Manual Scheduling Was Costing More Than Anyone Realized
When Sheriff Fredrick Stevens took office in January 2021, he inherited a workforce management system built entirely on paper — paper schedules, paper timesheets, paper leave slips, and a paper overtime board. For a 90-person agency spanning enforcement, corrections, and dispatch, the hidden costs were compounding daily.
"Payroll was due on Monday, and we were submitting it on Wednesday or Thursday — holding up the payroll processing for the other county agencies."
— Sheriff Fredrick Stevens
"Our overtime management is contractual and seniority-based, but it wasn't being tracked that way."
— Sheriff Fredrick Stevens
| Problem Area | Measured Impact |
|---|---|
| Payroll Processing | Submitted 2–3 days late every pay period, delaying payroll for all county agencies |
| Time Bank Accuracy | ~1,400 hours of discrepancies across ~80 employees at implementation |
| Payroll Workflow | 4–5 manual, error-prone steps per pay period; days/weeks tracking lost paperwork |
| Grievances Filed | ~6 per year due to OT distribution errors and scheduling disputes |
| OT Sign-Up Process | Required staff to physically come to the office on days off |
| Reporting & Analysis | Took days to weeks to produce any overtime or staffing report |
| Approval Bottleneck | Single supervisor in charge of all approvals; delays were routine |
InTime Implemented April 2021 — Across All Three Divisions
Sheriff Stevens had previously served as Chief of the Tiffin Police Department, where he witnessed InTime's impact firsthand. He brought that confidence to Seneca County, implementing InTime across enforcement, corrections, and dispatch within weeks of taking office.
The implementation wasn't a slow rollout. It was a full commitment — and the results were immediate and measurable.
A sheriff’s time is very limited, however, if I didn’t fully believe in this product and how it positively affects our agencies after having gone through two InTime implementations with two agencies and years of use, I would not have given you the time to share our story with your team.
Fredrick Stevens
Sheriff, Seneca County Sheriff’s Office
Before vs. After InTime
From payroll errors to grievance rates to reporting time — every metric moved in the right direction, and moved immediately.
| Metric | Before InTime | After InTime |
|---|---|---|
| Payroll Errors | Multiple per pay period | Zero |
| Payroll Submission | 2–3 days late | On time (Monday AM) |
| Time Bank Discrepancies | ~1,400 hrs across staff | Corrected & accurate |
| Grievances / Year | ~6 filed | ~1–2 filed |
| OT Sign-Up Process | In-person, on days off | Mobile, from anywhere |
| Payroll Workflow Steps | 4–5 manual steps | Streamlined, automated |
| Reporting Time | Days to weeks | Minutes |
| CBA / Rule Compliance | Manual, inconsistent | Automated, defensible |
| Employee Schedule Access | Call in or visit office | Instant, self-service |
What This Means for Decision-Makers
100% of Payroll Errors Eliminated
Recurring payroll errors created county-wide delays, employee frustration, and potential FLSA exposure. InTime removed the manual steps entirely — payroll now goes out on time, every Monday, without exception.
~70% Fewer Union Grievances
Grievances dropped from ~6 per year to ~1–2 — driven by automated, rule-based OT distribution that removes the perception of favoritism. CBA rules are built into the system, not left to manual interpretation.
1,400 Hours of Errors Corrected
Implementation uncovered 1,400 hours of time bank discrepancies that had accumulated undetected under the paper system. Those errors were corrected on day one — preventing future payouts or disputes built on bad data.
Industry context: The average cost to replace a single law enforcement officer ranges from $100,000 to $200,000 in recruiting, academy, and field training (National Policing Institute). Officer turnover nationally runs 10–14%, and scheduling dissatisfaction — fairness, visibility, forced OT — is a documented driver of attrition. Every grievance prevented and every scheduling frustration removed is a retention investment.
