DPSS Executive Progress Report TO COMPRESS

F I N A N C E & F O R E C A S T I N G

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We are enhancing our stewardship of public funds through e ffi cient and e ff ective management practices that ensure the delivery of vital resources to families and individuals in need. MONICA BENTLEY Assistant Director, Finance & Forecasting Division

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2020 HIGHLIGHTS 1 2

STRONG AND VALUED FINANCIAL LEADERSHIP We maintain a strong relationship with the California Welfare Directors Association (CWDA), serving in a leadership role in the CWDA Finance Committee. We provide guidance and feedback for changes and implementation of programs and their financial impacts, and o ff ering training and technical support to other counties.

FISCALLY CONSERVATIVE We continued our conservative approach to spending and fiscal responsibility by spending 92% of the approved budget for FY 19/20.

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MANAGING BUDGETS The DPSS budget is in excess of $1 billion. Amidst a global pandemic and budget uncertainties, we instituted several measures to provide agile management of financial resources.

CLOSE MONITORING OF PAYMENT & REVENUE CHECKS & BALANCES Part of maintaining our financial strength is to prioritize the use of one-time funding, limit spending discretion, partner with other programs and agencies to leverage funding resources and conduct continuous budgetary analysis. MODERNIZATION PROCESS We shifted from a paper timesheet to an electronic timekeeping system for the department’s 4,300 employees. The transfer to digital timekeeping eliminated the need to manually enter more than 4,000 timesheets every two weeks. It also eliminated the need to manually key 13,200 entries for quarterly time studies. Electronic timekeeping has heightened e ffi ciency and timely reporting to assist in agile executive decision making. The move also supports the department’s long-term telework model.

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RIVERSIDE COUNTY DEPARTMENT OF PUBLIC SOCIAL SERVICES