Magnificent buildings to suit the sloping landscape and picturesque and quaint background of the surrounding hills make Kathmandu University a good place to be around. But when it comes to the real essence of a university, the teachers, the students, the teaching-learning activities, motivation, sense of ownership and dedication, there is some sense of frustration with what is happening at the university. Because of its vicinity to the Kathmandu Valley, apolitical academic environment, timely examination schedules and new courses, it was very popular among the students and guardians, as a suitable alternative to the giant but ailing Tribhuvan University. However, it has failed to maintain its credibility and goodwill.

Most of the key academic and management positions are occupied by the relatives of a chosen few, the vice chancellor, the registrar and the former registrar. Even seventeen years after its establishment, the university has not been able to set up a formal and trustworthy University Service Commission for academic and non-academic appointments. Most of the decisions regarding appointments and promotions are taken on the basis of informal discussions and interviews. Those with close ties with the university top management experience steady career growth and reach to the top echelon rapidly while honest, qualified and dedicated faculty members are forced to work at junior positions for peiods that may go up to almost one and half a decade. In comparison, at Tribhuvan University, we find a set of well defined criteria for appointment or promotion of the teaching staff. Academic qualification, teaching-research experience, national and international publications and presentations and teaching efficiency are very important criteria for selection or promotion among the teaching ranks.

KU has paid the least attention to research activities which are a basis for recognition in the world. There should be a cohesive force to bind the faculty, the management and students together and develop a sense of ownership or a sense of belonging towards the university. Contrary to this, the KU management has has not helped in this effort. For a teacher who is not a relative of any of the top university officials, it is almost impossible to build a secure career. He/she may be denied a promotion, study leave or any other facility because the management does not adhere to any fixed set of rules and regulations. Employee satisfaction is low. Inability to retain qualified teachers in the university service has been the biggest failure of the management which has witnessed a fairly high attrition rate in recent years. Many senior teachers have left the university to pursue better careers and the management is forced to run some of the academic departments with the help of teaching assistants only.

Kathmandu University is considered to be a ‘privately managed public university’. This is rather confusing to many. Actually, it is an educational institution enacted by the parliament and it should be answerable to the people regarding its activities. But, the financial status and the income-expenditure statements of the university have almost been kept as tightly guarded secrets, known to only very few officials of the innermost management core. The KU fees for the students are quite high and it also levies hefty affiliation fees on its medical and management colleges. Besides, it receives aid from the government and other national and international organisations. Much of its investment has gone into the construction of buildings and into supporting the school of medicine which is not self-reliant. Very little expenditure is made on laboratories or research works. Moreover, there have been no welfare programmes for teachers or students. All this leads to questioning the lack of financial transparency. Accusations are there against the VC and his coterie of involvement in unhealthy personal financial interests in the never-ending construction and procurement works at the university. The tendency to occupy a position for successive tenures is common in politics but such trends are rarely seen in academic institutions. Taking maximum advantage of his political contacts and the confidence of the handpicked members of the university senate, Dr. Sharma has been able to continue into the fifth term as VC.

The country is entering a new era of political and social restructuring. In this context it is necessary to strengthen and democratise our educational institutions which for a long time have been political playgrounds and instruments of profit for just a few persons. We are lagging behind in development because our universities have simply churned out theoretically educated but uncompetitive and unskilful graduates. Universities should be hubs of research, invention and development, and they should support the national economy. Kathmandu University desperately needs a change of leadership, to become a dynamic and globally competitive university.

Sharma is a former faculty member, KU