Commissioners approve ERP change‑management change order after divided debate; vote 2‑1

The Walla Walla County Board of County Commissioners voted 2‑1 to authorize the chair to sign Change Order No. 1 for ERP software implementation project‑management oversight and change‑management services.

Chad (county project staff) told the board the work would provide focused change management over an 18‑month rollout and emphasized the need for a single, consistent message to county employees as the county implements a new Workday‑based enterprise resource planning system. He said the consultant under the change order is Prosci‑certified and that the shape of the work includes training and messaging to county staff and leaders. “Cherish is Prosci certified,” Chad said.

Cost, contingency and staffing dominated the commissioners’ questions. Chad told the board that the consultant option proposed was cheaper than an alternative through Cognizant, which he said would have cost roughly $500,000; the scaled‑down option under consideration was substantially less. Chad described the current request as approximately $168,000 and said the work would be delivered over the implementation period. He also said the implementation team is short on time and staff capacity and that the outside consultant would provide consistent messaging and process documentation the county lacks in‑house.

Commissioner John Fullmer and Commissioner Kimball supported the change order, stressing the project’s importance. Commissioner Clayton urged caution, calling the cost “a hard pill to swallow” and expressing concern about consuming a large share of the project contingency early in the rollout; she voted against the measure.

Board discussion and outcome

- Scope: The change order covers project oversight and change management, including process mapping, documentation and communications to staff across county departments.

- Duration and hours: Chad explained the work is planned over 18 months; commissioners pressed whether there would be a dedicated number of consultant hours per month and whether county staff could perform parts of the work. Chad said the county lacks a certified change manager on staff and that the consultant’s steady, unified message and process mapping were important to success. When asked whether not having the consultant for the requested 40 hours per month would jeopardize the project, Chad said it would “certainly impede its progress.”

- Budget and contingency: Staff said a 20% contingency was included in the overall ERP budget and that this change order would consume a “fair amount” of that contingency. Commissioners asked about other likely costs as the project moves into payroll and HR integrations; staff warned that additional implementation costs (for example, changes to payroll frequency and possible staffing impacts in the auditor or treasurer offices) could arise as the project proceeds.

- Alternatives considered: Chad said the county explored using internal staff but did not have a certified change manager. He also said a larger vendor quote had been reduced and a smaller, local consulting option was selected to save money while retaining experienced change‑management expertise.

Vote: Commissioner Kimball moved to approve the change order; Commissioner Clayton seconded. The board approved the motion 2‑1, with Commissioner Clayton recorded as opposed.

What this means: County staff will move forward with the consultant engagements and the change‑management plan presented. Commissioners and staff said they want regular updates on contingency use and any additional staffing needs that arise during later project phases, particularly as the work touches payroll and human‑capital management systems.

Ending: The board approved the change order and directed staff to report back on implementation milestones, contingency use and potential staffing impacts as the ERP rollout progresses.