Design and implement a comprehensive programme of induction, training and professional
development for all staff and Regional Representatives.
3.6 Databases
“The Ombudsman’s Office has the capacity to store, manage and analyse information relating to
complaints and all other activities, including through the use of user friendly online databases.”
Current capacity 4.50 / Capacity gap 0.0.37
Overview & Strengths
87.
Currently all complaints received by the Office of the Ombudsman are recorded in a database, which is
also used to allocate cases at the central level. It allows the user to index each complaint from a list of 300
categories, which in turn allows analysis of trends and identification of priority areas. It is this analysis that has
started to feed into the planning process in developing the annual workplans.
Areas for improvement
88.
The Office’s ability to store, manage and analyse complaints data and other information was rated relatively
high. Nevertheless, limitations and risks inherent in the current system were highlighted to the CA team. First
and foremost is the need to backup the current system which presently only exists on one computer.
89.
Secondly, taking a unified Excel approach means the information cannot be widely accessed or analysed,
especially in the regions or in real-time.
90.
Thirdly, the current approach is resource intensive as it requires duplication of efforts (regional representatives
must log and then submit complaints to central office who then have to enter and upload them).
91.
Finally, the current system is limited only to complaints and does not capture any information about the
wider activities of the office.
92.
The appetite for a more sophisticated system to collect and track institutional data was made clear to the CA
team by investigators and management.
“A key priority is to have a unified case management system/case database. Regional offices and the
capital-based Secretariat should be all connected through one network in order to ensure proper case
storage, analysis and follow up monitoring.”
Recommendation
93.
Once again, the potential expansion of the office presents an opportunity to effectively implement
organisational change, such as introducing new software and working practices. However, there are many
pitfalls to designing, building and implementing such systems and if it is not done well then it is unlikely to
achieve its aims, as many other NHRIs have already discovered. The Ombudsman’s Office itself has already
had one such attempt in partnership with OSCE that failed due to a lack of funding and the complexity of the
system itself.
94.
If the office can find the required support and funding it should seek to design / customise an existing tool
that:
•
Manages complaints, allowing regional offices and all authorised staff to enter, track and analyse
data;
•
Collects data and allows analysis in relation to all core activities undertaken by the office.
95.
The office can minimise the risk of failure by putting the user at the heart of the development. In practice this
means consulting all end users from the outset on what it is they require from the tool and conducting regular
consultations during the development to ensure it remains relevant, user friendly and will ultimately make
their work easier and more effective. Such a process also requires a project manager with knowledge of these
types of systems and an understanding and appreciation of human rights and the work of NHRIs.
96.
Specific features to include would be having the ability to enter data offline (and upload the next time a user
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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is online), user access restriction levels to ensure data protection, and for an independent security audit to be
undertaken before it is rolled out.
97.
The ongoing resource requirements should also be provided for in advance. Ongoing IT support will be
required for such a system, as will provision of a small budget for hosting and future development / bug-
fixing. Adequate training and intensive support in the roll-out phase will likely be necessary too.
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