‘We are building DU’s future on democratic and research-driven foundations’

Dhaka University is committed to fostering political activities within a legal framework, with specific guidelines in its ordinance recognising politics as an integral part of democratic practice, according to Vice-Chancellor Dr Niaz Ahmed Khan. 

He also outlined both short-term initiatives and his long-term vision for the institution.

Tell us the story of your appointment as the vice-chancellor of Dhaka University. Did you ever imagine such a great responsibility would devolve on you?

To tell the truth, I am a person outside of politics. I do not claim that a huge number of people know me either. I have professionally worked with many different organisations. In that respect, some people in professional circles know me. The students, placing their trust in me, recommended me, and then the process of vetting and selection took place. Based on that, the matter proceeded in the way it usually happens officially.

I have worked in some large institutions before as well. I was the country director of IUCN, and I worked at UNDP for a considerable amount of time. Besides that, I have worked at various levels in institutions like ADB, BIGD, Palli Karma-Sahayak Foundation and National Defence College, among others. I was pro-vice chancellor at IUB, and towards the end of my tenure, I served as acting VC. I was also a senior Commonwealth Fellow and South Asian Fellow at Oxford University. Therefore, I have experience in both the practical and academic worlds.

Allah has always given me the opportunity to do meaningful work. Since I am a person outside of politics, I have always followed the principle of quietly working in Bangladesh. However, there is no rule that everyone has to know me. But because I teach students with sincerity and hold genuine affection for them, they like me. In that respect, they might have thought I could be recommended for this responsibility in such a special situation.

Within the government as well, I have worked and taught at various levels of the civil service for a long time, so some people there also know me. So, all in all, I received this responsibility. I am grateful to everyone for their trust and love. That said, this responsibility is not a big surprise for me. In Bangladesh's political reality, this responsibility is not supposed to fall on people like us. However, we must broadly accept that none of those who have become VCs lack competence. They were not evaluated in a specific environment. Now they have been evaluated in a changed environment. I will try my best for as long as I am here. I have no regrets.

You took responsibility about four and a half months ago in a special situation when all academic and administrative work was suspended. Have circumstances become normal? What is your long-term vision?

Our first challenge was to restart academic activities and bring the halls to a reasonably functional state. At the time, we did not have the luxury of focusing on a long-term vision.

Instead, we mainly worked on a contingency basis, striving to make the country's premier educational institution operational amidst large-scale instability and uncertainty. By working tirelessly day and night during the first month, and with considerable cooperation from stakeholders, we managed to address this challenge.

We visited hall after hall, engaging in discussions and consultations with students, teachers and, to a limited extent, parents. We maintained communication with the government, observed our laws and regulations as much as possible, and tried to understand the intense trauma that students and teachers had endured. Based on this understanding, we took specific steps to resolve these conflicts.

As a result, we were able to resume educational activities within about a month. For the first time in many years, the residential halls also became operational through hall administration. With the help of stakeholders and, by the grace of Allah, we overcame the initial major challenge.

Now, our challenge is to maintain and further consolidate this progress. I will not claim that complete stability has been achieved yet. It is as though a derailed train is now back on track. The goal is to gradually strengthen this foundation and increase its momentum.

On a personal level, since I have no personal agenda, I am ready to leave with a smile at any time. Whenever I feel I have reasonably completed my mission and no longer have the opportunity to make a significant contribution, I will step aside. 

I have no interest in pursuing long-term contributions. I consider this responsibility a trust bestowed by Allah, and I wish to honour the individuals and institutions who have placed their faith in me. 

What special initiatives have you taken for the students in this short time?

After starting academic work, we paid some attention to infrastructural facilities. We have tried to fulfil some parts of the students' long-standing demands even within many limitations. First, we have launched a circular bus. Three buses now operate. Within the university, on the circular route, they go from one end to the other every 15–20 minutes. 

These are completely free, which was a matter of great interest to the students. We have arranged shuttle services inside the campus for distant offices like the Institute of Education and Research.

We have started renovation work on a limited scale in the halls where the situation was precarious. We have systematically carried out cleaning activities and environmental conservation activities such as tree planting, not indulging in fireworks and not burning waste. 

After that, we have taken initiatives to address the housing crisis, especially for girls. The number of our female students is about 51%–53%, which is good news for the country and the university. Yet housing is an accumulated problem. There is a housing crisis for both boys and girls, and it is more intense for girls.

In this situation, we have launched a special project by negotiating with the government at various levels and securing its cooperation. It has already crossed various stages, and funds have been allocated and are awaiting Ecnec approval. With Chinese cooperation, we are trying to build another special hall, "China Maitri Hall." To solve the immediate problems of the girls, we have arranged about 500 bunk beds, which has never happened in the university in the past. This will provide some urgent relief to the girls as an emergency temporary measure.  

Another initiative, which never happened before, will be announced soon. The first-year students are in a very vulnerable stage, as they do not have proper housing arrangements. For them, we are arranging some housing through a special arrangement until the new hall is built. We are trying to provide a small stipend, even temporarily, to alleviate their housing crisis to some extent. Additionally, safe drinking water is being arranged. Along with some voluntary organisations, including BRAC, we have launched activities such as cleaning the halls.

Research in higher education institutions has always been neglected. What initiatives are being taken to encourage the research sector?

We are trying to give importance to research as part of our overall medium-term priorities. Since we are now in a reasonably stable situation, we are making some progress. For example, we are trying to identify good researchers and give them recognition at the university level.

For research publications, when renowned publishers accept papers for their journals, there is often a significant cost for printing. We are now trying to bear some of that cost, despite our serious budget deficit.

You may have noticed that we still have a long way to go in rankings. However, some progress is being made. In the QS rankings, we have advanced by about 27 steps. Sustainability is a special part of the QS rankings, in which we have never participated before. This time, for the first time, we have prepared for and participated. We have also formed a committee to address these matters.

Our big challenge now is the need for infrastructural development to support research. Increasing facilities and resources is very difficult to achieve overnight. 

We lack the funds needed for research infrastructure, but we are trying very hard. The University Grants Commission is cooperating with us, and if some special funds can be created, that will be a significant step forward.

Differences are being seen among the student organisations regarding the Dhaka University Central Students' Union (Ducsu) election. The Chhatra Dal does not want the election very soon, whereas other groups, including the Anti-Discrimination Student Movement, want the Ducsu election without much delay. What is your position on this matter?

Organising the Ducsu election at this moment is another challenge for us. We want to give utmost importance to the opportunity for students to express their opinions, upholding the spirit of the mass uprising. 

There are specific steps involved, such as creating a suitable environment and discussing with all parties to create a participatory and festive atmosphere. We are trying to form a committee with colleagues who understand this process well. There are additional specific steps mentioned in our ordinance, such as appointing a commissioner and attempting to reach a consensus through discussions with everyone.

Currently, two committees are working on this matter. One committee has been tasked with addressing the opinions of various stakeholders regarding the Ducsu election. While we may not be able to carry out all the reforms, those that remain incomplete will be left for future leadership.  

A debate is going on about whether student politics should remain or not. In that context, what steps are you taking?

We have another committee, which you are already aware of, working to advise us on political matters. This committee has been formed with some very learned individuals, such as Professor Tahmida and Professor Abul Kashem Fazlul Huq. They will determine the course and nature of student politics.  

We have provisions for political activities within the legal framework. Some specific guidelines are outlined in our ordinance itself, which considers politics as a part of democratic practice. Our main challenge has been to prevent the reintroduction of a repressive system in the halls through external intervention from the national level—a significant fear for the students.  

This committee will recommend the kind of politics that should be pursued so that we do not return to those old, terrible times. Once the discussion process is complete, we aim to conclude this process as soon as possible.  

What new steps has your administration taken to increase the university's international communication?

It is one of our primary goals. We regularly communicate with institutions within the country and with various organisations internationally. Every day, I dedicate some time to it. 

We are working to establish visiting professorships and faculty exchange programmes with major universities. While we had many MOUs before, many were ineffective or dormant. We are actively working to revive these agreements. Unfortunately, due to the current special situation, I spend much of my time addressing urgent contingencies—what one might call firefighting. This leaves less time than I would like for academic work.  

Nonetheless, I am determined to keep trying.

There has been a demand for administrative reforms for many years to bring dynamism to the university's work and to eliminate the arbitrary behaviour of the vice-chancellor. How will your administration handle these issues?

It is not necessary for me to do all the work myself. To address this, I have introduced some administrative reforms. In the context of decentralisation and participatory decision-making, I do not make major decisions alone. Instead, I involve the pro-vice chancellor, treasurer, registrar and proctor.  

We have established an official committee called the Senior Management Team (SMT), which has been approved by the syndicate. This team helps reduce any perception of arbitrary decision-making by the vice-chancellor and fosters a participatory and decentralised environment.  

We are also forming search committees for appointing directors in research centres. These committees propose three candidates to the vice-chancellor, who then selects one. Previously, this power was exercised solely by the vice-chancellor without discussion. 

There was a time when there were many renowned intellectuals and academics at Dhaka University. How will the university revive itself in terms of academic excellence?

It will take time. However, we still have highly qualified individuals who, in most cases, remain unnoticed or keep a low profile. If we can bring these talented individuals to the forefront and actively involve them, the university will progress significantly.  

Teacher recruitment at the university has often been marred by corruption and irregularities. How will you ensure transparency in teacher recruitment while maintaining global standards?

We aim to form a committee to address this issue. There isn't a single global standard or regional standard to follow; the key is to ensure transparency and merit-based recruitment.  

To achieve this, we are looking at good practices from other universities, both nationally and internationally. However, we must consider our socio-political context and realities. We cannot simply transplant an international method into Bangladesh without adaptation.  

By striking this balance and observing good practices, we aim to create a robust method that ensures transparency and evaluates merit. I am particularly interested in the approach we have applied experimentally through the search committee. If we can extend this to the recruitment of lecturers and assistant professors, it could yield positive results.  

Until reforms are fully implemented, I will focus on minimising the misuse of existing laws. Additionally, we are exploring the issue of appointing teaching assistants as part of our broader efforts.  

Tell us something about your family background.

My father, the late Dr Shafiq Ahmed Khan, served in the Senior Forest Service during the Pakistan period and later became a senior officer in the BCS Forest Cadre. For a long time, he also worked as a consultant for the United Nations. My grandfather, the late Kabir Uddin Ahmed Khan, was a deputy collector in the Assam Bengal Civil Service. My great-grandfather, Khan Bahadur Nasir Uddin Khan, also served in the British Civil Service.  

My home is in Chunti village, Lohagara upazila, in Chattogram. I come from a family of four brothers and one sister. My brothers are employed in various international organisations.