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work support activities. However, as new industries and clusters evolve, so do job skill <br />requirements for those jobs and often a host of new needs and opportunities created by <br />the secondary and derived jobs the new industries generate <br />Create more certification programs through secondary and post - secondary schools and <br />other preparation service providers, so that employers can more easily identify <br />prepared job applicants; for in- school, out -of- school, labor union, and on- the -job (OJT) <br />training, that label employees who have succeeded in developing career enhancement <br />skills. <br />Focus more directly on the needs of Santa Ana's in- and out -of- school youth <br />population, especially in light of dominant role in the demographics and the economy, <br />and in light of its special needs. Any vision must have an intense local component, <br />because to be implemented it must be able to respond to its realistic context. Youth <br />needs play a special role in Santa Ana workforce development. As a fundamental source <br />of labor for several regional industries and clusters, Santa Ana must remain especially <br />sensitive and reactive to such circumstances. Data /evidentiary basis: published 2014 <br />youth service plan in Youth Section. <br />Focus on other underserved populations, as per the State WIB's goals: veterans, <br />disabled, disconnected and at -risk youth and adults, unemployed adult, and formerly <br />incarcerated population sub - groups. Data /evidentiary basis: Current (FY 2014) service <br />contractor plans in Adult and Youth Sections. <br />Develop stronger green and cleantech industries. California has become the home to <br />green industry development. Orange County and Santa Ana's MSA have been involved <br />in the process, though not to the extent of northern California. Santa Ana has not yet <br />developed a strategy for supporting participation in the labor support for this industry. <br />It is part of Santa Ana's vision and will be supported by strategies outlined in the <br />sections below. <br />Braid funding streams. The past <br />four years have seen nearly a <br />steady decline in State formula <br />funding for Santa Ana programs, <br />in the face of mild inflation and <br />significantly increased need. <br />Santa now blends that funding <br />with other Federal and State <br />Resources, business in -kind and <br />other resources, and educational <br />and other grants. <br />Greater effort and imagination must be put into increasing funding levels among non - <br />WIA sources of all kinds. Data /evidentiary basis: quarterly and annual fiscal reports on <br />expenditures to W1B and State. <br />12 <br />19F -17 <br />