Executive Summary Preliminary Resilience Assessment

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

Pune is slowly becoming a global hub by attracting and collaborating with many international agencies including foundations, donor agencies and industry bodies and 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 The pace of urbanization in India is picking up. By 2030, India’s urban population Physical, economic and social challenges have become an integral part of is expected to increase from 31% to 40% and its contribution to India’s GDP is urbanization. Cities are grappling with shocks such as flooding, droughts among expected to increase from 61% to 75%. However, the quality of urbanization others, and stresses like traffic chaos, water shortage, pollution of water bodies in India has immense challenges, including inadequate water and sanitation etc. The 100 Resilient Cities (100RC), pioneered by The Rockefeller Foundation facilities, lack of access to affordable housing and the share of public transit identifies these shocks and stresses as critical challenges and aims to make being less than 30 percent. Therefore, building urban resilience is critical if cities cities more resilient. The 100RC will provide support to 100 select cities across are to survive, adapt and grow to meet these challenges of the future. the world, including Pune, to develop a holistic Resilience Strategy that reflects each city’s distinct needs. Further, the 100RC platform will provide opportunity 100 Resilient Cities (100RC) and its network strive to develop tangible solutions for Pune to connect with its global peers to share knowledge and best practices. and inspire other cities to join urban resilience movement. The partnership of four Indian cities - Pune, Chennai, Surat and Jaipur with 100RC, aims not only to Pune has a unique position in Maharashtra due to its cultural heritage, help individual cities become more resilient but will facilitate the building of a educational progress and industrial development. Availability of skilled work global practice of resilience among governments, NGOs, the private sector, and force, entrepreneurship and abundance of water sources are major drivers for individual citizens. the development of the city. Pune city is known for its development focused KUNAL KUMAR, IAS MAHESH HARHARE initiatives and reform-oriented approach to serve citizens better. Joint Secretary, MoHUA, GOI As a former Municipal Commissioner of Pune and a member of the prestigious Pune Chief Resilience Officer (CRO) 100RC City Leaders Global City Leader Advisory Committee of the 100RC, I see a lot of opportunities However, increasing population, rapid peri urban growth and the expansion Advisory Committee & for Pune to have inputs and guidance from city leaders who have hands-on of city limits are creating complex challenges. There is no single solution Former Pune Municipal experience dealing with issues that impact cities. to address these growing issues. There is a need for strengthening the Commissioner sustainability concept and building resilience aspects in policies, plans and This is a unique opportunity for Pune to become a Model City in building actions. Therefore, the Resilience Strategy process, supported by 100RC, will resilience, which can further guide other progressive Indian cities to leapfrog be an important activity for Pune city to do self-examination of its plans and from conventional planning and embrace resilience concept holistically. Pune assimilate the resilience concept. city, committed to its citizen centric agenda of sustainable development, has formulated various policies and plans. I believe these actions will The resilience building is a continuous process and needs people involvement. comprehensively address city needs, while bringing more diversity and The Preliminary Resilience Assessment (PRA) work which was carried out in enhancing opportunities for citizens with the resilience concept built into it. Phase 1, involved extensive consultations with different experts and scanned through various plans and programs of the city. The Phase 2 work of strategy Pune should aspire to become a city where every citizen is aware of and feels preparation will try to achieve this through promotion of people engagement ownership of the resilience efforts the city is undertaking. I am impressed by the plans and actions. The strategy does not involve merely adaptive measures, but level of engagement that the city has traditionally had with its citizens. Officials/ also transformative actions, for both short term and long term. Political office bearers will keep changing and hence, for resilience to be truly entrenched in the city, its citizens must take ownership. We need to leverage Pune city is becoming more global. The kind of interest that is being developed economic incentives and disincentives to bring about the behavior change we in international agencies and institutes for collaboration with Pune to explore, desire. Technology will help us leapfrog in many areas. share and create pilot projects is amazing. This partnership with 100RC gives a platform to Pune to demonstrate its capabilities and explore potential for Pune has a good supportive ecosystem of various stakeholders actively involved scaling new heights at a global level. As the CRO my role is to focus on these in various activities and programs. This needs to be continued in Phase 2, to aspects, deliver a holistic Resilience Strategy for Pune and further support the come out with a more holistic and citizen driven Resilience Strategy. city in implementation of pilot projects.

iii RESILIENT PUNE iv 0 1 2 3 4 5 12 1 Mobility

11 2 Solid-Waste Management Availibility of Affordable Housing

Condition of Hills 10 3 Air Quality

Disease Outbreak/Control

Access to Public 9 4 Open Spaces Adequate & Clean Water Supply

Flood Control

8 5 Cultural Opportunities

Employment & 7 6 Business Opportunities Reliable Electricity Supply Rapid urbanization in Pune has meant that structural inequalities A resilient city can bounce back and systemic vulnerabilities of individuals, institutions, ecosystems, and city development processes have surfaced; necessitating faster and forward from shocks strategic engagement to make city-systems more resilient. and stresses.

SURAT With the motivation to address these challenges, Pune was selected in 2016 to join the 100 Resilient Cities (100RC) Network, PUNE pioneered by the Rockefeller Foundation. Fundamental to 100RC’s JAIPUR philosophy on resilience is not only preparing cities for disasters but also, working with different socio-economic groups and a CHENNAI A Resilient City wide range of stakeholders to prepare for economic, social, and physical stresses and shocks. Path of Development Progress

According to 100RC, “resilience is the Shock or Stress capacity of individuals, communities, institutions, businesses, and systems Time

within a city to survive, adapt, and grow Figure 1: World map showing 100RC member cities no matter what kind of chronic stresses ROUND ONE CITIES ROUND TWO CITIES ROUND THREE CITIES HOW DOES 100RC SUPPORT ITS MEMBER CITIES? and acute shocks they experience.” 100RC provides four types of support: 1 Three-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 the city to develop a Resilience Strategy. 100RC frames challenges within cities as shocks and stresses. 3 Access to Platform Partners (PP), leading partners in various ACUTE SHOCKS are sudden, sharp events that threaten a city arenas, for technical inputs to deploy solutions. CHRONIC STRESSES weaken the fabric of a city on a day-to- 4 Membership to a global network of cities with opportunities day or cyclical basis to share best practices.

01 RESILIENT PUNE EXECUTIVE SUMMARY | PRELIMINARY RESILIENCE ASSESSMENT 02 OVERVIEW OF RESILIENT PUNE STRATEGY PROCESS PHASE 0 + PHASE 1 0 1 2 3 4 5 ALL THE 100RC MEMBER CITIES FOLLOW A PHASED IN THE AGENDA SETTING WORKSHOP (ASW) AND Mobility PROCESS LAID OUT BY THE ORGANIZATION OVER THE PERIOD OF PHASE 1, WE INVESTIGATED THE FOLLOWING IN PUNE

Solid-Waste Management Pune Office of Resilience Most member cities expect to institutionalize their 1 WHAT ARE PUNE’S PRIORITY SHOCKS & STRESSES? institutionalized early on! Offices of Resilience after strategy formulation We gathered perceptions of decision makers, experts, and citizens from the ASW and Citizen’s Perception Survey to Availibility of prioritize top pain points for Pune Affordable Housing SETUP INITIATIVE CREATE RESILIENT PUNE STRATEGY IMPLEMENT STRATEGY TOP SHOCKS IN PUNE: Disease outbreak and flooding of river when water released from the dam Condition of Hills MORE TOP STRESSES IN PUNE: PHASE 0 PHASE 1 PHASE 2 PHASE 3 RESILIENT Mobility, health of water bodies, access to affordable CITY housing, air pollution and solid waste management Air Quality

City Agenda CRO hired Preliminary Resilience Resilient Pune 2 HOW DO STAKEHOLDERS PERCEIVE THE selection Setting (Oct 2017) Assessment (PRA) Strategy release (May 2016) Workshop complete (estimated Dec 2018) CITY’S RESILIENCE? Disease Outbreak/Control (Jan 2017) (June 2018) An evaluation of the city’s resilience, based on a detailed WE ARE HERE NOW! Figure 2: Resilient Pune Strategy Process stakeholder inputs across thematic working groups, expert surveys, and expert interviews, indicate the following

AREAS OF STRENGTH: Access to Public Supporting livelihood and employment Open Spaces Fostering economic prosperity Recognizing the value of the 100RC Network, the Office of Resilience and the position of the Chief Resilience Officer (CRO) has NEED TO DO BETTER: been institutionalized within the Pune Municipal Corporation (PMC) since Phase 0. For 100RC, institutionalizing city resilience Fostering long term & integrated planning Adequate & Clean means establishing the function and structure of a Chief Resilience Officer, as well as integrating and mainstreaming the concept Providing reliable communications & mobility Water Supply of resilience into city services, plans, and initiatives. Ensuring continuity of critical services Maintaining & enhancing natural and man-made assets

Flood Control The Pune Chief Resilience Officer, Mr. Mahesh Harhare has been able to leverage the early institutionalization to: 3 WHAT ARE THE ACTIONS BEING UNDERTAKEN? An analysis of 250+ actions (plans, strategies, programs, Access institutional knowledge to provide strategic direction to Resilient Pune Cultural Opportunities projects, practices, initiatives, legislations, and funding Build relationships and identify key champions within the Corporation and the actions) designed to contribute to the protection, functioning wider ecosystem or advancement of the city, via the 100RC’s City Resilience Demonstrate convening power via organization of working groups with Framework revealed that diverse actors, and meetings chaired by additional municipal commissioners Employment & and thought leaders in the city AREAS OF DEEP ENGAGEMENT Business Opportunities Disseminate nuanced insights about resilience and the 100RC Network in Pune Meets basic needs Ensured continuity of critical services Provides reliable communication and mobility Reliable Electricity Supply AREAS OF MILD ENGAGEMENT In addition, the former Municipal Commissioner of Pune, Mr. Kunal Kumar, now the Joint Secretary in the Ministry of Housing and Fostering long term & integrated planning Urban Affairs, Government of India, is also part of a nine (founding) member global City Leaders Advisory Committee to the Promotes cohesive & engaged communities Figure 3: Shocks and Stresses in Pune 100RC Network. The Advisory Committee members, advice on policy and advocacy, act as global champions, and help 100RC AREAS OF LOW ENGAGEMENT Average rating, participants rated from 1 (not a challenge) to 5 identify and prioritize key issues essential to building urban resilience. Supports livelihoods and employment (most important challenge)

03 RESILIENT PUNE EXECUTIVE SUMMARY | PRELIMINARY RESILIENCE ASSESSMENT 04 PHASE 2

AFTER ASSESSING PERCEPTIONS AND ACTIONS, WE ARRIVED AT THREE PRIORITIES THAT WE WILL DEEPLY UNDERSTAND IN PHASE 2

0 1 2 3 4 5 12 1 Mobility

11 2 Solid-Waste Management Availibility of AffordableINSTITUTIONS Housing PLANNING & FINANCING & ECOSYSTEM & & CAPACITY COORDINATION VIABILITY ENGAGEMENT Condition of Hills

10 3 FRAMEWORK Air Quality

Disease Outbreak/Control [URBAN GROWTH] [URBAN ENVIRONMENT] [URBAN ECONOMY] Access to Public 9 4 How canOpen we guideSpaces How can we mainstream How can we strengthen the integratedAdequate and equitable& Clean environmental planning and resource economy and workforce growthWater in Pune? Supply management in Pune? capabilities in Pune? DISCOVERY AREAS Flood Control

8 5 Cultural Opportunities

Employment & 7 6 Business Opportunities Reliableaccess Electricity & affordable Supply waterbodies hills local business start-ups mobility housing environment LEGEND Need to do better Areas of: Doing well, but Deep Engagement can improve Mild Engagement Area of strength Low Engagement Figure 4: Resilience Perceptions and Actions 1. Meets basic needs | 2. Supports livelihoods & employment | 3. Ensures public health services | 4. Promotes

cohesive & engaged communities | 5. Ensures social stability, security & justice | 6. Fosters economic SUB-DISCOVERY AREAS prosperity | 7. Maintains & enhances protective natural & manmade assets | 8. Ensures continuity of spatial community groundwater waste skills livelihoods critical services | 9. Provides reliable communication & mobility | 10. Promotes leadership & effective growth cohesion management | 11. Empowers a broad range of stakeholders | 12. Fosters long-term & integrated planning

05 RESILIENT PUNE EXECUTIVE SUMMARY | PRELIMINARY RESILIENCE ASSESSMENT 06

A Resilient City

Path of Development

Shock or Stress DISCOVERY AREA 1: URBAN GROWTH How can we guide integrated and equitable growth in Pune? OBJECTIVE The objective of this Discovery Area is to address the lack of an integrated vision and strategy for mobility and housing in the metro region while promoting community cohesion and engagement given the large migrant population in the city.

OVERVIEW As Pune’s population and urban spread increases, three broad spatial patterns emerge- a congested core of historic significance, medium density neighbourhoods that surround0 the core,1 and2 rapidly3 urbanizing4 5peri-urban areas with governance deficit 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 witnessing haphazard township developmentsMobility and employment centres. These have accentuated stresses of mobility, air quality, 12 1 and affordable housing. Further, as the surrounding 34 villages continue to get incorporated into PMC in the next few years, nearly doubling its footprint,Solid-Waste it is important Management to guide growth and to ensure that the citizen experience across the region is equitable along Mobility Mobilityvarious development parameters. EnhancingMobility citizen engagement and promoting social cohesion, especially in areas populated 11 2 with new migrants (both high-incomeAvailibility professionals of and livelihood seeking populace) will make these communities more resilient. Affordable Housing Solid-Waste Management Solid-WasteThus, Managementwe believe that the broadCondition UrbanSolid-Waste Growth of Hills ManagementDiscovery Area can be further sub-divided into key components including: Air Quality 10 3 Availibility of Availibility of Availibility of Affordable Housing Affordable Housing Disease Outbreak/ControlAffordable Housing

Condition of Hills Condition of Hills Access to Public OpenCondition Spaces of Hills Adequate & Clean Water Supplyaccess & affordable spatial community 9 4 Air Quality Air Quality FloodAir Control Qualitymobility housing planning cohesion LEGEND Need to do better Doing well, but can improve Cultural Opportunities Disease Outbreak/Control Disease Outbreak/Control Disease Outbreak/Control Area of strength KEY CHALLENGES: Employment & 8 5 Business Opportunities Areas of: Lack of predictive planning and synchronization with land- formal credit. Deep Engagement Access to Public Open Spaces Access to usePublic and Open development SpacesReliable has Electricity perpetuatedAccess Supply ‘transit to Public deserts’ Open Spaces and Areas outside corporation limits face service delivery Mild Engagement increased reliance on private vehicles. problems, negative impacts of which spill over to the city. Low Engagement 7 6 Poor practices of data collection, sharing and analytics This is because they are rapidly urbanizing but are governed Adequate & Clean Adequate has& Clean limited response to citizen needsAdequate and has & Clean also created by municipalities or village panchayats that do not have RESILIENCE THEMES Water Supply Water Supplybarriers to entry for innovators workingWater toSupply meet varied user capacities, resources or even mandates to provide those requirements. services. 1 MEETS BASIC NEEDS The private sector has been unable to meet the growing Unequal spatial growth with extremely dense city core and Flood Control Flood Control Flood Control 2 SUPPORTS LIVELIHOODS & EMPLOYMENT demand for low-income housing due to land economics and sparse township developments in peri-urban areas. 3 ENSURES PUBLIC HEALTH SERVICES regulatory barriers. Limited ownership of civic assets and engagement in 4 PROMOTES COHESIVE & ENGAGED COMMUNITIES Slum dwellers have not been able to make investments and community development, specially in the rapidly growing Cultural Opportunities Cultural Opportunities Cultural Opportunities0 1 2 3 4 5 5 ENSURES SOCIAL STABILITY, SECURITY & JUSTICE upgrade their houses due to lack of tenure and barriers to peri-urban areas given new migrant residents. Mobility 6 FOSTERS ECONOMIC PROSPERITY 12 1 7 MAINTAINS & ENHANCES PROTECTIVE NATURAL & MANMADE ASSETS Employment & EmploymentThe challenges & highlighted above largelyEmployment relate to & the ‘fosters long-term & integrated planning’, ‘provides reliable communications Business Opportunities Business Opportunities Solid-Waste ManagementBusiness Opportunities 8 ENSURES CONTINUITY OF CRITICAL SERVICES and mobility’ and ‘promotes cohesive & engaged communities’ components of the resilience wheel. 9 PROVIDES RELIABLE COMMUNICATION11 & MOBILITY 2 Availibility of Affordable Housing 10 PROMOTES LEADERSHIP & EFFECTIVE MANAGEMENT Reliable Electricity Supply ReliableKEY Electricity OPPORTUNITIES: Supply Reliable Electricity Supply Condition of Hills 11 EMPOWERS A BROAD RANGE OF STAKEHOLDERS Several high investment mobility projects that are on-going There is a demand for low-income housing and growing 12 FOSTERS LONG-TERM & INTEGRATED PLANNING can potentially incorporate anAir integrated Quality urban growth interest from the private sector to capture this market. Figure 5: Perceptions and Actions Figure 6: Shocks and Stress ratings 10 3 strategy. PMRDA is developing a regional transportation plan and There is a politicalDisease and Outbreak/Control bureaucratic will to improve transit in a development plan for PMR. An integrated urban growth the city. strategy can convene these ideas. Access to Public Open Spaces

07 RESILIENT PUNE Adequate & EXECUTIVEClean SUMMARY | PRELIMINARY RESILIENCE ASSESSMENT 08 Water Supply 9 4 Flood Control Cultural Opportunities Employment & 8 5 Business Opportunities Reliable Electricity Supply

7 6

0 1 2 3 4 5 Mobility 12 1 Solid-Waste Management

7 6 0 1 2 3 4 5

12 1 Mobility Solid-Waste Management 11 2 Availibility of Affordable Housing Condition of Hills Air Quality 10 3 Disease Outbreak/Control Access to Public Open Spaces Adequate & Clean Water Supply 9 4 Flood Control Cultural Opportunities Employment & 8 5 Business Opportunities DISCOVERY AREA 2: Reliable Electricity Supply URBAN ENVIRONMENT 7 6 FRAMEWORK DIAGNOSTIC QUESTIONS How can we mainstream environmental planning and resource How can gaps and conflicts in mandates of various organizations overseeing management in Pune? planning and infrastructure development (mobility, housing, etc.) be plugged to INSTITUTIONS drive an integrated vision for growth of Pune Metro? & CAPACITY What capacity needs - human, technical and resources, need to be plugged for institutions responsible for housing and mobility, to carry out resilience building 0 1 2 3 4 5 efforts? How can these be supplemented by tapping into the city’s ecosystem? 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 Mobility What is the common vision of all governance and civil society 12 1 organizations in relation to the Pune Metro? What are the existing and potential resilient building pathways (regulatory environment/planning Solid-Waste Management PLANNING & Mobility Mobility Mobility paradigms/scales of operation) to achieve this? 11 2 Availibility of COORDINATION How can spatial planning be instituted and what is the optimal process to do so? Affordable Housing How can information and data be made open and accessible and how can Solid-Waste Management Solid-Waste Management Solid-Waste Management Condition of Hills it be better leveraged to enhance decision making capabilities, improve Air Quality developmental outcomes, and increase accountability in the Pune context? 10 3 What are some financing levers that can be used to attract private capital to fund Availibility of Availibility of Availibility of Affordable Housing Affordable Housing Affordable Housing Disease Outbreak/Control infrastructure creation and developmental projects? What barriers need to be FINANCING & overcome to catalyze markets and increase participation from diverse groups? Access to Public Open Spaces VIABILITY How can thinking about co-benefits across sectors be used to maximize Condition of Hills Condition of Hills Condition of Hills Adequate & Clean outcomes from investments? Water Supply What are some insights from behavioral studies that can leverage 9 4 Air Quality Air Quality Air Quality Flood Control information, education and to positively influence citizen choice (example: LEGEND ECOSYSTEM & mode choice behavior in shifting private vehicle users to public transport)? Need to do better Cultural Opportunities ENGAGEMENT How can social cohesion and engagement in community development Doing well, but can improve Area of strength Disease Outbreak/Control Disease Outbreak/Control Disease Outbreak/Control Employment & be elevated in areas of Pune like the peri-urban regions, with higher Business Opportunities migrant populations? 8 5 Areas of: Reliable Electricity Supply Deep Engagement Access to Public Open Spaces Access to Public Open Spaces Access to Public Open Spaces Mild Engagement Low Engagement 7 6

POTENTIAL INITIATIVES Adequate & Clean Adequate & Clean Adequate & Clean RESILIENCE THEMES Water Supply Water Supply Water Supply Industry Location Policy for Pune Metropolitan Region Develop a framework for planning for the location of industrial areas, with due consideration to mobility, housing availability, and 1 MEETS BASIC NEEDS 0 1 2 3 4 5 Flood Control Flood Control Flood Control basic service delivery (water resource availability, SWM etc.). 2 SUPPORTS LIVELIHOODS & EMPLOYMENT Mobility Pune Mobility Lab 3 ENSURES PUBLIC HEALTH SERVICES 12 1 4 PROMOTES COHESIVE & ENGAGED COMMUNITIES Partner with the Rocky Mountain Institute to create a laboratory that can undertake resilience building initiatives in transportation. Cultural Opportunities Cultural Opportunities Cultural Opportunities Solid-Waste Management 5 ENSURES SOCIAL STABILITY, SECURITY & JUSTICE 6 FOSTERS ECONOMIC PROSPERITY11 2 Availibility of Affordable Housing 7 MAINTAINS & ENHANCES PROTECTIVE NATURALEmployment & MANMADE & ASSETS Employment & Employment & 8 ENSURES CONTINUITY OF CRITICAL SERVICES Business Opportunities Business Opportunities Business Opportunities Condition of Hills 9 PROVIDES RELIABLE COMMUNICATION & MOBILITY Air Quality 10 PROMOTES LEADERSHIP & EFFECTIVE MANAGEMENTReliable Electricity Supply Reliable Electricity Supply Reliable Electricity Supply 10 3 11 EMPOWERS A BROAD RANGE OF STAKEHOLDERS Disease Outbreak/Control 12 FOSTERS LONG-TERM & INTEGRATED PLANNING Figure 7: Perceptions and Actions Figure 8: Shocks and Stress ratings Access to Public Open Spaces Adequate & Clean Water Supply 9 4 Flood Control 09 RESILIENT PUNE EXECUTIVE SUMMARY | PRELIMINARY RESILIENCE ASSESSMENT 10 Cultural Opportunities Employment & 8 5 Business Opportunities Reliable Electricity Supply

7 6 OBJECTIVE FRAMEWORK DIAGNOSTIC QUESTIONS

The objective of this Discovery Area is to find solutions that broadly institutionalize environmental planning while building capacities What are the key institutions and processes that foster the enabling conditions across departments within the PMC and in the PMR to better manage the natural resources in the city. in which environment is taken into account by the city and in development INSTITUTIONS decision-making? & CAPACITY OVERVIEW How can private sector and civil society play a role in meeting service delivery Valued for its climate and access to natural environment, Pune has been experiencing severe degradation of its ecological resources. demands, especially in the fringe areas, where public agencies don’t have the The key stresses that are impacted on account of this degradation include air quality, health of water bodies, condition of ‘tekdis’ / capacity or mandate to meet? hills, and solid-waste management. This is supported by the analysis presented earlier in this document which indicates significant What needs to be done to embed pro-active environmental planning as issues related to river pollution by sewage & solid waste, reduction in ground water table, decline in habitats, encroachment upon part of the city’s Development Plan? How can it be ensured that these hills etc. plans inform development regulations and codes? PLANNING & How can ecology be used to adapt and mitigate the effects of climate The overarching issue, which touches all these specific areas, is one of mainstreaming of environmental thinking within the COORDINATION change in Pune? governments in the Pune metropolitan region – the focus currently is on compliance with environmental standards rather than How can monitoring practices be institutionalized and feedback loops be proactive environmental planning. created from PMC’s annual Environmental Status Report to inform annual budget allocation and project priorities? Based on the analysis presented in this document, and the analytical frameworks, the following are the key sub-components of the How can the benefits of natural resources be leveraged and viable Urban Environment Discovery Area: FINANCING & business opportunities be created around them to develop revenue VIABILITY streams for their maintenance? What are some market-based or blended approaches that can be adopted to induce environmentally responsible behavior from large pollutants as ECOSYSTEM & well as individuals? ENGAGEMENT How can individuals, community groups, civil society organizations and private sector be mobilized to better manage community assets? waterbodies hills groundwater waste

KEY CHALLENGES: Natural resources span across jurisdictions of various national, drivers of pollution, despite Pune’s status as a first mover in this POTENTIAL INITIATIVES state, para-statal and local agencies, making coordination space. This indicates a need to re-evaluate existing strategies Conceptualizing an expanded mandate for the PMC Environmental Cell difficult in the absence of clearly defined pathways and and structures. Influencing the design and mandate of the PMC Environmental Cell to ensure that it becomes the nodal agency for environmental incentives. Limited understanding of ecological services as critical mainstreaming within the PMC. A variety of stakeholders are working in the space apart from PMC including Center for Environment City development processes are focussed on pollution control infrastructure for public health, climate mitigation, adaptation, and Education (CEE), Institute of Environment Education and Research (BVIEER), Jeevitnadi, World Resource Institute, TERI, and not pro-active environmental planning. and quality of life. Center for Livable Cities etc. An initial INR 1 crore (USD 1,50,000) has been allocated in the PMC budget for FY2018-2019. Poor solid and liquid waste management practices are key The Mula-Mutha River Rejuvenation Partnership From a resilience wheel perspective, the above challenges relate to ‘maintains and enhances protective natural and manmade Driving the strategy for the marquee river rejuvenation project through upfront discussions & advisory, and participation on the assets’, ensures continuity of critical services’ and ‘fosters long term and integrated planning’, which are all challenging areas for governance bodies of the project in an advisory capacity. Pune. There is also a second order connection with ‘ensures public health services’, an area where Pune performs moderately.

KEY OPPORTUNITIES: Increasing awareness among all stakeholders of the Strong state level and national level programs promoting importance of the natural ecosystem. sustainable waste management, clean energy etc. Substantial political pressure from civil society groups for Budget allocation of INR 1 crore (USD 1,50,000) for the PMC environmental mainstreaming. Environmental Cell in FY 2018-19.

11 RESILIENT PUNE EXECUTIVE SUMMARY | PRELIMINARY RESILIENCE ASSESSMENT 12 0 1 2 3 4 5

7 6

0 1 2 3 4 5 Mobility 12 1 Solid-Waste Management

11 2 Availibility of Affordable Housing Condition of Hills Air Quality 10 3 Disease Outbreak/Control Access to Public Open Spaces Adequate & Clean Water Supply 9 4 Flood Control Cultural Opportunities DISCOVERY AREA 3: Employment & URBAN ECONOMY 8 5 Business Opportunities Reliable Electricity Supply How can we strengthen the economy and workforce capabilities OBJECTIVE 7 6 The objective of this Discovery Area is to bolster and future-proof the economy which is perceived as a strength of the city, by in Pune? improving the local business environment and promoting skills, entrepreneurship and livelihoods.

OVERVIEW Pune’s diverse economic drivers of auto, manufacturing,0 1 IT, ITES,2 pharmaceuticals,3 4 construction5 and education, make the city resilient towards sector-specific economic shocks. However, key risks exist on the horizon as highlighted earlier in this document, 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 Mobility 12 1 including replacement of jobs by automation, need for up-skilling as technologies evolve etc. In addition, skilling of low-skilled informal workers to provide them with a pathway towards higher paying work along with ensuring their access to social safety nets is necessary Solid-Wasteto alleviate them Management from cycles of poverty. Further, Pune has a growing start-up ecosystem, incorporating entities Mobility Mobility Mobility 11 2 which are operating at the cuttingAvailibility edge and may of become job-growth drivers in the future. Identifying pathways of supporting the entrepreneurship ecosystemAffordable would also Housing be essential for a more dynamic economy going forward. Condition of Hills Solid-Waste Management Solid-Waste Management Solid-Waste Management Given the above, the following are identified as the key focus sub-discovery areas for the Urban Economy Discovery Area: Air Quality 10 3 Availibility of Availibility of Availibility of Affordable Housing Affordable Housing Affordable Housing Disease Outbreak/Control Access to Public Open Spaces Condition of Hills Condition of Hills Condition of Hills Adequate & Clean Water Supply 9 4 local business start-ups skills livelihoods Air Quality Air Quality Air Quality Flood Controlenvironment LEGEND Need to do better Cultural Opportunities Doing well, but can improve Employment & AreaDisease of strength Outbreak/Control Disease Outbreak/Control Disease Outbreak/Control 8 5 KEY CHALLENGES:Business Opportunities Areas of: Reliable Electricity Supply Deep Engagement Lack of consolidated, reliable information on growing Poor penetration of social protection schemes perpetuate Access to Public Open Spaces Access to Public Open Spaces Access to Public Open Spaces Mild Engagement sectors in Pune and corresponding skills gap make it difficult vulnerabilities of low-income populations with skill training 7 6 Low Engagement to streamline resources and initiatives for encouraging leading to marginal increment in incomes. entrepreneurship and skill development. SMEs face challenges of access to credit with low presence of Adequate & Clean Adequate & Clean Adequate & Clean RESILIENCEWater Supply THEMES Water Supply Water Supply Lack of secure tenure, limited wealth building assets, and no MFIs in the city. employment proof in case of low-skilled/low-income informal Pune is also seeing an evolving start-up ecosystem but is 1 MEETS BASIC NEEDS sector workers cause exclusion from formal financial services perceived to have lesser funding options compared to more Flood Control Flood Control Flood Control 2 SUPPORTS LIVELIHOODS & EMPLOYMENT and ability to access credit. mature ecosystems like Bengaluru, Mumbai, and Hyderabad. 3 ENSURES PUBLIC HEALTH SERVICES 4 PROMOTES COHESIVE & ENGAGED COMMUNITIES Cultural Opportunities Cultural Opportunities Cultural Opportunities KEY OPPORTUNITIES: 5 ENSURES SOCIAL STABILITY, SECURITY & JUSTICE Strong existing business ecosystem, with highly engaged Unorganized sector experience in forming co-operatives for 6 FOSTERS ECONOMIC PROSPERITY corporate houses. livelihood protection (example: SWaCH). 7 MAINTAINSEmployment & &ENHANCES PROTECTIVE NATURAL & MANMADEEmployment ASSETS& Employment & Several on-going initiatives on mindset change and skills Strong political alignment in promoting entrepreneurship and 8 ENSURESBusiness CÅONTINUITYOpportunities OF CRITICAL SERVICES Business Opportunities Business Opportunities training backed by CSR funding. job creation in Pune. 9 PROVIDES RELIABLE COMMUNICATION & MOBILITY 10 PROMOTESReliable Electricity LEADERSHIP Supply & EFFECTIVE MANAGEMENTReliable Electricity Supply Reliable Electricity Supply From a resilience wheel perspective, the objective of this Discovery Area is to tackle an area of strength for the city – ‘supports livelihoods and employment’, and ‘fosters economic prosperity’ are both strong areas for Pune. Citizens also identified ‘employment 11 EMPOWERS A BROAD RANGE OF STAKEHOLDERS & business opportunities’ as not really a stress for Pune. 12 FOSTERS LONG-TERM & INTEGRATED PLANNING Figure 9: Perceptions and Actions Figure 10: Shocks and Stress ratings

13 RESILIENT PUNE EXECUTIVE SUMMARY | PRELIMINARY RESILIENCE ASSESSMENT 14 FRAMEWORK DIAGNOSTIC QUESTIONS

How can institutional arrangements and supporting infrastructure be adapted to assist the growing economic sectors in Pune? INSTITUTIONS What social security is useful and demanded by poorer individuals in Pune and & CAPACITY how can their delivery be ensured? What gaps if addressed can make Pune the leading choice of startups in high- tech industries in India? How can the various fragmented national, state, and local initiatives, including CSR initiatives, in skills training (across high, medium, low skills), be coordinated/bundled to create avenues from skills to jobs? What needs PLANNING & to be done to ensure job retention? COORDINATION What adjustments/ additions to urban policy and planning regulations need to be made so at to encourage and accommodate greater ease of doing business in Pune? NEXT STEPS What financial incentives and tax adjustments need to be made in order to facilitate greater investments in the growing sectors of Pune and support FINANCING & enterprises, both in the organized and unorganized sectors to thrive? VIABILITY What are the pathways through which the unorganized sector can access formal banking systems and how can micro finance institutions have greater penetration in Pune? What policies/legislations need to be framed, and how can political Building on the mobilization and analysis of Phase 1, in Phase 2 Pune, led by the CRO, ECOSYSTEM & support be derived to facilitate and promote vulnerable, informal partners with diverse and interdisciplinary teams—locally and globally— will explore ENGAGEMENT workers to organize themselves in order to secure better livelihoods and strengthen negotiating abilities? the challenges and innovate solutions following the city’s defined Discovery Areas. By aligning new partners and resources in Phase 2, Pune has an opportunity to expand the resilience team and supporters, to ask hard questions and apply systems thinking to the city’s foremost resilience challenges. The work in this phase leverages existing POTENTIAL INITIATIVES actions identified in Phase 1 and will result in specific priorities and initiatives for Skills mapping implementation. The expected duration of Phase 2 is 4-6 months and will culminate A study to scan the growing economic sectors of Pune and align the various skills training initiatives to them through multi- in the release of a strategy and focus on implementation. stakeholder collaboration. Key interested stakeholders would include Pune city connect, PMC lighthouses, Pune Ideas Factory foundation, SWaCH, Global Talent Track, Social Venture Partners, NASSCOM, Skills Alpha, Symbiosis Skills University, Vishwakarma Group, and Natarajan Education Society. The Phase 2 activity will be articulated in a Customized City Approach (CCA) for Pune.

15 RESILIENT PUNE EXECUTIVE SUMMARY | PRELIMINARY RESILIENCE ASSESSMENT 16 Resilient Pune 1st Steering Committee Meeting Living Laboratory at Pune Bicycle Share in Aundh

Working Group on Mobility at PMC Working Group on Environment at PMC Working group on Pune Metro Growth at PMRDA Living Laboratory at Pune Lighthouse in Aundh

17 RESILIENT PUNE EXECUTIVE SUMMARY | PRELIMINARY RESILIENCE ASSESSMENT 18 CONTRIBUTORS

Pune Office of Resilience Mahesh Harhare (CRO) Ganesh Sonune (Disaster Management Officer, PMC) Mangesh Dighe (Environment Officer, PMC)

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

Dalberg Advisors (Strategy Partner) Varad Pande, Partner Tushar Thakkar, Senior Project Management Jeenal Sawla, Cities Consultant

Special Acknowledgement Ashish Agarwal (PIU, PMC), Gajanan Kadak (PMC), Shrikant Kate (PMC), Nidhi Chandra (PIU, PMC), Sushma (PIU, PMC), Manisha Singh (Intern, CRO Office), Advait Sawarkar (PMRDA) Ameya Deshpande (PMRDA)

Designer Medha Gupta

Pune Global Shapers (Offline Citizen Survey) Pratik Datey

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.

COVER IMAGE Courtesy: go.itdp.org (Suraj Bartakke)