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<br />2Aiii. Provide on analysis of industries and occupations with on emerging demand.
<br />The RPU analyzed location quotient, total jobs, and competitive effect data to identify industries
<br />and occupations with an emerging demand. An analysis of location quotient data demonstrated
<br />which occupations and industries are unique and specialized in the Orange County region
<br />(compared tothe national average). I he competitive effect indicates how much of the job change
<br />results from some unique competitive advantage in the area. The competitive effect measures
<br />the job change that cannot he explained by national growth and industry mix. The change in
<br />competitive effect points to regional -specific factors on the change in local employment
<br />numbers. Factors such as labor force training and education, skills, transportation, supply chains,
<br />aging demographics, and other regionally influenced factors may impact these industries and
<br />occupations' cornpeLiLive ness.
<br />Using the 3-digit NAICS code, the
<br />emerging industries identified had a Location Quotients are Location Quotients are
<br />location quotient that increased greater than 1.2 and greater than 1.2 and
<br />between 2015 and 2020 and had a steadily decreasing steadily increasing
<br />location quotient less than 1.2. The w. _
<br />industry list was filtered to include Location Quotient is less Location Quotient is less
<br />industries with a competitive effect than 1.2 and steadily than 1.2 and steadily
<br />greater than 1, percent change in jobs decreasing increasing
<br />higher than 10%, and more than 1,000
<br />jobs. The following chart consists of a list of the top thirteen emerging industries in Orange
<br />Cnunty. This combined list of sectors accounted for 773,367 jobs in 7020. This group of
<br />industries is projected to grow to 327,315 jobs by 2030.
<br />Industries with Emereine Demand
<br />TransiL and Ground Passenger
<br />49 ,
<br />Tra M(lOriannn
<br />4 l45
<br />G 1 R.
<br />1,891
<br />45rh
<br />1.209
<br />0(.4
<br />079
<br />14 SG?o
<br />RPverage and Tnharro Product
<br />312
<br />Manufacn:dng
<br />1,551
<br />2 O80
<br />529
<br />34A
<br />125
<br />O.G2
<br />O.GS
<br />3.04'n
<br />4A1
<br />Air I rnncporrrnnnn
<br />A)/
<br />1 IAI
<br />)(14
<br />Ox
<br />14/
<br />0 if,
<br />o )o
<br />1 )WA
<br />674
<br />A.>h',„+nr_c
<br />41,749
<br />50'w)
<br />9,07)
<br />))X•
<br />3.690
<br />0.95
<br />1.U)
<br />484
<br />Taic K Transporianon
<br />S,6U4
<br />(,621
<br />1,017
<br />18%
<br />841
<br />U.3u
<br />U.34
<br />3.92%
<br />waste ManaR.clncnt and
<br />SG2
<br />4,GGS
<br />5,3£S
<br />720
<br />is 'A
<br />153
<br />1.02
<br />1.D4
<br />15£90
<br />Rernediabun Services
<br />4G4
<br />Non,torc Retailer,
<br />0,937
<br />7,943
<br />1,011
<br />15%
<br />273
<br />097
<br />299
<br />2.0014
<br />902
<br />Sutc Gwcnunua
<br />28,208
<br />32,308
<br />4.100
<br />1556
<br />3,S52
<br />043
<br />054
<br />5.19"n
<br />621
<br />ArnbolaWry HCaILh Care Se VILU,
<br />84,699
<br />96,614
<br />11,915
<br />14%
<br />3,346
<br />107
<br />1.U9
<br />2.2498
<br />N,m aria, :nH ReslJen Ool (:me
<br />6)3
<br />)R,146
<br />)R,413
<br />1,267
<br />13%
<br />),987
<br />0.64
<br />0.76
<br />6.7)9(.
<br />Facilities
<br />32S
<br />Chemical Manufacturing
<br />7,473
<br />£,441
<br />9G3
<br />131A
<br />59,
<br />0.34
<br />0.£9
<br />5.0 %
<br />FurnlLLre and Rela Led Prod -ILL
<br />337
<br />Manutaripring
<br />4,X,3
<br />4,30)
<br />540
<br />13;(,
<br />64111
<br />097
<br />1 10
<br />13 38?o
<br />446
<br />Health ano Personal Care Scores
<br />10,942
<br />'U,253
<br />1,319
<br />1)94
<br />1,5)4
<br />OCM
<br />1 06
<br />1 1.R79i.
<br />Snurro:
<br />FMSI, I ahor MarYct Analytics, 2071
<br />City Council
<br />24 - 15
<br />4/6/2021
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