HomeMy WebLinkAbout19D - WORKFORCE PLAN 2017-2020REQUEST FOR
COUNCIL ACTION
CITY COUNCIL MEETING DATE:
APRIL 4, 2047
TITLE:
REGIONAL AND UNIFIED
LOCAL WORKFORCE PLAN
FOR FISCAL YEAR 2017 -2020
{STRATEGIC PLAN NO 2,4)
CITY MANAGER
RECOMMENDED ACTION
CLERK OF COUNCIL USE ONLY;
APPROVED
❑
As Recommended
❑
As Amended
❑
Ordinance on 16' Reading
❑
Ordinance on 2nd Reading
❑
Implementing Resolution
❑
Set Public Hearing For_
CONTINUED TO
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1. Approve the Regional and Unified Local Plan for FY 2017 through 2020 and submit to the
California Workforce Development Board and State of California Employment
Development Department.
2. Authorize the Mayor, City Manager and Clerk of the Council to sign all documents
necessary for the submission of the Regional and Unified Local Plan.
3. Authorize staff to make necessary revisions to the Regional Plan and Unified Local Plan to
address any public comments received that disagree with the Regional Plan and the
Unified Local Plan and as requested by the California Workforce Development Board and
the State of California Employment Development Department.
WORKFORCE DEVELOPMENT BOARD ACTION
At its Regular Meeting of March 16, 2017, by a vote of 13:0 (Claudio, Lewis, McGowan, Perez,
Piwnica, Ray, Ruiz, absent), the Workforce Development Board recommended that the City
Council approve the Regional and Unified Local Plan for FY 2017 -2020 and submit to the
California Workforce Development Board and State of California Employment Development
Department.
DISCUSSION
The Workforce Innovation and Opportunity Act Section 106 requires local boards and chief
elected officials within each designated region to prepare and submit a single Regional Plan that
includes a description of the activities that incorporates a Local Plan.
19D -1
Regional and Unified Local Workforce Plan for FY 2017 -2020
April 4, 2017
Page 2
On February 24, 2016, the Employment Development Department of the State of California
issued a directive designating Orange County as a single economic sub - region and regional
planning unit. Each Regional Planning Unit (RPU) is required to develop a Regional Plan.
The Orange County Regional Plan (OC Regional Plan) identifies regional coordination and
alignment strategies to increase collaboration and alignment between the Anaheim and Santa
Ana Workforce Development Boards and the Orange County Development Board, currently
serving the residents and businesses in all cities and unincorporated areas of Orange County.
The OC Regional Plan has been developed with collaborative input of key regional partners and
stakeholders as part of the implementation of the Workforce Innovation and Opportunity Act of
2014 (WIOA). Implementation commitments and partner roles are described and detailed within
the Regional Plan. The engagement of partners has been a priority for the region in an effort to
align workforce, education and businesses to foster comprehensive public systems that are
responsive to demand - driven needs in the region.
The OC Regional Plan is focused on constructing a regional training, education and workforce
architecture that aligns with the Orange County labor market and California State Plan policy
objectives. Individuals will access and experience this regional workforce architecture primarily
through local service delivery efforts outlined in the Unified Local Plan included as part of the OC
Regional Plan. The vision of the Regional Plan is a large -scale movement that will address
industry identified skills gaps, employment, education, workforce, economic development and
poverty challenges in the region through assessment and strategic alignment of the local
workforce system partners' regional goals, policies, practice and service delivery.
The Orange County Region's Unified Local Plan is driven by strategic initiatives in the OC
Regional Plan. The primary purpose of the Local Plan and partnerships is to facilitate access to
workforce services at the local level. The Local Plan vision is to fuel collaborative partnerships,
system alignment, policy development, funding oversight and an integrated and innovative
service delivery system that drives the OC Region's development to support and strengthen
growth for the local and regional economy and economic self- sufficiency for individuals. As
mandated by the California Workforce Development Board, the Local Plan goals are in alignment
with both the California State Plan and the OC Regional Plan.
In accordance with the Workforce Innovation and Opportunity Act Sections 107 and 108, Orange
County Development Board published a public notice and posted the plans for a 30 day public
comment period which concluded February 28, 2017. No written comments were received on the
Regional or Unified Local Plan.
STRATEGIC PLAN ALIGNMENT
Approval assists the City in meeting Goal #2, Objective #4 (Partner with groups and organization
to promote education, senior services, job training and development for all Santa Ana residents).
19D-2
Regional and Unified Local Workforce Plan for FY 2017 -2020
April 4, 2017
Page 3
FISCAL IMPACT
There is no fiscal impact associated with this action.
o (C
Deputy City Manager
RCC /DS /If
Exhibit: 1. Public Notice
2. 4 -year Regional and Unified Local Plan
3. Employment Development Department Workforce Services Directive WSD 15 -17
19D-3
19D-4
ORANGE COUNTY REPORTER
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Please read this notice carefully and call us with any corrections. The Proof
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PUBLIC NOTICE The Orange County
Oevelopmen! Board (OCDB) will release a
draft of the Orange County Regional and
Local Plan, Program Year 2017 -20, on or
about Friday, January 27, 2017. The
plans can be accessed through the CCOB
websile at 4slS,ocle. m.ors. Input,
comments andlor questions can he
submitted through Mondayy. FaOmery 27,
2017. Comments may be smelled to
OCRegio A-go' nceav com.
1/27, 2!1!17
OR- 29696M
III II III111 I 111iso., l I I! I I l 1111 1 1111 5
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19D-6
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19 D -8
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REGIONAL PLAN: Regional plans and partnerships required by WIOA function under California's State Plan
as the primary mechanism for aligning educational and training provider services with regional industry
sector needs in California's fourteen WIOA Regional Planning Units (RPUs), California state law requires
coordination between the K -12, Community Collages, and UVIOA systems and requires the use of sector
strategies as the operational framework for the state's workforce system. These two state mandated
requirements are met under the State Plan by making federally required WIOA regional plans and
partnerships the primary mechanism for aligning educational and training programs with regional industry
sector needs, As such, the main aim of regional plans is the development of "regional sector pathway"
programs, including: the identification, utilization, and servicing of career pathway programs aligned with
regional industry sector needs in each of the RPi
INTRODUCTION
The Workforce Innovation and Opportunity Act (WIOA) federal legislation is the first legislative reform in fifteen years for the
public workforce system. Passed in congress by a wide bipartisan majority in 2014, the first year of WIOA was dedicated to
the transition from the Workforce Investment Act (WIA) of 1998. The second program year of WIOA focused on
implementation. As we enter into the third program year, WIOA's foundation has set the stage for more agile state and local
boards that are well - positioned to meet local and regional workforce needs. As such, with significant input and collaboration
with the local area boards, businesses, education, and community partners, the Orange County Region (OC Region) has
come together to develop this 4 -Year Strategic Regional Workforce Plan (2017- 2020).
This Orange County Regional Plan (OC Regional Plan) is focused on constructing a regional training, education, and
workforce architecture that aligns with the Orange County regional labor market. Individuals will access and experience this
regional workforce architecture primarily through local service delivery efforts outlined in the local plan included as part of the
OC Regional Plan. In this regard, this regional plan communicates the vision and strategies that were developed with inclusive
feedback and input from key partners and stakeholders providing leadership, employment, education, and services in the
region. This plan provides direction on strategies and activities that will strategically align workforce development in the region
to facilitate regional collaboration, promote industry alignment, enhance system integration, improve business engagement,
foster consistency of service delivery, increase sustainable pipelines of skilled workers, and implement best practices. This
plan will build on past successes, and provide strategic plans to continue to improve job and career options for the region's
workers and job seekers through an integrated, demand - driven workforce system that links diverse talent to regional business
needs. The focus of these regional planning efforts has been, and will continue to be, the development of a strong, vibrant
regional economy where businesses thrive and people want to live and work.
REQUIRED PLAN ELEMENTS:
The OC Regional Plan has met and exceeded the requirements set forth in the Workforce Innovation and Opportunity Act
(WIOA) federal legislation, the State of California's Unified Strategic Workforce Development Plan- "Skills Attainment for
Upward Mobility; Aligned Services for Shared Prosperity" (2016 - 2020), and the California Employment Development
Department Workforce Services Directive on Regional and Local Planning Guidance (WSD16.07). The final directive
(WSD16.07) issued from the state (Employment Development Department Workforce Services and the California Workforce
Development Board) provides policy guidance and establishes the procedures regarding the preparation of both regional and
local plans required by WIOA and includes some additional state - imposed requirements.
Page II
19D -10
Plan
The OC Regional Plan has met and exceeded these state requirements as addressed in the below narrative sections
of the plan as identified in bold orange text headings prior to each applicable narrative response.
WIOA Section 106(c) requires the local boards and chief elected officials in each planning region to engage in regional
planning that results in 'Regional Coordination" identified as eight Regional Planning Unit (RPU) requirements, commonly
referred to as the A -H requirements.
It should be noted that, based on State content requirements, there may be minimal repetition in the plan narrative in
response to address said requirements. This fact does not in any way diminish the value of the information communicated in
the plan.
In addition to meeting federal and state requirements, key features of the OC Regional Plan Include:
Target Audience: While the OC Region recognizes that the 4 -Year Strategic Local Workforce Plan is subject to state -level
review, the OC Regional Plan has been written and is structured for a broader audience, including the full range of business,
labor, education, workforce development, economic development, social services, and community -based stakeholders who
support and influence the workforce system. It is also expected that the OC Regional Plan will be meaningful to the various
businesses and job seekers who are the principal customers of the workforce system.
Planning, Research and Analysis: Imbedded in the design and development of these regional strategies are current
labor market research and analysis of the OC Region including, but not limited to: local economic conditions, demographic
data, workforce and education trends, and research on successful best practices. Evidence - based, data - driven research, and
partnerlstakeholder input provide the foundation for the goals and objectives that comprise this 4 -year strategic regional
workforce plan.
Achieving Goats and Objectives: The OC Regional Plan includes strategic goals for the four -year (2017 -2020) period
that the plan is in effect. This plan is intended to be a dynamic /living document that may be revisited and refined as regional
needs, priorities, and strategies shift. As prescribed in the state directive, at the end of the first 2 -year period of the 4 -year
local plan, the local boards within the planning region will review the regional plan and revise as needed to reflect changes in
regional needs, such as: changes in labor market and economic conditions. This plan will provide a framework to define roles,
outline commitments to action, identify resource allocations across systems, and establish strategies and activities to be
locally competent, regionally responsive, and globally competitive. Specific activities to reach regional goals are to be defined
in the OC Local Plan.
Local Plan: The OC Local Plan is informed by the overarching regional plan. The regional plan informs and guides how
services are delivered at a local level, as described in the local plan, in a way that feeds into the architecture created by the
regional plan. The OC Local Plan will specify strategic activities related to regional goals and overarching regional strategy as
defined in the regional plan. WIOA section 106 notes that local plan is considered as part of the regional plan and is therefore
to be included and submitted with the designated Regional Planning Unit (RPU) regional plan to the state for approval. It
should be noted that some local plan content requirements may be addressed in the comprehensive OC Regional Plan and as
such, narrative in response may simply indicate and reference the way local services and operations are Integrated into
broader RPU regional efforts in these areas as developed in consultation with required planning partners. A summary of
portions of the local plan that are being addressed in the narrative content of the regional plan are identified in local plan -
section Kill accordingly.
Page III
1901-11
Orange County Regional Plan
Planrdina Process
The planning and preparation of the OC Regional Plan includes five phases. It is important to note that throughout all of the
phases there is on -going leadership, stakeholder and partner meetings in addition to focused workgroups to accomplish the
development of the regional plan, Monthly meetings in addition to focused task workgroups contributed to the development of
the regional plan. The OC Regional Plan includes plans for on -going technical assistance and leadership meetings throughout
the duration of the strategic efforts to facilitate seamless coordination, implementation, and sustainability of regional strategies
Identified herein.
The OC Regional Plan incorporates regional goals and strategies of regional workforce systems, business, education, and
community based organizations who have all have been decidedly involved in the development of the plan. All goals and
strategies are designed to align regionally across systems and include support and implementation of policy objectives and
goals outlined in the State Plan to support three of the seven policy strategies emphasized in the State Plan: Sector
Strategies, Career Pathways, and Regional Partnerships in order to:
Foster demand - driven skills attainment: through the alignment of workforce and education programs with the
• state's industry sector needs so as to provide California's employers and businesses with the skilled workforce
necessary to compete in the global economy.
:• Enable upward mobility for all Californians, including populations with barriers to employment: by ensuring
that workforce and education programs are accessible for all Californians to ensure that everyone has access to a
marketable set of skills, and is able to access the level of education necessary to get a good job that ensures both
long -term economic self-sufficiency and economic security.
` •3 Increase middle -skill industry- valued and recognized post- secondary credentials: The goal of the State Plan is
to produce a million "middle- skill" industry- valued and recognized post - secondary credentials between 2017 and
2027. The OC Regional Plan's goals include strategies to support this state goal and facilitate the increase of middle -
skill industry- valued and recognized post- secondary credentials and the desired movement of Individuals into either
12 the labor market or longer term education programs aligned with the state's workforce needs.
•:• Align, coordinate, and integrate programs and services: by leveraging and braiding workforce and education
programs in an effort to economize limited resources needed to achieve the scale and impact needed, while also
providing the right services to customers, based on each customer's particular and potentially unique needs,
a including any needs for skills - development.
Phase t- Strategic Planning
Regional planning and organizing efforts involve industry sector leaders, organized labor, community colleges, K -12 programs,
Adult Schools, Adult Education Block Grant (AEBG) Consortia, regionally organized Local Boards in designated RPU,
Community Based Organizations (CEOs), business associations, and regional economic development agencies. As such, OC
Region strategic planning included recruitment and engagement of all key core partners and stakeholders as aforementioned,
with the additional inclusion of Social Services Administration TANF, Employment Development Department, and Department
of Rehabilitation leaders. Efforts in this phase included quarterly meetings in 2015 and thereafter monthly meetings in 2016
with a focus on:
• Identification and engagement of key partners and stakeholders
• Establishment of the OC Regional Leadership Council
• Regional coordination and system alignment discussions
Phase 2 - Data Collection and Analysis
A regional analysis Involved the collection and analysis of regional labor market data, assessment of regional industry
workforce needs, evaluation of current and projected regional workforce, labor market trends, educational and skill levels of
Page iv
190-12
Plan
the workforce, and catalog of resources and services in the region. Efforts in this phase included collaboration and
coordination with all partners and stakeholders to yield:
• Regional economic and labor market analysis
• Collection and analysis of regional labor market information and economic data /trends
• Identification of resources and services from OC Regional Leadership Council and key partners /stakeholders
• Analysis of gaps and opportunities for regional alignment
Phase 3 -- Development of Regional Goals and strategies
To reduce duplication of effort, regional organizing and planning efforts undertaken under WIOA are expected to be informed
by, aligned with, and built upon other relevant regional planning efforts undertaken by planning partners. As such, a thorough
evaluation, analysis, and discussion with key partner and stakeholders contributed to the development process of identifying
OC Region's regional goals and strategies. A crosswalk Incorporating partner and stakeholder individual regional goals and
strategies resulted In the establishment and refinement of regional goals designed to align regionally across systems. Efforts
in this phase resulted In:
• Evaluation of partner /stakeholder regional goals and strategies
• Analysis of the gaps, strengths, and weaknesses of regional workforce development activities
• Candid discussions around regional service strategies, sector initiatives, transportation and supportive services,
available resources, and braiding of resources /funding
• Establishment of regional goals and strategies to coordinate and align with partners /stakeholders and state
policies /goals in a comprehensive OC Regional Plan
Phase 4 — Public Comment and Final Plan Approval
Important to the process of establishing a viable and sustainable regional plan Is the vetting of the public that would be the
beneficiaries of these regional goals and strategies. As such, the OC Regional Plan shall incorporate a public comment
period, as required by the state, and include and feedback as appropriate in the final edition of the plan. Efforts in this phase
included:
• Solicitation of public comment as required by each of the local boards in the region and directed by the state
• Public comments incorporated into the regional plan, as applicable, or listed as an addendum, as required
• Final review and approval of each local board, and corresponding chief elected officials in the region as applicable
Phase 5 — Strategic Implementation
The final approval of the OC Regional Plan is not the end of the road. The journey begins with the strategic implementation of
the regional plan. The OC Region is confident that this regional planning process has resulted in a strategic regional plan that
will meet the needs of business and workers and drive regional system solutions with partner /stakeholder commitment,
communication, and innovation. Efforts in this phase will include activities around overarching regional goals for the OC
Region that align with key overarching state goals and policy objectives, details defined in later narrative:
• Workforce Development— Increasing efficiencies /innovations to align, coordinate, and integrate programs /services
• Education and Training — Increasing the number of Red Zone focused projects to foster demand - driven skills
attainment in the neediest parts of the OC Region
• Economic Development — Leveraging and building on the region's competitive advantages to enable upward mobility
for all Californians in the interest of long -term economic self - sufficiency and economic security of individuals and the
region
• High Value Sectors — Impacting high value sector stability and growth through targeted investment in industry sectors
with a significant presence in the OC Region, is in demand by businesses, and pays or leads to high wages for
jobseekers.
Page v
19D -13
Plan
Partners, Champions, and Commitments to Action
Together the OC Region Partners through participation in the planning, development, and hereafter implementation process of
the OC Regional Plan, make a commitment to grow and strengthen the workforce and economy of the Orange County Region.
Regional prosperity requires a broad - based, collaborative approach that responds to regional industry needs, mobilizes the
region's assets, addresses identified gaps, and ultimately accelerates workforce and economic growth for the region. Through
these identified set of shared regional goals and strategies, partners and champions of the OC Region commit to integrate
efforts, play complementary roles, and leverage resources in collaboration for the good of the region.
The local boards in the OC Region will continue to be a constant driving force of the public workforce system. All stakeholder
partners are also naturally involved in workforce development in the region and the following Regional Plan for the OC Region
has been developed with the input of each. Each partner has contributed expertise, staffing, and leverage as relevant to the
development of this comprehensive Regional Plan. Likewise, implementation of said plan will also require the continual
collaboration and coordination of each partner in the region. This regional plan will provide a framework to define regional
needs, outline commitments to action, Identify resource allocations across systems, and establish a foundation to seed lasting
sustainabilily of coordinated workforce and economic development efforts in the OC Region. Mutual accountability is codified
through this written regional plan among key stakeholders and partners. Ongoing evaluation of the regional needs shall be
addressed with updates as appropriate and necessary between mandated formal reviews of the plan. As prescribed in the
state directive, at the end of the first 2 -year period of the 4 -year local plan, the local boards within the planning region will
review the regional plan and revise as needed to reflect changes in regional needs, such as: changes in labor market and
economic conditions.
Partners and champions, confirm their commitment to support the Orange County Regional Plan as a collaborative effort lo:
• Grow and strengthen the Orange County Region's workforce and economy
• Provide on -going strategic leadership and leveraged resources to support sustainable regional development
• Make specific contributions to Implementation as appropriate
Page Vi
19D -14
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Page Vi
19D -14
Orange County Recgionol Plan
Orange County (OC) has been identified by the state as a single economic sub - region and singular regional planning unit
(RPU). There are three local boards within the OC RPU. The Orange County Regional Plan (OC Regional Plan) has been
developed with collaborative input of the local boards and key regional partners and stakeholders. Implementation
commitments and partner roles are described and detailed within this regional plan. The engagement of partners has been a
priority for the region in an effort to align workforce, education, and businesses to foster a comprehensive workforce system
that is responsive to demand- driven needs in the region.
This OC Regional Plan is focused on constructing a regional training, education, and workforce architecture that aligns with
the Orange County regional labor market and California State Plan policy objectives. Individuals will access and experience
this regional workforce architecture primarily through local service delivery efforts outlined in the local plan included as part of
the OC Regional Plan. The overarching Orange County Regional Plan vision Is a large -scale movement that will address
industry identified skills gaps, employment, education, workforce, economic development, and poverty challenges In the
region through assessment and strategic alignment of the local workforce system partners' regional goals, policies, practice,
and service delivery.
This plan seeks to build sector strategies, support career pathways /regional sector pathways, and foster strategic regional
partnerships during the 2017.2020 program years by working toward the following overarching regional goals:
Specific strategies and implementation processes are described in detail in the plan. Generally strategies will aim to:
Maximize efficiencies and innovations in the workforce development system
Target Manufacturing, Healthcare, Information Technology and Hospitality and Tourism as key industries that will
drive demand for middle skill occupations in the region
Enhance access to workforce development services offered by all partners that will address skills /labor gaps
Develop a comprehensive continuum of career pathway resources that support a multiple entry point system- no
wrong door for clients in need for varying services
Align, coordinate, and integrate workforce /education programs and services to economize and leverage limited
resources to provide the right services to customers based on particular and unique needs
Target areas of Orange County that exhibit high concentrations of unemployment and low income (Red Zones)
❖ Development of Regional Sector Pathways to Increase, expand, and improve programs that create opportunities for
all, including those with barriers to employment such as English Language Learners
Orange County has a dynamic, diverse and industrious population that is poised to emerge as a major center for economic
growth. While existing partnerships between local boards, businesses, educators and other stakeholders have supported the
region adequately thus far, the next phase in Orange County's economic and workforce development history will be heavily
influenced by the policy and planning decisions made today.
Page VII
19D -15
Change County P.eglonal Plan
2A. REGIONAL PLANNING UNITS (RPU): The VviOA Section 106 includes a requirement that the Governor
identify planning regions in the state and enumerates specific elements that must be considered as part of
this process. The purpose of identifying regions is to align workforce development activities and resources
with larger regional economic development areas and available resources to provide coordinated and
efficient services to job seekers and businesses.
GEOGRAPHIC BOUNDARIES: Orange County is located in Southern California, with Los Angeles County to the north,
San Diego County to the south, Riverside and San Bernardino counties to the east, and the coastline to the west. There are
34 cities within the county along with several unincorporated areas. Orange County represents a large, urbanized region in
Southern California. With nearly 3.1 million people, Orange County is the sixth largest county in the United States, Workforce
Services Directive WSD15 -17, issued February 24, 2016 by the California Employment Development Department, officially
identified California's regional planning units. Local Board placement in regional planning units is based primarily on the
location of WIOA client populations and the way these populations fit into the regional economy as defined by economic data
including commute patterns, industry composition, labor markets, geographic location, and transportation infrastructure.
Orange County has been identified by the state as a single economic sub - reglon and singular regional planning unit. In
response, the Orange County Region (OC Region) has amplified its continuing efforts to strengthen the alignment of
workforce infrastructure, programs, and policies to respond to regional workforce and economic development needs. Within
the Orange County RPU, three local boards serve segments of the county's residents with economic development strategies
and workforce development activities that will benefit from regional coordination and alignment through this regional plan:
Santa Ana Workforce Development Board (SAWDB) serves the city of Santa Ana. Anaheim Workforce Development Board
(AWDB) serves the city of Anaheim. Orange County Development Board (OCDB) serves the remaining 32 cities and
unincorporated areas of Orange County. The OCDB has been selected by the County of Orange, Board of Supervisors as the
designated coordinator of economic and workforce development for the County as a whole and as such, serves all 34 cities
and unincorporated areas in this capacity.
RPU PETITIONS: There are no known plans from the Orange County RPU partners to petition for a regional planning
partner modification.
The planning and development of the OC Regional Plan is reliant on the engagement and collaboration of regional workforce
development and economic development services and providers. Following is a list of regional partners who are party to the
plan with a description of their role in developing and Implementing the regional plan. The State Plan requires that regional
plans be developed as vehicles to implement activities around the three policy objectives and an overarching stretch goal
emphasized in the State Plan (cited in this plan in Section 2H). The key partners and stakeholders listed are key regional
partnerships critical to these endeavors. This strategic feedback will align regional leadership activity to positively impact the
ongoing economic vitality of the OC Region,
Page 1
19D -16
Orange County Regional Plan
PARTNERS AND THEIR ROPES: State required raglonal partners are called out in orange lert,
PARTNER
ROLE
Title L Regionally Organized Local Boards
Convene businesses and partners to build model partnerships
• Orange County Development Board (OCDB)
•
Work with partners to implement the state plan strategies
® Anaheim Worldorce Development Board (AWDB)
•
Provide business services to engage businesses at the local level
• Santa Ana Workforce Development Board (SAWDB)
•
Develop regional partnerships, align services to develop career
pathway programs
•
Upsklll Incumbent workers to open up entry level positions, as
appropriate
•
Layoff aversion
Title II: Adult Ed Block Grant (AEBG) Regional Consortia
•
Issue mandatory partnership guidance to Title II providers
• South OC Regional Consortium
•
Assess current level of partnership and compliance
• Coast Adult Education Consortium
•
Facilitate partnerships to align Adult Ed programs with regional
• Rancho Santiago Adult Education Consortium
career pathways
• North OC Regional Consortium
.
Coordinate to enter TANF participants Into career pathways
Tide III: Wagner- Payser
•
Provide Job services in the AJCCs
Employment Development Department Southern
•
Coordinate TAA and Veteran's programs
Workforce Services Division, Orange County Region
•
Provide representation on LWDBs
Title IV: Department of Rehabilitation
•
Leverage regional business engagement
• DOR Orange/San Gabriel District
•
Use data from LWDB and EDD LMI to inform consumers
•
Collaborate with partners to ensure system access for all
Industry Sector Leaders, Business Organization, Labor,
•
Upskill Incumbent workers to open up entry level positions, as
Local Economic Development Agencies
appropriate
• Orange County Business Council
•
Provide input and strategic guidance to the OC Region
• Orange County Economic Development Working
Comprehensive Economic Development Strategy
Group
•
Promote and support projects, such as SlingShot, that address
• OC SlingShot Coalition
regional business and jobseeker prosperity
• Advanced Manufacturing Partnership Socal
•
Industry and sector partnerships to organize key stakeholders in an
• Orange County Labor Federation
industry cluster that focuses on shared regional goals, human
• North Orange County Chamber of Commerce
resource needs of the industry responsive to Industry clusters,
• Anaheim Chamber of Commerce
customers and communities In need
• Comprehensive Economic Development
K -12 GTE Programs, Regional Consortia of Community
•
Facilitate partnerships to align Adult Ed programs with regional
Colleges, Education and Support Services
career pathways
• Los Angeles Orange County Community College
•
Develop guidance to align/coordinate Perkins programs
Regional Consortia
•
Bridge K -12 programs to prepare students to enter pathways
• OC Career Pathways
•
Serve as the primary provider of CTE programs, as applicable
• Orange County Department of Education
•
Develop regional partnerships, align services to develop career
• Social Services Administration (TANF)
pathway programs for youth
•
Coordinate to enter TANF participants Into career pathways
Community-Based Organizations, other
•
Representative of a community or a significant segment of a
• Orange County United Way
underrepresented community
• Goodwill of Orange County
•
Provide support and programs that work with businesses,
• OCAPICA
educational entities and targeted communities
• Vital Link
•
Strategic youth services to include disconnected youth, foster youth
Page 2
1901-17
Prange County Regional Plan
Declaratlon: The OC Regional Plan has been developed with collaborative input of key regional partners and
stakeholders; implementation commitments and partner roles are described herein.
Res lonzf GoaliObjective: Strategic regional alignment to increase efficiencies/innovations in the workforce system.
Strategy;lmlplsmentation: Through the Regional Implementation and Innovation Grant, partners will work on system
alignment, service coordination, and support towards a sustainable regional infrastructure that are in sync and committed to
the overall goal of helping people get good jobs, sustainikeep good jobs, and positively affecting the regional economy
through sustainable regional sector pathways.
State Plan Alignment: Regional alignment of workforce, education, and business engagement programs to foster a
comprehensive workforce system responsive to demand•driven skills attainment.
28, REGIONAL ECONOMIC AND BACKGROUND ANALYSIS: A regional analysis of regional workforce, labor
market, and economic conditions including- existing and emerging in-demand industry sectors and
occupations; employment needs of businesses; analysis of demand driven skills needed by businesses in the
region; and analysis of workforce development activities (including education and training).
ANALYSIS OF ECONOMIC CONDITIONS: Orange County has experienced moderate economic growth and
increased per - capita income over the past year, a continuing trend of moderate growth during the county's post -Great
Recession recovery. Over the past ten years, Orange County has maintained an economic environment that is among the
most prosperous in the state and the nation. Unemployment Is comparatively low, median income is high and Gross County
Product (GCP) is growing at an annualized rate of 4 %.
Unemployment Rates, 20062016
15.0 %
10.0%
6.0%
0.0°/
Ay Al Am A9 0 ry s� sm '`h 4>
se e sa° s sg Jr
-- Orange County, CA -- California — United states
SOURCE, CENTER FOR ECONOMIC STUDIBS, CHAPMAN UNIPBRSII T
Gross County Product (GCP)
orange County, CA
$24000
10
2014 2015 2016
SOURCE, CALIFORNIA EMPLOYMENT DEVELOPMENT ORPARMENT AND
U.S. BUREAU OF LABOR STATISTICS
Orange County Region Highlights — Demographics and Workforce Characteristics
• With a population of 3,169,776 as of July 2015, Orange County falls behind only Los Angeles (10,170,292) and San
Diego (3,299,521) counties in the state
• Orange County leads the region, state, and nation in job creation: adding 39,000jobs in last 12 months
• The OC Region has a 4.4% unemployment rate
• The county's population growth is projected to continue at an increasingly slower rate over the next 20 years
Page 3
19 D -18
Plan
Overall data from the Employment Development Department, Labor Market Information Division, indicates that the Orange
County RPU is healthy and growing at a sustainable rate, The total labor pool expanded by 2.8% while unemployment has
held steady, resulting in a net decrease in the county's unemployment rate by 0.1 %.
Labor Market profile
';t`i:?,� -F� k , �° � .
tM; y�2A16f
,,MayZ015�
„,thange`tyPe�antx
Labor Market
1,603,000
1,594,400
8,600
0,5%
Employed
1,545,800
1,525,300
20,500
1.30/0
Unemployed
57,100
69,100
- 12,000
- 17.4%
Unemployment Rate
316%
4.3 °%
-0.8%
Source: Employment Development Department, Labor MarRet Information Division.
Data Note: Numbers may not add due to rounding,
However, the OC Region demographic change will
inevitably affect and drive economic change. Orange
County is rapidly aging in place; the county's older age
groups continue to increase in number while every other
age group shrinks despite overall population growth. While
the Department of Finance predicts that other California
counties will also experience the growth of older
populations by 2060.
Increases in cost -of- living, rent, and home prices have
outpaced income growth in some county communities. This widening gap, finds many Orange County families struggling to
afford the various housing options provided in the county. This has not only served to reduce potential migration into the
region, but has led many 25 to 34 year olds to permanently leave Orange County, thus limiting the county's ability to attract
and retain a talented workforce and contributing to the growing skills gap. It is Important to note the significance of the
workforce commute patterns of Orange County workforce.
EXISTING IN- DEMAND INDUSTRY SECTORS AND 0 CCU PAT10N5c A breakdown of Orange County's economy
by industry shows that the business environment is healthy and concentrated in four primary areas: Professional & Business
Services, Trade, Transportation & Utilities, Leisure & Hospitality, and Educational & Health Services. These broad industry
categories account for more than 60% of the county's total nonfarm employment.
I ne Nrotessional & Business Services segment has seen the largest absolute erango Ceu* Empioymant
employment growth since September 2015, adding 11,500 jobs. Taking closer+ septembe,sofa e g
look at this segment reveals that Orange County has attracted moderate a i`
LNaftQ
growth in occupations that are technical or scientific in nature, occupations
that tend to command higher wages as well as higher educational M
requirements. More than 133,000 of these occupations have been added Ad�ft
since 2006, expanding this segment by 22 %. The healthcare industry is
another segment that has seen robust growth. Since 2006, the Health Care Tom•
and Social Assistance occupations have steadily added 183,400 jobs,E�
resulting in 44% growth for these occupations. Orange County is a domestic n°m,eddrg es
and international leisure destination. The Leisure & Hospitality industry added 70%
9,300 new jobs over the last year. Over the past decade, the Leisure & ea ° °a a gro,Ga
m&A Lem
Hospitality segment has added over 200,000 new jobs, a 26% expansion. One
of the industries that was severely Impacted by the Great Recession,
construction, has finally returned to pre- recession levels. Construction year- over -year growth is 10 %, outpacing all other
industries through the addition of 9,200 jobs. The Orange County construction industry is now only 7% below pre- recession
levels in 2006.
EMERGING IN- DEMAND INDUSTRY SECTORS AND OCCUPATIONS: The industries that show emergent
growth can be identified by projected job openings as well as industry demand. Data from the California Employment
Development Department show that the most promising emerging industries are in the general business, health care and
trade - related industrles. These occupations provide job seekers with ample opportunity to earn reasonable wages with
educational attainment at or below the Bachelor's Degree level. Orange County will have a high demand for jobs that are
Page 4
19D -19
Plan
defined as middle skills occupations because of the unique mix of industries in the region. Middle skills occupations are
defined as positions that do not require a bachelor's degree but require training or some level of education above a high
school diploma. This often means a certification or associates degree gained through community colleges or collaborative
training programs between businesses and educational Institutions, Following is a list of the too ten of the twenty -five highest
projected occupationsljob openings for the next several years:
Middle skill occupations typically pay higher wages than regional averages and provide increased access to successful career
paths for those without a four -year college degree, which helps workers increase their overall standard of living and quality of
life. Orange County has identified Manufacturing, Healthcare, Information Technology and Hospitality and Tourism as key
Industries that will drive demand for middle skill occupations in the region.
• Healthcare has been a stalwart industry of Orange County for many decades. Data shows that the healthcare
industry accounts for 13% of overall employment and has grown steadily and consistently over the past decade, even
throughout a major recession. Orange County has also emerged as a major innovation hub in healthcare technology
and manufacturing.
• Manufacturing has been an industry in decline for decades. But the majority of job opportunities in manufacturing
come not from new jobs but by job openings arising due to retirement of an aging manufacturing workforce, as is one
factor for the OC Region. The Manufacturing Institute and Deloitte Consulting recently released a report which
estimated that nationwide up to 2.7 million manufacturing jobs will be needed due solely to retirements. If left
unattended, these jobs will either lead to lost earnings or result in companies leaving the Orange County region for
areas, domestic or international, that can fulfill the middle skills that this industry requires.
• Information Technology A detailed analysis of the sub - industries within key emerging sectors shows the
importance of industries dealing with the information technology economy: companies that design computer systems,
publish software, manufacture related equipment or manage data employ nearly 97% of all individuals who work in
emerging sectors. With the emergence and growth of high -tech occupations, the need for middle skill, middle -wage
or higher occupations grows as well. Orange County has a sizable IT industry that is growing steadily.
• Hospitality and Tourism Orange County has a deep and historic tourism industry that originates from the
1950s, when the region became popular as a vacation destination for celebrities. Half a century later, Orange
County's tourism industry is a major contributor to employment and the overall economy. A robust business and
leisure accommodation industry accounted for the largest net increase in employment year - over -year at 6,500 jobs,
but more impressively both the 5 -year and 10 -year trends show consistent strength in this segment.
Declaration; Orange County's moderate economic growth masks a series of contradictions. On the plus side, growing
industries like Professional Services, Technology, Education, and Health provide high - quality jobs and contribute to overall
Page b
19D -20
Total
t hsva�,l
M�flian wv
Higher '
All <
* )oh
w� -'e
HWOL Job
�S'�
Wage
Top 25 M�ddie S�Cr11 Mrddle Wage or
� �'
Protected
yAnnual
-' . R � i
� OPenrog`s ,;
aOccupatrons
e
NE,
Registered Nurses
6,459
S,147
$89,842
Teacher Assistants
4,975
551
$34,768
Medical Assistants
2,965
675
$34,193
Licensed Practical and Licensed Vocational Nurses
2,880
567
$50,223
Computer User Support Specialists
2,654
1,627
$57,587
Preschool Teachers, Except Special Education
1,913
642
$31,914
Dental Assistants
1,835
73$
$33,876
Paralegals and Legal Assistants
1,663
405
$49,196
Heavy and Tractor - Trailer Truck Drivers
1,508
1,545
$40,066
Telecommunications Equipment Installers and
1,179
191
$62,848
Repairers, Except Line Installers
Middle skill occupations typically pay higher wages than regional averages and provide increased access to successful career
paths for those without a four -year college degree, which helps workers increase their overall standard of living and quality of
life. Orange County has identified Manufacturing, Healthcare, Information Technology and Hospitality and Tourism as key
Industries that will drive demand for middle skill occupations in the region.
• Healthcare has been a stalwart industry of Orange County for many decades. Data shows that the healthcare
industry accounts for 13% of overall employment and has grown steadily and consistently over the past decade, even
throughout a major recession. Orange County has also emerged as a major innovation hub in healthcare technology
and manufacturing.
• Manufacturing has been an industry in decline for decades. But the majority of job opportunities in manufacturing
come not from new jobs but by job openings arising due to retirement of an aging manufacturing workforce, as is one
factor for the OC Region. The Manufacturing Institute and Deloitte Consulting recently released a report which
estimated that nationwide up to 2.7 million manufacturing jobs will be needed due solely to retirements. If left
unattended, these jobs will either lead to lost earnings or result in companies leaving the Orange County region for
areas, domestic or international, that can fulfill the middle skills that this industry requires.
• Information Technology A detailed analysis of the sub - industries within key emerging sectors shows the
importance of industries dealing with the information technology economy: companies that design computer systems,
publish software, manufacture related equipment or manage data employ nearly 97% of all individuals who work in
emerging sectors. With the emergence and growth of high -tech occupations, the need for middle skill, middle -wage
or higher occupations grows as well. Orange County has a sizable IT industry that is growing steadily.
• Hospitality and Tourism Orange County has a deep and historic tourism industry that originates from the
1950s, when the region became popular as a vacation destination for celebrities. Half a century later, Orange
County's tourism industry is a major contributor to employment and the overall economy. A robust business and
leisure accommodation industry accounted for the largest net increase in employment year - over -year at 6,500 jobs,
but more impressively both the 5 -year and 10 -year trends show consistent strength in this segment.
Declaration; Orange County's moderate economic growth masks a series of contradictions. On the plus side, growing
industries like Professional Services, Technology, Education, and Health provide high - quality jobs and contribute to overall
Page b
19D -20
Orange County Regional Plan
economic prosperity. While some traditionally strong industries like Manufacturing and Finance, however, face a looming skills
gap and talent shortage industry .wide. Additionally, the county's high cost -of- living threatens to outpace many lower- paying
jobs. High- paying emerging occupations and pathways to and through middle -skill occupations indicate potential future growth
which may lead to Improved prospects for the county economy as a whole. Clear pathways are needed to provide employees
with the important skills needed by current and emerging industries.
Regional Goal/Objective; Regional Sector Pathways development through improved access and quality of demand -
driven, industry responsive service delivery to support upward mobility of Californians.
Strategy'Ilrlpi�msntatian; Service delivery organized around Regional Sector Pathways to increase, expand, and
improve programs that create opportunities for all workers and job seekers for employment in fields with high wages and /or
career advancement opportunities, including for those with barriers to employment such as English Language Learners.
State Plan Alignmarit: Enabling upward mobility for all Californians, Including populations with barriers to employment.
Alignment, coordination, and integration of workforceleducation programs and services to economize limited resources to
provide the right services to customers based on particular and unique needs.
IN- DEMAND SKILLS ANALYSIS A recent report by the Orange County Business Council about "Closing Orange
County's Skills Gap" provides an analysis of in- demand skills with a focus on preparing the region to meet employer demand
for middle -skill occupations. A deeper look at the demand- driven skills for the OC Region looks at skill requirements including,
but not limited to: technical /knowledge based skills, soft skills, certifications, education /training, and specific knowledge
prerequisites in the context of both top occupations and sectors and the regional economy as whole. The research on
employer requirements across occupations and sectors has revealed an emphasis on practical, applied skills that act as
currency for job- seekers and businesses. Orange County's middle -skill economy is largely driven by three high -value
industries prominent in the region: healthcare, manufacturing, and information technology. Together these three industries
amount to nearly one -third of all middle -skill occupations and are the highest job growth industry clusters.
The OC Region engaged business and industry in a multitude of focus groups, surveys, and workgroups to elicit feedback on
employment needs and employer desired skillsets. Results of regional research confirmed results of WANTED Analytics, a
research company which provides detailed real -time information on the current labor market, showing that the middle -skill job
opening category took the longest to fill, with an average posting period of 57 days. Top middle- skills in particularly high
demand included, but were not limited to: bilingual capabilities, customer relationship management, technical support
experience, quality assurance skills, JavaScript, structure query language (SQL), quality control experience, English language
competency, and communication skill sets. The core emerging industries of Manufacturing, Information Technology and
Healthcare all rely heavily on STEM (science, technology, engineering and math) skills. Furthermore, specialized certifications
and training will be required to directly address the middle skills gap and prepare jobseekers with the skills needed to meet
employer's needs and an estimated 17,678 middle skill jobs that will be created over the next decade.
While technical skill and educational requirements are often context sensitive, there are common soft skills that businesses
across all sectors have reported as equally important in their hiring process. Data from surveys of OC Region businesses are
similar to a recent Forbes report that cite the most common soft skills that employers are looking for when hiring as: ability to
work in a team, ability to make decisions and solve problems, verbal and written communication skills, taking initiative,
analytical skills, leadership skills, adaptability, ability to prioritize tasks (different from multi- tasking), creative and strategic
thinking, and interpersonal skills.
EIAPLOYPVIENT NEEDS IN IN- DEMAND SECTORS The relatively low number of candidates per job opening inhigher-
paying occupations is of concern, as this Indicates the smaller talent pools available to businesses in these occupational
sectors. These occupational groups include Healthcare Practitioners and Technical Occupations which had 66 candidates per
job opening, followed by Architecture and Engineering with 55 candidates per job opening, and Computer and Mathematical
Page 6
19D -21
Plan
Occupations with only 34 candidates per job opening. A lack of employees with in- demand skills aggravates the skills gap
further., Orange County's economy depends on meeting the employment needs of businesses, in in- demand industries such
as Information Technology and Medical Devices. Clear pathways are needed to provide employees with the important skills
needed by current and emerging industries.
Only 4% of the 265,289 jobs created between October 2014 and October 2015 required a Master's Degree or above, a rate
that remained consistent for job growth over the past year. The percentage of jobs created that require a Bachelor's Degree
decreased from 47.2% to 45.1% over the same time period while the portion of job created requiring High School Diplomas
increased from 36.6% to 37.5 %. The portion of jobs created requiring an Associate's degree saw an increase from 10.5% to
12.2% during the same time period. While Associate Degrees are often overlooked, they have recently grown in importance
as a pathway to increased educational attainment without the high costs associated with four -year universities. Associate
Degrees, along with various certification programs, can help provide the skills needed to close OC's Middle -Skill gap.
IN-DEMAND OCCUPATlONIS
• Manufacturing Occupations with expected growth include: Electronic /Electromechanical Equipment Assembler,
Production Workers, Welder, Inspectors/Testers, Machinist, Laborers, Material Movers, First -line Production
Supervisor, Industrial Engineers, and Industrial Production Managers.
• Information Technology Occupations with expected growth include: Computer Systems Design and Related
Services, Telecommunications, Software Publishers, ISPs, Search Portals, and Data Processing.
• Hospitality and Tourism Occupations with expected growth Include: Food Services and Drinking Places,
Accommodation and Food Services, Amusement, Gambling, and Recreation.
• Healthcare Occupations with expected growth include: Personal Care Aides, Certified Nursing Assistant, Home
Health Aide, Licensed Vocational Nurse, Medical Assistant, Medical /Health /Lab Technician, Registered Nurse, and
Physical Therapist.
Declaration: The OC Region has priority industry sectors, each with sub - sectors, that emphasis specific skills demanded
by employers that include the knowledge requirements for various job openings and particular soft skills that are often just as
important as applied skills.
Regional Goal /Objective: Targeted meaningful business /industry engagement to increase industry validated education
and training programs that lead to credentials with demonstrable labor market value. To contribute to California's workforce
goal: one million "middle skill" industry- valued and recognized postsecondary credentials.
Strategy: Fostering demand driven skills attainment responsive to industry needs through high value sector focused
initiatives that engage partners /stakeholders to identify and determine industry- valued and recognized postsecondary
credentials and educationitraining that needs to be incorporated into the development of industry relevant and demand driven
programs and regional sector pathways.
State Plan Alignment: Fostering demand - driven skills attainment, through workforce and education alignment to provide
California's businesses with the skilled workforce necessary to compete in the global economy.
CURRENT [A POP FO CEI TI RILET CoNbITfONS The most obvious characteristics of Orange County's regional
workforce are its size and educational attainment, which reflect the quality and quantity of available workers, and its
employment rate. Orange County's unemployment rate dropped to 4% at the beginning of 2016 and remained near that level
for the first half of the year. In June and July, however, Orange County — along with nearly every other California county —
experienced an increase in unemployment rates driven by seasonal job losses in government and education and an influx of
recent graduates and otherjobseekers in the workforce
Aye The largest cohort of working age adults is in the 45 to 54 years bracket, representing 14.6% of the population.
These are mature workers who are likely preparing to exit the workforce within the next ten years. The second largest
Page 7
19D -22
Man
cohort is the 20 to 29 age bracket at 14.5% of the population. These are individuals embarking on their careers and
preparing to become more active participants in the workforce. How these two cohorts are strategically managed will
influence the economy of Orange County for many years to come, Orange County, like many other regions, is turning
older. In addition to preparing for the retirement needs of the 45 to 54 age bracket, the 55 and over age group has
immediate needs. This cohort increased from 17.7% of the county population in 2000 to 25.6% in 2015. Over this
same period, the county's working -age population, defined as those aged 25 to 54, decreased from 45.9% to 42.1 %.
These trends are expected to continue; while the Department of Finance predicts that other California counties will
also experience growing older populations by 2060, Orange County is the only county expected to experience a
simultaneous Increase In older populations and decrease in younger and working -age populations.
Education Orange County's workforce tends to be more educated, but has a higher portion of Individuals with less
than a high school education when compared to the overall U,S, population. More than 38% of individuals in Orange
County have a bachelor's or graduate degree, compared to 32% for the U.S. However, 15.9% of individuals over 25
years old have not received a high school diploma, which is significantly higher than 11.6% for the entire U.S. Only
17.3% of Orange County individuals have graduated high school, much lower than the 30% of high school graduates
in the general population. The middle skills segment, however, is on par with the U.S., constituting 28% of the
workforce. Educational attainment correlates directly with median earnings and poverty rates. Individuals in Orange
County with a bachelor's or higher degree have a poverty rate of 5.3% and median earnings of $72,000. Those with
less than a high school diploma have poverty rates that are four times higher at 22.3% and earn less than one -third
of their well- educated counterparts at $21,229,
Income Median household income totaled $78,428 in 2015, nearly $14,000 higher than the state median household
income and over $22,000 higher than the national median household income. What is troublesome is that income
growth in Orange County has slowed, lagging behind both California and the rest of the nation. Over the past year,
the median household Income in Orange County grew by 2.8 %, 1.4 %age points below state -level growth and 1.2
percentage points below nation -wide growth. Since 2010, median household income in the county expanded by
10.6 %, while the state and nation registered growth rates of 11.8% and 11.4 %, respectively,
Income Distribution The largest groups of earners are those in the middle, with 29% of individuals earning
between $50,000 and $99,999 per year. The next largest group are those that are earning more than $150,000 per
year. In Orange County, more than one in five individuals are in the top bracket of earners. Reflecting household
income growth trends, per capita income growth has experienced year- over -year increases since 2010, averaging an
increase of 2.6% annually, Per capita income grew from $31,373 to $35,651 in 2015, an increase of 116 %.
Housing The region is known for one of the highest real estate prices in the country, impacting economic
prospects. in June 2016, the median sales price of existing single- family homes in Orange County was $759,490.
This is more than three times the U.S. median home price of $240,800. According to the California Association of
Realtors, only 22% of households can afford the median priced home in Orange County, compared to 57%
nationwide. Rents have also climbed to unaffordable levels. Average asking rents in the first quarter of 2016 showed
that Orange County ranks among the highest in the nation at $1,753 per month. Increases in cost -of- living, rent, and
home prices have outpaced income growth in some county communities. This has not only served to reduce potential
migration into the region, but in fact has led many 25 to 34 year olds to permanently leave Orange County, thus
limiting the county's ability to attract and retain a talented workforce and contributing to the growing skills gap.
Commute Patterns The cost and lack of housing options in Orange County, combined with a robust network of
transportation corridors and transportation options, results in significant commute patterns into and out of the region.
According to the U.S. Census Bureau Origin- Destination Employment Statistics, in the 2nd quarter of 2002 -2014,
there were:
0 810,174 individuals living and employed in the OC Region
0 592,709 individuals commuting Into Orange County (Inflow) but living out of the OC Region
0 450,241 Orange County residents commuting out of the area (outflow) to work in areas outside of the region
Page 8
19D -23
Orange County Regional Plan
LABOR FORCE EMPLOYMENT AND UMEMFLOYMENT DATA The California EDD measured Orange County's
unemployment rate at 4.1% in September 2016, 1.2 percentage points lower than the state unemployment rate and 0.7
percentage points lower than the national unemployment rate. Orange County, which has the lowest unemployment rate in
Southern California, continues to outperform its peers in job creation, adding 44,700 over the past 12 months. The
Professional and Business Services, Education and Health Services, Leisure and Hospitality and Construction industries
experienced the most rapid growth over that period, respectively adding 11,500, 9,300, 9,300, and 9,200 jobs since
September 2015.
Orange County's total labor force grew to a total of 1,636,400 Individuals as of September 2016, surpassing July 2008's
historical peak of 1,625,600 participants by more than 10,000. June and July, as previously mentioned, saw a spike in labor
force participants that temporarily drove up the county's unemployment rate. The timing of this influx suggests that many of
these new participants are recent college graduates; the educational attainment of these individuals has, thus far, helped them
find employment, as unemployment rates fell in August and January of this year.
INDIVIDUALS WITH BARRIERS TO EMPLOYMENT The OC Region recognizes the importance of improving
connections for Individuals with barriers to employment and training opportunities. The economic downturn has left increasing
numbers of workers seeking additional hours or juggling multiple jobs to make their income goals. Access to ad -hoc
employment can be essential to enable studying or increasing a worker's competitiveness. Local hire of on- demand workers
strengthens the fabric of communities. But traditional workforce development has focused only on full -time job placements.
The OC Region includes a goal to expand beyond this to raising skills and quality that include both the traditional and flexible
workforce. We aim to create cost - effective pathways from underemployment to sustainable employment that are personalized
for each individual's circumstances. All activities and strategies developed in this OC Regional Plan commit to strengthening
existing workforce development, education, and training opportunities to benefit individuals with barriers. Specific strategies for
each local area will be described in the OC Local Plan, as prescribed and supported in the WIOA legislation by:
• Increasing the focus on programs and services for the most vulnerable workers such as: low- income adults and
youth, individuals with limited skills and work experiences, and individuals facing other barriers to economic success
• Expanding education and training opportunities to help individuals gain the skills needed to get good jobs, keep good
jobs, and advance in their careers
• Helping disadvantaged and unemployed adults and youth earn while they learn through support services and
effective employment -based activities
• Increasing outreach, engagement, and services to those with limited basic skills and/or limited English proficiency
• Aligning planning and accountability policies across core programs to supportt more unified approaches to serving
low- income, low- skilled Individuals
• An initiative to assist the underemployed
EDUCATIONAL AND SKILLS LEVELS IN THE WORKFORCE Educational attainment provides the most useful tool
for analyzing the average quality of job candidates, as there is a direct causal relationship between educational attainment
and the acquisition of hard and soft skills. While this analysis fails to reflect many aspects of Orange County's workforce, it
does provide a general overview of the skills available in the county's labor market. Educational attainment in Orange County
continues to improve across the board. The number of residents with an Associate's degree or higher increased to 46.4% in
2015, while the number of residents with no high school diplomas has decreased, and the number of residents with some form
of college training has also increased. While overall education levels show promising improvements, the fact that just over
15% of the population still lacks a high school diploma remains concerning. As the county continues to struggle with a skills
gap in several major industries, efforts must be made to properly educate and train all residents with the skills needed to fill
these positions. This not only strengthens the financial stability and quality of life for those residents as well as the county's
overall economic performance.
Page 9
199-24
Plan
Employer expectations and requirements for new workers continue to increase as industries evolve via improved efficiency
and rapid technological advancement. Many employment opportunities offered in today's economic environment require a
complicated mixture of soft and technical skills, even at entry-level positions, and many businesses find themselves struggling
to fill positions that require this combination, a phenomena known as the skills gap. Fortunately, many educational institutions
in the county recognize this need for enhanced skills and are shaping programs to cater to the increasing skill requirements of
Orange County's businesses. As a result, the number of high school students who are college -ready and well prepared for
post K -12 success is of growing significance.
Declaration: Orange County's deep talent pool and increasing educational attainment, provides an important competitive
advantage for the present and the short -term future. Recent economic and social issues, however, may threaten the county's
long -term competitiveness. The county's high cost of living may force talented workers to relocate elsewhere, widening the
growing skills gap and demand for skilled workers in the region. Policymakers and key regional stakeholders should take
steps to address these issues and maintain one of the county's most important competitive advantages of a skilled workforce.
Regional Coal /Objective: Improve access and quality of service delivery to support an enable upward mobility for all
Californians through innovation organized around development of regional sector pathways.
Strategy: Increase, expand, and improve programs that increase opportunities for all workers and job seekers for
employment, including from under - represented demographic groups, to enter or sustain careers in fields with high wages
and /or career advancement opportunities, including for those with barriers to employment,
State Plan AltgnMe ant: Enabling upward mobility for all Californians, including populations with barriers to employment.
Alignment, coordination, and integration of workforce /education programs and services to economize limited resources to
provide the right services to customers based on particular and unique needs,
��"'�`"�1,�`�[�n�»,.�yy�:.,.R ,�1�4��L� ` IE�Ir • • -, f�VJ,n P ��, �""�.��.�a•�
ANALYSIS OF WORKFORCE DEVELOPMENT ACTIVITIES IN THE REGION Orange County's business
community has experienced a growing awareness of the publicly funded workforce, education, and training systems. Current
workforce development activities are comprised of various networks of public, education, private for profit and private non-
profit agencies that collaborate on a regular basis to provide resources necessary to coordinate a large -scale workforce
development effort.
The table below highlights major regional workforce activities that are occurring in the OC region today:
net Activit leg
i escription
Slingshot Initiative
The SlingShot Initiative catalyzes collaborative efforts by businesses, industry, government, workforce
development, economic development and education stakeholders within a region to address employment
challenges with regionally selected solutions to regionally defined problems. The OC Region's SlingShot
Coalition is designed to respond to industry led and identified needs to address a growing skills gap and
waning regional talent pipeline, Specifically, the OC Region SlingShot will develop processes to establish a
viable and sustainable regional talent pipeline of skilled workers for the manufacturing sector through training,
apprenticeships, and On- the -Job Trainin s,
Regional Industry
The AS 116 Regional Industry Clusters of Opportunity (RICO) Initiative, designs and implements regional
Clusters of Opportunity
economic development strategies in the alternative fuel and advanced vehicle technology industries, This
(RICO) Initiative
project focused on promoting the accelerated deployment of hydrogen infrastructure, the accelerated adoption
of hydrogen fuel cell vehicles, and the creation of a talent pipeline to support a hydrogen fuel industry in the
OC Region. Although the grant ended in early 2016, the outputs of the projects have continued beyond the
grant term and the region continues to further develop and implement regional industry clusters of opportunity
(RICO) career pathways and /or talent pipeline strategies for K -12 students; and to involve regional partners to
advance the competitive position of tar eted RICO efforts resulting in economic prosperRy.
Stronger Workforce
California Community Colleges Implementation of programs to address the high levels of unemployment in
Program
California that is fueled by the skills gap through innovative, data - driven analysis of: demand and supply
a s in local markets; tar eted investments to strengthen and scale the most effectve workforce training_
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Plnn
STRENGTHS OF WORKFORCE DEVELOPMENT ACTIVITIES
Over the last few years, Orange County has built on its strong economic foundations by aligning workforce infrastructure,
programs, and policies to meet the regional workforce and economic development needs of its business community. OC
Region projects, such as RICO and Slingshot, have focused on developing long term plans to drive sustainability and growth
for regional workforce and the Orange County economy. The success of these smaller -scale efforts demonstrate that more
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190-26
programs that, based on the data, meet the employment needs of each community, and Cross - sector
convening to encourage collaboration, share findings and formulate strategies..__
Adult Education Block
The 2015.2016 State Budget appropriated $500 million to the California Community College Chancellor's
Grant
Office (CCCCO) and the California Department of Education to allocate funding for adult education. The funds
are provided to eligible consortia for the purpose of implementing regional plans for adult education. The
intent of the Adult Education Block Grant was to expand and improve the provision of adult education via
these consortia. The CCCCO and the California Department of Education (CDE) are working In partnership to
implement the requirements outlined in the Adult Education Block Grant.
Comprehensive
The Comprehensive Economic Development Strategy (CEDS) Committee, in partnership with the Orange
Development Strategy
County Development Board (OCDB) and on behalf of the Orange County Board of Supervisors, provides an
(CEDS)
accurate and continuous economic development and management program. The CEDS Committee finds
strategic solutions to the poverty and other chronic economic issues faced by "Red- Zone" (low- income and/or
high unemployment) communities and neighborhoods in Orange County.
OC Pathways
OC Pathways creates a county -wide regional infrastructure that builds, supports, and expands high demand
and high growth career pathways and creates opportunities for educators to collaborate with key stakeholders
to develop viable and sustainable career pathways in OC Region's priority industries, including healthcare,
manufacturing, and information technology. OC Pathways ensures that OC students are ready for college,
career, and life success through participation In learning experiences that integrate rigorous academics and
career preparation.
Regional Training
Funding awarded to the OC Region RPU in support of WIOA regional capacity building and infrastructure
Coordinator (RTC)
development activities. The RTC will work with the CWA to assess regional training needs, develop a training
an and advise the State on the training and technical assistance needs of the region.
Regional Implementation
The project will utilize an innovative approach to develop and implement Improved infrastructure through
and Innovation Grant
regional coordination and system alignment of regional data, policy, and service delivery. The goal of this
collaboration is to ultimately improve access to activities that lead to recognized post- secondary credentials
and/or industry- recognized credentials (portable and stackable), increase access to vocational training,
development of apprenticeship opportunities and ultimately meeting the needs of Indust for skilled workers.
Apprenticeship — Prop 39
Regional coordination to fill critical workforce skill gaps by creating opportunities for disadvantaged California
job seekers to earn industry- valued credentials and enter into pre- apprenticeship, apprenticeship, or direct
employment in In- demand industries. Efforts focus on training at risk youth, women, veterans, and other
disadvantaged job seekers in jab skills that lead to structured pathways to apprenticeship. Building workforce
by aligning systems and leverage funding to o fimize results and reduce service duplication.
Veterans Employment-
Regional coordination serving unemployed and underemployed veterans transition Into rewarding civilian
Related Assistance
careers, This project assists veterans living in the OC Region with significant barriers to employment,
Program (VEAP )
Including disabled and low - income veterans, and those In need of education and skills development.
Linking to Employment
Collaborative and integrated services with the OC Sheriffs Department, OC Health Care Agency, and the OC
Activities Pre - Release
Social Services Agency to help integrate government services offered by correctional facilities with federally
(LEAP)
funded workforce development programs and assist soon- to -be- released inmates to prepare for successful
reentry into their home communities.
Supervised Population
Programs serving all persons who are on probation, mandatory supervision, or post - release community
Workforce Training
supervision as defined AS 2060 [Chapter 383, Statutes of 2014] and are supervised by, or are under the
jurisdiction of, a county to reduce the risk of recidivism. These programs will help the supervised population
participants obtain a marketable and industry or apprenticeship board - recognized certification, credential, or
degree to improve their qualifications for apprenticeship programs, community college career programs, and
direct job placement.
STRENGTHS OF WORKFORCE DEVELOPMENT ACTIVITIES
Over the last few years, Orange County has built on its strong economic foundations by aligning workforce infrastructure,
programs, and policies to meet the regional workforce and economic development needs of its business community. OC
Region projects, such as RICO and Slingshot, have focused on developing long term plans to drive sustainability and growth
for regional workforce and the Orange County economy. The success of these smaller -scale efforts demonstrate that more
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Plan
coordinated, regional business/industry engagement strategies would pay significant dividends in Orange County as the
county develops a "workforce of the future."
WEAKNESSES OF WORICFORCE DEVELOPMENT ACTIVITIES
The efforts of all stakeholders in Orange County's worlorce development are well intentioned, but the coordination of
activities is unevenly applied. The sheer number of federal, state, county and local civic agencies combined with twenty -seven
K -12 school districts, four community college districts, the California State University and University of California systems,
numerous private post- secondary institutions and many private colleges leads to a volume of business engagement efforts
that cannot always be efficiently managed. Business engagement is often fragmented, uncoordinated, and missing a true
sense of collaboration for the good of the regional economy. Many college campuses and CBOs conduct their own
businesslindustry advisory boards that duplicate efforts of other institutions. As a result, many of these programs are poorly
attended and lack the business feedback about labor markets and the skills gap that is crucial for both the business and
education communities.
Declaration: In order to support continued development and innovative in regional workforce activities, the OC Region will
have to engage business stakeholders in a more targeted and efficient manner. Regular conversations with workforce and
education stakeholders will lend meaningful input into the development process of industry- relevant curricula that will prepare
students for the current and changing job market. Ongoing collaboration will reduce redundancies and inefficiencies to help
bridge the skills gap and align regional, educational, and economic interests.
Regional GoallObjective: Strategic regional alignment, coordination, and integration of programs, services, and
partners, with attention to Individuals with barriers to employment and special populations as applicable, across systems.
Strategy: System alignment, service integration, and support towards a sustainable regional infrastructure that are in sync
to streamline business engagement practices across systems.
State Plan Alignment. Aligning, coordinating, and Integrating programs and services. Integrated service delivery,
braiding resources, and coordinating services at the local level to meet client needs.
OC REGION'S FOREIGN BORN AND LIMITED ENGLISH POPULATION Orange County has been identified as
having a workforce that is at least 15% limited English proficient, and as such the OC Regional Plan includes assessment and
strategies to address the needs of and provide services to those who are limited English proficient. The importance of
strategies designed to increase English Language proficiency is demonstrated by the fact that 23.2% of Orange County
workers 25 and older speak Spanish as a first language, and that 16.3% speak an Asian language as a first language.
Increasing the English Language skills of Orange County's current students will help prepare them for both the rest of their
academic careers and for the job market, which demands English proficiency for all but the lowest - paying jobs.
WAI, ,n Foreign -Born Population
^ 2. Region of Birth, 2014
A�
counties such as San Bernardino County
County (22.7 %).
Almost half of individuals in Orange County speak a language other than English
(46 %) and among this population, 45% speak English less than "very well,"
Increasing the English Language skills of Orange County's current students will
help prepare them for both the rest of their academic careers and for the job
market, which demands English proficiency for all but the lowest - paying jobs.
Orange County exceeds the state average of total enrolled students classified as
"English Learners ". 24.9% of Orange County students were classified as English
Language Learners in 2016 compared to 22.4% of students statewide; Orange
ish Language Learners in the Southern California region, higher than surrounding
3.9 %), Riverside County at (20.7 %), San Diego County (22,1 %), and Los Angeles
19D -27
Page 12
Orange County Regloncl Plan
UVOPKrORCE A.CTt tTIES /SERVICE FLAN FOR ENGLISH LA14GUAGE LEARIeERS The County has already
made some progress, as its number of English Language Learners has decreased from a peak of almost 160,000 in 2003 to
just over 120,000 in 2016. This demonstrates both the effectiveness of current OC Region language acquisition programs and
the ability of many local students to overcome initial language barriers. English Language skills are crucial to 903 of the 954
occupations listed by the Bureau of Labor Statistics; the remaining 51 occupations are primarily low- skill, low -wage jobs with
marginal opportunities for career advancement. Many individuals with limited English skills have few opportunities to find high -
quality jobs without services that improve their proficiency at English,
Adult education partners will play a key role In providing services for English Language Learners in the Region. Activities will
include, but not be limited to:
• Evaluation of current programs and capacity
• Committing to adopt English language proficiency standards that correspond to college and career -ready standards
• Developing and administering regionally aligned assessments
• Supporting collaboration between workforce and education partners /stakeholders
• Assist participants in obtaining literacy and basic skills for employment and transition through career pathways
Declaration: Orange County has the highest percentage of English Language Learners in Southern California at 25 %, and
supporting language programs will become even more important as the county continues to become more diverse.
Regional Goa110bjective: Improve access and quality of Service Delivery to enable upward mobility for all Californians
through coordinated regional partner efforts, including for those individuals with barriers to employment such as English
Language Learners and other special populations,
Strategy: Employ coordinated service delivery and approaches proven to accelerate individuals' progress towards his /her
academic and vocational goals; evaluate current needs for adult education programs within the OC Region, integrate existing
programs and create seamless transitions into postsecondary education or the workforce.
State Plan Alignment: Coordination of programs and services by building regional partnerships between workforce,
education, and other key partnerststakeholders to integrate service delivery and braid resources to best meet client needs.
2C. REGIONAL SECTOR PATHWAYS: The purpose of "regional sector pathways" is to ensure that demand
industries in each region are having their workforce needs met while also ensuring that students, workers, and
other individuals, including individuals from populations with barriers to employment, have the opportunity to
develop the requisite skills in- demand in their respective regional labor markets, and that the proper
remediation and other supportive services are available to ensure participants can succeed. Regional sector
pathway programs should ultimately result In the attainment of industry-recognized postsecondary
credentials by those who complete these programs.
INDUSTRY LEADER ENGAGEMENT/ SUMMARY OF CONVENING ACTIVITIES Determining industry
workforce needs in the Orange County region required the efforts of a multitude of partners. Industry sector leaders, organized
labor, educational institutions, regional economic development agencies and non - profit organizations gathered in a variety of
settings to share critical information, feedback and recommendations that led to the development of a robust plan to address
workforce issues. Regional sector pathways for the OC Region are identified and developed through regional planning and
organization efforts led by industry sector leaders, and include: organized labor, community colleges, K -12 programs, Adult
Schools, all four regional Adult Education Block Grant (AEBG) Consortia, three local boards operating jointly in the Orange
County RPU, CBOs such as United Way and Goodwill, business associations, and regional economic development agencies.
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Plan
Required planning and public meetings include the following:
OC Network (Orange County Regional Economic Workforce Development Network) is a major driver of regional workforce
needs assessment. This group met on a quarterly basis and convenes a large number of industry participants along with
labor, education, economic development agencies, and the community. Quarterly meetings are open to the public and
announced on the OCeconomy.org website. OC Network has identified key competitive and emerging industries and
coordinated resources to:
• Develop industry- specific partnerships in targeted industries
• Align public programs with funding streams 0
• Identify additional state, federal, private and philanthropic resources
• Collaborate with and create sector partnerships
• Support Regional Implementation and Innovation strategic activities
Orange County Career Pathways Partnership ( OCCPP) is one of the largest regional consortium in California with the goal of
creating career pathway programs that are accessible to Orange County students from all socio- economic backgrounds. The
OCCPP was provided with a grant from the California Department of Education to create a countywide infrastructure utilizing
career exploration, on- the -job training, and virtual learning. The OCCPP Regional Consortium holds quarterly planning
meetings that creates opportunities for educators to collaborate with key stakeholders to develop viable and sustainable
career pathways in OC Region's priority industries: healthcare, manufacturing, and information technology.
Orange County Business Council (OCBC) represents and promotes the business community, working with government and
academia to enhance Orange County's economic development and prosperity in order to preserve a high quality of life. OCBC
serves pro- business interests so that the region's vibrant economy will continue to expand, bringing the benefits of prosperity
the county. Its core initiatives Include Infrastructure, Workforce and Economic Development and Workforce Housing.
Orange County Regional Leadership Council convenes the Orange County Development Board, the Anaheim Workforce
Development Board, and the Santa Ana Workforce Development Board with mandated partners and key stakeholder groups.
The Regional Leadership Council meets monthly to discuss and plan for strategic alignment and coordinated system efforts
for the Orange County Region. Roles and responsibility of the Regional Leadership Council include, but are not limited to:
• Identification of short termlimmediate needs for OC Regional Plan implementation and long term sustainability efforts
• Integration of partner needs /goals and implementation of regional projects, such as: SlingShot, Regional
Implementation and Innovation, etc.
• Development of partner MOLls, discussion of partner strategic plans and regional goalsn
• Development of regional plan framework with commitments to implement regional strategieslactivities
• Commitment to economize and leverage resources for the OC Region
California Community Colleges, Doing What Matters, Taskforce on Workforce: 14 Regional College and Faculty
Conversations with over 700 attendees, including 40% faculty; 6 Strong Workforce Town Hall Meetings with over 500
participants in regions across the state; 6 expert background papers on common themes including Workforce Data and
Outcomes, Curriculum Development, Structured Pathways and Student Support, Regional Coordination, and Funding; 5
meetings of the 26- member Task Force. Public input and comment.
DATA SOURCES The OC Region has used the regional EDD data analytics and focused on positioning work to leverage
priority Industry sectors, strategic partnerships, career pathways and collaborations to build a greater workforce system. Over
the last several years, the OC Region has built a forward- thinking system to address the workforce development challenges of
Orange County, one of which is system alignment and development of regional infrastructure that will be addressed through
by this regional plan. OC Region has worked to create pathways forward for Orange County by aligning education and
workforce training efforts to meet the needs of the priority industry sectors. All four industry sectors currently outpace state
Page 14
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Plan
employment projects and create jobs at all levels of the educational attainment spectrum — from entry-level to executive
positions, The.data analysis illustrates the need for county policymakers to channel OC Region residents toward these
lucrative positions through both traditional education and training programs as well as industry partnerships that provide
jobseekers with hands -on experience.
Ocriarat,icn: The OC Region has identified priority high -value industry sectors and developed a plan that is responsive to
industry voiced demands and data supported needs in the region. The regional assessment creates opportunities to develop
and support industry relevant post - secondary and industry- recognized certificates, training programs, OJT and
apprenticeships for these identified priority sectors as a start to building an integrated regional sector pathways system.
Regional GoallObjective: Targeted and meaningful business and industry engagement to improve access and quality
of demand - driven programs organized around regional sector pathways In high -value industries.
strategy: Support regional sector pathway development by offering in- demand trainingleducation to create pathways to
higher wage occupations that will influence workers' upward mobility to employment in higher paying jobs and careers,
designating local AJCCs as on -ramps or gateways to programs /services (further defined In respective local area plans).
State Plan A 11 g n m a n t: Aligning educaflon/training with industry needs to support regional sector and career pathways.
ASSESSMENT OF EXISTING TRAINING AND EDUCATION PROGRAMS AmajorsourceoTtunaingrorexlsting
training and education programs in the OC Region comes from the California Career Pathways Trust grant, which awarded
the Orange County Career Pathways Partnership (OCCPP) and California Community Colleges Doing What Matters
workforce taskforce. These entities were tasked with building a countywide infrastructure to foster the development of
workforce programs that aligned educational institutions with local businesses.
Recent surveys assessed the progress of career and technical education (CTE) programs and the overall status of workforce
training and education programs in the region. The surveys performed qualitative research on existing training and education
programs by gathering input from the Orange County Community College CTE Deans and Faculty, Orange County
Community College career center representatives and local businesses representing small, medium and large -size
businesses. The report showed that current efforts are falling short of meeting regional needs. Local businesses provided
feedback that a general lack of coordination with community colleges led to poor participation in existing programs.
Businesses acknowledged that they did not have enough understanding or familiarity with the partnership process to justify
allocation of resources to the effort.
In addition to the education system, the Orange County Region AJCC One -Stop system offers workforce training allowable
under WIOA. The local area One -Stop Centers strive to serve WIOA eligible Adult, Dislocated Workers and Youth with training
options including Individual Training Accounts (ITA), On- the -Job Training (OJT), Customized Training, Incumbent Worker
Training (IWT) and Transitional Jobs opportunities. Initial feedback from businesses interested in on-the-job training (OJT),
Incumbent Worker Training and apprenticeships report that they are wary of the logistics involved in coordinating repetitiously
with three local boards whose policies and processes differ.
Inter - agency policy discrepancies and a lack of coordination among the community colleges and within the three local boards'
results in reduced referral and linkage of customers to relevant education and training programs, creating unnecessary
obstacles that limit effectiveness. Accessibility and customer choice are impacted by a lack of process and policy alignment
and creates uneven access to services that vary sometimes based on customer geography and sometimes based on lack of
existing contracts with desired training providers/programs. Duplication of services and discrepancies in costs create
additional challenges that confuse customers, limit regional coordination, and impact training.
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Plan
fiDDRESS040 DEnSCHENCCES Over the past 18 months, OC Pathways and SB 1070 have jointly invested in a major
initiative to align curriculum and educational practices at the secondary and post- secondary levels to best respond to the
education and training needs identified by industry. Teams of educators, counselors and administrators have been actively
engaged in multiple forums that provide opportunities for industry professionals to bring voice to the direction of curriculum
and pedagogy in the career pathway programs linked to their sector. Workforce, education, and training initiatives in the region
require further development and coordination. Feedback received guided key recommendations such as: infrastructure
development, regional systemic alignment of workforce programs, policy alignment, and addressing talent pipeline issues.
Strategies to address deficiencies Include:
• Industry led and defined efforts to organize and align workforce activities through convening of local stakeholders and
leverage of existing networks and resources
• Coordinated businesses engagement efforts within and between community colleges and local boards
• Research and evaluation of current industry needs in the region through surveys, focus groups, and workgroups
• Evaluation and assessment of training processes and alignment of system processes among the local boards in the
region
• Identification of workforce /education infrastructure assets and gaps and building of capacity of all partners in the
system to increase quality and broaden service delivery processes around training and education programs
• Development and utilization of a shared digital platform to coordinate and streamline business engagement
Declaration: Incentivize collaboration, not competition. A major theme that emerged from interviews with education and
training providers is that the current system incentivizes campuses and training providers to act competitively, rather than in
concert, because often funding and payment is based on how many customers they attract.
ReglonoI Coat /0bjective: Improve access and quality of education and training services responsive to business needs
that will increase, expand, and improve programs that create opportunities for all workers and job seekers for employment in
fields with high wages and/or career advancement opportunities, including for those with barriers to employment.
Strategy: The skills needed In the labor market change relatively rapidly as new technologies are developed, new industries
are created, and existing industries evolve. As a result education and training courses, in order to stay relevant, must regularly
be updated to reflect changing labor- market demands. Periodic evaluation, assessment and enhancement of existing
education and training programs via the feedback key stakeholders ensure that regional needs will be addressed effectively
and in a continuous manner. Coordination of training programs and resources may reduce redundancies in the system.
State Plan Alignment: Foster demand driven skills attainment through collaboration and active engagement of
businesses in workforce and education planning and affect system change through alignment, coordination and integration of
systems, programs, and resources.
The OC Pathways is a career pathway program in the OC Region that was initiated through a 2014 California Department and
Education grant. OC Pathways is a program that is designed to equip students for college and career success using an
innovative method that combines academics with career preparation. Over fifty industry partners have been engaged to
participate in OC Pathways to focus on high -need, high -wage, high -skill STEM careers. Target sectors are
healthcare /biotechnology, engineering, manufacturing, and Information technology /digital media. Industry partners Include
major businesses in the OC Region, such as: Broadcom, Edwards Lifesciences, and Fluor Corporation to help build a regional
infrastructure that expands career pathway opportunities for Orange County students. This goal Is achieved primarily by
connecting educators with industry leaders to create a Career Readiness Hub, where students are provided with virtual field
trips, virtual mentorships, interactive career exploration tools and a curriculum that emphasizes workforce readiness skills.
Industry participation is relied upon because providing students with relevant, hands -on experience is central to the success of
the program. The program provides students with direct involvement in career settings through internships, development of
work -based learning program at local schools and other innovative teaching methods that are heavily influenced by industry
partners. OC Pathways also provides resources for educators through workshops and learning sessions that introduce new
Fag 16
19D -31
Regional Plan
methods and techniques for incorporating workforce readiness into student curriculum.
• Over 8,600 students have participated in the program, with 2,500 participating In work -based learning programs.
12,500 community college students have enrolled in OC Pathway industry sectors, earning 600 certificates and 85
degrees. 500 educators have enrolled in OC Pathways professional development sessions, and the University of
California Curriculum Integration (UCCI) developed 6 courses, 4 of which meet University of California and California
State University admission requirements.
Dc c: is ri:ti on: The nascent success of the career pathways programs provides a solid foundation for the development of an
overall infrastructure to enable future development of regional sector career pathway approaches to OC workforce needs.
i e 2, l o n a 1 C c>a 1110b le ct iv e: Improving access and quality of programs, embracing a sector strategy that concentrates on
developing career pathways programs for priority sectors to help people get and sustain good jobs with good pay.
Strategy: Organizing regional sector career pathway development around a network of engaged business /industry,
education, labor, and stakeholders who are Invested in regional workforce development.
State Plan Alignment: Strategic regional alignment of education, training, and workforce systems to foster demand -
driven skills attainment and opportunities for upward mobility for all Californians.
As described and referenced throughout this
regional plan, the OC Region has established
the Orange County Economic and Workforce
Development Network ( "the OC Network ") as
the vehicle for bringing businesses, labor,
education, economic development and others
to identify and address the regional workforce
challenges, especially as they relate to the key
industry clusters of the County. Through
quarterly meetings, intensive workgroups, and
planning sessions, the OC Network serves as a
hub for dialog, information sharing, planning,
and development of resource strategies.
Complementing the State goal to create and
implement regional sector pathways, the OC
Network's key partners and stakeholders have
come together with recommendations to further
develop career pathway programs to meet
regional industry needs:
Career Pathway Platform
• Identifying key competitive and emerging industries
• Aligning, coordinating, and integrating Orange County's resources to support the development of Industry- specific
partnerships in those targeted high -value priority industries
• Working to minimize /eliminate policyladministrative barriers to the alignment of public programs and funding streams
• Developing common systems to track participant success
• Identifying and accessing additional federal, state, private and philanthropic resources to sustain the network, invest in
specific programs, and support sector initiatives
• Integrating programs and braiding funding streams along career pathways, and providing supportive services for
underprepared students and workers
• Supporting a multiple entrylexit point system in career pathways programs
Page 1 /
19D -32
Plan
Informing the work of the OC Network are Sector Partnerships, which bring together leaders from business and education,
along with other stakeholders, to develop education and training curriculum and programs to meet business demands for
skilled labor. For industries identified by the OC Region as priority sectors, the Sector Partnerships are responsible for:
Development Network "The Network'`
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dentifyinglarticulating current and anticipated industry skills gaps
Mapping out and establishing career pathways in targeted industry sector
Providing input into the development of training curriculum and /or
adjusting existing curriculum
Vetting industry valued skills certifications, credentials, and degrees
Developing other strategies to support Industry workforce needs and
worker career advancement
Declaration: Ultimately, the OC Region RPU expects that the work of the OC Network and the Sector Partnerships will
enable workers to gain the skills necessary to perform work in the sectors that are driving the Orange County economy,
Implementation of these industry recommendations will help develop a comprehensive continuum of career pathway
resources that support a multiple entry point system- no wrong door for clients in need for varying services.
Regional GoallObjective: Strategic regional alignment to support development of career pathways through
coordination and integration of programs, services, and partner resources.
Strategy: Industry guided development of a comprehensive continuum of career pathway programs that will address skills
development across the competency spectrum of careers, from foundational skills to the high level skills.
State Plan Alignment: Strategic regional alignment led by industry demand to build regionally responsive and relevant
career pathways,
2D. INDUSTRY - VALUED POST - SECONDARY CREDENTIAL ATTAINMENT: Under the State Plan, regional sector
I pathway programs should result in the attainment of industry- valued and recognized post - secondary
credentials that are portable and aligned with regional workforce needs.
f
IDENTIFY THE PROCESS TO DETERMINE VALUED AND RECOGNIZED CREDENTIALS The OC Region
leveraged existing CTE steering committees, a working group dedicated and actively engaged in a process of inventorying
current curriculum, sector partnerships, and industry targeted efforts. Customer- focused and industry led efforts are key
drivers at the OC Network meetings that bring together business, industry, workforce, and education partners. A series of
business /industry focus groups combined with EDD regional and local labor
a market information provides context for the determination of valued and
industry recognized credentials. The process to vet valued and recognized
- credentials included:
Partner engagement- bringing the right mix of key stakeholders and
decision makers to the table
Soliciting business /community input- focus groups, work groups, town
hall meetings, surveys
Evaluation and assessment- inventory of current credentials, asset
mapping
19D -33
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Plan
• Analysis of labor market information- return on investment of credentials, are these credentials relevant to industry
needs, regional data analysis, current and on -going analysis
• Ensuring credentials were responsive to high - value, high - growth sectors- pulse on priority sectors in the region with
evidence of clear pathways to career advancement and /or higher wages
• Tracking employment- credentials leading to gainful employment
DESCRIBE INDUSTRY LED DISCUSSION PROCESS An industry led approach to skills development helps education
and workforce partners respond to gaps and needs with solutions, programs, and services that will help businesses fill Jobs
with skilled workers. All workgroups, steering committees, and meetings include business and industry as primary key
partners. The OC Region RPU will utilize the OC Network as a vehicle to ensure that Industry leads this discussion and
process.
Declaration: Post - secondary education and credentials are key to economic mobility for individuals and the economic
strength of the entire Orange County region. Credentialing is an important way to connect industry demand to
workforce capability and ensure high quality skills to satisfy businesses.
Reg 1onat Go a 1/0 bi e c tiv a: Targeted meaningful businesslindustry engagement to help build and support regional sector
and career pathways and identify credentials are responsive to industry needs for a skilled workforce.
Strategy: Prioritize industry led discussions in the development of industry relevant and demand driven services /trainings.
State Flan Alignment: Foster demand driven skills attainment through collaboration and active engagement of business
and industry in the development and provision of credentials for in- demand industry sectors /occupations for the region.
CURRENT CREDENTIALS Echoing the California Workforce Development Board's policy statement on credential
attainment: Credentials benchmark skill attainment. Documenting everything from work readiness to technical proficiency, they
may be awarded for credit hours earned, programs completed, or competencies demonstrated. The OC Region RPU is
focusing on the development and enhancement of credentials around high -value priority sectors such as: manufacturing,
healthcare, IT, and hospitality /tourism. Industry credentials currently offered to the region include, but are not limited to:
California industry credentials
This searchable database provides Information on third -parry credential exams that
are issued through Certipod, including:
hl tu. l/ doingwhatmatters .cccco.edulLaunchBoard/In
- A list of credentials, which can be f Itered by K -12 pathway, industry cluster, or
priority sector
• Figures on how many students have passed exams at individual K -12 sites
dustryCredentialsSearch.asax
and colleges
Credentials offered by community colleges
The list is intended to help practitioners fold credentials into community college
programs, and to help students obtain employment or demonstrate skllls needed in
hf :ddoingwhahna ers.cccco.edu/portalsl6/docs /In
the workplace. Students successfully completing training for these certiflcatiens
will be prepared to sit for the Industry - valued certifications.
dustr %n 26Credentials %20Ojnd CCydf
This is a Ilvo list, end will continue to than n as re ulred 6 both Musky and educators.
Credentials offered by K -12
Students successfully completing a program of study within the career pathways
listed here will be prepared to sit for the cross - listed Industry- valued certifications
htfn IJdoinpwhatma ers.cccco.edu /oodalsl6Jdocslin
and will be better prepared for continuing their studies in community college career
pathways.
This is a live list and Is not to be considered as an oBolal list by the California Department or Education.
dueca/o2DCredentials° /)20Gric K12.odf
Credentials offered by private third -party
Various private third -parly training providers for the OC RPU included on the OC
training providers
Region Approved Training Provider Directory consist of approximately fifty unique
providers offering 360 training programs.
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Plan
DESCRIBE THE PROCESS TO ENSURE LABOR MARKET RELEVANCE Credentials should be responsive to
current labor market trends and industry identified skills gaps. Processes to ensure labor market relevance of credentials in
subsequent years as labor markets change will include, but not be limited to:
• Labor market analytics: through real time EDD LMI data, OC Workforce Indicators Report, OC Indicators Report,
Chapman University Annual Economic Forecast,
• Employment: data tracking gainful employment connected to credentials
• On -going evaluation and vetting of credential programs by industry partners and stakeholders
DeOarafion: Credentials offered should be meaningful with actual value in the current labor market, portable and
transferrable, and connected to a job or an educational /career pathway. Industry- valued credentials have the following
characteristics:
• Valued and demanded by businesses
• Portable — skills learned are transferable and provide broad opportunities
• Stackabie — skills learned may lead to opportunities for continuous or advanced training and education
• Lead to higher wages, career advancement, and /or increased job security
Regional Coal / Objective: Improve access and quality of credentials by developing and offering in- demand training
Strategy: Ongoing business engagement in the credential review and development process, ongoing evaluation and
analysis of labor market trends.
State Plan Alignment: Foster demand driven skills responsive to industry need and relevant to current labor markets,
To ensure that Industry is actively involved in the education and certification process, a series of focus groups were held in
specific industry segments to gather feedback on demand for industry- valued credentials and how industry should be involved
in the credentialing process. An online survey is under development in order to broaden the scope of industry feedback
and involvement. More than 20,000 businesses will be asked to participate to help refine the list of industry- valued credentials
and also to get information on industry segments to be aware of. The results of the LMID, industry feedback and other
stakeholder participation will be shared with a coalition of partners that Includes: California Department of Education, local
boards, community colleges in the OC Region, Orange County Business Council, and the AEBG Consortia.
Regional partners, including industry leaders, are committed to evaluating and determining that relevant credentials are
industry valued through:
• Business feedback: OC Network meetings and workgroups, CTE advisory board meetings, Chambers of Commerce,
Orange County Business Council, Local Boards, and Industry forums
• Employment: data tracking gainful employment connected to credentials
Declaration: Industry led discussions and feedback will guide labor market supported coordination and vetting of
credentials offered in the region. This vetting process will confirm if credentials are: relevant to industries with high demand, in
a sector characterized by quality jobs or pathways to them, tied to groups of firms and informed by a region's best businesses,
connected directly to jobs or to next steps in an education and /or career pathway, and are accessible and meaningful to a
wide range of small and medium businesses in the OC Region.
Regional Goa11Objective: Targeted meaningful business /industry engagement to identify and determine industry skills
gaps and needs to be incorporated into Industry relevant and demand driven programs and pathways.
Strategy: Coordination between industry/business, education, and workforce to meet business and industry needs; support
collaborations to leverage and braid CTE and workforce funding streams to build capacity to meet regional needs.
State Plan Alignment: Foster demand driven skills attainment that is industry validated and proven to help people get
good jobs and help businesses find skilled workers,
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Pion
TRAiNING/E'DLoCA a IL N Training ._ and education providers in the OC Region include, but are not limited to, local school
districts, community colleges; other accredited collegesluniversities, and private third -party training providers such as:
• School Districts (27): Anaheim Elementary School District, Anaheim Union High, Brea Olinda Unified, Buena
Park, Capistrano Unified, Centralia Elementary, Cypress, Fountain Valley, Fullerton, Fullerton Joint Union High,
Garden Grove Unified, Huntington Beach City, Huntington Beach Union High, Irvine Unified, La Habra City, Laguna
Beach Unified, Los Alamitos Unified, Magnolia, Newport -Mesa Unified, Ocean View, Orange Unified, Placentia -Yorba
Linda Unified, Saddleback Valley Unified, Santa Ana Unified, Savanna, Tustin Unified, and Westminster;
• Community Colieees (9): Cypress College, Fullerton College, Golden West College, Irvine Valley College,
Orange Coast College, Santiago Canyon College, Santa Ana College, and Saddleback College;
• PvbIic Universities (2): California State University, Fullerton (CSUF), and University of California, Irvine (UCI);
• Other (t d9 approx.): Various other accredited private colleges and universities;
• either (so approx,): Various private third -party training providers for the OC RPU included on the OC Region
Approved Training Provider Directory consist of approximately fifty unique providers offering 360 training programs.
Declaration: As stated in the CWDB credentialing policy framework- the USDOL guidance offers a clear definition of
industry- recognized credentials, but offers no indication of how many exist, in which regions and sectors. This is the challenge
to be addressed by the board to track the establishment of credentials and the deployment of credentials.
Regional GoaI1Objactive: Strategic regional alignment and coordination of programs and services that are In sync and
committed to the overall goal of increase efficiencies and innovations in the workforce development system.
Strategy: Coordination between industry/business. education, and workforce to meet business and industry needs; support
collaborations to leverage and braid CTE and workforce funding streams to build capacity to meet regional needs.
State Plan Alignment: Foster demand driven skills responsive to industry need and relevant to current labor markets.
TRACKING CREDENTIAL ATTAINMENT The local boards and partners collectively in the OC RPU will develop a
system to share data in order to track credential attainment and measure total contributions of industry recognized credentials
produced by the partners collectively in the RPU.
Measurable goals to track credential attainment:
• Percentage of participants in unsubsidized employment during 2nd quarter after credential attainment
• Percentage of program participants in unsubsidized employment during the 4th quarter after credential attainment
• Percentage of participants who are gainfully employed within 1 year after completion of a recognized post- secondary
credential, secondary school diploma or equivalent
Regional goals to track credential attainment:
• Coordination and collaboration with system partners to develop a process to share data across systems that will help
track participants and recognized post- secondary credential attainment linked to gainful employment
• Indicators of effectiveness in serving businesses' needs through analysis of credential attainment linked to
employment trends in the region
Declaration: Credential programs are accountable to participants and business. This begs the inclusion of an evaluation
and tracking process that examines programs, providers, and aligns performance accountability and data systems to support
valuable credential attainment. All partners' individual regional goals were cross - referenced to align with State Plan goals and
policies to establish comprehensive and inclusive regional goals for the OC Region's plan around industry recognized
credentials as part of the regional sector pathway.
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Orange County Regional Plan
iegionai as lC;kjer:iivec Strategic alignment and coordination of programs, services, and partners, creating cross -
system data capacity that uses diagnostic labor market data to assess the value of those program investments.
Szrategy. Performance will be tracked and evaluated over time. Working with state, regional, and local partners ensures
investments in employment, education and training programs are evidence- based, demand driven, and data supported
State Flan AIi9nment, Production of a million industry- recognized credentials over the next ten years, creating a
sustainable credentialing agenda for shared regional prosperity.
2E. ACCESSIBILITY AND INCLUSIVTY; Regional planning is intended to be inclusive and regional sector
pathway programs must be flexibly designed and include, as appropriate, remedial programming, so as to
allow individuals with barriers to employment and other target populations, including those with limited basic
skills and limited English proficiency, an ability to work their way along these pathways. Regional sector
pathway programs must be designed to allow participation of individuals with disabilities.
REGIONAL PLANNING OUTREACH EFFORTS To develop a truly regional plan that represents all the moving parts
Involved in the workforce system, the OC Region proactively engaged leadership of key partners and stakeholders (members
listed previously in Section 2Aii) to coordinate development of respective regional plans and contribute to the development of
the OC Regional Plan. In order to help align all WIOA mandated operations and programs as well as bigger regional efforts to
meet the needs of ever changing OC Region needs, leaders and decision makers from each of the groups were invited to an
initial regional planning meeting. From this initial planning meeting was borne the OC Regional Leadership Council as an
entity to foster integration and coordination of all partner perspectives for strategic regional planning. Outreach and
recruitment of partner input was also facilitated through leveraging the OC Network as an existing entity to engage and include
public, private, non - profit, education, and community input, Special Populations, such as out -of- school youth, foster youth,
veterans, ex- offenders, and limited English proficient were invited to participate in the regional planning process through the
public quarterly network meetings and special workgroups. In addition to coordination of key leaders and partners, the OC
Region was awarded the Regional Implementation and Innovation Grant as a means to develop and implement improved
infrastructure through regional coordination and system alignment of regional data, policy, and service delivery. The goal of all
regional collaboration and alignment efforts is to ultimately improve access to regional sector pathways activities that lead to
recognized post- secondary credentials and /or industry- recognized credentials (portable and stackable), increase access to
training, support development of apprenticeship opportunities, and ultimately meeting the needs of industry for skilled workers.
GROUPS CONTACTED /INVITED TO PARTICIPATE IN REGIONAL PLANNING
* The OC Regional Leadership Council: in addition to decision makers representing the WIOA titles and core
system partners, the council has also recruited leaders from the Social Services TANF programs, OC Sheriffs
Probation Department, and the Orange County Department of Education.
® The OC Network: The OC Network was established in order to better support and integrate county -wide initiatives
through collaborative partnerships between public and private organizations and established industry sector
professionals that includes members from businesses, industry associations, education, workforce development,
economic development, community based organizations, labor organizations and other public sector agencies.
® Community Based organizations: A number of community-based organizations contribute input and collaborate
on projects within the OC Region through active participation in the OC Network. Primary community based
organizations that have actively contributed to the development of the OC Regional Plan include the United Way of
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Plan
Orange County and Goodwill Industries of Orange County who support programs and provide services to
historically high -need and disadvantaged communities. OCAPICA and other youth providers contributed strategic
guidance to serve out -of- school youth and foster youth in the OC Region.
M' Career Technical Education (CTE) — Partners: OC Pathways and OC Department of Education, represents CTE
development and integration related to workforce development and has provided comprehensive data and analysis
of industry workforce credentials at the community college and high school level in the OC Region.
9, Business — Economic Development: The OC Region worked with the Orange County Business Council, members
of the OC Network, and the OC Economic Development Working Group to include business and economic
development input into the OC Regional Plan. This strategic feedback aligns regional activity to positively impact
the ongoing economic vitality of the region.
Adult Education Block Grant Consortia: All four Orange County Adult Education Block Grant (AEBG) consortia
have been invited and have participated in the OC Regional Leadership Council.
Comprehensive Development Strategy Committee (CEDS): CEDS is committed to focusing change on areas
Identified as distressed or vulnerable to distress; to improve communities identified as "Red Zones" in the region.
IE Slingshot Coalition: The SlingShot Coalition (led by industry) serves not only as a director of Slingshot activities
and policy, but as a think tank on workforce and economic development issues for the OC Region with formal
commitment from industry leaders and community partners to support the regional strategy and make specific
contributions to regional workforce development activities.
ESTABLISHING REGIONAL C®ALs The OC Region RPU, through the creation of the OC Regional Leadership Council,
have met quarterly in 2015 and monthly in 2016 to support Joint development of OC Regional goals.
• Key partners and stakeholders (members listed previously in Section 2Aii) shared best practices and priorities /goals
for the entities they represented. This data was collected and integrated into a cross walk of all partner regional
goals. This process strengthened communication, coordination, and decision - making between regional partners.
• Regional labor market information provided by EDD gave the Leadership Council context by which to review,
evaluate, and revise regional goals for the OC Regional Plan.
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Plan
Declaratlon: The OC Regional Plan has taken into consideration the regional strategic plans of partners and key
stakeholders and has herein integrated and aligned the OC Regional Plan with those of other partners in an effort to align
regional goals and streamline service delivery through leveraging resources.
R e g 1 o n a 1 0 o a 110b, j a cti ve: Strategic regional alignment to increase efficiencies and innovations in the workforce system
that will promote competitive and world -class education and workforce opportunities to the OC Region.
Strategy: Align regional goals and strategies across systems, foster cross referral among all partners, increase ratio of
braided funds, aligned business engagement, support infrastructure development and coordination
State -. Plan A.ignment: Alignment of workforce, education, and business engagement programs to foster a
comprehensive workforce system responsive to demand - driven skills attainment through system alignment, service Integration
and continuous improvement.
The Adult Education Block Grant (AEBG) created consortia statewide by using existing community college district boundaries.
As such, Orange County has four AEBG consortia that have each participated in the WIOA regional planning process. The
Coast Adult Education Consortium (CAEC) runs from Seal Beach, the most north- western point of the Orange County coast,
and runs south through Newport Coast. The North Orange County Regional Consortium for Adult Education (NOCRC)
comprises the northern portion of the county including the most populous city in the county, Anaheim. Rancho Santiago Adult
Education Consortium (RSAEC) resides In the heart of the county and includes the second most populous city, Santa Ana.
The fourth AEBG consortia, South Orange County Regional Consortium (SOCRC), is located in the southern half of the
county with the largest square miles of territory of all the consortia and the second highest overall number of residents.
Declaration: Through participation in the OC Leadership Council, the AEBG Consortia actively contributed to the OC
Regional Plan from the planning through development of the plan with commitments to collaborate on implementation.
R eg 1 o n a I G o a 110 bj e ctiv a: Strategic regional alignment, collaboration, and coordination to address basic skills needs.
Strategy: Evaluation of current needs for adult education programs within the OC Region, input into pathways development
so as to allow those with basic skills deficiencies the ability to participate in meaningful regional sector career pathways.
S tate P la n A 11 g n m e nt: Foster demand -driven skills attainment through collaboration with education/ training partners.
�;;r CF I }1AtT �hl�a zr I MR,
ANALYSIS OF BASIC SKILLS EDUCATION IN THE OC RPU The need for basic skills education in the Orange
County RPU is substantial. As of the 2016 -2017 Orange County Workforce Indicators Report, 15.9% of the county population
of those 25 years of age or older do not have a high school diploma. An additional 17.3% of the population have a high school
diploma, but no postsecondary education.
Each year, a sizable number of job seekers served by the workforce and education systems are assessed as basic skills
deficient. In order to ensure that these individuals have the skills necessary to qualify for and succeed in jobs, many are
referred to services for language skills and math remediation. Such services are available through WIOA- funded and other
programs including community college programs, adult schools, ROPS, non - profit agencies and community learning centers.
While the length of time that participants spend in basic education varies from student to student based on individual skill
deficits, it Is not the case that large numbers of these students spend inordinately long periods of time in basic education. Most
quickly acquire new skills to support their employment efforts and it is not uncommon for learners to continue studying to
increase communication and computation competencies after they begin work.
Demography and Languages Spoken in the n.DC Region
According to the Orange County Community Indicators 2016 Report, 46% of all residents over age five speak a language
other than English at home. In AEBG RSAEC's region, 15% of all households have "no one age 14 and over [who] speaks
English or speaks English very well ". (US Census Bureau, 2008 -2012 American Community Survey).
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Plan
Estimated Humhee of individuals Served Regionally
Collectively, the four Orange County AEBG consortia provide basic skills education for 225,109 individuals as reported in the
2015 -16 AEBG Student Data Collection Reports. The areas of basic skills education which are also allowable program areas
under AEBG include Adult Basic and Secondary Education (ABEIASE), English as a Second Language /Citizenship (ESL),
Adults with Disabilities (AWD), and Career Technical Education (CTE). 86,298 individuals are served in ABE/ASE courses
within the RPU (CAEC — 35,811; NOCRC — 13,734; RSAEC-33,926; SOCRC — 2,913). 93,772 of individuals are served in
ESL courses within the RPU (CAEC — 10,920; NOCK — 32,585; RSAEC — 43,256; SOCK — 6,436). 4,979 AWD individuals
are served within the RPU (CAEC — 1,140; NOCK — 1,941; RSAEC — 1,449; SOCK — 449). And 40,060 individuals are
sewed in CTE courses within the RPU (CAEC — 2,735; NOCRC — 13,734; RSAEC — 23,465; SOCRC —126).
Basic Skills Relrteu Services in the OC Region
Basic skills education related services that complement traditional classroom settings include, but are not limited to:
• Computer -Based Learning: Many colleges, schools and community -based agencies have built "computer learning
labs," which are classrooms outfitted with the computer hardware and software required to provide instruction in one
or more subjects. Basic education and remediation are common subjects for which this method of instruction is most
useful. A variety of basic education software is available that accommodates various learning styles. Students
progress at their own pace with the assistance of instructors and /or proctors.
• Training: One -Stop representatives have at their disposal a wide range of resources, including programs /courses
provided by both public and private educational institutions; funds that can be used to support work -based training,
such as on-the-job and customized training; apprenticeship programs; and community -based training. In order to
succeed in an intensely competitive job market, job seekers have needed to come to the table with not only basic
skills but also skill sets that reflect the current needs of the workplace, even for entry-level positions. This fact,
combined with State legislation (SB 734) mandating specific training expenditure levels, has ensured that system
clients who need training are referred for these services.
• Support Services: Because those least prepared for work often also lack financial resources to sustain participation
in training over week or months, the One -Stop Systems in the OC RPU have implemented support services protocols
that provide direct support and referrals for housing, transportation, clothesluniforms, tools and other necessities.
Other system partners, such as TANF and AEBG, also have support services resources that can be leveraged and
braided to work towards meeting each clients' needs.
Declaration: Regional partner collaboration, coordination, and alignment of key workforce and education partners, will
promote the availability of basic education skills education and ancillary programs and services that are suitable to various
entry points along a Career Pathway.
Regional Goaliobjective: Improve access and quality of basic skills education services and programs to increase
opportunities for all workers and job seekers for employment in field with high wages and /or career advancement
opportunities, including for those with barriers to employment such as English language learners.
Strategy: Regional partners are working together to meet any unmet needs by improving cross system referral processes,
alignment of assessment techniques, and shared data tracking mechanisms.
State Plan Alignment: Enable upward mobility for all Californians through Integrating service delivery, braiding
resources, and coordinating services at the local level to meet client needs.
The Orange County AEBG consortia each plan to address common gaps in services that will allow for basic skills education to
be integrated into regional sector pathway programs. Identified gaps include transitional counseling, assessment alignments
(from high school run adult education classes to college), alignment of noncredit courses where identified, and articulation
efforts (from high school run adult education CTE courses to community college credit CTE offerings). CAEC will continue
aligning the curricula of the K -12 Adult Education programs and the college programs to create seamless transitions into
postsecondary education or the workforce.
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NOCK Integrated Basic Education and Skills Training (I -BEST) strategy, locally known as Project Asparagus is designed to
serve those looking to increase their work skills, especially members of the population who have limited English proficiency, (-
BEST is a co- teaching model that pairs a CTE content instructor with an ESL, Basic Skills, or AWD support Instructor.
Through NOCRC's efforts, the School of Continuing Education (SCE) increased Its [-BEST offerings from one CTE area,
Pharmacy Tech which began Spring 2015, to four areas: Administrative Assistant, Early Childhood Education, and Medical
Assistant. As a result, more students that traditionally struggled in those courses were able to complete them. Testing scores
increased and many students seemed to have a better understanding of the content. SCE is working on ways to continue
expanding ]-BEST offerings as well as developing partnerships with its sister credit institutions to offer pathways to credit
certificates and degrees.
The Curriculum e- Design for ESL, ASE, ABE, CTE and programs for Adults with Disabilities is a RSAEC regional strategy.
The workgroup consists of members from Santa Ana College Continuing Education, Santiago Canyon College Continuing
Education, and Garden Grove Unified School District Adult Education. One of the goals of this strategy is to provide support
services and professional development training in curriculum development planning. Thirty faculty members are participating
In a professional development retreat with outcomes to Include a curriculum development framework including action plans. In
addition, members are meeting with credit college and business industry counterparts to ensure seamless transition. Focus is
on aligning ESL curriculum across the consortium and merging the different program areas (ESL, CTE, ABE, ASE and AWD)
so as to limit duplication of effort and focus on contextualized based learning to accelerate student progress.
Declaration: Career Pathways that support progressive skills development through education and training programs using
multiple entry and exit points integrate basic skills education into regional sector pathways.
Regional Goal / Objective: Improving access and quality of services/ programs related to basic skills education,
Strategy: Identified strategies include: improving test performance through special college preparation courses for AE
students; introduction of more academic content into the ESL curriculum; providing contextualized curriculum; providing
counseling and assessment services; removing college placement test requirement for adult education students to enter
college ESL courses; offering transition and college preparation English and Math courses for K -12 adult education students;
and providing professional development courses for instructors to inform them about the various pathways available.
State Plan Alignment: Fostering demand- driven skills attainment through coordination of workforce and education
partners to help people get good jobs.
As mandated by Title 5 and the California Community Colleges' Student Success and Support Program (SSSP) requirements,
Orange County's community colleges will use the California Community College Common Assessment system, once
available, to streamline and coordinate intake, assessment, and referrals of individuals needing basic skills remediation.
CAEC regional efforts to streamline and coordinate intake, assessment, and referrals of individuals who need basic skills
remediation revolve around action at both the K -12 and community college adult education levels to Identify and address gaps
in services. Identified gaps in services include: community college level remediation courses at the noncredit level (for
students receiving diplomas but still lacking academic skills for transferable course credits), transition counseling for adult
education students who are moving on to the community college level (or, for community college adult education students, for
those moving from noncredit to credit community college courses), common assessments and /or agreements about alignment
need for assessment moving from K -12 led adult education ESL courses to community college adult education courses.
NOCK is unique among the Orange County consortia in that with the exception of a few hundred CTE adult students being
served by the North Orange County ROP, all of the region's adult education services are provided by the community college
district. Therefore, minimal regional coordination needs to occur in the areas of intake and assessment. Communication is
ongoing to develop streamlined referral processes between the agencies that provide various WIOA services.
RSAEC has hired a full -time research coordinator and software programmer to work on efforts to coordinate intake within the
consortium as well as gather the data needed for WIOA and AEBG deliverables. Efforts are being made to align Intake of
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Orange County Reg ional Plan
students by using common registration methods and collection of data. New registration procedures are currently being
investigated within Rancho Santiago Community College District and Garden Grove Unified School District, and there are
plans to align with Orange Unified School District.
SOCRC is collectively working on efforts to better track educational pathways of Adult Education Block Grant students in
courses. This group has created a universal common assessment tool that is being deployed for the first time in Fall of 2016
classes. This universal assessment tracks key attributes of the Adult Learner population, including employment status of each
student. The results of this intake form will be used in the future to tailor services to adult learners.
De.- .iaration: The Common Assessment Initiative includes new ESL, math and English assessments that will allow
students' scores to be portable and each college to make local placement decisions. Each AEBG consortia is committed to
working collaboratively to develop and coordinate universal intake and assessment processes.
I
egional GoaliObjective: Strategic regional alignment of and coordination of basic skills programs /services.
Strategy: Each AEBG regional consortia have strategic activities, mentioned above, to streamline and coordinate intake,
assessment, and referrals of individuals needing basic skills remediation.
State Plan Alignment: System change through alignment and coordination of processes that lend support towards a
sustainable regional infrastructure thatwill make it easier to help people get good jobs.
The Workforceylnnovatlon and Opportunity Act (WIOA) stresses physical and programmatic accessibility, including the use of
accessible technology to increase individuals with disabilities' access to high quality workforce services. Title I of WIOA
assigns responsibilities at the local, State and Federal levels to ensure the creation and maintenance of an American Job
Center r California (AJCC) system that enhances the range and quality of workforce development services that are
accessible equally to all individuals seeking assistance. It prohibits discrimination on the basis of race, color, national origin,
sex, age, disability, religion, political affiliation, participant status, against certain non - citizens, and gender /gender identity.
All of the community colleges within the Orange County AEBG consortia have dedicated Disabled Student Programs and
Service (DSPS) /Disability Support Service (DSS) departments who provide a variety of support services for students with
identified and verified disabilities. The K -12 adult education districts all have mandated Special Education services and
programs to assist in meeting the requirements of the California Department of Education, which includes continuing such
services to students until the age of 22. Through AEBG, all four consortia are exploring ways to expand services to adults with
disabilities. These efforts are focused in the areas of independent living and workforce preparation skills.
Additionally, the Office of the Governor designated the Department of Rehabilitation (DOR) to serve as the lead state agency
in California's efforts to implement the Americans with Disabilities Act in state government. The Disability Access Services
(DAS) was established in 1992 to promote disability rights In state government and DOR partnerships in the community. DOR
leaders are active members of the OC Leadership Council and contributors to the development of the OC Regional Plan.
DOR partners in the OC Region and DAS champions provide training and technical assistance in accessibility of programs,
services, and activities to help prevent accessibility issues.
Declaration: As set forth in the regulations (29 CFR Part 38) implementing Section 188 of WIOA, there is an obligation to
assure fair and equitable access to all services, programs and facilities for members of both sexes, various racial and ethnic
groups, individuals in differing age groups, and individuals with disabilities. Any entity that receives financial assistance under
Title I of WIOA is a recipient obligated to ensure nondiscrimination and equal opportunity. The OC Region Is committed to
ensuring that the programs, services, and facilities are accessible to all, including individuals with disabilities.
Regional GoallObjective: Improve the access and quality of service delivery, including for individuals with disabilities
Strategy: Key partnerships with the Department of Rehabilitation, and guidance from DOR pertaining to disability access
services for all OC Region programs /services covered by the OC Regional Plan,
State Pian Alignment: Coordination of services to meet client needs, opportunities for all customers to access services.
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I Plan
Orange County Social Services Agency (SSA) continues to have discussions with regional partners to provide integrated
services that help TANF /CalWORKS recipients achieve self - sufficiency. Currently TANF /CalWORKs recipients are referred to
AJCCs and local boards for vocational training or work experience /subsidized employment programs, Programs to remove
barriers to employment such as behavioral health, homeless assistance, and domestic abuse intervention services are also
provided to assist participants. Barriers to employment are evaluated and participants are offered supportive services such as
child care, transportation and ancillary services as appropriate. TANF /CaIWORKS SSA leaders are active members of the OC
Leadership Council and contributors to the development of the OC Regional Plan.
Declaration: SSA has established partnerships with local boards, regional community colleges, adult education providers,
and Regional Occupational Centers to integrate services for TANF /CaIWORKS clients.
Regional Goal /Objective: System alignment and accountablllty committed to the overall goals of helping people get
good jobs and sustain /keep good jobs.
Strategy: Some of the objectives under development include regional partners working together on strategic co- locations,
devising clear career pathways, establishing a Cross Referral Network, and collectively participating in community events such
as career resource fairs. There is also a need to develop clear career pathways and tracking mechanisms to follow
participants after the completion of TANF /CaIWORKS programs.
State Plan Alignment: Aligning and coordinating service delivery and resources to enable upward mobility of clients.
Regional program partners will collaborate to provide supportive services to individuals enrolled in regional sector pathways
programs, including individuals from populations with barriers to employment, and to share information about their available
supportive services so as to avoid duplication of effort as agreed upon in the Memorandum of Understanding between the
Local Boards and Partner Agencies. Leveraging and braiding partner support services resources will ensure that individuals
receive the support needed in order to facilitate program completion. It is proposed that the American Job Centers of
California (AJCC), AEBG consortia, and partners would work to collaboratively support these students in numerous ways to
assist them in reaching their workforce goals by leveraging and braiding resources.
SSAITANF programs also continue to work with regional partners to increase communication and effectively leverage
available resources to address supportive services needs. These include child care, transportation, and ancillary services.
The TANF /CalWGRKS program has established a process to refer participants to local boards and the DOR for career and
training services in order to receive the skills and credentials needed to obtain jobs with family- sustaining wages. SSA will
make necessary updates to policies to adapt to State directives as they become available in order to count satisfactory
participation in approved career pathways towards work participation requirements.
Declaration: Participants may face obstacles and barriers to employment that can be addressed by system partners by
leveraging and braiding available support services resources.
Reg! onat Goal/Objective: Improving access and quality of support services available to participants through strategic
alignment of partner resources.
Strategy: Coordinated assessment processes, communication between system partners, and coordinated provision of
ancillary support services to facilitate program completion by those enrolled in training and education programs /courses,
State Plan Alignment: Regional partnerships to coordinate and braid resources at the local level to meet client needs.
The local boards coordinate with CBOs on several regional workforce programs focused on serving individuals with barriers to
employment. The Orange County Development Board collaborates with Goodwill of Orange County to serve ex- offenders and
pre - release probationers to prepare them for re -entry into the workforce and the United Way on development of sector
Page 2$
19D-43
Pion
strategies and business engagement. The Orange County's AEBG consortia also work with CBOs to help provide services to
and ,integrating individuals with barriers to employment Into region sector pathways. Coordination with community based
organizations include, but are not limited to: OC Read to promote awareness of regional education and training opportunities
and recruit students ready to move from one -on -one reading and literacy tutoring into more advanced ESL and Basic Skills
classes; Youth Employment Service (Y.E.S.) piloted Employment Skills Training class, a Personal Finance and Money
Management class, and mock interviews for Foster Youth and EOPS community college students; partnership with the OCDB
and Garden Grove One -Stop Center's Older Adult Work Experience program to pilot a School of Continuing Education (SCE)
computer course specifically for older adults trying to enter or re -enter the workforce; Project SEARCH internship program at
CHOC Children's hospital (adults with Autism Spectrum Disorder (ASD) and/or other intellectual disabilities (IL) are
participating in a one -year internship program which is geared toward employment in a full -time hospital setting); Project
SEARCH community -based partners include CHOC Children's Hospital, Regional Center of Orange County, Integrated
Resources Institute, The Gillman Foundation - Family Autism Network, and UC Irvine.
Declaration: Community based organizations serve as champions of the region that can implement and leverage all the
resources that are regionally organized In order to be most responsive to targeted populations.
Reg to n a I G o a 110 bj e ctive: Strategic regional alignment and coordinated local service delivery, responsive to CBOs
Strategy: Coordination of programs /services with CBOs who serve targeted special populations, Integrating service
delivery, braiding resources, and integration of services at the local levels to meet client needs.
State Plan Alignment: Strategic regional alignment that brings about system change through alignment, coordination,
and integration of programs, services and partners.
State law and the State Plan both make clear that sector initiatives and career pathways programs should focus efforts on
moving people into jobs that provide economic security. The State Board acknowledges that some individuals being served by
the workforce system will require multiple interventions over an extended period of time to help move them into a job that
provides economic security. However, the expectation is that a focus on quality jobs should not serve as a deterrent to the
provision of services to those with barriers to employment.
The OC Region will work with partners to identify support services provided by partners that help engage and retain
individuals in relevant programs. Local Boards will support all staff working in AJCC to learn the various services provided so
that they can make appropriate referrals for individuals. To the extent allowed under WIOA, the local boards will coordinate
support services and develop earn - while - you -learn opportunities and incentives that help retain individuals and progress them
along a career path leading to livable wage jobs.
Declaration: Programs and support services must enable clients to engage in progressive skills development through
education and training programs, using multiple entry and exit points, so that each level of skills development corresponds
with labor market gains for those being trained or educated. Pathways must be Flexibly designed and include, where
necessary, remedial programming, and English as a Second Language training, so as to allow those with basic skills
deficiencies the ability to participate.
Regional Goal /Objective: Improve access and quality of program and services; leverage and braid partner services,
programs, and resources to activate a regional infrastructure that will engage and retain participants through career pathways.
Strategy: Identify and develop training and education best practices that combine earn and learn applied learning
opportunities with material compensation while facilitating basic skills and technical skills.
State Plan Alignment: To build a system through alignment and coordination of partners that is responsive to those
most in need, to improve access and quality of services /programs and create viable connections to regional sector career
pathways.
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19 D -44
County Regional Plan
2F. JOB QUALITY CONSIDERATIONS: State law directs the State Board to develop strategies that help people
enter and retain employment and emphasizes the development of policies that lead to "placement in a job
providing economic security or job placement in an entry-level job that has a well - articulated career pathway
or career ladder to a job providing economic security" (CUIC Section 12013), State law defines these jobs as
those that provide, "a wage sufficient to support a family adequately, and, over time, to save for emergency
expenses and adequate retirement income, based on factors such as household size, the cost of living In the
worker's community, and other factors that may vary by region,'
The tables below presents occupations directly related to the regional sector pathway programs that are included in the
regional plan. Each occupation is segmented into the priority high value industry sectors that are emphasized in the plan.
MANUFACTURING
Projections provided by the California Employment Development Department indicate that the manufacturing segment will
grow in Orange County, but only by about 0.74% over a ten -year period. The average projected earnings for middle skill
manufacturing occupations in this sector are $16.71 per hour, or about $34,000 annually. The table below shows the top 10
manufacturing middle skill occupations based on projected employment in 2022.
Magufacturing OccupationalTitle
Projected ,
Employment ;
2622
:Median
Hourly
:Mediarc;
,Annuali;
Entry'Level Education
Team Assemblers
12,300
$12,43
$25,858
High school diploma or equivalent
Inspectors, Testers, Sorters, Samplers, and Weighers
7,290
$17.73
$36,867
High school diploma or equivalent
Machinists
6,880
$18.12
$37,690
High school diploma or equivalent
First -Line Supervisors of Production and Operating Workers
6,640
$25.79
$53,638
Postsecondary non - degree award
Electrical and Electronic Equipment Assemblers
4,640
$11,05
$22,982
High school diploma or equivalent
Assemblers and Fabricators, All Other
3,630
$13.52
$28,105
High school diploma or equivalent
Computer - Controlled Machine Tool Operators, Metal and
Plastic
2,050
$17.50
$36,399
High school diploma or equivalent
Welders, Cutters, Solderers, and Brazers
1,990
$18.46
$38,401
High school diploma or -equivalent
Molding, Coremaking, and Casting Machine Setters,
Operators, and Tenders, Metal and Plastic
1,860
$11.73
$24,405
High school diploma or equivalent
Cutting, Punching, and Press Machine Setters, Operators,
and Tenders, Metal and Plastic
1,780
$14.97
$31,134
High school diploma or equivalent
INFORMATION TECHNOLOGY
Employment in the Information Technology sector is most concentrated in the Los Angeles and Orange County regions. Sales
revenue for Information Technology firms are actually higher in this region ($73 billion) than in Silicon Valley ($22 billion).
Projected earnings and the Information Technology sector is quite high at $110,000 per worker. Even when isolating for
middle skill occupations in this sector, the projected earnings are far above median earners at $63,000 per worker. The table
below shows middle skill information technology occupations with 2022 projections.
Page 30
19D -45
I Pian
Information Technology. Occupational Title
-. . -•
Projected
Employment
2022
Median
Hourly
Median
Annual
Entry Level Education
Computer User Support Specialists
7,920
$26.93
$56,009
Some college, no degree
Telecommunications Equipment Installers and Repairers,
Except Line Installers
2,870
$31.52
$65,566
Postsecondary non•degree award
Web Develo ers
2,840
$30.02
$62,443
Associates Degree
uter Nw
970
$33.19
$69,039
Associates Degree
Telecommunications Line Installers and Repairers
1 770
1 $31.73
1 $66,004
1 High school diploma ore uivalent
HEALTHCARE
The Healthcare sector represents a large share of the overall employment picture in the OC Region, with over 220,000
occupational opportunities in the middle skill segment by 2022. Projected Average earnings for middle skill healthcare
occupations are relatively high at $54,000. The table below shows middle skill healthcare occupations with 2022 projections.
Healthcare. Occupational Title
Projected
„Employment
2022 '
Median
.Hourly
'Median
Annual
Entry Level Education
Registered Nurses
21,300
$41.54
$86,400
Associates Degree
Nursing Assistants
10,610
$13.30
$27,660
Postsecondary non-degree
Medical Assistants
9,010
$16,56
$34,442
Postsecondary non - degree
Licensed Practical and Licensed Vocational Nurses
7,430
$23.68
$49,260
Postsecondary non - degree
Dental Assistants
5,750
$16.55
$34,421
Postsecondary non- degree
Home Health Aides
5,130
$9.89
$20,556
Less than high school
Pharmacy Technicians
3,870
$18.10
$37,646
High school diploma or
e uivalant
Dental Hygienists
2,760
$48.84
$101,566
Associates Degree
Medical and Clinical Laboratory Technicians
2,150
$17.99
$37,413
Associates Degree
Emergency Medical Technicians and Paramedics
1,740
$14.58
$30,321
Postsecondary non-degree
HOSPITALITY AND TOURISM
The Hospitality and Tourism sector provides the most number of middle skill and low skill job opportunities in Orange County.
There are a projected 346,000 jobs that will be available by 2022. However, this sector offers the lowest projected earnings, at
an average annual wage of only $26,000. The table below shows some of the middle skill occupations with 2022 projections.
Hospitality aril Tourism• occupational Title
Projected
Median -
Median
Entry Level Education
Employment
Hourly
. - Annual
2022
Waiters and Waitresses
34,600
$9.12
$18,964
Less than high school
Combined Food Preparation and Serving Workers,
33,520
$9.11
$18,934
Less than high school
Including Fast Food
Cooks, Restaurant
17,690
$10.82
$22,501
Less than high school
Cooks, Fast Food
14,180
$9.17
$19,075
Less than high school
First -Line Supervisors of Food Preparation and Serving
11,160
$15.87
$33,021
High school diploma or
Workers
a uivalent
Food Preparation Workers
9,970
$9,79
$20,365
1 Less than high school
Page 31
19D-46
Plan
e o a, a `i +n; Data presented represents projected earnings of those employed in occupations directly related to the priority
high -value industry sectors and subsequent development of related regional sector pathways.
Re0on:al CoaUO bieetive; Targeted and meaningful business/industry engagement that identifies industry needs to be
incorporated in the development of regional sector pathways and industry relevanUdemand- driven programs
Strategy; Identify good paying jobs and focus regional sector pathway development around occupations with projected
growth and abundant opportunities.
Sta +.e Nan AHgnrnent: Foster demand-driven skills attainment responsiveto key high-value industries.
The table below shows a comparison of the foregoing wage level in each industry segment that has been identified in the
regional sector pathway programs to median wages in the Orange County RPU. The Information Technology and Healthcare
sectors show the largest positive differential, while the Manufacturing sector is on par with median wages. However, the
Hospitality and Tourism sector falls considerably short of median wages.
Industry Sector:
*Average Middle Skill Ineome
ParceHf Dlfferentialifrpm Median Wage j
Manufacturing
$34,753.00
1.0%
Information Technology
$63,812.20
85.4%
Healthcare
$54,319.17
57.8%
Hospitality and Tourism
$26,429.76
-23.2%
Declaration: Comparison of foregoing wage levels to the median wage in the OC Region RPU shows the IT and
Healthcare sectors as industries with the highest differential from median wages.
Regional Go aI[Objactive: Targeted and meaningful businesslindustry engagement that identifies industry needs to be
incorporated in the development of regional sector pathways and industry relevant/demand- driven programs
Strategy: Identify good paying jobs and focus regional sector pathway development around occupations with projected
growth and abundant opportunities.
State Plan Alignment: Foster demand - driven skills attainment responsive to key high -value Industries.
The State Board recognizes that not all jobs are good jobs and that education and training alone will not solve the problem of
poverty. There is a hidden cost to low wage work that is ultimately borne by communities, particularly communities of color
and immigrant populations. The State Board is committed to developing a workforce system that enables economic growth
and shared prosperity on the basis of innovation, quality, and skills attainment rather than low wages, contingent employment,
and low or no benefits. As such, the OC Regional Plan partners and providers guided by the state plan make it a priority to
work with businesses who offer jobs with good wages and benefits. These employers support ongoing skills training and
encourage employee advancement. They provide good working conditions (including paid sick days, paid family leave, and
paid medical or short -term disability leave), and adequate hours with predictable schedules that enable employees to meet
their family caregiving commitments.
Declaration: The three local boards will conduct ongoing research and analysis on critical drivers of Orange County's key
Industry sectors. This enables the identification of workforce opportunities in high growth, high wage occupations that are
aligned with the OC Regional Plan's overall goals. Key businesses In industry sectors have already been identified and
engaged, with the majority participating in workforce or workforce - related programs and activities.
R e g 1 o n a I G o a 110 bj e cti ve: Targeted and meaningful businesslindustry engagement to Impact high -value sector stability
and growth. Offer in- demand training /education to create pathways to higher wage occupations that will influence workers'
abilities to work and reside in the OC Region.
Page 32
1901-47
Regional Plan
W rra y: Maintaining consistent and valued relationships with key businesses provides greater visibility into their resource
needs, resulting in better identification of short-term and long -term employment plans. Local boards will utilize feedback to
create strategies with partners and other stakeholders that address these needs. In addition, areas of Orange County that
exhibit high concentrations of unemployment and low income, known as "Red Zones,' are targeted for workforce development
programs because of the prevalence of historically disadvantaged individuals with barriers to employment. Businesses in key
industry sectors that are located within Red Zones are given the highest priority because they help address multiple objectives
in this Regional Plan.
Stete P;an A I n rr:eni: Foster demand- driven skills attainment in high- value, high - growth sectors with prioritization given
to industries and employers who offer good jobs with good wages and benefits.
The local areas will work to build a comprehensive system that responds to the needs of the businesses in the region to
ensure opportunities for progression along career pathways. Companies within sectors will be targeted, assessed and
provided skills upgrade training to enhance the capabilities of the workers to enable companies to remain and/or become
competitive. Layoff aversion projects will be emphasized and we will work as a system to become more robust in being
proactive rather than reactive. Tools and metrics will be developed to ensure Flexibility, easier access and true business
responsiveness, this is not a one size fits all menu of services. The local boards will identify the need to reserve up to 20% of
Adult and Dislocated Worker funding to meet the business need and will work with the employers to back fill any positions that
are created when the skill upgrade training is completed. An avenue to be explored will be to work with the Community
Colleges to leverage services and set up a system that works for all partners.
Declaration: Incumbent worker training services for businesses are provided directly by the local area One -Stop and
Business Services providers. Services are delivered in cooperation or partnership with other stakeholders, including
community colleges and other training partners; the OCBC; the regional Small Business Administration (SBA) office; the local
Small Business Development Center; and industry- specific providers.
Regional Goal /Objective: Emphasis on high -value sectors and strategies through targeted and meaningful
business /industry engagement.
Strategy: Identify and establish high -value sector associations in the OC Region, identify and target resources to support
industry identified education and training programs that will support and increase access to high -value career pathways.
State Plan Alignment; Support and foster demand driven skills attainment through collaboration and active engagement
of business, industry, workforce, and education /training partners.
2G. REGIONAL ASSESSMENT: The State Plan requires regional partners to determine the extent to which
persons receiving training and education services aligned with regional Industry needs in each RPU are actually
obtaining employment in occupations and sectors directly related to their programs of study. Developing this
capacity will require creativity and the development of an operational plan for collecting relevant information.
CUPRENT DATA TRACKING Currently, the local boards use CaIJOBS to pull training- relatea employment aam. lne
CaIJOBS state data tracking system, however, does not allow for the manual selection of data specific to training - related
employment. The system does not take into consideration several factors that are relevant to tracking training - related
employment data. The local boards have created a process to ensure 0 *Net job codes are cross walked with all courses /jobs
entered by the ITA Providers in the ETPL. This coding allows the data to capture some training - related activities and
employment, however is dependent on manual staff diligence to add the correct codes. This process relies on training for both
the ITA Providers and One Stop Center System Career Planners. The OC Region education and training providers face the
Page 33
19 D-48
Plan
same challenges in capturing this data. The education /training providers currently also use CalJobs in combination with
Career Caf6 but face missing data points similar as the local boards do.
PLANS POP COLLASOIZATiVE DATA TRACKING To work towards a more efficient and accurate method of
capturing data, the regional partners in the Orange County RPU will work together to track training related employment for
individuals entering the labor market through a combination of mechanisms. The local boards are looking to enhance data
query capabilities by using a procured vendor with a web -based application service to drill down data and allow for analytics
that are customizable to track any training related services and subsequent employment of participants. Regional education
and training partners have also discussed seeking a vendor with a data management system that will not only collect key data
points but also lend the ability to analyze and track specific data elements, one example being training related employment.
Ideally all regional partners working to capture similar data will Implement systems that allow for analytics to be transportable
and shared with other partners /systems.
Declaration: Current data tracking /reporting systems for workforce and education /training partners do not have the
capability to accurately and efficiently track and /or share training- related employment data for the region.
Regional Goal /Objective: Strategic regional coordination with partners to track and /or share data to support system
alignment and sustainable infrastructure.
Strategy: Compare, Identify, and implement data tracking systems to support system alignment, accountability with shared
data and common participant tracking mechanisms.
State Plan Alignment: Creating cross - system data capacity using diagnostic labor market data to assess where to
Invest, and also, the use of performance data to assess the value of those investments.
2H. FEDERAL RPU REQUIREMENTS: MOA Section 106(c) "Regional Coordination" identifies eight RPU
requirements, referred to as the A -H requirements that must be addressed /included in the Regional Plan.
The OC Regional Plan has met and exceeded these requirements as addressed in the Identified narrative sections of the OC
Regional Plan. All federal RPU requirements (A -H) have been met using responses /content in the regional plan that also
concurrently meet the state plan requirements.
Regional Planning
Governor
Regional MOU or Cooperative Service
'. Onrcomon4e
Analysis Regional Economic and
19D-49
Goals
Page 34
Plan
21. REGIONAL MOU OR COOPERATIVE SERVICE AGREEMENTS: Cooperative Service Agreement between
Regional Planning Unit partners.
COOPERATIVE SERVICE AGREEMENT A cooperative service agreement has been established between the three local
boards to solidify the commitment to the overall workforce and economic development of the OC Region through system
alignment, integration of service delivery, and leveragelbraiding of funding, included in the appendix.
2J. COMMUNITY COLLEGE AND AEBG RELATED ATTACHMENTS: Including Strong Workforce Program
Regional Plan, as required as part of Assembly Bill (AS) 1662.
The Strong Workforce Regional Plan was in concurrent development as the OC Regional Plan and as such also included the
input from our local boards and representatives from the four Orange County AEBG consortia as part of the community
college regional planning process. As a result, many of the ideas and strategies mentioned In these reports have been
seamlessly integrated and incorporated into goals for the OC Region.
COMMUNITY COLLEGE — STRONG WORKFORCE PROGRAM REGIONAL PLAN The Orange County
Community College Strong Workforce Program Regional Plan as required, as part of Assembly Bill (AB) 1602 (Assembly
Budget Committee, Chapter 24, Statues of 2016) is included in the appendix.
ADULT EDUCATION BLOCK GRANT (AEBG) — REGIONAL COMPREHENSIVE PLAN All of the AEBG
consortia Regional Comprehensive Plans (RCPs), Annual Reports, and Performance Measure reports can be found on the
state AEBG website: www. hftp:llaebg.cocco.odulconsortia and are included in the appendix.
- - -- -END OC REGION RPLI REGIONAL PLAN NARRATIVE---- -
ATTACHMENTS CAN BE FOUND IN THE FOLLOWING SECTIONS
Page 35
19D -50
Orange County Regional Plan
PLAN ADMINISTRATION DESIGNEE AND SIGNATURES
ORANGE COUNTY REGIONAL PLANNING UNIT
This regional plan represents the Orange County Regional Planning Unit efforts to maximize and coordinate
resources available under Title I of the Workforce Innovation and Opportunity Act, This regional plan, inclusive of a
unified local plan, is submitted for the period of July 1, 2017 through June 30, 2020 in accordance with the
provisions of the WIOA,
Local Board Chairs Local Chief ElacteAklicLaig
Orange County Development Board County of Orange Board of Supervisors
Slanature
Bob Bunyan
am
Chair, Oran a Coun_Daveiopment Board
Tlfie
Anaheim Workforce Development Board
Si na ure
Joseph Paquette,
Name
Chair, Orange County Development Board
Title
Santa Ana Workforce Development Board
5ianature
Lee MoMurtray
Name
Chair, Sans Ana Workforna Development Board
Title
19u -5i
Signature
Michelle Steele
Name
Chair, Orange County Board of Supervisors
Title
Date
City of Anaheim Council
Si_ ng� ature �—
Torn Tait
Name
Mayor, City of Anaheim
Title
Date
City of Santa Ana Council
Signature
Miguel Pulido
Name
Mayor, City of Santa Ana
Title
I Plan
DECLARAT 0H The State of California identifies Orange County as a Regional Planning Unit (RPLl1. The regions leadership includes
the Orange County Development Board, City of Anahaim, and City of Santa Ana. The Grange County Development Board acts as the
lead far the regdan and works with the City of Anaheim and City of Santa Ana to strategically identify regional goals and align public
systems to meet and exceed those goals.
:PLIR.PftSE The purpose of tbis Cooperative Agreement is to confirm commitment, collaboration, and alignment to support the Orange
County Regional Plan's strategies and actions to:
Grow and strengthen the Orange County Region's workforce and economy
X- Provide on -going strategic leadership and leveraged resources to support sustainable regional development
Make specific contributions to implementation as appropriate
` Foster demand- driven skills attainment
% Enable upward rnobility for all Californians
�^ Align, coordinate, and integrate programs and services
PR00S[014 S Coordination and Collaboration- In order to avoid duplication, enhance collaboration, expand impact, and develop
synergies, the partners are expected to work cooperatively to align, coordinate, integrate, and implement programs and services. As this
is a non - financially binding agreement focused on the caordinafien and collaboration of partners, this agreement shall be in effect in
perpetuity unless revoked or amended in writing. Fiscal commitments, as applicable, will be processed through a variety of mechanisms
that may include: formal contracts and sub -grant agreements.
SPECIFIC OBJECTIVES The partners shall, in good faith, support:
'l. S'cRVMG C415TflME..^5
• Development and support of programs and activities
• Commitment to partner and community identified
responsive to demand - driven needs
priority populations and industries
• Prioritzation of high value sectors
• Coordination and alignment of One -Stop services
• Support of economic and business development
2. DER.VINGOARTNERS..
• Maximize collaboration with partners
Alignment with partner goals and plans, such as: the
• Braid and leverage resources
Strong Workforce Plan
3. SERVING ThE REGION
• Alignment of efforts of key workforce and economic
• Prioritization and implementation of CC Regional Plan
development initiatives, programs, and activities
and OC Local Plan strategies and activities
• Coordination of partnerships through the OC Region
• Commitment to the spirit and intent of WIOA
Leadartmip Council
Q. BERVING TAX PAYERS
• Maximizing public dollars and leverage resources Dedicated staff resources aammitted to efficient and
• Commitment to accountability and performance effective coordination for implementation activities
measures
By signing below, each local board agrees to and confirms commitment to the Orange County Regional Plan and corresponding unified
Local Plan and efforts therein to the pursuit of fully leveraged and efficient publicly funded support for yob seekers, training, skills
development, residents, and businesses to grow and strengthen the Orange County Region's workforce and economy.
131M7 1!31!17 1131117
Andrew Munoz Luz Flores Deborah Sanchez
Executive Director Interim Executive Director Executive Director
Orange County Development Board Anaheim Workforce Development Board Santa Etna Workforce Development Board
Page 37
19D -52
Orange County Regional Plan
Adult Education Block Grant consortia Regional Comprehensive Plans (RCPs), Annual Reports, and Performance Measure
reports can be found on the state AEBG website: v n w.Yittn'llaebg cccceed cons fie
Annual Conditions of Children In Orange County Provides a comprehensive picture of the present condition of children in
Orange County and establishes a baseline from which to measure future progress and track changing conditions (L),
htto_, liochealthinfo. c_ om (civicaxlniehanitlbicibdlead,as x ?31abiD =58655
California EDD Provides statistical data and reports on California's labor force, industries, occupations, employment
projections, wages and other Important labor market and economic data (CA).
tittp: 11w+^ rw.laborrriarltetinfo.edLoa,00v/
California Occupational Guides Provides summary and detailed descriptions of occupations or groups of related
occupations with local and statewide wage and trend information (CA & L).
www.labormarkc-tinfo.edd.c.a,,gov_/orcaLridLs
California State University, Fullerton Economic Outlook and Forecasts: The Nation, Southern California and Orange
County Issues economic forecasts, provides policy advice on economic and environmental issues, and conducts regional
economic analysis (L, CA, N)
hftp.,/Ibusiriess.fulic- ton. edu / Center/ r. conornicAnalforecasting/tDefauit
CEB Talent Neuron (formally Wanted Analytics) Provides you the most comprehensive source of global talent demand and
supply data, predictive analytics and Insights into real -time job market, location, and competitive intelligence (L, CA, & N)
hops: / /wwvi,cebalobal.com /talent -ma. naoerionUtalerit- nouran,html/
Closing Orange County's Skills Gap: Preparing to Meet Demand for Middle -Skill Occupations This report identifies
relevant Orange County industry clusters that are projected to generate significant numbers of job openings and robust career
pathways in middle -skill occupations (L).
httpalwww.ocbanra- content /uploa slChase- R1idle�5kilks�repo t- far- web.pdf
Doing What Matters Is an initiative focused on community colleges to become essential catalysts in California's economic
recovery and jobs creation at the local, regional and state levels and to supply in- demand skills for employers, create relevant
career pathways and stackable credentials, promote student success and get Californians into open jobs (L & CA).
http :l /daingw_hatmattersvcccco_edu!
OC Community Indicators Measures the health and wellbeing of people, place and economy in Orange County — showcases
innovative practices that contribute to a vital, thriving county (L),
htto:llwww.ocbc.oralw aonLnt/uoads /QCCIR 2016 Web._of
OC Pathways Connects educators and industry leaders to equip students for college and career success by developing
pathways in high -need, high -wage, and high -skill STEM (science, technology, engineering and math) sectors vital to the
regional economy, htt : //g www,oc athways.coml
Occupation Profile Data includes wages, outlook, job openings by ZIP code, 15 top industries, skills, tasks, training sources,
and comparison with another occupation (CA & L).
www. Libormarketini 'o.edd.ca.govlcgildatabi %rJn 15 occEgorerQSSel,ectiur .asp ?m nuChoice= accExpigrer
Page 38
19D -53
Plan
Occupational Outlook Handbook Helps find career information on duties, education and training, pay, and outlook for
hundreds of occupations (N). LRE :,Lv_vww.bls gvlo?hl
Orange County Economic Development Strategy (CEDS) Identifies cities, neighborhoods, and census tracts in Orange
County which are struggling economically, failing to provide their populations with access to gainful employment opportunities,
and highlighting key opportunities for community re- investment (L). httLig_cmqb.or1LCL1s
Orange County Workforce Indicators Report Provides current, past and projected trends across multiple, diverse metrics
including demographics, industry clusters, education and workforce trends, and workforce housing (L).
htt": llocuov. comici✓ is _x /fiieb�nUblob!cad_as: ?5ie,bl ? -5d655
The State of The American Veteran: The Orange County Veterans Is a comprehensive study assessing the opportunities
and challenges in serving the region's military community.
United States Census Bureau Serves as the leading source of quality data such as five -year measure of American business
and the economy, and America's changing population, housing and workforce (L, CA, & N). htt salwww.census gov/
U.S. Bureau of Labor Statistics Is a website designed to provide labor market information such as Inflation & Prices,
Employment, Unemployment, Pay & Benefits, Spending & Time Use, Productivity, Workplace Injuries, International, and
Regional Resources (CA, & N). hvtp:!(www.bls.gpv
U.S. Department of Labor Is a website focus on highlighting national labor topics such as Misclassification of Employees,
Retirement Plans, Equal Pay, Leave Benefits, Work Hours, Executive, Order 13658: Minimum Wage for Contractors, Minimum
Wage, Wages, Workers' Compensation, Unemployment Insurance, and Labor Regulations (CA, & N). httL,;,./1w1wdo[.gov/
Wisconsin Regional Industry Skills Education (RISE) Career Pathways Model Is career pathways initiative that includes
new occupational certificates and diplomas embedded in Associate's degree programs (N).:llu�nw.claa.or /resources -
ublicatiansloublication- 1li3evncl- Basic - Skills- March2. df
1A
Page 39
19D -54
Plan
ABE: Adult Basic Education
NOCRC: North Orange County Regional
Consortium for Adult Education
AEBG: Adult Education Block Grant
OC Network: Orange County Regional Economic
Workforce Development Network
AJCC: American Job Center of California
OC Region: Orange County Region
ASD: Autism Spectrum Disorder
OC Regional Plan: Orange County Regional Plan
ASE: Adult Secondary Education
OC: Orange County
AWD: Adult With Disability
OCBC: Orange County Business Council
AWDB: Anaheim Workforce
Development Board
OCCPP: Orange County Career Pathways
Partnership
CAEC: Coast Adult Education
Consortium
OCDB: Orange County Development Board
CaIWORKs: California Work Opportunity
and Responsibility to Kids
OJT: On- the -Job Training
CBOs: Community Based Organizations
RICO: Regional Industry Clusters of Opportunity
CCCCO: California Community College
Chancellor's Office
ROPS: Regional Occupational Programs
CDE: California Department of Education
RPU: Regional Planning Unit
CEDS: Comprehensive Economic
Development Strategy
RSAEC: Rancho Santiago Adult Education
Consortium
CSUF: California State University,
Fullerton
RTC: Regional Training Coordinator
CTE: Career Technical Education
SAWDB: Santa Ana Workforce Development
Board
CWA: California Workforce Association
SCE: School of Continuing Education
CWDB: California Workforce
Development Board
SOCRC: South Orange County Regional
Consortium
DAS: Disability Access Services
SQL: Structure Query Language
DOR: Department of Rehabilitation
SQL: Structure Query Language
DSPS: Disabled Student Programs
SSA: Social Services Agency
DSS: Disability Support Services
SSSP: Student Success and Support Program
EDD: Employment Development
Department
STEM: Science, Technology, Engineering and
Math
ESL: English as a Second Language
TAA: Technical Adjustment Assistance
GCP: Gross County Product
TANF: Temporary Assistance for Needy Families
GCP: Gross County Product
The OC Network: Workforce Development
Network
Page 40
19D -55
Pion
IL: Intellectual Disabilities
UCCI: University of California Curriculum
Inte ration
ITA: Individual Training Accounts
UCI: University of California, Irvine
IWT: Incumbent Worker Training
VEAP: Veterans Employment Related Assistance
Pro ram
K -12: Kinder to 12th Grade Education
WIA: Workforce Investment Act
System
LEAP: Linking to Employment Activities
WIOA: Workforce Innovation and Opportunity Act
Pre - Release
LMID: Labor Market Information Division
WSD: Workforce Services Directive
LWDB: Local Workforce Development
Y.E.S: Youth Employment Services
Board
Page 41
19D -56
RM
AM 10, 44
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e f A
LOCAL PLANNING PROCESS OVERVIEW -.00 LOCAL PLAN-
LOCAL PLANS: The local plans are informed by the overarching regional plan. The OC Regional Plan informs and guides how
services are delivered at a local level, as described here in the Orange County Local Plan (OC Local Plan), in a way that feeds
into the architecture created by the regional plan. WIOA section 106 notes that local plans are considered as part of the regional
plan and are therefore to be included and submitted with the designated Regional Planning Unit (RPU) to the state for approval.
It should be noted that some local plan content requirements may be addressed in the comprehensive OC Regional Plan
whenever there Is a shared regional responsibility and as such, narrative in response may simply indicate and reference the
way local services and operations are integrated into broader RPU regional efforts in these areas, as developed in consultation
with required planning partners.
The State Board is availing itself of the flexibility to reduce duplication of effort and reduce the workload of local boards wherever
federal and state regional plan requirements substantially overlap WIOA local plan requirements. Accordingly the State Board
has determined that the local boards and partners should develop a common background analysis of the regional labor market,
economic conditions, and analysis of the regional workforce to be placed in the overarching regional plan. This information for
the Orange County Regional Planning Unit can be found in the regional plan sections 2A and 2B.
In partnership, the three local boards in the Orange County Region (OC Region): Orange County Development Board (OCDB),
Anaheim Workforce Development Board (AWDB), and Santa Ana Workforce Development Board (SAWDB) have collaborated
to develop one OC Local Plan for the OC Region.
REQUIRED PLAN ELEMENTS:
The OC Local Plan has met and exceeded the requirements set forth in the Workforce Innovation and Opportunity Act (WIOA)
federal legislation, the State of California's Unified Strategic Workforce Development Plan- "Skills Attainment for Upward
Mobility; Aligned Services for Shared Prosperity" (2016- 2020), and the California Employment Development Department
Workforce Services Directive on Regional and Local Planning Guidance (WS016 -07).
WIOA Section 108 requires the local boards and chief elected officials in each planning Regional Planning Unit (RPU)
to engage in local planning that supports the strategy described in the State Plan and RPU OC Regional Plan. Some
local plan content requirements may be addressed in the comprehensive OC Regional Plan whenever there is a shared
regional responsibility and as such, narrative In the OC Local Plan response may simply Indicate and reference the way
local services and operations are integrated into broader RPU regional efforts in these areas, as developed In
consultation with required planning partners. A summary of portions of the local plan that are being addressed and /or
referenced in the narrative content of the regional plan are identified in section 31-111 accordingly.
It should be noted that, based on State content requirements, there may be minimal repetition in the plan narrative in
response to address said requirements. This fact does not in any way diminish the value of the information communicated
in the plan.
CC Local Plan
19D -58
EXECUTIVE SUMMARY - ORANGE COUNTY LOCAL PLAN
Orange County is the sixth largest county in the United States with a population of 3.1 million residents. Orange County has
been identified by the state as a single economic sub- region and singular Regional Planning Unit (RPU). Within the Orange
County RPU, there are three local boards: The Orange County Development Board (OCDB) administers a local workforce
system for 2.4 million of the region's residents, serving 32 of the county's 34 cities and all of the unincorporated communities of
the county. Additionally, OCDB has been selected by the County of Orange, Board of Supervisors as the designated coordinator
of economic and workforce development for the County as a whole and as such, serves all 34 cities and unincorporated areas
in this capacity. The Anaheim Workforce Development Board (AWDB) serves the City of Anaheim. The Santa Ana Workforce
Development Board serves the City of Santa Ana. The Orange County Region (OC Region) and residents are all connected
through interwoven labor markets, workforce activities, and services, To this end, In the true spirit of collaboration and system
alignment, the three local boards have come together to submit one local plan that will implement the OC RPU's regional plan.
The Orange County Local Plan (OC Local Plan) is driven by strategic initiatives in the regional plan with consideration of
alignment with the strategic plans of key partners. The primary purpose of this local plan and partnerships therein, is to facilitate
access to workforce services at the local level. While the regional plan focuses on constructing a regional training, education,
and workforce architecture that aligns the regional labor markets, Individuals and businesses will access and experience this
regional workforce architecture primarily through local service delivery efforts.
VISION: The local strategic vision is to fuel collaborative partnerships, system alignment, policy development, funding oversight,
and an integrated and innovative service delivery system that drives workforce and economic development to support and
strengthen growth for the local and regional economy and economic self - sufficiency for individuals,
GOALS: Based on analytical background information presented in the OC Regional Plan, the OC Local Plan's vision and
corresponding goals are designed around articulating service delivery at the local level that aligns with the regional labor market
needs and system architecture blueprint laid out in the regional plan,
These local goals are in alignment with both the California State Plan and OC Regional Plan. These collaborative strategies for
the OC Local Plan serve as an action plan to develop, align and integrate the region and local area's job- driven workforce
development systems and provides the platform to achieve the local area's visions and strategic and operational goals with
outcomes that will include, but not be limited to, the local workforce system's ability to:
✓ Improve service delivery
✓ Improve training and employment outcomes
✓ Better meet employer needs
✓ Coordinate regional service strategies for in- demand
industry sectors or occupations
✓ Deliver customer focused services to individuals and
businesses
✓ Meet and exceed local performance
✓ Unify collection and analysis of regional labor market
data
✓ Coordinate costs and resources, such as: administrative,
transportation, and support services
✓ Align economic and workforce development activities
and resources
✓ Coordinate regional sector initiatives and develop
regional sector pathways
1901-59 OC Local Plan
jH�ghUalue�ectors
+EducatiooandTraipi(i , "
'yUJarkf6rce•Devdlopnfentra,
"Im pe c Mlghalue SJCTorstability end
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Prepare an educated and skyl�pd rr,
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5
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,
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These local goals are in alignment with both the California State Plan and OC Regional Plan. These collaborative strategies for
the OC Local Plan serve as an action plan to develop, align and integrate the region and local area's job- driven workforce
development systems and provides the platform to achieve the local area's visions and strategic and operational goals with
outcomes that will include, but not be limited to, the local workforce system's ability to:
✓ Improve service delivery
✓ Improve training and employment outcomes
✓ Better meet employer needs
✓ Coordinate regional service strategies for in- demand
industry sectors or occupations
✓ Deliver customer focused services to individuals and
businesses
✓ Meet and exceed local performance
✓ Unify collection and analysis of regional labor market
data
✓ Coordinate costs and resources, such as: administrative,
transportation, and support services
✓ Align economic and workforce development activities
and resources
✓ Coordinate regional sector initiatives and develop
regional sector pathways
1901-59 OC Local Plan
�QRANGE COUNTY LOCAL PLAN
Some local plan _ content requirements may be addressed in the comprehensive OC Regional Plan whenever there Is a shared regional responsibility and
as such, narrative in the OC Local Plan response may simply indicate and reference the way local services and operations are integrated Into broader RPU
regional efforts in these areas, as developed in consultation with required planning partners.
3A. LOCAL AREA VISION, GOALS, AND STRATEGY
3Ai Orange County Local Plan Vision and Goals
Please refer to OC Regional Plan Section 2B'for, relevant background regional analysis used to develop.vision and goals,
VISION: Orange County's strategic local vision Is to fuel collaborative partnerships, system alignment, policy development,
funding oversight, and an integrated and innovative service delivery system that drives workforce and economic development
to support and strengthen growth for the local and regional economy and economic self - sufficiency for individuals.
GOALS: Based on analytical background information presented in the OC Regional Plan, the OC Local Plan's vision and
corresponding goals are designed around articulating service delivery at the local level that aligns with the regional labor market
needs and system architecture blueprint laid out in the regional plan. The OC Local Plan goals are presented here, in alignment
with both the California State Plan and OC Regional Plan.
v""v xgng a,. 91 -�" nt'Ik- s vim.°'' "l i"u-4
rotlu - rrdl d rloaTAKilll ndr`i fry vp1u dxan lego n etl po;'t<,`sa o Qar` 4 9 ,ptul- , d30
.Fosterdemand dnven stalls attainment Ertabhng gpward mobility fgrall , `Allgmng coerdnahng antlintegratmg "
- t Cahfornrans- including'pdprilattonawith ;prag[amsandserimes
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WIN -aaG
COLLABORATION ;'r INNOVATION ',SYSTEM CHANGE
Targeted,Medningfil Susinesslindustry , ;- Improve acdass and quality g49eNice ,`'. IStrategicregioj7al alignment
Engagement Dekvery
Foster demand dnven skills. Enable�tpward mobility fot all Bring about sysfepa change
atfalnrnent�roug¢ apllaborahon Cali�'otmens through,inttovaUon through alignment coordmahon
and actin engagiener of organized around regional ;eotor and integtatromof prog sins
bifslnesses jn workfotoe and pathways increase; expand and' services .and partners system
adU bat on planning, IaclUding mprove programs thatinorease alignmenk, service inleg shoo and f 11
Identl l�g key fgdds ty sk(Is ,Opp dtli mhos forall workers and , support`tpWarcfs a sustalmabla
needs determining skills gaps and lob seekers' for employment in vegiena� iofrasfruclUre that are m '-
educati6n1 traiping needs to be , ' > fields with high wages andlor sync and`commi$ed to the overall
Incorporated m.[egitnal sector careeradyancemen6opporfunities goal.of helping people;get good
pattiwayeanddevelapmentof ncludi�gforthosewilfibaniers{o lobs &dslaiplk¢epggad'lobsand i
16 us relevant and demand , employment posdniely,1 ofng rggibnal
driven pro gram sand! pathways' - i epan4myfhrpughnsurst�lnabe '
VEIM
., ere lonal'Sector� zthwa`;`s.
�o n` d s `Cs' m i s ie4v ry n d
Wgh Valu$Segtors Ed han and Training' " workforce Development f
j,Mpact High Value Sepforslabdity and Prepare arredueated and skilled -1 Increase system efficiendles and 4
growttt workfprce ;" `innovations SgPpgdsustaindbleQ
`
alue Increa`senumberpf Red Zone
�inirastructura -;
IdenlilY]estabbsh High v sector;
assooiatlonin OC (acuaedprotects �nhapce"sstoworkforce
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Value sector z g detarmne fhe ndustryavalued and panneis; .<
Target specialresou {cestosuppo' recognized postsecondary Establisfcrassrefer`ra6nelwork
advan 'anufact'dn sec or oredanliafs among all partners
4 9
• ,Assign specific enhly to Impact ,;' "Red Zone Prolact targeted '• Usage df cross referFal,eeiwork
HlghUaluesectorprionhes akgnmentofallpartnorreseurces amongallpaitners ;
e Increase the number of English s - • Align business engage rent
Lea "rners connactetlTtd_the Adult _ • Increase qualitylquantit of Orant
Ed catiog9ysfem' i, +Partnerships
• Servidy's for youth and-lndividuals ', Meet a�r(excaed performance
- with bartfers to employment adcoUntebtlity meaput8s baseQon,
- WIDA erformahcaltadlbatons `
OC Local Plan
19D -60
3Aii. Collaborative Strategy
Please refer to,OC Regional Plan for releGant background information and analyses referenced through'agt the regional plan
usadfo develop these local strategies, particularly se,cti ri PAii dtthe regional plan that discusses the eoo„edinatfon orrpartnors. .
DECLARATION: The primary purpose of the local workforce plans and partnerships is to facilitate access to workforce services
at the local level. While the regional plan focuses on constructing a regional training, education, and workforce architecture that
aligns the regional labor markets, individuals and businesses will access and experience this regional workforce architecture
primarily through local service delivery efforts.
STRATEGY: Taking into account background data and analyses information presented In the OC Regional Plan, the strategies
to work with entities that carry out the core programs and other required partners to align resources available to the local area,
to achieve the strategic vision of the OC Local Plan are outlined below,
GOAL
STRATEGY'
High Value Sectors-
Slingshot Initiative- regional project focused on manufacturing and apprenticeships
Impact High Value
Identify key competitive and emerging Industries
Sector stability and
• Align, coordinate, leverage, and braid resources to support the development of industry-specific
growth
partnerships in targeted high -value sectors
FDevelop
and enhance pre - apprenticeship and apprenticeship programs
�
High Value identified Education and Training curriculum development /improvement initiatives
• Establish a Red Zone Task Farce with specific focus on English Learners access to Nigh Value
career pathways
�
�
Partnership with High Value companies focused on special populations
• Coordination and integration of core program and mandated services, when appropriate
• Engage partners in evaluation and development of more efficient business engagement practices
• Use recommendation from business partners to develop and/or adapt services to meet the full
spectrum of business and industry workforce needs
Education and
MaplCatalog of Red Zone Focused Projects
Training- Prepare an
Survey/Assessment of Red Zone Focused Project Priorities
educated and skilled
CareerlSkllls Development Stand Down for Red Zone Neighborhoods
workforce
Identify and articulate current and anticipated skill needs of employers
• Integrate programs and braid funding streams along career pathways
• Leverage and braid resources to provide supportive services
Z
Develop a Career Fair (GTE Based —Day long student focused triage)
• Growing OC Workforce; Parent Conference with GTE &Financial Management Focus
°z
Upskilling regional sector pathways on-ramps
?
Promote AJCC's as an access point for regional sector pathway programs
• Assess the access points to improve customer focused service delivery
• Promote career pathways with multiple entry and exit points
• Create an accessible menu of customizable services available to customers on the basis of their
needs, including Individuals with: disabilities, limited English proficiency, barriers to employment
Expand the use of work -based learning models to create additional skills development and
employment opportunities that align work -based learning strategies with career pathway strategies
Workforce
Increase strategic co- locations among all partners
Development-
Minimize or eliminate policy and administrative barriers to the alignment of multiple public
Maximize efFlclencies
programs and funding streams
and Innovations in the
Identify and access additional federal, state, pdvate, and philanthropic resources to invest in
r;
workforce system
specific programs and support sector initiatives
Standardize Satisfaction Survey- business
•
�
Consolidate tracking of the number of partner grants received yearly
N
Promote cross-system data tracking
�
Increase partnerships- ratio of braided funds
• Increase awareness, access, and usage to federal and state resources
• Program alignment through integrated services, braided resources
• Evaluate and develop cross system referral and data performance accountability based on WICA
performance
N
1901-61
OC Local Plan
indicators
OC Local Plan
These collaborative strategies for the OC Local Plan serve as an action plan to develop, align and integrate the region and local
area's job - driven workforce development systems and provides the platform to achieve the local area's visions and strategic
and operational goals with outcomes that will include, but not be limited to:
✓ Improve service delivery
✓ Improve training and employment outcomes
• Better meet employer needs
• Coordinate regional service strategies for in-
demand industry sectors or occupations
• Deliver customer focused services to
individuals and businesses
✓ Meet and exceed local performance
• Unify collection and analysis of regional labor market data
• Coordinate costs and resources, such as: administrative,
transportation, and support services
• Align economic and workforce development activities and
resources
• Coordinate regional sector initiatives and develop regional
sector pathways
3B. LOCAL PROGRAM ALIGNMENT TO IMPLEMENT STATE PLAN POLICY STRATEGIES
The OC Regional Plan provides a description of the workforce development system for the local areas. This description includes
an analysis of strengths and weaknesses of workforce development activities as well as the capacity to address the education
and skill needs of the local workforce, Including Individuals with barriers to employment and the employment needs of local
employers. References throughout Section 2B in the regional plan describes the workforce system, in particular please refer to
section 2Aii, 2Biii, and 2Ci of the regional plan. The regional description accurately captures the complexity and comprehensive
nature of the local workforce system, programs in the system, and how the system supports service alignment.
One weakness not addressed in the regional plan specific to the local workforce system is the lack of delineation of local board
purview and administrative and fiscal accountability in provision of services to the county residents and businesses that overlap
the three local board areas. Data insufficiently captures the number of residents and businesses from other local area boards
receiving services from each local area. In the interest of regional alignment of services to all within the region, the lack of service
area delineation is minor; however when it comes to funding of programs and services, infrastructure, and capacity building, the
coordination of local areas often falls on the larger OCDB local board. The collaboration of the three local boards to craft this
one local plan proposes several steps to evaluate solutions to this systemic weakness that will promote collaboration and
alignment to build sustainable local and regional system infrastructure that is in sync and committed to helping the individuals
and businesses in the entire county. Suggested activities include, but are not limited to:
• Evaluation of local area resources for the three local boards: including funding, staff, programs /services, infrastructure
• Improved data tracking and referral process for customers based on their need and not local area service capacity
• Creating cross - system data capacity: using diagnostic labor market data to assess workforce investments
Use of performance data diagnostic combined with labor market data to assess the value of workforce investments
• Discussion around the fiscal and service delivery benefits of consolidation of the local areas including:
Pooling of funding and administrative resources; and Collaborative policy development and alignment
• Integration of service delivery: braiding resources and coordinating services at the local level to meet customer needs
Building upon partnerships and policies that promote system growth and change
• Streamlined business engagement and business services: reduce duplicative and Incongruent processes
DECLARATION: The OC Local Plan will support the seven policies identified in the State Plan and work with other workforce
development programs and partners to support service alignment and leverage of resources to implement the seven policy
strategies as discussed through the OC Leadership Council, referenced in the OC Regional Plan,
I9
OC Loal Plan
19D -62
STRATEGY: In the same manner in which the OC Region aligned local plan goals with both State and Regional goals in Local
Plan Section 3AI; support, implementation, and partner collaboration, with respect to the alignment with the State Plan seven
policy objectives are framed accordingly:
Q
19D-63 00 Local Plan
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19D-63 00 Local Plan
OC Local Plan
19 D -64
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3C. SPECIFIED SERVICES AND SERVICE DELIVERY STRATEGIES
3C1. Expanding Access
DECLARATION: The OC local boards are committed to working with entities carrying out core programs to provide and expand
access to employment, training, education, and supportive services for eligible individuals, particularly eligible individuals with
multiple or unique barriers to employment, including target populations mentioned in WIOA section 24(a) -(m). The local boards
have worked with partners and stakeholders to identify strategies for meeting the workforce development needs of special
populations. The local boards are committed to the development of strategies that address the needs of the region's talent
development and service delivery system.
STRATEGY: In addition to operating specialized programs for displaced workers, for whom W10A provides a specialized funding
stream, the local board's programs include service delivery infrastructure to support strategies responsive to each target group,
including but not limited to:
• Low Income Adults /Public Assistance Recipients: Working In partnership with the Orange County Social Services
Agency, the local boards provide a range of specialized services to CaIWORKs participants via Temporary Assistance
for Needy Families (TANF) funding. Through this project, these individuals may participate in work experience, on -the-
job training or classroom -based vocational skills training to increase their readiness for first time or entry-level
employment. The local boards' operation of these programs enables participants to easily connect to the One -Stop
system for additional services and or access to further skills development training,
• Persons with Disabilities: The State Department of Rehabilitation (DOR) is co- located in comprehensive One -Stop
centers. The local boards ensure that customers with disabilities are connected with services of the State Department
L"
OC Local Plan
19 D -64
of Rehabilitation and a variety of appropriate education and support services available through the One -Stop partners
and other agencies within the greater Orange County network of providers.
Mature Workers: In addition to serving many mature workers through the WIOAAdult and Dislocated Worker programs,
the local boards provide training and employment opportunities to individuals 55 years and older through the Senior
Community Service Employment Program (SCSEP). Services in the program enable participants to gain valuable work
experience and /or skills upgrades while working at non - profits or governmental agencies across the County. For many
seniors who have obsolete skills or have been out of the workforce for extended periods of time, these services are
instrumental to reconnecting them with the job market and adding updated skills to their resumes.
Veterans: Aligned with the State's priority of service delivery, the local boards prioritize veterans and their eligible
spouse's access to programs and services. The local boards target veterans with significant needs for training,
employment assistance and support services, including those with disabilities and those with significant barriers to
achieving and maintaining stable employment. Support programs in the areas of education, employment, housing, and
health/mental health are available to recently separated service members, veterans, and their families. Access to
services Includes the One -Stop Centers veteran serving partner organizations, and County Veteran's Service Office;
while the non - traditional approach include direct based engagement at various locations, i.e., Camp Pendleton, Los
Alamitos Joint Forces Training Base, United Service Organizations Inc., foreign legion posts, and through social media.
English Language Learners: In addition to services that will be leveraged through Title it adult education and literacy
programs, as described in Section Eli of this local plan, the local boards support programs that build English language
fluency and literacy. The workforce system partners with several institutions that provide free English as a Second
Language (ESL) classes to individuals. For example, free ESL classes are provided by: Santa Ana Adult Education,
Tustin Adult Education, Orange Education Center, St. Paul's Episcopal Church, City of Tustin, and Centennial
Education Center. Individuals are referred to these locations to assist them in becoming proficient in English.
Individuals with Basic Skills Challenges: in addition to services that will be leveraged through Title II adult education
and literacy programs, as described in Section Evil, the local boards support programs that build basic skills as an
integral part of the career pathway. OC Public Libraries offers the READ /OC program at no cost to Individuals, with the
core goal of providing tutoring in basic reading and writing to adult learners throughout the region. Lessons are
individualized, confidential, and highly goal- oriented. Individuals who need assistance through READ /OC can receive
services from a tutor who will travel to a One -Stop or Young Adult Provider location.
Others Populations with Barriers to Emplovment: The advantage of operating within a system that is connected to a
large network of providers is that it Is possible to access a broad array of services to meet the needs and circumstances
of individuals with widely varying circumstances and barriers such as language, health, housing and other factors that
limit preparedness for and access to employment. Local One -Stops will refer individuals to agencies and programs that
offer assistance to meet various needs, including, but not limited to: Food; 24 -hour crisis /suicide counseling; child care;
transportation; shelter; housing /utilities; mental health services; substance abuse; medical, dental and vision care.
These local service and operations strategies have been developed in consultation with required planning partners, which are
also in alignment with broader Regional Planning Unit (RPU) efforts. In summary, these strategies will across the board:
✓ Assess the access points in the workforce system to improve customer focused service delivery
✓ Promote career pathways with multiple entry and exit points
✓ Create an accessible menu of customizable services available to customers on the basis of their needs, including but
not limited to individuals: with disabilities, limited English proficient, with barriers to employment
✓ Expand the use of work -based learning models to create additional skills development and employment opportunities
that align work -based learning strategies with career pathway strategies
DECLARATION: The local boards understand that an effective Career Pathways program will align with regional needs, be
driven by industry partnerships, and be delivered through tailored local services. In addition to supporting the Career Pathways
development recommendations described in the Regional Plan, the local plan will facilitate this development by creating and
promoting multiple entry and exit points and progressive skills development. Career Pathways programs will deepen the
collaboration and coordination among current One -Stop partner agencies, education entities, and support organizations. Career
Pathway - oriented workforce development has the goal of increasing individuals' educational and skills attainment and improving
2Z
19D -65 OC Lacel Plan
their employment outcomes while meeting the needs of local employers and growing sectors and industries. Career Pathway
programs offer facilitated navigation of training and education programs: a clear sequence, or pathway, of education coursework
and/or training credentials aligned with employer - validated work readiness standards and competencies.
The OC Local Plan Career Pathway program elements include:
• Sector Strategy: Education /training programs align with the skill needs of industries important to the regional or state
economies in which they are located, and reflect the fact that employers in the targeted industry sectors are actively
engaged in determining the skill requirements for employment or career progression in high - demand occupations.
• StackableEducationall7raininqOt)tion :Career pathway programs include the full range of secondary, adult education,
and postsecondary education options, including registered apprenticeships; they use a non - duplicative progression of
courses clearly articulated from one level of instruction to the next; they provide opportunities to earn postsecondary
credits; and they lead to industry- recognized and /or postsecondary credentials.
• Contextualized Leamina: Education /training programs focus on curriculum and instructional strategies that make work
a central context for learning and help students attain work readiness skills.
• Accelerated /Integrated Education & Training.' As appropriate for the individual, programs combine occupational skills
training with adult education services, give credit for prior learning, and adopt other strategies that accelerate the
educational and career advancement of the participant.
• Industry - recognized Credentials: Effective Career Pathway programs lead to the attainment of industry- recognized
degrees or credentials that have value in the labor market.
• Multiple Entry & Exit Points: Programs allow workers of varying skill levels to enter or advance within a specific sector
or occupational field.
• intensive Wrap- Around Services: Career pathway systems incorporate academic and career counseling and wrap-
around support services (particularly at points of transition), and support the development of individual career plans.
• Designed for Working Learners: Career pathway programs are designed to meet the needs of adults and non - traditional
students who often need to combine work and study. They provide childcare services and accommodate work
schedules with flexible and non - semester -based scheduling, alternative class times and locations, and innovative uses
of technology.
STRATEGY: "The Promise of Career Pathways System Change" report describes six key elements, which were identified
through U.S. DOL career pathways technical assistance Initiative, as essential to the development and Implementation of state
and local career pathways systems. As the OC Regional Plan discusses regional vision and strategy, the OC Local Plan will
focus efforts on the development of local services and operations using these six key elements as a framework for leading the
development of pathways programs in the county. These activities support the strategy the local boards will use to work with
entities carrying out core programs to expand access to employment, training, education, and supportive services for eligible
Individuals, particularly eligible Individuals with barriers to employment.
Strate icActivrt
Qr "an eCount Career'P.athwa ;Pro ram'Develo ment.Faan. '•
Build Cross - Agency Partnerships: Key cross-
This step has been initiated through the establishment of the Orange
agency partners at the local and state levels are
County Workforce and Economic Development Network;
engaged, agree to a shared vision, and gain
support from political leaders. Roles and
responsibilities are clearly defined and formalized.
Identify Industry Sector and Engage
Four Sector Partnership groups will be formed; IT, manufacturing,
Employers: Sectors and Industries are selected
hospitality & tourism, and healthcare, The IT and manufacturing
and employers are engaged in the development
groups have been active through grants and partnerships; Actively
of career pathways.
engage businesses in workforce planning, Including identifying key
industry skills needs, determining skills gaps, and training to be
incorporated in career pathways
Design Education and Training Programs:
Through an intensive process of surveying current programs and
Career pathway programs provide a clear
assessing coursework available to address industry needs, career
sequence of education courses and credentials
pathways approaches will begin to take shape; and education
that meet the skill needs of high- demand
partners will lead the process to develop necessary curricula;
industries.
Ex and the use of work -based learning models to create additional
—4
OC Local Plan
19D -66
DECLARATION: The goal of the State Plan is to produce a million "middle- skill" industry- valued and recognized post- secondary
credentials between 2017 and 2027. The OC Regional Plan's goals include strategies to support the state goal to increase
middle -skill industry- valued and recognized post - secondary credentials and the desired movement of individuals into either the
labor market or longer term education programs aligned with the state's workforce needs. The local boards are committed to
supporting this state plan goal and will work with entities carrying out core programs to improve access to activities leading to a
recognized post- secondary credential, including credential that Is an industry- recognized certificate or certification, portable, and
stackable.
STRATEGY: As the broader OC Regional Plan's post- secondary attainment strategies were developed in consultation with
required planning partners, the OC Local Plan will herein simply indicate the way local services and operations are integrated
into the broader Orange County Regional Planning Unit efforts. 00 RPU local boards recognize that improvements in effectively
transitioning basic education students to postsecondary education, training and employment could increase the overall job
prospects for some participants. The local boards will collaborate with education and training partners to examine and implement
evidence based models that will propel attainment of Industry recognized certificate that are portable and stackable. These may
include:
Increase Access to Training for In- Demand Industries and Occupations: The OC Local Plan will actively support the
OC Regional Plan strategies to vet and identify value and recognized credentials by providing on -going labor market
analytics to ensure credentials offered are meaningful with actual value in the current labor market. Local efforts will
include engagement and coordination between industry/business, education, and workforce. Collaboration with key
partners will focus on incorporating post - secondary credential attainment seamlessly into Career Pathway programs.
Enrolling Job Seekers in Training: Local efforts will support activities to increase enrollment of job seekers into training
programs organized around regional sector and career pathways, Efforts will focus on expansion of types and lengths
of certificate programs to include post- secondary certificates that are portable, stackable, and transferrable. OC local
boards will leverage regional projects to expand and increase "earn and learn" opportunities to complement certificate
programs such as: pre- apprenticeship, apprenticeship, on- the -job training models.
Cross System Referrals and Support Services for Job Seekers in Efforts to Complete Training Because those least
prepared for work often also lack financial resources to sustain participation in training over week or months, the local
19D-67 OC Local Plan
skills development and employment opportunities for all workers and
align work -based learning strategies with career pathway strategies;
Continue to build strong linkages to registered apprenticeship
programs and fully integrate these programs in the local AJCCIOne-
Stop and WIOA Young Adult Program delivery systems; Work with
education partners to identify specific actions that the local boards
can take to more fully support young adults participating in a
rigorous education (including STEM /STEAM) that prepares them for
post-high school education, training and careers.
Identify Funding Needs and Strategies:
Again, a survey of available resources will be conducted and existing
Necessary resources are raised and/or leveraged
resources will be leveraged in support of career pathway training,
to develop and operate the career pathway
Where gaps exist, the Partnership will identify strategies for resource
system, and education and training programs.
development.
Align Policies and Programs: State and local
The OC Local Plan will follow the state's direction where the
policy and administrative reforms are pursued to
opportunities to align policies across systems (workforce
promote career pathway system development and
development, community colleges, etc.) exist.
to support implementation.
Measure System Change and Performance:
As programs are implemented, results will be tracked and analyzed
Assessments of system -wide change and
in order to identify success, weakness and opportunities for
measurements of performance outcomes are
improvement.
conducted to ensure continuous improvement.
DECLARATION: The goal of the State Plan is to produce a million "middle- skill" industry- valued and recognized post- secondary
credentials between 2017 and 2027. The OC Regional Plan's goals include strategies to support the state goal to increase
middle -skill industry- valued and recognized post - secondary credentials and the desired movement of individuals into either the
labor market or longer term education programs aligned with the state's workforce needs. The local boards are committed to
supporting this state plan goal and will work with entities carrying out core programs to improve access to activities leading to a
recognized post- secondary credential, including credential that Is an industry- recognized certificate or certification, portable, and
stackable.
STRATEGY: As the broader OC Regional Plan's post- secondary attainment strategies were developed in consultation with
required planning partners, the OC Local Plan will herein simply indicate the way local services and operations are integrated
into the broader Orange County Regional Planning Unit efforts. 00 RPU local boards recognize that improvements in effectively
transitioning basic education students to postsecondary education, training and employment could increase the overall job
prospects for some participants. The local boards will collaborate with education and training partners to examine and implement
evidence based models that will propel attainment of Industry recognized certificate that are portable and stackable. These may
include:
Increase Access to Training for In- Demand Industries and Occupations: The OC Local Plan will actively support the
OC Regional Plan strategies to vet and identify value and recognized credentials by providing on -going labor market
analytics to ensure credentials offered are meaningful with actual value in the current labor market. Local efforts will
include engagement and coordination between industry/business, education, and workforce. Collaboration with key
partners will focus on incorporating post - secondary credential attainment seamlessly into Career Pathway programs.
Enrolling Job Seekers in Training: Local efforts will support activities to increase enrollment of job seekers into training
programs organized around regional sector and career pathways, Efforts will focus on expansion of types and lengths
of certificate programs to include post- secondary certificates that are portable, stackable, and transferrable. OC local
boards will leverage regional projects to expand and increase "earn and learn" opportunities to complement certificate
programs such as: pre- apprenticeship, apprenticeship, on- the -job training models.
Cross System Referrals and Support Services for Job Seekers in Efforts to Complete Training Because those least
prepared for work often also lack financial resources to sustain participation in training over week or months, the local
19D-67 OC Local Plan
boards have Implemented support services protocols that provide direct support and referrals for housing,
transportation, clothes /uniforms, tools and other necessities. In addition, One -Stop staff work individually with
participants to determine if a stop -gap job during training is necessary and appropriate. Each year, a sizable number
of job seekers served by the local boards are assessed as basic skills deficient. In order to ensure that these individuals
have the skills necessary to qualify for and succeed in jobs, participants will be referred to partners for services for
basic skills education including language skills and math remediation. Such services are available locally through
WIOA- funded and other programs including community college programs, adult schools, ROPS, non -profit agencies
and community learning centers. While the length of time that participants spend in basic education varies from student
to student based on individual skill deficits, most participants quickly acquire new skills to support their employment
efforts and progress along the Career Pathway confinuum successfully.
Promote the Availability of Training Programs Suitable to Various Entry Points along a Career Pathway: The local
Eligible Training Provider List (ETPL) reflects demand occupations and, as such, includes hundreds of programs
suitable to job seekers entering careers at all levels. It Is anticipated that the effectiveness of the foregoing strategies
will increase substantially as Orange County's Sector Partnerships move closer to implementing a full range programs
as part of industry- focused career pathways. Training and education will be incorporated into career pathways
programs' multiple entry and exit points along the progressive skills development model.
Co- Enroliment A hallmark of program integration is the leveraging of resources and coordination across programs to
offer access to a comprehensive menu of services. Co- enrollment is a tenant of integrated service delivery and a
powerful tool for streamlining processes to braid and leverage limited system resources. Co- enrollment removes the
barriers created by categorical participant eligibility requirements and opens up a comprehensive menu of services and
improves customer experience as well as employment outcomes. The OC Local Plan will develop, implement, and
support co- enrollment and integrated service delivery models, as applicable.
3CIv. Employer Engagement
DECLARATION: Employer engagement needs a revamp. Facilitating employers groups, task forces, and focus groups continue
to be a priority for the local boards. Now it is time for "Engagement 2.0" to be created and implemented. Engagement needs
to be re- defined as: activity tied to results, such as an active partnership that results in services for business that achieve an
identified and desired outcome. OC local boards will work with employers to reduce layoffs, grow a relevant pipeline of workers,
shorten periods of training, and increase access to skill upgrades. The local systems need to partner with communities,
Community Colleges, CBO's business intermediaries, trainers, who are already working or consulting with employers and work
to minimize duplication, identify real services rather than theories and fill gaps to complete services that already exist.
STRATEGY: The local workforce system shall increase online presence and online tools for employers: AJCC websites must
be informative, useful and contain a reason for people to return to the site as a means for staying connected to the One Stop
System. It is important that websites are dynamic, frequently updated and linked to social media for maximum viewing and to
reinforce usefulness of the One -Stop System. Some ways to increase online presence with employers are:
• Mimic successful websites, Link to WARN site with complete • Dynamic online, free training
and re -issue all outreach instructions on notices of lay -off and courses for managers, HR
collateral using the same look the Rapid Response services provided professionals and employees
and feel for free through the One Stop System
• Dedicated page to hiring • Specialized employer portal for • Dynamic calendar of events
veterans resume searches
• Link to apprenticeship • Downloadable workplace posters • Downloadable employee and
programs employee tips
In addition to online access and engagement, the local workforce system shall offer in- person regularly scheduled business
focused workshops, seminars, roundtables, mini - conferences, plenaries and special events /mixers (with the calendar online):
These are great ways to provide a true public service and introduction to more structured business services offered by the local
workforce system. Some events could include: labor market data workshops- understanding trends and the data, training talent
to fit the needs of the employer, retraining and retaining skilled employees, and workforce awards (such as: honoring small
businesses, regional employers, industry champions, veteran employment).To create and implement innovative employer
engagement practices, the local workforce system must brand and position the AJCC One -Slop System as the place to go for
OC Local Plan
19D -68
employers to access a wide variety of hiring and human resource assistance. In addition to offering business services directly
to employers, the local workforce system could also offer professional development to existing human resource professionals.
Servides tp Engacieand GorrneCt Employers `Human Resources Professiorral Develuoment Training '. I
• Job postings and applicant screening through an online • Identifying talent vs, skill set
job matching system . Considering non - traditional applicants
• Certified Skills Training that leads to candidate matching • Understanding transferrable occupational skills
• Customized hiring events • Knowing what front line managers really need
• On- site /special recruiting services • What resources are available for downsizing /force
• Employee Retention Program- incumbent worker training reductions
to avert lay -offs • Using social media to attract applicants
• Free Employment Training online courses for employers
3Cv. Responsiveness to Business Needs
DECLARATION: The local workforce system needs to be a comprehensive continuum of services that is responsive to varying
needs of small, medium, and large businesses. Similar to employer engagement strategies mentioned in the previous section
3Civ, business services will be refined as: activity tied to results, such as responsive solutions for skill upgrade training,
personnel recruitment, on- the -job training, incumbent worker training, transitional work experience, internships and
apprenticeship programs. Using the information gleaned from sector focus groups, industry feedback, and local labor market
information the local workforce system business services providers will work with individual or small groups of 'like'
businesses /industries to create business service plans similar to an individual employment plan created for job seekers. This
personalized business service plan will identify service strategies that produce results that are responsive to businesses' needs,
STRATEGY: The local workforce system will work to build capacity and train new business service representatives and or
partner with intermediaries who understand the paradigm and culture of business from a business perspective and in real
time. The system will be aligned to be more proactive rather than reactive. Infrastructure shall be developed to streamline points
of contacts, streamline processes, and develop consistent policies and procedures that result in a product/service that Is useful
and relevant to businesses whether they be small, medium, or large. The local workforce system shall adopt a
Business2Business (B2B) "sales approach" when working with employers: hiring or training business services staff to respond
quickly with effective and relevant solutions, and foremost to provide excellent customer service. Taking a consultative B213
sales approach as follows can help create business service plans that are responsive to businesses. Similar to the process of
developing an individual employment plan for jobseekers, business services will involve the following activities to create a
business service plan that is comprehensive and tailored to specific businesses' needs:
• An individualized business service plan
• Identifies the businesses' workforce and economic
development goals
• Involves a coordination of services
• Referral /linkage to information, programs, services
• Serve as a business consultant
• Initial assessment of business, including labor market data
• Jointly developed by the business /employer and the
workforce system business services representative
• Determine combination of services needed to reach goals
• Provision of workforce and labor market information
• Regular follow -up
DECLARATION: In addition to the Network's coordination of workforce programs and economic development, the Orange
County Development Board, as designated by the County of Orange Board of Supervisors, serves as the official Orange County
Economic Development Strategy (CEDS) Committee for the entire county. CEDS functions (in compliance with federal
regulations) for the entire county, and is integral in the coordination of workforce programs and economic development.
19D -69 OC Local Plan
As such, the local boards fundamentally understand the connection and Impact of workforce and economic development. The
CEDS Committee provides a mechanism for coordinating the efforts of individuals, organizations, local governments, and private
industry concerned with economic development. It is important to note that the CEDS and OC Regional Plan are foundational
to the OC Local Plan strategies to positively impact the ongoing economic vitality of the county and targeted industry sectors.
The OC Local Plan has designed strategies to align workforce programs and economic development to meet the needs of
regional employers. The local boards will continue to collect, review, and assess economic, employment, industry cluster, labor
market, and related data to determine how best to coordinate workforce programs and economic development to create an agile
and flexible process that is responsive to current regional and local needs to adapt or enhance efforts.
STRATEGY: CEDS' five year strategic plan presents the current condition
of the Orange County economy and its impact on those who live and work
in Orange County; identifies economically vulnerable areas in which to
invest in economic improvement activities; proposes action on issues
involving advancing Red -Zane residents lives, world -class education and
9 9
workforce opportunities, state -of- the -art infrastructure, competitive and
growing clusters, and improved economic competitiveness. Census tracts
that demonstrate severe economic distress due to low income and high
Anaheim
Buena Park
Costa Mesa
Pullenn
Garden Grove
Hunting to Beach
Irvine
La Habra
w
unemployment are defined as Red - Zones. The data for Red -Zone
determination was based on the 2007 -2011 5- YearAmerican Communities
Survey (ACS) released by the U.S Census Bureau. CEDS was
commissioned by the County of Orange and the OC Local Plan will support
Orange County's economic strengths and propose solutions and
Orange
Placentia
Santa Ana
Stanton
Westminster
I
investments to address its opportunities and weaknesses.
3Cvii One -Stop System and Unemployment Insurance (Ul) Programs
DECLARATION: Collaboration, coordination and service integration with local partners has long been part of the OC local
boards' approach to the management and operation of the WIOA programs in the local workforce system. The local boards will
work with their partners to support and strengthen linkages between the One -Stop delivery system and unemployment insurance
programs to expand access to employment, training, education, and supportive services for eligible individuals, particularly
eligible individuals with barriers to employment.
STRATEGY: A Memorandum of Understanding in place between the local boards and the EDD clearly defines roles and
expectations and is an effective tool toward ensuring the goal of seamless service delivery is met. The MOU's (discussed in
Local Plan section 3Dv), establish an Operating Agreement and Cost Sharing Agreement between the current OC One -Stop
operators and EDD, which further promotes Local Plan goals. The goals of the OC Local Plan are to manage and support a
workforce development system that is seamless to its customers, both job seekers and employers.
• The intent of the OC Local Plan is for EDD to provide basic labor exchange and unemployment insurance services in
the local AJCC One -Stop Career Centers. EDD has representation at all One -Stop locations. WIOA and EDD staff
share resources and exchange information about clients and rely on the expertise that each organization brings to the
One -Stop system. One -Stop system and EDD have staff assigned to the resources rooms within each career center
assist clients and ensure that cross - referrals occur, as appropriate.
• UI claimants are entered into the One -Stop registration system. EDD is co- located in the comprehensive One -Stop
Centers where UI claimants have immediate access to One -Stop universal services. Orientations are provided on site,
individually or in small groups. One -Stop clients also have access to EDD- managed job listings through CaIJOBS.
• EDD also provides a host of other services at the One- Stops, including, but not limited to: re- employment services,
workshops, California Training Benefits, veterans services, as well as securing NAFTAiTAA benefits for those clients
meeting eligibility criteria, as described above.
• Local EDD, One -Stop and the local boards' management staff meet on a regular basis to discuss operational and
administrative issues and to ensure that non- duplicative, high quality services are provided to our One -Stop customers.
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19D -70
3D. AMERICA'S JOB CENTERS OF CALIFORNIA (AJCC)
3131. Continuous Improvement of the AJCC /OC One-Stop System
DECLARATION: The OC local boards work to ensure the continuous Improvement of eligible providers of services through the
system and that such providers will meet the employment needs of local employers, workers, and jobseekers. Customer
feedback is a key indicator for system improvement, including improvement to the One -Stop system and training programs.
Given the analysis of Industry needs to be undertaken through the Sector Partnerships, it is expected that additional training
needs along various career pathways will be Identified. Based on this process, the local boards will work with stakeholders to
identify programs and Identify how to improve existing programs. Much like the structure established for the Workforce
Innovation Fund IT Cluster Competitiveness Project, some programs will need to be modified to meet current industry needs
before they are added to the ETPL. In other cases, !twill be necessary to develop new courses.
STRATEGY: A number of strategic activities are involved in the continuous improvement of the AJCC that include on -going
review, evaluation technical assistance, and training.
• Partner staff training is conducted quarterly to ensure seamless service and cross- training among the staff and partners
located in the One -Stop Centers. A schedule and an agenda is developed to assist staff and partners to help
understand each other's programs. One -Stop and partner staff may attend each other's meetings as applicable.
• Quarterly Partner Meetings are held to educate the community on the One -Stop Center as well as share resources,
special events, and new activities in the Center and the community. At each meeting, a partner is highlighted to provide
information and resources available to the system as a whole.
• Quarterly Stakeholders meeting are conducted by the AJCC Director. These meetings are attended by all of the co-
located partners throughout the system to discuss best practices, leveraging resources, service delivery and efficiency
and resource room operations to ensure priority of service and the best possible customer service is provided at all
levels, There Is also ongoing discussion focused on integration of programs and staff.
• Business Service Staff work closely with local. employers to meet their hiring goals and industry requirements. Services
can be customized to meet employer's individual needs. Candidates can be pre- screened, on -site recruitments, job
fairs, business expos, labor market information, on- the -job and incumbent worker training, and career transition
services are just some of the ways that the AJCCs meet the needs of local employers.
• Professional development for staff is emphasized and supported. The Project Director and Center Managers are
responsible to ensure that staff receive training on all WIOA laws and regulations, state directives and local policies as
well as best practices centered around AJCC operations and service delivery. The training may be provided by One -
Stop Staff, the local boards, outside trainers, and through the attendance of conferences and web -based seminars.
• AJCC's have an internal monitor who is responsible for MIS compliance and review of participant files. Internal Monitors
audit 10 % of active files and 5% of exited files on a monthly basis. Any deficiencies are brought to the attention of the
staff, Center Manager, and Workforce Supervisor so that a corrective action plan can be developed and implemented.
• On -site reviews are an essential component of evaluation for opportunities for improvement. This review gives an
opportunity to validate information provided by the operator and evaluates: customer flow, administrative systems,
service and resource integration, information technology systems, business services quantitative and qualitative
measures, financial systems, and physical facility.
DECLARATION: The local boards facilitate access to services provided through the AJCC delivery system through use of
technology and other means through the board and AJCC websites and AJCC /One -Stop facilities located throughout the County.
STRATEGY: The local boards and AJCCs have worked to develop online forms forjob seekers, program applicants /participants,
and employers to access from external locations. Individuals and employers are also encouraged to use CalJOBS in order to
job search, find candidates, and postjobs. Individuals have access to free online training through ALISON, an e- learning training
provider with courses from the world's top publishers. One -Stops are strategically located to provide physical access to job
seekers and employers. The local boards have AJCCs in Anaheim and Garden Grove (northern region), Santa Ana (central
region), Irvine (southern region), Buena Park (far northern region) and Los Alamitos (veteran - specific), thereby covering the
Ia.)
19D-71 00 Local Plan
different geographic areas of the entire county. The OCDB is also currently exploring options to locate an affiliate site in the far
southern region. All AJCCs are located close to public transportation to facilitate access. The One -Stop Operators employ IT
staff to ensure IT Infrastructure and access to technology is working and up to date. The AJCC website is updated on a weekly
basis. Updates Include Job Fairs, new workshop calendars, community events, recruitment activities including co- enrolled
recruitments with EDD and Veteran Services. On -line registration is also available.
3DIII Compliance with WIOA Section 188• Nondiscrimination
DECLARATION: The local AJCC/One-Stop Centers and Young Adult system complies with WIOA section 188 and meet the
standards set by the Americans with Disabilities Act, as applicable regarding the physical and programmatic accessibility of
facilities, programs and services, technology, and materials for individuals with disabilities, including ongoing staff training and
support for addressing the needs of individuals with disabilities.
STRATEGY: All facilities are accessible and technology is available to assist those individuals who have a physical, visual, or
hearing impairment. The local boards and AJCCs ensure all locations meet ADA requirements through the Biennial Local Area
Self- Assessment checklist. The local boards also ensure all eligible training providers meet the standards necessary to allow
participants to access training. The local boards expect to offer training to staff and providers regarding addressing the needs
of individuals with disabilities as part of its WIOA implementation strategies.
The OC local AJCC /One -Stop and Young Adult facilities are equipped to serve individuals with disabilities, Specifically:
• The signs for parking spaces are mounted at appropriate heights and contained requisite language.
• The accessible restrooms contain extended grab bars, pipe covers, placards for identification, and full - length mirrors.
• All doorways are clear of obstruction and meet the width requirements.
• All signs are at the appropriate height and have raised characters.
• All workstations are accessible and accommodate wheelchairs if necessary.
• The comprehensive AJCC/One-Stop centers each contain accessible workstations with software appropriate to assist
customers with disabilities.
As locations move or are upgraded, the local boards and AJCCs will maintain set ups consistent with the principles of universal
design. All AJCC facilities are designed to provide reasonable access to program activities to individuals with disabilities.
Physical access standards are in compliance with ADA, and the BI-Annual Assessments. All comprehensive centers have
approved Accessibility Checklists from the State Department of General Services. Any individual needing accommodations are
advised to communicate their needs to the front desk staff, career consultants, partners, or other program staff, Auxiliary aids
are available for hearing impaired, visual Impaired (magnifier), wheelchair accessible desks, TTY, and interpreter services for
customers who are deaf/hard of hearing which will be arranged upon customer request. Front desk staff and Career Consultants
are trained in using the auxiliary aids and Career Consultants can assist individuals with disabilities with using the aids.
Customers with disabilities are registered and given an introduction to the center to highlight program services and equipment
available. Customers are Informed of the Department of Rehabilitation and Goodwill Industries partners and work with their
counselor on -site to assist those with disabilities and seek additional assistance. The AJCC/One-Stop Operators also employ
or have access to a Disability Program Navigatorwho Is also available to assist clients as well as provide training and workshops
for staff in a variety of topics. Customers with disabilities are treated as any other customer, and also provided with necessary
accommodations.
3Div. AJCC Partners Roles and Resource Contributions
DECLARATION: A description of AJCC partners and a Resource Sharing Agreement (RSA) is in place for each Comprehensive
AJCCs. The MOU and RSA provide a description of the roles and resource contributions of all the AJCC partners.
STRATEGY: All co- located partners contribute to the cost of the center. The methodology used is based upon the square
footage occupied by each partner. For partners unable to make cash payments, the fair share of their cost is determined by the
percentage of dedicated square footage in which the partner staff provides services at the AJCC. Common space is allocated
by the number of full time equivalents by each entity.
j
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DC Loral Plan
19D -72
AJCC Programs &Partners
Roles and Resquece Contributions
Title 1 Programs and Services;
•
Title I- Adult and (2) Title I - Dislocated Worker Programs includes outreach, intake,
orientation, assessment, intensive and training services, support services and twelve.
ProPath, Inc. is the current
Operator for the OCDB One-
months of follow up.
Stop system. The AWDB
•
Title V- Senior Community Services Employment Program (SCSEP) offers low income
operates the Anaheim Job
older workers paid community service and training opportunities. The goal of the
Center. The SAWDB operates
program Is to help seniors become employable and to obtain unsubsidized
the Santa Ana WORK center.
employment.
•
Veterans Employment - Related Assistance Program (VEAP) targets veterans' unique
Title I —Young Adult Services.
needs and occupational goals, with an emphasis on those who recently returned to
Access to 14 program
civilian life. The program serves all of Orange County as well as veterans who are
elements applicable to Young
referred from Los Angeles County, and from the Camp Pendleton area in Northern San
Adult services for In- School
Diego County. Veterans' access training, support services, and job referrals unique to
and Out -of- School Youth
their skillsets and career goals, PGWIN (Pacific Gateway Workforce Investment
(providers listed in section
Network) is also a provider of VEAP services.
3Eiv)
•
Supervised Population Workforce Training Grant serves participants referred by
Orange County Probation and provides training and work experience leading to
industry sector employment.
9
Business Services /Rapid Response services assist employers with finding skilled
workers and provide access to other supports including education and training for their
current workforce, job fairs, recruitment activities and layoff aversion,
Title If - Adult Education and
•
•
Adult education and literacy programs, activities, and services
Information on how to access services: outreach, intake, assessment and orientation
Family Literacy is provided by
a variety of organizations
.
Determination of eligibility for Adult Education programs, activities, and services,
including:
including financial aid information /assistance
•
English language acquisition programs
(1) Rancho Santiago
•
Literacy programs, activities, and services
Community College District;
.
English literacy and civics education services
(2) Saddleback College;
.
Family literacy activities
(3) School of Continuing
Education — North Orange
•
Workplace adult education and literacy activities
County Community College
•
Workforce preparation activities
District;
Integrated education and training programs
(4) Coast Community College
Corrections education and the education of other institutionalized individuals
District; (5) Garden Grove
Employment services and coordination with other agencies on job development
Unified School District;
Specialized support services such as child care assistance, mental health, drug and
(6) Huntington Beach Union
alcohol treatment, emergency assistance, such as but not limited to transportation,
High School District and
food, shelter, etc., (funding and eligibility permitting)
(7) Boat People SOS.
•
Pre - vocational skills training
•
Coordination with One -Stop System
•
Fostering demand - driven skills attainment
•
Other activities/ services appropriate to the agency and their funding sources
Title 111 Employment
EDD provides staff and oversight for the following programs:
Development Department
•
•
Title Ill — Wagner- Peyser
Trade Adjustment Assistance Program (TAA)
1EDD) is co- located in
comprehensive AJCCs.
•
Unemployment Insurance (UI)
•
4 Veterans' Programs — Jobs for Veterans State Grant
Title IV Vocational
a
Outreach, intake, and orientation
Rehabilitation
•
Vocational rehabilitation programs, activities, and services
Department of Rehabilitation
a
Determination of eligibility for customers entering through vocational rehabilitation
programs, activities, and services
DOR is co- located in
comprehensive AJCCs.
.
Coordination of services with other partners
0
19D -73 OC Local Plan
CJ7
OC Local Plan
19D -74
• Initial assessment of skill levels, aptitudes, abilities, and support service needs
• Assistance with competitive integrated employment, supported employment, and
customized employment
• Labor exchange services including vocational rehabilitation services, career
counseling, job search and placement assistance including in- demand industry
sectors and occupations
• Provision of information on non - traditional employment services
• Pre - employment transition services
• Specialized support services such as child care assistance, medical or child health
assistance, and other support services such as but not limited to transportation, food,
shelter, etc. (funding and eligibility permitting)
• Marketing materials and Information on how to access services
• Other activities /services appropriate to the agency and their funding sources
Unemployment Insurance (UI)
• Determination of eligibility for customers
• Filing a new UI claim
• Reopening an existing claim
• UI Self- Service Phone Line
• Talk to EDO Rep by phone M -F Bern to noon
• E- Services for Business
Y Online publications and forms
• Coordination of services with other partners
Marketing materials and information on how to access services
Job Corps
. Education and vocational training program to assist low- income young adults, ages
Long Beach Job Corps Center
16 through 24, launch their careers
(LBJCC) provides Job Corps
. Alternative secondary school services
within Orange County. LBJCC
. Assistance with earning a high school diploma equivalency
provides education and
• Guidance and counseling
vocational training programs to
assist low- income young
• Medical and dental care
adults, ages 16 to 24, launch
• Tutoring and study skills
their careers.
• Occupational skills training
School -to -work internship /work experience development (paid and unpaid)
i Mentoring, leadership development
• Job placement assistance
• Career development and follow -up services
• Residentiallnon-residential living component
HUD
OCHA administers programs funded through the Department of Housing and Urban
Orange County Housing
Development (HUD) including the administration of vouchers for low income households,
Authority(OCHA)
mortgage assistance program, family self - sufficiency, shelter - plus -care, Veterans Affairs
Supportive Housing (VASH), and emergency shelter programs.
• Information about the OC Housing Authority's programs and services
• Referral assistance for affordable housing throughout Orange County
• Homeownership projects for lower income households
• Administration of Housing Choice Project Based Vouchers for extremely low- Income
households who are homeless.
• Mortgage Assistance Program (MAP) provides down payment assistance loans to
assist low- income first -time homebuyers
• Special Housing Programs (SHP) such as Family Self - Sufficiency (FSS), Shelter
Plus Care, Veterans Affairs Supportive Housing (VASH) and Non - Elderly Disabled
(eligibility requirements will vary by program)
• Oran e Coun ty Armory Emer enc Shelter
CJ7
OC Local Plan
19D -74
Second Chance
• Outreach, intake and orientation
• Case Management
• Job placement assistance
• Employment services and coordination with other agencies on job development
Specialized supportive services such as mental health, drug and alcohol treatment,
emergency assistance, including but not limited to transportation, food, shelter,
professional clothing, etc.
• Other activities and services appropriate to the agency and their funding sources
Native American Programs
• Outreach, intake, and orientation
• Native American programs, activities, and services
• Eligibility determination for customers entering through Native American programs,
activities, and services
• Coordination of services with other one stop system partners
• Initial assessment of skill levels, aptitudes, abilities, and support service needs
• Labor exchange services including: career counseling, job search and placement
assistance in in- demand industry sectors and occupations
• Specialized support services available through Native American programs such as
child care assistance, medical or child health assistance, and other support services
such as but not limited to transportation, food, shelter, etc. (funding and eligibility
permitting)
• Information on how to access services
• Other activities and services appropriate to the agency and their funding sources
i American Indian /Native American Programs are waived from cost sharing for AJCC
co- location o er ting costs
Community Based
CEOs are co- located partners that operate the Linking to Employment Activities Pre -
Organizations Goodwill
Release (LEAP) programs. These programs established a jail -based service center within
Industries of Orange County
the County's correctional facilities (one for men and another for women) that links
and Working Wardrobes
transitioning offenders with a range of community -based workforce services pre - release.
The goal of these programs is to improve the employment outcomes for transitioning
offenders by leveraging and building upon the effective strategies that currently exist within
the correctional system and in the Orange County One -Stop Center System. Orange
County Sheriff's Department (OCSD) Re -entry staff provide specialized inmate services
such as cognitive- based, pre - release planning classes, anger management, and cognitive
behavioral therapy. One -Stop career consultants provide traditional WIOA services.
Women Helping Women provide supportive services.
U.S. Vets is a co- located
U.S. Vets is a non - profit that works towards the successful transition of military veterans
partner that operates the
and their families through the provision of housing, counseling, career development and
Supportive Services to
comprehensive support. Outreach, case management, and assistance in obtaining VA
Veteran Families program.
and other benefits.
3Dv. MOUs and Cooperative Agreements
DECLARATION: All fiscal contributions and service delivery commitments described are agreed upon by the partners and
effective immediately, not to exceed 3 years, as prescribed in the MOUs. MOU copies are included in the appendix.
STRATEGY: Periodic modification and review of the MOUs will be used to ensure all AJCC partners continue to contribute their
fair and equitable share of infrastructure and other system costs, including the identification of who will fulfill this responsibility.
Memorandum of Understanding: There are two phases to the MOU development.
• MOU Phase I- Service Coordination: Agreement between the local boards and their respective AJCC system operators
and WIOA required partners to address service coordination and collaboration.
19D-75 eC Local Plan
• MOU Phase II- Shared Resources and Infrastructure Costs: Building upon the MOUs established in Phase I, addresses
how to best support established service delivery coordination through the sharing of resources and joint Infrastructure
costs in order to functionally and fiscally sustain regional service coordination with administrative cost arrangements.
The OC Region is on target with the development and execution of Phase II MOUs with all of the required partners in the local
area prior to June 30, 2017 as described in section 3Dv and attached in section 30. Status update for Phase II MOUs adheres
to the following deadlines included in EDD Directive WSD16 -09:
• January 4, 2017 Local Boards submit progress reportltimellne to Regional Advisors.
• March 1, 2017 Local Boards that do not anticipate reaching consensus on infrastructure costs alert the State Board
if state funding mechanism needs to be triggered and submit supporting documentation.
• May 1, 2017 Governor and Superintendent of Public Instruction notifies Local Boards of AJCC partner
contributions under state funding mechanism (if triggered).
• June 30, 2017 Local Boards submit hard copies of completed Phase II MOUs to Regional Advisors.
Cooperative Service Agreement: A cooperative service agreement has been established between the three local boards to
solidify the commitment to the overall workforce and economic development of the OC Region through system alignment,
integration of service delivery, and leveragelbraiding of funding, included as an attachment in the appendix.
DECLARATION: The local boards work with WIOA Section 166 grantees to provide Indian and Native Americans equal access
to AJCC services. The Southern California Indian Center, Inc. (SCIC) has been a long standing AJCC partner. SCIC mission
Is to promote social and economic self - sufficiency for American Indian, Alaska Native and Native Hawaiian people. SCIC
provides a variety of human service and general welfare programs. They also provide educational, vocational and cultural
programs. SCIC's Supportive Services Program provides child care services, school supplies, tuition assistance, work clothing,
transportation assistance, emergency food, motel vouchers, rental assistance, utility assistance, and emergency medical care.
STRATEGY: Individuals can access services through staff (who will be cross trained) and online. The referral process includes:
in person, by phone, online and through referral forms. The local boards have an executed MOU with the Southern California
Indian Center. Services to be provided include, but are not limited to:
• Referrals, outreach, intake, and orientation
• Native American programs, activities, and services (funding and eligibility permitting)
• Eligibility determination for customers entering through Native American programs, activities, and services
• Coordination of services with other one stop system partners
• Initial assessment of skill levels, aptitudes, abilities, and support service needs
• Career counseling, job search and placement assistance in in- demand industry sectors and occupations
• Specialized support services available through Native American programs such as child care assistance, medical or
child health assistance, and other support services such as but not limited to transportation, food, shelter, etc.
• Information on how to access services
• American Indian /Native American Programs are waived from cost sharing for AJCC co- location operating costs
• Leverage of resources and services for shared customers
• Alignment and integration of programs and services for the Orange County Region
DECLARATION: The local boards will coordinate to provide Migrant Seasonal Farmworkers equal access to AJCC services.
The National Farmworker Jobs Program (NFJP) is designed to serve economically disadvantaged people who primarily depend
on employment in agricultural labor and who experience chronic unemployment or underemployment. Through training and
other workforce development services, the program is intended to assist eligible participants and their families to prepare for
jobs likely to provide stable, year -round employment both within and outside agriculture.
STRATEGY: Although Orange County does not have a National Farmworker Jobs Program (NFJP), the local boards work to
provide Migrant Seasonal Farmworkers equal access to AJCC services. Participants will be served through the Adult or
OC Local Plan
19D -76
Dislocated Worker programs administered by the AJCCs and /or they can be referred to the Center for Employment Training
(CET). CET has a proven track record of excellence over decades of partnering with the farmworker community in the OC
Region. Programs in vocational training, ESL, and GED preparation emphasize the development of locally marketable skills
with a philosophy of educating the whole person, maximizing self - sufficiency, and decreasing dependency on other direct aid
programs. They also offer referrals for child care while parents are working, supportive services for food and health care, legal
services, and immigration and citizenship guidance. In Southern California, CET serves Los Angeles, San Diego, Imperial,
Riverside and San Bernardino Counties,
3Dviii. Regional Sector Pathways On-Ramp
DECLARATION: The WIOA emphasizes the use of career pathways and sector partnerships to promote employment in in-
demand industries and occupations. The four core programs of the WIOA must work well together In order to form a well -
rounded and effective workforce system. The local boards are actively enhancing communication, coordination, and
collaboration among employers, education, economic development entities and service providers to ensure activities meet the
needs of businesses and support economic vitality and growth in the region.
STRATEGY: The primary focus of regional sector pathways is to enable the workforce system and its partners to identify and
address the needs of multiple employers In the industry. Such needs may include addressing gaps In the content or availability
of training, support for developing pipelines of future job candidates and assistance with current recruitment needs. Orange
County's current local plan describes strategies for developing and maintaining business partnerships. Marketing of business
services should be built around those issues that employers identify as the most Important and/or meaningful. The local boards
have identified sectors with the greatest potential to stimulate job growth and economic prosperity, creating opportunities for
current and future workers. The local boards promote the development of partnerships among key stakeholders in the following
Industry clusters: Business and Professional Services, Energy, Environment, and Green Technologies, FIRE (finance,
Insurance, Real Estate), Construction, Healthcare, Information Technology, Logistics and Transportation, Manufacturing
Advanced Manufacturing, Biotechnology / Nanotechnology and Hospitality and Tourism.
The AJCC is the conduit for connecting job seekers to businesses and therefore a natural on -ramp for regional sector pathways.
WIOA recognizes the employer as an equal customer to the job seeker and worker. WIOA seeks to support economic growth
and business expansion by ensuring the workforce system is job- driven: matching skilled individuals to employment
opportunities with local businesses, principally in demand sectors. WIOA emphasizes the provision of training resulting In the
attainment of postsecondary credentials that Include industry- recognized certifcates or certifications. WIOA seeks to Increase
the use of employment -based training by increasing the reimbursement rate to employers for on- the -job training and for
customized training. WIOA provides local boards the opportunity to implement incumbent worker training programs using up to
20% of their Adult and Dislocated Worker program funds, Employers are more likely to use the system to meet their workforce
needs and offer opportunities for workers to learn given these increased reimbursement rates.
When AJCC staff meet with job seekers, a long -term job plan is explored that may include several steps such as a "starter"
credential, job placement to gain experience and eventually an additional credential. AJCC staff also assist businesses with LMI
information, on -site recruitments and access to interviewing facilities and regional job fairs. WIOA allocates resources so that
AJCC staff can actively participate in trade shows, conferences, forums, expos, networking functions and meetings. Orange
County's outreach plan is continually updated and evaluated based on the changes within the local Orange County market
place, such as business closures, new employment opportunities, new research and development, and the needs of the local
business community. Resources are focused to where the greatest economic impact can be gained and measured. While
training funds will often only cover the initial credential, helping place job seekers on the career pathways that have potential for
growth will lead to better success for them and for employers in their industryloccupation. As appropriate, co- enrollment in
programs is utilized to leverage available resources and to maximize services that can be offered.
Traditional classroom training as well as work -based training along with supportive services for items such as mileage
reimbursement to and from school, uniforms /work clothing and books are also provided. Case management and career advising
is geared towards long -term career growth and not focused solely on placing job seekers into immediate jobs with limited wage
and advancement potential. The work and close partnership with employers will lend itself to discussions on the actual skills
needed for the industry and /or occupation. Strong relationships with Adult Education and the local community colleges and
flexible trainers are critical to the system so that curricula can be created based on feedback from employers.
19D -77 CC Local Plan
The AJCC can facilitate the various components of the system to ensure that the needs of the job seeker as well as the employer
are met. AJCC staff assists job seekers by developing an individualized plan to note relevant skill sets to connect them to
industries that are hiring and assist in removing barriers to program completion by leverage resources to serve the customers.
3E. REQUIRED INFORMATION PERTAINING TO SPECIFIC PROGRAMS, POPULATIONS, AND PARTNERS
JLI. VVVI V1,14V •.vvu, ... v. vv ...-.�� ..� .�..
Please refer to +OC Regional Plan section YEi, and.the OC Local Plan section SCvi for'. additional narrative relevant to the
coordination of local workforce a, divities with regional; economic development:ectivities.
As previously mentioned, the OCDB has the responsibility of overseeing the Comprehensive Economic Development Strategy
(CEDS) for the entire county. As such, all of the local workforce activities are aligned with regional economic activities as
described in the following strategic activities.
DECLARATION: The local planning process includes comprehensive economic strategies as part of the workforce system and
ensures that programs are designed to guide the economic growth of an area to create jobs, foster more stable and diversified
economies, raise income levels, improve the quality of life, and improve Orange County's overall economic competitiveness.
STRATEGY: The OC Local Plan identifies strategies that are in sync with both the OC Regional Plan and the Orange County
Comprehensive Economic Development Strategy (CEDS).
In addition to coordination of local workforce investment activities with regional economic development activities, the local boards
will also promote entrepreneurial skills training and microenterprise services. There are a number of definitions of what qualifies
as a small business. Still, the fact remains that most businesses in Orange County are small businesses, with fewer than 100
employees, These businesses are essential to the economic stability, vitality and growth of the county and serve as a principal
target for the local boards' services and those of our network of partners, which includes the Orange County Small Business
s
Cta
ec Local Plan
19D -78
`In' df le
Goal t: Advance Lives of Red-
. Map /Catalog of Red Zone Focused Projects
Zone Residents
. Survey /Assessment of Red Zone Focused Project Priorities
• Career /Skills Develo ment Stand Down for Red Zone Nei hborhoods
Goal 2: Provide World -Class
. Upskilling regional sector pathways on -ramps
Education and Workforce
. Promote AJCC's as an access point for regional sector pathway programs
Opportunities
. Assess the access points to improve customer focused service delivery
• Promote career pathways with multiple entry and exit points
Create an accessible menu of customizable services available to customers on the basis of
their needs, including but not limited to individuals: with disabilities, limited English proficient,
with barriers to employment
Expand use of work -based learning models to create additional skills development and
employment opportunities that align work -based learning with career pathway strategies
High Value identified Education and Training curriculum development /improvement initiatives
Establish a Red Zone Task Force with specific focus on English Learners access to High
Value career pathways
Partnership with High Value companies focused on special populations
Goal 3: Plan for and Develop
. Coordination and integration of core program and mandated services, when appropriate
State -of- the -Art Infrastructure
. Engage partners in evaluation and development of more efficient business engagement
practices
. Use recommendation from business partners to develop and/or adapt services to meet the full
spectrum of business and lindusby workforce needs
Goal 4: Promote Competitive and
• Slingshot Initiative- regional project focused on manufacturing and apprenticeships
Growing Clusters
. Identify key competitive and emerging Industries
. Align, coordinate, leverage, and braid resources to support the development of Industry-
specific partnerships in targeted high -value sectors
• Develop and enhance pre-apprenticeship and apprenticeship ro rams
Goal 5: Improve Orange County's
. Identify and articulate current and anticipated skill needs of employers
Economic Competitiveness
• Integrate programs and braid funding streams along career pathways
In addition to coordination of local workforce investment activities with regional economic development activities, the local boards
will also promote entrepreneurial skills training and microenterprise services. There are a number of definitions of what qualifies
as a small business. Still, the fact remains that most businesses in Orange County are small businesses, with fewer than 100
employees, These businesses are essential to the economic stability, vitality and growth of the county and serve as a principal
target for the local boards' services and those of our network of partners, which includes the Orange County Small Business
s
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19D -78
Development Center (SBOC) and the Santa Ana District Office of the U.S. Small Business Administration. The SBA District
Director is a member of the local boards. The SBDC provides consulting services, seminars, workshops, and conferences for
entrepreneurs including, but not limited to: financing, comprehensive business strategic assessment and analysis, start -up
assistance, strategic planning, and youth entrepreneurship.
The local boards will continue to work with the SBA and other network partners to address the workforce development and
related needs of small businesses. In addition, representatives of small businesses will provide critical support to the sector
partnerships that will drive service planning for the county's priority industry clusters.
3EIL Adult / Dislocated Worker Employment and Training Activities
DECLARATION: The economic recession and following recovery caused the local boards and workforce professionals
throughout Califomia and the nation to rethink the AJCC /One -Stop system's "standard operating procedures" for preparing
workers for employment and connecting them to jobs. As is often the case, we referred to "play books" from a bygone era and
found a number of work -based learning or "earn and learn" models that had fallen out of favor over the years. On- the -job training
(OJT), customized training and even work experience were promoted as promising opportunities to connect workers with jobs
and encourage businesses to bring on board workers they needed to get their companies back on track to a full pre- recession
recovery. DOL has made OJT and customized training options more appealing than ever to companies, especially small
businesses, as waivers have been granted that effectively increase the level of financial contribution from the WIOA program.
STRATEGY: The local boards' current use of employment and earn - while- you -leam training models that serve as an on -ramp
for the regional sector pathways Include the following:
• Comprehensive Employment Services: Career counseling and tools forjob search preparation including, but not limited
to, a full range of assistance to job seekers under one roof, training referrals, job listings, resume assistance, interview
workshops on -site employer recruitments, and labor market information.
• Sector Strategy: Career pathway education and training programs align with the skill needs of industries Important to
the regional or state economies In which they are located, and reflect the fact that employers in the targeted industry
sectors are actively engaged in determining the skill requirements for employment or career progression in high -
demand occupations.
• Stackable Educational/Training Options: Career pathway programs include the full range of secondary, adult education,
and postsecondary education options, including registered apprenticeships; they use a non - duplicative progression of
courses clearly articulated from one level of instruction to the next; they provide opportunities to earn postsecondary
credits; and they lead to industry- recognized and /or postsecondary credentials.
• Accelerated /integrated Education & Training: As appropriate for the individual, Career pathway programs combine
occupational skills training with adult education services, give credit for prior learning, and adopt other strategies that
accelerate the educational and career advancement of the participant.
• On- the -Job. Incumbent and Customized Training: Each of the AJCC /One -Stop career centers offers OJT as a training
option for job seekers whose occupational interests and/or learning styles are best suited to work -based learning. One -
Stop staff are also actively engaged in promoting the benefits of OJT to businesses, providing them with information
on the advantages to companies of training workers to their specific skills needs. OJT and other work -based learning
activities are among the principal products that the contractor is attempting to sell to Orange County businesses. Much
like OJT, WIOA's incumbent and customized training activity provides a means of instructing workers in the precise
requirements of a particular business or a group of employers. While customized training programs often include a
component that is purely didactic and does not involve hand -on learning or engagement in productive work, it is
generally the case that a portion of such training is work - based, during which time participants are being paid. As part
of our overall plan to increase the number of participants who successfully complete training programs in priority
industries and demand occupations, over the last several years, the AJCC /One -Stop system has continued to increase
the number of "slots" planned for OJT and customized training. The resources for developing effective work -based
learning programs tied to sector pathways is stronger than ever.
• Hybrid Learning Models: Over the last two decades, community college and private postsecondary education programs
have increasingly Incorporated "externship" activities as part of traditional classroom training programs, particularly in
fields such as medical assisting and other healthcare support occupations in which some hands -on experience in a
virtual prerequisite for employment. Generally, these activities are short in duration, meeting the minimum amount of
1901-79 oC Local Plan
time to satisfy employer requirements for entry-level new hires. Although, WIOA programs have concurrently offered
OJT as a training activity, in very few cases have classroom and work -based training been combined using WIOA
resources. Working with Sector Partnerships, the local boards will explore opportunities to connect classroom and
work -based training so that the education and workforce systems produce more skilled and versatile workers.
Collaboration with Apprenticeship Programs: Santiago Canyon Community College (SCC) is one of the only community
colleges in Orange County that offers apprenticeship and journeyman training in various trades. The local boards are
currently working with SCC on various projects, including apprenticeship and journeyman training programs, which are
listed on the State Eligible Training Provider List (ETPL). More specifically, the local boards have included the
Electrician/Construction Wiremen (CW) and Journeyman Carpentry courses at SCC on the ETPL. These
Apprenticeship /Journeyman programs are approved and registered Department of Industrial Relations /Department of
Apprenticeship Standards (DIRIDAS) apprenticeship programs. The availability of these programs have opened
opportunities for the local boards to work with unions and for interested job seekers to take advantage of the programs,
The local boards have implemented a project with the International Brotherhood of Electrician Workers (IBEW) that
assists eligible adults, dislocated workers and incumbent workers with apprenticeship training, skills upgrade training
and support services. The skills upgrade training will help to avert layoffs; Increase employability, maintaining or finding
employment; and, possibly, lead to an increase in pay. The training is offered through the Electrician Construction
Wireman (CW) program at SCC. The local areas are also in the early stages of planning a similar effort with the
Carpenters Union. Moving forward, the local boards are seeking to expand opportunities to effectively partner with
approved apprenticeship programs, including pre- apprenticeships. While the building trades offer many of the most
recognizable apprenticeship programs, working the Orange County Workforce and Economic Development Network,
our sector partnerships and directly with the Orange County Labor Federation, the local boards will complete a scan of
apprenticeship compatible occupations within the local labor market and develop a cross -walk of these occupations to
apprenticeship programs. Programs associated with promising sectors and demand occupations will receive priority.
38111. Rapid Response
DECLARATION: The local boards have refined existing approaches to rapid response and business services so that they are
fully transformed into proactive business retention and layoff aversion programs. Over the last two decades the local rapid
response programs have assisted tens of thousands of workers displaced from hundreds of companies that ceased operations
or experienced significant reductions in their workforce. The local boards have designed and implemented rapid response to be
a system that is proactive rather than reactive. With this evolution, the local boards' focus is on layoff aversion and business
retention. The local boards actively seek to identify businesses in distress and work with local partners to provide assistance
with training, cost reduction, financing and other services that will enable success and help avert closure or layoff.
STRATEGY: The local boards adhere to strict operating procedures for rapid response activities, highlighted In the onsite
presentation provided by OC One -Stop Business Service representatives who plan and coordinate assistance for employers
and workers affected by temporary and permanent layoffs. The law requires the provision of rapid response activities in the
event of a disaster, mass layoff, plant closing or other events that precipitate substantial increases in the number of unemployed
individuals. The Worker Adjustment and Retraining Notification Act (WARN) offers protection to workers, their families and
communities by requiring employers to provide notice 60 days in advance of covered plant closings and covered mass layoffs.
To arrange on -site employertemployee visits and Informational sessions, Business Service staff follow the below process:
1. A WARN notice from the State is sent to the local boards and forwarded to the Business Services Rapid Response
Coordinator, or an announcement In local news media is identified. Sometimes a human resources representative will
contact the REACT coordinator directly.
2. Within receipt of the WARN, the coordinator initiates Rapid Response services by contacting the company
representative to set up an appointment to discuss services. After the initial meeting with the company representative,
information meeting(s) are scheduled for the affected workers based on the company's needs.
3. The coordinator contacts partners (such as EDD) to find out their availability for participation, as needed, in accordance
with the employer's request.
4. At the information meetings, One -Stop Center brochures and other program services materials are distributed to the
affected employees.
5. Employees may be referred to the One -Stop Center for enrollment into the WIOA Dislocated Worker Program.
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OC Local Plan
19D -80
Providing a Comprehensive Menu of Services: In order to address the needs of business in distress, the local boards will provide
the following as part of our strategic layoff aversion strategy:
✓ . Conducting individual needs assessment of companies "business retention" needs
✓ Assistance with securing tax credits, incentives and cost containment programs
✓ Coordination of utility and technology services
✓ Assistance in accessing public financing programs (local, state and federal) and Industrial Development Bonds
✓ Identification of traditional financing opportunities
✓ Coordination of funding sources, such as the California Employment Training Panel program, that are well suited to
providing skills upgrades and retraining of incumbent workers;
✓ Coordinating with educational and job training institutions to satisfy the precise skills needs or one or more businesses
✓ Training (including both traditional and work -based models) for current employees and new workers to make the
business better able to compete
An example of local layoff aversion strategies in action is a partnership with the California Manufacturers Technology Consulting
(CMTC). On behalf of the local boards, the organization links the existing network of business assistance providers In Orange
County to local manufacturers, raising awareness of available resources and providing layoff aversion Implementation services.
These services have been provided to 15 at -risk Orange County manufacturers that planned to lay -off workers, and it is
estimated that 165+ jobs were saved as the results of these efforts. CMTC follows a standard 7 -step plan developed under
partnership, which was cited as a best practice in the U.S. GAO publication "Collaborations between Workforce Boards &
Employers Helped Meet Local Needs ".
3Eiv. Youth Employment and Training Activities
DECLARATION: The local boards serve Orange County at -risk youth through in- school and out -of- school WIOA Young Adult
Programs. Services delivered to youth include, but are not limited to the WIOA 14 Elements:
1. Tutoring, study skills training, instruction and evidence -based dropout prevention and recovery strategies
2. Alternative secondary school services, or dropout recovery services, as appropriate
3. Paid & unpaid work experiences with academic and occupational education as a component of the work experience
4, Occupational skills training
5. Education offered concurrently with and in the same context as workforce preparation activities and training for a
specific occupation or occupational cluster
6. Leadership development opportunities
7. Supportive services
8. Adult mentoring
9. Follow -up services for no less than 12 months after the completion of participation
10. Comprehensive guidance and counseling
11. Financial literacy education
12. Entrepreneurial skills training
13. Services that provide labor market and employment information about in- demand industry sectors or occupations
available in Orange County
14. Activities that help youth prepare for and transition to post- secondary education and training
STRATEGY: While Orange County's WIOA eligible youth population faces a wide range of barriers to employment and
educational attainment due to background and circumstances, their characteristics are broadly representative of those of WIOA
eligible youth throughout the state. The local boards' planned services for at -risk youth include the following targets, as
percentages of participants served in the WIOA Young Adult program:
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19D-81 OC Local Plan
Last year, approximately 17% of WIOA Young Adult participants were disabled, 11% were offenders, and 22% were high school
drop -outs. The needs for these unique populations are addressed through coordination with Orange County Healthcare Agency,
Orange County Probation, and Orange County Department of Education.
Youth Service Providers are provided throughout the OC Region to ensure all youth have access to services and are served
effectively. Through an open, competitive process, the local boards select organizations with a proven history of performance
as service providers for the WIOA Youth/Young Adult Program. The slate of current providers is diverse (including a local city
government, a private company, a college and a non - profit organization), bringing a vast reservoir of experience and knowledge
to the local youth service delivery system. Current WIOA Young Adult Program service providers are:
• City of Santa Ana: Administered by the SAWDB, the Orange County Conservation Corps, Orange County Children's
Therapeutic Arts Center, Orange County Labor Federation, and the Santa Ana Public Library provide youth services.
• City of Anaheim: Administered by the AWDS, the Orange County Conservation Corps and Taller San Jose Hope
Builders provide services to economically disadvantaged youth with education, job training, and transition programs.
• Orange County Development Board: Administered by the OCDB, the KRA Corporation, City of La Habra, Saddleback
College, and the Orange County Asian Pacific Islander Community Alliance provide workforce services for in- school
and out -of- school young adults.
COORDINATION WITH LOCAL PROGRAMS AND ACTIVITIES: There are a wide variety of young adult programs and
activities in OC that concentrate on addressing the needs of at -risk young adults. The local boards are directly involved with
many young adult service organizations in addition to those contracted providers to braid and leverage local resources:
• Orange County Department of Education's College and Career Preparatory Academy: An alternative school available
to those students for whom traditional school settings are not suitable. The program assesses student learning and
achievement; utilizes strategies that ensure all students learn; provides a rigorous, relevant, and realistic curriculum;
and gauges multiple measures of success. Young adults in the WIOA program are referred to the Academy and in
order to obtain their High School Diploma or GED.
• Latino Educational Attainment Program: OCBC's Latino Educational Attainment (LEA) Initiative program was
developed to help fill the gaps left by education by assisting Latino parents in learning on how to advocate for their
children and to spark the importance of education in Latino neighborhoods. LEA is working to unify the community,
students and parents to produce a highly skilled workforce for the future and create neighborhood -based groups that
will provide navigational skills to parents in the areas of the 100 lowest - performing schools In the county
• Vital Link: Vital Link has developed a series of programs and services that effectively connect business and education
in introducing young adults to the requirements of the workplace and to promising careers.
• National Retail Foundation (NRF): The local boards have partnered with the NRF to provide training and certification
to young adults in Customer Service. The certification is portable and is aligned with the regional workforce needs in
Hospitality and Tourism.
• Juvenile Justice /Probation: Service Providers do presentations, provide intake and service young adults at juvenile
justice centers. Referrals are also received from several juvenile justice and probation centers such as Youth
Leadership Academy, Youth Guidance Center, Otto A. Fischer School, and Joplin Youth Center. Young adults gain
work experience and participate in work readiness workshops to assist them in developing a positive work ethic to
enter the workforce.
• Social Services Agency: The Orange County Social Services Agency administers the Independent Living Program
(ILP) for eligible youth as young as 17 years of age. ILP services are provided by Orangewood Children's Foundation
and the Orange County Children and Family Services Transitional Planning Services Program (TPSP). Service
Providers work directly with these organizations for referrals and to supplement services provided by Orangewood
Children's Foundation and TPSP to ensure self - sufficiency for foster youth.
Youth with disabilities have access to the WIOA Young Adult programs. In fact, Young Adult Service Providers are contractually
required to ensure that 15% of their caseload must be young adults with disabilities. The local boards have partnered with the
California Department of Rehabilitation to co- locate Vocational Rehabilitation staff in the Garden Grove and Irvine One -Stop
Centers to better serve young adults with disabilities. Furthermore, the local boards have a long- standing relationship with
Goodwill Industries of Orange County (Goodwill). Goodwill is an expert in serving individuals with disabilities In finding
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W
OC Local Plan
19D -82
employment, becoming independent, and supporting themselves and thelrfamllles. Service Providers can connect with Goodwill
to ensure young adults with disabilities are served successfully.
The Orange County WIOA Young Adult Programs are strongly Influenced by lessons learned locally, best practices from the
nationwide workforce development system, and federal and state mandates, policies and guidance. Among some of the most
significant changes in the local youth workforce development strategies have been;
• A shift to serving a higher percentage of out of school, largely in response to very high unemployment experienced
among this population, especially at the height of the recent recession.
• Changes in focus of "youth" programs shifting to serving "young adults" who are disconnected from work/learning.
• For in- school youth, focusing on services/support to help them graduate and for those you have dropped out,
intensifying efforts to reengage them with the education system.
• The use of interim assessments to determine aforementioned mid-term accomplishments.
• Increases in use and amounts of support services for youth, especially for those with significant barriers to employment,
• Greater emphasis on post - program services to promote retention in employment andfor training.
• Strengthening connections between youth programs and One - Stops so that young adults have a familiarity with the
system and will be at ease accessing One -Stop services as they pursue further training, education and career goals.
• Increased training and technical assistance for young adult service providers,
• Implementation of a recognition and incentive policy for young adult providers.
3Ev. Coordination of Secondary and Past Secondary Programs with Education & Workforce
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DECLARATION: The local boards' programs function as one mechanism to connect graduating high school students and out
of school /disconnected individuals to secondary and postsecondary education opportunities. For those meeting eligibility
requirements, referrals to and enrollment in classroom training, work -based learning (e.g. on- the -job training, apprenticeships)
and employment opportunities are essential components of the WIOA youth program. Simllar services are available for young
adults through the AJCC10ne -Stop system.
STRATEGY: Because WIOA funds are limited in amount and access (based on program eligibility), in partnership with
education, business, labor and community partners, the local boards participate in planning to identify options and resources to
create additional opportunities for individuals to enter training and access services connecting them to training, education and
employment. The local boards, the Network, and education partners will coordinate efforts to develop an Implementation plan,
The local boards are fully committed to ensuring that the full range of our available resources support this effort. The local boards
will leverage the career pathways multiple entry and exit design to coordinate relevant secondary and post - secondary education
programs and activities with education and workforce development activities to coordinate strategies and enhance services.
The partners involved will braid and leverage services and reference partner MOUs to avoid duplication of services. This
integration of education and workforce development will support the creation and growth of skilled workers.
Three Essential Features of Career Pathways
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19D-83 OC Local Plan
DECLARATION: The local boards have developed policies for issuance and coordination of supportive services (which includes
transportation). Each Provider is expected to maintain participant budget as per allowable levels of supportive services for
tracking issuances. The procedure provides specifics regarding tracking, documentation and review of program issuances,
participant budgets and program resources. Bus passes, gas cards and coordination with other agencies who provide
transportation services are several methods used to provide transportation. The local policy also allows for assistance with car
repairs when economical and effective.
STRATEGY: Leveraging and braiding partner support service resources will ensure that individuals receive the support and
increase program completion rates. This will involve: coordinated assessment processes, communication between system
partners, and coordinated provision of ancillary support services to facilitate program completion by those enrolled in training
and education programs /courses. WIOA and the One -Stop system provide the very model for resource sharing among workforce
development stakeholders. Whether called leveraging, braiding or sharing, the One -Stop offers programs, services and
information to its customers that are funded from hundreds of public and private resources. The model is to service needs of a
job seeker, a business or an industry are assessed and resources are assembled from a variety of sources to meet the need.
COORDINATION OF THE AJCC SERVICE DELIVERY SYSTEM: Partner and service delivery coordination are defined as
commitments agreed upon by the partners and effective immediately, not to exceed 3 years, as prescribed in the MOUs. Periodic
modification and review of the MOUs will be used to ensure all AJCC partners continue to coordinate service delivery and
contribute their fair and equitable share of infrastructure and other system costs, including the identification of who will fulfill this
responsibility to avoid duplication and inefficiencies in the system.
Based on local partnership with EDO and the presence of EDD staff at local AJCC /One -Stops are able to provide a strong and
effective set of services tojob seekers. EDD and OC One -Stop staff are co- located in the centers, Physical proximity encourages
staff to collaborate closely and avoid duplication of services.
WAGNER- PEYSER ACT SERVICES; Services provided by EDD staff within the AJCC /One -Stop Centers:
Unemployment Insurance- Virtually the full range of One -Stop services are available to UI claimants. However, One -Stop
services most closely associated with this group include the following:
• UI claimants are first offered general information and access to a UI navigator or help desk to facilitate any questions
they mayhave. Customers receive assistance with filing for UI benefits; communicating electronically with UI personnel;
transmitting follow -up documents; and use of dedicated UI telephones that enable UI claimants to call from our One -
Stop centers or other EDD service locations.
• Re- employment services are available specifically for UI claimants who do not register for work in CalJOBS within 21
days of filing for benefits. These claimants are invited to a Personal Job Search Assistance (PJSA) appointment.
Customers are provided an orientation to services in the One -Stop, along with a review of their potential eligibility under
UI's California Training Benefits Program for those who wish to pursue training while receiving UI benefits.
• UI claimants who appear to fit the WIOA profile of "dislocated worker" and are likely to exhaust their UI benefits due to
limited labor market opportunities in their field are invited to an Initial Assistance Workshop within the first four weeks
after fling their claim. These Individuals are provided services similar to those offered to PJSA clients, except they
must also select a follow -up reemployment service that must be completed within a specific period of time.
• Re- employment Assistance workshops are part of a mandatory service provided to long term UI clients as a result of
the "Middle Class Tax Relief and Job Creation Act of 2012." Services under this legislation are provided for long term
UI recipients who need to be reintroduced to the One -Stop and its services. A review of the UI client's job search efforts
are also part of the activity, Customers are also directed to re- engage in reemployment services related to job
preparation, referrals to training or networking via 'Experience Unlimited" for those that meet its eligibility criteria.
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OC Local Plan
19D -84
Trade Adiustment Assistance (TAA) Allowances and Special Assistance- EDD representatives available through the One -Stop
provide assistance to job seekers in the TAA target group. Eligible workers who qualify for TAA receive Trade Readjustment
Allowances (TRA) benefits and may also be eligible for the Health Coverage Tax Credit program. TAA participants are provided
with one -on -one assistance in order to ensure their eligibllity for the program. Staff also help file petitions to U.S. DOL for TAA
Certification for a group of three or more affected workers. TAA participants undergo an eligibility review process, which consists
of an assessment to determine if they have sufficient skills to re -enter the labor market. The TAA Case Manager ensures that
the effective use of training resources (such as WIA) or other eligible programs within their local One -Stop are utilized to support
reemployment. The program Itself assists workers to regain employment through the use of a full range of services via the One-
Stop and, if needed, provides classroom and/or on- the -jab training, job search and relocation assistance allowances. The TAA
Case Manager ensures that the TAA client maintains UI benefit eligibility and that clients file for extensions to their UI claims,
as needed, in order to continue to receive benefits through the completion of the approved training program.
DECLARATION: Input from education stakeholders was instrumental in the development of the plan and is interspersed
throughout the plan's goals and objectives, particularly with regard to basic skills remediation and processes involved in the
development of career pathway programs in targeted industry sectors. The local boards have had long standing, effective
relationships with Adult Education partners in the Orange County Region. The Rancho Santiago Consortium, South Orange
County Regional Consortium, North Orange County Regional Consortium, and Coast Consortium facilitate educational services
that provide basic literacy and Adult Education services to address the goals and objectives of both state and national resources
and professional staff to maintain the partnership between all One -Stop Centers and the district's Title it Adult Education
program. The local boards have engaged Adult Education partners in the development of the regional and local plans and as
such, the coordination of Title I and Title it activities is woven throughout both plans.
STRATEGY: Many of the following Title II Adult Education goals directly align with WIOA Title I Adult, Dislocated Worker and
Youth services. Coordination of activities include:
1. Assisting adults to become literate and obtain the knowledge and skills necessary for employment and economic self -
sufficiency;
2. Assisting adults who are parents or family members to obtain the education and skills that:
a. Are necessary to becoming full partners in the educational development of their children; and
b. Lead to sustainable improvements in the economic opportunities for their family;
3. Assisting adults in attaining a secondary school diploma and in the transition to postsecondary education and training,
through career pathways; and
4. Assisting immigrants and other individuals who are English language learners in:
a. Improving their reading, writing, speaking, and comprehension skills in English; and Mathematics skills
b. Acquiring an understanding of the American system of government, individual freedom, and the responsibilities of
citizenship.
Education agencies were among the most widely represented stakeholder groups at these events, including the following school
and colleges from all levels of education and training. Furthermore, the following Adult Education Providers have developed and
signed an MOU with the OC REGION to solidify coordination efforts:
• Rancho Santiago Community College District
• Saddleback College
• North Orange County Community College District
• Boat People SOS
• Coastline Community College District
• Garden Grove Unified School District
• Huntington Beach Union High School District
TITLE 11 APPLICATIONS: The local boards will carry out the review of local applications submitted under Title II to determine
whether such applications are consistent with the local plan and accordingly make recommendations to the eligible agency to
promote alignment with the local plan. The local boards' application review process includes: 119
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19D-85 OC Local Plan
I . Submission of the applications to the local boards for review of consistency with the local plan within the appropriate
timeframe. Only appointed board members who do not have a conflict of interest as defined in WIOA section 107(h) are
allowed to participate in the review of the Title II applications,
2. An opportunity for the local boards to make recommendations to the eligible agency to promote alignment with the local
plan, to which the eligible provider demonstrates alignment between proposed activities and services and the strategy and
goals of the local plan.
3. Evaluation of the applications include:
I. Making sure that administrative cost limits are not exceeded
I. Emphasis on alignment with local plan and process to determine alignment
4. The eligible agency must consider the results of the local boards' review in determining the extent to which the application
addresses the required considerations to be responsive to serving those individuals identified in the local plan as needing
adult education, combined with local plan requirements to serve individuals with barriers to employment will result in better
access to education and training for all Individuals with barriers to employment.
Application content must include how applicants will provide services in alignment with local plan, including promoting co-
enrollment programs under Title I:
Information and assurances as
How funds will be spent
How it will fulfill one -stop partner
required by eligible agency
res onsibilities
How it will fulfill one -stop partner
Describe cooperative
Address required considerations
responsibilities
arrangements
Documentation of activities related to
How it will provide services to
How it will meet adjusted levels of
local board review
meet needs of eligible individuals
performance and collect performance data
ESTABLISHING DEMONSTRATED EFFECTIVENESS: An eligible provider must demonstrate past effectiveness by
providing performance data on its record of improving the skills of eligible individuals, particularly eligible individuals who
have low levels of literacy, in the content domains of reading, writing, mathematics, English language acquisition, and other
subject areas relevant to the services contained in the State's application for funds. An eligible provider must also provide
Information regarding its outcomes for participants related to employment, attainment of secondary school diploma or its
recognized equivalent, and transition to postsecondary education and training.
NOT PREVIOUSLY FUNDED
PREVIOUSLY FUNDED
Provide data on past effectiveness in serving basic skills deficient eligible Individuals
Provide performance data
Include evidence of success In achieving outcomes
Content domains reading, writing, mathematics, English language acquisition, and other sub acts
Attainment of secondary diploma
Tracking transition to post- sac onda
Tracking employment
3Efx Services for Limited English Proficient Individuals
Please refer fo'OC Regrbnal Plari �Secfjon 26v for;apalysrs of Ehglishaenguage workforce development achvifres m Orange`
County This analysis includes demdgwdj{hrc and pop'plation trenddata as we(Gasworkforce activrhes/serwce plansorEnglish-
languagelearn 'ers.Servioesforrntlividuals` with` limited. Engl isli. prpficiencyarei alsorefee Tcatlin /ocel,plansLetion3Cc.
DECLARATION: Orange County has been identified as a regional planning unit with 15% or greater limited English Speaking
residents and as such have included a description of the services that will be provided to limited English proficient individuals
as part of services to individuals with basic skills challenges.
STRATEGY: Please note, services for individuals with limited English proficiency are also referenced previously in local plan
section 3Ci, for individuals with basic skills challenges and barriers to employment.
Adult education partners will play a key role in providing services for English Language Learners for the local workforce system.
Activities will include, but not be limited to:
• Evaluation of current programs and capacity
• Committing to adopt English language proficiency standards that correspond to college and career -ready standards
N
^4 .
OC Local Plan
19D -86
• Developing and administering regionally aligned assessments
• Supporting collaboration between workforce and education partners /stakeholders
• Assist participants in obtaining literacy and basic skills for employment and transition through career pathways
3F. GRANTS AND GRANT ADMINISTRATION
3Fi. Grant Administration — Disbursal
The OCDB is designated by the Orange County Board of Supervisors, chief local elected official, to serve as the local board
and as the fiscal agent responsible for the disbursal of grant funds. Similarly, the City of Santa Ana serves as the fiscal agent
for the SAWDB and the City of Anaheim serves as the fiscal agent for the AWDB and bears responsibility for the disbursal of
grant funds. WIOA Section 107(d)(12)(B)(1)(lll) states that the entity responsible forthe disbursal of grantfunds is the local grant
recipient or an entity designated under sub - clause (II) to disburse the grant funds for workforce investment activities at the
direction of the local board, pursuant to the requirements of the of this title. The local grant recipient or entity designated under
sub - clause II shall disburse the funds immediately on receiving such direction from the local board.
Vii. Grant Administration — Competitive Process
DECLARATION; Consistent with EDO Directive (WSD16 -14), the local boards subscribe to a competitive process that is used
for the selection of AJCC Operators and Providers to award the sub - grants and contracts for WIOA Title I Activities.
STRATEGY: Effectively all procurement and selection of one -stop operators and service providers is a result of a competitive
procurement process that meets WIOA requirements and expectations. Sub - grants and contracts are procured through formal
procurement policy processes, as outlined in a Contract Policy Manual (CPM). The purpose of the CPM is to govern all
procurement, purchasing, and contracts. The local boards have established procurement policies and procedures in compliance
with Federal and State laws and regulations. The local boards utilize a competitive Request for Proposals (RFP) process to
award sub - grants and contracts for WIOA Title I activities. In order to ensure that appropriate firewalls are in place, the RFP
process is handled by the City or County's Contract Development & Management (CDM) departments. The process begins with
a public notice and is posted on the BidSync website to initiate and track the RFP. Submissions are reviewed by an evaluation
committee comprised of three (3) or more members who have no conflict of interest with the selection process. The selection of
sub - grants or contracts will be made to the responsible proposer whose proposal best meets the local boards' requirements as
determined by the evaluation committee. The selection is presented to the committees of the local board and later to the
respective chief local elected officials for final approval. Lastly, the contract between the local boards and the winning proposers
are drafted to include all local and Uniform Guidance requirements. The current OCDB One -Stop Operator was competitively
procured through the County of Orange/ Orange County Community Resources most recent Request for Proposals -
"Comprehensive /Satellite One -Stop Centers and Business Services" (Bid # 012629322) through a competitive process that
occurs at least once every four years. The Anaheim WDB and Santa Ana WDB both approved a current request to continue
services for Dislocated Worker, Adult, and Youth services. The local boards will collaborate on a collective procurement and
release a new Request for Proposals (RFP) in October, 2017 for One -Stop Operator and services beginning in FY 20%2019.
3G. PERFORMANCE GOALS
;W1� `��� offal P.la�'i, Regu�re�n�nt, /,i) yRegtanglF�a��ijgg�! ,n1P co> l�gtr�rfarmar�ee�evo '�iatt�nswv�t�h -� �o�:
3Gi. Negotiated Performance Goals
Consistent with WIOA Section 116(c), the following local performance goals for Program Years 2016.17 and 2017 -18 were
negotiated with the State. Performance negotiations were done jointly with the local boards and through a regional call with the
State on September 1, 2016.
19D-87 00 Local Plan
ADULT
DW
YOUTH
EmpioymentofplacementRate'
°4ta 68.0% 71.0% 604%
Quarter After Exif '
e
Employment or Placement Rate
65.0%
68.0%
57.4%
2nd QuarterAfter Exit
$5,157 $7,523 BASELINE
Employment or Placement Rate
62,5%
66.5%
59.2%
41h QuarterAfter Exit
$4,957
$7,308
BASELINE
Median Eamlggs '
DECLARATION Guided by State draft directive WSDD -149 issued on August 3, 2016, the PY 2016 -17 and PY 2017 -18
performance goals of the local boards consider the DOL- approved state level goals, available state -level and local performance
information and resources, as well as the local service delivery strategies.
Credential Attammenfwithin 4
46,0%
60,0%
qg.0%
Quarters After Exit,
ADULT DW YOUTH
a
-i M
EmpioymentofplacementRate'
°4ta 68.0% 71.0% 604%
Quarter After Exif '
e
,2nd
Employment o Plecementt2 ate
65.5% 69.5% 62.2%
4t OuarlerAH er Exit
$5,157 $7,523 BASELINE
Median Eamings '
"
CredentialAti °inmenfwitfiin4 ,•;
,'�
48.0% 63.0% 480%
(1uaternATter xit
DECLARATION Guided by State draft directive WSDD -149 issued on August 3, 2016, the PY 2016 -17 and PY 2017 -18
performance goals of the local boards consider the DOL- approved state level goals, available state -level and local performance
information and resources, as well as the local service delivery strategies.
STRATEGY: These are the baseline goals that will guide the local boards in measuring its overall local performance and of its
WIOA sub - recipients and contractors.
A FEDERAL HIGH PERFORMANCE BOARD EFFORTS
IV
CID
OC Local Plan
111MOT46
The State law requires the State Board to implement additional standards for certifying high- performing (HPB) Local Boards. In
order to be considered eligible for HPB certification, a Local Board is required to meet all regional planning requirements of the
federal law and State Plan. The OC Region local boards have met and exceeded both federal and state criteria, as prescribed.
The OCDB, AWDB, and SAWDB are currently certified as a high - performing local boards. State issued local planning guidance
states that under state law, the next certification for HPB status will take place midway through the implementation of WIOA
regional and local plans in 2019. Specifically for this local plan, the state guidance asks for relevant local plan content with
regard to how Local Boards will assess the effectiveness and continuous improvement of AJCCs (which is described in local
plan section 2Di) as well as compliance with state - issued AJCC policies specified in all policy directives pertaining to AJCCs
including the following: WIOA Adult Program Priority of Service and WIOA Memorandums of Understanding Phase I and II.
WSD15.14: WIOA ADULT PRIORITY OF SERVICE
Local boards have policy and procedures regarding Priority of Service. The application of priority is as follows:
Group 1: Veterans and eligible spouses who are economically disadvantaged adults (i.e. recipients of public
assistance and other low income individuals) or individuals who are basic skills deficient.
Group 2: Economically disadvantaged adults or individuals who are basic skills deficient.
Group 3: Veterans and eligible spouses who are not economically disadvantaged or are not basic skills deficient,
Group 4: Individuals such as Older Workers (55 and older), former Foster Youth, individuals with disabilities, school
dropouts, and offenders. These individuals are not economically disadvantaged or not basic skills deficient.
Group 5: Underemployed workers who fall within Groups 1 through 4 and who are in need of WIOA services.
Individuals who are underemployed may include:
• Individuals employed less than full -time who are seeking full -time employment;
• Individuals who are employed in a position that is inadequate with respect to their skills and training;
• Individuals who are employed and who meet the WIOA definition of a low - income individual;
• Individuals who are employed, but whose current job's earnings are not sufficient compared to their
previous Job's earnings from their previous employment, per State and /or local policy.
WSD14.12: WIOA PHASE I MEMORANDUMS OF UNDERSTANDING Phase I MOU copies can be found in the appendix.
Phase I- Service Coordination: Agreement between the local boards and their respective AJCC system operators and W10A
required partners to address service coordination and collaboration. The local boards have executed Phase I MOUs with all of
the required partners in the local area prior to June 30, 2016 as described in section 3Dv and attached in section 30.
WS0-151: WIOA PHASE 11 MEMORANDUMS OF UNDERSTANDING Phase II MOU draft can be found in the appendix
Phase II- Shared Resources and Infrastructure Costs: Building upon the MOUs established in Phase 1, addresses how to best
support established service delivery coordination through the sharing of resources and joint Infrastructure costs in order to
functionally and fiscally sustain regional service coordination by establishing administrative cost arrangements.
The local boards are on target with the development and execution of Phase II MOUs with all of the required partners in the
local area prior to June 30, 2017 as described in section 3Dv and attached in section 30. Status update for Phase ll MOUs
adheres to the following deadlines included in EDD Directive WSD16 -09. (Timelines will be revised as the State releases
updates).
• January 4, 2017 Local Boards submit progress report/timeline to Regional Advisors.
• March 1, 2017 Local Boards that do not anticipate reaching consensus on infrastructure costs alert the State Board
if state funding mechanism needs to be triggered and submit supporting documentation.
• May 1, 2017 Governor and Superintendent of Public Instruction notifies Local Boards of AJCC partner
contributions under state funding mechanism (if triggered).
June 30, 2017 Local Boards submit hard copies of completed Phase II MOUs to Regional Advisors,
31. TRAINING ACTIVITIES
DECLARATION: Following Section 134 of Workforce investment and Innovation Act (Act), the local boards implemented new
policies to offer training allowable under the Act. The policy allows AJCC/One-Stop Sub - recipients to serve eligible Adult,
n
19D-89 OC Local Plan
Dislocated Workers and Youth with training options including Individual Training Accounts (ITA), On- the -Job Training (OJT),
Customized Training, Incumbent Worker Training (IWT) and Transitional Jobs based on assessments and an Individual
Employment Plan (IEP) or Individual Service Plan (ISP).
STRATEGY: The local boards have developed Individual Training Accounts (ITA) systems to encourage and promote sector
pathways that lead to self-sufficiency. Once participants determined eligible and suitable fortraining, they are Issued an ITA for
programs included on the Approved Training Partner Directory (ATPD). All training programs on the ATPD have an existing
contract with the local boards to expedite training. Should a participant desire training on the Eligible Training Provider List that
is not listed on the ATPD, the local boards will work with the Training Provider to execute a contract. Training programs are
provided both online and in- person. The local boards review and approve training providers' ATPD eligibility which include
Bureau for Private Post - Secondary Education (BPPE) approval or Western Association of Schools and Colleges accreditation,
the institution's ability to operate and performance placing previous students in training - related employment. The ATPD is
released and renewed monthly, The AJCCIOne-Stop Staff and the client decide togetherthe best option for their training towards
from the ATPD.
All training must lead to an industry recognized certification, credential, or degree upon completion. Training Providers are held
to strict performance measures created by the local board including: Entered Employment Rate, Training - Related Employment
Rate, and Training - Related Hourly Wage. If any training course does not meet the performance requirements, they are removed
from the ATPD and will no longer receive referrals for training unless the provider can demonstrate success. Training services
may be provided if staff determine, after interview, evaluation, assessment, and career planning, that the individual:
• Is unlikely or unable to obtain or retain employment, that leads to economic self - sufficiency or wages comparable to or
higher than wages from previous employment through career services alone;
• Is in need of training services to obtain or retain employment that leads to self - sufficiency or wages comparable to or
higher than wages from previous employment, through career services alone; and
• Have skills and qualifications to successfully participate in the selected program of training service.
During the Workforce Investment Act to WIOA transition, local boards processed and executed training contracts with Training
Providers that offered local in- demand programs. Currently over forty -five (45) training providers are under contract to participate
and receive ITA referrals. Contracts may be extended to June 30, 2019 to assure that there is a consistent ITA process and
availability, and avoid discontinuation and earlier expiration of contracts. The ATPD Training Providers represent a balanced
group Private -For Profit Institutions, Community Colleges, Public Schools, University Extension and Private Non - Profit Schools.
The ATPD lists over 300 eligible programs and providers. One -Stop clients and staff can compare costs, locations, training
length from similar programs available on the ATPD. Programs are evaluated based on meeting local demand, average wage
standards and ETPL criteria. The State Eligible Training Provider List (ETPL) Policy and Procedures sets the guidelines for local
area to follow the State's Minimum Standards for Provider and Program eligibility. The ATPD list will be expanded to meet the
region's current needs and to ensure costumer choice and reflect priority sectors in the county such Manufacturing, Information
Technology, Healthcare and Tourism. Program offerings vary from classroom, online or a combination of both. In the past year,
over three hundred ITA vouchers were made available to eligible WIOA clients in the region. Clients are able to choose programs
based on their training needs and desired future careers.
U PUBLIC TRANSPARENCY, ACCESSIBILITY, AND INCLUSIVITY INFORMATION
PUBLIC COMMENT: In compliance with WIOA Section 108(4), prior to the submission of the local plan to the state, the local
boards have made available copies of the proposed local plan to the public electronically on their websites and through other
means, such as public meetings, and local news media to allow members of the public, including representatives of business,
representatives of labor organizations, and representatives of education, and the community at large to submit to the local board
comments on the proposed local plan. The local boards provided no more than a 30 -day public comment period on the local
plan before its submission to the Governor to receive feedback from the community on the aspects, direction, and planned
activities of the local boards. Section 3S Includes a summary of public comments (EDD Directive Reference- Attachment 8)
received that expressed disagreement with one or more features of the plan with concerns further explained or addressed.
ENGAGEIAENT OF STAKEHOLDERS PLANNING PROCESS
W
j
OC Local Plan
19D -90
Please refer.to OC Regional Plan Section 2Aii for a description of the how and which groups were contacted and invited to
participate in both planning efforts and the public comment process.
The local boards extended local outreach efforts to include stakeholders and CBOs representing the individuals from target
populations Including those groups who have experience serving or working with high -need and historically disadvantaged
communities such as farmworkers, ex- offenders, those who are limited English proficient, out of school and/or disconnected
and foster youth, including former foster youth, as described in the Regional Plan.
COMPLIANCE WITH PHYSICAL AND PROGRAMMATIC ACCESSIBILITY AidD INCLUSIVITY The local boards complied
with physical and programmatic accessibility requirements for individuals with disabilities by providing information for special
assistance to participate in public meetings, call (714) 480.6500 or the TDD at (714) 834.7163. Special accessibility needs
were requested to be made 48 hours in advance to allow the local boards to make reasonable arrangements to ensure
accessibility to public meetings. (28 CFR 35,102. 35.104 American Disabilities Act Title II). The local boards give due
consideration to the language needs of the communities within the OC REGION jurisdiction and has ensured accessibility and
outreach to include these communities. Interpreters are available upon request to facilitate access and inclusivity for limited
English proficient communities. Public meetings have been held at multiple times and various locations throughout the county
to allow a diverse range of Individuals and organizations to attend. Materials are available for translation, including electronic
communications and invitations, in other languages where appropriate.
X COMMON INTAKE AND CASE MANAGEMENT EFFORTS
CURRENT PROCESS: The current intake /eligibility process begins with an orientation which provides an introduction to WIOA
and the mission and goals for the AJCC. Interested participants are given information about the services and programs that are
available, co- located partners, locations of AJCCs within the county, paperwork and eligibility requirements for enrollment,
workshops, available accommodations, equal opportunity and participant responsibilities. Group orientations are offered three
to four times per week, and one -on -one orientations are available daily at the request of a participant. The "Career Consultant
of the Day" may also provide information to clients while assisting them in the Resource Room. Orientations are typically
facilitated by staff from Title I, Title III, and other co- located partners. The Career Consultants determine suitability and eligibility
for WIOA enrollment, Enrollment will occur upon completion of eligibility.
Once enrolled, participants will be assigned a Career Consultant/Case Manager. Although each participant is assigned to one
CareerConsultant/Case Manager, case management is not a stand -alone activity, there is a collaboration across programs and
systems with a client- centered approach to address barriers to employment, develop Individualized employment plans and
activity timelines, determination of supportive services and /or training needs, provide job and career counseling, assist with
placement and provide any needed follow -up services after the participant is employed. Communication across systems is
facilitated through the primary assigned Career ConsultantiCase Manager. All participant activity is tracked in CalJobs. Internal
Monitors track all co- enrollments and coordinate with Career Consultants to avoid any duplication of services. To provide
complementary services, Adult and Dislocated Workers may be co- enrolled with other programs such as Wagner - Peyser, Trade
Agreements Act (TAA), Senior Community Service Employment Program (SCSEP), CalWORKS, Veterans Employment -
Related Assistance Program (VEAP), and National Emergency Grants (NEG) and other discretionary programs. Using the grant
codes provided by OC REGION, client records are coded accordingly to ensure that activities are added, closed and updated
in a timely matter following established internal protocols.
The local AJCCs utilize California's internet -based job and case management system, CaIJOBS. CalJOBS allows Orange
County WIOA and AJCC partner staff to conduct intake and provide case management through an integrated, technologically-
enabled platform. Both WIOA Title I and WIOA Title III Wagner - Peyser OC AJCC staff are trained to use CaIJOBS. As CaIJOBS
contains both WIOA Title I and WIOA Title III information, data - sharing and coordination of efforts are streamlined. For example,
staff are able to view services that are being provided to participants in WIOA, Wagner- Peyser and TAA programs. This data
integration also allows for tracking and reporting of co- enrolled individuals across these programs. Furthermore, through the
use of the Generic Program In CaIJOBS, the local boards have the ability to set up additional programs in the system that are
party to the State Plan. Finally, other AJCC partner staff have the opportunity to use CalJOBS to better assist clientele and view
services being provided, resumes, and job leads.
M
19D -91 OC Local Plan
DECLAP,AINON: Complete integration of data sharing across all system partners are somewhat contingent on state -led data -
sharing and coordination efforts between core programs, nevertheless, the local boards are committed to ongoing evaluation
and discussion to create cross - system data - sharing processes to better track participants and assess the value of workforce
system investments.
STRATEGY: OC REGION effort to support and increase common intake integration will include plans for:
•
Evaluate and update
guiding policy document
Cross -train staff
members across
Conduct 360 process
review
k•
for integrated intake
systems
Create teams based on
function not program
Define and update
referral procedures
Design a consistent
customer flow
ri-ll3}I yl l6l�.�nzWM�WC_ `A 4'A.i:.
,r
Evaluate MIS ability to
integrate data from
multiple partners /systems
Assess linkages
between existing MIS
systems/ partners
Validate and
implement
comprehensive
assessment tools and
process
W.1 W. US ooL ampovma�taTremme nammiairenon
Implement cross - system
confidentiality
agreements..._,
Determine the
appropriate
combination of services
for the participant to
achieve their
Create and implement
processes to support
smooth transition to
each step of the
employment plan
Identify distinction
between short term and
long term planning
employment goals
X. OTHER MISCELLANEOUS REQUIREMENTS
3Lt. Title II Program Applicants
Through its long- standing relationships with Adult Education and Title II programs in the region, the local boards continue to
work collaboratively with the Adult Education community. Adult Education partners were involved in the core writing team for
the local and regional plans. As part of the planning and development process, the Title II program applicants were able to
contribute and review the local and regional plan, A goal of the local boards is to tactically align its workforce development
programs to ensure that training services provided by the core program partners, including Title II programs, are coordinated
and complementary so job seekers acquire skills and credentials to meet employers' needs. By aligning programs, Title II
programs and the local boards shall work together in developing Title II applications for funding.
The local boards will make recommendations to eligible agencies to promote alignment with the local plan. For example: one
appropriate and efficient use of WIOA funds for serving participants who need /desire to finish their secondary education and/or
improve their English skills is to leverage Title II WIOA funds. Braiding the Title II funds and services with Title I WIOA funds
and services for Individualized Career Services and Training Services would contribute to the development of a career pathway
system with multiple entry and exit points. Collaboration and participation in the regional and local plan development, confirmed
support from the Adult Education Block Grant Consortiums to make their career technical education (non- credit) pathway
courses available concurrently for students pursuing a High School Equivalency Test or Diploma, and/or receiving advanced
ESL instruction when appropriate, so as to assist with the OC Local Plan goals for Adult and Out of School Youth programs
emphasis on supporting an educated and trained workforce. All students in Title II funded Adult Education ABE /ASE programs
who can provide a valid form of identification may qualify as basic skills deficient under WIOA Title I programs and may meet
the priority eligibility requirements for adult career and training services in both the Adult and Out -of- School Youth programs.
Per the Memorandum of Understanding between the local boards and the partner agencies, which all of the AEBG consortia
Members receiving WIOA Title II funds have signed, there is agreement that the most appropriate and efficient use of WIOA
Title II funds is to serve participants who need or desire to finish their secondary education and /or Improve their English skills
and then to use Title I WIOA funds to support Individualized Career Services and Training Services. According to the MOU,
W
W
00 Local Plan
19D -92
Orange County's AEBG consortia will work with the local boards to develop a process for staff to receive appropriate training as
well as work with appropriate contacts at the AJCC to register students with training or employment goals for the purpose of
enrollment in the WIOA Adult or OSY programs. When appropriate, this may be accomplished through co- location of adult
education programs and AJCC staff and services. There are many possibilities for both the local boards and AEBG consortia to
leverage resources to better serve individuals in the Orange County region. By working together there is potential to significantly
expand the number of participants that the local boards can effect in both Adult and OSY programs as well as those served by
the AEBG consortia.
3Lii. WIOA Section 134(cl(3)(E) — Priority of Service Requirements
The local boards adhere to the requirements for priority of service regarding adult career and training services. Policy was
developed using the EDD Workforce Services Directive WSD15.14 dated January 22, 2016 and the WIOA regulations. The
policy is subject to change based upon further guidance from the Department of Labor. Per the local boards' WIOA Adult
Program Priority of Service Policy, priority is given to veterans, recipients of public assistance, other low- income individuals, and
individuals who are basic skills deficient. Priority of service is established at the time of eligibility determination and does not
change during the period of participation. AJCC operators' staff have been trained on priority of service requirements and must
document all barriers of employment to accurately measure populations served within the AJCC system. Partner agencies have
also been notified of the priority of service requirements. For example, the local boards work closely with WIOA Title II Adult
Education programs to recruit, identify, and serve recipients of public assistance, other low- income individuals, and particularly
those Individuals who are basic skills deficient.
OC REGION WIOA ADULT PROGRAM PRIORITY OF SERVICE POLICY (15.00WDB -07) SUMMARY
As stated in the WIOA Section 134(c)(3)(E), with respect to Individualized career services and training services funded with
WIOA adult funds, priority of service must be given to recipients of public assistance, other low- income individuals, or individuals
who are basic skills deficient. Priority of service status is established at the time of eligibility determination and does not change
during the period of participation. Priority does not apply to the dislocated worker population.
Veterans and eligible spouses continue to receive priority of service among all eligible individuals; however, they must meet the
WIOA adult program eligibility criteria and meet the criteria under WIOA Section 124(c)(3)(E). As described in TEGL 10 -09,
when programs are statutorily required to provide priority, such as the WIOA adult program, then priority must be provided in
the following order:
• Group 1: First priority must be given to Veterans and eligible spouses who are also Economically Disadvantaged Adults
(Le. recipients of public assistance and other low income individuals) or individuals who are basic skills deficient.
• Group 2: Second priority must be given to Economically Disadvantaged Adults (i.e. recipients of public assistance or
other low income individuals), or Individuals who are basic skills deficient.
• Group 3: Third priority must be given to Veterans and eligible spouses who are not economically disadvantaged (i.e.
not recipients of public assistance or identified as low income individuals) or are not basic skills deficient.
• Group 4: Fourth priority is given to other Individuals such as Older Workers (55 and older), former Foster Youth, the
Disabled, School Dropouts and Offenders who are not economically disadvantaged (i.e. not recipients of public
assistance or not identified as other low income individuals), or not basic skills deficient.
• Group 5: Fifth priority is given to the underemployed workers who do fall within Groups 1 through 4 and who are in
need of WIOA individualized services. Individuals who are underemployed may include:
• Individuals employed less than full -time who are seeking full -time employment;
• Individuals who are employed in a position that is inadequate with respect to their skills and training;
• Individuals who are employed who meet the definition of a low - income individual in WIOA Sec. 3(36); and,
• individuals who are employed, but whose currentiob's earnings are not sufficient compared to previous earnings
the OC Regional Plan are
Some local plan content requirements may be addressed in the comprehensive OC Regional Plan whenever there is a
shared regional responsibility and as such, narrative in the OC REGION Local Plan response may simply indicate and
reference the way local services and operations are integrated into broader RPU regional efforts in these areas, as
developed in consultation with required planning partners. A summary of portions of the local plan that are being addressed
G9
4P
19D -93 OC Local Plan
in the narrative content of the regional plan are identified in the table below accordingly, These sections should not be scored
as part of the local plan and should be subtracted from the total possible points available on the scoring matrix.
1
Oran eCount Re Tonal Planning Unit Cover Page
PREVIOUSSECTION
2
Re Tonal Plannin Units RPU Regional Plan
PREVIOa39EGTION
Reall, nalpran
"' 2-t^Y
���, � �¢�•� F W!f
A. Local Board Vision, Goals, and -pig ?Allgp aviLhegragak dC
B. Local Plan Alignment to Implement State Plan Policy 5e�?At fz acnditt�t�Y
Strategies f dai�x= ?�r : •:. k
C,
Specified Services and Service Delivery Strategies
$e tI ok�' lu, iD ��E =t
theaotlrt�;'re�onaJ
D.
America's Job Centers of California
Saofl 2E:
a pfi�c�blee p16�tty efrtegies
E.
Specific Programs, Populations, and Partners
F.
Grants and Grant Administration
G.
Performance Goals
H.
Federal High Performance Board Efforls
.STtI a?
a
I.
Training Activities"
-
J.
Public Transparency, Accessibility, and Inclusivit
s bnnF
6 alehc�i r gag fee
K.
Common Intake and Case Management Efforts„
L.
Other Miscellaneous Information Requirements: (Title
II, Priority of Service, Local Plan portions being
,
handled in content of the Regional Plan)e_
- - -- -END OC REGION LOCAL PLAN NARRATIVE---- -
ATTACHMENTS CAN BE FOUND IN THE FOLLOWING APPENDIX SECTIONS
r=
fi
r:
S
OC Local Plan
19D -94
g� Employment WORKFORCE SERVICES
Development
EDD
Department DIRECTIVE
G
State of California Number:WSD15 -17
Date: February 24, 2016
69:175:rc
TO: WORKFORCE DEVELOPMENT COMMUNITY
SUBJECT: CALIFORNIA WIOA REGIONAL PLANNING UNITS
EXECUTIVE SUMMARY
Purpose
This policy officially identifies California's regional planning units.
Scope
This directive applies to all Local Workforce Development Boards (Local Boards) and their chief
elected officials (CEOs).
Effective Date
This directive is effective on the date of issuance.
REFERENCES
• Workforce Innovation and Opportunity Act (WIOA) (Public Law 113 -128) Sections 106(a)
and (c)
STATE - IMPOSED REQUIREMENTS
This directive contains only state- imposed requirements.
FILING INSTRUCTIONS
This directive finalizes Workforce Services Draft Directive WSDD -116, issued for comment on
April 30, 2015. The California Workforce Development Board received 28 comments during the
draft comment period. These comments resulted in changes to the directive, A summary of
comments is provided as Attachment 5. Retain this directive until further notice.
I
1 The EDD is an equal opportunity employedprogram. Auxiliary aids and services are available upon request to Individuals with disabilities.
501 Sacramento CA
Page 1 of 3
Exhibit 3
1901-95
.gov
BACKGROUND
The WIOA Section 106 includes a requirement that the Governor identify planning regions in
the state and enumerates specific elements that must be considered as part of this process.
The purpose of identifying regions is to align workforce development activities and resources
with larger regional economic development areas and available resources to provide
coordinated and efficient services to job seekers and employers. The WIOA also requires the
Governor to consult with the Local Boards and CEOs in the Local Workforce Development Areas
(Local Areas).
POLICY AND PROCEDURES
Local Board placement in regional planning units is based primarily on the location of WIOA
client populations and the way these populations fit into regional economies as defined by
economic data including commute patterns, industry composition, labor markets, geographic
location, and transportation infrastructure.
Boundaries of the proposed regional planning units were largely set by giving weight to the
foregoing economic data and by starting with regional economic market boundaries drawn by
the Employment Development Department's Labor Market Information Division (LMID). These
regional economic market boundaries were then modified to take into account the number of
Local Areas in a region, the size of the area covered, and the boundaries and planning regions
of existing regional workforce consortia.
In addition, the following principles and other considerations were also applied to initially
develop the boundaries of regional planning units:
Principles
• Local Boards will only be required to plan in one regional planning unit.
• Local Boards will always plan in the macro - regional economic markets where the
majority of their populations are located.
• Regional planning units respect the existing administrative boundaries of counties and
Local Boards.
• Regional planning boundaries provide some deference to existing planning relationships
provided that Local Boards plan inside the macro - regional economic market where the
majority of their populations reside.
• Regional planning units carved out of larger regional economic markets correspond, as
much as possible, with the boundaries of sub - regional economic markets.
Other Considerations
• Regional planning unit boundaries are typically consistent with or nested inside the
historical economic development area boundaries determined by California's
nonoperational Economic Strategy Panel.
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• An examination of the location and number of Adult Education providers in the Adult
Education consortia was undertaken to ensure that there were a sufficient number of
providers in each regional planning unit.
ACTION
Bring this guidance to the attention of all concerned parties.
INQUIRIES
If you have any questions regarding this directive, contact Daniel X. Patterson
at Daniel.PattersonC@cwdb.ca.goV or 916 - 657 -1446.
/S/ JOSE LUIS MARQUEZ, Chief
Central Office Workforce Services Division
Attachments are available on the internet:
1. Regional Planning Units
2. Map of W10A Regional Planning Units
3. Regional Planning Unit Methodology
4. Map of LMID Economic Regions and Subregions for Regional Economic Analysis Profiles
S. Summary of Comments
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