870. The CSAR notes that sustainable development centered on popular participation is critical to self-reliance in development. In this respect, URT put in place institutional and policy instruments to facilitate participatory decision-making processes during policy formulation, planning, development programme budgeting, monitoring, and evaluation, at all levels. Local Government Reform focused on, inter alia, devolving power to local communities to facilitate community participation in decision making processes is central to this. 871. These reforms should be seen within the broader framework of Tanzania’s National Strategy for Growth and Reduction of Poverty (NSGRP), commonly known by its Kiswahili acronym-MKUKUTA, and Zanzibar’s National Strategy for Growth (ZSGRP) popularly known as MKUZA. According to the CSAR, these are the key guiding frameworks for promoting the country’s development. They build on Tanzania’s Development Vision 2025, especially with an increased focus on equitable growth and governance, with targets and poverty reduction outcomes consistent with, and indeed in many cases going beyond, the Millennium Development Goals (MDGs). 872. The CSAR further notes that Tanzania made considerable efforts to develop monitoring and evaluation systems and practices, including strengthening statistical systems, although considerable work remains. MKUKUTA/ MKUZA development and implementation have taken place in the context of a significant overhaul of national planning and budgeting systems with the intention of boosting results based management, increasing domestic accountability, and greater alignment and harmonisation of external financing. In line with this approach, government pursued a programme to integrate external financing into national systems, carrying through reforms in a manner which builds domestic accountability. ll. Findings of the CRM 873. The CRM confirms the CSAR observation that the United Republic of Tanzania demonstrated a firm commitment to development. This is reflected in the country’s legal, policy and institutional framework, intended to facilitate the development process. Commitment to Development 874. In Tanzania, as elsewhere in the world, development commitment should be measured in terms of national policy support, bureaucratic support, and national policing and programming. The CRM notes that Tanzania, with the support of bilateral and multilateral institutions, developed considerable capacity to prepare its own development plans. This capacity is reflected in the plethora of national development policies and programmes. As discussed in Chapter Four, the basic documents and frameworks guiding economic development in Mainland Tanzania and Zanzibar are the Tanzania Development Vision 2025 and the Zanzibar Development Vision 2020; the Long Term Perspective Plan 2011/12-2025/26 and the Zanzibar Growth Strategy 2006-2015; the National Poverty Eradication Strategy, the Poverty Reduction Strategy Paper and the Zanzibar Poverty Reduction Plan; the National Strategy for Growth and Reduction of Poverty (NSGRP/MKUKUTA 1 and 11) and the Zanzibar Strategy for Growth and Reduction of Poverty (ZSGRP/MKUZA 1 and 11); and, various supportive plans and programmes. The overarching goal of these policies and programmes is to transform Tanzania into a prosperous middle-income country, with targets and poverty reduction outcomes consistent with, and indeed in many cases, going beyond the Millennium Development Goals (MDGs). Bureaucratic support 875. Bureaucratic support entails a supportive civil service that not only has a strong orientation towards promoting development, but is also accountable to the people it serves. As noted in Chapter Three, Tanzania embarked on an extensive public reform programme to enhance public sector operations and improve service delivery. However, as discussed in both Chapters Three and Four, there are some questions regarding the extent to which current reforms improved service delivery in Tanzania.