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

Fiscal Year 2026 Accomplishments

The Department accomplished the following during FY 2026:

 

• Deployed upgraded Police Mobile Data Computers for patrol officers and vehicles, providing secure access to emergency service software from police vehicles and remote locations;
• Deployed a coordinated suite of GIS applications and data integrations to support emergency response and community recovery efforts during and after the Eaton Fire, providing real-time access to damaged property assessments, case status, recovery resources, and operational data for both the public and internal teams. This initiative was recognized with a 2026 IDC Smart Cities North America Award in the Public Health category;
• Worked with City departments to ensure the website and content meets updated ADA and accessibility standards;
• Completed environmental reviews for the Public Wi-Fi project and executed procurement contracts for labor and materials to support construction and installation;
• Issued a Request for Information (RFI) to solicit potential broadband partnership opportunities outlined in the Strategic Broadband Plan;
• Deployed a modernized Environmental Health system to support permitting and inspection activities and allow businesses and residents to apply for permits, schedule inspections, make payments and check status online; and
• Deployed a queue management solution to optimize in-person service operations providing improved service flow and greater visibility for customers accessing permit-related services in the Planning and Community Development Department.

In addition to the accomplishments above, the Department also completed the following internal projects in FY 2026:

• Expanded and upgraded the fiber optic networks to multiple City facilities improving their connection bandwidth speeds and reliability;
• Completed implementation of the Microsoft Teams Phone service to replace the aging PBX telephone system;
• Upgraded employee VPN remote access services to a new Remote Access solution with greater reliability and security;
• Upgraded the City's Enterprise Content Management System (ECMS) for official City records to a cloud-based SharePoint Online platform, leveraging tools for file plans, enforcing records retention schedules, and strengthening records security and compliance;
• Upgraded the City's computers to Windows 11, providing advanced features for redefining productivity, collaboration, and security;
• Continued implementation of the City's Cyber Security Awareness Training program and completed monthly cybersecurity training assignments for 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;
• Upgraded conference rooms at various City facilities to support remote participation using virtual meeting technology;
• Updated the department's Disaster Recovery Plan, accounting for the significant changes to technology operations occurring over the past few years;
• Automated various data workflows to improve accuracy, reduce manual effort, and ensure timely transmission of critical information across various systems and departments;
• Consolidated previously disparate revenue and contract billing processes into a centralized enterprise system to improve data consistency, enhance reporting capabilities, and streamline billing operations across departments;
• Expanded digitization efforts to reduce reliance on paper-based processes, enabling online access to services and records to increase convenience to constituents while supporting more efficient and environmentally sustainable operations;
• Implemented an automated employee onboarding solution to streamline the hiring process by automating tasks such as form completion, approvals, and notifications, thereby reducing administrative workload by eliminating repetitive tasks and provisioning accounts, devices, and access rights in a more timely manner;
• Implemented a sewer inspection mapping solution providing for efficient and effective asset management and maintenance tracking;
• Deployed an AI-enabled solution to identify and filter high-volume, sophisticated spam before it reaches internal systems, combining automated detection with human review and audit tracking to improve data quality, reduce manual effort, and enhance operational efficiency;
• Deployed an AI-enabled solution to evaluate documents for accessibility compliance and provide clear, step-by-step remediation guidance, which improved document accessibility, reduced manual effort, and empowered staff to produce compliant content more efficiently;
• Migrated the California Historical Resource Inventory Database application to an in-house solution for managing and integrating historic resources throughout the City;
• 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 and take all department business operations to the next level. In FY 2027, DoIT will continue 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 2027:

• Continue implementation of the multi-year Fiber Expansion program, including expansion to support free public WiFi service in sixteen parks and park facilities and a new backbone expansion along Villa Street;
• Complete replacement of all police radio dispatch consoles critical to 911 operations;
• Complete implementation of 24/7 Managed Detection and Response (MDR) services enhancing the City’s capabilities for early detection, prevention and remediation of cybersecurity threats;
• Continue to explore and pilot Artificial Intelligence (AI) technologies and tools to increase operational efficiencies, improve services, and support decision-making across City departments;
• Enhance cybersecurity training programs for City staff and expand security programs, policies, and procedures to ensure City systems and data are protected;
• Complete the migration of City files and folders to Microsoft OneDrive to allow for greater accessibility and advanced file management features;
• Expand electronic access controls and security cameras at the remaining branch libraries, Washington Park, and other locations;
• Complete optimization of the Police Department’s new Computer Aided Dispatch and Records Management system to include new eCitation functions and Crime Analytics software;
• Expand the use of, and implement new modules in enterprise applications to assist in streamlining department workflows, increase efficiencies, and reduce costs;
• Implement Information Technology Service Management strategies to streamline and improve service delivery to customers, including asset, change, and knowledge management modules;
• Assess and prioritize strategies outlined in the Strategic Broadband Plan to ensure equitable internet access throughout the City;
• Make targeted investments in maturing the program and project management capabilities to enhance strategic alignment, optimize delivery, and ensure technology initiatives consistently deliver measurable and lasting value to the City and its residents;
• Deploy a wireless printing solution across all branch libraries for patrons using their own devices, as well as provide laptops for in-branch use to increase digital access;
• Continue to leverage the latest 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.