About

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.

Leadership

Phillip 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, security and customer service for the Department of Information Technology.

His initiatives include improving service delivery through embracing effective and efficient use of technology; creating business models for delivering new services; promoting online development opportunities to increase self-service capabilities; and leading strategic initiatives to transform and innovate.

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 Bachelor of Arts degree in Economics from the University of California Berkeley and a Master of Business Administration (MBA) from New York University Stern School of Business.

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 2021:

  • 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 providing support for City Council and other public meetings to continue to be held via video conferencing;
  • Updated and enhanced the Public Health COVID-19 dashboard with vital statistics, multiple online applications, and numerous websites, tools, and surveys to communicate to the public, including a vaccination portal;
  • Implemented Phase 2 of the Land Management System (LMS) including electronic plan reviews and a 24/7 online Express Permit portal for many permit types;
  • Launched numerous new webpages and websites for various departments such as Art Night 2020, Orange Grove Street Project for Transportation, and the Community Police Oversight Commission pages;
  • Supported the implementation of the Customer Information System replacement with technical assistance and integration;
  • Recognized as 2020 City Government Experience Award Winner - Overall Finalist by the Center for Digital Government; and
  • Recognized for the sixth 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 2021:

  • Upgraded over 50 department applications such as LegalFiles for City Attorney, Housing Emphasys Elite system, and the Police Therefore document management system;
  • Upgraded major enterprise systems such as the Tyler Munis ERP and EnerGov Land Management System;
  • Replaced the Radio tower and antennas that support the City’s public safety radio system;
  • Added over seven miles of new fiber-optic network across the City, connected six City facilities and multiple utility monitoring sites and traffic signals, as well as future business customer connections;
  • 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, including a Proof of Concept for a Unified Communications Platform cloud service for voice services and future replacement of the PBX telephone system;
  • Completed a lifecycle replacement upgrade of the Police Department systems infrastructure and storage environment;
  • Expanded the enterprise Building Security Management (BSM) system, including electronic access controls at City Hall, and the Police Department;
  • 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 2022, 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 2022

  • Complete the implementation of the new enterprise Land Management and Permitting system;
  • Continue to develop new online services for constituents to conduct business with the City 24/7;
  • Expand Public WiFi service to targeted areas throughout the community;
  • Enhance the City website with additional ADA compliance features;
  • Continue to support the implementation of the Customer Information System replacement for PWP;
  • 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;
  • Implement the new Computer Aided Dispatch and Records Management System (CAD/RMS) replacement for the Police Department;
  • Complete the replacement of the Jail Access Control and Monitoring System in the Police Department;
  • Continue implementation of the City’s multi-year Fiber Expansion program;
  • 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 the enterprise Building Security Management (BSM) system, including electronic access controls and video surveillance to improve security and monitoring at the Villa Parke Community Center and surrounding park areas, La Pintoresca Branch Library, and other City facilities as needs are identified;
  • 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;
  • 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.