Ministry of Finance

Republic of Maldives

TERMS OF REFERENCE

CONSULTANCY FOR THE ASSESSMENT OF THE NATIONAL SPATIAL PLAN AND

DEVELOPMENT OF LOCAL DEVELOPMENT PLANS (ADDU REGION)
MALDIVES URBAN DEVELOPMENT AND RESILIENCE PROJECT
Background
1. A well-functioning and productive system of urban centers is essential for catalyzing and
supporting the transformation of the Maldivian economy and efforts to translate economic growth
into poverty reduction. The Maldives’ National Spatial Plan (NSP) (2020-2040) and regional
development plans are intended to develop a system of competitive, environmentally sustainable
and resilient regions. The development of this system of regional hubs is based on the fostering
of economic growth in urban centers outside of Greater Malé, a process which is intended to
produce a more spatially balanced distribution of economic opportunities, while at the same time
reducing congestion in the capital and bolstering overall national economic growth.

2. MNPI is currently developing the NSP. The Plan has identified 21 Regional Centers and
developed a typology of two tiers of Urban Centers, Satellite Centers, and a Central Urban Center
of the Greater Malé area. These 14 Urban Centers include 5 upper tier Urban Centers and 9 lower
tier Urban Centers, where the upper tier centers will cover a radius of 40 km and the lower tier
centers will cover a radius of 35km. As the 5 upper tier Urban Centers will be developed to
support a larger population than the other regions, a higher order of services has been allocated
for these centers. The NSP defines service allocations for the hierarchy of Regions identified
within the Plan, which should be well reflected within the Regional and Sectoral Master Plans of
the country. Establishing an integrated transportation network is taken as a prerequisite for
decentralized development and hence inter and intra-regional multi-modal connections will be
established as an integral part of this Plan. Satellite Regions identified will be provided with
direct and fast connections to these Urban Centers, facilitating to mitigate the marginalization of
isolated island clusters and limited economies of scale and resources. All Centers/Regions
identified through this plan are not limited to a single island and rather consist of island clusters
which will developed in an integrated manner to support unified functionality through a
transportation and ICT connections.

3. In order to realize the vision of a system of regional Urban Centers, the Government of Maldives
(GoM) has initiated a national-level program to manage the development of strategic centers and
to ensure a consistent and coherent approach in developing key cities. The World Bank and GoM
have embarked on the first phase to support this program under the Maldives Urban Development
and Resilience Project (MUDRP), focused on an assessment of the implementation of the NSP
and a Regional Center as a case study. MUDRP is currently under preparation and scheduled for
World Bank Board approval in January 2020. Its regional development Technical Assistance will
provide a comprehensive look at economic development, land use and transport planning, service
delivery and social development within a larger lens of resilient regional development—with the
aim of improving livability and resilience of these areas and identifying a model that works for

TOR- CONSULTANCY FOR THE ASSESSMENT OF THE NATIONAL SPATIAL PLAN AND DEVELOPMENT OF LOCAL DEVELOPMENT PLANS 1
 the country and that would provide a blueprint for the development of the rest of the country.
From the results of the analytical work, the project plans to provide suggestions and
recommendations to GoM on how best to structure institutional development and municipal
service delivery in an integrated manner involving key stakeholders. The Regional Center case
study is:

4. Addu Atoll (R21) comprises around two dozen of Maldives’ estimated 1,190 coral islands and is
the southernmost atoll of the country. Addu is the second-largest population hub (approximately
33,000) in the Maldives and is a government, transport, and tourism hub. The city has six
districts: Hithadhoo, Maradhoo-Feydhoo, Maradhoo, Feydhoo, Hulhudhoo, and Meedhoo. The
districts are well-connected to each other through a link road and regular ferry service. Home to
mangroves, wetlands, and healthy coral reefs, Addu currently faces challenges related to climate
resilience, service delivery, and economic development. Addu has been categorized as an upper
tier Urban Center. Addu City Council is currently in the process of updating its land use plan.

5. The objectives of MUDRP are to enhance resilient urban services in selected cities in Maldives
and strengthen the Government’s capacity to provide effective response to disasters. The
proposed project will target strategic service delivery investments in Greater Malé and technical
assistance for Addu and the country. The project comprises of three components: Component 1,
encompassing resilient infrastructure and emergency preparedness; Component 2, which focuses
on sustainable urban planning, development, and management; Component 3, which provides
implementation support; and Component 4, which provides a contingent response in case of
emergency. Details of the MUDRP Components are attached in Annex 1.

6. The scope of this consultancy has been designed to provide direct support to: (i) assessment of
the NSP and newly updated Addu City Sustainable Urban Development Masterplan (SUDMP);
(ii) creation of urban design guidelines and local development plans for the Region; and (iii)
capacity building support for Project Partner Agencies (PPAs), in particular the Ministry of
National Planning and Infrastructure (MNPI) to plan and design regional development plans
under Component 2 of MUDRP. The development of the guidelines and local development plans
must be integrated with the activities being carried out under MUDRP, MNPI, NSP, and the local
City Council.
Objectives
1. The overall objective of this consultancy is to prepare an assessment of the NSP’s infrastructure
implementation to guide the orderly physical and sustainable development of the Addu Region in
line with the NSP and any local land use and master planning plans and policies. This assessment
and local development plans will encapsulate the key development strategies to achieve
significant urban transformation to support economic growth and enhance livability in the
Regions and provide a case study and roadmap in the implementation of the NSP. The
consultancy shall support the technical assistance and capacity building activities under MUDRP,
the ongoing land use plan initiatives by Addu City Council, and MNPI’s regional development
vision. These activities will be carried out in close consultation with key stakeholders through a
highly participatory process.

2. The specific objectives of this consultancy can be grouped into 4 broad components: (i) to review
the infrastructure and services requirements of the NSP with MNPI and their impact on Addu; (ii)
to design conceptual masterplans based on the NSP service allocations; (iii) to develop detailed
local development plans for key districts in the Region; and (iv) to develop and implement a
communications strategy, stakeholder engagement plan, and capacity building activities.

TOR- CONSULTANCY FOR THE ASSESSMENT OF THE NATIONAL SPATIAL PLAN AND DEVELOPMENT OF LOCAL DEVELOPMENT PLANS 2
 (i) Assessment of NSP 3 months
Support for
Review
communications
strategy,
stakeholder
(ii) Conceptual
engagement,
Master Plans and
and capacity
Detailed Local Key identified
6 months building
Development Plans districts in Addu
activities
and Development of
Design Guidelines

Review and Conclusion

Integrate with and support Deliverables used as inputs

MUDRP activities for regional centers
initiative

3. The duration of this consultancy is 9 months.

Scope of Consultancy, Deliverables, and Timeline

1. At the outset, the Consultant Team shall discuss the requirements outlined in this ToR, including
expectations of and possible constraints for the implementation of the activity with the Client.
The outcome of these discussions shall form the basis for the preparation of the Local
Development Plans.

2. The following table lists key deliverables and milestones and serves as a guideline for the
consultancy. The Consultant Team is expected to propose a work plan outlining project sub-tasks
(e.g. additional internal review/consultations session) and refine the timeline to meet the
objectives of the assignment effectively for MNPI’s agreement. Any changes to the agreed work
plan shall be supported by valid arguments and shall require prior approval of the Client.

No. Deliverables Format Duration

Stage 1: Inception 2 weeks
1.1 Inception Report  3 hardcopy reports in A4 size 2 weeks after contract
 A softcopy of reports. commencement.
1.2 Communications,
Engagement and Capacity
Building Strategy
Review and incorporation of comments into final version 2 weeks

Phase 2: NSP Assessment 2.5 months

2.1 Assessment of NSP  3 hardcopy reports in A4 and/or 8 weeks after approval
A3 size, plans in A1. of the Inception
2.2 Review of SUDMP and other  A PowerPoint presentation. Report.
relevant land use and  A softcopy of all reports, plans
planning plans and and related GIS and CAD files.
regulations
2.3 Policy Recommendations

TOR- CONSULTANCY FOR THE ASSESSMENT OF THE NATIONAL SPATIAL PLAN AND DEVELOPMENT OF LOCAL DEVELOPMENT PLANS 3
 Review and incorporation of comments into final version 2 weeks
Phase 3: Local Development Plan 6 months
3.1 Draft Site Plans, Local  3 hardcopy reports in A4 and/or 14 weeks after
Development Plans, Urban A3 size, plans in A1. approval of
Design Plans and Guidelines  A PowerPoint presentation. Assessment report
 A softcopy of all reports, plans
and related GIS and CAD files.
Stakeholder workshop and incorporation of comments 2 weeks
3.2 Site Plans, Local  3 hardcopy reports in A4 and/or 6 weeks after receipt
Development Plans, Urban A3 size, plans in A1. of comments on the 1st
Design Plans and Guidelines  A PowerPoint presentation. draft
 A softcopy of all reports, plans
3.3 Planning Standards, and related GIS and CAD files.
Development Control, and
Enforcement Measures
3.4 Investment and
Implementation Plan
Review and incorporation of comments into final version 2 weeks

Detailed Scope of Consultancy

1. The following outlines the necessary phases in the development of the urban development master
plan. The Consultant Team is expected to further refine these activities with sub-tasks.
Phase 1: Inception
Inception Report
1. Two weeks after contract commencement, an inception report should be submitted. The report
should cover: (i) overall assignment objectives and strategies; (ii) a work plan - outlining project
sub-tasks, methodology, timeline, dedicated resources etc.; (iii) list of key and supporting staff,
their qualifications and experiences, tasks assigned and time allocations; (iv) literature reviewed
and data referred; (v) list of reports, drawings and maps to be submitted; (vi) outline of a strategy
for engaging various stakeholders, questionnaires/checklists for information gathering, key
respondents to be interviewed and consulted etc, potential capacity building activities.; and (vii)
planned field visits.

Communications, Engagement and Capacity Building Strategy

1. A Communications, Engagement and Capacity Building Strategy is to be developed at the start of
the consultancy for the purpose of engaging stakeholders during the planning process. The
strategy will: (i) identify key groups of stakeholder and mobilization strategies for these groups;
(ii) propose key messages to be disseminated, and the best ways of delivering them; and (iii)
propose capacity building activities and training. The Consultant Team will also propose plan
dissemination strategies to be used once the plans are approved.

2. The Consultant is required at each stage of the work to closely coordinate with the Regions’ City
Councils, MNPI, and other stakeholder agencies. The Consultant will support a range of technical
assistance and capacity building activities to build urban planning capacity throughout the
consultancy. Any comments, advice and instructions on study/design works should be strictly and
immediately executed by the Consultant Team. The nature and frequency of coordination and

TOR- CONSULTANCY FOR THE ASSESSMENT OF THE NATIONAL SPATIAL PLAN AND DEVELOPMENT OF LOCAL DEVELOPMENT PLANS 4
 consultation meetings shall be determined by discussion between the Consultant Team and the
Client.

3. The Consultant Team shall organize a minimum of two public consultation meetings.

Phase 2: NSP/SUDMP Assessment

Assessment of NSP and SUDMP
1. In 2018, MNPI was formed and tasked with creating and implementing a more balanced, regional
development plan. The Ministry has requested an independent assessment of the NSP
implementation works. The review should include: (i) a benchmarking exercise against similar
regional and international examples; (ii) consultations with technical and economic agencies; (iii)
roadmap of the policy’s implementation. Using the Addu Urban Center as a case study, activities
should also include, but not be limited to: (i) propose and recommend suitable options to structure
the planned and/or required infrastructure within each Region; (ii) overlay key constraints (e.g.
environmentally sensitive areas, infrastructure gaps, etc.) and areas for opportunities (e.g. under-
developed, under serviced areas, etc.); (iii) define appropriate strategic key planning parameters
to meet the NSP vision such as, but not limited to: planned/target population and activities
(include different scenarios where appropriate, e.g. high, medium, low growth); incorporation of
the NSP into the SUDMP determination of timeline milestones.

2. The Addu City Council has hired a consultant to update the atoll’s land use plan and develop a
master plan. This work will immediately precede this consultancy; however, it will be critical
that there is coordination between the two teams. The review of SUDMP will not recreate the
work, however, it will provide an evaluation of how the updated Master Plan can be phased and
prioritized in line with NSP and how best to incorporate the services and infrastructure
recommended by the NSP (see above).

Policy Recommendations
1. The Consultant Team will develop a set of prioritized key policy actions that can accompany the
implementation of NSP and SUDMP. These recommendations must be focused on enabling the
implementation of the plans. The Consultant Team is not expected to conduct detailed analysis
for this component; rather these recommendations will be used to identify future activities.

2. The deliverables for Phase 2 are:

o An evaluation of NSP and how it can be implemented using the Addu Region as a
roadmap to implementation
o A comparison of the infrastructure requirements of NSP and their impact on SUDMP
o An assessment of development strategies and key planning parameters for the Addu
Urban Centers.

Phase 3: Detailed Local Development Plans

Urban Design Plans and Guidelines
1. The Consultant team will conduct a site planning exercise for the NSP-recommended services
and infrastructure for the Region to better understand the requirements of the investments and
possible locations. This should include an overall site plan for the Region.
2. Prepare detailed urban design plans and guidelines that can be used as development parameters
for key districts within the Addu Urban Center. The urban design site plan should build upon
NSP and SUDMP and include the following elements:
o Well-defined district character, of the various districts and boundaries within the Center
o Appropriate building heights and massing, in context with the natural environment, urban
character, landmarks, view corridors etc.;

TOR- CONSULTANCY FOR THE ASSESSMENT OF THE NATIONAL SPATIAL PLAN AND DEVELOPMENT OF LOCAL DEVELOPMENT PLANS 5
 o Attractive streetscape elements such as street furniture, landscaping, street lighting,
building-street interface, facades etc.
o Comprehensive pedestrian network and circulation such as sidewalks, through-block
links, road crossings, connections to open spaces;
o Accessible public open spaces and parks to encourage social interaction and provide
areas of respite; and
o Clear traffic network including key vehicular circulation routes, vehicular access, drop-
off points, parking areas, minimal disruption to pedestrian network, clear signage etc.

3. The sites and scale of the detailed local development urban design plans should be agreed with
MNPI and the respective City Council. These will provide a case study of how to provide high
quality urban design to each Region and how to integrate the NSP infrastructure into the existing
urban fabric.

Planning Standards, Development Control and Enforcement Measures

1. The Consultant Team shall review existing planning standards and development control
guidelines for the implementation of the proposed Local Development Plans and assess their
appropriateness. The Consultant Team is expected to specify any variances, if needed, to the
existing standards, with justification.

2. Where possible, the Consultant Team should suggest appropriate enhancements and changes to
the planning standards and development control guidelines. These should be discussed and
reviewed in detail with MNPI and the City Council.

3. In addition, appropriate strategies and measures for enforcement of planning standards and
development controls should be proposed.

Investment and Implementation Plan

1. Develop an infrastructure and urban upgrading investment plan reflecting priority intervention
areas. This will include:
o A phased action plan (short, medium and long term); and
o Indicative costs to implement the identified infrastructure projects. This output is
expected to be used for the selection and prioritization of urban upgrading and infrastructure
projects during the plan implementation stage.

Qualifications
1. A multi-disciplinary team of professional and technical personnel will be required for the
execution of the project. The Consultant Team should be led for the full term of the project by a
Team Leader with extensive experience in physical planning and project management. Other
professionals will be required to provide specialized inputs to the exercise. The consultant’s key
personnel shall satisfy the following requirements.

2. The Consultant Team has the obligation of carrying out the consultancy with due diligence,
efficiency and a high standard of professionalism. The Consultant Team shall employ competent
staff and use appropriate planning approaches and methods. The Consultant Team will also act, in
respect of any matter relating to the consultancy, as a faithful adviser to the client.

3. The following list of qualifications serves as a guide and the Consultant Team may, with
justification, propose additional staff for effective and efficient execution of the assignment. The
Consultant Team shall also propose the time allocation for each of the staff dedicated to their
respective tasks, and whether they will be performed on location or remotely.

TOR- CONSULTANCY FOR THE ASSESSMENT OF THE NATIONAL SPATIAL PLAN AND DEVELOPMENT OF LOCAL DEVELOPMENT PLANS 6
 Designation Qualifications Years of Experience
Team Leader (1) Master of Urban and Regional Planning, 5 / 10 / 15
Urban Development/Management, Regional
Development or Urban Design with at least
five years of professional work experience
OR Bachelor of Urban and Regional
Planning, Urban
Development/Management, Regional
Development or Urban Design with at least
ten years of professional work experience
OR Post graduate/Diploma Urban and
Regional Planning, Urban
Development/Management, Regional
Development or Urban Design with at least
fifteen years of professional work
experience.

Urban Designer (1) Master’s degree with at least five years of 5 / 10 / 15

work experience OR Bachelor’s degree
with at least ten years of work experience
OR Diploma degree with at least fifteen
years of professional work experience.

Engineer / Infrastructure Degree in Civil Engineering plus 5 years

Specialist (1) demonstrable experience in planning of
urban infrastructure.

Transport Planner (1) Minimum five years of relevant work 5 years

experience and should have a
degree/specialization in transport planning

Social-Economist Specialist (1) Minimum five years of relevant work 5 years

experience and should be a socio-economist
with degree/specialization in Economics.

Environmental Specialist (1) Degree in environment management/ 5 years

Science.

Notes:
o The Team Leader should be an urban planner or urban designer
o There shall be at least an urban planner and urban designer each in the consultants’ team either as
a team leader or as a member(s)
o All work experience of key personnel shall be supported by proper work completion certificates
and degree certificates with CVs signed by the key personnel and countersigned by the employers
o People with work experience in Maldives or similar regions will be considered an advantage

Reporting and Client Support

1. The Consultant Team will work under the supervision of the Fathimath Shaana Farooq, Director
of Project Management Unit, MNPI.

TOR- CONSULTANCY FOR THE ASSESSMENT OF THE NATIONAL SPATIAL PLAN AND DEVELOPMENT OF LOCAL DEVELOPMENT PLANS 7
 2. MNPI undertakes to avail to the consultant all such documents, laws, reports, maps, and plans in
its possession as will be indicated in the inception report. In addition, MNPI will provide the
Consultant Team with relevant letters of introduction to any stakeholder when required by the
Consultant Team. MNPI will provide timely feedback on the draft reports and plans submitted
by the Consultant Team and coordinate presentations and meetings convened at MNPI.

Schedule of Payment

3. The mode of payment shall be as follows:

Stages of Work Amount Payable

1 Upon submission, review and acceptance 10% of the contract amount
of the inception report
2 Upon submission, review and acceptance 25% of the contract amount
of the NSP Assessment
3 Upon submission, review and acceptance 25% of the contract amount
of the Investment and Implementation Plan
4 Upon submission, review and acceptance 40% of the contract amount
of the Final Local Development Plans

TOR- CONSULTANCY FOR THE ASSESSMENT OF THE NATIONAL SPATIAL PLAN AND DEVELOPMENT OF LOCAL DEVELOPMENT PLANS 8
 ANNEX 1: MALDIVES URBAN DEVELOPMENT AND RESILIENCE PROJECT

1. The Project Development Objective of the Maldives Urban Development and Resilience Project
(MUDRP) is to enhance resilient urban planning and municipal service delivery in selected cities
in Maldives and strengthen the Government’s capacity to provide effective response to disasters.

2. MUDRP comprises of 4 components:

A. Component 1: Resilient Infrastructure and Emergency Preparedness (US$

12.5 million).

i. Component 1.1 Resilient Infrastructure (US$ 11 million).

a. Sewage Treatment Plant (STP) in Hulhumalé Phase 1 (Feasibility Study and

construction) and feasibility study of an STP in Malé and Hulhumalé Phase 2
(US$6 million). The lack of sewage treatment poses significant risks to fisheries and
tourism, major contributors to Maldives economy, and squanders an opportunity to
produce high-quality water that could be substituted for expensive desalinated water
and used for non-potable applications, enhancing water security. The Project will
finance feasibility studies, design and construction of an STP to cater to 80,000
residents of the Hulhumalé Phase 1 development. MUDRP will not finance any
modules required to treat the sewage from Phase 2 development area as residents are
yet to move in; however, should land for an STP be unavailable in the Phase 2 area,
and if the current land allocation in Phase 1 is determined through the feasibility studies
to be adequate for the planned population in Hulhumalé (Phases 1 and 2) by the time it
is fully developed, HDC will be encouraged to design and finance the necessary
infrastructure to convey the wastewater from Phase 2 development to the Phase 1 STP.
In line with GoM’s vision of partnering with the private sector to provide sustainable
urban infrastructure, a design-build-operate and transfer model is proposed to ensure a
technologically-sound and cost-effective STP supported by the GoM’s plan to use
tariffs to cover costs of operation.

b. Stormwater Drainage and Rainwater Harvesting and Storage Systems in Malé

(US$5 million). Poor stormwater drainage is contributing to regular flooding in Malé,
and both Malé and Hulhumalé have potential for rainwater harvesting and storage
which can make water supply more sustainable. In Malé, the Project will support a
comprehensive stormwater and drainage masterplan studies and upgrading of primary
drainage network in selected wards to be connected to underground storage tanks
constructed under the project (1 or 2 based on the feasibility study). Captured rainwater
will be stored in constructed underground storage facilities/reservoirs for use in feeding
existing fire hydrants to support firefighting and reduce flooding and for irrigating
landscapes and greening of the neighborhoods.

ii. Sub-Component 1.2: Strengthening emergency response systems (US$ 1.5

million).

a. Establishment of Emergency Operation Coordination Center, Malé (US$1.0

million). The Project will enhance GoM’s emergency preparedness and response

TOR- CONSULTANCY FOR THE ASSESSMENT OF THE NATIONAL SPATIAL PLAN AND DEVELOPMENT OF LOCAL DEVELOPMENT PLANS 9
 capacity by supporting the operationalization of the National Emergency Operations
Plan (NEOP) through the establishment of an Emergency Operations Coordination
Center (EOCC) within the NDMA. When activated, the Center will be used to perform
the following functions: information and communication management, including public
information and media management; coordination with stakeholders; resource
management; and liaison with external stakeholders. To efficiently coordinate disaster
and emergency response, the EOCC will, inter alia, consist of: a community incident
reporting system; a GIS system with data and information essential for efficient
emergency response coordination; a call center function; and a coordination system
based on Standard Operating Procedures. The EOCC will also be provided with
adequate capacity to ensure that risks around safety and access to services by women,
children and groups and persons with special needs are addressed by adopting
components from the UN Inter-Agency Standing Committee (IASC) guidelines for
integrating gender-based violence actions in humanitarian settings and Sendai
Framework. The Center will be connected to all the key agencies involved in
emergency preparedness and response, including the Maldives National Defense Force
(MNDF), Coast Guard, Fire and Rescue Service, Maldives Meteorological Service
(MMS), and Health Emergency Operations Center (HEOC) at the Ministry of Health.

b. Strengthening of fire rescue system, Malé (US$ 0.5 million). Until late 2018,
Maldives Fire and Rescue Service lacked resources for fire and rescue operations,
especially for firefighting in high-rise buildings beyond seven stories. The Government
of Japan recently provided significant resources to strengthen its capacity, including
two platforms with vertical capability up to 20 stories, and the Project will not invest in
fire trucks or rescue platforms. The Project will support important trainings for the fire
and rescue personnel in urban search and rescue operations and provide specialized
small equipment that will assist the fire rescue personnel to access narrow alleys within
Malé. Malé’s fire hydrant network currently relies on desalinated water, which is
energy intensive and vulnerable to shocks. Connecting Component 1.1’s rainwater
storage tanks and pumps to the fire hydrant network will reduce dependence on costly
desalinated water, increase water availability and reduce energy consumption.

B. Component 2: Regional Sustainable Urban Planning, Development and

Management (US$ 2.5 million).

i. Sub-Component 2.1: Analytical studies on sustainable urban infrastructure and

services (US$ 2.2 million): This technical assistance (TA) sub-component will finance
analytical and feasibility studies requested by GoM regarding sustainable urban
infrastructure and services, including regional development, affordable housing
development, and building regulations.

a. Regional Development: In support of longer-term strategies including regionalization

as a national planning priority, the Project will support integrated urban development
plans studies for three GoM-identified Regional Hubs/Centers: Addu, Thiladhunmathi,
and Faadhippolhu Regions. The plans will provide a comprehensive look at economic
development, land use and transport planning, service delivery and social development
within a larger lens of resilient regional development—with the aim of improving
livability and resilience of these areas and identifying a model that works for the
country and that would provide a blueprint for development of other regions. From the
results of the analytical work, the project plans to provide suggestions and

TOR- CONSULTANCY FOR THE ASSESSMENT OF THE NATIONAL SPATIAL PLAN AND DEVELOPMENT OF LOCAL DEVELOPMENT PLANS
10
 recommendations to GoM on how best to structure institutional development and
municipal service delivery in an integrated manner involving key stakeholders.

b. Affordable Housing Development: Studies will focus on (i) consumer affordable

housing and rental study to inform the housing deficit gap by income and location; (ii)
housing supply and demand-sides to identify constraints to the provisioning and
financing of affordable housing; and (iii) assessment of the GoM social housing
programs to strengthen targeting, design and implementation effectiveness. The
outcomes of this TA would be a comprehensive roadmap on housing regulatory, policy
and program reforms, evidence-based provisioning development plans, and institutional
arrangement enhancement. As the provisioning of affordable housing is strongly
perceived as a government responsibility in Maldives, this study will support the GoM
in developing sustainable housing provisioning plans and programs as a component of
the government resilient urban services and in alignment with the NSP and Regional
Development Plans. The project will coordinate with IFC to expand and encourage
private sector participation in the housing sector.

c. Fire Risk Assessment in Malé: The fire risk in the built environment is a main concern
for Maldives authorities and requires a strategic approach particularly in Malé where
the physical density of the buildings, with no fire breaks or fire prevention measures,
allows fire to spread quickly. The project will support studies to assess the fire risks of
existing building stocks and develop a retrofitting strategy with clear action plans for
short-, medium- and long-term implementation. The studies will lead to development
of a congruent fire safety code to be included in the new Building Code.

ii. Sub-Component 2.2: Strengthening enforcement mechanism of building code and

regulations (US$ 0.3 million): This sub-component will finance the development of a
building permit procedure and development of an online building approval system,
alongside a capacity enhancement program for officials in charge of building permit
and code-compliance operations on the ground, to be tested mainly in Hulhumalé for
possible adaptation for other local authorities in Maldives.

C. Component 3: Project implementation, management and reporting (US$ 1.5 million). The
component will support project management and implementation by financing incremental operating
costs, project implementation staff and consultants, monitoring and evaluation, and relevant trainings.
The Project will support a range of technical assistance and capacity building activities to build urban
planning capacity and strengthen technical, financial and institutional sustainability of the participating
agencies. It will also provide TA to GoM to improve their project management and operations and
maintenance systems.

D. Component 4: Contingent Emergency Response Component (CERC) (US$ 0 million). This

component will allow for reallocation of project funds from other components to provide immediate
emergency recovery support following an eligible crisis or emergency. An Emergency Response Manual
(ERM) will be developed with fiduciary, safeguards, monitoring and reporting, and any other necessary
coordination and implementation arrangements as a condition for disbursement. To trigger this
component, the GoM would need to declare an emergency, a state of a disaster or provide a statement of
facts justifying the request for emergency funding.

TOR- CONSULTANCY FOR THE ASSESSMENT OF THE NATIONAL SPATIAL PLAN AND DEVELOPMENT OF LOCAL DEVELOPMENT PLANS
11
 ANNEX 2: GOVERNMENT OF MALDIVES REGIONAL DEVELOPMENT PLAN SERVICES
FOR SELECTED REGIONAL URBAN CENTER
Sector Service Addu - Proposed
Island
International Airport Gan
Central Ferry Terminal Feydhoo
Hithadhoo
Maradhoo
Transport Maradhoo Feydhoo
In-land Public Transport
Hulhudhoo
Meedhoo
Gan
Regional Commercial Domestic Port Hithadhoo
Health Paramedics Service Hithadhoo
Hithadhoo
Private School
Hulhudhoo
Hithadhoo
Private Boarding Schools (Dhanaalu)
Hulhudhoo
Vocational Training Hithadhoo
Education
Junior College Hithadhoo
Other Training Centers Hithadhoo
Family Student Hostel Hithadhoo
Hithadhoo
High Secondary Education
Hulhudhoo
Hithadhoo
Children’s Home
Meedhoo
Social Services
Aged Care Service Hithadhoo
Safe Home Meedhoo
Police Police Post Hithadhoo
Civil Defense Central Fire Fighting Station Hithadhoo
Hulhudhoo
Banking Bank Branch
Hithadhoo
District Courts Complex Hithadhoo
Juvenile Justice Service – Regional Branches Hithadhoo
Judicial & Correctional Services
Dispute Resolution Centers Hithadhoo
Public Defenders Office, AG, PG Regional Branches Hithadhoo
Utilities Regional Waste Management Center Hithadhoo
Hithadhoo
Feydhoo
Maradhoo
Regional Data Center
Maradhoo Feydhoo
Hulhudhoo
Meedhoo
ICT Hithadhoo
Feydhoo
Maradhoo
High Speed Internet
Maradhoo Feydhoo
Hulhudhoo
Meedhoo
Regional Technology Park Feydhoo
Essential Goods Storage Fuel Reserve Gan
Water Reserve Hithadhoo

TOR- CONSULTANCY FOR THE ASSESSMENT OF THE NATIONAL SPATIAL PLAN AND DEVELOPMENT OF LOCAL DEVELOPMENT PLANS
12
 Construction Warehouse Hithadhoo
Sports and Recreation Regional Sports Complex Hithadhoo
Regional Business Development Services Center Feydhoo
SME
Sarahahdhee Bazaar Hithadhoo
Hithadhoo
Nature Conservation Office
Meedhoo
Islamic Affairs & Scientific House of Wisdom (Bayt Al-Hikma) – Public academy Hithadhoo
Research and intellectual center
Community Empowerment Educational Camp Facility Hulhudhoo
Arts Heritage & Culture Regional Library (Public) Hithadhoo
Community Mortuary Hithadhoo

TOR- CONSULTANCY FOR THE ASSESSMENT OF THE NATIONAL SPATIAL PLAN AND DEVELOPMENT OF LOCAL DEVELOPMENT PLANS
13
 ANNEX 2: NATIONAL SPATIAL PLAN (2020-2040) REGIONAL CENTERS

TOR- CONSULTANCY FOR THE ASSESSMENT OF THE NATIONAL SPATIAL PLAN AND DEVELOPMENT OF LOCAL DEVELOPMENT PLANS
14