IPTD-609
Public Lands lease and concession billing and oversight features in NJEMS
Description
This project would have to revisit old CGI workplans (#92) and the testing and findings since those builds were incorporated to arrive at clarity about potential to use the system as deployed to meet program needs by making reference table and system setting updates or conclude if more development is called for.
Problem Statement
A breakdown in previous progress with CGI and NJEMS (under workplan #92) leaves Public Lands Administration (PLA) with a perception of insufficient NJEMS features for billing, tracking and oversight which was called for in government audits. It is presently unclear if or to what degree there may be viable elements in the current build of NJEMS through effective use of reference information tailored to the PLA needs
Project Justification
As a result of past audits, including the June 26, 2019 audit, which was conducted by the State of New Jersey, Office of the Comptroller, the Department was directed to implement a lease management system to better monitor compliance with the Agreement terms and conditions. At a minimum, the system needed to provide timely identification and notification of issues so the Department could take appropriate action for all instances of noncompliance, including, but not limited to the issues identified in the audit report: notification of nonpayment or late rent, assessment and collection of late payment penalties, receipt and retention of insurance certificates, completion of performance evaluations, receipt of monthly/annual reports, as well as any other requirements within each Agreement.
Estimated Transactions
over 500+ leases/license/concession/right of entry agreements each with annual billing/notifcation/tracking demand.
Components
NJEMS
Target Rollout Date
None
Target Rollout Date Reason
None
Activity
Show:
At a meeting today with Lauren Procida, Amy Timmerman, Michele Zola and Knute Jensen, we reviewed the project history stemming from Workplan 92 where specific detail screens were built and are in the current build and working for OTPLA purposes along with existing configurable enterprise central file features (document and activity types with any needed task workflows, etc.). Some more complicated nightly routines in the workplan where withdrawn in favor of leveraging table driven existing features.
The remaining uncertainty and reason for the project record is with program use of some nightly cycle functions that rely on reference data and are still to be tested specific to program scenarios. Amy needed clarity on her authority and ability to advance such testing and how to interact with DOIT and CGI for the needed clock or table changes. Michele confirmed her ability to initiate any incomplete testing, noting issues and reaching out for support as needed. We also discussed recruiting other program expertise for help with questions (not testing) if needed.
We acknowledged the challenge to this type of testing that requires requesting or waiting for a nightly cycle routine on the testing platform, stretching the confirmations across days (or with some automated late notice features perhaps weeks or months of system time). Completing this testing has been complicated by multiple turnovers of key staff with time and responsibility for advancing use of the system. Amy is the latest person with the role and Amy will proceed as she is able, knowing she is cleared to do so.
We also discussed how there is currently no LTC for Legal who would represent OTPLA and might help with communication gaps across changes in staffing as has happened here. Lauren is aware and has communicated with her chain of command.