Sabai Dosh Arko Ma: Who’s Responsible for Public Project Delays in Nepal ?

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Introduction

"Yo project ta 2 barsha ma sakine bhaneko thiyo ni, aba 5 barsha bhayo, kaam ta adha matra bhako cha!"



If you’ve ever worked in construction, government offices, or even as a local user committee member, you’ve probably heard this line more times than you can count. In Nepal, the delay of public projects is not just common—it's become a habit. Whether it’s a road, a school building, a hospital, or a water supply line, somehow, something always goes wrong.

And yet, when we try to ask "Who is responsible?", everyone points fingers at someone else.

Contractor says: Engineer le time ma estimate wa line level nadiyar kaam dhilo vako.


Engineer says: Contractor le kaam slow garx ani kaam dhilo navayr k dhilo hunx .


 Government says: Budget release bhayena time ma.


 Local people say: Sabai milera commission khaako hunxan ani kasri xito hunu.


 Consultant says: Site ma issue aayo.


Even the weather gets blamed!

So let’s sit down, like we do during tea breaks, and talk honestly: Why do public projects in Nepal get delayed? Who’s really responsible? And what can we do to improve?

Chapter 1: A Story from "Lama Gaaun"

Let’s begin with a fictional—but realistic—story.

In Lama Gaaun, a small hilly village in Nepal, a road upgrading project was started in 2077 B.S. The plan was to blacktop 5 km of the rural road connecting the village to the highway. Budget was Rs. 5 crore, timeline: 18 months.

What happened?

  • The first 3 months went into contractor selection. E bidding procedure, they said.
  • By the time the contractor mobilized, the monsoon arrived.
  • Half the road got damaged due to landslides.
  • Excavator rental issue happened—the contractor said his supplier backed out.
  • Site engineer got transferred mid-project.
  • New engineer found errors in estimate, and requested redesign.
  • Budget had to be re-approved.
  • One local leader demanded the road should pass through his tole.

Now, it’s 2081, and only 3 km has been graveled. Budget has increased by 2 crores.

Sounds familiar?

This story is fictional, but if you ask anyone working in District Coordination Committee, Division Roads Office, or even a ward engineer, they’ll say: “Yes, yo ta hamro gaun jastai ho.”

Chapter 2: The Main Players in a Project

To understand responsibility, we must understand the roles. In most public construction projects in Nepal, these are the key players:

  1. Client – Usually a government office (like DUDBC, Municipality, DoLIDAR, Road Dept.)
  2. Engineer / Technical Team – Prepares DPR, estimates, supervises work.
  3. Contractor – Executes the work as per contract.
  4. Consultant (sometimes) – Designs and supervises.
  5. Local People / Users' Committee – Affected by the project.
  6. Politicians / Local Leaders – Influence budget and alignment.
  7. Auditor / Monitoring body – Checks later.

When the project goes well, everyone wants credit. When it goes badly, “Sabai dosh arko ma.”

Chapter 3: Real-Life Examples from Nepal

1. Melamchi Drinking Water Project

Started in 2000. Expected completion: 5 years. Actual completion: over 20 years (and still issues remain).

Why the delay?

  • Change of contractors.
  • Floods damaging structures.
  • Political instability.
  • Lack of inter-agency coordination.

2. Postal Highway

Started to connect East to West along the Terai belt. Many sections are incomplete even after 10+ years.

Delays due to:

  • Land acquisition disputes.
  • Contractor inefficiency.
  • Budget constraints.
  • No proper drainage design, causing rework.

Chapter 4: 10 Common Reasons Projects Get Delayed in Nepal

Let’s break it down like we’re explaining to interns:

  1. Late Budget Release: Budget comes in Ashar, planning starts late, and monsoon already begins.
  2. Weak DPR and Estimates: Technical errors in design cause rework, variation orders, and disputes.
  3. Lack of Equipment and Skilled Workers: Contractor hires low-skilled workers and outdated machines.
  4. Poor Contract Management: No clear penalty for delays, no monitoring.
  5. Frequent Staff Transfers: Project engineers get transferred mid-project, causing loss of continuity.
  6. Political Interference: Project alignment or contractor chosen for vote bank, not quality.
  7. No Community Involvement: Local resistance due to lack of communication.
  8. Unrealistic Timelines: 1-year time for work that needs 2 years.
  9. Corruption and Commission Culture: Contractors forced to pay commissions, so they compromise on quality and pace.
  10. Natural Events: Landslides, floods, pandemics (like COVID-19) cause genuine delays.

Chapter 5: Fictional Case – "The School That Waited"

Let’s imagine a village school in Lamjung. The old building was damaged in the 2015 earthquake. In 2076, the government approved a Rs. 1 crore project to build a new 2-storey RCC building.

The contractor was awarded the contract, and excavation began.

  • Suddenly, local people protested: “The new school should be in our tole, not the old site.”
  • Work stopped for 2 months.
  • After compromise, work restarted. But cement prices increased, and the contractor demanded extra budget.
  • Engineer delayed approval, saying it's not as per contract.
  • Contractor started using low-grade materials to save costs.
  • Auditor visited and issued a red flag.
  • Project halted for investigation.

Result: Students still studying in temporary  sheds.

Chapter 6: So, Who Is Responsible?

The answer is uncomfortable but necessary:

Everyone shares some responsibility.

  • Contractors must follow specifications and mobilize resources properly.
  • Engineers must prepare accurate estimates, supervise sincerely, and avoid favoritism.
  • Politicians must not interfere for personal gain.
  • Government must ensure timely budget release and not transfer staff mid-way.
  • Consultants must take responsibility for their design quality.
  • Local People must support and participate, not protest blindly.

Chapter 7: Solutions That Actually Work

Now let’s not just complain—let’s fix this.

  1. Digital Project Management Tools Use MIS systems to track project progress, payments, and delays.

  2. Real Penalty for Delay Include strict Liquidated Damages (LD) in the contract—and enforce them.

  3. Training for Contractors and Engineers Many don’t know NBC or standard practices. Regular training is needed.

  4. Participatory Planning Involve local people from Day 1—before DPR is made.

  5. One Project – One Team Try not to change engineers, consultants, or staff mid-project.

  6. Stop "Commission Culture" Easier said than done—but if even 50% of this leakage stops, projects will improve.

  7. Monitoring by Locals and Media Encourage social audit, citizen monitoring, and use of RTI.

  8. Use of Technology Drones for progress tracking, WhatsApp groups for real-time site updates, mobile apps for reporting.

Chapter 8: The Emotional Cost of Delay

We often forget: delays are not just about money—they affect real people.

  • The village waiting for a bridge has to walk 2 hours longer.
  • The hospital under construction means patients must go to another district.
  • The irrigation canal delay means farmers lose an entire season’s harvest.

So when we say, “Kaam chhito avayr tero k bigrya xa rw ? ” we’re justifying people’s pain.

Conclusion: Time to Stop the Blame Game

“Sabai ko dosh arko ma” is easy to say. But real change begins when we say:

“Ke garna sakinchha aba?”

Each stakeholder—from the top engineer in Kathmandu to the site supervisor in Salyan—needs to take ownership. Delays and cost overruns will always exist in some form. But with honesty, proper planning, and collaboration, we can reduce them significantly.

Because at the end of the day, a delayed project is not just a technical failure—it’s a failure of trust.

Let’s stop the blame game, and start being part of the solution.

Quote to End With:
"Kaam chhito bhaye, sabai khusi hunchhan. Tara kaam adhurai rahe bhane, doshi khojne khel jari rahanchha."



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