CHAPTER THREE: DEMOCRACY AND POLITICAL GOVERNANCE _____________________________________________________________________ disburse resources for public investment programmes (PIPs). Similarly, coordination and cooperation between departments still needs to be perfected. Furthermore, there is a considerable delay in the process of setting up egovernance. Sites are empty of content and are not regularly updated and, similarly, it is not yet possible to complete forms or to make use of certain online services. 282. There is also institutional instability caused by frequent changes in the divisions of departments and by the mobility of key staff (management staff). Moreover, the reforms have succeeded one another at such breakneck speed that it is not possible to capitalise on their outcomes and assess their impact. The result is a lack of a culture of evaluation of public policies necessary to quantify the cost of administrative performance, and their effectiveness and efficiency. 283. Participants at various meetings repeatedly deplored the confusion between public administration and political power. For example, the political commitment on the part of the top management of the territorial administration has been consistently stressed and has given rise to concerns. The same goes for the establishment of cells of the dominant party in administrative departments. Such a situation, as explained, is a legacy of the period of emergency. Stakeholders deplored the fact that recruitment, promotion and salaries are based on political considerations. They were of the opinion that there is not enough transparency in the recruitment process in the civil service, and the frauds committed in the last round of competitive recruitment in the public administration confirm this. One should rethink the modalities of selection, promotion and enforcement of politicians so as to eliminate cooptation, which is unlikely to provide guaranteed benefits based on ethical criteria. 284. Similarly, stakeholders interviewed by the CRM repeatedly condemned the inefficiency of the Burkinabe administration, which they considered to be due in part to laxity and the low level of salaries. As a result of being unmotivated, agents are, according to those interviewed, frequently absent from their work stations and tend to succumb to the temptation of corruption. 285. Finally, impunity has constantly been denounced by participants in the discussions and by supervisory bodies. Magistrates questioned during meetings of the CRM with the people, for example, deplored the fact that cases of corruption were never forwarded to the courts. Moreover, the poor distribution and management of resources (human, financial and material) were also often deplored by participants. iii. Recommendations of the APR Panel 286. The APR Panel wishes to make the following recommendations: 132