Category: The Citizen

Dar es Salaam. Tanzania is intensifying efforts to unlock growth capital for small and medium-sized enterprises (SMEs) amid fresh warnings that up to seven in every 10 young businesses fail within their first three years, underscoring the urgency of bridging the country’s persistent “missing middle” financing gap.

The concern formed the centre of discussions at the second Tanzania Impact Investment Forum (TIIF) 2026, which opened in Dar es Salaam yesterday, bringing together more than 300 investors, policymakers, development finance institutions and entrepreneurs to explore ways of strengthening access to growth capital for SMEs. The three-day forum, hosted by the Embassy of Switzerland in Tanzania, is themed “Unlocking Growth Capital: Investing in High-Impact SMEs and Transformational Projects.

” New data presented alongside the forum, drawn from the Tanzania Investment and Consultant Group Limited (TICGL), shows that between 60 and 70 percent of newly established businesses in Tanzania collapse within three years, largely due to financing constraints, weak business systems and an unfavourable operating environment. Speaking at the opening of the forum, Switzerland’s Ambassador to Tanzania, Nicole Providoli, said the most persistent constraint facing the sector is not the absence of ideas or early-stage funding, but the inability of growing enterprises to access scale-up capital.

“These are businesses expanding access to essential services, strengthening livelihoods, and opening new economic opportunities. They are contributing to more inclusive and resilient communities, while also helping to build Tanzania’s next decade of growth,” she said.

“These businesses deserve capital. They are ready for it.

And the question is: what would it take to get that capital to them?” she added. She said while investor appetite for Tanzania is growing–particularly in agriculture, climate-smart solutions, manufacturing and digital services many SMEs fail to meet institutional investment thresholds due to limited track records, weak financial systems and perceived risk.

Ambassador Providoli added that TIIF is designed to directly address this mismatch by linking investment-ready SMEs with capital providers through structured deal rooms and investor matchmaking sessions. This year, more than 30 SMEs underwent pre-forum investment readiness training in partnership with Venture Capital for Africa (VC4A), with 15 selected to pitch directly to investors.

Stanbic Bank Tanzania Managing Director Manzi Rwegasira said impact investment requires coordinated effort across all stakeholders, including government, financiers and the private sector. “For the Government, the key is not necessarily providing funds, but creating an enabling environment that allows all actors to participate effectively in investment,” he said.

British High Commissioner to Tanzania Marianne Young also stressed the demographic opportunity, noting that Tanzania’s large youth population presents both a challenge and an economic opportunity. “The question is how Tanzania can harness this demographic dividend to build a sustainable economy.

The UK will continue to support efforts in this direction,” she said. However, economists warn that structural constraints in Tanzania’s business environment continue to undermine SME survival rates.

University of Dar es Salaam economist Prof Abel Kinyondo said high borrowing costs and regulatory pressures remain key barriers to growth. “Interest rates in Tanzania are still high compared to other markets, and this affects business expansion,” he said.

He also pointed to taxation and regulatory costs as additional constraints, arguing that policy reforms are needed to improve competitiveness. “Many SMEs are not failing because there is no demand, but because operating costs are too high and the environment is not sufficiently enabling,” he said.

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Nairobi. A Kenyan High Court has extended by three weeks an order blocking the construction and operation of a proposed US-linked Ebola quarantine facility, while directing the government to disclose full details of its agreement with Washington.

The 50-bed isolation unit, planned at a military air base in Nanyuki in central Kenya, was intended to receive American citizens exposed to Ebola in outbreaks in the Democratic Republic of Congo and Uganda. The proposal has sparked widespread public concern, with critics accusing the United States of attempting to shift health risks to Kenya.

On Tuesday, Judge Patricia Nyaundi ruled that no construction or operational activity should proceed at the site until the case is fully determined. She also ordered the government to publish all agreements, health protocols and operational arrangements related to the facility within seven days, with the matter set for hearing on June 23. The ruling follows earlier interim orders issued after a legal challenge by civil society organisations, including concerns over transparency and public health preparedness.

Despite the court restrictions, reports from diplomatic sources indicate that US military aircraft have continued to transport personnel and equipment to the site in recent days. Public opposition to the project has been mounting.

Hundreds of residents in Nanyuki staged protests earlier this week, with organisers alleging that two people were shot dead during clashes with police. Authorities, however, said they were not aware of any confirmed fatalities.

The facility has become a flashpoint for debate over Kenya’s health security and sovereignty, with critics warning of potential risks and lack of public consultation. President William Ruto has defended the arrangement, saying it forms part of Kenya’s long-standing health cooperation with the United States and broader efforts to strengthen preparedness for infectious disease outbreaks.

He maintained that the facility would serve both Kenyan and foreign nationals in the event of an emergency. The United States has not issued a detailed public response to the latest court ruling.

The case continues to attract national attention, highlighting tensions between international health partnerships, domestic legal oversight and public concerns over safety and transparency. .

Dar es Salaam. The High Court in the Kigoma Sub-Registry has ordered that members of the Presidential Commission of Inquiry into post-election violence investigations be served through a public notice to be published in Mwananchi newspaper.

The directive was issued on Monday, June 1, 2026, by Justice Agustine Rwizile, who is presiding over a case challenging the legality of the commission. The order followed the failure of the commissioners, or their representatives, to appear in court when the matter was called.

The commission, commonly known as the Judge Lila Commission, is chaired by Court of Appeal Judge Shaban Lila. It was established by President Samia Suluhu Hassan, with members announced on May 18, 2026. Other members include retired High Court judges Gad John Mjemmas, Awadh Mohamed Bawazir and Aishieli Nelson Sumari.

President Hassan established the commission following the report of an earlier Presidential Commission of Inquiry into post-election violence, chaired by retired Chief Justice Mohamed Chande Othman. Days after the new commission was announced, activists Buberwa Kaiza and Joseph Mabugo, through lawyers Mpale Mpoki and Hekima Mwasipu, filed a case challenging its legality.

They named the Attorney General, Justice Lila, and the three commissioners, Mr Mjemmas, Mr Bawazir and Ms Sumari, as respondents. The applicants are seeking leave to institute judicial review proceedings to nullify the President’s decision to establish the commission and appoint its members, and to restrain it from continuing its work.

On May 27, 2026, the court sat in the absence of all parties and directed respondents to file counter-affidavits within one day, while fixing the matter for hearing and ordering service of summons. However, only the Attorney General appeared in court, represented by Senior State Attorney Stanley Kalokola, who confirmed receipt of the documents and said a response had been filed on behalf of the first respondent, but he did not represent the remaining commissioners.

Applicants’ counsel Mpoki told the court that all respondents had been duly served, including service at the Attorney General’s Office. Mr Kalokola maintained that while the Attorney General had filed a counter-affidavit, he had no instructions to represent the other respondents.

In light of this, Mr Mpoki applied for substituted service through a newspaper of wide circulation, proposing Mwananchi. Justice Rwizile granted the application and ordered publication of the summons in Mwananchi by June 4, 2026, ahead of the next hearing scheduled for June 8, 2026. The case, filed under certificate of urgency, argues that unless heard promptly, the commission may continue its work despite allegedly lacking constitutional and legal authority.

Court documents show that following post-election violence, police arrested several suspects and instituted multiple criminal cases. While those cases were ongoing, President Hassan ordered the release of some suspects on the basis of available evidence.

She later established a commission to investigate alleged breaches of peace, known as the Chande Commission, which submitted its report on April 23, 2026. The report indicated that 518 people had been killed, with others injured, warning that the figure could be higher. After receiving the report, the President formed another commission to investigate criminal conduct arising from the same events.

The applicants argue that the move lacks legal basis, particularly as suspects had already been released without judicial determination, and that it amounts to discrimination contrary to Article 13(1) of the Constitution. They further argue that under the Commission of Inquiry Act (Cap.

32 R.E 2023), the President has no authority to establish another commission after the Chande Commission concluded its work.

They contend that under Section 21(1)(a) and (b), any further action should have been directed to the Director of Public Prosecution (DPP) to instruct police to conduct additional investigations. They also argue that where sufficient evidence exists, those implicated should be prosecuted.

In addition, they maintain that the President has no authority to establish a commission to investigate criminal matters, as that mandate rests exclusively with the DPP. They cite the Office of the Director of Public Prosecutions Act (Cap.

430 R.E 2023), arguing it vests sole authority in the DPP to oversee criminal investigations, except those under military jurisdiction.

They further submit that the DPP is constitutionally mandated to direct and supervise criminal investigations, except those tried by military courts. .

Arusha . Tanzania has signalled a shift from investment dialogue to implementation after unveiling a $6.35 billion pipeline of investment-ready projects at the Tanzania Investment Summit 2026, as the government seeks to convert proposals into financing agreements under its Vision 2050 agenda.

The two-day summit has brought together senior government officials, development finance institutions, private investors and development partners to accelerate investment decisions and mobilise capital into priority sectors of the economy. Organised under the Tanzania Investment Growth Facility (TIGF), the summit is a joint initiative of the Economic and Social Research Foundation (ESRF) and the United Nations Development Programme (UNDP), in partnership with the Tanzania Investment and Special Economic Zones Authority (TISEZA) and the Zanzibar Investment Promotion Authority.

Opening the summit today, the Minister for Information, Communication and Technology, Angellah Kairuki, said Tanzania was increasingly turning to alternative financing models, with more than 70 per cent of funding for national development priorities expected to come from the private sector. “Alternative financing is no longer optional.

We are moving towards blended finance, public-private partnerships and stronger private sector participation,” she said. Ms Kairuki said the government has prepared 60 investment-ready public projects worth $6.35 billion, up from $2.85 billion at an earlier stage.

She, however, did not provide a breakdown or list of the individual projects, saying the focus of the summit was to move discussions from dialogue to decisions and from commitments to implementation. The UNDP Resident Representative in Tanzania, Shigeki Komatsubara, said the Investment Growth Facility was designed to bridge the gap between national priorities and global capital by de-risking projects and structuring them for investment.

“Through this platform, we are turning national priorities into bankable investments and connecting them directly to investors so that pipelines become real deals,” he said. ESRF Executive Director Prof Fortunata Makene said the summit provided a platform for government, investors and development partners to align efforts aimed at translating development ambitions into tangible outcomes, noting that sustainable investment depended on structured partnerships and continued engagement among stakeholders.

Speaking during a high-level panel discussion on strengthening Tanzania’s investment ecosystem, TISEZA Director of Investment Promotion George Mukono said ongoing reforms were aimed at streamlining investment procedures through a one-stop facilitation system and reducing regulatory bottlenecks that had previously delayed project implementation. He said the government was also addressing challenges related to land access, licensing timelines and overlapping regulatory inspections in a bid to improve coordination among institutions and accelerate project execution.

The Principal Secretary in Zanzibar’s Ministry of Blue Economy and Fisheries, Capt Hamad B. Hamad, said the Isles were advancing a pipeline of large-scale infrastructure projects, including port developments intended to position Zanzibar as a regional logistics hub.

However, he noted that several projects remained unbankable despite the completion of feasibility studies. Permanent Secretary in the President’s Office (Planning and Investment), Dr Fred Msemwa, said Tanzania was targeting a $1 trillion economy by 2050, with the private sector expected to contribute more than half of the country’s gross domestic product and up to 70 per cent of investment financing.

He said reforms were focused on improving policy predictability, strengthening institutional coordination and creating a more efficient investment environment to support long-term economic transformation. Ms Kairuki said the summit marked a new phase in Tanzania’s investment strategy, with greater emphasis on converting opportunities into signed agreements and measurable investments.

“We are not here for dialogue. We are here for decisions, partnerships and investments,” she said.

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Dar es Salaam. The business community is mourning the death of veteran corporate leader Leonard Clement Mususa.

The long-serving boardroom figure was widely credited with shaping private sector development, corporate governance and leadership practice across the country. According to a statement issued by his family on May 30, 2026, Mususa died on Saturday.

Funeral arrangements were still being finalised at the time of publication. Mr Mususa was a prominent figure in the corporate and financial sectors of Tanzania.

He served on the boards of several major institutions over a career spanning more than three decades. His strategic vision helped steer these organisations through significant periods of growth and economic transition.

He previously chaired Mwananchi Communications Limited (MCL)’s board. He also served as the board chairman of Tanzania Breweries Limited (TBL Plc).

Furthermore, he held influential board positions at Stanbic Bank Tanzania and NMB Bank Plc, among other notable institutions. Before retiring in 2014, Mr Mususa spent more than 36 years at PricewaterhouseCoopers (PwC).

This tenure included 14 years as the Country Senior Partner in Tanzania. In this role, he led critical audit, advisory and governance engagements across both public and private sector institutions.

His work established rigorous frameworks that continue to guide the accounting profession today. The CEO Roundtable of Tanzania (CEOrt), Chairman, David Tarimo, described him as a distinguished leader.

Mr Tarimo noted that his contribution to the private sector and the wider development landscape leaves a lasting legacy. Mususa was a founding member and former board director Mr Tarimo said Mususa played a central role in mentoring young professionals.

He also noted his efforts in strengthening private sector engagement in policy and regulatory reforms. “His influence extended far beyond the accounting profession.

Through his leadership and guidance, he helped shape numerous successful careers and contributed significantly to Tanzania’s corporate and governance landscape through his service on the boards of several organisations,” he said. Mr Tarimo also highlighted his valuable contribution to the Tax Reform Commission.

Mususa served as an active member of this commission and helped shape recommendations that informed national tax policy discussions. He was a strong supporter of the CEOrt, where he served as both a board member and chairman.

In these roles, he helped to strengthen institutional dialogue between the private sector and the government. “Through his professionalism, expertise and unwavering commitment to public service, he left an enduring legacy and made a lasting impact on Tanzania’s business environment,” Mr Tarimo said.

PwC Tanzania Country Senior Partner, Zainab Msimbe, described him as a leader of absolute integrity and a mentor who shaped generations of professionals. “He was among those rare individuals who shaped true professional leadership through both example and service,” she said.

“He was a true professional and a man of unshakeable integrity, but above all a leader and mentor who shaped many leaders. His legacy lives on in every person he guided.

” Former MCL Managing Director and current Director of Presidential Communications, Bakari Machumu, said he received the news of the death with shock. He described Mususa as both a mentor and a father figure.

Mr Machumu noted that Mususa invested heavily in developing young professionals during his time at PwC Tanzania. This mentorship continued long after his retirement, including during his tenure as the chairman of MCL.

“He challenged us to be better and never settle for less. We were fortunate to pass through his hands professionally,” he said.

“He focused on execution, execution, execution. He believed in attention to detail, and that there is no execution without detail, as the saying goes, ‘the devil is in the details.

‘” He described him as a meticulous boardroom leader who arrived fully prepared for meetings and rigorously interrogated reports. “In short, he was a treasure to the nation,” Mr Machumu said, describing him as a national asset.

He added that even after retirement, Mususa continued to serve the country through various public commissions and corporate boards. NMB Bank Plc Chief Executive Officer, Ruth Zaipuna, described Mr Mususa as her mentor, boss and father figure.

She said his guidance played a key role in shaping her professional journey. “Long before I joined NMB Bank, I had the opportunity to work under his leadership at PwC Tanzania, where he invested generously in the growth of young professionals and led by example through his unwavering commitment to excellence, integrity, humility and service,” she said.

She said Mususa combined strong professional expertise with deep humanity. He challenged colleagues to maintain high standards while remaining approachable and respectful.

“When he joined the Board of NMB Bank in 2015, he brought with him a wealth of experience in governance, risk management and strategic leadership,” she said. She added that during his tenure at NMB Bank from June 2015 to January 2022, the institution underwent significant transformation.

It strengthened governance structures, expanded digital innovation, broadened financial inclusion and deepened its national impact. .

By Muhsin Masoud Last week’s part of this series ended by highlighting procedures that are usually followed in state-owned firms in getting approval of organisational structures. Other lengthy processes in state-owned firms are employment procedures.

In private entities, boards usually approve budgets for new employees alongside annual budgets and the responsibility for recruitment is entirely left to the management, which is accountable for the employees they hire. In contrast, state-owned firms usually must obtain government approval before they proceed and in some cases, even the recruitment procedures and the interviews are conducted outside the entities’ domain.

When management wishes to recruit a promising talented candidate from the industry to a state-owned firm, the process often takes too long, usually around six to nine months to complete. In the private sector, the difference is stark.

The candidate is approached and the recruitment process is often completed within a month or less, leading to more efficient operations and better performance. In state-owned firms, it is not unusual for the entire recruitment process to be completed, only for the management to receive a call from a senior government official questioning why a certain candidate was recruited or why someone else wasn’t.

If the chief executive is not strong enough, the entire process might have to start all over again, adding another six months of delay. How can these entities compete under such circumstances? As an example from one case well known to me, one CEO faced a situation where, even after obtaining all the necessary approvals, the process was halted by interference from another government organ without any valid reason and letters of appointment were withheld, preventing the candidates from being officially hired.

As a result, services and operations were disrupted and management, not surprisingly, took the flak. Even remunerations and incentives are dictated by government-approved salary scales.

Bonuses in some cases, must also be approved by shareholders even when performance targets have been significantly exceeded. The situation differs significantly from companies with which these state-owned firms are competing.

How can state-owned firms attract top talent and deliver better services when their incentives are controlled and significantly lower compared to those of private competitors? Most of the time, complaints are directed at management, criticising poor service quality compared to private competitors and employees’ performance being below industry standards. There was an instance that I am aware of where the head of a certain state-owned firm received instructions from the ministry to abolish certain incentives granted to managers despite the entity’s strong performance.

He objected, risking his position to defend the decision. This overlooked the fact that the industry these employees worked in involved significantly higher risks and more demanding duties than those in other government departments.

These are just a few examples of obstacles that state-owned firms face in human resource management due to lack of decision-making power granted to those who are entrusted and accountable for running these organisations. These kinds of interferences often persist due to the perception that these entities are merely extensions of ministries.

At times, heads of department in ministries may believe that they have the authority to instruct CEOs to take certain actions. One CEO was once summoned by a department head in a ministry and instructed to contact managers from other institutions to arrange for a meeting.

Instead of focusing on core responsibilities of the entity, the CEO was expected to perform secretarial tasks. A colleague once told me that, in reality, the heads of these independent entities are comparable to permanent secretaries because they are also accounting officers sometimes managing budgets larger than those of ministries.

Unfortunately, this fact is often overlooked. A colleague leading a large public entity once shared with me that he was summoned to a ministry with only an hour’s notice, without being informed of the meeting’s agenda.

He declined to attend, demanding proper notice and details of the discussion. He was bold.

I remember a similar experience when I was in the middle of a meeting and was urgently summoned to attend another one, with warnings of repercussions if I didn’t comply. When I arrived, I found that the meeting was entirely irrelevant to my role.

After half an hour, I decided to leave and return to my office to continue with the duties that I was primarily responsible and accountable for. The next article will highlight further the downside of regarding state-owned firms as departments within ministries as well as other prolonged approvals and their impact on performance.

Dr Muhsin Salim Masoud is a seasoned banker and academic, who has also served as managing director of the People’s Bank of Zanzibar and Amana Bank. .

Dar es Salaam. As the NBC Premier League enters its final five matches of the 2025/26 season, Young Africans (Yanga) goalkeeper Djigui Diarra has once again emerged as the leading contender in the clean-sheet race, reinforcing a growing trend in Tanzanian football where foreign goalkeepers continue to dominate the country’s top flight.

The Malian international currently tops the standings with 13 clean sheets, placing him on course to finish the season as the league’s best-performing goalkeeper and further highlighting the increasing influence of imported shot-stoppers in a competition where foreign keepers have consistently set the benchmark for defensive excellence. According to the latest clean-sheet rankings, Diarra has registered 13 clean sheets, ahead of Simba SC’s Mohamedou Kassaly of Niger with 12 and Azam FC’s Aishi Manula with 11. The top four places are occupied by foreign goalkeepers, with Rwanda’s Jean Noel of Tabora United sitting fourth on 10 clean sheets.

The trend is not new A look back at the 2024/25 season shows a similar pattern. Simba’s Guinea international Moussa Camara finished as the league’s best goalkeeper in terms of clean sheets with 19, while Diarra was second with 17. Tanzania’s Patrick Mntalai of Mashujaa was the highest-ranked local goalkeeper in third place with 12 clean sheets.

The numbers suggest that foreign goalkeepers have become increasingly influential in determining the fortunes of Tanzania’s leading clubs. In the current season, three of the top four clean-sheet leaders are foreigners.

Last season, the top two positions were also occupied by foreign shot-stoppers. The consistency of players such as Diarra, Camara and Kassaly demonstrates why clubs continue to invest in experienced goalkeepers from across the continent.

Diarra’s impact has been particularly remarkable. Since joining Yanga, the Malian international has transformed the club’s defensive stability and has remained one of the most reliable performers in the league.

His command of the penalty area, distribution and leadership have made him a key figure in Yanga’s pursuit of another league title. The clean-sheet race also mirrors the current league standings.

Yanga, Simba and Azam boast some of the strongest defensive records in the competition and occupy the top positions in the table. With Yanga and Simba locked in a fierce title battle and Azam maintaining pressure behind them, defensive solidity has proven just as important as attacking firepower.

Recent league statistics show Yanga and Simba among the teams with the fewest goals conceded this season. Another notable feature is that foreign goalkeepers are no longer confined to the traditional giants.

Jean Noel (Gabon) at TRA United (former Tabora United) and several other imported keepers at mid-table clubs have emerged among the league’s best performers, suggesting that teams increasingly view experienced foreign goalkeepers as a shortcut to defensive improvement. However, the data also shows that local goalkeepers remain competitive.

Manula continues to rank among the league’s elite despite fierce competition, while Zanzibar-born Zuberi Foba has maintained a strong presence for Azam. Goalkeepers such as Yona Amos (Pamba Jiji), Ramadhani Chalamanda (JKT Tanzania) and Mlussa Mbisa (Tanzania Prisons) have also demonstrated that Tanzanian talent remains capable of competing at the highest level.

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Lindi/Mtwara. Despite repeated government assurances over the years regarding the development of aquaculture centres, the reality on the ground, particularly at the Nyengedi project in Mtama District, Lindi Region, tells a very different story.

Presenting the Ministry of Livestock and Fisheries’ revenue and expenditure estimates for the 2021/22 financial year in Parliament, the then docket’s minister, Mr Mashimba Ndaki, announced that the government had embarked on the rehabilitation, expansion and construction of aquaculture development centres, including Nyengedi. “Mr Speaker, the Ministry has continued with the rehabilitation, expansion and construction of aquaculture development centres to expand extension services and fish fingerling production.

The centres at Kingolwira, Mwamapuli, Nyengedi and Ruhila have commenced rehabilitation and expansion works for Sh802.3 million,” said Mr Ndaki. Three years later, during the 2024/25 financial year, the then Minister for Livestock and Fisheries, Mr Abdallah Ulega, reaffirmed the government’s commitment to strengthening the facilities.

“Mr Speaker, during 2024/25, the Ministry will continue improving extension services and fingerling production through the management and operation of five aquaculture centres, Ruhila in Ruvuma, Kingolwira in Morogoro, Mwamapuli in Tabora, Machui in Tanga and Nyengedi in Lindi, to enable them to produce three million fingerlings,” Mr Ulega told Parliament. However, more than five years after the initial pledge, conditions at Nyengedi paint a stark contrast between official commitments and implementation.

A visit by The Citizen to the site found an abandoned facility, with two dilapidated ponds engulfed by weeds and overgrown grass. The area appears neglected and poses potential safety risks.

At the investment site, estimated to cover more than 10 acres, visitors are greeted not by signs of progress but by silence, broken only by wind rustling through thick vegetation that has overtaken almost every corner of the property. Residents warn that the area is home to highly venomous snakes.

The scene reflects total abandonment. Little suggests the site was once earmarked to become a major aquaculture investment centre and modern fish hatchery, repeatedly highlighted in government plans.

Amid the overgrown surroundings stands a deteriorating building. Sections of the roof have been damaged, while several iron sheets, doors and windows have been removed.

With no security in place, the structure has been left vulnerable to vandalism. Its faded walls are now covered with graffiti and other markings.

Residents say the area has become unsafe, particularly after dark or for those visiting alone. They allege it has turned into a hideout for criminal activity involving groups of young people seeking alternative sources of income.

According to residents, the building was constructed to coordinate project operations. Today, it stands as a symbol of unfulfilled promises, with no activity, no security and no indication of ongoing work.

Nearby, two ponds excavated during the project’s initial phase have become stagnant pools surrounded by thick vegetation. There is no sign of production or investment activity.

It appears work stopped abruptly and never resumed. Residents say even the security guard assigned to protect the facility eventually left after going for long periods without pay.

The contractor responsible for implementing the project also abandoned the site without explanation. Today, Nyengedi is no longer viewed as a beacon of economic opportunity.

Instead, it stands as a reminder of a stalled project that left behind shattered expectations and unanswered questions. Given its current condition, residents find it difficult to believe there was ever a serious plan to transform the area through government investment.

What remains is a shadow of what they were promised. The Citizen investigation found no evidence of development corresponding to either the pledges made or the funds reportedly allocated.

Meanwhile, residents who surrendered their land continue to wait for compensation. Information obtained in Lindi Region indicates that compensation assessments for affected residents required about Sh53 million.

However, only Sh21 million was made available, slowing implementation and leaving some residents unpaid to this day. Based on the Sh802.3 million allocation announced by Mr Ndaki for four projects, each project would have received an average of more than Sh200 million.

Residents argue that such funding would have been sufficient to settle compensation claims while still facilitating development at Nyengedi. According to government figures, the fisheries sector currently contributes about eight percent to the national gross domestic product (GDP), with a target of increasing that contribution to 10 percent by 2030. To realise that goal, the Ministry of Livestock and Fisheries has developed strategies to promote aquaculture, including the construction and rehabilitation of strategic centres such as Nyengedi in Lindi Region and Ruvula in Mtwara Region.

The centres are regarded as key pillars in advancing the Blue Economy agenda, which seeks to ensure the sustainable use of aquatic resources to create employment, increase production and improve livelihoods. The Nyengedi project Located about 65 kilometres from Lindi Municipality in southern Tanzania, the Nyengedi Centre was expected to become a major hub for fish fingerling production and extension services across the southern zone while creating employment opportunities.

Instead, it remains mired in implementation challenges that continue to raise concerns about its future. In Nyengedi Village, within Nyengedi Ward in Mtama District, what was once viewed as a transformative investment project has become a story of frustration, uncertainty and prolonged waiting.

The proposed fish hatchery project, alongside plans to rehabilitate and expand the Nyengedi Aquaculture Development Centre, was initially welcomed as a potential catalyst for economic growth. It was expected to support fingerling production, promote freshwater fish farming and create jobs for young people across southern Tanzania.

More than a decade later, however, the project remains stalled without satisfactory explanations, while residents who surrendered their land have yet to receive full compensation. For many residents, what began as a vision of development has instead become a source of hardship.

Among those affected is Mr Ismail Mituka of Nyandeni Ward, who recalls surrendering his land in good faith after being assured the project would bring development and benefit local communities. How it started According to Mr Mituka, the project dates back to the early 2000s, when a foreign investor and a local partner arrived in the area seeking land for a fish-farming venture.

“They told us it was a major project that would bring development, create jobs and improve livelihoods. We voluntarily agreed to surrender our land,” he says.

He explains that the investor initially intended to compensate residents directly. However, the process was later halted by government authorities and transferred to the Mtama District Council.

Residents say that marked the beginning of the project’s troubles. Following an assessment, Mr Mituka was offered compensation that he believed was far below the value of his property.

“I had 1.4 acres planted with coconut trees, oil palms and other crops, but I was told I would receive only Sh210,000. That was completely unfair,” he says.

He rejected the payment, although some residents accepted it for fear of losing everything. Those who declined compensation later returned to their land and resumed farming for a time.

That situation proved temporary. Several years later, the government returned with plans to establish a regional aquaculture development centre through the Ministry of Livestock and Fisheries.

Residents were again asked to surrender their land, this time with assurances that full compensation would be paid. “They told us this was a government project and that funds had already been secured.

We were only asked to wait for the process to be completed,” says Mr Mituka. According to him, a fresh assessment placed compensation requirements at about Sh53 million.

However, only Sh21 million was secured, causing delays from the outset. Despite the funding gap, construction commenced with the excavation of two ponds and the development of limited infrastructure.

To be continued tomorrow .

Dar es Salaam. A total of 246,197 students have been selected to join Form Five and technical colleges for the 2026 academic year, the government has announced.

The figure marks an increase from 214,141 students placed last year. The selected students comprise 114,102 girls and 132,095 boys, including 631 students with special needs.

Announcing the placements in Dar es Salaam, on Monday, May 1, 2026, the Minister of State in the Prime Minister’s Office (Regional Administration and Local Governments), Prof Riziki Shemdoe, said 172,114 students, equivalent to 69.9 percent of the total, had been selected to join Form Five studies in both boarding and day secondary schools. Of these, 85,987 girls and 86,127 boys have been allocated places in 856 schools, including 825 boarding schools, 25 day schools, and six schools offering both day and boarding facilities.

The figure represents an increase from last year, when 188,787 students were admitted to Form Five in 812 schools. Prof Shemdoe said 1,548 high-performing students, comprising 762 girls and 786 boys, had been selected to join eight secondary schools designated for top achievers.

According to the placement list, 163,499 students have been assigned to boarding schools, while 7,067 have been placed in day schools. Meanwhile, 74,083 students, representing 30.1 percent of those selected, have been admitted to technical and vocational institutions.

The group includes 28,115 girls and 45,968 boys. Among them, 3,144 students have been selected to pursue programmes at four higher technical institutions: Arusha Technical College (ATC), Dar es Salaam Institute of Technology (DIT), Mbeya University of Science and Technology (MUST), and the Water Management Development Institute (WMDI).

In addition, 2,330 students have been selected for diploma-level health training institutions, while 2,983 have secured places in diploma teacher-training colleges. Another 65,626 students have been admitted to institutions offering training in other professional fields.

Prof Shemdoe said the first term for Form Five students will begin on July 6, 2026, with reporting scheduled between July 4 and July 31, 2026. “Students selected for technical colleges will receive admission instructions directly from their respective institutions,” he said. The minister stressed that placements were made strictly based on academic performance and available spaces, meaning there would be no opportunity for school transfers due to limited capacity.

“Parents wishing to transfer their children to any of the eight schools designated for top-performing students should note that there is no room for transfers because all available places have been filled,” he said. Prof Shemdoe congratulated teachers, parents, and guardians for their contribution to students’ academic success and urged them to continue supporting learners throughout their education journey.

He also congratulated the selected students and encouraged them to work hard to qualify for higher education and advanced professional training after completing Form Six and technical college programmes. The minister further called on regional commissioners, district commissioners, and local government directors to accelerate the government’s plan to establish Form Five secondary schools in every division.

According to him, the initiative will help ensure that all students who pass the Certificate of Secondary Education Examination (CSEE) are able to continue with advanced-level studies. .

Football is no longer just a sport. It is now one of the most powerful media products in the world.

Across Africa, millions of people wake up thinking about football, argue about football throughout the day, and spend evenings glued to television screens, mobile phones, radios, and social media discussing football. Stadiums create emotion, but media transforms football into a billion-dollar industry.

The modern football league is not built only on players and coaches. It is built on cameras, broadcasting rights, sponsorships, headlines, digital clips, and nonstop content distribution.

In many ways, football without media would still be a sport but not the global business empire it is today. The English Premier League offers one of the clearest examples.

While the quality of football matters, the league’s global dominance is driven heavily by media packaging. Every match becomes content.

Every rivalry becomes a story. Every player becomes a brand.

Broadcasters, digital platforms, podcasts, influencers, and sports journalists collectively keep audiences emotionally connected even when matches are not being played. Football has mastered something many industries still struggle to achieve: constant audience engagement.

In Tanzania and across East Africa, this media influence is impossible to ignore. European football leagues dominate conversations, advertising, social trends, and viewing habits.

Fans know the latest transfer rumours in England faster than developments in their own domestic leagues. This is not simply because foreign football is better.

It is because foreign leagues understand the business of storytelling and media distribution at a much deeper level. Modern football leagues are media companies disguised as sports competitions.

This is where African football faces an important challenge. Many local leagues focus heavily on match organization but underestimate the power of media value creation.

A football league today cannot grow through fixtures alone. It grows through visibility, storytelling, personality building, digital engagement, and audience experience.

Fans no longer consume football only for 90 minutes. They consume football all week.

Unfortunately, many African leagues still operate with outdated media thinking. Coverage is often inconsistent, production quality remains weak, and digital engagement lacks strategy.

Some clubs still treat media as secondary rather than central to growth. Yet globally, media rights now generate more revenue than ticket sales for many major leagues.

This should be a wake-up call. Football audiences today are built digitally first.

If leagues fail to dominate digital conversations, they risk becoming invisible to the next generation. Social media, in particular, has changed the relationship between fans, clubs, and players.

Footballers are no longer controlled entirely by traditional media interviews or press conferences. Many now communicate directly with fans through personal platforms, building audiences independent of clubs and broadcasters.

In some cases, players themselves have become media brands larger than the teams they represent. This creates both opportunity and danger.

On one side, football becomes more accessible and engaging. On the other, sensationalism sometimes overtakes substance.

Headlines become more valuable than analysis. Controversy generates clicks faster than tactical discussion.

Football media increasingly competes not only for viewers, but for emotional reactions. Yet despite these challenges, football and media remain deeply dependent on each other.

Football provides emotional drama; media transforms that drama into commercial value. The bigger question for Africa is whether local leagues can learn from this model without losing authenticity.

There is enormous untapped potential in African football. The passion already exists.

Stadium rivalries are intense. Fan loyalty is powerful.

Talent is abundant. What is often missing is strategic media investment.

Local leagues must begin seeing themselves not only as sports competitions, but as entertainment ecosystems. African football does not necessarily need to imitate Europe completely.

In fact, authenticity could become its greatest strength. Local stories, community identity, cultural energy, and fan passion are assets global audiences increasingly appreciate.

The leagues that will grow in the future are not simply those with the best players. They will be the leagues that understand how to capture and sustain attention.

Because in modern football, winning no longer happens only on the pitch. It also happens on screens, timelines, headlines, and digital conversations.

The real battle today is not just for trophies. It is for audience attention and media owns a significant part of that game.

Angel Navuri is a Media, Partnerships and Growth Strategist .