Partnership for Reviving Routine Immunization in Northern Nigeria; Maternal, Newborn and Child Health Initiative

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1 Partnership for Reviving Routine Immunization in Norrn Nigeria; Technical Brief May 2012 Technical Brief on establishing a sustainable Human Resource Information System that can provide accurate and timely HR information for management decisions Executive summary Strengning of human resource planning, management and development is a key strategy for PRRINN-MNCH to improve MNCH service quality and coverage. The process was initiated in 2008 with conduct of a human resource audit in four States which informed strategies and interventions for development of a Human Resource Information System (HRIS) in each state. The HRIS development involved following: The establishment of data management process that was designed around existing paper based system that comprised updating employee profile forms (EPF) which are summarized into monthly return sheets (MRS); actual software has been implemented though still undergoing full maintenance to improve its effectiveness. The HRIS was refined to produce more customized HR reports, tracking staff movements and turnover, age analysis for succession planning, current appointments providing current active employees, employment history illustrating appointment history of an employee and various training reports that will enable managers to take decisions on accurate and detailed HR information in state. The draft HRAdmin2 user manual developed in 2010 was updated throughout developments, illustrating through screen clippings how to operate HRIS and generate reports. The Training Information Management System (TIMS) module was added to HRIS. This has enabled states to manage career development related to qualifications, courses and training. The data captured for clusters I, II, & III included an update of TIMS information. The following key findings and emerging issues observed from HRIS and capacity development are worthy of note: State Department of Norwegian Government

2 Partnership for Reviving Routine Immunization in Norrn Nigeria; 1. Though still a significant challenge, level of completeness and accuracy of employee data from all states is improving. 2. Despite high turn-over of end users that were trained by program, HRIS managed to pick up momentum and more data was captured in all four states. 3. The HRIS development and implementation process proved to be more time consuming and challenging than originally envisaged because of lack of adequate trained HR officers, high turner over of trained HR staff and lack of buy-in from policy makers. In conclusion, successful implementation of HRIS is being developed through establishment of an information culture, embedded in a data maintenance paradigm. This will require time, hard work and patience but if pursued it will eventually provide clean and up to date information that can be used for management decisions. Introduction and overview An effective HRIS requires reliable and accurate HR data, and HR management and administrative capacity to manage system, HR information management procedures, hardware and robust software to enable it operate in a resourceconstrained environment like Norrn Nigeria where PRRINN-MNCH operates. The implementation in such an environment needs careful and cautious approach. The HRIS process was carried out in two streams of work: i) development of software and ii) data garing process to obtain micro details on each employee in state; two phases also required design and implementation of a paper-based HRIS and operating procedures. Implementation was focused within PRRINN-MNCH clusters within states in order to build local capacity so that each state will n roll it out to remaining LGAs. Three states, Zamfara, Jigawa and Yobe initiated a process for collecting and capturing employee data for entire state, starting with PRRINN-MNCH clusters. Methodology/process This is long running initiative which was started in 2010 is progressing well and being implemented through development of: HRAdmin2 software for employee data management and tracking - software was tested with base data from Jigawa and Zamfara states and State Department of Norwegian Government

3 Partnership for Reviving Routine Immunization in Norrn Nigeria; tested against all possible scenarios in terms of computer related challenges. HR Data flowcharts for Employee Profile Forms and Monthly Return Sheets - an Employee Profile Form and Monthly Return Sheets that was used to record details of each employee, which was n captured on HRIS. The forms were distributed and, several one-day training was provided on its implementation and utilisation to ensure that quality data was collected. Information flowcharts from reporting, verification and maintenance was also designed The Training Information Management System (TIMS) module was added to HRIS. This has enabled states to manage career development related to qualifications, courses and training. The data captured for clusters I, II, & III included an update of TIMS information. HR Officer roles and responsibilities Continuous training of HR officers and managers on use and maintenance of system. The HRIS is continually being updated, upgraded and maintained to ensure that reporting, data capturing and information use are effective. Sample reports have started to emerge for example cluster facilities in Zamfara State have generated information on Current Appointments Summary; Training and Course - State Summary for cluster. Stakeholder participation remained a paramount feature- from design and content of Employee Profile Form and Monthly Return Sheet to process of integrating use of HRIS with day-to-day HR administration and review of HRIS user manual. The HRIS was installed in all four states and selected officials were trained on its implementation. Data capturing utility of HRAdmin2 was improved due to high volumes of EPF so that multiple data capturing could be done in each state. The HRIS user manual was revised and follow-up training sessions including TIMS was conducted and operational issues addressed. 4. Challenges encountered and strategies to address m A number of challenges were encountered and innovative approaches were designed to address m. Some of key challenges and solutions to address m are presented in table below State Department of Norwegian Government

4 Partnership for Reviving Routine Immunization in Norrn Nigeria; Challenges Institutionalising HRIS within dayto-day management of human resources and health services. The existing approach to systems is centralized and MOH and MGL have limited access to information. Although ministries retain employee files/records re is no evidence that information is used for HR planning and management. Lack of capacity in terms of HR management and HR administration Lack of institutional memory high HR officer turnover. Initiative & Target HR Forum key sensitised to focus around importance of HR data in effective health service management and planning. Target was to get senior managers to utilise HR data in aggregated form for management and planning of health services. Training workshops with LGA focal persons and MoH & LGA HR officers focused on a decentralised approach to collection and verification of HR data. Data sent upstream are analysed in terms of utilisation, verification and storage. The reporting on analysed data is n sent downstream for verification. Employee Profile Forms and Monthly HR Return Sheets have been designed to collect, clean and collate HR data from Ward, LGA and State levels. These forms were introduced, starting with clusters, and all LGAs and MoH HR staff in four states were trained on completion and submission of forms and were familiarised with flow process of HR data and tools. This resulted in formal HR information feedback up and down stream on a fixed time cycle. HR Units with HR officers have been established in all four states. These HR officers were trained on Human Resources functions, HR Data flowcharts, HR Data procedures and HRIS utilisation. Training on HR and HRIS related topics was provided to all LGAs and State Department of Norwegian Government

5 Partnership for Reviving Routine Immunization in Norrn Nigeria; The accuracy of reports generated from HRAdmin software remains questionable due to inconsistent data capturing and data maintenance processes. state level officials to ensure continuity in HR Units. In-depth HRIS training was completed by five officials from each state. Provide more attention and time to training and retraining of many data capturers and health managers on use of HRAdmin, use of information, introduction of HRAdmin manual 5. Results/impact i. There is improved awareness of HR information and how management can use it for decision-making and advocacy. The necessity of accurate HR data and its use are widely acknowledged through states. The establishment of HR Units in states supported implementation of HRIS tremendously as HR data from system informed HR planning at strategic and operational levels. ii. Designed and introduced HRIS data follow up system that cover monthly return sheet and employee profile form; this has facilitated regular and timely capturing of both electronic based data at state level and paper-based HRH data at LGA level, as well as link between two. All states are making use of se tools but institutionalisation still needs to be emphasized. The following table shows employee data that was captured in each state in 2011 State Department of Norwegian Government

6 Partnership for Reviving Routine Immunization in Norrn Nigeria; As stated Zamfara and Jigawa has high staff data refelcted due to state-wide approach. Yobe and Katsina focused on PRRINN-MNCH Clusters. Within this context Katsina still have outstanding data to be captured. Once data cleanup processes have been completed accurate staff data will be available. After analysis re are some descrepancies with various datasets. iii. iv. Although HRIS was initiated in 2010, it was only in 2011 that data capturing become systematised and rolled out to cluster II & III. Lessons learned from implementation of HRIS in Cluster I, II & III will inform establishing of sustainable maintenance processes. HRAdmin2 software for employee data management and tracking has been set up and tested against all possible scenarios in terms of computer related challenges. It is now working well and able to generate various reports. Below is a screen clip of some of reports available on HRAdmin. State Department of Norwegian Government

7 Partnership for Reviving Routine Immunization in Norrn Nigeria; v. Developing and strengning HRIS process has also resulted in following: vi. a. States have detailed HR information flow charts from data capturing to reporting and utilisation. b. States have detailed HR information procedures from data capturing to reporting and utilisation. c. States have HR information templates for collecting, verifying and reporting on HR information from facility level to State Ministry of Health d. States have dedicated HRIS officers responsible for HR data with support HRIS officers trained in HRAdmin2 operations. e. States can monitor staff movements through pre-selected criteria. Greater awareness among policy makers and managers in health sector about need for quality HRH data to inform staff distribution, review gender issues and to compute HRH resource needs State Department of Norwegian Government

8 Partnership for Reviving Routine Immunization in Norrn Nigeria; 6. Sustainability 1. Higher emphasis needs to be placed on institutionalisation of HRIS systems, tools and processes. More health managers and policy makers will require capacity improvement to use HRIS software and more efforts towards this are essential and will form a key activity for program support 2. Institutional capacity of newly established HRH management structures like HR units and HR coordinating committees is ongoing and essential to entrench a culture of informed HRH decisions and policy formulation. This requires both technical capacity as well as use of information generated by HRIS for advocacy on HRH practices. The demand for HR information will also push improvement in quality HR data. 3. The HRIS forms and manuals are important tools to facilitate sustainable HRIS in each state. These tools have been produced and training on ir application in day to day activities is essential and will be continued. 4. The PRRINN-,MNCH strategy of starting implementation in a cluster and supporting gradual state wide roll out is right strategy to ensure sustainability. The planned approach of starting with paper-based record keeping and gradually moving to electronic system will support sustainability. 5. Addressing wider governance issues including public service reforms and leadership and governance will enhance sustainability. These issues are however beyond HRH mandate alone. 7. Lessons learned/recommendations The following lessons learned are highlighted : Effective generation and utilisation of HR reports is only possible if system maintenance is prioritised and HR information collection, processing, analyses and utilisation are established as part of standard operating procedures. State Department of Norwegian Government

9 Partnership for Reviving Routine Immunization in Norrn Nigeria; The basic twin approach to HRIS data management that combines software and paper-based systems development is essential in resource constrained environment. Basic computer skills are lacking and training on utilisation of HRIS needs to be more intense than is usually planned. Developing this important skill requires time, attention and intense technical assistance to build HRIS implementation can only be successful if stakeholders at all levels (geographically and organisationally) are involved in design, development and implementation process. Institutional memory is difficult to maintain in states due to high turn over of HRIS trained staff. Strategies that involve training of more than one person on any aspect of HRIS operating system is essential Decentralization of HR information to lowest possible level with a centralized (consolidated) HRIS at State level. This will ensure more hands-on control for ministries with regards to HR administration and management of HRIS. State Department of Norwegian Government