Dhaka University (DU) has Unveiled a comprehensive financial proposal amounting to Tk 1,035 crore 45 lakh for the fiscal year 2025–26. Disclosed at a press briefing on Tuesday, the plan sheds light on the institution’s persistent financial demands as well as the constraints it experiences in terms of fiscal autonomy and resource allocation.
Out of the total proposed expenditure, Tk 883 crore 4 lakh is expected to be granted by the University Grants Commission (UGC)—which remains the university’s principal funding entity. Additionally, DU anticipates earning approximately Tk 90 crore through its internal revenue streams, including tuition, service charges, and other self-generated sources. Nevertheless, the university will face a shortfall of Tk 62 crore 41 lakh, pointing to the ongoing struggle in aligning income with expenditures.
The breakdown of the budget was delivered by Professor Dr. M. Jahangir Alam Chowdhury, the university’s Treasurer. He outlined several dimensions of the financial strategy and stressed that DU operates under significant limitations when shaping its budget. He indicated that most spending categories, especially those linked to academic and operational functions, are pre-determined by the UGC, leaving the university with minimal flexibility to reallocate resources based on internal needs.
The proposed budget had received preliminary clearance during a syndicate session held on June 16—a key governing council responsible for institutional policy and decision-making. Notably, this year saw a deviation from tradition, as the senate meeting, which typically gives final approval to the budget, was not convened—marking an unusual procedural departure.
A closer look at fund distribution reveals that Tk 293 crore 50 lakh (28.34%) has been designated for employee salaries, forming the largest single expense category. Meanwhile, Tk 285 crore 98 lakh (27.62%) is set aside for procurement of goods and operational services. Tk 215 crore 91 lakh 43 thousand (20.84%) has been earmarked for employee benefits and allowances, while Tk 139 crore 86 lakh 50 thousand (13.41%) has been allocated for retirement pensions, highlighting the substantial financial burden associated with staff welfare.
When it comes to research investment, progress has been minimal. In the departing fiscal year (2024–25), the university allotted Tk 20 crore 7 lakh for research. For 2025–26, this figure has seen only a slight boost to Tk 21 crore 57 lakh, representing just 2.8% of the total budget. Professor Chowdhury pointed out that although university officials recognize the critical role of research, they are largely constrained by rigid UGC-imposed financial structures. He added that the matter was previously discussed with the university’s chief adviser, who suggested submitting a formal proposal to request enhanced research funding.
This modest adjustment in research allocation has drawn criticism from the academic community, particularly given DU’s aspirations to enhance its research profile and improve its global standing. Despite these financial constraints, the university aims to optimize its available resources while persistently pushing for greater discretion in its budgeting process.
Ultimately, the newly declared financial plan illustrates not only Dhaka University’s key administrative and academic priorities but also reflects the larger systemic issues confronting public universities across Bangladesh.
