CC 02-19-2025 Item No. 10 Tyler New World ERP replacement_Supplemental ReportCC 02-19-2025
Item No. 10
Tyler New World ERP
replacement
Supplemental Report #4
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CITY COUNCIL STAFF REPORT
SUPPLEMENTAL 3
Meeting: February 19, 2025
Agenda Item #10
Subject
Tyler New World Enterprise Resource Planning (ERP) replacement
Recommended Action
Adopt Resolution No. 25-XXX approving Budget Modification No. 25-380 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: Is Tyler ERP really a “lower Tier 2” option? (Chao)
Tyler New World is a lower Tier 2 ERP solution. Tyler Technologies offers several ERP solutions,
each designed for different public sector needs. Tyler Enterprise ERP might be a good fit for Cupertino
we won’t know until we go through the selection process.
We are not writing off any systems that are in the Tier 2 range. Going with Tier 2 high end scenario
pricing allows us to evaluate vendors in this entire tier.
Q2: How much has the city worked with its existing ERP, Tyler, to solve its problems and
improve upon the solution it has? Tyler is a leading public sector ERP. Can we negotiate our
existing contract to obtain the features that are needed? (Chao)
The Tyler New World product currently used by Cupertino is not considered a leading public sector
ERP. While Tyler Technologies offers several ERP solutions, New World lacks critical functionality
and has significant limitations that do not align with the City’s operational needs.
Over the years, Cupertino has worked within the constraints of the system, but key deficiencies remain
unresolved, and there are no indications from the vendor that these shortcomings will be addressed in
future updates. Additionally, attempting to negotiate enhancements or add features has not been a
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viable option, as the product's roadmap does not prioritize the required improvements.
Rather than continuing to invest in a system that does not meet the City's long-term needs, it is more
strategic to explore a scalable, modern ERP solution that can support Cupertino’s operations
effectively now and into the future.
Q3: If all of the options we are evaluating are “tier 2”, what precisely are the benefits to
changing softwares? By switching, do we risk spending millions on other technologies
without significantly improved outcomes? (Chao)
The reasons for replacing our current ERP are in the staff report. We are asking Council to approve
the ERP Replacement project. Once we receive approval we will evaluate all of the ERP solutions that
respond to Cupertino’s RFP.
Q4: Can we spend a smaller amount to fix the security issues with Tyler? We owe it to
ourselves to explore the options here. (Chao)
See answer #2
Q5: Cupertino only has ~100 employees. Is it really worth spending millions on a combined
HR-Finance solution? (Chao)
Cupertino has over 250 full- and part-time employees. A larger workforce as well as revenue
transactions from our land-based permitting system and Park and Recreation system increases the
complexity of HR and Finance operations, making a robust and integrated system a preferred solution.
Q6: Are there options for technologies that perform each function well separately and
integrate with one another, rather than both functions together but mediocrely/expensively?
(Chao)
While there are technologies that specialize in individual functions and can be integrated, this
approach comes with significant challenges. Cupertino currently operates with multiple standalone
systems that handle various ERP-related functions but do not seamlessly communicate with one
another. As a result, staff must rely on manual processes to transfer data between systems, which is
time-consuming, inefficient, and prone to errors.
Additionally, integrating multiple separate systems requires ongoing maintenance, custom
development, and costly middleware solutions to ensure data consistency—often making it just as
expensive, if not more so, than implementing a fully integrated ERP. Each system may also have its
own updates, support contracts, and compatibility issues, adding further complexity and long-term
costs.
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A modern, integrated ERP system eliminates these inefficiencies by centralizing data, improving
automation, and streamlining operations. It reduces the risks associated with fragmented systems
while ensuring scalability, accuracy, and long-term cost-effectiveness.
Q7: Most smaller companies use a tech stack of integrated tools. Attempting to find a tool
that does everything at once is unrealistic, and leaves little flexibility for future customization
as needs change. (Chao)
Cupertino is not a small company; it is a government organization with unique compliance,
budgeting, transaction, and reporting requirements that differ significantly from private-sector
businesses.
Q8: If implementation takes 5+ years, do we risk the technology being outdated by the time it
is implemented? (Chao)
The ERP implementation is expected to take 2-3 years, ensuring a timely transition while allowing for
proper system configuration, data migration, and staff training. The goal is to select a scalable system
that evolves with technological advancements, minimizing the risk of obsolescence.
Q9: What options exist for improving upon what we already have, which would be faster
and more efficient? (Chao)
See answer to Q4.
Q10: Thank you for comparing with a few other cities. But the cities in the comparison table,
Mountain View, Palo Alto, Santa Clara, Milpitas and Los Gatos are all full service cities. They
all have their own police departments. Some have their own fire departments. Some even
manage their own water system. Thus, I wonder whether they are comparable
comparison? (Chao)
Pricing varies widely from city to city due to numerous factors, making direct comparisons
challenging. We are seeking approval to proceed with the ERP replacement project, with the high Tier
2 scenario pricing providing the necessary flexibility to identify a system that aligns with Cupertino’s
specific needs, as outlined in the ERP needs assessment conducted under your direction. While we
anticipate finding a solution below this price point, our priority as staff is to select the best-fit system
at the most cost-effective price.
Q11: Could you include the number of employees? (Chao)
That information is not readily available. The comparison illustration demonstrated the wide variation
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in ERP costs across different cities. However, once we examine the details, the differences in systems,
requirements, and implementation factors make direct comparisons impractical.
Q12: The cost for the higher end Tier 2 is three times of the cost of the lower end Tier 2. From
the answer give in Supplemental Report, the lower end Tier 2 would have similar
functionality of the current system, what justifies spending three times the cost for a higher
end system? (Chao)
Higher-tier solutions offer greater automation, enhanced functionality, and increased process
efficiencies by consolidating multiple functions into a single system, reducing reliance on standalone
applications and lowering integration costs. For example, if the system includes a contract
management module, we could leverage its built-in integration capabilities and eliminate the need for
a separate contract management solution, ultimately offsetting costs in the long run. Without the
opportunity to evaluate these features, we may overlook systems that are both more effective and cost-
efficient over time.
Additionally, mature ERP solutions have a larger customer base, meaning they have undergone
extensive real-world testing and have been successfully implemented in public sector environments
with similar needs.
Opting for a lower-tier system could also result in unanticipated costs which may not beknown at this
time, such as purchasing additional software to fill functionality gaps, higher integration expenses,
and increased staff resources needed for implementation tasks like data conversion, training, and
customization. Investing in a comprehensive and scalable ERP will ensure Cupertino adopts a future-
ready solution that meets its long-term operational and financial goals.
Q13: Can we go for a lower end Tier 2 now and then selectively upgrade later as needed?
Software systems should be configurable to add extensions later. (Chao)
While it may seem like a viable approach to start with a lower-end Tier 2 system and upgrade later,
this strategy comes with significant risks and hidden costs. Many ERP systems, particularly those at
the lower end of Tier 2, may not offer the scalability, flexibility, or seamless integration required for
future upgrades. Adding new modules or extending functionality later can be more complex, costly,
and time-consuming than implementing a comprehensive solution from the start.
Additionally, integrating new features into an existing system often requires custom development,
costly third-party add-ons, and increased staff resources for implementation, training, and data
migration. This can lead to fragmented systems, inefficiencies, and ongoing integration challenges.
A more strategic approach is to invest in a scalable and adaptable ERP from the beginning, ensuring
the system can grow with Cupertino’s needs while minimizing future disruptions, integration costs,
and potential rework. By selecting the right system now, we can avoid technical limitations and
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ensure a smoother, more cost-effective long-term solution that meets both current and future
operational demands.
Attachments Provided with Original Staff Report:
A – Draft Resolution 2025-xxx
Additional Attachments Provided with Supplemental 1:
B - ERP Needs Assessment