Director General and Chief Executive, LAA

The Purpose of the Role

To provide strategic leadership for LAA in line with the broad policy framework of the LAA Board and participate in formulating that policy and ensure its implementation by assembling and delegating to competent management team.
To ensure that the obligations of the Authority are met as outlined in the Land Administration Act of 2010 through effective leadership, executive management and direction of the Authority in liaison with the LAA Board.

Key Area Results

Providing Strategic objectives and achieve set targets
Developing and sustaining a strong image of LAA in the market
Ensuring enforcement and compliance of Laws administered by LAA
Supporting full implementation of business processes in LAA
Implementing of the Business Plan and Strategic Plan
Management of the LAA Budget
Staff Recruitment, Supervision, Development and Discipline
Effective Control and Utilisation of LAA Resources
Coordinating and Communicating LAA Activities
Maintaining Memberships of International and Regional Organisations
Improving Lesotho’s ranking in the World Bank Doing Business

Key Performance Areas

Responsibility towards LAA Board

Responsible for implementation of the LAA policy established by the Board by acting as a liaison between the Board and the senior management and interpreting the wishes and policy of the Board.
Attends meetings of the Board and any committee of the Board and in his/her absence shall appoint in writing such officer of the Authority for his/her representation.
To convene meetings of the Board on the instruction of the Chairperson.
Prepares inputs for LAA Board meetings and acts as an advisor to ensure proper corporate governance of LAA.
To ensure that the LAA Board is adequately briefed concerning activities of the Authority that are important to the effective functioning of the Authority through supporting senior managers in making presentations to the Board with regard to reporting issues.

2. Responsibility towards strategic planning, organization and performance of the Authority

Providing effective administration and implementation of the provisions of The Land Administration Act 2010
Providing a strategic leadership by formulating and revisit medium and long- term strategic plans for activities of the Authority on an annual basis by constantly scanning and monitoring the macro-environment for key trends and critical factors in order to maintain the Authority’s strategic advantage.
Facilitating in developing a clear guideline in the formulation of the Authority’s policies and procedures.
Monitoring that these plans are broken down into budgets and project plans for effective implementation, by ensuring that the various divisions and departments develop business plans and objectives and performance indicators and standards.
Ensuring that the goals and policies authorised by the Board are achieved by sanctioning the business plans and programmes of activities developed by divisions and departments.
Ensuring that divisions successfully achieve their objectives by establishing and maintaining an effective organizational structure.
Providing effective performance of such functions as may be consistent with the general objectives of the Authority.
Monitoring the performance of the Authority by ensuring that the performance indicators necessary for the management of the Authority are established and that performance is evaluated as them.
Monitoring performance of senior management through assessments of reports as measured against corporate objectives, budgets and financial plans, and ensures that sub-standard performance is eliminated by taking corrective action in instances where a variance is detected between actual performance and required performance.

3. Support full Implementation of Business Processes for LAA

Overseeing the implementation of the Management Information System by designing efficient business processes and paper flow, documenting the incidents of errors and maintaining up-dated database.
Submitting the annual operational report and budget for the LAA and an annual report for transparency and accountability.
Submitting the quarterly progress reports to the LAA Board and Stakeholders to keep it abreast of LAA activities.

4. Draws LAA Annual Reports

Submitting written periodic reports to LAA Board documenting progress against target service performance and disciplinary issues
Holding regular meetings with relevant stakeholders to ensure common understanding and synchronic implementation of the programmes and effective service delivery.
Holding regular meetings with staff to guarantee support and strengthen management systems
Preparing information products and communication briefs on LAA progress and services to the press and media

5. Management of the LAA Budget

Leading the preparation of the LAA budget and present it to the Board for approval.
Controlling and authorising LAA expenditure to ensure that funds are utilised appropriately and accountably as defined by specific activities in the Operation Plan.
Reporting on LAA expenditure to the Board alongside physical progress.
Setting guidelines for collection of revenue to ensure sustainability of LAA as an independent Authority.
Liaising with local and international organizations to acquire the necessary funds for LAA programmes which could not be budgeted for from Government’s Revenue and Capital Resources
Preparing supplemental budgets for approval the LAA Board whenever the need arises to facilitate crucial programmes and activities.
Ensuring that LAA is audited annually.

6. Effective Control and Utilization of LAA Resources

Developing guidelines for effective use of LAA resources to ensure their rational and optimal use.
Monitoring monthly use of resources and adherence to LAA policies.
Overseeing the management of the funds, property and business of Authority

7. Corporate Culture and Motivation

Ensuring adherence towards “management and performance which complies with Internationally recognised Standards” achieved through the cultivation of a culture orientated towards the creation and maintenance of a high level of technical performance, managerial effectiveness, productivity and customer services
Building morale, positive staff relationships ‘esprit de corps’, a sense of pride and loyalty through inspirational leadership of the Authority.
Ensuring effective performance by encouraging responsibility through delegation coupled with accountability, for the maximizing of human potential.
Introducing and maintaining a service orientated culture both within LAA and externally by leading through example and ensuring that divisions and departments do likes.
Fostering an ethical approach with regard to all LAA activities and attitudes of staff by ensuring the development and implementation of policy and guidelines related to corporate ethics.

8. Human Resources Management

Institutional Planning: Ensuring the development and implementation of Human Resources and institutional plan for LAA.
People Resourcing: Ensuring Recruitment and Selection Policies are in place to facilitate acquisition of skilled and attract stable workforce. Recommending appointment, separation and transfer of staff to the LAA Board.
Performance Management: Ensuring that performance appraisals are conducted annually in order to identify success, eliminate sub-standard performance and conduct training and development needs analysis.
Change Management: Initiating and facilitating ongoing organizational culture and structure change within the Authority by acting as a role model and change agent.
Staff Development and Management Development: Facilitating development of staff training and development plan for LAA. Ensuring that the potential of senior staff is maximised through establishment, maintenance and monitoring of effective management and leadership development programmes throughout the Authority.
Career Development: Ensuring capacity building and staff progression by designing and implementing a Group Career Development Plan and Group Succession Plan, after obtaining necessary approvals from the LAA Board.
Employee Assistance Programme: Ensuring that LAA staff have access to counselling and support services as and when necessary through coordination with LAA Human Resources Department.
Industrials Relations: Reprimanding and recommending disciplinary action against staff in order to maintain the highest possible level of discipline at LAA. Mediates in disputes between staff to ensure a harmonious and productive working environment.

Knowledge, Skills and Competencies

Knowledge

Understanding of statutory framework within which LAA operates.
Sound understanding of development economics and public administration.
Knowledge of land administration operations, marketing and finance.
Understanding of the role that ICT and Office Automation play in improving business processes and achieving business objective.
Knowledge of Risk Management in relation to the operations of LAA.
Sound knowledge of modern corporate communication practises.
Knowledge of project management and quality assurance.
Knowledge of Management and Strategic Human Resource Management.

Skills and Competencies

Strategic thinking and decision making skills: The ability to conceptualise and formulate corporate strategic intent, and to develop effective programmes for strategy execution, in complex environment high in novelty, ambiguity and dynamism. The thinking time frame extends to ten years.
Business skills: The ability to apply structured business and corporate experience to the LAA and its (stakeholder and customer) environment, bringing a disciplined approach to increase revenue in line with estimated revenue potential, improved collection rate; and ongoing improvement of core business processes ( quality of services; turnaround and /processing time and cost effective.
Transformation and inspirational leadership skills: The ability to knit the top executives (senior professionals working in diverse fields) into an effective team, capable of initiating and managing change; and t develop and maintain a high-performance culture based on continuous improvement.
Tolerance for ambiguity capacity to satisfy the apparently conflicting requirements and demands of different stakeholder groups and retain understanding and support.
“Bottom line” orientation: Ensures achievement of financial, business and operational performance goals.
Communicating openly and displaying empathy towards staff: Proven ability to lead and influence people directly and indirectly (including stakeholder representatives, senior staff, customers and members of the public, as well as policy- makers).

Qualification and Experience

Master’s Degree in Finance, Public administration, Economics and Urban and Regional Planning and seven (7) years’ experience in senior management position; or
Bachelor’s degree in Finance, Public Administration, Economics and Urban and Regional Planning and ten (10) years’ experience in senior management position
Experience working in the land sector will be an added advantage
Having knowledge of international best practice and improving investment climate will be added advantage

How to Apply

Since KM Global Consulting was requested by the Land Administration Authority to assist them with the recruitment for this position, all applications should be sent directly to info@kmglobalconsult.com stating LAA-DG-LSO in the subject line by December 20^th, 2024.