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Page 4 of 5 Revised June 2016 Performance Measure #5: Evidence of promotion of compliance with tobacco-free schools law; tobacco-free child care center rules; tobacco free campuses. Evidence of promotion of tobacco-free environments 24 hours a day, 7 days a week, for home-based childcare centers, and community colleges, colleges and universities that have not yet gone tobacco-free to the full extent allowed by law. Performance Measure #6: Evidence of educational efforts to reduce youth access to all tobacco products, including e-cigarettes, cigars, little cigars, and hookah in retail settings. Evidence that this is done in coordination with substance abuse prevention coalitions. Performance Measure #7: Evidence of work with schools and school systems to promote emerging best practice interventions (including but not limited to curricula) for tobacco prevention and the risks of emerging tobacco products, including e-cigarettes. Performance Measure #8: Evidence of increased support for cessation, including nicotine replacement therapy. Regional Tobacco Control Managers are required to submit quarterly progress and outcome reports to the Tobacco Prevention and Control Branch. V. Performance Monitoring and Quality Assurance: The Regional Tobacco-Free Collaborative’s progress is evaluated on a regular basis by the Tobacco Prevention and Control Branch to denote progress on their annual action plan. This feedback is to ensure adequate performance. The evaluations are discussed at site visits scheduled as needed. A site visit will be scheduled once per year of the Agreement Addendum’s service period with the Local Health Department and Regional Leadership Team. Future meetings and site visits will be planned collaboratively. The Local Health Department is provided with written feedback at least twice per year and recommendations by the TPCB. TPCB monitors the Local Health Department by identifying major strengths, weaknesses, areas to be addressed, and success story ideas in the Interim Reports compiled by the TPCB Director of Surveillance and Evaluation. TPCB monitors the Local Health Department’s monthly reimbursement requests through the Aid-to- Counties database, conducts two “100% spending budget” meetings, and conducts monthly conference calls to ensure budgets are spent appropriately and programmatic activity is on track. Certain situations outlined below may result in inadequate performance and require corrective actions: a. Non-completion of activities in the annual action plan will require documentation of barriers preventing implementation of activities and require an amended annual action plan within the quarter that the change took place, which must be approved by the TPCB. b. In the event of a gap in staffing or another major change in annual action plan delivery, the Local Health Department should identify staff internally to continue progress and recruit and orient a replacement rapidly. In the event that there is delay, and the Local Health Department cannot show a plan to spend the unspent program dollars, those funds are reverted and redistributed through the 100% spending plan. c. If the Local Health Department does not implement activities in the annual action plan and has not documented barriers explaining why the activities were not completed, the funding for those