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• Year 4: Review and Adapt. From results in the prior years modify strategies to <br />improve strategies and make programs more effective for each school community; <br />and incorporate student as well as teacher and staff, input. <br />• Year 5: Expand. Continue and secure additional funding for programs that are <br />working. <br />• Years 1 -5: Work to engage disconnected Youth. Investigate locations where to find <br />disconnected youth using official personnel and contractors who have reputations <br />for bringing them back into school programs; create an outreach strategy based on <br />youth population realities; create paid youth work experience programs and <br />supportive service; and augment outreach information on new attractive in- school <br />activities. <br />A second set of strategic priorities involves extending the network of services available to <br />youth. The institutional basis for doing so is described below. But from a general planning <br />perspective the activities required include: <br />• Link up with other "Employer Boards," vocational schools, colleges, and universities to <br />stay apprised of the needs and demands of employers; <br />• Develop trainings on local occupational demands for teachers, school administrators, <br />and youth program operators to tailor career pathway programs to match the <br />occupations that are in demand; <br />• Expand workshops, and seminar programs to expose youth to the various career <br />pathways, especially those with high labor force needs; <br />• Improve collaboration with apprenticeship agencies, determine the entry skills needed, <br />and work through the Youth Council to develop MOU's with pre- apprenticeship <br />programs as appropriate; <br />= Include career pathway exposure at job fairs, resource fairs, and Santa Ana's regular <br />workshops, and consider creating an annual career pathway conference for the general <br />youth population to provide information on priority industry sectors career pathways. <br />Specific programs to achieve these goals are listed below. It is important to note that WIA <br />funding is an important element of the braided financial support needed, along with the <br />other resources listed above, because WIA funding tends to be short term and some of the <br />programs are extensive. In particular, Santa Ana plans to extend some of its workforce <br />training programs for adults as well as youth from six months to 6 -18 months. <br />SAYSPN and SAYSN will continue to make connections within the community and to <br />extend their successful programs through the instrumentalities listed below and others. <br />New Youth Training Program, 201314, based on WIA Funding. Santa Ana has just let <br />contracts to seven agencies offering training, apprenticeship, tutoring, and case <br />management, and in some cases supporting income totaling $982,562. Of the youth to <br />51 <br />19F -59 <br />