What Hamilton’s Cyber Incident Taught Us About Speeding Up IT Procurement

When the City of Hamilton was hit by a “cyber incident,” critical systems went down overnight. One of the most impacted was the city’s planning, permitting, licensing, and bylaw (PPLB) system. Staff had to pivot quickly, relying on paper files, Excel spreadsheets, and SharePoint just to keep essential services running.

For a city Hamilton’s size, with thousands of permits and applications active at any given time, this was more than an inconvenience. Staff capacity was stretched, data was harder to track, and residents, used to online services, were left waiting. It quickly became clear the city couldn’t afford the usual six- to eight-month procurement timeline for a new system. Something had to move faster.

That’s where Perry Group came in. Working with Hamilton, we helped design and lead an accelerated procurement that wrapped up in just three months. The key was leaning on pre-built business requirements we’d already developed through work with other municipalities. Instead of starting from scratch, Hamilton’s team could focus on reviewing and adjusting what was already there. This shaved months off the process and eased the load on staff who were already working overtime to manage the crisis.

Governance was another big factor in keeping things moving. A steering committee of director-level leaders provided oversight, while departmental staff were empowered to make day-to-day decisions. This structure meant fewer bottlenecks and steady momentum—even when the project sponsor was reassigned midstream. By giving staff the authority to act, Hamilton avoided delays that could have carried real consequences for both staff and residents.

The city also made a pragmatic choice: deploy the new system “out of the box.” Instead of customizing the software up front, Hamilton adapted its workflows to the solution in phase one, leaving refinements and enhancements for later. It wasn’t about cutting corners, it was about getting essential services back online as quickly as possible. That decision paid off, restoring stability without losing sight of long-term improvements.

There are some clear lessons here for other municipalities. First, procurement doesn’t always need to be slow and rigid. With pre-built requirements, you can move much faster and save staff from the stress of creating everything from zero. Second, governance can be a tool for agility rather than a bureaucratic hurdle, if structured right. Third, sometimes “out of the box” is the best option when the priority is restoring service, not building the perfect solution.

Hamilton’s story also highlights the importance of balancing speed with accountability. The city managed to keep oversight strong while moving at a pace that would normally seem impossible for a project of this scale. That balance is what allowed them to respond effectively during a difficult moment.

Today, Hamilton’s new PPLB system is being rolled out. Success will be measured by how efficiently it runs, how easily staff adopt it, and how quickly residents can get back to the online services they expect. Phase two refinements are already planned, ensuring the system will continue to evolve with the city’s needs.

For other municipalities, the takeaway is simple: even a disruption as serious as a cyber incident can be turned into an opportunity for modernization. With the right governance, the right strategy, and the right partner, speed and resilience can go hand in hand.