TO:Andrew P. Powers, City Manager
FROM:Jaime Boscarino, Finance Director
DATE:January 28, 2025
SUBJECT:2025-2031 Information Technology Strategic Plan RECOMMENDATION:
1. Receive report and approve the Information Technology Strategic Plan (ITSP) for FY 2024-25 to FY 2030-31.
2. Find that this action is not a project as defined under the California Environmental Quality Act.
LEVINE ACT ITEM: No
FINANCIAL IMPACT:
No Additional Funding Requested. Staff time to prepare the Information Technology Strategic Plan (ITSP) is included in the Adopted FY 2024-25 General Fund Budget. Funding needed to implement the initiatives in this ITSP will include both one-time and recurring budget impacts, including additional staffing. Detailed budget recommendations will be developed within scope of the upcoming biennial budget process. All ITSP budget impacts will be specifically highlighted during the budget study sessions and public hearing.
BACKGROUND:
The role of information technology (IT) in local government has evolved rapidly and significantly, expanding beyond traditional functions such as maintaining hardware, software, and network infrastructure. Technology now serves as a critical enabler of innovation, efficiency, and effective service delivery across all areas of municipal operations. Recognizing this shift, the City initiated the development of a comprehensive ITSP to analyze and modernize its approach to technology.
Information Technology Strategic Plan
January 28, 2025
ITSP Development
The development of the ITSP demonstrates the City’s commitment to innovation and efficiency through collaboration and strategic planning. The City used an inclusive approach to ensure the plan addresses both current needs while aligning with citywide long-term goals.
The ITSP process began with an external assessment of the City’s current state of IT operations. ThirdWave Corporation, an independent consulting firm, conducted a review of the City’s current technology environment, operational requirements, and service delivery capabilities. This review utilized a combination of data analysis, staff input, management interviews, and workshops to identify key challenges and opportunities.
Significant staff input was gathered during the ITSP process through two employee surveys addressing system performance, technology needs, data accessibility, and opportunities for innovation. In addition, workshops engaged staff and subject matter experts to analyze mission-critical functions and identify areas for improvement.
Visioning exercises with City leadership played a key role in developing the ITSP.
Survey questions and brainstorming discussions culminated in the development of the following IT Vision Statement:
Leverage transformative technology
to enhance the quality of life for all residents,
fostering a connected, inclusive, and sustainable
community and workplace.
WE STRIVE:
TO boldly embrace innovation, fostering a nimble culture with the courage to explore new ideas and solutions.
TO deliver modern, efficient, and customer-centric services through technology that prioritizes integration between City systems.
TO promote data accessibility for effective and collaborative decision- making.
This vision served as a guiding framework for developing and articulating the ITSP’s strategic goals and initiatives, providing a cohesive direction for advancing the City’s technology objectives.
Information Technology Strategic Plan
January 28, 2025
The collaborative process ensured the ITSP supported a unified vision, and was grounded in data-driven insights, staff expertise, and organizational priorities.
Through all the information gathered, a clear roadmap emerged to address current challenges and leverage future opportunities.
Current State of IT Operations
Evaluating the City’s current approach to technology highlighted areas where additional focus, expansion, and investment can enhance City operations and services to the community. Prior technology investments were primarily designed to meet existing needs, but were not consistently evaluated for scalability, integration among other systems, inter-operability across departments, or adaptability for future demands. While governance structures and continuity planning efforts are in place, additional formalization and standardization will maximize their effectiveness. Similarly, project management support and practices vary across departments, creating opportunities for greater consistency and alignment. For data management, the City’s current approach is decentralized.
This limits accessibility and the ability to use the City’s data assets to their full potential. In addition, while departments adopt innovative solutions independently, there is no unified framework or shared culture that systematically supports innovation across the organization.
Understanding and documenting the current state of the City’s IT operations was essential for developing a strategic plan that addresses these gaps, strengthens operations, and positions the City to effectively embrace future opportunities.
DISCUSSION/ANALYSIS:
The ITSP outlines a comprehensive five-year strategy to modernize systems, enhance data management, adopt emerging technologies, and improve citywide operations and services. Structured around five core strategic goals, the ITSP provides a framework for advancing the City’s technology infrastructure and operations, while fostering innovation across all departments. Although planned as a five-year roadmap, the ITSP is intended to be a flexible and living document that can adapt to evolving priorities, emerging technologies, and changing needs. This approach will ensure the City remains agile and responsive to future challenges and opportunities.
Supporting the five strategic goals, 34 initiatives were developed based on feedback from staff, analysis of current systems and processes, and best practices in municipal technology management. This approach ensured the initiatives address both immediate operational needs and longer-term priorities. The Information Technology Strategic Plan
January 28, 2025
initiatives provide actionable steps to achieve the City’s IT vision. The five strategic goals are described below along with highlights of their targeted initiatives. A full description of all initiatives is included in the ITSP (Attachment #1).
Strategic Goal Number of
Initiatives
1. Innovative and Adaptable Technology Investments 15
2. User Experience and Customer Service 4
3. Data Accessibility for Decision-Making 4
4. Business Process Support 6
5. IT Governance, Cybersecurity, and Continuity 5
1. Innovative and Adaptable Technology Investments
This strategic goal focuses on creating a robust foundation to address current needs while anticipating future challenges. By emphasizing system integration and reducing isolated, department-specific solutions, the City aims to foster greater cohesion across departments and implement flexible, streamlined platforms that enhance overall operations.
A key component of this goal includes advancing smart city technologies. These are innovative tools and systems that use data and connectivity to improve efficiency and enhance decision-making to better anticipate and respond to community needs. These efforts support a connected and agile technology ecosystem, paving the way for a sustainable, data-driven future that enables innovative solutions.
The investments within this strategic goal reflect the City’s commitment to creating a cohesive, adaptable technology ecosystem that meets current demands while laying a foundation for future growth. Together, the initiatives will strengthen City operations, enhance service delivery, and provide the tools necessary to achieve the City’s broader strategic goals.
Initiative Highlights
Divided into the three sub-goals of Infrastructure, Data Infrastructure Optimization, and Systems and Software, this strategic goal is supported by 15 initiatives.
Central to this strategic goal is the implementation of a new Enterprise Resource Planning (ERP) system, which represents the City’s most significant technology investment over the next five years. Through an extensive scoping project and phased implementation, the ERP initiative aims to streamline core administrative functions, integrate workflows, and reduce reliance on manual processes and siloed systems. This transformative project will modernize operations in finance and human resources, aligning the City’s technology with modern governance needs.
Information Technology Strategic Plan
January 28, 2025
Additional initiatives under this strategic goal address critical infrastructure improvements, such as upgrading the City’s routing and network systems to enhance reliability and service continuity. The replacement of the legacy Voice over Internet Protocol (VoIP) phone system with a cloud-based Unified Communications platform will improve connectivity and flexibility, supporting modern communication needs.
To optimize data infrastructure, the City is consolidating SQL databases and migrating from legacy database systems, ensuring a unified, secure, and cost- effective data environment. Smart City technologies, including Geographic Information Systems (GIS) enhancements and Artificial Intelligence (AI) implementation, will further enable the City to deliver innovative, data-driven solutions.
2. User Experience and Customer Service
This strategic goal emphasizes enhancing interactions, accessibility, and satisfaction for users, ensuring high-quality service delivery and fostering trust. The initiatives supporting this strategic goal focus on creating a supportive and modern work environment for City staff and providing user-friendly, accessible services for the community.
Initiative Highlights
Divided into the two sub-goals of Internal Users and External Users, this strategic goal is supported by four initiatives.
For internal users, the City is advancing its vision of an efficient mobile workforce by expanding access for staff to laptops and mobile devices, and improving Wi-Fi connectivity to enable seamless work from any City facility. Upgrading hybrid meeting technology will further promote collaboration and flexibility. To ensure staff can maximize technology investments, the City will focus on creating a comprehensive end-user training program tailored to roles and skill levels. This initiative aims to foster a culture of continuous learning, improve staff productivity, and support resilience in City operations.
For external users, the initiatives aim to improve access to City services and information. The completion of the City’s website redesign transforms the City’s online presence into a modern, user-centric platform that prioritizes accessibility, functionality, and mobile optimization. At the libraries, the Library Public Computer Infrastructure Replacement initiative will modernize the public computer systems.
This initiative replaces outdated hardware with more efficient, cost-effective solutions, simplifying administration, improving performance, and enhancing the user experience.
Information Technology Strategic Plan
January 28, 2025
3. Data Accessibility for Decision-Making
The third strategic goal focuses on creating a unified, efficient approach to managing and utilizing data to support informed decisions and enhance service delivery. The initiatives were crafted to strengthen data management, modernize performance measurement, and centralize analytic support. These efforts provide a foundation for enterprise-wide, data-driven governance and continuous improvement.
Initiative Highlights
Divided into the two sub-goals of Data Management and Performance and Data Analytics, this strategic goal is supported by four initiatives.
A Data Management Plan (DMP) will be created to establish a consistent framework for managing the City’s data assets, addressing current gaps in accessibility, governance, and documentation. By creating standardized practices for data quality and security, the DMP will enhance collaboration across departments and prepare the City for emerging technologies, such as AI.
Complementing this effort, an Enterprise Content Management System (ECMS) strategy will streamline document and records management, introducing standardized policies, improved accessibility, and automated workflows to reduce inefficiencies and ensure compliance.
Supporting an enhanced analytics program, the City will refresh its performance measure program to realign with current strategic goals and operational priorities.
Additionally, the creation of a centralized Data Analytics function will unify data management and analysis efforts, eliminating silos and enabling the City to fully leverage its data assets.
4. Business Process Support
This strategic goal focuses on optimizing the City’s workflows, systems, and documentation to enhance efficiency, consistency, and service delivery. Through initiatives emphasizing planning, modernization, and automation, these efforts will strengthen collaboration, modernize operations, and position the City to deliver more effective and responsive services to the community.
Initiative Highlights
Divided into the two sub-goals of Documentation and IT Staff Development and Process Modernization and Optimization, this strategic goal is supported by six initiatives.
Key efforts include a comprehensive inventory of departmental software and systems to identify redundancies, optimize licensing, and support strategic planning. Project management training and standardized requirements documentation will formalize methodologies, ensuring consistent, effective project delivery and alignment with organizational goals.
Information Technology Strategic Plan
January 28, 2025
To modernize operations, the Tyler EnerGov 2.0 initiative (already underway) will streamline permitting and licensing workflows, creating a unified, user-friendly applicant experience. Additionally, a structured business process improvement methodology will optimize workflows, while business process automation will reduce repetitive manual tasks, allowing staff to focus on higher-value activities.
5. IT Governance, Cybersecurity, and Continuity
The fifth strategic goal ensures the City’s technology resources and support continue to evolve. The technology landscape evolves constantly and quickly. This strategic goal focuses on refreshing the City’s governance frameworks to ensure cybersecurity measures and continuity plans remain updated and effective.
Initiative Highlights
Divided into the three sub-goals of IT Governance, Cybersecurity, and Continuity, this strategic goal is supported by five initiatives.
To improve decision-making and resource alignment, the IT Core Governance Committee will adopt best practices and standardize project evaluation. In addition, with the broad scope of initiatives planned over the next five years, a change management plan will be developed to ensure smooth adoption of new technologies and procedures. The implementation of an Enterprise Architecture (EA) framework will also streamline systems, reduce redundancies, and align IT with strategic priorities.
In order to further enhance cybersecurity, the City will upgrade to Microsoft 365 Defender Level 5. This is the next available iteration for threat detection, email protection, and reporting capabilities. For continuity of services, the City will update its existing disaster recovery plans, looking for untapped or new opportunities for consistency and formalization.
Reimagining IT Operations
To support the strategic goals and initiatives, the ITSP contains a recommendation to transition from the current structure of IT Division being within the Finance Department to a dedicated IT Department. This strategic shift repositions technology as a cornerstone of City operations, enabling a full-service IT model that drives innovation, enhances process improvements, and delivers customer- centric service.
The new IT Department will focus on advancing technology, improving data accessibility and analytics, optimizing workflows, and providing proactive support to City departments. It will move beyond traditional internal technology services by taking a leadership role in platform selection, system integration, and vendor evaluation. This structure will offer departments the expert guidance necessary to Information Technology Strategic Plan
January 28, 2025
navigate complex technology landscapes, consolidate systems, and achieve greater efficiency. The transition will occur over several years, with phased implementation of expanded responsibilities and functions. Recommendations for new IT positions will be included in the upcoming FY 2025-27 Budget process.
This reimagined approach reflects the City’s commitment to innovation, efficiency, and continuous improvement, positioning the new IT Department to meet the City’s evolving technology needs while supporting its mission to deliver high-quality services to the community.
Summary
The City is poised to enter a transformative era where technology serves as the foundation and cornerstone for innovation, efficiency, and exceptional service delivery. The ITSP represents more than just a roadmap. It embodies a commitment to empowering employees, strengthening community connections, and fostering a future where data-driven decisions and seamless systems enable progress.
Through investments in adaptable technologies, modernized processes, and data assets, the City is building a framework for a more connected, responsive, and forward-thinking organization. The ITSP not only addresses today’s challenges but also inspires a culture of creativity, adaptability, and leadership in innovation.
The ITSP supports one of City Council’s FY 2024-25 Top Ten Priorities, Technology Investments, “Begin implementation of recommendations identified in the Information Technology Strategic Plan.”
COUNCIL GOAL COMPLIANCE:
Meets the following City Council goal:
C. Operate City government in a fiscally and managerially responsible and prudent manner to ensure that the City of Thousand Oaks remains one of California's most desirable places to live, work, visit, recreate, and raise a family.
PREPARED BY: Carrie Matson, Deputy Finance Director
Attachment:
Attachment #1 – FY 2024-25 to FY 2030-31 Information Technology Strategic Plan
FIN: 190-10\cm\H:\COMMON\Council\Information Technology\012825 ITSP Staff Report.docx