Capacity 876. In interviews with local stakeholders in both Mainland Tanzania and Zanzibar, the CRM was informed that there is a serious problem of policy implementation across various sectors. In nearly all meetings held with key stakeholders, the CRM learnt that there was a gap between existing policies and the reality on the ground. Senior government officials attributed this to capacity deficiencies arising from inadequate personnel and funding. The officials stated that, while they had undertaken the necessary reforms to improve effectiveness in the public sector, they had not recruited the required numbers of staff who could ensure the implementation of government policies. More, therefore, needs to be done to improve the quality of service delivery in Tanzania. 877. The CRM commends the United Republic of Tanzania for its efforts to enhance the state’s strategic, organisational and physical capacity to play its developmental role more effectively. All of these tasks require a stronger emphasis on the human capacity to carry out the State’s work. 878. In Tanzania, the State took the lead in defining a common national agenda, as reflected in the Tanzania Development Vision 2025 and the Zanzibar Development Vision 2020, and is making efforts to mobilise all of society to participate in implementing the agenda, as well as directing society’s resources towards this shared programme. The intention is to unite the public sector, business, labour, and civil society in a partnership geared towards implementing the shared national vision. 879. Commendable as these efforts are, the CRM cautions that a lot more needs to be done to actively mobilise the people of Tanzania towards achieving the shared goals that are well articulated in both MKUKUTA II and MKUZA II. The CRM’s engagement and interactions with Tanzanians in group discussions suggest that the vision for the future of Mainland Tanzania and Zanzibar, as articulated in MKUKUTA II and MKUZA II, does not create that spark and zeal for development which can drive the nation forward. In group discussions, some respondents were even cynical and viewed the whole process of development planning as a ‘populist’ attempt to mislead the nation, while others saw the plans as a mere attempt to please the donors. 880. During discussions with stakeholders in Mainland Tanzania and Zanzibar, the CRM observed that there was a danger this cynicism could grow in the URT if people felt excluded from decision-making processes. Judging from their reactions, the people interviewed by the CRM were becoming skeptical and expressing sentiments that reflected a loss of public confidence in the integrity of politicians. Many viewed politicians as corrupt and not to be trusted. In the view of the CRM, this poses a risk to democratic participation in the decision-making process among ordinary people. 881. The CRM suggests that all the citizens of the United Republic of Tanzania need to share in a vision of fairness based on the equitable distribution of national resources. In particular, the country’s growth must be inclusive. As discussed in Chapter Four and the Objective below, unless economic growth is more inclusive and broadly shared, the significant achievements of the last decade will not translate into sustained poverty reduction and the economic empowerment of the majority of Tanzanians. 882. One of the key levers to achieve a greater sense of equity and morality in society is an efficient public service, accountable to the people it serves. The State in Tanzania needs the necessary organisational capacity to ensure that it has the most effective and efficient structures and systems to realise its development goals, as enshrined in MKUKUTA II and MKUZA II. The country has to improve systems and structures within each sphere of government, and the national government has to provide the necessary cohesion to deliver the results needed. 883. In group discussions with the CRM in Mainland Tanzania and Zanzibar, stakeholders expressed concern that, while the structures for popular participation in the decision-making process are in place, there are inbuilt constraints that hinder effective participation by ordinary people. These include a lack of planning skills, a poor understanding of issues, and the absence of an effective feedback mechanism system. 884. Deficiencies in effective participation cited by the stakeholders suggest that there is need for the State in both Mainland Tanzania and Zanzibar to equip villagers and ward leaders with planning and evaluation skills to ensure their effective participation in conceptualising, planning, implementing, and monitoring development projects. 178