Bahria University Islamabad Nadra Pakistan
SUBMITTED SUBMIT TED BY: 1 | Page
DANIAL AHMED KHAN KAMRAN BASHARAT SHAHBAZ
SUBMITTED TO: SIR MOZAMIL SUBHAN
DATE: 13-12-2016
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Intrd!"tin # N$D%$ NADRA is one of the leading System Integrators in the global identication sector and boasts extensive experience in designing, implementing and operating solutions for corporate and public sector clients NADRA o!ers its clients a portfolio of customi"able solutions for identication, e#governance and secure documents National Database and Registration Authority $NADRA% is the largest I& 'ompany in Pa(istan and employs a highly s(illed )or( force of **,*++ technical and management personnel &he company has maintained its position among the top fty companies of the )orld in the eld of secure document solution integration $by ID -R.D maga"ine% in /++0 and /++1 NADRA not only ta(es pride in producing the 'omputeri"ed National ID 'ard of Pa(istan but also in producing the orld2s rst 3achine Readable 3ulti#4iometric 5lectronic Passport NADRA has successfully implemented the 3ulti#4iometric National Identity 'ard 6 3ulti#4iometric e#Passport solutions for Pa(istan, Passport Issuing System for 7enya, 4angladesh 8igh Security Driver2s .icense, and 'ivil Registration 3anagement System for Sudan amongst other pro9ects In *:;<, in a parliamentary session, 4hutto stated in parliament to the people of Pa(istan, =due to the absence of full statistical database of the people of this country, this country is operating in utter dar(ness &he government starts issuing the National Identity 'ard $NI'% numbers to its citi"ens and began performing government databases of the people in the government computers NADRA )as established on *+ 3arch /+++ by merging Directorate >eneral of Registration Pa(istan a department created under *:;< constitution )ith National Database -rgani"ation $ND-%, an attached department under the 3inistry of Interior, >overnment of Pa(istan created for the *::? census NADRA is an autonomous body to operate independently )ith the mandate to replace the old directorate general of Registration )ith a computeri"ed system of registering *0+ million citi"ens@ NADRA launched the 3ulti#4iometric National Identity 'ard pro9ect developed in conformance )ith international security documentation issuance practices in the year /+++ &he program replaced the paper based Personal Identity
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System of Pa(istan that had been in use since *:;< &o date over :1 3illion citi"ens in Pa(istan and abroad have utili"ed the system Since /++, NADRA has maintained its position among the top 0+ companies of the )orld in the eld of 'omputeri"ed National ID 'ard of Pa(istan but also in producing the )orld2s rst 3achine Readable 3ulti#4iometric 5lectronic Passport
'm(any )ay # )rkin* &he main aim of NADRA is to register the entire citi"en base of Pa(istan@ the company needs to set up operations in far Bung areas )here it is not cost e!ective to do so -n the other hand, NADRA is also a self#revenue generating authority that needs to calculate return on investment in order to sustain itself NADRA balances the act of a national organi"ation of strategic importance and a commercially viable business entity Strategy of )or(ing )ith International, local, corporate clients
Prd!"ts 'm(!teri+ed Natinal Identity 'ard ,'NI''NI' $'omputeri"ed National Identity 'ard% is the core product of NADRA issued to a validClegitimate citi"en of Pa(istan It is a blend of state#of#the#art technology and )ell#dened business rules to guarantee its authenticity and validity 5very genuine, *? ears and above, citi"en of Pa(istan is eligible for 'NI'
Natinal Identity 'ard #r .verseas Pakistanis ,NI'.PNI'-P $National Identity 'ard for -verseas Pa(istanis% is a registration document to be issued to a validClegitimate citi"en of Pa(istan Previously it )as issued to overseas Pa(istanis )or(ingClivingCstayingCstudying abroad for consecutive time period of six months or possessing dual nationalities but no) it can be issued to any citi"en of Pa(istan
Smart Natinal Identity 'ard NADRA introduced the Smart National Identity 'ard $SNI'%, Pa(istanEs rst national electronic identity card, in -ctober /+*/ Pa(istanEs SNI' contains a data chip and <1 security features &he SNI' complies )ith I'A- standard :<+< and IS- standard
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;?*1# &he SNI' can be used for oFine and online identication, voting, pension disbursement, social and nancial inclusion programs and other services NADRA aims to replace all ?:0 million 'NI's )ith SNI's by /+/+
Pakistan .ri*in 'ard ,P.' &he P-' program endeavors to provide eligible foreigners )ith unprecedented incentives to get bac( to their roots, )hile ensuring that the motherland remains tightly integrated )ith expatriates )orld)ide )hich includes *
Gisa#free entry into Pa(istan
/
Indenite stay in Pa(istan
<
5xemption from foreigner registration reHuirements
Permission to purchase and sell property
0
Right to open and operate ban( accounts
Pakistan Pass(rts NADRA 3ulti#4iometric e#Passport solution uses overt and covert security features on the data page supported by most sophisticated technology and business logic )hich ma(es it one of the most modern passports of this era NADRA has developed expertise in centrali"ed and decentrali"ed e#Passport solutions to incorporate any feature as per clients2 specications including integration of 7, ?7, host Images, and .atex Screen printing &he system can help countries create a highly secure integrated system encompassing immigration, Automated 4order 'ontrol and passport issuance )hile ensuring the genuineness of the holder as a valid citi"en &he system reHuires minimum human intervention that ensures transparency )hile maintaining ease of exitC entry of citi"ens )ithout the holders being harassed unnecessarily &he (ey features of NADRA2s system includeJ *
P7I K Public 7ey Infrastructure
/
RID 'hip
<
4iometric features namely acial 6 ingerprint
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IPI# Invisible Personal ID
0
/D 4arcode
1
3achine Readable Lone $3RL%
;
Security Substrate and .aminate
?
Mltra Giolet features 3icro Printing
:
8olograms
*+
atermar( Paper
**
Security In(
*/
< 'olor Intaglio Printing
*<
>uilloche Patterns
'hild %e*istratin 'erti"ates ,'%''hild Registration 'erticates is a registration document used to register minors under the age of *? years
amily %e*istratin 'erti"ates ,%'amily Registration 'erticates are documents issued to nationals of Pa(istan highlighting the family tree structure of the applicant
'%ITE%I$ .% '3$N4E NADRA is one of the fe) companies in Pa(istan that have succeeded in a revolutionary turnaround achieved primarily through cultural change ollo)ing changes have shaped NADRA2s existing culture are as follo)sJ#
Planned 'han*es *
'hange in 4usiness 3odel
/
In#house competence development
<
'hange in 3ission and Gision
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$""idental 'han*es ,Natinal 6 Internatinal B!siness E7(ansin
P&A
0
N>-s In Pa(istan
1
Pro9ect )ith Nigerian government
;
Gerication of voters thumb prints after election /+*<
?
3obile companies in Pa(istan
:
P&'. Pa(istan
*+
'orporate )ith ISI, IA, AN ,'AA, PIA, AIR4.M5, 3inistry of defense, 85' Pa(istan
**
Pro9ect )ith sir .an(an government
*/
Pro9ect )ith 4angladesh
*<
Pro9ect )ith government of Sudan
*
Pro9ect )ith government of 7enya
3U%D8ES: NADRA )as raised under the 3inistry of Interior and inherited over 0+++ employees of the old Directorate >eneral of Registration $a pure bureaucratic non#technical setup% )hich failed to deliver because of glaring shortcomings &he entire top hierarchy of re#structured NADRA comprises servingCretired Army -cers of the ran( of 4rigadiers and 'olonels )ith a fe) senior bureaucrats deputed to NADRA &he middle tier also is a mix of Army -cers $3a9ors 6 .t 'olonels%, civilian bureaucrats and bul( being I& professionals from the corporate sector &his hierarchy manages a diverse )or(force comprising highly s(illed and Hualied )or(force of I& professionals and operators at the lo)er tiers )ho have bit of I& s(ills
The IT (r#essinals )ere )ild9 "reative individ!als di"!lt t "ntrl )hereas the military bsses are ri*id9 #ll) the r!le kind # ;s!(erirs;9 < | Page
and b!rea!"rats are kn)n t slee( ver thin*s9 there#re " reating successful organi"ational change in Pa(istan for NADRA )as probably not very easy or straightfor)ardJ
Initially the t( "han*e h!rdles in N$D%$ )ere: *0
Ine!ective change sponsorship from senior leaders, as the members of the senior management )as changing from time to time
*1
Slight resistance to the change from employees, as they are not used to )or(ing in an process ecient environmentJ or the I& Professionals, there )as a .ac( of understanding of )hy the change is happening In NADRA there )as .ong#tenured employees un)illing to support the change
*;
Poor support and alignment )ith middle management
*?
Initially there )as a .ac( of change management resources and planning especially before the implementation of '33I, a model for process improvement ie there )as the lac( of a formal change management approach and the lac( of change management (no)ledge )ithin the team
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TIME 8INE ,N$D%$ In"e(tin and Pr*ress2>>> &he National Database and Registration Authority $NADRA% )as established in /+++ to underta(e the demographic and geographic data of Pa(istan and its citi"ens
2>>0 NADRA has been placed amongst the &op 0+ e#Passport &echnology Suppliers for 0 consecutive years in ID orld 3aga"ine, for /++0, /++1, /++;, /++? and /++: published by ise 3edia, Italy NADRA is amongst the < companies selected from Asia and Africa on the list
2>>5 NADRA has been a)arded &he 3erit 5xporter A)ard by ederation of Pa(istan 'hambers of 'ommerce 6 Industry $P''I% in /++1 for achieving export of homeland security solutions in the international mar(et
2>>< NADRA )as honored )ith the O-utstanding Achievement A)ard at 'ARD5Q 3iddle 5ast in 'airo, 5gypt NADRA2s 'hief &echnology -cer, 3r Msman 3obin )as a)arded the OID &alent A)ard in November, /++; at the ID orld International 'ongress held in 3ilan, Italy 8e )as recently a)arded &amgah#e#Imtia" in /++: for his services rendered to the state
N$D%$ has s!""ess#!lly a"hieved 'a(ability Mat!rity Mdel Inte*ratin ,'MMI- #rm S#t)are En*ineerin* Instit!te ,SEI- 'arne*ie Meln9 US$? 'ertication )as assessed on &echnology, uality 3anagement and Pro9ect 3anagement divisions NADRA uality 3anagement and 'NI' Production departments are also IS:++*J/+++ 'ertied
2>>@ Deputy 'hairman NADRA, 3r &ariH 3ali( )as a)arded ID -utstanding Achievement A)ard on November <, /++: in 3ilan at an exclusive ceremony during the eighths @ | Page
ID -R.D International 'ongress, the >lobal Summit on Automatic Identication 3r 3ali( )as selected out of /0+ people from ;0 countries by international voting of editorial board consisting of '5-s of fortune 0++ companies
2>1> N$D%$ $"hieves IS. @>>1:2>>= 'erti"atin &his certicate as an outstanding achievement attained as an outcome of consistent e!orts by dedicated NADRA teams
2>12 N$D%$ has a"hieved 'MMI 8evel III 'erti"ate
2>15 &oday, NADRA has become one of the leading organi"ations in the I& Industry and is )ell recogni"ed internationally
IMP8EMENT$TI.N Note)orthy implementations that have shaped NADRA2s existing changes are as follo)sJ#
'han*e in B!siness Mdel After a ma9or in change in leadership, NADRA re#evaluated the entire business model of registration based on 3anual Data 'ollection orms follo)ed by single data entry for automation &he follo)ing )as reali"edJ *:
It )as impractical to collect information via a manual data form in a country )ith a literacy rate of only <;/
/+
Static orm 'ollection 'enters )ith Mrban bias did not )or( in an agrarian based country )ith more than 1/ of the population living in rural areas )here logistic infrastructure for distribution and passage of information is inadeHuate and diculty exists to distribute and collect manual forms
/*
Agents should not be used for collecting fee directly from citi"ens )ithout a fool proof system of auditing agents to trac( revenue collection &his is true
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especially in a society riddled )ith corrupt practices )ith an abundance of middle men and touts )ith the sole purpose of Beecing the poor //
&he Huality of the photograph and thumb impression is compromised )ith a manual form
/<
It is not enough to acHuire ne) hard)are and develop reHuisite soft)are )ithout matching the existing social, political and cultural structure of the country
/
Data entry of manual forms by one person can compromise validity and authenticity of data, especially )hen data entry operators are given volume based incentives
Im(a"t # the 'han*e in B!siness Mdel: Besides the abve9 #r the rst time9 the "n"e(t # "!stmer "are )as intrd!"ed in a *vernment r*ani+atin? !rthermre9 N$D%$ strived t be"me a learnin* r*ani+atin driven by the needs # the "!stmer? &he table follo)ing summari"es the type of change and their impact on culture in Relation to the
'han*e in B!siness Mdel: Meas!re *
Ty(e .# 'han*e Ne) Aal!e
Interactive Data 5ntry to eliminate the need for -ce 5nvironment
'ustomer Service
lling manual form by a largely uneducated applicant base /
5liminated
the
need
for
presenting
ID
documents by applicant to facilitate applicant <
-ne )indo) -peration by enabling applicant to
'ustomer
simply )al( in and get registered
acilitation
Revie) of data given by applicant to ensure
Result orientation
accuracy of data 0
&o(en system for Hueuing to serve applicants
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&ransparency
on a rst come, rst serve basis 1
Process time of ?#*+ 3inutes
5ciency
;
3obile Registration Gehicles to reach applicants Ne) in far Bung areas
?
.ive
&humb
'ustomer 'ustomer Service
centric Gision Scanning,
Signatures
and Introduction
of 5xcellence
hotograph capturing to ensure high resolution &echnology of images :
Introduction of a standardi"ed address library )hile data entry
*+
<
'all
'enters
for
customer
service
and &echnologically
complaint handling **
oriented
'ustomer
'ontrol acilitation
'ustomer Relationship 3anagement $'R3% for System
&ransparency
trac(ing applicantEs card at every step of the process */
3IS
Applications
for
chec(ing
revenue
collection *<
4usiness
Intelligence
tools
for
chec(ing
productivity of centers *
Introduction of Registration Policy, outlining 'ontrol Systems
Professionalism
NSR' processes, procedures and rules *0
Standardi"ed layout and design of NSR'
-ce 5nvironment
*1
Recruitment of 34AEs and 5ngineers to man 'hange in
Professionalism Professionalism
NSR' ma(eup of *;
3andatory Dress 'ode )or(force
*?
&otal Processing and delivery time less than <+ uality 3anagement 5xcellence days
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'han*e in "!s: Inh!se 'm(eten"e Devel(ment Another note)orthy turning point for the company )as )itnessed in the form of a rene)ed focus on in#house competence developmentJ Previously, NADRA had outsourced the important functions of Data arehousing, Pro9ect 3anagement and Net)or(ing along )ith the support functions of inance and Accounts In addition, there )as absolutely no focus on soft)are development or soft)are integration
Cith the leadershi( "han*e in 2>>19 there "ame ab!t si*ni"ant "han*es in h!man res!r"e devel(ment9 the )rkin* envirnment and thereby the "!lt!re # the r*ani+atin in rder t make inh!se "m(eten"e devel(ment (ssible? Using the improved HR Training Processes, NADRA empowered its employees to bring new ideas which lead successful in proects with local and international clients! As a result of the above, NADRA is the only public service company in Pa(istan that has a computer literate )or(force comprising ?+ of the total &he company soon developed in#house expertise in the follo)ing elds ,$ M$.% '3$N4E- J /0
Data AcHuisition K both orm 4ased and Interactive
/1
Data &ransportation through fully o)ned secure net)or(
/;
Security Printing including personali"ation
/?
Database 3anagement and Data arehousing
/:
Pro9ect 3anagement
<+
ProgramCPro9ect Integration
<*
Soft)are, eb, Databases, design and development
inancial 3anagement of I& Pro9ect
<<
4usiness process re#engineering
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The #ll)in* s!mmari+es the ty(e # "han*e and their im(a"t n "!lt!re: *
/
<
0
1 ; ?
Meas!re Ty(e .# 'han*e Ne) Aal!e 8iring of high end technical 'hange in Professionalism resources for in house soft)are or(force development 5stablishment of a proper 8R 'hange in -rgani"ational department focusing on or(force Galue recruitment, 8R processes 6 &raining Revamping of -ce 5nvironment K -ce 5nvironment Professionalism ocus on open Boor plans and display of colour Introduction of Bexible timing for -ce 5nvironment Result orientation technical resources Revision in 'ompensation and 'hange in -rganisational >rade Structures for technical -rginsational Galue resources Structures Re#visiting of 8R policies, oce Result orientation timings latter organi"ations Professionalism Participative 3anagement Styles Result orientation
EA$8U$TI.N NADRA has changed itself positively to a uniHueness of its ability to balance an Autocratic and Democratic culture simultaneously or some departments, po)er distances are high, ris( ta(ing is lo)er as compared to others and collectivism prevails $(liti"al system in )hi"h the *vernment )ns all b!sinesses and "ntrls all instit!tins% Mnli(e NADRA, other government departments, participative styles of management are practiced, Batter organi"ations are preferred and lo)er po)er distances are experiencedJ
However, wh! I" #o$$o% $o%&"! NADRA %' o!her &over%$e%! (%"!(!)!(o%" (" !he 'e&ree o* r("+ !+(%&, !he ($or!%! %' 'ee%'e%#e o% #o%!ro "."!e$" %' !he r&e "#e, )%%($o)" ##e!%#e !o #h%&e/ Prevailing Problem Areas <
.ac( of Public A)areness regarding importance of NADRA or that NADRA should ta(e strategic step eg provide a)areness to general public by locali"ation of oce in rural as )ell urbane area of Pa(istan NADRA should
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step in mobile advertisement and provide facility to local people to access easily <0
Initial mindset regarding NADRA
<1
Mnsatised 'ustomers
<;
orms )ith -b9ections
Strategic Issues
.ther Prevailin* Prblems <:
'orruption is most critical factor in NADRA, this is result from organi"ational culture, it need to Huic( ta(e action bring change by follo)ing the 7ooters eight step for successful change implementation NADRA should educated it experienced employees by ma(ing them educated regarding the incoming change, faired to those employees )hose do not fresh and e!ective culture )hich totally re9ect the term corruption
+
'ulture
*
Sincerity )ith )or(
BEN'3M$%IN4: Although NADRA is encountering problems in delivering services but NADRA gain a place in international mar(ets as one of the top Huality registration company in the )orld and as I& rm, )hether they attained the Huality in their products and systems , no) they benchmar( the 'anada and >ermany and Mnited state as they )ere delivering the services &hey benchmar(ed these mar(ets and no) )or(ing on them e also found >ap in their services and recommend suggestions , so In a nutshell they have to made changes in their service delivery and in Huality of their products someho) they managed a better place in international level
Service uality >AP 3odelJ
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>AP *J >ap bet)een 5xpected service and perceived service &he customer gap is that customers are expecting someone to give information about ho) you cue up in right line, so that your time should not )asted
S5RGI'5 4.M5 PRIN&J
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SE%AI'E B8UEP%INT ,DES'%IPTI.NStarting from the physical evidence )e have observed that there2s a par(ing area )here a customer comes in and par(s the vehicle, and then heCshe goes to the entrance )here they are chec(ed by the security guard And then there2s a )aiting area )here the to(en machine is placed and people go there and ta(e the to(en and then )ait for a long time -nce their turn comes, they go to the counter T * and give the reHuired information that is needed and as( for the Huery And many customers often forget to bring all the reHuired documents so a lot of time of the service personnel and the customers is )asted because of it If the customer has ta(en the right to(en and has all the necessary documents to process the Huery then the customer is as(ed to go to counter T / &hen they )ait again in the lobby for their turn After )aiting for their turn, they go to the data verication counter 1< | P a g e
)hich is counter T / &here the service personal veries data very carefully and it usually ta(es a bit more time because this is very critical for security reasons After this verication they need to go to the picture counter ie counter T < )here picture is ta(en and then sometimes they have to )ait for the next counter And the next counter is data entrance After the collection of data at counter T , the customer leaves the building of Nadra At the bac( end, service personal at counter T , sends reHuests to chief technical ocer $'&-% for approval After giving the approval chief technical ocer sends the Huery bac( to service personal at counter T )ho then processes it and again sends it to chief technical ocer for nal approval After the nal approval, chief technical ocer sends it bac( to service personal at counter T &his service personal then sends it to printing department )here it is processed according to the type of service $normal, urgent or executive% availed by the customer &he customer then receives the NI' card after <+ days, *0 days or ; days according to the payment made by the customer
%e"mmendatins * &here should be a help C info des( right after the entrance so that the customers get a)areness about the documents reHuired and the to(en that is needed for their Huery / &here should also be an extra counter through they deal the premium customers as Postpaid customers in the telecom sector, they have an urgent passport delivery but you have to )ait in the cue for getting an urgent passport delivery < aiting area should be spacious and have good ambience along )ith supplementary items li(e television, ne)spaper and air conditioning so people )ho )ait there could pass time easily 1= | P a g e
&here should be an online Huery system )here a person can ma(e a Huery and an automated to(en could be generated and heCshe can ta(e that to(en to the online Huery counter )ho deals only )ith online Hueries to save a lot of time for customers )ho can use internet 0 &here should be more than * service personal to enter and verify data &his )ill also reduce time it ta(es to complete an application process
&85 5ND
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