Category: The Citizen

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.

When the President’s Best Taxpayer Award was presented to Choplife Gaming Tanzania, it was more than just a recognition of tax compliance.

It was an acknowledgment of a corporate culture built on integrity, transparency, and accountability, values that continue to shape the company’s contribution to Tanzania’s economic development.

For Choplife Gaming Tanzania, the prestigious award represents years of commitment to doing business responsibly while supporting the country’s growth through consistent tax compliance.

Speaking after receiving the award, Choplife Gaming Tanzania Managing Director Loyce Oluoch described the recognition as both humbling and inspiring.

“We are truly honoured and proud. This award is a testament to our commitment to tax compliance and responsible business practices. We owe it to Her Excellency, Dr Samia Suluhu Hassan for setting conducive investment landscape from which we thrived in,’ Ms Oluoch said.

The President’s Best Taxpayer Award is among the highest forms of recognition for businesses that consistently meet their tax obligations while contributing significantly to national development.

For Choplife Gaming, the recognition reflects not only financial discipline but also the company’s broader philosophy of operating with integrity in every aspect of its business.

A recognition shared by the entire team

While the award bears the company’s name, Ms Oluoch believes it belongs to every employee who has contributed to building a culture of accountability.

“It is a great achievement that motivates our team to continue working with integrity, excellence, and accountability,” Ms Oluoch said.

The recognition serves as a reminder that responsible corporate governance is a collective effort. From leadership to operational teams, every department plays a role in ensuring that the company meets its legal and ethical obligations.

The award has also strengthened employee pride, reinforcing the belief that excellence is achieved through consistency, professionalism, and adherence to established standards.

Building success through responsible business practices

According to Ms Oluoch, the company’s success did not happen by chance. It is the result of deliberate investments in systems, leadership, and a corporate culture that prioritizes compliance.

“Strong leadership, transparency, compliance with tax laws, and the dedication of our employees have all contributed to this achievement,” Ms Oluoch explained.

These pillars have enabled Choplife Gaming to establish itself as a trusted corporate citizen in Tanzania’s growing gaming industry.

The company has invested in sound financial management practices and internal controls that ensure accuracy, accountability, and full compliance with the country’s tax regulations.

By embedding compliance into its day-to-day operations, the company has demonstrated that responsible business practices and commercial success can go hand in hand.

Taxes as a driver of national development

For Ms Oluoch, paying taxes extends beyond fulfilling a legal obligation. It represents a meaningful contribution to Tanzania’s social and economic transformation.

“Paying taxes is a civic responsibility that supports national development,” Ms Oluoch said, adding, “Tax compliance also builds trust and credibility.”

Taxes finance critical public services including infrastructure, healthcare, education, and security-services that create an enabling environment for businesses and communities alike.

Ms Oluoch encouraged other businesses to view tax compliance not as a burden, but as an investment in the country’s future.

Responsible taxpayers, Ms Oluoch noted, strengthen public confidence while helping build a more sustainable economy capable of supporting long-term private sector growth.

Raising the bar even higher

Rather than viewing the award as the culmination of its efforts, Choplife Gaming considers it the beginning of an even greater responsibility.

“This recognition encourages us to maintain the highest standards of compliance and continue improving our services,” Ms Oluoch said.

The company intends to build on this achievement by strengthening operational excellence, investing in innovation, and continuously improving customer experience while maintaining full compliance with regulatory requirements.

The recognition has become both a milestone and a benchmark against which future performance will be measured.

Investing in Tanzania’s future

Looking ahead, Choplife Gaming remains committed to contributing meaningfully to Tanzania’s economic development.

“We will continue investing in the country, creating employment opportunities, paying taxes responsibly, and supporting economic growth,” Ms Oluoch affirmed.

Beyond its tax contributions, the company sees itself as an active participant in Tanzania’s development journey by generating employment, supporting local economic activity, and contributing to government revenues that finance public development programmes.

This long-term commitment reflects the company’s confidence in Tanzania’s investment environment and its determination to remain a reliable corporate partner.

A culture of accountability

Maintaining leadership in tax compliance requires more than meeting annual obligations. It demands strong governance systems and a culture where accountability is embedded throughout the organization.

According to Ms Oluoch, Choplife Gaming has positioned itself for continued success by maintaining robust financial controls, strictly adhering to tax regulations, and promoting accountability across every level of the business.

This disciplined approach has enabled the company to earn the trust of regulators, stakeholders, customers, and business partners alike.

As Tanzania continues strengthening its business environment, companies that prioritize transparency and compliance will play an increasingly important role in driving sustainable economic growth.

A token of appreciation

Ms Oluoch concluded by expressing sincere appreciation to the Tanzania Revenue Authority (TRA) and the Government of Tanzania for recognizing businesses that consistently fulfill their tax obligations.

“We sincerely thank them for this recognition and reaffirm our commitment to remaining a responsible and compliant corporate partner in Tanzania,” she said.

For Choplife Gaming, the President’s Best Taxpayer Award is more than a trophy. It is a symbol of responsible corporate citizenship and a reminder that sustainable business success is built on integrity, compliance, and a genuine commitment to national development.

As the company looks to the future, it remains focused on creating value not only for its customers and employees but also for the country whose growth it continues to support through responsible investment, job creation, and unwavering tax compliance.

The Tanzania Swimming Association (TSA) has announced a national squad of 33 swimmers who will represent the country at the Africa Aquatics Zone 3 Championships 2026, featuring a blend of young talents and experienced competitors selected to challenge some of the strongest swimming nations in the region.

TSA secretary General Inviolata Itatiro confirmed the team selection, saying the swimmers were picked based on criteria established by the association’s technical committee after assessing their performances and development progress.

The squad features swimmers across four age categories, namely 12 years and under, 13-14 years, 15-16 years, and 17 years and above, reflecting Tanzania’s continued focus on nurturing young talent while maintaining competitiveness at senior level.

In the 12 years and under female category, Tanzania will be represented by Ruby Stanley, Iris Mattaka, Camilla Kyenekiki, Ithra Kahemele and Celine Matembo, while the male team comprises Arthur Mushi, Oscar Liebchen, William Ng’wandu, Konhelli Mhella and Mikhail Mangush. The 13-14 years category will see Nicolene Viljoen, Heydleen Magashi, Imani Kimario, Leyna Borega and Lorita Borega compete in the female category, while the male swimmers are Ethan Makalla, Max Missokia, Ibrahim Igoro, Fidel Kavishe, Alberto Itatiro and Nabil Ahmed.In the 15-16 years category, Tanzania’s female representatives are Crissa Dillip and Abigail Matungwa, while the male contingent includes Julius Missokia, Shuneal Bharwani, Kabeer Lakhani, Luke Okore and Zac Okumu.

The senior category of 17 years and above features Cathleen Maokola and Filbertha Demello in the women’s competition, while the men’s team includes Abbas Abdulila, Austin Okore and Michael Joseph.

Inviolata said the championships will provide an important platform for Tanzanian swimmers to measure their progress against some of the best competitors from the Africa Aquatics Zone 3 region.

‘The swimmers have been selected according to the criteria set by our technical committee. We believe this is a strong team capable of representing Tanzania well,’ said Inviolata.

The Africa Aquatics Zone 3 Championships 2026 are expected to attract leading swimming nations from East and Central Africa, including Kenya, Rwanda, Burundi, Sudan and hosts Uganda, creating a highly competitive environment for both individual and relay events.

Tanzania’s delegation will be led by team manager Hadija Shebe, who will be supported by an experienced coaching team comprising lead Coach Radhia Shaban, team coach Samweli Mtupo and team coach Rashid Juma Kipipa.

The selection comes as Tanzania continues to invest in swimming development through national championships, youth programs and talent identification initiatives aimed at improving the country’s competitiveness in regional and international competitions.

In recent years, the TSA has increased efforts to develop a strong swimming pipeline by introducing more structured competitions for young swimmers and providing opportunities for athletes to gain international exposure.

The Zone 3 Championships are expected to feature intense battles, particularly among East African countries that have traditionally produced closely contested races in individual events and relay competitions.

TSA officials expressed confidence that the selected swimmers, together with their coaches and support staff, will help Tanzania make a strong impact at the regional championship as they compete against some of Africa’s emerging swimming talents.

African countries need to implement stronger policy and tax measures to enable the industrial sector to contribute more significantly to economic growth, job creation, increased production and export expansion, Finance Minister Khamis Mussa Omar has said.

Mr Omar made the remarks during a discussion on the role of industrial development in driving economic growth in Africa, held on the sidelines of the 2026 African Caucus Meeting at the Sir Dawda Kairaba Jawara (SDKJ) International Conference Centre in Banjul, The Gambia.

Mr Omar said Tanzania has continued to implement policy and tax measures aimed at encouraging investment, supporting local industries, increasing production and creating employment opportunities, particularly for young people.

He said Tanzania has started implementing the National Development Vision 2050, which targets transforming the country into a $1 trillion economy by 2050, with the private sector expected to contribute about 70 percent of that target through industrial production and other economic activities.

The minister identified limited access to capital, inadequate markets, infrastructure gaps, including energy and transport, as well as shortages of skilled human resources as some of the major challenges slowing industrial growth in many African countries, including Tanzania.

He said addressing these challenges would accelerate industrial transformation and enable African economies to move towards value addition and increased competitiveness in global markets.

Mr Omar said the government was strengthening special investment areas and providing incentives to investors and young entrepreneurs starting businesses.

He said young entrepreneurs are being supported through tax relief measures, including a one-year exemption period that allows them to build their capital base before beginning tax payments.

‘All these efforts can achieve greater success through strong cooperation between the public and private sectors, where both sides sit together and discuss issues that can improve the business environment,’ he said.

The minister also called on the World Bank and the International Monetary Fund (IMF) to increase support for African countries in implementing strategic infrastructure projects that promote economic transformation through value chains.

Speaking during the discussion, World Bank Director responsible for Group One African countries, Dr Zarau Wenderine Kibwe, said the institution was ready to work with African countries by supporting industrial infrastructure development.

He said such investments would help boost employment, increase production and expand domestic and international trade through value addition of agricultural products and other goods.

The Tanzanian delegation at the meeting is led by Mr Omar and includes Zanzibar Minister for Finance and Planning Dr Juma Malik Akil, Bank of Tanzania (BoT) Governor Emmanuel Tutuba and Tanzania’s High Commissioner to Nigeria, who also oversees diplomatic affairs in The Gambia, Ambassador Selestine Kakele.

Work and Travel remains one of the most popular programmes for students. It is chosen for the chance to spend summer in the US, earn money, improve English, and explore the country. But work is only half the story – the other half is living independently, which many participants are experiencing for the first time.

There is no single accommodation scenario in this programme – it really depends on the employer, the city, and the season. In some cases, participants are helped with finding a place to stay, while in other cases, they are left to sort it out themselves. The most common options are rooms, flats, houses, or dormitories shared with other students.

This format has an obvious advantage: it quickly immerses participants in real adult life. They share expenses, divide household responsibilities, negotiate with one another, learn to budget, and handle everyday matters in a foreign language. For many, this becomes an experience just as valuable as the work itself.

An added privilege is the international environment. Neighbours are often students from different countries, and it is the shared daily life that makes the programme especially vibrant: people cook together, go on trips at weekends, help each other out, and quickly build a social circle. In resort towns, accommodation is often located close to work, shops, and transport, making everyday life more convenient.

Comfort levels can vary, so it is important to check the details before travelling: how many people share a room, what is included in the price, whether appliances are provided, and how far the accommodation is from work. Ultimately, Work and Travel is valued precisely for its combination of freedom, flexibility, and the experience of independent living within an international student community.

Au Pair: life with a host family and gentle adaptation

The Au Pair programme works differently. Here, participants do not simply work abroad – they live within a host family, help with children, and become part of the household’s everyday routine. This is precisely why the living arrangements tend to be simpler and less stressful here than in other programmes.

Generally, participants are given their own room and meals. They do not need to search for a place to live, sign a rent contract, pay separately for utilities, or set up a household from scratch. From day one, there is a stable setting, a fixed address, a daily routine, and people to interact with on a regular basis. For those travelling abroad for the first time, this often turns out to be one of the most comfortable scenarios.

Another important benefit is immersion in the language and culture through everyday life. Here, language is not confined to lessons – it is spoken over breakfast, in conversations with the kids, at the shops, on family trips, and during household chores. As a result, adaptation often occurs with greater ease and speed.

Much of the success of this programme depends on whether the host family is a good fit. That is why prior discussion of the terms is key: schedule, responsibilities, days off, personal space, and everyday habits. But if expectations align, Au Pair offers not just a place to stay abroad, but a genuine immersion in another culture from the inside.

Alabuga Start: structured living arrangements and clear terms

Alabuga Start is a Russian employment programme. It differs from most programmes in that accommodation does not need to be found independently – it is built into the system from the start. For many participants, this is one of the main advantages, as it reduces the level of uncertainty right at the beginning.

The programme accepts only young women aged 18 to 22. They are placed in corporate hostels equipped with furniture, appliances, fitted kitchens, and bathrooms. One apartment with two rooms typically accommodates eight people. This format does not offer complete privacy, but it provides a valuable sense of structure: the living arrangements are clearly defined before you arrive, and adaptation takes place within a more organised environment.

Special attention is given to safety within the programme. The living spaces are located on secured premises, with Face ID access control and CCTV monitoring. For participants and their families, this is a strong argument in favour of the programme, especially when it comes to the first move to another country.

An added benefit is the clear and predictable cost of living – around $44. Since accommodation and all related expenses are already included in the programme from the beginning, participants can easily manage their budget and stay focused on work and adapting, rather than on hunting for a place to live in an unfamiliar country.

In particular, this programme is aimed at people who want more than just a job – it’s for anyone looking to build a solid profession and secure a stable income within a few years. Participants can choose from eight fields – from Construction, Installation, and Finishing works to Catering, Service and hospitality, and Logistics.

Starting salaries are around $706, and for many, that’s more than just a pay check – it’s a real chance to gain hands-on experience over two or four years in a field with real prospects.

WWOOF: down-to-earth living and life away from big cities

WWOOF is a programme for those who want to stay on an organic farm and take part in rural life. Participants help with daily tasks for a few hours a day and receive accommodation and meals in return. Living conditions here can be noticeably more basic than in city-based programmes, but that is exactly what this experience is all about.

Living conditions depend on the specific farm – it could be a room in the main house, a small separate house, a trailer, or other modest accommodation. This option is rarely associated with standard urban comfort, but for many, it becomes a way to experience a different pace of life – slower, calmer, and closely connected to nature.

Instead of urban infrastructure, what matters here are different things: peace and quiet, fresh air, organic food, physical work, and being part of the local environment. Participants often choose WWOOF precisely for this experience – as a chance to step out of their usual routine for a while and live in a simpler, more mindful way.

Another advantage of the programme is that it is budget-friendly. Accommodation and meals are usually already included, so participants do not need to cover significant living expenses. However, before travelling, it is important to read the farm description and reviews carefully: comfort levels, working conditions, and the overall atmosphere can vary considerably.

Different programmes, different approaches to comfort

Comparing these formats shows that there is no perfect option for everyone. Each programme has its own approach to comfort and its own way of organising daily life.

Work and Travel is a good fit for those who are ready for independence and want to live in an international student environment.

Au Pair suits those who value a stable daily routine, family life, and a gentler adaptation process.

Alabuga Start is for those who value structured living arrangements, clear rules, and safety precautions. The programme also offers the chance to gain a new profession.

WWOOF is for those who are ready for a more basic way of life in exchange for the experience of living in nature, away from urban life.

When choosing a programme like this, don’t just look at the country, the salary, or what you see at first glance. But it’s equally important to think about where you’ll live, if that lifestyle fits you, and what comfort means to you. At the end of the day, it’s the everyday life that will decide whether the experience feels like a challenge or a success.

Halotel Tanzania has stepped up its push to expand digital connectivity by showcasing its latest telecommunications and financial technology solutions at the 50th Dar es Salaam International Trade Fair (Sabasaba), as the company’s leadership reaffirmed its commitment to investing in innovation.

The firm’s Managing Direcor, Mr Bui Van Thang, visited the Halotel exhibition stand on July 8, 2026 where he inspected a range of services on display, including the company’s 5G network, Halotel Fibre home internet and HaloPesa mobile financial platform.

Accompanied by Halotel Tanzania Deputy Chief Executive Officer, Ms Tran Thi Thuy Dung, the Managing Director toured the stand with Halotel Tanzania Commercial Director, Mr Abdallah Salum, who briefed the executives on the company’s showcase and customer engagement activities during the annual trade fair.

The visit also provided an opportunity for the company’s top leadership to interact with customers and frontline staff, with Mr Bui commending employees for their efforts in delivering customer service throughout the exhibition.

Speaking after the tour, Halotel Tanzania Managing Director, Mr Bui Van Thang, said the company would continue investing in technology and innovation to deliver reliable digital services that respond to the growing demand for connectivity across Tanzania.

Meanwhile, Halotel Tanzania Marketing Manager, Ms Aidat Lwiza, said the exhibition provides an opportunity for customers to engage directly with the company’s experts, learn about emerging technologies and benefit from promotional offers available during the fair.

The 50th Dar es Salaam International Trade Fair, popularly known as Sabasaba, continues until July 13, attracting hundreds of exhibitors from Tanzania and abroad as companies showcase new products, services and technologies.