Category: The Citizen

The Zanzibar Farmers’ Party (AAFP) has welcomed the political reconciliation between the ruling CCM and ACT-Wazalendo, saying the move marks progress towards ending political conflicts and promoting national development.

Speaking to journalists on Wednesday, July 8, 2026, AAFP National Chairman Said Soud Said said the reconciliation had placed Zanzibar on a positive path.

A joint statement on the political reconciliation is expected to be issued tomorrow, Thursday, July 9, 2026, at 10am at Zanzibar State House, with the signing ceremony to be witnessed by Zanzibar President Dr Hussein Ali Mwinyi and ACT-Wazalendo National Chairman Othman Massoud Othman.

Mr Said described the agreement as a long-awaited development for Tanzanians and a demonstration of patriotism among political leaders.

‘The statement shows hope for development. The decision was reached jointly in the interests of the country, and that is patriotism. A person can be born in Zanzibar but fail to demonstrate patriotism. However, this action has shown patriotism by the leaders, and they deserve praise,’ he said.

He said he believed the statement would help steer Zanzibar towards the development it needs.

Mr Said noted that while many countries rely on external intervention to resolve political disputes, Zanzibar had managed to address its differences through its own leaders.

‘This is the second time Zanzibar has resolved such conflicts without involving outsiders. That is something worth commending,’ he said.

He attributed the progress to the maturity of democracy in the country, saying he was encouraged by the outcome achieved by the leaders.

Mr Said said the Constitution remained the foundation of the country’s governance and expressed confidence that leaders would continue addressing issues to prevent current and future conflicts.

He called on politicians to support the reconciliation process, accept the joint statement and honour the commitments made through their signatures.

He also urged Zanzibaris to put aside political differences and support leaders in achieving the objectives of the reconciliation.

AAFP Deputy Chairman Omar Juma Said said democracy had served its purpose and expressed optimism about the expected statement.

There is growing concern from many parts of the country that many public open spaces are being privatised.

A representative from Moshi complained recently in Parliament that there were plans to convert a public open space in Shanty Town into an entertainment hall.

The mayor however, argued that the area was not an open space, but it belonged to the Municipality and was earmarked to commercial uses.

Replying to this claim, the Prime Minister said that the law must be followed. This, unfortunately, is not good news for open spaces.

The law is, many times followed, by officials using their powers of authorising change of use. A firmer stand would be the total banning of conversion of open spaces from their ordained public uses.

From Buyombe Ward, Ilemela Mwanza, it was claimed in the media that a ward leader was selling public open spaces.

From Morogoro, it was reported that the municipality was getting an investor to build an entertainment centre on a public space.

From Dar es Salaam concern has been aired before about the passing of Coco Beach to investors, a claim which the Prime Minister said was not true.

However, there is concern that part of the Gymkhana Golf Course was being incised off.

The famous Biafra Grounds, in Kinondoni Municipality, Dar es Salaam, is a centre of controversy, the general public complaining that this place is no longer available to the public; and was being turned into commercial uses.

The response of the Municipality is vague; claiming that they had passed it on to the ruling party which was behaving in an unexpected way. In short, Biafra is gone.

A week ago, I visited Kijitonyama Block 47, my home of 40 years. We were facing a large open space and we used to play or watch football there. The space was also good for jogging and exercising.

It is no more, being all enclosed in a corrugated iron fence with engineering works going on inside. Investors at work, the public just not knowing what was going on.

One person in the know, hinted to me recently, that many open spaces in planned areas were having their uses changed to accommodate the private interests of ‘late’, or, ‘new comers’.

The ‘late comer syndrome’ means that those coming now, were not there when the area was planned and, now want land in those mature places.

They are scouting and identifying public open spaces and then set in motion a process of changing their use (to residential uses, for example).

Where the concerned open spaces are large, the conversion could be to commercial uses, whereby a wealthy investor is invited to develop the area.

The places that get changed into non-public uses are in the original plans identified as public open places or children’s playgrounds, markets, schools, health centres, hazard land, district centres, and so on.

The very same officials who planned them, come around years later to kill them. This is tantamount to committing filicide, the deliberate act of a parent or guardian murdering their own child.

One problem befalling public open spaces is that of governance. These places seem to be owned by the public in theory, but this same public is disempowered to own and protect them.

Information about such places is usually opaque or hidden. Ownership may be ping ponged between various offices and institutions: local government authorities, political parties or individuals.

A high-ranking official, a mayor, a director, a councilor may all have powers over a valuable public open space. Representatives may be part of the chain to change uses from public to something else, much as they are supposed to be the protectors.

The dreaded killers of public open spaces are named ‘change of use’ and ‘investors’. The least concerned are the general public.

Much as we enjoy butchering public open spaces, they are good for our well-being. Open spaces, like roads enhance land values.

In the current world where humanity is required to focus on health and greening of the environment, open spaces help us to exercise, be we young or aged. Open spaces redistribute income and benefit us all, rich and poor, young and old.

In this era of dealing with global warming, urban public places are more important than ever, since they can contribute to the greening and cooling of the hotting urban areas.

Big cities, especially in developed countries, are proud of their public open spaces; they do not butcher them or privatise them.

Most public open spaces are within the custody of local government authorities. They are therefore under custody of the Office of the Prime Minister.

The latter is enjoined to mount a concerted campaign to identify and protect public open spaces, countrywide.

They should be renamed into community use spaces and should be vested in local communities.

The UN recently reminded us: ‘to build sustainable cities let us prioritise more green spaces and water and less concrete’. We need to heed that call.

‘Tumtue mama ndoo kichwani’, ‘Relieve a woman of the burden of carrying a water bucket on her head’, is a national call to action in Tanzania. In Longido District, Arusha Region, it reflects daily reality for nearly 130,000 people across more than 7,700 square kilometres of vast Maasai land, encompassing wildlife reserves and forests.

Since the Rural Water Supply and Sanitation Agency (RUWASA) was established in 2019, Longido has seen substantial infrastructure growth. Yet reliable water services depend on more than pipes and boreholes, they require robust systems: accurate data, sound finances, and meaningful community involvement.

Long-standing challenges

Progress was long hampered by critical gaps. Engineers lacked precise maps of water networks, forcing teams to spend days surveying parched fields or even digging to locate pipes. ‘You simply cannot fix or extend pipes without knowing where they begin and end,’ explains Paul, a senior RUWASA engineer.

Wildlife, including elephants seeking water, frequently damage infrastructure, causing leaks and the need for major repairs. Community-Based Water Supply Organisations (CBWSOs), responsible for daily operations, face severe financial difficulties. Many connections remain unmetered, relying on flat rates regardless of use, for households, livestock, or both. Unpaid bills are widespread, reinforced by the belief that water, as a divine gift, should be free.

Customers have little influence. Complaint books gather dust, with issues rarely addressed without proper systems to report them. ‘Until recently, we kept complaints to ourselves because we had no committee to voice them,’ recalls Timotheo Gereu, a resident and traditional Maasai leader from Alaililai village. These interconnected issues, poor asset records, revenue losses, and weak feedback, meant services often failed to meet community needs, despite existing infrastructure.

Gaining clarity through assessment

SNV’s WASH Systems for Health (WS4H) programme brought these problems into sharp focus. The Longido RUWASA team visited all nine CBWSOs, covering over 50 schemes, and used digital tools to gather data on infrastructure, customer profiles, and financial practices.

The findings were revealing. ‘If I have learned one thing, it is that CBWSO staff really lack capacity in financial management, fee collection, and record-keeping,’ says Betty Majele, RUWASA’s Maasai community development officer.

The process also uncovered substantial water and revenue losses from unmetered connections and inadequate records. At the same time, it produced accurate network maps, capturing precise locations, distances, and layouts from source to tap, turning week-long fieldwork into minutes.

Targeted, practical improvements armed with evidence, RUWASA and SNV prioritised three interconnected interventions:

1. Strengthening Financial Management: Reviews exposed urgent capacity needs, prompting rapid action on meter installation for fair, usage-based billing.

2. Enhancing Operation and Maintenance: New maps gave engineers a comprehensive overview, enabling quicker repairs, proactive planning, network extensions and reduced disruptions.

3. Amplifying Community Voice: Longido piloted Participatory Evaluation Groups in five out of 9 CBWSOs. Each group of 6 – 12 volunteers, two from every served village, collects complaints, shares service standards, and follows up on resolutions. ‘It is easier for people to raise issues with peers than directly with the CBWSO,’ Betty notes.

These resource-efficient steps built on existing opportunities, such as assessment visits, to tackle multiple challenges simultaneously.

Early progress and shifting mindsets

Although assessments concluded only in early 2026, results are already emerging. Between December 2025 and February 2026, meters were installed at seven key connections serving schools, a dispensary, and public points. One secondary school, previously failing to pay, paid TZS. 450,000 in fees over two months.

Maintenance is now more precise. ‘Accurate data will help us make better plans and decisions on infrastructure,’ Paul says confidently. Engineers locate issues swiftly and act proactively.

Feedback flows more freely, with some communities creating WhatsApp groups to share photos and trigger rapid responses. ‘The exercise was a wake-up call,’ Paul reflects. ‘We realised there is still much to do, otherwise the situation will only worsen.’

Voices driving change

The transformation is deeply human, altering how people view water services and their own roles. Betty Majele, a Maasai woman bridging technical and cultural worlds, emphasises action: ‘We are now shifting from talking to doing. We used to say we need meters but never took the initiative, until now.’ She values the independent evaluation groups: ‘They purely represent the community, giving me accurate information.’

Paul, who joined in 2018, gained new perspective: ‘We heard about CBWSO and community challenges but did not grasp their full scale until the assessments.’

Timotheo Gereu, a respected Laigwanan and chairman of an evaluation group, embodies ownership. Soon after formation, he reported earthquake damage at the Leikuruki borehole, photographing it and prompting swift RUWASA action. ‘CBWSOs will now address complaints, knowing an independent group is following up closely,’ he says.

Together, these perspectives reveal a shared evolution-from disconnection to collaboration and hope.

A sustainable path ahead

The vision remains: inclusive, financially viable, and dependable water services. Feedback groups will enhance accountability, better data will build resilience, and expanding metering will secure revenue, aligning payments with use and bringing water closer to homes.

RUWASA has drafted guidance urging all CBWSOs to meter every connection and phase out flat-rate points. Systems change demands time and resources, but Longido’s evidence-based, partnership-driven approach is proving effective. When communities pay fairly for water, they value and sustain it.

As Betty, Paul, Timotheo, and others learn from one another and the people they serve, they exemplify true professionalism: not just constructing infrastructure, but managing it responsibly, together with the community.

The WASH Systems for Health (WS4H) programme in Tanzania is funded by UK International Development and implemented by SNV.

Tanzania embarks on the 2026/27 financial year, laying the foundation for the implementation of the National Development Vision 2050 (Dira 2050), one question deserves our attention: What will define the next phase of our agricultural transformation?

For decades, our national efforts have rightly focused on increasing production. Investments in improved seed, irrigation, mechanisation and extension services that have helped raise productivity and strengthen food security. But as we pursue the aspirations of Dira 2050, producing more will not, by itself, deliver the transformation we seek.

The next chapter of Tanzania’s agricultural story will be written by the strength of our markets.

The evidence is encouraging. Between the 2023/24 and 2024/25 financial years, exports of regulated crop produce increased from 1.75 million tonnes, valued at Sh6.06 trillion, to 1.99 million tonnes, valued at Sh6.32 trillion.

That represents a 14 percent increase in export volume and a 4 percent increase in export value in just a year.

These figures reflect growing confidence in Tanzanian produce and the expanding opportunities available to our farmers through agribusinesses.

Technology is also changing how agricultural markets operate. Between 2024 and 2025, the volume of produce traded through digital commodity auctions increased from 268.8 million kilogrammes to 713.6 million kilogrammes, while the value of transactions rose from Sh896.9 billion to Sh1.4 trillion.

These are more than impressive statistics. They demonstrate that transparent, efficient and technology-driven market systems can unlock commercial opportunities across agricultural value chains.

Yet markets are about more than buying and selling. They create confidence.

When farmers know where to sell, investors trust the business environment, processors secure reliable raw materials and exporters consistently meet quality standards, agriculture becomes a stronger driver of economic growth.

Efficient markets create the conditions for investment in agro-processing and value addition, allowing Tanzania to move beyond exporting raw produce towards higher-value products that generate greater incomes, employment and export earnings.

This is the direction envisioned in both the Agricultural Master Plan 2050 (AMP 2050) and Dira 2050. Their shared ambition is to transform agriculture into a modern, competitive and commercially driven sector that contributes to industrialisation, job creation and inclusive economic growth.

That transformation also requires us to rethink where value is lost.

Every year, considerable resources are invested in increasing agricultural production. Yet poor handling, inadequate storage, limited processing capacity and weak market linkages continue to erode the value of what farmers produce.

Dira 2050 places value addition and agro-processing at the centre of Tanzania’s agricultural transformation because they enable the country to retain more value domestically, strengthen agro-industries, diversify exports and increase producer incomes. Reducing post-harvest losses is therefore not simply a food security objective; it is an economic imperative.

Equally important is ensuring that agriculture remains attractive to young people. With more than one-third of Tanzania’s population aged between 15 and 35 years, harnessing the energy, innovation and entrepreneurial potential of this generation will be critical to achieving the aspirations of Dira 2050. Modern agriculture extends far beyond primary production.

It encompasses digital technologies, mechanisation, logistics, quality assurance, value addition, finance and international trade, creating diverse opportunities for decent employment, innovation and enterprise that can drive the sector’s long-term competitiveness.

As Tanzania embarks on implementing Dira 2050, our responsibility extends beyond increasing production.

It is about creating an enabling environment where efficient markets, value addition, agro-processing, digital innovation and strong institutions work together to enhance competitiveness, create jobs and improve the livelihoods of Tanzanians.

The progress recorded over the past two financial years demonstrates that Tanzania is moving in the right direction.

The challenge now is to consolidate these gains and accelerate the reforms that will define the future of our agricultural sector.

A task greatly handed to institutions like the Cereals and Other Produce Regulatory Authority and the likes of the Coffee, Cashew, cotton, sisal boards.

Ultimately, the success of Tanzania’s agricultural transformation will not be measured solely by the quantity we produce, but by our ability to add value, stimulate private sector investment, build competitive markets and value chains, and improve the prosperity of our farmers and the nation.

Tanzanian giants Simba SC will make their return to the Cecafa Kagame Cup after a seven-year absence as they seek to reclaim their position among East Africa’s dominant clubs.

The tournament, which brings together top teams from the Council of East and Central African Football Associations (CECAFA) region, will be hosted by Rwanda from July 24 to August 8, 2026, with matches scheduled at Amahoro National Stadium and Kigali Pele Stadium.

Simba’s return marks their first appearance in the regional championship since 2018, when they reached the knockout stage before losing 2-1 to fellow Tanzanian side Azam FC.

The Msimbazi giants are the most successful club in the history of the competition, having won the Kagame Cup a record six times. Their previous triumphs came in 1974, 1991, 1992, 1993, 1995 and 2002, making them one of the most decorated teams in the tournament’s history.

Simba’s participation will add more prestige to the 2026 edition, which is expected to feature 12 clubs from across East and Central Africa.

Cecafa Interim Executive Director Jean Sseninde confirmed that leading clubs from the region will take part, describing the tournament as an important preparation platform ahead of the 2026/27 continental competitions.

‘We are excited that this tournament will give the 12 teams a platform to prepare well ahead of the CAF competitions kicking off in September 2026,’ Sseninde said.

Hosts Rwanda will be represented by two of their biggest clubs, APR FC and Rayon Sports, while other confirmed participants include Uganda’s Vipers SC, Sudanese giants Al Hilal and El Merriekh, Kenya’s Gor Mahia, Mogadishu City FC of Somalia, Jamus SC from South Sudan, Djibouti’s FC Garde Républicaine and Zanzibar champions KVZ FC.

Tanzania will have Simba as one of its representatives, following the participation of Singida Black Stars in the previous edition, where they defeated APR FC in the final to lift the title.

However, Ethiopia, Eritrea and Burundi will not send teams to this year’s tournament.

For Simba, the Kagame Cup represents another opportunity to measure themselves against regional rivals and build momentum ahead of CAF competitions, while also chasing a record-extending seventh title.

Tanzania’s insurance industry has been urged to prioritise building public trust, improving customer education and developing products that address real risks as low insurance uptake continues to leave households and businesses financially exposed.

Speaking at the 50th Dar es Salaam International Trade Fair (DITF), Alliance Insurance Corporation Limited Chief Executive Officer Rajiv Kumar said that although the insurance market has grown steadily, penetration remains low relative to the size of the economy.

Industry data shows that gross written premiums reached about Sh1.52 trillion in 2024, while insurance penetration stood at 2.08 percent of gross domestic product (GDP).

Mr Kumar said the figures suggest that many Tanzanians still lack insurance cover despite increasing exposure to risks such as fire, theft, road accidents, machinery breakdowns and medical emergencies.

‘The opportunity is not simply to increase premium volumes. It is to bring more Tanzanians into the formal protection system and strengthen the country’s economic resilience,’ he said.

He identified public awareness as one of the industry’s biggest challenges, noting that many people still view insurance as a legal requirement rather than a financial safety net.

According to Mr Kumar, insurers should explain products in simple Kiswahili using practical examples that customers can easily understand, particularly small businesses that are vulnerable to unexpected losses.

He also called for products tailored to the needs of different customer groups instead of a one-size-fits-all approach, saying demand is growing among small and medium-sized enterprises (SMEs), transport operators, contractors, manufacturers, schools and healthcare providers seeking protection against operational risks.

Mr Kumar said technology is helping improve access to insurance by reducing paperwork, simplifying policy administration and speeding up claims processing, but stressed that digital services should complement rather than replace personal customer support.

‘We are digital first, not customer distant. Technology should simplify insurance while maintaining the human support customers need, especially when making claims,’ he said.

He noted that digital claims platforms enable customers to report incidents, upload supporting documents and track claims without repeated visits to insurers’ offices, while data analytics helps companies assess risks more accurately and detect fraud.

Mr Kumar said discussions with visitors at this year’s DITF showed that customers are increasingly choosing insurers based on service quality, transparency and claims settlement rather than price alone.

‘Insurance penetration will not increase through product availability alone. It will grow through trust, education and the customer experience,’ he added.

Tanzania Basketball Federation (TBF) has confirmed that this year’s Taifa Cup regional basketball championship will be held in Dodoma from July 21 to August 1, bringing together top regional teams from both Tanzania Mainland and Zanzibar.

The annual tournament, one of the country’s most prestigious domestic basketball competitions, was initially scheduled to take place from June 1 to June 11.

However, it was postponed to avoid clashing with the ongoing international basketball calendar, allowing participating regions more time to prepare.

TBF Secretary General Mwenze Kabinda told The Citizen that preparations for the tournament are progressing well and urged all regions to confirm their participation before the registration deadline.

‘We are calling on all regions to confirm their participation by July 15 so that the necessary logistical arrangements can be completed before the tournament begins,’ said Kabinda.

He noted that only two weeks remain before the championship tips off and expressed confidence that the competition will attract the country’s strongest regional teams.

The men’s title will be defended by Dar es Salaam, who emerged champions in last year’s edition, while Arusha enter the tournament as defending champions in the women’s category after an impressive campaign.

Kabinda said the Taifa Cup remains a key platform for identifying and nurturing basketball talent across the country, with standout players expected to earn places in the national teams ahead of upcoming regional and continental assignments.

‘The tournament will also help us select players for the national teams in preparation for international competitions. We therefore expect all regions to field their best squads,’ he said.

He added that the level of competition is expected to be higher than in previous editions due to the continued growth of basketball across Tanzania and the increasing investment made by regional associations in player development.

Kabinda also challenged the traditional basketball powerhouses to prepare thoroughly, warning that emerging regions have significantly improved and are capable of producing surprises during the championship.

In addition, he appealed to corporate organisations and other stakeholders to support the tournament through sponsorship, saying their contribution would play a vital role in ensuring its success and in promoting basketball development nationwide.

The Taifa Cup is regarded as Tanzania’s premier inter-regional basketball championship, providing an opportunity for players to showcase their talent while strengthening competition among the country’s regional associations.

Over the years, the tournament has produced numerous players who have gone on to represent Tanzania in regional and international competitions, making it an important part of the country’s basketball development pathway.

For many entrepreneurs in Tanzania, the search for growth often begins with one question: Where can I get capital?

But money alone may not be enough.

A business that cannot keep reliable records, price its products properly, find customers consistently or meet basic regulatory requirements can struggle even after receiving financing.

For many small enterprises, the challenge is therefore not simply access to money, but the ability to manage it and turn it into sustainable growth.

It is this gap that a new business training initiative, targeting entrepreneurs across six regions, is seeking to address.

The Small Business Seminar Series, organised by Coprosperity Fund, an East African investment and mentorship firm based in Zanzibar, will begin in Dar es Salaam on July 25 before moving to Zanzibar, Morogoro, Dodoma, Arusha and Mwanza through December. Interested candidates can register at coprosperityfund.com

The programme will focus on four areas that often determine whether a small business survives or scales: sales, access to finance, legal compliance and digital marketing.

Coprosperity Fund Managing Partner, Antony Adolf, says the thinking behind the initiative is that entrepreneurs need more than financing to build businesses capable of lasting and creating jobs.

‘Many entrepreneurs start businesses with strong ideas and a determination to succeed, but they often have to learn critical business skills through trial and error. That can be costly,’ Mr Adolf said.

‘Practical training can help an entrepreneur understand how to find customers, manage cash flow, keep proper records and build a business that is ready for financing.

Capital is important, but without the right systems and knowledge, capital alone may not produce sustainable growth.’

The potential impact of such training lies in whether it can help entrepreneurs move from running businesses largely on instinct to making decisions based on records, planning and a clearer understanding of their markets.

Access to finance illustrates the challenge. Small business owners frequently identify lack of funding as their biggest obstacle.

Yet many enterprises seeking loans or investment struggle to demonstrate how much they earn, where their money goes or whether they can comfortably repay financing.

The seminar series plans to address this through training in cash-flow management, record-keeping and preparation for loans, grants and potential investors.

Participants are expected to develop basic funding checklists and outlines for lender-ready business dossiers.

Better records could have an impact beyond loan applications. They can help entrepreneurs identify profitable products, control costs and make informed decisions about expansion.

Sales will be another area of focus. Many small enterprises are built around a product, service or technical skill but lack a deliberate system for finding and retaining customers.

The training will cover prospecting, pricing, building sales pipelines and closing deals.

These are skills that could help businesses reduce their dependence on irregular customers and build more predictable revenue.

Legal structure and compliance are another potential barrier to growth. Many small businesses operate informally or have limited understanding of registration, contracts, taxation and intellectual property.

While formalisation can create opportunities to access larger clients, finance and investment, entrepreneurs can also be discouraged by the perceived cost and complexity of compliance.

The seminars are expected to help participants assess the legal structures that best fit their businesses and develop practical compliance roadmaps.

Digital marketing completes the four areas of focus.

Platforms such as Facebook, Instagram, TikTok and WhatsApp Business have reduced the cost of reaching customers. But an online presence does not automatically translate into revenue.

The programme will train entrepreneurs in content planning, low-budget advertising and the use of analytics to measure what works. Participants are expected to develop 30-day content plans and frameworks for testing digital advertising.

The initiative is targeting early-stage founders, established small businesses seeking to scale, informal traders considering formalisation and enterprises led by young people and women.

It will also cover sectors including retail, services, agribusiness, creative industries and light manufacturing.

The organisers say the emphasis will be on giving participants practical tools they can continue using after the sessions, rather than limiting the programme to general business theory.

Entrepreneurs are expected to leave with a more structured approach to selling, including a sales playbook, tailored customer offers and follow-up scripts designed to help them turn potential leads into actual business.

On the financial side, participants will be introduced to a basic toolkit that includes a cash-flow sheet, a funding checklist and an outline of the information needed to prepare a lender-ready business dossier.

The aim is to help small firms better understand their financial position and improve their ability to approach banks, investors and other sources of financing.

The programme will also help business owners assess the legal structures that best suit their enterprises and develop a roadmap for meeting registration, contractual, tax and other compliance requirements.

In digital marketing, participants are expected to develop a 30-day social media content plan and a framework for testing online advertising rather than spending money on digital campaigns without a clear way of measuring results.

The practical approach will begin before participants enter the training room. Entrepreneurs will be encouraged to bring a brief summary of their businesses, their latest sales or expense records – even where these consist only of basic notes – as well as links to their social media pages and specific questions about the challenges they are facing.

This could allow trainers to work with actual business information rather than hypothetical case studies, giving entrepreneurs an opportunity to examine weaknesses in their sales, finances and digital presence.

Registration will open two weeks before each regional event, with participation limited to maintain more interactive sessions.

The Dar es Salaam launch will also include one-on-one clinics, where selected entrepreneurs will have an opportunity to receive more individualised feedback on their businesses.

For the programme, the important question will be whether these tools remain in use once participants return to their businesses.

A cash-flow sheet has little value if it is not regularly updated, just as a social media plan will have limited impact if businesses do not measure whether online activity is generating customers and sales.

The potential impact of the training will therefore depend not only on what entrepreneurs learn during the sessions, but on whether the practical tools they take away become part of how they run and grow their businesses.

For Tanzania, improving the capabilities of small businesses could have implications beyond the individual entrepreneurs who attend the sessions.

Stronger enterprises are more likely to survive, expand their customer base, enter formal markets and create jobs.

But the real measure of the initiative will come after the training rooms have emptied.

One-off seminars can generate enthusiasm without necessarily changing business performance.

The longer-term value of the programme will therefore depend on whether participants apply what they learn, and whether improvements can eventually be seen in stronger sales, better financial records, increased formalisation and greater access to finance.

For Mr Adolf, this is ultimately the gap the programme hopes to address.

‘The objective is not simply to bring entrepreneurs into a room for a day,’ he said.

‘The value will be in whether they leave with practical tools they can use immediately to improve how they run their businesses.

When small enterprises become stronger, they are better positioned to grow, employ more people and contribute more meaningfully to the economy.’

The programme will run every last Saturday of the month from July to December.

One Tanzanite Football Academy (OTFA) will once again represent Tanzania at two of the world’s most prestigious youth football tournaments after confirming its participation in the 2026 Gothia Cup in Sweden and the Dana Cup in Denmark.

The academy will compete from July 13 to 26 with Under-17 and Under-19 teams, travelling with a delegation of 45 players, coaches and technical officials.

It marks OTFA’s second consecutive appearance at the international tournaments following a breakthrough campaign last year that earned the academy global recognition. The academy heads to Europe with confidence after making history in 2025 by becoming the first team from East and Southern Africa to win the Dana Cup Boys Under-16 title since the tournament was established in 1982.

OTFA also reached the quarter-finals of both the Gothia Cup Under-16 competition and the Dana Cup Under-18 tournament, demonstrating the growing standard of youth football development in Tanzania.

Speaking ahead of the team’s departure, OTFA Academy Manager Johar Khamis said the tour represents more than a football competition, describing it as an opportunity to showcase Tanzania’s emerging talent on the global stage.

“Our participation is about much more than football. It is about showcasing Tanzanian talent, inspiring young people, creating life-changing international opportunities and demonstrating that our country has the potential to compete at the highest level. We are honoured to represent Tanzania once again and inspire the next generation of footballers,” she said. Beyond its performances on the field, the academy says its mission is centred on youth empowerment and social transformation.

OTFA currently nurtures more than 112 young footballers, with over 95 percent coming from underprivileged families.

The academy provides professional coaching, mentorship, transport assistance, safe training environments and drinking water during training sessions, ensuring financial challenges do not prevent talented youngsters from pursuing their football dreams.

It also seeks to instill discipline, leadership, teamwork and resilience while creating pathways to higher education, professional football and international opportunities.

Ahead of the team’s departure, Denmark’s Ambassador to Tanzania, Jesper Kammersgaard, hosted OTFA players and officials at his residence on July 8 in recognition of the academy’s achievements and its contribution to strengthening sporting ties between Tanzania and Denmark.

The ambassador has supported the academy since its historic Dana Cup triumph, having visited the team’s training base at Kijitonyama ground famous known as Bora ground , in 2025 to congratulate the players after their title-winning campaign.

During the farewell reception, Kammersgaard encouraged the young footballers to serve as ambassadors for Tanzania by displaying discipline, excellence and sportsmanship while helping showcase the country’s football potential as it prepares to co-host the 2027 Africa Cup of Nations with Kenya and Uganda.

OTFA has rapidly emerged as one of Tanzania’s leading youth football development institutions. Besides its success at international tournaments, the academy reached the semi-finals of the Under-15 category and the quarter-finals of the Under-17 division at the 2024 Chipkizi Cup.

Its player development program has also produced tangible results. Five academy graduates have secured football opportunities with clubs in Spain and Nigeria, while three players have joined Simba SC, another three have signed for Azam FC and one has moved to Fountain Gate FC.

The academy has further strengthened its technical program by hosting coaching clinics led by trainers with experience from FC Barcelona’s youth system and Nàstic Academy, exposing young Tanzanian players and local coaches to international coaching standards.

OTFA also expressed its appreciation to the government under the leadership of President Dr Samia Suluhu Hassan for its continued commitment to youth empowerment and sports development.

The academy further thanked the Tanzania Football Federation (TFF), the National Sports Council (NSC), Azania Bank Plc, Mega Beverages Ltd, ASAS Group, and other partners for their unwavering support in promoting youth football development and making the academy’s international campaign possible..

The academy has invited additional corporate organisations and development partners to join its mission of nurturing young talent and strengthening Tanzania’s future in football.

As Tanzania moves towards establishing a framework to govern artificial intelligence (AI), experts have warned that regulation alone will not determine the country’s success in the digital revolution unless it builds local innovation capacity, protects its data and empowers startups to create home-grown solutions.

The warning emerged during a workshop on Regional Integration, AI and Pan-African Architecture held at the University of Dar es Salaam (UDSM) on July 8, 2026, where experts discussed how law, policy and regional cooperation can shape East Africa’s role in the rapidly evolving AI landscape.

The workshop was organised by the Tanzania-German Centre for Eastern African Legal Studies, with participants examining whether East Africa will become an active contributor to AI development or remain a consumer of technologies created elsewhere.

Opening the discussion, a law lecturer at UDSM and representative of the centre, Dr Petro Protus, said the event was aimed at addressing the legal and policy challenges facing emerging AI entrepreneurs.

He said the region must ask whether it is simply observing technological change or actively participating in shaping it.

“Are we people of East Africa merely spectators of these technologies, or are we participants in developing and advancing them?” Dr Protus asked.

He noted that many young entrepreneurs are already using AI to establish businesses, create employment opportunities and address social challenges, but they require supportive legal and policy environments to grow.

“We need to understand the challenges they face, the causes of those challenges and how we can solve them together as citizens of Tanzania and members of the East African Community,” he said.

The question of Africa’s role in AI development was central to the arguments presented by computer scientist Dr Leonard Binamungu and AI governance expert Dr Joseph Nyansiro.

Dr Binamungu, a don at the UDSM College of Information and Communication Technologies (CoICT) challenged policymakers and innovators to look beyond regulation and consider whether Africa is building its own technological future.

“Are we building our own digital house, or are we merely tenants in an architecture designed by others?” he asked.

He argued that while AI governance is important, it must be designed to support local innovators rather than create barriers that favour large international technology companies.

“If our legal evolution does not explicitly prioritise the survival and scale of these African startups, we risk remaining spectators in our own market,” he warned.

According to him, startups are often the first to identify local problems, develop prototypes and test solutions before they reach wider markets. Their experiences, he argued, should therefore inform the development of practical AI regulations.

Manager for Information System Quality Assurance at Tanzania Revenue Authority, Dr Nyansiro, who delivered the keynote address, said AI governance should not be viewed as an obstacle to innovation but as a foundation for building public confidence.

“Governance creates trust. Trust creates adoption. Adoption creates markets, and markets create opportunities for economic and social development,” he said.