Putrajaya is a “smart city in a garden” and is located 25 kilometers south of Kuala Lumpur. It is a futuristic city which houses the administration centre of the Federal Government. Compared to Kuala Lumpur, a city which is a legacy of colonial times, Putrajaya was developed by Malaysia’s own and is inspired by local culture. Construction began on the 16th of April 1995, Putrajaya will use IT applications.
Putrajaya sits on an area of 4,931 hectares and was developed at a cost of RM20.5 billion. It houses the administration centre of the Federal Government, housing, commercial, social and religious facilities.
Pembangunan Infrastruktur
1999 - Putrajaya
1999 - Istana Budaya
Istana Budaya’s history began in 1964 and the process of its establishment commenced in 1971 by the National Cultural Congress. In 1994, the planning for the construction of the National Theatre (before it was known as Istana Budaya) began. Construction began in 1995 and three years later in 1998, the National Theatre moved to its new premises on Jalan Tun Razak. In May of 1999, Istana Budaya, previously known as the National Theatre, was officially opened by the Prime Minister, Dato’ Seri Dr Mahathir Mohamad.
1998 - Malaysia-Singapura Second Link
The Malaysia-Singapore Second Link (LINKEDUA) is a highway bridge network linking Johor, Malaysia to Singapore. The 44km expressway connects northwards as far as Senai to the border of Malaysia and Singapore at Tuas. The link was built to reduce congestion at the Johor Causeway.
The Second Link was officially opened on the 18th of April 1998.
1998 - National Sports Complex
The Malaysian National Sports Complex is a beautiful and impressive building, built specifically as the main venue for the 1998 Commonwealth Games. The sports complex is capable of hosting various types of sports and large events orientated towards business and entertainment.
The main area of the National Sports Complex comprises of three main sports buildings. This includes the National Stadium which boasts 100,000 seats, the National Aquatic Centre and the Putra Stadium. Each building was designed and built according to international standards.
1998 - PUTRA Light Rail Transit System
The PUTRA Light Rail Transit System connects suburban areas in the east and west of Kuala Lumpur. It is an integral part of a modern network of the city’s transportation system. The system covers a network of 29km and is the longest driverless automatic light rail system in the world in its first year of operations, until another light rail service in Lille, France was extended to 32 kilometers in the year 2000.
The PUTRA Light Rail Transit System is now known as Kelana Jaya Line(KLJ) since July 2005.
1998 - Wetland Putrajaya
The Putrajaya Wetlands is located at the fringes of the new Malaysian administration centre. It is the largest man-made freshwater wetland in a tropical area. It functions as an education centre, a recreation facility, an eco-tourism destination as well as a flood control system and a natural water catchment area for the 600 hectare Putrajaya Lake. More than 70 species of wetland plants and 24 species of freshwater fish has been cultivated in this park.
1998 - Kuala Lumpur International Airport
The Kuala Lumpur International Airport is located in Sepang, Selangor, 50 kilometers from Kuala Lumpur. It is the largest and busiest airport in Malaysia. Opened in 1998, it Is also a main hub for Malaysia Airlines and AirAsia. The airport slogan is “to bring the world to Malaysia and Malaysia to the world”. The airport is modeled on concept of “an airport in the forest, and the forest in the airport”. This environment provides a peaceful ambience to passengers and introduces Malaysia’s flora to international visitors..
1997 - Genting Skyway Cable Car
The Skyway Genting Cable Car service in Genting Highlands, Pahang is the longest cable car system in Malaysia and South East Asia. The system operates over a distance of 3.38kl from its station at the foot of the hill to the resort hotel located 2,000 km above sea level. The system is the fastest of its kind in the world – each gondola, which can seat 6 passengers, can move at a maximum speed of 6m per second, or 21.6km per hour.
1996 - Petronas Twin Tower
The Petronas Twin Towers is the tallest building in the world at a height of 451.9m (1483 feet). The twin towers is connected at the 41st and 42nd floors via a sky bridge measuring 58.4 meters. The towers were designed by Cesar Pelli and Associates, and costed US$1.2bn. The towers was built as the corporate headquarters of PETRONAS and as part of the Kuala Lumpur City Centre (KLCC) project. The 88 floor tower was designed with geometric principles which is at the core of Islamic architecture. The building’s design is based on geometric symbols typical of Islamic architecture, symbolizing stability, harmony, unity and rationality.
1996 - Kuala Lumpur Tower
The Kuala Lumpur Tower stands at 421 meters and is the fourth tallest telecommunication tower in the world. Opened in 1996, the tower features traditional Malaysian and Islamic design. The tower was designed by Kumpulan Senireka Sdn Bhd and was built by the Wayss & Freytag firm from Germany.
1994 - North South Highway
The North-South Highway is the first national highway project to link the northern and southern parts of Peninsular Malaysia, crossing 9 states and connecting main townships on the west coast, making it the longest highway network in Malaysia with an overall distance of 847.7 kilometers.
The North-South highway became the catalyst for development and the backbone for the transportation network on the west cost of Peninsular Malaysia. It is operated and managed by the PLUS Expressway Berhad concession company.
1992 - Keretapi Tanah Melayu Berhad
Keretapi Tanah Melayu Berhad (KTMB) is the main railway operator in Peninsular Malaysia. Previously under the purview of the Malayan Railway Administration agency, it is now known as Keretapi Tanah Melayu Berhad (KTM Bhd or KTMB) as a result of a government-led corporatisation exercise in 1992. KTM is fully-owned by the Federal Government and provides two types of services – the Intercity KTM and KTM Commuter.
1988 -Sultan Salahuddin Abdul Aziz Mosque Shah
The Sultan Salahuddin Abdul Aziz Mosque in the city of Shah Alam can accommodate 24,000 worshippers at any one time and is the largest mosque in South East Asia. This mosque features the tallest minaret and largest prayer hall dome in the world. The dome extends to a height of 106.7 meters at its peak with a diameter of 51.8m. Its construction was completed on 11 March 1988.
1985 - Penang Bridge
The Penang Bridge is the longest bridge in South East Asia, and third longest in the world. It is 13.5 kilometers long, of which 8.4 kilometer traverses the sea. It connects the Jelutong Highway in Bayan Lepas, Pulau Pinang with the peninsular mainland in Seberang Prai.
Construction work began in 1982 and was completed in 1985. This bridge carries with it the pride of the nation. It has been acknowledged as a notable engineering achievement as the mid-structure of the bridge, or cable-stayed bridge) is considered as one of the earliest of its kind in the world.
Introduction
The implementation of a development programme/project will go through a project life cycle which encompasses a planning, implementation and comprehensive and detailed evaluation process to ensure that the programme/project is in line with established policies.
A good planning process will require cooperation from the grassroots/district level to assist management to make the right decision in ensuring the planning of a programme/project implementation. In project monitoring, the Implementation Coordination Agency which was formed under Directive No. 1, the 2004 National Action Council has outlined the roles and responsibilities of each level (Federal, State and District) in coordinating the implementation of the nation’s development projects.
In addition to those under Directive No. 1, 2004, several monitoring systems were developed and utilized to ensure the effectiveness of the monitoring mechanism. Beginning with the Red Book System in 1957, followed by SSP I in 1971, SETIA (1981), SIAP (1991), SMBSS (1996) and finally SPP II (2001).
Achievements in development is can be measured through the performance of spending from the development allocation in each 5-Year Malaysia Plan (RMLT). In RMK-6, as much as RM54.7 billion or 93.5% of RM58.5 billion has been spent from the total allocation amount. In RMK-7, as much as RM99.0 billion or 95.6% has been spent from the total allocation of RM103.6 billion. In RMK-8, as much as RM169.1 billion or 99.5% of RM170.0 billion has been spent from the total allocation. As for RMK-9, as of 31st March 2007, the spending performance of development project implementation has reached RM41.4 billion, or 20.6% from the total allocation of RM200.0 billion.
| Note : * Spending as of 31 Mac 2007 Does not include RM20 billion allocated for the PFI Project |
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In the period of RMK-9, a total of 48.755 projects are being implemented across 28 ministeries. As of 31st March 2007, 18.400 projects or 37.7% are in planning, 3,984 projects or 8.2% have not commenced, 673 projects or 1.4% are behind schedule, 13,335 projects or 27.4% are according to schedule, 357 projects or 0.7% are ahead of schedule and 12,006 projects or 24.6% are completed. |
Project Status RMK-9 until 31 Mac 2007
| Status | Number of Projects | Pecentage (%) |
| In Planning | 18,400 | 37.7 |
| Not Commenced | 3,984 | 8.2 |
| Behind Schedule | 673 | 1.4 |
| On Time | 13,335 | 27.4 |
| Ahead of Schedule | 357 | 0.7 |
| Completed | 12, 006 | 24.6 |
On 16th March 2005, Cabinet has decided that ICU JPM is given the responsibility of implementing outcome evaluations which focuses on the output and impact of each project which has been implemented by the ministries, departments and agencies at the federal and state levels. Evaluation is a part of the process of strategic transition to focus on planning, and value for money in implementing national development programmes/projects. The results of these evaluations will assist related parties in deciding whether to maintain, improve or cancel the implementation of a particular development project. Evaluations identifies whether or not a project’s implementation benefits its target group or not. This also translates to accountability, integrity and transparency in the government’s delivery system in implementing national development projects.
Malaysia is in the process of becoming a developed nation in the year 2020. In line with this, the Government has introduced the National Mission, a policy and implementation framework which outlines the nation’s priority in implementing development programmes/ projects. RMK-9 is the first 5-year period in achieving the mission targets, which includes 5 key drivers:
- To increase the economy in a higher value chain;
- To increase the knowledge and innovation potential of the nation, as well as develop a “first class” mentality;
- To overcome the problem of continued socioeconomic imbalance in a productive and constructive manner;
- To increase and improve on living standards and quality of life;
- To strengthen the institutional capability and implementation.
Emphasis which has been given by the nation’s top leadership elevated ICU JPM as the main monitoring agency with the approach to monitor the implementation of development programmes/projects in line with all five drivers of the National Mission. Through the SSP II monitoring system developed by ICU JPM, the status of project implementation and budget allocation performance can be translated based on the five drivers.
Kompleks Pejabat Kastam Kelana Jaya; Kompleks Kementerian Hal Ehwal Dalam Negeri Melaka; Kompleks Custom, Immigration and Quarantine (CIQ), Johor Bahru; Projek Perumahan Rakyat Jalan Cochrane Wilayah Persekutuan.
Source: Unit Penyelarasan Pelaksanaan (ICU)
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