Why Nepal's Best and Brightest Shun Public Office

Nepal has produced a generation of capable professionals educated at top institutions, with experience and successful track record in the private sector, academia and international development. Yet, so few of them serve in the public sphere. This phenomenon represents a key national challenge and reflects a deep disillusionment with the way our public institutions are managed and over-reach of political power.  

It is Rigged! 

Dominance of political patronage in public appointments is the most obvious deterrent. Appointments into departments within ministries, regulatory bodies or state enterprises are often driven by personal proximity to power or party loyalty. This not only marginalises those outside political networks but is also a signal that merit and professionalism come second in Nepal’s government service. 
Talented individuals who have spent years building their expertise find little appeal in entering a system where career progression depends on allegiance and conformity rather than on performance. Even when such professionals are appointed once in a while, they often serve as token experts as they are rarely given the space to function at the best of their abilities. Instead, they are usually expected to endorse decisions already made elsewhere.  

The Setting 

A seriously troubling pattern has emerged in Nepal over the past decade wherein key public appointments are increasingly influenced by private sector interests. It is widely believed that these actors engage in mutually advantageous partnerships with political leadership, enabling appointees to subsequently reciprocate their support in some shape or form. While such collusion may be difficult to prove in a court of law, it is generally perceived that the hiring processes for top positions are manipulated. Media coverage suggests that recent episodes of appointments to financial regulatory bodies are strong pointers. An informal term used for such systemic gaming is ‘setting’. The nexus remains robust in spite of the heightened media attention in recent times. 

Toxic Culture 

A demoralising aspect of Nepal’s public service is the lack of protection of integrity. Officials who do not conform usually often encounter a lack of collaboration from their team members, are re-assigned to irrelevant roles, or are subjected to politically motivated investigations. Integrity becomes a liability rather than an asset in such an environment. 
Professionals who have built careers in international institutions or the private sector clearly see the risks. Entering public office may not only endanger their careers but it can also damage their reputations and personal lives.  

The Stigma  

Transparency International Corruption Index 2024 ranks Nepal at 107 out of 180 countries, i.e., we are seen to be a very corrupt nation. Public roles are generally perceived as hotbeds of corruption and that anyone who seeks such a position is viewed as having ulterior motives. Even individuals with clean records and a strong sense of public purpose are often met with scepticism.  
This perception is not entirely unfounded. Years of politicisation, corruption and underperformance have tainted the image of public institutions.  

Risk Reward Imbalance 

Salaries for senior officials are often inadequate to sustain a middle-class lifestyle without supplementary income. Job security is tenuous, as postings can be reshuffled on a whim. And the working environment is fraught with political friction. 
Compare this with the private sector or development organisations where professionals enjoy better pay, clear mandates and greater operational freedom. The difference is not just financial but also psychological.  

Whither Bureaucratic Reform? 

Nepal’s bureaucracy is a legacy of the old regimes. It is heavily influenced by centralised control, rigid hierarchies, sycophancy and paper-based procedures. The bureaucratic apparatus has been slow to modernise despite democratic transition and adoption of federalism. The system is inefficient and appears to be designed to protect vested interests. From frequent ‘server down’ moments to the mysterious re-drafting of a public services bill passed by the parliament, we have consistently witnessed the presence of such elements. 

Few Good Men  

From time to time, we do find senior bureaucrats, men and women, who strive to deliver tangible results regardless of their political backing and in spite of the challenges. These individuals set examples of what public service can aspire to. Their efforts deserve recognition and public celebration. Unfortunately, however, we do not see enough of them to create the critical mass needed to drive systemic and positive changes. The machinery continues to be weighed down by procedures, risk aversion and other innovative obstacles.  
It is indeed difficult for isolated instances of excellence to translate into lasting institutional reform. There have been many who have tried to push for positive change but only to find themselves isolated or sidelined. It is a tragedy that the system repels those who are best positioned to improve it. 

Breaking the Chain 

Reversing this trend is difficult but not impossible. It begins with re-thinking how we treat public service and those who step into it. We need to de-politicise key appointments and create institutional safeguards for ethical conduct. Agreed that this is a tall ask given where we are at and what we have seen in the last few decades.  

One effective strategy to initiate change is to swiftly and genuinely digitalise work processes and public service delivery. This approach can significantly enhance transparency, which, in turn, can catalyse positive transformations. Digitalisation is a well-established official policy of the government. Media, civil society, donors and other stakeholders must ensure that the government’s commitment to digitalisation is serious and impactful. The objective is to establish public service as a noble calling, fostering the belief among ethical professionals that they can contribute to building a better Nepal by serving in government. In turn, we, the people, should stand behind them when they do so. 

Unless we find ways to attract and protect those with the skill, integrity and the will to lead, we will remain trapped in a system that keeps our best minds out.