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These strategies are centered around boosting quality jobs creation in precision manufacturing and advanced business services (encompassing specializations such as aerospace, advanced air mobility, agricultural technology, microelectronics, biotechnology and pharmaceuticals, and blue technology):
Accelerate Sub-Baccalaureate Workforce Pipeline Development
Build a stronger pipeline of manufacturing and business services talent for quality jobs available to workers with less than a bachelor’s degree, improving access to family-sustaining employment and addressing employers’ primary barrier to growth in a range of sub-industries. This strategy involves collaboration between employers, economic development intermediaries, workforce and education leads, community organizations, and potentially others.
Bolster the Region's Long-Term Science Technology Engineering and Math (STEM) Pipeline
Advance a more diverse and equitable pipeline of engineering, technology, and other key STEM talent, filling gaps in roles requiring higher levels of traditional education and positioning local talent for highly paid professional positions. This strategy primarily implicates education, workforce, and community leads in program delivery, in partnership with employers and economic development intermediaries.
Enhance the Capacity of the Region's Talent Ecosystem to Serve Priority Sectors
Build greater sub-regional capacity for industry, workforce, education, community, and other leaders to collectively address near-term and long-term talent needs. This strategy responds to existing fragmentation and capacity gaps among both employers and providers that limit collective responses.
Unlock the Full Potential of the Region's Innovation Assets
Reduce barriers to tech transfer and commercialization of landmark university and federal installation-generated innovation across the Central Coast. This strategy implicates educational institutions, federal installations, economic development intermediaries, and entrepreneurs.
Increase Supports for High-Growth Entrepreneurship
Bolster the ecosystem of entrepreneurial supports to promote firm and scale-up in priority sector-related applications. This strategy primarily implicates economic development/entrepreneurship intermediaries and entrepreneurs.
Enhance Core and Sector-Relevant Infrastructure
Fill gaps in specialized and basic facilities and infrastructure required for growth of precision manufacturing, advanced business services, and specific sub-industry applications. This strategy implicates economic development/entrepreneurship intermediaries; firms and entrepreneurs; universities, community colleges, and other innovation institutions; local officials with land use authority; and utilities, among others.
Ensure the Sustainability of Small and Middle Market Firms in Target Sectors
Promote the long-term success of the region’s precision manufacturing employment base by improving the productivity of local small and mid-sized firms facing competitive pressures. This strategy implicates economic development intermediaries and firms. The remaining sectors in this section are centered on enhancing the quality of existing jobs in some of the region’s largest industries (which concentrate lower numbers of such opportunities) and improving pathways to better jobs that are currently available.
Expand Pathways Into Quality Jobs for Lower Paid Healthcare Positions
Create training programs that enable community members in lower paid healthcare positions to progress into higher quality jobs such as nurses, physical therapists, and physician assistants (please note that this is not an exhaustive list). There is a shortage of skilled professionals needed to meet the increasing demand for healthcare services within the region, so expanding pathways may support individuals moving into quality jobs as well as the broader community who can then benefit from their services.
Bolster Workforce Pipeline Between Educational Institutions and Healthcare Institutions
Establishing a comprehensive pipeline between educational institutions and healthcare institutions to offer externships and career path training may help professionals secure more quality healthcare jobs. The Central Coast healthcare sector requires a steady influx of skilled professionals to meet growing demands. By creating partnerships between schools, colleges, universities, and healthcare providers, students can be provided with hands-on experience and a clear understanding of the various career opportunities within the healthcare sector, thus supporting the creation of a well-prepared and resilient future workforce.
Expand Training and Awareness on Healthcare Career Paths
Provide elementary, middle, and high school students with training, resources, and education on healthcare careers, pathways, and their requirements. The Central Coast healthcare sector faces challenges in attracting and retaining a skilled workforce. Raising awareness and interest in healthcare careers from a young age can help build a future workforce ready to meet the region's healthcare needs.
Create an AgTech and Regenerative Agriculture Ready Workforce
As the agriculture sector evolves with increasing automation and technological integration, creating an AgTech and regenerative agricultural ready workforce will help current and future workers transition, thereby maintaining productivity and equitably mitigating potential job displacement. Doing so aligns with the State of California workforce development strategies such as the Unified Strategic Workforce Development Plan, the California Climate Scoping Plan, and the Sustainable Groundwater Management Act (SGMA).
Strengthen AgTech Commercialization, Innovation, and Research Initiatives
Establish or strengthen partnerships between universities and farms on the Central Coast to create AgTech, sustainability, and climate resilience innovation hubs. These hubs will serve as centers for research, development, and the implementation of innovative farming practices tailored to the region's unique climate and agricultural needs. This will support the need for cutting-edge solutions and collaborative efforts to enhance the region’s agricultural sustainability and climate resilience. Furthermore, this strategy aligns with the California Climate Adaptation Strategy by fostering innovation in agriculture to improve sustainability and economic resilience, aligning with the strategy’s goal to provide the technological tools necessary for sustainable growth to maintain the economic viability and resiliency of California’s agricultural lands.
Efforts in this sector include creating management pathways, enhancing upskilling opportunities for the current workforce, and developing robust apprenticeship programs, which are highlighted in the Training, Upskilling, and Learning and Development section of Regional Plan Part II. As highlighted in the Housing section, housing costs have surged on the Central Coast. Offering employer sponsored housing is another way to increase the quality of hospitality and tourism jobs by making it less difficult for workers to find affordable accommodations.
While some strategies are tailored for specific sectors, the strategies in this section are not specific to any one sector. Instead, they have applications across sectors. They include:
Expand Culturally Responsive Community-Focused Small Business Technical Assistance
Bolster the scale of support services specifically targeted to entrepreneurs who are women and/or Black, Indigenous, or People of Color (BIPOC). This strategy implicates community-based organizations and other entrepreneurship support providers.
Bolster Small Business Financial Capacity and Access to Capital
Improve access to critical resources for starting and scaling enterprises for Black, Indigenous, and People of Color (BIPOC) entrepreneurs. This strategy implicates community-based organizations and other entrepreneurship support providers.
Promote Collaborative Models of Local, Broad-Based Ownership
Accelerate adoption of community wealth-building models (such as cooperatives) with potential to ensure business continuity, promote local wealth retention, improve job quality, and secure living wages for employees advancing to higher positions. This strategy implicates community-based organizations, other entrepreneurship support providers, regional firms, and anchor institutions.
Support Community Kitchens and Regional Food Hubs
By investing in community kitchens, community members can experience reduced financial burdens and gain access to a more cost-effective and lower-risk option for business ownership. Based on community feedback, there are a few examples of successful community kitchens that already exist on the Central Coast, such as the El Pájaro Community Development Corporation’s Commercial Kitchen Incubator and the Kitchen Terminal, which have locations in Camarillo and San Luis Obispo. Community kitchens can provide an opportunity for entrepreneurship for individuals, including immigrants, who can share their home culture and cuisine. Supporting Regional Food Hubs can enhance market access for farmers, expand food access, generate new jobs, and create a more environmentally sustainable food system. Regional food hubs can empower local farmers by providing them with direct market access, leading to better pricing, reduced transportation costs, and fresher produce offerings.
Expand On the Job Training and Upskilling
Training, certifications, and upskilling can be expanded and increased to help incumbent workers move into quality or promising jobs from other jobs. Elevating the skill level of existing employees can help them move into high-paying and more skilled positions across a range of industries, such as healthcare, agriculture, hospitality, and child care. Upskilling incumbent workers promotes equitable job access by providing opportunities for career advancement and skill building, while simultaneously enhancing economic resilience by cultivating a skilled workforce capable of adapting to industry shifts and economic challenges. The intent of this strategy is for trainees to move into a higher paying position, participate through multiple “on and off ramps” and innovative scheduling practices, and obtain industry-valued credentials throughout the training process, thus aligning with California’s 2020-2023 Unified Strategic Workforce Development Plan.
Enhance Training and Apprenticeship Programs
To provide more options for the region’s youth and unemployed residents, particularly in disinvested communities, training and apprenticeship programs can be enhanced or developed. Many young people across the Central Coast feel they have limited employment opportunities, especially if they do not pursue higher education, which is often costly. These programs should focus on creating accessible, engaging, and job-market relevant opportunities. Programs can be tailored to meet the immediate and future demands of the workforce, focusing on the Central Coast’s key industries such as hospitality and tourism, agriculture, and healthcare. By developing or improving training and apprenticeship programs in collaboration with local high schools, community colleges, and employers, today’s youth and other unemployed individuals can be prepared for regional opportunities. Building on existing education and training pathways across the Central Coast is crucial. Additionally, expanding outreach and marketing efforts to disinvested communities will attract a broader pool of potential employees and inform them about training, internship opportunities, and available quality jobs. This strategy focuses on equitable job access and economic resilience, aligning with California’s 2020-2023 Unified Strategic Workforce Development Plan.
Promote Culturally and Linguistically Inclusive Upskilling Programs
The Central Coast region is home to a diverse population with speakers of several languages. Non-English speakers often face disadvantages, missing out on quality job opportunities they would otherwise excel in. Conversely, English speakers could benefit from learning other commonly spoken languages in the region, such as Spanish, Mixteco, Triqui, Chatino, and Tagalog. Effective communication is crucial for many jobs and is a common aspiration among residents. However, finding the time to learn new languages is a privilege not everyone has. To mitigate language barriers and foster collaboration among the region’s multilingual workforce, Uplift recommends employer-provided or sponsored language education. This initiative would enable monolingual English speakers to learn other primary languages spoken in the region (e.g., Spanish, Mixteco) and non-English speakers to learn English during standard working hours. Like other training strategies, upskilling individuals linguistically aligns with the State’s workforce development strategies and efforts.
Scale Family Self-Sufficiency (FSS) Programs
At least 45 percent of residents in the Central Coast Region belong to a family whose income does not cover the basic costs of living. This amounts to over one million residents living in struggling families in 2021. Breaking multi-generational cycles of financial struggling can be immensely difficult, particularly when individuals do not know what they do not know. In systems intentionally designed to be exclusive, learning how to get by can require additional support and guidance. To empower individuals to develop a plan to achieve living wage employment and gain economic self-sufficiency, the Housing Authority of the City of Santa Barbara offers a Family Self-Sufficiency (FSS) program, in line with the U.S. Department of Housing and Urban Development (HUD)’s FSS program. Familias con Mas is a similar program led by Ventures. Scaling such programs across the region can equip families with the information and resources required to achieve and maintain financial self-sufficiency – a foundation for economic growth and resilience.
Expand Child Care Workforce
The Central Coast needs more people who are well compensated for the child care that they provide. Many center-based programs across the region are operating at reduced capacity due to the lack of a workforce. Increasing the region’s base of child care providers could help make the child care system, and therefore the economy, more resilient. Apprenticeship programs, such as those offered by Hartnell’s Campus Child Development Center, could be scaled to train a more robust child care and early childhood education workforce. When child care providers are suddenly unavailable, caregivers of young children, often mothers, can be forced to take time off from work. Creating a network of substitute child care providers who can fill in during these times can help avoid workforce disruption disproportionately impacting women. Expanding the child care workforce can create more job opportunities, especially for women, immigrants, and Black, Indigenous, and People of Color. This approach not only meets a critical community need but also equitably increases access to employment, benefiting both the regional economy and its residents. This aligns with state strategies, such as the Unified Strategic Workforce Development Plan, as well as Uplift’s North Star.
Enhance Child Care Infrastructure
Meeting the child care needs of Central Coast residents requires more space for child care to occur, whether that be in a center or a home. However, the cost of building, leasing, and permitting is prohibitively high, the permitting process can take a long time, and building code compliance can be difficult. Barriers for establishing a home-based child care are high as well. Additionally, without physical space for child care to occur, government funding for affordable child care cannot be fully used. Providing discounted child care fails to aid families when there are too few available spots or when it is completely unavailable. Tactics such as awarding grants for child care business startups, waiving development fees and expediting permitting for Accessory Dwelling Units (ADUs), housing construction or retrofits, and other buildings that incorporate or support dedicated spaces for child care may facilitate development. Partnering with faith-based organizations and making the most of under-utilizing spaces may be another option to find additional locations for child care. Enhancing child care infrastructure advances economic diversification and resilience by increasing availability of child care. Adequate space to provide child care is critical for increasing capacity and giving families quality options so caretakers of young children can more easily participate in the workforce. Increasing the supply of child care may also reduce the distance required to drive to and from the child care site, which will reduce greenhouse emissions in alignment with the state’s carbon neutrality goals and strategies such as the California Climate Scoping Plan.
Encourage Employer Supported Child Care
Uplift encourages programs for employers to provide optional child care for employees through on-site or near-site child care, employer collaboratives, stipends (e.g., cash assistance), employer subsidies, employer contributions to flexible dependent care spending accounts, or first right of access to increase the feasibility of caretakers of young children participating in the workforce, therefore advancing economic diversification and resilience. Over 75 percent of respondents to Uplift’s Public Opinion Poll think that it is very important to prioritize employers that provide exceptional benefits, including child care, with 75.5 percent indicating that as “very important,” 19.2 percent indicating that as somewhat important, and 5.1 percent indicating that as “not important.” Providing child care on site could eliminate extra driving, reducing greenhouse emissions in alignment with the state’s carbon neutrality goals and strategies such as the California Climate Scoping Plan. Furthermore, employers may expand family-friendly business practices such as robust paid family leave, virtual work, welcoming infants-at-work, flexible scheduling, and accommodations that could reduce burdens to families and the whole child care system.
Improve Usability of Centralized Resources to Navigate the Child Care System
Even with Child Care Resource and Referral (R&R) Agencies in each county, the very limited child care on the Central Coast is difficult to navigate. With a variety of voucher programs, waiting lists, and requirements, it can be overwhelming to know where to begin. From home-based care to center-based care, caretakers of young children may also struggle to discern which options are preferred for their families. English-only resources, standard business hours, and inaccessibility can significantly complicate the child care search for families who speak languages other than English, work non-standard hours, or have children with specialized care needs. Expanding resources and outreach for and the enhancing usability of a consolidated place – which can have online and in-person resources - for information about child care options could help reduce this burden for the community. This effort could be supplemented with programs for outreach to disinvested communities to access culturally informed and affordable child care. Outreach may be conducted by paid, trusted messengers like promotoras to conduct door-to-door outreach to families on the availability of affordable child care. Providing such resources may empower families with the information required to simplify their experience navigating the child care system, increasing enrollment in support programs from disinvested communities.
The Central Coast is navigating the transition from fossil fuels to renewable resources, which may impact the local employment and economic dynamics. As the region prepares for a more sustainable future, prioritizing quality jobs that advance climate resilience and nature preservation will be crucial in ensuring long-term environmental and economic stability. Uplift aims to help the region be prepared for these shifts through the following strategies:
There are several topics beyond the scope of California Jobs First that have profound impacts on a thriving, resilient, equitable, and sustainable economy for the Central Coast residents. Strategies within this category include:
Expand Employer Sponsored Housing
Create partnerships between housing developers and employers to sponsor and build affordable housing for employees that employees may opt-into. Employers may support employee housing at different levels. Based on factors including risks, liability, budget, and need for employee housing, some employers may choose to retain ownership, some may prefer first right of availability, and some may prefer assisting with down payments. Much of the Central Coast’s workforce cannot afford to live in the county where they work. This includes those providing critical services to the community and economy such as educators, healthcare providers, child care providers, farmworkers, hospitality and tourism employees, and more. For example, a representative from the Santa Barbara Housing Authority shared that 30,000 people commute in and out of Santa Barbara daily to work. As a result of residents seeking attainable housing elsewhere, people spend more time away from their homes and families, diminishing their sense of community and belonging, all while contributing to increased traffic and greenhouse gas emissions. These consequences have compounding impacts on residents’ mental, social, and environmental health, and puts a heavy strain on the workforce and employers due to challenges with employee retention. Employer sponsored housing could help to house employees more locally, decrease commute times and employee turnover, and increase employee satisfaction. For industries seeking new employees, employer sponsored housing may also increase the feasibility of workers accepting jobs in the Central Coast region – an area where housing is otherwise unreasonably expensive for many workers. Employer sponsored housing supports economic diversification and resilience by enabling the workforce to continue providing key services.
Promote Creative Housing Models
Uplift encourages promoting less traditional solutions to meet the region’s housing needs. This may include repurposing underutilizing land or office buildings, modifying ownership models, and advancing alternative designs. Examples include Project Home Key and efforts in King City, Santa Cruz, and Salinas, in which models were used for temporary emergency housing and quarantine during the COVID-19 pandemic and are now refurbished permanent homes with wrap-around services for those who were formerly experiencing homelessness. The scarcity of affordable housing in the Central Coast region leaves families with minimal choice other than finding creative housing solutions. Multiple families share small apartments, individual families share single rooms, and others are renting spaces not truly intended to be homes. To support current residents and welcome future residents, critical for maintaining and growing the regional economy, the Central Coast region needs additional housing. While Uplift acknowledges the importance of new sustainable development, particularly for residents with the lowest incomes, there is also an opportunity to use existing spaces more efficiently to provide more hospitable housing options. To maximize use of space and expand housing access, housing entities can connect with owners of vacant commercial, government, and even educational buildings to create affordable housing.
Strengthen Curriculum Aligned with the Regional and Future Economy
Curricula designed to prepare students for equitable, sustainable economies of the future is present at varying degrees across the K-16 continuum and can be strengthened. While the basics of education remain consistent, tailoring offerings to equip students with building-block skills and key industry awareness will better situate them to contribute to critical functions for the economy, benefiting the community as well as the individuals in such quality jobs. Uplift’s industry and community-based research both illuminated the importance of starting earlier when it comes to preparing students for the current and future needs of the workforce, proactively enabling them for their own success as well.
Prepare Disinvested Communities for Higher Education
Offering multilingual higher education preparation classes for students and families from disinvested communities can help set graduates on a path to quality jobs, and help the community cultivate their skills and talents. Providing clear guidance on applying to trade schools and universities can empower first-generation students and their families to navigate the application process, access resources, and overcome the financial and administrative barriers to higher education.
Increase Public Transportation Infrastructure
Increasing public transportation enhances sustainability and offers equitable access to employment, education, services, and recreation, especially for lower-income individuals and those from disinvested communities. In areas with limited access, such as San Benito County, which is primarily served by the heavily trafficked, single-lane Highways 25 and 156, adding additional transportation options can greatly benefit the local communities. Actions to increase public transportation can include increasing the frequency of existing bus routes, constructing new rail lines, and developing public-private partnerships that would sustainably supplement first-mile-last-mile trips.
Support Equitable Reduced or Free Fares for Public Transit
The cost of living on the Central Coast is high, and the added expense of transportation presents additional financial challenges for many families. Programs can be developed or improved to offer reduced or free transit fares, creating a more equitable system. Fare structures can be adjusted based on income or specific factors like being a student, senior, or person with disabilities. Expanding access to transportation enables a more inclusive economy by allowing more people to reach job opportunities. The use of public transportation, rather than personal vehicles, reduces emissions further enhancing the state's sustainability strategies, such as California’s 30x30 Initiative and California Climate Scoping Plan.
Establish an Immigrant Welcome Center
Establishing a one-stop Immigrant Welcome Center can empower immigrants by providing easy access to essential services and information. This center can offer a centralized hub for multilingual resources such as legal assistance, housing information, healthcare referrals, social services coordination and job placement support. By streamlining access to these critical services, especially in areas where they are currently lacking, the center can assist immigrants as they navigate challenges and ensure their needs are met through an infrastructure of comprehensive support.
Expand Financial Support and Education Program for Immigrants
Providing microloans and financial literacy education can support and empower immigrants as they navigate financial systems in the pursuit of entrepreneurship. This strategy is rooted in advancing economic mobility and financial independence for the immigrant community.
Invest in Educational and Mentorship Program for Immigrants
Investing in programs that educate immigrants about their rights as workers in the U.S. can empower immigrant workers and interrupt discriminatory work environments. Topics for programs to cover might include minimum wage laws, overtime rules, workplace safety regulations, and how to report violations.
Support Funding for the Arts
Funding for the arts can encompass a variety of financial resources and initiatives aimed at strengthening art organizations and their activities. Resources can be allocated to assist art organizations in grant writing, helping them secure further funding from various sources. By providing these financial supports, organizations can foster a vibrant arts and culture scene on the Central Coast that can boost the region’s economy, enhance the livability of the workforce, and promote community engagement and inclusivity.
Revitalize Art and Culture
Support efforts to revitalize arts and cultural venues and infrastructure, specifically those in disinvested communities. Projects to revitalize arts and cultural venues can enhance community engagement, attract visitors, stimulate the local economy, celebrate local heritage, and provide entertainment and educational opportunities.
Expand Diversity of Nonprofit Leaders and Boards
Empower nonprofits to invest in addressing systemic barriers that have led to the lack of diversity in the nonprofit industry, including in its leadership and boards. To address the lack of diversity on boards, organizations must actively identify and dismantle systemic barriers, and create equitable practices that decenter Whiteness as a metric for successful board composition. Providing equitable access to nonprofit positions may include engaging in intentional programs dedicated to increasing diversity and representation.
Develop Grants Training
Investing in grant application training for nonprofits can alleviate the challenges they face when applying for funding, thereby lowering barriers to entry and expanding access to funding opportunities.
Increase Capacity of Nonprofits
To increase the capacity of nonprofits, consolidating and merging administrative functions if missions are aligned could be beneficial. Options to bolster the effectiveness and reach of nonprofit organizations could include providing centralized services in administration, human resources, and grant writing. These options can enhance the capacity and skills of nonprofit leaders and administrative professionals through increased access to executive management certifications and executive coaching programs tailored for leadership development. Additionally, refining financial management skills across the sector may be achieved by offering resources and funding mechanisms that improve nonprofits' cash flow management, understanding of grant activities, and financial governance. Comprehensive training programs for board members and nonprofit management could be included. Increasing investment in nonprofit infrastructure, including facilities and ownership, can ensure they have the space needed at an affordable rate. Moreover, boosting infrastructure investments in data and evaluation to better inform and drive their impact is a viable option. Enhancing the business skills of nonprofit leaders, aligning their compensation with their responsibilities, and encouraging innovative funding models akin to business ventures are also possible approaches. These could promote scaling, impact, and service innovation, and extend to board members by increasing stipends to enhance access, diversity, and participation in nonprofit governance.
Since May 2023, Uplift has conducted extensive research and worked closely with community members, employers, industry leaders, and organizations to better understand the Central Coast economy. The strategies detailed here are based on insights gained from this process and collaboration, the findings of which are recorded in Uplift’s reports.
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