PROJECT REPORT Costing the - Cornerstone Lesotho Costing Final R… · The Project Team This project was co-funded by the Global Fund Lesotho and UNICEF Citation suggestion – Barberton,

Costing the Children’s Protection and

Welfare Act, 2011 of Lesotho

May 2014

PROJECT REPORT

Acknowledgements The project team would like to thank everyone who contributed information and useful insights to the process of costing the CPWA. A list of participants is presented in Appendix C. Our sincere apologies to anyone who has been accidentally left out from the list.

Particular thanks to Me’ Malebona Takalimane from the Ministry of Justice and Correctional Service and Me’ Mantsenki Mphalane from the Ministry of Social Development, who were the supervisors for the project. Also special thanks to the members of the Reference Group – the training workshop and meeting discussions were a very valuable source of information and greatly facilitated the development of the variables that informed the costing models. We also thank all other officials and role-players we interviewed or who supplied us with information. In this regard, particular thanks to Mr Habofanoe Makopela from the Ministry of Finance for providing access to budget information, as well as Me’ Motselisi Shale and the team from Lesotho Save the Children for taking the time to discuss the budgets for the Maseru Children’s Village and Child Helpline.

Very special thanks to Me’ Farida Noureddine of UNICEF Lesotho for playing a key role in initiating the project. Her dedication to moving the project forward and to the vision of seeing the full implementation of the CPWA for the benefit of all children in Lesotho was an inspiration. The team wishes her well with her future endeavours.

Thanks to Me’ Lipotso Musi of UNICEF Lesotho for managing the closure of the project. Also thanks to Me’ Emily Monyama of the Global Fund Co-ordinating Unit Lesotho for managing many of the logistical aspects of the project so smoothly.

The Project Team

This project was co-funded by the Global Fund Lesotho and UNICEF

Citation suggestion –

Barberton, C., Carter, J., and Abdoll, C., 2014. ‘Costing the Children’s Protection and Welfare Act, 2011 of Lesotho’, Report for the Ministry of Justice and Correctional Service, Maseru, Lesotho

This report and the related costing models can be downloaded from:

http://www.cornerstonesa.net/research-insights/

Project team –

Conrad Barberton Senior Researchers with Cornerstone Economic Research Jonathan Carter www.cornerstonesa.net Carmen Abdoll


http://www.cornerstonesa.net/

Key Action Points A key assumption underpinning the scope of the costing is that the Government needs to take full responsibility for funding the services envisaged by the CPWA. This means the Government needs to prioritise child protection services in the allocation of funds in the budget.

It is estimated that the Government of Lesotho spent M28.4 million on CPWA services during the financial year 2012/13. To place this in perspective, this is about 0.32 per cent of the total budgeted expenditure of M8 749 million. The following table shows the overall estimated cost of implementing the CPWA according to three scenarios:

Overall cost of implementing the CPWA and funding gap

The Fixed Scenario envisages all children in need of care and protection being served. It thus provides a 20-year vision to work towards. Scenario 1 shows the costs of serving the current number of children in accordance with the service norms and standards set out in the CPWA. Scenario 2 estimates the cost of increasing the capacity of the relevant Ministries to serve ten times the number of children they are currently serving. It estimates a total cost of M195 million to do so. This means that, in 2012/13, the funding gap was 85%. To close the gap would require an additional M167 million per year, plus the setup costs in the initial years. This is an achievable five-year target within the context of the Government’s budget and MTEF.

Key issues emerging from the costing

1. Operational setup costs are necessary to ensure proper implementation

The operational setup costs cover the development of regulations, guidelines and forms, as well as initial training. It is estimated that these activities would cost between M8.4 million and M14.5 million, depending on the scenario. Both of these amounts fall well within the Government’s fiscal capacity to fund.

2. Staff require furniture and equipment to do their work

The successful implementation of the CPWA is going to depend on staff being motived. Part of motivating them involves ensuring they have access to properly equipped offices, computers (preferably laptops), telephones and cell phones. It also requires formalising processes, ensuring proper records are kept, ensuring data is collected, collated and used for monitoring, and that staff are able to co-ordinate and collaborate with colleagues.

3. Staff require access to vehicles to serve communities

If the CPWA is to be implemented effectively, officials need to be able to get into communities – to visit households, search for parents, settle disputes around estates, train Village Child Justice Committees, facilitate restorative justice processes, etc. Providing vehicles in sufficient numbers is probably the greatest financial obstacle to the implementation of the CPWA.

Maloti Costing scenarios

Fixed scenario Scenario 1 Scenario 2

Total annual operating cost 1 417 692 353 40 823 887 195 448 520

Government expenditure on CPWA services in 2012/13 28 362 835 28 362 835 28 362 835

Funding Gap 1 389 329 518 12 461 052 167 085 685

Funding gap as % of estimated annual operating cost 98% 31% 85%

Total setup costs 1 464 957 253 46 242 755 207 359 431

Operational setup cost 14 538 198 8 410 705 9 086 530

Setup capital cost - furniture 96 810 559 2 582 992 13 284 560

Setup capital cost - vehicles 1 353 608 496 35 249 058 184 988 341

Setup capital cost - buildings costs are presented separately below

However, given that for the price of one bakkie one can buy about 35 motorbikes, it is proposed that the Government should consider buying motorbikes for social workers, auxiliary social workers, probation officers and other officials who need to get out into communities.

4. The subventions to places of safety need to be re-evaluated

To keep a child in a place of safety costs M2 822 per month. This means the current subvention of M100 per child per month paid to designated places of safety only covers 3.5 per cent of the actual cost. Government needs to consider whether it is in the best interests of children to allocate the subvention to an increasing number of places of safety, or to ensure that children in a limited number of places of safety are cared for properly. If the latter strategy is followed, the Ministry of Social Development:

i. will need to close down those places of safety that cannot demonstrate that they have the funds to provide an acceptable level of care for children,

ii. will need to ensure that the measures set out in the CPWA to regulate the placement of children in places of safety are activated and enforced, and

iii. will need to appoint more social workers to work on reunification, family foster care, fostering and adoptions so as to limit the length of time children stay in places of safety.

Implementation priorities for the CPWA

The recently-completed National Multisectoral Child Protection Strategy - 2014/5 – 2018/19 provides the overall vision and strategy for protecting children in Lesotho. The implementation of the CPWA is an important component of this broader strategy. Within this context, the following 22 implementation priorities for the CPWA have been identified.

The higher-priority activities focus on prevention and early intervention, on ensuring a proper case management system is in place, and on increasing the number of social workers working on processes to reunite children with their families, fostering and adoptions.

Costed implementation priorities for the CPWA for 2015/16 to 2017/18

Maloti Cost of implementation priorities

Priority Activities to implement the CPWA 2015/16 2016/17 2017/18

1 Development of regulations, forms, SOPs and guidelines 4 443 052 - -

2 Setup five early intervention programmes 2 573 250 2 793 762 2 671 487

3 Setup child protection case management system 419 709 - -

4 Training of social workers: prevention and early intervention 237 890 251 660 106 695

5 Appoint one social worker in each district to do permanency assessments 959 012 1 020 389 1 087 735

6 Provide training to Village Child Justice Committees 261 679 553 653 880 231

7 Training of social workers: case management 261 679 176 162 186 716

8 Put in place systems to ensure Children's Courts make placement orders 955 373 785 907 1 114 940

9 Establish unit to register and exercise oversight of residential institutions 1 559 146 1 805 763 1 923 478

10 Training of police officers on the CPWA and dealing with children 23 789 25 166 26 674

11 Take on the funding responsibility of the national child helpline 1 462 168 1 551 907 1 650 373

12 Appoint one legal officer per district to work on children's matters in the Office

of the Master of the High Court

1 259 113 1 339 696 1 428 116

13 Appoint two additional social workers to the adoptions unit to work on fostering 191 802 204 078 217 547

14 Training of social workers: alternative care and permanency 880 194 905 978 1 120 294

15 Training of social workers: children in contact with the law 951 963 1 005 439 1 063 945

16 Develop formal standard diversion programmes 399 117 - -

17 Appoint one probation officer in each district 931 080 931 080 931 080

18 Training of probation officers, prosecutors and magistrates on the CPWA 166 722 - -

19 Increase subventions to places of safety to 50% of cost per child (phased in at

M100 increase per year)

2 246 400 4 492 800 6 739 200

20 Establish central authority for adoptions 20 000 20 000 20 000

21 Establish the preliminary enquiries process 1 420 829 2 394 381 3 807 722

22 Training of child care workers in places of safety 190 312 201 328 213 389

Total new funding required to implement above priorities 21 814 282 20 459 151 25 189 622

Costing the Children’s Protection and Welfare

Act, 2011

Table of Contents

EXECUTIVE SUMMARY ............................................................................................................................. I

SECTION 1 INTRODUCTION .................................................................................................................. 1

1.1 THE PURPOSE OF COSTING LEGISLATION............................................................................................. 1 1.2 DESCRIPTION OF THE CPWA COSTING PROJECT .................................................................................. 1 1.3 SOURCES AND TYPES OF INFORMATION ............................................................................................. 6 1.4 CHALLENGES AND LIMITATIONS OF THE PROJECT .................................................................................. 7 1.5 STRUCTURE OF THIS REPORT ........................................................................................................... 8

SECTION 2 REVIEW OF GOVERNMENT SPENDING ON CPWA-RELATED SERVICES ............................... 9

2.1 INTRODUCTION ........................................................................................................................... 9 2.2 MINISTRY OF SOCIAL DEVELOPMENT .............................................................................................. 10 2.3 MINISTRY OF JUSTICE AND CORRECTIONAL SERVICE ........................................................................... 15 2.4 THE JUDICIARY .......................................................................................................................... 18 2.5 HOW IS THIS EXPENDITURE INFORMATION USED IN COSTING THE CPWA? ............................................... 20

SECTION 3 COST OF IMPLEMENTING THE CPWA ............................................................................... 22

3.1 INTRODUCTION ......................................................................................................................... 22 3.2 SETUP COSTS OF IMPLEMENTING THE CPWA ................................................................................... 23 3.3 ANNUAL OPERATIONAL COST OF THE SERVICES ENVISAGED BY THE CPWA ............................................... 26 3.4 COST OF FACILITIES ENVISAGED BY THE CPWA .................................................................................. 31

SECTION 4 PHASED IMPLEMENTATION PLAN FOR THE CPWA ........................................................... 33

4.1 INTRODUCTION ......................................................................................................................... 33 4.2 LINKS TO THE NATIONAL MULTISECTORAL CHILD PROTECTION STRATEGY ................................................ 33 4.3 PHASED IMPLEMENTATION PLAN ................................................................................................... 37

SECTION 5 THE WAY FORWARD......................................................................................................... 39

REFERENCES .......................................................................................................................................... 40

ANNEXURE A – COSTING METHODOLOGY AND MODEL........................................................................ 42

ANNEXURE B – NORMS AND STANDARDS FOR COSTING THE SERVICES DESCRIBED IN THE CPWA ...... 46

ANNEXURE C – LIST OF PROJECT PARTICIPANTS ................................................................................... 69

List of Tables

Table 1: Overall government spending on CPWA-related services ........................................................... 9

Table 2: Ministry of Social Development budget by cost centre – 2012/13 ............................................ 11

Table 3: Ministry of Social Development general administration by expenditure category – 2012/13 ... 12

Table 4: Breakdown of selected national cost centre budgets by expenditure category – 2012/13 ........ 12

Table 5: District cost centre warrant releases by expenditure category – 2012/13 ................................ 13

Table 6: Ministry of Social Development spending on salaries by cost centre ........................................ 14

Table 7: District cost centre spending per child – 2012/13 ..................................................................... 15

Table 8: Ministry of Justice and Correctional Service budget 2012/13 ................................................... 16

Table 9: Ministry of Justice probation unit by expenditure category – 2012/13 ..................................... 16

Table 10: Ministry of Justice Lesotho correctional services by expenditure category – 2012/13 ............ 17

Table 11: Ministry of Justice districts – correctional services warrant releases – 2012/13 ..................... 18

Table 12: The Judiciary’s budget by cost centre – 2012/13 .................................................................... 18

Table 13: The Judiciary subordinate courts by district and by expenditure category – 2012/13 ............. 19

Table 14: The Judiciary budget for The Master of the High Court by expenditure category – 2012/13 ... 20

Table 15: Overall cost of implementing the CPWA and funding gap ....................................................... 22

Table 16: Operational setup costs by activity ......................................................................................... 23

Table 17: Operational setup costs for developing regulations, guidelines, etc. by activity...................... 24

Table 18: Operational setup costs for initial training to implement the CPWA by activity ...................... 24

Table 19: Setup capital costs – furniture and equipment by ministry ..................................................... 24

Table 20: Option A: Setup capital costs – vehicles: only bakkies............................................................. 25

Table 21: Option B: Setup capital costs – vehicles: mostly motorbikes ................................................... 26

Table 22: Annual operational cost of services by activity ....................................................................... 26

Table 23: Annual operational cost of services by ministry ...................................................................... 27

Table 24: Cost of personnel by activity .................................................................................................. 28

Table 25: Categories of personnel required to implement the CPWA .................................................... 28

Table 26: Total cost of on-going training by activity ............................................................................... 29

Table 27: The cost of increasing the subvention for places of safety ...................................................... 30

Table 28: Building and operational costs of facilities mentioned in the CPWA ....................................... 31

Table 31: Priority ranking of activities for implementing the CPWA ....................................................... 35

Table 32: Tool to assess the practicality of the proposed implementation activities .............................. 36

Table 33: Costed Implementation priorities for the CPWA for 2015/16 to 2017/18 ............................... 37

Table 29: Overall cost of the Implementation Plan 2015/16 to 2017/18 ................................................ 38

Table 30: Implementation Plan operational setup costs by activity ........................................................ 38

List of Figures

Figure 1: Project elements and process ................................................................................................... 2

Figure 2: Ministry of Social Development district cost centre spending per child – 2012/13 .................. 15

List of Abbreviations

CPWA Children’s Protection and Welfare Act

CGPU Child and Gender Protection Unit

JTC Juvenile Training Centre

NGO Non-Governmental Organisation

MTEF Medium Term Expenditure Framework

SOP Standard Operating Procedures

EXECUTIVE SUMMARY

i

Executive Summary

The aim of the costing: to calculate the extent of Government’s financial obligations

The primary aim of this project is to estimate the cost to the Government of Lesotho of implementing, in a phased manner, the different services envisaged by the Children’s Protection and Welfare Act No. 7 of 2011 (referred to in this document as “CPWA”).

Currently, when a ministry provides services to children, it pays the full cost of doing so, whether the service provision is cost-effective or not. When a ministry contracts a company to provide services (e.g. training), it pays the full-cost of the service plus a profit margin. By contrast, the subventions that ministries pay to NGOs for the provision of services to children rarely cover the full cost of providing such services. Those NGOs that can, raise funds privately to cover the shortfall. Where this is not possible, the under-funding impacts negatively on the quality of the services, and ultimately on the sustainability of the NGOs. This situation is inequitable from the perspective of the children who are the recipients of these services.

Therefore a key assumption underpinning the scope of the costing is that the Government needs to take full responsibility for funding the services envisaged by the CPWA.

Review of government spending on CPWA-related services

Various ministries are required to deliver CPWA-related services. The greatest responsibilities are placed on the Ministry of Social Development, the Ministry of Justice and Correctional Service and the Ministry of Police (though the services are integrated within normal policing activities). The Judiciary also plays an important role. Lessor responsibilities are placed on the Ministry of Health, the Ministry of Education and Training and the Ministry of Home Affairs.

The following table shows the cost centres of the three ministries responsible for delivering the main CPWA-related services and estimates what proportion of their spending goes to those services.

Table E1: Overall government spending on CPWA-related services – 2012/13

Maloti

Cost centres that deliver CPWA-

related services Assumptions

Ministry of Social Development 10 875 912

Administration 10 271 068 842 896 Child welfare services share of Administration plus 10% of salaries

Chi ld welfare services 1 092 640 1 092 640 100% - mainly funds subsidies to places of safety

Orphans and vulnerable chi ldren 26 098 102 - Goes to children, but not for CPWA-related services

Districts 22 350 939 8 940 376

Assume 40% of services in districts relates to CPWA-related

services

Ministry of Justice and Correctional Services 8 935 139

Administration 10 882 254 622 223 Proportional share of administration

Legal aid 4 312 900 1 293 870 Assume 30% of spending benefits children in conflict with the law

Probation 3 130 259 2 347 694 Assume 75% of spending relates to CPWA-related services

Lesotho Correctional Services 116 783 795 4 671 352 Assume 4% of correctional services spending relates to children

District correctional services 12 456 512 124 565 Assume 1% of correctional services spending relates to children

The Judiciary 8 551 783

Court of Appeal 12 862 049 257 241 Assume 2% of spending relates to children

High Court 15 384 103 307 682 Assume 2% of spending relates to children

Subordinate/magistrates courts 49 387 842 4 938 784 Assume 10% of spending relates to children

Master of the High Court 5 080 127 3 048 076 Assume 60% of spending relates to CPWA-related services

Estimated spending on CPWA-related services 28 362 835

Estimated

spending on

CPWA-related

services

Warrant

releases

2012/13

COSTING THE CHILDREN ’S PROTECTION AND WELFARE ACT, 2011 OF LESOTHO

ii

It is estimated that the Government of Lesotho spent M28.4 million on CPWA-related services during the financial year 2012/2013. To place this in perspective, this is about 0.32 per cent of the Government of Lesotho’s total budgeted expenditure of M8 749 million.

Of this amount, M14.5 million was spent on CPWA-related services related to children in conflict with the law, and M13.9 million on CPWA-related services related to protecting and assisting vulnerable children. This indicates that spending is strongly oriented towards combating crime rather than addressing the needs of vulnerable children, given that there are significantly fewer children in conflict with the law than the number requiring care and protection.

To give a concrete example, in 2012/13 the Ministry of Social Development spent M1.09 million to subsidise an estimated 910 places in children’s homes at M100 per month. Compare this to the M4.8 million spent by Lesotho Correctional Services in 2012/13 to detain at most 80 children in prisons, mostly in the JTC. This works out to an average cost per detained child of M4 996 per month, fifty times the monthly subsidy provided to vulnerable children living in places of safety.

Overall cost of implementing the CPWA

Two Excel costing models were developed to cost the CPWA. The following table shows the overall estimated cost of implementing the CPWA according to three scenarios:

Table E2: Overall cost of implementing the CPWA and funding gap

With reference to the above table:

i. The Fixed Scenario should be viewed as the vision that the Government is working towards achieving over the next twenty years. It estimates the annual operational cost of implementing the CPWA at M1.4 billion. This means that, in 2012/13, the funding gap was 98 per cent. In other words, the Government’s 2012/13 level of expenditure was only sufficient to provide two per cent of what is required.

ii. Scenario 1 provides an initial target for the respective ministries to work towards over the next two years – namely to ensure that the services they do deliver comply with the norms and standards envisaged by the CPWA and to fill any service gaps that exist. It estimates the annual operational cost of implementing the CPWA at M40 million. This means that, in 2012/13, the funding gap was 31%. An additional M12.5 million per year is required to implement the service norms and standards envisaged by the CPWA while maintaining the current level of service provision.

iii. Scenario 2 estimates the cost of increasing the capacity of the relevant ministries to serve ten times the number of children they are currently serving. It estimates the cost of doing so at M195 million. This means that, in 2012/13, the funding gap was 85%. To close the gap would require an additional M167 million. This is an achievable five-year target within the context of the Government’s budget and MTEF.





Funding Gap 1 389 329 518 12 461 052 167 085 685







EXECUTIVE SUMMARY

iii

iv. The total setup costs range from M46 million to M1.46 billion, depending on the scenario. The primary cost driver is the cost of providing social workers and other officials with the vehicles they require to perform their duties. This cost is probably the greatest financial obstacle to the effective implementation of the CPWA (see further discussion below).

v. The operational setup costs cover the development of regulations, guidelines and forms, as well as setup training. It is estimated that these activities would cost between M8.4 million and M14.5 million, depending on the scenario. Both of these amounts are relatively modest compared to the overall setup costs, and well within the Government’s fiscal capacity to fund.

Breakdown of the annual operational cost of delivering CPWA-related services

While the setup costs are critically important from the perspective of determining the affordability and sustainability of the services envisaged by the CPWA, the annual operational costs are the main issue. The annual operational costs of implementing the different services envisaged by the CPWA are set out in the following table:

Table E3: Annual operational cost of services by activity

The following table presents these same costs by Ministry:

Table E4: Annual operational costs of services by Ministry

In the Fixed Scenario, 93 per cent of the annual cost of delivering CPWA-related services to children is located within the Ministry of Social Development. By contrast, in Scenario 1 the


Annual operational costs by activity Fixed scenario Scenario 1 Scenario 2

Registration of Vulnerable Children - - -

Prevention and early intervention programmes 6 741 810 6 741 810 6 741 810

Children in need of care and protection 1 146 739 078 14 614 311 126 974 856

Places of safety 157 324 944 120 150 13 456 800

Fostering and adoption 12 424 033 890 553 2 766 515

Master of the High Court 42 054 991 6 825 078 21 920 394

Children's Court - social welfare and civil cases 12 323 093 963 004 2 801 613

Oversight of Residential Institutions 1 497 253 1 546 085 1 553 966

Role of police in respect of the CPWA 21 599 664 5 981 594 7 972 858

Preliminary enquiries 12 268 549 22 528 6 919 193

Diversion and Restorative Justice Processes 4 123 954 2 523 792 3 745 532

Children's Courts - Children in conflict with the law 594 984 594 984 594 984

Total 1 417 692 353 40 823 887 195 448 520


Annual operational costs by Ministry Fixed scenario Scenario 1 Scenario 2

Ministry of Social Development 1 324 727 117 23 912 909 151 493 947

Ministry of Justice - central administration 135 165 45 055 67 583

Ministry of Justice - probation unit 14 838 464 2 546 320 9 369 693

Ministry of Police 21 599 664 5 981 594 7 972 858

Judiciary - magistrates courts 14 336 951 1 512 933 4 624 047

Judiciary - Master of the High Court 42 054 991 6 825 078 21 920 394

Total 1 417 692 353 40 823 887 195 448 520

Relative share of annual operational costs

Ministry of Social Development 93% 59% 78%

Ministry of Justice - central administration 0% 0% 0%

Ministry of Justice - probation unit 1% 6% 5%

Ministry of Police 2% 15% 4%

Judiciary - magistrates courts 1% 4% 2%

Judiciary - Master of the High Court 3% 17% 11%

Total 100% 100% 100%


iv

Ministry of Social Development accounts for 59 per cent of costs. Taking into consideration that Scenario 1 is based on 2013 levels of services to children, the above table highlights the following:

i. There are substantially more children in need of care and protection than children in conflict with the law. Hence, the resource requirements of the Ministry of Social Development far outstrip all other ministries.

ii. The resource gap between what the Ministry of Social Development requires in Scenario 1 versus Scenario 2 and the Fixed Scenario is greater than for all other ministries. This indicates that the relative funding shortfall for the Ministry of Social Development in relation to its service delivery responsibilities is greater than for all other ministries, though the other ministries may also be facing significant resource constraints currently.

Cost of facilities envisaged by the CPWA

The following table summarises the cost of building the different kinds of facilities mentioned in the CPWA, as well as their annual operational costs:

Table E5: Building and annual operational costs of facilities mentioned in the CPWA

These costs need to inform decisions to construct any of the facilities mentioned by the CPWA. The actual demand for places in such facilities must also be considered, taking into account:

i. Appointing social workers to manage processes to reunite children with their families, place them in foster care and facilitate adoptions would reduce the demand for places in places of safety. From the perspective of the best interests of children, all these arrangements are preferable to children spending time in institutional care. These options also cost significantly less than the M2 823 per child per month in a place of safety.

ii. The CPWA emphasises restorative justice-type solutions for children in conflict with the law, with detention as a last resort. Government should therefore give preference to funding restorative justice-type interventions rather than building new facilities. If this route is followed, this should limit the demand for places in remand homes, probation hostels and juvenile detention facilities.

iii. The 2013 data on the number of children in correctional services facilities does not suggest that the existing demand for detention facilities is significant. Places in the existing JTC facility could be better utilised by ensuring that remand periods are minimised, and that only boys who need to be detained are held in the facility.

There is a need for a separate detention facility for girls, but the size of the facility needs to be carefully considered. It is estimated that, in 2013, the number of girls held in detention in the Maseru Woman’s Prison was between four and ten. Given these small numbers, it may be more cost-effective to consider building a separate girls’ dormitory attached to the JTC.

Maloti

Place of Safety Remand Home Probation Hostel Male Female Permanent Prefab

Number of places in facility 75 40 40 80 30

Total start up costs 12 021 020 7 626 802 8 708 632 15 345 540 7 387 024 3 486 741 397 450

Startup equipment 481 450 331 700 331 700 660 800 288 200 41 700 28 200

Infrastructure 10 289 570 6 495 102 7 576 932 13 434 740 6 298 824 3 445 041 369 250

Vehicles 1 250 000 800 000 800 000 1 250 000 800 000 - -

Total annual operational costs 2 540 553 1 524 654 2 161 564 2 927 537 1 414 819 n/a n/a

Personnel 1 364 962 858 528 1 412 640 1 645 834 821 506 n/a n/a

Goods and services 1 175 591 666 126 748 924 1 281 703 593 314 n/a n/a

Cost per child per month 2 823 3 176 4 503 3 050 3 930

Children's CourtJuvenile Detention Facility

EXECUTIVE SUMMARY

v

Key issues emerging from the costing

1. Operational setup costs are necessary to ensure proper implementation

The operational setup costs cover the development of regulations, guidelines and forms, as well as setup training. This expenditure is necessary to put in place the processes and procedures to implement the CPWA, and to ensure officials are familiar with their new responsibilities in terms of the Act.

Table E6: Operational setup costs by activity

Note that many of the costs in this table are uniform across the scenarios. This is because they relate to the development of regulations, guidelines, etc. and are therefore not demand driven. The relatively high cost for “Prevention and early intervention programmes” covers the cost of developing seven national programmes and piloting five of them. Similarly the cost of “Diversion and restorative justice processes” is for the development and piloting of programmes in these areas.

The relatively high costs in the Fixed Scenario are due to the cost of initial training for staff working with children in need of care and protection, which is driven by the very high potential demand for these services, and hence the high number of staff requiring training.

2. Staff require furniture and equipment to do their work

The successful implementation of the CPWA is going to depend on staff being motived. Part of motivating them involves ensuring they have access to properly equipped offices, computers (preferably laptops), telephones and cell phones. It also requires formalising processes, ensuring proper records are kept, ensuring data is collected, collated and used for monitoring, and that staff are able to co-ordinate and collaborate with colleagues. The following table sets out the cost of providing furniture and equipment for the head offices and district offices of the CPWA-related units and their staff:

Table E7: Setup capital costs – furniture and equipment by Ministry


Operational setup cost by activity Fixed scenario Scenario 1 Scenario 2

Registration of Vulnerable Children 119 278 119 278 119 278


Children in need of care and protection 6 556 508 564 193 1 172 435

Places of safety - - -

Fostering and adoption 609 055 609 055 609 055

Master of the High Court 417 165 304 528 349 583

Children's Court - social welfare and civil cases 432 055 432 055 432 055


Role of police in respect of the CPWA 144 694 144 694 144 694

Preliminary enquiries 238 555 238 555 238 555



Total setup operational cost 14 538 198 8 410 705 9 086 530


Setup capital costs - furniture and equipment Fixed scenario Scenario 1 Scenario 2

Ministry of Social Development 90 784 386 1 677 120 10 627 384

Ministry of Justice - probation unit 1 428 444 243 419 904 020

Judiciary 2 573 087 351 964 1 166 179

CGPU 2 089 142 374 989 651 476

Total 96 875 059 2 647 492 13 349 060

No. of officials requiring office furniture and equipment 8 677 226 1 186


vi

3. Staff require access to vehicles to serve communities

If the CPWA is to be implemented effectively, officials need to be able to get into communities – to visit households, search for parents, settle disputes around estates, train Village Child Justice Committees, facilitate restorative justice processes, etc. In Lesotho, the preferred mode of transport for government officials is a Toyota Hilux 4X4 bakkie. This is understandable given the rough terrain, especially in the highland areas. However, it does mean that providing vehicles in sufficient numbers is probably the greatest financial obstacle to the implementation of the CPWA. For instance, in the Fixed Scenario, providing one vehicle for every three of the 8 677 officials required would cost M1.3 billion

Given that one can buy about 35 motorbikes for the price of one bakkie, the costing explored what it would cost to provide the majority of social workers, auxiliary social workers, probation officers and other officials with motorbikes so that they can get out into communities?

Motorbikes are not suitable in all circumstances, for instance when children need to be transported to a place of safety. Therefore the following table still includes bakkies, but the ratio of staff to bakkies is greatly reduced.

Table E8: Cost of providing staff with motorbikes

There are clear cost savings to providing more staff with motorbikes and fewer with bakkies. The Scenario 1 and Scenario 2 costs are within the bounds of what the Government can realistically afford, and would ensure that all officials who require access to a vehicle in order to carry out their duties in relation to implementing the CPWA would have access to a vehicle.

Further advantages associated with using motorbikes include a substantial reduction in travel operating costs, a very substantial reduction in the number of drivers that need to be employed, and a reduction in travel time for staff. Obviously, there are safety risks associated with staff using motorbikes, which makes it essential to ensure proper safety-gear is provided and used, and riders are trained and subject to regular competency tests.

4. The subventions to places of safety need to be re-evaluated

The costing shows that to keep a child in a place of safety costs M2 822 per month. This means that the current subvention of M100 per child per month that the Ministry of Social Development pays to designated places of safety only covers 3.5 per cent of the actual cost. Indeed, the subvention only covers about a third of the estimated cost of feeding a child in a place of safety per month (taking into account own food production by the place of safety).

There is no problem where a place of safety can raise the balance of the required funds from donors. There is a very serious problem when it can’t, because it means that there is only M3.33


Setup capital costs - vehicles Fixed scenario Scenario 1 Scenario 2



Judiciary 12 671 113 1 546 940 5 625 010

CGPU 10 348 743 1 774 636 3 154 506

Total 484 186 950 12 624 319 66 182 504

Assumptions:

No. of officials requiring access to a vehicle 8 677 226 1 186

No. of staff in department per 4X4 bakkie 10 10 10

% of staff in department allocated motorbikes 90% 90% 90%

Number of 4X4 bakk ies 868 23 119

Number of motorbikes 7 811 205 1 069

EXECUTIVE SUMMARY

vii

per child per day, which is simply not enough to meet even children’s most basic needs, namely food, water and warmth. This raises a number of issues:

i. The value of the subvention is woefully inadequate, and the Government needs to prioritise increasing it significantly (see below).

ii. The Ministry of Social Development needs to consider targeting the subvention to those places of safety that do not have access to adequate donor funding so as to ensure greater funding equity between the existing places of safety.

iii. The Ministry of Social Development needs to consider whether it is in the best interests of children to allocate the subvention to an increasing number of places of safety, or increase the subvention to a limited number of places of safety. If the latter strategy is followed the Ministry:

will need to close down those places of safety that cannot demonstrate that they have the funds to provide an acceptable level of care for children,

will need to ensure the measures set out in the CPWA to regulate the placement of children in places of safety are activated and enforced, and

will need to appoint more social workers dedicated to working on reunification, family foster care, fostering and adoptions so as to limit the length of time children stay in places of safety.

The following table shows the cost of increasing the subvention from M100 to M300, M1 400 and M2 800 per child per month respectively. The Fixed Scenario estimates the number of places required at 25 per cent of the vulnerable children entering the child protection system, with each child only remaining in the place of safety for six months before they are either reunified with their families, placed in family care, fostered or adopted. Scenarios 1 and 2 reflect the current number of places in the 29 places of safety that the Ministry of Social Development has designated for 2014.

Table E9: The cost of increasing the subvention for places of safety

Scenario 1 shows that to pay the subvention of M100 per child per month for the 1 872 places in the 29 designated places of safety will cost M2.246 million. If the subvention were increased to cover the M300 per child per month required for food, the Ministry would have to increase its budget to M6.74 million.

Implementation priorities for the CPWA

The recently-completed National Multisectoral Child Protection Strategy - 2014/5 – 2018/19 provides the overall vision and strategy for protecting children in Lesotho. The implementation of the CPWA is an important component of this broader strategy.

Within this context, and given the insights gained from building the costing models, 22 implementation priorities for the CPWA were identified. These are presented in order of priority, along with their respective costs, in the following table. Note that the activities for


Summary of costs Fixed scenario Scenario 1 Scenario 2

Number of places in places of safety 4 682 1 872 1 872

M100 per child per month - level in 2014 5 618 748 2 246 400 2 246 400

M300 per child month - enough to cover child's food 16 856 244 6 739 200 6 739 200

M1400 per child per month - half the cost of keeping a child in a place of safety 78 662 472 31 449 600 31 449 600

M2800 per child per month - full cost of keeping a child in a place of safety 157 324 944 62 899 200 62 899 200


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which there is a funding requirement in the first year only are “once off” and do not have recurrent funding implications.

Table E10: Costed implementation priorities for the CPWA for 2015/16 to 2017/18

Given limited funds and capacity to implement, the respective ministries may consider phasing these implementation activities over a longer period.

Phased implementation plan for the CPWA

In the CPWA Costing Model there is space for the user to define a three-year Implementation Plan for 2015/16 to 2017/18 according to what funds are likely to be made available, and according to the priorities of the different ministries.

This Implementation Plan is currently set up to progressively increase the quantity of services provided – effectively providing a roll-out plan to get from Scenario 1 to Scenario 2. The following table shows the overall cost of this proposed roll-out, differentiating between setup costs and operational costs.

Table E11: Overall cost of the Implementation Plan 2015/16 to 2017/18
















1 259 113 1 339 696 1 428 116









2 246 400 4 492 800 6 739 200





Maloti Implementation plan

2015/16 2016/17 2017/18

Total annual operating cost 68 159 258 97 266 812 130 134 274


Funding Gap 39 796 423 68 903 977 101 771 439


Total setup costs 70 054 066 25 366 052 24 201 023



Setup capital cost - vehicles 58 373 984 21 812 464 21 563 223

Setup capital cost - buildings no funds provided

EXECUTIVE SUMMARY

ix

In 2015/16, the main emphasis is on the operational setup costs required to put the CPWA systems, processes and guidelines in place, and on the initial setup training of staff. The first year also provides for the cost of buying vehicles so that staff can do their work.

The annual operating cost also increases relative to the 2012/13 budget as more staff are appointed and services expanded. In 2016/17 the setup costs are for the development of further early intervention programmes and training, furniture and vehicles for new staff.

Moving forward

The key outputs of this project are the CPWA Costing Model and the CPWA Capital Model. It is envisaged that the ministries responsible for the different CPWA-related services will use these models as tools to assist in the development of plans and budgets for the implementation of the CPWA.

These models can also be used to explore whether or not there are more cost-effective ways of delivering certain services or performing certain activities. Indeed, the real success of this project depends on the extent to which staff within ministries take ownership of the project outputs and use them in the management of the implementation of the CPWA.

In order to facilitate the dissemination of this report and these tools, they have all been placed on Cornerstone Economic Research’s website: http://www.cornerstonesa.net/research-insights/.



SECTION 1 INTRODUCTION

1

Section 1 Introduction

Following recommendations from the Committee on the Rights of the Child issued in 2001, the Government of Lesotho initiated the development of the Children’s Protection and Welfare Bill. The Bill was passed by Parliament in 2011 to become the Children’s Protection and Welfare Act No. 7 of 2011. The Act strengthens mechanisms for the protection of children from abuse, neglect and exploitation in all their forms, and provides for the welfare of children who are in need of care. The Act also introduces a new criminal justice system for children by establishing institutions modelled according to the Convention on the Rights of the Child.

To facilitate the progressive implementation of the Act, the Government of Lesotho, supported by UNICEF and the Global Fund, commissioned the costing of the Act. The intention is that the information generated by the costing will inform decisions regarding the phasing-in of the different services provided for in the Act.

1.1 The purpose of costing legislation

Although there is no legislative requirement for costing new legislation in Lesotho, the exercise of costing the Act produced a number of planning tools that the Government of Lesotho can use to develop plans and budgets to facilitate short, medium and long term implementation.

A well-executed costing provides for structured option analysis and allows for the relative costs of achieving the desired outputs to be considered in the short-term. In addition, costing legislation gives Government the opportunity to gather information on the direct fiscal and financial impacts of the legislation over the medium term. This further provides Government the opportunity to establish whether or not the measure is fiscally affordable and sustainable by assessing the direct costs of the legislation/policy. The information gathered also allows Government to better plan and budget for the implementation of the legislation.

1.2 Description of the CPWA costing project

1.2.1 Objective of the project

The primary aim of this costing project is to estimate the cost to the Government of Lesotho of implementing in a phased manner the different services provided for in the Children’s Protection and Welfare Act No. 7 of 2011 (CPWA)1.

1.2.2 Project elements

Based on the terms of reference, the project comprised the following elements:

1. Training officials and other interested parties on costing methodology.

2. Interviews and gathering information from stakeholders.

3. Reviewing current spending by ministries on services covered by the Act.

1 Note that the Sexual Offences Act of 2003 and the Anti-Trafficking of Persons Act of 2011 also deal with child protection issues.

This project did not specifically aim to cost the implementation of these acts, although many of the services they envisage are also covered by the CPWA and so were, in fact, costed.


2

4. Describing the current and ideal systems, processes, practices and norms and standards underpinning the services covered by the Act.

5. Developing implementation scenarios based on differing levels of demand for services.

6. Developing a costing model.

7. Developing a phased implementation plan.

8. Writing the final project report.

The following figures set out how these different project elements relate to each other.

Figure 1: Project elements and process

1.2.3 Scope and focus of the costing

Currently, when a ministry itself provides services to children, it pays the full cost of doing so, whether the service provision is cost-effective or not. When a ministry contracts a company to provide services (e.g. training), it pays the full-cost of the service plus a profit margin. By contrast, the subventions that ministries pay to NGOs for the provision of services to children rarely cover the full cost of providing such services. Those NGOs that can, raise funds privately to cover the shortfall. Where this is not possible, the under-funding impacts negatively on the quality of the services, and ultimately on the sustainability of the NGOs. This situation is inequitable from the perspective of the children who are the recipients of these services.

Therefore a key assumption underpinning the scope of the costing is that the Government needs to take full responsibility for funding the services envisaged by the CPWA. This point of departure to costing the services envisaged by the CPWA anticipates the need for ministries to develop a procurement system that

pays the full cost of providing such services according to prescribed norms and standards;

does not discriminate between provision by Government, companies and NGOs; and

ensures children receive services that comply with the prescribed norms and standards, irrespective of who the service provider is.

Training on costing methodology

Interviews and gathering information

Final Report

Costing models

Phased implementation plan

Describe systems, processes, practices

norms and standards

Implementation scenarios

Review of the current spending


3

Three further factors were considered when determining the scope of the costing, namely:

if the provision of the Act placed a positive obligation on the Government to deliver a service or take some other form of action;

if the service or action envisaged by the Act forms part of the child protection or juvenile justice systems (which were costed), or whether they are part of some other system that is governed separately and in greater detail by other legislation, for instance the health and education systems, policing and population register;

if the number of children likely to require the service is negligible (i.e. less than ten children per year).

Based on a detailed analysis of the CPWA and discussions with the project Reference Group, it was agreed that the primary areas the costing would cover should include:

1. Care and protection of children

The following processes: a. Provision of early intervention programmes b. Processes relating to children in need of care and protection c. Rehabilitation and reunification services d. Fostering and adoption processes e. Children’s Court processes related to:

i. Placement of children in alternative care ii. Making and reviewing maintenance orders

iii. Parentage, custody and guardianship

The following institutions: f. Places of Safety g. Office of the Master of the High Court h. Unit to monitor and supervise institutions

2. Children in conflict with the law

The following processes: a. Probation officer responsibilities and processes b. Processes related to arrest and detention c. Preliminary enquiries d. Diversion and restorative justice processes e. Children's Courts processes relating to children in conflict with the law

The following institutions: f. Remand homes g. Approved schools h. Probation hostels

3. Initial and on-going training of: a. Social workers b. Police officers c. Probation officers d. Magistrates e. Village Child Justice Committees f. Managers of residential institutions g. Officials in the Master's Office

It was also agreed that the costing project would NOT INCLUDE the following areas:

Ministry of Home Affairs responsibilities in relation to the population register.


4

Ministry of Health’s responsibilities with regards to medical examinations and treatment of children. These are covered in detail by health policies.

The cost of court cases, other than the Children's Courts. The numbers are negligible2.

The cost of building and running a designated school. The number of children likely to be sentenced to such a school is negligible.

The cost of imprisonment – although the cost of operating the Juvenile Training Centre (JTC) is covered.

Inspections and processes relating to the employment of children. These fall within the Ministry of Labour and Employment’s normal monitoring and enforcement responsibilities.

The cost of office accommodation for the proposed units and newly-appointed staff. These costs depend directly on the availability of office space.

The costing project also does not evaluate or cost the expected benefits of the CPWA to individuals or to society. Needless to say, working out such benefits in monetary terms would be exceptionally difficult and entail making some heroic assumptions about the value of protecting children. The absence of such information means that it is not possible to show that the expected benefits of the Act outweigh the expected costs of the Act, or vice versa. Nor can one evaluate whether the calculated cost of implementing the CPWA is high or low, as there is no benefit information to which the costs can be compared directly.

1.2.4 Costing methodology

The costing methodology used in this project can be called activity-based implementation costing. This method of costing seeks to establish the annual resources costs of implementing a given policy (such as the CPWA) using agreed approaches to delivering the envisaged services.

Two Excel costing models were developed to cost the CPWA. The CPWA Costing Model is structured to calculate the setup and operational costs of providing the services envisaged by the CPWA. The CPWA Capital Model calculates the cost of building and running the different types of institutions named in the Act.

For more information on the overall project approach and costing methodology, see Appendix A.

1.2.5 Norms and standards used in the costing

A critical input into the costing of legislation is the service norms and standards. These are the foundation on which any costing is built, because

they describe the quantity and quality of a good or service, and

they provide a measure of service delivery.

In budgeting and costing, norms and standards provide an objective description of the nature of the service or good that needs to be provided. This gives a clear understanding of what is being costed. A detailed description and discussion of the norms and standards used in the CPWA Costing Model and the CPWA Capital Model is provided in Appendix B.

2 Sections 168 to 172 of the CPWA deal with the appeal and review processes of cases where a residential sentence has been

imposed on a child. These review processes generally happen in chambers. Based on the reported number of children being held in prison in 2013, it is estimated that about 80 cases would be subject to such review per year.


5

It is worth noting that very few of the processes for delivering the different CPWA-related services have been codified into regulations, standard operating procedures or guidelines. Therefore most of the service norms and standards are based on the current “way of doing things”.

1.2.6 Costing scenarios

Both the costing models are highly flexible, allowing users to specify assumptions in relation to both the demand for services and how the services are delivered. This means that users can develop their own costing scenarios for particular services or institutions, or for the entire costing of the CPWA, by varying the specified demand variables and the service norms and standards.

The purpose of developing different scenarios is to gain a better understanding of the range of costs and the impact that different assumptions and input variables have on the costing outcomes.

The CPWA Costing Model is set up with three scenarios. Each scenario is distinguished by the set of assumptions driving the demand for CPWA-related services.

1. Fixed Scenario: This scenario is based on assumptions that reflect the actual potential demand for the different CPWA-related services based on the best information available and assuming full take-up of the services. The costing outcomes of this scenario describe an upper boundary to the cost of fully implementing the CPWA in accordance with the intentions of the policymakers. These costing outcomes can be viewed as the vision that the Government of Lesotho is working towards achieving over the next twenty years as it implements the CPWA and expands services to vulnerable children.

It is called the Fixed Scenario because all the assumptions in this scenario have been locked in order to serve as a reference point when a user begins changing assumptions in the other scenarios.

2. Scenario 1: This scenario is based on demand assumptions that reflect the 2013-level of provision of CPWA-related services by the respective ministries. The costing outcomes from this scenario reflect what it would cost to implement the norms and standards envisaged by the CPWA while maintaining the current level of service provision. This scenario provides an initial target for the respective ministries to work towards over the next two years – namely to ensure that the services they do deliver comply with the norms and standards envisaged by the CPWA, and to fill any service gaps that exist.

3. Scenario 2: This scenario is based on assumptions that provide for a tenfold increase in the 2013-level of provision. Note that a tenfold increase does not imply a similar increase in costs due to economies of scale and the fact that certain costs are not driven by the number of clients served. The costing outcomes from this scenario reflect what it would cost to provide the services envisaged by the CPWA and serve ten times the current number of children. This scenario provides a five-year target for the respective ministries to work towards – namely to significantly expand their capacity to reach vulnerable children.

The differences between the scenarios revolve around the demand assumptions. The norms and standards that describe how the services are delivered are identical across the three scenarios with one exception: the value of the monthly subventions paid to places of safety differs in each scenario. For more on this, see the discussion in section 3.3.3.

The CPWA Capital Model calculates the cost of building the various residential institutions envisaged by the CPWA, and the annual operating cost of running them. Only two of the sheets are set up with scenarios, namely Opex R Inst and Capex R Inst. The purpose of the scenarios in these sheets is to allow the user to test options for plans to build the residential institutions envisaged by the CPWA, and the cost to Government of operating both the existing and any newly-built institutions.


6

1.3 Sources and types of information

Five categories of information were collected to carry out the project, namely:

i. Information on the demand for the services covered by the Act. In most instances this information was obtained from secondary sources, mostly previous studies relating to the status of children in Lesotho. The work done by Maestral International on the project Mapping and Assessment of the Child Protection System and Development of a Child Protection Strategy and Plan of Action for Lesotho was a very valuable source. In addition, some information was obtained directly from the relevant stakeholders, such as the adoptions unit within the Ministry of Social Development, the probation unit within the Ministry of Justice and Correctional Service, the Children’s Court in Maseru and Child Helpline.

ii. Information on how the services and institutions covered by the Act are structured. This information was obtained primarily from a close reading of the CPWA itself, the available forms, guidelines and the draft CPWA regulations. This was supported by information on current practice obtained from the structured interviews with officials and stakeholders working in different areas of the child protection and child justice systems. The team also visited three children’s homes, the Child Helpline offices and the Maseru Children’s Court. Based on these sources of information, we developed a set of service process maps that were then discussed with the Reference Group.

iii. Information on the cost of government personnel. The Government of Lesotho is currently reviewing public servants’ salaries. The Ministry of Justice and Correctional Service provided the team with Circular Notice No. 6 of 2013 - Salary scales for public servants dated 13 March 2013. It was, however, established that this circular was withdrawn prior to implementation.3 Despite requests for information on current salary scales from the Ministry of the Public Service, the Ministry of Finance, the Ministry of Justice and Correctional Service and the Ministry of Social Development, none were provided. The costing of government personnel is therefore based on this circular, which is probably appropriate given that the salary scales set out in the circular are likely to reflect the direction the current salary review process is moving.

iv. Information on the cost of other inputs. Information on the cost of general operating expenditures associated with the provision of the different services covered by the CPWA was drawn from the budget and expenditure data obtained from the Ministry of Finance. Information on the operating costs of children’s homes is based on the budgets of two existing children’s homes and discussions with stakeholders. Other information on input prices is based on surveying retailer prices in Maseru.

v. Information on current spending by ministries. This information was sourced directly from the Ministry of Finance.

vi. Information on building costs. The cost per square meter of building rooms, halls, kitchens, bathrooms, etc. was obtained from a South African-based quantity surveyor. Discussions with builders in Maseru indicated that the higher cost of building materials in Lesotho tended to be off-set by the lower cost of labour. Therefore these prices were used unmodified in the CPWA Capital Model.

3 http://publiceye.co.ls/?p=2045

http://publiceye.co.ls/?p=2045


7

1.4 Challenges and limitations of the project

All projects experience certain challenges. In the case of this project the primary challenges were:

i. The lack of data, or consistent data, on the current provision of services to children. Stakeholders willingly shared whatever data they had, but there was very little available. The collection of accurate service delivery information by the ministries responsible for implementing the CPWA should be prioritised going forward.

ii. Generally, information on the status of children in Lesotho is poor. A number of studies exist, but there are significant gaps. For instance, information on the abuse and abandonment of children is very sketchy, as is information on family/community fostering arrangements. To fill these gaps assumptions were made, so the accuracy of the costing outcomes depends heavily on the credibility of these assumptions.

iii. The current budget and expenditure information of the ministries is not structured to show spending on specific services. This made it very difficult to identify what the ministries are already spending on delivering services covered by the CPWA. Again, to fill this gap assumptions had to be made, so the accuracy of the expenditure gap depends on the credibility of these assumptions.

iv. Related to the above point, the Ministry of Social Development only separated from the Ministry of Health in mid-2012. This means that the 2012/13 budget was for the Ministry’s first year of operation. It is therefore very unlikely to accurately reflect the real cost of running the Ministry, since the first year involved setting up structures and appointing staff. It is expected that future budgets of the Ministry will increase as it defines its role and strategic direction.

v. The team doing the costing are not fully familiar with the customary practices and “way of doing things” in Lesotho, and possible regional variations (e.g. between lowland and highland areas). We therefore had to rely on stakeholders to provide accurate accounts of how things are done – for instance, the role of chiefs in dealing with family matters involving children, orphaned children, children in conflict with the law and estates where children are the beneficiaries. It was, however, evident that many stakeholders were reticent to discuss certain issues – for instance, sexual violence against children.

vi. The time limitations on the project restricted the time available to visit different regions of Lesotho to gather information. Most of the interviews were therefore conducted with stakeholders based in Maseru or Thaba Tseka in the mountainous interior. However, we sought to offset this limitation by drawing on the work done by Maestral International, whose research had a wider footprint.

The above factors do impact on the robustness of the costing estimates of this project. However, where it was possible to compare the costing outcomes with existing budgets (e.g. for Child Helpline and the cost of running places of safety), we found there were only small differences. This indicates that the costing is in the right order of magnitude.

The costing models have been developed in a way that allows users to alter any of the demand assumptions, process variables and price information. This means that the current costing outcomes are not cast in stone. Therefore, should more accurate information become available, users can change the relevant assumptions and generate more accurate costings based on this new information.


8

1.5 Structure of this report

This report consists of the following sections:

Section 1 introduces the project and draws attention to key aspects of the costing exercise and limitations of the project.

Section 2 reviews government spending on CPWA-related services.

Section 3 presents information on the estimated cost of implementing the CPWA.

Section 4 presents information on the phased national implementation plan for the CPWA.

Section 5 describes how the results and tools produced by the project can be used by ministries to plan and budget for the implementation of the CPWA.

In addition to this report, four other documents make up the package of tools developed in the course of the project. These are:

i. CPWA Process Maps. This Excel document sets out process maps for each of the CPWA services. These were developed in consultation with the Reference Group and informed the structure of the costing model.

ii. CPWA Costing Model. This is the main product of this project. It is an Excel model/tool that can be used to test different implementation scenarios based on user-defined demand assumptions and service norms and standards.

iii. CPWA Capital Model. This Excel model/tool can be used to estimate the cost of building and operating the different kinds of facilities mentioned in the CPWA based on user-defined variables.

iv. CPWA Implementation Prioritisation Tool. This Excel tool facilitates the structured prioritisation of different implementation activities.

In order to facilitate the dissemination of this report and these tools, they have all been placed on Cornerstone Economic Research’s website: http://www.cornerstonesa.net/research-insights/.


SECTION 2 REVIEW OF GOVERNMENT SPENDING ON CPWA-RELATED SERVICES

9

Section 2 Review of government

spending on CPWA-related

services

2.1 Introduction

It is estimated that the Government of Lesotho spent M28.4 million on services envisaged by the CPWA during the financial year 2012/13. To place this in perspective, this is about 0.32 per cent of the Government of Lesotho’s total budgeted expenditure of M8 749 million4.

The CPWA requires various Government ministries to deliver services aimed at protecting the welfare of children. The greatest responsibilities are placed on the Ministry of Social Development, the Ministry of Justice and Correctional Service and the Ministry of Police (the role of the police is very much integrated within normal policing activities). The Judiciary also plays an important role. Lessor responsibilities are placed on the Ministry of Health, the Ministry of Education and Training and the Ministry of Home Affairs, and to a large extent their CPWA responsibilities are part of their normal operations.

The following table shows the cost centres in the Ministry of Social Development, the Ministry of Justice and Correctional Service and the Judiciary responsible for delivering the main CPWA-related services to children, and estimates what proportion of the spending goes to those services.

Table 1: Overall government spending on CPWA-related services

The above table shows that in 2012/13 the Government of Lesotho is estimated to have spent M14.5 million on services relating to children in conflict with the law, and M13.9 million5 on services related to protecting and assisting vulnerable children. This indicates that spending is strongly oriented to combatting crime as opposed rather than addressing the needs of vulnerable

4 IMF, Kingdom of Lesotho Country Report No. 13/294, September 2013. http://www.imf.org/external/pubs/ft/scr/2013/cr13294.pdf accessed on 17 May 2014. 5 Based on the amounts for the Ministry of Social Development and the amount for the Master of the High Court.

Maloti

Cost centres that deliver CPWA-

related services Assumptions

Ministry of Social Development 10 875 912

Administration 10 271 068 842 896 Child welfare services share of Administration plus 10% of salaries

Chi ld welfare services 1 092 640 1 092 640 100% - mainly funds subsidies to places of safety

Orphans and vulnerable chi ldren 26 098 102 - Goes to children, but not for CPWA-related services

Districts 22 350 939 8 940 376

Assume 40% of services in districts relates to CPWA-related

services

Ministry of Justice and Correctional Services 8 935 139

Administration 10 882 254 622 223 Proportional share of administration

Legal aid 4 312 900 1 293 870 Assume 30% of spending benefits children in conflict with the law

Probation 3 130 259 2 347 694 Assume 75% of spending relates to CPWA-related services

Lesotho Correctional Services 116 783 795 4 671 352 Assume 4% of correctional services spending relates to children

District correctional services 12 456 512 124 565 Assume 1% of correctional services spending relates to children

The Judiciary 8 551 783

Court of Appeal 12 862 049 257 241 Assume 2% of spending relates to children

High Court 15 384 103 307 682 Assume 2% of spending relates to children

Subordinate/magistrates courts 49 387 842 4 938 784 Assume 10% of spending relates to children

Master of the High Court 5 080 127 3 048 076 Assume 60% of spending relates to CPWA-related services

Estimated spending on CPWA-related services 28 362 835

Estimated

spending on

CPWA-related

services

Warrant

releases

2012/13

http://www.imf.org/external/pubs/ft/scr/2013/cr13294.pdf


10

children given, that there are significantly fewer children in conflict with the law than there are children in need of care and protection.

To give a concrete example of this: in 2012/13 the Ministry of Social Development spent M1.09 million to subsidise an estimated 910 places in children’s homes at M100 per month. Compare this to the M4.8 million spent by Lesotho Correctional Services in 2012/13 to detain at most 80 children in prisons, mostly in the JTC. This works out to an average cost of M4 996 per month per detained child, which is fifty times the monthly subsidy provided to vulnerable children living in places of safety.

Information sources on budgets and expenditures

Information on the budgets and expenditure of the following ministries was received from the Ministry of Finance:

Ministry of Social Development budget ending 31 March 2013

Ministry of Justice, Human Rights and Rehabilitation budget ending 31 March 2013


Judiciary budget ending 31 March 2013

Ministry of Police budget ending 31 March 2012

Ministry of Health budget ending 31 March 2012

The fact that, in most instances, the information only covered one year meant it was not possible to do a meaningful time series analysis. In addition, the structure of the information for the Ministry of Police and the Ministry of Health does not allow for any meaningful assumptions to be made regarding what these Ministries spend on CPWA-related services. Therefore the spending by these Ministries is not covered by this analysis.

2.2 Ministry of Social Development

The Ministry of Social Development was established as a standalone ministry in June 2012, having previously been part of the Ministry of Health and Social Welfare. Among the reasons for establishing the new Ministry was to enable it to focus on social development priorities and not be overshadowed by the pressing health priorities that were the primary focus of the combined ministry.

Whenever a new ministry is established, it takes a number of years to set up. On the one hand, time needs to be spent developing a vision and strategy to address the service delivery challenges that confront it, while on the other hand the administrative and service delivery capacity of the ministry needs to be built up to deliver its programmes. This means that the ministry’s budget can be expected to grow rapidly over the first five years of its existence.

The 2012/13 budget of the Ministry of Social Development was its first full-year, standalone budget. Consequently, it is very unlikely that it accurately reflects the spending requirements of the Ministry going forward. This is highlighted by the fact that the Ministry of Social Development’s personnel spending is calculated to have increased by 55 per cent between 2013 and 2014 (see Table 2 below).

In 2012/13 the Ministry of Social Development had approved estimates6 totalling M37 million and warrant releases7 to the value of M65 million (these amounts include district spending). The following table provides a breakdown of the Ministry’s 2012/13 budget by cost centre.

6 Approved estimates are the budgeted amounts approved for spending. 7 Warrant releases are the amounts that the Ministry of Finance actually releases to the Ministry for spending. In most instances,

the warrant releases equal the approved estimates, but there were notable exceptions.


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Table 2: Ministry of Social Development budget by cost centre – 2012/13

The services covered by the CPWA are likely to be located in the cost centres that deliver services to children, namely “Child welfare services”, “Orphans and vulnerable children” and possibly “Social welfare”. The allocations to the districts are for the delivery of welfare services to all vulnerable groups, and so they also fund services to children. The question is: how much of these cost centre budgets fund services envisaged by the CPWA?

The Ministry’s budgets do not provide details on the funding of different services. Consequently, it is not possible to answer the above question directly. It is therefore necessary to explore the nature of the expenditure in each of the cost centres in greater detail in order to establish whether or not the spending relates to services envisaged by the CPWA.

The following table provides a breakdown of the “General administration” cost centre by expenditure category for 2012/13:

Maloti

Approved

Estimates

Warrant

Releases to

date

Total

expenditure &

commitments

Exp as % of

warrant

releases

Exp as % of

approved

estimates

National

Socia l wel fare - - -33 900 0.0% 0.0%

General adminis tration 10 271 068 10 271 068 8 215 362 80.0% 80.0%

Chi ld welfare services 1 092 640 1 092 640 1 100 795 100.8% 100.8%

Orphans and vulnerable chi ldren - 26 098 102 5 783 387 22.2% 0.0%

Elderly care services 410 000 410 000 209 551 51.1% 51.1%

Rehabi l i tation 4 838 545 4 838 545 4 504 890 93.1% 93.1%

Rehabi l i tation of Ithuseng -1 500 000 - - 0.0% 0.0%

Disabled support - 412 606 412 606 100.0% 0.0%

Sub-total national 15 112 253 43 122 961 20 192 692 46.8% 133.6%

Districts

Districts (Maseru) 4 283 457 4 283 457 4 158 931 97.1% 97.1%

Districts (Butha-Buthe) 1 950 498 1 950 498 551 171 28.3% 28.3%

Districts (Leribe) 2 113 798 2 113 798 331 417 15.7% 15.7%

Districts (Berea) 1 949 464 1 949 464 593 108 30.4% 30.4%

Districts (Mafeteng) 2 194 536 2 194 536 341 263 15.6% 15.6%

Districts (Mohale's Hoek) 2 499 723 2 499 723 556 762 22.3% 22.3%

Districts (Quthing) 2 118 391 2 118 391 373 950 17.7% 17.7%

Districts (Qacha's Nek) 1 723 658 1 723 658 748 203 43.4% 43.4%

Districts (Mokhotlong) 1 814 200 1 814 200 102 541 5.7% 5.7%

Districts (Thaba Tseka) 1 703 214 1 703 214 -55 415 -3.3% -3.3%

Sub-total districts 22 350 939 22 350 939 7 701 931 34.5% 34.5%

Total 37 463 192 65 473 900 27 894 623 42.6% 74.5%


12

Table 3: Ministry of Social Development general administration by expenditure category – 2012/13

Most of the Ministry’s salaries are located in this cost centre, as are expenditures relating to transport and other typical programme expenditures, such as “Purchases of production materials”.

The following table shows the budget by expenditure category of the national cost centres that may deliver services covered by the CPWA. The purpose is to explore the nature of the spending in these cost centres to see whether they do indeed relate to the CPWA or not.

Table 4: Breakdown of selected national cost centre budgets by expenditure category – 2012/13


Maloti

Approved

Estimates

Warrant

releases to

date

Total

Expenditure &

Commitments

Exp as % of

warrant

releases

Warrant

releases as

% of total

Salaries 6 553 402 6 553 402 5 035 585 77% 63.8%

Allowances 131 466 131 466 130 843 100% 1.3%

Vehicle maintenance & repairs 149 000 149 000 124 185 83% 1.5%

Fuel & lubricants 120 000 120 000 93 921 78% 1.2%

Short term hire of vehicles 900 000 900 000 631 504 70% 8.8%

Subsistence local 190 000 190 000 177 260 93% 1.8%

Fares international 354 700 354 700 348 054 98% 3.5%

Subsistence international 327 000 327 000 299 870 92% 3.2%

Power 12 000 12 000 11 379 95% 0.1%

Communications 239 300 239 300 215 010 90% 2.3%

Printing 80 000 80 000 65 359 82% 0.8%

Stationery 97 000 97 000 88 997 92% 0.9%

Maintenance of public assets 30 000 30 000 1 816 6% 0.3%

Purchases of production materials 300 000 300 000 299 378 100% 2.9%

Water supply 9 600 9 600 3 334 35% 0.1%

Sewerage & sanitation 9 600 9 600 7 599 79% 0.1%

Vehicles, cycles & equine 453 000 453 000 370 853 82% 4.4%

Office equipment 195 000 195 000 192 141 99% 1.9%

Office/Residential furniture 120 000 120 000 118 276 99% 1.2%

Total cost centre 10 271 068 10 271 068 8 215 362 80% 100.0%

Maloti

Approved

Estimates

Warrant

Releases

Total

expenditure &

commitments

Social Welfare

Witholding tax - - -30 214

Commission on deductions payable - - -3 686

Total cost centre - - -33 900

Child Welfare

Subsistence local 80 000 80 000 78 525

Communications - - 9 724

Transfer to institutions - orphans 1 012 640 1 012 640 1 012 546

Total cost centre 1 092 640 1 092 640 1 100 795

Orphans & vulnerable children

Purchases - 26 098 102 4 464 229

Purchases - - 1 319 159

Total cost centre - 26 098 102 5 783 387

Total 1 092 640 27 190 742 6 850 282


13

i. The expenditure categories for “Social welfare” relate to the employment of consultants by the Ministry. There is no information available in the budget document to indicate what these consultants worked on.

ii. The “Subsistence local” and “Communications” expenditure categories below “Child welfare services” relate to the general operations of the cost centre. It is assumed that these are directly or indirectly related to delivering services envisaged by the CPWA. The spending on “Transfer to institutions – orphans” covers the subvention that the Ministry pays to designated places of safety to subsidise the care of orphans, and so falls directly within the ambit of the CPWA.

iii. The only expenditure category in the “Orphans and vulnerable children” cost centre is for “Purchases” – with no further details on the nature of these purchases given. This is unusual, given the large amount allocated. It is also noted that the amount was not appropriated by the budget, but was allocated to the Ministry directly. This indicates that the funds come from a grant, which was confirmed by further enquiries. The M26 million shown is a grant from the Global Fund8. The grant is intended to prevent the spread of HIV/AIDS and mitigate the impact of AIDS among orphans and vulnerable children by providing them with school fees and other school requisites. Of concern is that spending against this grant was only 22.2 per cent as at 31 March 2013. Although these funds are intended to benefit orphans and vulnerable children, they do not fund services envisaged by the CPWA and so are not taken into account when estimating what the Ministry spends on services envisaged by the CPWA.

iv. These three cost centres do not show a salary expenditure category. This indicates that the budget for the salaries of the staff that manage or work in these cost centres is located under “General administration”.

The following table shows the district cost centre spending (warrant releases) by expenditure category.

Table 5: District cost centre warrant releases by expenditure category – 2012/13


i. Of the district cost centre spending, 69.7 per cent is on “Public assistance in cash” and “Public assistance in kind”. This spending covers small cash donations, food parcels, assistive devices, crutches, wheelchairs, coffins, etc. A significant proportion of this spending benefits vulnerable children, and so is associated with the protection of such children as envisaged by the CPWA.

8 Information comes from the Grant Agreement for grant number LSO-H-MoFD, which is found under SSF HIV (Consolidation of

Round 7 and Round 9 HIV grants). http://www.gfcu.org.ls/documents/default.php accessed on 24 May 2014.

Maloti

Berea

Butha-

Buthe Leribe Mafeteng Maseru

Mohale's

Hoek

Mokhot-

long Quthing

Qacha's

Nek

Thaba

Tseka Total

% of

total

Salaries 424 327 502 498 285 798 339 736 548 723 366 291 361 958 327 114 3 156 445 14.1%

Al lowances - - 13 200 13 200 9 900 36 300 0.2%

Vehicle maintenance & repairs 40 600 50 000 50 000 50 000 60 000 50 000 60 000 50 000 50 000 50 000 510 600 2.3%

Fuel &lubricants 80 000 80 000 80 000 80 000 80 000 80 000 80 000 80 000 80 000 80 000 800 000 3.6%

Fares loca l 1 000 4 000 4 000 3 000 12 000 0.1%

Subs is tence loca l 1 200 60 000 60 000 80 000 50 000 60 000 60 000 60 000 60 000 60 000 551 200 2.5%

Equine hire 7 000 2 500 3 200 12 700 0.1%

Communications 60 000 30 000 30 000 60 000 30 000 30 000 30 000 30 000 30 000 30 000 360 000 1.6%

Printing 30 000 20 000 20 000 30 000 20 000 12 000 20 000 20 000 20 000 20 000 212 000 0.9%

Stationery 20 000 20 000 20 000 20 000 20 000 20 000 20 000 20 000 20 000 20 000 200 000 0.9%

Maintenance of publ ic assets 20 000 12 000 8 000 15 000 12 000 12 000 7 000 2 100 12 000 100 100 0.4%

Purchases 60 000 70 000 70 000 60 000 60 457 70 000 50 000 50 000 60 000 50 000 600 457 2.7%

Publ ic ass is tance in cash 1 170 000 1 056 000 1 390 000 1 489 800 3 500 000 1 560 000 1 200 000 1 390 000 960 000 1 000 000 14 715 800 65.6%

Publ ic ass is tance in kind 43 337 50 000 100 000 50 000 450 000 50 000 270 000 50 000 50 000 50 000 1 163 337 5.2%

Total districts 1 949 464 1 950 498 2 113 798 2 274 536 4 283 457 2 499 723 1 814 200 2 118 391 1 723 658 1 703 214 22 430 939 100.0%

http://www.gfcu.org.ls/documents/default.php


14

ii. Spending on “Salaries” accounts for 13.8 per cent of total spending by the district offices. Note that Maseru and Mokhotlong do not show any allocations for salaries, which are probably captured under “General admin”. Information on the Ministry’s organisational structures shows that staff were allocated to these district offices in 2014 (see below).

iii. Other expenditure categories are associated with the general operations of the district offices and the services they render. Again, it can be assumed that a significant proportion of the services rendered by the district offices cover services to children envisaged by the CPWA.

The following table gives a breakdown of the “Salaries” expenditure category by cost centre for 2013 and 2014, and the number of staff for 2014.

Table 6: Ministry of Social Development spending on salaries by cost centre

Source: The 2013 figures are from the 2012/13 budget. The 2014 figures are calculated based on the April 2014

provisional organisational structure of the Ministry of Social Development.

Overall spending on personnel increased by 55 per cent between 2013 and 2014. This is very rapid growth, especially within the current economic environment. Clearly the Government is intentionally building up the capacity of the Ministry of Social Development so as to enable it to deliver on its mandate as a new ministry. National office spending on personnel increased by 27 per cent, largely in the service delivery cost centres. Spending on personnel in the district offices increased by 123 per cent. The district offices are the Ministry’s main implementing arm, so this rapid growth in personnel spending indicates a strong commitment to improving service delivery.

The following table shows the district cost centre spending divided by the number of children in each district. The purpose is to assess the equity of spending across the districts with reference to spending per child.

Maloti

2013 2014 % change

No. of staff

in 2014

NationalAdministration 6 553 402 6 919 656 6% 80Rehabilitation services 1 169 545 1 912 008 63% 32Elderly care services - 221 448 - 1Children's services - 790 008 - 7

Total national salaries 7 722 947 9 843 120 27% 120Districts

Maseru - 1 030 488 - 12Berea 424 327 703 452 66% 10Butha-Buthe 502 498 643 092 28% 8Leribe 285 798 751 812 163% 10Mafeteng 339 736 658 704 94% 9Mohale's Hoek 548 723 565 596 3% 8Mokhotlong - 658 704 - 9Qacha's Nek 361 958 703 452 94% 10Quthing 366 291 658 704 80% 9Thaba Tseka 327 114 658 704 101% 9

Total districts salaries 3 156 445 7 032 708 123% 94Total 10 879 392 16 875 828 55% 214


15

Table 7: District cost centre spending per child – 2012/13

Although table 5 shows that the number of staff allocated to each district is very similar, the spending on staff per child is quite disparate. The highland districts such as Qacha’s Nek, Mohale’s Hoek and Butha-Buthe have lower child populations, so their spending on staff per child is significantly higher. There are also significant differences in per child spending on “Public assistance in cash”. The differences may correlate with differences in the incidence and depth of poverty, but this was not analysed.

The following figure shows the total district spending per child.

Figure 2: Ministry of Social Development district cost centre spending per child – 2012/13

It clearly shows that district spending per child is generally lower in the lowland districts and higher in the highland districts. One of the factors that could explain this difference is that it takes longer for social workers to travel to communities in the highland districts.

2.3 Ministry of Justice and Correctional Service

The Ministry of Justice and Correctional Service’s role in delivering the services to children required by the CPWA is primarily in the area of child justice, covering probation services, restorative justice, diversion and detention (note the costs related to the Children’s Courts are located under the Judiciary).

The following table shows that the Ministry was allocated a budget (approved estimate) of M148 million in 2012/13 and, of this amount, M147 million was released for spending.

Maloti

Berea

Butha-

Buthe Leribe

Mafe-

teng Maseru

Mohale's

Hoek

Mokhot-

long Quthing

Qacha's

Nek

Thaba

Tseka Lesotho

Salaries 3.72 9.80 2.12 3.84 - 6.62 - 6.25 10.63 4.93 3.66

Public assistance in cash 10.27 20.59 10.29 16.82 19.14 18.82 24.10 23.73 28.21 15.07 17.04

Other 3.12 7.64 3.24 5.02 4.28 4.72 12.34 6.18 11.80 5.67 5.28

District spending per child 17.10 38.03 15.64 25.68 23.42 30.15 36.44 36.17 50.64 25.66 25.98

-

10.00

20.00

30.00

40.00

50.00

Mal

oti

pe

r ch

ild p

er

year


16

Table 8: Ministry of Justice and Correctional Service budget 2012/13

Of the Ministry’s budget, 89 per cent goes to correctional services, while just two per cent goes to probation services. Services to children envisaged by the CPWA are located in the “Probation unit”, “Lesotho correctional services” and “Districts – correctional services” cost centres. The CPWA does not require the Government to provide children in conflict with the law with legal representation9. Nevertheless, the Government does assist children in conflict with the law who are facing serious charges.

The following table provides a breakdown of the “Probation unit” cost centre by expenditure category for 2012/13.

Table 9: Ministry of Justice probation unit by expenditure category – 2012/13

The probation unit consists of seven probation officers, all based in Maseru. Consequently, they travel extensively to service other districts. This explains the high level of spending on “Subsistence local” and the categories related to transport. It was reported that most of their work relates to children in conflict with the law rather than with adult offenders or probationers.

9 Section 147(1) of the CPWA reads: “A child has a right to legal representation of his own choice and at his own cost in any legal

proceedings.”

Maloti

Approved

estimates

Warrant

releases

Total

expenditure &

commitments

Exp as % of

warrant

releases

Exp as % of

approved

estimates

Exp as %

of total

Administration 11 224 517 10 882 254 9 912 072 91% 88% 7%Legal Aid 4 609 803 4 312 900 4 230 278 98% 92% 3%Probation Unit 3 173 782 3 130 259 2 846 058 91% 90% 2%Lesotho correctional services 116 785 066 116 783 795 116 765 770 100% 100% 80%Districts - correctional services 12 456 512 12 456 512 12 456 512 100% 100% 9%Total cost centre 148 249 679 147 565 720 146 210 690 99% 99% 100%

Maloti

Approved

Estimates

Warrant

Releases

Total

Expenditure &

Commitments

Exp as % of

warrant

releases

Exp as % of

approved

estimates

Exp as %

total

Salaries 1 569 417 1 569 417 1 403 006 89% 89% 49.3%

Vehicle maintenance & repairs 219 739 219 739 219 739 100% 100% 7.7%

Fuel & lubricants 90 000 90 000 90 000 100% 100% 3.2%

Motor mi leage a l lowance 32 000 22 000 4 867 22% 15% 0.2%

Fares loca l 5 000 3 500 - 0% 0% 0.0%

Subs is tence loca l 357 000 356 228 356 228 0% 0% 12.5%

Fares international 56 000 38 250 37 334 0% 0% 1.3%

Subs is tence international 299 000 299 000 266 329 0% 0% 9.4%

Power 54 000 40 500 40 000 99% 74% 1.4%

Communications 160 000 160 000 151 933 95% 95% 5.3%

Printing 4 048 4 048 4 048 100% 100% 0.1%

Stationery 15 576 15 576 4 042 26% 26% 0.1%

Maintenance of publ ic assets 56 000 56 000 24 065 43% 43% 0.8%

Purchases of production materia ls 249 002 249 002 237 508 95% 95% 8.3%

Officia l enterta inment 7 000 7 000 6 959 99% 99% 0.2%

Total cost centre 3 173 782 3 130 259 2 846 058 91% 90% 100.0%


17

Some figures on Lesotho’s correctional services

There are 12 prisons in Lesotho with an official capacity of 2 936. In 2013 the prison population was reported by the prison administration to be 2 401. This gives a reported occupancy rate of 81.8 per cent.

19.7 per cent of the prison population in 2013 were pre-trial/remand prisoners.

In 2013 75 prisoners were reported to be below the age of 18 years. This is about 3.1 per cent of the prison population. Most of these are boys.

The JTC in Maseru is the only facility that serves juvenile prisoners exclusively. It has a capacity of 60. A study in 2010 recorded that 9 of the inmates were female and 51 were male.

According to probation officers interviewed for the project, girls are no longer detained at the JTC, but in Maseru Women’s Prison. No numbers were given, but based on the overall number of female prisoners reported for 2013, there are probably between 3 and 10 prisoners that are girls.

Sources: International Centre for Prison Studies, http://www.prisonstudies.org/country/lesotho accessed on 17 May 2014

Kimane, I, et al. “Situation Analysis of the System of Justice for Children in Lesotho with a particular Focus on Young Offenders in Detention at the Juvenile Training Centre (JTC)”. Report for the JTC and UNICEF, 10 October 2010

The following two tables provide a breakdown of the “Lesotho correctional services” and the “Districts – correctional services” cost centres by expenditure category for 2012/13:

Table 10: Ministry of Justice Lesotho correctional services by expenditure category – 2012/13

Maloti

Approved

estimates

Warrant

releases

Total

expenditure &

commitments

Exp as % of

warrant

releases

Exp as % of

approved

estimates

Exp as %

total

Salaries - Establ ished Posts 99 168 196 99 168 196 99 168 196 100% 100% 84.9%

Al lowances · Non Statutory Posts 2 889 466 2 889 466 2 889 466 100% 100% 2.5%

Vehicle Maintenance and Repairs 2 720 552 2 720 552 2 720 552 100% 100% 2.3%

Fuel and Lubricants 1 030 621 1 030 626 1 029 660 100% 100% 0.9%

Short Term Hire of Vehicles 20 078 20 077 20 077 100% 100% 0.0%

Fares Local 2 880 2 880 2 630 91% 91% 0.0%

Subs is tence Local 176 692 176 567 176 567 100% 100% 0.2%

Fares International 83 546 83 546 83 406 100% 100% 0.1%

Subs is tenceInternational 228 924 228 215 228 215 100% 100% 0.2%

Power 1 467 450 1 467 450 1 467 450 100% 100% 1.3%

Communications 371 580 371 580 371 580 100% 100% 0.3%

Printing 35 190 35 166 35 166 100% 100% 0.0%

Stationery 85 000 84 640 84 640 100% 100% 0.1%

Maintenance of Publ ic Assets 145 000 144 949 144 949 100% 100% 0.1%

Food, Fodder and Beverage Suppl ies 4 018 025 4 018 024 4 001 556 100% 100% 3.4%

Purchases or Production of Materia l 2 405 464 2 405 464 2 405 464 100% 100% 2.1%

Minor Works 190 100 190 100 189 938 100% 100% 0.2%

Drugs 117 843 117 843 117 843 100% 100% 0.1%

Officia l Enterta inment 1 000 1 000 996 100% 100% 0.0%

Ammunition 48 500 48 500 48 466 100% 100% 0.0%

Membership Subscriptions 10 000 10 000 10 000 100% 100% 0.0%

Water Supply 495 320 495 320 495 320 100% 100% 0.4%

Rent and Lease of Bui ldings 1 043 635 1 043 635 1 043 635 100% 100% 0.9%

Legal Compensation 30 000 30 000 30 000 100% 100% 0.0%

Total Cost Center 116 785 066 116 783 795 116 765 770 100% 100% 100%

http://www.prisonstudies.org/country/lesotho


18

Table 11: Ministry of Justice districts – correctional services warrant releases – 2012/13

In the correctional services cost centres, most of the expenditure is on salaries and food supplies, followed by power. Note that correctional services spending for the Maseru district is reflected under “Lesotho correctional services”, therefore the expenditure on the JTC is located within this cost centre (as opposed to the district cost centres).

If 3.1 per cent of the prison population is below the age of 18 years, then about M4 million of the total budget for correctional services can be attributed to spending on children, which would therefore fall within the broad ambit of the CPWA.

2.4 The Judiciary

The Judiciary is an independent branch of Government. In recognition of this, the Judiciary’s budget allocation is separate from that of the Ministry of Justice and Correctional Service.

The table below summarises the Judiciary’s budget for 2012/13 by cost centre.

Table 12: The Judiciary’s budget by cost centre – 2012/13

In 2012/13 the Judiciary was allocated a budget of M92 million (approved estimates), of which M88.9 million was released for spending. Most of the CPWA-related services are provided by the subordinate courts (Magistrates’ courts) and the Master of the High Court. In 2012/13 the subordinate courts accounted for over 55 per cent of spending by the Judiciary, while the Master of the High Court’s share of spending was almost 6 per cent.

Maloti Berea Butha-

Buthe

Leribe Mafeteng Mohale's

Hoek

Mokhot-

long

Quthing Qacha's

Nek

Thaba

Tseka

Total % of

total

Fares loca l - - - - - 1 000 - 1 000 - 2 000 0.0%

Subs is tence Local 5 000 8 000 10 000 5 000 47 500 5 000 5 000 5 000 15 000 105 500 0.8%

Power 201 700 105 100 569 453 271 550 565 601 298 000 298 000 415 000 379 007 3 103 411 24.9%

Communications 11 625 14 696 17 880 9 015 37 004 10 000 10 017 10 015 7 875 128 127 1.0%

Stationery 6 295 4 653 14 992 3 000 30 000 7 635 5 000 5 000 13 000 89 575 0.7%

Maintenance of Publ ic Assets 9 947 2 000 6 000 20 000 32 088 5 000 10 000 20 000 - 105 035 0.8%

Food. Fodder and Beverage Suppl ies 895 201 615 730 1 496 747 1 152 320 1 812 225 538 317 564 603 637 810 417 835 8 130 788 65.3%

Purchases or Production of Materia l 30 000 30 000 60 000 30 000 30 000 30 000 30 000 30 000 45 993 315 993 2.5%

Minor Works 5 250 5 000 5 000 - 24 099 5 000 5 000 5 000 5 000 59 349 0.5%

Drugs - - 19 534 5 000 45 000 - - - - 69 534 0.6%

Water Supply 30 000 30 000 40 000 40 000 24 000 30 000 30 000 30 000 50 000 304 000 2.4%

Rent & lease of bui ldings - - - - 43 200 - - - - 43 200 0.3%

Total cost center 1 195 018 815 179 2 239 606 1 535 885 2 690 717 929 952 957 620 1 158 825 933 710 12 456 512 100%

Maloti Approved

estimates

Warrant

releases % of total

High court/recurrent/expenditure -6 589 15 384 103 17.3%

High court/recurrent 15 473 313 - 0.0%

Automated case management 7 500 000 2 584 788 2.9%

Court of appeal/recurrent/expenditure -406 532 12 862 049 14.5%

Appeal court/adminis tration 15 256 342 - 0.0%

Subordinate Courts/recurrent/expenditure 138 603 49 387 842 55.6%

Subordinate Courts 46 311 607 - 0.0%

Master of the High Court - 5 080 127 5.7%

Master of the High Court/Admin of Guardians Fund 4 718 811 - 0.0%

Judicia l commiss ioners/recurrent/exp - 3 172 965 3.6%

Judicia l commiss ioners/adminis tration 2 663 095 - 0.0%

Community service/recurrent/exp - 402 265 0.5%

Community service 401 222 - 0.0%

Total 92 049 872 88 874 138 100%


19

The following table shows the expenditure by category (warrant releases) by the subordinate courts by district for 2012/13.

Table 13: The Judiciary subordinate courts by district and by expenditure category – 2012/13

A total of M46 million was released for spending on subordinate courts in 2012/13. Of this amount, nearly 75 per cent was for the payment of salaries. Note that all salaries are reflected under the Maseru district.

There is no specific information in the budget for the subordinate courts that indicates what percentage of the spending can be attributed to CPWA-related services. However, at most it will be in the order of 10 per cent, given that 3.1 per cent of prisoners are children – and there is likely to be a higher ratio of cases to custodial sentences for children, given the preference in the CPWA for the use of restorative justice approaches. Furthermore, the Children’s Courts also deal with civil cases relating to maintenance, custody and guardianship, which represent a large proportion of their work.

The following table shows the budget and expenditure by category for the Master of the High Court for 2012/13.

Maloti

Berea

Butha-

Buthe Leribe Mafeteng Maseru

Mohale's

Hoek

Mokhot-

long Quthing

Qucha's

Nek

Thaba

Tseka Total

% of

total

Salaries - established posts - - - - 34 610 664 - - - - - 34 610 664 74.7%

Allowances - non statutory posts - - - - 1 155 498 - - - - - 1 155 498 2.5%

Vehicle maintenance & repairs - - - - 742 120 - - - - - 742 120 1.6%

Fuel & lubricants - - - - 685 978 - - - - - 685 978 1.5%

Motor mileage allowance 8 437 9 922 9 756 5 735 21 509 5 318 13 230 8 091 5 572 4 823 92 393 0.2%

Fares local - 10 277 26 870 41 475 - 6 445 13 230 13 436 30 204 19 567 161 504 0.3%

Subsistence local 125 487 65 508 79 027 89 050 483 682 88 636 72 034 107 387 81 750 65 508 1 258 069 2.7%

Fares international - - 65 317 - 65 682 - - - - - 130 999 0.3%

Subsistence international - - 68 288 - 65 316 - - - - - 133 604 0.3%

Power 113 374 87 933 77 902 115 997 459 593 103 654 87 933 97 860 155 380 100 374 1 400 000 3.0%

Communications 83 941 48 286 67 852 33 106 297 800 59 663 50 346 25 951 27 690 51 828 746 463 1.6%

Printing - - - - 160 000 - - - - - 160 000 0.3%

Stationery - - 75 000 - 100 000 - - - - - 175 000 0.4%

Maintenance of public assets 45 478 30 567 45 414 56 980 50 905 53 404 46 083 49 378 29 909 39 798 447 916 1.0%

Food, fodder, & beverage supplies 26 270 26 464 30 458 61 132 212 679 50 809 21 822 44 618 34 218 36 343 544 813 1.2%

Purchases of production materials 130 325 83 922 151 033 88 833 297 333 62 619 80 279 85 552 69 805 71 625 1 121 326 2.4%

Minor works 287 340 - 84 936 177 892 336 740 60 257 81 671 93 852 155 912 386 630 1 665 230 3.6%

Official entertainment - - 15 000 - 15 000 15 000 - - - - 45 000 0.1%

Membership subscriptions - - - - 10 000 - - - - - 10 000 0.0%

Water supply 35 942 20 538 33 888 20 759 181 547 11 981 10 269 17 047 - 10 269 342 240 0.7%

Sewerage & sanitation 14 123 6 355 7 061 6 355 20 831 - 5 958 5 296 - - 65 979 0.1%

Rent & lease of building 153 125 32 448 - 212 192 150 947 - 32 448 - - 12 748 593 908 1.3%

Total cost centre 1 024 042 422 220 837 802 909 506 40 146 528 517 785 515 303 548 468 590 440 799 513 46 311 607 100%


20

Table 14: The Judiciary budget for The Master of the High Court by expenditure category – 2012/13

Salaries account for 48 per cent of the expenditure by the Master of the High Court. The Master of the High Court is represented by a Deputy Master of the High Court in each district, who is largely responsible for the delivery of services to children.

2.5 How is this expenditure information used in costing the CPWA?

The above analysis of expenditures shows that in the 2012/13 financial year the Government of Lesotho spent M28 million on CPWA-related services. Of this amount:

the Ministry of Social Development was responsible for M10.9 million,

the Ministry of Justice and Correctional Services was responsible for M8.9 million, and

the Judiciary was responsible for M8.5 million.

The analysis of the ministries’ spending feeds into the costing of the CPWA in three ways:

i. The current budgets of the ministries and the estimates of how much is currently being spent on CPWA-related activities provides important “order of magnitude” information that is used to evaluate whether the cost outcomes calculated by the CPWA costing models are in the “right order of magnitude” or not. This does not imply that the costing model should produce similar cost estimates to those reflected in the existing budgets, but rather that the existing budgets provide a baseline benchmark that the costing outcomes can be compared to; and where there are significant differences, the assumptions that drive such differences need to be assessed to see if they are robust.

Maloti Approved

Estimates

Warrant

Releases

Exp % of

total

Salaries - establ ished posts 2 457 355 2 457 355 48.4%

Al lowances - non s tatutory posts 54 180 54 180 1.1%

Vehicle maintenance & repairs 86 876 74 076 1.5%

Fuel & lubricants 120 000 96 000 1.9%

Fares loca l 5 000 5 000 0.1%

Subs is tence loca l 172 500 172 500 3.4%

Freight charges 3 000 3 000 0.1%

Fares international 156 000 3.1%

Subs is tence international 195 200 3.8%

Power 64 000 64 000 1.3%

Communications 144 060 144 060 2.8%

Printing 31 128 31 128 0.6%

Stationery 120 000 118 516 2.3%

Maintenance of publ ic assets 80 000 64 000 1.3%

Purchases of production materia ls 235 153 235 153 4.6%

Minor works 197 019 157 619 3.1%

Books & publ ications 15 000 12 000 0.2%

Sewerage & sanitation 16 000 12 800 0.3%

Rent & lease of bui lding 567 540 567 540 11.2%

Cash losses 50 000 40 000 0.8%

Vehicles , cycles & equine 120 000 2.4%

Office equipement 200 000 200 000 3.9%

Office/res identia l furniture 100 000 100 000 2.0%

Total cost centre 4 718 811 5 080 127 100%


21

ii. The estimated expenditure on CPWA-related activities is used as the baseline for calculating the gap in spending that needs to be addressed by the implementation plan. See section 3 below in this regard.

iii. The CPWA costing model does not cost all inputs in detail. It focusses instead on calculating the required number and cost of staff, travel costs, training and certain other specific inputs, such as transfers and the cost of running public education campaigns. The other inputs are costed as a proportion to salaries, broken down into specific items based on a weighting calculated from the respective ministries’ existing budgets. For a more detailed explanation of these assumptions, see Annexure B.


22

Section 3 Cost of implementing the

CPWA

3.1 Introduction

The costing outcomes of the CPWA Costing Model and the CPWA Capital Model are best viewed in the models themselves. This section presents summaries of the key outcomes for the three costing scenarios (see section 1.2.6 above) used to cost the implementation of the CPWA.

The following table shows the overall estimated cost of implementing the CPWA according to the three scenarios.

Table 15: Overall cost of implementing the CPWA and funding gap


i. The Fixed Scenario estimates the annual operational cost of implementing the CPWA at M1.4 billion. This means that in 2012/13 the funding gap was 98 per cent. In other words, government’s 2012/13 level of expenditure was only sufficient to provide two per cent of what is required. It needs to be noted that this scenario provides an upper boundary to the cost of fully implementing the CPWA. This costing outcome should therefore be viewed as the vision the Government of Lesotho is working towards achieving over the next twenty years.

ii. Scenario 1 estimates the annual operational cost of implementing the CPWA at M40 million. This means that in 2012/13 the funding gap was 31 per cent. An additional M12.5 million per year is required to implement the service norms and standards envisaged by the CPWA while maintaining the current level of service provision. As noted above, this scenario provides an initial target for the respective ministries to work towards over the next two years, namely to ensure that the services they do deliver comply with the norms and standards envisaged by the CPWA and to fill any service gaps that exist.

iii. Scenario 2 estimates the cost of increasing the capacity of the relevant ministries to serve ten times the number of children they are currently serving. It estimates the cost of doing so at M195 million. This means that in 2012/13 the funding gap was 85 per cent. To close the gap would require an additional M167 million. This would mean increasing spending from 0.32 per cent to 2.31 per cent of the Government’s total budget. This is an achievable five-year target within the context of the Government’s budget and MTEF.





Funding Gap 1 389 329 518 12 461 052 167 085 685







SECTION 3 COST OF IMPLEMENTING THE CPWA

23

iv. The total setup costs range from M46 million to M1.46 billion depending on the scenario. The primary cost driver is the cost of providing social workers and other officials with the vehicles they require to perform their duties. This cost is probably the greatest financial obstacle to the effective implementation of the CPWA. However, see the discussion in section 3.2.3 below as to how this obstacle could possibly be overcome.

v. The operational setup costs cover the development of regulations, guidelines and forms, as well as setup training. It is estimated that these activities would cost between M8.4 million and M14.5 million depending on the scenario. Both of these amounts are relatively modest compared to the overall setup costs, and well within the Government’s capacity to fund.

3.2 Setup costs of implementing the CPWA

The setup costs of implementing the CPWA fall into four categories:

Operational setup costs. These cover the development of regulations, guidelines and forms, as well as setup training. These expenditures are necessary to put the processes and procedures to implement the CPWA in place, and to ensure officials are familiar with their new responsibilities in terms of the Act.

Setup capital costs on furniture. The implementation of the CPWA will require the respective ministries to expand their service delivery capacity by appointing additional staff. These new staff will need to be provided with office furniture and equipment to enable them to function effectively.

Setup capital costs on vehicles. Most of the services envisaged by the CPWA require staff to travel to communities. Therefore officials require access to vehicles to perform their duties.

Setup capital costs on buildings. The CPWA identifies places of safety, remand homes, probation hostels and designated schools as institutions required to provide services to different groups of children. These costs are discussed in section 3.4.

3.2.1 Operational setup costs by activity

The following table shows the operational setup costs by activity for each of the scenarios:

Table 16: Operational setup costs by activity

These operational costs cover the development of regulations, guidelines and forms, as well as setup training. These respective costs are shown separately by activity in the following two tables.


Operational setup cost by activity Fixed scenario Scenario 1 Scenario 2



Children in need of care and protection 6 556 508 564 193 1 172 435












24

Table 17: Operational setup costs for developing regulations, guidelines, etc. by activity

The costs in the above table are the same across the three scenarios because the cost of developing regulations, guidelines, etc. is not linked to levels of service delivery. The relatively high cost for the prevention and early intervention programmes covers the cost of developing seven national programmes and piloting five of them.

Table 18: Operational setup costs for initial training to implement the CPWA by activity

The high cost of initial training for staff working with children in need of care and protection is driven by the very high potential demand for services, and hence the high number of staff required to provide those services.

3.2.2 Setup capital costs – furniture and equipment

The following table sets out the cost of providing office furniture and equipment for the head offices and district offices and staff in the respective ministries:

Table 19: Setup capital costs – furniture and equipment by ministry


Setup cost of developing regulations, guidelines, etc Fixed scenario Scenario 1 Scenario 2

Register of Vulnerable Children 96 750 96 750 96 750


Children in need of care and protection 406 500 406 500 406 500








Diversion and Restorative Justice Processes 951 000 951 000 951 000


Total 7 216 560 7 216 560 7 216 560


Cost of setup training by activity Fixed scenario Scenario 1 Scenario 2


Prevention and early intervention programmes 540 660 540 660 540 660

Children in need of care and protection 6 150 008 157 693 765 935




Oversight of Residential Institutions 202 748 180 220 202 748



Diversion and Restorative Justice Processes 90 311 90 298 90 298


Total 7 321 638 1 194 146 1 869 971


Setup capital costs - furniture and equipment Fixed scenario Scenario 1 Scenario 2


Ministry of Justice - probation unit 1 428 444 243 419 904 020

Judiciary 2 573 087 351 964 1 166 179

CGPU 2 089 142 374 989 651 476

Total 96 875 059 2 647 492 13 349 060

No. of officials requiring office furniture and equipment 8 677 226 1 186


25

The cost for each scenario is directly related to the total number of staff required to deliver the quantity of services envisaged in that scenario. Note that certain categories of staff are assumed not to require office furniture and equipment, e.g. drivers.

3.2.3 Setup capital costs – vehicles

The cost of providing social workers and other officials with the vehicles they require to perform their duties is probably the greatest financial obstacle to the effective implementation of the CPWA. However, if the CPWA is to be implemented effectively, officials need to be able to get into communities to visit households, search for parents, settle disputes around estates, train Village Child Justice Committees, facilitate restorative justice processes, etc.

In Lesotho the preferred mode of transport for government officials is a Toyota Hilux 4X4 bakkie. This is understandable given the rough terrain, especially in the highland areas. However, it does mean that providing vehicles in sufficient numbers is unaffordable.

Against this background, the team was introduced to the Riders for Health in Thaba Tseka who transport medical samples from outlying clinics to the testing labs on motorbikes. This raised a thought: What would it cost to provide a large number of social workers, auxiliary social workers10, probation officers and other officials with motorbikes so that they can get out into communities?

This question requires serious consideration, given that one can buy about 35 motorbikes for the price of one bakkie.

The following two tables compare the cost of providing bakkies and motorbikes to staff in different ratios.

Table 20: Option A: Setup capital costs – vehicles: only bakkies

In Table 15 the cost of vehicles is slightly higher than shown in Table 20 because in Table 15 it is assumed that, in addition to providing one vehicle for every three staff members, 50 per cent of staff will be allocated motorbikes. The difference between the two tables reflects the cost of providing the motorbikes. This highlights that over 96 per cent of the cost of vehicles shown in Table 15 is for bakkies, and the remaining 4 per cent covers the cost of motorbikes for 50 per cent of the staff requiring access to a vehicle.

Motorbikes are not suitable in all circumstances – for instance, when children need to be transported to a place of safety. Therefore Scenario B still includes bakkies, but the ratio of staff to bakkies is greatly reduced.

10 In 2011 UNICEF procured ten motorbikes for the auxiliary social welfare officers in the Ministry of Social Development. Somewhat

strangely, none of the government officials interviewed for this project mentioned this.





Judiciary 34 037 043 4 156 466 15 110 031

CGPU 27 815 810 4 755 453 8 475 020

Total 1 301 516 496 33 881 058 177 848 341

Assumptions:




Number of 4X4 bakk ies 2 892 75 395

Number of motorbikes - - -


26

Table 21: Option B: Setup capital costs – vehicles: mostly motorbikes

Comparing the above two tables shows that there are clear cost savings in providing more staff with motorbikes and fewer with bakkies. The Scenario 1 and Scenario 2 costs in Option B (Table 21) are within the bounds of what the Government can realistically afford, and would ensure that all officials who require access to a vehicle in order to carry out their duties in relation to implementing the CPWA would have access to a vehicle.

Further advantages associated with using motorbikes include a substantial reduction in travel operating costs, a very significant reduction in the number of drivers who need to be employed, and a reduction in travel time for staff. Obviously, there are safety risks associated with staff using motorbikes, which makes it essential to ensure that proper safety-gear is provided and used, that riders are trained and subject to regular competency tests.

3.3 Annual operational cost of the services envisaged by the CPWA

The annual operational cost of implementing the different services envisaged by the CPWA is set out in the following table.

Table 22: Annual operational cost of services by activity

The following table presents these same costs by ministry.





Judiciary 12 671 113 1 546 940 5 625 010

CGPU 10 348 743 1 774 636 3 154 506

Total 484 186 950 12 624 319 66 182 504

Assumptions:




Number of 4X4 bakk ies 868 23 119

Number of motorbikes 7 811 205 1 069


Annual operational costs by activity Fixed scenario Scenario 1 Scenario 2



Children in need of care and protection 1 146 739 078 14 614 311 126 974 856

Places of safety 157 324 944 120 150 13 456 800

Fostering and adoption 12 424 033 890 553 2 766 515





Preliminary enquiries 12 268 549 22 528 6 919 193



Total 1 417 692 353 40 823 887 195 448 520


27

Table 23: Annual operational cost of services by ministry

In the Fixed Scenario, 93 per cent of the annual cost of delivering CPWA-related services to children is located within the Ministry of Social Development. By contrast, in Scenario 1 the Ministry of Social Development accounts for 59 per cent of costs. Taking into consideration that Scenario 1 is based on 2013 service levels, the above table highlights the following:

iii. There are substantially more children in need of care and protection than children in conflict with the law. The resource requirements of the Ministry of Social Development therefore far outstrip all other ministries.

iv. The resource gap between what the Ministry of Social Development requires in Scenario 1 versus Scenario 2 and the Fixed Scenario is greater than for all the other ministries. This indicates that the Ministry of Social Development is currently more underfunded than other ministries, i.e. the relative funding shortfall for the Ministry of Social Development in relation to its service delivery responsibilities is greater than for all other ministries, though the other ministries may be also facing significant resource constraints currently.

The above two points confirm that current service provision is strongly oriented towards combatting crime as opposed to addressing the needs of vulnerable children, which corroborates one of the key conclusions from the expenditure review in section 2.

3.3.1 Personnel costs and requirements

The CPWA Costing Model focuses on estimating the number of personnel required to deliver the services envisaged by the CPWA, given that they are the primary cost driver.

Note on full-time equivalent staff

Activity-based costing aims to calculate the number of full-time equivalent staff based on the time required to carry out the specified activities, i.e. it is assumed that the staff work full-time on the specified activities and do not have other responsibilities. Consequently, the estimated number of full-time equivalent staff is not intended to correlate with existing organisational structures, administrative districts or regions. So for instance, there are 12 CGPU officers (one per policing district) who are assumed to spend 60 per cent of their time on CPWA activities, so the full time equivalent number shown in the costing is seven CGPU district officers.

The following table gives a breakdown of full-time equivalent staff costs by activity, while Table 25 gives a breakdown of the full-time equivalent staff in the different personnel categories required by each ministry to implement the CPWA.


Annual operational costs by Ministry Fixed scenario Scenario 1 Scenario 2


Ministry of Justice - central administration 135 165 45 055 67 583


Ministry of Police 21 599 664 5 981 594 7 972 858

Judiciary - magistrates courts 14 336 951 1 512 933 4 624 047

Judiciary - Master of the High Court 42 054 991 6 825 078 21 920 394

Total 1 417 692 353 40 823 887 195 448 520

Relative share of annual operational costs

Ministry of Social Development 93% 59% 78%

Ministry of Justice - central administration 0% 0% 0%

Ministry of Justice - probation unit 1% 6% 5%

Ministry of Police 2% 15% 4%

Judiciary - magistrates courts 1% 4% 2%

Judiciary - Master of the High Court 3% 17% 11%

Total 100% 100% 100%


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Note that in both tables, these costs and staff numbers are not additional to existing staff – they incorporate existing staff currently providing CPWA-related services.

Table 24: Cost of personnel by activity

Table 25: Categories of personnel required to implement the CPWA


Total personnel costs by activitty Fixed scenario Scenario 1 Scenario 2



Children in need of care and protection 638 517 504 8 243 666 70 974 729


Fostering and adoption 1 049 568 397 812 677 136



Oversight of Residential Institutions 813 490 834 440 837 821


Preliminary enquiries 10 094 529 - 5 679 653



Total 690 611 587 19 515 619 97 567 282

Personnel numbers

Summary of personnel by Ministry Fixed scenario Scenario 1 Scenario 2

Ministry of Social DevelopmentManagement 68 5 11

Senior social workers 332 9 43

Social workers 2 581 47 301

Auxilary social workers 5 151 82 590

Finance official 2 2 2

Administrative assistants 6 4 5

Drivers 2 709 36 296

Ministry of Justice - probation unitDirector: Probation services 1 1 1

Deputy Director: Children's Diversion Services 1 1 1

Probation officer 105 10 60


Ministry of PoliceHead of the CGPU (full time) 1 1 1

Assistant Head of CGPU (full time) 3 3 3

Administrative Assistants 2 2 2

CGPU District Officer 7 7 7

CGPU assistant officer 7 7 7

Police officers - for doing social welfare related work 165 11 36

Judiciary - Children's CourtsMagistrate 44 3 12

Prosecutor 6 2 5

Clerk of the Court 11 2 3

Court Intermediary 38 2 8

Court Manager 19 1 4

Judiciary - Master of the High CourtMaster of the High Court 4 1 2

Deputy Master of the High Court 19 3 10

Assistant of the High Court 112 16 57

Admin assistants 45 6 23

Total 11 444 264 1 493


29

The greatest need for additional personnel is within the Ministry of Social Development. This reflects the findings of other research – that there are a very large number of vulnerable children requiring care and protection. It also poses an enormous challenge to the human resource development strategy of the sector: are enough auxiliary social workers and social workers being trained to meet the need? Is the training appropriately structured with sufficient focus on the services of envisaged by the CPWA? Is the Ministry giving priority to employing more social workers and auxiliary social workers?

3.3.2 Cost of on-going training

To ensure service delivery norms and standards are maintained and implemented, as well as to induct new staff properly, the CPWA Costing Model costs the provision of on-going training.

Table 26: Total cost of on-going training by activity

In the different scenarios the cost of providing this on-going training represents a very small percentage of the overall costing of the CPWA – around 0.6 per cent in the Fixed Scenario and 2.2 per cent in Scenario 1. However, it is very important for the Government to allocate sufficient funding to on-going training to ensure consistent implementation of the CPWA services across the country and compliance with the relevant service norms and standards.

3.3.3 Cost of subventions to places of safety

The CPWA Capital Model calculates that it costs M2.54 million per year to run a place of safety with 75 children. This correlates with the budgets of the two places of safety in Maseru visited by the team, namely Beautiful Gate and Maseru Children’s Village.

To keep a child in a place of safety therefore costs M2 822 per month. This means that the current subvention of M100 per child per month that the Ministry of Social Development pays to designated places of safety only covers 3.5 per cent of the actual cost. Indeed, the subvention only


Cost of ongoing training by activity Fixed scenario Scenario 1 Scenario 2

Prevention and early intervention programmes

e. Ongoing training on early intervention programmes 518 133 518 133 518 133

Children in need of care and protection

g. Ongoing training on care and protection processes 6 150 008 157 693 765 935

Fostering and adoption

i. Ongoing training on fostering and adoption processes 67 583 45 055 45 055

Master of the High Court

h. Ongoing training on Master's responsibilities with respect to children135 165 22 528 67 583

Children's Court - social welfare and civil cases

f. Ongoing training on Children's Court processes 112 638 22 528 45 055

Oversight of Residential Institutions

e. Training of staff of institutions 22 528 22 528 22 528

f. Ongoing training of unit staff 22 528 22 528 22 528

Role of police in respect of the CPWA

e. Ongoing training of police on CPWA 135 165 22 528 45 055

Preliminary enquiries

f. Ongoing training of preliminary enquiry role-players 22 528 22 528 22 528

Diversion and Restorative Justice Processes

f. Training of Village Child Justice Committees 991 210 - 743 408

g. Ongoing training of probation officers 22 528 22 528 22 528

Children's Courts - Children in conflict with the law

f. Ongoing training of children's court role-players 22 528 22 528 22 528

Total 8 222 538 901 100 2 342 860

Ongoing training as a % of total operational costs 0.58% 2.21% 1.20%


30

covers about a third of what it is estimated to cost to feed a child in a place of safety per month (taking into account own food production by the place of safety).

This is no problem for a place of safety that can raise the balance of the required funds from donors. There is a very serious problem when it can’t, because it means that there is only M3.33 per child per day, which is simply not enough to meet even children’s most basic needs – food, water and warmth. This raises a number of issues:

iv. The value of the subvention is woefully inadequate and the Government needs to prioritise increasing it significantly (see below).

v. The Ministry of Social Development needs to consider targeting the subvention to those places of safety that do not have access to adequate donor funding so as to ensure greater funding equity between the existing places of safety.

vi. The Ministry of Social Development needs to consider if it is in the best interests of children to allocate the subvention to an increasing number of places of safety, or if it should increase the subvention to a limited number of places of safety. If the latter strategy is followed, the Ministry:

will need to close down those places of safety that cannot demonstrate that they have the funds to provide an acceptable level of care for children,

will need to ensure the measures set out in the CPWA to regulate the placement of children in places of safety are activated and enforced, and

will need to appoint more social workers dedicated to working on reunification, family foster care, fostering and adoptions so as to limit the length of time children stay in places of safety11.

The following table shows the cost of increasing the subvention from M100, to M300, to M1 400 to M2 800 per child per month. The Fixed Scenario estimates the number of places required at 25 per cent of the vulnerable children entering the child protection system, with each child only remaining for six months in the place of safety before they are either reunified with their families, placed in family care, fostered or adopted. Scenarios 1 and 2 reflect the current number of places in the 29 places of safety that the Ministry of Social Development has designated for 201412.

Table 27: The cost of increasing the subvention for places of safety

Scenario 1 shows that to pay the subvention of M100 per child per month for the 1 872 places in the 29 designated places of safety will cost M2.246 million. This is a significant increase on the M1.012 million the Ministry budgeted for subventions in 2012/13 (see Table 4). If the subvention were increased to cover the M300 per child per month required for food, the Ministry would have to increase its budget to M6.74 million to cover the 1 872 places in designated places of safety.

To cover the full cost of M2 800 per child per month would require M62.9 million to cover the existing places of safety, and M157 million would be required to cover the estimated 4 682 places that are required in the Fixed Scenario. This highlights the extent of the cost savings Government

11 This would be in line with the Foster Care and Adoption Policy of Lesotho, 7 August 2012. 12 See Government Gazette Volume 59 Number 15, Legal Notice 18 of 2014 dated 7 March 2014.


Summary of costs Fixed scenario Scenario 1 Scenario 2

Number of places in places of safety 4 682 1 872 1 872

M100 per child per month - level in 2014 5 618 748 2 246 400 2 246 400

M300 per child per month - enough to cover child's food 16 856 244 6 739 200 6 739 200

M1400 per child per month - half the cost of keeping a child in a place of safety 78 662 472 31 449 600 31 449 600

M2800 per child per month - full cost of keeping a child in a place of safety 157 324 944 62 899 200 62 899 200


31

can realise through the Ministry of Social Development prioritising family support services, reunification, family foster care, fostering and adoptions – as required by the CPWA.

3.4 Cost of facilities envisaged by the CPWA

The CPWA Capital Model is set up to calculate the cost of building the different kinds of facilities mentioned in the CPWA, as well as the annual operational cost of running them13. The following table summarises these costs by facility.

Table 28: Building and operational costs of facilities mentioned in the CPWA

Note that the CPWA Capital Model allows for the size of facilities to be varied. So, for instance, the size of a place of safety can be reduced to 30 places, in which case the total startup cost would be M6.3 million and the annual operational costs would be M1.35 million. The cost per child per month would be M3 754, which is substantially higher than for a place of safety with 75 places, due to a loss of economies of scale.

The above information would serve as an input into any process designed to determine if there is a need for the Government to construct any of the facilities mentioned by the CPWA. Another crucial piece of information in such a decision process would be the actual demand for places in such facilities. In this regard, the following needs to be taken into account:

iv. Appointing social workers to manage processes to reunite children with their families, place them in foster care and facilitate adoptions would reduce the demand for places in places of safety. From the perspective of the best interests of children, all these arrangements are preferable to children spending extended periods of time in institutional care. These options also cost significantly less than the M2 823 per month it takes to support a child in a place of safety.

v. The CPWA emphasises restorative justice-type solutions for children in conflict with the law, with detention as a last resort. Government should therefore give preference to funding restorative justice-type interventions rather than building new facilities. If this route is followed, this should limit the demand for places in remand homes, probation hostels and juvenile detention facilities.

vi. The 2013 data on the number of children in correctional services facilities does not suggest that the existing demand for detention facilities is significant. Places in the existing JTC facility could be better utilised by ensuring that remand periods are minimised, and ensuring that only boys who need to be detained are held in the facility.

vii. There is a need for a separate detention facility for girls, but the size of the facility needs to be carefully considered. In 2010 there were only nine girls being held in detention in the JTC. It is estimated that in 2013 the number of girls held in detention in the Maseru Woman’s

13 Note that designated schools are not included in the list since the number of children likely to be sent to such schools is negligible.

Maloti

Place of Safety Remand Home Probation Hostel Male Female Permanent Prefab

Number of places in facility 75 40 40 80 30

Total start up costs 12 021 020 7 626 802 8 708 632 15 345 540 7 387 024 3 486 741 397 450

Start up equipment 481 450 331 700 331 700 660 800 288 200 41 700 28 200

Infrastructure 10 289 570 6 495 102 7 576 932 13 434 740 6 298 824 3 445 041 369 250

Vehicles 1 250 000 800 000 800 000 1 250 000 800 000 - -

Total annual operational costs 2 540 553 1 524 654 2 161 564 2 927 537 1 414 819 n/a n/a

Personnel 1 364 962 858 528 1 412 640 1 645 834 821 506 n/a n/a

Goods and services 1 175 591 666 126 748 924 1 281 703 593 314 n/a n/a

Cost per child per month 2 823 3 176 4 503 3 050 3 930

Children's CourtJuvenile Detention Facility


32

Prison is between four and ten. Given these small numbers, it may be more cost-effective to consider building a separate girls’ dormitory attached to the JTC.

SECTION 4 PHASED IMPLEMENTATION PLAN FOR THE CPWA

33

Section 4 Phased implementation

plan for the CPWA

4.1 Introduction

A stated priority of government is probably not a priority

unless it is funded in the budget.

The implementation of the CPWA is a long term initiative. This costing project as a whole provides clear pointers regarding where the demand for services lies and the cost of developing appropriate programmatic responses. As indicated, the Fixed Scenario provides a 20-year vision, Scenario 2 outlines the cost of a tenfold increase in the number of children served, while Scenario 1 sets out the cost of maintaining current levels of service delivery but ensuring that the services comply with the norms and standards and processes envisaged by the CPWA. However, there are clearly things that need to be done first, and others second. In this regard, the National Multisectoral Child Protection Strategy provides important guidance.

4.2 Links to the National Multisectoral Child Protection Strategy

While this costing project was underway, another team was working on developing a National Multisectoral Child Protection Strategy - 2014/15 – 2018/19. The outcomes of this process provide the overall vision and strategy for protecting children in Lesotho. The phased implementation plan for the CPWA is only one component of this broader strategy, and therefore needs to be properly aligned with its Vision, Goal and Strategic objectives. These are set out in the text box below.

National Multisectoral Child Protection Strategy 2014/15 – 2018/19

Vision

Children in Lesotho live in an environment free from abuse, violence, exploitation and neglect, within supportive family settings, so that they have their rights fulfilled and their full potential realised.

Goal

By 2019, provide a comprehensive coordinated system that prevents and responds to abuse, violence, exploitation and neglect of children and protects children in contact with the law.

Strategic objectives

Strategic objective 1: By 2019, all social sector strategies developed by government and civil society will express clear, accountable and measurable commitments to protecting all children in Lesotho from abuse, violence, exploitation and neglect. The same commitments will be a central element of leadership demonstrations from traditional and faith-based representative bodies.

Strategic objective 2: By 2019, effective mechanisms at community council, district and national level will deliver coordinated planning, delivery and monitoring of child protection actions in Lesotho.

Strategic objective 3: By 2019, there will be increased national coverage and quality of services that strengthen family and community capacity to protect children, prevent child abuse, exploitation violence and neglect, and provide a timely and accountable response to child protection violations.

Source: National Multisectoral Child Protection Strategy - 2014/15 – 2018/19


34

Many of the activities proposed for the National Multisectoral Child Protection Strategy involve creating an environment that will facilitate effective implementation of the CPWA, including strong leadership and oversight, proper co-ordination and accountability. Then there are various specific activities to strengthen the systems required to implement the CPWA, including:

2.2 By 2019, establish a functional child protection Information Management System within the Ministry of Social Development.

2.3 By 2019, ensure that all key stakeholders involved in the child protection workforce have enhanced capacities, through establishment of core competencies and standard performance indicators.

3.1 By 2019, strengthen family strengthening interventions for families where children are at risk of child protection violations in at least five districts.

3.2 By 2019, implement the alternative care components of the CPWA of 2011 to scale up support for children without adequate parental care.

3.3 By 2019, design, pilot and scale up a child protection reporting and case management process.

3.4 By 2019, establish a national restorative justice process with community-based diversion and rehabilitation implemented in at least half of all community councils.

Against the backdrop of these activities, as well as the information gathered during the course of the costing project and insights gained from building the costing models, the costing team proposed a list of 22 implementation priorities for the CPWA. These were discussed with the Reference Group and then circulated to all stakeholders for comment. Finally the project team developed the CPWA Implementation Prioritisation Tool to assist with prioritising the 22 activities.

4.2.1 Prioritising the implementation activities

The CPWA Implementation Prioritisation Tool is designed to facilitate structured thinking around priorities, focussing on balancing the social urgency for certain services against services that add value to an individual child’s life. By asking users to rank the value or impact of a particular activity against a set of five weighted criteria, the matrix calculates an index score that is used to rank the different activities in order of priority.

The following table provides the outcome of this exercise.


35

Table 29: Priority ranking of activities for implementing the CPWA

Note that the activities from 23 onwards were not ranked. These relate to purchasing furniture/equipment and building various facilities.

4.2.2 Evaluating the practicality of implementation priorities

Simply because a proposed activity is a priority does not mean it will be practical to implement. This varies for each activity, taking into consideration ease of implementation and demand for funding. Similarly, certain lower-ranked priorities might be far easier to implement and require less funding.

To evaluate the “practicality” of the 22 implementation priorities, the following tool was developed.

Choose Weight 25% 25% 20% 10% 20%

The combined weights are less than 100% Catalytic value FoundationalPreventative

ImpactScale of impact Level of harm

Give each activity a rank for each category

between 1 and 10 using the descriptions as a

guide

To what extent will

this activity spark

the start of other

activities

Does this activity lay

the foundation for

others, or is it

dependent on other

activities being

completed first?

To what extent does

completing this

activity help prevent

harm to children?

How many children

are affected by this

activity?

How significant is

the harm to children

that this activity is

intended to

address?

10 Very catalytic A very important

foundation

High impact - very

preventative

Large numbers of

children

Significant harm

5 Somewhat catalytic A moderately

important

foundation

Low preventative

impact - but

prevents further

decline

Medium level of

harm

1 Is not catalytic This is not

foundational

No preventative

impact - this is a

purely reactive

activity

Few children Low level of harm

Score Rank Actions that can be taken to implement the CPWA

7.7 1 Development of regulations, forms, SOPs and guidelines 9 9 7 8 5

6.95 4 Training of social workers: prevention and early intervention 7 6 10 7 5

6.65 7 Training of social workers: case management 8 9 2 6 7

5.15 14 Training of social workers: alternative care and permanency 7 6 2 5 5

4.1 15 Training of social workers: children in contact with the law. 5 5 2 4 4

6.4 10 Training of police officers on the CPWA and dealing with children 7 7 5 7 6

3.05 18Training of probation officers, prosecutors and magistrates on the

CPWA4 3 2 3 3

1.65 22 Training of child care workers in places of safety 1 2 2 1 2

7.05 3 Setup child protection case management system 8 9 4 6 7

7.15 2 Setup five early intervention programmes 7 6 10 9 5

6.05 11 Take on the funding responsibility of the national child helpline 6 5 4 9 8

6.6 8Put in place systems to ensure Children's Courts make placement

orders7 7 7 3 7

6.9 5Appoint a social worker per district to do assessments for

permanency arrangements8 6 8 4 7

2.8 19 Increase subventions to places of safety to 50% of cost per child 2 0 1 3 9

2.55 20 Establish central authority for adoptions 3 2 2 1 4

5.3 13Appoint two additional social workers to the adoptions unit to work

on fostering6 4 6 4 6

5.95 12Appoint one legal officer per district to work on children's matters

in the Office of the Master of the High Court6 5 7 6 6

6.45 9Establish unit to register and exercise oversight of residential

institutions7 8 6 7 4

Children in conflict with the law

2.5 21 Establish the preliminary enquiries process 2 2 6 1 1

4 16 Develop formal standard diversion programmes 3 3 6 1 6

6.85 6 Provide training to Village Child Justice Committees 6 7 8 6 7

3.6 17 Appoint one probation officer in each district 3 3 5 1 5

Furniture, computers and vehicles

0.8 23 Buy furntiture and other office equipement for staff 0 0 0 8 0

0.7 24 Buy computers/laptops for staff 0 0 0 7 0

0.6 25 Buy vehicles for use by social workers 0 0 0 6 0

0.5 26 Buy vehicles for use by probation officers 0 0 0 5 0

Buildings

0.1 30 Build additional places of saftey 0 0 0 1 0

0.3 28 Build a remand home 0 0 0 3 0

0.2 29 Build a probation hostel 0 0 0 2 0

0.4 27 Build children's courts 0 0 0 4 0

Additional Priorities

0 31 Additional Priority 1 0 0 0 0 0


36

Table 30: Tool to assess the practicality of the proposed implementation activities

Note that in the above table the activities are listed in the order of priority determined using the priority ranking established through use of the CPWA Implementation Prioritisation Tool.

The intention of the colouring is that the results of the tool should be evaluated in the same way as those of a traffic light:

Green = Go Amber = Wait, slow down, think – is it feasible? Red = Stop, watch, wait – re-evaluate it against other priorities

Obviously, if Government allocates funding for a specific activity, then the implications of this practicality assessment fall away. It is really only relevant where the activities have to be funded from a limited pool of common funds, which is often the case. In such circumstances, the Government or ministry would consider doing those things where it can realise a number of quick wins, i.e. the green priorities.

4.2.3 Costed implementation priorities

Drawing on the information in the CPWA Costing Model, the cost of implementing each of the identified priority activities was either calculated or taken from the costing model directly. The sheet “Impl Budget” in the CPWA Costing Model gives the detailed assumptions that were used in this regard.

Choose Weight 40% 60%

Ease of implementationExtent of funding

requirement

Give each activity a rank for each category between 1 and 10

using the descriptions as a guideHow easy is it to

implement this activity?

What is the likely extent of

the funding requirements

for this activity?

10 easily implemented low funding requirement

5moderately difficult to

implement

moderate funding

requirement

1 difficult to implement high funding requirement

Practicality Priority Actions that can be taken to implement the CPWA

7.4 1 Development of regulations, forms, SOPs and guidelines 8 7

5.4 2 Setup five early intervention programmes 6 5

6.2 3 Setup child protection case management system 5 7

7.8 4 Training of social workers: prevention and early intervention 9 7

4

5 Appoint a social worker per district to do assessments for permanency

arrangements 4 4

6.4 6 Provide training to Village Child Justice Committees 7 6

7.8 7 Training of social workers: case management 9 7

8.8 8 Put in place systems to ensure Children's Courts make placement orders 7 10

3.6 9 Establish unit to register and exercise oversight of residential institutions 3 4

7 10 Training of police officers on the CPWA and dealing with children 7 7

7.6 11 Take on the funding responsibility of the national child helpline 10 6

4

12 Appoint one legal officer per district to work on children's matters in the

Office of the Master of the High Court 4 4

5.6 13 Appoint two additional social workers to the adoptions unit to work on 5 6

7.8 14 Training of social workers: alternative care and permanency 9 7

7.8 15 Training of social workers: children in contact with the law. 9 7

5.8 16 Develop formal standard diversion programmes 7 5

4.4 17 Appoint one probation officer in each district 5 4

7.8 18 Training of probation officers, prosecutors and magistrates on the CPWA 9 7

4.6 19 Increase subventions to places of safety to 50% of cost per child 10 1

9.6 20 Establish central authority for adoptions 9 10

7.4 21 Establish the preliminary enquiries process 5 9

7 22 Training of child care workers in places of safety 7 7

First fill in the

priority worksheet

and then complete

this one.


37

Table 31: Costed Implementation priorities for the CPWA for 2015/16 to 2017/18

The activities for which there is a funding requirement in the first year only are “once off” and do not have recurrent funding implications.

Given limited capacity to implement, the respective ministries may consider phasing this implementation plan over a longer period. This may be a necessity, given the limited availability of additional funding. In such circumstances it would be advisable to identify implementation priorities with reference to the practicality tool discussed above.

4.3 Phased implementation plan

In the CPWA Costing Model there is space for the user to define a three-year Implementation Plan for 2015/16 to 2017/18 according to what funds are likely to be made available, and according to the priorities of the different ministries.

Currently, this Implementation Plan is set up to progressively increase the quantity of services provided – effectively providing a roll-out plan to get from Scenario 1 to Scenario 2. The following table shows the overall cost of this proposed roll-out, differentiating between setup costs and operational costs.
















1 259 113 1 339 696 1 428 116









2 246 400 4 492 800 6 739 200






38

Table 32: Overall cost of the Implementation Plan 2015/16 to 2017/18

In 2015/16 the main emphasis is on the operational setup costs required to put the CPWA systems, processes and guidelines in place and on the initial training of staff. The first year also provides for the cost of buying vehicles so that staff can do their work.

The annual operating cost also increases relative to the 2012/13 budget as more staff are appointed and services expanded. In 2016/17 the setup cost funds are for the development of further early intervention programmes and training, furniture and vehicles for new staff.

The following table gives a more detailed breakdown of the Implementation Plan’s operational setup costs by activity.

Table 33: Implementation Plan operational setup costs by activity

The emphasis of the operational setup costs is on the development and piloting of programmes for prevention and early intervention, the establishment of the unit in the Ministry of Social Development to exercise oversight of residential institutions, and the development of structured diversion programmes.

The CPWA Costing Model provides a lot more detail regarding the proposed priorities and costs for the Implementation Plan.


2015/16 2016/17 2017/18

Total annual operating cost 68 159 258 97 266 812 130 134 274


Funding Gap 39 796 423 68 903 977 101 771 439


Total setup costs 70 054 066 25 366 052 24 201 023



Setup capital cost - vehicles 58 373 984 21 812 464 21 563 223

Setup capital cost - buildings no funds provided


Operational setup cost by activity 2015/16 2016/17 2017/18

Registration of Vulnerable Children 119 670 - -

Prevention and early intervention programmes 1 773 250 1 593 762 671 487

Children in need of care and protection 681 388 176 162 186 716


Fostering and adoption 629 512 - -


Children's Court - social welfare and civil cases 446 695 - -

Oversight of Residential Institutions 1 559 146 201 328 213 389

Role of police in respect of the CPWA 150 381 - -

Preliminary enquiries 247 137 - -

Diversion and Restorative Justice Processes 1 076 406 - -

Children's Courts - Children in conflict with the law 422 906 - -


SECTION 5 THE WAY FORWARD

39

Section 5 The way forward

As already noted, the implementation of the CPWA is a long term initiative. It is going to require committed and sustained leadership from the Minister of Social Development and the Minister of Justice and Correctional Service, as well as all other role-players in the child protection sector.

It is envisaged that this costing of the implementation of the CPWA will provide useful information that the respective ministries will use in the development of their strategic plans, budgets and implementation plans going forward.

More importantly, the CPWA Costing Model and CPWA Capital Model are tools that the ministries can use on an on-going basis to generate current costings of different aspects of the CPWA implementation process. These models can be used to explore whether or not there are more cost-effective ways of delivering certain services or performing certain activities. For instance, the example of enabling staff to use motorbikes might point to an innovative and cost-effective approach of overcoming the perennial transport problem in the sector.


40

References

Government Gazette Volume 59 Number 15, Legal Notice 18 of 2014 dated 7 March 2014.

Grant Agreement for Grant Number LSO-H-MoFD, which is found under SSF HIV (Consolidation of Round 7 and Round 9 HIV grants). http://www.gfcu.org.ls/documents/default.php accessed on 24 May 2014.

IMF, Kingdom of Lesotho Country Report No. 13/294, September 2013. Available at http://www.imf.org/external/pubs/ft/scr/2013/cr13294.pdf accessed on 17 May 2014.

Lesotho 2009 Demographic and Health Survey

Ministry of Finance and Development Planning, 2009. Bureau of Statistics: 2006 Lesotho Population and Housing Census, Government of Lesotho, Maseru.

Ministry of Health and Social Welfare, 2006. Policy on Orphans and Vulnerable Children, Government of Lesotho, Maseru

Ministry of Social Development, 2012. Foster Care and Adoption Policy of Lesotho, Government of Lesotho, Maseru.

Ministry of Social Development, 2012. Situation Analysis of Orphans and Other Vulnerable Children in Lesotho 2011, Government of Lesotho, Maseru.

Public Eye – No anticipated pay hike for civil servants. http://publiceye.co.ls/?p=2045 accessed 7 March 2014.

UNICEF and Department of Social Welfare, 2006. Guidelines and Standards: Residential Care for Vulnerable and Youth. UNICEF Lesotho, Maseru.

UNICEF Lesotho (2011) Report on Child Poverty in Lesotho, 2011. Summary report.

Legislation

The Anti-Trafficking of Persons Act of 2011

The Children’s Protection and Welfare Act of 2011

The Sexual Offences Act of 2003

Budget documents

Judiciary budget ending 31 March 2013

Ministry of Health budget ending 31 March 2012



Ministry of Police budget ending 31 March 2012

Ministry of Social Development budget ending 31 March 2013

Unpublished material

Child and Gender Protection Unit – Lesotho Mounted Police Service: Cases handled 1 January 2010 – 31 December 2010

Child and Gender Protection Unit – Lesotho Mounted Police Service: Cases handled 1 January 2011 – 31 December 2011

Draft CPWA Children’s Court Rules

Draft CWPA Regulation Templates

http://www.gfcu.org.ls/documents/default.php

http://www.imf.org/external/pubs/ft/scr/2013/cr13294.pdf

http://publiceye.co.ls/?p=2045

REFERENCES

41

Draft Children’s Protection and Welfare Regulations of 2013

Lesotho Beautiful Gate Demand Inputs – Study based on cases handled between June and December 2013

Long, S. Summary of findings from the mapping and assessment of Lesotho’s child protection system: draft report for validation and for prioritisation of strategic actions. Draft document dated 17 February 2014

Ministry of Social Development, National Multisectoral Child Protection Strategy 2014/5 – 2018/9 – Plan of action 2014/5 – 2016/7. Draft document dated May 2014


42

Annexure A – Costing methodology and

model

A.1 Introduction

The costing methodology used in this project can be called activity-based implementation costing. This method of costing seeks to establish the annual resources costs of implementing a given policy (such as the CPWA) using agreed approaches to delivering the envisaged services.

This approach to costing does not compare different policies in order to give a view as to which one will benefit society most, as a cost-benefit analysis or cost-effectiveness analysis does.

The training-participative approach to this project sought to ensure that the ministries responsible for implementing the different components of the CPWA were directly involved in the costing process. The aims of this approach were to:

ensure that specific local information about systems, practices and ‘ways of doing things’ are built into the project deliverables;

develop capacity within ministries to understand and use the costing models and other project outputs in the future management of the implementation of the CPWA; and

ensure officials and ministries take ownership of the project outputs, and therefore are committed to their actual implementation.

To give effect to this approach:

i. Me’ Malebona Takalimane, Senior Legal Officer in the Ministry of Justice and Correctional Services, and Me’ Mantsenki Mphalane, Director of Child Protection Services in the Ministry of Social Development, were appointed as supervisors of the project.

ii. A Reference Group consisting of senior officials and representatives of key stakeholders was established to provide guidance and input to the project. The members of the Reference Group are listed in Annexure C.

iii. A three-day training workshop on costing and budgeting was held at the outset of the project for members of the Reference Group and other interested parties. The purpose of this workshop was to introduce officials to the costing methodology to be applied so as to enable them to participate on an informed basis in the subsequent interviews and workshops.

iv. The consulting team interviewed all the members of the Reference Group, as well as additional officials and stakeholders (see Annexure E). The team also held working sessions with Maseru Children’s Home and the management of the Child Helpline to explore the structure of the budgets for these institutions in detail.

v. Four workshops were held with the Reference Group. Prior to each workshop, the relevant information was shared with members. These were very productive sessions and played an important role in shaping the CPWA costing models and implementation plans.

vi. Earlier drafts of this report were circulated for comment to allow the Reference Group to provide feedback.

ANNEXEURE A

43

Did the training-participative approach to the project work?

From the perspective of the project team, the level and quality of participation improved markedly following the training workshop. Participants volunteered information to the project based on their better understanding of the costing methodology.

Probably the most encouraging sign of success was that at least two people indicated that they were using the Excel training models as templates for developing budgets for their organisations.

However, it is too early to say whether certain of the aims have been achieved – it will only be evident in two or three years’ time whether officials have taken ownership of the project outputs and have used them as tools in planning the further roll-out of services envisaged by the CPWA.

A.2 Research methodology

Different research approaches were used in this project, largely determined by the different elements of the project. The main approaches Cornerstone Economic Research used include –

i. Structured interviews: These were used to gather information directly from the different stakeholders responsible for the oversight and/or management of different sections of the CPWA. Questionnaires were developed before commencing any field work. These were used to structure conversations and interviews with officials from the relevant stakeholder Ministries and NGOs who are involved in the provision of services to children. The aim was to ensure that the interviews are effective information gathering processes.

ii. Budget review and analysis: The aim was to determine a baseline for government spending on the provision of services covered by the Act. We reviewed the budget and expenditures of the relevant Ministries for the 2011/12 and 2012/13 financial years with a view to assessing current funding streams for the services covered by the CPWA. The information from this analysis fed into the development of costing norms and standards for services to children, in establishing a baseline for developing implementation plans and providing the baseline for calculating the funding gap relative to the costing outcomes.

iii. Mapping processes required by the Act: The aim was to create a set of process maps of the services covered by the CPWA as a basis for developing implementation plans and the costing model. During the interviews with key officials, they were asked to describe the processes they follow and that the Act requires them to follow. This information was consolidated into a set of process flow maps that were presented to stakeholders for discussion and confirmation. These maps are presented in the Excel file CPWA Process Maps, one of the outputs of this project.

iv. Scenario planning and building (option analysis): An Excel costing model was developed that enables a variety of analyses. Scenarios based on different levels of demand or different norms of service are possible. This enables analysing the cost and cost-effectiveness of different options for providing the different services envisaged by the Act.

v. Expert analysis: Throughout the project the Reference Group set up to provide guidance to the costing process was consulted on the development of the process maps, the costing models and the implementation scenarios.


44

A.3 Costing method: mostly activity-based costing

Two Excel costing models were developed to cost the CPWA. The CPWA Costing Model is structured to calculate the setup and operational costs of providing the services envisaged by the CPWA. The CPWA Capital Model calculates the cost of building and running the different types of institutions named in the Act. Both models use a variety of activity-based costing approaches to calculate implementation costs.

At its simplest, activity-based costing calculates the cost of a specific service as follows:

Cost of Service = Quantity x Inputn x Pricen

Where:

Quantity = The demand for the service, i.e. the quantity of the service that must be produced or supplied within a specific time period (usually a year).

Inputn = The amount of the various inputs required to deliver one unit of the service in question.

Pricen = The prices of the inputs, calibrated to the amounts required to produce one unit of the service in question.

While the logic of this formula underpins the costing calculations in both models, the actual structure of the models and the calculations are complicated by:

• the structure of services, particularly the fact that clients ostensibly requiring the same service are provided with very different services depending on their individual circumstances – for instance, the extent or intensity of the service may differ, which means that a range of sub-services need to be costed;

• the wide range of activities and sub-activities involved in the delivery of specific services and sub-services; and

• the diversity of personnel and other inputs required to deliver the services and sub-services.

The CPWA Costing Model uses activity-based costing in relation to staff inputs and selected other inputs such as transport, transfers, consulting time and training. The inputs costed using activity-based costing account for between 75 and 90 per cent of the cost of the different services.

To simplify the costing process, the remaining non-personnel inputs are costed according to a fixed ratio to the staff costs. The logic is that these inputs are used by officials to deliver services, and the greater the responsibilities of an official (as reflected by their salary) the more of these ‘other inputs’ they would require to perform their duties (for more detail, see Annexure B).

The CPWA Capital Model estimates the capital costs of the different types of institutions based on the amount of space they require and their equipment and furniture requirements. The annual operational costs of the institutions are calculated based on their proposed personnel establishments and other operational inputs, which in most instances are linked to the number of places (children) in the institution. The detailed assumptions are set out in Annexure B.

A.4 Structure of the costing model

The following two figures show the structure of the CPWA Costing Model and the CPWA Capital Model.

ANNEXEURE A

45

Figure A1: Structure of the CPWA Costing Model

FigureA2: Structure of the CPWA Capital Model

13. Capital

1. Register

6. Master

5. F & Ad

4. Places of Safety

3. C Need

2. Early Int

7. Ccourt SW

8. Inst O

12. Ccourt CL

11. Diversion

10. Prelim

9. Police16. Bud Sum Pol

15. Bud Sum SD

14. Bud Sum J

17. Bud Sum MoHC

18. Bud Sum Jud

19. Bud Sum CS

Sum Cost

Sum Personnel Cost

Sum Personnel

Sum Training

Impl Budget

Gen Assumptions

Costing Sheets Results Sheets

Setup & Op Costs Places of Safety

Setup & Op Costs Children’s Court

Juvenile Detention Facility - Females

Juvenile Detention Facility – Males

Probation Hostel

Remand Home

Places of Safety

Capex R Inst

Opex R Inst

Operational Norms Residential

Institutions

Infrastructure Norms Residential

Institutions

Costing Sheets Results SheetsAssumptions Sheets


46

Annexure B – Norms and standards for

costing the services described in the CPWA

B.1 Introduction

A critical input into the costing of legislation and policies are norms and standards. These are the foundation on which any costing is built. Norms and standards are also valuable to government and other stakeholders for two main reasons:

They describe the quantity and quality of a good or service. Norms are typically quantitative measures or descriptions of services. An example of a norm is the maximum number of children per caregiver in a place of safety. Standards are typically more qualitative or descriptive in nature. They describe a standard that must be adhered to. An example of a standard is that all caregivers who work in places of safety must have the relevant qualifications or training in providing care. The standard is the level of training or competence of the caregivers.

They provide a measure of service delivery. This allows government and the public to assess whether service delivery is meeting the agreed levels as defined in the norms and standards or not. They also provide a benchmark against which the ministries and NGOs can measure their own performance: are they complying with the agreed/prescribed norms and standards?

In budgeting and costing, norms provide an objective description of the nature of the service or good that needs to be provided. This gives a clear understanding of what is being costed. Norms and standards allow planners and budget staff to work out exactly how many inputs are required to produce the required number of outputs at the required level of quality. Therefore norms and standards are implicit to all budgets, whether specified explicitly or not.

Norms and standards are found in a variety of places: international instruments, legislation (but more often regulations), statements of policy, strategic plans, service delivery protocols, SOPs and in practice. The team reviewed a wide range of documents, interviewed service delivery managers and staff, and visited various institutions to gather information on norms and standards relating to the implementation of the CPWA. The process maps and the norms and standards were also discussed with the Reference Group in three workshops.

Among the documents reviewed were the draft CPWA regulations and the associated forms. These were useful for purposes of mapping the processes involved in providing various services, particularly placing a child in a place of safety, the administration of property of children by the Master of the High Court, fosterage and adoption, and restorative justice processes.

Most of the norms and standards used in this costing project are self-explanatory. Where some explanation is deemed necessary, this is provided in the sections that follow.

B.2 Setting assumptions and norms and standards in the model

For each area of service or institution covered in the costing, a set of norms and standards were captured. The following sections show extracts from the relevant sheets in the CPWA Costing Model and the CPWA Capital Model.

In the CPWA Costing Model, the costing sheets are structured as follows:

ANNEXEURE B

47

All assumptions and norms and standards are located under the “Input and process assumptions” heading. The detailed costing outputs of each activity are presented under the “Costing of activities” heading. The costing is estimated over three costing scenarios and a three-year implementation plan.

The model is colour-coded with the rules as shown below.

It is important that users follow the rules as stated above. If the cells showing the results of calculations are altered, then the model will not function correctly.

Salary levels are set using the drop down menus in all the sheets, as shown below.

Except for the salary levels, all assumptions can be changed in each year of the costing scenarios and each year of the implementation plan.

In some sheets there are general assumptions that apply to the ratio between staff members. The example shown below is taken from the sheet costing Children in need of care and protection (3. C Need)

The model uses the assumptions in the sheet to estimate the number of social workers required, and the rest of the staffing structure will be estimated using the ratios between staff shown above.

X Name of sheetCosting scenarios Implementation plan

Summary of costs Fixed scenario Scenario 1 Scenario 2 2015/16 2016/17 2017/18

Set-up costs

Operational costs

Input and process assumptionsDemand assumptions

General Assumptions

Set-up activities

Operational activities

Costing of activitiesSet-up activities


Drop down list and user can select appropriate salay scale

Result of a calculation. User must not change numbers in these cells

No-Travel Drop down list that is used to indicate if there is travel related to the activity

Variable that the user can change. Cells are formatted as whole numbers or per cent or

as a drop down list

Costing scenarios

Fixed

scenarioScenario 1 Scenario 2

Project manager J-Middle 221 448 221 448 221 448

District project supervisors F-Middle 93 108 93 108 93 108

Temporary Social Workers D-Middle 44 748 44 748 44 748

Costing scenarios

Fixed


General Assumptions

Social work staffing structure

No. of senior social workers to social work managers 5 5 5

No. of social workers to senior social workers 8 8 8

No. of auxilary social workers to social workers 2 2 2


48

B.3 General assumptions

The model has a set of general assumptions that are used in all the sheets. These are shown in the “GenAssumptions” sheet. The main categories of general assumptions are:

i. Financial assumptions

These cover inflation and salary increases for purposes of costing the implementation scenarios.

ii. Goods and services expenditure as % of salaries

The CPWA costing model does not cost all inputs in detail. It focusses on calculating the required number and cost of staff, travel costs, training and certain other specific inputs, such as transfers and the cost of running public education campaigns. These items are costed explicitly (separately) and make up between 75 and 90 per cent of the overall cost outcomes for the different services. The remaining 10-25 per cent consists of input costs associated with a large number of smaller operational and capital inputs. The operational inputs are allocated in a fixed ratio of 25 per cent to the calculated staff costs. The capital inputs (for furniture, repairs and maintenance) are allocated in a fixed ratio of 5 per cent to staff costs.

These pro-rata allocations for operational inputs are further broken down into the five most frequently-used cost categories based on ratios calculated using the relevant ministries’ 2012/13 expenditure information. These assumptions are shown below.

iii. Cost of consultants and training providers

The daily rates of consultants and training providers are set in the General Assumptions so that all costing sheets can draw on them.

iv. Work day assumptions

To work out how many staff are required to perform a particular activity or set of activities, one needs to know how much work time each staff member has available. So it is assumed that there are 215 work days per year, of which 10 per cent are not core working days due to meetings, training, sick leave, etc. These variables can be changed as shown below.

Costing scenarios

Goods and services expenditure as % of salaries Fixed scenario Scenario 1 Scenario 2

Operational expenses as a per cent of total salary

costs - where not specified elsewhere25% 25% 25%

Annual capital expenditure as a per cent of total salary

costs - where not specified elsewhere5% 5% 5%

Social workers - additional inputsAllowances 0.75% 0.75% 0.75%

Subsistence local 11.38% 11.38% 11.38%

Communications 13.20% 13.20% 13.20%

Printing and stationary 10.15% 10.15% 10.15%

Purchases 12.39% 12.39% 12.39%

Other 2.58% 2.58% 2.58%

Magistrates, Prosecutors and Probation Officers - additional inputsAllowances 3.19% 3.19% 3.19%

Subsistence local 4.46% 4.46% 4.46%

Communications 2.51% 2.51% 2.51%

Printing and stationary 0.98% 0.98% 0.98%

Purchases 3.79% 3.79% 3.79%

Other 0.63% 0.63% 0.63%

ANNEXEURE B

49

v. Travel cost assumptions

For many services and activities, the cost and time of travel is an important variable. In the costing sheets next to the activity descriptions, there are cells shaded in green where the user can choose if the activity requires “Travel” or “No Travel”.

For the activities where “Travel” is chosen, the time of travel is added to the time required for the activity. If the activity requires a social worker to travel, then the time of a driver is also added. In the sheets with the option to choose between “Travel/No Travel”, the user can also specify what proportion of travel is done in a 4x4 bakkie or a motorbike, which has a significant impact on costs.

The following general assumptions apply to the costing of travel.

vi. Training assumptions

The general assumptions contain a detailed costing of training courses, on which the following total costs per course are based. The courses are assumed to be for 30 participants.

Nearly all the costing sheets provide for both setup training and ongoing training of staff and other stakeholders. The costing of training is driven by the number of training events, the number of people to be trained and the length of the training course.

Costing scenarios


Work days per annum 215

Non core work days per annum 10%

Core work days per annum 193 193 193

Costing scenarios

e. Social welfare management of care and protection cases Fixed scenario Scenario 1 Scenario 2

Time in hours required per event/meeting for the following:

Communication/interviews with families and chiefs Travel 4 4 4

Preparation of assessment reports No-Travel 3 3 3

Rehabilitation and reunification work with families Travel 4 4 4

Costing scenarios

Travel cost assumptions - international (excl. South Africa) Fixed scenario Scenario 1 Scenario 2

International Flight 25 000 25 000 25 000

Accommodation abroad per night (visiting MOU countries) 3 200 3 200 3 200

Daily Per Diem while travelling abroad 850 850 850

Travel cost assumptions - local

National oversight responsibility - km per month 2 500 2 500 2 500

General district normal travel - km per month 1 000 1 000 1 000

Ave distance travelled per event/meeting 60 60 60

Travel cost assumptions - cost per km

Ave cost of district travel - vehicle 3.9 3.9 3.9

Ave cost of district travel - motorbike 0.6 0.6 0.6

Travel time assumptions - per km minutes

Average district travel time per trip - vehicle 108.0 108.0 108.0

Average district travel time per trip - motorbike 68.0 68.0 68.0

Training assumptions Costing scenarios

Total cost per course Fixed scenario Scenario 1 Scenario 2

One day training course 1 22 528 22 528 22 528

Two day training course 2 56 355 56 343 56 343

Cost of additional days (stay over) 1 33 956 33 956 33 956


50

B.4 Setup activities and costs

Near the top of each of the costing sheets in the CPWA Costing Model are a group of setup activities related to the service being costed in that sheet. There are small variations in the setup activities, but their general content is very similar to the picture below.

The main focus of these setup activities is to put in place the necessary forms, standard operating procedures, etc., and to provide for initial training of the officials and stakeholders involved in providing the services.

Furthermore, the sheet “12.Capital” estimates the cost of providing the staff with equipment, office furniture and vehicles. This sheet allocates equipment, furniture and vehicles to staff as follows:

Costing scenarios

g. Ongoing training on care and protection processes Fixed scenario Scenario 1 Scenario 2

No. of times a year officials are trained 1 1 1

No. of social work officials to be trained 7 673 81 679

No. of partner NGO workers to be trained 100 100 100

No. of training courses required 30 per course 259 6 26

Length in days of course required 1 1 1

Costing scenarios

Set-up activities Fixed scenario Scenario 1 Scenario 2

a. Develop relevant forms and registers 3 4 5

Time in months required to develop forms and registers 2 2 2

Level of consultant required to develop forms and registers Consultant Level 1 7 000 7 000 7 000

b. Set-up training on CPWA

No. of Magistrates to be trained 5 5 5

No. of Prosecutors to be trained 12 12 12

No. of training courses required 30 per course 0.57 0.57 0.57

No. of days training required 1 1 1

Costing scenarios


a. Office Equipment for head office and district offices Price Number

Back Up Hard Drive 1 500 1 1 1

Printer 900 3 3 3

Fax Machine 1 500 1 1 1

Camera 6 500 1 1 1

Video Camera 4 500 1 1 1

Filing Cabinet 2 400 2 2 2

b. Computers and furniture per official

Telephone 250 1 1 1

Laptop 6 000 1 1 1

Filing Cabinet 2 400 1 1 1

Office Desk 1 650 1 1 1

Office Chair 850 1 1 1

c. Vehicles for officials



Cost of vehicles 4X4 bakk ies 450 000 450 000 450 000

Motorbikes 12 000 12 000 12 000

ANNEXEURE B

51

B.5 Social welfare processes and services

B.5.1 Registration of orphans and vulnerable children

The sheet “1. Register” deals with the registration of orphans and vulnerable children.

Section 9 of the CPWA reads:

Right of orphaned and vulnerable children to registration

9. (1) Orphaned and vulnerable children shall have a right to registration

(2) The Department responsible for registration of births and deaths shall

maintain and administer a systematic and comprehensive data in relation to all

groups of orphaned and vulnerable children.

(3) Bureau of Statistics shall have access to data in relation to all groups of

orphaned and vulnerable children.

The project team interpreted this section as requiring the Ministry of Home Affairs to establish a register of orphaned and vulnerable children. We could get very little information on the intention of this section, so we proceeded to build a costing for the establishment and running of such a register as a module within the general population register. Then, at one of the workshops, one of the drafters of the Act indicated that the intention of the section was simply to emphasise that orphaned and vulnerable children have a right to birth registration – given the bad practice among Home Affairs officials to deny them the right to registration because of the absence of their parents.

Rather than removing the sheet completely, it was decided to simply zero out the costs and leave a small amount in to allow for the development of a module for orphans in the general population register and to train Home Affairs officials.

Costing scenarios

Fixed



Existing number of orphaned children Covered in the civil register

No. of newly orphaned children per year Covered in the civil register

No. of children declared vulnerable per year Part of 3. C Need


d. Management of register

National manager of register (per cent of time required) 0% 0% 0%

Salary level of National Manager J-Middle 221 448 221 448 221 448

Annual external evaluation of register 3 4 5

Time in months spent evaluating register 0.00 0.00 0.00

Level of consultant required to evaluate register Consultant Level 3 3 500 3 500 3 500


52

B.5.2 Prevention and early intervention programmes

The sheet “2. Early Int” costs social welfare prevention and early intervention programmes.

There is an obvious need for a range of prevention and early intervention programmes that address issues that impact on children. However, there is no obvious variable that drives the demand for these programmes. In practice, the Ministry of Social Development will need to decide how much it is willing to spend on such work.

There is general agreement that spending on prevention and early intervention work can be very cost-effective, as it prevents harm being done to children. Remedying any form of harm is generally very costly. The costing provides for:

the establishment of a prevention and early intervention unit in the Ministry of Social Development, with one social worker and two auxiliary social workers appointed in each district to manage the delivery of programmes.

the Ministry of Social Development to contract NGOs to deliver specific nation-wide and district-wide programmes.

the commissioning of an external expert to annually evaluate the programmes so as to ensure they are achieving the desired outcomes.

Costing scenarios



None - this service is supply based


c. Management and delivery of early intervention programmes

Full time staff

National Manager - early intervention: head office 1 1 1

No. of social workers - early intervention: head office 2 2 2

No. social workers - early intervention - districts 9 9 9

No. of auxiliary social workers - early intervention - districts 18 18 18

Number of social workers and auxiliary social workers per driver 5 5 5

Salary Levels

National Manager - early intervention: head office J-Middle 221 448 221 448 221 448

Social workers - early intervention: head office F-Middle 93 108 93 108 93 108

Social workers - early intervention - districts F-Middle 93 108 93 108 93 108

Auxiliary social workers - early intervention - districts D-Middle 44 748 44 748 44 748

Drivers D-Middle 44 748 44 748 44 748

Annual external evaluation of programmes 3 4 5

Time in days spent evaluating programmes 15 15 15

Level of consultant required to evaluate programmes Consultant Level 3 3 500 3 500 3 500

d. Contracting NGOs to provide early intervention programmes

Number of national coverage programmes to be funded 5 5 5

Number of district coverage programmes to be funded 10 10 10

Average cost of national coverage programmes 400000 400000 400000

Average cost of district coverage programmes 50000 50000 50000

e. Ongoing training on early intervention programmes

No. of programmes for which training is required 7 7 7

No. of times a year officials are trained (per programme) 2 2 2

No. of social work officials to be trained (per programme) 29 29 29

No. of partner NGO workers to be trained (per programme) 20 20 20



ANNEXEURE B

53

B.5.3 Children in need of care and protection

The sheet “3. C Need” costs activities related to children in need of care and protection. The demand variables for children in need of care and protection are as follows:

Information on the demand variables is based on the following sources and assumptions:

No. of children who are victims of sexual offences, including abduction:

The 10 000 shown in the Fixed Scenario comes from the Ministry of Social Development (2012) Situational Analysis of Orphans and Other Vulnerable Children in Lesotho 2011.

The 468 shown in Scenario 1 is the actual number the CGPU reported for 2011.

No. of children who are victims of other forms of physical abuse and neglect:

The 58 717 in the Fixed Scenario is based on a recent study quoted by the Lesotho Child Protection System Mapping and Assessment, showing that 6.8 per cent of girls and boys indicated via self-reports that they have been victims of violence.


No. of children who are abandoned:

The 2 160 in the Fixed Scenario is based on the assumption that the 2011-figure reported by the CGPU reflects only 5 per cent of the actual number.


No. of children who are in need of care and protection for other reasons:

The 4 040 in the Fixed Scenario is based on the assumption that the 2012 number of referrals reported by Child Helpline reflects only 5 per cent of the actual need.

The 202 in Scenario 1 is the actual number of cases that Child Helpline referred to the Ministry of Social Development in 2012.

The remaining demand variables are based on assumptions that were developed in discussion with the Reference Group. Demand variables on this sheet drive demand in other sheets.

Costing scenarios



No. of children who are victims of sexual offences, including abduction 10000 468 4680

No. of children who are victims of other froms of physical abuse and neglect 58717 23 230

No. of children who are abandoned 2160 108 1080

No. of children who are in need of care and protection for other reasons 4040 202 2020

No. of reported care and protection cases 74917 801 8010

% of cases requiring removal of child to a place of safety 25% 25% 25%

No. of children removed to fostering or places of safety 18729 200 2003

% of cases requiring medical attention 75% 75% 75%

No. of children taken for medical attention 56187 601 6008

% of cases leading to a Children's Court enquiry regarding care and protection 50% 100% 100%

No. of case taken to a Children's Court enquiry regarding care and protection 37458 801 8010

% of cases requiring rehabilitation and reunification 90% 90% 90%

No. of cases provided with rehabilitation and reunification 67425 721 7209

Light services (two meetings) 20% 20% 20%

Medium services (six meetings) 60% 60% 60%

Intensive services (twelve meetings) 20% 20% 20%


54

The child care and protection activities that were costed are shown below:

Costing scenarios


Input and process assumptionsGeneral Assumptions

Social work staffing structure

No. of senior social workers to social work managers 5 5 5


No. of auxiliary social workers to social workers 2 2 2

Salary level of social work staff

Social work managers H-Middle 145 428 145 428 145 428

Senior social workers G-Middle 122 244 122 244 122 244

Social workers F-Middle 93 108 93 108 93 108

Auxiliary social workers D-Middle 44 748 44 748 44 748

Drivers D-Middle 44 748 44 748 44 748

Travel

Proportion of travel done in a 4X4 bakkie 80% 80% 80%

Proportion of travel done on a motorbike 20% 20% 20%


d. National child helpline

Helpline manager (full time) 1 1 1

No. of helpline counsellors (full time) 8 8 8

No. of social workers: call follow-up (full time) 6 6 6

No. of social workers: awareness (full time) 1 1 1

Number of counsellors and social workers per driver 10 10 10

Salary Levels

Helpline manager I-Middle 190 944 190 944 190 944

Counsellors D-Middle 44 748 44 748 44 748

Social Workers F-Middle 93 108 93 108 93 108

Drivers D-Middle 44 748 44 748 44 748

Telephony - per month sponsored 0 0 0

Transport - per month 5000 5000 5000

e. Social welfare management of care and protection cases

Co-ordination meetings with other roleplayers

Social worker hours per meeting Travel 3 3 3

Number of meetings per year 12 12 12

Time in hours required per event/meeting for the following:

Responding to calls for intervention Travel 4 4 4

Children in need of medical care Travel 2 2 2

Temporary placement of children Travel 2 2 2

Communication/interviews with families and chiefs Travel 4 4 4

Preparation of assessment reports No-Travel 3 3 3

Rehabilitation and reunification work with families Travel 4 4 4

f. Social Workers Role in Children's Court the direct court costs are shown under 7. CCourt SW

Time in hours spent preparing and appearing for:

Initial placement orders Travel 1 1 1

Two-year review of placement orders Travel 1 1 1

Enquiries regarding the care and protection of children Travel 1 1 1

g. Ongoing training on care and protection processes

No. of times a year officials are trained 1 1 1

No. of social work officials to be trained 8 086 104 903




ANNEXEURE B

55

B.5.4 Places of safety

The sheet “4. P of Safety” costs subventions are paid to registered places of safety.

The demand for places in places of safety in the Fixed Scenario is based on the assumption that 25 per cent of children in need of care and protection need to be placed in foster care or a place of safety. This amounts to 18 729 each year. It is further assumed that 50 per cent are placed in foster care and the remainder go to places of safety. If the average length of stay is six months, then the required number of places (beds) in places of safety is 4 682. The Ministry of Social Development designated the places of safety listed above for 2014.14 They have 1 872 places.

As regards the subvention: M2 800 per month reflects the current operational cost of fully funding a child in a place of safety. M100 per month is the current value of the subvention that the Ministry

14 Legal Notice 18 of 2014

Costing scenarios

Fixed



Average number of months a child remains in a place of safety 6 6 6

% of children placed in foster care rather than places of safety 50% 0% 20%

Demand for foster care places input to 5. F&Ad 4 682 - 200

Demand for places in places of safety based on children in need of care 4 682 100 801

Total no. of places in existing places of safety 1 872 1 872 1 872

Amitofo Care Centre 200 200 200

Andrew Blais Orphanage Home 70 70 70

Beautiful Dream Society 20 20 20

Beautiful Gate 75 75 75

Centre for Impacting Lives 20 20 20

Centre for the Poor and Less Priveleged 67 67 67

Gods Love Centre 50 50 50

Good Shepherd Sister's Centre for Teenage Mothers 30 30 30

Kananelo Centre for the Deaf 80 80 80

Lesotho Child Counselling Unit 30 30 30

Lesotho Girl Guides Association 30 30 30

Mants'Ase Oprhanage 50 50 50

Maseru's Children Village 40 40 40

Matholeng Safe House 25 25 25

Ministry of Hope Lesotho (Phelisanong) 60 60 60

Mohloli oa Bophelo 60 60 60

Morapedi Disabled Centre 80 80 80

Pulane Children's Centre 90 90 90

Rachel's Place 40 40 40

Semonkong Childrens Centre 80 80 80

SOS Children's Village 220 220 220

St Angela Cheshire Home 60 60 60

St Bernadette Centre for the Blind 60 60 60

St Camillus Ohrphans and Vulnerable Day Car and Fostering Centre 30 30 30

St Cecilia Orphanage 30 30 30

St Paul 100 100 100

Thuso e tsoa Kae Handicapped Centre 100 100 100

Touching Tiny Lives 25 25 25

Trust for Africa 50 50 50


d. Government subventions for places of safety

The management of subventions is costed under Oversight of Residential Institutions

Subvention per place in a place of safety - per month 2800 100 1400

e. Actual cost of running places of safety Calculated separately for each place of safety and summarised on Sum Inst OC

f. Ongoing training on guidelines Costed under Oversight of Residential Institutions


56

of Social Development pays to registered places of safety. M1 400 per month would be a half-subsidy

B.5.5 Fostering and adoption

The sheet “5.F&Ad” costs the fostering and adoption activities.

ANNEXEURE B

57

Currently the Ministry of Social Development does not have any processes in place to manage foster care placement, hence the number of fosterings in Scenario 1 is zero. Generally, families make use of informal kinship care arrangements. The demand for fostering in the Fixed Scenario is based on 60 per cent of orphaned children and 50 per cent of children in need of care and

Costing scenarios

Fixed



No. of local parents applying for fostering/adoptions 6999 24 968

No. of foster care placements 5942 0 660

No. of domestic adoptions per year 420 22 220

No. of international adoptions per year 420 19 190

Total number of adoptions per year 840 41 410

No. of international adoptions treaties


c. Central Authority for Adoptions

Members of Central Authority (number of)

Social Development Official 1 1 1

Lawyer 1 1 1

Doctor 1 1 1

An adult who was adopted as a child 1 1 1

Independent Social Worker 1 1 1

Stipend per person per meeting 1000 1000 1000

Number of meetings per year 4 4 4

d. Adoptions Unit

Manager (Director): adoptions unit 1 1 1

Social Workers: adoptions unit (minimum number) 1 1 1

Social Workers: adoptions and central authority (demand dependent) 9 2 5

No. of social workers per administrative assistant 3 3 3

Maximum number of adoptions per social worker per year 96 24 96

Salary Levels

Director G-Middle 122 244 122 244 122 244

Social Workers F-Middle 93 108 93 108 93 108

Administrative assistants C-Middle 29 784 29 784 29 784

e. Assessment of new foster and adoptive parents (domestic adoptions)

Applications and social worker assessments normal workload

Training of foster and adoptive parents

No. of foster and adoptive parents to be trained 6999 24 968


No. of training courses required 234 2 33


Number of training sessions 2 2 2

Review and approval by oversight committee normal workload adoptions unit

f. Assessment of children for adoption

Police search for parents normal workload of CGPU

Social workers assessment costed under 3. C Need

Review and approval by oversight committee normal workload adoptions unit

g. Matching, order and placement normal workload adoptions unit

Adoption order by High Court normal workload adoptions unit

Placement processes and follow ups normal workload adoptions unit

h. Maintaining MoU's with foreign countries

No. of trips in year 2 2 2

No. of nights accommodation (in addition to that provided by foreign country) 5 5 5

No of delegates that travel 2 2 2

Days per trip 12 12 12

i. Ongoing training on fostering and adoption processes

No. of social work officials to be trained 18 5 5

No. of ordinary members of public trained 35 35 35





58

protection who would otherwise have been placed in a place of safety. This represents a massive growth in a service that currently does not exist.

The numbers of domestic and international adoptions shown in Scenario 1 reflect the actual number in 2013 as reported by the adoptions unit in the Ministry of Social Development. The demand for adoptions shown in the Fixed Scenario is based on 40 per cent of orphaned children split equally between domestic and international adoptions. Ideally, domestic adoptions should represent a higher proportion, but given the very high levels of poverty in Lesotho it is likely that international adoptions will remain high.

B.5.6 Children’s Court – social welfare processes

There are two sheets in the model for the Children’s Court. The first sheet costs court cases related to social welfare processes. This is sheet “7. CCourt SW”.

The number of initial placement orders in the Fixed Scenario and Scenario 1 is based on 25 per cent of the number of children in need of care and protection.

The number of enquiries regarding the care and protection of children in the Fixed Scenario is based on 50 per cent of the overall number of children in need of protection. In Scenario 1 this number is based on 100 per cent of the children in need of care and protection.

The number of civil cases is, in both instances, based on the number of similar cases seen by two Children’s Court magistrates in Maseru in 2013/14, multiplied by five.

Costing scenarios

Fixed scenarioScenario 1 Scenario 2


No. of initial placement orders 18729 200 2003

% of placements that last longer than two years 10% 10% 10%

No. of two-year placements that must be reviewed 1873 20 200

No. of enquiries regarding the care and protection of children 37458 801 8010

No. of civil cases regarding parentage, custody and access 250 250 250

No. of civil cases regarding maintenance 870 870 870

General Assumptions

Structure of Court

No. of clerks of the court for every magistrates 0.25 0.25 0.25

No. of court intermediaries for every magistrate 1 1 1

No of court managers for every magistrate 0.5 0.5 0.5


c. Making and reviewing orders in respect of children in need of care and protection

Court time in hours required for:

Initial placement orders - 48 hours 1 1 1

Review of two-year placement orders 1 1 1

Enquiries regarding the care and protection of children 1 1 1

Prosecutors involved in cases No No No

If 'Yes', how much additional time does prosecutor require for preparation 2 2 2

d. Civil cases regarding parentage, custody and access

Court time in hours for cases 2 2 2

Prosecutor's involved in cases No No No


e. Civil cases regarding maintenance

Court time in hours for cases 1 1 1

Prosecutor's involved in cases No No No


f. Ongoing training on Children's Court processes

No. of Children's Court staff to be trained 106 4 21

No. of other officials and partner NGO workers to be trained 17 17 17



ANNEXEURE B

59

B.5.7 Oversight of residential institutions for children

The sheet “8. Inst O” costs activities related to the oversight of residential institutions.

The Fixed Scenario demand assumptions reflect the maximum number of each type of institution that might reasonably be required if funding were not a binding constraint. Scenario 1 reflects the number of registered institutions that currently exist. The number of unregistered facilities is an estimate.

Costing scenarios

Fixed



No. of registered places of safety 78 32 32

No. of unregistered places of safety 0 41 41

No. of registered remand homes 3 0 2

No. of registered probation hostels 3 0 2

Juvenile Training Centre - girls 1 0 1

Juvenile Training Centre - boys 1 1 1

Number of institutions applying for registration during the year 10 10 10

Number of institutions closed during the year 2 2 2

General Assumptions

Children's residential institutions oversight unit

No. of senior social worker to the Manager 5 5 5


Minimum number of Social Workers 1 1 1

Finance official - subventions (minimum number of full time) 2 2 2

Number of staff members per administrative assistant 3 3 3


d. Children's residential institutions oversight unit

Registering institutions

No. of visits per applying institution 3 3 3

No. of hours per visit to applying institutions Travel 2 2 2

No. of officials per visit 2 2 2

No. of hours assessing application (desk top) per visit 5 5 5

Monitoring of institutions compliance with norms and standards

No. of visits per year per institution 2 2 2

No. of hours per inspection visit Travel 2 2 2


No. of hours completing reports (desk top) per visit 2 2 2

Managing the payment of subventions to institutions

Time taken in minutes per month by Finance Officer per institution subsidised 25 25 25

Closing of institutions

No. of visits per year per institution 6 6 6

No. of hours per visit Travel 4 4 4


No. of hours completing reports (desk top) per visit 3 3 3

e. Training of staff of institutions

No. of officials to be trained 5 5 5




f. Ongoing training of unit staff

No. of officials to be trained 5 5 5

No. of care staff to be trained 15 15 15




60

B.6 Master of the High Court

The sheet “6. Master” costs the responsibilities assigned to the Master of the High Court.

The number of deceased estates being managed by the Master of the High Court comes from Census 2006. The other assumptions linked to this figure were developed in consultation with an official from the Master’s office.

The number of new minors’ bank accounts under administration is based on 50 per cent of the children who are newly orphaned each year.

Costing scenarios

Fixed



No. of deceased estates being managed 44412 44412 44412

% of new deceased estates per year involving children where Master gets involved 40% 5% 20%

No. of new deceased estates per year involving children 17765 2221 8882

% of new estates involving grabs of minor's property per year 5% 5% 5%

No. of new estates involving grabs of minor's property per year 888 111 444

No. of minors bank accounts under administration 12500 12500 12500

No. of new bank accounts placed under administration per year 1250 1250 1250

General Assumptions

Master's Office staffing structure

No. of Deputy Masters to Master of the High Court 5 5 5

No. of Assistant Masters to Deputy Masters 6 6 6

No. of admin assistants to other staff 3 3 3


c. Training of chiefs and local councillors regarding property rights of minorsCosted as awareness programme below

No. of Chiefs to be trained 0 0 0

No. of Local Councillors to be trained 0 0 0

No. of members of general public to be trained 0 0 0



d. Administration of a deceased estates for minors

Liason with home affairs No costs involved

Maintaining register of assets of orphaned minor childrenNo costs involved

Proportion of Master's time spent maintaining register 25% 25% 25%

Assessment of estates where a parent dies and leaves minor children

No. of visits per deceased estate 1 1 1

No. of hrs of Master's time per visit No-Travel 3 3 3

Repossessing of grabbed property of minors in deceased estates

No. of visits per instance of grabbed property 1 1 1

No. of hrs of Master's time per visit Travel 12 12 12

e. Assigning guardians to estates Part of assesment of estates

f. Managing bank accounts of minors: authorising opening and transactions

No. of minutes legal officer spends authorising the opening of minors bank accounts 45 45 45

No. of minutes of legal officer spends per active account per month 10 10 10

g. Public education on estate planning

Number of national coverage programmes to be funded 2 2 2

Number of district coverage programmes to be funded 10 10 10

Average cost of national coverage programmes 400000 400000 400000

Average cost of district coverage programmes 50000 50000 50000

h. Ongoing training on Master's responsibilities with respect to children

No. of Assistant Masters of the High Court (AMHC) 132 17 66

No. of administrative assistants in the High Court to be trained 44 6 22



ANNEXEURE B

61

B.7 Child justice processes

Role of the police

The sheet “9. Police” costs the role of the police in implementing the CPWA.

Under the social welfare aspects of the CPWA, the number of children in need of care and protection is drawn from the “3. C Need” sheet. The number of police searches for missing parents is based on the number of adoptions plus 10 per cent.

Costing scenarios



Social welfare aspects of CPWA

Children in need of care 74917 801 8010

% of children in need of care cases brought directly to police 40% 40% 40%

% of cases where police make initial placement in place of safety 20% 20% 20%

No. of police searches for missing parents - adoptions 924 45 451

Child justice aspects of CPWA

Arresting children 3000 3000 3000

Formal warnings 1000 1000 1000

Collecting information for age assessments 100 100 100

Providing family and witnesses transport for preliminary enquiries 500 0 500

Providing family and witnesses transport for court cases 300 300 300

Travel

Proportion of travel done in a 4X4 bakkie 100% 100% 100%

Proportion of travel done on a motorbike 0% 0% 0%


d. CGPU - Child and Gender Protection Unit

Head office capacity

Proportion of time dealing with CPWA cases

Head of the CGPU (full time) 100% 100% 100%

Assistant of CGPU (full time) 100% 100% 100%

Number of assistant CGPU officers 3 3 3

Number of Adminitrative Assistants 2 2 2

District capacity

Proportion of time dealing with CPWA cases

CPGU District Officer 60% 60% 60%

Number of District officers (all districts) 12 12 12

CGPU assistant officer 60% 60% 60%

Number of Assistant Officers (all districts) 12 12 12

Salary Levels

Head of the CGPU 11 - 12-Top 113 544 113 544 113 544

Assistant CGPU 10-Bottom 77 964 77 964 77 964

Administrative Assistants C-Middle 29 784 29 784 29 784

CGPU District Officer F-Middle 93 108 93 108 93 108

CGPU assistant officer E-Middle 65 760 65 760 65 760

e. Ongoing training of police on CPWA

No. of officials from the police service to be trained 165 11 36



f. Estimate of police time for CPWA work

Number of hours dealing with children in need of care:

Cases brought directly to police Travel 3 3 3

Cases where police make initial placement in place of safety Travel 2 2 2

Police searches for missing parents - adoptions Travel 40 40 40

Number of hours dealing with children in conflict with the law:

Arresting children Travel 1 1 1

Formal warnings Travel 1 1 1

Collecting information for age assessments Travel 3 3 3

Providing family and witnesses transport for court cases Travel 4 4 4

Providing family and witnesses transport for preliminary enquiries Travel 4 4 4


62

Under the child justice aspects of the CPWA, the number of children arrested is estimated with reference to the number of child justice cases dealt with by two Children’s Court magistrates in Maseru in 2013/14 multiplied by ten to cover the ten policing districts in Lesotho.

B.7.1 Preliminary enquiries

The sheet “10. Prelim” costs the activities related to preliminary enquiries.

The number of preliminary enquiries required in the Fixed Scenario is based on three times the estimated number of child justice cases going to Children’s Court, which in turn is based on the number of child justice cases dealt with by two Children’s Court magistrates in Maseru in 2013/14.

Note that no preliminary enquiries are being conducted currently. Probation officers, prosecutors and magistrates interviewed for the project expressed the view that they are an unnecessary process given the informal and participatory nature of the existing Children’s Court processes. It was noted that holding such enquiries delays the finalisation of cases involving children, and is therefore not in their best interests.

Costing scenarios

Fixed



No. of preliminary enquiries 720 0 600

% of children where age assessment is required 25% 25% 25%

Number of age assessments required 180 0 150

% of children where social assessment is required 20% 10% 10%

Number of social assessments required 144 0 60

No. of children remanded from preliminary enquiry once 216 0 180

No. of children remanded from preliminary enquiry twice 72 0 60


c. Preparations for preliminary enquiries

Time in hours spent on the following activities

Age assessment by probation officer Travel 1 1 1

Social assessment by probation officer Travel 10 10 10

d. Preliminary enquiry

Time of magistrates, prosecutors, probation officers and police officers

Average length in hours of a preliminary enquiry 2 2 2

Per cent of preliminary enquiries that are:

Finalised at first sitting 60% 60% 60%

Remanded once 30% 30% 30%

Remanded twice 10% 10% 10%

e. Institutional care of children remanded from a preliminary enquiry not costed here - see remand homes

Number of nights institutional care required for each remand 14 14 14

Per cent of children remanded to a remand home 80% 80% 80%

Per cent of children remanded to the JTC 20% 20% 20%

Total number of remand home night's required in a year 4032 0 3360

Total number of JTC night's required in a year 202 0 168

Assumed number of periods in year when remand places required 4 4 4

Minimum number of places required in a remand home 72 0 60

Minimum number of places required in the JTC for remands 4 0 3

f. Ongoing training of preliminary enquiry role-players


No. of Probation officers to be trained 2 2 2


No. of Police Officers to be trained 5 5 5



ANNEXEURE B

63

B.7.2 Diversion and restorative justice processes

The sheet “11. Diversion” costs the diversions and restorative justice processes set out in the CPWA, including processes related to the Village Child Justice Committees.

It is assumed that 60 per cent of the children appearing at a preliminary enquiry are diverted to community-based restorative justice processes. The remaining demand numbers are estimates of the likely level of demand, which were developed in consultation with officials from the probation unit and officials from the Maseru Children’s Court.

Costing scenarios

Fixed



No. of children diverted to community based restorative justice processes 682 100 610

By probation officers 200 100 200

By preliminary inquiries 432 0 360

By Children's Court 50 0 50

No. of children diverted to formal diversion options 225 0 225

By probation officers 50 0 50

By preliminary inquiries 100 0 100

By Children's Court 75 0 75

No. of pre-sentence reports required by Children's court 50 50 50

General Assumptions

Head office capacity

Director: Probation services 1 1 1

% of time director spends on CPWA processes 60% 60% 60%

Deputy Director: Children's Diversion Services 1 1 1

Assistant Director: Diversion 1 1 1


District office capacity

Assistant Director: Diversion (min one per district) 10 10 10

Probation officers: children no. is calculated based on demand

Number of staff members per administrative assistant 3 3 3


d. Management of Diversion and Restorative Justice Processes: Head Office

Normal oversight function

e. Management of Diversion and Restorative Justice Processes: Districts

Time in hours to manage a community based restorative justice process Travel 4 4 4

Time in hours to manage a formal diversion programme Travel 4 4 4

Oversight of committee processes

Number of VCJC committees established in each district 12 12 12

Number committee meetings per year 4 4 4

Time in hours a probation officer spends at a VCJC meetings Travel 4 4 4

Pre-sentencing report of probation officer

Time in hours spent preparing a pre-sentencing report Travel 8 8 8

f. Training of Village Child Justice Committees

Ongoing training of committees

No. of Chiefs to be trained 120 0 90

No. of members of Village Justice Committees to be trained 1200 0 900

No. of members of general public to be trained 0 0 0



g. Ongoing training of probation officers

No. of Probation officers to be trained 25 25 25




64

B.7.3 Children’s Court – children in conflict with the law

The sheet “12. CCourt CL” costs activities related to children in conflict with the law who reach the Children’s Court.

The number and breakdown of the cases are based on information gathered from the case registers of two Children’s Court magistrates in Maseru for the period 2013/14.

Costing scenarios

Fixed



Number of Children's Court cases 240 240 240

Minor offences 150 150 150

Serious offences 60 60 60

Very serious offences 30 30 30

General Assumptions

Salary level of Children's Court staff

Magistrate I-Middle 190 944 190 944 190 944

Prosecutor F-Middle 93 108 93 108 93 108

Clerk of the Court C-Middle 29 784 29 784 29 784


c. Hearing criminal cases involving children

Time of magistrates, prosecutors and police officers

Average time in hours of Children's Court hearings

Minor offences 2 2 2

Serious offences 8 8 8

Very serious offences 40 40 40

Average time in hours a prosecutor spends preparing for court hearing 5 5 5

d. Sentencing phase costed under 11. Diversion

e. Institutional care of children remanded from a children's court hearingnot costed here - see remand homes

Number of nights institutional care required for each remand 14 14 14

Per cent of children remanded to a remand home 80% 80% 80%

Per cent of children remanded to the JTC 20% 20% 20%

Total number of remand home night's required in a year 3024 3024 3024

Total number of JTC night's required in a year 336 336 336

Assumed number of periods in year when remand places required 4 4 4

Minimum number of places required in a remand home 54 54 54

Minimum number of places required in the JTC for remands 6 6 6

f. Ongoing training of children's court role-players





ANNEXEURE B

65

B.8 Institutions envisaged by the Act

The CPWA Capital Model costs the different institutions envisaged by the CPWA, which include places of safety, remand homes and probation hostels. Although the CPWA does not mention juvenile detention facilities, based on the existence of the JTC and the views expressed that a similar facility was needed for sentenced girls, it was decided to include such facilities in the costing.

However, when considering the need to build further child justice-related facilities, it should be noted that the JTC has a capacity of 60 places and, according to Lesotho Correctional Services, there were only 75 prisoners below 18 years of age in 2013. Further, a study in 2010 recorded that only nine of the inmates of the JTC were female.

It should also be noted that, generally speaking, the security and justice sectors in all countries have a bias to filling detention facilities if they are available, whereas if they are not available they are more inclined to explore alternative restorative justice sentencing options. There is therefore a real risk of compromising the best interests of children through building more detention facilities.

The CPWA Capital Model calculates what it costs to build and equip the different institutions, and then what it costs to run the facilities – their annual operating costs.

B.8.1 Assumptions related to the building and equipping of institutions

The cost of building the different kinds of institution is based on minimum space needs, space needs per child or per staff member and space needed in proportion to the size of the institution. These space assumptions are shown below.

These space variables are then multiplied by a set of square meter building prices to calculate the cost of building the institutions.

Total equipment required per institution is estimated by setting minimum equipment needs, equipment needs per child and equipment needs per staff member. These are shown below for the different institutions.

Space assumptions for institutions

Places of

Safety

Remand

Homes

Probation

HostelsMale Female

Type of space Price/m2 Measure

Administrative Areas 10 500 Minimum 32 32 32 32 32

Guard House 7 640 Minimum 25 25 25

Workshops 7 640 Minimum 25 25 25 25 25

Dining Areas - ainimum size 9 780 m2 minimum 25 25 25 25 25

Dining Areas - additional size per child 9 780 m2 per child 1.2 1.2 1.2 1.3 1.3

Kitchen Area - minimum size 9 780 m2 minimum 25 25 25 25 25

Kitchen Area - additional size per child 9 780 m2 per child 0.3 0.3 0.3 0.5 0.5

Sleeping area for staff in residence 9 780 m2 per staff member 9 9 9 9 9

Dormitories 9 780 m2 per child 5 5 6.5 6.5 6.5

Ablution Facilities 9 780 of domitory space 7% 7% 7% 7% 7%

Indoor Play Areas 11 060 m2 per child 1.5 1.5 1.5 1.5 1.5

Laundry 11 060 Minimum 25 25 25 25 25

Sick Bays 11 060 m2 per 45 children 20 20 20 20 20

Covered Walkways 2 330 of building space 10% 10% 10% 10% 10%

Parking Areas 1 140 Minimum 18 18 18 18 18

Earthworks of construction costs 5% 5% 5% 5% 5%

Landscaping 350 of building space 200% 200% 200% 200% 200%

Perimeter Fence 1 000 total area divided by 8 8 8 8

Vehicles Price Children per unit

Pick Up Truck/SUV 350 000 150 150 150 150 150

Minivan 450 000 45 45 45 45 45

Juvenile Detention Facilities


66

B.8.2 Staffing norms for running the institutions

The following table shows the key staffing norms in order to illustrate how the staff complements of the different types of institution are developed. Note that in the CPWA Capital Model the staff requirements of each type of institution can be specified separately.

The list of staff categories on the left shows the basic staffing structure. The alternative options can be used for facilities where the category on the left side is not appropriate. For each type of institution the “Max children/Staff” and the “Salary Level” related to each category of staff can be set by the user. The number of staff and their salary levels drive salary costs. Users must set the salary level that is appropriate to the staffing requirements of each institution.

Start Up Equipment CostsPlaces of

Safety

Remand

Homes

Probation

Hostels Male Female

Type of equipment Price per unit Units for 75 children

Office Equipment

Computer 6 000

Back Up Hard Drive 1 500 1 1 1 1 1

Printer 900 1 1 1 1 1

Telephone 250 2 2 2 2 2

Fax Machine 1 500

Binding Machine(Electronic) 1 200 1 1 1 1 1

Camera 6 500

Video Camera 4 500 1 1 1 1 1

Laptop 6 000 1 1 1 1 1

Filing Cabinet 2 400 2 2 2 2 2

Office Desk 1 650 4 4 4 4 4

Office Chair 850 4 4 4 4 4

Children per unit

Kitchen equipment

Minimum Setup Costs (oven,

stoves, utensils) 75 000 75 75 75 75 75

Set up cost per child 150 1 1 1 1 1

Laundry (Machinery) 12 000 75 75 75 75 75

Accommodation/Dormitories

Linen (Packs) 250 1 1 1 1 1

Beds/Cots 1 750 1 1 1 1 1

Beds (for adults) 2 600 12 12 12 12 12

Cupboards 1 200 6 6 6 6 6

Clothing 1 700 1 1 1 1 1

Gardening equipment 7 500 75 75 75 75 75

Playground equipment 35 000 75 75 75 75 75

Juvenile Detention Facilities

Labour Costs Max children/staff Salary Level

Management Places of Safety Justice Facilities

Manager Social Worker Chief Probation Officer 75 F-Bottom

Administrative

Accountant Office Assistant 150 F-Bottom

Data Analyst Driver 0 F-Bottom

Non-Residential Care of Children

Play Therapist Social Worker Child Psychologist 30 E-Bottom

Program Manager Programme Officer 75 F-Bottom

Pre-School Teacher Teacher 30 Teacher assistant L2-Bottom

Residential Care of Children

Senior House Mother Probation Officers 75 E-Bottom

Housemothers 11 E-Bottom

Relief Housemother Chef/Nutritionist 70 C-Top

Ground staff

Gardner 150 C-Bottom

Office Cleaner 35 C-Bottom

Security Guard - 1 C-Bottom

Security Guard - 2 C-Bottom

In the model assumptions can be applied per type of institution

Alternative Options

ANNEXEURE B

67

The ratio of children to staff (max children/staff) can be set at appropriate ratios for the type of institution. The number of children per institution is set in the sheets that cost each institution. The table below shows the number of staff per institution based on the number of children per facility shown below the type of institution.

B.8.3 Operating input assumptions for running the institutions

The categories of operating costs used in the model are shown below.

Staffing needs

Juvenile Detention

Facilities

Places of safety Justice Facilities Male Female

Number of children per facility

Management 75 40 40 40 20

Manager (Social Worker) Social Worker Chief or Principal

Probation Officer 1 1 2 1 1

Administrative

Accountant and/or Office Assistant 1 1 2 1 1

Data Analyst Driver - - 1 - -

Non-Residential Care of Children

Play Therapist (Social Worker) Social Worker Child Psychologist 3 1 1 1 1

Program Manager Programme Officer 1 1 1 1 1

Pre-School Teacher Teacher 3 1 4 1 1

Residential Care of Children

Senior House Mother Probation Officers 1 1 4 1 1

Housemothers Nurse 7 4 1 4 2

Relief Housemother Chef/Nutritionist 2 1 1 1 1

Ground staff

Gardner 1 1 1 1 1

Office Cleaner 3 2 2 2 1

Security Guard - 1 - - 2 2 1

Security Guard - 2 - - 2 2 1

Total staff 23 14 24 18 13

Places of

Safety

Remand

Homes

Probation

Hostels

Operating Costs Unit Type Number of units/year Price or size of unit

Management and administration

Telephone Line rental per month Monthly charge 12 650

Files (lever arch etc) Bulk Purchase 1 900

Photostate Mach Rental Per Month Monthly charge 12 350

Printing Paper Per ream Reams 52 40

Photocopy pages per child/year 200 0.18

Stationery Monthly charge 12 750

Certificates Monthly charge 15 20

Postage per month Monthly charge 12 200

Internet Per Month Monthly charge 12 450

Training Costs Per cent of salary costs 1 3%

Food and household

Equipment replacement Per cent of value 1 6%

Household (detergents etc) per child/month 12 30

Food for Staff per staff/month 12 400

Food for Children per child/month 12 300

Crisis Food Support percent of food budget 1 10%

Clothing for children per child per year 1 1 200

Medical Costs - Basic Monthly basic 12 1 250

Medical Costs - Monthly per child/month 12 60

Preschool Toys Equipment - Basic Annual Minimum 1 1 500

Preschool Toys Equipment - Maintain per child/year 1 150

Protective Clothing per cent of salary costs 1 0.5%

Household Maintenance and Insurance cost per m2 per month 12 15

Transport

Fuel - Basic Monthly requirement 12 2 500

Fuel - operational per child/month 12 150

Vehicle Maintenance per cent of vehicle value 1 6%

Subsistence for Reunification (Travel allowance) per cent of staff food 1 2%

Vehicle Insurance per cent of vehicle value 1 3%

School Fees

Cost of Fees Monthly charge 11 150

per cent of children for whom fees are paid 20%

In the model these assumptions can be applied per type of institution


68

The maintenance and insurance costs are linked to the physical size of the institution, which is based on the infrastructure norms above.

ANNEXEURE C

69

Annexure C – List of project participants

Contact Ministry/Institution

Project Supervisors Malebona Takalimane Ministry of Justice and Correctional Service

Mantsenki Mphalane Ministry of Social Development

Technical Advisors

Farida Noureddine UNICEF Lesotho

Lipotso Musi UNICEF Lesotho

Reference Group – government officials Emma Ferrett Ministry of Social Development

Simon Horoto Ministry of Social Development – Thaba Tseka

Kananelo Khoboko Public Prosecution

Itumeleng Lekana Public Prosecution

Mamojela Letsie Police (CGPU)

Pearl Letsoela Prosecutor

Mampoja Mabea Ministry of Social Development

Habofanoe Makopela Ministry of Finance

Nkola Masoabi Correctional Services

Manapo Motebele Magistrates Courts

Mapapali Tabelo Office of the Master of the High Court

Leaba Thetsane Public Prosecution

Reference Group – other stakeholders

Bryan Geurink Beautiful Gate

Itumeleng Kimane Independent consultant

Lebohang Leeu Women in Law in Southern Africa

Motselisi Shale Lesotho Save the Children

Other people interviewed Nthuseng Kibi Ministry of Social Development

Mamoaebelo Leeto Ministry of Education and Training

Mannete Letsoela Master of the High Court

Samuel Letuka Prosecutor

Lereko Nkongoane Ministry of Social Development

Mathulo Nkomane Lesotho Mounted Police Service

Lerotholi Majara

Tsepang Mohali Lesotho Correctional Service

Lebohang Mokone Ministry of Social Development

Mohlalefi Moletsame Ministry of Home Affairs

Monape Motebele Prosecutor

Tamkiso Motipi Ministry of Home Affairs

Thabang Motsepa District Council – Thaba Tseka

Itumeleng Raphoolo Ministry of Social Development

Manaleli Thekisa Ministry of Social Development

Ralkhosi Tsalong Lesotho Mounted Police Service

Documents

PROJECT REPORT Costing the - Cornerstone Lesotho Costing Final R… · The Project Team This project was co-funded by the Global Fund Lesotho and UNICEF Citation suggestion – Barberton,