Introduction

Police overtime fraud remains a significant issue in many agencies, often stemming from poor supervision and lax controls. This document explores the extent to which sworn officers might manipulate the system for financial gain, using a real-life example from a former police employer.

The Case-Study Employer

Within my former police employer, a middle manager managed to exploit the system for approximately $180,000 over a period of two years without performing the actual work. This instance highlights the importance of robust oversight and accountability within police agencies.

Hourly vs. Salaried Status

In the police department, all sworn officers, except the chief, were classified as hourly employees. Middle and top management, on the other hand, were salaried exempt employees. Their nominal workday ranged from 08:00 to 17:00 on weekdays, but their actual working hours were considerably fewer.

Manipulating Overtime Payments

Despite having a supposedly structured work schedule, these managers frequently deviated from their designated hours. For instance, a manager would arrive at work around 8:00 AM, leave to attend to personal matters, and then only return for a few hours of actual work. Moreover, they often put in for overtime without having performed significant duties during their regular shift.

The Most Creative Exploit

The most creative and lucrative exploit involved a middle manager who spent a considerable portion of his day at the gym. According to his contract, he was entitled to one hour of regular hourly pay for every four hours of on-call work outside of his assigned workday. His on-call periods could be as long as 14 hours, amounting to nearly $43 per hour in additional pay.

Misuse of On-Call Status

This manager queried for multiple on-call positions simultaneously, such as command officer, SWAT commander, and hostage negotiator. He often claimed these on-call payments even during his vacation or while being away from the country, which raises significant concerns about the accountability of supervising authorities.

Discovered and Retired

The fraud was eventually discovered, and the manager was persuaded to retire quietly. There was no public scandal developed, which would have drawn attention to the approving supervisor, a high-ranking command officer with considerable political influence and resistance to scrutiny.

The O. Henry Twist

A unique element to this story involved the top manager's personal life. He had used a substantial portion of the ill-gotten gains to purchase a lavish retirement home in Arizona. His spouse, also a recipient of preferential treatment within the department, was subsequently exposed with the activating officer, the same one signing the time cards, engaging in an affair. This revelation led to the top manager's divorce and the loss of his retirement home, along with a portion of his pension.

Lessons Learned

This case study underscores the need for stringent supervision and accountability within police agencies. Supervisors must be more proactive in identifying and addressing misconduct before it escalates into a full-blown scandal. Additionally, promoting from within should not be seen as a means of retiring without performing valuable work. Clear policies and robust oversight mechanisms are crucial to maintaining the integrity of police departments.

Ultimately, the example presented here serves as a cautionary tale of the potential financial gain and unethical behavior when supervision is inadequate.