This document summarizes the costing of interventions to address domestic violence against women in Mozambique. It describes the national plan that was costed, as well as the context in which it was developed. The methodology used health, justice, and coordination costs to estimate expenditures. Challenges included partial estimates and reliance on donor funding. Lessons indicated the need for strong leadership support and gender unit autonomy to effectively budget for and implement gender-related activities.

1. Costing Interventions on Domestic
Violence Against Women in
Mozambique
International Seminar to Exchange Experiences
and Methodologies to Cost Gender Equality
Policies and Interventions, Bolívia: 10-12
September 2013
By: Maimuna Ibraimo

2. What was costed, Leadership
• The National Plan on Prevention and Combat
to Domestic Violence (2008-2012)
• =multisector Plan defined at central level
• Was Coordinated by the Ministry of Women in
Collaboration with other Ministries:
Interior, Health, Justice; and with NGOs
providing services on Domestic Violence

3. Context: At the moment there was not any law covering Domestic Violence.
There were dispersed activities promoted by UNWOMEN, and others
developed by the civil society (drafting of the Law)
There was also some work on children through the Ministry of Interior, the
Gabinete de Atendimento a Mulher e Criança, under support of UNICEF
Data showing that domestic Violence is a matter of concern

4. The Process
• However, there has been defined a framework for
intervention on Violence Against Women:
– National Policy on Women
– National Plan on Women Advancement
– National Council on Women Advancement wich has a
technical representation, but is designed to to have a high
level representation: Ministers, Civil society, academia ....
– Gender Coordination Group: Government, donor
community, scholars, civil society organizations, NGO =
Now: headed by UNWOMEN and Ministry of Women
– The PRSP

5. The Process: Framing what to cost
• Study (2005) on Socio-economic costs of domestic violence
(CECAGE): incidence data from Police station & indicative cost
estimation considering recurrent expenditures
• METHODOLOGY:
• Health Costs (HC)
• Functioning Costs (CF): goods and services for
• functioning of health institutions, such as water, electric
power, cleaning, supplies, office supplies and equipment
foreveryday use in specific institutions.
• Work Force Costs (CWF): wages and salaries (care & councelling)
• Medication Costs (CM): medicine used to treat Victims
• Hospitalization Costs (CH): costs of feeding the patients admitted in
the hospitals.

6. Estimation Metodology: Health
• Levels of Offense:
• High Level (L1): Qualified Voluntary Body offences, Rape,
• Frustrated Infanticide and Private Imprisonment;
• Middle Level (L2): SimpleVoluntary Body Injury, kidnapping, Insults
and Mistreatment;
• Low Level (L3): includes Moral Abuse, Death Threats, Home and
children Abandonment, Theft, Public Indecency and Defamation.
• Health costs in each of the three considered levels:
• HC(L1)= %LxVx(CF/patient + CWF/patient + CM/patient + CH/patient)
• HC(L2) = %LxVx(CF / patient + CWF / patient + 1 CM / patient
• CS(L3) = %LxVx(CF / patient + CWF / patient)
• V=number of Victims of Violence
• Global Health Costs = HC(L1) + HC(L2) + HC(L3)

7. Methodology: Justice
• Work Force Costs (CWF) per victim–
Magistrates (investigations and litigation
costs);
• Administrative costs (AC) per victim – offices
supplies, water and light;
• CJ = CFT (Unit )%Justic*V +CA(Unit )%Justic*V
• %justic= % of cases brought to justice
• V = number of cases

8. Challenges:
• Estimations were partial: wages, medical
intervention, goods & services involved
• Methodology not applied directly
• But findings and recomemndations guided definition of
the activities to be implemented after discussion at
GCG and CNAM-technical level through gender focal
points of relevant sector in order to buy out the
recommendations of the study
• Problem: weak position of gender focal points in
specific sector – no decision making power
• Role of Minister of Women in bringing the issue at
ministry level through CNAM and Council of Ministers

9. The Costing: Additional areas of
intervention
• (i) Coordination - MMAS
• (ii) the protection of the victims - Interior
• (iii) the legal assistance – Interior, Justice, NGOS
• (iv) the psychological support – Health, NGOs
• (v) social assistance - MMAS
• (vi) medical care - Health
– Building/expansion of Gabinetes de Atendimento
Modelo, and Center of Integrated Assistance to the
Victims
– Equipment / transportation means
– Needed reforms: legal, programs, research, appraisals

10. What was costed?
• The recommendations helped to define the activities
to be developed, so activities were costed
• Because of their nature, some of the activities had a
general coverage, eg: coordination, legal reform ....
• Other activities were defined in relation to population
targets (%) – to be monitored by national surveys – or
priority areas (where reported cases of violence was
high)
• Basis: implementation capacity
• Time frame: 2009-2012

11. Costing / Budgeting Procedures
• All implementable activities must be summitted through
the sector’s Economic & Social Plan and public budget
proposal; if the sector does not register them in their
proposal, no funds are allocated through the public budget.
• All costing proceedures in all public institutions must
comply with the Contract Act (Lei de Empreitada) which is
regulated by the Decree nº 16/2010 (Regulamento de
Contratação de Empreitadas de Obras
Públicas, Fornecimento de Bens e Prestação de Serviços ao
Estado
• Every budget executor institution – Unidade Gestoras
Executoras das Aquisições UGEA - (within each
sector/directorate) has contracting role.

12. Costing Proceedures
• 3 regimes:
– General
– Especial – international agreements, external financing when it
is specified in the financial agreement, must be authorized by
Minister of Finance
– Exceptional. Modalities: previous qualification, limited
tendering, 2 stage tendering, direct adjudication
• General juridical regime:
• Use of tendering process (concurso público)
• UGEA surveys the tendering needs of the units needing to
acquire goods and services,
• Lowest price serves as reference for costing and sellection
of provider, but technical criteria may apply

13. So what for Domestic Violence?
• No common fund, basket fund, quota was
specified for Activities on Preventing &
combating Domestic Violence
• Costing/implementation depends on sector
• Ministry of Women:
• Has various UGEA. One of them is in the
National Directorate of Women
• = more freedom to fulfill the requirements of
the Decree nº 16/2010

14. Costing Proceedures - MMAS
• For construction of Centro Integrado de
Atendimento às Vítimas in Manhiça:
• Ask for support of the Ministry of Public Works
and Housing for standards
• All procurement proceedures followed according
to decree
• No problems with Ministry of Planning &
Development / Finance as activities were
registered in the Sector’s Economic & Social Plan
(including the implied budget + donor support)
and followed normal requirements

15. Costing Proceedures - Interior
• Women & Child Department does not have an
UGEA
• Budget depends on Comando Geral / Provincial
• Difficulties first at planning level as no specific
activities on women and child protection is
registered. This is despite the introduction of
Program budget which opens larger space for
integration of gender related activities
• Before, it was an incremental budget with mopre
specification of functioning costs (wages &
goods/services), and investiment expenditures

16. Costing Proceedures - Interior
• From the Command, Women & Child
Department only receives goods & services
provided, mostly stationary as wages & salaries
are somewhat independent
• This made costing estimates very shy: only using
the available facilities & staff for provision of
services, according to “needs estimation”
• Most of activities financed by donor community =
off budget

17. Costing Proceedures - Interior
• UGEA’s (or rather the project manager) does the
costing according to donor agency’s proceedures
(which may vary according to each country).
• UNFPA, for instance, does tendering, by asking for at
least 3 quotations.
– = Other juridical regimes of costing / procurement do not
apply
• Part of costing is not real as everything may be
provided physically by donor agency
• Financial mobilization based on lobbying through GCG
and individual negotiations with donor community.

18. Results (financing)+factors
• Advance for sectors which had strong leadership
support in relation to gender as this helped to
align defined activities/objectives to sector’s
PES/OE
• But dependence on donor community
exhacerbated the problem
• Role of donor has always been key for results
• Union of women for the same goal:
NGOs, Government, civil society, (some)
men, donors
• (Forum Mulher vrs approval of Law 29/2009 +
gender integration in PARPA)

19. Challenges
• Financial resources for implementation of
plans/recommendations
• Budget absorption problem?
• Yet, lack of leadership committment. Women /
focal points can be isolated
• New interventions and how demanding they
can be, eg Centre de Atendimento Integrado

20. Lessons learned and recommendations to
increase financing for gender equality
• Within the public sector, improvements can only
happens if there effective buy out of the leadership
(including national directors) of the gender agenda
and (maybe) gender units are created with planning &
budgeting authonomy
• Continued advocacy is key to this end, but continued
technical & financial support (also through paralel
financing) may help to change the view that gender
related activities are implementable, sustainable and
contribute for the overall wellbeing ofboth women and
her male counterparts.