Riverside County Auditor-Controller Report On FY 2021/22 Overtime Spending

Fiscal Year 2021-22
Full Transparency
Fiscal Year 2021-22
Countywide
Full Transparency
Overtime Monitoring
Countywide
Overtime Monitoring
Paul Angulo, CPA, MA “Creating Value and

Auditor-Controller Making a Difference”
Overtime Monitoring Report

Overtime Monitoring Report Fiscal Year 2021-22
Table of Contents
Page
Executive Summary ........................................................................................................... 3
Results:
Riverside County Sheriff’s Department .................................................................................. 5
Riverside University Health System – Medical Center………………………………………....... 8
Riverside County Department of Public Social Services....................................................... 11
Riverside County Probation Department .............................................................................. 14
Riverside County District Attorney ........................................................................................ 19
Riverside County Fire Department ....................................................................................... 23
Riverside University Health System – Public Health……………………………………………. 26
Riverside University Health System – Behavioral Health……………………………………. 29
Riverside County Registrar of Voters ................................................................................... 32
Riverside County Department of Child Support Services ..................................................... 34
Riverside County Human Resources ................................................................................... 37
Riverside County Building and Safety .................................................................................. 41
Riverside County IHSS Public Authority ............................................................................... 43
Riverside County Office on Aging......................................................................................... 46
Riverside County Code Enforcement ................................................................................... 49
Riverside County Agricultural Commissioner ....................................................................... 53
Riverside County Office of Economic Development ............................................................. 56
Schedules:
A. Countywide Overtime by Department: Fiscal Year 2021-22..................................... 60
B. Total Number of Employees by Department Earning over 50% of Base Pay. ........... 62
C. County Employees Earning More Than 50% of Their Base Pay in Overtime Pay ..... 63
Page 2
EXECUTIVE SUMMARY
In Fiscal Year 2021-22, over one hundred twenty-one million dollars ($121,920,942) in overtime
was incurred by county departments. Nine departments exceeding $1 million in overtime expense
were selected for monitoring in this report, representing 93% of the total overtime cost incurred
by the County of Riverside overall. The departments include, the Riverside County Sheriff’s
Department (Sheriff), Riverside University Health System – Medical Center (RUHS-MC),
Department of Public Social Services (DPSS), Probation Department (Probation), Riverside
County District Attorney (DA), Riverside County Fire Department (Fire), RUHS – Public Health
(RUHS-PH), RUHS – Behavioral Health (RUHS-BH), and Riverside County Registrar of Voters.
Eight additional departments, Riverside County Department of Child Support Services, Riverside
County Human Resources, Riverside County Transportation and Land Management (TLMA) –
Building and Safety, Riverside County IHSS Public Authority, Riverside County Office on Aging,
Riverside County TLMA – Code Enforcement, Riverside County Agricultural Commissioner, and
Riverside County Office of Economic Development were also selected for monitoring based on
the criteria of overtime expense exceeding fifty percent (50%) of prior year overtime expense. In
addition to the overtime costs that was paid to county employees, we have also included costs
for overtime hours that were banked 1 through the fiscal year. These costs were converted from
hours to overtime costs using the hourly rate paid to respective county employees and is reflected
in the total overtime cost documented throughout this report. See Schedule A for a complete list
of overtime, and the percentage of overtime to total salaries and benefits by department for Fiscal
Year 2021-22.
INTRODUCTION
In 2013 the Riverside County Office of the Auditor-Controller (Auditor-Controller) initiated a

monitoring program with the purpose of providing the Board of Supervisors with relevant, timely
and significant fiscal transactions and trends.
As it pertains to the use of overtime labor, reasonable and necessary expenditures enable the
county to continue to provide services despite labor shortages due to vacancies, sick leaves,
mandated service levels changes, and operational and seasonal workload spikes. Appropriate
overtime is a cost-effective response to short-term labor shortages or spikes in service demands
as compared to hiring additional employees. However, long-term overtime or uncontrolled uses
of overtime represent significant risks of increased direct and indirect costs.
Unnecessary overtime may be effectively managed through management control activities such
as pre-approval of overtime, adjusting staffing levels to service demand levels, regular
management monitoring of overtime, and informing and communicating management’s objectives
regarding cost containment and service delivery to all employees. In addition, long-term overtime
may help obscure fraudulent overtime with employees padding timesheets with overtime hours
not worked.
1
Banked overtime refers to the hours worked by county employees, accumulated at one and a half times the hours
worked by respective employees, and used in the future at the choosing of the employee. These hours are paid at
the regular hourly rate.
Page 3
In calendar year 2021, the number of Riverside County employees earning at least 50% of their
base pay in overtime totaled 407 (See Schedule B for total by department), with the highest
employee earning 314% of their base pay in overtime (See Schedule C for the list of employees).
Overtime is an area of high fraud risk that needs continuous monitoring and strong internal
controls.
This report also includes charts to compare actual versus budgeted overtime. These charts can
be used as a tool to determine if departments are accurately budgeting based on historical trends
of actual overtime expenses.
Other impacts from long-term use of overtime include increased employee turnover, reduced
employee productivity, increased risk and increased litigation costs arising from error, omission,
and fatigue.
SCOPE
Nine Riverside County departments with reported overtime in excess of $1 million and eight with
overtime increase in excess of fifty percent of previous year overtime costs were selected for this
monitoring report. Those departments are named above.
Extracts from the county’s financial system were queried as of June 30, 2022, compiled, and the
information forwarded to the departments for their response. Each department was asked to
provide its rationale for the use of overtime, protocol to approve overtime, and if they had identified
ways to mitigate and/or reduce this expense.
This report includes overtime, salary and total labor costs paid by county departments as well as
any accrued overtime balances (in dollars) that will be of impact (in the future) in cost to the
county.
Page 4
RIVERSIDE COUNTY SHERIFF’S DEPARTMENT
The Riverside County Sheriff’s Department is a public safety agency with 5,034 authorized
positions including law enforcement professionals, administrative and support staff, with a
combined budget of over $898 million in fiscal year 2021-22. The Sheriff provides court security,
civil process services and execution of court orders, maintenance and operations of correctional
facilities, and law enforcement services. In addition, the Sheriff is responsible for the Coroner
investigations and Public Administrator estate functions. The Sheriff has 10 stations and five
correctional facilities providing services to county unincorporated areas, 17 contract cities, one
tribal community and one community college district.
In fiscal year 2021-22, the Sheriff reported $681,485,706 in labor costs, of which $66,179,664, or
9.7%, was incurred for paid overtime. This was an increase of $5,199,211, or 8.5%, more than
the overtime expense of $60,980,454 for fiscal year 2020-21. Furthermore, of the 407 total
Riverside County employees who earned at least 50% of their base pay in overtime, 269 or 66.1%
are Sheriff employees earning an average of 68.3% over their base pay in overtime, with the
highest earning 313.7% over base pay (See attachments B & C).
The following chart displays Sheriff’s overtime expenses for the past five fiscal years.
Graph 1. Overtime expense incurred by the Sheriff for the most recent five fiscal years.
Sheriff Department 5-Year Actual Overtime Cost
$80,000,000
$70,000,000
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
FY 2018 Actual FY 2019 Actual FY 2020 Actual FY 2021 Actual FY 2022 Actual
Sheriff $44,915,880 $63,546,181 $71,250,710 $60,980,454 $66,179,664
Page 5
Table 1. The Sheriff’s total overtime cost to total labor cost in dollars.
Sheriff's Total Overtime Cost to Total Labor and as a Percentage of Regular Salaries
Year FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Total Labor* $ 538,249,756 $ 556,293,830 $ 914,586,425 $ 626,499,353 $ 681,485,706
Regular Salaries $ 312,784,557 $ 305,578,440 $ 319,345,145 $ 326,053,293 $ 334,622,914
Overtime Paid $ 43,065,379 $ 61,439,718 $ 68,550,553 $ 58,347,347 $ 62,658,725
Overtime Banked $ 1,850,502 $ 2,106,463 $ 2,700,157 $ 2,633,107 $ 3,520,940
Total Overtime $ 44,915,880 $ 63,546,181 $ 71,250,710 $ 60,980,454 $ 66,179,664
Overtime % to Total Labor 8.3% 11.4% 7.8% 9.7% 9.7%
Overtime % to Regular
Salaries 14.4% 20.8% 22.3% 18.7% 19.8%
Overtime $ Change From
Prior FY $ 18,630,301 $ 7,704,528 $ (10,270,256) $ 5,199,211
Overtime % Change From
Prior FY 41.5% 12.1% -14.4% 8.5%
*Includes all benefits and labor taxes paid
Graph 2. The Sheriff’s comparison between budgeted vs. actual overtime expense in dollars.
Sheriff Department
Overtime Trend Between Budget to Actual (Dollars)
$80,000,000
$70,000,000
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Budgeted OT $35,001,716 $33,209,932 $51,594,748 $53,063,030 $51,618,536
Actual OT $44,915,880 $63,546,181 $71,250,710 $60,980,454 $66,179,664
Page 6
Sheriff’s response to overtime inquiry:
“What management controls exist to limit the use of overtime to emergency and non-
routine purposes that are critical to department operational goals?
A review of our overtime expenditures reflects the fact that nearly 42% of Sheriff’s Department
overtime spending last year was reimbursed – via grants, court security funding, special event
charges, and payments from the cities that contract with the Sheriff’s Department for law
enforcement patrols. So, the overtime for those operations caused no “budget overruns” or
unanticipated charges and did not impact Net County Cost.
Of course, some overtime is inevitable, necessary and non-reimbursable, in a complex, around-

the-clock public safety operation. During FY 22/23 budget hearings the Sheriff briefed the Board
of Supervisors about the need to increase staffing levels to reduce overtime. Staffing shortages
have severely impacted the Department. Unfunded mandates by the state which require overtime
such as release of records (SB1421) and video/audio disclosure (AB748). Overtime costs
associated with events like civil protest, COVID-19, court subpoenas, minimum staffing required
for officer safety, unforeseen critical incidents, unfunded costs of the Prison Law Office consent
decree (PLO), catastrophic fires, sensitive investigations (child abuse, homicides, etc.). Also,
extended shifts due to complex criminal investigations, call outs, training requirements that take
deputies out of their primary assignment, intermittent county-directed hiring curbs, employee sick
time and leave of absence are unavoidable. All the events fall into the non-reimbursed category
but were budgeted for and monitored accordingly and did not impact Net County Costs.
What monitoring controls do you have to prevent the abuse of overtime?
The Sheriff’s Department monitors, and controls overtime daily at all bureaus and stations.
Overtime is approved through the chain-of-command and is ultimately reviewed and approved by
each Commander. Detailed overtime reports are produced every pay period and reviewed by the
Sheriff’s Executive Staff on a monthly basis.
What plans, if any, does your department have to reduce overtime costs?
Overtime at the Sheriff’s Department is by any standard well within existing professional
parameters. It is tightly managed. The Office of the Sheriff, which embraces continuous
improvement and innovation, is always happy to discuss ways to further reduce overtime. At the
same time, it is the department’s duty to prevent a different, countervailing kind of cost; that of
underutilizing overtime, and risking a failure in public protection.”
Page 7
RIVERSIDE UNIVERSITY HEALTH SYSTEM – MEDICAL CENTER
The Riverside University Health System – Medical Center is a full-service hospital offering
occupational and physical therapy, complete laboratory testing, pulmonary treatment and
diagnostic services. As a 439-bed teaching hospital located in the City of Moreno Valley, the
Medical Center offers training programs for nursing students, medical residents, and allied health
professionals. Medical services were provided by 4,668 authorized positions with a budget of
$982 million in fiscal year 2021-22.
In fiscal year 2021-22, RUHS-MC reported $440,066,090 in labor costs, of which $20,044,080, or
4.6%, was incurred for paid overtime. This was an increase of $1,047,015, or 5.5%, more than
are RUHS-MC employees earning an average of 70.3% over their base pay in overtime, with the
The following chart displays the Medical Center’s overtime expenses for the past five fiscal years.
Graph 3. Overtime expense incurred by RUHS-MC for the most recent five fiscal years.
RUHS - Medical Center 5-Year Actual Overtime Cost
$21,500,000
$21,000,000
$20,500,000
$20,000,000
$19,500,000
$19,000,000
$18,500,000
$18,000,000
$17,500,000
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Actual Actual Actual Actual Actual
RUHS - Medical Center $21,009,550 $21,178,354 $20,023,339 $18,997,065 $20,044,080
Page 8
Table 2. RUHS-MC’s total overtime cost to total labor cost in dollars.
RUHS - MC's Total Overtime Cost to Total Labor and as a Percentage of Regular Salaries
Year FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Total Labor* $ 413,175,522 $ 436,599,271 $ 479,457,979 $ 391,414,812 $ 440,066,090
Overtime Paid $ 20,506,800 $ 20,861,320 $ 19,830,398 $ 18,776,634 $ 19,684,080
Overtime Banked $ 502,750 $ 317,034 $ 192,941 $ 220,431 $ 360,000
Total Overtime $ 21,009,550 $ 21,178,354 $ 20,023,339 $ 18,997,065 $ 20,044,080
Salaries 9.8% 9.1% 8.2% 7.5% 7.6%
Prior FY $ 168,803 $ (1,155,014) $ (1,026,275) $ 1,047,015
Prior FY 0.8% -5.5% -5.1% 5.5%
Graph 4. RUHS-MC’s comparison between budgeted vs. actual overtime expense in dollars.
RUHS - Medical Center

$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Budgeted OT $20,830,020 $18,379,217 $18,377,284 $19,583,116 $17,273,448
Actual OT $21,009,550 $21,178,354 $20,023,339 $18,997,065 $20,044,080
Page 9
RUHS-MC’s response to overtime inquiry:
“1. What internal controls exist to actively monitor the use of overtime to emergency and non-
routine purposes that are critical to department operation goals?
Management continues to monitor hospital-wide overtime usage by department on a daily basis.

KRONOS, the electronic timekeeping and productivity reporting system, is utilized to access daily
overtime reports. Managers receive a report daily of the previous days overtime hours, as well
as a pay period cumulative report. When negative trends are noted, managers are asked to
explain any significant variances and develop a plan of correction.
2. What monitoring controls do you have to prevent the abuse of overtime?
The daily report identifies for both managers and administration the development of potential
overtime problems before the end of a pay period. The Finance Director also monitors overtime
daily and by pay period to safeguard that the facilities overtime is within normal limits based on
available staffing and hospital volumes.
3.What plans, if any, does your department have to reduce overtime costs? If unable to reduce
overtime cost, what justification do you have to maintain overtime at a high level?
The above-mentioned efforts have given RUHS Medical Center the ability to decrease overtime
consistently for each of the last three years despite rising labor costs when based on patient
volumes. The overtime costs as a percent of regular labor costs have decreased from 4.4% three
years ago, to 4.1% in 2020, and were at 3.6% in FY 2021. This year however the percent
increased to 4.3% of regular salaries in 2022. The adjusted patient volume during the period from
2021 to 2022 increased by 21.4%. Total hours worked per adjusted patient day decreased from
34.93 in FY 2021 to 30.42 in 2022 a 13% drop per adjusted patient day. With the current staff
shortages, we have seen this past year it has been very difficult to continue to drop the overtime
category.
Due to the structure of the pay system, the facility is reaching a floor in overtime hours. We will
continue to keep overtime at a minimum by guaranteeing all overtime used is necessary.”
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DEPARTMENT OF PUBLIC SOCIAL SERVICES
The Department of Public Social Services provides federal and state mandated services and
assistance with offices throughout Riverside County. The department is comprised of five
divisions as follows: Administrative Services, Adult Services, Children’s Services, Self-Sufficiency
and Public Authority. In fiscal year 2021-22, the department had over $1.2 billion combined budget
and 5,056 authorized positions. DPSS works in partnership with community-based organizations,
providing temporary financial assistance, temporary employment services, abuse and neglect
protection services and healthcare coverage access to low income.
In fiscal year 2021-22, DPSS reported $400,435,337 in labor costs, of which $12,138,524, or
3.0% was incurred for paid overtime. This was an increase of $2,902,720, or 31.4% more than
are DPSS employees earning an average of 59.4% over their base pay in overtime, with the
The following chart displays the DPSS’ overtime expenses for the past five fiscal years.
Graph 5. Overtime expense incurred by DPSS for the most recent five fiscal years.
Department of Public Social Services

5-Year Actual Overtime Cost
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
DPSS $6,011,989 $6,791,811 $8,770,404 $9,235,804 $12,138,524
P a g e 11
Table 3. DPSS’ total overtime cost to total labor cost in dollars.
DPSS' Total Overtime Cost to Total Labor and as a Percentage of Regular Salaries
Year FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Total Labor* $ 326,669,983 $ 332,664,246 $ 419,554,789 $ 368,382,959 $ 400,435,337
Overtime Paid $ 5,437,201 $ 6,367,041 $ 8,506,739 $ 8,987,143 $ 11,738,680
Overtime Banked $ 574,788 $ 424,770 $ 263,665 $ 248,661 $ 399,844
Total Overtime $ 6,011,989 $ 6,791,811 $ 8,770,404 $ 9,235,804 $ 12,138,524

Salaries 2.8% 3.1% 4.0% 4.0% 5.1%
Prior FY $ 779,822 $ 1,978,592 $ 465,400 $ 2,902,720
Prior FY 13.0% 29.1% 5.3% 31.4%
Graph 6. DPSS’s comparison between budgeted vs. actual overtime expense in dollars.
Department of Public Social Services

$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Budgeted OT $6,438,710 $6,344,964 $6,565,650 $6,853,115 $7,172,893
Actual OT $6,011,989 $6,791,811 $8,770,404 $9,235,804 $12,138,524
P a g e 12
DPSS’s response to overtime inquiry:
“The Department of Public Social Services follows labor laws when using overtime time and
ensures proper authorization and utilization through management review and preapproval.
Utilization of overtime is also monitored and controlled through periodic reporting of expenditures
and the budgetary impacts are reviewed regularly with department executives.
The department utilized overtime to ensure appropriate workload coverage affected by caseload
increases and staffing dynamics. Some of our programs are mandated to operate 24-hours a
day, 7 days a week and to respond to emergency situations, which results overtime.
The department will continue to monitor overtime utilization while ensuring that critical services
continue to be provided in accordance with established regulations. For the report period,
overtime represented approximately 5% of total salary expenditures.”
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PROBATION DEPARTMENT
The Probation Department had 917 authorized positions with a combined budget of over $150
million in fiscal year 2021-22. The combined public safety and public assistance department
has three major budget units: Field Services, Institution Services and Administrative/Business
Services. Probation has fourteen offices throughout the county providing supervision, referral,
and oversight of counseling and treatment services to juveniles and adults on probation. They
are responsible for out-of-home care for minors who are wards of the Juvenile Court. In
addition, the department operates three juvenile detention facilities to house youth pending
court hearings or placements and two youth treatment and education centers.
In fiscal year 2021-22, Probation reported $93,731,680 in labor costs, of which $3,590,292, or
3.8%, was incurred for paid overtime. This was an increase of $297,626, or 9.0% more than the
overtime expense of $3,292,666 for fiscal year 2020-21. Furthermore, of the 407 total Riverside
County employees who earned at least 50% of their base pay in overtime, 1 or 0.2% is a Probation
Department employee earning 50.8% over the base pay in overtime (See attachments B & C).
The following chart displays the Probation Department’s overtime expenses for the past five fiscal
years.
Graph 7. Overtime expense incurred by Probation for the most recent five fiscal years.
Probation Department 5-Year Actual Overtime Cost
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
Probation $2,028,773 $2,522,099 $3,063,018 $3,292,666 $3,590,292
P a g e 14
Table 4. Probation’s total overtime cost to total labor cost in dollars.
Probation's Total Overtime Cost to Total Labor and as a Percentage of Regular Salaries
Year FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Total Labor* $ 91,343,691 $ 89,484,034 $ 140,890,493 $ 91,472,962 $ 93,731,680
Overtime Paid $ 1,722,036 $ 2,148,401 $ 2,694,816 $ 2,892,832 $ 3,114,095
Overtime Banked $ 306,737 $ 373,698 $ 368,203 $ 399,834 $ 476,197
Total Overtime $ 2,028,773 $ 2,522,099 $ 3,063,018 $ 3,292,666 $ 3,590,292

Salaries 3.5% 4.5% 5.7% 6.2% 6.9%
Prior FY $ 493,326 $ 540,919 $ 229,648 $ 297,626
Prior FY 24.3% 21.4% 7.5% 9.0%
*Includes all benefits and labor taxes paid.
Graph 8. Probation’s comparison between budgeted vs. actual overtime expense in dollars.
Probation Department
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Budgeted OT $1,200,000 $2,146,349 $1,800,000 $2,028,928 $1,734,016
Actual OT $2,028,773 $2,522,099 $3,063,018 $3,292,666 $3,590,292
P a g e 15
Probation’s response to overtime inquiry:
“Overview
The Probation Department has three major budget units that contain authorized positions:
Juvenile Institutions, Field Services, and Administration. The Probation Department has 917
authorized positions with a current department wide vacancy rate of 21.48%, or 197 positions, an
increase from the previous overtime audit response vacancy rate of 16.50%, or 152 positions. The
current vacancies are allocated as follows:
Juvenile Institutions - 332 authorized positions, vacancy rate - 21.69%* (72 positions) Field
Services - 490 authorized positions, vacancy rate - 20.82%* (102 positions) Administration - 95
authorized positions, vacancy rate - 24.21%* (23 positions)
* The current vacancy rate does not include positions in a reduced work status, such as those
with return-to-work restrictions; positions currently occupied but vacant due to FMLA leave and/or
workers compensation claims.
Probation continues to be aggressive in its efforts to fill funded vacant positions. One of the
greatest challenges facing the department is the inability to hire qualified applicants. During fiscal
year 2021/22, the department had a total of 2,379 applicants for its Probation Correction
Officer and Deputy Probation Officer positions. Of the 2,379 applicants 842 were tested and 51
applicants were successfully hired. Throughout the fiscal year the department has had a net increase
of 10 vacant positions.
To address the ongoing recruitment and retention challenges facing the department, Probation has
implemented new processes that will streamline and expedite the hiring process. To date, the
department has implemented a new testing program, contracted with multiple outside vendors to
provide background investigation services and upgraded its background investigation system from a
paper-based system to a completely electronic digital application system.
Overtime Budget and Oversight

In fiscal year 2021/22 Probation Department budgeted overtime of $1.73M included $1.5M, or 87% for
Juvenile Institutions. The remaining portion of the $0.23M budgeted overtime is allocated to Field
Services $0.21M and Administration $0.02M.
For each office within the Probation Department, the employee details the purpose for the overtime
and the number of hours worked on the back of each time sheet as justification, and signs/ dates the
front of the timesheet. The timesheet is forwarded to the appropriate supervisor who reviews and
approves by signature/date on both the back justification and next to the employee's signature on the
front of the timesheet prior to Human Resources processing for payment. As included in the attached
department policy number 328 referencing Overtime, Section 328.3: " Overtime work is discouraged
and is limited to emergencies and the performance of urgent necessary functions. Whenever possible,
overtime is to be authorized in advance by the immediate supervisor." This method of internal control
P a g e 16
ensures that the supervisor is aware of the overtime being worked and has authorized the overtime
prior to being worked.
Field Services and Administration Budget Units: Approximately 56% of the Field Services and 39% of
Administration overtime expenditures, are reimbursed via outside funding and other revenue streams.
For the Field Services budget unit, the overtime expenditures are for specialized operations, such as
the Public Safety Realignment (AB109), Community Corrections Performance Incentive Act (CCPIA),
Youthful Offender Block Grant (YOBG) Aftercare Program, and JJCPA-Successful Short-Term
Supervision (SSTS) operations, which are funded via grant allocations and reimburse the Probation
Department for overtime activities. The remaining overtime expenditures for the Administration budget
unit are for various operations required to support the department.
Juvenile Institutions Budget Unit: For the Juvenile Institutions budget unit where most of the overtime
occurs for the department, Title 15-Section 1321 governs the mandated functions associated with the
child custody and care duties, transportation requirements, court hearings, medical appointments,
mandated training, etc. of the juvenile institutions which are operated 24 hours, 7 days per week. The
code section specifically details the requirements for the minimum staffing levels associated with the
operations of the juvenile detention facilities located in Murrieta and Indio, and a secured detention and
treatment facility in Riverside.
Based on the code section, there is a 1 to 10 staffing requirement during the day or waking hours, and
a 1 to 30 staffing requirement during the sleeping hours. The overtime associated with the juvenile
institutions is a direct result of the existing vacancies within this budget unit, currently at 21.69%, and
the Title 15-Section 1321 mandated requirements for minimum staffing levels. To maintain and ensure
the proper control of available staffing resources within the Probation Department, the department
continues to be diligent in training all detention and treatment facility schedulers to minimize overtime
usage while ensuring that all detention and treatment facilities maintain compliance with Title 15 staffing
requirements. One of the key tools that the Probation Department has implemented to ensure the
proper allocation of available staffing resources while maintaining Title 15 compliance and ensuring
officer safety is an electronic scheduling system within each detention and treatment facility that allows
the schedulers to maximize available staffing resources when evaluating the need for overtime usage.
Additionally, the electronic scheduling system allows the scheduler and manager to generate real-time
usage reports, as opposed to waiting for the end of the pay period for the time to be keyed into the
PeopleSoft system and payroll calculated to generate usage reports. Additionally, the department's
Executive Team and division managers receive regular overtime reports detailing overtime by location
each pay period. The Executive Team also receives an overall monthly budget update that includes
an overtime recap report, year-to-date figures in comparison to prior years' activity/costs, and end-of-
year projections for overtime. This high-level briefing allows the Executive Team to stay on top of any
anomalies with overtime usage and take immediate action to stem possible over expenditures.
P a g e 17
Similar to the Field Services and Administration budget units, there is a revenue offset/reimbursement
factor associated with the Juvenile Institutions overtime expenditures. Approximately 33% of the
overtime expenditures are reimbursed via outside funding and other revenue streams (i.e. Standards
for Training and Corrections "STC" and YOBG). The STC funding is utilized for juvenile institution staff
required to attend training associated with their job duties and responsibilities.
To maintain service delivery and meet state mandates while adhering to COVID-19 guidelines, the
department has seen an increase in overtime costs. While the department has implemented
teleworking guidelines where possible, there is still an ongoing impact due to the COVID protocols of
mandatory quarantine where applicable, resulting in overtime cost for relief staff.
From the department's perspective, the total overtime cost of $3,277,072 for fiscal year 2021/22, is
only 2.08% of the department's budget. In addition, this cost is offset by grant funding and other
revenues by approximately 37% or $1,199,032 resulting in a net overtime cost of $2,078,040.
In summary, the Probation Department continues to be prudent in maximizing available staffing

resources and tools to establish and maintain effective internal controls designed to safeguard county
resources while ensuring compliance with established laws, regulations, and policies.”
P a g e 18
RIVERSIDE COUNTY DISTRICT ATTORNEY
The Riverside County District Attorney has six offices throughout Riverside County, comprised of
814 authorized positions, including attorneys and support staff, and a budget of over $158 million
in fiscal year 2021-22. The DA provides public protection through criminal prosecution,
investigation and victim services.
In fiscal year 2021-22, the DA reported $81,354,185 in labor costs, of which $3,221,233, or 4.0%,
was incurred for paid overtime. This was an increase of $892,582, or 38.3% more than the
County employees who earned at least 50% of their base pay in overtime, 4 or 1.0% are DA
employees earning an average of 58.8% over their base pay in overtime, with the highest earning
66.6% over base pay (See attachments B & C).
The following chart displays the DA’s overtime expenses for the past five fiscal years.
Graph 9. Overtime expense incurred by DA for the most recent five fiscal years.
District Attorney 5-Year Actual Overtime Cost
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
District Attorney $1,609,153 $1,985,922 $1,920,498 $2,328,951 $3,221,533
P a g e 19
Table 5. DA’s total overtime cost to total labor cost in dollars.

District Attorney's Total Overtime Cost to Total Labor and as a Percentage of Regular Salaries
Year FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Total Labor* $ 105,350,727 $ 107,277,428 $ 147,832,847 $ 116,200,704 $ 81,354,185
Overtime Paid $ 1,553,939 $ 1,959,197 $ 1,891,575 $ 2,287,041 $ 3,175,812
Overtime Banked $ 55,215 $ 26,725 $ 28,923 $ 41,910 $ 45,720
Total Overtime $ 1,609,153 $ 1,985,922 $ 1,920,498 $ 2,328,951 $ 3,221,533
Salaries 2.3% 2.8% 2.7% 3.2% 4.2%
Prior FY $ 376,769 $ (65,424) $ 408,453 $ 892,582
Prior FY 23.4% -3.3% 21.3% 38.3%
Graph 10. DA’s comparison between budgeted vs. actual overtime expense in dollars.
District Attorney
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Budgeted OT $0 $1,535,395 $1,450,000 $1,700,000 $2,000,000
Actual OT $1,609,153 $1,985,922 $1,920,498 $2,328,951 $3,221,533
P a g e 20
DA’s response to overtime inquiry:
“Summary
The District Attorney’s Office (DAO) is reporting total overtime for the fiscal year ending June 30,
2022, as $3,175,812. This represents only 2% of DAO total labor costs, demonstrating a
commitment to the use of overtime only when emergent situations arise. Of this $3,175,812 a total
of $2,001,067, or 63%, was reimbursed by outside funding (various federal, state, and local non-
county revenue sources) at no cost to the County. Therefore, the total overtime (OT) paid out of
general fund discretionary NCC dollars is approximately 37% or $1,174,745.
The DAO’s has seen an increase in overtime in FY 2021/22 primarily due to reimbursable OT
from the Stagecoach and Coachella festivals which returned this year after a two-year hiatus due
to the COVID-19 pandemic. The OT resulting from these festivals has been paid if full as of June
30, 2022. As mentioned in previous reports there is ongoing activity performed by the DAO’s
Bureau of Investigation (the Bureau) in the deployment of Countywide teams and vertically
assigned investigators to address criminal activity. The DAO’s office continues to utilize various
special operation teams within the county as the acceptable approach to curtail these criminal
activities. The Office continues to ensure that fiscal responsibility is still the ultimate target without
compromising the primary countywide objective of public safety. Fortunately, most of the costs
were offset by the department’s aggressive pursuit of alternative non-county funding sources.
Background
Of the $3,175,812 in total OT costs, 92% (or $2,909,551) was attributable to the Bureau. Most of
this cost as reimbursable with no cost to the County. The Bureau serves as the law enforcement
arm of the DAO.
The Bureau conducts both primary and supplemental investigative activities (surveillance, search
and arrest warrant service, suspect transport, witness interviews, suspect interrogation,
witness/attorney/dignitary protection) and provides trial support to meet a stringent conviction
standard of proof beyond a reasonable doubt. A core mission of our Bureau includes the
countywide investigation of all OIS’s and incidents wherein there is a serious likelihood of death
or death results, for a determination of criminal liability of involved officers. The Bureau is the first
responder agency for all Public Corruption investigations, as well as Financial Crimes (Insurance,
Real Estate, Consumer Fraud, Worker’s Compensation and Health Care Fraud). The Bureau
maintains our constitutionally supported presence in innovative criminal justice programming
through participation on several multi-jurisdictional task forces, including Sexual Assault Felony
Enforcement (SAFE) Team, Gang Impact Team (GIT), Inland Regional Corruption Task Force,
DEA Narcotics Enforcement Team, Real Estate Fraud, AB-109 Post Release Community
Supervision (PRCS), Anti-Human Trafficking, and the Riverside Auto Theft Interdiction Detail
(RAID).
GIT, a Bureau led task force, has grown over the past fiscal years to respond to emerging criminal
threats. GIT accounts for a significant overtime cost, as that team is deployed to assist multiple
agencies throughout Riverside County. These investigations are primarily used to apprehend
highly dangerous fugitives that are responsible for significant criminal activity and pose a
P a g e 21
continuing danger to the citizens of Riverside County. Among the fugitives apprehended by GIT
during this fiscal year are over 110 known Homicide Suspects.
Additionally, the DAO actively seeks out a variety of grants and alternate funding sources to help
ease an already strained budget. Many of these funding streams specifically include overtime. Of
our total OT costs of $3,175,812 63% (or $2,001,067), was funded by various federal, state and
local grants, thereby having no effect on Net County Cost (NCC). These figures show the vigilance
of the DAO not to burden the already stressed County discretionary revenues. Some of these
grant sources include but are not limited to the Department of Insurance, Department of
Homeland Security, United States Marshall Service, Real Estate Fraud and Consumer Fraud.
The Net County Cost (NCC) effect after consideration of all our various federal, state and
reimbursement were just under 37% of total OT costs, or $1,174,745.
Monitoring & Preventative Measures
All overtime worked by any staff in the DAO, including the Bureau, require prior supervisorial
review and approval. Each requested use of overtime is vetted on a case-by-case basis before
authorization is granted. As a law enforcement agency, it should be noted that all work cannot be
accomplished within the traditional work hours of 8am-5pm. There are several attorneys,
investigators, and technicians assigned to various special duties including regional task forces
that often work after hours. Often the initiation of criminal investigations requires immediate
enforcement action including search and arrest warrant service and criminal investigations.
In addition to the preventative measures taken via supervisory review on the timesheet, the DAO-
Administrative Managers and supervisors, also review detail overtime usage on a year-to-date
basis. These reports are received on a bi-weekly basis to permit executive review and allow for
corrective action if warranted. Finally, the DAO employs alternative work schedules in appropriate
assignments to mitigate OT costs and preserve limited external and internal funding.
Communication
After final analysis of the payroll reports and communication to the supervisors, the Deputy
Director of Administration-Finance provides a verbal report to the Executive Staff at Executive
Monthly Report (EMR) scheduled quarterly presentations. This report analyzes year-to-year
trending, year-to-date costs, and year-end projections of DAO overtime usage.”
P a g e 22
RIVERSIDE COUNTY FIRE DEPARTMENT
The Riverside County Fire Department, in cooperation with the California Department of Forestry
and Fire Department, operates ninety-two county, volunteer, city and state fire stations, providing
Fire Department, fire prevention, rescue and medical emergency services to county
unincorporated areas, twenty-one cities and one community services district. The department is
comprised of 305 authorized positions with over a $358 million budget in fiscal year 2021-22.
In fiscal year 2021-22, Fire reported $32,658,029 in labor costs, of which $2,605,963, or 8.0%,
was incurred for paid overtime. This was a decrease of $154,187, or -5.6% less than the overtime
expense of $2,760,149 for fiscal year 2020-21. Furthermore, of the 407 total Riverside County
employees who earned at least 50% of their base pay in overtime, 10 or 2.5% are Fire employees
earning an average of 72.6% over their base pay in overtime, with the highest earning 153.2%
over base pay (See attachments B & C).
The following chart displays Fire’s overtime expenses for the past five fiscal years.
Graph 11. Overtime expense incurred by Fire for the most recent five fiscal years.
Fire Department 5-Year Actual Overtime Cost
$2,800,000
$2,700,000
$2,600,000
$2,500,000
$2,400,000
$2,300,000
$2,200,000
$2,100,000
Fire $2,326,906 $2,397,521 $2,494,412 $2,760,149 $2,605,963
P a g e 23
Table 6. Fire’s total overtime cost to total labor cost in dollars.
Fire's Total Overtime Cost to Total Labor and as a Percentage of Regular Salaries
Year FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Total Labor* $ 26,072,892 $ 27,212,252 $ 34,535,572 $ 29,513,118 $ 32,658,029
Overtime Paid $ 2,206,214 $ 2,275,079 $ 2,386,223 $ 2,617,400 $ 2,477,709
Overtime Banked $ 120,692 $ 122,443 $ 108,189 $ 142,749 $ 128,253
Total Overtime $ 2,326,906 $ 2,397,521 $ 2,494,412 $ 2,760,149 $ 2,605,963

Salaries 14.5% 14.6% 14.6% 15.9% 14.2%
Prior FY $ 70,616 $ 96,891 $ 265,737 $ (154,187)
Prior FY 3.0% 4.0% 10.7% -5.6%
* Includes all benefits and labor taxes paid.
Graph 12. Fire’s comparison between budgeted vs. actual overtime expense in dollars.
Fire Department
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Budgeted OT $1,100,000 $2,167,940 $1,720,923 $1,569,866 $1,720,923
Actual OT $2,326,906 $2,397,521 $2,494,412 $2,760,149 $2,605,963
P a g e 24
Fire’s response to overtime inquiry:
“In response to your letter dated July 14, 2022, the Fire Department uses overtime for emergency
response, coverage in our Emergency Command Center, call back for any type of maintenance
issue or logistics (fleet, facility, com/IT, warehouse, etc…), and as workload deems
necessary. Our support staff responds to the needs of our firefighters during emergency incidents
and at times overtime is necessary with a 7/24/365 operation.
The overtime is governed by the appropriate County MOU (LUINA or SEIU). We have several
employees scheduled on call back / standby for the Department’s after-hours emergency needs.
The call back overtime is authorized and paid based on the emergency needs and the MOU.
Each Bureau Manager/Supervisor, schedules employees on call back / standby and ensures after
hours coverage for emergency incidents at all hours of the day.
Our Emergency Command Center (ECC) is a 24-7 day a week dispatch center that requires
staffing at all times. Overtime is used when employees are out sick, on medical leaves,
unforeseen vacancies, and at times for vacations. We had several vacancies and high turnover
in our Emergency Command Center last year that increased overtime. We had an average of
sixteen (16) positions or 23% of our ECC workforce vacant for FY 21/22. As of July 2022, we
have twenty-one vacancies, and we continue to hire. We continued to have a very high turnover
during the fiscal year and will continue to collaborate with County Human Resources on
recruitment and retention of our dispatchers. The ECC utilizes a scheduling system to monitor,
schedule, and track overtime use to ensure the staffing needs are met on a daily basis.
The overtime in our Fleet, Facility Maintenance, Warehouse/Logistics, and Communications/IT

Bureaus is due to necessary after-hours maintenance or in support of emergency responses. The
Fire Department is a 7/24/365 operation, and the support is needed after hours to ensure we are
fully operational. Each Bureau maintains employees on call back / standby and overtime is paid
based upon the appropriate MOU. All of our fire stations must be operational at all times day and
night and our Facility Maintenance staff responds to issues on call back overtime. It is critical that
our Communication/IT needs are met at all times as well and overtime is necessary after
hours. Our overtime in these areas is mostly due to the needs of our fire stations, vehicles, and
communications. The Warehouse Bureau provides logistics to emergency incidents when
contacted and/or dispatched by the Emergency Command Center.
Overtime is reviewed with each timesheet submittal and again after every pay period. All overtime
related to emergency incidents are coded in the HR system to an incident project code. This
allows for greater review and cost recovery. Overtime unrelated to emergency incidents is
monitored and approved by each individual supervisor/manager. In addition, a report of overtime
and banked overtime is provided to management after every pay period for review. The Fire
Department Executive Team and particularly the Fire Chief monitors the biweekly overtime
report.”
P a g e 25
RIVERSIDE UNIVERSITY HEALTH SYSTEM – PUBLIC HEALTH
The Riverside University Health System – Public Health is responsible for preserving and
protecting the health of the Riverside County residents. Its functions include control and
prevention of chronic and communicable diseases; responding to public health emergencies;
monitoring, analyzing, and communicating data reflecting health indicators and risk; registering
vital events of births and deaths; along with other critical services. Services were provided by 955
authorized positions with a budget of over $101 million in fiscal year 2021-22. Furthermore, of the
407 employees who earned at least 50% of their base pay in overtime, 16 or 3.9% are RUHS-PH
employees earning an average of 67.6% over their base pay in overtime, with the highest earning
103.7% over base pay.
In fiscal year 2021-22, RUHS-PH reported $85,620,905 in labor costs, of which $2,277,134, or
2.7%, was incurred for paid overtime. This was a decrease of $2,856,305, or -55.6% less than
are RUHS-PH employees earning an average of 68.9% over their base pay in overtime, with the
The following chart displays RUHS-PH’s overtime expenses for the past five fiscal years.
Graph 13. Overtime expense incurred by RUHS-PH for the most recent five fiscal years.
RUHS - Public Health 5-Year Actual Overtime Cost
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
RUHS - PH $137,261 $163,606 $1,507,435 $5,133,439 $2,277,134
P a g e 26
Table 7. RUHS-PH’s total overtime cost to total labor cost in dollars.
RUHS - PH's Total Overtime Cost to Total Labor and as a Percentage of Regular Salaries
Year FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Total Labor* $ 59,789,693 $ 59,542,795 $ 76,965,595 $ 88,954,644 $ 85,620,905
Overtime Paid $ 130,105 $ 161,249 $ 1,505,346 $ 5,129,712 $ 2,272,973
Overtime Banked $ 7,157 $ 2,357 $ 2,090 $ 3,727 $ 4,161
Total Overtime $ 137,261 $ 163,606 $ 1,507,435 $ 5,133,439 $ 2,277,134

Salaries 0.3% 0.4% 3.7% 12.1% 5.1%
Prior FY $ 26,345 $ 1,343,829 $ 3,626,004 $ (2,856,305)
Prior FY 19.2% 821.4% 240.5% -55.6%
Graph 14. RUHS-PH’s comparison between budgeted vs. actual overtime expense in dollars.
RUHS - Public Health

$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Budgeted OT $16,689 $35,088 $99,520 $9,700,309 $135,219
Actual OT $137,261 $163,606 $1,507,435 $5,133,439 $2,277,134
P a g e 27
RUHS-PH’s response to overtime inquiry:
“The Riverside University Health System – Public Health (RUHS–PH) department is responsible
for preserving and protecting the health of Riverside County’s 2.4 million residents and visitors.
Since January 2020, RUHS–PH has led the COVID-19 emergency response efforts and activities,
including case investigation; contact tracing and case management; vaccination and therapeutics
dissemination; laboratory testing services; data analysis; and producing impact reports. The
department also authors and manages the implementation of the countywide COVID-19 protocols
and isolation/quarantine procedures. As a result of this ongoing effort, the department continued
to experience overtime for staff that is directly attributable to the COVID-19 emergency response
and recovery through a 7-day per week schedule that often necessitated after hours response.
RUHS–PH’s overtime costs are funded by state and federal grant funding.
All overtime must be pre-approved by a supervisor or manager and all timesheets are reviewed
and approved accordingly. RUHS–PH will continue to monitor overtime utilization, while ensuring
that critical services continue to be provided during the ongoing pandemic.”
P a g e 28
RIVERSIDE UNIVERSITY HEALTH SYSTEM – BEHAVIORAL HEALTH
The Riverside University Health System – Behavioral Health provides treatment and support
services to transition-age youth, adults and seniors who have a mental illness and/or substance
abuse addiction, and children who are seriously emotionally disturbed. Services are provided by
2,429 authorized positions, which include psychiatrists, clinicians, peer specialists, and
paraprofessionals provided in clinics, county detention centers, and by contract providers
throughout Riverside County. The department had a combined budget of over $492 million in
fiscal year 2021-22.
In fiscal year 2021-22, RUHS - BH reported $185,062,538 in labor costs, of which $2,562,998, or
County employees who earned at least 50% of their base pay in overtime, 3 or 0.7% are RUHS -
BH employees earning an average of 59.7% over their base pay in overtime, with the highest
earning 62.4% over base pay (See attachments B & C).
The following chart displays the RUHS - BH’s overtime expenses for the past five fiscal years.
Graph 15. Overtime expense incurred by RUHS-BH for the most recent five fiscal years.
RUHS - Behavioral Health 5-Year Actual Overtime Cost
$2,600,000
$2,500,000
$2,400,000
$2,300,000
$2,200,000
$2,100,000
$2,000,000
RUHS - BH $2,514,008 $2,544,388 $2,248,102 $2,223,708 $2,562,998
P a g e 29
Table 8. RUHS-BH’s total overtime cost to total labor cost in dollars.
RUHS - BH's Total Overtime Cost to Total Labor and as a Percentage of Regular Salaries
Year FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Total Labor* $ 167,887,904 $ 168,435,020 $ 280,391,234 $ 173,762,163 $ 185,062,538
Overtime Paid $ 2,264,126 $ 2,368,066 $ 2,170,651 $ 2,110,827 $ 2,469,202
Overtime Banked $ 249,882 $ 176,322 $ 77,451 $ 112,881 $ 93,796
Total Overtime $ 2,514,008 $ 2,544,388 $ 2,248,102 $ 2,223,708 $ 2,562,998
Salaries 2.3% 2.4% 2.1% 2.1% 2.3%
Prior FY $ 30,381 $ (296,286) $ (24,394) $ 339,289
Prior FY 1.2% -11.6% -1.1% 15.3%
Graph 16. RUHS-BH’s comparison between budgeted vs. actual overtime expense in dollars.
Behavioral Health
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Budgeted OT $2 $1,500,000 $2,225,000 $2,225,000 $2,225,000
Actual OT $2,514,008 $2,544,388 $2,248,102 $2,223,708 $2,562,998
P a g e 30
RUHS-BH’s response to overtime inquiry:
“In FY 21/22, the Behavioral Health Department (RUHS-BH) recorded overtime amounting to
$2,469,202.
Overtime is utilized in the case of excessive consumer service workload or other emergency use
that exceeds the timeframes required for completing the work. The overtime amount of
$2,469,202 was predominately used by Detention, Psychiatric, and Clinical Staff, including
Psychiatrists, Clinical Therapists, Behavioral Health Specialists, and Nurses. Approximately $2.0
million (81%) of overtime was worked in the jails and by Psychiatry and Clinical Staff due to
consumer service workloads and staffing needs for difficult to recruit positions. Psychiatrists are
exempt from overtime rates and therefore are paid at straight time.
RUHS-BH has a policy in place that requires overtime to be pre-approved by the supervisor or
manager. All overtime in excess of 16 hours per employee, per pay period, is brought to the
attention of the Director or Assistant Director for approval. In addition, Human Resources provides
a quarterly report to Management that details the number of overtime hours by employee.
Annually, the manager shall evaluate the need and directly seek approval for overtime routinely
in excess of 16 hours per employee by classification, per pay period.
As RUHS-BH continues to work toward filling positions, overtime will continue to be utilized to
meet client service needs.”
P a g e 31
RIVERSIDE COUNTY REGISTRAR OF VOTERS
The Riverside County Registrar of Voters conducts elections for federal, state, and local
government entities. They have one office in Riverside County which is comprised of 40 full time
employees. To conduct the various elections throughout the County, the department relies on
temporary employees/poll workers.
In fiscal year 2021-22, ROV reported $11,613,126 in labor costs, of which $1,040,670, or 9.0%,
was incurred for paid overtime. This was an increase of $171,698, or 19.8% more than the
overtime expense of $868,972 for fiscal year 2020-21. Furthermore, of the 407 total Riverside
County employees who earned at least 50% of their base pay in overtime, 1 or 0.2% is an ROV
employee earning 101.1% over their base pay in overtime (See attachments B & C).
The following chart displays the ROV’s overtime expenses for the past five fiscal years.
Graph 17. Overtime expense incurred by Registrar of Voters for the most recent five fiscal years.
Registrar of Voters 5-Year Actual Overtime Cost
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0
ROV $420,025 $731,667 $744,663 $868,972 $1,040,670
P a g e 32
Table 9. Registrar of Voters total overtime cost to total labor cost in dollars.
Registrar of Voters Total Overtime Cost to Total Labor and as a Percentage of Regular Salaries
Year FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Total Labor* $ 4,137,953 $ 5,096,650 $ 6,930,580 $ 7,227,957 $ 11,613,126
Overtime Paid $ 405,002 $ 713,386 $ 727,598 $ 860,972 $ 1,033,253
Overtime Banked $ 15,023 $ 18,280 $ 17,065 $ 8,000 $ 7,416
Total Overtime $ 420,025 $ 731,667 $ 744,663 $ 868,972 $ 1,040,670

Salaries 23.5% 40.1% 37.4% 37.6% 48.6%
Prior FY $ 311,641 $ 12,997 $ 124,309 $ 171,698
Prior FY 74.2% 1.8% 16.7% 19.8%
Graph 18. Registrar of Voters’ comparison between budgeted vs. actual overtime expense in
dollars.
Registrar of Voters
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Budgeted OT $224,147 $430,000 $681,350 $1,200,000 $1,000,000
Actual OT $420,025 $731,667 $744,663 $868,972 $1,040,670
Registrar of Voter’s response to overtime inquiry:
Response was not provided by Registrar of Voters.
P a g e 33
RIVERSIDE COUNTY DEPARTMENT OF CHILD SUPPORT SERVICES
The Riverside County Department of Child Support Services works with parents and guardian to
ensure court-ordered financial and medical support is provided to children and families. Services
include locating and establishing paternity, as well as establishing, modifying, and enforcing court
orders for child support and health coverage. The department provides their services with a total
of authorized 329 full time positions.
In fiscal year 2021-22, DCSS reported $34,219,613 in labor costs, of which $671,308, or 2.0%,
was incurred for paid overtime. This was an increase of $563,904, or 525% more than the
overtime expense of $107,404 for fiscal year 2020-21.
The following chart displays the DCSS’s overtime expenses for the past five fiscal years.
Graph 19. Overtime expense incurred by DCSS for the most recent five fiscal years.
Department of Child Support Services

$800,000
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$0
DCSS $792,928 $497,140 $86,117 $107,404 $671,308
P a g e 34
Table 10. DCSS total overtime cost to total labor cost in dollars.
DCSS Total Overtime Cost to Total Labor and as a Percentage of Regular Salaries
Year FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Total Labor* $ 25,885,740 $ 25,759,028 $ 35,106,691 $ 30,026,425 $ 34,219,613
Overtime Paid $ 788,074 $ 479,204 $ 71,983 $ 106,449 $ 666,249
Overtime Banked $ 4,854 $ 17,936 $ 14,133 $ 955 $ 5,059
Total Overtime $ 792,928 $ 497,140 $ 86,117 $ 107,404 $ 671,308

Salaries 4.7% 2.9% 0.4% 0.5% 3.2%
Prior FY $ (295,788) $ (411,023) $ 21,287 $ 563,904
Prior FY -37.3% -82.7% 24.7% 525.0%
Graph 20. DCSS’ comparison between budgeted vs. actual overtime expense in dollars.
Department of Child Support Services

$900,000
$800,000
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Budgeted OT $0 $90,000 $0 $101,087 $100,000
Actual OT $792,928 $497,140 $86,117 $107,404 $671,308
P a g e 35
DCSS’ response to overtime inquiry:
“1. The internal controls that exist to actively monitor the use of overtime to emergency and
non-routine purposes that are critical to department operations goals are the following:
• Managers must provide a clearly defined outline and plan for the non-routine OT
projects. All OT projects must be directly related to our Strategic Plan and improving
our Federal Performance measures and/or state DCSS projects.
• Managers take proposal to each respective Deputy Director for approval
• The Deputy Directors review / refine the plan and receive approval from the Assistant
Director and Department Head
• Department Head must approve OT prior to OT being worked
• Supervisors must be on site while staff is working OT
• Staff must provide an email and/or Sign-in Sheet for OT work
• Employees are given a not to exceed maximum hours per Pay Period for OT work.
2. The following are the department monitoring controls that DCSS has to prevent the abuse
of overtime:
• Time and attendance records are kept of work performed during OT period by the
supervisors and/or managers
• The work performed during OT are closely monitored by the immediate Supervisors
and /or Managers
• Supervisors and/or Managers audit and sign off on employee timecards for each pay
period
• Each division provides a summary of the results of the OT worked which is reviewed
weekly and monthly for progress.
3. The department plans to reduce overtime costs by the following:
• Department are in the process of hiring additional full-time staff to reduce OT

• Department continue to perform monthly assessment of OT need.
** Note: The State of California authorizes the utilization of Overtime pay as a means to
increase performance measures for Local Child Support Agencies.”
P a g e 36
RIVERSIDE COUNTY HUMAN RESOURCES
The Riverside County Human Resources is responsible for supporting all life-cycle stages of
county employees which include interviewing, hiring, and onboarding. In addition to the
onboarding of all county employees, Human Resources is charged with negotiating union
contracts, planning retirements, investigating issues in the work environment, review overall
compensation, benefits, and deal with all aspects of risk management. Human Resources
provides their services with a total of authorized 4,705 full time positions. The department had a
combined budget of over $239 million in fiscal year 2021-22.
In fiscal year 2021-22, Human Resources reported $42,201,664 in labor costs, of which $169,871,
or 0.4%, was incurred for paid overtime. This was an increase of $116,987, or 221.2% more than
the overtime expense of $52,884 for fiscal year 2020-21. Furthermore, of the 407 total Riverside
County employees who earned at least 50% of their base pay in overtime, 13 or 3.2% are Human
Resources’ employees earning an average of 68.9% over their base pay in overtime, with the
The following chart displays the Human Resources’ overtime expenses for the past five fiscal
years.
Summary of overtime expenditures for the last five fiscal years:
Graph 21. Overtime expense incurred by Human Resources for the most recent five fiscal years.
Human Resources 5-Year Actual Overtime Cost
$180,000
$160,000
$140,000
$120,000
Axis Title
$100,000
$80,000
$60,000
$40,000
$20,000
$0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Human Resources $9,103 $3,592 $33,875 $52,884 $169,871
Axis Title
P a g e 37
Table 11. Human Resources Voters total overtime cost to total labor cost in dollars.
Human Resources Total Overtime Cost to Total Labor and as a Percentage of Regular Salaries
Year FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Total Labor* $ 45,190,970 $ 43,867,882 $ 54,158,724 $ 37,549,906 $ 42,201,664
Overtime Paid $ 958 $ 3,348 $ 32,167 $ 52,265 $ 166,920
Overtime Banked $ 8,145 $ 243 $ 1,708 $ 619 $ 2,950
Total Overtime $ 9,103 $ 3,592 $ 33,875 $ 52,884 $ 169,871
Salaries 0.0% 0.0% 0.1% 0.2% 0.7%
Prior FY $ (5,511) $ 30,283 $ 19,009 $ 116,987
Prior FY -60.5% 843.1% 56.1% 221.2%
Graph 22. Human Resources’ comparison between budgeted vs. actual overtime expense in
dollars.
Human Resources
$180,000
$160,000
$140,000
$120,000
$100,000
$80,000
$60,000
$40,000
$20,000
$0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Budgeted OT $0 $0 $2,000 $10,300 $68,705
Actual OT $9,103 $3,592 $33,875 $52,884 $169,871
P a g e 38
HR’s response to overtime inquiry:
routine purposes that are critical to departmental operational goals?
Human Resources, as an internal service department, provides critical services to all County
departments. Overtime must be approved by an employee’s supervisor/manager prior to
being worked and should only be incurred to maintain critical services or in response to an
emergency situation.
2. What monitoring controls do you have to prevent the abuse of overtime?
HR’s finance team reviews overtime usage on a monthly basis to ensure proper cost allocation
amongst HR teams and provides periodic reports to the HR executive team for review. Any
overtime usage that is outside of expectations or exceeds prior fiscal year usage for a
particular HR team is reviewed by management to ensure the usage was incurred for
allowable purposes.
3. What plans, if any, does your department have to reduce overtime costs? If unable to
reduce overtime cost, what justification do you have to maintain overtime at a high level?
Human Resources overtime in FY21-22 totaled $163,668, which represents an increase of

$111,403 (213%) over prior year usage. Of the 18 HR teams that incurred overtime during
FY21-22, 4 teams’ overtime usage varied by more than 10% and $10,000 over prior year:
Recruiting
The Recruiting team is responsible for managing recruitments for all open County positions in
cooperation with the hiring Departments. Recruitment and hiring activities at the County
continue to increase, and in 2021 there was a need to process 900+ TAP employees very
quickly for the June election. In order to meet these critical operating demands, overtime was
necessarily incurred for this team.
Assessment & Background
The Assessment and Background team is responsible for working in cooperation with the
Recruiting team to conduct pre-employment assessments and background checks to prepare
selected applicants for employment. Recruitment and hiring activities at the County continue
P a g e 39
to increase, and in 2021 there was a need to process 900+ TAP employees very quickly for
the June election. In order to meet these critical operating demands, overtime was necessarily
incurred for this team.
Contract – RUHS Employee Services
The RUHS Employee Services team exists as a contracted additional service provided by
Human Resources to RUHS. Among other duties, this team is responsible for time and labor
data entry into the RUHS Kronos timekeeping system each pay period. In January and
February 2022, there was a global Kronos outage that required the team to process payroll
manually. Due to this time-sensitive and labor-intensive task, overtime was necessarily
incurred for this team during those months.
Workers Compensation
The Workers Compensation team is responsible for managing all workers compensation
claims and cases for the County. In FY21-22, there was a drastic increase the number of
workers compensation claims submitted due to covid-19. Due to Federal requirements
regarding the timing of responding to and processing workers compensation claims, the
volume of submitted claims was larger than the team could process according to the required
timelines during normal working hours. Due to the time-sensitive nature of workers
compensation claims processing, overtime was necessarily incurred for this team.”
P a g e 40
RIVERSIDE COUNTY TRANSPORTATION AND LAND MANAGEMENT AGENCY -

BUILDING AND SAFETY
The Riverside County Transportation and Land Management Agency – Building and Safety is
responsible for providing construction permits related to services such as grading, building plan
checks, front counter service assistance and building/construction inspections. Further, it assists
the Emergency Management Department with post-disaster assessments and CalFire with
emergency fire damage assessments. Building and Safety had 43 authorized positions to provide
its services throughout the Riverside County and had a budget of over $9 million in fiscal year
2021-22.
In fiscal year 2021-22, Building and Safety reported $4,069,039 in labor costs, of which $138,160,
or 3.4%, was incurred for paid overtime. This was an increase of $64,172, or 86.7% more than
the overtime expense of $73,989 for fiscal year 2020-21.
The following chart displays the Building and Safety’s overtime expenses for the past five fiscal
years.
Graph 23. Overtime expense incurred by Building & Safety for the most recent five fiscal years.
Building & Safety 5-Year Actual Overtime Cost
$140,000
$120,000
$100,000
$80,000
$60,000
$40,000
$20,000
$0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Building & Safety $38,617 $37,306 $49,341 $73,989 $138,160
P a g e 41
Table 12. Building and Safety Voters total overtime cost to total labor cost in dollars.
Building & Safety Total Overtime Cost to Total Labor and as a Percentage of Regular Salaries
Year FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Total Labor* $ 3,579,379 $ 3,392,380 $ 4,297,160 $ 3,400,237 $ 4,069,039
Overtime Paid $ 38,617 $ 37,306 $ 49,341 $ 73,989 $ 138,160
Overtime Banked $ - $ - $ - $ - $ -
Total Overtime $ 38,617 $ 37,306 $ 49,341 $ 73,989 $ 138,160

Salaries 1.6% 1.7% 2.3% 3.5% 5.9%
Prior FY $ (1,311) $ 12,034 $ 24,648 $ 64,172
Prior FY -3.4% 32.3% 50.0% 86.7%
Graph 24. Building and Safety comparison between budgeted vs. actual overtime expense in
dollars.
Building and Safety

$160,000
$140,000
$120,000
$100,000
$80,000
$60,000
$40,000
$20,000
$0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Budgeted OT $25,000 $25,000 $25,000 $55,000 $41,756
Actual OT $38,617 $37,306 $49,341 $73,989 $138,160
Building and Safety’s response to overtime inquiry:
Response was not provided by Building and Safety.
P a g e 42
RIVERSIDE COUNTY IN-HOME SUPPORT SERVICES PUBLIC AUTHORITY
The Riverside County In-Home Support Services Public Authority is managed by the Department
of Public Social Services. It was established by the Board of Supervisors to act as employer of
record for Riverside County’s IHSS care providers. Their services are to recruit, train, maintain
and mobilize a registry of in-home care providers to assist the elderly and individuals with
disabilities with a preference to remain in their home. Services are delivered through the 69
authorized positions and a budget of over $7 million based on FY 2021-22 budget data.
In fiscal year 2021-22, IHSS Public Authority reported $5,271,695 in labor costs, of which
$116,061, or 2.2%, was incurred for paid overtime. This was an increase of $73,126, or 170.3%
more than the overtime expense of $42,935 for fiscal year 2020-21.
The following chart displays the IHSS Public Authority overtime expenses for the past five fiscal
years.
Graph 25. Overtime expense incurred by IHSS – Public Authority for the most recent five fiscal
years.
IHSS Public Authority

$120,000
$100,000
$80,000
$60,000
$40,000
$20,000
$0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
IHSS Public Authority $21,120 $86,288 $33,431 $42,935 $116,061
P a g e 43
Table 13. IHSS – Public Authority total overtime cost to total labor cost in dollars.
IHSS Public Authority Total Overtime Cost to Total Labor and as a Percentage of Regular Salaries
Year FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Total Labor* $ 5,420,528 $ 4,480,083 $ 5,070,936 $ 4,702,839 $ 5,271,695
Overtime Paid $ 15,193 $ 72,927 $ 30,492 $ 41,774 $ 113,950
Overtime Banked $ 5,929 $ 13,362 $ 2,939 $ 1,161 $ 2,111
Total Overtime $ 21,122 $ 86,288 $ 33,431 $ 42,935 $ 116,061

Salaries 0.6% 3.0% 1.3% 1.5% 3.8%
Prior FY $ 65,166 $ (52,857) $ 9,504 $ 73,126
Prior FY 308.5% -61.3% 28.4% 170.3%
Graph 26. IHSS – Public Authority’s comparison between budgeted vs. actual overtime expense
in dollars.
IHSS - Public Authority

$140,000
$120,000
$100,000
$80,000
$60,000
$40,000
$20,000
$0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Budgeted OT $0 $0 $0 $50,000 $50,000
Actual OT $21,120 $86,288 $33,431 $42,935 $116,061
P a g e 44
IHSS – Public Authority response to overtime inquiry:
“The Public Authority follows the Department of Public Social Services’ procedures and controls
for monitoring and approving overtime. Overtime expense is reviewed throughout the year and
consistently compared to budgeted information. Additionally, when overtime is requested,
justification is required. The request and justification are reviewed and approved by the
employees superior.
Some of the overtime incurred is the result of the Public Authority having to operate 24 hours a
day and 7 days a week to meet growing customer needs. Additionally, the Public Authority
experienced a significant increase to our attrition rate during the period reviewed. This, coupled
with labor market challenges, led to additional overtime being necessary to sustain operations.
To address this, the Public Authority has prioritized employee recruitment and retention, in
addition to continuing to explore technology solutions to increase efficiency. Finally, the Public
Authority has made efforts to integrate services in order to gain efficiencies. For the report period,
overtime represented 5.9% of total salary expenditures.”
P a g e 45
RIVERSIDE COUNTY OFFICE ON AGING
The Riverside County Office on Aging serves as the Area Agency on Aging through the
administration of funds allocated by the California Department of Aging under the Federal Older
Americans Act and the Older Californians Act. The Office on Aging provides no cost assistance
to qualified older and disabled adults to promote dignity, independence, and well-being amongst
the growing aging population in Riverside County. Programs and services include care
coordination, case management, material aid, nutrition programs, long-term care ombudsman,
counseling, and education through outreach and engagement. In fiscal year 2021-22, Office on
Aging delivered its services with 91 authorized positions and a overall budget of $19,613,291.
In fiscal year 2021-22, Office on Aging reported $9,295,027 in labor costs, of which $62,904, or
overtime expense of $29,316 for fiscal year 2020-21.
The following chart displays the Office on Aging’s overtime expenses for the past five fiscal years.
Graph 27. Overtime expense incurred by Office on Aging for the most recent five fiscal years.
Office on Aging 5-Year Actual Overtime Cost
$70,000
$60,000
$50,000
$40,000
$30,000
$20,000
$10,000
$0
Office On Aging $4,649 $2,337 $10,228 $29,316 $62,904
Table 14. Office on Aging total overtime cost to total labor cost in dollars.
P a g e 46
Office on Aging Total Overtime Cost to Total Labor and as a Percentage of Regular Salaries
Year FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Total Labor* $ 5,694,241 $ 5,771,883 $ 7,984,080 $ 7,053,154 $ 9,295,027
Overtime Paid $ 2,659 $ 1,997 $ 9,560 $ 26,371 $ 62,400
Overtime Banked $ 1,990 $ 340 $ 668 $ 2,945 $ 504
Total Overtime $ 4,649 $ 2,337 $ 10,228 $ 29,316 $ 62,904

Salaries 0.1% 0.1% 0.3% 0.7% 1.2%
Prior FY $ (2,313) $ 7,892 $ 19,088 $ 33,588
Prior FY -49.7% 337.8% 186.6% 114.6%
Graph 28. Office on Aging’s comparison between budgeted vs. actual overtime expense in
dollars.
Office on Aging
$70,000
$60,000
$50,000
$40,000
$30,000
$20,000
$10,000
$0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Budgeted OT $0 $2,000 $10,000 $10,000 $20,000
Actual OT $4,649 $2,337 $10,228 $29,316 $62,904
Office on Aging response to overtime inquiry:
P a g e 47
“1) Overtime at the Office on Aging tends to be project-specific and time-limited. Supervisors
review and monitor all employee-initiated requests for overtime to ensure that it is for non-
routine purposes; other overtime events are established by department executive leadership
(e.g., Director, Deputy Directors), are evaluated as emergency and non-routine (e.g., OT for
staff to deliver senior meals when a provider shut down for COVID; evening and weekend call
center coverage to assist with COVID vaccine appointments), and most often have a defined
end date, or are regularly monitored for ongoing need, if the emergent need continues.
2) All overtime has to be pre-approved and authorized by staff supervisors, who are expected
to approve via email to ensure tracking. Timesheets are further reviewed by supervisors to
ensure that OT approved does not exceed OT claimed.
3) The increased OT usage is due to several factors:
a. Hiring difficulties resulting from the impact of the COVID pandemic, required staff to carry
additional caseload and to work longer hours in order to maintain services to our
vulnerable clients.
b. An increase in clients with specific and unique needs, as a result of the pandemic,
required staff to work longer hours.
c. OoA staff provided assistance to Department of Social Services (DPSS) as part of their
Command Post project. This temporary project required staff to work on their Fridays off
and Saturdays.
d. An increase in unique, time-limited emergencies that impacted older adults and

department clients required additional OT hours worked by staff (e.g., COVID-related
provider shutdowns; COVID vaccine assistance; support of other department urgencies;
EOC-related support, as with the North Shore multi-day power outage).
As the impact of the pandemic decreases, the need for unique and/or additional services to
our clients should decreases. As a result, we anticipate a reduction in the amount of OT hours
that staff need to work. Additionally, we have received no assistance requests from other
departments. Lastly, as we continue to fill staff vacancies, caseloads are expected to reduce
to more manageable levels. The department anticipates that OT usage will decrease as the
factors listed above have less impact on the department.”
P a g e 48
RIVERSIDE COUNTY TRANSPORTATION AND LAND MANAGEMEMENT - CODE

ENFORCEMENT
The Riverside County Transportation and Land Management Agency - Code Enforcement
ensures compliance with county ordinances as well as various state and federal regulations.
Common compliance matters they monitor are accumulated rubbish, excessive outside storage,
inoperative vehicles, and state or federal water quality control acts. In fiscal year 2021-22, their
enforcement services were provided with 54 authorized positions and a budget of over $11 million
in fiscal year 2021-22.
In fiscal year 2021-22, Code Enforcement reported $5,939,930 in labor costs, of which $53,754,
or 0.9%, was incurred for paid overtime. This was an increase of $51,479, or 2,263.2% more than
the overtime expense of $2,275 for fiscal year 2020-21.
The following chart displays the Code Enforcement’s overtime expenses for the past five fiscal
years.
Graph 30. Overtime expense incurred by Code Enforcement for the most recent five fiscal years.
Code Enforcement 5-Year Actual Overtime Cost
$60,000
$50,000
$40,000
$30,000
$20,000
$10,000
$0
Code Enforcement $51,242 $35,016 $11,312 $2,275 $53,754
P a g e 49
Table 15. Code Enforcement total overtime cost to total labor cost in dollars.
Code Enforcement Total Overtime Cost to Total Labor and as a Percentage of Regular Salaries
Year FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Total Labor* $ 5,056,677 $ 4,620,200 $ 6,022,250 $ 5,629,372 $ 5,939,930
Overtime Paid $ 47,691 $ 28,968 $ 11,060 $ 1,913 $ 49,881
Overtime Banked $ 3,551 $ 6,048 $ 252 $ 361 $ 3,873
Total Overtime $ 51,242 $ 35,016 $ 11,312 $ 2,275 $ 53,754

Salaries 1.5% 1.2% 0.3% 0.1% 1.5%
Prior FY $ (16,226) $ (23,704) $ (9,037) $ 51,479
Prior FY -31.7% -67.7% -79.9% 2263.2%
Graph 31. Code Enforcement’s comparison between budgeted vs. actual overtime expense in
dollars.
Code Enforcement
$60,000
$50,000
$40,000
$30,000
$20,000
$10,000
$0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Budgeted OT $15,000 $7,500 $15,575 $15,750 $15,750
Actual OT $51,242 $35,016 $11,312 $2,275 $53,754
P a g e 50
Code Enforcement’s response to overtime inquiry:
“The Code Enforcement Department utilizes overtime sparingly in accordance with our
Policies and only in the following categories: Special Events Operations, State funded grant
programs and special circumstances including natural disasters and emergencies. These
categories and their authorizations are further described below.
On April 27, 2021, the Board of Supervisors approved Item # 3.4: Revision to Ordinance 858
- Fireworks. This revision modified the citation penalties and authorized Code Enforcement to
expend $30,000 for overtime related to holiday enforcement over the Fourth of July Holiday
weekend. As these charges would have occurred from July 2, 2021, through July 4, 2021,
they appeared as charges against the FY 21/22 budget. This operation was a volunteer
program whereby the Department sought qualified individuals who wanted to work one or
more of the three shifts. The schedule was prepared and approved by the Department Head
and Human Resources, with Side Letters established with both LIUNA and SEIU.
Based on the success for the first year's operation, on June 7, 2022, the Board of Supervisors
approved item #3.50 which again authorized Code Enforcement to expend $30,000 on
overtime related to Fireworks enforcement. Once again, the shifts were filled by volunteers.
The schedule was set by the new Special Enforcement Team (SET) Supervisor, approved by
the Department Head and Human Resources, with Side Letters established with LIUNA and
SEIU.
In April 2022, after a two-year COVID hiatus, the Coachella & Stagecoach music festivals
returned to the desert on three consecutive weekends (Friday-Sunday). At the request of the
District 4 Supervisor, Code Enforcement assisted the Sheriff's Department in Parking
Enforcement, Land use violations (unapproved party venues) and noise complaints. This
operation was also filled with volunteers from the Department and overtime was paid. As this
operation was also well received it is anticipated that it too will continue next year. There are
no other anticipated large scale uses or need for additional overtime during the current fiscal
year.
All overtime is reviewed and approved by a Code Enforcement Supervisor and the Department
Head in advance, when practicable. An exception would be any time a field staff person
responds to a life threatening, exigent circumstance which requires actions past the end of a
normal shift to safely resolve the matter. Overtime may be approved in such instances. Any
need for extended hours on matters other than the Coachella Music Festival and the Fireworks
Operation may be handled through the use of flex time during the same FLSA work week, at
staff request.
In years past, Code Enforcement has endeavored to stay away from overtime by allowing flex
time. Flex time allows an employee to work more than their scheduled hours in a day, then
"flex", or take off, the same amount of time on another workday within the same FLSA work
P a g e 51
week. Flex time has been used successfully to allow for staff to attend evening and weekend
community events at the request of the Board of Supervisors. These events include, Municipal
Advisory Council meetings, Town Halls, holiday celebrations, special operations, and ribbon
cuttings. Flex time is permitted on a case-by-case basis and must be pre-approved by a
supervisor.
The Department is also responsible for the implementation of Community Development Block
Grants (CDBG) and a Tire Grant. These are State Funded and often require after hours and/or
weekend work in order to fulfill our commitments based on our staffing levels. These Overtime
shifts are fully reimbursed through the State grants and do not impact the General Fund.
While the County has been fortunate not to experience recent natural disasters over the past
two years, the Code Enforcement Department has been called upon in years past to perform
a number of duties during periods of fire, flood, or other emergencies. Should these
circumstances present themselves again, Overtime may become necessary in order to protect
lives and property.”
P a g e 52
RIVERSIDE COUNTY AGRICULTURAL COMMISSIONER
The Riverside County Agricultural Commissioner oversees the protection of the agricultural
industry of the county. It is also responsible of ensuring the health and safety of county citizens
and promoting confidence and equity in the marketplace through education and enforcement of
laws, regulations, and ordinances enacted by the State of California and the County of Riverside.
It manages four main programs which include Consumer Protection, Environmental Protection,
Pest Prevention, and Weights and Measures and delivers its services with a total of 55 full time
authorized positions. The department had a combined budget of over $7 million in fiscal year
2021-22.
In fiscal year 2021-22, Agricultural Commissioner reported $5,231,064 in labor costs, of which
$45,973, or 0.9%, was incurred for paid overtime. This was an increase of $45,735, or 19274.1%
more than the overtime expense of $237 for fiscal year 2020-21.
The following chart displays the Agricultural Commissioner’s overtime expenses for the past five
fiscal years.
Graph 32. Overtime expense incurred by Agricultural Commissioner for the most recent five
fiscal years.
Agricultural Commissioner 5-Year Actual Overtime Cost
$140,000
$120,000
$100,000
$80,000
$60,000
$40,000
$20,000
$0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Agricultural Commissioner $83,720 $131,685 $41,831 $237 $45,973
P a g e 53
Table 16. Agricultural Commissioner total overtime cost to total labor cost in dollars.
Agricultural Commissioner Total Overtime Cost to Total Labor and as a Percentage of Regular Salaries
Year FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Total Labor* $ 4,510,973 $ 5,099,982 $ 6,420,290 $ 4,924,515 $ 5,231,064
Overtime Paid $ 70,709 $ 124,898 $ 41,790 $ 237 $ 35,612
Overtime Banked $ 13,011 $ 6,787 $ 41 $ 10,361
Total Overtime $ 83,720 $ 131,685 $ 41,831 $ 237 $ 45,973

Salaries 2.8% 4.1% 1.3% 0.0% 1.4%
Prior FY $ 47,965 $ (89,854) $ (41,593) $ 45,735
Prior FY 57.3% -68.2% -99.4% 19274.1%
Graph 33. Agricultural Commissioner’s comparison between budgeted vs. actual overtime
expense in dollars.
Agricultural Commissioner
$140,000
$120,000
$100,000
$80,000
$60,000
$40,000
$20,000
$0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Budgeted OT $0 $5,000 $70,903 $200 $119,300
Actual OT $83,720 $131,685 $41,831 $237 $45,973
P a g e 54
Agricultural Commissioner’s response to overtime inquiry:
emergency routine purposes that are critical to department operational goals?
Overtime is only allowed in order to accomplish the mission of the Agricultural Commissioner’s
Office. Within that mission, the department has State mandates and industry demands. The
Assistant Agricultural Commissioner/Sealer monitors overtime by-weekly and communicates
overtime allowances with Deputy Agricultural Commissioners/Sealers. Most overtime allowed
by the department is directly tied into contractual programs funded by the agricultural industry.
2. What monitoring controls do you have to prevent abuse of overtime?

Overtime is preapproved by Deputy Agricultural Commissioner/Sealers based on program,
industry needs and budgeted allowance. At no time are employees allowed to work overtime
without prior authorization from the program manager. A department overtime memo is filled
out and signed by program managers or district supervisor each time an employee works
overtime.
3. What plans, if any, does your department have to reduce overtime costs? If unable to reduce
overtime cost, what justification do you have to maintain overtime at a high level?
Continue to train personnel in all programs we manage to ensure that everyone becomes
proficient and can perform a multitude of activities. Recruit and retain personnel to avoid
turnover and prevent major interruptions in inspection schedules. Continue to monitor
overtime on a regular basis and enforce current procedure to avoid abuse and reduce costs.
The department will cease the allowance of overtime if contractual mandates and industry
demands have been met.”
P a g e 55
RIVERSIDE COUNTY OFFICE OF ECONOMIC DEVELOPMENT
The Riverside County Office of Economic Development works to facilitate regional economic
development efforts that promote job growth, investment, entrepreneurship, and innovation.
Services are provided with 84 authorized positions and a department budget of over $75 million
for fiscal year 2021-22.
In fiscal year 2021-22, the Office of Economic Development reported $4,760,822 in labor costs,
of which $36,796, or 0.8%, was incurred for paid overtime. This was an increase of $23,558, or
178.0% more than the overtime expense of $13,238 for fiscal year 2020-21.
The following chart displays the Office of Economic Development’s overtime expenses for the
past five fiscal years.
Graph 34. Overtime expense incurred by Office of Economic Development for the most recent
five fiscal years.
Office of Economic Development

$250,000
$200,000
$150,000
$100,000
$50,000
$0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Office of Economic Development $116,808 $184,423 $207,077 $13,238 $36,796
P a g e 56
Table 17. Office of Economic Development total overtime cost to total labor cost in dollars.
Office of Economic Development Total Overtime Cost to Total Labor and as a Percentage of Regular Salaries
Year FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Total Labor* $ 7,135,491 $ 7,393,745 $ 8,755,462 $ 4,644,973 $ 4,760,822
Overtime Paid $ 100,055 $ 173,160 $ 202,804 $ 9,206 $ 34,188
Overtime Banked $ 16,753 $ 11,263 $ 4,274 $ 4,032 $ 2,608
Total Overtime $ 116,808 $ 184,423 $ 207,077 $ 13,238 $ 36,796

Salaries 2.5% 4.0% 4.6% 0.4% 1.2%
Prior FY $ 67,615 $ 22,654 $ (193,839) $ 23,558
Prior FY 57.9% 12.3% -93.6% 178.0%
Graph 35. Office on Economic Development’s comparison between budgeted vs. actual
overtime expense in dollars
Office of Economic Development

$250,000
$200,000
$150,000
$100,000
$50,000
$0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Budgeted OT $38,000 $32,154 $35,610 $2,502 $2
Actual OT $116,808 $184,423 $207,077 $13,238 $36,796
P a g e 57
Office of Economic Development response to the overtime inquiry:
“The Office of Economic Development has multiple service components in different divisions
providing varied services to all areas of the county. For some of these divisions, overtime will
remain a consistent part of services provided during holidays and weekends.
For most of Fiscal Year 2021, Riverside County was under Public Health restrictions causing
severe interruption of our departments normal course of business. During this time, staff
worked from home and our department was prevented from hosting community events or
being open and available to provide services to the public. This is reflected in Fiscal Year
2021 having a 27% decrease in overtime from the prior year. Fiscal Year 2022 was the first
full year of service since the pandemic, and the increase in overtime of 43% to Fiscal Year
2021 is reflective of that return to normal service levels. A more accurate comparison of full-
service level overtime would be between Fiscal Year 2020 and Fiscal Year 2022 which shows
a $7,524 or 4% increase in overall department overtime.
Please find answers to the monitoring questions below:
1) What internal controls exist to actively monitor the use of overtime to emergency
and non-routine purposes that are critical to department operational goals? Emergency
overtime would primarily be within the CSA division where public water/sewer services require
24/7 response time and within CSAs that have public parks or other public services that may
require emergency maintenance. The CSA field division has approximately 25-30 staff with 6
supervisors. As a small department, all emergency overtime maintenance needs are approved
through direct supervision, who are accessible through work issued cell phone.
2) What monitoring controls do you have to prevent the abuse of overtime? Our
department utilizes an Overtime Request Form that must be provided to HR for each Pay
Period. The form lists Comp Hours Worked, Paid Overtime Authorized, and Holiday Worked.
Hours must be listed as either Planned or Unplanned, a justification added, and approved by
supervision/management. Overtime is reviewed with operational managers with monthly and
quarterly financial reports.
3) What plans, if any, does your department have to reduce overtime costs? If unable
to reduce overtime cost, what justification do you have to maintain overtime at a high
level? The desert region water/sewer service CSA 51, CSA 62, and CSA 122 constitute over
53%, over $100,000 of the departments total overtime expense. These public utility services
mandate 24/7 response and staff must be State Certified. These requirements, along with the
remote location in Lake Tamarisk and Desert Center make staff recruitment and retention
extremely difficult leading to the need for overtime.
The remaining overtime is primarily due to weekend or after hour events and emergency
maintenance needs. Regarding the special events, the sporadic and irregular nature of the
P a g e 58
events make attracting and training TAP staff difficult, leaving the need for full time employees
to work. Regarding the emergency maintenance, each maintenance event is evaluated to see
if response can be delegated to our contracted landscaping vendor or can be postponed for
regular hours of operation. If the maintenance is urgent, department staff respond on
overtime.
The department will continue to look for solutions to minimize overtime in all areas.”
P a g e 59
Schedule A
Full Transparency Schedule
Countywide Overtime by Department: Fiscal Year 2021-22
Total Employee Overtime Pct
Department
Salaries and Benefits FY 2021-22 OT/S&B
Sheriff $681,485,706 $66,179,664 9.7%
RUHS - Medical Center $440,066,090 $20,044,080 4.6%
Department of Public Social Services $400,435,337 $12,138,524 3.0%
Probation $93,731,680 $3,590,292 3.8%
District Attorney $81,354,185 $3,221,533 4.0%
Fire Department $32,658,029 $2,605,963 8.0%
RUHS - Public Health $85,620,905 $2,277,134 2.7%
RUHS - Behavioral Health $185,062,538 $2,469,201 1.4%
Registrar Of Voters $11,613,126 $1,040,670 9.0%
Department of Waste Resources $26,174,731 $972,473 3.7%
Riverside County Information Technology $54,763,534 $896,584 1.6%
RUHS - Community Health Clinics $53,297,063 $809,872 1.5%
Emergency Management Department $10,407,169 $687,520 6.6%
Department Of Child Support Services $34,219,613 $671,308 2.0%
Department of Animal Services $14,690,685 $682,233 4.6%
Facilities Management $33,262,476 $686,187 2.1%
Department of Transportation $55,017,379 $613,205 1.1%
Assessor County Clerk-Recorder $43,603,841 $505,541 1.2%
Flood Control District $43,393,122 $353,804 0.8%
Human Resources $42,201,664 $169,871 0.4%
Department of Environmental Health $22,658,619 $157,611 0.7%
County Service Areas $3,382,902 $151,918 4.5%
Department of Building & Safety $4,069,039 $138,160 3.4%
In-Home Support Services Public Authority $5,271,695 $116,061 2.2%
Housing, Homelessness Prevention, and
Workforce Solutions $16,100,643 $97,965 0.6%
Transportation Land Management Agency $8,006,035 $69,925 0.9%

Housing Authority $10,780,604 $66,329 0.6%
Office On Aging $9,295,027 $62,904 0.7%
Regional Parks & Open Space District $8,707,653 $52,027 0.6%
Department of Code Enforcement $5,939,930 $53,754 0.9%
Agricultural Commissioner $5,231,064 $45,973 0.9%
Office of Economic Development $4,760,822 $36,796 0.8%
P a g e 60
Schedule A
Full Transparency Schedule
Countywide Overtime by Department: Fiscal Year 2021-22
Total Employee Overtime Pct
Department
Salaries and Benefits FY 2021-22 OT/S&B
County Counsel $16,204,513 $33,681 0.2%
Auditor-Controller $8,923,567 $26,066 0.3%
Waste Resources Management District $1,449,976 $15,682 1.1%
Purchasing and Fleet Services Department $8,845,756 $14,159 0.2%
Children and Family First Commission $5,772,864 $18,538 0.3%
Treasurer-Tax Collector $9,690,468 $24,283 0.3%
Public Defender $41,226,448 $15,933 0.0%
Department of Planning $3,408,901 $4,092 0.1%
County Airports $1,098,533 $4,276 0.4%
Veteran Services $1,526,377 $2,385 0.2%
Board Of Supervisors $7,989,331 $1,502 0.0%
Palo Verde Cemetery $133,655 $779 0.6%
Edward Dean Museum $165,547 $461 0.3%
County Executive Office $7,922,394 $163 0.0%
Salton Sea Authority $374,413 $63 0.0%
Beaumont Library $1,184,700 - -
Coachella Valley Assoc of Gov $47,384,218 - -
Coachella Valley Cemetery $769,800 - -
Cooperative Extension $246,194 - -
CV Mosquito & Vector Central District $7,543,752 - -
Edgemont Community Services $134,652 - -
Elsinore Valley Cemetery $377,277 - -
Law Library $574,613 - -
Local Agency Formation Comm $625,493 - -
Murrieta Cemetery District $256,585 - -
Palm Springs Public Cemetery $400,089 - -
Palo Verde Valley Library $273,024 - -
San Jacinto Valley Cemetery $486,865 - -
Summit Cemetery District $1,122,740 - -
Temecula Cemetery Endow ACO $347,697 - -
$2,703,723,346 $121,920,942 5%
P a g e 61
Schedule B
Total Number of Employees by Department Earning over 50% of Base Pay
Pct of Employees
Department Number of Employees Earning Over 50% of
Their Base Pay
Riverside County Sheriff 269 66.1%

Riverside University Health System 49 12.0%
Department Of Public Social Services 26 6.4%
RUHS - Public Health 16 3.9%
Human Resources 13 3.2%
Fire Department 10 2.5%
Emergency Management 9 2.2%
District Attorney 4 1.0%
RUHS - Behavioral Health 3 0.7%
County Services Areas 2 0.5%
Waste Disposal 2 0.5%
Animal Services 1 0.2%
Information Technology 1 0.2%
Probation 1 0.2%
Registrar Of Voters 1 0.2%
Total 407
P a g e 62
Schedule C
Riverside County Employees Earning More Than 50% of Their Base Pay in Overtime Pay
Pct of
County Regular Overtime Overtime
Job Title Department
Employee* Pay Pay Over Base
Pay
Sheriff's Communication Riverside County
Emp 1 $120,265 $377,297 313.7%
Supervisor B Sheriff
Riverside County
Emp 2 Deputy Sheriff $103,557 $175,199 169.2%
Sheriff
Senior Emergency
Emp 3 Medical Services Fire Department $80,360 $123,088 153.2%
Specialist
Sheriff’s Communication Riverside County
Emp 4 $27,561 $38,763 140.6%
Sheriff's Lead Investigator
Riverside County
Emp 5 $123,042 $168,122 136.6%
III B Sheriff
Riverside University
Emp 6 Institutional Nurse $108,702 $148,143 136.3%
Health System
Riverside County
Emp 7 Sheriff’s Sergeant B $155,867 $207,120 132.9%
Sheriff
Emergency Services Emergency
Emp 8 $84,318 $104,049 123.4%
Coordinator Management
Riverside County
Emp 9 Correctional Deputy II $72,716 $84,573 116.3%
Sheriff
Sheriff's Communication Riverside County
Emp 10 $130,404 $150,247 115.2%
Sheriff's Master Riverside County
Emp 11 $143,267 $163,712 114.3%
Investigator IV B Sheriff
Correctional Deputy II Riverside County
Emp 12 $86,872 $96,250 110.8%
(OS) Sheriff
Licensed Vocational Nurse Riverside University
Emp 13 $55,359 $61,187 110.5%
III Health System
Emp 14 $49,973 $54,923 109.9%
II Health System
Riverside County
Emp 15 Deputy Sheriff B (OS) $115,711 $124,809 107.9%
Sheriff
Riverside County
Emp 16 Deputy Sheriff B $110,866 $117,726 106.2%
Sheriff
Emp 17 Assistant Nurse Manager Public Health $127,715 $132,436 103.7%
Supervising Office Riverside University
Emp 18 $43,970 $45,461 103.4%
Assistant I Health System
P a g e 63
Schedule C
Pct of
Pay
Riverside County
Emp 19 Sheriff's Investigator II B $122,659 $125,718 102.5%
Sheriff
Sheriff's Lead Investigator Riverside County
Emp 20 $132,153 $135,221 102.3%
III B Sheriff
Community Services Riverside County
Emp 21 $72,882 $74,448 102.1%
Officer II Sheriff
Administrative Services
Emp 22 Registrar Of Voters $87,950 $88,905 101.1%
Supervisor
Sheriff's 911
Riverside County
Emp 23 Communication Officer II $73,277 $74,001 101.0%
Sheriff
A
Riverside County
Sheriff
Licensed Vocational Nurse
Emp 25 Public Health $51,508 $51,590 100.2%
II
Emp 26 $149,571 $146,814 98.2%
Investigator IV B (OS) Sheriff
Emp 27 $148,469 $145,187 97.8%
Emp 28 $137,239 $133,658 97.4%
Emp 29 Nursing Assistant $39,446 $37,667 95.5%
Health System
Registered Nurse III -
Medical Riverside University
Emp 30 $12,476 $11,892 95.3%
Center/Community Health System
Health Center
Health System
Riverside County
Emp 32 Deputy Sheriff - 84 $68,763 $65,330 95.0%
Sheriff
Emp 33 $141,127 $132,172 93.7%
Riverside County
Sheriff
Temporary Assistant - Per
Emp 35 Human Resources $36,305 $33,727 92.9%
Diem
P a g e 64
Schedule C
Pct of
Pay
Riverside County
Sheriff
Riverside County
Emp 37 Sheriff's Sergeant B $148,402 $136,623 92.1%
Sheriff
Riverside County
Emp 38 Correctional Deputy II - 84 $63,404 $57,832 91.2%
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Emp 41 $25,600 $23,035 90.0%
III B (OS) Sheriff
Emergency Medical Emergency
Emp 42 $21,031 $18,910 89.9%
Service Specialist Management
Riverside County
Sheriff
Senior Emergency
Emergency
Emp 44 Medical Services $90,686 $80,827 89.1%
Management
Specialist
Sheriff's 911
Riverside County
Emp 45 Communication Officer II $63,791 $56,337 88.3%
Sheriff
A
Senior Geographical
Emergency
Emp 46 Information System $27,871 $24,528 88.0%
Management
Specialist
Riverside County
Sheriff
Riverside County
Sheriff
Correctional Corporal (OS) Riverside County
Emp 49 $89,931 $78,084 86.8%
-84 Sheriff
Riverside County
Emp 50 Deputy Sheriff B - 84 $112,149 $96,790 86.3%
Sheriff
Diem
Riverside County
Sheriff
P a g e 65
Schedule C
Pct of
Pay
Emp 53 $98,882 $83,964 84.9%
Health Center
Emp 54 Registered Nurse IV Public Health $111,974 $94,756 84.6%
Emp 55 $87,378 $73,427 84.0%
(OS) - 84 Sheriff
Diem - SEIU
Riverside County
Sheriff
Emp 58 $102,975 $86,090 83.6%
Health Center
Riverside County
Sheriff
Emp 60 Temporary Assistant Human Resources $19,118 $15,970 83.5%
Riverside County
Sheriff
Emp 62 $128,223 $107,026 83.5%
III B (OS) Sheriff
Emp 63 $124,304 $103,699 83.4%
III B Sheriff
Riverside County
Sheriff
Sheriff's Investigator I B Riverside County
Emp 65 $122,787 $101,686 82.8%
(OS) Sheriff
Emp 66 Office Assistant III $49,003 $40,490 82.6%
Health System
Emp 67 $109,990 $90,853 82.6%
Health Center
Health System
P a g e 66
Schedule C
Pct of
Pay
Department Of
Social Services
Emp 69 Public Social $58,709 $48,309 82.3%
Practitioner III
Services
Riverside County
Emp 70 Sheriff Corporal B (OS) $120,438 $99,028 82.2%
Sheriff
Emp 71 $132,685 $108,749 82.0%
III B Sheriff
Clinical Laboratory Riverside University
Emp 72 $99,192 $81,250 81.9%
Scientist - I Health System
Emp 73 $122,957 $100,674 81.9%
III B Sheriff
Riverside County
Sheriff
Emp 75 $135,370 $109,321 80.8%
III B (OS) Sheriff
Health System
Riverside County
Sheriff
Emp 78 $102,826 $82,591 80.3%
Health Center
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Health Education
Assistant II
Emp 84 Registered Nurse V Public Health $117,724 $93,411 79.3%
Riverside County
Sheriff
P a g e 67
Schedule C
Pct of
Pay
Emp 86 $131,661 $104,206 79.1%
III B Sheriff
Department Of
Social Services Supervisor
II
Services
Riverside County
Sheriff
Riverside County
Sheriff
Emp 90 $149,571 $116,627 78.0%
Emp 91 $145,648 $113,565 78.0%
Emp 92 $141,127 $109,650 77.7%
Department Of
Emp 93 Eligibility Supervisor Public Social $58,425 $45,304 77.5%
Services
Emp 94 $129,734 $100,069 77.1%
III B Sheriff
Riverside County
Emp 95 Deputy Sheriff B (OS) - 84 $112,043 $86,405 77.1%
Sheriff
Emp 96 $148,447 $114,210 76.9%
Riverside County
Sheriff
Emergency Management Emergency
Emp 98 $95,580 $72,742 76.1%
Program Supervisor Management
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Health System
P a g e 68
Schedule C
Pct of
Pay
Health System
Riverside County
Emp 104 Deputy Sheriff A $92,491 $69,578 75.2%
Sheriff
Riverside County
Emp 105 Correctional Corporal (OS) $88,330 $66,438 75.2%
Sheriff
Health System
Diem
Riverside County
Sheriff
Department Of
II
Services
Riverside County
Sheriff
Senior Public Information
Emp 111 Fire Department $102,268 $76,555 74.9%
Specialist
Emp 112 $119,522 $89,196 74.6%
(OS) Sheriff
Emp 113 $138,909 $103,099 74.2%
Riverside County
Sheriff
Emp 115 $146,634 $108,794 74.2%
Riverside County
Sheriff
Emp 117 $132,084 $97,740 74.0%
III B (OS) Sheriff
County Services
Emp 118 Service Area Manager III $80,123 $59,220 73.9%
Areas
Emp 119 $56,602 $41,106 72.6%
Officer II Sheriff
P a g e 69
Schedule C
Pct of
Pay
Department Of
Emp 120 Eligibility Technician III Public Social $59,652 $43,158 72.3%
Services
Admissions and Riverside University
Emp 121 $47,198 $33,969 72.0%
Collections Clerk Health System
Public Safety Info
Specialist
Emp 123 $83,253 $59,182 71.1%
(OS) Sheriff
Emp 124 $82,310 $58,415 71.0%
Riverside County
Sheriff
Emp 126 $142,058 $99,775 70.2%
Emp 127 $84,319 $59,139 70.1%
(OS) - 84 Sheriff
Health System
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Emp 132 $125,172 $86,544 69.1%
III B Sheriff
Riverside County
Sheriff
Public Safety Info
Specialist
Riverside County
Sheriff
Senior Emergency
Emp 136 Medical Services Fire Department $83,447 $57,285 68.6%
Specialist
P a g e 70
Schedule C
Pct of
Pay
Riverside County
Sheriff
Emp 138 $88,316 $60,348 68.3%
(OS) - 84 Sheriff
Riverside County
Emp 139 Deputy Sheriff A - 84 $87,365 $59,637 68.3%
Sheriff
Riverside County
Sheriff
Riverside County
Emp 141 Deputy Sheriff A $96,439 $65,809 68.2%
Sheriff
Riverside County
Sheriff
Emp 143 $112,725 $76,327 67.7%
Health Center
Riverside County
Sheriff
Information Technology Information
Emp 145 $32,973 $22,253 67.5%
Systems Administrator III Technology
Emp 146 $106,469 $71,796 67.4%
Health Center
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Correctional Corporal-S Riverside County
Emp 150 $106,648 $71,355 66.9%
(OS)-84 Sheriff
Riverside County
Emp 151 Sheriff’s Investigator II A $96,928 $64,616 66.7%
Sheriff
Supervising District
Emp 152 District Attorney $158,981 $105,902 66.6%
Attorney Investigator
P a g e 71
Schedule C
Pct of
Pay
Riverside County
Sheriff
Emp 154 Registered Nurse II Public Health $82,017 $54,512 66.5%
Riverside County
Emp 155 Deputy Sheriff A (OS) $108,440 $71,983 66.4%
Sheriff
Riverside County
Sheriff
Riverside County
Emp 157 Sheriff's Investigator I B $112,075 $74,301 66.3%
Sheriff
Riverside County
Sheriff
Correctional Deputy II-S Riverside County
Emp 159 $90,568 $59,897 66.1%
(OS) -84 Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Health System
Emp 163 $110,353 $72,593 65.8%
(OS) Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Emp 167 Correctional Deputy II-S $83,873 $55,039 65.6%
Sheriff
Health System
Health System
Riverside County
Sheriff
Riverside County
Sheriff
P a g e 72
Schedule C
Pct of
Pay
Senior Fire
Emp 172 Communication Fire Department $64,276 $41,588 64.7%
Dispatcher
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Emp 176 $106,601 $68,913 64.6%
Health Center
Riverside County
Emp 177 Deputy Sheriff A (OS) $100,253 $64,598 64.4%
Sheriff
Riverside County
Sheriff
Sheriff's Investigator II B Riverside County
Emp 179 $120,414 $77,493 64.4%
(OS) Sheriff
Emp 180 $92,054 $59,206 64.3%
(OS) -84 Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Emp 183 $63,291 $40,576 64.1%
Riverside County
Sheriff
Riverside County
Sheriff
Emp 187 $132,685 $84,803 63.9%
III B Sheriff
Riverside County
Emp 188 Correctional Sergeant - 84 $111,651 $71,252 63.8%
Sheriff
P a g e 73
Schedule C
Pct of
Pay
Riverside County
Sheriff
Health System
Riverside County
Sheriff
Department Of
Social Services
Practitioner III
Services
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Clinical Laboratory Riverside University
Emp 196 $99,009 $62,191 62.8%
Scientist - I Health System
Emp 197 $127,641 $80,090 62.7%
III B (OS) Sheriff
Department Of
II
Services
Health System
Diem - SEIU
Riverside County
Emp 202 Correctional Deputy II-S $82,344 $51,549 62.6%
Sheriff
Riverside County
Sheriff
Emp 204 $140,047 $87,414 62.4%
Emp 205 $131,607 $82,118 62.4%
III B (OS) Sheriff
Emp 206 $88,326 $55,104 62.4%
P a g e 74
Schedule C
Pct of
Pay
Behavioral Health
Emp 207 Behavioral Health $45,228 $28,216 62.4%
Specialist III
Riverside County
Sheriff
Riverside County
Sheriff
Emp 210 $84,439 $52,527 62.2%
(OS) - 84 Sheriff
Support Services
Technician
Department Of
II
Services
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Emp 219 $72,673 $44,742 61.6%
Officer II Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Emp 223 $131,480 $80,656 61.3%
III B (OS) Sheriff
Riverside County
Emp 224 Correctional Corporal - 84 $99,444 $61,000 61.3%
Sheriff
P a g e 75
Schedule C
Pct of
Pay
Riverside County
Sheriff
Riverside County
Sheriff
Department Of
Social Services
Practitioner III
Services
Health System
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Emp 232 $135,370 $81,250 60.0%
III B (OS) Sheriff
Riverside County
Emp 233 Sheriff Corporal B $118,941 $71,244 59.9%
Sheriff
Supervising Behavioral
Health Specialist
Riverside County
Sheriff
Supervising District
Attorney Investigator
Riverside County
Sheriff
Riverside County
Sheriff
Sheriff's Corrections Riverside County
Emp 239 $52,601 $31,218 59.3%
Assistant I Sheriff
Fire Apparatus Technician
II
Department Of
Social Services
Practitioner III
Services
P a g e 76
Schedule C
Pct of
Pay
Emp 242 Office Assistant II $12,314 $7,286 59.2%
Health System
Riverside County
Emp 243 Sheriff Corporal B - 84 $110,180 $65,167 59.1%
Sheriff
Department Of
Social Services
Practitioner III
Services
Riverside County
Sheriff
Emp 247 $135,370 $79,616 58.8%
III B (OS) Sheriff
Emp 248 Program Coordinator II Public Health $56,991 $33,468 58.7%
Health System
Correctional Corporal (OS) Riverside County
Emp 251 $102,223 $59,928 58.6%
-84 Sheriff
Department Of
Social Services
Practitioner III
Services
Emp 253 $146,199 $85,185 58.3%
Diem
Riverside County
Sheriff
Senior Fire
Dispatcher
Riverside County
Sheriff
Emp 259 $128,684 $74,426 57.8%
III B (OS) Sheriff
P a g e 77
Schedule C
Pct of
Pay
Riverside County
Sheriff
Department Of
II
Services
Emp 262 Registered Nurse III Public Health $93,303 $53,817 57.7%
Riverside County
Sheriff
Riverside County
Sheriff
Emp 265 Crew Lead Worker Waste Disposal $57,129 $32,897 57.6%
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Senior Mental Health
Peer Specialist
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Support Services
Technician
Riverside County
Sheriff
P a g e 78
Schedule C
Pct of
Pay
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Emp 282 $56,394 $31,798 56.4%
III Health System
Riverside County
Sheriff
Riverside County
Sheriff
Emp 285 $82,965 $46,735 56.3%
Health Center
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Emp 288 Sheriff Corporal B - 84 $121,161 $68,121 56.2%
Sheriff
Senior District Attorney
Investigator B-III
Correctional Deputy II-S - Riverside County
Emp 290 $81,661 $45,881 56.2%
84 Sheriff
Diem
Riverside County
Sheriff
Emp 294 $121,057 $67,532 55.8%
III B Sheriff
Registered Nurse II -
Emp 295 $69,887 $38,986 55.8%
Health Center
P a g e 79
Schedule C
Pct of
Pay
Health System
Riverside County
Emp 297 Deputy Sheriff (OS) - 84 $107,494 $59,894 55.7%
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Emp 300 $107,145 $59,509 55.5%
Health Center
Correctional Deputy II-S - Riverside County
Emp 301 $86,919 $48,271 55.5%
84 Sheriff
Emp 302 Crew Lead Worker Waste Disposal $68,308 $37,912 55.5%
Riverside County
Sheriff
Diem
Emp 305 $83,713 $46,235 55.2%
(OS) Sheriff
Sheriff's Investigator II B Riverside County
Emp 306 $120,414 $66,208 55.0%
(OS) Sheriff
Emp 307 $85,315 $46,864 54.9%
Health Center
Riverside County
Sheriff
Emp 309 $71,241 $39,064 54.8%
Officer II Sheriff
Emp 310 $72,062 $39,473 54.8%
Officer II Sheriff
Emp 311 $106,462 $58,310 54.8%
Health Center
P a g e 80
Schedule C
Pct of
Pay
Riverside County
Sheriff
Emp 313 $87,700 $48,012 54.7%
(OS) - 84 Sheriff
Emp 314 $91,730 $50,198 54.7%
Health Center
Support Services
Supervisor
Senior Accounting Riverside County
Emp 316 $58,174 $31,627 54.4%
Assistant Sheriff
Riverside County
Sheriff
Department Of
Emp 318 Social Services Assistant Public Social $29,889 $16,226 54.3%
Services
Sheriff's
Riverside County
Emp 319 Records/Warrants $46,864 $25,376 54.1%
Sheriff
Assistant II
Riverside County
Sheriff
Department Of
II
Services
Emp 322 $136,968 $74,068 54.1%
III B (OS) Sheriff
Senior Accounting Riverside County
Emp 323 $61,760 $33,346 54.0%
Assistant Sheriff
Senior Sheriff's 911 Riverside County
Emp 324 $83,843 $45,233 54.0%
Communication Officer Sheriff
Senior Sheriff's 911
Riverside County
Emp 325 Communication Officer B $99,882 $53,875 53.9%
Sheriff
(D)
Health Services Assistant -
Emp 326 Department of Public Public Health $23,592 $12,711 53.9%
Health
P a g e 81
Schedule C
Pct of
Pay
Riverside County
Sheriff
Health System
Sheriff's Corrections Riverside County
Emp 329 $53,575 $28,834 53.8%
Assistant I Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Emp 332 $6,316 $3,389 53.7%
Health Center
Emp 333 $87,691 $46,955 53.5%
(OS) - 84 Sheriff
Department Of
II
Services
Riverside County
Sheriff
Senior Fire
Dispatcher
Riverside County
Sheriff
Riverside County
Sheriff
Senior District Attorney
Investigator B-III (OS)
Emp 340 $138,504 $73,450 53.0%
III B (OS) Sheriff
Fire Apparatus Fleet
Supervisor
Riverside County
Sheriff
P a g e 82
Schedule C
Pct of
Pay
Riverside County
Sheriff
Riverside County
Sheriff
Department Of
Social Services
Practitioner III
Services
Riverside County
Emp 346 Deputy Sheriff (OS) - 84 $91,444 $48,050 52.5%
Sheriff
Riverside County
Sheriff
Health System
Emp 349 Medical Assistant $24,326 $12,745 52.4%
Health System
Department Of
Social Services
Practitioner III
Services
Department Of
II
Services
Riverside County
Sheriff
Riverside County
Sheriff
Department Of
Social Services
Practitioner III
Services
Riverside County
Emp 355 Sheriff's Service Officer II $48,953 $25,320 51.7%
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Department Of
Social Services
Practitioner III
Services
P a g e 83
Schedule C
Pct of
Pay
Riverside County
Sheriff
Riverside County
Sheriff
Department Of
Social Services
Practitioner III
Services
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Supervising Animal Care
Emp 367 Animal Services $67,699 $34,682 51.2%
Technician
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Licensed Vocational Nurse
II
Emp 372 $92,700 $47,360 51.1%
(OS) -84 Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Sheriff's Investigator II A Riverside County
Emp 375 $116,619 $59,447 51.0%
(OS) Sheriff
Behavioral Health Riverside University
Emp 376 $6,968 $3,548 50.9%
Specialist II Health System
P a g e 84
Schedule C
Pct of
Pay
Emp 377 $81,915 $41,697 50.9%
(OS) Sheriff
Behavioral Health Riverside University
Emp 378 $41,070 $20,901 50.9%
Specialist I Health System
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Probation Corrections
Emp 382 Probation $64,123 $32,560 50.8%
Officer II
Riverside County
Emp 383 Deputy Sheriff $73,905 $37,516 50.8%
Sheriff
Department Of
Social Services
Practitioner III
Services
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
Emp 388 Radiologic Supervisor $110,719 $55,866 50.5%
Health System
Health System
Department Of
Social Services
Practitioner III
Services
Riverside County
Sheriff
Riverside County
Sheriff
Riverside County
Sheriff
P a g e 85
Schedule C
Pct of
Pay
Emp 394 $88,666 $44,461 50.1%
Riverside County
Emp 395 Correctional Corporal (OS) $96,645 $48,448 50.1%
Sheriff
Department Of
Social Services
Practitioner III
Services
Emp 397 $139,818 $69,892 50.0%
Riverside County
Sheriff
Admissions and Riverside University
Emp 399 $55,236 $27,555 49.9%
Collections Clerk Health System
Emp 400 $122,084 $60,876 49.9%
III B Sheriff
Riverside County
Sheriff
Department Of
Social Services
Practitioner III
Services
Emp 403 $147,874 $73,538 49.7%
Riverside County
Sheriff
Riverside County
Sheriff
County Services
Emp 406 Public Works Operator II $62,418 $30,992 49.7%
Areas
Emp 407 $81,891 $40,620 49.6%
(OS) Sheriff
*Employee names are not included in this table to maintain privacy.
P a g e 86

Riverside County Auditor-Controller Report On FY 2021/22 Overtime Spending

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Riverside County Auditor-Controller Report On FY 2021/22 Overtime Spending

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Fiscal Year 2021-22

Paul Angulo, CPA, MA “Creating Value and

Overtime Monitoring Report

Executive Summary ........................................................................................................... 3

A. Countywide Overtime by Department: Fiscal Year 2021-22..................................... 60

In 2013 the Riverside County Office of the Auditor-Controller (Auditor-Controller) initiated a

RIVERSIDE COUNTY SHERIFF’S DEPARTMENT

Sheriff Department 5-Year Actual Overtime Cost

Sheriff’s response to overtime inquiry:

Of course, some overtime is inevitable, necessary and non-reimbursable, in a complex, around-

What monitoring controls do you have to prevent the abuse of overtime?

RIVERSIDE UNIVERSITY HEALTH SYSTEM – MEDICAL CENTER

RUHS - Medical Center 5-Year Actual Overtime Cost

Table 2. RUHS-MC’s total overtime cost to total labor cost in dollars.

RUHS - Medical Center

RUHS-MC’s response to overtime inquiry:

Management continues to monitor hospital-wide overtime usage by department on a daily basis.

2. What monitoring controls do you have to prevent the abuse of overtime?

DEPARTMENT OF PUBLIC SOCIAL SERVICES

Department of Public Social Services

Table 3. DPSS’ total overtime cost to total labor cost in dollars.

Overtime % to Total Labor 1.8% 2.0% 2.1% 2.5% 3.0%

Department of Public Social Services

DPSS’s response to overtime inquiry:

Probation Department 5-Year Actual Overtime Cost

Table 4. Probation’s total overtime cost to total labor cost in dollars.

Overtime % to Total Labor 2.2% 2.8% 2.2% 3.6% 3.8%

Probation’s response to overtime inquiry:

Overtime Budget and Oversight

In summary, the Probation Department continues to be prudent in maximizing available staffing

RIVERSIDE COUNTY DISTRICT ATTORNEY

District Attorney 5-Year Actual Overtime Cost

Table 5. DA’s total overtime cost to total labor cost in dollars.

DA’s response to overtime inquiry:

Monitoring & Preventative Measures

RIVERSIDE COUNTY FIRE DEPARTMENT

Fire Department 5-Year Actual Overtime Cost

Table 6. Fire’s total overtime cost to total labor cost in dollars.

Overtime % to Total Labor 8.9% 8.8% 7.2% 9.4% 8.0%

Fire’s response to overtime inquiry:

The overtime in our Fleet, Facility Maintenance, Warehouse/Logistics, and Communications/IT

RIVERSIDE UNIVERSITY HEALTH SYSTEM – PUBLIC HEALTH

RUHS - Public Health 5-Year Actual Overtime Cost

Table 7. RUHS-PH’s total overtime cost to total labor cost in dollars.

Overtime % to Total Labor 0.2% 0.3% 2.0% 5.8% 2.7%

RUHS - Public Health

RUHS-PH’s response to overtime inquiry:

RIVERSIDE UNIVERSITY HEALTH SYSTEM – BEHAVIORAL HEALTH

RUHS - Behavioral Health 5-Year Actual Overtime Cost

Table 8. RUHS-BH’s total overtime cost to total labor cost in dollars.

RUHS-BH’s response to overtime inquiry:

RIVERSIDE COUNTY REGISTRAR OF VOTERS

Registrar of Voters 5-Year Actual Overtime Cost

Overtime % to Total Labor 10.2% 14.4% 10.7% 12.0% 9.0%

Registrar of Voter’s response to overtime inquiry:

Response was not provided by Registrar of Voters.

RIVERSIDE COUNTY DEPARTMENT OF CHILD SUPPORT SERVICES

Department of Child Support Services