Although IPPIS has recorded notable successes, it faces some key challenges:
The IPPIS application has not been fully utilised. Of the seven modules on the
software, only the payroll module is in appreciable use. The Human Resource
modules, which are meant to manage staff recruitment, posting, promotion,
training, discipline, and disengagement, are yet to be fully deployed for use by
MDAs Service-Wide. The current vendor has not delivered everything contracted
and paid for and the project management of the initiative has been weak.
Connectivity remains a major challenge and MDAs are still not able to connect
securely and consistently to the Platform over a Virtual Private Network (VPN).
There is a weak network security that impacted on IPPIS roll out.
Due to non-deployment of HR modules, there are undue delays in the processing
of issues bordering on exit and termination (retirement, dismissal, death, etc)
The existing structure for IPPIS is such that each of the key control agencies is in
charge of a specific aspect of the Scheme. There seems not to be a defined
reporting line for these agencies, which slows down implementation. Albeit a
proposed governance structure to take care of this challenge is awaiting approval
Most of the IPPIS Staff in the MDAs have not been exposed to Oracle Training and
some of the few that received the training have been deployed to other MDAs
- The IPPIS Personnel Service-Wide are not fully motivated in the area of provision of incentives to match the demanding jobs they perform.
Non-utilisation of IPPIS reports for personnel management by MDAs
The Secondary Data Replication Centre which exists in Gombe is not operational
Non-migration of Officers’ Pay Points when deployed to other MDAs thereby
overstretching personnel cost in some MDAs while some are under-utilised.
Proposed Next Steps
The Steering Committee on IPPIS should urgently deal with the supplier performance and
project management issues that have constrained the full realisation of the benefits of
The Office of the Head of the Civil Service of the Federation and other stakeholders should
intensify efforts to facilitate the full deployment of HR Business Modules.
The Federal Ministry of Communication Technology should develop a robust plan for
addressing the connectivity issues, working with Galaxy Backbone.
- The OHCSF in conjunction with other Control Agencies should embark on change management, aimed at creating more awareness of the IPPIS Scheme to tackle resistance by some institutions.
The Head of the Civil Service of the Federation is the Chairman of the IPPIS Steering
Committee. It should be made clear to all that he remains the final authorising officer at
the end of IPPIS processes.
There is a need to focus on the training and retraining of IPPIS Personnel. A single one-off
training effort is insufficient
The existing policy which stipulates that trained IPPIS Role Players can only be posted after
spending three years on the desks and should only be moved to similar desks in other
MDAs must be strictly adhered to in order to address the problem of too-frequent
movement of such officers
Incentives should be provided for all IPPIS Personnel Service-Wide to match the demanding
nature of their job and guarantee full commitment to duty without compromise.
The secondary Data Replication Centre in Gombe should be relocated to the Office of the
Head of the Civil Service of the Federation or the premises of Galaxy Backbone for data
safety and security. It should also be possible to explore virtual data replication using
- The Steering Committee on IPPIS should urgently deal with the supplier performance and project management issues that have constrained the full realisation of the benefits of IPPIS.
Reference: Public Service Reforms in Nigeria (1999-2014) - A Comprehensive Review
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