California Sector Partnership Explorer
This explorer shows only canonical cases that have completed the governed Sector Partnership model. Watch, Background and unresolved staging cases remain private until they clear the evidence gates.
How to read the scorecard
Partnership Opportunity and Organizing Readiness are weighted 0–4 evidence dimensions converted to 0–100. 75–100 = High, 55–74 = Moderate, below 55 = Low.
Confidence: A = direct/current/authoritative; B = strong evidence with limited caveats; C = directional/proxy evidence with important limitations; D = weak, stale or poorly aligned; U = insufficient. The grade describes the evidence, not the sector.
Host Fit is a separate assessment of backbone suitability, not employer-governance authority. Funding is a qualitative durability status. Screen 0 still comes first: multi-employer structure, shared workforce problem, collective-action leverage and Worker Value must clear before a high score should drive action.
Bakersfield-Delano MSA
Three Kern canonical cases active; healthcare no longer in active targeted queue
- Agriculture & value-added food production (50,823 jobs; 14.6%; LQ 6.78)
- Educational Services (39,037 jobs; 11.2%; LQ 1.30)
- Health Care and Social Assistance (53,474 jobs; 15.4%; LQ 0.88)
Maintain three canonical cases; reopen healthcare only on current multi-employer governance evidence.
Advanced manufacturing
Strengthen/formalize Manufacturers' Alliance of Kern; connect employer priorities to paid technical pathwaysBakersfield-Kern manufacturing cluster; chemicals, plastics, metalworking, machinery and food manufacturing
Turn MAK into a visibly employer-owned workforce action table with two or three shared technical priorities.
Backbone / host: Manufacturers' Alliance of Kern + Kern EDC / B3K
Full scorecard and gate
Gate status: Pass; employer agenda ownership and worker voice remain formalization needs
90-day action and year-one test
1) Confirm 2+ employer leads. 2) Select common job families. 3) Map current wages/progression. 4) Align paid internships/WBL. 5) Track hire conversion. 6) Define recurring industry support.
Employer-owned action teams; shared competency map; paid WBL; hire/wage progression; recurring industry contribution.
What would change this decision?
Two independent manufacturers visibly own shared workforce actions; paid-WBL conversion and wage progression; recurring industry-backed backbone resources
Aerospace & defense
Formalize multi-employer leadership around the existing Aerospace Talent-to-Industry Exchange and cluster strategyEast Kern aerospace/defense cluster centered on Mojave Air and Space Port, Edwards AFB, China Lake and private firms
Secure a second independent employer co-lead and convert TIE into a recurring employer-owned workforce agenda.
Backbone / host: B3K Aerospace Talent-to-Industry Exchange / East Kern cluster initiative
Full scorecard and gate
Gate status: Pass; current public evidence supports the ecosystem but not two independent employer agenda owners at SP-08 level 3
90-day action and year-one test
1) Add second employer co-lead. 2) Refresh role/skill map. 3) Align technician pathways. 4) Expand WBL. 5) Track hire conversion. 6) Define recurring private support.
Multi-employer action table; employer-approved skill map; technician WBL; hire conversion; recurring employer resources.
What would change this decision?
Second independent employer action owner; technician-pathway conversion; recurring private sector support; updated retirement/talent demand
Energy & carbon management
Strengthen/formalize B3K Energy Advisory Council around project-linked workforce and quality-job pathwaysKern County energy, carbon management, renewable fuels, CCS and industrial energy systems
Create one verified project-to-workforce portfolio and assign employer action owners to shared technical needs.
Backbone / host: B3K Energy & Carbon Management / Energy Advisory Council
Full scorecard and gate
Gate status: Pass; employer governance should be made more observable as the Energy Advisory Council matures
90-day action and year-one test
1) Verify active projects/timelines. 2) Select shared technical job families. 3) Name employer leads. 4) Align training to verified demand. 5) Track wages/placements. 6) Build recurring backbone budget.
Employer-owned action plan; verified demand map; technical pathway utilization; living-wage placement/progression; recurring support.
What would change this decision?
Named employer action owners; verified project-to-occupation demand; worker progression outcomes; recurring employer/institutional backbone support
Chico MSA
Manufacturing and regional electrical canonical; public-service row closed to trigger-based Watch
- Education & workforce training (9,785 jobs; 12.5%; LQ 1.44)
- Health Care and Social Assistance (19,142 jobs; 24.4%; LQ 1.38)
- Public Administration (4,368 jobs; 5.6%; LQ 1.12)
Maintain canonical cases. Reopen education/public service only when multiple independent employers document a shared workforce problem and collective-action structure.
Manufacturing
Strengthen existing Butte Grow Manufacturing Initiative and connect current advanced-manufacturing pathways to employer-defined progressionButte County / Chico MSA manufacturing sector
Use current GMI subcommittees to own one or two technical pathway and employer-competitiveness actions.
Backbone / host: Butte Grow Manufacturing Initiative + NoRTEC / AFWD
Full scorecard and gate
Gate status: Pass; worker/labor participation and recurring private-sector resource contribution remain modest
90-day action and year-one test
1) Select technical job families. 2) Name employer action owners. 3) Map wages/progression. 4) Align Butte College/CTE. 5) Expand WBL. 6) Track hires and recurring support.
Employer-owned action teams; technical pathway participation; hire conversion; wage progression; durable GMI operations.
What would change this decision?
Employer-owned subcommittee actions; pathway completion/hire outcomes; wage progression; durable backbone mix
Electrical construction & electrification
Strengthen existing Shasta-Butte electrical labor-management system; use it as the sector infrastructure rather than create another construction tableButte and Shasta counties / Chico and Redding MSAs; Shasta-Butte electrical construction labor market
Build one two-county electrical workload and apprentice-capacity view inside the existing JATC structure.
Backbone / host: Shasta-Butte Electrical JATC / IBEW Local 340 + NECA employer partners
Full scorecard and gate
Gate status: Pass; mature labor-management apprenticeship infrastructure
90-day action and year-one test
1) Forecast workload. 2) Inventory apprentice/worksite capacity. 3) Align intake. 4) Track completion/journey placement. 5) Monitor wage progression. 6) Report shared training resources.
Contractor demand map; apprentice starts; worksite hours; completion; journey placement; durable labor-management operation.
What would change this decision?
Apprentice/worksite capacity; contractor demand; journey-level placement; electrification project pipeline; recurring employer/labor training resources
El Centro MSA
Lithium Valley canonical case active; related manufacturing linked
- Geothermal energy & lithium (1,891 jobs; 2.8%; LQ 4.22)
- Health Care and Social Assistance (13,750 jobs; 20.2%; LQ 1.15)
- Public Administration (8,746 jobs; 12.9%; LQ 2.59)
Maintain SP-IMP-LITHIUM-01; monitor project timing/hiring outcomes; keep unrelated Watch cases closed.
Lithium Valley geothermal, critical minerals & advanced manufacturing
Strengthen/formalize existing Lithium Valley workforce governance; tie growth to local-hire and apprenticeship standardsImperial County / El Centro MSA; Salton Sea geothermal-lithium and related supply chain
Convert announced project demand into one verified employer-by-occupation hiring and pathway plan tied to actual milestones.
Backbone / host: Imperial County / Valley Works steering structure; Imperial Valley College and labor as implementation partners
Full scorecard and gate
Gate status: Pass; project timing and recurring backbone financing remain material
90-day action and year-one test
1) Refresh employer/project timelines. 2) Map priority occupations. 3) Tie LIFT/apprenticeship capacity to verified demand. 4) Define local-hire/job-quality measures. 5) Build recurring backbone budget. 6) Link supply-chain manufacturing to the same governance.
Verified employer demand map; local-hire/apprentice starts; technical completions and hires; wage/retention results; recurring backbone support.
What would change this decision?
Material employer hiring commitments; project starts; recurring backbone support; plant-operator/technician placement and wage outcomes
Fresno MSA
Two regional canonical systems active; targeted queue cleared
- Agriculture, food production & agtech (40,282 jobs; 9.4%; LQ 4.35)
- Educational Services (47,035 jobs; 11.0%; LQ 1.27)
- Health care & hospital recovery (10,400 jobs; 17.9%; LQ 1.02)
Maintain manufacturing/electrical cases; reopen healthcare only on standing multi-employer governance.
Advanced manufacturing & industrial technology
Strengthen/scale existing regional employer governance and shared technician pathwaysFresno, Kings, Madera and Tulare counties / Central San Joaquin Valley
Use the four-county framework to connect local employer tables around common technician job families and scale paid employer-sponsored pathways.
Backbone / host: Tulare WIB regional lead + Fresno EDC/FAME + local industry sector partnerships
Full scorecard and gate
Gate status: Pass; regional employer leadership is established, while worker-value progression and post-grant backbone durability require continued evidence
90-day action and year-one test
1) Map local tables/functions. 2) Select common regional job families. 3) Name cross-county employer champions. 4) Align Next Gen/TPM data. 5) Connect FAME/paid pathways. 6) Build post-grant backbone plan.
Cross-county employer council/function; common competency map; expanded sponsored paid pathway; completion/placement/wage progression measures; recurring regional coordination support.
What would change this decision?
Cross-county employer ownership of common technician job families; FAME and other paid-pathway outcomes; recurring industry/backbone resources after current grant cycles
Electrical construction & electrification
Strengthen existing East Central California electrical labor-management infrastructure; align apprentice/worksite capacity to regional infrastructure demandFresno, Kings, Madera and Tulare counties / Central Valley electrical construction labor market
Use the multi-employer NECA/IBEW system to connect regional project demand to apprentice/worksite capacity.
Backbone / host: East Central California Chapter NECA + IBEW Local 100 / Central Valley Electrical JATC
Full scorecard and gate
Gate status: Pass; long-standing multi-employer labor-management system
90-day action and year-one test
1) Refresh project/workload forecast. 2) Map contractor demand. 3) Compare apprentice intake/worksite capacity. 4) Track completion. 5) Track journey placement. 6) Monitor training contributions.
Apprentice starts; worksite capacity; completion; journey placement; contractor participation; durable training resources.
What would change this decision?
Apprentice demand and completion; contractor worksite capacity; public/infrastructure project pipeline; journey-level placement; training contribution levels
Hanford-Corcoran MSA
Manufacturing/electrical regional links plus Tulare-Kings healthcare canonical; HSR logistics remains Watch
- Public service, defense & institutions (6,524 jobs; 12.5%; LQ 2.52)
- Health Care and Social Assistance (9,929 jobs; 19.1%; LQ 1.08)
- Educational Services (4,842 jobs; 9.3%; LQ 1.07)
Maintain regional cases. Reopen HSR logistics only if Hanford is selected and a cross-employer workforce problem emerges.
Advanced manufacturing & industrial technology
Strengthen/scale existing regional employer governance and shared technician pathwaysFresno, Kings, Madera and Tulare counties / Central San Joaquin Valley
Use the four-county framework to connect local employer tables around common technician job families and scale paid employer-sponsored pathways.
Backbone / host: Tulare WIB regional lead + Fresno EDC/FAME + local industry sector partnerships
Full scorecard and gate
Gate status: Pass; regional employer leadership is established, while worker-value progression and post-grant backbone durability require continued evidence
90-day action and year-one test
1) Map local tables/functions. 2) Select common regional job families. 3) Name cross-county employer champions. 4) Align Next Gen/TPM data. 5) Connect FAME/paid pathways. 6) Build post-grant backbone plan.
Cross-county employer council/function; common competency map; expanded sponsored paid pathway; completion/placement/wage progression measures; recurring regional coordination support.
What would change this decision?
Cross-county employer ownership of common technician job families; FAME and other paid-pathway outcomes; recurring industry/backbone resources after current grant cycles
Electrical construction & electrification
Strengthen existing East Central California electrical labor-management infrastructure; align apprentice/worksite capacity to regional infrastructure demandFresno, Kings, Madera and Tulare counties / Central Valley electrical construction labor market
Use the multi-employer NECA/IBEW system to connect regional project demand to apprentice/worksite capacity.
Backbone / host: East Central California Chapter NECA + IBEW Local 100 / Central Valley Electrical JATC
Full scorecard and gate
Gate status: Pass; long-standing multi-employer labor-management system
90-day action and year-one test
1) Refresh project/workload forecast. 2) Map contractor demand. 3) Compare apprentice intake/worksite capacity. 4) Track completion. 5) Track journey placement. 6) Monitor training contributions.
Apprentice starts; worksite capacity; completion; journey placement; contractor participation; durable training resources.
What would change this decision?
Apprentice demand and completion; contractor worksite capacity; public/infrastructure project pipeline; journey-level placement; training contribution levels
Healthcare workforce
Strengthen / formalize existing regional healthcare partnershipTulare and Kings counties / Hanford-Corcoran and Visalia labor markets
Formalize one employer-owned annual agenda inside TKHP and launch the next shared action around a clearly defined occupation/pathway bottleneck.
Backbone / host: Tulare-Kings Healthcare Partnership / Workforce Investment Board of Tulare County
Full scorecard and gate
Gate status: Pass with advancement condition; one regional case across Hanford and Visalia
90-day action and year-one test
1) Confirm 2–3 employer-owned priorities. 2) Name employer co-leads. 3) Launch/verify psychiatric-technician apprenticeship commitments. 4) Map support-to-licensed progression and wages. 5) Define minimum backbone functions/cost. 6) Set regional advancement and retention measures.
One regional employer agenda; at least one functioning paid pathway/action; measurable advancement and retention; no duplicate MSA structures; recurring support covers a defined share of backbone cost.
What would change this decision?
Named employer action owners; psychiatric-technician apprenticeship launch/outcomes; recurring regional backbone support; advancement and retention outcomes
Los Angeles-Long Beach-Anaheim MSA
Space Beach aerospace canonical; LA healthcare moved to sector-corroboration Watch
- Health care & the care economy (1,170,626 jobs; 18.9%; LQ 1.07)
- Wholesale Trade (260,489 jobs; 4.2%; LQ 1.20)
- Information (197,284 jobs; 3.2%; LQ 1.08)
Maintain SP-LB-SPACE-01. Reopen LA healthcare only if multiple independent employers share the same restructuring, retention or transition problem.
Space / aerospace advanced manufacturing
Formalize employer leadership first / strengthen existing Space Beach infrastructureLong Beach / Space Beach aerospace cluster within Los Angeles-Long Beach-Anaheim MSA
Turn the existing Space Beach Council/workforce platform into an employer-owned action table rather than create another organization.
Backbone / host: Long Beach Economic Development & Opportunity + Invest Long Beach; employer Space Council as governance layer
Full scorecard and gate
Gate status: Pass; employer agenda ownership and recurring backbone funding remain formalization needs
90-day action and year-one test
1) Name employer co-leads. 2) Select 2–3 shared occupations. 3) Map current training/worksite capacity. 4) Define resident-access pathways. 5) Track hire conversion. 6) Build recurring employer-backed backbone plan.
Employer-owned annual agenda; pathway capacity aligned to demand; hire conversion; technical wage progression; recurring employer/resource share.
What would change this decision?
Two independent employers visibly owning recurring workforce actions; dedicated recurring employer/backbone funding; worker/labor participation outcomes
Merced MSA
No current canonical case; education/public-service staging closed to trigger-based Watch
- Higher education & university growth (13,726 jobs; 16.0%; LQ 1.85)
- Health Care and Social Assistance (12,846 jobs; 15.0%; LQ 0.85)
- Public Administration (4,519 jobs; 5.3%; LQ 1.06)
Reopen only when multiple Merced education/public employers document a common staffing bottleneck and shared employer-owned action.
The model does not require every market to produce a partnership.
No current canonical case; education/public-service staging closed to trigger-based Watch Reopen only when multiple Merced education/public employers document a common staffing bottleneck and shared employer-owned action.
Modesto MSA
Four canonical sector systems active; broad public-service row closed to Watch
- Health care & specialty care (39,556 jobs; 19.8%; LQ 1.13)
- Educational Services (22,959 jobs; 11.5%; LQ 1.33)
- Accommodation and Food Services (17,858 jobs; 9.0%; LQ 0.97)
Maintain the four canonical cases. Reopen educator workforce only if multiple districts document a shared staffing/retention problem and employer-owned action beyond existing services.
Healthcare workforce
Strengthen/formalize existing healthcare sector partnership around clinical capacity and advancementStanislaus County / Modesto MSA
Have HealthForce/SCWD secure employer ownership of the clinical-worksite and advancement agenda.
Backbone / host: HealthForce Partners California + Stanislaus County Workforce Development
Full scorecard and gate
Gate status: Pass; employer agenda ownership and entry-to-licensed progression remain explicit improvement areas
90-day action and year-one test
1) Name employer leads. 2) Inventory clinical/preceptor slots. 3) Align paid externship and transition-to-practice. 4) Track conversion to hire. 5) Map entry-role progression. 6) Define recurring backbone contribution.
More clinical/worksite slots; employer-owned action teams; paid externships; placement-to-hire conversion; advancement and retention outcomes.
What would change this decision?
Two independent employers visibly own shared actions; clinical-placement/externship expansion; advancement and retention outcomes; recurring backbone resources
Construction & skilled trades
Strengthen existing construction sector partnership and connect it directly to registered apprenticeshipStanislaus County / Modesto MSA
Turn contractor-identified readiness and aging-workforce issues into two shared apprenticeship/CTE actions.
Backbone / host: Workforce Pathway Solutions + Stanislaus County Workforce Development
Full scorecard and gate
Gate status: Pass; long-run employer resource contribution and labor/worker governance need continued evidence
90-day action and year-one test
1) Confirm priority trades. 2) Name contractor leads. 3) Add labor/JATC role. 4) Standardize readiness/referral. 5) Expand jobsite/WBL exposure. 6) Track apprentice starts and retention.
Recurring contractor table; apprenticeship referrals/starts; WBL; clearer readiness standards; worker/labor participation; recurring resources.
What would change this decision?
Employer action ownership; apprenticeship referral and worksite outcomes; recurring employer resources; worker/labor participation
Advanced manufacturing & industrial technology
Strengthen/scale existing manufacturer-led sector infrastructure and shared technical pathwaysStanislaus County / North San Joaquin Valley manufacturing platform
Use MCCV/AMP to lock a common technician competency and paid-WBL agenda across manufacturers.
Backbone / host: Manufacturers Council of the Central Valley + Stanislaus County Workforce Development
Full scorecard and gate
Gate status: Pass; worker/labor participation and post-completion wage progression remain improvement areas
90-day action and year-one test
1) Select common job families. 2) Validate competencies. 3) Align provider modules. 4) Expand employer-sponsored WBL. 5) Track wage progression. 6) Define recurring industry-funded coordination.
Employer-approved competency map; paid WBL; completion/hire conversion; higher-skill wage progression; recurring industry contribution.
What would change this decision?
Common employer-defined technician competencies; paid WBL outcomes; post-completion wages; recurring manufacturer-backed backbone resources
Agriculture & food workforce
Strengthen existing agriculture sector partnership / technical progressionStanislaus County / Modesto agriculture and food-processing ecosystem
Turn the existing Farm Bureau/WDB Agricultural Sector Partnership into a recurring action portfolio focused on technical progression, supervision and job quality.
Backbone / host: Stanislaus County Farm Bureau + Stanislaus County Workforce Development co-backbone
Full scorecard and gate
Gate status: Pass with technical-progression/job-quality condition; formal worker voice and minimum recurring backbone budget remain improvement areas
90-day action and year-one test
1) Select shared occupations. 2) Name employer action owners. 3) Add worker voice. 4) Align MJC/other training. 5) Track wage/progression outcomes. 6) Define recurring backbone budget.
Employer-owned annual agenda; technical/supervisory pathway participation; wage progression; recurring employer/backbone support; worker input.
What would change this decision?
Employer-owned workforce action outcomes; technical/supervisory progression; formal worker voice; recurring backbone coverage
Napa MSA
Winegrowing workforce and hospitality canonical; active Wave 2 queue cleared
- Wine & vineyard economy (5,738 jobs; 7.3%; LQ 3.36)
- Health Care and Social Assistance (12,575 jobs; 15.9%; LQ 0.90)
- Public Administration (3,510 jobs; 4.4%; LQ 0.89)
Maintain SP-NAPA-WINE-01 and SP-NAPA-HOSP-01; reopen only on governed case triggers.
Winegrowing & vineyard workforce
Strengthen existing grower industry platform / formalize workforce action agendaNapa County winegrowing and vineyard operations ecosystem
Turn NVG's workforce-focused convening and surveys into a recurring employer-owned action portfolio centered on technical progression, succession and workforce resilience.
Backbone / host: Napa Valley Grapegrowers
Full scorecard and gate
Gate status: Pass with worker-value progression requirement; workforce-specific action outcomes and formal worker voice remain improvement areas
90-day action and year-one test
1) Select 2–3 shared workforce priorities. 2) Name employer action owners. 3) Add worker/farmworker voice. 4) Map technical/management pathways. 5) Track advancement/wages. 6) Define minimum workforce-backbone budget.
Employer-owned annual workforce agenda; pathway participation; technical/management advancement; worker/farmworker input; recurring dues/sponsor support covering defined backbone functions.
What would change this decision?
Workforce action ownership; technical/management advancement outcomes; formal worker/farmworker voice; recurring backbone coverage
Hospitality, tourism & leisure
Strengthen existing Napa Hospitality Industry Partnership / job-quality redesignNapa County lodging, restaurant and visitor-economy employers
Use the existing Napa HIP to make advancement, retention and employee sustainability the core workforce agenda.
Backbone / host: Yountville Chamber of Commerce + Napa Hospitality Industry Partnership
Full scorecard and gate
Gate status: Pass only with explicit job-quality and advancement design
90-day action and year-one test
1) Define 2–3 job-quality outcomes. 2) Name employer action owners. 3) Map management pathways. 4) Link NVC programs. 5) Track retention/advancement. 6) Build partnership-specific recurring budget.
Employer-owned action plan; improved retention; supervisory/management advancement; measurable job-quality progress; recurring employer/chamber support.
What would change this decision?
Employer action outcomes; advancement/retention measures; worker voice; recurring partnership/backbone support; housing/transportation progress
Oxnard-Thousand Oaks-Ventura MSA
Port Hueneme logistics closed from active research pending the Clean Ports Workforce Impact Analysis
- Agriculture & specialty crops (23,804 jobs; 7.1%; LQ 3.28)
- Health Care and Social Assistance (56,817 jobs; 16.9%; LQ 0.96)
- Finance and Insurance (10,070 jobs; 3.0%; LQ 1.11)
Reopen only when the Clean Ports study publishes employer/labor findings on shared hiring, reskilling, displacement or job-quality needs.
The model does not require every market to produce a partnership.
Port Hueneme logistics closed from active research pending the Clean Ports Workforce Impact Analysis Reopen only when the Clean Ports study publishes employer/labor findings on shared hiring, reskilling, displacement or job-quality needs.
Redding MSA
Manufacturing, healthcare, forest and educator workforce canonical; electrical linked; energy remains Watch
- Health care & regional medical services (17,636 jobs; 24.6%; LQ 1.40)
- Public Administration (5,842 jobs; 8.2%; LQ 1.64)
- Utilities (741 jobs; 1.0%; LQ 1.57)
Maintain canonical systems. For educator workforce, watch district co-governance, pathway completion/hire, substitute progression and post-grant support. Reopen energy only on multi-utility governance.
Manufacturing
Strengthen existing Shasta Grow Manufacturing Initiative and employer-linked technical pathwaysShasta County / Redding MSA manufacturing sector
Convert the revived GMI network into a small set of current employer-owned technical workforce actions.
Backbone / host: Shasta Grow Manufacturing Initiative + NoRTEC / SMART Workforce Center
Full scorecard and gate
Gate status: Pass; worker/labor participation and recurring private-sector backbone share remain improvement areas
90-day action and year-one test
1) Confirm manufacturer action owners. 2) Select technical job families. 3) Align Shasta College/SMART. 4) Expand OJT/WBL. 5) Track hire/wage outcomes. 6) Strengthen recurring support.
Employer-owned actions; OJT/WBL; technical hires; wage progression; continuity beyond individual champions.
What would change this decision?
Current employer action owners; paid/WBL pathway outcomes; recurring manufacturer contribution; wage progression
Healthcare workforce
Strengthen/formalize SHARC Healthcare Workforce Development Committee around employer-owned recruitment, retention and advancement actionsShasta County / Redding MSA healthcare system
Convert the existing committee into a small employer-owned action portfolio around recruitment, retention and advancement.
Backbone / host: SHARC / Health Alliance of Northern California
Full scorecard and gate
Gate status: Pass; employer agenda ownership and worker/labor participation remain formalization needs
90-day action and year-one test
1) Name employer action leads. 2) Select occupation priorities. 3) Map entry-to-licensed pathways. 4) Connect pipeline programs. 5) Track retention/hire conversion. 6) Define recurring employer support.
Employer-owned action teams; pathway participation; RN/licensed-role progression; retention outcomes; recurring backbone support.
What would change this decision?
Two independent employer action owners; progression from entry health roles into licensed quality jobs; recruitment/retention outcomes; recurring backbone support
Forest operations, logging & fuels-reduction workforce
Strengthen CRAFT/HELO as the industry workforce platform; connect forest-resilience demand to paid apprenticeship capacity and employer hiringShasta County / Redding MSA core with North State forest-operations reach
Tie paid apprenticeship capacity directly to sponsor-employer hiring and verified forest-restoration/timber work.
Backbone / host: CRAFT + Shasta College Office of Apprenticeship / industry committee
Full scorecard and gate
Gate status: Pass; industry-designed apprenticeship and employer participation are strong; worker/labor governance remains less explicit
90-day action and year-one test
1) Refresh sponsor employers. 2) Map upcoming forest/timber work. 3) Set apprentice seats to verified demand. 4) Track HELO-to-CRAFT conversion. 5) Track completion/wage progression. 6) Build post-grant support.
Sponsor employers; paid apprentice starts; HELO conversion; completion; wage progression; retention; diversified backbone funding.
What would change this decision?
Sponsor-employer participation; apprenticeship completions and wage progression; forest-resilience project demand; post-grant operating support; local employer retention
Electrical construction & electrification
Strengthen existing Shasta-Butte electrical labor-management system; use it as the sector infrastructure rather than create another construction tableButte and Shasta counties / Chico and Redding MSAs; Shasta-Butte electrical construction labor market
Build one two-county electrical workload and apprentice-capacity view inside the existing JATC structure.
Backbone / host: Shasta-Butte Electrical JATC / IBEW Local 340 + NECA employer partners
Full scorecard and gate
Gate status: Pass; mature labor-management apprenticeship infrastructure
90-day action and year-one test
1) Forecast workload. 2) Inventory apprentice/worksite capacity. 3) Align intake. 4) Track completion/journey placement. 5) Monitor wage progression. 6) Report shared training resources.
Contractor demand map; apprentice starts; worksite hours; completion; journey placement; durable labor-management operation.
What would change this decision?
Apprentice/worksite capacity; contractor demand; journey-level placement; electrification project pipeline; recurring employer/labor training resources
Educator workforce
Strengthen shared educator pipeline / formalize district employer leadershipShasta County / Redding MSA school-district ecosystem
Use Teach Shasta/SCOE to select two or three cross-district educator shortage priorities and attach measurable pathway actions to them.
Backbone / host: Shasta County Office of Education / Teach Shasta
Full scorecard and gate
Gate status: Pass; shared educator-pipeline infrastructure is strong, while direct district agenda ownership remains a formalization need
90-day action and year-one test
1) Name 2+ district action leads. 2) Select shortage fields. 3) Map classified/substitute-to-credential progression. 4) Track completion-to-hire. 5) Define post-grant backbone cost. 6) Add worker/labor feedback and retention measures.
District-owned annual agenda; pathway completions and hires; substitute-to-credential conversions; one-year retention; recurring support for core pathway/backbone functions.
What would change this decision?
Two independent districts visibly co-owning educator workforce priorities; classified-to-teacher completion/hire outcomes; substitute-to-credential progression; recurring pathway support beyond current grants
Riverside-San Bernardino-Ontario MSA
Logistics, healthcare and advanced manufacturing canonical
- Health care & the care economy (304,635 jobs; 18.0%; LQ 1.02)
- Construction (110,059 jobs; 6.5%; LQ 1.31)
- Educational Services (158,411 jobs; 9.3%; LQ 1.08)
Maintain the three canonical cases. For manufacturing, monitor apprenticeship outcomes, technical wage progression, employer co-investment, worker voice and recurring MCIE backbone coverage.
Logistics, warehousing & zero-emission freight transition
Strengthen high-road transition infrastructure / formalize employer co-governanceRiverside-San Bernardino-Ontario MSA / Inland SoCal logistics ecosystem
Use electrification and technology transition as the shared employer-worker problem, with job quality as a gate.
Backbone / host: Inland Empire Labor Institute / Plug In IE
Full scorecard and gate
Gate status: Pass with explicit job-quality purpose; employer co-governance remains incompletely observable
90-day action and year-one test
1) Define transition occupations. 2) Identify 2+ employer/fleet co-leads. 3) Connect union/apprenticeship pathways. 4) Set job-quality measures. 5) Build recurring employer/infrastructure funding share.
Paid transition pathway; employer-labor co-governance; measurable wage/advancement outcomes; employer adoption of high-road training/job standards; recurring backbone support.
What would change this decision?
Observable multi-employer agenda ownership and co-investment; paid transition pathways tied to electrification/technology change; recurring backbone support beyond grants
Healthcare workforce
Strengthen existing infrastructure / formalize employer leadershipRiverside and San Bernardino counties / Inland Empire healthcare system
Use IE UHP to establish employer-owned advancement and retention actions while IEHEC continues clinical-education coordination.
Backbone / host: Hospital Association of Southern California Inland Empire + Riverside/San Bernardino WDB co-backbone; IEHEC clinical-education platform
Full scorecard and gate
Gate status: Pass; employer action ownership and post-grant backbone durability remain open
90-day action and year-one test
1) Name employer action leads. 2) Finalize pathway priorities. 3) Map clinical/worksite capacity. 4) Launch paid advancement pathways. 5) Track retention/wage progression. 6) Build post-grant year-three budget.
Employer-owned action teams; pathway participation/completion; advancement into LVN/RN/other quality roles; retention improvement; post-grant recurring support.
What would change this decision?
Two independent healthcare employers visibly owning action teams; post-grant recurring backbone revenue; advancement and retention outcomes
Advanced manufacturing & industrial technology
Strengthen / scale existing manufacturer-led council and technical pathwaysRiverside-San Bernardino-Ontario MSA / Inland Empire manufacturing ecosystem
Use MCIE's manufacturer governance to select two or three shared technical workforce problems and attach paid apprenticeship/upskilling actions to each.
Backbone / host: Manufacturers' Council of the Inland Empire
Full scorecard and gate
Gate status: Pass with technical-progression condition
90-day action and year-one test
1) Select common technical job families. 2) Name employer action leads. 3) Align Norco/InTech/MVC modules and apprenticeships. 4) Set paid WBL/apprenticeship commitments. 5) Track wage progression and completion-to-hire. 6) Define minimum MCIE workforce-backbone budget.
Employer-approved competency map; expanded paid earn-and-learn; measurable completion/hire and wage progression; worker-value outcomes; recurring dues/sponsorship cover a defined backbone share.
What would change this decision?
Apprenticeship completion and wage progression; recurring membership/sponsorship coverage of minimum backbone; worker/labor participation; employer-owned technical action outcomes
Sacramento-Roseville-Folsom MSA
Behavioral health and advanced manufacturing canonical; no active Wave 2 manufacturing case remains
- Public administration & capital-region government (147,008 jobs; 13.5%; LQ 2.71)
- Health Care and Social Assistance (202,351 jobs; 18.6%; LQ 1.05)
- Construction (74,955 jobs; 6.9%; LQ 1.39)
Maintain SP-SAC-MBH-01 and SP-SAC-MFG-01; reopen only on governed case triggers.
Mental & behavioral health workforce
Strengthen/formalize existing Mental & Behavioral Health Workforce Advisory BodyGreater Sacramento / Sacramento County
Turn the existing advisory body into a disciplined employer-action table around a few occupation/pathway priorities.
Backbone / host: Valley Vision + Sacramento County Office of Education
Full scorecard and gate
Gate status: Pass with worker-value warning; employer agenda ownership, worker/labor voice and recurring funding remain incomplete
90-day action and year-one test
1) Select 2–3 occupation/pathway priorities. 2) Name employer action leads. 3) Update competency/pathway maps. 4) Add worker/job-quality measures. 5) Define recurring facilitation/data funding.
Employer-owned competency/pathway changes; aligned training; measurable pathway participation/advancement; worker-value measures; sustained advisory operations.
What would change this decision?
Observable employer ownership of two to three shared priorities; stronger worker/labor participation; current advancement/wage progression evidence; recurring support for facilitation/data functions
Advanced manufacturing
Strengthen existing manufacturing allianceSacramento-Roseville-Folsom manufacturing ecosystem
Use SVMA's existing committees to own a small manufacturing workforce portfolio tied to apprenticeships and technical occupations.
Backbone / host: Sacramento Valley Manufacturers Alliance
Full scorecard and gate
Gate status: Pass; manufacturer-led alliance is mature enough for action, with worker/labor participation and minimum backbone budget to monitor
90-day action and year-one test
1) Select shared job families. 2) Name employer action owners. 3) Map apprenticeship/training capacity. 4) Align Project Ignite and education. 5) Track conversion/wages. 6) Quantify minimum backbone budget.
Employer-owned actions; apprenticeship starts/completions; technical hires; wage progression; recurring member/sponsor support covering defined backbone share.
What would change this decision?
Employer-owned action outcomes; apprenticeship conversion; technical wage progression; recurring member/sponsor resources sufficient for minimum backbone
Salinas MSA
Regional portfolio active; no current Wave 2 cases
- Specialty crop agriculture & agtech (52,384 jobs; 26.4%; LQ 12.22)
- Health Care and Social Assistance (25,376 jobs; 12.8%; LQ 0.73)
- Educational Services (16,431 jobs; 8.3%; LQ 0.96)
Maintain existing regional cases and Watch/Background triggers. No active Wave 2 research remains for Salinas after scope repair.
Healthcare
Strengthen / formalize existingSanta Cruz County core; Monterey Bay clinical-placement network
Formalize the existing Health Workforce Council as the sector table and solve governance plus recurring backbone support before adding new structures.
Backbone / host: Health Improvement Partnership of Santa Cruz County
Full scorecard and gate
Gate status: Pass; employer-governance and funding validation remains
90-day action and year-one test
1) Map current decision rights and membership. 2) Confirm 2–3 employer-owned priorities. 3) Define HIP minimum backbone functions and annual cost. 4) Confirm worker/labor role. 5) Build year-three revenue plan.
Employer-led annual agenda; functioning action teams; measurable clinical-placement/pathway progress; worker advancement/retention measures; recurring provider or institutional support covering a defined share of backbone cost.
What would change this decision?
Automated governance, worker-value and recurring-backbone source refresh; reopen only on observable new evidence
Construction, electrification & infrastructure
Strengthen existing infrastructureMonterey, Santa Cruz and San Benito counties
Map the existing regional labor-management system and add only the cross-trade coordination function that is genuinely unowned.
Backbone / host: Building Trades Council + explicit contractor/employer leadership; JATCs as training platforms
Full scorecard and gate
Gate status: Pass; contractor/employer governance requires validation
90-day action and year-one test
1) Map current governance/functions. 2) Identify any unowned cross-trade problem. 3) Name contractor and labor co-leads. 4) Align project-pipeline/demand data. 5) Define coordination budget and stop rule if duplication is found.
Contractor-labor regional governance; one clearly owned coordination agenda; measurable access/completion/pathway outcomes; durable JATC training preserved; recurring resources for only the added coordination layer.
What would change this decision?
Automated contractor-governance, apprenticeship and regional-coordination source refresh
AAM & advanced manufacturing
Formalize multi-employer leadership before launchMonterey Bay / Central Coast AAM cluster
Build a formal multi-employer council around common technical job families before treating the ecosystem as a mature sector partnership.
Backbone / host: Monterey Bay DART
Full scorecard and gate
Gate status: Pass except formal multi-employer leadership not yet demonstrated
90-day action and year-one test
1) Identify 8–12 plausible employers. 2) Confirm 2+ non-anchor champions. 3) Map shared job families/competencies. 4) Define first employer-owned action. 5) Set recurring contribution expectation and minimum backbone cost.
Formal employer council; shared competency map; at least one multi-employer paid pathway or training action; two or more employers visibly leading; recurring industry contribution mechanism linked to backbone operations.
What would change this decision?
Automated multi-employer governance, worker-outcome and recurring co-investment source refresh
AgTech, automation & precision agriculture
Incubate / build employer tableMonterey Bay specialty-crop and technology ecosystem
Incubate a bounded employer problem-solving table around a few technical occupations, and require a worker-value case before creating a permanent partnership.
Backbone / host: MBEP business-convening + DART technical/workforce co-backbone hypothesis
Full scorecard and gate
Gate status: Worker-value and employer-champion validation needed
90-day action and year-one test
1) Select 3–5 technical job families. 2) Map wages and advancement from accessible entry points. 3) Identify 2+ employer champions. 4) Define MBEP vs DART backbone roles. 5) Pilot one employer-owned pathway or work-based-learning action.
Employer-led technical table; validated shared occupations; paid work-based-learning/training pilot; documented advancement map; measurable worker-value outcomes; recurring backbone support or an explicit sunset decision.
What would change this decision?
Automated employer-leadership, technical pathway, worker-value and dedicated-backbone source refresh
San Diego-Chula Vista-Carlsbad MSA
Six San Diego canonical cases active; broad health, manufacturing and energy rows retain residual unscored scopes
- Research, engineering & innovation (149,336 jobs; 9.7%; LQ 1.26)
- Construction (89,591 jobs; 5.8%; LQ 1.18)
- Health Care and Social Assistance (255,977 jobs; 16.7%; LQ 0.95)
Maintain six canonical cases; continue only nursing clinical-capacity, non-maritime manufacturing and non-water energy evidence tests.
Life sciences & biotech
Strengthen/connect existing industry platform; formalize employer workforce agendaSan Diego County / San Diego-Chula Vista-Carlsbad life science cluster
Create a workforce action layer inside/alongside Biocom around two or three employer-owned talent bottlenecks.
Backbone / host: Biocom California / Biocom Institute + San Diego Workforce Partnership implementation support
Full scorecard and gate
Gate status: Pass; employer workforce-agenda ownership and dedicated backbone funding remain incomplete
90-day action and year-one test
1) Select 2–3 shared priorities. 2) Name 2+ employer action leads. 3) Map technician-to-advanced pathways and current wages. 4) Align Biocom programs with SDWP/education resources. 5) Define recurring backbone support.
At least one multi-employer pathway/action; observable employer ownership beyond events; accessible technician entry; advancement measures; recurring industry support for backbone work.
What would change this decision?
Observable leadership by at least two independent life-science employers on shared workforce priorities; recurring employer-supported backbone resources; updated worker/pathway outcomes
Construction, electrification & infrastructure
Strengthen existing high-road construction infrastructure; integrate PLA, HRCC and registered apprenticeshipSan Diego County / San Diego-Chula Vista-Carlsbad MSA
Build one trade-demand/worksite dashboard across major capital pipelines and apprenticeship capacity.
Backbone / host: San Diego County Building & Construction Trades Council + San Diego Workforce Partnership / City PLA infrastructure
Full scorecard and gate
Gate status: Pass; keep employer governance distinct from project-specific PLA administration
90-day action and year-one test
1) Forecast trade hours. 2) Compare apprentice worksite capacity. 3) Route ARP graduates. 4) Track local/targeted-worker hours. 5) Fix trade-specific bottlenecks. 6) Preserve contractor/labor co-governance.
Apprentice hours and starts; ARP-to-apprenticeship conversion; local/targeted-worker shares; reduced trade bottlenecks; durable coordination.
What would change this decision?
Trade-specific apprentice worksite capacity; employer/labor governance; local and targeted-worker outcomes; recurring regional coordination resources
Cybersecurity & defense technology
Strengthen CCOE's existing collaborative cyber workforce platform and employer-connected talent pipelineSan Diego County / cyber ecosystem
Have member employers choose the next two skill/role priorities and attach internships/placements to them.
Backbone / host: Cyber Center of Excellence
Full scorecard and gate
Gate status: Pass for cyber-specific scope; broader technology sector is not automatically included
90-day action and year-one test
1) Select role/skill priorities. 2) Name employer leads. 3) Align credentials. 4) Expand paid internships. 5) Track placement and retention. 6) Refresh skill map with defense employers.
Employer-owned role map; paid internships; certifications; placement/retention; diverse entry; recurring industry support.
What would change this decision?
Employer action ownership on priority skills; CyberHire placement/retention; paid internship conversion; recurring member/industry support
Behavioral health workforce
Strengthen/formalize the existing high-road behavioral-health workforce system; make employer governance and advancement outcomes explicitSan Diego County public and community behavioral-health workforce ecosystem
Make employer action ownership and worker advancement the next operating layer on top of ELEVATE/HRTP investments.
Backbone / host: County of San Diego Behavioral Health Services / ELEVATE consortium
Full scorecard and gate
Gate status: Pass with job-quality redesign purpose; current entry/intermediate wages remain below the local living-wage benchmark
90-day action and year-one test
1) Name employer action leads. 2) Map paid pathway roles. 3) Track supervision/internship capacity. 4) Measure placement/retention. 5) Measure wage progression. 6) Build post-investment durability plan.
Employer-led actions; apprenticeship/internship completion; placement/retention; wage progression; lived-experience participation; durable backbone plan.
What would change this decision?
Two independent employer action owners; apprenticeship/internship placement and retention; wage/progression improvement; post-investment durability
Water & wastewater utility workforce
Strengthen existing San Diego Water Works consortium around succession, OIT/worksite capacity and regional career pipelinesSan Diego regional water and wastewater utility system; 22 member agencies
Use one regional succession/OIT pipeline view across the 22 member agencies and training partners.
Backbone / host: San Diego County Water Authority / San Diego Water Works
Full scorecard and gate
Gate status: Pass; mature multi-agency workforce consortium
90-day action and year-one test
1) Refresh retirement/role forecast. 2) Inventory OIT/worksite capacity. 3) Align Center for Water Studies. 4) Expand agency-hosted internships. 5) Track hire conversion. 6) Define shared workforce operating budget.
Regional succession dashboard; OIT/worksite capacity; internship-to-hire conversion; certification progression; sustained agency participation.
What would change this decision?
Operator/OIT pipeline outcomes; agency participation; retirement/succession metrics; internship-to-hire conversion; recurring consortium support
Ship repair & maritime manufacturing
Strengthen mature Port of San Diego Ship Repair Association workforce system; deepen pathway and advancement outcomesSan Diego ship repair, overhaul and naval maintenance ecosystem
Use the existing Workforce Development Committee to maintain one shared craft-demand and pathway agenda across member firms.
Backbone / host: Port of San Diego Ship Repair Association
Full scorecard and gate
Gate status: Pass; mature employer association with workforce committee and recurring member resources
90-day action and year-one test
1) Refresh craft-demand forecast. 2) Name member-firm action leads. 3) Map training/apprenticeships. 4) Connect member jobs. 5) Track conversion/wage progression. 6) Report dues-supported workforce investment.
Employer-owned craft agenda; shared training; apprenticeship/hire conversion; wage progression; durable member-funded workforce functions.
What would change this decision?
Training/apprenticeship outcomes; employer demand by craft; wage/progression evidence; member-funded workforce initiatives; worker/labor participation
San Francisco-Oakland-Fremont MSA
San Francisco/Oakland tech closed from active research; regional AI transition evidence remains insufficient for a distinct exact-market case
- Technology, AI & professional services (301,829 jobs; 12.7%; LQ 1.65)
- Finance and Insurance (84,526 jobs; 3.6%; LQ 1.31)
- Information (123,458 jobs; 5.2%; LQ 1.76)
Use SP-SV-TECH-01 as the closest canonical comparator. Reopen only on recurring employer-owned workforce evidence specific to San Francisco/Oakland/Fremont.
The model does not require every market to produce a partnership.
San Francisco/Oakland tech closed from active research; regional AI transition evidence remains insufficient for a distinct exact-market case Use SP-SV-TECH-01 as the closest canonical comparator. Reopen only on recurring employer-owned workforce evidence specific to San Francisco/Oakland/Fremont.
San Jose-Sunnyvale-Santa Clara MSA
Silicon Valley semiconductor and tech/AI canonical; Screen-ready queue cleared
- Technology R&D & AI (154,944 jobs; 13.6%; LQ 1.77)
- Health Care and Social Assistance (174,954 jobs; 15.4%; LQ 0.87)
- Management of Companies and Enterprises (59,093 jobs; 5.2%; LQ 3.26)
Maintain SP-SV-SEMI-01 and SP-SV-TECH-01; reopen only on governed employer, funding or worker-outcome triggers.
Semiconductor manufacturing
Strengthen existing industry apprenticeship and workforce collaborativeSan Jose-Sunnyvale-Santa Clara / Silicon Valley semiconductor ecosystem
Use SEMI/SCAN to scale employer-led apprenticeships and shared workforce priorities rather than create another semiconductor intermediary.
Backbone / host: SEMI Foundation / SCAN California
Full scorecard and gate
Gate status: Pass; strong industry apprenticeship system with worker/labor participation and California backbone durability to keep under review
90-day action and year-one test
1) Refresh employer demand. 2) Recruit additional apprenticeship sponsors. 3) Align college/CBO curricula. 4) Track apprentice completion/hire. 5) Measure wage progression. 6) Build recurring California backbone plan.
More employer apprenticeship sponsors; apprentice starts/completions; living-wage placement/progression; shared workplace-culture actions; durable California backbone.
What would change this decision?
California apprenticeship scale; employer participation beyond current launch firms; worker outcomes; recurring California backbone resources beyond grant cycles
Technology, AI & digital services
Formalize employer-owned workforce actions within existing Future-Ready Workforce platformSan Jose-Sunnyvale-Santa Clara / Silicon Valley innovation economy
Convert the employer-driven Future-Ready Workforce Task Force from a strategic forum into a small portfolio of measurable employer-owned workforce actions.
Backbone / host: Silicon Valley Leadership Group + California Innovation Foundation
Full scorecard and gate
Gate status: Pass; employer-driven platform exists, but observable employer action ownership and worker/labor voice remain formalization needs
90-day action and year-one test
1) Name employer action owners. 2) Define 2–3 role/pathway targets. 3) Map incumbent-worker needs. 4) Launch employer-led pilots. 5) Track wage/mobility/displacement outcomes. 6) Define recurring workforce budget.
Employer-owned pilots; incumbent upskilling completions; middle-skill entries; wage/mobility outcomes; explicit displacement safeguards; recurring workforce resources.
What would change this decision?
Two independent employers visibly owning recurring workforce actions; middle-skill/incumbent outcomes; displacement mitigation; dedicated recurring workforce resources
San Luis Obispo-Paso Robles MSA
Three canonical systems active; targeted queue cleared
- Agriculture, wine & specialty crops (5,234 jobs; 4.3%; LQ 1.99)
- Health Care and Social Assistance (18,940 jobs; 15.6%; LQ 0.88)
- Construction (8,660 jobs; 7.1%; LQ 1.44)
Maintain the three cases; broader non-electrical construction remains residual staging.
Healthcare workforce
Strengthen existing SLO Healthcare Workforce Partnership; formalize employer action ownership and post-ARPA sustainabilitySan Luis Obispo County
Use the 2026 transition point to assign employer owners and finance the partnership beyond ARPA.
Backbone / host: SLO Healthcare Workforce Partnership / County Public Health
Full scorecard and gate
Gate status: Pass with worker-value warning and near-term funding transition risk
90-day action and year-one test
1) Pick 2–3 occupation priorities. 2) Name employer leads. 3) Update pathway/asset map. 4) Add progression/job-quality measures. 5) Build post-ARPA budget. 6) Track vacancy/retention.
Employer-owned actions; sustainable backbone budget; vacancy/retention movement; pathway participation and advancement.
What would change this decision?
Employer action ownership; post-2026 backbone funding; occupation-specific retention; advancement from lower-paid entry roles
Space & aerospace workforce
Strengthen/scale Space Vandenberg and REACH employer-education workforce systemSan Luis Obispo and Santa Barbara counties / Central Coast
Create one regional employer-owned aerospace skill map and connect internships/technical pathways to it.
Backbone / host: REACH / Space Vandenberg coalition
Full scorecard and gate
Gate status: Pass for aerospace/space scope; broader advanced manufacturing remains separate
90-day action and year-one test
1) Select cross-county job families. 2) Name employer leads. 3) Align ACI Jet/Cuesta and Space Vandenberg pathways. 4) Expand paid/applied WBL. 5) Track hire conversion. 6) Define recurring private workforce support.
Employer-owned skill map; internships/technical placements; hire conversion; employer co-investment; regionwide pathway visibility.
What would change this decision?
Employer-defined skill priorities; technician pathway completion and hire conversion; private-sector co-investment; launch-cadence workforce changes
Electrical construction & electrification
Strengthen existing Central Coast NECA/IBEW apprenticeship system; coordinate project demand across the two county labor marketsSan Luis Obispo and Santa Barbara counties / Central Coast electrical construction labor market
Create one regional workload view while keeping county JATC delivery and employer relationships local.
Backbone / host: California Central Coast Chapter NECA + San Luis Obispo and Santa Barbara Electrical JATCs / IBEW Locals 639 and 413
Full scorecard and gate
Gate status: Pass; one contractor chapter with separate county JATCs provides mature regional labor-management infrastructure
90-day action and year-one test
1) Build regional workload map. 2) Inventory each JATC's worksite capacity. 3) Compare intake/demand. 4) Track completion and placement. 5) Preserve county governance. 6) Monitor training resources.
Regional workload visibility; county apprentice starts/worksite capacity; completion; journey placement; contractor participation.
What would change this decision?
Apprentice worksite capacity; contractor demand by county; infrastructure/aerospace/energy project pipeline; completion and journey-level placement; training trust resources
Santa Cruz-Watsonville MSA
Local/regional portfolio active; educator workforce added with binding job-quality condition
- Agriculture & food production (7,836 jobs; 7.5%; LQ 3.47)
- Health Care and Social Assistance (18,294 jobs; 17.5%; LQ 1.00)
- Educational Services (12,868 jobs; 12.3%; LQ 1.42)
Maintain canonical/regional cases. For educator workforce, monitor residency-to-hire/retention, salary progression toward living wage, district governance and post-grant pathway support.
Healthcare
Strengthen / formalize existingSanta Cruz County core; Monterey Bay clinical-placement network
Formalize the existing Health Workforce Council as the sector table and solve governance plus recurring backbone support before adding new structures.
Backbone / host: Health Improvement Partnership of Santa Cruz County
Full scorecard and gate
Gate status: Pass; employer-governance and funding validation remains
90-day action and year-one test
1) Map current decision rights and membership. 2) Confirm 2–3 employer-owned priorities. 3) Define HIP minimum backbone functions and annual cost. 4) Confirm worker/labor role. 5) Build year-three revenue plan.
Employer-led annual agenda; functioning action teams; measurable clinical-placement/pathway progress; worker advancement/retention measures; recurring provider or institutional support covering a defined share of backbone cost.
What would change this decision?
Automated governance, worker-value and recurring-backbone source refresh; reopen only on observable new evidence
Construction, electrification & infrastructure
Strengthen existing infrastructureMonterey, Santa Cruz and San Benito counties
Map the existing regional labor-management system and add only the cross-trade coordination function that is genuinely unowned.
Backbone / host: Building Trades Council + explicit contractor/employer leadership; JATCs as training platforms
Full scorecard and gate
Gate status: Pass; contractor/employer governance requires validation
90-day action and year-one test
1) Map current governance/functions. 2) Identify any unowned cross-trade problem. 3) Name contractor and labor co-leads. 4) Align project-pipeline/demand data. 5) Define coordination budget and stop rule if duplication is found.
Contractor-labor regional governance; one clearly owned coordination agenda; measurable access/completion/pathway outcomes; durable JATC training preserved; recurring resources for only the added coordination layer.
What would change this decision?
Automated contractor-governance, apprenticeship and regional-coordination source refresh
AAM & advanced manufacturing
Formalize multi-employer leadership before launchMonterey Bay / Central Coast AAM cluster
Build a formal multi-employer council around common technical job families before treating the ecosystem as a mature sector partnership.
Backbone / host: Monterey Bay DART
Full scorecard and gate
Gate status: Pass except formal multi-employer leadership not yet demonstrated
90-day action and year-one test
1) Identify 8–12 plausible employers. 2) Confirm 2+ non-anchor champions. 3) Map shared job families/competencies. 4) Define first employer-owned action. 5) Set recurring contribution expectation and minimum backbone cost.
Formal employer council; shared competency map; at least one multi-employer paid pathway or training action; two or more employers visibly leading; recurring industry contribution mechanism linked to backbone operations.
What would change this decision?
Automated multi-employer governance, worker-outcome and recurring co-investment source refresh
Broad agriculture & food production
Narrow before launchSanta Cruz-Watsonville / adjacent regional supply chain
Do not launch a broad partnership. Define one narrow cross-employer workforce problem that can independently clear Shared Problem, Collective Action and Worker Value before choosing a host.
Full scorecard and gate
Gate status: Worker-value warning
90-day action and year-one test
1) Identify 2–3 narrow candidate workforce problems from current evidence. 2) Test exact occupations, wages and progression against local living costs. 3) Confirm overlap across independent employers. 4) Test whether collective action adds value beyond employer-specific services. 5) Identify a host only for a case that clears Screen 0. 6) Close the broad case if no narrow case clears.
Either one narrower canonical case with a specific worker-value proposition and employer-owned action, or an explicit do-not-build decision. No broad agriculture table is created by default.
What would change this decision?
Narrow scope and run worker-value test
AgTech, automation & precision agriculture
Incubate / build employer tableMonterey Bay specialty-crop and technology ecosystem
Incubate a bounded employer problem-solving table around a few technical occupations, and require a worker-value case before creating a permanent partnership.
Backbone / host: MBEP business-convening + DART technical/workforce co-backbone hypothesis
Full scorecard and gate
Gate status: Worker-value and employer-champion validation needed
90-day action and year-one test
1) Select 3–5 technical job families. 2) Map wages and advancement from accessible entry points. 3) Identify 2+ employer champions. 4) Define MBEP vs DART backbone roles. 5) Pilot one employer-owned pathway or work-based-learning action.
Employer-led technical table; validated shared occupations; paid work-based-learning/training pilot; documented advancement map; measurable worker-value outcomes; recurring backbone support or an explicit sunset decision.
What would change this decision?
Automated employer-leadership, technical pathway, worker-value and dedicated-backbone source refresh
Leisure & hospitality
Job-quality redesign / monitorSanta Cruz-Watsonville
Do not launch a recruitment partnership. Test whether multiple employers will commit to a measurable job-quality and advancement strategy before creating a permanent sector structure.
Full scorecard and gate
Gate status: Worker-value warning
90-day action and year-one test
1) Select 2–3 frontline occupations. 2) Establish wage, scheduling, benefits and advancement baselines. 3) Identify at least three employers willing to test a shared job-quality action. 4) Define worker-facing measures. 5) Design one bounded pilot with employer resources. 6) Decide whether to formalize, redesign or stop based on results.
A credible pilot would show employer-owned job-quality changes, measurable wage or advancement gains, improved stability/retention where evidence supports it, and a clear decision on whether a permanent partnership adds value. Otherwise the case remains Monitor.
What would change this decision?
Build a job-quality and advancement case before reconsidering partnership launch
Educator workforce
Strengthen existing educator pathways / job-quality redesignSanta Cruz County / Santa Cruz-Watsonville MSA school-district ecosystem
Turn the existing ed.PATH/residency system into a retention-and-advancement strategy by measuring time-to-living-wage and hard-to-fill-field outcomes.
Backbone / host: Santa Cruz County Office of Education ed.PATH
Full scorecard and gate
Gate status: Pass only with explicit job-quality and advancement design; employer governance remains a formalization need
90-day action and year-one test
1) Name district action leads. 2) Establish residency-to-hire baseline. 3) Map years/steps to local living wage by district. 4) Identify hard-to-fill credentials and retention levers. 5) Define mentor capacity. 6) Build a post-grant pathway budget.
Residency completion-to-hire; one- and two-year retention; salary-step progression; hard-to-fill credential fills; district-owned actions; recurring backbone support beyond grants.
What would change this decision?
Residency-to-hire and retention outcomes; salary-step progression toward living wage; district action ownership; recurring post-grant pathway/backbone support
Santa Maria-Santa Barbara MSA
Two regional systems linked; no current Wave 2 cases
- Specialty crop agriculture (28,972 jobs; 13.5%; LQ 6.24)
- Health Care and Social Assistance (31,593 jobs; 14.7%; LQ 0.84)
- Educational Services (21,500 jobs; 10.0%; LQ 1.16)
Maintain regional aerospace/electrical links and residual Watch/Background states. No active Wave 2 research remains after the healthcare scope repair.
Space & aerospace workforce
Strengthen/scale Space Vandenberg and REACH employer-education workforce systemSan Luis Obispo and Santa Barbara counties / Central Coast
Create one regional employer-owned aerospace skill map and connect internships/technical pathways to it.
Backbone / host: REACH / Space Vandenberg coalition
Full scorecard and gate
Gate status: Pass for aerospace/space scope; broader advanced manufacturing remains separate
90-day action and year-one test
1) Select cross-county job families. 2) Name employer leads. 3) Align ACI Jet/Cuesta and Space Vandenberg pathways. 4) Expand paid/applied WBL. 5) Track hire conversion. 6) Define recurring private workforce support.
Employer-owned skill map; internships/technical placements; hire conversion; employer co-investment; regionwide pathway visibility.
What would change this decision?
Employer-defined skill priorities; technician pathway completion and hire conversion; private-sector co-investment; launch-cadence workforce changes
Electrical construction & electrification
Strengthen existing Central Coast NECA/IBEW apprenticeship system; coordinate project demand across the two county labor marketsSan Luis Obispo and Santa Barbara counties / Central Coast electrical construction labor market
Create one regional workload view while keeping county JATC delivery and employer relationships local.
Backbone / host: California Central Coast Chapter NECA + San Luis Obispo and Santa Barbara Electrical JATCs / IBEW Locals 639 and 413
Full scorecard and gate
Gate status: Pass; one contractor chapter with separate county JATCs provides mature regional labor-management infrastructure
90-day action and year-one test
1) Build regional workload map. 2) Inventory each JATC's worksite capacity. 3) Compare intake/demand. 4) Track completion and placement. 5) Preserve county governance. 6) Monitor training resources.
Regional workload visibility; county apprentice starts/worksite capacity; completion; journey placement; contractor participation.
What would change this decision?
Apprentice worksite capacity; contractor demand by county; infrastructure/aerospace/energy project pipeline; completion and journey-level placement; training trust resources
Santa Rosa-Petaluma MSA
Sonoma agriculture canonical; healthcare and manufacturing on trigger-based Watch
- Health care & regional care systems (36,674 jobs; 17.8%; LQ 1.01)
- Construction (16,182 jobs; 7.8%; LQ 1.58)
- Agriculture, Forestry, Fishing and Hunting (5,698 jobs; 2.8%; LQ 1.28)
Maintain SP-SONOMA-AG-01. Reopen healthcare only on observable employer-owned governance; reopen manufacturing on independent cross-employer skill evidence.
Agriculture workforce
Formalize workforce agenda within existing Farm BureauSonoma County agriculture across vineyards, dairy, farms and ag-adjacent operations
Build a workforce action portfolio inside Sonoma County Farm Bureau rather than creating a second broad agriculture partnership.
Backbone / host: Sonoma County Farm Bureau
Full scorecard and gate
Gate status: Pass with technical/management progression condition; workforce-specific action agenda and worker voice remain formalization needs
90-day action and year-one test
1) Form workforce committee. 2) Name employer action owners. 3) Add worker/farmworker representation. 4) Map technical/management pathways. 5) Track advancement. 6) Quantify workforce-backbone budget.
Employer-owned workforce agenda; technical/management advancement; worker voice; training alignment; recurring resource coverage.
What would change this decision?
Workforce-specific employer action ownership; technical/management advancement outcomes; worker/farmworker voice; recurring workforce-backbone coverage
Stockton-Lodi MSA
San Joaquin healthcare canonical through HealthForce infrastructure
- Health care & clinical workforce (44,332 jobs; 15.3%; LQ 0.87)
- Educational Services (28,709 jobs; 9.9%; LQ 1.14)
- Agriculture, Forestry, Fishing and Hunting (13,193 jobs; 4.5%; LQ 2.10)
Maintain SP-SJ-HEALTH-01. Monitor HOPE scale/retention, behavioral-health outcomes, clinical/worksite capacity, employer resources and recurring local backbone support.
Healthcare workforce
Strengthen / scale existing HealthForce San Joaquin sector partnershipSan Joaquin County / Stockton-Lodi MSA
Use current employer governance to choose a small annual action portfolio and scale only pathways that show both employer impact and worker advancement.
Backbone / host: HealthForce Partners California
Full scorecard and gate
Gate status: Pass; strong incumbent-advancement evidence and mature multi-employer infrastructure
90-day action and year-one test
1) Select 2–3 shared priorities. 2) Name employer leads and worksite commitments. 3) Scale HOPE only to verified capacity. 4) apply HOPE-style worker-value measures to behavioral/allied pathways. 5) Define clinical/worksite constraints. 6) Build a recurring San Joaquin backbone budget.
Sustained RN licensure/retention; lower behavioral-health vacancies where causally supportable; employer-owned action teams; measurable advancement; recurring local resources for backbone functions.
What would change this decision?
HOPE employer sponsorship and scale; behavioral-health vacancy outcomes; recurring local backbone support; clinical/worksite capacity; worker/labor participation
Vallejo MSA
Healthcare and construction closed to trigger-based Watch
- Health care & regional medical services (31,982 jobs; 22.2%; LQ 1.26)
- Construction (11,202 jobs; 7.8%; LQ 1.57)
- Educational Services (11,476 jobs; 8.0%; LQ 0.92)
Reopen healthcare when Solano employers visibly own shared priorities/actions; reopen construction only on cross-project contractor evidence.
The model does not require every market to produce a partnership.
Healthcare and construction closed to trigger-based Watch Reopen healthcare when Solano employers visibly own shared priorities/actions; reopen construction only on cross-project contractor evidence.
Visalia MSA
Manufacturing/electrical regional systems, Tulare agriculture and Tulare-Kings healthcare canonical
- Agriculture, food production & agtech (33,183 jobs; 19.0%; LQ 8.80)
- Public Administration (8,466 jobs; 4.8%; LQ 0.98)
- Health Care and Social Assistance (28,878 jobs; 16.5%; LQ 0.94)
Maintain the four systems. Use SP-TK-HEALTH-01 for shared healthcare maintenance and do not create a duplicate Visalia healthcare case.
Advanced manufacturing & industrial technology
Strengthen/scale existing regional employer governance and shared technician pathwaysFresno, Kings, Madera and Tulare counties / Central San Joaquin Valley
Use the four-county framework to connect local employer tables around common technician job families and scale paid employer-sponsored pathways.
Backbone / host: Tulare WIB regional lead + Fresno EDC/FAME + local industry sector partnerships
Full scorecard and gate
Gate status: Pass; regional employer leadership is established, while worker-value progression and post-grant backbone durability require continued evidence
90-day action and year-one test
1) Map local tables/functions. 2) Select common regional job families. 3) Name cross-county employer champions. 4) Align Next Gen/TPM data. 5) Connect FAME/paid pathways. 6) Build post-grant backbone plan.
Cross-county employer council/function; common competency map; expanded sponsored paid pathway; completion/placement/wage progression measures; recurring regional coordination support.
What would change this decision?
Cross-county employer ownership of common technician job families; FAME and other paid-pathway outcomes; recurring industry/backbone resources after current grant cycles
Electrical construction & electrification
Strengthen existing East Central California electrical labor-management infrastructure; align apprentice/worksite capacity to regional infrastructure demandFresno, Kings, Madera and Tulare counties / Central Valley electrical construction labor market
Use the multi-employer NECA/IBEW system to connect regional project demand to apprentice/worksite capacity.
Backbone / host: East Central California Chapter NECA + IBEW Local 100 / Central Valley Electrical JATC
Full scorecard and gate
Gate status: Pass; long-standing multi-employer labor-management system
90-day action and year-one test
1) Refresh project/workload forecast. 2) Map contractor demand. 3) Compare apprentice intake/worksite capacity. 4) Track completion. 5) Track journey placement. 6) Monitor training contributions.
Apprentice starts; worksite capacity; completion; journey placement; contractor participation; durable training resources.
What would change this decision?
Apprentice demand and completion; contractor worksite capacity; public/infrastructure project pipeline; journey-level placement; training contribution levels
Agriculture & ag-adjacent workforce
Sustain and formalize industry-led Ag Skills Partnership / secure permanent backboneTulare County / Visalia labor market within the Tulare-Kings Ag Skills Partnership system
Use TKASP's current monthly employer table to build a durable technical-skills and advancement partnership before grant-supported capacity winds down.
Backbone / host: Tulare-Kings Ag Skills Partnership + Workforce Investment Board of Tulare County incubating backbone
Full scorecard and gate
Gate status: Pass with technical-progression condition; employer partnership is active but long-term backbone funding and formal worker voice remain development needs
90-day action and year-one test
1) Name employer action owners. 2) Select shared technical occupations. 3) Align training/worksite demand. 4) Add worker/farmworker voice. 5) Track wage progression. 6) Secure post-grant backbone.
Employer-owned actions; technical pathway starts/completions; wage progression; worker voice; recurring employer/backbone support beyond grant expiration.
What would change this decision?
Post-grant backbone funding; recurring employer action ownership; worker/farmworker voice; technical-pathway outcomes; Kings County Worker Value before any regional local-case expansion
Healthcare workforce
Strengthen / formalize existing regional healthcare partnershipTulare and Kings counties / Hanford-Corcoran and Visalia labor markets
Formalize one employer-owned annual agenda inside TKHP and launch the next shared action around a clearly defined occupation/pathway bottleneck.
Backbone / host: Tulare-Kings Healthcare Partnership / Workforce Investment Board of Tulare County
Full scorecard and gate
Gate status: Pass with advancement condition; one regional case across Hanford and Visalia
90-day action and year-one test
1) Confirm 2–3 employer-owned priorities. 2) Name employer co-leads. 3) Launch/verify psychiatric-technician apprenticeship commitments. 4) Map support-to-licensed progression and wages. 5) Define minimum backbone functions/cost. 6) Set regional advancement and retention measures.
One regional employer agenda; at least one functioning paid pathway/action; measurable advancement and retention; no duplicate MSA structures; recurring support covers a defined share of backbone cost.
What would change this decision?
Named employer action owners; psychiatric-technician apprenticeship launch/outcomes; recurring regional backbone support; advancement and retention outcomes
Yuba City MSA
Yuba-Sutter educator workforce canonical; manufacturing/logistics remain Watch
- Public service, defense & government (4,950 jobs; 9.2%; LQ 1.85)
- Educational Services (6,453 jobs; 12.0%; LQ 1.38)
- Health Care and Social Assistance (5,885 jobs; 10.9%; LQ 0.62)
Maintain SP-YS-EDU-01. Monitor district action ownership, residency/substitute progression, retention and recurring regional funding; reopen manufacturing/logistics only on independent employer evidence.
Educator workforce
Strengthen regional educator workforce infrastructure / formalize employer agendaYuba-Sutter labor market with tri-county substitute/induction infrastructure
Use existing residency, induction and substitute systems to select a small set of shared shortage and progression priorities rather than create a new organization.
Backbone / host: Sutter County Superintendent of Schools / Tri-County Induction and NorCal Substitute infrastructure
Full scorecard and gate
Gate status: Pass; regional shared-service infrastructure is strong, while direct district agenda ownership and recurring workforce-strategy funding remain formalization needs
90-day action and year-one test
1) Identify shared shortage fields. 2) Name district action leads. 3) Track residency placement-to-hire. 4) Map substitute-to-credential routes. 5) Align induction/mentor capacity. 6) Define recurring regional pathway funding.
Shared employer agenda; residency-to-hire outcomes; substitute-to-credential conversions; retention measures; recurring regional resources; no duplicate intermediary.
What would change this decision?
Named district action owners; residency placement-to-hire outcomes; substitute-to-credential progression; recurring shared pathway resources; regional retention outcomes