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BRN enforcement and investigations reports show staffing strain; agency outlines hiring and data updates
Summary
Deputy chiefs reported increased complaint referrals and investigator caseloads, a recent vendor transition in the intervention program, and steps to recruit investigators and expert practice consultants. The board requested ongoing five‑year comparisons and visual trend reporting.
Board staff reported Feb. 27 that the Board of Registered Nursing’s enforcement and investigations units are experiencing increased case volume and investigator workloads and are taking steps to recruit staff and expert reviewers.
Tim Munger, deputy chief over discipline and probation, and Nicole Boles, deputy chief of investigations, presented data showing increases in case referrals and an average active caseload of about 29 cases for full‑time special investigators. Munger said the board continues to participate in the National Council of State Boards of Nursing (NCSBN) five‑year study of alternative‑to‑discipline programs and reiterated minimum program features for participants that are part of that evidence base (for example, multi‑year monitoring and frequent random testing in substance‑use programs).
Investigations reported receiving 185 cases in January 2025, up from 80 in December 2024. The division is working with the Office of Organizational Improvement to map workflows and streamline processes. Boles said the division has begun recruiting for a permanent special investigator in the Central Region and recently onboarded a limited‑term investigator in the Southern Region.
Munger provided corrected aging and processing metrics for fiscal 2024 through December: average days to complete investigations increased in the most recent period owing to a lower volume of closures paired with some longer open investigations; updated figures moved average cycle time to 747 days with 67% greater than 540 days for a specific quarter analyzed (staff acknowledged those figures are a concern and said they reflected a temporary "perfect storm" of case timing). The board asked that corrected tables be maintained in future packets and requested line graphs and five‑year comparisons be included on an ongoing basis.
Staff also reported that approximately 13% of disciplinary cases were pending at the Attorney General’s office for more than a year, a number slightly above historical target; enforcement staff said their goal is to reduce that to roughly 10%. The complaint intake unit continues to use Complaint Prioritization and Referral Guidelines (CPRG) in triage, and enforcement is finalizing public‑facing webcasts explaining probation and worksite monitor roles.
Why it matters: longer investigation and pre‑AG timelines increase uncertainty for licensees and complainants, and the board signaled it will pursue recruitment, limited‑term staffing and process improvements to shorten cycle times. Board members asked for more frequent, consistent reporting and visualizations to spot trends.
Follow up: Staff will continue hiring efforts, compile corrected metrics and provide ongoing five‑year comparative analysis (fiscal year to date), and coordinate with DCA to explore text/email notification capacity to reduce returned mail and missed notices. Deputy chiefs asked stakeholders to refer potential expert practice consultants in specialties where expertise is needed (long‑term care, ICU, pediatrics, dialysis and others).
