NORTH CENTRAL TEXAS WORKFORCE DEVELOPMENT BOARD …

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NORTH CENTRAL TEXAS WORKFORCE DEVELOPMENT BOARD OF DIRECTORS MEETING

Meeting Agenda

September 21, 2021 9:30 a.m.- Noon

Transportation Council Room 616 Six Flags Drive Arlington, TX 76011

Meeting Videoconference: https://zoom.us/j/4235880229

The North Central Texas Workforce Development Board may conduct this meeting by videoconference call in accordance with Section 551.127 of the Texas Open Meetings Act. The presiding officer of the meeting will be physically present at the address listed above and the public may attend the meeting at the same location.

Call to Order – Roger Harris, Chair 1) Public Comment

The Workforce Board invites persons with comments or observations related to any posted item on the agenda or any other Workforce issues, projects, or policies to briefly address the Board. Anyone wishing to speak should sign-in with the Board’s Secretary before the beginning of the board meeting. In order to expedite the flow of business and to provide all of those persons wishing to address the Board with an opportunity to speak, there is a three-minute limitation on any person addressing the Board. State law prohibits the Board from discussing or taking action on any item not listed on the posted agenda.

2) Board Member Recognition

3) Declare Conflicts of Interest 4) Approval of Consent Agenda Items

a) Approval of the Minutes from the July 27, 2021 Meeting b) Child Care Early Learning Program Transfers Policy

5) Discussion, Consideration and Possible Action Regarding a) Committee Updates

i) Executive Committee - Roger Harris (1) Executive Director Recruitment (2) FY22 Budget

ii) Workforce Development Committee – Jason Gomez iii) Joint Executive and Oversight & Accountability Committee – Roger Harris/Carlton

Tidwell (1) Performance Update – Michael Nicholas (2) Financial Update – Randy Richardson

https://zoom.us/j/4235880229

WORKFORCE DEVELOPMENT BOARD OF DIRECTORS MEETING AGENDA PAGE 2 Workforce Solutions for North Central Texas is an equal opportunity employer/program. Auxiliary aids and services are available upon request to individuals with disabilities. For the hearing impaired, call TDD 1-800-735-2989 or VOICE 1-800-735-2988. For more information, visit www.dfwjobs.com.

North Central Texas Workforce Development Board of Directors Meeting

b) NCTCOG Contract Deliverables Report – David Setzer 6) Executive Director’s Report

a) Staff Recognition b) TWC Monitoring Report

7) Announcement of Executive Session

a) As authorized by Section 551.071 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.

b) As authorized by Section 551.074 of the Texas Government Code, the North Central Texas Workforce Board reserves the right to adjourn into closed Executive Session at any time during the course of this meeting to deliberate the appointment, employment, evaluation, reassignment, duties, discipline, or dismissal of a public officer or employee or to hear a complaint or charge against an officer or employee. – Executive Director Position.

8) Action as a Result of Executive Session 9) Other Business 10) Adjourn


Meeting Minutes July 27, 2021

9:30 am-12:00 pm Zoom Meeting

Videoconference

BOARD MEMBERS PRESENT:

BOARD MEMBERS NOT PRESENT:

OTHERS PRESENT: Carvan Adkins

Call to Order – Roger Harris, Chairman Workforce Solutions for North Central Texas Roger Harris called the meeting to order at 9:30 a.m. 1) Public Comment

There was no public comment at this time. 2) Approval of Consent Agenda Items

a) Approval of the Minutes from the May 25, 2021, Meeting b) Child Care Parent Share of Cost Reductions Policy c) Child Care Direct Referrals from Recognized Partnerships Policy

Roger Harris Aaron Thibault Barbara Batista Bindu Adlakha Carlton Tidwell Chip Evans Gae Goodwin Gary Henderson Jacqueline Womble Jason Gomez Jenny Morris John Rattan Ken Peters Kenny Weldon Leisa House Meera Ananthaswamy Mickey Hillock Rolanda Macharia Roselyn Lane Tony Curry William King

David Bristol Kristin Grammar Mike Hinojosa Rhodie Rawls Robert Hill Shae Hopkins

Workforce Development Board Meeting Minutes

Workforce Solutions for North Central Texas is an equal opportunity employer/program. Auxiliary aids and services are available upon request to individuals with disabilities. For the hearing impaired, call TDD 1-800-735-2989 or VOICE 1-800-735-2988. For more information, visit www.dfwjobs.com.

Aaron Thibault made a motion that the board approve the three consent items. Chip Evans seconded the motion. None opposed and the motion was passed.

3) Discussion, Consideration and Possible Action Regarding

a) Committee Updates i) Strategic Leadership Committee – Kenny Weldon

Kenny Weldon presented the WSNCT 2021-2025 Strategic Plan, allowing for flexibility beyond the key priorities for adoption by the Board.

The Strategic Leadership Committee recommended adoption of the 2021-2025 WSNCT Strategic Plan as described above by the North Central Texas Workforce Development Board. All approved, none opposed, and the motion was passed.

ii) Workforce Development Committee – Jason Gomez Jason Gomez discussed the previous committee meeting held on June 22nd. During that meeting there were several child care policy recommendations approved and moved forward for board approval.

iii) Oversight & Accountability Committee – Carlton Tidwell Carlton Tidwell gave a brief update on the June 22nd Oversight & Accountability Meeting. Michael Nicholas reviewed the Performance Update with the cumulative numbers through March 2021. Randy Richardson reviewed the Financial Update with the cumulative numbers through March 2021.

iv) Executive Committee – Roger Harris Carvan Adkins reviewed the Bylaws Amendment for approval.

The Executive Committee recommends approval of the amended bylaws by the North Central Texas Workforce Development Board. All approved, none opposed, and the motion was passed.

Mike Easland gave the board an update on the Executive Director recruitment. NCTCOG is holding interviews for the final five candidates on August 27th. Roger Harris, David Bristol and Gae Goodwin will be involved in those interviews.

4) Executive Director’s Report David Setzer gave an update on Child Care. TWC is in the process of de-obligating all the boards. Six million dollars of WSNCT’s funds will be pushed to FY 2022. In FY 2022, the state has also increased the regular child care allocation by 10% or approximately five million dollars. This means that we will have an increase in FY 2022 of ten million that will take affect October 1, 2022. Child Care is increasing the salary of child care advisors to twenty dollars an hour. They are also bringing in 14 additional staff members for the Service Industry child care initiative. Cristina Medina gave the board an update on the 2021-2024 Local Plan. The Governor’s office has now approved our local plan and it can now be found on our website. David Setzer gave a facilities update to the board. Our new Denton facility opened July 6, 2021. The facility at Weatherford College is in the works. It should be ready late October, early November.

5) Announcement of Executive Session

No action was taken.

6) Action as a Result of Executive Session No action taken.

Workforce Development Board Meeting Minutes


7) Other Business 8) Adjourn Aaron Thibault made a motion to adjourn the meeting. Gae Goodwin seconded the motion, and the meeting was adjourned at 10:53 a.m.



Recommendation for Child Care Early Learning Program Transfers

Background: The Texas Workforce Commission issued guidance on April 12, 2021 that requires Workforce Development Boards to develop a policy regarding transfers between Early Learning Programs (ELP) when requested by customers. WSNCT has a current policy relating to ELP transfers which will need to be revised according to the new requirements.

Information: WD Letter 07-21 requires the implementation of a two (2) week waiting period relating to the transfer of a child from one ELP to another, except in cases where the ELP is subject to a Child Care Regulation probationary status or corrective action by Child Care Licensing, or on a case by case basis as determined by the Board.

Staff recommends the following circumstances be considered for immediate transfer on a case-by-case basis:

• child safety,• corrective action placed on the ELP by Child Care Licensing,• the ELP denies care to a child, or• customer moves and requests care in new location.

In instances where the customer is needing to change ELP’s for other reasons, the customer must give Child Care Services (CCS) a minimum two (2) week notice before the transfer can occur. This allows CCS to give the ELP ample notice of the transfer request. Immediate transfers will take place withing Five (5) business days as required by TAC Title 40, Part 20, Chapter 809 Subchapter E, Rule §809.94.

Recommendation: The Workforce Development Committee recommends approval of the Child Care Early Learning Program Transfers Policy by the North Central Texas Workforce Development Board.

Effective Date: October 1, 2021

Attachment: Proposed Board Policy on Early Learning Program Transfers

Vision: The recognized leader in building tomorrow’s workforce. Mission: To advance business-driven solutions that promote economic growth, opportunity and a skilled workforce.

Values: Trust | Leadership | Inclusion | Community

600 Six Flags Drive, Centerpoint Three P.O. Box 5888 | Arlington, Texas 76005-5888

Phone: 817-695-9184 | Fax: 817-640-6480 E-mail: [email protected]

In Partnership with North Central Texas Council of Governments

Board Policy Issuance

Policy Name: Description: Early Learning Program Transfers Guidance regarding transfers from one Early

Learning Program to another Date of Approval: Revision History: September 21, 2021 1st Revision Effective Date: Scheduled for Review: October 1, 2021 September 21, 2025 Policy Topic: Administering Department: Child Care Child Care

DEFINITIONS: Child Care Licensing: the agency responsible for regulating Early Learning Programs.

POLICY STATEMENT: Workforce Solutions for North Central Texas (WSNCT) allows customers to transfer childcare from one Early Learning Program (ELP) to another at the request of the customer.

Transfers requested for the following reasons must be processed within five (5) business days of notification by the customer:

• child safety,• corrective action placed on the ELP by Child Care Licensing,• the ELP denies care to a child, or• customer moves and needs care in new location.

If a transfer request is made for reasons other than those above, the customer must provide a minimum two week notice to Child Care Services before the transfer will occur. The transfer cannot occur earlier than two weeks as Child Care Services must give the ELP sufficient notice of the transfer request.

ACTIONS REQUIRED: Child Care Services Subrecipient must develop procedures to adhere to this policy.

RELATED POLICIES/RESOURCES:

TAC Title 40, Part 20, Chapter 809, Subchapter B, Rule §809.13 (c)(10) TAC Title 40, Part 20, Chapter 809 Subchapter E, Rule §809.94 Texas Workforce Commission WD Letter 07-21: “Implementation of TWC Chapter 809 Child Care Services Rule Amendments”

POLICY NUMBER: CECC01-201702-1

mailto:[email protected]

Vision: The recognized leader in building tomorrow’s workforce. Mission: To advance business-driven solutions that promote economic growth, opportunity and a skilled workforce.

Values: Trust | Leadership | Inclusion | Community

INQUIRIES: Please contact [email protected]

________________________________ __________________________________ Approved by Reviewed by Roger Harris Board Chair Workforce Solutions for North Central Texas

Debra L. Kosarek Senior Program Manager, Compliance and Continuous Improvement

mailto:[email protected]

Workforce Solutions for North Central Texas is an equal opportunity employer/program.Auxiliary aids and services are available upon request to individuals with disabilities. For thehearing impaired, call TDD 1-800-735-2989 or VOICE 1-800-735-2988. Workforce Solutions forNorth Central Texas services are provided based on eligibility.

FY2022 Proposed Budget RecommendationPresented by: Randy Richardson, Sr. Fiscal Manager | September 21, 2021

FY2022 Proposed BudgetFunding Definitions

Core Funding• Child Care:

‒ Child Care Partially Subsidized Direct Care Allocation (CCF)

‒ Child Care Local Match (CCM)‒ Child Care COVID-19

Enhanced Reimbursements (25% supplements) Service Industry Recovery (SIR) Coronavirus Response and Relief Supplemental

Appropriations Act(CRRSA)‒ Department of Family and Protective Services

(DFPS)‒ Child Care Quality

• Workforce Innovation Opportunity Act (WIOA):‒ WIOA Youth‒ WIOA Adult‒ WIOA Dislocated‒ WIOA Rapid Response

FY2022 Proposed BudgetFunding Definitions (cont’d)

Core Funding, cont’d• Non-Custodial Parent-TANF (NCP)• Supplemental Nutrition Assistance

Program Employment and Training (SNAP E&T)

• Employment Services (ES)• Veterans• Vocational Rehabilitation (VR)• Trade Adjustment Assistance (TAA)• Temporary Assistance for Needy

Families (TANF)

FY2022 Proposed BudgetFunding Definitions (cont’d)

Non-Core Funding• Resource Administration Grant (RAG)• Workforce Commission Initiatives (WCI)• Vocational Rehabilitation (VR)

‒ HireAbility Navigator‒ Paid Work Experience‒ Summer Earn and Learn

• Reemployment Services and Eligibility Assessment (RESEA)

• Senior Community Services Employment Program (SCSEP)

• WIOA Alternative Funding for Statewide Activities• Performance Incentive Awards• Apprenticeship Texas Expansion Grant• Disaster Recovery Dislocated Worker Grant• Helping Offices Manage Electronically

Local

Texas

Department of Labor

(WIOA, ES,TAA)

Department of Health &

Human Services

(Childcare, TANF, NCP)

Texas Workforce

Commission

Department of

Agriculture(SNAP)

Department of Education

(VR)

NCTCOG

(Fiscal Agent)$144.4 Million

Equus

(Subrecipient)$125.2 Million

Washington

FY2022 Proposed Budget

WF Board$18.5 Million

FY2022 Proposed BudgetAvailable Revenue

$144.4 million $52.6 million or 57.3% increase

Child Care Funding$117.7 million: $50.0 million or 73.8% increase

• New Funding: $107.3 million: $45.4 million or 73.5% increase‒ CCF/CCM: Increase of $21.7 million or 47.9%‒ COVID-19: Increase of $23.3 million or 261.0%

SIR-$21.3 million-provides child care for industries including arts, entertainment and recreation, food service, and retail trade

CRRSA-$2.0 million-Includes funding to increase the levels of quality child care delivery

• Carry Over Funding: $10.4 million: $4.5 million or 77.4% increase‒ CCF/CCM: Increase of $3.8 million or 108.0%‒ COVID-19: Increase of $724,000 or 32.5%

FY2022 Proposed BudgetAvailable Revenue (cont’d)

Core Funding (excluding child care)$24.2 million: $3.1 million or 14.9% increase

• New Core Funding: $21.8 million: $4.2 million or 24.1% increase‒ WIOA: Increase of $3.5 million or 33.1%‒ VR: Increase of $310,000 or 49.1%‒ TANF: Increase of $453,000 or 12.9%

• Carry Over Funding: $2.4 million: $1.1 million or 31.3% decrease‒ WIOA: Decrease of $766,000 or 29.3%‒ ES: Decrease of $359,000 or 58.8%

FY2022 Proposed BudgetAvailable Revenue (cont’d)

Non-Core Programs• $2.5 million: Decrease of $502,000 or 16.5%

‒ WIOA Alternative Funding for Statewide Activities Decrease of $206,000 or 100.0%

‒ Performance Incentive Awards: Decrease of $105,000 or 100.0%

‒ Apprenticeship Texas Expansion Grant: Decrease of $72,000 or 59.9%

‒ Disaster Recovery Dislocated Worker Grant: Decrease of $67,000 or 19.6%

Workforce Board, Staff & Centralized Functions

$18,502,041 $2,759,263 or 17.5% increase

Staffing• Personnel Costs (Salaries, Fringe, Indirect): $8,201,988

$467,569 or 6.1% increase‒ Total FTEs: 64.2, 2.1 or 3.5% increase

2.0 FTE Increase: Early Childhood SpecialistWill provide on-site assessment, mentoring and technical support to contracted child care providers in their pursuit of obtaining Texas Rising Star (TRS) status.

.1 FTE Increase: Research and Information Services (RIS) Workforce funds portions of multiple RIS FTEs so that adequate network support is provided to the workforce centers. The projected number of FTEs increased by .1 FTE to 8.0 total FTEs for FY 2022.

Workforce Board, Staff & Centralized Functions (cont’d)

Staffing (cont’d)• Primary Causes of Increased Costs

‒ 3.0% budget merit increase (increase from 2% within FY 2021).

‒ Staff promotions and salary adjustments.‒ Increase to FTEs


Child Care Quality Program Delivery

$2,700,633: $2,359,165 or 690.9% increase

• Addition of COVID-19 related funding, CRRSA, dedicated to increase the levels of quality child care delivery including activities focused on expanding the number of Texas Rising Star (TRS) providers ‒ $2,010,749 increase


Workforce Center Infrastructure$2,614,327: $376,357 or 16.8% increase

• Rent/Utilities-Denton, Stephenville, Terrell, and Weatherford new and larger space ‒ $430,000 increase

• Janitorial-reduced day porter services initiated during COVID-19‒ $59,000 decrease

Professional Services$1,681,522: $199,544 or 10.6% decrease

• Reduction of child care swipe card system‒ $260,000 decrease


Equipment$419,833: $293,935 or 41.2% decrease

• Reduction of workforce center computer lease‒ $120,000 decrease

• Reduction of equipment within WIOA Alternative Funds Grant‒ $160,000 decrease

OtherPrimarily includes supplies, staff development, printing, postage, equipment repair and maintenance, membership dues, subscriptions, outreach, and software

$1,415,979: $283,070 or 25.0% increase

• Increase for software items:‒ Referral software system - $100,000‒ Various network support licenses - $72,000

• Increase for customer outreach and brand awareness - $54,000


Leasehold Improvements$309,000: $341,000 or 52.5% decrease

• Weatherford and Cleburne relocation and remodel - $247,000‒ Furniture‒ Movers‒ Telephone‒ Electricians

• Updated security systems\furniture (Plano, Greenville, McKinney, Granbury, and Stephenville) - $62,000

• Workforce\VR cost summary‒ Workforce Center Staff - $199,000‒ VR Staff - $110,000

‒ Data Line‒ Security Systems‒ Automatic Doors‒ Audio/Visual Equipment

Rendering of new Workforce and Emerging Technology Building in Weatherford

FY2022 Program Delivery –Equus

$125.2 million $53.8 million or 75.4% increase

Child Care$108.2 million: $50.2 million or 86.7 % increase

• New Funding: $97.8 million, $45.7 million or 87.6% increase‒ CCF/CCM $22.2 million or 54.6% increase‒ COVID-19 $23.4 million or 393.3% increase (SIR funding)

• Carry Over Funding: $10.3 million, $4.6 million or 78.8% increase‒ CCFCCM- $3.8 million or 107.9% increase‒ COVID-19- $724,000 or 32.5% increase (SIR funding)

FY2022 Program Delivery –Equus (cont’d)

Workforce/Non-Child Care$17.0 million: $3.6 million or 26.6% increase

• New Core Funding: $13.2 million: $4.6 million or 54.2% increase‒ WIOA: Increase of $3.8 million or 73.1% ‒ TANF: Increase of $467,000 or 23.7%

• Carry Over Funding: $2.2 million: $1.1 million or 32.6% decrease‒ WIOA: Decrease of $766,000 or 29.3% ‒ ES: Decrease of $355,000 or 84.8%

• Non-Core Funding: $1.6 million: $12,000 or .8% increase

FY2022 Budget –Unallocated Funding

Unallocated Funding (contingency funding)

$742,000• Utilized for certain projects• Allocated to the Board sub-contractors• Carry over for the subsequent year

Allocation Summary

FY2022 Budget –Recommendation

Recommendation:The Executive Committee recommends that the Workforce Board of Directors approve the Workforce Board, Staff, and Centralized functions FY 2022 budget equaling $18,502,041. The balance of available funds is projected to be allocated to the NCTCOG’s subrecipients for program delivery (currently estimated to be $125,182,012) with a small percentage designated as unallocated\contingency funds (currently $742,102).

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NORTH CENTRAL TEXAS WORKFORCE DEVELOPMENT BOARD OF

DIRECTORS MEETING

FY 2022 Budget Recommendation Background:

The available funding for FY 2022 is projected to total $144.4 million including Child Care, Core, and Non-Core funding. This is a projected increase of approximately $52.6 million or 57.3% as compared to FY 2021 (Please see Attachment A and Schedule 1 for more details). More funding information is summarized as follows:

• Child Care:

o Total Funding - Approximately $117.7 million, an increase of $50.0 million or 73.8%

o New Funding - Approximately $107.3 million, an increase of $45.4 million or 73.5%

primarily due to the following:

Child Care Partially Subsidized Direct Care and Local Match (CCF and CCM) (Serves the at-risk child population)- Increase of $21.7 million or 47.9% (This includes the FY 2021 $6.0 million deobligation and roll forward to FY 2022).

COVID-19 Funding-Increase of $23.3 million or 261.0%-For the majority of FY 2021, the primary COVID-19 related funding ($5.6 million) was associated with the enhanced reimbursement rates. This included supplementing the child care centers, that remained open through the pandemic, an additional payment equaling 5-25% of the regular child care reimbursement amount. During the last quarter of FY 2021, TWC notified the Boards that they would be receiving funds referred to as Service Industry Recovery (SIR). These funds would have a duration of two (2) years to service customers that are currently working with specific industries including arts; entertainment and recreation; accommodation and food service; and retail trade. The North Central Board’s allocation of these funds totaled $33.5 million. 10% or $3.4 million was allocated to the North Central Board in August 2021 and the balance is expected in October 2021 (first month of FY 2022). Also projected to be received from TWC during FY 2022 is additional childcare quality funding totaling approximately $2.0 million referred to as Coronavirus Response and Relief Supplemental Appropriations Act (CRRSA). This is additional funding to increase the levels of quality child care within the Board’s region including activities focused on expanding the number of Texas Rising Star (TRS) providers.


o Carry Over Funding - Approximately $10.4 million, an increase of $4.5 million or 77.4%, a result of the items described below:

CCF and CCM-Increase of $3.8 million or 108.0% based on end of FY 2021

expenditure projections. COVID-19-Increase of $724,000 or 32.5%-As stated above regarding the SIR

funding, 10% of the $3.4 million was received in FY 2021. Of that amount, $400,000 was allocated to the NCTCOG’s childcare subrecipient, Equus. The balance, or approximately $3.0 million, will be carried forward to FY 2022.

• Core (Those grants that the NCTCOG receives annually other than Child Care):

o Total Funding - Approximately $24.2 million, an increase of $3.1 million or 14.9%

o New Funding - Approximately $21.8 million, an increase of $4.2 million or 24.1%

primarily due to the increases to the Workforce Innovation Opportunity Act (WIOA), the Vocational Rehabilitation (VR), and the Temporary Assistance for Needy Families (TANF) grants as described below:

WIOA - Increase of $3.5 million or 33.1% VR - Increase of $310,000 or 49.1% TANF-Increase of $453,000 or 12.9%

o Carry Over Funding - Approximately $2.4 million, a decrease of $1.1 million or 31.3%

primarily due to the decreases to the WIOA and Employment Services (ES) grants as described below: WIOA – Decrease of $766,000 or 29.3% ES-Decrease of $359,000 or 58.8%

• Non-Core Funding (Those grants having a finite life and typically are not renewed):

o Total Funding - Approximately $2.5 million, a decrease of $502,000 or 16.5% primarily

due to the decrease to the Disaster Recovery Dislocated Worker Grant, WIOA Alternative Funding for Statewide Activities, Apprenticeship Texas Expansion Grant, and the Performance Incentive Awards FY 2020 funding sources as described below:

Disaster Recovery Dislocated Worker Grant-Decrease of $67,000 or 19.6% WIOA Alternative Funding for Statewide Activities-Decrease of $206,000 or

100.0% Apprenticeship Texas Expansion Grant- Decrease $72,000 or 59.9% Performance Incentive Awards FY 2020-Decrease of 105,000 or 100%

The $144.4 million of projected FY 2022 available funding is proposed to be allocated between the Workforce Board and NCTCOG staff (including centralized functions), the NCTCOG’s subrecipients (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 Workforce Board, staff, and centralized functions (centralized functions including costs such as janitorial, maintenance, rent, utilities, communications, postage, copier, and technology support for the NCTCOG’s workforce centers) is proposed to total $18,502,041. This represents a $2,759,263 or 17.5% increase as compared to FY 2021 (Please see Attachment B). Below is an overview of the major cost categories and other notable budget line items: Staffing NCTCOG staff positions are proposed to total 64.2 FTEs, an increase of 2.1 FTEs or 3.5% as compared to the FY 2021 budget. The increase is described below:

• Early Childhood Specialists (increase 2 FTEs) - The purpose of this position is to provide on-

site mentoring and technical support to contracted child care providers in their pursuit of obtaining Texas Rising Star (TRS) status. These Early Childhood Specialists will work closely with childcare providers ensuring and supporting quality programs within regulated childcare centers and home-based care.

The Texas Workforce Commission (TWC) allocates the Boards a minimum of 2% of each Board’s child care allocation for the purpose of child care quality improvement activities. The NCTCOG has utilized these funds in the past for paying for various childcare quality staff positions and their support and utilizing a large percentage for “Child Care Quality Program Delivery” (Please see Attachment B, item number 5) purposes including primarily professional development training and other allowable activities for selected childcare centers located within the Board’s region.

TWC continues to emphasize increasing the number of TRS child care providers located within the Boards region. Currently the North Central Texas Council of Governments (NCTCOG) has twelve (12) staff dedicated to the child care quality program with eight (8) of those positions dedicated as either Sr. Early Childhood Specials or Early Childhood Specialists (mentor) positions. By adding the additional FTEs described above, the childcare staff would have smaller caseloads, enabling them to dedicate more time and attention to each child care center.

• Research and Information Services (RIS technology support) (increase .1 FTEs)- Workforce

funds portions of multiple RIS FTEs so that adequate network support is provided to the workforce centers. The projected number of FTEs increased by .1 FTE to 8.0 total FTEs for FY 2022.


The personnel (salary, fringe benefits, and indirect costs) budget category is proposed to total $8,201,988, an increase of $467,569 or 6.1%. The increase is mainly due to the following:

• 3.0% budgeted merit increase (increase from 2% within FY 2021 budget) • Certain staff promotions and salary adjustments planned for FY 2022 • Increase to FTEs as described above

Workforce Center Infrastructure

This budget category is projected to total $2,614,327, an increase of $376,357 or 16.8% primarily due to the following:

• Increase to rent and utility costs for the new facilities developed during FY 2021 (Denton, Stephenville, and Terrell) plus the new Weatherford facility expected to be occupied during FY 2022. The Denton facility was only budgeted for approximately three (3) months of FY 2021 and the new Stephenville and Terrell facilities for the Vocational Rehabilitation (VR) staff were not budgeted within FY 2021 due to the space becoming available unexpectedly-$430,000

• Decrease to janitorial services primary due to the removal of the day porter services that were temporarily added during FY 2021 in response to COVID-19-$59,000

Child Care Quality Program Delivery

As stated above under “Staffing” TWC allocates the Boards funding for the purpose of child care quality improvement activities. The NCTCOG uses these funds primarily to pay for the child care quality positions personnel and related support costs. A significant percentage is also used for “Child Care Quality Program Delivery”. The “Child Care Quality Program Delivery” budget category is projected to total $2,700,633, an increase of $2,359,165 or 690.9% primarily due to the following:

• Addition of COVID-19 related funding, CRRSA, is anticipated to be received within FY 2022.

As stated within the Childcare revenue section above, these funds are dedicated to increase the levels of quality child care delivery within the Board’s region including activities focused on expanding the number of Texas Rising Star (TRS) providers. NCTCOG staff are currently developing strategies to utilize the additional funding in a manner consistent with TWC allowable activities-$2,010,749

Professional Services

The “Professional Services” budget line item is projected to total $1,681,522, a decrease of $199,544 or 10.6% primarily due the following:

• Reduction of the childcare center swipe card system. The child care centers previously utilized a swipe card system to record attendance. The NCTCOG received funds from TWC annually to pay for the support of the system. As of March 31, 2021, TWC removed this system and will utilize other methods to record attendance-$260,000


Equipment

“Equipment” is projected to total $419,833, a decrease of $293,935 or 41.2% primarily due to the following:

• Reduction of workforce center computer lease. Funds were available within other designated sources to purchase the majority of the computers for the workforce centers during FY 2021-$120,000

• Reduction of equipment designated primarily for the workforce centers within the grant referred to WIOA Alternative Funds for Statewide Activities. This grant ended as of August 31, 2021-$160,000

Other

The “Other” budget category includes several budget line items primarily including supplies, staff development, printing, postage, equipment repair and maintenance, membership dues, subscriptions, advertising, and software. This category is projected to total $1,415,979, an increase of $283,070 or 25.0% primarily due to the following:

• Increase for software items-$199,000: o Referral system-$100,000 o Various licenses to support the network and other applications-$72,000

• Increase for advertising for ads, campaigns, and targeted commercials-$54,000 Leasehold Improvements Each year the Workforce Board’s budget includes funds dedicated for workforce center leasehold improvements. This year, staff are proposing $309,000 for this category, a decrease of $341,000 or 52.5% as compared to FY 2021. The primary projects under consideration are as follows:

• The Weatherford Workforce Center is schedule to move to a new location in November 2021.

Relocation costs include items such as staff and customer furniture, movers, telephones, electricians, data lines, security system, and audio- visual equipment. Included within the relocation will be the addition of approximately eleven (11) Vocational Rehabilitation (VR) staff-$200,000

• The Cleburne Workforce Center is scheduled to be remodeled in June 2022 to integrate five (5) VR staff. Cost to integrate the VR staff include items such as staff furniture, telephones, electricians, data lines, security system, and automatic doors-$47,000

• Updated security systems and miscellaneous furniture replacements for Plano, Greenville, McKinney, Granbury, and Stephenville workforce centers, $62,000 The budget reflected between Workforce Center and VR staff is as follows:

o Workforce Center Staff-$199,000 o VR Staff-$110,000


Subrecipient Allocations Workforce Center Subrecipient

The funding available for the workforce center subrecipient is projected to total $125.2 million, an increase of approximately $53.8 million or 75.4 % (Please see Attachment B and Schedule 2 for more details). The increase is a net result of the following:

• Child Care funding - Approximately $108.2 million, a $50.2 million or 86.7% increase. The

increase is primarily due to the net result of the following:

o New Funding-$97.8 million, an increase of $45.7 million or 87.6% CCF and CCM-Increase of $22.2 million or 54.6%. Represents new fund

allocations related to the at-risk child care population (Non-COVID-19). The increase includes the $6.0 million deobligated from FY 2021 contract amounts by TWC and rolled forward to FY 2022.

Child Care COVID-19 (New Funding)-Increase of $23.4 million or 393.3%-For the majority of FY 2021, the primary COVID-19 related funding ($5.6 million) was associated with the enhanced reimbursement rates. This included supplementing the child care centers who remand open through the pandemic an additional payment equaling 5-25% of the regular child care reimbursement amount. During the last quarter of FY 2021, TWC notified the Boards that they would be receiving SIR funding (as described within the revenue section above). The North Central Board was allocated $33.5 million, 10% of that was received within FY 2021 and the balance within FY 2022.

o Carry Over-$10.3 million, an increase of $4.6 million or 78.8% CCF and CCM-Increase of $3.8 million or 107.9%-The projected carry over

funding regarding the portion of child care funding that serves the at-risk child care population (Non-COVID) is projected to increase based on end of FY 2021 expenditure estimates.

Child Care COVID-19 (Carry Over)-Increase of $724,000 or 32.5%-It’s currently projected that a portion of FY 2021 COVID-19 (SIR) funding will be available in FY 2022 based on end of FY 2021 expenditure projections. It’s not currently projected that any of the enhanced reimbursement funds (5-25% supplements) will continue past July of 2021.

• Workforce\Non-Child Care funding - Approximately $17.0 million, a $3.6 million or 26.6% increase. Most of the increase is due to the result of the following:

o New Core Funding – $13.2 million, an increase of $4.6 million or 54.2%. The increase is primarily due to the changes within the WIOA and TANF grants as described below:


WIOA – Increase of $3.8 million or 73.1%. The NCTCOG is projected to

receive a $3.5 million or 33.1% increase of new funding during FY 2022 compared to FY 2021 but withheld $388,000 more to fund NCTCOG operations and $680,000 less in the form of unallocated funding.

TANF- Increase of $467,000 or 23.7%. The NCTCOG received an increase of TANF funding totaling approximately $453,000 or 12.9% as compared to FY 2021 but withheld $68,000 less for NCTCOG operations and $55,000 more in the form of unallocated funding.

o Carry Over Core Funding-$2.2 million, a decrease of $1.1 million or 32.6%. The decrease is primarily due to the following: WIOA- Decrease of $766,000 or 29.3%-Based on end of FY 2021 spending

projections. Employment Services (ES)-Decrease of $335,000 or 84.8%-Equus was

allocated funding to hire fourteen (14) temporary ES staff to assist during the pandemic within FY 2021. Only four (4) temporary staff are budgeted for the first quarter of FY 2022.

o Non-Core funding-$1.6 million, an increase of $12,000 or .8%

Unallocated Funding (contingency funding)

A portion of each fiscal year’s funding is typically designated as unallocated or contingency funding. As the year progresses these funds will either be utilized for certain projects, allocated to the NCTCOG’s subrecipient, or utilized as carry over for the subsequent year. For FY 2022, approximately $742,000 is proposed to be designated as such.

Recommendation: The Executive Committee recommends that the Workforce Board of Directors approve the Workforce Board, Staff, and Centralized functions FY 2022 budget equaling $18,502,041. The balance of available funds is projected to be allocated to the NCTCOG’s subrecipients for program delivery (currently estimated to be $125,182,012) with a small percentage designated as unallocated\contingency funds (currently $742,102). Approval Date: September 21, 2021 Attachment:

• Attachment A - Funds Utilization Summary • Attachment B - Proposed FY2022 Budget • Schedule 1 - Grant Summary Comparison FY 2021 to FY 2022 • Schedule 2 - FY2021 and FY2022 Allocation Summary Comparison

North Central Texas Workforce Development BoardFunds Utilization Summary

Prepared for Fiscal Year 2022 Budget Budget Period: 10/01/2021-9/30/2022

Attachment A

Workforce Board, Staff,

and Centralized Functions

Budget Unallocated

Total Funding Available for Workforce

Board

Subrecipient Program Delivery Total Funding

Workforce Board, Staff,

and Centralized Functions

Budget Unallocated

Total Funding Available for Workforce

BoardSubrecipient

Program Delivery Total Funding Difference % ChangeAvailable Revenue:Core Programs

Child CareChild Care Partially Subsidized Direct Care Allocation (CCF) and Local Match (CCM) $4,169,985 $504,079 $4,674,064 $40,740,956 $45,415,020 $4,046,570 $135,000 $4,181,570 $62,979,966 $67,161,536 $21,746,516 47.9%Child Care COVID-19 (Enhanced Reimbursements and Service Industry Recovery (SIR)) 2,951,248 2,951,248 5,959,774 8,911,022 663,394 100,000 763,394 29,397,836 30,161,230 21,250,208 238.5%Child Care Quality 1,619,555 (76,171) 1,543,384 1,543,384 2,244,594 2,244,594 2,244,594 701,210 45.4%Child Care Quality COVID-19 (Coronavirus Response and Relief Supplemental Appropriations Act (CRRSA)) 2,010,749 2,010,749 2,010,749 2,010,749 0.0%Department of Family and Protective Services (DFPS) 235,000 235,000 5,465,000 5,700,000 235,000 235,000 5,465,000 5,700,000 0 0.0%Child Care Attendance Automated Service (CCAA) 260,812 260,812 260,812 (260,812) (100.0%)Carry Over (CCF and CCM) 3,547,553 3,547,553 7,375,939 7,375,939 3,828,386 107.9%Carry Over (Quality) 74,629 74,629 74,629 50,000 50,000 50,000 (24,629) (33.0%)Carry Over (COVID-19) - - - 2,227,645 2,227,645 - - - 2,951,248 2,951,248 723,603 32.5%Subtotal Child Care $6,359,981 $3,379,156 $9,739,137 $57,940,928 $67,680,065 $9,250,306 $235,000 $9,485,306 $108,169,990 $117,655,296 $49,975,231 73.8%

Core Programs\New Funding (Excluding Child Care)Workforce Innovations Opportunities Act (WIOA) Youth $1,152,908 $417,905 $1,570,813 $1,497,414 $3,068,227 $1,649,883 $55,000 $1,704,883 $2,768,550 $4,473,433 $1,405,207 45.8%WIOA Adult 1,396,002 233,104 1,629,106.28 1,749,151 3,378,257 1,371,163 55,000 1,426,163 2,493,871 3,920,034 541,777 16.0%WIOA Dislocated Worker 2,031,405 194,664 2,226,069 1,956,899 4,182,968 1,947,396 55,000 2,002,396 3,769,354 5,771,749 1,588,781 38.0%WIOA Rapid Response 10,196 7,542 17,738 45,378 63,117 9,527 4,563 14,090 54,821 68,911 5,795 9.2%Trade Adjustment Assistance (TAA) 35,092 13,420 48,512 492,119 540,631 28,736 5,000 33,736 506,895 540,631 0 0.0%Temporary Assistance for Needy Families (TANF) 1,561,275 1,561,275 1,964,937 3,526,212 1,492,968 55,000 1,547,968 2,431,479 3,979,447 453,235 12.9%Supplemental Nutrition Assistance Program Employment & Training (SNAP E&T) 439,758 30,427 470,185 549,117 1,019,302 310,064 25,000 335,064 602,766 937,830 (81,472) (8.0%)Vocational Rehabilitation (VR) 464,312 116,620 580,932 50,650 631,582 829,443 829,443 112,557 942,000 310,418 49.1%Employment Services (ES) 786,175 (87,192) 698,983 63,729 762,712 492,044 40,000 532,044 243,027 775,071 12,359 1.6%Non Custodial Parent (NCP) 119,953 5,737 125,690 165,862 291,552 112,847 5,000 117,847 173,705 291,552 0 0.0%Veterans 135,113 135,113 7,471 142,584 125,334 2,000 127,334 14,547 141,881 (703) (0.5%)Subtotal Core Programs\New Funding $8,132,189 $932,226 $9,064,415 $8,542,727 $17,607,142 $8,369,406 $301,563 $8,670,969 $13,171,571 $21,842,540 $4,235,398 24.1%

Core Programs\ Carry Over Funding (Excluding Child Care)WIOA Dislocated Worker $1,275,210 $1,275,210 $405,370 $405,370 ($869,839) (68.2%)WIOA Adult 765,301 765,301 443,200 443,200 (322,101) (42.1%)WIOA Youth 571,919 571,919 997,679 997,679 425,760 74.4%TAA 60,744 60,744 38,885 38,885 (21,859) (36.0%)TANF 190,875 190,875 250,000 250,000 59,125 31.0%ES 216,160 - 216,160 395,000 611,160 191,755 - 191,755 60,000 251,755 (359,405) (58.8%)Subtotal Core Programs\Carry Over Funding $216,160 $0 $216,160 $3,259,049 $3,475,208 $191,755 $0 $191,755 $2,195,134 $2,386,889 ($1,088,319) (31.3%)

- Subtotal All Funding\Core Programs (Excluding Child Care) $8,348,348 $932,226 $9,280,575 $11,801,776 $21,082,351 $8,561,161 $301,563 $8,862,724 $15,366,705 $24,229,429 $3,147,078 14.9%

Non-Core Programs-

Non-Core Programs -

Other: Disaster Recovery Dislocated Worker Grant $0 $174,516 $174,516 $166,770 $341,286 $5,972 $5,972 $268,544 $274,516 ($66,770) (19.6%)Other: Helping Offices Manage Electronically 75,000 75,000 75,000 50,000 50,000 50,000 (25,000) (33.3%)Other: WIOA Alternative Funding for Statewide Activities 124,777 124,777 81,000 205,777 (205,777) (100.0%)Other: VR Hireability Navigator 112,816 15,263 128,079 71,921 200,000 120,495 12,120 132,615 75,385 208,000 8,000 4.0%

Other: Reemployment Services and Eligibility Assessment (RESEA) 246,683 246,683 540,328 787,011 252,864 0 252,864 534,146 787,010 (0) (0.0%)

Other: Senior Community Service Employment Program (SCSEP) 7,414 750 8,164 8,164 7,289 875 8,164 8,164 0 0.0%Other: Summer Earn and Learn (SEAL) 90,184 183,451 273,635 660,365 934,000 83,174 192,307 275,481 658,519 934,000 0 0.0%Other: Apprenticeship Texas Expansion Grant 120,000 120,000 120,000 48,159 48,159 48,159 (71,841) (59.9%)Other: Performance Incentive Awards FY 2020 105,000 105,000 105,000 (105,000) (100.0%)Other: VR Paid Work Experience 112,500 112,500 3,777 3,777 108,723 112,500 (0) (0.0%)Other: Resource Administrative Grant (RAG) 36,689 36,689 36,689 38,763 237 39,000 39,000 2,311 6.3%Other: Workforce Commission Initiatives (WCI) 115,884 2,586 118,470 - 118,470 80,081 - 80,081 - 80,081 (38,390) (32.4%)

Subtotal Non-Core Programs $1,034,447 $376,566 $1,411,013 $1,632,884 $3,043,897 $690,574 $205,539 $896,113 $1,645,317 $2,541,430 ($502,467) (16.5%)

Total Funding $15,742,777 $4,687,948 $20,430,725 $71,375,588 $91,806,313 $18,502,041 $742,102 $19,244,143 $125,182,012 $144,426,155 $52,619,843 57.3%

FY 2022 Comparison FY 2021

Funding Source

Attachment B

FY 2021Proposed FY

2022 Amount Change

Percentage

Change

Workforce Board, Staff, and Centralized Functions

Total FTEs (1) 62.1 64.2 2.1 3.5%

Salaries (2) $4,398,652 $4,680,720 $282,068 6.4%Fringe Benefits (2) 2,172,647 2,287,834 115,187 5.3%Indirect (2) 1,163,120 1,233,434 70,314 6.0%Occupancy-rent 410,807 422,338 11,531 2.8%Workforce Center Infrastructure (3) 2,237,970 2,614,327 376,357 16.8%Travel (4) 263,736 361,122 97,386 36.9%Child Care Quality Program Delivery (5) 341,468 2,700,633 2,359,165 690.9%Professional Services (6) 1,881,066 1,681,522 (199,544) (10.6%)Communications 376,634 375,298 (1,336) (0.4%)Equipment (7) 713,768 419,833 (293,935) (41.2%)Other (8) 1,132,909 1,415,979 283,070 25.0%

Subtotal $15,092,777 $18,193,041 $3,100,263 20.5%

Leasehold Improvements (9) 650,000 309,000 (341,000) (52.5%)

Total Workforce Board, Staff, and Centralized Functions $15,742,777 $18,502,041 $2,759,263 17.5%

Unallocated\Contingency (10) 4,687,948 742,102 (3,945,845) (84.2%)

Total Funds Available at Board Level $20,430,725 $19,244,143 ($1,186,581) (5.8%)

Program Delivery Workforce Center Subrecipient\Child Care (11) $57,940,928 $108,169,990 $50,229,061 86.7%Workforce Center Subrecipient\Non Child Care (12) 13,434,660 17,012,022 3,577,362 26.6%Total Workforce Center Subrecipient $71,375,588 $125,182,012 $53,806,424 75.4%Other Subrecipients - - - -

$71,375,588 $125,182,012 $53,806,424 75.4%

Total $91,806,313 $144,426,155 $52,619,843 57.3%

Change %

18.1% 12.9% -5.2% (28.7%)

Percentage of Program Delivery to Allocated Funding 81.9% 87.1% 5.2% 6.3%

Comparison of FY 2022 to FY 2021

Proposed FY 2022 Budget Budget Period: 10/01/2021-09/30/2022

Total Program Delivery

North Central Texas Workforce Development Board

Budget Category

Percentage of Total Workforce Board, Staff, and Centralized Functions to Allocated Funding

Attachment B-Notes

(1) The increase of 2.1 FTEs is primarily due to the following: • Increase of Early Childhood Specialists: 2 FTEs • Increase of Research and Information Services (RIS, technology support) FTEs: .1 FTE

(2) The personnel cost increase is primarily due to the following: • Merit amount of 3.0% budgeted for all staff, increase from 2.0% within FY 2021 budget • Certain promotions and salary adjustments planned for selected staff • Change in FTEs as described within No. 1 above

(3) The increase is primarily due to a result of the following: • Increase to rent and utility costs for the new facilities developed during FY 2021 (Denton, Stephenville, and

Terrell) plus the new Weatherford facility expected to be occupied during FY 2022. The Denton facility was only budgeted for approximately three (3) months of FY 2021 and the new Stephenville and Terrell facilities for the Vocational Rehabilitation (VR) Staff were not budgeted within FY 2021 due to the space becoming available unexpectedly-$430,000

• Decrease to janitorial services primary due to the removal of the day porter services that were temporarily added during FY 2021 in response to COVID-19-$59,000

(4) The increase is primarily due to staff planning travel in amounts closer to the Pre-COVID-19 time period.

(5) The primary reason for the increase is due to the following: • Increase for the Coronavirus Response and Relief Supplemental Appropriations Act (CRRSA) funding

projected to receive from TWC within FY 2022. This is additional funding to increase the levels of quality child care delivery within the Board’s region including activities focused on expanding the number of Texas Rising Star (TRS) providers. NCTCOG staff are currently developing strategies to utilize the additional funding in a manner consistent with TWC allowable activities-$2,000,000

(6) The decrease is primarily due to the following: • Reduction of the childcare center swipe card system. The childcare centers previously utilized a swipe card

system to record attendance. As of March 31, 2021, TWC removed this system and will utilize other methods to record attendance-$260,000

(7) The reduction is primarily due to: • Reduction of the workforce center computer lease. There were funds available within the grant referred to

as WIOA Alternative Funds for Statewide Activities to purchase the majority of the computers for the workforce centers during FY 2021-$120,000

• Reduction of equipment designated primarily for the workforce centers within the grant referred to WIOA Alternative Funds for Statewide Activities. This grant ended as of August 31, 2021-$160,000

Attachment B-Notes

(8) The increase is due to the following: • Increase for software items-$199,000:

Referral system-$100,000 Various licenses to support the network and other applications-$72,000

• Increase to advertising for ads, campaigns, and targeted commercials-$54,000 (9) The decrease is primarily due to the completion of the new Denton Workforce Center during FY 2021. The move

and all the related relocation costs were included within the FY 2021 budget. Leasehold improvement costs budgeted for FY 2022 include the relocation and VR integration costs for the new Weatherford Workforce Center and the remodel of the Cleburne Workforce Center.

(10) The decrease is primarily due to the following: • Child Care (Partially Subsidized Direct Care (CCF) and Local Match (CCM) At Risk Direct Care)-NCTCOG staff

allocated sufficient child care funds to the child care subrecipient (Equus) in order to serve the number of children per day prescribed by TWC and held back the excess funds for other projects as deemed necessary. Those funds were not utilized in FY 2021 and will be allocated to the child care subrecipient for program delivery purposes during FY 2021-$369,000

• Child Care (Service Industry Recovery (SIR, included within the COVID-19 category with Attachment A)-TWC informed the Boards during the last quarter of FY 2021 that they would be receiving these funds for two (2) years to service customers that are currently working with the specific industries including arts, entertainment, and recreation; accommodation and food service; and retail trade. The North Central Board’s allocation of these funds totaled $33.5 million. 10.0% or $3.4 million was allocated to the North Central Board in August 2021 and the balance is expected in October 2021 (first month of FY 2022). Due to the amount of additional staffing and other ramp up time necessary for Equus, only $400,000 is projected to be allocated to them by the end of FY 2021. The remainder of the $3.4 million will be allocated to them at the beginning of FY 2022-$2.9 million

• Workforce Innovations Opportunities Act (WIOA) (Youth, Adult, Dislocated)-The Board received a 37.0% increase to their annual WIOA allocation that begins July 1st each year. NCTCOG staff did not allocate all the increase that was available for the last quarter of FY 2021 (July-September). Those additional funds will be allocated to the NCTCOG’s workforce services subrecipient, Equus, beginning October 1,2021 for FY 2022-$681,000

(11) The increase is primarily due to the net result of the following: • Child Care (CCF and CCM)-Increase of $22.2 million or 54.6%-Represents new fund allocations related to

the at-risk child care population (Non-COVID). The increase includes the $6.0 million deobligated from FY 2021 contract amounts by TWC and rolled forward to FY 2022. The NCTCOG received an increase of this funding totaling approximately $21.7 million or 47.9% as compared to FY 2021 but withheld $123,000 less for NCTCOG operations and $369,000 less in the form of unallocated funding.

• Child Care Carry Over (CCF and CCM)-Increase of $3.8 million or 107.9%-The projected carry over funding regarding the portion of child care funding that serves the at-risk child care population (Non-COVID) is projected to increase based on end of FY 2021 expenditure estimates.

• Child Care COVID-19 (New Funding)-Increase of $23.4 million or 393.3%-For the majority of FY 2021, the primary COVID-19 related funding ($5.6 million) was associated with the enhanced reimbursement rates. This included supplementing the child care centers who remand open through the pandemic an additional payment equaling 5-25% of the regular child care reimbursement amount. During the last quarter of FY 2021, TWC notified the Boards that they would be receiving SIR funding (as described within No. 10 above). The North Central Board was allocated $33.5 million, 10% of that was received within FY 2021 and the balance within FY 2022. The NCTCOG received an increase of this funding totaling approximately $21.3 million or 238.5% as compared to FY 2021 but withheld $663,000 more for NCTCOG operations and $2.9 million less in the form of unallocated funding.

Attachment B-Notes

• Child Care COVID-19 (Carry Over)-Increase of $724,000 or 32.5%-It’s currently projected that a portion of FY 2021 COVID-19 (SIR) funding will be available in FY 2022 based on end of FY 2021 expenditure projections. It’s not currently projected that any of the enhanced reimbursement funds (5-25% supplements) will continue past July of 2021.

(12) The increase is primarily due to the net result of the following: • WIOA (New Funding)-Increase of $3.8 million or 73.1%-The NCTCOG received an increase of WIOA funding

totaling approximately $3.5 million or 33.1% as compared to FY 2021 but withheld an additional $388,000 for NCTCOG operations and $680,000 less in the form of unallocated funding.

• WIOA (Carry Over)-Decrease of $766,000 or 29.3%-Based on end of FY 2021 spending projections. • Temporary Assistance to Needy Families (TANF) (New funding)-Increase of $467,000 or 23.7%. The

NCTCOG received an increase of TANF funding totaling approximately $453,000 or 12.9% as compared to FY 2021 but withheld $68,000 less for NCTCOG operations and $55,000 more in the form of unallocated funding.

• Employment Service (ES) (Carry Over)-Decrease of $335,000 or 84.8%-Equus was allocated funding to hire fourteen (14) temporary ES staff to assist during the pandemic within FY 2021. Only four (4) staff are budgeted for the first quarter of FY 2022.

Schedule 1

$91,806,313 $144,426,155 $52,619,843

$91,806,313 $144,426,155 $52,619,843 57.3%2021 2022

Grant Summary ComparisonFY 2021 to FY 2022

Child Care New

Core New

Non-Core

Child Care Carry Over

Core Carry Over

Schedule 2

11.8%

74.9%

12.8%0.5%

FY 2022 Allocation Summary

Workforce\Non Child Care

Child Care

Workforce Board and Staff

Unallocated

14.6%

63.1%

17.1%

5.1%

FY 2021 Allocation Summary

Workforce\Non Child Care

Child Care

Workforce Board and Staff

Unallocated

BCY21- June 2021Monthly Performance Report (MPR) Overview

Workforce Solutions for North Central Texas is an equal opportunity employer/program.

Auxiliary aids and services are available upon request to individuals with disabilities. For the

hearing impaired, call TDD 1-800-735-2989 or VOICE 1-800-735-2988. Workforce Solutions for

North Central Texas services are provided based on eligibility.

BCY21 – June 2021

Monthly Performance Report (MPR)

“Meeting Performance (MP)” or “Positive Performance (+P)” within 17 of 21

formally contracted performance measures for which we have all available data:

Performance Status # of Measures

Positive Performance (+P) 10

Meeting Performance (MP) 7

Negative Performance (-P) 4

REEMPLOYMENT & EMPLOYER ENGAGEMENT MEASURES

PERFORMANCE MEASURES TARGETCURRENT

PERFORMANCE

PERCENTAGE OF

CURRENT TARGETNUMERATOR

(Successful Outcomes)

DENOMINATOR (Population)

PERFORMANCE

STATUS

PERFORMANCE

CHANGE FROM

PREVIOUS MONTH

Claimants Reemployed within 10 Weeks

49.06% 58.89% 120.04% 6,935 11,777 +P -0.10%

# of Employers Receiving Workforce Assistance

6,806

(5,475 – Current Target)

6,434 117.52% - - +P +2.33%

BCY21 – June 2021


PROGRAM PARTICIPATION MEASURES


PERFORMANCE

PERCENTAGE OF




PERFORMANCE

STATUS

PERFORMANCE

CHANGE FROM

PREVIOUS MONTH

Avg # Children Served Per Day – (Combined)

6,049 5,811 96.07% 1,133,063 195 MP +44

BCY21 – June 2021


WIOA OUTCOME MEASURES


PERFORMANCE

PERCENTAGE OF




PERFORMANCE

STATUS

PERFORMANCE

CHANGE FROM

PREVIOUS MONTH

Employed/Enrolled Q2 Post Exit – C&T Participants

65.60% 57.92% 88.29% 11,315 19,534 -P +0.49%

Employed/Enrolled Q2-Q4 Post Exit – C&T Participants

81.70% 82.13% 100.53% 12,835 15,627 MP -0.11%

Credential Rate – C&T Participants 69.40% 69.63% 100.33% 266 382 MP +0.14%

Employed Q2 Post Exit – Adult 68.40% 57.50% 84.06% 211 367 -P -6.00%

Employed Q4 Post Exit – Adult 68.30% 63.60% 93.12% 206 324 MP -10.70%

Median Earnings Q2 Post Exit – Adult $5,000.00$

6,053.39 121.07% - 211 +P +$497.76

Credential Rate – Adult 65.40% 71.50% 109.33% 93 130 MP -3.00%

Measurable Skills Gains - Adult 45.80% 69.00% 150.66% 178 258 +P +32.90%

Employed Q2 Post Exit – DW 75.30% 60.90% 80.88% 156 256 -P -2.20%

BCY21 – June 2021


WIOA OUTCOME MEASURES


PERFORMANCE

PERCENTAGE OF




PERFORMANCE

STATUS

PERFORMANCE

CHANGE FROM

PREVIOUS MONTH

Employed Q4 Post Exit – DW 79.20% 68.70% 86.74% 193 281 -P -6.00%

Median Earnings Q2 Post Exit – DW $8,100.00 $

9,815.36 121.18% 156 +P + $695.36

Credential Rate – DW 71.20% 78.40% 110.11% 120 153 +P +1.30%

Measurable Skills Gains - DW 49.00% 69.40% 141.63% 220 317 +P +31.10%

Employed/Enrolled Q2 Post Exit – Youth 66.40% 67.30% 101.36% 173 257 MP -0.10%

Employed/Enrolled Q4 Post Exit – Youth 70.80% 70.30% 99.29% 213 303 MP -10.00%

Median Earnings Q2 Post Exit – Youth $3,200.00 $

3,721.82 116.31% 154 +P + $309.94

Credential Rate – Youth 43.80% 52.70% 120.32% 39 74 +P +6.00%

Measurable Skills Gains - Youth 30.70% 68.10% 221.82% 49 72 +P +26.70%

BCY21 – June 2021


North Central is currently ranked 20th of 28 Boards and 4th of 7 Large Boards.

BOARD

AVERAGE RANK PER

FORMALLY CONTRACTED

PERFORMANCE MEASURE

ALL BOARDS RANKLARGE BOARDS

RANK

Alamo 15.24 21 5

Borderplex 14.29 15 2

Dallas County 14.86 19 3

Gulf Coast 20.48 28 7

Lower Rio Grande 15.76 23 6

North Central Texas 15.05 20 4

Tarrant County 12.57 8 1

BCY21 – June 2021


QUESTIONS

ALL BOARDS PERFORMANCE MEASURES STATUS SUMMARY (YEAR-TO-DATE)

MONTH: June 2021 RELEASE: Final Release

Alamo Area

Brazos Valley

Cameron County

Capital Area

Central Texas

Coastal Bend

Concho Valley

Dallas County

Deep East Texas

East Texas

Golden Crescen

t

Gulf Coast

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 Boarder Plex

West Central

1 - Reemployment and Employer Engagement Measures

#Claimant Reemployment within 10 Weeks +P +P +P +P +P+P MP +P +P +P +P +P +P +P +P +P +P +P +P +P +P +P +P +P +P +P +P +P1

## of Employers Receiving Workforce Assistance +P +P +P +P +P+P MP +P +P MP MP +P +P +P +P +P -P +P MP +P +P +P +P +P MP +P +P MP2

2 - Program Participation Measures

#Avg # Children Served Per Day - Combined MP MP MP -P MP-P MP +P MP MP -P -P MP -P -P MP +P -P MP MP MP +P -P +P +P +P MP MP4

3 - WIOA Outcome Measures

###Employed/Enrolled Q2 Post Exit – C&T Participants -P -P MP MP -P-P MP -P -P -P MP -P MP MP -P -P MP MP MP -P MP -P -P MP -P MP -P -P###

###Employed/Enrolled Q2-Q4 Post Exit – C&T Participants

MP -P -P MP MPMP MP MP MP MP MP -P MP -P -P MP MP MP MP -P MP MP -P -P MP MP MP MP###

###Credential Rate – C&T Participants MP -P +P +P +P-P MP +P MP -P +P -P -P +P +P MP +P MP +P +P +P +P +P -P +P +P MP MP###

##Employed Q2 Post Exit – Adult -P MP MP MP MP-P MP -P MP -P +P MP MP MP MP -P MP -P MP MP MP MP -P MP MP MP MP MP10

##Employed Q4 Post Exit – Adult MP MP MP MP MPMP MP -P MP MP +P -P MP MP MP MP MP -P MP -P MP MP -P -P MP MP MP MP11

##Median Earnings Q2 Post Exit – Adult +P MP +P +P +P+P MP +P MP MP +P -P +P MP +P +P +P -P +P MP +P +P +P MP +P +P +P +P12

##Credential Rate – Adult MP -P MP +P +PMP -P MP +P MP +P -P -P MP MP MP MP -P +P +P MP +P +P +P MP MP +P +P13

####Measurable Skills Gains – Adult +P +P +P -P MPMP +P +P +P MP -P +P +P +P +P +P +P +P +P +P +P +P +P +P +P +P +P +P####

##Employed Q2 Post Exit – DW -P -P MP MP -PMP -P -P -P -P MP -P MP MP MP -P MP -P MP -P MP MP -P MP MP -P MP MP14

##Employed Q4 Post Exit – DW MP -P MP MP -P-P MP MP MP -P MP -P MP MP MP -P MP +P +P -P MP -P +P MP MP +P MP MP15

##Median Earnings Q2 Post Exit – DW +P +P MP +P +P+P +P +P MP -P -P MP +P +P -P +P -P -P -P +P MP +P MP +P +P -P +P +P16

##Credential Rate – DW +P -P +P MP MP-P MP +P -P MP +P -P -P MP +P +P +P +P +P MP MP +P +P MP MP +P +P MP17

####Measurable Skills Gains – DW +P +P +P MP -P+P +P +P +P +P +P +P +P +P +P +P +P +P +P +P +P +P +P +P +P +P +P +P####

##Employed/Enrolled Q2 Post Exit – Youth MP MP MP MP MPMP -P MP +P MP MP MP +P MP MP MP +P +P MP -P MP MP MP MP MP MP +P +P18

##Employed/Enrolled Q4 Post Exit – Youth MP +P +P +P +PMP +P MP +P MP -P MP MP MP +P MP +P MP MP MP MP +P MP MP MP MP -P MP19

####Measurable Skills Gains – Youth +P -P +P +P +P+P +P +P +P +P +P +P +P +P +P +P +P +P MP +P +P +P +P +P +P +P +P####

##Credential Rate – Youth +P +P +P +P +PMP +P +P +P +P -P MP MP +P +P +P +P MP +P +P +P -P +P +P +P -P -P +P20

####Median Earnings Q2 Post Exit – Youth MP +P +P +P +PMP +P -P +P +P +P MP -P MP +P +P +P +P +P +P +P +P +P -P -P +P MP MP####


Alamo Area

Brazos Valley

Cameron County

Capital Area

Central Texas

Coastal Bend

Concho Valley

Dallas County

Deep East Texas

East Texas

Golden Crescen

t

Gulf Coast

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 Boarder Plex

West Central

Consolidated Performance Measures Summary

1.) Positive Performance (+P) 9 8 11 10 106 7 11 10 5 10 5 7 8 11 10 12 9 11 9 9 13 12 9 9 11 10

2.) Meeting Performance (MP 9 5 9 9 79 11 5 8 10 6 6 9 11 6 7 7 5 9 6 12 5 3 8 10 7 8

3.) Negative Performance (-P) 3 8 1 2 46 3 5 3 6 5 10 4 2 4 4 2 7 1 6 3 6 4 2 3 3


PERFORMANCE MEASURES STATUS SUMMARY

(YEAR-TO-DATE)MONTH: June 2021 RELEASE: Final Release

North Central Texas Workforce Development Board's current status is reflected by the highlight.

Performance Measure

Positive

Performance

(+P)

Negative

Performance

(-P)

Meeting

Performance

(MP)

1 - Reemployment and Employer Engagement Measures

27 1Claimant Reemployment within 10 Weeks1

21 6 1# of Employers Receiving Workforce Assistance2

2 - Program Participation Measures

6 14 8Avg # Children Served Per Day - Combined4

3 - WIOA Outcome Measures

12 16Employed/Enrolled Q2 Post Exit – C&T Participants6.5

20 8Employed/Enrolled Q2-Q4 Post Exit – C&T Participants7.5

15 7 6Credential Rate – C&T Participants9.5

1 20 7Employed Q2 Post Exit – Adult10

1 21 6Employed Q4 Post Exit – Adult11

19 7 2Median Earnings Q2 Post Exit – Adult12

11 12 5Credential Rate – Adult13

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PERFORMANCE MEASURES STATUS SUMMARY

(YEAR-TO-DATE)MONTH: June 2021 RELEASE: Final Release

North Central Texas Workforce Development Board's current status is reflected by the highlight.

Performance Measure

Positive

Performance

(+P)

Negative

Performance

(-P)

Meeting

Performance

(MP)

23 3 2Measurable Skills Gains – Adult13.5

15 13Employed Q2 Post Exit – DW14

4 16 8Employed Q4 Post Exit – DW15

16 5 7Median Earnings Q2 Post Exit – DW16

13 10 5Credential Rate – DW17

26 1 1Measurable Skills Gains – DW17.5

6 20 2Employed/Enrolled Q2 Post Exit – Youth18

9 17 2Employed/Enrolled Q4 Post Exit – Youth19

25 1 1Measurable Skills Gains – Youth19.5

20 4 4Credential Rate – Youth20

18 6 4Median Earnings Q2 Post Exit – Youth21.5

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ALL BOARDS RANKING SUMMARY (YEAR-TO-DATE)MONTH: June 2021 RELEASE: Final Release

Alamo

Area

Brazos

Valley

Cameron

County

Capital

Area

Central

Texas

Coastal

Bend

Concho

Valley

Dallas

County

Deep

East

Texas

East

Texas

Golden

Crescent

Gulf

Coast

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 Border

Plex

West

Central

1 - Reemployment and Employer Engagement MeasuresClaimant Reemployment within 10 Weeks 21 24 20 12 926 28 2 22 15 17 18 10 16 13 3 4 8 19 27 6 23 14 25 1 7 11 51

# of Employers Receiving Workforce Assistance 19 3 6 14 179 25 16 1 22 23 5 13 15 4 11 28 20 26 21 2 10 8 7 27 18 12 242

Average Group Rank: 20.00 13.50 13.00 13.00 13.00 17.50 26.50 9.00 11.50 18.50 20.00 11.50 11.50 15.50 8.50 7.00 16.00 14.00 22.50 24.00 4.00 16.50 11.00 16.00 14.00 12.50 11.50 14.50

2 - Program Participation MeasuresAvg # Children Served Per Day - Combined 11 17 8 27 721 10 5 15 16 23 24 18 28 25 19 3 22 20 14 9 4 26 6 1 2 12 134


3 - WIOA Outcome MeasuresEmployed/Enrolled Q2 Post Exit – C&T Participants 16 21 7 10 1828 4 16 26 24 3 27 5 8 15 25 9 1 6 23 11 13 22 12 14 2 19 20###

Employed/Enrolled Q2-Q4 Post Exit – C&T Participants 7 22 21 2 920 10 14 19 13 4 23 17 26 27 3 11 12 8 28 1 18 25 24 6 5 15 16###

Credential Rate – C&T Participants 22 28 5 15 1427 18 8 17 23 3 25 24 12 4 19 9 20 2 11 6 7 1 26 13 10 21 16###

Employed Q2 Post Exit – Adult 22 14 18 5 2023 4 26 2 27 1 21 6 9 7 25 8 24 11 15 16 12 28 17 19 3 10 1310

Employed Q4 Post Exit – Adult 13 14 9 4 822 20 23 12 17 1 24 15 19 3 18 7 26 16 25 11 5 28 27 21 2 6 1011

Median Earnings Q2 Post Exit – Adult 15 23 8 2 113 24 9 25 22 17 27 14 26 19 12 18 28 6 20 11 10 16 21 7 4 5 312

Credential Rate – Adult 12 26 14 10 823 24 19 4 21 11 25 28 17 16 12 22 27 5 3 15 6 2 1 20 18 9 713

Measurable Skills Gains – Adult 21 8 18 28 2425 22 16 13 26 27 10 12 15 19 9 2 6 23 20 5 7 4 3 17 14 11 1####

Employed Q2 Post Exit – DW 20 23 7 6 255 19 17 24 21 11 18 15 4 9 22 12 27 2 26 14 9 16 3 8 27 13 114

Employed Q4 Post Exit – DW 12 27 6 9 2425 5 8 10 21 17 26 18 13 11 23 15 4 3 28 14 22 2 7 19 1 20 1615

Median Earnings Q2 Post Exit – DW 13 16 18 2 311 7 15 20 27 26 19 1 4 24 10 22 23 25 5 17 6 21 8 12 28 14 916

Credential Rate – DW 10 28 11 18 1626 14 12 25 22 3 24 27 20 4 13 2 1 6 23 17 6 6 21 15 6 5 1917

Measurable Skills Gains – DW 11 23 13 27 2824 12 8 16 25 5 10 21 18 6 17 20 2 26 4 1 22 7 9 3 19 14 15####

Employed/Enrolled Q2 Post Exit – Youth 21 8 10 15 1824 28 20 3 23 24 26 6 14 11 12 1 2 7 27 19 13 22 16 9 17 4 518

Employed/Enrolled Q4 Post Exit – Youth 20 5 9 8 611 4 13 2 15 28 24 13 25 3 17 1 16 10 23 12 7 21 26 18 22 27 1919

Measurable Skills Gains – Youth 8 27 13 25 2119 3 24 16 9 16 10 11 2 12 7 6 22 26 15 1 14 4 5 20 23 18####

Credential Rate – Youth 6 9 7 17 1423 8 16 11 4 28 21 24 10 1 19 12 22 13 2 18 26 15 5 3 25 27 2020

Median Earnings Q2 Post Exit – Youth 20 17 5 16 1824 3 25 14 11 1 23 27 21 10 15 9 12 2 6 4 13 7 28 26 8 22 19####


Alamo

Area

Brazos

Valley

Cameron

County

Capital

Area

Central

Texas

Coastal

Bend

Concho

Valley

Dallas

County

Deep

East

Texas

East

Texas

Golden

Crescent

Gulf

Coast

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 Border

Plex

West

Central


Average Rank Per Performance Measure: 15.24 18.24 11.10 12.95 14.67 20.43 13.90 14.86 14.14 19.24 13.76 20.48 15.70 15.76 11.10 15.05 10.57 14.71 12.29 17.95 10.67 11.43 14.52 14.10 12.57 12.29 14.29 12.81

21 25 3 10 17 27 12 19 14 26 11 28 22 23 3 20 1 18 6 24 2 5 16 13 8 6 15 9Overall Board Ranking:June 2021

Final Release

5 3 7 6 4 1 2Large Board Ranking:June 2021

Final Release


LARGE BOARDS PERFORMANCE COMPARISON REPORT (YEAR-TO-DATE)MONTH: June 2021 RELEASE: Final Release

BOARD PARTICIPANTS MEDIAN EARNINGS

% of TARGET

CURRENT TARGET

2 YRS PRIOR

MP NUM TARGET GAP RANK

PRIOR YEAR END

STATUS

Median Earnings Q2 Post Exit – Adult 12

Borderplex $6,400.0076 $9,606.34 $7,379.82 $6,095.59 +P $5,760.00 5150.10% $3,846.34

Tarrant County $5,100.00343 $6,566.93 $5,810.18 $5,449.03 +P $4,590.00 7128.76% $1,976.93

Dallas $5,800.00301 $7,106.85 $6,367.00 $6,241.96 +P $5,220.00 9122.53% $1,886.85

North Central $5,000.00211 $6,053.39 $5,603.90 $5,232.50 +P $4,500.00 12121.07% $1,553.39

Alamo Area $5,800.00226 $6,653.83 $6,807.67 $5,931.28 +P $5,220.00 15114.72% $1,433.83

Lower Rio Grande $6,500.00227 $6,300.48 $7,257.83 $6,646.19 MP $5,850.00 2696.93% $450.48

Gulf Coast $5,000.005,545 $4,240.00 $4,568.00 $4,431.32 -P $4,500.00 2784.80% ($260.00)


% of TARGET

CURRENT TARGET

2 YRS PRIOR


PRIOR YEAR END

STATUS

Median Earnings Q2 Post Exit – DW 16

Lower Rio Grande $7,000.0019 $10,039.85 $6,947.64 $9,829.15 +P $6,300.00 4143.43% $3,739.85

North Central $8,100.00156 $9,815.36 $10,342.56 $10,153.86 +P $7,290.00 10121.18% $2,525.36

Tarrant County $8,300.00237 $9,721.32 $9,137.79 $9,124.04 +P $7,470.00 12117.12% $2,251.32

Alamo Area $8,000.00103 $9,254.24 $8,420.05 $7,671.35 +P $7,200.00 13115.68% $2,054.24

Borderplex $8,500.0046 $9,801.70 $8,307.26 $6,705.65 +P $7,650.00 14115.31% $2,151.70

Dallas $8,600.00174 $9,572.47 $9,467.90 $8,791.68 +P $7,740.00 15111.31% $1,832.47

Gulf Coast $8,000.00504 $8,195.91 $7,931.03 $8,000.75 MP $7,200.00 19102.45% $995.91


% of TARGET

CURRENT TARGET

2 YRS PRIOR


PRIOR YEAR END

STATUS

Median Earnings Q2 Post Exit – Youth 21.5

North Central $3,200.00154 $3,721.82 $3,782.36 $3,045.86 +P $2,880.00 15116.31% $841.82

Alamo Area $3,100.00277 $3,210.61 $3,429.00 $2,898.00 MP $2,790.00 20103.57% $420.61

Lower Rio Grande $2,800.00184 $2,887.26 $3,142.12 $3,107.58 MP $2,520.00 21103.12% $367.26

Borderplex $2,700.00125 $2,747.28 $2,488.45 $3,770.00 MP $2,430.00 22101.75% $317.28

Gulf Coast $2,900.00912 $2,910.60 $3,214.31 $3,291.16 MP $2,610.00 23100.37% $300.60

Dallas $2,900.00371 $2,564.24 $3,109.25 $3,272.40 -P $2,610.00 2588.42% ($45.76)

Tarrant County $3,300.00242 $2,691.08 $3,329.14 $2,954.46 -P $2,970.00 2681.55% ($278.92)



BOARD NUM DEN

% of TARGET

CURRENT TARGET

2 YRS PRIOR

MP SERVED TARGET GAP RANK

PRIOR YEAR END

STATUS

# of Employers Receiving Workforce Assistance 2

UNIQUE EMPLOYERS

SERVED

Gulf Coast 1946224,779 1 24,779 24,040 30072 +P 18,489 5127.32% 6,290

North Central 54756,434 1 6,434 6,546 12239 +P 5,201 11117.52% 1,233

Borderplex 35944,105 1 4,105 4,445 5169 +P 3,414 12114.22% 691

Lower Rio Grande 34693,874 1 3,874 4,093 5620 +P 3,296 15111.67% 578

Dallas 76548,473 1 8,473 9,413 14170 +P 7,271 16110.70% 1,202

Alamo Area 59496,373 1 6,373 7,191 11339 +P 5,652 19107.13% 721

Tarrant County 42074,046 1 4,046 5,158 7804 MP 3,997 2796.17% 49



BOARD NUM DEN

% of TARGET

CURRENT TARGET

2 YRS PRIOR


PRIOR YEAR END

STATUS

Avg # Children Served Per Day - Combined 4

AVG SERVED PER DAY

Tarrant County 5,0791,165,103 195 5,975 6,971 6,536 +P 4,825 1117.64% 1,150

Dallas 11,5162,432,368 195 12,474 15,606 14,642 +P 10,940 5108.32% 1,534

Alamo Area 9,5441,888,568 195 9,685 10,093 10,294 MP 9,067 11101.48% 618

Borderplex 4,418863,670 195 4,429 5,664 6,212 MP 4,197 12100.25% 232

North Central 6,0491,133,063 195 5,811 7,188 6,749 MP 5,747 1996.07% 64

Gulf Coast 26,5194,640,582 195 23,798 27,695 29,347 -P 25,193 2489.74% -1,395

Lower Rio Grande 9,2721,550,501 195 7,951 10,603 11,244 -P 8,808 2885.75% -857



BOARD NUM DEN

% of TARGET

CURRENT TARGET

2 YRS PRIOR


PRIOR YEAR END

STATUS

Employed Q2 Post Exit – Adult 10

%

Lower Rio Grande 71.20%227 322 70.50% 73.60% 74.70% MP 206 999.02% 21

Borderplex 70.00%76 110 69.10% 75.10% 64.20% MP 69 1098.71% 7

Tarrant County 69.70%343 521 65.80% 74.70% 75.40% MP 327 1994.40% 16

Gulf Coast 69.10%5,545 8,802 63.00% 74.00% 74.10% MP 5,474 2191.17% 71

Alamo Area 75.50%226 335 67.50% 78.70% 72.00% -P 228 2289.40% -2

North Central 68.40%211 367 57.50% 72.30% 76.70% -P 226 2584.06% -15

Dallas 71.20%301 506 59.50% 72.10% 72.10% -P 324 2683.57% -23

BOARD NUM DEN

% of TARGET

CURRENT TARGET

2 YRS PRIOR


PRIOR YEAR END

STATUS

Employed Q4 Post Exit – Adult 11

%

Borderplex 68.30%139 199 69.90% 68.20% 66.30% MP 122 6102.34% 17

Alamo Area 70.00%267 390 68.50% 73.30% 72.40% MP 246 1397.86% 21

North Central 68.30%206 324 63.60% 67.60% 73.80% MP 199 1893.12% 7



Dallas 69.30%343 564 60.80% 71.80% 69.20% -P 352 2387.73% -9

Gulf Coast 68.30%6,515 11,004 59.20% 72.40% 73.80% -P 6,764 2486.68% -249

BOARD NUM DEN

% of TARGET

CURRENT TARGET

2 YRS PRIOR


PRIOR YEAR END

STATUS

Credential Rate – Adult 13

%

Borderplex 72.10%111 136 81.60% 79.60% 74.20% +P 88 9113.18% 23

Alamo Area 76.10%74 89 83.20% 85.00% 82.20% MP 61 12109.33% 13

North Central 65.40%93 130 71.50% 71.20% 75.60% MP 77 12109.33% 16


Dallas 75.30%311 408 76.20% 85.60% 77.10% MP 277 19101.20% 34


Gulf Coast 65.40%904 1,655 54.60% 63.50% 63.50% -P 974 2583.49% -70

BOARD NUM DEN

% of TARGET

CURRENT TARGET

2 YRS PRIOR


PRIOR YEAR END

STATUS

Measurable Skills Gains – Adult 13.5

%

North Central 45.80%178 258 69.00% 51.00% +P 106 9150.66% 72

Gulf Coast 45.80%1,438 2,141 67.20% 53.70% +P 883 10146.72% 555

Borderplex 47.90%126 184 68.50% 50.80% +P 79 11143.01% 47

Lower Rio Grande 57.90%190 248 76.60% 68.90% +P 129 15132.30% 61

Dallas 52.70%292 427 68.40% 77.10% +P 203 16129.79% 89

Tarrant County 50.80%147 223 65.90% 67.90% +P 102 17129.72% 45

Alamo Area 53.30%152 226 67.30% 67.00% +P 108 21126.27% 44



BOARD NUM DEN

% of TARGET

CURRENT TARGET

2 YRS PRIOR


PRIOR YEAR END

STATUS

Employed Q2 Post Exit – DW 14

%



Borderplex 73.50%46 68 67.70% 72.20% 71.10% MP 45 1392.11% 1

Dallas 79.50%174 255 68.20% 83.60% 84.50% -P 182 1785.79% -8

Gulf Coast 73.50%504 810 62.20% 69.30% 66.90% -P 536 1884.63% -32

Alamo Area 83.60%103 151 68.20% 87.50% 84.20% -P 114 2081.58% -11

North Central 75.30%156 256 60.90% 77.20% 79.70% -P 173 2280.88% -17

BOARD NUM DEN

% of TARGET

CURRENT TARGET

2 YRS PRIOR


PRIOR YEAR END

STATUS

Employed Q4 Post Exit – DW 15

%

Dallas 78.50%295 384 76.80% 82.70% 84.50% MP 271 897.83% 24

Alamo Area 79.50%115 152 75.70% 82.80% 82.50% MP 109 1295.22% 6



Borderplex 74.90%54 80 67.50% 77.20% 66.10% MP 54 2090.12% 0

North Central 79.20%193 281 68.70% 80.80% 76.10% -P 200 2386.74% -7

Gulf Coast 74.90%930 1,462 63.60% 68.40% 81.10% -P 986 2684.91% -56

BOARD NUM DEN

% of TARGET

CURRENT TARGET

2 YRS PRIOR


PRIOR YEAR END

STATUS

Credential Rate – DW 17

%

Borderplex 76.40%45 51 88.20% 78.40% 78.40% +P 35 5115.45% 10

Alamo Area 73.70%50 60 83.30% 82.10% 83.20% +P 40 10113.03% 10

Dallas 73.50%216 261 82.80% 76.30% 79.50% +P 173 12112.65% 43

North Central 71.20%120 153 78.40% 73.70% 76.70% +P 98 13110.11% 22



Gulf Coast 70.00%329 554 59.40% 59.50% 66.00% -P 349 2484.86% -20

BOARD NUM DEN

% of TARGET

CURRENT TARGET

2 YRS PRIOR


PRIOR YEAR END

STATUS

Measurable Skills Gains – DW 17.5

%

Tarrant County 49.00%170 212 80.20% 66.90% +P 93 3163.67% 77

Dallas 49.00%276 365 75.60% 71.80% +P 161 8154.29% 115

Gulf Coast 49.00%957 1,281 74.70% 49.90% +P 565 10152.45% 392

Alamo Area 49.00%204 278 73.40% 58.70% +P 123 11149.80% 81

Borderplex 53.50%49 63 77.80% 65.40% +P 30 14145.42% 19

North Central 49.00%220 317 69.40% 52.50% +P 140 17141.63% 80




BOARD NUM DEN

% of TARGET

CURRENT TARGET

2 YRS PRIOR


PRIOR YEAR END

STATUS

Employed/Enrolled Q2 Post Exit – Youth 18

%

Borderplex 65.20%181 240 75.40% 60.10% 64.20% +P 141 4115.64% 40


North Central 66.40%173 257 67.30% 76.00% 77.60% MP 154 12101.36% 19


Dallas 69.50%399 593 67.30% 70.40% 72.50% MP 371 2096.83% 28

Alamo Area 67.80%300 459 65.40% 70.60% 68.80% MP 280 2196.46% 20

Gulf Coast 65.20%1,027 1,677 61.20% 68.00% 73.20% MP 984 2693.87% 43

BOARD NUM DEN

% of TARGET

CURRENT TARGET

2 YRS PRIOR


PRIOR YEAR END

STATUS

Employed/Enrolled Q4 Post Exit – Youth 19

%

Dallas 65.80%468 698 67.10% 79.70% 78.30% MP 413 13101.98% 55

North Central 70.80%213 303 70.30% 83.90% 81.10% MP 193 1799.29% 20


Alamo Area 66.30%289 449 64.40% 76.30% 74.70% MP 268 2097.13% 21

Gulf Coast 63.30%926 1,587 58.40% 75.60% 82.80% MP 904 2492.26% 22


Borderplex 63.30%137 247 55.50% 72.90% 67.60% -P 141 2787.68% -4

BOARD NUM DEN

% of TARGET

CURRENT TARGET

2 YRS PRIOR


PRIOR YEAR END

STATUS

Measurable Skills Gains – Youth 19.5

%

Tarrant County 20.00%73 117 62.40% 54.40% +P 21 5312.00% 52

Alamo Area 20.00%102 181 56.40% 44.30% +P 33 8282.00% 69

Gulf Coast 23.90%322 538 59.90% 50.70% +P 116 10250.63% 206


North Central 30.70%49 72 68.10% 54.10% +P 20 12221.82% 29

Borderplex 39.70%30 61 49.20% 33.30% +P 22 23123.93% 8

Dallas 36.30%75 180 41.70% 48.60% +P 59 24114.88% 16

BOARD NUM DEN

% of TARGET

CURRENT TARGET

2 YRS PRIOR


PRIOR YEAR END

STATUS

Credential Rate – Youth 20

%

Tarrant County 28.60%59 87 67.80% 61.20% 43.40% +P 22 3237.06% 37

Alamo Area 28.50%60 116 51.70% 42.20% 61.90% +P 30 6181.40% 30

Lower Rio Grande 28.50%17 37 46.00% 31.30% 40.90% +P 9 10161.40% 8

Dallas 51.80%174 268 64.90% 60.10% 67.00% +P 125 16125.29% 49

North Central 43.80%39 74 52.70% 60.90% 52.20% +P 29 19120.32% 10

Gulf Coast 34.10%134 357 37.50% 58.50% 62.60% MP 110 21109.97% 24

Borderplex 56.70%34 93 36.60% 71.40% 64.30% -P 47 2764.55% -13



BOARD NUM DEN %

% of TARGET

CURRENT TARGET

2 YRS PRIOR


PRIOR YEAR END

STATUS

Claimant Reemployment within 10 Weeks 1

Tarrant County 42.85%2,597 3,332 77.94% 59.86% 58.27% +P 1,356 1181.89% 1,241

Dallas 52.62%610 719 84.84% 59.22% 58.78% +P 359 2161.23% 251

North Central 49.06%6,935 11,777 58.89% 58.27% 55.76% +P 5,489 3120.04% 1,446

Borderplex 57.31%3,006 4,708 63.85% 56.74% 60.03% +P 2,563 11111.41% 443

Lower Rio Grande 52.16%7,407 12,860 57.60% 61.38% 63.33% +P 6,372 16110.43% 1,035

Gulf Coast 49.94%37,464 68,058 55.05% 58.42% 57.91% +P 32,289 18110.23% 5,175

Alamo Area 56.53%10,199 16,528 61.71% 60.30% 62.58% +P 8,876 21109.16% 1,323

BOARD NUM DEN %

% of TARGET

CURRENT TARGET

2 YRS PRIOR


PRIOR YEAR END

STATUS

Employed/Enrolled Q2 Post Exit – C&T Participants 6.5

Lower Rio Grande 65.60%25,626 40,130 63.86% 74.92% 76.00% MP 25,009 897.35% 617

Tarrant County 65.60%10,734 17,555 61.14% 70.79% 70.46% -P 10,940 1493.20% -206

Alamo Area 65.60%13,629 22,467 60.66% 71.44% 71.27% -P 14,001 1692.47% -372

Dallas 65.60%14,974 24,684 60.66% 69.97% 70.30% -P 15,383 1692.47% -409

Borderplex 65.60%12,966 21,506 60.29% 68.62% 67.64% -P 13,403 1991.91% -437

North Central 65.60%11,315 19,534 57.92% 67.14% 67.87% -P 12,174 2588.29% -859

Gulf Coast 65.60%60,435 106,483 56.76% 66.31% 66.74% -P 66,360 2786.52% -5,925

BOARD NUM DEN %

% of TARGET

CURRENT TARGET

2 YRS PRIOR


PRIOR YEAR END

STATUS

Employed/Enrolled Q2-Q4 Post Exit – C&T Participants 7.5

North Central 81.70%12,835 15,627 82.13% 86.55% 85.85% MP 12,129 3100.53% 706

Tarrant County 81.70%13,017 16,039 81.16% 86.10% 85.38% MP 12,449 699.34% 568

Alamo Area 81.70%18,170 22,393 81.14% 86.42% 85.58% MP 17,380 799.31% 790

Dallas 81.70%24,291 30,514 79.61% 85.32% 84.86% MP 23,683 1497.44% 608

Borderplex 81.70%11,618 14,612 79.51% 84.03% 84.76% MP 11,341 1597.32% 277

Gulf Coast 81.70%57,577 76,421 75.34% 83.03% 83.35% -P 59,314 2392.22% -1,737

Lower Rio Grande 81.70%21,242 28,747 73.89% 82.86% 84.74% -P 22,312 2690.44% -1,070

BOARD NUM DEN %

% of TARGET

CURRENT TARGET

2 YRS PRIOR


PRIOR YEAR END

STATUS

Credential Rate – C&T Participants 9.5

Dallas 69.40%722 915 78.91% 79.00% 74.63% +P 603 8113.70% 119

Lower Rio Grande 69.40%315 412 76.46% 81.50% 79.50% +P 272 12110.17% 43

Tarrant County 69.40%262 345 75.94% 77.33% 69.19% +P 227 13109.42% 35

North Central 69.40%266 382 69.63% 68.29% 70.33% MP 252 19100.33% 14

Borderplex 69.40%211 308 68.51% 79.25% 68.40% MP 203 2198.72% 8

Alamo Area 69.40%216 320 67.50% 74.71% 72.01% MP 211 2297.26% 5

Gulf Coast 69.40%1,380 2,419 57.05% 64.00% 60.82% -P 1,595 2582.20% -215


BOARD SUMMARY REPORT - HIGH PROFILE MEASURES

NORTH CENTRALBOARD NAME: JUNE 2021 REPORT

Year-to-Date Performance Periods* As Originally Published 8/13/2021

FINAL RELEASE

Non-Contracted Measures

All Measures

10 7 4 80.95%

0 0 0 0.00%

10 7 4 80.95%

% +P & MPWith Positive

Performance (+P):

Meeting

Performance (MP):

With Negative

Performance (-P):

Contracted Measures

Status Summary

% CurrentTarget

EOYTargetMeasure Status From

2 Years Ago YE

Prior Year End To

CurrentPerf. YTD Den

YTD NumCurrentTarget QTR 1 QTR 2 QTR 3 QTR 4

Notes

Source

Participants ServedParticipants Served – C&T Participants 10/20 6/21

1-------- ----- ----- 13,938 20,088 23,955 4,738 5,643 5,581

-----

-----LBB-K

Participants Served – Trained 10/20 6/211

-------- ----- ----- 421 516 412 298 238 193-----

-----

Participants Served – At Risk 10/20 6/211

-------- ----- ----- 3,804 6,902 7,454 1,516 1,540 1,484-----

-----

Participants Served – Total Veterans 10/20 6/211

-------- ----- ----- 838 1,833 2,363 343 398 392-----

-----

Participants Served – Claimants 10/20 6/211

-------- ----- ----- 11,590 13,933 14,939 3,540 4,785 4,619-----

-----

Participants Served – RRES-Served 10/20 6/211

-------- ----- ----- 4,486 3,368 n/a 79 2,016 2,571-----

-----

Participants Served – Ex-Offenders 10/20 6/211

-------- ----- ----- 280 495 493 122 122 90-----

-----

Participants Served – Youth 10/20 6/211

-------- ----- ----- 147 223 359 77 63 79-----

-----

Participants Served - Foster Youth 10/20 6/211

-------- ----- ----- 7 21 26 4 2 3-----

-----

Participants Served – Out-of-School Youth 10/20 6/211

-------- ----- ----- 137 204 346 71 61 74-----

-----

Participants Served – Adult 10/20 6/211

-------- ----- ----- 411 442 309 207 223 244-----

-----

Participants Served – DW 10/20 6/211

-------- ----- ----- 476 373 246 235 250 255-----

-----

Participants Served – Adult/DW 10/20 6/211

-------- ----- ----- 847 787 541 427 452 474-----

-----LBB-K

Participants Served – Adult/DW in Training 10/20 6/211

-------- ----- ----- 328 387 246 235 181 137-----

-----

Participants Served - Adult/DW/Youth 10/20 6/211

-------- ----- ----- n/a 977 850 85 80 n/a-----

-----

Participants Served - Adult/DW/Youth in Training

10/20 6/211

-------- ----- ----- n/a 489 340 41 29 n/a-----

-----

Participants Served – Statewide Initiative 10/20 6/211

-------- ----- ----- 14 34 n/a 14 9 2-----

-----

Participants Served – DWG 10/20 6/211

-------- ----- ----- 5 5 16 n/a n/a 5-----

-----

Page 1 of 10Operational Insight - MPR 4.0

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.




FINAL RELEASE

% Current

Target

EOY

TargetMeasure Status From2 Years

Ago YE

Prior Year

End To Current

Perf. YTD Den

YTD NumCurrent

Target QTR 1 QTR 2 QTR 3 QTR 4Notes

Source

Participants ServedParticipants Served – TAA 10/20 6/21

1-------- ----- ----- 76 103 118 60 54 51

-----

-----

Participants Served – TAA in Training 10/20 6/211

-------- ----- ----- 60 81 96 44 44 41-----

-----

Participants Served - TANF & NCP Choices 10/20 6/211

-------- ----- ----- 173 539 892 70 57 97-----

-----LBB-K

Participants Served - TANF & NCP Choices Excluding Noncompliant

10/20 6/211

-------- ----- ----- 167 464 794 64 55 95-----

-----

Participants Served – NCP Choices 10/20 6/211

-------- ----- ----- 15 47 73 12 9 9-----

-----

Participants Served – NCP Choices Excluding Noncompliant

10/20 6/211

-------- ----- ----- 9 39 72 6 7 7-----

-----

Participants Served – TANF Choices 10/20 6/211

-------- ----- ----- 158 492 819 58 48 88-----

-----

Participants Served – TANF Choices Excluding Noncompliant

10/20 6/211

-------- ----- ----- 158 425 722 58 48 88-----

-----

Participants Served – SNAP E&T 10/20 6/211

-------- ----- ----- 386 949 1,610 222 149 98-----

-----LBB-K

Participants Served – SNAP E&T Excluding Noncompliant

10/20 6/211

-------- ----- ----- 260 692 1,225 134 99 92-----

-----

Participants Served – SNAP E&T ABAWDS 10/20 6/211

-------- ----- ----- 383 365 742 220 147 95-----

-----

Participants Served – Employment Services 10/20 6/211

-------- ----- ----- 13,494 19,423 21,838 4,266 5,217 5,203-----

-----

Participants Served – ES Veterans 10/20 6/211

-------- ----- ----- 818 1,809 2,296 317 375 375-----

-----

Participants Served – ES Disabled Veterans 10/20 6/211

-------- ----- ----- 9 30 38 5 3 5-----

-----

Though the Texas Workforce System has remained open to the public throughout the COVID-19 pandemic offering services remotely, whether due to lockdowns, general health concerns, or temporary policy changes, demand for services has been generally depressed since March 2020 making current data largely incomparable to prior periods.

1.

Avg Cost per Participant ServedAvg Cost Per Particpant Served - Adult/DW 10/20 6/21

2-------- ----- ----- $7,185.77 $9,976.05 $13,709.41 $6,310.53 $4,211.23 $3,139.83

847

$6,086,349LBB-K

Avg Cost Per Participant - Choices and NCP 10/20 6/212

-------- ----- ----- $13,570.25 $6,233.56 $3,916.37 $10,125.97 $13,389.08 $9,027.39173

$2,347,653LBB-K

Avg Cost Per Particpant Served - SNAP E&T 10/20 6/212

-------- ----- ----- $1,571.55 $965.06 $548.22 $915.66 $1,384.98 $2,010.01386

$606,618.42LBB-NK

Given that the system has remained open and staffed to help those individuals seeking service during the pandemic, expenditures remained relatively normal even as the number to be seeking service dropped which resulted in higher than normal Average Costs being reported.

2.

Employed Q2 Post Exit






FINAL RELEASE

% Current

Target

EOY


Ago YE

Prior Year

End To Current

Perf. YTD Den

YTD NumCurrent


Source

Employed Q2 Post ExitEmployed Q2 Post Exit – Youth 7/19 6/20-------- ----- ----- 65.96% 76.62% 76.96% 70.21% 70.69% 60.00% 54.55%

235

155

(DOL)

Employed Q2 Post Exit – Adult 7/19 6/2068.40%-P 84.06% 68.40% 57.50% 72.30% 76.70% 75.30% 59.50% 52.80% 47.80%367

211DOL-C

(DOL)

Employed Q2 Post Exit – DW 7/19 6/2075.30%-P 80.88% 75.30% 60.90% 77.20% 79.70% 62.70% 67.70% 51.70% 60.70%256

156DOL-C

Employed Q2 Post Exit – DWG 7/19 6/20-------- ----- ----- 60.00% 75.00% 72.73% 100.00% 100.00% n/a 0.00%5

3

Employed Q2 Post Exit – Employment Services 7/19 6/20-------- ----- ----- 58.30% 67.68% 68.44% 67.97% 55.84% 52.48% 60.59%18,552

10,816DOL-C

Employed Q2 Post Exit – ES Veterans 7/19 6/20-------- ----- ----- 58.96% 65.82% 64.95% 66.74% 60.46% 54.89% 53.42%1,908

1,125DOL-C

Employed Q2 Post Exit – ES Disabled Veterans 7/19 6/20-------- ----- ----- 62.16% 76.19% 60.15% 71.43% 50.00% 62.50% 100.00%37

23

Median Earnings Q2 Post ExitMedian Earnings Q2 Post Exit – C&T Participants 7/19 6/20-------- ----- ----- $7,089.16 $7,077.40 $6,582.99 $6,650.15 $7,037.12 $7,216.38 $7,781.00

10,578

n/a

Median Earnings Q2 Post Exit – Trained 7/19 6/20-------- ----- ----- $8,398.77 $8,750.00 $8,045.41 $7,664.23 $8,480.13 $6,255.00 $11,367.95157

n/a

Median Earnings Q2 Post Exit – Bynd Basic Careeer Services

7/19 6/20-------- ----- ----- $6,690.01 $7,147.55 $6,556.62 $6,161.25 $7,101.44 $6,910.31 $6,814.193,845

n/a

Median Earnings Q2 Post Exit – At Risk 7/19 6/20-------- ----- ----- $5,295.90 $5,184.18 $4,946.79 $4,776.00 $5,217.94 $5,605.13 $6,231.813,440

n/a

Median Earnings Q2 Post Exit – Total Veterans 7/19 6/20-------- ----- ----- $8,717.17 $8,836.56 $8,388.00 $8,422.07 $8,579.50 $8,419.47 $9,617.021,128

n/a

Median Earnings Q2 Post Exit – Claimants 7/19 6/20-------- ----- ----- $8,337.64 $8,486.25 $8,030.64 $8,324.14 $8,465.60 $8,354.95 $8,229.166,921

n/a

Median Earnings Q2 Post Exit – RRES-Served 7/19 6/20-------- ----- ----- $8,160.00 $8,159.64 $7,094.70 $7,623.87 $8,658.00 $8,461.12 $10,210.402,353

n/a

(DOL)

Median Earnings Q2 Post Exit – Youth 7/19 6/20$3,200.00+P 116.31% $3,200.00 $3,721.82 $3,782.36 $3,045.86 $3,691.51 $3,968.40 $3,470.43 $4,800.18154

n/aDOL-C

(DOL)

Median Earnings Q2 Post Exit – Adult 7/19 6/20$5,000.00+P 121.07% $5,000.00 $6,053.39 $5,603.90 $5,232.50 $6,820.53 $5,355.61 $5,957.42 $7,062.55211

n/aDOL-C

(DOL)Median Earnings Q2 Post Exit – DW 7/19 6/20$8,100.00+P 121.18% $8,100.00 $9,815.36 $10,342.56 $10,153.86 $9,611.80 $10,169.44 $7,983.31 $12,240.49

156

n/aDOL-C

Median Earnings Q2 Post Exit – Adult/DW 7/19 6/20-------- ----- ----- $7,639.54 $8,454.55 $7,404.15 $8,024.55 $7,877.42 $6,116.54 $8,351.67310

n/a

Median Earnings Q2 Post Exit – Statewide Initiative

7/19 6/20-------- ----- ----- $6,906.99 $13,823.49 $17,310.29 n/a $7,170.54 $6,620.94 $12,240.4917

n/a

Median Earnings Q2 Post Exit – DWG 7/19 6/20-------- ----- ----- $7,693.76 $9,838.49 $10,689.00 $7,693.76 $6,167.72 n/a n/a3

n/a






FINAL RELEASE

% Current

Target

EOY


Ago YE

Prior Year

End To Current

Perf. YTD Den

YTD NumCurrent


Source

Median Earnings Q2 Post ExitMedian Earnings Q2 Post Exit – TAA 7/19 6/20-------- ----- ----- $12,195.38 $12,272.82 $11,509.45 $7,904.31 $11,450.03 $16,940.98 $16,630.26

41

n/a

Median Earnings Q2 Post Exit – Apprenticeship 7/19 6/20-------- ----- ----- n/a n/a n/a n/a n/a n/a n/an/a

n/a

Median Earnings Q2 Post Exit – Employment Services

7/19 6/20-------- ----- ----- $7,352.37 $7,340.04 $6,832.50 $7,043.23 $7,332.00 $7,368.01 $7,883.1810,578

n/aDOL-C

Median Earnings Q2 Post Exit – ES Veterans 7/19 6/20-------- ----- ----- $8,792.87 $8,847.20 $8,425.06 $8,704.65 $8,579.75 $8,437.92 $9,584.491,104

n/aDOL-C

Median Earnings Q2 Post Exit – ES Disabled Veterans

7/19 6/20-------- ----- ----- $7,909.00 $9,807.13 $9,072.61 $6,593.30 $10,224.69 $7,909.00 $8,927.9823

n/a

Employed Q4 Post ExitEmployed Q4 Post Exit – Youth 1/19 12/19-------- ----- ----- 70.45% 75.31% 70.50% 75.81% 72.73% 67.02% 67.24%

291

205

(DOL)

Employed Q4 Post Exit – Adult 1/19 12/1968.30%MP 93.12% 68.30% 63.60% 67.60% 73.80% 70.70% 52.60% 74.00% 60.80%324

206DOL-C

(DOL)


193DOL-C

Employed Q4 Post Exit – DWG 1/19 12/19-------- ----- ----- 80.00% 76.81% 78.95% 100.00% 50.00% 100.00% 100.00%10

8

Employed Q4 Post Exit – Employment Services 1/19 12/19-------- ----- ----- 64.08% 70.02% 69.31% 69.47% 64.42% 61.60% 58.68%22,478

14,405DOL-C

Employed Q4 Post Exit – ES Veterans 1/19 12/19-------- ----- ----- 63.07% 66.25% 65.99% 65.99% 63.47% 60.55% 61.09%2,231

1,407DOL-C

Employed Q4 Post Exit – ES Disabled Veterans 1/19 12/19-------- ----- ----- 54.17% 68.52% 62.98% 75.00% 50.00% 57.14% 35.71%48

26

Credential RateCredential Rate – C&T Participants 1/19 12/1969.40%MP 100.33% 69.40% 69.63% 68.29% 70.33% 69.16% 67.31% 72.62% 70.11%

382

266LBB-K

Credential Rate – Trained 1/19 12/19-------- ----- ----- 69.46% 65.92% 68.77% 64.56% 71.59% 73.44% 68.66%298

207

Credential Rate – Bynd Basic Careeer Services 1/19 12/19-------- ----- ----- 67.71% 66.78% 68.38% 65.48% 67.74% 69.44% 68.57%319

216

Credential Rate – At Risk 1/19 12/19-------- ----- ----- 65.10% 70.13% 69.19% 69.81% 52.83% 66.67% 72.73%192

125

Credential Rate – Total Veterans 1/19 12/19-------- ----- ----- 68.89% 81.25% 78.38% 58.33% 81.25% 87.50% 44.44%45

31

(DOL)

Credential Rate – Youth 1/19 12/1943.80%+P 120.32% 43.80% 52.70% 60.90% 52.20% 62.50% 30.40% 52.40% 78.60%74

39DOL-C

(DOL)

Credential Rate – Adult 1/19 12/1965.40%MP 109.33% 65.40% 71.50% 71.20% 75.60% 64.90% 79.10% 80.80% 58.30%130

93DOL-C






FINAL RELEASE

% Current

Target

EOY


Ago YE

Prior Year

End To Current

Perf. YTD Den

YTD NumCurrent


Source

Credential Rate

(DOL)Credential Rate – DW 1/19 12/1971.20%+P 110.11% 71.20% 78.40% 73.70% 76.70% 76.60% 76.50% 78.40% 82.90%

153

120DOL-C

Credential Rate – Adult/DW 1/19 12/19-------- ----- ----- 74.40% 72.58% 73.83% 67.86% 84.13% 74.47% 68.29%207

154

Credential Rate – Statewide Initiative 1/19 12/19-------- ----- ----- 100.00% n/a 87.50% n/a n/a n/a 100.00%4

4

Credential Rate – DWG 1/19 12/19-------- ----- ----- 62.50% 89.47% 84.62% 0.00% 100.00% 100.00% 0.00%8

5

Credential Rate – TAA 1/19 12/19-------- ----- ----- 59.65% 47.17% 46.51% 53.85% 53.33% 70.00% 63.16%57

34

Credential Rate – TANF & NCP Choices 1/19 12/19-------- ----- ----- 28.57% 35.71% 30.00% 0.00% 0.00% 50.00% 100.00%7

2

Credential Rate – TANF & NCP Choices Excluding Noncompliant

1/19 12/19-------- ----- ----- 33.33% 40.00% 33.33% 0.00% 0.00% 50.00% 100.00%6

2

Credential Rate – SNAP E&T 1/19 12/19-------- ----- ----- 50.00% 50.00% 100.00% n/a 66.67% 50.00% 33.33%8

4

Credential Rate – Apprenticeship 1/19 12/19-------- ----- ----- n/a n/a n/a n/a n/a n/a n/an/a

n/a

Measureable Skills Gains

(DOL)

Measurable Skills Gains - Adult 7/20 6/2145.80%+P 150.66% 45.80% 69.00% 51.00% n/a ----- ----- ----- -----258

178DOL-C

(DOL)

Measurable Skills Gains - DW 7/20 6/2149.00%+P 141.63% 49.00% 69.40% 52.50% n/a ----- ----- ----- -----317

220DOL-C

(DOL)

Measurable Skills Gains - Youth 7/20 6/2130.70%+P 221.82% 30.70% 68.10% 54.10% n/a ----- ----- ----- -----72

49DOL-C

(DOL)

Measurable Skills Gains - DWG 7/20 6/21-------- ----- ----- 100.00% 50.00% n/a ----- ----- ----- -----1

1DOL

(DOL)

Measurable Skills Gains - TAA 7/20 6/21-------- ----- ----- 62.80% 41.10% n/a ----- ----- ----- -----78

49DOL

Employed/Enrolled Q2 Post ExitEmployed/Enrolled Q2 Post Exit – C&T

Participants7/19 6/2065.60%-P 88.29% 65.60% 57.92% 67.14% 67.87% 66.33% 55.28% 52.42% 60.73%

19,534

11,315LBB-K

Employed/Enrolled Q2 Post Exit – Trained 7/19 6/20-------- ----- ----- 71.14% 79.53% 80.97% 75.76% 76.12% 59.62% 70.49%246

175

Employed/Enrolled Q2 Post Exit – Bynd Basic Careeer Services

7/19 6/20-------- ----- ----- 52.24% 63.38% 62.41% 60.99% 49.73% 44.82% 59.90%7,895

4,124

Employed/Enrolled Q2 Post Exit – At Risk 7/19 6/20-------- ----- ----- 56.82% 66.44% 67.18% 65.53% 53.58% 52.29% 58.51%6,508

3,698

Employed/Enrolled Q2 Post Exit – Total Veterans 7/19 6/20-------- ----- ----- 59.10% 65.81% 65.04% 66.74% 60.37% 54.93% 54.02%1,944

1,149






FINAL RELEASE

% Current

Target

EOY


Ago YE

Prior Year

End To Current

Perf. YTD Den

YTD NumCurrent


Source

Employed/Enrolled Q2 Post ExitEmployed/Enrolled Q2 Post Exit – Claimants 7/19 6/20-------- ----- ----- 59.24% 69.45% 69.90% 70.14% 57.51% 51.97% 60.83%

12,475

7,390

Employed/Enrolled Q2 Post Exit – RRES-Served 7/19 6/20-------- ----- ----- 52.15% 63.42% 62.19% 63.36% 50.86% 42.87% 52.68%4,840

2,524

Employed/Enrolled Q2 Post Exit – Ex-Offenders 7/19 6/20-------- ----- ----- 49.89% 61.52% 60.13% 54.90% 49.28% 48.47% 46.15%455

227

(DOL)

Employed/Enrolled Q2 Post Exit – Youth 7/19 6/2066.40%MP 101.36% 66.40% 67.30% 76.00% 77.60% 71.90% 70.80% 61.70% 58.30%257

173DOL-C

Employed/Enrolled Q2 Post Exit – Foster Youth 7/19 6/20-------- ----- ----- 57.30% 66.04% 66.33% 61.90% 55.00% 46.88% 75.00%89

51

Employed/Enrolled Q2 Post Exit – Adult/DW 7/19 6/20-------- ----- ----- 66.40% 76.78% 78.46% 76.11% 68.14% 57.93% 65.85%494

328

Employed/Enrolled Q2 Post Exit – Statewide Initiative

7/19 6/20-------- ----- ----- 71.43% 100.00% 75.00% n/a 100.00% 64.71% 71.43%28

20

Employed/Enrolled Q2 Post Exit – DWG 7/19 6/20-------- ----- ----- 60.00% 75.00% 72.73% 100.00% 100.00% n/a 0.00%5

3

Employed/Enrolled Q2 Post Exit – TAA 7/19 6/20-------- ----- ----- 74.55% 80.82% 69.39% 83.33% 69.57% 85.71% 57.14%55

41

Employed/Enrolled Q2 Post Exit – TANF & NCP Choices

7/19 6/20-------- ----- ----- 52.97% 62.56% 64.09% 56.92% 46.43% 52.75% 56.25%657

348

Employed/Enrolled Q2 Post Exit – TANF & NCP Choices Excluding Noncompliant

7/19 6/20-------- ----- ----- 56.84% 64.34% 65.73% 64.08% 47.69% 57.64% 57.27%526

299

Employed/Enrolled Q2 Post Exit – NCP 7/19 6/20-------- ----- ----- 50.00% 58.46% 50.00% 66.67% 38.46% 37.50% 50.00%50

25

Employed/Enrolled Q2 Post Exit – NCP Excluding Noncompliant

7/19 6/20-------- ----- ----- 54.76% 58.06% 48.48% 66.67% 36.36% 66.67% 53.85%42

23

Employed/Enrolled Q2 Post Exit – Choices 7/19 6/20-------- ----- ----- 53.21% 62.94% 64.79% 56.11% 47.10% 53.45% 57.14%607

323

Employed/Enrolled Q2 Post Exit – Choices Excluding Noncompliant

7/19 6/20-------- ----- ----- 57.02% 65.03% 66.61% 63.78% 48.74% 57.45% 57.73%484

276

Employed/Enrolled Q2 Post Exit – SNAP E&T 7/19 6/20-------- ----- ----- 41.79% 52.95% 51.44% 48.25% 37.41% 38.40% 47.37%1,517

634

Employed/Enrolled Q2 Post Exit – SNAP E&T Excluding Noncompliant

7/19 6/20-------- ----- ----- 42.95% 56.18% 54.93% 50.73% 38.42% 39.43% 45.95%1,050

451

Employed/Enrolled Q2 Post Exit – SNAP E&T ABAWDS

7/19 6/20-------- ----- ----- 49.92% 55.92% 53.93% 55.05% 47.15% 48.05% 37.50%589

294

Employed/Enrolled Q2 Post Exit – Apprenticeship

7/19 6/20-------- ----- ----- n/a n/a n/a n/a n/a n/a n/an/a

n/a

Employed/Enrolled Q2 Post Exit – Employment Services

7/19 6/20-------- ----- ----- 58.40% 67.73% 68.50% 68.04% 55.86% 52.66% 60.69%18,552

10,834

Employed/Enrolled Q2 Post Exit – ES Veterans 7/19 6/20-------- ----- ----- 58.96% 65.86% 65.04% 66.74% 60.46% 54.89% 53.42%1,908

1,125






FINAL RELEASE

% Current

Target

EOY


Ago YE

Prior Year

End To Current

Perf. YTD Den

YTD NumCurrent


Source

Employed/Enrolled Q2 Post ExitEmployed/Enrolled Q2 Post Exit – ES Disabled

Veterans7/19 6/20-------- ----- ----- 62.16% 76.19% 60.15% 71.43% 50.00% 62.50% 100.00%

37

23

Employed/Enrolled Q2-Q4 Post ExitEmployed/Enrolled Q2-Q4 Post Exit – C&T

Participants1/19 12/1981.70%MP 100.53% 81.70% 82.13% 86.55% 85.85% 87.77% 80.78% 76.54% 81.59%

15,627

12,835LBB-K

Employed/Enrolled Q2-4 Post Exit – Trained 1/19 12/19-------- ----- ----- 83.26% 87.45% 87.11% 86.36% 80.56% 84.00% 82.35%239

199

Employed/Enrolled Q2-4 Post Exit – Bynd Basic Careeer Services

1/19 12/19-------- ----- ----- 81.09% 85.28% 84.82% 86.72% 80.44% 74.45% 81.75%6,668

5,407

Employed/Enrolled Q2-Q4 Post Exit – At Risk 1/19 12/19-------- ----- ----- 77.84% 83.64% 82.66% 84.05% 75.20% 73.86% 77.31%4,518

3,517

Employed/Enrolled Q2-Q4 Post Exit – Total Veterans

1/19 12/19-------- ----- ----- 82.74% 85.62% 85.34% 88.21% 80.94% 77.23% 83.67%1,489

1,232

Employed/Enrolled Q2-Q4 Post Exit – Claimants 1/19 12/19-------- ----- ----- 84.78% 88.53% 88.11% 90.33% 83.76% 78.67% 84.14%10,215

8,660

Employed/Enrolled Q2-4 Post Exit – RRES-Served 1/19 12/19-------- ----- ----- 83.56% 87.17% 87.08% 88.59% 83.48% 76.57% 83.18%4,798

4,009

Employed/Enrolled Q2-4 Post Exit – Ex-Offenders

1/19 12/19-------- ----- ----- 63.76% 74.29% 72.66% 65.17% 63.53% 58.93% 66.18%298

190

Employed/Enrolled Q2-Q4 Post Exit – Youth 1/19 12/19-------- ----- ----- 79.19% 81.87% 76.68% 86.27% 83.61% 72.06% 75.61%221

175

Employed/Enrolled Q2-Q4 Post Exit – Adult/DW 1/19 12/19-------- ----- ----- 84.17% 86.83% 84.53% 88.30% 78.64% 84.88% 85.71%360

303

Employed/Enrolled Q2-4 Post Exit – Statewide Initiative

1/19 12/19-------- ----- ----- 100.00% 100.00% 100.00% n/a n/a n/a 100.00%4

4

Employed/Enrolled Q2-4 Post Exit – DWG 1/19 12/19-------- ----- ----- 77.78% 94.00% 86.67% 100.00% 33.33% 100.00% 100.00%9

7

Employed/Enrolled Q2-4 Post Exit – TAA 1/19 12/19-------- ----- ----- 91.38% 86.27% 85.00% 100.00% 94.12% 80.00% 93.75%58

53

Employed/Enrolled Q2-4 Post Exit – TANF & NCP Choices

1/19 12/19-------- ----- ----- 70.88% 79.46% 81.04% 81.68% 66.67% 61.26% 71.79%419

297

Employed/Enrolled Q2-4 Post Exit – TANF & NCP Choices Excluding Noncompliant

1/19 12/19-------- ----- ----- 71.43% 79.77% 81.61% 80.36% 65.88% 63.74% 74.19%350

250

Employed/Enrolled Q2-Q4 Post Exit – NCP Choices

1/19 12/19-------- ----- ----- 71.88% 86.67% 68.42% 71.43% 70.00% 70.00% 80.00%32

23

Employed/Enrolled Q2-Q4 Post Exit – NCP Choices Excluding Noncompliant

1/19 12/19-------- ----- ----- 74.19% 88.46% 76.47% 71.43% 70.00% 70.00% 100.00%31

23

Employed/Enrolled Q2-Q4 Post Exit – TANF Choices

1/19 12/19-------- ----- ----- 70.80% 79.02% 81.48% 82.26% 66.29% 60.40% 71.23%387

274

Employed/Enrolled Q2-Q4 Post Exit – TANF Choices Excluding Noncompliant

1/19 12/19-------- ----- ----- 71.16% 79.22% 81.82% 80.95% 65.33% 62.96% 72.41%319

227






FINAL RELEASE

% Current

Target

EOY


Ago YE

Prior Year

End To Current

Perf. YTD Den

YTD NumCurrent


Source

Employed/Enrolled Q2-Q4 Post ExitEmployed/Enrolled Q2-Q4 Post Exit – SNAP E&T 1/19 12/19-------- ----- ----- 68.24% 73.98% 73.22% 69.75% 60.80% 69.47% 72.68%

828

565

Employed/Enrolled Q2-Q4 Post Exit – SNAP E&T Excluding Noncompliant

1/19 12/19-------- ----- ----- 69.35% 75.59% 74.73% 75.56% 61.11% 71.68% 70.86%558

387

Employed/Enrolled Q2-4 Post Exit – SNAP E&T ABAWDS

1/19 12/19-------- ----- ----- 69.36% 73.70% 74.53% 66.99% 64.89% 70.00% 75.82%408

283

Employed/Enrolled Q2-4 Post Exit – Apprenticeship

1/19 12/19-------- ----- ----- n/a n/a n/a n/a n/a n/a n/an/a

n/a

Employed/Enrolled Q2-Q4 Post Exit – Employment Services

1/19 12/19-------- ----- ----- 82.69% 86.90% 86.19% 88.21% 81.43% 77.23% 81.78%14,797

12,236

Employed/Enrolled Q2-Q4 Post Exit – ES Veterans

1/19 12/19-------- ----- ----- 82.95% 85.65% 85.37% 88.36% 81.01% 77.64% 83.74%1,460

1,211

Employed/Enrolled Q2-Q4 Post Exit – ES Disabled Veterans

1/19 12/19-------- ----- ----- 71.88% 89.04% 85.12% 77.78% 66.67% 80.00% 57.14%32

23

Employed/Enrolled Q4 Post Exit

(DOL)


213DOL-C

Reemployment Employer Engagement MeasuresEmployers Served - Total 10/20 6/21

3-------- ----- ----- 6,450 6,549 9,587 3,266 3,582 4,154

-----

-----LBB-NK

Employers Served - ES 10/20 6/213

-------- ----- ----- 4,769 4,921 7,852 2,288 2,636 3,191-----

-----

Employers Served - Skills 10/20 6/213

-------- ----- ----- n/a n/a n/a n/a n/a n/a-----

-----

Employers Served - Self-Sufficiency 10/20 6/213

-------- ----- ----- n/a n/a n/a n/a n/a n/a-----

-----

Employers Served - WOTC 10/20 6/213

-------- ----- ----- 1,687 1,643 1,838 979 946 966-----

-----

# of Employers Receiving Workforce Assistance 10/20 6/214

5,475+P 117.52% 6,806 6,434 6,546 12,239 3,263 3,580 4,142-----

-----TWC

Employer Workforce Assistance 10/20 6/21-------- ----- ----- 9.62% 10.30% n/a 4.88% 5.35% 6.19%66,907

6,434

Claimant Reemployment within 10 Weeks 7/20 3/215,6

49.06%+P 120.04% n/a 58.89% 58.27% 55.76% 89.47% 79.61% 54.01%11,777

6,935TWC

% Claimants Exhausting UI 10/19 6/20-------- ----- ----- 41.48% 37.20% 36.98% 48.27% 55.18% 39.82%168,741

69,989

Avg Weeks Paid per Claimant 10/19 6/20-------- ----- ----- 13.40 14.24 14.28 15.71 16.51 12.99168,741.00

2,261,774.10






FINAL RELEASE

% Current

Target

EOY


Ago YE

Prior Year

End To Current

Perf. YTD Den

YTD NumCurrent


Source

Reemployment Employer Engagement MeasuresThough the Texas Workforce System has remained open to the public throughout the COVID-19 pandemic offering services remotely, whether due to lockdowns, general health concerns, or business interruptions, demand for employer services was generally since March 2020 making current data largely incomparable to prior periods.

3.

The most recent quarter of performance increased over the prior quarter (which itself was an improvement over the prior quarter) as the economic recovery took hold and more employers sought assistance filling positions.4.

The Commission adopted BCY21 targets on Claimant Reemployment within 10 Weeks that will apply to claimants whose 10 Week Start Date is Jan 1, 2021 to June 30, 2021.5.

Performance in Q1 was artificially boosted because very few claimant with new claims during that period were subject to work search.6.

Training-Related EmploymentParticipants Served - Adult/DW/Youth in

Training Related Employment7/19 6/20-------- ----- ----- 42.29% 64.14% 56.77% 40.43% 59.09% 37.84% 31.91%

175

74

Choices Participation/ActivityChoices Full Work Rate - All Family Total 10/20 6/21

7,8-------- ----- ----- 5.11% 30.73% 56.59% 5.67% 3.36% 6.28%

219

11

Choices Full Work Rate - All Family Tx-Mandatories

10/20 6/217

-------- ----- ----- 4.82% 27.66% 51.74% 5.52% 2.94% 5.99%219

10

Avg % Single Parent w/ Mandatory Status Conflict

10/20 6/217

-------- ----- ----- 16.01% 27.61% 33.19% 17.86% 15.62% 14.56%316

51

Avg % Two Parent w/ Mandatory Status Conflict 10/20 6/217

-------- ----- ----- 0.00% 1.71% 8.76% 0.00% 0.00% 0.00%29

0

Avg % Choices w/ Sanction Initiated for NonResponse to Outreach

10/20 6/217

-------- ----- ----- n/a 3.51% 6.93% n/a n/a n/an/a

n/a

Avg % Choices w/ Sanction Initiated for NonParticipation

10/20 6/217

-------- ----- ----- n/a 4.55% 8.73% n/a n/a n/an/a

n/a

(or School forTeens) - All Family

Avg Choices Participation thru Employment 10/20 6/217

-------- ----- ----- 3.04% 11.86% 21.79% 3.30% 2.16% 3.66%352

11

Though the Texas Workforce System has remained open to the public throughout the COVID-19 pandemic offering services remotely, Texas HHSC has suspended participation requirements which has resulted in these measures no longer being meaningfully reportable.

7.

The Choices Full Work Rate has no targets for BCY21. TWC is reexamining the measure with the goal of developing an updated measure that will count additional activities that are found to lead to better outcomes for BCY22.8.

SNAP E&T ActivityAvg % SNAP E&T w/ Sanction Initiated for

NonResponse to Outreach10/20 6/21

9-------- ----- ----- n/a 47.38% 73.89% n/a n/a n/a

n/a

n/a

Avg % SNAP E&T w/ Sanction Initiated for NonParticipation

10/20 6/219

-------- ----- ----- n/a 16.46% 24.56% n/a n/a n/an/a

n/a

Though the Texas Workforce System has remained open to the public throughout the COVID-19 pandemic offering services remotely, Texas HHSC has suspended participation requirements which has resulted in these measures no longer being meaningfully reportable.

9.

Child CareAvg # Children Served Per Day - Combined 10/20 6/21

106,049MP 96.07% 6,049 5,811 7,188 6,749 5,772 5,718 5,941

195

1,133,063TWC

Avg # Children Served Per Day - Choices and Other Mandatories

10/20 6/2110

-------- ----- ----- 490 772 1,147 555 488 425195

95,492LBB-K






FINAL RELEASE

% Current

Target

EOY


Ago YE

Prior Year

End To Current

Perf. YTD Den

YTD NumCurrent


Source

Child CareAvg # Children Served Per Day - At Risk

Discretionary10/20 6/21

10-------- ----- ----- 5,321 6,415 5,601 5,217 5,230 5,515

195

1,037,571LBB-K

Avg # of Children on Waiting List for Low Income Child Care

10/20 6/2110

-------- ----- ----- 4,027 3,687 3,201 4,323 3,366 4,3939

36,246

Child Care Admin/Ops % 10/20 6/2110

-------- ----- ----- 14.36% 12.46% 15.06% 13.17% 14.95% 15.03%36,661,296

5,265,397

TWC took a number of actions to mitigate the impact of COVID-19 on child care providers and families and to ensure the availability of child care for working parents in Texas. Some of these actions resulted in increased costs of care. In addition, many families suspended care during the summer. The system began ramping enrollment back up and in the last quarter saw an increase of over 10,000 kids per day statewide.

10.



BOARD SUMMARY REPORT - CONTRACTED MEASURES



FINAL RELEASE

10 7 4 80.95%

% +P & MPWith Positive

Performance (+P):

Meeting

Performance (MP):

With Negative

Performance (-P):

Contracted Measures

Status Summary

% Current

Target

EOY


Ago YE

Prior Year

End To Current

Perf. YTD Den

YTD NumCurrent


Source

WIOA Outcome Measures

(DOL)

Employed Q2 Post Exit – Adult 7/19 6/2068.40%-P 84.06% 68.40% 57.50% 72.30% 76.70% 75.30% 59.50% 52.80% 47.80%367

211DOL-C

(DOL)

Employed Q4 Post Exit – Adult 1/19 12/1968.30%MP 93.12% 68.30% 63.60% 67.60% 73.80% 70.70% 52.60% 74.00% 60.80%324

206DOL-C

(DOL)

Median Earnings Q2 Post Exit – Adult 7/19 6/20$5,000.00+P 121.07% $5,000.00 $6,053.39 $5,603.90 $5,232.50 $6,820.53 $5,355.61 $5,957.42 $7,062.55211

n/aDOL-C

(DOL)

Credential Rate – Adult 1/19 12/1965.40%MP 109.33% 65.40% 71.50% 71.20% 75.60% 64.90% 79.10% 80.80% 58.30%130

93DOL-C

(DOL)

Measurable Skills Gains - Adult 7/20 6/2145.80%+P 150.66% 45.80% 69.00% 51.00% n/a ----- ----- ----- -----258

178DOL-C

(DOL)


156DOL-C

(DOL)


193DOL-C

(DOL)

Median Earnings Q2 Post Exit – DW 7/19 6/20$8,100.00+P 121.18% $8,100.00 $9,815.36 $10,342.56 $10,153.86 $9,611.80 $10,169.44 $7,983.31 $12,240.49156

n/aDOL-C

(DOL)

Credential Rate – DW 1/19 12/1971.20%+P 110.11% 71.20% 78.40% 73.70% 76.70% 76.60% 76.50% 78.40% 82.90%153

120DOL-C

(DOL)

Measurable Skills Gains - DW 7/20 6/2149.00%+P 141.63% 49.00% 69.40% 52.50% n/a ----- ----- ----- -----317

220DOL-C

(DOL)


173DOL-C

(DOL)


213DOL-C

(DOL)

Median Earnings Q2 Post Exit – Youth 7/19 6/20$3,200.00+P 116.31% $3,200.00 $3,721.82 $3,782.36 $3,045.86 $3,691.51 $3,968.40 $3,470.43 $4,800.18154

n/aDOL-C

(DOL)Credential Rate – Youth 1/19 12/1943.80%+P 120.32% 43.80% 52.70% 60.90% 52.20% 62.50% 30.40% 52.40% 78.60%

74

39DOL-C

(DOL)

Measurable Skills Gains - Youth 7/20 6/2130.70%+P 221.82% 30.70% 68.10% 54.10% n/a ----- ----- ----- -----72

49DOL-C

Employed/Enrolled Q2 Post Exit – C&T Participants

7/19 6/2065.60%-P 88.29% 65.60% 57.92% 67.14% 67.87% 66.33% 55.28% 52.42% 60.73%19,534

11,315LBB-K

Employed/Enrolled Q2-Q4 Post Exit – C&T Participants

1/19 12/1981.70%MP 100.53% 81.70% 82.13% 86.55% 85.85% 87.77% 80.78% 76.54% 81.59%15,627

12,835LBB-K

Credential Rate – C&T Participants 1/19 12/1969.40%MP 100.33% 69.40% 69.63% 68.29% 70.33% 69.16% 67.31% 72.62% 70.11%382

266LBB-K

Reemployment and Employer Engagement MeasuresClaimant Reemployment within 10 Weeks 7/20 3/21

1,249.06%+P 120.04% n/a 58.89% 58.27% 55.76% 89.47% 79.61% 54.01%

11,777

6,935TWC



BOARD SUMMARY REPORT - CONTRACTED MEASURES



FINAL RELEASE

% Current

Target

EOY


Ago YE

Prior Year

End To Current

Perf. YTD Den

YTD NumCurrent


Source

Reemployment and Employer Engagement Measures# of Employers Receiving Workforce Assistance 10/20 6/21

35,475+P 117.52% 6,806 6,434 6,546 12,239 3,263 3,580 4,142

-----

-----TWC

Performance in Q1 was artificially boosted because very few claimant with new claims during that period were subject to work search.1.

The Commission adopted BCY21 targets on Claimant Reemployment within 10 Weeks that will apply to claimants whose 10 Week Start Date is Jan 1, 2021 to June 30, 2021.2.

The most recent quarter of performance increased over the prior quarter (which itself was an improvement over the prior quarter) as the economic recovery took hold and more employers sought assistance filling positions.3.

Program Participation MeasuresAvg # Children Served Per Day - Combined 10/20 6/21

46,049MP 96.07% 6,049 5,811 7,188 6,749 5,772 5,718 5,941

195

1,133,063TWC

TWC took a number of actions to mitigate the impact of COVID-19 on child care providers and families and to ensure the availability of child care for working parents in Texas. Some of these actions resulted in increased costs of care. In addition, many families suspended care during the summer. The system began ramping enrollment back up and in the last quarter saw an increase of over 10,000 kids per day statewide.

4.



Alamo WDB

PERFORMANCE MEASURES QUARTILE PLACEMENT SUMMARY

(YEAR-TO-DATE)

Greater Dallas

WDB

Gulf Coast WDB Lower Rio

Grande Valley

WDB

North Central

Texas WDB

Tarrant County

WDB

Borderplex WDBPERFORMANCE MEASURE QUARTILE

MONTH: June 2021 RELEASE: Final Release

1st Quartile 2 2 1 472 2

2nd Quartile 8 7 3 957 8

3rd Quartile 9 8 5 478 7

4th Quartile 2 4 12 424 4

21 21 21 21 21 21 21TOTAL PERFORMANCE MEASURES:

Reemployment and Employer Engagement Measures

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Claimant Reemployment within 10 Weeks 49.06% 61.17% 108.30% +P N/A 58.99% 114.43% +P 3 58.89% 120.04% +P 3 -0.10% 0

# of Employers Receiving Workforce Assistance 6,806 4,276 115.57% +P 11 4,849 117.01% +P 9 N/A N/A N/A N/A 5,795 115.19% +P 11 6,434 117.52% +P 11 2.33% 0

Program Participation Measures

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Choices Full Work Rate - All Families -

Avg # Children Served Per Day ‐ Combined 6,049 5,733 81.61% -P 16 5,740 81.71% -P 18 5,739 81.69% -P N/A 5,767 95.34% MP 18 5,811 96.07% MP 19 44 -1

WIOA Measures

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Employed/Enrolled Q2 Post Exit – C&T Participants 65.60% 60.55% 92.30% -P 26 57.28% 87.32% -P 26 57.29% 87.33% -P N/A 57.43% 87.55% -P 26 57.92% 88.29% -P 25 0.49% -1

Employed/Enrolled Q2‐Q4 Post Exit – C&T Participants 81.70% 84.10% 102.94% MP 2 82.14% 100.54% MP 3 82.16% 100.56% MP N/A 82.24% 100.66% MP 3 82.13% 100.53% MP 3 -0.11% 0

Credential Rate – C&T Participants 69.40% 67.92% 97.87% MP 23 69.26% 99.80% MP 21 69.49% 100.13% MP N/A 69.49% 100.13% MP 21 69.63% 100.33% MP 19 0.14% 2

Employed Q2 Post Exit – Adult 68.40% 68.00% 99.42% MP 17 62.50% 91.37% MP 25 63.50% 92.84% MP N/A 63.50% 92.84% MP 23 57.50% 84.06% -P 25 -6.00% -2

Employed Q4 Post Exit – Adult 68.30% 70.90% 103.81% MP 19 72.70% 106.44% MP 13 74.30% 108.78% MP N/A 74.30% 108.78% MP 10 63.60% 93.12% MP 18 -10.70% -8

Median Earnings Q2 Post Exit – Adult $5,000 $ 5,932.33 118.65% +P 12 $ 6,019.00 120.38% +P 12 $ 5,555.63 111.11% +P N/A $5,555.63 111.11% +P 11 $6,053.39 121.07% +P 12 $497.76 -1

Credential Rate – Adult 65.40% 72.50% 110.86% MP 11 74.50% 113.91% +P 5 74.50% 113.91% +P N/A 74.50% 113.91% +P 5 71.50% 109.33% MP 12 -3.00% -7

Measurable Skills Gains - Adult 45.80% 36.20% 62.41% -P 23 43.30% 94.54% MP 14 39.70% 86.68% -P N/A 36.10% 78.82% -P 12 69.00% 150.66% +P 9 32.90% 3

Employed Q2 Post Exit – DW 75.30% 68.90% 91.50% MP 18 63.60% 84.46% -P 21 63.10% 83.80% -P N/A 63.10% 83.80% -P 24 60.90% 80.88% -P 22 -2.20% 2

Employed Q4 Post Exit – DW 79.20% 76.70% 96.84% MP 21 74.20% 93.69% MP 25 74.70% 94.32% MP N/A 74.70% 94.32% MP 26 68.70% 86.74% -P 23 -6.00% 3

Median Earnings Q2 Post Exit – DW $8,100 $ 9,654.24 119.19% +P 9 $ 9,188.55 113.44% +P 12 $ 9,120.00 112.59% +P N/A $9,120.00 112.59% +P 10 $9,815.36 121.18% +P 10 $695.36 0

Credential Rate – DW 71.20% 76.50% 107.44% MP 13 77.10% 108.29% MP 14 77.10% 108.29% MP N/A 77.10% 108.29% MP 14 78.40% 110.11% +P 13 1.30% 1

Measurable Skills Gains - DW 49.00% 40.70% 70.17% -P 20 47.20% 96.33% MP 18 45.50% 94.90% MP N/A 38.30% 78.16% -P 9 69.40% 141.63% +P 17 31.10% -8

Employed/Enrolled Q2 Post Exit – Youth 66.40% 69.80% 105.12% MP 5 67.00% 100.90% MP 8 67.00% 100.90% MP N/A 67.40% 101.51% MP 7 67.30% 101.36% MP 12 -0.10% -5

Employed/Enrolled Q4 Post Exit – Youth 70.80% 82.40% 116.38% +P 16 80.30% 113.42% +P 17 80.30% 113.42% +P N/A 80.30% 113.42% +P 17 70.30% 99.29% MP 17 -10.00% 0

Median Earnings Q2 Post Exit – Youth $3,200 $ 3,697.76 115.55% +P 4 $ 3,583.89 112.00% +P 17 $ 3,411.86 106.62% MP N/A $3,411.86 106.62% MP 12 $3,721.80 116.31% +P 15 $309.94 -3

Credential Rate – Youth 43.80% 47.10% 107.53% MP 19 46.70% 106.62% MP 18 46.70% 106.62% MP N/A 46.70% 106.62% MP 19 52.70% 120.32% +P 19 6.00% 0

Measurable Skills Gains - Youth 30.70% 50.80% 101.60% MP 14 48.60% 158.31% +P 6 42.50% 138.44% +P N/A 41.40% 134.85% +P 6 68.10% 221.82% +P 12 26.70% -6

BOARD BCY21 - YTD CONTRACTED PERFORMANCE MEASURES REPORT

Final Release - June 2021 Monthly Performance Report

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APR 2021

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JUNE 2021

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MAY 2021

FINAL RELEASE

MAR 2021

FINAL RELEASE

Workforce Financial Report

Workforce Solutions for North Central Texas is an equal opportunity employer/program.Auxiliary aids and services are available upon request to individuals with disabilities. For thehearing impaired, call TDD 1-800-735-2989 or VOICE 1-800-735-2988. Workforce Solutions forNorth Central Texas services are provided based on eligibility.

September 21,2021 | Presented By: Randy Richardson

Workforce Board, Staff& Centralized Functions

Budget Year• Budget Year is October 1st, 2020 through

September 30th, 2021

Approved Budget• Approved Budget totals $15,742,777

Expenditures• Behind June targets by 11.5% or $1.8 million

Staff Update

Budget • Personnel Costs Budgeted

(salaries, fringe and indirect) - $7,734,419

Expenditures• Behind targets by 6.4% or $494,000

Staff Update (cont’d)

Date Date Total Months

Position Vacant Filled

Vacant Through June

2021

Sr. Early Childhood Specialist 10\1\20 Unfilled 9.0

Business Development Liaison 10\1\20 11\16\20 1.5

Business Development Liaison 10\1\20 Unfilled 9.0

Solutions Analyst 2\24\21 Unfilled 4.2

Solutions Analyst 5\22\21 Unfilled 1.3

Total 25.0

Additional Factors that Contribute to Lower than Anticipated Personnel Expenditures:

• NCTCOG Fiscal Monitors- Approximately

17.0% behind established targets

• NCTCOG RIS (technology support)-

Approximately 3.2% behind established

targets

• Approximately $180,000 of the personnel

savings has been redirected to the

workforce center infrastructure and special

projects budget categories

Staff Update (cont’d)

Budget-$361,875• Overnight• Non-overnight• Staff development

Expenditures• Behind targets by 68.0% or $244,000• NCTCOG travel is now being allowed but it’s

unlikely the budget will be expended prior to year end.

• Approximately $200,000 of the travel savings has been redirected to the workforce center infrastructure and special projects budget categories

Travel/Staff Development

Budget-$1,241,234• Microsoft software licenses• Workforce center computer purchases• Workforce center computer lease payments• Workforce share of the NCTCOG

infrastructure costs for items including servers, switches, routers, and security appliances.

• Vehicles

Expenditures• Behind targets by 39.4% or $489,000• Projected to approach closer to targets by

end of fiscal year

Equipment and Software

Budget-$1,881,066• Legal• Network support • Child Care center

swipe card support• Contract services

Professional Services

Expenditures• Behind targets by 12.2% or $230,000

Child Care Center Swipe Card -TWC ended this service 3\31\21, total unspent budget totaled $203,000

Contract Services-9.9% or $83,000 behind target, projected to approach targets by 9/30/21. Performance incentive awards Laserfiche support Website redesign Strategic planning Consultants for technology support

Leasehold Improvements• Budget $650,000• Expenditures ahead of target by 17.6% or

$114,000• Denton relocation to new facility completed• Unanticipated costs related to integration of

VR staff in Terrell and Stephenville plus change orders for the new Denton facility

• Project an additional $200,000 of expenditures over and above budget amount

• Savings form the personnel and travel categories have reallocated to this project

Special Projects Update

• Contract Year is October 1st, 2020 – September 30th, 2021• Contract Amount is $69.1 million• Expenditures are behind targets by 13.0% or $9.0 million

Child Care (Direct Care and Local Match) Normal Child Care At-risk expenditures are 13.6% or $6.0 million behind target

amounts. TWC average kids served per day target totals 6,049 and actual enrollment totaled

5,815 (96.1% of target) Low expenditures are a statewide issue; TWC initiated a COVID allocation adjustment

for all Boards. North Central Board deobligated $6.0 million, will be reobligated during FY 2022

Covid-19 Related Child Care Expenditures Expenditures totaled $5.7 million, 16.6% or $1.3 million behind target All expenditures are associated with the 25% supplemental payments Were initially planned to end in December 2020, has been extended to July 2021 Additional COVID funding referred to as Service Industry Recovery (SIR) anticipated in

amount totaling $33.5 million, 10% in FY 2021

Workforce Center Subrecipient

WIOA• Expenditures 12.4 % or $696,000 behind

target levels for the overall WIOA grants (Adult, Dislocated, Youth)

• The Youth grant specifically is behind expenditures targets by 30.7% or $437,000

• It has been challenging to register youth to participate in on-site work experience programs primarily due to the COVID situation.

• Equus has developed an outreach and enrollment plan

Workforce Center Contractor

TANF\SNAP• Expenditures behind target by

approximately 17.6% or $457,000• TWC removed the participation

requirements• Anticipate leaving significant unspent funds

as of 9\30\21

Workforce Center Contractor

Questions?

This workforce product was funded by a grant awarded by the U.S. Department of Labor’s Employment and TrainingAdministration. The product was created by the recipient and does not necessarily reflect the official position of the U.S.Department of Labor. The Department of Labor makes no guarantees, warranties, or assurances of any kind, expressor implied, with respect to such information, including any information on linked sites and including, but not limited to,accuracy of the information or its completeness, timeliness, usefulness, adequacy, continued availability, or ownership.This product is copyrighted by the institution that created it.

CONTRACT ACTION ITEMS Frequency Format Status Month Accomplished/Comments/Other Board/Committees Citation

Financial reports MonthlyProvided to Board Committees and the Board

OngoingProvided at reoccuring Oversight and Accountability and WF Board meetings (also reported with the Executive Committee as requested).

Oversight & Accountability and Executive Committee and WF Board

II.A.a

Annual Financial reportAnnual Meeting in January

Provided to Board Committees and the Board

Ongoing Provided during the February 2021 Board meeting. WF Board II.A.b

Close out reports to various BOARD funding agencies

As Grants Close

Closed in Cash Disbursement Expenditure and Reporting (CDER) system

Per TWC/Funding Source Schedule

Completed as the various grants ended through the year. II.A.c

Cash requests to TWC and other BOARD funding agencies

As requiredSend Cash Disbursement Expenditure and Reporting (CDER) system to TWC

Ongoing Completed on a reoccuring basis throughout the year II.A.d

Continually perform monitoring, auditing, review and evaluation activities in accordance with funding and legislative agency requirements and best practices.

As needed per the risk assessment. All programs monitoring programmatically (per contracts and per all federal, state and local policy requirements); in an ongoing format throughout the year.

Electronic copy of the finalized reports provided to the Chair of the O&A Committee. Finalized reports are also posted to Board Members only section of the website.

OngoingDriven by all program requirements, the annual risk assessment, and flexible per business needs. All reports have been performed or are currently in progress.

Chair of the Oversight & Accountability Committee receives a copy of the finalized report. All finalized monitoring reports are posted to the Members Only section of the Website.

II.A.e II.B.e

Processing of payments WeeklyDeltek Accounting System provides reports used operationally

Ongoing Completed on a reoccuring basis throughout the year II.A.f

Financial analysis of awarded funds and contracts

MonthlyProvided to Board Committees and the Board

Ongoing completed monthly throughout the yearOversight & Accountability and WF Board

II.A.g

Development of cost allocation plans Annually Excel

Reviewed and approved by NCTCOG Senior Management

Completed prior to the beginning of FY 2021 II.A.h

General management and administration of workforce activities

DailyExecutive Director Report to the Committees and the WF Board

OngoingAs appropriate to committees and Workfotrce Board

II.B

NCTCOG Contract Deliverables



Implementation of Board policies Daily

Policy on Development, Approval and Review of Policies

Publication of policies

4-year Review Process

Ongoing

Policy ensures consistent approach and process for development and approval of policies.

Policies affecting access to services are brought to the appropriate committee for recommendation of approval by the full Board.

Approved policies are published/maintained on the Workforce intranet for access by staff

Policies are on a 4 year review cycle to ensure all policies remain accurate, necessary, and effective.

Board policies are taken to appropriate committee, and then to the Workforce Board

II.B

Prepare and present all required strategic plans for review and approval

AnnuallyWIOA Local Plan

WSNCT Strategic PlanOngoing

Local Plan 2/24/2021 The 2021 -2024 Local Plan was approved by the Board.

6/30/2021 Received notice that Governor's office approved our Local Plan. Notified Board at the Board meeting on 7/27/2021.

Strategic Plan1/19/2021 - The 2016-2020 Strategic Plan Final Report was presented to the Strategic Leadership Commitee

2/24/2021 - The 2016-2020 Strategic Plan Final Report was presented to the Board by the Strategic Leadership Committee.

August-September 2020- Workforce Board work sessions to develop Key Priority Statements for the 2021-2025 Stratagic Plan

11/10/2020 Key Priority Statements presented to Executive Committee

11/17/2021 Key Priority Statements approved by the Board

6/15/2021 The 2021-2025 Stretgic Plan was prsented to Strategic Leadership Committee

7/27/2021 - The 2021-2025 Strategic Plan approved by the Board.

Workforce Board, Strategic Leadership, Executive Committee, CEOs

II.B.a

Office Space-NCTCOG will provide safe and efficient office space, equipment, furniture and supplies necessary for Board administration and operations. Space for the Workforce centers will be obtained according to the NCTCOG's real estate procurement processes.

As needed

The NCTCOG Administration department:- negotiates necessary space for the Workforce staff- coordinates with their real estate consultant to locate Workforce center facilities- provides maintenance support for both the NCTCOG headquarters and the various workforce centers

All Workforce Center leases will be submitted for review and approval by the Workforce Oversight and Accountability and Executive committees and by the Workforce Board. Final approval will be retrieved from the NCTCOG Executive Committee

Ongoing

Added new space in Terrell for the addtion of 5 Vocational Rehabilitation (VR) staff as of February 15, 2021 (approved by O &A on 10\27\20 and the Workforce Board on 11\17\20); Added new space in Stephenville as of June 1, 2021 for the addtion of 5 VR staff (apporved by the Executive Committee on 3\16\21): Opened new Denton Workforce Center as of June 1, 2021 (apporved by the O & A committee on 2\25\20 and the Workforce Board on 3\13\20). Workforce Oversight and

Accountability and Executive Commitees and Workforce Board

II.B.b.



Facilitate Board membership nomination process

Annually and as needed

Annual Board Reappointments

Biennial Board Certification by Governor’s Office

Annual Membership Report to Board & CEOs

Ongoing

Board reappointment process begins in early summer. All terms end on 9/30, with approximately 1/3 of the Board up for reappointment or replacement each year.

The Board rececived approval for Biennial Certification in 2020.

The Membership Report was presented to Board and CEOs at Annual Meeting on February 24, 2021.

Ths item does not go to the a Committee

II.B.c

Procurement and Contracting Services As needed

Procure goods and services in compliance with applicable local, state and federal procurement and contracting regulations.

NCTCOG staff determine need, develop procurement specifications, issue procurement solicitation, evaluate proposals, negotiate contract deliverables, award/issue contract documents.

ongoing

Procurement activities were monitored by Texas Workforce Commission during their annual review in January 2020 with no findings.Contract documents receive legal review prior to issuance. Purchases over $100,000 are approval by the NCTCOG Executive Board.Received the annual Achievement of Excellence in Procurement (AEP) Award from the National Procurement Institute, Inc. (NPI) for the 11th consecutive year. We continue to be the only Workforce Development Board in the Country to achieve this award. Key staff continue to receive ongoing and focused procurement training.

II.B.d

Provide information technology supportOn an ongoing basis

The NCTCOG's RIS department provides technology support for the following:-NCTCOG staff funded by workforce funds located within the NCTCOG headquarters-the workforce subrecipient staff located within the workforce centers- the various TWC staff located within the workforce centers

Annual technology budgets are included within the annual budgets approved by the Oversight and Accountability Committee and the Workforce Board.

Ongoing

Research & Information Services provides a comprehensive suite of Information Technology and Data services to The Workforce Department. These range from maintaining hardware, network connectivity, software, security and data. Major services provided include:-Purchase and maintaining desktop computing equipment for WF staff, contractor and resource rooms-Purchase and maintaining the telephone system and services-Assist with other equipment include printers, scanners, fax machines and others as required-Evaluate, purchase, install and maintain software required-Design, developing and maintaining the network to provide access to internal programs and data and to the Internet-Design, developing and maintaining the wide area network to provide connectivity for the Workforce Centers and manage vendors and costs associate with the service-Design, developing and maintaining the security systems protecting them from malware and attempts to steal sensitive data-Design, developing and maintaining the web environment for the Agency (Including WF)-Design, developing and maintaining data storage, backup and recovery environments for the Agency (including WF)-Interact with the State to update state software used by WF-Provide Service Desk support for the department to address issues WF employee may have with anything related to information technology or data-Provide Information Technology consulting services to help WF explore and implement new technology as needed-Provide data for use as needed by WF including population, demographic, and other data geographically referenced-Assist with construction projects

Oversight & Accountability and WF Board

II.B.f.

Budget to actual reports for both the BOARD and subrecipients

MonthlyProvided to WF Board Committees and the WF Board

Ongoing presented to the O & A committee and the the Workforce Board regularly as they meet. Oversight & Accountability and WF Board

II.B.g.i



NCTCOG annual independent financial audit\NCTCOG annual independent single audit

Annually

Provided to the NCTCOG Audit Committee, the NCTCOG Executive Committee , the Workforce Oversight & Accountability Committee, and the Workforce Board. Chair of WF Board Oversight & Accountability attends the NCTCOG Audit Committee meeting. Results provided to the WF Board.

Due in February to NCTCOG from external auditor

Performed as scheduled with the Chairman of the Oversight and Accountability Committee attending the NCTCOG Audit Committee meeting to discuss the results with the audit firm. An overview of the results were provided to the Workforce Board in the regularly scheduled meeting.

Oversight & Accountability and Executive Committee and WF Board

II.B.g.iiII.B.g.iii

Periodic NCTCOG internal control reviewsPerformed every 3-5 years

NCTCOG Administration coordinates procurement of independent audit firm to review fiscal internal controls.

Last completed during April 2019

The NCTCOG's independent auditor completes a separate engagement to review the NCTCOG's fiscal internal controls primarily including:-payroll-accounts payable-accounts recievable-treasury management-purchasing-petty cash-cash dispursments

II.B. g. iv.

Annual Workforce budget review and approval by the Board and its appropriate committees

Annually Budget packet is provided to the committees and Board annually for approval

Last completed in September 2021

The budget packet inlcudes the following including comparisons to the previous year:- Projected grant revenues- Workforce expenditure budgets per major budget line item- FTE information - Subrecipient projected budgets and FTEs

Oversight and Accountability, Executive, Workforce Board

II.B.g.v.

NCTCOG monitoring review of internal fiscal processes

Minimum every three years

NCTCOG Administration provides internal fiscal reviews of Workforce specific fiscal processes such as:- budgeting process- allocation plans- cash request reconciliation process

Last review completed in October 2019

The NCTCOG's administrative deparment developed a rotational review timeline in order to complete internal reviews of the selected Workforce specific fiscal transactions. The rotational review inlcudes a process where each selected fiscal process is reviewed at a mimimum of every three years.

The results of the review are provided to the Director of Administration and the Director of Workforce

II.B.g.vi.

Represent the Board regarding all monitoring and audits performed by the Board's various funding agencies and by the annual NCTCOG indepentdent financial Audit.

At least annually, we additionally reviews as required.

Provide the monitoring teams and audit teams with all requested documentation, data and information. Answer all questions and inquiries, and provide follow up as needed. Report any unresolved issues to the Workforce Director. The results of the monitoring and audits will be communicated to the Oversight and Accountability and Executive Committees and the WF Board. Written reports by TWC are sent directly to the Chair of the WF Board and the Chief Elected Official.

Completed as each monitoring occurs

NCTCOG staff provide verbal status updates to the O&A Committe, Executive Committee and the WF Board. Staff provide a written copy of the report to those same committees and the Board. Additionally, TWC sends a copy of the written report directly to the Chair of the WF Board and the Chief Elected Official.

Oversight & Accountability and Executive Committees and the WF Board.

II A. i.

Annual inventory of capitalized furniture and equipment

AnnuallyInventory list developed and provided to the NCTCOG external auditors. Annually provided to TWC.

Completed each February

Completed February 1, 2021 II.B.g.vii



Insurance coverage for inventory Annually Texas Municipal League (TML) Certificate Of Insurance

Ongoing. Completed annual prior to the beginning of the contract year.

Note: While it states inventory, it refers to: -workforce center contents -capitalized items (equipment over $5,000 per unit)

II.B.g.viii

Fidelity bond and error and omissions insurance

Annually

NCTCOG administration ensures that appropriate amounts of fidelity bond and error and omissions insurance is obtained each year.

Updated as of October of 2020

-fidelity bond-required by TWC and indemnifies them against loss arising from a fraudulent or dishonest act of the NCTCOG's offiers and employees holding positions of fiduciary trust.-errors and ommissions insurance protects the NCTCOG's officers from:^employee lawsuit related liability^violation of whistle blower laws^wrongful termination^errors in normal course of business (disallowed costs)

II. B.g.ix.

Document and make available to BOARD disallowed costs

As needed

Disallowed costs of the subrecipient are communicated to the Chair of the O&A Committee through copies of the finalized monitoring reports. The finalized reports are posted on the Board Member only section of the website. Any NCTCOG disallowed costs determined by any external review agency are reported out to the O&A and Executive Committees and the WF Board verbally, followed by the reviewing agency's written report. TWC sends a copy of the written report directly to the Chair of the WF Board and the Chief Elected Official.

Ongoing.

Subrecipient disallowed costs are provided to the Chair of the Oversight & Accountability Committee and posted monitoring reports on the Board Member Only section of the website. Any NCTCOG disallowed costs are reported out to the O&A and the Executive Committees and the WF Board verbally, followed by the reviewing agency's written report. TWC sends a copy of the written report directly to the Chair of the WF Board and the Chief Elected Official.

Subrecipient disallowed costs are provided to the Chair of the Oversight & Accountability Committee and posted monitoring reports on the Board Member Only section of the website. Any NCTCOG disallowed costs are reported out to the O&A and the Executive Committees and the WF Board verbally, followed by the reviewing agency's written report. TWC sends a copy of the written report directly to the Chair of the WF Board and the Chief Elected Official.

II.B.h

Develop and present approval of an administrative policy regarding Performance Measures

Administrative Policy Issuance -Performance Management Framework

Policy was approved at the March 10, 2020 Executive Committee, with the recommendation to include success measures.

Executive Committee V

Report #21.04.0001

August 25, 2021 Mr. David K. Setzer, Executive Director Workforce Solutions for North Central Texas P.O. Box 5888 Arlington, Texas 76005 Dear Mr. Setzer: Our review of the programs administered by Workforce Solutions for North Central Texas indicates that controls exist to support proper administration of fiscal and program operating systems. We conducted the review the week of January 11, 2021, and reviewed Child Care Services, Choices (employment services for Temporary Assistance for Needy Families), Employment Services, Trade Adjustment Assistance, and Workforce Innovation and Opportunities Act programs administered by the Board. The review covered the period November 1, 2019, to October 31, 2021, and included tests of transactions and fiscal and program controls. Although these were not findings, we noted cases did not consistently contain documentation to support that authorization for Child Care was processed within three business days of receiving Form 2054 from DFPS, and cases in PIRTS were left open past the required time frame without journal notes to support waiving the requirement. In addition, TWIST access was not always terminated immediately for staff no longer required to access the system, with access terminated from three to 181 days late. During the review, we tested the Board’s monitoring function and found that it incorporates the necessary attributes for certification, e.g., a risk assessment and monitoring plan, program and fiscal reviews, follow ups and resolution process. We are able to place reliance in Fiscal and the following programs: WIOA, Choices, Child Care, and SNAP E&T. As a result, we were able to re-certify the monitoring function. We appreciate the cooperation and assistance you and your staff provided throughout the review. Should you have any questions, please contact me at (512) 936-3612. Sincerely,

Mary B. Millan, Director of Field Operations Subrecipient Monitoring Regulatory Integrity Division

Bryan Daniel, Chairman Commissioner Representing the Public Julian Alvarez Commissioner Representing Labor Aaron Demerson Commissioner Representing Employers Edward Serna Executive Director

101 E. 15th Street • Austin, Texas 78778-0001 • (512) 463-2222 • Relay Texas: 800-735-2989 (TDD) 800-735-2988 (Voice) • www.texasworkforce.org Equal Opportunity Employer / Program

Mr. Setzer, Report #21.04.0001 Page 2 August 26, 2021 cc: Roger Harris, Chair, Workforce Solutions for North Central Texas

Gwendolyn Jones, Regional Program Manager, U. S. Department of Health and Human Services

Deborah Daniels, Program Specialist, U. S. Department of Health and Human Services Alisa Matthews, Program Specialist, U. S. Department of Health and Human Services Nicholas E. Lalpuis, Regional Administrator, Employment and Training Administration,

USDOL M. Frank Stluka, Regional Director, Office of State Systems, Employment and Training

Administration, USDOL Bryan Daniel, Chairman and Commissioner Representing the Public, TWC Julian Alvarez, III, Commissioner Representing Labor, TWC Aaron Demerson, Commissioner Representing Employers, TWC Edward Serna, Executive Director, TWC Randy Townsend, Deputy Executive Director, TWC Courtney Arbour, Director, Workforce Development Solutions, TWC Reagan Miller, Director, Child Care and Early Learning Division, TWC Paul D. Carmona, Director, Regulatory Integrity Division, TWC Chris Nelson, Chief Financial Officer, TWC Adam Leonard, Director, Operational Insight Division

Glossary of Terms and Abbreviations

A ABAWD Able Bodied Adults without

Dependents ABE Adult Basic Education ADA Americans with Disabilities Act AEL Adult Education and Literacy AEP Award of Excellence in Procurement AOP Affirmative Outreach Plan

B BCY Board Contract Year BDL Business Development Liaison BDU Business Development Unit

C C&T Career & Training

CASA Court Appointed Special Advocates

CBO Community-Based Organization CCCC Collin County Community College CCDF Child Care Development Fund CCI Compliance and Continuous

Improvement CCN Child Care Network CCQ Child Care Quality CCP Child Care Program CCR Child Care Regulation CCS Child Care Services CEOs Chief Elected Officials CEU Continuing Education Unit CFR Code of Federal Regulations CHOICES TANF employment/self-sufficiency

program CHMURA Provider of JobsEQ, a proprietary labor

market data tool CIP Classification of Instructional Programs CLI Children’s Learning Institute CQIP Continuous Quality Improvement Plan COVID Corona Virus Disease CRASE Civilian Response to Active Shooter Event (Training) CRM Customer Relationship Management CTE Career & Technical Education

D D365 Dynamic 365 (partner database, CRM) Disallowed Cost that is not allowed by rule or law DFPS Department of Family and

Protective Services

DOE Department of Education DOJ Department of Justice DOL Department of Labor DOLETA US Dept. of Labor Employment and

Training Administration DW Dislocated Worker DOD Department of Defense

E E&T Employment and Training EDO Economic Development

Organizations ELP Early Learning Program EO Equal Opportunity EOV Explanation of Variance EEO Equal Employment Opportunity EEOC Equal Employment Opportunity

Commission EMSI Economic Modeling, LLC, a proprietary

labor market data tool ES Employment Services ESC Education Service Center ESL English as a Second Language ETPL Eligible Training Provider List EW Essential Worker

F FDN Finance Directors Network FMLA Family and Medical Leave Act FSA Flexible Spending Account FTP File Transfer Protocol FY Fiscal Year

G GAAP Generally Accepted Accounting Principles GAO General Accounting Office GSA General Services Administration

H DHHS Department of Health and Human Services HHSC Health and Human Services Commission HR Human Resources

I, J, K IBC Industry Based Certification IEDC International Economic Development

Council IEP Individual Employment Plan


IFA Infrastructure Agreement IP Internet Protocol ISD(s) Independent School District(s) ISM Institute for Supply Management ISS Individual Service Strategy ITA Individual Training Agreement ITELGs Texas Infant, Toddler and Three year old

Early Learning Guidelines iWork Career Exploration Initiative JET Jobs & Education for Texans Grant Program

L LBB Legislative Budget Board LF Laserfiche LIA LEGACY in Action™ LEP Limited English Proficiency LMI Labor Market Information LMS Learning Management

System LNT Leadership North Texas LWDA Local Workforce Development Area LWDB Local Workforce Development Board

M MOU Memorandum of

Understanding MPR Monthly Performance Report MS Microsoft MVV Mission, Vision,

Values MWU Mobile Workforce

Unit

N NAB National Alliance of Businesses NAC National Accreditation

Commission NACO National Association of Counties NAEYC National Association for the

Education of Young Children NAFCC National Accreditation for

Family Child Care NARC National Association of Regional Councils NAWB National Association of Workforce Boards NC Navarro College NCTC North Central Texas College NCP Noncustodial Parent NTSCC North Texas Supply Chain Council NCTCOG North Central Texas Council of

Governments

NIMS National Incident Management System NTRP-16 North Texas Regional P-16 Council

O O&A Oversight & Accountability Committee OAG Office of Attorney General OMB Office of Management and Budget OSHA Occupational Safety and Health Act OSY Out of School Youth OTDC Orientation to Discrimination

Complaint

P PreK ELG Prekindergarten Early Learning

Guidelines PII Personally Identifiable Information PIRTS Program Integrity Reporting Tracking

System PJC Paris Junior College POS Programs of Study (TEA) PPPA Policy, Planning, & Public Affairs PPANCT Public Purchasing Association of North

Central Texas PRIDE Peers Recognizing Individual Deeds of

Excellence PSOC Parent Share of Cost TxPPA Texas Public Purchasing Association PY Program Year

Q, R QAN Quality Assurance Network QRIS Quality Rating and Improvement

System R&C Risk and Compliance (NCTCOG

Fiscal Monitors) RC Ranger College Req2Check Check Requisition Process RESEA Reemployment Services and Eligibility Assessment RFP Request for Proposals RFQ Request for Qualifications RIS Research and Information Services

Department RPI Rapid Process Improvement RWLC Regional Workforce Leadership Council RWY Red, White and You (Veterans job fair)


S SBA Small Business Administration SCSEP Senior Community Service

Employment Program SMART Specific, Measurable, Achievable,

Relevant, and Time-Bound SMSA Standard Metropolitan Statistical Area SEAL Summer Earn and Learn SEE Survey of Employee

Engagement SDF Skills Development Fund SHN Student HireAbility Navigator SLC Strategic Leadership Committee SME Subject Matter Expert SMI State Median Income SNAP Supplemental Nutrition Assistance

Program SNAP E&T Supplemental Nutrition Assistance Program

Employment & Training SOW Statement of Work SSA Social Security Administration SSDI Supplemental Security Disability Income SSI Supplemental Security Income SSL Secure Sockets Layer STE(A)M Science, Technology,

Engineering, (Art), Math SWOT Strengths, Weaknesses,

Opportunities, Threats

T TA Technical Assistance TAA Trade Adjustment

Assistance TAC Texas Administrative

Code TAG Technical Assistance Guide TAMUC Texas A&M Commerce TANF Temporary Assistance For Needy Families TARC Texas Association of Regional

Councils TAWB Texas Association of Workforce Boards TDCJ Texas Department of Criminal Justice TEA Texas Education Agency TEAMS Microsoft Team Collaboration/Video

Conferencing Platform TECPDS Texas Early Childhood Professional Development System TEDC Texas Economic Development Council THECB Texas Higher Education Coordinating Board

TML Texas Municipal League (WSNCT medical plan)

TOL Target Occupations List TRS Texas Rising Star TSTC Texas State Technical College TSU Tarleton State University TRA Trade Readjustment Allowance TWC Texas Workforce Commission TWIC Texas Workforce Investment Council TWIST The Workforce Information System of

Texas TVC Texas Veterans Commission TVCC Trinity Valley Community College TVS Texas Veterans Services TWC Texas Workforce Commission TWU Texas Woman’s University TXAEYC Texas Association for the

Education of Young Children TxPPA Texas Public Purchasing Association TYC Texas Youth Commission

U, V UGMS Uniform Grant Management Standards UI Unemployment Insurance UNT University of North Texas VPN Virtual Private Network VRS Vocational Rehabilitation Services

W, X, Y, Z WARN Worker Adjustment and Retraining

Notification Act WB Workforce Board WCI Workforce Commission Initiatives WD Workforce Development WDB Workforce Development Board WFC Workforce Center WIA Workforce Investment Act WIOA Workforce Innovation and Opportunity Act WIT WorkInTexas.com WSNCT Workforce Solutions for North Central

Texas WOTC Work Opportunity Tax Credit (Federal

Tax Credit) ZOOM Video Conferencing Platform

Documents

NORTH CENTRAL TEXAS WORKFORCE DEVELOPMENT BOARD …