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Orange County WDBs PY 2025-28 Unified Local Plan <br /> <br />9 | Page <br /> <br />technology. Others make these tools available through community-based locations such <br />as libraries, community centers, and faith-based organizations. Establishing more <br />neighborhood access points in collaboration with local partners will further expand <br />workforce service accessibility. <br /> <br />Another key strategy for improving outreach and access is the Orange County WDB’s <br />use of a wheelchair-accessible mobile unit, which serves as a One-Stop on wheels. This <br />mobile unit has twelve computers and an external monitor for outdoor orientations and <br />workshops. It is regularly deployed to community events, libraries, partner agencies, and <br />parks and to targeted areas of Orange County that lack convenient access to a <br />comprehensive AJCC. The mobile unit also provides an essential touchpoint for engaging <br />hard-to-reach populations and ensuring workforce services are widely available. <br /> <br />The local boards are also exploring ways to enhance the user experience and streamline <br />access to workforce services through technology solutions. This includes redesigning <br />websites and web portals to be more intuitive and user-friendly, with clear pathways for <br />different customer groups to access the necessary information and resources. The <br />boards are also investigating the feasibility of developing online chat features and virtual <br />assistants to provide real-time support and guidance to users. <br /> <br />Other strategies to expand the reach and accessibility of services through technology <br />include: <br /> <br />• Producing orientation and informational videos in multiple languages to help job <br />seekers understand and navigate workforce programs <br />• Developing mobile-friendly versions of online resources and applications to ensure <br />access for individuals who primarily rely on smartphones for internet access <br />• Exploring partnerships with libraries, community centers, and faith-based <br />organizations to establish neighborhood access points where individuals can <br />connect to workforce services using computer labs or loaner devices <br />• Leveraging social media and digital marketing to increase awareness of workforce <br />programs and engage diverse populations <br /> <br />While technology can enhance access and efficiency, the boards recognize the <br />importance of balancing virtual and in-person services. Some individuals, particularly <br />those with limited digital literacy or access to technology, may struggle to benefit from <br />online services fully. The boards are committed to ensuring an equitable and inclusive <br />approach to service delivery that accommodates all customers' diverse needs and <br />preferences. This will require ongoing investment in staff professional development, <br />technology infrastructure, and partnerships to bridge the digital divide. <br /> <br />D. Coordination of Workforce Activities and Support Services <br /> <br />Supportive services are critical in ensuring job seekers can successfully participate in <br />workforce and education programs. These services provide individuals with the <br />necessary resources to overcome barriers that may prevent them from completing <br />EXHIBIT 2