Philadelphia’s CIO on Emerging Tech, Digital Equity and AI

Melissa Scott has spent more than a decade in Philadelphia IT, starting as a senior IT project manager in 2015 before rising to department CIO in March of 2024. She recently told Government Technology that her years with the city have prepared her to lead.

1. How did your experience with Philadelphia IT prepare you to serve as CIO?

I had the chance to witness and work within the city’s IT ecosystem, with a front-row seat to both the challenges and possibilities of the public sector when it comes to technology. I learned that our work isn’t just about systems and software — it’s about people. In the tech field, we forget about that part of it.

Supporting departments across the city taught me the value of listening, translating complex solutions into practical tools and ensuring that technology meets community needs. Experiences I had throughout various projects shape my leadership now as CIO, grounding me to have both a strategic vision and also a human-centered empathy with how I lead.

I was also able to work with Philly Stat 360, a platform that embodies our commitment to transparency, performance and public accountability. Transforming raw data into accessible insight was in line with Mayor [Cherelle] Parker’s core priorities. I also introduced a change management framework. While it’s invisible to the public, it has reshaped how our teams collaborate and deliver.

2. How is Philadelphia using AI?

We’re very thoughtful and responsible in our approach to AI. AI isn’t going anywhere, and our department is the steward of exploring new and advanced technologies, like AI. Whenever we discover new technology that impacts our work, we put it through cybersecurity checks. Our team analyzes potential threats and opportunities, and we’re taking that same approach to AI.

Over the past few years, we’ve developed some guidelines focused on ethics, transparency and accountability. Our current guidelines were published in 2023. Now, we’re looking to create an advisory committee to update our guidelines. Then, we’re excited about piloting it in a controlled environment. We’re not early adopters, but we’re not going to be left behind.

3. How is your department approaching digital equity?

Our core mission is to support employees through reliable and secure technology services, but under Mayor Parker, our scope has expanded. We’re looking at digital empowerment, driving initiatives that broaden resident access to technology.

We’re doing something called the Power Up Tour, which is making sure that residents not only have affordable Internet, but devices and digital literacy. We have a franchise agreement with Verizon, and we’re putting broadband in all of our 180 recreation centers. The idea is that now that we have the connectivity, what comes next? So we’re also providing digital skills training, working closely with our community organizations to meet people where they are. We’re helping seniors learn about telehealth tools, students access online education and job seekers get digital skills training.

4. What challenges are you seeing with emerging tech?

The adoption of new technology and trusting it go hand in hand. We have to find ways to address data privacy, bias and accessibility. We’re the first place people come to ask about these challenges. We need to do research, incubate and test on our own to understand new tools and to ensure we have an adoption rate. We’re rolling out AI training for city employees and talking to them about simple solutions, like how to use generative AI.

Beyond how we handle data and trust, there’s also funding. There’s always an opportunity to scale, but we have to find the proper funding to get the highest level of technology. Mayor Parker’s administration has taken a deep interest in technology, which is helping us expand our services from not just city employees but to the residents of the city as well.