An effective governance structure that includes all relevant stakeholders is a critical foundation for the success of the CITP.


Effective Industry Collaborations

Many of the CITP’s initiatives were designed to be led or supported by industry players.

The CITP was designed to be a collaborative effort. For the CITP to be successful, everybody needs to come on board to implement aspects of the CITP that are within their jurisdiction. This enabler taps into the skills and professions of industry players, as a mechanism for them to bring their expertise in supporting the initiatives of the CITP.

Industry players will be strongly represented in the Initiative Working Groups and Thrust Working Groups.

To date, many industry players have pledged their support for the CITP through a formal declaration of support.

The stakeholders from government and industry that have signed Pledges of Support for the CITP in February 2016 are listed here. Click on the respective entity to view their pledges.

Robust Governance

The robust governance enabler was established to ensure that roadblocks, challenges, issues are not swept under the carpet but are addressed at four levels. This third enabler will ensure that the CITP moves forward in terms of achieving its KPIs and the outcomes that we aspire to by the end of 2020.

The Malaysian Cabinet is the highest level of reporting for the CITP. Issues in implementation are escalated here only when they cannot be addressed at the previous three levels.

The topmost level of the CITP’s governance structure is the Ministerial Committee (CITP-MC). Sitting at the top of the CITP governance structure, the CITP-MC will steer implementation of the CITP and be responsible for the overall success of the Programme. The CITP-MC is chaired by the Minister of Works and comprises members from seven relevant ministries and agencies as well as academicians. The CITP-MC will present periodic progress updates to the Malaysian Cabinet and the Special Committee on the Services Sector.

Below and reporting to the CITP-MC are four Thrust Working Groups (TWG)s, one for each of the CITP’s thrusts. The Thrust Working Groups main function is to support the executive decision-making of the CITP Ministerial Committee.

The TWGs will be chaired by CIDB board members who are recognised for their excellence in the respective Thrust and co-chaired by a member of a key ministry or agency central to the CITP.

Reporting to the TWGs are 18 Initiative Working Groups (IWGs), one for each of the initiatives under the four thrusts of the CITP. Each IWG will report to their respective TWG, as seen in the diagram. The IWGs are represented both by public representatives from the public sector as well as representatives from the private sector who have at least 15 years of experience in the construction industry. This model was selected as the CITP calls for both the public and the private sector to work together to ensure that there is synergy in implementing the CITP.

Any roadblocks or issues that arise during implementation of the CITP must first be addressed at the IWG level, failing which it escalates to the TWG. In the event that the issues escalated to the TWGs cannot be resolved at that level, then they escalate to the CITP-MC. Due to the strength of the CITP-MC members, issues that reach this level are expected to be resolved here. Only issues which require changes to national policies or even drafting of a new one, will be escalated to the Cabinet level or to the Special Committee on Services sector, both of which are chaired by the Prime Minister.

CABINET/Special Committee on Services Sector (SCSS)
Chair: Prime Minister

CITP Ministerial Committee (CITP-MC)
Chair: Minister of Works

4 Thrust Working Group (CITP-TWG)

Members: Chairman & Dep. Chairman of Relevant IWGs

20 Initiative Working Groups (CITP-IWG)
Chair: Industry Leader
Dep. Chair: CIDB Board
Secretariat: Initiatives’ Owner

Members: Relevant Government and Industry Representatives

Strong Coordinating Body

It was recognized early on in the development of the CITP that there must be a strong coordinating body that looks into all aspects of implementing the CITP, from tracking, from monitoring, from helping to resolve issues, to getting the right people to be in a the right committees. All these functions must be overseen by a central office that can effectively coordinate due to having a bird’s eye view of the CITP’s implementation.

This body was established in January 2015 as the Programme Management Office (PMO). The PMO is the Secretariat to the CITP governance structure and will be the coordinating body until 2020 when the CITP’s five years are over. The PMO is tasked with driving implementation of the CITP through monitoring, managing and reporting on the CITP’s progress. The PMO also coordinates implementation activities of the CITP-C and the TWGs and was instrumental in establishing the Robust Governance enabler.

The PMO will be responsible for the following:

  • Providing coordination and project management support to project teams
  • Ensuring key cross-functional engagement
  • Providing transparent decision support to CEO/CSC/CITP-MC
  • Proactively and regularly communicate to leadership and key stakeholders
  • Provide thought-leadership and guidance to initiative owners
  • Track and report achievement of targets
  • Proactively identify program level issues to support prompt resolution
  • Support escalation of issues for resolution using appropriate channels

The PMO is not accountable for programme delivery and does not manage individual initiatives. The PMO also does not have the power to add initiatives or approve changes to initiatives.