Tamecka McKay is the information technology services director for the city of Fort Lauderdale. She has more than 20 years of IT experience, including serving as the city’s interim chief information officer and director of infrastructure and operations.
Before that, McKay worked for Broward County Public Schools as an enterprise infrastructure services manager and held several positions with the town of Davie, including IT manager, senior system administrator and system analyst positions.
Currently McKay oversees Fort Lauderdale's IT Services Department, which aims to provide “high quality, resilient and value-driven technology and communication solutions to all city departments, charter offices and external state and local government agencies.”
She holds a Bachelor of Technology Management from Broward College, a Master of Science in computer engineering, and a Master of Public Administration from Florida International University. She is currently pursuing a Doctorate of Public Administration at Nova Southeastern University.
Industry Insider — Florida: As CIO of your organization, how do you describe your role? How have the role and responsibilities of your position changed in recent years?
Tamecka McKay: As the chief information officer for the city of Fort Lauderdale, the largest city in Broward County and one of the nation’s top 10 metropolitan areas, I describe my role as complex yet critical.
Given the fourth industrial revolution, also known as our digital age, the ubiquitous nature of technology, and our utter dependence on it for everyday life, the CIO role has evolved from being a back-office order taker to a strategic partner in achieving the organizations’ goals — effectively, efficiently and cost-effectively — while innovating, staying abreast of industry trends, and keeping the lights on!
Successful execution in such a pivotal and multifaceted role requires servant leadership, business acumen, strategic planning and the ability to build strong relationships and partnerships within the organization and throughout the community, in addition to the expected technical skills.
IIFL: In your tenure in this position, which project or achievement are you most proud of?
McKay: I am proud of many achievements during my short 24 months as CIO. None of them would have been possible without the unwavering support of a resilient and dedicated team and our city leadership.
We have made enormous strides in modernizing the city’s aging technology infrastructure and business systems, including replacing a 50-year-old financial system. The modernization of the city’s ERP system was critical to business continuity after the 1-in-1,000-year flood, during which we lost our main data center located in the former city hall. Despite the enormous loss, we were able to continue paying our vendors and employees.
IIFL: What projects will you be looking to fund in the upcoming fiscal year?
McKay: The city’s technology ecosystem needed modernization, including upskilling existing staff (people), replacing end-of-life hardware and software (technology), and implementing best practices and industry standards (process). Undertaking this requires a comprehensive and strategic approach. Approaching Year 2 of our three-year IT Transformation Plan (technically Year 3 after losing a year to flood recovery efforts), we will be focusing on cloud migration, network resilience, asset management and standardizing service and support by leveraging industry standards like ITIL, NIST and COBIT.
IIFL: What big initiatives or projects are coming up? What development opportunities and RFPs should we watch for in the next six to 12 months?
McKay: We will soon issue an RFP to upgrade our mission-critical Radio Communication Network system. Other potential initiatives include local cybersecurity awareness campaigns, building community partnerships to expand broadband access, and exploring smart cities initiatives.
IIFL: How do you define “digital transformation”? How far along is your organization in that process, and how will you know when it’s finished?
McKay: I believe that digital transformation is the undertaking of steps to change outdated, ineffective and costly enterprise tasks, procedures and processes into methods that are far more automated, profitable and productive by leveraging modern technology solutions.
The city of Fort Lauderdale is making great strides in digital transformation, enhancing public service delivery. Examples include our paperless utility billing options and our paperless permitting process. Additionally, and most recently, the launch of Ask FTL (an accessible web chat assistant on the city’s website) and FixIt FTL (a streamlined solution for reporting nonemergency issues like potholes, flooding, streetlight issues and more). Lastly, the ITS Department recently launched a self-service customer portal to streamline and improve IT service management to our departments and charter offices.
IIFL: How does the concept of diversity play a role in Fort Lauderdale’s approach to technology?
McKay: Given the fact that only 9 percent of chief information officers are female (according to careerexplorer.com) and even fewer are African American, the city of Fort Lauderdale is trailblazing in diversifying technology leadership with its first Black female CIO (appointed in 2022) and over 75 percent senior leadership from underrepresented communities. More recently, ITS has adopted a philosophy and culture of inclusivity, growth mindset and community engagement. This has resulted in increased employee professional development, satisfaction and engagement. Lastly, our partnership with local colleges and universities has opened opportunities for internships and mentoring of the next generation of diverse public-sector IT professionals.
IIFL: How often do you update your organization’s enterprise catalog?
McKay: We are working on this as part of our multiyear ITS Transformation Plan. Developing the first ITS Service Catalogue will be part of Phase III of our IT Service Management System Implementation. Once this is established and according to best practices, it will be updated on an annual basis or as needed, depending on which occurs first.
IIFL: What is your estimated IT budget, and how many employees do you have? What is the overall budget?
McKay: The ITS Department has 50 technical and 26 non-technical full-time employees (76 total), with a budget of $26 million. ITS is comprised of four divisions:
- The Office of the CIO
- Data and Digital Services
- Security and Governance
- Infrastructure and Operations
IIFL: What tech, modernization or AI projects is Fort Lauderdale currently working on? Are there any projects in the works that you are excited about?
McKay: One of the most exciting projects the IT department is working on is implementing our new service management tool, which will revolutionize how we deliver IT services to the organization. Leveraging automation, chatbots, self-service and business intelligence — providing real-time environmental visibility — we will improve our internal operations, service delivery and end-user experience. Additionally, with the use of AI and machine learning, we will have opportunities to proactively diagnose and self-heal systems, predict trends for resource planning and vendor accountability and accelerate innovation.
IIFL: What do you read to stay abreast of government technology/SLED sector developments?
McKay: I am plugged into the local community and regularly attend workshops, conferences and meetups. Additionally, I subscribe to several newsletters and research firms. I also volunteer on several boards, which keeps me up to speed on technology trends, modern advancements like quantum computing, challenges and opportunities like the recent Florida state cybersecurity bill, and local government policies impacting public-sector technology service delivery.
IIFL: What do you think is the greatest technology challenge for Fort Lauderdale?
McKay: Today’s local government agencies face many technology challenges, specifically keeping up with technological advancements while balancing competing priorities like public safety and maintaining a low millage rate amidst exponential population growth.
Fort Lauderdale’s technology challenges are common, and our three-year plan categorizes them in three categories:
- Human capital: recruiting, developing and maintaining talented professionals; fostering a culture of inclusivity, standardization and collaboration
- Cybersecurity: threats, compliance and awareness
- Modernization of technical debt: outdated technology systems and processes including eliminating silos and duplication of efforts
If I may add, Fort Lauderdale would benefit from a different approach to strategically funding technology investments, which have the potential to address critical priorities like homelessness, traffic congestion and enhanced public safety. Although technology investments may not have an immediate tangible impact, like a new police officer or firefighter, many cities across the country, including Coral Gables, New Orleans and Miami-Dade County, have leveraged strategic technology investments and partnerships to reduce crime, promote economic and workforce development, improve traffic flows and operational resilience. Examples include investing in a citywide fiber-optic network; free Wi-Fi at parks and beaches; digital literacy; centralized technology industry standards and governance; and collaborating with local think tanks, universities and firms exploring innovative and emerging technologies. This requires a collaborative and intentional comprehensive technology road map with specific long-term goals, key performance indicators, outcomes and the commitment to follow through a longer-term plan amidst staff and leadership changes.
IIFL: What advice would you give someone who would like to lead an IT department?
McKay: Effective leadership is a journey that starts with knowing yourself and, most importantly, knowing your “Why?” True leadership is not for the faint of heart, and understanding the sacrifices, selflessness, continued self-assessment, discovery and improvement requires a special level of commitment, dedication and discipline. Adding technology’s ubiquitous and ever-changing nature in our current digital economy, a decision to lead an IT department — specifically in the public sector — is not to be taken lightly. In summary, I would dig deep to understand the why, find a mentor and build a career progression plan.
IIFL: How do you prefer to be contacted by vendors, including via social media such as LinkedIn?
McKay: Email contact would be my preference.
IIFL: How might vendors best educate themselves before meeting with you?
McKay: Reviewing the city’s strategic plan would be the first step in learning about the priorities of the organization.
IIFL: Which of your certifications would you like to note?
McKay: I have obtained many technical and professional certifications over the course of my career. However, the most recent and most relevant one in my current role would be the Certified Government Chief Information Officer (CGCIO) certification issued by Florida State University this past July 2024.
IIFL: What professional or affinity groups do you belong to? Do you volunteer, and would you like to share that experience with readers?
McKay: I currently or have previously served on the following boards:
- Broward College Computer Science and Engineering Advisory Board
- Florida International University Public Administration Advisory Board
- Broward County Public Schools Technology Advisory Committee
- Society for Information Management Advisory Board
- VMUG Board Director/Diversity and Inclusion Task Force Chair
- SouthFloridaCIO
- CIO Advisory Council
IIFL: What conferences do you attend?
McKay: I am scheduled to attend the Gartner Symposium conference next month and recently attended the Florida Public Sector Cybersecurity Summit* in our state’s capital earlier this week.
IIFL: What are you reading or listening to for fun? What do you do to unplug in your downtime?
McKay: Since resuming my doctoral studies last month, I haven’t had much time to read for fun. Nevertheless, recent books I have read and strongly recommend include Atomic Habits and Extreme Ownership. I enjoy spending time with my family, especially my new granddaughter, and, most importantly, growing in my faith.
*Note: The Florida Public Sector Cybersecurity Summit is hosted by Government Technology, which is part of e.Republic, Industry Insider — Florida’s parent company.
