Council hears proposal for citywide ERP system; administration seeks direction on funding and process

City staff presented a proposal on Oct. 6 to invest in an enterprise resource planning (ERP) system that would replace the city’s disparate accounting, payroll and personnel databases; the administration asked the council for direction on whether to pursue cash funding, low-interest financing, or a public, committee‑driven review.

Zach Jackson, the city chief financial officer, said the administration has identified a need to replace multiple legacy systems and improve data integrity and operational efficiency. Jackson described two broad funding approaches: a one-time implementation cost the administration estimated at up to $2 million, or procurement of licensing and implementation services that would raise annual ongoing costs in the range of roughly $250,000–$400,000 depending on modules selected.

“We desperately need an ERP system,” Jackson said in the meeting, noting that vendors’ pricing and scope vary. Jackson added the city would also need implementation support — consultants and a dedicated staff resource — to prepare data, document processes and help with vendor selection.

Council reaction was mixed. Several councilors asked for a public, transparent vetting process. Councilor Menard suggested issuing a competitive procurement for an implementation partner and holding a steering committee of stakeholders; others pushed for more public presentations before committing funds. Some councilors objected to the timing and to the request for up to $2 million at a time the administration is making other cuts and shifting one‑time funds to the budget.

Key financial figures discussed: an upfront implementation estimate up to $2 million (administration estimate), an annual licensing range the administration estimated at $250,000–$400,000 depending on modules, and a possible dedicated implementation staff position (roughly $80,000 plus benefits) that the administration said was already funded as a vacant IT position in the current budget.

Process questions and next steps: Jackson said the city could cash‑fund the purchase, finance it over a term to spread cost, or limit scope to reduce ongoing licensing. He proposed competitive procurement for an implementation partner and public steering‑committee meetings to review vendors and requirements. Several councilors requested a formal finance‑committee discussion and publicly noticed steering‑committee meetings before any appropriation. No appropriation or commitment was made Oct. 6.

Why it matters: An integrated ERP can reduce manual work, improve payroll and accounting accuracy, and replace aging, customized systems the city staff said are cumbersome to maintain. But the proposal carries substantial upfront and ongoing costs; councilors emphasized the need for transparency on scope, anticipated savings and how the system would be funded without eroding reserves or crowding out near‑term priorities.