TU Must Focus On Research Excellence

The first and largest university in the country often faces challenges in meeting the benchmarks set by the top universities globally. It is frequently heard from policymakers, politicians, and academicians that Tribhuvan University (TU) should replicate the “Harvard Style.” Many of them claim that TU’s curriculum is on a par with that of Harvard. However, it is unrealistic to compare TU with Ivy League schools or other top-ranked universities worldwide due to significant differences in the quality of resources, faculty expertise, infrastructure, and other factors. 

Tribhuvan University is famous for having 483,765 students, according to a report by Times Higher Education. Unfortunately, ambiguity surrounds the number of students who are regular and consistent in pursuing their degrees. This often leads to the assumption that a majority are enrolled simply to pass the time while waiting for their visas to study abroad. The growing challenges faced by institutions in attracting new students and retaining existing ones further support this notion.

Global ranking

Some universities worldwide have maintained their ranks over decades, for example, Harvard, Oxford, Cambridge, and Stanford. In contrast, Tribhuvan University is ranked at 1501+ in the globally recognized Times Higher Education survey. The ranking is determined by several indicators, such as teaching quality, research environment, research output, industry connections, and international outlook. TU’s score for the research environment is only 8.0, compared to 100.0 and 99.9 for Oxford and Harvard, respectively. The research environment includes the volume of research produced by the university, which is negligibly low in the case of TU. 

Regarding research quality, the citation impact, research adequacy, and influence are significantly lacking, all of which depend substantially on research volume. The humongous student population at Tribhuvan University often raises questions among global education leaders about whether Nepal’s education system is overly inclusive or whether it reflects a tactical economic mindset to generate broader outcomes. On a more critical note, this large number of students creates an impression of administrative inefficiencies, low selectivity, and compromised quality. 

The university's student-to-staff ratio stands at 31.9.This ratio is a critical indicator of the teaching environment and the level of personalised attention students receive. A higher ratio signifies fewer faculty members to cater to students, less individualised mentorship, increased faculty workload, and challenges in classroom management. In comparison, Harvard or Oxford typically maintain low ratios (~10.0), fostering closer interactions between faculty and students.

The burning question remains: Can Tribhuvan University focus on research excellence, teaching quality, and student outcomes to produce competent graduates capable of competing in the global academic arena? The answer is a resounding yes. As of now, a handful of TU graduates are already excelling on the global podium and representing Nepal in top institutions worldwide. However, it is essential to understand the immense effort required for these graduates to transition from a developing country like Nepal to such prestigious universities. The journey demands exceptional GPAs, a strong portfolio of research papers, and high test scores to validate their eligibility.

It is a silver lining that TU still holds a considerable rank compared to other universities abroad that Nepali students often choose for higher studies. Optimistically, TU has the potential to achieve a higher rank by improving its research capabilities. An analogy can be drawn with a vehicle gaining slow momentum; Tribhuvan University is expected to represent Nepal’s academic journey, with its progress relying on its “four tiers” – its research centres. These include the Centre for Nepal and Asian Studies (CNAS), the Centre for Economic Development and Administration (CEDA), the Research Centre for Applied Science and Technology (RECAST), and the Research Centre for Educational Innovation and Development (CERID). These hubs of innovation, collaboration, and knowledge generation are instrumental for progress if utilised effectively.

As far as international exposure is concerned, TU should focus on introducing student exchange programmes. Such programmes provide foreign students with cultural exposure, a deeper understanding of global issues, expanded networks, professional development opportunities, and travel experiences. These collaborations would also help Nepali students acquire valuable skills. Furthermore, the university could introduce executive or professional education programmes focusing on trending domains such as data analytics, project management, artificial intelligence, leadership in crises, strategic management, 21st-century skills, and climate change.

Pedagogy

To enhance pedagogy, TU could adopt strategies such as hiring renowned faculty, even for short-term teaching engagements, organising international workshops, conferences, and seminars. Also, hosting global panel discussions on prevalent issues would be instrumental. In terms of assessment, leveraging ICT tools can ensure smoother operations and the timely graduation of students. Moreover, effective branding is essential to position TU as an institution with a historical legacy of producing renowned personalities in Nepal. Highlighting its achievements will enhance its credibility and trustworthiness on a global scale.

Preserving Nepal’s oldest university is important not only for maintaining its age-old success but also for proclaiming its excellence to the world. Through strategic reforms, Tribhuvan University can transform itself into a beacon of higher education and innovation, paving the way for Nepal’s academic future. Tribhuvan University has the potential to achieve higher ranks with strategic focus and consistent efforts. Nonetheless, it’s crucial to remain realistic about the challenges, such as improving research output, faculty resources, and student engagement. By embracing gradual, impactful reforms and maximizing its strengths, TU can stand at a prestigious position on the global academic stage. 

(The author is a certified alumnus from Harvard Kennedy School Executive Education)