Category: The Citizen

Zanzibar. Zanzibar’s wellness landscape is poised for a remarkable evolution as Shah Palace Hotel prepares to unveil its signature spa in partnership with Healing Earth, one of Africa’s most distinguished wellness and skincare brands.

With over 30 years of experience curating transformative spa journeys across the continent’s most celebrated luxury establishments, Healing Earth’s arrival marks a defining moment for the island’s hospitality sector. The brand’s impressive portfolio spans an elite constellation of Africa’s finest properties, including Belmond, Thanda Safari, andBeyond, Wilderness Safaris, MalaMala Game Reserve, AandK Sanctuary Retreats, Elewana Collection, Serena Hotels and Resorts, Tintswalo Collection, Marriott International, and Cocoon Collection.

This strategic partnership positions Shah Palace among East Africa’s most prestigious wellness destinations. A sanctuary born from cultural fusion What sets the Shah Palace spa apart is Healing Earth’s commitment to creating an entirely bespoke wellness experience, one that has never been offered anywhere else in their global portfolio.

This is a truly unique wellness journey that Zanzibar has not yet seen, combining therapeutic innovation with cultural authenticity at a level that establishes a new standard for the island’s luxury hospitality sector. The brand’s wellness architects are meticulously crafting signature rituals that weave together three distinct therapeutic traditions: the time-honoured Middle Eastern healing practices that have long defined Healing Earth’s award-winning treatments, the ancient Swahili coastal wellness traditions of Tanzania and Zanzibar, and contemporary African botanical therapy.

This cultural alchemy will manifest in treatments that celebrate Zanzibar’s aromatic heritage, clove, cardamom, cinnamon, and nutmeg-infused body therapies; coconut and hibiscus skin rituals inspired by coastal purification ceremonies; coffee and baobab exfoliations that honour East African traditions; and stone healing techniques passed down through generations of Swahili healers. The result is a wellness menu unlike any other: traditional Arabic ceremonies reimagined with Zanzibari spices, African grounding rituals enhanced with island botanicals, and signature Healing Earth treatments elevated through indigenous Tanzanian healing wisdom.

Architectural elegance meets therapeutic innovation The spa itself reflects Shah Palace’s core vision of intimate luxury and architectural refinement. Ocean-facing treatment rooms, comprising two couples’ suites and two individual sanctuaries, offer panoramic views of the Indian Ocean, allowing the rhythm of the waves to become part of each therapeutic journey.

High ceilings adorned with handcrafted chandeliers create an atmosphere of spacious serenity, while strategically placed mirrors amplify natural light and enhance the sense of tranquil expansiveness. What truly sets Shah Palace apart and establishes a new wellness benchmark for Zanzibar is a pioneering feature: the island’s first dedicated Himalayan salt saunas.

Each gender-specific changing sanctuary features its own private sauna with a complete Himalayan salt crystal back wall, a therapeutic innovation not yet seen anywhere else on the archipelago. This groundbreaking amenity elevates Shah Palace beyond the wellness offerings currently available in Zanzibar, positioning it alongside the world’s most sophisticated spa destinations.

Beyond the treatment room: wellness as a way of life Healing Earth’s philosophy extends beyond conventional spa experiences. At Shah Palace, treatments will transcend the walls of the spa itself, with therapists offering bespoke rituals in the privacy of guest suites or on the beach, where the sound of the ocean and the warmth of the sand become integral elements of the healing journey.

This flexibility reflects Healing Earth’s holistic approach to wellness, one that recognizes that true restoration occurs when treatments align with each guest’s natural rhythms and preferences. Whether experiencing a sunrise body scrub on the beach or a moonlit aromatherapy massage in a private villa, guests will discover wellness woven seamlessly into every aspect of their Shah Palace experience.

A brand built on African wisdom and global excellence Healing Earth’s foundation rests on principles that resonate deeply with contemporary luxury travellers: authenticity, sustainability, and cultural respect. The brand’s award-winning skincare range features 95% sustainable, refillable packaging, with formulations that are biodegradable, reef-safe, and crafted from ethically sourced African botanicals.

This environmental consciousness aligns perfectly with Shah Palace’s commitment to responsible luxury and community stewardship. Elevating Zanzibar’s wellness tourism narrative As wellness travel continues its ascent across East Africa, the Healing Earth spa at Shah Palace arrives at a pivotal moment.

Today travellers seek more than relaxation, they desire authentic cultural immersion, environmental responsibility, and transformative experiences rooted in place and tradition. This is not merely the opening of another luxury spa; it is the introduction of a new paradigm in African wellness, one that honours the past while embracing the future.

The shores of Zanzibar are about to witness something extraordinary: a wellness experience that captures the island’s essence in every touch, every scent, every healing moment. .

Arusha. The Court of Appeal has upheld decisions of the Tax Revenue Appeals Board (TRAB) and the Tax Revenue Appeals Tribunal (TRAT) dismissing an appeal by Bank of Africa Tanzania Limited, thereby allowing the Tanzania Revenue Authority (TRA) to collect more than Sh240.5 million in additional tax.

The disputed amount comprises Sh225.6 million in principal tax and over Sh14.9 million in interest. In its ruling, the Court agreed with the lower tax bodies that Pay As You Earn (PAYE) tax was properly imposed on taxable benefits paid to two expatriate employees of the bank, including group life insurance contributions and school fees for the 2019 tax year.

The judgment was delivered by a panel of three judges, Shaaban Lila, Penterine Kente and Abraham Mwampashi, while hearing Civil Appeal No. 166 of 2025. The dispute arose from a tax audit conducted by the TRA in 2020 for the 2019 year of income.

On December 11, 2020, the Authority issued a PAYE assessment demanding the additional tax and interest. The bank objected to the assessment in January 2021, arguing that the TRA had wrongly calculated PAYE on benefits provided to its two expatriate staff and had improperly included group life insurance premiums and school fees in their taxable income.

However, the objection was dismissed, prompting the bank to appeal to TRAB and later to TRAT, both of which upheld the TRA’s position. In the present appeal, the bank challenged the Tribunal’s decision on four grounds, including alleged misinterpretation of provisions of the Income Tax Act and errors in the assessment of documentary evidence.

It also disputed the legality of charging interest on late tax payments. The respondent maintained that most of the grounds raised involved issues of fact rather than law and were therefore outside the Court’s jurisdiction.

It further argued that the benefits in question arose directly from employment and were taxable under the law. In its decision, the Court held that benefits such as group life insurance premiums and school fees paid by an employer on behalf of employees constitute gains from employment and must be included in taxable income under the Income Tax Act of 2004. The judges noted that group life insurance relieved employees of a personal financial obligation and was distinct from medical insurance, which enjoys tax exemption.

They also dismissed claims that the benefits could not be apportioned to individual employees, stating that the amounts paid and the number of beneficiaries were known, making allocation administratively feasible. On the issue of interest, the Court emphasised that under Section 76(1) of the Tax Administration Act of 2015, charging interest for late payment of tax is mandatory.

“Charging interest where a taxpayer fails to pay assessed tax is an inevitable consequence for which the taxpayer is liable,” Justice Mwampashi said, as the Court dismissed the appeal with costs. .

Mbeya. Police in Mbeya Region have arrested a man suspected of murdering three children from the same family before stealing 15 cattle they were herding.

The suspect, identified as Dotto Lubogeja, allegedly killed the children after draining their blood and later sold the stolen cattle. The victims were named as Petro Amos (8), Sam Amos (6) and Nkamba Amos (4), all residents of Matundasi Village in Mbarali District, Mbeya Region.

Speaking to journalists on Friday, January 16, 2026, Mbeya Regional Acting Police Commander Wilbert Siwa said the incident occurred on January 15, 2026, in Matundasi Village, Matundasi Ward. He said the suspect found the children grazing cattle in an area near their home before committing the crime.

After the killings, the suspect allegedly stole the 15 cattle and hid them at the home of his uncle, Masoud Kurwa, a resident of Matundasi (B) Village, before looking for buyers. “The suspect managed to sell the livestock for Sh5.1 million,” Mr Siwa said.

He added that police launched a manhunt following the incident, leading to the arrest of both the suspect and his uncle, who is accused of helping to conceal the stolen cattle. “During the operation, police recovered all 15 cattle as well as cash amounting to Sh5.1 million obtained from the sale of the livestock,” he said.

According to Mr Siwa, preliminary investigations indicate that the motive behind the murders was greed and the desire to acquire property through illegal means. He warned members of the public against engaging in unlawful activities in pursuit of wealth, stressing that the Police Force would not hesitate to take legal action against offenders.

Public reaction A resident of the area, Joyce Joel, called on authorities to take firm action against the suspect, saying the incident had deeply shocked the community. “This is extremely painful because it has cut short the dreams of innocent children.

They were the future generation, and the government should strengthen laws to prevent such incidents,” she said. .

In an era when Tanzania’s music industry is increasingly defined by instant hits, viral moments, and the commercial magnetism of established superstars, Juma Hamad, better known as Manager Jayzow, has chosen to swim against the current. An award-winning mainstream Bongo Flava music manager and respected arts stakeholder, Jayzow brings nearly a decade of experience to the table.

Yet instead of chasing immediate returns or the allure of already-famous artistes, he has deliberately committed his time, resources, and reputation to nurturing young, relatively unknown talent. For Jayzow, the future of Tanzania’s music industry lies not in chasing viral trends but in patient, purposeful development.

His reputation as an award-winning manager has cemented his credibility within entertainment circles, a recognition that reflects years of steady work behind the scenes. But despite the accolades and industry recognition, Jayzow has resisted the temptation to manage only established artistes.

He chooses instead to focus on those at the very start of their journey, convinced that shaping raw talent offers a deeper, longer-lasting impact than merely riding the wave of fame. Jayzow’s name is familiar in Tanzania’s entertainment circles.

Over the years, he has worked with notable artistes, including Bongo Flava’s A-list singer Maua Sama, gaining firsthand experience of how fame, brand power, and commercial success operate at the top of the industry. For many managers, exposure to such high-profile work becomes a springboard to chasing only the biggest names, artistes who already command large audiences, endorsement deals, and packed concert venues.

But for Jayzow, however, the experience produced a very different conclusion. “Managing a big artiste is important, but I realised that the real work and the real impact are at the beginning of an artiste’s journey,” shares the manager Further adds, “I believe true success is not managing what is already made but being part of building something from the ground up,” he says.

His approach stands out in a competitive industry where managers often vie to sign chart-topping talent, driven by the promise of faster returns and lower risk. Jayzow, however, argues that such short-term thinking overlooks the deeper responsibility of management, a profession that requires vision, patience, and long-term planning.

“I saw an opportunity to leave a lasting mark by investing in new talent,” he details “You know, giving them direction and building strong foundations that can stand the test of time” Manager Jayzow explains that when one help shape an artiste from the start, “you are not just chasing money, you are shaping culture,” Working with emerging artistes, however, is far from glamorous. Unlike established artistes who have already learnt the rhythms of the industry, contracts, deadlines, branding, and public pressure, young artistes arrive with raw ambition and big dreams.

But often little understanding of the discipline required to sustain a career. Jayzow says, “The biggest challenge is building discipline, business understanding, and resilience” Adds that many upcoming artistes are influenced by what they see on social media and think success comes overnight.

“While established artistes already understand that growth takes time, sacrifice, and consistency,” says Jayzow. This gap between expectation and reality is where Jayzow believes management matters most.

He describes his role not merely as a negotiator or deal-maker. As a mentor and guide, sometimes even a disciplinarian, tasked with shaping both the artiste and the individual behind the music.

To manage the inherent risks of developing young talent, Jayzow says he is highly selective in choosing whom to work with. Talent, while essential, is only part of the equation.

“I look for genuine talent, good values, willingness to learn, and a strong work ethic” explains the manager A good voice or catchy sound according to him can open door. “Although character, vision, and discipline determine how long you stay in the room,” he explains.

Once Jayzow commits to an artiste, his approach is firmly long-term. Rather than chasing viral hits or fleeting trends, he focuses on building sustainable careers.

Artistes under his guidance are expected to understand their brand, market, and value from early on. “I see them becoming professional artistes recognised nationally and internationally.

Within five years, they should have strong personal brands, sustainable income, and a clear understanding of their worth in the industry,” he says. This philosophy challenges a widely held belief in the music business that managing superstars is the fastest route.

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By Katare Mbashiru Dodoma. The Benjamin Mkapa Hospital (BMH) has become the first medical facility in Tanzania to implement the country’s 2026 foreign policy regarding medical tourism, thanks to the newly established partnership with the government of Malawi.

Malawi’s Minister of Health and Sanitation, Madalitso Baloyi and her delegation Friday January 16 kicked off a two-day working visit of the BMH, pledging collaboration between Tanzania and Malawi on specialized health services. While at the facility, she stressed on the need to foster medical tourism as she hinted that there was a huge backlog of patients in the neighbouring Malawi who will now be referred to the BMH to access specialised and super specialised medical services, a move that she said will reduce treatment costs and bolster bilateral ties between the two countries.

“In the previous years we were referring our patients to India and other European countries but with this partnership, we will now be bringing them to BMH to access similar services at a more affordable cost,” she said. When addressing diplomats representing their countries in Tanzania at Chamwino State House on Thursday, President Samia Suluhu Hassan invited the diplomatic community to move beyond traditional assistance and instead engage in medical diplomacy in supporting Tanzania’s ambitions to become a regional hub for specialized care.

According to the President, as a core pillar of its 2026 foreign policy, the government intends to leverage the high reputation of medical institutions to attract both medical as well as sustainable tourism. During her visit at the BMH, the Malawi minister for Health and Sanitation said her government was highly attracted by the best services offered at the facility, that is why her delegation came to learn from the experiences, especially the digital health system.

“We equally want to leverage the short distance here in Tanzania so that we access specialised facilities as well as reduce the cost of referrals in other countries,” she said. In December last year, Ms Baloyi said, Malawi and BMH launched a new chapter in expanding collaborations through the Ministry of Health, focusing on improving specialized medical services, training for professionals, and research to benefit citizens on both sides.

This initiative follows preliminary discussions led by BMH’s Executive Director, Prof Abel Makubi, with Malawi’s Permanent Secretary in the Ministry of Health, Dr Dan Namarika, under the coordination of Tanzania’s ambassador to Malawi, Agnes Kayora. Following the partnership, BMH specialists visited four hospitals: Kamuzu Hospital (Lilongwe), Queen Elizabeth Hospital (Blantyre), Zomba, and Mzuzu, where they later met with Dr Namarika.

In collaborative discussions, according to Prof Makubi, BMH will support medical tourism, build professional capacity through training and medical camps, and collaborate on experience and research exchange. Prof Makubi invited other countries in the East, Central and South African region to come and access specialized services at the BMH giving assurance that the hospital offers services based on quality and international standards.

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Dar es Salaam. As Mofat Company, which provides Bus Rapid Transit (BRT) services along Kilwa Road, calls for the removal of daladala minibuses from the route, stakeholders and residents have opposed the proposal, arguing that transport demand is far greater than the capacity of the rapid buses.

Mofat’s request to remove daladala stems from what the company says is financial loss since it began operations in October 2025, due to low passenger numbers as many commuters continue using daladala, motorcycle taxis (bodaboda) and tricycles (bajaji). The company has already submitted a request to the Land Transport Regulatory Authority (Latra), asking that daladala, bodaboda and bajaji be removed from the route so that it remains the sole transport service provider on that corridor.

Amid Mofat’s complaints, residents and transport stakeholders say it would be an unwise decision to allow the company to operate alone on the route, citing what happened on Morogoro Road, where the removal of daladala caused serious transport hardships for residents. Some residents went further, saying BRT services are more expensive for them, charging Sh1,000 per trip compared to daladala and bajaji, which charge between Sh500 and Sh700. Commenting on Mofat’s request, Toangoma resident Anord Kelvin questioned how the company could be making losses while competing with daladala and bodaboda, yet it has its own congestion-free lane, buses that use gas, and higher fares.

“There should come a point when BRT operators stop seeing themselves as superior to other transport providers because they have already been given every advantage, starting with infrastructure,” he said. Chamazi resident Jenifer John said daladala are still needed, especially for passengers traveling to Ubungo, Kawe or Mwenge, areas not yet reached by the BRT system.

She explained that by taking one daladala from Mbagala she can reach her destination directly, but using BRT would require her to take two vehicles and pay higher fares. Mbagala resident Oscar Shimbo said transport demand in Dar es Salaam remains very high, and if Mofat has more buses than passengers, they should be deployed to other areas where infrastructure is more than 90 percent complete.

“For example, Gongo la Mboto–the BRT road there is said to be 90 percent complete. Why not take the buses there? And when buses for that route arrive, then remove them from this one.

After all, contracts are made by human beings–what’s the problem with amending them to spare citizens from transport hardships?” he said. Latra urged to listen The Secretary of the Tanzania Drivers’ Union (Tadwu), Ramadhan Seleman, said Latra should remember the transport chaos that occurred on Morogoro Road when daladala were removed.

“From a business perspective, removing daladala may make sense, but from a service perspective it does not. If daladala are removed abruptly, we may see a repeat of what happened in Kimara, where residents protested and unrest erupted when their transport challenges under the BRT system were ignored.

“Later, the government had to intervene and deploy Mofat buses to save the situation, but the reality is that conditions were bad,” said Seleman. He added that it is too early for Mofat to claim losses since it has not even completed a year of operations, and urged the company to give itself more time.

The chairman of daladala drivers and conductors at Mbagala terminal, Mwinshehe Chambuso, said incomes vary among citizens, which is why people choose transport they can afford. “The BRT fare is Sh1,000 from station to station, while daladala charge as low as Sh500, especially for those alighting at intermediate stops.

If you remove them completely, the people who will suffer are citizens–considering that some wake up in the morning without even Sh1,000,” he said. However, he said they have observed Mofat buses being full during morning and evening peak hours, while a drop in passengers during midday is normal.

He advised that daladala should not be removed for now, and if it becomes necessary, research should be conducted first to determine where they would be relocated, since many families depend on them for their livelihoods. “One daladala employs up to five people, not counting garage workers.

If you take away their bread today, how do you expect them to survive? The government should reflect on this as well,” he said. Meanwhile, the chairman of the Federation of Bajaji and Bodaboda Drivers, Daud Kagomba, said while Mofat complains about them, it should realize that they are the ones who bring passengers from outlying areas, meaning the services depend on each other.

Kagomba questioned how they could be seen as competitors when a motorcycle carries two passengers, a bajaji no more than four, while one bus carries over 160 passengers. He warned the government that if it decides to remove them, it should expect the return of muggings and street crime, considering the sector currently employs more than 200,000 people.

In Temeke District alone, registered bajaji and bodaboda exceed 38,000. He said Mofat should focus on improving its services instead of blaming bodaboda and bajaji, which are not comparable to it. He added that the BRT system was introduced by the government to ease transport hardships in areas where passengers previously struggled, including Mbagala, where people were once seen boarding vehicles through windows.

One daladala owner who requested anonymity said they had held several meetings with Latra, offering advice on how to remove daladala without causing negative impacts, including awarding them tenders to ferry passengers from peripheral areas to BRT stations. However, he said they were surprised when the tender was awarded to a foreign company, warning that such decisions could later cause problems for local daladala owners.

What Mofat says Speaking to Mwananchi in a special interview on their operational assessment since launching services, Mofat’s Chief Operations Officer, Mabrouk Masasi, said the company has been making losses since it began operations. He explained that when the buses were introduced, daladala, bajaji and bodaboda were supposed to have been removed from the route, but unfortunately they remain to this day.

“By operating alongside these vehicles, we end up sharing the available passengers, meaning we make no profit. That is also why we have failed to add more buses to the road.

Currently only 40 buses are operating, while 160 are parked. “From a business perspective this is not viable.

Beyond idle buses, we have loans taken to purchase them that require repayment, and we have employed more than 187 drivers, not all of whom are fully utilized, yet at the end of the month they must all be paid salaries and benefits,” he said. Because of this situation, he said they have written to Latra requesting the removal of daladala and bajaji so that the company can at least make minimal operational profit.

Latra’s head of public relations, Salum Pazzy, confirmed receipt of the letter and said it is under review, noting that the matter requires consultation with other stakeholders in the transport sector. .

Dar es Salaam. Treasury Registrar Nehemiah Mchechu has called on the Parliamentary Public Investment Committee (PIC) to continue providing close and genuine cooperation in overseeing and guiding long-term reforms in public investment management.

Mr Mchechu made this statement during a special seminar for the PIC held in Dodoma, aimed at strengthening parliamentary oversight of public investments. He emphasised that the success of the Long-Term Indicative Plan and the anticipated reforms cannot be achieved without strong oversight, policy guidance, and sustained support from Parliament through the relevant committee.

Mr Mchechu highlighted the importance of this cooperation in harmonising legal and institutional frameworks, strengthening corporate governance within boards and management of public entities, and creating an enabling environment for managing government investments on commercial, accountable, and competitive principles. Furthermore, he noted that the PIC holds a unique position in ensuring the continuity and stability of these reforms for the benefit of the nation.

He pledged that the Office of the Treasury Registrar (OTR) would remain open and fully engaged with the committee on matters of monitoring, evaluation, and oversight of public investments, including providing all necessary clarifications and information required for the execution of parliamentary responsibilities. For his part, PIC chairperson Masanja Kadogosa outlined his expectations for the OTR to implement its mandate effectively and deliver measurable results, particularly in improving the performance of public entities, increasing non-tax revenue, and reducing reliance on government subsidies.

He stressed the need for public entities to operate efficiently, thereby contributing to the GDP and improving the lives of citizens. “We expect to see transparency, good governance, and accountability in the management of public investments,” he emphasized.

“As a committee, we are more than willing to support the Office of the Treasury Registrar in implementing reforms within public entities.” The seminar was part of Parliament’s capacity-building framework, aimed at enhancing the committees’ understanding of the institutions they oversee.

This framework enables them to discharge their parliamentary duties effectively, professionally, and in the broader national interest. The engagement sought to provide PIC members with a deeper understanding of the structure, mandate, and strategic direction of the OTR in managing government investments, along with a presentation of the Long-Term Indicative Plan for the period 20262050. Through this parliamentary framework, committees gain insight into the roles, challenges, and plans of the institutions under their oversight, contributing to improved decision-making, supervision, and advisory functions.

In its presentations, the OTR outlined its historical establishment and the institutional and legal reforms undertaken to enhance its effectiveness in the current economic, commercial, and administrative environment. The committee was informed that the Office carries out its core responsibilities across four key areas: safeguarding government assets on behalf of the public, advising the government on investments and the management of public entities, overseeing the performance of public institutions and corporations, and managing restructuring and privatization processes where necessary in accordance with existing policies and laws.

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xAt least 12 people have been confirmed dead and dozens injured following widespread violence that erupted during and after polling across several districts in central Uganda and Kampala City. xThe latest fatalities occurred in Butambala District, where seven people suspected to be supporters of the incumbent legislator, Mr Muhammed Muwanga Kivumbi, were shot dead by security personnel on Thursday night.

Another three people sustained gunshot wounds during the incident. xThe regional police commander, Ms Lydia Katushabe, confirmed the deaths, saying the violence broke out after supporters allegedly stormed tally centres three times, prompting clashes with security forces.

However, Mr Kivumbi denied the allegation. xMr Kivumbi was contesting against Mr Erias Mukiibi, an independent candidate who was declared the winner of the Butambala County parliamentary race.

Police said 25 people have since been arrested in the district on allegations of assaulting security personnel. xEarlier on Thursday, five people were killed in separate incidents in Luweero and Kalungu districts.

Police said the victims were shot dead by security agencies amid election-related unrest. xIn Kampala City, chaos erupted in parts of Makindye Division and Makindye Ssabagabo Division as opposition supporters clashed with security personnel over the results announced at various polling stations.

Areas affected included Busabala, Ndeeba, Gangu, and Najjanankumbi. xKampala Metropolitan Police Deputy Spokesperson Luke Owoyesigyire said security teams were deployed to restore order.

x”Our teams are on the ground to address the disturbance. I cannot give a full assessment now because the operation is still ongoing,” Mr Owoyesigyire said.

xProtesters blocked major roads using logs and debris, which they later set on fire. Security personnel responded by firing tear gas and live bullets.

The unrest, which began around 9 am on Friday, had not been fully contained by 3 pm. xSuspected protesters often emerged from residential areas and hurled rocks at the security personnel, who responded with bullets and tear gas canisters.

xNRM offices set ablaze xIn Kayunga District, supporters of the National Unity Platform (NUP) woman parliamentary candidate, Ms Harriet Nakuwadde, protested results indicating that the National Resistance Movement (NRM) candidate Jackline Birungi was leading. xProtesters reportedly raided the tallying centre at Ntenjeru Township before being dispersed by security forces.

xThe unrest later escalated to an attack on the NRM district offices, which were set ablaze. Mr Jamada Kivumbi, the NRM District Registrar, said the attackers stole Sh15 million that had been kept in the office to pay party workers.

x”They came with a jerrycan of fuel, sprinkled it in the office, and set it on fire. It happened very fast, and we could not stop them,” Mr Kivumbi said.

xRetired senior military officer Maj Gen James Kinaalwa, a resident of the district, reportedly attempted to intervene to calm the situation, but the protests persisted. Demonstrators also blocked the KampalaKayunga Road, forcing police to call in military reinforcements to clear the route.

xAn unspecified number of protesters were arrested and are being held at various police stations. xMeanwhile, on Thursday night, armed men dressed in military uniforms allegedly raided several polling stations along Entebbe Road in Mpala and Kisubi townships.

Witnesses said the men fired bullets into the air before fleeing with ballot boxes containing cast votes. Police declined to comment on the alleged raids.

xAs tallying and announcement of results continue, tensions remain high in several parts of the country, with authorities urging calm while security forces maintain a heavy presence in affected areas. xCompiled by Fred Muzaale, Al Mahdi Ssenkabirwa, Karim Muyobo, Brian Katusiime and Andrew Bagala .

Dar es Salaam. Despite being Tanzania’s national breadbasket, the Southern Highlands regions of Mbeya, Iringa, Njombe, Rukwa and Songwe still record high child stunting.

These regions produce surplus maize, rice, beans, bananas and potatoes, yet many households rely mainly on starchy foods, with limited proteins, fruits and vegetables. Findings from the Tanzania Demographic and Health Survey and Malaria Indicator Survey (TDHS-MIS) 2022 reveal serious regional disparities in child nutrition, with stunting remaining a major public health challenge nationwide.

The survey shows that 15 out of 26 regions have stunting levels above 30 percent, described as very high by the World Health Organization (WHO). The findings show that Iringa has the highest prevalence at 56.9 percent, followed by Njombe at 50.4 percent and Rukwa at 49.8 percent.

Experts say the problem goes beyond food production, noting that poverty, poor maternal nutrition, limited dietary diversity and inadequate health services mean that even in high-producing areas, children do not get enough nutritious food, keeping stunting levels high. Tanzania Food and Nutrition Centre managing director Germana Leyna told The Citizen that all six food groups are essential for human health.

“Within 24 hours, a person should eat foods from all six groups, fruits, vegetables, grains, proteins, dairy and fats. Are these regions producing all the foods needed to keep children healthy?” she asked.

Dr Leyna added that poverty also contributes to stunting, as parents sometimes sell large quantities of food, leaving too little for family consumption. She said many women work long hours in income-generating activities, limiting time to care for children.

“We are working with health care providers and other stakeholders to educate communities on household solutions to improve nutrition.” Iringa Region nutrition officer Anna Nombo said her region is among the worst affected, noting that while staple foods are produced, most families cannot afford protein or vegetables.

“We established a village programme to hold Nutrition Day every three months. This spreads good practices on child care to prevent stunting.

All villages have been participating for three years,” she said. Ms Nombo added that nutrition clubs in schools promote poultry and rabbit farming, hinting that, despite the local milk industry, many families cannot access enough milk.

Mbeya Region nutrition officer Itika Mlagalila said poverty and entrenched habits are key drivers of malnutrition. She said women’s participation in income-generating activities often keeps them away from home, reducing the time they can devote to caring for their children.

“Doing things out of habit is also a challenge. Many people eat without understanding the health risks for themselves and their families,” Ms Mlagalila said.

She added that Mbeya follows national guidelines to combat malnutrition and has introduced various programmes at school and community levels to raise awareness. “We hold food and nutrition events four times a year.

Health specialists engage with citizens in different areas, educating them on the best ways to fight malnutrition using resources available in their communities.” Schools are also part of the campaign, she said, specialists visit institutions to train students on malnutrition, who then pass the knowledge to their parents, reminding them what constitutes a healthy meal and how to prepare it.

Ms Mlagalila said fighting poverty requires the participation of all community members. She said if men took their duties seriously, women would have more time to care for their families and rest, “One hand cannot do it alone.

” The nutrition expert from Njombe added that men’s lack of responsibility in family care, combined with poverty, is a major factor contributing to malnutrition. “Globally, men are often the breadwinners, but many have become disengaged, leaving women to provide food and care for the household alone,” said the region’s chief on anonymity.

“How can a woman feed the entire family and still ensure children are healthy and educated? While educating communities is important, we must also remind men of their responsibilities,” added the source. In Singida, the Kiomboi Therapeutic Feeding Unit (TFU) in Iramba district has treated over 400 children with severe acute malnutrition since 2021, combining lifesaving care with family education.

Many children now receive treatment earlier, thanks to community awareness led by Action against Hunger and the TFU. A lead doctor at the TFU, Dr Salma Mahayu, said the facility provides local families with accessible treatment while teaching them the importance of exclusive breastfeeding and balanced diets.

“We are changing community perceptions and empowering parents to prevent malnutrition before it becomes severe,” she said. Community engagement has been key, she said, adding that Action against Hunger trained health workers, village leaders and hospital staff to monitor children and provide education.

This improved early detection, follow-ups after discharge and spread knowledge beyond the hospital. Mothers like 28-year-old Kundi Kija from Nkonkilangi village illustrate the impact.

After her one-month-old baby was admitted to the TFU, she learned about exclusive breastfeeding, preparing nutritious foods from local ingredients and maintaining a balanced diet as a breastfeeding mother. She now plans to share her knowledge with other mothers, creating a ripple effect across the community.

Other regions can learn from Singida by integrating treatment with community education, training local health workers and emphasising practical nutrition advice using locally available foods. Strengthening therapeutic units, ensuring access to essential nutrition supplies and empowering families can help reduce malnutrition nationwide, replicating the success of Kiomboi TFU.

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Dar es Salaam. The Tanzania Revenue Authority (TRA) is set to launch a new Integrated Domestic Revenue Administration System (IDRAS) for tax consultants and audit firms next month.

This initiative aims to promote fairness for taxpayers, improve efficiency and reduce inconveniences in tax administration. During the opening of IDRAS training for tax consultants and audit firms yesterday, TRA Commissioner General Mr Yusuph Mwenda announced that the training would take place in all 26 regions and 33 regional zones across the country.

He also mentioned that the existing system would be taken offline for three days, from the 6th to the 8th of next month, to facilitate data migration. The new system is scheduled to go live on the February 9.

Mr Mwenda said IDRAS would replace the current systems and establish a more effective and equitable tax administration framework. He noted that, if properly implemented, the system would expand the tax base by registering more taxpayers and addressing cases where some had previously failed to declare correctly or pay the appropriate amount of tax.

“Under this system, taxpayers will be required to pay taxes accurately, which will strengthen fairness and reduce inconveniences,” he said. He added that IDRAS would operate 24 hours a day, seven days a week, unlike the current system which has limited operating hours.

This, he said, would allow users to access services anytime and from anywhere, provided they are connected to the TRA system. The commissioner general said the new system would also be simpler to use, as many services would be self-managed by users, reducing the need for face-to-face interactions with TRA staff.

“This is a system that fulfils the vision of Her Excellency President Samia Suluhu Hassan to eliminate inconveniences and establish an integrated system capable of generating accurate data and realistic tax assessments, rather than arbitrary estimations,” he said. Mr Mwenda further noted that IDRAS would reduce costs for taxpayers, as it has the capacity to store records without requiring users to maintain their own servers.

He said the government had invested in the system to support businesses and help taxpayers securely manage their records. Giving an overview of the project, IDRAS project manager Mr Frank Mwaselela said the training had three main objectives: to strengthen engagement between TRA and tax consultants, to build capacity and create awareness of the new system, and to collect direct feedback aimed at improving service delivery.

“Tax consultants and audit firms are a critical link between TRA and taxpayers. Although the system is new, we are already identifying areas for improvement because technology keeps evolving.

We will continue engaging this group to further enhance our services,” he said. The chairperson of the Federation of Tax Consultants of Tanzania, Ms Victoria Soka, thanked TRA for organising the training, saying it was crucial for the effective execution of their professional duties.

“We believe this training will equip us with the knowledge we need to guide taxpayers and encourage voluntary tax compliance. It also gives us an opportunity to ask questions directly to TRA officials, which will help make tax collection more effective,” she said.

Meanwhile, the Commissioner for Domestic Taxes. Mr Alfred Mlegi, said IDRAS consists of 17 modules, with 15 key modules already ready for official operation once the system is launched.

He commended tax consultants and auditors for their role in educating taxpayers and contributing to national development, noting that it was important for all key stakeholders to fully understand the system before it becomes operational. “If we are to achieve the efficiency we expect, training tax consultants and auditors is unavoidable,” he said, urging participants to attend all sessions to fully grasp the system’s functionality.

He added that TRA would conduct similar training nationwide over the next two weeks to ensure all tax consultants are adequately prepared, enabling wider public understanding of the new system through their engagement with taxpayers. .