Tanzania Revenue Authority

The Sixth Corporate Plan takes cognizance of the achievements and lessons learnt from predecessor plan that ended in June 2022. CP6 seeks to address obligations arising from the national, regional and international development agenda and guidelines t international development agenda and guidelines that venture into revenue mobilization. This plan takes over from CP5 and is built on the foundation of the accomplishments from previous strategic plans. This plan is built on astutely crafted four strategic themes around the Balanced Scorecard pillars namely; Operational Excellence, Taxpayers’ Engagement, Automation and Innovation which form the TRA’s business model. The themes form the pillars over which the organization leans in its endeavor towards attainment of the vision to become “A Trusted Revenue Administration for Socio-Economic Development”. Our mission during the plan period is: “We Make It Easy to Pay Tax and Enhance Compliance for Sustainable Development”. The Plan outlines the institution’s strategic priorities for the next five (5) years whereby the themes are reinforced with eight (8) clearly defined strategic objectives which are: To Enhance Revenue Collection; To Increase Voluntary Tax Compliance; To Improve Operational Efficiency; To Create a Strong Positive Image and Perception; To Build Taxpayers’ Confidence and Satisfaction; To Automate and Integrate Processes; To Improve Quality of Data and To Strengthen Institutional Capacity. The strategic objectives are supported with 18 strategic initiatives which will drive the authority into motion towards achievements of the former. The tax revenue projections for Tanzania Mainland are set to increase from TZS 20,667.91 billion in 2021/22 to TZS 31,921.0 billion in 2026/27, representing a compounded annual growth rate of about 9.1 percent during the period of the plan. On the other hand, tax revenue yield is expected to increase from 12.9 percent in 2021/22 to 14.1 percent in 2026/27. The CP6 will be measured through Key Performance Indicators (KPIs) which have been presented in a logical framework manner and will be reported through annual implementation reports. The KPIs have been developed to measure the outcomes that are expected to be achieved from the objectives. Moreover, the performance of project implementation is to be monitored and evaluated under the guidance of the TRA’s Project Management Governance Framework Manual. Lastly, review of the plan will be carried out after every two years or when necessitated by new developments and emerging challenges in the operating environment. TRA core values are a handful of moral boundaries within which TRA operates. They define TRA’s personality and are ethical standards by which TRA would be measured. The values are a commitment to the stakeholders and are incorporated into all actions taken by the organization. a) Professionalism: We are committed to applying the law consistently, responsibly and with credibility using the skills and knowledge as a prerequisite in administering our requirements. b) Accountability: We create and sustain an organization that values and promotes accountability c) Integrity: We believe in being fair and honest in all our dealings with taxpayers and other stakeholders d) Trustworthy "A Trusted Revenue Administration for Socio-Economic Development" "We Make It Easy to Pay Tax and Enhance Compliance for Sustainable Development"