FEDERALOMBUDSMANOFPAKISTAN
CITIZEN REPORT CARD
OF
THE INSTITUTION OF
WAFAQI MOHTASIB (FEDERAL OMBUDSMAN)
OF PAKISTAN
AN INDEPENDENT STUDY CONDUCTED
BY
THE WORLD BANK
TABLEOFCONTENTS
S.NO.DESCRIPTION.............................................................................................PAGENO
TABLEOFCONTENTS...........................................................................................................
1. ACRONYMS.................................................................................................................1
2. ACKNOWLEDGEMENT............................................................................................2
3. EXECUTIVESUMMARY............................................................................................4
4. INTRODUCTION........................................................................................................8
5. WMSVS.JUDICIALSYSTEMOFPAKISTAN.....................................................10
6. OBJECTIVESANDSCOPEOFTHEASSIGNMENT...........................................13
6.1. OBJECTIVESOFTHEASSIGNMENT.....................................................................13
6.2. SCOPEOFASSIGNMENT:........................................................................................14
7. CITIZENREPORTCARD........................................................................................16
7.1. PURPOSE:...................................................................................................................16
7.2. CONTENTOFCRC.....................................................................................................16
8. SURVEYMETHODOLOGYANDIMPLEMENTATION.....................................18
8.1. PILOTTESTING.........................................................................................................18
8.2. SURVEYMETHODOLOGY.................................................................................................19
8.3. SURVEYIMPLEMENTATION...........................................................................................20
9. CITIZENREPORTCARDANALYSIS...................................................................26
9.1. AWARENESSABOUTWMS..............................................................................................26
9.2. FREQUENCYOFCOMPLAINTSAGAINSTFEDERALAGENCY............................27
9.3. COMPLAINTSTATUS..........................................................................................................28
9.4. RATINGOFCOMPLAINANT’SEXPERIENCEABOUTWM’SOFFICE................29
9.5. REASONBEHINDPOSITIVEEXPERIENCE................................................................30
9.6. REASONBEHINDNEGATIVEEXPERIENCE..............................................................33
9.7. INQUIRYOFUNDUEFAVOR............................................................................................35
9.8. TIMETAKENBYWMSOFFICETOFINALIZEFINDINGS.....................................36
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i
9.9. SATISFACTIONABOUTTIMELYDISPOSALOFCOMPLAINTS..........................37
9.10. FINDINGSAGAINSTCOMPLAINTS...............................................................................38
9.11. IMPLEMENTATIONSOFWMS’SFINDINGS...............................................................39
9.12. COMPLAINANT’SRECOMMENDATIONOFWMSTOTHIRDPARTIES..........4 1
9.13. AREAOFIMPROVEMENT.................................................................................................42
10. RECOMMENDATIONS............................................................................................43
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1
1. ACRONYMS
Abbreviation Description
AIOU Allama Iqbal Open University
ATI Accountability, Transparency and Integrity
BISP Benazir Income Support Program
CDA Capital Development Authority
CRC Citizen Report Card
EOBI Employee Old Age Benefit
FATA Federally Administrated Tribal Areas
FTO Federal Tax Ombudsman
IESCO Islamabad Electric Supply Company Limited
K-Electric K- Electric Company Limited, Karachi
KPK Khyber Pakhtunkhwa
LESCO Lahore Electric Supply Company
NADRA National Database and Registration Authority
NCBMS NCBMS Consulting (Private) Limited
PESCO Peshawar Electric Supply Company
SNGPL Sui Northern Gas Pipelines Limited
SSGCL Sui Southern Gas Company Limited
WAPDA Water and Power Development Authority
WMS WafaqiMohtasib (Ombudsman)’s Secretariat
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2
2. ACKNOWLEDGEMENT
The NCBMS Consulting (Private) Limited (“NCBMS”) team would like to thank the
Wafaqi Mohtasib Secretariat (WMS) for their support in making the Citizens Report Card
assignment a success. The team would also like to extend its appreciation to the World
Bank for their involvement and insight into this survey.
The team appreciatively acknowledges the contribution of the Honorable Wafaqi
MohtasibMr. M. Salman Faruqui, N.I for taking time out and providing his invaluable
insight to the project. Additionally, we would like to thank Mr. Ahsan Mahboob,
Secretary and Mr. Shah MahboobAlam, Advisor and their team in providing their
continuous encouragement and guidance during the implementation of this project.
Finally, we would like to extend our gratitude to the Citizens of Pakistan, who
participated in this survey and were open and willing to share their experiences with the
NCBMS team.
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3
EXECUTIVESUMMARY
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4
3. EXECUTIVESUMMARY
BACKGROUNDANDSCOPEOFSERVICES
The Federal Ombudsman (WafaqiMohtasib) was the first Ombudsman Office established
by Government of Pakistan in 1983 in accordance with the requirements of the
constitution of the country, through the Presidential Order “Establishment of the office of
WafaqiMohtasib(Ombudsman) Order, 1983.Globally, the Ombudsmen offices are
expected to play a more effective role in assisting governments to improve the
governance level of public services to accentuate the democratic principles and
responsiveness of the government.
Federal Tax Ombudsman (FTO) Secretariat has received a grant from the World Bank for
implementing a project namely 'Ombudsman IDF: Institutional Capacity Building’. The
project is designed to improve service delivery of all the Ombudsmen Offices by
strengthening their responsiveness and accountability.
WMS has accordingly engaged NCBMS Consulting (Private) Limited (“NCBMS”) to
carry out the analytical exercise through Citizens Report Card (“CRC”) to evaluate the
performance of WMS in the light of opinion of the complainants who lodged complaints
with WMS in last three (3) years.
Terms of reference and scope of services relative to this assignment are:
The collection of Citizen Feedback on the adequacy and effectiveness of services
provided by WMS office through CRC;
Analysis
of efficiency/process of providing services, in accordance with the
timeframe specified in respective laws / Acts; and
Recommendationsforimprovementinthe office of WMS.
The CRC Survey focuses on the complaintslodged for the past three years as per the data
provided by the WMS Secretariat. The proposed sample size was 3,000 complainants out
of a population of 6,000 with the proposed distribution of sample size among all
provinces namely: Punjab 50%, Sindh 25%, KPK 20%, and Baluchistan 5%.
METHODOLOGY
A preliminary study of approximately 1% of the total sample size of 3,000 respondents
was conducted to finalize the survey instrument. Based on the results and the feedback
received from complainants, questions of the survey were modified and the final
questionnaire was agreed upon with the management of WMS.
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5
The sample size agreed upon was 3,000 complainants. Judgmental sampling for users was
completed by using information provided by WMS database of a population of 6,000
complaints from past three years. The sampling strategy for the CRC used was
stratification with the sample size of 3,000 registered complaints. Strata were the
provinces. 95% of the samples were achieved through telephonic survey and 5% through
face to face or physical visit to the complainants with the proposed distribution of sample
size among provinces.
With the target to achieve our proposed sample, we approached the total population of
6,000 in order to get their responses. The project investigators made concentrated efforts
by calling / visiting them several times. However, we achieved our target sample size
with slight variation between the proposed distributed percentages among provinces.
We gathered the information for the achievement of objectives of this survey. The data
received/gathered through our survey was then input in an Excel based system to draw
out the conclusions regarding each of the question. We analyzed all the information
gathered statistically either in isolation or in comparison/relation with other information.
SURVEYRESULTS/KEYFINDINGS
The findings / results of the survey on the following areas are discussed in details in
section 8 of this report:
Source of awareness about the services provided by the WMS office.
Nature of complaints with respect to the Government agencies that fall under the
jurisdiction of WMS.
Final outcome of the complaint i.e. either matter decided or still pending.
Rating of complainant’s experience of getting their complaint redressed by the
WMS Office.
Factors which made positive impression on complainants of WMS.
Factors which made negative impression on complainant of WMS.
Inquiry about undue favor asked by any person.
Time taken by WMS office to finalize findings.
Inquiry about complainant’s Satisfaction of time taken for disposal of complaint.
Decision of the complaints either in favor of complainant or department.
Implementations status of WMS’s findings.
Recommendation of office of WMS to third parties by complainant.
Areas of the WMS office that need improvement in the complainant’s opinion.
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6
Result of this study based on the above mentioned areas provides headway towards the
responses from complainants. The survey’s results/key findings are briefly described as
under:
Analysis related to the WMS operations shows that most complainants who lodge
complaints against a specific Government agency are significantly satisfied with the
working and response of the WMS. In summary, 89% of respondents felt satisfied
with WMS performance. The WMS decided 90% of the complaints in favor of the
complainants. The WMS Office is successfully addressing complainants’ grievances
and is more effective in solving complaints on a timely basis.
The CRC survey reveals that The WafaqiMohtasib (Federal Ombudsman) offices
finalized 100% of its findings in less than 60 days and 86% of the complainants were
satisfied about the time taken by the WMS office in order to finalize the findings.
Analysis shows that 100% of the complaints/matters were decided
Analytically, data facilitates various dimensions highlighting different aspects of
problems. More precisely that out of 11% of the respondents who were dissatisfied /
neutral and having negative experience about the overall performance of the WMS’s
office; 61% are related to inefficiency and 39% to arbitrariness.
Overall, the study indicates WMS is doing a commendable job in fulfilling its duty to the
public by providing speedy redress to citizens against all forms of maladministration. It
must be noted that WMS has become one of the most efficient and responsive institutions
in the country. It’s a big achievement for a public sector body to have such a positive
feedback from its stakeholders.
CONTENTSOFREPORT
Contents of this Report are divided into 10 Sections (along with Appendix-A &B for
questionnaire in English and Urdu language), Section 6 describes the objectives and
scope of the organization and assignment, Section 7 contains the purpose and contents of
theCitizen Report Card, Section 8discusses Survey Methodology and Implementation,
Section 9discussesCitizen Report Card Analysis, that gives full detailed key findings,
analysis presented in tables and charts and Section 10 contains the recommendations for
WMS.
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7
INTRODUCTION
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8
4. INTRODUCTION
The Federal Ombudsman (WafaqiMohtasib) was the first Ombudsman Office established
by Government of Pakistan in 1983 in accordance with the requirements of the
constitution of the country, through the Presidential Order “Establishment of the office of
WafaqiMohtasib(Ombudsman) Order, 1983.Globally, the Ombudsmen offices are
expected to play a more effective role in assisting governments to improve the
governance level of public services to accentuate the democratic principles and
responsiveness of the government.
The WafaqiMohtasib Secretariat(“WMS”) headquarters at Islamabad is linked with its
nine regional offices at Karachi, Hyderabad, Dera Ismail Khan, Lahore, Quetta,
Peshawar, Faisalabad, Sukkur and Multan where complaints could be lodged by the
citizens.
The WMS office serves as a speedy and informal forum to serve those who have suffered
through maladministration and seek justice. WMS serves the purpose of a key oversight
mechanism mandated to fill gaps in the system for protection of individual citizens from
injustice emanating from governmental maladministration. Grievance Commissioners are
also appointed to specially address complaints pertaining to Pensioners, Children,
Overseas Pakistanis and Civic Agencies like CDA. The WMS also take cognizance of the
general complaints that come to their notice either directly or through the media.
The WMS can also entertain the complaints of Federally Administrated Tribal Areas
(FATA). Now K-Electric Limited is also under the jurisdiction of WafaqiMohtasib.
Citizens can also approach WMS by filing their complaints at no cost to them.
In order to ensure expeditious disposal of complaints of the citizens/organizations,
streamlining the procedures for filing review petitions against the findings of an
Ombudsman and further to make representation against the findings of the ombudsman,
and implementation of the orders, the Federal Ombudsmen Institutional Reforms Act,
2013 was approved by the President of Pakistan on March 14, 2013.In terms of Federal
Ombudsman Institutional Reforms Act, 2013, the Federal Ombudsman offices are
required to resolve complaints within a period of 60 days from registration to final
decision.
In efforts to improve outreach of services to beneficiaries and as part of a process to
reposition itself as a more client centered institution, the WMS Secretariat requested the
implementation of The Citizen Report Card program, as one such initiative. WMS
Secretariat has engaged services of NCBMS Consulting (Private) Limited (“NCBMS”) to
carry out the analytical exercise to evaluate the performance of WMS in the light of
opinion of the complainants logged with WMS in last three (3) years.
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9
WAFAQIMOHTASIBSECRETARIATVS.JUDICIAL
SYSTEMOFPAKISTAN
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10
5. WMSVS.JUDICIALSYSTEMOFPAKISTAN
WMS is successfully fulfilling its mandate by providing speedy and inexpensive justice to the
common man. All complaints are being resolved without any cost to the complainant within
60 days or less. In comparison, the judicial system has failed to provide speedy and
affordable justice to the common man in Pakistan. It takes a criminal case years, while a civil
case can take decades to finalize. To assess the time frame taken by WMS, we compared its
performance with the Federal Tax Ombudsman Secretariat and the judicial system of
Pakistan.
PendencyinSupremeCourtofPakistan
According to the 2015 annual report published by the Supreme Court of Pakistan, number of
pending cases has increased from 20,149 to 23,834 over the last year. Based on the current
rate of disposals of 15,635 per annum, it will take the Supreme Court of Pakistan
approximately 19 months to eliminate the balance of pending cases if no fresh cases are filed.
Given this backlog of cases, new cases filed with the Supreme Court will take at least 2-3
years to finalize.
Furthermore, it was noted ratio of petitions/appeals filed with the Supreme Court against
decisions of the high court was approximately 8% in 2013 compared to 1% reviews filed
against WMS decisions. It is a big achievement for WMS that such a small proportion of its
decisions are being challenged through the review process.
PendencyinHighCourtsofPakistan
According to the most recent judicial statistics published by Law and Justice Commission of
Pakistan, the number of pending cases at the High Courts are increasing year-over-year.
Based on the current disposal rate, it is expected that it will take approximately 18 months for
Lahore High Court, 44 months for Sindh High Court, 16 months for Peshawar High court, 15
months for Balochistan High court and 32 Months for Islamabad High court to eliminate the
balance of pending cases if no fresh cases are filed during the year. Due to the backlog of
cases, it is expected that the new cases filed with the respective high courts can take years to
finalize. Refer to table below for number of pending cases by High Court.
Table5.1:PendencyinHighHighCourts
Name of Court Pendency on
1.1.2013
Disposals during
2013
Pendency on
12.31.2013
Time for Disposal of
Pending Cases*
Lahore High Court 155,827 116,338 173,037 18 Months
High Court of Sindh 54,290 18,145 66,475 44 Months
Peshawar High Court 27,295 20,457 26,716 16 Months
High Court of Balochistan 4,878 3,896 4,923 15 Months
Islamabad High Court 9,166 5,063 13,387 32 Months
*Assuming no new cases are filed
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PendencyinDistrictCourtsofPakistan
According to the most recent judicial statistics published by Law and Justice Commission of
Pakistan, there are approximately 1.4 million pending cases in the district courts and the
number is increasing every year. Based on the current rate of disposals of 2.3 million cases
per annum, it will take the District courts approximately 7 months to eliminate the balance of
pending cases if no fresh cases are filed. Keeping in view the current rate of disposals, it will
take more than a year to finalize any new cases that are filed. Refer to table below for number
of pending cases in the District Courts.
Table5.2:PendencyinDistrictCourts
Name of Court Pendency on
1.1.2013
Disposals during
2013
Pendency on
12.31.2013
Time for Disposal of
Pending Cases*
District Courts 1,286,713 2,337,138 1,403,330 7 Months
*Assuming no new cases are filed
TimetakenbyFTO
FTO is required to dispose complaints within 60 days of filing and is among the few
institutions of the country that provides speedy justice to the citizens of Pakistan. However,
FTO lags behind the disposal rate of WMS as well. For the year 2014, FTO disposed 58% of
its complaints within 60 days, while 26% were disposed within 90 days and 16% were
disposed in more than 90 days. Whereas, it is heartening to know that WMS was able to
dispose 100% of its complaints within 60 days.
We also compared the ratio of review/appeals against FTO and WMS decisions. We noted
15% of FTO’s decisions were challenged during 2014, while less than 1% of the decisions of
WMS were challenged. The low review ratio reflects the acceptability and credibility of
WMS. Additionally, we noted more than 95% of representation made against WMS decisions
were upheld by the president, while only 60% representation made against FTO were upheld.
High ratio of decisions being upheld by the president reflects that all complaints are
thoroughly investigated in a fair and transparent manner by the advisors of WMS.
Based on our findings, WMS is the leader in providing speedy and inexpensive justice when
compared to the judicial system or even other leading Ombudsman offices such as the FTO.
Due to the effciency of WMS in dispute resolution, the scope of activities of WMS can easily
be broadened to reduce the case load of our judicial system. In addition, WMS is encouraged
to work with other Ombudsman offices to help them streamline their investigation process.
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12
OBJECTIVESANDSCOPEOFTHEASSIGNMENT
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13
6. OBJECTIVESANDSCOPEOFTHEASSIGNMENT
6.1. OBJECTIVESOFTHEASSIGNMENT
The Federal Tax Ombudsman Secretariat has received a grant from the World Bank
for implementing a project namely 'Ombudsman IDF: Institutional Capacity
Building’. The objectives of this project are to strengthen the ombudsman institutions
by improving their skill in handling the public complaints, increasing the number of
citizens benefiting from their services, and fasten processing of complaints leading to
greater citizen satisfaction. Amongst other project objectives, an important goal of the
project is to collect systematic feedback from the actual users of the ombudsman
services.
In order to achieve the desired objectives, the project management desires to conduct
“Citizen Report Card” Study/survey for collecting citizen feedback on the adequacy
and effectiveness of the services provided by WMS.
This study therefore seeks to collect, review and, where possible, analyze existing
data relevant to the complaints across the country in order to assess WMS’s values
and what are implications of this research for management.
The basic objective was to develop baseline results for the improvement of the
grievance redress mechanisms of WMS. A number of findings were deduced for the
following key objectives of CRC survey:
1.
To strengthen the WMS for better handling of complaints, increasing the number of
citizens benefiting, faster processing, and greater citizen satisfaction.
2.
The collection of Citizen Feedback on the adequacy and effectiveness of services
provided by WMS office through CRC.
3.
Analysis
of efficiency/process of providing services, in accordance with the timeframe
specified in respective laws / Acts.
4.
Recommendationsforimprovementinoffice of WMS.
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6.2. SCOPEOFASSIGNMENT:
The survey is limited to the actual users of services of the WMS to determine the level
of inputs required for improving the services. The sample size and proportionate
break – up is as under:
Survey Size 3,000Complainants
Survey Period
Actual complainants during the last three years.
(based on data provided by the WMS)
Area Wise Distribution of Sample Size:
Punjab 50%
Sindh 25%
KPK 20%
Baluchistan 5%
Figure6.2:Percentageofsampledistributedamongprovinces.
50%
25%
20%
5%
Punjab
Sindh
KPK
Baluchistan
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15
CITIZENREPORTCARD
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16
7. CITIZENREPORTCARD
7.1. PURPOSE:
A Citizens Report Card (CRC) is designed to address critical factors specifically
in the area of public services, including access to service, quality and reliability,
problems encountered by citizens when using the service and responsiveness of
public service agency employees in addressing these problems. CRC encourages
transparency in service and attempts to increase efficiency while reducing costs for
the agencies involved.
CRC is a tool to:
Collect feedback on public services from actual users of a service (and not
opinions from the general public);
Assess the performance of individual service providers and/or compare
performance across service providers and;
Generate a database of feedback on services that are placed in the public
domain;
Empowering complainants to play a role to improve the grievance redress
mechanisms of the WMS;
Enable the public service offices to plan, streamline, and prioritize change
management initiatives; and
Starting point for reflection & corrective action.
In Reality, “Citizen Report Card (CRC) Study” when done through an independent
medium plays the role of a bridge between the service provider and the stakeholders.
7.2. CONTENTOFCRC
The contents of CRC are designed keeping in mind following attributes of
performance:
Availability of service
Access to the service
Reliability of the service
Quality of the service
Satisfaction with service
Responsiveness of service provider
Hiddencosts - corruption & support systems
Citizen satisfaction with quality of each service
Comparison of service providers on reliability and user satisfaction
Responsiveness and quality of problem solving by agencies
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SURVEYMETHODOLOGYANDIMPLEMENTATION
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8. SURVEYMETHODOLOGY ANDIMPLEMENTATION
8.1. PILOTTESTING
The pilot survey is conducted for the:
validation of questionnaires
determination of applicable statistical techniques
pre-determined accuracy of the estimation of complainants characteristics
A preliminary study was conducted to finalize the survey instrument. The survey tool
used was a questionnaire in Urdu and English.
PRELIMINARYSTUDY
The breakup for the preliminary study was approximately 1% of the total sample size of
3000 respondents. A direct ratio between the number of respondents for the preliminary
and final survey was maintained. The exact numbers of complaints surveyed for the
preliminary study were:
Table8.1:DistributionofSamplesizeforpreliminaryStudy
Province
Percentage of
total sample
Percentage for
preliminary study
No. of
Respondents
Punjab
50% 1% 15
Sindh
25% 1% 8
KPK
20% 1% 6
Baluchistan
5% 1% 2
Total 31
Based on the results and the feedback received from citizens, questions of the survey
were modified to clarify their meanings and achieve the planned objectives of the CRC
survey. The modifications included rewording, merging, and removing questions. A
few questions were merged or removed while a few questions were also added and the
final questionnaire was agreed upon with the management of WMS.
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19
8.2. SURVEYMETHODOLOGY
NCBMS focuses in finding and evaluating best practices being adopted to serve the
purpose. We adopted renowned six step methodology to conduct market research to
collect, analyze and disseminate quantitative and qualitative data. Each of these steps
has been developed to guarantee that the entire process from planning the survey to
disseminating the findings has been completed as thoroughly as possible. This rigorous
methodology was customized for the Citizens Report Card, details of which are below.
Each of these steps were individually modified and executed to extract information
from the Citizens to provide WMS the most comprehensive results as possible.
Figure: Our Survey Methodology
Sampling
Designing
questionaire
SurveyMode
selection
Data
Collection
Analysisand
Reporting
Action
Planning
Geographic
Stratification
Quota
Sampling
Judgmental
sample
selection
Sample size
formulation
Focus group
interactions
withusers
Frame valid
and effective
question
Useofleadin
Warm‐up
questions
Administration
Datamonitoring
Quota
Management
Data file
Creation
Statistical
Analysis
Frequencies
Qualitative
Content
Analysis
Report
Preparation
and
Presentation
Interpreting
Survey
findings
Drafting
recommendati
ons
Converting
Knowledge
intoAction
Facetoface
Interview
Telephone
Interactions
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20
8.3. SURVEYIMPLEMENTATION
STEP1:SAMPLING
The sample size agreed upon is 3,000 complainants. The random/ judgmental selection
wasdone for complainants who lodge complaints with WMS against any Federal
Government agency (like: WAPDA/Electricity providers companies, SSGCL/SNGPL,
NADRA/Passport office, CDA, AIOU, Railways, State Life Insurance, Pakistan Post,
BISP, EOBI and National Bank of Pakistan etc.).
The sampling strategy used for the CRC was stratification with the sample size of 3,000
registered complaints. Strata were the provinces. Judgmental sampling for users was
completed by using information provided by WMS database of their existing
complaints register. The sample was from a population of 6,000 complaints from past
three years.
PopulationBreakup–TelephoneInteraction
A population breakup based on a quota of regions as planned and achieved is shown in
the table8.3.1 given below:
Table8.3.1:RatioofPlannednumberofsamplesVSAchievednumberofsamples
Province
No. of Samples planned No. of Samples achieved Variance
Frequency
Percentage
(%)
Frequency
Percentage
(%)
Frequency
Percentage
(%)
Punjab
1425 50% 899 32% -526 -18%
Sindh
713 25% 914 31% 201 6%
KPK
570 20% 993 35% 423 15%
Baluchistan
142 5% 44 2% -98 -3%
Total 2850 100% 2850 100% - 0%
It is to be notified here that with a total given population of 6,000 complainants, the
agreed percentage in terms of stratification of total sample size in to provinces was not
achievable through such population because of insufficient complainant’s data from that
respective province. In order to achieve our total target of 2850 telephone responses, we
completed the target samples from other provinces.
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21
Thegraphic comparison of samples planned and achieved in percentages is presented
below:
Figure8.3.1:PercentageofPlannednumberofsamplesVSAchievednumberofsamples
PopulationBreakup–PersonalVisit
A population breakup (5% of the total planned sample size i.e. 3000 complainants)
based on a quota of regions as planned and achieved is shown in the table 8.3.2 given
below:
Table8.3.2:RatioofPlannednumberofsamplesVSAchievednumberofsamples
Province
No. of Samples planned No. of Samples achieved Variance
Frequency
Percentage
(%)
Frequency
Percentage
(%)
Frequency
Percentage
(%)
Punjab
75 50% 94 63% 19 13%
Sindh
38 25% 26 17% -12 -8%
KPK
30 20% 30 20% - 0%
Baluchistan
7 5% - 0% -7 -5%
Total
150 100% 150 100% - 0%
With the prevailing security issues in Baluchistan, it was not advisable for our field
teams to interview physically over there; further the population was not enough to
achieve desired targets. In order to compensate for such limitation, we focused to
complete our target from other provinces.
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Punjab Sindh KPK Baluchistan
50%
25%
20%
5%
32%
32%
35%
2%
SampleSizePlanned
SamplesizeAchieved

22
The graphic comparison of samples planned and achieved, through face to face
interview, in percentages is presented below:
Figure8.3.2:PercentageofPlannednumberofsamplesVSAchievednumberofsamples
Unsystematic and inadequate sampling procedures could have resulted in low response
rates and over representation/under representation of respondent segments leading to
biased survey results. Keeping this in mind, the quotas of the provinces was agreed
upon on the overall population of the provinces and maintaining relative ratios to an
extent as possible.
STEP2:DESIGNINGQUESTIONNAIRE
The questionnaire employed for Citizens Report Card was an English based survey. The
instrument was translated into Urdu language to facilitate the complainants.
The instrument contained 13 user friendly questions gathering useful information in
order to assess performance of WMS. The questionnaire was analyzed to skip patterns,
interpretation of questions, redundancies, and adequacy of response options. The
questions were pilot tested, shared, refined and agreed upon with the management to
cater maximum information.
0%
10%
20%
30%
40%
50%
60%
70%
Punjab Sindh KPK Baluchistan
50%
25%
20%
5%
63%
17%
20%
0%
SampleSizePlanned
SampleSizeAchieved

23
STEP3:SURVEYMODESELECTION
The survey was conducted by implementing a mixed mode communications strategy to
maximize the response rate. The questionnaire is completed by using face to face
interview technique from the complainants at their respective locations.
If respondents were not willing to provide information on spot, contact information was
obtained and survey staffconducted the interview at the respondent's convenient time
and location.
While contacting on telephone, special consideration was given in terms of suitability
of time, duration of interview, convenience of interviewee and entertainment of cross
questions.
STEP4:DATACOLLECTION
The data collection step included: conducting a pre-test to ensure the data
questionnaire was an effective measurement tool for WMSstakeholders. For statistical
accuracy and implementation efficiency, NCBMS incorporates modern technological
support in data analysis; the collected data is analyzed and after data refinement, basic
statistical techniques were employed including cross Tabulation, Graphs, and
Reliability of Data.
Following measures were taken to assure consistency, reliability, and validity of data
collected through the whole process:
TrainingofInterviewers
All the resources possess previous experience of surveys. However, extensive training
for filling the questionnaires was imparted to theinterviewers. The training of
interviewers was conducted in the following manner:
Broadly define the survey process and the role of the interviewers;
Familiarize interviewers with the survey design and content;
Review each question in the survey;
Discuss what information is being elicited by each question, when to probe for
answers and when not to probe;
Discuss how to approach persons in the household and gain their confidence and
consent to participate in the survey and what to do in case of refusal to participate;
and
Discuss good interviewing skills.
QualityManagement
NCBMS Team leads were made responsible for quality assurance and provision of
completely filled questionnaires in order to gather maximum information from the
whole exercise. Enumerators were assigned a team leader whose responsibility was to

24
keep track on daily basis of their progress regarding the number of surveys conducted and
verified. Contingency plans were implemented as and when necessary to meet the targets
before the allocated time for each province was completed, thus constantly improving the
process for the Citizens Report Card survey.
These contingency plans consisted of adjusting the number of surveys conducted on a
daily basis by increasing the planned number of surveys for the upcoming days or to train
additional interviewerswhere required.
STEP5:ANALYSISANDREPORTING
Data entry, analysis, and reporting were perhaps the most important step because the
usefulness of the data collection efforts was totally dependent on the quality of data and
analysis. Data was interpreted in the context of WMS survey objectives and defined the
level of detail and statistical sophistication/precision of the analytic tools based on the
WMS needs. This report is designed to convey key patterns and messages to the WMS
decision-makers. A Secondary Database was modeled exactly after the Primary
Database. All data from the questionnaires was re-entered at this stage for the purposes
of assessing the integrity of the information in the Primary Database.
The Primary and Secondary Database were compared through the use of spreadsheets.
In the event that a contradiction occurred for any one response the hardcopy of the
survey was referred and updated accordingly. To further gauge the integrity of data,
averages and total number of responses were calculated for each question and used
toascertain if there was an error in data entry. If these figures appeared incorrect, then
all the data for that specific question was revisited.
The validated primary database was used for analyzing the data collected from the
Citizens Report Card surveys to generate the results presented in this report. Once all
data had been entered, checked, and rechecked; frequencies, means, mode, and cross
tabulation methods were used. Using statistical analysis of all the data, the information
has been presented graphically. Based on the type of data being presented, both pie
charts and bar charts (regular, stacked) have been used.
STEP6:STRATEGYANDACTIONPLANNING
The last section of this report presents finding of all bifurcated items into specific
recommendations. All findings have been directly tied in with the questions from the
Citizens Report Card. The results have been presented in the findings.
Technical knowledge, sophisticated technology (including cutting-edge survey design
and analysis software) and disciplined research methodologies were combined to
produce accurate, actionable results. Fact-driven recommendations have been
formulated that will simplify action planning and solution implementation for WMS.

25
CITIZENREPORTCARDANALYSIS/KEY
FINDINGS


26
9. CITIZENREPORTCARDANALYSIS
There are thirteen (13) sub-sections in this chapter that provide the analysis for all the
items asked from the complainants/respondents as per the designed and duly approved
questionnaire. (Please refer Appendix – Aand B for questionnaire). This chapter mainly
aims to provide management and users of this report with the overall understanding of
different aspects and trends being presented in isolation and in comparison as-well.
9.1. AWARENESSABOUTWMS
In order to gain maximum benefit from an institution, it’s necessary that general public
is aware of existence and functions of such institution. To increase awareness, WMS
uses different mediums of communication/advertisement.
KEYFINDINGS
Awareness of the citizens was assessed in respect to various mediums of
communication. The majority of the respondents i.e. 81%respondentscame to know
about the existence and operations of WMS from friends and family, 12 % through
Newspapers, and other mediums (i.e. television, internet and radio) contributed about
7%.
The percentages and frequency function forthe source of awareness about WMS are
given in Table 9.1 below:
Table 9.1: Source of awareness about WMS
Source of awareness Frequency Percentage (%)
Friends/Family
2416 81%
Newspapers 374 12%
Television
107 3%
Website/Internet
78 3%
Radio
25 1%
Total 3000 100%

27
Figure 9.1: Percentage of source of awareness about WMS
9.2. FREQUENCYOFCOMPLAINTSAGAINSTFEDERALAGENCY
With a few exceptions, all government agencies fall under the umbrella of WMS. We
gathered information from respondents that against which government agency (s)most
complaints were lodged.
KEYFINDINGS
We assessed against which government agency most complaints were lodged in order to
assess comparative performances. The below table depicts that 52% of complaintswere
lodged against WAPDA/Electricity providers,18% were against NADRA/Passport
Offices, 4% each against SSGC/SNGPL and AIOU. With major numbers of complaints
being pointed separately, a minor number of complaints were registered relating to
various agencies like Benevolent Fund and Group Insurance, Estate Office
Management, Federal Directorate of Education – Islamabad etc. being combined under
‘Others’ collectively making 11% of total complaints .
The percentages and frequency function for the name of agency (s) against which
complaints were lodged is given in Table 9.2 below:
Table9.2:ComplaintsagainstFederalAgency
Federal Agencies Frequency Percentage (%)
WAPDA/Electricity provider
1552 52%
NADRA/Passport Office
577 18%
Others
338 11%
SSGC/SNGPL
120 4%
81%
12%
1%
3%
3%
Friends/Family
Newspaper
Radio
Television
Internet

28
AIOU
111 4%
CDA
54 2%
Railways
53 2%
State Life Insurance
46 2%
National Bank of Pakistan
54 2%
Pakistan POST
39 1%
BISP 29 1%
EOBI
27 1%
Total 3000 100%
Figure9.2:PercentageofcomplaintsagainstFederalAgency
9.3. COMPLAINTSTAT US
All respondents were asked about the final outcome of their respective complaints that
the matters are decided/resolved, still pending or any other comments thereon by the
respondents.
52%
4%
18%
2%
4%
2%
2%
1%
1%
1%
2%
11%
WAPDA/Electricityprovider
SSGC/SNGPL
NADRA/PassportOffice
CDA
AIOU
Railways
StateLifeInsurance
PakistanPOST
BISP
EOBI
NationalBankofPakistan
Others

29
KEYFINDINGS
We found that 100% of complaints were decided and judgments were pronounced. It’s
a big accomplishment that currently there are no backlog of complaints.
The percentages and frequency function for the final outcome (i.e. matter resolved or
still pending) of complaints is given in Table 9.3 below:
Table9.3:Outcomeofcomplaints
Complaint Status Frequency Percentage (%)
Matter Decided 3000 100%
Total 3000 100%
Figure9.3:Percentageoffinaloutcomeofcomplaints
9.4. RATINGOFCOMPLAINANT’SEXPERIENCEABOUTWM’SOFFICE
All respondents were asked to rate their satisfaction with the behavior of the staff of
WM’S office. The behavior of staff included, but not limited to attitude, promptness in
responding, helpfulness, and / or general satisfaction with staff manners.
KEY FINDINGS
In our survey, it is gathered that 42% of users rated WM’Soffice services as very good,
41 % rate as ‘good’, 6% rated as fair, and about 11% rated negatively.
100%
Matterdecided

30
The percentages and frequency function about the complaint’s experience of getting
their complaints redressed by the WM’s office is given in Table 9.4 below:
Table9.4:Ratingofcomplainant’sexperienceaboutWM’soffice
Complainant’s Rating Frequency Percentage (%)
Very Good
1263 42%
Good
1229 41%
Fair 176 6%
Poor
304 10%
No Comments
28 1%
Total 3000 100%
Figure9.4:PercentageofratingofWM’soffice
9.5. REASONBEHINDPOSITIVEEXPERIENCE
All respondents were asked to rate their experience with the disposal of their
complaints, staff attitude like; availability of the staff of WM’s office, helpfulness of the
staff reach to senior staff; simplicity of procedure being followed and any other
comments.
KEY FINDINGS
As depicted in the table in sub-section 9.4, about 89% of the respondents were satisfied
about the overall performance (as very good, good and fair)of the WM’s office. As
mentioned in the below table, 12% of the complainants were impressed about the staff
42%
41%
6%
10%
1%
Verygood
Good
Fair
Poor
Nocomments

31
attitude, 53% were satisified on prompt disposals of their complaints, 25% were
pleased with the fairness of the process and 10% were happy about the convenience and
simplicity of the procedures being followed.
The percentages and frequency function about the reason of complainantspositive
experience with WM’s office is given in Table 9.5 below:
Table9.5:ReasonhavingpositiveimpressionofWM’soffice
Factors of positive
experience
Frequency Percentage (%)
Staff attitude
316 12%
Promptness in disposal
1412 53%
Fairness of process
659 25%
Simplicity of Procedure
Followed
281 10%
Total 2668 100%
Figure9.5:PercentageofreasonhavingpositiveexperienceofWM’soffice
12%
53%
25%
10%
Staffattitude
Promptnessindisposal
Fairnessofprocess
SimplicityofProcedure
Followed

32
9.5.1. COMPLAINANTRATINGANDREASONBEHINDPOSITIVEEXPERIENCE
As mentioned above in sub-section 9.5, 89 % of the complainants were satisfied about
the overall performance of WM’s office.The factors which contributed in developing
such satisfaction as mentioned above in sub-section 9.5 are further disaggregated into
complainant’s rating to WM’s office as satisfied is given in table 9.5.1 below:
Table9.5.1:Factorsofpositiveexperienceagainstcomplainant’spositiverating
Complainant’s
Positive
Rating
Factors of positive experience
Total
Promptness
in disposal
Simplicity of
Procedure Followed
Staff
attitude
Fairness of
process
Very Good (1263)
Frequency 673 110 155 325
1263
Percentage 53% 9% 12% 26%
100%
Good (1229)
Frequency 661 141 143 284
1229
Percentage 54% 11% 12% 23%
100%
Fair (176)
Frequency 78 30 18 50
176
Percentage 44% 17% 10% 29%
100%
Figure9.5.1:Percentageoffactorsofpositiveexperienceagainst
PositiveratingofWMSoffice
0%
10%
20%
30%
40%
50%
60%
Promptness
indisposal
Simplicityof
Procedure
Staff
attitude
Fairnessof
process
53%
9%
12%
26%
54%
11%
12%
23%
44%
17%
10%
29%
VeryGood
Good
Fair

33
9.6. REASONBEHINDNEGATIVEEXPERIENCE
In order to gain valuable information, the respondents were asked to point out their
nature of grievances and dissatisfactions about WM’s office with respect to the
inefficiencies, arbitrariness, harassment for corruption motives, etc.
KEY FINDINGS
As depicted in the table above in sub-section 9.4,11% of the respondents were
dissatisfied about the overall performance of the WM’s office (as poor and no
comments). On inquiry about their opinion / recommendations, we found that out of
thewhole 11% of complainants, 61% pointed inefficiencies and39% of complainants
were concerned about arbitrariness.
The percentages and frequency function about the reason of complainants negative
experience with WM’s office is given in Table 9.6 below:
Table9.6:ReasonhavingnegativeimpressionofWM’soffice
Factors of Negative
Experience
Frequency Percentage (%)
Inefficiency
202 61%
Arbitrariness
130 39%
Total 332 100%
Figure9.6:PercentageofreasonhavingnegativeexperienceofWM’soffice

61%
39%
Inefficiency
Arbitrariness

34
9.6.1. COMPLAINTRATINGANDREASONBEHINDNEGATIVEEXPERIENCE
The complainant’s rating (including ‘poor’ and ‘no comments’) about WM’s office as
mentioned in sub-section 9.4 above, is further segregated into factors of negative
experience as given in table 9.6.1 below:
Table 9.6.1: Complainant’s rating VS Factors of negative experience
Complainant’s
Rating
Factors of Negative Experience
Total
overall no
comments
Inefficiency Arbitrariness
Poor (334)
Frequency - 202 102
304
Percentage - 66% 34%
100%
No Comments (28)
Frequency - - 28
28
Percentage - - 100%
100%
Figure9.6.1:
Percentage of Complainant’s rating VS Factors of negative experience
About WM’s office

0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Inefficiency Arbitrariness
66%
34%
0%
100%
Poor
NoComments

35
9.7. INQUIRYOFUNDUEFAVOR
In light of current prevailing opinions aboutour government system and poor
performance factors ofour institutions, we inquiredfrom complainants whether they
were forced / motivated towards bribery, corruption or undue influence.
KEY FINDINGS
The complainants consider WMS officials have high integrity by not asking for any
favor from them. We found that noneof the complainants countered any such incident.
The percentages and frequency function of asking any undue favor is given in Table 9.7
below:
Table9.7:Whetheraskedforanyunduefavor
Inquiry of Undue Favor Frequency Percentage (%)
No 3000 100%
Yes - -
Total 3000 100%
Figure9.7:Percentageofwhetheraskinganyunduefavor
100%
NO

36
9.8. TIMETAKENBYWMSOFFICETOFINALI ZE FINDINGS
WMS policy states that decisions will be reached in 3 to 6 months. Citizens were asked
about the length of time the WMS took to reach their decisions.
KEY FINDINGS
As mentioned in sub-section 9.3 above, 100 % of complaints were decided/disposed-
off. On query about time taken for disposal of complaints, we found that 100% of
complaints/issues were finalized in less than 60 days. However, 13% or 395 of the
complainants did not remember the time taken for disposal of their complaints. For
these complainants, we inspected the records of WMS and noted the complaint was
disposed-off in less than 60 days.
The percentages and frequency function of time taken by the WM’s office in finalizing
the findings is given in Table 9.8 below:
Table9.8:Timetakenforsolution
Time Slot Frequency Percentage (%)
Less than 60 days 2605 87%
Did not remember* 395 13%
Total 3000 100%
*Thesecomplaintsweredisposedinlessthan60days
Figure9.8:Percentageoftimetakentofinalizetheissue
*Thesecomplaintsweredisposedinlessthan60days
87%
13%
Lessthan60days
Didnotremember*

37
9.9. SATISFAC TIONABOUTTIMELYDISPOSALOFCOMPLAINTS
Respondents were asked for their satisfaction about timely disposal of complaints.
KEY FINDINGS
In assessment of complainant’s satisfaction in terms of time taken in disposal of
complaints, 86% of complainants were satisfied with the process which required WMS
to collect all findings, hearing all parties, and decide judicially. Whereas 14% of
complainants were of the opinion that complaints should be resolved more quickly.
The percentages and frequency function of complainant’s satisfaction about timely
disposal of complaints is given in Table 9.9 below:
Table9.9:Satisfactionabouttimelydisposalofcomplaints
Complainant’s
Satisfaction of
Time taken
Frequency Percentage (%)
Yes 2582 86%
No 418 14%
Total 3000 100%
Figure9.9:Percentageofcomplainant’ssatisfactionabouttimetakenfordisposalofissue
86%
14%
Yes
No

38
9.10. FINDINGSAGAINSTCOMPLAINTS
The findings of the complaints are of two types, the findings are in favor of the
complainants or in favor of the department.
KEY FINDINGS
In our survey, we found that 90% of the complaints were decided in complainant’s
favor and only 10% were decided against the complainant.
The percentages and frequency function of WM’s office findings against complaints
are given in Table 9.10 below:
Table9.10:Finalfindingstothecomplaints
Findings Against
Complaints
Frequency Percentage (%)
Decided the complaint in
Complainant's favor
2699 90%
Decided the complaint in
favor of the Department
301 10%
Total 3000 100%
Figure9.10:PercentageoffinalfindingsbyWM’sofficetotherespondentcomplaints
90%
10%
Decidedthecomplaintin
Complainant'sfavor
Decidedthecomplaintin
favoroftheDepartment

39
9.11. IMPLEMENTATIONSOFWMS’SFINDINGS
In order to assess the complainant’s satisfaction with the findings and to further
streamline the process, we assessed complainants and the respective agency’s actions
after findings.
KEY FINDINGS
In our survey, we found that 85% decisions were implemented by the
department/agency in letter and spirit, in 13% of decisions, agenciesare in the process
of implementing the findings, in1% of decisions, the respective agencies filed
representations against the findings and in about 1 % of decisions, the complainant
decided to file a review petition, .
The percentages and frequency function of post finding scenario are given in Table
9.11 below:
Table9.11:WhathappenedafterreceiptofWMSFINDINGS?
Implementation of Findings Frequency Percentage (%)
Agency / Department implemented
the Findings in letter and spirit
2539 85%
Agency is in the process of
implementing the findings
399 13%
Agency filed Review /
Representation against Findings.
37 1%
Complainant decided or thinking to
file a Review Petition
25 1%
Total 3000 100%
Figure9.11:Percentageofpostdecisionscenario
85%
13%
1%
1%
Agency/
Department
implementedthe
Findingsinletter
andspirit

40
9.11.1. FINDINGAGAINSTCOMPLAINTANDIMPLEMENTATION
The findings against complaints as mentioned in sub-section 9.10 above arefurther
statistically disaggregated into the respective post finding scenario as given in table
9.11.1 below:
Table9.11.1: Finding against complaint VS post decision scenario
Findings
Against
Complaints
Implementation of Findings Frequency Percentage
Decided the
complaint in
favor of the
Department
(301)
Agency / Department implemented the Findings
in letter and spirit
276 92%
Complainant decided or thinking to file a Review
Petition.
25 8%
Decided the
complaint in
Complainant’s
favor (2699)
Agency / Department implemented the Findings
in letter and spirit
2263 84%
Agency filed Review / Representation against
Findings
37 1%
Agency isin the process of implementing the
findings
399 15%
Figure 9.11.1: Findings in favor of department VS post finding scenarios
92%
8%
Agency/Department
implementedtheFindings
inletterandspirit
Complainantdecidedor
thinkingtofileaReview
Petition.

41
Figure 9.11.2: Findings in favor of Complainant VS post finding scenario
9.12. COMPLAINANT’S RECOMMENDATION OF WMS TO THIRD
PARTIES
One of the foremost indicators of satisfaction when using any public service is the
recommendation of service to family, friends, and acquaintances. If a user of a service
is dissatisfied with the service there is very little, if any chance that they would
recommend the service to anyone. Similarly, any satisfaction with the public service
provided would cause people to recommend that service.
KEY FINDINGS
Most of the respondents (90%) were satisfied and felt that they would be willing to
recommend using the office of WMSfor filing and redress of their complaints. Only
10%had negative views.
The percentages and frequency function of complainant’s recommendation to others
are given in Table 9.12 below:
Table9.12:RecommendationofWMSofficetosomeoneelse
Complainant’s
Recommendation
Frequency Percentage (%)
Yes 2685 90%
No 315 10%
Total 3000 100%
84%
1%
15%
Agency/Department
implementedthefindingsin
letterandspirit
Agencyfiledreview/
Representationagainst
finding
Agencyintheprocessof
implementingthefindings

42
Figure9.12:PercentageofWMSofficerecommendationtoothers
9.13. AREAOFIMPROVEMENT
Since the general purpose of the whole survey was to point out how to improve
performance of WMS, we requested all of the respondents to guide us towards areas
where improvement can be made.
KEY FINDINGS
We assessed in our survey that 2 % suggested improvements in registration of
complaints, only 2% suggested improvements in hearing before advisors, 7 % think
that WMS needs more promptness in disposing complaints, 18% pointed deficiencies
in implementation process, only 5% suggested that staff behavior and overall
performance should be improved further while surprisingly 66% of respondents were
fully satisfied with the WMS present policies and procedures.
The percentages and frequency function of areas of WM’s office need improvements
are given in Table 9.13 below:
Table9.13:AreaofimprovementsofWM’soffice
Source of awareness
Frequency Percentage (%)
At the time of registering
Complaints
56 2%
Hearing before advisors*
61 2%
Needs more promptness in
disposing complaints
212 7%
Implementation needs
improvement
541 18%
Improvement in the Staff behavior /
response
149 5%
Other ( No change)
1981 66%
Total 3000 100%
*Complainantswereoftheviewmorelocationsshouldbeaddedforhearing
10%
90%
NO
Yes

43
Figure9.13:PercentageofareasofWM’sofficeneedimprovements
10. RECOMMENDATIONS
1.
In order to increase awareness about existence of WMS and its complaint
handling process, it is suggested that the increased use of print and electronic
media be made. For example, commercials can be run on television to increase
awareness of WMS and its process. Additionally, information regarding WMS can
be included on bills from utility companies.
2.
Increase number of branches of WMS offices, especially for hearing.
3.
WMS official handling the complaint redress process can be provided further
training on customer service through tailor made courses within the organization
and/or renowned institutions like LUMS, IBA etc.
4.
Online survey form should be formulated and integrated with the current
complaint management information system. Once a complaint is closed, link to
the survey should be sent to the complainants to obtain real time feedback on the
performance of the WMS office. This will provide more accurate and timely
feedback to the WMS office.
5.
In light of the Supreme Court’s order to adopt Urdu language as the official
language of Pakistan, it is recommended WMS office issue its decision in both
Urdu and English.
6.
While the mandate of each of the Ombudsman office varies according to the
department or agency they oversee, there are sufficient commonalities to warrant
regular exchange of information among Ombudsman offices. Due to the
efficiency of WMS in dispute resolution, the WMS office is encouraged to carry
out workshops with other Ombudsman offices to improve and streamline their
processes.
2%
2%
18%
5%
7%
66%
Atthetimeofregistering
Complaints
Hearingbeforeadvisors
Needsmorepromptnessin
disposingcomplains
Implementationneeds
improvement
ImprovementintheStaff
behavior/response
Other(Nochange)