HomeMy WebLinkAboutItem 08 - Regional and Unified Local Workforce Plans for Program Years (PY) 2025-2028 as R Community Development Agency
www.santa-ana.org/cd
Item # 8
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
May 20, 2025
TOPIC: Regional and Unified Local Workforce Plans for Program Years 2025-2028 as
required under the Federal Title I Workforce Innovation and Opportunity Act
AGENDA TITLE
Regional and Unified Local Workforce Plans for Program Years (PY) 2025-2028 as
Required Under the Federal Title I Workforce Innovation and Opportunity Act
RECOMMENDED ACTION
Approve the Regional and Unified Local Workforce Plans for PY 2025-2028 and
authorize the submission to the State as required by the federal Workforce Innovation
and Opportunity Act Title I grant.
GOVERNMENT CODE §84308 APPLIES: No
BACKGROUND AND DISCUSSION
The Workforce Innovation and Opportunity Act (WIOA) Local and Regional Plan refers
to strategic planning documents developed under WIOA, a federal law that governs how
workforce development services are delivered in the United States. These plans guide
how local and regional workforce boards, like the Santa Ana Workforce Development
Board (WDB), align resources, coordinate services, and develop strategies to meet
local labor market needs. The Santa Ana City Council must take action on the WIOA
Local and Regional Plan because:
•Oversight and Accountability: The Workforce Development Board operates under
the auspices of the City of Santa Ana. The City Council provides formal oversight
to ensure public accountability and compliance with federal and state
requirements.
•Approval Requirement: Both the Local Plan (specific to Santa Ana) and the
Regional Plan (which includes Santa Ana as part of a larger regional
collaboration) require local elected official approval and submission to the
California Workforce Development Board and the Employment Development
Department (EDD).
•Approval and adoption of the plans are required to access WIOA Funds, which
support local job training, youth employment, career counseling, and support
services for disadvantaged residents.
Regional and Local Unified Workforce Plan PY 2025-2028
May 20, 2025
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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.
Regional and Local Unified Workforce Plan PY 2025-2028
May 20, 2025
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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
Regional and Local Unified Workforce Plan PY 2025-2028
May 20, 2025
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Submitted By: Michael L. Garcia, Executive Director of Community Development
Approved By: Alvaro Nuñez, City Manager
REGIONAL
PLAN
ORANGE REGIONAL
PLANNING UNIT
Program Year 2025-2028
EXHIBIT 1
Orange Regional Planning Unit
Contact: Annette Kelly-Whittle, Regional Organizer
Phone: (714) 577-2088
Email: Annette@orangeworkforcealliance.com
Anaheim Workforce Development Board
Contact: Marco Lucero
Phone: (714) 765-4341
Email: mlucero@anaheim.net
Orange County Workforce Development Board
Contact: Nancy Cook
Phone: (714) 480-6420
Email: nancy.cook@occr.ocgov.com
Santa Ana Workforce Development Board
Contact: Deborah Sanchez
Phone: (714) 565-2621
Email: dsanchez@santa-ana.org
EXHIBIT 1
i | Page
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
EXHIBIT 1
1 | Page
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
Orange RPU PY 2025-2028 Regional Plan
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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.
EXHIBIT 1
Orange RPU PY 2025-2028 Regional Plan
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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 States1.
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, often called the "silver
tsunami," is driving significant shifts in workforce needs. This growing demographic has
increased demand for healthcare and social services while presenting opportunities 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 leader 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
activity3. In 2023, Orange County's GRP
grew from $313 billion to $325 billion, a
3.9 percent increase, surpassing the GDP
of 26 U.S. states4. Additionally, its GRP
per capita of $98,979 significantly
exceeds the state average of $90,982,
further highlighting its robust economic performance5. 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 BillionsGross Regional Product
Data source: Lightcast
EXHIBIT 1
Orange RPU PY 2025-2028 Regional Plan
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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, the 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
24Labor Force ParticipationTimeframe
Labor Force Participation Rate
Data source: Lightcast
EXHIBIT 1
Orange RPU PY 2025-2028 Regional Plan
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recovery efforts have bolstered the economy, the LFPR remains below pre-pandemic
levels, reaching 62.07% as of October 20247. 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 employer
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 of the
conventional workforce. This dual effect highlights the intricate interplay between
caregiving, transportation, skills gaps, and other factors shaping labor force participation
rates.
To 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 3,051,98110. 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/
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EXHIBIT 1
Orange RPU PY 2025-2028 Regional Plan
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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 individuals (2%), representing
31.54% of the population12. 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 expected 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 Hawaiian
or Pacific Islander and American Indian or Alaskan Native populations13.
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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Data source: Lightcast
Data source: Lightcast
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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 groups15. 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, respectively17.
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 demand18. 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 role 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 proprietor19. 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 services,
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.
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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 work20.
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 edge23.
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 projected 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 manufacturing
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 robust financial
infrastructure and thriving real estate market25.
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 sector27.
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
strength28.
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
dependencies30.
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 mismatches
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 sectors33. 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 building 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 patterns
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% (16,828
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 period38.
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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Orange County Regional Institutions Top Program Completions
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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 communication, 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, skills
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 industries 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 wayin 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
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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 regional
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 workforce
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 knowledge
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 partners 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 will
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 career
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 projected 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, which 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 demands. 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 through
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 openings
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, launching
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 during 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
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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 by offering
clear pathways for advancement, paid sick and vacation leave, predictable schedules,
worker protections, and adherence to fair labor standards81. 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 work82. 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 regional
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 discussions 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 access 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 with 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 competencies 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 opportunitiesin
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 color83.
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 underserved 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 partnerships
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 decarbonization84. 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 stakeholders
to develop training programs responsive to industry needs while ensuring job quality and
equitable access to economic opportunity86. 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 sectors87.
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 state89.
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 innovation90. 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 strategies
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 of 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
EXHIBIT 1
UNIFIED LOCAL PLAN
PY 2025-2028
EXHIBIT 2
Anaheim Workforce Development Board
Contact: Marco Lucero
Phone: (714) 765-4341
Email: mlucero@anaheim.net
Orange County Workforce Development Board
Contact: Nancy Cook
Phone: (714) 480-6420
Email: nancy.cook@occr.ocgov.com
Santa Ana Workforce Development Board
Contact: Deborah Sanchez
Phone: (714) 565-2621
Email: dsanchez@santa-ana.org
EXHIBIT 2
i | Page
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
EXHIBIT 2
Orange County WDBs PY 2025-28 Unified Local Plan
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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 Development 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.
EXHIBIT 2
Orange County WDBs PY 2025-28 Unified Local Plan
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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 IV
(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
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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.
To expand community outreach and increase public awareness of workforce services,
the WDBs and AJCC partners coordinate promotional efforts across agencies. Partners
actively refer job seekers to workforce programs, share information about employment
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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
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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
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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.
Several workforce system partners provide hardware resources, including internet
hotspots, laptops, and Chromebooks, to program participants who need access to
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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
Supportive services are critical in ensuring job seekers can successfully participate in
workforce and education programs. These services provide individuals with the
necessary resources to overcome barriers that may prevent them from completing
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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
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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 DOR 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 pathways
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 minimum 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.
The WDBs collaborate with veteran-serving organizations, community-based
programs, and local Veteran Affairs offices to support veterans in successfully
transitioning to civilian employment. These partnerships ensure veterans have access
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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 Rehabilitation 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.
The Workforce Development Boards (WDBs) recognize the critical role of workforce
development in advancing environmental sustainability, climate resilience, and
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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 personalized 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 seekers. 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.
These services support job seekers at various skill levels and career stages, helping them
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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, education,
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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Orange County WDBs PY 2025-28 Unified Local Plan
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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. Public 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 Unified 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