Executive Summary
Gorkhapatra Corporation is a historic public communications institution operating under the full ownership of the Government of Nepal. First published as a weekly newspaper on 24 Baisakh 1958 BS, Gorkhapatra is established as the oldest institution in the history of Nepali journalism. It is not merely a newspaper but also an archive of Nepali journalism and history. The Corporation publishes news, information, public-interest content and multilingual material through Gorkhapatra Daily, The Rising Nepal, Madhupark, Yuwamanch, Muna and online platforms. In addition, Gorkhapatra Online and The Rising Nepal Daily Online have been leading digital journalism in Nepal. Gorkhapatra Daily began publishing its multilingual page, Naya Nepal, on 1 Asoj 2064 BS. These publications have enriched Gorkhapatra linguistically.
The Corporation’s historic legacy, experienced workforce, nationwide news network and multilingual publications are important institutional assets. To respond to the changing communications environment, the expansion of digital media, a competitive market and rising expectations of public communications institutions, improvements are needed in its administrative, financial, editorial, technical and commercial systems. An initial review of departmental details and records has identified key challenges, including audits, recovery of old outstanding debts, settlement of irregularities, budget implementation, subscriber and distribution records, workforce management, timely procurement of printing materials, integrated practices for news gathering, transmission and editing, integration of digital systems, and the safety of physical infrastructure.
After assuming office as General Manager on 22 Asar 2083 BS, detailed information, data and reports were requested from the relevant departments and sections to assess the Corporation’s administrative, financial, inventory, human-resource, editorial and information-technology situation objectively, with the aim of improving institutional performance, good governance, transparency, accountability and effectiveness. Based on the reports received, available records and information, and an initial review, this document ‘Current Status Paper on the Institutional Situation, Challenges and Reform Initiatives of Gorkhapatra Corporation, 2083 BS’ has been prepared to present the Corporation’s current situation, major challenges, need for reform, initiatives taken so far, and future direction and priorities in an integrated manner. Immediately after taking up the post, initiatives were launched possibly for the first time in Gorkhapatra’s history to introduce competitive selection for contract staff, form a task force to clear outstanding audit matters, establish a special mechanism to recover old debts, review staff service regulations, draft an editorial policy, introduce an error log and correction register, expand multilingual publications, and organise subscriber and distribution records. Priority has also been given to economy in spending, controlling duplicate expenditure and making effective use of available resources.
This white paper is a foundational document setting out the Corporation’s initial institutional position, reform initiatives to date, key challenges and future direction. It is expected to serve as a guideline to make the institution modern, capable, accountable and sustainable through effective reform and digital transformation.
Objectives of the White Paper
Make the Corporation’s actual situation public and place it on record.
Strengthen institutional good governance, transparency and accountability.
Present an initial picture of the institution based on available records and departmental information.
Identify areas requiring stronger governance, transparency, accountability and financial discipline.
Set priorities for reform in auditing, debt recovery, budgeting, staffing, distribution, editorial operations and digital systems.
Document reform initiatives undertaken so far and forthcoming work plans.
Identify priority areas for reform.
Establish a basis for future plans and reform programmes.
Policy and Legal Framework
According to the information available, the principal legal and policy documents relating to the Corporation are:
Gorkhapatra Corporation Act, 2019 BS
Gorkhapatra Corporation Regulations,
2021 BS
Gorkhapatra Corporation Employee Service Conditions Regulations, 2082 BS
Gorkhapatra Corporation Financial Regulations, 2065 BS
Guidelines on Advertising Collection, Publication and Advertising Agencies, 2053 BS (as amended)
Publication Sales and Distribution Guidelines, 2059 BS (as amended)
Policy and Legal Challenges
Review of the Act and regulations: The Gorkhapatra Corporation Act, 2019 BS and the Gorkhapatra Corporation Regulations, 2021 BS need to be replaced with new legislation and regulations suited to current circumstances.
Improvement of employee regulations: Several ambiguities have been identified in the Gorkhapatra Corporation Employee Service Conditions Regulations, 2082 BS. There appears to be no legal alignment between the regulations and the organisational and management (O&M) survey. Amendment of the regulations is therefore essential.
Consistency in financial rules: The provisions of the Corporation’s Financial Regulations, 2065 BS do not appear to align with the Public Procurement Act, 2063 BS and Regulations, 2064 BS, or the Financial Procedures and Fiscal Responsibility Act, 2076 BS and Regulations, 2077 BS.
Emphasis on implementation: Effective implementation is necessary, while ensuring legal consistency among acts, rules, regulations and guidelines.
Institutional Structure, Publications and Service Areas
The Corporation’s head office is located at Dharmapath in Kathmandu. It has regional offices/publication facilities in Biratnagar and Kohalpur. According to available information, the national edition, Biratnagar edition and Kohalpur edition are published from Kathmandu, Biratnagar and Kohalpur, respectively. Information also indicates that provincial offices operate in all seven provinces; the administrative department must confirm the office structure and total number of offices.
Main Publications and Digital Services
Gorkhapatra Daily – a daily newspaper in Nepali.
The Rising Nepal – a daily newspaper in English.
Madhupark – a monthly literary magazine.
Yuwamanch – a monthly magazine aimed at young people.
Muna – a monthly magazine for children.
gorkhapatraonline.com
risingnepaldaily.com
Capital Structure and Financial Position
The figures presented are based on preliminary information available. They should be published as final figures only after the Finance Department has verified their nature, financial year, accounting heading and positive or negative indicators.
Detail Available Initial Detail Certification
Authorised capital Rs. 30 million Finance Department
Issued capital Rs. 25 million "
Paid-up capital Rs. 11.5 million "
Net assets Rs. 802.5 million "
Net profit/loss of FY 2081/82 Rs. 186.6 million "
Accumulated profit/loss Rs. 1232.2 million "
Amount to be paid to the govt (Principal/Interest) Rs. 15 million "
Amount kept in the fund Rs. Rs. 759.3 million "
Amount out of the fund Rs. 469.2 million "
Old Outstanding Debts and Recovery
Available information gives the amount of old outstanding debts as ranging from approximately Rs. 410 million to Rs. 500 million. A single verified figure must therefore be established by checking party-wise ledgers, accounting records, confirmation letters and recovery status. A mechanism is being developed to prioritise debt recovery, including a recovery action plan, responsibilities for each party, deadlines, the status of legal proceedings and monthly progress reviews.
Audit and Irregularities
Information received indicates that audits for some financial years were not completed on time. When the General Manager assumed office, the final audit for FY 2079/80 had not been completed. Following follow-up with the Office of the Auditor General, the final audit for that financial year has now been completed. The financial statements for FY 2080/81 have been prepared, and the audit for FY 2081/82 is under way. Work has also been initiated in view of the fact that the Corporation did not have an internal audit structure.
A task force has been formed to clear the audit backlog, and the collection of relevant documents and preparation of a timetable are under way. The stated target is to complete the audits for FY 2080/81, 2081/82 and 2082/83 by the end of Poush 2083 BS. Irregularities should be categorised according to their nature—requiring evidence collection, regularisation, recovery, settlement of advances or policy decisions—and responsibilities should be assigned.
Available information indicates that recruitment to 91 permanent posts is being processed through the Public Service Commission.
Physical Infrastructure and Security
The head office at Dharmapath, Kathmandu, and the offices/buildings in Biratnagar and Kohalpur are the Corporation’s principal physical infrastructure. The head-office building was affected by the 2015 earthquake and, according to the available information, remains in use despite the risks. Structural assessment, risk reduction, and decisions on reconstruction or relocation should be prioritised to protect staff, service users, records, equipment and continuity of publication.
Organisation and Human Resource Management
Organisational coverage: The national edition is published from Kathmandu, the Kohalpur edition from Kohalpur and the Biratnagar edition from Biratnagar. Provincial offices have been established in all seven provinces. Available information lists 442 approved posts. At the end of FY 2082/83, 212 permanent employees and 154 contract employees were reported. More recent management information lists 210 permanent employees and 142 contract employees.
Permanent workforce: 212 employees at the end of FY 2082/83.
Permanent recruitment: Recruitment to 91 permanent posts is being processed through the Public Service Commission. The remaining vacant posts are to be filled in FY 2083/84.
Future Liabilities and Challenges
If the provision in Section 57 of the Federal Civil Service Bill requiring compulsory retirement at the age of 55 or after 30 years of service is applied to the Corporation, finding the resources to pay gratuities and other financial benefits will be a major challenge, as the Corporation does not have sufficient funds.
Printing Infrastructure and Machine Capacity
According to the available information, the Corporation’s main printing machines and their capacities are as follows:
Web-offset printing press in Kathmandu (automatic): eight pages in black and white and 12 pages in colour, making a total of 20 pages.
Web-offset printing press in Kohalpur (manual): eight pages in black and white and four pages in colour, making a total of 12 pages.
Web-offset printing press in Biratnagar: eight pages in black and white and eight pages in colour, making a total of 16 pages.
Sakurai sheet-fed printing machine: manufactured in Japan; printing size 20 × 22 inches.
The Production Department should verify and update, as necessary, the operational status, actual production capacity, maintenance condition and commercial-use potential of the machines.
Analysis of the Corporation’s Current Financial Position, Income and Expenditure
Preliminary financial information is available on the Corporation’s bank balances and amounts held with the Citizen Investment Trust as at 22 and 30 Asar 2083 BS. Income and expenditure details from the Kathmandu, Biratnagar and Kohalpur offices are also available. These details provide a basis for identifying the Corporation’s financial position, sources of income, expenditure structure and areas requiring improvement in financial management.
Clarification on the Sources and Verification of Financial Information
The information on the Corporation’s income, expenditure, capital structure, financial liabilities and other financial indicators presented in this section has been included on the basis of reports received from the relevant departments and available records after the General Manager assumed office. The relevant departments are responsible for verifying the authenticity and calculations of the information and its accuracy against the accounting records. Before the financial information in this white paper is finalised, it must be checked, reconciled and verified by the relevant departments. Any discrepancies or amendments will be addressed using verified records.
Outstanding Debts Yet to Be Recovered
According to preliminary information, the Corporation has approximately Rs. 410 million in outstanding debts yet to be recovered. As these debts are directly related to the Corporation’s financial management, updated records should be prepared showing each debtor or related party, the source of the debt, financial year, recovery status and age of the debt, and recovery should be pursued as a priority.
Priorities for Improving Financial Management
To establish an accurate picture of the Corporation’s financial position, priorities should include reconciling income and expenditure by office and accounting heading; verifying bank balances and funds; calculating publication costs; improving records of advertising and subscription income; identifying unpaid bills and liabilities; and recovering old debts.
In addition, measures should be taken to strengthen financial discipline, transparency and effective use of resources by maintaining regular internal controls, updating accounting records, reviewing the justification for expenditure and organising the financial reporting system.
Reform Initiatives Undertaken to Date (Since 22 Asar 2083 BS)
Transparent recruitment: For the first time in the Corporation’s history, 23 contract positions were filled through open competition.
Reducing the financial burden: Contract staff considered unnecessary were released, reducing expenditure.
Preparation of procedures: Procedures for contract recruitment and for stringers were approved by the Board of Directors and submitted to the Ministry of Information and Communication for approval.
Editorial policy: A subcommittee was formed to draft an editorial policy, with the aim of issuing it by the end of Kartik.
Amendment of regulations: A five-member drafting subcommittee has begun work on amending the Gorkhapatra Corporation Employee Service Conditions Regulations, 2083 BS.
Financial governance and debt recovery: A ‘special recovery mechanism’ has been established to pursue approximately Rs. 500 million in outstanding debts.
Audit task force: A task force is working intensively to complete the final audits for the previous three financial years by the end of Poush 2083 BS.
Accountability and technology: An error-recording system has been introduced, decisions are being made on the basis of data, and strict instructions have been issued to settle advances to help clear audit irregularities.
Unnecessary administrative expenditure has been eliminated or reduced, with a target of cutting it by at least 25 per cent in the current financial year.
GPS devices have been installed in the Corporation’s vehicles to make their use more organised, transparent and economical.
Daily departmental meetings have been introduced to improve coordination, regular performance reviews, identification and resolution of problems, and implementation of decisions.
Daily discussions have begun with the editors-in-chief, editors and news desks to improve the quality, relevance and effectiveness of content in Gorkhapatra Daily and The Rising Nepal.
Legal proceedings have been advanced and several pending cases involving the Corporation have been resolved, including cases that had been pending before various bodies before the General Manager took office.
After identifying that subscriber numbers, subscription details and payment records were not properly organised or updated, the relevant department was instructed to verify subscriber details, reconcile subscriptions and payments, establish the actual number of subscribers and maintain systematic records. Work is under way to update the records by the end of Kartik 2083 BS.
Major Challenges
Reconstructing the head-office building damaged in the 2015 earthquake.
Increasing income by expanding advertising from government and private-sector sources.
Recovering in full the approximately Rs. 500 million in outstanding debts reported by the relevant departments.
Improving progress in settling audit irregularities and increasing capital expenditure.
Increasing digital subscriptions.
Improving the management of publication houses and provincial offices.
Avoiding shortages of printing materials (paper, ink, chemicals and plates) caused by delays in initiating procurement.
Addressing financial-governance problems caused by the absence of internal and final audits for the past three financial years.
Reducing delays in performance caused by the lack of integration among software systems.
Organising and updating administrative, financial and inventory records.
Opportunities for Transformation
Integrated newsroom: Operate a digital newsroom by integrating print and online operations.
Professionalism and quality: Issue an editorial policy to strengthen the credibility of content.
Financial transparency: Introduce a real-time billing system.
Structural reform: Conduct a new O&M survey and modernise the legal and organisational structure.
Research and development: Launch the Gorkhapatra Fellowship programme in collaboration with Tribhuvan University.
Publish and broadcast content based on good practices in provincial and local governments.
Capacity development and training: Develop the Gorkhapatra Academy into a national centre for journalism training.
Diversification of income: Make full use of commercial printing presses and monetise the official Facebook page.
Historical preservation: Collect old equipment and establish a Gorkhapatra Museum (Printing Museum).
Technology and the diaspora: Make extensive use of AI, strengthen the mobile app and e-paper, and develop strategic partnerships with the Nepali diaspora.
Future Work Plan
Short-term Work Plan
Fully implement the Management Information System (MIS) and Personnel Information System (PIS).
Issue the editorial policy and internal control system by the end of Kartik.
Complete the final audits for FY 2080/81, 2081/82 and 2082/83 by the end of Poush.
Recover Rs. 500 million in outstanding debts and settle audit irregularities.
Raise capital expenditure to at least 10 per cent.
Bring the real-time billing system, integrated digital newsroom and integrated website into operation.
Publish special editions of Gorkhapatra Daily on good governance, prosperity and issues of national importance.
Begin Mobile Journalism and AI Newsroom training for employees and launch the Gorkhapatra Fellowship in collaboration with television organisations.
Expand digital reach.
Strengthen the Gorkhapatra Academy, organise policy dialogues and advance plans to establish a museum.
Conduct a new O&M survey and amend the regulations.
Improve the effectiveness of digital publication and broadcasting: Accelerate the Corporation’s digital transformation and begin the process of establishing and operating the studio facilities needed to make online publication and broadcasting more effective, organised and technology-friendly.
To address the lack of a clear, updated list of subscribers and members, work has begun with the Distribution Department to collect and reconcile information. The final list should include each subscriber’s name, address, contact details, publication type, subscription period, billing and payment status. The Publication Sales and Distribution Guidelines should be revised to reflect current needs, with clear provisions for digital subscriptions, institutional customers, distribution partners, returns, discounts and recovery of outstanding payments.
Long-term Work Plan
Establish Gorkhapatra Corporation as a technology-friendly, financially capable and modern public communications institution.
Make all administrative, financial and editorial systems fully transparent and results-oriented.
Develop the Gorkhapatra Academy into the country’s leading journalism training centre.
Diversify income through press machinery and commercial production.
Build strategic partnerships with the Nepali diaspora to expand international reach.
Manage the unsafe building and ensure safe relocation: Prioritise coordination and initiatives with the Government of Nepal to conduct the necessary studies, arrange resources and provide a budget for reconstructing the Corporation’s currently used high-risk building or relocating to a safe alternative site.
Conclusion
Gorkhapatra Corporation is a national communications institution carrying Nepal’s historic legacy. In a changing technological environment and competitive market, it is essential to make the Corporation fit for the times, transparent, accountable and financially self-reliant.
This status paper provides a fact-based analysis of the Corporation’s current situation. In the past, the expected results were not achieved owing to ineffective implementation of legal provisions and a failure to adapt to changing circumstances. This paper is intended to serve as an important guideline for evidence-based policymaking, maintaining financial discipline, promoting investigative journalism and restoring the Corporation’s standing in the days ahead.
Gorkhapatra Corporation: White Paper on Institutional Status, Reform Initiatives and Future Direction, 2083 BS’, presented by Hikmat Bahadur Rawal, General Manager/Chief of Gorkhapatra Corporation.
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