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Orange County WDBs PY 2025-28 Unified Local Plan <br /> <br />7 | Page <br /> <br />of commerce, the Orange County Inland Empire Small Business Development Center <br />(SBDC) Network, and the Small Business Diversity Network (SBDN) to provide targeted <br />workforce solutions for local businesses. These partnerships facilitate access to <br />customized workforce training, entrepreneurship resources, and hiring incentives, <br />strengthening the overall business climate in Orange County. <br /> <br />Community-based organizations (CBOs) play a vital role in expanding access to <br />workforce services for priority populations, including justice-involved individuals, <br />veterans, foster youth, and individuals with disabilities. The WDBs collaborate with key <br />CBOs such as Orange County United Way, Goodwill of Orange County, 211 OC, <br />Chrysalis, Working Wardrobes, Hope Builders, and Project Kinship to provide <br />wraparound support services that help job seekers overcome employment barriers. <br />These partnerships enable greater service alignment, increased workforce accessibility, <br />and improved employment outcomes for Orange County residents. <br /> <br />Through coordinated service delivery, employer engagement, and community-based <br />partnerships, the Anaheim, Santa Ana, and Orange County Workforce Development <br />Boards remain committed to creating a streamlined, accessible, high-quality workforce <br />system. These efforts ensure that job seekers have the support they need to secure <br />meaningful employment and that businesses can access the talent required for economic <br />growth and sustainability. <br /> <br />B. Partners' Efforts to Collaborate on Co-Enrollment and Case Management <br /> <br />The local boards and America's Job Centers of California partners are committed to <br />integrating service delivery through strategic co-enrollment and common case <br />management. These approaches enhance coordination among workforce programs, <br />leverage limited resources, and improve outcomes for job seekers. By strategically co- <br />enrolling participants in multiple programs, the workforce system can streamline access <br />to services, avoid duplication, and maximize participant success. <br /> <br />The WDBs and AJCC partners work collaboratively through ongoing coordination efforts <br />to strengthen co-enrollment and common case management. At the point of intake, case <br />managers assess participant eligibility across multiple programs to determine whether co- <br />enrollment would provide additional benefits. Participants who authorize information <br />sharing are referred to relevant partner programs, ensuring they receive comprehensive <br />services tailored to their needs. <br /> <br />Regular partner meetings provide a platform for agencies to discuss co-enrollment <br />strategies, review best practices, and address service delivery challenges. Cross-training <br />sessions help ensure staff are knowledgeable about available workforce programs, <br />eligibility requirements, and referral processes to facilitate seamless participant <br />transitions between programs. <br /> <br />Co-enrollment is particularly beneficial for priority populations such as veterans, English <br />language learners, individuals with disabilities, justice-involved individuals, and public <br />EXHIBIT 2