19F - WIA STRATEGIC PLAN 2013-2017

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Santa Ana's Vision The WIB, led by WORK Center and economic development information and supported by its labor and educational partners, and by the various communities it serves, have defined Santa Ana's vision as follows: As the City of Ana evolves to become increasingly competitive in attracting and retaining businesses, it will engage all elements of the workforce support network in a seamless collaboration that brings success to the job and career aspirations of all its populations. The overall vision statement rests on three interrelated core elements. Remaining on the leading edge of local and regional competitiveness. This idea does not imply shifting with the winds of every new technology and business trend, but rather analyzing those trends in order to assess which best fit Santa Ana's labor supply, needs, geography and demography, transportation, and future planning. it requires a realistic grasp of what it takes to enhance the City's position vis -a -vis developing business clusters and the regional economy and a willingness to involve those elements of the community able to translate that position into action plans. It also means focusing energies on small business as a key driver in creating new employment and in growing the existing employment base. 2. Focusing on the WIB as a unifying force. The WIB stands in the center of all workforce - related activities. It convenes and connects all elements of the educational, labor, government, and business institutional structure. It provides information, monitors progress, suggests and makes connections, and influences relationships in a way that only so diverse and respected a convening entity can. In effect, the WIB is the key player in a large public /private partnership. 3. Emphasizing client centered service. Of course, Santa Ana has a One -Stop, its WORK Center. However, the vision is not about a place so much as a concept and process. Clients should be able to enter the system at any point and receive all the services to which they are entitled or wish to have in order to gain the skills to apply for a job, acquire it, enhance their job skills, and /or plan and prepare themselves for a career. Elaborating the Strategies That Give Meaning to the Vision In order to achieve this vision, the goals and missions of all related public and private entities must be identified, assessed, and in many cases negotiated, aligned, and prioritized. Specifically, achieving the vision entails the strategic activities described below. They both are rooted in Santa Ana's present and aspire to creating a better future over time. They frame the five year strategic goals.1 • Align its goals with the information and strategies outlined in the Orange Countt Comprehensive Economic Development Strategy (CEDS) and other related strategic 1 NOTE: Only the evidentiary basis for each strategy. The specific data that give rise to the strategies are spelled out in the Sections that follow. Later sections also contain "sub- strategies" and tactics that give rise to specific plans for these strategies. 10 19F -15