Key Benefits
The solution to the problem was automation and integration of the four functional components of Complement Control, Payroll Administration, Budget, Education and Skills Inventory. Complement Control enables determination of establishment requirements for various cadres in the civil service and matching of positions with incumbent employees thereby highlighting over-establishment and vacancies. Storage, processing and retrieval of personnel information for supporting four functional units namely complement control management, personnel remuneration management, annual budget estimates for personal emoluments and HRD and Planning. Prior to IPPD the functions were performed in isolation and independent of each other with resultant data redundancy, duplication and inconsistency. There is now efficiency and enhanced performance, emanating from the flexibility of the IPPD tool. Due to central storage there is information sharing which enhances accurate and consistent decision making. Updating of information is done promptly and is checked.
IPPD has controls that ensure that employees draw salaries from the correct vote, sub-vote, head, and sub-head. Data capture in on-line and is timely, minimizing budget distortions due to arrears payments.
IPPD totally transformed payroll administration, ushered unprecedented methods of work, streamlined procedures and processes, and gave staff a new sense of dignity and professionalism. From a technical perspective, it automated data management, brought immense storage capacity, did away with complex manual calculations, tedious search for documents, dusty registries, torn files and overloaded registry shelves. This proved to be a great relief to the HR registry Personnel who could then work in a more dignified environment, minus the fatigue, confusion, and allergy inducing dust. A key measurement in this respect is that all Ministries in the Civil Service adopted the system which covered all the employees within a period of five years.
This 100% adoption was a major boost to Ministry of Finance since budgeting for HR became easier, faster, more accurate, and predictable. Also massive loss of funds due to ‘ghost’ workers was curtailed. By and large, all the starting objectives of IPPD have been met. These were modernization of data management, greater control of processes, timely and accurate data, elimination of abuse and enhancement of payroll integrity, and capacity to generate regular and special by products for decision making. Qualitative measures of impact have also been expressed in work shops, conferences, employee satisfaction surveys, and general work place morale.
Benefits for the Ministry of State for Public Service came in the form of timely, accurate payment of salaries, updating of staff bio-data improved capacity for HRP, and generation of by products for policy formulation. As a result of improved data management under IPPD, initiatives of gender mainstreaming, disability mainstreaming, affirmative action, HIV/AIDS mitigation, and District Based Recruitment policy, have enjoyed high levels of implementation that could not have been possible without IPPD system.
Benefits for staff manifests in the ease with which deductions can be made in respect to SACCO membership, bank loans, Higher Purchase, and ability to work and get salary in different centres. Cases of erroneous deductions which stressed workers have drastically reduced.
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