About

Organization

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 2022:

• Continued to assist in the City’s ongoing response to the COVID-19 pandemic by providing a scheduling tool for weekly employee testing, launching the #VaccinatePasadena campaign, and providing support for City Council and other public meetings to continue to be held via video conferencing or a hybrid meeting format;
• Continued to update and enhance the COVID-19 Vaccination Portal, as well as Public Health’s COVID-19 dashboard with vital statistics, multiple online applications, and numerous websites, tools, and surveys to communicate to the public;
• Implemented a new Computer Aided Dispatch and Records Management System (CAD/RMS) for the Police Department;
• Supported the implementation of Water & Power’s Customer Information System replacement with technical assistance and development of integrations and interfaces to the City’s financial systems;
• Implemented Phase 3 of the Land Management System (LMS) replacement project enhancing the permitting capability of the Public Works Department by migrating permit processing online to the City’s Energov LMS application;
• Implemented an Express Permit Portal for the Planning Department, which streamlines permit processing by providing an easy, online process for constituents to submit permit applications;
• Launched numerous new GIS applications, webpages and websites for various departments in support of varied programs and initiatives such as City Council Redistricting, Art Night, Section 8 supportive housing, and the Name Your Park website and comments page;
• Applied for, and successfully obtained a Housing and Urban Development (HUD) grant to expand free public WiFi to eighteen parks and park facilities;
• Supported the implementation of the Customer Information System replacement with technical assistance and integration to City financial systems; and
• Recognized for the seventh time as one of the “Top Ten Digital Cities” by the Center for Digital Government for utilizing technology to tackle social challenges, enhance services, strengthen cybersecurity, and more.

In addition to the accomplishments above, the Department also completed the following internal projects in FY 2022:

• Upgraded over 50 department applications such as LegalFiles for City Attorney, Housing Emphasys Elite system, Tyler Cashiering for Finance and the Police Therefore document management system;
• Continued to enhance the City’s website with ADA compliance standards and features;
• Implemented the Origami Risk Management Application for risk management and safety functions, which will allow better management of loss prevention, incident management, and advanced analytics;
• Added three miles and thirty-six connectivity points on the City’s fiber-optic network, connecting ten City utility and operational facilities, while reducing dependency and costs related to carrier-provided services;
• Continued implementation of the City’s Cyber Security Awareness Training program completing monthly cybersecurity training assignments to all City staff;
• Expanded the use of cloud data center services for application hosting, data storage and other computing services to improve resiliency and lower costs to manage and maintain;
• Completed selection of a Unified Communications Platform cloud service for voice services and future replacement of the PBX telephone system;
• Expanded electronic access controls and video surveillance services at multiple city facilities;
• Designed and implemented software and tools for the Police Department to conform to the California State Racial and Identify Profiling Act (RIPA);
• Established data and communications services for temporary trailers and offices to support Central Library staff, who were displaced due to seismic retrofit needs at Central Library;
• 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.

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 2023, 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 2023:

• Continue to develop and enhance new online services for constituents to conduct business with the City 24/7 including implementation of an Electronic Billing Presentment and Payment Portal;
• Expand Public WiFi service to targeted areas throughout the community including development of a schedule and plan for eighteen parks and park facilities funded by a HUD grant;
• Continue to enhance the City website with additional ADA compliance features;
• Refresh and upgrade all audio visual technology equipment in the Council Chamber and seamlessly integrate with virtual meeting technology to enhance the experience at public meetings;
• Implement Enterprise WiFi, VPN Remote Access and Endpoint Network Access Control for City staff to provide access to internal City network resources from City-owned and operated mobile computers, tablets, and smart devices;
• Continue support of public safety applications with replacement of the Fire Department’s Records Management Application and further integration of applications and enhancements to the Police Department’s new Computer Aided Dispatch and Records Management application;
• Continue implementation of the City’s multi-year Fiber Expansion program, including expansion to support free public WiFi service in eighteen parks and park facilities, and provide network connectivity to support Library operations during the Central Library seismic retrofit at Jefferson Elementary School and Rose Palace;
• Upgrade citywide Conference Room Audio Visual technology to support increased use of teleconference applications, such as Zoom, and provide functionality related to messaging, transcriptions, ADA-compliance, and public interaction;
• Continue enhancements to cybersecurity training programs for city staff and expansion of security programs, policies and procedures to ensure City systems and data are protected;
• Implement a Unified Communications Platform cloud service for voice services and future replacement of the PBX telephone system;
• Continue expansion of electronic access controls and security cameras at the Jackie Robinson Community Center and City Yards, as well as security cameras at the Villa Parke, Robinson, and La Pintoresca parks;
• Continue to expand City data center 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, including Asset, Change, and Knowledge Management modules;
• Continue to leverage the 5-year Information Technology Strategic Plan to guide strategic technology investments citywide; and
• Invest in organizational 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.