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• Continue to integrate supportive services. One of the strengths of Santa Ana has been <br />its ability to marshal its supportive educational, social, economic, and other supportive <br />services. This is the key process that needs to be continued and expanded in order to <br />create the seamless integration that comprises one of the key overall strategic visions. <br />One of the keys to expanding integration is the constant identification and incorporation <br />of partners throughout the business, labor, education, social services communities. It is <br />one of the reasons that underlies the strategy for expanding the WIB. Data /evidentiary <br />basis: prior outcomes reports and plans in Adult and Youth program Sections below. <br />• Develop local small business as a job generator. We will see below that the Santa Ana <br />labor force benefits regional clusters and local industry. Regionalism has been and <br />continues to be a positive trend for generating jobs for Santa Ana's labor force. <br />However, given Santa Ana's workforce demographics, focus solely on regional clusters <br />tends to keep Santa Ana's vision turned outwards. That increases average travel times, <br />reduces local social "stickiness" and participation, and does not benefit the tax base <br />which funds many social and economic services. Santa Ana will make developing its <br />local small businesses a major element in its strategic approach, because it generates <br />primary, secondary, and induced jobs and enhances the local economy. Data/ <br />evidentiary basis: Multiple SBA Office of Advocacy (Advo) published studies, 2007 -2013, <br />showing importance of small, minority, and immigrant businesses in job creation and <br />social wealth generation, redirected policies of Employment Training Panel (ETP) and <br />other State programs. <br />• Encourage existing institutions that support and accelerate job generation through <br />rapid business development. The Digital Media Center is one of Santa Ana's important <br />resources for gathering and developing new small business with big potential. It has <br />expanded beyond digital media to include a rounded slate of businesses with high <br />potential impact. Other incubators and accelerators in Orange County, such as K5, Frost <br />VP, LaunchPad, and others (most located in Irvine and south in the county) represent <br />ways to channel and finance job and wealth creating technologies, and to identify future <br />growth industries. Over 85% of successfully incubated companies remain in the region <br />after graduation. Data / evidentiary basis: National Business Incubation Association, <br />data from Digital Media Center census. <br />Metrics for Determining the Effectiveness of the Strategies <br />Santa Ana uses internal and external measurement systems for assessing the effectiveness of <br />its programs, and will continue to do so as strategies are implemented by the WIB, WORK <br />Center, and collaborating community partners. The metrics are both quantitative and <br />qualitative. <br />The measurement strategy i5 analyzed in detail in the San la mina Workforce inv25tiii2nt rLP U <br />Results of the Phase 111 Return on investment: Calendar Year 2008, by CSU F; Santa Ana... <br />Success Stories, Putting People to Work, 2011, both to be found in their entirety in the <br />Appendix; in Orange County Workforce Indicators and Community indicators (2012); and in <br />EDD and EMSI statistical analyses. Other metrics, such as the Sub- grantee WIA quarterly and <br />13 <br />19F -18 <br />