1. Regulation and Licensing Department Accela Replacement Project Initiation Request Agency CIO/IT Lead - Michelle Langehennig, Chief Information Officer Project Manager – Fabio Mir, Application Developer
May 23, 2018

2. Regulation and Licensing Department
Mission:
To ensure New Mexicans receive quality care and services from qualified professionals.

3. Project Description
The State of New Mexico Regulation and Licensing Department (RLD) - Construction Industries Division (CID) seeks to replace its current permitting and inspection software, Accela.
The Accela suite (Citizen Portal, Automation, and Mobile Inspection) supports the functionality of all permitting related to Construction Industries, Manufactured Housing, LP Gas and field inspections.
CID permitting collects an estimated $4,000,000 in revenue for New Mexico’s State General Fund.

4. Current Issues
The current Accela system poses continual problems for both CID staff and the Information Technology Division.
Mobile Inspection, used by field staff, loses its settings and has to be reinstalled nearly 50% of the time and it recently experienced a two-month outage.
The Accela suite, is not PCI compliant.
After June 30, 2018, Accela will no longer support the current installation requiring that customers purchase their new cloud-based version. RLD legal team took action, requesting reimbursement of $700,000.
RLD obtained quotes for a customized permitting and inspection software solution.

5. Current Status Current Environment:
Currently RLD relies on the Accela Automation System to issue permits and track contractors licenses.
RLD has many outstanding issues with Accela’s performance and support:
Accela will not support RLD on premise implementation after June 2018
Accela Mobile Office (AMO) used by inspectors is down 20% of the time
Accela’s business support model has changed drastically; it now takes months to close problem tickets
RLD is current in litigation with Accela over the above mentioned items (and many more)

6. Funding
$967,00 in Laws of 2018, Chapter 73, Section 7(16)

7. Budget Description FY19 FY20 FY21 FY22 FY23 & After Staff - Internal
Description
FY19
FY20
FY21
FY22
FY23 & After 
Staff - Internal
Development $0
Consulting Services
$485,000
$475,000
$200,000
Hardware
Software
$482,000
$492,000
Total
$967,000
$692,000

8. Planned Approach
The Regulation and Licensing Department has collected three bids.
The winning company did onsite interview with all the stake holders.
They will develop AS-IS Documents, Design Documents and implementation plan.
The selected vendor, ANM, will develop the software using industry standards.

9. External Risks RISK PROBABILITY & IMPACT MITIGATION PLAN
Vendor abandonment (software development): If the contracted vendor were to abandon the project then the project would be halted or seriously delayed.
L/H
The vendor RLD selects will be required to follow industry standards. If the vendor were to abandon the project early in the process, before funds were used then another developer could be brought in. If the vendor were to abandon the project late in the development process it would be possible for existing RLD IT staff, along with another vendor, to finish the required software development work to finish the project due to the project having followed industry standards.
Vendor abandonment (payment page provider): If Wells Fargo/CyberSource, our payment page provider, were to remove or significantly alter their hosted payment page service then additional development work may be required to adapt to new provider or to the page changes.
L/M
Payment gateway providers are numerous and our financial service provider would likely have a new recommended payment page host. RLD IT would likely be able to make the small required changes to the application to accommodate a different payment page host given that most of the initial integration has been completed.
PCI compliance standard changes: Security standards are, by their very nature, subject to ongoing change. If the PCI compliance requirements were to change in a significant way then additional work and\or funding would be needed to adapt to the change.
M/M
RLD IT staff will need to keep a close watch on how PCI compliance requirements and items change over time. This time estimate is built into our maintenance hours estimations. Usually, these standards give sufficient lead time to make changes in time to remain compliant.

10. Internal Risks RISK PROBABILITY & IMPACT MITIGATION PLAN
Inadequate or incomplete requirements gathering: If project requirements are not fully understood or updated early in the process the final product may not address the true needs of the project or additional time or funding would be required to remedy the situation.
L/H
Project management would occur both inside the contracted organization and from RLD IT with cross-checking occurring between each organization throughout the requirements gathering and design phases. This has worked well in past endeavors.
Loss of key staff: Application and business process knowledge exists in only one or two individuals, depending on knowledge type. If one of the key individuals were to leave during key points in the project the finished product might not be adequate to the task and resulting in delayed project implementation.
M/H
Inclusion of multiple RLD IT, CID and MHD personnel during requirements gathering and design phases along with good written documentation of requirements and split project management between external and internal entities will ensure that there are multiple sources for all key project knowledge.
Critical bug or flaw discovered: If a critical bug or flaw is discovered in the existing Permitting and Licensing portal application or in the new development the application could be rendered unusable or deemed unreliable.
Our proposed service contract will cover bugs and flaws discovered. If the vendor should fail to honor this service contract and/or fail to fix the discovered flaw then RLD IT may be able to fix the flaw on its own or an additional external developer would need to be engaged due to the fact the contractor will be using industry standards.

11. Major Project Deliverable and Performance Measure
Schedule
Proposed Major Deliverable Schedule and Performance Measures
Major Project Deliverable and Performance Measure
Due Date
Project Phase 
Acquire  the software and licensing to implement the permitting and inspection software for construction industries.
7/15/18
Planning
Gather requirements and design workflows for 10 permit types.
Select one permit type as a pilot for Go-Live.
Design integration interfaces and data migration strategy for the selected permit from Accela SQL Database to new application.
10/30/2018
Develop application and Contractors Portal with design information for 10 Permit Types.
Integrate PSI’s License Import text file, credit card transactions, Geolocation used by inspector’s and document management (plans for plan review and historical documents).
Migration of permit records for one permit type from Accela to new application. Configuration of Inspection Software and Mobile Application for one permit type.
Go Live with one permit type.
3/31/2019
Implementation

12. Project Phases and Deliverables
Proposed Major Deliverable Schedule  and Performance Measures
Major Project Deliverable and Performance Measure
Due Date
Project Phase
Deliverables:
Project Charter
Project Plan
Project Kickoff
7/15/18 
Phase 1: Planning: Set up the project framework for a successful delivery
To-Be Analysis documentation
7/15/2018
Phase 2: Analysis: Provide best practice consulting to define to-be configuration for Agency
Configuration Report
7/30/2018
Phase 3: Solution Foundation: Create the specifications and deliver technical components built to support the approved specifications.
Business Automation Script specifications
Interface specifications
Report specifications
Configured Business Automation Scripts
Configured Interfaces
the selected vendor Mobile Office specifications
2/1/2019
Phase 4: Build: Create the specifications and deliver technical components built to support the approved specifications.
User Acceptance Testing
Training
2/7/2019
Phase 5: Readiness: Supporting Agency’s User Acceptance Test period and providing requisite training
Move to Production Checklist
Move to Production
Post Deployment Support
Handover to the CRC
3/1/2019
Phase 6: Deploy: Move to Production and Transition to the Customer Resource Center (“CRC”)

13. RLD is requesting Certification of $0 for the Initiation phase of the RLD Accela Permitting Replacement Project.
Questions?