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DU transport bleeds Tk 10.83M monthly, inept oversight

Published : Tuesday, 3 June, 2025 at 7:14 PM  Count : 1025
 

 


Dhaka University's (DU) transport operations are bleeding money at an alarming rate, with monthly expenditure reaching Tk 10.83 million (Tk 1 crore 8 lakh 32 thousand 171) for just 20 operational days in May 2025, raising serious questions about financial management and resource allocation at country's premier educational institution.

Transport arrangements through Bangladesh Road Transport Corporation (BRTC) contract revealed staggering inefficiency during May operations. Buses completed 2 thousand 831 trips over 20 days, averaging 142 daily round trips whilst burning through Tk 5 lakh 41 thousand 609 per day.
These figures calculate to approximately Tk 12 crore 99 lakh annually if current patterns persist, enough to purchase 26 non-air-conditioned buses or 16 air-conditioned vehicles each year.

Chief Transport Assistant Farok Hossain confirmed these concerning financial details whilst highlighting operational challenges facing university transport services.

Economic analysis suggests alternative investment strategies could yield far better returns than current outsourcing arrangements.

Economist Dr Muhammad Shahadat Hossain Siddiquee, Economics Professor at Dhaka University, delivered harsh criticism of institutional management. "Although Dhaka University is an autonomous institution, it lacks agency to enhance its financial capabilities. Public facilities are not properly utilised due to inadequate financial planning and management. Day by day, the institution is losing its vitality," he stated bluntly.

University's iconic Red Buses fleet comprises 15 named double-decker vehicles including 'Isha Kha', 'Khonika', 'Torongo', and 'Choitali', primarily imported from India under BRTC jurisdiction.

However, commercial exploitation of these student-designated vehicles after office hours undermines university reputation whilst creating opportunities for corrupt practices among drivers and associates.

Financial mismanagement extends beyond basic operations. Institute of Business Administration students receive dedicated rental bus service costing Tk 6,500 daily for merely two trips, accumulating nearly Tk 2 lakh monthly. This extravagant spending occurs whilst university-owned buses remain idle or require repairs, highlighting poor planning rather than resource scarcity.

Fuel budget allocation reveals further inconsistencies. University allocated Tk 6 crore 22 lakh for 2024-25 fuel expenses but spent only Tk 4 crore 97 lakh 60 thousand following a 20% government conservation policies, returning surplus to treasury.

However, May alone required Tk 29 lakh 30 thousand 697 for diesel and Tk 6-7 lakh for octane, creating Tk 88 lakh shortfall across three months (April, May and June) despite conservation efforts.

Diesel prices fluctuated between Tk 65-114 per litre over five years, peaking in 2022 before stabilising at Tk 102 by mid-2025. Octane followed similar patterns, ranging Tk 89-135 per litre before settling at Tk 122. Bus efficiency deteriorates from four kilometres per litre when new to three kilometres as vehicles age, whilst annual maintenance costs approximately Tk 75 thousand per vehicle.

Budget analysis reveals concerning expenditure patterns. Fatigue and Recreation Allowance jumped dramatically from Tk 8 lakh 61 thousand to Tk 28 lakh 98 thousand (240% increase) before dropping to Tk 19 lakh 78 thousand, suggesting weak planning or budget misuse. Support Staff Salary decreased from Tk 53 lakh 37 thousand to Tk 43 lakh 67 thousand whilst other components increased, raising questions about staff restructuring or data accuracy.

Dr Shahadat highlighted systematic problems with current approach. "Dhaka University lacks sustainable transportation system. Authorities have no clear vision on whether to expand or downsize it, or how to effectively utilise university resources," he explained. Government could provide two double-decker buses annually, creating 20-vehicle fleet within ten years whilst university covers only fuel costs.

Comparative analysis shows university students spend approximately Tk 200 daily on rickshaw fares within campus yet resist paying Tk 20 for bus rides on main roads. Monthly subscription model at Tk 200 could provide better value, though student expectations for free services complicate implementation.

Current budget structure focuses entirely on recurrent expenditures without capital investment for new buses, digital systems, or infrastructure upgrades. This approach starves long-term productivity whilst maintaining high administrative costs despite non-functional vehicles, creating unsustainable unit economics.

Dr Shahadat recommended comprehensive reforms including output-based budgeting, salary efficiency audits, allowance consolidation for capital investment, inflation-indexed benefits and cost-efficiency metrics like fuel consumption per kilometre. "With high fixed administrative costs, unless university expands fleet or routes, unit cost per kilometre or per student rider is likely rising, making economics unsustainable long-term," he warned.

Transportation paradox reflects broader institutional challenges where prestigious university struggles with basic operational efficiency. Shuttle bus service faces potential discontinuation due to poor passenger response whilst valuable public resources drain through questionable contracts and inflated allowances.

Reform urgency cannot be overstated as current trajectory threatens educational institution's financial sustainability whilst failing to serve student needs effectively. Immediate scrutiny and systematic overhaul appear essential to prevent further haemorrhaging of public funds through transport mismanagement.

SH


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