The implementation of public low-cost housing programme in Malaysia 1976-1990.

This thesis has examined the problem of target under-achievement of the
Public Low-Cost Housing Programme (pLCHP) in three Malaysian five-year
development plans between 1976 and 1990. The study tested the "policy
implementation" approaches and data were analysed by the combination of both
quantitative and qualitative techniques. The study focused on: (a) the project's
preparation and planning; (b) the projects' funding and resourcing; and, (c) the effect
of inter-actions amongst agencies and actors at the local level. The study confirmed
that there were associations between these factors and the programme's performance.
Analyses on time taken to complete the projects' implementation process
confirmed that there was no significant difference between the five-year plans. This
implied that no improvement occurred despite attempts and measures to improve this
programme. The project implementation process involved four stages: (a) preparation
and planning; (b) resourcing; (c) construction; and, (d) completion. Delays occurred
because the longest time was spent on the preparation and planning stage. Delays at
this stage caused further delays in other stages. Target shortfall occurred because of
implementation delays where the mean project completion time was more than fiveyears
and a large number of projects were completed outside the intended plan.
There were also relationships between the programme funding and its
performance. Delays in implementing the projects caused cost increases and further
cost increases when projects were not completed within the five-year plan. Delays in
starting the construction rendered the amount of funding allocated no longer adequate
to cover the total project cost. Correct estimation and proper project preparation were
important for building houses within the five-year plan and within the funding
provided. Inadequate funding was made to this programme and as a result the states
had to meet project costs from their own funding. The project cost also increased as
time elapsed from 1976 to 1990 during the three five-year planning periods.
This study validated the "bottom up" perspective of program implementation
where it confirmed that there was a relationship between the interactions of actors and
agencies at the bottom and the programme performance.