technicians with an in-depth, detailed knowledge of subject and mechanisms to facilitate mobility and swift action in cases where infringements are detected. This aim will be achieved by means of the following strategic actions: • Raising awareness in the judicial system and among law enforcement agents on the importance of intellectual property and of safeguarding it; • Training for bodies upholding intellectual property rights; • Setting up a single judicial unit specializing in intellectual property, to ensure that disputes in this area are settled competently, vigorously and swiftly; • Setting up specialized units or sections in the official bodies enforcing intellectual property rights, such as the police and customs, to deal with these issues; and • Introducing mechanisms to enable the relevant official bodies to link up and coordinate their work to combat the infringement of intellectual property rights. 6.7.5. Ensuring the financial sustainability of the system Implementing the IP Strategy has financial implications arising from the need to achieve the strategic goals described above. Here it is not our intention to ascribe numeric values, which will be analyzed in a separate document, but merely to set out elements of the strategy whose implementation will entail the use of financial resources. The public bodies responsible for the overall administration and management of IP have the same problems as those facing the public service as a whole. They are essentially cyclical problems, which have both a human resources and a financial aspect. The instruments establishing them show that their sources of income depend on financing from the State budget and income from license fees or income received in the context of protecting IP rights. The State budget is financed largely from external sources, which means that their inadequacy is predictable. License fees, in turn, are irregular, owing to the seasonal nature of the demand for IP services and, in the case of Mozambique, the relative scarcity of IP assets, with the result that very often the institutes themselves are struggling – in some cases they are still only being set up, so that they need structural investment and the staff they recruit are in need of training.