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County staff propose chart-of-accounts change to enable finance modules; review of vehicle comp/collision coverage
Summary
Central services staff said they will bring a resolution to change the chart of accounts to allow Munis/HR and other modules; they also asked the board to consider dropping a $33,000 annual comp/collision policy for the white fleet because of low utilization.
Central services staff told commissioners on March 3 that Finance is preparing a resolution to modify the county’s chart of accounts so that additional software modules and HR integrations can be implemented.
Staff described the planned reorganization as a prerequisite to enabling modules for HR control, payroll/timekeeping (executime), open finance, utility billing and contract/grants management. The resolution will be presented to the board for formal action; staff said completing the chart-of-accounts changes would allow the county to activate modules that have been deferred.
Separately, staff reviewed an existing physical-damage (comp and collision) insurance extension for the county’s “white fleet” (telemetry/service vehicles). Current coverage costs about $40.12 per vehicle per month, approximately $33,000 annually, and carries a $5,000 deductible. Staff said the county’s self-insurance covers liability costs, and historical use of the comp/collision coverage has been rare (staff reported a single paid claim in 2020). Public Works staff estimated roughly 68 white-fleet vehicles countywide and said the average vehicle replacement value is roughly in the mid-$40,000 range after equipment updates.
Given the annual premium and the county’s ability to manage claims and collect from third parties when incidents are not the county’s fault, staff recommended evaluating whether continuing the comp/collision policy is cost-effective. Commissioners expressed support for exploring the option of not renewing the comp/collision policy and asked staff to return with a formal recommendation and risk analysis.
Central services also presented results of the 2024 employee engagement survey: participation fell by about 15% versus the prior year and job-satisfaction measures decreased by roughly 4 percentage points. Staff proposed an onboarding improvement project, supervisor/manager training and better use of the county’s NeoGov and learning modules to raise retention and consistency in performance reviews. Staff announced a county career fair at Public Works on March 13 to promote recruitment.
