-A demand – resource mismatch existed which limited the amount of time one employed FA/FI program manager could provide to all supervisors needing consult time for cases needing to be triaged for case assignment. As a result, direction was given from the program manager to supervisors to prioritize assignment for CP allegations that involved children under the age of 2, and allegations physical abuse and sexual abuse for all aged children. Supervisors were allowed to use professional discretion when triaging and prioritizing safety/risk of all other cases pending assignment. 
-Further impacting the delay in face to face, was the limited resource of human capital to do the work There were not enough FA/FI frontline staff employed to assign backlogged FA/FI cases to. With 10 workers in a FA/FI unit, each taking 5 reports a week, supervisors could get 50 cases assigned a week, but the volume continued to flow into the FA/FI unit backlog. This volume surpassed the unit's ability to stay caught up especially considering staff turnover was also high.
- Supervisors made the strategic trade off to keep unassigned cases in his/her name in the backlog when face to face timeline had passed, as a method of protecting and retaining frontline staff.  A cyclical pattern existed between high caseload sizes per worker and the high rate of staff turnover at this time