Resilient Strategy Malaysia

Resilient
Melaka
Creating a thriving,
livable and smart Melaka
2019 Edition
Contents
1 INTRODUCTION
Resilient Melaka was produced by the Resilience Unit
of Melaka in collaboration with the strategic partners
Letter from the Mayor................................................................. 4
BuroHappold Engineering and AJM Planning & Urban Letter from the Chief Resilience Officer.............................. 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
The Resilience Unit, MBMB ....................................................... 23
Developing Melaka’s resilience strategy ............................. 22
Partnerships and Collaborations ............................................ 24
Resilience Challenges and Opportunities............................ 26
Contributing to Local and International Ambitions ....... 28
A Vision for a Resilient Melaka ............................................... 32

3 OUR ACTIONS FOR RESILIENT MELAKA
PILLAR 1
Thriving and Engaged Communities .................................... 38
PILLAR 2
A Livable, Vibrant and Efficiently Connected City .......... 57
PILLAR 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 Melaka Strategy 3

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 Pacific and reinforcing universal values such as
inclusion and respect - because we can comprehensive plan developed together Strategy is only the start of our work.
Ring of fire and is comparatively free
only overcome our greatest threats if we with our partners – for the community We are committed to continuing to
from pillage and destruction caused
work together. of Melaka. This strategy, and the actions collaborate across MBMB and partners
by natural disasters. However, climate
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 office 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.
those ideas and brings them together I would therefore like to thank our Mayor
the number of floods and flash floods
into one holistic plan that will guide The development of this strategy for entrusting the Resilience Unit to
caused by the rise in sea levels which
us toward a more resilient future. The represents the commitment of Melaka’s pioneer this effort and institutionalise
had cost us millions to recover. Rising
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 flooding, and traffic congestion will Urban Resilience
- Pioneered by The Rockefeller continue to challenge the city; making
Foundation, I want to congratulate the trust and collaboration between its
is the capacity of individuals,
City of Melaka and Mayor Tuan Hj. Mansor communities more crucial. Ensuring communities, institutions,
bin Sudin on the successful release Melaka’s unique patchwork of people
businesses and systems within
of the city’s first Resilience Strategy. all have a voice will safeguard a resilient
This document highlights the city’s future for years to come. a city to survive, adapt and grow
commitment to building urban resilience Melaka’s Resilience Strategy places its no matter what kinds of chronic
and is the culmination of two years of people and history at the center with stresses and acute shocks
partnership, research, collaboration, a focus on three pillars: Thriving and
and innovation in one of Malaysia’s most Engaged Communities; A livable, vibrant they experience.
Michael Berkowitz important and historic cities. This work and efficiently connected cityscape;
would not have come to life without the Collective Leadership and Smart
leadership of Chief Resilience Officer Governance. With people and history at
Mohd Ridhwan bin Mohd Ali and the its core, partnership and collaboration
continuous support of Melaka’s highest will be essential to the implementation
levels of leadership including Datuk Wira of this urban resilience strategy. I
Zainal Bin Hussin and Datuk Hj. Azmi bin encourage everyone across the city –
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 reflect
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 MICHAEL BERKOWITZ that includes not only sudden shocks (fires, floods, to equip Melaka’s residents, households and business
significantly 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, FOUNDATION unemployment, inefficient transport systems, poor air It also encourages all citizens to celebrate and
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 first 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.

Executive Summary A Resilience Approach
100 Resilient Cities defines 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 find 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 flexible 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 flows, 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

A Resilience Approach 100 Resilient Cities Partnership
and monitoring
Access to data
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Reg rt link In 2016, Melaka was selected to join the 100 Resilient Cities in the 100RC network are provided with the
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cultu
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tran re
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ion Cities (100RC) network, pioneered by the Rockefeller resources necessary to develop a road map to resilience
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Co chno Co Foundation. Melaka now receives funding and support along four main pathways:
ity
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So
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en n ipa ity from 100RC to catalyze resilience at the city scale.
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the world become more resilient to the physical, social, Resilience Officer, who will lead the city’s resilience
a
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re i m
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and economic challenges that are a growing part of efforts,
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rd
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is overall better able to deliver basic functions in both strategies, as well as
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 first 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 floods
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.
The city responded
1991 by evacuating 13,000
‘Water crisis’ residents, and key
The Durian Tunggal lessons were learnt
Dam dried up around zoning of flood-
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
flood mitigation plan,
people. surrounding the Heritage Site
involving deepening
Investment in water gentrified 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
the North-South express- and canals have since commissioned a transport study in an
additional sluice
~1400 way was constructed to gates.
ensured more efficient water attempt to manage rising footfall and
Parameswara mitigate traffic 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.

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 Hang of all journeys are made on and many believe that
Tuah foot or by bicycle. “walking is not an option.”
Jaya
SOURCE: Asian Development Bank (ADB), 2017,
Melaka Tengah “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 between 2010 and 2015 -
The Melaka
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 UNESCO Unemployment in Melaka
beautification works 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, reflecting a habitat for animal and fish 2,000,000 of 10 million visitors per
includes plans for a large scale mixture of influences, without species, and also helps to year by 2035.
mixed tourism and commercial parallel in East and reduce the impact of
developments, with shopping Southeast Asia. coastal floods. This creates opportunities
malls, luxury cruise terminal, 0 but will also increase
a ferris wheel, entertainment 2000 2002 2004 2006 2008 2010 2012 2014 2016
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.

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
significantly 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

Melaka’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 identifies 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,
efficiency 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 Office 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
defines 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 scientific or other global
‘living historic city’ in
collaboration with Penang
General Assembly in 2015. key role to play in convening
significance, 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 field of resilience to
(2016) Structure Plan Development Policy Plan (2017-2030) 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 traffic, Berwibawa 2035. energy, local industry
to transform the way improve physical living development, and energy
construct, manage, environments and efficiency 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
identifies sources of development, based on
air pollution emissions environmental flow, 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 efficient and areas for improvements includes economic and NUA objectives in
tech-savvy population in a competitiveness, integrated urban planning Melaka city.
safer environment. and fiscal sustainability.

Developing 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 identified
in Phase I, we developed specific 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 identified in Phases 1 and 2.
Pilot projects
Policy advocacy
Implementation and monitoring of resilience
projects

Partnership 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
promoting resilience thinking
discard the silos in which we traditionally work in order to:
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
strategy.
with over 320 city stakeholders from government, private
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

Resilience 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 flaws in chronic challenge that Melaka experiences high levels of traffic congestion that stem from:
transformations that will irrigation systems are creating significant flood 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 flooding. 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
infrastructure, inequality, • The road network has reached carrying capacity for car access into
always covered. The obsolescence of the drainage system is particularly
The Preliminary Resilience poor economic conditions the city center. Cars need to pass through the narrow roads old city of
evident in the World Heritage Site.
Assessment identified and air pollution. Stresses Melaka to enter the city center, regularly creating bottlenecks.
a set interconnected Water Shortages can amplify the effect of • A lack of parking signage can cause visitors to circulate many times
resilience challenges. a shock when it occurs, 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
These form the particularly for vulnerable vehicles circulating the city.
individual compared with national average of 180 liters daily. This results
foundations for populations.
in Melaka needing about 500 million liters of water daily and the current
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 significant 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 flood, 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 significant 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 traffic.
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 fire 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 significantly affect the local economy and
job opportunities.

Resilience 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
air pollution. Stresses which we have built the could have a negative impact upon their lifestyles, livelihoods, and the
changes. For example:
can amplify the effect of vision and goals of this 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
Conflicting parking policies has emerged as the State has made parking Tourism is affirming itself as a core sector of the City’s economy and
free within Melaka City. However, this conflicts 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 and the majority of waste is sent to landfill sites in Sungai Udang (which others. Many other municipal councils have already approached MBMB
to adverse events, following its involvement in the 100 Resilient Cities Network, to find 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.
businesses or industries about recycling or waste segregation. Littering
function in both
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
difficulty in accessing narrow roads and properties, especially in
the WHS.
Aging Building & Infrastructure Conditions

A significant 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 overflow, pests and
electric fire.
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 retrofits need approval from the Heritage Board
in MBMB. This is a long and strict approval process. Retrofit 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.

Contributing 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 Efficient Management
Destination Infrastructure of Resources
The UN Habitat New Urban Agenda is an urbanization

action blueprint for all cities and stakeholders
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 Urban Governance

Smart and Prestigious
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.

A 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.”

Our 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 efficient 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 Landfill Site into a Public Park
4. Develop efficient 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
29. Challenge-Driven University Collaborations to Tackle City Issues
7. Facilitate evidence-based planning
and decision making 30. Capacity Building for Social, Traffic 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
33. Improving Coordination between Water Resource, Urban Flood Risk and Solid Waste
for governance Management
34 Chapter 3 - Actions Resilient Melaka Strategy 35

How 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 Identifies 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 benefits. This could involve expanding the
- Short term (1-3 years), scope to include new locations or beneficiary 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
benefits, 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.

Goal 1: Sustain our local heritage values
Pillar 1 Urban Social A Prestigious Engaged and

Prosperity Inclusion Tourist Empowered
Destination City
Thriving and
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

Thriving 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
also want to open up opportunities for our 6. Water Smart Campaign
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

PRIORITY INITIATIVE
Cultural Heritage & Community Mapping

1 (Melaka’s Unique Stories)
Action Owner Protect and safeguard our cultural and natural

Conservation Unit, MBMB heritage.
Implementation Partners SDG Goal 11.4

National Heritage Department, Arkib
Negara Malaysia; Local universities; The Conservation Unit will lead the development of a map of intangible
Heritage and Residents Associations; cultural heritage across Melaka. This will document local traditions,
Executive Implementation Committee costumes, arts & crafts, events, celebrations, community stories
of Heritage and Melaka City Area, and food of the traditional Malays, Chinese, Indians and other ethnic
Perbadanan Muzium Melaka (PERZIM) groups in Melaka, to strengthen our knowledge, and raise awareness of
the richness of the various cultures in our city.
There is currently very little documentation capturing the diversity of

Timeframe cultures and histories within Melaka in an accessible way. This Action
Short-term will enable the city to value and recognize the cultural and religious
diversity of Melaka, as a melting-pot of Asian and European influences,
Status and to revive the historical value of the WHS and Melaka Historical City.
Priority, Enhancing an
existing action Information and data will be collected through a combination of
face-to-face interviews and surveys. The questions and format of the
Funding engagement should be co-produced with cultural institutions, schools
State funding sources and heritage bodies, as to capture the right information, one needs
to ask the right questions. These questions should be sensitive to
considerations of ethnicity, occupation, age, multi-culturalism, tensions
and aspirations.
Connected Actions
2. Raising Awareness of Cultural The cultural heritage map will combine existing documentation on
Heritage Buildings and Sites built heritage and new information on intangible heritage. The map will
3. Promoting authentic heritage be made publicly available on an interactive online platform, which will
businesses and products be promoted through websites, roadshows, events and festivals, local
museums, mobile applications, television advertisements and printed
4. Cultural Heritage Skills
or social media.
Education Program
17. Reshaping Public Spaces in the City The cultural heritage map will provide evidence on key trends which
27. Melaka Data Observatory can be used to inform decisions regarding heritage planning, building
restoration, and promoting cultural activities in the WHS. The cultural
heritage map will also inform the initiatives proposed in Actions 2+3.
Resilience Value
• Supports the dissemination of culture, values, intangible heritage

• Records cultural practices and skills for posterity
• Strengthens cultural identity of the city
• Promotes Melaka as a diverse visitor destination
Next Steps
Key pilot areas and community groups for engagement have been
identified. The Conservation Unit and Implementation Partners will
now seek resources and funding for the full program of data collection
and dissemination. The Resilience Unit will support in communicating
the value of this platform to a broad range of stakeholders,
emphasizing the role the community map plays in connecting people
with Melaka’s intangible cultural heritage, and in improving livelihoods
within the heritage and tourism sectors.

Raising Awareness of Cultural Heritage Buildings
2 and Sites
Action Owner Strengthens efforts to protected and safeguard

MBMB’s Melaka Heritage City Heritage our cultural and natural heritage.
Zone Development Implementation SDG Goal 11.4
Executive Committee
Implementation Partners This action brings together various initiatives to raise awareness of
Department of Culture, Arts and Melaka’s unique heritage values amongst residents and visitors. Each
Heritage Melaka State, Melaka Museum initiative aims to support local heritage businesses and associations in
Corporation (PERZIM), Tourism sharing Melaka’s unique cultural heritage story.
Promotion Division Melaka State,
National Cultural and Heritage Academy Initiatives could involve:
(ASWARA), Heritage and Residents • Extending Melaka’s calendar of cultural heritage events and
Associations festivals, to celebrate a broader variety of histories and cultures in
Melaka;
• School outreach activities to promote awareness of cultural
heritage among students of all ages;
Timeframe
Short-term • Developing heritage trails or way-finding across the city, supported
by historical information plaques to highlight historical events and
Status buildings;
New • Encouraging small to medium food business to collaborate in
developing food trails or authentic cookery classes;
Funding
• Promoting Melaka as a film location;
Potential co-funding from
local banks CSR program, LA21 and • Producing videos and documentation celebrating Melaka’s heritage
Melaka Heritage Fund and history, to be shown in TV broadcasts or online.
These initiatives aim to engage visitors in Melaka’s cultural heritage,

improving their experience and encouraging them to spend longer
Connected Actions stays in the city, beyond the Jonker Street area. This will diversify
1. Culture heritage & Melaka’s tourism offer, and bring indirect benefits for the local
community mapping economy.
3. Promoting authentic heritage Resilience Value

businesses and products
• Supports the dissemination of culture, values, and
16. World Heritage Site (WHS) intangible heritage
Pedestrianization • Strengthens cultural identity of the city
32. Partnerships with Penang city • Promotes Melaka as a diverse visitor destination
to improve heritage and
tourism management Next Steps
MBMB’s Melaka Heritage City Heritage Zone Development

Implementation Executive Committee and other key stakeholders will
first consider the findings of Action 1 and identify a suitable program
of awareness raising initiatives. The Resilience Unit will support in
communicating the importance Melaka’s cultural heritage to a broad
range of stakeholders and the general public.

Promoting Authentic Heritage Businesses
3 and Products
Action Owner Promotes sustainable tourism that creates jobs

Licensing and Business Development as well as promoting local culture and products.
This will also strengthen efforts to protected and
Department, MBMB
safeguard our cultural and natural heritage.
Implementation Partners SDG Goals 8.9 and 11.4
Tourism Promotion Division Melaka State,
Heritage Business Owners Associations,
Badan Warisan Malaysia, Executive We want to revive and support our traditional crafts and products.
Implementation Committee of Heritage, Many traditional trades and heritage businesses are facing significant
MBMB, National Cultural and Heritage competition from businesses selling inauthentic plastic modern
Academy (ASWARA) products to visitors.
We want to provide incentives to artisans to market and sell their
products and promote a high quality brand for Melaka’s
traditional crafts.
Timeframe
Medium-term This involves:
Status • Prioritizing heritage products businesses when renting MBMB

New owned stalls;
• Supporting efforts to bring vacant floors or buildings back into
Funding use to create spaces for new cultural uses, artisan studios, and
Potential co-funding opportunities traditional trade, retail or food businesses in the WHS;
through local banks CSR program,
• Establishing an accreditation or labeling scheme to distinguish
LA21 and Melaka Heritage Fund
goods and services which adhere to high quality principles and
recognized heritage of WHS;
• Providing support for promoting and marketing products from
Connected Actions small heritage businesses;
1. Cultural Heritage &
Community Mapping Inviting local film productions to showcase the authentic heritage
businesses and products through movies or TV programs.
2. Raising Awareness of Cultural
Heritage Buildings and Site These initiatives aim to address the poor ‘visibility’ of traditional trades
to visitors, and leverage their potential as part of the visitor offer.
16. World Heritage Site (WHS)
Pedestrianization Resilience Value
32. Partnerships with Penang City
• Protects and preserves local traditional skills and knowledge
to improve Heritage and
Tourism Management • Supports the dissemination of culture, values and
intangible heritage
• Strengthens cultural identity of the city
Aligned with City Plans • Promotes Melaka as a diverse visitor destination
Special Area Plan, MBMB Next Steps
Licensing and Business Development Department (MBMB) to

collaborate with relevant stakeholders from the State-level and BPP to
identify framework for promoting heritage products. Resilience Unit to
assist in engaging and consulting with artisans in focus
group discussions.

4 Cultural Heritage Skills Education Program
Action Owner Train younger generations in traditional craft

Tourism Promotion Division Melaka State skills, create employment and entrepreneurship
opportunities, and promote artistic creativity
Implementation Partners that contribute to sustainable development and
safeguarding our heritage.
UiTM- Sg Melaka, GIATMARA branches
in Melaka State, Yayasan Melaka, Local SDG Goals 4.4, 4.7 and 11.4
schools, Community groups
Heritage products, skills, customs are being lost as older generations
pass on. We want to revive and support our traditional crafts through
collaboration with schools, universities, and adult education
Timeframe
training institutions.
Medium-term
This could involve:
Status
New • Developing a program of skills training within a variety of
education institutions through partnerships with arts organizations
Funding and cultural producers;
State funding sources
• Introducing cultural and performing arts education at an early age;
• Facilitating school trips to temples, mosques, buildings, craft

Connected Action centers, as well as demonstrations;
1. Cultural Heritage &
• Encouraging youth volunteering programs to provide opportunities
Community Mapping
to learn traditional craft skills.
Heritage Buildings and Sites Resilience Value
3. Promoting authentic heritage
• Enables transmission of local knowledge and cultural skills
businesses and products
• Addresses the decline in Melaka’s traditional arts
32. Partnerships with Penang City
to improve Heritage and • Promotes intergenerational cohesion and learning
Tourism Management • Increases skills and employment opportunities in the service and
tourism sectors
Next Steps
Tourism Promotion Division Melaka State and Resilience Unit to

engage schools and local institutions to identify a diverse program of
craft skills initiatives suitable for different ages. This will involve also
identifying local institutions capable of delivering the required craft
skills training, which may involve individual stakeholders such as local
shop owners and craft-people. The Resilience Unit can provide initial
seed funding to support pilot engagement with education institutions.

5 Sustainable Waste Awareness Campaign 6 Water Smart Campaign
Action Owner Reduce environmental impact and Action Owner Strengthen the participation of local communities
Department of City Beautification, MBMB substantially reduce the generation of Department of Engineering (MBMB), in improving water and sanitation management
urban waste through sustainable waste by building capacity for water and sanitation
and LA21
Implementation Partners management prevention, reduction, activities such as rainwater harvesting, water
recycling and reuse. Implementation Partners efficiency and reuse technologies in Melaka.
SWCorp, Tourism operators, Waste
campaign NGOs, Eco-Schools Program SDG Goals 11.6 and 12.5 Syarikat Air Melaka Berhad (SAMB), SDG Goals 6.a and 6.b
(WWF Malaysia), Residents Associations water sustainability experts (e.g.
We will develop an enhanced awareness raising campaign to Malaysian Water Association) and
specialist community engagement NGOs We aim to substantially increase water-use efficiency across all sectors
encourage residents, visitors and business to recycle and dispose
of our community. We will develop awareness raising campaigns to
Timeframe of waste responsibly. This campaign will aim to increase public
help local residents, tourists and small business to understand how
Short-to-medium term understanding of the impact of littering and untreated waste in
their water is supplied, and the impact of water pollution on human
drainage channels, for both environmental and human health. Timeframe and environmental health. This campaign will be designed and
Status This will involve: Short term delivered to encourage water-saving behavior.
Enhancing an existing action
• Developing innovative visual campaigns, television and radio This will involve:
Status
Funding advertisements, flyers, mobile apps to encourage responsible
New • Developing innovative visual campaigns, television and radio
Co-funded by SWCorp, SWM waste disposal and recycling;
advertisements, flyers, mobile apps to encourage water saving and
Environment Sdn Bhd and municipal • Fostering synergy in combined efforts between MBMB, SWCorp Funding sustainable water management practices;
funding sources and SWM Environment Sdn Bhd in coordinated campaigns on Part-funded by Syarikat Air Melaka
• Providing incentives and water efficient technologies to property
sustainable waste awareness; Berhad and municipal funding
owners to retrofit existing buildings with water saving devices;
• Organizing clean-up drives in the city, to raise awareness and
• School outreach activities to promote sustainable and responsible
Connected Actions increase public action;
water usage among students of all ages;
6. Water Smart Campaign • Engaging with tourists to be more environmentally responsible Connected Actions
• Strengthening the promotion of green development certifications
when visiting Melaka – through e.g. promotion videos, additional 5. Sustainable Waste Awareness
7. Public Health Awareness Campaign for new developments to include rainwater harvesting, water
waste bins on river boats and in key visitor locations; Campaign
24. Create a circular economy for metering charging according to water use, and sustainable water
• Providing more segregated waste bins in public spaces - to 7. Public Health Awareness Campaign consumption technologies;
solid waste
maximize the benefits and avoid public confusion, it will be
25. Improving Solid Waste 10. Future Melaka Community Forum • Engaging hotels (as major consumers of water resources) to
essential to strategically design and locate the bins. We will use
Collection Systems 22. Enhancing Melaka’s Watershed Plan reduce water consumption as part of their licensing renewal
international best practices to apply color coding, symbols and
for Flood Risk Prevention process.
shaped openings (e.g. rectangular slit for paper, round opening for
glass and plastics) that can be easily recognized and understood. 33. Improving Coordination between Resilience Value
Next Steps Recycling bins should also be designed to fit in with the Water Resource, Urban Flood Risk and
surrounding area, and concentrated in areas with high pedestrian Solid Waste Management • Reduces the demand on Melaka’s diminishing water supply
Department of City Beautification. flow, for example near cafes and restaurants, shopping precincts • Reduces the cost of environmental water quality clean-up and
(MBMB) and SWCorp to collaborate in and event venues; rehabilitation
identifying key waste issues to inform the
• Initiating more recycling education in local schools. This will involve Aligned with City Plans • Demonstrates environmental responsibility and promotes
campaign, then agree a course of action
building upon the Eco Schools program and developing a more stewardship by citizens
and aligned KPIs for a waste public Green City Action Plan
sustained program of engagement with schools.
awareness campaign. The Resilience Unit
Next Steps
will draw upon resilience cities networks Resilience Value
to invite international experts during a Department of Engineering (MBMB) to convene a cross-agency
• Reduces tonnes of domestic and commercial waste that goes to
cross-agency waste forum. working group to identify key objectives and focus areas for raising
landfill, reducing the cost of environmental clean-up
and rehabilitation awareness of water usage in Melaka. Once the objectives for a
campaign have been established, technical assistance from specialist
• Reduces risk to human health
NGOs will be required to develop an action plan which actively
• Demonstrates environmental responsibility and promotes engages residents in water management issues.
stewardship by citizens
The Resilient Unit will support by initiating conversations on water
conservation and rain water harvesting with a variety of key audiences
(i.e. MBMB and municipal agencies, hotels and industry organizations
and individual property owners).

7 Public Health Awareness Campaign 8 Community Rapid Emergency Response Training
Action Owner Prevent disease outbreaks of dengue and other Action Owner Ensure safe and secure working environments and
Department of Environmental Health, vector-borne diseases by organizing health and Melaka Fire and Rescue Department implement local disaster risk reduction strategies
cleanliness programs to improve water quality, to equip community to respond quickly and safely
MBMB (BOMBA)
involving our community, local agencies and in the case of an emergency.
Implementation Partners international support. Implementation Partners SDG Goals 11.b and 13.3
Melaka State Health Department, Indah SDG Goals 3.3 and 6.3 Police, Fire and Emergency Response
Water Konsortium Sdn Bhd, Residents Departments (Melaka), Department of
We will work to build Melaka’s community’s risk awareness and
Associations, Schools We will develop a targeted local public campaign to increase Community Infrastructure and Logistics
capacity to respond to unforeseen emergency events through
awareness of disease transmission through poor sanitary conditions. (MBMB), Life Saving Professional
community training programs. We will target the highest risk areas
Academy Sdn. Bhd, Mercy Malaysia,
Recorded cases of Food Poisoning, Tuberculosis, Hand, Foot and first.
Resilience Unit, Kawasan Rukun Tetangga
Timeframe Mouth Disease, Leptospirosis and Dengue have reached significant (KRT) program, community groups This will involve:
Short-term levels in Melaka in recent years. These can easily be prevented through and schools
simple actions to ensure healthy environments. • Developing age-sensitive programs of awareness raising and
Status emergency drills across all educational institutions;
New We will collaborate with health agencies, water agencies, schools and
• Training property owners to mitigate and manage risks associated
marketing specialists to develop a campaign to encourage ownership Timeframe
Funding with fire and flooding;
of public health issues, and ensure a long-lasting result. Short-term
Department of Environmental • Encouraging business property owners to establish clear
Health, MBMB This will involve: Status evacuation procedures and routes;
New • Developing neighborhood networks of volunteers through the
• Educating the public in their role in preventing the transmission
of harmful bacteria or viruses in specific contexts (e.g. food Kawasan Rukun Tetangga (KRT) program, that are trained to
Funding
Connected Actions preparation, schools, hospitality businesses, waste disposal and respond immediate to possible shocks or natural hazards (for
Co funded by MBMB Emergency
water environments); example, flooding). These volunteer networks will be trained
5. Sustainable Waste Response, Police and
to maintain safety, especially for the most vulnerable, through
Awareness Campaign • Developing innovative visual campaigns, television and radio Fire Departments
established technical procedures, until the situation is controlled
9. Town Hall Engagement advertisements, flyers, mobile apps to increase the awareness of
by the responsible authorities;
healthy sanitation behaviors;
25. Improving Solid Waste • Developing a pilot program, initially training owners of old historic
Collection Systems • Improving pollution monitoring and action squads. This could Connected Actions properties in the WHS. This is particularly important as many
include setting up volunteer programs and teams like Search 9. Town Hall Engagement
26. Improving Urban Waste buildings are vulnerable to building failure, flooding, and are often
and Destroy Aedes Ranger (SEDAR) Program in Selangor. Here,
Water Governance built back-to-back which poses a risk for emergency services and
volunteers assist local authorities in inspecting their housing and
33. Improving Coordination between evacuation. We will then develop a comprehensive program of
commercial areas for potential mosquito breeding grounds;
Water Resource, Urban Flood Risk community risk awareness training to be delivered across Melaka.
• Raising awareness of cleanliness best practice amongst business
and Solid Waste Management
owners in the WHS, especially those working in the food, beverage Resilience Value
and hotel industries. This will include investigating opportunities to
• Improves coordination in the case of an emergency, to maximizes
formalize and enforce existing license renewal process and fining public safety and disaster preparedness
processes. • Better sense of ownership and community by actively participating
in emergency response drills
Resilience Value
• Enables property owners to recover and minimize damage
• Ensures public health and wellbeing following a fire or flood event
• Reduces risk to human health for both residents and visitors • Reduces loss of life and property damages
Next Steps Next Steps
Department of Environmental Health to collaborate closely with BOMBA to design and deliver a pilot training session for WHS
Melaka State Health Department and convene a cross-agency working property owners with assistance from MBMB and Jonker Walk
group to define the objectives, target audiences and focus areas of the Traders Association (to identify participants for the training). MBMB
public health campaign. The Town Hall sessions should be considered Emergency Response Depts. will then collaborate with implementation
as a platform to engage business owners. A pilot initiative will focus partners to secure funding and expertise to develop a Melaka-wide
on engaging WHS business owners. This can be replicated with other training scheme in due course.
groups if needed.

9 Town Hall Engagement
Action Owner Develop a platform to increase public access

Department of Corporate and to information and raise awareness of non-
discriminatory laws or policies. This aims to
International Affairs, MBMB
broaden and strengthen participation in city
governance.
Implementation Partners
Resilience Unit, Community SDG Goals 11.6, 11.3, 16.7 and 16.8
Organizations, NGOs, LA 21, Heritage
Associations, Residents Associations,
youth groups There have been cases in recent years where State-led policy has
needed greater communication with the residents of Melaka to ensure
residents are informed of, and engaged with changes in their city.
Timeframe We will enhance and improve the existing Mayor’s Town Hall forum
Short-term format to ensure broader public engagement and discussion. This will
involve:
Status
Enhancing an existing action • Establishing a variety of public locations for meetings;
• Ensuring multiple social media platforms and various public
Funding
outreach approaches are used to publicize the events, and ensure
Municipal funding sources
a more diverse range of participants;
• Holding smaller focus group sessions on particular topics to
develop solutions in a participatory context;
Connected Actions • Conducting opinion polls and surveys (both online and offline) to
5. Sustainable Waste become better informed of public perceptions and needs;
Awareness Campaign • Enhancing channels and procedures within MBMB to responding to
6. Water Smart Campaign feedback and suggestions.
8. Community Rapid Emergency Resilience Value
Response Training
10. Future Melaka Community Forum • Increases community trust in, and engagement with, government
activities
• Promote equitable, cohesive and supportive communities
• Raise awareness and appreciation for the city and its services
Next Steps
Department of Corporate and International Affairs (MBMB) to

work with Resilience Unit and community representatives to agree
alternative formats, locations and frequency of Town Halls, with the
aim of broadening range of participants. The Resilience Unit will assist
in delivering Town Halls by providing inputs on issues that need to be
addressed.

10 Future Melaka Community Forum
Action Owner: Provide a platform to facilitate responsive,

Department of Corporate and inclusive and participatory planning and
decision-making.
International Affairs, MBMB
SDG Goals 11.3 and 16.7
LA 21, Heritage and Residents

We will establish a yearly event, bringing together a diverse range of
Associations, youth groups and schools
city stakeholders to discuss Melaka’s future development, generate
new ideas and strengthen participation in the decision making
processes for Melaka. This event will be held in April during the
Timeframe celebration of Melaka as a Historical City.
Short-term
These participatory annual public events will present the chance to
Status discuss key development issues with a broad range of stakeholders
New from MBMB, NGOs, interest-groups and the general public.
Funding Each year, a specific topic of discussion will be chosen with the aim of
Municipal funding sources contributing to improve quality of life for people in Melaka. Example
topics could include: Sustainable Water Use, Urban Flooding, Fire Risk,
Healthy lifestyles for all, Climate Adaptation, or the future of the World
Heritage Site.
Connected Action
9. Town Hall Engagement This forum will be an opportunity for MBMB stakeholders, NGOs,
interest-groups and the general public to share their knowledge,
network and develop collaborative solutions.
Resilience Value
• Promotes equitable, cohesive and supportive communities

• Supports integrated planning and strengthen municipal leadership
• Develops synergies with city stakeholders and enhances
participation
• Supports and promotes local capacity building
Next Steps
Department of Corporate and International Affairs to work in

close collaboration with the Resilience Unit to develop a format,
engagement strategy and funding for delivering this annual event.
56 Chapter 3 - Actions
Goal 4: Develop efficient and sustainable transport options
Pillar 2 Spatial Environmental Urban Dynamic A Healthy,

Development Sustainability Prosperity and Efficient Active and
Infrastructure Safe City
A Livable ,
Vibrant and
Goal 5: Create vibrant public spaces
Efficiently
Connected City
Spatial Social Urban A Prestigious A Smart and
Development Inclusion Prosperity Tourist Competitive
Destination City
Goal 6: Clean-up and protect our environment
Governance Environmental Urban A Sustainable Dynamic

Structure Sustainability Prosperity Management and Efficient
of Resources Infrastructure

A Livable, Vibrant and Efficiently Goals & Actions
Connected City
Goal 4: Develop efficient and sustainable transport options
Improvements to our urban spaces, infrastructure and 11. Integrated Mobility Masterplan for Melaka
mobility networks can address many of the shocks and
stresses facing Melaka. Investing in making the city safer, 12. Develop an Efficient Bus Service (including Park & Ride)
more accessible and a more vibrant place to work and
13. Developing Sustainable Alternative Routes to Access the City
play will also help protect against flood risk, facilitate
social interaction and create healthier environments for 14. Melaka Water Taxi
communities. These improvements can provide significant
benefits for Melaka’s residents’ quality of life, but also 15. Citywide Cycling and Pedestrian Networks
it enhances the attractiveness of Melaka for visitors and
investors.
We want to ensure everyone in the city - residents Goal 5: Create vibrant public spaces
and visitors - has access to public transport. This will
reduce congestion and improve air pollution. Improved 16. World Heritage Site (WHS) Pedestrianization
accessibility around the city will help create new business
opportunities. It can also provide opportunitites to adapt 17. Reshaping Public Spaces in the City
and re-use spaces to enhance the character of the city. 18. Revive Riverside Spaces for Public Activities
A resilience approach prioritizes infrastructure and urban 19. Transform Krubong Landfill Site into a Public Park
space solutions that are integrated and tactical. Integrated 20. Establish an Adaptive Heritage Building Control Strategy
in terms of addressing multiple risks at once – through a 21. Support New and Growing Industries through the Provision of Business Spaces
coordination across silos – all the while achieving long-
term benefits. Tactical, in the sense that certain small-scale
actions are able to achieve broad and ambitious goals.
Goal 6: Clean-up and protect our environment
22. Enhancing Melaka’s Watershed Plan for Flood Risk Prevention

23. Upgrade Flood Mitigation and Drainage Infrastructure
Resilience challenges being addressed:
24. Creating a Circular Economy for Solid Waste
Flood Risk Traffic Congestion 25. Improving Solid Waste Collection Systems
26. Improving Urban Waste Water Governance
Aging Infrastructure Disease Outbreaks
Waste Management Integrated Urban Planning

PRIORITY INITIATIVE
Develop an Efficient Bus Service

11 Integrated Mobility Masterplan for Melaka 12 (including Park + Ride)
Action Owner Develop safe, affordable, accessible and Action Owner Provide sustainable, reliable, efficient and
Department of Town Planning and sustainable transport systems to support Panorama Melaka Sdn Bhd resilient transport options that support
economic development, human surrounding economic activities and livelihoods.
Department of Engineering, MBMB
well-being and affordable access for all. Implementation Partners
SDG Goal 9.1
Implementation Partners Department of Engineering (MBMB),
SDG Goals 9.1. and 11.2
UPEN Melaka, PLANMalaysia@Melaka, UPEN Melaka, PLANMalaysia@Melaka,
external transport planning experts, Agensi Pengangkutan Awam Darat MBMB and Panorama Melaka will develop an upgraded bus service
Agensi Pengangkutan Awam Darat We will collaborate across transport and infrastructure agencies to (APAD) and MYRAPID that contributes to a more integrated city transport network that
(APAD) JKR, Panorama Melaka Sdn Bhd, develop an Integrated Mobility Masterplan that integrates all current incorporates ‘Park and Ride’ and Bus Rapid Transit (BRT) options for
JPJ, IEM, JKJR, MKJR, PPK Technology studies and plans (ADB and Parking Studies as well as the Melaka both residents and visitors.
Sdn Bhd State Structure plan and local plans) and provides an implementation This will involve MBMB:
Timeframe
roadmap for mobility improvements in Melaka. This masterplan will
Medium-to-Long term • opening a new tender for the bus service;
support and align with the UNESCO World Heritage Site conservation
• upgrading the facilities and condition of the existing bus terminal
objectives. Status
Timeframe and bus stop to ensure convenient and safety for users;
Short-term Enhancing an existing action
The mobility system in Melaka is facing a number of significant • identifying suitable locations for the Park and Ride terminals;
challenges, including limited public transport options, over reliance on Funding
Status • conducting a feasibility study to identify the suitable routes for a
private care use, narrow streets, and limited regional access to points Co-funding from MBMB,State Smart
New BRT service, and the implementation of a BRT proposal;
of interest throughout the city, including the WHS. Therefore, a more City Program, with some elements • identifying school and university service routes;
Funding coordinated approach is needed to integrate the various land-uses and to be potentially funded through
Co-funding opportunities from points of interest across the city. • ensuring state-subsidies for the service are targeted effectively;
State and Federal sources
Islamic Development Bank, Asian • requiring bus operators to move to zero or low carbon fueled
Resilience Value
Development Bank, State and vehicles.
Federal Government • Integrates land-use and transportation planning to deliver public This will also involve the bus operator Panorama:
Connected Actions
transport infrastructure and accessibility in a sensitive manner, • improving branding and marketing of the bus system and wider
respecting the WHS value 11. Integrated Mobility Masterplan
public transport network;
• Decreases traffic congestion, and provides a safe environment for 13. Develop sustainable alternative routes
Connected Actions • establishing Smart Information Systems - to reduce wait times, and
pedestrians and drivers alike to access the city
12. Develop an efficient bus make the service more user-friendly.
• Produces behavior change in residents travel mode in favor of 14. Melaka Water Taxi
service (incl. Park and Ride)
16. World Heritage Site Pedestrianization Resilience Value
13. Develop sustainable alternative more walking and more public transport use
transport routes into the city. • Contributes to the emissions reduction and improve the city’s • Provide a safe and affordable public transport system to reduce
14. Melaka Water Taxi air quality reliance on the car, and encourage alternative modes of transport
• Enhances the city’s identity by making the city more accessible by Aligned to City Plans • Enhance accessibility for citizens to goods and services, through a
15. Cycling and Pedestrian Networks
for Melaka local residents and visitors comprehensive public transport system
MBMB Local Plan 2035
16. World Heritage Site Pedestrianization • Reduce emissions from cars and improve air quality and
Next Steps
public health
MBMB Department of Town Planning and Engineering to secure • Contribute to Melaka’s aspirations of: efficiency, inclusivity
technical and financial assistance to develop the integrated mobility and sustainability
masterplan. A transportation task-force committee within MBMB
Aligned to City Plans will also be established (with cross-departmental representation) Next Steps
MBMB Local Plan 2035 to oversee the development of the Masterplan. The Resilience Unit
MBMB Department of Engineering and Panorama State GLC will
Melaka State Structure Plan will form part of the task-force committee, and can invite external
collaborate and secure technical and financial assistance to conduct
transport planning experts from across the 100 Resilient Cities network
a scoping and feasibility assessments for the hybrid bus and
as part of a capacity building and knowledge-sharing program.
BRT network.
The Resilience Unit will assist in ensuring bus networks and Park+Ride
service plans are aligned and integrated with related pedestrianization
and river taxi projects. Where necessary, the Resilience Unit can
invite external BRT and transport planning experts from across the 100
Resilient Cities network as part of a capacity building and knowledge-
sharing program.

Developing Sustainable Alternative Routes to
13 Access the City 14 Melaka Water Taxi
Action Owner Increase accessibility across Melaka by Action Owner Provide an affordable, safe, inclusive, accessible
Department of Town Planning, MBMB developing quality, reliable, sustainable PPSPM and sustainable transportation option for daily
and resilient infrastructure that connecting use in Melaka.
Implementation Partners all parts of the city. Implementation Partners
Department of Engineering (MBMB), PPK SDG Goals 9.1 and 11.2 Department of Town Planning and
Technology Sdn Bhd, MKJR, JKJR, JKR, Department of Engineering (MBMB),
PDRM, MBMB Traffic Committee, UPEN UPEN Melaka, PLANMalaysia@Melaka, We will work with existing operators to develop a ‘hop-on-hop-off’
Melaka, PLANMalaysia@Melaka, Agensi MBMB will continue to develop alternative and multi-modal routes into Agensi Pengangkutan Awam Darat Water Taxi service along the Melaka River as an alternative means of
Pengangkutan Awam Darat (APAD), Melaka to ease congestion on the main routes into the city. Currently, (APAD), Melaka River Cruise Sdn Bhd, transport through the city. This service will be separate to the river
Highway Planning Unit under Ministry there are only a few roads leading to the city center. Alternative routes Sungai Melaka Venture Sdn Bhd cruise service, and will provide both residents and visitors with a link
of Works and Melaka Public Works into the city, and WHS area in particular, are therefore needed to from Melaka Sentral, into the WHS.
Department improve local and regional access for both residents and visitors.
This project will be closely aligned with the Sungai Melaka Phase II
There is insufficient data on current and forecasted road capacity and Timeframe infrastructure improvements, and initiatives to pedestrianize the WHS.
traffic volumes. MBMB will therefore conduct a feasibility study to Medium-term
Timeframe identify suitable new routes into the city and ensure: Preliminary work will have to take place to reinforce the concrete river
Medium-term Status walls, as wave action from passing taxi boats may cause erosion and
• New ‘green’ routes into the city are coordinated with planned BRT,
Enhancing an existing action weaken the wall structural integrity.
park and ride and cycle networks, to develop an integrated multi-
Status
modal mobility system across the city, and reduce reliance on Funding Resilience Value
private vehicles; Potential co-funding from
Funding • Traffic impact assessments are conducted on existing and Engineering and Planning • Provides a sustainable and alternative means of transport,
Potentially co-funded by MBMB potential routes; Departments (MBMB) and UPEN extending connectivity and transport options through the
and UPEN city center
• This action is informed by an evidence-based appraisal of potential
options, considering the environmental, social and economy • Enhances the city identity and supports tourism
benefits of alternative routes. Connected Actions • Fosters long-term & integrated planning
Connected Actions This study should coordinate both the road diversion plans proposed 11. Integrated Mobility Masterplan Next Steps
11. Integrated Mobility Masterplan by MBMB’s Local Plan, and planned UK Prosperity Fund interventions
13. Develop efficient bus service
for a Green Transport Corridor Melaka. PPSPM to secure technical assistance to conduct a feasibility study
12. Develop an efficient bus network 16. World Heritage Site Pedestrianization
to scope the extent of infrastructure work required, and identify
14. Melaka Water Taxi Resilience Value 19. Revive riverside spaces for
effective drop-off locations along the river. Resilience Unit to
15. Cycling and Pedestrian Networks public activities
• Decreases traffic congestion and provides a safe environment for coordinate with PPSPM to ensure an integrated approach to planning,
27 Melaka Data Observatory pedestrians and drivers alike (i.e.) infra-structure upgrades are coordinated with flood mitigation
improvements, and drop-off points are aligned with key pedestrian
• Provides reliable communication and mobility addressing social
access or park and ride locations to benefit both residents and
and economic needs
Aligned to City Plans visitors. Where necessary the Resilience Unit may be able to draw
Aligned to City Plans • Fosters long-term & integrated planning upon experts within the 100 Resilient Cities network to share advice
• Addresses climate and air quality impact of the transport sector MBMB Local Plan 2035
MBMB Local Plan 2035 and experience in implementing water transport and infrastructure
Melaka State Structure Plan projects.
Next Steps
A transportation task-force committee within MBMB will be

established (with cross-departmental representation). This task-force
will seek technical assistance for delivering a feasibility study identify-
ing route options, and ensure all planned transport interventions are
aligned and coordinated. The Resilience Unit will assist the committee
in ensuring the road diversification plans contribute to Melaka’s green
and sustainable mobility ambitions, and are aligned with other public
transport and car-reduction initiatives. The Resilience unit will be
well-placed to champion alternative routes that improve accessibility
for poorly connected communities, and reduce adverse effects on
the environment. Where relevant, the Unit can provide advice on
implementing pilots using Tactical Urbanism methods.

PRIORITY INITIATIVE
15 Citywide Cycling and Pedestrian Network
Action Owner Provide an affordable, safe, active,

Department of Town Planning and accessible and sustainable transportation
option for daily use in Melaka.
Department of Engineering, MBMB
SDG Goals 3.4 9.1, 11.2, 11.3, and 11.7
JKR, PERZIM, PlanMalaysia@Melaka,
UPEN, MOTAC, PDRM
We will develop cycle and pedestrian networks throughout Melaka.

We will prioritize key areas such as the riverside and key tourist and
Timeframe
employment areas, whilst also ensuring new routes are created linking
Long-term
villages, townships and public parks across the city.
Status
As part of the joined-up network, Melaka will need to consider the key
‘last mile connection’ as Melaka’s residents move safely to and from
Funding the WHS. Understanding and designing the ideal structure of this
Municipal funds, with some funding network will also involve participatory processes, specifically when
potentially to come from the preparing user-friendly standards and regulations for pedestrians and
Ministry of Tourism or UPEN cyclists.
The Healthy Walkable Guideline City (GPPHWC), provided by

PLANMalaysia will be a key reference document when preparing the
Connected Actions standards and regulations for pedestrian and cycle ways, and cycling
11. Integrated Mobility Masterplan parking facilities. These guidelines provide best practice advice on
implementing Healthy Walkable City solutions at both the city and
13. Develop efficient bus service
neighborhood scale.
14. Develop sustainable alternative routes
to access the city Resilience Value
15. Melaka Water Taxi
• Improves safety and travel times for pedestrians and cycling
16. World Heritage Site Pedestrianization road users
19. Revive riverside spaces for • Promotes behavior change away from private vehicle use in favor
public activities of more walking, cycling and public transport use
27. Melaka Data Observatory • Contributes to reducing carbon emissions and improves Melaka’s
air quality
• Builds social cohesion - walkable neighborhoods have higher
levels of social capital compared to those living in the car-oriented
Aligned to City Plans suburbs. They are more likely to know their neighbors, trust each
MBMB Local Plan 2035 other, and be socially committed (Leyden, 2003)
Next Steps
Identify priority pedestrian and cycle routes within areas of interest

that will support the integrated mobility plan. Resilience Unit to
collaborate with the Engineering and Planning Departments to
review and assess options in order to ensure this project is closely
coordinated with other public realm and mobility strategies to ensure
cross-sector benefits are realized. The Resilience Unit can also provide
advice on implementing pilot projects through Tactical Urbanism
methods.

16 World Heritage Site (WHS) Pedestrianization 17 Reshaping Public Spaces in the City
Action Owner Develop sustainable, resilient Action Owner Provide access to safe, inclusive and
Department of Town Planning and infrastructure to support economic Department of Landscape, MBMB accessible green and public spaces.
development and human well-being.
Department of Engineering, MBMB SDG Goals 9.1 and 11.7
This will also support sustainable Implementation Partners
Implementation Partners tourism that creates jobs and promotes local culture and products.
Planning Department and Department of
JKR, PERZIM, PlanMalaysia@Melaka, SDG Goals 8.9 and 9.1 Infrastructure, Community and Logistica Across the center of Melaka, especially within the WHS, and along the
UPEN, MOTAC, PDRM, Jonker Street (MBMB), Melaka Tengah District and Melaka River, opportunities exist to revitalize vacant and under-used
Traders Association, UPEN, Department MBMB will implement a pedestrian priority scheme throughout the Land Office, Epic Community Sdn Bhd, public spaces. We want to ensure these spaces are built-back-better,
of Public Works, Melaka streets of the World Heritage Site in order to create a safe, accessible URBANICE Malaysia, UPEN to serve the community, without high levels of cost.
and sustainable means of accessing the area, whilst also indirectly This could include:
supporting a wider range of community and visitor activities. • Exploring temporary and small-scale interventions to reinvent
Timeframe Components of the pedestrian priority scheme may include: Timeframe spaces with citizens. These could include such as greening and
Medium-term • Parking restriction and a residents parking scheme; Medium-term public art initiatives, or shop front improvements;
Status • Timed servicing access for deliveries and waste collection; Status • Creating semi-permanent and pop-up murals (to avoid damage to
Priority, Enhancing an existing • Decentralized parking, and a Park and Ride service; Enhancing an existing action historical walls and buildings);
action • A Street Lighting Strategy, to improve safety and security; • Designating areas of vacant land for commercial use to attract
Funding
• Paving and street furniture to enhance heritage values and new SME businesses to neighbor-hoods (prioritized for economic
Funding Funding to be identified from
Potential funding from Ministry of conservation objectives; municipal budgets, UPEN and revitalization);
Tourism Malaysia and Heritage Tax • Improved signage and wayfinding; MOTAC. • Improving public realm and pavements delivering safe, joined-
(MBMB) • Tactical urbanism approaches, where small scale and low-cost up walking network (including broader visitor circuits and linking
interventions are developed in collaboration with residents, and across the buffer area, tree canopy walk/cycle lanes).
used to temporarily pedestrianize spaces. These revived public spaces should be designed to offer multiple
Connected Actions
By reducing vehicle traffic passing through the WHS, public space functions – for example:
Connected Actions 15. Cycling and pedestrian networks
11. Integrated Mobility Masterplan can be created for alternative visitor activities (in side streets and • Public space could be designed to mitigate flash floods in flood-
21. Support new and growing industries
back lanes for example). Themed visitor trails or circuits can also be prone areas;
13. Develop efficient bus service through the provision of
developed extending within and around the WHS. Visitors are also
business spaces • In areas where young people congregate, street furniture may need
15. Cycling and pedestrian networks more likely to spend longer in the WHS and its surrounds, exploring
to be designed to withstand skateboarding activities;
17. Reshaping public spaces in the city smaller shops or back lanes, leading to increased tourism revenue.
• Public space could be designed to offer rest points and shade to
This will be phased progressively to minimize disruption and build
public support. It will also be closely coordinated with controlled traffic pedestrians.
management or public transport initiatives.
Resilience Value
Aligned to City Plans Resilience Value
• Regeneration of central sites reduces urban sprawl and revives
MBMB Local Plan 2035 • Improves safety for pedestrians activity in the city center
• Strengthens efforts to preserve heritage buildings as vibrations from • Supports conditions to increase employment and services
passing traffic are reduced • Revitalizing public spaces through recreational, cultural or
• Increases time spent walking in WHS which can deepen visitors’ sporting activities provides benefits including strengthening social
engagement with Melaka’s culture, history and environment, and cohesion.
support local businesses • Enhances urban conservation value
Next Steps
Next Steps
The Action Owners will assess locations for priority pilot streets, whilst
ensuring they are integrated with other transport and public realm Departments of Engineering and Environment, MBMB will work
strategies. This will be supported by the Resilience Unit, who will: with community groups and property owners to survey and identify
potential spaces, create an inventory and design a program of
• Assist the Action Owners to secure budget for implementation;
interventions. The Resilience Unit will support this work, with a
• Arrange public consultation and engagement opportunities to particular focus on engaging the public in co-creating solutions and
ensure pedestrianization pilots meet the needs of local business using tactical urbanism methods to test pilots.
owners and residents;
• Provide advice on implementing pilot projects through Tactical
Urbanism methods.

PRIORITY INITIATIVE
18 Revive Riverside Spaces for Public Activities 19 Transform Krubong Landfill into a Public Park
Action Owner: Develop activities along the Melaka river Action Owner: To protect, restore and promote sustainable use
Department of Landscape (MBMB) to ensure the area is alive with a variety Department of Management Services of ecosystem and reverse land degradation or
of activities that contribute to economic biodiversity loss; To reduce environmental impact
and Department of Environmental Health
Implementation Partners development and human wellbeing. of cities by paying special attention to waste
(MBMB) management and providing access to safe, open
PPSPM, Department of Town Planning SDG Goals 9.1 and 11.4 public spaces.
(MBMB), Melaka Tengah District Implementation Partners
and Land Office, Department of SWCorp, UPEN Melaka SDG Goals 11.6 and 15.1
Melaka has several rivers, with riverbank areas that could provide
Infrastructure Community and Logistics
attractive public spaces for activities. We will coordinate with the
(MBMB), Epic Community Sdn Bhd,
existing Sungai Melaka Phase II improvement works to ensure riverside We will ensure the Krubong Landfill site undergoes a thorough and
URBANICE Malaysia, UPEN, MOTAC
spaces are revived to support community and economic activities. Timeframe safe environmental rehabilitation program in order to develop the site
MBMB will first develop a pilot project as part of the Sungai Melaka Long-term as a public park.
Phase II project.
Status Significant rehabilitation work will first be needed to ensure the site
Timeframe This will require MBMB to engage public and private agencies, New is suitable and safe for public use. This will address the environmental
Short-term responsible for drainage, public realm, waste, water and waste water degradation on the site, and restore natural habits. This is particularly
infrastructure, to ensure an integrated and successful approach to Funding important due to the site’s proximity to the Melaka River, and issues of
Status
planning public spaces along the river. Community engagement Funding to be identified from leachate and water contamination. A feasibility study is therefore first
Priority
and consultation will also be essential in designing successful public Municipal and State budgets. required, to identify suitable environmental restoration solutions for
spaces. Through engagment and consultations, there are opportunities the site.
Funding to integrate tactical urbanism approaches – where temporary small
scale interventions can be used to reinvent spaces with citizens. Once rehabilitation works have been completed, the site will then
Funding secured through Phase II
be developed as a public park, providing residents and visitors with
Sungai Melaka. Additional funding Connected Actions:
Following the successful of pilot projects, there are opportunities to access to green space in the city.
may be available through MBMB, 15. Cycling and Pedestrian Networks
extend this approach for reviving public spaces along other rivers
UPEN and MOTAC Resilience Value
in Melaka. 17. Reshaping Public Spaces in the city
Resilience Value • Restores natural ecosystems, landscapes and biodiversity
Connected Actions: • Enhances attractiveness of Melaka to residents and visitors

• Opens up opportunities for transport and economic developments
14. Melaka Water Taxi • Potentially provides residents with access to green spaces in urban
along the river, enhancing the area of residents and visitors
areas, encouraging active and healthy lifestyles
15. Cycling and Pedestrian Networks • Regeneration of central sites can support conditions to increase
• Provides flood mitigation, air pollution mitigation and reduced
17. Reshaping Public Spaces in the City employment and services
urban heat island effects
• Enhances attractiveness of Melaka to residents, visitors and
potential investors Next Steps
Aligned to City Plans MBMB to conduct a feasibility study to understand the extent of
MBMB Local Plan 2035 Next Steps degradation and program of rehabilitation to render the site suitable
Department of Landscape will identify suitable locations for pilot for public use.
projects. The Resilience Unit will support in assessing and reviewing
project options to ensure riverside spaces integrate flood management
mechanisms and are designed to be effective, inclusive and accessible
public spaces. The Resilience Unit can also support in public
engagement and consultation processes to ensure designs serve
community needs.

Establish an Adaptive Heritage Building Support New and Growing Industries through the
20 Control Strategy 21 Provision of Business Spaces
Action Owner: To bring back vacant or abandoned Action Owner Promote policies that support decent job
Department of Building Control – heritage buildings into sustainable use for Department of Licensing and Business creation, entrepreneurship, creativity and
a living and working community. innovation, and encourage the formalization and
Conservation Unit, MBMB Development, MBMB
growth of small- and medium-sized enterprises.
Implementation Partners Implementation Partners SDG Goal 8.3
Malaysian Institute of Architects, MISDEC (Malacca Industrial Skills
MBMB’s Melaka Heritage City Heritage There is a need for strategy that ensures Melaka’s historical urban Development & Entrepreneurship Centre)
Zone Development Implementation fabric serves as an asset rather than a liability for the city. There is Majlis Amanah Rakyat (MARA) – agency Melaka has a long legacy of economic activity related to traditional
Executive Committee also a need to identify affordable restoration techniques for property under Ministry of Rural Development crafts, agriculture, fishing, food, not to mention, a unique built heritage
owners to implement, potentially supported by incentives. that offers a special setting for media, film production. We want to
promote growth clusters that encourage these traditional and creative
This should:
industries to develop and thrive in Melaka.
Timeframe • Identify appropriate re-use and conservation options with property Timeframe
Creative Industries businesses could include advertising, art, crafts,
Short-term owners; Medium-term
design, fashion, film, music, performing arts, publishing and etc.
• Consider incentives to bring vacant floors or buildings back into use;
Status Status We will incentivize SMEs to locate in Melaka by offering space and
Enhancing an existing action • Guides infrastructure retrofitting or upgrade programs within New business support programs.
sensitive heritage buildings or public realm;
Funding • Improve living conditions and encourages a social mix of residents Funding Resilience Value
Potential funding available from and to stay living in the WHS to support its preservation and Potential funding available through
Ministry of Rural Development • Diversifies the range of industries operating in Melaka
MBMB Heritage Tax and Ministry continued vibrancy;
of Tourism or UPEN. • Increases variety of tourist attractions available to Melaka’s visitors,
• This project will establish a framework, in partnership with the
promoting longer stays and deeper engagement with the culture
property owners, heritage experts and MBMB planning department,
and environment of the region
to guide the restoration of historic buildings, ensuring they are
Connected Actions: livable whilst preserving the authenticity and integrity of the historic Connected Actions Next Steps
urban fabric. 3. Promoting authentic heritage business
17. Reshaping Public Spaces in the city Department of Licensing and Business Development to collate a list of
Resilience Value and products
21. Support new and growing industries available spaces and consult with owners on proposals.
through provision of business spaces 17. Reshaping public spaces in the city
• Ensures protection and utilization of Melaka’s historical and
cultural heritage 21. Establish an adaptive heritage
building control strategy
• Preserves and strengthens the city’s cultural identity
Aligned to City Plans • Builds capacity and governance within MBMB, which can be
Special Area Plan, MBMB applied to managing other heritage assets
• Improves housing conditions within the WHS, encouraging a social
mix of residents and other users within the WHS
Next Steps
Department of Building Control to conduct a Town Hall session with

local heritage players and associations to understand the issues and
formulate the strategy with local stakeholders.

Enhancing Melaka’s Watershed Management Plan Upgrade Flood Mitigation and Drainage
22 for Flood Risk Prevention 23 Infrastructure
Action Owner Adapt and implement integrated policies and plans Action Owner: Reduce risk of flooding in Melaka by
Department of Irrigation and Drainage, for mitigation and adaption to climate change, and Department of Engineering and strengthen flood mitigation action,
resilience to disasters. improving drainage infra-structure and
Melaka Environmental Health, (MBMB) and
enabling the transfer of technology and
SDG Goal 11.b Department of Irrigation and Drainage, solutions from various agencies (both
Implementation Partners Melaka local and international).
BKSA, SPAN, IWK, Syarikat Air Melaka
Berhad (SAMB), Ministry of Water, We will develop a Watershed Management Plan for Melaka to inform Implementation Partners SDG Goal 6.a and 11.b
Land and Natural Resources, UPEN and an integrated approach to water resource management, land use Malaysia National Security Council
PLANMalaysia@Melaka planning and flood risk mitigation in the city. This will be used to (Melaka), JKR, UPEN Melaka, Ministry
Multiple (but coordinated) approaches are needed to strengthen
inform key land use planning stakeholders and the State Government of Rural & Regional Development,
Melaka’s flood mitigation infra-structure and improve the city’s
to ensure local and national economic, societal and environmental Department of Social Welfare,
drainage system:
targets are met with regards to water resources and flood risk. PLANMalaysia@Melaka
Timeframe • An assessment study to understand the upgrade required for the
Medium-term Several flood-related studies and assessments have been conducted in
tidal barrage and pump system to manage water levels. This will
Melaka. However, an integrated, cross-boundary approach is needed
Status help capture and treat runoff at source before reaching
to improve decision making for water resource management. Timeframe
Enhancing an existing action downstream areas;
Long-term, with studies completed
This Watershed Management Plan will: • A SUDs (Sustainable Urban Drainage Systems) feasibility study
in the short-term
Funding • assess the wider watershed or catchment area serving Melaka’s to identifying priority areas + feasible retrofitting solutions to
Potential funding from UPEN rivers and waterbodies; Status incorporate Sustainable Drainage Systems to reduce surface water
• provide a framework for protecting and enhancing the water Enhancing an existing action flow before it enters watercourses, in an environmentally
environment and therefore, inform decisions on land-use planning; beneficial way;
Connected Actions Funding
• identify the existing water quality conditions and any potential risks; • Development of a maintenance program for drainage systems
Funding for suitable drainage
23. Upgrade Flood Mitigation and • identify any protected or sensitive areas that need to be considered including asset mapping and monitoring;
technologies and monitoring
Drainage Infrastructure when managing water resources; potentially available through Smart • An assessment identifying new (affordable) technologies that can
33. Improving Coordination between • integrate and align with the Water Resource Conservation Plan City Program, JKR, Ministry of access drainage channels in hard-to-reach areas that are prone to
Water Resource, Urban Flood Risk (WRCP) and National Water Balance Study (NAWABS) prepared for Rural & Regional Development, becoming blocked with solid waste. Easy and regular maintenance
and Solid Waste Management the Sungai Melaka River Basin; Department of Social Welfare,
of drainage channels could greatly reduce the risk of localized
and UPEN
The findings of the Watershed Management Plan may be flooding.
able highlight: Natural or nature-based solutions will be preferred, but without
Next Steps
• areas where improvements in water quality could be achieved by neglecting the importance of ICT or smart solutions to improve the
Department of Irrigation and Drainage, Connected Actions continuous monitoring and support emergency flood management.
more consistent, and enforced regulation and planning between
Melaka to secure technical and financial 22. Enhancing Melaka’s Watershed Plan
different states;
assistance to prepare the plan, and gain for Flood Risk Prevention Resilience Value
agreement for collaboration between • areas in which smart and sustainable designs could achieve multiple
benefits, such as improved water quality, reduced flash flood risk, 30. Improving Coordination between • Helps to reduce and manage surface water flow into the drainage
other states. The Resilience Unit will
and reduced impact of sewer systems becoming flooded during Water Resource, Urban Flood Risk network
support this work by ensuring a multi-
high rainfall events. and Solid Waste Management
stakeholder collaborative approach in • Resolves or limits the effects of urban flooding
developing the Watershed plan. Where • Helps to raise awareness of climate change
Once the Watershed Management Plan is published, the findings
needed the Resilience Unit can also
should be shared with local Infrastructure, Environmental Protection,
support in public consultation activities. Next Steps
Transport and Planning departments in MBMB, to ensure an integrated
approach to decision making for public service planning and MBMB stakeholders will secure technical and financial assistance
construction permits. The plan should also be read in conjunction to conduct these three assessments, whilst identifying priority
with utility water supply & distribution, storm & foul drainage network locations to be addressed. The Resilience Unit will support the public
information, reports on works in the marine environment, biodiversity consultation processes in areas prone to flooding and poor drainage to
plans, and proposed future development plans. ensure building owners can participate in relevant decision-making.
Resilience Value
• Provides information to lower the risk of property damage,

business loss, and reparation costs from flooding
• Ensures an integrated approach to land use, flood risk and water
resource planning

24 Creating a Circular Economy for Solid Waste
Action Owner Reduce adverse environmental

Department of Management Services, impact of cities by improving waste
management.
MBMB
SDG Goals 11. 6 and 12.a
External waste management and circular

MBMB will convene traders, business owners and waste management
economy specialists, SWM Environment
experts to explore and identify suitable options to generate economic
Sdn Bhd, Tzu Chi Foundation Malaysia,
value from ‘waste’ materials through reuse and recycling in Melaka.
Ecoknights, Jonker Street Trader
Association We will investigate opportunities to embed circular economy principles
in the city’s waste management system, to make waste a resource for
new products and services, to reduce the amount of waste the city
generates, to promote recycling, and create new local
Timeframe economic opportunities.
Short-term
Participation and engagement from local entrepreneurs and citizens
Status will be key in the success of this initiative.
Resilience Value
Funding • Encourages a circular economy approach to waste management

Potential co-funding available • Reduces the environmental impact of our solid waste and
from Department of City Services, generate new economic opportunities related to material reuse
MBMB; UPEN Melaka; Ministry of and recycling.
Rural Development, Center for
• Supports livelihoods and employment
Environment, Technology and
Development, Malaysia (CETDEM) • Promotes public-private partnership projects
Next Steps
Connected Actions Department of Management Services and Resilience Unit (MBMB) to

collaborate and conduct a working group or focus group discussion
5. Sustainable Waste
with implementation partners to formulate potential initiatives and
Awareness Campaign
pilot projects.
25. Improving Solid Waste
Collection Systems

MBMB Local Plan 2035

25 Improving Solid Waste Collection Systems 26 Improving Urban Waste Water Governance
Action Owner Builds capacity for waste management to Action Owner Develop a systematic and well-planned
Department of Management reduce pollution, eliminate dumping and National Water Services Commission waste management system, with
minimize release of hazardous materials or the support of State agencies, local
Services, MBMB (SPAN)
substances. authorities and the community in Melaka.
Implementation Partners SDG Goals 6.b and 6.3 Implementation Partners SDG Goals 11.6 and 17.7
SWCorp, Jonker Street Trader IWK, JPP, JIKL, ReHDA, Hotels
Association, JPS, Waste Management Associations, The National Water
NGOS (e.g. Tzu Chi Foundation) A significant number of households in Melaka do not have regular Services Commission (SPAN) We will collaborate with key stakeholders in SPAN and IWK to ensure
or adequate waste collection services, especially in rural areas. both private and public Sewage Treatment Plants (STPs) are licensed,
Typically, these households will bury their waste, or burn it, resulting in maintained and regulated more effectively.
environmental degradation, pollution and increased harm to
Timeframe Timeframe Sewage treatment plants are often poorly maintained, resulting in
human health.
Medium-term Medium-term cases of leaching, water pollution and environmental damage. This has
MBMB will ensure greater efficiency and coordination for waste
severe consequences for both human and environmental health.
Status collection services in rural areas, through collaboration with outside Status
Enhancing an existing action contractors and specialist NGOs. This will involve: Enhancing an existing action SPAN, MBMB stakeholders and the Resilience Unit will conduct further
• Collaborating with SWCorp to establish regular waste collection research to understand the opportunities to improve the current
Funding Funding
in rural areas. This should reduce the costs associated with using situation through:
Municipal funding sources and Potential funding from state and
SWCorp external contractors;
municipal sources • the licensing process;
• Improving scheduling to collection services are both regular but
• audit and maintenance processes;
efficient. This will involve identifying effective low-cost waste
collection logistic solutions; • fees and regulations;
Connected Actions Connected Actions
• Collaborating with local waste NGOs (such as Tzu Chi Foundation), • costs and incentives to upgrade facilities.
5. Sustainable Waste 22. Enhancing Melaka’s Watershed Plan
Awareness Campaign to buy recycling from residents, to reduce incentives to fly-tip or for Flood Risk Prevention
dump waste illegally. Government agencies and municipal buildings (including schools) will
24. Creating a Circular Economy for 30. Improving Coordination between be a priority area of focus. Cross-sector collaboration is required to
Solid Waste We will draw upon national and international expertise to identify Water Resource, Urban Flood Risk bring the complex issue of STP management to the attention of local,
33. Improving Coordination between solutions relevant for both urban and rural areas of Melaka. and Solid Waste Management state and federal agencies.
Water Resource, Urban Flood Risk
Resilience Value
and Solid Waste Management
• Reduces environmental and human health risks Resilience Value
• Ensures continuity of critical services for sanitation and
• Ensures continuity of critical services for sanitation and public
public health
health
• Reduces the environmental impact of our solid waste and
• Improves environmental health and water quality of rivers
potentially generates new economic opportunities related to
material reuse and recycling
Next Steps
Next Steps
The Resilience Unit and SPAN will initiate a series of focus group
The Resilience Unit will collaborate with Department of Management discussions with all relevant stakeholders to better understand the
Services to secure external technical and financial assistance to reach issues, causes and barriers to action in improving STP governance.
out to waste collection technical experts and explore relevant solutions These discussions will inform program of actions to improve waste
for Melaka. water and STP management.
In parallel, the Department of Management Services will engage local

waste NGOs to discuss options to setting up an economic circle for
recycling items.

Goal 7: Facilitate evidence-based planning and decision making
Pillar 3 Urban Governance A Smart and

Prosperity Structure Competitive
Collective
City
Leadership
Goal 8: Build expertise and capacity within MBMB
and Smart
Governance Urban
Prosperity
Spatial
Development
Environmental
Sustainability
A Smart and
Competitive
City
Sustainable
Management
of Resources
Goal 9: Foster collaborative partnerships for governance
Urban Governance Dynamic

Urban A PrestigiousGovernance
Prosperity Prosperity Tourist
Structure and Efficient
Structure
Destination Infrastructure

Collective Leadership & Smart Governance Goals & Actions
Goal 7: Facilitate evidence-based planning and decision making
When key resilience values like adaptability, 27. Melaka Data Observatory
flexibility, and resourcefulness are integrated 28. Coordinating with Federal and State Agencies to Share Knowledge and Data
into a local government’s services and
systems, they improve how the city functions.
This pillar brings together a series of actions

that seek to broaden Melaka’s capacity to act Goal 8: Build resilience expertise and capacity within MBMB
upon key issues affecting the city’s future,
by building a network of private, public
and civic stakeholders in a collective form 29. Challenge-Driven University Collaborations to Solve City Challenges
of leadership. It also incorporates actions 30. Capacity Building for Social, Traffic and Heritage Impact Assessments
that support Melaka in developing a data-
driven, integrated and long-term approach to 31. Integrating Resilience Thinking in City Development
decision-making in the city.
Goal 9: Foster collaborative partnerships for governance
32. Forging Partnerships with Penang City to Improve Heritage and

Resilience challenges being addressed: Tourism Management
Integrated Urban 33. Improving Coordination Between Water Resource, Urban Flood Risk and Solid
Governance at Multiple Scales Waste Management
Planning
Water Shortages Loss of Heritage Assets
Traffic Congestion

PRIORITY INITIATIVE
Coordinating with Federal and State Agencies to

27 Melaka Data Observatory 28 Share Knowledge and Data
Action Owner: To create an effective platform that Action Owner: To develop responsive, accountable,
Departments of Town Planning and integrates data from various agencies MBMB Historic City Council transparent and effective cooperation
in Melaka, to share expertise and between authorities to build resilience
Management Services, MBMB
technology and facilitate a transparent, Implementation Partners in Melaka.
Implementation Partners responsive, and well-informed society.
Stakeholders across State, Federal SDG Goals: 16.7, 16.8, 17.16 and 17.17
All Departments in MBMB, with future
SDG Goals 9.c, 16.6 and 16.10 and Hang Tuah Jaya Municipal Council
involvement from other state-level
(MPHTJ) agencies, PLANMalaysia,
agencies such as Department for
Department of Statistics Malaysia MBMB, in collaboration with the State Governor’s office, will commit to
Environment and Department for We will develop MBMB’s iShare data platform into a comprehensive
Drainage, ESRI Malaysia, improving coordination, data sharing and collaboration across State,
data observatory to collect and share data across various agencies
PLANMalaysia@Melaka, UPEN Melaka Federal and other local authority agencies. This will aim to enhance
in Melaka. This will ensure an increasingly evidenced-based and
Timeframe decision-making and planning in Melaka.
integrated approach to decision-making in the city.
We will first focus on ensuring updated spatial data is available Medium-term By ensuring Melaka’s data and policies are easy to access through
Timeframe and easily shared to be able to manage risk (flood and fire), traffic Melaka’s Data Observatory platform, we intend to open two-way
Status
Medium-term congestion, and solid waste in an integrated way. This will involve channels of communication between local authority and state agencies
New
developing appropriate system architecture and infrastructure that is: working in and around Melaka.
Status • compatible and easy to use for all departments; Funding
Priority, Enhancing an State and municipal funding sources This will be supported by enhanced communication to ensure policies
• continuously updated, to ensure the data collected and analyzed and stakeholders are aligned in their plans.
existing action
represents reality, as much as possible;
Funding • shared, to ensure knowledge is disseminated - providing a platform Resilience Value
Data Asas MBMB Program, with to collaborate. Connected Actions:
• Supports integrated planning and strengthens municipal
future funding to be confirmed. In parallel, a capacity building program will be developed to ensure 27. Melaka Data Observatory leadership
MBMB stakeholders are trained to manage, maintain and analyze the 30. Capacity Building for Social, Traffic • Simplifies bureaucratic processes
data to support them in decision making. and Heritage Impact Assessments
• Supports data-driven policy making
Connected Actions: As a second stage, we aim to open this data platform to other state 31. Integrating resilience thinking in
11. Integrated Mobility Masterplan and private agencies operating in Melaka, and the public. In the city development Next Steps
for Melaka long-term the city can look to develop a ‘real-time city observatory’ 33. Improving coordination between
providing city decision-makers with real-time data to manage flood MBMB Historic City Council to establish a cross-agency data-sharing
28. Coordinating with State and Federal water resource, urban flood risk and
risk, water quality, air quality or traffic congestion for example. committee, and a series of working sessions to coordinate with various
agencies to share knowledge solid waste management
By sharing data and making it easily available, the coordination and data provision agencies.
and data
30. Capacity Building for Social, Traffic collaboration between agencies and stakeholders can be enhanced.
and Heritage Impact Assessments This will facilitate better planning decisions, for a quality of life for
33. Improve coordination between water residents. It will also help the Municipality to direct its resources
resource, urban flood risk and solid where they are needed most, through a better understanding of city
waste management challenges (e.g. traffic congestion, parking availability, or water leaks).
Resilience Value
• Facilitates greater efficiency in administration, as time spent

retrieving information is reduced, and it decreases the replication
Smart City Roadmap of data and information
• Establishes the foundations for an long-term, integrated and
efficient to manage mobility, and potentially crisis management
Next Steps
Resilience Unit to work with Department of Town Planning and other

key stakeholders to ensure data and platform development is suited
to analyzing key resilience issues (such flood, fire, traffic congestion
and solid waste). The Resilience Unit can also bring in learning from
across the resilience cities network to ensure implementation partners
are informed of the benefits associated with an integrated approach to
data management.

Challenge-Driven Collaborations to Solve
29 City Challenges
Action Owner: Develop partnership with

Department of Engineering, MBMB educational institutions and
professionals to mobilize and share
Implementation Partners knowledge, data and expertise.
All MBMB Departments, UniKL MICET, SDG Goals : 4.7, 11.4, 16.6 and 17.16
UTeM, UTHM, UTM, UiTM and other
research institutions
Academic stakeholders such as professors, students and researchers
are continually implementing studies and innovative projects that
address important issues for the city of Melaka.
Timeframe
Medium-term Universities in Melaka, for example, are particularly strong in
engineering, robotics and technology research and designs, which
Status
could provide the city with solutions to infrastructure, drainage and
New
flooding challenges.
Funding
MBMB will proactively establish opportunities to consolidate the
No significant funding is required
existing links between MBMB and universities and identify research
and educational projects within the city that could attract other
researchers from across Melaka State and Malaysia.
Connected Actions:
This can be achieved by connecting university professors, laboratories
17. Reshaping Public Spaces in the City
and students with municipal departments and opening two-way
18. Revive riverside spaces in the city channels of communications (e.g. through co-organizing master
22. Enhancing Melaka’s Watershed Plan classes, events, conferences) to sustain on-going dialogues with the
for Flood Risk Prevention academic community.
There is also the opportunity for MBMB and university departments
to develop topic-specific design competitions, to apply research and
prototypes to real city problems. This format has been particularly
effective in developing proposals for unused plots of land in
Johor Bahru.
To date, the city has been developing collaborations on an ad hoc

basis. We will now establish standardized and long-term collaborations
with universities.
Resilience Value
• Supports integrated planning and strengthen municipal leadership

• Supports data-driven policy making
Next Steps
Department of Engineering to initiate conversations with university

departments to identify relevant stake-holders and courses to
collaborate on city-priority areas. The Resilience Unit will support
MBMB Departments in university outreach activities and to support in
developing R&D competitions to tackle Melaka’s resilience challenges.

Capacity Building for Social Traffic and Heritage Integrating Resilience Thinking in
30 Impact Assessments 31 City-Development
Action Owner Develop multi-stakeholder partnerships that Action Owner Promote the concept of resilience to enhance
Department of Engineering, MBMB mobilize and share expertise to promote and Department of Town Planning and planning processes by developing an effective,
enforce policies for sustainable development and responsive and accountable authorities.
Resilience Unit, MBMB
Implementation Partners environmental protection.
SDG Goals 16.6, 16.7, 16.8 and 17.9
UPEN Melaka, JPS, PTHM, DoE, , SDG Goals 11.6, 11a, 16.b and 17.16 Implementation Partners
Department of Public Work Melaka, One-Stop Committee Stakeholders,
District and Land Offices Melaka Tengah, PLANMalaysia@Melaka, UPEN Melaka
PLANMalaysia@Melaka, Malaysian
Institute of Planners, Malaysian Institute The Department of Town Planning and Resilience Unit will collaborate
We will develop training programs for Environmental, Traffic, Social
of Architects and Malaysia Institute of to develop clear practical guidelines for appraising the resilience value
and Heritage Impact Assessments, to build capacity in evaluating the Timeframe
Transport (MITRANS) of large scale developments.
impacts of mega-projects and large development within MBMB. Medium-term
These Impact Assessments are required as part of the One-Stop These guidelines will use the City Resilience Index to influence,
Committee Process. However, greater expertise is required amongst Status evaluate and monitor new large-scale development projects in Melaka.
Timeframe stakeholders in order to be able to analyze the data and New By incorporating a resilience review into the One-Stop Committee
Medium-term evaluate findings. Planning Approval processes in Melaka, we will have the opportunity
Funding
These training programs will enable MBMB and other agency Resilience Unit, MBMB to ensure new developments maximize potential co-benefits, and
Status reduce unintended consequences. These guidelines will demonstrate
stakeholders to analysis, monitor and manage the intended
New to investors that risks and opportunities have been considered early on
and unintended transport, social, environmental and heritage
Funding consequences (both positive and negative) of planned interventions. in the project.
Connected Actions
Co-funded through municipal The training program will be delivered in collaboration with Resilience Value
funding sources and professional bodies such as Malaysian Institute of Planners, Malaysian 11. Integrated Mobility Masterplan
professional associations Institute of Architects and Malaysia Institute of Transport (MITRANS). for Melaka • Supports integrated planning and strengthens municipal
27. Melaka Data Observatory leadership
Resilience Value
• Protects and maintains critical infrastructure, and ensures
Connected Actions • Invests in local capacity building continuity of critical services
11. Integrated Mobility Masterplan • Supports integrated planning and strengthens municipal leadership Next Steps
for Melaka
• Raises awareness and appreciation for the city and its services
20. Establish an Adaptive Building Resilience Unit to share City Resilience Index methodology with key
Control Strategy Next Steps planning and OSC and State-level stakeholders for peer review and
27. Melaka Data Observatory learning. This can be supported with capacity building workshops
Department of Engineering (MBMB) to secure funding for the program with relevant stakeholders. Together with the Department of Town
and start discussions with experts from Malaysian Institute of Planners, Planning, the Resilience Unit can develop resilience guidelines based
Malaysian Institute of Architects, Malaysia Institute of Transport on the City Resilience Framework, and best practice from other cities
(MITRANS), and universities to develop the format of the training in the 100 Resilient Cities Network.
programs. Resilience Unit to ensure relevant stakeholders from MBMB
Departments, OSC, external agencies and developers are informed of
the training program.

Improving Coordination Between Water
32 Resource, Urban Flood Risk and Solid Waste
Management
Action Owner Develop improved coordination mechanisms and

UPEN Melaka processes to enable the sharing and exchange
of knowledge, technologies, and facilitate an
Implementation Partners integrated approach to improving water, waste
and flood risk management.
Department of Management Services
and Community Infrastructure and SDG Goals 11.a, 16.7, 17.9, 17.16 and 17.17
Logistics Department (JIKL) (MBMB),
Department of Irrigation and Drainage
(JPW), Melaka and IndahWater, IWK, We will seek to improve coordination across agencies responsible for
PLANMalaysia@Melaka and UPEN flood risk, water and waste management, with a particular focus on:
Melaka, JPS, SWCorp • Data Sharing – to ensure asset, maintenance, and risk assessment
data held by each agency can be easily accessed by others;
• Coordinating Maintenance Works - greater communication
between agencies, to ensure maintenance works are coordinated
Timeframe will help reduce pressures on resources and reduce the number of
Medium-term visits required but improve efficiency in meeting different targets;
Status • Coordinating Monitoring systems - for changes in water quality
Enhancing an existing action and water levels;
• Training and Continual Professional Development (CPD) for
Funding capacity building and increased awareness across all parties. This
Funding for specific initiatives to be could include formal education and training, informal learning,
identified through multiple sources conferences and technical meetings, presentation of research or
sharing best practice across agencies. Expertise and collaboration
with professional bodies (such as Malaysia Institute of Engineering,
Connected Actions Waste Management Association of Malaysia, Malaysian Water
Association, Malaysian Institute of Planners, and others) will be
6. Water Smart Campaign
important here.
22. Enhancing Melaka’s Watershed Plan
We will develop a cross-agency working committee to coordinate
for Flood Risk Prevention
water and waste management at a city-level.
25. Improving Solid Waste
Collection Systems Resilience Value
26. Improving Urban Waste
• Supports integrated planning and strengthens municipal
Water Governance
leadership
31. Integrating Resilience Thinking in
• Improves evidence-based coordination and management
City Development
• Reduces maintenance costs through time saving opportunities
• Reduces flood risk
Next Steps
UPEN Melaka, with MBMB stakeholder support, will convene a cross-

department working group to identify potential ways to collaborate
across Waste, Water and Engineering Departments, to coordinate
maintenance works and capacity building programs.

PRIORITY INITIATIVE
Forging Partnerships with Penang City to

33 Improve Heritage and Tourism Management
Action Owner Encourage partnerships to build

MBMB City Council, and Penang City experience and strengthen efforts to
protect and safeguard the world’s cultural
Council, initially led by Conservation Unit,
and natural heritage.
Department of Building Control, MBMB
SDG Goals: 11.4 and 17.17
Corporate Communications Unit,
(MBMB), Ministry of Tourism and MBMB’s City Council will establish an MoU with Penang to facilitate
Culture Malaysia Melaka State, Melaka joint-destination development, visitor management and knowledge
Museum Corporation, Department of sharing initiatives.
Building Control, Conservation Unit, This collaboration will help promote engagement across a variety of
Penang Global Tourism, PLANMalaysia@ topics with counterparts in Penang, including :
Melaka, PLANMalaysia@Penang, UPEN
Melaka, UPEN Penang, THINKCITY Sdn • Intangible heritage management;
Bhd, George Town World Heritage • Heritage building conservation practices;
Incorporated, Penang Heritage Trust • Retaining local populations and businesses in the WHS areas;
• Skills promotion;
• Joint itineraries and events programs and marketing.
Timeframe This partnership can also facilitate exchange visits, outreach activities
Short-term (such as skill exchange programs or school visits).
Status In the long-term we will seek to develop the partnership further, with
Priority, New state-to-state level collaborations.
Funding Resilience Value

State funding sources
• Improves coordination of governance, economic and urban
planning between the city and wider region
• Build management capacity within the municipalities
Connected Actions
Next Steps
1. Cultural heritage and
MBMB City Council to initiate conversations with counterparts in
Community Mapping
Penang, with the support of the Resilience Unit.
Heritage Buildings and Sites
4. Cultural Heritage Skills
Education Program
16. World Heritage Site Pedestrianization
17. Reshaping public spaces in the City
20. Establish an Adaptive Heritage
Building Control Strategy
29. Capacity Building for Social, Traffic
and Heritage Impact Assessments

Melaka’s Priority Resilience Projects Action 27. Melaka Data Observatory
An effective platform integrating
data from various agencies in
Melaka, to share knowledge,
There are six priority project within Melaka’s first Resilience expertise and technology and
Strategy. These project align to key political visions in Melaka and facilitate a transparent, responsive,
provide opportunities to deliver multiple benefits for building and well-informed society. This
resilience in the city data observatory will facilitate an
integrated approach to decision -
making in Melaka.
Action 18.
Riverside Space for Public Activities
Improvements to public realm along
Melaka river to provide attractive
public spaces for residents and
visitors – contributing to human
well-being and local economic
opportunities.
Action 11.
Integrated Mobility Masterplan
To support the development of
safe, affordable, accessible and
sustainable transport systems to
support economic development,
human well-being in Melaka.
This masterplan will provide an
implementation roadmap for
mobility improvements in Melaka.
Action 1. Cultural Heritage &

Community Profile Mapping
Map of cultural heritage across
Melaka, documenting local traditions,
costumes, arts & crafts, events, Action 14.
celebrations, community stories as Cycling and Pedestrian Network
well as food of the traditional Malay, We will develop cycle and
Chinese, Indians and other ethnic pedestrian networks throughout
groups to strengthen our knowledge, Melaka to provide an affordable,
and raise awareness of the richness safe, active, accessible and
of the various cultures in Melaka sustainable transportation option for
- made publicly available via an daily use in Melaka.
interactive online platform.
Action 32. Partnerships with Penang

City to improve Heritage and
Tourism Management
Formal collaboration with Penang to
facilitate joint-destination, heritage
management and knowledge
initiatives

Implementation & Next Steps Embedding Resilience in MBMB
Our efforts will now turn to implementing the actions
described in this strategy. Mayor
Melaka Historic
The Resilience Unit will lead the collaboration with
various experts, public agencies, government
City Council
authorities and community groups. (MBMB)
The Resilience Unit is well placed, to work an
interdisciplinary manner, across multiple sectors, and
to draw upon the knowledge and expertise of resilience
experts across the world.
Planning
However, long-lasting improvements in how our city Department
Now we have developed the Resilient functions will only come about if these resilience actions (MBMB)
are embraced and owned throughout MBMB and other
Melaka strategy, the real work key institutions, and not just within one municipal office.
International
Expertise (across
can start!
city resilience
We recognize that this strategy is ambitious. But we networks)
believe we can collaborate, through local, national
and international partnerships, to implement these
action in Melaka. Resilience Unit
Federal (MBMB)
The initiatives included in the document are Departments
expected to inspire actors, from local, state State
and federal government, international financial Shared
Departments
institutions and research organizations, to realize Experience and
State Level Knowledge from
these projects and take part in building a resilient,
Service Providers municipalities
engaged, vibrant and smart Melaka for the future.
Local across Malaysia
This strategy will serve as the foundation for Community
Departments and the 100RC
working with these partners, providing a coherent Engagement
(MBMB) Network
and thoughtful road map for action and innovation.
This strategy can also be used as tool to engage
investors and obtain funding commitments to Partnership and collaboration is fundamental in
unlock the necessary resources to make these building resilience.
actions a reality.
The resilience challenges Melaka faces are complex.
The Resilience Unit will therefore work to discard the Melaka will be more resilient,
silos that exist between different department and
agencies in order to:
when our organizations and
communities:
• Obtain multiple perspectives and approaches
• Know their role in managing
• Leverage the resources and expertise of and mitigating water, flood, fire,
multiple stakeholders. disease, air quality risks
• Engage in training and
capacity building
• Collaborate with others to
make decisions and
• Invest resources to take action

Taking the Strategy Forward
Implementing the Strategy Actions Resilience Champions
Sharing Melaka’s Experience through City Networks
Together with the Action Owners of the resilience The Chief Resilience Officer, with the support of the
strategy project, the Resilience Unit will develop Mayor, established a core advisory group of Resilience The Resilience Unit has already played a key role in
detailed implementation plans and concept notes, Champions at the outset of the Strategy Development sharing their expertise in developing a city resilience
which assign timelines, responsibilities and resources to strategy with other stakeholders and municipalities across
Process. Resilience Champions were nominated across
each of the projects, to ensure they are delivered. These Malaysia.
multiple departments within MBMB and played a key
are currently in progress.
role in the following tasks: • As part of the 2018 WUF9 in Kuala Lumpur, the MBMB
Melaka’s Resilience Unit has a key role in convening Resilience Team presented Melaka’s Preliminary
• Leveraging networks and resources to support the Resilience Assessment to an international audience.
government agencies, private organizations and
community groups to implement actions to make Chief Resilience Officer and the Resilience Office of
Melaka; • In 2019, the Resilient Melaka Strategy was presented
Melaka stronger and more resilient. And this work is
to stakeholders at the Malaysia Urban Forum
already underway! • Sharing insights on key resilience issues in Melaka
and providing direction to guide the development of • The Resilience Unit has established a network of
The Resilience Unit has received long-standing support
initiatives; contacts including DBKL, Penang, Shah Alam and
from Melaka Historic City Council’s leadership. The
• Assisting in the review and approval of the Resilient others, to share the Melaka’s experience and progress
unit has secured funding to kick-start many of the pilot
Melaka strategy documents and actions; in tackling the city’s complex urbanization, flooding,
and priority projects in this strategy. This funding will
heritage management and transport challenges.
support: • Acting as resilience advocates, disseminating
information on Resilient Melaka across their own This work is set to continue as Melaka Historic City
• Community engagement initiatives, to co-design
organizations and in broader spheres of influence. Council builds expertise as a pioneer in managing a
and implement resilience projects
resilient modern heritage city.
• Securing international expertise, to advice and
guide the technical implementation of resilience Resilience Steering Committee
actions.
In order to formalize the important role played by the
• Tactical Urbanism pilot projects, to test Resilience Champions, an interdisciplinary Resilience
implementation methods and build stakeholder Steering Committee will be established to oversee
engagement.
and guide the implementation of the Resilient Melaka
The Resilience Unit will meet with the Mayor, on a Strategy. This will be formed by MBMB staff, Resilience
regular bimonthly basis, to monitor the progress of the Champions and non-city government stakeholders.
resilience actions, and ensure these projects support
the vision of the city’s Local Plan. This committee will be tasked with:
• Monitoring progress in the implementation of the

Resilience Strategy
• Providing guidance and advice to the Resilience Unit

in navigating any obstacles or issues.
• Identify opportunities for cross-sector

collaborations
• Assisting the CRO in developing a robust, actionable

funding strategy focused on achieving Melaka’s key
resilience goals
98 Chapter 4 - Implementation & Next Steps Resilient Melaka Strategy 99

Learning from Other Cities
Bangkok is conducting a series of
impact studies to inform new flood
Rotterdam has installed three multi-
preparedness guidelines, with the Kyoto is developing
As we implement the projects in in this strategy, we will share purpose pools or ‘water squares’
aim of minimizing the impact of innovative approaches
which fill up with water when it
knowledge and experiences with other cities that are pursuing flooding on communities living to heritage management
rains. However, for the majority of
similar approaches to urban resilience across the world. in high-risk areas. A Community and testing initiatives to
the year, the pools are dry and can
Based Disaster Risk Management pedestrianize area with
be used as basketball, football or
pilot project will be developed high numbers of visitors.
volley ball playing areas.
to build further build community Action 14 + 16
When developing its resilience strategy, Actions 18 + 23 awareness and capacity.
Pittsburgh in the USA realized that its
Actions 23 + 8
tracts of vacant and underused land
present a major opportunity to generate
valuable community assets. Pittsburgh
is currently implementing a program to
re-purpose some of this land to provide
Byblos and Athens have developed
space for recreation, urban agriculture,
innovative and flexible strategies
storm-water capture and public areas.
to managing World Heritage
As we implement Actions 17 + 18 in
Sites within dynamic, modern and
this strategy, we will share knowledge
changing cities.
and experiences with Pittsburgh, along
with other cities in the network that are Actions 2, 3, 4, 16 + 20
pursuing similar approaches.
Surat is promoting civic

engagement initiated during
the Smart City program
to engage and influence
development processes.
Actions 9 +10
San Sebastian has built a
reputation for Gastronomy
Tourism by providing expert
training and promoting
knowledge transfer between
cuisine professionals and small
businesses. Promoting the city
as a good food capital helps
Mexico City is developing preserve local traditions, create
methodologies for the inclusion jobs and develop the city’s local Penang will be an
of the concept of resilience in economy. important collaborator
large infrastructure projects in managing Melaka’s
Action 2 World Heritage Site.
such as allocating 10 percent
of the expenditures budget to Action 32
building resilience.
Action 31.
Insights from the Urban
Observatories established
in Singapore and India
will be key in learning
from international
best practice when
Medellin is producing a establishing Melaka’s
mini documentary series Data Observatory
which tells Medellin’s Action 27
story of demographic
transformation.
Actions 1 + 2 Christchurch is developing community events and
local information resources to help new residents
100RC
Member City build connections with their immediate communities.
Other cities The city is also experimenting with alternative forms
of public participation to promote awareness of
issues and engage people in decision-making.
Actions 9 + 10

IMPLEMENTATION TIMELINE Monitoring & Evaluation
2019 2020 2021 2022 2023 2024 2025 2030 2035
We want to ensure Melaka’s Resilience This could include evaluation questions such as:
Cultural Heritage and Community Mapping
(Melaka’s Unique Stories) Strategy remains up to date, relevant and • Relevance - To what extent are the actions
Raising Awareness of Cultural Heritage Buildings and Sites

effective. addressing and mitigating Melaka’s key shocks
The Resilience Office will therefore and stresses.
Engaged Communities
Promoting Authentic Heritage Businesses

and Products review and provide recommendations for • Effectiveness - What effects, or impacts have been
obtained by the Actions?
improving the strategy every 2-3 years,
Thriving and
Cultural Heritage Skills Education Program

in collaboration with key stakeholders • Cost-effectiveness & efficiency: How efficiently have
the various inputs been converted into outputs and
Sustainable Waste Awareness Campaign
across MBMB and partner agencies.
results? Were the expected effects obtained at a
Water Smart Campaign
reasonable cost?
Public Health Awareness Campaign • Sustainability: Will the effects achieved last in the
The strategy review will involve using the City Resilience
medium or long term?
Community Rapid Emergency Response Training Index (developed by Arup) and SDG and NUA indicators
to monitor progress. The strategy review could also • Multiple Benefits: Do actions also contribute, either
Mayor’s Town Hall
involve amending the project list, taking into account directly, or indirectly to other goals (social, economic,
Future Melaka Community Forum the progress and lessons learnt, and reviewing our environmental) listed in this strategy?
resilience challenges to ensure they remain relevant. This is important for recognizing the synergies
Integrated Mobility Masterplan for Melaka
between actions.
Ideally monitoring and evaluation exercises follow a
Develop Efficient Bus Service (including Park + Ride) • Before commencing with a monitoring and evaluation
systematic process which provides a rigorous evidence-
A Livable, Vibrant and Efficiently Connected City
Sustainable Alternative Routes to Access the City base to inform decision-making. study, performance indicators for each action will
need to be developed. These should be based on
Melaka Water Taxi the evaluation questions above, but could also
World Heritage Site (WHS)
incorporate the Sustainable Development Goal
Pedestrianization indicators, or other city performance metrics.
Cycling and Pedestrian Networks The diagram below illustrates a proposed monitoring
and evaluation strategy in five steps.
Reshape Public Spaces in the City
Revive Riverside Spaces for Public Activities
Transform Krubong Landfill Site into a Public Park
Adaptive Heritage Building Control

Strategy
Support New and Growing Industries

through the Provision of Business Spaces Task 1 Task 2 Task 3
Enhancing Melaka’s Watershed Plan for Flood develop performance develop evaluation evaluate the pros and
Risk Prevention indicators to measure criteria, and identify cons of data sources.
the impact of each knowledge or data gaps.
Upgrade Flood Mitigation and Drainage Infrastructure action.
Creating a Circular Economy for

Solid Waste
Improving Solid Waste Collection Systems
Improving Urban Waste Water

Governance
and Smart Governance
Melaka Data Observatory

Collective Leadership
Resilient Melaka was produced by the

Coordinating with Resilience Unit Agencies
Federal and State of Melaka in collaboration
to Share with
Knowledge and the
Data Task 4 Task 5 Task 6
strategic partners BuroHappold Engineering and AJM Planning And Urban Design Group,
Challenge-Driven
with the support University
of 100 Resilience Collaborations
Cities, pioneered to Solve
by theCity Challenges Foundation.
Rockefeller consultation with review proposed reporting and
stakeholders to answer indicators, and recommendations
Capacity Building for Social, Traffic and Heritage Impact Assessments evaluation questions.
Address: Majlis Bandaraya Melaka Bersejarah (MBMB), Graha Makmur, No.1 Jalan Tun Abdul review findings with
stakeholders.
Razak - Ayer Keroh, Hang TuahResilience
Integrating Jaya, 75450 Melaka,
Thinking Malaysia
in City Development
Forging Partnerships with Penang City to Improve Heritage and Tourism Management
Email: resilient.melaka@gmail.com
Improving Coordination Between Water Resource, Urban
Flood Risk and Solid Waste Management

Acknowledgements
Over 320 people from 46 • Harmidi bin Ali, Assistant Director (Traffic • JAPERUN Ayer Molek Image Acknowledgements
organizations contributed to Management) • JAPERUN Sungai Udang
• Images courtesy of MBMB
preparing Melaka’s first • Mohd Sam bin Hj. Ahmad, Head Assistant of • JPP Negeri Melaka
• Images courtesy of 100 Resilient Cities
Resilience Strategy! Engineering (Project Management)
• Images courtesy of MBMB, Melaka Museum
Pengusaha Perniagaan Tradisi / Heritage
• Ir. Hj. Ahmad Fahmi bin Abdullah, Senior • Images sourced from flickr.com
Business Traders
MBMB Management Assistant Director (Road and Drainage) Pg 7, 19, 68: Denis Sylvester Hurd
• Jawatankuasa Kuil Spum / Spum Temple Pg 32, 33: Ah Wei
• YBhg. Tuan Haji Mansor bin Sudin, Mayor
Department of Infrastructure, Community Committee Pg 12, 13, 37, 93: Mohd Fazlin Mohd Effendy
of Melaka Historic City Council
and Logistics/Jabatan Infrastruktur, Komuniti • Kampung Morten Kraftangan / Kampung Ooi
• En. Azahar bin Hj. Mohamed, City dan Logistik Pg 57: williamnyk
Morten Handicraft
Secretary Pg 67, 94: Michael Coghlan
• Kaum Chetti / The Chetti Melaka
• Melaka Historic City Councillors • Mansor bin Mohamad, Director Pg 95: Graham Bland
• Kua Teck Hong Tukang Perak / Kua Teck
• Melaka Historic City Council Heads of • Safuan Effendy bin Mat Ghani, Assistant • Maps - Connor Mackenzie (BuroHappold)
Hong Silver Smith
Department Pg 92-93, 98-99
Director (Mechanical) • Kedai Pajak gadai / Pawn Broker
Resilience Unit, MBMB • Noor Azura binti Idris, Senior Assistant • Persatuan Penjaja Dan Peniaga Jonker
Engineer Walk Melaka / Jonker Association and
• Mohd Ridhwan Mohd Ali, Chief Resilience
Jonker Walk Melaka Association
Officer
• Athirah Ishak, Deputy Resilience Officer
Department of City Services/Jabatan
Perkhidmatan Bandar
• Seri Mortens, Nasi Lemak / Seri Mortens,
Nasi Lemak
References
• Nurul Fitrah binti Jaafar, Resilience
• Villa Sentosa, Kampung Morten
Officer • Azmi bin Sani, Director • Asian Development Bank (ADB), 2017,
• Badan Kesenian Baba Nyonya Melaka /
• Mohd Faizal bin Rashid, Senior Assistant “Towards a Greener Urban Transport
Baba Nyonya Art Agency Melaka
Resilience Champions, MBMB System in Melaka”
Officer (Environmental Health)
Planning Department/Jabatan 100 Resilient Cities • Dasar Perbandaran Negara (National
Perancangan Bandar Department of Corporate and International Urbanisation Policy, 2006)
Affairs/Jabatan Pembangunan Masyarakat • Saurabh Gaidhani, Associate Director
• Green City Action Plan (2017-2030)
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• Norliah binti Abd. Rahman, Assistant • Samuel Ng, Program Manager
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Director Development/Jabatan Perlesenan dan
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Engineer • Norfadzlina binti Mohamad Sharif, Assistant
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Director For Improved River Basin Management
Department of Building Control/Jabatan • Nilani Venn, Senior Water Engineer
Kawalan Bangunan • Connor MacKenzie, Graphic Design • MBMB Carbon Emission Inventory (2016)
Information Technology Division
• Roland Chanin-Morris, Senior Consultant • Melaka Development Policy
• Erne binti Hamsah, Director • Adi Asharie bin Sani, Senior Assistant • Juliette Aplin, Consultant • Melaka Historic City Special Area Plan
• Shahnizam bin Ibrahim, Senior Assistant Director • Oscar Thurley, Consultant (2018)
Architect • Salfadura binti Mustapah, Assistant Director • Datin Hjh Noraida Saludin, Senior • Melaka Pathway to Urban Sustainability
Associates & Head of Strategic Planning
Report (2019)
Landscape Department Department
Engineering Department/Jabatan • Melaka Smart City Roadmap
Kejuruteraan • Mohd Syafiq Subri, Strategic Planner
• L.Ar Mohamad Faizdzul Shawqy bin Ibrahim, • Melaka State Structure Plan 2035
• Peter Ong Kok Vui, Senior Town Planner
• Ir. Ahmad Roslee bin Hamzah, Director Landscape Architect & Section Head for Development • New Urban Agenda (2016)
• Siti Asurah binti Ab. Gani, Senior Blueprints & Research
Community Organizations • NYU and 100 Resilient Cities, Melaka Urban
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• Mazlan bin Mohd Said, Senior Assistant • JAPERUN Bachang
• Rancangan Tempatan MBMB 2035,
Director (Traffic Management) • JAPERUN Bandar Hilir
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Glossary
Action Anything that deliberately Institution Long term, structural change Scale The level at which the change
contributes to the functioning -alisation achieved by embedding resilience sought by the initiative is meant
or development of the city, into how a city plans and operates. to happen. Example scales
including a practice, plan, strategy, This involves the critical work include household, neighborhood,
program, project, initiative, study, of City Leaders and CROs institution, sector, municipality,
assessment, legislation or provision operationalizing the function citywide, metropolitan region,
of funding of resilience in their institutions national, and international.
in order to adapt and evolve Social Social capital is defined as the
Pillar A strategic direction that the city city systems to better support social networks and interactions
resilience building. This includes Capital
will pursue to achieve the vision that inspire trust and reciprocity
making the CRO or Resilience Unit among citizens. Individuals with
Goal A tenable and attainable objective permanent, as well as changes high levels of social capital tend to
to city planning and operations be involved politically, to volunteer
Action Actor who is responsible for
that will better support resilience in their communities, and to get
Owner carrying out the action.
building. together more frequently with
Implement- Organisations or departments
Inclusive Design principal ensuring friends and neighbors (Leyden,
ation with a key role in delivering the
mainstream services and products 2003).
Partner action. These could be municipal
are accessible to, and usable by, Shock A sudden event that threatens a
departments, private-sector
as many people as reasonably city, such as an earthquake, flood
stakeholders, or academic and
possible, without the need to be or landslide
community organisations.
adapted or specialized.
Action Plan A working document, used Stress A chronic (ongoing or cyclical)
in strategy implementation, Monitoring A systematic process of tracking natural or man-made event or
project implementation, with a phenomenon that renders the city
which outlines a timeline of key less able to function and provide
communications and initiative focus on activities and outputs,
in order to promote learning and basic services, particularly for poor
targets and deadlines, Project or vulnerable populations.
Charters and actions for course correction, as needed. It
helps answer the question: Are we Sustainable Sustainable Drainage Systems are
institutionalization. a collection of water management
doing what we set out to do? Drainage
Asset The physical, economic, social, practices that aim to align modern
built and natural resources that Preliminary A document that establishes an Systems drainage systems with natural
contribute to a city’s resilience. Resilience initial, qualitative understanding (SUDs) water processes. SUDS efforts
Assessment of the city’s strengths and make urban drainage systems more
City Comprising four dimensions and weaknesses against the City compatible with components of the
Resilience 12 drivers that together illustrate Resilience Framework natural water cycle such as storm
Framework what makes a city resilient, the surge overflows, soil percolation,
(CRF) CRF is used by cities in the 100RC Resilience The capacity of individuals, and bio-filtration.
network to help them understand communities, institutions,
Vision An aspirational description of
the complex and overlapping businesses and systems within a what a city would like to achieve
systems that contribute to their city to survive, adapt and thrive or accomplish in the mid-term or
resilience. Developed by Arup no matter what kinds of chronic long-term future. It is intended to
with support from the Rockefeller stresses or acute shocks they serves as a clear guide for choosing
Foundation. encounter. current and future courses of
action.
Resilience A tactical roadmap to build
Chief Advisor that reports directly to resilience in the city. The Strategy
Strategy
Resilience the city mayor. Their task is to articulates the city’s resilience
Officer establish a compelling resilience priorities and specific initiatives
(CRO) vision for his or her city, working for short-, medium- and long-term
across departments and with the implementation.
local community to maximize
Resilience Multiple cross-cutting resilience
innovation and minimize the impact
Value or benefits of an initiative that result
of unforeseen events.
Outcome from integrated, inclusive and risk-
aware decision making.
Circular An alternative economy in which
Economy we keep resources in use for Risk The severity and likelihood of a
as long as possible, extract the shock or stress occurring
maximum value from them whilst
in use, then recover and regenerate Tactical Low-cost, temporary changes to
products and materials at the Urbanism the built environment, usually in
end of each service life. This is an cities, intended to improve local
alternative to a traditional linear neighbourhoods and city gathering
economy based on make, use, places. Tactical urbanism is also
dispose principals. commonly referred to as guerrilla
urbanism, pop-up urbanism, city
repair, or D.I.Y. urbanism.
Abbreviations
100RC 100 Bandar Berdaya Tahan 100 Resilient Cities JPS Jabatan Pengairan dan Saliran Department of Irrigation and Drainage
Agensi Antidadah Kebangsaan
AADK National Anti-Drugs Agency KPI Petunjuk Prestasi Utama Key Performance Indicator
Negeri Melaka
ADB Bank Pembangunan Asia Asian Development Bank KRT Kawasan Rukun Tetangga Neighborhood Watch
APAD Agensi Pengangkutan Awam Darat Land Public Transport Agency LA21 Local Agenda 21 Local Agenda 21
Angkatan Pertahanan Awam Rangka Kerja Bandar Berkarbon
APM Malacca State Civil Defense Force LCCF Low Carbon Cities Framework
Malaysia Negeri Melaka Rendah
Akademi Seni Budaya Dan Warisan
ASWARA National Cultural and Heritage Academy MBMB Majlis Bandaraya Melaka Bersejarah Melaka Historic City Council
Kebangsaan
Bahagian Koridor Infrastruktur dan Institut Penyelidikan Keselamatan
BKI Corridor Infrastructure and Social Impact Division MIROS Malaysian Institute of Road Safety Research
Impak Sosial Jalan Raya Malaysia
Pusat Pembangunan Kemahiran
BKSA Badan Kawal Selia Air Water Regulatory Body MISDEC Malacca Industrial Skills Development & Entrepreneurship Centre
Perindustrian Melaka
Jabatan Bomba dan Penyelamat
BOMBA Fire and Rescue MITRANS Institut Pengangkutan Malaysia Malaysia Institute of Transport
Malaysia
BPP Badan Promosi Pelancongan Tourism Promotion Division MKJR Majlis Keselamatan Jalan Raya Road Safety Council
Kementerian Pelancongan, Seni dan
BRT Perkhidmatan Bas Transit Bus Rapid Transit MOTAC Ministry of Tourism, Arts and Culture
Budaya Malaysia
Pusat Pembangunan dan Teknologi
CETDEM Center for Environment, Technology and Development, Malaysia MOU Memorandum Persefahaman Memorandum of understanding
Alam Sekitar Malaysia
CO2 Karbon Dioksida Carbon Dioxide MPHTJ Majlis Perbandaran Hang Tuah Jaya Hang Tuah Jaya Municipal Council
Pembangunan Profesion yang
CPD Continual Professional Development MYRAPID Prasarana Malaysia Berhad Malaysia Infrastructure Assocition
Berterusan
Struktur Rancangan Bandar
CRF City Resilience Framework NAWABS Pengurusan Sumber Air Negara National Water Balance Study
Berdaya Tahan
CSR Tanggungjawab Sosial Korporat Corporate Social Responsibility NGO Badan Bukan Kerajaan Non-Governmental Organization
DBKL Dewan Bandaraya Kuala Lumpur Kuala Lumpur City Hall NUA Agenda Perbandaran Baharu New Urban Agenda
DOE Jabatan Alam Sekitar Department of Environment OSC Agensi Pusat Setempat One Stop Center
DUN Dewan Undangan Negeri State Legislative Assembly Ibu Pejabat Polis Kontinjen Melaka,
PDRM Royal Malaysia Police
Polis Diraja Malaysia
GDP Keluaran Kasar Dalam Negeri Gross Domestic Product Pejabat Daerah dan Tanah Melaka
PDTMT Melaka Tengah District and Land Office
Tengah
GLC Syarikat Berkaitan Kerajaan Government-Linked Company PERZIM Perbadanan Muzium Melaka Melaka Museum Corporation
Garis Panduan Pelaksanaan Healthy
GPPHWC Healthy Walkable City Guideline Perbadanan Pembangunan Sungai
Walkable Guideline City PPSPM Melaka River and Coastal Development Corporation
dan Pantai Melaka
HSR Keretapi Berkelajuan Tinggi High-speed Rail PTHM Perbadanan Teknologi Hijau Melaka Melaka Green Technology Corporation
Komunikasi dan Teknologi
ICT Information and Communications Technology Persatuan Pemaju Hartanah dan
Maklumat ReHDA Real Estate and Housing Developers’ Association
Perumahan Malaysia
IEM Institut Kejuruteraan Institute of Engineer SAMB Syarikat Air Melaka Berhad Melaka Water Corporation
Universiti Islam Antarabangsa
IIUM International Islamic University Malaysia SDG Matlamat Pembangunan Mampan Sustainable Development Goal
Malaysia
IWK Indah Water Konsortium Sdn Bhd Indah Water Consortium Pte. Ltd SEDAR Pasukan Mencari dan Hapus Aedes Search and Destroy Aedes Ranger
Jawatankuasa dan Penyelarasan SME Perusahaan Kecil dan Sedehana Small and Medium Enterprise
JAPERUN State Legislative Assembly Committee
Dewan Undangan Negeri
Suruhanjaya Perkhidmatan Air
Jabatan Infrastruktur, Komuniti dan Department of Management Services and Community Infrastructure SPAN The National Water Services Commission
JIKL Negara
Logistik and Logistics Department
STP Loji Rawatan Kumbahan Sewage Treatment Plant
JKJR Jabatan Keselamatan Jalan Raya Road Safety Department
Jabatan Kebudayaan dan Kesenian SUDS Sistem Saliran Bandar Mampan Sustainable Urban Drainage System
JKKN Department of Culture, Arts and Heritage
Negara Melaka Perbadanan Pengurusan Sisa Pepejal
SWCorp Solid Waste Corporation
Pejabat Kesihatan Daerah Melaka dan Pembersihan Awam
JKN Melaka State Health Department
Tengah
SWM Pengurusan Sisa Pepejal Sdn Bhd Solid Waste Management Environment Pte. Ltd
JKR Jabatan Kerja Raya Public Works Department
UITM Universiti Teknologi MARA MARA University of Technology
JPJ Jabatan Pengangkutan Jalan Department of Transport
Pertubuhan Pendidikan, Saintifik dan
Jabatan Perkhidmatan UNESCO United Nations Educational, Scientific and Cultural Organization
JPP Sewerage Services Department Kebudayaan Bangsa-bangsa Bersatu
Pembentungan

10 things you can do to build a more
resilient Melaka
Use water wisely
Leave the car at home! Walk or cycle short

distances, and consider park and ride, bus and water
taxi options for commuting
Promote Melaka products and support

local businesses
There are many opportunities to contribute
Visit traditional craft organizations to the resilience movement in Melaka.
Melaka Historic City Council welcomes new ideas from everyone.
Check for mosquito larvae and avoid If you have suggestions for additional resilience project, or a new
approach for implementing and funding these projects – we want to
stagnant water hear from you!
The Resilience Unit (MBMB) will be organizing a broad range of

Separate waste into designated recycling bins stakeholder and community engagement opportunities. This will
include the annual Future Melaka Community Forum, Town Hall
meetings, workshops, conferences, focus groups and training sessions.
Regular updates will also be shared via the Resilient Melaka website
Visit the online MBMB GIS facility to see and quarterly bulletin.
conservation area, infrastructure and land
zoning plans HTTP://WEBGIS.MBMB.GOV.MY:8008/
MAPGUIDE/MBMB/KEMUDAHAN.PHP Visit: https://www.resilientmelaka.org/
Email: resilient.melaka@mbmb.gov.my
Get involved and share ideas for the redesign of Follow: https://www.facebook.com/resilientmelaka/
public spaces
If you see environmental violations, report them

using the i-Tegur app! HTTPS://I-TEGUR.KPKT.GOV.MY/
Get involved in the next Town Hall in your area
Resilient Melaka
2019 Edition

Resilient Strategy Malaysia

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Resilient

4 IMPLEMENTATION & NEXT STEPS

Resilient Melaka Strategy 3

4 Chapter 1 - Introduction Resilient Melaka Strategy 5

6 Chapter 1 - Introduction Resilient Melaka Strategy 7

100 Resilient Cities defines urban resilience as:

“the capacity of individuals, communities,

Urban resilience aims to find effective and pragmatic

All cities in the 21st century face complex and

As cities are at the forefront of these disruptions, they

Melaka’s Resilience Strategy

FLEXIBLE INCLUSIVE INTEGRATED

8 Chapter 1 - Introduction Resilient Melaka Strategy 9

erg atio & tio

m n 1. Financial and logistical guidance for establishing an

2. Expert support for development of a robust

c incorporation of a view of resilience that includes not

fabric of a city on a day to day or cyclical basis.

3. Access to solutions, service providers, and partners

from the private, public and NGO sectors who can

By addressing both the shocks and the stresses, a city

help them develop and implement their resilience

becomes more able to respond to adverse events, and

10 Resilient Melaka Strategy 11

12 Chapter 2 - Resilient Melaka Resilient Melaka Strategy 13

“MBMB (Formally known as

1980s Damages were

Establishing the port of Melaka marked the

14 Chapter 2 - Resilient Melaka Resilient Melaka Strategy 15

Alor Gajah Only 5-10%

MELAKA HISTORIC CITY

16 Chapter 2 - Resilient Melaka Resilient Melaka Strategy 17

Melaka is a car-dominated city, without a coordinated

Mass tourism is creating an economic boost for the

Are the new developments emerging along the coast

Source: NYU Melaka Urban Growth Analysis, 2016 2050

18 Chapter 2 - Resilient Melaka Resilient Melaka Strategy 19

The Office will be responsible for:

• Convening government agencies, private

MBMB Carbon National Water Local Plan Resilient Melaka

diagnostic study by Global Platform for This resilience strategy

20 Chapter 2 - Resilient Melaka Resilient Melaka Strategy 21

Launch of the Preliminary Resilience Assessment at

Phase 2 Developing the

Phase 3 Implementation of the

22 Chapter 2 - Resilient Melaka Resilient Melaka Strategy 23

Resilient Melaka is a true collaboration.

Online Engagement Surveys and Social Media

Outreach with students at Prince University

Resilience Garage Workshops with cross-agency workshops

Over 30 in-depth interviews with

Focus Group Workshops to develop the

24 Chapter 2 - Resilient Melaka Resilient Melaka Strategy 25

26 Chapter 2 - Resilient Melaka Resilient Melaka Strategy 27

A stress is a daily or Multiple Levels of Governance

Aging Building & Infrastructure Conditions

28 Chapter 2 - Resilient Melaka Resilient Melaka Strategy 29

Resilient Melaka has also been shaped by Malaysia’s