The National Law University (NLU) experiment started in 1987 with an aim to add new vigour to legal education, which in 70s and 80s seemed to have resigned itself to institutional mediocrity. Except for few institutions in presidency towns, the legal education was in a downward spiral. The stage was set for something new and Prof. Menon (though some say he was inspired by Prof. Bakshi) decided to experiment with the novel idea of a 5 year law education right after secondary school. This model was completely different from the then contemporary legal education models followed in the common law countries. In US students could enter law school only after completion of an undergraduate degree, while in UK students could enter legal studies directly after school and the period of study was 3 years followed by a one or two year period of 'apprenticeship' to apply for Bar (through BPTC formerly known as BVC and pupilage) or law firms (via LPC).
The 5 year integrated law school model strived hard on its own for a number of years before the stakeholders deemed it to be successful but once this verdict was reached there was no holding back. First off the blocks were NALSAR, NLIU and NUJS. After that the flood gates were open. Within a decade the number of NLUs jumped from one to fifteen.
If we look at the comparative growth of other institutions of national importance like IITs or IIMs, we find that these institutions had a long gestation period with slow growth before they moved into the expansion phase. However for law schools the growth has been exponential (as borne out by the graph above).
Many reasons can be attributed to this explosive growth of National Law Universities across India, one of the main cause is the little or no initial investment to be made by the state yet the enviable tag of a state with National Law University. Most of the new NLUs run from make shift buildings which have little or no infrastructure to run a corporation schools much less a NLU. Secondly all the NLUs are based on self financed model, which secures a steady flow of capital in form of fees, thus all it needs from state is a legislative Act and voila there is a new National Law University. If one looks at the newest law schools like NUSRL and NLS&JAA they hardly have any of their own infrastructures. The trend seems to have reached such alarming proportion that new law schools start off without faculty yet invite applications from students for admission. CLAT though path breaking in reducing cost and anxiety among law school aspirants, unwittingly end up providing students for these new institutions. If these institutions fail in long term then it would do immense harm to the law school brand and reputation. Thus it is in the interest of the collective NLU brand that older more established NLUs provide active mentorship to the fledgling institutions. It would also be opportune at this moment to look at the recruitment statistics of NLUs. Arguably AMSS, AZB, Khaitan & Co., Luthra & Luthra and Trilegal are the biggest five domestic recruiters. If we look at the collective recruitment pattern in 2011 of these Big Five we would find that they tend to favour old NLUs over the rest of the law schools.
The recruitment graph shows a classic case of inverse triangle, where few law schools have disproportionately large share of the top end of the job market. If we believe that private sector is the best judge of quality then the trend is extremely worrisome as it tends to point out that there are serious faultlines somewhere in the system and a diminishing brand value of NLUs outside the few top institutions. The situation is quite similar for the new IITs where the graduating batches are offered a 'pittance' compared to 'more established' IITs. Though recruitment stats alone should not constitute the measuring rod for quality of any institution or its students, however it seems that the time has come to reinvent the NLU brand. The only way forward for NLUs to revive itself is to have strong inter NLU exchanges of both faculty as well as students, strong and active mentor groups for new NLUs and an unambiguous moratorium on opening of new NLUs unless there is an existing infrastructure in terms of library, academic buildings and faculty. To end on a happy note NLUD seems to be have discovered the proper path on how best to open a new NLU - with a world class infrastructure, a 'charismatic' VC and an able faculty.
Many reasons can be attributed to this explosive growth of National Law Universities across India, one of the main cause is the little or no initial investment to be made by the state yet the enviable tag of a state with National Law University. Most of the new NLUs run from make shift buildings which have little or no infrastructure to run a corporation schools much less a NLU. Secondly all the NLUs are based on self financed model, which secures a steady flow of capital in form of fees, thus all it needs from state is a legislative Act and voila there is a new National Law University. If one looks at the newest law schools like NUSRL and NLS&JAA they hardly have any of their own infrastructures. The trend seems to have reached such alarming proportion that new law schools start off without faculty yet invite applications from students for admission. CLAT though path breaking in reducing cost and anxiety among law school aspirants, unwittingly end up providing students for these new institutions. If these institutions fail in long term then it would do immense harm to the law school brand and reputation. Thus it is in the interest of the collective NLU brand that older more established NLUs provide active mentorship to the fledgling institutions. It would also be opportune at this moment to look at the recruitment statistics of NLUs. Arguably AMSS, AZB, Khaitan & Co., Luthra & Luthra and Trilegal are the biggest five domestic recruiters. If we look at the collective recruitment pattern in 2011 of these Big Five we would find that they tend to favour old NLUs over the rest of the law schools.
The recruitment graph shows a classic case of inverse triangle, where few law schools have disproportionately large share of the top end of the job market. If we believe that private sector is the best judge of quality then the trend is extremely worrisome as it tends to point out that there are serious faultlines somewhere in the system and a diminishing brand value of NLUs outside the few top institutions. The situation is quite similar for the new IITs where the graduating batches are offered a 'pittance' compared to 'more established' IITs. Though recruitment stats alone should not constitute the measuring rod for quality of any institution or its students, however it seems that the time has come to reinvent the NLU brand. The only way forward for NLUs to revive itself is to have strong inter NLU exchanges of both faculty as well as students, strong and active mentor groups for new NLUs and an unambiguous moratorium on opening of new NLUs unless there is an existing infrastructure in terms of library, academic buildings and faculty. To end on a happy note NLUD seems to be have discovered the proper path on how best to open a new NLU - with a world class infrastructure, a 'charismatic' VC and an able faculty.
