North Central Texas Workforce Board of Directors Meeting

Transcription

1 North Central Texas Workforce Board of Directors Meeting July 21, 2015

2 North Central Texas Workforce Board of Directors Meeting Agenda Call to Order Roger Harris, Vice Chair 1. Special Recognition and Introductions 2. Declare Conflicts of Interest 3. Consent Items a. June 23, 2015 Minutes North Central Texas Council of Governments Regional Transportation Council Room 616 Six Flags Drive Arlington, TX July 21, :30 a.m. 1:00 p.m. 4. Workforce Committee Reports a. Executive Committee Roger Harris Discussion, Consideration, and Possible Action Regarding: b. Oversight and Accountability Committee Catherine Tietjen Discussion, Consideration, and Possible Action Regarding: 1. Action: Adoption of Interim Guidelines for Implementation of WIOA: Accepting, Disbursing, and Spending Funds 2. Action: Adoption of Interim Guidelines for Implementation of WIOA: Oversight and Accountability 3. FY2016 Budget Preview 4. Board Performance 5. TWC Monitoring Draft Report c. Workforce Development Committee Elaine Zweig Discussion, Consideration and Possible Action Regarding: 1. Action: Adoption of Child Care Policy Regarding Texas Rising Star Reimbursement Rate Increase 2. Action: Adoption of Child Care Policy Regarding Child Care Initial and Re-Certification Eligibility Guidelines d. Strategic Leadership and Business Development Committee Kay O Dell Discussion, Consideration, and Possible Action Regarding: 1. Action: Adoption of the Board s New Mission, Vision, and Values 2. Strategic Leadership Committee Update 3. Skills Development Fund Grant Report 5. Executive Director's Report Policy Review ResCare Workforce Services Transition Update FY2015 Financial Update Rapid Response In accordance with the Americans with Disabilities Act, we invite all attendees to advise us of any special accommodations due to disability. The meeting place is accessible to persons with disabilities. If assistance is needed to participate, please call the office of the Workforce Solutions for North Central Texas at (817) Please submit your request as far as possible in advance of the meeting you wish to attend. Workforce Solutions for North Central Texas Board may discuss, deliberate, and take all appropriate action on any matter listed on this agenda and may convene into closed executive session in accordance with the Texas Open Meetings Act.

3 6. Announcement of Executive Session As authorized by Section to consult with the Board s attorney for legal advice on any matter listed on the agenda, pending or contemplated litigation, settlement offers, or any matter in which the duty of the Board s attorney to the Board under the Texas Disciplinary Rules of Professional Conduct of the State Bar of Texas clearly conflict with the provisions of Chapter 551 of the Texas Open Meetings Act. 7. Action as a Result of Executive Session 8. Other Business BREAK (Reconvene meeting in the Metroplex Conference Room) 9. Board Development Data Management Unit Presentation by: Michael Nicholas Adjourn Workforce Board of Directors Meeting Agenda July 21, 2015 Page 2

4 Agenda Item #3a June 23, 2015 Meeting Minutes Workforce Board of Directors Meeting Minutes of June 23, 2015 North Central Texas Council of Governments Regional Transportation Council Room 616 Six Flags Drive Arlington, TX MEMBERS PRESENT: 16 Carlton Tidwell James Stegall Mike Hinojosa Catherine Tietjen Jennifer Suguitan Roger Harris, Vice Chair David Bristol, Secretary Larry Barnett Roselyn Lane Earl Woolbright Marty Thompson Scott McCune Elaine Zweig Meera Ananthaswamy James Henderson Mickey Hillock, Chair MEMBERS NOT PRESENT: 13 Ada Lawniczak Emily Klement Robert Hill Brenda Kihl Kenny Weldon Rolanda Greer Charlie Martinez Lisa Huffaker Tim Stainback Debra Wakeland Mark York Edward Grand-Lienard Michael McGowan Meeting Called to Order Mickey Hillock, Board Chair called the meeting to order at 9:35 a.m. 1. Special Recognition and Introductions Dana Buckholt recognized the Choice Performance Improvement Team for presenting improved Choices assessment processes and specialized staff training development at the Texas Workforce Commission Quarterly Forum in Austin. The Team also presented their Customer Assessment Project at the International Society for Performance Improvement (ISPI) conference in San Antonio. Next stop for the Choices Team will be the Annual Texas Workforce Conference in November. Kay O Dell introduced ResCare contractor staff: Jill Brown, Director of Operations; Mike Huff, Operations Officer; and Tim Foster, Director of Market Development. 2. Declaration of Conflict of Interest There was no conflict of interest declared. 3. Special Presentation Demographic Forecast Study Mickey Hillock introduced Tim Barbee and Donna Coggeshall with North Central Texas Council of Governments Research and Information Department. Tim and Donna gave a presentation on North Central Texas 2040, How does the future look? 4. Consent Items a. May 26, 2015 Minutes Elaine Zweig made a motion to approve the Consent Items listed. Roselyn Lane seconded the motion. None opposed. Consent Items were approved. 5. Workforce Committee Reports a. Executive Committee Report Mickey Hillock Page 1 of 3

5 Agenda Item #3a June 23, 2015 Meeting Minutes Discussion, Consideration, and Possible Action Regarding: 1. Information Regarding the Bylaws Review Committee Mickey Hillock informed the Board that WIOA is now in effect and changes will need to be made to the current bylaws and governance policies. He appointed Charlie Martinez, Kenny Weldon, and Meera Ananthaswamy to serve on the Policy review committee. The first meeting will take place on August 6 th and a recommendation will be brought to the Board in November. 2. Information Regarding the Appointment of the Nominating Committee Members Mickey Hillock appointed Meera Ananthaswamy to serve a chair of the Nominating Committee, along with Kenny Weldon, Elaine Zweig, Michael McGowan, and Ada Lawniczak. A recommendation will be presented to the Board in September for FY2016 slate of officers. b. Oversight and Accountability Committee Catherine Tietjen Discussion, Consideration, and Possible Action Regarding: 1. Action on Resolution Endorsing the Selection of ResCare Workforce Services as the Provider for Delivery of Workforce Services Catherine Tietjen presented the proposed recommendation to the Board and Cristina Medina presented the procurement oversight checklist. It was recommended that the Workforce Board of Directors endorse the selection of ResCare Workforce Services by the North Central Texas Council of Governments as the provider for the management and operations of the workforce services programs, including any necessary transition services. NCTCOG shall include appropriate contractual sanctions and/or remedies to ensure ResCare Workforce Services meets all established performance measures and provides services consistent with the policy principles of the Workforce Board. Catherine Tietjen made a motion to approve the recommendation. Elaine Zweig seconded the motion. None opposed. Earl Woolbright abstained from voting. The recommendation was approved. c. Workforce Development Committee Elaine Zweig No report d. Strategic Leadership and Business Development Committee Kay O Dell Discussion, Consideration, and Possible Action Regarding: 1. Update on Strategic Planning Kay O Dell informed the Board the Strategic Leadership Committee will meet on June 30 th to review the Board s mission, vision and values. The committee will also look at implementation of WIOA. The Strategic Plan process has been underway and scheduled to be presented to the Board in September. 6. Executive Director's Report Randy Richardson presented the May 2015 financial update. Michael Nicholas presented the May st Release performance update to the Board. Page 2 of 3

6 Agenda Item #3a June 23, 2015 Meeting Minutes Brandi Harrison gave an update on Skills Development Fund Grant. Three grants are currently being evaluated by Texas Workforce Commission totaling over $1.8 million. Ranger College will be submitting a grant around September 1 for $1.1 million alone. North Central is out-performing all other boards in skills development contracts. George Pavelek gave an update to the Board on performance improvement. The Business Development Team is currently working on a business system model as a result of the new business model adopted by the Board. 7. Announcement of Executive Session There was no Executive Session held. 8. Any Action as a Result of Executive Session There was no action taken. 9. Other Business There was no other business. 10. Board Development Elizabeth Barron educated the Board on who and what the Quality Assurance Unit does. Jack Snow educated the Board on investigation and resolution of alleged fraud, waste, and abuse. Debra Kosarek educated the Board on continuous improvement including an update on Baldrige. Adjourn The meeting was adjourned at 11:21 a.m. Page 3 of 3

7 Agenda Item #4 Workforce Committee Reports a. Executive Committee Roger Harris Discussion, Consideration, and Possible Action Regarding: b. Oversight and Accountability Committee Catherine Tietjen Discussion, Consideration, and Possible Action Regarding: 1. Action: Adoption of Interim Guidelines for Implementation of WIOA: Accepting, Disbursing, and Spending Funds 2. Action: Adoption of Interim Guidelines for Implementation of WIOA: Oversight and Accountability 3. FY2016 Budget Preview 4. Board Performance 5. TWC Monitoring Draft Report c. Workforce Development Committee Elaine Zweig Discussion, Consideration and Possible Action Regarding: 1. Action: Adoption of Child Care Policy Regarding Texas Rising Star Reimbursement Rate Increase 2. Action: Adoption of Child Care Policy Regarding Child Care Initial and Re- Certification Eligibility Guidelines d. Strategic Leadership and Business Development Committee Kay O Dell Discussion, Consideration, and Possible Action Regarding: 1. Action: Adoption of the Board s New Mission, Vision, and Values 2. Strategic Leadership Committee Update 3. Skills Development Fund Grant Report

8 Agenda Item #4b1 Adoption of Interim Guidelines for Implementation of WIOA: Accepting, Disbursing, and Spending Funds Background: The U.S. Department of Labor is proposing, through rulemaking, to implement titles I and III of the Workforce Innovation and Opportunity Act of 2014 (WIOA). Through the rule making process, the Department proposes to implement job training system reform and strengthen the workforce investment system. The Notice of Proposed Rule Making (NPRM) intends to provide guidance for statewide and local workforce investment systems. The NPRM recognizes that is appropriate in some instances for single organizations to fulfill multiple roles but states that a written agreement between the Local Board, CEO and the organization fulfilling multiple roles is the best method to limit conflict of interest or the appearance of conflict of interest, minimize fiscal risk, and develop appropriate firewalls within a single entity performing multiple functions. Proposed clarifies how entities performing multiple functions in a local area demonstrate internal controls and prevent conflict of interest. The proposed provision requires a written agreement with the Local Board and Chief Elected Official(s)(CEO) when a single entity operates in more than one of the following roles: Local fiscal agent Local board staff One-Stop Operator Direct provider of career services or training services Any organization that has been selected or otherwise designated to perform more than one of these functions must develop a written agreement with the Local Board and chief local elected official to clarify how the organization will carry out its responsibilities while demonstrating compliance with the Workforce Innovation and Opportunity Act and corresponding regulations, relevant Office of Management and Budget circulars, and the State s conflict of interest policy. Legal counsel representing both the Board and the North Central Council of Governments have met and determined that the best way to approach compliance with is to begin deliberations and to issue appropriate guidance. Over the next few months the Board will be asked to adopt various Interim Guidance for Implementation of WIOA which will serve as the framework for a tri-party agreement between the Board, the CEOs and the NCTCOG. Recommendation: It is recommended that the Workforce Board of Directors adopt Interim Guidelines for Implementation of WIOA: Accepting, Disbursing, and Expending Workforce Board Funds. Effective Date: July 21, 2015 Attachment: Interim Guidelines for Implementation of WIOA: Accepting, Disbursing and Expending Funds

9 Agenda Item #4b1 Adoption of Interim Guidelines for Implementation of WIOA: Accepting, Disbursing, and Spending Funds Interim Guidelines for Implementation of WIOA: Accepting, Disbursing and Expending Funds Date of Approval: Effective Date: Policy Topic: Description: Revision History: Scheduled for Review: Administering Department: DEFINITIONS: NCTCOG North Central Texas Council of Governments WF Board North Central Texas Workforce Development Board NCTCOG Board Board of Directors for the North Central Texas Council of Governments POLICY STATEMENT: Whereas the North Central Texas Council of Governments (NCTCOG) is the designated fiscal agent for the North Central Texas Workforce Development Board (Board) dba workforce Solutions for North Central Texas, the Board authorizes the NCTCOG to accept, disburse and expend funds for the purposes of assisting in the administration of all funds, grants, gifts, tax-deductible contributions and other revenue subject to the oversight of the Board. A Fiscal Agent Agreement shall be negotiated by the Board, the Board s Chief Elected Officials and the designated Fiscal Agent, approved by the Board and reviewed when necessary, but at least every four years. The designation of NCTCOG as the Board s fiscal agent does not relieve the Board of liability for the misuse of funds. The Board must ensure that the fiscal agent has clearly defined roles and responsibilities that include: Receiving and disbursing funds on behalf of the Board Ensuring sustained fiscal integrity and accountability for expenditures of funds in accordance with OMB circulars, program contracts, the corresponding Federal regulations and State policies and Board policy Responding to audit financial findings Maintaining proper accounting records and adequate documentation Asset Management Maintaining required insurance policies Prepare an Annual Budget Preparing financial reports in a format acceptable to the Board

10 Agenda Item #4b1 Adoption of Interim Guidelines for Implementation of WIOA: Accepting, Disbursing, and Spending Funds Provide technical assistance to One-Stop Operators and service providers regarding fiscal issues At the direction of the Board, procure contracts or obtain written agreements At the direction of the Board, conduct financial monitoring of service providers Ensure an independent audit of all grants and contracts subject to Board oversight ACTIONS REQUIRED: Fiscal Agent Agreement A Fiscal Agent Agreement shall clearly identify the responsibilities of the NCTCOG, the Board, the One-Stop Operator and Contracted Service Providers. It should identify conditions where the agreement would be terminated and also the administrative fees and/or indirect costs for the NCTCOG. The Fiscal Agent Agreement shall also be used to identify additional responsibilities such as program management or budget control. Receiving and Disbursing Funds on Behalf of the Board Generally, NCTCOG will receive funds and make all disbursements on behalf of the Board. All transactions will be recorded in project accounts established by the NCTCOG. Sufficient documentation must be maintained by the NCTCOG to allow the NCTCOG s external auditor to perform adequate fiscal and compliance audits of the Board s funds. It is unacceptable for the NCTCOG to directly disburse funds to an organization prior to receiving supporting documentation for the disbursement of Board funds. Ensuring Sustained Fiscal Integrity and Accountability for Expenditures of Funds Effective control and accountability must be maintained for all cash, real and personal property and other assets funded by public funds. NCTCOG is responsible for recording all receipts and disbursements. Where appropriate, the NCTCOG should maintain budgets for total program activity and the individual activity for entities participating the programs. Responding to Audit Financial Findings The NCTCOG is responsible for follow-up and corrective action on all audit findings. The NCTCOG must prepare a summary schedule of audit findings and the corrective action plan addressing such findings for review by the Board. Maintaining Proper Accounting Records NCTCOG must maintain records which adequately identify the source and application of funds. These records must contain information pertaining to grant or sub grant awards and authorizations, obligations, unobligated balances, assets, liabilities, outlays or expenditures, and income. Asset Management NCTCOG is responsible for maintaining fixed asset records for any items exceeding the capitalization level of the NCTCOG policy. In addition, NCTCOG is responsible for maintaining inventory records for any items, as required by grant contracts. When grant assets are located at a location, the location should be identified on the inventory records. Verification of assets should be accomplished according to NCTCOG policy and should

11 Agenda Item #4b1 Adoption of Interim Guidelines for Implementation of WIOA: Accepting, Disbursing, and Spending Funds include those assets acquired on behalf of the Board. An annual physical inventory must be conducted and reconciled with property records for equipment was purchased in whole or in part with Board funds. The entity that has physical custody of the fixed asset has the responsibility for providing insurance coverage for the asset(s). The reporting of these assets to the Board should be included in the Fiscal Agent Agreement. Maintaining Fidelity Bond NCTCOG shall ensure that all insurance or bond policies required by grant authorities and/or the Board are valid, premiums are paid to date, the company is authorized to provide the bonding or insurance, and the company is not in receivership, bankruptcy or some other status that would jeopardize the ability to draw upon the policy. Preparing an Annual Budget NCTCOG shall prepare an annual budget that expresses the annual business plan for the Board in financial terms by providing a one year forecast of income and expenses. The budget shall also anticipate the level of funding required to deliver the services and projects outlined in grants and contracts and to meet contracted performance measures under those grants and contracts. NCTCOG shall prepare an annual budget for approval by the Board. The budget will allow the Board to compare actual expenditures or outlays with budget amounts for each grant or contract as well as for functional classification and cost category. A budget shall be submitted to the Board within timeframes prescribed and in a format that allows the Board to meet the requirements prescribed for each grant or contract. Written Board approval must be obtained prior to making budget changes or revisions that meet or exceed applicable thresholds defined in the Fiscal Agent Agreement. In preparing the annual budget NCTCOG shall at a minimum consider the following: Direct Costs o Salaries and wages o Fringe benefits o Equipment o Supplies o Travel o Consultants o One-Stop Operations o Other Direct Costs Facilities and Administrative Costs (Indirect Costs) o Information Technology and Support o Audit and Legal o Administrative Staff o Staffing and Human Resources Support o Other Indirect Costs

12 Agenda Item #4b1 Adoption of Interim Guidelines for Implementation of WIOA: Accepting, Disbursing, and Spending Funds Preparing Financial Reports NCTCOG is responsible for submitting all required reports to the Board s funding sources. The One-Stop Operator and Contracted Services Providers are responsible for providing required information to the NCTCOG in a timely manner to allow for preparation of the required reports. Reporting responsibilities will be detailed in a Fiscal Agent Agreement to be negotiated by the Board, the Board s Chief Elected Officials and the designated Fiscal Agent. Provide Technical Assistance to One-Stop Operators and Contracted Service Providers Occasionally it may be necessary for the NCTCOG to provide One-Stop Operators and Contracted Services Providers with technical assistance to strengthen their ability to manage public funds. Requests for technical assistance and information regarding the use of public funds should be submitted in the form of a written request. Where a written request is deemed to be within the authority granted to the NCTCOG by the Board the NCTCOG may provide such technical assistance. Where a written request is deemed to be outside of the authority granted to the NCTCOG by the Board, the request should be forwarded to the Board s Executive Committee for review and direction. Procuring Contracts NCTCOG is responsible, in accordance with good administrative practices and sound business judgement, for the settlement and satisfaction of all administrative and contractual issues arising out of Contractor procurements, including micro-purchases. NCTCOG shall establish written procurement procedures that result in procurements that comply with the standards of the Texas Workforce Commission Financial Manual for Grants and Contracts (FMGC). Obtaining Written Contracts and Financial Agreements The cost plus a percentage of cost and cost plus a percentage of construction methods shall not be used in contracting of federal or state funds. The type of contract used should coincide with 1) the degree and timing of responsibility assumed by the subcontractor for costs, and 2) the amount and nature of the profit incentive offered for achieving or exceeding specified standards or goals (if applicable). All contracts must contain necessary elements to ensure that all parties understand the terms of the agreement. Conducting Financial Monitoring of One-Stop Operators and Contracted Service Providers NCTCOG, at the direction of the Board, shall ensure that ongoing auditing of One-Stop Operators and Contracted Service Providers is properly conducted, documented and reported. The contracting entity must ensure that all applicable assurances are included and that the legal instrument is consistent with the standards in the FMGC.

13 Agenda Item #4b1 Adoption of Interim Guidelines for Implementation of WIOA: Accepting, Disbursing, and Spending Funds Ensuring an Independent Audit of Grants and Contracts The Board passes federal and/or state funds through to the NCTCOG to carry out its programs. The Board must assume oversight responsibilities for those funds. The NCTCOG must have a single or program-specific audit performed by an independent auditor. The Single Audit reporting package must be submitted to the Board within the earlier of 30 days after receipt of the auditor s report(s) or nine months after the end of the audit period, unless a longer period is agreed to in advance by the Board.

14 Agenda Item #4b2 Adoption of Interim Guidelines for Implementation of WIOA: Oversight and Accountability Background: The U.S. Department of Labor is proposing, through rulemaking, to implement titles I and III of the Workforce Innovation and Opportunity Act of 2014 (WIOA). Through the rule making process, the Department proposes to implement job training system reform and strengthen the workforce investment system. The Notice of Proposed Rule Making (NPRM) intends to provide guidance for statewide and local workforce investment systems. The NPRM recognizes that is appropriate in some instances for single organizations to fulfill multiple roles but states that a written agreement between the Local Board, CEO and the organization fulfilling multiple roles is the best method to limit conflict of interest or the appearance of conflict of interest, minimize fiscal risk, and develop appropriate firewalls within a single entity performing multiple functions. Proposed clarifies how entities performing multiple functions in a local area demonstrate internal controls and prevent conflict of interest. The proposed provision requires a written agreement with the Local Board and Chief Elected Official(s)(CEO) when a single entity operates in more than one of the following roles: Local fiscal agent Local board staff One-Stop Operator Direct provider of career services or training services Any organization that has been selected or otherwise designated to perform more than one of these functions must develop a written agreement with the Local Board and chief local elected official to clarify how the organization will carry out its responsibilities while demonstrating compliance with the Workforce Innovation and Opportunity Act and corresponding regulations, relevant Office of Management and Budget circulars, and the State s conflict of interest policy. Legal counsel representing both the Board and the North Central Council of Governments have met and determined that the best way to approach compliance with is to begin deliberations and to issue appropriate guidance. Over the next few months the Board will be asked to adopt various Interim Guidance for Implementation of WIOA which will serve as the framework for a tri-party agreement between the Board, the CEOs and the NCTCOG. Recommendation: It is recommended that the Workforce Board of Directors adopt Interim Guidelines for Implementation of WIOA: Oversight and Accountability. Effective Date: July 21, 2015 Attachment: Interim Guidelines for Implementation of WIOA: Oversight and Accountability

15 Agenda Item #4b2 Adoption of Interim Guidelines for Implementation of WIOA: Oversight and Accountability Interim Guidelines for Implementation of WIOA: Oversight and Accountability Date of Approval: Effective Date: Policy Topic: Board Governance Description: Provide guidance to Board staff and the Board s Oversight and Accountability Committee regarding scope and responsibilities for oversight and accountability. Revision History: Scheduled for Review: July 16, 2016 Administering Department: Policy, Planning and Public Affairs DEFINITIONS: Major Procurement As defined in the Texas Workforce Commission Financial Manual for Grants and Contracts (FMGC) POLICY STATEMENT: In highly functioning organizations, boards delegate much responsibility to the staff. However, delegation does not absolve the board of its responsibility to be well informed about matters related to fiscal accountability, compliance and quality and to ensure that oversight takes place. The Board s Oversight and Accountability Committee is expected to examine the evidence of the organization and programmatic quality in greater detail than the full board and discuss emerging implications with board leadership and senior staff members. Responsibilities for oversight include but are not limited to: Monitor and assess the effectiveness of the organization s programs. Monitor and assess the effectiveness and capacity of the Board s fiscal and administrative agent. Ensure that the budget adequately reflects the goals of the organization. Be aware of, but not micromanage or interfere with, the administration and operation of Board programs and finances. Evaluate outcomes to ensure that they are consistent with the mission and values of the organization. Roles The professional staff is responsible for the contracted programs administered by the organization, defining the outcomes expected for each program and for the organization as a whole and then designing and delivering services consistent with those objectives. The Oversight and Accountability Committee should insist that all programs have such objectives, that senior staff members are conscious about designing activities consistent with these objectives, and that they are collecting evidence that these objectives are being attained. The Committee should insist that conversations about quality are based on meaningful measures of performance to improve outcomes. Contracted performance measures such as job placement data,

16 Agenda Item #4b2 Adoption of Interim Guidelines for Implementation of WIOA: Oversight and Accountability and average wage gains should not be a substitute for assessing organizational quality, and the ability to achieve its intended outcomes. Oversight Areas Oversight areas that shall report to the Board through the Oversight and Accountability Committee Fiscal 1. Review budgets and budgetary status reports including individual activity for each contract awarded to the Workforce Board. 2. Review processes and internal controls used to ensure integrity of financial systems. 3. Review the annual single audit of the Workforce Board s fiscal agent. 4. Review the annual external monitoring report for Workforce Board programs. 5. Review all internal audit reports for Workforce Board funds. 6. Review fiscal policies. 7. Review asset management and control reports. 8. Reviewing supporting documentation authorizing the disbursement of Workforce Board funds. 9. Follow up reports on corrective action plans. Programs 1. Review of contract and regulatory compliance reports. 2. Review the annual external monitoring report. 3. Review all internal monitoring reports. 4. Follow up reports on corrective action plans. Planning 1. Ensure a clear, fair and transparent planning process with appropriate engagement of key stakeholders Procurement 1. Review major procurements for fairness, adherence to policy, and transparency 2. Review major procurements for cost reasonableness 3. Review of reports regarding compliance with procurement law and regulations Technology 1. Reviewing up time for all systems 2. Review general technology plans, policies and key technology strategies Staffing 1. Review of assessment techniques and evaluation processes for job applicants 2. Review of competitive hiring process 3. Review of reports concerning compliance with employment law and regulations 4. Review of classification and qualification information 5. Review of Employee Engagement Survey results. 6. Review of Equal Opportunity compliance reports Board Policies, Code of Conduct and Code of Ethics ACTIONS REQUIRED: The Oversight and Evaluation Committee shall meet when necessary but at least every other month. Board staff shall support the Committee to carry out its responsibilities and ensure the Committee has access to current and accurate information.

17 Agenda Item #4b3 FY2016 Proposed Budget Preview Background The available funding for FY 2016 is projected to be $66,108,404 including Child Care, Core, and Discretionary funding. This is a projected increase of approximately $920,000 or 1.4% as compared to FY 2015 (Please see Attachment A and Schedule 1 for more details). More funding information is summarized as follows: Child Care: Total Funding - Approximately $45.7 million, an increase of $3.0 million or 7.1%. New Funding - Approximately $40.4 million, an increase of $690,000 or 1.7%. Carry Over Funding - Approximately $5.4 million, an increase of $2.3 million or 78.1% Core (Those grants that the Board receives annually other than Child Care): Total Funding - Approximately $19.8 million, a decrease of $1.3 million or 6.1%. New Funding - Approximately $18.1 million, a decrease of $1.1 million or 5.8% primarily due to Workforce Innovation Opportunity Act (WIOA), Temporary Assistance for Needy Families (TANF), and Supplemental Nutrition Assistance Program (SNAP) reductions as described below: WIOA-Decrease of $695,000 or 5.6% TANF-Decrease of $130,000 or 3.9% SNAP-Decrease of $225,000 or 17.8% Carry Over Funding - Approximately $1.7 million, a decrease of $180,000 or 9.8% primarily due to WIOA, TANF, and Trade Adjustment Assistance (TAA) changes as described below: WIOA-Decrease of $155,000 or 10.1% TANF-Increase of $45,000 or 54.2% TAA-Decrease of $60,000 or 54.7% Discretionary Funding (Those grants that have a finite life and typically are not renewed): Total Funding - Approximately $580,000, a decrease of $830,000 or 58.8% primarily due to the Department of Labor (DOL) H-1B and Long Term Unemployed (LTU) decreases described below: DOL H-1B-Decrease of $740,000 or 82.6% LTU-Decrease of $50,000 or 48.3%

18 Agenda Item #4b3 FY2016 Proposed Budget Preview The $66.1 million of projected FY 2016 available funding is proposed to be allocated between the Workforce Board and its staff (including centralized functions), the Board s contractors (as pass through), and a small percentage held out as unallocated (contingency funds). The descriptions of these allocations are below. Information Workforce Board, Staff, and Centralized Functions The proposed budget for the Board, its staff, and centralized functions (including services such as janitorial, maintenance, and technology support for the Board s workforce centers) is proposed to be $9,549,458. This represents a $251,956 or 2.7% increase as compared to FY 2015 (Please see Attachment B and Schedule 2 for more details). Below is a review of the Board s major cost categories and other notable budget line items: Staffing Board staff positions are proposed to total 51 FTEs, an increase of 4.7 FTEs (10.1%) as compared to the FY 2015 budget. These changes include: Business Development Liaison (addition of 5.0 FTEs)- During FY 2015, the Board approved a modification to the Board's Business Service delivery method which would bring the subcontractor level Business Services effort to the Board level. The initial phase of the new Business Service delivery process included the hiring of two (2) Business Development Supervisor positions which were approved and hired within FY For FY 2016, the next phase of the new Business Service model will be to hire five (5) additional Business Service Liaison positions. Research and Information Systems (RIS) (reduction of.3 FTEs)-Allocation adjustment of technology staff FTEs to the Workforce department. The estimated personnel (salary, fringe benefits, and indirect costs) budget category is proposed to total $5,251,193, an increase of $695,984 or 15.3%. The increase is mainly due to the following: Additional five (5) new Business Liaison staff projected for FY 2016-The personnel costs related to these new positions are increases compared to FY Two (2) Business Development Supervisor positions approved during FY There was not any additional personnel costs budgeted for FY 2015 for the two (2) Business Development Supervisor positions approved during the May 2015 Board meeting. This was due to the cost savings from the Board staff attrition amounts totaling enough to absorb the FY 2015 costs for these two (2) new positions. This resulted in budgeted personnel cost increases for these positions within FY 2016 when compared to FY % budgeted merit increase Certain staff promotions planned for FY Fringe benefit rate increase from 43.0% 43.7%.

19 Agenda Item #4b3 FY2016 Proposed Budget Preview Child Care Quality Program Delivery TWC requires the Board to withhold two percent (2.0%) of its annual Child Care funding to dedicate to Child Care quality initiatives. The quality initiatives mainly include providing professional development training, scholarships, and equipment and materials for selected Child Care centers located within the Board s fourteen (14) county region. The proposed funds dedicated for these type activities is proposed to total $1,082,136, a decrease of $347,400 (24.3%) compared to the amounts withheld at the Board level for FY The decrease is primarily due to a combination of the following: A decrease of $920,000 of Child Care carry over-during FY 2015, the Board utilized $920,000 of Child Care carry over funding from the Board's primary Child Care contract. For FY 2016, the Board staff does not anticipate using Child Care carry over funding to supplement the quality type initiatives. An increase of $561,462 from new Child Care Quality grant-the Board staff received a new Child Care grant from TWC during FY 2015 in the amount of $561,462 which will be utilized during FY 2016 to provide additional Child Care quality activities. Equipment The equipment budget category is projected to total $424,209, an increase of $220,723 (108.5%). The primary cause for the increase is due to the projected replacement costs for various types of equipment necessary to maintain the Workforce technology infrastructure. This type of equipment includes the following: Firewalls Web security appliances Switches, routers, and servers File storage devices Voice over internet protocol (VOIP) equipment Wireless access point for the wireless network Back-up system hardware The useful life of computer equipment typically ranges from three to nine years depending on the type of equipment and the length of time support can be purchased for it. The funds included in the budget request for FY 2016 will provide funding to replace the highest priority pieces of equipment that have reached the end of its useful life. Other Budget Line Items of Note There are other FY 2016 budget line item amounts that experienced notable variances when compared to FY 2015 including Travel, Contract Services, Supplies, Staff Development, and Marketing. The proposed budget amounts for these categories total $1,011,697, an increase of $137,439 (15.7%). They are discussed in detail within Attachment B.

20 Agenda Item #4b3 FY2016 Proposed Budget Preview Special Projects Each year the Board s budget includes special projects to be administered at the Board level. This year, staff is proposing $380,000 for special projects, a decrease of $477,433 (55.7%) as compared to FY The special projects under consideration are as follows: Leasehold Improvements - $80,000 Each Year the Board makes efforts to maintain its Workforce Centers in the best possible condition to ensure customers are served effectively and efficiently. The Board staff will be reviewing all of the Workforce Centers during FY 2016 to determine where the greatest needs exist. The Board will be updated throughout the year as any modifications are made to the Workforce Centers. Website Redesign - $45,000 The Board s FY 2015 budget included a special project to redesign the Board s website in a manner which would allow for a more user friendly format including easier mobile device interaction and content management. That project is scheduled to be completed by the end of FY For FY 2016, Board staff propose further upgrades to the Board s website to include the following: Add custom pages for child care and business services. Add custom page for stakeholders to monitor regional planning and workforce research plus the ability to convene and track stakeholder meetings. Add custom page to highlight the work of selected workgroups such as the Regional Economic Development Group, the Regional AEL meetings, and the Leadership for Workforce and Educational Development. Add ability to provide event notifications. Add copy editing and graphic capability. Paperless Case File System - $200,000 Within the FY 2015 budget, funds were designated to transition the Board s Workforce Center customer case file management system to a paperless format. A request for proposal (RFP) is projected to be developed and issued by the end of FY The expenditures for the various equipment and software necessary to make the process operational is not expected to occur until FY Instructional YouTube Videos-$55,000 During FY 2015, TWC allocated to the Board new grant funding dedicated to increasing the capacity to serve the long-term unemployed within the Board s region. One of the projects included within the Board s FY 2015 special project budget to utilize this new funding was the development of a professional instructional YouTube

21 Agenda Item #4b3 FY2016 Proposed Budget Preview video. The video, once developed, would outreach customers to provide tips/training sessions, as well as recruit employers for work-based training activities. This project was not completed during FY 2015 and the associated expenditures are not projected to occur until FY Contractor Allocations Workforce Center Contractor The funding available for the Workforce Center contractor is projected to be $55.9 million, an increase of approximately $2.2 million or 4.0 % (Please see Attachment B and Schedules 3 for more details). The increase is a net result of the following: Child Care funding - Approximately $41.0 million, a $3.8 million or 10.1% increase. The increase is primarily due to the following: New Funding Increase of $130,000 or.4% Carry Over Funding Increase of $3.6 million or 216.3% increase Workforce\Non Child Care funding - Approximately $14.9 million, a $1.6 million or 9.7% decrease. The majority of the decrease is due to the net result of the following: Other Contractors New Core Funding - Approximate net decrease of $1.6 million or 11.1% in new core funding primarily due to decreases within the WIOA, TANF, and SNAP grants as described below: WIOA-Decrease of $1.0 million or 11.2% TANF-Decrease of $315,000 or 12.7% SNAP-Decrease of $200,000 or 22.3% Carry Over Core Funding-Approximate $45,000 or 2.7% increase primarily due to changes within the WIOA,TANF, and TAA grants as described below: WIOA-Increase of $70,000 or 5.3% TANF-Increase of $45,000 or 54.2% TAA-Decrease of $60,000 or 54.7% Discretionary Funding No significant changes. The Board typically subcontracts with other contractors to operate programs other than the Workforce Center related ones. The funding available for these type contracts is approximately $230,000 for FY 2016, a decrease of approximately $685,000 or 75.0%.

22 Agenda Item #4b3 FY2016 Proposed Budget Preview The decrease is due to changes within the DOL H-1B and the Industry-Recognized Skills Certification Initiative (IRSCI) grants as described below: DOL H-1B-Decrease of $658,000 or 88.3% (grant ends on March 31, 2016). IRSCI-Decrease of $25,000 or 15%. Unallocated Funding (contingency funding) The Board usually designates a portion of its funding as unallocated or contingency funding. As the year progresses these funds will either be utilized for certain projects, allocated to the Board s subcontractor, or utilized as carry over for the subsequent year. For FY 2016, approximately $450,000 is proposed to be designated as such.

23 Attachment A North Central Texas Workforce Development Board Funds Utilization Summary Prepared for Fiscal Year 2016 Budget Budget Period: 10/01/2015-9/30/2016 FY 2015 FY 2016 Comparison Available Revenue: Core Programs Funding Source Board Function Unallocated Total Board Funding Available Program Delivery Total Funding Board Function Unallocated Total Board Funding Available Program Delivery Total Funding Difference % Change Child Care Child Care Services and Local Match $2,422,836 $79,707 $2,502,543 $32,521,781 $35,024,324 $2,897,457 $150,000 $3,047,457 $32,653,364 $35,700,821 $676, % Child Care Quality 1,001,622 1,001,622 1,001, ,428 50,000 1,015,428 1,015,428 13, % Infant and Toddler Capacity and Inclusion Assistance $561, , , , , ,462 Department of Family and Protective Services 90, ,000 3,030,000 3,120,000 90, ,000 3,030,000 3,120, % Carry Over (Quality) 46,871 46,871 46,871 50,000 50,000 50,000 3, % Carry Over (Child Care Services and Local Match) 1,281,213-1,281,213 1,675,726 2,956, ,300,000 5,300,000 2,343, % Subtotal Child Care $4,795,671 $688,040 $5,483,711 $37,227,507 $42,711,218 $4,564,347 $200,000 $4,764,347 $40,983,364 $45,747,711 $3,036, % Core Programs\New Funding (Excluding Child Care) Workforce Innovations Opportunities Act (WIOA) Youth $816,428 $128,528 $944,956 2,713,218 $3,658,174 $1,006,110 $50,000 $1,056,110 $2,638,749 $3,694,859 $36, % WIOA Adult 763,157 66, ,151 3,013,890 3,844, ,707 50, ,707 2,485,327 3,418,034 (426,007) (11.08%) WIOA Dislocated Worker 983, ,919 1,163,661 3,616,845 4,780,506 1,250,943 50,000 1,300,943 3,071,699 4,372,642 (407,864) (8.53%) WIOA Rapid Response 104, , , % Trade Adjustment Assistance 2,678 5,328 8,006 1,148,695 1,156,701 2,110 2,110 1,154,591 1,156, % Temporary Assistance for Needy Families (TANF) 837,472 67, ,143 2,495,756 3,400,899 1,050,450 40,000 1,090,450 2,179,309 3,269,759 (131,140) (3.86%) Supplemental Nutrition Assistance Program Employment & Training (SNAP E&T) 151,566 29, , , , ,126 15, , , ,503 (9,542) (1.33%) SNAP\ABAWD Only 145,432 24, , , , ,207 15, , , ,996 (213,275) (40.07%) Employment Services 218,820 64, , , , ,246 20, , , ,862 (67,508) (9.57%) Non Custodial Parent-TANF 50,598 5,784 56, , ,400 70,538 5,000 75, , , % Veterans 23,392 1,988 25, , ,971 23,147 5,000 28, , ,000 6, % Subtotal Core Programs\New Funding $3,993,284 $574,822 $4,568,107 $14,645,272 $19,213,378 $4,841,584 $250,000 $5,091,584 $13,013,357 $18,104,941 ($1,108,437) (5.77%) - Core Programs\ Carry Over Funding (Excluding Child Care) - WIOA Dislocated Worker $95,000 $95,000 $604,563 $699,563 $600,000 $600,000 ($99,563) (14.23%) WIOA Adult 65,000 65, , , , ,000 (142,961) (32.27%) WIOA Youth 67,000 67, , , , ,000 85, % TAA 110, ,424 50,000 50,000 (60,424) (54.72%) TANF 81,049 81, , ,000 43, % SNAP E&T % SNAP\ABAWD Only % Employment Services , , , ,000 (8,946) (8.21%) Subtotal Core Programs\Carry Over Funding $227,000 $0 $227,000 $1,630,292 $1,857,292 $0 $0 $0 $1,675,000 $1,675,000 ($182,292) (9.81%) - Subtotal All Funding\Core Programs (Excluding Child Care) $4,220,284 $574,822 $4,795,107 $16,275,564 $21,070,670 $4,841,584 $250,000 $5,091,584 $14,688,357 $19,779,941 ($1,290,730) (6.13%) Discretionary Programs - Discretionary Programs - Other: Long-Term Unemployed $106,432 $106,432 $106,432 $55,000 $55,000 $55,000 ($51,432) (48.32%) Other: Department of Labor\H-1B 151, , , ,221 68,750 68,750 87, ,750 (740,472) (82.62%) Other: Industry-Recognized Skills Certification Initiative 0 165, , , ,485 (24,792) (15.00%) Other: Resource Administrative Grant 23,893 (4,416) 19,477 19,477 19,777 (300) 19,477 19, % Other: Child Care Attendance Automated Service , , , ,040 (11,685) (5.27%) Subtotal Discretionary Programs $281,546 ($4,416) $277,130 $1,132,002 $1,409,132 $143,527 ($300) $143,227 $437,525 $580,752 ($828,380) (58.79%) Total Funding $9,297,501 $1,258,447 $10,555,948 $54,635,073 $65,191,021 $9,549,458 $449,700 $9,999,157 $56,109,246 $66,108,404 $917, %

24 Attachment B North Central Texas Workforce Development Board Proposed FY 2016 Budget Budget Period: 10/01/ /30/2016 Comparison to FY 2015 Budget Category FY 2015 Proposed FY 2016 Amount Change Percentage Change Workforce Board, Staff, and Centralized Functions FTEs (1) % Salaries (2) $2,706,424 $3,104,736 $398, % Fringe Benefits (2) 1,163,762 1,356, , % Indirect (2) 685, , , % Occupancy 240, ,843 (2,756) (1.15%) WF Center Maintenance\Janitorial 245, , % Travel (3) 232, ,601 25, % Equipment (4) 203, , , % Child Care Quality Program Delivery (5) 1,429,536 1,082,136 (347,400) (24.30%) Contract Services (6) 496, ,291 41, % Supplies (7) 44,480 22,305 (22,175) (49.85%) Staff Development (8) 51,043 66,500 15, % Communications 284, ,428 3, % Marketing (9) 50, ,000 77, % Other 607, ,496 21, % Subtotal $8,440,069 $9,169,458 $729, % Special Projects (10) 857, ,000 (477,433) (55.68%) Total Workforce Board, Staff, and Centralized Functions $9,297,502 $9,549,458 $251, % Unallocated\Contingency (11) 1,258, ,700 (808,747) (64.27%) Total Funds Available at Board Level $10,555,949 $9,999,157 ($556,791) (5.27%) Program Delivery Total Program Delivery Workforce Center Contractor\Child Care (12) $37,227,507 $40,983,364 $3,755, % Workforce Center Contractor\Non Child Care (13) 16,497,289 14,898,397 (1,598,892) (9.69%) Total Workforce Center Contractor $53,724,796 $55,881,761 $2,156, % Other Contractors (14) 910, ,485 (682,791) (75.01%) $54,635,072 $56,109,246 $1,474, % Total $65,191,021 $66,108,404 $917, % Change % Percentage of Total Workforce Board, Staff, and Centralized Functions to Allocated Funding 14.54% 14.54% 0.00% 0.01% Percentage of Program Delivery to Allocated Funding 85.46% 85.46% 0.00% 0.00%

25 Attachment B-Notes T (1) During FY 2015, the Board approved a modification to the Board's Business Service delivery method which would bring the subcontractor level Business Services effort to the Board level. The initial phase of the new Business Service delivery process would be the hiring of two (2) Business Development Supervisor positions. These two (2) additional FTEs were approved by the Board in May of The next phase of the new Business Service model will be to hire five (5) additional Business Service Liaison positions. These additional five (5) positon are included within the FY 2016 FTE count. The net result of the additional five (5) Business Service Liaison FTEs plus a reduction of.3 RIS (technology) FTEs totals the overall increase of 4.7. (2) The personnel cost increase was primarily due to the additional five (5) Business Services Liaison FTEs plus the two (2) Business Development Supervisor positions described in Note 1 above. The five (5) new Business Service Liaison FTEs are new budgeted positions for The two (2) new Business Development supervisor FTEs were approved during FY 2015 but no additional personnel costs were added to the FY 2015 budget due to sufficient staff attrition amounts available to absorb the costs. This causes an increase for personnel costs when FY 2016 budgeted amounts are compared to FY Also contributing to the salary increase was a budgeted 3% merit increase, certain staff promotions, and fringe benefit rate increased from 43.0% to 43.7%. (3) The increase is primarily due to the projected travel of the additional five (5) Business Service Liaison FTEs. (4) The primary cause for the increase within this budget category is due to the projected replacement costs for various types of equipment necessary to maintain the Workforce technology infrastructure. The type of equipment includes firewalls, web security appliances, switches, routers, servers, file storage devices, voice over internet protocol (VOIP) equipment, wireless access point for the wireless network, and backup system hardware. (5) Board staff project a decrease of $920,000 of Child Care carry over funding utilized from the Board's primary Child Care contract to supplement the quality type initiatives. This plus a projected increase of $560,000 from a new Child Care Quality grant designated for quality activities is the primary reason for the overall decrease. (6) The increase is primarily due to the anticipated costs for a strategic planning and continuous improvement consultant. (7) The decrease is primarily due to the reduction in kiosks and swipe card purchases planned for the Workforce Center customer tracking system. (8) The increase is primarily due to additional staff trainings, certifications, and applications such as the Quality Texas applications, facilities management training, and the International Economic Development Council certification. (9) The primary cause for the increase is due to the American Job Center branding requirement within the new WIOA guidelines. (10) The special projects projected for FY 2016 include paperless case file system ($200,000), U-tube training video ($55,000), leasehold improvements for the Workforce Centers ($80,000), and Workforce Board website upgrades ($45,000),. (11) The majority of the decrease is due to the situation in which a new grant was received in FY 2015 but not projected to be allocated until FY The Infant and Toddler Inclusion and Assistance grant totaled approximately $560,000 and will not be utilized until FY (12) The increase is due to a combination of an approximate $130,000 increase in new child care funding and a $3.6 million anticipated increase in carry over funding. (13) The decrease is primarily due to a net combination of a decrease in new core funding of approximately $1.6 million (primarily a reduction in WIOA, SNAP, and TANF funding) and an increase in core funding carry over of approximately $45,000 (primarily WIOA and TANF funding). (14) The decrease is due to a decrease within the DOL H-1B grant funding of $658,000 ( grant ends on March 31, 2016) and a decrease of approximately $25,000 within a grant referred to as the Industry-Recognized Skills Certification Initiative. Both of these funding sources are allocated to sub-contractors other than the Board's selected Workforce contractor.

26 Schedule 1 Grant Summary Comparison FY 2016 to FY Child Care New Core New Discretionary Child Care Carry Over Core Carry Over $65,191,021 $66,108,404 $917, %

27 Schedule 2 FY 2015 Board Budget Compared to Program Delivery FY 2016 Board Budget Compared to Program Delivery 14.54% 14.54% Board Program Delivery Board Program Delivery 85.46% 85.46%

28 Schedule 3 FY 2015 Allocation Summary FY 2016 Allocation Summary 14.3% 1.9% 25.3% 14.4% 0.7% 22.5% 1.4% Workforce\Non Child Care 0.3% Workforce\Non Child Care Child Care Child Care Other Contractors Other Contractors Workforce Board and Staff Workforce Board and Staff Unallocated Unallocated 57.1% 62.0%

29 1 st RELEASE JUNE 2015 MONTHLY PERFORMANCE REPORT (MPR) OVERVIEW NARRATIVE According to the 1 st Release of the June 2015 Monthly Performance Report (MPR), the North Central Texas Workforce Development Board (NCTWDB) achieved a Positive Performance (+P) status or a Meeting Performance (MP) status within eight (8) of the eight (8) formally contracted performance measures for which we have available data at the 1 st Release of the June 2015 Monthly Performance Report (MPR). Average # Children Served Per Day Combined and Number of Employer Job Openings Filled performance data is not officially released at the 1 st Release of Texas Workforce Commission (TWC) processed performance data. Therefore, performance data for un-released performance measures at the 1 st Release will be reflective of May 2015 Final Release MPR performance data. Reemployment & Employer Engagement Performance Measures The Claimant Reemployment within 10 Weeks performance measure experienced a Meeting Performance (MP) status on the 1 st Release of the June 2015 Monthly Performance Report (MPR). Of the 28,437 monetarily eligible initial claimants (that became monetarily eligible from July 1, 2014 to March 31, 2015) who are subject to work search requirements, 14,912 became reemployed within 10 weeks of the date their claim was first determined monetarily eligible, which is equivalent to a 52.44% performance rate. Also, the Claimant Reemployment within 10 Weeks performance measure experienced 0.08% point increase from May 2015 (52.36% current performance; % of Target) to June 2015 (52.44% current performance current performance; % of Target). The Number of Employer Job Openings Filled performance measure is projected to experience a Positive Performance (+P) status on the 1 st Release of the June 2015 Monthly Performance Report (MPR). The Total Job Postings Filled performance measure experienced a decrease in performance from April 2015 (5,662 openings filled current performance; % of Target) to May 2015 (5,873 openings filled current performance; % of Target), which represented a 0.77% points increase. The Employer Workforce Assistance performance measure increased from a Meeting Performance (MP) on the Final Release of the May 2015 Monthly Performance Report (MPR) to a Positive Performance (+P) status on the 1 st Release of the June 2015 Monthly Performance Report (MPR). 7,082 employers received a qualifying service from October 1, 2014 to June 2015, which is equivalent to % of an 1 st Release June 2015 Monthly Performance Report Overview Narrative 1

30 incremental Target for June 2015 of 6,666 employers served, which represented a 2.20% point increase from May 2015 (6,391 employers receiving a qualifying service; % of an incremental target) to June 2015 (7082 employers receiving a qualifying service; % of an incremental target). A qualifying service consists of the following services: job postings, providing specialized testing to job seekers on behalf of an employer, performing employer site recruitment, job fairs, providing employer meeting or interview space, providing customized or incumbent worker training, entering into a subsidized/unpaid employer agreement, providing Rapid Response services, Job Development (if recorded with a valid UI Tax ID), and other services provided to employers for a fee. Common Measures At the 1 st Release of the June 2015 Monthly Performance Report (MPR), the Staff Guided Entered Employment performance measure continued to experience a Positive Performance (+P) status. Current performance increased from May 2015 (79.16% current performance; % of Target) to June 2015 (80.33% current performance; % of Target), which represented a point increase in performance. Also, the At Risk Employment Retention performance measure experienced a Meeting Performance (MP) status on the 1 st Release of the June 2015 Monthly Performance Report (MPR). The At Risk Employment Retention performance measure experienced a slight increase in performance from May 2015 (80.83% current performance; % of Target) to June 2015 (80.84% current performance; % of Target), which represented a +0.01% point increase. The Total Job Seekers Educational Achievement performance measure continued to experience a Meeting Performance (MP) status on the 1 st Release of the June 2015 Monthly Performance Report (MPR). The Total Job Seekers Educational Achievement performance experienced a small increase in performance from May 2015 (81.37% current performance; 99.96% of Target) to June 2015 (81.52% current performance; % of Target), which represented a +0.15% point increase. The WIA Youth Placement in Employment/Education performance measure experienced a Positive Performance (+P) status on the 1 st Release of the June 2015 Monthly Performance Report (MPR). The WIA Youth Placement in Employment/Education performance measure experienced an increase in current performance from May 2015 (74.00% current performance; % of Target) to June 2015 (74.38% current performance; % of Target), which was reflective of a 0.38% point increase from the previously month. Finally, the WIA Youth Literacy/Numeracy Gains performance measure continued to experience a Positive Performance (+P) status. Current performance increased from May 2015 (63.01% current 1 st Release June 2015 Monthly Performance Report Overview Narrative 2

31 performance; % of Target) to June 2015 (63.21% current performance; % of Target), which represented a 0.02% point increase in performance. Program Participation Performance Measures The Choices Full Work Rate All Family Total performance measure continued to experience a Meeting Performance (MP) status on the 1 st Release of the June 2015 Monthly Performance Report (MPR). Of the 193 participants/customers in the performance population, 97 participants/customers met their required participation hours through paid employment. Also, the Choices Full Work Rate performance measure experienced a performance decrease from May 2015 (50.52% current performance; % of Target) to June 2015 (49.98% current performance; 99.96% of Target), which was equal to a -0.54% point decrease. Since the Texas Workforce Commission does not release official child care performance data on the 1st Release of the Monthly Performance Report (MPR), performance data provided below is reflective of May 2015 performance data. According to the Final Release of the May 2015 Monthly Performance Report (MPR), the Average # Children Served Per Day Combined performance measure experienced a Meeting Performance (MP) status. The average children served per day in child care was 5,150 (95.46% of Target) for the month of May 2015, which was an increase from April 2015 (5,101; 94.55% of Target). 1 st Release June 2015 Monthly Performance Report Overview Narrative 3

32 Ranking Data According to the 1 st Release of the June 2015 Monthly Performance Report (MPR), the North Central Texas Workforce Development Board (NCTWDB) is ranked 14 th of 28 Boards and 4 th of 7 Large Boards with an average rank of per formally contracted performance measure. 1 st Release June 2015 Monthly Performance Report Overview Narrative 4

33 June st Release MPR Performance Overview

34 June st Release MPR Meeting Performance (MP) or Positive Performance (+P) within 8 of 8 formally contracted performance measures: Performance Status # of Measures Positive Performance 4 Meeting Performance 4 Negative Performance 0

35 June st Release MPR North Central Texas WDB is currently at Meeting Performance (MP) or Positive Performance (+P) within 3 of the 3 REEM measures. REEMPLOYMENT AND EMPLOYER ENGAGEMENT MEASURES PERFORMANCE MEASURES TARGET CURRENT PERFORMANCE PERCENTAGE OF CURRENT TARGET NUMERATOR (Successful Outcomes) DENOMINATOR (Population) PERFORMANCE STATUS CHANGE FROM PREVIOUS MONTH Claimants Reemployed within 10 Weeks # of Employer Job Openings Filled (May 2015 MPR Data) # of Employers Receiving Workforce Assistance 50.80% 52.44% % 12,865 24,568 MP +0.08% 5,069 EOY Target: 6,852 6,143 EOY Target: 8,236 5, % 5, P -0.77% 7, % 7, P +2.20%

36 June st Release MPR North Central is currently at Meeting Performance (MP) or Positive Performance (+P) within 5 of the 5 Common Measures. COMMON MEASURES PERFORMANCE MEASURES TARGET CURRENT PERFORMANCE PERCENTAGE OF CURRENT TARGET NUMERATOR (Successful Outcomes) DENOMINATOR (Population) PERFORMANCE STATUS CHANGE FROM PREVIOUS MONTH Staff-Guided Entered Employment (Target Decrease from 71.70% to 71.30% on May 2015 MPR) 71.30% 80.33% % 4,039 5,028 +P +1.17% At Risk Employment Retention 78.00% 80.84% % 10,938 13,530 MP +0.01% Total Job Seekers Educational Achievement (Target Increase from 79.50% to 81.40% on May 2015 MPR) WIA Youth Placement in Employment or Education WIA Youth Literacy/Numeracy Gains 81.40% 81.52% % MP +0.15% 69.00% 74.38% % P +0.38% 58.00% 63.21% % P +0.20%

37 June st Release MPR North Central is currently at Meeting Performance (MP) within 2 of the 2 Program Participants measures. PROGRAM PARTICIPATION PERFORMANCE MEASURES TARGET CURRENT PERFORMANCE PERCENTAGE OF CURRENT TARGET NUMERATOR (Successful Outcomes) DENOMINATOR (Population) PERFORMANCE STATUS CHANGE FROM PREVIOUS MONTH Choices Full Work Rate - All Family Total Avg Children Served Per Day- Combined (May 2015 MPR Data) 50.00% 49.98% 99.96% MP -0.54% 5,395 5, % 890, MP +49

38 June st Release MPR North Central is currently ranked 14 th of 28 Boards and 4 th of 7 Large Boards. BOARD AVERAGE RANK PER CONTRACTED PERFORMANCE MEASURE ALL BOARD RANKING LARGE BOARDS RANKING Alamo Dallas County Gulf Coast Lower Rio Grande North Central Tarrant County Upper Rio Grande

39 QUESTIONS?

40 NORTH CENTRAL TEXAS WORKFORCE DEVELOPMENT BOARD Virtual OneStop VOScan Monthly Report June 2015

41 Job Seekers Job Seekers 1,500 1,200 NORTH CENTRAL TEXAS WORKFORCE DEVELOPMENT BOARD WORKFORCE CENTERS TRAFFIC VOLUME JUNE 2015 UNDUPLICATED JOB SEEKERS WORKFORCE CENTERS JOB SEEKERS Cleburne WFC 622 Corsicana WFC 716 Denton WFC ,500 2,000 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Cleburne WFC Denton WFC Granbury WFC Stephenville WFC Weatherford WFC Granbury WFC 273 Greenville WFC 648 McKinney WFC 731 Plano WFC 1,249 1,500 1, Stephenville WFC 350 Terrell WFC 622 Waxahachie WFC Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Corsicana WFC Greenville WFC McKinney WFC Plano WFC Rockwall WFC Terrell WFC Waxahachie WFC Weatherford WFC 613

42 Job Seekers Job Seekers 2,000 1,600 1, NORTH CENTRAL TEXAS WORKFORCE DEVELOPMENT BOARD WORKFORCE CENTERS TRAFFIC VOLUME JUNE 2015 DUPLICATED JOB SEEKERS Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Cleburne WFC Denton WFC Granbury WFC Mineral Wells WFC: Mobile WFC Stephenville WFC Weatherford WFC WORKFORCE CENTERS JOB SEEKERS Cleburne WFC 964 Corsicana WFC 1,406 Denton WFC 1,337 Granbury WFC 477 Greenville WFC 1,007 McKinney WFC 1,245 2,500 2,000 1,500 1, Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Corsicana WFC Greenville WFC McKinney WFC Plano WFC Rockwall WFC Terrell WFC Waxahachie WFC Mineral Wells WFC - MWU 47 Plano WFC 1,823 Rockwall WFC - MWU 0 Stephenville WFC 649 Terrell WFC 1,045 Waxahachie WFC 1,634 Weatherford WFC 1,132

43 NORTH CENTRAL TEXAS WORKFORCE DEVELOPMENT BOARD WORKFORCE CENTERS TRAFFIC VOLUME JUNE 2015 AVERAGE WFC VISITORS PER DAY Mineral Wells WFC - MWU, Denton WFC McKinney WFC Plano WFC Greenville WFC: Stephenville WFC, Granbury WFC, Weatherford WFC, Mineral Wells WFC Weatherford WFC Terrell WFC Workforce Centers Denton WFC, Cleburne WFC, Waxahachie WFC, Terrell WFC, Stephenville WFC Granbury WFC Cleburne WFC Waxahachie WFC Corsicana WFC Plano WFC, McKinney WFC, Greenville WFC, Corsicana WFC, Job Seekers

44 NORTH CENTRAL TEXAS WORKFORCE DEVELOPMENT BOARD WORKFORCE CENTERS TRAFFIC VOLUME JUNE 2015 MONTHLY CSTR CARD SWIPES / SERVICES PROVIDED SERVICE Cleburne WFC Corsicana WFC Denton WFC Granbury WFC Greenville WFC McKinney WFC Plano WFC Stephenville WFC Terrell WFC Waxahachie WFC Weatherford WFC Appointment ,428 Employment Consultant Personal Services Representative Choices EPS Choices WOA DARS/TRC Experience Works Job Fair Self Service Registration SNAP Orientation TABE Testing UI Orientation Use Of One-Stop Resource Room 949 1,353 1, ,381 1, ,538 1,077 12,378 Veteran s Services WIA Orientation Workshops Youth Intake 1 1 TOTAL 1,248 1,637 2, ,242 2,521 3, ,245 2,170 1,492 18,093 TOTAL

45 Michael J. Nicholas, MBA Manager of Workforce Development Information Systems Workforce Solutions for North Central Texas North Central Texas Council of Governments/Workforce Development Phone: Fax:

46 OJTs Provided BCY15 OJT Target: 100 BCY15 On-The-Job Training (OJT) Services Thru June October 2014 November 2014 December 2014 January 2015 February 2015 March 2015 April 2015 May 2015 June 2015 July 2015 August 2015 September 2015 Monthly OJTs Provided Adjusted Remaining Monthly Target YTD OJT Provided Original YTD OJT Target Adjusted YTD OJT Target 2 SOURCE: TWIST Service Tracking (InfoMaker) Top OJT ONET Code Customer Category: 18 Customers Medical Assistants & Executive Secretaries/Administrative Assistants 16.21% of all OJTs Provided Cleburne Workforce Center Corsicana Workforce Center Denton Workforce Center 2 Granbury Workforce Center OTJ's by Workforce Center 13 Greenville Workforce Center 7 McKinney Workforce Center 12 Plano Workforce Center 2 Stephenville Workforce Center 7 Terrell Workforce Center 29 Waxahachie Workforce Center 5 Weatherford Workforce Center

47 Work Experience Placements BCY15 WIA Youth in Work Experience (WE) BCY15 Youth Work Experience Target: 120 Thru June SOURCE: TWIST Service Tracking (InfoMaker) October 2014 November 2014 December 2014 January 2015 February 2015 March 2015 April 2015 May 2015 June 2015 July 2015 August 2015 September 2015 Monthly WE Provided Adjusted Remaining Monthly Target YTD WE Provided Original YTD WE Target Adjusted YTD WE Target BCY15 Target Top Youth Work Experience ONET Code Customer Category: 35 Customers Office Clerks, General 42.16% of all Youth Work Experience Provided Cleburne Workforce Center Corsicana Workforce Center Cumulative Youth Work Experience by Workforce Center Denton Workforce Center Granbury Workforce Center Greenville Workforce Center McKinney Workforce Center Plano Workforce Center 14 Stephenville Workforce Center 4 Terrell Workforce Center 10 Waxahachie Workforce Center 8 Weatherford Workforce Center

48 Customers Served BCY15 Customers Served YTD Thru June 2015 SOURCE: TWIST Web Reports Customers Served Occ Voc Training SNAP E&T ADAWD SNAP E&T General Population Choices NCP Choices TANF Applicant Choices Plus WIA Adult WIA Dislocated Worker WIA Youth Rapid Response TAA TAA/Other 2 1 Youth Customers Served School Status 72.24% % In-School Youth Out-of-School Youth Cumulative Customers Served October 2014 November 2014 December 2014 January 2015 February 2015 March 2015 April 2015 May 2015 June 2015 WIA Adult WIA Dislocated Worker WIA Youth - Total WIA Youth - ISY WIA Youth OSY

49 BOARD SUMMARY REPORT - CONTRACTED MEASURES Year-to-Date Performance Periods* BOARD NAME: NORTH CENTRAL Source Notes Status Summary With Positive Performance (+P): Meeting Performance (MP): With Negative Performance (-P): % +P & MP FIRST RELEASE JUNE 2015 REPORT Contracted Measures % Measure Status % Current Current EOY Current Prior Year 2 Years YTD Num Target Target Target Perf. End Ago YE QTR 1 QTR 2 QTR 3 QTR 4 YTD Den From Reemployment and Employer Engagement Measures TWC TWC TWC Claimant Reemployment within 10 Weeks 14,912 MP % 50.80% 50.80% 52.44% 50.01% 50.04% 55.50% 49.86% 51.80% 7/14 3/15 28,437 # of Employer Job Openings Filled N/L N/L N/L n/a 6,852 N/L N/L 6,637 N/L N/L N/L N/L 7/14 3/15 N/L # of Employers Receiving Workforce Assistance P % 6,666 8,236 7,082 7,566 8,300 3,506 3,587 4,250 10/14 6/ Common Measures - Outcomes TWC LBB-NK LBB-NK DOL-C DOL-C Staff Guided Entered Employment 4,039 +P % 71.30% 71.30% 80.33% 77.40% 77.34% 78.87% 80.18% 78.47% 84.24% (State Reporting) 5,028 10/13 9/14 At Risk Employment Retention 10,938 MP % 78.00% 78.00% 80.84% 79.47% 80.07% 80.03% 80.96% 81.70% 80.77% 4/13 3/14 13,530 Total Job Seekers Educational Achievement 516 MP % 81.40% 81.40% 81.52% 82.28% 79.15% 85.23% 83.19% 76.92% 81.97% 10/13 9/ WIA Youth Placement in 151 +P % 69.00% 69.00% 74.38% 67.60% 65.83% 72.22% 80.00% 70.31% 75.47% 10/13 9/14 Employment/Education 203 WIA Youth Literacy/Numeracy Gains 67 +P % 58.00% 58.00% 63.21% 78.99% 71.75% 72.73% 57.14% 52.63% 63.64% 7/14 6/ Program Participation Measures TWC TWC Choices Full Work Rate - All Family Total 97 MP 99.96% 50.00% 50.00% 49.98% 49.58% 43.30% 50.16% 48.14% 51.64% 10/14 6/ Avg # Children Served Per Day - Combined N/L N/L N/L n/a 5,395 N/L N/L 6,157 N/L N/L N/L N/L 10/14 6/15 N/L To * Where YTD data is not available, Rolling or ARRA Grant Period data is indicated where possible. These instances are highlighted via shading/bold font in the 'From/To' columns. Note: In some cases historic data not available at time of original publication (such as when a new measure is created) has been added to the MPR retroactively to allow trend analysis. Operational Insight - MPR 4.0 Page 1 of 1

50 ALL BOARDS PERFORMANCE MEASURES STATUS SUMMARY (YEAR-TO-DATE) MONTH: June 2015 RELEASE: 1st Release Alamo Area Brazos Valley Cameron County Capital Area Central Texas Coastal Bend Concho Valley Dallas County Deep East Texas East Texas Golden Gulf Coast Crescent Heart of Texas Lower Rio Grande Middle Rio Grande North Central North East Texas North Texas Panhandle Permian Basin Rural Capital South Plains South Texas Southeast Texas Tarrant County Texoma Upper Rio Grande West Central 1 - Reemployment and Employer Engagement Measures Claimant Reemployment within 10 Weeks # 1 MP MP MP MP -P +P -P MP MP MP MP MP MP MP -P MP +P MP MP MP MP MP -P +P MP MP MP MP # of Employers Receiving Workforce Assistance # 4 MP +P +P MP +P +P MP +P +P MP MP +P +P MP MP +P MP +P +P MP MP MP MP MP MP MP +P MP 2 - Common Measures - Outcomes Staff Guided Entered Employment # 5 +P MP +P +P +P MP +P +P +P +P +P +P +P +P +P +P +P +P +P MP +P MP MP +P +P MP +P MP At Risk Employment Retention # 6 +P MP +P MP MP +P MP MP MP MP MP MP MP MP MP MP MP MP MP MP +P MP MP +P MP MP +P MP Total Job Seekers Educational Achievement # 7 MP +P +P +P +P +P +P MP -P MP +P -P +P +P +P MP +P +P +P +P +P +P +P +P +P MP MP +P WIA Youth Placement in Employment/Education # 8 -P +P +P +P +P +P +P -P -P +P +P -P MP +P +P +P +P MP +P +P +P +P MP +P +P +P MP MP WIA Youth Literacy/Numeracy Gains # 9 -P +P +P +P +P +P +P +P +P +P MP +P +P +P +P MP +P +P -P +P +P +P +P MP MP +P +P 3 - Program Participants Measures Choices Full Work Rate - All Families ## 12 +P -P +P MP +P +P MP MP +P MP +P +P -P +P MP MP +P +P +P -P MP MP +P MP +P -P +P MP Consolidated Performance Measures Summary 1.) Positive Performance (+P) ) Meeting Performance (MP) ) Negative Performance (-P) North Central Texas Workforce Development Board

51 PERFORMANCE MEASURES STATUS SUMMARY (YEAR-TO-DATE) MONTH: June 2015 RELEASE: 1st Release North Central Texas Workforce Development Board's current status is reflected by the highlight. Performance Measure Positive Performance (+P) Meeting Performance (+P) Negative Performance (-P) 1 - Reemployment and Employer Engagement Measures 1 4 Claimant Reemployment within 10 Weeks # of Employers Receiving Workforce Assistance Common Measures - Outcomes Staff Guided Entered Employment At Risk Employment Retention Total Job Seekers Educational Achievement WIA Youth Placement in Employment/Education WIA Youth Literacy/Numeracy Gains Program Participants Measures 12 Choices Full Work Rate - All Families

52 PERFORMANCE MEASURES QUARTILE PLACEMENT SUMMARY (YEAR-TO-DATE) MONTH: June 2015 RELEASE: 1st Release PERFORMANCE MEASURE QUARTILE Alamo WDB Greater Dallas WDB Gulf Coast WDB Lower Rio Grande Valley WDB North Central Texas WDB Tarrant County WDB Upper Rio Grande Valley WDB 1st Quartile nd Quartile rd Quartile th Quartile TOTAL PERFORMANCE MEASURES:

53 ALL BOARDS RANKING SUMMARY (YEAR-TO-DATE) MONTH: June 2015 RELEASE: 1st Release Alamo Area Brazos Valley Cameron County Capital Area Central Texas Coastal Bend Concho Valley Dallas County Deep East Texas East Texas Golden Gulf Coast Crescent Heart of Texas Lower Rio Grande Middle Rio Grande North Central North East Texas North Texas Panhandle Permian Basin Rural Capital South Plains South Texas Southeast Texas Tarrant County Texoma Upper Rio Grande West Central 1 - Reemployment and Employer Engagement Measures Claimant Reemployment within 10 Weeks # of Employers Receiving Workforce Assistance Average Group Rank: Common Measures - Outcomes Staff Guided Entered Employment At Risk Employment Retention Total Job Seekers Educational Achievement WIA Youth Placement in Employment/Education WIA Youth Literacy/Numeracy Gains Average Group Rank: Program Participants Measures Choices Full Work Rate - All Families Average Group Rank: Average Rank Per Performance Measure: June 2015 Overall Board Ranking: 1st Release Large Board Ranking: June st Release North Central Texas Workforce Development Board

54 LARGE BOARDS PERFORMANCE COMPARISON REPORT (YEAR-TO-DATE) MONTH: June 2015 RELEASE: 1st Release Claimant Reemployment within 10 Weeks 1 At Risk Employment Retention 6 BOARD NUM DEN % % of TARGET CURRENT TARGET PRIOR YEAR END 2 YRS PRIOR STATUS MP NUM TARGET GAP RANK BOARD NUM DEN % % of TARGET CURRENT TARGET PRIOR YEAR END 2 YRS PRIOR STATUS MP NUM TARGET GAP RANK North Central 14,912 28, % % 50.80% 50.01% 50.04% MP 13,724 1,188 5 Alamo Area 15,869 19, % % 78.00% 81.31% 79.84% +P 14,278 1,591 4 Upper Rio Grande 6,099 10, % % 54.10% 53.46% 52.28% MP 5, Upper Rio Grande 14,005 17, % % 78.00% 80.88% 79.95% +P 12,656 1,349 5 Tarrant County 12,077 22, % % 52.60% 51.82% 51.50% MP 11, Lower Rio Grande 20,042 24, % % 78.00% 81.14% 80.79% MP 18,237 1,805 9 Alamo Area 13,683 22, % 99.62% 59.80% 59.04% 58.55% MP 13, North Central 10,938 13, % % 78.00% 79.47% 80.07% MP 10, Lower Rio Grande 10,050 17, % 98.35% 57.60% 57.29% 55.31% MP 9, Tarrant County 12,327 15, % % 78.00% 79.84% 79.09% MP 11, Gulf Coast 46,432 86, % 97.69% 55.00% 54.30% 53.85% MP 45,155 1, Dallas 19,920 24, % % 78.00% 78.97% 79.03% MP 18,418 1, Dallas 18,214 33, % 96.35% 56.70% 51.98% 55.99% MP 17, Gulf Coast 41,514 53, % % 78.00% 77.76% 78.56% MP 39,280 2, Staff Guided Entered Employment 5 Total Job Seekers Educational Achievement 7 BOARD NUM DEN % % of TARGET CURRENT TARGET PRIOR YEAR END 2 YRS PRIOR STATUS MP NUM TARGET GAP RANK BOARD NUM DEN % % of TARGET CURRENT TARGET PRIOR YEAR END 2 YRS PRIOR STATUS MP NUM TARGET GAP RANK Gulf Coast 12,536 14, % % 69.50% 78.77% 74.68% +P 9,654 2,882 2 Tarrant County % % 82.40% 83.36% 79.16% +P Dallas 3,660 4, % % 62.50% 70.85% 69.80% +P 2, Lower Rio Grande % % 84.50% 90.85% 83.07% +P Tarrant County 5,820 7, % % 65.20% 72.38% 67.62% +P 4,736 1,084 7 Alamo Area % % 74.90% 80.79% 78.11% MP Lower Rio Grande 883 1, % % 72.70% 82.79% 81.42% +P North Central % % 81.40% 82.28% 79.15% MP North Central 4,039 5, % % 71.30% 77.40% 77.34% +P 3, Dallas 1,125 1, % 96.03% 74.90% 74.66% 72.65% MP 1, Alamo Area 5,090 6, % % 72.70% 77.05% 77.76% +P 4, Upper Rio Grande % 95.99% 78.40% 79.08% 82.08% MP Upper Rio Grande 3,164 4, % % 70.80% 68.63% 74.53% +P 2, Gulf Coast 1,133 1, % 85.51% 77.90% 77.78% 71.13% -P 1, North Central Texas Workforce Development Board

55 LARGE BOARDS PERFORMANCE COMPARISON REPORT (YEAR-TO-DATE) MONTH: June 2015 RELEASE: 1st Release WIA Youth Placement in Employment/Education 8 Choices Full Work Rate - All Families 12 BOARD NUM DEN % % of TARGET CURRENT TARGET PRIOR YEAR END 2 YRS PRIOR STATUS MP NUM TARGET GAP RANK BOARD NUM DEN % % of TARGET CURRENT TARGET PRIOR YEAR END 2 YRS PRIOR STATUS MP NUM TARGET GAP RANK Lower Rio Grande % % 69.00% 88.69% 82.64% +P Lower Rio Grande % % 50.00% 71.76% 63.29% +P Tarrant County % % 69.00% 72.93% 69.92% +P Tarrant County % % 48.30% 46.44% 34.01% +P North Central % % 69.00% 67.60% 65.83% +P Gulf Coast % % 39.50% 37.48% 35.74% +P Upper Rio Grande % 96.77% 69.00% 70.57% 82.56% MP Upper Rio Grande % % 37.40% 35.26% 29.58% +P Alamo Area % 93.16% 65.60% 71.55% 65.31% -P Alamo Area % % 50.00% 53.82% 47.01% +P Dallas % 92.91% 65.00% 63.64% 58.11% -P Dallas % % 38.30% 35.70% 29.20% MP Gulf Coast % 88.54% 67.00% 63.57% 63.63% -P North Central % 99.96% 50.00% 49.58% 43.30% MP WIA Youth Literacy/Numeracy Gains 9 BOARD NUM DEN % % of TARGET CURRENT TARGET PRIOR YEAR END 2 YRS PRIOR STATUS MP NUM TARGET GAP RANK Lower Rio Grande % % 58.00% 81.82% 65.19% +P Upper Rio Grande % % 58.00% 59.68% 84.44% +P Dallas % % 50.00% 53.02% 48.89% +P North Central % % 58.00% 78.99% 71.75% +P Gulf Coast % % 53.00% 48.66% 49.86% MP Tarrant County % 98.17% 58.00% 66.86% 43.35% MP Alamo Area % 94.65% 52.30% 58.39% 53.07% -P North Central Texas Workforce Development Board

56 LARGE BOARDS PERFORMANCE COMPARISON REPORT (YEAR-TO-DATE) MONTH: June 2015 RELEASE: 1st Release # of Employers Receiving Workforce Assistance 4 BOARD NUM DEN AVG SERVED PER DAY % of TARGET CURRENT TARGET PRIOR YEAR END 2 YRS PRIOR STATUS MP SERVED TARGET GAP RANK Gulf Coast 24, % P 19,703 4,993 2 Upper Rio Grande 3, % P 3, Dallas 9, % P 8,299 1, North Central 7, % P 6, Alamo Area 7, % MP 6, Lower Rio Grande 3, % MP 3, Tarrant County 5, % MP 4, North Central Texas Workforce Development Board

57 Agenda Item #4c1 Adoption of Child Care Policy Regarding Texas Rising Star Reimbursement Rate Increase Background: The Texas Rising Star (TRS) program is the quality rating and improvement system for Texas. The system assists low-income parents served by the Child Care Services (CCS) program to have access to quality child care programs that will help prepare children to succeed in school. New rules for this program were approved by the Texas Workforce Commission (TWC) on February 16, 2015 in response to 2013 Texas legislation. TRS is a voluntary program for child care providers that exceed the State s Minimum Child Care Licensing Standards. There are three levels of TRS certification: 2-Star, 3-Star, and 4-Star. Information: Currently, a single enhanced rate of a minimum of 5 percent is paid to providers that attain any of the star ratings, as long as the enhanced rate does not exceed the actual published rate of the TRS provider. The TWC rule changes in February 2015, created tiered reimbursement rates as providers meet higher levels of TRS certification. Effective September 1, 2015, minimum reimbursement rates for a TRS provider must be greater than the maximum reimbursement rate established for a provider that is not TRS certified by at least 5 percent higher for a provider with a 2-star rating; 7 percent higher for a provider with a 3-star rating; and 9 percent higher for a provider with a 4-star rating. Boards may establish a higher enhanced reimbursement rate than those specified above, as long as there is a minimum 2 percent point difference between each star level. Providers will not be reimbursed above their published rate, per Federal rule. Texas Government Code Texas Workforce Commission Child Care Services rule (c) TWC WD-Letter Recommendation: It is recommended that the Workforce Board of Directors adopt the revised policy Child Care Reimbursement Rates including authorizing the increase in reimbursement rates for Texas Rising Star providers at the following minimum levels: 2-Star Provider 5 percent higher, 3-Star Provider 7 percent higher 4-Star Provider 9 percent higher, with a minimum of a 2 percent point difference between each star level. Effective Date: September 1, 2015 Attachments: Policy - Child Care Reimbursement Rates TRS Reimbursement Rate Schedule effective September 1, 2015

58 Agenda Item #4c1 Adoption of Child Care Policy Regarding Texas Rising Star Reimbursement Rate Increase Policy Name: Child Care Reimbursement Rates Date of Approval: July 22, 2015 Effective Date: September 1, 2015 Policy Topic: Customer Experience Description: Provides information and guidance on establishing local child care reimbursement rates. Revision History: Original, November 25, 2013 Revised, July 21, 2015 Scheduled for Review: July 21, 2019 Administering Department: Operations/Child Care DEFINITIONS: POLICY STATEMENT: Workforce Solutions for North Central Texas shall establish maximum reimbursement rates for providers of child care services to ensure that rates provide families with equal access to child care within the Workforce Development Area in a manner consistent with federal and state law, rules, and guidelines. Child care providers will be reimbursed at the Board s maximum rate or the provider s published rate, whichever is lower. The Board shall establish enhanced reimbursement rates for: 1. Child care providers participating in integrated school readiness models developed by the State Center; 2. Texas Rising Star Providers pursuant to Texas Government Code ; and 3. Child care providers that obtain Texas School Ready! certification pursuant to Texas Education Code The minimum reimbursement rates established shall be at least 5% greater than the maximum rate established for providers not meeting the requirements as stated in numbers 1-3 above for the same category of care up to, but not to exceed, the provider's published rate. The minimum reimbursement rate for a TRS provider must be greater than the maximum rate established for a provider that is not TRS certified for the same category of care by at least: 1. 5 percent higher for a provider with a 2-star rating; 2. 7 percent higher for a provider with a 3-star rating; and 3. 9 percent higher for a provider with a 4-star rating. The Board may establish a higher enhanced reimbursement rate than those specified above, as long as there is a minimum 2 percent point difference between each star level.

59 Agenda Item #4c1 Adoption of Child Care Policy Regarding Texas Rising Star Reimbursement Rate Increase The Board shall ensure that providers that are reimbursed for additional staff or equipment needed to assist in the care of a child with disabilities are paid a rate up to 190% of the provider's reimbursement rate for a child of that same age. The higher rate shall take into consideration the estimated cost of the additional staff needed by a child with disabilities. The Board shall ensure that a professional, who is familiar with assessing the needs of children with disabilities, certifies the need for the higher reimbursement rate. Providers that are debarred from other state or federal programs shall not be reimbursed until the debarment is lifted. ACTION REQUIRED Board staff shall periodically review provider reimbursement rates to ensure that rates comply with the requirements of this policy. Any recommendation for changes in reimbursement rates shall be submitted to Board for approval prior to being published on the Board s website. RELATED POLICIES/RESOURCES: Texas Government Code, Chapter 551 Texas Government Code Texas Workforce Commission Child Care Services rule: 40 TAC WD Letter 13-15, issued July, 2015, and entitled Establishing Local Child Care Texas Rising Star Tiered Reimbursement Rates WD Letter 04-14, Change 1, issued October 17, 2014, and entitled Establishing Local Child Care Reimbursement Rates Update WD Letter 10-07, issued February 2, 2007, and entitled Adoption of Local Workforce Development Board Policies in Open Meetings

60 Agenda Item #4c1 Adoption of Child Care Policy Regarding Texas Rising Star Reimbursement Rate Increase TRS REIMBURSEMENT RATE SCHEDULE EFFECTIVE SEPTEMBER 1, 2015 Facility Type Licensed Child Care Center Licensed Child Care Home Registered Child Care Home Facility Type Licensed Child Care Center Licensed Child Care Home Registered Child Care Home Full Time Reimbursement Rate 2-Star 5% 3-Star 7% 4-Star 9% Infant Toddler Preschool School Age Infant Toddler Preschool School Age Infant Toddler Preschool School Age Part Time Reimbursement Rate 2-Star 5% 3-Star 7% 4-Star 9% Infant Toddler Preschool School Age Infant Toddler Preschool School Age Infant Toddler Preschool School Age

61 Agenda Item #4c2 Adoption of Child Care Policy on Child Care Initial and Re-Certification Eligibility Guidelines Background: The Texas Workforce Commission requires that Board s establish a recertification timeframe for all families who receive subsidized child care services. In March 2007, the Board approved a recommendation that required all families to be recertified for eligibility every nine (9) months. This was to allow for more frequent re-determinations of eligibility, in order to assist in lowering disallowed costs to customers who were no longer eligible for the services they were receiving. Information: Effective no later than October 2016, the federal Child Care Development Block Grant Act of 2014, requires States to go to a one (1) year eligibility period for all customers receiving subsidized care. In order to be in compliance with this rule, staff recommends moving forward to a one (1) year recertification period effective September 1, This change will benefit customers and staff, as each case will only have to be recertified one time every 12 months. Customers will still be required to notify child care services of any changes that may affect their eligibility. Recommendation: It is recommended that the Workforce Board of Directors adopt the revised policy Initial and Re-Certification Eligibility Guidelines to include a 12 month redetermination of eligibility for customers who receive subsidized child care services. Effective Date: September 1, 2015 Attachment: Policy - Initial and Re-Certification Eligibility Guidelines

62 Agenda Item #4c2 Adoption of Child Care Policy on Child Care Initial and Re-Certification Eligibility Guidelines Policy Name: Initial and Re-Certification Eligibility Guidelines Date of Approval: July 22, 2015 Effective Date: September 1, 2015 Description: To provide information and guidance on establishing initial and re-certification criteria for child care eligibility. Revision History: Effective, March 27, 2013 Revised, July 22, 2015 Scheduled for Review: July 22, 2019 Policy Topic: Child Care Eligibility Administering Department: Operations/Child Care DEFINITIONS: POLICY STATEMENT: Eligible families of children under the age of 13 may receive child care assistance so that parents can work, attend school or participate in training. Workforce Solutions for North Central Texas shall establish eligibility guidelines for children receiving subsidized child care services in accordance with applicable Federal and State law, regulations and guidelines. For a child to be eligible for child care services the child must: 1. Meet the following age requirements: a. Be under thirteen (13) years of age; or b. Be a child with a disability under nineteen (19) years of age; 2. Be a U.S. Citizen or legal immigrant as determined under applicable federal laws, regulations, and guidelines; and 3. Meet the following residential requirements: a. Reside with a family within the Workforce Solutions for North Central Texas Board area with a family income that does not exceed 85% of the State Median Income (SMI); and b. With parents who required child care in order to work or attend a job training or educational program for an average of 25 hours per week for a singleparent family or an average of 50 hours per week for a two-parent family or if a teen parent, to complete high school or the equivalent. c. Reside with a person standing in loco parentis for the child while the child s parent is on military deployment; 4. Meet with all applicable requirements of the Parent Responsibility Agreement.

63 Agenda Item #4c2 Adoption of Child Care Policy on Child Care Initial and Re-Certification Eligibility Guidelines Parents attending a program that leads to a post-secondary degree from an institution of higher education may be eligible to receive up to four (4) years of subsidized child care if the parent: 1. Maintains or exceeds an overall cumulative grade point average of C or a 2.0 on a four point scale; and 2. Remains in good standing with the educational institution in which the parent is enrolled. Parents enrolled in a post-secondary degree program who were receiving subsidized child care prior to March 1, 2013 may continue to receive services until March 1, 2017 provided all other eligibility criteria are met. Parents who attend an educational or training program outside of the WSNCT area and who do not reside with their child are not eligible for subsidized child care. Eligibility for subsidized child care will be re-determined every twelve (12) months. ACTIONS REQUIRED: Contractor staff must develop and implement procedures for determining a child s eligibility for child care services. RELATED POLICIES/RESOURCES: Texas Government Code, Chapter 551 Texas Government Code Texas Workforce Commission Child Care Services rule: 40 TAC

64 Agenda Item #4d1 Adoption of the Board s New Mission, Vision, and Values Background: A mission statement is a statement of the purpose of an organization, its reason for existing. It is a written declaration of an organization s core purpose and focus. A vision statement identifies what an organization would like to achieve or accomplish. The core values of an organization are those values that guide its internal conduct as well as its relationships with the external world. Information: In October of 2014, the strategic planning process for the Board began. The Strategic Planning Team includes leadership from the Board staff, the Chairman of the Strategic Leadership Committee and ancillary support staff from the NCTCOG to include Human Resources and Research and Information Systems. The Team began reviewing every aspect of the Board s strategic plan including the Mission, Vision and Core Values. Feedback on the Mission, Vision and Core Values was gathered via a worksheet and discussion regarding the results of the feedback was held in April with additional time allowed for feedback through the month of May. The Team felt strongly that the Mission, Vision and Values for the organization should come from the Board. The feedback was provided to the Board s Strategic Leadership Committee. The Committee met on June 30 th, reviewed the feedback, refined it and developed new statements. The Strategic Leadership Committee is recommending adoption of a new mission and vision statement as well as a new set of core values. Recommendation: It is recommended that the Workforce Board of Directors adopt the new Mission, Vision and Values as presented. Effective Date: July 21, 2015

65 Agenda Item #5 - Executive Director s Report Policy Review ResCare Workforce Services Transition Update FY2015 Financial Update Rapid Response

66 FY2015 Financial Update

67 EXECUTIVE SUMMARY June 2015 Workforce Board, Staff, and Centralized Functions As of June (ninth month of FY 2015) the Board s expenditures are approximately 8.1%, or $752,000 below established benchmarks for this point of the fiscal year. Staffing Update A portion of the lower than anticipated expenditure levels are attributable to the personnel costs. These costs (salaries, fringe, and indirect costs) are approximately 4.8% or $220,000 behind June targets. This is primarily due to the following: Den Date Date Total Months Vacant in FY Position Vacant Filled 2015 Administrative Assistance II 10\1\14 2\16\ Business Development Liaison 10\1\14 12\15\ Sr. Quality Assurance Specialist 5\27\15 Open 1.1 Total 8.2 In addition to the above, the RIS (technology) group is approximately 12.0% behind established targets due to technology staff charging their labor to the Board at a lower rate than anticipated. The potential budget savings due to the personnel exceptions mentioned above is estimated to be approximately $200,000 for the entire FY The savings is anticipated to be utilized for other Board projects occurring within FY Child Care Quality Improvement The Board approved $1.4 million within the FY 2015 budget to provide professional development training, equipment, and materials for selected child care staff and child care centers located within the Board s fourteen (14) county region. As of June 2015, these expenditures were approximately 26.0% or $372,000 behind established targets. It is projected that these funds should be fully expended by fiscal year end. Special Projects Update $857,432 of special projects were approved for the FY 2015 budget including the following:

68 Leasehold Improvements-$80,000 ($6,600 expended through June 2015 which is on target) - The Waxahachie Workforce Center is projected to receive new furniture and paint by the end of FY The vast majority of expenditures will occur at that time. Software Development (Paperless workflow and Wi-Fi accessibility): Paperless Workflow-$290,932 ($0 expended at this time, targets will not begin until the fourth quarter of FY 2015)-Board staff are currently developing an RFP. This project may not be completed by the end of FY 2015 and unfinished portions potentially could be included within the FY 2016 budget proposal. Wi-Fi Accessibility within the Workforce Centers-$77,500 ($60,000 expended through June 2015 which is on target)-the installation of the Wi-Fi related equipment and materials is scheduled to be completed by the first half of July An additional $15,000 is projected to be expended on related cabling in order to complete the project. Website Redesign-$65,000 ($38,500 has been expended through June 2015 which is on target) The visual design, technical specification, and the content gathering phases has been completed. The testing and training phase has now been initiated. The project is expected to be completed by the end of FY Regional Labor Market Study-$50,000 ($0 expended at this time, targets will not begin until the fourth quarter of FY 2015) - Board staff are collecting commitments from employment development organizations in our region for matching funds. An initial plan will then be established by the selected consulting firm detailing what will be included in the initial phase of this project. The Board s portion of the project, $50,000, is projected to be expended by the end of FY Child Care Call Center-$239,000 ($0 expended at this time, targets will not begin until the fourth quarter of FY 2015)-The necessary equipment, licensing, software upgrades, and other professional services that will be needed to complete the project have been identified. Final procurements have been completed and the completion of the project is projected by the end of FY Instructional YouTube Video-$55,000 ($0 expended at this time, targets will not begin until the fourth quarter of FY 2015)-Board staff are researching the various applications available. This entire project may not be completed by the end of FY 2015 and unfinished portions potentially could be included within the FY 2016 budget proposal. Workforce Center Update In March 2015, The Board s Executive Committee approved an extension of the Denton Workforce Center lease from April 30, 2015 until September 30, A long term lease renewal should be ready for Board review during the September Board meeting.

69 Workforce Center Contractor As of June (ninth month of WNi s contract) expenditures are behind established targets for the third quarter of FY 2015 by approximately 10.5% or $5.4 million. Below is a summary of grant noteworthy information: Child Care (Direct Care and Local Match) - Expenditures are currently behind established targets by approximately 13.3% or $4.5 million. Customer recertifications were suspended for three months (April-June) to allow front line staff to concentrate their efforts on enrolling new children. Even though the latest available child enrollment numbers are close to target levels, the program s cumulative expenditures are still behind targets due to very low average children served per day amounts occurring during the second quarter of FY It s currently projected that approximately $5.0 million of WNi s FY 2015 child care budget will remain unexpended at the end of the fiscal year. WIA Expenditures are currently behind established targets by approximately 2.9% or $257,000. The majority of the training and support budget has been encumbered and expenditures are projected to increase during the fourth quarter of FY 2015 as the encumbrances are liquidated. TAA-Expenditures are currently behind established targets by approximately 40.5% or 510,000. This funding is dedicated to address the layoffs occurring due to jobs being transferred outside of the U.S. Layoffs have not materialized at a rate to utilize the funding as projected for this point in the year. The Board staff will closely monitor expenditure rates of both the Board and its workforce service delivery contractor for the balance of FY Board staff will work diligently with our workforce contractor, Workforce Network Incorporated, to ensure that the workforce programs are operating as effectively and efficiently as possible.

70 STATEMENT OF GRANT EXPENDITURE SUMMARY Contract to Date June 30, 2015 # Funding Source Budget FY 2015 Grants % of FY BUDGET Total Expend. % Expended TWC Target % Difference 1 CHILD CARE 40,146, % 23,505, % 68.43% (9.88)% 2 WIA 11,746, % 8,956, % 79.21% (2.97)% 3 SNAP 1,252, % 876, % 67.50% 2.51% 4 TANF 3,679, % 2,435, % 68.67% (2.48)% 5 RESOURCE ADMINISTRATION GRANTS 861, % 564, % 68.81% (3.30)% 6 TAA 1,156, % 326, % 67.50% (39.26)% 7 Other 106, % 51, % 32.97% 15.36% Total FY 2015 Grants 58,948, % 36,716, % 70.43% (8.14)% FY 2014 Grants 8 CHILD CARE 34,584, % 34,524, % % (0.17)% 9 WIA 12,993, % 12,993, % % 0.00% 10 TANF 3,430, % 3,430, % % 0.00% 11 RESOURCE ADMINISTRATION GRANTS 703, % 703, % % 0.00% 12 TAA 1,253, % 854, % % (31.82)% TOTAL FY 2014 GRANTS 52,965, % 52,506, % % (0.87)% FY 2012 Grants 13 DEPARTMENT OF LABOR \ H1-B 4,991, % 4,123, % 81.21% 1.40% TOTAL FY 2012 GRANTS 4,991, % 4,123, % 81.21% 1.40% TOTALS 116,905, % 93,347, % 84.29% (4.44)% Child Care Local Match 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% JUNE EXPENDITURE SUMMARY 3,861,284 5,436,217 BOARD BUD. $9,297,501 TARGET 66.56% 17,353,800 35,114,609 CONT. BUD. $52,468,408 TARGET 77.16% Remaining Balance Board Exp. Summary 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 25,214 0% % 7,879 Oct Nov Dec Jan Feb Mar Apr May June July % Aug Sept 9, % Actual 117,776 Contractor Exp. Summary % Expenditures y behind WIA #VALUE! 100% 90% 80% 70% WNi's child care majority of its The Board 60% 50% 40% The Board #VALUE! 30% % 20% 10% 0% Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept Board Board Target Contractor Cont. Target 1

71 STATEMENT OF GRANT EXPENDITURES DETAIL Contract to Date June 30, 2015 State Targets 1st 2nd 3rd 4th End of Grant Funding Source Beginning Date Ending Date Budget % of Total FY Budget Total Expend. Balance % Expended TWC Target % Difference Fiscal Year % 45.00% 67.50% % % CHILD CARE DIRECT CARE 10/01/14 10/31/15 29,122, % 19,287,363 9,835, % 67.50% (1.27)% % 40.00% 60.00% 80.00% % CHILD CARE LOCAL MATCH 10/01/14 12/31/15 5,901, % ,902, % 59.65% (59.66)% % % % % % CHILD CARE DFPS 09/01/14 08/31/15 3,336, % 3,336, % % (0.00)% % 50.00% 75.00% % % CHILDCARE QUALITY 10/01/14 10/31/15 1,001, % 744, , % 67.50% 6.81% % 25.00% % % INFANT AND TODDLER CAPACITY AND INCLUSION ASSISTANCE 01/01/15 12/31/16 561, % 561, % 24.66% (24.66)% % 50.00% 75.00% % % CHILD CARE ATTENDANCE AUTOMATIION SERVICE 10/01/14 11/30/15 221, % 137,530 84, % 64.00% (1.97)% % 60.00% 80.00% 85.00% % WIA YOUTH 07/01/14 06/30/16 3,557, % 2,970, , % 80.00% 3.50% % 60.00% 80.00% 85.00% % WIA ADULT 07/01/14 06/30/16 3,267, % 2,776, , % 80.00% 4.98% % 60.00% 80.00% 85.00% % WIA DISLOCATED WORKERS 07/01/14 06/30/16 4,756, % 3,209,424 1,546, % 80.00% (12.52)% % 25.00% 37.50% % INDUSTRY-RECOGNIZED SKILLS CERTIFICATION INITIATIVE 01/06/15 12/31/16 165, % 0 165, % 24.14% (24.14)% % 45.00% 67.50% % % SNAP 10/01/14 09/30/15 720, % 524, , % 67.50% 5.28% % 45.00% 67.50% % % SNAP ABAWD 10/01/14 09/30/15 532, % 352, , % 67.50% (1.23)% % 45.00% 67.50% % % TANF/CHOICE 10/01/14 10/31/15 3,400, % 2,225,894 1,175, % 67.50% (2.05)% % 50.00% 75.00% % % TWC RAG ISAMS 10/01/14 09/30/15 19, % 14,244 5, % 74.73% (1.59)% % 45.00% 67.50% % % EMPLOYMENT SERVICES 10/01/14 12/31/15 705, % 449, , % 67.50% (3.84)% % 45.00% 67.50% % % TRADE ACT SERVICES 10/01/14 12/31/15 1,156, % 326, , % 67.50% (39.26)% % 50.00% 75.00% % % VETERAN RESOURCE 10/01/14 09/30/15 136, % 101,314 35, % 74.73% (0.76)% % 54.55% 81.82% % % NONCUSTODIAL PARENT 09/01/14 08/31/15 278, % 209,351 69, % 82.97% (7.77)% % 33.33% 50.0% % LONG TERM UNEMPLOYMENT 01/01/15 06/30/16 106, % 51,432 55, % 32.97% 15.36% Totals 58,948, % 36,716,656 22,177, % 70.43% (8.14)% Fiscal Year % 45.00% 67.50% % % CHILD CARE DIRECT CARE 10/01/13 10/31/14 27,945, % 27,945, % % (0.00)% % 40.00% 60.00% 80.00% % CHILD CARE LOCAL MATCH 10/01/13 12/31/14 5,552, % 5,552, % % (0.00)% % 50.00% 75.00% % % CHILD CARE ATTENDANCE AUTOMATION 10/01/13 11/30/14 259, % 213,316 46, % % (17.92)% % 50.00% 75.00% % % CHILD CARE QUALITY 10/01/13 10/31/14 827, % 813,838 13, % % (1.60)% % 60.00% 80.00% 85.00% % WIA YOUTH 07/01/13 06/30/15 3,764, % 3,764, % % 0.00% % 60.00% 80.00% 85.00% % WIA ADULT 07/01/13 06/30/15 3,472, % 3,472, % % 0.00% % 60.00% 80.00% 85.00% % WIA DISLOCATED WORKERS 07/01/13 06/30/15 5,756, % 5,756, % % 0.00% % 45.00% 67.50% % % TANF/CHOICES 10/01/13 10/31/14 3,430, % 3,430, % % 0.00% % 45.00% 67.50% % % TRADE ACT SERVICES 10/01/13 12/31/14 1,253, % 854, , % % (31.82)% % 45.00% 67.50% % % EMPLOYMENT SERVICES 10/01/13 12/31/14 703, % 703, % % 0.00% Totals 52,965, % 52,506, , % % (0.87)% Fiscal Year % 50.00% 56.25% 62.50% % DEPARTMENT OF LABOR \ H1-B 04/02/12 03/30/16 4,991, % 4,123, , % 81.21% 1.40% ` Totals 4,991, % 4,123, , % 81.21% 1.40% Grant Totals 116,905,838 93,347,001 23,503, % 84.29% (4.44)% 2

72 STATEMENT OF GRANT EXPENDITURES DETAIL Contract to Date June 30, 2015 Notes There was approximately $3.0 million of unspent funding at the end of FY These funds will be utilized in the form of carry over during FY 2015 for a combination of additional child participants funds and other projects developed by Board staff. Approximately $1.7 million of the carry over has already been allocated to WNi in the form of additional child care participant funding included within their current allocation. Projects for the balance of the carry over have been planned and are projected to begin implementation during the fourth quarter of FY ,2 CHILD CARE DIRECT CARE\LOCAL MATCH WNi expenditures are currently behind established targets by approximately 13.3% or $4.5 million. Customer recertifications were suspended for three months (April-June) to allow front line staff to concentrate their efforts on enrolling new children. Even though the most recent child enrollment numbers are close to target levels, the program s cumulative expenditures are still behind targets due to very low average children served per day amounts occurring during the second quarter of FY It s currently projected that approximately $5.0 million of WNi s FY 2015 child care budget will remain unexpended at the end of the fiscal year. 5 INFANT AND TODDLER CAPACITY AND INCLUSION ASSISTANCE This funding source will be utilized beginning in FY There was approximately $1.6 million of unspent funding at the end of FY These funds will be utilized in the form of carry over during FY 2015 for a combination of additional participants funds and other projects developed by Board staff. Approximately $1.1 million of the carry over has already been allocated to WNi in the form of additional WIA participant funding within their initial FY 2015 allocation. Projects for the balance of the carry over have been planned and are projected to begin implementation during the fourth quarter of FY WNi Expenditures are currently behind established targets by approximately 2.9% or $257,000. The majority of the training and support budget has been encumbered and expenditures are projected to increase during the fourth quarters of FY 2015 as the encumbrances are liquidated. 7,8,9, WIA ADULT\DISLOCATED\YOUTH 10 INDUSTRY-RECOGNIZED SKILLS CERTIFICATION INITIATIVE 16,28 TAA 18 NON CUSTODIAL PARENT A formal request was made to TWC to transfer $365,000 from the WIA Dislocated to the WIA Adult programs. This was due to a higher customer demand for the Adult client service funds over and above that of the Dislocated Workforce client service funds. TWC approved the request and WNi s allocations were adjusted in April Board staff anticipate allocating this funding to Ranger Jr. College in August 2015 to develop a curriculum that will incorporate the knowledge, skills, and abilities utilized in the industry for the skills needed for entry-level employment in the local area for machining. Expenditures should begin to accumulate at that time. This funding is dedicated to address the layoffs occurring due to jobs being transferred outside of the U.S. At this point In the fiscal year, this type of lay offs have not materialized at the level to utilize target level expenditure amounts. A recent WNi expenditure allocation formula modification caused a mid- year decrease in expenditures but they are projected to reach targets by the end of FY

73 STATEMENT OF EXPENDITURE DETAIL Fiscal Year to Date June 30, 2015 Workforce Development Board Workforce Center Contractors Other FY 2015 Contractors Totals W\Out Unallocated Funds Totals With Unallocated Funds Operations Special Projects Approved Board Budget Unallocated Funds Total Available Board Funding WNI Dept. of Labor H1-B Total Allocation Total Allocation 10/1/ /1/ /1/ /1/ /1/ /1/ /1/ /1/ /1/2014 Grant 9/30/2015 9/30/2015 9/30/2015 9/30/2015 9/30/2015 9/30/2015 9/30/2015 9/30/2015 9/30/2015 Budget Summary Child Care Direct Care $ 3,400,066 $ 305,434 $ 3,705,499 $197,604 $ 3,903,103 $ 28,176,480 $ 31,881,979 $ 32,079,583 Infanct \Toddler Capacity and Inclusion Assistance 0 561, , ,462 Child Care Quality 1,001,622 $ 1,001,622 46,871 1,048,493 1,001,622 1,048,493 Child Care Local Match 0 5,901,680 5,901,680 5,901,680 Child Care PRS 90,000 90,000 90,000 3,030,000 3,120,000 3,120,000 WIA Youth 786,527 97, , ,649 1,011,956 2,171,218 3,055,525 3,183,174 WIA Adult 739,646 87, , , ,151 3,063,404 3,890,992 4,033,555 WIA Dislocated Workers 941, ,413 1,076, ,090 1,358,661 3,557,166 4,633,737 4,915,827 Industry-Recognized Skills Certification Initiative 165, , ,277 NCP 50,613 50,613 5,769 56, , , ,398 SNAP Employment & Training 145,824 5, ,609 29, , , , ,045 SNAP Employment & Training ABAWD Only 139,688 5, ,474 24, , , , ,271 TANF/CHOICES 804,970 32, ,717 67, ,143 2,576,805 3,414,522 3,481,948 Long Term Unemployed 106, , , , ,432 Trade Act Services 2,681 2,681 5,325 8,006 1,259,118 1,261,800 1,267,124 Employment Services 155,297 63, ,881 63, , , , ,316 Veterans Resource Administration 6,862 16,530 23,392 1,988 25, , , ,971 Department of Labor\H1-B 151, , , , , , ,221 Resource Administrations Grant - ISAMS 23,893 23,893-4,416 19,477 23,893 19,477 Center of the Year Child Care Attendance Automation 0 221, , ,725 $ 8,440,069 $ 857,432 $ 9,297,501 $ 1,718,071 $ 11,015,572 $ 51,873,334 $ 595,075 $ - $ 61,765,909 $ 63,483,980 Child Care Direct Care $ 1,730,465 $ 16,031 $ 1,746,497 $18,681,866 $ 20,428,362 $ 20,428,362 Infanct \Toddler Capacity and Inclusion Assistance Child Care Quality 828, , Child Care Local Match ,675,354 1,675,354 1,675,354 Child Care PRS 113, ,960 2,850,912 2,964,872 2,964,872 WIA Youth 512,275 6, ,350 2,051,434 2,569,784 2,569,784 WIA Adult 526,728 15, ,576 2,577,569 3,120,145 3,120,145 WIA Dislocated Workers 634,423 5, ,406 2,922,486 3,562,892 3,562,892 Industry-Recognized Skills Certification Initiative NCP 38, , , ,488 SNAP Employment and Training 107,380 1, , , , ,369 SNAP Employment and Training ABAWD Only 94,255 1,435 95, , , ,720 TANF/CHOICES 504,251 7, ,206 1,796,146 2,308,352 2,308,352 Long Term Unemployed -6 51,574 51,568 51,568 51,568 Trade Act Services 2, , , , ,063 Employment Services 116,274 11, , , , ,212 Veterans Resource Administration 8, ,192 93, , ,314 Department of Labor\H1-B 86, , , , , ,721 Resource Administration Grant-ISAMS 14, ,244 14,244 14,244 Center of the Year Child Care Attendance Automation , , ,530 Totals: $ 5,318,076 $ 118,141 $ 5,436,217 $ 34,597,481 $ 517,128 $ - $ 40,550,826 $ 40,550,826 Totals: 63.0% 13.8% 58.5% 66.7% 86.9% 65.7% 63.9% Board Established Benchmarks 71.9% 14.2% 66.6% 77.2% 74.7% 75.6% 73.5% 4 Over / (Under) Expended (8.9)% (0.4)% (8.1)% (10.5)% 12.2% (9.9)% (9.6)%

74 Workforce Development Board STATEMENT OF EXPENDITURES BY CATEGORY Fiscal Year to Date June 30, 2015 Workforce Center Contractors Other FY 2014 Contractors Contract Beginning Contract Ending Type of Expenditure Other Special Approved Unallocated Total Available Operations Projects Board Budget Funds Board Funding WNi Dept. of Labor 10/1/ /1/ /1/ /1/ /1/ /1/ /1/2014 9/30/2015 9/30/2015 9/30/2015 9/30/2015 9/30/2015 9/30/2015 9/30/2015 Budget Summary Totals W\Out Unallocated Funds Totals With Unallocated Funds SUBCONTRACTOR OPERATIONS: Salaries $ 2,706,442 $ 2,706,442 $ 2,706,442 $ 7,078,642 $ 9,785,084 $ 9,785,084 Fringe Benefits 1,163,763 1,163,763 1,163,763 2,367,999 3,531,762 3,531,762 Indirect Cost\PEO 685, , , ,261 1,073,282 1,073,282 Occupancy 486, , ,053 1,630,192 2,116,245 2,116,245 Travel 232, , , , , ,088 Equipment 203, , , , , , ,677 Other 1,037,034 1,037,034 1,037, ,401 2,012,435 2,012,435 Prof Services 1,926, ,432 2,613,531 2,613, ,991 2,790,522 2,790,522 Total Cost of Operations $ 8,440,069 $ 857,432 $ 9,297,501 $ - $ 9,297,501 $ 13,145,593 $ - $ 22,443,094 $ 22,443,094 Total Program Services - 40,434, , ,029,855 41,029,855 Budget Adjustments - 1,718,071 1,718,071 (1,707,039) (1,707,039) 11,032 Total Budget $ 8,440,069 $ 857,432 $ 9,297,501 $ 1,718,071 $ 11,015,572 $ 51,873,334 $ 595,075 $ - $ 61,765,909 $ 63,483,980 SUBCONTRACTOR OPERATIONS: Expenditure Summary Salaries $1,823,258 $1,823,258 $ 6,360,059 $ 8,183,317 $ 8,183,317 Fringe Benefits 768, ,066 1,829,438 2,597,504 2,597,504 Indirect Cost 458, , , , ,627 Occupancy 419, ,085 1,190,964 1,610,049 1,610,049 Travel 88,792 88, , , ,708 Equipment 111, , , , , ,012 Other 582, , ,513 1,426,832 1,426,832 Prof Services 1,066,345 1,066, ,190 1,205,535 1,205,535 Total Cost of Operations $ 5,318,076 $ 118,141 $5,436,216 - $ 11,086,369 $ - $ - $ 16,522,585 $ 16,522,585 Total Program Services ,511, ,128 $ - 24,028,240 24,028, Total Expenditures $ 5,318,076 $ 118,141 $5,436,216 $ 34,597,481 $ 517,128 $ - $ 40,550,825 $40,550,825 Expenditure Percentages Summary Remaining Budget $ 3,121,993 $ 739,291 $ 3,861,285 $ 17,275,853 $ 77,947 $ - $ 21,215,084 $ 22,933,155 Cost of Operations 63.0% 13.8% 58.47% 84.3% 0.0% 0.0% 73.6% 73.6% Program Services 0.0% 0.0% 0.00% 58.1% 86.9% 0.0% 58.6% 58.6% Total Expenditures 63.0% 13.8% 58.47% 66.7% 86.9% 0.0% 65.7% 63.9% Board Established Benchmarks 71.9% 14.2% 66.6% 77.2% 74.7% 0.0% 75.6% 73.5% Over / (Under) Expended (8.9)% (0.4)% (8.1)% (10.5)% 12.2% 0.0% (9.9)% (9.6)% 5

75 Rapid Response Report

76 Rapid Response Services Update Start Date: 06/24/2015 End Date: 07/10/2015 EMPLOYER: Aramark Educational Services LLC (W) TRADE Affected CITY: COUNTY: Allen Collin NAICS CODE & CAT: Custodial Services REASON FOR SEPARATION: BUSINESS DESCRIPTION: DISLOCATION EVENT: Other Provide food service, facilities and uniform services to hospitals, universities, school districts, stadiums and other businesses. Company lost their contract with Allen ISD. Notice Date: LayOff Start Date: Orientation Date: 5/26/2015 Number of Workers Affected: 125 6/30/2015 Number of Workers Served: 0 SERVICES PROVIDED: Job Searc LMI Application Resume Interviewing Networking Internet Use Community Resources Stress/Change Mgt Financial/Debt Mgt DECLINED SERVICES: EMPLOYER: CITY: Ennis Betafence TRADE Affected COUNTY: Ellis NAICS CODE & CAT: Construction Fencing REASON FOR SEPARATION: BUSINESS DESCRIPTION: Production/Business Slowdown Manufacture security fence and gate systems. DISLOCATION EVENT: Notice Date: LayOff Start Date: Orientation Date: 7/2/2015 Number of Workers Affected: 20 7/7/2015 Number of Workers Served: 12 7/7/2015 SERVICES PROVIDED: Job Searc LMI Application Resume Interviewing Networking Internet Use Community Resources Stress/Change Mgt Financial/Debt Mgt DECLINED SERVICES: Page 1 of 1

77 Agenda Item #6 Executive Session Agenda Item #7 Action as a Result of Executive Session As authorized by Section to consult with the Board s attorney for legal advice on any matter listed on the agenda, pending or contemplated litigation, settlement offers, or any matter in which the duty of the Board s attorney to the Board under the Texas Disciplinary Rules of Professional Conduct of the State Bar of Texas clearly conflict with the provisions of Chapter 551 of the Texas Open Meetings Act.

78 Agenda Item #8 Other Business Bylaws, Section 9. Conduct of Meetings When the Chair calls for Other Business or New Business, a Board member may make a motion to place an item on the Board s next meeting agenda. The motion must receive a second. If a second is made, the Board shall vote on it. It shall take a majority of the Board to approve adding it to the Board s next meeting agenda. These steps are to ensure compliance with the Texas Open Meetings Act.

79 Agenda Item #9 Board Development on Data Management Unit Overview of the Data Management unit presented by Michael Nicholas, Manager of Workforce Development Information Systems

80 AA Additional Items Workforce Board Membership Roster Workforce Board Committee Roster Workforce Board Chief Elected Officials Roster Workforce Board Attendance Record for Previous 10 Meetings 2015 Board Meeting Calendar Board Staff Roster Workforce Glossary of Terms and Abbreviations

81 NORTH CENTRAL TEXAS WORKFORCE BOARD MEMBERSHIP ROSTER NAME TITLE Meera Ananthaswamy Director of the Center for Advancing Professional Practice Past Board Chair Larry Barnett President/CEO SECTOR COUNTY REPRESENTED TERM EXPIRATION Private Sector Collin County Term Expires: 9/30/2015 Economic Development Ellis County Term Expires: 9/30/2017 MAILING ADDRESS Texas Health Presbyterian Hospital Dallas 8200 Walnut Hill Lane - J4W Dallas, TX Midlothian Economic Development 310 N. Ninth Street Midlothian, TX PHONE W C ananth.meera@gmail.com W lbarnett@midlothian-tx.org David Bristol CEO Board Secretary Private Sector Collin County Term Expires: 9/30/2016 Employee Solutions 6404 International Parkway, Ste Plano, TX C dbristol@employeesolutions.com Edward Grand-Lienard Chief Operating Officer Private Sector Rockwall County Term Expires: 09/30/2016 Special Products Mfg Discovery Blvd. Rockwall, TX W edgl@spmfg.com Rolanda Greer Sr. Operations Consultant Private Sector Collin County Term Expires: 9/30/2016 Bank of America (Home) 2021 Tanur Cascade Drive Anna, TX C rolanda.greer@bankofamerica.com rolanda.greer@yahoo.com Roger Harris President Board Vice Chair Private Sector Collin County Term Expires: 9/30/2015 Metro Linen Services PO Box 978 McKinney, TX W roger@metrolinen.com James Henderson Assistant Regional Director Public Assistance Representative (At-Large) Term Expires: 9/30/2017 Health & Human Services 801 SW Highway, Suite 700 Grand Prairie, TX W james.henderson@hhsc.state.tx.us Robert Hill Attorney Private Sector Collin County Term Expires: 9/30/2015 HILL & HILL Attorneys and Counselors, PLLC 6301 Preston Road, Suite 700 Plano, Texas W rhill@hillandhill-law.com Mickey Hillock President Board Chair Private Sector Navarro County Term Expires: 9/30/2016 Hillock Foods, Inc Elm Wood Ave. Corsicana, TX W hlhillock@gmail.com Mike Hinojosa Legislative Director Organized Labor Denton County Term Expires: 9/30/2017 Communication Workers of America Local Lake Street Krum, TX C magoo1105@yahoo.com Lisa Huffaker Executive Director Community-Based Organization Palo Pinto County Term Expires: 8/31/2017 Hope, Inc. PO Box 1650 Mineral Wells, TX W C hopeinc@suddenlinkmail.com Brenda Kihl Vice President & Provost Education Collin County Term Expires: 9/30/2017 Collin County Community College District 9700 Wade Blvd. Frisco, TX W BKihl@collin.edu Emily Klement Assitant VP of Academic Partnerships Education Denton County Term Expires: 9/30/2017 North Central Texas College 1525 W. California Street Gainesville, TX W eklement@nctc.edu Roselyn Lane President Private Sector Hunt County Term Expires: 9/30/2015 Lane Real Estate Services 2807 Poplar St. Greenville, TX W lanere@9plus.net REVISED 6/2/2015 Page 1 of 3

82 NORTH CENTRAL TEXAS WORKFORCE BOARD MEMBERSHIP ROSTER NAME TITLE SECTOR COUNTY REPRESENTED TERM EXPIRATION MAILING ADDRESS PHONE Ada Lawniczak Workforce Optimization Director Private Sector Denton COunty Term Expires: 9/30/2016 Rent-A-Center 5501 Headquarter Drive Plano, TX W aclawnic@yahoo.com Charlie Martinez Chief Operating Officer Education Secondary Parker County Term Expires: 9/30/2015 Weatherford ISD 1508 Santa Fe Trail, Suite 22 Weatherford, TX C tailormade4u@uwmail.com Scott McCune Regional Director Vocational Rehabilitation At-Large Term Expires: 9/30/2016 DARS-Div for Rehabilitation Services 218 Billings, Ste. 310 Arlington, TX C scott.mccune@dars.state.tx.us Michael McGowan Chief Operating Officer Private Sector Hood County Term Expires: 09/30/2016 McGowan and Associates Investment Center 606 Fall Creek Hwy Granbury, TX W C Michael.McGowan@Investmentcenters.com Tim Stainback Owner Private Sector Hunt County Term Expires: 9/30/2015 Automatic Gas PO Box 28 (75403) FM 118 Greenville, TX ext. 20 W (No Fax) tim.stainback@automaticgas.com James Stegall Owner Private Sector Wise County Term Expires: 9/30/2015 C & S Dairy 2765 CR 3838 Bridgeport, TX W (No Fax) csdairy@wccs.net Jennifer Suguitan Owner Private Sector Collin County Term Expires: 9/30/2017 Suguitan & Associates, PLLC 5045 Lorimar Dr., Ste 280 Plano, TX W (No Fax) jennifers@northtxcpa.com Marty Thompson Owner Education Agency Denton County Term Expires: 9/30/2015 Thompson & Associates, Inc Buffalo Bend Lewisville, TX C (No Fax) marty.thompson.inc@gmail.com Carlton Tidwell Vice President Private Sector Kaufman County Term Expires: 9/30/2017 Terrell Chamber of Commerce 1314 W. Moore Avenue P.O. Box 97 Terrell, Texas W carlton@terrelltexas.com Catherine Tietjen Executive Director Board Treasurer Community Based Org. Parker County Term Expires: 9/30/2017 Freedom House P.O. Box 1626 Weatherford, TX W C catietjen@att.net Debra Wakeland President & CEO Private Sector Ellis County Term Expires: 9/30/2016 Waxahachie Chamber of Commerce 102 YMCA Dr. Waxahachie, TX W F C dwakeland@waxahachiechamber.com Kenny Weldon Board Member Community-Based Org. Erath County Term Expires: 9/30/2015 Stephenville ISD Education Foundation 245 Maple Lane Stephenville, TX W F C jkweldon2@gmail.com Earl Woolbright ISA Manager Public Employement Service (TWC) (At-Large) Term Expires: 9/30/2017 Texas Workforce Commission 1201 Main Street, Suite 2700 One Main PlaceDallas, TX W F C earl.woolbright@twc.state.tx.us Mark York Secretary-Treasurer of the Dallas AFL- CIO Organized Labor At-Large Term Expires: 9/30/ Dove Meadow Dr. Garland, TX C fossl3@sbcglobal.net REVISED 6/2/2015 Page 2 of 3

83 NORTH CENTRAL TEXAS WORKFORCE BOARD MEMBERSHIP ROSTER NAME TITLE SECTOR COUNTY REPRESENTED TERM EXPIRATION MAILING ADDRESS PHONE Elaine Zweig Academic Chair of Child Development and Education Child Care-At-Large Adult Basic Education Term Expires: 9/30/2017 Collin County Community College Spring Creek Campus 1702 Harvest Glen Allen, TX W ezweig@collin.edu Carvan Adkins Board Legal Counsel Taylor, Olson, Adkins, Sralla & Elam L.L.P Western Place, Suite 200 Ft. Worth, TX W cadkins@toase.com David K. Setzer Executive Director Workforce Solutions for North Central Texas 600 Six Flags Drive, Suite 300 PO Box 5888 Arlington, TX W F dsetzer@dfwjobs.com REVISED 6/2/2015 Page 3 of 3

84 Executive North Central Texas Workforce Development Board Committee Assignments (effective October 1, 2014) Oversight and Accountability Catherine Tietjen, Chair Mickey Hillock, Chair Meera Anathaswamy - Past Chair Charlie Martinez Roselyn Lane Roger Harris - Board Vice Chair Lisa Huffaker James Stegall Catherine Tietjen - Board Treasurer/O&A Chair Robert Hill Mark York David Bristol - Board Secretary Michael McGowan Debra Wakeland Kenny Weldon - Strategic Leadership Chair David Bristol Elaine Zweig - WD Chair Staff: David Setzer / Kay O'Dell Staff: Debra Kosarek / Randy Richardson / Michael Nicholas Workforce Development Elaine Zweig, Chair Strategic Leadership & Business Development Kenny Weldon, Chair Scott McCune Ed Grand-Lienard Meera Ananthaswamy Brenda Kihl Rolanda Greer Tim Stainback Carlton Tidwell Emily Klement Mike Hinojosa Roger Harris Mickey Hilllock Marty Thompson Kenny Weldon Larry Barnett James Henderson Ada Lawniczak Staff: Dana Buckholt / Kay O'Dell Staff: Kay O'Dell / Kent Andersen If you are interested in serving on one of the above committees, with the exception of Executive Committee, please contact Kay O'Dell at kodell@dfwjobs.com or Lori Berman at lberman@dfwjobs.com. Revised7/15/2015

85 NORTH CENTRAL TEXAS WORKFORCE DEVELOPMENT BOARD AREA Chief Elected Officials Updated 07/7/2015 Collin County Judge The Honorable Keith Self Collin County Administration Building 2300 Bloomdale Rd., Suite 4192 McKinney, TX Phone: , ext Fax: Denton County Judge (Alt. Lead CEO) The Honorable Mary Horn 110 W. Hickory St., 2nd Floor Denton, TX Phone: Fax: Ellis County Judge The Honorable Carol Bush Ellis County Courthouse 101 W. Main St. Waxahachie, TX Phone: Fax: Erath County Judge The Honorable Tab Thompson Erath County Courthouse 100 W Washington Stephenville, TX Phone: Fax: countyjudge@co.erath.tx.us Hood County Judge (Lead CEO) The Honorable Darrell Cockerham Hood County Justice Center 100 E. Pearl St., Room 7 Granbury, TX Phone: Fax: dcockerham@co.hood.tx.us Hunt County Judge The Honorable John Horn Hunt County Courthouse P.O. Box 1097 Greenville, TX Phone: Fax: jhorn@huntcounty.net Johnson County Judge The Honorable Roger Harmon Johnson County Courthouse 2 N. Main St Cleburne, TX Phone: Fax: countyjudge@johnsoncountytx.org Kaufman County Judge The Honorable James Bruce Wood Kaufman County Courthouse 100 W. Mulberry Kaufman, TX Phone: , ext Fax: countyjudge@kaufmancounty.net Navarro County Judge The Honorable H. M. Davenport Navarro County Courthouse 300 West 3rd Avenue, Suite 102 Corsicana, TX Phone: Fax: hdavenport@navarrocounty.org Palo Pinto Count y Judge The Honorable Judge David C. Nicklas 520 Oak St. P.O. Box 190 Palo Pinto, TX Phone: Fax: david.nicklas@co.palo-pinto.tx.us Page 1 of 2

86 Parker County Judge The Honorable Mark Riley 1 Courthouse Square Weatherford, TX Phone: Fax: judge.riley@parkercountytx.com Rockwall County Judge The Honorable David Sweet 101 E. Rusk St, Room 202 Rockwall, TX Phone: Fax: dsweet@rockwallcountytexas.com Somervell County Judge The Honorable Danny L. Chambers 107 N.E. Vernon P.O. Box 851 Glen Rose, TX Phone: Fax: cojudge@co.somervell.tx.us Mayor, City of Frisco The Honorable Maher Maso 6101 Frisco Square Blvd. Frisco, TX Phone: Fax: mmaso@friscotexas.gov Mayor, City of McKinney The Honorable Brian Loughmiller 222 N. Tennessee McKinney, TX Phone: Fax: bloughmiller@mckinneytexas.org Mayor, City of Denton The Honorable Chris Watts 215 E. McKinney Denton, TX Phone: Fax: chris.watts@cityofdenton.com Wise County Judge The Honorable J.D. Clark Wise County Courthouse P.O. Box 393 Decatur, TX Phone: Fax: cojudge@co.wise.tx.us Mayor, City of Plano The Honorable Harry LaRosiliere 1520 K Avenue Plano, TX Phone: Fax: mayor@plano.gov Mayor, City of Carrolton The Honorable Matthew Marchant P.O. Box Carrollton, TX Phone: (Office) matthew.marchant@cityofcarrollton.com Page 2 of 2

87 North Central Texas Workforce Board Attendance For Previous 10 Meetings (as of June 23, 2015) Meetings Attended (Including NAME COUNTY 24-Sep Nov Jan Mar May Jul Sep Jan May Jun-15 Excused Absences) % Ananthaswamy, Meera Denton P P P P P P P P E P % Barnett, Larry Ellis P E P A P E P 6 86% Bristol, David Collin P P P P P E P P 8 100% Grand-Lienard, Edward Rockwall P E P P P E P A A E 8 80% Greer, Rolanda Collin P P A P P P A P E 7 78% Harris, Roger Collin P E P P P P P E P P % Henderson, James At Large P A P P P P P P P P 9 90% Hill, Robert Collin A E P A P A A P A P 5 50% Hillock, Mickey Navarro P P P P E P P P P P % Hinajosa, Mike Denton P A E P A P 4 67% Huffaker, Lisa Palo Pinto E E P P P P P P A E 9 90% Kihl, Brenda Collin P P E 3 100% Klement, Emily Denton P A P P E 4 80% Lane, Roselyn Hunt P P P P P P P P P P % Lawniczak, Ada Denton P P P P E P P P P E % Martinez, Charlie Parker P A A P P A E P P E 7 70% McCune, Scott At-Large P P P P P E E E P P % McGowan, Michael Hood E P P A P P E P P E 9 100% Stainback, Tim Hunt P P A P P P E P P E 9 90% Stegall, James Wise P P P P P P P P P P % Suguitan, Jennifer Collin P P P 3 100% Thompson, Marty Denton E P P E P P P P P P % Tidwell, Carlton Kaufman P P P P E P P P P P % Tietjen, Catherine Parker P P P P P P E P P P % Wakeland, Debra Ellis P E P P E A P P P E 9 90% Weldon, Kenny Erath P P P A E E P P P E 9 90% Woolbright, Earl At-Large (TWC) P E P P P E P P P P % York, Mark At-Large E P A P A P E A A E 6 60% Zweig, Elaine At-Large P E P E E E P E P P % TOTAL PRESENT Total Board Members NA = not on Board P = Present A = Absent E = Excused Absence

88 2015 Board Meeting Calendar January 20, 2015 (3 rd Tuesday) (In conjunction with the Annual Awards of Excellence Luncheon) Ruthe Jackson Conference Center 3113 S. Carrier Parkway Grand Prairie, TX March 17, 2015 (3 rd Tuesday) North Central Texas Council of Governments Transportation Conference Room 616 Six Flags Drive Arlington, TX May 26, 2015 (4 th Tuesday) North Central Texas Council of Governments Transportation Conference Room 616 Six Flags Drive Arlington, TX June 23, 2015 (4 th Tuesday) North Central Texas Council of Governments Transportation Conference Room 616 Six Flags Drive Arlington, TX July 21, 2015 (3 rd Tuesday) North Central Texas Council of Governments Transportation Conference Room 616 Six Flags Drive Arlington, TX September 22, 2015 (4 th Tuesday) North Central Texas Council of Governments Transportation Conference Room 616 Six Flags Drive Arlington, TX November 10, 2015 Tentative (2 nd Tuesday) North Central Texas Council of Governments Transportation Conference Room 616 Six Flags Drive Arlington, TX The meeting locations and dates are subject to change. Updated March 3, 2015