a. Since November 2009, there have been discussions about Langkawi tourism development by the Cabinet. The Ministry of Tourism and Culture Malaysia as well as the Langkawi Development Authority (LADA) were among Ministries/Agencies which have been instructed to rejuvenate the island‟s tourism industry in collaboration with other Ministries/Agencies such as the Ministry of Finance Malaysia and Economic Planning Unit (EPU). In October 2010, EPU‟s top management agreed to study a formulation of Langkawi Tourism Blueprint [Blueprint Pelancongan Langkawi (BPL)] with the purpose of rebuilding Langkawi‟s tourism industry. The development of BPL has been implemented for the period 2011 to 2015 with the aim of achieving its aspiration by making Langkawi as the 10th islands and eco-tourism destination in the world by year 2015. The implementation of BPL is expected to increase Langkawi‟s tourism revenue by two-fold in year 2015 amounting to RM3.8 billion and creating 4,200 new job opportunities. BPL has outlined 14 key initiatives aiming at boosting the tourism industry in Langkawi. As a result, the Delivery Management Office (DMO) by LADA has been established to coordinate and monitor the implementation of 14 BPL key initiatives among Ministries/Agencies involved.
b. Audit conducted between December 2014 to December 2015 revealed that the overall performance for this project is satisfactory whereby 18 (75%) out of 24 projects were completed within BPL implementation period. In addition, continuous monitoring on projects/ programmes has ensured that it was well managed and organised to achieve its desired goals. However, to increase the efficiency of the implementation, there were some aspects that could be improved as follows:
i. 6 (25%) out of 24 projects were not completed within BPL stipulated period (2011-2015);
ii. scheduled preventive maintenance for LED (Light Emitting Diode) Lighting and Solar Projects from Taman Lagenda to Dataran Lang were not carried out which cause damages on sculpture and solar lights were not properly functioned;
iii. the incentive/sponsorship guidelines for MICE Group (Meeting, Incentives, Conferencing and Exhibitions) were not clear in relation to types of incentive/sponsorship resulted in uncontrolled and unnecessarily spending; and
iv. there was no Service Level Agreement (SLA) established between LADA and Consulting Company to ensure that consultants have carried out their roles and responsibilities effectively.