Teams 51 to 75 gathered in Hall III with a shared purpose to reimagine the Royal University of Bhutan (RUB) as a globally competitive, nationally relevant, and digitally advanced institution. Across 25 presentations, the discussions were honest, critical, and forward-looking. The teams did not shy away from difficult realities such as faculty attrition, declining student enrolment, fragmented research, and infrastructural gaps, instead offered practical and innovative solutions.
By the end of the first round, four teams were selected for the Grand Finale:
- Team 54 – SOP 360°: A Value-Driven Holistic Framework for Effective Implementation in RUB
- Team 59 – Green Data Hub
- Team 62 – Building a Unified Faculty Research Portal for RUB
- Team 70 – Positioning Academic Research for National Transformation
Below is a structured summary of the key themes that shaped the conversations in Hall III.
1. Faculty Attrition and Human Resource Development
One of the most pressing concerns discussed was faculty attrition. Many experienced academics are leaving Bhutan in search of better salaries, professional recognition, career growth, and improved work-life balance. While financial disparities between Bhutan and destination countries are difficult for RUB to address directly, participants noted that internal reforms are possible.
Several ideas focused on improving faculty satisfaction and retention:
- A “Grow Where You Teach” model emphasizing non-monetary incentives, structured career pathways, and well-being initiatives.
- Moving from short-term, “episodic” workshops to a sustained professional development framework.
- Strengthening academic writing skills to reduce self-doubt and improve research quality.
- Establishing a Centralized Programme Development Unit (CPDU) to reduce administrative burden and allow faculty to focus on teaching and research.
The overall message was clear: retaining talent requires both systemic reform and a supportive academic culture.
2. Declining Student Enrolment and Holistic Success
Hall III also reflected on a troubling statistic. Student intake reportedly declined from 35% in 2023 to 22.7% in 2024. This drop raises serious national concerns, including education migration, financial outflow, and loss of skilled human capital.
Teams identified possible causes such as limited programme diversity, resource constraints, mathematics barriers, strict screening procedures, and reliance on government funding.
Proposed solutions included:
- RUB Online, offering flexible and modular learning pathways.
- A Competency-Based Education model focusing on applied skills such as AI literacy and problem-solving.
- A Holistic Student Development Matrix (HSDM) to assess values, leadership, and emotional well-being alongside academic performance.
- A strengthened Success Center and counselling services to support student transition and mental health.
- A university-wide initiative to rebuild a strong reading culture, addressing concerns about declining critical thinking due to over-reliance on AI summaries and social media.
These proposals emphasized that student success must go beyond grades. It must nurture capable, ethical, and resilient graduates.
3. Academic Writing and Research Visibility
Another recurring theme was the need to strengthen RUB’s academic writing culture and increase the visibility of its research. Many faculty members have not received sustained training in modern scholarly writing, which sometimes results in weak referencing and limited engagement with international standards. Short-term workshops alone are not enough to build long-term competence.
At the same time, research efforts remain fragmented across colleges. Without a centralized platform to showcase projects and publications, it becomes difficult for policymakers and international collaborators to access RUB’s work.
To address this, teams proposed:
- A Unified Faculty Research Portal to document and connect research across colleges.
- Policy Co-Creation Labs to link research directly with national development priorities.
- The establishment of a RUB Consulting Group (RCG) to institutionalize faculty expertise and generate revenue while supporting staff retention.
The goal is to ensure that RUB’s research becomes visible, relevant, and impactful at both national and international levels.
4. Digital Transformation and Infrastructure
Hall III recognized a “Standards Gap” in infrastructure and digital systems. To compete globally, RUB must modernize its technological ecosystem.
Key proposals included:
- A Global Gateway Model featuring advanced connectivity, Smart Learning Studios, and improved student housing.
- A Green Data Hub, a distributed network of data centres to ensure data sovereignty and support research sustainability.
- The concept of a RUB Digital City, integrating geographically dispersed colleges into a single digital campus.
- An ethical AI framework titled “AI as a Tool, Not an Answer”, promoting reflective learning and academic integrity.
Digital transformation was framed not as modernization for its own sake, but as a strategic move to enhance quality, collaboration, and global engagement.
5. Governance, Quality Assurance, and Values
Institutional reform was another strong theme. Teams argued that efficiency and accountability must be strengthened at the governance level.
Proposals included:
- SOP 360°, transforming standard operating procedures into monitored and practical workflows.
- Establishing a University Quality Assurance and Enhancement Body (UQA&EB) to review research, administration, and institutional performance holistically.
- The ASPIRE framework (Agility, Service, Professionalism, Integrity, Respect, Excellence) to connect institutional values with measurable behaviours.
- A Campus-to-Community Clean Initiative, encouraging colleges to lead local environmental engagement.
These ideas emphasized that systems and values must work together to build a credible and responsible institution.
6. Financial Sustainability
Finally, discussions addressed the need for diversified income streams. Proposed initiatives included:
- Institutionalizing consultancy services through the RUB Consulting Group.
- Launching a Transnational Executive MBA.
- Establishing a structured Alumni Association to generate modest, reinvestable revenue.
Financial sustainability was seen not as commercialization, but as a way to support innovation and long-term growth.
Moving Forward
Hall III was not merely a pitching session it was a space for collective reflection on RUB’s future. The conversations revealed both deep challenges and strong commitment to reform. From faculty welfare to digital transformation, from research visibility to student well-being, the proposals demonstrated a shared desire to align RUB with national development goals while preserving Bhutanese values.
The selection of Teams 54, 59, 62, and 70 marks the beginning of the next stage. The ideas are ambitious, but they reflect a university community ready to rethink, rebuild, and reimagine its future.