HomeMy WebLinkAboutItem 09 - Biennial Modification to the PY 2021-24 Regional and Local Workforce Plan Community Development Agency
www.santa-ana.org/community-development
Item # 9
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
May 2, 2023
TOPIC: Biennial Modification to the PY 2021-24 Regional and Local Workforce Plan
AGENDA TITLE
Biennial Modification to the Program Year (PY) 2021-24 Regional and Local Workforce
Plan for Grant Funds Received from the Federal Title I Workforce Innovation and
Opportunity Act
RECOMMENDED ACTION
1. Approve the modification to the Regional and Unified Local Plan for PY 2021-24 and
direct staff to submit to the California Workforce Development Board and State of
California Employment Development Department.
2. Authorize the Mayor to execute all documents necessary for the submission of the
PY 2021-24 modified Regional and Unified Local Plan.
3. Authorize staff to submit revisions to the PY 2021-24 Regional and Unified Local
Plan should they be necessary as requested by the California Workforce
Development Board or California Employment Development Department.
DISCUSSION
Under the Workforce Innovation and Opportunity Act (WIOA), a biennial update of
region and local workforce plans is required to ensure plans remain current and account
for changes in labor market and economic conditions or other factors affecting the
implementation of the local plan (29 U.S. Code 3123).
The California Unified Strategic Workforce Development Plan (State Plan) is an
overarching state policy document that provides a conceptual outline for Local
Workforce Boards and their partners as they jointly develop regional and local plans.
The State Plan policy objectives, developed in collaboration with WIOA partners and
Local Boards, work towards the shared vision of creating a comprehensive system that
impacts poverty, promotes income mobility, and embeds equity as a cornerstone of
service-delivery.
As outlined under WIOA Section 106, Regional Plans provide a roadmap for alignment
of resources and investments to meet specific outcomes within the 15 Regional
Biennial Modification to the PY 2021-24 Regional and Local Workforce Plan
May 2, 2023
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Planning Units (RPU). Regional Plans are used to articulate how RPUs will build
intentionality around industry sector engagement, drive workforce development
outcomes across multiple jurisdictions, and expand on-ramps to career pathways for
individuals who experience barriers to employment.
WIOA Section 108 requires Local Plans to provide an action plan for operationalizing
the roadmap laid out in the Regional Plan by describing how individuals access services
through their local America’s Job Center of California (AJCC) system. Local Plans
articulate how Local Boards will coordinate with local partners to ensure person-
centered service-delivery.
In alignment with the recently revised State Plan, the draft Regional and Unified Local
Plans (Exhibit 1 and Exhibit 2) focus on the development of partnerships to create a
coordinated service delivery approach to targeted populations, including individuals with
barriers to employment and hard to serve populations.
In order to develop a Regional and Local Plan that represents all the moving parts
involved in the workforce system, staff from the Anaheim, County of Orange, and Santa
Ana Workforce Boards (Orange Region Planning Unit - ORPU) proactively engaged
community leaders and key partners through a series of community stakeholder
engagement sessions held in the fall of 2022. The ORPU collectively approached
leaders and decision makers as one workforce system. For this reason, the ORPU also
collaborated on the preparation of a Local Plan to develop a Unified Local Plan.
The draft Regional and Unified Local Plan concluded a 30-day public review and
comment period with no formal comments received. The Executive Committee of the
Santa Ana Workforce Development Board met on March 22, 2023 to approve the Plan
documents as presented and forward a recommendation to City Council to approve the
Regional and Unified Local Plan and authorize the Mayor to execute all documents to
allow staff to submit to the state by a June 30, 2023 deadline.
FISCAL IMPACT
There is no fiscal impact associated with this action.
EXHIBIT(S)
1. Exhibit PY 2021-24 Two Year Modification - Regional Plan
2. Exhibit PY 2021-24 Two Year Modification - Local Plan
Submitted By: Michael L. Garcia, Executive Director of Community Development
Approved By: Kristine Ridge, City Manager
REGIONAL PLAN
ORANGE REGIONAL PLANNING UNIT
2023 BIENNIAL
MODIFICATION TO THE
Program Year 2021-2024
EXHIBIT 1
Orange Regional Planning Unit
Contact: Annette Kelly-Whittle, Regional Organizer
Phone: (909) 362-7082
Email: Annette.whittle@orangeworkforcealliance.com
Anaheim Workforce Development Board
Contact: Marco Lucero
Phone: (714) 765-4341
Email: mlucero@anaheim.net
Orange County Workforce Development Board
Contact: Carma Lacy
Phone: (714) 480-6420
Email: carma.lacy@occr.ocgov.com
Santa Ana Workforce Development Board
Contact: Deborah Sanchez
Phone: (714) 565-2621
Email: dsanchez@santa-ana.org
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TABLE OF CONTENTS
I. INTRODUCTION AND OVERVIEW .......................................................................................................... 1
II. ANALYTICAL OVERVIEW OF THE REGION .............................................................................................. 4
A. Analysis of Employment and Unemployment Data .......................................................................... 8
B. Analysis of the Educational and Skill Levels of the Workforce, the Current Needs of Employers in
the Region, and Relevant Skill Gaps ........................................................................................................ 14
C. Analysis of Industries and Occupations with Existing and Emerging Demand ............................... 19
III. REGIONAL INDICATORS ............................................................................................................... 21
A. Regional Indicator and Associated Outcomes and Metrics ............................................................ 21
IV. FOSTERING DEMAND-DRIVEN SKILLS ATTAINMENT....................................................................... 25
A. In-Demand Industry Sectors for the Region ................................................................................... 25
B. Sector Strategies and Other Industry-Focused Initiatives .............................................................. 28
C. Strategies to Communicate with Regional Employers .................................................................... 30
V. ENABLING UPWARD MOBILITY FOR ALL CALIFORNIANS .................................................................... 31
A. Working with Businesses that Provide Quality Jobs ....................................................................... 31
B. Shared Target Populations and Targeted Service Strategies .......................................................... 32
C. Equity and Ensuring Equal Access to Training and Services ........................................................... 33
VI. ALIGNING, COORDINATING, AND INTEGRATING PROGRAMS AND SERVICES ................................ 35
A. Regional Service Strategies ............................................................................................................. 35
B. Regional Administrative Cost Arrangements .................................................................................. 36
VII. PRIORITY CONSIDERATIONS FOR PROGRAM YEARS 2021-24 ......................................................... 36
VIII. APPENDICES .................................................................................................................................... 40
A. Stakeholder and Community Engagement Summary (Attachment 1) ........................................... 41
B. Public Comments Received that Disagree with the 2023 Biennial Modification to the PY 21-24
Regional Plan (Attachment 2) ................................................................................................................. 44
C. SIGNATURE PAGE (Attachment 3) ...................................................................................................... 45
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I. INTRODUCTION AND OVERVIEW
With the passage of the Workforce Innovation and Opportunity Act (WIOA) of 2014,
Congress moved the national workforce system in a new direction regarding how to
approach economic and labor market demands. While establishing local workforce areas
over the last four decades has always considered local labor markets, WIOA recognizes
that economies tend to be regional and may extend beyond the political boundaries that
define local areas. WIOA’s recognition of regional economies led to California’s
establishment of Regional Planning Units (RPUs), which represent groups of local
workforce areas that work collaboratively to develop strategies reflecting the regional
economic needs of businesses and the workforce.
In accordance with federal and state guidance, the Orange Regional Planning Unit has
developed a four-year Regional Plan to guide strategic initiatives throughout Program
Years (PY) 2021-24, which cover June 1, 2021, through June 30, 2025. WIOA requires a
Biennial Modification to the Regional Plan. This 2023 version of the Plan serves as the
required update and, once approved by state officials, will become the official version of
the PY 21-24 Regional Plan from July 1, 2023, through June 30, 2025.
The Orange Regional Planning Unit
The Orange Regional Planning Unit (RPU) is comprised of the three local Workforce
Development Boards (WDBs) serving 34 cities and all unincorporated areas in Orange
County. The RPU includes the Anaheim Workforce Development Board, which serves
the City of Anaheim, the Santa Ana Workforce Development Board, which serves the City
of Santa Ana, and the Orange County Workforce Development Board, which serves the
remaining 32 cities and the unincorporated areas of Orange County.
Orange County is the third-most populous county in California (3,162,245 people in
2022)1 and the sixth-most populous in the nation. Orange County’s population declined
from 3,169,542 in 2022 and is projected to decrease by 17,537 over the next five years2.
This decrease reflects an outmigration brought about by rising costs in the region,
including housing costs which are among the highest in the state. This can make it difficult
for many young people and families to afford to live in Orange County.
Regional Plan Content
WIOA prescribes content for regional plans, which focus principally on the region's labor
market, economic conditions, growth industries, and other promising sectors, and how
the local workforce development system responds to these factors through sector-based
career pathway strategies. WIOA-required local plans supplement the mandatory
1 California Department of Finance, Demographic Research Unit
2 Lightcast, 2021, https://analyst.lightcast.io/.
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elements of the regional plan by describing how the workforce system partners
collaborate to develop and implement services that meet the unique needs of job seekers
and businesses in the region. Other required regional plan content, some unique to
California, includes regional indicators of success, job quality, and strategies promoting
equity.
Development of the Regional Plan and Its 2023 Modification
After the implementation of WIOA, an initial four-year plan was developed for the region,
which covered PY 2017-20. It was updated in 2019 in accordance with statutory
requirements. In response to guidance published by state officials in September 2020,
Orange RPU representatives began to prepare a new plan for PY 2021-24. However, the
context for this planning was unprecedented, as the COVID-19 pandemic was still in its
early stages before the widespread availability of vaccines and the reopening of
businesses and communities. The PY 21-24 Orange RPU Regional Plan reflects the
circumstances under which it was developed, highlighting the immediate and severe
impacts and limitations resulting from the pandemic, along with various uncertainties
regarding the economy, labor market, and workforce participation. The 2023 Biennial
Modification to the PY 21-24 Regional Plan has been developed under far different
circumstances than the original version. As such, RPU leadership has been able to
address regional approaches and initiatives from a clearer vantage point, where
reopening and recovery characterize the regional economic and community landscape.
The original PY 21-24 Regional Plan and this 2023 Modification have benefitted from the
intensive review of regional collaboration among the three local boards and input by
workforce system partners and other stakeholders. Community input during the 2020/21
process used to develop the Plan led to discussions about the differences between the
North and South Orange County communities. For some, the perception of South Orange
County is one of affluence with great beaches, schools, and upscale amenities. While
affluent areas exist in South Orange County, some vulnerable communities and families
live below the federal poverty line. Also noted during these discussions, South County
residents have access to fewer community resources and service providers than central
and north county areas. As described below, ten of the eleven cities with disadvantaged
census tracts are in North Orange County.
Impact of the Pandemic on Businesses and Workers
Orange County experienced several years of job growth and economic vitality, resulting
in record-low unemployment rates before the COVID-19 pandemic struck in early 2020.
The pandemic derailed this long growth streak. The long-term social and economic
impacts of this stall in economic growth remained to be seen when the Regional Plan was
being developed in December 2020 and early 2021. As the region has recovered and
transitioned to the endemic phase of the coronavirus, the economy is again characterized
by many pre-pandemic conditions, including full employment and growth in key sectors.
However, many community members and businesses still feel the social and economic
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hardship and disruptions that ensued during the height of the pandemic as they struggle
to regain footing. The county experienced widespread job loss and economic hardship
due to the pandemic, with many small businesses closing permanently.
The COVID-19 pandemic and the resulting economic fallout have disproportionately
impacted specific populations and communities. The impacts remain particularly
prevalent among Black people, Latinos, and other people of color. Additionally, the virus
has disproportionately affected communities of color, with higher infection and death
rates. The pandemic exacerbated existing inequalities and economic disparities,
highlighting the need for equitable policies, programs, and services that support the most
vulnerable populations and disinvested communities to address issues that include
disparities in access to healthcare, economic impact, and education. In Orange County,
census tracts identified as “disadvantaged” by the California Environmental Protection
Agency are located in the eleven Orange County cities of Fullerton, Anaheim, Santa Ana,
Garden Grove, Westminster, Stanton, Lake Forest, Huntington Beach, Costa Mesa,
Placentia, Buena Park.
The following economic and demographic analyses highlight the immediate and early
impacts of COVID-19 on Orange County and subsequent recovery, along with projections
for the region throughout the period addressed by the 2023 Biennial Modification to the
PY 21-24 Orange RPU Regional Plan.
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II. ANALYTICAL OVERVIEW OF THE REGION
There is no question that the COVID-19 pandemic wreaked havoc on the region’s
communities, labor market, and economy. The education system, with many schools
closed for in-person instruction schools adapted to new ways of teaching and learning.
Many schools moved to remote or online learning during the pandemic. Schools have
reopened, and many continue to offer hybrid programs where students alternate between
in-person and online instruction. However, the disruption in higher education is still felt
with low enrollments. California's community college enrollments have reached the lowest
rate in three decades. Since 2019, enrollment at over 116 campuses has dropped by an
estimated 300,000 students, a drastic decrease of 18%. The four Orange County
Community College Districts have seen a reduction in the student count in the Spring of
2022 by 43,732 compared to the same semester in 2019.
Economic factors will likely continue influencing student decisions amid rising inflation,
the possibility of a recession, and California’s high cost of living. Finances and family
responsibilities often take precedence over education for low-income families. A survey
conducted by the RP Group, a nonprofit research center, of former California community
college students found that one-third haven’t re-enrolled because they’ve prioritized work.
At the same time, 22% said they have prioritized taking care of family or other
dependents. Another 29% said they struggled to keep up with their classes 3.
Orange County’s Gross Domestic Product (GDP) took
a hit in 2020, dropping to 222,683,756.4 Orange
County’s economy ranked 3rd in California and 8th
nationally in 2021 based on its GDP. Orange County
has employed 1,598,700 in nonfarm jobs as of
December 2022. The median household income was
$85,400 in 2018, $25,100 above the national average.5
A little over a year after the COVID-19 pandemic began, economists and other observers
noted an increase in the job quit rate, as measured by the U.S. Bureau of Labor Statistics
(BLS) Job Openings and Labor Turnover Survey (JOLTS) program. While JOLTS
recorded a seasonally adjusted quit rate of 2.4% in the second month of the program’s
existence (January 2001), this rate was not surpassed until March 2021, when it reached
2.5 percent. The rate rose to 2.8% in April 2021, then 3.0% in December 20216. The rise
in the quit rate has been called the “Great Resignation,” with many popular press articles
speculating why individuals have become more willing to leave their current employers.
The fact that the labor force participation rate remains below its pre-pandemic high
suggests that some who quit their jobs found new jobs, and others exited the labor force.
3 Statewide Covid-19 Impact Surveys of Students and Employees
4 “GDP: U.S. Bureau of Economic Analysis (BEA).” GDP | U.S. Bureau of Economic Analysis (BEA), www.bea.gov/data/gdp.
5 Lightcast, 2021, https://analyst.lightcast.io/.
6 U.S. Bureau of Labor Statistics (bls.gov)
Year GDP
2017 $ 247,314,645
2018 $ 225,920,029
2019 $ 230,680,258
2020 $ 222,683,756
2021 $ 238,228,949
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This issue has likely contributed to the current unprecedented labor shortages, and a
challenge businesses are expressing across industries in finding talent to fill open
positions. Wages increased as companies worked to entice workers back to work after
COVID-19 restrictions were lifted. These wage gains, however, were diminished by the
high inflation the economy is experiencing.
The Orange County labor
force participation rate
reached 62.62% in
September. The rate is
well below the rate
before the pandemic. In
2019 the rate was
63.47%. It dipped to
61.08% in 2020 and even
lower in 2021 to 60.83%.
These numbers indicate
that some workers are still inactive despite momentum in the workforce. This may also
be the result of outmigration and workers opting to retire over returning to work.
The pandemic has significantly changed the landscape of work. One of the most notable
changes has been the shift toward remote work, which has become more common, and
some companies have shifted to permanent remote work strategies. Additionally, the
pandemic has accelerated the adoption of digital technologies and automation.
Companies rapidly digitized operations and processes to continue to operate during
lockdowns and social distancing measures, which accelerated the adoption of technology
use. The pandemic has also highlighted the importance of specific industries and
occupations, particularly those related to healthcare, logistics, and online delivery. It has
also shown the importance of gig economy workers and the need for better protection
and benefits.
The county is experiencing demographic
shifts with economic and workforce
implications. Orange County’s senior
population will continue to increase
significantly while working-age
populations fall. According to the
California Department of Finance,
estimates show that seniors 65-74 will
increase by 17.75%, the 74-84 group by
65.7%, and 85 or older will increase by
268.7%. The population change will
require increased employment in
healthcare and other senior service
0 50 100 150 200 250 300
0-4
5-19
20-64
65-74
74-84
85+
Orange County Projected Population Change
between 2020-20604
Source: CA DOF, Demographic Research Unit, Population Projections, Last update: March
2020
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occupations. The shrinking working-age population could impact economic prosperity and
cause more challenges for employers filling open positions.
Ethnic diversity in Orange County is high. The national
average for an area the size of Orange County is
1,289,103 racially diverse people, while there are 1.95
million in Orange County.7 Orange County’s diversity is
projected to continue to grow through 2060. Whites
(39%) and Hispanics8 (36%) make up the largest
percentage of the Orange County population. White
population declined by 8% between 2017 and 2023.9
Growing diversity will increasingly be a key workforce
and economic development advantage for Orange County. Diversity often creates an
environment where exchanging ideas, strategies, and viewpoints fuels innovation and
entrepreneurship, contributing to sustained economic success. Racial diversity
challenges local education providers and workforce development to support English
learners’ success by improving program support and creating innovative programs such
as vocational ESL programs. Non-English speakers represent 45.5% of Orange County
residents, which is higher than the national average of 21.9%. In 2018, Spanish was the
most common non-English language spoken, with 24.8% of Orange County residents
being native Spanish speakers. Vietnamese (6.44%) and Mandarin (2.94%) are the
second and third most common languages.10
Many diverse populations, low-income communities, communities of color, and immigrant
communities experience disproportionate economic and social impacts due to systemic
inequalities. These include limited access to education, employment opportunities,
healthcare, higher poverty rates, unemployment, and underemployment. Additionally,
these communities are more vulnerable to the impacts of natural disasters like COVID-
19, environmental pollution, and other forms of environmental injustice. The pandemic
has disproportionately affected these communities, with higher rates of illness and death
among people of color. Many within this population have been hit harder by the economic
downturn.
Industry employment, including self-employment, private household workers, and farm
and nonfarm jobs in Orange County, is projected to reach 1,890,300 by 2028, a 7.2%
increase over the ten-year projection period of 2018 to 2028. Eleven of the 13 nonfarm
industry sectors are projected to grow during this period.
7Lightcast, 2021, https://analyst.lightcast.io/.
8 Lightcast, 2021, https://analyst.lightcast.io/, Hispanic population includes all races that identify as Hispanic.
9 Lightcast, 2021, https://analyst.lightcast.io/.
10 Bureau, US Census. “American Community Survey Data Releases.” The United States Census Bureau, 31 July 2020,
www.census.gov/programs-surveys/acs/news/data-releases.2018.html.
39%
34%
22%
2%3%
Racial/Ethnic Breakdown 2020
White
Hispanic
Asian
Black
Other
Source:LIGHTCAST Labor Market Analytics, 2021
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Total nonfarm jobs are projected to gain 118,000 jobs by 2028. Significant job growth is
projected in four industry sectors. Educational, health services, and social assistance are
expected to gain 38,900 jobs, with 18,400 projected to be in ambulatory health care
services and 34,300 in health care and social services. Professional and business
services are projected to add 29,500 jobs. In 2020, leisure and hospitality were projected
to grow by 12.9%, adding 27,400 jobs. The growth projection has decreased to 8.8%,
adding 19,600 jobs. Construction projections also have fallen, with a projected increase
of 6,700 jobs by 2028 instead of 19,000 jobs by 2026.11
The industry sectors that added the most jobs between 2020 and 2023 are represented
in the chart below.
Jobs & Growth
NAICS Description 2020 Jobs 2023 Jobs 2020 - 2023 Change
62 Health Care and Social Assistance 191,913 215,168 23,255
72 Accommodation and Food Services 131,918 145,039 13,121
56 Administrative and Support and Waste Management and
Remediation Services 140,387 151,255 10,868
55 Professional, Scientific, and Technical Services 128,559 136,465 7,906
23 Educational Services 27,682 32,761 5,079
Source: LIGHTCAST 2023
Orange County is a thriving hub for medical device companies and cutting-edge industry
sectors, including life sciences, information technology, digital arts and media, and
11 Labor Market Information, EDD, 2021, www.labormarketinfo.edd.ca.gov
-3,800
1,600
2,300
3,000
3,400
4,200
5,400
6,700
7,400
19,600
29,500
34,300 4600
-10,000 -5,000 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 45,000
Manufacturing
Wholesale Trade
Other Services (excludes 814-Private Household Workers)
Information
Retail Trade
Transportation, Warehousing, and Utilities
Government
Construction
Financial Activities
Leisure and Hospitality
Professional and Business Services
Educational Services (Private), Health Care, and Social Assistance
Growth by Industry Sector
Source: EDD Labor Market Information
Health Care and Social Assistance
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advanced manufacturing. It is also known for its growing ecosystem of entrepreneurship
and innovation. Many Southern California startups concentrate on virtual and augmented
reality, cybersecurity, biomedical science, bioengineering, medical imaging, medical
device, and environmental health technologies. Over the next several years, Orange
County is poised to be at the center of emergent industries based on educational and
intellectual assets in the region. The county’s most robust traded clusters with a high
employment specialization in the area are medical device manufacturing (US Ranking 1),
lighting and electrical equipment manufacturing (US Ranking 2), apparel manufacturing
(US Ranking 3), information technology and analytical instruments manufacturing (US
Ranking 5), and financial services (US Ranking 6).12
A. Analysis of Employment and Unemployment Data
Unemployment as of December 2022 is at 2.5%, which is lower than the pre-pandemic
levels. Orange County had a positive economic outlook before the impacts of the COVID-
19 pandemic. In January 2020, Orange County had an unemployment rate of 2.9%, the
lowest in Southern California. In the preceding 12 months, the county’s unemployment
rate had not exceeded 3.1%. Before California’s first statewide stay-at-home order was
issued in March 2020, closing all nonessential businesses and restaurant dining, the
unemployment rate stood at 2.8% in February of that year. The economic disruption from
COVID-19 resulted in steep job losses, with the unemployment rate quadrupling at its
peak of 15.5% in May 2020, the highest unemployment rate ever recorded for Orange
County. The rates slowly declined to 7.7% in November 2020 and remained at 7.7% in
December 2020 when regional stay-at-home orders went back into effect. This rate
compares with an unadjusted unemployment rate of 8.8 percent for California and 6.4
percent for the nation during the same period.13
12 “U.S. Cluster Mapping: Mapping a Nation of Regional Clusters.” U.S. Cluster Mapping | Mapping a Nation of Regional Clusters,
www.clustermapping.us/.
13 Labor Market Information, EDD, 2021, www.labormarketinfo.edd.ca.gov/data/lmi-by-subjects.html.
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14
The unemployment rate is 2.5% as of December 2022, below the pre-pandemic level of
2.8% from February 2020. Unemployment rates sharply fell between January 2022 to
May 2022. In June, the levels increased and have fluctuated slightly since.
15
14 Labor Market Information, EDD, 2023, Local Area Unemployment Statistics Orange County
15 Labor Market Information, EDD, 2023, Local Area Unemployment Statistics Orange County
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Concentrated job loss in hospitality and tourism stung more sharply during the pandemic
in the Orange County region due to its economic dependence on tourism. In 2019, a
record 50.2 million travelers visited Orange County, spending $13.0 billion.16 However,
with the sustained closure during the pandemic of major tourism sites, especially
Disneyland Park, the leisure and hospitality industry and surrounding cities remain heavily
impacted. The percentage of unemployment by industry sector showed a grim picture for
industries that rely heavily on tourism. As of November 2020, retail trade had the highest
unemployment numbers at 16,063, and accommodation and food services had 10,815
unemployed. Other industries with high numbers of unemployment include healthcare
and social assistance (11,628), manufacturing (11,215), and construction (9,371). 17
16 Orange County Visitors Association, 2019, Orange County Visitors Association 2019-2021 Destination Marketing Plan,
www.travelcostamesa.com/visittheoc/wp-content/uploads/2019/08/Marketing.pdf.
17 Lightcast, 2021, https://analyst.lightcast.io/.
0%
1%
5%
11%
5%
11%
5%
10%
0%
3%
1%
2%
4%
2%
16%
3%
11%
9%
0%
0%
0%
0%
2%
4%
14%
2%
13%
4%
10%
1%
4%
2%
2%
2%
5%
12%
4%
10%
8%
0%
1%
1%
0%5%10%15%
No Previous Work Experience/Unspecified
Government
Other Services (except Public Administration)
Accommodation and Food Services
Arts, Entertainment, and Recreation
Health Care and Social Assistance
Educational Services
Administrative and Support and Waste…
Management of Companies and Enterprises
Professional, Scientific, and Technical Services
Real Estate and Rental and Leasing
Finance and Insurance
Information
Transportation and Warehousing
Retail Trade
Wholesale Trade
Manufacturing
Construction
Utilities
Mining, Quarrying, and Oil and Gas Extraction
Agriculture, Forestry, Fishing and Hunting
Percent of Unemployment by Industry Sector
November 2020
% of National Unemployment % of Regional Unemployment
Source: LIGHTCAST Labor Market Analysis, 2021
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The leisure and hospitality industry has rebounded, recovering all jobs lost during the
pandemic. However, subsector unemployment in retail trade (11%) remains high.
Construction (14%) and manufacturing (13%) are other Orange County industries with
high unemployment rates above the national average.
The pandemic-induced recession caused a loss of 267,400 nonfarm jobs between
February and April 2020 in Orange County. The employment loss between March and
April of 2020 alone was 225,800, the largest ever recorded in a single month. All industry
sectors experienced declines between February and April, but leisure and hospitality
(down 102,800) accounted for 38 percent of the total nonfarm job loss during this period18.
Most of the decline was between March and April, with a loss of 90,300 jobs. Seventy-
seven percent of the drop occurred in accommodation and food services (down 70,300
jobs), led by decreases in food services and drinking places (down 59,800 jobs). Other
18 Labor Market Information, EDD, 2023, Orange County monthly industry employment
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significant drops during this period include arts, entertainment, and recreation, which fell
by 20,000 jobs. Trade, transportation, and utilities decreased by 31,400 jobs, with retail
trade accounting for 66 percent of the decline (down 20,800 jobs). Wholesale trade
dropped by 8,800 jobs, and transportation, warehousing, and utilities decreased by 1,800
jobs. Professional and business services declined by 29,200 jobs. Administrative and
support services, which includes temporary help firms, dropped by 18,900 jobs.19
Pandemic Job-Related Losses 20
Industry Feb-20 Mar-20 Apr-20 Dec-20 Feb to
Apr
%
change
April 2020
to
December
2022
% of
losses
recovered
Shortfall
as of
December
2022
Total Nonfarm 1,683,400 1,660,200 1,414,000 1,540,100 -267,600 15.9% 293,200 108.8% 23,800
Construction 106,400 103,000 92,700 100,700 -8,600 8% 15,600 114% 1,900
Manufacturing 159,000 158,200 143,900 148,700 -15,500 9.8% 13,900 92.1% -1,200
Transportation &
Warehousing 27,300 26,800 24,300 29,200 -2,400 9.0% -6,700 -223.3% -9,700
Professional &
Business Services 327,900 321,800 289,200 315,600 -37,900 12% 47,600 123% 8,900
Educational Services 33,400 32,400 26,100 29,100 -3,400 9.9% 11,300 154.8% 4,000
Health Care & Social
Assistance 205,800 204,000 181,200 203,300 -28,000 14.0% 39,500 160.6% 14,900
Leisure & Hospitality 225,800 220,300 133,100 148,900 -102,800 45.2% 90,700 97.8% -2,000
Other Services 54,400 52,900 34,600 42,600 -17,800 35.0% 17,600 88.9% -2,200
Government 168,000 169,100 159,000 154,500 -6,700 4.0% 3,200 35.6% -5,800
Employment Recovery
In December 2020, as
California moved slowly
toward reopening, regional
differences contributed to the
pace of recovery. The depth of
job losses and Orange
County’s reliance on service
sectors meant the region
would have to make up more
ground than other regions in
the state. How quickly
businesses reopened and how
public health risks evolved
contributed to their viability.
The recovery pace was slower
for sectors and companies that relied on in-person interaction. As of December 2020, the
county recovered 142,800 nonfarm jobs, equivalent to 53% of the job losses since the
pandemic recession. Most industries are experiencing incremental job gains monthly.
Transportation, utilities, and construction jobs have exceeded pre-pandemic levels, with
the largest month-over increase, up 4,200 jobs. Wholesale trade gained 1,800 jobs, retail
19 Labor Market Information, EDD, 2021, https://www.labormarketinfo.edd.ca.gov/geography/orange-county.html
20 Labor Market Information, EDD, 2023, Industry Employment & Labor Force
25,700
141,700 131,800
155,600 153,000
189,100
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
180,000
200,000
Dec-20 Dec-21 Mar-22 Jun-22 Sep-22 Dec-22
Jobs Recovered between
June 2020 to December 2022
Source: EDD Labor Market Information
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trade added 1,500 jobs, and transportation, warehousing, and utilities expanded by 900
jobs.21 As of December 2022, the county recovered 189,100 nonfarm jobs.
Most businesses in the
County have less than 49
employees. The revenue
of small businesses in
April 2020 decreased by
52.1% compared to
January 2020. As of
February 06, 2022, total
small business revenue
increased by 6.2%
compared to January
2020. The number of
small businesses open in
February 2022 increased by 5.1% compared to January 2020.
As of December 2022, Orange County has recovered from its job losses during the
pandemic. Orange County lost 269,400 nonfarm jobs between February 2020 and April
2020. As of December 2022, OC has recovered 100% of the jobs it lost during the
pandemic. The County gained 288,400 nonfarm jobs between April 2020 to December
2022. Government, manufacturing, financial services, and other services are industries
that have yet to recover fully.
Orange County Employment Recovery 22
Title Feb 20 - Apr 20 Apr 20 - Dec 22 Surplus/Deficit
Total Nonfarm (269,400) 288,400 19,000
Leisure & Hospitality (92,700) 95,800 3,100
Trade, Trans. &
Utilities
(39,200) 45,000 5,800
Prof. & Bus. Svcs. (38,600) 48,400 9,800
Edu. & Health Svcs. (31,900) 50,300 18,400
Other Services (19,800) 14,200 (5,600)
Manufacturing (15,200) 14,400 (800)
Construction (13,700) 16,700 3,000
Government (9,000) - (9,000)
Financial Activities (7,000) 800 (6,200)
Information (2,300) 2,800 500
21 Labor Market Information, EDD, 2021, www.labormarketinfo.edd.ca.gov/data/lmi-by-subjects.html.
22 EDD Labor Market Information Division - Home Page (ca.gov)
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According to Opportunity
Insight’s Economic Tracker,
the drastic difference between
the low and high quartiles
shows that the pandemic
disproportionately affected
lower-income bracket workers.
In Orange County, as of
November 15, 2020,
employment rates among
workers in the bottom wage
quartile (<$29K) decreased by
21.9%, the middle quartile
($29K-$73K) decreased by
8%, and the high quartile (>$60k) increased 7.9% compared to January 202023. The
same data, as of November 2022, shows those in the bottom quartile still have the largest
drop in employment rates compared to January 2020, at 23.3%. Minority residents mostly
held these lower-paying jobs and became much more financially insecure and unstable
in this economic crisis.
B. Analysis of the Educational and Skill Levels of the Workforce, the Current Needs
of Employers in the Region, and Relevant Skill Gaps
Orange County is home to major
universities such as the
University of California, Irvine
(UCI), California State
University, Fullerton (CSUF),
and Chapman University. The
County has four community
college districts with nine
community colleges. These
community colleges annually
educate approximately 310,000
students in credit and noncredit
courses.
23 “The Economic Tracker.” Economic Tracker, tracktherecovery.org/.
5%
0%
18%
1%
2%
46%
28%
Percent of workers in jobs paying $15.00 or less
Black or African
American
American Indian or
Alaska Native
Asian
Native Hawaiian or
Other Pacific Islander
Two or More Races
Hispanic or Latino
White
Source: LIGHTCAST Labor Market Analysis, 2021
Less Than …9th Grade to
12th Grade
6%
High School
Diploma
17%
Some College
19%
Associate's
Degree
8%
Bachelor's
Degree
27%
Graduate
Degree and
Higher
16%
Orange County Educational Attainment -2022
Source: LIGHTCAST, Labor Market Analytics, 2023
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Orange County’s primary competitive advantage is a talent pool of highly educated,
qualified residents. In Orange County, 50% of adults over 25 have an associate degree
or higher, while only 13.49% lack a high school diploma. Orange County residents with
bachelor’s degrees are 6.3% above the national average, and 7.7% hold an associate
degree, which is 0.9% below the national average.
Education data covers
the population aged
25 years or older,
indicating the highest
level of education
achieved. Inequitable
access to
postsecondary
education is a
persistent
problem. One way in
which this manifests is
through widely varying
educational
attainment across
races and ethnicity.
California’s Post-secondary to Prosperity Dashboard shows that only 16% of Latino
residents hold a four-year degree. The dashboard also shows that most Latino residents
have no college experience (59%), greater than all other groups.24
The most popular college majors in Orange County are Liberal Arts and Sciences (16,678
and 20%), Business Administration and Management (7,978 and 9%), and General
Psychology (3,041 and 4%).
Orange County Regional Institutions Top Program Completions 25
CIP Code Program Completions (2021)
24.0101 Liberal Arts and Sciences/Liberal Studies 16,678
52.0201 Business Administration and Management, General 7,978
42.0101 Psychology, General 3,041
30.9999 Multi-/Interdisciplinary Studies, Other 2,636
51.3801 Registered Nursing/Registered Nurse 2,161
24.0103 Humanities/Humanistic Studies 1,863
11.0701 Computer Science 1,631
09.0101 Speech Communication and Rhetoric 1,522
30.0101 Biological and Physical Sciences 1,512
24.0101 Liberal Arts and Sciences/Liberal Studies 16,678
24 “P2P Regions.” California Competes, californiacompetes.org/p2p/regions?region=orange.
25 Lightcast, 2022, https://analyst.lightcast.io/.
0
100,000
200,000
300,000
400,000
500,000
600,000
Hispanic Asian White Other Black
2022 Educational Attainment by Race/Ethnicity
Less Than High School High School Diploma College Degree
Source: LIGHTCAST, Labor Market Analytics, 2022, Hispanic group contains all combined races
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The employer need
in the Orange
County region is
based on job
postings,
employment data
analysis, and
educational
programs’ completions. Per the two-digit Standard Occupational Classification (SOC)
code group, twenty-four occupations and 638 programs in the region of study may train
for these occupations. Of these programs, there were 84,384,331 program participant
completions in 2021 and 233,945 job openings. The job openings are up from the 2019
number of 196,852.
Identified in the table below are the occupations with the highest projected skills gap for
Orange County between 2022 and 2027. This analysis indicates a continued need to
identify strategies to fulfill training requirements in various high-gap occupational areas.
The research includes data based on the following:
• Occupations where the 2022 median hourly wage exceeds $16.00 an hour.
• Openings greater than 10 (openings represent replacement jobs and BLS growth
estimates).
• Entry-level education greater than a postsecondary nondegree award less than a
bachelor’s degree.
• Top 20 occupations with skills gaps (skills gap is the difference between the projected
openings and completions).
• The openings figure estimates the change in growth and replacement jobs (i.e., growth
+ replacements = openings). Growth captures the change in the total number of
workers employed in an occupation. At the same time, replacement jobs are estimates
of workers permanently leaving a career and needing to be replaced by new hires. A
combination of both numbers indicates total openings.
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Skills Gap by Occupation 26
SOC Description 2022
Jobs
2027
Jobs
2022 -
2027
Change
2022 -
2027
Replace
ment
Jobs
2022 -
2027
Openings
Region
al
Compl
etions
(2021)
Skills
Gap
Median
Hourly
Earnings
Typical
Entry-Level
Education
43-3031
Bookkeeping,
Accounting, and
Auditing Clerks
18,815 18,891 76 11,625 11,751 858 10,893 $22.76 Some college,
no degree
31-1131 Nursing Assistants 8,207 9,184 977 6,469 7,446 146 7,300 $18.61
Postsecondar
y nondegree
award
53-3032 Heavy and Tractor-
Trailer Truck Drivers 10,813 11,312 499 6,473 6,972 0 6,972 $24.09
Postsecondar
y nondegree
award
31-9092 Medical Assistants 8,558 9,603 1,046 6,281 7,327 2,580 4,747 $18.51
Postsecondar
y nondegree
award
31-9091 Dental Assistants 5,095 5,697 601 3,852 4,453 215 4,238 $23.29
Postsecondar
y nondegree
award
25-9045
Teaching Assistants,
Except
Postsecondary
10,095 10,866 771 6,106 6,877 2,639 4,238 $17.99 Some college,
no degree
29-2061
Licensed Practical
and Licensed
Vocational Nurses
6,782 7,463 682 2,872 3,553 560 2,993 $30.64
Postsecondar
y nondegree
award
49-3023
Automotive Service
Technicians and
Mechanics
5,247 5,454 207 2,618 2,825 278 2,547 $25.57
Postsecondar
y nondegree
award
39-5012
Hairdressers,
Hairstylists, and
Cosmetologists
2,383 3,353 970 1,959 2,929 492 2,437 $15.84
Postsecondar
y nondegree
award
39-5092 Manicurists and
Pedicurists 3,619 4,491 872 2,537 3,409 1,108 2,301 $14.00
Postsecondar
y nondegree
award
23-2011 Paralegals and
Legal Assistants 3,644 4,112 468 2,077 2,545 265 2,280 $27.09 Associate's
degree
31-9094 Medical
Transcriptionists 2,143 2,187 44 1,813 1,859 50 1,809 $17.49
Postsecondar
y nondegree
award
31-9097 Phlebotomists 1,739 2,093 353 1,347 1,701 1 1,700 $24.07
Postsecondar
y nondegree
award
31-9011 Massage Therapists 1,519 1,923 404 1,151 1,554 64 1,490 $22.79
Postsecondar
y nondegree
award
49-9021
Heating, Air
Conditioning, and
Refrigeration
Mechanics and
Installers
3,396 3,664 268 1,659 1,927 443 1,484 $31.15
Postsecondar
y nondegree
award
29-1292 Dental Hygienists 3,328 3,710 381 1,142 1,523 117 1,406 $48.83 Associate's
degree
43-4151 Order Clerks 2,187 2,063 (124) 1,254 1,254 26 1,228 $18.34 Some college,
no degree
17-3011 Architectural and
Civil Drafters 2,247 2,304 57 1,299 1,356 147 1,209 $30.41 Associate's
degree
49-2022
Telecommunications
Equipment Installers
and Repairers,
Except Line
Installers
1,750 1,679 (71) 975 975 34 941 $30.36
Postsecondar
y nondegree
award
17-3023
Electrical and
Electronic
Engineering
Technologists and
Technicians
1,852 1,832 (20) 987 987 82 905 $32.11 Associate's
degree
26 Lightcast, 2023, https://analyst.lightcast.io/.
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The top three hard skills requested by employers in job postings between January 2020
to January 2021 were accounting, auditing, and customer relationship management. The
following charts show the top specialized skills and the top common skills in relation to
the frequency these skills appeared in job seeker profiles. Specialized skills are primarily
required within a subset of occupations or equip one to perform a specific task. They are
also known as technical skills or hard skills. Common Skills are prevalent across many
different occupations and industries, including personal attributes and learned skills. They
are also known as soft skills, human skills, and competencies.
0%2%4%6%8%
Nursing
Restaurant Operation
Warehousing
Merchandising
Selling Techniques
Invoicing
Auditing
Finance
Accounting
Marketing
Top Specialized Skills
Frequency in Job Postings Frequency in Profiles
Source: Lightcast 2023
0%5%10%15%20%25%30%35%40%
Detail Oriented
Problem Solving
Writing
Communications
Operations
Microsoft Excel
Leadership
Management
Customer Service
Sales
Top Common Skills
Frequency in Job Postings Frequency in Profiles
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C. Analysis of Industries and Occupations with Existing and Emerging Demand
The RPU analyzed location quotient, total jobs, and competitive effect data to identify
industries and occupations with emerging demand. An analysis of location quotient data
demonstrated which occupations and industries are specialized in the Orange County
region (compared to the national average). The competitive effect indicates how much
job change results from some distinct competitive advantage in the area. The competitive
effect measures the job change that cannot be explained by national growth and industry
mix. The difference in competitive effect points to regional-specific factors on the change
in local employment numbers. Factors such as labor force training and education, skills,
transportation, supply chains, aging demographics, and other regionally influenced
factors may impact these industries’ and occupations’ competitiveness.
Using the 3-digit NAICS code, the
emerging industries identified had a
location quotient that increased
between 2017 and 2022 and had a
location quotient of less than 1.2. The
industry list was filtered to include
industries with a competitive effect
greater than 1 percent change in jobs
higher than 10% and more than 1,000 jobs. The following chart consists of a list of the
top thirteen emerging industries in Orange County. This combined list of sectors
accounted for 321,154 jobs in 2022. This group of industries is projected to grow to
490,109 jobs by 2027.
Industries with Emerging Demand
NAICS Description 2017
Jobs
2022
Jobs
2017 -
2022
Change
2017 -
2022 %
Change
Competitive
Effect
2017
Location
Quotient
2022
Location
Quotient
812 Personal and Laundry Services 14,962 17,548 2,586 17% 3,022 0.92 1.12
621 Ambulatory Health Care Services 83,749 96,902 13,153 16% 5,060 1.04 1.12
624 Social Assistance 41,158 49,209 8,051 20% 4,189 1.00 1.11
446 Health and Personal Care Stores 11,540 12,173 633 5% 1,104 0.98 1.09
611 Educational Services 26,794 32,837 6,044 23% 5,177 0.86 1.03
325 Chemical Manufacturing 7,937 8,844 908 11% 315 0.87 0.92
454 Nonstore Retailers 5,371 6,377 1,006 19% 405 0.84 0.91
623 Nursing and Residential Care Facilities 26,290 26,328 39 0% 2,887 0.71 0.81
814 Private Households 1,624 1,903 278 17% 690 0.51 0.81
312 Beverage and Tobacco Product
Manufacturing 1,862 2,359 497 27% 124 0.64 0.68
622 Hospitals 31,995 32,653 658 2% 516 0.58 0.59
902 State Government 25,468 25,822 354 1% 940 0.50 0.52
515 Broadcasting (except Internet) 962 1,006 44 5% 177 0.32 0.40
484 Truck Transportation 5,016 6,074 1,058 21% 776 0.31 0.36
481 Air Transportation 903 1,119 216 24% 237 0.17 0.21
Source: LIGHTCAST, 2023
Mature Growing
Location Quotients are
greater than 1.2 and
steadily decreasing
Location Quotients are
greater than 1.2 and
steadily increasing
Declining Emerging
Location Quotient is less
than 1.2 and steadily
decreasing
Location Quotient is less
than 1.2 and steadily
increasing
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The following is a list of the occupations in Orange County with emerging demand. These
occupations have a location quotient of less than 1.2 as of 2022. The location quotient
has increased since 2017. The competitive effect is positive in these professions,
demonstrating a high degree of regional-specific factors influencing job growth.
Occupations with Emerging Demand
SOC Description 2017 Jobs 2022
Jobs
2017 -
2022
Change
Median
Hourly
Earnings
Competiti
ve Effect
2017
Location
Quotient
2022
Location
Quotient
31-1100
Home Health and Personal Care Aides;
and Nursing Assistants, Orderlies, and
Psychiatric Aides
44,489 57,510 13,021 $14.15 9,736 0.88 1.08
53-6000 Other Transportation Workers 3,225 3,596 372 $14.92 895 0.77 1.04
21-1000 Counselors, Social Workers, and Other
Community and Social Service Specialists 21,472 23,687 2,215 $25.30 490 0.95 0.99
35-1000 Supervisors of Food Preparation and
Serving Workers 10,199 13,637 3,438 $18.32 1,340 0.87 0.98
27-4000 Media and Communication Equipment
Workers 2,082 2,246 164 $23.52 330 0.82 0.97
25-1000 Postsecondary Teachers 13,553 13,946 393 $45.12 686 0.91 0.97
25-9000 Other Educational Instruction and Library
Occupations 16,767 17,382 614 $18.86 371 0.92 0.95
19-3000 Social Scientists and Related Workers 2,432 2,557 124 $48.37 30 0.88 0.90
19-4000 Life, Physical, and Social Science
Technicians 3,377 3,676 300 $24.30 305 0.81 0.90
27-3000 Media and Communication Workers 5,562 5,623 61 $32.45 57 0.85 0.87
29-2000 Health Technologists and Technicians 23,974 27,571 3,597 $28.58 3,229 0.75 0.86
29-1000 Healthcare Diagnosing or Treating
Practitioners 46,324 52,960 6,637 $56.77 3,765 0.76 0.83
51-3000 Food Processing Workers 6,809 7,256 446 $16.09 282 0.76 0.80
29-9000 Other Healthcare Practitioners and
Technical Occupations 645 1,190 545 $30.02 106 0.71 0.79
39-2000 Animal Care and Service Workers 1,405 2,386 980 $14.46 543 0.59 0.78
47-4000 Other Construction and Related Workers 3,028 3,426 397 $28.07 239 0.67 0.73
25-2000
Preschool, Elementary, Middle,
Secondary, and Special Education
Teachers
28,039 28,871 832 $42.52 649 0.64 0.66
51-8000 Plant and System Operators 1,411 1,732 321 $38.72 380 0.42 0.54
39-4000 Funeral Service Workers 266 372 106 $17.12 109 0.37 0.53
33-1000 Supervisors of Protective Service
Workers 1,169 1,649 480 $57.20 217 0.38 0.44
45-4000 Forest, Conservation, and Logging
Workers 117 222 105 $16.42 102 0.20 0.38
53-2000 Air Transportation Workers 1,029 1,069 40 $49.13 44 0.33 0.35
53-5000 Water Transportation Workers 182 294 112 $33.93 115 0.20 0.33
45-1000 Supervisors of Farming, Fishing, and
Forestry Workers 107 150 43 $21.86 40 0.21 0.29
Source: LIGHTCAST, 2023
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III. REGIONAL INDICATORS
The California Workforce Development Board has established “regional indicators” to
assess coordination and measure progress within California’s 15 RPUs. The indicators
serve to track processes and activities utilized by regions, providing a foundation for
regional approaches that align with the needs of businesses in key sectors.
Regions must choose at least one of the following indicators:
Indicator A: The region has a process to communicate industry workforce needs to
supply-side partners.
Indicator B: The region has policies supporting equity and strives to improve job quality.
Indicator C: The region has shared target populations of emphasis.
Indicator D: The region deploys shared/pooled resources to provide services, training,
and education to meet the target population's needs.
A. Regional Indicator and Associated Outcomes and Metrics
Members of the three WDBs that comprise the Orange RPU selected indicator A: The
region has a process to communicate industry workforce needs to supply-side partners.
Indicator A encourages regions to examine supply and demand in key regional sectors
and occupations. It requires workforce boards to understand employer demands such as
skills, competencies, and the number of positions available in associated jobs. Indicator
A asks regions to establish a benchmark around placement into these key jobs and work
with supply-side partners to understand the demands and adjust their training services
and recruitment as necessary. Supply-side partners refer to a range of potential regional
workforce system partners, including community colleges, adult education providers,
alternative training providers, human service agencies, and community-based
organizations (CBOs). Aligning industry workforce needs and supply-side offerings is
critical to understanding the opportunities in regional economies and overcoming the
challenges associated with disconnected tracking and reporting systems between training
and service providers and employers.
In accordance with guidelines provided in connection with Regional Plan Implementation
grants administered by the State Board, regional outcomes and metrics have been
established for Indicator A.
Outcomes
Outcomes and associated strategies and metrics have been established for the indicator.
Outcome 1: Region has developed benchmarks and measurements to track improvement
in the number of individuals placed in jobs that align with the sectors and occupations
emphasized in the Regional Plan. Target sectors include advanced manufacturing;
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healthcare; information and communications technology, including digital media; and
retail, hospitality and tourism.
Strategies to be used to achieve this outcome will include, but not be limited to, the
following:
1.a. Identify a minimum of two demand job classifications per sector to track
1.b. Capture and record jobs to be filled in identified job classifications
1.c. Broadcast jobs to be filled via a regional website
1.d. Track enrollments in training for demand job classifications as reported in CalJOBS
1.e. Track placements made by systems partners using CalJOBS
1.f. Track year-over-year increases in demand job placements for target sectors that
are recorded in CalJOBS, adding placements from non-CalJOBS users over time.
Metrics for this outcome are:
1.a. Number of Job Classifications for Which Information will be Provided to Supply-
Side Partners: As a measure of effectiveness in identifying the workforce needs of
industry, the number of jobs classifications or job titles that the region will track.
This will be no less than two demand job classifications per each of the region’s
four target sectors.
1.b. Number of Demand Job Openings Captured: As a measure of effectiveness in
identifying the workforce needs of industry, the number of jobs identified annually
in the selected classifications.
1.c. Number of Demand Jobs Broadcast to Supply-Side Partners: As a measure of
effectiveness in communicating demand to supply-side partners, the number of
jobs broadcast to the partners.
1.d. Number of Individuals Trained for Demand Jobs as Reported in CalJOBS: As a
measure of responsiveness to industry demand, the number of individuals enrolled
in training to prepare them for demand jobs in target sectors. Initially, individuals
tracked will be those reported in CalJOBS. Subsequently, trainees tracked through
other data management system, will be included.
1.e Number of Individuals Placed in Target Sector Demand Job Classifications: As a
measure of responsiveness to industry demand, the number of individuals placed
in demand jobs in targeted sectors. Initially, individuals tracked will be those
reported in CalJOBS. Subsequently, placed individuals tracked through other data
management systems will be included.
For each of the foregoing measures, year over year increases will be tracked and
reported.
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Outcome 2: Region has developed benchmarks and methods to track workforce partner
professional development training on priority sectors and industry workforce needs.
Strategies to be used to achieve this outcome will include, but not be limited to, the
following:
2.a. Distribute EDD monthly labor market information to partners
2.b. Provide professional development training for workforce system partners and
staff that addresses the needs of target sectors and its demand occupations
2.c. Develop regional training reports for each target sectors
2.d. Track training participation
2.e. Survey training effectiveness and perception of knowledge gains
Metrics for this outcome are:
2.a. Percentage of Monthly Information “Blasts” Met: As a measure of efficiency in
sharing information with supply-side stakeholders, 100% of planned monthly LMI
and other sector-related information “blasts” to stakeholders will be achieved.
2.b. Number of Staff Development Training Sessions: As a measure of availability and
access, the number of annual sessions during which staff can participate in
training, whether in-person or through other modalities.
2.c. Number of Staff Development Training Participants: As a measure of impact on
overall system capacity, the total number of WIOA-funded staff and workforce
system partner representatives who annually participate in training.
2.d. Staff Development Training Participant Evaluation on “Ability to Apply Information
Learned:” As a measure of customer satisfaction regarding training relevance and
utility of information provided, 80% of participants will indicate that they can apply
information learned to their work.
B. Impact of Indicators and Metrics on Service Delivery
Local workforce system leaders chose to concentrate their joint efforts on communicating
industry workforce needs to supply-side partners. This indicator holds significant promise
to increase the effectiveness of the workforce system in supporting businesses that are
driving economic growth and creating opportunities for prosperity among workers in the
region. The emphasis on supporting training and recruitment of workers for demand
occupations within priority industries will increase the effectiveness of local boards, their
providers, and system partners in developing and implementing sector strategies. Effects
of local service delivery will include:
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Building Greater Understanding of the Region’s Priority Sectors: Frontline staff at
America’s Job Centers of California (AJCCs), which are administered by the three local
workforce development boards in Orange County, have a working understanding of the
four regional target sectors, as do the staff of many of the local workforce system partners.
As a result of the training that will be provided in connection with the selected regional
indicator, knowledge among staff regarding these key industries will not only be increased
but also a greater shared understanding of the sectors among the system partners.
Development of Specific Sector Strategies: As measures established for the regional
indicator require performance in terms of training and placement, the local boards will
work together to develop specific strategies for recruiting new workers for each of the
region’s priority sectors.
Increased Collaboration with Training Providers: To meet the workforce needs for specific
occupations with the four target industries, local workforce boards and other partners will
collaborate more closely with community colleges, adult schools, and training providers
to ensure that courses are available to address businesses’ needs for trained employees
and that curricula reflects industry input.
Improving the Framework for Information Sharing: As a core objective for the selected
indicator is to communicate information from businesses to supply-side partners,
structured protocols will be developed for sharing information through direct messaging
and web-based postings. These efforts will provide a model for information sharing across
the many organizations comprising Orange County’s workforce development delivery
system.
Strengthening Messaging to Businesses: Adopting the selected regional indicator will
require the local boards and system partners to develop strong, consistent messaging
around the specific strategies and services available to businesses to meet their talent
sourcing and training needs.
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IV. FOSTERING DEMAND-DRIVEN SKILLS ATTAINMENT
The local workforce development boards in Orange County and their workforce system
partners are committed to supporting businesses of all types and sizes. However, central
to the overall workforce development strategy for the region is a focus on industries that
drive the economy. In addition to labor market information published by the California
Employment Development, industry-specific information and intelligence are gathered
from representatives of businesses in priority sectors and help to inform the content and
quality of local workforce programs and regional initiatives.
A. In-Demand Industry Sectors for the Region
The Orange RPU has identified four priority sectors (or industry clusters), each with a
substantial current and potential impact on the regional economy based on labor market
information. Advanced manufacturing; healthcare; information and communication
technology, including digital media; and retail, hospitality and tourism not only drive the
county’s economy but contribute to the growth and stability of other supporting
businesses, industry sectors, and jobs that lead to economic self-sufficiency and
advancement opportunities for Orange County residents.
NAICS industry codes included in each sector
Industry NAICS
Advanced Manufacturing
3241, 3251-54, 3259, 3271, 3279,
3311, 3313, 3315, 3331-3333,
3336, 3339, 3341-3346, 3351-3353
Healthcare 621,622,623
Information and Communications
Technology (ICT)/Digital Media 51, 5415
Retail, Hospitality, & Tourism 44, 45, 71,72
Advanced Manufacturing
The advanced manufacturing sector has 150,795 full and part-time jobs. The average
earnings per job in 2022 was $118,252. There were 5,353 payrolled manufacturing
businesses in the Orange County region in 2020. Manufacturing has been declining in
the region; between 2017 and 2022, the industry declined by 4%. Nationally
manufacturing increased by 1% for the same period. The expected change between 2022
to 2027 is -2%, with a loss of 3,423 jobs in the region. Automation, changes in skills
required to perform new tasks, import competition, and a decrease in mobility are all
reasons cited as contributions to the decline. Despite the declining jobs, advanced
manufacturing is a priority in the Orange RPU due to the number of jobs and the impact
on the local economy, given the sector’s total gross regional product (GRP) of $18.6
billion. The sector represents approximately 12.8% of the county’s total GRP. The
advanced manufacturing sector has highly specialized and growing advanced
manufacturing subsectors in the county. Medical equipment and supplies manufacturing
had a concentration in the Orange County region that is five times higher than typical in
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other areas, with a location quotient of 5.72. Medical equipment and supplies
manufacturing also increased jobs by 18% between 2017 and 2022, bringing the total
employment in 2022 to 20,424. Other healthy and growing subsectors in the region are
audio and video equipment manufacturing (LQ 4.86), apparel knitting mills (LQ 4.80), Cut
and sew apparel manufacturing (LQ 4.10), manufacturing and reproducing magnetic and
Optical Media (LQ 3.16), semiconductor and other electronic component manufacturing
(LQ 3.11).
Manufacturing companies
will need a skilled worker
pipeline to fill new jobs and
replace retiring workers in
these specialized
subsectors. Both regionally
and nationally, the sector
has an aging workforce.
Workers 65 and older
represent 8% of the
workers, and 24.4% are
between 55 and 64.
Recruiting and retaining a
high-quality workforce for
new technology-driving positions will be necessary for manufacturing innovation. There
are multiple opportunities at various entry points for individuals with a high school
diploma, who have completed a certification program, or who have earned a 2- or 4-year
college degree. The top companies posting jobs in the last 12 months were Boeing
(3,340), B. Braun (1,818), Edwards Lifesciences (1,334), AbbVie (1,042), and Johnson &
Johnson (890).
Healthcare
The healthcare sector has 155,883 full and part-time jobs. The average earnings per job
in 2022 was $86,957. There were 11,939 payrolled business locations in the Orange
County region in 2022. The industry growth between 2017 and 2022 was 10%, above
the state’s growth percentage of 9%. The expected change between 2022 to 2027 is
13%, with a gain of 19,906 jobs. The sector contributes $18.5 billion in GRP, equivalent
to 6.1% of the county’s total GRP. The healthcare sector comprises several related
subsectors and supporting industries, including ambulatory healthcare services,
hospitals, and nursing and residential facilities. The healthcare sector is growing and
continues to be a stalwart industry throughout the pandemic. Healthcare is one of the few
recession-proof industries, with registered nurses being the top-posted occupation
between January 2020 to 2021 27. This job posting trend continued between 2021 and
2022. Given the rapidly aging Orange County population, the sector is expected to be an
ongoing driver of economic activity, increasing the likelihood that many residents will
require more healthcare and related support services. The top companies that posted
27 Lightcast, 2021, https://analyst.lightcast.io/.
571
6354
27467
30705
36905 36781
12011
0
5000
10000
15000
20000
25000
30000
35000
40000
14-18 19-24 25-34 35-44 45-54 55-64 65+
2022 Industry Sector by Age Breakdown
Source: LIGHTCAST, 2023
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jobs in the last 12 months were Providence (4,757), PIH Health (1,886), Tenet Healthcare
(1,459), CareIn Home (1,408), and Kindred Healthcare (1,394).
Information and Communications Technology and Digital Media
The ICT/Digital Media (ICT) sector has 47,102 full and part-time jobs. Computer systems
design services and software publishers have the highest positions in the county at
31,072 jobs combined. The average earnings for ICT jobs in 2022 were $165,034. There
were 4,605 payrolled business locations in the Orange County region in 2022. The
industry declined between 2017 and 2022 by 2%. Expected job growth between 2022 to
2027 is 3%, with a gain of 1,595 jobs. The sector contributes $17.2 billion in GRP, 5.6%
of the county’s total GRP. The technology sector accounts for a significant portion of
Orange County’s economic activity as economies, jobs, and personal lives become more
digital and automated. The ICT sector develops innovative services and products that
impact all regional industries. ICT applications can be seen in manufacturing with
computer simulation and in the healthcare industry with the rise of telemedicine and
telehealth. Remote work surged during the pandemic and is an enduring attribute of
today’s employment landscape. The ICT sector is one industry that has embraced remote
work and hybrid work. The ICT industry is one of the industries where training and
upskilling existing staff will be crucial in ensuring regional competitiveness. The top
companies that posted jobs in the last 12 months were Disney (1,375), Verizon
Communications (1,122), Anduril Industries (686), Spectrum (623), and Ingram Micro
(610).
Retail, Hospitality and Tourism
The retail, hospitality, and tourism sector has 352,015 full and part-time jobs, making it
the largest targeted industry in the region. The average earnings per job were $46,455
in 2022. There were 19,865 payrolled establishments in the Orange County region in
2022. The number of jobs declined by 4% between 2017 and 2022. Jobs in the state
and the nation declined by 5% during the same period. The expected change between
2017 to 2022 is a growth of 9% and 32,678 job gains. The sector contributes $32.9 billion
in GRP, 11% of the county’s total. According to the Orange County Visitors Association,
Orange County welcomed 50.2 million visitors who spent 413 billion dollars in 2019.
Tourism is part of Orange County’s DNA and was hit the hardest by the pandemic’s
effects. The sector is diverse and includes hotels, restaurants, entertainment venues,
cultural attractions, sports parks, theme parks, food establishments, retail stores, and
other venues. The highest numbers of jobs in 2022 were in full-service restaurants
(60,044), limited-service restaurants (52,289), and amusement and theme parks
(25,575). The top companies that posted jobs in the last 12 months were Marriot
International (4,593), Amazon (3,020), Great Wolf Resorts (1,655), Disneyland Resort
(1,621), and Starbucks (1,616).
Often the jobs within these industries are characterized by low wages. The industry has
historically offered entry-level employment opportunities to new immigrants and
candidates with a high school diploma. While many jobs exist in lower-paid, entry-level
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classifications, there are many opportunities to secure positions offering higher
compensation. The challenge is ensuring those in entry-level positions obtain additional
job-specific and English-language skills necessary to qualify for promotional
opportunities. Career pathway programs and incumbent worker training are workforce
development strategies that can play an essential role in lifting people from lower-wage
jobs.
B. Sector Strategies and Other Industry-Focused Initiatives
Orange RPU started the region’s sector partnership work under a “Slingshot” grant funded
by the California Workforce Development Board. The RPU engaged a consultant who is
a national leader in the design and practice of next-generation industry engagement. This
early work guided the launch of industry sector partnerships (ISPs) in the RPU’s four
priority sectors using the “Next Gen Sector Partnership” model. The first industry
collaboration meetings occurred just before the COVID-19 pandemic. These meetings
represented a starting point for partnerships to deepen and grow over the next several
years. The RPU had participation from core partners, employers, chambers, and unions.
While this work stalled over the pandemic, the Orange RPU Regional Organizer will
continue to lead the sector partnership work, which has three-fold goals:
1. Conduct regular sector partnership meetings with employers to identify common
industry priorities, address shared vitality issues, and understand hiring and training
needs to create a pipeline of qualified candidates in growth industries and other
promising sectors.
2. Develop workforce strategies in collaboration with adult education, community
colleges, and other partners, including mapping career pathways, work-based
learning, and apprenticeship programs.
3. Unify and coordinate business engagement efforts by all partners to minimize
duplication of efforts, minimize employer fatigue, and promote systemic change that
benefits each industry, its workers, and the community.
To address upward income mobility and improve economic self-sufficiency, continuous
and authentic industry leadership and shifts in workforce strategies are needed to
transition low-skill job seekers into middle-skill careers and address underemployment in
the region. The pandemic has slowed the industry sector’s work progress. The RPU
remains committed to re-engaging employers and partners and building upon the industry
sector work that was begun before the outbreak of COVID-19.
The RPU will work in close collaboration with the community college system through the
Orange County Regional Consortium (OCRC) to convene industry leaders. OCRC
provides a regional framework to communicate, coordinate, collaborate, promote, and
plan career and technical education in concert with workforce and economic development
in the Orange County region. OCRC represents nine community colleges and one stand-
alone continuing education (noncredit) center within four community college districts. The
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consortium has identified priority sectors, which are summarized below. Four of the
community college sectors align with the Orange RPU priority industries. The RPU
adjusted industry titles to match those of the community colleges to ensure that there is
no confusion on the region’s priority industries.
Priority Sectors for the OC Region
Sectors
Community
Colleges
Orange
RPU
Advanced Manufacturing
Advanced Transportation & Logistics
Life Sciences/Biotech
Business and Entrepreneurship
Energy, Construction, and Utilities
Healthcare
ICT/Digital Media
Retail, Hospitality, & Tourism
In partnership with OCRC, the Orange RPU will expand sector partnerships by working
with Orange County chambers of commerce and other community and educational
partners to identify additional core team members who will support strengthening industry
sector partnerships. Orange County has many state, county, and civic organizations; four
community college districts; twenty-seven K-12 school districts; California State
University and the University of California systems; and numerous other public and
private stakeholders vested in the workforce and economic development. Representing
such a large number of stakeholders requires a great deal of commitment from the core
group, which is committed to building deep, sustainable relationships that result in career
pathways and a steady pipeline of workers within the identified priority sectors.
This core team will be responsible for developing and carrying out an action plan that
provides a strategic and coordinated effort to unify business engagement efforts, identify
and engage industry champions and other businesses, and support partner
organizations. The core team will relaunch sector meetings to gather information about
the challenges and opportunities. After the initial meetings, employers will be invited to
regular meetings to set goals to address their needs and take action with the partners on
those goals. Meetings and agendas will be business-driven, and actions taken will create
a pipeline of qualified candidates who meet industry needs for in-demand occupations.
Managing sector partnerships will require a shared focus on the following:
• Training and skills development to bring new employees into specific industries
and occupations
• Business development
• Incumbent worker training
• Labor market and industry research
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• Restructuring work environments to improve recruitment, hiring, training,
compensation, and retention strategies.
• Integrating two or more of these strategies in a multifaceted approach
C. Strategies to Communicate with Regional Employers
Most business contacts are made at the local level by the WDBs and the AJCCs.
However, when the boards work with the same businesses across their jurisdictions, they
make every effort to collaborate and coordinate messaging and service delivery. Such
efforts have been common in rapid response, layoff aversion activities, and businesses
establishing new operations in one or more Orange County communities.
To promote coordinated and cohesive messaging, the local boards have collaborated on
developing a brand, Orange Workforce Alliance (OWA), to represent the RPU and
regional interests and initiatives, including messaging to businesses and industry. A
regional website (https://orangeworkforcealliance.com) provides an overview of services
available from any of the three local boards and their partners for business customers,
including human resources support, training and skills upgrading, labor market
information, layoff assistance, outplacement assistance, and financial services. Launched
in 2023, the OWA brand, its website, and collateral materials represent an effective
strategy for communicating with employers throughout the region.
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V. ENABLING UPWARD MOBILITY FOR ALL CALIFORNIANS
The local boards of the Orange RPU support the State Plan’s focus on ensuring that
workforce and education programs are accessible for all Californians, especially
populations that experience barriers to employment. The region is committed to
promoting access for everyone to training and services needed to prepare for careers
that offer opportunities for long-term economic self-sufficiency and economic security.
A. Working with Businesses that Provide Quality Jobs
The Orange RPU is committed to identifying strategies that improve the workforce
system, ensuring that it enables economic growth and shared prosperity for both
businesses and workers. The California Workforce Development Board defines quality
jobs as employment that provide family-sustaining wages, health benefits, a pension,
worker advancement opportunities, and collective worker input and jobs that are stable,
predictable, safe, and free of discrimination. The local boards are attuned to the
pandemic’s increased impact on residents in lower-paying jobs and the increasing
national attention given to those in such jobs who face inequality. The RPU and regional
partners will continue to work to move unemployed and underemployed individuals,
especially those with barriers to employment, into higher-paying jobs with benefits.
Before the pandemic, Orange County’s unemployment numbers were historically low.
Unfortunately, low unemployment did not mean all Orange County residents were
thriving. Based on one adult with no children, the MIT 2023 living wage standard in
Orange County is $23.66 an hour. Low-wage workers have suffered the most during the
pandemic-induced recession. In 2020, 741,966 of the 1,805,612 jobs (42%) had an
average wage of less than $20.00 an hour. Most of these jobs (511,322) were held by
minority workers, with Hispanics holding the largest share of these lower-wage jobs
(46%). Massive job losses were concentrated among lower-wage retail, hospitality and
tourism, and food service workers. Although we have recovered these jobs, there are
large numbers employed in areas such as food preparation and serving related
occupations (143,899) that make an average of $16.34 an hour. Healthcare Support
Occupations has 82,251 jobs as of 2022, with an average wage of $17.40. The boards
are committed to identifying career ladders and lattices, allowing upward mobility.
The region’s targeted industry sectors show potential for family-sustaining wages but are
not immune to offering lower wages. Such jobs comprise a substantial portion of the
Orange County regional economy, given its large retail, hospitality, and tourism footprint.
While some entry-level occupations in the industry have well-articulated career pathways
to a job with self-sustaining wages, each profession provides foundational skills that will
better qualify individuals for enhanced employment and income opportunities. Aspen
Institute’s work on sectoral workforce development strategies identified two fundamental
approaches to helping people connect to better employment:
1) removing barriers to good jobs for low-income people; and
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2) improving the quality of jobs in key sectors where many low-income people work28.
The RPU and regional partners understand the importance of developing strategies that
accomplish both. Through industry sector work, the RPU is committed to ensuring that
workforce development services and job training provide a bridge to greater financial
stability.
The Orange RPU understands its role in investing in and advocating for quality jobs. The
RPU will develop a standard tool for determining job quality to assess what industries,
companies, and jobs to target. The region will prioritize working with employers that
provide quality jobs and those interested in improving their job quality and being part of
moving low-wage workers into better-paying positions. Regional partners are committed
to developing protocols that focus on engaging businesses that provide quality jobs or
have an interest in improving job quality. The RPU will work with business leaders to ask
questions and begin conversations around job quality, helping businesses understand
how workforce investments can improve their competitive advantage.
Through sector work, the RPU will work with businesses and regional partners to identify
entry-level positions and develop career pathways with multiple entry and exit points,
ensuring individuals understand their path to self-sufficiency. The region will review high-
road employment practices and strategies to design better jobs. The RPU will also target
on-the-job and incumbent worker training funding toward quality jobs that provide upward
mobility.
B. Shared Target Populations and Targeted Service Strategies
The one-stop delivery system provides the local boards and partners the framework to
continue and advance discussions of how workforce programs can be more effective,
efficient, and aligned. The RPU and partner organizations have identified and are
currently addressing the needs of shared target populations, including English language
learners, justice-involved individuals, individuals with disabilities, veterans, and
disconnected and foster youth. During the development of the original PY 21-24 Regional
Plan and its 2023 modification, a recurring theme in planning meetings was that
organizations seeking to serve these populations would benefit from stronger linkages
with other organizations doing the same or complementary work.
The RPU has regularly scheduled meetings to address service delivery and performance
for these targeted groups. During the regional planning meetings, the local boards and
partners shared promising practices to address English language learners’ specific
challenges. The group discussed two distinct subcategories, those with low skills and
education and those with higher skills and educational degrees from other countries. The
RPU and partners committed to reconvene to discuss how we can collectively improve
28 Maureen Conway et al., Sectoral Strategies for Low-Income Workers: Lessons from the Field (Washington, DC: Aspen
Institute, October 1, 2007), https://www.aspeninstitute.org/publications/sectoral-strategies-low-income-workers-lessons-field/
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service delivery to English language learners and determine if other populations warrant
different workforce development strategies to serve them more effectively.
C. Equity and Ensuring Equal Access to Training and Services
The RPU and regional partners will ensure historically unserved and underserved
populations have equal access to regional sector career pathways and other services and
support through sector partnerships. Through sector partnership work, the RPU and
partners will have the opportunity to work with employers to create career pathways that
help mitigate the many challenges vulnerable populations face in completing educational
goals and moving into employment with family-sustaining wages. Workforce development
programs and supports should not be designed as a one-size-fits-all solution. The
populations we serve are diverse, and program designs should reflect this diversity if we
are going to close the skills gap and combat economic inequality. Career pathways are
also a service-delivery model that can close achievement gaps and advance racial equity
by helping individuals build skills over time. Career pathways are a long-term approach
to serving individuals with limited basic skills or other employment barriers that the local
boards are committed to expanding.
Sector partnership work will also provide an opportunity for the RPU to address issues
such as degree inflation that tend to exclude minorities from jobs during the hiring
process. According to Manjari Raman, director of Harvard Business School’s project on
Managing the Future of Work, degree inflation refers to jobs that historically required more
than a high school diploma or less than a college degree but now require a college
degree29. Explicitly requiring degrees for positions instead of the jobs’ skills exacerbates
the effect of racial disparities in educational achievement and eliminates workers who
may have acquired the skills in other ways. Also, through sector partnership work, other
hiring practices that disproportionately affect minorities, such as automatically excluding
potential employees using criminal background checks and credit checks, can be
discussed.
Another strategy that the sector partnerships will address is creating work-based learning
programs and pre-apprenticeship programs. Pre-apprenticeships can be valuable for
people of color who are historically underrepresented in apprenticeships. Work-based
learning programs can provide vital formal access to employers that the population may
not have had when relying on their existing professional and social networks.
Partners supporting the development of the PY 21-24 Plan and its biennial update
consistently remarked on access issues, including how some lack access to nearby AJCC
services and the lack of digital literacy and access to broadband services. The pandemic
has exacerbated these issues. Partners describe how transportation and childcare needs,
and a general lack of understanding of the services available, prevent a large percentage
of those most in need of assistance from accessing them. The local boards recognize
29 Morgan, Kate. “'Degree Inflation': How the Four-Year Degree Became Required.” BBC Worklife, BBC, 28 Jan. 2021,
www.bbc.com/worklife/article/20210126-degree-inflation-how-the-four-year-degree-became-
required#:~:text=Cornett%20is%20a%20victim%20of,Managing%20the%20Future%20of%20Work.
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that specific populations require more outreach and unique methods and strategies for
locating, attracting, and retaining their participation in workforce programs. The Orange
County WDB purchased a mobile unit equipped with 12 computers and a monitor outside
for presentations. The mobile unit is accessible by wheelchair by using a lift. The unit
serves as a one-stop mobile center for the Orange County community. The mobile unit is
deployed to low-income communities, areas that are far from a comprehensive AJCC,
and partner locations to increase access and awareness of services.
The boards and partner agencies will also explore additional referral agreements and
processes with other organizations that can be engaged as partners to serve targeted
people in their communities. Disadvantaged and vulnerable populations need increased
support services, multiple service strategies, co-enrollment in additional programs,
referrals to community service providers, and a team approach to succeed in the labor
market.
Participants must have broadband internet access to complete enrollment applications,
financial aid applications, and work requirements. Job openings are now almost
exclusively accessible via the internet. Many job search websites are not fully accessible
to mobile phone users. The digital divide between people with broadband internet access
and those without access or cell phone-only access is also a huge barrier to accessing
post-secondary education and entering the workforce. The RPU and regional partners
have discussed the need for partners to address the digital divide collectively and are
working with regional and statewide initiatives to address the issue.
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VI. ALIGNING, COORDINATING, AND INTEGRATING PROGRAMS
AND SERVICES
Orange County’s three local boards have a long history of collaborating on sector
strategies, and initiatives serving key groups and designing, developing, operating, and
administrating successful workforce programs. WIOA’s focus on regional approaches and
establishing RPUs in California have strengthened collaboration among the local boards.
The boards within the region consistently strive to use limited resources as effectively as
possible. The following is an overview of current and potential future efforts to achieve
regional coordination and alignment of services, systems, and strategies.
A. Regional Service Strategies
The three local boards have executed a Memorandum of Understanding (MOU) to solidify
their joint commitment to collaboration on workforce and economic development within
the Orange County region through system alignment, integration of service delivery, and
leveraging resources. Regional objectives include:
• Improve and enhance customer experience by ensuring staff receives ongoing
professional development training and cross-training
• Meet the needs of employers by implementing and scaling career pathways
• Improve the quality of workforce services by strengthening alignment and partner
connections
• Align investments in targeted populations and industry sectors
• Expand opportunities for businesses and job seekers to engage in integrated
learning and work experience activities
• Share resources and braid funding to support regional goals and objectives.
One of the clearest examples of the strong work relationship among the boards is its
collaboration on not just this Regional Plan but on a Unified Local Plan. With the state’s
establishment of RPUs under WIOA, Orange County’s local boards became responsible
for developing a four-year Regional Plan as a companion to their WIOA-required Local
Plans. However, given WIOA’s emphasis on regional collaboration, the Anaheim, Santa
Ana, and Orange County WDBs elected to develop a Unified Local Plan to represent all
three local workforce development areas.
As described, to create greater recognition for their regional work, in 2023, the three
boards that comprise the RPU adopted Orange Workforce Alliance (OWA) as a brand.
The brand is used to promote regional partners, targeted training, labor market data,
support for businesses, and workforce services for adult job seekers and youth. The
primary mission of the OWA is to support the alignment of resources between the
workforce, education, and industry to meet regional workforce needs.
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B. Regional Administrative Cost Arrangements
The three boards in the Orange County RPU collaborate on multiple projects, with one
board or another acting as the fiscal agent for each project. At present, the RPU does not
have any overarching cost arrangements, nor do the local boards intend to pool funds for
administrative costs.
The boards represented by the Orange RPU are determined to better align workforce
services with economic development, educational institutions, and business. The boards
will consider administrative cost arrangements if they determine that they will enable the
RPU to accomplish the region's objectives more efficiently.
VII. PRIORITY CONSIDERATIONS FOR PROGRAM YEARS 2021-24
During the development of the original PY 21-24 Orange RPU Regional Plan, the local
boards, supported by the Regional Organizer, held a series of discussions with workforce
system partners, stakeholders, and community members regarding key issues affecting
workforce development programs and activities throughout Orange County and that
touched on central content areas of both the Regional Plan and the three boards’ Local
Plan. Input resulting from planning sessions was embedded throughout the original PY
21-24 Regional Plan narrative. Since implementing the Plan, these recommendations
have been the ongoing focus of exploration, development, and/or enhancement.
As part of preparing the biennial update to the Plan, regional leaders again engaged
system partners and others in dialog regarding major workforce issues, particularly those
reflecting the widespread effects of the pandemic. These discussions resulted in
recommendations for various possible strategic initiatives and priorities as summarized
below.
System Approaches and Protocols
The following stakeholder suggestions deal largely with matters involving the overall
workforce development delivery system in Orange County and approaches that could be
addressed regionally and by one or more of the three local boards.
1. Investment in skills and information for middle school and younger students is
critical in developing a pipeline of youth who are knowledgeable about and ready
to participate in career pathway programs.
2. Work-based learning programs, such as apprenticeships, can be used to address
job applicants’ skills gaps. While businesses want experienced candidates, many
applicants lack the experienced requested. A viable solution to this problem lies in
employers providing the needed experience through a structured approach to skills
training and skills acquisition.
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3. The workforce system should provide support to businesses of all types and sizes
in becoming trainers. Many businesses could benefit from providing work-based
instruction to new employees but need assistance in implementing effective
models.
4. The workforce system partners should more closely collaborate with the K-12
system to increase the availability of workforce preparation information and
activities for students.
5. Schools, parents, and the workforce development system can better inform young
people about the full range of career pathways, including jobs that don’t require a
college degree.
Business-Focused Strategies
Many of the stakeholders providing input during the development of the 2023 Biennial
Modification to the Regional Plan addressed matters regarding the various ways in which
the workforce system provides support to businesses and how the pandemic has affected
the needs of businesses with regard to training, hiring, and retaining new and existing
workers.
6. Workforce system partners should take a more consultative approach in working
with businesses, providing advisement and recommending strategies drawn from
the partners’ broad experience working with both demand and supply side
customers.
7. Businesses need support not just with recruitment but with job retention.
Businesses are experiencing tremendous costs from newly hired workers leaving
companies within the first weeks or months of employment. Workforce system
partners should provide companies with tools, strategies, and recommendations
for messaging.
8. While many older workers have stayed in or returned to the workforce due to the
pandemic, the impending threat of a “silver tsunami” is affecting more industries
and job classifications. The regional workforce system should assess the worker
replacement needs of their business customers and develop industry-specific
strategies to recruit and prepare a pipeline of new workers.
9. Nearly all major industries and occupations are facing worker shortages.
Businesses need support from the full range of workforce system partners in
addressing these shortages and developing short- and long-range strategies.
10. The use of technology by businesses accelerated during the pandemic, but training
for workers in technology skills has not consistently kept pace. The system
EXHIBIT 1
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38
partners should develop and implement a comprehensive strategy to address
technical skills training needed by those seeking and applying for jobs.
11. Workforce system partners should assess whether they are sufficiently preparing
workers for future jobs in addition to today’s jobs.
12. Business services staff and organizations that support businesses in sourcing
talent should assist businesses in evaluating and reassessing the requirements for
jobs. For instance, is a college degree needed for many jobs requiring one? Is five
years’ experience an absolute requirement?
13. The workforce system’s business services staff should assist companies,
especially small employers, develop job descriptions. Accurate job descriptions will
support businesses in more effectively messaging potential candidates about
positions they want to fill.
14. By engaging more actively with all types of chambers of commerce, the workforce
system can get better access to business intelligence from small businesses with
unique needs.
15. Remote work and work-from-home models offer a good example of the changing
workplace. The partners should identify skills needed for the new workplace and
develop programs to teach these skills.
Job Seeker- and Worker-Focused Strategies
Several recommendations were received from stakeholders regarding services for job
seekers and currently employed individuals.
16. Businesses are managing multi-generational workforces. Younger generations of
workers have different values than their older counterparts and prioritize different
aspects of their work lives. Workforce strategies should recognize and addresses
generational differences in system customers.
17. While each generation of workers is entitled to its values and choices on the path
within the labor market, workforce system partners should provide customers with
information about the effects of frequent changes in employment on their career
goals.
18. Many older workers remaining in or returning to the workforce need assistance
upgrading existing skills and building new ones.
19. Workers need strong “social literacy” skills, as an essential requirement of work is
building and maintaining effective relationships.
EXHIBIT 1
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20. Workforce system partners should assist job seekers throughout their career
exploration process in evaluating the “emotional quotient” of various types of work,
as individuals who choose careers that align with their interests, aptitudes, and
work-related values are much more likely to remain in these careers.
21. As workers’ attitudes have changed, so too have students’ values and priorities.
Some students prefer in-person instruction, while others favor online courses.
Education and training providers should make content available through various
modalities to reach all individuals who need to develop their skills.
While the foregoing input remains relevant, leadership from the three local boards in
Orange County has noted that many of the matters raised by stakeholders and community
members are currently being addressed locally and regionally through various projects
and initiatives. Throughout the remaining period of the PY 21-24 planning cycle, local
boards, the Regional Organizer, and workforce system partners will continue to examine
opportunities to address these priorities.
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40
VIII. APPENDICES
Attachment 1: Stakeholder and Community Engagement Summary
Attachment 2: Public Comments Received that Disagree with the 2023 Biennial
Modification to the Program Year 2021-24 Regional Plan
Attachment 3: Signature Page
EXHIBIT 1
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Attachment 1
A. Stakeholder and Community Engagement Summary (Attachment 1)
To facilitate the engagement of stakeholders in planning for regional workforce
development collaboration and the development of the PY 2021-2024 Regional Plan, the
three local boards in Orange County hosted a series of discussions outlined in the table
below.
Recommendations and other input resulting from these discussions is embedded within
the content of the Orange RPU Regional Plan along with that of the local boards’ PY 21-
24 Unified Local Plan.
Mode of Outreach Target of Outreach Summary of
Attendance
Comments
Email, phone, social
media, local board
websites,
Eventbrite
WIOA Core
Program
Partners
76 individuals
registered and 43
attended
The meeting was well
attended by
representatives from
several core partner
agencies. We had
representatives from
the local boards,
adult schools,
community colleges,
conservation corps,
job corps,
community-based
organizations, and
housing authorities,
EDD.
Email, phone, social
media, local board
websites,
Eventbrite
CalFresh
Employment
and Training Partners
38 individuals
registered and 27
attended
The meeting was
attended by
representatives from
the local boards,
community colleges,
community-based
organizations,
Orange County
Social Services
Agency.
Email, phone, social
media, local board
websites,
Eventbrite
Child Support
Services Partners
27 individuals
registered and 18
attended
The meeting was
attended by
representatives from
the local boards,
community colleges,
EXHIBIT 1
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Mode of Outreach Target of Outreach Summary of
Attendance
Comments
community-based
organizations,
Orange County
Social Services
Agency.
Email, phone, social
media, local board
websites,
Eventbrite
Competitive
Integrated
Employment Partners
34 individuals
registered and 28
attended
The meeting was
attended by
representatives from
the local boards,
community colleges,
ROP programs,
Goodwill Industry,
City of Irvine
Disabilities, and other
community-based
organizations.
Email, phone, social
media, local board
websites,
Eventbrite
English
Language
Learners Partners
22 individuals
registered and 19
attended
The meeting was
attended by
representatives from
the local boards,
community colleges,
community-based
organizations, adult
schools.
Email, phone, social
media, local board
websites,
Eventbrite
Re-Entry
Services Partners
40 individuals
registered and 24
attended
The meeting was
attended by
representatives from
the local boards,
community colleges,
community-based
organizations, State
Parole, Orange
County Sheriff,
Mental Health
Services
Email, social media,
local board
websites,
Eventbrite
Community at large,
Businesses,
Chambers, Core
Partners
66 individuals
registered and 33
attended
The meeting was
attended by
representatives from
the local boards,
community colleges,
community-based
organizations, adult
schools, Veteran
Serving
Organizations, EDD,
EXHIBIT 1
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Mode of Outreach Target of Outreach Summary of
Attendance
Comments
State of California
WSB.
During the development of the biennial update to the Regional Plan, the local boards
hosted a community and stakeholder forum on “The Role of the Workforce System in
Economic Recovery.” This forum was held in-person on November 17, 2022.
Mode of Outreach Target of Outreach Summary of
Attendance
Comments
Email, phone, social
media, local board
websites,
Eventbrite
WIOA Core Program
Partners, Community
Members,
Community Based
Organizations,
Education Partners
56 registered and 39
attended
The meeting was
attended by
representatives from
several core partner
agencies. We had
representatives from
the local boards,
adult schools,
community colleges,
community-based
organizations, and
EDD.
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Attachment 2
B. Public Comments Received that Disagree with the 2023 Biennial Modification
to the PY 21-24 Regional Plan (Attachment 2)
The Orange Regional Plan was posted online for a 30-day public comment period.
There were no public comments received that disagreed with the regional plan.
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Attachment 3
C. SIGNATURE PAGE (Attachment 3)
ORANGE PLANNING UNIT REGIONAL PLAN
The 2023 Regional Plan Modification represents the Orange Regional Planning Unit efforts to maximize
and coordinate resources available under Title I of the Workforce Innovation and Opportunity Act. This
Regional Plan Modification is submitted for the period July 1, 2023, through June 30, 2025, in accordance
with the provisions of WIOA.
LOCAL BOARD CHAIRS LOCAL ELECTED OFFICIALS
ORANGE COUNTY WORKFORCE DEVELOPMENT BOARD COUNTY OF ORANGE BOARD OF SUPERVISORS
Signature Signature
Teri Hollingsworth Donald Wagner
Name Name
Chair, Orange County Workforce Development
Board Chair, Orange County Board of Supervisors
Title Title
Date Date
ANAHEIM WORKFORCE DEVELOPMENT BOARD CITY OF ANAHEIM COUNCIL
Signature Signature
Joe Paquette Ashleigh Aitken
Name Name
Chair, Anaheim Workforce Development Board Mayor, City of Anaheim
Title Title
Date Date
SANTA ANA WORKFORCE DEVELOPMENT BOARD
CITY OF SANTA ANA COUNCIL
Signature Signature
Daisy Campos Valerie Amezcua
Name Name
Chair, Santa Ana Workforce Development Board Mayor, City of Santa Ana
Title Title
Date Date
EXHIBIT 1
2023 BIENNIAL MODIFICATION TO THE
UNIFIED LOCAL PLAN
Program Year 2021-2024
EXHIBIT 2
Anaheim Workforce Development Board
Contact: Marco Lucero
Phone: (714) 765-4341
Email: mlucero@anaheim.net
Orange County Workforce Development Board
Contact: Carma Lacy
Phone: (714) 480-6420
Email: carma.lacy@occr.ocgov.com
Santa Ana Workforce Development Board
Contact: Deborah Sanchez
Phone: (714) 565-2621
Email: dsanchez@santa-ana.org
EXHIBIT 2
Orange County WDBs 2023 Biennial Modification to PY 2021-24 Unified Local Plan
TABLE OF CONTENTS
I. INTRODUCTION AND OVERVIEW .......................................................................................................... 1
II. WIOA CORE AND REQUIRED PARTNER COORDINATION ....................................................................... 3
A. Coordination with AJCC Partners and WIOA Memorandum of Understanding ............................... 3
B. Partners' Efforts to Collaborate on Co-Enrollment and Case Management ..................................... 8
C. One-Stop System's Use of Technology and Other Remote Strategies ........................................... 10
D. Coordination of Workforce Activities and Support Services .......................................................... 11
E. Physical and Programmatic Accessibility for Individuals with Disabilities ...................................... 11
III. STATE STRATEGIC PARTNER COORDINATION ................................................................................. 12
A. Coordination with County Human Services Agency and Other Local Partners That Serve
Individuals Accessing CalFresh Employment and Training Services ....................................................... 12
B. Coordination with Local Child Support Agency and Other Local Partners Serving Individuals That
Are Non-Custodial Parents ...................................................................................................................... 13
C. Coordination with Local Partnership Agreement Partners Established in Alignment with the
Competitive Integrated Employment Blueprint and Other Local Partners That Serve Individuals with
Developmental and Intellectual Disabilities ........................................................................................... 14
D. Coordination with Community-Based Organizations and Other Local Partners That Serve
Individuals Who Are English Language Learners, Foreign Born, and/or Refugees ................................. 16
IV. WIOA TITLE I COORDINATION ......................................................................................................... 17
A. Staff Training and Professional Development to Increase Digital Technology Skills ...................... 17
B. Frontline Staff Training and Professional Development to Increase Cultural Competency and
Effectiveness in Working with Individuals and Groups that Have Been Exposed to Trauma ................. 17
C. Coordination of Rapid Response and Layoff Aversion Activities .................................................... 18
D. Services and Activities Available under WIOA Title I Adult and Dislocated Worker Programs ...... 19
E. Services and Activities Available under WIOA Title I Youth Program ............................................. 23
F. Entity Responsible for Disbursal of Grant Funds and the Competitive Process Used to Award
Contracts for WIOA Title I Activities ....................................................................................................... 25
G. How the Local Board Fulfills the Duties of the AJCC Operator and/or the Career Services Provider
or Selection of AJCC Operators and Career Services Providers .............................................................. 25
EXHIBIT 2
Orange County WDBs 2023 Biennial Modification to PY 2021-24 Unified Local Plan
V. STAKEHOLDER INPUT AND CONSIDERATIONS FOR PY 21 - 24 ............................................................... 26
VI. APPENDICES .................................................................................................................................... 28
A. Stakeholder and Community Engagement Summary (Attachment 1) ........................................... 29
B. Public Comments Received that Disagree with the 2023 Biennial Modification to the PY 21-24
Local Plan (Attachment 2) ....................................................................................................................... 32
C. SIGNATURE PAGE (Attachment 3) ...................................................................................................... 33
EXHIBIT 2
Orange County WDBs 2023 Biennial Modification to PY 2021-24 Unified Local Plan
1
I. INTRODUCTION AND OVERVIEW
In accordance with the requirements of the Workforce Innovation and Opportunity Act
(WIOA) of 2014 and guidance published by the California Workforce Development Board
(CWDB) and Employment Development Department (EDD), the three local workforce
development boards (WDBs) in Orange County developed a four-year Local Plan
covering program years (PYs) 2021-2024. Following approval by state officials
representing the Governor, the Plan became effective from July 1, 2021, through June
30, 2025. This PY 21-24 Local Plan update constitutes its WIOA-required biennial
modification. Following the approval of this modification by state representatives, it will
become the official, active version of the Plan beginning on July 1, 2023 , and remain in
effect through June 30, 2025.
Local Workforce Development Boards in Orange County and the Unified Local Plan
Orange County is served by two municipal boards, Anaheim WDB , and Santa Ana WDB,
representing the most populated cities with more than 300,000 residents. The Orange
County WDB serves the balance of Orange County, which includes 32 incorporated cities
and more than two dozen unincorporated areas. Home to more than 3 million people,
Orange County is the third most populous county in California and the sixth most populous
in the nation. Businesses within the county's vibrant and diverse economy employ more
than 1.5 million workers.
In 2015, as WIOA was implemented as the core program of the nation's workforce
development system, new opportunities arose for collaboration among local boards within
labor market regions defined by the Governor. Orange County was designated as one
such region in California, officially known as the Orange Regional Planning Unit (RPU).
With this designation, the three local boards in Orange County became responsible for
developing a four-year Regional Plan as a companion to their WIOA-required Local Plans.
However, given WIOA's emphasis on regional collaboration, the Anaheim, Santa Ana,
and Orange County WDBs elected to develop a Unfiied Local Plan representing all three
local workforce development areas. This effort by the three boards ha s been recognized
as one of California's best examples of regional workforce development collaboration .
Development of the Local Plan and the Biennial Modification
Development of the original PY 21-24 Local Plan resulted from three local boards'
significant engagement with organizations and individuals throughout Orange County that
guide, contribute to, and benefit from workforce system services. A series of partner and
stakeholder discussions were held. These are summarized in Attachment 1 to this Plan.
Preparing the Plan also involved reviewing and evaluating existing partnerships, services,
and systems and identifying areas that can be strengthened. The boards' senior
leadership led the planning process, assisted by the Regional Organizer, who supports
the joint efforts of the boards. Once the Plan was completed, it was made available for
public review and comment before being forwarded to the CWDB for review.
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Orange County WDBs 2023 Biennial Modification to PY 2021-24 Unified Local Plan
2
During the biennial process to update the PY 21-24 Local Plan, the three WDBs utilized
a similar strategy and, again, engaged stakeholders, the community, and workforce
development board members in discussions about strengthening the system 's services.
Impact of the COVID-19 Pandemic on the PY 21-24 Unified Local Plan
The development of the original PY 21-24 Unified Local Plan was affected by the onset
of COVID-19, the ensuing public health crisis, and the myriad effects of the pandemic on
businesses, schools, government operations, and the local workforce development
delivery system. The influence of the pandemic on the planning process in late 2020 and
early 2021 was undeniable, as its shaped stakeholders' views about the economy, the
workforce, training, and virtually every aspect of the workforce system.
By the time the 2023 biennial modification to the Unified Local Plan was being developed,
circumstances had changed significantly. While COVID remains a concern, the economy
and communities have re-opened. The re-opening of the economy has shifted the focus
of local workforce systems as they address evolving priorities in meeting the needs of job
seekers and businesses. The three WDBs and their workforce system partners are keenly
aware of changing customer attitudes, perceptions, needs, and priorities. Strategies
corresponding to these changes have been embedded throughout this 2023 updated
version of the Plan.
EXHIBIT 2
II. WIOA CORE AND REQUIRED PARTNER COORDINATION
The Workforce Innovation and Opportunity Act includes requirements for local boards to
establish a framework for collaboration among state and local programs financially
supported by nineteen distinct federal fund sources. Six of these programs constitute the
four "core partners:" the WIOA Title I Adult, Dislocated Worker, and Youth Programs; the
WIOA Title II Adult Education and Family Literacy Act Program; the WIOA Title III
Wagner-Peyser Act Program; and the WIOA Title IV State Vocational Rehabilitation
Services Program. The core partners and thirteen other federally supported programs
make up the WIOA-mandated one-stop partners. Each of the local boards has entered
into a Memorandum of Understanding (MOU) with the organizations managing all federal
partner programs at the local level. The narrative that follows describes coordination with
the core and other required program partners as prescribed by WIOA.
A. Coordination with AJCC Partners and WIOA Memorandum of Understanding
Over the last four decades, the three local boards in Orange County have built solid and
effective relationships with state and local agencies representing the One-Stop partner
programs. Throughout the remaining period of the Local Plan, the WDBs look forward to
further enhancing coordination with each workforce system partner.
Following are local organizations representing the WIOA core and required partner
programs that are party to the MOU for each of the three local boards in Orange County.
Orange County WDB
Federal Partner Programs MOU Partner
WIOA Title I Adult
WIOA Title I Dislocated Worker
WIOA Title I Youth
Orange County Workforce Development Board
WIOA Title II Adult Education and Literacy North Orange County Continuing Education
Huntington Beach Adult School
WIOA Title III Wagner-Peyser
Employment Development Department
WIOA Title IV Vocational Rehabilitation California Department of Rehabilitation (DOR)
Carl Perkins Career Technical Education North Orange County Continuing Education
Title V Senior Community Service
Employment Program (SCSEP)
SER – Jobs For Progress
Job Corps Long Beach Job Corps Center
Native American Programs
(WIOA Section 166)
United American Indian Involvement
Migrant and Seasonal Farmworkers
(WIOA Section 167)
Not applicable. Program is not present in local area.
Jobs for Veterans State Grants Employment Development Department
Youth Build Long Beach Job Corps
Trade Adjustment Assistance (TAA) Employment Development Department
Community Services Block Grant Community Action Partnership of Orange County
Housing and Urban Development E&T OC Housing Authority - FSS
Unemployment Insurance (UI) Employment Development Department
Second Chance Act Grantee None in the local area
EXHIBIT 2
Orange County WDBs 2023 Biennial Modification to PY 2021-24 Unified Local Plan
4
Temporary Assistance for Needy Families
(TANF)/CalWORKs
County of Orange, Social Services Agency (SSA)
Santa Ana WDB
Federal Partner Programs MOU Partner
WIOA Title I Adult
WIOA Title I Dislocated Worker
WIOA Title I Youth
Orange County Workforce Development Board
WIOA Title II Adult Education and Literacy Santa Ana College
Rancho Santiago Community College District
WIOA Title III Wagner-Peyser Employment Development Department
WIOA Title IV Vocational Rehabilitation California Department of Rehabilitation
Carl Perkins Career Technical Education Santa Ana College
Title V Senior Community Service
Employment Program (SCSEP)
SER – Jobs For Progress
Job Corps Long Beach Job Corps Center
Native American Programs
(WIOA Section 166)
United American Indian Involvement
Migrant and Seasonal Farmworkers
(WIOA Section 167)
Not applicable. Program is not present in local area.
Jobs for Veterans State Grants Employment Development Department
Youth Build Long Beach Job Corps Center
Trade Adjustment Assistance (TAA) Employment Development Department
Community Services Block Grant Community Action Partnership of Orange County
Housing and Urban Development E&T Santa Ana Housing Authority
Unemployment Insurance (UI) Employment Development Department
Second Chance Act Grantee None in the local area
Temporary Assistance for Needy Families
(TANF)/CalWORKs
County of Orange, Social Services Agency
Anaheim WDB
Federal Partner Programs MOU Partner
WIOA Title I Adult
WIOA Title I Dislocated Worker
WIOA Title I Youth
Orange County Workforce Development Board
WIOA Title II Adult Education and Literacy North Orange County Continuing Education
Huntington Beach Adult School
WIOA Title III Wagner-Peyser Employment Development Department
WIOA Title IV Vocational Rehabilitation California Department of Rehabilitation (DOR)
Carl Perkins Career Technical Education North Orange County Continuing Education
Title V Senior Community Service
Employment Program (SCSEP)
SER – Jobs For Progress
Job Corps Long Beach Job Corps Center
Native American Programs
(WIOA Section 166)
United American Indian Involvement
Migrant and Seasonal Farmworkers
(WIOA Section 167)
Not applicable. Program is not present in local area.
Jobs for Veterans State Grants Employment Development Department
Youth Build Long Beach Job Corps Center
Trade Adjustment Assistance (TAA) Employment Development Department
Community Services Block Grant Community Action Partnership of Orange County
Housing and Urban Development E&T Anaheim Housing Authority
Unemployment Insurance (UI) Employment Development Department
Second Chance Act Grantee None in the local area
EXHIBIT 2
Orange County WDBs 2023 Biennial Modification to PY 2021-24 Unified Local Plan
5
Temporary Assistance for Needy Families
(TANF)/CalWORKs
County of Orange, Social Services Agency
The local boards and their partners coordinate the delivery of services and resources
described in each board's MOU, which delineates each partner's responsibilities with
regard to supporting the planning, development, and implementation of programs and
services as part of the local America's Job Centers of California (AJCC) system. The
MOU is a functional tool that outlines how the boards and AJCC partners work together
to create a unified service delivery system that meets their shared customers' needs. The
MOU is reviewed and updated every three years, and a corresponding infrastructure
funding agreement and other system costs are reviewed annually.
Local boards hold AJCC partner meetings regularly, ranging from monthly to quarterly.
Participation in these meetings helps strengthen the partnership across programs and
works to improve the system's effectiveness to meet the needs of both job seekers and
business customers. The meetings provide a platform for partners to review performance,
shared goals, and address issues that impact service delivery. Partner meetings are also
used for information sharing and to cross-train staff to increase understanding of
resources available in the AJCC system. The local boards and partner organizations
share the responsibility of providing professional development training to staff.
Several co-located partners are in the AJCCs, enabling them to collaborate more
effectively and avoid duplication of services. As necessary, staff from partner agencies
interface with clients and support WIOA-funded case managers in developing individual
employment plans that may include partner agency services. They also participate in
general orientations, host client workshops, support clients in the resource room, and
support on-site hiring events. Core, required, and other partners organizations and
programs are co-located at AJCCs administered by each of the three local boards as
follows:
Orange County WDB AJCCs: EDD, DOR, County of Orange Office on Aging, and the City
of La Habra. Career Teams, LLC, the contracted career services provider, and America
Works, the contracted AJCC Operator, are also located at the AJCCs.
Santa Ana WDB AJCC: EDD, DOR, SER Jobs for Progress, SSA, Housing Authority, and
City-administered youth programs (SAY Youth and CA4All).
Anaheim WDB AJCC: EDD, DOR, SSA, Working Wardrobes, and North Orange
Continuing Education.
Outreach efforts that support the AJCC programs are shared among partners. Partner
agencies promote each other's programs to job seekers in the community to increase
exposure to workforce development system services. AJCC partners also assist in
staffing the Orange County WDB's One-Stop mobile unit, enabling them to reach more
individuals in the community. AJCC partners coordinate service delivery to business
customers that support the training and retention of a skilled workforce. Coordination
involves identifying and designing appropriate business solutions, engaging businesses
EXHIBIT 2
Orange County WDBs 2023 Biennial Modification to PY 2021-24 Unified Local Plan
6
in sector strategies, participating in rapid response events, and preemptive layoff aversion
activities. Partners also support the promotion of work-based learning programs to the
business community.
Other Strategic Partnerships
The one-stop service delivery system’s core and mandated partners outlined in WIOA
provide critical support to the AJCCs and are an integral part of the workforce
development system in Orange County. However, in addition to these the public
programs, a wide range of local organizations and programs are essential workforce
system partners, as they provide an array of services and support that benefits job
seekers, workers, and businesses. Broadly, such partners fall into three categories: labor,
business-serving agencies, and community-based organizations (CBOs). The following
is a summary of the many ways in which these local partners contribute to and enrich
Orange County’s workforce development delivery system.
Partnerships with Organized Labor
The labor movement and the public workforce development system have long shared
common interests in supporting workers and candidates for employment in developing
skills; securing employment with good wages, benefits, and security; and in building
careers with mobility, clear paths to advancement, and opportunities to earn family
supporting wages and achieve a middle class standard of living. With the implementation
of WIOA as the nation’s principal source of public funding for development of the
workforce, opportunities for collaboration between the WIOA-mandated partner programs
and organized labor have increase in several ways, including the following:
Representation of “Worker Voice” on Local Workforce Development Boards: Local boards
provide oversight of and set a strategic direction for the WIOA -funded local workforce
system. They benefit from a membership that is representative of different disciplines and
perspectives. WIOA requires that no less than 20 percent of the members of each local
WDB represent the workforce, with two of more or such members representing organized
labor. The Orange County, Santa Ana, and Anaheim WDBs have strong and supportive
representation from local unions and other labor representatives. Across the three local
boards are members representing the International Brotherhood of Electrical Workers
(IBEW); United Food and Commercial Workers (UFCW); California School Employees
Association (CSCA); United Union of Roofers, Waterproofers, and Allied Workers;
Laborers Union (LiUNA); and the Orange County Labor Federation, which represents
dozens of local unions from every sector of the labor movement. The individuals
representing organized labor on the three labor boards bring un ique insight into issues
affecting workers and provide information and support for connecting workforce system
customers to labor represented jobs and careers.
Outreach and Providing Information to Individuals Seeking Employment and Exploring
Careers: Local labor organizations are effective partners in supporting the workforce
system in recruiting candidates for jobs and training. One example of such coordination
EXHIBIT 2
Orange County WDBs 2023 Biennial Modification to PY 2021-24 Unified Local Plan
7
is the series of activities occurring during national Apprenticeship Week. Annually, the
County, in partnership with the local WDBs, the Orange County Labor Federation, AFL-
CIO, the Los Angeles/Orange County Building and Construction Trades Council, and the
International Brotherhood of Electrical Workers host OC National Apprenticeship Week
events. During Apprenticeship Week, the partners host a series of presentations by and
discussions with registered apprenticeship champions to showcase their successes and
demonstrate how registered apprenticeship programs help build up the country’s
workforce to address pressing issues that include: responding to climate change,
modernizing cybersecurity responses, addressing public health concerns, and rebuilding
the country’s infrastructure. The workforce and labor partners also highlight how
registered apprenticeships provide a viable career path for everyone, including women,
people of color, and persons with disabilities. Additionally, these events provide
apprentices a platform to share their experience s and how participation in apprenticeships
have transformed their lives.
Provide Job-Specific Skills Training through Registered Apprenticeships and Structured
Pre-Apprenticeship Training Programs: Labor organizations, particularly local unions
representing the construction trades, have an expansive history of using apprenticeships
to provide work-based learning that results in workers developing certified, industry -
recognized skills. A wide range of apprenticeships are available to job seekers in Orange
County, including much sought after opportunities, such as apprenticeships offered by
the IBEW. Throughout Orange County, local WDBs can also connect WIOA participants
and other workforce system customers to various multi-craft core curricula (MC3)
construction pre-apprenticeship training programs, which are operated under the
oversight of the Los Angeles/Orange County Building and Construction Trades Council.
Partnerships with Business-Serving Agencies and Programs
Equal in importance to job seekers as customers are businesses. T herefore, the
workforce development boards of Orange County frequently collaborate with local
organizations that focus on providing services to businesses of all types and sizes,
including companies representing the key industries that are identified as priority target
sectors within the Orange County Regional Planning Unit’s PY 21 -24 Regional Plan and
its 2023 Biennial Update.
Given their close relationships and ongoing interactions with local businesses, chambers
of commerce are uniquely positioned to support local enterprises. Chambers make
introductions to businesses leaders, inform the workforce system of new and expanding
companies, and frequently serve as liaisons between local businesses and the WDBs.
While the system partners work with dozens of chambers of commerce, local boards have
developed particularly effective relationships with the chambers in Irvine, Santa Ana, and
Anaheim.
To assist businesses customers, the local WDBs also work with the Orange County Inland
Empire Small Business Development Center Network, which offers business consulting,
training, and online courses at no cost to entrepreneurs and business owners throughout
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Orange, Riverside, and San Bernardino counties. The centers are funded in part by the
U.S. Small Business Administration (SBA). The lead center is based in Orange County
and is hosted by the College of Business and Economics at California State University,
Fullerton.
Through the boards’ connection to the SBDC, they are building a relationship with the
Small Business Diversity Network (SBDN), a non-profit organization that supports small
businesses throughout Orange County that are owned by minorities, women, veterans,
LGBTQ individuals, and people with disabilities.
Partnerships with Community-Based Organizations
Over the last four decades, each of the three WDBs in Orange County has developed
close and effective relationships with non-profit and community-based organizations.
Such organizations are an integral part of the fabric of workforce development service
delivery in the County, providing a vast array of services that supplement those offered
under WIOA, by the core and required partner programs, and through ot her publicly-
funded initiatives. Not only do CBOs fill gaps in services offered by public programs, they
frequently function as community on-ramps to the AJCCs and other agencies that
comprise the workforce development system by providing information and referrals.
Among the many non-profit agencies and CBOs with which the local boards collaborate,
the following organizations have notably strong ties with the workforce system: Orange
County United Way, OC Goodwill, 211 Orange County, Working Wardrobes, OC
Conservation Corps, Hope Builders, Project Kinship, Orange County Children’s
Therapeutic Arts Center, and Chrysalis.
Detailed information on the programs, services, and resources of organized labor,
business-serving, and community-based organizations that are foundational partners of
the Orange County workforce system can be found online at Orange Workforce Alliance
(OWA) website: https://orangeworkforcealliance.com/. OWA represents the programs
and interests of the three Orange County-based local workforce boards, along with those
of many workforce system partners.
B. Partners' Efforts to Collaborate on Co-Enrollment and Case Management
Local boards support the integration of service delivery within the AJCC system, including
strategic co-enrollment and common case management strategies. The boards maintain
strong partnerships with organizations committed to collaborating to increase service
integration, as appropriate, for the local areas' needs and for improving participant
experiences. These practices allow partners to leverage limited resources and eliminate
duplication of services. Case management is a shared responsibility among partners
serving joint customers. CalJOBS, the statewide MIS system for WIOA and other
programs administered by EDD, facilitates communication between partners and
documents participant activities, outcomes, and referrals.
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During intake, case managers determine if participants can benefit from services provided
through more than one partner program. The intake process includes participants'
authorization to release information that allows sharing of specific information among
partners. Co-located partners use a common enrollment application to assess basic
eligibility across multiple programs. System partners are cross-trained and
knowledgeable on eligibility and program offerings of numerous programs, enabling them
to make appropriate referrals and helping participants navigate and acce ss resources
across partner programs.
Examples of co-enrollment strategies include enrolling individuals from priority and target
populations in two or more programs for which they are eligible and that address unique
areas of need. Co-enrollment may include enrolling veterans in WIOA Title I and the state-
funded VEAP program or federally-funded veterans services administered by community-
based partners. WIOA eligible individuals who are English language learners also often
participate in WIOA Title II services through which they receive ESL and other essential
skills training. Job seekers with disabilities may be served by a range of local partner
programs, such as DOR, Goodwill, and the AJCC.
Through community and stakeholder meetings, including those held in support of the
development of the original PY 21-24 Unified Local Plan, the local boards identified the
following areas where improvements could be made with regard to integrated service
delivery and a seamless customer experience:
• Increase cross-training on WIOA programs and services, including community college
and adult school frontline staff.
• Regularly schedule cross-training sessions to ensure staff knowledge of partner
programs and services is current and new staff members are trained.
• Improve the bi-directional referral process between local boards and all system
partners to improve communication and outcome tracking by: 1) increasing CalJOBS
referral system usage by system partners or review other systems recently adopted
by partner agencies; and 2) providing training to system partners on CalJOBS
referrals.
• Continue Orange County Leadership Council meetings, but create working groups of
partner organizations to address system issues that impede a seamless customer
experience.
As the biennial update to the Local Plan was being developed, representatives of the local
boards noted that progress had been made on the foregoing objectives, particularly in the
area of training for workforce system partner staff. As training needs are ongoing and
constantly evolving, the boards will prioritize the delivery of various training during
regularly scheduled partner meetings and ad hoc session s, as necessary.
Community and stakeholder input gathered du ring the process of preparing the Biennial
Modification to the PY 21-24 Unified Local Plan cuts across various Plan topics and is,
therefore, summarized in Section V.
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C. One-Stop System's Use of Technology and Other Remote Strategies
In March 2020, the local boards' modified operations due to the COVID-19 pandemic.
Santa Ana and Orange County AJCC/One-Stop Centers were accessible in-person (by
appointment) and through virtual services. Anaheim WDB provided phone and virtual
services to clients and collaborated with the Anaheim Central Library to support clients
who needed access to computers and additional in-person support. The local boards are
again providing in-person services at their AJCCs.
Hybrid strategies, a combination of in-person and virtual services, have become the norm.
Following the expansion of virtual services during the pandemic, the boards clearly
recognized that many individuals prefer to access services without going into a one-stop
career center location. Virtual service delivery is also effective for many individuals with
barriers, such as transportation and childcare. However, the local boards acknowledge
that virtual service delivery poses obstacles for individuals who struggle with technology
and do not have access to a computer or broadband service. The three WDBs are
collaborating with various initiatives at all levels of government to decrease the digital
divide.
Before the pandemic, the Orange County WDB began the development of a
comprehensive virtual One-Stop Center. While work on the project was somewhat slowed
during the pandemic, a fully functioning virtual AJCC will be available by late 2024. The
virtual one-stop delivery system will use a customized learning management system
(LMS) that provides local boards and AJCC partners with a single system for the online
delivery of services. The LMS system will help jobseekers access job search assistance,
training, and essential support services from any location. Businesses will be able to
conduct virtual hiring events and remotely access AJCC support. The system provides
significantly expanded access for Orange County residents, including those in remote
areas.
Services provided online during the pandemic are still available via the web and in-person
under the hybrid approach. Such services include orientations, workshops, and rapid
response events. AJCC educational partners continue to provide instruction online.
Workforce development system partners have also developed a blended model that
includes online and in-person service delivery. Some of the boards and AJCC partners
provide hardware resources, including internet hotspots, laptops, and Chromebooks, to
program participants, while others make these tools available at their facilities or
accessible community-based locations.
Another effective strategy for making workforce services widely accessible is the Orange
County WDB's use of a wheelchair-accessible mobile unit that functions as a One-Stop
on wheels. The mobile unit has twelve computers and a monitor on the outside used for
outdoor orientations and workshops. It is available for the boards and system partners to
use to serve the community. The unit is regularly dispatched to community events,
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libraries, partner agencies, and parks. It is also used to reach targeted communities and
areas of Orange County that are not near a comprehensive AJCC.
D. Coordination of Workforce Activities and Support Services
The local boards have an aligned supportive services policy that outlines the coordination
of resources and services. Supportive services provide participants with assistance such
as childcare, bus passes, gas cards or mileage reimbursement, work attire, occupational
license fees, school supplies, and work tools. These services enable participants to
engage in WIOA career and training activities. Case managers work directly with clients
to address barriers to participating in programs and services, including barriers that can
be mitigated through supportive services. If the case manager determines a need and
supportive services cannot be obtained through other programs , WIOA Title I funds can
be used to provide the support.
The local boards work with AJCC partners and other community organizations to identify
support services resources. The demand often exceeds the budgets of the local boards.
Customers are referred to other organizations to obtain such services before the boards'
limited support services are expended. The supportive services most needed are
childcare, transportation assistance, and work attire. Examples of local partners that can
provide support to various customers groups served by the AJCCs include, but are not
limited to, DOR (accommodations and tools to support workplace environments);
Community Health Initiative of Orange County (access to publicly-supported health
insurance programs); Chrysalis (specialized counseling services); Goodwill of Orange
County (ASL interpreting services); and Working Wardrobes (business attire and work-
appropriate clothing).
E. Physical and Programmatic Accessibility for Individuals with Disabilities
The Orange County, Santa Ana, and Anaheim WDBs comply with WIOA Section 188 and
the applicable provisions of the Americans with Disabilities Act (ADA) of 1990. All
AJCC/One-Stop Centers are accessible, and various assistive technology devices are
available for those who have a physical, visual, or hearing impairment. However, the local
boards and partners recognize that more resources are needed and that acquiring
additional assistive technology tools is a goal of the Local Plan.
The local boards and AJCCs ensure all locations meet ADA requirements through the
Biennial Local Area Self-Assessment checklist. The local boards also ensure that all
eligible training providers meet the necessary standards for participants to access
training. The boards comply by following the nondiscrimination and equal opportunity
procedures outlined in WSD17-01. More specifically, the boards ensure the following:
• Contracts, cooperative agreements, job training plans, and policies and procedures
contain nondiscrimination assurances.
• The AJCC/One-Stop Centers provide initial notice and continuing notice that they do
not discriminate by posting the required "Equal Opportunity is the Law" poster with the
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EEO contact information for filing a complaint. Postings are in prominent places in the
centers and on the websites.
• Nondiscrimination information is provided during verbal presentations, including
participant orientations.
• Enrolled clients sign a nondiscrimination form maintained in the participant's file.
• All staff members are provided with nondiscrimination policy information and training
upon hire. Orange County repeats the training annually, and Santa Ana and Anaheim
staff repeat the training every two years.
• Program flyers and program communication contain an EEO and auxiliary aid and
services statement.
As the local boards look to strengthen services for customers with disabilities , they will
coordinate with their counterparts at DOR and continue to seek the department's
guidance on accessibility, facility layout, and assistive technology, along with training to
increase staff effectiveness in working with job seekers with disabilities. In addition, the
boards will rely on disability services and resources asset mapping that the Thompson
Policy Institute at Chapman University led.
III. STATE STRATEGIC PARTNER COORDINATION
In 2018, the State completed and published a biennial modification to California's Unified
Strategic Workforce Development Plan for Program Years 2016 -2019. CWDB identified
several new strategic partnerships with state-level agencies and initiatives within this
modification. Guidance issued by the State Board in 2018 to local boards regarding two-
year modifications to their PY 2017 -2020 Plans required that WDBs pursue these
partnerships within their jurisdictions. In the 2019 modification to the Local Plan, the
WDBs in Orange County described these local-level relationships, some of which were in
an early stage of development. Following is a summary of the evolution of these strategic
partnerships and approaches under consideration to further strengthen collaboration with
local providers and programs.
A. Coordination with County Human Services Agency and Other Local Partners
That Serve Individuals Accessing CalFresh Employment and Training Services
The boards and co-located AJCC partners are committed to working with Orange County
SSA to improve labor market outcomes for all recipients of CalFresh, including, but not
limited to, participants in CalFresh Employment & Training Services (CalFresh E&T).
Under SSA's design for the Orange County CalFresh E&T program, participation is
mandatory for employable individuals who receive General Relief (GR). The GR program
provides temporary cash aid in the manner of a loan to eligible indigent adults who do not
have custody of any minor children and do not qualify for federal- or state-funded cash
aid programs. The CalFresh E&T program is not currently available to other CalFresh
recipients. CalFresh E&T participants participated in work experience programs at
worksites developed by SSA staff before the COVID -19 pandemic. The California
Department of Social Services (CDSS) collaborated with Cell-Ed to provide welfare to
work and CalFresh E&T program participants with the opportunity to receive education
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and training online to build skills and engage in countable CalFresh participation hours
(20 hours monthly) while sheltering during the COVID-19 pandemic. This model has
fulfilled an immediate program need during the pandemic.
As service delivery in all public programs returns to pre-pandemic formats, the CalFresh
E&T program is transitioning back to its original structure. As such, the three WDBs and
their workforce system stakeholders are prepared to assist participants with the full range
of workforce services available through WIOA and partner programs.
The local boards provide priority service to recipients of public assistance. Before the
COVID-19 pandemic, the local boards were finalizing the program design and referral
process for CalFresh E&T participants. SSA requires tracking of participant attendance
in staff monitored job search and other WIOA program activities. Historically, AJCCs have
not tracked hours and attendance except for WIOA-funded training programs. A process
to track hours and attendance was established and can be implemented at the request of
SSA.
To strengthen the partnership and improve outcomes for the target population, the boards
and SSA have agreed to the following:
• Implement a program and referral process and move forward with referrals to the
AJCC for those CalFresh E&T participants who elect to be served through the AJCC
instead vs. other options.
• SSA will ensure all CalFresh E&T participants receive information regarding
employment services under WIOA and the local workforce system partners.
• Provide SSA frontline staff training on the programs and services available through
the one-stop delivery system's staff and partners.
• The boards, SSA, and community-based organizations will research program models
and discuss the possibility of expanding the CalFresh E&T program to additional
CalFresh recipients by engaging partners that can provide a non -federal match.
B. Coordination with Local Child Support Agency and Other Local Partners
Serving Individuals That Are Non-Custodial Parents
Anaheim, Santa Ana, and Orange County boards, co-located partners, and the Orange
County Department of Child Support Services (DCSS) formal partnership arrangement
was established during the WIOA local plan modification process in 2018. A bi-directional
referral and consent process was established and is the current method used to refer
non-custodial parents to the AJCC's. After instituting the partnership, the boards provided
in-person and online training to 136 DCSS staff to ensure staff members understood
WIOA programs and the new referral process. In addition to the training provided, the
workforce board and DCSS managers met monthly to discuss program success and
improvement opportunities. The partners will continue to meet monthly to discuss
opportunities to improve the labor market outcomes of unemployed, underemployed, and
payment-delinquent non-custodial parents. The partnership has initially experienced
moderate success, with 131 referrals to the AJCCs. Of those non-custodial parents
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referred, 58% of them had driver's license holds released due to participation in the WIOA
program. However, since the onset of the pandemic, services have stalled, and referrals
ceased. The local workforce boards are invested in the relationship with DCSS and are
anxious to return to pre-COVID processes and referrals.
To strengthen the partnership and improve outcomes for the target population, the boards
and DCSS are committed to the following:
• Grow participant referrals by focusing on outreach planning and new strategies to
promote the program to a broader population of non-custodial parents.
• AJCC staff will provide additional training to frontline DCSS staff on WIOA eligibility
and detailed program information.
• AJCC staff will work with DCSS staff to develop WIOA talking points for frontline DCSS
staff to utilize in discussing WIOA services with non-custodial parents.
• DCSS will train AJCC frontline staff on how to address concerns non-custodial parents
express about going to work. Training will address the DCSS goal not to be a barrier
to the non-custodial parent's employment goals and the tools they have available to
modify child support orders.
• AJCCs will work with DCSS to develop a separate referral process for justice-involved
non-custodial parents to the prison-to-employment (P2E) program.
• DCSS will participate in the Orange County Leadership council bi-monthly meetings
so the partnership can develop a broader range of support and participation from other
community-based organizations and education providers.
• Board staff will explore additional options to provide workshops to non -custodial
parents who are English language learners. DCSS serves a large population of
Spanish-speaking and Vietnamese-speaking non-custodial parents who could benefit
from career workshops taught in their native languages. AJCC staff currently offers
language-specific services on a one-on-one basis to individuals, as necessary. The
centers do not currently offer language-specific workshops.
As the biennial modification was being prepared, the local boards agreed to explore
opportunities with DCSS to co-locate staff within the AJCCs to facilitate immediate
handoffs to workforce service staff after non-custodial parents meet with DCSS
representatives.
C. Coordination with Local Partnership Agreement Partners Established in
Alignment with the Competitive Integrated Employment Blueprint and Other
Local Partners That Serve Individuals with Developmental and Intellectual
Disabilities
In 2018, the California Department of Education, DOR, and the California Department of
Developmental Services developed the Competitive Integrated Employment (CIE)
Blueprint, which is a five (5)-year plan to assist people with intellectual disabilities and
development disabilities (ID/DD) prepare for and secure a job earning at least minimum
wage working in the community with people without disabilities. The goals of the Blueprint
are to:
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• Help the three state departments work together to better support people with ID/DD
who want a CIE job.
• Create more options for people with ID/DD to prepare for and get a CIE job.
• Help people with ID/DD to make their own choices about working in the community.
The CWDB and EDD issued guidance to local boards on the development of 2019
biennial modifications to four-year Local Plans. This guidance required that local boards
connect with and seek to participate in the efforts of local partners (local education
agencies, the DOR district office, and the regional center) to deliver CIE services as
outlined in a Local Partnership Agreement (LPA). These agreements articulate how local
partners will work together to streamline service delivery, engage their communities, and
increase CIE opportunities for individuals with ID/DD. LPAs provide a framework for the
local partners to determine strategies that will work best for them and the populations they
serve.
CIE is defined in WIOA as full-time or part-time work at minimum wage or higher, with
wages and benefits similar to those without disabilities performing the same work, and
fully integrated with co-workers without disabilities. The Act requires that states ensure
employment is offered as a priority outcome for people ID/DD. In furtherance of state and
federal laws, programs that provide sheltered workshops and other aggregate work
settings for people with ID/DD are being phased out. They are moving to competitive
integrated employment, eliminating sub-minimum wage jobs.
The local boards in Orange County coordinate workforce development services with the
agencies that are signatories to a Local Partnership Agreement (LPA) and other local
partners that serve individuals with ID/DD. The local board representatives participate in
the Orange County LPA meetings with the signatory partners and community-based
organizations. The partnership has created new employment and training opportunities
aligned with WIOA and CIE Blueprint initiatives.
The local boards and DOR also work together to engage businesses through participation
in chamber events, diversity job fairs, and other network business events. Another
initiative is the training and development of resources for helping persons with disabilities
better understand their role in searching for, securing, and retaining competitive, gainful
employment. This course is taught to frontline staff at the local AJCCs and partner
organizations that are a part of the Orange County Leadership Council.
To strengthen the partnership with the LPA partners and improve overall outcomes for
the CIE target population and other individuals with disabilities, the boards, DOR, core
partners, and community-based organizations are committed to the following:
• DOR will expand student services to the One-Stop Centers for eligible youth program
participants.
• DOR will provide local board frontline staff with cross-training and professional
development to ensure they understand DOR's vast offerings.
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• Local boards and DOR will improve "closing the loop" on referrals and consider using
the CalJOBS referral system to provide referral feedback.
• Increase participant referrals by focusing on targeted outreach and identifying other
community-based organizations serving the target population.
As stated in section II of this Plan, the board's efforts in this area continue to be informed
by asset mapping on disability services and resources developed by the Thompson Policy
Institute at Chapman University.
D. Coordination with Community-Based Organizations and Other Local Partners
That Serve Individuals Who Are English Language Learners, Foreign Born,
and/or Refugees
The local boards have long-standing and effective partnerships with the community
colleges and adult education partners in the Orange County region. The Rancho
Santiago, South Orange County Regional, North Orange County Regional, and Coast
consortia serve a diverse population of English language learners, foreign-born
individuals, and refugee students. During the development of the original PY 21-24
Unified Local Plan, the local boards held an online discussion regarding services to these
target groups. The session allowed educators, community-based organizations, and
other stakeholders to share ideas and offer recommendations. The conversation helped
all parties better understand how to address gaps that exist for these priority populations.
To strengthen partnerships and improve outcomes for the target population, the boards,
education agencies, and community organizations committed to the following:
• Local boards will examine whether the OC Leadership Council meeting should be
reformatted. The board will consider hosting smaller workgroups to address the
targeted population's needs.
• Local boards will work with the educational providers to develop a program plan to
improve support for individuals who have degrees from other countries that will: 1)
reduce confusion by helping individuals navigate the process of obtaining college
transcript translation and course equivalency review by colleges, ensuring they do not
start, unnecessarily, from ground zero; and 2) provide funding that individuals need to
pay for transcript translation and review.
• Help the target population understand how their existing skills can be used in the
workplace and explore how work-based learning programs can support them in
demonstrating their skills and abilities while learning new skills on the job.
• Deploy the Orange County mobile One-Stop unit to the community colleges and adult
education locations to improve outreach and access for the communities that do not
have a comprehensive One-Stop close to them.
• Local boards will provide training to teachers and instructors on WIOA programs and
services.
During the development of the 2023 update to the Local Plan, representatives of the three
WDBs reported that significant progress had been made on the foregoing objectives. This
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progress includes, but is not limited to, the adoption of processes to assist immigrants in
securing recognition of foreign transcripts; increased availability of web-based AJCC and
workforce services system information in the seven core languages of Orange County;
access to basic career services to interested individuals regardless of their immigration
status; increased availability of ESL courses online; co-location of immigrant-focused
partners and programs at the AJCCs; and collaboration between local boards and SSA
on serving newly arrived refugees.
IV. WIOA TITLE I COORDINATION
The following narrative addresses services, activities, and administrative requirements of
for the three local workforce boards in Orange County under the WIOA Title I formula
programs, along with strategies for staff preparation, training, and ongoing professional
development to effectively respond to participant needs.
A. Staff Training and Professional Development to Increase Digital Technology
Skills
The onset of the pandemic and stay-at-home orders resulted in staff using more digital
tools out of necessity. These immediate changes dictated that local boards move quickly,
and individual staff members adopted many tools with very little training or direction. All
staff members were required to use technology and were digitally literate before the
pandemic, and as they engaged in immersive learning , they achieved greater digital
fluency. The local boards provide an environment that allows staff time for self-directed
learning with online videos created for product use. Frontline staff mastered products and
delivered and produced training videos to help their co-workers gain knowledge. Staff
assisted their colleagues in navigating new digital tools.
Digital fluency is a foundational aspect of productivity, enabling staff to perform more
effectively. Since the current plan's implementation, digital skills training provided to staff
has covered: Microsoft Office 365; videoconferencing platforms, including Zoom and MS
Teams; and a series of CalJOBS training sessions. Additional training in digital skills will
be provided to frontline staff during the remaining period of the PY 21 -24 Unified Local
Plan.
B. Frontline Staff Training and Professional Development to Increase Cultural
Competency and Effectiveness in Working with Individuals and Groups that
Have Been Exposed to Trauma
Orange County's population is racial and ethnically diverse, which is reflected in the
customers who use AJCC services. In addition, workforce system staff estimates that a
significant number of the customers they see may have experienced various forms of
trauma based on vulnerable groups that they represent, along with the wide-ranging
traumatic effects of the pandemic.
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Staff training and professional development are a high priority for the local boards. The
local boards and AJCC partners work together to provide frontline staff training. The
Orange RPU has a training plan that includes a host of topics. The Orange RPU has
successfully collaborated with partners and other organizations and leveraged training in
the region. Any training hosted by the local board is open to partner staff and
organizations in the Orange County Leadership Council. Training planned over the
remaining period of the Local Plan includes, but is not limited to: cultural competency,
trauma-informed care, motivating and building staff capacity, and sector strategies.
C. Coordination of Rapid Response and Layoff Aversion Activities
The Anaheim, Santa Ana, and Orange County Workforce Development Boards continue
to support statewide rapid response activities by providing rapid response and layoff
aversion services to businesses and outplacement services to dislocated workers in the
region. Rapid Response teams offer services to employers and workers affected by
layoffs and mass closures in the Orange County region. The rapid response team is made
aware of large layoffs through California's Worker Adjustment and Retraining Notification
(WARN) system. Local boards also receive notice of smaller layoffs from AJCC partners,
chambers of commerce, industry association meetings, and news outlets.
The rapid response team includes the local board, EDD, education and training providers,
and community-based organization staff. Local board staff is responsible for making initial
and follow-up contact with employers and coordinating with partner agencie s to organize
rapid response events. The three boards coordinate rapid response events when a large
regional employer has notified them of a mass layoff that affects residents throughout
Orange County. If businesses in adjacent workforce areas are affected, the Orange
County boards also coordinate with WDB staff in these areas. The local boards' rapid
response teams have developed a common rapid response presentation that ensures
they deliver a consistent message throughout the county. The teams also participate in
Southern California Rapid Response Roundtable meetings.
Local boards also assist businesses at risk of displacing employees by providing layoff
aversion services. The boards receive businesses' referrals and use the Econovue
system to identify at-risk companies for targeted layoff aversion services. Rapid response
and layoff aversion services include:
• Online or on-site outplacement services for affected workers
• Coordination with EDD on Trade Adjustment Assistance and Work Sharing programs
• Customized training or incumbent worker training
• 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
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• Assistance with obtaining California Employment and Training Panel (ETP) funding to
assist in upgrading the skills of existing workers
• Coordinating with educational and job training institutions to satisfy the precise skill s
needs of one or more businesses
The Santa Ana WDB contracts with the local Chamber of Commerce to provide layoff
aversion services and has established benchmarks for the completion of needs surveys
that may indicate distress in a company that require s aversion strategies. Business
outreach that supports layoff aversion is targeted to companies in growth industries and
other key sectors.
Outplacement services for workers that have been affected by a layoff are provided to
workers. Affected workers are made aware of these services through online and on-site
rapid response events. The rapid response teams support laid-off workers in quickly
accessing resources such as unemployment insurance, health insurance, and rollovers
for retirement plans. Also, laid-off workers are provided information on WIOA-funded
career and training services.
D. Services and Activities Available under WIOA Title I Adult and Dislocated
Worker Programs
WIOA Title I Adult and Dislocated Worker employment and training activities offered
through the AJCC system include a comprehensive array of employment and career
services, such as career exploration workshops, classroom training, on-the-job training,
transitional job opportunities, and other work-based learning opportunities, such as
apprenticeships.
AJCC/One-Stop Delivery System
Brick-and-mortar AJCC facilities include those listed below. These sites are
complemented by virtual services, which are a critical part of the hybrid workforce
development delivery system that all three local boards have adopted in Orange County.
Orange County WDB AJCCs
Orange County Workforce Solutions Center
7077 Orangewood Ave., Ste. 200
Garden Grove, CA 92841
OC4Vets - Veterans Reemployment Office
1300 S. Grand Avenue, 2nd Floor, Building B
Santa Ana, CA 92705
Los Alamitos Joint Forces Training Base
11200 Lexington Dr. Bldg. 244
Los Alamitos, CA 90720
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Supplementing the above facilities is the Orange County WDB mobile AJCC, which
provides services from community and business locations throughout the county.
The OCWDB will relocate the Garden Grove AJCC to Brea by June 2023. In addition, a
new site will open in South Orange County in Laguna Hills in 2023.
Santa Ana WDB AJCC
Santa Ana WORK Center
801 West Civic Center Drive, Suite 200
Santa Ana, CA 92701
Anaheim WDB AJCC
Anaheim Workforce Connection
201 South Anaheim Blvd.
Anaheim, CA 92805
Adult and Dislocated Worker Program Services
The three local boards offer a wide range of services for job seekers enrolled in the WIOA
Title I Adult and Dislocated Worker programs. Services meet the needs of individuals with
various levels of education and work experience and job seekers from vulnerable
populations who may have one or more barriers to employment. Services are designed
to prepare participants for entry-level and higher positions with businesses in and around
Orange County, particularly businesses within the priority sectors that are identified in the
Orange RPU PY 21-24 Regional Plan.
The AJCC system offers three levels of career services: Basic Career Services,
Individualized Career Services, and Training Services. These are supplemented by
follow-up services. Services are provided in no specific sequence. Instead, services are
tailored to meet the needs of individuals while still allowing for tracking outcomes for
reporting purposes.
Basic Career Services: Basic Career Services are made available to all individuals and
include:
• Outreach, intake, and orientation to services that are available to all job seekers
• Determinations of eligibility for WIOA. Individuals who do not meet WIOA eligibility
criteria may continue accessing basic career services and be referred to partner
programs and other community-based agencies
• Initial assessments of skill levels are conducted that address literacy, numeracy, and
English language proficiency, as well as aptitudes, abilities, and supportive service
needs
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• Labor market information, including job vacancy listings, information on in-demand
industry sectors and occupations, regional labor market information, and information
on nontraditional employment
• Partner information and referrals are based on individual needs and requests from
customers
• Training provider Information includes data on performance and costs of programs
offered by eligible providers of training services, adult education, and career and
technical education
• Assistance in establishing eligibility for programs such as financial aid for training
and education programs not provided under WIOA
• Supportive services information, including types, limits, and sources
• Unemployment insurance information assistance for filing unemployment
compensation claims
Individualized Career Services: These services are provided when needed for an
individual to obtain or retain employment. AJCC staff relies principally on assessments to
determine the need for and appropriateness of individualized career services. Included
are:
• Job readiness workshops
• Skills assessments
• Individual employment plans: These customized plans are developed through an in-
depth interviewing and evaluation process to identify employment barriers and
appropriate employment goals. The Plan outlines activities to attain career objectives.
• Group or individual counseling
• Transitional jobs
• Financial literacy services are provided based on individual needs
• Supportive services, including services such as transportation, childcare, uniforms,
and tools required for employment
• English language acquisition and integrated education and training programs are
provided based on individual need
• Job search and placement assistance
Training Services: The boards provide access to a wide range of training programs, which
fall broadly into two types: institutional (classroom) training programs, and work-based
training programs, which are developed directly with employers and include activities
such as on-the-job training and customized training. Incumbent worker training may also
be provided to employed individuals to increase or upgrade their skills. Training modalities
include:
• Occupational skills training, including training for nontraditional employment
• On-the-job training
• Incumbent worker training
• Programs that combine workplace training with related instruction, which may include
cooperative education programs
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• Training programs operated by the private sector
• Skill upgrading and retraining
• Entrepreneurial training
• Transitional jobs
• Adult education and literacy activities
• Customized training conducted with a commitment by an employer
Follow-Up Services
For 12 months, follow-up services may be provided to participants, including technical
skills training, counseling, mentoring, crisis intervention, life skills, or emergency support
required to sustain long-term employment.
Examples of innovative and promising features of services available through the AJCC
system include:
• Comprehensive Employment Services: Career counseling and tools for job search
preparation include training referrals, job listings, resume preparation assistance,
interview workshops, access to on-site employer recruitments, and labor market
information.
• Career Pathway Programs: Career pathway programs have a clear sequence, or
pathway, of education coursework and may include stackable training credentials
aligned with employer-validated work readiness standards and skills. AJCCs offer
programs that include a full range of post-secondary education options that may
involve attending programs at local adult education, community colleges, and private
educational institutions. 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 participant's educational and
career advancement.
• Collaboration with Apprenticeship Programs: Santiago Canyon Community College
(SCC) is one of the leading community colleges in Orange County that offers
apprenticeship and journeyman training in various trades. The local boards make
referrals to SCC for apprenticeship programs. The local boards plan to work closer
with SCC to explore additional partnership opportunities for pre-apprenticeship
programs. The boards are also working with the California Department of Industrial
Relations Division of Apprenticeship Standards to explore opportunities to support the
development of nontraditional apprenticeship programs.
The local boards have policies and adhere to the requirements of priority of service.
Priority is given to veterans (and spouses), recipients of public assistance, other low -
income individuals, and individuals who are basic skills deficient. Priority of service is
established during intake and eligibility. AJCC operators' staff have been trained on the
priority of service requirements, and the priority status is documented in CalJOBS. AJCC
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partners are informed of the local board's priority of service policy, and they assist in
referring individuals that meet the priority of service criteria.
E. Services and Activities Available under WIOA Title I Youth Program
The local boards serve eligible in-school and out-of-school youth through contracted
service providers and partner organizations, assisting them in their career exploration,
planning, education, and skills development. Youth with disabilities are served by
providers serving all other youth, with the exception of in-school youth with disabilities
under the jurisdiction of the Orange County WDB, who may be served under a specialized
contract with Goodwill Industries of Orange County.
WIOA Title I Youth programs include the following fourteen required program 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 and 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
The ratio of in-school to out-of-school youth served by the local boards is:
WDB In-School Youth Out-of-School Youth
Orange County WDB 25% 75%
Santa Ana WDB 20% 80%
Anaheim WDB 0% 100%
Core services and features of WIOA youth services available in the Orange County region
include the following:
Case Management: Case managers provide youth guidance, support, and motivation
while enrolled in the program and working toward their education, training, and
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employment goals. Case managers work with youth to develop an Individual Service Plan
(ISP), which identifies the employment goals and the comprehensive services strategy
provided to the participant by the One-Stop Center and AJCC partner agencies. Case
managers maintain contact with participants and monitor their progress toward achieving
goals in the ISP. If necessary, the case manager modifies the ISP in response to the
participant's progress. The case manager also coordinates services with other AJCC
partners that are part of the youth's comprehensive service strategy.
Work Experience: The local boards and AJCC partners provide work experience
opportunities for youth to support their gaining workplace skills. Work experience may be
a paid or unpaid activity. Work experience is a planned, structured learning experience in
a workplace for a limited time. Youth may be placed at a private for -profit sector, non-
profit sector, or public sector worksite. Youth work experiences opportunities may include:
• Pre-apprenticeship programs
• Summer employment and other employment activities available throughout the school
year
• Internships and job shadowing
• On-the-job training
Through the Orange County WDB, youth can participate in earn-and-learn programs such
as "Youth with Impact." This program is a live, online "mini-MBA" program that equips
participants with entrepreneurship skills, confidence, and business knowledge.
Job Readiness Training: Local boards and AJCC partners provide youth with
opportunities to gain employability skills or job readiness training to prepare youth for
employment or work experience opportunities. Youth gain these skills through structured
activities and workshops.
Occupational Skills Training: Short-term occupational skills training is a program activity
that may be offered to youth participants. Occupational skills training programs provide
specific vocational skills and must lead to an industry-recognized certificate.
Educational Services: Local boards and AJCC partners provide educational services that
include tutoring, basic education skills training, ESL training, and instruction that leads to
a high school diploma or its equivalent.
Support Services: Youth are provided support services when necessary to enable their
participation in other WIOA activities. Supportive services include , but are not limited to,
linkages to community services, transportation assistance, childcare assistance, and
work attire and work-related tools. As occurs for Adult and Dislocated Worker program
participants, the local boards prioritize the use of non -WIOA funds for support services.
Digital Literacy Skills for Youth: Youth services moved to online platforms during the
pandemic. Many youth participants adapted well to the online model with youth providers'
support. In recent years, the local boards have been working to strengthen collaboration
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with the public library system. The boards have leaned on their library partners to support
workforce development services through their offerings, including digital literacy
programming, computer classes, online homework assistance through Brainfuse Help
Now, resume assistance and career coaching through Brainfuse Job Now, and dropou t
recovery services for youth and adults. AJCC staff also connect youth to adult education
and community college non-credit programs, which provide digital literacy programming.
F. Entity Responsible for Disbursal of Grant Funds and the Competitive
Process Used to Award Contracts for WIOA Title I Activities
The Orange County Board of Supervisors designates the Orange County Workforce
Development Board to serve as the local board and as the fiscal agent responsible for
grant funds' disbursal. Similarly, the City of Santa Ana serves as the Santa Ana Workforce
Development Board's fiscal agent and bears responsibility for grant funds' disbursal. The
City of Anaheim serves as Anaheim's Workforce Development Board's fiscal agent and
bears responsibility for grant funds' disbursal.
The three local boards use a competitive procurement process to award sub-grants and
contracts for WIOA Title I activities when award amounts are above the threshold required
for such operations. The local boards follow local competitive procurement policies and
procedures adopted by their respective governments. These written policies adhere to
state and federal procurement regulations. In addition, the local boards comply with all
requirements specified in EDD Directive WSD17-08 with respect to the procurement of
equipment and related services.
G. How the Local Board Fulfills the Duties of the AJCC Operator and/or the
Career Services Provider or Selection of AJCC Operators and Career
Services Providers
Consistent with EDD Directive WSD19-13, the selection of AJCC operators and career
services providers for the local boards is the result of open and competitive procurement
processes. The Santa WDB and Anaheim WDB have been granted approval by state
representatives acting on behalf of the Governor to function as the career services
provider for the WIOA Title I Adult and Dislocated Worker programs.
The following tables summarize the functions and roles of the entities each board has a
contractual relationship with:
Local Board Provider Role
Orange County America Works One-Stop Operator
Career Team, LLC Career Services Provider
City of La Habra Youth Services "Ready. Set. OC"
Program
Goodwill Industries of Orange
County
Youth Services for in-school youth
with disabilities
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V. STAKEHOLDER INPUT AND CONSIDERATIONS FOR PY 21 - 24
Based on discussions held throughout the process used to develop the original PY 21-24
Local Plan, recommendations were made by workforce system partners and other
stakeholders about various topics. This input was woven into the Plan narrative.
As the three local boards worked to prepare the biennial update to the Local Plan,
stakeholders were again engaged in discussion about the system. From this input, the
following were identified as priorities for further exploration, development, and/or
enhancement by the WDBs and system partners over the remaining period of the PY 21-
24 Local Plan.
• With jobs seekers and businesses expressing a broad range of preferences regarding
service modalities, the workforce system should provide as may options as possible,
including brick-and-mortar career centers, virtual services, and community-based
services options, such as community access points (e.g. partner facilities) and mobile
services.
• Ensure that virtual services are of the same quality and have parallel content to in-
person services delivered at the AJCCs.
• Digital literacy is essential for all job seekers and is required to do most jobs. The
workforce system should assess each customer's digital literacy and provide training
in this area to ensure everyone has the basic skills to compete for and succeed in
employment.
• AJCCs need to prepare job seekers to participate successfully in online interviews,
which may require different skills and strategies than traditional in-person interviews.
• To expand programs available to job seekers and to make training more accessible,
make more online training programs and courses available.
Anaheim Pending renewed
procurement
One-Stop Operator
Anaheim WDB Career Services Provider
Hope Builders Youth Services
Orange County Conservation
Corps
Youth Services
Santa Ana Pending renewed
procurement
One-Stop Operator
Santa Ana WDB Career Services Provider
Orange County Children's
Therapeutic Arts Center
Youth Services
Project Kinship Youth Services
Orange County Conservation
Corps
Youth Services
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• Recognizing the emotional toll of the pandemic, the workforce system should
collaborate with organizations providing mental health services.
• AJCC and workforce development system partner organizations should implement
trauma-informed approaches to service delivery.
• Orange County has a large immigrant community that needs support in preparing for
and finding work. Specialized approaches and strategies are required to assist
individuals from this underserved group of job seekers.
• Individuals needing training may be overwhelmed by the variety of institutions,
programs, and courses available in Orange County. Using "navigators" may help job
seekers determine the best service options.
• The county is diverse in terms of those needing workforce development assistance.
Customized approaches may be the best strategy for meeting the needs of various
target groups.
• Information about AJCC services and workforce system partner programs should be
available in the native languages most frequently spoken in Orange County.
• Outreach to job seekers and businesses should leverage the full range of social media
resources as they reach a wide audience at no cost.
• Web-based resources need to be accessible to and easy to navigate for people with
disabilities.
• Expanding virtual services for businesses will enable the workforce system to reach
many companies in the county.
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VI. APPENDICES
The following items are included as part of the Local Plan.
Attachment 1: Stakeholder and Community Engagement Summary
Attachment 2: Public Comments Received that Disagree with the Local Plan
Attachment 3: Signature Page
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Attachment 1
A. Stakeholder and Community Engagement Summary (Attachment 1)
To facilitate the engagement of stakeholders in planning for the local workforce
development delivery system and in the development of the PY 2021 -2024 Local Plan,
the local boards hosted a series of discussions outlined in the table below.
Recommendations and other input resulting from these discussions in embedded within
the content of the Unified Local Plan.
Mode of Outreach Target of Outreach Summary of
Attendance
Comments
Email, phone, social
media, local board
websites,
Eventbrite
WIOA Core
Program
Partners
76 individuals
registered, and 43
attended
The meeting was well
attended by
representatives from
several core partner
agencies. We had
representatives from
the local boards,
adult schools,
community colleges,
conservation corps,
job corps,
community-based
organizations, and
housing authorities,
EDD.
Email, phone, social
media, local board
websites,
Eventbrite
CalFresh
Employment
and Training Partners
38 individuals
registered, and 27
attended
The meeting was
attended by
representatives from
the local boards,
community colleges,
community-based
organizations,
Orange County
Social Services
Agency.
Email, phone, social
media, local board
websites,
Eventbrite
Child Support
Services Partners
27 individuals
registered and 18
attended
The meeting was
attended by
representatives from
the local boards,
community colleges,
community-based
organizations,
Orange County
Social Services
Agency.
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Mode of Outreach Target of Outreach Summary of
Attendance
Comments
Email, phone, social
media, local board
websites,
Eventbrite
Competitive
Integrated
Employment Partners
34 individuals
registered and 28
attended
The meeting was
attended by
representatives from
the local boards,
community colleges,
ROP programs,
Goodwill Industry,
City of Irvine
Disabilities, and other
community-based
organizations.
Email, phone, social
media, local board
websites,
Eventbrite
English
Language
Learners Partners
22 individuals
registered and 19
attended
The meeting was
attended by
representatives from
the local boards,
community colleges,
community-based
organizations, adult
schools.
Email, phone, social
media, local board
websites,
Eventbrite
Re-Entry
Services Partners
40 individuals
registered and 24
attended
The meeting was
attended by
representatives from
the local boards,
community colleges,
community-based
organizations, State
Parole, Orange
County Sheriff,
Mental Health
Services
Email, social media,
local board
websites,
Eventbrite
Community at large,
Businesses,
Chambers, Core
Partners
66 individuals
registered and 33
attended
The meeting was
attended by
representatives from
the local boards,
community colleges,
community-based
organizations, adult
schools, Veteran
Serving
Organizations, EDD,
State of California
WSB.
During the development of the biennial update to the Local Plan, the local boards hosted
a community and stakeholder forum on "Hybrid Service Delivery." This forum was held
in-person on November 30, 2022.
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Mode of Outreach Target of Outreach Summary of
Attendance
Comments
Email, phone, social
media, local board
websites,
Eventbrite
WIOA Core Program
Partners, Community
Members,
Community Based
Organizations,
Education Partners
47 registered and 25
attended
The meeting was
attended by
representatives from
several core partner
agencies. We had
representatives from
the local boards,
adult schools,
community colleges,
community-based
organizations, and
EDD.
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Attachment 2
B. Public Comments Received that Disagree with the 2023 Biennial Modification
to the PY 21-24 Local Plan (Attachment 2)
The Anaheim, Santa Ana, and Orange County Unified Local Plan was posted online for
a 30-day public comment period. There were no public comments received that
disagreed with the unified local plan.
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Attachment 3
C. SIGNATURE PAGE (Attachment 3)
ORANGE COUNTY UNIFIED LOCAL PLAN
The unified local Plan represents the Orange Regional Planning Unit efforts to maximize and
coordinate resources available under Title I of the Workforce Innovation and Opportunity Act. This
unified local Plan is submitted for the period July 1, 2021, through June 30, 2025, in accordance
with the provisions of WIOA.
LOCAL BOARD CHAIRS LOCAL ELECTED OFFICIALS
ORANGE COUNTY WORKFORCE DEVELOPMENT BOARD COUNTY OF ORANGE BOARD OF SUPERVISORS
Signature Signature
Teri Hollingsworth Donald Wagner
Name Name
Chair, Orange County Workforce Development
Board Chair, Orange County Board of Supervisors
Title Title
Date Date
ANAHEIM WORKFORCE DEVELOPMENT BOARD CITY OF ANAHEIM COUNCIL
Signature Signature
Joe Paquette Ashleigh Aitken
Name Name
Chair, Anaheim Workforce Development Board Mayor, City of Anaheim
Title Title
Date Date
SANTA ANA WORKFORCE DEVELOPMENT BOARD CITY OF SANTA ANA COUNCIL
Signature Signature
Daisy Campos Valerie Amezcua
Name Name
Chair, Santa Ana Workforce Development
Board Mayor, City of Santa Ana
Title Title
Date Date
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