PacMtn Workforce Development Council Board Meeting Agenda ...€¦ · Mike Hickman Educational School District #113 K-12 Education 19. Bob Guenther Thurston, Lewis, Mason Counties

September 21, 2017/vlw

PacMtn Workforce Development Council Board Meeting Agenda Thursday, September 28 ▪ 1:30 -4:00 pm Satsop Business Park Dial: 888-537-7715 Passcode: 60526531# Pacmtn.adobeconnect.com/wdc

I. Welcome & Leadership Reports (Board Chair) A. Establish Quorum & Review Today’s Agenda B. Board Chair Report C. CEO Report

II. Action: Consent AgendaThe Consent Agenda is a SINGLE item for Board consideration that encompasses items the Board would typically approve with little comment. Procedural items such as approval of Minutes, or other legal or housekeeping items are appropriate for a Consent Agenda. There can be explanation of items, but there is no discussion of the Consent Agenda. If discussion is warranted or requested ANY item can be immediately removed and placed on the regular Agenda for full board discussion.

A. Approval of June 2017 Board Minutes (Attachment #1)B. New Policy: Incumbent Worker (Attachment #2)C. Quarterly Financial Statements (Attachment #3)

III. Committee & Task Force Updates (Task Force Leads)• One Stop & Program Operations Committee – Cheryl Heywood• Youth & Specialized Populations – Kairie Pierce• Industry Sector & Employer Services – Duane Evans

IV. Board Learning Feature Topic (Kairie Pierce & Mike Hickman)A. Career Connected Learning & High Impact Community Grant

V. Strategic Discussions & Action Item A. Action: WDC By-Law Modification – Strategy for Board Membership

(Attachment #4) B. Enhancing Board Engagement (Attachment #5) C. Infrastructure Funding Agreement (IFA) for One Stop System Process & Timelines

(Attachment #6)

VI. Good of the Order & Announcements

Upcoming Meetings Date Location

Thursday, November 30, 2017 Satsop Business Park Elma, WA

Year End Celebration Thursday, December 14, 2017

TBD

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September 21, 2017/vlw

2016 – 2018 WDC Members Name Business/Organization Representation

1. Duane Evans Port Blakely U.S. Forestry Business: Wood Products Manufacturing

2. Jim Larson Morningside CBO/Serves Disabled Populations

3. Peter Lahmann NW Laborers Employment Training Trust

Labor – Apprenticeship

4. Alissa Shay Port of Grays Harbor Business: Logistics Cross Sector

5. Dru Garson Greater Grays Harbor Business: Economic Development

6. Derek Epps Seattle Shellfish Business: Aquaculture/Food Production

7. Jacqueline Earley Sierra Pacific Business: Wood Products Manufacturing

8. Bob Hitt Toad Hall Cranberry Farms Business: Food Production

9. Steve Rogers Pacific County Historical Society & Museum

Business: Tourism & Recreation

10. Jim Sayce Pacific County EDC Business: Economic Development

11. Michael Cade Thurston County EDC Business: Economic Development

12. Winfried Danke CHOICE Regional Health Network Business: Life Sciences 13. David Schaffert Thurston County Chamber Business: Private Sector

Enterprise 14. Anne Goranson Employment Security Dept. Wagner-Peyser

Employment Service 15. Kairie Pierce WA State Labor Council Labor Organization 16. Cheryl Heywood Timberland Regional Library CBO/Serves All

Populations 17. Dr. Jim Minkler Grays Harbor College Post-Secondary Higher

Education 18. Mike Hickman Educational School District #113 K-12 Education 19. Bob Guenther Thurston, Lewis, Mason Counties

Labor Council Organized Labor

20. Paul Vertrees DSHS/DVR Vocational Rehab 21. Jason Reed DSHS/Community Services TANF-DSHS 22. Vacant Business: Lewis County 23. Vacant Business: Lewis County 24. Vacant Business: Lewis County 25. Vacant Business: Mason County 26. Vacant Adult Basic Education

(ABEL): Regional

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June 2017/VLW

PacMtn Workforce Development Council WDC Meeting Minutes Friday, June 22, 2017 ▪ 1:30 – 4:00 pm Satsop Business Development Park

Board Member Attendees: Duane Evans, Peter Lahmann, Alissa Shay, Dru Garson, Lynn Longan, Steve Rogers, Jim Sayce, Michael Cade, Anne Goranson, Kairie Pierce, Cheryl Heywood, Dr. Jim Minkler, Bob Guenther, Jason Reed Absent: Derek Epps, Jacqueline Earley, Bob Hitt, David Schaffert, Michelle Andreas, Mike Hickman, Paul Vertrees Staff: Cheryl Fambles, Bridget Lockling, Vanessa Wasman Guests: None

I. Welcome & Leadership Reports A. The meeting was called to order at 1:35 pm. Quorum was established at 1:45 pm. The

agenda was reviewed and no changes were made. B. Duane Evans gave his Board Chair Report and began by noting the action taken by

the Executive Finance Committee to forward the PY17 Preliminary Budget to the WDC Board with Do Pass Recommendation. He also mentioned that the EFC also approved the Q1 Financial Statements. He described his participation in the Governor’s career connected learning event held earlier in the month. Discussion events were held all over the region and numerous PacMtn Board Members attended. The events brought together local educators, business, community and government agencies to talk about more that could be done to connect students to the world of work. Additional events are scheduled throughout the year to continue momentum on the topic.

C. Cheryl then gave her CEO Report which can be found on our website. Cheryl Heywood arrived around this time, establishing full quorum.

II. Consent AgendaA. Approval of May 2017 Board MinutesB. Approval of Quarterly Financial StatementsC. Approval of Program Policy Update: WIOA Adults & Dislocated Worker Supportive

Services Policy #5200 Jim Sayce motioned to approve the Consent Agenda, seconded by Peter Lahmann. Motion carries.

III. Action Items & Strategic DiscussionsA. Action Item: Motion to Approve PY17 Preliminary Budget with Recommended Do Pass from Executive Finance Committee - Bridget Lockling reviewed this item and said that this version of the budget provides a starting point for an operational budget to begin our program year July 1-June 30. These are estimates with fuller details to come in the upcoming months. The Final Budget will be adopted in October. Revenue projection for PY17 is shy of $13M,

Attachment #1

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June 2017/VLW

however this is without knowing actual WIOA Formula Fund allocationsfor PY17. We used an earlier projection provided by ESD and are hopeful it does not vary too much. Bridget highlighted the expiration of grants as well as the start of new grant funding that are placemarked until all programs are fully developed. The proposed budget reflects a progressive and thoughtful way to continue fulfilling our requirements and delivering quality services to the region. The Board also discussed impending cuts to WIOA that may not show until 2018. Jim Minker motioned to approve the PY17 Preliminary Budget, seconded by Bob Gunther. Motion carries.

IV. Committee & Task Force UpdatesA. Action Item: Motion to Approve Youth & Specialized Populations Committee Merger and Modification to WDC By-Laws. Kairie Pierce reported on this merge and explained the decision to merge the committees was because of an overlap of the demographics of the two populations. By-laws changes were reviewed and there was not a great deal of discussion on this item. Lynn Longan motioned to approve the Youth & Specialized Populations Committee Merger and Modification to WDC By-Laws, seconded by Bob Gunther. Motion carries.

Cheryl Heywood reported on the One Stop Committee mentioning that the group will be reviewing the application packets for the affiliate and comprehensive site and conduct site visits. Partners and interested stakeholders are meeting and discussing how they want to proceed. Staff are continuing to work on the evaluation process for certification.

Kairie Pierce shared the next Youth Services committee before the merger with Special Populations will be on July 11th. No further updates.

Duane Evans shared the Industry Sector Task Force has initiated a focus on the hospitality sector. A hospitality employer roundtable, led by Dru Garson and former Board Member Tiffany Turner is scheduled on July 11. This Taskforce may want to consider redesign of efforts to encompass work by sector or by issues important to regional employers i.e. childcare crisis, finding adequate employees for rural and/or physically challenging work.

V. Board Learning Feature Topic – Overview of DSHS Economic Services Administration featuring Jason Reed, WDC Board Member & Community Services Division Administrator. Jason’s presentation gave Board members a brief overview of services offered through the Dept. of Social and Health Services (DSHS), with a more detailed description of services available through the Community Services Division (CSD) of DSHS. Information about the Community Service Field Office operations was also shared. Information was also provided regarding Temporary Assistance for Needy Families (TANF) program eligibility determination, WorkFirst participation requirements and how the TANF program is associated with WIOA.

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VI. Good of the Order Items & Announcements –Cheryl Heywood mentioned an event in July called The Jail Letters Project by Sam Miller, former inmate, recovering addict and Evergreen graduate who performs stand-up comedy using his own life in prison and written communications with his mother. She also mentioned Timberland Reginal Library was featured in the Thurston County Chamber periodical.

Peter Lahmann reported that the Lewis County Historical Society is looking for a new Director. He also mentioned there will be July 4th activities at Borst Park for families to attend.

Bob Guenther mentioned the development of solar energy testing and possible opportunities for this region.

Alissa Shay mentioned there will be a Greater Grays Harbor Business After Hours Event on July 11th offering members the chance to meet and network with colleagues.

Kairie Pierce announced the Labor Council’s Annual Convention taking place in July in Vancouver.

Meeting adjourned at 3:59 pm

Submitted by: Vanessa Wasman, Administrative Assistant

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www.pacmtn.org | (360) 570-704-3568 WorkSource Thurston | 1570 Irving Street Tumwater WA 98512

MEMORANDUM

To: PacMtn Executive/Finance Committee Members

From: Bridget Lockling, Director of Finance & Administrative Services

Date: September 8, 2017

Subject: Finance Department Items

4th Quarter Financial Statements. Financial Statements are provided to reflect activity through June

30, 2017. Fourth quarter expenditures have come in on target-78% of program services and 87% of

administrative services. A few contracts and line items came in off of budget projects and they are called

out in the Notes to Financial Statements. There are no major concerns at this point. There are still a few

remaining year end invoices that will come in on the program side.

Our Statement of Financial Position reflects a slight increase in net assets. This is due to the earnings in

our MyJOB program. Final expenditures and revenues have not been reconciled but earnings will be

around $160,000 for the year.

The Statement of Cash Flows cash balances continue to be high due to tightened timelines for

reimbursement requests.

Recommendation: Motion to approve the 4th Quarter Financial Statements.

New Policy: A new policy for use of Incumbent Worker funds has been developed. We have included

Incumbent Worker funds in our budget and our new rapid response includes layoff aversion activities so

this policy is required before we start utilizing those funds. Our policy matches ESD and DOL guidance

on eligibility and cost sharing requirements. Attached memo includes more details on this policy.

Recommendation: Motion to approve the new Incumbent Worker Policy.

I’m available anytime if you need additional information on the financial statements or have general

fiscal questions.

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PacMtn Program Policies – Development, Change and Updates Summary

As a Local Workforce Development Board, PacMtn WDC is responsible for ensuring that our program policies

provide the information and guidance necessary for staff and our partner service providers to carry out the

delivery of services (directly or indirectly) to customers in our region which are in alignment with the previously

proposed and now final WIOA Regulations and all applicable operational guidance provided by both the

Department of Labor (DOL), and that of the Employment Security Department.

As a result the final WIOA Regulations recently released and the subsequent operational guidance which has

been or will be provided in the future by both the Department of Labor (DOL), and/or of the Employment

Security Department, PacMtn will periodically find it necessary to develop new policies or update our local

program policies to align to with the final WIOA rules.

Often the changes and updates may have minor impact on the overall delivery of services and require minimal

language conversions reflecting the “final” WIOA regulation, guidance, resource and references. Some however

may change the allow ability of a service, the service delivery process and or the service qualifiers etc.

Policy updates will be processed as determined necessary upon the receipt of any new guidance. Therefore,

these changes will be presented to the board for approval on a quarterly schedule unless the change necessitates

otherwise. There are no policy changes or update in need of review and consideration of approval.

The following provides a brief explanation of the need and the PacMtn’s justification to develop and request approval of this new policy.

PacMtn Program Policies - New Policy Creation

Program: WIOA - Incumbent Worker Training (IWT)

Policy (Name and Number) – Incumbent Worker Training Policy #5300

Policy Development Justification:

Workforce Innovation and Opportunity Act (WIOA)

CHAPTER 3 — ADULT AND DISLOCATED WORKER EMPLOYMENT AND TRAINING ACTIVITIES (3) ALLOWABLE STATEWIDE EMPLOYMENT AND TRAINING

Under WIOA regulations, funds reserved by a Governor under sections 128(a)(1) and 133(a)(1) may be used to carry out additional statewide employment and training activities, which may include implementing innovative programs and strategies designed to meet the needs of all employers (including small employers) in the State, which programs and strategies may include incumbent worker training programs.

To allow for and facilitate Incumbent Worker Training relationships and services at the local level within the PacMtn WDA, PacMtn has developed a local policy to allow for such relationships and service related activities within our area.

Attachment #2

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TITLE: Incumbent Worker Training Policy # 5300

Purpose

Incumbent Worker Training (IWT) provides both workers and employers with the opportunity to

build and maintain a quality workforce and is governed by sections 20 CFR 680.780 through .820

of the Final Rule.

Incumbent worker training is designed to meet the special requirements of an employer

(including a group of employers) to retain a skilled workforce or avert the need to lay off

employees by assisting the workers in obtaining the skills necessary to retain employment and

conducted with a commitment by the employer to retain or avert the layoff of the incumbent

worker.

An ideal incumbent worker training would be one where a participant acquires new skills allowing him or her to move into a higher skilled and higher paid job within the company, thus allowing the company to hire a job seeker to backfill the incumbent worker’s position. Incumbent Worker training must increase both a participant’s and a company’s competitiveness.

This following policy outlines the allowance for and criteria to determine which workers, or groups of workers, are eligible for incumbent worker training services and the cost sharing required for incumbent worker training projects. (WIOA Section 134(d)(4)).

Policy

PacMtn may allocate up to 20 percent of their adult and dislocated worker funds to provide for the federal share of the cost of providing incumbent worker training, in accordance with Section 134(d)(4) of WIOA. This 20 percent can be used for IWT activities that are programmatic in nature, as administrative activities must be paid out of the Board’s administrative funds.

PacMtn will follow the Incumbent Worker Eligibility Criteria as detailed in the policy guidelines and adheres to WIN 5607 Revision 3 and TEGL 19-16.

PacMtn will follow the Employer Eligibility Criteria as detailed in the policy guidelines and adheres to WIN 5607 Revision 3. Additionally, PacMtn will review the potential number of layoffs averted as a result of this training and utilization as part of a larger sector and career pathway strategy that aligns with our identified industry clusters in the region to prioritize training funds if needed.

Incumbent worker training will only be available if all eligibility criteria are met and the employer can meet the cost share requirements of the training.

Type: Program Policy Date Established: 09/08/2017

Date Last Revised: N/A

Date Posted to Website: 09/11/2017

Status: Draft

Supersedes: N/A

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TITLE: Incumbent Worker Training, Policy # 5300

PacMtn will utilize Rapid Response funds for layoff aversion and WIOA Governor’s discretionary funds for incumbent worker training activities according to WIOA Section 134(a)(3)(A)(i), if need is identified and funding opportunities are available.

Policy Guidelines

Incumbent Worker Eligibility Criteria:

An incumbent worker must be:

1. Age 18 or older;

2. Employed;

3. Meet the Fair Standards Act requirements for an employer-employee relationshiphttp://www.dol.gov/whd; and

4. Have an established employment history with the employer for six (6) months or more.

If incumbent worker training is provided to a cohort of employees, not every employee in the cohort must have an established employment history with the employer for six months or more as long as a majority (51 percent or more) of the employees being trained meet the employment history requirement.

An incumbent worker does not have to meet the eligibility requirements for career and training services for adults and dislocated workers under WIOA, unless they are also enrolled as a participant in the WIOA adult or dislocated worker program.

IWT is not permitted to be used to provide the occupational training a new hire needs.

Employer Eligibility Criteria:

PacMtn must determine an employer’s eligibility for participating in IWT based on the following

factors which help to evaluate whether training would increase the competitiveness of the

employees or both the employees and the employer:

1. The characteristics of the incumbent workers to be trained and how historically theyrepresent individuals with barriers and how such individuals would benefit from retentionor advancement. Consideration should be given to employers who propose to put forthextra effort to train individuals with barriers to employment as defined in WIOA Section3(24). (See Attachment A);

2. Provide a quality of training which would, whenever possible, allow the participant to gainindustry-recognized training experience and/or lead to industry-recognized credentialsand/ or an increase in wages;

3. The number of participants the employer plans to train or retrain;

4. The wage and benefit levels of participants (before and after training);

5. The occupation(s) for which incumbent worker training is being provided must be indemand;

6. The employer is:

a. In an in-demand industry as determined by ESD labor market information; or

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http://www.dol.gov/whd%3B


b. In an in-balance industry as determined by ESD labor market information; or

c. In a declining industry, but there are compelling reasons (e.g., evidence of long-termviability of the employer) justifying investment in incumbent worker training.

7. The employer must not have laid off workers within 120 days to relocate to Washingtonfrom another state;

8. The employer is current in unemployment insurance and workers’ compensation taxes,penalties, and/or interest or related payment plan.

PacMtn will also evaluate the potential number of layoffs averted as a result of this training and utilization as part of a larger sector and career pathway strategy that aligns with our identified industry clusters in the region to prioritize training funds if needed. PacMtn may also prioritize employers based on their overall efforts to develop a more competitive workforce within the region and those that show ongoing apprenticeship training models. Additionally, employers that show continued opportunities for incumbent workers to advance and increase wages within their company may be prioritized.

Each of the above factors leading to the approval of an incumbent worker training project with an employer must be documented and placed in the contract file.

Generally, IWT should be provided to private sector employers; however, there may be instances where non-profit and local government entities may be the recipients of IWT funds. For example, IWT may be used in the health care industry where hospitals are operated by non-profit or local government entities and a nursing upskilling opportunity is available.

Employer Share of Training Costs:

Employers participating in incumbent worker training are required to pay the non-WIOA (non-federal) share of the cost of providing training to their incumbent workers. (WIOA Sections 134(d)(4)(C) and 134(d)(4)(D) and proposed 20 CFR 680.820).

The employer share is based on the size of the workforce (wages paid to the participant while in training can be included as part of that share and the share can be provided as cash or in-kind that is fairly evaluated) as follows:

o At least 10 percent of the cost for employers with 50 or fewer employeeso At least 25 percent of the cost for employers with 51 to 100 employeeso At least 50 percent of the cost for employers with more than 100 employees

Employer cost share contributions must be tracked and documented in the contract file. In addition, the methodologies for determining the value of in-kind contributions must be documented in the contract file and conform to cost sharing requirements at 2 CFR 200.306.

Incumbent Worker Training Data Entry:

Incumbent workers who are served through WIOA Title I (i.e., Adult Formula, Dislocated Worker Formula, National Dislocated Worker Grant, Governor’s 15% Discretionary, Statewide Rapid Response) grant funds must be affiliated with an employer, training start date, and fund source in order to satisfy requirements of the U.S. Department of Labor’s WIOA-affiliated Participant Individual Record Layout (PIRL).

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Any discrepancies arising between PacMtn policy and or procedures with federal and state provisions due to current or future revisions will default to the current minimum federal and state regulations and guidance available. PacMtn policy and or procedures may set forth stricter requirements than provided by federal and state guidance, but in no case will PacMtn policy and or procedures not meet minimum federal and state policy.

References

WIOA Section 3(23) WIOA Section 134(d)(4)

2 CFR 200.306 20 CFR 680.780, 680.790, 680.800, 680.810, 680.820, 682.210(b), and 682.320(b)(4)

Training and Employment Guidance Letter (TEGL), 3-15

Training and Employment Guidance Letter (TEGL), 19-16

WorkSource System Policy 5607 Revision 3 – Employer Criteria and Cost Sharing for Training Provided to Incumbent Workers

Workforce Innovation and Opportunity Act of 2014

DATE APPROVED: TBD

Direct Inquiries to: Pacific Mountain Workforce Development Council 1570 Irving Street SW Tumwater, WA 98512 Telephone: (360) 704-3568 Email: [email protected]

PacMtn is an equal opportunity employer/program. Auxiliary aids and services are available upon request to persons of disability. WA Relay Services 711

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mailto:[email protected]

Pacific Mountain Workforce Development Council

NOTES TO FINANCIAL STATEMENTSProgram Year July 1, 2016 through June 30, 2017

For month ending June 30, 2017

1)

AREAS OF NOTE: a)

b)

c)

d)

e)

f)

g)

h)

i)

j)

k)

j)

k)

L)

2)

3)

4)

The Advanced Manufacturing project continues through August so most of the funds will be utilized by then.

Rent expenses are under for the year due to delay in getting revised lease agreement with updated costs. We

are still waiting on a correct invoice to process. New lease costs have been identified and are less than what

was budgeted

Depreciation includes the new cubicle system purchased.

Special Impact Projects are underway, invoices are starting to come in and we expect spending to be on

target by the end of the year.

The Statement of Cash Flows represents the cash received and used during the time period. This reflects we have sufficient cash on

hand to handle our daily operating transactions. Our cash balances are higher due to better timing of drawdowns and shorter delays

on reimbursements from some grants. Purchases of equipment reflects the new cubicle system in the admin office. There is a 2 day

turnaround time for cash requests to the State for our WIOA Formula fund reimbursements and a 1 day turnaround for cash requests

made to Department of Labor. Cash requests for the WorkFirst grant take one to two weeks, while some of our smaller grants are only

reimbursed on a monthly basis. We keep enough unrestricted funds available for use to cushion gaps in reimbursement times.

Supplies are over because of the new office furniture purchased. Under expenditures in other areas will

mitigate this overage

These notes pertain to the Statement of Activities, Statement of Financial Position and Statement Cash Flows attached.

The Statement of Activities provides a summary of expenses compared to revenue earned for the period, reported on an accrual basis

(pgs 2-3). This is then compared with current period budgets and year to date budgets. More emphasis will be placed on year to date

spending rather than on a monthly basis because timing may be off slightly from month to month from last year. The budgeted

numbers reflect

Page 5 represents a summary of spending levels by program compared to total budgeted amounts available. This is further sectioned

according to source of funds.

Overall administration office budget is 91% of budget.

The Statement of Financial Position represents the organizations net assets, comparing current assets and liabilities. We currently

have net assets of $1,047,820, consisting of our equipment replacement fund of $4,287, our capital assets of $44,240, prepaids of

$42,886 and unrestricted funds of $956,407. Net assets have increased since last quarter due to earnings in our DVR/JRA payment

point contracts.

Legal expenses are over for the year due to unanticipated personnel issues requiring legal advice

Professional Services are over for the year due to grant writing services needed.

The Sector Strategies contract with CPS is underspent but DOL has approved an extension so we will be able

to utilize those funds in the next program year.

Books/Subscriptions are over due to an economic data subscription not originally budgeted for.

IT Supplies/Minor equipment/IT equipment includes new server

Rapid Response Initiative contract has started but much later than originally budgeted.

The MyJOB direct services budget is overspent for the year, budgeted expenses were projected lower due

indirect costs. Overall earnings for the program have covered the additional expenditures.

High Impact Projects are finalized and came in under budgeted projections.

Prepared 05/31/2017 by Bridget Lockling

Attachment #3

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STATEMENT OF ACTIVITIESPY16 Budget to Actual Report

For month end June 2017Current Year

Actual

Current Year

Budget Variance Total Budget Balance Remaining % Spent Target %

REVENUES

Grant & Contracts 8,955,617.09 10,997,148.08 2,041,530.99 16,563,078.88 7,607,461.79 54% 66%

Other - - - - - 0% 0%

Total Revenues 8,955,617.09 10,997,148.08 2,041,530.99 16,563,078.88 7,607,461.79 54% 66%

EXPENSES

Program Services

Direct Participant Services 6,392,038.49 8,075,111.82 1,683,073.33 8,075,111.82 1,683,073.33 79% 100%

Business Services & Solutions 623,525.93 700,952.67 77,426.74 700,952.67 77,426.74 89% 100%

Special Impact Projects 170,127.90 365,000.00 194,872.10 365,000.00 194,872.10 47% 100%

Misc Contracts & Projects 31,985.27 84,500.00 52,514.73 84,500.00 52,514.73 38% 100%

Subtotal 7,217,677.59 9,225,564.49 2,007,886.90 9,225,564.49 2,007,886.90 78% 100%

Admin Office Operations 1,412,740.18 1,554,367.59 141,627.41 1,554,367.59 141,627.41 91% 100%

Transition Activities 26,451.14 30,416.00 3,964.86 30,416.00 3,964.86 87% 100%

Integrated Service Activities 47,307.99 100,000.00 52,692.01 100,000.00 52,692.01 47% 100%

AmeriCorps Activities 59,381.56 86,800.00 27,418.44 86,800.00 27,418.44 68% 100%

Subtotal 1,545,880.87 1771583.592 225,702.72 1,771,583.59 225,702.72 87% 100%

TOTAL EXPENSES 8,763,558.46 10,997,148.08 2,233,589.62 10,997,148.08 2,233,589.62 80% 100%

Change in Net Assets 192,058.63 - (192,058.63) 5,565,930.80

Beginning Net Assets 868,948

Plus current Net Assets 192,059

Change in special funds (13,187)

Ending Unrestricted Net Assets 1,047,820

Administrative Services

Prepared 08/25/2017 by Bridget Lockling 13


STATEMENT OF ACTIVITIESExpense DetailPY16 Budget to Actual Report

For month end June 2017

Current Period

Actual

Current Period

Budget Variance

Current Year

Actual

Current Year

Budget Variance Total Budget Balance Remaining % Spent Target %

REVENUES

Grant & Contracts 1,174,685.66 1,121,031.81 (53,653.85) 8,955,617.09 10,997,148.08 2,041,530.99 16,563,078.88 7,607,461.79 54% 66%

Other - - - - - - - - 0% 0%

Total Revenues 1,174,685.66 1,121,031.81 (53,653.85) 8,955,617.09 10,997,148.08 2,041,530.99 16,563,078.88 7,607,461.79 54% 66%

EXPENSES

PROGRAM SERVICES

Direct Participant Services

Adult Contracted Programs (Career Path Services-CPS) 158,475.59 111,311.06 (47,164.53) 706,394.75 851,556.98 145,162.23 851,556.98 145,162.23 83% 100%

Dislocated Worker Contracted Programs (CPS) 156,616.89 138,613.48 (18,003.41) 683,505.76 881,671.73 198,165.97 881,671.73 198,165.97 78% 100%

Youth Contracted Programs (ResCare + transition contracts) 143,435.97 79,706.75 (63,729.22) 905,816.77 1,028,977.62 123,160.85 1,028,977.62 123,160.85 88% 100%

Rapid Response Mason Co (CPS) 19,305.11 12,054.50 (7,250.61) 133,392.26 144,654.00 11,261.74 144,654.00 11,261.74 92% 100%

Sector Strategies (CPS) - - - 156,864.75 277,500.00 120,635.25 277,500.00 120,635.25 57% 100%

Grays Harbor Foundation (CPS) 2,060.70 971.03 (1,089.67) 3,706.96 11,652.34 7,945.38 11,652.34 7,945.38 32% 100%

Rapid Response Initiatives (CPS) 4,834.35 19,241.43 14,407.08 8,121.56 134,690.00 126,568.44 134,690.00 126,568.44 6% 100%

JD NEG (CPS) - 15,584.60 30,000.00 14,415.40 30,000.00 14,415.40 52% 100%

JD NEG (United Way) - - 45,000.00 45,000.00 45,000.00 - 100% 100%

In House Programs

WorkFirst 128,264.84 122,250.25 (6,014.59) 1,328,212.80 1,434,443.00 106,230.20 1,434,443.00 106,230.20 93% 100%

PREP 13,649.84 14,000.00 350.16 110,962.21 119,194.33 8,232.12 119,194.33 8,232.12 93% 100%

C2C, Microsoft, Saltchuk 96,603.82 179,475.26 82,871.44 1,232,098.60 2,003,703.15 771,604.55 2,003,703.15 771,604.55 61% 100%

Rapid Response-Mason Co 12,321.26 12,042.75 (278.51) 142,198.51 144,513.00 2,314.49 144,513.00 2,314.49 98% 100%

JD NEG - - - 299.45 300.00 0.55 300.00 0.55 100% 100%

Sector Strategies - - - 74,831.93 107,457.43 32,625.50 107,457.43 32,625.50 70% 100%

JRA-MyJob 68,097.27 51,413.78 (16,683.49) 637,619.84 616,965.40 (20,654.44) 616,965.40 (20,654.44) 103% 100%

YouthWorks - - - 491.18 500.84 9.66 500.84 9.66 98% 100%

DVR-PETS - - - 1,181.48 1,182.00 0.52 1,182.00 0.52 100% 100%

YouthWorks-Big Brother Big Sisters 5,799.05 8,814.58 3,015.53 113,897.28 114,275.00 377.72 114,275.00 377.72 100% 100%

DVR-Morningside & Arc of Grays Harbor 18,692.80 36,350.00 17,657.20 91,857.80 126,875.00 35,017.20 126,875.00 35,017.20 72% 100%

Subtotal Direct Participant Services 828,157.49 786,244.88 (41,912.61) 6,392,038.49 8,075,111.82 1,683,073.33 8,075,111.82 1,683,073.33 79% 100%

Business Services

B2B-(Thurston County Chamber) 63,821.45 33,333.33 (30,488.12) 347,690.61 400,000.00 52,309.39 400,000.00 52,309.39 87% 100%

Rapid Response Mason Co (TCC) 7,264.38 5,544.42 (1,719.96) 66,533.00 66,533.00 - 66,533.00 - 100% 100%

B2B-C2C (TCC) 12,942.52 10,309.35 (2,633.17) 113,131.16 123,712.21 10,581.05 123,712.21 10,581.05 91% 100%

C2C-(Tacoma Pierce Chamber) - 9,225.62 9,225.62 96,171.16 110,707.46 14,536.30 110,707.46 14,536.30 87% 100%

Subtotal Business Services 84,028.35 58,412.72 (25,615.63) 623,525.93 700,952.67 77,426.74 700,952.67 77,426.74 89% 100%

Special Impact Projects

Advanced Manufacturing (TC EDC, CPS) 12,489.01 40,714.29 28,225.28 75,125.51 165,000.00 89,874.49 165,000.00 89,874.49 46% 100%

Career Pathways 28,413.85 15,000.00 (13,413.85) 45,670.10 65,000.00 19,329.90 65,000.00 19,329.90 70% 100%

Library Partnership Expansion - 7,222.22 7,222.22 10,000.00 25,000.00 15,000.00 25,000.00 15,000.00 40% 100%

Rural County-High Impact Community Projects 30,631.20 2,777.78 (27,853.42) 39,332.29 50,000.00 10,667.71 50,000.00 10,667.71 79% 100%

Rapid Response Initiatives - 7,142.86 7,142.86 - 60,000.00 60,000.00 60,000.00 60,000.00 0% 100%

Subtotal Special Impact Projects 71,534.06 72,857.14 1,323.08 170,127.90 365,000.00 194,872.10 365,000.00 194,872.10 47% 100%

Misc Contracts/Projects

Communications Strategies - 13,500.00 13,500.00 2,408.05 10,000.00 7,591.95 10,000.00 7,591.95 24% 100%

Workforce Central-C2C - 30,726.19 30,726.19 17,577.22 38,000.00 20,422.78 38,000.00 20,422.78 46% 100%

TAP-Hospitality (WHAEF) - 13,500.00 13,500.00 12,000.00 21,500.00 9,500.00 21,500.00 9,500.00 56% 100%

SeaKing-JRA/MyJOB - 833.33 833.33 - 15,000.00 15,000.00 15,000.00 15,000.00 0% 100%

Subtotal Misc Contracts/Projects - 58,559.52 58,559.52 31,985.27 84,500.00 52,514.73 84,500.00 52,514.73 38% 100%

SUBTOTAL PROGRAM SERVICES 983,719.90 976,074.27 (7,645.63) 7,217,677.59 9,225,564.49 2,007,886.90 9,225,564.49 2,007,886.90 78% 100%

ADMINISTRATIVE SERVICES

Administrative Office Operations

Salaries & Benefits

Salaries 65,231.22 66,164.27 933.05 802,709.77 827,531.46 24,821.69 827,531.46 24,821.69 97% 100%

Benefits 26,945.49 27,751.26 805.77 300,438.40 356,564.13 56,125.73 356,564.13 56,125.73 84% 100%

Total Salaries & Benefits 92,176.71 93,915.54 1,738.83 1,103,148.17 1,184,095.59 80,947.42 1,184,095.59 80,947.42 93% 100%


14

Travel & Training Expenses

Mileage 344.16 433.33 89.17 4,470.21 5,200.00 729.79 5,200.00 729.79 86% 100%

Travel 964.41 500.00 (464.41) 11,083.25 12,000.00 916.75 12,000.00 916.75 92% 100%

Conf/Conv/Mtgs/Reg 650.00 358.33 (291.67) 6,169.61 7,800.00 1,630.39 7,800.00 1,630.39 79% 100%

Gasoline for PMWDC Vehicles 25.75 66.67 40.92 580.74 800.00 219.26 800.00 219.26 73% 100%

Board Travel - 725.00 725.00 6,873.58 8,700.00 1,826.42 8,700.00 1,826.42 79% 100%

Board Supplies & Support 63.23 1,500.00 1,436.77 9,336.12 18,000.00 8,663.88 18,000.00 8,663.88 52% 100%

Staff develop/Training - 625.00 625.00 1,328.93 7,500.00 6,171.07 7,500.00 6,171.07 18% 100%

Total Staff Expenses 2,047.55 4,208.33 2,160.78 39,842.44 60,000.00 20,157.56 60,000.00 20,157.56 66% 100%

Professional Services

Accounting & Auditing - 4,666.67 4,666.67 13,313.30 14,000.00 686.70 14,000.00 686.70 95% 100%

Legal Fees - 100.00 100.00 5,764.10 1,200.00 (4,564.10) 1,200.00 (4,564.10) 480% 100%

Professional Services/Consult 4,046.57 2,737.50 (1,309.07) 36,638.16 32,850.00 (3,788.16) 32,850.00 (3,788.16) 112% 100%

Temp & Interim Contracts - 166.67 166.67 - 2,000.00 2,000.00 2,000.00 2,000.00 0% 100%

Licenses 3,009.48 1,620.83 (1,388.65) 14,243.57 19,450.00 5,206.43 19,450.00 5,206.43 73% 100%

Total Professional Services 7,056.05 9,291.67 2,235.62 69,959.13 69,500.00 (459.13) 69,500.00 (459.13) 101% 100%

Facilities

Rent 27,596.69 10,000.00 (17,596.69) 90,902.63 120,000.00 29,097.37 120,000.00 29,097.37 76% 100%

Utilities - - - - - - - #DIV/0! #DIV/0!

Total Facilities 27,596.69 10,000.00 (17,596.69) 90,902.63 120,000.00 29,097.37 120,000.00 29,097.37 76% 100%

Supplies & Communications

Supplies 600.28 1,208.33 608.05 16,694.15 14,500.00 (2,194.15) 14,500.00 (2,194.15) 115% 100%

Telephone & telecomm 608.85 1,266.67 657.82 9,718.93 15,200.00 5,481.07 15,200.00 5,481.07 64% 100%

Postage & Shipping - 62.50 62.50 730.22 750.00 19.78 750.00 19.78 97% 100%

Mailing Services - 33.33 33.33 357.83 400.00 42.17 400.00 42.17 89% 100%

Printing & copying 278.64 400.00 121.36 4,551.57 4,800.00 248.43 4,800.00 248.43 95% 100%

Books/Subscriptions/Ref 222.75 79.17 (143.58) 1,127.18 950.00 (177.18) 950.00 (177.18) 119% 100%

Total Communications 1,710.52 3,050.00 1,339.48 33,179.88 36,600.00 3,420.12 36,600.00 3,420.12 91% 100%

Equipment/Maintenance/Software/Rental

IT Supplies/Minor Equipment/Tech Equip 295.91 1,091.67 795.76 13,195.84 13,100.00 (95.84) 13,100.00 (95.84) 101% 100%

Equipment Rental & maint 120.02 179.17 59.15 1,527.51 2,150.00 622.49 2,150.00 622.49 71% 100%

Auto Repair & Maintenance 47.61 83.33 35.72 585.69 1,000.00 414.31 1,000.00 414.31 59% 100%

Auto Lease 207.11 233.00 25.89 2,144.57 2,330.00 185.43 2,330.00 185.43 92% 100%

Total Equipment/Small Tools 670.65 1,587.17 916.52 17,453.61 18,580.00 1,126.39 18,580.00 1,126.39 94% 100%

Depreciation

Depreciation-Automobile 1,849.72 691.00 (1,158.72) 7,838.75 8,292.00 453.25 8,292.00 453.25 95% 100%

Deprec & amort - other 499.85 - (499.85) 1,181.65 - (1,181.65) - (1,181.65) #DIV/0! #DIV/0!

Total Depreciation 2,349.57 691.00 (1,658.57) 9,020.40 8,292.00 (728.40) 8,292.00 (728.40) 109% 100%

Other

Interest-general/Bank Fees 338.81 375.00 36.19 4,083.92 4,500.00 416.08 4,500.00 416.08 91% 100%

Insurance-Gen Liability 1,267.69 1,604.17 336.48 16,131.39 19,250.00 3,118.61 19,250.00 3,118.61 84% 100%

Membership Dues - 750.00 750.00 12,966.63 14,950.00 1,983.37 14,950.00 1,983.37 87% 100%

Notifications 135.00 208.33 73.33 1,417.00 2,500.00 1,083.00 2,500.00 1,083.00 57% 100%

Other Expenses - 83.33 83.33 2,026.00 3,000.00 974.00 3,000.00 974.00 68% 100%

Community Outreach/Ed - 1,666.67 1,666.67 19,250.00 20,000.00 750.00 20,000.00 750.00 96% 100%

Contractor Support/In Kind 38.49 50.00 11.51 438.64 600.00 161.36 600.00 161.36 73% 100%

Transfer to Unrestricted - (625.00) (625.00) (7,079.66) (7,500.00) (420.34) (7,500.00) (420.34) 94% 100%

Total Other 1,779.99 4,112.50 2,332.51 49,233.92 57,300.00 8,066.08 57,300.00 8,066.08 86% 100%

Subtotal Admin Office Operating Budget 135,387.73 126,856.20 (8,531.53) 1,412,740.18 1,554,367.59 141,627.41 1,554,367.59 141,627.41 91% 100%

Transition Activities 3,944.90 2,534.67 (1,410.23) 26,451.14 30,416.00 3,964.86 30,416.00 3,964.86 87% 100%

Integrated Service Activities - 8,333.33 8,333.33 47,307.99 100,000.00 52,692.01 100,000.00 52,692.01 47% 100%

AmeriCorps Activities 2,404.26 7,233.33 4,829.07 59,381.56 86,800.00 27,418.44 86,800.00 27,418.44 68% 100%

SUBTOTAL ADMINISTRATIVE SERVICES 141,736.89 144,957.54 3,220.65 1,545,880.87 1,771,583.59 225,702.72 1,771,583.59 225,702.72 87% 100%

TOTAL EXPENSES 1,125,456.79 1,121,031.81 (4,424.98) # 8,763,558.46 10,997,148.08 2,233,589.62 # 10,997,148.08 2,233,589.62 1.65 2.00

Change in Net Assets 49,228.87 - (49,228.87) 192,058.63 - (192,058.63) 5,565,930.80

Beginning Net Assets 999,474 868,948

Plus current Net Assets 49,229 192,059

Change in special funds (883) (13,187)

Ending Unrestricted Net Assets 1,047,820 1,047,820


15

Pacific Mountain Workforce Development CouncilGrant Balance by ProgramPY16 Budget to Actual Report

Through June 30, 2017

YTD Actual Annual Budget Remaining YTD Actual Annual Budget Remaining YTD Actual Annual Budget Remaining

Program:

Workforce Innovation & Opportunity Act (WIOA) Grants

WIOA Youth 1,074,217.30 1,281,558.21 207,340.91

WIOA Adult 1,110,530.56 1,451,835.96 341,305.40

WIOA Dislocated Worker 1,103,011.24 1,608,256.98 505,245.74

WIOA Admin Cost Pool 296,559.21 667,390.19 370,830.98

YouthWorks2 (6/1/16-6/30/18) 136,470.75 170,547.84 34,077.09

Rapid Response Mason Co (7/1/16-6/30/17) 342,426.05 355,700.00 13,273.95

Rapid Response Initiatives 13,399.09 391,828.00 378,428.91

Jobs Driven National Emergency Grant (JD NEG) (ends 4/30/17) 66,877.99 203,056.85 136,178.86

Camo to Commerce (1/1/14-06/30/2017) 1,691,371.55 4,664,995.30 2,973,623.75

Sector Strategies (9/1/15-4/30/17) 325,965.28 456,213.43 130,248.15

- -

WorkFirst (Community Jobs) (ends 6/30/17) 1,501,638.50 1,625,443.00 123,804.50

Rapid Reentry (5/1/17-6/30/17) 9,545.53 10,000.00 454.47

- - -

Juvenile Rehabilitation-MyJOB (5/1/16-7/15/19) - - - 1,010,599.69 2,940,000.00 1,929,400.31

Dept of Voc Rehab-PETS (3/16/16-3/15/18) 122,506.58 213,305.00 90,798.42

Thurston County Jail Program (ends 12/31/17) 108,996.04 171,407.00 62,410.96

TAP-Hospitality (4/18/17-8/31/17) 15,238.88 25,000.00 9,761.12

TAP-Healthcare (6/28/17-3/31/19) - 275,000.00 275,000.00

Grays Harbor Foundation 3,706.96 11,652.34 7,945.38

Microsoft 4,199.62 24,564.19 20,364.57

Saltchuk 17,555.89 15,324.25 (2,231.64)

Total Program Grant Balance 6,160,829.02 11,251,382.76 5,090,553.74 1,511,184.03 1,635,443.00 124,258.97 1,282,803.66 3,676,252.78 2,393,449.12

Department of Labor/WIA/WIOA Funds Department of Commerce Other Funds

Prepared 08/25/2017 by Bridget Lockling16


STATEMENT OF FINANCIAL POSITION (Balance Sheet)

June 30, 2017

Beginning Year

Balance

Current Period

Balance

Current Year

Change

Beginning Period

Balance

Current Period

Change

Assets

Cash & Cash Equivalents 600,028 734,329 134,301 456,541 277,788

Accounts Receivable 969,226 1,164,832 195,606 1,179,168 (14,336)

Due from Related Parties 0 0 0 0 0

Notes Receivable 1,665 1,645 (20) 1,938 (293)

Pre-Paid Expenses 67,998 42,886 (25,112) 33,104 9,782

Investments - CD's 248,243 249,487 1,244 249,384 103

Long-Term Assets 30,945 44,240 13,295 47,141 (2,901)

Total Assets 1,918,105 2,237,419 319,314 1,967,276 270,143

Liabilities

Contracts & Vendors Payable 609,197 769,772 160,575 532,221 237,551

Payroll, Taxes, & Benefits Payable 272,392 264,945 (7,447) 263,235 1,710

Paid Leave Payable 124,440 129,298 4,858 129,218 80

Deferred Revenues 26,977 15,714 (11,263) 34,403 (18,689)

Other Short-Term Payables 16,151 9,870 (6,281) 8,725 1,145

Total Liabilities 1,049,157 1,189,599 140,442 967,802 221,797

Unrestricted Net Assets 868,948 1,047,820 178,872 999,474 48,346

Total Net Assets 868,948 1,047,820 178,872 999,474 48,346

Total Liabilities and Net Assets 1,918,105 2,237,419 319,314 1,967,276 270,143



STATEMENT OF CASH FLOWSJune 30, 2017

Current Period Current Year

Cash Flows from Operating Activities

Receipts from Grants 1,170,331.52 8,749,704.14

Receipts from Contributors/Events 0.00 1,603.84

Depreciation (Net) 0.00 (4,725.00)

Payments to Suppliers 138,159.04 (473,531.72)

Payments to Employees (289,828.18) (3,558,692.54)

Payments to Program/Participant Activities (740,873.83) (4,562,314.92)

Total Cash Flows from Operating Activities 277,788.55 152,043.80

Cash Flows from Investing Activities

Purchases of Equipment/Assets 0.00 (19,242.20)

Proceeds from Sale of Current Assets 0.00 1,500.00

Interest and Dividends 102.49 1,244.07

Purchases or Redemptions of Investments (102.49) (1,244.07)

Total Cash Flows from Investing Activities 0.00 (17,742.20)

Beginning Cash & Cash Equivalents 456,540.88 600,027.83

Ending Cash & Cash Equivalents 734,329.43 734,329.43



BUDGET TO ACTUAL- SPECIAL FUNDSJune 30, 2017

Fundraising* Wellness Grant Unrestricted

Current Year Actual Current Year ActualCurrent Year

Actual

Revenues

Beginning Year Balance 1,145.13 (418.00) 800,119.20

Revenue Earned 1,821.24 738.50 -

Revenue Earned-CD Interest - 2,744.07

Total Revenue 2,966.37 320.50 802,863.27

Expenses

Direct & Program Services 2,729.79 - 3,999.03

Salaries & Benefits - - -

Goods & Services - 1,908.05 1,524.34

Additional Program Match - - 8,329.66

Special Initiatives - - -

Total Expenses 2,729.79 1,908.05 13,853.03

Balance 236.58 (1,587.55) 789,010.24

*Current fundraising balance generated from McTakeover events

Unrestricted Fund Use

Direct & Program services represents program/participant costs thtat did not meet the criteria to be paid with from federal funds.

Goods & Services represents depreciation or other small expenses that did not meet the criteria to be paid with from federal funds.

Additional Program Match represents the amount we support other grants that cannot fully cover the cost, in this case our Thurston County Jail program.


Quarterly Reports Summary July 1, 2017 - June 30, 2017*Participant figures span mutiple PYs

**Budget figures PY16 Program Services ONLY

Program Type

Program Planned Actual

%

Achieved Planned Actual

%

Achieved Planned Actual

%

Achieved

Formula 842 957 114% 367 302 82% 3,199,870 2,656,872 83%

Adult 269 294 109% 157 78 50% 1,099,520 922,972 84%

DW 294 348 118% 168 124 74% 1,041,672 822,582 79%

Youth 279 315 113% 42 100 238% 1,058,678 911,317 86%

Competitive 1790 1713 96% 1362 1220 90% 3,509,657 2,264,818 65%

Advanced Manufacturing 50 19 38% 50 19 38% 165,000 75,126 46%

C2C* 1450 1422 98% 1092 1054 97% 2,236,234 1,437,978 64%

Jobs Driven NEG* 25 33 132% 25 0 0% 75,300 60,884 81%

Mason County Transition Center 100 96 96% 85 50 59% 355,700 342,124 96%

Rapid Response Initiatives 5 3 60% 0 0 #DIV/0! 194,690 8,122 4%

Sector Strategies Partnership 75 97 129% 75 97 129% 384,957 231,697 60%

YouthWorks 2 85 43 51% 35 0 0% 97,776 108,888 111%

WorkFirst 360 276 77% 360 294 82% 1,434,443 1,328,213 93%

Other

GH Foundation N/A N/A N/A N/A N/A N/A 11,652 3,707 32%

JRA MyJOB 300 241 80% N/A N/A N/A 631,965 637,620 101%

DVR-Internship* 37 31 84% N/A N/A N/A 164,666 91,858 56%

Microsoft N/A N/A N/A N/A N/A N/A 24,564 4,200 17%

Saltchuk N/A N/A N/A N/A N/A N/A 15,324 15,771 103%

Thurston County Jail - PREP* 100 60 60% 60 28 47% 101,731 93,550 92%

TOTAL - ALL PROGRAMS 3429 3278 96% 2149 1844 86% 9,093,873 7,096,608 78%

PY1617 figures; Summer program

Support for IT assessment and infrastructure

Support for networking, hiring events, and scholarships

TC Jail is on calendar year

Internal PY16 planned participant figures used; Q3

figures

Career Path Services hold contract for PY16

JD NEG closed 07/31/16; Rec add'l funds 02/09/17 -

closed 04/30/17

MCTC will continue operations w OPP RR; Career Path

Services and TCC; Contract closed 06/30/17

Career Path Services-Contract start date 10/01/16

Forest Products; Career Path Services

Big Brothers Big Sisters

Career Path Services holds contract; includes B2B

contracts (TCC)

ResCare holds contract

TC EDC-Contract start date 09/01/16

Career Path Services-Contract start date 10/01/16

7 Entering OJT-Related Employment at Exit

Participants Served to Date Participants Placed to Date Budget**

Considerations/Comments

Career Path Services holds contract; includes B2B

contracts (TCC)

20

PacMtn’s mission is to lead dynamic regional workforce development that enhances economic success

1570 Irving Street SW, Tumwater WA 98512 | www.pacmtn.org

STAFF MEMO

To: PacMtn WDC Members

From: Cheryl B. Fambles

Subject: PacMtn Board Member Attendance and Enhanced Engagement

Background At the March 31, 2017 and the July 28, 2017 Consortium Meetings, the Consortium discussed WDC Board Member participation and engagement. It was noted that Board Members agree to attend at least 75% of Board and Committee meetings combined per year. For most, this amounts to an average of 12-15 meetings a year or an estimated 25-35 meeting hrs/year. The vastness of the PacMtn geographic area can also add significant travel time. Trying to offset travel time PacMtn has an on-line meeting or telephone option that enables full participation.

Since the reconstitution of the Board in 2016, Board leadership has been working to engage Members, making the experience more meaningful and soliciting feedback on ways to improve. This workforce area is very aggressive in developing new programming and partnerships to meet the workforce needs of the region. Support, guidance and direction from Board Members, particularly through committee/task force work is crucial to maintaining positive momentum.

The certification of the WDC Board is a State process governed by rules around composition---who and how many. This certification every 2-4 years is what provides PacMtn access to WIOA funding. Failure to certify the Board can also be cause for decertification of the region’s designation as a Local Board. This is an unusual action by a Governor, but it is used to get compliance on Board Membership.

Considerations and Analysis The Executive Finance Committee and Consortium have recently discussed the matter of attendance and each have re-affirmed their commitment to participation and involvement. If there is a problem they have agreed to a process whereby the Chair would speak to individuals whose participation is lacking or waning to determine what can be done to improve involvement. In some cases they may be better suited on a taskforce or committee that does not require Board Membership, but allows use of their expertise for particular projects or activities. Consortium Members also agreed to call the County appointed Business Members to also both encourage and solicit information on how the experience is going.

Attachment #4

21

PacMtn’s mission is to lead dynamic regional workforce development that enhances economic success

1570 Irving Street SW, Tumwater WA 98512 | www.pacmtn.org

Board Members are accountable to the Consortium as the appointing body. They also have separate accountability to the County Commission or Agency Director/Group that nominated them to serve in the designated regional slot i.e. K-12 education appointing authority is Capitol Education Service District 113. Some Board Members have expressed a sense of obligation to participate since they were appointed by the Commission, but really do not believe they are adding value and/or that their investment in the WDC Council is too time consuming and/or does not add value to their primary operations.

One of the primary issues facing our rural counties is the struggle with finding business representatives that are interested in serving on the WDC and can commit the necessary time to do so. Small business is the predominance of private sector enterprise in our area and as such, time away from the business can sometimes negatively affect the bottom line.

There are currently 4 vacancies in business/private sector seats. Reducing total Board composition to 23 Board Members could help alleviate some of the pressure. Each of the five counties would nominate for appointment up to two (2) business individuals, equaling a total of 10. Two additional At-Large Sector Business representatives, not tied to a specific county, wouldbe appointed. This equals a maximum of 23 members (12 business/11 specialty focus) and continues the 51% majority for business representation.

Focusing on appointments based in sectors and businesses of region wide importance would help alleviate the challenges of a place-based appointment. We may also want to discuss with the Consortium even greater flexibility in such appointments, again trying to maximize the role of business and industry and the Council’s need to focus on outcomes that serve them.

Both the Executive Finance Committee and the Consortium have concurred that a change to the By-laws would be beneficial.

Recommended Actions for the WDC Board and Consortium Move to approve modifications to By-laws that provide County specific appointment of business/private sector representatives up to two (2) per County. Two additional At Large business/private sector representatives would be appointed by the Consortium. This ratio of 12 business/private sector to 11 regional/agency representatives keeps the required business representative majority. It also provides greater Consortium flexibility to appoint Members who can add value, irrespective of the county affiliation.

22

Page 4 of 10 Amended July September 2017

18. Annually assess the physical and programmatic accessibility of all one-stop centers in thelocal area.

Section 2 PacMtn WDC shall comply with Workforce Innovation and Opportunity Act, applicable Federal Regulations, applicable State Laws, Rules and Regulations and State of Washington Provisions.

Section 3 PacMtn WDC may pursue additional non-WIOA funds to develop ideas and programs that meet the general purpose of PacMtn WDC.

ARTICLE V Board of Directors

Section 1 In accordance with the Pacific Mountain Workforce Consortium Agreement, the Consortium shall appoint Directors to the Board from individuals nominated pursuant to the applicable laws and adopted guidelines.

Section 2 PacMtn WDC shall consist of a maximum of 26 23 directors.

Section 3 Initial appointments to PacMtn WDC shall be staggered proportionally for two, three and four years as determined by the Consortium upon appointment. Subsequent appointments for a maximum of 3 terms will be for three years. Director shall remain seated until a new appointment is made to fill the seat.

Section 4 All regular terms shall begin on the first day of July and shall end on the last day of June.

Section 5 Any vacancies in the membership of PacMtn WDC shall be filled in the same manner as the original appointments and shall serve until the end of the term of the position.

Section 6 PacMtn WDC Directors serve on a voluntary, non-salaried basis. Directors may receive reimbursement for expenses and mileage while conducting PacMtn WDC business.

ARTICLE VI Officers of the Corporation

Section 1 The officers of PacMtn WDC shall be a Chairperson, Chairperson-Elect, Vice-Chairperson and a Secretary/Treasurer.

*Please note, the following is a sub-set of the effected PacMtn By-Laws regardingnumber of membership seats

Attachment #4

23

Page 10 of 10 Amended July September 2017

and reimbursement of business-related expenses. Task Forces shall be chartered and reviewed on a biannual basis. Task Forces may include:

1. One-Stop and Program Operations Task Force - providing recommendation and guidance ofthe One-Stop System, and activities related to service delivery and programs.

2. Industry Sector and Employer Services Task Force - providing recommendation andguidance of initiatives specific to industry and employer services. They are also directlysought for matters related to One-Stop, Program and Special Populations.

3. Other Task Forces as Needed - providing recommendation and guidance for which the Boarddesires specific and focused attention.

Section 5 A quorum on any committee will exist when at least 51 percent of the committee membership is present. A quorum is not required to complete assignments, but can be cited to support actions and describe intent.

ARTICLE XIV Conduct of Meetings

Robert’s Rule of Order shall govern the conduct of the meetings of PacMtn WDC, but the Council shall strive for full discussion and consensus. The Chair may appoint individuals who can assist with process and the orderly conduct of meetings.

ARTICLE XV Amendment of Bylaws

Section 1 These Bylaws may be amended at any regular or special meeting of PacMtn WDC provided that any proposed amendment shall be acted upon in advance by the Executive Committee and shall be submitted in writing to the Directors at least 30 days prior to the regular or special meeting of PacMtn WDC.

Section 2 An amendment to the Bylaws shall take effect immediately upon its adoption unless the motion to adopt specifies another time for its becoming effective, or PacMtn WDC has set such a time by a previously adopted motion.

The foregoing Bylaws were adopted by the Directors on this day, the 258th of the month of JuneSeptember, 20175.

____________________________________________PacMtn WDC Board Chair

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PacMtn Board Engagement Draft for Discussion Purposes

Message from Duane…As the Board seeks greater Member engagement it is helpful to identify specific work and activities that promote engagement. Please take a minute to think about whether we are fostering an environment that promotes active engagement.

Yes No ?? Provide Meaningful Work…Does our Board:

• Focus on the workforce system and not just WIOA program or funds• Treat economic development and businesses as a primary customer• Communicates the workforce development system vision to the community• Identify and respond to community workforce needs and issues• Establish high priority service populations

Offer Data to Develop Workforce Intelligence…Our Board: • Has identified key industry clusters• Identifies current and future employer requirements• Identifies current and emerging labor force skills• Is seen as a “go to” place for workforce intelligence and regional data• Tracks key, regional labor market metrics and economic data

Ask For What Is Needed and What Members Want to Do…Our Board: • Has provided a job description that outlines the responsibilities of all members• Identified the 13 required WIOA responsibilities of a workforce council.• Has identified what is needed from Members and how their expertise is useful• Has asked each member their expectations of serving on the Board• Helps Members be effective ambassadors of the workforce system• Finds various ways to thank the members for their efforts and hard work

Help the Board Manage its Infrastructure…Our Board: • Provides an initial orientation to the new members• Has adopted clear communications expectations and protocols between

Members and between Members and staff• Has an empowered Chief Executive and staff• Develops a Board strategic plan and annual goals• Routinely engages the Elected Official Consortium in meaningful ways

What other suggestion do you have to encourage greater Board Member engagement in community workforce activities and Board Meetings?

Attachment #5

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Tools for Stronger Board Member Engagement

At the January 2017 Board Retreat Members discussed the role of Board Members and ways to enhance Board Member engagement. Three key items were offered to help with that engagement:

1. a Checklist for thoughtful decision-making,2. ways to carry out the role of “workforce systems ambassador”3. workforce data that could help Members be better informed about the workforce system,

the economy and the work of PacMtn.

1. Checklist for thoughtful decisions and participation: Has the conversation started in a timely fashion allowing adequate review, discussion,

processing of opinions, information gathering, etc.? Are materials ready far enough advance of meetings so that members have time to prepare? Are the materials developed in plain English, minimizing bureaucratic language/ideas? Is everyone clear about what decision needs to be made? Is there a conflict of interest to be considered/disclosed prior to entering into the discussion? Are the diverse interests of the community well represented in the discussion? Which

viewpoints are missing? Can I help bring these into the discussion? Am I able to represent my community’s/constituency’s views, or do I need to conduct

outreach? Should I consult with the CEO in advance of the discussion to align efforts, seek additional

information or better understand the circumstances? Do I fully understand the issue(s)? Have all my questions been sufficiently answered? Have I voiced any concerns I have? Have I brought any information or data that would impact the discussion to the table? When I make my decision, am I focusing on the impact on the organization and community,

rather than my own organization? Am I listening to what others have to say so that it may inform my position? Can I live with the consensus, even if I disagree? Am I able to communicate the decision to the community? Are there other opportunities to create greater leverage in this situation?

2. “Ambassadorship” and Community Conversations: Develop a timeline, list of possible activities (including board decisions that need to be made

and when, when/where will members report back, and whether a committee(s) will be working on this or the whole board?)

Clarify how many and which types of meetings you want to hold to get to a recommendation Create a list of who you want to reach (what types of organizations/populations), who you

already have engaged, and ask members to help fill the gaps Create a shorter list of those who must be consulted Develop a list of possible concerns and how to manage those Determine what types of meetings you want (town halls, one-on-one, small group) Assign people (staff, board members, partners) to support meetings Create a common “packet” of information:

o Elevator speecho Overview of the current state (in plain English)o Talking pointso Key questions to be asked/answered

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o Timeline for decision makingo Options for additional inputo Report out “guide” – what do you need to know from each meeting?

3. Staff have begun developing and making available the following types of workforce data: Annual Community Demographics (by community/county within the workforce area as well as

total, compared to the state’s percentage, AND the number served within PacMtn programs) o Population makeup by: age, gender, race, education levelo Per capita income trendso Average annual salary and comparison to other parts of the workforce area and

compared to the overall state Quarterly Labor Market Information (and how it compares to the state numbers/percentages)

o Employment, unemployment, and labor force participation rates and trends by: age,gender, race, education level and community/county within the workforce area

o Labor force competencies Key industries/industry clusters

o number of employees by key industry clustero average wages for the jobs in those industrieso how the average wages compare to the state average for those jobs and all jobso employment projectionso growth potentialo wage projectionso list of industries on decrease and the percentage of the labor force that representso productivity and costs (overall and by industry)o job gains/losses

What additional ideas do you have about thoughtful decision-making, your role as a workforce system ambassador and workforce data that would enhance your participation on the PacMtn Board?

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www.pacmtn.org | (360) 570-704-3568 WorkSource Thurston | 1570 Irving Street

Tumwater WA 98512

MEMORANDUM

To:

From:

Date:

Subject:

PacMtn EFC Members

Corinne Daffern, Associate Director of Workforce Services

September 8, 2017

One Stop Infrastructure Funding Agreement

The PacMtn local Infrastructure Funding Agreement is the agreement among partners on the operating budget of the one-stop centers (WorkSource)—it establishes a financial plan to which the one-stop partners, CEO and WDC have agreed to, in the MOU, which will be used to achieve their goals of delivering services in a local area. WIOA allows for required partners to create an operational budget and cost sharing plan for each site—The WDC will roll them up to create a system budget for each region:

• An IFA, a required part of the Memorandum of Understanding, which includes• Costs of providing career services• Other optional shared operating costs• A cost sharing agreement so that all partners can pay for the use and benefit of their customers.

Process: • The WDC is expected to lead the process as a neutral broker.• All partners are expected to negotiate in good faith and to be transparent about their resources.• All required partners are expected to make their services available through the one-stop center.• The goal is to reach an equitable cost sharing agreement that allows partners to invest into the costs of

running the system appropriately for the use and benefit of their customers.• Costs must be reasonable, allocable and allowable.

Key Considerations for WDCs:

• Who will be in charge of creating, reconciling and dealing with payments related to the IFA?• How will you engage your partners in the discussions?• Who among your partners has the authority to participate and represent the agency/program for these

discussions?

PacMtn’s first IFA Partner Meeting is scheduled for September 8, 2017. At this meeting, partners will discuss the IFA and Cost Sharing Overview. This meeting is to make sure the partnership understanding the requirements and opportunities that the IFA brings.

*Please see attached timeline for dates regarding the development of the IFA.

Attachment #6

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IFA Development TimelineSeptember October November December January thru March April thru June July thru June

• Complete SiteCertificationrecommendation

• Provide IFA, costsharing andsystem budgetorientation

• Partners engagestate levelapprovers

• Alert state thatregion will beunable todeterminewhether it is at animpasse by10/1/17

• Provide WDCBoard with sitecertificationrecommendation

• Begin to developcenter, affiliateand connectionsite budgets

• Identify possiblecost sharingmethodology(ies)

• Partners engagestate levelapprovers –trouble shootissues

• Certificationprocesscompleted

• Finalize budgets

• Draft IFAs, costsharingagreements andMOU revisions forpublic comment

• IFAs, systembudgets, costsharingagreements andMOU revisionsapproved by WDCBoard

• Documentsprepared forsignature

• Partners re-signMOUs to acceptaddition of thebudget, IFA, costsharingagreement andany othermodificationsnecessary basedon the last 3months ofnegotiations

• Data collected forfirst quarterlyreconciliation of2017 IFA

• First quarterlyreconciliation of2017 IFAcompleted.

• 2018 systembudget, IFA andcost sharingagreementsnegotiated

• Data collected forsecond quarterlyreconciliation of2017 IFA

• WDC Board andpartners approve2018 budget, IFAand cost sharingagreements

• First quarterlyreconciliation of2018 IFA.

• Second quarterlyreconciliation of2018 IFA.

• Third quarterlyreconciliation of2018 IFA.

• 2019 IFAnegotiationbegins

• 2019 IFAapproved

• Fourth quarterlyreconciliation andTuring up of 2018IFA.

10/1/17 WDAs must report to Governor if they are at an impasse

(potential trigger for SFM)

1/1/18 2017 IFAs and system budgets and cost

sharing agreements must be in place

7/1/18 2018 IFAs and system budgets and cost

sharing agreements must be in place

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