Govt task force revives 1,260 sick and abandoned housing projects worth RM121.44b since 2023, says deputy minister

The government’s Sick and Abandoned Private Housing Project Task Force (TFST) has surged forward since its inception in 2023, delivering notable progress across a broad spectrum of private housing projects. Deputy Housing and Local Government Minister Datuk Aiman Athirah Sabu highlighted sizable revival efforts, documenting hundreds of projects brought back from the brink and a measurable reduction in sick, delayed, and abandoned developments. The ministry’s strategic aim remains clear: to safeguard homebuyers’ interests, restore confidence in the private housing sector, and push toward zero abandoned projects by 2030 through intensified monitoring, targeted interventions, and close cooperation with local authorities and utility providers. The achievements are framed not only by raw project counts but also by the value locked in these developments, as reflected in units completed, CCC milestones, and the overall development value that has regained life through TFST’s work. This article examines the TFST’s mandate, its quantified achievements, the methods behind its interventions, the stakeholders involved, the implications for homebuyers and the housing market, and the organization’s roadmap toward the 2030 objective.

Background and Mandate of the Sick and Abandoned Private Housing Project Task Force

The TFST was established in 2023 in response to a rising crisis within private housing development, where a significant portion of projects faced sickness, delays, or abandonment, compromising buyer confidence and the broader housing market stability. TheTask Force was created as a centralized mechanism to systematically identify, assess, and intervene in projects that were either sick—indicating poor performance relative to the planned schedule and budgets—or abandoned or delayed, with the ultimate aim of reviving construction activity and bringing projects to completion. The formation of TFST marked a strategic shift toward proactive governance, with a structured framework designed to assess the current status of each project, map the impediments, and implement targeted interventions.

This framework hinges on a multi-stakeholder approach that brings together developers, local authorities, technical agencies, and utility providers, ensuring that project revival is not solely a financial exercise but a coordinated operational effort. The TFST’s mandate encompasses several core activities: carrying out rigorous status assessments for each project, identifying barriers—whether financial, regulatory, technical, or supply-chain-related—designing practical intervention plans, and monitoring implementation to ensure that corrective measures translate into tangible progress. The goal is to preserve the rights and interests of homebuyers, maintain market confidence, and support the private housing sector’s continuity. A central thread in the TFST’s approach is the use of objective metrics to gauge progress, including the number of projects revived, the units involved, the gross development value (GDV), and milestone outcomes such as achievement of the Certificate of Completion and Compliance (CCC). The ministry emphasizes a structured, evidence-based methodology to advise policymakers and to guide field operations, ensuring accountability and transparency across the process.

This mandate aligns with the broader national housing policy, which seeks to reduce the number of abandoned private housing projects and streamline project delivery timelines. The TFST’s work is recognized as a critical instrument to identify systemic bottlenecks that typically affect large private developments, including funding gaps, regulatory delays, engineering challenges, and logistical constraints. By tackling these issues holistically and coordinating across agencies, the TFST operates as a central node for intervention strategies, data collection, and strategic decision-making. The ministry’s long-term objective—zero abandoned projects by 2030—serves as a measurable target that drives policy refinement and operational discipline. In this context, the TFST’s revival of stalled projects is not merely a temporary fix; it is part of a broader reform pathway to enhance project viability, protect buyers, and stabilize the housing market.

Within the TFST’s governance, regular meetings serve as review forums to assess progress, adjust action plans, and reallocate resources as needed. The task force emphasizes regular site visits and direct oversight as essential tools to verify the status of projects, ensure accountability among developers, and maintain momentum toward completion. The governance model also calls for transparent reporting to stakeholders, with the aim of building trust among homebuyers, financial institutions, and the wider public. The TFST’s strategic direction thus balances aggressive intervention with prudent risk management, recognizing that the revival of private housing projects requires sustained collaboration, a clear line of accountability, and a comprehensive understanding of the complexities inherent in large-scale development programs.

Quantitative Achievements and Momentum

Since its inception, the Sick and Abandoned Private Housing Project Task Force has recorded substantial headway in reviving private housing projects and accelerating the delivery of homes to buyers. The aggregate figures reported by the Deputy Minister illuminate a momentum that goes beyond isolated successes, signaling a systemic shift in how sick and abandoned projects are treated and resolved. To date, the TFST has revived a total of 1,260 private housing projects, encompassing 150,968 housing units, with a gross development value (GDV) of RM121.44 billion. This broad tally captures the cumulative impact of continuous interventions across diverse developments, ranging from mid-sized projects to large masterplanned communities that had stalled for protracted periods. The revival of this volume of projects demonstrates the TFST’s capacity to convert administrative and strategic commitments into tangible construction activity, thereby mitigating losses for buyers and investors and reinvigorating the housing market.

In the current year, the TFST has maintained a high tempo of revival activity. Across 2025, 325 sick and delayed housing projects, comprising 36,922 units, with a combined GDV of RM28.85 billion, have been revived. This year-on-year figure reflects not only ongoing efforts to salvage projects that had stalled but also the effective deployment of resources and targeted remedies designed to unlock stalled pipelines. The emphasis on 2025 activity underscores the TFST’s ability to translate strategic intentions into measurable outputs, reinforcing confidence among stakeholders about the government’s commitment to address long-standing project issues through disciplined project management and cross-sector collaboration. The scale of these 2025 revivals is significant in that it demonstrates a sustained focus on project outcomes rather than passive oversight.

In addition to reviving sick and delayed projects, the TFST has achieved notable success in resolving abandoned housing projects, either by advancing construction toward completion or by facilitating agreed settlements that satisfy the original development intents. Specifically, eight abandoned projects, totaling 1,299 housing units with a GDV of RM109.05 million, were fully resolved through completion up to the CCC or through other agreed settlement mechanisms. This is a meaningful achievement because abandoned projects represent both a financial risk and a reputational challenge for developers, buyers, and government authorities. The resolution of these eight cases demonstrates the TFST’s capacity to convert stalemate situations into constructive outcomes that restore investor confidence, protect homebuyers’ rights, and demonstrate the government’s commitment to accountability and effective governance in private housing development.

Moreover, as of August 31, the TFST’s nationwide data show a nuanced but positive movement in project statuses. The task force recorded 144 private housing projects with delayed status, 345 sick projects, and 108 abandoned projects across the country. While these numbers reflect ongoing challenges in the housing sector, they also illustrate progress when compared against earlier baselines. For example, sick projects were reduced from 360 as of June 30 to 345, and delayed projects declined from 233 to 144, with abandoned projects nearly stable, decreasing slightly from 109 to 108. Deputy Minister Aiman Athirah Sabu interprets these trends as evidence of the TFST’s effectiveness, particularly in its approach of conducting current-status assessments and applying targeted interventions to revive problematic developments. This quantitative evidence helps researchers, policymakers, and market participants understand the real-world impact of TFST’s intervention framework.

The approach to verification and progress tracking includes regular field activities and transparent reporting. TFST has instituted structured site visits as a core component of monitoring, with 34 projects inspected in the previous year and a further 26 projects visited from January 1 to August 31, 2025. The deputy minister noted that she has personally visited 60 projects, with 36 of them achieving CCC and the remaining 24 showing progress and expected completion on schedule. These figures illustrate not only the on-the-ground intensity of the TFST’s oversight but also the practical outcomes of these inspections, which often catalyze collaborative problem-solving among developers, local authorities, and technical agencies to resolve bottlenecks. The results of site visits provide a concrete basis for measuring success beyond administrative status, translating into credible milestones such as CCC attainment and timely project completion.

The achievements are attributed to a climate of close cooperation among the TFST, local authorities, technical agencies, and utility providers, which collectively contribute to a smoother revival process. The TFST’s leadership emphasizes that these successes are the product of a coordinated effort rather than a single agency’s action. The interagency collaboration ensures that critical components—such as land titles, electricity and water supply, drainage, roadworks, and other essential utilities—are aligned with construction timelines. Without synchronized support from utility providers and technical agencies, the revival of large-scale housing projects would face substantial risk of delays or cost overruns. The TFST’s ability to synchronize these inputs with a coherent intervention plan is central to its demonstrated success and is a critical factor in maintaining progress toward the 2030 zero-abandoned-project goal.

In terms of outcomes and public perception, the sheer scale of revived units—hundreds of thousands of homes within a decade—has a meaningful impact on buyer confidence, market activity, and the broader economy. This momentum underscores the importance of maintaining robust monitoring mechanisms, persistent stakeholder engagement, and continuous improvement in intervention strategies. The TFST’s ongoing work not only rescues individual projects but also strengthens the private housing sector’s resilience against future shocks by creating a replicable model of intervention that other sectors can emulate. Stakeholders—ranging from homebuyers and developers to lenders and local government units—are watching the TFST’s performance closely, given the policy implications of a successful revival program on housing affordability, urban development, and long-term financial stability.

Operational Strategies: How the TFST Revives Projects

The TFST’s operational methodology centers on systematic assessment, targeted intervention, and rigorous monitoring. This multi-phased approach begins with a comprehensive status review of each project to determine where the key bottlenecks lie and what type of intervention would be most effective. Assessments consider not just the current physical progress, but also financial viability, regulatory compliance, land and title issues, engineering challenges, and supply-chain constraints. A central premise of the TFST is that late-stage problems demand different remedies than early-stage issues. For sick projects, remedies may include re-scoping budgets, renegotiating supplier contracts, or bringing in additional technical expertise. For pending CCCs, the focus often shifts to verifying compliance with regulatory standards, ensuring that all required inspections have been conducted, and expediting the final approvals necessary to obtain CCC and move construction forward toward completion.

Intervention measures are designed to be practical and time-bound, with clear milestones and accountability. The TFST emphasizes the use of pragmatic solutions over bureaucratic remedies. For example, it might coordinate with local authorities to streamline permit approvals, mobilize utility connections, or adjust roadworks sequences to align with construction progress. In some cases, the solution may involve facilitating settlement agreements or arranging alternate financing arrangements to allow the project to resume construction. The aim is not simply to restart activity but to put the project on a trajectory toward timely delivery, preserving the original planning objectives and protecting the interests of homebuyers who have invested in these developments.

Regular monitoring is a cornerstone of the TFST’s approach. The task force conducts frequent site visits and engages with developers, contractors, and site engineers to verify progress and identify issues early. The deputy minister noted the scale of site visits—34 projects inspected in the previous year and 26 projects visited in 2025 up to August—and highlighted the personal involvement in project oversight, with more than 60 projects personally reviewed to date. These visits serve multiple purposes: they validate reported progress, uncover discrepancies between reported and actual progress, and provide a platform for direct dialogue with developers about challenges and corrective actions. The data gathered during site visits feed into the TFST’s performance metrics and decision-making processes, ensuring that interventions are grounded in real-world conditions rather than abstractions.

A critical component of success is the attainment of CCC for completed or substantially completed projects. The CCC represents a formal recognition that the building work complies with applicable construction and safety regulations, enabling occupation or further occupancy. The TFST reports that 36 of the visited projects have obtained CCC, with 24 others showing progress and expected completion on schedule. These CCC milestones are vital for buyer confidence, lending activities, and potential resale or investment considerations. They also serve as tangible indicators of progress to policymakers and the public, demonstrating that revived projects are advancing through the final stages of development with credible assurances of safety and quality.

The operational strategy also emphasizes stakeholder coordination. The TFST works closely with local authorities to ensure alignment with municipal plans, zoning requirements, and urban development protocols. Technical agencies contribute specialized engineering and project management expertise to address complex construction challenges. Utility providers—electricity, water, and wastewater—are integrated into the revival plans to prevent delays caused by service connections or supply issues. This integrated approach reduces risk, accelerates delivery, and improves the likelihood that projects will complete on schedule. The collaboration is underpinned by data-sharing and transparency, enabling real-time updates on project status and timely interventions when deviations occur.

In addition to direct project revival activities, the TFST has developed a framework for ongoing risk assessment and continuous improvement. This includes the establishment of criteria to identify vulnerable project profiles subject to higher risk of sickness, delays, or abandonment. By classifying projects according to risk, the TFST can allocate resources efficiently and preemptively intervene in at-risk developments before problems escalate. The framework also supports post-implementation reviews to capture lessons learned and refine best practices for future interventions. The overall approach reflects a commitment to evidence-based governance and adaptive management, enabling the TFST to respond to evolving market conditions and project-specific circumstances.

Stakeholder Collaboration and Monitoring: The Backbone of Revival

The TFST’s revival program is built on robust collaboration among a broad ecosystem of stakeholders. The task force acknowledges that the success of private housing project revival hinges on the alignment of multiple actors, including the developers themselves, local planning authorities, technical agencies such as engineers and architects, and utility providers responsible for essential connections and services. This cross-sector cooperation ensures that revival efforts are practical, feasible, and sustainable in the long term. The collaborative model places emphasis on timely information exchange, joint problem-solving, and shared accountability for milestones and outcomes.

Local authorities play a crucial role in the revival process by providing regulatory oversight and facilitating coordination with other agencies. Through regular liaison and joint inspections, authorities help ensure that development activities comply with safety standards, environmental requirements, and urban planning guidelines. Their involvement is essential for resolving issues that require regulatory approvals, facilitating land use changes, or addressing title-related challenges. Technical agencies contribute specialized knowledge in areas such as structural integrity, compliance with building codes, and project management, which helps to ensure that revived projects meet high standards of safety and quality. Utility providers contribute critical input on the feasibility and timing of connections to electricity, water, and waste services, which are often major determinants of project viability and completion schedules.

The TFST emphasizes transparent communication with homebuyers and the public. Regular, clear updates about project status, milestones achieved, and anticipated completion timelines foster trust and reduce speculation about project outcomes. The task force’s reporting framework aims to translate complex project dynamics into accessible information that stakeholders can understand, thereby supporting informed decision-making by homebuyers and investors. In addition, the TFST’s operational discipline includes a strong emphasis on risk management, ensuring that potential issues are promptly identified and escalated to decision-makers. This proactive posture helps prevent small problems from developing into major obstacles that could derail revival efforts.

The TFST also recognizes the importance of capacity building and knowledge sharing among participating agencies. By disseminating lessons learned from successful revivals and capturing data on failure modes, the task force can improve governance, refine intervention strategies, and support the broader policy environment governing private housing development. The synergy among developers, authorities, technical agencies, and utility providers forms the backbone of a scalable revival model that can be replicated across various contexts and regions, enabling broader reforms within the private housing sector. The overarching objective is to create a resilient framework for private housing development where projects face fewer insurmountable barriers and buyers are protected from protracted delays and incomplete constructions.

Monitoring mechanisms extend beyond status reports and site visits. The TFST employs a structured data-management approach to track progress, quantify outcomes, and analyze trends in sick, delayed, and abandoned projects. This includes compiling performance indicators such as the number of projects revived, units completed, and milestones achieved, as well as the financial scales involved, including GDV and the valuation of revived units. The data are used not only for internal decision-making but also to inform policy discussions and public reporting. The emphasis on data-driven insights ensures accountability and helps identify systemic weaknesses that require policy adjustments or resource realignment. The ultimate goal is a transparent, accountable, and effective revival program that demonstrates measurable progress toward the 2030 zero-abandoned-project target while reinforcing buyer trust and market stability.

Implications for Homebuyers and Market Confidence

The TFST’s revival achievements have tangible implications for homebuyers and the broader housing market. By reviving sick and delayed projects, the TFST directly improves the likelihood of project completion, which is critical for buyers who have invested in private housing developments. The attainment of CCCs for completed segments of projects adds an additional layer of assurance, signaling compliance with safety and regulatory standards and enabling buyers to take possession or move forward with settlement arrangements. In a broader sense, the revival of a large number of units with substantial GDV helps mitigate market risk by restoring supply, stabilizing prices in affected segments, and preserving investor confidence in private housing as a viable asset class. The positive trajectory of sick project reductions—from 360 down to 345—alongside the decline in delayed projects and the near-stability in abandoned projects, sends a strong signal to buyers that governmental intervention can successfully reverse negative trajectories in large-scale housing developments.

From a policy perspective, the TFST’s work aligns with the government’s commitment to protecting homebuyers’ rights and ensuring that private housing developments progress toward completion in a predictable and orderly fashion. The focus on CCC attainment not only accelerates occupancy but also serves as a gatekeeping mechanism to ensure homes are delivered with appropriate quality and safety standards. This approach helps to shield buyers from the financial and emotional distress associated with stalled or abandoned developments, reinforcing consumer confidence and encouraging continued participation in private housing markets. The broader market impact includes a more predictable development pipeline, improved lending confidence from financial institutions, and heightened scrutiny of project viability during the planning and pre-construction stages.

Nonetheless, the TFST acknowledges that challenges persist. The complexity of large-scale private housing projects means that issues arising in finance, supply chains, regulatory approvals, and engineering require ongoing attention. The TFST’s continued emphasis on regular site visits, data-driven monitoring, and cross-agency coordination is intended to mitigate these risks and prevent reversion to the prior pattern of sickness, delays, and abandonment. The overall implication for homebuyers is that the government is actively intervening to reduce risk, accelerate delivery, and protect consumer interests, which – in a volatile economic environment – remains crucial for sustaining demand, ensuring affordability, and maintaining public trust in the housing sector. The TFST’s ongoing success also signals to the market that long-standing institutional remedies can produce meaningful, measurable outcomes for large-scale private developments.

In terms of buyer protection, the emphasis remains on ensuring that projects are completed and that buyers can realize the benefits of ownership as contemplated in the original development plans. The approach seeks to minimize losses associated with extended construction timelines or aborted developments by providing clear pathways to completion or agreed settlements that honor the terms of purchase agreements and developer commitments. These protections are essential for maintaining a healthy market, given the scale of commitments involved in private housing projects with high GDV. The TFST’s work, therefore, is not merely about restarting construction but about reestablishing a reliable framework for project delivery that safeguards buyer interests, supports financing arrangements, and reinforces confidence in both the public and private sectors.

Policy Alignment and Economic Implications

The work of the TFST sits at the intersection of housing policy, urban development strategy, and economic stewardship. By reviving sick and abandoned private housing projects, the government strengthens the pipeline of housing supply, contributing to broader objectives such as improving living standards, supporting urban renewal, and enhancing economic activity within the construction sector and related industries. The revival of hundreds of thousands of units with substantial GDV has a multiplier effect on employment, supplier networks, and local economies, particularly in areas where housing growth stimulates ancillary development such as retail, services, and infrastructure improvements. As projects move toward completion and CCC attainment, there is also an expected positive impact on property market confidence, lending conditions, and investor sentiment, all of which contribute to macroeconomic stability within the housing sector.

From a policy perspective, the TFST’s achievements reflect a move toward more proactive governance in private housing development. The integrated approach—combining status assessments, cross-agency interventions, site inspections, and ongoing monitoring—serves as a blueprint for more efficient project delivery and risk management. The initiative aligns with strategic policy goals to reduce the incidence of abandoned projects and to raise the rate of project completion within a defined timetable, thereby improving housing affordability and supply. The emphasis on CCC attainment underscores the importance of safety, quality, and regulatory compliance as foundations for market confidence and buyer protection. These elements together form a coherent policy framework that supports sustainable urban development and stable housing markets, minimizing the social and economic costs associated with unfinished homes.

Economically, reviving vast numbers of units with significant GDV injects vitality into the construction ecosystem. The supply-side effects include increased demand for materials, equipment, and labor, as well as downstream effects on financial services, property management, and home financing. The TFST’s work thereby contributes to incipient economic growth in the construction corridor, potentially influencing regional development plans and revenue streams for local authorities. In addition, the policy framework around buyer protections, enhanced monitoring, and accountability can influence risk premiums and borrowing costs for private developers, incentivizing more disciplined project management and transparent governance practices. The TFST’s achievements may also encourage private capital inflows by demonstrating a credible government-backed mechanism for risk mitigation and project delivery.

Challenges remain, of course. The scale and diversity of projects under TFST’s purview mean that variations in project type, location, financing structure, and regulatory environment can create heterogeneous risk profiles. Some projects may still face funding gaps, title issues, or engineering complexities that require bespoke solutions, while others may encounter delays caused by macroeconomic factors such as commodity price fluctuations or changes in interest rates. The TFST’s ongoing mandate includes refining its risk assessment framework, improving data analytics capabilities, and expanding cross-agency coordination to anticipate and address these challenges more effectively. The ultimate objective remains to optimize public-private partnerships, ensure timely completion, and sustain momentum toward zero abandoned projects by 2030, thereby supporting long-term housing market stability and sustainable urban growth.

Forward-Looking Roadmap: Zero Abandoned Projects by 2030

Looking ahead, the TFST’s strategic roadmap centers on reinforcing the mechanisms that have yielded progress while expanding the scope, scale, and speed of project revival. A core element of the plan is to intensify monitoring and early intervention, ensuring that at-risk projects are identified promptly and receive the necessary remedy before the situation deteriorates. This requires ongoing investment in data analytics, field capacity, and interagency collaboration to sustain a proactive response to emerging issues across diverse development contexts. The goal of zero abandoned projects by 2030 guides the program’s priorities, with a clear emphasis on preemptive action, ethical governance, and accountability across jurisdictions and market participants.

In practical terms, the roadmap includes strengthening regulatory oversight, streamlining administrative processes that hinder timely approvals, and enhancing coordination with utility providers to avoid service-connected delays. It also entails refining financial mechanisms and risk-sharing arrangements to ensure that developers have access to sufficient liquidity and credit facilities to complete projects, even in the face of market fluctuations. The TFST’s strategy recognizes that addressing abandonment requires not only technical fixes but also durable financing solutions, contract clarity, and robust buyer protections that preserve trust and confidence in private housing markets. By addressing structural bottlenecks and providing predictable timelines, the TFST aims to create a more resilient development ecosystem that can withstand external shocks and deliver housing more efficiently.

The plan also emphasizes knowledge transfer and capacity-building. Sharing best practices from successful revivals and disseminating insights across agencies helps to cultivate a more capable workforce that can respond to future project challenges with greater agility. Training modules, standard operating procedures, and decision-support tools can be developed to support project teams, local authorities, and utility providers in implementing interventions more consistently and effectively. This emphasis on capacity building ensures that the TFST’s gains are sustainable and scalable, enabling other sectors to adopt similar approaches to revive stalled development programs.

An essential facet of the roadmap is ongoing stakeholder engagement and public communication. Maintaining transparency about progress, milestones, challenges, and outcomes is critical to sustaining buyer confidence and market stability. The TFST’s communications strategy seeks to provide timely, accurate, and accessible information to homebuyers, developers, lenders, and the general public. By fostering openness and accountability, the TFST can reinforce trust in government-led interventions and encourage continued investment in private housing projects that align with the nation’s housing objectives and urban development plans.

The ultimate aim of this forward-looking agenda is not only to complete large numbers of units but to do so in a manner that ensures quality, safety, and reliability. The government’s commitment to zero abandoned projects by 2030 rests on the belief that a combination of targeted interventions, cross-sector collaboration, robust monitoring, and strategic financing can transform the private housing landscape. The TFST’s ongoing work demonstrates that with the right governance framework, the private housing sector can recover from setbacks and resume steady progress toward delivering high-quality homes to buyers, while maintaining market confidence and supporting broader economic development objectives.

Conclusion

The Sick and Abandoned Private Housing Project Task Force has emerged as a central instrument in reviving Malaysia’s troubled private housing projects, delivering tangible progress across a spectrum of sick, delayed, and abandoned developments. Since its establishment in 2023, the TFST has revived 1,260 private housing projects encompassing 150,968 units with a GDV of RM121.44 billion, underscoring the scale and significance of its interventions. In 2025 alone, 325 sick and delayed projects totaling 36,922 units and valued at RM28.85 billion have been revived, reflecting sustained momentum and a deliberate shift in how public policy is translating into on-the-ground outcomes. Eight abandoned projects, representing 1,299 units and RM109.05 million in GDV, were fully resolved through completion or agreed settlements, signaling a meaningful step toward resolving long-standing grievances and restoring buyer confidence.

The TFST’s method—rooted in status assessments, targeted interventions, regular site visits, and cross-sector collaboration—has proven effective in identifying and addressing a wide range of project impediments. The ongoing monitoring, CCC attainment, and the high level of coordination with local authorities, technical agencies, and utility providers have been critical in sustaining revival progress and ensuring that projects move toward completion. The deputy minister’s direct involvement in reviewing dozens of projects and the reported CCC milestones highlight both the hands-on governance approach and tangible outcomes associated with the program. While numbers remain a reminder that challenges persist—sick, delayed, and abandoned projects still exist—the overall trajectory is positive and aligned with the government’s mission to protect homebuyers and stabilize the housing market.

Looking forward, the TFST’s roadmap emphasizes intensified monitoring, streamlined processes, stronger financing mechanisms, and broader stakeholder engagement to achieve zero abandoned projects by 2030. The program’s emphasis on data-driven decisions, accountability, and transparent reporting is designed to sustain momentum, promote investor confidence, and enable the private housing sector to contribute meaningfully to national development goals. The combined effect of strategic leadership, collaborative governance, and a clear policy framework is to transform a history of project dysfunction into a structured system for revival, delivering homes to buyers, supporting the construction economy, and reinforcing public trust in the government’s capacity to address complex, large-scale housing challenges.