Resilient Melaka Creating a thriving, livable and smart Melaka 2019 Edition
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Resilient Melaka
Creating a thriving,
livable and smart Melaka
2019 Edition
RESILIENT MELAKA
Creating a thriving,
livable and smart Melaka
2019 Edition
Contents
1 INTRODUCTION
Resilient Melaka was produced by the Resilience Unit
Letter from the Mayor................................................................. 4
of Melaka in collaboration with the strategic partners
BuroHappold Engineering and AJM Planning & Urban Letter from the Chief Resilience Ofcer.............................. 5
Design Group, with the support of 100 Resilience Cities,
pioneered by the Rockefeller Foundation. Letter from 100 Resilient Cities President.......................... 6
Address: MAJLIS BANDARAYA MELAKA BERSEJARAH
Executive Summary .................................................................... 7
(MBMB), Graha Makmur, No.1 Jalan Tun Abdul Razak - Ayer An Urban Resilience Approach .............................................. 9
Keroh, Hang Tuah Jaya, 75450 Melaka, Malaysia
100 Resilient Cities Partnership............................................... 11
Email: resilient.melaka@gmail.com
2 RESILIENT MELAKA
Learning from our past ............................................................. 14
Melaka Today................................................................................. 16
Melaka’s Future ............................................................................ 18
Melaka’s Resilience Building Efforts ..................................... 20
There
The are many Unit,
Resilience opportunities to contribute
MBMB ....................................................... 23
to the resilience movement in Melaka.
Developing Melaka’s resilience strategy ............................. 22
Melaka Historic City Council welcomes new ideas from everyone.
Partnerships and Collaborations ............................................
If you have suggestions for additional resilience project, or a new
24
Resilience
approach Challenges
for implementing and Opportunities............................
and funding these projects – we want to 26
hear from you!
Contributing to Local and International Ambitions ....... 28
The Resilience Unit (MBMB) will be organizing a broad range of
A Vision
stakeholder and for a Resilient
community Melaka
engagement ...............................................
opportunities. This will 32
include the annual Future Melaka Community Forum, Town Hall
meetings, workshops, conferences, focus groups and training sessions.
3 Regular
OUR ACTIONS
updates will also FOR RESILIENT
be shared MELAKA
via the Resilient Melaka website
and quarterly bulletin.
PILLAR 1
Thriving and Engaged Communities .................................... 38
Visit:
PILLAR https://www.resilientmelaka.org/
2
A Livable,
Email: Vibrant and Efciently
resilient.melaka@mbmb.gov.my Connected City .......... 57
PILLARhttps://www.facebook.com/resilientmelaka/
Follow: 3
Collective Leadership and Smart Governance ................. 80
Melaka’s Priority Projects ......................................................... 94
4 IMPLEMENTATION & NEXT STEPS
Embedding Resilience in MBMB ............................................ 97
Taking the Strategy Forward .................................................. 98
Learning from Other Cities ....................................................... 100
Monitoring & Evaluation ............................................................ 102
Implementation Timeline .......................................................... 103
Acknowledgements .................................................................... 104
Glossary and References ........................................................... 106
10 Things to Build a More Resilient Melaka ........................ 110
Resilient
ResilientMelaka
MelakaStrategy
Strategy 1113
Letter from the Mayor of Melaka Historic Letter From Melaka’s First Chief
City Council Resilience Officer
Around the globe, cities strive to provide This is what Resilient Melaka is about. It First and foremost, I would like to initiatives that many had raised, and it
the best for their citizens. Desire of is a strategy that includes actions to help humbly thank the Almighty God, whose will guide us, as together we build a more
turning ideas into opportunity and reality us fortify our infrastructure, protect our sustaining grace has been sufficient resilient city of Melaka. Thank you to all
is what drives the cities. Melaka City economy and heritage values in making for our Resilience Unit to complete this who have contributed for your support
is fortunate to be freed from natural our city safer for generations to come. endeavour. and commitment to creating a brighter
disasters such as earthquakes, volcanic It’s also about strengthening the bonds future for Melaka.
eruptions and typhoons. Geographically, of community in our neighborhoods Today, we are proud to share
the Resilient Melaka strategy, a The release of Melaka’s first Resilience
Melaka City is situated outside the Pacic and reinforcing universal values such as
comprehensive plan developed together Strategy is only the start of our work.
Ring of re and is comparatively free inclusion and respect - because we can
with our partners – for the community We are committed to continuing to
from pillage and destruction caused only overcome our greatest threats if we
of Melaka. This strategy, and the actions collaborate across MBMB and partners
by natural disasters. However, climate work together.
YBhg. Tuan Haji change is impacting our city, along with Mohd Ridhwan within it, aim to address the root causes agencies. We will work together to
Mansor bin Sudin other shocks and stresses, that need our
Melaka City already had plans in hand Mohd Ali of the city’s shocks and stresses and develop new partnerships, design new
to tackle some of these challenges, facilitate a thriving and diverse future, initiatives and implement the priority
attention.
developed by my ofce and the State regardless of future challenges that the resilience projects within this strategy.
We are now experiencing an increase in government. Resilient Melaka builds on city may face.
I would therefore like to thank our Mayor
the number of oods and ash oods those ideas and brings them together
The development of this strategy for entrusting the Resilience Unit to
caused by the rise in sea levels which into one holistic plan that will guide
represents the commitment of Melaka’s pioneer this effort and institutionalise
had cost us millions to recover. Rising us toward a more resilient future. The
decisions we make today will shape the City Administration to provide the best our unit within Melaka’s City Council. We
temperatures on the other hand has
city that our children and grandchildren for its citizens. It also reflects the synergy will continue resilience building efforts
contributed to biological threats such
will live in tomorrow—and we have a that exists, across public, private, beyond the initial support provided by
as dengue spread by mosquitoes, and
responsibility to protect their future. This academic and civic institutions across 100 Resilient Cities.
extreme variations in rainfall has caused
dams to become drier. These impacts strategy will help give us the insight and our city.
Let’s join our forces and together we will
hold consequences for our economy, our tools we need to build a more resilient I am thankful for the privilege of strive for the betterment of our beloved
unique heritage, and our quality of life. Melaka, and I look forward to working working and collaborating with many city.
with all stakeholders to accomplish that parties, including our local resilience
critical goal. champions from various part of the city,
Thank you. in developing this strategy. Resilient
Melaka’s strategy reflects the issues and
YBHG. TUAN HAJI MANSOR BIN SUDIN MOHD RIDHWAN MOHD ALI
MAYOR, MELAKA HISTORIC CITY COUNCIL CHIEF RESILIENCE OFFICER
4 Chapter 1 - Introduction Resilient Melaka Strategy 5
Letter from 100 Resilient Cities President
On behalf of 100 Resilient Cities ooding, and trafc congestion will Urban Resilience
- Pioneered by The Rockefeller continue to challenge the city; making
is the capacity of individuals,
Foundation, I want to congratulate trust and collaboration between its
the City of Melaka and Mayor Tuan Hj. communities more crucial. Ensuring communities, institutions,
Mansor bin Sudin on the successful Melaka’s unique patchwork of people businesses and systems within
release of the city’s rst Resilience all have a voice will safeguard a resilient
Strategy. This document highlights the future for years to come. a city to survive, adapt and grow
city’s commitment to building urban Melaka’s Resilience Strategy places its no matter what kinds of chronic
resilience and is the culmination of people and history at the center with stresses and acute shocks
two years of partnership, research, a focus on three pillars: Thriving and
collaboration, and innovation in one of Engaged Communities; A livable, vibrant
they experience.
Michael Berkowitz Malaysia’s most important and historic and efciently connected cityscape;
cities. This work would not have come Collective Leadership and Smart
to life without the leadership of Chief Governance. With people and history at
Resilience Ofcer Mohd Ridhwan bin its core, partnership and collaboration
Mohd Ali and the continuous support will be essential to the implementation
of Melaka’s highest levels of leadership of this urban resilience strategy. I
including Datuk Wira Zainal Bin Hussin encourage everyone across the city –
and Datuk Hj. Azmi bin Hj. Hussain. from communities to the private sector
As an historic city, Melaka is no stranger to every government department – to
Executive Summary
to change. From its humble beginnings take responsibility for bringing this vision
as a trading port to an internationally to life.
renowned UNESCO World Heritage Congratulations once again. We look
Site, Melaka has reinvented itself and forward to watching Melaka’s leadership In 2016, Melaka was selected to be part of the 100 The strategy is organized into three pillars which reect
adapted to its times and circumstances in urban resilience continue to unfold on Resilient Cities Network - an initiative pioneered by the the city’s vision and needs for Melaka’s future:
while strengthening its communities both a national and international scale. Rockefeller Foundation.
to preserve that which makes it Pillar 1: Thriving and Engaged Communities
unique. In the next coming years, The 100 Resilient Cities program supports the emphasizes the fundamental role of our community in
Sincerely, introduction and integration of a vision of resilience building resilience. This pillar brings together actions
Melaka’s transformation will continue
– its population is expected to grow that includes not only sudden shocks (res, oods, to equip Melaka’s residents, households and business
MICHAEL BERKOWITZ
signicantly due to migration, resulting in epidemics, etc.) but also chronic events or stresses, that owners with the knowledge and skills to address our
PRESIDENT, 100 RESILIENT CITIES -
a more vibrant and diverse city. Shocks weaken the fabric of a city every day or cyclically (high city’s water, waste and health challenges effectively.
PIONEERED BY THE ROCKEFELLER
and stresses such as water shortages, unemployment, inefcient transport systems, poor air It also encourages all citizens to celebrate and
FOUNDATION
or water quality etc.). By mitigating the sudden and preserve Melaka’s unique heritage, and take part in the
chronic events, a city may improve its ability to respond conversation about our city’s future.
effectively and provide better basic services to the
Pillar 2: A Livable, Vibrant and Efficiently Connected
population.
City brings together actions to improve to our mobility
Melaka’s rst resilience strategy guides the historic city network, public transport services, urban spaces
in strengthening its ability to survive, adapt and thrive and infrastructure so that they can create healthier
amidst the urban challenges it faces both today, and in environments for residents and visitors. These actions
the future. seek to improve resident’s quality of life, but also aim
to enhance the attractiveness of Melaka to visitors and
The Resilient Melaka strategy sets a vision for a investors.
“a vibrant city, where smart governance, collective Pillar 3: Collective Leadership and Smart Governance
leadership, sustainable mobility and protective seeks to broaden Melaka’s capacity to act upon key
infrastructure supports a thriving, healthy community issues for Melaka’s future by building a network of
that is proud of Melaka’s outstanding universal values as private and public stakeholders; developing a data-
a world heritage city.” driven and evidence based approach to key decisions;
and promoting integrated long-term planning across
different departments and agencies.
6 Chapter 1 - Introduction Resilient Melaka Strategy 7
Executive Summary A Resilience Approach
100 Resilient Cities denes urban resilience as:
“the capacity of individuals, communities,
institutions, businesses, and systems within a city to
survive, adapt, and grow no matter what kinds of
chronic stresses and acute shocks they experience.”
Urban resilience aims to nd effective and pragmatic
Thriving and Engaged
1 Communities 2
A Livable, Vibrant and
Efficiently Connected City
solutions that prepare cities for expected shocks
or stresses, as well as unforeseen challenges. This
approach calls for a fundamental change in the way in
which urban ecosystems are understood as exible and
adaptable to change.
All cities in the 21st century face complex and
interdependent crises. This includes a global economic
system under great strain, social and territorial tension,
ongoing terror threats, decreasing environmental
resources, increasing migration ows, and the unknown
consequences of a changing global climate.
As cities are at the forefront of these disruptions, they
must adapt and be flexible to change.
Melaka’s Resilience Strategy
aims to improve the quality of
life, economic opportunities, Characteristics of resilient systems
and governing processes
impacting Melaka’s citizens. Resilient systems possess seven qualities that enable
Collective Governance
3
them to withstand, respond to and adapt more REFLECTIVE
using past experience to
and Smart Leadership This document is a key
readily to shocks and stress by taking appropriate or inform future decisions
prompt action.
milestone in setting out the
Resilient Melaka agenda,
presenting the city’s vision and
the pillars, goals and actions
RESOURCEFUL ROBUST REDUNDANT
that will help us achieve it. recognizing alternative
ways to use resources
well–conceived,
constructed, and
spare capacity
purposively created
managed systems to accommodate
disruption
FLEXIBLE INCLUSIVE INTEGRATED
willingness and ability wide-ranging bring together a range
to adopt alternative consultation and sharing of distinct systems and
strategies in response to in decision-making institutions
changing circumstances processes
8 Chapter 1 - Introduction Resilient Melaka Strategy 9
A Resilience Approach 100 Resilient Cities Partnership
and monitoring
Access to data
Lan
Housing
Strateg ns
and p
Water
dus
rgy
Bu d sta
an
la
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ild
ies
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k
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teg
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ow ic . s e
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an
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nt
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and le making
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ip
Promote
effective
ices
c
Capacity and Public health
coordination MELAKA
communi
e and
Transport
100RC
es
network Social suppor
Member City
Provid
muniti
t
gag s cohesiv
ort
Transp
Infra
ucture
infrastr
catio
com
es re
l Loca
iona l
and identity
n&
Reg rt link In 2016, Melaka was selected to join the 100 Resilient Cities in the 100RC network are provided with the
te
ed
liab
str
cultu
spo
ty
tran mo re
mo
n Cities (100RC) network, pioneered by the Rockefeller resources necessary to develop a road map to resilience
le
atio
cie
uc
Pro
unic gy
bil
en
mm lo
Foundation. Melaka now receives funding and support along four main pathways:
Co chno Co
ity
tu
pa mmu
So
te
cy rtic n
en n ipa ity from 100RC to catalyze resilience at the city scale.
,
re
&
st ility
erg tio tio
&
E n cri
Em orma n 1. Financial and logistical guidance for establishing an
En y
ab
e
inf
su ti c
of
y
m
ic
nc ns De
nd l st
vir
re
100 Resilient Cities is dedicated to helping cities around innovative new position in city government, a Chief
no
ge la t
to err
s
er e p on
ju
ia
on o oc cr ent
c
Em ons e tin
Ec
us ls s im s
the world become more resilient to the physical, social, Resilience Ofcer, who will lead the city’s resilience
me s ya
a
sp al al e er ui Co e
re re
im tic ur
pt ri ct
O of c tru
vi
ce
s
ty
nt En
su uri
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du p and economic challenges that are a growing part of efforts,
ts n
se ct tio
se tio
as io n
fr the 21st century. 100RC supports the adoption and
as rva
Pro
pr and
n
Po o ec
in en ic
han vides nom
om s
se
2. Expert support for development of a robust
lic te uri
and eco
em k
t
on
c incorporation of a view of resilience that includes not
in sa ty
ma es natu
en
s
Foster
La
of
i
C
ag r
g fe
nm ral and rity resilience strategy,
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w
e
to ty
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ade s
t
pro just the shocks but also the stresses that weaken the
en
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en
assets
ag te
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licy tal
Bu tinu
rc
fabric of a city on a day to day or cyclical basis.
m os
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3. Access to solutions, service providers, and partners
Cit
em
Ec
sin ity
n
for uards
cture
Local ec
yb
en
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es
inve
infra critical
from the private, public and NGO sectors who can
t
Inwa ent
Alternative
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vir
of services
udg
Economic
By addressing both the shocks and the stresses, a city
provision
linkages
stm
stru
En
g
help them develop and implement their resilience
Safe
ets
rd
becomes more able to respond to adverse events, and
onom
strategies, as well as
is overall better able to deliver basic functions in both
y
good times and bad, to all populations. 4. Membership of a global network of member cities
The City Resilience Framework
encompasses all aspects of urban who can learn from and help each other.
development, from natural and built
Through these actions, 100RC aims not only to help
assets to resident’s wellbeing, and
individual cities become more resilient, but will facilitate
socio-economic issues, underpinned by
the building of a global practice of resilience among
effective leadership and governance.
The CRF provides a frame of reference governments, NGOs, the private sector, and individual
through which the complexity of a city citizens.
can be analyzed. This was used to design
Melaka’s Resilience Strategy.
10 Resilient Melaka Strategy 11
Resilient Melaka
Melaka’s first resilience strategy guides
the historic city in strengthening its ability
to survive, adapt and thrive amidst the
urban challenges it faces both today,
and in the future.
The challenges posed by Melaka’s urban
development, population growth and
mass tourism cannot be addressed
independently. The causes of these
challenges, and the opportunities
to create solutions, are complex
and intertwined.
12 Chapter 2 - Resilient Melaka Resilient Melaka Strategy 13
Learning from our past Access roads were damaged
and nearby residents needed
to be temporarily re-housed.
In order to look ahead and develop a strategy for a more Retaining walls were built to
resilient future, Melaka must rst understand its past, reinforce the hillside.
and learn from how the city managed and responded to
previous shocks and stresses it has encountered.
2014 2017
Flash oods
Landslide in
in Melaka
Melaka
“MBMB (Formally known as
MPMT (Majlis Perbandaran
Melaka Tengah)) becomes the Melaka’s GDP declined, making it one of the
centre of the city’s political and poorest states in Malaysia.
economic administration. The National Government decided to invest in
city can therefore take more tourism for development, with strong initiatives
direct ownership of local issues. to expand the heritage tourism sector in Melaka.
2006 2008
Severe Inscription of Melaka
Monsoon as a UNESCO World
Flooding Heritage Site
1980s Damages were
Malaysia’s commodity estimated to have
exports declined reached RM 54 million.
1991
The city responded
by evacuating 13,000
‘Water crisis’ residents, and key
The Durian Tunggal lessons were learnt
Dam dried up around zoning of ood-
prone areas.
Source: Green City
1977 1980s
Action Plan (2017).
Melaka City
Growing urbanisation
Administration
and car ownership
was established
Water shortages persisted The number of visitors arriving
Melaka developed a
until 1992, affecting 60,000 increased dramatically. The area
ood mitigation plan,
people. surrounding the Heritage Site
involving deepening
Investment in water gentried and the resident population
and widening rivers,
infrastructure such as dams, decreased.
Congestion became a critical enlarging reservoirs,
issue facing the city, and so reservoirs, treatment plants Melaka State Government
and providing
and canals have since commissioned a transport study in an
~1400
the North-South express- additional sluice
way was constructed to ensured more efcient water attempt to manage rising footfall and
gates.
Parameswara mitigate trafc pressures. management. congestion.
established the
port of Melaka
Establishing the port of Melaka marked the
initiation of the city becoming a global trading
hub, and the city sought to develop trade
relations with China.
14 Chapter 2 - Resilient Melaka Resilient Melaka Strategy 15
Melaka Today
90%
MOBILITY & ACCESSIBILITY
The city is not currently
of all journeys
CO2
Population: Area: reaching the target of 40%
made by car.
563,400 (2017) 270.39 km2 modal share for public
60%
transport in urban areas by
2030, as set by the Federal
Malaysian Government.
of emissions are
MELAKA CITY ASSETS Melaka State from cars.
Alor Gajah Only 5-10%
Jasin of all journeys are made on and many believe that
foot or by bicycle. “walking is not an option.”
Melaka Tengah SOURCE: Asian Development Bank (ADB), 2017,
“Towards a Greener Urban Transport System in
Melaka”
MELAKA HISTORIC CITY
COUNCIL (MBMB) Melaka’s GDP per capita
ECONOMY AND TOURISM has increased significantly
at an average of 8.2%
Increasing numbers of tourists to Melaka
The Melaka between 2010 and 2015 -
River, running (domestic vs international) this surpasses the national
through the center
average growth rate for
of the City, is
categorized as mildly
12,000,000 Malaysia.
polluted despite the
beautication works
UNESCO Unemployment in Melaka
Inscription
of the recent years. 10,000,000
is relatively low, at 0.9%.
Other water courses Melaka’s poverty rate is
in the City have
generally poor water
also low, at 0.1%, which
quality, and this is 8,000,000 is amongst the lowest in
yet to be addressed. Malaysia.
Annual visitor numbers
6,000,000
have increased
Land Reclamation Melaka’s UNESCO The vegetation dramatically since the
Expansion + World Heritage along Melaka’s shoreline early 2000s. The Melaka
4,000,000
Sea Ports Site is celebrated as an is an important resource.
State Structure Plan
It prevents erosion along
The Melaka Gateway outstanding example of
coastal areas, provides targets a further increase
project, only one of several unique architecture, culture
developments proposed, and townscape, reecting a
habitat for animal and sh
2,000,000 of 10 million visitors per
includes plans for a large scale mixture of inuences, without
species, and also helps to
year by 2035.
reduce the impact of
mixed tourism and commercial parallel in East and
developments, with shopping Southeast Asia.
coastal oods. This creates opportunities
malls, luxury cruise terminal, 0 but will also increase
2000 2002 2004 2006 2008 2010 2012 2014 2016
a ferris wheel, entertainment
precincts, and the Melaka
pressure on the World
Gateway Port.
Domestic Foreigner SOURCE: TOURISM MALAYSIA Heritage Site (WHS).
SOURCES: Department of Statistics Malaysia,
2016; Melaka State Structural Plan 2035, Town &
Country Planning Department of Melaka.
16 Chapter 2 - Resilient Melaka Resilient Melaka Strategy 17
Melaka’s Future
From its historical beginning as a key
South-East Asian trading settlement,
Melaka has since grown into a vibrant,
multicultural and global entrepôt. The city
is now reaching a pivotal point in
The population of Melaka is
its development.
projected to increase by 63% in
Melaka is expanding in area much more rapidly than it the next 35 years, to 883,000
is expanding in population. Population density declined
people. Much of this population
signicantly between 1989 and 2016. This urban growth
is being driven by both the land reclamation along the
growth will be driven by
coast and sprawling developments into the city suburbs. immigration and mega-projects.
Melaka is a car-dominated city, without a coordinated
public transit system and serious traffic congestion
issues. This is a cause of concern for the economic,
social and environmental health of the historic city.
How can Melaka adapt and upgrade its transport Source: NYU Melaka Urban Growth Analysis, 2016
infrastructure to improve air quality and quality of life
for both residents and visitors?
Mass tourism is creating an economic boost for the
city, but how can Melaka’s unique authentic cultural
heritage be preserved? Can the heritage area be
protected from potential flood or fire risks?
Are the new developments emerging along the coast
Melaka’s resilience strategy brings
sufficiently regulated to ensure the environmental and an opportunity to mitigate the
cultural assets of the city are protected? potentially negative consequences
of urban growth and enables
The adverse effects of climate change and the growing
Melaka to adapt and become a
demand on its infrastructure are increasingly placing
pressure on the city. Can the city’s infrastructure
world renowned UNESCO World
and public services secure the upgrades and funding Heritage and Green Technology
needed to provide the rapidly increasing population City, attractive to both business
with a health quality of life? and international visitors,
achieving fully its aspirations.
The challenges posed by Melaka’s urban development,
population growth and mass tourism cannot be
addressed independently. The causes of these
challenges and the opportunities to create solutions, are
1989 complex and intertwined.
2001
2017
Source: NYU Melaka Urban Growth Analysis, 2016 2050
18 Chapter 2 - Resilient Melaka Resilient Melaka Strategy 19Melaka’s Resilience Building Efforts The Resilience Unit, MBMB
Several major planning efforts are already building Resilient Melaka establishes an overarching approach Melaka Resilience Unit has now been established within
resilience in the city, creating a safer, healthier, and to resilience, which works with, and is aligned to other MBMB’s Planning Department. This unit is tasked
more equitable Melaka. international, national and city policies. It leverages with implementing Melaka’s resilience strategy, in
existing efforts, highlights complementary actions close collaboration with the Heads of Department of
The concept of resilience appears across many of these and identies new approaches to protecting Melaka’s MBMB, the Resilience Steering Committee and other
documents, however often they focuses upon either citizens and safeguarding its environment. key partners in Melaka. The Unit has secured budgets
urban development, economic development or resource
required for implementing the Resilient Melaka strategy,
efciency rather than the holistic, multi-sector approach
and will be working with other key stakeholders to plan
promoted by the concept of resilience.
and implement the projects listed in this strategy.
The Ofce will be responsible for:
• Convening government agencies, private
organisations and community groups with the aim of
Dasar Perbandaran UNESCO World Melaka Historic City UN Sustainable
establishing funding to implement actions that make
Negara (National Heritage List Special Area Plan Development Goals
Urbanisation Policy, (2008) (2015 - 2030) Melaka stronger and more resilient;
(2008)
2006) • Monitoring and updating the Resilience Strategy;
legally protects sites
denes the approach
for conserving a
sets 17 global goals set Melaka’s Resilience Unit has a
of cultural, historical, by the United National • Promoting a culture of resilience; This may
improves effectiveness of
urban services to create scientic or other global
‘living historic city’ in
collaboration with Penang
General Assembly in 2015. key role to play in convening
signicance, through State. involve coaching different municipal departments
safe, systematic, modern
and attractive cities in international treaties.
in developing annual priorities and budgets in an
and coordinating action across
Malaysia.
integrated, cross-departmental way; multiple sectors.
• Supporting and creating networks of organizations
New Urban Agenda Melaka State Melaka Green City Action and stakeholders who work in the eld of resilience
(2016) Structure Plan Development Policy Plan (2017-2030) to promote good practices.
(2016-2035) encompassing 18
establishes global includes measures to
principals required to Development Policies
sets a framework to to achieve the vision improve areas such as
achieve sustainable promote economic solid waste management,
urban development, and mission of Melaka
growth, manage trafc, Berwibawa 2035. energy, local industry
to transform the way improve physical living development, and energy
construct, manage, environments and efciency and transport.
operate and live in our connectivity.
cities.
MBMB Carbon National Water Local Plan Resilient Melaka
Emission Inventory Balance System MBMB 2035 (2019-2035)
(2016) Study
sets the course for builds upon existing
examines water basins, Melaka’s future urban strategies by highlighting
identies sources of development, based on
air pollution emissions environmental ow, complementary actions,
demand management the State Structure Plan.
to inform air quality expanding initiatives
improvement measures in and water resource
conservation plans for to include a resilience
Melaka. approach, and identifying
Malaysia.
new opportunities to
incorporate disaster risk
management and climate
change adaptation in the
Melaka Pathway to Urban development of
Melaka Smart the city.
City Roadmap Sustainability Report (2019)
diagnostic study by Global Platform for This resilience strategy
sets a plan for improving
internet connectivity, with Sustainable Cities (World Bank), assessing supports the localization
the aim of making Melaka six dimensions of sustainability. Three and ownership of the SDG
a more efcient and areas for improvements includes economic and NUA objectives in
tech-savvy population in a competitiveness, integrated urban planning Melaka city.
safer environment. and scal sustainability.
20 Chapter 2 - Resilient Melaka Resilient Melaka Strategy 21Developing the Resilience Strategy
May 2016 - Melaka selected as a member of the 100
Resilient Cities global network
Phase I Preliminary
December 2016 Agenda Setting Workshop –
Resilience Assessment bringing together nearly 50 representatives to
We undertook a comprehensive diagnostic of develop a broad view of Melaka’s current and future
resilience issues facing Melaka, which became our challenges, and opportunities for change
basis for identifying the Discovery Areas. This are
thematic areas where further efforts and broader
engagement are needed to build resilience.
Sept 2017
Appointment of Melaka’s
first Chief Resilience Officer
Aug-Oct 2017
Resilience Garage Workshops - engaging experts
and identifying the opportunities and challenges
Stakeholder Engagement
over 25 workshops, 15 interviews and 130 surveys
Launch of the Preliminary Resilience Assessment at
the WUF9 2018
Phase 2 Developing the
Resilience Strategy
Based on the key resilience challenges identied
in Phase I, we developed specic actions to be
implemented by the local government and other
key city stakeholders. In doing so, we prioritized
initiatives that will have the greatest resilience impact
in Melaka both now, and in the future. These are
presented in this Resilient Melaka Strategy.
October 2018
Diagnostic Workshops on Water, Infrastructure;
Transportation, Heritage, and Economy; Governance
and Mega-projects
February 2019
Soft Launch of Resilient Melaka Strategy at the
Malaysia Urban Form
June 2019
Launch of the Resilient Melaka Strategy
Phase 3 Implementation of the
Resilience Strategy
During this phase, the resilience projects are
implemented and monitored, together with the
stakeholders identied in Phases 1 and 2.
Pilot projects
Policy advocacy
Implementation and monitoring of resilience
projects
22 Chapter 2 - Resilient Melaka Resilient Melaka Strategy 23Partnership and Collaborations
Resilient Melaka is a true collaboration.
Resilience Champions
It is the result of many existing and emerging partnerships,
We’ve have the support of
between Melaka Historic City, the community, Melaka
State, research institutions and the broader 100RC
many fantastic champions
network. across departments in MBMB.
Resilience Champions have
To address the complex and interrelated resilience
support the Resilience Unit in
challenges Melaka will face in the future, we need to
discard the silos in which we traditionally work in order to:
promoting resilience thinking
in MBMB and connecting
• Obtain multiple perspectives and approaches, Resilience Strategy with
• Leverage the resources and expertise of multiple external agencies, stakeholders
stakeholders and experts to assist with
developing the projects in this
This strategy was therefore developed in collaboration
with over 320 city stakeholders from government, private
strategy.
sector, academia and the general public.
Diagnostic Workshops to test ideas and develop projects with experts and city stakeholders on topics of water,
infrastructure and health; governance and mega-projects; and transport, tourism and local economy.
Online Engagement Surveys and Social Media
receiving over 130 responses on society’s Focus Group Discussions to gather information and
perceptions of shocks and stresses in Melaka. perceptions from community groups, business and
residents associations, the Jonker Walk Committee, and
agency representatives on UNESCO WHS businesses,
Emergency Response and Heritage Preservation
Outreach with students at Prince University
of Songkla (Thailand), IIUM and UITM
Resilience Garage Workshops with cross-agency workshops
Melaka Fun Ride 2017 – engagement and publicity to build designed to dive deeper into issues Flooding, Transportation,
local support and commitment for resilience actions. Public Health, and UNESCO Heritage Status
Over 30 in-depth interviews with
cross sector experts from academia,
NGOs and the private sector
Focus Group Workshops to develop the
Sharing experiences and lessons learnt with local
reviewed MBMB RT Local Plan 2035
authorities in Penang, Bhutan, DBKL
24 Chapter 2 - Resilient Melaka Resilient Melaka Strategy 25Resilience Challenges
KEY SHOCKS KEY STRESSES
The urban area of Melaka Flood Risk A stress is a daily or Traffic Congestion
is undergoing radical Aging and poorly maintained drainage systems, and design aws in chronic challenge that Melaka experiences high levels of trafc congestion that stem from:
transformations that will irrigation systems are creating signicant ood risk in several locations weakens Melaka’s natural
• A very weak and unattractive public transport network, unable to
affect its vulnerability to across Melaka. Shallow drainage pipes cannot hold enough capacity built, or human resources.
accommodate the travel demands of burgeoning visitor numbers,
shocks and stresses in the during heavy rain events, often resulting in surface ooding. This can Examples include
leading people to choose to travel by private vehicle.
decades to come. be exacerbated by litter clogging the drainage system, as drains are not climate change, aging
• The road network has reached carrying capacity for car access into
always covered. The obsolescence of the drainage system is particularly infrastructure, inequality,
The Preliminary Resilience the city center. Cars need to pass through the narrow roads old city of
evident in the World Heritage Site. poor economic conditions
Assessment identied Melaka to enter the city center, regularly creating bottlenecks.
and air pollution. Stresses
a set interconnected Water Shortages • A lack of parking signage can cause visitors to circulate many times
can amplify the effect of
resilience challenges. in search for available parking spots. This increases the number of
Water usage by consumers in Melaka is high, up to 230 liters daily per a shock when it occurs,
These form the vehicles circulating the city.
individual compared with national average of 180 liters daily. This results particularly for vulnerable
foundations for
in Melaka needing about 500 million liters of water daily and the current populations.
this strategy.
capacity of utility networks and reservoirs cannot meet the future This is cause of concern for the economic, social and environmental
The projects within demand. Melaka relies on importing water from areas outside of MBMB’s health of Melaka:
Melaka’s Resilience jurisdiction. The municipality is therefore limited in being able to secure • 60% of all CO2 emissions Melaka are caused by road transport, with
Strategy are designed its water supply. Moreover, population growth is likely to exacerbate adverse effects on both the environment and human health
to address the city’s water supply shortage. There is a need to engage the greatest users of
• Access for emergency services is poor during emergencies.
shocks and stresses in water (industry and hotel) in more sustainable and resilient management
of water to avoid future shortages. • Pedestrians’ safety in the WHS is compromised as cars are still trying to
a comprehensive and
circulate in popular tourist areas.
integrated manner.
Disease Outbreaks
In resilience terms, a shock Cases of food poisoning, Hand Food and Mouth, Tuberculosis and A Lack of an Integrated Approach to Urban Planning
is a sudden or acute event dengue cases have reached signicant levels in recent years due to poor
The urban area of Melaka is undergoing radical transformations that will
that threatens Melaka’s maintenance of drainage systems, poor hygiene and environmental affect its vulnerability to shocks and stresses in the decades to come.
immediate wellbeing. A sanitation. Several factors are contributing to poor water quality in There is currently no optimal governance structure in place for planning,
shock could be a ood, certain areas and the spread of diseases - these include illegal dumping delivering and managing these major urban transformations in an
infrastructure failure, an or discharge from waste into the drainage channels or river; stagnant integrated and coordinated manner.
extreme weather event, water; clogged drains; and litter not being cleaned regularly. This lack of integrated planning has resulted in :
or civil unrest. 100RC
A disease outbreak could pose a signicant risk to human life in the city. • New developments have increased the amount of residents and
encourages cities to
This would greatly affect Melaka’s reputation as a safe tourist destination, businesses traveling through Melaka, placing increased burden on
adopt and incorporate
resulting in a loss of income for many small businesses. aging utility networks, and exacerbating the trafc.
a view of resilience that
includes not just the • Flood risk has been increased as low lying land has been created along
Fire Risk
shocks, but also the the coast and newly reclaimed areas.
The very old utilities networks within the WHS are fragile and nearing
stresses that weaken the • Reclaimed land had causes environmental degradation due to noise,
maximum capacity, which can cause failures and re risk. Many of the
fabric of a city on a day loss of habitat and dredging, this is particularly noticeable in areas
buildings in the WHS are back-to-back and very close to each other. This
to day, or cyclical basis. which used to be migratory birds stops and turtle landing sites.
creates issues for waste and water management, but also poses a risk for
emergency service access and evacuation.
Loss of Intangible Heritage
Risk of Losing World Heritage Status Heritage products, skills, customs are being lost as older generations
The changing social fabric in the WHS places Melaka at risk of losing the pass on. Younger generations are not continuing their inherited
city’s heritage status. The increasing property costs are pricing out local family businesses or traditional skills, as heritage products are facing
business owners, and displacing residents or families, leaving buildings to competition from more modern products.
become derelict, which threatens the vibrant ‘living heritage’ that Melaka As one interview stated “50% of heritage craft businesses have closed
owes it World Heritage Status to. over the years, the owners are either already too old to operate the shop,
or they can’t afford to pay the tax.”
Almost 45% of Melaka’s income is generated by the services & tourism
sectors (including retail, food & beverage, accommodation) therefore loss
of the UNESCO status would signicantly affect the local economy and
job opportunities.
26 Chapter 2 - Resilient Melaka Resilient Melaka Strategy 27Resilience Challenges Opportunities to bring about change
KEY STRESSES
A stress is a daily or Multiple Levels of Governance The Preliminary Resilience Promoting an integrated approach to Melaka’s strategies and plans for
chronic challenge that Many of Melaka’s policies and projects are decided at the State level and Assessment also future growth
weakens Melaka’s natural not administered or developed in close coordination with MBMB. Major highlighted key areas of including the Local Plan, MBMB, Smart City Roadmap, MBMB Strategic
built, or human resources. urban development projects (such as Melaka Gateway, HSR, and new strength and opportunity Plan, Development Approval Planning, OSC processes and LCCF.
Examples include Ports) do not fall within the jurisdiction of MBMB, although most of the for Melaka.
climate change, aging impacts will affect the area administered by it. The various agencies,
infrastructure, inequality, service providers and local authority bodies do not always dialogue These form the Community Engagement
poor social cohesion and between themselves or share data effectively. Greater communication is foundations from Residents are increasingly aware that congestion and pollution risks
needed to ensure stakeholders in Melaka are informed and engaged in which we have built the
air pollution. Stresses could have a negative impact upon their lifestyles, livelihoods, and the
changes. For example: vision and goals of this
can amplify the effect of future of their city. They are now being more critical and using many
a shock when it occurs, The Sungai Melaka project has been initiated by the State, with the Resilience Strategy. mediums to channel their opinions to authorities.
particularly for vulnerable river cruise service (a key source of revenue) managed by the State
populations. Corporation Company. However, responsibility for maintaining the Strengthening Melaka’s unique heritage to broaden its visitor offer, and
infrastructure falls to MBMB. diversifying the visitor economy
Conicting parking policies has emerged as the State has made parking Tourism is afrming itself as a core sector of the City’s economy and
free within Melaka City. However, this conicts with MBMB’s ambitions – if correctly regulated and curated - will play a central role in building
and policy to become a carbon free city. Melaka’s resilience.
By addressing
both the shocks Solid Waste Management Shared knowledge and being involved in city networks
and stresses, a city Solid waste management practices in Melaka will not be sustainable in There are many opportunities to learn from other cities in the 100
becomes more the long-term. There are only a few material-sorting facilities in Melaka, Resilient Cities Network, and share Melaka’s efforts and progress with
able to respond others. Many other municipal councils have already approached MBMB
and the majority of waste is sent to landll sites in Sungai Udang (which
to adverse events, following its involvement in the 100 Resilient Cities Network, to nd out
will soon be at capacity). Furthermore, despite programmes such as
and is overall more about their resilience activities. These include DBKL, Penang, Shah
SWM’s 2+1 intiative, there is still limited awareness amongst residents,
better able to Alam, MERCY and others.
function in both businesses or industries about recycling or waste segregation. Littering
good times and on the streets, in the river and the illegal disposal of solid waste
bad, for all its exacerbates the issue of blocked drainage channels, and increases the
residents. risk of diseases spreading or epidemics.
Waste removal services in public spaces are poor - partly due to the
difculty in accessing narrow roads and properties, especially in
the WHS.
Aging Building & Infrastructure Conditions
A signicant proportion of the heritage buildings within the WHS are
fragile, and they can structurally be vulnerable to damage by rats or
vibrations from moving vehicles. Aging utility infrastructure in the WHS is
also leaving historic buildings vulnerable to drainage overow, pests and
electric re.
As stated in the Special Area Plan “the presence of many dilapidated
and vacant buildings in the Core and Buffer Zones is worrying.” These
buildings then become the most “vulnerable to change, often swept
aside by new developments, converted into boutique hotels, or
simply neglected.”
Renovation and building retrots need approval from the Heritage Board
in MBMB. This is a long and strict approval process. Retrot solutions
often require expensive methods to preserve the building, leading to
high cost for maintenance, which becomes a heavy burdens for property
tenants or owners.
28 Chapter 2 - Resilient Melaka Resilient Melaka Strategy 29Contributing to Local, National and
International Ambitions
Resilient is closely aligned to the vision and objectives
of Melaka’s Local Plan to ensure an integrated and Thriving and Engaged Communities
holistic approach to resilient development in the city.
Resilient Melaka has also been shaped by Malaysia’s
national commitments to the Sustainable Development
Goals (SDGs) and New Urban Agenda (NUA).
This strategy will support the localization and ownership
of the SDGs and NUA at the city level in Melaka.
Social Urban Environmental Engaged and Healthy,
Inclusion Prosperity Sustainability Empowered Active and
City Safe City
Icons
MBMB 2035 Local Plan
Melaka’s revised Local Plan outlines six ‘big moves’
to guide the development of Melaka a Smart, Green, A Livable, Vibrant and Efficiently Connected City
Resilient, Dynamic and Sustainable City. The pillars MBMB 2035
and goals of Melaka’s Resilience Strategy align and Local Plan
‘big move’
complement these ‘big moves.’
Spatial Environmental Social Prestigious Dynamic Sustainable
New Urban Agenda (NUA) Development Sustainability Inclusion Tourist Efcient Management
Destination Infrastructure of Resources
The UN Habitat New Urban Agenda is an urbanization
action blueprint for all cities and stakeholders NUA
to implement, in support of the 2030 agenda on
Sustainable Development, especially targeted around
NUA
making cities more inclusive, safe, resilient, and objective
sustainable. Collective Leadership and Smart Governance
Sustainable Development Goals
The UN’s Sustainable Development Goals (SDGs) aim Smart and Prestigious
SDG
Urban Governance
to address the most pressing challenges of our time, Competitive Tourist
Prosperity Structure
City Destination
including climate change, resource depletion, poverty
and social justice. Cities will play an essential role in SDG Goal
achieving the goals.
Across this Resilient Melaka strategy, icons are used to highlight the
contributions to local, national and international strategies.
30 Chapter 2 - Resilient Melaka Resilient Melaka Strategy 31A vision for Resilient Melaka
“We envision a vibrant city,
where smart governance,
collective leadership,
sustainable mobility and
protective infrastructure
supports a thriving, healthy
community that is proud
of Melaka’s outstanding
universal values as a world
heritage city.”
32 Chapter 1 - Introduction Resilient Melaka Strategy 33Our Actions for Resilient Melaka x33 Actions
We envision a vibrant city, where smart governance, collective leadership, sustainable
mobility and protective infrastructure supports a thriving, healthy community that is 1. Cultural Heritage and Community Mapping (Melaka’s Unique Stories)
proud of Melaka’s outstanding universal values as a world heritage city. 2. Raising Awareness of Cultural Heritage Buildings and Sites
3. Promoting Authentic Heritage Businesses and Products
4. Cultural Heritage Skills Education Program
5. Sustainable Waste Awareness Campaign
6. Water Smart Campaign
x3 Pillars x9 Goals 7. Public Health Awareness Campaign
8. Community Rapid Emergency Response Training
We will: 9. Mayor’s Town Hall
10. Future Melaka Community Forum
1. Sustain our local heritage values
Thriving and Engaged 2. Empower communities to 11. Integrated Mobility Masterplan for Melaka
Communities take action 12. Develop an efcient bus service (including Park & Ride)
3. Engage and inform residents 13. Developing Sustainable Alternative Routes to Access the City
about plans for our city 14. Melaka Water Taxi
15. Citywide Cycling and Pedestrian Networks
16. World Heritage Site (WHS) Pedestrianization
17. Reshaping Public Spaces in the City
18. Revive Riverside Spaces for Public Activities
We will: 19. Transform Krubong Landll Site into a Public Park
4. Develop efcient and sustainable 20. Establish an Adaptive Heritage Building Control Strategy
A Livable, Vibrant and transport options 21. Support New and Growing Industries through the Provision of Business Spaces
Efficiently Connected
City 5. Create vibrant public spaces 22. Enhancing Melaka’s Watershed Plan for Flood Risk Prevention
6. Clean-up and protect our 23. Upgrade Flood Mitigation and Drainage Infrastructure
environment 24. Creating a Circular Economy for Solid Waste
25. Improving Solid Waste Collection Systems
26. Improving Urban Waste Water Governance
27. Melaka Data Observatory
We will: 28. Coordinating with Federal and State Agencies to Share Knowledge and Data
7. Facilitate evidence-based planning 29. Challenge-Driven University Collaborations to Tackle City Issues
and decision making 30. Capacity Building for Social, Trafc and Heritage Impact Assessments
Collective Leadership
8. Build resilience expertise and 31. Integrating Resilience Thinking in City Development
and Smart Governance
capacity within MBMB 32. Forging Partnerships with Penang City to Improve Heritage and Tourism
Management
9. Foster collaborative partnerships
for governance 33. Improving Coordination between Water Resource, Urban Flood Risk and Solid
Waste Management
34 Chapter 3 - Actions Resilient Melaka Strategy 35How to Read an Action
Number Title
Owners
SDG Goal
Partners
Timeframe
Action
Status Description
Funding
Connected
Actions
Resilience
Value
Next Steps
Action Owner Status
Organization or department responsible for carrying Identies whether the action is:
out the action.
• ‘New’ - to Melaka, with the Resilience Unit playing
Implementation Partners a role in collaborating with partners to implement
Organizations or departments with a key role in the action.
delivering the action.
• ‘Enhancing an existing action’ – a pre-existing
Timeframe initiative where more can be done to increase the
Indicates the timeframe for implementing the project: resilience benets. This could involve expanding the
- Short term (1-3 years), scope to include new locations or beneciary groups,
- Medium term (3-5 years) involving new partners, undertaking further research
- Long term (5 years or more) or drawing in relevant expertise from the 100 Resilient
Cities Network.
Connected Actions
It is important to recognize interactions between • ‘Priority’ – an important action (new or pre-existing)
actions - some create the foundations for others to that uses multiple opportunities to build resilience and
be successful some need to be implemented in a is closely aligned to political objectives in Melaka.
coordinated way to ensure they deliver maximum
Resilience Value
benets, or avoid duplication of stakeholders’ efforts.
Highlights how this action will make Melaka stronger
and better able to withstand shocks and stresses.
Aligned with City Plans
Many actions complement aspects of Melaka’s existing Next Steps
City Plans. We highlight these connections to indicate Immediate next steps to be taken by the action
where there may be areas to collaborate, combine owners and implementing partners to unlock action
resources, or identify new approaches to delivering and success.
these projects with a resilience approach.
36 Chapter 3 - Actions Resilient
Resili
Res iillien
entt Me
Mela
Melaka
laka
lak aS
Strategy
tra
tra
ateg
tegy
te y 3
37Goal 1: Sustain our local heritage values
Pillar 1 Urban Social A Prestigious Engaged and
Prosperity Inclusion Tourist Empowered
Thriving and
Destination City
Engaged
Goal 2: Empower communities to take action
Communities
Environmental Engaged and Healthy, Sustainable
Sustainability Empowered Active and Management
City Safe City of Resources
Goal 3: Engage and inform residents about plans for our city
Social Governance Engaged and
Inclusion Structure Empowered
City
38 Chapter 1 - Introduction Resilient Melaka Strategy 39Thriving and Engaged Communities Goals & Actions
Goal 1: Sustain our local heritage values
1. Cultural Heritage and Community Mapping (Melaka’s Unique Stories)
2. Raising Awareness of Cultural Heritage Buildings and Sites
Our community is fundamental in
building resilience. Melaka’s residents, 3. Promoting Authentic Heritage Businesses and Products
households and business owners all have a 4. Cultural Heritage Skills Education Programme
role to play.
Our community’s support and engaged action
will be key in safeguarding and celebrating
our city’s unique heritage values, and Goal 2: Empower communities to take action
addressing multiple resilience challenges. We
want to equip residents with the skills, tools
and knowledge to address our city’s water, 5. Sustainable Waste Awareness Campaign
waste and health challenges effectively. We
6. Water Smart Campaign
also want to open up opportunities for our
community to take an active role in shaping 7. Public Health Awareness Campaign
our city’s future.
Goal 3: Engage and inform residents about plans for our city
8. Community Rapid Emergency Response Training
Resilience challenges being addressed:
9. Mayor’s Town Hall
Loss of Waste Public 10. Future Melaka Community Forum
Heritage Assets Management Communication
Loss of Fire Risk Water shortages
Intangible Heritage
Disease outbreak Aging Buildings
Flood Risk
40 Chapter 3 - Actions Resilient Melaka Strategy 41You can also read
