staff deployments across service levels and geographical areas, and poor workforce incentives and remuneration packages. As a general rule, the stakeholders maintained, the workforce is unevenly distributed - going to urban centres rather than rural areas - thus, human resources for health are a major challenge in the heath sector. In the context of the public sector reforms, the selective accelerated salary enhancement scheme (SASE) applied mainly to headquarters staff and not at field level – was no motivation for local government health sector workers. 404. It is significant to note that decentralised heath service delivery empowered communities who actively participate in problem identification, planning, implementation and the evaluation of health care services. Nonetheless, many stakeholders in the districts indicated that this occurs more in theory than in practice. Generally, the many evaluations conclude that community involvement in planning processes and community needs assessment is nil. The CRM cautions that how best to fully integrate communities into council development plans will need attention in the future. In districts visited by the CRM, it was evident that citizens were not sufficiently aware of the volume of resources available to health services in their area. Awareness-raising and initiating informed discussions, and transparent budget allocations, could be a starting point in building community capacity to effectively participate in social services delivery. In terms of accountability to LGAs and local communities, stakeholders were of the opinion that considerable strengthening has occurred over the last few years with the gradual process of decentralisation, the introduction of the committees, and oversight over how much-needed drugs are ordered through the medical stores, etc. 405. The CRM notes that, in many ways, the education and health sectors are at the forefront of decentralised public service delivery in Tanzania. Based on stakeholders consultations results have been mixed. Despite considerable progress in decentralising financial resources, human resource deployment has been extremely slow and lethargic due mainly to persistent recruitment crises. Tanzania must find a way to resolve this policy dilemma. lll. Recommendations 406. The APR Panel recommends that the United Republic of Tanzania: • Strengthen the judiciary to ensure the efficient and effective delivery of public judicial services commensurate with the demands of the changing and dynamic economic and political environment in present-day Tanzania; [Prime Minister’s Office Regional Administration and Local Government; Ministry of Finance]; • Fully integrate communities into council development plans to ensure effective local participation in development planning;[Prime Minister’s Office Regional Administration and Local Government, Local Government Authorities (LGAs)] and, • Rapidly deploy human resources to LGAs to strengthen local capacity development plan implementation and enhanced service delivery. [Prime Minister’s Office Regional Administration and Local Government , MOF] Objective Six: Fighting Corruption in the Public Sphere l. Summary of the CSAR Legal and institutional framework for combating corruption 407. The CSAR [pp.112-121] provides an overview of “several legal and institutional measures,” the agencies and the legal and political framework in place to fight corruption in Tanzania since colonial rule and the enactment of the Prevention of Corruption Ordinance (Capp 400) in 1958. In Zanzibar, this began with the Prevention of Corruption Decree No. 4 of 1975. Among the measures the country has since adopted are the National Anti-Corruption Strategy and Acton Plan (NACSAP I, 1999-2005) and NACSAP II (2008-2011) and the 2007 Prevention and Combating Corruption Act, as well as various international instruments for preventing and combating corruption. 92