Academic governance: A blueprint for institutional renewal

In February 2026, Bangladesh witnessed a free and fair national election, leading to the formation of a new government under Prime Minister Tarique Rahman. The BNP-led alliance assumed office with clear commitments in its manifesto: welfare-oriented governance, decentralization, transparency, and merit-based appointments — with particular emphasis on reforming the health sector.

If these commitments are implemented in spirit and structure, they hold the potential to transform not only public administration but also key national institutions — including Bangladesh Medical University.

Reforming governance 

During the interim government period, administrative appointments met some criteria but did not consistently reflect a balanced consideration of seniority, experience, and merit. It is therefore time to review the administrative structure in line with the new government's reform commitments.

University Administrative appointments should not be influenced by excessive political proximity. Rather, they must reflect a balanced evaluation of seniority, merit, academic achievement, administrative competence, and ethical credibility.

A structured and transparent appointment process — ideally through an independent search committee — would enhance legitimacy and institutional trust. Leadership selection should be competitive, criteria-based, and publicly defensible.

Institutions endure. Individuals do not.

A vision-driven university

Bangladesh Medical University needs a clearly articulated 5-, 10-, and 20–30-year strategic master plan. Without long-term planning, reform becomes episodic rather than transformative.

To reach international standards, the university must institutionalize:

• Clinical governance systems
• Standard treatment protocols
• Infection control audits
• Patient safety monitoring
• Regular academic and research evaluation

The university must remain policy-aligned but politically neutral — aligned with national priorities while remaining insulated from partisan influence.

If merit-based governance and professional management are ensured, the institution could aspire to stand alongside leading South Asian centers such as All India Institute of Medical Sciences (AIIMS) in India or Duke-NUS Medical School in Singapore.

Human capital before infrastructure

True excellence does not begin with buildings; it begins with people.

Key priorities must include:

• A comprehensive Faculty Development Framework
• Establishment of a Department of Medical Education
• Leadership and governance training for senior academics
• A structured administrative reform roadmap
• Full digital governance and accountability systems

A university grows through trained leadership, disciplined systems, and intellectual culture — not through concrete alone.

Institutional integrity and transparency

Global credibility requires honest self-assessment. Reform must address:

• Transparent recruitment and promotion processes
• Merit-based performance evaluation
• E-procurement and third-party audits
• Clinical governance and patient rights protection
• Strong accountability mechanisms

Trust — not controversy — must define the institution.

The university hospital as a living laboratory

The university hospital should function as an Academic Clinical Laboratory — a place where service, research, and education intersect.
This includes:

• Conducting clinical trials
• Coordinating national research
• Developing epidemiological databases
• Formulating Bangladesh-specific clinical practice guidelines

Academic governance and clinical service governance should be structurally aligned but operationally distinct. Hospitals may be overseen by autonomous professional boards, allowing the university to focus on academic excellence.

The vice chancellor: vision, not files

The role of the Vice Chancellor must be strategic — not clerical.
Priorities should include:

• Policy direction and strategic planning
• International collaboration
• Academic quality assurance
• Delegation of administrative authority
• Full digital transformation
• Independent clinical audit teams
• A full-time academic clinician model
• Competitive compensation as an investment in academic excellence

A world-class university must be system-driven, not personality-driven.

A conversation about reform

In June 2023, during a visit to London, I met Honouable Prime minister the than acting chairman of BNP  Mr. Tarique Rahman. Our discussion centered on public health policy, cancer care, decentralization, corruption prevention, and research capacity. I observed analytical engagement and preparedness on health sector issues.

At the time, I remarked that if he were ever entrusted with national leadership, he would have the opportunity to build a corruption-free health system.

Later, as a member of the Health Sector Reform Commission, we sought structured policy input from major political parties. The proposals submitted by BNP — emphasizing health budget increases, institutional autonomy, merit-based recruitment, and strengthened NCD management — reflected policy alignment with reform-oriented recommendations.

Bangladesh currently loses nearly six billion USD annually to outbound medical tourism. If international-standard education, research, and clinical services are developed domestically, this capital can be retained and reinvested in national capacity.

The path forward

Sustainable reform does not depend on individuals; it depends on systems rooted in transparency, meritocracy, and accountability.

If declared reform commitments are implemented consistently, Bangladesh Medical University can enter a new phase of institutional renewal — and, in turn, contribute meaningfully to transforming the nation's health system.

The choice is clear:

Not politics, but principle.
Not personality, but policy.
Not buildings, but systems.

Institutional renewal is not a dream. It is a governance decision.