Attachment 1 IT Strategic Plan 2025 — Thousand Oaks City Council, January 28, 2025

vvvvvvvv
Information Technology
Strategic Plan
Better Systems
Better Data
Better Service
Year 0 FY 2024-25
To
Year 5 FY 2029-30
ATTACHMENT #1
Table Of Contents
City of Thousand Oaks Mission Statement �� 1 Information Technology Strategic Plan Vision �� 1 Executive Summary �� 2 Introduction �� 5 City Council’s Citywide Goals �� 6 Staff Survey Summary �� 8 Current State �� 10 IT Operations Reimagined �� 12 Strategic Goals �� 13 Overview of Initiatives �� 16 Initiative Roadmap �� 17

1. Innovative and Adaptable Technology Investments ........................................................................................................................................................................................ 20

1.1 Infrastructure ................................................................................................................................................................................................................................................ 20

1.1.A Routing Infrastructure ......................................................................................................................................................................................................................... 20

1.1.B Voice over Internet Protocol (VoIP) Phone System ............................................................................................................................................................................ 21

1.2 Data Infrastructure Optimization .................................................................................................................................................................................................................. 22

1.2.A SQL Database Consolidation ............................................................................................................................................................................................................. 22

1.2.B DB2 Database Migration .................................................................................................................................................................................................................... 23

1.3 Systems and Software .................................................................................................................................................................................................................................... 24

1.3.A Artificial Intelligence (AI) Policy & Implementation ............................................................................................................................................................................. 24

1.3.B ArcGIS Enterprise Upgrade and Migration ......................................................................................................................................................................................... 25

1.3.C Budget Management Software ........................................................................................................................................................................................................... 26

1.3.D Water Utility Network .......................................................................................................................................................................................................................... 27

1.3.E Project Management System ............................................................................................................................................................................................................. 28

1.3.F Enterprise Resource Planning Part I - Scoping Project ...................................................................................................................................................................... 29

1.3.G Enterprise Resource Planning Part II - RFP and Implementation ...................................................................................................................................................... 30

1.3.H Public Records Act (PRA) System ..................................................................................................................................................................................................... 31

1.3.I Utility Billing Software .......................................................................................................................................................................................................................... 32

1.3.J Computerized Maintenance Management System (CMMS) ............................................................................................................................................................... 33

1.3.K Customer Resource Management System (CRMS) .......................................................................................................................................................................... 34

2. User Experience and Customer Service ........................................................................................................................................................................................................... 35

2.1 Internal Users .................................................................................................................................................................................................................................................. 35

2.1.A Mobile Workforce ............................................................................................................................................................................................................................... 35

2.1.B End User Training ................................................................................................................................................................................................................................ 36

2.2 External Users ................................................................................................................................................................................................................................................ 37

2.2.A Website Redesign ............................................................................................................................................................................................................................... 37

2.2.B Library Public Computer Infrastructure Replacement ......................................................................................................................................................................... 38

3. Data Accessibility and Decision-Making ............................................................................................................................................................................................................ 39

3.1 Data Management .......................................................................................................................................................................................................................................... 39

3.1.A Data Management Plan ....................................................................................................................................................................................................................... 39

3.1.B Enterprise Content Management (ECM) ............................................................................................................................................................................................. 40

3.2 Perofrmance and Data Analytics ..................................................................................................................................................................................................................... 41

3.2.A Performance Measures ....................................................................................................................................................................................................................... 41

3.2.B Data Analytics ..................................................................................................................................................................................................................................... 42

4. Business Process Support ................................................................................................................................................................................................................................... 43

4.1 Documentation and IT Staff Development ...................................................................................................................................................................................................... 43

4.1.A Inventory of Citywide Software and Systems ...................................................................................................................................................................................... 43

4.1.B Project Management Training ............................................................................................................................................................................................................. 44

4.1.C Standardized Requirements Documentation ..................................................................................................................................................................................... 45

4.2 Process Modernization and Optimization ....................................................................................................................................................................................................... 46

4.2.A EnerGov Enterprise Permitting & Licensing (EPL) 2.0 ........................................................................................................................................................................ 46

4.2.B Business Process Improvement (BPI) ................................................................................................................................................................................................. 47

4.2.C Business Process Automation (BPA) .................................................................................................................................................................................................. 48

5. IT Governance, Cybersecurity, and Continuity ............................................................................................................................................................................................... 49

5.1 IT Governance ............................................................................................................................................................................................................................................... 49

5.1.A IT Governance Committees ................................................................................................................................................................................................................ 49

5.1.B Change Management Plan .................................................................................................................................................................................................................. 50

5.1.C Enterprise Architecture ........................................................................................................................................................................................................................ 51

5.2 Cybersecurity .................................................................................................................................................................................................................................................. 52

5.2.A M365 Defender 5 ................................................................................................................................................................................................................................. 52

5.3 Continuity ........................................................................................................................................................................................................................................................ 53

5.3.A Business Continuity and Disaster Recovery ....................................................................................................................................................................................... 53 Acknowledgements �� 54

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Information Technology Strategic Plan Vision
boldy embrace innovation, fostering a nimble culture with the courage to boldy embrace innovation, fostering a nimble culture with the courage to explore new ideas and solutions.explore new ideas and solutions. deliver modern, efficient, and customer-centric services through technology deliver modern, efficient, and customer-centric services through technology that prioritizes integration between City systems.that prioritizes integration between City systems. promote data accessibility for effective and collaborative decision-making.promote data accessibility for effective and collaborative decision-making.

Leverage transformative technology
to enhance the quality of life for all residents,
fostering a connected, inclusive, and sustainable
community and workplace.

TO
Extraordinary service to the citizens we serve is our purpose.

We Strive:

TO
TO
City of Thousand Oaks Mission Statement
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Executive Summary
The City of Thousand Oaks Information Technology Strategic Plan (ITSP) provides a forward-looking roadmap to transform the City’s technology environment over the next five years. Developed through extensive staff surveys, leader- ship discussions, consultant analysis, and collaborative workshops, the ITSP addresses critical areas where innovation, efficiency, and data-driven decision-making can elevate City services.

Vision for Technology
The ITSP establishes a clear vision for the City’s technological future—one that prioritizes innovation, adaptability, and performance. This vision was crafted through a collaborative process, engaging City employees throughout the organi- zation to identify shared priorities, values, and aspirations for the role of technology in the City’s future.

The ITSP vision statement will serve as a guide as the City navigates its comprehensive set of initiatives. It provides a framework for decision-making, ensuring that every investment, system upgrade, and technological innovation aligns with the City’s long-term goals of delivering extraordinary service, fostering data-driven decisions, and supporting a nimble organization.

By grounding the ITSP in this unified vision, the City ensures that each initiative—from modernizing infrastructure and improving data accessibility to enhancing user experiences—contributes to a more connected, agile, and resilient or - ganization. This vision will guide the City as it traverses the ITSP roadmap, ensuring technology remains a catalyst for positive change and a foundational tool for achieving the City’s mission of extraordinary service to the community.

Reimagined IT Operations
To effectively support the City’s vision for technology, Information Technology (IT) Operations are recommended to be transformed from the current IT Division within the Finance Department into a standalone I nformation Technology Department. This reimagined structure will position technology as a proactive partner for innovation, efficiency, and transparency throughout the organization. It represents a significant shift from maintaining systems to leading citywide innovation efforts—supporting staff, enhancing public services, utilizing data for decision-making, and driving process improvements that align with the City’s broader strategic priorities.

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Executive Summary
Strategic Goals
The ITSP identifies five strategic goals to guide the City’s investments and initiatives:

1. Innovative and Adaptable Technology Investments1. Innovative and Adaptable Technology Investments The City will invest in iThe City will invest in i nnovative and adaptablennovative and adaptable technologiestechnologies to build a flexible, integrated IT infrastructure that to build a flexible, integrated IT infrastructure that evolves with changing demands, fosters departmental collaboration, and streamlines operations.evolves with changing demands, fosters departmental collaboration, and streamlines operations.

2. User Experience and Customer Service2. User Experience and Customer Service The City will enhance user experience by improving technology and support for The City will enhance user experience by improving technology and support for internal usersinternal users through modern through modern tools, training, and a flexible work environment, while ensuring tools, training, and a flexible work environment, while ensuring external usersexternal users have better accessibility, functionality, have better accessibility, functionality, and satisfaction when engaging with City services.and satisfaction when engaging with City services.

3. Data Accessibility for Decision-Making3. Data Accessibility for Decision-Making The City will establish a strong The City will establish a strong data management foundationdata management foundation and advance and advance data analyticsdata analytics to ensure accurate, re- to ensure accurate, re- al-time information is accessible to staff and the public, driving transparency and informed decision-making.al-time information is accessible to staff and the public, driving transparency and informed decision-making.

4. Business Process Support and Training4. Business Process Support and Training The City will The City will modernize business processesmodernize business processes by enhancing workflows, optimizing systems, and providing staff with by enhancing workflows, optimizing systems, and providing staff with training and tools to excel. Through process automation, documentation, and alignment with best practices, the City training and tools to excel. Through process automation, documentation, and alignment with best practices, the City will streamline operations, reduce manual tasks, and foster a culture of continuous improvement and efficiency.will streamline operations, reduce manual tasks, and foster a culture of continuous improvement and efficiency.

5. IT Governance, Cybersecurity, and Continuity5. IT Governance, Cybersecurity, and Continuity The City will prioritize The City will prioritize IT governance, cybersecurity, and continuity planningIT governance, cybersecurity, and continuity planning to safeguard digital infrastructure, to safeguard digital infrastructure, mitigate risks, and ensure critical operations remain resilient during disruptions. By aligning technology initiatives mitigate risks, and ensure critical operations remain resilient during disruptions. By aligning technology initiatives with broader objectives, this goal strengthens security, efficiency, and accountability across the City’s technology with broader objectives, this goal strengthens security, efficiency, and accountability across the City’s technology operations.operations.

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Executive Summary
The City stands at the threshold of a transformative era, where technology becomes the foundation for innovation, effi -The City stands at the threshold of a transformative era, where technology becomes the foundation for innovation, effi - ciency, and exceptional service. This ciency, and exceptional service. This ITSPITSP is more than a roadmap — it is a commitment to empowering staff, enhancing is more than a roadmap — it is a commitment to empowering staff, enhancing community connections, and building a future where data drives decisions and systems work seamlessly. community connections, and building a future where data drives decisions and systems work seamlessly.

By investing in adaptable technologies, modernizing processes, and safeguarding the digital infrastructure, the City is By investing in adaptable technologies, modernizing processes, and safeguarding the digital infrastructure, the City is laying the groundwork for a more connected, responsive, and forward-thinking organization. Most importantly, this plan laying the groundwork for a more connected, responsive, and forward-thinking organization. Most importantly, this plan inspires employees to embrace change, foster creativity, and lead innovation that drives meaningful progress. inspires employees to embrace change, foster creativity, and lead innovation that drives meaningful progress.

With this plan, Thousand Oaks will not only meet today’s challenges but will also embrace tomorrow’s opportunities, With this plan, Thousand Oaks will not only meet today’s challenges but will also embrace tomorrow’s opportunities, delivering extraordinary services that enrich the lives of all residents and ensure a thriving, sustainable community for delivering extraordinary services that enrich the lives of all residents and ensure a thriving, sustainable community for generations to come.generations to come.

Introduction
In today’s rapidly evolving digital landscape, government agencies must embrace innovative technology solutions to deliver services efficiently and effectively. The City of Thousand Oaks recognizes the critical role that technology plays in enhancing public services, fostering transparency, and supporting the dynamic needs of the community. With the in- creasing demand for smarter, more connected services, it is essential for the City to strategically update, expand, and align its technology investments, data assets, and business support services.

This Information Technology Strategic Plan (ITSP) outlines a vision, strategic goals, and comprehensive initiatives over the next five years to modernize internal technology systems, build a robust data management program, embrace emerging technologies, and provide additional business support throughout the City’s operations. Although the current organizational structure of an IT Division within the Finance Department has served the City well over the years, in order to advance the City to the next level of innovative technology efforts, the ITSP proposes the creation of a standalone IT Department. The new department will enable a heightened strategic focus on the deployment of technology and in - novation efforts throughout the organization. The IT Department will focus on advancing technology, enhancing data accessibility and analytics, training staff, and optimizing processes to improve City services.

Building upon the work already completed and the initiatives currently in progress, this ITSP creates a comprehensive plan for the City’s next technological evolution. The ITSP was developed in alignment with the City’s Mission and City Council’s Citywide Goals and Priorities. This ensures that the proposed initiatives will provide a solid technological foun- dation to support expanded and enhanced operations in the future. This ITSP provides a clear path forward, enhancing the City’s ability to evolve and deliver extraordinary services to the Thousand Oaks community.

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Innovative & Adaptable
User Experience &
Technology
Investm
ents
Customer Service
Data Accessibility &
Decision-making Business Process
Improvement
IT Governance,
Cybersecurity, &
Continuity
A. Create a more equitable, accessible, safe, welcoming, and inclusive gov - ernment and community regardless of race, color, ethnicity, religion, sex, physical or mental ability, sexual orientation, gender identity and expression, age, language, education, and/or socio-economic status.

B. Provide municipal government leadership which is open and responsive to residents, and is characterized by ethical behavior, stability, promoting public trust, transparency, con- fidence in the future, and cooperative interaction among civic leaders, residents, business representatives, and staff, while recognizing and respecting legitimate differences of opinion on critical issues facing the City.

C. Operate City government in a fis-
cally and managerially responsible and
prudent manner to ensure that the City of
Thousand Oaks remains one of Califor -
nia’s most desirable places to live, work,
visit, recreate, and raise a family.

D. Maintain strong commitment to public
safety (including Police, Fire, Emergency Med -
ical Services, and Emergency Management) to
ensure City remains one of the safest Cities in the
United States with a population over 100,000.

E. Complete ring of open space
around the City; Protect and preserve
ridgelines, natural habitat, and desig -
nated open space areas.

F. Provide and enhance essential infrastructure
to ensure that the goals and policies of the Thou -
sand Oaks General Plan are carried out and the
City retains its role and reputation as a leader in
protecting the environment and preserving limited
natural resources.

G. Continue City’s commitment
to community and cultural programs
and services (such as Performing Arts/
Theatres, Libraries, TOTV, Visual Arts,
Youth and Senior Programs).

H. Participate in public-private and multi-juris-
dictional opportunities to ensure residents have
access to high levels of parks, recreation, edu -
cation, and leisure programs and services.

I. Maintain a strong local employment base geared
toward retaining high quality businesses; Sustain a
healthy business community; and, Diversify the local
economy, with a specific emphasis on small business-
es and high technology/biomedical jobs.

J. Implement high quality revitalization projects with- in Thousand Oaks Boulevard and Newbury Road
Areas; Develop a pedestrian-oriented, viable, and
self-sustaining “Downtown;” and, continue to support
production of long-term affordable housing.

K. Prepare for transition of City
workforce by ensuring that sufficient
succession planning takes place to
develop an employment base which
is reflective of the community’s de -
mographics.

City Council’s
Citywide Goals
The ITSP serves as a
critical foundation for achieving City
Council’s Citywide Goals by aligning innovative
technology solutions with the City’s priorities. By focus - ing on improving operational efficiency, enhancing data ac - cessibility, and supporting informed decision-making, the ITSP ensures that technology investments and services are adaptable, secure, and responsive to the needs of both residents and City staff.

This alignment strengthens the City’s ability to deliver exceptional public services and advance its long-term vision for the community.

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IT STRATEGIC PLAN PROCESS
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INDEPENDENT VISIONING

CONSULTANT

EMPLOYEE

SURVEYS
REVIEW

DISCUSSIONS

PROCESS

BUSINESS

WORKSHOPS
As part of the ITSP development, two
staff surveys were conducted to gather
valuable insights and ensure alignment
with organizational needs.

The first survey focused on assessing the
condition and performance of existing sys -
tems and the IT Division’s ability to support
them. It also collected input on technology
needs, including areas requiring improvement,
and the potential of new technologies to enhance
staff and community services.

Building on the findings of the initial survey, the sec - ond survey explored staff perceptions of data accessibil- ity and opportunities for innovation. It examined the City’s leadership in technology adoption, data integration, and acces - sibility, while also gathering feedback on Artificial Intelligence (AI) tools and staff training preferences. Open-ended questions provided employees an op - portunity to suggest best practices, identify efficiency improvements, and share their vision for IT’s future.

The collaborative input from both surveys was instrumental in shaping a responsive and forward-thinking ITSP.

The City engaged with ThirdWave Corporation (ThirdWave), an independent con - sulting firm, to perform a comprehensive review of the City’s technology environ - ment, operational requirements, and service delivery capabilities. This assessment focused on addressing the unique technology demands of the City’s business func- tions to serve the community.

ThirdWave’s review was a collaborative effort involving input from City staff at all levels. Utilizing a combination of data analysis, IT staff focus groups, leadership interviews, staff surveys, and workshops, the review identified key challenges
and opportunities. The findings and recommenda -
tions from this assessment served as the basis for
staff to shape the ITSP’s Strategic Goals and Ini-
tiatives.

This process ensured that the ITSP was built
on a foundation of external assessment,
data-driven insights, and the practical ex -
periences of staff. As a result, this ITSP
effectively positions the City to address
its current challenges and embrace fu -
ture opportunities with confidence.

The ITSP was shaped by a series of visioning discussions with the City’s leadership and IT Core Governance Teams to develop a shared vision for the City’s technological fu - ture. Leadership discussions explored key questions about creating a successful technology culture, prioritizing core IT values, enhancing staff user experiences, and anticipating technology’s impact over the next five years. These insights directly informed the creation of the ITSP’s Vision and Strategic Goals. `
Additionally, the IT Core Governance Team held focused
discussions on three critical areas: the Geographic
Information System (GIS) environment, the City’s
data strategy, and the intersection of the City’s
customer relationship, maintenance, and as -
set management system environments.

These collaborative efforts brought valu -
able staff perspectives, resulting in a for -
ward-thinking plan aligned with the City’s
priorities and community needs.

An assessment of Citywide operational
and service delivery needs was conduct-
ed through ThirdWave’s Rapid Work -
flow® Business Process Improvement
Workshops. These workshops engaged
subject matter experts to analyze mis -
sion-critical functions and identify opportu -
nities for improvement through technology,
process enhancements, or policy changes.

From February 9 to March 20, 2024, ten work -
shops were held, focusing on key operational ar -
eas such as human resources, public records man -
agement, financial reporting, GIS, asset management,
and customer relationship management. Total attendance
for the workshops included 79 business and IT subject matter experts from the various departments.

The workshops provided a structured forum for participants to evaluate current challenges, propose solutions, and define operational needs. This collaborative effort ensured the ITSP addressed practical requirements, enabling improved ser- vice delivery, greater efficiency, and more effective use of technology throughout the City.

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Survey #1
The initial staff survey revealed varied perspectives on the condition and functionality of the City’s existing IT systems. While most respondents rated the overall condition as “Good” or “Excellent,” highlighting effective support and service in many areas, others identified opportunities for improvement.

A smaller portion rated the systems as “Needs Improvement” or “Poor.” Sim- ilarly, satisfaction with specific systems such as networks, desktop comput- ers, and mobile devices showed a majority expressing satisfaction but also noting areas where upgrades and enhancements are needed.

Open-ended responses highlighted several key challenges, including the need to maintain critical systems such as SCADA servers and improving Wi-Fi coverage in mission-critical areas. Employees emphasized the value of comprehensive training programs to ensure staff can fully utilize available technologies and expressed concerns about potential resistance to adopt - ing new systems. Effectively managing technological change was also a recurring theme.

Suggestions for improvement included providing better tools, such as lap - tops and tablets tailored to specialized tasks, and exploring innovative solu- tions like Artificial Intelligence (AI) to streamline workflows and enhance user experience. Despite these challenges, staff widely acknowledged the IT Team’s responsiveness and professionalism, particularly in resolving is - sues and supporting their needs.
42 131 38 4
0 25 50 75 100 125 150 175 200 225
# of Responses
Ratings of Overall Condition of IT Systems Used
Excellent Good Needs Improvement Poor
Staff Survey Summary
The survey results provided a valuable foundation for advancing the City’s IT services, reflecting staff optimism about the potential of innovative technologies to enhance workflows and productivity. While challenges such as system integration and reliance on man - ual processes exist, employees expressed a strong interest in training opportunities and clear guidance to fully utilize modern and evolving tools. This feedback highlights the importance of IT strategies that foster innovation, support creativity, and ensure the City stays at the forefront of technological advancement.

By effectively leveraging data and technology, the City can drive innovation, improve efficiency, and enhance organizational perfor- mance. The detailed and enthusiastic survey responses from staff were instrumental in shaping this ITSP. The targeted Strategic Goals and Initiatives outlined in this plan aim to significantly improve employees’ work experiences and enhance the services they provide to the community.

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Survey #2
The second staff survey provided valuable insights into employ - ees’ perceptions and priorities for the future of IT services, focus- ing on innovation and modernization. Building on the first survey, which assessed current IT systems, this survey encouraged staff to envision how technology could transform their work. Partici - pants were generally optimistic about the potential for innovative technologies to enhance productivity and streamline workflows.

However, many expressed the need for clearer guidance and stra- tegic frameworks to adopt these tools effectively.

Staff identified opportunities to leverage technologies such as AI, drones, project management systems, and enhanced GIS ca - pabilities to address operational inefficiencies and support deci - sion-making. They also emphasized the importance of consistent, practical training to bridge technical skill gaps and empower em - ployees to maximize the value of available tools.

Key challenges identified included lack of integration between systems and reliance on manual processes in some areas. Staff expressed a strong need for streamlined, integrated solutions to improve efficiency and reduce redundancy. By addressing these inefficiencies, staff could spend less time on repetitive process-ori- ented tasks and focus more on higher-value analytical work. En - hanced remote access tools were also noted as critical for sup - porting fieldwork and telework.

Overall, the results highlight a desire for innovative tools, robust training, and a clear roadmap for adopting new technologies to drive future success.
4 10
57 44
24 0
10 20
30 40
50 60
1 2 3 4 5
# of Responses
Ranking
1-lowest to 5-highest
Employee Ranking of the City as a Leader in
Leveraging Technology
15 24
49 39
12 0
10 20
30 40
50 60
1 2 3 4 5
# of Responses
Ranking
1-lowest to 5-highest
Employee Ranking of the Robustness of City Software
Platforms - Rarely Needing to Rekey Information from One System to Another
Average
Ranking=

3.53 Average
Ranking=

3.06 Staff Survey Summary
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Current State
The following section, developed in partnership with ThirdWave Corporation, summarizes the City’s technology strengths, areas for improvement, and strategic gaps identified during the ITSP process.

The City’s current IT environment reflects a foundation of strong performance while highlighting opportunities for growth and modernization. The City’s endeavor to develop a comprehensive ITSP demonstrates a clear commitment to planning for the future and utilizing emerging technologies in innovative ways. The City’s IT operations have delivered well on the operational front, focusing primarily on maintaining essential systems and ensuring they are functional. However, the consultant feedback and staff survey responses indicate that IT functions must adapt and evolve to provide a more proactive, service-oriented, and business-focused approach.

Strengths
It was evident throughout the process that one of the City’s strengths is the high level of staff professionalism and commitment.

City employees are conscientious about delivering effective services to residents, businesses, and tourists. This commitment is evident in the high level of engagement seen in the initial staff survey, with 214 participants contributing extensive feedback - one of the highest response rates the consultant had seen in 36 years of working with over 200 cities.

The City’s Leadership team, including department directors and key staff, actively participated in the ITSP project, reflecting a high level of engagement and investment in the City’s technological future. Furthermore, the City has made significant invest - ments in recent years, enhancing the tools available to staff and residents.

Opportunities for Improvement
While the City’s IT systems are functional, certain infrastructure areas are outdated or lack contemporary features. The following provides an overview of key IT infrastructure opportunities for improvement identified through the ITSP process:
• The City’s 14-year-old Voice over Internet Protocol (VoIP) phone system is nearing its end of life, making it increasingly dif- ficult to maintain or expand.
• The City’s hybrid work setup, including conference room technology, is not optimized for efficiency. • Asset management through the City’s Computerized Maintenance Management System (CMMS), emerged as a pain point.

Feedback from the IT Division focus groups, management interviews, and workflow workshops suggested multiple oppor - tunities for improvement in the way assets and maintenance are tracked and managed.

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Current State
• City staff reported inefficiencies with the City’s current Enterprise Content Management (ECM). For example, documents are stored across various platforms including Laserfiche, SharePoint, shared drives, and email. This leads to wasted time when searching for documents, as well as potential confusion over version control. • The current state of the City’s databases was identified as a challenge. There is a heavy reliance on numerous SQL data - bases, some of which are housed on servers unnecessarily, adding to both management complexity and licensing costs. In addition, portions of the City’s legacy database (DB2) are still in use, with custom-programmed applications that are poorly documented and difficult to maintain. Both staff and City leadership identified a need for better data availability, access, and the consolidation of these databases.

Strategic Gaps
A significant gap in the City’s IT operations is the absence of formalized best practices and governance. The City lacks a struc- tured IT Governance framework, which has led to departments implementing systems that cannot be fully supported or utilized effectively. Furthermore, the City does not have formal comprehensive Business Continuity and Disaster Recovery plans. The City’s ability to respond to natural disasters or other emergencies will be improved through the implementation of formalized strategic plans for full system prioritization and restoration.

In addition to governance, staff and consultant feedback highlighted the need for improvement in several areas, including:
• Requirements Definition
• Business Process Improvement
• IT Procurements
• Project Management
• Project Portfolio Management
These gaps suggest that while the City’s IT operations have been functional, they have not fully matured to align with industry best practices, which are essential for scalability and long-term sustainability.

Summary of Current State
The City’s current IT environment reflects both strength and opportunity. While core systems are operational and IT staff perform at a high level, there are clear areas where strategic improvements can be made. Modernizing key systems, improving data management, and implementing business support services will be essential in ensuring the City’s technology structure evolves to provide a high level of service for the community’s future needs.

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IT Operations Reimagined
As part of the ITSP process, staff recommends transforming the City’s approach to technology operations by transitioning from the current IT Division structure within the Finance De - partment to a dedicated IT Department. This new structure marks a strategic shift to a full-service IT model, positioning technology as a key driver of City operations, innovation, and process improvement.

The newly formed IT Department will focus on advancing
technology, enhancing data accessibility and analytics, train - ing staff, and optimizing workflows to improve City services.

Moving beyond traditional internal technology services, IT will become a proactive partner to City departments, taking a lead role in platform selection, system integration, and technical support. This reimagined framework will provide departments with the expert guidance needed to navigate complex technol- ogy landscapes, evaluate vendor solutions, and identify op - portunities for consolidation or integration.

The transition to a full-service model will unfold over the next several years, with phased implementation of new functions and responsibilities. Additional staff positions will be recom - mended to support areas such as project management, busi - ness process improvements, and data analytics. These new roles will ensure the IT Department has the capacity to meet its expanded services, guide the ITSP initiatives, and effec - tively support the City’s dynamic technology environment.

With a focus on customer-centric service delivery, and invest- ments in staff training and emerging technologies, the IT De - partment will be well-equipped to address the City’s evolving needs. This shift represents a commitment to innovation, effi - ciency, and continuous improvement.

IT Department
Technology
Services Division
Innovation & Data
Services Division
Service
Delivery
Infrastructure
Data
Services
Business
Support
This Division will focus on the
foundational elements of IT op -
erations, ensuring seamless and
reliable technology delivery. It will
include two primary functional ar -
eas:

Service Delivery
Responsible for managing user
support, help desk operations,
and ensuring customer-centric
service delivery across all City de-
partments.

Infrastructure
Focused on maintaining and en -
hancing the City’s technology in -
frastructure, including network
systems, servers, cybersecurity,
and enterprise platforms.

This Division will drive the City’s
efforts in harnessing data and im -
proving business processes to
support decision-making and in -
novation. It will include two prima-
ry functional areas:

Data Services
Dedicated to enhancing data ac -
cessibility, analytics, and report -
ing, enabling departments to make
data-driven decisions that improve
service delivery and operational
efficiency.

Business Support
Focused on leading the City’s proj-
ect management function, ensur -
ing the successful implementation
of technology projects. This area
will also support business process
improvements, system integration,
and organizational change man -
agement to optimize workflows.

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Strategic Goals
The five strategic goals of this ITSP were developed through a comprehensive and collaborative process, incorporating insights from staff surveys, focus groups, management interviews, and an independent consultant’s assessment. These goals reflect the City’s com- mitment to addressing current challenges, embracing innovation, and aligning technology with strategic priorities to improve operations and service delivery. While each goal has distinct initiatives, many initiatives are designed to deliver benefits that span multiple stra - tegic goals, fostering a holistic approach to advancing the City’s technology environment. Together, these goals provide a roadmap to drive efficiency, enhance collaboration, and position the City for long-term success in an ever-evolving technological landscape.

1. Innovative and Adaptable Technology Investments

2. User Experience and Customer Service
The City is committed to building an IT infrastructure that remains relevant as demands evolve. The strategic goal of investing in innovative and adaptable technologies will provide a strong foundation to meet both current and future needs.

Aligned with the vision of prioritizing integration across City systems, the initiatives outlined under this strategic goal are designed to evolve over time. This approach promotes flexible technology implementation, fosters department cohesion, and facilitates integrated platforms to streamline operations. By reducing isolated, department-specific solutions, the City aims to create a more connected, agile, and responsive City technology ecosystem.

Expanding smart city technologies, such as Geographic Information Systems (GIS) and Artificial Intelligence (AI), will further enhance the City’s ability to anticipate and meet community needs. These advancements pave the way for a sustainable, da - ta-driven future that supports innovative solutions and enhances quality of life for residents.

Delivering an exceptional user experience is key to providing quality City services and fostering trust with internal and external users. To meet the unique needs of these groups, this strategic goal is divided into two focus areas: Internal Users and External Users, each supported by initiatives to enhance interactions, streamline processes, and provide the resources for success.

For internal users, the focus is on creating a modern work environment that supports flexibility, collaboration, and efficiency. Staff will receive training and technology to perform their roles effectively, whether onsite or remote. A culture of continuous learning and support will empower staff to confidently navigate and maximize the City’s technology systems. For external users, the goal is to improve accessibility, functionality, and satisfaction, ensuring residents and stakeholders can easily engage with City services.

By prioritizing customer service and user satisfaction, the City is building a foundation for consistent, high-quality experiences. This approach ensures that technology becomes a tool for connection, efficiency, and meaningful engagement for all stakeholders.

City of Thousand Oaks
IT Strategic Plan

Page 14 ends

Strategic Goals

3. Data Accessibility for Decision Making

4. Business Process Support
Data is a critical resource for driving transparency, accountability, and informed decision-making. This strategic goal focuses on establishing a strong foundation for data management while advancing performance and data analytics to ensure accurate, re - al-time information is accessible across the organization and to the public.

Initiatives supporting this strategic goal aim to simplify large volumes of complex data, creating systems that enhance data trans- parency and provide staff and residents with the tools needed to make informed decisions. Revamping the performance mea - sures program and establishing metrics-driven goals will further strengthen the City’s culture of accountability and continuous improvement. Additionally, the City is committed to democratizing information, ensuring data is easily accessible across depart- ments to foster collaboration and innovation.

By leveraging technology to improve data accessibility and analytics, this strategic goal will empower the City to enhance deci - sion-making, deliver exceptional services, and strengthen trust with the community.

Supporting and modernizing business processes is essential to ensuring the City operates efficiently and effectively in an in - creasingly complex technological environment. This strategic goal focuses on enhancing workflows, optimizing systems, and equipping staff with the tools, training, and resources needed to excel.

A comprehensive approach to process documentation and analysis will allow the City to identify redundancies, streamline work- flows, and integrate systems where needed. These efforts will support informed decision-making and improve overall efficiency.

Training and professional development will also be prioritized, equipping staff with best practices for project management, tech- nology selection, and process improvement.

Process modernization efforts will focus on aligning technology systems and workflows with industry best practices, creating sustainable and effective solutions. Business process automation will play a key role in reducing manual tasks and enabling staff to focus on higher-value activities.

City of Thousand Oaks
IT Strategic Plan

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Strategic Goals
Ensuring the secure and efficient use of technology is a fundamental priority for the City, requiring robust governance, proactive cybersecurity measures, and comprehensive continuity planning. This strategic goal focuses on aligning technology initiatives with the City’s broader objectives while safeguarding digital infrastructure and sensitive data against evolving threats.

Strengthening IT governance is critical to managing technology investments, mitigating risks, and measuring performance. Cy - bersecurity is a core component of this strategic goal, emphasizing the importance of vigilance and accountability. In addition, effective continuity planning will ensure that critical operations can withstand unexpected events and maintain service delivery to the community.

Through strong governance, a proactive cybersecurity strategy, and resilient continuity planning, this strategic goal provides a solid foundation for the City’s technology operations, ensuring they remain secure, efficient, and aligned with the City’s mission and values.

5. IT Governance, Cybersecurity, and Continuity
City of Thousand Oaks
IT Strategic Plan

Page 16 ends

Overview of Initiatives
The timing of initiatives outlined in the ITSP was carefully determined to support suc - cessful implementations over the total plan horizon. Several key factors influenced the scheduling of these initiatives.

1. Staff capacity was a key factor, ensuring City employees could manage and execute proj- ects effectively to achieve the ITSP’s goals.

2. The transition of IT operations from a division within the Finance Department to its own IT Department was factored into the timing decisions. This restructuring represents a signif- icant organizational shift, and the timing of initiatives was aligned to support this transition with minimal disruption to ongoing operations.

3. The City’s financial capacity to invest in each initiative was a major consideration. Initia - tives were sequenced to balance immediate needs with long-term financial sustainability, allowing for strategic investments without overextending the City’s resources.

4. Organizational needs were also carefully considered to ensure initiatives addressing city- wide priorities were balanced with department-specific goals.

5. Some initiatives with direct interdependencies also influenced the timing, as their suc - cessful execution is critical to enabling or supporting other projects.

While the ITSP Roadmap is referred to as a five-year plan, it actually spans six years beginning with a foundational Year 0 for FY 2024-25. Year 0 was designed to recognize and build upon the work already underway, ensuring alignment with the ITSP strategic goals. This year serves as a critical preparation period, focusing on foundational activ - ities such as addressing immediate needs and laying the groundwork for larger, more complex initiatives in the subsequent years.

This deliberate, balanced approach to scheduling the ITSP initiatives aims to ensure re- sources are effectively utilized, projects are delivered on time, and the ITSP aligns with the City’s broader goals and commitments.

Level of Eff ort
Initiative Symbol Key
To provide perspective on the level of staff effort
required, each initiative includes a visual indica -
tor to represent the cityside staff resources need -
ed for successful implementation. Each initiative
is assigned a level on a color-coded gauge. This
provides an at-a-glance understanding of the re -
source impact associated with each initiative, help-
ing readers assess the scope of effort required and
the corresponding considerations for planning and
execution.

Level of Eff ort
Level of Eff ort
GREEN
Indicates a minimum level of staff
resources, where implementation
primarily involves smaller-scale
projects or tasks that require limited
engagement across departments.

YELLOW
Represents a moderate level of
staff resources, requiring more
significant collaboration and time
commitments from multiple depart-
ments to achieve the initiative’s
goals.

RED
Denotes a high level of staff effort,
signifying initiatives that demand
substantial coordination, resource
allocation, and involvement from
various City departments.

City of Thousand Oaks
IT Strategic Plan

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Initiative Roadmap

STRATEGIC PLAN YEAR
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

MONTH J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J

1.1 Infrastructure 1.1.A Routing Infrastructure Implementation

1.1.B Voice over Internet Protocol (VoIP)
Phone System RFP Implementation

1.2 Data
Infrastructure
Optimization

1.2.A SQL Database Consolidation Implementation

1.2.B DB2 Database Migration Implementation

1.3 Systems and
Software 1.3.A Artificial Intelligence (AI) Policy &
Implementation
Develop
Policy Imp.

1.3.B ArcGIS Enterprise Upgrade
and Migration Implementation

1.3.C Budget Management Software RFP Implementation

1.3.D Water Utility Network RFP Implementation

1.3.E Project Management System RFP Implement-
ation

1.3.F Enterprise Resource Planning
Part 1 -Scoping Project
Scoping RFP
Development
Scoping
RFP ERP Scoping Project

1.3.G Enterprise Resource Planning
Part 2 - RFP and Implementation
Develop
RFP RFP ERP Implementation

1.3.H Public Records Act (PRA) System RFP Implementation

1.3.I Utility Billing Software RequirementsAs
sessment RFP Implementation

1.3.J Computerized Maintenance
Management System (CMMS)
Develop
RFP RFP Implementation

1.3.K Customer Resource
Management System (CRMS)
Develop
RFP RFP Implementation
City of Thousand Oaks
IT Strategic Plan

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Initiative Roadmap

2. User Experience and Customer Service

STRATEGIC PLAN YEAR
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

MONTH J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J

2.1 Internal Users 2.1.A Mobile Workforce Deployment

2.1.B End User Training Design Training
Program Deployment

2.2 External Users 2.2.A Website Redesign Go-Live Library Go-Live

2.2.B Library Public Computer
Infrastructure Replacement Testing Deployment

3. Data Accessibility and Decision-Making

STRATEGIC PLAN YEAR
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

MONTH J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J

3.1 Data
Management 3.1.A Data Management Plan RFP Plan design Implementation

3.1.B Enterprise Content Management
(ECM)
RFP
Development RFP Implementation

3.2 Performance
and Data
Analytics

3.2.A Performance Measures Redesign Performance
Measures Program Implementation

3.2.B Data Analytics Assessment Develop
Project Plans Deployment
City of Thousand Oaks
IT Strategic Plan

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Initiative Roadmap

4. Business Process Support

STRATEGIC PLAN YEAR
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

MONTH J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J

4.1Documentation
and IT Staff
Development

4.1.A Inventory of Citywide
Software and Systems Inventory

4.1.B Project Management Training Develop
Training Staff Training

4.1.C Standardized Requirements
Documentation
Develop Best
Practices Staff Training

4.2Process
Modernization
and Optimization

4.2.A EnerGov 2.0 Enterprise
Permitting & Licensing (EPL) Implementation

4.2.B Business Process Improvement
(BPI) Assessment Develop
Project Plans Deployment

4.2.C Business Process Automation
(BPA)
Develop
Project Plans Deployment

5. IT Governance, Cybersecurity, and Continuity

STRATEGIC PLAN YEAR
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

MONTH J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J

5.1 IT Governance 5.1.A IT Governance Committees Re-design

5.1.B Change Management Plan Develop
Plan Implementation

5.1.C Enterprise Architecture Develop
Plan Implementation

5.2 Cybersecurity 5.2.A M365 Defender 5 Implementation

5.3 Continuity 5.3.A Business Continuity and
Disaster Recovery
Develop
Plan
Imp-
lement
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
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1.1 Infrastructure

1.1.A Routing Infrastructure
The City’s routing and network infrastructure was ag -
ing, with many components reaching end-of-life status.

This led to increased downtime, extended resolution
times, and vulnerabilities that could have disrupted City operations.

Legacy hardware, including storage area networks
(SAN), firewalls, switches, wireless access points, and host servers, were becoming increasingly costly to
maintain, relying heavily on third-party support. This de- pendency, combined with outdated security protocols,
created inefficiencies and left the network exposed to
potential risks.

These challenges affected key City locations, includ -
ing the Civic Arts Plaza, Municipal Service Center, Hill Canyon Treatment Plant, and the Libraries, where re -
liable network connectivity is critical for public services and internal operations.

The City is in the final stages of a comprehensive in - frastructure replacement project designed to modern -
ize and standardize the routing and network systems
across all facilities.

This initiative includes upgrading aging hardware with
new equipment, such as modern Fortinet routing solu -
tions, storage networks, firewalls, and wireless access points. The infrastructure refresh also establishes a
single-vendor standard for hardware, simplifying sup -
port, administration, and consistency throughout the
network.

Funded as part of the City’s Fixed Asset Replacement
program, the project is built on a foundation of long-
term sustainability, with equipment lifecycle costs amor- tized over their expected lifespan. The updated infra - structure, bolstered by redundancy and available spare
equipment, will enhance continuous service delivery
and enable maintenance and upgrades to occur during
low-impact hours, minimizing operational disruptions.

The upgraded routing and network infrastructure will The upgraded routing and network infrastructure will provide significant operational and security improve -provide significant operational and security improve - ments. The modernization effort will reduce downtime, ments. The modernization effort will reduce downtime, enable faster resolution times, and improve ease of enable faster resolution times, and improve ease of support through the adoption of standardized, cen -support through the adoption of standardized, cen - trally managed hardware. Enhanced security features trally managed hardware. Enhanced security features will protect sensitive data and reduce the risk of cyber will protect sensitive data and reduce the risk of cyber threats, ensuring compliance with modern security pro-threats, ensuring compliance with modern security pro- tocols. tocols.

With active manufacturer support contracts, the City will With active manufacturer support contracts, the City will benefit from streamlined troubleshooting and proactive benefit from streamlined troubleshooting and proactive maintenance. The new infrastructure’s built-in redun -maintenance. The new infrastructure’s built-in redun - dancy will allow the City to maintain uninterrupted ser -dancy will allow the City to maintain uninterrupted ser - vices under most circumstances, while efficient main -vices under most circumstances, while efficient main - tenance scheduling outside normal business hours will tenance scheduling outside normal business hours will minimize impacts to operations. minimize impacts to operations.

These enhancements will support City departments’ These enhancements will support City departments’ ability to deliver reliable and secure services, position -ability to deliver reliable and secure services, position - ing the City’s technology infrastructure to meet current ing the City’s technology infrastructure to meet current and future demands effectively. and future demands effectively. $
Level of Eff ort
Implementation
1� Innovative and Adaptable Technology Investments
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
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1.1 Infrastructure

1.1.B Voice over Internet Protocol (VoIP) Phone System To modernize the City’s communication capabilities,
this initiative will replace the legacy VoIP phone system with a Unified Communications as a service (UCaaS)
solution. This cloud-based approach will integrate
voice, video, messaging, and file sharing into a unified platform, greatly improving the efficiency and flexibility of City communications.

By adopting UCaaS, the City can implement softphone
technology, reducing the number of physical handsets
needed, down from the approximately 500 units cur -
rently in use. This shift, facilitated by staff experience with internal Teams calling over the past four years, will streamline communication and reduce hardware de -
pendency and overhead.

Additionally, this initiative will explore cloud-based op - tions, which would leverage scalability and reliability to meet current and future demands.

The new UCaaS system is expected to deliver en -The new UCaaS system is expected to deliver en - hanced communication reliability and significantly re -hanced communication reliability and significantly re - duce time IT staff spends on maintenance. duce time IT staff spends on maintenance.

Modern audio, video, and data capabilities will en -Modern audio, video, and data capabilities will en - hance connectivity across City facilities and moving to hance connectivity across City facilities and moving to a cloud-based solution will provide faster service for a cloud-based solution will provide faster service for both employees and the public. Reducing reliance on both employees and the public. Reducing reliance on physical equipment through softphone implementation physical equipment through softphone implementation will minimize hardware costs and increase operational will minimize hardware costs and increase operational flexibility. flexibility.

Ultimately, this initiative will support the City’s vision of Ultimately, this initiative will support the City’s vision of a cohesive, adaptable infrastructure, creating a more a cohesive, adaptable infrastructure, creating a more responsive and connected experience for the staff. responsive and connected experience for the staff. $
The City’s existing VoIP phone system, now 14 years
old, faces limitations as it nears end-of-life status. Is - sues with the aging system have included difficulty in
sourcing replacement parts and inability to scale as
communication needs grow.

The current phone system lacks redundancy and mod-
ern connectivity features, restricting communication
between City facilities and often resulting in reliability issues. Additionally, as the City has increasingly adopt- ed platforms like Microsoft Teams for internal commu -
nication and equipped staff with cell phones to enhance mobility, reliance on traditional office desk phones has waned. This shift underscores the need for a modern
communication solution that aligns with evolving work
practices and expectations.

Public-facing departments experience frequent disrup -
tions, leading to frustration for both employees and the community. As a result, IT staff dedicate an increasing amount of time to maintain and troubleshoot the sys -
tem, limiting their capacity to focus on more strategic initiatives.

Level of Eff ort
RFP Implementation
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
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1.2 Data Infrastructure Optimization

1.2.A SQL Database Consolidation
The City’s current SQL database environment consists
of numerous databases distributed across individual
servers, many of which require dedicated resources.

This fragmented setup has led to increased administra-
tive complexity, with IT staff needing to manage a wide array of separate instances.

The lack of a unified management approach for these
databases complicates troubleshooting and leads to
higher licensing costs due to multiple server require - ments.

The inconsistency in database management practices
across servers limits operational efficiency and impacts the City’s ability to maintain uniform data security and governance standards.

To enhance efficiency and reduce costs, the City has
initiated a SQL database consolidation initiative aimed at centralizing these databases onto fewer, optimized
servers. This approach will involve identifying SQL da - tabases that can be combined within single server envi- ronments, creating a streamlined, cohesive infrastruc - ture that is easier to manage and support.

Through this consolidation, IT staff will have a stan - dardized framework for database administration, with
fewer instances to oversee and enhanced uniformity in
how databases are managed.

This initiative provides an optimized data foundation to begin its Data Management initiatives (Strategic Goal
#3).

Consolidating SQL servers is projected to lower li -Consolidating SQL servers is projected to lower li - censing costs, freeing up resources as the City shifts censing costs, freeing up resources as the City shifts towards new strategic technology investments. By re -towards new strategic technology investments. By re - ducing the number of separate database instances, the ducing the number of separate database instances, the City will also experience improved troubleshooting effi-City will also experience improved troubleshooting effi- ciency, as IT staff will manage a more centralized and ciency, as IT staff will manage a more centralized and consistent environment. consistent environment.

Standardized management practices will simplify ad -Standardized management practices will simplify ad - ministration, decreasing the time and resources re -ministration, decreasing the time and resources re - quired for routine maintenance while strengthening quired for routine maintenance while strengthening data security. data security.

Overall, this initiative will provide a more agile and Overall, this initiative will provide a more agile and cost-effective data infrastructure, supporting the City’s cost-effective data infrastructure, supporting the City’s vision for a connected, data-driven organization that vision for a connected, data-driven organization that can efficiently leverage technology for improved ser -can efficiently leverage technology for improved ser - vice delivery. vice delivery.

Level of Eff ort $
Implementation
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
IT Strategic Plan

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1� Innovative and Adaptable Technology Investments

1.2.B DB2 Database Migration
The City’s current database environment relies heavily
on DB2, housing numerous custom Report Program -
ming Language (RPL) programs that support essential
business processes. However, these programs are out-
dated, poorly documented, and often require contract
programmers for any modifications.

The lack of clear documentation and understanding
of the existing programs has led to frequent trouble -
shooting needs, inefficient workarounds, and increased
staff time spent addressing issues. This situation plac - es business processes at risk due to reliance on obso-
lete technology and unclear dependencies, which hin -
ders the City’s ability to operate smoothly and adapt to evolving data needs.

To modernize and optimize the data infrastructure, the
City is migrating away from DB2 and replacing legacy
RPG programs with more current, standardized tools.

This migration process began with a thorough invento-
ry of existing programs to determine which ones should
be discarded or converted.

Programs still required for business processes will be
transitioned during implementation of new systems iden- tified in the ITSP or Commercial off-the-shelf (COTS)
solutions will be implemented where appropriate.

These migrations will enable departments to leverage
more reliable, widely supported technologies that align with the City’s broader infrastructure goals.

Migrating away from DB2 to a more modern database Migrating away from DB2 to a more modern database environment is expected to deliver significant benefits environment is expected to deliver significant benefits for operations. A standardized set of tools will provide for operations. A standardized set of tools will provide improved support for end users, reducing reliance on improved support for end users, reducing reliance on outdated programs and minimizing troubleshooting ef -outdated programs and minimizing troubleshooting ef - forts. forts.

By replacing custom-built systems with well-document-By replacing custom-built systems with well-document- ed, supported solutions, the City will also lower its de -ed, supported solutions, the City will also lower its de - pendence on contract programming services and em -pendence on contract programming services and em - power in-house IT staff to handle system updates and power in-house IT staff to handle system updates and maintenance. maintenance.

This initiative ultimately positions the City for great -This initiative ultimately positions the City for great - er data agility, security, and efficiency, ensuring that er data agility, security, and efficiency, ensuring that core business functions are supported by dependable, core business functions are supported by dependable, adaptable technology that can meet the needs of both adaptable technology that can meet the needs of both present and future operations. present and future operations.

1.2 Data Infrastructure Optimization
$
Level of Eff ort
Implementation
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
IT Strategic Plan

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1.3 Systems and Software

1.3.A Artificial Intelligence (AI) Policy & Implementation The City recognizes the transformative potential of AI to enhance operations and improve service delivery. How-
ever, prior to this initiative, the City lacked a formal AI policy or structured training program, leaving employ - ees without clear guidance on the ethical and effective use of AI technologies. This gap presented risks related to data privacy, security, and potential misuse.

With the recent release of Microsoft Copilot for govern- ment tenants, staff identified the need for a comprehen- sive approach to ensure a smooth rollout, responsible
use, and alignment with the City’s operational goals
and ethical standards.

The City finalized its AI Policy in October 2024, which established principles of responsible and ethical AI use, focusing on transparency, accountability, and data se - curity.

The City launch a mandatory AI training program, en -
suring employees understand the guidelines and best
practices before being licensed to use Copilot.

Additionally, the City will establish an AI User Group to share tips, use cases, and innovative approaches as
this technology continues to evolve.

The AI policy and training initiatives aim to empower
staff to leverage AI tools effectively, beginning with Mi - crosoft applications such as Outlook, Word, Excel, and
PowerPoint.

The AI Policy and training initiative will promote respon-The AI Policy and training initiative will promote respon- sible AI use, fostering innovation and operational effi -sible AI use, fostering innovation and operational effi - ciency. By automating routine tasks such as meeting ciency. By automating routine tasks such as meeting summaries and data analysis, staff will gain time to fo -summaries and data analysis, staff will gain time to fo - cus on other complex and strategic responsibilities. cus on other complex and strategic responsibilities.

The ethical framework reduces risks related to data pri-The ethical framework reduces risks related to data pri- vacy and misuse, ensuring alignment with City values vacy and misuse, ensuring alignment with City values and regulatory standards. Establishing a user group and regulatory standards. Establishing a user group will encourage collaboration and knowledge-sharing, will encourage collaboration and knowledge-sharing, accelerating the adoption of AI-driven solutions. accelerating the adoption of AI-driven solutions.

These efforts will ultimately improve constituent ser -These efforts will ultimately improve constituent ser - vices by enabling faster response and more effective vices by enabling faster response and more effective resource allocation. resource allocation.
$
Level of Eff ort
Develop
Policy Imp.
1� Innovative and Adaptable Technology Investments
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
IT Strategic Plan

Page 25 ends

1� Innovative and Adaptable Technology Investments

1.3.B ArcGIS Enterprise Upgrade and Migration
The City’s Geographic Information System (GIS) con -
tains robust data, is supported by skilled professionals, and provides critical functionality to multiple depart - ments.

In May 2024, a GIS Needs Assessment identified
strengths in the system while highlighting areas for im- provement, such as accessibility, license management,
and system integration. Employee feedback rated GIS
services highly but revealed gaps in access to tools like Field Maps and inconsistencies in how licenses are
managed. These challenges result in confusion and
unequal access across departments.

Management interviews underscored a desire for
greater GIS integration, particularly with the City’s As - set Management System and for advanced capabilities
such as 3D mapping using drone and LIDAR technol -
ogies.

While the GIS platform maintains accurate essential
layers, the system’s dated interface hampers efficient
data access and usability. These challenges limit the
platform’s potential to fully support data-driven deci - sion-making and operational efficiency.

This initiative seeks to modernize, standardize, and ex- pand GIS services across the City. The GIS licensing ap- proach will be expanded to an Enterprise environment,
addressing cost management and ensuring equitable
access to GIS tools for all departments. It also focuses on integrating GIS with the City’s Asset Management
System to enhance mapping capabilities, including 3D
infrastructure visualization. To expand GIS functionality, additional spatial data layers, including demographic,
social, economic, and City facility data, will be incorpo- rated. A redesigned, user-friendly interface will provide tailored access to data for specific user groups, stream- lining workflows and improving efficiency. This initiative also includes Citywide training to empower staff with
the skills to maximize GIS tools effectively.

This multi-phase effort builds on significant progress
already made in 2024, including the installation of Arc - GIS Enterprise 11.3, migration of essential data layers, optimization of GIS services, and improvements to data
security. Remaining tasks include automating parcel
updates, migrating WebGIS applications, developing
GeoCortex tools, and finalizing Standard Operating
Procedures. The initiative is set for completion in early 2025, culminating in a fully modernized Enterprise GIS
system.

The ArcGIS Enterprise initiative will deliver operation -The ArcGIS Enterprise initiative will deliver operation - al efficiencies and enhance spatial awareness across al efficiencies and enhance spatial awareness across the City’s departments, empowering staff with precise the City’s departments, empowering staff with precise and accessible data for informed decision-making. In -and accessible data for informed decision-making. In - tegrating GIS with Asset Management will streamline tegrating GIS with Asset Management will streamline operations by providing quick, accurate access to asset operations by providing quick, accurate access to asset locations and historical data, reducing research time. locations and historical data, reducing research time.

Enhanced GIS functionality will improve service deliv -Enhanced GIS functionality will improve service deliv - ery through expanded data access and analysis.ery through expanded data access and analysis.

A modernized user interface will improve ease of use A modernized user interface will improve ease of use and reduce time spent on GIS inquiries, while a mo -and reduce time spent on GIS inquiries, while a mo - bile-friendly public-facing portal will increase accessi -bile-friendly public-facing portal will increase accessi - bility for residents. These advancements position GIS bility for residents. These advancements position GIS as a critical tool in achieving the City’s broader goals of as a critical tool in achieving the City’s broader goals of innovation, adaptability, and data-driven performance, innovation, adaptability, and data-driven performance, benefiting both internal and external users.benefiting both internal and external users.

1.3 Systems and Software
$
Level of Eff ort
Implementation
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

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1.3.C Budget Management Software
The City’s budget process relied on the Questica Bud -
get system, which was implemented over a decade
ago. During its initial configuration, significant customi- zations were made to meet key functionalities for bud - get development. However, these customizations were
often complex, undocumented, and created by staff
who are no longer with the City. As a result, current staff had to invest considerable amount of time and energy
reverse-engineering the system for modifications and
troubleshooting.

Furthermore, the system lacked modern features such
as cloud-based accessibility, workflows, integrated
dashboards, and automated tools for budget document
production. These limitations hindered the City’s ability to optimize its budget process and meet evolving stan-
dards for transparency and efficiency.

To modernize the City’s budget software, a formal Re -
quest for Proposals/Qualifications (RFP/Q) was con -
ducted in February 2024. After a significant evaluation of proposals, Questica was determined to best meet
the evaluation criteria due to their deep understanding of the specifications required by the City. Their upgrad- ed cloud-based version provides enhanced features,
including workflows, dashboards, automation for bud -
get document creation, digital budget book publishing,
accessibility across multiple devices, and advanced re- porting tools.

The updated budget software integrates with the City’s
financial systems, streamlines process workflows, and
improves collaboration across departments. Implemen-
tation includes training for all staff involved in budget development, ensuring effective use of the system’s
capabilities.

The modernized budget system will transform the City’s The modernized budget system will transform the City’s budgeting process by significantly reducing manual ef-budgeting process by significantly reducing manual ef- forts, increasing efficiency, and enhancing transparen -forts, increasing efficiency, and enhancing transparen - cy. cy.

Automated workflows and document generation will Automated workflows and document generation will save staff time, while advanced reporting and dash -save staff time, while advanced reporting and dash - boards will provide valuable insights for decision-mak -boards will provide valuable insights for decision-mak - ing. Digital budget books and accessibility features ing. Digital budget books and accessibility features will improve public engagement and compliance with will improve public engagement and compliance with award criteria. award criteria.

By investing in this updated software, the City positions By investing in this updated software, the City positions itself to meet future challenges with a streamlined, mod-itself to meet future challenges with a streamlined, mod- ernized approach to budget management.ernized approach to budget management.

1.3 Systems and Software
$
Level of Eff ort
RFP Implementation
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

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1.3.D Water Utility Network
The Water GIS database, developed several years ago,
has undergone only minor updates since its inception.

These changes primarily involved adding layers and
features to reflect new developments, while the core
structure of the GIS data remained largely unchanged.

Currently, inconsistencies in data connectivity exist
within the network as key infrastructure elements such
as pipe segments and valves are not interconnected.

This lack of connectivity compromises the accuracy of
the network representation and reduces the database’s
effectiveness as a tool for operational planning and re- sponse.

To address these issues, data cleanup efforts are need- ed to standardize and connect features. This will pre - pare the database for migration to the modern Utility
Network, which will provide enhanced functionality to
support improved water utility management and cus -
tomer service.

This initiative will upgrade the City’s Water GIS data - base into a fully functional, modern Utility Network. The process will include comprehensive data cleanup and
structural enhancements to ensure that critical network components — such as pipes, pumps, and valves —
are accurately connected.

The new Utility Network will provide advanced opera -
tional capabilities, allowing users to model and simulate water flows, identify affected customers during service interruptions, and mange network elements directly
without requiring IT intervention.

Additionally, the initiative will integrate the Water Utility Network with the Supervisory Control and Data Acquisi-
tion (SCADA) system for real-time monitoring, enabling
more informed decision-making and faster response
times.

The implementation of the Water Utility Network will The implementation of the Water Utility Network will transform the City’s water utility operations by improv -transform the City’s water utility operations by improv - ing asset management, system monitoring, and cus -ing asset management, system monitoring, and cus - tomer service. This advanced system will provide de -tomer service. This advanced system will provide de - tailed information about network components, enabling tailed information about network components, enabling accurate tracking of asset location, size, condition, and accurate tracking of asset location, size, condition, and maintenance needs while supporting better planning maintenance needs while supporting better planning for system upgrades. for system upgrades.

The network will enable hydraulic modeling to simulate The network will enable hydraulic modeling to simulate flow and pressure, assisting operators in planning for flow and pressure, assisting operators in planning for system isolation during maintenance or emergencies. system isolation during maintenance or emergencies.

By linking pipe segments with isolation valves, oper -By linking pipe segments with isolation valves, oper - ators can verify flow patterns and assess the impact ators can verify flow patterns and assess the impact of shutdowns in real time. Additionally, customers will of shutdowns in real time. Additionally, customers will benefit from timely updates on service interruptions benefit from timely updates on service interruptions through email, text, and other electronic notifications. through email, text, and other electronic notifications.

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1.3.E Project Management System
The City oversees numerous projects across various
areas, including construction, facility maintenance, IT system implementations, and City Council initiatives.

However, the lack of a dedicated project management
system has led to reliance on informal tools and manu-
al processes. This gap creates challenges such as poor
coordination, resource inefficiencies, and difficulties in managing risks effectively.

Project teams struggle to track progress, share updates, and ensure accountability. The absence of centralized
data leads to inconsistent reporting and retention of in- stitutional knowledge. These inefficiencies hinder the
City’s ability to provide comprehensive reporting and
timely status updates across its diverse project portfo - lio.

Staff surveys highlighted the need for a project man -
agement system as a key initiative to enhance project
planning, execution, and oversight.

This initiative will introduce a robust project manage - ment system to streamline and improve project over -
sight. A versatile software will support diverse project types, including construction and IT implementations,
with features such as task scheduling, resource man -
agement, risk tracking, and document sharing.

Designed to be scalable for future needs, the system
will include tools for collaboration and real-time up - dates, ensuring seamless coordination across teams.

A user-friendly interface will encourage adoption across departments, while comprehensive training will equip
staff to fully leverage its capabilities.

A dedicated project management system will significant-A dedicated project management system will significant- ly improve the City’s ability to manage projects efficient-ly improve the City’s ability to manage projects efficient- ly and effectively. By centralizing data and enhancing ly and effectively. By centralizing data and enhancing coordination, the system will foster greater transpar -coordination, the system will foster greater transpar - ency, accountability, and collaboration among teams ency, accountability, and collaboration among teams and stakeholders. Automated workflows and integrated and stakeholders. Automated workflows and integrated reporting tools will streamline processes, reducing the reporting tools will streamline processes, reducing the reliance on manual tasks and allowing staff to focus on reliance on manual tasks and allowing staff to focus on higher-value strategic priorities. higher-value strategic priorities.

Real-time insights and risk management features will Real-time insights and risk management features will enable proactive decision-making, helping to minimize enable proactive decision-making, helping to minimize delays and improve project outcomes. Standardized delays and improve project outcomes. Standardized processes will provide consistency and help preserve processes will provide consistency and help preserve institutional knowledge and continuity. This investment institutional knowledge and continuity. This investment will empower staff to deliver successful projects while will empower staff to deliver successful projects while providing comprehensive visibility, reporting, and over-providing comprehensive visibility, reporting, and over- sight across the City’s portfolio of initiatives. sight across the City’s portfolio of initiatives.

1.3 Systems and Software
$
Level of Eff ort
RFP Implement-
ation
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

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1.3.F Enterprise Resource Planning
Part I - Scoping Project
The City’s existing Enterprise Resource Planning (ERP)
system, Central Square Naviline, has been used for
over 30 years and manages core administrative func -
tions such as finance, human resources, payroll, utility billing, and procurement. These systems are designed
to integrate and streamline business processes, pro -
viding a centralized platform for efficient operations and data-driven decision-making.

As the ERP landscape has evolved, advanced capabil-
ities now extend beyond traditional functionality to sup- port integrated, efficient, and user-focused operations.

To leverage transformative technology, the City recog-
nizes the opportunity to reimagine its ERP system to
meet modern needs.

While the current ERP system is stable and has served
the City well, it was designed for an earlier era of tech- nology and governance. Achieving the City’s technolo-
gy vision requires a modern ERP system that supports
efficient business processes, today’s digital paperless environment, AI functionality, and expanded capabili -
ties.

The first step toward a successful ERP implementa -
tion is a thorough evaluation of existing processes and workflows. Without this understanding, outdated prac -
tices risk being carried forward into the new system.

The City will perform an ERP Scoping Project to define
the functional and technical requirements for a modern- ized ERP system. In collaboration with a professional
advisory organization, the City will conduct a compre - hensive needs assessment, document current busi -
ness processes, and identify opportunities for improve- ments. This effort includes mapping existing workflows, identifying gaps, and specifying requirements neces -
sary for an upgraded system to meet operational goals.

It will also evaluate which modules should be included
in a comprehensive ERP system and which functions
may be better suited as standalone systems.

This initiative will produce a detailed set of requirements to guide the development of an RFP and ensure the
selected ERP system aligns with the City’s technology
vision and operational priorities. Extensive stakeholder engagement will be central to the project, incorporating citywide input. By utilizing best practices, the City aims to maximize the performance, value, integration and
success of its future ERP system.

The Scoping Project will provide the City with a clear, The Scoping Project will provide the City with a clear, well-documented foundation for selecting the most well-documented foundation for selecting the most suitable ERP solution. By thoroughly analyzing current suitable ERP solution. By thoroughly analyzing current business processes before engaging software vendors, business processes before engaging software vendors, the City can avoid the common mistake of replicating the City can avoid the common mistake of replicating outdated or inefficient workflows in a new system. This outdated or inefficient workflows in a new system. This proactive approach ensures that the City’s operation -proactive approach ensures that the City’s operation - al needs are accurately identified, prioritized, and ad -al needs are accurately identified, prioritized, and ad - dressed.dressed.

Through the creation of detailed process maps and Through the creation of detailed process maps and technical requirements, the Scoping Project will enable technical requirements, the Scoping Project will enable the City to clearly articulate its needs in the RFP. This the City to clearly articulate its needs in the RFP. This clarity will lead to a more focused procurement pro -clarity will lead to a more focused procurement pro - cess, ensuring that vendors propose solutions aligned cess, ensuring that vendors propose solutions aligned with the City’s expectations. By defining scope, work -with the City’s expectations. By defining scope, work - flows, and business goals upfront, the City can mitigate flows, and business goals upfront, the City can mitigate implementation risks and build confidence in selecting implementation risks and build confidence in selecting a future-ready ERP system.a future-ready ERP system.

Ultimately, the Scoping Project will serve as a roadmap Ultimately, the Scoping Project will serve as a roadmap for success, guiding the City toward investing in tech -for success, guiding the City toward investing in tech - nology that supports streamlined, efficient, and modern nology that supports streamlined, efficient, and modern operations.operations.

1.3 Systems and Software
$
Level of Eff ort
Scoping RFP
Development
Scoping
RFP ERP Scoping Project
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

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The City’s current ERP system has proved reliably sta-
ble over the years although no longer meets the City’s
growing and evolving operational needs. Its lack of
modern features and workflows has led to the prolifera- tion of siloed systems, resulting in duplicated data entry and reliance on manual processes.

Key business functions face challenges due to these
limitations. For example, development of annual and
monthly financial reports depend on an internally gen - erated software. The staff member who developed
the software has retired resulting in minimal ongoing
support. Similarly, Human Resources relies on multiple
systems that do not integrate for employee recruitment, performance management, and training. This leads to
inefficiencies, duplicate data entry, and increased staff workload.

The lack of integration and automation in the current
ERP system restricts collaboration, limits data accessi- bility, and hinders operational efficiency.

Building on the foundation established by the ERP
Scoping Project (Initiative 1.3.F Part I), the City will de- velop a comprehensive RFP to select and implement
a modern ERP system. This initiative will include draft- ing the RFP, evaluating vendor proposals, negotiating
the contract, configuring and implementing the system,
conducting extensive testing, engaging stakeholders,
and providing robust user training.

Leveraging the detailed requirements from the scop -
ing phase and guided by best practices, the RFP will
prioritize vendors with proven expertise, advanced sys- tem capabilities, effective implementation methodolo -
gies, and alignment with the City’s strategic technology goals.

Implementing a new ERP system will require a signifi -
cant, long-term effort involving collaboration across all City departments to ensure the system meets diverse
operational needs. To support this initiative, the City will engage an experienced implementation partner. This
partner will provide critical expertise in areas such as data migration, workflow configuration, and change
management, while also guiding RFP development,
vendor selection, and deployment activities.

Upgrading to a modern ERP system will allow the City Upgrading to a modern ERP system will allow the City to leverage evolved technologies, enhancing its abili -to leverage evolved technologies, enhancing its abili - ty to meet operational and strategic objectives. While ty to meet operational and strategic objectives. While the current system is functional, a new ERP system is the current system is functional, a new ERP system is anticipated to provide advanced features such as auto-anticipated to provide advanced features such as auto- mated workflows, integrated processes, and reduced mated workflows, integrated processes, and reduced reliance on manual interventions and siloed systems.reliance on manual interventions and siloed systems.

Modern ERP systems offer robust financial reporting Modern ERP systems offer robust financial reporting tools, eliminating the need for customized, minimally tools, eliminating the need for customized, minimally supported solutions like the current financial report -supported solutions like the current financial report - ing software. This upgrade will reduce inefficiencies in ing software. This upgrade will reduce inefficiencies in producing required financial reports. Similarly, Human producing required financial reports. Similarly, Human Resources will benefit from consolidated systems that Resources will benefit from consolidated systems that centralize recruitment, onboarding, and performance centralize recruitment, onboarding, and performance management processes, saving staff time and improv -management processes, saving staff time and improv - ing internal customer service and data accuracy.ing internal customer service and data accuracy.

Adopting a modern ERP system will position the City Adopting a modern ERP system will position the City for future scalability, enabling it to adapt to evolving for future scalability, enabling it to adapt to evolving demands and technological advancements. Although demands and technological advancements. Although transitioning to a new system requires careful plan -transitioning to a new system requires careful plan - ning and investment, the long-term benefits include in -ning and investment, the long-term benefits include in - creased operational efficiency, reduced risks, and en -creased operational efficiency, reduced risks, and en - hanced service delivery for staff and the community.hanced service delivery for staff and the community.

1.3 Systems and Software

1.3.G Enterprise Resource Planning
Part II - RFP and Implementation
$
Level of Eff ort
Develop
RFP RFP ERP Implementation
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

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1.3.H Public Records Act (PRA) System
The City’s current process for managing Public Records
Act (PRA) requests relies heavily on manual communi-
cation and tracking, leading to inefficiencies and poten- tial delays. Requests are handled through email and
Excel, resulting in redundant efforts and a lack of cen - tralized communication.

The City Attorney’s Office, City Clerk’s Office, and in - dividual departments coordinate responses through a
manual process that requires repeated follow-ups and
the use of separate OneDrive folders for each request.

This adds unnecessary complexity, increases the risk
of miscommunication, and makes it difficult to monitor
progress. Without a central calendar or automated no -
tifications, tracking the status of requests remains chal- lenging, leaving staff uncertain about the stage or time- line for each request.

Furthermore, the current system lacks the ability to
generate data metrics, preventing the City from analyz- ing the efficiency or effectiveness of the PRA request
process.

This initiative will implement a dedicated Public Re -
cords Act (PRA) request application to streamline and
automate the records request process. The new system
will centralize communication among the City Clerk’s
Office, City Attorney’s Office, and all departments, cre- ating a clear workflow with automated notifications and task routing to ensure timely responses.

Key features are expected to include a centralized cal- endar, automatic due date tracking, robust reporting
capabilities, and data analytics for performance mea -
surement. These analytics will enable the City to track key metrics, evaluate process efficiency, and identify
areas for improvement.

Additionally, the system will provide requestors with on- line access to check the status of their requests, while documents can be delivered directly through the appli - cation, enhancing both staff efficiency and public ac - cess to information.

A new PRA system will streamline the request process, A new PRA system will streamline the request process, reducing response times and improving consistency reducing response times and improving consistency by providing staff with a single platform to manage re -by providing staff with a single platform to manage re - quests. Automated workflows and centralized commu -quests. Automated workflows and centralized commu - nication will minimize time spent on manual tracking nication will minimize time spent on manual tracking and follow-ups, allowing staff to focus on higher-priority and follow-ups, allowing staff to focus on higher-priority tasks.tasks.

The system will also enhance customer service by en -The system will also enhance customer service by en - abling requestors to track the status of their requests abling requestors to track the status of their requests online and receive documents directly through the plat-online and receive documents directly through the plat- form, reducing the need for phone or email inquiries. By form, reducing the need for phone or email inquiries. By improving transparency, efficiency, and service quality, improving transparency, efficiency, and service quality, the new PRA system will benefit both City staff and the the new PRA system will benefit both City staff and the public.public.

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1.3.I Utility Billing Software
The City produces over 20,000 utility bills and notices per month. However, the current utility billing software is unable to fully meet the potential for new best prac - tices of effective water utility management. For exam - ple, the system lacks features tailored to water-specific needs, such as the ability to implement water budget
billing and facilitate customer engagement.

As a result, the system does not adequately support
the City’s goals for effective water resource manage -
ment or its efforts to promote conservation. Additionally, the absence of advanced customer-centric capabilities
limits the City’s ability to communicate proactively with customers about their water usage, conservation tips,
and potential issues such as water leaks.

To address these challenges, the City recognizes the
need for a modern Utility Billing System that aligns with its operational and strategic priorities. Such a system will enable the City to optimize billing processes, im - prove communication with customers, and better man-
age water resources in a sustainable and efficient way.

The City will implement a modern, effective utility bill - ing system designed to support its water service and
conservation goals. As part of this initiative, the City will conduct a detailed assessment to define specific re -
quirements, including water budget management, cus-
tomer outreach capabilities, and flexible billing options tailored to both residential and commercial needs.

The results of this assessment will be used as part of
the ERP Part I – Scoping Project (Initiative 1.3.F) to as- certain whether the new utility billing requirements can be delivered within an ERP system or if it should move
forward as a standalone system.

This assessment will inform the selection and imple -
mentation of a system that provides the tools necessary to improve service delivery, streamline operations, and enhance customer engagement. By adopting a solution
aligned with the City’s goals, the new utility billing sys - tem will enable more efficient resource management
and better communication with customers regarding
water usage and conservation efforts.

Implementing a modern utility billing system will en -Implementing a modern utility billing system will en - hance both operational efficiency and customer satis -hance both operational efficiency and customer satis - faction. A water-focused billing system will support the faction. A water-focused billing system will support the City’s conservation goals by providing customers with City’s conservation goals by providing customers with accurate, timely information about their usage. It will accurate, timely information about their usage. It will also accommodate future requirements, such as wa -also accommodate future requirements, such as wa - ter budgets, if they become necessary. Automated out-ter budgets, if they become necessary. Automated out- reach options, including email and text notifications, will reach options, including email and text notifications, will improve communication by delivering updates on bill -improve communication by delivering updates on bill - ing, usage, potential leaks, and conservation tips.ing, usage, potential leaks, and conservation tips.

The new system will streamline billing processes, re -The new system will streamline billing processes, re - duce manual tasks and allow City staff to focus on high-duce manual tasks and allow City staff to focus on high- er-value activities. Advanced reporting and analytics er-value activities. Advanced reporting and analytics tools will provide insights into usage patterns and trends, tools will provide insights into usage patterns and trends, supporting data-driven decisions and helping the City supporting data-driven decisions and helping the City plan for future water needs. Redesigned self-service plan for future water needs. Redesigned self-service portals will offer customers more robust tools to access portals will offer customers more robust tools to access billing information, track usage, and manage accounts billing information, track usage, and manage accounts online, enhancing their experience and reducing sup -online, enhancing their experience and reducing sup - port call volumes.port call volumes.

Overall, the upgraded utility billing system will align with Overall, the upgraded utility billing system will align with the City’s goals for adaptive and innovative technology the City’s goals for adaptive and innovative technology by providing a scalable, responsive platform that sup -by providing a scalable, responsive platform that sup - ports sustainable water management, improves opera-ports sustainable water management, improves opera- tional efficiency, and enhances customer service.tional efficiency, and enhances customer service.

1.3 Systems and Software
$
Level of Eff ort
Requirements
Assessment RFP Implementation
1� Innovative and Adaptable Technology Investments
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

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1.3.J Computerized Maintenance Management System
(CMMS)
The City currently utilizes multiple systems for man -
aging maintenance, assets, and help desk functions
across various departments, resulting in redundancy
and inefficiencies. MaintStar, the primary CMMS, lacks
the ability to generate required reports, forcing staff to manually manipulate data for compliance with internal,
state, and federal standards.

Asset management is fragmented, with City operations
using different systems. While the Human Resources
Department and Finance Department’s Facilities Di -
vision and IT Division all provide helpdesk/work order
software, they are utilizing separate systems. This de - centralized approach creates significant inefficiencies, duplicates efforts, and increases staff time spent rec - onciling data. The City’s ability to streamline operations and make data-driven decisions is also limited.

The City will implement a modern CMMS to improve
asset management, maintenance tracking, and help
desk support across City operations. This new system
will replace multiple outdated platforms and address
inefficiencies, offering features such as automated
workflows, streamlined maintenance scheduling, and
centralized data for real-time access and reporting. Ad- vanced capabilities, including GIS integration, will en - hance asset tracking, optimize resource allocation, and reduce operational costs.

While the new CMMS is expected to consolidate key
functions for maintenance, asset management, and
help desk operations, the City will evaluate the extent to which these systems can or should be unified during
the ERP Scoping Initiative (Initiative 1.3.E). This evalu- ation will ensure the CMMS is aligned with overall op - erational needs and complements other systems effec-
tively.

Additionally, due to overlapping functions between
CMMS and CRMS (Initiative 1.3.G), the City may ex -
plore issuing a joint RFP for these initiatives. This ap - proach will allow for a thorough exploration of syner - gies, ensuring cohesive functionality and delivering
maximum value while maintaining flexibility to address
unique requirements.

The new CMMS will greatly enhance operational effi -The new CMMS will greatly enhance operational effi - ciency by automating reporting processes and reducing ciency by automating reporting processes and reducing the staff time required for manual data management. the staff time required for manual data management.

Integrated asset management features will improve re-Integrated asset management features will improve re- source utilization and help lower maintenance costs. source utilization and help lower maintenance costs.

The system’s centralized work order functionality will The system’s centralized work order functionality will streamline ticketing, provide robust reporting tools, and streamline ticketing, provide robust reporting tools, and support data-driven decision-making across depart -support data-driven decision-making across depart - ments.ments.

Incorporating facilities maintenance into the system Incorporating facilities maintenance into the system will ensure a cohesive, citywide approach to manag -will ensure a cohesive, citywide approach to manag - ing assets and maintenance. With a user-friendly inter-ing assets and maintenance. With a user-friendly inter- face, advanced capabilities, and real-time data access, face, advanced capabilities, and real-time data access, the CMMS will enable staff to respond more quickly to the CMMS will enable staff to respond more quickly to maintenance needs, enhancing overall service delivery maintenance needs, enhancing overall service delivery and operational effectiveness.and operational effectiveness.

1.3 Systems and Software
$
Level of Eff ort
Develop
RFP RFP Implementation
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
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1� Innovative and Adaptable Technology Investments

1.3.K Customer Resource Management System (CRMS)
The City’s current CRMS for handling resident work re-
quests suffers from inefficiencies, outdated functional - ity, and a lack of user-friendliness. When incomplete
or incorrect information is submitted, such as missing
contact details, delays in issue resolution frequently
occurs, frustrating both residents and staff. The sys - tem’s inability to validate data or effectively guide users through the appropriate service types can result in mis- routed or incorrectly classified requests.

Staff face additional burdens, including duplicating work orders for multifaceted requests and manually handling
routing and follow-ups due to limited system functional- ity. Additionally, the current system’s interface is clunky, lacks contemporary design, and does not provide an
easy way for residents to track the status of their re - quests.

The City will implement a modern CRMS that prioritizes
a user-friendly interface, data validation to reduce er - rors, and required data fields to ensure complete infor- mation is submitted. Advanced functionality that could
potentially be utilized, such as AI chatbots, condition - al routing, and automated notifications will streamline workflows and enhance communication. The goal is for
residents to have access to an intuitive portal to track their requests. Staff will benefit from tools to customize workflows, edit comments, and assign tasks directly to
the appropriate personnel. Features like spatial data
visualization and City boundary validation will further improve efficiency and accuracy.

Due to the overlapping functions of CRMS and CMMS
(Initiative 1.3.F) systems, a joint RFP for these two ini - tiatives is planned to identify potential synergistic sys - tem designs.

The new CRMS will transform customer service delivery The new CRMS will transform customer service delivery by enabling timely and accurate resolution of resident by enabling timely and accurate resolution of resident requests. Automated processes, improved routing, and requests. Automated processes, improved routing, and real-time updates will enhance transparency and build real-time updates will enhance transparency and build trust in City operations. Residents will benefit from a trust in City operations. Residents will benefit from a seamless, user-friendly experience, with an interactive seamless, user-friendly experience, with an interactive guide and easy access to request statuses.guide and easy access to request statuses.

For staff, improved communication and centralized For staff, improved communication and centralized documentation will strengthen collaboration, reduce documentation will strengthen collaboration, reduce response times, and save time and resources. AI-driv -response times, and save time and resources. AI-driv - en features and streamlined workflows will further sup-en features and streamlined workflows will further sup- port operational efficiency, allowing the City to handle port operational efficiency, allowing the City to handle requests more effectively and deliver measurable im -requests more effectively and deliver measurable im - provements in both customer satisfaction and service provements in both customer satisfaction and service delivery.delivery.

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
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2� User Experience and Customer Service

2.1 Internal Users

2.1.A Mobile Workforce
The City’s current technology infrastructure presents
challenges to supporting a fully mobile workforce. Wi-fi dead spots and unreliable connectivity at key facilities limit the effective use of mobile devices and applica - tions. Some employees still rely on desktops, restrict - ing their ability to work remotely or participate in on - line meetings away from their onsite desks. In addition, some conference rooms lack adequate hybrid meeting
technology, making collaboration between onsite and
remote participants inefficient.

These limitations hinder the City’s ability to create a ful- ly connected, mobile workforce capable of meeting the
demands of modern public service. Addressing these
challenges is essential to fostering a more flexible, effi- cient, and collaborative work environment.

The City is advancing its vision for a mobile workforce through a series of strategic efforts designed to en -
hance flexibility, connectivity, and collaboration. Follow- ing a review of staff needs, each department has iden-
tified employees whose desktop devices will transition
to laptops to support mobility. This phased transition is already underway and will continue over the next three
years to ensure a smooth implementation. Field staff
have also been equipped with mobile devices, such as
cell phones and tablets, tailored to their specific roles.

To improve connectivity, the City is enhancing Wi-Fi
and cellular coverage at key facilities by installing ad - ditional access points and cellular boosters. For hybrid work and collaboration, the City has begun upgrading
conference rooms with Rally Bar technology, delivering
consistent sound, video quality, and user experience to ensure seamless communication between onsite and
remote participants.

These upgrades, combined with tailored policies and
device configurations, aim to support a robust, con -
nected mobile workforce. By addressing technology
gaps and providing staff with the right tools, the City is fostering a work environment that is more adaptable,
productive, and collaborative.

Investments in mobile workforce technology will great -Investments in mobile workforce technology will great - ly enhance staff productivity and efficiency by enabling ly enhance staff productivity and efficiency by enabling seamless work from any location. Improved Wi-Fi and seamless work from any location. Improved Wi-Fi and cellular connectivity will support reliable communication cellular connectivity will support reliable communication and the effective use of mobile applications. Equipping and the effective use of mobile applications. Equipping field staff with laptops and mobile devices will enable field staff with laptops and mobile devices will enable real-time decision-making and streamline operations real-time decision-making and streamline operations by allowing data entry directly from the field.by allowing data entry directly from the field.

Upgraded hybrid meeting technology will foster stron -Upgraded hybrid meeting technology will foster stron - ger collaboration between onsite and remote partici -ger collaboration between onsite and remote partici - pants, optimizing staff time and resources. Additionally, pants, optimizing staff time and resources. Additionally, offering hybrid work opportunities in roles where tasks offering hybrid work opportunities in roles where tasks can be completed irrespective of location helps the City can be completed irrespective of location helps the City attract and retain top talent, ensuring a competitive and attract and retain top talent, ensuring a competitive and engaged workforce. engaged workforce.

This approach also provides cost savings by enabling This approach also provides cost savings by enabling effective virtual meetings with consultants, reducing the effective virtual meetings with consultants, reducing the need for travel to the City for in-person meetings. These need for travel to the City for in-person meetings. These improvements will create a more flexible, connected, improvements will create a more flexible, connected, and efficient workforce, aligning with the City’s vision and efficient workforce, aligning with the City’s vision for modern, responsive service delivery.for modern, responsive service delivery. $
Level of Eff ort
Deployment
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
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2� User Experience and Customer Service

2.1 Internal Users

2.1.B End User Training
City staff depend heavily on technology to perform their duties effectively, yet feedback from management inter- views and employee surveys revealed a need for more
comprehensive end-user training programs. Many em-
ployees expressed they feel underprepared to fully uti- lize both existing and new technologies, citing a lack of role-specific and focused training opportunities.

Concerns were also raised about the lack of continuity
in training for critical systems managed by only one or two individuals, as well as insufficient onboarding pro - cesses for new hires. These gaps lead to the underutili- zation of existing systems and heightened stress during technology transitions, ultimately impacting efficiency and productivity. Staff have expressed a strong desire
for improved training programs tailored to their specific roles and needs.

This initiative will establish a comprehensive end-user training program tailored to staff roles and their specific technology needs. Training will be structured into lev - els, such as casual users, frequent users, and super
users, to address varying levels of expertise and re -
quirements. The program will include system adminis -
tration training for critical tools, ongoing education for both new hires and existing staff, and hands-on ses -
sions during technology rollouts to ensure smooth tran- sitions.

To deliver high-quality instruction, the City will explore partnerships with third-party training providers. Addi - tionally, super-user groups will be formed to offer men- torship and on-the-job support, fostering a collaborative learning environment and empowering staff to maxi -
mize their use of technology.

A comprehensive end-user training program will enable A comprehensive end-user training program will enable staff to fully utilize the City’s technology investments, staff to fully utilize the City’s technology investments, enhancing both efficiency and productivity. Role-spe -enhancing both efficiency and productivity. Role-spe - cific training will ease stress during technology tran -cific training will ease stress during technology tran - sitions, encourage widespread adoption of new tools, sitions, encourage widespread adoption of new tools, and optimize workflow automation.and optimize workflow automation.

Super-user groups will promote knowledge-sharing, Super-user groups will promote knowledge-sharing, build internal expertise, and foster collaboration among build internal expertise, and foster collaboration among staff, creating a more resilient and capable workforce. staff, creating a more resilient and capable workforce.

These efforts will maximize the return on IT invest -These efforts will maximize the return on IT invest - ments, improve service delivery to the community, and ments, improve service delivery to the community, and ensure continuity of knowledge for City operations. ensure continuity of knowledge for City operations.

Ultimately, this initiative will support a technology-for -Ultimately, this initiative will support a technology-for - ward workforce equipped to meet the City’s evolving ward workforce equipped to meet the City’s evolving needs.needs.
$
Level of Eff ort
Design Training
Program Deployment
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
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2� User Experience and Customer Service

2.2 External Users

2.2.A Website Redesign
The City’s previous website, while functional, struggled to provide an optimal user experience. Its structure was based on internal organizational hierarchies rather than user needs, making it difficult for residents to quickly find relevant information.

The site was cluttered with thousands of pages and
documents, many of which were outdated or irrelevant,
overwhelming users. Navigation often required multiple
clicks, and the search functionality lacked the sophis - tication needed to surface accurate and relevant con -
tent. Additionally, the website did not fully comply with modern accessibility standards, limiting inclusivity for users of all abilities.

The platform was not fully optimized for mobile devic - es, resulting in inconsistent experiences across devic - es. Communication tools and content delivery were not
effectively utilized, reducing the City’s ability to inform and engage residents. Outdated graphics and limited
flexibility for emergencies or high-priority updates fur - ther hindered the website’s effectiveness in reflecting the City’s vision for accessible, transparent, and us - er-centered digital services.

In September 2024, the Strategic Communications and
Public Affairs Department launched the City’s rede -
signed website, toaks.gov. The new website features a
modern, user-centric platform that prioritizes accessi - bility, functionality, and visual appeal.

The new site incorporates ADA-compliant features,
such as an AI-based accessibility tool, and streamlined architecture to reflect user journeys and analytics. En - hanced search functionality, a customizable homepage,
and responsive design ensure seamless access across
all devices. High-resolution visuals and a focus on min- imal yet impactful content has improved the site’s us - ability and aesthetic appeal. In addition, a phased ap - proach to content updates ensures critical information
remains accessible.

The redesign of the City’s Library website is scheduled to go live in April of 2025. It will follow in the same agile fashion as the City’s main website.

The redesigned website offers a vastly improved user The redesigned website offers a vastly improved user experience by reducing the number of clicks needed experience by reducing the number of clicks needed to access content, enhancing search functionality, and to access content, enhancing search functionality, and ensuring mobile optimization. ensuring mobile optimization.

ADA compliance expands accessibility for all users, re-ADA compliance expands accessibility for all users, re- flecting the City’s commitment to inclusivity. Residents flecting the City’s commitment to inclusivity. Residents can now navigate the stie more easily, find essential can now navigate the stie more easily, find essential information quickly, and engage more effectively with information quickly, and engage more effectively with City services. City services.

Streamlined workflows and better organization reduce Streamlined workflows and better organization reduce staff time spent managing content, freeing resources staff time spent managing content, freeing resources for other priorities. The secure .gov domain reinforces for other priorities. The secure .gov domain reinforces the public’s trust in the City’s digital platforms, while the the public’s trust in the City’s digital platforms, while the agile design supports adaptability for future needs. This agile design supports adaptability for future needs. This redesign improves transparency, fosters stronger com-redesign improves transparency, fosters stronger com- munity connections, and positions the City as a leader munity connections, and positions the City as a leader in digital service delivery. in digital service delivery. $
Level of Eff ort
Go-Live Library
Go-Live
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
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2� User Experience and Customer Service

2.2 External Users

2.2.B Library Public Computer Infrastructure Replacement The Library’s public computer system operates on a
Virtual Desktop Infrastructure (VDI) that uses outdat - ed hardware at each workstation. This hardware has
reached the end of its lifecycle and requires replace - ment. Additionally, the VMware computer hosts rely
on specialized data and video acceleration hardware,
which also needs to be updated.

The aging infrastructure has increased licensing costs
and requires maintenance and administration by staff
with specialized skills. Cross-training effectively for these specific skills is challenging, making system sup- port both inefficient and difficult to manage.

This initiative will replace the Library’s specialized hard- ware with small form factor Windows PCs featuring a
customized, secure configuration. This change will in - volve upgrading outdated servers with modern, cost-ef-
fective hardware, eliminating the need for specialized
software and costly licensing fees.

By transitioning to cloud-based technologies for desk - top management, IT staff supporting the Library will be able to control and deploy desktops more efficiently,
enhancing the user experience for patrons and simpli -
fying administration.

Replacing the current infrastructure with standard hard-Replacing the current infrastructure with standard hard- ware and cloud-based management will simplify sys -ware and cloud-based management will simplify sys - tem complexity, reducing the need for specialized soft-tem complexity, reducing the need for specialized soft- ware and skills. ware and skills.

This shift will lower annual costs by eliminating the This shift will lower annual costs by eliminating the need for licenses associated with VMWare, Horizon need for licenses associated with VMWare, Horizon VDI, Teradici Cards, NVIDIA Graphics Cards, and Win-VDI, Teradici Cards, NVIDIA Graphics Cards, and Win- dows Virtual Desktop. dows Virtual Desktop.

Ultimately, this initiative will streamline the Library’s Ultimately, this initiative will streamline the Library’s public computer operations, reducing both expenses public computer operations, reducing both expenses and technical dependencies while delivering a more ef-and technical dependencies while delivering a more ef- ficient and secure computer experience for patrons.ficient and secure computer experience for patrons. $
Level of Eff ort
Testing Deployment
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
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3� Data Accessibility and Decision-Making

3.1 Data Management

3.1.A Data Management Plan
The City’s current approach to data management is
based on individual databases and interfaces devel -
oped over time to meet department-specific needs.

While this approach is functional, it lacks a unified
framework, resulting in inconsistencies in data accessi- bility, quality, and governance across departments.

Additionally, the City does not have complete documen-
tation of all systems and software used across depart - ments, the data stored within these systems, or how
that data is utilized. This lack of comprehensive doc - umentation further limits the ability to coordinate data efforts and fully understand the City’s data assets.

These limitations make it difficult to leverage data ef - fectively for advanced analytics, transparency initia - tives, and emerging technologies such as AI. Without a
structured, scalable data management framework and
a holistic understanding of its data assets, the City fac- es challenges in fostering collaboration, improving ef - ficiency, and making data-driven decisions to address
evolving operational and strategic needs.

With consultant assistance, the City will develop and
implement a comprehensive Data Management Plan
(DMP) to establish a consistent framework for manag -
ing its data assets.

Building upon Initiative 4.1.A Complete Inventory of De- partmental Software and Systems, this effort will doc - ument each system’s purpose, how it is used, the data
it contains, and how that data is utilized. This informa - tion will be critical in shaping the DMP by providing a complete understanding of the City’s data landscape.

It will also include a thorough assessment of existing
databases, data flows, and usage patterns to ensure a
comprehensive approach.

The resulting DMP will define standards for data qual - ity, security, and interoperability, enabling data to be accessed across departments while maintaining com -
pliance with records management requirements. The
framework will prioritize scalability and flexibility, sup - porting integration with new systems and advanced
functionalities such as AI.

The DMP will transform how the City manages and The DMP will transform how the City manages and utilizes data, enabling more effective data-driven de -utilizes data, enabling more effective data-driven de - cision-making and improving operational efficiency. By cision-making and improving operational efficiency. By establishing standardized data governance practices, establishing standardized data governance practices, the DMP will enhance data quality, accessibility, and the DMP will enhance data quality, accessibility, and security, ensuring that data assets can be fully lever -security, ensuring that data assets can be fully lever - aged for analytics, reporting, and AI-driven insights.aged for analytics, reporting, and AI-driven insights.

Democratizing data access across departments will Democratizing data access across departments will foster collaboration, eliminate silos, and increase oper-foster collaboration, eliminate silos, and increase oper- ational transparency. A scalable and flexible data frame-ational transparency. A scalable and flexible data frame- work will future-proof the City’s operations, allowing for work will future-proof the City’s operations, allowing for seamless integration of new systems and technologies.seamless integration of new systems and technologies.

Ultimately, the DMP will provide the effective data Ultimately, the DMP will provide the effective data framework needed to support the other ITSP initiatives, framework needed to support the other ITSP initiatives, build public trust, and empower the City to deliver im -build public trust, and empower the City to deliver im - proved services through smarter, more efficient use of proved services through smarter, more efficient use of its data resources.its data resources.
$
Level of Eff ort
RFP Plan design Implementation
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
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3� Data Accessibility and Decision-Making

3.1 Data Management

3.1.B Enterprise Content Management (ECM)
The City’s document and records management system
has evolved organically over time, with new technolo -
gies introduced to meet specific operational needs. This ad hoc growth has resulted in a fragmented environ -
ment where content is stored across multiple platforms, including shared network drives, Laserfiche, OneDrive,
SharePoint, email folders, and physical records.

The lack of consistent policies and practices for data
usage has created challenges in accessibility, version
control, and records management. Staff often face un -
certainty about expectations for document storage, re - tention, and retrieval, which adds complexity and ineffi- ciency to workflows.

Without clear, standardized guidelines for data usage,
the current environment limits the City’s ability to ef - fectively utilize records and documents to enhance
operational efficiency, foster collaboration, and sup - port informed decision-making. Establishing consistent
expectations will be critical to addressing these chal - lenges and ensuring a more organized and efficient ap-
proach to document management.

The City will develop and implement a comprehensive
ECM strategy focused on establishing consistent data
usage expectations and practices for staff. The initia - tive will begin with a citywide electronic records audit to inventory existing documents, storage systems, and
retention policies which will provide a clear understand- ing of the current environment.

The strategy will emphasize developing standardized
policies and guidelines for document storage, retention, and retrieval, ensuring clarity and consistency across
all departments. This effort will also include defining a unified data classification methodology and metadata
standards to improve accessibility and usability.

The initiative will incorporate software evaluation and workflow automation to support these practices and de-
velop a prioritized plan for digitizing paper files. Training programs will be created to help staff understand and
apply the new standards effectively, enhancing search
capabilities and overall document management.

Implementing an ECM strategy will transform the City’s Implementing an ECM strategy will transform the City’s document and records management by streamlining document and records management by streamlining processes and saving staff time through automated processes and saving staff time through automated retention, improved accessibility, and the elimination retention, improved accessibility, and the elimination of duplicate records. Standardized practices and tools of duplicate records. Standardized practices and tools will enhance compliance, preserve critical records, and will enhance compliance, preserve critical records, and support informed decision-making by ensuring accu -support informed decision-making by ensuring accu - rate, up-to-date information is easily accessible.rate, up-to-date information is easily accessible.

Automated workflows and advanced search capabili -Automated workflows and advanced search capabili - ties will empower staff to find and manage records more ties will empower staff to find and manage records more efficiently, reducing reliance on manual processes. Ad-efficiently, reducing reliance on manual processes. Ad- ditionally, effective ECM will generate cost savings by ditionally, effective ECM will generate cost savings by decreasing paper usage, reducing physical storage decreasing paper usage, reducing physical storage needs, and consolidating redundant technologies.needs, and consolidating redundant technologies.

Ultimately, this initiative will establish a cohesive frame-Ultimately, this initiative will establish a cohesive frame- work for managing the City’s information assets, foster-work for managing the City’s information assets, foster- ing operational efficiency, transparency, and improved ing operational efficiency, transparency, and improved service delivery.service delivery.
$
Level of Eff ort
RFP
Development RFP Implementation
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
IT Strategic Plan

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3� Data Accessibility and Decision-Making

3.2 Perofrmance and Data Analytics

3.2.A Performance Measures
As the City’s strategic objectives and operational com - plexity have grown, its performance measures program
presents an opportunity for evolution. Currently, the
program emphasizes measures that demonstrate the
completion of work and compliance with established
processes. While this approach has value, it primarily
focuses on confirming that tasks are carried out rather than guiding decisions about what work should be pri -
oritized to maximum public benefit.

The existing approach does not fully capture the broad- er insights needed to inform strategic decisions or high- light areas where resources could be better allocated to meet evolving public needs. This focus on measuring
activity rather than outcomes leaves room for improve-
ment in aligning the program with the City’s priorities and ensuring it serves as a tool for guiding future ac - tions.

The City will revitalize its performance measures pro - gram to align with current strategic goals and opera -
tional priorities. This initiative will involve a collabora - tive review of existing measures, the development of
new metrics where necessary, and the establishment of
clear benchmarks and reporting standards.

Led by the new IT Department, the updated program
will incorporate modern analytics tools to enhance data collection, tracking, and visualization. Training and en - gagement with City staff will ensure the program’s ef - fective implementation, fostering widespread adoption
and consistent use across departments. This refreshed
approach will provide actionable insights, promote ac - countability, and support data-driven decision-making.

Refreshing the performance measures program will Refreshing the performance measures program will equip the City with meaningful metrics to evaluate prog-equip the City with meaningful metrics to evaluate prog- ress, improve service delivery, and allocate resources ress, improve service delivery, and allocate resources more effectively. Transitioning toward advanced per -more effectively. Transitioning toward advanced per - formance measures will provide deeper, actionable in -formance measures will provide deeper, actionable in - sights that not only validate delivery of services but also sights that not only validate delivery of services but also guide decisions on resource allocation, identify areas guide decisions on resource allocation, identify areas for improvement, and support strategic adjustments to for improvement, and support strategic adjustments to better serve the community. better serve the community.

Updated measures will strengthen accountability and Updated measures will strengthen accountability and transparency, building trust with residents by showcas-transparency, building trust with residents by showcas- ing tangible results and addressing opportunities for ing tangible results and addressing opportunities for improvement. Integrating advanced analytics tools will improvement. Integrating advanced analytics tools will enable real-time tracking and data visualization, em -enable real-time tracking and data visualization, em - powering the City to make informed, data-driven deci -powering the City to make informed, data-driven deci - sions. sions.

This refreshed program will foster a culture of continu -This refreshed program will foster a culture of continu - ous improvement, encouraging staff to align their efforts ous improvement, encouraging staff to align their efforts with measurable outcomes that reflect the City’s strate-with measurable outcomes that reflect the City’s strate- gic goals and commitment to responsive governance.gic goals and commitment to responsive governance. $
Level of Eff ort
Redesign Performance
Measures Program Implementation
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
IT Strategic Plan

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3� Data Accessibility and Decision-Making

3.2 Perofrmance and Data Analytics

3.2.B Data Analytics
Data analytics in the City is currently performed in a
decentralized manner, with individual staff members
conducting independent analyses to address immedi -
ate needs. This fragmented approach results in incon -
sistent methodologies, limited collaboration, and ineffi - ciencies in accessing and analyzing data.

Data sets are often stored in fragmented locations
and varying formats, making it challenging to integrate and utilize data for comprehensive decision-making.

Without centralized support for data analytics, the City struggles to fully leverage its data assets to drive in - novation, enhance service delivery, and effectively ad - dress emerging challenges.

The City will establish a centralized data analytics func- tion within the new IT Department to provide a unified
approach to data management and analysis. This ini -
tiative will focus on consolidating data from across de - partments, standardizing analytics methodologies, and
implementing advanced tools such as dashboards and
predictive modeling.

The data analytics team will collaborate with depart -
ments to identify key metrics, improve data accessibil - ity, and integrate disparate data sources into a cohe - sive framework. Training programs will be developed to
enhance data literacy among staff, empowering them
to incorporate analytics into their decision-making pro - cesses.

By creating a centralized and collaborative approach,
this initiative will ensure data is effectively leveraged to support informed decisions, drive innovation, and im -
prove service delivery across the City.

As part of the new IT Department, the City will establish As part of the new IT Department, the City will establish a centralized data analytics function to provide unified a centralized data analytics function to provide unified support for data management and analysis. This initia-support for data management and analysis. This initia- tive will focus on consolidating data from across de -tive will focus on consolidating data from across de - partments, standardizing analytics methodologies, and partments, standardizing analytics methodologies, and implementing advanced tools such as dashboards and implementing advanced tools such as dashboards and predictive modeling.predictive modeling.

The data analytics team will collaborate with depart -The data analytics team will collaborate with depart - ments to identify key metrics, improve data accessibil -ments to identify key metrics, improve data accessibil - ity, and integrate disparate data sources into a cohe -ity, and integrate disparate data sources into a cohe - sive framework. Training programs will be developed to sive framework. Training programs will be developed to enhance data literacy among staff, empowering them enhance data literacy among staff, empowering them to incorporate analytics into their decision-making pro -to incorporate analytics into their decision-making pro - cesses.cesses.

By creating a centralized and collaborative approach, By creating a centralized and collaborative approach, this initiative will ensure data is effectively leveraged to this initiative will ensure data is effectively leveraged to support informed decisions, drive innovation, and im -support informed decisions, drive innovation, and im - prove service delivery across the City.prove service delivery across the City. $
Level of Eff ort
Assessment Develop
Project Plans Deployment
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
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4� Business Process Support

4.1 Documentation and IT Staff Development

4.1.A Inventory of Citywide Software and Systems
The City’s current documentation of citywide software
and systems is incomplete, lacking a comprehensive
inventory of all technology tools used across depart -
ments. ThirdWave Consulting conducted an initial in -
ventory of major systems, however it did not capture all software, subscriptions, and tools utilized by City staff.

Departments depend on a wide range of software and
subscriptions to support daily operations, many of which store critical data and drive key processes. Without a
complete inventory, the City cannot fully understand its technological environment or identify redundancies, in- efficiencies, and gaps.

This lack of oversight limits the City’s ability to optimize licensing, enhance cybersecurity, and align technology
with strategic goals. A comprehensive inventory is also critical for developing an effective Data Management
Plan and planning for future IT initiatives.

The City will conduct a comprehensive inventory of all
software, systems, and subscriptions used across de -
partments. This effort will document key details such
as functionality, licensing, costs, managed data, and
system integrations. Collaboration between IT staff and departments will ensure the inventory is accurate and
complete.

The results will help identify opportunities for consoli - dation, cost savings, and process improvements while
ensuring compliance with licensing and security re -
quirements. Additionally, this inventory will provide the detailed information needed to support the other ITSP
initiatives, such as developing the Data Management
Plan, ECM strategy, and ERP system.

Completing a comprehensive inventory of all systems Completing a comprehensive inventory of all systems and software used across the City is a foundational step and software used across the City is a foundational step for the entire ITSP. This initiative will ensure a complete for the entire ITSP. This initiative will ensure a complete and thorough understanding of the City’s technological and thorough understanding of the City’s technological landscape by documenting all systems and tools uti -landscape by documenting all systems and tools uti - lized across the City. lized across the City.

A thorough inventory will be critical for identifying re -A thorough inventory will be critical for identifying re - dundancies, optimizing licensing, and addressing out -dundancies, optimizing licensing, and addressing out - dated or unsupported software. It will also provide the dated or unsupported software. It will also provide the detailed information needed to advance other strategic detailed information needed to advance other strategic initiatives, such as developing the Data Management initiatives, such as developing the Data Management Plan, enhancing cybersecurity, integrating systems, Plan, enhancing cybersecurity, integrating systems, and improving data analytics. By offering a holistic view and improving data analytics. By offering a holistic view of the City’s technology environment, this effort will en-of the City’s technology environment, this effort will en- able more informed decision-making, align technology able more informed decision-making, align technology investments with organizational priorities, and ensure investments with organizational priorities, and ensure resources are effectively managed.resources are effectively managed. $
Level of Eff ort
Inventory
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
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4� Business Process Support

4.1.B Project Management Training
The IT Division is highly regarded by staff for its cus - tomer service and responsiveness. However, project
management training has been identified as an area for
improvement to support the successful implementation
of the ITSP. Feedback from management interviews, IT
focus groups, and staff surveys revealed opportunities
to enhance project planning and execution.

Currently, project phases and timelines are not consis- tently defined, and IT industry-standard project man -
agement methodologies are not used consistently. As
the City undertakes increasingly complex, cross-de -
partmental projects, formalizing project management
practices will be essential to ensuring consistency,
transparency, and alignment across teams.

By addressing these gaps, the City can enhance its
ability to deliver successful projects that meet opera - tional needs and support long-term strategic goals.

This initiative will introduce formal project manage -
ment training based on the Project Management Insti -
tute’s (PMI) Project Management Body of Knowledge
(PMBOK) framework. The training will cover key proj -
ect management principles, including planning, scope
definition, work breakdown structures, scheduling, risk management, and project closeout.

IT staff and other City employees who manage projects
will be encouraged to participate, promoting consisten- cy and alignment across departments. By establishing
standardized project management practices, this initia- tive will enhance accountability, collaboration, and the successful execution of City projects. In addition, train- ing will lay the groundwork for effectively utilizing the project management software planned for implementa-
tion (see Initiative 1.3.E).

Adopting standardized project management practic -Adopting standardized project management practic - es will ensure that City projects are executed consis -es will ensure that City projects are executed consis - tently, efficiently, and within scope. Formal training will tently, efficiently, and within scope. Formal training will enhance staff skills, enabling more effective resource enhance staff skills, enabling more effective resource allocation, risk management, and adherence to estab -allocation, risk management, and adherence to estab - lished methodologies. Using consistent terminology, lished methodologies. Using consistent terminology, frameworks, and expectations will further support ef -frameworks, and expectations will further support ef - fective project management by promoting clarity, align-fective project management by promoting clarity, align- ment, and a shared understanding across teams.ment, and a shared understanding across teams.

Improved planning and communication will help proj -Improved planning and communication will help proj - ects stay on schedule and within budget while meet -ects stay on schedule and within budget while meet - ing stakeholder expectations. Strengthened cross-de -ing stakeholder expectations. Strengthened cross-de - partmental collaboration will foster transparency and partmental collaboration will foster transparency and ensure alignment with organizational goals. These im -ensure alignment with organizational goals. These im - provements will increase the likelihood of successful provements will increase the likelihood of successful project delivery, maximize the return on IT investments, project delivery, maximize the return on IT investments, and enhance the City’s ability to provide reliable and and enhance the City’s ability to provide reliable and efficient services to the community.efficient services to the community.

4.1 Documentation and IT Staff Development
$
Level of Eff ort
Develop
Training Staff Training
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
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4.1.C Standardized Requirements Documentation
The City’s IT Division has delivered numerous technol-
ogy solutions, but it currently operates without a stan - dardized process for documenting requirements during
the planning of new or upgraded systems and software.

Requirements are often captured inconsistently, vary -
ing in detail and format depending on the project. This lack of structure can lead to gaps in scoping, misalign - ment with stakeholder needs, and inefficiencies in ad - dressing key technical and functional specifications.

Without a formalized methodology, challenges exist in
ensuring that projects are accurately defined, consis - tently executed, and aligned with strategic goals. This creates potential risks in meeting end-user expecta -
tions and delivering cohesive technology solutions. Es- tablishing a more structured approach would address
these challenges and support IT’s overall effectiveness.

IT staff will develop and implement a formal methodolo- gy for documenting system and software requirements.

This initiative will establish a standardized framework for gathering, validating, and organizing requirements, including functional and technical specifications, data needs, interface design, and reporting capabilities.

As part of this initiative, an IT Intake Form will be in - troduced to collect essential project details, such as
scope, resources, and timelines. This methodology will
integrate into the City’s IT Governance framework (Ini - tiative 5.1.A) to ensure consistency and alignment with strategic objectives. These structured practices will pro- vide a clear and consistent approach to planning tech - nology projects and aligning them with organizational
needs.

Formalizing requirements documentation will create Formalizing requirements documentation will create clearer and more consistent project scopes, ensuring clearer and more consistent project scopes, ensuring better alignment between stakeholder expectations better alignment between stakeholder expectations and delivered solutions. By identifying needs early in and delivered solutions. By identifying needs early in the process, the City can optimize existing technology, the process, the City can optimize existing technology, minimize project risks, and reduce costly change or -minimize project risks, and reduce costly change or - ders.ders.

Comprehensive and well-defined requirements will en-Comprehensive and well-defined requirements will en- able IT staff to assess vendor proposals more effective-able IT staff to assess vendor proposals more effective- ly and select solutions tailored to business and service ly and select solutions tailored to business and service delivery needs. This structured approach will improve delivery needs. This structured approach will improve stakeholder satisfaction, enhance project outcomes, stakeholder satisfaction, enhance project outcomes, and strengthen strategic alignment, positioning IT as a and strengthen strategic alignment, positioning IT as a proactive and dependable partner in delivering impact-proactive and dependable partner in delivering impact- ful technology solutions.ful technology solutions.

4.1 Documentation and IT Staff Development
$
Level of Eff ort
Develop Best
Practices Staff Training
4� Business Process Support
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
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4� Business Process Support

4.2 Process Modernization and Optimization

4.2.A EnerGov Enterprise Permitting & Licensing (EPL) 2.0 The initial implementation of Tyler EnerGov’s EPL sys-
tem focused on achieving a rapid go-live timeline, with workflows and automations developed post-launch.

This approach allowed staff to gain hands-on experi -
ence with the system and adapt it to their needs, but
it also resulted in inconsistent usage methods across
teams.

To ensure continuity, many workflows and procedures
from the previous system were carried over, creating
a centralized application funnel that became cumber -
some. Staff often supplemented the system with ex -
ternal tools, such as spreadsheets and documents,
to meet their needs. Limited training and onboarding
during the rollout led to staff learning processes on the fly, fostering flexibility but causing inconsistencies in documentation and coordination between workgroups.

The system was initially structured to reflect distinct functional areas within the City, such as Building, Plan- ning, Public Works, and Finance. While this design mir- rored internal operations, it created a confusing and
inefficient experience for applicants navigating the sys- tem. These challenges present an opportunity to op -
timize workflows, enhance coordination, and improve
the applicant user experience.

The EPL 2.0 initiative aims to create a seamless “One
City” approach, providing applicants with a unified pro- cess that eliminates distinctions between functional
areas. This effort includes reconfiguring the system
based on vendor recommendations and industry best
practices, establishing sustainable workflows and pro - cesses through thorough evaluation and documenta -
tion, and centralizing training and onboarding materials to ensure consistent usage across departments.

The initiative will also emphasize proactive software
change management by implementing regular up -
grades, promoting system-wide awareness of changes,
and fostering collaboration through increased interac - tion across workgroups and organizational levels. The
“One City” approach will streamline applicant tracking
and communication, ensuring processes are consis -
tent, efficient, and user-friendly.

EPL 2.0 will deliver a unified applicant experience, re -EPL 2.0 will deliver a unified applicant experience, re - flecting the City’s commitment to service excellence flecting the City’s commitment to service excellence by eliminating the need for applicants to navigate de -by eliminating the need for applicants to navigate de - partmental distinctions. Enhanced change control and partmental distinctions. Enhanced change control and documentation processes will improve system stability documentation processes will improve system stability and provide staff with a clear understanding of software and provide staff with a clear understanding of software updates.updates.

Standardized workflows and documentation will boost Standardized workflows and documentation will boost efficiency, simplify new employee onboarding, and efficiency, simplify new employee onboarding, and serve as a valuable resource for existing staff. The ini -serve as a valuable resource for existing staff. The ini - tiative will also promote deeper interdepartmental col -tiative will also promote deeper interdepartmental col - laboration and understanding, reducing the impact of laboration and understanding, reducing the impact of changes across workgroups. changes across workgroups.

Regular interactions and transparent communication Regular interactions and transparent communication will build trust and enhance the City’s ability to deliv -will build trust and enhance the City’s ability to deliv - er innovative, adaptable permitting and licensing solu -er innovative, adaptable permitting and licensing solu - tions.tions.
$
Level of Eff ort
Implementation
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
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4.2.B Business Process Improvement (BPI)
The City’s business processes have not undergone a
systematic review to identify opportunities for optimiza- tion. While some processes may have worked well in
the past, changing needs and advancements in tech -
nology make it essential to periodically reassess work- flows. Without regular review, outdated processes can
lead to inefficiencies that impact staff productivity and the quality of services provided to residents.

Many workflows rely on manual steps or outdated prac-
tices that have not been updated to reflect current op - erational needs or take advantage of modern technolo-
gies. Currently, the City lacks a formalized approach to Business Process Improvement (BPI). Without a struc-
tured methodology to evaluate and refine processes,
the City risks perpetuating outdated workflows, even
when implementing new technology solutions, and
missing opportunities to improve efficiency and better
meet end-user needs.

Regularly revisiting how work is done fosters a culture of continuous improvement and ensures that the City’s
operations remain effective and responsive to evolving
demands.

The City will adopt a formal BPI methodology to ana -
lyze and optimize workflows before implementing new
technology solutions. This initiative will establish stan - dard conventions and templates for mapping current
and future processes, providing a consistent and effec- tive framework for identifying inefficiencies and oppor - tunities for improvement.

Dedicated IT resources will support BPI efforts, work - ing closely with departments to provide business sup -
port services and collaborate with stakeholders to ar - ticulate technology requirements. Future technology
implementations will begin with BPI strategy sessions
involving IT staff, process owners, and key stakehold - ers. These collaborative sessions will identify opportu - nities to streamline workflows, reduce redundancies,
and align processes with operational needs.

By also integrating BPI into the planning and require - ments phases of projects, the City will ensure that fu - ture systems are designed to meet evolving operational
demands and align with strategic goals, fostering great- er efficiency and effectiveness across departments.

Implementing a formal Business Process Improvement Implementing a formal Business Process Improvement (BPI) methodology will enable the City to regularly re -(BPI) methodology will enable the City to regularly re - assess and optimize workflows, ensuring they align assess and optimize workflows, ensuring they align with evolving operational needs and advancements in with evolving operational needs and advancements in technology. This approach will identify inefficiencies, technology. This approach will identify inefficiencies, eliminate outdated practices, and help staff adapt to eliminate outdated practices, and help staff adapt to changing demands, even when no new technology is changing demands, even when no new technology is introduced. introduced.

Regularly revisiting how work is done will foster a cul -Regularly revisiting how work is done will foster a cul - ture of continuous improvement, ensuring the City’s ture of continuous improvement, ensuring the City’s operations remain effective and responsive to evolving operations remain effective and responsive to evolving demands. Optimized processes will enhance staff pro -demands. Optimized processes will enhance staff pro - ductivity, improve service delivery, and create a better ductivity, improve service delivery, and create a better overall experience for both employees and residents. overall experience for both employees and residents.

By addressing inefficiencies proactively, BPI will By addressing inefficiencies proactively, BPI will strengthen the City’s ability to deliver high-quality ser -strengthen the City’s ability to deliver high-quality ser - vices and support innovation, driving greater efficiency, vices and support innovation, driving greater efficiency, effectiveness, and adaptability Citywide.effectiveness, and adaptability Citywide.

4.2 Process Modernization and Optimization
$
Level of Eff ort
Assessment Develop
Project Plans Deployment
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
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4� Business Process Support

4.2.C Business Process Automation (BPA)
The City has not yet implemented Business Process
Automation (BPA) across its operations and continues
to rely on manual workflows for repetitive, rule-based, and high-volume tasks. While these tasks are essential
to daily operations, their manual nature often results in longer processing times, inefficient use of staff resourc- es, and a higher risk of human error.

This reliance on manual processes also limits scalabil- ity, as increased workloads require additional time and resources to maintain performance levels. Without an
automation framework, employees spend significant
time on routine tasks, reducing their ability to focus on higher-value activities or new projects and initiatives.

The lack of BPA tools, such as Robotic Process Auto -
mation (RPA) or Business Process Management (BPM)
platforms, presents a significant opportunity to improve efficiency, reduce redundancies, and foster innovation.

The City will adopt a comprehensive BPA strategy to
streamline repetitive, rule-based workflows across its
operations. This initiative will begin by identifying pro - cesses suitable for automation, such as financial re -
porting, employee onboarding, and system updates.

Leveraging tools like Robotic Process Automation
(RPA), Business Process Management (BPM) soft -
ware, and API integrations, the City will automate re - curring tasks while integrating these solutions with ex - isting systems to create seamless workflows. Ongoing
monitoring and optimization will ensure that automat -
ed processes operate effectively and adapt to evolving
needs.

Employee engagement will play a key role in the im -
plementation process, addressing concerns and facili -
tating a smooth transition to automation. This initiative will help modernize operations, enhance efficiency, and free up staff time for higher-value tasks.

Implementing BPA will significantly improve operational Implementing BPA will significantly improve operational efficiency by reducing processing times and minimizing efficiency by reducing processing times and minimizing risks for errors in routine tasks. Employees will spend risks for errors in routine tasks. Employees will spend less time on mundane responsibilities, allowing them less time on mundane responsibilities, allowing them to focus on strategic and creative work, which will en -to focus on strategic and creative work, which will en - hance job satisfaction and foster greater opportunities hance job satisfaction and foster greater opportunities for innovation across the City.for innovation across the City.

BPA will also increase consistency, accuracy, and com-BPA will also increase consistency, accuracy, and com- pliance through reliable, rule-based processes with pliance through reliable, rule-based processes with built-in audit trails. By adopting automation, the City will built-in audit trails. By adopting automation, the City will position itself for greater adaptability, improved service position itself for greater adaptability, improved service delivery, and long-term operational excellence.delivery, and long-term operational excellence.

4.2 Process Modernization and Optimization
$
Level of Eff ort
Develop Deployment
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
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5� IT Governance, Cybersecurity, and Continuity

5.1 IT Governance

5.1.A IT Governance Committees
The City’s IT Governance Committees (Committees)
are comprised of a Core Committee (established in
October 2015) and a Stakeholder Committee (estab -
lished in March 2016). The existing structure is infor - mal and lacks adherence to best practices necessary
for strategic alignment and operational efficiency. While the Committees meet bi-monthly, their effectiveness is
hindered by low engagement, undefined roles, and the
absence of clear decision-making criteria.

Departments often implement technology solutions in -
dependently, driven by their own budgets rather than
through a unified, strategic approach. This decentral - ized model has led to some systems being purchased
or deployed without IT staff involvement, resulting in
challenges related to support, technical expertise, and unforeseen costs. Additionally, this approach has con - tributed to underutilized systems, fragmented IT infra - structure, and missed opportunities for economies of
scale and enterprise-wide solutions.

The City will formalize its IT Governance process by
adopting best practices to improve the planning, bud -
geting, and implementation of technology solutions. A
structured governance framework will clearly define
roles and responsibilities, establish criteria for project evaluation, and require the use of a standardized IT
Project Intake Form (to be developed as part of Initia - tive 4.1.C Standardized Requirements Documentation).

This form will capture essential project details, includ - ing scope, business justification, resource needs, and
budget estimates.

Governance meetings will be restructured to encour -
age active engagement and collaborative discussions.

IT staff will act as consultants to departments, ensuring projects align with the City’s enterprise architecture, cy- bersecurity standards, and strategic goals. This formal- ized approach will promote consistency, transparency,
and enterprise-wide coordination in technology deci -
sion-making.

A formalized IT Governance process will strategical -A formalized IT Governance process will strategical - ly align technology investments with the City’s goals, ly align technology investments with the City’s goals, ensuring efficient and cost-effective IT solutions. En -ensuring efficient and cost-effective IT solutions. En - hanced communication and engagement will promote hanced communication and engagement will promote collaboration across departments, fostering innovation collaboration across departments, fostering innovation while reducing duplication and ensuring system com -while reducing duplication and ensuring system com - patibility.patibility.

Centralized oversight will improve resource planning, Centralized oversight will improve resource planning, streamline procurement processes, and enhance sup -streamline procurement processes, and enhance sup - port capabilities. By thoroughly vetting projects before port capabilities. By thoroughly vetting projects before implementation, the City can ensure investments deliv-implementation, the City can ensure investments deliv- er the best value and eliminate redundant technologies.er the best value and eliminate redundant technologies.

This structured framework will improve service deliv -This structured framework will improve service deliv - ery, support long-term sustainability, and ensure IT ery, support long-term sustainability, and ensure IT resources are deployed strategically. Ultimately, it will resources are deployed strategically. Ultimately, it will align technology with the City’s business strategy, en -align technology with the City’s business strategy, en - hancing services for residents and driving operational hancing services for residents and driving operational excellence.excellence.
$Level of Eff ort
Re-design
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
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5� IT Governance, Cybersecurity, and Continuity

5.1 IT Governance

5.1.B Change Management Plan
The City currently lacks a formalized Change Man -
agement Plan or strategies to address the people-side
of implementing new business processes and tech -
nologies. As the City undertakes the numerous initia -
tives outlined in this ITSP, the absence of a structured Change Management approach poses risks to the suc-
cess of these projects.

Change often meets resistance, especially when ex -
pectations are unclear or communication is insufficient.

Without clear communication, stakeholder engage -
ment, comprehensive training, and strategies for man -
aging resistance, the City may struggle to achieve the
desired outcomes and ensure widespread adoption of
new technologies and processes. Addressing this gap
will be essential to overcoming resistance, building con- fidence, and ensuring the success of ITSP initiatives
and the long-term effectiveness of the City’s technology solutions.

The City will develop and implement a comprehensive
Change Management Plan based on best practices and
proven methodologies to support the successful execu-
tion of ITSP initiatives. This plan will include a Spon - sor Roadmap to clearly define stakeholder roles and
responsibilities, a robust Communication Plan to keep
staff informed and engaged, and a structured Training
Plan to equip employees with the skills needed for new
technologies and processes.

To address potential challenges, a Resistance Manage-
ment Plan will be introduced to proactively identify and manage concerns, using tools such as quality circles
and post-implementation evaluations to gather feed -
back. Regular performance measurement techniques
will monitor the progress of ITSP initiatives, allowing for adjustments to address evolving business needs or
technological advancements.

This structured approach will ensure a smooth transi -
tion to new systems and processes while fostering staff buy-in for long-term success.

The Change Management Plan will ensure the effective The Change Management Plan will ensure the effective implementation and adoption of new technologies and implementation and adoption of new technologies and business processes, enabling the City to achieve its business processes, enabling the City to achieve its strategic goals. Clear communication and comprehen -strategic goals. Clear communication and comprehen - sive training will build staff confidence, reduce anxiety sive training will build staff confidence, reduce anxiety about change, and improve proficiency in using new about change, and improve proficiency in using new systems. Feedback mechanisms will foster collabo -systems. Feedback mechanisms will foster collabo - ration and continuous improvement, helping staff feel ration and continuous improvement, helping staff feel heard and supported throughout the transition.heard and supported throughout the transition.

By proactively addressing resistance and managing By proactively addressing resistance and managing expectations, the plan will minimize disruptions and expectations, the plan will minimize disruptions and enhance organizational alignment. This structured ap -enhance organizational alignment. This structured ap - proach will maximize the return on investment for IT proach will maximize the return on investment for IT initiatives, improve operational efficiency, and foster a initiatives, improve operational efficiency, and foster a culture of adaptability and innovation across the City.culture of adaptability and innovation across the City. $Level of Eff ort
Develop
Plan Implementation
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
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5� IT Governance, Cybersecurity, and Continuity

5.1 IT Governance

5.1.C Enterprise Architecture
The City’s current IT environment operates without a
formal Enterprise Architecture (EA) framework, lead -
ing to fragmented systems and inconsistent alignment
between IT infrastructure and organizational goals. In
the absence of a standardized approach, IT initiatives
are often developed and implemented independently,
resulting in redundancy, inefficiencies, and limited in - teroperability among systems.

This decentralized model increases the risk of informa- tion silos, resource duplication, and higher maintenance costs. Additionally, the lack of a cohesive framework
limits the City’s ability to adapt dynamically to emerging needs, regulatory changes, and evolving service de -
livery demands. Establishing an EA framework will be
critical to addressing these challenges and ensuring a
more unified and efficient IT environment.

The City will implement a formal EA framework to stan-
dardize and integrate IT systems, services, and infra - structure across all departments. This initiative will es - tablish guiding principles and standards for business,
information, application, and infrastructure architec - tures.

A portfolio rationalization and simplification process will identify and eliminate redundancies, ensuring the effec- tive use of IT resources. The EA framework will define
a clear target architecture to streamline procurement
decisions, enhance interoperability, and promote con -
sistency across the organization.

By aligning IT systems and initiatives with the City’s
broader goals and objectives, this initiative will create a cohesive, enterprise-wide approach to managing tech-
nology, improving efficiency, and supporting strategic
priorities
Implementing an EA framework will bridge the gap be -Implementing an EA framework will bridge the gap be - tween operational strategy and IT implementation, en -tween operational strategy and IT implementation, en - suring better alignment with organizational goals and suring better alignment with organizational goals and enhancing service delivery. Standardized architectures enhancing service delivery. Standardized architectures will reduce redundancy, complexity, and costs while en-will reduce redundancy, complexity, and costs while en- abling more efficient resource sharing and streamlined abling more efficient resource sharing and streamlined procurement processes.procurement processes.

The EA framework will improve interoperability, min -The EA framework will improve interoperability, min - imize security risks, and promote data integration, imize security risks, and promote data integration, breaking down information silos and facilitating seam -breaking down information silos and facilitating seam - less information sharing. It will also provide the flexibil-less information sharing. It will also provide the flexibil- ity needed to adapt to customer needs and statutory ity needed to adapt to customer needs and statutory changes, enhancing the City’s ability to meet evolving changes, enhancing the City’s ability to meet evolving demands.demands.

Ultimately, the EA framework will create a more cohe -Ultimately, the EA framework will create a more cohe - sive, efficient, and responsive IT environment, driving sive, efficient, and responsive IT environment, driving operational excellence and delivering better outcomes operational excellence and delivering better outcomes for the community.for the community.
$
Level of Eff ort
Develop
Plan Implementation
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
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5� IT Governance, Cybersecurity, and Continuity

5.2 Cybersecurity

5.2.A M365 Defender 5
The City has implemented strong cybersecurity mea -
sures to protect its IT systems and ensure a secure
operational foundation. Feedback from IT staff focus
groups has identified an opportunity to enhance cyber-
security within the Microsoft 365 platform by upgrading to Defender Level 5.

The current licensing, while effective, does not include advanced features such as enhanced threat detection,
detailed reporting, and proactive email protection of - fered by the upgraded Defender suite. Addressing this
gap will further strengthen the City’s cybersecurity pos- ture, improve visibility into system performance and
vulnerabilities, and ensure continued resilience against evolving cyber threats.

The City will enhance its cybersecurity protections by
upgrading Microsoft 365 licensing to include Defend -
er Level 5, providing advanced tools to strengthen IT
system security. This upgrade will enable access to en- hanced features such as robust threat detection, pro -
active email protection, and comprehensive reporting
capabilities.

The project will begin with a thorough assessment of
current configurations to ensure a seamless transition, followed by the procurement of Level 5 licenses to cov- er all necessary users and systems. Once the licensing
is secured, IT staff will configure and activate advanced security policies, integrating the new features with exist- ing City IT systems, including email servers, endpoints, and the planned cloud-based phone system.

To ensure a smooth implementation, rigorous testing
will validate the functionality of the upgraded features and maintain uninterrupted operations throughout the
transition. Staff training will accompany the rollout,
equipping employees with the skills to interpret ad -
vanced security alerts and utilize reporting tools effec - tively, enhancing the City’s ability to manage and re - spond to potential threats proactively
Upgrading to Microsoft 365 Defender Level 5 will en -Upgrading to Microsoft 365 Defender Level 5 will en - hance the City’s cybersecurity capabilities and oper -hance the City’s cybersecurity capabilities and oper - ational resilience. The advanced threat detection fea -ational resilience. The advanced threat detection fea - tures in Level 5 are designed to identify and neutralize tures in Level 5 are designed to identify and neutralize sophisticated cyber threats more effectively, providing sophisticated cyber threats more effectively, providing a stronger defense against evolving risks.a stronger defense against evolving risks.

Enhanced email protection goes beyond basic filter -Enhanced email protection goes beyond basic filter - ing by proactively flagging suspicious emails, helping ing by proactively flagging suspicious emails, helping to prevent staff from interacting with malicious attach -to prevent staff from interacting with malicious attach - ments or falling victim to phishing attempts. Addition -ments or falling victim to phishing attempts. Addition - ally, the comprehensive reporting tools in Level 5 will ally, the comprehensive reporting tools in Level 5 will provide greater visibility into system performance and provide greater visibility into system performance and vulnerabilities, enabling IT staff to monitor, analyze, and vulnerabilities, enabling IT staff to monitor, analyze, and respond to potential risks with greater precision.respond to potential risks with greater precision.

By transitioning to Level 5, the City will achieve a high-By transitioning to Level 5, the City will achieve a high- er standard of IT governance and continuity, ensuring er standard of IT governance and continuity, ensuring robust safeguards for critical operations and improved robust safeguards for critical operations and improved resilience against emerging threats.resilience against emerging threats. $
Level of Eff ort
Implementation
Current State Initiative Benefits
Budget Impact
One-time budget
investment
Recurring annual budget
investment
Both one-time and recurring
budget investmentsRoadmap
Funded
Partially-
funded
New
Funding
YEAR 0 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J City of Thousand Oaks
IT Strategic Plan

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5.3.A Business Continuity and Disaster Recovery
5� IT Governance, Cybersecurity, and Continuity

5.3 Continuity
The City recognizes the opportunity to enhance its cur- rent Business Continuity and Disaster Recovery (BC/
DR) resources. While existing procedures address dis-
ruptions, opportunities remain to review, update, and
consolidate procedures for restoring critical applica - tions and services.

The City will enhance its BC/DR Plan to ensure it re -
mains aligned with industry best practices for operation- al resilience. The analysis will review and re-prioritize all critical applications and services, recovery processes, and system dependencies to effectively support com -
prehensive recovery strategies.

In collaboration with other key staff responsible for emer- gency response communication, the BC/DR Plan will
include a refreshed communications strategy to keep
staff and stakeholders informed during disruptions. It
will also outline testing protocols to validate recovery procedures and ensure readiness. Provisions for reg -
ular updates will be included to continue adapting the
plan to organizational changes and evolving risks, en - suring its continued effectiveness over time.

An enhanced BC/DR Plan provides the City with a An enhanced BC/DR Plan provides the City with a strong and reliable framework to minimize disruptions strong and reliable framework to minimize disruptions and ensure continuity during emergencies. Clearly de -and ensure continuity during emergencies. Clearly de - fined priorities and recovery processes reduce down -fined priorities and recovery processes reduce down - time and mitigate risks to essential service delivery.time and mitigate risks to essential service delivery.

Regular testing and validation strengthen the City’s Regular testing and validation strengthen the City’s ability to restore systems effectively, while ongoing plan ability to restore systems effectively, while ongoing plan maintenance will ensure alignment with organizational maintenance will ensure alignment with organizational needs and emerging risks. By reducing the time and needs and emerging risks. By reducing the time and costs associated with unplanned outages, the BC/DR costs associated with unplanned outages, the BC/DR Plan will enhance operational resilience and reinforce Plan will enhance operational resilience and reinforce the City’s commitment to providing uninterrupted ser -the City’s commitment to providing uninterrupted ser - vices to the community.vices to the community.
$Level of Eff ort
Develop Imp-
City of Thousand Oaks
IT Strategic Plan

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City of Thousand Oaks
IT Strategic Plan

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This ITSP document was produced by:

Carrie Matson
Deputy Finance Director
Reviewed and edited by:

Akbar Alikhan Jaime Boscarino
Deputy City Manager Finance Director
Acknowledgements
Special thank you to:

The City Council
Andrew P. Powers, City Manager
The City Executive Team
The IT Core Governance Committee
All of the Finance Department’s IT Division staff members - past and present - for providing a solid foundation in which to launch the next evolution of innovation, data, and technology for the City of Thousand Oaks.

All of the City employees who contributed their time, feed - back, and ideas to craft this ITSP.

For some components of this document, ChatGPT assisted with generating draft, summaries, narratives, and graphics. All content was verified and edited by staff.

Thousand Oaks City CouncilJanuary 28, 2025

Thousand Oaks City Council
January 28, 2025