Another Face Of Success “NADRA”
Despite daunting odds, some institutions in Pakistan have managed to succeed and effectively deliver core services, earn legitimacy in the eyes of the citizenry and forge resilience in the face of an otherwise tumultuous and prohibitive operational context, which proves after a long demonstration that there are certain organizations, which can show effectiveness in the face of overall dismal and unfortunate picture of Pakistan. But when we are referring towards success which dimensions we are talking about that made these organizations called to be successful?
Dimensions of Success
Dimensions of Success are as under:-
1. Results:
Achievement of organization key objectives,
outputs, or outcomes.
2. Legitimacy:
In accessing legitimacy, the focus was
given to both “output legitimacy” (what the organization does, or its
outward performance and the perceived quality of services delivered) and “Procedural
Legitimacy” (How institutions functions, or quality of its operational
procedures that enable it to achieve success).
3. Sustainability/Resilience:
An institution that is durable and resilient,
can sustain and improve results over time and can adapt to changing
circumstances, can anticipate new challenges, and can cope with exogenous
shocks.
Fortunately, these key dimensions of success are interlinked. An entity’s “legitimacy” is somehow dependent on the “results” or achievement of its key objectives. And similarly, more “resilient” institutions can earn legitimacy and achieve results.
Also, successful organizations choose the following general determinants by taking into account the above-mentioned 3 dimensions for maintaining their success in a de-stable environment (like Pakistan):-
1.
Successful organizations have a well-defined
mission which is translated into proper outcomes or results.
2.
Successful organizations can attract and deploy
skilled labor or staff.
3.
Continuity of leadership and management.
4.
Financially autonomous.
5.
Good internal communications and employees’
participation.
6.
Strong and visionary leadership.
7.
Building learning organizations.
8.
Results-oriented organizational culture and
cohesive identity.
9.
Ability to cope with political pressures.
10. Displaying results to mobilize support.
\ From the nine generally regarded as successful public and private institutions in Pakistan having both earlier mentioned general dimensions and determinants of success stated by Syed Turab Hussain in his well-written piece of paper named “Candles in the Dark”, NADRA (National Database & Registration Authority) is also one of the excellent successful entity from them which thrives day by day even with the uncertain environment in Pakistan.
NADRA (National Database & Registration Authority)
(Historical Background)
NADRA (National
Database and Registration Authority) is an autonomously run and
constitutionally established public agency in Pakistan. NADRA was established
as an attached department known as “NDO” (National Database Organization),
under the Ministry of Interior (MOI), Government of Pakistan, in 1998 (approximately
about 24 years back). Later in March 2000, the NDO and Directorate General of
Registration were merged to form one entity called “NADRA” with a mission statement well written NADRA ordinance 2000
states:
“To introduce new,
improved and modernized systems of registration, databases, and data warehousing
for the country with their multiple beneficial uses and applications to achieve
effective and efficient running of the affairs of the State and the general
public.”
In 2006, NADRA’s mission statement was revised to include
its commercial aspect with the establishment of National Swift Registration
Centers (NSRC’s) and Mobile Registration Vehicles (MRV’s) enabled
NADRA to undertake large public sector projects. Revised mission statement 2006
states that:
“To create and maintain a secure, authentic, and dynamic database that comprehensively covers the demographic, geographic, social and statistical aspects of the citizens of Pakistan, and provide to our own and foreign governments effective homeland security solutions and assistance in good governance. We shall develop ourselves as a “learning organization” in a culture that fosters creativity, innovation, commitment, dedication, continuous improvement, and a desire to excel its employees.”
Why was NADRA inevitable?
Before the establishment of NADRA, data collection was
handled manually, resulting in inefficiency and inaccuracy. The registration
did not have an auditing system and the volume-based incentives resulted in a
high risk of faulty data entries by the agents.
Dynamics Behind A Successful Entity
NADRA is a successful institution, thriving
not only in domestic activities but also in international projects due to
certain factors:
1. Unequivocal mission statement:
NADRA’s mission as laid down in its 2000
ordinance and also in the revised vision statement of 2006 is very clear,
specific and achievable. It is not burdened with peripheral objectives that
could distract it from achieving its core objectives.
2. Adaptability and seamless evolution:
NADRA has exhibited a remarkable ability to adjust to and take advantage of, evolving circumstances. As indicated earlier, a year after its establishment, it transformed the business model of registration based on manual data collection, followed by single data entry for automation. Software development and integration were also undertaken within the agency. In the case of multi-biometric passports, the agency was venturing into uncharted territory. The entire technology was developed in-house. The organization took a calculated risk and succeed.
3. Attention to customer care and learning:
While there are occasional complaints about the quality of NADRA’s service, it has placed heavy reliance on customer care and responsiveness. It eliminated the need for presenting ID documents and facilitated a one-window operation by enabling customers to simply walk in and get registered. It devised a token system for queuing to serve customers on a first-come and first-served basis. All these measures have led to a cultural change towards customer service.
4. Relatively young and competent staff:
NADRA has been blessed with an effective workforce, which is young, dynamic, non-bureaucratic, entrepreneurial, and sees change as a perpetual fact of life at the workplace.
Staff work under overall long-term objectives, but are also devising short-term solutions and firefighting on a day-to-day basis. NADRA has also the most computer-literate workforce in the country.
5. Leadership and management style:
NADRA’s top leadership has been strong and involved, which makes the NADRA entity balance a democratic culture and an autocratic style of leadership. NADRA also has retired senior military officials in its management who follow a more hierarchical structure and approach in some of the departments. On the other hand, other departments exhibit participative styles of management and are marked by flatter organizations. These 2 management styles abide side by side under the overall leadership of the chairman.
6. Entrepreneurial and risk-taking spirit:
A more commercial, proactive and business-oriented approach pervades in the technical and management portions of NADRA. Risk-taking is encouraged. At the same time, the control systems are very tight and help in bringing visibility and transparency into processes and procedures.
Periodic Achievements/Developments of NADRA
·
By taking into account manual handling as a
problem and for the insurance of quality data entry, NADRA introduced
double-entry operators at random. In the case of inconsistency between the
operators, the query is moved to a third operator for the final data
entry.
·
Through the establishment of NSRCs throughout
the country, the concept of a “live, interactive data entry” was introduced,
which helped the largely uneducated population of Pakistan and for the
reduction of bribes and corruption by agents.
·
Induction of MRVs to cover the applicants of
remote areas.
·
Focus on in-house competence development for
decreasing the load of outsourcing of data warehousing and project management
and networking.
·
More focus was given to software development and
software integration with the change of leadership in 2001, which made NADRA
the most literate public service entity in Pakistan.
·
NADRA helped in changing the bill payment
culture of the general public by reducing corrupt middlemen bill collectors by
introducing the E-Sahulat app as the latest product contributing towards
e-governance.
·
In face of the perpetually precarious budgetary
situation of the country, NADRA has successfully managed to become a
financially self-reliant entity that survives off its operating revenues.
·
There is also a system of auditing NADRA staff’s
staff to track revenue collection.
·
NADRA launched National Cash Remittances Program
with the collaboration of the H&H Exchange Program in 2012 which has
enabled Pakistani citizens to receive funds safely, easily, and on time. Those
who are expecting remitted money can visit pre-designed NADRA outlets to
receive and transfer money after taking confirmation of identity from the
customer’s identity card.
· NADRA outbid some of the strongest companies in the international homeland sector in a challenging competition to secure the contract for supply, installation and commissioning of the Passport Issuing System.
Enterprise Solutions & Services
Collaborating with the corporate world to
harness technology for the growth and safety of the World.
|
Solutions |
||
|
Secure Documents |
E-Governance |
Security & Surveillance |
|
Multi-Biometric
Identity Management |
Civil
Registration |
Personnel
Access Control |
|
Multi-Biometric
Passport |
Integrated
Border Management |
Vehicle Access
Control |
|
Computerized
Arms License |
Voter’s
Management |
Intelligent
Video Surveillance |
|
E-cards
(Health) |
Social
Protection |
Safe City |
|
Services |
|
1.
Consultancy
& Advisory 2.
Enterprise
Software Development 3.
System
Integration 4.
Data
Warehousing 5.
Project
Management 6. Financial Services |
Identity Documents
Apply for your identity document at any time from anywhere and get it delivered to your doorstep.
NADRA has been bookmarked as an expert enterprise solution
provider, all around the world.
Despite being a vital player in the application of identification systems, technology and socio-economic environment, NADRA is facing some challenges, the resolution of which will determine the sustainability and more success of the entity.
Challenge No # 01
The organization has expanded rapidly, employing
close to 18,000 staff in approximately 800 fixed and mobile offices. This
expansion has not been accomplished by staff training and capacity building,
resulting in erosion of skills.
Challenge No # 02
Missing of institutionalization of the
operations on a systematic basis to ensure the sustainability of achievements
beyond the tenure of leadership. Unfortunately, the seat of chairman witnesses
continuous instability due to changing of the person after a short interval of
time, and fortunately the second-tier management (Director Generals) has
witnessed more stability of tenure, which has helped with institutional memory.
Challenge No # 03
Politicization of leadership is another big
challenge for NADRA, as in the aftermath of the 2013 elections and allegations
of possible irregularities, this fine line was crossed by certain statements of
the previous chairman. The leadership of NADRA must strictly refrain from
getting entangled in political matters.
Challenge No # 04
Another challenge relates to the
organization’s financial situation, as during the Pakistan People’s Party
government, the organization received important financial inflows from BISP and
UN agencies. However, these are not the core services, which can improve the
financial stability of NADRA. Even since 2005, there has been no financial
support from the federal government, and the rising expenditures have started
to eat into the profit margins.
Challenge No # 05
Sizeable decrease in the salaries of
employees (especially of technical staff), due to 95% regularization of staff,
caused nonfunctioning of a sliding scale structure as per applied before this
regularization for the strength of NADRA.
Who we are?
&
What are we
going to do?
As a proudly responsible citizenry of
Pakistan with an aspiration of creating reforms and change, we the four undergraduate students of the 6th semester (Morning shift) from the Department of Governance and Public Policy
under the noble supervision of Respected
Dr. Athar Rashid from the National
University of Modern languages, Islamabad are going to join hands together
to put an effort towards address and reform all the above-mentioned and several
hidden challenges, from which NADRA is currently struggling to move out to become
a more durable and sustainable entity.
Why to do so?
Because we are intending to be more practically perform our
this 3 credit hours subject named “PUBLIC
SECTOR REFORMS AND SOCIAL CHANGE” with the help of an opportunity created
by our supervisor (Dr. Athar Rashid), rather than just learning from the
literature review and theory available on NADRA.
How to do it?
·
Taking on board all the stakeholders to our proposed
NADRA Reforms Project.
·
Tried to arrange in-face meetings with higher
officials of NADRA for the redress of all our concerns.
·
Webinars will be arranged with the appropriate persons
relevant to suggest reforms for our project.
·
In-face suggestions with online suggestion polls
for reforms are also part of our project.
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References
- Syed Turab Hussain, Mahmood Ali Ayub (2016). “Candles in the Dark. Weak Institutional Environment, Part-1 (1): 1 – 15”
- Syed Turab Hussain, Mahmood Ali Ayub (2016). “Candles in the Dark. General Determinants of Success, Part-1 (2): 15 – 30”
- Syed Turab Hussain, Mahmood Ali Ayub (2016). “Candles in the Dark. National Data Base and Registration Authority, Part-2 (7): 109 – 122”
- https://www.nadra.gov.pk/
Muhammad Hassan
Zaynab Tahira
Ahmad Faraz
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Outstanding Don't have words to appreciate you guyz 👏👏🔥
ReplyDeleteNice cp
Well done team keep it up
ReplyDelete