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Todays Presentation o Background Growth of the Public Service o Payroll size and how things work o GoPNGs Journey to the HR COnNECT Program Where and Why We Started Defining Our Business Needs Defining Our Business Needs o Change Management, Sector Engagement and Business Transition Strategies HR COnNECT Governance Arrangements HR COnNECT Governance Arrangements Re-Establishment of the GoPNG User Group Forum Re-Establishment of the GoPNG User Group Forum o Where GoPNG is now and what we have learned

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Growth of PNG population compared Vs growth of the Public Service (1982 - 2.5 popn : 60, 000 2013 - 7.5 popn:91, 000) 1.Population growth out stripped the capacity of the Public Service; 2.Health Sector ratio per officer to population is now down by 68%; 3.Law and Justice Sector about 60% as well; 4.Education Sector ration of student to teacher is now about 50%; and 5.Suppressed budget ceilings for personnel emoluments.

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Make up of GoPNG on Alesco (V12): o 153 government organisations o 91, 200 employees 1.Health Sector - 8, 268 employees 2.Provincial Administration Sector - 9, 873 employees 3.Education Sector - 52, 483 employees 4.Disciplinary Forces - 11, 593 employees 5.National Departments - 8, 983 employees

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Background. During 2009-11, GoPNG experienced budget overruns of approximately K200million in personnel emoluments with the overrun increasing to approximately K300M in 2012. Staffing & Establishment Reviews initiated by DPM in 2010 and 2011 indicate that there are many reasons behind this ongoing over-expenditure by line agencies, which include: Unclear organisational establishments and funding ceilings; Inaccessibility to timely, current and accurate payroll and budget information; Utilisation of an alternative financial system (PGAS) to enable salary payment of large numbers of staff in unfunded or non-approved roles; Unbudgeted implementation of Awards and Memorandums of Agreement (MOAs).

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HR - C onnecting an On line N etwork for E nhanced C apability & T echnology An Initiative by the Department of Personnel Management. In partnership with:- National Department of Health, Department of Finance, Department of Treasury, Department of Education and Department of Provincial & Local Level Government Affairs Supported by the Australian Government Department of Foreign Affairs & Trade (DFAT) Australian Aid.

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The HR COnNECT PROGRAM HR COnNECT - Connecting an Online Network for Enhanced Capability & Technology HR COnNECT PROGRAM Component 1 - Rollout of the IHRP System Data Cleansing Phase 1 Data Cleansing Phase 1 - Position/Employee Data Cleansing/Validation and Re- establishing of System Controls Data Cleansing Phase 2 Data Cleansing Phase 2 - Health Check of the IHRPS Component 2 - Rollout of other HR Modules (Leave Management Module etc.) Component 3 - Staffing & Establishment Reviews Component 4 - Improving HR Management in the Public Sector Agencies

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Data cleansing is a major activity under Component 1 of the HR COnNECT Program; Previous attempts in 2003-04 and to a lesser extent in following years to cleanse data within the HR Payroll System were inadequate mainly due to the lack of rigour and functionality to apply the one position, one person, one pay (this functionality was available but was turned off sometime after the implementation of the system) and other control mechanisms; These controls need to be re-established concurrently with any future data cleansing activities in order to minimise the risk of system misuse.

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PHASE 1 - POSITION/EMPLOYEE CLEANSING AND VALIDATION Develop and implement the one position/one person/one pay control in the system on a site by site basis, once the data has been cleansed (completed and operational); Develop and implement standardized/consolidated HR reports to facilitate the data cleansing process (completed and operational); Compare, identify and adjust discrepancies between approved organization structures and establishment/position details and employee details in the IHRPS (in progress); Develop and implement templates for the purpose of recording findings and tracking decisions and actions taken (completed and operational); Identify positions with more than one occupant and take necessary corrective actions (in progress); Identify all unattached officers and ensure they are clearly marked up in the system (in progress); Validate and up-date bio-data such as dates of birth and gender (in progress); Validate and up-load leave balances for all employees (not yet commenced); and Ensure allowances being paid to employees are in accordance with Awards and Agreements (in progress).

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PHASE 2 - INTEGRATED HR PAYROLL SYSTEM HEALTH CHECK Ensure all Awards, Agreements and allowances are correctly configured within the system (completed); Engage Concept PNG to undertake a Health Check of the HR Payroll System: 1.Map system and processes used in DPM, DoF and other selected agencies (completed); 2.Establish internal control weaknesses (completed); 3.Recommend and provide cost estimates for implementing improved processes (completed).

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PLANNED ACTIVITIES FOR REMAINDER OF 2014 Data cleansing of all remaining hospitals, Provincial Administrations and National Departments to be completed by end December 2014, including the re-establishment of system controls such as 1PPP and position/occupancy linking; All Awards, Agreements and Allowances to be correctly configured in system by end Quarter 3, 2014; Implementation of the recommendations of the Health Check of system to improve processes, work practices and system security, by end of Quarter 4, 2014; Employee bio-data up-dated in IHRPS by end Quarter 4, 2014; Leave Balances report developed, tested, implemented, sent to all agencies for insertion of leave balances and data up-dated in IHRPS by end of Q3, 2014.

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Pre 1PPP Situation:

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After 1PPP Introduced:

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How Does It Work? Only one employee can be held against the one (authorised) position at any one time. Position records will be matched to the authorised establishment for the Hospital, Provincial Administration, Department or School during data cleansing.

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Change drivers - business outcomes Improved payroll accuracies Improved Human Resource Business processes Capacity enhancement Program for HR Practitioners and Executive Leaders Improved decision making as a result from more accurate human resource data Improved workforce planning practices Improved and efficient service delivery

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Where we are now: 89 sites of the 153 Agencies completed.

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Where we are now HR COnNECT Governance Arrangement (engagement strategy):

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GOVERNANCE FRAMEWORK HR COnNECT Steering Committee Program Management Team Program Manager Roll-out of Integrated HR Payroll System and HR Modules Program Manager Staffing & Establishment Control & Improving HR Management in Public Sector Agencies Component 4 Project Team/s (DPM, DoF, NDoH, DPLGA, NDoE, PSWDP & others as and if required Component 3 Project Team/s (DPM, DoT, DoF, NDoH, DPLGA, NDoE & others as and if required Component 2 Project Team/s (DPM, DoF, NDoH, DPLGA, NDoE & others as and if required Component 1 Project Team/s (DPM, DoF, NDoH, DPLGA, NDoE & others as and if required Program Management Adviser-HR COnNECT HRMIS Adviser-HR COnNECT

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Way Forward and Future Initiatives: Customised functionality to limit unattached officers. Customised functionality to lock the relationship between Position and Occupancy by CLEVEL. Suite of custom reports to monitor sites where 1PPP has been implemented.

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Way Forward and Future Initiatives: Modify Software in Alesco to protect the system functionality - One Position, One Occupant Rule, which is part of the 1PPP function.

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ANY QUESTIONS?????