Category: The Citizen

By Mohamed Besta Dodoma is no longer just Tanzania’s political capital; it is steadily transforming into a vibrant urban centre whose infrastructure must keep pace with its expanding role. As the city grows in both population and economic importance, the question of mobility becomes increasingly urgent.

Efficient, safe, and convenient movement is no longer a luxury–it is the backbone of a functional and forward-looking capital. It is within this context that the Dodoma City Inner Ring Road Project (6.4km) emerges not merely as a construction initiative, but as a defining step in reshaping how the city moves.

For many years, Dodoma has experienced the strain of mixed traffic patterns, where heavy vehicles and long-distance transport have had little choice but to pass through the heart of the city. This has led to congestion, delays, and increased safety risks for residents and commuters alike.

The Inner Ring Road offers a transformative solution by creating a modern four-lane dual carriageway designed to redirect through-traffic away from the city centre. In doing so, it introduces a new logic of movement–one that separates long-haul freight from local urban activity, thereby easing congestion and restoring order to the city’s transport network.

The implications of this shift are profound. Travel times are expected to improve significantly, not only for private motorists but also for public transport and service delivery vehicles.

Businesses will benefit from more predictable logistics, while residents will experience less time lost in traffic. This is how infrastructure quietly but powerfully shapes productivity and quality of life.

Equally important is the project’s strong emphasis on safety. Too often, road infrastructure in rapidly growing cities struggles to keep up with the needs of all users, particularly pedestrians and public transport passengers.

The Inner Ring Road addresses this gap by integrating sidewalks, bus bays, service roads, and modern street lighting into its design. These are not cosmetic additions; they are essential components of a safer urban environment.

By reducing conflict points between vehicles and pedestrians and ensuring orderly public transport operations, the project directly contributes to lowering the risk of accidents and enhancing overall road safety. Yet mobility is not only about efficiency and safety–it is also about convenience and inclusivity.

A well-functioning city is one where movement is accessible to everyone, whether one is walking, commuting by bus, or driving. The structured design of the Inner Ring Road promotes a more predictable and less stressful travel experience.

Pedestrians gain safer pathways, commuters benefit from organized pick-up and drop-off points, and drivers encounter smoother traffic flow. In subtle but meaningful ways, the project enhances the everyday experience of moving through the city.

What makes this initiative particularly compelling is its alignment with the broader vision for Dodoma’s development. The project is anchored in the Dodoma National Capital City Master Plan (20192039), ensuring that it contributes to a long-term, coordinated approach to urban growth.

The careful selection of priority sections–based on urgency, expected impact, and planning considerations–demonstrates a deliberate and strategic approach to infrastructure investment. It reflects an understanding that sustainable cities are not built overnight, but through consistent and well-planned interventions.

The journey toward implementing this project has also highlighted the value of strong international partnerships. The collaboration between the Government of Tanzania and the Government of Japan, through JICA support, has brought not only financial resources but also technical expertise and adherence to high standards in procurement and execution.

The successful bid assessments marks a significant milestone, underscoring the commitment to delivering infrastructure that meets global benchmarks while addressing local needs. Beyond its immediate function as a transport corridor, the new dual carriageway Dodoma Inner Ring Road (DIRR) is poised to act as a catalyst for broader urban transformation.

Improved accessibility often leads to increased economic activity, encourages investment, and supports planned urban expansion. Reduced congestion also contributes to environmental benefits by lowering vehicle emissions and fuel consumption.

In this way, the project aligns with a wider agenda of sustainable and resilient urban development. As Dodoma continues to evolve, the importance of such infrastructure cannot be overstated.

The Inner Ring Road represents a shift in how the city approaches mobility–from reactive solutions to proactive planning, from congestion to circulation, and from fragmented movement to an integrated urban system. It is a clear statement that the future of Tanzania’s capital lies in building infrastructure that serves people first.

Ultimately, this project reminds us that roads are more than physical structures; they are enablers of opportunity, safety, and connection. By improving how people and goods move, the Dodoma City Inner Ring Road is helping to shape a city that is not only more efficient, but also more liveable and inclusive.

In that vision, one can see the outline of the Dodoma we aspire to build–a capital that truly works for all. Mohamed Besta is Chief Executive of Tanzania National Roads Agency (TANROADS) .

Freelancing will humble you real quick. One minute you’re thinking, “Ah, this project is simple bana,” and the next your client is piling on tasks like they’re loading a heaping plate of pilau at a Sunday family gathering.

If you don’t set boundaries, you’ll look up and realise you’re doing the work of five people on the budget of one. A project that begins calmly can quietly expand until it feels like a full buffet where the client keeps adding “just one more thing.

” Every freelancer eventually learns this lesson the hard way, and I did. Here are five insights I want to share in this article.

1. You are not being difficult by controlling the project scope when you clarify what is included, what is not, and what changes require a separate conversation.

Controlling project scope protects the conditions under which good work is actually possible. You are creating stability and fairness on both sides of the agreement.

Creativity does not thrive in confusion, and neither do long-term client relationships. 2.

Your client can sense the resentment. When you fail to maintain the scope of a project and the working relationship seems unfair, your client can feel it.

Scope creep does not happen boldly; it happens subtly and incrementally. “A small addition here,” “a slight tweak there,” each request feels reasonable in isolation, but over time, those small additions compound into unpaid labour and quiet resentment.

3. Have a shared structure upfront that defines what the work is and what it is not.

A detailed agreement is proof of alignment. When I say detailed, I mean spelling out phases, deliverables, number of revisions, timelines, pricing, and assumptions that a client might reasonably but incorrectly make.

What matters just as much as what is included is what is explicitly excluded. One sentence does a surprising amount of heavy lifting: any work not outlined here is considered out of scope and requires a separate agreement.

This does not shut down collaboration. It gives it a framework.

Clients relax when expectations are clear, even if they do not say so out loud. 4.

Revisit the terms of alignment. Every new request should be quietly checked against what was agreed initially.

When something falls outside, it should be pointed out as soon as possible. Even when you choose to be flexible, that flexibility should be explicit, not assumed.

This could sound like “I notice this is outside of our scope; however, I’m happy to include this for free, this time.” Say it out loud or put it in writing, not as a performance of goodwill, but because clarity is kind.

When clients understand your intentions early, they are far more likely to trust the process and become repeat clients. 5.

Practice your response to scope creep. Once you are able to identify scope creep, be proactive, don’t wait to react in the moment, instead decide in advance what you will say if scope starts to creep or if a client asks for more work at the same price.

A simple response can sound like “This request is not part of the original scope, but I can provide pricing and timing to include it.” Remember to keep your composure.

This is not a confrontation or personal rejection; it is a regular business practice. Scope control is financial protection; it allows you to do your best work, get paid fairly, and maintain relationships that hopefully last longer than a single project.

When boundaries are clear, everyone eats well, and no one leaves the table feeling shortchanged. .

Dodoma. The government has tabled a Sh35.9 billion budget for the youth docket for the 2026/27 financial year, outlining a set of reforms aimed at expanding economic opportunities and strengthening young people’s participation in national development.

Presenting the estimates in Parliament on Monday, April 20, 2026, the Minister of State in the President’s Office (Youth Development), Joel Nanauka, said the funds would support programmes targeting economic empowerment, social development and policy engagement. Of the total amount, over Sh30.1 billion has been allocated for recurrent expenditure, while Sh5.85 billion is earmarked for development projects.

Mr Nanauka said the ministry will prioritise youth entrepreneurship and job creation, with a focus on increasing the number of young people engaged in productive economic activities. “This will include the provision of affordable loans through the Youth Development Fund, entrepreneurship training and the establishment of innovation hubs to connect young people with markets, capital and technology,” he told the House.

He added that the government will also strengthen coordination mechanisms to enhance youth participation in social, economic and political processes. The plan includes the development of a national youth coordination framework, establishment of a comprehensive youth database and a review of the National Youth Council Act to broaden youth involvement in decision-making.

Mr Nanauka said the ministry will also promote civic education and patriotism, alongside coordinating activities under the Uhuru Torch, as well as organising youth forums at local government level. In addition, the ministry will implement programmes aimed at improving youth welfare, including life skills training, psychosocial support and initiatives to build resilience and informed decision-making among young people.

Development expenditure will fund key projects such as youth loan schemes, rehabilitation of youth training centres in Sasanda, Ilonga and Marangu, and the rollout of digital systems to improve access to economic opportunities. .

By Stephen Mhando At this year’s Kili Marathon in Moshi, the GGML Kilimanjaro Challenge Against HIV/Aids Trust set up a booth at the People’s Expo, a first for the Kili Challenge at any public forum of this kind. For three days, the team engaged with runners, spectators, and community members, raising awareness of the Trust’s work and welcoming pledges in support of Tanzania’s national HIV/Aids response.

It was an energising activation. It was also a revealing one.

According to the Tanzania HIV Impact Survey (THIS) 20222023, released in 2024, conducted by TACAIDS and the National Bureau of Statistics, HIV prevalence among adults in Tanzania stands at 4.4 percent, representing approximately 1.

548 million adults living with the virus. Each year, around 60,000 new infections are recorded among adults.

These are not abstract figures. They are people in our communities, our workplaces, our families.

And yet, at a public expo in the shadow of Kilimanjaro, with a free HIV test available right there at the booth in partnership with TACAIDS, some visitors chose to walk away. One exchange stayed with the team.

A visitor, upon being invited to test, declined with a Swahili phrase that has lingered: “Bora nisijue. Nikijua ndo nitaanza kuumwa.

” That means “Better not to know. Because once I know, that is when I will get sick.

” It is the kind of logic that is difficult to argue with in the moment, precisely because it is so deeply human. It is also, in the context of what we know about treatment, testing, and care, precisely the kind of thinking that costs lives.

The same survey found that 82.7 percent of adults living with HIV in Tanzania are aware of their status, meaning that for nearly one in five people living with the virus, the picture looks a lot like that visitor at the booth: unaware, and perhaps preferring it that way. Stigma and wilful ignorance are not relics of an earlier era.

They are present, alive, and standing at our expos declining a free test. This is precisely why the work of the Kili Trust cannot slow down.

Since 2002, Geita Gold Mine Limited has channelled resources through the Trust toward HIV prevention, treatment, and care across Tanzania, in partnership with TACAIDS. The Kili Challenge exists to mobilise individuals and organisations, from the private sector, civil society, and beyond, to contribute to that effort.

Because the national response cannot rest on the government alone. Ni Jukumu Letu Sote.

While in Moshi, the team had the opportunity to visit Kikundi Cha Jali Afya Yako Epuka Maambukizi Mapya Fata Ushauri Nasaha (KIJAEFA), one of the Trust’s incoming beneficiaries, and the visit served as a powerful reminder of what that contribution means in practice. KIJAEFA was founded by a woman known warmly as Mama Quida, in collaboration with a doctor working in the community.

Established in 2007 in the villages of Magongini, Kikavu, and New Land on the Tanzania Planting Company (TPC) Sugar Land reserve, the group came into being at a time when people were dying without explanation and disclosure was rare. When members were educated on the importance of knowing and sharing their status, many came forward.

Today, KIJAEFA’s 23 members, mostly women and some retired TPC workers, are not waiting to be saved. They are producing artisanal soap and, with the support they hope to receive through the Kili Challenge, will move into fortified maize flour production, seek Tanzania Bureau of Standard (TBS) certification, and supply schools to address malnutrition, while using digital platforms to extend their reach.

KIJAEFA has survived largely on intermittent support, a one-million-shilling contribution from the local government in 2014, and occasional small individual donations. What the Kili Trust’s support represents to them is continuity and growth.

It is the difference between a group that endures and a group that transforms. That is the lifeline a pledge to the Kili Challenge makes possible.

What if we gave up? .

Dar es Salaam. Young Africans SC midfielder Mudathir Yahaya will miss the highly anticipated clash against arch-rivals Simba SC after being handed a suspension by the Tanzania Premier League Board (TPLB).

Mudathir has been banned for three matches and fined Sh1 million following an incident in which he struck Ibrahim Abraham of Pamba Jiji FC during a Mainland Premier League match. According to the fixture schedule, Yanga will face Simba on May 3 at the Benjamin Mkapa Stadium before taking on KMV on May 6 and Coastal Union on May 9’s matches the midfielder will now miss.

The decision was confirmed in an official statement released by the league’s management committee following its meeting on April 18, 2026, where several disciplinary cases were reviewed. The incident occurred at CCM Kirumba Stadium, where Mudathir was cited for unsporting behaviour.

The punishment, issued under Article 41(5.2) of the league’s disciplinary regulations, sidelines the influential midfielder at a crucial stage of the season. Mudathir’s absence is expected to be a significant setback for Yanga, given his growing importance in the squad.

Known for his energy, creativity, and ability to control the tempo in midfield, he has become a key figure in the team’s recent performances. The timing of the suspension is particularly challenging for the defending champions, who are still competing on multiple fronts.

With the derby often playing a decisive role in the title race, his absence leaves the coaching staff with the difficult task of reshaping the midfield. While several disciplinary measures were issued following recent matches, Mudathir’s case stands out due to its direct impact on the upcoming derby.

Elsewhere, clubs including Simba SC, Azam FC, Coastal Union, and Singida Black Stars were also fined for various offences, ranging from fan misconduct to breaches of match regulations. Simba were fined Sh10 million after their supporters threw objects onto the pitch during their match against Azam FC, while Azam FC were fined Sh5 million for delays in kick-off procedures.

Neither the player nor Yanga had issued an official response at the time of publication, but sources within the club indicate that plans are already underway to adjust the squad in his absence. As the countdown to the high-stakes derby continues, attention will now turn to how Yanga cope without one of their key midfielders.

For fans, the development adds another layer of intrigue to an already intense rivalry, as the champions prepare to face Simba without one of their most influential players. .

By Mugendi Nyaga Tanzania gave Africa Mwalimu Julius Nyerere, the pan-African statesman who championed African unity. Even when his East African federation dream did not materialise, Nyerere never abandoned the vision of East African political unity.

Now, Tanzania has given the East African Community its new Secretary-General, Stephen Patrick Mbundi, who assumes office on April 25. The profound question facing him is whether he will draw inspiration from Nyerere’s pan-African legacy to advance the East African socio-economic liberation cause, or whether he will merely administer the Secretariat from narrow national lens. Twenty years in the engine room As an outsider, his predecessor Veronica Nduva inherited a Community on the brink of collapse.

Despite severe financial constraints, she facilitated stabilisation of an institution that had drifted into paralysis and begun to lose the confidence of citizens. Mbundi is not an outsider to Jumuiya.

In the last 20 years, he has risen through ranks in Tanzania’s Ministry of EAC Affairs from a Principal Economist to Director (Political, Defence and Security Affairs) and more recently, to Permanent Secretary. Having led Tanzania’s delegations in technical and ministerial sessions across three Kenyan and three Tanzanian presidencies, he carries institutional memory that few current EAC officials possess.

He has built relationships across partner state bureaucracies and understands EAC’s technical and political architecture and its intersection with national politics. East Africans are counting on that depth of experience and institutional memory to deliver tangible results.

The question is whether Mbundi uses this experience as foundation for innovative problem-solving, or as a constraint that dismisses new ideas with “we’ve tried that before.” The bureaucratic trap At the Summit, Heads of State decried the “massaging” of their decisions by bureaucrats and ministers, delaying implementation.

Indeed, some EAC members practice what many diplomatically call “thorough consultation”. In practice, this is a consultation carousel, where decisions circle endlessly through technical committees and ministerial meetings but never arrive at action.

Meanwhile, integration initiatives lose momentum while national interests are quietly protected through procedural delays. Having participated in this very carousel for years as Tanzania’s negotiator, there is a legitimate concern whether Mbundi’s leadership style will perpetuate this pattern in Arusha.

The question is whether he will align with the gate-keeping officialdom that explains why integration initiatives “can’t work,” or become a reconciling facilitator, advising how to make them work faster. Clear mandate The new EAC Development Strategy provides Mbundi with a clear mandate: full implementation of the Common Market, operationalisation of Monetary Union institutions, finalisation of the Confederation constitution making process and institutional reform.

Partner states continue to maintain barriers to trade and free movement, while key Monetary Union institutions, such as the East African Monetary Institute, remain non-operational despite years of commitments, jeopardising single currency preparations. Some members are even resisting progress toward a Confederation before these economic foundations are complete.

The constitutional process itself has been a closed-door affair, posing serious legitimacy risks. Tanzania, alongside other partner states, has been party to some of these delays including non-adoption of the EAC single Tourist Visa 12 years after launch, partial implementation of free movement of persons and labour, non-ratification of key protocols and delays in conducting national consultations on the Confederation constitution.

Mbundi has been a key architect of these positions. The question is whether he will now facilitate full implementation of these joint commitments or defend Tanzania’s approach from Arusha.

On institutional reform, he will have to choose between focusing on fundamental strategic issues such as strengthening the Secretariat’s capacity, or consuming Ministers’ time with trust-eroding administrative and personnel battles. Strategic transformation requires evidence-based decision-making anchored in established institutional procedures.

No excuse for failure These priorities depend on political will from the Summit, Ministers and national officials. The Secretary-General administers and implements rather than co-decides.

He cannot force partner states to act against their perceived interests. But this is not an excuse for inaction.

The Secretary-General directs what issues are prioritised in background papers that inform Ministerial discussions. That determines which challenges receive attention, how they are framed, which Partner State concerns are amplified or reconciled, and whether the proposals arrive ready for approval or requiring “further consultation”.

This is why the facilitator versus gatekeeper choice matters absolutely. Even when political will seems limited, a transformative Secretary General will prepare technical groundwork, identify win-win outcomes and create conditions for political courage so that ministers’ approvals become easier.

Mbundi also assumes office flanked by committed integrationists, President Museveni, Council Chair Rebecca Kadaga and Rwanda as Rapporteur. All are credible political champions who want integration to succeed.

This support raises expectations significantly. The Community is under close observation.

When integration stalls, fingers mostly point to Arusha. How Mbundi leads will determine whether his tenure becomes a turning point or another squandered opportunity.

Mugendi Nyaga is an actuary and policy analyst. [email protected] X: @nyagacm .

Dar es Salaam. TEEMO Africa founder and environmental ambassador Winfrida Shonde has been appointed as a speaker at the Space Economy Summit Europe 2026, set to take place on May 56, 2026 in Lisbon.

The summit, themed “Sovereignty in Space for Advantage on Earth,” will bring together global leaders, innovators, policymakers, investors and experts to discuss the future of space technology, data applications and investment opportunities. Ms Shonde is expected to speak during a panel discussion titled “Using Space Data to Inform Climate Action,” where she will share insights on how satellite data can support climate change mitigation, agriculture, environmental protection and sustainable development across Africa.

Her appointment marks a notable milestone for Tanzania, as she is the only African speaker at the summit, highlighting growing international recognition of the continent’s contribution to environmental innovation and space-related technologies. Speaking ahead of the event in a statement that was availed to the media in Dar es Salaam on Monday, April 20, 2026, Ms Shonde said she was honoured to represent Tanzania and Africa on the global stage.

“I am deeply honoured to represent Tanzania and Africa at this important international summit. As an environmental ambassador, I carry the responsibility of amplifying our nation’s voice on climate action and innovation,” she said.

“Space data has the potential to strengthen disaster preparedness, agriculture, environmental protection and investment planning. Africa must be part of shaping this future.

” Through TEEMO Africa, Ms Shonde has been involved in conducting Environmental Impact Assessments (EIA) and environmental audits for various projects across the country, in line with regulatory requirements overseen by the National Environment Management Council. She has also been promoting environmental conservation, climate solutions, ESG advisory services and community development initiatives in Tanzania and beyond.

Her participation is expected to raise Tanzania’s profile internationally while opening up opportunities for partnerships, investment and knowledge exchange. .

Dar es Salaam. Margaret Stephen Mhina is the External Communications Manager at Tanzania Cigarette Plc, working within the Corporate Affairs function.

She brings over ten years of experience in Corporate Communications, Public Relations, Events Management and Corporate Social Investment. Prior to joining her current employer, Margaret built her career in the financial services sector, where she served in Corporate Communications and Corporate Affairs roles at KCB Bank Tanzania.

In this capacity, she led internal and external communications and coordinated Corporate Social Investment (CSI) programs for the bank. In her current role, she leads the company’s external communications agenda, supporting corporate reputation management and engagement with key stakeholders.

Commenting on her role, Margaret says her work is centred on shaping how the public, media, government and partners understand who the company is and what it stands for, especially during this significant year as the company celebrates 65 years of excellence. “I lead the company’s external communication strategy, focusing on corporate reputation, stakeholder engagement, media relations and ensuring transparency across all touchpoints.

I ensure that the public sees a company that not only leads the industry but also invests meaningfully in communities and its people,” she says. Margaret adds that TCC Plc is a top employer-certified organization and communicating its people-centric culture, sustainability efforts and contribution to Tanzania’s economic and social transformation is a major part of her responsibility.

She further explains that TCC Plc has specific policies that champion women’s empowerment and has built a strong foundation supported by policies that reflect global standards. Key policies include a robust diversity and inclusion framework that guarantees equal opportunity and merit-based growth, leadership development programs targeting high-potential female talent, family-friendly policies such as extended maternity leave, flexible schedules and return-to-work support, as well as a zero-tolerance stance on harassment supported by confidential reporting channels and strict enforcement.

“These policies have been instrumental in increasing women’s representation in leadership and technical roles. They also demonstrate our commitment to building a workforce where women can thrive, grow and confidently take on positions of influence.

” Asked how she is elevating women and girls in the country through her leadership, Margaret notes that TCC Plc’s 65-year journey has been grounded in responsible leadership and social impact. Through her role, Margaret highlights the company’s investments that directly support women, including clean cooking initiatives that uplift women entrepreneurs, showcasing stories of women within TCC Plc who are breaking barriers in engineering, manufacturing, finance and leadership and building partnerships with national and local stakeholders to advance programs that empower women and girls.

“Beyond my corporate role, I mentor young women pursuing careers in communication and public relations, helping them build confidence, resilience and professional readiness. By telling stories that matter, I ensure that TCC Plc continues to be seen as a brand that not only leads in business but also champions the rise of women in Tanzania.

” Margaret emphasises that women’s representation is not only about equality but is also a strategic necessity. Diversity fuels better decision-making, innovation and organizational health.

As TCC Plc marks 65 years of operations, the company has seen how women’s voices enrich culture and strengthen performance. Representation matters because women bring perspectives that shape more inclusive and holistic solutions, inspire younger generations, create a talent pipeline for the future, empower families and communities and reflect fairness, equity and modern leadership.

Sharing moments in her line of work that tested her resilience, she notes that communications is fast-paced and demanding. Like anyone in a high-pressure field, Margaret has experienced moments that challenged her emotional strength, especially when crises arose unexpectedly or deadlines became overwhelming.

“Working at TCC Plc, a top employer that truly values wellbeing, has taught me the importance of pausing, reflecting and regrouping. During challenging moments, I remind myself of three things: purpose, support and growth.

” Margaret explains that purpose reminds her that her work contributes to a 65-year legacy of excellence and responsibility, support reminds her that she is part of an organization that prioritizes teamwork and mental well-being and growth reinforces that every challenge is an opportunity to evolve as a leader. With more than ten years of experience in corporate communications, public relations, events management and corporate social investment, she has used communication as a bridge to positively impact the lives of women.

Through her work both inside and outside TCC Plc, she has driven projects that support women entrepreneurs, particularly through clean cooking initiatives championed by the company. “I ensure our corporate voice consistently promotes women’s empowerment and gender equality by using storytelling to highlight women-led innovations and community impact, while mentoring young women to help them build professional confidence and clarity.

In TCC Plc’s 65-year journey, I am proud to contribute to the chapter that strengthens women’s empowerment and enhances community wellbeing,” she says. Margaret’s message to employers on creating a conducive work environment for both women and men, regardless of gender or social responsibilities, is that a great workplace is built intentionally, not accidentally.

Employers should invest in modern, inclusive policies that support all genders, champion equal opportunities in training, career growth and rewards, create safe, respectful and flexible workspaces, recognize that employees have responsibilities outside the office especially caregivers and lead by example in diversity and inclusion. .

Washington. The Tanzanian government has issued a formal appeal to the World Bank to significantly bolster its support for the private sector across the African continent.

This strategic move aims to catalyse sustainable economic growth and stimulate robust investment frameworks within member states. The Minister for Finance, Khamis Mussa Omar, articulated this position during the Africa Group 1 Constituency meeting.

The discussions took place at the World Bank Group headquarters here in the city. This assembly serves as a critical platform for sub-Saharan African nations to align their developmental priorities within the global financial architecture.

Amb Omar underscored the dual pressures currently weighing on African economies. Governments are striving to enhance domestic revenue collection while simultaneously navigating strict borrowing constraints.

These limitations are primarily driven by escalating national debt levels across the region. “A vibrant private sector is the most viable solution to this fiscal dilemma.

It is important to foster an environment conducive to business by attracting both domestic and foreign direct investment,” Amb Omar said. This shift would alleviate the necessity for aggressive taxation measures that often disproportionately impact low-income demographics.

Amb Omar emphasised the imperative for long-term economic strategies that prioritise productive sectors. He specifically urged the World Bank to consider a transformative development model inspired by the Marshall Plan.

This historic 1947 US initiative was instrumental in rebuilding European infrastructure and restoring industrial activity following the Second World War. Mr Omar suggested that a contemporary equivalent for Africa could bridge massive infrastructure gaps and provide the foundation for industrial sovereignty.

In response to these regional concerns, managing director, Zarau Wendelin Kibwe, presented the World Bank’s latest constituency report. She confirmed that the institution is working to mobilise approximately $100 billion.

These funds are earmarked to assist member states in managing immediate economic volatilities while fortifying their private sectors. A core component of this financial commitment is the promotion of socio-economic inclusion.

The programme intends to expand commercial opportunities for women, young people, and historically marginalised communities. Dr Kibwe further noted that the initiative aims to enhance social protection systems to improve resilience against global economic shocks.

The World Bank is shifting its focus from mere job creation to the development of productive and sustainable employment. Targeted investments are being directed into critical areas such as agriculture, energy, healthcare, and mining.

The Africa Group 1 Constituency represents 22 sub-Saharan nations, including Tanzania, Kenya, Uganda, Zambia, Rwanda, and Zimbabwe. This collective continues to advocate for deeper structural reforms and enhanced capital flows to ensure regional stability.

.

Dar es Salaam. The Union League has received a major financial boost, with organisers tripling the prize money to raise the competition’s profile and intensity ahead of the new season.

Under the revised structure, the tournament winners will now pocket Sh150 million, a significant jump from the Sh50 million awarded last season. The runners-up will also see a substantial increase, taking home Sh100 million compared to Sh30 million previously.

The enhanced rewards are part of a broader effort to make the competition more competitive and commercially attractive. Historically, the tournament has served as a pathway to continental football, with the champions earning the right to represent the country in the CAF Champions League, while the runners-up qualified for the CAF Confederation Cup.

Zanzibar Football Federation (ZFF) Secretary General, Ahmada Hussein Vuai, confirmed that all preparations for the tournament have been completed, setting the stage for an exciting kickoff. According to the official fixture, defending champions Young Africans (Yanga) will open their title defense against Mwembe Makumbi in the tournament’s curtain-raiser scheduled for tomorrow.

The match will kick off at 7pm at the New Amaan Complex. Action continues the following day at the same venue, with KVZ set to face Azam FC under the floodlights.

The competition gathers further momentum on April 23, when Zanzibar champions Mlandege will take on Singida Black Stars at 4pm. Later that evening, at 8.

15pm, Simba SC will square off against Mafunzo, with both matches also slated or the New Amaan Complex. The tournament follows a knockout format, with the winners of the opening four matches advancing to the semifinals after a one-day rest period.

On April 25, the winner between Young Africans and Mwembe Makumbi will face the victor of the KVZ versus Azam FC clash. The second semifinal, scheduled for April 26, will pit the winner of Mlandege versus Singida Black Stars against the winner of the Simba versus Mafunzo encounter.

The stakes will be highest in the final, set for April 29 at 8.15pm at the New Amaan Complex, where the two remaining teams will battle for supremacy and the lucrative Sh150 million prize.

.