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Current capacity 3.75 / Capacity gap 0.56
Overview & Strengths
70.
The CA team were told of a number of institutional strengths relating to funding and resources of the Office of
the Ombudsman, including the recent creation in 2017 of a special budgetary line for the office, salary parity
with the Parliament and an annual budget increase in line with other government agencies.
71.
Furthermore, it is widely felt within the office to be a significant boost to receive Presidential commitment for
strengthening the institution as part of the 70th anniversary celebrations of the UDHR, as detailed in section
2.3 above.
Areas for improvement
72.
However, as with most NHRIs globally, there is also recognition that the Office is under-resourced, and that is
reflected in the perceived capacity gap being as large as it is in terms of required staffing levels and the third
highest gap overall.
73.
Two specific areas of shortfall were raised with the CA team:
•
programmatic funding; and
•
material resources.
74.
Additional issues were raised in relation to resources for regional representatives that are dealt with separately
in chapter 4.2.
75.
The current situation for obtaining programmatic funding (for events such as roundtable discussions) was
reported as requiring a cost change request to be submitted to the Ministry of Finance and that there is a limit
of four requests per year. In addition, ‘representative costs’ can be sought in advance, which can cover items
required for activities (such as gifts for visitors).
76.
Currently the promotion mandate of the office is undertaken mainly on an ad hoc basis and the funding
allocation reflects this. The Paris Principles emphasise that to be accredited, a national human rights institution
must commit to promoting human rights equally with protecting them. With the planned expansion of the
office, it will be necessary for the office to plan promotional activities in advance and have an annual budgetary
allowance.
77.
It is also acknowledged that an expansion of the workforce will require new office space and that there is
an argument to be made for provision of a vehicle, rather than having to rely on the Government carpool
scheme as is currently the case. Of a more general nature it was noted that the office is often unable to renew
resources as they become obsolete.
Paris Principles
The national institution shall have an infrastructure, which is suited to the smooth conduct of its
activities, in particular adequate funding. The purpose of this funding should be to enable it to have
its own staff and premises, in order to be independent of the Government.
Recommendation
78.
The need for a bigger office has been acknowledged by office management and discussions are already
underway to address this matter. In relation to a vehicle for central office and the need to renew certain
existing resources, the CA team did not hear sufficient evidence to be able to make a relevant and realistic
recommendation in these areas. Nonetheless, the team encourages the Ombudsman to continue to pursue
the larger office space, ensuring it is accessible for persons with disabilities and enhances their independence
from Government. Further, consideration could be given to whether a depreciation fund would help with
regularly replacing and upgrading equipment.
F i n a l R e p o r t : O f f i c e o f t h e O m b u d s m a n o f U z b e k i s t a n C a p a c i t y A s s e s s m e n t
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79.
The matter of programmatic funding is, however, of greater importance for the overall effectiveness of the
office at this juncture. Developing the promotional capacity of the institution is essential to becoming a
fully functioning effective NHRI and this means securing an annual budget to undertake such activities. The
development of a Strategic Plan will enable the Office to lobby Parliament for such funding. A secondary
strategy (especially in the short term) would be to seek programmatic funding from external donors, whilst
ensuring any such partnerships do not unduly influence the direction or activities of the institution. Once
again, having a Strategic Plan should help to demonstrate to donors where they can support. In addition to
the question of funding promotional activities, the content and approach for such a programme is discussed
further in chapter 5.
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