Category: The Citizen

There was a time when the front page was everything.

For newspapers, it was the shop window that determined whether a reader would buy a copy. For television, the opening bulletin set the news agenda for the day.

When media organisations launched websites, the homepage became the digital equivalent of the front page, a carefully curated destination designed to showcase the most important stories.

Today, however, a fundamental question confronts publishers across the world: Does the homepage still matter?

The answer may be uncomfortable for many media executives. Increasingly, audiences are not starting their news journey on a publisher’s homepage.

Instead, they are discovering content through search engines, social media platforms, messaging applications, newsletters, podcasts, and content recommendation engines. I

n many cases, readers consume a story without ever visiting the homepage at all.

This shift represents one of the most significant changes in the history of modern media.

For decades, media organisations enjoyed the privilege of controlling how audiences consumed information.

Editors decided what appeared on the front page, which stories received prominence, and how readers navigated through the publication. The audience followed the path created by the newsroom.

Digital technology changed that relationship. Today, consumers are in control.

They choose what to read, when to read it, and where to find it. Algorithms increasingly determine which stories appear in social media feeds.

Search engines guide readers directly to individual articles. Messaging platforms allow content to spread from one person to another without any interaction with a publisher’s homepage.

As a result, the homepage is no longer the front door for many media brands. In some cases, it has become merely one of many entry points.

This reality has forced publishers to rethink long-standing assumptions about audience behaviour.

The traditional homepage was built around the belief that readers would arrive and browse multiple stories.

The goal was to maximise page views and encourage exploration.

However, modern audiences often arrive with a specific purpose. They click on a link, consume a single piece of content, and leave.

The challenge for media organisations is obvious. How do you build loyalty when readers interact with individual stories rather than the broader brand?

The answer lies in understanding that while distribution channels have changed, audience needs have not.

People still seek credible information, insightful analysis, and compelling storytelling.

What has changed is the route through which they access it. Success today depends less on owning the audience’s destination and more on meeting audiences wherever they happen to be.

This is why many leading media organisations have invested heavily in newsletters, podcasts, mobile applications, social media channels, and direct audience engagement strategies.

They recognise that consumers no longer live in one digital space. Audiences move constantly between platforms, and media brands must move with them.

Yet declaring the homepage dead would be premature.

Despite declining direct traffic, the homepage still serves important functions.

It remains a powerful representation of a media brand’s identity and editorial priorities.

It offers loyal readers a comprehensive view of the news agenda and provides a trusted environment free from the distractions often associated with social media platforms.

Perhaps the more important question is not whether the homepage remains relevant, but whether media organisations are defining relevance correctly.

In the past, relevance was measured by the number of people who visited the homepage.

Today, relevance is measured by how effectively content reaches audiences across multiple touchpoints.

A story discovered through search, shared on WhatsApp, discussed on social media, and consumed via a newsletter may generate more impact than one featured prominently on a homepage.

The audience journey has become fragmented, but the opportunity has expanded.

For African media companies, this shift presents both challenges and opportunities.

Smartphone adoption continues to grow, internet access is improving, and social media usage is accelerating across the continent.

These trends are creating new pathways for content distribution and audience engagement.

The future of media belongs to brands that are platform-agnostic, audience-focused, and adaptable.

The front page may no longer be where the audience begins its journey. But that does not mean it has lost its value.

It simply means that the journey has changed.

And in media, those who fail to follow the audience rarely remain part of the story.

In today’s final instalment of my latest series, I will discuss further interference in decision-making that undermines the authority of those entrusted with the responsibility of running state-owned enterprises and provide recommendations for improvement.

There is an incident worth mentioning. One evening after a new financial year had begun and a certain institution already had commitments that needed to be taken care of, a letter was received from a senior government official instructing the management to abandon the approved budget.

This abrupt decision threatened to bring the business to a standstill. Fortunately, an appeal was made to higher authorities and the institution was eventually allowed to proceed with its budget.

This arbitrary decision, made by a single individual without bothering to consult the board or CEO, highlights the dangers of such unilateral interference in the governance of state-owned entities.

It is crucial, particularly for entities facing competition, to adopt a governance structure similar to that of private entities. In this model, the government should appoint competent boards of directors, which, in turn, select and appoint the CEOs.

The primary interest of the shareholder is to earn dividends and ensure share growth, which often leads to other forms of positive impact, including job creation, tax payment and contribution to community development.

By setting clear targets for the boards, they will be motivated to push management to excel. It is essential to trust these boards by granting them the necessary obligations and decision-making powers that come with their appointments by the shareholder.

Many MDs or CEOs who transition from the private sector identify significant obstacles to enhancing the performance of state-owned firms.

These firms are expected to compete effectively with their private counterparts in delivering quality services.

Unfortunately, bureaucratic interference and lengthy procedures distract these leaders from focusing on the core business operations and keeping up with the competition.

When an individual is entrusted with responsibility, it is essential to empower them with the authority to make decisions. This approach will enable more accurate assessments of their performance and effectiveness.

To ensure that state-owned firms can effectively compete and outperform private entities, essential changes must be made.

These include granting autonomy in the employment and remuneration procedures, streamlining procurement processes and allowing for the development of flexible organizational structures.

It is crucial to stop perceiving these organisations as mere departments within ministries.

Instead, competent boards should be appointed to select capable CEOs and senior management teams.

Furthermore, management and CEOs should not be involved in meetings that are irrelevant to their responsibilities.

By making these adjustments, state-owned firms can enhance their performance and be in a position to better meet the demands of a competitive landscape.

It is imperative to place trust in the boards and management entrusted with the responsibility of running these institutions.

Simon Sinek states on Page 93 of his book Leaders Eat Last that, ‘Put simply, the more pressure the leaders of a public company feel to meet the expectations of outside constituency, the more likely they are to reduce their capacity for better products and services.’

Bureaucracy, excessive memos, constant calls and unnecessary meetings add to this pressure, distracting them from their primary focus of enhancing services and products.

By eliminating these burdens and granting autonomy, state-owned enterprises will be better equipped to thrive in a competitive landscape.

Empowering management and boards to make decisions without undue interference will lead to improved performance, innovation and, ultimately, greater service delivery to the public.

As Sinek emphasises, it is crucial to grant decision-making power to those who bear the primary responsibility to run these institutions.

He poignantly states on Page 103 that, ‘When we do not feel safe from each other in the environments in which we work, our instincts drive us to protect ourselves at all costs instead of sharing our accountability for our actions.’

To foster a culture of accountability and responsibility within boards and management, it is essential to appoint competent individuals, entrust them with decision-making authority and hold them accountable for their actions.

By creating environments where individuals feel secure in their roles, we can shift the focus from self-protection to shared responsibility, ultimately leading to better governance and performance in state-owned enterprises.

‘Responsibility is not doing as we are told, that’s obedience. Responsibility is doing what is right,’ Sinek says on Page 146 of his book. Let us do what is right and be responsible.

A 14-year-old boy in Kwa Emmanueli, Lwamgasa, spends his days under the scorching sun crushing gold-bearing rocks instead of attending school.

The teenager, whose name has been withheld to protect his identity, earns between Sh2,000 and Sh5,000 a day alongside his 19-year-old brother. The money helps them survive after their family fell apart.

One of the league giants, Simba SC kept the pressure firmly on their title rivals after a narrow but important 2-1 victory over Pamba Jiji FC at the KMC Complex in Dar es Salaam on Sunday, June 14,2026 in the Mainland Tanzania Premier League.

The result ensured the title race remains tightly contested as the season enters its decisive phase.

The win means Simba SC remain second on the table with 61 points from 26 matches, just two points behind leaders Young Africans (Yanga), who continue to top the standings with 63 points. The gap keeps the championship battle finely poised, with every remaining fixture now carrying significant weight.

In the chasing pack, Azam FC sit third with 55 points, while Singida Black Stars, TRA United, and JKT Tanzania remain within reach of the upper half, hoping to finish strongly.

Simba SC started the match with high intensity and quickly imposed themselves on possession.

Their early pressure paid off in the 7th minute when Ellie Mpanzu broke the deadlock.

The goal came from a perfectly weighted pass by Neo Maema, who split the Pamba Jiji defensive line and released Mpanzu into space. The forward showed composure to slot the ball past the goalkeeper and give Simba an early lead.

However, Pamba Jiji FC responded positively and refused to be overwhelmed.

Their persistence was rewarded in the 18th minute when Mathew Tegisi Momanyi capitalised on a defensive lapse to level the score.

The equaliser shifted momentum slightly, forcing Simba SC to reorganise and regain control in midfield.

The second half saw a more dominant Simba side, with increased tempo and sharper attacking transitions.

They controlled possession and pushed Pamba deeper into their own half, creating several chances before finally restoring their advantage in the 64th minute. Libase Gueye finished off a well-worked move to make it 2-1, a goal that ultimately proved decisive.

Despite late pressure from Pamba Jiji FC, Simba SC’s defence held firm, showing discipline and game management to secure all three points.

The victory was crucial in maintaining their title challenge and ensuring the race with Yanga remains alive heading into the final stretch of the campaign.

The result also highlights Simba SC’s growing consistency under pressure, with key attacking contributions from Mpanzu and Gueye underlining their depth in crucial moments of the season.

While Young Africans (Yanga) still hold a narrow advantage at the top, the two-point margin ensures that the championship outcome remains wide open.

In another Mainland Premier League fixture, Tanzania Prisons secured a 2-1 win over Dodoma Jiji FC at Sokoine Stadium in Mbeya. The result leaves Tanzania Prisons in 15th place with 23 points from 26 matches, as they continue their fight to avoid relegation in a tense end to the season.

As the number of vehicles continues to rise in Dar es Salaam, the need for an efficient parking management system is becoming increasingly apparent.

The government and local authorities have been relying on parking fees as a source of revenue and a means of regulating the use of public spaces.

CRDB Bank has urged its employees across the country to adopt a routine of exercising at least three times a week as part of efforts to improve physical fitness, mental wellbeing and workplace productivity.

The call was made by CRDB Bank Acting Managing Director, Bruce Mwile, during the bank’s Wellness Day programme held in Dar es Salaam. The initiative aims to encourage employees to pay greater attention to their health while maintaining a healthy balance between professional responsibilities and personal life.

The event, held at the TTCL Grounds in Kijitonyama, brought together more than 800 employees from the Dar es Salaam and Coast regions. Participants underwent health screenings and received medical advice from healthcare professionals before engaging in a variety of fitness and recreational activities. Apart from physical exercises, employees took part in several team-building and leisure competitions, including tug-of-war, sack races, chicken-catching contests, card games, music performances, singing, rap competitions and karaoke.

Speaking during the event, Mwile described health as one of the most valuable assets for any employee, noting that regular physical activity plays a critical role in preventing lifestyle-related diseases such as diabetes, hypertension and other non-communicable illnesses.

He said employees who enjoy good physical and mental health are more capable of carrying out their responsibilities effectively and providing high-quality services to customers.

‘At CRDB Bank, we have always been committed to serving our customers and stakeholders with excellence. However, we recognise that such excellence cannot be achieved without employees who are physically fit, mentally healthy and emotionally stable,’ said Mwile.

‘Through Wellness Day, we provide our staff with an opportunity to access health services, receive nutritional guidance and seek professional support on challenges that may affect their wellbeing and work performance.’

Mwile said the program has already recorded positive results since it was first launched in Mwanza before being extended to Burundi.

He added that the initiative demonstrates the bank’s commitment to promoting employees’ physical, mental and emotional wellbeing while creating a healthy working environment that enhances productivity.

The Wellness Day programme is part of a broader effort by CRDB Bank to reach employees across all eight operational zones in Tanzania, as well as staff working in the bank’s international operations.

Following its launch in Mwanza earlier this year and implementation in Burundi, the programme has now reached the Dar es Salaam and Coast zones.

CRDB Bank Acting Director of Human Resources, Timoth Fasha, said health experts consistently emphasise the importance of adequate sleep, regular exercise, balanced nutrition and mental health awareness, making it essential for employees to understand and practise healthy lifestyle habits.

He noted that many employees spend long hours seated at their workplaces due to demanding schedules, which can lead to physical inactivity, stress and other health-related challenges.

South African President Cyril Ramaphosa has filed an urgent court application seeking to halt the commencement of parliamentary impeachment proceedings linked to the controversial Farmgate scandal, escalating a legal and political battle that has shadowed his presidency for nearly four years.

Court documents filed on Friday, June 12, show that Mr Ramaphosa is asking the High Court to suspend any impeachment process until it has ruled on a separate application in which he is challenging findings by an independent panel that concluded there may be grounds for him to answer allegations of misconduct.

The scandal centres on the theft of approximately $580,000 from Mr Ramaphosa’s Phala Phala game farm in Limpopo Province in 2020. According to the president, the cash represented proceeds from the sale of buffaloes and had been concealed inside furniture when it was stolen. However, the incident sparked widespread public scrutiny and raised questions about why such a large sum of money was kept on the property, whether it had been properly declared to the authorities, and whether all legal procedures had been followed. Mr Ramaphosa has consistently denied any wrongdoing.

The latest legal move comes weeks after South Africa’s Constitutional Court revived impeachment proceedings against the president, ruling that a parliamentary vote in 2022 that halted the process was constitutionally invalid.

The Constitutional Court’s decision reopened the possibility of a parliamentary inquiry into the allegations, potentially exposing the president to one of the most serious political challenges of his tenure.

Mr Ramaphosa’s challenge to the independent panel’s findings is scheduled to be heard by the High Court between September 2 and 4.

Since assuming office in 2018, the 73-year-old leader has sought to position himself as a reformer committed to tackling corruption and restoring public confidence in the governing African National Congress (ANC), whose reputation was severely damaged by a series of corruption scandals under previous administrations.

The Farmgate affair has nevertheless emerged as a significant political setback for the president, providing ammunition to opposition parties and critics who argue that the case undermines his anti-corruption credentials.

Despite the renewed impeachment threat, political analysts believe Mr Ramaphosa remains unlikely to be removed from office, given the ANC’s substantial representation in Parliament and the support he continues to command within the ruling party.

Mr Ramaphosa is serving his second term as president, which is expected to run until 2029.

Sorrow and grief engulfed Kawe in Dar es Salaam as hundreds of mourners gathered to bid farewell to veteran actor Issa Joseph Mohamed, popularly known as Mzee Onyango, who died on Thursday, June 11, 2026.

Zanzibar President Hussein Ali Mwinyi and his wife, Ms Mariam Mwinyi, were among dignitaries who attended the funeral, reflecting the high esteem in which the late actor was held.

Following the farewell ceremony, the body was taken to Kondo Cemetery in Ununio, where he was laid to rest. Mzee Onyango leaves behind 10 children, 12 grandchildren and 12 great-grandchildren.

Deputy Minister for Culture, Arts and Sports Hamis Mwinjuma said the country had lost a key pioneer of the acting industry.

He said the deceased played a significant role in the development of drama in Tanzania and inspired generations of artists.

‘Mzee Onyango was widely admired, and the large turnout at his funeral reflected the impact of his work on society,’ said Mr Mwinjuma, alias MwanaFA.

‘He was among the pioneers who transitioned drama from radio to television, helping to shape the growth of Tanzania’s film industry,’ he added.

Although some people often mistook him for a foreigner due to his accent and acting style, he remained a proud Tanzanian throughout his life.

Family representative, Ms Devotha Helman, thanked Tanzanians for their support during his illness and funeral arrangements.

She said the family was deeply moved by the solidarity shown by citizens, leaders, fellow artists and medical staff at Lugalo Military Hospital.

She added that his passing had left a significant void in both the family and society, praying for his soul to rest in eternal peace.

Actor Jacob Steven popularly known as JB said he had learnt much from Mzee Onyango, crediting him for helping him transition from radio drama to television.

He said they had been planning a new film project before the veteran actor’s death.

Actor Steve Mengele, alias Steve Nyerere, said the late artist left behind a strong lesson of discipline, hard work, and dedication to the industry.

Huge crowds attend farewell

From his Kawe residence to Kondo Cemetery in Ununio, mourners turned out in large numbers to pay their last respects.

Actors were among the largest groups in attendance, underscoring the respect he commanded in the entertainment industry.

The funeral service was prolonged due to the large number of people who came to bid him farewell.

Final moments of Mzee Onyango

He died on the night of June 11, 2026, at Lugalo Military Hospital in Dar es Salaam, where he had been receiving treatment.

His son, Joseph Issa, said he had long suffered from high blood pressure, which had been fluctuating before his death.

His passing marks the end of a significant chapter in Tanzanian drama history, with many remembering him as a comedian who brought joy to millions and paved the way for new generations of actors.

Zanzibar’s Ministry of Education and Vocational Training has signed a five-year Sh3 billion agreement with the Norwegian Association of Disabled (NAD) to strengthen inclusive education systems and improve access for learners with special needs.

Speaking during the signing ceremony on Sunday, June 14, 2026, the ministry’s Permanent Secretary, Mr Khamis Abdulla Said, said the partnership comes at a critical moment as government reforms advance to ensure persons with disabilities have access to education without barriers.

‘This is significant support and a strong commitment. I congratulate our partners at NAD. I believe that after five years, Zanzibar will be far ahead in inclusive education,’ he said.

He said Zanzibar plans to introduce sign language as a subject in all schools, like other languages, to enhance communication for learners with special needs.

The initiative also aims to ensure all teachers are trained in inclusive education so that children with disabilities can learn in an equal and supportive environment without being excluded due to a shortage of specialised staff.

‘This is where we are heading. Currently, the government has employed 90 inclusive education teachers, but we want all teachers to be trained so that learners with special needs can be included in all schools without difficulties in accessing support,’ he said.

He added that the agreement will strengthen the implementation of policies and strategies on disability inclusion in Zanzibar.

‘We will work together to implement the education policy, which includes inclusive education components and strategies to strengthen inclusive services,’ he said.

Mr Said said the partnership will also build capacity among education officials to better manage inclusive education programmes.

He noted that NAD has operated in Zanzibar for more than nine years, investing not less than Sh5 billion in various programmes.

‘This investment has helped increase enrolment of children with special needs in both public and private schools, where more than 10,000 learners are now in school,’ he said.

He added that the organisation has developed inclusive education guidelines for teachers, while increased awareness has influenced government decisions to better respond to the needs of persons with disabilities.

Another key area of cooperation is the provision of assistive devices and the use of technology to support learners with disabilities.

NAD Country Director, Mr Abdulla Amour, said the organisation focuses on promoting the rights of persons with disabilities, inclusive education, advocacy, and economic empowerment.

‘In the education ministry, we are working to transform the entire education system into an inclusive one. This agreement is not the beginning of our partnership but a continuation of the work we have been doing since 2019,’ he said.

He said the new agreement formalises ongoing efforts, adding: ‘We are grateful for this partnership so we can continue moving this agenda forward.’

State House representative, Mr Mohamed Nassor Karim, said both sides are committed to major improvements in the education sector, particularly inclusive education.

The election petition challenging the victory of Kigoma Urban Member of Parliament Clayton Chipando, popularly known as Baba Levo, is set to enter a crucial stage tomorrow (Monday, June 15, 2026) after overcoming a series of legal hurdles.

The development comes after the Chief Justice of Tanzania (CJ), George Masaju, issued a notice extending by six months the statutory period for hearing election petitions filed in 2026.