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)
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 FY 2020:

  • Assisted in the City’s response to the COVID-19 pandemic by rapidly supporting the expansion of technology tools required for approximately 30 percent of the City workforce to telecommute effectively, and for City Council and other public meetings to be held via video conferencing for the first time;
  • Developed and implemented a Public Health COVID-19 dashboard of vital statistics, multiple online applications to support business reopenings, and numerious websites, toolsm and surveys to communicate to the public;
  • Launched new redesigned versions of department websites such as Planning and Community Development, and new sections of the City website such as Census2020 and COVID-19;
  • Replaced all Police and Fire public safety radios to provide updated functionality and increased reliability;
  • Implemented the Everbridge emergency mass notification system for the Police Department and for emergency communications to all City staff;
  • Implemented Phase 1 of the new Enterprise Land Management and Permitting system, replacing the legacy planning and permitting system and launching new online services;
  • Developed an Online Inspections Scheduling Application for Building and Fire Inspections to be scheduled from a web page or smartphone;
  • Expanded the in-house Online Payment Portal to the Transportation and City Attorney departments allowing customers to submit payments online;
  • Developed and implemented an Online Bill Estimator for Pasadena Water and Power (PWP) customers;Presented at an international software conference showcasing how the City innovates and experiments using ESRI geographical information systems (GIS) software to maximize operations across the City, particularly in the Fire and Planning and Community Development departments;
  • Recognized as a winner of the 2019 Web Award for Outstanding Website in government by the Web Marketing Association; and
  • Recognized for the fifth time as one of the “Top Ten Digital Cities” by The Center for Digital Government.

In addition to the accomplishments above, the Department also completed the following internal projects in FY 2020:

  • Completed the final phase of the new Enterprise Resource Planning system, which includes the Human Resources and Payroll modules;
  • Implemented a new version of the web based Virtual Timecard Interface system, including major enhancements for detailed time tracking of hourly staff;
  • Completed the data network infrastructure upgrades required to support the new Verdugo Computer Aided Dispatch system utilized by the Fire Department;
  • Launched a modern, redesigned CityNet Intranet website for employees with advanced new features such as forms search, news, etc;
  • Developed a CheckList mobile app for the Police Department as a field aid for procedure and documentation;
  • Expanded WiFi service to Robinson Park and across all Police Department facilities;
  • Expanded and upgraded the City’s firewall systems, core network systems, Intrusion Protection System (IPS), and Site-to-Site Virtual Private Network services to provide for increased resiliency and high availability;
  • Upgraded the City’s Cyber Security Awareness Training program with functionality, including recurring monthly training and integrated phishing assessments;
  • Developed and implemented an email retention policy that provides for improved automation and consistency in managing City email records;
  • Implemented an Enterprise Fiber Records Management and mapping system for Pasadena Transportation (DOT), PWP, and DoIT to manage Pasadena’s fiber infrastructure and plan for future fiber expansion opportunities;Added over nine miles of new fiber-optic network across the City, supporting connections to five City facilities and multiple utility monitoring sites and traffic signals, as well as future business customer connections;Converted and uploaded over 440,000 death and birth certificates into the new Enterprise Content Management System for the Public Health Department;
  • Replaced the IT Service Center request and incident tracking application with ServiceNow;
  • Upgraded the Lucity Enterprise Asset Management System, moving it to a cloud-based model, for improved accessibility, functionality, and redundancy;
  • Developed and launched an online Salvage database to automate the process and authorization for the disposal of City assets;
  • Replaced the City’s data protection solution with a modern tapeless solution that provides for greater recoverability of data;
  • Expanded the use of cloud data center services for the implementation of new web based applications;
  • Developed and implemented a citywide construction activity map for cross departmental collaboration and communication on construction activity;
  • In support of Pasadena Fire Accreditation, implemented a GIS platform for Pasadena Fire’s Pre-Incident Planning program, and created enhanced severity scoring methodology for Fire Target Hazards;
  • Incorporated new geospatial data layers within the City’s GIS systems, including Business License, expanded 311 calls for service such as Coyote Sightings, and 2019 Aerial Imagery web services;
  • Developed and implemented a variety of web GIS applications, such as location and maintenance records for Fire Extinguishers in City facilities, Rose Parade no parking signage placement, and Find My District web application upgrade;
  • Expanded the enterprise Building Security Management (BSM) system, including electronic access controls at City Hall;
  • Upgraded multiple enterprise and departmental systems, including financial, housing, and public safety, to leverage the latest features, tools, and enhanced functionality;
  • 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 an effort to make work easier across all department business operations. In FY 2021, DoIT will continue or begin to:

  • Develop a high performance, scalable, and reliable citywide 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 2021

  • Complete the implementation of the new Enterprise Land Management and Permitting system, including electronic plan review;
  • Continue to develop new online services for constituents to conduct business with the City 24/7;
  • Continue to support the implementation of the Customer Information System replacement for PWP;
  • Expand Public WiFi service to targeted areas throughout the community;
  • Develop a plan and commence implementation of the Computer Aided Dispatch and Records Management System (CAD/RMS) replacement for the Police Department;
  • Replace the Jail Access Control and Monitoring System in the Police Department;
  • Complete a lifecycle replacement upgrade of the Police Department systems infrastructure and storage environment;
  • Complete replacement of the Police Air Operations radios for improved reliability;
  • Continue implementation of the City’s multi-year Fiber Expansion program;
  • Enhance the City website with additional Americans with Disabilities Act (ADA) compliance features;
  • Implement Enterprise WiFi for City staff, to provide access to internal City network resources from City owned and operated mobile computers, tablets, and smart devices;
  • Pilot a Unified Communications Platform cloud service for voice services and future PBX replacement;
  • Continue expansion of the enterprise Building Security Management (BSM) system, including electronic access controls and video surveillance to improve security and monitoring to the Libraries, Police Building, and other City facilities;
  • Continue to expand the City datacenter resources to include cloud-based infrastructure to provide for improved resiliency, availability, and disaster recovery as necessary;
  • Expand the use of the Electronic Content Management System (ECMS) for department electronic documents and records;
  • Upgrade multiple enterprise and departmental systems to leverage the latest features, tools, and enhanced functionality;
  • Continue ongoing implementation of Information Technology Service Management strategies to streamline and improve service delivery to customers;
  • Continue to leverage the 5-year Information Technology Strategic Plan to guide strategic technology investments citywide; 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.