LARC Regional Plan Update (2025) by ArroyoWest

REGIONAL PLAN 2024-2027

This plan is for Los Angeles regional stakeholders, community college staff and partners, and the public. It reflects the consortium’s collective vision, evaluations and learnings, strategic direction for 2024-2027 and serves as a compass to guide our future work. This data-guided plan clarifies our unified direction while remaining flexible on our approach. Additional information about our processes, projects, and impact can be found on the Los Angeles Regional Consortium website, LOSANGELESRC.ORG.

B. INTRODUCTION: LOS ANGELES REGIONAL CONSORTIUM

C. REGIONAL ECONOMY AND LABOR MARKET INFORMATION

D. GOVERNANCE MODEL AND STRUCTURE

E. STRATEGIC PLANNING PROCESS

ACKNOWLEDGEMENTS

UNDER THE LEADERSHIP OF DR. NARINEH MAKIJAN, CHAIR/ASSISTANT VICE PRESIDENT OF THE LOS ANGELES REGIONAL CONSORTIUM,

the Los Angeles Regional Consortium wishes to thank all members of the Los Angeles Regional Plan Work Group for their contributions, feedback, collaboration, and leadership. The committee below supported LARC's 2025 Regional Plan Update:

NAME

TITLE

ORGANIZATION

Dr. Narineh Makijan Chair/AVP LARC

Mark Basnage K14 Technical Assistance Provider LARC

Bridgette Nalty

Employer Engagement Liaison LARC

Hawra Al Jaberi Employer Engagement Liaison LARC

Gray Rakow Grant Project Coordinator LARC

Judy Fox

Contractor Supporting Program Management LARC

Ashley Gonzalez Apprenticeship Manager LARC

Randy Morales Contractor Supporting Program Management LARC

Shreya Parthiban Business Analyst LARC

Helene Harris Apprenticeship Senior Specialist LARC

Dr. Nick Real Instructional Dean, Technology Cerritos College

Dr. Paul Flor Dean of Student Learning Compton College

Isabelle Saber Interim Dean of Student Learning Compton College

Dr. Christina Tafoya Vice President, Instructional Services East LA College

Erica Mayorga Dean East LA College

Lori Yamasaki Project Specialist El Camino College

Dr. Chris Chen

Assistant Director

Luke Meyer Director, Los Angeles Region

Sandra Sanchez

Dean, Economic and Workforce Development

Dr. Alexandra Duran Vice President, Economic and Workforce Development

Marla Uliana

Dean of Academic Affairs, CTE & Workforce Development

LA COE / Mt. SAC

LA Harbor College

LA Mission College

Mon Khat

Dean of Career Technical Education

Dr. Brandon Hildreth Dean, Academic Affairs

Jermaine Hampton Vice President of Workforce Development and Special Projects

LA Pierce College

LA Valley College

LAEDC

Jose Pelayo Director of Workforce Development LAEDC

Justin Susi Associate Director LAUNCH

Kendra Madrid Vice President, Economic and Workforce Development

Andrew Fuenmayor Data Scientist

Gita Runkle

Dejah Swingle

Dean of Career Education

Dr. Armine Derdiarian Dean, Career & Technical Education

Dr. Micah Young Dean, Health Science Division

Tanysha Laney Research Planning Analyst

Dr. Lyla Eddington Career Pathways Project Lead

Bridgette Hernandez Dean, Career & Workforce Education

Deborah Shepard Career Pathways Coordinator

Tiffany Miller Dean of Apprenticeships

Long Beach City College

Mt. San Antonio College

Pasadena City College

Rio Hondo College

SouthBay Workforce Investment Board

West LA College

A. EXECUTIVE SUMMARY

THE LOS ANGELES REGIONAL CONSORTIUM (LARC) BRINGS TOGETHER LA’S 19 COMMUNITY COLLEGES

across 11 community college districts working collectively to deliver on the promise that California Community Colleges should be accessible and affordable to all who seek opportunities to realize a better future. Through the consortium, we collaborate with K-12 partners, high-road employers, and priority industries to align impactful curriculum and workforce training programs, creating a seamless pathway for college and career readiness.

Los Angeles County Community Colleges create value in many ways. The colleges play a key role in helping students increase their employability and achieve their individual potential. The colleges draw students to the county, generating new dollars and opportunities for Los Angeles County. The colleges provide students with the education, training, and skills they need to have fulfilling and prosperous careers. Furthermore, the colleges are places for students to meet new people, increase their self-confidence, and promote their overall health and well-being.

Moreover, according to the Economic Value of Los Angeles County’s Community Colleges report, commissioned by LARC, LAC’s community colleges added $23.2 billion in income to the Los Angeles County economy during FY 2021 and 2022, equal to the sum of operations and construction spending impacts; student spending impact; and alumni impact. For context, the $23.2 billion impact was equal to approximately 2.6% of the total gross regional product (GRP) of Los Angeles County. This contribution that the colleges provided on their own was larger than the entire construction industry in the county.

This 2024 to 2027 regional plan provides an overview of 1) the Los Angeles economy and workforce; 2) projected trends that will shape future career education (CE) and marketplace demands; 3) opportunities and equity gaps in student success; and 4) a detailed description and summary of LARC’s eight high priority sectors that will serve as the focus of the region’s community colleges CE investments over the next four years. It concludes with an overview of previous investments and LARC’s governance structure which oversees and holds accountable activities outlined herein.

As the primary engine of social and economic mobility in the region, Los Angeles County’s 19 COMMUNITY COLLEGES are the critical partners to ensuring every Los Angeles County resident, youth and adult alike, has access to education programs that fit their needs and propels them to achieve success in high-growth, high-wage industries.

2025 UPDATES

2024 - 2027 LOS ANGELES REGIONAL PLAN

In 2025, The Los Angeles Regional Consortium (LARC) updated this strategic plan to reflect new and emerging priorities, and address the impacts of the 2025 wildfires. This plan serves Los Angeles regional stakeholders, community college staff and partners, and the general public. It reflects the collective vision and strategic direction for 2024-2027 and is a compass to guide our future work. Given the many uncertainties in our future, this dataguided plan clarifies our unified direction while remaining flexible on our approach. Additional information about our processes, projects, and impact can be found on the Los Angeles Regional Consortium website, www.losangelesrc.org.

The Los Angeles Regional Consortium (LARC) presents this strategic plan for strengthening regional collaboration, expanding access to high-quality career education, and aligning workforce development efforts with emerging economic and social realities across Los Angeles County. Grounded in equity, innovation, and responsiveness, the 2024–2027 plan is both data-guided and action-oriented, serving over 500,000 students across 19 community colleges in 11 districts.

LARC’s regional strategy is shaped by the California Community Colleges Vision 2030, the Governor’s Roadmap for Community Colleges, and the state’s Career Education Master Plan. These frameworks guide our investments in career education programs that advance social mobility, close equity gaps, and prepare students for high-road jobs across high-growth industries.

NEW AND EMERGING PRIORITIES ADDRESSED IN THIS UPDATE

1. Artificial Intelligence (AI) and Automation

The plan responds to the rapid integration of generative AI and automation across all sectors by expanding faculty support, embedding digital fluency and AI literacy into curriculum, and preparing students for the evolving demands of the future workforce. This update reflects the impact of AI across LARC’s priority sectors.

2. Fire Recovery and Community Resilience

In response to the 2025 Eaton and Palisades wildfires, which caused devastating job losses and economic disruption, the plan prioritizes targeted training, reskilling programs, and wraparound services for displaced workers, especially in hardhit sectors like retail, education, healthcare, and construction.

3. California Jobs First (CJF) Alignment

LARC's priorities align with the California Jobs First Economic Blueprint, supporting inclusive economic growth in regional sectors such as aerospace, bioscience, clean energy, logistics, healthcare, and digital media. Cross-sector collaboration and local input are embedded in every strategy to ensure the CJF framework is realized at the regional level.

STRATEGIC VISION AND OUTCOMES

4. LA2028 Olympic and Paralympic Games

With the Olympics on the horizon, the plan identifies pathways in hospitality, entertainment, transportation, cybersecurity, and facilities management to ensure community colleges are preparing a local, diverse, and job-ready talent pipeline to support this once-in-a-generation event and its long-term legacy.

5. K-16 Collaborative and K-12 SWP Investments

The L.A. Region K-16 Collaborative is leveraging existing initiatives and relationships across L.A. County uniting higher education, K-12 districts and schools, employers and business organizations, local government, and community partners to amplify our collective impact on equitable degree attainment. This 2025 update provides the most recent K-12 SWP funded projects in our Round 7 initiative.

LARC aims to build an integrated, equitable workforce ecosystem that caters to the learning environment and needs of Los Angeles residents. This interconnected system includes apprenticeships and work-based learning, supports early college credit and dual enrollment pathways, and enhances access for justice-involved youth, veterans, and opportunity populations. The plan outlines key investments in climate resilience, digital innovation, employer engagement, and regional alignment to ensure students have access to high-quality learning experiences and livablewage careers.

Through deep partnerships with 4-year colleges/universities, K–12 systems, industry, labor, workforce boards, and community stakeholders, LARC is committed to making career-connected learning the standard in Los Angeles, ensuring that every learner has a pathway to purpose, prosperity, and meaningful participation in the regional economy.

COMMITMENT TO EQUITY

The regional plan’s framework aligns LA’s unique characteristics with the California Community Colleges Chancellor's Office’s 2017 Vision for Success, the 2030 Vision framework, the multi-year roadmap between the Newsom administration and the California Community Colleges, and new demonstration initiatives underway, such as the Apprenticeship Demonstration project, among others. At the center of this plan is a commitment to equity. To ensure all students, regardless of social or economic background, receive the supports needed to succeed and to make equity gains in metrics, such as student program completion and earnings in the field of their choice.

These outcomes are rooted in evaluation and data-defined research. For instance, the living wage for a single adult for Los Angeles County is $38,217.1 According to the LaunchBoard Student Success Metrics, all LARC 19 students who exited community college in 2021 had an annual median earning of $36,456,2 slightly below the county living wage. LARC 19 Strong Workforce Program students who exited community college in 2021 had an annual median earning of $38,544, which is higher than the median earnings of the overall community college student population, and about the same as that of the county living wage. This indicates that LARC SWP graduates are attaining economic viability. However, there are notable equity gaps. For example, American Indian/ Alaska Native, Black or African American, Latino and SWP students with two or more races all had median earnings below the county standard. Asian and White SWP student median earnings are far above that of the county standard.

Another example of investing in equity can be found in the impact of minority- and women-owned business enterprises (MWBEs). MWBEs are small, with the average business employing eight people and with 98% of all MWBEs employing fewer than 50 people. And yet, their impact on the economy cannot be understated. According to the Brookings Institution, while MWBEs incurred greater job losses during the Great Recession than white-owned businesses, and were more likely to shutter during the recession, these businesses were critical to the nation’s recovery. Nationally, MWBEs added 1.8 million jobs from 2007 to 2012, while firms owned by white males lost 800,000 jobs, and firms equally owned by white men and women lost another 1.6 million jobs. The lesson here is clear: invest in future minority and women entrepreneurs to ensure a resilient economy.

Understanding equity gaps in student outcomes helps us identify where and how we must focus our efforts towards achieving equitable outcomes.

LARC PRIORITY SECTORS

To maximize student success and outcomes, LARC has identified eight priority sectors that are data-informed to produce high-wage, high-growth occupations over the next four years: advanced manufacturing; advanced transportation and logistics; business and entrepreneurship/global trade; energy, construction, and utilities; health; information and communication technologies/digital media; life sciences and biotechnology; and retail, hospitality, and tourism.

These eight industries represent and reflect the diversity of the Los Angeles economy and population. Moreover, as detailed below, there is a high level of skills development with overlap across sectors. Manufacturing of plastic systems and composites for medical purposes, including the production of transfusion bags in the life sciences sector, cross over to the advanced manufacturing sector.

The regional plan also takes into consideration changes in the economy from the previous plan. The retail, hospitality, and tourism sector was severely impacted during the pandemic and accounted for some of the highest rates of job loss in the Los Angeles County economy. While there were early indicators that a rebound would occur, the previous LARC plan designated this as an ‘emerging’ sector. However, according to the recent forecast by UCLA Anderson School of Management, most of the industries that comprise this sector have recovered.3 As a result, this industry is now one of the eight priority sectors for the region.

8 HIGH-PRIORITY SECTORS

3“Los Angeles County Quarterly Forecast,” UCLA Anderson Forecast, UCLA Anderson School of Management, July 2023.

STUDENT SUCCESS

To achieve student success and outcomes, in concert with the 19 colleges of the region, LARC will design studentcentered strategies to ensure students have access to degree, certificate, apprenticeship, or transfer programs, have a sense of belonging during their student experience, and exit empowered to achieve what’s next in their career journey. These strategies will include a commitment to compensated work-based learning opportunities, such as apprenticeships, and dual enrollment for students as early as 9th grade.

Finally, this data-guided plan provides a framework for how the community colleges along with industry partners will carry out the work while maintaining flexibility to meet new opportunities and unexpected challenges as they arise.

AN INVESTMENT ANALYSIS

According to the Economic Value of Los Angeles County’s Community Colleges, LA’s Community Colleges generate more in tax revenue than they receive. These benefits to the public consist primarily of taxes that the state and local government will collect from the added revenue created in the state. As students from LA’s Community Colleges earn more, they make higher tax payments throughout their working lives.

The education that students from LA’s Community Colleges receive will generate savings in three main categories: 1) healthcare, 2) justice system, and 3) income assistance. Healthcare savings include avoided medical costs associated with smoking, alcohol dependence, obesity, drug abuse, and depression. Justice system savings include avoided costs to the government and society due to less judicial activity. Income assistance savings include reduced welfare and unemployment claims.

Altogether, the present value of the benefits associated with an education from LA’s Community Colleges will generate $518.6 million in savings to state and local taxpayers.

The main takeaway is that the social benefits of LA’s Community Colleges equal a present value of $49.5 billion. These benefits include $31.7 billion in added student income, $12.7 billion in added business income, $4.4 billion in added income from college activities, as well as $741.2 million in social savings related to health, the justice system, and income assistance in California.

SOCIAL BENEFITS OF LA'S COMMUNITY COLLEGES

$518.6 million in savings to local state and local taxpayers

$12.7 billion in added business income

present value of $49.5 billion

$4.4 billion in added income from college activities

$31.7 billion in added student income

$741.2 million in social savings

B. INTRODUCTION: LOS ANGELES REGIONAL CONSORTIUM

THE LOS ANGELES REGIONAL CONSORTIUM (LARC) IS ONE OF EIGHT REGIONAL CONSORTIUMS ESTABLISHED

by the California Community College Chancellor’s Office to implement the state’s Strong Workforce Program (SWP). The SWP initiative seeks to expand career and technical education (CTE) programs in California’s community colleges, fulfill workplace needs, and develop a skilled workforce for today’s and tomorrow’s economy.

LARC consists of 19 community colleges across 11 community college districts as shown in the table below. LARC serves as a central hub to communicate, coordinate, collaborate, promote, and plan career and technical education and workforce and economic development in the Los Angeles region. The consortium also serves as a single point of entry for emerging and high-growth industries looking to partner with the network and recruit community college graduates.

LARC serves as a CENTRAL HUB to communicate, coordinate, collaborate, promote, and plan career and technical education and workforce and economic development in the Los Angeles region.

The LARC Fiscal Agent and host of the Regional Consortium is the Pasadena Area Community College District (PACCD), located at 1570 East Colorado Boulevard, Pasadena, CA 91106. A list of LARC leadership can be found at https://losangelesrc.org/about/larc-team/

The leadership LARC provides to its 19 community colleges focuses on:

1. Developing regional leadership and operational partnerships among community college, industry, labor, and other workforce and economic development entities to improve the delivery of all CTE efforts.

2. Developing robust connections between community colleges, business and industry representatives, labor and other regional workforce development partners to align college programs with regional and industry needs and provide support for CTE programs.

3. Strengthening communication, coordination, and decision-making between regional CTE efforts and the colleges to meet regional labor market needs. Provide the Research Office with a yearly calendar for data requests and timelines.

4. Creating a sustained public outreach campaign to industry, high school students, counselors, parents, faculty, staff, and the community-at-large to promote career development and attainment and the value of CTE.

5. Sharing best practices and areas for improvement, as needed, to state education governing agencies based on lessons learned to improve CTE programs.

Exhibit 1. Los Angeles Regional Consortium Member Colleges Cerritos

Through its important work and collaborations, LARC supports the goals of the Governor’s California Community College (CCC) Roadmap, the California Community Colleges Chancellor’s Office (CCCCO) Vision 2030, and the California State Plan for CTE. Please refer to Appendix 1 for goals outlined in Vision for Success and the Governor’s CCC Roadmap.

VISION FOR SUCCESS CORE COMMITMENTS

LARC and its member colleges support the CCCCO’s primary mission of Workforce Development and Training, and its seven Vision for Success Core Commitments:

1. Focus relentlessly on students' end goals.

2. Always design and decide with the student in mind.

3. Pair high expectations with high support.

4. Foster the use of data, inquiry, and evidence.

5. Take ownership of goals and performance.

6. Enable action and thoughtful innovation.

7. Lead the work of partnering across systems.

LARC CORE VALUES

Our consortium has adopted the following Core Values to guide our collective efforts:

1. Consciously and intentionally infuse diversity, equity, and inclusion in all strategies and activities.

2. Maximize sustained industry engagement.

3. Strengthen career and technical education (CTE) career pathways and programs of study.

4. Implement strategies and activities to help students complete Strong Workforce Program (SWP) metrics and student success goals.

5. Address the needs of business and industry in identified priority and emerging sectors.

6. Demonstrate the regional impact of SWP investments.

7. Support the professional development of CTE faculty and research staff.

8. Explore and implement effective strategies for serving diverse students and their needs.

9. Build and nurture relationships with internal and external stakeholders.

Our network of colleges aims to support learners from all walks of life through career technical education programs to build the skills they need to be successful in high-growth, in-demand industries. Through career and technical education, work-based learning, credit for prior learning, and hybrid, virtual and in-person classes, all learners can earn certifications, degrees, and occupation-specific credentials on a schedule that works for them.

C. REGIONAL ECONOMY AND LABOR MARKET INFORMATION

HOME TO NEARLY 9.8 MILLION RESIDENTS, LOS ANGELES COUNTY IS CHARACTERIZED BY A DYNAMIC ECONOMY WITH MANY EMERGING INDUSTRIES

and transformative work models, with anchor sectors spanning entertainment and digital media, aerospace, technology, and healthcare.1 Supported by government initiatives aimed at enhancing infrastructure and public services as well as private sector investments directed toward innovation and growth, the county's diverse economic landscape encompasses 88 cities across more than 4,000 square miles and attracts talent from all corners of the globe.

Educational institutions in Los Angeles County are a pivotal force in preparing the workforce for the demands of the modern economy. With a focus on career education (CE) and training, the region’s 19 community colleges provide the skills and practical experience required for high-road jobs while sustaining existing and forging new partnerships with businesses and industry to foster a seamless transition from education to employment for more than 500,000 community college students.

In 2024, there were more than 5.2 million jobs in Los Angeles County, and over the next 10 years, the county is projected to add more than 170,600 new jobs, representing 3% growth, with the labor market totaling more than 5.4 million jobs by 2034.2 This projected growth rate is expected to translate to more than 630,400 annual openings and is on par with Orange County, also at 3%, but is lower than San Diego County, 6%, and California, as a whole, also 6%.

1“QuickFacts: Los Angeles County, California,” U.S. Census Bureau, accessed March 27, 2025, https://www.census.gov/quickfacts/fact/table/ losangelescountycalifornia/PST045224

2Los Angeles Center of Excellence presentation, “California’s Labor Market in Ten Years: Which Jobs Will Be In-demand in 2034?” 2024 Career Technical Education Fall Conference, November 2024.

The county’s largest industries in terms of number of jobs are:

HEALTH CARE AND SOCIAL ASSISTANCE

GOVERNMENT

ACCOMMODATION AND FOOD SERVICES

RETAIL TRADE

PROFESSIONAL, SCIENTIFIC, AND TECHNICAL SERVICES 3

The Los Angeles Center of Excellence (LA COE) has published a number of reports and data tools aimed at contributing to the region’s economic vitality and community prosperity. These include:

• The Los Angeles Subregional Profiles project which was released in fall 2024 and identifies labor market opportunities unique to each of the county’s six subregions to facilitate alignment between employment needs and CE training and inform strategic planning efforts and investments by local community colleges.

• The 2024 Book of Green Jobs, which aims to illuminate workforce opportunities in sustainability-driven industries in Los Angeles, by focusing on employment projections, technological integration, and education pathways.

• The “Equity in Priority Jobs and Programs” report which was released in January 2025 and identifies 50 priority middle-skills jobs in Los Angeles County, evaluates equity gaps, and compares the trajectories for closing these gaps.

Other projects underway by the LA COE include an assessment of work-based learning and apprenticeships in the region and provides an overview of Los Angeles County’s progress toward Governor Newsom’s goal of 500,000 apprenticeships by 2029, reports on the workforce demand for Electrical Vehicle Supply Equipment Technicians (EVSE) and Electrical Vehicle Technicians (EV) including employer surveys, a “Nursing 2035 Initiative” aimed at addressing looming nursing shortages, as well as a report on the homeless services sector, which includes a workforce supplyand-demand analysis for Los Angeles County.

3Ibid.

WILDFIRE RECOVERY

The devastating wildfires of January 2025 had widespread implications for community college students, their families and larger communities, the Los Angeles County labor market, and the region's overall economy.

Two fires—the Eaton Fire, centered in Altadena, and the Palisades Fire, centered in Pacific Palisades—caused most of the devastation and resulted in 16,251 structures destroyed and 29 lives lost.

A report released in February 2025 by the Southern California Leadership Council and Los Angeles County Economic Development Corporation’s Institute for Applied Economics provides some preliminary economic analysis of the two fires in the county:

• Total property damage estimate, $28.0 billion to $53.8 billion

• Potential total job losses, 24,990 to 49,110 jobs

• Potential total labor income lost, $1.9 billion to $3.7 billion

• Projected economic losses (2025-2029), up to $8.9 billion4

The report analyzes the fires’ impact on key industries and finds among the hardest hit are retail trade, health care, professional services, construction, and educational services.

A UCLA Labor Center report estimates 10,000 workers were employed within the fires’ perimeters, including 6,000 within the Palisades fire perimeter and 3,000 within the Eaton fire perimeter.5 Workers within the perimeters of the fires are the most likely to have experienced permanent job losses or job displacement.

The report also finds that workers employed within the fire perimeters were most likely to work in health care and social assistance (15%), accommodation and food services (14%), retail trade (12%), educational services (9%), and other services (9%), which include repair and maintenance jobs, personal care, laundry services, nonprofits and private household work, such as gardening and domestic jobs. Compared to all workers in Los Angeles County, workers employed within the fire perimeters were more likely to work in accommodation and food services, retail, and other services.

Fire cleanup is ongoing. As of March 21, 2025 state and federal agencies had cleared ash and debris from the first 1,300 properties.7 Expedited processes have been put in place for rebuilding in communities impacted by the fires, and home rebuilding permits were starting to be approved as of late March 2025.

4Institute for Applied Economics, “Impact of 2025 Los Angeles Wildfires and Comparative Study,” Institute for Applied Economics, Los Angeles Economic Development Corporation, February 2025, https://laedc.org/wpcms/wp-content/uploads/2025/02/LAEDC-2025-LA-Wildfires-Study.pdf

5UCLA Labor Center, “Workers Impacted by the 2025 Los Angeles County Wildfires,” UCLA Labor Center, March 7, 2025, https://slper.senate.ca.gov/system/ files/2025-03/ucla-labor-center-wilfires-impacts-on-workers-report.pdf 6Ibid.

7California Governor’s Office, “LA fires cleanup on-track as fastest major cleanup in American history continues with new milestones,” The California Governor’s Office, press release, March 21, 2025, https://www.gov.ca.gov/2025/03/21/la-fires-cleanup-on-track-as-fastest-major-cleanup-in-american-history-continues-with-newmilestones/

LOS ANGELES JOBS FIRST

In February 2025, Governor Newsom released a new statewide plan called the “California Jobs First Economic Blueprint.”8 The plan is intended to strengthen key industries crucial to the state’s economic health. Additionally, each region of the state developed individual plans identifying key target sectors and ways to grow local economies to benefit their communities.

To develop a tailored economic development strategy for Los Angeles County, an engagement process was conducted involving California Native American tribes, workforce and economic development agencies, education and training providers, employers and industry associations, environmental justice organizations, government agencies, labor organizations, and community-based organizations.

Target sectors that were selected for the Los Angeles Jobs First plan through that process and their alignment with the priority and emerging sectors identified in LARC’s “Los Angeles Regional Plan” are discussed in the following sections.9 Target sectors highlighted in the Los Angeles Jobs First blueprint include aerospace manufacturing, clean/renewable energy, transportation and logistics, construction, bioscience, healthcare, and video production and distribution.

IMPACTS OF AI AND AUTOMATION

The rapid advances in generative AI (GenAI) and automation, which encompasses robotics and the use of technology to perform repetitive tasks or streamline processes, is dramatically changing how work is conducted in nearly every sector of the labor market.

The transformative impact of these technologies has received a great deal of attention as researchers try to ascertain what forms of disruption and displacement will affect the overall workforce in coming years. While some occupations may be modified and others may be replaced, the skillsets that workers will need to possess also will likely change. However, essential skills in the wake of the integration of AI in the workplace that will not easily be replaced include analytical thinking, creative thinking, and flexibility.10

In the sections that follow, a brief overview of the impacts of AI, GenAI, and automation is provided for each priority and emerging sector identified by the Los Angeles Regional Plan.

8California Governor’s Office, “California Jobs First State Economic Blueprint,” California Governor’s Office, California Jobs First, February 2025, https://jobsfirst.ca.gov/ wp-content/uploads/Economic-Blueprint.pdf

9California Jobs First, “Los Angeles County Regional Report, Part 2,” California Jobs First, September 2024, https://24053461.fs1.hubspotusercontent-na1.net/ hubfs/24053461/LA%20County%20CJF%20Regional%20Report%E2%80%93Part%202_093024.pdf

10Victoria Masterson, “Future of jobs 2023: These are the most in-demand skills now - and beyond,” World Economic Forum, May 1, 2023, https://www.weforum.org/ stories/2023/05/future-of-jobs-2023-skills/

INDUSTRY EMPLOYMENT

In 2023, there were 5,200,395 jobs in Los Angeles County. Growth projections as of late have been more modest, with 164,700 new jobs projected to be added through 2028, a 3.2% rate of growth, slightly slower than California at 4.8% and San Diego at 4.5%, but on par with Orange County’s 3.6%.

Of the 20 major industry sectors, 12 are projected to grow over the next five years. The industry sectors projected to gain the most jobs through 2028 are:

INDUSTRY

OF JOBS

Health Care and Social Assistance 113,938 new jobs (13.7% growth)

Accommodation and Food Services 31,107 new jobs (6.9% growth)

Government 19,003 new jobs (3.1% growth)

Arts, Entertainment, and Recreation 13,482 new jobs (9.9% growth)

Transportation and Warehousing

Professional, Scientific, and Technical Services

Educational Services

new jobs (5.3% growth)

new jobs (3.3% growth)

new jobs (7.0% growth)

Digging a bit deeper, the detailed industries projected to add the most jobs within these large industry sectors are:

INDUSTRY

OF JOBS

Services for the Elderly and Persons with Disabilities 60,769 new jobs (23.7% growth)

Local Government, Excluding Education and Hospitals 10,623 new jobs (5.3% growth)

Home Health Care Services 10,202 new jobs (23.9% growth)

Full-Service Restaurants 8,344 new jobs (4.9% growth)

Aircraft Manufacturing 7,660 new jobs (36.3% growth)

Limited-Service Restaurants 7,650 new jobs (5.0% growth)

Independent Artists, Writers, and Performers 7,506 new jobs (17.9% growth)

INDUSTRY NUMBER OF JOBS

Manufacturing 19,988 jobs lost (-6.0% contraction)

Wholesale Trade 15,462 jobs lost (-7.6% contraction)

Information 10,797 jobs lost (-5.0% contraction)

Retail Trade 8,296 jobs lost (-1.9% contraction)

Finance and Insurance 7,907 jobs lost (-5.6% contraction)

Eight major industry sectors are projected to contract over the next five years. The industry sectors projected to lose the most jobs are: INDUSTRY

Again, digging a bit deeper, the detailed industries projected to lose the most jobs within these large industry sectors are:

Motion Picture and Video Production 11,922 jobs lost (-11.7% contraction)

Search, Detection, Navigation, Guidance, Aeronautical, and Nautical System and Instrument Manufacturing 7,818 jobs lost (-72.5% contraction)

All Other General Merchandise Retailers 6,286 jobs lost (-25.2% contraction)

Private Households 4,535 jobs lost (-4.2% contraction)

Cut and Sew Apparel Contractors

3,983 jobs lost (-44.1% contraction)

Exhibit 2. 2023 Jobs and 2023-2028 Change by Industry Sector, Los Angeles County

*Industries not pictured:

OCCUPATIONAL EMPLOYMENT

In terms of occupational employment, 638,998 annual job openings are projected to be available each year through 2028 in Los Angeles County. Taking the 164,700 new jobs projected during this same time period out of the equation means that 474,298 of these annual job openings will be available due to replacement needs (nearly three-quarters of the total), which are vacant jobs that need to be filled when someone retires or leaves the workforce for any other reason.

Of the 23 major occupational groups, 18 are projected to grow over the next five years. The occupational groups projected to gain the most jobs through 2028 are:

Preparation and Serving Related

Digging a bit deeper, the detailed occupations projected to add the most jobs within these major occupational groups are:

Five major occupational groups are projected to contract over the next five years. The occupational groups projected to lose the most jobs are:

OCCUPATIONAL GROUP

NUMBER OF JOBS

Office and Administrative Support 14,897 jobs lost (-2.6% contraction)

Production 12,278 jobs lost (-5.9% contraction)

Sales and Related 10,444 jobs lost (-2.5% contraction)

Again, digging a bit deeper, the detailed occupations projected to lose the most jobs within these major occupational groups are:

OCCUPATIONAL GROUP

NUMBER OF JOBS

Sales Representatives, Wholesale and Manufacturing, Except Technical and Scientific Products 3,340 jobs lost (-7.6% contraction)

Sewing Machine Operators

2,690 jobs lost (24.0% contraction)

Childcare Workers 2,610 jobs lost (-4.5% contraction)

Shipping, Receiving, and Inventory Clerks

Cashiers

2,351 jobs lost (-8.4% contraction)

2,316 jobs lost (-2.5% contraction)

Exhibit 3. 2023 Jobs and 2023-2028 Change by Major Occupational Group, Los Angeles County

*Occupational Groups not pictured:

REGIONAL ECONOMY AND EDUCATIONAL SUPPLY OVERVIEW

In the 2023-24 academic year, the 19 regional community colleges in the Los Angeles basin served 288,947 students enrolled in Career Education (CE) pathways, issuing awards (CCCCO approved certificates, associate degrees, and/or community college bachelor's degrees) to a total of 22,911 students (approximately 8% of enrolled students earned an award).

Exhibit 4. 2023-24 LA19 CE students enrolled and awards issued by sector

All 13 sectors experienced growth from the previous academic year, with Business and Entrepreneurship, Public Safety, and ICT/DM each enrolling more than 5,000 additional students from the previous year.

Exhibit 5. LA19 CE student enrollment and growth by sector

Taking a closer look at the 22,911 students earning an award during the 2023-24 academic year, the following table displays the portion of students earning credit and noncredit awards by sector. The sectors issuing the largest portion of noncredit awards to students were Health, Unassigned, Advanced Manufacturing, Agriculture, Water and Environmental Technologies, and ICT/DM. The Life Sciences - Biotechnology and Global Trade sectors did not issue any noncredit awards.

Exhibit

LA19 CE students earning credit and noncredit awards

D. GOVERNANCE MODEL AND STRUCTURE

THE LARC GOVERNANCE MODEL DEMONSTRATES THE MECHANISM USED BY THE CONSORTIUM TO TRANSLATE THE ELEMENTS OF THE GOVERNANCE FRAMEWORK. It leads with guiding principles for inputs and other guiding principles for outputs. Additionally, support practices, procedures, and responsibilities are detailed within the model.

GUIDING PRINCIPLES FOR THE INPUTS

(Purpose)

GUIDING PRINCIPLES FOR THE OUTPUTS

(Student Success Outcomes)

Woven throughout the Governance Model is the intent to leverage technology to achieve optimal results, streamline communication throughout the region, and actively engage in practices that result in data-driven decision-making and reporting at all levels. Responding to the defined needs of the region, overarching goals of the Governance Structure include the following:

• Increased effectiveness

• Improved coordination

• Improved clarity

• Greater visibility with the State

• Improved communication

Exhibit 8. LARC’s Governance Model

GOVERNANCE STRUCTURE

The LARC Governance Structure was designed from inputs received from the field, key stakeholders, and in conjunction with research and study of multiple governance structures across the country and outside of the U.S.

ELEMENTS OF THE STRUCTURE

Regional Project Development and Innovation Collaborative

The Regional Project Development and Innovation Collaborative serves as a framework for regional project development, industry engagement, and workforce alignment. All relevant stakeholders participate in a single collaborative body throughout project development. The collaborative body is composed of, but not limited to, representatives from the CEO Board, designated alternate members of the board, members of the Workforce Council, Chief Instructional Officers, Vice Presidents, college leadership, deans, faculty, career services staff, project leads, LA Center of Excellence (COE), employers, industry representatives, LARC K14 Technical Assistance Provider (K14 TAP), and LARC K12 Pathway Coordinators.

Workforce Council

The Workforce Council serves as the endorsement/decision-making body of the Governance Structure. The voting members of the Workforce Council are the 19 CEO-appointed CTE Deans and CIOs representing regions 6, 7, and 8. Non-voting members are all CTE partners.

Workforce Council members:

• Recommend, review, and approve new/modified CTE degrees and certificates through the program review process.

• Review/endorse annual work plans/budgets that are specific to the region.

• Review/endorse funding and region-wide project recommendations to the CEOs.

• Develop and champion regional projects.

• Review/evaluate region-wide project performances.

• Review/approve the region’s priority and emerging clusters.

• Participate in K-12 SWP activities/decisions, as appropriate.

• Participate in 360 personnel evaluation for LARC Consortium Chair/Assistant Vice President and LARC supports talent.

The Workforce Council is committed to acting in the best interest of the region. Members of the council agree to do the following:

• Provide leadership and support for regional efforts.

• Promote regional collaboration.

• Seek input from constituents and experts in order to make informed decisions.

• Promote and demonstrate open communication and transparency between the council, colleges, and stakeholders.

• Attend Workforce Council meetings.

• Act as a liaison to their college leadership, faculty, and staff.

The Workforce Council has the ability to create Task Forces for the purposes of researching, reporting, and finding solutions to ongoing issues within the region. Task Forces are considered subsets of the Workforce Council.

CEO Board

The CEO Board consists of 19 College Presidents and the LACCD Chancellor within the Los Angeles region. The CEO Board serves as:

• The advice and consent body of the consortium, allowing for direct feedback on projects and an opportunity for iterations of projects to happen in a timely, efficient, and effective manner and is the final approver of projects endorsed by the Workforce Council once any iterations are completed.

• Final approver to the distribution formula for Strong Workforce regional funds and regional plans.

• Participant in 360-degree personnel evaluation for LARC Consortium Chair/Assistant Vice President.

• Appointer of a CTE Dean as a college representative to the Workforce Council.

A key function of this body is to advocate on behalf of the consortium. The importance of this role cannot be overstated, particularly as it relates to removing barriers for the consortium to achieve its overarching goals and for students making their way through the community college system. This work is undertaken by a CEO Advocacy Committee, which is led by the LACCD Chancellor in collaboration with College Presidents and employer CEOs, who address issues of public policy and systemic barriers as they relate to equity, economic empowerment, and education.

SUPPORT TO THE GOVERNANCE STRUCTURE

The effort of these Workgroups is supported by the Employer Engagement Plan, outreach efforts, Los Angeles Centers of Excellence, and the Office of Institutional Effectiveness Data Taskforce.

The Employer Engagement Plan

Assess current baseline information and set clear outcomes and outputs supported by a robust framework for monitoring, self-evaluation, and action planning. It aims to support increased employability for students and to effectively respond to employers’ needs.

ROLE OF EMPLOYER ENGAGEMENT LIAISONS

• Strengthen Connections to Workforce Needs

Foster strategic, long-term relationships with local employers across industries to ensure that workforce needs are effectively aligned with community college programs. Collaborate with employers to create meaningful job opportunities that lead to career pathways for students. This partnership will enhance student access to a wide range of industries and contribute to the development of a robust regional workforce.

• Enhancing Student Learning Through Real-World Experience

Partner with employers to develop and expand internships and other hands-on learning opportunities. These programs help students gain industry-specific skills and real-world experience, making them more competitive in the job market.

• Aligning Education with Local Labor Market Demands

Work closely with the 19 LARC colleges and regional workforce development partners to ensure academic programs remain aligned with the current and future labor market. Tailor resources and support to meet both employer needs and student goals, enhancing employability and ensuring that students are prepared for the workforce.

• Promote Awareness of Career and Technical Education (CTE)

Raise the visibility and value of Career and Technical Education (CTE) programs through outreach, job fairs, and employer engagement. Highlighting the critical role CTE plays in preparing students for high-demand careers and addressing local workforce gaps.

• Data-Driven Insights for Continuous Improvement

Monitor key performance indicators (KPIs) such as job placement rates, employer satisfaction, and industry trends to assess the effectiveness of employer engagement efforts. Use this data to refine strategies, improve program outcomes, and ensure that LARC initiatives remain responsive to regional workforce needs.

Center of Excellence (COE)

Hosted at Mt. San Antonio College, the Center of Excellence provides invaluable labor market research, and LARC will continue to rely on this research to guide and inform its work.

Office of Institutional Effectiveness Task Force

Representatives from each of the 19 community college’s Institutional Effectiveness divisions focus on finding solutions to data gaps and assisting with the centralization and standardization of data within the region.

FEEDBACK AND EVALUATION FOR CONTINUOUS IMPROVEMENT

At the core of continuous improvement, LARC must work at creating an improvement culture rooted in three practices:

1. Ensuring Regional Performance Transparency starts with publicizing regional goals, then tailoring them to individual colleges. Progress toward those goals will be transparently tracked on the LARC data dashboard.

2. Knowledge Sharing to scale best practices across colleges. Bringing together regional subject matter experts will promote informal and formal knowledge sharing and facilitate relevant exploration while building shared accountability among all groups.

3. Stakeholder Involvement with regional stakeholders to capture their perspectives and insights.

LARC Program Managers, LARC Business Analyst along with LARC Fiscal Support Staff, play a critical role in evaluating the progress of regional projects and supporting continuous improvement. Their responsibilities include ensuring that project objectives align with regional priorities, that allocated funds are used as intended, and that grant activities comply with state legislation, standards, and procedures. Collectively, they are responsible for assessing the region’s successes, identifying gaps and barriers, highlighting best practices, and ensuring both effectiveness and compliance across all initiatives.

E. STRATEGIC PLANNING PROCESS

THE LOS ANGELES REGIONAL PLAN WAS DEVELOPED THROUGH A COLLABORATIVE PROCESS INVOLVING THE CONSORTIUM’S 19 COMMUNITY COLLEGES,

seven (7) workforce development boards, industry stakeholders, and numerous civic leaders and representatives from organizations invested in improving and aligning CTE in the region. As such, it reflects a diverse set of perspectives as well as a long-term and ongoing direction to strengthen regional coordination. This plan clarifies our funding priorities, increases accountability toward our required outcome metrics, and focuses our sector-based approach in alignment with data and other regional stakeholder priorities. We are excited to calibrate our courses and programs in the future to meet workforce demand, fueling the regional economy while strengthening pathways between K-12 and community colleges.

As mentioned previously, LARC engaged several stakeholder groups in the strategic planning process to provide guidance and feedback (See Acknowledgements section). These stakeholder groups also play an essential role in our continuous refinement plan. At the core of continuous improvement, LARC works to create an improvement culture rooted in three practices:

At the core of continuous improvement, LARC works to create an improvement culture rooted in three practices.

1. Ensuring regional performance transparency starts with publicizing strategic directions and then tailoring tactics to individual colleges and projects. Progress toward our goals will be transparently tracked on the LARC data dashboard.

2. Knowledge sharing to scale best practices across colleges. Bringing together regional subject matter experts will promote informal and formal knowledge sharing and facilitate relevant exploration while building shared accountability among all groups.

3. Stakeholder involvement with regional partners to capture their perspectives and insights.

Here is a brief description of some of the stakeholder groups who worked with LARC to create our regional plan and who continue to engage in the plan’s implementation and ongoing refinement:

Workforce Development Boards

The workforce development system is a critical component of the regional economy, and the 19 Los Angeles community colleges are tasked with working to align their efforts with the seven workforce development boards in the county. The workforce development boards (WDBs) have adopted career pathway objectives related to their priority sectors. Some of the goals include fostering demand-driven skills attainment that enables the upward mobility of all Californians, as well as aligning, coordinating, and integrating programs and services throughout the Los Angeles Basin.

Regional Collaboration

Los Angeles stakeholders engage regularly to maintain consistent communication and drive progress toward regional goals. Key regional meetings include the CEO Board, LA Workforce Council, LARC Collaborative (comprising deans, faculty, administrators, staff, SWP project leads, K-12 partners, and business partners), as well as the K16 Collaborative and the California Jobs First Initiative. Past and upcoming meetings are listed on LARC’s website at https://losangelesrc.org/calendar/

K-12 Strong Workforce Program

K-12 SWP is the bridge that connects CTE programs at the K-12 level to their CTE counterparts at California community colleges. K-12 SWP stakeholders include Local Educational Agencies (LEAs), community colleges, and collaborative partners from industry, nonprofit, public service, and community service areas. Our regional K-12 partners meet monthly to focus on creating, supporting, and/or expanding high-quality career and technical education programs at the K-12 level that are aligned with the workforce development efforts occurring through the community college SWP and Los Angeles regional priorities.

Los Angeles County Economic Development Corporation (LAEDC)

Given its prominent role in guiding and supporting regional economic development, the LAEDC’s priority sectors are also included in the strategic planning process. LAEDC’s criteria for choosing its target industries for the region were:

1. Industry growth rate

2. Potential job creation

3. Industry competitiveness

4. Higher prevailing wages

The primary aim of the formal partnership between LAEDC and LARC is to assist students and faculty by offering career development opportunities like jobs, internships, and work-based learning. Additionally, it involves organizing industry gatherings to link employers with faculty members, aiming to address skill-based requirements and shape curriculum development.

Centers

of Excellence for Labor Market Research

Regional economic needs and the associated longitudinal student data inform LARC’s work. The regional Center of Excellence provides workforce information and insight to support industry-driven career and technical education and workforce development programs, and to strengthen industry engagement across the region.

K16 Collaborative

The L.A. Region K-16 Collaborative is closing racial and gender gaps in postsecondary attainment and employment by building equitable pathways to careers in healthcare, engineering, and computer science. The K-16 Collaborative is leveraging existing initiatives and relationships across L.A. County, uniting higher education segments and institutions, K-12 districts and schools, employers and business organizations, local government, and community partners to amplify our collective impact on equitable degree attainment.

California Jobs First

California Jobs First is a state initiative launched in March 2024 by Governor Gavin Newsom to streamline and enhance economic and workforce development across California's diverse regions. The initiative aims to create more family-supporting jobs, drive sustainable economic growth, and foster innovation by aligning state resources and investments with regional needs.

F. LARC STRATEGIC DIRECTIONS AND OUTCOMES

IN DEVELOPING LARC’S STRATEGIC DIRECTIONS, THE LOS ANGELES REGIONAL PLAN WORKGROUP

began with the foundational goals and strategic directions outlined in California’s Master Plan for Career Education, California Community College Chancellor’s Office Vision 2030 Plan, as well as the explicit focus for CCC regional consortiums. We incorporated and adopted all elements that are applicable to the specific work that LARC does. Across all priorities and strategic actions, LARC shall prioritize equity and inclusion as the central focus. Additionally, all efforts shall be based upon high-growth, emerging, and in-demand sectors. Our Strategic Directions for 2024-2027 are:

Actions for Equitable Academic Success

1. Strengthen Early College Credit, Dual Enrollment, and K14 CTE Pathways

2. Actively engage and improve the student experience with the use of generative AI technology.

3. Enhance access, success, and support with a focus on:

a. Baccalaureate Degree offerings to align with regional workforce demands

b. Justice-involved and justice-impacted Californians

c. Foster, opportunity, and at-promise youth

d. Veterans (including the Military Articulation Program)

e. Employer Engagement & Student Employment

f. Credit for prior learning

g. High quality hybrid-flexible and online learning

Actions for Equitable Workforce and Economic Development

1. Improve social and economic mobility and personalized education through apprenticeships, work-based learning (career connected learning) and student employment outcomes.

2. Responsiveness of colleges to employer immediate training needs

3. Advance climate action initiatives.

4. Enhance system support for faculty capacity, professional development, and collaboration.

Having adopted these new strategic directions to guide and inform our work over the next three years, LARC is poised to continue its work of empowering students to achieve success, build real-life skills, and attain living wage careers. We are excited to continue serving as a powerful driver of social and economic mobility in the Los Angeles region and beyond.

Note that colleges, K-12 stakeholders, and regional partners interested in collaborating on regional projects, or considering applying for funding, are strongly encouraged to align their proposed activities and outcomes with those outlined in this plan.

The Los Angeles Regional Consortium (LARC) has two strategic goals: Actions for Equitable Academic Success and Actions for Equitable Workforce and Economic Development. Here is how the LARC Strategic Goals align with the Vision 2030 Roadmap and California State CTE Masterplan.

STRATEGIC GOAL ALIGNMENT

LARC ACTIONS FOR EQUITABLE ACADEMIC SUCCESS

Strengthen Early College Credit, Dual Enrollment, and K14 CTE Pathways

Actively Engage and Improve the Student Experience with Generative AI Technology

Enhance Access, Success, and Support

Baccalaureate Degree Offerings to Align with Regional Workforce Demands

Emphasizes expanding dual enrollment pathways to high school students and recognizes learning through apprenticeships and internships.

Calls for optimizing educational technologies and engaging with generative AI to enhance learning.

Focuses on tailored supports for diverse student populations, including financial aid and social safety net programs.

Vision 2030 Roadmap: Prioritizes skill building for jobs that pay living wages and supports socioeconomic mobility through workforce development.

Promotes dual enrollment and workbased learning as critical components of CTE pathways.

Adapts to digitization and automation trends, preparing students for technology-driven careers.

Emphasizes providing targeted and individualized supports for learners and workers.

Aims to prepare students for fulfilling and productive careers, aligning education with labor market demands.

All three documents prioritize dual enrollment and early college credit, highlighting the importance of preparing students for higher education and career opportunities from an early stage.

Both Vision 2030 and the State Plan for CTE emphasize the integration of advanced technologies, including AI, to improve educational delivery and support systems.

All three documents highlight the importance of providing comprehensive support services to ensure student success, with a focus on equity.

Both Vision 2030 and the State Plan for CTE emphasize aligning educational programs with workforce demands to enhance employability and economic mobility.

LARC ACTIONS FOR EQUITABLE WORKFORCE AND ECONOMIC DEVELOPMENT

Improve Social and Economic Mobility and Personalized Education through Apprenticeships, WorkBased Learning, and Student Employment Outcomes

Responsiveness of Colleges to Employer Immediate Training Needs

Advance Climate Action Initiatives

Recognizes learning through on-thejob training and apprenticeships.

Expands work-based learning opportunities and supports apprenticeships.

All three documents prioritize practical, hands-on learning experiences that directly connect students to the workforce.

Enhance System Support for Faculty Capacity, Professional Development, and Collaboration

Responsiveness of Colleges to Employer Immediate Training Needs.

Calls on community colleges to lead in climate action through workforce development and curriculum.

Promotes collaboration between secondary and postsecondary education, employers, and workforce development organizations.

Integrates sustainability into CTE programs to prepare students for careers in emerging industries.

Both Vision 2030 and the State Plan for CTE emphasize the importance of colleges being responsive to the evolving needs of local employers.

Both Vision 2030 and the State Plan for CTE emphasize the integration of environmental sustainability into workforce development and educational programs.

Invests in the professional growth and collaboration of faculty and staff. Invests in the professional growth and collaboration of faculty and staff. Invests in the professional growth and collaboration of faculty and staff.

The common themes between the Vision 2030 Roadmap for California Community Colleges, the California State Plan for Career Technical Education (CTE), and the Los Angeles Regional Consortium (LARC) Strategic Plan for 2024-2027 can be strategically categorized into several key areas. Here is a crosswalk that highlights these themes:

COMMON THEMES OF FOCUSED ALIGNMENT

LARC REGIONAL PLAN

Equity & Access

Workforce Development and Economic Mobility

Career Pathways and Dual Enrollment

Commits to equity by ensuring all students receive the supports needed to succeed, with a focus on closing equity gaps in student outcomes.

Focuses on aligning curriculum and workforce training programs with regional economic needs to enhance employability and economic mobility.

Strengthens early college credit, dual enrollment, and K14 CTE pathways to ensure students have access to degree, certificate, apprenticeship, or transfer programs.

Support Systems and Student Services

Environmental Sustainability and Climate Action

Enhances system support for faculty capacity, professional development, and collaboration, and provides comprehensive student support services.

Advances climate action initiatives and supports the development of educational pathways in sectors like energy and utilities.

Data-Driven Decision Making Employs data to evaluate student enrollment, outcomes, success, and equity, and guides program investment strategies.

Partnerships and Collaboration

Innovation and Technology

Apprenticeships and Work-Based Learning

Collaborates with K-12 partners, high-road employers, and priority industries to create seamless pathways for college and career readiness.

Actively engages with generative AI technology to improve the student experience and modernize system technology infrastructure.

Improves social and economic mobility through apprenticeships and work-based learning opportunities.

VISION 2030 ROADMAP CALIFORNIA STATE PLAN FOR CTE

Emphasizes equitable access to higher education for all Californians, including underserved communities, and aims to close equity gaps.

Prioritizes skill building for jobs that pay living wages and supports socioeconomic mobility through workforce development.

Expands dual enrollment pathways to high school students and recognizes learning through apprenticeships and internships.

Calls for tailored supports for students, including financial aid and social safety net programs.

Encourages community colleges to lead in climate action through workforce development and curriculum.

Utilizes data to monitor progress and continuously improve outcomes.

Encourages partnerships with community-based organizations, industry leaders, and worker associations.

Optimizes educational technologies and engages with generative AI to enhance learning.

Recognizes learning through on-thejob training and apprenticeships.

Focuses on equitable access to high-quality CTE for all students, addressing barriers and achievement gaps.

Aims to prepare students for fulfilling and productive careers, aligning education with labor market demands.

Promotes dual enrollment and workbased learning as critical components of CTE pathways.

Emphasizes providing targeted and individualized supports for learners and workers.

Integrates sustainability into CTE programs to prepare students for careers in emerging industries.

Uses data to inform programming, understand learner needs, and support continuous improvement.

Promotes collaboration between secondary and postsecondary education, employers, and workforce development organizations.

Adapts to digitization and automation trends, preparing students for technology-driven careers.

Expands work-based learning opportunities and supports apprenticeships.

Source:

SIGNIFICANT POINTS TO SHARE

Equity and Access

Equity in Success: All three plans prioritize equitable access to education and support for diverse student populations, aiming to close achievement gaps ensuring all students can succeed regardless of their background.

Equity in Support: They emphasize providing comprehensive support services tailored to the needs of underrepresented and marginalized groups, including financial aid, social safety net programs, and targeted interventions for justice-involved individuals, foster youth, veterans, and low-income adults.

Workforce Development

Alignment with Workforce Demands: Each plan focuses on aligning educational programs with current and future labor market needs to enhance employability and economic mobility. This includes expanding dual enrollment, workbased learning, apprenticeships, and career technical education (CTE) pathways.

High-Demand Sectors: They identify priority sectors such as healthcare, advanced manufacturing, ICT/digital media, and energy, construction, and utilities, ensuring that educational programs are designed to meet the demands of these high-growth industries.

Technology and Innovation

Generative AI and Advanced Technologies: The integration of advanced technologies, including AI, is highlighted as a means to improve educational delivery, enhance learning experiences, and support workforce development. This includes optimizing educational technologies and modernizing system infrastructure to support online and hybrid learning.

Climate Action Initiatives: There is a strong focus on sustainability and climate action, encouraging the development of green jobs and climate-resilient practices within educational programs and workforce training.

Collaboration and System Alignment

Cross-Sector Collaboration: The plans emphasize the importance of collaboration across K16 education, employers, workforce development organizations, and community-based organizations to create coherent and efficient pathways for students.

Data-Driven Decision Making: Utilizing data to inform programming, monitor progress, and continuously improve outcomes is a key theme. This includes aligning data systems and developing streamlined data collection processes to support equity and impact.

Professional Development and Faculty Support

Faculty Capacity Building: Investing in the professional growth and collaboration of faculty and staff is crucial to ensure high-quality education and training. This includes providing professional development opportunities and supporting innovative teaching practices.

Summary

The alignment of these strategic plans underscores a comprehensive approach to enhancing education, workforce development, and student success in the region. By focusing on equity, workforce alignment, technology integration, collaboration, and professional development, these plans aim to create a more inclusive, responsive, and sustainable educational system that meets the needs of all Californians.

The three reports—Vision 2030 Roadmap for California Community Colleges, California State Plan for Career Technical Education (CTE), and Los Angeles Regional Consortium (LARC) Strategic Plan for 2024-2027—address priority sectors with notable alignment and differences. Here is a comparison:

PRIORITY SECTOR FOCUS

LARC REGIONAL PLAN VISION 2030 ROADMAP CALIFORNIA STATE PLAN FOR CTE

COMMON PRIORITY SECTORS

Health

Information and Communication Technologies (ICT)/ Digital Media

Energy, Construction, and Utilities

Highlights the health sector as having the greatest number of annual job openings and the need for culturally competent healthcare providers.

Identifies ICT/digital media as a priority sector due to the dynamic creative and tech culture in Los Angeles.

Highlights the impact of recent legislation on construction and the need for skilled workers in renewable energy and electric vehicle infrastructure.

Advanced Manufacturing

Retail, Hospitality, and Tourism

Life Sciences/ Biotechnology

Advanced Transportation and Logistics

Business & Entrepreneurship/ Global Trade

Identifies advanced manufacturing as a priority sector due to its historical ties to aerospace and defense industries and the need for skilled workers in automation and robotics.

Prioritizes healthcare pathways to address the needs of an aging population and improve health outcomes.

Calls for optimizing educational technologies and engaging with generative AI to enhance learning.

Encourages community colleges to lead in climate action through workforce development and curriculum.

Emphasizes skill building for jobs that pay living wages and supports socioeconomic mobility through workforce development.

DIFFERENCES IN PRIORITY SECTORS

Identifies retail, hospitality, and tourism as a priority sector due to its recovery post-pandemic and the upcoming influx of tourists for major events.

Highlights the crossover between life sciences/biotech and advanced manufacturing, and the significant economic impact of the bioscience sector in Los Angeles.

Identifies advanced transportation and logistics as a priority sector due to technological advancements and regulatory changes driving demand for skilled workers.

Identified as a priority due to its significant employment size and job openings. It includes small businesses and sole proprietorships, which account for a large portion of the local workforce.

Does not specifically highlight this sector.

Emphasizes the importance of aligning educational programs with workforce demands.

Encourages partnerships with industry leaders to address workforce needs.

Does not specifically highlight this sector.

Emphasizes healthcare as a critical sector for workforce development.

Focuses on preparing students for technology-driven careers, including ICT and digital media.

Integrates sustainability into CTE programs to prepare students for careers in emerging industries.

Focuses on preparing students for high-demand careers, including advanced manufacturing.

Focuses on preparing students for a wide spectrum of careers, including hospitality and tourism.

Focuses on preparing students for high-demand careers, including biotechnology.

Focuses on preparing students for high-demand careers, including transportation and logistics.

Emphasizes preparing students for careers in business and entrepreneurship, highlighting the importance of aligning educational programs with industry demands. It also includes global trade as part of the broader business sector, recognizing the need for skills in international commerce.

SUMMARY OF ALIGNMENT AND DIFFERENCES

Alignment:

All three reports prioritize sectors such as advanced manufacturing, health, ICT/digital media, and energy, construction, and utilities.

Emphasis on preparing students for high-demand careers and aligning educational programs with workforce needs.

Differences:

LARC Strategic Plan includes retail, hospitality, and tourism as a priority sector, which is not specifically highlighted in Vision 2030 Roadmap.

Life sciences/biotechnology is emphasized in the LARC Strategic Plan due to its significant economic impact in Los Angeles.

Advanced transportation and logistics is a priority sector in the LARC Strategic Plan due to technological advancements and regulatory changes.

Summary

By addressing these comparisons, the LARC Strategic Plan can better align with the broader goals and strategies outlined in the Vision 2030 Roadmap and California State Plan for CTE, ensuring a more comprehensive and cohesive approach to enhancing education, workforce development, and student success in the region.

OUTCOMES

LARC shall ensure our Regional Plan and all efforts continue to align with expected outcomes and reporting for our region, the CCCCO, our CEO Board, SWP metrics, LaunchBoard data, and DataMart. Our culture is to remain data-guided, student-centered, and mission-driven. Accountability and transparency shall remain core to all our collaborative efforts. As required, LARC shall provide data on specific indicators of progress for region and system Strategic Directions including, but not limited to: Expansion of Work Based Learning for Students, Increase of Student Employment Outcomes, and Increase in Responsiveness to Training Needs of Employers.

The LARC website shall continue to provide our community with updates and reports on both our Strategic Direction progress as well as successful outcome achievement. The LARC Dashboard may be accessed at www.losangelesrc.org

G. PRIORITY AND EMERGING SECTORS

DURING THE REGIONAL PLANNING PROCESS, STAKEHOLDER CONVENINGS AND RESEARCH INVOLVED INDUSTRY REPRESENTATIVES,

community college faculty, staff, administrators, local/regional Workforce Development Boards, and other partners (LAEDC, UCLA), to identify eight priority and emerging sectors that offer promising career opportunities for community college students:11

8 PRIORITY AND EMERGING SECTORS

AND

11 Please note that our previous 2021-2024 regional plan designated retail, hospitality, and tourism as a “re-emerging” sector for the region due to the sizable contraction in businesses and employment that occurred during the pandemic. Employment in this sector has since recovered and is poised for additional future growth (see Exhibit 11). Please also note: Since the writing of the 2021-2024 regional plan, the global trade sector has been folded into the business and entrepreneurship sector. These sectors align with the Industry Sector Crosswalk defined by the California Community Colleges Chancellor’s Office, 2023: https://www.cccco.edu/AboutUs/Chancellors-Office/Divisions/Workforce-and-Economic-Development/Strong-Workforce-Program/SWP-Archive/Events/K12-SWP-Industry-Sector-Crosswalk

To ensure a data-guided, sector-based approach in the future, these eight priority and emerging sectors shall be LARC’s primary (not sole) focus. In order to be successful, regional alignment and collaboration in these sectors is imperative. To that end, below is a table showing the identified alignment of sectors for LARC, our seven regional Workforce Development Boards, LAEDC, and the UCLA Anderson Forecast.

Exhibit 7. Industry Sector Regional Alignment12

Industry Sector LARC LA City WDB13 Long Beach WDB14

Advanced Manufacturing

Advanced Transportation and Logistics

Agriculture, Water and Environmental Technologies

Business and Entrepreneurship

Education and Human Development

Energy, Construction, and Utilities

SELACO WDB15

ICT/Digital Media

Sciences/ Biotech

Hospitality, and Tourism

12 Foothill Workforce Development Boards’ 2023 Biennial Modification to their 2021-2024 Local Plan is not included on the chart as they do not specify specific priority industries. The Local Plan highlights their Entrepreneur Training Program as part of their special programs and services for youth and young adults (p. 30 – 31).

13 These sectors were identified as key areas for High Road Training Partnerships (HRTP), Hire LAX Pre-Apprenticeship Program Partnership toward high-wage employment, and Business Engagement Program in LA County WDB’s Annual 2023-2024 plan (p. 12-13).

14 Youth services target sectors such as aerospace, environmental engineering, sustainability, and health care in Long Beach (Pacific Gateway) WDB’s 2023 two-year modification to the 2021-2024 workforce development plan (p. 12).

15 9Industry sectors identified as high-demand or high-priority for South East LA County (SELACO) WDB’s Specialized and Innovative Services for Adults and Dislocated Workers in their 2021-2024 Local Plan (p. 31-32).

16 Identified as key sectors of the economy in South Bay Workforce Investment Board’s 2023 Biennial Modification to the 2021-2024 Local Plan (p. 22).

17 CNC Machining, Bioscience, and Digital Media/Manufacturing identified as target industries for Adult and Dislocated Worker Activities in Verdugo Workforce Development Board’s 2021-2024 Local Plan (p. 52-56).

18 Los Angeles County Workforce Development Board’s 2023 Biennial Modification to their 2021-2024 Local Plan cites these industries as Los Angeles County’s major recovery growth sectors (p. 10-11).

19 Industry sectors identified for partnerships and/or programs by the Workforce Development Committee in the San Gabriel Valley Economic Partnership’s 2022-2023 Annual Report (p. 17-19).

20 Listed as industries of greatest focus on the Los Angeles County Economic Development Corporation’s website (also listed but not included in chart: design and fashion/apparel).

21 UCLA Anderson Forecast’s latest (October 4th, 2023) press release reports logistics, technology, construction, durable goods manufacturing, health care, leisure, and hospitality sectors as having the largest job creation gains in California.

PRIORITY & EMERGING SECTORS

Through extensive engagement with educational, industry, workforce development, and community stakeholders during the 2021 regional plan update process, the Los Angeles Regional Consortium (LARC) selected seven priority sectors that offer promising career opportunities for community college students: advanced manufacturing; advanced transportation and logistics; business and entrepreneurship/global trade; energy, construction, and utilities; health; ICT/digital media; and life sciences/biotech. Additionally, during the selection process, the retail, hospitality, and tourism sector was chosen as an emerging sector for the region. The sector was designated “emerging” in the wake of sizeable contraction in employment during the pandemic. Please note: Since the writing of the 2021-2024 regional plan, the global trade sector has been folded into the business and entrepreneurship sector. The above-mentioned sectors align with the Sector Crosswalk defined by the California Community Colleges Chancellor’s Office.22

22“Industry Sector Crosswalk,” California Community Colleges Chancellor’s Office, 2023, https://www.cccco.edu/About-Us/Chancellors-Office/Divisions/Workforceand-Economic-Development/Strong-Workforce-Program/SWP-Archive/Events/K12-SWP-Industry-Sector-Crosswalk

ADVANCED MANUFACTURING

THE ADVANCED MANUFACTURING SECTOR HAS A LONGSTANDING HISTORICAL CONNECTION WITH

THE AEROSPACE AND DEFENSE

INDUSTRIES

in Los Angeles County. Additionally, due to rapid advancements in technology, there is a great deal of overlap between the advanced manufacturing sector and the advanced transportation and logistics sector in the county. For example, automation, robotics, and mechatronics are driving change, especially in warehousing and goods movement. In recent years, this sector has also been associated with companies such as SpaceX, Tesla, and Rivian. Interconnectivity, automation, machine learning, and real-time data have changed job roles, and increased the need for workers with electrical, mechanical, and digital proficiencies, as well as preventive maintenance and machine repair skills.

Nationally, industry growth is driving demand for new workers in manufacturing. A 2024 report by Deloitte warns a net need for new employees in manufacturing could reach 3.8 million nationally by 2033, with about half of these open jobs going unfilled if manufacturers are not able to address the skills gap.23 According to the report, the fastest growing major skills categories include simulation and simulation software, enterprise information management, and cloud computing, with analysis showing that while demand for workers with bachelor’s and associate degrees has remained steady, there has been a significant jump in certificates, surpassing the number of associate degrees awarded since 2021.24

It is important to note that at the time of this report’s writing, concerns had been raised over the impact of new tariffs planned by President Trump on production output and increased operational costs for the manufacturing industry. Beacon Economics cautioned that President Trump’s “imposition of 25% levies on imports from Mexico and Canada will severely disrupt, if not completely unravel, North America’s intricately interwoven manufacturing segment,” with implications for California businesses exporting products to China and Canada.25 Given the prominence of the advanced manufacturing sector and the advanced transportation and logistics sector in the county, it seems plausible that the impacts of these tariffs may substantially affect these sectors.

23 Deloitte and the Manufacturing Institute, “Taking charge: Manufacturers support growth with active workforce strategies,” Deloitte and the Manufacturing Institute, April 2024, https://themanufacturinginstitute.org/wp-content/uploads/2024/04/Digital_Skills_Report_April_2024.pdf

24 Ibid.

25 “California Exports Surge,” Beacon Economics, 2025, https://beaconecon.com/publications/ca-trade-report/

AI’S IMPACT

AI has traditionally been used for “analysis, supply chain optimization, or enterprise resource planning,” but companies in Los Angeles are increasingly turning to AI to streamline manufacturing processes in ways that improve flexibility and efficiency.26 An article in Forbes notes that AI and GenAI are impacting the sector in different ways with AI’s analytical and predictive algorithms being useful for tasks such as predictive maintenance, while GenAI’s creative and innovative abilities are used “for designing new products, optimizing processes and even simulating potential scenarios.”27 A McKinsey blog post notes that in the production phase of manufacturing, GenAI can be used to identify hazardous working conditions, identify causes of quality nonconformance, and adjust production orders in real time.28

L.A. JOBS FIRST

Aerospace manufacturing has been selected as a target sector in the 2024 “Los Angeles Regional Report” released by California Jobs First, in part because the aerospace vehicles and defense industry cluster is a source of high-quality jobs in the county, due to the presence of a number of large defense contractors (such as Lockheed Martin, Raytheon, Northrop Grumman, Boeing, and SpaceX), a network of key suppliers, several major airports, and manufacturing and maintenance, repair and overhaul (MRO) facilities.29 Additionally, the county supports substantial research and development infrastructure through NASA’s Jet Propulsion Laboratory, Aerospace Corporation, Caltech, UCLA, and USC.

26 Nick Geracie, “Special Report: Manufacturers turn to AI to meet demand,” Los Angeles Business Journal, August 12, 2024, https://labusinessjournal.com/specialreports/special-report-manufacturers-turn-to-ai-to-meet-demand/

27 Christine Boles, “The impact of generative AI in manufacturing,” Forbes, April 17, 2024, https://www.forbes.com/councils/forbestechcouncil/2024/04/17/theimpact-of-generative-ai-in-manufacturing/

28 Jacob Achenbach, Kevin Arbeiter, Nick Mellors, and Rahul Shahani, “Harnessing generative AI in manufacturing and supply chains,” McKinsey & Company (blog), March 25, 2024, https://www.mckinsey.com/capabilities/operations/our-insights/operations-blog/harnessing-generative-ai-in-manufacturing-and-supply-chains

29 California Jobs First, “Los Angeles County Regional Report, Part 2,” California Jobs First, September 2024, https://24053461.fs1.hubspotusercontent-na1.net/ hubfs/24053461/LA%20County%20CJF%20Regional%20Report%E2%80%93Part%202_093024.pdf

ADVANCED TRANSPORTATION AND LOGISTICS

THE ADVANCED TRANSPORTATION AND LOGISTICS SECTOR IS VITAL TO REGIONAL

SUPPLY CHAINS and the movement of imported and exported goods as part of the global trade sector since the county is home to the nation's two largest ports: Long Beach and Los Angeles. However, the ports are just one component of a robust logistics and transportation hub that is also supported by an extensive network of railways, airports, and freeways in the county. According to L.A. Metro, one-third of the county’s economy is supported by goods-movement-dependent industries, and cargo moving through the county’s ports sustains more than 86,000 businesses and 1.3 million employees.30

Several notable projects are underway in the county aimed at enhancing transportation and logistics:

• The Port of Los Angeles and Port of Long Beach Goods Movement Training Campus is a $110 million workforce development initiative focused on “attracting, recruiting, and retaining workers in the goods movement sector through a single, centralized location.”31

• Another important project is the $283 million “America’s Green Gateway” investment to support railway infrastructure at the Port of Long Beach, which will facilitate moving containers to and from marine terminals by trains to improve efficiency and reduce pollution and truck traffic.32

• The Alliance for Renewable Clean Hydrogen Energy Systems (ARCHES) has several projects underway in the county: the Ports of Long Beach and Los Angeles are planning to replace existing diesel-powered, cargohandling equipment with hydrogen fuel cell equivalents; hydrogen fueling stations are planned in the Los Angeles area; and there are plans to generate clean power by blending hydrogen with natural gas at the Los Angeles Scattergood plant.33

California’s mandate to eliminate the sale of gas-powered vehicles by 2035, as well as other state and federal regulatory activity that supports carbon neutrality goals, including rebates and tax credits, have influenced the adoption of EV technology. In the five-county region of Southern California, 119,200 workers are employed in the EV industry, approximately 43% of all statewide EV industry jobs.34

30 “Goods Movement,” Metro, accessed March 27, 2025, https://legacyweb.metro.net/projects/goods-movement/

31 The Port of Los Angeles, “Officials laud state funding for goods movement training campus,” press release, March 24, 2023, https://www.portoflosangeles.org/ references/2023-news-releases/news_032423_gmtc_pledge

32 The Port of Long Beach, “Port receives $283 million for ‘American’s Green Gateway,’” press release, December 18, 2023, https://polb.com/port-info/news-and-press/ port-receives-283-million-for-americas-green-gateway-12-18-2023/

33 Office of Clean Energy Demonstrations, “Regional Clean Hydrogen Hubs Program: California Hydrogen Hub (ARCHES),” Office of Clean Energy Demonstrations, July 2024, https://www.energy.gov/sites/default/files/2024-07/H2Hubs%20ARCHES_Award%20Fact%20Sheet.pdf

34 Los Angeles Economic Development Corporation, “Southern California EV industry grows to 120,000 direct jobs; 276,000 in California, according to LAEDC report,” Los Angeles Economic Development Corporation, press release, March 2, 2020, https://laedc.org/wp-content/uploads/2020/03/LAEDC-EV-Report-press-release-FINAL.pdf

AI’S IMPACT

Rapid growth in the area of e-commerce has dramatically revolutionized warehousing and logistics in the county. Warehouse and logistics companies, such as Amazon, have turned to automation, robotics, and AI to solve workforce shortages that emerged during the pandemic. Third-party logistics (3PL) is playing a critical role in warehouse automation, with 50% of warehouses reporting they aimed to automate using robots by the end of 2024.35 According to Deloitte, GenAI has the potential to streamline transportation management in several key areas: digitization and automation of onboarding activities, integrating carrier messaging with application programming interfaces (APIs), developing auditing processes for freight, and operational reporting.36 In recent years, the advanced transportation sector has made remarkable strides in autonomous vehicles, propelled by sustainability goals and goals geared towards efficiency and interconnectivity. McKinsey estimates that by 2030, 95% of new vehicles sold globally will be equipped with connectivity and digital features.37

L.A. JOBS FIRST

Due to the county’s role as an important state, national, and international center for trade and logistics, the transportation and logistics sector was selected as a target sector. The sector employs more than 97,000 workers, and there is substantial well-paid employment in two related subsectors: scheduled passenger air transportation (28,000 workers) and freight transportation arrangement and marine cargo handling (more than 63,350 jobs).38

Another notable sector is the EV industry, particularly in downtown L.A., South Bay, and Orange County. The report anticipates that L.A.’s carbon-neutrality plans will drive further EV integration and expansion of EV infrastructure and will increase demand for sustainable transportation.

35 “The future of 3PL: Key trends shaping the industry,” BoxHero Blog (blog), October 17, 2024, https://www.boxhero.io/en/blog/future-of-3pl-key-trends

36 Deloitte, “Generative AI in transportation management: AI’s impact on supply chain logistics,” The Business Operations Room (blog), March 27, 2024, https://www2. deloitte.com/us/en/blog/business-operations-room-blog/2024/generative-ai-in-transportation-management.html

37 Michele Bertoncello, Christopher Martens, Tobias Schneiderbauer, and Kilian Zedelius, “Corporate business building to unlock value in automotive connectivity,” McKinsey & Company, August 31, 2023, https://www.mckinsey.com/industries/automotive-and-assembly/our-insights/corporate-business-building-to-unlockvalue-in-automotive-connectivity

38 California Jobs First, “Los Angeles County Regional Report, Part 2,” California Jobs First, September 2024, https://24053461.fs1.hubspotusercontent-na1.net/ hubfs/24053461/LA%20County%20CJF%20Regional%20Report%E2%80%93Part%202_093024.pdf

BUSINESS AND ENTREPRENEURSHIP/ GLOBAL TRADE

ANALYSIS BY THE LA COE SHOWS THAT OF THE PRIORITY AND EMERGING SECTORS STUDIED, this sector ranks first in terms of employment size and second in terms of the most annual job openings.

This sector includes large companies and corporations as well as small businesses, which are an integral part of Los Angeles County’s economy. According to analysis by the Los Angeles Economic Development Corporation (LAEDC), the county’s 259,000 small businesses employ more than 2 million workers, accounting for roughly 52% of all employment in the region.39 These small businesses are largely concentrated in a few industries, including construction, wholesale trade, retail trade, and health care and social assistance.40 The LAEDC study also reports that the cities with the highest concentration of small businesses with racially and ethnically diverse ownership are San Gabriel (nearly 79%), Rosemead (nearly 76%), Monterey Park (nearly 75%), and Alhambra (nearly 71%).41

As of March 2025, President Trump’s proposed tariffs were anticipated to have widespread impacts on the nation’s imports and exports. Impacts were anticipated on the volume of goods traveling through the Ports of Los Angeles and Long Beach, the productivity and overall health of manufacturing businesses which could be affected by increased costs on materials and supply chain disruptions, and the availability and price of many different goods that small businesses rely on.42

Overlap exists between the business and entrepreneurship sector and many other areas that comprise the larger Los Angeles economy. This is because many of the occupations that are categorized in this sector are also employed by other sectors. Additionally, the significant role of global trade in the county’s economy contributes to the activities of many ancillary businesses. The amount of goods moving through the region’s ports is one indication of robust activity in the global trade sector. In 2024, container volume received by the Port of Los Angeles increased to 10.3 million twenty-foot equivalent units (TEUs), up from 8.6 million in 2023,43 with the Port of Long Beach also reporting a busy year with 9.6 million TEUs.44 This cargo volume accounts for roughly a third of all container imports in the nation and represents one of the largest year-on-year increases in the ports’ history.45

39 Los Angeles Economic Development Corporation, “Supporting Small Business Workforce Development for Power and Economic Opportunity: An Economic Study,” Los Angeles Economic Development Corporation, 2023, https://laedc.org/research/reports/

40 Ibid.

41 Ibid.

42 Andrea Chang and Sandra McDonald, “California businesses are reeling from Trump’s on-again, off-again tariffs,” Los Angeles Times, March 14, 2025, https://www. latimes.com/business/story/2025-03-14/trump-tariffs-economy-uncertainty-agriculture-los-angeles-business

43 “Facts and Figures: Annual Facts and Figures Card,” The Port of Los Angeles, 2025, accessed March 27, 2025, https://www.portoflosangeles.org/business/statistics/ facts-and-figures

44 Laura Curtis, “Port of L.A. tallies second-busiest year on record in 2024,” Transport Topics, January 24, 2025, https://www.ttnews.com/articles/port-la-2024containers

45 Ibid.

Outcomes of labor negotiations on the East Coast with port workers who are part of the International Longshore and Warehouse Union are expected to influence labor negotiations with unionized workers at the major ports on the West Coast. In February 2025, members of the International Longshoremen’s Association reached an agreement for a new contract that limits the introduction of automation equipment in container handling to protect union jobs.46 Automation also was a point of contention that led to a strike in 2023 during port labor negotiations in Vancouver, Canada.47

AI’S IMPACT

AI and GenAI are expected to have widespread impacts on occupations involved in business operations, such as office workers, just as the adoption of Microsoft Excel and Access revolutionized accounting and data management for businesses in the 1990s. Jobs with the highest exposure include management analysts, telemarketers, tellers, receptionists and information clerks, and bookkeeping, accounting, and auditing clerks.48 Separate analysis by the Brookings Institution shows office and administrative support occupations are highly exposed.49 Additionally, paralegals (an unassigned occupation that overlaps with this sector) appears susceptible to AI due to AI’s advances in document review and drafting, contract analysis, and legal research.50 Entrepreneurship is expected to be positively impacted by GenAI which can help with time-consuming tasks (phone calls, scheduling, emails) and assist with product development, marketing, financial analysis, and research.51 Overall, the rise of AI is highlighting the importance for workers to possess skills in digital literacy, analytical judgement, and the effective use of AI tools.

L.A. JOBS FIRST

Not selected as a target sector.

46 Stuart Chirls, “ILA members overwhelmingly approve new contract covering East, Gulf coast ports,” Freight Waves, February 25, 2025, https://www.freightwaves. com/news/ila-members-overwhelmingly-approve-new-contract-covering-east-gulf-coast-ports

47 Doyinsola Oladipo, “U.S. port strike throws spotlight on big union foe: automation,” Reuters, October 4, 2024, https://www.reuters.com/world/us/us-port-strikethrows-spotlight-big-union-foe-automation-2024-10-04/

48 World Economic Forum, “Jobs of Tomorrow: Large Language Models and Jobs,” World Economic Forum, 2023, https://www3.weforum.org/docs/WEF_Jobs_of_ Tomorrow_Generative_AI_2023.pdf

49 Molly Kinder, Xavier de Souza Briggs, Mark Muro, and Sifan Liu, “Generative AI, the American workers, and the future of work,” Brookings Institution, October 10, 2024, https://www.brookings.edu/articles/generative-ai-the-american-worker-and-the-future-of-work/

50 Catherine Brock, “Will AI replace paralegals and legal assistants?” MyCase (blog), December 10, 2024, https://www.mycase.com/blog/ai/will-ai-replace-paralegals/

51 Sara Brown, “How generative AI is changing entrepreneurship,” Ideas Made to Matter, MIT Management Sloan School, January 17, 2024, https://mitsloan.mit.edu/ ideas-made-to-matter/how-generative-ai-changing-entrepreneurship

ENERGY,

CONSTRUCTION, AND UTILITIES

EVEN BEFORE THE DEVASTATING EATON AND PALISADES WILDFIRES,

THE LOS ANGELES BASIN WAS GRAPPLING WITH A LONG-TERM HOUSING CRISIS, particularly the city of Los Angeles, which has been adding residents without keeping pace with the need for new housing. In response, the city created several funding and incentive tools to increase the production of affordable housing and set a goal of 456,643 new units by October 2029.52 In the wake of an estimated $30 billion in real estate losses from the fires, Governor Newsom issued executive orders to mobilize debris removal, streamline the construction of accessory dwelling units, allow for more temporary trailers and other housing, and suspend certain permitting requirements under the California Coastal Act to speed the rebuilding process.53 These developments are anticipated to spur the demand for workers in skilled trades and other occupations employed by the construction industry.

Along with goals for offshore wind, carbon neutrality, and 7 million climate-friendly homes by 2025 in California, SB 100, implemented in 2018, is also driving job growth in the energy, construction, and utilities sector, through the requirement that 100% of the state’s electricity be derived from renewable energy and zero-carbon resources by 2045.54 Los Angeles County’s recently adopted climate plan has similar goals including obtaining energy for electricity only from non-fossil fuel sources, phasing out oil and gas production in 20 years, and building only zero-carbon buildings by 2045.55

Additionally, state legislation phasing out gas-powered vehicles and encouraging the adoption of EVs is affecting the demand for electricians, since installing the infrastructure needed by these vehicles is critical to continued adoption.56 Charging units are increasingly viewed as essential rather than optional, leading property owners and developers to install EV charging stations, with the county reaching a total of 178,500 EV ports in 2024, according to the Los Angeles Times. 57

52 Los Angeles Housing Department, “Los Angeles Housing Element of the General Plan: 2021-2029,” Los Angeles Housing Department, November 2021, https:// planning.lacity.gov/odocument/3d0775b4-6e54-4294-ad5a-85df6b8eaf82/Executive_Summary_(Adopted).pdf

53 California Governor’s Office, “Governor Newsom signs new executive order to fast-track more relief for L.A. fire survivors,” California Governor’s Office, press release, February 4, 2025, https://www.gov.ca.gov/2025/02/04/governor-newsom-signs-new-executive-order-to-fast-track-more-relief-for-la-fire-survivors/

54 California Governor’s Office, “Building the Electricity Gird of the Future: California’s Clean Energy Transition Plan,” California Governor’s Office, May 2023, https://www. gov.ca.gov/wp-content/uploads/2023/05/CAEnergyTransitionPlan.pdf

55 Steve Scauzillo, “Updated LA County climate action plan sets goals for carbon-neutral county by 2045,” Los Angeles Daily News, February 16, 2025, https://www. dailynews.com/2024/04/16/updated-la-county-climate-action-plan-sets-goals-for-carbon-neutral-county-by-2045/

56 Russ Mitchell, “The electric-vehicle industry is thriving in Southern California, report says,” Los Angeles Times, March 3, 2020, https://www.latimes.com/business/ story/2020-03-03/southern-california-ev-jobs

57 Nathan Solis, “California now has more EV charging ports than gas nozzles,” Los Angeles Times, March 26, 2025, https://www.latimes.com/california/ story/2025-03-26/california-now-has-more-ev-charging-ports-than-gas-nozzles

AI’S IMPACT

GenAI is being eyed by energy and utility companies for environmental monitoring and management because it can be used to analyze and optimize energy demand and supply, and manage renewable energy sources.58 GenAI also is being marketed for helping to lower operating expenses, anticipate energy supply interruptions, prevent accidents, and reduce fraud in the utilities industry.59 GenAI is being applied to helping enhance energy grid reliability and manage the energy demand being placed on it by loads from data centers, which threatens to “overwhelm” the power sector.60 Meanwhile, Oracle predicts that GenAI can be used by the construction industry to assist with the design and planning stages of construction, to identify and correct building code violations, to create construction schedules, and to streamline tasks to compensate for workforce shortages.61

L.A. JOBS FIRST

The Jobs First blueprint for Los Angeles names clean/renewable energy and construction as target sectors. The clean/renewable energy sector was selected due to the region’s emerging battery sectors, solar assets, hydrogen innovation efforts, and California’s transition to a carbon neutral economy. The construction sector was selected for its substantial employment size and because it “provides ample career paths and opportunities for individuals in disinvested communities who tend to obtain lower levels of educational attainment in the traditional university system.”62 Large construction subsectors include plumbing, heating and air conditioning, commercial and institutional building construction, and residential remodelers. The plan also calls out the shortage of electricians in the region and state, “with roughly one electrician for every 478 housing units in the state of California.”63

58 Jeanne Grunert, “Generative AI for utilities: Innovative use cases,” Insights for Rock Stars (blog), rSTAR Technologies, 2025, accessed March 27, 2025, https://rstartec. com/insights/generative-ai-for-utilities-innovative-use-cases/#:~:text=The%20GenAI%20application%20in%20reducing,efficient%20energy%20production%20and%20 consumption.

59 “Generative AI for energy and utilities: 5 surprising facts,” Tech Effect (blog), PWC, July 23, 2024, https://www.pwc.com/us/en/tech-effect/ai-analytics/generative-aifor-energy-and-utilities.html

60 Rod Walton, “EPRI teaming with NVIDIA, big tech and utilities on pursuing generative AI energy solutions,” EnergyTech, March 20, 2025, https://www.energytech.com/ energy-efficiency/article/55276331/epri-teaming-with-nvidia-big-tech-and-utilities-on-generative-ai-energy-solutions

61 Josh Kanner and Rick Bell, “The Impact of Generative AI in Construction,” Oracle (blog), June 20, 2024, https://www.oracle.com/construction-engineering/gen-aiconstruction/

62 California Jobs First, “Los Angeles County Regional Report, Part 2,” California Jobs First, September 2024, p. 70, https://24053461.fs1.hubspotusercontent-na1.net/ hubfs/24053461/LA%20County%20CJF%20Regional%20Report%E2%80%93Part%202_093024.pdf

63 California Jobs First, “Los Angeles County Regional Report, Part 2,” California Jobs First, September 2024, p. 71, https://24053461.fs1.hubspotusercontent-na1.net/ hubfs/24053461/LA%20County%20CJF%20Regional%20Report%E2%80%93Part%202_093024.pdf

HEALTH

AS IN OTHER REGIONS OF THE STATE, LOS ANGELES COUNTY’S HEALTH SECTOR IS DEALING WITH A NUMBER OF CHALLENGES: workforce strain resulting from increased retirements and separations triggered by the Covid-19 pandemic; rising labor costs and inflation; federal and state funding issues, including the expansion of Medi-Cal; and disparities and insufficient access to care affecting thousands of residents.64 According to L.A. Care Health Plan, the most medically underserved areas in Los Angeles County are the eastern San Gabriel Valley, Antelope Valley, and South L.A., with strain being placed on hospital emergency care as “the provider of first and last resort.”65 Despite these challenges, the region is home to a number of leading medical research institutions and large health systems, such as Kaiser Permanente and Dignity Health, and several cutting-edge medical centers, including Cedars-Sinai Medical Center and USC Medical Center.

A long-term shortage of medical professionals, including doctors, nurses, and allied health workers, has given rise to an emerging trend in which health systems and private employers have invested in establishing in-house training programs. In December 2024, Cedars-Sinai Health Sciences University announced the launch of the Cedars-Sinai Chuck Lorre Allied Health School in Los Angeles to address the training of health care professions that have been traditionally understaffed.66 Similarly, the Kaiser Permanente Bernard J. Tyson School of Medicine in Pasadena opened in 2020 to provide an integrated, small-group approach to traditional medical education, with an inaugural class of 50 students.67 In October 2024, Senate Bill 159 went into effect implementing a phased increase to the minimum wage, reaching $25/hour in 2026, for low-paid health care workers.

The Covid-19 pandemic exacerbated attrition rates in registered nursing. A survey by McKinsey & Company found that 29% of RNs in the United States expressed their likelihood of leaving their current position in direct patient care, with many indicating an intention to exit the workforce entirely.68 One bottleneck in providing trained nurses to address the workforce shortage is attributed to the education pipeline and limited program slots at community colleges.69 Students frustrated with long waitlists are enrolling at proprietary schools, which although more costly, promise faster

64 Primary Care Development Corporation, “Primary Care Access in Los Angeles County: Supervisorial District Profiles,” Primary Care Development Corporation, 2020, https://www.pcdc.org/wp-content/uploads/PCDC-Los-Angeles-Supervisorial-District-Report-FINAL.pdf.

65 “Los Angeles’ Health Care Safety Net Is in Crisis – It’s Past Time to Address the Root Causes,” L.A. Care Health Plan, February 27, 2023, https://www.lacare.org/news/ our-viewpoint/los-angeles-health-care-safety-net-in-crisis-its-past-time-address-the-root

66 Cedars-Sinai, “Cedars-Sinai Chuck Lorre Allied Health School Steps Closer to Welcoming First Students,” Cedars-Sinai, press release, December 14, 2024, https://www. cedars-sinai.org/newsroom/cedars-sinai-chuck-lorre-allied-health-school-steps-closer-to-welcoming-first-students/

67 Victoria Ivie, “Kaiser Permanente’s inaugural Pasadena medical school cohort set to graduate,” Pasadena Star News, May 10, 2024, https://www.pasadenastarnews. com/2024/05/09/kaiser-permanentes-inaugural-pasadena-medical-school-cohort-set-to-graduate/

68 Gretchen Berlin, Meredith Lapointe, Mhoire Murphy, and Joanna Wexler, “Assessing the lingering impact of COVID-19 on the nursing workforce ,” McKinsey & Company, May 11, 2022, https://www.mckinsey.com/industries/healthcare/our-insights/assessing-the-lingering-impact-of-covid-19-on-the-nursing-workforce

69 Ashley Smith, “Long wait for students to enroll in some community college nursing programs,” EdSource, October 12, 2023, https://edsource.org/2021/communitycollege-students-look-to-improve-access-to-enter-some-campus-nursing-programs/662289

routes toward certification. Analysis by the Foundation for California Community Colleges shows that Central Los Angeles, including East Los Angeles, Downey, and Norwalk, have the greatest need for nurses.70 Central Los Angeles, or the area known as District 2, also has the largest uninsured population and the lowest primary care availability in the county.71

AI’S IMPACT

A 2024 study by McKinsey finds that 70% of surveyed health care organizations have implemented or are pursuing implementing GenAI capabilities.72 These health care organizations see benefits of GenAI applying to improved patient experiences, streamlined operations, improved productivity among clinical staff, and more effective and efficient administrative processes.73 A Harvard Business Review article predicts AI could be effective at reducing time and costs associated with management of billing- and insurance-related expenses, improved coordination across health systems, and improved patient outcomes.74 Similarly, a report by Deloitte speculates that AI could be instrumental in streamlining administrative processes, improving quality of care, and broadening access to care.75

L.A. JOBS FIRST

The health care sector was selected as a target sector due to its critical role in the county’s public health infrastructure and the many services and benefits that it provides, especially to disinvested groups.76 The L.A. blueprint notes that the health care industry will play an increasingly important role in coming years as the county’s aging population grows and requires increased care. Also acknowledged is the impact of the Covid-19 pandemic on the health care workforce by accelerating retirements and separations.

70 “State Map (California Nursing Shortage High Need Regions),” Foundation for California Community Colleges, November 15, 2024, https://foundationccc.org/ nursingshortagemap/

71 Primary Care Development Corporation, “Primary Care Access in Los Angeles County: Supervisorial District Profiles,” Primary Care Development Corporation, 2020, https://www.pcdc.org/wp-content/uploads/PCDC-Los-Angeles-Supervisorial-District-Report-FINAL.pdf

72 Jessica Lamb, Greg Israelstam, Rahul Agarwal, and Shashank Bhasker, “Generative AI in healthcare: Adoption trends and what’s next,” McKinsey & Company, July 25, 2024, https://www.mckinsey.com/industries/healthcare/our-insights/generative-ai-in-healthcare-adoption-trends-and-whats-next

73 Ibid.

74 Ron Adner and James N. Weinstein, “GenAI could transform how health care works,” Harvard Business Review, November 27, 2023, https://hbr.org/2023/11/genaicould-transform-how-health-care-works

75 Deloitte, “Transforming Health Care with Artificial Intelligence,” Deloitte, 2024, https://www.deloitte.com/content/dam/assets-shared/docs/gx-transforming-healthcare-with-artificial-intelligence.pdf

76 California Jobs First, “Los Angeles County Regional Report, Part 2,” California Jobs First, September 2024, p. 95, https://24053461.fs1.hubspotusercontent-na1.net/ hubfs/24053461/LA%20County%20CJF%20Regional%20Report%E2%80%93Part%202_093024.pdf

ICT/DIGITAL MEDIA

THE ICT/DIGITAL MEDIA SECTOR OVERLAPS WITH THE ENTERTAINMENT AND FILM

INDUSTRY, for which Hollywood has long served as the capital. This sector is supported by a diverse workforce of professionals in technical, administrative, and logistical roles, extending beyond the commonly known creative roles such as writers, actors, and directors, who bring ideas to life and deliver content globally.

The movie and film industry is an important driver of the larger Los Angeles economy. According to an analysis by the LAEDC, the entertainment cluster employs nearly 200,000 workers, with video production and distribution representing 75% of employment in the cluster.77

Although employment in the entertainment cluster was impacted by the Covid 19-pandemic, LAEDC analysis shows employment rebounded in recent years, adding more than 66,000 jobs since 2020.78

Indicating the economic powerhouse that the entertainment industry represents in the county, occupations with the greatest employment concentrations are:

1. Agents and business managers of artists, performers, and athletes

2. Lighting technicians

3. Sound engineering technicians

4. Film and video editors

5. Special effects artists and animators79

However, fast-paced advances in technology have impacted many occupations in the entertainment industry and raised concerns that AI will replace a number of occupations traditionally employed by the film and television industry, which became a major sticking point during the Hollywood strikes in 2023. Similarly, streaming also has had widespread impacts, affecting box office revenue and how companies control the production and distribution of content, and spurring a shift in how audiences consume content.

77 Los Angeles Economic Development Corporation, “Industry Clusters Study,” Los Angeles Economic Development Corporation, 2024, https://laedc.org/research/ reports/industry-clusters-study-2024/

78 Ibid.

79 Los Angeles Center of Excellence presentation, “California’s Labor Market in Ten Years: Which Jobs Will Be In-demand in 2034?” 2024 Career Technical Education Fall Conference, November 2024.

Meanwhile, another major trend impacting employment involves competition with regions elsewhere in the nation offering more advantageous tax incentives than California, which tends to have high production costs.80 Variety reported that production days fell from more than 5,000 in 2021, to just over 3,000 in 2024.81 In October, Governor Newsom released a budget proposal to prop up the downturn in scripted film production by more than doubling tax incentives to $750 million.

But the Governor’s proposal, which would go into effect in July 2025 if approved by the Legislature, was too late to prevent the shocking announcement by Technicolor in early 2025 that it would be shutting down. The company’s downfall has been attributed to several economic challenges, including the prolonged slowdown in production following the Covid-19 pandemic, the Hollywood strikes of 2023, and changes wrought by AI in visual effects (VFX) in an industry vulnerable to shifting tax incentives and low margins.82

This news seems to confirm the “less optimistic” outlook presented by the 2024 UCLA Anderson Forecast which singled out three sectors as being of economic concern: information (including Hollywood), the couriers subsector of transportation and warehousing, and K-12 education.83

AI’S IMPACT

The use of GenAI and AI tools have widely impacted the tech sector, which led other sectors with the largest workforce reductions in 2024. These layoffs have been attributed to changing demands in the e-commerce sector post-Covid and a decline in venture capital funding. In 2024, more than 95,000 tech workers lost their jobs in the United States, with more layoffs announced at the beginning of 2025 by a number of high-profile companies, including HP, Intel, and Salesforce.84 Within the creative economy, occupations that are predicted to be impacted by AI involve writing, content creation, marketing, and design, as well as tech jobs, such as software developers, web developers, computer programmers, coders, and data scientists.85

L.A. JOBS FIRST

Video production and distribution is a target sector in the L.A. blueprint. The sector has a high location quotient (indicating a specialized niche) as do several other related industry clusters, which collectively employed more than 280,000 workers in 2022: the performing arts; music and sound recording; marketing, design and publishing; and local entertainment and media. The report also notes that lower production costs and better tax incentives offered by other regions in the United States and by other countries, such as Canada, have hurt production activity in the Los Angeles area and contributed to a “deepening” recession in the local industry.

80 Winston Cho and Katie Kilkenny, “What’s Hollywood Without Cameras Rolling? Gavin Newsom’s Plan May Need More to Halt Exodus,” The Hollywood Reporter, October 29, 2024, https://www.hollywoodreporter.com/business/business-news/gavin-newsom-tax-credit-plan-california-hollywood-1236047520/

81 Gene Maddaus, “Gavin Newsom unveils plan to boost state’s film incentive to $750 million,” Variety, October 27, 2024, https://variety.com/2024/biz/news/gavinnewsom-750-million-film-tax-credit-1236191955/

82 Carolyn Giardina, “Behind the ‘sickening’ collapse of Technicolor and why its failure is sending shockwaves through the VFX industry,” Variety, March 4, 2025, https:// variety.com/2025/artisans/global/technicolor-collapse-shockwaves-vfx-1236326607/

83 UCLA Anderson Forecast, “Fall 2024 Economic Forecast,” UCLA Anderson Forecast, UCLA Anderson School of Management, Fall 2024, p. 43.

84 “The Crunchbase Tech Layoffs Tracker,” Crunchbase News, March 21, 2025, https://news.crunchbase.com/startups/tech-layoffs/.

85 Aaron Mok and Jacob Zinkula, “ChatGPT may be coming for our jobs. Here are the 10 roles that AI is most likely to replace,” Business Insider, September 4, 2023, https://www.businessinsider.com/chatgpt-jobs-at-risk-replacement-artificial-intelligence-ai-labor-trends-2023-02#media-jobs-advertising-content-creationtechnical-writing-journalism-2

LIFE SCIENCES/BIOTECH

THE LIFE SCIENCES/BIOTECH SECTOR WAS SELECTED AS A PRIORITY SECTOR BY LARC DUE TO ITS ECONOMIC GROWTH POTENTIAL, its concentration of well-paid jobs, and the county’s extensive research and development infrastructure. LA COE data analysis shows the Life Sciences/Biotech sector is one of the smallest CCCCO sectors in the county in terms of employment size. However, it should be noted that substantial crossover exists between the life sciences/biotech sector and advanced manufacturing sector, which suggests that employment in this sector may be underrepresented. Additionally, according to Biocom California, out of a total of nearly 83,000 life sciences workers employed by more than 3,000 business establishments, Los Angeles County’s largest life sciences subsectors in terms of employment were research and testing, 35,272 workers, biopharma, 16,633 workers, and medical devices and equipment, 14,640 workers.86

Leading research institutions that contribute to employment in the county include Altasciences, Beckman Research Institute of City of Hope, Caltech, Cedars-Sinai Medical Center, Children’s Hospital of Los Angeles, the Lundquist Institute, UCLA, and the University of Southern California. According to BuiltIn Los Angeles, biotech companies in the area are conducting research and development in areas such as the application of microbes for human health, using human genomics to prevent and cure diseases, researching new biopharmaceutical treatments for cancer, and developing new diagnostic and serological tests.87

While an employer preference exists for workers with a bachelor's degree, there are occupations within this sector that require less than that for entry-level education. The “Los Angeles Regional Plan, Part 1” notes that the top five bioscience occupations in terms of 2022 employment in the county require an entry-level education of a high school diploma or equivalent and some on-the-job training or work experience. These five occupations are packaging and filling machine operators and tenders; inspectors, testers, sorters, samplers, and weighers; dental laboratory technicians; chemical equipment operators and tenders; and first-line supervisors of production and operating workers.88

86 Biocom California, “Greater Los Angeles 2023 Performance,” Biocom California, 2024, https://www2.biocom.org/l/54352/2024-05-20/ n594lp/54352/1716216096TWQ7W1zs/2024_Biocom_California_EIR_Greater_Los_Angeles.pdf

87 “Top Los Angeles, CA Biotech Companies,” BuiltIn Los Angeles, 2025, accessed March 27, 2025, https://www.builtinla.com/companies/type/biotech-companies

88 California Jobs First, “Los Angeles County Regional Report, Part 2,” California Jobs First, September 2024, p. 134, https://24053461.fs1.hubspotusercontent-na1.net/ hubfs/24053461/LA%20County%20CJF%20Regional%20Report%E2%80%93Part%202_093024.pdf

AI’S IMPACT

A report by McKinsey predicts that GenAI will streamline the drug discovery process, accelerate the drug development and approval process, and improve efficiencies related to recordkeeping and quality control.89 A separate McKinsey analysis notes that a risk of implementing GenAI in pharmaceutical operations is the GenAI errors known as hallucinations that can affect numerical data; the report also notes that GenAI is not well applied to “high-volume, time-sensitive tasks” associated with production and the supply chain.90 Other risks include GenAI’s potential to introduce bias in interpreting and mapping complex, heterogeneous data.91 The recent 23 and Me bankruptcy announcement has brought attention to the challenges inherent in the biotechnology industry, such as the difficulties that companies face in marketing their products, retaining customers, and protecting data. The downfall of 23 and Me is being ascribed to a customer market that became tapped out and a costly lawsuit that ensued in the wake of a widespread data breach.92

L.A. JOBS FIRST

“The Los Angeles Regional Plan, Part 2” sets forth three reasons for the selection of bioscience as a target sector, noting its job growth as an emerging industry in the county, average wages that are almost 20% higher than the county average, and the sector’s ability to capitalize on currently competitive clusters. The report also describes barriers to growth identified through several convenings that include “access to talent, unifying industry vision and public awareness, and public incentives to attract new and expanding businesses.”93

89 Bhavik Shah, Chaitanya Adabala Viswa, Delphine Zurkiya, Eoin Leydon, and Joachim Bleys, “Generative AI in the Pharmaceutical Industry: Moving from Hype to Reality,” McKinsey & Company, January 9, 2024, https://www.mckinsey.com/industries/life-sciences/our-insights/generative-ai-in-the-pharmaceutical-industry-movingfrom-hype-to-reality

90 Boyd Spencer, Parag Patel, and Vivek Arora, “Gen AI: A game changer for biopharma operations,” McKinsey & Company, January 28, 2025, https://www.mckinsey.com/ industries/life-sciences/our-insights/gen-ai-a-game-changer-for-biopharma-operations

91 Zareh Zurabyan, “Benefits and Drawbacks of Generative AI in Biotech,” eLabNext (blog), May 2, 2024, https://www.elabnext.com/blog/benefits-drawbacks-ofgenerative-ai-in-biotech

92 Bhanvi Satija, Anushadevan Shah and Surbhi Misra, “DNA testing firm 23andMe files for bankruptcy as demand dries up,” Reuters, March 25, 2025, https://www. reuters.com/business/healthcare-pharmaceuticals/dna-testing-firm-23andme-files-chapter-11-bankruptcy-sell-itself-2025-03-24/

93 California Jobs First, “Los Angeles County Regional Report, Part 2,” California Jobs First, September 2024, https://24053461.fs1.hubspotusercontent-na1.net/ hubfs/24053461/LA%20County%20CJF%20Regional%20Report%E2%80%93Part%202_093024.pdf

RETAIL, HOSPITALITY, AND TOURISM

DURING THE COVID-19 PANDEMIC, THE RETAIL, HOSPITALITY, AND TOURISM SECTOR FACED

SIGNIFICANT JOB LOSSES. In its 2024 “Industry Clusters in Los Angeles County” report, the LAEDC notes that the hospitality and tourism cluster was the most negatively impacted industry cluster during the pandemic, with job losses totaling 38%.94 Yet, from 2021 to 2022, the cluster entered a recovery stage, undergoing nearly 30% growth. The LAEDC report notes that the two largest groups comprising employment in the hospitality and tourism cluster are: accommodations and related services, more than 55%, and tourist attractions and services and entertainment facilities, 38%.95

In terms of the impacts of state legislation on local jobs, a state-mandated minimum wage increase to $20/hour for fast food workers, which went into effect in 2023, was initially met with a great deal of apprehension over potential employment impacts. There have been conflicting reports that the wage hike caused job loss and spurred the adoption of automation while other studies have found the impact to be minimal. For example, analysis by the Shift Project through Harvard University and UC-San Francisco found “no evidence that wage increases had unintended consequences on staffing, scheduling, or wage theft.”96 Meanwhile, California’s Fast Food Council is considering another wage increase of 70 cents.97

Los Angeles County has an extensive list of tourism assets and attractions, spanning sports arenas, museums and other cultural institutions, music venues, and amusement parks. Some of its most heralded and iconic sites are the Hollywood Bowl, Universal Studios, the Santa Monica Pier, the Getty, Walt Disney Concert Hall, and SoFi Stadium. But misconceptions that 40% of the county was affected by the January 2025 wildfires have caused a steep decline in tourism and put local and state tourism entities, such as Visit California, on the offensive to encourage tourists to visit the 98% of county unaffected by the fires.98 Year-over-year passenger traffic at the Los Angeles World Airports, which includes LAX, was down by 3% as of January, and travel by international passengers was relatively flat.99

94 Los Angeles Economic Development Corporation, “Industry Clusters Study,” Los Angeles Economic Development Corporation, 2024, https://laedc.org/research/ reports/industry-clusters-study-2024/

95 Ibid.

96 Daniel Schneider, Kristen Harknett and Kevin Bruey, “Early Effects of California’s $20 Fast Food Minimum Wage: Large Wage Increases with No Effects on Hours, Scheduling, or Benefits,” The Shift Project, October 9, 2024, https://shift.hks.harvard.edu/early-effects-of-californias-20-fast-food-minimum-wage-large-wageincreases-with-no-effects-on-hours-scheduling-or-benefits/

97 Waylon Cunningham, “California could bump fast-food minimum wage to $20.70,” Reuters, February 27, 2025, https://www.reuters.com/world/us/california-couldbump-fast-food-minimum-wage-2070-2025-02-26/

98 “Want to Help Los Angeles? Plan a Trip,” Visit California, 2025, accessed March 27, 2025, https://www.visitcalifornia.com/experience/want-help-los-angeles-plantrip/

99 Los Angeles World Airports, “Los Angeles World Airports (LAWA) Traffic Comparison (TCOM),” Los Angeles World Airports, February 25, 2025, https://www.lawa.org/ media/43426

Los Angeles is expected to experience an influx of tourists in 2028 when it hosts the Olympic Games. The 2024 UCLA Anderson Forecast examines the potentials costs and benefits of hosting the Olympics, noting that the benefits of being an Olympics host city can be investments in infrastructure, urban regeneration, and increased trade.100 The report, however, cautions that these benefits can be overestimated, since hosting the Olympics can cause cost overruns and discourage regular tourists from visiting a region when crowding is expected, noting there was “no evidence of a significant direct short-term economic windfall for L.A. during the 1984 Olympics.”101

AI’S IMPACT

Within the retail industry, GenAI has been touted as a tool that can personalize customer experiences and provide targeted marketing, improve efficiencies in inventory management and the supply chain, and optimize e-commerce operations. An article by Cognizant outlines the ways that GenAI is being applied to retail and consumer products, including market and demand forecasting, product development, content creation, customer service, and price optimization.102 In the realm of hospitality and tourism, GenAI is also viewed as a game-changer that can assist with planning and personalizing travel through hyper-segmentation, provide customer service through chatbots and virtual assistants, implement dynamic pricing, and reduce areas of friction through guest apps and digital room keys.103 Analysis by the LA COE shows that a number of occupations in this sector are at high-risk of automation, through the implementation of robotics and other technologies that can perform tasks automatically, including dishwashers, cooks (fast food), and fast food and counter workers.104

L.A. JOBS FIRST

Not selected as a target sector.

100 UCLA Anderson Forecast, “Fall 2024 Economic Forecast,” UCLA Anderson Forecast, UCLA Anderson School of Management, Fall 2024, pp. 61-63. 101Ibid.

102 “Gen AI in retail: Finding opportunity amid disruption,” Insights (blog), Cognizant, February 27, 2025, https://www.cognizant.com/us/en/insights/insights-blog/4ways-generative-ai-is-disrupting-retail

103 Susann Almasi, Alex Cosmas, Sam Cowan, and Ben Ellencweig, “The promise of travel in the age of AI,” McKinsey & Company, September 27, 2023, https://www. mckinsey.com/industries/travel/our-insights/the-promise-of-travel-in-the-age-of-ai

104 Los Angeles Center of Excellence presentation, “AI and the Future of Work: Industry Insights and Data-driven Trends,” November 2024.

EMERGING SECTOR: ARTIFICIAL INTELLIGENCE

As part of the region’s commitment to integrating artificial intelligence (AI) into education and workforce development, LARC hosted the AI in LA Innovation Summit on November 13, 2024. This event convened educators, workforce professionals, industry leaders, and students to explore the transformative role of AI in learning and work. The summit directly aligned with the regional plan’s focus on AI by fostering discussions on how generative AI can enhance student experiences, how AI is reshaping industries, and how to equip the workforce with future-ready skills.

Key topics included:

• Equitable Academic Success: Strategies for leveraging AI to support student engagement, personalized learning, and career pathways.

• Industry Impact: Insights into AI-driven shifts in ICT/Digital Media, creative industries, and technical careers such as software development, marketing, and data science.

• Workforce Readiness: The role of AI in job creation, workforce training, and economic mobility, ensuring equitable access to AI-driven opportunities.

To ensure continued accessibility, all summit presentations and resources are available for free at the AI & the Future of Learning and Work Hub. This platform provides ongoing AI education and best practices for educators, students, and workforce professionals.

Recognizing the need for sustained AI professional development, the AI in LA Innovation Summit has expanded into an AI Professional Development Series, offering ongoing training opportunities for educators, students, and workforce leaders. This series continues to support the region’s goals by ensuring AI readiness and fostering innovation across education and industry.

H. STUDENT SUCCESS OUTCOMES

IN EVALUATING ITS WORK, LARC AND ITS MEMBER COLLEGES UTILIZE THE FOLLOWING VISION 2030 OUTCOMES AND METRICS.

Bolded text reflects those to which CTE contributes most significantly.

Equity in Success

1. Increase completion of a degree or certificate at a community college with equity.

2. Baccalaureate attainment: Increase in baccalaureate attainment with equity.

i. Increase transfer.

ii. Increase community college bachelor’s degree attainment.

3. Workforce: Earning a living wage metric.

Equity in Access

1. Increase with equity, participation/enrollments for dual enrollment, justice-involved individuals, veterans, working adults, low-income adults.

Equity in Support

1. Increase the number of Pell grant recipients and California College Promise Grant recipients.

2. Reduce units to Associate Degree for Transfer completion.

LARC evaluates student enrollment data, student outcomes, success, and equity through California Community Colleges DataVista to strengthen our career technical education programs and promote student success and economic mobility. The following is a snapshot of the data we use to achieve our guiding principles of student success outcomes which include accountability, compliance, performance, increased access, and removal of barriers.

STUDENT ENROLLMENT

Enrollment across the 19 colleges has steadily increased since the stark decline of enrollment in 2020. Total enrollment for LA community colleges from 2021 to 2024 was 9%. At 465,745105 in 2024, student enrollment moves towards pre-pandemic highs once again.

STUDENT OUTCOMES, SUCCESS, AND EQUITY

Previously on The California Community Colleges’ LaunchBoard data system, information at the statewide, regional, and district/college level needed to understand and evaluate student outcomes, success, and equity in our programs is now available on DataVista. In this section we will look at the various outcomes metrics and the equity gaps within them to determine a baseline to guide our work and assess our alignment with the Vision for Success and Vision 2030 goals.

STRONG WORKFORCE PROGRAM STUDENT SUCCESS AND EQUITY

DataVista also provides demographic data of enrolled and exiting Strong Workforce Program students as well as comparison data for student outcomes by race/ethnicity and gender to help us examine equity in our programs. Following the enrollment trends, the LARC-19 colleges had 236,156 SWP students105 in 2024. Per Exhibit 36, this is an 11.75% increase since 2023.

Exhibit 8. LARC-19 All Strong Workforce Program Students

Source: CCCCO DataVista ; Los Angeles Microregion

In 2024, Hispanic students made up 52.5% of the 236,156 SWP students enrolled. 20% were White and 7.4% were Asian. Since 2022, SWP enrollment has seen a slight decrease in Asian and Hispanic students, -0.7% and -1.2% respectively, and slight increase, 2.3%, in White students.

Exhibit 9

2024

SWP STUDENTS BY RACE/ETHNICITY

Source: CCCCO DataVista ; Los Angeles Microregion

As indicated below, male students regionally make up 49% of enrollment, female students make up 48.7% , and nonbinary/unknown students make up 1.8%.

Exhibit 10

Source: CCCCO DataVista ; Los Angeles Microregion

2024 SWP STUDENTS BY GENDER

Strong Workforce Program students in the Los Angeles region are largely enrolled in Information and Communication Technologies (25.75%), Business and Entrepreneurship (25.31%) and Public Safety (16.18%). While LARC has selected eight priority sectors, there are a number of factors students consider when making career choices in college. Currently, just over a quarter of LA SWP students are enrolled in sectors outside of the top eight priority sectors.

Exhibit 11. 2024 Strong Workforce Program Students by Priority Sector

Source: CCCCO DataVista ; Los Angeles Microregion

SUCCESS AND COMPLETION

One of the CCCCO Vision Goals states that, over five years, we shall increase (by at least 20%) the number of California Community College students annually who acquire associate degrees, credentials, certificates, or specific skill sets that prepared them for an in-demand job. Furthermore, Vision 2030 metrics intend to increase completion of a degree or certificate at a community college with equity. Between academic years 2020 and 2024, we see in Exhibit 12 that the number of SWP students who attained the Vision Goal definition of completion106 increased by 24.45%!

Exhibit 12. 2024 Strong Workforce Program Students who Attained Vision Goal Definition of Completion

Source: CCCCO DataVista ; Los Angeles Microregion

While 8% of SWP Students attained the Vision Goal of Completion, 6% Black or African American and 6% of Pacific Islander students achieved this outcome, 2% below the overall percentage. A highlight in this disaggregation, however, is the outperformance of Filipino (11%) , Hispanic (9%), and students of Two or More Races (9%).

Exhibit 13. 2024 Strong Workforce Program Students who Attained Vision Goal Definition of Completion by Race/Ethnicity

Source: CCCCO DataVista ; Los Angeles Microregion

106 CCCCO DataVista 619S data element: student who met the following criteria: Earned a CO approved credit certificate SP02 in (B, L, T, F, N, M) OR earned an associate degree OR SP02 in (A, S) OR earned a community college bachelor’s degree OR SP02 in (Y, Z) AND in the selected year WHERE GI03 is within the selected year 88 AND count students at the selected college where the student earned the award in the selected year

Vision 2030 reaffirms the goals of the Vision Goals by increasing completion of a degree or certificate at a community college with equity. The data above shows that we have made significant progress in this metric. LARC remains committed to increasing completion outcomes and working towards closing equity gaps.

SWP STUDENT EARNINGS

The living wage for a single adult in Los Angeles County in 2024 is $50,758,107 which is 33% higher than the living wage in 2021. As a result, fewer students are earning a living wage after completing their education, and equity gaps are exacerbating the effects of the rising cost of living. According to the DataVista Student Success Metrics, all LARC-19 students who exited community college in 2023 had a median annual income of $39,864108—21.5% below the county’s living wage.

However, as shown in Exhibit 14 below, LARC-19 Strong Workforce Program (SWP) students who exited the community college in 2023 had a median annual income of $43,244, which is only 15% lower than the county living wage. This is significantly higher than the median earnings of all students, indicating that LARC SWP graduates are achieving economic viability.

Although the data suggests that LARC SWP graduates are reaching economic viability, there are still notable equity gaps that need further attention. For example, Filipino, Hispanic, Black or African American, and students of Two or More Races all had median earnings significantly lower than the county’s living wage. While most students did not reach a living wage, Asian and White SWP students had median earnings that were closer to the living wage than other student groups.

Understanding these equity gaps in student outcomes is crucial for identifying where and how we must focus our efforts to achieve more equitable results.

Source: CCCCO DataVista ; Los Angeles Microregion

Exhibit 14. 2023 Median Annual Earnings for SWP Exiting Students by Race/Ethnicity

Per Exhibit 15 below, the median income for non-binary students in 2023 was 36.36% lower than the LA County living wage and 20.82% lower for female students. The median wage for male students fell only 6.86% below the county’s livable wage.

Exhibit 15. 2023 Median Annual Earnings for SWP Exiting Students by Race/Ethnicity

Source: CCCCO DataVista ; Los Angeles Microregion

Exhibit 16 examines median annual earnings across all CCCCO identified sectors. SWP students in the Public Safety sector for 2023 have the highest median annual earnings compared to the rest of the sectors at $62,696. The sector with the lowest median annual earnings for SWP students was Retail, Hospitality and Tourism at $35,728.

2023 MEDIAN EARNINGS ALL SECTORS

Source: CCCCO DataVista ; Los Angeles Microregion

Exhibit

EARNING EQUITY GAPS BY SECTOR

Below, we examine the equity gaps in median annual earnings across our eight priority and emerging sectors. In Exhibit 17, the Equity Gap is defined as the difference between the median earnings for a specific racial group and the overall median earnings for that sector. Advanced Manufacturing has the largest earnings gap, with Black or African American students earning $10,980 less, and students of Two or More Races earning $8,724 less, compared to the overall median earnings for the sector, which is $49,916.

Advanced Transportation and Logistics, and Health are the two sectors where Black or African American students earn above the overall median earnings. Students of Two or More Races also earn higher median annual earnings than other racial groups in both the Advanced Transportation and Retail, Hospitality, and Tourism sectors.

Additionally, American Indian/Native students, another historically marginalized group, notably earn significantly above the overall median in Business Entrepreneurship and Information and Communication Technologies - Digital Media.

While it is important to examine the sectors with the greatest equity gaps, it is equally crucial to identify, celebrate, and learn from sectors that have successfully mitigated these gaps, in order to reproduce and sustain such successes.

RACE/ETHNICITY GAPS IN MEDIAN ANNUAL EARNINGS BY SECTOR

Source: CCCCO DataVista ; Los Angeles Microregion

Exhibit

STUDENTS WITH JOBS CLOSELY RELATED TO THE FIELD OF STUDY

The Vision Goals and Vision 2030 emphasize the importance of improving the number of students who exit the community colleges being employed in their field of study, which in turn helps us determine the level of impact of the Strong Workforce Program. This information is measured through the CTE Outcomes Survey (CTEOS). Per Exhibit 18, the 2022 data shows equity gaps among Black/African American students (69%) and multiracial students (70%).

2022 % SWP STUDENTS WITH JOB CLOSELY RELATED TO FIELD OF STUDY BY RACE/ETHNICITY

Source: CCCCO DataVista ; Los Angeles Microregion

In reviewing the last four years of available data, 4 of the 8 sectors saw a general trend upwards for SWP students who landed a job closely related to their field, with Advanced Manufacturing seeing the greatest increase in SWP students with a job closely related to their field of study.

Exhibit 19. % SWP Students with Jobs Closely Related to Field of Study by Priority Sector

Exhibit

ADULT EDUCATION

Increasing participation of adult learners is a key priority of the Strong Workforce Program. In Exhibit 20, we look at adult enrollment108 for the past six years. There was a sizable dip between 2020 and 2021. However, in 2024, adult education exceeds past years in enrollment at 230,956. With Vision 2030 in mind, we are hopeful the number of adult learners within the Los Angeles region will continue to grow.

2020-2024 ADULT EDUCATION PIPELINE ENROLLMENT FOR LARC-19 COLLEGES

Exhibit 20

108 Metric Definition Dictionary (MDD): CAEP Adult Learners

Source: CCCCO DataVista ; Los Angeles Microregion

In addressing equity gaps among adult learners, we look at race/ethnicity (Exhibit 21) and gender (Exhibit 22). There are notable differences between the adult learner population and the SWP student population. In Exhibit 21, we see that 64.7% of the LARC-19 colleges' adult learners were Latino, compared to 52.5% Latino students LARC-19 SWP students. Meanwhile, only 4.5% of adult learners are Black/African American, whereas 8.1% of LARC-19 SWP students are Black/African American. Exhibit 22 indicates that 54.9% of adult learners were women, compared to 48.7% of SWP students. LARC-19 colleges are serving an adult learner population that is largely Latino and female, but is not serving as many Black/African American adult learners. This data tells us that there is room to expand equitable access to adult learners.

2024 ADULT EDUCATION PIPELINE ENROLLMENT BY RACE/ETHNICITY

Exhibit 21

Source: CCCCO DataVista ; Los Angeles Microregion

2024 ADULT EDUCATION PIPELINE ENROLLMENT BY GENDER

Source: CCCCO DataVista ; Los Angeles Microregion

Exhibit 23

COHORTS 2020-2024 DUAL ENROLLMENT

Source: CCCCO Data Mart ; Los Angeles Microregion

Exhibit

DUAL ENROLLMENT

Increasing equitable participation in dual enrollment continues to be a priority for LARC. As seen in Exhibits 24 and 25, we examine a baseline understanding of what dual enrolled students we serve by both gender and race/ethnicity. Some important findings are that the female student dual enrollment makes up well over half of students served. We have seen a decline when comparing the last five fall semesters, but female students still make up a majority of students served. In Fall 2024, female students made up 55.13% of dual enrolled services while male students made up 42.46%. The male dual enrollment has seen a slow but steady increase over time.

When examining the last five fall semesters for race and ethnicity, there has been very minimal change in distribution of students served year to year. However, notably, Hispanic students have made up a large proportion of dual enrolled students, making up 62% of special admits in Fall 2024. Understanding the composition of our dual enrolled students will inform our work in addressing equitable access and participation.

RACE/ETHNICITY

Exhibit 25. LARC School’s Dual Enrollment by Gender - Fall 2020, 2021, 2022, 2023, 2024

Source: CCCCO Data Mart ; Los Angeles Microregion

Source: CCCCO Data Mart ; Los Angeles Microregion

WORK BASED LEARNING

Another major component of Vision 2030 is the expansion of equitable work-based learning. In order to determine equitable outcomes for work-based learning, we must build a framework that guides the LARC-19 colleges in how to collect and track this information. In 2018, the Chancellor's Office introduced a new data element (SG21) to capture work-based learning activities. So far, only two of the 19 colleges actively collect and track this information. LARC has initiated a taskforce and a regional project to develop a framework for WBL data collection to guide our future growth in this crucial area.

I. STRATEGIC INVESTMENTS

LARC’S 2024-2027 STRATEGIC PLANNING PROCESS DEVELOPED THE CONSORTIUM’S VISION, GOALS, AND METRICS WHICH GUIDE THE DECISION-MAKING PROCESS FOR PAST AND FUTURE REGIONAL PROJECT INVESTMENTS.

Vision

To ensure students from all backgrounds succeed in reaching their academic goals, attain a living and family-sustaining wage, and possess the tools to succeed in the workplace, ultimately closing these persistent achievement gaps.

Goals

LARC goals include supporting students in completing their academic program of choice and supporting professional development for current and returning students, faculty, and incumbent workers by providing opportunities for work-based learning, externships, apprenticeships, workforce training, and short-term, noncredit, not-for-credit, and contract education offerings.

Metrics

Student success metrics were developed to evaluate progress on each of the following: (1) student completion of their intended program, (2) student employment in their intended field of study, and (3) reduction of equity gaps. These metrics are used to evaluate and guide LARC’s program investment strategies.

Investments

To develop more workforce opportunities and lift low-wage workers into living-wage jobs, California took a bold step in 2016 to create one million more middle-skill workers. At the recommendation of the California Community College Board of Governors, the Governor and Legislature approved the Strong Workforce Program, adding a new annual recurring investment of $248 million to spur career technical education (CTE) in the nation’s largest workforce development system of 116 colleges.

Grouped into seven areas targeting student success, career pathways, workforce data and outcomes, curriculum, CTE faculty, regional coordination and funding, this leading-edge state economic development program is driven by “more and better” CTE. The “more” is increasing the number of students enrolled in programs leading to high-demand, high-wage jobs. The “better” is improving program quality, as evidenced by more students completing or transferring programs, getting employed or improving their earnings.

LARC’s scope and investments align with the statewide program entitled, “Strong Workforce Program: More and Better Career Technical Education to Increase Social Mobility and Fuel Regional Economies with Skilled Workers.”109 The Strong Workforce Program focuses on data-driven outcomes rather than activities, along with an emphasis on innovation and risk-taking. In this way, colleges can be more responsive to labor market conditions and student outcomes. CTE Data Unlocked, a component of the program, helps colleges use CTE data to strengthen regional workforce plans by furthering local processes like program review, accreditation, and integrated planning. This new ongoing funding is structured as a 60 percent Local Share allocation for each community college district and a 40 percent Regional Share determined by a regional consortia of colleges to focus on the state’s seven macro-economic regions. Both the Local and Regional Share require local stakeholders to collaborate, including industry and local workforce development boards. As much as possible, this program builds upon existing regional partnerships formed in conjunction with the federal Workforce Innovation and Opportunity Act, state Adult Education Block Grant and public school CTE programs.

Given this statewide legislation, LARC’s regional strategies to achieve Strong Workforce Program goals have previously involved faculty professional development, enhanced industry engagement, regional alignment of the curriculum between K-12 schools and community colleges, modifying the curriculum to incorporate industry standards, and upgrading equipment, supplies, and technological resources. Alignment among K-12 stakeholders, community colleges, and industry and employers remains a focal point for SWP projects in the region. Additionally, current projects are aligned with in-demand and emerging industry sectors. They address student recruitment, program development targeted at in-demand skill sets, developing noncredit and short-term programs, and job placement. The below sections outline the regional investments made (current and historical) to meet SWP legislation that shall be expended and realized during 2024-2027.

109 https://leginfo.legislature.ca.gov/faces/codes_displayText.xhtml?lawCode=EDC&division=7.&title=3.&part=54.5.&chapter=&article=

STRONG WORKFORCE PARTNERSHIP INVESTMENTS - CURRENT AND HISTORICAL

For the 2024-25 funding year, seven regional SWP projects have been approved for funding in Los Angeles for a total of $14,496,935. Projects selected during this funding cycle were made following the LARC governance structure and are listed below:

Exhibit 26a. 2024-25 SWP Regional Projects (Round 9 Projects)

Blue Economy and Climate Action Pathways

Santa Monica 13 Colleges: East LA, El Camino, Long Beach City, LA Harbor, LA Mission, LA Trade Tech, LA Pierce, LA Valley, Mt. SAC, Rio Hondo, Pasadena, West LA $1,869,996

CTE Faculty Academy Rio Hondo 15 Colleges: Citrus, East LA, El Camino, Glendale, Long Beach City, LA Harbor, LA Mission, LA Pierce, LA Trade Tech, LA Valley, Mt. San Antonio, Pasadena, Santa Monica, West LA $532,088

Expanding Work-Based Learning Pasadena 13 Colleges: Cerritos, East LA, Long Beach City, LA City, LA Harbor, LA Mission, LA Pierce, LA Southwest, LA Trade Tech, LA Valley, Mt. San Antonio, Rio Hondo, West LA $952,427

LA Game Design, Gaming Technology, & Esports

LA City 14 Colleges: Compton, East LA, El Camino, Glendale, LA City, Long Beach City, LA Harbor, LA Mission, LA Pierce, LA Southwest, LA Trade Tech, Rio Hondo, Santa Monica, West LA $1,477,332

CORNERSTONE: Career Pathways Partnership Rio Hondo 19 Colleges: Cerritos, Citrus, Compton, East LA, El Camino, Glendale, Long Beach City, LA City, LA Harbor, LA Mission, LA Pierce, LA Southwest, LA Trade Tech, LA Valley, Mt. SAC, Pasadena, Santa Monica, West LA

$3,737,728

CORNERSTONE: Noncredit Career Pathways Mt. SAC 18 Colleges: Cerritos, Citrus, Compton, East LA, El Camino, Glendale, Long Beach City, LA City, LA Harbor, LA Mission, LA Pierce, LA Southwest, LA Trade Tech, LA Valley, Rio Hondo, Pasadena, Santa Monica, West LA $2,001,864

CORNERSTONE: Job Placement and Employment Success Project East LA 17 Colleges: Cerritos, Citrus, Compton, East LA, El Camino, Long Beach City, LA City, LA Harbor, LA Mission, LA Pierce, LA Trade Tech, LA Valley, Mt. SAC, Rio Hondo, Pasadena, Santa Monica, West LA

$3,925,500

For the 2023-24 funding year, 12 regional SWP projects have been approved for funding in Los Angeles for a total of $18,906,868. Projects selected during this funding cycle were made following the LARC governance structure and are listed below:

Exhibit 26b. 2023-24 SWP Regional Projects (Round 8 Projects)

Allied Health

Blue Economy and Climate Action Pathways

Expanding Work-Based Learning

LA Game Design, Gaming Technology, & Esports

West LA 16 Colleges: Cerritos, Compton, East LA, El Camino, Long Beach City, LA City, LA Harbor, LA Mission, LA Pierce, LA Southwest, LA Trade Tech, LA Valley, Mt. SAC, Rio Hondo, Pasadena, Santa Monica $900,000

Santa Monica 12 Colleges: Citrus, East LA, El Camino, Long Beach City, LA Harbor, LA Mission, LA Pierce, LA Valley, Mt. SAC, Rio Hondo, Pasadena, West LA

$1,119,051

Pasadena 10 Colleges: East LA, El Camino, Long Beach City, LA City, LA Harbor, LA Mission, LA Trade Tech, LA Valley, Rio Hondo, West LA $846,080

LA City 12 Colleges: Compton, East LA, El Camino, Long Beach City, LA Harbor, LA Mission, LA Pierce, LA Southwest, LA Trade Tech, Rio Hondo, Santa Monica, West LA $1,750,000

LA RHT + Project East LA 12 Colleges: Cerritos, Long Beach City, LA City, LA Harbor, LA Mission, LA Pierce, LA Trade Tech, Mt. SAC, Rio Hondo, Pasadena, Santa Monica, West LA $1,247,575

CORNERSTONE: Career Pathways Partnership

CORNERSTONE: Noncredit Career Pathways

Rio Hondo 18 Colleges: Cerritos, Citrus, Compton, East LA, El Camino, Glendale, Long Beach City, LA City, LA Harbor, LA Mission, LA Pierce, LA Southwest, LA Trade Tech, LA Valley, Mt. SAC, Pasadena, Santa Monica, West LA $4,431,749

Mt. SAC 18 Colleges: Cerritos, Citrus, Compton, East LA, El Camino, Glendale, Long Beach City, LA City, LA Harbor, LA Mission, LA Pierce, LA Southwest, LA Trade Tech, LA Valley, Rio Hondo, Pasadena, Santa Monica, West LA

$2,250,000

CORNERSTONE: Job Placement and Employment Success Project

College Marketing

Credit for Prior Learning

Baccalaureate Degree Support

Faculty Innovation Hub Equity Project

East LA 16 Colleges: Cerritos, Citrus, Compton, El Camino, Long Beach City, LA City, LA Harbor, LA Mission, LA Pierce, LA Trade Tech, LA Valley, Mt. SAC, Rio Hondo, Pasadena, Santa Monica, West LA $3,927,465

LARC 19 Colleges: Each receives $40,000 $1,174,930

LARC 19 Colleges: Each receives $25,000 285,000

LARC 19 Colleges: Each receives $15,000 to support faculty or staff stipends 285,000

LARC 19 Colleges: Funds faculty stipends ($7,500 each faculty) for two years and the hiring of a project coordinator $500,018

K-12 STRONG WORKFORCE PARTNERSHIP INVESTMENTS

The Los Angeles region, a hub of innovation, diversity, and economic activity, presents unique challenges and opportunities in the area of K-12 education. Recognizing the imperative of creating a resilient, adaptable, and skilled workforce for the future, the Strong Workforce Program focuses on bridging the gap between K-12 education, postsecondary education, and the world of work. By placing emphasis on Career Technical Education (CTE) courses, this program seeks to foster a generation of students well-prepared for both higher education and the workforce.

HISTORICAL BACKGROUND

In 2017, the California State Legislature approved the K-12 Strong Workforce Program, which was chaptered in California Education Code Section 88827.25. The legislature committed $150 million annually for projects led by local educational agencies (LEAs) that included:

• Partnership with at least one community college in the region

• Activities to strengthen CTE pathways between K-12 and the community college

K-12 SWP stakeholders include LEAs, community colleges and four-year institutions, and collaborative partners from industry, nonprofit, public service, and community service areas. A crosswalk showing the relationship between CCCCO sectors and California Department of Education (CDE) sectors is shown below.

CDE INDUSTRY SECTOR(S)

AGRICULTURE AND NATURAL RESOURCES

BUSINESS AND FINANCE

MARKETING, SALES, AND SERVICE

BUILDING AND CONSTRUCTION TRADES / ENERGY, ENVIRONMENT, AND UTILITIES / ENGINEERING AND ARCHITECTURE

EDUCATION, CHILD DEVELOPMENT, & FAMILY SERVICES

HEALTH SCIENCE AND MEDICAL TECHNOLOGY

FASHION AND INTERIOR DESIGN HOSPITALITY, TOURISM, AND RECREATION

INFORMATION AND COMMUNICATION TECHNOLOGIES / ARTS, MEDIA, AND ENTERTAINMENT

CCCCO CLUSTER

AGRICULTURE, WATER, & ENVIRONMENTAL TECHNOLOGIES

BUSINESS & ENTREPRENEURSHIP

GLOBAL TRADE

MANUFACTURING AND PRODUCT DEVELOPMENT

ENERGY, CONSTRUCTION, & UTILITIES

EDUCATION & HUMAN DEVELOPMENT

HEALTH LIFE SCIENCES/BIOTECH

RETAIL/HOSPITALITY/TOURISM 'LEARN AND EARN'

INFORMATION & COMMUNICATION TECHNOLOGIES (ICT) / DIGITAL MEDIA

ADVANCED MANUFACTURING

PUBLIC SERVICES

TRANSPORTATION

PUBLIC SAFETY CAREER CLUSTER

ADVANCED TRANSPORTATION & LOGISTICS

Exhibit 27. CCCCO-to-CDE Crosswalk

In response to the legislation, the Los Angeles region convened LEAs to engage and assist them in the application process. The region established a K-12 Selection Committee that reviewed applications and selected awardees. State legislation mandates that the selection committee be composed of current or former K-12 CTE teachers and administrators, charter school representatives, career guidance counselors, representatives of industries that are prioritized by the consortium, at least one community college faculty or administrator, and other K-12 education stakeholders, or other stakeholders, as determined by the consortium.

K-12 SWP performance and funding periods (“rounds”) are 30 months. Round 4 (FY 2021-22) of K-12 SWP funding began January 1, 2022; and Round 5 (FY 2022-2023) of K-12 SWP funding began January 1, 2023. Future rounds of K-12 SWP funding are expected to begin with the corresponding fiscal year. Below is a chart with historical and pending regional investments.

STATE METRICS FOR MEASURING K-12 STUDENT OUTCOMES:

• CTE Course Completion: Track the number and percentage of students who complete 2+ CTE courses in high school in the same program of study.

• Advanced CTE Course Completion: Monitor the number and percentage of students completing 2+ CTE courses that include early college credit, work-based learning, or third-party certification.

• High School Graduation Rates: Measure the percentage of students in the program who graduate from high school.

• Transition Rates to Post-secondary Education: Assess the number and percentage of program participants who enroll in a CA Community College within one year of leaving secondary school.

By adopting regional priority-aligned strategies and closely monitoring the defined K-12 SWP metrics, the Los Angeles region aims to uplift its K-12 education, aligning it with the demands of the modern workforce. By 2027, we envision additional regional growth from strategic K12 SWP investments that not only equip students with knowledge but also with skills, experience, and the confidence to navigate the rapidly evolving workforce landscape.

Exhibit 28: LA K-12

K-12 SWP STRATEGIC INVESTMENTS

For the 2024-2025 funding year, 37 regional K-12 SWP projects were funded in Los Angeles for a total of $24,852,829. Projects selected during this funding cycle were made following the LARC governance structure and are listed below:

Exhibit 29. 2024-2025 K-12 SWP Regional Projects (Round 7 Projects)

APPRENTICESHIP: BRINGING EDUCATION AND INDUSTRY TOGETHER

LARC prioritizes State-Registered Apprenticeship Programs (RAP) and paid work-based learning (WBL) as a strategy for successful entry into high-demand, high-wage careers that have the greatest impact on equity, wage advancement, and growing our regional economy. Thus, the LAUNCH LA Apprenticeship Network was formed in the LA region and leverages workforce and education systems of the region’s community colleges, K-12 districts, and Workforce Development Boards. LAUNCH LA is an intermediary/program sponsor, providing technical assistance and education to Local Education Agencies and businesses wanting to adopt the apprenticeship model. In addition, LAUNCH LA provides regional resources for developing programs and increasing pathways into apprenticeship both in traditional apprenticeships and new and innovative programs. LAUNCH LA is supported by the LAUNCH Apprenticeship Network, a collaborative impact partner with the Foundation for California Community Colleges.

Formed in 2018, the statewide LAUNCH Apprenticeship Network (LAUNCH) partners with community colleges, high schools, and universities to build a dynamic workforce development system that connects businesses, job seekers, and career-builders to apprenticeship programs. Using an integrated, apprenticeship-centered higher education model, LAUNCH aims to elevate work-based degree pathways as premier academic and career options for students. LAUNCH has registered over 20 occupations across six industry sectors (advanced manufacturing/logistics, IT/ cybersecurity, healthcare, automotive, public sector, and early childhood education) with both the U.S. Department of Labor and California Division of Apprenticeship Standards. Through regional partnerships between industry and education leaders, LAUNCH, now fiscally sponsored by the Foundation for California Community Colleges, ensures residents of California have access to apprenticeships and education through the state’s strong network of community colleges. This network provides a baseline for creating effective connections and partnerships for businesses, students, and schools.

In 2023, LARC and LAUNCH were awarded a 1.1+ Million, four year grant to build a regional apprenticeship team to support community colleges and key stakeholders in successfully implementing registered apprenticeship programs throughout the county. In 2024, a Regional Apprenticeship Manager and Senior Specialist for Regional Partnerships were onboarded to support apprenticeship efforts across the LA-19. The LARC Apprenticeship Team is well suited to support apprenticeship program implementation through the creation of the LARC Regional Apprenticeship Hub. Focused on LARC’s priority sectors, these hubs function to provide a streamlined, supportive framework for colleges, employers and apprentices to build and access registered apprenticeship programs. Through the Regional

Hub initiative, the goal is to create sustainable employer relationships and a talent pipeline that aligns with regional workforce needs.

Through this partnership, the LARC Apprenticeship team provides professional development to LARC college administrators and faculty, as well as offer direct technical assistance to support each individual community college. In addition to technical assistance, LAUNCH LA is an apprenticeship program intermediary sponsor, meaning that any LARC college can partner with LAUNCH LA as a local education agency (LEA) and access program standards immediately. This allows for a much quicker and more streamlined approach to onboard and begin registering apprentices and employers. Currently, LAUNCH LA is working with Long Beach City College and Los Angeles Pierce College to utilize existing Automotive Service Technician apprenticeship program standards, and in turn, launched an industry-led regional apprenticeship committee, leveraging resources while having the same processes for employers and apprentice candidates. LARC and LAUNCH LA continue to work together to establish additional industry-led committees focused on Healthcare and other sectors with several LARC colleges.

LARC’s 19 colleges serve, on average, 230,118 CTE students on an annual basis, many of whom could benefit by participating in a RAP. LARC colleges are proactively seeking grant funding in order to support this important apprenticeship work. In 2022, LARC colleges received over $11.6M in funding to launch apprenticeship programs in new and innovative sectors that align with the state’s goals of registering 500,000 apprentices by 2029. Program sectors include: automotive, business services, education, entertainment, IT/cyber, and social services. LARC colleges are at various levels of development and implementation, as indicated by Exhibit 71 below. This Exhibit showcases the active Registered Apprenticeship Programs associated with the 19 Los Angeles Community Colleges at the time of this Plan’s development.

31. LARC College Apprenticeship Programs

APPRENTICESHIP PROGRAM MAP

Mt. San Antonio College

Cerritos College

Norwalk, California

Program Sectors: Energy, Construction & Utilities

cerritos.edu

El Camino College

Torrance, California

Program Sectors: Advanced Manufacturing elcamino.edu

Compton College

Compton, California

Program Sectors: Arts Media & Entertainment compton.edu

Long Beach City College

Long Beach, California

Program Sectors:

Information & Communication Technologies lbcc.edu

East Los Angeles College

Monterey Park, California

Program Sectors: Education elac.edu

Los Angeles Harbor College

Los Angeles, California

Program Sectors: Information & Communication Technologies lahc.edu

Los Angeles Pierce College

Los Angeles, California

Program Sectors: Advanced Transportation & Logistics

lapc.edu

Pasadena City College

Pasadena, California

Los Angeles Valley College

Los Angeles, California

Program Sectors: Information & Communication Technologies

lavc.edu

Rio Hondo College

Whittier, California

Mt. San Antonio College

Walnut, California

Program Sectors:

West Los Angeles College

Culver City, California

Program Sectors: pasadena.edu

Program

Advanced Manufacturing Education Retail, Hospitality & Tourism

Program Sectors: wlac.edu

Advanced Manufacturing Education Health

The LARC Apprenticeship Team actively supports LARC’s colleges by providing technical assistance and subject matter expertise for awarded funding that supports the planning and implementation of pre-apprenticeship and apprenticeship programs. Below is a listing of California Apprenticeship Initiative grants to our colleges in the 20232024 funding year, which support programs beginning July 1, 2024. Collectively, our LA Colleges secured $839,972 in funding for apprenticeship program planning efforts, and $5,339,840 for apprenticeship program implementation, for a total of $6,867,312 secured in the round.

Exhibit 32. California Apprenticeship Initiative Grants Awarded in 2023-24

J. ACKNOWLEDGEMENTS

UNDER THE LEADERSHIP OF DR. NARINEH MAKIJAN, CHAIR/ASSISTANT VICE PRESIDENT OF THE LOS ANGELES REGIONAL CONSORTIUM,

the Los Angeles Regional Consortium wishes to thank all members of the Los Angeles Regional Plan Work Group for their contributions, feedback, collaboration, and leadership:

NAME TITLE

Dr. Narineh Makijan Chair/AVP

Dr. Kevin Fleming Contractor

Linda Bermudez Director, K14 TAP

Jennifer Galbraith Dean, LAWC Voting member

Dr. Marcia Wilson Dean, LAWC Voting member

Sheila Xiao Business Analyst

Judy Fox Program Manager

Randy Morales Program Manager

Anthony Cobbs K12 PC

Luke Meyer Director, COE

Dr. Maura E. Murabito Superintendent

Jermaine Hampton Vice President of Workforce Development and Special Projects

ORGANIZATION

LARC

Mt. San Antonio College

LA Trade Tech

LARC

LARC/Rio Hondo

Mt. SAC

San Gabriel Valley ROP

LAEDC-Los Angeles County Economic Development Corporation

Tanysha Laney Research Analyst PCC

Andrew Fuenmayor Research Analyst

Jessica Sanchez Mendez Researcher

Annel Medina Tagarao Researcher

LBCC

LACCD

Mt. SAC

Reina Hansen Flores Project Director III, Career Technical Education Unit (CTE) LACOE

Dr. Michael Reese VP, Academic Affairs LA Trade-Tech College

Kelly Fowler VP, Instruction

Bridget Netter Senior Vice President of Programs and Talent Development

Ilia Lopez Senior Manager, Inclusion & Community Partnerships

Dr. William Yu Economist, Anderson Forecast

Bruce Noble CTE Projects Manager

Shari T. Herzfeld Professor, Health Science and Nursing Division

Director Regional Nursing Curriculum Consortium (RNCC)

Natalie Weaver Director of Partnerships and Programs

Colleen Molko Contractor

Lauren McSherry Writer/Editor

Mt. SAC

UNITE-LA

UCLA Anderson School of Management

Rio Hondo College

Launch Apprenticeship

Fleming Research International, LLC

Supporting Centers of Excellence

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CCCCO Student Success Metrics: https://www.calpassplus.org/LaunchBoard/Student-Success-Metrics.aspx

CCCCO Adult Education Pipeline: https://www.calpassplus.org/LaunchBoard/Adult-Education-Pipeline.aspx

CCCCO Data Mart Special Populations: https://datamart.cccco.edu/Services/Special_Pop_Count.aspx

L. APPENDIX

VISION FOR SUCCESS GOALS

Increase completion of degrees, credentials, certificates, and job specific skill sets by 20% by 2022

Baseline: 145,218 (Source: 2019-20)

THE GOVERNOR'S CCC ROADMAP

• Increase the percentage of students earning degrees, certificates and specific skill sets for in demand jobs by 20% by 2026:

• Increase the percentage of K-12 students who graduate with 12 or more college units earned through dual enrollment by 15%

• Focus on establishing or expanding programs that address workforce needs in healthcare, climate action, education and early education

Increase transfers to UC and CSU by 35% by 2022

Baseline: 91,584 (Source: 2019-20)

ADT: 58,471 (2019-20)

Decrease the average number of units accumulated by associate degree earners to 79 units by 2022 (down from an average of 87 units in 2017)

Baseline: 83 units (2019-20)

Increase the number of exiting CTE students employed in their field of study to 76% by 2022 (up from 60% in 2017)

Baseline: 70% 2019-20

• Increase the number of transfers to the UC or CSU in proportion to enrollment growth in those systems:

• Annually publish, for all colleges, the 2-year associate degree graduation rate and the share of first-time students who have successfully completed at least 30 units before entering their second year, disaggregated for underrepresented and Pell students

• Establish pathways in those fields from high school through university, including development of Associate Degree for Transfer and transfer pathways along with dual enrollment opportunities that ensure transfer of community college credits toward degree programs

• Decrease the median units to completion in excess of 60 by 15% of the units, and establish system wide stretch goals regarding the number of students completing or transferring within the minimum amount of time necessary

• Establish a baseline for credit for prior learning (CPL) offerings and increase these offerings annually

• Increase system wide access and enrollment into direct-assessment competency-based education (CBE) programs by 15 percent

Appendix 1. CCCCO's Vision for Success and the Governor's CCC Roadmap

VISION FOR SUCCESS GOALS

Reduce equity gaps by 40% across all the above measures by 2022, and fully close those gaps by 2027, including regional gaps

Baseline varies by group, see the Student Success Metric dashboard for the 2019-20 data

THE GOVERNOR'S CCC ROADMAP

• Improve system wide graduation rates, transfer rates, and time to completion among underrepresented, Pell Grant recipients, and disabled students to meet the average of all students by 2026:

• Close equity gaps in access to dual enrollment programs

• Increase the percentage of completing students who earn a living wage by 15%