What governance reforms has DBKL implemented in six months?

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DBKL Has Introduced 16 Governance and Administrative Reforms in the Past Six Months

Kuala Lumpur City Hall (DBKL) has implemented 16 governance and administrative reform initiatives over the last six months. These reforms were initiated following a low score of 0.08 per cent in the Public Service Corruption Ranking, as part of the 2025 Local Authority Star Rating System. The measures aim to strengthen DBKL’s administration, governance, integrity, and service delivery system, addressing specific procedural weaknesses identified by the Malaysian Anti-Corruption Commission (MACC).
Addressing Identified Procedural Weaknesses

A key focus of the reforms has been to rectify five specific procedural weaknesses highlighted by the MACC. These areas include the management and implementation of radio studio broadcast content production, the allocation of Ramadan Bazaar sites, the oversight of contracts for business licensing services, the governance of the Malaysian Statutory Bodies Association Sports Championship, and the management of rental collections for public and people's housing projects. These initiatives are designed to bring greater transparency and accountability to these critical operational areas.
Enhancing Separation of Powers and Oversight

To ensure a more robust governance structure and prevent political interference, the Special One Stop Centre (OSC) Committee has been abolished. Furthermore, access to the OSC 3.0 Plus Portal has been extended to all Members of Parliament (MPs) within the Federal Territory of Kuala Lumpur. This allows MPs to review development applications and provide their input to the mayor, thereby fostering a more collaborative decision-making process.
Strengthening Financial Controls and Committee Structures

The authority of the mayor to approve contributions has been capped at RM3,000, with any requests exceeding this amount now requiring a decision from the Top Management Committee. To further enhance checks and balances and mitigate potential conflicts of interest, new committees have been established, including the Audit Committee, the Governance and Integrity Committee, and the Mayor’s Contributions Committee. Notably, the Audit Committee is no longer chaired by the mayor, and job rotation for officers in sensitive positions has been introduced.
Expanding Digitalisation and Service Delivery

DBKL is actively expanding the digitalisation of its services, with 170 online application services available as of July, and a target of 180 by the end of the year. The long-term goal is to process all applications online by 2030. The introduction of the e-Lesen system, integrated with the Departmental Enforcement System (SPJ), aims to streamline licensing processes. Additionally, a new licensing renewal policy effective July 1 extends the validity period for licences to three years, simplifying business operations. The phased rollout of body-worn cameras is also slated to begin in the fourth quarter of this year.

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What governance reforms has DBKL implemented in six months?

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