Audit Report on the Development and Implementation of the Electronic Death Registration System By the Department of Health and Mental Hygiene

7A03-073
June 23, 2003

AUDIT REPORT IN BRIEF

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We performed an audit on the development and implementation of the Department of Health and Mental Hygiene’s Electronic Death Registration System. The system was designed to use Internet technology to enable a completely automated death registration and certification process, with capabilities of printing death certificates, and permits for burial, cremation, and transportation of human remains.

The Electronic Death Registration System does not exist as a functioning system; therefore, we were unable to determine whether the initial business and system requirements were met, whether the design allows for future enhancements and upgrades, and whether the system’s overall goals will be met. In addition, the method used to procure system development services from IBM was inappropriate for a project of this magnitude; the Department did not employ a formal systems development methodology or an independent quality assurance consultant during the IBM development period; and the Department presented inaccurate information on the progress of system development in the Mayor’s Management Report (MMR).

To address these issues, the Department should:

• Ensure that it follows all applicable Procurement Policy Board (PPB) Rules in its procurements. In that regard, all large systems development projects should be awarded by competitive sealed proposals and result in a formal contract that is registered with the Comptroller’s Office. Such contracts should contain specific deliverables with due dates and related costs as well as penalties for nonperformance;
• Comply with all applicable provisions of Comptroller’s Directive 18 when developing systems. In that regard, the Department should: employ a formal systems development methodology; engage an independent quality assurance consultant; and ensure that executive management support and sponsorship and an experienced project manager are in place to oversee and coordinate the development process; and
• Ensure that it provides accurate information to the Mayor’s Office of Operations for inclusion in the MMR.