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Monthly Labor Force Data for Selected Local Workforce Investment Areas
<br />December 2010 (Preliminary) Data Not
<br />Seasonally Adjusted
<br />Area
<br />Labor Force
<br />Employment Unemployment
<br />Rate
<br />Anaheim (City of)
<br />175,000
<br />155,100
<br />19,900
<br />11.4%
<br />Contra Costa County
<br />464,000
<br />416,700
<br />47,300
<br />10.2
<br />Foothill
<br />157,000
<br />143,100
<br />13,900
<br />8.9%
<br />Kern /Inyo /Mono Consortium
<br />388,700
<br />326,900
<br />61,800
<br />15.9%
<br />Kings County
<br />61,900
<br />51,500
<br />10,400
<br />16.8
<br />Los Angeles City
<br />1,923,500
<br />1,654,900
<br />268,600
<br />14.0%
<br />Los Angeles County
<br />1,804,600
<br />1,580,600
<br />224,000
<br />12.4%
<br />Merced County
<br />105,800
<br />84,500
<br />21,300
<br />20.1%
<br />Monterey County
<br />207,600
<br />173,500
<br />34,100
<br />16.4%
<br />North Central Counties Consortium
<br />118,700
<br />94,500
<br />24,200
<br />20.4516
<br />Orange County
<br />1,256,500
<br />1,157,500
<br />98,900
<br />7.9%
<br />Pacific Gateway (Long Beach)
<br />333,900
<br />294,100
<br />39,800
<br />11.9%
<br />Richmond City
<br />52,900
<br />43,700
<br />9,300
<br />17.5%
<br />Sacramento City /County Consortium
<br />670,900
<br />586,300
<br />84,600
<br />12.6%
<br />San Benito County
<br />26,600
<br />21,400
<br />5,200
<br />19.4%
<br />San Bernardino County
<br />770,800
<br />669,400
<br />101,400
<br />13.2%
<br />San Joaquin County
<br />298,900
<br />245,100
<br />53,800
<br />18.0%
<br />San Luis Obispo County
<br />135,400
<br />122,200
<br />13,200
<br />9.7
<br />Santa Ana City
<br />161,100
<br />138,600
<br />22,500
<br />14.0%
<br />South Bay
<br />281,400
<br />248,800
<br />32,600
<br />11.6%
<br />Stanislaus County
<br />237,000
<br />195,200
<br />41,800
<br />17.6%
<br />The Multi- Sector Partners recognize the California economy is unlikely to grow fast enough to make
<br />a serious dent in the overall unemployment rate near term. Often, when jobs are vacated the positions
<br />are not refilled immediately if at all; instead job duties are spread among existing staff and overtime is
<br />given to remaining employees or temporary workers are brought on. The result is that growth in
<br />permanent, full -time jobs is very slow, hiring choices are extremely selective, and competition for the
<br />few full -time openings that are available is fierce.
<br />Slow job growth and a buyer's market mentality in hiring will mean that current labor market data,
<br />expert career coaching, strategic training for high demand and emerging occupations, and strategic job
<br />development activities will be key to our success. Objective assessments of skills and career interests
<br />will help us better understand the limitations and barriers of our target population so that effective and
<br />realistic service strategies and support systems can be developed to help individual job - seekers
<br />overcome employment barriers. The Multi- Sector Partners will need to develop or identify specialized,
<br />industry- recognized training for jobs that provide participants livable wage employment and
<br />opportunities for growth. Fortunately, job opportunities can be found in emerging occupations in green
<br />building, clean technology, healthcare and health information technology, professional and business
<br />services, leisure and hospitality, information technology, and in some cases, manufacturing.
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