Sangay Duba's Random Thoughts

The Unexpected Responsibility

2026-08-02T17:13:41.254+06:00

Article Series

Bronze Medal

Series of Articles

Receiving the Bronze Medal for 10 years of service to the nation is a deeply meaningful milestone in my civil service journey. Through this article series, I will look back on the past decade, reflect on my contributions, and share the experiences, challenges, lessons, and growth that have shaped my service to the nation.

The day after I arrived in Tingtibi, I formally submitted my joining letter and began my life as a civil servant.

I met many new faces in the office and was instructed to join the Construction Section under the Executive Engineer. After receiving my joining letter, the Chief Engineer looked at me and said, "As long as I am here as the Chief, you will work in the Construction Section."

With that, I handed over the joining letter to the Administration Section and officially became part of the regional office.

A table and chair were arranged for me inside the Executive Engineer's office. As a newly recruited engineer, I did not have many responsibilities initially. I had joined in the middle of the financial year, and the team had already completed most of the tendering work. Only one tender remained under evaluation after the bid opening.

My first assignment was simple—performing the arithmetic corrections for the tender evaluation. I completed the task carefully.

Around the same time, the department was undergoing a major transfer reshuffle. Several officers were leaving the regional office, while others were joining. One important portfolio involved the construction of Gewog Connectivity Roads in Upper Kheng.

Since I had been assigned to the Construction Section, I was not initially considered for taking over the project from the Project Engineer who had been transferred to another regional office. The office appeared to be waiting for someone suitable to take charge. Meanwhile, several transferred officers who had recently joined the regional office had not yet been assigned any project sites. Likewise, some officers due for transfer could not leave because no one was available to take over their projects.

A few weeks later, I received some unexpected news.

I met one of my in-service colleagues, with whom I had studied during our undergraduate years. I had no idea that he was serving in the same regional office. Had I known earlier, my journey to Tingtibi and my first days in the office would have been much easier. I could have sought his advice and guidance from the beginning. Unfortunately, he had been on leave when I first arrived.

When he returned, he quickly became my guide and mentor.

He was responsible for overseeing projects in Upper Kheng and was himself awaiting a transfer to another regional office. However, he could not leave because there was still nobody available to take over his responsibilities. The projects were located in remote villages, several days away from the regional office, making the handover particularly challenging.

From the day he returned from leave, I often approached him for guidance. He patiently explained the ongoing works and introduced me to the junior engineers working under him. To my surprise, one of them was a former high school classmate who was stationed at one of the project sites.

Suddenly, I found myself surrounded by familiar faces in an unfamiliar place. It was comforting to know that there were people I could rely on for both technical advice and personal support.

A few months later, another major change took place.

The Chief Engineer was transferred to Headquarters in Thimphu. The reasons were unclear, except that it was part of the broader reshuffling exercise. The Chief appeared reluctant to leave. Instead of immediately assuming his new posting, he chose to take leave and appointed a senior officer in the regional office to officiate in his absence.

Then came an unexpected development.

The Chief Engineer submitted his resignation from the civil service.

With his departure, the officiating officer assumed full responsibility for the regional office.

Around this period, many of the officers who had recently joined the regional office and had not yet been assigned project sites were mostly senior staff members. They knew each other well and often discussed project allocations and postings.

A few days later, I received an office order.

I was directed to take over as Project Engineer for the Upper Kheng Projects.

The unexpected responsibility (AI-generated image, to represent the content)

While others had chosen postings that were generally considered more convenient and desirable, such as Panbang and Mangdechhu Sub-Division, I was assigned to the remote and challenging project areas of Upper Kheng.

By then, I had become familiar with most of the staff in the regional office, their responsibilities, and the locations where they worked. Yet the assignment still came as a surprise.

Soon after receiving the office order, the outgoing Project Engineer called me for a discussion. We met and talked about the projects that I would be taking over.

As a newcomer, I did not really know what questions to ask or what issues to look for.

He patiently briefed me about the ongoing works.

"There is one thing you should know," he said. "The projects are sensitive. Please be careful. Some people in the area are objecting to the construction activities because there are disputes regarding the road alignment."

I nodded and agreed.

Outwardly, I appeared calm. Inside, however, I was worried.

I had only recently joined the service. I had limited field experience, and now I was being entrusted with projects located in some of the most remote parts of the region, where technical challenges were compounded by social and community concerns.

Nevertheless, there was no turning back.

On 12 February 2015, we began our journey to the project sites for the formal handing-taking process.

The journey itself was demanding.

We left at around 9:00 in the morning and travelled through rough and difficult roads for the entire day. The road conditions were poor, and the long hours of travel were exhausting. By evening, we finally reached our destination.

The handing-taking process was completed the following day, on 13 February 2015.

When it was over, I officially assumed responsibility as the Project Engineer for the Upper Kheng Projects.

As I looked around the remote landscape and reflected on the journey that had brought me there, I realised that my life as a civil servant had entered a new phase.

What had begun with a simple office desk in Tingtibi had now evolved into a significant responsibility in one of the most remote corners of the country. The real learning was about to begin.

My Journey to Tingtibi - The Beginning of My Civil Service Career

2026-07-01T11:36:12.344+06:00

Article Series

Bronze Medal

Series of Articles

In 2014, I appeared for the Royal Civil Service Examination (RCSE). When the results were declared, I was fortunate to be selected into the civil service fraternity. Like many young graduates, I was excited to have secured a job without having to compete in the job market. At that time, I did not fully understand what it meant to take the oath of a civil servant or the responsibilities that came with it. I was simply happy and proud to be employed.

After the induction programme, the placement process began. Many in-service candidates had also qualified through the examination, and postings were allocated based on merit ranking. My first choice was the Trashigang Regional Office under the Department of Roads (now the Department of Surface Transport).

During oath-taking ceremony

However, things did not go as planned.

During the placement discussions, some adjustments became necessary. It was then that I heard the name "Tingtibi" for the very first time. Nobody seemed willing to go there. The officer who had initially selected Tingtibi was reluctant to take up the posting, and the situation became difficult to resolve.

After some discussion among ourselves, it became clear that the issue could only be settled if someone volunteered to take the Tingtibi posting. For the greater good of my friends and colleagues, I agreed to choose Tingtibi—a place I had never heard of before.

That decision marked the beginning of an unforgettable journey.

After completing the induction programmes conducted by the Ministry and the Department, I received a sheet of paper containing the contact details of the Chief Engineers under the various regional offices. Soon afterwards, I began my journey to my first posting.

The route from Thimphu to Gelephu was familiar to me, as I had travelled there before. The road beyond the Gelephu Tshachu Junction, however, was entirely new.

At the Gelephu taxi stand, I hired a taxi for Nu. 3,000. The driver was a middle-aged Nepali-speaking gentleman. With my few belongings loaded into the vehicle, we set off towards my new destination.

As we passed the Tshachu Chorten and entered unfamiliar territory, everything felt different. The vegetation reminded me of places where I had grown up, but the landscape and surroundings were completely new. The road wound through lush green forests, crossed scattered settlements, and climbed steadily through thick jungle.

Eventually, we reached Tamala, the highest point between Gelephu and Zhemgang. From there, the road descended, passing the large white chorten at Tama. After travelling further, we arrived at a small town.

"This is Tingtibi," the driver said.

We asked a passerby for directions to the Department of Roads office. Following the directions, we crossed a brown-coloured bridge and drove past a chorten. A few small shops lined the roadside. Then I saw a pink building with a signboard in front.

A smile appeared on my face.

Tingtibi RO as is seen today.

"Here we are," said the driver.

At last, I had arrived at my destination—a place that had been completely unknown to me only a few weeks earlier.

After paying the driver, I unloaded my belongings from the Maruti van. Looking at my few possessions, he quietly remarked, "It is winter and it will be cold here." His words suggested that I had arrived without many of the necessities a newcomer would normally bring, such as blankets and warm bedding.

But I was content.

I had always believed that people could adapt to any situation and that there was always a way forward. With gratitude, I thanked the driver and waved goodbye.

Standing in front of the office, I took out the contact sheet and called the number I had been given. The officer answered and told me that he would come outside.

A minute later, I saw a gentleman wearing a black gho walking towards the entrance. He waved at me, and I followed him inside the office.

It was during office hours.

We shook hands as we met for the first time.

"Welcome," he said.

"Thank you," I replied.

After a brief pause, he looked at me and asked, "Is this your first day in the office? You are reporting in casual clothes?"

I smiled and explained, "Yes. I have come directly from my journey. Headquarters gave me your number, and I called as soon as I arrived."

After some formalities, I was introduced to the caretaker of the office. He showed me to a room that would become my accommodation. It was a small, shabby room filled with old documents and files. There was a bed pushed against one side of the wall and a small attached toilet.

It was far from luxurious, but it was mine.

That modest room marked the beginning of my life as a civil servant—a young officer starting his career in a completely unfamiliar place, far from home, with little more than determination, optimism, and the willingness to adapt.

Looking back today, that journey to Tingtibi was not just a transfer to a remote office. It was the first lesson of public service: sometimes the most meaningful journeys begin in places we never planned to go.

Leading for Strategic Impact in Bhutan’s Road Infrastructure Sector

2026-03-24T13:52:00.001+06:00

1. Introduction

Module 2 has deepened my comprehension of effective strategic leadership within the Department of Surface Transport, building upon the reflective principles established in Module 1, which highlighted integrity, ethical decision-making, and adaptive leadership as key themes. Module 1 helped me deal with moral dilemmas, figure out how to deal with paradoxes, and move from making decisions based on rules to thinking in a more flexible way. Module 2 has pushed me to think more about the future, expand my mental models, and understand how leadership choices affect systems on a large scale.

The knowledge areas of systems thinking, future-back strategy, Herrmann Whole Brain Thinking, complexity leadership, creative problem solving, and customer journey mapping all sent the same message: strategic leadership isn't just about making better decisions today; it's also about making better systems for tomorrow.

This reflective writing explains how I plan to use these ideas in my leadership practice, especially when it comes to making strategic changes in Bhutan's road sector. I also list specific, measurable goals, deadlines, and possible problems. I know that making a lasting difference requires planning, discipline, and hard work.

2. Systems Thinking and Minimizing Unintended Consequences

One of the most important things I learned in Module 2 is that infrastructure decisions should be seen as part of a bigger system, not just as separate technical choices. In the past, I put a lot of effort into making sure that projects had good quality, stayed on budget, and finished on time. I didn't fully understand how design standards, community expectations, maintenance budgets, and environmental resilience all worked together.

Systems thinking revealed how well-intended decisions can produce unintended negative consequences. For example:

Increasing road lengths while staying within a set budget can unintentionally make them less durable over time.
If you don't think about drainage or slope stabilization enough, you may have to do maintenance work over and over again, which will hurt public trust.
Overemphasis on construction targets can overshadow the transformational potential of preventative maintenance.

Dedication and a result that can be measured:

By June 2026, I intend to develop a System Mapping Framework for Road Planning and Decision-Making, capturing linkages among geotechnical, financial, social, and environmental variables and send each engineer from Regional Offices and Divisions at RIM for the Design Thinking training. The proposal was already discussed with the department and RIM.
By December 2026, I aim to pilot this system map in at least two regional offices, evaluating its effectiveness in predicting downstream implications.

Possible Problems:

Resistance from teams accustomed to linear planning methods.
Difficulty in gathering multi-disciplinary data for mapping.
Limited tools or software resources.

To deal with these problems, we will need to build our capacity, hold collaborative workshops, and implement things step by step.

The Goling Bypass Highway

3. Envisioning the Future and Applying Future-Back Strategic Management

Learning to think from the future backward instead of just projecting current trends forward may have been the most important change. The infrastructure sector in Bhutan often works in a reactive way, fixing roads after they break, changing plans when budgets are cut, or changing plans when political priorities change. Thinking about the future makes you more proactive.

I developed a 10-year aspiration for Bhutan’s road sector:
“By 2035, Bhutan will operate a resilient, climate-adaptive, and digitally enabled road network with predictable maintenance cycles, reduced disruption days, and 30% optimized life-cycle costs.”

The future-back strategy made me set goals that I needed to reach this vision, like:

introducing digital asset management tools,
making research and development stronger for materials that can handle climate change,
institutionalizing maintenance culture, and
making project planning better with data and foresight.

Promise and a way to measure success:

By December 2025, write and give the Department a 2035 Future-Back Road Sector Strategy (Strategic Transformation Roadmap, which I am currently working on) that includes climate resilience, digital systems, and building human capacity.

Challenges anticipated:

Getting different groups of people to agree on a long-term vision when funding is only available for a short time.
Changes in politics or budget problems can cause deviations.

This necessitates continuous communication, evidence-based persuasion, and organized stakeholder involvement.

4. Identifying and Replacing the “Used Future”

One important idea from Module 2 was the "used future," which is when old ways of doing things that no longer work but keep going because people are used to them. I thought a lot about parts of our department where used futures are still around:

Overreliance on traditional construction materials even when climate-resilient alternatives exist.
Annual budgeting patterns that only last for a short time and make it hard to manage assets over the long term.
Prioritizing road length over performance as the dominant political and technical metric.
Monitoring and evaluation systems that still use paper, even though there are digital tools available.

Commitment and a way to measure success:

By 2027, get rid of at least three practices that are currently in use through policy proposals, advocacy, and pilot projects.
Use lifecycle budgeting, performance-based metrics, and digital workflows instead.

Potential challenges:

Institutional inertia.
How people think new technologies are risky.
Need for support at higher levels of policy.

Recognizing used futures, on the other hand, makes it clear what needs to change.

5. Being the leader in Complexity

Module 2 made it clear that the road infrastructure sector is naturally complicated because of geography, climate change, political expectations, community needs, and tight budgets. To lead in such a complicated situation, you need to be humble, willing to try new things, and open to solutions that aren't perfect but are getting better.

Applying complexity leadership:

I will support safe-to-fail experiments, like trying out new ways to mix pavement or drain water on small pilot sites.
I will stop trying to control all the variables and instead learn from patterns that come up.
I will encourage adaptive monitoring instead of linear planning. This means changing what you do based on feedback in real time.

Specific milestone:

By 2026, should have pilot at least three safe-to-fail projects up and running. Use the Probe–Sense–Respond model to see how well they can be scaled.

Possible Problems:

Fear of failure among teams.
It's hard to set aside resources for experimental work.

It will be very important to create a safe and open learning environment.

Another section of Goling Bypass Highway

6. Herrmann Whole Brain Thinking

Another useful thing I learned was how to understand my own cognitive preferences and those of my coworkers. My initial inclinations are situated in the Analytical (Blue) and Practical (Green) quadrants. They are useful for making engineering decisions, but they stifle creativity and human-centered ways of doing things.

Module 2 stressed the importance of using the Red (Relational) and Yellow (Experimental) quadrants on purpose in order to be a balanced leader. These insights will change the way I talk to people, lead, and work with others.

My commitments:

When planning meetings for a project, make sure that all four quadrants are covered: data analysis, operational planning, creative ideation, and people implications.
By 2027, each regional office should hold at least one HBDI team workshop to improve collaboration between brains.

Key challenges:

Some people on the team might think that cognitive diversity isn't important for engineering.
To keep people on board, you need to show them real value.

7. Iterative Creative Problem Solving

The iterative design thinking model—define, empathize, ideate, prototype, test—directly helps me solve hard problems with infrastructure. I now see the value of cycles of experimentation and improvement instead of jumping straight to technical solutions.

Improving drainage in areas that get a lot of rain is a good example. In the past, the usual way to do things was to give out a standard design. I want to do the following with iterative problem solving:

map drainage issues with communities,
think of several options,
prototype small sections of innovative channels or culverts,
improve based on feedback from the monsoon, and
scale up only after validation.

Commitment:

By the middle of 2026, the Department should have a 5-step iterative problem-solving process in place, starting with pilot areas that are prone to landslides and surface failures.

Zalamchu Bridge on Thimphu - Trashigang Highway

8. Problem Formulation and Finding Root Cause

Module 2 stressed that poorly framed problems lead to solutions that don't work or cost too much. I went back to problems that kept coming up, like roads that broke down too soon, using tools like the 5 Whys and Fishbone Diagrams. Root cause analysis revealed deeper systemic contributors instead of just blaming them on "poor contractor performance."

insufficient design investigations,
weak site supervision,
not taking into account extreme weather,
not enough time between maintenance cycles.

A goal that can be acted on:

By January 2027, all major failures must have mandatory Root Cause Analysis (RCA) protocols and standardized reporting templates.

Problem:

People might first think that RCA is about finding faults. To lessen this, I plan to make RCA a tool for learning instead of a way to blame people.

9. Brainstorming Methods for Creative Problem Solving

Module 2 taught structured brainstorming methods like SCAMPER, brainwriting, and reverse brainstorming. These tools will be very useful for coming up with other ways to solve problems with road design, maintenance, and safety.

To make creative brainstorming a part of the culture:

Project teams will apply at least one structured brainstorming method during the conceptualization of every major project by 2026.
A digital idea board (Miro) will be tested for sharing new ideas across regions.

Challenges:

Brainstorming sessions may not happen because of time limits.
Teams might stick with ideas they already know.

Over time, regular help will make creative thinking normal.

10. Customer Journey Mapping (CJM) and figuring out what User Wants

Customer Journey Mapping was one of the most eye-opening tools from Module 2. It shows how real people, like road users, local communities, contractors, and maintenance crews, have used the service.

Through CJM, I recognized that users judge road performance based on:

safety during monsoon seasons,
comfort while riding,
travel time reliability,
availability of information on blockages or diversions,
quick restoration after landslides.

This realization has led me to believe that engineering excellence is not sufficient; we must design the entire road experience.

Commitments:

Starting in 2026, do at least four CJM exercises a year, focusing on roads and routes that get a lot of traffic and complaints.
Integrate these insights into design briefs and maintenance plans.

Anticipated challenges:

Engineering teams may initially find CJM “too qualitative.”
Sometimes, users' expectations are higher than what resources are available.

It will be very important to communicate clearly and make sure everyone is on the same page.

11. Integrating Module 2 Learnings with Module 1 Values

It's clear that Module 1 and Module 2 are connected:

Module 1 taught me how to be an honest, ethical, and flexible leader.
Module 2 gave me the tools I needed to change systems, think about the future, and plan interventions that would have an effect.

Ethical leadership tells us why we do what we do. Strategic leadership decides what we do. They work together to make lasting change.

While I use systems thinking, complexity leadership, and customer-centric approaches, I will stay true to the RIGHT framework and the moral values I learned in Module 1.

Picture of ongoing construction of recently completed Khuru Khuenphen bridge

12. Conclusion

Module 2 has strengthened my determination to improve Bhutan's road infrastructure decision-making by moving it beyond just following the rules and into a place of foresight, creativity, moral responsibility, and design that puts the user first. I now understand that leadership for strategic impact requires both analytical rigor and human sensitivity, whether it's using systems thinking to reduce unintended consequences, coming up with a strategy for the future from 2035, getting rid of used futures, experimenting with complexity, or understanding user journeys.

Each of my commitments has a clear outcome and deadline, which means they are real steps toward making these principles a part of my work. I also recognize the real-world problems that make things harder, like institutional inertia, limited data, time constraints, and cognitive biases. But the core of strategic leadership is not the lack of problems; it's the ability to deal with them with clarity, bravery, and flexibility.

As I continue on this path to becoming a better leader, I want to do more than just build roads. I want to build systems that are strong, cultures that are creative, and leadership styles that are moral and ready for the future. This way, I help Bhutan reach its national goal of building infrastructure that is sustainable, works well, and puts the needs of citizens first.

Submitted by: Sangay Duba

Executive Engineer

20150105089

Cohort 22

Hope on the Distant Horizon

2026-01-19T20:37:00.000+06:00

For the celebration of the Bhutanese New Year, I went to the shore. The shore was dusty, dry, and cold. There were sounds of birds chirping. I looked up and saw flocks soaring high in the sky. Far distant, as I lowered my gaze, I saw the bright sun offering a comforting warmth. Here, I contemplate my thoughts, realizing we have a long way to go...
Far beyond the horizon, you rise bright. Here, in the dryness of winter cold, I stare. Ponder my thoughts beyond, to achieve might, And vow that none shalt stand who does not dare.

The bright sun from the shore.

Reflective Insights on Integrity-Driven and Adaptive Leadership in Infrastructure Decision-Making

2025-10-26T16:53:00.001+06:00

1. Introduction

The development of Bhutan's infrastructure has been a significant focus since the 1960s, beginning with the construction of the first road connecting Phuentsholing to Thimphu. Over the years, the government has prioritized building roads, suspension bridges, and public buildings, which have contributed to social and economic progress. However, despite substantial investments, the construction industry faces ongoing challenges related to quality, innovation, and sustainability. Roads often break down too soon, which means they need to be fixed over and over again, which puts a strain on budgets. This shows that planning and execution are not perfect.

As a professional in the Department of Surface Transport, I have encountered the complexities of infrastructure decision-making. A recurring dilemma is whether to construct a shorter, higher-quality road or a longer, potentially lower-quality one. This decision is not merely technical; it also involves moral and leadership considerations, balancing political desires, public needs, and ethical responsibilities. Frameworks like Moral DNA and the RIGHT (Rules, Integrity, Good, Harm, Truth) framework can guide decision-making to ensure it is both technically and morally sound. The Cynefin Framework aids in understanding the nature of these problems and determining appropriate responses.

In this essay, I contemplate the ways in which these frameworks can improve leadership practices in my workplace. I aim to lead cultural change, improve the workplace for my team, navigate contradictions, and transition from compliance-based management to adaptive leadership.

2. Applying Moral DNA and RIGHT Framework to a KPI or Initiative.

Recognizing my Moral DNA as a JUDGE, I understand the importance of balancing obedience, honesty, and reason in leadership. These elements are crucial when making decisions that impact budgets, timelines, and quality outcomes in public infrastructure. I have revised the Key Performance Indicator (KPI) from "Develop a framework for Action Research" to "Enhance long-term road performance and user satisfaction through ethically guided and evidence-based budget decisions." This new KPI emphasizes results-oriented performance, focusing on sustainability, accountability, and user-centric service delivery.

Utilizing the RIGHT framework, I ensure that our decision-making processes adhere to professional and moral standards:

R – Rule: Adhere to national standards, policies, and engineering codes, ensuring transparency in budget prioritization.
I – Integrity: Maintain honesty and consistency in decisions, resisting pressures for short-term gains.
G – Good: Aim for long-term benefits for the public, considering the broader impacts of road quality on safety and access.
H – Harm: Identify and mitigate potential harms, recognizing that low-quality construction can lead to greater long-term costs and loss of public trust.
T – Truth: Uphold honesty in all communications, ensuring that decisions are based on accurate information and realistic assessments.

By systematically applying the RIGHT framework, I can align our department's decision-making with ethical principles, reinforcing the idea that ethical leadership and technical excellence are interconnected.

Image source: CFI

3. Seismic Shift – From compliance -based decision making to Adaptive Leadership

A significant shift I aim to implement is moving from a compliance-based decision-making culture to one that is flexible, evidence-based, and morally grounded. Historically, the focus has been on procedural compliance and short-term budget efficiency, which stifles innovation and long-term thinking. Engineers often prioritize immediate physical goals over sustainable, high-quality outcomes.

To facilitate this transition, I will employ the Cynefin framework for adaptive leadership:

In complicated domains, where expert knowledge can provide answers (example: determining design thickness or selecting pavement materials), the decision approach should be Sense – Analyze – Respond. Experts analyze multiple solutions, compare life-cycle costs, and recommend the best option.
In complex domains, where outcomes are uncertain or emerging (for example, testing alternative materials or innovative designs), the approach should shift to Probe–Sense–Respond. Here, pilot projects and iterative learning become essential before full-scale implementation. I have already proposed the research and development idea and am now in the process of developing a framework to encourage and enable innovation.

Success metrics will also evolve; rather than merely measuring project completion, I will assess long-term performance, maintenance expenses, and the integration of new ideas. This shift will cultivate a culture that bases decisions on facts and values, striking a balance between efficiency and sustainability.

4. Creating a Supportive Environment for My Team

The effectiveness of my leadership hinges on fostering an environment conducive to learning, creativity, and ethical dialogue. Many engineers face strict deadlines and high public expectations, leaving little room for reflection or innovation. To improve this environment, I commit to two key initiatives:

Establishing Continuous Learning Platforms

I will implement structured "learning from practice" sessions, allowing engineers to share experiences, challenges, and ethical dilemmas in a supportive setting. This initiative aims to promote ongoing improvement and innovation, with documented insights informing future project planning and policy adjustments.

Encourage Openness and Honesty

I will create a safe space for team members to voice concerns and propose new ideas without fear of repercussions. During project meetings, I will integrate discussions around the RIGHT framework, embedding ethical reasoning into our daily practices.

5. Leading Culture Change

Transforming the culture within the public construction sector is a gradual process that requires alignment of values, behaviors, and systems. My goal is to shift the focus from speed and physical accomplishments to long-term quality and sustainability.

To achieve this, I will:

Model Integrity and Accountability: I will demonstrate through my actions that ethical decision-making and honesty are paramount, reinforcing that prioritizing quality is the norm.
Integrate Reflection into Project Reviews: I will initiate "post-project reflection" sessions that evaluate not only technical outcomes but also the ethical considerations that influenced decisions, similar to the Asian Development Bank & World Bank funded projects.
Recognize and Reward Innovation: I will advocate for institutional recognition of teams or individuals, which I have already initiated in the department, who explore new technologies or methods that enhance quality and reduce costs.

Cultural change requires sustained effort, but the potential benefits are significant. An organization that values innovation and ethics embeds these principles into identity.

6. Navigating Paradoxes

Leadership often involves managing paradoxes, where conflicting priorities must coexist. A critical paradox I face is the tension between the need to build more roads and the obligation to construct better roads. While there is pressure to enhance connectivity quickly, professional integrity demands that we prioritize safety, durability, and cost-effectiveness.

To address this paradox, I will adopt a balanced approach:

Phased development: Implementing full standards for critical sections while gradually improving others as funding permits.
Life Cycle cost Analysis: Demonstrating to policymakers that investing in quality upfront can lead to long-term savings.
Community Engagement: Involving stakeholders in understanding the consequences of poor construction practices to align expectations with sustainable approaches.

Navigating this paradox requires a commitment to honesty, data-driven decision-making, and ethical reasoning.

7. Conclusion

The challenges facing Bhutan's infrastructure extend beyond technical issues; they highlight the need for improved moral leadership, adaptive thinking, and cultural transformation. By leveraging the Moral DNA and RIGHT frameworks, I can ensure that my decisions align with both professional standards and ethical values.

My shift from compliance-based to adaptive, integrity-driven leadership will shape my decision-making and influence the broader infrastructure governance landscape in Bhutan. By fostering a supportive environment for learning and ethical dialogue, leading cultural change toward quality and innovation, and addressing contradictions with clarity, I aim to build not just roads but also trust, accountability, and resilience within our systems.

Ultimately, leadership transcends infrastructure development; it encompasses the cultivation of integrity, creativity, and moral purpose in every endeavor. As I embark on this journey, I aspire to ensure that each kilometer of road constructed symbolizes not only progress but also a commitment to ethical principles and sustainable practices.

Submitted by:

Sangay Duba

Executive Engineer

Cohort 22

EID: 20150105089

Department of Surface Transport

Key Insights from the Farm Road Maintenance Manual Training for Local Government Officials

2025-04-04T14:37:00.000+06:00

It was an honor and a privilege to engage with nearly all Local Government (LG) officials during the training on the Farm Road Maintenance Manual, 2023 developed by the Department of Surface Transport. The training was conducted across various regions, starting with the western districts, followed by the southern and eastern regions. Participants included all those involved in farm road maintenance—village Tshogpas, Gups, Mangmis, Geog and Dzongkhag Engineers, and even senior officials such as Dzongrabs and Drungpas. In certain cases, Geog Administrative Officers represented their respective Geogs. This ensured that the intended target group, for whom the manual was designed as a technical and advisory tool, was successfully reached.

Delivering the training was physically demanding, requiring long hours of standing and explaining the significance of farm road maintenance. However, the accomplishment lies in equipping LG officials with the necessary knowledge and skills to effectively manage and maintain these crucial roads.

Beyond sharing knowledge, the training also provided me with valuable insights into the real, grassroots challenges faced in farm road maintenance. It reinforced the fact that much remains to be done to achieve the shared objective of keeping these roads in good condition. Well-maintained farm roads ultimately contribute to the socio-economic development of our communities, ensuring better accessibility and connectivity.

A well-functioning farm road network will also play a crucial role in supporting the Gelephu Mindfulness City, facilitating the transportation of local produce and fostering collective growth at individual, community, and national levels. This highlights the importance of farm roads and the timeliness of the training.

Lhuentse, Trashigang & Bumthang Dzongkhag

Key Takeaways from the Training

Mindset of Local Leaders and Political Influence

It was surprising to hear some local leaders express regret that the training came too late, as they only had one to two years left in their term. However, the duration of their tenure should not be the focus—what truly matters is that everyone involved in farm road maintenance understands its importance and best practices. Local leaders, past and present, should take ownership of farm roads as custodians of their communities. The mindset of local leaders significantly impacts grassroots development, governance, and public welfare.

Need for Minimum Educational Qualifications for Local Leaders

With decentralization embedded in the Constitution, ensuring that local leaders meet a minimum educational requirement has become essential. Given their role in planning, budgeting, and implementing numerous developmental activities, it would be beneficial to mandate at least a Class 12 or Bachelor’s degree qualification. This would not only improve efficiency but also enhance the execution of plans and priorities within local governance. Leaders with a strong educational background are more likely to foster inclusive, transparent, and development-focused governance, driving sustainable progress. In contrast, those with a short-term or self-serving approach may hinder long-term community welfare.

Pema Gatshel & Samdrup Jongkhag Dzongkhag

Budget Constraints and Financial Challenges

Inadequate budgeting and budget constraints limit the effective execution of FR projects.
Non-uniform budget allocations create disparities in project implementation.
Low priority for maintenance activities leads to rapid road deterioration.
The rigidity of budget allocation guidelines restricts flexibility in addressing urgent needs.

Lack of Ownership & Ineffective Road User Groups (RUGs)

Weak community and institutional ownership lead to poor maintenance of roads.
Ineffective or absent RUGs reduce local participation in road upkeep.
The lack of incentives for RUGs affects their engagement in maintenance work.

Drainage Issues & Climate Change Effects

Inadequate or poorly designed cross-drainages cause waterlogging and accelerate road deterioration.
Heavy rainfall and extreme weather events worsen the impact of poor drainage.
Climate-resilient features are not adequately incorporated in road construction.

Dagana, Tsirang & Samtse Dzongkhag

Geographical & Terrain Challenges

Rugged and difficult terrain makes Farm Road construction and maintenance challenging.
Many Farm Roads exceed the permissible design gradient, leading to faster deterioration.
Some roads pass through marshy locations, requiring special engineering solutions.

Land Acquisition & Social Clearance Issues

Delays in obtaining social clearance hinder timely project execution.
Compensation issues arise when Farm Road alignment passes through private lands.
Public grievances related to land acquisition impact project acceptance.

Paro, Haa, Chukha & Thimphu Dzongkhag

Procurement & Machinery Availability Challenges

Machinery required for road construction and maintenance is often unavailable during critical times.
Centralized procurement processes at the Dzongkhag level delay machinery allocation.
Disparities in hiring rates for equipment create inconsistencies in restoration works execution.

Lack of Technical Expertise & Skilled Personnel

Local government officials often lack the technical expertise needed for road construction and maintenance.
Shortages of engineers and technical personnel affect project planning and execution.
Limited contract management and administration skills lead to inefficiencies.

Punakha, Gasa, Sarpang, Wangdue Dzongkhag

Planning & Monitoring Deficiencies

Inadequate feasibility studies result in inefficient road alignments and resource utilization.
A lack of proper monitoring leads to substandard construction quality.
Poor coordination between local government and technical personnel delays decision-making.

Bureaucratic & Administrative Challenges

Lengthy procurement processes cause delays in project implementation.
A rigid reporting hierarchy for monsoon damage slows down repair works.
Political interference sometimes affects the prioritization of FR projects.

Participants sharing issues & challenges

Poor Quality of Construction & Maintenance

Improper design specifications and poor construction quality reduce the lifespan of Farm Roads.
Lack of adherence to design standards and construction guidelines leads to frequent road failures.
Coordination issues in constructing different pavement layers result in uneven road surfaces.

Mismatch between Policies & Ground Realities

Existing policies and design standards do not always align with practical field conditions.
Localized challenges require more flexible approaches, which are often restricted by rigid policies.
The gap between public expectations and policy priorities causes dissatisfaction.

Conveying my messages

Acknowledgement

2022-10-17T19:19:00.004+06:00

The journey of my study was filled with recurrent question of ‘Why CST, why not Australia or other countries for masters?’, from anyone who I informed that I am on study leave to College of Science and Technology. I considered this on positive note, as the lone civil servant in the first batch of the Masters in Construction Management course, I was dedicated to upgrading my knowledge and abilities in the local context to find solutions to problems unique to Bhutan. Self-tenacity overruled all barriers along the journey of this study.

I would like to express my heartfelt gratitude to Royal Government of Bhutan, College of Science and Technology and Department of Roads for the opportunity to pursue masters my graduate studies.

It is virtually impossible to carry out research of any scale without the cooperation and support of those who are not only generous in time, but also consciously choose to help in any possible ways. I would like to place on record my sincere gratitude to my supervisor, Dr. Chimi Wangmo for reading the various drafts of the dissertation and for the suggestions and feedback. Your guidance and insights throughout the dissertation was informative and inspiring. I am also very grateful for the autonomy and scope to think my own thoughts and follow my logical instincts.

Sincere gratitude to Dr. Kazuhiro Marumatsu, Assistant Professor, Electronics & Communication Engineering Department, who despite his busy schedules, provided value guidance and mentorship in the development of proof of concept model. Your time has had a great impact on the research study. Thanks to Madam Karma Kelzang Yuden for your time for editing the draft of the chapter on proof of concept.

I would also like to acknowledge the time and expert opinion of interviewees mostly heads of the organizations, who made themselves available for the interview, despite their very busy schedule. Their inputs and insights made this thesis possible.

I would also like to thank the Research Supervisory Committee for their valuable feedback and critical comments that helped to fine tune my thesis.

Finally, my endearing and enduring gratefulness to my family, who have remained the bedrock of my study.

རྩོམ་རྗོད་ཚིག་བདུན་མ། - ༦

2022-04-10T18:18:00.000+06:00

བདེ་བ་དེན་ཅུག་སེམས་ཅན་རྣམས།།

ནད་མེད་སྡུག་མེད་བདེ་སྐྱིད་སྨྱོང་།།

སྨོན་ལམ་ཏབ་པའི་རྟེན་འབྲེལ་ལ།།

ཚེ་ལུང་གནས་ལ་གནས་སྐོར་ནས།།

བདག་གི་ནུ་གཅུང་ལོ་གསུམ་ལ།།

སྐུན་མཚམས་བཅད་པའི་རྟེན་འབྲེལ་གྱི།

འགྲོ་དྲུག་སེམས་ཅན་རྣམས་ལ་བདེ་བར་ཤོག།

འགྲོ་ལམ་ཟམ།

ཚེ་ལུང་གནས།

ལྷ་ཁང་།

ཟམ།

Along Phuntsholing – Samtse – Tendu Highway

2021-11-28T18:37:00.000+06:00

Covid pandemic has caged physically and the academic workload has sealed mentally within the boundary of college campus. The craving to go out was impatient. Wander within the campus was adequate and bored. Finally, rays of hope risen with drastic drop of number of positive cases and college relaxing the containment mode.

Overhead signboard at Chukha - Samtse boarder

Casually, the idea to go out to a place never visited before popped up; the name of the place – Samtse! Discussion further enhanced to stretch until the furthest – Sibsu. Yet, the final destination was to the extreme end – Tendru.

Namlakha

A moment break at Namlakha, the highest point on Phuntsholing – Samtse highway enlightened on various places the highway passes through and the view of lowland was wide and clear. Far into and through village unknown, the view of beautiful mountain ranges ease from the rays protected by blanket of clouds.

Mesmerizing beauty of green paddies from Chengmari until Tendru made the day on top of the newly resurfaced road.

Beautiful paddy on the way

The halt at old Gola bazaar and the taste of Puri breakfast with local special curry was yet another memoir to remember. However, Changmari cake that is said to be the first homemade cake in the country was the best.

Gola Bazaar Puri and Chengmari cake

Journey to and fro from Phuntsholing township development site until Amochu bridge was gruesome and rigour. Hot weather with cloud of dust is not a good combination.

Backed into the campus, the same old work with new perspectives and energy, the wander begins yet again.

If you want to gain enough of the subject – Construction Management, College of Science and Technology is not a wrong choice. I am proud first batch of students studying Masters in Construction Management; 6 years of gap after my undergraduate from the same college. Welcome to pursue Masters in Construction Management. However, profound disclaimer is, unlike Australia and other universities of foreign countries, there is no handsome remuneration or part-time job, but you get the full monthly salary if you are government and corporate employee.

You are likely to be rich enough with subject knowledge after 18 months!

College campus

རྩོམ་རྗོད་ཚིག་བདུན་མ། - ༥

2021-08-23T14:12:00.000+06:00

མཐོ་རིམ་སློབ་གྲྭའི་ནང་དུ།།

དཔེ་དང་དོན་གྱི་གནས་ས།།

ཞིབ་འཚོལ་འབད་བའི་དུས་ཚོད།།

བཟོ་སྐྲུན་ལས་སྡེའི་དཀའ་ངལ།།

བསལ་ནིའི་བསམ་བློ་གཏང་ནས།།

ཕན་པ་རྒྱལ་གཞུང་མི་སེར།།

འགན་ཁུར་རང་གི་འབག་གེ།

Photo from University of Newcastle

An Idle Gate

2021-05-27T17:45:00.000+06:00

Idle – thee stands lone forever,

Frame – beholds thy form stand sturdy,

Color – persist an eternity whenever…

Thee shalt make unto CST graven image.

Idle gate unique to the changing greenery of campus.

རྩོམ་རྗོད་ཚིག་བདུན་མ། - ༤

2021-02-20T14:35:00.000+06:00

སྔོན་ལས་མ་རྫོགས་སློབ་སྦྱོང་འཕྲོ་བརྐྱང་དུ།།

ལྷབ་པ་འོང་བ་སེམས་རེད་དགའ་བའི་སྲུང་།།

སྒོ་ར་ནང་ལས་འཛུལཝ་ད་ཚོར་བ་མྱོང་།།

རྒྱལ་ཁབ་མི་སེར་ཡོངས་ལ་ཕན་པའི་འགན།།

ལྷན་ཚོགས་ནང་ལས་ནང་བའི་བཀའ་སློབ་དང་།།

རྒྱལ་པོའི་ཐུག་དོན་སྒྲུབས་པའི་འགན་ཁུར་འདིར།།

ཞི་ཡོག་བདག་གི་ཧིང་ལས་སྨོན་དེབ་འཕུལ།།

PS: Pardon the spelling err.

ཚན་རིག་དང་འཕྲུལ་རིག་མཐོ་རིམ་སློབ་གྲྭ།

རྩོམ་རྗོད་ཚིག་བདུན་མ། - ༣

2021-01-19T21:26:00.000+06:00

ནགས་ཚལ་སྒོ་ཁམས་ཡངས་པའི་ནང་།

དགུན་དུས་འཆར་ཆུ་གཞན་མ་འཚུངས།

ས་སྨུག་སྤུབ་པ་གནག་དུང་ནང་།

ཉིན་མའི་འོད་ཟེར་མཐོང་བ་མེད།

ཡོམ་ཡོམ་རླུང་མ་འཕུ་ནི་མེད།

བྱ་དང་བྱིའུ་ཅུང་སྐད་ཡང་མེད།

མེད་གསུམ་འཛོམ་ས་རྟེན་འབྲེལ་ངན།

ནགས་ཚལ།

རྩོམ་རྗོད་ཚིག་བདུན་མ། - ༢

2020-12-06T22:55:00.001+06:00

ཉི་མ་ཤར་ལས་ཤར་ས།

ཤར་ཕྱོགས་རང་གི་དགའ་གཡུས།

ལར་ལོག་ཕྱག་ཞུའི་ལམ་དུ།

འོང་བ་ཟུར་བཞག་ནང་ལུ།

གཞུང་འབྲེལ་ལམ་ལུག་ལྟར་དུ།

སྡོད་པ་གོམས་སྦྱང་མི་ཚེས་ནང་།

འགོ་སྐབས་ནད་ཡམ་བཀྲིན།

རྩོམ་རྗོད་ཚིག་བདུན་མ། - ༡

2020-09-11T15:14:00.001+06:00

ཡིག་ཚང་ཕྱི་ཁ་འཐེན་ཚེ།

མཛེས་པའི་ཁམ་ཤིང་སྟེང་དུ།

རྡོག་མ་བཏགས་ཏེ་ཚོ་ནུག།

ཟ་འདེད་བསྐྱེད་བའི་བསམ་བློ།

གཏང་སྟེ་བཟའ་བ་ཞིམ་སྦེ།

ཡིག་ཚང་དབངཔོ་ངལ་སི་སི།

ཤིང་གི་གནམ་དུ་རླུང་སི་སི།

ཁམ་ཤིང་རྡོག་མ།

ལམ་སེལ་ལས་ནའི་སྐོར།

2020-03-20T12:03:00.000+06:00

This is a poem written in Dzongkha (National Language) as self-dedication to my profession. It is religiously considered that working for any construction, development and improvement of pathways, roads, bridges etc is outstanding merits. Basically, particularly working for any route used for traveling and transportation is meritorious service.

I am sorry for Dzongkha spelling err if any.

ལམ་སེལ་ལས་ན་ཐམས་ཅད་ལ། བྱང་ཆུབ་ལམ་དང་དབྱེ་བ་མེད། དགེ་བ་ཡོད་པའི་ལ་རྣམས་ཀྱི། འགྲོ་བ་ཡོངས་ལ་ཕན་པར་ཤོག།

ལམ་ནི་སེལ་ཡི་སེལ་ཡི་འགྲོ་བའི་ཚེ། ལུས་སྐྱིད་པ་ཡིད་ཡང་བདེ། ལུས་སེམས་གཉིས་ཀུ་སྐྱིད་པའི་ལས་བྱས་པ།བསྐལ་བ་བཟང་བ་སྐྱབས་སུ་ཆེ།

Beautifully blacktopped Phumithang Dratshang road.

འགྲོ་བ་རིག་རྣམས་འགྲོ་བའི་ལམ་འདི་ལས། རྐྱེན་བར་ཆད་མེད་པར་ཤར་ར་ར། འགྲུལ་ལམ་མ་འཐོག་སྨོན་ལམ་འདི་བཏབ་གནས། དགེ་བ་མང་པོ་ལས་ཀྱི་བསག།

ཕར་ཉིན་མ་ཤར་ལས་ཤར་བའི་ཚེ། ལམ་སེལ་ལས་ནའི་སྡུག་བསྔལ་གི། རང་ལས་ན་བལྟ་ལྟོག་འགྲོ་བའི་ཚེ། འདི་ཞིན་གྲུབ་འབྲས་མང་པོ་གྲུབ།

ཉིནམ་ནུབ་ཀྱི་ཕྱོགས་སུ་འཛུལ་བའི་ཚེ། དུས་ད་རེས་བཟུམ་མའི་དུས་རྒྱུན་དུ། ཉིན་རིན་ཆེ་མེད་པར་ཕན་པའི་ལ། ལོག་ཡང་ཡང་སྒྲུབས་པའི་སྨོན་ལམ་ཤོག།

How avoidance of detailed ground study resulted in failure of road infrastructures

2019-11-07T15:59:00.002+06:00

As usual, I always begin by thinking whenever I see failure in road infrastructures; road construction in Bhutan has already passed half a century after its inception in the early 1960s. Exactly, at this time, mule tracks and footways are mere history to track back. Roads replaced all those detour tracks for transportation that touches high mountains and deep valleys. Slope failures on those tracks were out of the question since these don’t have one except the natural slope. But the road construction comes with designs that require cut and fill that develop another slope in addition to the natural slope, which is called the "cut and fill slope." The failure mechanism of these slopes must be addressed and learned. Despite engaging in road construction and maintenance for decades, are we enough with the trend? We have many questions to ask and things to do. Let the custodian of the road not bounce from one agency to another.

The Department of Roads, in the 11^th five-year plan and in the beginning of the current plan, Geog Connectivity roads with the department. Planning and budgeting works were mandated for the department. Finally, those roads were handed over to Local Government. Inconsistency in the decision of springing the custodian has left those improved roads further deteriorated and damaged.

We are adequate with road coverage. Every nook and corner of the country is connected. We are done with the length. The length of roads has outnumbered the technology involved. Now, what we need is advancement of technologies with the change.

Bailey Bridge subsided under the catastrophic slope failure.

Construction techniques of the road, starting from formation cutting to pavement strengthening, have improved with the advancement and introduction of new machinery and methods. An environment-friendly road construction technique was started in the late years of the 9th five-year plan, and now the time has triggered and reminded us to start preparations to integrate the construction of climate-resilient road infrastructures.

Indeed, the monsoon has taught us valuable lessons. The change, we see, is through more destruction and damages in road infrastructures than before. We feel the change through roadblocks.

How is it possible to overcome the change, especially the climate change? What are differences in failure we observe between then and now? Are those failures due to climate change or something else?

Pavement or the road fails because of the failure of permanent structures—walls, drains, cross drainages, slopes, etc. Bridges usually fail because of overloading and slope failure. Otherwise, bridge failure due to other reasons is the least that we usually counteract immediately.

Let me explain one simple example—provision of both sides camber on pavement in any category of roads. Our Primary National Highways are wide enough to provide camber on both sides, and so are likely the Secondary National Highways. But is it really possible on Dzongkhag and farm roads? And our standards say that the camber should be on both sides. The standard carriageway width is only 3.5 meters. From my personal experience, there is a constructability issue. Even if there is no constructability issue like in the aforementioned category of highways, providing camber on both sides is unnecessary considering the different nature of soil conditions on downhill slopes. We must avoid infiltration of runoff from the pavement, prevent saturation of the slope, and let the slope fail grossly.

And why do our walls repeatedly fail in the same location?

Pavement failure due to excessive infiltration.

Likewise, are our standard design road drainages or cross-drainages adequate? Or do we need to revise?

The evidence of aggravating damages year after year on road infrastructures and restoration works that cost us dearly must be felt by every individual responsible and, indeed, must be felt by the end user as well. Or else we wait for the catastrophe that is looming large before us.

Therefore, road infrastructures designed and constructed decades ago may not suffice for the change now. We may need to revise the design criteria and focus more on slope stability studies. Much more information and awareness about slope engineering are indeed felt necessary in addition to the training provided for construction quality and more effective road asset management.

Tunnel Roads – the next phase of transport system in Bhutan

2019-09-05T15:17:00.001+06:00

Department of Roads as parent agency for highways in Bhutan under Ministry of Works and Human Settlement has galloped a long journey since the start of first highway construction in early 1960s. Beyond highways, in the 11^th fifth year plan, department was ushered responsibilities for construction and maintenance of whooping networks of Geog Connectivity (GC) roads. At the inception of 12^th fifth year plan and thus far, almost all surface roads construction and improvement were completed; overall the adequacy of road networks have been accomplished under the dynamic farsighted leadership of the department. After successful completion of blacktopping of 182 GC roads out of 205, those roads were handed over to Local Government (LG), leaving the department mandated to focus only on highways.

Nonetheless, journey of further enhancement and development of transportation system in the country must travel far to the world standards for enhancement of socio-economic development.

For that matter, as reflected in the current plan document, the next stage for the department to get engage is in tunneling and underground space engineering works. Best for the country like ours that is geologically challenging and mountainous, start of tunneling works shall gear the department in accomplishing the mission statement of reducing travel time.

The first ever underground/tunnel road (1.50 km) (Video published by Bhutan Tube)was constructed on Tsirang – Wangdue National Highway by Punatshangchu Hydro project II and successfully opened to traffic on 25^th June 2014.

Since the start of hydro-power plants construction to meet the target to harness 20000 MW by 2020, Bhutanese in general have seen tunnel construction in hydro sector only.

Highway tunnel on Tsirang - Wangdue National Highway. Photo from PHPA-II website

Tunneling roads will not only help in reducing travel time, it will also reduce the current setback triggered by unusual monsoon. Though the initial construction expenditure will be huge as compared to surface roads, operation and maintenance costs will be minimum; thereby, the best judgment to invest in the tunneling works considering the Life Cycle Costing and also the climate change effect on the roads such as now will be meager.

For that matter, it is time for the government and department in particular to start groundwork for the tunneling and underground space engineering knowledge. Ultimately, with tunnel roads that are best suited for country like ours, transportation system will be in the next level.

Therefore, as an introductory process to tunneling, short course on tunneling is scheduled on 24^th to 27^th September at Druk Hotel, Thimphu. Dr. Manoj Verman, Tunneling and Rock Engineering Expert, President, Indian National Group of ISRM (International Society for Rock Mechanics and Rock Engineering) is organizing the course. The course fee is Nu. 17,000.00 (Seventeen thousand only).

I aspire, interested engineers of the nation would participate in the short course to originate light in future tunnel roads and underground space engineering.

Blacktopping of Dakpai-Buli-Nimshong GC Road

2019-06-27T14:31:00.000+06:00

Dakpai-Buli-Nimshong GC Road starts at Dakpai, 18.00 km on Tingtibi – Zhemgang SNH at an altitude of 1263 m. It traverses through forest touching many villages until Buli (36.60 km), 1698 m. The highest elevation, it passes between Dakpai & Buli is at Talila (18.00 km), 2014 m.

From Buli, the road inclines up through randomly dense forest till Gonglithang (5.10 km), 2154 m. The road further inclines up through the continuously dense forest & crosses Malaya top (10.50 km) at an altitude of 2626 m. The road, then declines down until Rongdigang (19.60 km), 1833 m and incline bit up with four short zigs. Further it traverses straight until Churmulung (25.50 km), 1937 m and then decline down till Nimshong (30.20 km), 1740 m.

The road, Dakpai-Buli was constructed in early years of ninth fifth year plan and Buli-Nimshong road was constructed in later years of 10^th fifth year plan.

Blacktopping work in progress at Nimshong

From the above alignment description of the road, it is clear that the road stretch from Dakpai to Buli (36.60 km) passes through uniform elevation variation. Whereas, the road stretch from Buli crosses the highest elevation variation. Due to high elevation and dense forest cover along Gonglithang until Rongdigang, the road corridor and the pavement in particular receive less sun, leaving the road stretch marshy and damp throughout the year.

Although major sections of the road have been blacktopped, it is observed deterioration of wearing coarse in the form of potholes; alligator cracks, depression distress, shoving etc. At certain stretch, the gross failures of pavement are observed.

Due to more damp and marshy locations, almost 2.40 km of road beyond Malaya towards Nimshong were left without blacktopping.

Road stretch through dense jungle beyond Malaya

To forgo the blacktopping of marshy sections, discussion were held in various meetings and even in Department’s Quarterly meeting and resolute the same.

That’s why, certain stretch along Buli to Nimshong GC (2.40 km out of 30.20 km target) road was not blacktopped. Nonetheless, estimates for the remaining pavement improvement works have been prepared inclusive of cross drainage and road drainage for the betterment of smooth road along the high elevation ranges.

I generously regret the inconveniences caused to the public of Upper Kheng, UK.

Life Cycle Cost Awareness in Bhutanese Construction Industry

2017-09-21T21:39:00.001+06:00

A book published. Self-authored. Go through the abstract. Thank you.

Significant knowledge gaps exist in the knowledge of Life Cycle Costing and the alternative selection of building materials in the construction industry. In order to fulfill the gaps a questionnaire survey was developed for 319 respondents using the Life Cycle Costing for the Bhutanese construction industry. Life Cycle Cost Analysis of selected components of the selected building was done taking into account relevant economic factors: initial costs, maintenance, and operational costs.

The maintenance and operation expenses are generally ignored in the building industry, especially in the design stage. For this research, the method of LCC, the present worth cost approach, was evaluated with a projection of building service life as 60 years, an inflation rate as 9.07%, and a discount rate as 0%.

A book published by Lambert Academic Publishing

About 52% of the respondents do not have an idea about LCC when making investment decisions, nor do they take maintenance, operation, and replacement costs into consideration. The lack of significant input-cost data and lack of experience appear to be the most important problems, supported by 78% who responded lack of experience and 62% who responded lack of significant input-cost data.

The LCC analysis showed that ceramic tiles, pre-painted CGI sheets, and LED lamps have the lowest life cycle costs among the many material alternatives available in the market, that is, 16% for LED lamps, 13% for ceramic tiles, and 64% for pre-painted CGI sheets.

Click the link to buy if anyone wishes to use it for academic purposes or any related research reference.

Gold Mother

2017-01-13T11:44:00.001+06:00

Mostly wander I swing deprived missing nearby eatable,

In the golden fur of beautiful raiment cover.

Jumping madly off the branches with mates

And peaceful rest to feed Kiddo makes the wander wonder.

Golden Langur of Zhemgang

Profound dark face; golden raiment cover of gold & long extreme tail

You are named Golden Langur.

Languorous care for the little one on the creepy branches,

Lively, lovely gold mother, I see in you as I stare.

I recede with smile...

Comeback

2017-01-11T12:55:00.000+06:00

Some years ago, I promise to keep my blog up-to-date. That was when I was a college student. Exactly, with the new beginning of 2017 I am two years in service. Student and working life is two complete different things. The focus target being student is only one - study. Service life comes with numerous plans and targets. Moreover working with road sector, someone needs to adjust with many ad hoc activities and get least time to sit in office and do paper works.

More than seventy percent of time is spent out of office at sites monitoring and supervising various works. It is tough at times especially during monsoon seasons. Better I don't elaborate more on my working life now. I will share my experiences in times to come. In the meantime, I have few resolutions for the year which both concern my professional and personal life.

1. Ghat tracing survey to connect Zhemgang and Mongar

2. Walk from Khomshar to Ringdibi

3. Read 20 books

4. Learn Total Station instrument and LisCAD software fully

5. Write life experiences as road engineer

6. Learn RevitArchitect software fully and design Sub-Division office

7. Reduce site visit and spend more time in office.

8. Learn driving & basic mechanics of car

9. Learn more photography skills

Financial Year 2016 - 2017

2016-07-18T12:21:00.002+06:00

The road history of Upper Kheng (UK) is in making. The most controversial GC road construction in the history of Department of Roads has been completed. Formation cutting of additional length of 1.24km to the newly proposed Gewog Centre is yet to complete with trace cutting already reached its termination point. Formation cutting of Bardo Gewog centre road (Therang - Khomshar GC road) will be completed within this financial year 2016 -2017. Trace cutting has already been terminated at the Gewog centre.

Beautiful Khomshar before road construction

Survey work for the new road that will connect Khomshar under Zhemgang and Wama under Mongar Dzongkhag is underway with Lingmithang regional office undertaking the feasibility survey until Ngomila. The road construction activity is in 12th fifth year plan. The road will connect Central and Eastern Dzongkhag.

Construction completion of GC roads has welcomed many farm roads under Shingkhar and Bardo Gewogs. Within 2015 -2016 financial year, two farm roads to Radhi and Thrisa village with 7.10 km and 9.17km respectively started its construction. Another two farm roads to Changkhar and Thajong is yet to start.

Bardo Gewog's farm roads to Phulabi and Dratshang (Gonpa) awaits trace cutting of GC road to reach Gewog centre, since all takeoff points of the farm roads are from Gewog centre road. Factually, UK's development mode is on.

Thrisa Farm road takeoff from GC road

With Chamkharchu Hydropower soon to start, roads condition and people's lives will be drastically improved.

Nimshong Sub-division office is mandated for management and administration of road projects of UK. It has blacktopping and maintenance of Buli - Nimshong (30.2km) and Phumithang Dratshang road (3.35km), formation cutting of Shingkhar and Bardo GC roads works at hand.

Budget proposal for the fiscal year 2016 - 2017 amounting to roughly Nu. 150.00 million was farsighted move. Among various proposed improvement activities of GC roads, budget for construction of only three Bailey bridges were approved with RGoB financing.

Government has pledged and prioritized blacktopping of all Gewog centre roads within 2018. Within these two financial years period, Shingkhar GC and Bardo GC road till Bardo contemplate to complete. The total GC roads to blacktop lengthen to 59.06km after completion of Therang - Khomshar GC road.

Therefore, as per the fiscal budget approval and work plan accordingly, I wish for timely release of the budget and timely completion of work.

My driver got a Gift

2016-06-21T10:00:00.011+06:00

I and my teammates, consisting of a forest range officer, junior engineers, and a driver, were on an excursion one fine Sunday to Chamkhar chu and a nearby small stream. The day was filled with joy. We collected fern and mushroom. We tried our luck to bait trout. Not for killing and eating, but for outlandish study by an engineer! It was a long wait sitting on the huge boulder, eyeing to feel the jerk. There was no bite.

Crab found in Sibjigang stream

We went on to a small tributary. We left no stone unturned in search of trout to see what it really looks like. I heard it is among the most delicious fish. Finally, we got one. The ranger confirmed it to be snow trout. I photographed it.

In the meanwhile, I posed for photographs with fish on my palm. I directed my driver to focus on the trout on the palm with a blurred background. The fish was stifling without water. After a few shutter sounds, I said, "It is ok, enough. The fish is dying."

Snow trout found in tributary of Chamkhar chu

After a while we rested under the cool umbrella of a huge tree. We drank Foster and juice to refresh ourselves. I was going through the photos snapped during our course of exhaustive search for fish.

'Where is my photo with fish?' I inquired of him. 'Here,' he pointed to the photo below after scrolling a few.

A gift or token of remembrance. Simply cool!!

I was like, WHAT?!!!, after seeing the photo. He was simply smiling and said, 'Keep it as a token of long remembrance, sir.'

Bird

2016-06-06T15:19:00.001+06:00