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Technology advisory board chair: town moving ahead with Pilot Technologies ERP rollout
Summary
At the May 28 meeting Chair Michael Matias said the town has executed a contract with Pilot Technologies to implement an integrated ERP across finance, HR and utility systems over a three-year phased rollout; members discussed contract structure, fiscal-year constraints for tax-billing switchover, governance and monitoring to limit scope creep.
The Technology Advisory Board met May 28 and reviewed the town's recently executed contract with Pilot Technologies to implement a consolidated enterprise resource planning system across finance, tax and HR functions. Chair Michael Matias opened the meeting and described a phased, three-year rollout that will integrate tax billing, utility billing, cashiering, general ledger, accounts payable and receivable, payroll/HR and procurement into a single package.
Board participants said the vendor has begun onboarding and provided a separate cloud-hosted instance for the town's implementation; the instance currently contains an empty test environment awaiting configuration and data migration. Members stressed that the implementation team is conducting a series of workshops with HR, accounts payable, procurement and other user groups to map existing workflows, identify "shadow" processes and translate local needs into the vendor's configuration.
The group discussed contracting terms and scheduling constraints. According to participants, the implementation pricing includes a fixed-price component with a not-to-exceed (NTE) amount for implementation and ongoing licensing fees for the contract term; participants said the agreement also includes an index adjustment after five years. Members warned that many projects realize a large share of costs during design and testing and urged governance measures to track billable hours and flag design choices that materially increase cost before those choices are finalized.
Members noted a statutory and operational constraint for tax-billing systems: tax billing is tied to the fiscal year cycle, so the town must time any switchover to avoid changing tax-billing systems in the middle of an assessment period. The board discussed a steering committee and governance cadence: weekly project team meetings during heavy implementation periods, and monthly or biweekly steering meetings to escalate issues; participants said the steering committee includes Dave, Cecilia and the project manager, with Josh serving as an ad hoc member to manage the steering committee.
Next steps recorded in the meeting: continue the workshops and design exercises, ask the vendor for clearer monthly or milestone status reporting that ties design decisions to budget impact, and hold regular steering meetings to monitor progress. The board scheduled a follow-up discussion at the June reorganization meeting. No final procurement votes or changes to the contract were recorded at this meeting.
