economic benefits of green jobs reach disinvested communities most impacted by climate change. Low-income communities and communities of color disproportionately experience environmental harm due to pollution, extreme heat, and other climate-related risks. Yet, they have historically been underrepresented in industries driving the clean energy transition. To address these disparities, the RPU will actively integrate workforce strategies with the CAP and Jobs First Regional Plan, ensuring these communities gain equitable access to high -quality, family-sustaining careers in clean energy and climate - resilient industries.
A. Supporting a climate-neutral transition
As emerging green sectors expand, new skills will be required in zero-emission vehicle production and maintenance, renewable energy, climate mitigation, water and waste management, and building decarbonization
84. The RPU will collaborate with regional
partners to identify workforce gaps and establish career pathways in these industries, ensuring that workers, particularly those from historically marginalized communities, are prepared for high-quality jobs that align with California’s climate policies. To achieve this, the RPU will integrate workforce strategies with the Orange County CAP Jobs First Regional Plan, focusing on:
• Expanding green job training programs and career pathways in renewable energy, advanced transportation, and sustainable industries.
• Ensuring workforce training supports climate resilience and sustainable business practices.
• Engaging historically underrepresented communities in clean energy job opportunities.
• Aligning workforce initiatives with state climate policies and decarbonization strategies.
Recognizing that the clean energy transition must be inclusive, the RPU will integrate equity-driven workforce development strategies, prioritizing training and job placement efforts that serve populations disproportionately affected by climate change. This includes engaging employers in clean energy sectors, advocating for workforce training investments that serve underrepresented groups, and collaborating with community - based organizations to ensure economic inclusion. Additionally, the RPU will work to integrate support services into training programs to help address non -skill-related employment barriers.
Given the scale of statewide decarbonization efforts, such as California’s commitment to achieving carbon neutrality by 2045, the phase-out of internal combustion engine vehicles
84 Mark Muro, Adie Tomer, Ranjitha Shivaram, and Joseph Kane, Advancing Inclusion Through Clean Energy Jobs (Washington, D.C.: Brookings Institution, 2019), https://www.brookings.edu/wp-content/uploads/2019/04/2019.04_metro_Clean-Energy-Jobs_Report_Muro-Tomer-Shivaran-Kane_updated.pdf.
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by 2035, and the expansion of renewable energy infrastructure, the RPU aims to develop and expand strategies that support industry transitions while ensuring economic opportunities for workers across Orange County85. These efforts will require cross-sector collaboration, employer engagement, and investment in workforce development initiatives to prepare the regional workforce for the changing demands of a carbon-neutral future.
The RPU will align with California’s High Road Training Partnerships (HRTP) framework to promote and encourage the adoption of high-road workforce principles in clean energy jobs. The HRTP model connects industry, labor, education, and workforce stakeholde rs to develop training programs responsive to industry needs while ensuring job quality and equitable access to economic opportunity
86. Within clean energy, HRTP partnerships can
support workforce strategies that prepare workers for high-demand occupations, such as solar panel technicians, wind turbine specialists, electric vehicle infrastructure installers, and energy efficiency experts. These programs emphasize skills training, employer collaboration, and career pathway development to create sustainable, high-quality jobs in growing green sectors
87. While the RPU does not have direct control over job standards, it will use industry sector engagement, business outreach, and employer education to emphasize the long -term benefits of adhering to high-road workforce principles—such as offering family-sustaining wages, benefits, career advancement opportunities, and worker protections.
Furthermore, as state and federal funding opportunities become available, the RPU will work toward securing additional grants to support specific regional workforce projects that align with high-road principles. By fostering an understanding of how high-road practices contribute to business success and regional economic prosperity, the RPU aims to support a more equitable and sustainable workforce.
88 Additionally, the Orange County CAP and the Jobs First Regional Plan highlight the region’s strengths in green technology and clean energy employment, noting that Orange County has a 50% higher concentration in green technology jobs than the state
89. Furthermore, the CAP’s Mobility and Environmental Justice sectors emphasize the expansion of sustainable transportation, EV infrastructure, and green workforce development, reinforcing the county’s potential to lead in clean energy innovation
90. Given
this potential, the RPU will actively explore workforce strategies that support regional strengths in clean energy infrastructure, sustainable transportation, and environmental sustainability. The CAP and Jobs First Regional Plan’s workforce strategies closely align with the RPU’s goals for ensuring economic inclusion in the green economy, emphasizing:
• Expanding workforce training programs for clean energy, water conservation, and green building technologies.
• Developing apprenticeship programs in emerging green industries.
85 California Air Resources Board. 2022 Scoping Plan for Achieving Carbon Neutrality. Sacramento, CA: California Environmental Protection Agency, 2022. https://ww2.arb.ca.gov/sites/default/files/2022-12/2022-sp.pdf. 86 California Workforce Development Board (CWDB). High Road Training Partnerships (HRTP) Initiative. 2023. https://cwdb.ca.gov/initiatives/high-road-training-partnerships/ 87 Carol Zabin, Putting California on the High Road: A Jobs and Climate Action Plan for 2030 (Berkeley, CA: UC Berkeley Labor Center, 2020), https://laborcenter.berkeley.edu/wp-content/uploads/2020/09/Putting-California-on-the-High-Road.pdf. 88 Carol Zabin and Jane Flanagan, California’s Climate Investments and High-Road Workforce Standards (Berkeley, CA: UC Berkeley Labor Center, 2023), https://laborcenter.berkeley.edu/wp-content/uploads/2023/09/Californias-Climate-Investments-and-High-Road-Workforce-Standards.pdf. 89 Orange County Waste & Recycling. (2024, August 1). Draft preliminary Climate Action Plan for Orange County. Orange County Government. https://www.oclandfills.com/sites/ocwr/files/2024-08/Draft_PreliminaryCAP_OrangeCounty_08012024.pdf 90 Orange County Business Council, CERF OC Regional Plan Part 1 (Irvine, CA: Orange County Business Council, 2024), https://ocbc.org/wp-content/uploads/2024/10/CERF- OC-Regional-Plan-Part-1.pdf.
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• Integrating climate resilience and sustainability into workforce development initiatives.
• Ensuring job training aligns with regional climate policies and emissions reduction goals.
By integrating workforce development with climate and sustainability planning, the RPU can ensure that the transition to a green economy is equitable and inclusive, particularly for workers from disinvested communities most impacted by climate change.
VII. EQUITY AND ECONOMIC JUSTICE
A. The region’s strategy to achieve equity
Equity and economic justice lie at the core of California’s vision for an inclusive workforce system. Equity goes beyond merely leveling the playing field; it requires deliberate actions to dismantle barriers and create pathways that ensure historically underserved communities have the resources and opportunities they need to thrive. The Orange RPU is committed to embedding equity as a guiding principle in workforce development, recognizing that achieving this vision requires systemic reforms, targeted interventions, and sustained partnerships.
California’s approach emphasizes that addressing workforce inequities is both an economic and moral necessity. According to the Workforce Development Equity Framework, equity is about fairness and actively fostering an environment where all individuals, regardless of background, can access high-quality, living-wage employment
91. For the Orange RPU, this means centering its strategies on addressing structural inequities and ensuring equitable access to career pathways, earn -and-learn opportunities, supportive services, and job placement programs.
Key Strategies for Equity and Inclusion
• Expanding Career Pathways—We will partner with employers and organizations to create accessible career pathways in advanced manufacturing, construction, and healthcare industries, addressing systemic barriers and hiring biases. • Promoting Skills-Based Hiring - We will advocate for skills-based hiring and job quality standards, including fair wages, benefits, and worker protections. • Addressing Barriers - We will collaborate with community partners to expand support for digital literacy, broadband, transportation, and childcare, using innovative solutions like mobile workforce units.
• Embedding Equity - We will expand pre-apprenticeships, apprenticeships, and co-enrollment strategies to support underrepresented groups with holistic workforce services.
• Leveraging Data—We will use data on workforce participants to identify disparities, set equity goals, and ensure accountability through regular evaluations.
91 American Institutes for Research. Workforce Development Equity Framework. Washington, D.C.: American Institutes for Research, 2024. https://www.air.org/sites/default/files/2024-06/Workforce-Development-Equity-Framework-June-2024-508.pdf.
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• Building Inclusive Partnerships - We will work with employers to close skills gaps, promote diversity in hiring, and provide OJT incentives for inclusive practices.
By operationalizing equity through targeted workforce strategies and fostering an inclusive ecosystem, the Orange RPU ensures that the economic benefits of workforce development are equitably distributed. This approach aligns with California’s broader goals to advance equity, reduce systemic barriers, and promote economic justice.
Through its ongoing efforts, the RPU aims to build a workforce system where everyone has the opportunity to thrive, contributing to a stronger and more equitable regional economy.
I. ALIGNING, COORDINATING, AND INTEGRATING PROGRAMS AND SERVICES
Aligning workforce, education, and industry resources is critical for maximizing the region's ability to meet diverse population needs effectively. This section of the Regional Plan highlights the Regional Planning Unit’s (RPU) collaborative approach to deploying shared resources, economizing limited funding, and delivering impactful client services.
The RPU seeks to foster regional resilience and adaptability through system alignment and leveraging collective strengths while addressing workforce development challenges.
The three workforce boards in the RPU , Anaheim, Santa Ana, and Orange County Workforce Development Boards , maintain a strong working relationship supported by regular standing meetings. Given the small geographic footprint of the county, the boards share many of the same partners and work diligently to align policies and strategies. This ensures that both partners and job seekers experience a seamless system . The boards co-host the Orange Workforce Alliance (OWA) Leadership Council meetings and actively collaborate on branding under the Orange Workforce Alliance identity. This branding effort is designed to strengthen recognition among partners and employers while enhancing the visibility of the region's workforce development initiatives.
The RPU’s collaboration extends to practical activities such as co -hosting job fairs, conducting joint staff training, and collectively addressing system challenges . The RPU ensures alignment across workforce programs and promotes an integrated system by fostering a shared vision and commitment to problem-solving.
A. Regional Service Strategies
The RPU’s collaborative approach is reflected in its regional service strategies. Central to these strategies is the commitment to aligning service delivery systems, integrating program design, and reducing duplication of efforts. Key regional service stra tegies include:
• Enhancing Customer Experience: The RPU prioritizes professional development and cross-training for staff to ensure consistent, high-quality service delivery. These efforts enhance customer interactions and improve outcomes for job seekers and employers.
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• Implementing Career Pathways: To meet the needs of regional employers, the RPU has focused on working with regional partners to scale career pathways that align with in-demand sectors and provide clear progression opportunities for workers.
• Strengthening Partnerships: The RPU improves the quality of workforce services by fostering connections among workforce boards, educational institutions, and community organizations . Collaborative efforts ensure seamless service delivery and maximize the impact of programs for targeted populations. • Targeting Investments: Regional strategies are driven by data -informed decision-making, allowing for strategic alignment of resources in key industries and populations. These targeted investments support economic mobility and address disparities in access to workforce opportunities.
• Expanding Integrated Learning: The RPU promotes work-based learning opportunities, such as apprenticeships, internships, and on -the-job training programs, which enable job seekers to gain practical, hands-on experience. • Resource Sharing and Funding: By sharing resources and braiding funding streams, the RPU efficiently supports regional goals and ensures that services are accessible and sustainable.
Adopting the OWA brand further amplifies these efforts, enhancing regional recognition and promoting unified services, training programs, labor market insights, and support for businesses, adults, and youth.
B. Regional Administrative Cost Arrangements
The RPU’s collaborative approach extends to administrative arrangements, where the three workforce boards act as fiscal agents for specific projects. This structure enables flexibility and ensures accountability while facilitating the effective execution o f joint initiatives. Although the boards have not established overarching cost -sharing agreements, they remain open to exploring pooled administrative funding if it proves advantageous for achieving regional objectives.
By focusing on efficiency and collaboration, the RPU ensures that administrative arrangements support the overarching mission of aligning workforce, education, and industry resources to meet regional needs. Future considerations for administrative cost arrangements will be evaluated based on their potential to enhance service delivery and regional impact.
The Regional Planning Unit remains committed to continuous improvement and fostering a unified system that benefits employers, job seekers, and the broader regional economy.
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APPENDICES
The following items are included as part of the Regional Plan.
Attachment 1: Stakeholder and Community Engagement Summary
Attachment 2: Public Comments Received that Disagree with the Local Plan
Attachment 3: Signature Page
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Attachment 1
A. Stakeholder and Community Engagement Summary (Attachment 1)
The local boards hosted a series of discussions outlined in the table below to facilitate stakeholders' engagement in planning for the local workforce development delivery system and in the development of the PY 2025-2028 Local Plan.
The insights and recommendations gathered from these discussions have been incorporated throughout the Regional and Unified Local Plan to inform strategies and initiatives.
Mode of
Outreach
Target of
Outreach
Summary
of
Attendance
Comments
Email,
phone,
social media,
local board
websites,
Eventbrite
Community,
Businesses,
Chambers,
Core
Partners,
Climate
action
partners
17 Registered
and 13
attended
Regional workforce development
strategies that focused on identifying
programs, services, and approaches
aligned with community priorities and
industry sector partnerships to address
talent pipeline needs.
Email,
phone,
social media,
local board
websites,
Eventbrite
English
Language
Learners
14 Registered
and 12
attended
Developing strategies to strengthen
services to English language learners,
foreign-born individuals, and refugees.
Email,
phone,
social media,
local board
websites,
Eventbrite
Community,
Businesses,
Chambers,
Core
Partners
5 Registered
and 5
attended
Strengthening partnerships and
coordination with industry leaders and
workforce organizations to support the
transition to a climate-neutral future,
ensuring regional workforce partners
meet evolving workforce needs.
Email,
phone,
social media,
local board
websites,
Eventbrite
WIOA Core
Program
Partners
16 Registered
and 11
attended
Coordination with the WIOA core
program partners operating as a unified
system, assessing strategic needs and
aligning them with service strategies
to meet needs of workers and
employers.
Email,
phone,
social media,
local board
websites,
Eventbrite
Child Support
Services
Partners, Re-
entry partners
16 Registered
and 7
attended
Strengthening partnerships and
coordination with local child support
agencies and partner community-
based organizations to serve
non-custodial parents.
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Mode of
Outreach
Target of
Outreach
Summary of
Attendance
Comments
Email,
phone,
social media,
local board
websites,
Eventbrite
Competitive
Integrated
Employment
Partners
17 Registered
and 13
attended
Improving services to individuals with
disabilities through competitive
integrated employment.
Email,
phone,
social media,
local board
websites,
Eventbrite
Veterans
Serving
Organizations
19 Registered
and 10
attended
Strengthening partnerships and
coordination with Veterans Affairs and
partner organizations to better serve
veterans and connect them to essential
resources and services.
Email, social
media, local
board
websites,
Eventbrite
CalFresh
Employment
and Training
Partners
18 Registered
and 13
attended
Strengthening partnerships and
coordination with county health, human
service agencies, and other local
CalFresh employment and training
partners
to serve CalFresh consumers.
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Attachment 2
B. Public Comments Received that Disagree with the PY 25-28 Orange RPU Regional Plan
The Orange Regional Plan was posted online for a 30-day public comment period. There were no public comments received that disagreed with the regional plan.
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Attachment 3
C. SIGNATURE PAGE (Attachment 3)
ORANGE RPU REGIONAL PLAN
The Regional Plan represents the Orange Regional Planning Unit’s effort to maximize and coordinate resources available under Title I of the Workforce Innovation and Opportunity Act. This Regional Plan is submitted for the period July 1, 2025, through June 30, 2028, in accordance with the provisions of WIOA.
LOCAL BOARD CHAIRS LOCAL ELECTED OFFICIALS
ORANGE COUNTY WORKFORCE DEVELOPMENT
BOARD
COUNTY OF ORANGE BOARD OF SUPERVISORS
Signature
Anna Lisa Lukes
Signature Doug Chaffee
Name Name
Chair, Orange County Workforce
Development Board Chair, Orange County Board of Supervisors Title Title
Date Date
ANAHEIM WORKFORCE DEVELOPMENT BOARD CITY OF ANAHEIM COUNCIL Signature Signature
Joseph Paquette Ashleigh Aitken
Name Name
Chair, Anaheim Workforce Development
Board Mayor, City of Anaheim
Title Title
Date Date
SANTA ANA WORKFORCE DEVELOPMENT
BOARD
CITY OF SANTA ANA COUNCIL
Signature Signature
Daisy Campos Valerie Amezcua
Name Name
Chair, Santa Ana Workforce Development
Board Mayor, City of Santa Ana
Title Title
Date Date
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UNIFIED LOCAL PLAN
PY 2025-2028
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Anaheim Workforce Development Board
Contact: Marco Lucero
Phone: (714) 765-4341
Email: [email protected]
Orange County Workforce Development Board
Contact: Nancy Cook
Phone: (714) 480-6420
Email: [email protected]
Santa Ana Workforce Development Board
Contact: Deborah Sanchez
Phone: (714) 565-2621
Email: [email protected]
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TABLE OF CONTENTS
I. INTRODUCTION AND OVERVIEW ......................................................................................................................... 1 II. WIOA CORE AND REQUIRED PARTNER COORDINATION ...................................................................................... 2 A. Coordination with AJCC Partners and WIOA Memorandum of Understanding .............................................. 2 B. Partners' Efforts to Collaborate on Co-Enrollment and Case Management ................................................... 7 C. One-Stop System's Use of Technology and Other Remote Strategies ............................................................ 8 D. Coordination of Workforce Activities and Support Services ........................................................................... 9 E. Physical and Programmatic Accessibility for Individuals with Disabilities .................................................... 10 III. STATE STRATEGIC PARTNER COORDINATION .................................................................................................... 11 A. Coordination with County Human Services Agency and Other Local Partners That Serve Individuals Accessing CalFresh Employment and Training Services .......................................................................................... 12 B. Coordination with Local Child Support Agency and Other Local Partners Serving Individuals That Are Non- Custodial Parents .................................................................................................................................................... 14 C. Coordination with Local Partnership Agreement Partners Established in Alignment with the Competitive Integrated Employment Blueprint and Other Local Partners That Serve Individuals with Developmental and Intellectual Disabilities ............................................................................................................................................ 16 D. Coordination with Community-Based Organizations and Other Local Partners That Serve Individuals Who Are English Language Learners, Foreign Born, and/or Refugees ............................................................................ 19 E. Coordination with Local Veteran Affairs, community-based organizations, and other local partners who serve veterans. ........................................................................................................................................................ 20 F. Collaboration with the Strategic Planning partners to address environmental sustainability. ..................... 22 IV. WIOA TITLE I COORDINATION ............................................................................................................................ 25 A. Staff Training and Professional Development to Increase Digital Technology Skills ..................................... 25 B. Frontline Staff Training and Professional Development to Increase Cultural Competency and Effectiveness in Working with Individuals and Groups that Have Been Exposed to Trauma ........................................................ 26 C. Coordination of Rapid Response and Layoff Aversion Activities ................................................................... 27 D. Services and Activities Available under WIOA Title I Adult and Dislocated Worker Programs ..................... 27 E. Services and Activities Available under WIOA Title I Youth Program ............................................................ 30 F. Entity Responsible for Disbursal of Grant Funds and the Competitive Process Used to Award Contracts for WIOA Title I Activities .............................................................................................................................................. 31 G. How the Local Board Fulfills the Duties of the AJCC Operator and/or the Career Services Provider or Selection of AJCC Operators and Career Services Providers ................................................................................... 32 V. STAKEHOLDER INPUT AND CONSIDERATIONS FOR PY 25 - 28 ................................................................................ 33 VI. APPENDICES ....................................................................................................................................................... 35 A. Stakeholder and Community Engagement Summary (Attachment 1) .......................................................... 36 B. Public Comments Received that Disagree with the 2023 Biennial Modification to the PY 21-24 Local Plan (Attachment 2) ........................................................................................................................................................ 38 C. SIGNATURE PAGE (Attachment 3) ....................................................................................................................... 39
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I. INTRODUCTION AND OVERVIEW
The Workforce Innovation and Opportunity Act (WIOA) requires each Local Workforce Development Board (LWDB) to develop and submit a comprehensive four -year plan, which must be updated every two years. This Unified Local Workforce Development Plan represents the collaborative efforts of the Santa Ana, Anaheim, and Orange County Workforce Development Boards (WDBs) to align and integrate workforce development services and resources in the region. The plan serves as a strategic roadmap for the period of July 1, 2025, through June 30, 2028, outlining the shared goals, strategies, and priorities of the three LWDBs in addressing the workforce needs of job seekers, businesses, and the community.
The WDBs have a long history of collaboration and partnership in serving the region's diverse workforce needs. By leveraging their collective resources and expertise, the WDBs aim to create a seamless, efficient, and effective workforce development system that supports economic growth, job creation, and individual prosperity. This Unified Local Workforce Developm ent Plan builds upon the successes and lessons learned from previous plans while incorporating new strategies and approaches to address emerging challenges and opportunities.
The plan is grounded in the principles and objectives of WIOA, which emphasize the importance of regional collaboration, industry -driven strategies, customer -centered services, and data- driven decision-making. It also aligns with the California Workforce Development Board's strategic vision and goals, ensuring local efforts contribute to the statewide workforce development agenda.
The development of this plan involved extensive stakeholder engagement, including input from WIOA core and required partners, local businesses, educational institutions, community-based organizations, and job seekers. The insights and recommendations gathered through this inclusive process have shaped the strategies and priorities outlined in the plan.
The Unified Local Workforce Development Plan is organized into several key sections, each addressing critical aspects of workforce development in the region:
• WIOA Core and Required Partner Coordination
• State Strategic Partner Coordination
• WIOA Title I Coordination
• Collaborative Strategies to Address Environmental Sustainability
Throughout the plan, the WDBs demonstrate their commitment to creating an inclusive, accessible, and high-quality workforce development system that meets the needs of all residents and businesses in the region. By working together and leveraging partnerships, the WDBs aim to enhance economic competitiveness, support job growth, and promote shared prosperity.
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II. WIOA CORE AND REQUIRED PARTNER COORDINATION
The Santa Ana, Anaheim, and Orange County Workforce Development Boards are committed to fostering a collaborative and integrated workforce development system that aligns with the Workforce Innovation and Opportunity Act (WIOA) vision. This vision calls for core and required partners to operate as a unified system, strategically assessing and responding to the evolving needs of workers and employers. Through coordination with WIOA core and required program partners, the local boards ensure that job seekers, including those facing barriers to employment, have access to comprehensive workforce, education, and support services tailored to their needs.
By leveraging the strengths and expertise of workforce system partners, the WDBs facilitate seamless service delivery across WIOA Title I (Adult, Dislocated Worker, and Youth), Title II (Adult Education and Literacy), Title III (Wagner -Peyser), and Title I V (Vocational Rehabilitation), in addition to other federally required partners such as Temporary Assistance for Needy Families (TANF), Carl Perkins Career and Technical Education, Trade Adjustment Assistance (TAA), and Veterans Employment and Training Services. The boards also work closely with organizations serving older workers, Native American populations, migrant and seasonal farmworkers, individuals impacted by the justice system, community-based organizations, and other specialized groups to ensure equitable access to employment and training opportunities.
This section of the Local Plan outlines the strategies and frameworks used by the WDBs and their partners to strengthen service coordination, improve referral processes, and enhance program alignment, ultimately working toward a cohesive workforce ecosystem that meets the diverse needs of job seekers and businesses throughout the region.
A. Coordination with AJCC Partners and WIOA Memorandum of Understanding
The Santa Ana, Anaheim, and Orange County Workforce Development Boards have established strong partnerships with America’s Job Centers of California (AJCC) partners to coordinate workforce development services. These partnerships are formalized through Memorandums of Understanding (MOUs), which outline workforce system partners' roles, responsibilities, and resource-sharing agreements. The MOUs serve as a blueprint for collaboration, ensuring a seamless, integrated workforce system that effectively meets the needs of job seekers, workers, and employers.
Each MOU is reviewed and updated every three years, with an accompanying Infrastructure Funding Agreement (IFA) and system cost -sharing arrangements evaluated annually. This process ensures service coordination remains efficient, responsive, and aligned with the region’s workforce priorities.
The following table summarizes the local organizations representing the WIOA core and required partner programs that are party to the MOU for each of the three local boards in Orange County:
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Orange County WDB
Federal Partner Programs MOU Partner
WIOA Title I Adult
WIOA Title I Dislocated Worker
WIOA Title I Youth
Career Teams LLC
City of La Habra
WIOA Title II Adult Education and
Literacy
North Orange County Continuing Education
Huntington Beach Adult School
South Orange County Community College District
Tustin Unified School District
Garden Grove Unified School District
WIOA Title III Wagner-Peyser
Employment Development Department
WIOA Title IV Vocational
Rehabilitation
California Department of Rehabilitation (DOR)
Carl Perkins Career Technical
Education
North Orange County Continuing Education
Rancho Santiago Community College District
Title V Senior Community Service
Employment Program (SCSEP)
Office on Aging (MCS)
Job Corps Long Beach Job Corps Center
Native American Programs
(WIOA Section 166)
United American Indian Involvement
Migrant and Seasonal
Farmworkers (WIOA Section 167)
Not applicable. The program is not present in the
local area.
Jobs for Veterans State Grants Employment Development Department Youth Build Long Beach Job Corps
Trade Adjustment Assistance
(TAA)
Employment Development Department
Community Services Block Grant Community Action Partnership of Orange County Housing and Urban Development
E&T
Not applicable.
Unemployment Insurance (UI) Employment Development Department Second Chance Act Grantee Not applicable. The program is not present in the local area.
Temporary Assistance for Needy
Families (TANF)/CalWORKs
County of Orange, Social Services Agency (SSA)
Santa Ana WDB
Federal Partner Programs MOU Partner
WIOA Title I Adult
WIOA Title I Dislocated Worker
WIOA Title I Youth
City of Santa Ana
WIOA Title II Adult Education and
Literacy
Santa Ana College
Rancho Santiago Community College District
WIOA Title III Wagner-Peyser Employment Development Department EXHIBIT 2
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WIOA Title IV Vocational
Rehabilitation
California Department of Rehabilitation
Carl Perkins Career Technical
Education
Santa Ana College
Title V Senior Community Service
Employment Program (SCSEP)
SER – Jobs For Progress
Job Corps Not applicable.
Native American Programs
(WIOA Section 166)
United American Indian Involvement
Migrant and Seasonal
Farmworkers (WIOA Section 167)
Not applicable. The program is not present in the
local area.
Jobs for Veterans State Grants Employment Development Department Youth Build Not applicable.
Trade Adjustment Assistance
(TAA)
Employment Development Department
Community Services Block Grant Community Action Partnership of Orange County Housing and Urban Development
E&T
Santa Ana Housing Authority
Unemployment Insurance (UI) Employment Development Department Second Chance Act Grantee Not applicable. The program is not present in the local area.
Temporary Assistance for Needy
Families (TANF)/CalWORKs
County of Orange, Social Services Agency
Anaheim WDB
Federal Partner Programs MOU Partner
WIOA Title I Adult
WIOA Title I Dislocated Worker
WIOA Title I Youth
City of Anaheim
WIOA Title II Adult Education and
Literacy
North Orange County Continuing Education
WIOA Title III Wagner-Peyser Employment Development Department WIOA Title IV Vocational
Rehabilitation
California Department of Rehabilitation (DOR)
Carl Perkins Career Technical
Education
North Orange County Continuing Education
Title V Senior Community Service
Employment Program (SCSEP)
SER – Jobs For Progress
Job Corps Not applicable.
Native American Programs
(WIOA Section 166)
United American Indian Involvement
Migrant and Seasonal
Farmworkers (WIOA Section 167)
Not applicable. The program is not present in the
local area.
Jobs for Veterans State Grants Employment Development Department Youth Build City of Anaheim
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Trade Adjustment Assistance
(TAA)
Employment Development Department
Community Services Block Grant Community Action Partnership of Orange County Housing and Urban Development
E&T
Anaheim Housing Authority
Unemployment Insurance (UI) Employment Development Department Second Chance Act Grantee Not applicable. The program is not present in the local area.
Temporary Assistance for Needy
Families (TANF)/CalWORKs
County of Orange, Social Services Agency
Through these formal agreements, the Anaheim, Santa Ana, and Orange County WDBs maintain a cohesive, effective service delivery model, leveraging resources and partnerships to enhance workforce development opportunities and ensure equitable access to services across the region.
To strengthen service coordination, the WDBs facilitate regular monthly and quarterly partner meetings, providing a platform for agencies to review shared goals, assess system performance, and identify opportunities for continuous improvement. These meetings also allow workforce staff to receive cross -training on available workforce programs and referral processes, ensuring job seekers and businesses can seamlessly access services. Through these collaborative meetings, partners work together to address service delivery challenges, identify best practices, and align workforce strategies with regional economic needs.
Several workforce partners maintain a co-located presence at the AJCCs, allowing them to work directly with job seekers, reduce service duplication, and strengthen inter-agency collaboration. Co-located partners participate in career planning, job search assistance, and employment workshops, ensuring that individuals receive comprehensive career development support. They also engage in general orientations, on- site hiring events, and case management activities that integrate WIOA and partner programs into individualized employment plans.
The three WDBs have established co-location agreements with key workforce partners to enhance employment, training, and supportive services. The Orange County WDB AJCCs house the Employment Development Department (EDD), DOR, County of Orange Office on Aging, and the City of La Habra, along with Career Teams, the contracted career services provider, and America Works, the AJCC operator. The Santa Ana WDB AJCC includes EDD, DOR, SER Jobs for Progress , Social Services Agency (SSA), Housing Authority, and city-administered youth programs (SAY Youth and CA4All). The Anaheim WDB AJCC partners with EDD, DOR, SSA, Working Wardrobes, and North Orange Continuing Education to provide targeted workforce development services.
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opportunities, and participate in community events, job fairs, and workforce development initiatives. Additionally, AJCC partners support the Orange County WDB’s One- Stop mobile unit, which brings employment services to hard- to-reach communities, ensuring that job seekers who face transportation and accessibility barriers can connect with workforce resources.
Business engagement remains a key priority in service coordination, with the WDBs and AJCC partners collaborating to design customized business solutions, engage employers in sector strategies, and provide recruitment support. Partners work together on rapid response initiatives and layoff aversion strategies to help businesses retain their workforce while supporting employees affected by industry shifts and economic disruptions. Employer engagement efforts also focus on expanding work-based learning opportunities, such as on-the-job training (OJT), apprenticeships, and incumbent worker training programs, ensuring that businesses can build skilled, competitive workforces while offering career advancement opportunities to job seekers.
To further strengthen employer engagement, the WDBs will convene quarterly regional meetings for business services representatives and employer engagement teams across workforce system partners. These meetings will facilitate a coordinated regional approach to engaging businesses in workforce activities, aligning services with industry needs, and ensuring that employers are fully aware of the workforce services and resources available across the broader workforce development ecosystem.
Strategic Partnerships to Strengthen Workforce Development
Beyond the core and mandated partners, the workforce system in Orange County collaborates with business -serving agencies, organized labor, and community -based organizations (CBOs) to enhance workforce services and expand career opportunities.
The WDBs work closely with organized labor to support apprenticeships, pre- apprenticeship programs, and sector -driven training initiatives. Labor unions are critical in connecting workforce system participants to quality jobs, ensuring job seekers have access to stable careers with competitive wages, benefits, and advancement opportunities.
Organized labor representation on the WDBs ensures that worker perspectives shape workforce policy and strategy. The International Brotherhood of Electrical Workers (IBEW), United Food and Commercial Workers (UFCW), California School Employees Association (CSCA), United Union of Roofers, Waterproofers, and Allied Workers, and Laborers Union (LiUNA) actively engage in workforce training initiatives, apprenticeship programs, and industry awareness events. During National Apprenticeship Week, labor organizations, local WDBs, and the Orange County Labor Federation collaborate to host events showcasing registered apprenticeship programs, highlighting career pathways in industries such as construction, cybersecurity, and public health.
Employer engagement extends beyond traditional hiring and recruitment efforts. The WDBs actively collaborate with business -serving organizations such as local chambers EXHIBIT 2
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of commerce, the Orange County Inland Empire Small Business Development Center (SBDC) Network, and the Small Business Diversity Network (SBDN) to provide targeted workforce solutions for local businesses. These partnerships facilitate access to customized workforce training, entrepreneurship resources, and hiring incentives, strengthening the overall business climate in Orange County.
Community-based organizations (CBOs) play a vital role in expanding access to workforce services for priority populations, including justice- involved individuals, veterans, foster youth, and individuals with disabilities. The WDBs collaborate with key CBOs such as Orange County United Way, Goodwill of Orange County, 211 OC, Chrysalis, Working Wardrobes, Hope Builders, and Project Kinship to provide wraparound support services that help job seekers overcome employment barriers.
These partnerships enable greater service alignment, increased workforce accessibility, and improved employment outcomes for Orange County residents.
Through coordinated service delivery, employer engagement, and community -based partnerships, the Anaheim, Santa Ana, and Orange County Workforce Development Boards remain committed to creating a streamlined, accessible, high- quality workforce system. These efforts ensure that job seekers have the support they need to secure meaningful employment and that businesses can access the talent required for economic growth and sustainability.
B. Partners' Efforts to Collaborate on Co-Enrollment and Case Management
The local boards and America's Job Centers of California partners are committed to integrating service delivery through strategic co- enrollment and common case management. These approaches enhance coordination among workforce programs, leverage limited resources, and improve outcomes for job seekers. By strategically co- enrolling participants in multiple programs, the workforce system can streamline access to services, avoid duplication, and maximize participant success.
The WDBs and AJCC partners work collaboratively through ongoing coordination efforts to strengthen co-enrollment and common case management. At the point of intake, case managers assess participant eligibility across multiple programs to determine whether co- enrollment would provide additional benefits. Participants who authorize information sharing are referred to relevant partner programs, ensuring they receive comprehensive services tailored to their needs.
Regular partner meetings provide a platform for agencies to discuss co -enrollment strategies, review best practices, and address service delivery challenges. Cross-training sessions help ensure staff are knowledgeable about available workforce programs, eligibility requirements, and referral processes to facilitate seamless participant transitions between programs.
Co-enrollment is particularly beneficial for priority populations such as veterans, English language learners, individuals with disabilities, justice- involved individuals, and public EXHIBIT 2
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assistance recipients. For example, veterans may be co-enrolled in WIOA Title I programs and specialized veteran services . At the same time, English language learners may receive WIOA Title II services for ESL and skills training. The workforce system also collaborates with the DOR to support individuals with disabilities through dual enrollment in WIOA and DOR services, ensuring access to employment assistance and disability - related accommodations.
To further improve co-enrollment and case management, the WDBs and AJCC partners will focus on the following strategies:
• Enhancing Referral and Tracking Systems: The WDBs will explore technology-based solutions to streamline referrals, improve participant tracking, and enhance communication between workforce partners.
• Expanding Co-Enrollment Opportunities: The WDBs will work on strategies to strengthen co-enrollment with Title II adult education providers, community colleges, and regional occupational programs (ROPs).
• Strengthening Workforce Staff Training and Collaboration: The WDBs will continue to provide regular cross-training sessions for AJCC staff and workforce partners to ensure they fully understand co-enrollment processes, program eligibility, and best practices for integrated service delivery.
Through these strategies, the WDBs will enhance service coordination, improve participant outcomes, and create a more seamless workforce system that effectively supports individuals in achieving economic mobility and sustainable employment.
C. One-Stop System's Use of Technology and Other Remote Strategies
The COVID-19 pandemic catalyzed the adoption of remote and virtual service delivery strategies across the workforce system. The Santa Ana, Anaheim, and Orange County Workforce Development Boards quickly pivoted to online platforms to ensure continuity of services during stay -at-home orders. This experience underscored the importance of having robust technology infrastructure and digital capabilities to support workforce development in any environment.
While in -person services have resumed, the local boards recognize the value of maintaining a hybrid approach that combines physical and virtual access points. The boards continue to expand their offerings of online workshops, virtual job fairs, and remote case management to provide flexibility and convenience for job seekers and employers.
One notable innovation in the region is the introduction of artificial intelligence (AI) tools in the AJCCs to assist staff and job seekers with tasks such as resume writing, cover letter development, and interview preparation. These AI-powered resources complement career counselors' high- touch, personalized services , allowing for more efficient and targeted support.
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technology. Others make these tools available through community-based locations such as libraries, community centers, and faith- based organizations. Establishing more neighborhood access points in collaboration with local partners will further expand workforce service accessibility.
Another key strategy for improving outreach and access is the Orange County WDB’s use of a wheelchair-accessible mobile unit, which serves as a One-Stop on wheels. This mobile unit has twelve computers and an external monitor for outdoor orientations and workshops. It is regularly deployed to community events, libraries, partner agencies, and parks and to targeted areas of Orange County that lack convenient access to a comprehensive AJCC. The mobile unit also provides an essential touchpoint for engaging hard-to-reach populations and ensuring workforce services are widely available.
The local boards are also exploring ways to enhance the user experience and streamline access to workforce services through technology solutions. This includes redesigning websites and web portals to be more intuitive and user -friendly, with clear pathways for different customer groups to access the necessary information and resources. The boards are also investigating the feasibility of developing online chat features and virtual assistants to provide real-time support and guidance to users.
Other strategies to expand the reach and accessibility of services through technology include:
• Producing orientation and informational videos in multiple languages to help job seekers understand and navigate workforce programs
• Developing mobile-friendly versions of online resources and applications to ensure access for individuals who primarily rely on smartphones for internet access • Exploring partnerships with libraries, community centers, and faith- based organizations to establish neighborhood access points where individuals can connect to workforce services using computer labs or loaner devices • Leveraging social media and digital marketing to increase awareness of workforce programs and engage diverse populations
While technology can enhance access and efficiency, the boards recognize the importance of balancing virtual and in- person services. Some individuals, particularly those with limited digital literacy or access to technology, may struggle to benefit from online services fully. The boards are committed to ensuring an equitable and inclusive approach to service delivery that accommodates all customers' diverse needs and preferences. This will require ongoing investment in staff professional development, technology infrastructure, and partnerships to bridge the digital divide.
D. Coordination of Workforce Activities and Support Services
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training, securing employment, or advancing in their careers. Supportive services include but are not limited to, childcare, transportation assistance (such as bus passes, gas cards, or mileage reimbursement), work attire, occupational license fees, school supplies, and tools needed for employment. The WDBs collaborate with workforce and education partners to ensure participants have access to these essential services.
During the intake and case management process, WIOA case managers work closely with program participants to assess their needs and determine if supportive services are necessary. If a barrier is identified, participants are first referred to existing community resources to maximize available funding and avoid duplication of services. If no other options are available, WIOA Title I funds may be used to provide the needed support.
The WDBs collaborate with education providers, community -based organizations, and other workforce partners to ensure individuals can fully participate in training opportunities by collectively addressing supportive service needs. By working with K-12 school districts, community colleges, adult education programs, and training institutions, the WDBs coordinate efforts to connect participants with essential supportive services such as transportation, childcare, and financial assistance.
Additionally, partnerships with organizations such as the DOR for workplace accommodations, the Community Health Initiative of Orange County for publicly supported health insurance programs, Chrysalis for specialized counseling services, Goodwill of Orange County for ASL interpreting services, and Working Wardrobes for professional attire help reduce barriers to participation. These collaborations ensure individuals receive the necessary support to successfully engage in and complete workforce and education programs.
To further support job seekers, the WDBs coordinate with employer partners to expand pre-apprenticeships, apprenticeships, and other earn- and-learn models that provide hands-on training while allowing individuals to earn a wage. These initiatives reduce financial barriers to participation and help individuals gain the experience necessary for long-term career success.
E. Physical and Programmatic Accessibility for Individuals with Disabilities
The WDBs comply with WIOA Section 188 and the Americans with Disabilities Act (ADA) of 1990, ensuring that all America’s Job Center of California (AJCC) locations, programs, and services are physically, programmatically, and technologically accessible to individuals with disabilities. The WDBs follow the nondiscrimination and equal opportunity procedures outlined in Workforce Services Directive WSD17- 01, implementing policies and practices that prevent discrimination on the basis of disability and ensure equal access to workforce development services.
All AJCC facilities within the local area meet ADA physical accessibility standards, allowing individuals with mobility impairments to navigate the centers independently. The EXHIBIT 2
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WDBs conduct a Biennial Local Area Self -Assessment to evaluate compliance with accessibility requirements and ensure that any identified issues are promptly addressed.
To enhance accessibility beyond physical accommodations, the AJCCs provide assistive technology and alternative communication tools to support individuals with hearing, vision, or other disabilities. These resources include screen readers, magnification software, speech-to-text applications, video relay services, and adaptive keyboards.
The WDBs actively promote nondiscrimination policies and ensure equal opportunity information is communicated to all staff, job seekers, and employers. This includes displaying the required "Equal Opportunity is the Law" posters in prominent locations at AJCCs and on workforce system websites, integrating nondiscrimination language in program materials, and verbally informing participants of their rights during orientations and intake processes. All participants sign nondiscrimination forms, which are maintained in their records.
To maintain compliance with WIOA Section 188, all AJCC and partner staff receive ongoing training on nondiscrimination policies, disability rights, and accessibility best practices. Orange County WDB mandates annual equal opportunity training, while Santa Ana and Anaheim WDBs conduct training every two years to ensure all staff remain informed about ADA requirements and strategies for accommodating individuals with disabilities.
The WDBs also collaborate with the D OR and other disability service providers to strengthen accessibility efforts. These partnerships provide guidance on facility layout, assistive technology acquisition, and best practices for serving individuals with disabilities.
Through these efforts, the Santa Ana, Anaheim, and Orange County WDBs ensure an inclusive, accessible, and equitable workforce system, removing barriers for individuals with disabilities and fostering meaningful participation in workforce development programs.
III. STATE STRATEGIC PARTNER COORDINATION
The WDBs actively collaborate with state and regional partners to enhance workforce development efforts, ensuring alignment with industry needs and equitable access to career opportunities. Through these partnerships, the WDBs work to strengthen apprenticeships, expand career pathways, and develop industry-driven training programs that support high-demand sectors and economic mobility for job seekers.
Collaboration with state and regional workforce partners plays a critical role in advancing local workforce initiatives. These partnerships help integrate work -based learning opportunities, skills development, and supportive services to create seamless pat hways from education to employment. Additionally, the WDBs engage with sector -focused initiatives and industry groups to identify emerging workforce trends, address skill gaps, and enhance access to quality jobs for Orange County residents.
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The following section outlines the ongoing efforts and future strategies to leverage state partnerships, expand apprenticeship models, and strengthen career training programs that drive economic growth and workforce resiliency in Orange County.
A. Coordination with County Human Services Agency and Other Local Partners That Serve Individuals Accessing CalFresh Employment and Training Services
The CalFresh Employment & Training (E&T) program is designed to help CalFresh recipients gain skills, training, or work experience to improve their ability to secure sustainable employment and economic stability. In Orange County, CalFresh E&T participation is mandatory for employable individuals receiving General Relief (GR), a temporary cash aid program for indigent adults who do not qualify for state or federal assistance.
The Orange County Social Services Agency administers CalFresh E&T, collaborating with the Anaheim, Santa Ana, and Orange County Workforce Development Boards, AJCCs, and CBOs to provide workforce development services aligned with WIOA programs. A key development in this partnership is the co-location of SSA staff in the same building as the OC Workforce Solutions Comprehensive Center in Brea, which streamlines referrals, enhances service coordination, and facilitates direct access to workforce resources for CalFresh E&T participants.
Expansion of CalFresh E&T Services Through Fresh Success
Fresh Success is a new program launching in Orange County in 2025, expanding the reach of CalFresh Employment & Training (E&T) services to provide workforce development opportunities for CalFresh participants. The program, which currently operates in 21 counties with 34 providers across California, is supported by the Foundation for California Community Colleges, which plays a key role in its implementation by providing:
• Recruitment and support for new providers, including workforce agencies and educational institutions.
• Tools, training, and technical assistance to enhance service delivery. • Facilitated partnerships with local organizations to integrate job training and wraparound services.
• Program oversight and quality assurance to ensure compliance and alignment with workforce development priorities.
With the support of the Foundation for California Community Colleges, local partners such as Chrysalis and the Chef Ann Foundation will lead the implementation of Fresh Success in Orange County, providing workforce training and employment services to CalFresh E&T participants. These organizations will help participants gain hands -on job experience, develop employability skills, and transition into sustainable careers, reinforcing the program’s goal of fostering long-term economic self-sufficiency.
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Ongoing Collaboration and Service Coordination
The WDBs, SSA, and workforce partners collaborate to enhance CalFresh E&T service delivery. Regular partner meetings provide opportunities to:
• Improve service coordination and strengthen referral processes between SSA, AJCCs, and CalFresh E&T providers.
• Develop shared goals to increase access to workforce training and employment opportunities.
• Ensure alignment of workforce development strategies with the needs of CalFresh E&T participants.
Future Strategies for Strengthening CalFresh E&T Workforce Integration
To enhance CalFresh E&T workforce services, the WDBs and their partners will implement the following strategies:
1. Establishing and Strengthening Referral Processes
• Develop a standardized, two- way referral system between SSA, AJCCs, and CalFresh E&T providers to ensure seamless participant referrals and service tracking.
• Establish coordination between AJCCs and new Fresh Success partners to ensure frontline staff are informed about the program, understand available services, and can identify opportunities for co- enrollment when it supports employment and training outcomes for CalFresh E&T participants.
2. Expanding Training and Workforce Readiness Opportunities • Develop earn-and-learn opportunities for CalFresh recipients to gain on-the-job experience while earning an income.
• Collaborate with partners to explore and develop more short -term training opportunities that enable participants to accelerate the acquisition of industry- recognized credentials.
• Collaborate with partners to develop and implement innovative solutions that enhance access to flexible training programs, ensuring they accommodate diverse work schedules and offer childcare and transportation support to better meet participant needs.
3. Enhancing Workforce Staff Training and Cross-Agency Collaboration • Organize cross-training sessions for workforce development and SSA frontline staff to ensure they understand each other’s services, referral processes, and program eligibility requirements.
• Develop shared goals between SSA, WDBs, and CalFresh E&T providers to align service coordination and workforce development efforts.
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4. Improving Data Tracking
• Explore the feasibility of developing local codes or program activities in CalJOBS to improve the tracking of CalFresh E&T participant enrollment and service outcomes.
• Assess the need to enhance data- sharing agreements between SSA, WDBs, and CalFresh E&T providers to measure the effectiveness of workforce interventions and improve service coordination.
By implementing these strategies, the Anaheim, Santa Ana, and Orange County Workforce Development Boards will strengthen CalFresh E&T service coordination, and expand participant workforce opportunities.
B. Coordination with Local Child Support Agency and Other Local Partners Serving Individuals That Are Non-Custodial Parents
The WDBs partner with the Orange County Department of Child Support Services (DCSS) to help non- custodial parents (NCPs) gain employment, increase economic stability, and meet child support obligations. This partnership ensures that NCPs have access to workforce training, job placement assistance, and career development services that help them achieve long- term financial independence and family - sustaining wages.
The WDBs and DCSS continue strengthening their collaboration by improving service coordination, referral processes, and workforce training opportunities for NCPs.
Recognizing the unique challenges faced by this population, the workforce system aims to provide tailored employment solutions, including career workshops, legal assistance, and job readiness training, to help NCPs transition into stable employment.
Through stakeholder meetings, it was identified that many NCPs are also justice- involved individuals who face additional barriers to securing employment, highlighting the need for targeted strategies to support this population. Additionally, discussions emphasized that successfully connecting NCPs to career opportunities requires tailored workforce solutions that address their specific needs, including multilingual career workshops, targeted outreach to low-income gig workers, and expanded career pathways that provide financial stability and opportunities for advancement.
Ongoing Collaboration and Service Coordination
The WDBs, DCSS, and workforce system partners collaborate to enhance service delivery and workforce access for NCPs. Coordination efforts include:
• Providing cross -training between DCSS staff and workforce professionals to improve WIOA program knowledge and referrals.
• Increasing collaboration on job recruitment events, ensuring DCSS distributes job flyers and workforce information in client-facing settings.
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• Expanding partnerships with community -based organizations to strengthen wraparound services for NCPs, including legal aid and employment readiness programs.
Future Strategies for Strengthening Workforce Support for Non- Custodial Parents
To further support NCPs in accessing workforce services, the WDBs and partners will implement the following strategies:
1. Strengthening Referral and Outreach Processes
• Fully implement a streamlined digital referral process, improving service coordination and tracking. The original plan to use CalJOBS for referrals has proven challenging to implement widely.
• The partnership will initially prioritize increasing overall referral volume, followed by an assessment of the need for non- English services and specialized workshops to support diverse NCP populations better. • Designate liaison staff for warm handoffs between DCSS and workforce agencies.
• Enhance outreach efforts through text messaging, email guidance, and multilingual marketing materials.
2. Supporting Justice-Involved Non-Custodial Parents
• Develop and distribute child support informational guides for justice- involved individuals in collaboration with reentry partners.
• Expand early workforce and child support intervention efforts for incarcerated individuals, connecting them with employment resources pre-release. • Develop strategies to strengthen engagement with reentry organizations to ensure justice-involved NCPs receive early intervention services for workforce and child support services.
3. Increasing Workforce System Engagement with Child Support Services • Provide ongoing cross -training between workforce boards and DCSS staff to ensure a comprehensive understanding of available workforce programs and referral processes.
• DCSS will train AJCC frontline staff on addressing concerns non- custodial parents may have about employment, emphasizing that DCSS aims to support, not hinder, their employment goals and providing information on tools available to modify child support orders when necessary.
• Increase DCSS participation in workforce recruitment efforts, including job fairs and employment initiatives.
By implementing these strategies, the Anaheim, Santa Ana, and Orange County Workforce Development Boards will strengthen workforce service delivery, improve economic opportunities for non- custodial parents, and enhance collaboration with child support agencies and reentry partners.
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C. Coordination with Local Partnership Agreement Partners Established in Alignment with the Competitive Integrated Employment Blueprint and Other Local Partners That Serve Individuals with Developmental and Intellectual Disabilities
The California Competitive Integrated Employment (CIE) Blueprint is a statewide initiative led by the California Department of Education (CDE), the California Department of Rehabilitation (DOR), and the California Department of Developmental Services (DDS), in partnership with a broad range of stakeholders, including Disability Rights California (DRC). Leadership for the Blueprint is provided by the California Health and Human Services Agency (CHHSA).
The CIE Blueprint aims to expand employment opportunities for individuals with intellectual and developmental disabilities (ID/DD) by strengthening pathways to CIE.
CIE is defined under the Workforce Innovation and Opportunity Act (WIOA) as full - time or part- time work at minimu m wage or higher, with wages and benefits comparable to non-disabled employees performing the same work in settings where individuals with disabilities work alongside those without disabilities.
The goals of the CIE Blueprint are:
1. Improve collaboration and coordination between CDE, DOR, and DDS to prepare and support all individuals with ID/DD who choose CIE.
2. Increase opportunities for individuals with ID/DD to access California’s workforce development system and achieve CIE through available resources.
3. Support informed decision-making, ensuring individuals with ID/DD can explore career options, prepare for employment, and successfully transition into and retain CIE opportunities.
Ongoing Collaboration and Service Coordination
The Anaheim, Santa Ana, and Orange County Workforce Development Boards (WDBs) actively collaborate with DOR, the Regional Center of Orange County (RCOC), local education agencies (LEAs), community colleges, and workforce service providers to implement strategies that align with the Blueprint. These efforts are primarily coordinated through a Local Partnership Agreement (LPA) that streamlines workforce services, strengthens employment pipelines, and ensures that individuals with ID/DD have equitable access to workforce opportunities.
Through their participation in Orange County LPA meetings, WDB representatives work alongside DOR, RCOC, and community-based organizations (CBOs) to ensure a coordinated approach to service delivery for individuals with disabilities. The partnership has created new employment and training opportunities aligned with WIOA and CIE Blueprint initiatives, improving service integration, career development, and business engagement.
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The WDBs and DOR also collaborate to engage businesses by participating in chamber of commerce events, diversity hiring fairs, and workforce networking events.
This proactive employer engagement strategy is essential for:
• Educating businesses on the value of hiring individuals with disabilities. • Providing training and technical assistance to create more inclusive workplaces.
Additionally, the WDBs are focused on enhancing the workforce system's capacity to support individuals with disabilities. Stakeholder discussions have highlighted a critical shortage of trained job coaches, employment specialists, and disability service professionals, which has made it difficult to provide comprehensive, long- term employment support for individuals with disabilities.
To address this gap, the WDBs will work with RCOC to explore workforce pipeline solutions, such as recruiting and training older workers who are re- entering the workforce due to the rising cost of living. Many older workers may be interested in part-time employment and could be trained as job coaches or employment specialists to support individuals with disabilities. Leveraging their experience and availability, this approach aims to bridge the service gap while creating meaningful employment opportunities for older workers.
The training and development of workforce staff is also a critical initiative. The WDBs, in collaboration with DOR, offer training sessions for frontline staff at AJCCs and partner organizations to help workforce professionals better understand the services available for individuals with disabilities. These training efforts focus on:
• Enhancing staff knowledge of DOR’s extensive service offerings. • Strengthening referral and case management systems.
• Ensuring workforce professionals are equipped to provide job seekers with disabilities the necessary guidance and support.
By leveraging regional partnerships, expanding employer engagement, and addressing workforce capacity challenges, the Anaheim, Santa Ana, and Orange County Workforce Development Boards remain committed to increasing competitive integrated employment opportunities for individuals with disabilities.
Future Strategies for Expanding Competitive Integrated Employment
To further advance Competitive Integrated Employment (CIE) opportunities and address workforce shortages in the disability employment sector, the Anaheim, Santa Ana, and Orange County Workforce Development Boards (WDBs) will implement the following strategies:
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1. Expanding the Pipeline of Job Coaches and Employment Support Specialists
• Develop and promote clear career pathways for individuals interested in supporting people with disabilities by working as job coaches, employment specialists, and disability service professionals.
• Explore strategies to recruit and train older workers who are re- entering the workforce due to the rising cost of living, offering them part -time employment opportunities as job coaches.
• Map and explore various career pathways where entry -level job coaching and employment support roles can be stepping stones to higher-paying careers in human services, workforce development, and related industries. This approach will help promote these positions as viable career opportunities and improve recruitment and retention.
2. Increasing Training and Professional Development for Workforce Staff and Partner Organizations
• Explore training opportunities through institutions like the UCLA Tarjan Center to enhance workforce staff capabilities in serving individuals with disabilities. • Conduct targeted surveys for individuals referred from DOR, RCOC, and other workforce agencies to assess service effectiveness and identify gaps. • Provide professional development and cross -training for workforce staff, ensuring they are knowledgeable about DOR services, CIE programs, and available workforce resources for individuals with disabilities.
3. Strengthening Employer Outreach and Engagement
• Increase efforts to educate employers on the benefits of hiring individuals with disabilities and inform them about available hiring incentives. • Continue to expand business outreach and engagement efforts, leveraging chamber of commerce networks, LinkedIn Recruiter, and direct employer outreach to increase CIE opportunities.
• Work with industry associations and business partners to promote inclusive hiring practices and support employer-driven workforce solutions for individuals with disabilities.
4. Expanding Access and Workforce Information
• Explore the creation of an online hub for disability workforce resources, providing job seekers, workforce professionals, and employers with centralized access to tools, training, and employment support services. • Assess the potential for integrating disability workforce resources into the OC Works Online Hub Project, in partnership with the Orange County Regional Consortium (OCRC) to enhance accessibility and streamline information sharing.
• Increase participant referrals through targeted outreach efforts, identifying and partnering with CBOs to expand service reach and connect more individuals with ID/DD to workforce development programs.
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By implementing these strategies, the WDBs will strengthen employer engagement, expand service accessibility, and create a sustainable workforce pipeline to support individuals with disabilities in securing competitive integrated employment.
D. Coordination with Community- Based Organizations and Other Local Partners That Serve Individuals Who Are English Language Learners, Foreign Born, and/or Refugees
The WDBs collaborate with community -based organizations, adult education providers, and immigrant-serving agencies to help English language learners (ELLs), foreign-born individuals, and refugees access workforce services and secure employment. These partnerships focus on reducing language barriers, providing culturally responsive employment services, and expanding access to training and career opportunities.
The WDBs work closely with local adult education programs, community colleges, and nonprofit organizations that offer ESL courses, vocational training, and job placement support. Recognizing the challenges these populations face in navigating the workforce system, the Boards are committed to improving outreach, strengthening referral coordination, and enhancing service accessibility.
Stakeholder meetings identified barriers preventing ELLs, foreign- born individuals, and refugees from fully accessing workforce services. Challenges include translating foreign credentials, unclear referral pathways, language barriers, and difficulty navigating workforce systems. Limited awareness, transportation, and childcare obstacles further restrict participation in training and job searches. Stakeholders emphasized the need for better service coordination to streamline referrals and avoid duplication. Additionally, culturally inclusive job readiness training is essential to help individuals adapt to U.S. workplace norms, hiring processes, and professional communication.
Ongoing Collaboration and Service Coordination
The WDBs, CBOs, and local workforce system partners collaborate to enhance workforce services for ELLs, foreign- born individuals, and refugees. Current efforts include:
• Partnering with libraries, adult education providers, and nonprofits to expand workforce resources and ESL learning opportunities.
• Providing cross-training for workforce staff and immigrant-serving organizations to improve understanding of WIOA eligibility, enrollment processes, and career services.
• Developing outreach materials in multiple languages to improve awareness and accessibility of workforce programs.
• Leveraging community spaces such as churches, cultural centers, and local nonprofits for culturally sensitive outreach and service delivery.
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Future Strategies for Strengthening Workforce Support for English Language Learners, Foreign-Born Individuals, and Refugees
To improve service delivery and workforce access for these populations, the WDBs and partners will implement the following strategies:
1. Strengthening Referral and Navigation Support
• Improve the referral process between AJCCs, adult education providers, and community-based organizations to ensure seamless service coordination. • Explore the creation of a workforce navigator role to help ELLs and foreign- born individuals understand available workforce services and complete enrollment processes.
• Create multilingual video guides and visual flowcharts explaining how to access workforce programs and eligibility requirements.
2. Expanding Workforce Training and Career Pathways
• Collaborate with education partners to expand career pathway programs, including Vocational ESL (VESL), that integrate language learning with workforce training and help ELLs earn industry-recognized credentials. • Explore partnerships with employers to create work -based learning opportunities tailored to ELL populations.
3. Addressing Barriers to Workforce Participation
• Develop strategies to address transportation and childcare challenges that prevent ELLs from participating in training and job search activities. • Increase culturally responsive job readiness training to help individuals understand U.S. workplace expectations, job applications, and interview processes.
4. Enhancing Outreach and Information Sharing
• Explore the possibility of integrating ELL workforce resources into the OC Works Hub site in collaboration with the Orange County Regional Consortium. • Strengthen partnerships with culturally specific organizations to enhance outreach and better connect ELL communities with workforce services.
By implementing these strategies, the WDBs will enhance workforce access, improve employment outcomes, and strengthen collaboration with community partners serving ELLs, foreign-born individuals, and refugees.
E. Coordination with Local Veteran Affairs, community- based organizations, and other local partners who serve veterans.
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to workforce services, career development resources, and employment opportunities that align with their military experience and long-term career goals.
The Orange County Workforce Development Board (OCWDB) operates the Veterans Reemployment Office (OC4Vets) in Santa Ana, a dedicated resource center providing employment assistance, career coaching, and job placement support for veterans.
OCWDB also works closely with the Veterans Affairs Vocational Re habilitation and Employment (VR&E) program, which helps veterans with service- connected disabilities gain employability skills and secure competitive integrated employment.
All three Workforce Development Boards are members of the Orange County Veterans and Military Families Collaborative (OCVMFC), which brings together public and private organizations to improve veteran service coordination and resource- sharing. Through this collaboration, the Boards participate in events, employer engagement initiatives, and workforce development strategies that enhance employment outcomes for veterans.
Stakeholder meetings highlighted several challenges veterans face in securing employment, including navigating workforce systems, translating military experience to civilian careers, and managing salary expectations. Additionally, stakeholders emphasized the need for expanded career exploration, mentorship, and job retention support.
A significant gap identified was the loss of funding for a program that provided wraparound mental health and employment services, leaving many veterans without critical support. While various services exist, they are often underutilized due to a lack of awareness and the complexity of accessing them. Stakeholders also stressed the need for better coordination among service providers to ensure warm handoffs, reduce service duplication, and improve veterans' access to essential resources and employment opportunities.
Strengthening partnerships and developing tailored solutions to address these barriers will improve service delivery and long-term employment success for veterans.
Ongoing Collaboration and Service Coordination
The WDBs, veteran-serving organizations, and workforce system partners collaborate to improve service coordination and ensure veterans receive comprehensive workforce support. Current efforts include:
• Providing cross-training between workforce staff and veteran service organizations to increase awareness of available workforce programs and referral pathways.
• Enhancing employer engagement through veteran-focused job fairs, hiring events, and business outreach initiatives.
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• Expanding partnerships with community-based organizations to ensure wraparound services for veterans, including housing support, behavioral health resources, and career coaching.
Future Strategies for Strengthening Workforce Support for Veterans To enhance workforce services for veterans, the WDBs and partners will implement the following strategies:
1. Strengthening Referral and Outreach Processes
• Increase veteran referrals to workforce services by streamlining communication between Veteran Affairs, workforce agencies, and community partners.
• Develop a structured referral system to ensure warm handoffs between veteran service providers and AJCCs.
• Create visual guides, decision trees, or flowcharts to help veterans and service providers navigate available resources and career pathways.
2. Expanding Workforce Training and Career Exploration
• Explore ways to increase job shadowing and informational interview opportunities by strengthening employer relationships and industry partnerships.
• Collaborate with partner organizations to develop strategies for connecting veterans with peer mentors who can provide guidance, share experiences, and support their transition into civilian careers.
3. Supporting Veterans with Employment Barriers
• Work with partners to develop strategies for enhancing workforce readiness programs, incorporating soft skills training, financial literacy, and job retention support to prepare veterans for long-term career success better. • Leverage peer support specialists to provide mental health services alongside workforce training, addressing barriers to long-term employment.
4. Enhancing Employer Engagement and Job Placement
• Expand employer outreach efforts to educate businesses on the value of hiring veterans and the skills they bring to the workforce.
• Facilitate employer engagement initiatives such as veteran hiring events, industry roundtables, and veteran-focused apprenticeship programs. • Develop strategies to bridge the gap between veteran skills and employer needs, ensuring better job matching and long-term career stability.
F. Collaboration with the Strategic Planning partners to address environmental sustainability.
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economic mobility. In alignment with the California Workforce Development Board’s High Road Training Partnerships (HRTP) framework and the Orange County Climate Action Plan (CAP) , the WDBs collaborate with strategic planning partners, industry leaders, and community organizations to integrate sustainability into workforce programs. These efforts aim to reduce environmental impact, create career pathways in green industries, and expand opportunities for disadvantaged populations.
California’s High Road vision, reinforced by the Orange County CAP, prioritizes equity, climate adaptation, and job quality, ensuring that workers and businesses can transition to a carbon-neutral economy while addressing economic vulnerabilities. The WDBs are committed to developing training programs, sector partnerships, and industry-driven strategies that align workforce development with climate action and economic resilience goals.
Stakeholder discussions and research on high-road workforce strategies have identified several challenges and opportunities in expanding sustainable workforce initiatives. These include:
• The need for more apprenticeships and job placement opportunities in climate-resilient sectors such as renewable energy, energy efficiency, green construction, and environmental technology.
• Limited awareness and accessibility of green career pathways, particularly among historically disadvantaged communities and displaced workers. • Industry shifts due to California’s transition away from fossil fuels, highlighting the urgency of reskilling and workforce training programs to support workers transitioning into clean energy and sustainability-focused jobs.
Expanding partnerships among workforce agencies, sustainability-focused employers, and climate-conscious community-based organizations is critical to ensuring that green workforce initiatives remain accessible, inclusive, and aligned with evolving industry needs.
Ongoing Collaboration and Service Coordination
The WDBs collaborate with regional planning partners, industry leaders, and training providers through the Jobs First initiative (formerly the Community Economic Resilience Fund - CERF) to develop workforce strategies that support environmental sustainability, climate adaptation, and equitable economic development.
Through this collaboration, the WDBs aim to:
• Align workforce development with the County’s climate action goals, ensuring training investments promote economic mobility, workforce resilience, and green job expansion.
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• Support industry transitions to sustainable practices by engaging employers in clean energy, waste reduction, and climate-resilient infrastructure projects. • Leverage funding opportunities to increase workforce participation in green and emerging industries, including renewable energy, sustainable transportation, and environmental conservation.
Future Strategies for Advancing Environmental Sustainability in Workforce Development
To strengthen green workforce initiatives and support the objectives of the HRTP framework and Orange County Climate Action Plan, the WDBs and partners will implement the following strategies:
1. Expanding Green Career Pathways and Apprenticeships
• Develop industry -driven training programs in renewable energy, sustainable construction, and climate-resilient infrastructure.
• Increase paid apprenticeship and work -based learning opportunities in green sectors to ensure a skilled workforce pipeline for sustainable industries. • Partner with employers to create upskilling programs for workers transitioning from fossil-fuel-based industries to climate-conscious jobs. • Explore partnerships with regional sustainability programs to expand on-the- job training opportunities in green occupations such as solar energy, environmental engineering, and energy efficiency.
2. Strengthening Employer Engagement and Business Sustainability Practices • Engage industry associations, labor unions, and economic organizations to identify emerging job opportunities in clean energy, climate- resilient infrastructure, and green technology.
• Work with businesses to develop industry -specific sustainability training programs that prepare workers for climate- focused careers and California’s transition to a green economy.
• Promote workforce incentives for businesses adopting sustainable practices, aligning with California’s climate policies and workforce goals. • Support local businesses in adopting clean energy and emission reduction strategies by connecting them to skilled workers trained in sustainability - focused careers.
3. Increasing Access and Awareness of Green Workforce Opportunities • Develop targeted outreach efforts to increase awareness of green career opportunities among underrepresented populations, displaced workers, and transitioning industries.
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• Explore the integration of green workforce training resources into the OC Works Hub, providing a centralized platform for environmental sustainability job opportunities.
• Facilitate convenings with sustainability-focused employers to discuss industry skill needs, workforce development strategies, and clean energy employment trends.
• Partner with education and training providers to ensure curricula align with the latest advancements in climate-conscious industries and clean technology.
By implementing these strategies, the Anaheim, Santa Ana, and Orange County Workforce Development Boards will support the County’s transition to a carbon- neutral economy, expand access to sustainable careers, and strengthen partnerships with industry leaders driving environmental sustainability. These efforts will create high-quality jobs, increase economic resilience, and promote equitable workforce development opportunities in climate-adaptive industries.
IV. WIOA TITLE I COORDINATION
The Santa Ana, Anaheim, and Orange County Workforce Development Boards (WDBs) are committed to delivering high-quality WIOA Title I services that effectively support job seekers, workers, and employers. To achieve this, the WDBs prioritize staff preparation, training, and ongoing professional development to ensure workforce system professionals remain knowledgeable about evolving labor market trends, program requirements, and best practices in service delivery. Through continuous improvement efforts, the boards align WIOA Title I services with regional workforce priorities, fostering a system responsive to participant needs and promoting economic mobility. This section outlines the strategies for workforce staff development, service delivery approaches, and administrative coordination that guide the implementation of WIOA Title I programs across the region.
A. Staff Training and Professional Development to Increase Digital Technology Skills
The WDBs recognize the growing importance of digital fluency in workforce development and are committed to equipping frontline staff with the necessary skills to navigate an evolving digital landscape. To enhance service delivery and more effectively support job seekers, the WDBs provide ongoing training and professional development opportunities focused on digital tools, virtual engagement, and emerging technologies.
Frontline staff receive regular training on core workforce technology platforms, including CalJOBS and Microsoft Office, ensuring they can efficiently manage case files, track participant progress, and facilitate job search activities. Additionally, staff are trained in using virtual communication tools such as Zoom and Microsoft Teams to conduct remote sessions, facilitate online workshops, and engage job seekers in a hybrid service model that blends in-person and virtual interactions.
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Recognizing the increasing role of artificial intelligence (AI) in workforce development, staff have also participated in AI training to improve their ability to use large language model tools for administrative support, job seeker assistance, and personal ized service delivery. These AI tools help streamline resume writing, job matching, and interview preparation, enhancing staff efficiency and participant outcomes.
Beyond their own skill development, staff are also trained to support job seekers in improving their digital literacy and confidence with technology. As digital skills become essential for employment, AJCC staff guide job seekers on navigating online job applications, using video conferencing for virtual interviews, and leveraging digital tools for career advancement. The WDBs continue assessing training needs and integrating new digital learning strategies to ensure staff and job seekers can successfully adapt to a technology-driven workforce.
B. Frontline Staff Training and Professional Development to Increase Cultural Competency and Effectiveness in Working with Individuals and Groups that Have Been Exposed to Trauma
Workforce programs support individuals from a wide range of cultural, socioeconomic, and linguistic backgrounds, including immigrants, refugees, justice- involved individuals, and those who have experienced trauma. The WDBs provide ongoing training in cultural competency and trauma-informed care to foster a more inclusive and supportive service environment.
The WDBs host dedicated training sessions and leverage partner -led training opportunities to equip staff with the knowledge and skills to serve diverse populations effectively. Cultural competency training focuses on recognizing implicit bias, understanding the unique needs of multilingual and multicultural communities, and ensuring workforce services are accessible and inclusive.
Trauma-informed care training helps staff recognize the impact of adverse experiences on employment readiness, emphasizing de- escalation techniques, supportive communication strategies, and approaches to fostering trust with job seekers who have experienced trauma. Additionally, staff participate in motivational interviewing training to enhance their ability to engage and empower individuals in overcoming employment barriers.
The WDBs will continue to offer training in trauma- informed care, motivational interviewing, and cultural competency to strengthen service delivery and ensure workforce professionals are prepared to provide equitable and supportive assistance to all job se ekers. By maintaining these ongoing professional development efforts, the WDBs create a workforce system that is responsive, inclusive, and equipped to meet the evolving needs of the communities they serve.
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C. Coordination of Rapid Response and Layoff Aversion Activities
The WDBs actively support statewide rapid response efforts by providing services to businesses facing layoffs and offering outplacement support to dislocated workers. Rapid response teams work closely with businesses and affected employees to facilitate a smooth transition and minimize disruptions. The teams become aware of large layoffs through California's Worker Adjustment and Retraining Notification (WARN) system, while smaller layoffs are identified through AJCC partners, chambers of commerce, industry associations, and local news sources.
Once notified, rapid response teams, which include WDB staff, EDD representatives, education and training providers, and community -based organizations, coordinate immediate support. The three WDBs collaborate on regional rapid response events when a layoff affects multiple areas within Orange County, ensuring consistency and efficiency.
If businesses in neighboring workforce areas are impacted, the local boards work with adjacent WDBs to provide coordinated assistance. Affected workers are connected to career services, job placement support, unemployment insurance information, and retraining programs through on- site and virtual rapid response events. Workers also receive guidance on navigating health benefits, rolling over retirement plans, and accessing available public resources.
In addition to responding to layoffs, the WDBs implement layoff aversion strategies designed to help businesses retain workers by identifying at-risk companies and providing early intervention. Using business intelligence tools such as EconoVue, the boards proactively assess financial distress indicators and intervene with targeted support.
Employers receive guidance on cost containment strategies, including accessing tax incentives, restructuring operations, reducing overhead expenses, and participating in employer-driven training initiatives that help retain employees while adapting to shifting industry demands. The Santa Ana WDB further supports businesses by partnering with the local Chamber of Commerce, conducting business needs assessments to identify early warning signs and develop retention strategies.
The WDBs also participate in Southern California Rapid Response Roundtable meetings, fostering regional collaboration and sharing best practices. These meetings enable workforce partners to refine strategies for layoff aversion, improve employer engagement, and align services with economic trends. Moving forward, the WDBs will continue strengthening rapid response and layoff aversion efforts by enhancing coordination with businesses, economic development agencies, and education partners, ensuring that Orange County remains resilient in the face of workforce disruptions while providing comprehensive reemployment support for displaced workers.
D. Services and Activities Available under WIOA Title I Adult and Dislocated Worker Programs
The WDBs provide a comprehensive range of employment and training services for adults and dislocated workers through the America’s Job Center of California (AJCC) system.
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access employment opportunities, build career pathways, and obtain industry-recognized credentials. The AJCC system delivers workforce services through in- person locations, virtual platforms, and a mobile unit that brings career services to communities throughout Orange County.
AJCC/One-Stop Delivery System
The AJCC facilities listed below provide in -person services, complemented by virtual offerings that are an integral component of the hybrid workforce development system implemented by all three local boards in Orange County.
Orange County WDB AJCCs
Orange County Workforce Solutions Center
675 Placentia Ave, Suite 330
Brea, CA 92821
OC Workforce Solutions South County
28202 Cabot Road, Suite 140
Laguna Niguel, CA 92677
OC4Vets - Veterans Reemployment Office
1300 S. Grand Avenue, 2nd Floor, Building B
Santa Ana, CA 92705
Los Alamitos Joint Forces Training Base
11200 Lexington Dr. Bldg. 244
Los Alamitos, CA 90720
Supplementing the above facilities is the Orange County WDB mobile AJCC, which provides services from community and business locations throughout the county.
Santa Ana WDB AJCC
Santa Ana WORK Center
801 West Civic Center Drive, Suite 200
Santa Ana, CA 92701
Anaheim WDB AJCC
Anaheim Workforce Connection
201 South Anaheim Blvd.
Anaheim, CA 92805
Adult and Dislocated Worker Program Services
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The AJCC system offers career services and training opportunities that meet the diverse needs of job seekers in the region. Services are delivered through a hybrid model, combining in-person assistance at AJCC locations, virtual career services, and mobile workforce outreach to increase accessibility across Orange County.
Career Services
1. Basic Career Services:
• Job search assistance and access to labor market information. • Initial assessments to evaluate skill levels, career interests, and barriers to employment.
• Assistance with resume development, job applications, and interview preparation.
• Information on eligibility and referrals to training and supportive services.
2. Individualized Career Services:
• Comprehensive skills assessments to determine career readiness. • Individual Employment Plans (IEPs) developed with case managers to outline career goals and training pathways.
• Career counseling and one-on-one support for employment navigation. • Job placement assistance and direct referrals to hiring employers.
Training Services
To equip job seekers with in- demand skills, the WDBs offer various training programs tailored to regional industry needs. These programs include:
• Occupational Skills Training through approved providers on the Eligible Training Provider List (ETPL).
• On-the-Job Training (OJT), where participants gain hands -on experience with employers while earning a wage.
• Apprenticeships and pre- apprenticeships in construction, healthcare, advanced manufacturing, and clean energy.
• Incumbent Worker Training to help current employees upskill for career advancement.
• Short-term certification programs in fields such as information technology and logistics, and other regional demand occupations.
Follow-Up Services
WDBs provide up to 12 months of follow-up services to support job retention and career growth for WIOA Adult and Dislocated Worker participants. Case managers maintain regular contact to address challenges and provide:
• Career counseling and job retention support to help participants navigate workplace expectations and advance in their careers.
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• Skills development and refresher training to enhance job performance and career mobility.
• Financial literacy assistance to support budgeting and financial planning. • Continued access to supportive services, such as transportation, childcare, and mental health resources.
• Employer mediation to help resolve workplace concerns and prevent job loss.
Follow-up services ensure participants remain employed, access additional training, and receive ongoing support for long-term career success.
The WDBs have established priority of service policies, ensuring that priority for career and training services is given to:
• Veterans and eligible spouses (highest priority).
• Recipients of public assistance, low -income individuals, and individuals who are basic skills deficient.
During intake and assessment, AJCC staff determine priority status, document eligibility in CalJOBS, and ensure priority populations receive access to career counseling, training funds, and supportive services before individuals who do not meet priority criteria. The WDBs also conduct targeted outreach to ensure that those most in need are informed about available workforce services. AJCC partners are made aware of the local board's priority of service policy and actively assist in identifying and referring individuals who meet the priority service criteria.
E. Services and Activities Available under WIOA Title I Youth Program
The WDBs provide a comprehensive range of workforce investment activities for eligible in-school and out -of-school youth. Services are delivered through contracted service providers and partner organizations, supporting youth in career exploration, educati on, skills development, and employment. These programs are designed to equip young individuals with the necessary tools and experiences to transition successfully into the workforce or further education, ensuring they have access to meaningful career pathways and long-term economic stability.
Youth Workforce Investment Activities
WIOA Title I Youth programs offer the 14 required program elements designed to help young individuals overcome barriers and successfully transition into post -secondary education, training, and employment. These services include tutoring, dropout prevention, paid and unpaid work experiences, occupational skills training, financial literacy education, leadership development, and follow-up services for at least 12 months after program completion. Youth also receive supportive services such as transportation assistance, childcare, and work-related tools to ensure they can fully participate in training and employment opportunities.
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The WDBs prioritize serving out-of-school youth, with the following service ratios:
• Orange County WDB: 25% in-school, 75% out-of-school
• Santa Ana WDB: 20% in-school, 80% out-of-school
• Anaheim WDB: 0% in-school, 100% out-of-school
Core Features of Youth Services
Case Management: Case managers guide youth in developing Individual Service Plans (ISPs) that outline career and education goals. They coordinate services with AJCC partners, track progress, and modify plans as needed to ensure youth stay on their career pathways.
Work Experience: Paid and unpaid work experience placements provide valuable exposure to the workforce. Opportunities include pre- apprenticeship programs, summer and year-round employment, internships, job shadowing, and on-the-job training.
Occupational Skills Training & Job Readiness: Short -term training programs lead to industry-recognized credentials, equipping youth with the vocational skills needed for employment. Job readiness workshops help participants develop essential employability skills.
Educational Services: Youth programs offer tutoring, ESL training, and academic support to help individuals earn a high school diploma or equivalent and prepare for post- secondary education.
Support Services: Youth receive assistance such as transportation, childcare, and work attire to eliminate barriers to participation. Whenever possible, the WDBs leverage non- WIOA funding sources before utilizing WIOA funds.
Digital Literacy & Technology Integration
Recognizing the growing demand for digital literacy, WDBs have expanded efforts to ensure youth gain proficiency in essential technology skills. Many youth successfully adapted to virtual services during the pandemic, and the boards continue to integrate digital tools into programming. Through partnerships with public libraries, youth have access to digital literacy training, online career coaching, and homework assistance.
Additionally, AJCC staff connect youth to adult education and community college non- credit programs that offer digital literacy instruction.
By providing a structured framework of education, training, and employment services, the WDBs help youth gain the skills and experience necessary to transition into self-sufficient careers, aligning with the regional workforce development strategy.
F. Entity Responsible for Disbursal of Grant Funds and the Competitive Process Used to Award Contracts for WIOA Title I Activities
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The County of Orange serves as the fiscal agent for the Orange County Workforce Development Board, overseeing the disbursal of grant funds. Likewise, the City of Santa Ana acts as the fiscal agent for the Santa Ana Workforce Development Board, and the City of Anaheim fulfills this role for the Anaheim Workforce Development Board, ensuring proper management and distribution of WIOA funds.
To award sub-grants and contracts for WIOA Title I activities, the three local boards utilize a competitive procurement process for awards exceeding the required threshold. Each board adheres to the competitive procurement policies and procedures established by its respective governing entity, ensuring compliance with state and federal regulations.
Additionally, the local boards follow all requirements outlined in EDD Directive WSD17- 08 concerning the procurement of equipment and related services.
G. How the Local Board Fulfills the Duties of the AJCC Operator and/or the Career Services Provider or Selection of AJCC Operators and Career Services Providers
The selection of AJCC Operators for the Santa Ana, Anaheim, and Orange County Workforce Development Boards was conducted through an open and competitive procurement process in alignment with EDD Directive WSD22 -13. Additionally, the Career Services Provider for Orange County was selected through a competitive procurement process. The Santa Ana and Anaheim Workforce Development Boards have received state approval to directly provide Career Services for the WIOA Title I Adult and Dislocated Worker programs.
The following tables summarize the entities with which each board has a contractual relationship, along with their respective roles:
Local Board Provider Role
Orange County
WDB
America Works One-Stop Operator
Career Teams, LLC Career Services Provider
City of La Habra Youth Services – "Ready. Set.
OC" Program
Anaheim WDB Workforce Development Solutions, Inc. One-Stop Operator Anaheim WDB Career Services Provider
Hope Builders Youth Services
Orange County Conservation Corps Youth Services
Santa Ana WDB Workforce Development Solutions, Inc. One-Stop Operator Santa Ana WDB Career Services Provider
Orange County Children's Therapeutic Arts Center Youth Services
Each local board ensures compliance with WIOA and state directives by maintaining rigorous oversight of its contracted providers and evaluating service delivery effectiveness.
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V. STAKEHOLDER INPUT AND CONSIDERATIONS FOR PY 2025-2028
The development of the Local Plan was guided by an inclusive and collaborative approach, ensuring that key workforce stakeholders and community representatives had meaningful opportunities to provide input. The Santa Ana, Anaheim, and Orange County Workforce Development Boards engaged diverse partners, including residents, employers, labor organizations, education providers, human services agencies, and community-based organizations (CBOs) that serve populations with barriers to employment.
To ensure broad participation, the local boards hosted eight stakeholder meetings, four in-person and four online. These meetings provided a platform for direct engagement with workforce system partners, job seekers, and employers, facilitating discussions on workforce challenges, service delivery improvements, and strategies for expanding equitable access to employment and training opportunities. Additionally, an online form was made available for individuals and organizations unable to attend the meetings , ensuring that all interested parties had a chance to contribute their insights.
Throughout the stakeholder engagement process, input was sought from organizations and representatives serving key workforce populations, including English language learners, justice- involved individuals, refugees, older adults, veterans, people with disabilities, and historically underserved communities such as BIPOC, Latinx, and LGBTQ+ individuals. Invitations were extended to organizations specializing in worker rights, worker centers, and advocacy groups to ensure diverse perspectives addressing systemic employment barriers were considered.
The feedback collected from these engagement efforts has been instrumental in shaping the priorities and strategies outlined in the Local Plan. By fostering collaboration with a diverse array of stakeholders, the local boards remain committed to a person-centered approach that aligns workforce investments with the needs of both job seekers and employers while ensuring equitable access to resources and opportunities across the region.
The stakeholder meetings identified key priorities for improving workforce services, emphasizing referral processes, training, outreach, service delivery, collaboration, and targeted support for specific populations.
Referral System Improvements:
There is a need to streamline and standardize referral processes across workforce agencies. The current reliance on paper-based referrals and challenges using CalJOBS for tracking require exploring alternative digital solutions such as a unified referral form or Microsoft Forms. Additionally, enhancing two-way referrals between AJCCs and partners and addressing barriers to CalJOBS account creation were noted as areas for improvement.
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Training and Cross-Training:
Stakeholders highlighted the importance of ongoing training for frontline staff on WIOA programs, eligibility criteria, and available services. This includes cross-training between workforce agencies, social service providers, and child support services and developing easy-to-use talking points and information guides for staff to improve client interactions.
Outreach and Engagement:
Efforts to increase awareness of workforce services were a recurring theme, focusing on targeted outreach to low -income workers, gig economy workers, veterans, justice - involved individuals, and English language learners. Expanding collaborations with community-based organizations, libraries, and non- profits was seen as essential for improving access. Additionally, there is a need for more culturally inclusive and accessible service information, potentially through a centralized resource hub or video content.
Enhancing Service Delivery:
Expanding access to workforce programs through extended service hours, off -hour resources, and digital tools was identified as a priority. Stakeholders also emphasized the importance of increasing paid apprenticeships and internships, providing transportation assistance, and enhancing career exploration services. Key recommendations were also supported for underemployed individuals, gig workers, and seniors, including digital literacy training and career advancement pathways.
Stronger Collaboration & Communication:
To foster a more coordinated workforce system, stakeholders called for regular meetings between workforce boards, industry leaders, and education partners to strengthen alignment with employer needs. Other recommendations included creating a shared leadership model, improving employer engagement strategies, and designating liaison staff to ensure effective service handoffs between agencies.
Addressing Specific Population Needs:
Stakeholders identified English language learners, veterans, justice-involved individuals, and individuals with disabilities as priority groups requiring customized workforce strategies. Expanding language accessibility, developing veteran transition resources, and enhancing re- entry services were among the key recommendations. Additionally, there is a recognized need to address staff shortages in roles such as job coaches and employment specialists to improve service delivery for individuals with disabilities.
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VI. APPENDICES
The following items are included as part of the Unified Local Plan.
Attachment 1: Stakeholder and Community Engagement Summary
Attachment 2: Public Comments Received that Disagree with the Local Plan
Attachment 3: Signature Page
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Attachment 1
A. Stakeholder and Community Engagement Summary (Attachment 1)
The local boards hosted a series of discussions outlined in the table below to facilitate stakeholders' engagement in planning for the local workforce development delivery system and in the development of the PY 2025-2028 Local Plan.
The insights and recommendations gathered from these discussions have been incorporated throughout the Regional and Unified Local Plan to inform strategies and initiatives.
Mode of
Outreach
Target of
Outreach
Summary of
Attendance
Comments
Email, phone,
social media,
local board
websites,
Eventbrite
Community,
Businesses,
Chambers,
Core
Partners,
Climate
action
partners
17 Registered
and 13
attended
Regional workforce development strategies
that focused on identifying
programs, services, and approaches
aligned with community priorities and
industry sector partnerships to address
talent pipeline needs.
Email, phone,
social media,
local board
websites,
Eventbrite
English
Language
Learners
14 Registered
and 12
attended
Developing strategies to strengthen
services to English language learners,
foreign-born individuals, and refugees.
Email, phone,
social media,
local board
websites,
Eventbrite
Community,
Businesses,
Chambers,
Core
Partners
5 Registered
and 5
attended
Strengthening partnerships and
coordination with industry leaders and
workforce organizations to support the
transition to a climate-neutral future,
ensuring regional workforce partners meet
evolving workforce needs.
Email, phone,
social media,
local board
websites,
Eventbrite
WIOA Core
Program
Partners
16 Registered
and 11
attended
Coordination with the WIOA core program
partners operating as a unified
system, assessing strategic needs and
aligning them with service strategies
to meet needs of workers and employers.
Email, phone,
social media,
local board
websites,
Eventbrite
Child Support
Services
Partners, Re-
entry partners
16 Registered
and 7
attended
Strengthening partnerships and
coordination with local child support
agencies and partner community-based
organizations to serve
non-custodial parents.
Email, phone,
social media,
local board
websites,
Eventbrite
Competitive
Integrated
Employment
Partners
17 Registered
and 13
attended
Improving services to individuals with
disabilities through competitive
integrated employment.
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Mode of
Outreach
Target of
Outreach
Summary of
Attendance
Comments
Email, phone,
social media,
local board
websites,
Eventbrite
Veterans
Serving
Organizations
19 Registered
and 10
attended
Strengthening partnerships and
coordination with Veterans Affairs and
partner organizations to better serve
veterans and connect them to essential
resources and services.
Email, social
media, local
board
websites,
Eventbrite
CalFresh
Employment
and Training
Partners
18 Registered
and 13
attended
Strengthening partnerships and
coordination with county health, human
service agencies, and other local CalFresh
employment and training partners
to serve CalFresh consumers.
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Attachment 2
B. P ublic Comments Received that Disagree with the PY 25-27 Unified Local Plan.(Attachment 2)
The Anaheim, Santa Ana, and Orange County Unified Local Plan was posted online for a 30-day public comment period. There were no public comments received that disagreed with the unified local plan.
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Attachment 3
C. SIGNATURE PAGE (Attachment 3)
UNIFIED LOCAL PLAN
The Uni
fied Local Plan represents Anaheim, Orange County, and Santa Ana’s Workforce Development Boards' efforts to maximize and coordinate resources available under Title I of the Workforce Innovation and Opportunity Act. This Unified Local Plan is submitted for the period July 1, 2025, through June 30, 2028, in accordance with the provisions of WIOA.
LOCAL BOARD CHAIRS LOCAL ELECTED OFFICIALS
ORANGE COUNTY WORKFORCE DEVELOPMENT
BOARD
COUNTY OF ORANGE BOARD OF SUPERVISORS
Signature
Anna Lisa Lukes
Signature Doug Chaffee
Name Name
Chair, Orange County Workforce
Development Board Chair, Orange County Board of Supervisors Title Title
Date Date
ANAHEIM WORKFORCE DEVELOPMENT BOARD CITY OF ANAHEIM COUNCIL Signature Signature
Joseph Paquette Ashleigh Aitken
Name Name
Chair, Anaheim Workforce Development
Board Mayor, City of Anaheim
Title Title
Date Date
SANTA ANA WORKFORCE DEVELOPMENT
BOARD
CITY OF SANTA ANA COUNCIL
Signature Signature
Daisy Campos Valerie Amezcua
Name Name
Chair, Santa Ana Workforce Development
Board Mayor, City of Santa Ana
Title Title
Date Date
EXHIBIT 2
City Council
8 –
104
5/20/2025
Community Development Agency
www.santa-ana.org/cd
Item # 9
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
May 20, 2025
TOPIC: Approve Submission of Application for Local Area Subsequent Designation and Local Board Recertification for Program Year 2025-2027 as Regulated by the Federal WIOA Grant
AGENDA TITLE
Local Area Subsequent Designation and Local Board Recertification Program Year (PY) 2025-2027
RECOMMENDED ACTION
Authorize the submission of the application for Subsequent Local Area Designation and Local Board Recertification for PY 2025-2027.
GOVERNMENT CODE §84308 APPLIES: No
BACKGROUND AND DISCUSSION
On January 16, 2025, the California Employment Development Department released Directive WSD24-10-14, establishing procedures for the subsequent designation of Local Workforce Development Areas and recertification of Local Workforce Development Boards (WDBs) under the Workforce Innovation and Opportunity Act (WIOA). This designation and recertification process, conducted every two years, ensures that local areas remain eligible to receive federal WIOA funds to support workforce development services.
The City of Santa Ana is a designated Local Workforce Development Area and serves as the administrative and fiscal agent for WIOA funds. The Santa Ana Workforce Development Board (WDB) oversees the planning, coordination, and accountability of workforce services delivered through the Santa Ana WORK Center.
To comply with the state directive and maintain eligibility for continued WIOA funding, the City must submit a completed Subsequent Designation and Local Board Recertification Request.
The Workforce Development Board is a federally mandated body required by WIOA Section 107, which serves as the local oversight and policy-making authority for the workforce development system. The WDB is composed of representatives from
City Council
9 –
1 5/20/2025
Local Area Subsequent Designation and Local Board Recertification PY 2025-2027 May 20, 2025
5 0
2 8
business, education, labor, economic development, and community-based organizations. Its primary functions include:
•Developing and implementing the local WIOA workforce plan •Overseeing the delivery of employment and training services •Aligning workforce strategies with regional economic priorities •Ensuring accountability in the use of WIOA funds
•Forming partnerships with employers and educational institutions to meet labor market needs
A certified and functioning WDB is essential for the City to continue receiving federal WIOA funding. Without a recertified board and subsequent designation as a Local Workforce Development Area, the City would:
•Lose eligibility for WIOA funds, jeopardizing millions in federal dollars allocated for youth, adult, and dislocated worker programs
•Interrupt workforce service delivery to job seekers, youth, and local employers •Disqualify the City from leading regional workforce partnerships and initiatives •Fall out of compliance with state and federal law, resulting in potential administrative penalties and reallocation of funds to other jurisdictions The Santa Ana WDB currently meets or exceeds all state requirements for recertification, including membership composition, performance accountability, and fiscal integrity (see Exhibit 1).
Approval of this item ensures that the City remains in good standing with the State Workforce Development Board and can continue to deliver vital workforce programs that connect residents with employment, training, and economic opportunity.
On March 20, 2025, during its regularly scheduled meeting, the Santa Ana Workforce Development Board voted 14:0 with members Hubbard, Korthuis, Lopez, Perez, and Ruiz absent, to recommend that the City Council approve the proposed action.
FISCAL IMPACT
There is no fiscal impact associated with this action.
EXHIBIT(S)
1. Subsequent Designation and Local Board Recertification Application PY 2025- 2027
Submitted By: Michael L. Garcia, Executive Director of Community Development Approved By: Alvaro Nuñez, City Manager
City Council
9 –
2 5/20/2025
Local Area Subsequent Designation
and
Local Board Recertification Application
for
Program Year 2025-27
Local Workforce Development Area
Santa Ana
EXHIBIT 1
City Council
9 –
3 5/20/2025
Application for Local Area Subsequent Designation and Local Board Recertification
This application will serve as your request for Local Workforce Development Area (Local Area) subsequent designation and Local Workforce Development Board (Local Board) recertification for Program Year (PY) 2025-27 under the Workforce Innovation and Opportunity Act (WIOA).
If the California Workforce Development Board (CWDB) determines the application is incomplete, it will either be returned or held until the necessary documentation is submitted.
Contact your Regional Advisor for technical assistance or questions related to completing and submitting this application.
Completed applications must be submitted to the CWDB at [email protected] by 5 p.m. on Monday, April 7, 2025.
Santa Ana
Name of Local Area
801 W. Civic Center Drive, Suite 200
Mailing Address
Santa Ana, CA 92701
City, State, ZIP
April 7, 2025
Date of Submission
Deborah Sanchez
Contact Person
714-565-2621
Contact Person's Phone Number
EXHIBIT 1
City Council
9 –
4 5/20/2025
Local Board Membership
The WIOA Section 107(b}(2}(A) through (E) states the requirements for nominating and selecting Local Board members:
1. Provide the names of the individuals appointed for each membership category listed below.
2. Attach a roster for the current Local Board.
Category: Business -WIOA Section 107(b}(2}(A) requires that business members constitute a simple majority of the Local Board, and WIOA Section 107(b}(3) states that the chairperson shall also be a member under this category. Specifically, a majority of the Local Board's business members shall constitute the following representatives under this membership category:
• Owners of businesses, chief executives or operating officers of businesses, or other business executives or employers with optimum policymaking or hiring authority. • Representatives of businesses, including small businesses or business organizations. • Individuals appointed by those who have been nominated by local business organizations and business trade associations.
List the Local Board's business members and identify the chairperson by typing CHAIR after their name:
EXHIBIT 1
City Council
9 –
5 5/20/2025
Local Board Business Members
Name Title Entity Appointment Term End
Date Date
Daisy Campos Owner Campos Consulting 6/21/22 5/31/26
CHAIR Corporation
Dave Elliott Founder/CEO Dave Elliott & 5/21/24 5/31/28 Vice-Chair Associates
Marjorie President Moote Group 5/21/24 5/31/28
Knitter
Patrick Owner Sir Speedy Printing 5/21/24 5/31/28
Korthuis
Jack Haley Principal/Sr. VP Lee & Associates 6/21/22 5/31/26 Johanna Rivera HR Resource Polly's Inc. 8/15/23 5/31/27 Diractor
Rhonda Miller Director of Better Business 8/15/23 5/31/26 Business Bureau
Engagement
Mat Garcia Head of OverAir 1/16/24 5/31/26
Business
Operations
Natasha Chief of Human AltaMed 5/21/24 5/31/28
Milatovich Resources
Officer
Cory Sams General MainPlace Mall 5/21/24 5/31/28
Manager
Marco Corona Talent GKN Aerospace 06/03/25 - City
Acquisition Council agenda
Manager for appointment
to WDB.
Michael Market Republic Services 06/03/25 - City
Johnson Manager Council agenda
for appointment
to WDB
Vacant
Category: Workforce - Not less than 20 percent of the Local Board members shall be representatives from the Local Area's workforce (WIOA 107[b][2][B]) who:
• Shall include representatives of labor organizations (for a Local Area in which employees are represented by labor organizations) who have been nominated by local labor federations or (for a Local Area in which no employees are represented by such organizations) other representatives of employees. California Unemployment Insurance Code (CUIC) Section 14202(b)(l) further requires and specifies that these
EXHIBIT 1
City Council
9 –
6 5/20/2025
representatives shall amount to not less than 15 percent of the Local Board membership and be subject to the following:
a. For a Local Area in which no employees are represented by such organizations, other representatives of employees shall be appointed to the board, but any Local Board that appoints representatives of employees that are not nominated by local labor federations shall demonstrate that no employees are represented by such organizations in the area.
b. Shall include a representative, who shall be a member of a labor organization or a training director from a joint labor-management apprenticeship program, or if no such program exists in the area, such a representative of a state-approved apprenticeship program in the area, if such a program exists. • May include representatives of community-based organizations that have demonstrated experience and expertise in addressing the employment needs of individuals with barriers to employment, including organizations that serve veterans or that provide or support competitive integrated employment for individuals with disabilities. • May include representatives of organizations that have demonstrated experience and expertise in addressing the employment, training, or education needs of eligible youth, including representatives of organizations that serve out-of-school youth.
List the Local Board's workforce members:
Local Board Labor Members
Name Title Entity Appointment Term End
Date Date
Brent Beasley Business Manager Roofers & Water 6/21/22 5/31/26 Proofers Local 220
Maria Rosa Organizer UFCW Local 324 6/21/22 5/31/26
Lopez
Robert Ruiz Secretary/Treasurer Laborers Local 652 6/21/22 5/31/26 Robert Tucker Ret. Vice Chair CA School 8/15/23 5/31/27 Employees
Association
Category: Education - WIOA Section 107[b][2][C] requires that each Local Board include members who represent entities that administer education and training activities in the Local Area. Specifically, the Local Board shall have education representatives under this membership category from the following entities:
• Eligible Title II adult education and literacy providers • Institutions of higher education providing workforce investment activities
EXHIBIT 1
City Council
9 –
7 5/20/2025
Members may be representatives from local educational agencies and community-based organizations with demonstrated experience and expertise in addressing the education or training needs of individuals with barriers to employment.
List the Local Board's education members:
Local Board Education Members
Name Title Entity Appointment Term End
Date Date
Dr. Vaniethia VP Student Santa Ana College 5/21/24 5/31/27 Hubbard Affairs
Enrique Perez, Vice Chancellor Rancho Santiago 8/15/23 5/31/27 JD Community College
Category: Economic and Community Development -WIOA Sections 107[b][2][D] and [El require each Local Board to include governmental, economic, and community development representatives under this membership category from the following entities:
• Economic and community development organizations
• The state's employment service office under the Wagner-Peyser Act • Programs carried out under Title I of the federal Rehabilitation Act A Local Board may have representatives from transportation, housing, and/or public assistance agencies; philanthropic organizations; and/or an individual or representatives of entities determined to be appropriate by the local Chief Elected Official (CEO).
List the Local Board's economic and community development members:
Local Board Economic and Community Development Members
Name Title Entity Appointment Term End
Date Date
Dennis Varnum SA Cluster EDD 8/15/23 5/31/27
Manager
Patty Tsu-Lui District Dept. of 5/07/24 5/31/27
Administrator Rehabilitation
Gail Araujo Family Self Social Services 8/15/23 5/31/27 Sufficiency Agency
Director
David Elliott President, SA Economic 5/21/24 5/31/28
Chamber of Development
Commerce
EXHIBIT 1
City Council
9 –
8 5/20/2025
06/21/22
Performed Successfully
The Local Area hereby certifies that it has performed successfully, defined as having an Individual Indicator Score of 50 percent or higher in PY 22-23 or PY 23-24, as described in Workforce Services Directive WSD20-02, Calculating Local Area Performance and Nonperformance (September 18, 2020).
Note- Report your "performance score" rather than the "adjusted level of performance." PY 22-23 Scores
Indicator
Employment Rate 2nd
Quarter After Exit
Employment Rate 4th Quarter
After Exit
Median Earnings
Credential Attainment
PY 23-24 Scores
Indicator
Employment Rate 2nd
Quarter After Exit
Employment Rate 4th Quarter
After Exit
Median Earnings
Adults Dislocated
Workers
71.4% 62.1%
75.0% 73.8%
S81601 s111921
64.3% 52.8%
Adults Dislocated
Workers
% %-- --
% %-- --
% % -- --
Youth
68.9%
62.3%
S3!849
59.3%
Youth Overall
Indicator
Score
--% ___ %
--% __ %
% -- --
, ...
EXHIBIT 1
City Council
9 –
9 5/20/2025
Indicator Adults Dislocated Youth Overall
Workers Indicator
Score
Credential Attainment
--% --% --% __ %
Measurable Skills Gain
% % % %-- -- -- --
Overall Program Score
__ % % __ % -----
Sustained Fiscal Integrity
The Local Area hereby certifies that it has not been found in violation of one or more of the following during PY 22-23 or PY 23-24:
• Final determination of significant finding(s) from audits, evaluations, or other reviews conducted by state or local governmental agencies or the Department of Labor identifying issues of fiscal integrity or misexpended funds due to the willful disregard or failure to comply with any WIOA requirement.
• Gross negligence - defined as a conscious and voluntary disregard of the need to use reasonable care, which is likely to cause foreseeable grave injury or harm to persons, property, or both.
• Failure to observe accepted standards of administration - Local Areas must have adhered to the applicable uniform administrative requirements set forth in Title 2 Code of Federal Regulations (CFR) Part 200 (Uniform Guidance).
Certify No Violation: IZI
Engaged in Regional Planning
Engaged in regional planning is defined as participating in and contributing to regional planning, regional plan implementation, and regional performance negotiations. The Local Area hereby certifies that it has participated in and contributed to regional planning and negotiating regional performance measures in the following ways:
1. Joint completion of the Orange Regional plan including collaboration on the Unified Local Plan for Santa Ana, Anaheim and County of Orange.
2. Participation in regular regional leadership meetings (bi-monthly).
EXHIBIT 1
City Council
9 –
10 5/20/2025
3. Among the three (3) Local Workforce Areas, consolidated ETPL management and training provider monitoring through a single contract with I-Train.
4. Regionally shared availability of virtual job fair/recruitment platform.
5. Among the three (3) Local Workforce Areas coordinated RR activities and services for businesses with multiple locations in the region.
6. Regularly discussed operations/services at the three Local Workforce Area's AJCC's.
Adjusted training vouchers to eliminate client "shopping" for services, and shared policies and best practices.
7. Coordinated preparation of proposal and implementation of the region's second Prison to Employment Grant.
8. Collaborated with the region's community colleges in preparation of and implementation of the RERP grant.
9. Working with our Regional Organizer and region WDB's to plan an annual Workforce event highlighting the four primary industry sectors.
Local Area Assurances
Through PY 25-27, the Local Area assures:
A. It will comply with the applicable uniform administrative requirements, cost principles, and audit requirements (WIOA Section 184[a][2] and [3]).
Highlights of this assurance include the following:
• The Local Area's procurement procedures will avoid the acquisition of unnecessary or duplicative items, software, and subscriptions (in alignment with Uniform Guidance Section 200.318)
• The Local Area will maintain and provide accounting and program records, including supporting source documentation, to auditors at all levels, as permitted by law (Uniform Guidance Section 200.508).
Note that failure to comply with the audit requirements specified in Uniform Guidance Subpart F will subject the Local Area to a potential cash hold (Uniform Guidance Section 200.339).
B. All financial reporting will be done in compliance with federal and state regulations and guidance.
Highlights of this assurance include the following:
• Reporting will be done in compliance with WSD 19-05, Monthly and Quarterly Financial Reporting Requirements (December 4, 2019).
EXHIBIT 1
City Council
9 –
11 5/20/2025
• All close-out reports will comply with the policies and procedures listed in WSD16-05, WIOA Closeout Requirements (July 29, 2016}.
Note that failure to comply with financial reporting requirements will subject the Local Area to a potential cash hold. (Uniform Guidance Section 200.339) C. Funds will be spent in accordance with federal and state laws, regulations, and guidance.
Highlights of this assurance include the following:
• The Local Area will meet the requirements of the CUJC Section 14211 to spend a minimum of 30 percent of the combined total of WIOA Title I adult and dislocated worker formula fund allocations on training services. • The Local Area will not use funds to assist, promote, or deter union organizing (WIOA Section 181[b][7]).
D. The Local Area will select America's Job Center of California5M operator(s) through a competitive procurement process, such as a Request for Proposals, unless designated or certified as an operator with the agreement of the local CEO and the Governor (WIOA Section 121[d][2][A] and 107[g][2]).
E. The Local Area will collect, enter, and maintain data related to participant enrollment, activities, and performance necessary to meet all CalJOBS5M reporting requirements and deadlines.
F. The Local Area will comply with the nondiscrimination provisions of WIOA Section 188 and Title 29 CFR Part 38, including the collection of necessary data.
G. The Local Area will engage in and contribute to regional planning and regional plan implementation (for example, the Local Area has participated in regional planning meetings and regional plan implementation efforts, and the Local Board and local CEO have reviewed and approved the regional plan and two-year modifications).
H. The Local Area will participate in regional performance negotiations.
I. The Local Area will comply with CWDB policies and guidelines, legislative mandates, and/or other special provisions as may be required under federal law or policy, including the WIOA or state legislation.
J. Priority shall be given to veterans, recipients of public assistance, other low-income individuals, and individuals who are basic skills deficient for receipt of career and training services funded by WIOA Adult funding (WIOA Section 134[c][3][E] and Training and Employment Guidance Letter [TEGL] 10-09, and TEGL 19-16).
EXHIBIT 1
City Council
9 –
12 5/20/2025
Application Signature Page
Instructions - The local CEO and Local Board Chair must sign and date this form. Electronic signatures are permitted for the PY 25-27 application.
By signing the application below, the local CEO and Local Board Chair request subsequent designation of the Local Area and recertification of the Local Board. Additionally, they agree to abide by the Local Area assurances included in this application.
Local Board Chair
Daisy Campos
Name
Chair, Santa Ana Workforce Development
Board
Title
March 20, 2025
Date
Local CEO
Signature
Valerie Amezcua
Name
Mayor, City of Santa Ana
Title
Date
EXHIBIT 1
City Council
9 –
13 5/20/2025
Finance and Management Services
www.santa-ana.org/finance
Item # 10
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
May 20, 2025
TOPIC: Periodic Quarterly Report of Investments as of March 31, 2025
AGENDA TITLE
Quarterly Report of Investments as of March 31, 2025
RECOMMENDED ACTION
Receive and file.
GOVERNMENT CODE §84308 APPLIES: No
DISCUSSION
In accordance with the City’s Statement of Investment Policy, the Finance Management Services Agency (FMSA) shall render to the City Council and City Manager an Investment Report (Report) containing detailed information on all cash and security investments of the City. The City Manager and City Council receive the reports on a monthly basis, within 45 days following month-end, in compliance with Government Code section 53646.
Quarterly reports appear on regular City Council public meeting agendas for formal approval.
Each month, staff performs an expenditure analysis to assure the City can meet its budgeted expenditures for the following six months. As of March 31, 2025, this analysis affirms that the City has adequate cash reserves necessary to meet its obligations for the next six months. All the information provided is in compliance with state law and the City of Santa Ana July 1, 2024 – June 30, 2025 Statement of Investment Policy.
The Investment Report (Exhibit 1) attached accurately represents all pooled investments held for the City as of March 31, 2025.
ENVIRONMENTAL IMPACT
There is no environmental impact associated with this action.
FISCAL IMPACT
There is no fiscal impact associated with this action.
City Council
10 –
1 5/20/2025
Quarterly Report of Investments
May 20, 2025
5 0
4 0
EXHIBIT(S)
1. Investment Report
Submitted By: Alex Trinidad, Acting Executive Director of Finance and Management Services Agency
Approved By: Alvaro Nuñez, City Manager
City Council
10 –
2 5/20/2025
City of Santa Ana
Monthly Investment Report
March 31, 2025
EXHIBIT 1
City Council
10 –
3 5/20/2025
Your Portfolio Principal Cost
LAIF/CLASS $71,936,986.31
Cash $18,160,315.10
BNY Custody Account $332,081,653.46
Total Portfolio $422,178,954.87
Restricted Cash $82, 817,145.33 Your Portfolio
Weighted Average Maturity 1.89 years
Weighted Average Yield 2.94%
Your Asset Allocation
Your Maturity Distribution
90,097,301 96,246,641
104,206,250
32,979,762 33,033,522
65,615,478
21.34% 22.80% 24.68% 7.81% 7.83% 15.54%
-
20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
Overnight Funds 0-1 year 1-2 years 2-3 years 3-4 years 4-5 years 42%
1%3%11%
8%
3%
5%
5%
17%
4%1%
US Government Agencies
Negotiable CDs
US Treasuries
Corporate Bonds
Commercial Paper
Municipal Bonds
Mortgage Backed Securities
Asset Backed Securities
LAIF/CLASS
Cash
Money Market Fund
Current Portfolio
City of Santa Ana portfolio as of 3/31/2025
YIELD AND INTEREST INCOME INFORMATION IS ANNUALIZED. ALL YIELD I NFORMATION IS SHOWN GROSS OF ANY ADVISORY AND CUSTODY FEES AND I S BASED ON YIELD TO MATURITY AT COST.
PAST PERFORMANCE IS NOT A GUARANTEE OF FUTURE RESULTS.
City Council
10 –
4 5/20/2025
MONTHLY RECONCILIATION WITH BNY
Beginning Book Value 331,570,804.64
Contributions
Withdrawals
Realized Gains/Losses
Purchased Interest (7,637.50)
Gross Interest Earnings 518,486.32
Ending Book Value 332,081,653.46
PORTFOLIO CHARACTERISTICS
Portfolio Yield to Maturity 2.80%
Portfolio Effective Duration 1.72 yrs
Weighted Average Maturity 2.13 yrs
Weighted Average Life 1.78 yrs
PROJECTED MONTHLY INCOME SCHEDULE
SECTOR ALLOCATION MATURITY DISTRIBUTION CREDIT QUALITY
City of Santa Ana
PORTFOLIO SUMMARY - PORTFOLIO HELD AT BNY
As of March 31, 2025
City Council
10 –
5 5/20/2025
CUSIP Security
Description
Trade Date/
Settlement
Date
Par Value
Principal Cost/
Purchased
Interest
Total Cost Yield at
Cost
Maturity/
Duration
Market Price/
Market Value
Unrealized Gain/
(Loss)
% of
Assets
Moody's/
S&P
Rating
Cash and Cash Equivalents
00391CASH Local Agency
Investment Fund-
LAIFCITY
3/31/2025
3/31/2025
$65,015,343.51 $65,015,343.51 $65,015,343.51 4.31% 0.003
0.003
$1.00
$65,015,343.51
$0.00 15.58%
00392CASH California CLASS 3/31/2025
3/31/2025
$2,129,785.66 $2,129,785.66 $2,129,785.66 4.41% 0.003
0.003
$1.00
$2,129,785.66
$0.00 0.51%
00393CASH Local Agency
Investment Fund-
LAIF ARPA
3/31/2025
3/31/2025
$4,791,857.14 $4,791,857.14 $4,791,857.14 4.31% 0.003
0.003
$1.00
$4,791,857.14
$0.00 1.15%
00394CASH City of Santa Ana-
Petty Cash
3/31/2025
3/31/2025
$79,625.00 $79,625.00 $79,625.00 0.00% 0.003
0.003
$1.00
$79,625.00
$0.00 0.02%
00396CASH JPMorgan Chase-
WORKERS COMP
37983
3/31/2025
3/31/2025
$1,202,265.42 $1,202,265.42 $1,202,265.42 0.00% 0.003
0.003
$1.00
$1,202,265.42
$0.00 0.29%
00397CASH JPMorgan Chase-
GENERAL
LIABILITY 38130
3/31/2025
3/31/2025
$2,155,200.26 $2,155,200.26 $2,155,200.26 0.00% 0.003
0.003
$1.00
$2,155,200.26
$0.00 0.52%
00402CASH JPMorgan Chase-
GENERAL 9500
3/31/2025
3/31/2025
$14,723,224.42 $14,723,224.42 $14,723,224.42 0.00% 0.003
0.003
$1.00
$14,723,224.42
$0.00 3.53%
X9USDDTP3 Dreyfus Treasury
Money Market Fund
3/31/2025
3/31/2025
$873,152.00 $873,152.00 $873,152.00 4.13% 0.003
0.003
$1.00
$873,152.00
$0.00 0.21%
AAAm
SubTotal $90,970,453.41 $90,970,453.41 $90,970,453.41 3.45% $90,970,453.41 $0.00 21.80% Agency Bond
3136G4G98 FNMA 0.560%
08/12/2025
8/12/2020
8/12/2020
$6,000,000.00 $6,000,000.00 $6,000,000.00 0.56% 0.367
0.364
$98.56
$5,913,780.00
($86,220.00) 1.42% Aaa
AA+
3130ANPE4 FHLB 0.700%
08/26/2025
8/26/2021
8/26/2021
$6,000,000.00 $6,000,000.00 $6,000,000.00 0.70% 0.405
0.403
$98.49
$5,909,580.00
($90,420.00) 1.42% Aaa
AA+
3134GWUE4 FMCC 0.500%
09/30/2025
9/30/2020
9/30/2020
$5,000,000.00 $5,000,000.00 $5,000,000.00 0.50% 0.501
0.500
$98.05
$4,902,450.00
($97,550.00) 1.17% Aaa
AA+
3136G45Q2 FNMA 0.530%
10/28/2025
10/28/2020
10/28/2020
$6,000,000.00 $6,000,000.00 $6,000,000.00 0.53% 0.578
0.574
$97.80
$5,867,700.00
($132,300.00) 1.41% Aaa
AA+
3134GXJL9 FMCC 0.500%
12/30/2025
12/30/2020
12/30/2020
$6,000,000.00 $6,000,000.00 $6,000,000.00 0.50% 0.751
0.749
$97.19
$5,831,580.00
($168,420.00) 1.40% Aaa
AA+
3130AKN69 FHLB 0.500%
01/28/2026
1/28/2021
1/28/2021
$6,000,000.00 $6,000,000.00 $6,000,000.00 0.50% 0.830
0.824
$96.92
$5,815,140.00
($184,860.00) 1.39% Aaa
AA+