00:00:00,300	S1:
Okay. Good afternoon. It is Tuesday, September 16th. It is 3 p.m.. We're in the Tom Baker room for the Berkeley County Human Services Board meeting. Um, we will start by roll call of the members.

00:00:12,000	S2:
Caitlin Becker here. Senator Deaver here. Jim Holm here. And Director Flores here. And for the record, uh, Commissioner Bourque and Kelly Berglund, Tracey and Trevor Vernet are all absent.

00:00:26,167	S1:
Okay, so the next on the agenda was the approval of the meeting minutes. But we do not have a quorum with our missing members, so we're going to just hold that off until the next meeting. We'll just have to approve two sets of meeting minutes at that time. Um, so next we'll just kind of do our program update. So we'll start with economic assistance for the updates in their programs.

00:00:51,300	S3:
Well, that was quick.

00:00:55,267	S3:
Okay. So what I have um, in economic assistance, uh, recently, uh, what? When redesign happened, they broke the groups up into swim lanes, and they had, um, those workers that were at processors and those workers that were maintenance workers, and they had the single roles. So they got the work items based on what their role was in the spaces system. Recently, on September 1st, the state made the decision to, um, merge them and everybody is now dual role. So all workers work both the application processing work items as well as the maintenance work items. Um, the reason why this change was made was it was determined that this would be the best service to the clients, ensuring that timeliness of the apps and reviews were processed. This is a direct reflection of measure seven, which is our timeliness measure for economic assistance. Um, and it's also a part of the corrective action plan that the state is currently on with FNS because of timeliness. Um, there's also hopes that the soups are going to have or I should I'm sorry. The supervisors, um, are going to have more consistent expectations and benchmarks for their workers as they are dual. And that way we won't be comparing the maintenance workers numbers to the app processor's numbers and expecting them to reach the same numbers when the work is entirely different. This is also going to hopefully help to identify any areas of improvement or growth that we could expect out of the workers as a whole across the state. Another thought to this is to hopefully prevent the supervisors from having to move work around in the queues. This way the work can get to the workers more evenly. So we hope to see this happen again. We just started September 1st, and so it's still trying to work out the processes because everybody of course, had all of the app work items and the maintenance work items in their queues, you know, filling them up. So it's now slowly starting to integrate. So we'll see how that that actually comes out.

00:03:14,868	S1:
The only thing I'd add to that is one thing that we were seeing when we were separated. Roles was at processing takes longer than the maintenance work. So then those who had the apps and their cues, they were delaying and getting them completed. So that again is that measure with that timeliness. So this moving them back to dual. So they have their cues with a little bit of both in them will hopefully improve that area like she was talking about.

00:03:39,767	S3:
Some of the impact from the change, of course. Like I said, there's that initial growing pain of trying to get the items to merge. And, um, one of the things, of course, to take into consideration the app processors, of course, have not worked. Reviews in those maintenance work items for a couple of years now since the redesign started, and vice versa. The maintenance workers have not processed many applications. They have processed some while they were maintenance worker because of course they would come in based on a case already open. But we do have those individuals that have not worked either one of those types of work items in this new system. So it's a training curve a learning curve for them. And of course we also have new workers that have started that when we train them. We train them specifically on the app processing side. And so they have never seen reviews or maintenance work items. And so again, it's a little bit more training that we're going to have to to do on that side to get them up to the up to the same speed as everyone else.

00:04:44,300	S2:
Um.

00:04:46,467	S3:
Recently we had a regional leadership meeting, and I think I had mentioned this at the last board that we were going to do it. We had all of the supervisors and leaders from our region three get together in person to have a meeting just so that we could come face to face and have conversations and get to know each other better and have that more of that, that sense of a team working together. Um, we had Rebecca Askins, who is with the she's the director of the QA, QC department. She presented to our team a general presentation on the QC process and some upcoming changes that may be coming. Um, one of the things of course she did mention and we've heard lots of of course, is the big beautiful Bill and the, the type of impact that this is going to have to Medicaid and snap some of the forecasting impacts. We're going to be looking at. Of course, who is eligible for the programs? Um, states are now going to be um, call sharing based on their error rates. Uh, program policies and work processes are probably going to end up changing as well. Um, unfortunately, right now we don't have any dates for these changes. The feds have not given us any dates. However, when they do happen, we're expecting them to be fast and furious. And so we'll they'll come out quick and we'll have to adapt and take trainings pretty quickly to learn all of the new policies and processes.

00:06:20,501	S3:
It's expected that the Department of Health and Human Services will work with the zones, but they will be probably sending out the majority of the communication to the clients at that time, letting them know what those changes are going to be as they come.

00:06:40,000	S3:
Tomorrow. Burleigh County is having its first heat visit. Um, what heat stands for? High efficiency?

00:06:52,167	S3:
Gosh, I can't remember. Chelsea. Can you remember?

00:06:57,000	S3:
Um, it has to do with QC, of course, QA and QC. Um, and it's the state and the. And the fed snap will be partnering together. Um, again the Rebecca Askins with the QC department as well as Don um with the Snap policy department up at the state will be coming and giving us presentations to the supervisors and the leaders tomorrow. This will be an all day affair. And basically she's going to be talking about what specifically Burleigh County's data is, what our error rates are, um, what our capers are. And this is case and procedural error rates. And then as well as talking about what areas we're doing well in and what areas that we need to improve on.

00:07:45,000	S1:
Um, with that, we spent a lot of time across the state as directors talking about, um, Snap policies and federal impacts and performance improvement. We need to do and planning around that. And so this is going to be helpful because like Grace that this drills down just to Burley County. So we know what ones we should focus on. Um so yeah I'm looking forward to hearing from them on what we're doing well and what we need to improve on.

00:08:14,100	S3:
Okay, the next thing on my list here recently I want to say it was about June or July. Um, there was a team created called the on demand, um, team. And what this is, is this was to help support with snap interviews, those missed interviews, when either the eligibility worker would try to contact them either, um, by cold call or by scheduling an interview, and they did not show up or answer the phone for their their scheduled interview time. These individuals can call into the call center, excuse me. And the call center. Um, of course, they're first going to try to reach out to the original worker that had the interview scheduled to see if they can take that back, but if not, then this on demand team is a team is directly linked. They have access to the Genesis system, which is what the call center is on. So that that call, that interview can be warmly handed off to that worker that is on that on demand team to complete that interview right then. Um, this, uh, yeah, I guess since July 28th, when they started keeping track of the data until August 27th, it was noted that over 500 interviews were already completed by that on demand team. Um.

00:09:40,167	S1:
Which is fantastic. That's 500 interviews that if they weren't completed, then clients wouldn't have gotten their benefits process. So a lot of times that's what's holding up the clients getting their benefits. They did the application, but either they don't have a phone, they miss their interview. And so this has been great to keep benefits moving.

00:09:58,667	S3:
There was with the on demand team, they noticed that there, um, was a lack of individuals that knew how to process child care cases. And so they were looking at possibly training those individuals on how to do child care have. However, after having conversations, they did carve out a specific team specifically with our group for some of our group four members. And these are the ones who work the TANF and the child care cases. So we do have, I think, about six individuals across the state that are on this particular team. They're not a part of the on demand team just because of the logistics of how the system works. But there is a chat that they're involved in. And so when an interview does come in that has child care or TANF attached to that case, they will reach out to that team to take those Snap interviews so that they can finish processing the case correctly.

00:10:59,067	S3:
And the last thing that I have is just to update you guys on the outreach. We've talked a couple of times about the different places that we are working specifically with, whether it's with Medicaid or with Snap. Currently, we are attending the Dream Center, um, two times a month. Uh, we have four individuals that we have two on each day. Um, so we are attending the breakfast service from 7 to 9 a.m. on the second and fourth Tuesday of the month. We have individuals there that can complete snap interviews right there on the spot if they apply for Snap. Um, we can they can also take applications and fill them out and turn them in at a later date. If they don't have time to do it while they're there, because that breakfast service is from 7 to 9. So, you know, it's depending on what time they come in, you know, how much time they have to get that application filled out. Um, one of the other places that we are also doing outreach at is ministry on the margins. We are attending. We're going there again twice a month. Um, the second and fourth Tuesdays of the month as well have. However, we're there in the afternoon. And again, we have four other individuals that are helping out there, um, with the doctor. We have three individuals that are taking their turns out at the North Dakota State pen. We're out there the second and fourth Friday of every month. Um, and then we've also now included Missouri River Correctional Center. And we are there the third Tuesday of the month. And we have two of those individuals going out there as well. Um, the last one that we have recently added as well, um, UTC did contact us and asked if we could come and help them, um, once during their semesters when they get started. So we just had two individuals go out. Um, just a couple a couple of weeks ago and help at that. Um, with them help their students apply for Medicaid snap. Um, of course, you know, we can also take into consideration their child care and possibly TANF as well, just because of the demographic that's at UTC.

00:13:10,000	S1:
Any questions for the outreach at all or. Um, as far as like graze data, I introduced you guys a couple of meetings ago to the, um, standards of administration. So you have that in front of you. It's the, um, stapled one. And then I also give you the single sheet that's much more colorful. So gray and her area, they focus on number six and seven. So work items processing volume and then work our sorry processing timeliness. So the volume they are in that exceeding area. That's um that's great. We're with the timeliness we are in technically when you look at it that failure to meet. But again this is if you look at the more colorful one for measure seven. Um, pretty much every zone in the state is in that area. So that is because of some of these changes she talked about to help address the timeliness for everybody statewide. Um, so we're all kind of in that yellow where measure six, you'll see that we are in the, um, exceeding and we are one of four, it looks like on everybody. So that's great. They are, um, doing great with their processing of their work volume. Um, so this has been interesting as gray works with her team because when you want to address, um, performance and, um, areas where there might be additional training and we look at timeliness, sometimes it's outside of our control. So she really has to spend time focusing on time management. If you do identify somebody who actually might need some of that, um, performance enhancement. But.

00:14:36,801	S4:
I do have.

00:14:39,868	S4:
I would like to ask a question about regarding outreach when you go to those different places.

00:14:47,467	S4:
Are those people unable to access services otherwise? Maybe maybe a lack of knowledge or whatever?

00:15:01,501	S1:
Yeah.

00:15:02,501	S3:
I you know, I think there could be a lot of reasons. One could be lack of transportation that they can't necessarily get to our building. You know, to be able to pick up the application, they may not have internet access depending on if they have phone service. So I think there are some barriers that they may have. This is just us trying to meet them where they're at, because there may also be individuals that just don't want to come to our office, you know, just for whatever reason it might be. And so if we can go and meet them where they're at, then we can hopefully get them taken care of without them having to feel the heaviness of coming into the office.

00:15:41,467	S1:
The other thing I think was important too, for the Dream Center ministry on the margins. We're going on days that they're already doing events, so they have other community partners and stakeholders coming in. So they have like booths almost. So it's an opportunity where it's like a no wrong door. Um, these clients are having multiple agencies that they can meet with and kind of get triaged and many needs. And so we just get to be a partner at the table, Well, um, versus them having to come to us, it was just an opportunity to join those other partners to be. And they were already going to be there anyways for things. Mhm.

00:16:13,267	S4:
So I would imagine that those organizations would assist people in making the contacts. Mhm. At other times.

00:16:22,400	S1:
For us um ministry on the margins in it for sure. Yeah. They, they're limited in their capacity for their case managers.

00:16:29,868	S4:
But yeah Sister Kathleen is going to retire. Yep.

00:16:33,868	S1:
So and she's definitely got people she's kind of training through there and they have questions. So what I think is great about this is you almost get a worker on demand, um, when they're helping their client through these questions, they don't know they're not the experts. And then you call into the call center, there's a wait time, and then you might get your question answered. And then think of another question. So this is nice because we're just there and we can really help them through the application fully. Mhm mhm.

00:16:58,400	S4:
That's kind of what I see is my responsibility as legislators Is assisting people in gaining access to programs that they may not be aware of.

00:17:10,701	S1:
Like breaking barriers. And yep. So this has been important to our team and it really helped connect people to the why. To be honest with you, that's probably what really we started doing the Docker outreach for different reasons, but then we really found that that helped connect people to the why. Um, the way that they do their work and processing work items with redesign, it took away case management. So you lost that connection with this person you might have worked with for years. And so this has been helpful because my team gets to get into the community and make a difference in a different way. Yeah. If you have any other ideas for outreach, um, we're open to that. We've talked about meeting with some different partners. We're going to explore probably more into 2026. I think I want to let, um, some of this settle that we finally really got a schedule in a routine. So.

00:18:00,400	S1:
And then the Docker. Um, that's been great. We've been able to help people as they're getting out already have their benefits in place. We were focused a little bit different when we started, and now we're really just focused on those residents as Medicaid. Um, hoping that there can be waivers with Snap. It has to be, you know, they have to work through their federal waivers that we can help them apply for Snap ahead of time. So then when they walk out that day, they can have those benefits as well. But that has a couple different barriers that are outside of our control.

00:18:31,667	S4:
Well, that's one of the critical reasons for Medicaid expansion because traditional Medicaid doesn't serve them.

00:18:42,067	S1:
So then when they're in and they're getting their their services, then what we wanted while we're going in early is so that the minute they leave, it just can flip right to the traditional Medicaid. And they don't have any lapse in services, continuity of care, they can get their medications. Yeah. That's why we started going in early so we can help them walk out that day with it processed. So we go in and we see people who are about 90 days out from release. That way, it gives us the time to process the apps and get the benefits in place. And it's been pretty successful. We usually see 19, I'd say on average up into the 20s, people that were helping each month or each visit, we go in.

00:19:20,000	S3:
And they're currently working on a spreadsheet for us to be able to track how many people we are seeing, how many applications we are filling out so that we can get a better understanding of just what kind of impact it is that it's making. Um, one of the individuals up at the state is creating that spreadsheet for us right now. Um, of course, when we finally get it, my intention is to see how can we also use this to track the other outreaches as well, to see what is the impact at the other places that we're visiting as well. Not just the doctor.

00:19:54,000	S4:
For doctor, that's that's about public safety. Yeah.

00:20:02,000	S1:
And then I think across the state that they've reached out in different zones. So these are just the facilities I'm responsible for within Birtley County. But I know they're going out to the women's prison in different locations, but it is conversation that the next step in my conversation is to look at going into our detention centers and serving that population with, um, who would there needs to be conversations around who we serve and who we qualify, because some people are in and out so quickly that we wouldn't get all of them completed. But, um, yeah, that is the next conversations that I'm working with my local jails to get out and, um, help with applications for those residents as well, inmates as well.

00:20:39,701	S1:
So more to come.

00:20:47,467	S1:
Good. Um, that was all. We went over your measurements, so thank you. Gray.

00:20:54,868	S1:
Okay. Next we'll go over our child welfare programming.

00:21:06,801	S4:
All right. Good afternoon. There hasn't been a lot of major changes since the last, um, board meeting. Um, probably the biggest changes that we're working on right now is going through that case management redesign. Uh, there's not a whole lot of updates on that. Um, we received information on, um, kind of the initial policy change and the procedure change. Um, based off of state, um, redesign. And on September 30th, a state team will be meeting with our management team to discuss our readiness based on what are some of the policy and procedure changes in the state. Um, case management redesign. And I just want to offer you a snapshot of. Well, you already got. Yep. There. You got it. Never mind. Okay, so you've got it. And I just want to remind you, um, when they do snapshots, it's real time data. So it's going to be different. You know some of this numbers might look a little bit different from your program service, um, data that you received earlier in the month here. Um, but, um, just to show you, you know, a little bit of data there that they're going to be reviewing, this is, you know,

00:22:39,000	S4:
the the incline or, um, more, you know, we are entering foster care more often than not in the last, you know, six years. Um, however, with the Native American population, we have gone down in our foster care. program and we continue to work with needy there and besides needy the which is the Native American Training Institute. We also are working with Und with a grant on trying to reduce that. Trying to figure that out and reduce that

00:23:22,100	S4:
with the caseloads for case management crew. We have currently at that time, in the moment, we had 206 children in foster care and 72 children in home services. And then you'll see the number of foster care children. And the point in time, as of August 1st every year. Um, the big difference on how many children we are receiving into foster care. Um, recently I've gone through different Referrals looking at the different referrals most. Referrals come from hospitals, emergency rooms and schools and law enforcement. Those are the most of the referrals that are coming from that turn into removals from the homes.

00:24:17,000	S1:
Um, other thing kind of in this area. So when we talk about case management redesign and we talked about this in other meetings, but right now we're set up where we have a team that was doing specifically designated for in-home cases. So cases where we don't have custody of the youth, but we're working with the families, we have safety plans in place. And then we had another group of workers who were designated for foster care. They carried the caseload to those where we were the custodian. You're doing more work for visits, reunification, courtroom preparation, affidavits, those kind of things. So the concept of the redesign is that, um, those programs really merge together, that the family on the other end would have continuity. They wouldn't know if they went from in-home into foster care. Their worker would stay the same. There's a lot of changes with that, which is why this readiness meeting is important, because there are two different sets of policy for those types of programming. So now workers are expected to know both of those and apply both of those effectively to those cases. Um, so some of the questions that when they talk to us at this readiness meeting is, um, how are we internally communicating these things? Um, what kind of supports do we need? Are there staff who are resistant to these changes and how are we going to help them with it? Um, do we have champions amongst our teams? So we're just going to look where we're at. We historically in Burleigh County did have, like I was describing, separate, um, designated workers for those types of cases. But in early, maybe even late 2024 and into early 2025, we really started blending them. And I would say pushing people into the uncomfortable of their caseloads. Um, there has been pros and cons while we did that, but we kind of felt like we wanted to get on top of it because they go live, I think, in December or January. And so we need to be prepared that this is the expectation. They're working these blended caseloads. So it was learning curves that we've talked about in different meetings. But it's going well. Um, for the most part. And then when you look at this snapshot that Jeremy was talking about, it's very obvious in there that our numbers have increased. Um, this is the highest we've been at this chart shows since 2019 as far as the number of kids in foster care. But there's things that these snapshots don't highlight, which I think is always important to talk about is that Burley County tends to be at the top end of zones with open in-home cases. So that is what we consider to be the least intrusive. You're doing prevention, and we tend to be one of those zones kind of leading the pack with in-home cases, trying to do prevention. We're also one of the zones that lead in use of a program they call the shelter Care program, which is when families are experiencing an incident which they refer to in a America's present danger. We can offer them, um, the shelter care program, which is essentially like 7 to 14 days, that they can utilize a foster home while they're addressing whatever's happening in their environment without us taking custody. So it's a prevention model. We've seen great success with that. And I think in the last meeting, we were able to present data that out of this many families, we've done that for this many, we prevented a removal. Um, so those numbers aren't always captured, which is kind of hard because then this just focuses on the fact that we've got a lot of kids in care, and we get challenged a lot on if we're using the appropriate level of intrusion. Um, if we are having, um, a lot of redesign talks about case movement. So how quickly are we working towards reunification or permanency if it's in another form? Um, one way or the other, whether you're looking at adoption or guardianship. So these are things that that team is challenged with. And then when Jeremy talks about the the snapshot and the 206 children in care, um, and then the 72 children were serving through in-home. Um, those are carried amongst our case management team, which has seen great turnover over the last year. Um, that requires additional training. I think I talked about this in other meetings, too. So sometimes the caseload that these workers are carrying can be double or triple other zones. Um, that obviously adds to the workload and the impact of their ability to do good active efforts and case movement. So those are all things we talk about every day. I think in child welfare, um, where we can improve. We know those things, but we're excited for I'm excited, I guess, for this, uh, readiness meeting so they can help us if there's an area where, again, we're missing. Um, please provide me the guidance on it. So,

00:28:33,000	S1:
um, you don't know if anybody has questions on case management, redesign and all that data, but other questions.

00:28:39,601	S4:
I plan on going over, um, with the management team on Monday to just review the questions and see and prepare for that.

00:28:52,167	S4:
No questions. Nope. All right. Um, as Chelsea did mention, we do have higher turnover on the case management side. Um, so currently we requested the state, um, field specialist, uh, lead, and then a couple of other case manager field specialists to create some kind of a one day, one on one training for our safety framework. Um, that will be conducted in September 24th in person. Um, we we personally requested it. So we are sending six of our newer staff there, and then I will also accompany them. Um, so I can support them, but also listen to the messaging as well. Um, to ensure, um, standardization. And then now it's going to be open to other zones to be included into that as well. But that'll be on September 24th. And again, six staff will be attending that besides me.

00:30:07,767	S4:
All right. Just to review some of the program data that, um, that we discussed earlier, that it's a little bit different than that snapshot because it hits a full month's data. So whether you're open on the on the 2nd of August and then you close on the 3rd of August, you're included in that number where if you're doing that snapshot real time on August 1st, that kid will not be included in that number. So that's that's a big difference in the program data in your snapshot real time data of August 1st. Um.

00:30:54,667	S4:
Let's see here. As you can see, um, our child protection services is still higher in the reports of active cases, um, than previous years. We have been going down in, um, in the last few months, but it still continues to be more, um, active cases than we've had in the past.

00:31:23,167	S4:
One of the things I do want to point out as well is, um, the biggest, the biggest change in the difference in in numbers that you'll see here is the CPS assessments, the count of open assessments, the count of open assessments. Um, you know, within the July's numbers, the July's numbers were at 311 open cases for the August. We were down to 236 open cases. So we managed to close quite a few cases. Um, and one of the biggest reasons is also is we are partnering with other zones. So right now, um, as of next week, though, um, we're due to their work capacity, they're not able to help us out, um, due to workload and work capacity issues. However, we've been working with Buffalo Bridges, which, um, includes Jamestown Valley City area, um, Dakota Central, which includes Washburn, um Hazen Staten Area Center area, um, and then also South Country, which includes like Linton, Napoleon, um and Steele area. So those zones have been helping us out. So in the month of August, they took out 17 of our cases. Us. So we were able to. When the, when the, um, intake sends us the reports and says that we need to do an open assessment or a full assessment. We were able to move 17 of those cases over to other zones to help us out. Um, some, you know, a lot of the reason why a lot of them were able to take it on and it's a little bit easier for them is, uh, a couple of them do live in the Bismarck Mandan area. Um, so it's a little bit easier for them to take on that, um, burden. Um, to take on those reports.

00:33:29,767	S4:
Um.

00:33:30,501	S1:
Other thing I'd say about their help that we got, um, not only was it helpful for them to take them so we could work on case closure, which when we go over the measurements, that is one of our areas of timeliness we needed to address. So this was one of our, um, opportunities to try to work on that measurement. But the other thing was we were able to support our staff to use some of the comp time or that they had accrued over the summer and even back in the spring. So in a four week period, I think when we were tracking it or a two week period, they were able to use like 85 hours of this time up, where those members were able to take a break that they were not able to. We did have some dates over the summer where we were, um, housing a youth, and that requires shifts where people have to come in and stay with that youth until we can find placement for them. And they're actively looking for placement while they're staying. But those help do not help their hours when they're racking up that time. So, um, that was really helpful. So it's even though when I'm talking to the other zones, we may not be closing cases to the level they may think we should be when they're giving us support. We are looking at, um, just relieving some of that comp time for burnout, self-care so people can use some of that time up.

00:34:43,167	S4:
All right. Moving on to the foster care services that we're working on. Um, as you can see, foster care kind of has been, has steadily inclined or, um, increased over time. Um, so we are at an ultimate high as well. So CPS assessments and also, um, foster care, um, children are both, um, increasing over time here. Um.

00:35:19,000	S4:
Jonathan here again, um, reminding you, um, what Chelsea had said, we are probably the leading zone in home cases. Um, to provide services to children. Um, so we continue to work on that. And then our parents services, we continue to work with 84 children. Um, for or families. I'm sorry, 84 families to work on perinatal services, whether it's training, um, skills development and things like that. Um, so.

00:36:01,767	S1:
And any questions on the program numbers before we move into measurements?

00:36:10,968	S1:
The, um, then I'll bring you back to the standards of administration. That packet, one that we talked about earlier. And then again, that colorful sheet that kind of shows you I like that one because it shows you where we're at compared to other zones across the state. So for, um, the child welfare team, their focus is on, um, really the ones we probably push are two for the visits of children in foster care. So for that one, we were, um, at an 85 or, sorry, 89% on that one, which, um, got us into the category of failure to meet. And then you can kind of see where other zones are for that. Um, the other one was for the visits, uh, for children in the in-home kinship. And that one, um, looks really bad because we're at a 36.2%, but that one for sure. We're working with the department on a lot of this is only as good as the data that is being entered. We've talked about this at previous meetings, but if we're not entering it just the way the system wants it entered, when they're pulling the data, it shows up as misses, even though we can see when we go through and audit them, um, that they are being done. And we do have the state has completed dashboards that Jeremy and his team can work at looking at, and drill down to the worker specifically and see what case is. And then when we go in and compare those from that dashboard to our system, we do see that they're entered. They're just not coded correctly. So, um, that one tends to be a lot lower. But we're not using.

00:37:35,467	S4:
And just to interrupt you, um, because we are currently working on auditing and looking at those, um, between the supervisors and the staff, have, and I did run real time data yesterday for that for that particular quarter, and we've already increased it by 30%.

00:37:54,300	S1:
Perfect. Thank you. Um, yeah. That one you can see kind of state on the statewide statewide snapshot, which is why like you get that, that we're not the only one that's hitting in the red. There's a lot of areas we're having that same issue. Um, for is our timeliness on child protection assessments, which is again why we were asking, um, help from those other zones. We fall into that failure to meet. Um, and then five is the timeliness on the face to face. We are the exceeding the 91. So what I tell my other zone partners when I'm asking for help or the department is that we are great on the face to face. We're getting out and seeing those victims within the timeframes outlined in policy. It is the, um, number four, which is the completion of the assessment just due to the volume coming in. We don't close in the timeliness of policy. And so then that's where we're asking for their help, so we can have time to designate for just paperwork and case closures.

00:38:48,400	S4:
I would say when we audited between the two supervisors to a majority of the issues and concerns, um, because it's not within their state policy, it is counted, but within this measurement, it's not counted, but it's due to law enforcement, um, charges that are that we're currently working on with whether it's the sheriff's office or the police departments. Um, and they need time to investigate these cases. And then the other the other reason is, um, continued, um, reports. So the 1960s, um, abuse and neglect reports when they continue to come in, we can't close them. We have to, you know, especially if it's a new issue or concern. We have to investigate that and we have to, um, discuss that with parents or whoever the subjects are. Um, so those are two major issues on timeliness. Um, obviously we have other concerns. Um, whether it's performance or anything like that. But those are the two major issues. Is, is, um, no fault of law enforcement or amount of CPS or CPS reports coming in? Um, it's just we need time in any time to investigate that then. So then it goes past the 62 days, however. Um, not based on these data measurements. According to state policy, we we would be fine because extensions are granted and based on supervisor and the state, um, field specialists that reviews these cases. So based on that Then we would be following policy.

00:40:47,767	S1:
Thank you.

00:40:51,801	S1:
Um, other zone updates. I don't really have much, I would say outside of program work. The focus has just been on making sure that, um, with the remodel of the Provident Building. Um, service delivery is staying as it needs to for the public. So just trying to stay on top of that, there's just impact to, uh, specifically our parking in the back. We're limited to the space that we have for, um, clients coming in, and then they're, um, forced to use the 90 minute off street parking quite a bit. Um, that's often full, too, especially early in the morning if people are attending appointments at the courthouse. So that's probably been the other biggest focus is just, um, that has caused us to limit the space that I have for my team. So many people are doubled up, tripled up into office spaces. It's, um, just trying to make sure they still have what they need to work and get their stuff done. But, um, yeah, I don't really have any other zone updates. Um, next on the agenda is public comment and there's no public to comment. Um, so I'll just go into other business. I was anticipating Commissioner Barkan to be here. He did let me know that last week he received a grievance from the zone. Um, or for the zone on the zone from, um, a constituent. And so this is a case that I was familiar with and had, um, addressed the grievance from, um, there's levels of the grievance. And then they had grieved up into his level as the commissioner. So I did tell him that, um, he has the documents that he can review for that. But I just wanted this board to be aware that there could be them where we do, like executive session to discuss the grievance. And then that way the board can make, um, final determination on it. So that way, um, we can handle the grievance. So I just wanted that to be on people's radar, that if you get contacted for a special meeting now between December that that's what we'd be looking at. So and unless anybody has anything else to add to the board. That's everything I got. So. Okay. Meeting adjourned. Thank you.