Council OKs $71 million ERP contracts with Oracle and High Street to modernize finance, HR and procurement
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Summary
Broomfield council unanimously approved a five‑year agreement to implement an enterprise resource planning system using Oracle Cloud and High Street IT Solutions, authorizing implementation services and ongoing subscriptions to replace an 18‑year‑old system.
Broomfield City and County Council on Tuesday approved a suite of contracts to implement a new enterprise resource planning (ERP) system, selecting Oracle Cloud for software and High Street IT Solutions as the implementation partner.
Council approved Resolution 2025‑133, which authorizes a five‑year Oracle subscription and a master service agreement with High Street for implementation services and related work. The total implementation services contract discussed by staff was shown as $66,200,000 over five years and the Oracle public-sector subscription was presented as approximately $4,700,000 for core modules, analytics and training; staff described additional integration and cashiering statements of work to be added later.
The project replaces an aging set of spreadsheets and legacy software that staff said has been in use about 18 years. City staff and the Government Finance Officers Association (GFOA) described a multi‑year procurement and evaluation process that included 100+ staff participants, 14 cross‑functional “pit crews,” extended demonstrations by vendors, and a final recommendation for Oracle and High Street as best value. Staff said the implementation will proceed in three phases: budget module first, then core financials, and finally human resources and payroll modules. Additional integrations for cashiering and a Bridges integration platform were described as forthcoming statements of work.
Staff described governance and training plans to support the transition. GFOA consultant Mike Muha and Broomfield finance staff said deliverables in the statement of work require documentation of configurations, report requirements, data conversions and business processes so the city will retain a written record of decisions and setups made during implementation. Council members pressed staff on training, ongoing updates, funding and contingency plans. Deputy Director of Finance David Acevedo Yates and staff said the project will be paid from a multi‑year CIP allocation for the first three years and then O&M (license and maintenance) in later years; payments for implementation are milestone‑based and software subscriptions are paid quarterly in arrears.
Council members expressed strong support for the project while noting the work ahead. Council voted unanimously to approve the resolution and agreements.
Votes and next steps
Council moved to approve Resolution 2025‑133; Councilmember Ward moved the motion and Councilmember Wynne seconded. The vote was recorded as unanimous in favor. Staff said the city manager would retain delegated authority to approve change orders and additional statements of work up to appropriated amounts.
What this means for residents
Staff said the ERP will consolidate multiple revenue and payment systems, enable driver‑based budgeting and scenario modeling, and provide modern tools for transparency and reporting. Staff also said a separate cashiering/payment upgrade will provide a more consistent payment experience for residents across city services. Implementation and user training are expected to take place over roughly two years, with phased rollouts.
Who spoke
Presenters and staff: Nikki Macklin (Director of Human Services), Kateri Abeyta (Director of IT), Graham Clark (Director of Finance), Mike Muha (GFOA consultant), David Acevedo Yates (Deputy Director of Finance), City Manager Hoffman. Council participants who asked questions: Councilmember Leslie, Councilmember Wynne, Councilmember Delgadillo, Councilmember Lim, Councilmember Cohen.
Background and context
Staff said the RFP process produced eight responses and extensive demos, culminating in the selection of Oracle and High Street. The city highlighted the need to replace a system it described as difficult to support and dependent on many spreadsheets. Implementing a cloud ERP requires ongoing quarterly vendor updates; staff described establishing governance and a project management office to keep up with future releases and to avoid another multi‑decade technology gap.
Ending
Staff will return with contract documents, statements of work and budget appropriation requests as required by the city’s annual budget process. Council and staff emphasized training and documentation as priorities during rollout.
