Started at JNU in its initial years, South Asian University, established in 2010 by the eight member nations of the South Asian Association for Regional Co-operation (SAARC)—Afghanistan, Bangladesh, Bhutan, India, Maldives, Nepal, Pakistan, and Sri Lanka—now has its own campus with almost 900 students in 2024. This number is expected to reach 1,500 next year as the university expands, with B.Tech programme in Computer Science and Biotechnology being introduced. Ready to accommodate around 13 faculties with more than 5,000 students, the university aims to equip the young minds of the South Asian region with world-class knowledge.
Nurtured under the leadership of KK Aggarwal, President of SAU, the university has a long way to go. Aggarwal, an engineer by training, is an accomplished academician and administrator. He has served as the former Chairman of the National Board of Accreditation, India, and was the Founding Vice Chancellor of Guru Gobind Singh Indraprastha University, Delhi. With around three decades of experience in education, he has big plans for the institution, having already started by adding more programs for students to provide them with the best education from the best faculties. In an exclusive interview with BW Education, Aggarwal discussed his future plans and how he aims to cultivate the best education beyond boundaries.
The university started in 2010. What has changed since then, particularly in terms of student numbers?
It hasn't increased much for the simple reason that the university didn't have its own premises until now. We moved to the campus only last year. Prior to that, the university was initially functioning from JNU for one or two years, then it moved to Akbar Bhawan, where it operated for about 10 years.
Obviously, in a hotel, you don't have enough scope for expansion, so not much could take place. Then the Government of India built this campus, and the university moved here only last year. Until then, there were about 600 students.
This year, we have taken in 300 more, bringing the total to over 900. Next year, we might reach around 1,500 students.
This growth is partly due to the new B.Tech courses. We have started B.Tech in Computer Science this year. Next year, we will introduce B.Tech in Biotechnology and some other undergraduate courses. We might also add media courses.
How is the university addressing the challenge of inadequate hostel facilities, and what steps are being taken to expedite the construction of new hostels?
As I told you in the above answer, similarly, the expansion of faculty and other resources was limited. Growth depends on the increase in student numbers. One challenge we face is that hostels haven't been built yet.
The academic building can accommodate over 3,000 students, but the hostels, planned for 5,000, have not been built so far.
For now, we have converted staff residences into hostels, but that's obviously a temporary solution, which limits our expansion to some extent.
We are taking this issue up with the government seriously to expedite the construction of hostels. They've agreed to start building two immediately, but with CPWD and all, it takes time.
You joined as president in December 2023. What are your plans to address the current issues, and what strategies do you have in mind?
What I have done so far includes starting B.Tech in Computer Science and M.Tech in Computer Science.
More importantly, I addressed the issue of the staff salary structure, which was abnormally high. Although it might have been intended to attract top talent from around the world, this approach did not succeed and led to an imbalanced budget. I have adjusted the salaries for any new recruitments starting from 2024, making them reasonable—slightly higher than other universities, but not excessively so.
Additionally, the student fees, which had remained unchanged for 12 years, will be adjusted starting next year. I proposed a 30 per cent increase, which is modest given the long period without change.
What is the main focus of the university's academic objectives, and how does it differ from established institutions in the region?
On the academic side, I believe that focusing solely on traditional courses, such as sociology and computer science, isn't the university's main objective. Competing with established institutions like JNU, IP University, DTU, or IIT Delhi in these fields is not our primary goal. Instead, this university should focus on interdisciplinary areas that are more relevant to all SAARC countries.
For example, we plan to emphasize nanotechnology and climate change, green transition, and sustainability, as these are crucial for SAARC countries. I have already announced the establishment of a centre for climate change and sustainability, which has received a positive international response.
Moreover, given that all SAARC countries are agrarian, we aim to explore agro-economics and agro-biotech. These interdisciplinary and region-specific areas will better serve the university's intended purpose.
The concept of a university funded and governed by eight countries is unique, and I am committed to realizing its full potential within the next five years.
B.Tech programs have been launched and additional courses are planned. However, what about the facilities? In the past, like in 1981 or 1983, labs lacked advanced technologies like AI. How do the current facilities compare to those at IITs? Has there been significant improvement, and how does these impact students who might otherwise go abroad for higher education?
Things are improving and getting better. Fortunately, most research has shifted towards software science. Many software tools are now available online for free, and a good laptop is often sufficient. As a result, the equipment requirements for much research have substantially decreased.
However, some areas still require intensive research. For example, fabricating nanomaterials involves highly specialized and costly research. But much of the research now relies on simulations and software, and literature surveys can be conducted using tools like Google and ChatGPT. This has made the life of a researcher much easier compared to the past.
Nonetheless, universities, including IITs, need to invest in their labs for practical research. In my view, financial resource optimization shouldn't be the sole aim of education. Investing in education is crucial. While institutions are pressured to be self-sufficient, and even IITs have faced issues with fees, education should not be treated as a profit center.
For example, our biotech lab is excellent, and we are working to make our computer science lab ideal as well. We ensure there is funding for equipment and facilities.
Regarding admissions, we conduct our own entrance test and establish test centers in all participating countries. This common entrance test is used for admissions. For programs like biotech and computer science, we offer two channels: the South Asian University entrance test and JEE. We also allow national entrance tests from other countries to be considered for admission quotas. Why should students need to take an additional test? I made it clear that it must be a national test, not a regional or private one.
How are the placement opportunities being handled for the new undergraduate programs, given that the university previously only had postgraduate and PhD placements?
Placements have been excellent so far. As we did not have undergraduate programs previously, placement was not a significant issue. However, our students have been well-placed globally, including at many prestigious universities in the USA. With the introduction of the biotech program, we will need to enhance our placement efforts.
Since admissions have just started and the first batch will graduate in four years, we plan to begin developing our placement system next year.
Regarding average salaries, while I can’t provide specific figures, we aim for salaries comparable to those offered by NITs initially. We may not compete with IITs in the early years, but we should be able to match NITs over time.
For existing courses, most Master’s students are pursuing PhDs, and their placements are quite good. Many of our PhD graduates are now faculty members at reputable universities both in India and abroad, securing excellent positions.
How do you plan to address the funding challenges and delayed payments from SAARC countries to ensure a stable financial flow for the university's expansion plans, while maintaining the philosophy of keeping fees low for students?
The delay in expanding our presence is partly because establishing our first campus took 12 years, which was quite a lengthy process. However, our act allows us to set up centers anywhere, including in SAARC countries.
I've proposed starting small centers in SAARC countries so that students can benefit locally without needing to relocate for undergraduate education. For instance, I've suggested setting up small campuses in Nepal, Bangladesh and Sri Lanka. I hope that within a couple of years, at least some of these centers will be established.
While expanding within India is also a possibility, my priority is to ensure a stable flow of funds. Currently, the fees are quite reasonable—$440 per semester for tuition and $100 per semester for housing. I plan to increase these slightly, but they will still remain low.
The philosophy behind low fees is that, with contributions from eight governments, students should not bear a heavy financial burden. However, if the governments fail to provide adequate funding, it creates challenges. For example, payments from several countries, except India, have been delayed, though Bangladesh and Sri Lanka are addressing this.
I have discussed these financial issues with the Ministry of External Affairs, our governing body, and the minister has promised to address the matter with the Prime Minister to find solutions. My focus is on developing the university, and securing the necessary funding is essential.
What specific measures will the government take to address the funding challenges and ensure the financial sustainability of the university, considering the complexities arising from changes in leadership and relationships with SAARC countries?
They are working on finding solutions, and the positive news is that the minister has assured us that the university will not suffer financially. We will be provided with financial solutions. However, since Prime Minister Haseena is no longer in Bangladesh and our relationships with Maldives and Sri Lanka are not as strong, it adds complexity.
Currently, the Indian government covers a major share of our construction costs and contributes significantly to our annual expenditure, which is around 120 crores. India provides about 60 per cent to 70 per cent of this amount, leaving us with approximately 50 crores to secure.
Fifty crores are a manageable sum for a country and essential for maintaining the quality of the university. We do not want our university to fall below the standard of top institutions. This funding issue is a policy decision reflecting our commitment to maintaining the university's international character.
Our governing board includes two nominees from each of the seven countries, including seven joint secretaries and seven chairmen of UGCs, providing valuable input. Although discussions were on hold due to elections, I have now raised this issue with the minister twice. He has taken note and will discuss it with the Prime Minister.
These are sensitive international matters, and addressing them requires careful consideration. I am confident that the government will find a solution, and I remain optimistic about resolving the issue.
_20240903114920_original_image_42.webp)
_20240829122128_original_image_23.webp)
_20240808174410_original_image_33.webp)
 (1)_20240806151149_original_image_48.webp)