…hits the ground running as he confronts M140 million RSL debt and charts a bold new future
When Dr Samson Chibaya accepted the daunting task of leading the Lesotho College of Education (LCE) as its new Rector, he walked into an institution weighed down by years of administrative instability, staff discontent and a crushing financial burden. A tax liability of more than M140 million threatened to paralyse the college’s future.
Dr Chibaya was appointed Rector on a five-year performance-based contract which commenced this month and will run until 5 January 2031.
His appointment signalled more than a routine change of leadership; it marked the beginning of a high-stakes effort to steady a troubled academic ship and restore confidence in one of Lesotho’s most important teacher-training institutions.
An accomplished educator and researcher specialising in Education Leadership and Policy Studies, Dr Chibaya holds a doctorate from the University of the Witwatersrand. He has extensive experience in teaching, curriculum development and postgraduate supervision. Prior to joining LCE, he was a full-time lecturer at the University of South Africa.
Dr Chibaya has assumed office at one of the most difficult periods in the institution’s 50-year history. In this wide-ranging interview with Lesotho Times (LT) Chief Reporter Moorosi Tsiane, he speaks candidly about the financial crisis, his turnaround strategy, his vision for quality teacher education and his bold ambition to see LCE evolve into a fully-fledged university.
Excerpts:
LT: Dr Chibaya, you assumed office at a time when LCE was under severe financial strain. What was your first reaction when you realised the extent of the RSL debt?
Dr Chibaya: I must say the magnitude of the challenge was sobering. When you walk into an institution and are immediately confronted by a debt of M140,460,251, with vehicles impounded and operations disrupted, you quickly realise this is not business as usual. However, I did not see this as a reason to despair. I saw it as a call to act decisively.
The situation demanded leadership that is firm, transparent and solutions-oriented. In fact, there would have been no need for me to come here if everything was smooth. This challenge calls for us to roll up our sleeves and get down to work.
LT: How has the impounding of college vehicles by the tax authority affected daily operations?
Dr Chibaya: From the reports I have received, the impounding has affected us significantly. LCE is a practical institution; we rely on mobility for teaching practice supervision, community engagement and administrative functions. The loss of vehicles has disrupted daily operations and dented staff morale.
At the same time, it jolted us into collective action. Everyone realised that we had reached a turning point. We have been engaging the Revenue Services Lesotho (RSL) to release the vehicles because their continued detention only compounds the institution’s financial difficulties. Storage fees continue to mount while the college is forced to spend additional funds on hiring vehicles.
LT: What immediate steps did you take to stabilise the situation?
Dr Chibaya: My first step was to seek clarity. I needed a full picture of how the debt accumulated, over what period and under what circumstances. We engaged RSL directly – not confrontationally, but constructively. Dialogue was essential.
At the same time, we began tightening internal financial controls, reviewing expenditure patterns and working on a realistic repayment and compliance plan. You cannot fix what you do not fully understand.
We have had positive engagements with RSL officials, as we race against time to resolve this matter.
Yes, there were weaknesses in systems and compliance over time, but there were also broader structural challenges faced by many public institutions. My focus is not on apportioning blame, but on correcting course. What matters now is building systems that ensure this never happens again.
LT: LCE has a proud history of producing teachers. However, there is a perception that LCE admits students who failed to gain entry into other institutions due to poor results. How do you address this while improving academic standards?
Dr Chibaya: From day one, I met with executive management and the Students’ Representative Council, and we immediately began working on stabilisation, reform and vision-setting simultaneously.
We are addressing the crisis while also asking deeper questions: What kind of institution should LCE be in the next 10 or 20 years? How do we improve quality? How do we remain relevant in a changing education landscape?
Quality is non-negotiable. Even in crisis, LCE’s core mission — to produce competent, ethical and innovative teachers — must be protected. In fact, crises often expose weaknesses that undermine quality. We are strengthening quality assurance mechanisms and investing in staff development. Financial stability and academic excellence must move together; one cannot survive without the other.
LT: LCE is approaching its 50th anniversary. What does this milestone mean to you?
Dr Chibaya: Fifty years is a powerful symbol. It speaks to resilience, contribution and national importance. LCE has trained generations of teachers who form the backbone of Lesotho’s education system.
For me, this milestone is not just about celebrating the past, but about redefining the future, asking what the next 50 years should look like.
Ordinarily, such a milestone would be celebrated with funfair. However, the celebrations were shelved due to an unavoidable circumstances. An institution burdened by debt cannot justify ceremonial expenditure while its statutory obligations remain unmet.
LT: Why did you accept this offer? It is unusual for professionals to leave lucrative jobs in South Africa to work in Lesotho.
Dr Chibaya: I have worked within higher education institutions in South Africa, including at the University of the Free State. However, there is a significant difference between being part of a faculty and leading an entire institution.
This opportunity allowed me to move into institutional leadership. My passion is education, and I understand the immense potential that LCE possesses. Having known colleagues who passed through this institution, I am fully aware of what it can produce if the right systems are put in place, including the transition from a college into a university.
Here, I have the opportunity to influence not only students, but also colleagues, to see them grow. It is a unique opportunity to translate academic ideas into practice.
LT: Take us through your vision for the institution. Where do you want to see it when you leave?
Dr Chibaya: One of the visions close to my heart is to see Lesotho College of Education transformed into the Lesotho University of Education. This has far-reaching implications, many of which are already in motion, including the introduction of degree programmes.
My responsibility is to ensure that the institution meets not only national, but international standards. That requires staff development, competitive academic offerings and strong institutional systems.
We must move from being a diploma-only institution to a degree-granting one, and ultimately to offering postgraduate programmes that enhance the quality and impact of our graduates.
Research and innovation are central to this transformation. One initiative already underway is the Rector’s Research Development Programme, which supports staff to publish in academic journals and pursue postgraduate qualifications.
Financial stability is another pillar of my turnaround strategy. LCE cannot rely solely on government subventions. We must diversify income streams through research grants, partnerships, sponsorships, business units and the strategic use of institutional assets.
The college owns physical assets, including residences and facilities that can be leased to generate income. However, years of under-maintenance pose challenges. Public-private partnerships are being explored to refurbish these assets without placing additional strain on limited resources.
A key growth strategy lies in the revitalisation of the Thaba-Tseka campus, originally envisioned as a science, technology, engineering and mathematics (STEM) centre. While its development stalled due to financial constraints, its potential remains immense. Plans are underway to reposition it as a research-driven STEM hub in partnership with international universities.
Open and distance learning is another priority area. This mode of delivery is both a social obligation and a strategic opportunity. Many prospective students in remote areas cannot access traditional face-to-face education. Expanding this model would widen access while generating additional income.
Internally, restoring stability and morale has been a priority. Within my first week, I convened a full Executive Committee meeting, followed by engagements with senior management and students.
LT: Looking ahead, what would success look like for you as rector?
Dr Chibaya: Success would mean an institution that is financially stable, academically respected and future-oriented. It would mean functional systems, motivated staff, well-prepared graduates and an institution that commands confidence locally and internationally.
Personally, it would mean leaving LCE stronger than I found it.
One of the innovations I am pursuing is the modernisation of administrative systems, particularly the Integrated Management System (IMS). We are considering migrating to a new system, Fedena, which would significantly improve efficiency across departments.
Fedena is a web-based school management system that offers various modules and plans for different types of institutes. It provides free cloud hosting, online training, data backup, and customer support.
LT: Given the current financial pressures, how realistic is this vision?
Dr Chibaya: Vision and realism must coexist. Addressing the debt is a priority, but we must not allow the crisis to shrink our imagination. Transformation is a phased process. Financial recovery lays the foundation for the future. Without vision, recovery lacks direction.
LT: How important is government support in this process, particularly the Ministry of Education?
Dr Chibaya: Government is a key stakeholder, and engagement has been ongoing. There is recognition that LCE is a strategic national institution. I have met with the Principal Secretary of the Ministry of Education, and we had a productive and positive engagement. Preparations are also underway for a meeting with the Minister of Education.
