PUNE

PUNE RESILIENCE STRATEGY Pune, one of the most progressive cities in , has played a significant role in One of the finest cities in , Pune has witnessed significant rapid pioneering urban planning. It is known for its active citizen participation in the growth over the last decade. Pune City envisions becoming one of the most city’s growth. The city has transformed over the years, from an education hub liveable cities in India by solving core infrastructure issues in a ‘future-proof’ to an auto industries hub, and now an IT hub. This has resulted in in- migration, manner, and by making neighbourhoods clean, green, and beautiful increase in population and expansion of city limits. In the future, the city is expected to expand further with addition of 23 surrounding villages and will The character of the city transformed over the decades with its economic, probably become the largest city of Maharashtra in terms of size. demographic and social development. The ‘Oxford of the East’, ‘Cultural Capital of Maharashtra’, ‘Auto Hub’, ‘IT hub’ and now ‘Smart City’ has the potential to Like other Indian cities, Pune faces many challenges such as uncontrolled become ‘Model Resilient City’ of India. growth, continuous migration, pressure on urban environment, institutional complexity, etc. The city administration tries to resolve these issues with the use To achieve this, it is important to integrate and mainstream the Resilience- of technology, capital works, internal resources, and the organization’s internal building into city services, plans, and initiatives. Thus, the partnership with capabilities. Sustainability and resilience are two key concepts that need to be 100 Resilient Cities (100RC), pioneered by the Rockefeller Foundation, has built in for holistic development. The 100 Resilient Cities Network is supporting happened at an opportune time. In this partnership, Pune Municipal Corporation MUKTA TILAK Pune city in building resilience. SAURABH RAO, IAS (PMC) has shown its commitment by appointing Chief Resilience Officer (CRO) Hon. Pune Municipal Commissioner and setting up CRO’s office to steer the strategy formulation process. It is an honour for Pune city to become part of the global 100 cities under 100 Resilient Cities (100RC), pioneered by the Rockefeller Foundation, selected Fundamental to 100RC’s philosophy on resilience is preparing cities for disasters through a stringent process and filtering numerous applications received from but also, working with different socio-economic groups and a wide range of cities worldwide. This is one more step for Pune city to become a global city stakeholders to prepare for economic, social, and physical stresses and shocks. and an opportunity to guide other Indian cities to follow in its footsteps. Now we have completed the Preliminary Resilience Assessment (PRA) Report and are moving ahead to Phase 2 of Strategy formulation. The scale and depth The resilience strategy process should focus on three key areas considering of stakeholder engagement that has gone into the PRA is very enriching. the current pattern of development and the future growth of the city. These three areas are – need for improvement in urban mobility, focus on The key Discovery Areas identified under PRA are a clear reflection of the urban environment including water body management, and preservation of challenges that lay ahead of the city and the need for future strategies to drive biodiversity; and identify ways to improve employment opportunities and skills aligned actions and reforms. The CRO’s office has got excellent support from especially in the informal sector. The informal sector plays a very important role the PMC, other government agencies, and local ecosystem including civic in the city’s overall economy and will be given access to various services in an agencies, NGOs, individual experts and educational/ research organizations affordable manner. during the PRA stage. This has helped in coming out with a comprehensive and detailed PRA document. Citizen involvement is very crucial in the resilience building process in these areas. The strategy should emphasize on citizen engagement and developing In Phase 2, the CRO’s team will deep dive into three Discovery Areas through Information Education and Communication strategies to effectively implement extensive consultations with various stakeholders and assessment of the city’s various actions. This will help in achieving the city’s vision of citizens involved needs. PMC will ensure its full support to the CRO’s team in Phase 2. and supported resilient growth. Pune is slowly becoming a global hub by attracting and collaborating with many international agencies including foundations, donor agencies, and industry bodies, thus bringing in the best know-how to the city and facilitating them to set up pilot projects.

The Resilience Strategy will not only guide Pune city in streamlining and strengthening its plans and actions but also help in strengthening its position as a global hub. Pune has potential to become a Lighthouse City in resilience building in India and can encourage other cities to follow it.

i RESILIENT PUNE ii On behalf of the 100 Resilient Cities organization, I’d like to offer my sincerest Physical, economic and social challenges have become an integral part of congratulations to the City of Pune, Municipal Commissioner, Mr. Saurabh Rao, urbanization. Cities are grappling with shocks such as flooding, droughts among I.A.S, Joint Secretary MoHUA and Former Municipal Commissioner, Mr. Kunal others, and stresses like traffic chaos, water shortage, pollution of water bodies, Kumar, I.A.S., Honorable Mayor of Pune, Ms. Mukta Tilak, and Chief Resilience etc. The 100 Resilient Cities (100RC), pioneered by the Rockefeller Foundation Officer Mahesh Harhare on the release of the city’s first ever urban Resilience identifies these shocks and stresses as critical challenges and aims to make Strategy. cities more resilient. The 100RC will provide support to 100 select cities across the world, including Pune, to develop a holistic Resilience Strategy that reflects This strategy takes a clear-eyed look at Pune’s most pressing and complex each city’s distinct needs. Further, the 100RC platform will provide opportunities challenges, including uncontrolled growth, inward migration, un- and under- for Pune to connect with its global peers to share knowledge and best practices. employment among youth, and a degraded urban environment. Pune has a reputation as the ‘Oxford of the East’ and it has long built upon its academic Pune has a unique position in Maharashtra due to its cultural heritage, tradition to ensure prosperity. But even Pune – with academia built into its educational progress, and industrial development. Availability of skilled work foundations, with access to a young, well-educated talent pool, with a favourable force, entrepreneurship, and abundance of water sources are major drivers for reputation for business and industry – even Pune must adapt and innovate the development of the city. Pune city is known for its development-focused MICHAEL BERKOWITZ to ensure its growth doesn’t get the better of it and to ensure its future is as MAHESH HARHARE initiatives and reform-oriented approach to serve citizens better. President, 100 Resilient Cities illustrious as its past. Pune Chief Resilience Officer (CRO) However, increasing population, rapid peri urban growth, and the expansion With a focus on Growth, Economy and the Environment, this strategy seeks to of city limits are creating complex challenges. There is no single solution draw on all of Pune’s resources to transform the city into a green, equitable and to address these growing issues. There is a need for strengthening the livable city for every resident. Two projects in particular highlight this ambition. sustainability concept and building resilience aspects in policies, plans, and First, Pune participated in the Resilience Accelerator program in partnership with actions. Therefore, the Resilience Strategy process, supported by 100RC, will Columbia University; consulting with every environmental group in the city to be an important activity for Pune city to do a self-examination of its plans and design an alternative vision for the Mula-. This vision will ensure that assimilate the resilience concept. the river once again serves the city not only as a source of clean water but also as a gathering space and green refuge from the heat of the city. Second, Pune’s Resilience building is a continuous process and needs people involvement. work on its innovative Pune Skills World project, which will show the city where The Preliminary Resilience Assessment (PRA) work, which was carried its strengths and weakness are and will serve as a roadmap for ensuring that out in Phase 1, involved extensive consultations with different experts and every citizen is valued for his or her contribution to Pune’s economy. scanned through various plans and programs of the city. The Phase 2 work of strategy preparation will try to achieve this through promotion of people What sets this strategy apart from other plans the city has compiled is the level engagement. The strategy does not involve merely adaptive measures, but also of community and stakeholder engagement undertaken to develop meaningful transformative actions, for both the short and long term. solutions. Pune’s CRO Mahesh Harhare and his team worked tirelessly to act as a bridge between local government, citizen forums, civil society, NGOs, and Pune city is becoming more global. The kind of interest that is being developed industry to ensure that every voice is represented in Pune’s resilience building in international agencies and institutes for collaboration with Pune to explore, efforts. It is this dialogue that will give this strategy a successful start and it is share, and create pilot projects is remarkable. This partnership with 100RC gives only by continuing to work openly and collaboratively that these actions will a platform to Pune to demonstrate its capabilities and explore potential for come to life. As Pune takes on this challenging work, I encourage you all to scaling new heights at a global level. As the CRO, my role is to focus on these continue to collaborate to build a more resilient Pune. aspects, deliver a holistic Resilience Strategy for Pune, and further support the city in implementation of pilot projects.

iii RESILIENT PUNE iv Pune Resilience Team

Pune Office of Resilience Mahesh Harhare (CRO)

100 Resilient Cities Lauren Sorkin, Managing Director (APAC) Saurabh Gaidhani, Associate Director Gemma Kyle, Program Manager

Strategy Partner - Dalberg Advisors Malavika Bambawale, Partner Kishan Shah, Project Manager Jeenal Sawla, Cities Consultant

Strategy Partner - CEE Sanskriti Menon, Senior Programme Director Satish Awate, Programme Director Contents Avinash Madhale, Programme Coordinator Amarnath Karan, Programme Officer

Special Acknowledgement Letters i-iv Ganesh Sonune (Disaster Management Officer, PMC) pg. 01 Mangesh Dighe (Environment Officer, PMC) Executive Summary Ashish Agarwal (PIU, PMC), Gajanan Kadak (PMC), Ruchi Mathur (Pune City Connect), Laxmi Narayan (SWaCH), pg. 11 Chiranjay Shah (CRO Office), Devvart Poddar (Dalberg) 1. Pune City Context 2. Resilience Diagnosis pg. 35 Design Direction pg. 47 Jeenal Sawla (Dalberg) 3. Pune Resilience Strategy Medha Gupta (be.net/medhagupta) 4. Next Steps pg. 107

Appendix vii-xviii

CONTACT: Resilient Pune | Mahesh Harhare (CRO) | [email protected] DISCLAIMER: The information contained within this document is not conclusive and is part of an ongoing process designed to improve the resilience of Pune.

v RESILIENT PUNE vi 0 1 2 3 4 5 12 1 Mobility

11 2 Solid-Waste Management Availibility of Affordable Housing

Condition of Hills 10 3 Rapid urbanization in Pune has meant that structural inequalities Air Quality and systemic vulnerabilities of individuals, institutions, ecosystems, and city development processes have surfaced; necessitating Disease Outbreak/Control strategic engagement to make city-systems more resilient. Access to Public 9 4 Open Spaces Adequate & Clean With the motivation to address these challenges, Pune was Water Supply selected in 2016 to join the 100 Resilient Cities (100RC) Network, pioneered by the Rockefeller Foundation. Fundamental to 100RC’s Challenges within a city are framedFlood Control as shocks and stresses philosophy on resilience is not only preparing cities for disasters 8 5 Cultural Opportunities but also, working with different socio-economic groups and a ACUTE SHOCKS are sudden, sharp events that threaten a city wide range of stakeholders to prepare for economic, social, and CHRONIC STRESSES weakenEmployment the fabric & of a city on a day-to- physical stresses and shocks. 7 6 day or cyclical basis Business Opportunities Reliable Electricity Supply According to 100RC, “resilience is the A resilient city can bounce back capacity of individuals, communities, faster and forward from shocks institutions, businesses, and systems and stresses. within a city to survive, adapt, and grow no matter what kind of chronic stresses

and acute shocks they experience.” SURAT PUNE A Resilient City CHENNAI Path of Development Progress

Shock or Stress

Time

100RC provided four types of support to Pune, as its member city, in creating the Resilient Pune Strategy: Figure 1: World map showing 100RC member cities ROUND ONE CITIES ROUND TWO CITIES ROUND THREE CITIES 1 Two-year funding for a Chief Resilience Officer (CRO) and guidance to set up an Office of Resilience within the city government.

2 Funding for Strategy Partner (SP) to support the CRO and EXECUTIVE the city to develop a Resilience Strategy. 3 Access to Platform Partners (PP), leading partners in various arenas, for technical inputs to deploy solutions. SUMMARY 4 Membership to a global network of cities with opportunities to share best practices.

01 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 02 To build resilience in Pune, we built ‘‘ consensus and allies across the ecosystem Officials and political office bearers will keep changing, ‘‘ and hence, for resilience to be truly entrenched in the city, its citizens must take ownership of the Resilience Strategy.

HON’BLE KUNAL KUMAR Joint Secretary, MOHUA, GOI | 100RC City Leaders Advisory Committee | Former PMC Municipal Commissioner

Jan 2019 February 2018 June 2018 Resilience Accelerator Steering Committee Preliminary Resilience for Mula-Mutha River Meeting Assessment (PRA) Release with Columbia University IMPLEMENTATION MORE RESILIENT PUNE Jan 2017 May 2018 Dec 2018 May 2019 June 2019 Agenda Setting Bellagio Visioning Investing in a Resilient Public Launch of Pune Workshop CItyXChange workshop Pune: a donor-partner Resilience Strategy meet WE ARE HERE NOW!

Figure 2: Key milestones

03 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 04 & & g-term 1. Meet g-term 1. Meet erm & 1. M erm & 1. M lon ing lons bas ing s bas ng-t eetnsg b-t eets b ters plann ters plannic n ic n rs lo nning rs lo ansnicing asic os ted os ted ee ee ste d pla ste d pla ne ne . F ra . F ra ds ds Fo ate Fo ate ed ed 12 teg 12 teg 12. egr 12. egr s s 0 1.3 0 2.51.3 3.82.5 53.8 5 in in int int 2 2 . . 2 2 d d S S d d . S . S oa s oa s up up a a u u r er r er & p & p o rs o rs p p b d b d r e r e & p & p a l a l e o e o b ld b ld o o o o m rt m rt a o a o em r em r Mobility Mobility rs h rs h p s p s s h s h t t e e l l r e r e p s p s e k e k lo iv lo iv e k e k l li l li w ta w ta y e y e a a o v o v o s o s m l m l w t w t y e y e p f p f ih ih o s o s m li m li o o e o e o p f p f e h e h m m n o n o o o n o n o E e E e t t m m o o g g d d E e E e t d t d 1. 1. s s . g . g Solid-WasteSolid-Waste Management Management 1 n 1 n 1 n 1 n s s 1 1 a a a a r r r r

& & & & t t p p t t i n i n 3 3 p p Availibility Availibilityof Affordable of Affordable Housing Housing i n i n 3 3 h h . . e e h h . . s s h E h E e e r r s s h E h E m m e n e n r r e e m m e n e n e e a a e e s s a a d d e e s s g g l u l u d d t t l u l u a a g g t t a a h r h r a a h h e e e e a a r r l n l n e e e e s s s s l n l n a a s s e e s s s s a a Condition ofCondition Hills of Hills s s e e p p e e r r p p m m r r v v e e t t u u m m v v t t u u i i o e o e b b c c i i o e o e b b c c v v e l e l i i v v m m i i e l e l i i t t c c i i s s m m t t c c o o s s c c o o r r c c r r e e

e e P f P f

P f P f f f Air QualityAir Quality . . f f . .

e e

0 0 e e

0 0 1 1 TOTAL PRIORITIZED TOTAL PRIORITIZED TOTAL FACTORS TOTAL FACTORS 1 1 ACTIONS ACTIONS

c c c c UrbanUrban o o 264 264 o o 253 253 m m & &

m m & & Disease ControlDisease Control 9 9 s s 9 9 s s

e e m . m . e e e e i i m . m . e e

P P v v i i t t i i P P v v u u i i t t i i u u i i r r s s r r n o n o n n s s n n e e n o n o u u e e i v i v u u c c h h i v i v c c i i h h a d a d m m i i o o a a d d o m o m t t e e c c t t Access to PublicAccess Open to Public Spaces Open Spaces i i c c m m e e GrowthGrowth o o i i m m s s s s o o o o s s s s n n o o r r e e n n c c r r e e e e t t c c & & e e t t l l o o & & i i d d l l o o a a i i d d m m e e a a b b m m m m e e g g b b m m o l o l o o g g e e r a r a o l o l o o Adequate &Adequate Clean Water & Clean Supply Water Supply b b e e r a r a P g P g b b i i g g l l . . i i P P i i n n l l t t i i . n . n y y 4 e 4 e t t y y 4 e 4 e

8 8 , , y y 8 8 , , Flood ControlFlood Control . . t t y y i i . . t t E E l l E E i i n n i i il il s s b b n n b b c u c u ta e ta e s s a a r r c c c u c u t e t e ri e ri e s i s i r r r r s c s c t s t s l t l t i e i e l ti l ti ic ic ia s ia s ti s ti s a s a s a c a c c ju c ju c c c c i i l o l o o o a o a o c ju c ju Cultural OpportunitiesCultural Opportunities s n s n s & s & l l o o e t e t s n s n s & s & r in r in es ty es ty e ti e ti s y s y v u v u r ri r ri rv n rv n e it e it ic it ic it u u u u i u i u r r r r e y e y s c s c c ity c ity su u su u s o s o n e n e es es n c n c f f . E s . E s of of E se E se 5 5 5. 5. 7. 7. 7 7 EmploymentEmployment & Business & Opportunities Business Opportunities M M . M . M ain ain ic ic ai ai c c pro tain pro tain om om p nta p nta mi mi te s & te s & con con rot ins rot ins no no m ctiv enhan m ctiv resn ehan rs e ect & en ect & en eco eco an e na ces an6. Foest nea ityces 6. Foste ity ma ive hances ma ivest ers hanyces sters y mad tural & mad stuprearl & sper nm natur n6m. Fo naturerit 6. Fo erit e as ep raos pro ade al & ade rosp al & rosp Reliable ElectricityReliable SupplyElectricity Supply sets sets assets passets p

SHOCKSSHOCKS AND AND PERCEPTIONSPERCEPTIONS ACTIONSACTIONS STRESSESSTRESSES ASSESSMENTASSESSMENT TOOL TOOL INVENTORYINVENTORY TOOL TOOL

We investigated shocks/stresses and MOREMORE diagnosed the city on 12 resilience parameters UrbanUrban RESILIENTRESILIENT EnvironmentEnvironment CITYCITY PUNE’S RESILIENCE AS PERCEIVED BY ACTIONS BEING UNDERTAKEN IN PUNE STAKEHOLDERS An analysis of 300+ actions (plans, strategies, CHRONIC STRESSES weaken the fabric of An evaluation of the city’s resilience, based on programs, projects, practices, initiatives, a city on a day-to-day or cyclical basis ASW Citizen Survey detailed stakeholder inputs across thematic legislations, and funding actions) designed to working groups, expert surveys, and expert contribute to the protection, functioning or Top stresses in Pune: Mobility, health of interviews, indicate the following advancement of the city, via the 100RC’s City

water bodies, access to affordable housing, Resilience Framework revealed that IMPLEMENTATION IMPLEMENTATION air pollution, and solid waste management Areas Of Strength Doing Well, But Can Improve Areas Of Deep Engagement Need To Do Better Areas Of Mild Engagement Areas Of Low Engagement ACUTE SHOCKS are sudden, sharp events AgendaAgenda Setting60+ Setting Citizen500+Citizen ExpertExpert ExpertExpert WorkingWorking SteeringSteering UrbanUrban that threaten a city ExpertsWorkshopWorkshop prioritized shocks CitizensSurvey ratedSurvey 12 SurveySurvey InterviewsInterviews GroupsGroupsCommitteeCommittee & stresses based on shocks & stresses EconomyEconomy Top shocks in Pune: Flooding/extreme frequency and severity based on perceptions rainfall, and disease outbreak 6060 500+500+ 17 17 6 6 5 5 15 15 participantsparticipants responsesresponsesresponsesresponsesinteractionsinteractionsthemesthemesparticipantsparticipants 0 1 2 3 4 5 12 1 PUNE CITY SELECTION Phase 0 beginning PUNE CITY SELECTION Phase 0 beginning CRO HIRED Phase 1 beginning CRO HIRED Phase 1 beginning PRELIMINARY RESILIENCE ASSESSMENT (PRA) + DISCOVERY AREAS Phase 1 end PRELIMINARY RESILIENCE ASSESSMENT (PRA) + DISCOVERY AREAS WE ARE HERE NOW! Phase 1 end WE ARE HERE NOW! RESILIENCE STRATEGY FOR PUNE Phase 2 end RESILIENCE STRATEGY FOR PUNE Phase 2 end Mobility Availability of Affordable RESILIENCE THEMES May May2017 2017Jan 2017Jan 2017Nov Nov2017 2017 JuneJune 2018 2018 DecemberDecember 2018 2018 11 2 1 Meets basic needs Solid-Waste Management Housing 2 Supports livelihoods & employment 5 PHASEPHASE - 0 - 0 PHASEPHASE - I - I PHASEPHASE - II - II 3 Ensures public health services Availibility of Affordable Housing 4 Promotes cohesive & engaged communities completecomplete 5 Ensures social stability, security & Condition of Hills 4 DevelopDevelop in-going in-going hypotheses hypotheses ValidateValidate hypotheses hypotheses through through citizen citizen and and synthesizesynthesize information information to to DeepDeep dive diveinto intoDiscovery Discovery Areas Areas on Discoveryon Discovery Areas Areas expertexpert engagement engagement and useand 100RCuse10 100RC tools tools to to finalizefinalize Discovery Discovery Areas Areas3 and assessandjustice assess opportunities opportunities 6 Fosters economic prosperity Airon-going/to Qualityon-going/to on-board on-board 7 Maintains & enhances protective natural & manmade assets 3 Disease Outbreak/Control 8 Ensures continuity of critical services 9 Provides reliable communication & Access to Public mobility Open Spaces 9 4 10 Promotes leadership & effective 2 management Adequate & Clean 11 Empowers a broad range of Water Supply stakeholders 12 Fosters long-term & integrated planning Flood Control 1

8 5 Cultural Opportunities Mobility Solid-Waste Management Availibility of Affordable Housing Condition of Hills Air Quality Disease Outbreak/Control Access to Public Open Spaces Adequate & Clean Water Supply Flood Control Cultural Opportunities Employment & Business Opportunities Reliable Electricity Supply

0 Employment & 7 6 Business Opportunities Average rating, participants rated from 1 (not a challenge) to 5 (most important challenge) Figure 3: Shocks and Stresses in Pune Figure 4: Resilience Perceptions and Actions Reliable Electricity Supply

05 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 06

A Resilient City

Path of Development

Shock or Stress To create the Resilient Pune Strategy with 3 pillars, 10 Goals, 40 actions and over 50 projects

PILLAR 1: GROWTH PILLAR 2: ENVIRONMENT PILLAR 3: ECONOMY Expand Institutional mandate and Facilitate community stewardship 2.1.1

capacity of PMC to improve its 2.1.2 and action for conservation Guide integrated Mainstream climate action, Strengthen the diverse sustainability performance Ensure well-being of vulnerable

& equitable environmental planning & natural economy & workforce Action 2.1

2.1.3 groups dependent on ecosystems growth in Pune resource management in Pune capabilities in Pune in conservation plans

Goal 2.1 Map and develop an information Map, monitor and manage urban

2.2.1 base of ecosystems, their ecological groundwater Enhance environmental 2.2.2 governance & attributes, benefits and benefits valuation Enhance processes and capacities Enhance resilience at the regional community stewardship Institute comprehensive air quality 1.1.1 Action 2.2 monitoring program, studies and 1.1.2 for integrated development scale by including mapping of Conduct climate change studies 2.2.4 preparation of Air Action Plan planning in Pune region environmental assets and and create a Climate Action Plan Goal 2.2 2.2.3 integrating conservation objectives Study, monitor & into development plans Action 1.1 proactively plan for PILLA R Strengthen the capacity of PMC Support formalization of scrap Goal 1.1 2: ecosystem benefits E 2.3.1 and the circular economy recycling economy and improve N 2.3.2 Promote integrated V Enhance institutional capacity and Improve bus-based public transit T IR ecosystem towards 100% in situ safety and livelihoods of workers in EN IN O

1.2.1 development planning M S Goal 2.3 coordination for mobility planning 1.2.2 E TI N processing of organic wastes, the waste recycling sector AG TU at PMC and for the Pune Urban in Pune urban region G T M Promote circular recovery of recyclables and liquid N IO E Action 2.3 E N N Agglomeration (UA) & S waste management T economy through M & Action 1.2 E C waste management Integrate and improve para-transit Improve facilities for pedestrians T A Promote public behaviour change Goal 1.2 S Y P 1.2.3 1.2.4 H A for sustaining the circular economy

and shuttle operations for last mile and cyclists 2.3.3 Strengthen low S T C O and local area shared mobility I C T carbon & shared W E Y Institute a comprehensive public mobility services in O

R 1.2.5 engagement program on Pune urban region G

:

sustainable mobility 1

R A

Goal 1.3 L PUNE L F

I I N

N Reduce housing vacancies and Incentivize private sector Ensure access to safe, P O A I 1.3.1 create a vibrant, sustainable and 1.3.2 participation in responding secure, adequate & N T C A inclusive rental housing market responsibly to low-income I affordable housing N IN construction and upgradation G D for all & R Make beneficiary improvements like O V O IA Goal 3.1 1.3.3 access to finance, process of land B C Create a conducive environment for Invest in skilling the workforce for IL &

I G Y 3.1.1 titling, and de-link land rights from T Boost Pune’s economy MSMEs to start, thrive and expand 3.1.2 growing and evolving needs of Goal 1.4 Y NIN M basic services, development rights LAN O Strengthen pathways P N through skilling & to generate employment in the city sectors and formal mortgage O Action 1.3 for democratic EC support for business Create scope and capacity for local 3: R Action 3.1 decision-making & PILLA 3.1.3 economic planning and development civic participation in Goal 3.2 Institute policies and undertake Undertake pilots of public local area planning Ensure every individual in 1.4.1 capacity building at PMC for 1.4.2 engagement processes for ward/ Pune has the opportunity Ensure universal coverage and Improve women’s participation in paid

inclusive local area participatory neighbourhood level planning and 3.2.1 delivery of social protection, as well work across incomes groups and to work in dignity 3.2.2 planning and public engagement implementation Goal 3.3 as improve regulation and worker education levels, to increase economic

Action 3.2 entitlements for informal work productivity and gender equity Undertake civic education and Promote Pune as a centre for innovation by

1.4.3 engagement to improve voter turnouts and electoral outcomes focusing on creativity, more representative of the wider research & development Create pathways for transfer of Promote collection, storage and Action 1.4

city population 3.3.1 knowledge and technology dissemination of quality open-data, 3.3.2 between industries, research in a privacy-friendly way Action 3.3 institutions, and universities

Figure 5: Pune Resilience Strategy

07 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 08 Image courtesy: Sanjay Deshpande 09 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 10 15,000,000 10,000,000 Population 5,000,000 0 DELHI PUNE SURAT JAIPUR

Delhi MUMBAI CHENNAI KOLKATA BENGALURU HYDERABAD Jaipur AHMEDABAD LEGEND Census 2001 Census 2011 Figure 7a: Population growth of the top 10 most populous urban agglomerations of India; Source: Census data

Ahmedabad 1,40,00,000

Kolkata MUMBAI DELHI BENGALURU CHENNAI PUNE 1,05,00,000 Surat 70,00,000

Mumbai

PUNE 35,00,000

Hyderabad 0 PUNE DELHI SURAT JAIPUR MUMBAI CHENNAI KOLKATA HYDERABAD BANGALORE AHMEDABAD Bengaluru Chennai

LEGEND Census 2001 Census 2011 Figure 7b: Map showing urban expansion; Source: World Resource Institute

LEGEND Capital of State 100RC City PUNE HAS SEVERAL ACCOLADES

Figure 6: Top 10 Cities in India by population Source: 2016 Night lights map, NASA Earth Observatory and Census of India

st st st nd nd th PUNE CITY 1 in urban 1 in ease of 1 in quality of 2 largest 2 in India 7 highest GDP governance across living across 111 life in India along varsity in in software among Indian cities 23 Indian cities in cities in India, with Hyderabad, as India with 811 exports at $69bn, Brookings CONTEXT ASCIS survey, 2018 MoHUA, 2018 per Mercer, 2014 colleges Institute (2014)

11 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 12 PUNE AND ITS TWIN CITY OF - ARE PART OF A GROWING URBAN AGGLOMERATION WITHIN THE PUNE METROPOLITAN REGION 15,000,000 15,000,000 15,000,000 15,000,000 15,000,000 15,000,000 15,000,000 PUNE METROPOLITAN *PUNE URBAN PUNE PIMPRI- TOTAL

10,000,000 10,000,000 10,000,000 10,000,000 10,000,000 REGION10,000,000 10,000,000 AGGLOMERATION CITY CHICHWAD CANTONMENTS

Area (sq. km) 7,256 585 **251 181 67 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 Population (2011 census) 7,276,000 5,057,709 3,124,458 1,727,692 199,426 0 0 0 0 0 0 0 Density (/sq. km) 1,003 8,649 12,470 9,545 2,984 DELHI DELHI DELHI DELHI DELHI DELHI DELHI PUNE PUNE PUNE PUNE PUNE PUNE PUNE SURAT SURAT SURAT SURAT SURAT SURAT SURAT JAIPUR JAIPUR JAIPUR JAIPUR JAIPUR JAIPUR JAIPUR MUMBAI MUMBAI MUMBAI MUMBAI MUMBAI MUMBAI MUMBAI CHENNAI CHENNAI CHENNAI CHENNAI CHENNAI CHENNAI CHENNAI KOLKATA KOLKATA KOLKATA KOLKATA KOLKATA KOLKATA KOLKATA Cantonment BENGALURU BENGALURU BENGALURU BENGALURU BENGALURU BENGALURU BENGALURU HYDERABAD HYDERABAD HYDERABAD HYDERABAD HYDERABAD HYDERABAD HYDERABAD

Governing Body PMRDA AHMEDABAD AHMEDABAD n/aAHMEDABAD AHMEDABAD AHMEDABAD AHMEDABAD PMCAHMEDABAD PCMC Boards

Note: *Pune Urban Agglomeration includes- Pune City, Pimpri-Chinchwad, three cantonments of Kirkee, Road, Pune and 1,40,00,000 one1,40,00,000 census1,40,00,000 town1,40,00,000 of Dehu.1,40,00,000 1,40,00,000 1,40,00,000 Pune City area of 250.56 sq. km. (in 2013) went up to 331.56 sq. km. when 11 fringe villages were included within the city

1,05,00,000 ** 1,05,00,000 1,05,00,000 1,05,00,000 1,05,00,000 1,05,00,000 1,05,00,000 limits, in 2017. After merging of remaining 23 villages, the PMC jurisdiction area is likely to go up to 465 sq. km. 70,00,000 70,00,000 70,00,000 70,00,000 70,00,000 70,00,000 70,00,000 PCMC Figure 10a (top) and 10b (bottom): Comparison of different jurisdictions in the Pune region 35,00,000 35,00,000 35,00,000 35,00,000 35,00,000 35,00,000 35,00,000 0 0 0 0 0 0 0 PUNE PUNE PUNE PUNE PUNE PUNE PUNE DELHI DELHI DELHI DELHI DELHI DELHI DELHI SURAT SURAT SURAT SURAT SURAT SURAT SURAT JAIPUR JAIPUR JAIPUR JAIPUR JAIPUR JAIPUR JAIPUR MUMBAI MUMBAI MUMBAI MUMBAI MUMBAI MUMBAI MUMBAI CHENNAI CHENNAI CHENNAI CHENNAI CHENNAI CHENNAI CHENNAI KOLKATA KOLKATA KOLKATA KOLKATA KOLKATA KOLKATA KOLKATA HYDERABAD HYDERABAD HYDERABAD HYDERABAD HYDERABAD HYDERABAD HYDERABAD BANGALORE BANGALORE BANGALORE BANGALORE BANGALORE BANGALORE BANGALORE AHMEDABAD AHMEDABAD AHMEDABAD AHMEDABAD AHMEDABAD AHMEDABAD AHMEDABAD Waste Population Sex Ratio Literacy Rate Unemployment Slums Water supply production

Figure 8: Pune Metropolitan Region PMC 3,124,458 94.8 80 3.29% 22% 219 1700 1,727,692 83.30 89.22 4.7% 8% 170 650 LEGEND 1991 2001 2017 377,106,125 94.30 72.99 13.7% 34.40% 150 1,00,000 Growth footprints by years: (Census 2011) (Census 2011) (NSS 68th Round, (CMIE & (Census 2011) (in lpcd) (in MT/day) PMC/PCMC 2011-2012) Census 2011) (2017 data) Figure 9: Expansion of Pune Urban Agglomeration* PMC PCMC URBAN INDIA CMIE: Centre for Monitoring Indian Economy Pvt. Ltd.

13 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 14 MULTIPLE ADMINISTRATIVE INSTITUTIONS LOOK AFTER GOVERNANCE AND SERVICE DELIVERY IN THE PUNE REGION

AGENCY ROLES AND RESPONSIBILITIES JURISDICTION PUNE MUNICIPAL CORPORATION

Pune Municipal Pune City Corporation (PMC)* Municipal authority administering sectors of - water supply, sewerage, solid waste management (SWM), health, social development, roads Pimpri-Chinchwad Municipal and allied infrastructure except public bus transportation etc. Pimpri-Chinchwad Corporation (PCMC) Deliberative Wing Administrative Wing Pune Metropolitan Region Regional authority responsible for planning and Pune Metropolitan Development Authority development for Pune Metropolitan Region. Region (PMRDA)* Mayor Municipal Commissioner Maharashtra Industrial State corporation that provides businesses with infrastructure such * * Maharashtra Development as land (open plot or built-up spaces), roads, water supply, drainage State Corporation (MIDC) facilities and streetlights.

Pune Mahanagar Councilors Special Purpose Vehicle (SPV) formed by a joint venture between PMC and Pune City and Parivahan Mahamandal Add.Mun. Add.Mun. Add.Mun. PCMC (60:40) to manage and operate the urban bus transportation system. Pimpri-Chinchwad Limited (PMPML)* Commissioner Commissioner Commissioner (General)** (Special) (Estate) Special Purpose Vehicle (SPV) formed by a joint venture between Maharashtra State, Maharashtra Metro Rail governments of India and Maharashtra State (50:50) to implement Pune except Mumbai Financial Approval Subject Committees Corporation Limited Metro Rail Project Phase 1 and all other metro projects in the State of Metropolitan (MAHA-METRO) Maharashtra outside Mumbai Metropolitan Region. Region HOD** HOD HOD Maharashtra Pollution Regulatory body focused on prevention and control or abatement of Maharashtra State Standing Committee 15 Ward Committees Law Committee Control Board (MPCB) pollution of water, air and noise.

State government department responsible for managing water in rivers, Maharashtra State Other Other Other Irrigation Department City Development dams and reservoirs (not lakes within ULBs) and various irrigation systems. President* 15 Ward Presidents Officers & Officers & Officers & Committee Employees Employees Employees Districts of Pune, Pune Housing and Area Regional unit of Maharashtra Housing and Development Authority Satara, Sangli Women & Child Development Board (MHADA), responsible for housing provision under government schemes. Solapur and 16 members Kolhapur Welfare

Deals with road and traffic safety-traffic regulations, prevention and Pune City and Pune Traffic Police reduction in the number of accidents as well as inculcating a sense Pimpri-Chinchwad Sports Committee of discipline amongst road users.

Figure 11: Key institutions in the Pune Metropolitan Region Figure 12: Organizational structure of PMC; Source: PMC Website Note: *Member of Resilient Pune Steering Committee **Co-Leads for a Resilient Pune working group

15 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 16 PUNE HOLDS SIGNIFICANT HISTORICAL ... IT IS ALSO ONE OF THE MOST IMPORTANT URBAN IMPORTANCE IN INDIA... ECONOMIES IN THE COUNTRY The city’s contributions in the struggle against the Mughal and British empires as well as in The city’s growth is driven by a variety of factors including a knowledge economy, diverse socio-cultural reform movements, has made it an important political and cultural center. economic engines of auto, manufacturing, IT and IT enabled services (ITES), a fertile hinterland, proximity to Mumbai & the western coastline, and a legacy of cooperatives in Maharashtra. Well positioned to lead the economic revolution in India, vulnerabilities of the From a group of fishing villages on the Mula-Mutha River, By the late 19th and early 20th centuries, Pune became one unorganized sector, and evolving skilling needs, demand focus. Pune rose to political significance under the Marathas in the of the centers for political unrest against the British rule and 18th century; and retained its importance as a major military a hub for social movements, moving the needle on societal base under the British. progress in the nation. INDUSTRIAL DEVELOPMENT IN PUNE REGION Led by Chattrapati (King) “Maharaj”, what began as a Leading figures of the freedom struggle leveraged the printing Post-independence, with the state government’s targeted resistance movement against the Mughals, became a powerful press to start a local-language newspaper that became the industrial development policies, Pune and its surrounding empire that dominated much of the Indian sub-continent under spokes-piece for the Indian national freedom movement. The areas, including the twin city of Pimpri-Chinchwad, gained Peshwa (Prime Minister) , with Pune as the seat of its ‘swadeshi movement’, an economic strategy boycotting British economic importance. power. The regional economy, based on a closed agrarian and products and promoting the revival of domestic products 66 21 Balutedari system (artisans), frequently disturbed by famines, and production processes, also started in Pune. The Poona Historically, Pune had been a military center whereas Mumbai’s 19 19 diseases and wars. Pune was not located on any major trade Sarvajanik Sabha, founded to mediate between the Indian th 16 16 economy had industrialized by the mid-20 century with cotton 15 Others* route and it rose to prominence primarily as a political-military government and its people, is the forerunner of the Indian 43 13 mills producing export-oriented yarn. The state government 42 12 12 center under the Marathas. National Congress. The INC went on to become a major Other manufacturing responded to regional disparities between Mumbai and Pune 10 Unorganised 28 9 9 force against British rule and became the first ruling party of 8 Tourism,with Travel, newHospitality economic & Trade policies. In 1962, Maharashtra Industrial 7 6 After their decline 1818, the new British rulers retained the city Independent India. Transportation, Logistics, 5 5 Development Corporation (MIDC) acquired, developed and 15 Warehousing & Packaging as one of their major military bases in the sub-continent. In 6 leased Textileout &land Clothing for industrial development outside of Pune, 1 order to meet the need to create a new class of local individuals Prominent leaders and thinkers came forward to set up includingOrganized in Pimpri-Chinchwad. Retail By 1980, the Mumbai-Pune to support in the administration of the region, the British educational institutions for natives in Pune, like the Deccan region had IT25% & ITES of the state’s population and 70% of the Healthcare Services Self Clerks trades Skilled introduced the modern education system training government Education Society and Fergusson College. Education was Casual Craft & related Plant & industries concentrated on 8.4% of the land. Service

Food Processing workers machine /salaried operators

employees, lawyers, doctors and other professionals from inclusive of gender and caste, a pioneering move at the time. employed agriculture Education & Skill Development & Fisheries Legislators, Elementary Technicians & Associate & managers occupations Professionals

the traditional, often high caste, ‘literati’ that already had Pune saw the rise of crucial civil society organizations for Building, Construction industry Regular wage After the onset of economic liberalization in India in the early senior officials & Real Estate been serving the administrative apparatus of the pre-British women’s rights & education and socio-religious reforms. The 90s, Pune has seen significant investments, expanding its BFSI Professionals rulers. Introduction of electric train lines and telegraphic first caste-linked national level affirmative action, the Poona manufacturing,Auto & Auto component automotive and IT industries fueled by the communication, and proximity to Bombay (now Mumbai), Pact, signed between Mahatma Gandhi and Dr. Babasaheb availabilityAgriculture of & highlyallied skilled labor. which had become a major port under the British, provided Ambedkar, marked the beginning of the movement against - 100,000 300,000 500,000 700,000 900,000 significant logistical benefits to Pune, and placed it at an untouchability within the larger freedom struggle against the After the Indian economy was liberalized in the early 90s, advantage from an economic and military standpoint. British. the city has become one of the most attractive destinations Figure 13: IT/ITES Establishments in Pune; Source: MIDC, 2010 for investments across the country. This development has been supportedOthers* by the many automobile & auto-ancillary manufacturingOther manufacturing (Ford, Volkswagen, Fiat, Bharat Forge etc), Unorganised Population Tourism,and Travel, ICT Hospitality companies & Trade (Infosys, IBM, Accenture, etc. employ Avg. Decal Growth Rate (%) 60% 3,500,000 overTransportation, 200,000 Logistics, professionals today) that have set-up shop Warehousing & Packaging 50.08% 50% 3,000,000 and expandedTextile & Clothing their presence in the city since the early 90s, 41.09% supportedOrganized by Retailvarious government schemes (e.g. Software 40% 2,500,000 Technology ITParks & ITES of India (STPI) scheme). 40.56% 40.56% Healthcare Services 30% 2,000,000 Food Processing 24.23% EducationThese & Skillcompanies Development were fueled by a steady pipeline of graduates 20% 22.73% 1,500,000 Building,from Construction engineering industry colleges in the city (9 universities and over 10% 1,000,000

& Real Estate Population in No’s Growth Rate in % 100 higher educationBFSI facilities). Pune currently continues to 0 500,000 leadAuto the & Auto country component in terms of employment of highly skilled labor (see figureAgriculture below). & allied Special Economic Zones (SEZs), introduced -10% 0 in the year -20%2000, attracted0 20% exporters40% 60%by offering80% incentives100% 1951 1961 1971 1981 1991 2001 2011 like world-class infrastructure, exemption of taxes, and flexible Figure 14: Population growth in Pune

17 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 18 66 21 19 19 labor regulations. Infrastructure investments like the Mumbai- in potentially significant job losses in the IT services sector in limited opportunities for informal workers to join formal work 16 16 15 Others* 2012-2017 Pune Expressway, a new international airport for the Pune as well. Evolving technological trends present challenges for spaces. There are several initiatives, which, if scaled up, could 43 13 2018-2022 42 12 12 Metropolitan Region (PMR), entry of global banks, etc. also companies to remain competitive in the future driven by (a) the provide much required skilling solutions, e.g. private sector & Other manufacturing 10 Unorganised 28 9 9 contributed to the region’s growth. need to upgrade the organizations capabilities, in part by re- philanthropy initiatives like Tech Mahindra’s Skills for Market 8 Tourism, Travel, Hospitality & Trade 7 6 skilling / up-skilling to take on the jobs of the future, and (b) the Training program, and city supported programs like Pune Transportation, Logistics, 15 5 5 Warehousing & Packaging requirement to handle potential automation in the value chains City Connect are conducting skill training and job readiness 6 Textile & Clothing 1 of sectors. The strategies utilized by the high-skilled sectors programs for low skilled individuals. Organized Retail 66 21 19 19 EDUCATION ECOSYSTEM IT & ITES in Pune will have a significant impact on the city’s economic 16 16 Healthcare Services Self 15 Clerks trades Skilled Casual Craft & resilience. Underlying vulnerabilities of low-income groups continue to related Others* Plant & Many academic institutions not only produce talent but Service 13 Food Processing 42 43 workers machine

/salaried 12 12

Other manufacturing operators demand focus as they limit the upward mobility expected employed agriculture are also employment centers themselves. In addition, such Education & Skill Development & Fisheries Legislators, Elementary Technicians & Associate & managers 10 Unorganised occupations

28 9 Professionals 9

Up-skilling and re-skilling of low-skilled workers, including from skilling. Building, Construction industry Regular wage institutions drive economic activity through their large senior officials 8 Tourism, Travel, Hospitality & Real & EstateTrade 7 6 migrant workers from outside Pune, is seen as essential to Transportation, Logistics, 5 5 student population. BFSI 15 Professionals provide a pathway for improved livelihoods. Informal, daily wage workers with poor incomes are forced WarehousingAuto & Auto & component Packaging Textile & Clothing 6 to move into informal housing due to limited low-income Agriculture & allied 1 Pune has 9 universities and over 100 higher education facilities Organized Retail - 100,000 300,000 500,000 700,000 900,000 that generate significant employment in the city. It has also Rural migrants from within Maharashtra, especially from drought housing supply. Limited asset ownership (~30% of households IT & ITES affected agricultural areas, have been migrating to Pune for jobs live in slums without tenure), limited penetration of capacity Healthcare Services Self Clerks

Figure 16: Incremental demand of human resources in Pune trades Skilled been found that the housing demand around universities is Casual Craft & related Plant & Service

Food Processing workers machine in its growing industrial sectors, to avail quality service delivery enhancing / sustaining products and services like health District - by sector; Source: IMaCS Analysis /salaried operators usually high due to the student population in the area, which employed agriculture Education & Skill Development & Fisheries Legislators, Elementary Technicians & Associate & managers occupations

(e.g. in education, water supply), and for spillover benefits of insurance, combined with an uncertain legal environment Professionals

also creates a market for restaurants and other commercial Building, Construction industry Regular wage senior officials proximity to the commercial capital - Mumbai. While Pune has (e.g. the risk of eviction and confiscation of goods for street & RealOthers* Estate activities. Thus, universities have a major spillover effect on the BFSI Other manufacturing Professionals local economy of Pune and the PMC benefits from the property a strong base of educational institutions, there are a relatively vendors) lead to cycles of poverty for many (10.9% households Auto & Auto component 1 Unorganised limited number of programs targeted at poor people, resulting holding below-poverty-line ration cards as of 2008 ). This Agriculture & allied tax gains from private academic institutions and housing/ Tourism, Travel, Hospitality & Trade - 100,000 300,000 500,000 700,000 900,000 60% 3,500,000 commercial developments. may limit upward mobility of low-income populations even Transportation, Logistics, Warehousing & Packaging 50.08% if skilling programs were to be implemented. Thus, efforts to 50% 3,000,000 Textile & Clothing improve the economic well-being of such individuals need to 41.09% Organized Retail 40% 2,500,000 go hand-in-hand with improvements in access to basic services IT & ITES Minimally skilled Semi skilled Skilled 40.56% 40.56% Healthcare Services 30% 2,000,000 Type of Occupational including low-income housing and government schemes for Others* EMPLOYMENT AND SKILL DEVELOPMENT Food Processing Employment in Pune classification in Pune urban poverty alleviation. Other manufacturing 24.23% Education & Skill Development 20% 22.73% 1,500,000 vs. India (Urban) and India (Urban) Pune (Urban) Unorganised Drivers like automation and artificial intelligence are expected Building, Construction industry 2011, % of workforce 2011, % of workforce India (Urban) Tourism, Travel, Hospitality & Real & EstateTrade 10% 1,000,000 to increase demand for high-skilled employment, and create Informal workers in certain sectors in Pune and farmers in 60% 3,500,000 Transportation, Logistics,BFSI new economic opportunities; however, pressure on medium / the peri-urban areas have self-organized leading to some Warehousing & Packaging 0 50.08% 500,000 Auto & Auto component 50% 3,000,000 66 21 Textile & Clothing low-skilled jobs will increase and enhance focus on re-skilling 19 19 redistribution of wealth and greater negotiating power for Agriculture & allied -10% 41.09% 0 Organized Retail 40% 2,500,000 & diversification. 16 16 these groups. -20% 0 20% 40% 60% 80% 100% 1951 1961 1971 1981 1991 2001 2011 15 IT & ITES 40.56% 40.56% Others* 43 13 Healthcare Services 30% 2,000,000 42 12 12 Pune nowOther hasmanufacturing the 7th highest GDP among cities in India (USD 69 A number of organizations have emerged among the low- Food Processing Unorganised 10 24.23% 28 9 9 Education & Skill Development 20% 22.73% 1,500,000 bn), as ranked by the Brookings Institute (2014). Jobs offered 8 income residents of Pune and its peri-urban areas. For Tourism, Travel, Hospitality & Trade 7 Building, Construction industry 6 10% 1,000,000 by Transportation,the knowledge Logistics, economy in the area have attracted and 15 5 5 example, building on the legacy of the well-developed co- & Real Estate Warehousing & Packaging BFSI retained a highly skilled and young workforce (as per census 6 operative movement in Maharashtra and taking advantage of 0 500,000 Textile & Clothing 1 Auto & Auto component 2011, 30%Organized of the workforceRetail holds graduate degrees and 33% of Pune’s rapid growth, farmers in adjacent areas have voluntarily Agriculture & allied -10% 0 IT & ITES the city’s population is below 30 years of age). pooled their land to form co-operatives and have attracted IT -20% 0 20% 40% 60% 80% 100% 1951 1961 1971 1981 1991 2001 2011 Healthcare Services Self Clerks trades Skilled Casual Craft & related Plant & companies to setup integrated townships with offices, housing, Service

Food Processing workers machine /salaried operators Going forward, technological advances, including AI and employed and amenities, including schools. This has allowed farmers to agriculture Education & Skill Development & Fisheries Figure 17: Sector-wise skill demand in by 2022; Legislators, Elementary Technicians & Associate & managers occupations Professionals

Building, Construction industry Regular wage Source: IMaCS Analysis

automation, are expected to create incremental demand for senior officials transition into urban livelihoods and build community wealth. & Real Estate high skilled jobs in the technology sector, with a positive Benefits of co-operation are also being seen among the urban ^Unorganised sector includes domestic workers, handloom & handicrafts, BFSI Professionals impactAuto &on Auto wages. component While high-skilled jobs are expected to poor. For example, SWaCH Pune Seva Sahakari Sanstha, a beauticians, facility management personnel & security guards Agriculture & allied Figure 15: Comparison between Urban India and Pune on skills expand, some medium and low-skilled jobs across sectors may waste picker cooperative has succeeded in improving work *Others include chemicals and pharmaceuticals, electronics, gems & - 100,000 300,000 500,000 700,000 900,000 Source: Pune Profile, Smart Cities decrease, potentially because of automation. This may result conditions and livelihoods for the marginalized community jewellery & furniture & furnishings.

Others* Other manufacturing Unorganised Tourism, Travel, Hospitality & Trade 60% 3,500,000 Transportation, Logistics, Warehousing & Packaging 50.08% 50% 3,000,000 Textile & Clothing 1 https://knoema.com/atlas/India/Pune 41.09% Organized Retail 40% 2,500,000 19 IT & ITES RESILIENT PUNE 40.56% 40.56% EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 20 Healthcare Services 30% 2,000,000 Food Processing 24.23% Education & Skill Development 20% 22.73% 1,500,000 Building, Construction industry & Real Estate 10% 1,000,000 BFSI 0 500,000 Auto & Auto component Agriculture & allied -10% 0 -20% 0 20% 40% 60% 80% 100% 1951 1961 1971 1981 1991 2001 2011 HOWEVER, PUNE’S INFRASTRUCTURE AND SPATIAL GROWTH HAVE BEEN LARGELY UNPLANNED The rapid rate of urbanization in Pune has not been accompanied by planned infrastructure development and service expansion causing significant stresses such as traffic congestion, lack of affordable and secure housing, and poor service delivery, especially in peri-urban areas. SPOTLIGHT PUNE LIGHTHOUSES

SPATIAL GROWTH Lighthouse is a flagship project of the Pune City Connect (PCC), an industry- Different politico-economic growth trajectories in Pune’s for professionals and students in this rapidly urbanizing zone. led corporate social responsibility (CSR) platform working in partnership with history have manifested in four distinct urban spatial patterns Many of these developments face with water shortages since the PMC. Under PCC’s Sustainable Livelihoods program, Lighthouse centers in the region, each faced with distinct challenges. they fall under the jurisdictions of village panchayats, and are located close to slum communities (aimed at one per ward) provide the therefore not connected to city water supply and sewerage underprivileged youth of Pune with the chance to enhance their skills based Dense historic core: The seventeen ‘peths’ (neighborhoods) systems. on individual interests and connect them to meaningful career opportunities. of the old city, dotted with heritage structures, grew over 150 A successful example of the private sector and local government working years between the 17th and 19th centuries under the Maratha and Pune City area of 250.56 sq km (in 2013) went upto 331.56 together, the Lighthouse provides a blueprint for Resilient Pune initiatives. Peshwa rules. With distinct ethnic identity, specialized trade sq km when 11 fringe villages were included within the city and artisans, commercial activities in the peths have continued limits, in 2017. After merging of remaining 23 villages, the PMC to date attracting heavy vehicular traffic in its narrow lanes. jurisdiction area is likely to go upto 465 sq km. This will make Poor traffic management has caused severe congestion and PMC the largest corporation in Maharashtra compared to BMC reduction in air quality here. The city core is also the densest part with an area of 413 sq. km. Increase in land area together with of the city today where Bhavani Peth and Kasba Vishrambagh a projected 37%3 decal growth in population raises concerns Wards have densities of 661 and 445 persons/Ha2, much above about the city’s capacity to provide services and guide growth. the national norms of 125-175 persons/Ha. SPOTLIGHT SWaCH MODEL Spacious military cantonments: By the early 19th century, cantonments were set up outside this core to accommodate Old PMC Area British military troops and over time military officers and Extended PMC Area The wholly worker-owned SWaCH cooperative - born in 2007 to provide Proposed extension front end waste management services to the city of Pune and recover user civilians set up sprawling bungalows, schools, colleges and fees, entered into a formal memorandum of understanding with PMC for hospitals. Cantonment Boards, which incorporate both elected door to door collection of waste in 2008. SWaCH is the success story of representatives and members of the military, govern these how thousands of waste pickers in Pune, India came together to get first and low-density areas with wide avenues. rightful access to recyclable waste. Serviced industrial developments: Post-independence in 1947, Private contracts to Waste management companies threatened the large land tracts around Pune were acquired and serviced livelihood of waste pickers who depend on recyclable waste (paper, metal, with roads, and water supply for industrial development, plastic, and glass) to sell and make a living. The cooperative is the direct under the umbrella of the Maharashtra Industrial Development result of the advocacy of KKPKP (established in 1993). The Cooperative has Corporation (MIDC). These areas did not mandate residential 3000 members (and growing) who are engaged in door step collection of and commercial development until 2015, because of which waste in Pune who are KKPKP members or their family members. Members squatter settlements for migrant laborers sprung up around are not paid by municipality for this work but collect user fee for door step MIDC lands, along riverbanks, railway lines, and on hill slopes. collection from citizens with sale of scrap is their other source of income. The Many middle and high-income employees commute daily from Corporation saves approx. Rs.12 crores each year in this model. Pune to these industries on the outskirts with implications on traffic commute time and air pollution levels.

Unplanned fringe developments: By the mid-90s, large IT / ITES hubs and educational institutions were developed on lands converted from agricultural use, in the fringe areas of Pune. Private developments meet the consequent housing demands Figure 18: Proposed expansion of PMC jurisdiction; Source: PMC

2 https://pmc.gov.in/sites/default/files/project-glimpses/Draft_City_Development_Plan_for_Pune_City_2041_Vol-1.pdf 3 https://pmc.gov.in/informpdf/CDP/1_CDP_Intro.pdf

21 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 22 HOUSING Housing supply and access have not kept pace with economic In addition, according to the Economic Survey of India, 2018, Public Others Private within PMC to oversee development. Street improvements of growth and demographic demands of the city, reflecting in “while there are good reasons for encouraging home ownership, 3000000 200 major traffic roads with reduced parking spaces, increased elevated prices, high demand in fringe/ peri-urban areas and it must be recognized that the rental market is also an important sidewalk widths, addition of bio-swales, trees, and furniture 2500000 22% of the population living in slums. part of the urban eco-system. Unclear property rights and 3000000 have increased foot traffic. This increase pedestrian activity 150200 difficulties with contract enforcement have constrained the 2000000 is expected to improve revenues for businesses along the 2500000 As per Census 2011, 22% of the city’s population lives in informal market in India in recent decades. These problems need to street and make them safer. These succeses for Pune are a 100150 1500000 settlements with variable security of tenure and limited be resolved in order to allow horizontal and vertical mobility 2000000 testament to the close collaboration between the PMC and civil coverage of basic services. In the city core, median home prices as well as to address100 a related issue – high vacancy rates.” 1500000 1000000 society organizations that have been championing for safe and have gone up by 50% over the past decade (median home According to the Survey,50 Pune has between 20-25% of the total No. of Vehicles inclusive mobility in the city. 1000000 500000 price in Shivaji Nagar increased from approx. INR 5,500/ sq. ft residential census houses50 lying vacant compared to about 15% to 11,000/sq. ft). Housing developments have therefore moved in Greater Mumbai, Delhi,0 and Bengaluru. This can be explained 500000 0 However, integration between different modes of mobility Low-income Middle-income High-Income 2005 2010 2015 to PCMC and fringe areas of the city, closer to employment by outside investors buying0 real estate in the city for capital 0 2005 2010 2015 and with land-use planning remain to be fully explored. centres. This reflects in Census 2011, which indicates 22.7% appreciation versus incomeLow-income from rentalMiddle-income yields. High-Income Figure 21: Vehicular distribution in Pune Source: PMC Environmental Status Report 2017 decadal population growth in Pune versus 70% in adjacent Pune lacks a unified mobility agenda for the city. Different Pimpri-Chinchwad. agencies look after different modes, for example PMPML is in- % vacant housing of the total residential census As per a Cushman Wakefield report projecting housing houses in cities charge of bus-transit, PMC will undertake the implementation demand-supply between years 2016-2020, low-income groups 0% 0% 5%5% 10%10% 15% 20%20% 25%25% 30% 30% mobility has been a top priority for the city with civil society of the new cycle plan, MAHA METRO overlooks metro drive nearly 75% of the demand in Pune but only 4% of the organizations supporting much of the visioning. and different local, and state agencies are responsible for supply; with majority of the upcoming supply directed towards PunePune construction of roads and bridges. Often these agencies have Jaipur the middle-income group. The major barriers to private Jaipur PMPML operates50 the public bus service, with PMC and PCMC conflicting mandates and there is no convening authority that developer led affordable housing are availability of low cost Greater Mumbai 50 Greater Mumbai sharing 60%40 and3000000 40% cost, respectively. For years, PMPML coordinates the different initiatives under one common mobility Ahmedabad 200 40 developed land as well as government approval processes, Ahmedabad has faced 30operations and maintenance challenges because vision. This has led to sub-optimal and often, conflicting efforts in addition to the lack of access to credit for the low-income Bengaluru 250000030 Bengaluru of insufficient20 funds for upkeep, limited parking, inefficient and outcomes. Delhi 150 group. route design10 due to20 limited data-driven planning, and poor DelhiKolkata 2000000 3000000 traffic management0 10 systems. Nevertheless, the city has been What makes issues more complex is that land-use planning is 200 KolkataHyderabad 100 1500000 making improvements in the bus-system especially with the not well3000000 coordinated3000000 with3000000 transportation. Thus large Chennai2500000 0 200 200 200 Delhi Hyderabad Surat 2500000 2500000 2500000 Pune introduction of RainbowJaipur BRTS, which has dedicated bus lanes developments are undertaken without much regard for transit 150 1000000Indore 150 150 150 Mumbai Demand 2000000 50 Chennai Chennai 0 100 200 300 400 500 and Intelligent Traffic Management System (ITMS). Currently routes and2000000 vice-versa.2000000 This 2000000has led to further reliance on private Delhi Surat Bengaluru Pune Jaipur Supply 500000 Hyderabad Indore 100 100 100 1500000 1500000 1500000 100 1500000 32 km of 112 km is completed. InAhmedabad parallel, the city is also building cars over the years, increasing traffic congestion and commute

Number of Census houses (in 000s) Mumbai Chennai 0 100 2000 300 400 500 0 1000000 1000000 1000000 No. of units 1000000 three metro lines (two routes by 50MAHA METROBengaluru 50 and50 one by times. Figure 20: Housing vacancy in Indian cities 2005 Hyderabad 2010 2015 Low-income Middle-income High-Income 500000 500000 500000 in 000s 50 Source: Census of India (2011) & IDFC Institute (2017) PMRDA) with fare integration and otherAhmedabad intermodal facilities 500000 0 0 0 0 0 0 between the bus and metro. Low-income Middle-incomeLow-incomeHigh-IncomeLow-incomeMiddle-incomeMiddle-incomeHigh-IncomeINITIATIVESHigh-Income ACROSS2005 THESE20102005 THREE2005 DIMENSIONS20152010 2010 2015 2015 0 0 Low-income Middle-income High-Income 2005 2010 2015 The city is also making strides in non-motorized transit with the Figure 19: Housing Supply and Demand in Pune between years creation of the Pune Cycle Plan, launch of the Public Bicycle ACCESS AND MOBILITY 0% 5% 10%0% 15%5%0% 20%10%5% 25%15%10% 30%20%15% 25%20% 30%25% 30% 2016-2020; Source: Indian Real Estate - Poised for Higher, 0% 5% 10% 15% 20% 25% 30% Sharing system, and establishment of the Cycle Department 2014, Cushman Wakefield Pune Pune Pune Pune’s unplanned rapid growth and lag in the transit system Jaipur Jaipur Jaipur Pune Implementing50 Creating50 50hard Leveraging to keep pace has increased dependence on private vehicles Greater Mumbai Greater MumbaiGreater Mumbai 0% 5% 10% 15% 20% 25% 30% 40 40 40 Jaipur Ahmedabad Ahmedabad Ahmedabad sustainable policies infrastructure technology Wider housing policies seem to have focused on construction in the metro region. 30 30 30 Bengaluru50 Bengaluru Bengaluru Greater Mumbai 1 Comprehensive20 820 Bicycle20 plan 16 MI Card of new units,Pune and have not taken a holistic approach to Delhi Delhi Delhi 40 10 10 10 Jaipur Ahmedabad Percentage of daily tripsKolkata Kolkata Kolkata mobility plan 9 BRTS 17 Command housing. Easy access to finance for private vehicles, convenience of own- 0 0 0 50 Hyderabad30 Hyderabad Hyderabad 2 Urban Street Design 10 Metro control centre Greater Mumbai taken by bus between vehicles, andBengaluru a poor transit system have increased dependence Chennai Chennai Chennai Delhi Delhi Delhi

40 Guidelines Surat 11 CompleteSurat Surat 18 Adaptive Traffic Pune Pune Pune

2007-2011 (exclude 20 Jaipur Jaipur Jaipur Ahmedabad Indore Indore Indore Mumbai Mumbai Mumbai Delhi Chennai Chennai Chennai The Kundu Committee Report released in 2012 concluded that on private vehicles, especially30 two wheelers. The city has among 0 100 2000 1003000 200100400 300200500 400300 3 Parking500400 policy500 streets Management

non-motorised trips) Bengaluru Bengaluru Bengaluru Bengaluru 10 Hyderabad Hyderabad Hyderabad 4 Pedestrian policy 12Ahmedabad HCMTR Ahmedabad 19 SystemAhmedabad increasing housing stock do not necessarily lead to reductions the highest two-wheelerKolkata 20 registration rates in India – out of the Delhi 0 5 Bicycle pan 13 Transit Hub Real-time in housing shortages. The supply demand mismatch, especially 3 mn vehiclesHyderabad registered10 in Pune in October 2015, 75% were Kolkata 6 Transit-oriented 14 Fleet transport app in low-income housing segment shows the inability of the two-wheelers. ChennaiLimited availability0 of reliable and quality transit Delhi Hyderabad Surat development augmentation Pune Jaipur current market mechanisms to meet the gap. Civil society has also increased dependency on ride-sharing providers like Indore 7 Integrated 15 Terminal Mumbai Chennai Chennai Delhi

0 100 Surat 200 300 400 500

organizations in Pune, with support of PMC, have taken an UBER and OLA, in the middle and high-incomePune segments.

Bengaluru multimodal transport development Jaipur Indore Hyderabad Mumbai Chennai approach of 0 incremental100 improvement200 300 and upgradation400 500 Ahmedabad management plan Bengaluru Hyderabad Figure 22: Percentage of Daily trips taken by bus across ten Indian

of slums, which have the advantage of using existing land Public transit in the current scenario attractsAhmedabad only about 20% footprints and can be done at a fraction of the cost. of the population of Pune City, but improving access and cities; Source: EMBARK India (Now World Resource Institute) Figure 23: PMC’s initiatives to improve access to mobility; Source: PMC

23 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 24 ADDITIONALLY, THE CITY’S ECOLOGY AND ENVIRONMENT ARE SEVERELY STRESSED AND DEGRADING Pune is rich in natural resources with 35% of its land area under green cover. This provides significant natural diversity in a relatively small area, comprised of hills, wooded forests, rivers, lakes, and parks. The interacting effects of increasing population density, industrialization and urbanization, and poor environmental management practices are causing significant degradation of Pune’s environment SPOTLIGHT PUBLIC BICYCLE SHARE, PUNE CYCLE PLAN Situated in close proximity to one of the most biodiverse Upstream settlements with limited basic sanitation services, regions of India, the Western Ghats, Pune is rich in natural several rapidly urbanizing fringe areas outside the jurisdiction assets. of the PMC, and areas within city limits that are not connected A component of the Pune Cycle Plan, the Public Bicycle Share is a public to the sewer system release untreated sewage, industrial transportation option for short trips in Pune, with the goal to increase bicycle At a height of 560 m above Mean Sea Level (MSL), the city effluents, and agricultural run-off into the rivers and lakes. With mode share in the city from 8% to 25% by 2030. is characterized by vast stretches of undulating plains inter PMC’s sewage treatment plants working at limited efficiency, spread by low and medium ranges of hills. As per the land- only 71% of the total generated sewerage in the city is treated Brightly coloured for visibility, the durable, dock-less bicycles eliminate the use distribution of Pune city, the total land area covered under while the remaining 29% is released into the rivers untreated cost of setting up, operating, and maintaining docking stations. Bicycles hills and hill slopes is 5.1%. The rivers of Mula and Mutha, which (PMC-ESR Report 2017). work on QR codes and e-payments. The capital expenditure is borne by the originate in the Western Ghats, meet in the city to eventually Pune Municipal Corporation and the operations and maintenance is done by drain into the Bay of Bengal. There are three major lakes in In addition, municipal solid waste generation in Pune is among a private vendor with revenue generated from advertisements, promotions, Pune - (62.6 ha), upper (7.2 ha), and Katraj lower the highest in Indian cities at 1600-1700 tons/day. Challenges registration charges, and user fees. or Rajiv Gandhi Zoo (18.6 ha). The city is also surrounded by such as inadequate coverage in door-to-door solid waste dams - the Khadakwasla, Panshet, Warasgaon and Temghar, collection (54% household coverage in 2016), inefficiencies in that provide water to the city. waste processing, and suboptimal citizen behaviour has caused dumping of solid waste in the water bodies. Municipal Boundary SPOTLIGHT Major roads This has led to high levels of both BOD (Biochemical Oxygen RAINBOW BRTS Internal road Demand) and COD (Chemical Oxygen Demand) in the water Railway bodies, causing many native aquatic species to go extinct and Hilly Area/ nuisance species to thrive, resulting in an increase in the cost Hill slopes Bus Rapid Transport System in the twin cities of Pune and Pimpri-Chinchwad Peak burden on the city. Water pollution has also increased the risk provides dedicated bus corridors along with buses, bus stations, terminals, River/Lake/ of water-borne diseases, like dengue and malaria, and has and an intelligent transit management system, for safe, fast, affordable, Nalla increased the pollution of ground water resources. and efficient public transit. The system is operated by the Pune Mahanagar Forests Parks/Gardens Parivahan Mahamandal Limited (PMPML) and the infrastructure has been Defence area The city is undertaking the Mula-Mutha Pollution Abatement developed by the Pune Municipal Corporation (PMC), and Pimpri-Chinchwad project to augment and increase the number of sewage Municipal Corporation (PCMC). Of the total proposed 113-km length across both cities, 68.8 km has been approved for Pune with financial support of INR 2007 2012 ACCEPTABLE LIMIT 1014 Crores (USD 152 million) from Jawaharlal Nehru National Urban Renewal Mission (JnNURM) of the Government of India. A BRTS cell has been set up BOD (mg/l) 18 52.8 30 in PMPML for inter-agency coordination. COD (mg/l) 67 168.6 150 Figure 25: BOD and COD levels in Mula-Mutha River Source: PMC Environmental Status Report 2017

Figure 24: Ecosystem map showing river-sheds, lake-sheds, hill-sheds Source: Revised City Development Plan For Pune - 2041, Maharashtra, treatment facilities. PMC has taken up various initiatives to Under Jnnurm manage solid waste. One such initiative is the Strategy Plan for Solid Waste Management 2017-2025 prepared in 2016-17. Inadequate solid and liquid waste management practices, especially in upstream settlements, have severely reduced Further, destruction of riparian zones has reduced water the capacities of the city’s ecosystems. percolation, compromised ecosystem capacity to mitigate

25 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 26 60.00 160

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floods, and impacted biodiversity. 60.00 Municipal - 3% is impacted by this pattern as well, as climate change has ecological assets difficult, especially when there is currently Others - 3% systematically increased temperatures for the city. no institution mandated to oversee regional, cross-ecosystem 50.00 Encroachments along the water bodies and channeling have planning. Limited efforts in collecting, analyzing and using disrupted the riparian zones, causing siltation and other 40.00 Green spaces in and around the city partly mitigate these data to make decisions, has attributed to poor coordination problems, thereby reducing their water holding capabilities. challenges – Pune currently has over 4 m2/capita of open space, among agencies while hesitance to make information public The interruption of the physical integrity of these zones has 30.00 owing to its natural topographic features and green cover, but has limited the participation of private and civil society actors disturbed habitat corridors resulting in reduced species Agriculture - 0% Transport - 19% Residential - 27% only specific areas of the city benefit from this green cover. to arrive at solutions. migration, and reproduction. This is also relevant for the hills 20.00 in the city, that are encroached upon by informal settlements Commercial - 15% 10.00 Functional fragmentation of the public administration system Development Plans have historically been land-use centric, and unauthorized building construction, as well. Citizen groups Waste - 17% and limited mainstreaming of environmental planning and with the exception of the Draft Development Plan of 2007- have been active in protecting some of these critical assets of 0 management have exacerbated challenges, but an engaged 2027 that incorporated a plan to protect the surrounding hills the city by carrying our cleanliness and plantation drives. 2013civil2014 society2015 2016 has played a leadership role to push key by converting them into Biodiversity Parks. Although there Industrial - 16% environmental priorities. are implementation challenges, since almost 40% of the land The city experiences disruptions from flooding of the Mula- designated as biodiversity parks is privately owned and needs Mutha River when upstream dam flood gates are opened. Environmental systems are complex and span across to be acquired with due compensation, this is a substantial win 160 80 However, a rejuvenation plan for the river is to be implemented Figure 27: Sector-wise GHG emissions in Pune, 2016-17 Source: Analysis Done by ICLEI South Asia administrative boundaries. Bureaucratic management for the civil society of Pune that initiated and mobilized for this and should help in mitigating some of the issues. 140 70 procedures make planning and coordination for these approval to come from the state government of Maharashtra. 120 60 Rising air pollution levels, primarily due to vehicular exhaust 100 50 and construction dust, is a growing public health concern. the Indian Institute for Meteorology (IITM). Emissions from transport (road,80 rail, aviation), residential activities (cooking,40 SPOTLIGHT Pune’s air pollution has increased by 35.7% since 2010, as per heating, and60 lighting), and industrial activities, dust from road30 MULA-MUTHA RIVERFRONT DEVELOPMENT re-suspension40 and construction activities, open waste burning,20 Comparative Graphical Representation of SOx and NOx utilization of diesel generators, and brick kiln emissions (150 20 10 60.00 160 brick kilns in PMC and PCMC) are all contributing factors. The Mula and Mutha rivers have been faced with severe issues of pollution So Standard 140 0 0 by sewage and solid waste, and see reduced flows of water due to upstream 50.00 x 2011 2012 2013 2014 2015 2016 2012 2013 2014 2015 2016 dams. PMC has initiated an INR 2600 Cr river development project where ) Particulate Matter 2.5 which can enter the blood stream via 3 120 No Standard it envisages keeping the river clean and making it pollution-free, reducing 40.00 x the lungs is especially harmful. In Pune, PM 2.5 is at ~56 ug/ 100 g/m m3, which is higher than the nation average of 40 and 5 times risk of flooding, creating a continuous public realm along the river, retaining 30.00 80 higher than the WHO guideline of 10. PM 10 levels are higher in water, improving city’s access to the riverfront, and integrating heritage 60 the fringe areas due to higher construction activities. Presence structures, current activities, parks and gardens. 20.00 40 of Nitrogen Oxides (NOX) and Carbon Monoxide in the air puts Quantity ( µ 10.00 citizens under threat of severe respiratory diseases. 20

0 0 PMC, together with SAFAR, has installed air quality monitoring 2011 2012 2013 2014 2015 2016 2017 2011 2012 2013 2014 2015 2016 2017 Monitoring Years stations at six locations in the city. The air quality is represented SPOTLIGHT via a colour-coded system that allows the public to easily PASHAAN LAKE RESTORATION-PASHAAN BIODIVERSITY PARK

Comparative Graphical Representation of PM10 and PM2.5 comprehend the air quality in the Pune Metropolitan Region 60.00 160 and to make any adjustments to their personal outdoor plans. Pune Municipal Corporation (PMC) had reserved Bio-diversity Parks for 60.00140 Municipal - 3% 50.00 Others - 3% Impact of climate change in Pune has mainly been in the restoring the local flora and fauna, to produce carbon sinks and to create

) 120 3 50.00 form of increased temperatures, with the ‘heat island effect’ awareness about nature conversation. Under the restoration 40.00 100 impacting the health of humans and ecosystems equally. project carried out under JNNURM* and as part of the biodiversity park, g/m 40.00 desilted the lake and created an island in the middle of the lake to attract 30.00 80 PM Standard The intergovernmental Panel on Climate Change (IPCC) has birds. However, the lake faces operations and maintenance challenges 30.0060 10 20.00 Agriculture - 0% Transport - 19% Residential - 27% repeatedly indicated that ‘observed warming has been, and after the funding ended and brings to light the need for focus on financial PM2.5 Standard 20.0040 transient greenhouse-induced warming is expected to be, sustainability of other ongoing large-scale projects like that of Mula-Mutha 10.00 Quantity ( µ Rejuvenation. Restoration also highlights challenges due to the lack of a 20 Commercial - 15% greater over land than over the oceans’. These effects have 10.00 been observed more prominently over the last 50 years as singular body mandated to undertake holistic environmental decision- 0 0 Waste - 17% 2011 2012 2013 2014 2015 2016 2017 2011 2012 2013 2014 2015 2016 2017 one of the adverse outcomes of urbanization and have had a making in Pune. 0 Monitoring Years direct impact2013 2014 on human2015 2016 health and urban energy consumption

Figure 26Industrial: Air pollution - 16% in Pune; patterns. Over the past 35 years, more than 20,000 people Source: PMC Environmental Status Report 2017 have died of heat-related causes in Indian megacities4. Pune 4 https://geospatialworldforum.org/speaker/SpeakersImages/critical-review-of-the-climate-change-impact-on-urban-areas-by-assessment-of-heat-island- 60.00 Municipal - 3% 160 80 effect-case-of-Pune-India.pdf Others - 3% 27 28 50.00 140 RESILIENT70 PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 120 60 40.00 100 50 30.00 80 40 Agriculture - 0% Transport - 19% Residential - 27% 20.00 60 30

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0 0 2011 2012 2013 2014 2015 2016 2012 2013 2014 2015 2016 NEVERTHELESS, EFFECTIVE URBAN GOVERNANCE AND DATA AND COMMENTARY ON KEY AREAS OF SERVICE DELIVERY: Water Supply Management. With 93% of households connected to water supply, Pune has sufficient water, with 219 BASIC SERVICE DELIVERY ARE SIGNIFICANT LEVERS... litres per capita per day (lpcd) at gross level compared to 150 lpcd benchmarked by the Government of India (GoI). To meet 100% coverage, PMC has undertaken the 24x7 Water Supply project to ensure all households in Pune receive safe Viewed as a high performing urban local body, Pune has made strides in enhancing service and equitable supply of water for the next 30 years. The focus has been to improve supply by minimizing losses due to delivery for its citizens; however, considerable coordination is required between various leakages in distribution networks, improving metering, and reducing non-revenue water. governing bodies to ensure inclusive and sustainable growth, alongside deepening of civil INDICATORS SERVICE LEVEL (2016) MoHUA BENCHMARKS society engagement in decision-making processes. Coverage of water supply connections 93% 100% Per capita supply of water 219 lpcd 150 lpcd Extent of metering of water connections 24% 100% Pune is part of an ever-growing urban agglomeration, PMC has built greater transparency, accountability, and Extent of non-revenue water 30% 20% which is governed by two different corporations, parastatal citizen centricity in its administrative processes compared agencies and state-level departments making co-ordination to most other cities in India. Quality of water supplied 100% 100% and systems level thinking somewhat challenging. Cost recovery in water supply services 92% 100% PMC has brought about reform in its property tax regimes, Efficiency in collection of water supply charges 87% 90% Pune and its twin city of Pimpri-Chinchwad, considered an levies on civic services, and introduced transparent Figure 28: Water supply coverage and service levels; Source: AMRUT SLIP – Water Supply industrial township, are both managed by their respective accounting practices. Pune has also instituted a system of Municipal Corporations and are highly independent, which regularly monitoring major financial transactions with the Municipal Sewerage Management. According to the PMC Environmental Status Report 2017, out of the 750 MLD has implications for how resources are allocated, and how municipal chief auditor at the helm. Greater transparency sewerage generated, only 567 MLD gets treated. Inadequate sewage treatment capacity contributes to the ineffective planning is conducted in the broader Pune Metropolitan has come through the city’s open data platform, which has management of grey water and fecal sludge which finds its way into the city’s rivers, polluting not just the surface water Region. As described in the previous sections, multiple state allowed a wide range of stakeholders to engage with Pune’s but also ground water. The city has undertaken the Mula-Mutha Pollution Abatement project supported by JICA, to and local agencies have mandates to oversee different aspects challenges, and hold the local government accountable. The augment and increase the number of sewage treatment facilities. On the toilets access front, the city has very strong of a single service or asset. city has also made it easier for citizens to pay their property coverage, civil society organizations continue to facilitate the construction of individual and community toilets in slums. taxes with payment kiosks set up across the city. Citizens can Pune has made significant advances in service delivery, also voluntarily declare their properties for taxation without INDICATORS SERVICE LEVEL (2016) MoHUA BENCHMARKS achieving wide coverage with the political will and resources attracting any penalties leading to an increase in tax collection. Coverage of latrines (individual or community) 96% 100% to do more. A vibrant and active civil society in the city monitors the Coverage of sewerage network services 90% 100% Delivery levels for key public services such as solid waste, administration on various issues. Efficiency of collection of sewerage 52% 100% access to toilets, and access to water surpass much bigger Efficiency in Treatment: Adequacy of sewerage treatment capacity 64% 100% municipal corporations. Even in informal settlements, Groups in the city have advocated and mobilized for action Figure 29: Municipal sewerage network coverage and service levels; Source: AMRUT SLIP – Sewerage access to key public services is better than other major on various socio-economic, and environmental justice issues. cities (e.g. household toilets are accessible to 55% of slum They have done so by proactively providing technical expertise dwellers and electrification rates are at 90%)5. However, the and have negotiated with government and businesses Solid Waste Management. Average total waste generated in Pune is ~1,700 Metric Tons per Day (TPD). Pune faces areas of solid waste management and sewerage treatment for consensus building. An example of this is seen in The challenges in solid waste collection and segregation of waste at source. In addition, there is also a shortfall in treatment need improvements across various aspects of their value Biodiversity Parks (BDP) project that was included in Pune’s capacity at existing facilities. The city has launched several initiatives to better manage its waste, including a three-year chains (described in commentary on the right.) The city draft Development Plan (DP) for 2007-2027, which came to contract for solid waste collection with SWaCH, a cooperative of self-employed waste collectors and other urban poor. has undertaken major initiatives to augment capacities and be known as the Green DP by citizens. With considerable The city also rolled out a Solid Waste Management Strategy Plan 2017-2025 with the objective of minimizing waste improve in various areas, e.g. the River Pollution Abatement pressure from environmentalists, reservation of the land on generated, 100% door-to-door collection, 100% processing, IT enabled monitoring and tracking of waste, etc. The city and Sewerage Project, Strategic Waste Management Plan surrounding city hills for biodiversity parks was approved by also intends to completely stop open dumping of waste on landfill sites by 2020. 2017-2025, and 24x7 Water Supply. the state government. Land acquisition, under PMC Building INDICATORS SERVICE LEVEL (2016) MoHUA BENCHMARKS Dept, is still pending, but once acquired the lands stand to be Door-to-door collection of solid waste management services 54.5% 100% developed as BDP by the PMC Garden Dept. Efficiency of collection of municipal solid waste 100% 100% Extent of segregation of municipal solid waste 43.27% 100% Extent of municipal solid waste recovered 85% 80% Extent of scientific disposal of municipal solid waste 100% 100% Extent of cost recovery in solid waste management services 90% 100% Efficiency in collection of solid waste management charges 79.99% 90% Efficiency in redressal of customer complaints 80% 80% Figure 30: Solid waste service levels; Source: PMC Environmental Status Report 2017 5 mdpi.com/2071-1050/9/12/2335/pdf

29 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 30 ...AND PUNE’S ROBUST FINANCES ALSO MAKE IT ATTRACTIVE FOR INVESTMENTS PMC has exhibited strong financial performance with revenue surpluses supported by effective collection of taxes, transparency and accountability in governance, and political stability. These have enhanced Pune’s creditworthiness and attractiveness for investment, unlocking SPOTLIGHT access to large financing pools such as municipal bonds for infrastructure development. PMC CARE

PMC CARE is a 360-degree framework by PMC to extend various delivery channels PMC has robust finances compared to other Indian cities The replacement of Local Body Tax (LBT) with the Goods and to its citizens for effective and responsive governance. CARE stands for Citizen with significant dependence on own-source revenue and Services Tax (GST) might pose some future challenges. Assistance Response and Engagement. A digitally driven, citizen centric initiative, improvement in per-capita capital expenditure, on average PMC CARE has been conceived keeping various segments of civic society in mind. over the last three years. Before introduction of GST, PMC’s major source of income was It showcases PMC efforts to better the lives of its citizens on every parameter of a Local Body Tax, which was discontinued this year (FY 2017-18) civic services. PMC CARE aims at providing a multichannel single-window delivery Pune is the second city in India, after Mumbai, with the highest in favor of GST. The introduction of a Goods and Services Tax mechanism to provide assistance and response in a more efficient way than ever proportion of own-source revenue, and is among the top three regime in India has meant that municipal corporations across before. This platform aims to bring city administration one step closer to Punekars! in India, with own sources contributing greater than 50% of the the country have ceased collections of the Local Body Tax total revenue. Thus, with low dependency on state and national (LBT). While the Government of Maharashtra has compensated grants, Pune has greater fiscal autonomy compared to other PMC for the loss in revenue, it is unknown if the compensation cities in India. will be commensurate with expected LBT collections in the long term. As the entire country adjusts to the new GST rules, The total municipal budget/revenue has increased from INR PMC may face uncertainty in the transition period. PMC has 3,167 crores (USD 0.46 Bn) in FY 2013-14 to INR 5,912 crores presented budget surpluses for most of the last few years until SPOTLIGHT (USD 0.87 Bn) in the FY 2018-19 budget. Major sources of this year, with such structural and cyclical changes leading to RIVER POLLUTION ABATEMENT AND SEWERAGE PROJECT revenue comprise Goods and Services Tax6 (GST) (35%), a deficit. followed by property tax (30%), and building permission & development fee (14%). The city improved efficiencies in Despite these challenges, PMC is one of few AA+ rated PMC is implementing the River Pollution Abatement and Sewerage Project supported property tax collection by setting up payment kiosks, improving municipal governments in the country with the opportunity by funding from Japan International Cooperation Agency (JICA). A loan agreement online information, and starting a voluntary disclosure scheme to tap further into commercial markets to access capital for was signed on 13th Jan 2016 with JICA for pollution abatement of the Mula-Mutha for citizens to declare their property for taxation without growth. River in Pune by January 2022, under the National River Conservation Plan. The penalty. The share of building permission fees in total income major components proposed under the project include construction of 11 new reflects the demand for housing and commercial activities and PMC has decided to undergo a credit rating exercise since Sewage Treatment Plants (STPs), which will result in the creation of an additional the increasing urban growth in Pune. The city also raised civic the introduction of Jawaharlal Nehru National Urban Renewal treatment capacity of 396 million litres per day (MLD) over the existing treatment taxes like water tax and user charges on public services to Mission (JNNURM). Both India Ratings and CARE Rating capacity of 477 MLD, laying of 113.6 kms of sewer lines, and renovation/rehabilitation ensure that the economic base for the services was covered. have assigned PMC with the AA+ rating with ‘stable’ outlook. of 4 existing intermediate pumping stations. A consultant has been appointed for For example, it raised water charges for 2016-2017 by 12% and The key drivers for these ratings were higher reliance on further support to the project. plans to increase them every year till 2020-2021 by 15%. This is own revenue resources, consistent and growing revenue expected to lead to a 96% hike from existing rates. The total cost of the project, estimated at INR 990 crores, will be shared in the ratio 1% of 85:15 between the Central Government (CG) and the Pune Municipal Corporation 1% 2% 2%

2% (PMC) respectively. The PMC has proposed to build 11 new sewage treatment plants 2% 5% 10% 5% Local Body Tax 4% 10% GST, 1,882 9% (STPs) with a treatment capacity of 396 MLD (Million Litres per Day). 18% 9% 4% 18% Property Tax 33% Property Tax, 1,520 7% 33% City Development Charges 7% Water Tax, 340 35% 14% 35% Water Tax Bldg Permi. & Dev. Fee, 750 14% 7% 50% Govt. Grant 7% Other income, 462 50%

Loan Other Govt. Grants, 29 6%PMAY, 47 28% 6% Other Income 17% Loan/Debentures,28% -, 0% LBT, (3), 0% 17% 22% 22% 30% 30%

Figure 31: PMC budget for FY 2015-16; Source: PMC Figure 32: PMC budget estimate for FY 2018-19; Source: PMC

6 https://pmc.gov.in/en/lbt 16000 3000 3000 14000 16000 3000 3000 31 14000 2500 2500 32 RESILIENT PUNE EXECUTIVE SUMMARY PUNE12000 CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE2500 STRATEGY NEXT STEPS 2500 12000 10000 2000 2000 8000 10000 2000 2000 8000 1500 1500 6000 1500 1500 6000 4000 1000 1000 2000 4000 1000 1000 2000 500 500 0 500 500 0 -2000 - - -2000 - - Delhi Delhi Delhi Surat Surat Surat Pune Pune Pune Jaipur Jaipur Jaipur Delhi Delhi Delhi Surat Surat Surat Kolkata Kolkata Kolkata Pune Pune Pune Mumbai Mumbai Mumbai Chennai Chennai Chennai Jaipur Jaipur Jaipur Kolkata Kolkata Kolkata Mumbai Mumbai Mumbai Chennai Chennai Chennai Bangalore Bangalore Bangalore Hyderabad Hyderabad Hyderabad Bangalore Bangalore Bangalore Ahmedabad Ahmedabad Ahmedabad Hyderabad Hyderabad Hyderabad Ahmedabad Ahmedabad Ahmedabad

INDIA UK US INDIA UK US

QUESTIONS Ahmedabad Bangalore Chennai Delhi Hyderabad Jaipur Kolkata Mumbai Pune Surat London New York 1 Are the annual accounts of theQUESTIONS Ahmedabad Bangalore Chennai Delhi Hyderabad Jaipur Kolkata Mumbai Pune Surat London New York CITIES GRADE YEAR urban local body (ULB) 1 Are the annual accounts of the CITIES GRADE YEAR mandated to be audited by an urban local body (ULB) Mumbai NR* independent/external agency?mandated to be audited by an Mumbai NR* independent/external agency? Delhi AA+ 2017 2 Are the audited annual financial Delhi AA+ 2017 statements/audited annual 2 Are the audited annual financial Bangalore NR* statements/audited annual Bangalore NR* accounts of the ULB available in Hyderabad AA- 2017 the public domain? accounts of the ULB available in Hyderabad AA- 2017 the public domain? Ahmedabad AA 2016 3 Is the ULB required by its Ahmedabad AA 2016 Municipal Act to carry out an 3 Is the ULB required by its Chennai A 2017 internal audit within a Municipal Act to carry out an Chennai A 2017 internal audit within a Kolkata A+ 2017 predetermined frequency, at Kolkata A+ 2017 least annual? predetermined frequency, at Surat NR* least annual? Surat NR* 4 Are the internal audits of the ULB Pune AA+ 2017 available in the public domain?4 Are the internal audits of the ULB Pune AA+ 2017 available in the public domain? Jaipur A- 2017 5 Is the ULB authorized to raise Jaipur A- 2017 borrowings without state 5 Is the ULB authorized to raise London AA 2016 borrowings without state London AA 2016 government/central government New York AA 2017 approval? government/central government New York AA 2017 approval? Johannesburg BBB 2017 6 Is the ULB required by law to Johannesburg BBB 2017 have a long-term or medium-6 Is the ULB required by law to Source: Credit Rating Agency websites *NR - No Rating term fiscal plan, or both? have a long-term or medium- Source: Credit Rating Agency websites *NR - No Rating term fiscal plan, or both? surpluses, comfortable debt position, resources available for and sanitation against the service level benchmarks set by capital investments, double entry accounting adoption, other MoHUA for Urban Local Body (ULBs). Strong creditworthiness governance practices, relatively limited impact of Local Body has opened the city up for private commercial funds for Tax abolition, and efficient coverage of civic services like water financing municipal services. SPOTLIGHT PUNE RANKS 1ST IN ANNUAL SURVEY OF INDIA’S CITY-SYSTEMS (ASICS) 2017

INDIA UK US Urban Urban Planning & Capacities & Design Resources Bengaluru-based non-profit organization Janaagraha Centre for Citizenship

INDIA INDIA UK UKUS US and Democracy, released the 5th edition of its Annual Survey of India’s City- Comparisons of QUALITY OF LIFE Municipal Balance Sheets Yes No systems (ASICS) report comparing 23 cities in India along four dimensions Empowered Transparency, & Legitimate of governance: urban planning and design; urban capacities and resources; Mumbai Delhi Bengaluru Hyderabad Ahmedabad Chennai Kolkata Surat Pune Jaipur London Johannes- New York burg Accountability Political & Participation Mumbai Mumbai Delhi Delhi Bengaluru Bengaluru Hyderabad Hyderabad Ahmedabad Ahmedabad Chennai Chennai Kolkata Kolkata Surat Surat Pune Pune Jaipur Jaipur London Johannes- London New York burg Johannes- New York burg Representation empowered and legitimate political representation; transparency, and *NR - No Rating Credit Ratings of cities NR* AA+ NR* AA- AA A A+ NR* AA+ A- AA AA *NR - No*NR Rating - No Rating CreditCredit Ratings Ratings of cities of citiesNR* NR*AA+ AA+NR* NR*AA- AA-AA AAA A+A NR*A+ NR*AA+ AA+A- AAA- AAAA AA accountability and participation. Pune ranked first, with a score of 5.1 on Q1 AreQ1 theQ1Are annual theAre annual accounts the accounts annual of the of urban theaccounts urban local localbody of body(ULB) the (ULB) mandated urban mandated to local be to be body (ULB) mandated to be a scale of 10, followed by Kolkata and Thiruvananthapuram. The report auditedaudited byaudited an by independent/external an independent/external by an independent/external agency? agency? agency? Q2 AreQ2 theAre audited the audited annual annual financial financial statements/audited statements/audited annual annual accounts accounts of the of the also indicates where Indian metros stand when compared with megacities ULB availableULB available in the in public the public domain? domain? Q2 Are the audited annual financial statements/audited annual accounts of the elsewhere. According to the 2017 report, Johannesburg in South Africa, Q3 IsQ3 theIs ULB theULB requiredULB required available by its by Municipal its Municipalin the Act to publicAct carry to carryout domain? an out internal an internal audit auditwithin within a predetermineda predetermined frequency, frequency, at least at leastannual? annual? London in the UK, and New York in the US scored 7.6, 8.8, and 8.8 respectively. Q4 AreQ4 theQ3Are internal theIs internalthe audits ULB audits of the required of ULB the availableULB availableby in its the in Municipalpublic the public domain? domain? Act to carry out an internal audit within See appendix for Pune’s report card. Q5 IsQ5 theIs ULB thea authorizedULB predetermined authorized to raise to raiseborrowings borrowingsfrequency, without without state at state least annual? government/centralgovernment/central government government approval? approval? Q6 IsQ6 theQ4Is ULB theAre requiredULB requiredthe by internal law by to law have to audits havea long-term a long-term of or the medium- or ULB medium- available in the public domain? term termfiscal fiscalplan, plan,or both? or both? Q5 Is the ULB authorized to raise borrowings without state 120.00120.00 government/central government approval? 100.00100.00 PercentagePercentage of own of revenuesown revenues to total to totalexpenditure expenditure 80.00 80.00 Q6 Is the ULB required by law to have a long-term or medium- 60.00 60.00 term fiscal plan, or both? 40.00 40.00 SPOTLIGHT 20.00 20.00 120.00 MUNICIPAL BOND FOR 24x7 WATER SUPPLY PROJECT - - 14000 14000 100.00 Percentage of own revenues to total expenditure 1000010000 80.00 MunicipalMunicipal expenditure expenditure and surplus and surplus (in crores) (in crores) 6000 6000 In December 2016, the Prime Minister urged Securities and Exchange Board 60.00 2000 2000 of India (SEBI) and Department of Economic Affairs to ensure that at least 40.00 0 0 10 cities in India issue municipal bonds within one year in the context of the -2000 -2000 20.00 3000 3000 ‘Smart Cities Mission’. Additionally, the Union Government has proposed to - 2500 2500 give a compensation of 2% interest subsidy on the total size of the bond Total Totalper capita per capita expenditure expenditure (in crores) (in crores) 2000 2000 14000 issue. Both these events have been pivotal in providing an impetus to PMC’s 1500 1500 1000 1000 10000 Municipal Bonds programme. On June 22nd, 2017, Pune became the first city Municipal expenditure and surplus (in crores) 500 500 6000 in the country to issue municipal bonds since the publication of ‘Issue and - - Listing of Debt Securities by Municipalities Regulations, 2015’ by SEBI. PMC Revenue Expenditure Operating Surplus 2000 Capital Expenditure Total Surplus became the issuer of the largest municipal bond in India’s history with an INR 0 200 Cr (USD 30 million) issue at the Bombay Stock Exchange, Mumbai, to fund a 24X7 water supply scheme for all residents in the city. -2000 3000 2500 PMC aims to mobilize INR 2,264 crore through municipal bonds in five years, starting 2017, for the 24X7 Water Supply project estimated to cost INR 2,818 Total per capita expenditure (in crores) 2000 crore. The first INR 200 Crores were issued in June 2017 at a coupon of 1500 7.59%, which will be paid twice in a year. The debt servicing will be from 1000 two streams of revenue, user charges and property tax. The property tax 500 will be parked in an escrow account, which is the designated account for - repayments. Figure 33: Comparison of municipal finances across cities; Source: ASCIS-2017 Data tables, Janaagraha

33 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 34 In 2016, Pune was selected to be part of the 100 Resilient Cities (100RC) initiative, pioneered by The Rockefeller Foundation. The initiative helped cities build resilience towards their respective social, economic, and physical challenges by providing technical assistance and tools, access to services of global organizations, and opportunities to exchange experiences and best practices among member cities.

100RC provided 4 types of support to its member cities

To Help Complex Urban Systems To Scale Solutions Organize And Integrate Around Resilience Efficiently

1 2 3 4

Funding to hire a Support of Platform Partners Membership Chief Resilience Strategy Partners for strategy to the Officer (CRO) (SP) implementation 100RC Network

100RC CITY RESILIENCE PROCESS IN PUNE The PMC, led by the CRO’s Office, introspected on Pune’s shocks/stresses, resilience strengths/ opportunities, analyzed on-going and new initiatives, and developed a resilience strategy. To do this work, the CRO’s Office was institutionalized within the PMC. This enabled the team to engage a wide variety of stakeholders, galvanize both public officials and civil society leaders to serve as resilience champions, integrate and mainstream the concept of resilience into city services, plans, and initiatives.

ACTIVITY OBJECTIVE APPROACH/ METHODOLOGY

Citizen’s perception survey Prioritizing shocks & Identifying both acute and chronic resilience Expert interviews stresses challenges Working groups

Perception Assessment Tool Identifying Key Identifying key resilience strengths and Expert survey Resilience Themes weaknesses Working groups

Actions Inventory Tool Identifying gaps in existing resilience activities/ Synthesising Current PMC Heads of Departments programs/policies especially in Pune’s key Resilience Initiatives Expert outreach weakness areas RESILIENCE Desk research Visioning Workshop Developing Creating visions, goals, actions and projects to Opportunity Assessment Resilience Strategy build resilience in Pune DIAGNOSIS Expert interviews

Image courtesy: Dan Tassone 35 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 36 100RC City Resilience Process in Pune

& g-term 1. Meet erm & 1. M lon ing s bas ng-t eets b ters plann ic n rs lo nning asic os ted ee ste d pla ne . F ra ds Fo ate ed 12 teg 12. egr s 0 1.3 2.5 3.8 5 in int 2 . 2 d S d . S oa s up a u r er & p o rs p b d r e & p a l e o b ld o o m rt a o em r Mobility rs h p s s h t e l r e p s e k lo iv e k l li w ta y e a o v o s m l w t y e p f ih o s m li o e o p f e h m n o o n o E e t m o g d E e t d 1. s . g Solid-Waste Management 1 n 1 n s 1 a a r r

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P v i t i P v u i t i u i r s r n o n s n e n o u e i v u c h i v c i h a d m i o a d o m t e c t Access to Public Open Spaces i c m e o i m s s o o s s n o r e n c r e e t c & e t l o & i d l o a i d m e a b m m e g b m o l o g e r a o l o Adequate & Clean Water Supply b e r a P g b i g l i P i . n l t i . n y 4 e t y 4 e

8 , y 8 , Flood Control . t y i . t E l E i n i il s b n b u a e s PUNE c t a r c c u t e ri e s i r r s c t s l t i e l ti ic ia s ti s a s a c c ju c c i u l o o a o c j Cultural Opportunities s n s & l n o e t s s t s & r in e ty e i s y v u r ri rv n e it ic it u u i u r r e y s c c ity su u s o n e es n c f . E s of E se 5 5. 7. 7 Employment & Business Opportunities M . M ain ic ai c pro tain om p nta mi te s & con rot ins no m ctiv enhan rs e ect & en eco an e na ces 6. Foste ity ma ive hances sters y mad tural & sper nm natur 6. Fo erit e as pro ade al & rosp Reliable Electricity Supply sets assets p

SHOCKS AND PERCEPTIONS ACTIONS OPPORTUNITY RESILIENCE 100RC TOOLS STRESSES ASSESSMENT TOOL INVENTORY TOOL ASSESSMENT TOOL GROWTH STRATEGY

PILLAR 1: GROWTH PILLAR 2: ENVIRONMENT PILLAR 3: ECONOMY Guide integrated Mainstream climate Strengthen the diverse & equitable action, environmental economy & workforce growth in Pune planning & natural resource capabilities in Pune management in Pune ENVIRON- INSTITUTIONS PLANNING & FINANCING & ECOSYSTEM & MENT & CAPACITY COORDINATION VIABILITY ENGAGEMENT

1.1 Promote integrated 2.1 Enhance environmental 3.1 Boost Pune’s economy development planning governance & community through skilling & in Pune urban region stewardship support for business

1.2 Strengthen low carbon & 2.2 Study, monitor & 3.2 Ensure every individual in shared mobility services in proactively plan for Pune has the opportunity Pune urban region ecosystem benefits to work in dignity

1.3 Ensure access to safe, 2.3 Promote circular 3.3 Promote Pune as a centre secure, adequate & economy through for innovation by focusing affordable housing for all waste management on creativity, research & ECONOMY development 1.4 Strengthen pathways for democratic decision-making & civic participation in local area planning Agenda Setting Citizen Expert Expert Working Steering Visioning Expert Resilience International Workshop Survey Survey Interviews Groups Committee Workshop Interviews Accelerator Conferences

INPUTS 60 500+ 17 6 5 15 DISCOVERY 40 9 37 5 participants responses responses interactions themes participants AREAS participants interactions professors events

STAKEHOLDERS & students PUNE CITY SELECTION Phase 0 beginning CRO HIRED Phase 1 beginning PRELIMINARY RESILIENCE ASSESSMENT Phase 2 beginning LAUNCH OF RESILIENT PUNE STRATEGY Phase 2 end

May 2016 Jan 2017 Nov 2017 June 2018 June 2019

PHASE 0 PHASE 1 PHASE 2

AGENDA SETTING WORKSHOP SHOCKS AND STRESSES RESILIENCE ACTIONS HYPOTHESIS BUILDING PROMOTING RESILIENCE Engaged key stakeholders to Identified acute and Identified ongoing and Developed hypotheses on goals Participated in local, national and identify resilience strengths/ chronic resilience upcoming resilience and actions based on discovery international dialogues to learn weaknesses, and shocks/stresses challenges initiatives areas and share ongoing work in Pune

INSTITUTIONALIZATION KEY RESILIENCE THEMES DISCOVERY AREAS OPPORTUNITY ASSESSMENT FORGING PARTNERSHIPS Embedded Pune Office of Identified key resilience Synthesized information Screened projects that build Collaborated with partners to Resilience within the PMC strengths and weaknesses to prioritize areas for resilience and have buy-in develop resilient solutions for resilience building Pune CRO SELECTION Hired a local resilience expert with strong networks in the community Figure 34: Diagram showing Resilient Pune strategy process

37 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 38 Stakeholder Engagement The CRO spent time in building valuable relationships both inside and outside the PMC to synergize efforts and build coalitions.

% Time Activity

GAIN TRUST 10% HODs, Commissioner 12 1 & team PERSUATION 15% Emails/ calls in 11 2 coordinating for working PROVE OUTREACH VALUE groups, creating and sharing discussion outputs 20% One-on-one with stakeholders, 10 3 SOCIAL CAPITAL PMC socials

TOTAL FACTORS 264 GAIN GAIN TRUST BUILD CREDIBILITY PROVE VALUE BUILD CREDIBILITY TRUST 9 4 The CRO spent considerable time in The CRO’s technical background The working groups for Pune have been CRO Efforts 30% Bringing in inputs on the beginning of Phase 1 in stakeholder in civil engineering, professional very well attended and average to about over 18 on-going projects KNOWLEDGE engagement. Because the Pune Office work in urban consulting, and deep 15 members per group. This has required months from 100RC network of Resilience is institutionalized within understanding of Pune through lived the CRO to make phone calls to each the PMC, the CRO has been designated experience helped him build initial member atleast twice besides email 20% Connecting stakeholders office space within the PMC Disaster credibility with people. Through communication to coordinate schedules to each other and 100RC 8 5 BUILD CONNECTIONS Management Cell. With initial support Phase 1, he was able to identify and ensure they prioritized attendance. A network and guidance from the Commissioner’s champions that became anchors briefing document with participants before CREDIBILITY Office, the CRO has been able to have for some of the thematic working the meeting and a summary note shared 7 6 significant face time with various groups and helped him understand after (to be published..) have ensured heads of departments, technocrats, nuances of challenges and actions transparency and allowed for information PROVE VALUE and key personnel working in the taken by the city. In turn, he has to be documented and disseminated. Budget allocation for corporation. His ability to navigate been leveraging the 100RC platform Visits by the 100RC Pune team to meet 25% 12 1 PMC Environmental cell through institutional hierarchies and to connect them with necessary with the mayor, commissioner, additional RESOURCES perseverance in building one-on-one support, like technical knowledge or municipal commissioners, and key staff relationships helped him gain trust. global best practices when needed, members, learn about their perceptions of Figure 35: Time spent by Pune CRO 25% On-going 11 2 Stakeholder mapping done with the and has also been creating space for shocks and stresses and share the 100RC 0 1 2 3 4 5 PARTNERSHIPS UNGC, Columbia University strategy partner and the CRO’s own them to take ownership of how the offering, has given the PMC more Mobility professional networks, helped the strategy is designed. confidence in the CRO’s Office and the Solid-Waste Management

team identify individuals in other local value it brings. One such meeting directly Availibility of Affordable Housing government offices, academia, and in resulted in an Additional Commissioner 10 3 the private and civil society sectors who presiding over a working group on Condition of Hills provided insights and can be potential environment giving the CRO greater Air Quality collaborators. convening power. Disease Outbreak/Control TOTAL PRIORITIZED ACTIONS Access to Public Open Spaces 253 39 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 40 Adequate & Clean Water Supply

Flood Control 9 4

Cultural Opportunities

Employment & Business Opportunities

Reliable Electricity Supply

8 5

7 6 THE CRO’s team has been involving key ecosystem partners to help shape priority areas for the Resilient Pune Strategy

PMC OTHER ACADEMIA CIVIL PRIVATE MULTI- CITIZENS GOVT SOCIETY LATERAL & g-term 1. Meet erm & 1. M lon ing s bas ng-t eets b ters plann ic n rs lo nning asic os ted ee ste d pla ne . F ra ds Fo ate ed 12 teg 12. egr s 0 1.3 2.5 3.8 5 in int 2 2 d . S . a s u ad S ro r p o rs up b de & p r e & p l e o b ld o a o m rt a o e r Mobility s h s h m t & r e p l rs p s term 1. Me m & 1 e k lo iv e e l ng- ets b -ter . Mee w a k lo iv s lo ing as ong ts b t y e w ta y e er lann ic n rs l nning asic o s m li o s m l st d p e te pla n p f h ih Fo te ed os ed ee o e o p f e 2. gra s F rat ds m n o o n o 1 te 2. g E e t m o 0 1.3 2.5 3.8 5 in 1 te g d E e t d in 1. s . g Solid-Waste Management 1 n 1 n s 2 a 1 . 2 r a d S . r a s u d S ro r p oa s up b e & p r er & p ld e o b d a o m r a l e o & s h t o m rt & Mobility r e p s s h s t l r e p p t e k lo iv e l i n 3 p a k lo iv Availibility of Affordable Housing i n 3 w t y e a h . w y e h . o s m l t e s h E e ih o s m l r s h E p f e f ih m e n r o o p e e m e n n o e a e m o o n s a m d e s E e t o g l u d d E e t t l u . g d a g t a h r a 1 s . g a h 1 n 1 s e e r Solid-Waste Management n l n e e a 1 s s l n r a a s e s r s a Condition of Hills s e p e r p m r v e t u m v t u i o e b c i o e b c v & e l i v & m i e l i t c m i t s p t c t s i o n 3 p c o i 3 r c Availibility of Affordable Housing n h . r e e h e . e s h E P f s h E P f r f e . m Air Quality n r f e . e m n e Social PMRDA BVIEER CEE MCCIA ADB e a s e 0 e e a s 0 d 1 TOTAL PRIORITIZED g l u d TOTAL FACTORS 1 t l u a g t a h r a ACTIONS h e e a r l n e e s l n s s c a s e s c a Urban s e o Condition of Hills 264 p e r o p 253 m e r t v m u m & t v m u & Disease Control 9 s i e o b 9 s c i o e b m e e c . v i m e e e l . i v P v i m i e l t i t c i i P v s m i t u t c i s r u i o s c r o n o n s r c n n r e o e i u e P e v f u c h i P f v f c . h Air Quality i f . a d m i o e a d m o 0 t e 0 e c 1 i t TOTAL PRIORITIZED Access to Public Open Spaces c 1 m e Growth TOTAL FACTORS o s i m s o s ACTIONS o & s n rm 1. M o & r e n -te ee rm 1. c g ts e te Me t r n - e e o b c g ts c l g a t n & e in s b c & rs n i lo g a Urban n c n s o l o d e la n rs nni ic 264 i l st p e o d e la o a i d e t p n 253 m e o e s e m m a F t d d e & m e o e m a &

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g b 2 g . r s 9 s o o 1 e g g 2 e l o t o 1 e m . e e a i m e e 0 1.3 2.5 3.8 5 r l in t . b e r a n i P v Adequate & Clean Water Supply i t g b i P v P u i t i g i P r u i l . n i 2 s r i l . n Development2 PMPML COEP ITDP KPIT IFC n o n s . n t i n 4 e t d S . e o u e y i 4 e d S v a u y u c i s a h v u c o h r p s i r o r p a d m i e & p r o a b e & p d o m d t l o b c e d e t l o Access to Public Open Spaces i c a o m r e m e Growth o i , t a o m r s m 8 s h s , t s o s Mobility 8 s h o s y r e p s n o Flood Control . t l y r e p r e n e i k . lo i t l c r e E l a v i e k lo i e t c i w E y e l a v & e t n t i w y e l o & b o s n m l t i d l o s i b o s m l a i d a p f s h i m e a c u e e a p f h m m e t o u o e e b m r r s c m c n t o o g b i e i r r o s c m n o l o g t l t E e i e t i o e r a o l o i s a s g t s d l t E e t Adequate & Clean Water Supply b e r a c i . i a s d P g b a c c u 1 n c s i . g i P g Solid-Waste Managemento j 1 a c c ju 1 n s l . n i 1 i l Cultural Opportunities l n o a l o t i . n o a s s & r n y 4 e t e t s s & r y 4 e r in es ty e ti s y v u r ri rv n e it ic it u u i u r r e y s c c ity su u s o n e & e n c 8 , f E s s o e & y 8 , . t f E s Flood Control . t y 5 p . t E i . t i n 5 3 p l E i Availibility of Affordable Housing 7 i n 3 i l . h 7 . n i Employment & Business Opportunities M e . h . b n s h E e s b a M h s in ic r a s E c u a e a p t m in ic e n r t c u e a m e p t m e n r r s c t ro in o e a m a e e i r c s n r in o s Dept.e a POLICE BNCA WRI L&T i l r s i te & o d o s n s t t i e c e c g te & o l u d i s a s t l t m t nh e c t g l u c i s iv an rs a ct en e t c i a s a e ces ste y a m iv han rs h r a a c u c i o c e a h r j c u n na . F it e a e es st y e o a c m 6 r n n o t j tur e l n a 6. F i e e l o o a a m r s p t l n Cultural Opportunities n l d l & s ur e s s s & o e o a a al p s n r d & s s s & a p s o e e t s s e r a Condition of Hills s a p s e i s y e t ets ss p r n t i s y e e r e t p i r n Reliable Electricity Supply m s v r u t v e r r e i t u m i v u r t v i u r u c t u i i i u e y s c o t b e u c c e i y s o b n e c s o e c v n e l E s i v f s o e m i e l E i . f s t c m i s 5 . t c o s 5 c o 7 r c . 7 r e Employment & Business Opportunities M . P e M f a P f i c a f n i Air Quality . i c f p t n i . r a m p t e o in o r a m 0 n e t s o o in o 0 e & s n 1 TOTAL PRIORITIZED c e ec te & o TOTAL FACTORS 1 ma tive nhance ters m cti enh s ec ACTIONS nm nat s 6. Fos rity an ve n ances oster ty ad ural & spe ma atur 6. F eri c e pro d al & sp c Urban ass e a pro o 264 ets ss o 253 Reliable Electricity Supply ets m &

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P v i t i P v u i t i u i r s r n o n s n e Environmentn o MSRDC Columbia JIVIT NADI HCP u e i v u c h i v c i h a d m i o a d o m t e c t Access to Public Open Spaces i c m e Growth o i m SHOCKS AND PERCEPTIONS s ACTIONS o s o s s n o r e n & c r e erm 1. M e t & c -t ee & rm 1. M e t ng ts -te ee & lo ba l o d g ts s ing s i on b l o d r nn ic a l ing as i te pla n m e rs nn ic a s d e b m te pla n m e o te ed g s d e b m . F ra so l o o te ed g 2 g e r a . F ra so l o Adequate & Clean Water Supply 1 te b 12 g e r a 0 1.3 2.5 3.8 5 in P g te b i n P g l . n i i i l . n t e i STRESSES ASSESSMENT TOOL y 2 INVENTORY TOOL4 t e 2 4 d . S y . a s u d S ro r p oa s up b e & p r er & p ld e o , b d SHOCKS AND PERCEPTIONS ACTIONS 8 o a o m r y l 8 e , Flood Control s h . t t a o m r y Mobility r p s i s h . t t e E l l r E p s i e k n lo i i e e l il w a v b k n lo iv t s y e a w a s y e b o s c u m li t e t a p f r r h s c o s c u m li t e i e e o i p f r r e h s c m o t s n l t o Dept.i e o l ti PSCDCL University ECO. SOC. NJSEI t e ic t o ia s m i s n o a s E a c d c ju E e c c t i . g o g a d c ju Cultural Opportunities 1 n l n s o 1. l o s Solid-Waste Management 1 s s & n o 1 n STRESSES ASSESSMENT TOOL INVENTORY TOOL a t s s & r e i s y a t r n e t r e in s y v u r ri rv u e it ic it u u i i ur r e y ns c ce ty s u s o E se s o n ec & f . E s 5 & f . t 5 p 7. t 7 Employment & Business Opportunities i n 3 M p . Availibility of Affordable Housing i n 3 M h . a e in ic h . a s h pE t m e in ic r r ai o s h pE ta m m e n o ns n r r i o e te & o m e n o ns n e a c e c e t & o ms t nh e e a e c d iv an rs ms ct en e g l u a e ces ste d iv ha rs t n n o ty l u a e nce te a m a 6. F ri g t n n s os y a h r tur e a m a 6. F rit a al p a h r tu e e e d & s r e o a al p l n a pr e e de & os s s l n r s se a p a t s s s s s e e s a t Reliable Electricity Supply s Condition of Hills s e p e r p m r v e t u m v t u i o e b c i o e b c v e l i v m i e l i t c i s m t c o s MORE c o r c CIRT IDFC INSTI r e

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P v i t i P v u i t i r u i MORE s RESILIENT r n o n s n e n o u e i v u c h i v c i h a d m i o a d o m t Urban SHOCKS AND e PERCEPTIONSc t ACTIONS Access to Public Open Spaces i c m e Growth o s i m s o s & o s rm 1. M n & o -te ee r e rm 1. M n g ts c te e r e on b e t g- ets c l ing as & n b e t rs nn ic lo g a & e la l o d s nin s t p n i r an ic l o s d e a te l n i d o e e m e s p e F t d o d e m a . ra s b m F te d e 2 g g . ra s b m 1 te o l o 2 g g a 1 e o o PCMC SHELTER 0 1.3 2.5 3.8 5 in e r t l Adequate & Clean Water Supply b in e r a P g b i P g l 2 . n i RESILIENT STRESSES i ASSESSMENT TOOL INVENTORY TOOL l CITY t . i 2 . n Environment S 4 e . d y d t S 4 e oa s up a y u r er & p o rs p b d o r e & p Urban a l e r b ld e o o m t , a o m r Mobility s h 8 s h 8 t , r p y s s Flood Control e . l t r e p y e l k E o iv li e k . l li t w ta y e i a E o v li o s n m l b w t n y e i s ih o s m l b p f c u e a e p f s ih a o r o t c u e t e m r e n o s ic o r r n o s c E e it t l t m i e o i g i s d a s E e t s t d l t 1. c c s i u . g ic ia s Solid-Waste Management 1 n a o c j 1 n a c s c ju 1 CITY a l o o Environment Cultural Opportunities r s n s & a l o e t r s n s & r in es ty e ti s y v u r ri rv n e it ic it u u i u r r e y s c c ity su u & s o n e e c f E s & s o n e t . f E s p 5 t . i n 3 p 5 Availibility of Affordable Housing 7 i n 3 h .. 7 Employment & Business Opportunities e M h .. s h E a e M r in ic s h E a m e pn t r in ic e a m m e n t e a ro in o e p a m s s n a r i o d te & o e s o ns n g l u c e c d te & o t m t nh e g l u c a iv an rs t ct en e a h ra e ces ste y a m iv han rs o a h r c e e e n na . F it a e es st y m 6 r n n o t l n tur e e e m a 6. F ri s a a p l n t s d l & s ur e a e o s a al p r s d & s s e a p o s a e r Condition of Hills s s e a p p ets ss e r e p t Reliable Electricity Supply m s r v e t u m v t u i o e b c i o e b c v e l i v m i e l i t c i s m t c o s MORE c o r c r e

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P v i t i P v u i t i r u i s RESILIENT r n o n s n e n o u e i v u c h i v c i h a d m i o a d o m t Urban e c t Access to Public Open Spaces i c m e Growth o i m SHOCKS AND s PERCEPTIONSo ACTIONS s o s s n o r e n c r e e t c & e t l o & i d l o a i d m e a b m m e g b m o l o g e r a o l o Adequate & Clean Water Supply b e r a P g b i g l . i P i n l CITY t i . n Environment e STRESSES y ASSESSMENT4 TOOLt INVENTORYe TOOL y 4

8 , y 8 , Flood Control . t y i . t E l E i n i il s b n b c u ta e s a r c c u t e ri e s i r r s c t s l t i e l ti ic ia s ti s a s a c c ju c c i u l o o a o c j Cultural Opportunities s n s & l n o e ti s s t s & r n e ty e in s y v u r ri rv u e it ic it u u i i ur r e y ns c ce ty s u s o E se Workings o n ec f . f E s IMPLEMENTATION 5 5. 7. 7 Employment & Business Opportunities M . M ain ic ai c pro tain om p nta mi te s & con rot ins no m ctiv enhan rs e ect & en eco an e na ces . Foste ity ma ive hances sters y mad tural & 6 sper nm natu 6. Fo erit e as pro ade ral & rosp Reliable Electricity Supply sets asset p s Citizen MORE IMPLEMENTATION Groups RESILIENT SHOCKS AND PERCEPTIONS ACTIONS Urban Survey Agenda Setting STRESSESCitizen Expert ASSESSMENTExpert TOOLWorking SteeringINVENTORY TOOL Urban Environment CITY Workshop Survey Survey Interviews Groups Committee Economy Agenda Setting Citizen Expert Expert Working Steering Urban IMPLEMENTATION Workshop Survey Survey Interviews Groups Committee Economy Living Laboratory at Pune Bicycle Share in Aundh 60 500+ 17 6 5 Expert15 Survey MORE participants responses responses interactions themes participants Urban RESILIENT 60 500+ 17 6 5 15

PUNE CITY SELECTION Phase 0 beginning CRO HIRED Phase 1 beginning Agenda Setting Citizen Expert Expert Working PRELIMINARY RESILIENCE ASSESSMENT (PRA) + DISCOVERY AREAS SteeringPhase 1 end WE ARE HERE NOW! Environment RESILIENCE STRATEGY FOR PUNE Phase 2 end Urban CITY participants responses responses interactions themes participants Workshop Survey Survey Interviews Groups Committee

Economy PUNE CITY SELECTION Phase 0 beginning CRO HIRED Phase 1 beginning PRELIMINARY RESILIENCE ASSESSMENT (PRA) + DISCOVERY AREAS Phase 1 end WE ARE HERE NOW! RESILIENCE STRATEGY FOR PUNE Phase 2 end

May 2017 Jan 2017 Nov 2017 June 2018 December 2018 IMPLEMENTATION PHASE - 0 60 500+PHASE - I 17 Interviews6 5 15 PHASE - II May 2017 Jan 2017 Nov 2017 June 2018 December 2018 participants responses responses interactions themes participants PHASE - 0 PHASE - I PHASE - II

AgendaPUNE CITY SELECTION SettingPhase 0 beginning CitizenCRO HIRED Phase 1 beginning Expert Expert Working Steering PRELIMINARY RESILIENCE ASSESSMENT (PRA) + DISCOVERY AREAS Phase 1 end WE ARE HERE NOW! RESILIENCE STRATEGY FOR PUNE Phase 2 end Urban complete Develop in-going hypothesesWorkshop Validate hypothesesSurvey throughSurvey citizen andInterviews synthesizeGroups informationCommittee to Deep dive into Discovery Areas Economy complete on Discovery Areas May 2017 Janexpert 2017 engagementNov 2017 and use 100RC tools to Steeringfinalize Discovery Areas and assess opportunitiesJune 2018 IMPLEMENTATION December 2018 on-going/to on-board Develop in-going hypotheses Validate hypotheses through citizen and synthesize information to Deep dive into Discovery Areas on Discovery Areas expert engagement and use 100RC tools to finalize Discovery Areas and assess opportunities 60 PHASE - 0 500+ 17 6 PHASE5 - I 15 PHASE - II on-going/to on-board participants responses responses interactions Committeethemes participants

AgendaPUNE CITY SELECTION SettingPhase 0 beginning CitizenCRO HIRED Phase 1 beginning Expert Expert Working Steering PRELIMINARY RESILIENCE ASSESSMENT (PRA) + DISCOVERY AREAS Phase 1 end WE ARE HERE NOW! RESILIENCE STRATEGY FOR PUNE Phase 2 end Urban complete Workshop DevelopSurvey in-going hypothesesSurvey InterviewsValidate hypothesesGroups throughCommittee citizen and synthesizeEconomy information to Deep dive into Discovery Areas on Discovery Areas expert engagement and use 100RC tools to finalize Discovery Areas and assess opportunities May 2017 Jan 2017 Nov 2017 June 2018 December 2018 on-going/to on-board 60 PHASE - 0 500+ 17 6 PHASE5 - I 15 PHASE - II participants responses responses interactions themes participants

PUNE CITY SELECTION Phase 0 beginning CRO HIRED Phase 1 beginning PRELIMINARY RESILIENCE ASSESSMENT (PRA) + DISCOVERY AREAS Phase 1 end WE ARE HERE NOW! RESILIENCE STRATEGY FOR PUNE Phase 2 end complete Develop in-going hypotheses Validate hypotheses through citizen and synthesize information to Deep dive into Discovery Areas May 2017 Jan 2017on DiscoveryNov 2017 Areas expert engagement and use 100RC tools to finalize DiscoveryJune 2018 Areas and assessDecember opportunities 2018 on-going/to on-board PHASE - 0 PHASE -We I have been engaging PHASEongoing - II and new initiatives set up by other philanthropic organizations and institutions in Pune to synergize efforts complete Develop in-going hypotheses Validate hypotheses through citizen and synthesize information to Deep dive into Discovery Areas on Discovery Areas expert engagement and use 100RC tools to finalize Discovery Areas and assess opportunities IFC has selected Pune and Pimpri-Chinchwadon-going/to on-board as Eco cities, are to be funded by the central govt providing advisory, and lending support in areas of e-mobility, NITI AYOGAND ROCKY MOUNTAIN INSTITUTE has selected NMT, solid waste & waste water management Pune to set up an Urban Mobility Lab BLOOMBERG PHILANTHROPIES has initiated a two-year BERNARD VAN LEER FOUNDATION under its ‘Child-Friendly support to Pune to combat air pollution Cities’ programme, has set up a two-year partnership with Pune ICLEI has set up a Solar Cell within the PMC as part of their ADB, IFC, and DFID are keen to invest in municipal and green Solar Master Plan for Pune City. Pilot projects under the cell bonds

Working group on Pune Metro Growth at PMRDA Living Laboratory at Pune Lighthouse in Aundh

41 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 42 12 1

11 2

& g-term 1. Meet erm & 1. M lon ing s bas ng-t eets b ters plann ic n rs lo nning asic os ted ee ste d pla ne . F ra ds Fo ate ed 12 teg 12. egr s 0 1.3 2.5 3.8 5 in int 2 . 2 d S d . S oa s up a u r er & p o rs p b d r e & p a l e o b ld o o m rt a o em r Mobility rs h p s s h t e l r e p s e k lo iv e k l li w ta y e a o v o s m l w t y e p f ih o s m li o e o p f e h m n o o n o E e t m o g d E e t d 1. s . g Solid-Waste Management 1 n 1 n s 1 a a r 10 r 3

& & t p t i n 3 p Availibility of Affordable Housing i n 3 h . e h . s h E e r s h E m e n r e m e n e a e s a d e s g l u d t l u a g t a h r a h e e a r l n e e s s l n a s e s s a Condition of Hills s e p e r p m r v e t u m v t u i o e b c i o e b c v e l i v m i e l i t c i s m t c o s c o r c r e

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P v i t i P v u i t i u i r s r n o n s n e n o u e i v u c h i v c i h a d m i o a d o m t e c t Access to Public Open Spaces i c m e Growth o i m s s o o s s n o r e n c r e e t c & e t l o & i d l o a i d m e a TOTAL FACTORS b m m e g b m o l o g e r a o l o Adequate & Clean Water Supply b e r a P g b i g l . i P i n l t i . n y 4 e t y 4 e

8 , y 8 , Flood Control . t y i . t E l E i n i il s b n b c u ta e s a r c c u t e ri e s i r r s c t s l t i e l ti ic ia s ti s a s 264 a c c ju c c i l o o a o c ju Cultural Opportunities s n s & l o e t s n s & r in es ty e ti s y v u r ri rv n e it ic it u u i u r r e y s c c ity su u s o n e es n c f . E s of E se 5 5. 7. 7 Employment & Business Opportunities M . M ain ic ai c pro tain om p nta mi te s & con rot ins no m ctiv enhan rs e ect & en eco an e na ces 6. Foste ity ma ive hances sters y mad tural & sper nm natur 6. Fo erit e as pro ade al & rosp Reliable Electricity Supply sets assets p

SHOCKS AND PERCEPTIONS9 ACTIONS 4 STRESSES ASSESSMENT TOOL INVENTORY TOOL

MORE Urban RESILIENT Environment CITY 8 5 Resilience Shocks & Stresses 0 1 2 3 4 5 Mobility The city’s shocks and stresses were prioritized based on ASW inputs from citizens, government officials, civil society leaders, academics, and private sector leaders. A citizen 7 6 IMPLEMENTATION & g-term 1. Meet Solid-Waste Management erm & 1. M lon ing s bas ng-t eets b survey was deployed online and offline, which helped identifyters lann ic n rs lo nning asic p os ted ee ste d pla ne . F ra ds Fo ate ed 12 teg 12. egr s 0 1.3 2.5 3.8 5 in int 2 2 d . S . a s u ad S ro r p o rs up b de & p r e & p l e o b ld o priority shocks and stresses. These were juxtaposed a oto m rt a o e r m Mobility rs h p s s h t e l r e p s e k lo iv e k l li w ta y e a o v o s m l w t y e p f ih o s m li o e o p f e h m n o o n o E e t m o g d E e t d 1. s . g Solid-Waste Management 1 n 1 n s 1 a a results from the agenda setting workshop (annex) r and other r

& & t p t i n 3 p Availibility of Affordable Housing i n 3 h . e h . s h E e r s h E m e n r e m e n e a e s a d e s stakeholder interactions. Based on this, ‘Mobility’,g ‘Air Quality’, l u d t l u a g t a h r a h e e a r l n e e s s l n a s e s s a Condition of Hills s e p e r m Availibility of p e r t v 60+ u m v t u i o e b c i Agenda Setting Citizen Expert Expert Working Steering o e b c v e l i v m i e l i t c i s m t c o s c o r c r Urban ‘Availability of Affordable Housing’, ‘Garbage Management’,e Affordable Housing e P f

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P v i t i P v u i t i u i r s r n o n s n n stresses based on frequency e o u e i v u c h i v c i h a d m i o a d o m t e c t Access to Public Open Spaces i c m e Growth o i m s s o o s s n o r e n c r e e t c & e t identified as priority stresses, while ‘disease outbreak’ as a & l o i d l o a i d m e a and severity b m m e g b m o l o g e r a o l o Adequate & Clean Water Supply b e r a P g b i g l . i P i n l t i . n y 4 e t priority shock area for the city. Below, each stress and shock, Condition of Hills y 4 e 8 , y 8 , Flood Control . t y E i . t il E li 60 500+ 17 6 5 15 n i s b n u a s b c t e c u a e r r s ic r t it e l t r e s ic i s a s it s l t c c i u ic ia s a o c j c c u l o a o j and its implicationsCultural Opportunities are discussed. s n s & l n o s & e ti s y se t rv n e it r in s y i ui r r v u re it c ty su u ic it u r e n c e y s cu participants responses responses interactions themes participants s o e s n f . E s of E se 5 5. 7. 7 Employment & Business Opportunities M . M ain ic ai c pro tain om p nta mi te s & con rot ins no m ctiv enhan rs e ect & en eco an e na ces 6. Foste ity ma ive hances sters y mad tural & sper nm natur 6. Fo erit e as pro ade al & rosp Reliable Electricity Supply sets assets p STRESS PUNE CITY SELECTION Phase 0 beginning CRO HIRED Phase 1 beginning 11 PRELIMINARY RESILIENCE ASSESSMENT (PRA) + DISCOVERY AREAS Phase 1 end WE ARE HERE NOW! 2 RESILIENCE STRATEGY FOR PUNE Phase 2 end Air Quality 0 1 2 3 4 5 High SHOCKS AND PERCEPTIONS ACTIONS SHOCK May 2017 Jan 2017 Nov 2017 June 2018 December 2018 CHRONIC STRESSESSTRESSES weaken the fabric of a city on a day-to-ASSESSMENT TOOL Mobility INVENTORY TOOL day or cyclical basis PHASE - 0 PHASE - I PHASE - II Solid-Waste ManagementDisease Outbreak/Control Top stresses in Pune: Mobility, health of water bodies, access to affordable housing, air pollution, and solid-waste management MORE complete Availibility of Affordable Housing Develop in-goingLack hypothesesof social Validate hypotheses through citizen and synthesize information to Deep dive into Discovery Areas RESILIENTcohesion Access to Public Urban on Discovery Areas expert engagement and use 100RC tools to finalize Discovery Areas and assess opportunities ACUTE SHOCKS are sudden, sharp events that threaten a city ConditionOpen Spaces of Hills Water 10 3 on-going/to on-board Environment Frequency/Persistence managementCITY Top shocks in Pune: Flooding/extreme rainfall and disease Air Quality outbreak Terrorism Adequate & Clean Poverty/lack Disease Outbreak/ControlWater Supply of affordable TOTAL PRIORITIZED housing ACTIONS Citizen Survey Access to Public Open Spaces Changing 253 Flood Control demographics Low Severity/Magnitude Adequate & Clean Water Supply IMPLEMENTATION High FloodCultural ControlOpportunities Food security Riot/civil High Infrastructure/ 9 4 Lack of health unrest unemployment building failure 500+ Cultural Opportunities services Drought Crime & violence Earthquakes Agenda Setting Citizen Expert Expert Working Steering Urban Landslide Economic Disease Workshop CitizensSurvey rated 12 Survey Interviews Groups Committee Employment & Economy slowdown outbreak shocks & stresses Employment & Business OpportunitiesBusiness Opportunities based on perceptions 60 500+ 17 Reliable6 Electricity5 Supply 15 participants responses responses interactions Reliablethemes Electricity Supplyparticipants Low

PUNE CITY SELECTION Phase 0 beginning CRO HIRED Phase 1 beginning PRELIMINARY RESILIENCE ASSESSMENT (PRA) + DISCOVERY AREAS Phase 1 end WE ARE HERE NOW! RESILIENCE STRATEGY FOR PUNE Phase 2 end 8 5 Figure 36: Citizen’s Perception Survey Figure 37: Key shocks and stresses identified in the Agenda Setting Workshop May 2017 Jan 2017 Nov 2017 Average rating, participants rated from 1 (not a challenge) Juneto 5 2018 December 2018 (most important challenge) PHASE - 0 PHASE - I PHASE - II 43 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 44 7 6 complete Develop in-going hypotheses Validate hypotheses through citizen and synthesize information to Deep dive into Discovery Areas on Discovery Areas expert engagement and use 100RC tools to finalize Discovery Areas and assess opportunities on-going/to on-board & & & g-term 1. Meet g-term 1. Meet erm & 1. M g-term 1. Meet erm & 1. M erm & 1. M lon ing s bas lon ing s bas ng-t eets b lon ing s bas ng-t eets b ng-t eets b ters plann ic n ters plann ic nrs lo nning asic ters plann ic n rs lo nning asic rs lo nning asic os ted ee os ted steee d pla ne os ted ee ste d pla ne ste d pla ne . F ra ds . F ra Fo ateds ed . F ra ds Fo ate ed Fo ate ed 12 teg 12 teg 12. egr s 12 teg 12. egr s 12. egr s 0 1.3 2.5 3.8 5 0 1.3 in 2.5 3.8 5 0 1.3 2.5 in 3.8 5 int in int int 2 2 2 . . 2 . 2 2 d S d d S . S d d S . S d . S oa s up oa s a up u oa s a up u a u r er & p r er o rs & p p r er o rs & p p o rs p b d o b d r e o & p b d r e o & p r e & p a l e r a l b ld e r e o a l b ld e r e o b ld e o o m t o a o m t m r o a o m t m r a o m r Mobility Mobility rs h p sMobility rs h s h p s ts rs h s h p s ts s h ts e e l e e r e l p e e r e l p r e p k lo iv k e k lo iv l li k e k lo iv l li e k l li w ta y e w ta a y e ow vta a y e o v a o v o s m l o s w t m l o y s e w t m l y e w t y e p f ih p f o s ih p fm li o s ih m li o s m li o e o o p f e o o e h p f e o e h p f e h m n o m o n o m n o o n o n o o n o E e t E e m t E e o m t o m o g d g E e d g t d E e d t d E e t d 1. s 1. . g s 1. . g s . g Solid-Waste Management Solid-Waste Management 1 n Solid-Waste Management 1 n 1 n 1 n s 1 n s 1 n s 1 1 1 a a a a a a r r r r r r

& & & & & & t t t p p t p t t i n 3 i n p 3 i n p 3 p Availibility of Affordable Housing Availibility of Affordable Housing Availibility of Affordable Housing i n 3 i n 3 i n 3 h . h . h . e e h e . h . h . s h E s e h E s e h E e r r s r h E s h E s h E m e n m r e n m r e n r e e m e e n m e n m e n e a e e a e e a e s s a s a a d d e d s e s e s g l u g d l u g d l u d t t l u t l u l u a a g a t g t g t a h r a a h r a a h r a h h h e e e a e e r a e r a r l n l n e l n e e e e e s s s s l n s l n s l n a a a s s s e e s e s s s s a s a a Condition of Hills Condition of Hills Condition of Hills s e s e s e p p p e r e r e p r p p m m m r r r v e v e v e t u t m u t m u m v v v t u t u t u i i i o e b o e b o e b c c i c i i o e b o e b o e b c c c v v v e l e l e l i i v i v v m i m i m e l i e l e l i i i t c t c t i c i i s m s m s m t c t c t c o o o s s s c c o c o o r r c r c c r r r e e e e e e P f P f P f

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0 0 0 1 1 TOTAL PRIORITIZED 1 TOTAL PRIORITIZED TOTAL PRIORITIZED TOTAL FACTORS 1 TOTAL FACTORS TOTAL1 FACTORS 1 ACTIONS ACTIONS ACTIONS

c c c c c Urban c Urban Urban o 264 o 264 o 264 o 253 o 253 o 253 m m m & & & m m m & & & Disease Control Disease Control 9 Disease Controls 9 s 9 s m & 1. m & 1 r . 9 s 9 -te Mee s 9 -ter Mee s rm & 1. M rm & 1. M e e e t e m e m e m e g g t e e . . . n s b n s -t e -t ee e e e b t i m i e m i e m e g t o s g . . l ng a . lo g a n b n s b i i s i n i i s o P v P v P v s n i s n l a lo a t t t r n c r n ic ing s ing s i P i v P i e la v P e a v s n i s n i i t i t l t r i u u u t p n t p n n c r n c i i i e la a i s i e s i e e l u u u n r r r d d t p t n s s s o e e o e e s e s p e r r r d n n n t d n n n s s d t s o o o F a F a d o e e o e e n n n t n n . r n s r d t d e e e s o o 2 g o . g . F ra s F ra e e 2 e s u u u . i v i v i v 1 e 1 e 2 g 2 g u t u u c c i c i i t h v h v h n v 1 te 1 e c c c n t 0 1.3 2.5 3.8 h 5 0 1.3 2.5i 3.8 5 h i h i i i n a a a i in d o m d i o m d i o m i a a a d o m d o m d o m t t t e c e t c e t c t 2 2 Access to Public Open Spaces Access to Public Open Spaces i Access to Public Open Spaces i i c c c m e m e m Growth e . Growth . 2 Growth 2 o s o s i o s m i m i S m . . s o s s o s s d o s d S o o s o a s s d S d S n n n o o u a o u r e r n e r n e s n s a u a u c c c o r p o r s p s t r t e r t r e r e o p e e e c e c & p r e c r r & p o r p & & e & t e b t e b t e & p r e & p l o l & o l & o ld & o ld b o b i d i l d i o l d o l e o ld e o d o a a i a d i a o d i m r a o d r e l e m e m e m e t a m t r a r m a m a s h m a s h o m o m b m b Mobility m b e Mobility mr e p s s e h s t h t m m r m p s s s g b g b ge b l e r e l p r p o l o o l o o l g eo k g lo i e k g lo i l e l e r a e o l r a e o o l r aa o o l v a eo k v lo iv e k lo i Adequate & Clean Water Supply Adequate & Clean Water Supply b Adequate & Clean Water Supply b e b r a e w t r a e y e w t r aa y e a v P g b P g b P g b m w t y e w t y e i i i P g o s P g li o s P g m l m l . n l i . n l i p . f n i h o s ih li o s m l i i l i . n l . n l e p f p . f n e h ih t e t i e t i o e i o o o e p f e y 4 y t 4 y e t m 4 e t n o e n o o y 4 y 4 y o m m 4 o n m o n E e t E e t t o o . g d g E e d d E e t d 1 s 1. . g s . g Solid-Waste Management Solid-Waste Management 1 n 1 n 1 n s 1 n s a a 1 1 8 , 8 , 8 r , r a a y 8 y , 8 y , 8 r , r Flood Control Flood Control . Flood Controlt . t . y t y y i . i . i . E l E E l E it E l it E it n i n i n il i il il s b s n b s b n b b n b u a e u s a e u s & a e s & c t c c u t c ta e c u t ta e c u & ta e & r r s ic r r s ic r r st ic t i e l i e r r l i e s ic r r p l s ic r r p st ic t t s t t s i e t t s l i e i n t l i e 3 i n p l 3 p i a s Availibilityi of Affordablet s Housing a s Availibilityi t of Affordable Housingt s a s t t s i n t 3 i n 3 c i c i i c a s i hi a s i . h a s . c u c c u ci c e u i c e hi . h . a c j a c c j a c sc j c h E s e h E e o o a c o u a c u a sc u h h l o l o o l j o or j o r j E s E Cultural Opportunities Cultural Opportunities n Cultural Opportunities& n l & o n l m& o l e n m or e n r s s s n s s n s e n e m e n m e n e t e t s s e& t s e s & s a e s e & a e i s y i t s y i t s y t s e s a e a r n r n e s r n e d s e l d s s s e t in e t y in e t g y in u g d y l u d v u i v u r i t v u r i t r t t g t l u l u r r v r r e i v r ar e i v a e i t g t i i u r i u a r u h r a r a h r c it u c it u r c it u r r h a u i i u i i ue i i e e a r a h r y s y c t s u u y c t s u u c t u u e e c e y c s e y c l n s y l n s e e e e n e n c e n c e s c l n s l n s o e s o e n s o e n s n s s s s a s a s s E s o E s e o E s s e o e e e s f f E f E s E a a . Condition off Hills . s f . s f s s e s e Condition of Hills p

5 5 . 5 . r . p e e r p p 5 m 5 m 5 r r v e v e 7 7 7 t u t m u m t v v . . 7 . 7 7 u t u M M M e i i . . o . Employment & Business Opportunities Employment & Business Opportunities Employment & Business Opportunities b e o b M M cM e c i i a a a o b o e b c c c c c i i i v i a i i a a v n n n l c c e c e l i i i i v p t p t i p t i i i v n n i n l a m a m a m m m i e e l p t p t p t i i r r r c i i i t t m c i i o o m o m m m a a s a o n o n o n s r r r c n n n t c s s i o s i o i o t n n n s s t t o t o o o e & o e & o s n e & o s n s o n c ct c t c t c o c e c e o c e o o o & r & & e e e e e e r m t nh s m t nh s c e c m t nh s c e c c e c c c i a r i a r n e i a r n e n e r r v v v e a e nces te a e nces te m ti ha rs a e nces te m ti ha rs m ti ha e rs s s v s v v e y y n y P n n e P c e f c e c e n n . Fo it n n . Fo a it e es st n n . Fo it a e es st a e f es st a a y a y y P 6 6 6 P m r m r m r f t t n n o t t n n o t n n o t f F f F F u e u e . i u e . i f . i a . a a 6 6 . 6 a ra a ra Air Qualitym t r a ra Air Quality m t r m t r p p p f l l u e l u e u e f & & & . de os de os a ral p de os a ral p a ral p . r r r e a p a p d & os a p d & os d e & os e 0 e e r r 0 r e ss ss a p ss a p a p e e e e 0 0 s 1 s s ts ts se ts se se 1 TOTAL PRIORITIZED TOTAL PRIORITIZED 1 Reliable Electricity Supply Reliable Electricity Supply Reliable Electricity Supply t t TOTAL FACTORS t 1 s s s TOTAL FACTORS ACTIONS ACTIONS

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c c Urban o Urban 264 o 264 o 253 o 253 m & m & m & m 9 & Disease Control Disease Control s 9 s 9 s 9 s m e e e . m . e i m e e e . i m . e i P v P v i t t i P i v P v u i u i t t i i r u i u i s r s n r r n o n o n s s n n n e o e n o i u u e e v i v c i u u h c v h i v c h c i i h a a d o m d i o m i a a d o m d o m t t e c e t c Access to Public Open Spaces i i c t Access to Public Open Spaces e c m m e Growth o i Growth s o s m i m s o s s o o o s s s n n o o r e r n e n c r c e r e e t e t c c & & e t e t & & l o d l o d i i l o l o a a i d i d m e m a e a b m b m m e m e g b g m b m o l o o l o g g e r a e o l r a o o l o Adequate & Clean Water Supply b b e r a e r a Adequate & Clean Water Supply b P g P g b i i P g P g l . n l i . n i it i l . n l . n SHOCKS AND SHOCKS ANDPERCEPTIONS SHOCKS ANDPERCEPTIONS ACTIONS PERCEPTIONSACTIONS 4 ACTIONSe t it 4 e i y y e t y 4 y 4 e

8 , 8 , y 8 y , 8 , Flood Control . t . t y y Flood Control i . i . E l E E l it it n i i il E l b n n b n i s a s s a b s b c u t e c u u t e a a STRESSES STRESSESASSESSMENT TOOLSTRESSESASSESSMENTINVENTORY TOOL TOOLASSESSMENTINVENTORY TOOLr r TOOL INVENTORYs c r r TOOLc s c t e c u t e e i r i c r it l t it e ri e l t s i r e s ic i s a s i s t s a s l t it s l t c c i u c c ic i u ia s ic ia s a o c j a o a c c j c ju a c c ju Cultural Opportunities Cultural Opportunities l n o l n l o o o l o o s t s & s t s n s & s & s n s & e in s y e in e t s y e t rv u e it rv u r in e it s ty r in s ty i i r r i i v u r r re ri v u re i c ty su u c ty ic it su u u u ic it u r es n c es e y n c s c e y s cu of E se of s o E se n e s o n e 5. f 5. . E s f . E s 7 7 5 5 Employment & Business Opportunities . M . M 7. 7. Employment & Business Opportunities a c a M M p int mi p int icain ic ain ic ro ains no ro ain nompr tai om pr tai m tec & e eco tec s & e co ote ns & on ot ns & ono m tive nhance ters m tiv nhanc ers e m cti enh s ec m ect enh s ec anm nat s 6. Fos rity anm e na es 6. Fost rity an ve n ances oster ty a ive ances oster y ad ural & spe ad tural & spe ma atura 6. F eri nm natur 6. F erit e ass pro e as pro de l & prosp ade al & rosp Reliable Electricity Supply Reliable Electricity Supply ets sets assets assets p MORE MORE MORE SHOCKS AND SHOCKS ANDPERCEPTIONS PERCEPTIONSACTIONS ACTIONS STRESSES STRESSESASSESSMENTUrban TOOL ASSESSMENTUrbanINVENTORY TOOL TOOL UrbanRESILIENTINVENTORY TOOL RESILIENT RESILIENT Environment Environment EnvironmentCITY CITY CITY

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rm & 1. rm & 1. rm & 1. ng-te Meets ng-te -term & Meets1 . Mee ng-te Meets -term & 1. Mee -term & 1. Mee s lo ning basi s lo nloing basi ts ba s lo ning basi long ts ba long ts ba ter plan c n ter pelarsn lanning c n sic ter plan c n ers lanning sic ers lanning sic os ted eed os tedst d p eed noese ted eed st d p nee st d p nee 2. F gra s RESILIENT2. F gra. Fo rate 2s. F gdrsa RESILIENTs . Fo rate ds. Fo rate ds 1 te 1 te 12 eg 1 te 12 eg 12 eg 0 1.3 2.5 3.8 5 0 in 1.3 2.5 0 3.8 1.3 5 2.5 3.8 5 in int in int int 2 2 2 Urban . . 2. . 2. 2. Urban S S S d d d d S d d S S oa s up oa s a oa s up u up a a u u r er & p r er o rs r er & p p & p o rs o rs p p b d b d r e b d & p r e r e & p & p a l e o a l b ld a l e o o e o b ld b ld o o o m rt o a o o m rt em r m rt a o a o em r em r Mobility Mobilityrs h Mobility p s rs h s h rs h p s t p s s h s h t t e l e r e e l p s l r e r e p s p s e k lo iv e k e k e k lo iv l li lo iv e k e k l li l li w ta y e w ta a w ta y e o v y e a a o v o v o s m l o s w t o s m l y e m l w t w t y e y e p f ih p f o s p f ih m li ih o s o s m li m li o e o o p f o e o e h e o p f p f e h e h m n o m CITYo m n o o n o o o o o n CITY n n Environment e t e m e t t m m Environment o o o E E E g d g E e g d t d d E e E e t d t d 1. s 1. . g 1. s s . g . g Solid-Waste Management Solid-Waste Management1 n Solid-Waste Management 1 n 1 n 1 n s 1 n 1 n s s 1 1 1 a a a a a a r r r r r r

& & & & & & t t t p p t p t t i n 3 i n p i n 3 3 p p Availibility of Affordable Housing Availibility of AffordableAvailibility Housing of Affordable Housing i n 3 i n i n 3 3 h . h h . . e e h e . h h . . s h E s e s h E h E e e r r s r h E s s h E h E m e n m r m e n e n r r e e m e e n m m e n e n e a e e e a a e e s s a s a a d d e d s e e s s g l u g d g l u l u d d t t l u t l u l u a a g a t g g t t a h r a a a h r h r a a h h h e e e a e e r e a a r r l n l n e l n e e e e e s s s s l n s s l n l n a a a s s s e e s e s s s s a s a a Condition of Hills Condition of Hills Condition of Hills s e s s e e p p p e r e e r p r p p m m m r r r v e v v e e t u t m t u u m m v v v t u t t u u i i i o e b o e o e b b c c i c i i o e b o e o e b b c c c v v v e l e l e l i i v i v v m i m m i e l i e l e l i i i t c t t c i c i i s m s s m m t c t t c c o o o s s s c c o c o o r r c r c c r r r e e e

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m m m & & & Disease Control Disease9 Control Disease Control s 9 9 s s 9 s 9 9 s s

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P v P P v i v i i t t t i P i v i P P v v u i u u i t i t t i i i u i u u i i r s r r s s r r r n o n n o n o n s n s s n n n e n o e e n o n o u u e u e e i v i v i v u u u c h c i v c h h i v i v c c c i i i h h h a d m a d i a d m m i i o a o o a a d o m d d o m o m t t t e c e t e c c t t Access to Public Open Spaces Access to Public Openi Access Spaces to Public Open Spaces i i c c c m e m m e Growthe Growth Growth o o i o m i i m m s s s o s s s o o o s o s o s s s s n n n o o o r e r n r e e n n c r c e c r r e e e t e e t c t c c & & e & t e e t t l o l & l o o & & i d i l i d o d l l o o a a i a d i i d d m e m a m e e a a b m b m b m e m m m e e g b g m g b b m m o l o o l o l o g o g g e r a e o l e r a o r a o l o l o o Adequate & Clean Water Supply Adequate & Clean WaterAdequateb Supply & Clean Water Supply b e b r a e e r a r a P g b P g P g b b i i i g g g l . l i l . P . i i P P i n i l i n n l l t t i t . n i i . n . n y 4 e y t y 4 e 4 e t t y 4 e y y 4 e 4 e

8 , 8 8 , , y 8 y , y 8 8 , , Flood Control Flood .Control Flood Control t . . t y t y y i . i t i . . t t E l E E E l i l E E i i n i n n i il i il il s b s n s b b b n n b b c u ta e c u s c u ta e a ta e s s a a r c r c u r c t e c c u c u t e t e ri e s i ri e r r ri e s i s c s i r r r r s c s c t s l t t s i e t s l t l ti l t i e i e l ti l ti ic ia s ic ti s ic ia s a s ia s ti s ti s a s a s a c c ju a c c c a c c ju i u c ju c c c c i u i u l o o l o a o l o o c j o a o a o c j c j Cultural Opportunities Cultural Opportunities s n Cultural Opportunities s & s n l n s n s & o s & l n l n o o e ti s e ti s t e ti s s & s s t s t s & s & r n e ty r n e in r n e ty s y e ty e in e in s y s y v u r ri v u rv u v u r ri e it r ri rv u rv u e it e it ic it u u ic it i i ic it u u ur r u u i i i i ur r ur r e y ns c e y ce ty e y ns c s u ns c ce ty ce ty s u s u Agenda Setting AgendaCitizen Setting ExpertAgenda SettingCitizenExpert ExpertWorking Citizen Expert Steering Expert Working Expert Steering Working Steering s o E se s o s o s o E se n ec E se s o s o n ec n ec f f f 5. f 5. . E s 5. f f . E s . E s 7 7 7 5 5 5 Employment & Business Opportunities Employment & BusinessEmployment Opportunities & Business . M Opportunities . M 7. . M 7. 7. Urban Urban Urban a c a M c a c M M in i in ai i in c i ai c ai c pro tain om pro tapin nta om pro mtiain om p nta mi p nta mi te s & con te rso t& ins con note s & con rot ins no rot ins no m ctiv enhan rs e m ctiv ecetnhan& en rs e ecom ctiv enhan rs e ect & en eco ect & en eco an e na ces 6. Foste ity an mea na ive ceshances6. Foste stiteyrs yan e na ces 6. Foste ity ma ive hances sters y ma ive hances sters y mad tural & sper mad nmturaln &atu 6. sFpoer erit mad tural & sper nm natu 6. Fo erit nm natu 6. Fo erit Workshop WorkshopSurvey SurveyWorkshopSurveyInterviews SurveyGroupsSurveyInterviewsCommitteeSurveyGroupsInterviewsCommitteeGroups Committee e as pro e as ade ral & pro rosp e as pro ade ral & rosp ade ral & rosp

Reliable Electricity Supply Reliable Electricity SupplyReliable Electricitysets Supply sets assets p sets assets p assets p IMPLEMENTATION Economy Economy Economy IMPLEMENTATION 60 500+60 17 60500+6 17 5500+ 6 1517 5 6 15 5 15 SHOCKS AND SHOCKSPERCEPTIONSSHOCKS AND AND PERCEPTIONSACTIONSPERCEPTIONS ACTIONSACTIONS 12 1 STRESSES ASSESSMENTSTRESSESSTRESSES TOOL ASSESSMENTINVENTORYASSESSMENT TOOLTOOL TOOL INVENTORYINVENTORY TOOL TOOL participants participantsresponses responsesparticipantsresponsesinteractionsAgendaresponses Settingthemesresponses interactionsparticipantsAgendaresponsesCitizen Settingthemes interactionsExpertparticipants CitizenthemesExpert participantsExpertWorking ExpertSteering Working Steering Urban Urban 11 2 PUNE CITY SELECTION Phase 0 beginning PUNE CITY SELECTION CRO HIRED Phase 0 beginning Phase 1 beginning PUNE CITY SELECTION Phase 0 beginning CRO HIRED Phase 1 beginning CRO HIRED WorkshopPhase 1 beginning WorkshopSurvey SurveyPRELIMINARY RESILIENCE ASSESSMENT (PRA) + DISCOVERY AREAS Phase 1 end SurveyWE ARE HERE NOW! InterviewsSurveyGroupsPRELIMINARY RESILIENCE ASSESSMENT (PRA) + DISCOVERY AREAS Phase 1 end WE ARE HERE NOW! InterviewsRESILIENCE STRATEGY FOR PUNE CommitteePhase 2 end PRELIMINARY RESILIENCE ASSESSMENT (PRA) + DISCOVERY AREAS GroupsPhase 1 end WE ARE HERE NOW! RESILIENCE STRATEGY FOR PUNE CommitteePhase 2 end EconomyRESILIENCE STRATEGY FOR PUNE Phase 2 end Economy Identifying Key Resilience Themes Synthesising CurrentMORE Resilience InitiativesMORE MORE May 2017 Jan 2017 MayNov 2017 2017 Jan 2017May Nov2017 2017Jan 2017 Nov 201760 60500+ June17 2018500+6 June17 2018December5 6 201815June 20185December 201815 December 2018 RESILIENT RESILIENTRESILIENT PHASE - 0 PHASE - 0 PHASE - 0 PHASE - I PHASE - I PHASE - I PHASE - II PHASE - II PHASE100RC’s - II proprietary Perceptions Assessment Tool (PAT) was used to source and analyze the perceptions Urban 250 plus resilienceUrban related actionsUrban from the year 2005 onwards were sourced from publicly available participants participantsresponses responsesresponsesinteractionsresponsesthemesinteractionsparticipantsthemes participantsof city leaders and civil society actors on key resilience strengths and weaknesses. A mixed method Environment documents. TheseEnvironment wereEnvironment verified with HeadsCITY of Departments10 at the PuneCITY MunicipalCITY Corporation and 3 PUNE CITY SELECTION Phase 0 beginning CRO HIRED Phase 1 beginning PRELIMINARY RESILIENCE ASSESSMENT (PRA) + DISCOVERY AREAS Phase 1 end WE ARE HERE NOW! RESILIENCE STRATEGY FOR PUNE Phase 2 end PUNE CITY SELECTION Phase 0 beginning CRO HIRED Phase 1 beginning approach was used whichPRELIMINARY RESILIENCE ASSESSMENT (PRA) + DISCOVERY AREAS Phase 1 end includedWE ARE HERE NOW! expert surveys, workingRESILIENCE STRATEGY FOR PUNE groupPhase 2 end sessions, and inputs from the Agenda were also checked against municipal budgets (past two years) and confirmed with stakeholders across

Setting Workshop. One-on-one interviews with city champions helped validate hypotheses on priority government, civil society, and academia. The purpose of this activity was to identifyTOTAL FACTORS actions and gaps in complete complete complete Develop in-going hypothesesDevelop in-goingValidate hypotheses Develophypotheses in-goingMay through 2017Validate hypotheses citizenJan hypotheses 2017and MayNov through Validate2017 2017synthesize citizen hypothesesJan 2017 and information throughNov 2017 to citizensynthesize andDeep information dive intosynthesize toDiscovery informationDeep Areas dive into to DiscoveryDeep Areas Junedive into2018strengths Discovery and weaknesses.AreasJune 2018December Below, key 2018 resilience strengthsDecember and 2018 weaknesses are discussed. resilience efforts across different drivers of resilience, against evolving priority areas.264 on Discovery Areas on Discoveryexpert Areas engagementon Discovery and Areas expertuse 100RC engagement tools to andexpert usefinalize engagement100RC Discovery tools toand Areas use 100RCfinalize tools Discoveryand to assess Areas opportunitiesfinalize Discoveryand assess Areas opportunitiesand assess opportunities PHASE - 0 PHASE - 0 PHASE - I PHASE - I on-going/to on-board on-going/toPHASE on-board- II on-going/toPHASE on-board - II Perceptions 9 4 ASW Expert Interviews Expert Survey Assessment Tool Actions Inventory

complete complete

Develop in-going hypothesesDevelop in-goingValidate hypotheses hypotheses throughValidate citizen hypotheses and throughsynthesize citizen and information synthesizeto Deep information dive into to Discovery Deep Areas dive into Discovery Areas IMPLEMENTATION IMPLEMENTATION IMPLEMENTATION on Discovery Areas on Discovery Areasexpert engagement andexpert use 100RC engagement tools to and use finalize100RC toolsDiscovery to Areasfinalize Discoveryand assess Areas opportunitiesand assess opportunities on-going/to on-board on-going/to on-board 8 5

Agenda Setting AgendaCitizen6 SettingAgendaExpert Setting ExpertCitizen15+ CitizenWorkingExpert Expert15+SteeringExpert ExpertWorking Working 100+Steering Urban Steering 250+ Urban Urban 7 6 Workshop ThematicSurveyWorkshop workingWorkshop groupsSurvey ChampionsInterviewsSurvey were SurveyGroupsSurveyCity leadersSurveyCommittee wereInterviews engagedInterviews GroupsStakeholdersGroupsCommittee wereCommittee Actions were coded by verifying deepened our understanding engaged to validate our to understand city’s engaged to gatherEconomy with heads of departmentsEconomy of PMCEconomy of shocks & stresses findings & hypothesis strengths & weakness perceptions about the city & other stakeholders 60 500+60 6017 500+6 500+517 17156 6 5 5 15 15 12 1 participants responsesparticipantsparticipantsresponses interactionsresponsesresponsesthemesresponsesresponsesparticipantsinteractionsinteractionsthemes themesparticipantsparticipants 1 12 11 2

PUNE CITY SELECTION Phase 0 beginning CRO HIRED PUNE CITY SELECTION Phase 1 beginning Phase 0 beginning PUNE CITY SELECTION Phase 0 beginning CRO HIRED Phase 1 beginning CRO HIRED Phase 1 beginning PRELIMINARY RESILIENCE ASSESSMENT (PRA) + DISCOVERY AREAS Phase 1 end 0 WE ARE HERE NOW! 1 2 3 4 5 PRELIMINARY RESILIENCE ASSESSMENT (PRA) + DISCOVERY AREAS RESILIENCE STRATEGY FOR PUNE Phase 1 end WE ARE HERE NOW! Phase 2 end PRELIMINARY RESILIENCE ASSESSMENT (PRA) + DISCOVERY AREAS Phase 1 end WE ARE HERE NOW! RESILIENCE STRATEGY FOR PUNE Phase 2 end RESILIENCE STRATEGY FOR PUNE Phase 2 end

Mobility May 2017 Jan 2017 NovMay 2017 2017May 2017Jan 2017Jan Nov2017 2017Nov 2017 11 Solid-WasteJune Management 2018 2 JuneDecember 2018June 2018 2018 DecemberDecember 2018 2018 RESILIENCE THEMES RESILIENCE THEMES PHASE - 0 PHASE PHASE- 0 - 0 PHASE - I PHASEAvailibility PHASE- I of Affordable - I Housing PHASE - II PHASE PHASE- II - II 1 MEETS BASIC NEEDS Condition of Hills 1 MEETS BASIC NEEDS 10 3 2 SUPPORTS LIVELIHOODS & EMPLOYMENT Air Quality 2 SUPPORTS LIVELIHOODS & EMPLOYMENT

3 ENSURES PUBLIC HEALTH SERVICES Disease Outbreak/Control 3 ENSURES PUBLIC HEALTH SERVICES TOTAL PRIORITIZED 10 3 complete complete complete ACTIONS Develop in-going hypotheses Develop4 PROMOTESValidate Developin-going COHESIVE hypotheses in-goinghypotheses & ENGAGED hypotheses COMMUNITIES through citizenValidate and Validatehypotheses hypotheses throughsynthesize citizenthrough informationAccess and citizen to Public Opento and Spaces synthesizeDeep synthesizedive information into Discovery information4 toPROMOTES Areas to DeepCOHESIVE dive &Deep ENGAGED into dive Discovery COMMUNITIES into Discovery Areas Areas 253 on Discovery Areas on5 ENSURES Discoveryexperton SOCIAL Discovery Areas engagement STABILITY, Areas SECURITY and & JUSTICEuse 100RCexpert tools engagementexpert to engagement andfinalize use 100RCandDiscovery useAdequate tools 100RC Areas& Cleanto Watertools Supply tofinalize and assessDiscoveryfinalize opportunities Discovery Areas5 ENSURES Areas SOCIALand assessSTABILITY,and opportunities SECURITYassess &opportunities JUSTICE TOTAL FACTORS on-going/to on-board on-going/toon-going/to on-board on-board 6 FOSTERS ECONOMIC PROSPERITY Flood Control 6 FOSTERS ECONOMIC PROSPERITY 9 4 264 7 MAINTAINS & ENHANCES PROTECTIVE NATURAL & Cultural Opportunities 7 MAINTAINS & ENHANCES PROTECTIVE NATURAL & MANMADE ASSETS MANMADE ASSETS Employment & Business Opportunities 8 ENSURES CONTINUITY OF CRITICAL SERVICES 9 4 8 ENSURES CONTINUITY OF CRITICAL SERVICES Reliable Electricity Supply 9 PROVIDES RELIABLE COMMUNICATION & MOBILITY 9 PROVIDES RELIABLE COMMUNICATION & MOBILITY 10 PROMOTES LEADERSHIP & EFFECTIVE MANAGEMENT 10 PROMOTES LEADERSHIP & EFFECTIVE MANAGEMENT 8 5 11 EMPOWERS A BROAD RANGE OF STAKEHOLDERS 11 EMPOWERS A BROAD RANGE OF STAKEHOLDERS 12 FOSTERS LONG-TERM & INTEGRATED PLANNING 12 FOSTERS LONG-TERM & INTEGRATED PLANNING 7 6 8 5

7 6

LEGEND Need to do better Doing well, but can improve Area of strength Figure 38: Perceptions Assessment Tool LEGEND Primary Secondary Areas of: Deep Engagement Mild Engagement Low Engagement Figure 39: Actions Inventory Tool 12 1 Each segment represents 3.5 action codings

45 46 RESILIENT PUNE 11 2 EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 0 1 2 3 4 5

Mobility

Solid-Waste Management

Availibility of Affordable Housing

Condition of Hills 10 3

Air Quality

Disease Outbreak/Control TOTAL PRIORITIZED ACTIONS Access to Public Open Spaces 253 Adequate & Clean Water Supply

Flood Control 9 4

Cultural Opportunities

Employment & Business Opportunities

Reliable Electricity Supply

8 5

7 6 Pune Resilience Strategy Outlines 3 pillars, 10 inter-related goals and 40 actions, that can be implemented through over 50 projects. These enhance the on-going work in the city while also proposing new projects.

PILLAR 1: GROWTH PILLAR 2: ENVIRONMENT PILLAR 3: ECONOMY Guide integrated Mainstream climate Strengthen the diverse & equitable action, environmental economy & workforce

& Visions growth in Pune planning & natural resource capabilities in Pune

Resilience Pillars management in Pune

INSTITUTIONS PLANNING & FINANCING & ECOSYSTEM & & CAPACITY COORDINATION VIABILITY ENGAGEMENT Diagnostic Diagnostic Framework

1.1 Promote integrated 2.1 Enhance environmental 3.1 Boost Pune’s economy development planning governance & community through skilling & in Pune urban region stewardship support for business

1.2 Strengthen low carbon & 2.2 Study, monitor & 3.2 Ensure every individual in shared mobility services in proactively plan for Pune has the opportunity Pune urban region ecosystem benefits to work in dignity

Goals 1.3 Ensure access to safe, 2.3 Promote circular 3.3 Promote Pune as a centre

Resilience secure, adequate & economy through for innovation by focusing affordable housing for all waste management on creativity, research & PUNE development 1.4 Strengthen pathways for democratic decision-making & civic participation in local RESILIENCE area planning STRATEGY

47 RESILIENT PUNE Image courtesy: go.itdp.org (Suraj Bartakke) EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNEPUNE RESILIENCE STRATEGY NEXT STEPS 48 49 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 50 As Pune’s population and urban spread increases, three broad spatial patterns emerge – a congested core of historic significance, medium density neighbourhoods that surround the core, GOAL 1.1 and rapidly urbanizing peri-urban areas with governance deficit, witnessing Promote integrated haphazard township developments development planning proximate to large employment centres. in Pune urban region

The rapid urbanization following the booming economic opportunities in the region, with no institutions mandated to foresee and predictively plan and monitor these services, have accentuated GOAL 1.2 environmental as well as infrastructural stresses of mobility and affordable Strengthen low carbon & housing. For example, there is no single shared mobility services in authority or process that oversees the Pune urban region convergence of works by the traffic dept., road dept., public bus & metro mobility services. Similarly housing adequacy is not measured or comprehensively planned for. PILLAR The development plans only cover land-use in their scope, and therefore integration GOAL 1.3 of mobility, environment, economic Ensure access to safe, 1 development is overlooked, causing secure, adequate & uneven and unsustainable growth. As the 34 surrounding villages get incorporated affordable housing for all into PMC over the next few years, nearly doubling its footprint, it is imperative to guide growth and to ensure that the citizen experience across the region is equitable Guide integrated & along various development parameters. Enhancing citizen engagement and GOAL 1.4 promoting social cohesion, especially in Strengthen pathways equitable growth in Pune areas populated with new migrants (both high-income professionals and livelihood- for democratic decision- seeking populace) will make these making & civic participation communities more resilient. in local area planning

51 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 52 GOAL 1.1 HOW? SUSTAINABLE DEVELOPMENT GOALS Promote integrated ACTION 1.1.1 Enhance processes development and capacities for integrated development planning in Pune planning in Pune region urban region ACTION 1.1.2 WHY? Enhance resilience at the GOAL ENDORSED BY With rapid urbanization, the traditional pace and regional scale by including methods of Development Planning are no longer serving mapping of environmental the needs of the city. The need for integrating sectors such as mobility planning, ecosystem conservation, assets and integrating economic development, and re-development of older/ conservation objectives core city areas into land-use and development planning into development plans is evident, given the desire to enhance resilience in the urban region. The absence of a modern urban planning framework, performance measures of spatial plans, and common digital GIS base map across agencies lead to weak plans, and inadequate implementation and enforcement. This results in unregulated growth, destruction or degradation of natural assets, and failure or inadequacy of infrastructure. The city becomes more susceptible to shocks such as extreme weather events. Chronic stresses emerge, exacerbating poverty and disease due to unhealthy environments.

Transit projects (metro, BRT, High Capacity Mass Transit Road) that are underway in Pune provide an opportunity to develop new models of development planning, such as Transit Oriented Development and Local Area Plans. Guidelines are also needed for re-development of high density areas that have below par building stocks and services, while conserving heritage precincts and the pre-motorization urban fabric. The addition of several peri-urban habitations to the municipal boundary also necessitates a process for integration of the multiple Development Plan into a strategic plan for the entire municipal jurisdiction, while enabling local area plans.

53 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 54 ACTION 1.1.1 ACTION 1.1.2 Enhance processes and capacities for integrated development planning in Pune region Enhance resilience at the regional scale including by mapping environmental assets and integrating conservation objectives into development plans

The Pune metropolitan region has multiple institutional levels instruments may also be needed. As the largest city in the metropolitan region, Pune impacts A key strategy to do this is to map natural/ near natural lands/ and entities undertaking development planning. While each the region; conversely, a large population within Pune will be ecosystems and other environmental assets and maintain such local authority is mandated to prepare its own development Transit projects (metro, BRT, High Capacity Mass Transit Road) impacted by regional-scale developments and changes. It is information as part of the Geographic Information Systems of plan responding to locale-specific needs, stronger mechanisms and addition of peri-urban areas are opportunities for new in the interest of all local self-governments (PMC, PCMC and planning authorities for consideration in planning processes. are needed for synergizing these plans towards enhancing models of development planning, such as Transit Oriented towns and villages in the region) to be aware of resilience resilience and sustainability at the regional scale. Strategic Development and Local Area Plans. Plan frame-works are challenges and take steps to enhance resilience at the Pilot projects may be initiated with a view of securing natural planning for the urban area by PMRDA and municipal also needed to rejuvenate old core, high density areas that regional scale. PMC as an important stakeholder can advocate resources through instruments such as Payment for Ecosystem jurisdictions by PMC and PCMC, while also enabling local area have below-par building stocks and services, while conserving improved natural resource conservation, especially water and Services (PES), conservation easements and Transfer of plans may be the way forward. Innovative approaches and heritage precincts and the pre-motorization urban fabric. biodiversity, integrated land-use and mobility planning, as well Development Rights. The feasibility of these instruments, within as help enhance appropriate economic growth in the region. the current planning legislative framework, needs to be assessed.

Resilience-building projects Resilience-building projects

Project Objective Success Indicators Resilience Value Project Objective Success Indicators Resilience Value

Launch a multi-stakeholder Forum To introduce innovations in processes, Participation of the key institutional Promotes leadership and effective Study and report on resilience of To prepare a resilience assessment A resilience assessment is prepared It enhances resilience thinking and of Sustainability Planning to foster instruments, and institutional stakeholders in the Forum management Pune city within the metropolitan at the regional scale, using the for the Pune metropolitan region provides baselines for future work innovations arrangements in the planning process, Interaction of the Forum with diverse region for integration by PMRDA methodology and learnings from the on resilience enhancement at the with concomitant enhancement of the input providers on innovations in into its plans 100RC program implementation in regional scale Led by PMRDA technical capacity and information planning, and social, environmental Pune Regional | Program base of the government agencies and economic aspects Led by PMC Proposed by Resilient Pune | Short- and professionals anchoring these Incubation of innovations Regional | Program/ Study term processes Proposed by Resilient Pune | Medium-term Prepare a strategic structure plan for To coordinate the Development An integrated strategic plan is Avoids uncontrolled urban the metropolitan region, integrating Plans of different local authorities created development Ecosystem & Environmental Assets To map and secure natural resources Comprehensiveness of mapping Helps develop robustness in current various Development Plans and the PMRDA and enhance Resilience enhancing elements are Avoids infrastructure failure Mapping and integration with DC using positive/negative incentives Level of integration of ecosystem city development regulatory system identifying resilience indicators at a integration of resilience at a strategic added to the strategic plan Fosters long-term & integrated Rules through DC Rules and environmental assets strategic level level in master plans Resilience in the metropolitan region planning increases over time, captured against Led by PMC and PMRDA Led by PMRDA/ PMC the identified resilience indicators City-wide | Program/regulation Regional | Plan Proposed by Resilient Pune | New| Medium-term Medium-term

Develop guidelines for To support timely and Adoption of the Development Plan Avoids uncontrolled urban PES-Pay: Study feasibility of To initiate pilot projects to protect Number of farmers adopting/ Ensures continuity of critical implementation, enforcement and comprehensive implementation of implementation guidelines development conservation easements and natural resources and ecosystem area under sustainable agriculture ecosystem services monitoring of Development Plans Development Plans, assist in resource % implementation of the Avoids infrastructure failure application of Payment for services for the city through practices in PMRDA region Ensures social stability, security and and their adoption in Pune mobilization, monitoring, review and Development Plan Ecosystem Services in PMRDA instruments such as Payment for Number of private and commons justice public reporting on the progress of Enhanced transparency in processes region (pilot projects, consultations) Ecosystem Services (PES) and forest/ natural ecosystem areas It fosters long-term and integrative Led by PMC State Urban DP implementation of implementation and review conservation easements, making brought under conservation regime planning Development Dept Led by PMC and PMRDA sustainable natural resource use in PMRDA region It helps creates cohesiveness and Local/ State-wide | Policy/ Regional | Program/regulation practices economically viable for Number of sacred groves, commons belongingness among different Regulation Proposed by Resilient Pune| Medium/ communities dependent upon land conserved and maintained communities PMRDA region New | Medium-term long -term ecosystems for their livelihoods; Number of private property owners and to assess the feasibility of these opting for maintaining properties as Conduct pilots of LAPs and TOD To pilot test the methodologies for Improvement in access to public Local Area Plans can promote instruments within the current ‘in-violate’ areas in accordance with plans in a range of typologies Local Area Plan preparation in the services as compared to the baseline integrated growth, with potential for planning legislative framework green and blue zone mandate of density and land-use, with a 11 villages recently integrated into created through the socio-economic locale-specific detail and effective participatory approach, including the municipal area, building upon survey by Gokhale Institute and inclusive public participation for rejuvenation and conservation of the socio-economic and physical Fosters long-term & integrated core city precincts survey being conducted by Gokhale planning Institute. Services planning may be Guards against infrastructure failure Led by PMC, with potential financial done in addition to land-use planning support from MoHUA; technical as part of the LAP. MoHUA’s scheme support from CEPT for support to pilot LAPs and TP Local | Planning Schemes may be used. On-going | Medium-term

55 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNEPUNE RESILIENCE STRATEGY NEXT STEPS 56 GOAL 1.2 HOW? SUSTAINABLE DEVELOPMENT GOALS Strengthen low ACTION 1.2.1 Enhance institutional carbon & shared capacity and coordination for mobility planning at mobility services in PMC and for the Pune Pune urban region Urban Agglomeration (UA)

WHY? ACTION 1.2.2 GOAL ENDORSED BY

Rapid increases in the urban area and population, and Improve bus-based public the inability of transportation planning and service transit provision to keep pace, have generally been seen as the reason for the increase in private motorized modes of passenger transport. The adverse impacts of this trend ACTION 1.2.3 include increased road crashes and fatalities, increased health impacts from air pollution and driving stress, Integrate and improve time wasted in congestion and increased contribution to climate change. The National Urban Transport Policy, para-transit and shuttle 2006, lays the direction for improvements in this sector. operations for last mile and The PMRDA, PMC and PCMC have also taken up projects local area shared mobility for improvement. However, critical gaps in institutional structures, coordination, and understanding are preventing and/ or delaying the transition to sustainable mobility in Pune. ACTION 1.2.4 Improve facilities for pedestrians and cyclists

ACTION 1.2.5 Institute a comprehensive public engagement program on sustainable mobility

57 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 58 ACTION 1.2.1 ACTION 1.2.2 Enhance institutional capacity and coordination for mobility planning at PMC and for Improve bus-based public transit the Pune Urban Agglomeration (UA)

The PMRDA, PMC, PCMC, PMPML, Traffic Police and RTO transition to sustainable mobility in Pune. It is essential Bus-based public transit is the backbone of the public tremendously in recent years. Improvements are needed have a role in transportation planning, infrastructure, that all government agencies linked to mobility planning, transportation system in the Pune region, providing through actions external to the PMPML (such as investment, service provision and regulation, and they have taken up infrastructure development and service delivery in Pune have affordable mobility through an extensive network operated land-use planning linkages, regulation) as well as internal to transportation improvements. These include preparation a comprehensive and coherent approach with adequate by the Pune Mahanagar Mahamandal Ltd (PMPML). Though PMPML (technical capacity, management, public engagement). of mobility plans, infrastructure for metro, BRTS, ‘complete institutional and technical capacities. the quality of bus-based transit services has declined Leads: PMC, PCMC, PMPML streets’ projects, public bicycling, etc. Leads: Municipal Commissioners PMC & PCMC; CEO PMRDA, However, critical gaps in institutional structures, coordination, District Collector, Maha Metro, PMPML, RTO, Traffic Police and understanding are preventing and/or delaying the

Resilience-building projects Resilience-building projects

Project Objective Success Indicators Resilience Value Project Objective Success Indicators Resilience Value

Set up a Mobility Department within To bring various elements of Improved implementation of the Improves access to sustainable Establish service levels for bus- To set up a transparent, participative Publication of service levels, and A public transport system that PMC transportation and mobility planning Comprehensive Mobility Plan, Pune mobility based public transit and accountable mechanism for considerations in establishing these adequately meets the needs of and infrastructure development Streets Program, Bicycle Plan, Reduces loss of life and property establishing service levels for bus- Inclusivity, clarity of information the public is a key infrastructure Led by PMC under one entity within PMC to Parking policy and other mobility Reduces environmental degradation Led by PMPML based public transport materials on service levels and component that contributes to well- City-wide | Program enable a focused effort for projects and pollution City-wide | Plan trade-offs, deliberative quality, and being and economy Proposed by Resilient Pune | Short- enhancing sustainable mobility Reduced road crashes and fatalities Proposed by Resilient Pune | influence of the process of public term systems in Pune city Reduced tail pipe emissions Medium-term engagement on decision-making about service levels, assessed by Update the Comprehensive Mobility To review the changes in the mobility Updated targets for sustainable Improves access to sustainable participants/ public Plan (CMP) of PMC, including its scenario in Pune city and the mobility provisioning, budget mobility links with the CMP of the PMRDA metropolitan region, including metro, estimates and detailed action plans Reduces loss of life and property Enhance investment in, and incomes To develop and implement a range Availability of adequate capital and High quality and affordable public BRT, aggregator cabs, bicycle plans, available for implementation Reduces environmental degradation of PMPML of options to ensure the financial operating funds transport services are provided in Led by PMC street design projects, pedestrian and pollution stability of PMPML, such that it can Regular payments to staff and a stable manner, with expansion of Local | Planning policy, parking policy within the Led by PMC and PMPML provide high quality, affordable and vendors services as per need On-going | Short-term city, as well as the proposals and Local | Plan inclusive public transport services projections in the CMP prepared by On-going | Medium-term in Pune, responding to agreed upon the PMRDA service levels

Integrate appropriate revisions in the provisions of the PMC’s CMP, to meet Strengthen regulation of PMPML To improve the performance of Improvements in performance Despite having a monopoly in stage the proposed targets of road safety through the RTA PMPML through appropriate, over time, captured by public and carriage services, PMPML as a public and mode share functional regulatory mechanisms customer satisfaction, affordability utility, provides a reasonable level of Led by State Government Transport including regular public disclosure of services, and improvement in public transportation services at a Set up a Unified Metropolitan To ensure coordinated planning Integrated land-use and transport To create an environment that Dept and hearings redressal of internal and external fair price within the Pune region Transportation Authority (UMTA) for and implementation of sustainable planning at the regional scale fosters integrated and sustainable State | Regulation grievances Pune UA mobility infrastructure and services Improved access to public transport mobility planning and regulation at On-going with multi-modal integration across at the regional scale the regional scale To ensure that Development Plans Adequacy of land and infrastructure As urban populations rise, the Led by PMRDA the metropolitan region Reduced road crashes and fatalities Strengthen integration of bus-based integrate and support sustainable needed for public transport provision of adequate public Regional| Program at the regional scale public transit in land-use plans transport infrastructure creation and Improvements in access to public transport is essential for enabling On-going Led by PMRDA, PMC, PCMC planning, through regular review and transport as DPs get implemented livelihoods, education, etc., and helps Local, regional| Plan update of the Development Plans Adequate ridership of public avoid a concomitant rise in private On-going from a public transport planning transport, as DPs get implemented motorized modes, related road safety perspective concerns, air and noise pollution

Continue preparation of the To review institutional capacity Clarity of ways forward for A public transport system that PMPML Business Plan to strengthen and operations of the PMPML, strengthening PMPML adequately meets the needs of institutional structure, management and develop a plan of action for Traction with/ acceptance among the public is a key infrastructure and technical capacity of PMPML strengthening the same, vis a vis key institutional stakeholders about component that contributes to well- organizational vision and structure, the recommendations of the Business being and economy Led by PMPML, PMC human resources, finances and Plan Local | Plan assets, operations plan, etc., On-going including the plan for transition/ change management

59 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNEPUNE RESILIENCE STRATEGY NEXT STEPS 60 ACTION 1.2.3 ACTION 1.2.4 Integrate and improve para-transit and shuttle operations for last mile and local area Improve facilities for pedestrians and cyclists shared mobility

Short local trips currently made by private motorized modes as share-rickshaws and six-seater services. Better integration Facilities for walking designed with universal access principles, development are relatively new areas of work in India, it is could be converted to shared modes, with local circulator of these informal services into the PMC’s mobility plans will cycling or non-motorized transport are essential elements in important to enhance institutional and technical capacity at services. This would help create a more conducive environment help improve shared transport services in areas under-serviced any city. PMC has already formulated a Pedestrian Policy, a the PMC to effectively implement these new initiatives. for on-street parking demand management, which if by public transport, for local circulator services and as last mile Parking Policy, developed Urban Street Design Guidelines, and Civil society engagement is also essential to effect a transition implemented, would help free up street space for pedestrians connectivity. a Comprehensive Bicycle Master Plan. in street design and usage. For this, a multi-stakeholder and cyclists. Implementation of the Pune Streets Program is underway, Leads: RTO, Traffic Police, Auto rickshaw unions/ associations, partnership could be devised with options for corporate through which about 100 kms are to be developed as Para-transit providers are primarily in the informal sector, such PMC groups, commercial associations, educational institutions, etc., ‘complete streets’. to join. These projects need to be continued and supported. As Leads: PMC Road Dept, Traffic Dept, Bicycle Dept non-motorized transportation planning and infrastructure

Resilience-building projects Resilience-building projects

Project Objective Success Indicators Resilience Value Project Objective Success Indicators Resilience Value

Institutional arrangement for running To develop an institutional Shift of private motorized trips to Increased shared mobility services Continue Pune Streets Program and To develop complete streets, with Number of kms of complete streets, Safe, convenient and attractive shuttle services mechanism enabling local circulator shared modes can help avoid trips by private Pune Cycle Plan universal access design, that cater to especially key arterial and sub- streets are the first and most basic services Reduction in parking demand of motorized modes, thereby helping all user groups, including wide and arterial roads, where the Pune Streets element of sustainable mobility Led by PMC/ RTO/ PMPML/ private vehicles used for local trips reduce emissions, and road space Led by PMC continuous footpaths, safe pedestrian Program is implemented (100 kms is infrastructure and the most accessible Rickshaw Unions usage for on-street parking City-wide | Program crossings, separate cycle tracks where the initial target) public spaces across the city City-wide | Program On-going | Medium-term applicable, conveniently placed bus Number of kms of completion of stops, clearly designated on-street cycle network and setting up of cycle Proposed by Resilient Pune | To conduct a trial of a shuttle Shift of private motorized trips to Increased shared mobility services parking, organised street vending parking facilities Medium-term service, and document the process shared modes can help avoid trips by private and properly-scaled carriageways, Institute pilot shuttle services and impacts, for potential policy Reduction in parking demand of motorized modes, thereby helping and implement the cycle network as development and scale up private vehicles used for local trips reduce emissions, and road space proposed in the Pune Cycle Plan Led by PMC/ RTO/ PMPML The operation of shuttle services usage for on-street parking Local | Project is seen as an attractive business Improved livelihood option for Conduct technical training on NMT To enhance technical capacity Development of appropriate Adequate institutional capacity is New | Short-term opportunity, including by informal current informal IPT operators planning of PMC staff in Traffic, Road and institutional capacity and processes essential to develop inclusive and IPT operators related line departments on non- to undertake NMT planning, complete streets infrastructure, which Led by PMC motorized transportation planning, development and review directly enhances public well-being Local | Capacity building development and review, and New | Short-term develop appropriate organizational procedures for the same

Initiate Bicycle Partnership for To set up a PPP mechanism with An effective mechanism is set up that To create an environment that cycling promotion the PMC to enable corporate enables interested entities to join and fosters partnerships and engagement partnerships, and support through support bicycling in promotion of bicycling in Pune Led by PMC/ Bicycle Advisory funding/ CSR, employee engagement The mechanism enables effective Committee and in kind, for promotion of outreach management to the public National | Study bicycling in Pune and various stakeholders, as per the On-going Pune Cycle Plan

61 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNEPUNE RESILIENCE STRATEGY NEXT STEPS 62 ACTION 1.2.5 Institute a comprehensive public engagement program on sustainable mobility

While PMC has taken steps for strengthening mobility leverage that will result in better physical designs and systems, services, lack of public understanding and support delays the as well as exert pressure on political and administrative transition to a sustainable mobility system in Pune. Protection systems. It may the most enduring approach to enable the of pedestrian and cyclist facilities, acceptance of parking transition and future sustainability. regulations, and the shift to more sustainable modes requires Concomitantly, adequate institutional capacity to undertake public support. Equally, public engagement is needed for local public engagement, and actual processes to inform and refinement of new physical infrastructure and services being engage the public, would enable a smoother and more rapid put in place. system transition. Improved public understanding and engagement can be the Leads: PMC

Resilience-building projects

Project Objective Success Indicators Resilience Value

Strengthen PMC’s capacity for To set up mechanisms and build Orientation is carried out for PMC Such public engagement can enable IEC and public engagement on up institutional capacity at PMC staff related to transportation better and more informed decision- sustainable mobility for facilitating interaction and planning, on the need for and making about transportation policies engagement between the local methods of IEC and public and systems, that are sustainable, Led by PMC government, transport service engagement for the sector supportable, reflect community values City-wide | Program providers, passengers and the general A policy and procedures are and help in smooth implementation of Proposed by Resilient Pune | Short- public, about transportation policies, developed for conduct and plans and projects term systems and infrastructure assessment of IEC, marketing, and public engagement processes and events The PMC is able to anchor high quality public engagements and contracts for such services

Implement sustainable mobility To implement an extensive public Improved public understanding Such public engagement can enable communication campaign outreach campaign about PMC’s about sustainable transportation, better and more informed decision- sustainable mobility efforts, including and greater credibility of PMC making about transportation policies Led by PMC public engagement around specific and associated agencies, assessed and systems, that are sustainable, City-wide | Program projects currently underway (such through public perception surveys supportable, reflect community values Proposed by Resilient Pune | Short- as the Rainbow BRT, Pune Streets and other tools and help in smooth implementation of term Program, Pune Cycle Plan) or soon to Improved ownership and plans and projects be taken up (such as implementation engagement of communities of of the Parking Policy) sustainable transport projects Public engagement is Inclusive, well- informed with high deliberative value, and enables real influence of the public in decisions, assessed through participant feedback, independent oversight committees, etc.

63 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXTImage STEPS courtesy: Ranu Bhandari64 GOAL 1.3 HOW? SUSTAINABLE DEVELOPMENT GOALS Ensure access to safe, ACTION 1.3.1 Reduce housing vacancies secure, adequate & and create a vibrant, sustainable and inclusive affordable housing rental housing market for all ACTION 1.3.2 WHY? Incentivize private GOAL ENDORSED BY Housing policies seem to have focused on construction sector participation in of new units with little impact on reducing housing responding responsibly to vacancy of 20-25% and address the supply demand mismatch, especially in low-income housing segment low-income construction shows the inability of the current market mechanisms and upgradation to meet the gap. These have been especially difficult to assess, plan and monitor with no single authority mandated to oversee housing in the urban region and ACTION 1.3.3 limited data for the market to make relevant products. These challenges are further expected to exacerbate Make beneficiary with the incorporation of additional villages and doubling improvements like access of the jurisdiction area under the PMC. to finance, process of land titling, and de-link land rights from basic services, development rights and formal mortgage

65 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 66 GOAL 1.4 HOW? SUSTAINABLE DEVELOPMENT GOALS Strengthen pathways ACTION 1.4.1 Institute policies and for democratic undertake capacity building at PMC for inclusive local decision- making & area participatory planning civic participation in and public engagement local area planning ACTION 1.4.2 GOAL ENDORSED BY

WHY? Undertake pilots of public engagement processes The rapid pace of urbanization poses challenges for governance. Aspects such as societal heterogeneity, forward/neighbourhood structural inequalities, varied literacy levels add to level planning and the complexity of urban sustainability issues. While implementation rural areas in India have the ‘gram sabha’, there is no analogous institution in cities, where citizens can participate in civic matters in their neighbourhoods. This impacts not just accountability of municipalities, but ACTION 1.4.3 quality of democracy itself. Low levels of transparency in finances and operations of municipalities worsens this Undertake civic education problem. and engagement to improve voter turnouts and It is recognized that public participation in cities must improve, e.g. urban planning guidelines by Govt of electoral outcomes more India mention the need for public participation (URDPFI representative of the wider 2015). A provision for Area Sabhas was added to the Maharashtra Municipal Act in 2009, but not implemented city population as rules have not been made. In addition, Public Disclosure Law is not implemented in spirit despite being enacted. The lack of well-structured public engagement and participation processes impedes problem analysis, search for alternatives and innovations, and implementing solutions.

Innovations are needed in processes of public engagement and participation in civic matters to help harness the wisdom of the public, improve trust and enable collaborative problem solving, be especially responsive to the needs of vulnerable and marginalized groups, and enhance well-being.

67 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 68 ACTION 1.4.1 ACTION 1.4.2 Institute policies and undertake capacity building at PMC for inclusive local area Undertake pilots of public engagement processes forward/neighbourhood level participatory planning and public engagement planning and implementation

Public participation is important for urban sustainability and The ambition of instituting participatory processes must Formal forums such as an Area Sabha, analogous to the accountability of corporator and civic administration. effective governance. However, there is no policy or guideline be accompanied with some effort on capacity building to ‘gram sabha’, are needed to enable participation. These are PMC already has e-governance systems and is using ICT adopted about why, when and how public engagement may anchor and conduct participatory processes in an inclusive, envisaged under the Maharashtra Municipal Corporations Act, tools for public outreach and complaints management. The be done as part of civic public governance. In the absence of thoughtful and effective manner. This will include supportive but not yet operationalized. experiences with participatory approaches shows that the a policy, good practice guidelines, and standards, the efforts administration, trained facilitators and civic or public capacity Pilot projects will help develop and refine methods of inclusive higher populations and densities of urban areas would require made for public participation often fall short, leading to greater to contribute as informed participants. and effective public engagement in the urban context. The innovation in ICT tools, which could support meaningful mistrust of the government by the public. Lead: PMC role of Area Sabhas is to deliberate on civic issues and engage participation. Such efforts to strengthen structured, inclusive, with corporators and the civic administration, be informed effective forums and mechanisms for public participation about plans and budgets for local area, provide inputs and would help improve social cohesion and build resilient Resilience-building projects suggestions for plans and projects in local area, raise issues societies. and ensure timely redress of various grievances and increase Project Objective Success Indicators Resilience Value Leads: PMC Ward Offices and sectoral committees

Prepare a policy for sectoral and To develop a policy for sectoral The policy clarifies how public Enhances social cohesion, inclusion, area-based public engagement and area-based public engagement engagement fits within the existing mutual support, and helps develop for placement before the PMC democratic institution, as a way of more robust, acceptable and Led by PMC General Body, potentially through deepening democratic governance implementable policies and programs City-wide | Program an extensive process of dialogue Includes principles of and measures Resilience-building projects Proposed by Resilient Pune | Short- and engagement with the public, for inclusivity, deliberative quality, term elected representatives, academics, and influence of public engagement Project Objective Success Indicators Resilience Value government functionaries and other on civic decision-making, and their experts assessment Constitute pilot Area Sabhas in To constitute pilots of Area Sabhas in Process documentation is available Enhances social cohesion, inclusion, The scope of public engagement selected wards as structures for selected wards in Pune, as structures Provides learnings about the scope, mutual support, and helps develop includes stages of policy formulation, deliberative, democratic public to enable deliberative, democratic methods, barriers, risks, benefits, more robust, acceptable and program development, budgeting, engagement public engagement, and provide resource requirements, capacity implementable policies and programs implementation and review, as learnings for implementation of the needs, readiness and conditionalities appropriate Led by PMC provision for Area Sabhas, which is for full-scale implementation in a city The policy sets out mechanisms Local | Project already included in the Maharashtra Builds willingness to implement for implementation and addresses Proposed by Resilient Pune | Short- Municipal Corporations Act barriers to public engagement term

Develop guidelines for public To create guidelines for public The guidelines are useful Adequate public infrastructure for Conduct pilots of ward or area level, To conduct and evaluate thematic Public inputs are integrated into Inclusive program formulation, budget infrastructure and services planning infrastructure and services planning, for municipal officials in line shelter, education, mobility and and thematic public participatory and area level public deliberations, civic decision-making on area and allocations, greater accountability and in Pune based on CPHEEO guidelines and departments and ward offices to healthcare is the basis of urban well- planning processes and events, linking to the SDG framework thematic plans increased social cohesion URDPFI guidelines, customized for prepare plans and budgets being building upon existing Annual where appropriate, linked to the Budgets are allocated for Led by PMC Pune The guidelines are in line with Clarity about norms and priorities for Citizens’ Budget process in Pune municipal budget on selected implementation of recommendations City-wide | Guidelines CPHEEO and URDPFI, and locally public infrastructure and services, themes, and selected (pilot) wards or arrived at through participatory Proposed by Resilient Pune | Short- relevant localized for Pune’s requirements, Led by PMC neighbourhoods planning processes term The guidelines help to address would help ward offices/ line City-wide | Program Improved access to amenities and gaps in infrastructure and services, departments use municipal resources Proposed by Resilient Pune | services while also avoiding duplication of more effectively Medium-term Improved citizen satisfaction levels proposals with participatory processes

Conduct training on local area To conduct orientation programs Participants feedback Improved technical understanding Strengthen ICT for public Enhance development and use of Ease of use of ICT tools by all Improvements in social accountability planning and public engagement for on local area planning and public Participants are able to integrate of local area planning and public engagement and Social ICT tools for Public Engagement and segments of society and public engagement processes can municipal staff engagement for municipal officials, local area planning and public engagement would help ward offices Accountability Social Accountability processes. This Improved efficiency and quality lead to more a inclusive and cohesive facilitators, the public, youth engagement processes in their work and line departments deliver more may be done through hackathons of public engagement and social society Led by PMC robust, integrated and inclusive Led by PMC to address needs of information accountability processes Local | Capacity services and infrastructure Local /city wide | Project provision, information generation New | Short-term Proposed by Resilient Pune | Short- through crowd sourcing and citizen term science, and needs for online Develop a manual on good practices Using the experience from local Improved conduct of participatory More inclusive, integrated and collaboration and participatory for public engagement pilots, as well as public engagement processes reflective governance decision-making and deliberation processes from Led by NITI Aayog other cities, develop and adopt a National | Study good practice manual on public On-going engagement for use by PMC and other public authorities

69 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNEPUNE RESILIENCE STRATEGY NEXT STEPS 70 ACTION 1.4.3 Improve voter turnout to make electoral outcomes more representative of wider city population

The long history of social movements and the high degree In order to improve democratic outcomes, not only is it of decentralization and devolution due to the 74th CAA important to update electoral rolls, but also enhanced as implemented by Maharashtra state, has led to PMC’s civic engagement and encouragement for the exercise of representative democratic institution to be among the citizenship and franchise. Projects to support the PMC Election strongest in the country. In recent years, the average Dept in regular and ongoing updation of electoral rolls, and voter turnout in election is declining, which undermines campaigns to encourage people to register, especially among representation and democracy. The reasons include high marginalized groups are recommended. Simultaneously, levels of migration and difficulty in registration in electoral outreach to different types of rare and intermittent voters, rolls. There is also erosion of trust that individual votes make a especially youth, can help improve voter turnout and difference, and low visibility of progress of civic works. Studies democratic outcomes. show that non-participation in elections is higher among Lead: PMC Election Department, PMC Ward Offices marginalized migrant communities, as well as youth from higher income groups.

Resilience-building projects

Project Objective Success Indicators Resilience Value

Permanent online kiosks to facilitate To improve electoral rolls accuracy Reduction in number of people left Improved democratic election process voter registration and updation by providing easy and out of the electoral rolls accessible mechanisms for voter Ease of registration, through citizens’ Led by State Government/ District registration feedback/ feedback of users of the Administration kiosks City-wide | Program Proposed by Resilient Pune | Medium-term

Targeted voting awareness To initiate a Youth Fellowship for Improved voter turn outs Improved democratic election process programs for different types of rare outreach to youth, migrants and and intermittent voters marginalized groups to promote their civic engagement, registration in Led by State Government/ District electoral rolls, and encouraging them Administration to exercise their franchise City-wide | Program Proposed by Resilient Pune | Medium-term

71 RESILIENT PUNE PUNE’s RESILIENCE STRATEGY EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 72 Valued for its climate and access to natural environment, Pune has been experiencing severe degradation of its ecological resources. Ecosystem benefits are often considered extraneous and GOAL 2.1 devalued in development planning and infrastructure creation. Degradation or Enhance environmental destruction of the natural environment, governance & as well as introduction of invasive alien community stewardship elements, can result in exacerbation of extreme weather events, flash floods, landslides and spread of disease. Further, sections of the urban poor population, and certain migrant communities, have direct dependencies on natural resources. GOAL 2.2 The overarching issue is to mainstream Study, monitor & environmental thinking within the proactively plan for governments in the Pune metropolitan ecosystem benefits region. The focus is currently on compliance with environmental standards, and instead needs to be proactive PILLAR environmental planning that recognizes the role natural assets play in making the city resilient, and the lives of people safer, healthier and enriched. GOAL 2.3 Promote circular 2 The objective of this pillar is on economy through waste solutions that broadly institutionalize environmental planning while building management capacities across departments within the PMC, and in the PMR, to better manage the natural resources in the city. The Mainstream climate action, knowledge, capacities and efforts of different civil society and community groups are valuable resources to enhance environmental planning & natural environmental planning and conservation. Enabling structures and processes to enhance public participation in resource management in Pune environment conservation are also a focus of this pillar, that intersects with pillar 1.

73 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 74 GOAL 2.1 HOW? SUSTAINABLE DEVELOPMENT GOALS Enhance ACTION 2.1.1 Expand Institutional environmental mandate and capacity of PMC to improve its governance sustainability performance & community stewardship ACTION 2.1.2 Facilitate community GOAL ENDORSED BY stewardship and action for WHY? conservation Environmental governance encompasses various functions of different line departments and institutions in the Pune urban region right from water to waste, energy ACTION 2.1.3 to gardens, transport to forests, housing to service provision, education to planning, culture and heritage. Ensure well-being The public, too, has historically been active in bringing of vulnerable groups environmental concerns to the forefront of governance in Pune. However, there is a lack of an overarching, dependent on ecosystems responsive and proactive environmental governance in conservation plans framework and coordination mechanism among various institutional actors.

Efforts are needed to build upon the historical perspective, further curate knowledge and databases. This should be used to advance evidence-based policy- making and scenario building for future predictions and comprehensive planning.

75 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 76 ACTION 2.1.1 ACTION 2.1.2 Expand institutional mandate and capacity of PMC to improve its sustainability performance Expand institutional mandate and capacity of PMC to improve its sustainability performance

The PMC has a mandate for improving the urban environment. There is a need for a more comprehensive style of management PMC has developed the Indradhanushya Centre for Citizenship learning to live together sustainably in cities and communities Currently, the Environment Dept is part of the Garden Dept. of the urban environment that includes the prevention and Environment Education and has been conducting school is one of the most important educational challenges of Among the activities of the Environment Dept are technical of pollution, remediation and restoration of degraded environment education, as well as facilitating sustainability our time. SDG 4.7 focuses on ESD. Experiential, action- inputs for certain types of projects directly impacting environments, protection and conservation of natural assets, and oriented programs for the public, such as exhibitions, film learning approaches to enable interaction with restoring and natural ecosystems in the city, preparation of the mandatory addressing climate change impacts. The SDG framework is well festivals, workshops, and dialogues. managing natural assets may be useful for Pune. Further, pilot Environment Status Report by compilation of secondary aligned with resilience enhancement. Setting up a monitoring There is also a wealth of community movements and efforts by projects may be initiated with a view of developing ways data and analysis of certain types of primary environment and reporting system for the set of goals and indicators relevant NGOs and academic institutions for promoting environmental of strengthening and supporting community stewardship, monitoring data, and management of the Indradhanushya at the city level would be very useful in resilience efforts. understanding and conservation action. Continuing these especially with a focus on knowledge about sound ecosystems facility. The Garden Dept manages all the public gardens, This will require strengthening the Environment Dept with an efforts, synergizing and supporting their expansion, and linking management. These initiatives would go a long way in maintains avenue trees, conducts the Tree Census, supports enlarged mandate, enhanced technical capacity, growth in them to the SDGs would be very valuable. improving natural landscapes and resilience of the Pune region. the Tree Officer in managing the applications for tree-felling, human resources and proper budget allocation. Education for Sustainable Development (ESD) is a key strategy Lead: PMC Environment Dept, NGOs etc. Lead: PMC to enhance resilience in society. UNESCO suggests that

Resilience-building projects Resilience-building projects

Project Objective Success Indicators Resilience Value Project Objective Success Indicators Resilience Value

Expand annual Environmental Status To institutionalize monitoring of Adequate capacity at the It is a measure of realization of city Institute Sustainability Dialogues for To create understanding about Institutional structure in place with It promotes engaged communities Reporting to SDG Monitoring and city-specific SDG indicators, to Environment Dept to undertake SDG specific SDGs and reporting for public awareness and participation the SDGs, develop localized SDGs adequate resources It helps create sense of shared Reporting enable reporting on progress on monitoring and reporting course corrections. in monitoring the progress of among various sections of the public Number of dialogues organized ownership the targets adopted by the city Availability of monitoring reports on Provide inputs for plans and projects, localized SDGs and enable public participation Number of participants in monitoring Build capacities in communities to be Led by PMC through a consultative process, to the city specific SDGs, indicators and and indicators of progress in desired in monitoring the progress for process well informed and adaptive City-wide | Program use the information for developing targets identified and adapted direction Led by PMC achievement of SDGs and targets On-going | Near-term and implementing projects Use of the monitoring reports Enhances governance City-wide | Program towards achieving the selected in developing projects towards Proposed by Resilient Pune | goals, and reporting to national improving sustainability performance Medium-term and international SDG monitoring Submission of reports to national processes and international SDG monitoring Encourage community stewardship To build upon existing citizens’ Number of Learning Centres It develops institutional mechanism processes through developing a Conservation movements and efforts for developed and in-situ infrastructure towards and Learning Centres Network for conservation of ecosystems and Number of people engagements public awareness Set up a Blue-Green Infrastructure To enable creation of Blue-Green Development of a range of Blue- Helps improve environmental quality hills, gardens, waterbodies natural habitats in Pune, to create achieved It helps public engagements and Program at PMC Environment Dept infrastructure, including for waste Green infrastructure projects Avoids high energy and input-based a robust system for experiential Improvement in public awareness creates a sense of ownership water treatment, ground water hard infrastructure Led by PMC learning about ecosystems and about ecosystems, their values It fosters scientific management of Led by PMC recharge, heat and pollution screens, It is a mechanism to foster City-wide | Program services they provide, while Public participation in conservation ecosystems by public groups Regional | Program healthy soils, etc., by conducting innovations for sustainability Proposed by Resilient Pune | facilitating public participation in actions On-going | Medium-term studies, comparative analysis of Medium-term scientific conservation actions at costs and benefits, advocating for these sites and others Blue-Green infrastructure options, wherever feasible, and planning and Develop a Pune Natural History To develop a state-of-the-art Number of visitors Supports greater understanding piloting of projects Museum interpretation facility about the Effectiveness of interpretive about the local and regional natural history of the city and approaches in terms of public environment, learning from the past, Conducted Pune Resilience To protect, conserve and ecologically Program and plan prepared with the Conservation and eco-restoration of Led by PMC the region, in order to promote understanding and developing competence for Accelerator program for river enhance the river and lake implementation mechanism river and lake ecosystems City-wide | Program public understanding of the local Availability of guidance for more sustainable living ecosystem conservation and ecosystems in the region through an Actions for conservation and eco- Disaster and climate risk proofing Proposed by Resilient Pune | biogeography and strengthen conservation efforts sustainable use planning integrated eco-restoration approach restoration of the river and lake Enhanced ecosystem benefits Medium-term technical support for community Partnerships with other Natural ecosystems in Pune region conservation efforts History Museums, Exchanges, special Led by PMC events and generation of new Regional | Program resources On-going | Medium-term Sustain-Learn – Initiate a resilience To develop sustainable development Enhanced competencies among the Sustainable development learning program for schools, competencies among students and learners and community groups competencies among its citizens colleges and community groups communities, and encourage them to Number of action projects, form the bedrock for city’s social, take positive actions for enhancing participants and generation of economic and ecological resilience Led by PMC resilience and sustainability in their knowledge and actions It adds to robustness and City-wide | Program own spheres; such competencies inclusiveness of city systems Proposed by Resilient Pune | include systems thinking, critical Medium-term thinking, ecological sensitivity, empathy, dealing with ambiguity, and working collaboratively

77 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNEPUNE RESILIENCE STRATEGY NEXT STEPS 78 ACTION 2.1.3 Ensure well-being of vulnerable groups dependent on ecosystems in conservation plans

Biodiversity provides multiple ecosystem benefits to urban A process is needed to recognize the direct dependence on dwellers. These include direct benefits such as places for ecosystems and knowledge of communities, and dialogue to recreation, as well as as sources of food, firewood, medicinal ensure sustainable use and conservation of natural assets. herbs and forage for cattle and sheep, supporting life and Their deeper knowledge and cultural connections are valuable, livelihoods of various vulnerable and marginalized groups, intangible resources that can enrich understanding about such as dhangars and katkaris. Their traditional rights and nature among city folks. use arrangements of village commons and fields have been Lead: PMC, NGOs (e.g. Anthra, CEE, Ecological Society), disrupted with changes in urban physical form and governance, research institutes (e.g. BVIEER, ARI) often causing conflicts.

Resilience-building projects

Project Objective Success Indicators Resilience Value

Initiate ‘Pastoral Pune’ Project To secure access to biodiversity Mapping of historical and present It helps create a just and inclusive resources and promote understanding routes, spaces and their status done system Led by PMC of biocultural knowledge of Enhanced understanding of It helps develop an integrative City-wide | Program traditional nomadic pastoral groups, dependencies, ecosystem approach in ecosystem resources Proposed by Resilient Pune | by mapping their routes and spaces, knowledge and practices of nomadic management using traditional and Medium-term conducting dialogue, identifying communities experiential knowledge and by ways of protecting livelihoods and Tools for policy making/changes considering alternative ways biodiversity and enabling knowledge Knowledge sharing platforms and sharing activities

‘Mase Khekade Zinge’ - Sustainable To develop sustainable livelihood Enhanced understanding through It helps create a just and inclusive development of waterscape and options for vulnerable communities mapping ecosystem status and system dependent communities in Pune dependent on waterscapes in dependencies It helps develop an integrative urban region the Pune metropolitan region by Improvements in alternative approach in ecosystem resources participatory mapping of their livelihoods for vulnerable management using traditional and Led by PMC and PMRDA livelihoods dependencies, and communities developed experiential knowledge and by City-wide | Program building on their traditional and Enhanced ecosystem services considering alternative ways Proposed by Resilient Pune | experiential knowledge Medium-term

Energy security for urban poor, To assess the dependencies on Reduction in conventional biomass It helps create a just and inclusive reducing firewood usage conventional biomass energy sources energy use system while retaining redundancy and provide for climate sensible Improved health and air quality value Led by PMC alternatives for urban poor It contributes to health and well- City-wide | Program being of public Proposed by Resilient Pune | Medium-term

79 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 80 HOW?

ACTION 2.2.1 Map and develop an GOAL 2.2 information base of SUSTAINABLE DEVELOPMENT GOALS ecosystems, their ecological Study, monitor & attributes, benefits and proactively plan for benefits valuation

ecosystem benefits ACTION 2.2.2 Map, monitor and manage urban groundwater WHY? ACTION 2.2.3 City development encompasses economic and environmental aspects of growth, with an aim to improve Conduct climate change human well-being. Human settlements have enormous dependency on the services and benefits provided by studies and create a natural ecosystems. Conversely, they also modify and Climate Action Plan impact ecosystems in many different ways. GOAL ENDORSED BY Ecosystems are dynamic systems and sub-systems. ACTION 2.2.4 Developing a scientific and evidence-based understanding of ecosystems, their status and benefits Institute comprehensive air is a critical prerequisite to developing conservation and sustainable use management plans. Studies to map these quality monitoring program, ecosystems and their status, and appropriate monitoring studies and preparation of systems are essential. Such studies can also help in valuing the services and devise ways for payment of Air Action Plan ecosystem services and conservation cost benefits to strengthen development strategies.

81 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 82 ACTION 2.2.1 ACTION 2.2.2 Map and develop an information base of ecosystems, their ecological attributes, benefits and Map, monitor and manage urban groundwater benefits valuation

Biodiversity in urban areas is an important indicator of the Pune faces disease outbreak threats due to mismanagement of PMC fulfils its mandate of water supply to the city, currently important buffer against low rainfall and shortages in surface health of the ecosystem. It influences local climate, nutrient its biodiversity. Pune’s climatic conditions can aggravate this over 1300 million litres per day, through an arrangement water storages. Sustainable management of groundwater recycling, air quality, water quality, provides resources problem. Elements such as invasive birds like rock pigeons, with the state Irrigation Department by which an allocation requires better information about the groundwater resources, (e.g. grazing, firewood), cultural and recreational services allergen-containing plant species like the Satvin tree (Alstonia is made from the storage at Khadakwasla and other dams. and a strategy to improve recharge. In the medium-term, which people depend upon, directly and indirectly. These scholaris) have been reported to create health hazards. Pet With increases in water demand, Pune will need to put in improved information and monitoring processes would help dependencies are not adequately mapped. PMC has taken a breeding and owning is a fast-growing economic and cultural place demand management measures, waste water recycling devise sustainable use strategies with the participation of the major initiative of conducting a tree census using technological activity. Lack of any database and management system leaves and develop groundwater resources. Currently, thousands public. tools. Additional data sets on species, habitats, ecosystems this activity beyond the city’s administration, though animal of borewells are operational in the city, but the quantity of Lead: PMC Water Dept, GSDA and the nature of human dependence/interrelationship need welfare, public health and pounds for animals are part of the groundwater drawn is unknown. Groundwater provides an to be developed. Participatory methods such as People’s municipal government’s responsibility. This can be a significant Biodiversity Registration (PBR) involving residents as well area to create positive values for Pune’s resilience. as migrating communities are effective in mapping cultural Lead: PMC Environment Dept. aspects of biodiversity, dependencies and in developing a Resilience-building projects sense of belonging. Project Objective Success Indicators Resilience Value

Groundwater mapping, data centre To set up a mechanism for A data centre equipped with Availability of scientific and Resilience-building projects and visualization platform comprehensive mapping (leading required technology, resources and transparent information for decision- to a Pune Aquifer Map), and regular capabilities is set up making and resource management Project Objective Success Indicators Resilience Value Led by PMC & GSDA monitoring of aquifers in Pune, Periodic reports are published Improved and informed management City-wide | Program towards strengthening the knowledge of an alternative water resource for Develop the Pune Local Biodiversity To develop a Local Biodiversity A comprehensive Strategy and Ensures continuity of critical services On-going | Medium-term base on the status and utilization of stress situations Strategy and Action Plan (LBSAP) Strategy and Action Plan (LBSAP), Action Plan is created, which by maintenance of assets and groundwater resources in Pune including through participatory builds upon ongoing and proposed ecosystem management Led by PMC mapping of ecosystems and biodiversity database projects Institute a Ground Water Cell under To enable conservation and equitable Public recharge systems in place Institutionalization of groundwater City-wide | Program environmental assets, participatory City biodiversity index is created the PMC Water Dept and sustainable utilization of Improvements in availability and governance at urban local level Proposed by Resilient Pune | Medium ecosystems valuation, and integration Citizen participation processes and groundwater resources by setting quality of groundwater Availability of alternative resource of such information into the GIS pilots at Ward/Mohalla Samiti level Led by PMC & GSDA up a transparent, accountable base for the stress scenario of water maintained by the municipal are done to arrive at conservation, City-wide | Program and capable public system for its deficits in seasonal and drought authorities for development planning sustainable and equitable use On-going | Medium-term governance, and linking it to related occurrences and work of the line departments, as priorities public authorities relevant The LBSAP informs Development Planning processes Policy and plans for regulation of To protect groundwater recharge Policy guidance available for Protection, conservation and groundwater recharge and discharge and discharge zones through protection and regulation of informed management of aquifers Pune Pets and Plantations Project To undertake studies of the Studies are undertaken Addresses disease outbreaks, invasive zones and usage in Pune appropriate measures added to the groundwater recharge and discharge and groundwater economic burden/ value of pets, Protocols (based on the findings species and loss of biodiversity zoning/ land-use plans and DC Rules, zones Led by PMC and PMRDA pests and health hazards such as of these studies) are adopted for Led by PMC & GSDA and integrating the Pune Aquifer Map Adoption by plot owners of City-wide | Program rock pigeons, Satvin trees which management of specific biodiversity City-wide | Policy/ Regulation into the enterprise GIS maintained guidelines for recharge and Proposed by Resilient Pune | would help to develop a mechanism elements Proposed by Resilient Pune | by PMC discharge areas Medium-termt within PMC to ensure effective Creation of database and Medium-term review of policies, quarantine management system, rules and and regulation of such significant regulations formulated by PMC Participatory Groundwater To engage stakeholders and Functioning aquifer users’ Enhanced understanding among biodiversity elements Level of citizen awareness, and Monitoring & Management Program communities, enhancing their associations for the various aquifers communities about groundwater increased trend of adoption of local understanding of groundwater, in Pune resources and their sustainable breeds and decline in planting, Led by PMC setting up ’aquifer users Regular participatory assessments management promoting hazardous species City-wide | Program associations’, and citizen science of groundwater through a citizens On-going | Medium-term programs to monitor groundwater science program quality and quantity

83 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNEPUNE RESILIENCE STRATEGY NEXT STEPS 84 ACTION 2.2.3 ACTION 2.2.4 Conduct climate change studies and create a Pune Climate Action Plan Comprehensive air quality monitoring, impact studies and Air Action Plan

A Carbon Inventory has been prepared by PMC in 2012. As plan that focuses on the most vulnerable groups and sites. The Central Pollution Control Board (CPCB) has prescribed Steps to improve air quality management and reduce health a major city in India, Pune can help contribute to the climate Climate change impacts include flood risks, increased aridity, the National Ambient Air Quality Standards (NAAQS) in 2009 risks to the public include – robust systems for monitoring change mitigation targets of the country. Building upon extreme heat, vector-borne diseases. Vulnerability assessments under the Air (Prevention and Control of Pollution) Act. Pune of air quality, modelling and projection of impacts, putting the earlier carbon inventory, more detailed and updated and adaptation plans will help identify climate risks, and is among the 102 cities identified across India that consistently in place a detailed, locale-specific plan for mitigation of air inventories, including estimates of indirect emissions are sectors and communities exposed to specific risk factors, and violate these standards. The National Clean Air Programme pollution, and communication of health risks and mitigation needed, to develop sector specific emissions reduction plans. help to prioritize risk-reduction actions. (NCAP), launched by the Ministry of Environment, Forest and measures. Climate Change, has a goal to reduce air pollution by 20-30% With a large population increasingly impacted by climate Lead: PMC Environment Dept, Climate Collective Pune, other Lead: PMC Environment Department by 2024, which Pune must also comply with. change, Pune must also put in place a structured adaptation NGOs, academic institutions

Resilience-building projects Resilience-building projects

Project Objective Success Indicators Resilience Value Project Objective Success Indicators Resilience Value

Climate Change Mitigation and To develop GHG mitigation GHG Inventory protocols set and Vulnerability reduction of the Strengthen the Air Quality To conduct comprehensive Adequacy of equipment for Air pollution emission data available Adaptation Action Plan for Pune strategies and municipal adaptation publicly available communities exposed to urban, Monitoring Program with adequate air quality monitoring of point monitoring ambient air quality and for improving urban air quality and plan (MAP), prepare vulnerability Vulnerability assessment report with climate and disaster risks monitoring stations and equipment and mobile sources, source different sources of pollutants reducing its health and other impacts Led by PMC reduction and climate risk proofing identification of most vulnerable Community level adaptation to apportionment study, and spatial Availability of daily data in open City-wide | Planning strategies for Pune city and the communities, sites and sectors climate change Led PMC, CPCB/MPCB modeling to generate information source forms for analyses On-going | Medium-term metropolitan region, especially for Pune-specific Climate Change Mitigation of GHG emissions from City-wide | Program for scientific and evidence-based the most vulnerable communities in Mitigation and Adaptation Action different urban sectors On-going | Near-term air quality management specific to the city Plan prepared with the strategies for different sources its implementation Institute Health and Exposure To commission studies that help Studies commissioned Health impact due to air pollution Renewable Energy and Energy To enhance adoption of renewable Increase in number of RE installations Reduced GHG emissions Studies, especially for specific develop an understanding of the Data and study results available for can be understood for better policy Efficiency program energy through the Solar City and installed capacity Increased energy security populations with high exposures impacts on health of air pollution improved understanding among the response project, and by developing a Solar Reduction in grid-drawal on selected vulnerable groups public, health care professionals and Led by PMC and PIC Facilitation cell at PMC to set Increased share of RE in city energy Led by PMC, Health Dept (related to age, physical conditions, policy makers City-wide | Program ambitious targets, address policy demand and consumption City-wide | Program occupation, etc.), with a view On-going | Medium-term and institutional challenges, and On-going | Near-term to developing policy measures, undertake outreach to the public precautions and remedial measures

Air Quality Data Visualization and To set up a program for converting Air quality visualizations available Availability of air quality information Health Communication Program information about air pollution levels Air quality communications system can help people take precautions to into the Air Quality Index and other in place avoid exposure and help in sound Led PMC, MPCB easily understandable forms, and Range of media used for AQ policy making City-wide | Program disseminating this information to communication On-going | Near-term the public (especially to high risk Number of individuals receiving air groups), so that they can take steps quality information to avoid exposure Extent of understanding about and use of AQ information by the public to reduce exposure

Air Quality and Emissions Reduction To develop a comprehensive, Availability of sector-specific action Improved air quality with improved Management, and Risk-reduction locale-specific plan for air quality plans public health indicators and lower Action Plans management and GHG reduction, health burden including in specific sectors like Led by PMC, MPCB transportation, waste, energy, and City-wide | Planning implementation of the plan with On-going | Medium-term engagement of multiple stakeholders across sectors for the city and in the metropolitan area

85 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNEPUNE RESILIENCE STRATEGY NEXT STEPS 86 GOAL 2.3 HOW? SUSTAINABLE DEVELOPMENT GOALS Promote circular ACTION 2.3.1 Strengthen the capacity economy through of PMC and the circular economy ecosystem waste management towards 100% in situ processing of organic wastes, recovery of recyclables and liquid WHY? GOAL ENDORSED BY waste management Pune is recognized as a city with a progressive waste management system. About a decade ago, PMC entered into an agreement with SWaCH (Solid Waste ACTION 2.3.2 Collection and Handling), a cooperative of waste pickers, integrating them into doorstep waste collection services. Support formalization of This has helped improve source segregation and retrieval scrap recycling economy of recyclables. PMC has also set up bio-methanation plants and incentivized composting. Yet, several hundred and improve safety and tons of waste do reach the landfill every day. livelihoods of workers in

Newer approaches of waste governance, finance, the waste recycling sector management and physical systems are needed to respond to the ideals of circular economy. Decentralized systems for scrap recovery and organics processing, ACTION 2.3.3 improving the recycling chain and instituting Extended Producer Responsibility are steps that will help enhance Promote public behaviour the circular economy. A creative and sustained outreach change for sustaining the strategy to all stakeholders and participatory governance that engages citizens as well as the private sector will circular economy help develop more robust systems, accelerate and smoothen the transitions desired.

87 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 88 ACTION 2.3.1 ACTION 2.3.2 Strengthen the capacity of PMC and the circular economy ecosystem towards 100% in situ Support formalization of scrap recycling economy and improve sanitation worker safety and processing of organic wastes, recovery of recyclables and liquid waste management livelihoods

Over the last decade, the Pune Municipal Corporation has understand the institutional changes and capacities needed, Progress towards a Circular Economy including waste environmental compliance is imperative. This must be done instituted doorstep waste collection through SWaCH, a including for promoting source segregation of waste streams, reduction and increasing materials recycling. In Pune, as through participatory approaches and institutional capacity cooperative of waste pickers that has provided safer work and decentralized organic waste processing. Efforts are in much of India, the scrap recycling economy is largely building. Enhancing the circular economy also means conditions and other worker benefits, as well as improved also needed to enhance retrieval of recyclables, closing or in the informal sector. While recycling provides economic shortening the materials loops and reducing distances for source segregation of wastes. Enhancing the extent of shortening recycling loops and setting up systems to enable and environmental gains, the informal nature of the sector transport of materials. Re-organization of the physical systems doorstep collection to cover the entire city, especially in areas Extended Producer Responsibility (EPR) for difficult to recycle often means hazardous work conditions and pollution from for materials movement and recycling may be needed to that have been recently added to the municipal jurisdiction, materials. Similarly, waste water treatment too will require mismanaged materials recovery processes. enhance the value of the recycling economy in Pune. and improving the quality of services are among the next set innovations, including market-based approaches to mitigate Support to the sector for integrating worker welfare and Lead: PMC, PMRDA, KKPKP, SWaCH, Scrap traders of priorities. untreated effluents. Good quality data, MIS and GIS on waste generators, collection services and processing sites would The Pune Smart City Development Corporation Ltd has provide critical inputs for effective management of these recently initiated a Zero Waste project that aims at 100% in services and facilities. situ processing of organic waste. This pilot project will help

Resilience-building projects Resilience-building projects

Project Objective Success Indicators Resilience Value Project Objective Success Indicators Resilience Value

Continue Zero Waste Wards – pilot To set up ward level systems with Number of functional in-situ Improved public health and Create a Scrap Map for Pune To document the movement of scrap Number of scrap vendors and shops Understanding the flow and for 100% organic waste management appropriate institutional capacity composting units sanitation, reduced GHG emissions materials and quanta, with a view listed and mapped economics of materials, and related (planning, M&E, operations, finance, Number of bulk generators from transportation of waste and Led by PMC and SWaCH to identifying areas of improvement •Preparation of a materials livelihoods is essential for initiating Led by PSCDCL and PMC public outreach, enforcement, IT converted to in-situ composting accumulation of waste in the landfill City-wide | Program for occupational safety and movement map and database improvements in incomes, work Citywide | Scheme systems, etc.), and physical systems Number of wet waste vehicle trips of site Proposed by SWaCH | Medium-term livelihoods enhancement, through a conditions, recycling technologies. On-going | Short-term towards 100% in situ, decentralized reduced participatory methodology engaging It would help foster long-term and organic waste processing, eliminating Total PMC budget for wet waste workers in this sector integrated planning of the recycling organic waste in the municipal waste transport saved economy stream Closing the Loops, or shortening To strengthen the network of scrap Number of materials processed or Addresses environmental degradation, Set up an EPR* Desk at PMC to To eliminate difficult-to-recycle Types of difficult-to-recycle material Improved waste management, recycling loops kiosks at neighbourhood level; recycled within the city improves recycling and the recycling address difficult-to-recycle materials materials from waste streams, studied and reported recovery of recyclables and avoidance develop a scrap wholesale market, •Improved incomes in the economy through engagement with producers Numbers and volumes of difficult- of waste going to landfill Led by PMC assess the feasibility of setting up recycling sector Led by PMC and SWaCH and other actors, to enable material/ to-recycle materials eliminated from City-wide | Program processing and recycling units locally City wide | Program product substitution, buy-back, waste reaching landfills Proposed | Medium-term to reduce transportation distances Proposed | Long-term setting up processing systems or and costs of recycling other appropriate options for dealing with such wastes Promote Green Jobs in Recycling To set up a skill up gradation and No. of sectors and allied activities Inclusive and robust system created to entrepreneurship support program identified facilitate green growth Strengthen Waste GIS and Waste To develop a GIS on waste No of data sets GIS mapped Better decision making, and more Led by Skill India mission and PMC for unskilled and semi-skilled •No. of people trained Matters Studies generators, collection services, and Waste characterization and robust infrastructure and services of National | Study labourers in the informal recycling •No. of green jobs created processing sites; and to conduct quantification studies to track trends waste management. economy Led by PMC, PSCDCL and PMRDA periodic studies with a view to in materials usage, waste disposal Region | Study/ database tracking trends and enhance sector behaviour Proposed | ADD efficiency Customer satisfaction surveys Complaints analysis to track trends of public dissatisfaction and to take corrective actions Performance monitoring of composting and recycling systems

Initiate ‘StreamLine Pune’ – a nalla To develop a policy for stream Total length and number of nallas Rejuvenation of streams and nallas as rejuvenation program rejuvenation, building upon efforts rejuvenated blue-green infrastructure would help such as the Osho Nalla Park, Volume of run-off waste water in maintenance of ecosystem assets Led by PMC and support projects for nalla treated and services to help carry away flood Citywide | Study rehabilitation and treating waste waters, cleanse waste water and To be initiated medium-term water run offs provide wildlife habitat

89 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNEPUNE RESILIENCE STRATEGY NEXT STEPS 90 ACTION 2.3.3 Promote public behaviour change for sustaining the circular economy

PMC is mandated to set up socially and environmentally sound may be developed and implemented. It would include Waste Management systems in accordance with the Municipal information materials about different streams of waste, Solid Waste Rules 2016. While PMC has made considerable methods of management, responsibilities of waste generators progress in enhancing the coverage of doorstep collection and service providers, incentives and penalties, impacts of services, a lot more needs to be done to increase the practices poor management, etc. Residents’ associations and citizens of segregation of wastes at households and decentralized, networks would need to be supported for conducting area- community-managed systems. Public awareness about and based campaigns promoting segregation, and setting up/ engagement in waste management is essential in the quest for strengthening community composting and scrap collection a circular economy. centres. For this, a comprehensive IEC strategy for waste management Lead: PMC, PSCDCL, NGOs, residents’ associations

Resilience-building projects

Project Objective Success Indicators Resilience Value

Prepare and implement an IEC To inspire and engage the public Level of segregation Helps empower a broad range of strategy for Circular Economy in responsible waste management Extent of shift to in-situ organic stakeholders for positive actions to and promotion of circular economy, waste processing promote the circular economy Led by PMC through a comprehensive IEC Reduction in waste going to the land Improves public health services City-wide | Program strategy fill site Proposed by Resilient Pune | Improved ranking of the city in the Medium-term Swachata Sarvekshan

Strengthen / promote Community To strengthen and expand existing No. of members in the network Promotion of low carbon Compost Networks community-based compost learning Availability of diverse types of sustainability practice through and training networks (e.g. Inora) composting options tried and tested community action Led by PSCDCL and PMC and centres with live exhibits under the network City-wide | Program No. of events, meetings and On-going | Medium-term workshops to encourage composting and expand membership

Institute a participatory governance To institutionalize citizens’ Number of committees formed (one Robust, transparent and accountable mechanism for Circular Economy participation through ward-level per ward) systems for solid waste management, committees for oversight on solid Number of activities and initiatives leading to a healthier environment Led by PMC waste management systems, to taken up by committees City-wide | Program conduct periodic reviews and Public satisfaction with solid waste streamline outreach to the public management systems and services Tangible benefits to circular economy actors in terms of improved source segregation and recovery of recyclables

91 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 92 Post independence, Pune has been one of the most dynamic urban economies in India. This was due to its proximity to Mumbai & the western coastline, legacy of cooperatives, industrial growth driven GOAL 3.1 by MIDC* (especially in automotive manufacturing) and high human capital Boost Pune’s economy (education/skills) level as a result of being through skilling & an educational hub. These factors also support for business allowed Pune to take part in India’s IT boom.

The region’s economy is rooted in diverse industry clusters of auto components, locomotives, agro-based products, electronic consumer durables, pharmaceuticals, GOAL 3.2 chemicals and IT software among others. However, recent data/trends suggest that Ensure every individual in some of the traditional drivers of Pune’s Pune has the opportunity economic dynamism, especially low-skills to work in dignity manufacturing and IT/ITes, are in decline/ evolving and there is a risk that Pune will not be able to compete, provide jobs/livelihoods PILLAR and meet the aspirations of its young educated population. The adverse impact is more severe in the informal sector, with a majority facing multi-dimensional poverty. GOAL 3.3 Promote Pune as a 3 In conclusion, for Pune to leverage its centre for innovation by strengths, there is a need for Pune to develop sectors beyond IT and auto focusing on creativity, industry, especially those that generate research & development high employment but also absorb the city’s skilled graduates. Pune has the potential Strengthen the diverse to transform itself from just being an educational hub to also being a regional centre of critical research & innovation. economy & workforce However, for the economy to be truly resilient for all, multiple stresses faced by the most vulnerable workers in the city need to capabilities in Pune be addressed to capitalize on the potential of its citizens.

93 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 94 GOAL 3.1 HOW? SUSTAINABLE DEVELOPMENT GOALS Boost Pune’s ACTION 3.1.1 Create a conducive economy through environment for MSMEs to start, thrive and expand to skilling & support for generate employment in business the city

WHY? ACTION 3.1.2

Government of Maharashtra has introduced policies, Invest in skilling the provided specialized infrastructure, and offered other workforce for growing and incentives to attract manufacturing & IT companies in Pune. This demand side approach to economic evolving needs of sectors development has been successful thus far. But to build economic resilience the city needs to concern, not with ACTION 3.1.3 identifying or establishing markets alone, but have GOAL ENDORSED BY structures in place to be able to respond to market Create scope and capacity demands as they arise. for local economic

Thus, Pune can benefit from bolstering its supply side planning and development infrastructure such as its skilling ecosystem, ease of doing business and proactive economic planning to have a competitive advantage.

95 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 96 ACTION 3.1.1 ACTION 3.1.2 Create a conducive environment for MSMEs to start, thrive and expand to generate Invest in skilling the workforce for growing and evolving needs of sectors employment in the city

Availability of resources and skilled labour, conducive support in raising productivity, spurring innovation and The Pune District skill-gap study conducted by National Skill the city form a rich but disaggregated skilling ecosystem. business environment with strong buying capacity, ease building business capabilities. The city will also benefit from Development Corporation (NSDC) forecasts that the district Numerous stakeholders offer training programmes of varying of firm entry and exit, and geographic location with good catalysing enterprise creation in newer clusters that leverage is likely to generate incremental demand / jobs for about standards with multiplicity in assessment and certification regional connectivity have contributed to Pune having its core strengths in manufacturing-engineering (like low- 2.85 million persons between 2012 and 2022. So as to create systems which are not comparable. These need to be the highest number of MSMEs in Maharashtra State. cost medical devices), and arts-culture (creative economy, planned employment, it is essential to understand the skills consolidated and standardized across the urban region, and However, the state economic survey has shown a decline tourism). With about 70% of Pune’s workforce participating demanded by projected job growth, and the current skill supplemented with strategic vocationalization of higher in MSMEs between 2016-2018. While there is much scope in the informal sector, the city needs to make it easier for levels in supply in the region. education. This vision is also in alignment with the national for improvement in intra-city traffic management, reliable the informal self-employed to register their businesses, pay level transformation in which the government shifts from being The 811 colleges in the Pune urban region, the Pune power and broadband services to boost enterprise growth, operating fees where necessary, as well as make taxation a skills provider to a regulator, facilitated by a tech stack for Lighthouse program along with many other institutions in this decline is attributed to the rising cost of doing business, progressive and transparent. However, within those that are local skilling ecosystems to plug into. especially in auto manufacturing, and slower adoption of self-employed by choice, ‘choice entrepreneurs’, and not be evolving technologies. necessity, will need support to grow and create jobs. Those that are self-employed out of need, ‘necessity entrepreneurs’, Thus, for Pune to remain competitive, it’s MSMEs will need will need pathways for gainful employment. Resilience-building projects Project Objective Success Indicators Resilience Value

Welcome transformation in role of To shift from the role of a skills Improved mobility between skilling Unlocks human capital to trigger a Resilience-building projects ‘Ministry of Skills Development & provider to a facilitator of a demand- and general education productivity dividend Education’ driven and learner-centric skills Improved employability and Brings aspirational employment and Project Objective Success Indicators Resilience Value ecosystem, through regulation, entrepreneurial outcomes entrepreneurship pathways to all National | Entity financing, incubation and advocacy. Increase in non-formal education for On-going | Medium-term out-of-school learners/workers To catalyze a ‘Mass Entrepreneurship’ Conduct pilots with “Global Alliance No of job seekers converted to job It is the bedrock of stable economies Increased demand for formal skills (businesses with min five employees) with Mass Entrepreneurship” creators out of choice as it meets the needs of communities, training movement in India that will aim to No of women to start and succeed while providing employment at the Formal recognition of skills acquired create 10 million new entrepreneurs, Led by Govt. of India as MEs. local level. by apprenticeships City-wide | Program at least half of whom will be women, No of single and micro entrepreneurs It promotes ‘choice entrepreneurs’ Proposed by Resilient Pune | Medium and 50 million new jobs by 2030. grown over ‘necessity entrepreneurs’ Support creation of ‘National Council To regulate the functioning of Minimalistic and user-friendly Enhances market relevance of skill Training courses on mind-set change For Vocational Education And entities in vocational education guidelines to recognise and development programs. Training (NCVET)’ and skills training by establishing regulate awarding bodies (accredit Support adoption of ‘The Street To protect the livelihood rights of Increased participation of Protects the livelihood rights and minimum standards for them. The training institutions) and the Vendors Act (2014)’ street vendors as well as regulate street vendors in Town Vending social security of urban street Led by MSDE NCVET is formed by merging of assessment agencies (assess learner street vending through demarcation Committees vendors National | Entity the National Council for Vocational performance). Led by Govt. of India of vending zones, conditions for and Reduction in harassement of street Integrate street vending into formal New | Medium-term Training and the National Skills National | Regulation restrictions on street vending. vendors city planning exercises Development Agency into one On-going | Medium-term Creation of street vending plan & in Aids poverty alleviation independent agency. consultation with vendors % land for hawking zones of total Support expansion of ‘Pune To provide the underprivileged Increase in enrolment numbers Improves employability of vulnerable commercial use Lighthouse’ to all wards of the city youth of Pune a chance to explore Increase in number of graduates who youth possibilities for enhancing their skills receive placements Creates ‘choice entrepreneurs’ Continue periodic ‘Ease of Doing To assess business regulations and Improvements in performance over To create an environment that Led by Pune City Connect and pursuing a meaningful career. Increase in employee retention rates among urban poor in Pune Business: An Enterprise Survey of enabling environment across India time, captured by ease of doing fosters globally competitive firms, City-wide | Program of graduates who are connected to Builds support network for Indian States’ from the perspective of firms across business indicators (Infrastructure/ capable of driving and sustaining On-going | Medium-term jobs vulnerable youth in Pune states, sectors and enterprise types utilities, access to capital economic growth Led by NITI Aayog Conduct Skills Gap Analysis in Pune To identify gaps between skills Increase in enrolment numbers Creation of baseline data to make National | Study demanded by current and future Increase in number of graduates who informed decisions on design and On-going Led by PMC Social Development industry needs and those supplied receive placements investments in skilling programs Dept. by human capital in the Pune urban Increase in employee retention rates Initiate Enterprise Pune To promote MSME growth by Increase in productivity for firms Increase number of enterprises and City-wide | Study Region. of graduates who are connected to focusing on raising firm productivity, enrolled in the program/availed grant their productivity in Pune, to increase Proposed | Short-term jobs Led by Industry Associations in Pune spurring innovation and building New businesses capabilities acquired employment, incomes and to expand City-wide | Program their business capabilities. These can by enrolled firms the city’s tax base Create a skills platform – ‘Pune Skills To create a collaborative social # student enrollment Provides pathways for vocational Proposed be offered through good low-cost Number of patents filed through World’ enterprise that aims to extend # number of accredited courses & education to employment business consulting, legal aid, grants, Enterprise Pune accredited skill development service providers on the platform and forging partnerships. Led by Pune City Connect programs in Pune through # industry partners City-wide | Platform digital platforms and connect to # apprenticeships completed Proposed | Medium-term apprenticeships

97 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNEPUNE RESILIENCE STRATEGY NEXT STEPS 98 GOAL 3.2 HOW? SUSTAINABLE DEVELOPMENT GOALS Ensure every ACTION 3.2.1 Ensure universal coverage individual in Pune and delivery of social protection, as well as improve has the opportunity regulation and worker to work in dignity entitlements for informal work

WHY? ACTION 3.2.2

The productivity of Pune depends on a hybrid urban Improve women’s economy that comprises economic diversity i.e. formal participation in paid work and informal businesses & services. The informal workforce in Pune, constituting about 70% of total across incomes groups and workforce, is more exposed to - and less protected education levels, to increase against - common core contingencies such as illness, economic productivity and disability, and property loss, compared to formally GOAL ENDORSED BY engaged workers. As self-employed and non-standard gender equity employees, they are also particularly vulnerable to market fluctuations. On a daily basis, they struggle with the shocks and stresses of working in hazardous conditions; lack secure assets, basic infrastructure, and social services; and operate with limited rights and inclusion as workers or citizens; thus perpetuating a cycle of poverty for them.

Thus for Pune to be more resilient, it has to support the economic rights of the working poor in the informal economy.

99 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 100 ACTION 3.2.1 ACTION 3.2.2 Ensure universal delivery of social protection, and improve government regulation & Improve women’s participation in paid work across incomes groups and education levels, to worker entitlements for informal work increase economic productivity and gender equity

Social protection is a policy instrument to reduce challenges include limited data and record keeping, especially Twenty-seven per cent of women in India do paid work, social assistance programmes and social insurance schemes on vulnerability, break intergenerational cycles of poverty, and of seasonal migrants. compared to 40% in South Asia. The numbers for skilled poverty alleviation and gender inequality are greatly enhanced foster social cohesion. The ILO highlights nine work-related women is even worse – just 19% of them are currently in if women informal workers have access to quality public Workers belonging to industries that are poorly regulated contingencies that all workers should be protected against as India’s workforce. More than in any other country, attitudes services such as healthcare and child care. Long waiting times, or where enforcement is challenging (domestic work, a minimum - medical care, sickness benefit, unemployment towards women’s responsibilities at home prevent them from high user fees and poor quality services mean informal workers construction, sanitation, transportation) may be further benefit, old-age benefit, employment injury benefit, family entering the workplace. Indian women do six times as much either do not seek out or do not have access to preventative alienated from basic entitlements. The risks and regulations benefit, maternity benefit, invalidity benefit and survivors’ housework as men (5.9 hours per day versus 0.9) – the least care. The costs of healthcare and child care can lead to debt vary and need to be assessed individually and suitable benefit. Extending these to informal workers is one way to balanced ratio in the world. This means that those who do for informal workers with low earnings. When these public regulations for each need to be developed and enforced. To do support their transition from informal to formal economy. manage to juggle this work with a career face extreme time services are not available, it is women informal workers this, workers need to be able to organize themselves and have Universal coverage of contributory and tax-financed social poverty who take time away from work to care for the ill and young representation in institutions and processes that set policies protection measures are needed to boost coverage for these children, thus reducing their daily income and savings over the and the ‘rules of the (economic) game’. Supporting the growth Improving access to and quality of public services is the groups. But other delivery barriers must also be addressed, long-term. of their organizations, building capacity for leadership, policy bedrock of effective social protection policies. The impact of including lack of legal identification, limited awareness of advocacy, and collective bargaining- is both an end in itself – programs, high opportunity costs to access them, and distrust as informal workers achieve a sense of empowerment and are or lack of familiarity with formal bureaucracies, especially able to support each other – and a means to leveraging wider since programs are operated under various city, state and impact at the local, national and international levels. national government departments. On the supply side, Resilience-building projects

Project Objective Success Indicators Resilience Value

Support Mission for Elimination of To facilitate formation of Self- Increased enrolment, especially of Promotion of local self-governance Poverty in Municipal Areas (MEPMA) Help Groups, Slum & Town Level lower caste and class women and empowerment of women, Resilience-building projects Federations and pursue economic Number of enterprises created by especially of lower class and castes. Led by PMC-SDD & NULM collectives beyond geographically women participating in MEPMA The network can be leveraged for City-wide | Program bound SHGs multiple things like community Project Objective Success Indicators Resilience Value On-going | Medium-term development, emergency relief, information dissemination, enterprise Improve beneficiary experience of To disburse benefits, subsidies or No exclusions from availing benefits Automates various functions creation, etc. PMC Direct Benefits Transfer and services to the intended beneficiaries, due to Aadhaar-based biometric and processes involved in the Services portal (DBTs) (currently via Aadhaar Payment authentication administration of DBT, reducing Promote professionalized care To harness the strong communities Affordable care facilities for seniors Increases women’s participation in Bridge) with convergence across Robust grievance redressal duplication/redundancies, and infrastructure for children and and untapped social capital in Pune and children paid work Led by PMC PMC departments on a DBT Services mechanism and information kiosks leakages seniors to bolster care infrastructure for Industry wide training and City-wide | Infrastructure Portal. are in place children and seniors professional standards to ensure On-going | Medium-term Reliable information on receipt of City-wide | Multiple quality transfers is communicated On-going | Long-term Number of jobs created in this industry Expand ‘Hakdarshak’s’ reach in Pune To connect citizens with their Increase in number of citizens Helps citizens discover, apply for and Increase in number of working eligible welfare schemes using a tech connected to welfare schemes benefit from eligible government and women Led by Hakdarshak platform and with door-step scheme Partnerships with large employers private welfare schemes, there by National | Entity application support. of labor force (ex: construction plugging the information gap about On-going | Medium-term companies/ manufacturing) entitlements, using technology

Initiate Engagement Guidelines for To ensure informal workers Initiate Engagement Guidelines for Informal workers unions/collectives/leaders are Informal workers formally engaged in participatory policymaking and rule-setting processes

101 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNEPUNE RESILIENCE STRATEGY NEXT STEPS 102 GOAL 3.3 HOW? SUSTAINABLE DEVELOPMENT GOALS Promote Pune as a ACTION 3.3.1 Create pathways for centre for innovation transfer of knowledge and technology between by focusing on industries, research creativity, research institutions, and universities & development ACTION 3.3.2 GOAL ENDORSED BY Promote collection, storage WHY? and dissemination of quality A city like Pune which is transitioning from an economy open-data, in a privacy- that has heavy reliance in a few sectors (like autos and friendly way IT) is at risk of falling behind if it is not able to adapt and innovate in new sectors especially in more high productivity services. For it to do this and support new and emerging sectors, it needs to be able constantly re- invent itself. In this new world, innovation, information, research, and creative industries are integral to staying ahead of long term trends. If Pune is to realise its potential in innovation and creativity it will need to make investments in higher research and create a better enabling ecosystem for the same.

This goal focuses on reducing those barriers, setting up systems for information sharing, and making better use of Pune’s cultural and creative assets as part of its long term economic resilience strategy.

103 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 104 ACTION 3.3.1 ACTION 3.3.2 Create pathways for transfer of knowledge and technology between industries, Promote collection, storage and dissemination of quality open-data, in a privacy-emboldening way research institutions, and universities

Research and innovation is important but ultimately holds While Pune is an educational hub and has several industrial In Pune, like other cities across India, data that is collected is Further, the global question of data-privacy demands a its highest value when it is shared and flows freely between clusters like pharma, IT, and auto, it has not contributed to silo-ed and often not shared, leading to a fragmented data national adoption of data protection regulation which makes institutions where it can be practically used. In many cities, its full potential towards research and innovation. Compared landscape that exacerbates information gaps. Data is also data sharing to be done in a privacy-friendly way; where the this means creating better and stronger connections between to cities like Bengaluru, Koltaka, Mumbai, Delhi, Chennai and collected in formats that are not functional for analytical capability to trace the data to individuals is made through industry, researchers, and universities. These institutions Hyderabad, Pune lags behind in research and professional purposes, and especially lack visualizations that can otherwise ‘anonymisation’. This should in no way shift away from the can be complementary but their different styles, goals, and practice indicators of - number and quality of publications, help recognize spatial and temporal trends; resulting in agenda of open-data, which is – to raise transparency and personnel can be barriers for effective collaboration and for number of patents filed, and footprint of projects and inaction or delayed action. Though Pune has created an open accountability, to gauge the performance of public authorities, allowing businesses and individuals to translate new research professional practices. Thus Pune needs to focus on developing data platform and appointed a Chief Data Officer, compliance contribute to choices in policymaking and spur research and into new products and services. In some western countries its R&D with public-private partnerships, strengthen university of various departments needs to be enforced with adequate innovation. like the United States, corporates reach out to universities/ incubation centers and their linkages with MSMEs and training and capacity building. . institutions to bring innovation into their work, while in India, industry sectors, focus on outcome-based research, faculty corporates and industry bodies rely mostly on their own development programmes, and improve cognitive learning in research. Thus there need to be the right incentives and schools. mechanisms for such collaboration to take place.

Resilience-building projects Resilience-building projects

Project Objective Success Indicators Resilience Value Project Objective Success Indicators Resilience Value

Strengthen ‘Center for Innovation, To promote innovative startups No of collaborations with industries/ Fostering a culture of Learn from “PMC Open Data To ensure updated data collected Reasonably structured data to allow Increases transparency and Incubation & linkages’ at Pune through the university ecosystem by MSMEs/Start-ups problem-solving, innovation & Initiative & Store” with the deployment of public automated processing accountability University facilitating ideas/innovations that No of faculty and students working entrepreneurship in university Pilot funds should be made more readily Availablity to anyone without Open format is pertinent to are useful to the society and address on industry projects Providing a platform for industry- available to all discrimination innovation building Led by Pune University problems faced through development No of high networked individuals and academia collaboration Led by PMC & Tata Trusts Timely availability of data such that Institution | Entity of product, process and services experts as mentors City-wide | Platform it is On-going | Medium-term On-going | Short-term

Support ‘Innovation & Technology To identify technology / processes No of technologies sought from Efficient transfer of technology Permanently institutionalize “Pune To create dedicated resource within Make quality data sets publicly Seeds a data culture within the Transfer Cell’ and ‘ Innovation (developed by research institutions knowledge centres & made available Encouraging & developing City Data Officer: Driving Data the city administration, and work available under Open data Policy of municipal corporation Promotion & IP Facilitation Cell’ at / universities) that are ripe for to end users entrepreneurship Driven Governance in Municipal with the senior city leadership to tap Government of India MCCIA commercial exploitation and make it No of patents filed Encouraging R&D and innovation Systems” the potential of municipal datasets to Capacity building of departmental available to the end users (MSMEs/ No of detailed project reports Catalyzing growth of SMEs through drive data driven decision making officials on data standards Led by MCCIA start-ups) created technology transfer Led by PMC, Tata Trusts & Tata Institution | Entity INR amount in public and private Consultancy Services On-going | Medium-term investments City-wide | Human Resource On-going | Medium-term Develop more R&D centres like To create a local R&D base that will No of jobs created Creating university to employment those of Volkswagen, Marquardt, ensure that products are designed No of patents filed pathways Embolden and support India’s To make individual consent central to Clarified data ownership, when held Legal provision to operationalize the etc. for the Indian market as against Rate at which R&D teams develop Creating high skilled jobs “Personal Data Protection Bill, 2018” data protection, collection, storage, by both public & private entities fundamental right to privacy in data customising global products for production-ready products i.e. Attracting investments and purpose of collection. The Reported data breeches use Led by Private Sector Indian buyers. ‘throughput’ Promoting localized innovation Led by Justice BN Srikrishna types of data include Personal Data, Institution | Entity INR amount invested in R&D centres Developing industry clusters Committee Sensitive Personal Data, Biometric On-going | Medium-term National | Legislation Data; Financial Data, Genetic Data, On-going | Short-term and Health data. ‘Industry Academia Linkages To improve the local innovation No of participating knowledge Providing a platform for reflection, – Collaboration for Innovation ecosystem by strengthening and centres, industries, experts, SMEs ideation, and promotion of Create an “Open Data Observatory” To create a repository for accurate Serve as a decision support system, It will allow decision makers, Promotion in SMEs’ fostering cooperation between No of MOUs signed/partnerships industry-academia linkages for SME and frequently updated spatial and resulting in informed urban planning business, institutions, and citizens companies, research institutions, forged development Led by NIUA Resilience Unit non-spatial data that can be used as and policy to visualize trends and analyze data Led by MCCIA government, service providers and Revenue generated from direct City Wide | Platform a decision support system Communicate the importance of in order to make decisions and to Metro Region | Event larger enterprises attendance/sponors On-going | Short-term spatial factors through visualizations develop effective strategies Completed | Short-term Facilitates public participation in planning processes

105 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNEPUNE RESILIENCE STRATEGY NEXT STEPS 106 Set up UMTA for million plus cities Waive off Set up UTF taxes on at state urban level buses STATE LEVEL URBAN TRANSPORT Set up SYSTEM regu/inst Integrate mechanism land use & to revise transport fare Pilot Project 1 Nominate a single dept Pune Sustainabilityfor urban Monitor To localize SDGs fortransport Pune City & creating monitoring capacity within PMC

Develop a Sustainability Framework for Create a digital platform for Pune by localizing the SDGs Sustainability Monitoring Businesses Big Data Providers Annual Environment Status Reporting PHASE 1 PHASE 2 Municipalities

Potential Lead: PMC Environment Department Potential Partners: United Nations Global Compact (UNGC) Educational State and Central Citizens Employers Institutions Govt Agencies Objective To expand the scope of the mandatory annual Environment Status Report (ESR) prepared by the PMC environment department, to include SDGs 2030

Potential activities within the programme Skill Providers Govt. Portals 1. Develop a Sustainability Framework for Pune, based on projects towards achieving the selected goals and targets customized KPIs, amalgamating international, and local 4. Develop an online platform as a repository and for

knowhow and best practices Skills/Jobpresenting Seekers the Sustainability Reports 2. Enable reporting on progress on the targets adopted by the 5. Institutionalize this monitoring process with adequate city using this Framework and strengthening setting up the institutional and technical capacity at PMC in the form of required data collection mechanisms a Sustainability Cell at PMC, regular presentation to local 3. Through consultative processes, use the monitoring stakeholders, and reporting to national and international SDG information for reviewing ongoing developmental monitoring processes programmes, and for developing and implementing new

Resilience Value The SDG-based monitoring framework will promote higher accountability, better performance assessment, and strong NEXT coordination among various local urban entities as well as include mechanisms for public dissemination of data and analytics STEPS

Image courtesy: google.com 107 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 108 Pilot Project 2 Move Pune

A comprehensive approach to mobility in Pune Set up UMTA for million plus cities Waive off Set up UTF taxes on at state urban level buses STATE LEVEL URBAN TRANSPORT Set up SYSTEM regu/inst Integrate mechanism land use & to revise transport fare Nominate a single dept for urban transport

1. Transit-Oriented Development Handbook & 2. Public Outreach & Communication Campaign for 3. Pune Unified Metropolitan Transport Authority 4. Capacity building of PMC Staff for Non- Micro-Planning Pilots Mobility (PUMTA) Motorized Transport (NMT)

Potential Lead: PMC Potential Lead: PMC Potential Lead: PMRDA, PMC Potential Lead: PMC Potential Partners: CEPT, Gokhale Institute of Political Potential Partners: ITDP, Parisar, CEE Potential Partners: PCMC, Maha Metro, PMPML, Police, Potential Partners: Parisar, Save Pune Traffic Movement Economy Transport for London, Rocky Mountain Institute, and civil Objective society organizations such as ITDP, Parisar, CEE Objective 1. To strengthen PMC’s capacity for IEC and public Objective 1. To develop appropriate mechanisms for applying engagement on sustainable mobility Objective To enhance technical capacity of PMC staff in Traffic, transit-oriented development and density-based transit 2. To implement sustainable mobility communication To ensure coordinated planning and implementation of Road and related line departments on non-motorized planning principles in Pune campaign sustainable mobility infrastructure and services with multi- transportation planning, development and review, and 2. To conduct pilots of LAPs and TOD plans in a range of modal integration across the metropolitan region develop appropriate organizational procedures for the same typologies of density and land-use, with a participatory Potential activities within the programme approach, including for rejuvenation and conservation of 1. Undertake demonstration projects on public outreach Potential activities within the programme Potential activities within the programme and engagement, and use these to develop guidelines A PUMT committee has recently been set up. As next Pune has a Comprehensive Bicycle Plan and Design core city precincts Big Data Providers for public engagement in mobility planning in discussion steps, a process may be set up: Guidelines. As next steps, the PMC staff at the Road Dept Businesses Potential activities within the programme with PMC staff 1. To conduct workshop(s) of the various land-use and and associated departments need: Municipalities 1. Review and adapt existing materials such as the TOD Enhance institutional capacity at PMC to facilitate transport planning entities in the PMR, as well as 1. Technical & field training for design of cycle network handbook developed by CEPT for use in Pune, in the 2. outreach and public engagement through orientation technical, academic and civil society organizations, for and tracks for different street situations, junction design context of the state planning legislation (MRTP Act) and events, and developing standards for tenders/contracts alignment of vision and plans and to identify planning for facilitating cycling, cycle-inclusive transportation the service plans of public transport utilities (PMPML, for transport projects and infrastructure gaps in adherence to national policies planning Educational State and Central Citizens Maha Metro) Commission the preparation of a communication for sustainable mobility Employers2. Exposure visits to learn from best practices Institutions Govt Agencies 2. Select suitable sites for pilot projects; these may include strategy about PMC’s sustainable mobility efforts 2. To design an appropriate institutional structure, with core city areas, and the 11 villages recently integrated 3. (Rainbow BRT, Pune Streets Program, Pune Cycle Plan, guidance of entities such as Transport for London, for Resilience Value into the municipal area (building upon the socio- Parking Policy, etc.) coordination between different agencies, to meet the Improved planning and infrastructure design for economic and physical survey being conducted by Implement an extensive public outreach campaign in objectives of sustainable mobility pedestrians and cyclists Skill Providers Govt. Portals Gokhale Institute) accordance with the communication strategy 3. To prepare draft legislation for the consideration of the Estimate Amount: INR 50 lakhs* 3. Services planning may be done with PMPML and Maha state government to constitute a full-fledged PUMTA Financing Source: MoHUA Metro in addition to land-use planning as part of the LAP Resilience Value Improved public understanding and support, greater Resilience Value Skills/Job Seekers Resilience Value political commitment, and improved designs of mobility Improved planning and infrastructure design for Improved infrastructure for mobility and other essential plans and projects sustainable mobility services Estimate Amount: INR 50 lakhs* for communication strategy Estimate Amount: INR 50 lakhs* Estimate Amount: INR 2 Crore* development, INR 2-3 crores* for IEC implementation Financing Source: MoHUA, MoRTH Financing Source: MoHUA Financing Source: MoHUA *Amount will be revised upon creation of final scope of work *Amount will be revised upon creation of final scope of work 109 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 110 Pilot Project 3 Ecological Pune Strengthening the environment resource base of the city

1. Ground Water 2. Nallas 3. Solid Waste 4. Biodiversity

Potential Lead: PMC, GSDA Potential Lead: PMC Potential Lead: PMC, SWaCH and CEE Potential Lead: PMC, CEE Potential Partners: ACWADAM, Mission Groundwater Potential Partners: 2030 Water Resources Group, CEE, Potential Partners: Adar Poonawala Clean City Initiative, UN Potential Partners: Research institutions, Biospheres, Ecological Society Foundation Ecological Society, and other NGOs, BVIEER and other Objective colleges with Life Sciences and Biodiversity programmes, To improve knowledge about groundwater resources in Objective Objective The Nature Conservancy Pune, develop a citywide strategy to protect recharge To develop a policy for stream rejuvenation, building upon To set up ward level management systems, appropriate zones, improve recharge, and devise sustainable use efforts such as the Osho Nalla Park, and support projects institutional capacity, and physical systems towards 100% Objective strategies with the participation of the public for nalla rehabilitation and treating waste water run offs in situ, decentralized organic waste processing, eliminating To develop a scientific, evidence-based understanding organic waste in the municipal waste streams of the current status, benefits and issues related to Potential activities within the programme Potential activities within the programme ecosystems and biodiversity in Pune, and prepare Study/Strategy Study/Strategy Potential activities within the programme conservation and sustainable use management plans 1. Prepare Pune Aquifers Map 1. Prepare guidelines for nalla restoration Study/Strategy 2. Create a ground water action plan & regulatory policy Learning Pilots 1. Prepare city-level zero waste management policy Potential activities within the programme Learning Pilots 1. Test 3-4 nature-based technologies (bio-remediation) in Learning Pilots Study/Strategy 1. Based on aquifer map, protect natural recharge and 2. select nallas to demonstrate treatment and rejuvenation 1. Select a ward for ‘Zero Waste’ pilots to build capacity of 1. Expand People’s Biodiversity Registrar discharge zones Advocacy/knowledge residents and SWaCH waste collectors for segregation 2. Create Biodiversity Strategy and Action Plan 2. Create public water harvesting and recharge structures 1. Create a campaign for cleaning and greening of nallas at source Learning Pilots Advocacy/knowledge 2. Treat solid waste locally at ward level 1. Adopt a biodiversity heritage site for conservation and Resilience Value 1. Develop methods for citizens science and community- Advocacy/knowledge promotion of species, habitats and corridors Restores natural streams to continue to provide rainwater based participatory groundwater management 1. Study to set up an EPR Desk (extended producer Advocacy/knowledge drainage, groundwater recharge and biodiverse, green responsibility) for difficult-to-recycle materials 1. Collaborate on creating a natural history museum/ Resilience Value spaces in the city ecological learning Maintains and enhances aquifers to provide a buffer for Resilience Value Estimate Amount: INR 2 crores* Create guidelines for locally-appropriate plantation and water supply for the city Enhanced recovery of recyclable materials, increased greening Financing Source: PMC, CSR sources composting, reduced pollution from waste dumping, and Estimate Amount: INR 1 crore* improved occupational health and livelihoods of waste Resilience Value Financing Source: PMC, CSR sources service providers Promotes social cohesion, community stewardship, and improves natural assets that reduce physical vulnerability Estimate Amount: INR 3 crores* per administrative ward of city systems (for 3 years) Estimate Amount: INR 3 crores*

*Amount will be revised upon creation of final scope of work *Amount will be revised upon creation of final scope of work

111 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 112 SetSet up up UMTAUMTASet upfor for millionmillionUMTA plus forplus millioncitiescities plus WaiveWaive off off cities SetSet up up UTF UTF taxesWaivetaxes on offon Setatat stateup state UTF taxesurbanurban on atlevel levelstate busesurbanbuses STATESTATE level buses LEVELSTATELEVEL URBANLEVELURBAN TRANSPORTTRANSPORTURBAN SetSet up up TRANSPORTSYSTEMSYSTEM regu/instregu/instSet up SYSTEM IntegrateIntegrate mechanismmechanismregu/inst landIntegrateland use use & & mechanismtoto revise revise transportlandtransport use & fare to revisefare NominateNominate a a transport fare singleNominatesingle dept dept a singleforfor urban urban dept transportfortransport urban transport

Pilot Project 4 Pilot Project 5 Big Data Providers Pune Skills World Enterprise PuneBusinessesBusinesses Big Data Providers Businesses Big Data Providers Enhancing pathways from skill training to employment Promoting MSME growth in Pune MunicipalitiesMunicipalities Municipalities

State and Central EducationalEducational State and Central Employers CitizensCitizens Govt Agencies Employers InstitutionsEducationalInstitutions StateGovt and Agencies Central Citizens Employers Institutions Govt Agencies

SkillSkill Providers Providers Govt.Govt. Portals Portals Skill Providers Govt. Portals An open university which will evaluate and accord credits, and Skills/JobSkills/Job Seekers Seekers become a degree-granting institution, Skills/Job Seekers will be explored in the future PHASE 1: SKILLS MAPPING PHASE 2: DIGITAL PLATFORM PHASE 3: OPEN UNIVERSITY

PHASE 1: SKILLS MAPPING PHASE 2: DIGITAL PLATFORM Potential Lead: Industry Associations in Pune Urban Region, Pune University Potential Partners: Enterprise Singapore, Global Alliance for Mass Entrepreneurship (GAME), Universities, deAsra Foundation, Potential Lead: PMC Social Development Department Potential Lead: Pune City Connect Pune Ideas Factory Foundation, MCCIA, and MIDC Potential Partners: Gokhale Institute Potential Partners: Pune Municipal Corporation Objective Objective Objective To promote MSME growth by focusing on raising firm productivity, spurring innovation and building business capabilities To identify the gap between skills demanded by current and To establish a digital platform to bring together skill by offering good low-cost business consulting services, legal aid, research/innovation support from universities/research future industry needs, and those supplied in the Pune urban providers, employers, government initiatives, and skill/ institutions and partnerships region apprenticeship seekers. Set up as a PPP between PMC and Pune Lighthouse, the platform would allow Punekars to gain Potential activities within the programme Potential activities credits for their skill qualifications and work experience, and 1. Enterprise Pune Capability Development Block Grant - a 2. Innovation voucher program - MSMEs that aim to develop a 1. Identify existing and new high potential sectors in Pune link them to suitable academic tracks financial assistance programme that helps enterprises product/service/process but don’t have funding to support based on a screening framework (market size, new jobs upgrade by covering up to 70 per cent of the projected research or lack in-house expertise, will receive a non- added, revenue potential for government, etc.) Potential activities within the programme costs, which may include consultancy, manpower, training repayable grant to avail innovation support services by 2. Asses gap in skills within the value chains of the industry 1. Provide demand-driven skilling programmes and certification universities/research institutions in the Pune urban region 2. Connect to industry partners for apprenticeships 3. Intellectual Property Intermediary (IPI) Resilience Value 3. Provide certification/accreditation Create baseline data to make informed decisions on design Resilience Value and investments in skilling programs Resilience Value Increase in number of enterprises and their productivity in Pune, will increase employment, incomes, and will expand the city’s Provide pathways for vocational education to employment tax base Estimate Amount: INR 25 lakhs* Financing Source: PMC Budget 2019-2020 Estimate Amount: INR 10 crores* Role of the CRO Office Financing Source: PMC Budget 2019-2020 (Pending The CRO Office will act as a nodal body between the programme and local government, by aligning the priority sectors and Standing Committee approval) inputs availed with resilience needs/actions of the city. It will also facilitate connections between industry associations, Enterprise Singapore and Global Alliance for Mass Entrepreneurship (GAME), and local incubation centers to create the programme

*Amount will be revised upon creation of final scope of work

113 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 114 Set up UMTA for million plus cities Waive off Set up UTF taxes on at state urban level buses STATE LEVEL URBAN TRANSPORT Set up SYSTEM regu/inst Integrate mechanism land use & to revise transport fare Nominate a single dept for urban transport

Pilot Project 6 Pune Data Observatory A repository of accurate & frequently updated city specific data for decision support system

Businesses Big Data Providers

Municipalities

Educational State and Central Citizens Employers Institutions Govt Agencies

Potential Lead: Resilience Unit at National Institute of Urban Affairs (NIUA)

Skill Providers Govt. Portals Potential Partners: PMC, MCCIA

Objective The proposed data observatory is a platform which will serve as a repository for accurate and frequently updated city specific Skills/Job Seekers spatial and non-spatial data that could be used as a decision support system. It will help eradicate data gaps that plague decision makers

Potential activities within the programme Operationalizing an urban data observatory will require a framework to guide stakeholders about decision making and the right tools to set up the physical center and virtual observatory 1. Develop a physical centre with staff that will be responsible institutions via a virtual platform, to share and access data for collection and collation of data on a regular basis 3. Onboard visualization and management tool options with 2. Connect government departments and agencies, citizens, their providers, for operationalizing the data observatory big data providers, businesses and research/education

Resilience Value It will allow decision makers, business, institutions, and citizens to visualize trends and analyze data in order to make decisions and to develop effective strategies

115 RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS 116 STEERING COMMITTEE

Ms. Mukta Tilak Dr. B.B. Ahuja Mayor Director & Professor Pune Municipal Corporation (PMC) College of Engineering, Pune (COEP) Mr. Yogesh Mulik President of Standing Committee Prof. Rajas Parchure Pune Municipal Corporation (PMC) Officiating Director Gokhale Institute of Politics & Mr. Saurabh Rao, IAS* Economics Municipal Commissioner Pune Municipal Corporation (PMC) Dr. Swati Mujumdar Pro-Chancellor Mr. Naval Kishore Ram, IAS* Symbiosis Skill & Open University District Collector Pune District Mr. Ganesh Sonune Head, Disaster Management Ms. Rashmi Shukla, IPS** Dept. Commissioner Pune Municipal Corporation (PMC) Mr. Saurabh Gaidhani Mr. Kiran Gitte, IAS* Associate Director Metropolitan Commissioner & 100 Resilient Cities (100RC) CEO PMRDA Mr. Mahesh Harhare Ms. Nayana Gunde, IAS* Pune Chief Resilience Officer Chairperson & Managing Director (CRO) PMPML 100 Resilient Cities (100RC)

Mr. Vidyadhar Deshpande Former members who Former Director Town participated in the 1st Steering Planning and Valuation, Urban Committee meeting Development Dept, Govt. of Maharashtra Mr. Kunal Kumar, IAS* Former Municipal Commissioner Prof (Dr.) Nitin Karmalkar Pune Municipal Corporation (PMC) Vice-Chancellor Pune University Mr. Ashok Morale DCP, Traffic Police Dr. Anand Chiplunkar Former Director, Urban Mr. Ganesh Sonune Development and Water Head of Disaster Management Division (Central and West Dept. Asia Department), Asian Pune Municipal Corporation (PMC) Ms. Jeenal Sawla Mr. Sharan Thandalam Development Bank (ADB) Consultant Program Manager Non members who participated Dalberg Advisors (Strategy 100 Resilient Cities Network Dr. Ganesh Natarajan in the 1st Steering Committee Partner) (100RC) Chairman meeting Pune City Connect (PCC) Mr. Ashish Agarwal Mr. Adwait Sawarkar Mr. Michael Berkowitz Project Implementation Unit Chief Minister’s Fellow APPENDIX Mr. Prashant Girbane President & Managing Director (PIU) PMRDA Director General 100 Resilient Cities Network Pune Municipal Corporation (PMC) Mahratta Chamber of Commerce, (100RC) Mr. Amreet Narang Industries & Agriculture (MCCIA) Mr. Indrabhan Randive Chief Minister’s Fellow Mr. Varad Pande Executive Engineer. PMC PMRDA Mr. Shrikant Paranjape Partner President Dalberg Advisors (Strategy Mr. Gojare CREDIA-Pune Metro Partner) Executive Engineer, PMC vii RESILIENT PUNE Note : *IAS- Indian AdministrativeEXECUTIVE Service,SUMMARY **IPS-PUNE Indian CITY Police CONTEXT Service RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS viii AGENDA SETTING WORKSHOP WORKING GROUP (WG) - MOBILITY

Ashish Agarwal Gurfan Beag Neelkanth Poman Saurabh Gaidhani Mr. Srinivas Bonala Mr. Sunil Jalihal PIU-PMC IITM PCMC 100 Resilient Cities Chief Engineer (Project) Advisor Pune Municipal Corporation Ecosystem Partnerships Ayush Killa Harshita Jay Neha Modi Shibu Mani (PMC) Yulu Bikes McKinsey & Co. Samagra CRO office, Surat TISS Mr. Prabhakar Dhamale Mr. Ashish Agarwal Amar Karan Jagdish Khanore Nidhi Chandra Somnath Pardeshi Additional Commissioner of Coordinator CEE PMC Water & Sewerage Dept. PIU-PMC Pune Municipal Corporation Police (ACP) Project Implementation Unit Pune Traffic Control (PIU) Anand Chiplunkar Kamlesh Yagnik Pradip Kalbar Srinivas Bonala Pune Municipal Corporation ex-Asia Development Bank City of Surat Center for Urban Science and PMC Special Projects Ms. Sanskriti Menon (PMC) Engineering, IIT-Mumbai Program Director Aniruddha Pawasar Karik Upadhyay Srinivas Kowligi Center for Environment Mr. Dinkar Gujare PMC- Building Permission/DP APCO Worldwide Prassana Desai EY Education (CEE) Exe. Engineer Dept. PVP college Pune Municipal Corporation Kartikeya Sarabhai Suhas Mapari Ms. G. Subhashini (PMC) Anshul Gujarathi Center for Environment Pratima Joshi Pune Municipal Corporation Coordinator Eco Solutions Education Shelter Associates Research & Consultancy Center Mr. Randive Indrabhan Sujata Deshpande Central Institute of Road Executive Engineer Ashok Ghodpade Kunal Kumar Prerna Saini Thermax Transport (CIRT) Pune Municipal Corporation Pune Municipal Corporation Commissioner,PMC Eco Solutions (PMC) (PMC) Sujata Kodag Mr. Samir Sattigeri Lucas Jannsen Rahul Bakare Design Consortium Scientist & Head Mr. B. Bhargavi Ashwin Naik Deltares Urdhvam-Water Management Safety & Homologation Assistant Manager Ashoka Foundation Experts Sumnath Koorapati Central Institute of Road Pune Metro Mangesh Dighe ASTRU Transport (CIRT) Avadhi Patni Pune Munipal Corporation Ravindra Jaybhaye Mr. Shevate Shramik Symbiosis Institute of Geography Department Sushma Kolhe Mr. D.Siddi Ramulu Engineer International Studies Manojkumar Borekar PMPML Senior Project Consultant Pune Smart City Development TUV India Pvt. Ltd Richa Sharma Larsen & Toubro (L&T) Corporation Limited (PSCDCL) Avinash Madhale Symbiosis Institute of V.N. Supanekar CEE Mehul Patel International Studies Yashwanrao Chavan Academy of Mr. Sujit Rathi CRO office, Surat Development Administration Associate Project Consultant Bidisha Sikia Ruchi Mathur Larsen & Toubro (L&T) Samagra Michelle Puri Pune City Connect Vijay Deshpande Symbiosis Institute of Media and Symbiosis college Ms. Pranjali Deshpande Chiranjay Shah Communication Rutuja Date Program Manager (Maharashtra) PIU-PMC University of Pune Vikram Singh Institute of Transportation and Minal Rana 100 Resilient Cities Development Policy (ITDP) Ganesh Natarajan Symbiosis Institute of Media and Sanjay More Pune City Connect Communication PMC Vinod Modiwale Mr. Jayesh Attal McKinsey & Co. Senior Manager Ganesh Sonune Moumita Mukharjee Sanjay Paranjape KPIT Technologies PMC Symbiosis Insititute of Siemens Zigisha Mhaler International Studies PMC Mr. Gaurav Kulkarni Garagi Varma Sanskriti Menon Urban Planner Symbiosis Insititute of CEE IBI Group International Studies

ix RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS x WG-URBAN ENVIRONMENT WG-URBAN WG-SKILLS GROWTH Hon’ble Ms. Prerna Deshbhartar Ms. Sharvari Oak Dr. Ganesh Natarajan Founder, 5F World; Chairman, Former Additional Commissioner Project Engineer Mr. Sudhanwa Kopardekar NASSCOM, Global Talent Track Pune Municipal Corporation NJS Engineering India Director and Mahratta Chamber Of Commerce Pune City Connect (PCC) Mr. Mangesh Dighe Dr. Kranti Yardi Industries & Agriculture (MCCIA) Environmental Officer Professor Ms. Ruchi Mathur Environmental Cell, PMC Bhartiya Vidhyapeeth Dr. Anand Chiplunkar CEO, Pune City Connect & Former Director Head, Zensar CSR Dr. Dilip Chate Ms. Sujata Karve Urban Development and Water Deputy Project Director HOD for MArch Division (Central and West Asia Ms. Manjiri Gokhale Indian Institute of Tropical BNCA Department) President Meteorology Asian Development Bank (ADB) Ms. Namrata Dhamankar Global Talent Track Ms. Sanskriti Menon Professor Ms. Sanskriti Menon Mr. Jaideep Kewakranani Program Director BNCA Program Director CEO Center for Environment Center for Environment Skills Alpha Education (CEE) Ms. Anushka Kajbaje Education (CEE) Professor, SWM Ms. Parul Vaidya Ms. Ketki Ghate BVIEER Institute Ms. Lata Shrikhande Program Manager Founder & Managing Partner Associate Executive Director Social Venture partners (SVP) Oikos Ms. Archana Kothari Shelter Associates Architect-Planner Mr. Sanjay Kaushik Dr. Sachin Punekar HCP Mr. Kshitij Batra Project Coordinator Scientist & Founding President Additional Private Secretary, GOI Natarajan Education Society Biospheres Mr. Shardul Venegurkar Former Fellow, IDFC Institute Project Officer (NES) Ms. Aditi Deodhar ICLEI South Asia Mr. Vivek Kharwadkar Director Chief Town Planner Jeevitnadi, Brown Leaf Mr. Ashok Gorpade PMRDA Chief garden Superintendent WG-LIVELIHOODS Mr. Dharmaraj Patil Garden Dept., PMC Mr. Ameya Deshpande Director Chief Minister’s Fellow Ms. Sanskriti Menon Jeevitnadi, Wildlife Research Ms. Ashwini Yadav PMRDA Educational Officer Program Director Mr. V Surya Prakash Zoo Dept., PMC Center for Environment Principal Associate Education (CEE) World Resource Institute (WRI) WG-INFORMAL Ms. Laxmi Narayan Ms. Priyanka Vasudevan SETTLEMENTS Co-founder Manager SWaCH World Resource Institute (WRI) Ms. Pratima Joshi Mr. Harshad Barde Founding Member & Executive Legal Consultant Director Kagad Kach Patra Kashtakari Shelter Associates Panchayat (KKPKP) and sWaCH Mr. Sharad Mahajan Founding Member & Executive Director MASHAL

Laxmi Narayan Co-founder SWaCH

xi RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS xii VISIONING WORKSHOP RESILIENCE ACCELERATOR Center for Resilient Cities And Landscapes at Columbia Amitav Malik Dilip Chate Narendra Salunke Ravindra Sinha Columbia GSAPP College of Engineering Pune Columbia GSAPP GSAPP Trustee, Pune International Faculty, Indian Institute of Superintending Engineer, PMC Convenor, Mission Groundwater Centre Tropical Meteorology Katherine Orff Dr. Arati S Petkar Michelle Mueller Thaddeus Pawlowski Nilima Dhumal Shailja Deshpande Associate Professor, Director, Assistant Professor, Town Manager, Resilience Accelerator Managing Director Anand Chiplunkar Erach Bharucha Jeevitnadi Urban Design Program Planning Section Former Director General, ADB Director, BIVEER Nikhil Mijar Transport Planner, L&T Sharad Mahajan Dilip Da Cunha Dr. Sanjay Kumar Sonar Anurag Asawa Gurudas Nulkar Founder, Mashal Adjunct Faculty Associate Professor, Town Professor, Gokhale Institute Faculty, Ecological Society Nitin Udhas Planning Section Dy. Comm., SWD, NULM, PMC Shekhar Nagargoje Geeta Mehta Arati Petkar Isha Apte Faculty, RICS Institute Adjunct Professor Faculty, COEP Pune International Centre Pournima Agarkar Researcher, Samuchit Sujit Patwardhan Linda Schilling Ashish Agarwal Laxmi Narayan Founder & Trustee, Parisar Associate Research Scholar PIU, PMC Founder, SWaCH Pranjali Deshpande Manager, ITDP Sunayni Parchure Barbora Stankovicova Marcelle Samuel Principal, Symbiosis College of Country Director, Palladium Faculty, Symbiosis College of Pratima Joshi Arts and Commerce Arts and Commerce Executive Director, Shelter Chetankumar Sangole Associates Swati Gole Head, Sustainability Desk, MCCIA Mangesh Dighe Chairman, Ecological Society Environmental Officer, PMC Ranjit Gadgil Programme Director, Parisar

xiii RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS xiv DONOR-PARTNER MEET EXPERT INTERVIEWS

Aditya Jagati Krishnan Komandur Sharada Singh Tushar Thakkar Ms. Rashmi Shukla, IPS, Dr. Anand Chiplunkar Dr. Erach Bharucha Mr. Prashant Girbane Ideas 42 Adar Poonawala Clean City Zensar Dalberg Police Commissioner, Former Director Director Director General Pune Urban Development and Water Institute Mahratta Chamber of Commerce, Alok Shrivastava Mahesh Patankar Sunita Purushottam Kishan Shah Division (Central and West Asia of Environment Education and Industries & Agriculture (MCCIA) British Trade Office 2030-Water Resource Group Mahindra Lifespaces Dalberg Mr. Tukaram Mundhe, I.A.S. Department) Research (BVIEER) Chairman, Managing Director, Asian Development Bank (ADB) Dr. Anant Sardeshmukh Amol Nitare Mahesh Rajasekar Tushar Juvekar Sanskriti Menon PMPML Mr. Aníbal Gaviria Correa Director General Zensar NIUA KPIT CEE Mr. Vidyadhar Deshpande Former Mayor Mahratta Chamber Of Commerce Former Director of Town City of Medellin, Colombia Industries & Agriculture (MCCIA) Anil Bhandare Mandar Pathak Uday Sankar Avinash Planning, Government of Bajaj Auto JBGVS Birlasoft Ltd Mahindra CIE CEE Maharashtra Mr. Antoni Vives Former Deputy Mayor Anjali Parasnis Mangesh Dighe Vishal Pillai Amar City of Barcelona, Spain 2030-Water Resource Group PMC KPIT CEE

Anuja Kishore Neha Deosthale Vivek Nair Satish City Connect Principal Global Services Pvt Janaagraha CEE Ltd.,Pune Avnish Malhotra Mahesh Harhare Ruchi Mathur British Trade Office P.S. Mukharjee CRO, Pune Pune City Connect JBGVS Chetan Kumar Lauren Sorkin Priyanka MCCIA Poonam Sandhu 100 RC, Singapore CRO Office Natural Resources Debojyoti Choudhary Saurabh Gaidhani Tushi Principal Global Services Pvt Priyanka Josson 100 RC, Singapore CRO Office Ltd.,Pune Symbios Jeena Sawla Avdhoot Isha Apte Sanjay Pirangute Dalberg CEE Syntel/PIC Bajaj Auto JBGVS

xv RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS xvi DIALOGUES ATTENDED ABBREVIATIONS

Key takeaways 100RC 100 Resilient Cities ADB Asian Development Bank 1. 100RC APAC Region - Implementation Training, 10-12 July 2018, 2. City XChange, 20-24 May, 2018, Bellagio, Italy BMC Brihamumbai Municipal Corporation Singapore CPCB Central Pollution Control Board The Summit used a combination of plenary sessions designed CRO Chief Resilience Officer Pune CRO participated in this convening along with two officials to improve mutual understanding of each other’s priorities DA Discovery Area of Pune Municipal Corporation- Mr. Mangesh Dighe, Environment and outlooks, and small cross-sector working group sessions GOI Government of India Officer and Mr. Ganesh Sonune, Assistant Municipal Commissioner. built around real challenges faced by participating cities. The GST Goods and Services Tax Pune had taken up Mula Mutha River Project for the convening. It information and problem details provided by cities including IAS Indian Adminstrative Service was great opportunity for the CRO and PMC officials to connect Pune helped inform outreach and selection of startups and IFC International Finance Corporation with peer cities like Melbourne and Singapore. These cities shared other potential tech participants. Pune has taken up Solid Waste IPS Indian Police Service their experience on river management, ways of addressing Management as a problem statement, for which select startups JICA Japan International Cooperation Agency challenges and adoption of sustainable design. Pune’s work in showed interest in supporting the city. The offering is to further JNNURM Jawaharlal Nehru National Urban Renewal Mission mobility and solid waste management was found to be useful for develop a platform and tool to monitor waste flow within entire LBT Local Body Tax Accra city from Ghana. solid waste management value chain. MAHA-METRO Maharashtra Metro Rail Corporation Limited MCGM Municipal Corporation of Greater Mumbai MH State of Maharashtra 3. 4th Asia-Pacific Forum on Urban Resilience and Adaptation - 4. Sustainable Urbanization Planning Workshop at Pune, 15 & 16 May MIDC Maharashtra Industrial Development Corporation Resilient Cities Asia Pacific Congress 2019 (RCAP 2019), 15-16 2019, organized by India- European Union Partnership on Smart MoEFCC Ministry of Environment, Forest and Climate Change April 2019, - by ICLEI and Sustainable Urbanization and National Institute of Urban MOHUA Ministry of Housing and Urban Affairs Affairs (NIUA) MPCB Maharashtra Pollution Control Board Pune CRO was one of the panelist on ‘Transformative actions to MSEDCL Maharashtra State Electricity Distribution Company enhance urban resilience: Experiences from India and beyond’. Various stakeholders deliberated on need for sustainable Limited The CRO shared his experience and the city’s journey in urbanization in Pune focusing on urban planning, environment MSRTC Maharashtra State Road Transport Corporation developing the Resilience Strategy and the challenges it faced. and climate change, social housing and slum rehabilitation, NHB National Housing Bank He further highlighted the need for institutionalizing the resilience innovation and mobility. Pune CRO along with other members in NSS National Sample Survey process within municipal system, identifying and nurturing the the group gave recommendations on improving the environment PBS Public Bicycle Share champions within the government system who will steer the and addressing climate change challenges in the Pune PCMC Pimpri-Chinchwad Municipal Corporation resilience building process and create ownership by making Metropolitan Region. PIU Project Impementation Unit provision in the city budget for taking up key actions identified The recommendations around all these key aspects for the PMR PMC Pune Municipal Corporation under the Resilience Strategy. area will be shared by the International Urban Cooperation (IUC), PMPML Pune Mahanagar Parivahan Mahamandal Ltd EU-India with the state government of Maharashtra and other PMRDA Pune Metropolitan Development Authority donor agencies seeking their financial support. PP 100RC Platform Partner SP 100RC Strategy Partner SRA Slum Rehabilitation Authority 5. World Cities Summit 2018, 8-12 July 2018, Singapore TOD Transit-Oriented Development WB World Bank The biennial World Cities Summit is an exclusive platform for MahaRERA Maharashtra Real Estate Regulatory Agency government leaders and industry experts to address liveable and CREDAI The Confederation of Real Estate Developers sustainable city challenges, share integrated urban solutions and Association of India forge new partnerships. Pune CRO was panelist on Resilience thematic track. He said ‘until we can align technical, political and financial conversations, we cannot have transformation. The role of the Chief Resilience Officer is to bridge these gaps to build resilience.’

xvii RESILIENT PUNE EXECUTIVE SUMMARY PUNE CITY CONTEXT RESILIENCE DIAGNOSIS PUNE RESILIENCE STRATEGY NEXT STEPS xviii Join us in building a Resilient Pune! Contact Pune Chief Resilience Officer email: [email protected]

DISCLAIMER The information contained within this document is not conclusive and is part of an ongoing process designed to improve the resilience of Pune. COVER IMAGE Courtesy: go.itdp.org (Suraj Bartakke)