CC 02-04-2025 Item No. 5. Enterprise Resource Planning (ERP) Replacement_Supplemental Report1
CITY COUNCIL STAFF REPORT
SUPPLEMENTAL
Meeting: February 4, 2025
Agenda Item #5
Subject
Tyler New World Enterprise Resource Planning (ERP) replacement
Recommended Action
A Adopt Resolution No. 2025-XXX approving Budget Modification No. 2425-380 increasing
appropriations in the amount of $3,744,526 in the General Fund Applications Budget unit (100-32-
308 750-237) for the Tyler New World Enterprise Resource Planning (ERP) replacement.
Background:
Q1: The staff report states "initial needs assessment .... determines that the appropriate
ERP solution falls wthin the Tier 1 or Tier 2 range. We are proceeding with the high-end
Tier 2 scenario...". Does this mean we are choosing "Tier 2"? There is no such thing as a
"hier-end Tier 2", right? (Chao)
The ERP assessment identified that Cupertino's needs align with a Tier 1 or Tier 2 system. We are
budgeting for a high-end Tier 2 scenario to ensure sufficient funding for the appropriate solution.
Q2: What's the cost difference between Tier 1, and Tier 2? (Chao)
Tier 1 $5,955,866 One-Time Costs and $1,161707 ongoing
Tier 2 $3,744.526 One-Time Costs and $667,058 ongoing
Q3: What's the functionality difference between Tier 1, and Tier 2? (Chao)
Tier 1 ERP vendors were originally designed for the private sector but have been adapted for
public sector use over time. These solutions offer robust functionality, greater scalability, and
extensive customization options but often come with higher costs, complex implementation
requirements, and a need for more dedicated staff resources. Common Tier 1 vendors include
Oracle, SAP, Workday, and Microsoft Dynamics.
Tier 2 ERP vendors, on the other hand, are purpose-built for public sector needs such as fund
accounting, budgeting, and grants management. They are typically more cost-effective, easier to
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implement, and require fewer IT and functional staff but offer less customization and scalability
compared to Tier 1. Common Tier 2 vendors include Tyler Technologies, OpenGov, and Harris.
Q4: What is the total cost of the entire system? Is that a one -time cost? Or is that the cost
to expand multiple years? (Chao)
The exact cost of the ERP will not be determined until the RFP process is completed and a vendor
is selected. Currently, we are using cost estimates from the Plante Moran needs assessment,
specifically the Tier 2 High Scenario, which estimates the one-time costs to be $3,744,526. This
includes:
• Vendor implementation costs
• Implementation project management costs
• Project contingency
• Salaries for two full-time employees for 18 months
After the system goes live, the ongoing annual costs are estimated at $667,058.
Q5: What other ERP systems have been evaluated? What's their cost for comparison?
(Chao)
The cost estimates are not derived from a single ERP system but are based on a sample of multiple
ERP solutions within the Tier 1 and Tier 2 categories available in the market. These estimates
also account for key factors involved in implementing a new ERP solution, including:
• Vendor implementation costs
• Implementation project management costs
• Project contingency
• Salaries for temporary staff needed to implement a new ERP
• Ongoing Subscription costs
Q6: Where can I find the cost break down of the total cost. (Chao)
See answer #4
Q7: (Question from Peggy) What were the ERP needs that were found to be needed?
(Chao)
The City's current Tyler New World ERP no longer meets operational needs, leading to
inefficiencies, high maintenance costs, and limited integration with modern technology. The
system relies on manual workarounds, frequent repairs, and third-party add-ons, which slow
workflows and increase expenses. Additionally, its lack of API support restricts automation and
seamless data exchange, creating data silos, inaccuracies, and delays in financial and payroll
management.
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Beyond inefficiencies, the outdated ERP lacks scalability, cloud access, and emerging technology
support, making it difficult to adopt AI, automation, and mobile-friendly tools. Low system
adoption and frustration further impact productivity. Municipalities that continue using legacy
systems risk falling behind industry standards, while a modern ERP would enhance security,
efficiency, and long-term adaptability to evolving business needs. Upgrading is a strategic
investment to improve operations and futureproof City services.
Q8: (Question from Peggy) By “sufficient savings” is the Staff referring to using a portion
of the $64.5M in 1-time funds that have not been allocated yet? (Chao)
Sufficient savings in this case references to the contract with Plante Moran for consulting services
for the needs assessment, RFP development and selection assistance, as well as project
management services during the project implementation of an Enterprise Resource Planning
software in January 2022. This contract and corresponding allocated funds were put on hold, but
the contract and encumbrance remained in place and w ere carried over as part of the year-end
process.
Q9: (Question from Peggy) If not, where are the “sufficient savings” coming from?
(Chao)
The funds are coming from a carryover encumbrance associated with this contract.
Attachments Provided with Original Staff Report:
A – Draft Resolution 2025-xxx