The Department of Information Technology (DoIT) was formed in February 2010 to increase the efficiency and effectiveness of the City’s information technology services and support. DoIT provides customer-driven services citywide in areas utilizing networks, desktops, application development, radios and telephones, and related program and project management. These services are of the highest quality possible and are consistent with customers’ needs, schedules, and budgets.


Philip Leclair, Chief Information Officer

Phillip Leclair, Chief Information Officer (CIO)

CIO Biography

Phillip Leclair joined the City of Pasadena in 2008 and as Chief Information Officer (CIO) he is responsible for leading the City’s technology strategy and managing overall IT operations and customer service.

His initiatives include improving service delivery through embracing effective and efficient use of technology; creating business models for delivering new services such as virtual desktops; promoting online development opportunities to increase self-service capabilities; and leading strategic initiatives to transform the technology department to be flexible, adaptable and responsive to customer needs.

Prior to joining the City of Pasadena, Phillip was an IT consultant with a Los Angeles based IT Management and Strategy consulting firm responsible for IT strategic planning, project management services and web development practices. In a prior role, Phillip worked for the New York City Department of Finance providing internal IT consulting services and managing multiple system implementation initiatives focused on property valuation, taxation and payment systems.

Phillip holds a BA degree in Economics from the University of California Berkeley and a MBA from New York University Stern School of Business.


Relationship to City Council Goals

DoIT supports the following City Council goals, which act as a guide in the decision making process and development of the annual work plan.

Maintain Fiscal Responsibility and Stability

DoIT continually strives to improve City services by implementing sound, cost effective technology-based solutions that streamline processes, improve customer service, eliminate duplication of efforts, enhance productivity, and provide better access to important information and services. To this end, an IT Governance Committee (ITGC) was formed in April 2010 chartered with reviewing any IT investment of significant cost or any project that involves multi-departmental cooperation or is an enterprise-wide project. The ITGC will ensure that technology is leveraged city-wide in a manner that adapts to the business needs of all departments, and the demands of the community they serve. Given the current economic challenges, it is envisioned that technology will play an ever increasing role in the delivery of public services.

Ensure Public Safety

Twenty-four hours a day, seven days a week, DoIT provides service to City employees who rely on a dependable information and communications technology infrastructure to perform their duties in service to the community. Most noticeably, this support extends to the handheld and mobile radio communication devices that the Police Department and Fire Department use daily in the deliverance of public safety. Pasadena is a member of the Interagency Communications Interoperability System (I.C.I. System), which is a digital radio system that provides enhanced communication capabilities, such as a single tactical frequency for communications in daily operations and emergencies and the ability to have regional communication with other cities and support agencies, including the City of Glendale and the City of Burbank.

Support and Promote the Quality of Life and the Local Economy

DoIT manages the City’s 25-mile fiber backbone, which aside from providing City internet access and links between key City facilities for voice and data network services, it also provides data communications for local institutions such as Caltech and JPL and telecom providers that lease the fiber from the City. In addition, future opportunities for fiber optic and broadband usage are currently being explored.

Improve, Maintain and Enhance Public Facilities and Infrastructure

Technical infrastructure provides the foundation for the business software that streamlines City operations and automates critical business functions. It includes the hardware, system software, databases, operating systems and network components that support Pasadena’s application architecture. DoIT’s effort is directed towards providing the City with a cost-effective, secure, responsive, and reliable computing environment to deliver City services.

Strategic Plan

The 5-Year IT Strategic Plan (ITSP), completed in February 2018, is the result of a comprehensive and thorough assessment of the City’s existing technologies, operational requirements, and service delivery needs.  This ITSP is  the second for the department since it was formed in 2010, and represents a collaborative effort with participation from all City departments, staff, and constituents.  Advancing the vision of the previous strategy, this plan is focused on emerging technologies and trends that are defining how progressive municipalities operate and provide services, including the digital workplace and workforce; digital services, mobile services, data analytics, and Internet of Things/Smart Cities.  The cornerstone of this plan is to ensure that investments in strategic business technologies are sound and deliver the highest possible value to each City department, while addressing the enterprise needs of the entire Pasadena community.

IT Strategic Plan Part-I Findings and Recommendations
IT Strategic Plan Part-II Implementation Roadmap

Major Accomplishments

The Department accomplished the following during Fiscal Year 2018:

  • Updated the 5-year Information Technology Strategic Plan that will outline strategic technology investments in response to the business and service delivery needs of the Pasadena community;
  • Added over 17 miles of new fiber-optic network to the northwest, central, and northeast areas of the city, supporting critical utility monitoring functions, traffic management, City facility communications, and future business customer connections;
  • Launched the first phase of the project to replace the Land Management and Permitting System;
  • Launched a complete redesign of the City website and City events calendar, including refreshing multiple City department websites with a new mobile and tablet friendly experience;
  • Launched a complete redesign of the City Open Data site to provide transparency to City financial information;
  • Implemented an Electronic Health Medical Records and Case Management system for Behavioral Health clients in the Public Community Health Center;
  • Developed and launched a comprehensive online rebate application for Pasadena Water & Power customers;
  • Collaborated with the US Census Bureau to update local address information in preparation for the 2020 Census.
  • Implemented an online development activity and permitting interactive map to provide citizens with information about development and permitting occurring in their neighborhood and community as a whole;
  • Expanded Public WiFi service into two City parks, La Pintoresca and Villa Parke; and
  • Replaced all 178 public computers at all branches of the Pasadena Public Library and 29 public computers at recreation facilities.

In addition to the accomplishments above, the Department also completed the following internal projects in Fiscal Year 2018:

  • Continued the implementation of the Human Resources/Payroll modules of the new Enterprise Resource Planning System (ERP);
  • Completed upgrades to critical enterprise applications, including the financial system and employee timekeeping system;
  • Upgraded the fiber link to the Central Library, supporting 10 Gigabyte data network service;
  • Completed lifecycle replacements for servers and network equipment;
  • Significantly expanded datacenter resources to cloud-based infrastructure, providing improved resiliency, availability, and disaster recovery.
  • Increased resiliency of City network ID management services by expanding to Microsoft’s Azure cloud, ensuring availability of Office 365 (email, files, SharePoint Online, Skype for Business, etc.) in the event of a local disaster or network interruption.
  • Implemented an Enterprise License Agreement (ELA) for GIS software to provide staff with unlimited access to the entire suite of ESRI’s ArcGIS software, helping them meet their various business needs through a standardized software platform;
  • Completed the lifecycle replacement of the Mobile Data Computers (MDC) in the existing fleet of Police and Fire vehicles;
  • Upgraded Microsoft Office to ‘Office 2016 Professional’ (the most current version available) on all City staff computers;
  • Completed the migration of City email services to Office 365;
  • Launched the Secure Email service for Public Health, ensuring their ability to comply with all HIPAA requirements when communicating with outside agencies, personnel, and customers;
  • Completed lifecycle upgrades to the VDI platform, increasing performance and capabilities to all virtual desktop users citywide;
  • Implemented an Enterprise PKI solution for City computer servers, ensuring secure communications between servers and supported clients, meeting “encrypted in transit” standards in PCI DSS;
  • Completed a lifecycle upgrade of the systems management platform that provides desktop and application deployment, configuration, and updates to computers citywide;
  • Replaced the legacy Access based Capital Improvement Program (CIP) database used to manage the capital budget with a new and innovative web-based online system;
  • Supported critical financial processes such as Fiscal Year-end, CAFR Reporting, and Payroll;
  • Upgraded many critical department applications for Housing, Transportation, and public safety related applications for the Fire and Police Departments including FireHouse, TeleStaff, VeriPic, WatchGuard, CrimeView, etc.
  • Completed numerous Department office remodeling and reorganization projects; and
  • Implemented cost reduction initiatives to take advantage of more modern, existing technologies to improve both customer and internal efficiencies.

Planned Initiatives

Technology is a critical tool for change and key to the provision of improved and cost-effective services to the community. With insight into the requirements of the City and expertise in communications and information technologies, DoIT provides centralized, efficient, and effective support of the City’s technology resources.

In FY 2018 (July 1, 2018 through June 30, 2019) DoIT will continue or begin to:

  • Develop a high performance, scalable, and reliable city-wide Information Technology (IT) infrastructure that supports the dynamic requirements of the City;
  • Align the City’s IT initiatives with the City’s overall business objectives while ensuring departmental responsibilities and priorities are recognized and taken into account;
  • Invest in IT systems based on a rational and impartial assessment of both the tangible and intangible benefits and a realistic assessment of project costs and risks;
  • Reduce the cost of operations or service delivery or improve the quality of services delivered to customers through IT investment;
  • Deliver IT services in a cost-efficient manner; and
  • Approach IT initiatives as a partnership between DoIT and individual departments.

Based on this framework, DoIT has the following major projects planned in FY 2019:

  • Leverage the recently updated the 5-year Information Technology Strategic Plan to guide strategic technology investments citywide;
  • Upgrade staff computers to Windows 10 and the Microsoft Office Productivity Suite to Office 2016 and the email system to Office 365;
  • Continue the network security assessment to plan for end-point and other network security improvements;
  • Continue to expand the City datacenter resources to include cloud-based infrastructure to provide for improved resiliency, availability, and disaster recovery as necessary;
  • Continue to develop new online services for constituents to conduct business with the City 24/7;
  • Complete the phase two implementation of the new Enterprise Resource Planning system, which includes the Human Resources and Payroll modules;
  • Upgrade and consolidate the City’s internal website ‘intranet’ portals to Office 365, modernizing the applications, improving the ease of accessing City data, and increasing resiliency, availability and disaster recovery capabilities;
  • Launch phase two of the Land Management and Permitting System replacement including electronic plan review;
  • Continue implementation of the City’s multi-year Fiber Expansion program;
  • Expand the use of the Electronic Content Management System (ECMS) for department electronic documents and records;
  • Increase use of building video surveillance and access control technologies to improve security and monitoring in City facilities;
  • Expand Public WiFi service to targeted areas throughout the community;
  • Continue the implementation of Geographic Information System (GIS) software, services, and analysis citywide through the use of the newly implemented Enterprise License Agreement (ELA);
  • Continue ongoing implementation of Information Technology Service Management strategies to streamline and improve service delivery to customers; and
  • Invest in organization and staff development programs to strengthen DoIT’s internal processes and commitment to our customers.

Powered by projects like these, DoIT will continue to make improvements in service and effectiveness and recognize the increased potential for technological growth in the City.