Project management The project must have adequate supervisory staff to maintain quality control and effective and efficient information flow. Often the biggest problem in large-scale human rights data projects is the inadequate co-ordination between the various stages. Project management is a therefore a critical consideration, not only in terms of the internal processes of the information management system, but also in terms of the organisations that have invested their data into the process. Understandably there are certain territorial and ownership issues that need to be addressed up front and it will be important to allay fears and concerns regarding issues of possession, confidentiality etc. It would be necessary for participating organisations to develop a Memorandum of Understanding/ Agreement, which would stipulate details on the processes to be undertaken, the utilisation of data, and issues of confidentiality. During the interview process, several organisations raised concerns about security considerations in this regard, and that they would have to seek ‘permission’ from the persons they took statements from before divulging this information. While this is certainly a serious consideration for those who have taken statements in the context of lawyer-client arrangements, this is less clear for human rights organisations involved in the monitoring and documentation of violations. Indeed, it could be argued that no such ‘privilege’ exists and victims have volunteered this information in search of remedial options, and not for it to be secreted away for selective utilisation by the specific organisation or individual concerned. Obviously, in many contexts there are very real security considerations in terms of ‘disclosure’. Over and above this, however, it is important to point out that the overall objective of a relational database is not a focus on individuals, but a statistical analysis of collective/multiple experiences. As such, no victims will be named or identified in terms of database output. Nevertheless, their personal details will be included in the database, to ensure a methodologically defensible process that will ensure that duplications are avoided. Secure access to this information would be built into the database design, thereby ensuring security and confidentiality. The organisational management of the project should be distinct from the day-to-day project management, with the latter reporting on progress and developments to organisations on an agreed and ongoing basis. In the current Zimbabwean environment, liaison between the project and participating organisations will depend on a number of factors. It is quite possible that some organisations will want to deploy staff to work on the project. Conversely, others may prefer to have a ‘hands-off’ approach and simply receive progress reports on the project’s status. Agreement on these issues should be established up front to avoid any possible misunderstandings. The security of the data project is critical, and participating organisations involved in the management of the process must decide where the project should be implemented. The current situation in Zimbabwe is clearly not conducive for this, and it is suggested that the project be undertaken in South Africa, where conditions are considerably better. 39