PETALING JAYA (March 26, 2006): It was billed as the nation’s premier eco-tourism attraction when it was opened in 2001. However, today, the Paya Indah Wetlands is a testimony to the wastage of millions in taxpayers’ money.
Now, amid the government’s move to pump in an additional RM20 million to revive the park, accusations are flying between the park’s consultants and the Malaysian Wetlands Foundation (MWF) — see accompanying stories in page 9 — on why Paya Indah Wetlands cost
taxpayers RM68 million with nothing to show, other than a dossier of unpaid bills, lawsuits, irregular financial procedures and the lack of transparency.
MWF’s former chief executive officer Muralee Menon was the sole signatory to some of the cheques, which although not illegal, was not a prudent practice, said financial experts.
Menon, who now advises the Cabinet Committee on Sports headed by Deputy Prime Minister Datuk Seri Najib Abdul Razak, declined to be interviewed for this report. When contacted, he retorted: “They can say what they want.”
While the government cited manpower restructuring, high maintenance costs and failure to recoup losses when the park abruptly closed on Feb 1, 2005, those involved in the project claimed that ill-construed ideas and poor management led to its closure.
Consultants and suppliers refused or were unable to work or provide goods and services as they were not paid on time or at all.
“A large part of the management of the project called for consultants to spend their own resources with an undertaking by MWF to reimburse them. However, payments were late and it came to a point where we could not afford it anymore,” said a consultant who is being sued by suppliers for defaulting in payments.
In turn, he has sued MWF for breach of contract. He turned down an out-of-court ex-gratia payment of RM200,000 with MWF accepting no liability.
A project engineer said another cause for the work delay was the sudden suspension of several contractors, engineers and consultants by MWF.
“The view of some consultants who are experts in their fields sometimes clashed with MWF’s vision and practices.
“This stand-off would end with the consultants being replaced,” he said.
Consultant engineer Douglas Chow said the management failed to work on projections and existing constraints.
“Revenue-generating programmes — including the RM10 gate collection and the rental of chalets — were insufficient for the park’s annual RM2.5 million operating cost,” he said.
A market square, floating horse trail, luxury chalets and an RM800,000 restaurant were part of the plan.
Wetlands International Asia Pacific (WIAP) executive director Faizal Parish was involved in formulating the project’s masterplan.
“If it were up to us, the cost would be minimal … from a few hundred thousand ringgit to a few million,” said Faizal, who is Global Environment Centre director.
“RM68 million is way too much to spend on the park. We were focused on the natural resources of the wetlands as an attraction, but there were others who were more focused on erecting elaborate structures,” he said.
Indicating that such a sensitive ecological tract was not run by professionals, Faizal said the introduction of flora and fauna alien to the wetlands, such as water hyacinths and Chinese cranes, was dangerous to the habitat.
“But there were some people who thought they knew better and felt we were asking too many questions … So, after awhile, we were cut off.”
When the park closed, Menon’s successor, CEO Nor Hisham Ismail, said it would reopen after a management restructuring.
The park is home to 210 species of birds, 26 species of mammals and 15 crocodiles. It also houses three of four hippopotamuses — gifts from the Botswana government — which were sponsored by Telekom Malaysia. One hippo died of an infection.
The MWF was incorporated as a company in 1997. A recent check with the Companies Commission revealed that its directors were former journalist Datuk Ahmad Talib, Nor Hisham and Menon.