LOC must place idea of legacy at the heart of preparations

DAR ES SALAAM: THERE is a familiar temptation whenever a major sporting tournament comes to town: to measure success by packed stadiums, colourful opening ceremonies, television audiences and the final score.

For Tanzania, however, the real measure of success at the 2027 Africa Cup of Nations (AFCON) should go much further.

When the last match is played, the visiting teams have departed and the floodlights are switched off, what will Tanzania have to show for hosting one of Africa’s biggest sporting events?

That is the question the Local Organising Committee (LOC) must keep at the centre of preparations as the country moves closer to AFCON 2027.

The tournament is an enormous sporting opportunity, but it is equally an economic, tourism, infrastructure and national-branding opportunity.

If properly managed, it can leave behind much more than memories of spectacular goals and exciting matches. The latest LOC meeting is therefore significant because it places the idea of legacy at the heart of preparations.

LOC Chairman Leodegar Tenga has challenged committee members to perform their responsibilities efficiently, insisting that Tanzania should emerge from the tournament with tangible and lasting benefits. That is precisely the right approach.

Hosting AFCON should not be treated as an end in itself. It should be used as a platform to accelerate development, showcase Tanzania’s capabilities and create opportunities for its people.

There will naturally be pressure to ensure stadiums are ready, teams are accommodated and supporters can move safely and efficiently between venues. Those are basic requirements.

The bigger challenge is ensuring that the considerable investment made before and during AFCON continues to benefit Tanzanians long after the tournament.

Improvements to sports facilities, roads, airports and other transport infrastructure will be necessary to move players, officials, supporters and tourists.

But these investments should not become facilities designed primarily for the tournament and then underused afterwards.

Planning must, therefore, begin with a simple question: how will these facilities serve Tanzanians in 2028, 2029 and beyond?

A modern stadium will host domestic league matches, international fixtures, athletics competitions, concerts and other major events. Improved roads and airports will continue serving tourists, businesses and ordinary citizens long after the final whistle.

That is what a genuine sporting legacy looks like. The same thinking should apply to tourism.

Tanzania already has some of Africa’s most recognised attractions, from the Serengeti and Mount Kilimanjaro to Zanzibar and its spectacular coastline. AFCON provides a rare opportunity to showcase these attractions to millions of Africans and global football audiences.

Supporters should not leave Tanzania knowing only the name of the stadium where their team played.

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They should leave having experienced the country’s culture, hospitality, wildlife, beaches, food and entertainment.

A supporter who comes for one AFCON match could return with family for a safari. A business executive attending a tournament event could identify an investment opportunity.

A broadcaster covering the competition could expose Tanzania’s attractions to audiences that conventional tourism campaigns might struggle to reach.

That is the multiplier effect the country should pursue. Tanzanian businesses must also be positioned to benefit.

As Tenga has noted, AFCON is expected to create opportunities across hospitality, transport, tourism, entertainment and retail. But demand alone does not guarantee that local businesses will capture those benefits.

Small and medium-sized enterprises should be prepared to participate in the tournament economy, while local suppliers should have opportunities to provide goods and services.

Young people will gain employment and skills in hospitality, event management, technology, transport, security, media and entertainment.

Women and youth, in particular, should not be treated merely as spectators. They should be among the entrepreneurs and workers benefiting from the economic activity generated by the tournament.

If AFCON creates temporary jobs but leaves little improvement in skills, businesses or investment opportunities, its economic impact will be limited.

If, instead, it helps Tanzanian companies gain new customers, young people acquire marketable skills and investors discover new opportunities, the tournament can continue generating value long after the closing ceremony.

A smooth and memorable tournament will strengthen confidence in the country. A poorly organised one will do the opposite.

This is why LOC preparations must remain disciplined, coordinated and focused on long-term results.

A beautiful stadium may impress the cameras, but an efficient transport system will impress visitors.

A spectacular opening ceremony may generate headlines, but a wellorganised tourism programme will generate future business

. A successful final will create memories, but sustainable infrastructure, skills and investment will create a legacy.

Tenga’s observation that AFCON success should be viewed beyond the organisation of matches should, therefore, become the guiding principle for the entire preparation process.

Legacy has to be planned, financed, coordinated and measured. The LOC and government should define clear targets beyond the tournament itself: how many jobs should be created? How many local businesses should benefit? What infrastructure should be completed? What skills should young Tanzanians acquire?

What investment opportunities should be generated? And, critically, how will the benefits continue after AFCON? Those questions should be answered now, not after the tournament.

That should be Tanzania’s real AFCON 2027 victory, not simply hosting Africa’s football extravaganza, but ensuring that when the tournament is over, the country is economically and socially stronger than it was before the first whistle.