To become an independent bar association for a just society

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The Tanganyika Law Society (TLS) is the Bar association of Tanzania Mainland, founded in 1954 by an Act of Parliament – the Tanganyika Law Society Ordinance 1954. The Tanganyika Law Society is currently governed by the Tanganyika Law Society Act, Cap 307 R.E. 2002.

Our Objectives

TLS was established with several statutory objectives, including :-

  1. To maintain and improve the standards of conduct and learning of the legal profession in Tanzania;
  2. To facilitate the acquisition of legal knowledge by members of the legal profession and others;
  3. To assist the Government and the Courts in all matters affecting legislation, and the administration and practice of the law in Tanzania;
  4. To represent, protect and assist members of the legal profession in Tanzania as regards conditions of practice and otherwise;
  5. To protect and assist the public in Tanzania in all matters touching, ancillary or incidental to the law;
  6. To acquire, hold, develop or dispose of properties of all kinds, whether movable or immovable, and to derive capital or income from them, for all or any of the foregoing objects;
  7. To raise or borrow money for all or any of the foregoing objects in any manner and upon any security which may from time to time be determined by the Society;
  8. To invest and deal with moneys of the Society not immediately required in any manner which may from time to time be determined by the Society;
  9. To do all other things which are incidental or conducive to the attainment of the foregoing objects or any of them.

Our  Goal
To promote professional excellence for efficient legal service delivery to ensure access to justice and rule of law.

Our Vision

To become an independent bar association for a just society.

Our Mission

To create a conducive environment for the legal fraternity, facilitate the acqisition of legal knowledge, represent, promote and protect Members; to support the State Organs in legislation and administration of rule of law; and assist the Public to access justice in sustainable professional standards.

Our Core Values

  • Professionalism and Solidarity
  • Audacity for Rule of Law
  • Integrity and Transparency
  • Altruism and Volunteerism
  • Respect for Diversity

Our Organization Culture

The following are the traits of the Members, Governing Council, Staff and Organization Culture of TLS:
Dress Code:
Secretariat: Official dress are to be specified from time to time (Suits)
Members: Professional attire during business engagements
o English / Kiswahili
o Decent
o Two-way communication / use of official channels / official formats
o Polite / cordial / decorum / spontaneous / prompt
Time Management:
o Time conscious / Punctuality
Social Life:
o Interaction with respect and limitation / remain professional / preserve
organizational image
o Conducting oneself in a manner that will not jeopardize the legal professional
Professional Life:
o Remain professional and observe professional standards
o Adherence to the code of conduct and expectations of the community

Our Theory of Change

TLS’s vision and mandate determines its Theory of Change (ToC). The nature of TLS given by its statutory objectives requires that TLS balances its modus operandi in order to be in a position to effectively discharge its mandate and realize its vision.
As a statutory professional membership body, TLS is always faced with a temptation of being an introvert institution. However, the setting and context through which TLS operates would be suicidal if TLS would fall in a trap of becoming an absolute inward looking – i.e. only taking care of its Members’ welfare rather than striving to assert its relevance to Tanzanian society i.e. to both duty bearers and rights holders.

TLS therefore believes thatits survival and sustainability will only be guaranteed if the rights holders and duty bearers will always see the value added by TLS, its relevance and contribution to the juridical, socio-economic and political development in Tanzania.
This means that TLS will first position itself in a manner that will ensure enhancement of its internal systems and structures; smart and strategic resource mobilization; and improvement of its human resource competence and financial soundness in order to first and fore most take care of its Member’s welfare and empower the members with relevant skills and expertise that will enable them to make strategic and meaningful interventions
to issues (as the case may be) in relation to duty bearers and rights holders.     In this regard, the TLS has adopted a systemic devolution by decentralized which will see deepening of TLS presence in the chapters and most of its intervention will be implementable from TLS chapters countrywide. These chapters will be clustered in zones in order to enhance coordination.3 TLS shall formulate and implement a devolution/decentralization policy which will be gazetted and become binding to TLS in order to preserve the integrity of TLS
as a whole entity hence mitigating the risks of secession or disintegration of TLS into several organisations based on its chapters and zones. As a result, TLS activities will be issues at stake. This approach will enable the rights holders (having been empowered by TLS) to sustainably demand for their rights from the duty bearers.
For that case TLS will essentially be invoking the rights based approach to development as both its core theory of change and a sustainability/survival strategy. It will have a fully participatory approach in engaging with all the Key Stakeholders in all activities and promote a more harmonized and aligned manner of working to achieve its set objectives.
The diagram below illustrates the TLS theory of change:

TLS’ theory of change is informed and shaped by both internal and external contexts. TLS is not an NGO but a statutory membership professional body that has unique, comparative and competitive statutory role exercising its mandate and responsibilities as provided by its establishing Legislation to promote rule of law, democracy and good governance. TLS is guided by the following theories:

– If TLS is primarily a membership association, therefore it is the membership that owns, decides and drives TLS. For that reason, the quality of TLS members
ultimately determines the TLS Capacity to be, capacity to do and capacity to relate and realization of its vision;

– If TLS’ Vision is to become an independent bar association for a just society then it must primarily empower its members and strengthen its internal institutional systems, structures and processes;
– If TLS resources are available, increased and diversified then its ability to deliver professional services and products to all its stakeholders becomes more
– If TLS will map its stakeholders and coordinate its allies, mobilize its supporters, engage the rivals and inform its opponents strategically, then its capacity to relate will be revitalised and base for solidarity becomes strengthened;
– If the members will adequately be empowered and the institution be well
strengthened, then it will enhance both its capacity to empower the rights holders and its ability to effectively engage the duty bearers;
– If TLS through its diverse membership throughout the country, wants to effectively empower the public on their legal rights and responsibilities, then TLS will need to embed & implant devolution and decentralize its powers and interventions to its Chapters making them agents of change and transformation at the grassroots level for social-economic justice;
– If TLS decentralization becomes successful, then level of democracy is increased and the need for empowerment with strengthened coordination of TLS Chapters will be more visible and necessary;
– If TLS wants its Chapters to be effectively coordinated, then clustering of Chapters and formation of TLS Zones will be necessary in order to facilitate and coordinate Chapter activities and bring about alignment of TLS across the country;
– If TLS through its empowered Chapters will effectively empower the Public then members of the Public will be able to understand, protect and preserve their rights and duties in a more sustainable way hence guaranteeing its relevance, recognition and reputation to its Stakeholders;
– Where there are challenges facing rule of law, if TLS has roots and good relations with its wide range of stakeholders then it will be among the safeguards to TLS;
– If TLS Members are empowered to act professionally, guided by TLS values then its engagement with State will be meaningful, credible and relevant as it will be doing the right things in the right way;
– If TLS is doing its right things in the right way it will be a credible and reputable institution in the presence of its Members, Public, Development Partners and the State; and
– Therefore, TLS will be responsive and accountable to fulfil, deliver and discharge its obligations to the concerned Stakeholders in tackling corruption, money laundering, organized crimes and promoting good governance including but not limited to rule of law, access to justice, electoral justice, freedom of expression and association, diversity management, social cohesion, economic justice, etc.

TLS Governing Council

TLS Governing Council has a team of 10 members.

Dr.Rugemeleza Nshala


Adv.Mpale Mpoki

Vice President



Angelista Nashon


Harold Sungusia


Jebra Kambole


Tike Mwambipile


Paul Kaunda


Baraka Mbwilo


Stephano Ally Mwakibolwa