Preliminary Resilience Assessment Full Report - 0

PUNE
RESILIENT
PUNE
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 ii
RESILIENT PUNE PRELIMINARY RESILIENCE ASSESSMENT
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 iv
CONTENTS
Letters i
600 + voices have contributed

to this preliminary assessment.
Executive Summary pg. 1
Add your voice to the link below Introduction pg. 9

https://goo.gl/forms/
GT9sQCWBVidrWw9N2 Unique City pg. 13
Context of Pune
Diagnosing pg. 37
Resilience in Pune
Discovery Areas pg. 57
Next Steps pg. 69
Appendix v
CONTACT: Resilient Pune | Mahesh Harhare (CRO) | puneresilient@gmail.com
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 vi
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
EXECUTIVE 8 5
Flood Control
100RC frames challenges within cities as shocks and stresses.
SUMMARY
Cultural Opportunities
ACUTE SHOCKS are sudden, sharp events that threaten a city
CHRONIC STRESSES weakenEmploymentthe fabric& of a city on a day-to-
7 6 day or cyclical basis Business Opportunities
Reliable Electricity Supply
A resilient city can bounce back

faster and forward from shocks
and stresses.
SURAT
PUNE
JAIPUR ity
tC
Rapid urbanization in Pune has meant that structural inequalities en
sili
and systemic vulnerabilities of individuals, institutions, ecosystems, CHENNAI AR
e
t
men
ev elop
Progress
and city development processes have surfaced; necessitating of D
strategic engagement to make city-systems more resilient. Path
With the motivation to address these challenges, Pune was

selected in 2016 to join the 100 Resilient Cities (100RC) Network, Shock or Stress
pioneered by the Rockefeller Foundation. Fundamental to 100RC’s
philosophy on resilience is not only preparing cities for disasters
but also, working with different socio-economic groups and a Time
wide range of stakeholders to prepare for economic, social, and
physical stresses and shocks. Figure 1: World map showing 100RC member cities
ROUND ONE CITIES ROUND TWO CITIES ROUND THREE CITIES HOW DOES 100RC SUPPORT ITS MEMBER CITIES?
According to 100RC, “resilience is the 100RC provides four types of support:

1 Three-year funding for a Chief Resilience Officer (CRO) and
capacity of individuals, communities, guidance to set up an Office of Resilience within the city
institutions, businesses, and systems government.
2 Funding for Strategy Partner (SP) to support the CRO and
within a city to survive, adapt, and grow the city to develop a Resilience Strategy.
no matter what kind of chronic stresses 3 Access to Platform Partners (PP), leading partners in various
arenas, for technical inputs to deploy solutions.
and acute shocks they experience.” 4 Membership to a global network of cities with opportunities
to share best practices.
01 02
RESILIENT PUNE PRELIMINARY RESILIENCE ASSESSMENT EXECUTIVE SUMMARY INTRODUCTION CITY CONTEXT OF PUNE DIAGNOSING RESILIENCE IN PUNE DISCOVERY AREAS NEXT STEPS
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?
(Jan 2017) (June 2018) Disease Outbreak/Control
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
Open Spaces
Supporting livelihood and employment
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
Providing reliable communications & mobility Water Supply
means establishing the function and structure of a Chief Resilience Officer, as well as integrating and mainstreaming the concept
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 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
URBAN GROWTH URBAN ENVIRONMENT
11 2 HowSolid-Waste Management
can we guide integrated How can we mainstream
and equitable Availibility
growth inofPune? environmental planning and
Affordable Housing resource management in Pune?
Mobility and access to affordable

Condition of Hills housing have emerged as Stresses such as condition of hills, health of water bodies,
key stresses for the city especially due to the lack of a unified solid-waste management, and air quality; and shocks like
10 3 agenda for growth across transportation modes and access to disease outbreak and flood management during release of
secure housing across Air Quality
income groups. Challenges of limited dam water have emerged as major concerns. Inefficiencies in
coordination specially play out in rapidly urbanizing peri-urban liquid waste treatment, solid-waste collection and processing
areas of Pune. With Pune’s footprint set to increase by 30% have been the primary drivers of water pollution. Systemic
over Disease Outbreak/Control
the next fews years due to the incorporation of 23 fringe challenges like lack of an institutional mandate and capacity to
villages, coordinating and driving an integrated and equitable pro-actively plan, finance and sustain ecosystem services add
growth strategyAccess
for Pune towill
Public
be of utmost importance for to degradation. Strong focus of the government in ‘ensuring
resilience building in Open Spaces
the region. Improving community cohesion continuity of critical services’ is encouraging and indicates
9 4
will need to be a guiding objective given that the city attracts a recognition of these issues. Mainstreaming environmental
high population Adequate
of students,& young
Clean professionals, and migrant planning to manage the city’s natural resources, incentivizing
Water Supply
labor to its growing economy and 800 plus educational responsible behavior, encouraging stewardship of community
institutions. assets will be important to building resilience.
Flood Control
8 5 POTENTIAL
Cultural Opportunities POTENTIAL
INITIATIVES INITIATIVES
Employment &
Industry location policy for Pune Conceptualizing an expanded
access & affordable waterbodies hills
7 6 mobility Business
housing Opportunities
Metropolitan Region mandate for the PMC Environmental
Pune Mobility lab: Partner with the Cell
Rocky Mountain Institute to create The Mula-Mutha River Rejuvenation
LEGEND a laboratory that can undertake Partnership
Need to do better Areas of: resilience building initiatives in Tech based initiatives for solid-waste
Doing well, but Deep Engagement spatial community transportation groundwater waste monitoring, collection and transfer
can improve Mild Engagement planning cohesion
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
prosperity | 7. Maintains & enhances protective natural & manmade assets | 8. Ensures continuity of
critical services | 9. Provides reliable communication & mobility | 10. Promotes leadership & effective
management | 11. Empowers a broad range of stakeholders | 12. Fosters long-term & integrated planning
y
05
t Cit CITY CONTEXT OF PUNE 06
lien
RESILIENT PUNE PRELIMINARY RESILIENCE ASSESSMENT EXECUTIVE SUMMARY INTRODUCTION DIAGNOSING RESILIENCE IN PUNE DISCOVERY AREAS NEXT STEPS
si
URBAN ECONOMY
How can we strengthen the
economy and workforce
capabilities in Pune?
‘Employment and business opportunities’ in Pune is perceived

as a strength for the city. This is largely driven by Pune Metro
Region’s diverse economic base supported by its knowledge
economy and access to a dynamic migrant workforce. However,
it is essential to be cognizant of challenges for both high-
skilled industries (automation, evolving technologies etc.) and
low-skilled ones (up-skilling needs, social security etc.). Our
interactions with experts reveal that the current ecosystem is
not adequately prepared, with fragmented investments made
in skilling, in creating pathways to attain and retain jobs, and
in promoting entrepreneurship. Beyond these, addressing the
underlying vulnerabilities of the low-skilled informal workers
and the unorganized sector is an opportunity to make the
economy resilient. Fortunately, there is significant stakeholder
will to support the CRO’s office in investigating the above
vulnerabilities in Phase 2.
POTENTIAL
INITIATIVES
local business start-ups Skills mapping by scanning the

environment growing economic sectors of
Pune and aligning the various skills
training initiatives to them
skills livelihoods
NEXT STEPS
As next steps, the CRO and his team will deeply investigate
these Discovery Areas to prepare a resilience strategy for
the city through continued consultations with city leaders
and key stakeholders. In parallel, the CRO will facilitate the
implementation of ‘easy to implement’ and ‘high impact’
initiatives that relate to these Discovery Areas.
07 Image courtesy: Sanjay Deshpande

08
In 2016, Pune was selected to be part of the 100 Resilient Cities (100RC) initiative,
pioneered by The Rockefeller Foundation, which strives to help cities build urban
resilience around the social, economic, and physical challenges of the 21st century.
The 100RC initiative supports cities by financing and providing technical assistance,
access to the services of global organizations, opportunities to exchange experiences
INTRODUCTION and best practices among member cities, and access to tools for building resilience.
The Municipal Corporation of Pune views participation in the 100RC initiative as an

opportunity to share experiences and learn from other cities in the global community
and to build resilience to the chronic stresses and acute shocks that face the city.
100RC CITY RESILIENCE PROCESS

100RC supports the development of a resilience strategy in the city, which serves as a roadmap
to build resilience in a city. It highlights the city’s priorities, and specific interventions within those
priorities which combine both immediate and long term actions. In addition, 100RC also supports the
city to undertake initiatives in parallel to strategy creation in order to build momentum on the ground
and create a resilience community. The CRO, embedded within a city government, acts as a central
coordinator in both the design and implementation of the strategy.
100RC’S VISION FOR IMPACT OBJECTIVES OF THE STRATEGY PHASE INCLUDE

1 Establish and elevate the CRO as the resilience leader in the city, and build capacity,
and resilience knowledge city-wide
LOCAL RESILIENCE CITY GLOBAL 2 Mobilize, connect and catalyze action across diverse stakeholders and sectors
LEADERS SOLUTIONS ACTION INFLUENCE 3 Advance and inform the city’s understanding of its resilience strengths and weaknesses
4 Identify specific implementable initiatives to help the city better prepare for, adapt to
To be successful, local 100RC seeks to build 100RC partners closely By proving and sharing and rebound from shocks and stresses
leaders must serve as an urban resilience with cities as they hire the value of resilience 5 Deliver a public document that inspires city officials, constituents and partners to act
resilience champions marketplace. To do that, a CRO, create a holistic solutions, 100RC seeks
and experts, and we are building a diverse resilience strategy, to inspire and influence
galvanize support among network of global industry and most importantly, global thought leaders,
stakeholders and residents. leaders and innovators implement it. We provide policy makers, and financial RESILIENT PUNE: THE JOURNEY SO FAR
100RC partners with from the private and non- funding, capacity institutions to incentivize In Pune, we have completed the Inception Phase, which included organizing an Agenda-Setting
CROs and local leaders to profit sectors to match our building and technical and fund resilience Workshop, Institutionalizing the Office of Resilience and CRO Selection. In Phase 1, we learned more
deliver trainings, share best diverse network of cities. assistance to help cities building—in our cities and about Pune, its resilience strengths and weaknesses, its resilience efforts, and identified focus areas
practices, solve problems, These partners deliver change the way they around the world (Discovery Areas) for the city to work on. We were able to carry out Phase 1 with deep stakeholder
and collectively build solutions to cities and understand risk and plan engagement to gain insights and used 100RC resilience tools to synthesize the information. In Phase
the resilience practice— collaborate to create new for the future. 2, we will dive deeper into the Discovery Areas and identify opportunities for interventions.
with the larger goal of services and tools where
generating collective action necessary.
toward resilience building.
09 Image courtesy: Ranu Bhanduri 10

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PRELIMINARY RESILIENCE ASSESSMENT (PRA) + DISCOVERY AREAS

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IMPLEMENTATION
Institutionalization of 100RC partnered with
the CRO within the PMC SHOCKS AND PERCEPTIONS ACTIONS ARUP to develop a City
STRESSES ASSESSMENT TOOL INVENTORY TOOL
helped us to more deeply Resilience Framework
engage with a wide variety which is a set of factors
of stakeholders to learn and systems that
MORE
about Pune, than we would enhance a city’s ability
have without being more Urban RESILIENT to survive, adapt, and
embedded within the system. Environment CITY grow in the face of
RESILIENCE STRATEGY FOR PUNE

IMPLEMENTATION
adversity. The CRF

We used the formats as seen describes the essential
in the diagram to engage systems of a city in four
with citizens, bureaucrats, dimensions: Health &
technocrats, academicians, Wellbeing; Economy &
civil society MORE
PUNE CITY SELECTION
members, Society; Infrastructure

and expertsRESILIENT
to learn & Environment;
WE ARE HERE NOW!

CITY
about resilience strengths, and Leadership &
STAKEHOLDERS
challenges and actions take Strategy

Phase 0 beginning
Phase 1 beginning
INPUTS from
or proposed.
Agenda Setting Citizen Expert Expert Working Steering Urban We used the framework
CRO HIRED
Workshop Survey Survey Interviews Groups Committee Economy
Phase 2 end
Phase 1 end
to input perceptions
gathered from
60 500+ 17 6 5 15 various engagements
participants responses responses interactions themes participants as indicated in the
diagram to arrive at
areas of strengths and
May 2017 Jan 2017 Nov 2017 June 2018 December 2018 development for Pune.
PHASE - 0 PHASE - I PHASE - II We also input over
250 actions including
PHASE 0 PHASE 1 PHASE 2 PHASE 3 plans, policies, projects
complete undertaken 2005
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 onwards in Pune to
AGENDA SETTING WORKSHOP SHOCKS AND STRESSES RESILIENCE ACTIONS CONSOLIDATING WORKING GROUPS on-going/to on-board understand the areas
Engaged key stakeholders to Identified both acute and Identified ongoing and Creating teams and leaders who can of deep, mild and low
18 identify resilience strengths/ chronic resilience challenges upcoming resilience lead Discovery Area assessments engagement.
weaknesses and shocks/stresses. initiatives RESILIENCE
ANALYSIS AND DIAGNOSIS STRATEGY
INSTITUTIONALIZATION KEY RESILIENCE THEMES DISCOVERY AREAS Diving deeper into the
complete Embedded Pune Office of Identified key resilience Synthesized information Discovery Areas
Resilience within the PMC strengths and weaknesses to priorities areas for PRIORITIES &
resilience building INTERVENTIONS
on-going/to on-board OPPORTUNITY ASSESSMENT
CRO SELECTION Leveraging learnings from different
Hired a local resilience expert phases and identifying activities with
Figure 5: Diagram showing with strong networks in the buy-in from multiple stakeholders
Resilient Pune strategy process
community
11 12
5,000,000 10,000,000 15,000,000
Population
UNIQUE CITY
MUMBAI
DELHI
BENGALURU
HYDERABAD
AHMEDABAD
CHENNAI
KOLKATA
SURAT
JAIPUR
PUNE
CONTEXT
OF PUNE LEGEND
Census 2001 Census 2011 Figure 7a: Population growth of the top 10 most populous urban agglomerations of India; Source: Census data
35,00,000 70,00,000 1,05,00,000 1,40,00,000

Delhi MUMBAI DELHI BENGALURU CHENNAI PUNE
Jaipur
Ahmedabad
MUMBAI
DELHI
BANGALORE
HYDERABAD
AHMEDABAD
CHENNAI
KOLKATA
SURAT
PUNE
JAIPUR
Kolkata
Surat
Mumbai
PUNE
Hyderabad LEGEND Census 2001 Census 2011 Figure 7b: Map showing urban expansion; Source: World Resource Institute
PUNE HAS SEVERAL ACCOLADES

Bengaluru Chennai
LEGEND
Capital of State 100RC City
1st in urban 1st in quality of 2nd largest 2nd in India 7th highest GDP
governance across life in India along varsity in in software among Indian cities
Figure 6: Top 10 Cities in India by population 23 Indian cities in with Hyderabad, as India with 811 exports at $69bn, Brookings
ASCIS survey, 2018 per Mercer, 2014 colleges Institute (2014)
Source: 2016 Night lights map, NASA Earth
Observatory and Census of India
13 14
PUNE AND ITS TWIN CITY OF PIMPRI-CHINCHWAD ARE PART OF A GROWING
URBAN AGGLOMERATION WITHIN THE PUNE METROPOLITAN REGION
5,000,000 10,000,000 15,000,000
5,000,000 10,000,000 15,000,000
5,000,000 10,000,000 15,000,000
5,000,000 10,000,000 15,000,000
5,000,000 10,000,000 15,000,000
5,000,000 10,000,000 15,000,000
5,000,000 10,000,000 15,000,000

PUNE METROPOLITAN *PUNE URBAN PUNE PIMPRI- TOTAL
REGION AGGLOMERATION CITY CHICHWAD CANTONMENTS
Area (sq. km) 7,256 585 **251 181 67

Population (2011 census) 7,276,000 5,057,709 3,124,458 1,727,692 199,426
MUMBAI 0
MUMBAI 0
MUMBAI
DELHI
MUMBAI
DELHI
BENGALURU
MUMBAI
DELHI
BENGALURU
MUMBAI
HYDERABAD
DELHI
BENGALURU
HYDERABAD
DELHI
AHMEDABAD
BENGALURU
MUMBAI
HYDERABAD
DELHI
AHMEDABAD
BENGALURU
CHENNAI
HYDERABAD
DELHI
AHMEDABAD
BENGALURU
CHENNAI
HYDERABAD
KOLKATA
AHMEDABAD
BENGALURU
CHENNAI
HYDERABAD
KOLKATA
AHMEDABAD
SURAT
CHENNAI
HYDERABAD
KOLKATA
AHMEDABAD
SURAT
CHENNAI
KOLKATA
AHMEDABAD
SURAT
CHENNAI
KOLKATA
JAIPUR
SURAT
CHENNAI
KOLKATA
JAIPUR
SURAT
KOLKATA
JAIPUR
SURAT
JAIPUR
SURAT
JAIPUR
JAIPUR
JAIPUR
PUNE
PUNE
PUNE
PUNE
PUNE
PUNE
PUNE
Density (/sq. km) 1,003 8,649 12,470 9,545 2,984
Cantonment
Governing Body PMRDA n/a PMC PCMC
Boards
35,00,000 70,00,000 1,05,00,000 1,40,00,000
35,00,000 70,00,000 1,05,00,000 1,40,00,000
35,00,000 70,00,000 1,05,00,000 1,40,00,000
35,00,000 70,00,000 1,05,00,000 1,40,00,000
35,00,000 70,00,000 1,05,00,000 1,40,00,000
35,00,000 70,00,000 1,05,00,000 1,40,00,000
35,00,000 70,00,000 1,05,00,000 1,40,00,000

Note: *Pune Urban Agglomeration includes- Pune City, Pimpri-Chinchwad, three cantonments of Kirkee, Dehu Road, Pune and
one census town of Dehu.
**Pune City area of 250.56 sq km (in 2013) went upto 331.56 sq km when 11 fringe villages were included within the city
limits, in 2017. After merging of remaining 23 villages, the PMC jurisdiction area is likely to go upto 465 sq km.
PCMC Figure 10a (top) and 10b (bottom): Comparison of different jurisdictions in the Pune region
CHENNAI 0
CHENNAI 0
PUNE 0
MUMBAI
DELHI
MUMBAI
BANGALORE
DELHI
MUMBAI
HYDERABAD
BANGALORE
AHMEDABAD
DELHI
MUMBAI
HYDERABAD
BANGALORE
AHMEDABAD
DELHI
MUMBAI
HYDERABAD
KOLKATA
BANGALORE
AHMEDABAD
DELHI
SURAT
MUMBAI
HYDERABAD
KOLKATA
BANGALORE
CHENNAI
AHMEDABAD
DELHI
SURAT
HYDERABAD
MUMBAI
KOLKATA
JAIPUR
BANGALORE
CHENNAI
PUNE
AHMEDABAD
SURAT
DELHI
HYDERABAD
KOLKATA
JAIPUR
BANGALORE
CHENNAI
PUNE
AHMEDABAD
SURAT
JAIPUR
HYDERABAD
KOLKATA
CHENNAI
PUNE
SURAT
AHMEDABAD
JAIPUR
KOLKATA
PUNE
CHENNAI
SURAT
JAIPUR
KOLKATA
PUNE
SURAT
JAIPUR
PUNE
JAIPUR
LEGEND
1991 2001 2017
Growth footprints by years:
PMC/PCMC Waste
Figure 9: Expansion of Pune Urban Population Sex Ratio Literacy Rate Unemployment Slums Water supply production
Agglomeration*
PMC 3,124,458 94.8 80 3.29% 22% 219 1700

1,727,692 83.30 89.22 4.7% 8% 170 650
377,106,125 94.30 72.99 13.7% 34.40% 150 1,00,000
(Census 2011) (Census 2011) (NSS 68th Round, (CMIE & (Census 2011) (in lpcd) (in MT/day)
2011-2012) Census 2011) (2017 data)
Figure 8: Pune Metropolitan Region PMC PCMC URBAN INDIA
CMIE: Centre for Monitoring Indian Economy Pvt. Ltd.
15 16
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 Add.Mun. Add.Mun. Add.Mun.
Parivahan Mahamandal
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 Financial Approval Subject Committees
governments of India and Maharashtra State (50:50) to implement Pune except Mumbai
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 Standing Committee 15 Ward Committees Law Committee
Maharashtra State
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
Development Board (MHADA), responsible for housing provision under government schemes. Solapur and Women & Child
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 Sports Committee
Pimpri-Chinchwad
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
17 18
PUNE HOLDS SIGNIFICANT ... IT IS ALSO ONE OF THE MOST IMPORTANT
HISTORICAL IMPORTANCE IN INDIA... URBAN 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) Shivaji “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) Baji Rao I, 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
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
21
19 19
diseases and wars. Pune was not located on any major trade Sarvajanik Sabha, founded to mediate between the Indian economy had industrialized by the mid-20th century with cotton 16
15
16
route and it rose to prominence primarily as a political-military government and its people, is the forerunner of the Indian mills producing Others*
export-oriented yarn. The state government 42 43 13
12 12
Other manufacturing
center under the Marathas. National Congress. The INC went on to become a major respondedUnorganised
to regional disparities between Mumbai and Pune 10
force against British rule and became the first ruling party of Tourism,with
Travel, new economic
Hospitality & Trade policies. In 1962, Maharashtra Industrial
28 9
7
8
9
After their decline 1818, the new British rulers retained the city Independent India. Development Corporation (MIDC) acquired, developed and
Transportation, Logistics, 15
6
5 5
Warehousing & Packaging
as one of their major military bases in the sub-continent. In leased Textile
out &land for industrial development outside of Pune,
Clothing 6
1
order to meet the need to create a new class of local individuals Prominent leaders and thinkers came forward to set up including in Pimpri-Chinchwad.
Organized Retail By 1980, the Mumbai-Pune
Casual
employed
Regular wage
/salaried
Legislators,
senior officials
& managers
Technicians
& Associate
Professionals
Clerks
Service
workers
Skilled
agriculture
& Fisheries
Craft &
related
trades
Plant &
machine
operators
Elementary
occupations
to support in the administration of the region, the British educational institutions for natives in Pune, like the Deccan region had IT & ITES
Self
25% of the state’s population and 70% of the
Healthcare Services
introduced the modern education system training government Education Society and Fergusson College. Education was industries Foodconcentrated
Processing on 8.4% of the land.
employees, lawyers, doctors and other professionals from inclusive of gender and caste, a pioneering move at the time. Education & Skill Development
the traditional, often high caste, ‘literati’ that already had Pune saw the rise of crucial civil society organizations for After
Building, the onset
Construction of economic liberalization in India in the early
industry
& Real Estate
been serving the administrative apparatus of the pre-British women’s rights & education and socio-religious reforms. The 90s, Pune has BFSI seen significant investments, expanding its 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 Agriculture & allied
availability of highly skilled300,000
labor.
- 100,000 500,000 700,000 900,000
which had become a major port under the British, provided Ambedkar, marked the beginning of the movement against
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 supported Others*by the many automobile & auto-ancillary
Other manufacturing
manufacturing (Ford, Volkswagen, Fiat, Bharat Forge etc), Population
Unorganised
and ICT companies
Tourism, Travel, Hospitality & Trade (Infosys, IBM, Accenture, etc. employ Avg. Decal Growth Rate (%)
60% 3,500,000
over 200,000
Transportation, professionals today) that have set-up shop
Logistics,
Warehousing & Packaging 50.08%
and expanded their presence in the city since the early 90s,
Textile & Clothing
50% 3,000,000
Population in No’s
Growth Rate in %
supported by various government schemes (e.g. Software
Organized Retail 40%
41.09%
2,500,000
Technology IT Parks
& ITESof India (STPI) scheme). 40.56% 40.56%
Healthcare Services 30% 2,000,000

Food Processing
These
Education companies
& Skill Development were fueled by a steady pipeline of graduates 20% 24.23%
22.73% 1,500,000
fromConstruction
Building, engineeringindustrycolleges in the city (9 universities and over
10% 1,000,000
& Real Estate
100 higher education
BFSI facilities). Pune currently continues to
lead
Autothe country
& Auto component in terms of employment of highly skilled labor 0 500,000
(see figure below).

Agriculture & allied Special Economic Zones (SEZs), introduced -10% 0
1951 1961 1971 1981 1991 2001 2011
in the year -20% 0 20%
2000, attracted 40%
exporters 60% 80%
by offering 100%
incentives
like world-class infrastructure, exemption of taxes, and flexible Figure 14: Population growth in Pune
19 20
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
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 Others*
2018-2022
Other manufacturing
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 & Unorganised
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 Tourism, Travel, Hospitality & Trade
skilling / up-skilling to take on the jobs of the future, and (b) the Training program, and city supported programs like Pune Transportation, Logistics,
Warehousing & Packaging
requirement to handle potential automation in the value chains City Connect are conducting skill training and job readiness Textile & Clothing
of sectors. The strategies utilized by the high-skilled sectors programs for low skilled individuals. Organized Retail
EDUCATION ECOSYSTEM in Pune will have a significant impact on the city’s economic IT & ITES
Healthcare Services
Many academic institutions not only produce talent but resilience. Underlying vulnerabilities of low-income groups continue to Others*
Food Processing
are also employment centers themselves. In addition, such demand focus as they limit the upward mobility expected Other manufacturing
Education & Skill Development
Unorganised
institutions drive economic activity through their large Up-skilling and re-skilling of low-skilled workers, including from skilling. Building, Construction industry
Tourism, Travel, Hospitality
& Real&Estate
Trade
student population. migrant workers from outside Pune, is seen as essential to Transportation, Logistics,
BFSI
provide a pathway for improved livelihoods. Informal, daily wage workers with poor incomes are forced Warehousing
Auto & Auto&component
Packaging
Textile & Clothing
Pune has 9 universities and over 100 higher education facilities to move into informal housing due to limited low-income Agriculture & allied
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
been found that the housing demand around universities is affected agricultural areas, have been migrating to Pune for jobs live in slums without tenure), limited penetration of capacity Healthcare
Figure 16:Services
Incremental demand of human resources in Pune
Food Processing District - by sector; Source: IMaCS Analysis
usually high due to the student population in the area, which in its growing industrial sectors, to avail quality service delivery enhancing / sustaining products and services like health
also creates a market for restaurants and other commercial (e.g. in education, water supply), and for spillover benefits of insurance, combined with an uncertain legal environment Building, Construction industry
activities. Thus, universities have a major spillover effect on the proximity to the commercial capital - Mumbai. While Pune has (e.g. the risk of eviction and confiscation of goods for street & RealOthers*
Estate
BFSI
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 Other manufacturing
Auto & Auto component
Unorganised
tax gains from private academic institutions and housing/ limited number of programs targeted at poor people, resulting holding below-poverty-line ration cards as of 20081). This Agriculture & allied
Tourism, Travel, Hospitality & Trade
commercial developments. may limit upward mobility of low-income populations even Transportation, Logistics,
- 100,000 300,000 500,000 700,000 900,000
if skilling programs were to be implemented. Thus, efforts to Warehousing & Packaging

Textile & Clothing
improve the economic well-being of such individuals need to Organized Retail
go hand-in-hand with improvements in access to basic services IT & ITES Minimally skilled Semi skilled Skilled
Type of Occupational including low-income housing and government schemes for Healthcare Services
EMPLOYMENT AND SKILL DEVELOPMENT Employment in Pune classification in Pune urban poverty alleviation.
Others*
Food Processing
Other manufacturing
Drivers like automation and artificial intelligence are expected vs. India (Urban) and India (Urban) Pune (Urban) Unorganised
Building, Construction industry
2011, % of workforce 2011, % of workforce India (Urban) Tourism, Travel, Hospitality
& Real&Estate
Trade
to increase demand for high-skilled employment, and create Informal workers in certain sectors in Pune and farmers in
Transportation, Logistics,
BFSI
new economic opportunities; however, pressure on medium / the peri-urban areas have self-organized leading to some Warehousing
Auto & Auto&component
Packaging
66 21
low-skilled jobs will increase and enhance focus on re-skilling redistribution of wealth and greater negotiating power for Textile & Clothing
19 19 Agriculture & allied
Organized Retail
& diversification. 16
15
16 these groups. -20%
IT & ITES
0 20% 40% 60% 80% 100%
Others* 43 13 Healthcare Services
42 12 12
Other manufacturing
Pune now has the 7th highest GDP among cities in India (USD 69
Unorganised 10
A number of organizations have emerged among the low- Food Processing
28 9 9 Education & Skill Development
bn),
Tourism, as Hospitality
Travel, ranked &by the Brookings Institute (2014). Jobs offered
Trade 8 income residents of Pune and its peri-urban areas. For
7 Building, Construction industry
by Transportation,
the knowledge Logistics,economy in the area have attracted and 15
6
5 5 example, building on the legacy of the well-developed co- & Real Estate
Warehousing & Packaging BFSI
retained a highly
Textile skilled and young workforce (as per census
& Clothing 6 operative movement in Maharashtra and taking advantage of
1 Auto & Auto component
2011, 30%Organized
of the workforce
Retail holds graduate degrees and 33% of Pune’s rapid growth, farmers in adjacent areas have voluntarily Agriculture & allied
Casual
employed
Regular wage
/salaried
Legislators,
senior officials
& managers
Technicians
& Associate
Professionals
Clerks
Service
workers
Skilled
agriculture
& Fisheries
Craft &
related
trades
Plant &
machine
operators
Elementary
occupations
the city’s population IT & ITES is below 30 years of age). pooled their land to form co-operatives and have attracted IT
Self
-20% 0 20% 40% 60% 80% 100%

Healthcare Services
Food Processing
companies to setup integrated townships with offices, housing,
Going &forward,
Education technological advances, including AI and
Skill Development and amenities, including schools. This has allowed farmers to Figure 17: Sector-wise skill demand in Pune District by 2022;
automation,
Building, Construction are expected to create incremental demand for
industry transition into urban livelihoods and build community wealth. Source: IMaCS Analysis
& Real Estate
high skilled jobsBFSI 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,
Professionals
impactAuto &onAutowages.
componentWhile high-skilled jobs are expected to poor. For example, SWaCH Pune Seva Sahakari Sanstha, a beauticians, facility management personnel & security guards
expand,Agriculture
some medium & allied and low-skilled jobs across sectors may Figure 15: Comparison between Urban India and Pune on skills 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
21 IT & ITES 40.56% 40.56% 22
Healthcare Services 30% 2,000,000
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 Pune metro 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
Extended PMC Area
The wholly worker-owned SWaCH cooperative - born in 2007 to provide British military troops and over time military officers and 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
23 24
HOUSING
Housing supply and access have not kept pace with economic In addition, according to the Economic Survey of India, 2018, Public Others Private the Cycle Department within PMC to oversee development.
growth and demographic demands of the city, reflecting in “while there are good reasons for encouraging home ownership, 3000000 Street improvements of major traffic roads with reduced
200
elevated prices in the city, high demand in fringe / peri-urban it must be recognized that the rental market is also an important parking spaces, increased sidewalk widths, addition of bio-
2500000
No. of Vehicles
areas and 22% of the population living in slums. part of the urban eco-system. Unclear property rights and 3000000 swales, trees and furniture have increased foot traffic. This
150
200
difficulties with contract enforcement have constrained the 2000000 increase pedestrian activity is expected to improve revenues
2500000
As per Census 2011, 22% of the city’s population lives in market in India in recent decades. These problems need to for businesses along the street and make them safer. These
informal settlements with variable security of tenure and 100150
be resolved in order to allow horizontal and vertical mobility 2000000 1500000 succeses for Pune are a testament to the close collaboration
limited coverage of basic services. In the city core, median as well as to address 100 a related issue – high vacancy rates.” 1500000 1000000 between the PMC and civil society organizations that have
home prices have gone up by 50% over the past decade 50
According to the Survey, Pune has between 20-25% of the total been championing for safe and inclusive mobility in the city.
1000000 500000
(median home price in Shivaji Nagar increased from approx. residential census houses
50 lying vacant compared to about 15%
INR 5,500/ sq. ft to 11,000/sq. ft). Housing developments have 0
in Greater Mumbai, Delhi and Bengaluru. This can be explained 500000
0 However, integration between different modes of mobility
0 Low-income Middle-income High-Income 2005 2010 2015
therefore moved to PCMC and fringe areas of the city, closer by outside investors buying real estate in the city for capital 0
2005 2010 2015
and with land-use planning remain to be fully explored.
Low-income Middle-income High-Income Figure 21: Vehicular distribution in Pune
to employment centers. This reflects in Census 2011, which appreciation versus income from rental yields.
indicates 22.7% decadal population growth in Pune versus 70% Source: PMC Environmental Status Report 2017
Pune lacks a unified mobility agenda for the city. Different
in adjacent 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 demand- houses in cities charge of bus-transit, PMC will undertake the implementation
supply between years 2016-2020, low-income groups drive 0% 0% 5%5% 10%
10% 15%
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
nearly 75% of the demand in Pune but only 4% of the supply; organizations supporting much of the visioning. and different local and state agencies are responsible for
with majority of the upcoming supply directed towards the PunePune construction of roads and bridges. Often these agencies have
middle-income group. The major barriers to private developer JaipurJaipur PMPML operates
50 the public bus service, with PMC and PCMC conflicting mandates and there is no convening authority that
led affordable housing are availability of low cost developed Greater Mumbai 50
Greater Mumbai sharing 60% 40 and 40% cost, respectively. For years, PMPML
3000000
coordinates the different initiatives under one common mobility
Ahmedabad
land as well as government approval processes, in addition to Ahmedabad 200 has faced 30 40
operations and maintenance challenges because vision. This has led to sub-optimal and often, conflicting efforts
Bengaluru
the lack of access to credit for the low-income group. of insufficient
20 funds30 for upkeep, limited parking, inefficient
2500000 and outcomes.
BengaluruDelhi 150 route design10 due to
20 limited data-driven planning and poor
2000000
Delhi
Kolkata
200
3000000 traffic management
0 10systems. Nevertheless, the city has been What makes issues more complex is that land-use planning is not
Hyderabad
Kolkata 100 1500000
Indore
Jaipur
Surat
Pune
Hyderabad
Ahmedabad
Bengaluru
Chennai
Delhi
Mumbai
making improvements 0 in the bus-system especially with the well coordinated
3000000 with transportation.
3000000 3000000 Thus large developments
Chennai2500000
Hyderabad
200 200 200
introduction of 1000000
Rainbow BRTS, which has dedicated bus lanes are undertaken without
2500000 much
2500000 regard for transit routes and
Indore
Jaipur
Surat
Pune
Hyderabad
Ahmedabad
Bengaluru
Chennai
Delhi
Mumbai
2500000
150
Demand Chennai 2000000
0 100 200
50 300 400 500
150 150
and Intelligent Traffic Management System (ITMS). Currently
150
vice-versa.2000000This has 2000000
led to further
2000000 reliance on private cars over
Supply 500000
100 1500000
Number of Census houses (in 000s) 32km of 112 km is completed. In parallel,
100 the city100is also building
100 the years, increase traffic
1500000 1500000
congestion
1500000
and commute times.
0 100 2000 300 400 500 three metro lines (two 0 routes by 50MAHA METRO and 50 one by
1000000 1000000 1000000
No. of units 1000000 Figure 20: Housing vacancy in Indian cities High-Income 2005 50
2010 2015
50 Low-income Middle-income
in 000s Source: Census of India (2011) & IDFC Institute (2017) PMRDA) with fare integration and0 other intermodal 0
facilities
0
500000 500000 500000
500000 0 0 0
between the bus and metro. Low-income Middle-income
Low-income
High-Income
Low-income
Middle-income INITIATIVES
Middle-income
High-Income ACROSS
High-Income 2005 THESE
2010 THREE2005
2005 DIMENSIONS
2015 2010 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
Figure 19: Housing Supply and Demand in Pune between years the creation of the Pune Cycle Plan covering xx miles, launch
2016-2020; Source: Indian Real Estate- Poised for Higher, 2014, ACCESS AND MOBILITY
0% 5% 10% 15% 20% 25%
0% 5% 10%
0% 15%5%0% 20%
10%5% 25%
30% of the Public Bicycle Sharing system, and establishment of
15%
10% 30%
20%
15% 25%
20% 30%
25% 30%
Cushman Wakefield Pune Pune Pune

Pune’s unplanned rapid growth and lag in the transit system Jaipur Jaipur Jaipur
Pune Implementing 50 Creating
50 hard
50 Leveraging
0% 5% 10% 15% 20% 25% 30%
to keep pace has increased dependence on private vehicles Greater Mumbai Greater Mumbai
Greater Mumbai
Jaipur sustainable policies
40 infrastructure
40 40 technology
Wider housing policies seem to have focused on construction in the metro region. Ahmedabad
Bengaluru50
Ahmedabad Ahmedabad
Bengaluru Bengaluru
30 30 30
Pune and have not taken a holistic approach to
of new units, Greater Mumbai Delhi Delhi Delhi
1 Comprehensive
20 820 Bicycle
20 plan 16 MI Card
Percentage of daily trips 40 mobility plan
10 910 BRTS 10 17 Command
housing. Jaipur Easy accessAhmedabad
to finance for
50 private vehicles, convenience of own-
Kolkata
Hyderabad30
Kolkata Kolkata
2 Urban Street0
Design 100 Metro 0 control centre
taken by bus between Hyderabad Hyderabad
Indore
Jaipur
Surat
Pune
Hyderabad
Ahmedabad
Bengaluru
Indore
Chennai
Jaipur
Delhi
Surat
Mumbai
Pune
Indore
Hyderabad
Jaipur
Ahmedabad
Surat
Bengaluru
Pune
Chennai
Hyderabad
Delhi
Ahmedabad
Mumbai
Bengaluru
Chennai
Delhi
Mumbai
Greater Mumbai vehicles and Bengaluru
a poor transit
40 system have increased dependence 2007-2011 (exclude Chennai
20 Chennai Chennai Guidelines 11 Complete 18 Adaptive Traffic
Ahmedabad
The Kundu Committee Report released in 2012 concluded that on private vehicles, especially
Delhi two wheelers. The city has among
30 non-motorised trips) 0 100 200
0 100
300
0 200
100
400 300
200
500 400
300 3 Parking
500
400 policy
500 streets Management
Bengaluru 10
increasing housing stock do not necessarily lead to reductions the highest two-wheeler
Kolkata 20 registration rates in India – out of the
4 Pedestrian policy 12 HCMTR 19 System
0 5 Bicycle pan 13 Transit Hub Real-time
in housingDelhi
shortages. The supply demand mismatch, especially 3 mn vehicles registered
Hyderabad 10 in Pune in October 2015, 75% were
Indore
Jaipur
Surat
Pune
Hyderabad
Ahmedabad
Bengaluru
Chennai
Delhi
Mumbai
Kolkata 6 Transit oriented 14 Fleet transport app
in low—income housing segment shows the inability of the two-wheelers. Chenna
Limited i availability
0 of reliable and quality transit development augmentation
Hyderabad
current market mechanisms to meet the gap. Civil society has also increased dependency on ride-sharing providers like
Indore
Jaipur
Surat
Pune
Hyderabad
Ahmedabad
Bengaluru
Chennai
Delhi
Mumbai
7 Integrated 15 Terminal
Chennai 0 middle 100 200 300 400 500
organizations in Pune, with support of PMC, have taken an UBER and OLA, in the and high-income segments. multimodal transport development
approach of 0 incremental
100 improvement
200 300 and upgradation
400 500 management plan
of slums ,which have the advantage of using existing land Public transit in the current scenario attracts only about 20% Figure 22: Percentage of Daily trip taken by bus across ten Indian
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
25 26
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 colored 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 work hills and hill slopes is 5.1%. The rivers of Mula and Mutha which (PMC-ESR Report 2017).
on QR codes and e-payments. The capital expenditure is borne by the Pune originate in the Western Ghats, meet in the city to eventually
Municipal Corporation and the operations and maintenance is done by a drain into the Bay of Bengal. There are three major lakes in In addition, municipal solid waste generation in Pune is among
private vendor with revenue generated from advertisements, promotions, Pune- Pashan (62.6 ha), Katraj 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 behavior 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
provides dedicated bus corridors along with buses, bus stations, terminals River/Lake/ risk 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.
Forests
and efficient public transit. The system is operated by the Pune Mahanagar
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
27 28
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
Agriculture - 0% Transport - 19% Residential - 27%
disturbed habitat corridors resulting in reduced species only specific areas of the city benefit from this green cover. to arrive at solutions.
20.00
migration and reproduction. This is also relevant for the hills
in the city, that are encroached upon by informal settlements 10.00
Commercial - 15% 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
2013 2014 2015 2016
the city by carrying our cleanliness and plantation drives. civil society 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 need
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 Figure 27: Sector-wise GHG emissions in Pune, 2016-17
80
However, a rejuvenation plan for the river is to be implemented 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
80 40
transport (road, rail, aviation), residential activities (cooking, SPOTLIGHT
Pune’s air pollution has increased by 35.7% since 2010, as per heating, and60lighting), and industrial activities, dust from road
30 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
Sox Standard 140 0 0 by sewage and solid waste, and see reduced flows of water due to upstream
50.00 2011 2012 2013 2014 2015 2016 2012 2013 2014 2015 2016
Particulate Matter 2.5 which can enter the blood stream via dams. PMC has initiated an INR 2600 Cr river development project where
Quantity (µg/m3)
120
40.00
Nox Standard the lungs is especially harmful. In Pune, PM 2.5 is at ~56 ug/ it envisages keeping the river clean and making it pollution-free, reducing
100 risk of flooding, creating a continuous public realm along the river, retaining
m3, which is higher than the nation average of 40 and 5 times
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 integrate 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
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 color-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
160 and to make any adjustments to their personal outdoor plans.
60.00 Municipal - 3%
Pune Municipal Corporation (PMC) had reserved Bio-diversity Parks for
140
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 awareness about nature conversation. Under the Pashan Lake restoration
Quantity (µg/m3)
50.00 form of increased temperatures, with the ‘heat island effect’

100 impacting the health of humans and ecosystems equally. project carried out under JNNURM* and as part of the biodiversity park,
40.00
80
desilted the lake and created an island in the middle of tye lake to attract
30.00 PM10 Standard The intergovernmental Panel on Climate Change (IPCC) has birds. However the lake faces operations and maintenance challenges
60
Agriculture - 0% Transport - 19% Residential - 27%
PM2.5 Standard repeatedly indicated that ‘observed warming has been, and after the funding ended and brings to light the need for focus on financial
40
20.00 transient greenhouse-induced warming is expected to be, sustainability of other on-going large scale projects like that of Mula-Mutha
20 greater over land than over the oceans’. These effects have Rejuvenation. Restoration also highlights challenges due to the lack of a
Commercial - 15%
10.00
Waste - 17% been observed more prominently over the last 50 years as singular body mandated to undertake holistic environmental decision-
0
016 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 impact on human
2013 2014 health and urban energy consumption
2015 2016
Figure 26: Air pollution

Industrial - 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-
% 160 80 effect-case-of-Pune-India.pdf
29 30
140 RESILIENT PUNE PRELIMINARY
70 RESILIENCE ASSESSMENT EXECUTIVE SUMMARY INTRODUCTION CITY CONTEXT OF PUNE DIAGNOSING RESILIENCE IN PUNE DISCOVERY AREAS NEXT STEPS
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 and equitable supply of water for the next 30 years. The focus has been to improve supply by minimizing losses due to
service delivery for its citizens; however, considerable coordination is required leakages in distribution networks, improving metering, and reducing non-revenue water.
between various governing bodies to ensure inclusive and sustainable growth, INDICATORS SERVICE LEVEL (2016) MoHUA BENCHMARKS
alongside deepening of civil 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, citizen centricity in its administrative processes compared to Extent of non-revenue water 30% 20%
which is governed by two different corporations, parastatal most other cities in India.
Quality of water supplied 100% 100%
agencies and state-level departments making co-ordination
and systems level thinking somewhat challenging. PMC has brought about reform in its property tax regimes, Cost recovery in water supply services 92% 100%
levies on civic services, and introduced transparent accounting Efficiency in collection of water supply charges 87% 90%
Pune and its twin city of Pimpri-Chinchwad, considered an practices. Pune has also instituted a system of regularly Figure 28: Water supply coverage and service levels; Source: AMRUT SLIP – Water Supply
industrial township, are both managed by their respective monitoring major financial transactions with the municipal chief
Municipal Corporations and are highly independent, which has auditor at the helm. Greater transparency has come through
Municipal Sewerage Management. According to the PMC Environmental Status Report 2017, out of the 750 MLD
implications for how resources are allocated, and how planning the city’s open data platform, which has allowed a wide range
sewerage generated, only 567 MLD gets treated. Inadequate sewage treatment capacity contributes to the ineffective
is conducted in the broader Pune Metropolitan Region. As of stakeholders to engage with Pune’s challenges, and hold
management of grey water and fecal sludge which finds its way into the city’s rivers, polluting not just the surface water
described in the previous sections, multiple state and local local government accountable. The city has also made it easier
but also ground water. The city has undertaken the Mula-Mutha Pollution Abatement project supported by JICA, to
agencies have mandates to oversee different aspects of a for citizens to pay their property taxes with payment kiosks set
augment and increase the number of sewage treatment facilities. On the toilets access front, the city has very strong
single service or asset. up across the city. Citizens can also voluntarily declare their
coverage, civil society organizations continue to facilitate the construction of individual and community toilets in slums.
properties for taxation without attracting any penalties leading
Pune has made significant advances in service delivery, to an increase in tax collection. INDICATORS SERVICE LEVEL (2016) MoHUA BENCHMARKS
achieving wide coverage with the political will and resources 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%
administration on various issues.
Delivery levels for key public services such as solid waste, access Efficiency of collection of sewerage 52% 100%
to toilets, and access to water surpass much bigger municipal Groups in the city have advocated and mobilized for action on Efficiency in Treatment: Adequacy of sewerage treatment capacity 64% 100%
corporations. Even in informal settlements, access to key public various socio-economic, and environmental justice issues. They Figure 29: Municipal sewerage network coverage and service levels; Source: AMRUT SLIP – Sewerage
services is better than other major cities (e.g. household toilets have done so by pro-actively providing technical expertise
are accessible to 55% of slum dwellers and electrification rates and have negotiated with government and businesses
are at 90%)5. However, the areas of solid waste management for consensus building. An example of this is seen in The Solid Waste Management. Average total waste generated in Pune is ~1,700 Metric Tons per Day (TPD). Pune faces
and sewerage treatment need improvements across various Biodiversity Parks (BDP) project that was included in Pune’s challenges in solid waste collection and segregation of waste at source. In addition, there is also a shortfall in treatment
aspects of their value chains (described in commentary draft Development Plan (DP) for 2007-2027, which came to be capacity at existing facilities. The city has launched several initiatives to better manage its waste, including a three-year
on the right.) The city has undertaken major initiatives to known as the Green DP by citizens. With considerable pressure contract for solid waste collection with SWaCH, a cooperative of self-employed waste collectors and other urban poor.
augment capacities and improve in various areas, e.g. the River from environmentalists, reservation of the land on surrounding The city also rolled out a Solid Waste Management Strategy Plan 2017-2025 with the objective of minimizing waste
Pollution Abatement and Sewerage Project, Strategic Waste city hills for biodiversity parks was approved by the state generated, 100% door to door collection, 100% processing, IT enabled monitoring and tracking of waste etc. The city
Management Plan 2017-2025 and 24x7 Water Supply. government. Land acquisition, under PMC Building Dept., is still also intends to completely stop open dumping of waste on landfill sites by 2020.
pending, but once acquired the lands stand to be developed as INDICATORS SERVICE LEVEL (2016) MoHUA BENCHMARKS
PMC has built greater transparency, accountability, and BDP by the PMC Garden Dept.
Door to door collection of solid waste management services 54.5% 100%
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
31 32
...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 multi-channel 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 Japan International Cooperation Agency (JICA)
for citizens to declare their property for taxation without growth.
for pollution abatement of the Mula-Mutha River in Pune by January 2022, under
penalty. The share of building permission fees in total income
the National River Conservation Plan. The major components proposed under the
reflects the demand for housing and commercial activities and PMC has decided to undergo a credit rating exercise since
project include construction of 11 new Sewage Treatment Plants (STPs), which will
the increasing urban growth in Pune. The city also raised civic the introduction of Jawaharlal Nehru National Urban Renewal
result in the creation of an additional treatment capacity of 396 million liters per day
taxes like water tax and user charges on public services to Mission (JNNURM). Both India Ratings and CARE Rating
(MLD) over the existing treatment capacity of 477 MLD, laying of 113.6 kms of sewer
ensure that the economic base for the services was covered. have assigned PMC with the AA+ rating with ‘stable’ outlook.
lines, and renovation/rehabilitation of 4 existing intermediate pumping stations. A
For example, it raised water charges for 2016-2017 by 12% and The key drivers for these ratings were higher reliance on
consultant has been appointed for 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%
(PMC) respectively. The PMC has proposed to build 11 new sewage treatment plants
2%
5%
2%
2%
10% 5%
(STPs) with a treatment capacity of 396 MLD (Million Litres per Day). Local Body Tax 4% 10%
18%
GST, 1,882 9%
4% 9%
Property Tax 33% Property Tax, 1,52018%
7%
City Development Charges 7% Water33%
Tax, 340 35%
14% 35%
Water Tax 7% Bldg Permi. & Dev. Fee, 750 14%
7% 50%
Govt. Grant Other income, 462 50%
Loan Other Govt. Grants, 29 6% PMAY, 47
Other Income 28% Loan/Debentures,28%-, 0% LBT, (3), 0% 6%
17%
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
33 14000 2500 2500 34
RESILIENT PUNE PRELIMINARY RESILIENCE ASSESSMENT EXECUTIVE SUMMARY INTRODUCTION CITY
12000 CONTEXT OF PUNE DIAGNOSING RESILIENCE IN PUNE 2500DISCOVERY AREAS NEXT STEPS 2500
10000 12000
2000 2000
8000 10000 2000 2000
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
Ahmedabad
Hyderabad
Johannes-
Bengaluru
burg York
INDIA INDIA UK UK
US US and Democracy, released the 5th edition of its Annual Survey of India’s City-
Chennai
Mumbai
Comparisons of QUALITY OF LIFE
London
Kolkata
systems (ASICS) report comparing 23 cities in India along four dimensions
Jaipur
Ahmedabad
Ahmedabad
Surat
Municipal Balance Sheets Yes No
Hyderabad
Hyderabad
Delhi
Pune
Johannes-
Johannes-
New
Bengaluru
Bengaluru
burg York
burg York
Empowered
of governance: urban planning and design; urban capacities and resources;
Chennai
Chennai
Mumbai
Mumbai
London
London
Kolkata
Kolkata
Transparency,
Jaipur
Jaipur
& Legitimate
Surat
Surat
Delhi
Delhi
Pune
Pune
Accountability
New
New
Political
& Participation 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 Credit
Credit
Ratings
Ratings
of cities NR* NR*
of cities AA+ AA+
NR* NR*
AA- AA-
AA AA
A A+
A NR*
A+ NR*
AA+ AA+
A- AA
A- AA
AA AA accountability and participation. Pune ranked first, with a score of 5.1 on
Q1 Are
Q1 the
Areannual
Q1
audited
audited
Are the annual accounts of the urban local body (ULB) mandated to be
the annual
accounts
by anby
accounts
of theofurban
the urban
independent/external
local body
an independent/external
agency?
local body
agency?
(ULB)(ULB)
mandated
mandated
to beto be
a scale of 10, followed by Kolkata and Thiruvananthapuram. The report
audited by an independent/external agency?
Q2 Are
Q2 the
Areaudited
the audited
annual
annual
financial
financial
statements/audited
statements/audited
annual
annual
accounts
accounts
of theof the also indicates where Indian metros stand when compared with megacities
ULB available
ULB available
in theinpublic
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
theIsULB
the required
ULB required
by itsby
Municipal
its Municipal
Act toAct
carry
to carry
out anout
internal
an internal
audit audit
withinwithin
ULB frequency,
available inatthe public domain?
a predetermined
a predetermined frequency,
at least least
annual?
annual?
London in the UK and New York in the US scored 7.6, 8.8 and 8.8 respectively.
Q4 Are
Q4the
Q3 Is the ULB required by its Municipal Act to carry out an internal audit within
Areinternal
the internal
auditsaudits
of theofULB
the available
ULB available
in theinpublic
the public
domain?
domain?
See appendix for Pune’s report card.
Q5 IsQ5 thea
theIsULB predetermined
authorized
ULB authorized
to raise
to raise frequency,
borrowings
borrowings
without atstate
without
state least annual?
government/central
government/central
government
government
approval?
approval?
Q6 IsQ6
theQ4
IsULB Are the internal audits of the ULB available in the public domain?
the required
ULB required
by law
bytolaw
have
to have
a long-term
a long-term
or medium-
or medium-
term term
fiscal fiscal
plan, 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

Percentage
Percentage
of own
of revenues
own revenues
to total
to total
expenditure
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
Municipal
Municipal
Percentage
expenditure
expenditure
and surplus
of(inown
and surplus
(in crores)
revenues to total expenditure
crores)
10000 10000
80.00
6000 6000
60.00
In December 2016, the Prime Minister urged Securities and Exchange Board
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
20.00
-2000 -2000
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
TotalTotal
per capita
per capita
expenditure
expenditure
(in crores)
(in crores) 14000
2000 2000
1500 1500
issue. Both these events have been pivotal in providing an impetus to PMC’s
1000 1000
10000 Municipal Bonds program. On June 22nd, 2017, Pune became the first city
Municipal expenditure and surplus (in crores) 500 500 in the country to issue municipal bonds since the publication of ‘Issue and
- -
6000
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
-2000
fund a 24X7 water supply scheme for all residents in the city.
3000
2500 PMC aims to mobilize INR 2,264 crore through municipal bonds in five years,
Total per capita expenditure (in crores) 2000
starting 2017, for the 24X7 Water Supply project estimated to cost INR 2,818
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
35 36
STAKEHOLDER ENGAGEMENT
DIAGNOSING
RESILIENCE
IN PUNE
GAIN TRUST BUILD CREDIBILITY PROVE VALUE
The CRO spent considerable time in The CRO’s technical background The working groups for Pune have been
the beginning of Phase 1 in stakeholder in civil engineering, professional very well attended and average to about
engagement. Because the Pune Office work in urban consulting, and deep 15 members per group. This has required
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
office space within the PMC Disaster credibility with people. Through communication to coordinate schedules
Management Cell. With initial support Phase 1, he was able to identify and ensure they prioritized attendance. A
and guidance from the Commissioner’s champions that became anchors briefing document with participants before
Office, the CRO has been able to have for some of the thematic working the meeting and a summary note shared
ACTIVITY OBJECTIVE APPROACH/ METHODOLOGY significant face time with various heads groups and helped him understand after (to be published..) have ensured
of departments, technocrats, and key nuances of challenges and actions transparency and allowed for information
Expert interviews personnel working in the corporation. His taken by the city. In turn, he has to be documented and disseminated.
PRIORITISING SHOCKS Identifying both major acute and chronic
Citizen’s perception survey ability to navigate through institutional been leveraging the 100RC platform Visits by the 100RC Pune team to meet
AND STRESSES resilience challenges
Working groups hierarchies and perseverance in building to connect them with necessary with the mayor, commissioner, additional
one-on-one relationships, helped him support, like technical knowledge or municipal commissioners and key staff
Perception Assessment Tool gain trust. Stakeholder mapping done global best practices when needed, members, learn about their perceptions of
IDENTIFYING KEY
Identifying key resilience strengths and weaknesses Working groups with the strategy partner and the CRO’s and has also been creating space for shocks and stresses and share the 100RC
RESILIENCE THEMES
Expert survey own professional networks, helped the them to take ownership of how the offering, has given the PMC more confidence
team identify individuals in other local strategy is designed. in the CRO’s Office and the value it brings.
Cities Actions Inventory government offices, academia and in One such meeting directly resulted in an
SYNTHESISING CURRENT Identifying gaps in existing resilience activities/programs/ PMC Heads of Departments the private and civil society sectors who Additional Commissioner presiding over a
RESILIENCE INITIATIVES policies especially in Pune’s key weakness areas Expert outreach provided insights and can be potential working group on environment giving the
Desk research collaborators. CRO greater convening power.
37 38
The CRO spent time in building valuable relationships both inside THE CRO’s team has been involving key ecosystem partners
and outside the PMC to synergize efforts and build coalitions. to help shape priority areas for the Resilient Pune Strategy
CRO PMC OTHER ACADEMIA CIVIL PRIVATE MULTI- CITIZENS

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CRO HIRED
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Phase 2 end
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Phase 1 end
264
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TRUST BUILD CREDIBILITY Urban
FOR 1PUNE
PUNE CITY SELECTION
CRO HIRED
Workshop Survey Survey Interviews Groups Committee Economy
Phase 2 end
end
May 2017 Jan 2017 Nov 2017
9 Interviews June 2018 December 2018
4
WE ARE HERE NOW!

PHASE - 0 60 500+
PHASE - I 17 6 5 15 PHASE - II May 2017 Jan 2017 Nov 2017
4 months
RESILIENCE STRATEGYPhase
20%
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bringing in inputs on
Phase 1 beginning
participants responses responses interactions themes participants PHASE - 0
Agenda Setting Citizen Expert Expert Working Steering Urban
16 weeks complete
PUNE CITY SELECTION

on-going projects
CRO HIRED
Workshop Survey Survey Interviews Groups Committee
Develop in-going hypotheses Validate hypotheses through citizen and
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synthesize information to Deep dive into Discovery
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Phase 2 end
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2017 engagement
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WE ARE HERE NOW!

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640 hours from 100RC network 60 PHASE - 0 500+ 17 6 5

PHASE - I 15 PHASE - II on Discovery Areas expert engagement and
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Phase 0 beginning
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December 2018
on-going/to on-board
PHASE - 0 PHASE - I
We have been engaging PHASE on-going - II
and new initiatives set up by other philanthropic organizations and institutions in Pune
6 7
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synthesize information to Deep dive into Discovery Areas
complete
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PROVE VALUE on-going/to on-board
IFC has selected Pune and Pimpri-Chinchwad 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
10% Budget allocation for
1
12 NMT, solid waste & waste water management Pune to set up an Urban Mobility Lab
PMC Environmental cell
RESOURCES BLOOMBERG PHILANTHROPIES has initiated a two year BERNARD VAN LEER FOUNDATION under its ‘Child-Friendly
support to Pune to combat air pollution Cities’ program, has set up a two year partnership with Pune
Figure 34: Time spent by Pune CRO in Phase 1 10% On-going 11 ICLEI has set up a Solar 2Cell within the PMC as part of their ADB, IFC, and DFID are keen to invest in municipal and green
0 1 2 3 4 5
PARTNERSHIPS Solar Master Plan for Pune City. Pilot projects under the cell bonds
Mobility
Condition of Hills 10 3
Air Quality
Disease Outbreak/Control TOTAL PRIORITIZED

ACTIONS
Access
39 to Public Open Spaces
253 EXECUTIVE SUMMARY INTRODUCTION CITY CONTEXT OF PUNE DIAGNOSING RESILIENCE IN PUNE DISCOVERY AREAS NEXT STEPS
40

RESILIENCE 0 1 2 3 4 5
SHOCKS & STRESSES Mobility

ASW
The city’s shocks and stresses were prioritized based on
PUNE CITY SELECTION

inputs from citizens, government 0 1.3
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liv me
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Air Quality
Disease Control
TOTAL FACTORS
264
Availibility of
TOTAL PRIORITIZED
ACTIONS
Urban 60+
Agenda Setting Citizen Expert Expe
of Affordable Housing’, ‘Garbage Management’, ‘Health of
Growth
253
communi
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ed c s cohesive &
unities
Affordable Housing
unities
9. Provcation &
CRO HIRED
9. Provcation &
Access to Public Open Spaces ExpertsWorkshop
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omm
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Reliable Electricity Supply assets pro assets pro
IMPLEMENTATION
STRESS
Frequency/Persistence
High
SHOCKS AND PERCEPTIONSAir Quality 0 ACTIONS
1 2 3 4 5
CHRONIC STRESSES weaken the fabric of a city on a day-to-
STRESSES ASSESSMENT TOOL INVENTORY TOOL SHOCK
day or cyclical basis May 2017 Jan 2017 Nov 2017
Mobility
Top stresses in Pune: Mobility, health of water bodies, access to PHASE - 0 PH
affordable housing, air pollution and solid waste management Solid-Waste Management
MORE
Availibility of Affordable Housing Urban RESILIENT
Lack hypotheses
of social
ACUTE SHOCKS are sudden, sharp events that threaten a city
Environment Develop in-going
CITY Validate hypotheses through
cohesion
on Discovery Areas expert engagement and use 1

Access to Public
Top shocks in Pune: Flooding/ extreme rainfall and disease Condition of Hills Open Spaces Water
outbreak
management
Air Quality
Terrorism
Adequate & Clean Poverty/lack
Water Supply
Citizen Survey Disease Outbreak/Control of affordable
housing
Access to Public Open Spaces Changing
Flood Control demographics
Low Severity/Magnitude
WE ARE HERE NOW!

High
Phase 1 beginning
Flood
CulturalControl
Opportunities Food security Riot/civil High Infrastructure/
nda Setting 500+
Citizen Expert Expert Working Steering Urban Lack of health unrest unemployment building failure
CRO HIRED
Workshop Survey
Citizens rated 12 Survey Interviews Groups
Cultural Opportunities Committee Economy services Drought Crime & violence Earthquakes
Phase 2 end
Phase 1 end
shocks & stresses Landslide Economic Disease
based on perceptions slowdown outbreak
60 500+ 17 6 5 15
Employment &
Business Opportunities
rticipants responses responses interactions themesSupplyparticipants
Low
Reliable Electricity
Jan 2017 Nov 2017 June

Figure 35: Citizen’s Perception Survey 2018 December 2018
Figure 36: Key shocks and stresses identified in the Agenda Setting Workshop
HASE - 0 PHASE -Average
I rating, participants rated from 1 (not a challenge) to 5 PHASE - II
(most important challenge)
41 42
complete
p in-going hypotheses Validate hypotheses through citizen and synthesize information to Deep dive into Discovery Areas
Following stresses and shock were
identified as priority based on the
ASW and Citizen survey
MOBILITY AIR QUALITY AVAILIBILITY OF AFFORDABLE HOUSING
Mobility (traffic congestion/public transportation system/ ‘Air Quality’ is rated as a ‘poor’ in its condition by citizens, Availability of affordable housing is rated as ‘poor’ by citizens,
pedestrian safety), is rated as a ‘high frequency/high severity’ and as a ‘high frequency / high severity stress’ by city leaders. and its absence is a high frequency and severity stress according
stress by city leaders, and ‘very poor’ in their condition and Some implications of poor air quality in the city include: to city leaders. Some implications of the dearth of affordable
availability by citizens. Some implications of poor mobility housing include:
High levels of particulate matter in the city mean a great risk
services in the city include: of respiratory and cardiovascular problems for the citizens; Lack of a city-wide vision for housing has led to ad-hoc project
Absence of reliable, quality and convenient public the elderly and children are likely to be most at risk by project housing delivery, guided by a variety of national
transportation means that private ownership of vehicles is on This would put significant pressure on the healthcare system housing programs in the case of low income settlements and
the rise which has led to severe traffic congestion in the city. and the economy of the city market driven high and middle-income housing.
Poor last mile connectivity further compounds the rise in This would put significant pressure on the healthcare system The private sector is unable to meet the huge demand in
private vehicles. and the economy of the city low-income housing categories and the rental sector due to
Increased congestion and long commutes due to non- unfavorable regulations and limited supply of land at low cost.
integrated mobility and land use has increased commute A large number of informal settlements in the city without
times leading to poor livability outcomes and price burden land ownership has led to limited access to basic services,
for low-income groups, especially those rehabilitated on the causing poor life and health outcomes and greater risk to
outskirts, under SRA schemes. natural disasters for residents
The presence of informal settlements has also become a
challenge for the city as it looks to better manage land use
Limited access to credit for low-income groups, especially
lower castes and women, has perpetuated housing insecurity
43 44
SOLID WASTE MANAGEMENT HEALTH OF WATER BODIES CONDITION OF HILLS DISEASE CONTROL/ OUTBREAK
Garbage or waste management is rated as ‘poor’ by citizens Limited water management or ‘health of water bodies’ was Condition of Pune’s hills has been rated as ‘poor’ by citizens. Disease outbreak has been rated as a high severity/low
while city leaders believe that Pune performs better than rated as a medium severity/frequency stress by city leaders Some implications of this include: frequency shock by city leaders with citizens rating disease
many other cities in this area. Some implications of poor waste while the condition of these bodies was rated by citizens as control in the city as ‘poor’.
Deforestation on account of the demands of an expanding
management in the city have been: ‘very poor’. Some implications of this include: High levels of white collar/sedentary employment imply that
city and increasing industrialization, combined with artificial
Limited segregation at a household level, and lack of universal Entry of untreated sewage and solid waste has led to preservation (e.g. growing exotic species of plants), is slowly the city’s work force is susceptible to numerous lifestyle
access to door to door collection, especially in non-notified destruction of the riparian zones and aquatic life in the city’s destroying the natural habitat of Pune’s hills, leading to diseases (e.g. 2 in 3 IT professionals in the city are at risk
informal settlements and slum rehabilitation apartments, has waterbodies, especially the Mula –Mutha River, leading to worsening environmental outcomes for the city of diabetes). This can result in significant economic risks for
led to widespread dumping of waste, leading to sub-optimal severe environmental outcomes In addition, this has resulted in the reduction of natural public specific sectors, and the city as a whole
environmental outcomes Health risks have increased for downstream communities spaces that citizens used to enjoy Pune has also shown a susceptibility to infectious diseases.
Residents of peri-urban communities, where the dumping of dependent on the river for water-supply and agriculture Encroachments have led to decreased water capturing For example, deaths in Pune from the H1N1 virus were higher
waste occurs, have expressed disapproval as well In some talukas, lack of rainfall combined with heavily polluted capacity of hills increasing run-offs than in the entire states of Tamil Nadu and Gujarat.
Poor coordination across the formal waste value chain has rivers has led to water shortages Susceptibility to disease can increase economic risks for
led to waste accumulation in certain areas creating a health vulnerable populations as well
hazard for citizens living nearby High disease rates can also put significant pressure on the
city’s healthcare sector
45 46
STRESSES ASSESSMENT
STRESSES
STRESSES
TOOL ASSESSMENT
INVENTORY
ASSESSMENT
TOOL
TOOL TOOL INVENTORY
INVENTORY
TOOL TOOL
RESI
PRELIMINARY
PRELIMINARY RESILIENCE ASSESSMENT (PRA

Phas
Phas
RESILIENCE S
IMPLEMENTATI
IMPLEMENTATI
IMPLEMENTATI
WE ARE HERE
Urban
Economy
Phase 2 end
IDENTIFYING KEY Phase 1 end
MORE MORE MORE
RESILIENCE
er 2018 THEMES
December 2018
PHASE Urban
- II proprietary Perceptions Assessment Tool (PAT) was used to source and analyze the perceptions of city leaders and civil Urban Urban RESILIENT RESILIENT
RESILIENT
100RC’s
Environment SOME INSIGHTS FROM THE ASW-CITY
Environment
Environment CITY CITY
Phase 1 end STRATEGY FOR PUNE

society actors on key resilience strengths and weaknesses. A mixed method approach was used which included expert surveys, Participants highlighted some rationale behind their ratings
working group sessions, and inputs from the Agenda Setting Workshop. One on one interviews with city champions helped
validate hypotheses
completeon priority strengths and weaknesses. Below, key resilience strengths and weaknesses are discussed.
complete
reas
dive into
June 2018Discovery Areas December 2018
ssess opportunities
on-board PHASE on-board
on-going/to - II on-going/to on-board Perceptions
ASW Expert Interviews Expert Survey Assessment Tool
SELECTION
PUNE CITY SELECTION
complete “Health infrastructure “People are confident

n to Deep dive into Discovery Areas “The city is able “Pune is able to provide
WE ARE HERE NOW!
HERE NOW!
WE ARE HERE NOW!

exists however, it in voicing opinions but
as and assess opportunities to reliably and adequate employment
(esp. private care) is this is unstructured
on-going/to on-board adequately meet the opportunities but could
Phase 0 beginning
Phase 0 beginning
often inaccessible to and cultural

beginning
Phase 1 beginning
Phase 1 beginning
people’s basic needs” be more self-sufficient”
low-income groups” assimilation is low”
Citizen6Setting
Agenda Agenda Expert
Setting 15+
Expert
Citizen Citizen
Working
Expert Expert15+
Steering
Expert Expert 100+
WorkingWorking SteeringUrban
Steering Urban Urban
RESILIENCE
CRO HIRED
CRO HIRED
Survey
Workshop
Thematic workingWorkshop
Survey
groups Interviews
Survey
Champions were Survey
Groups
Survey Committee
Survey
City leaders Interviews
were Interviews
engaged Committee
GroupsStakeholders
Groups wereCommittee
PUNE 1CITY
Economy Economy
Economy
2 end
Phase 2 end
Phase 2 end
1 2 3 4
Phase 1 end
Phase 1 end
deepened our understanding engaged to validate our to understand city’s engaged to gather
of shocks & stresses findings & hypothesis strengths and weakness perceptions about the city
WE ARE
500+
60 60
17 500+
6 500+
517 17 156 6 5 5 15 15
Phase
Phase
responses
participants
participants
responses interactions
responses
responses
themes
responses
responses
participants
interactions
interactions
themes themes
participants
participants
12 1
“Improvements in
“The city is stable overall “Being both an
bringing together “The city needs to
but corruption in law & education and services
May
20172017May 2017
Jan 2017Jan Nov
20172017Nov 2017 11
June 2018 2 June
December
2018June
2018 2018
order can be a challenge
December December
2018
hub, city is able to
2018 different individual improve its waste,
initiatives and enhancing ecosystem, growth, and
PHASE
RESILIENCE PHASE
-0
THEMES -0 PHASE - I PHASE PHASE
-I -I PHASE - II to the citizens’PHASE
sense of PHASE
- II - II
organically drive
ecosystem protections disaster management”
security/justice” prosperity”
1 MEETS BASIC NEEDS are needed”
2 SUPPORTS LIVELIHOODS & EMPLOYMENT
5 complete 6 complete complete 7 8
3 ENSURES PUBLIC HEALTH SERVICES
heses DevelopValidate
Develop
in-going in-going
hypotheses
hypotheses hypotheses
through citizen
Validate
and
Validate
hypotheses
10hypotheses
through
synthesize
citizen
through
information
and
citizento
and synthesize
Deep 3synthesize
information
dive information
to
into Discovery to
Areas
Deep dive
Deep
intodive
Discovery
into Discovery
Areas Areas
4 PROMOTES COHESIVE & ENGAGED COMMUNITIES
on Discovery
on Discovery
expert Areas
engagementAreasand use 100RC
experttools
engagement
expert
to engagement
and
finalize
use 100RC
and
Discovery
usetools
100RC
Areas
to tools to
finalize Discovery
finalize
and assess Discovery
Areas Areas and assess
opportunities andopportunities
assess opportunities
5 ENSURES SOCIAL STABILITY, SECURITY & JUSTICE on-going/to on-board on-going/to
on-going/to
on-board on-board
6 FOSTERS ECONOMIC PROSPERITY TOTAL FACTORS
264
7 MAINTAINS & ENHANCES PROTECTIVE NATURAL &
MANMADE ASSETS “The city has a vibrant
“High congestion, slow “While the city seems “Initiatives occur in
8 ENSURES CONTINUITY OF CRITICAL SERVICES 9 4 civil society network,
public transport and to have effective day to silos without being
9 PROVIDES RELIABLE COMMUNICATION & MOBILITY however, local
crumbling infrastructure day management, lack part of a cohesive
10 PROMOTES LEADERSHIP & EFFECTIVE MANAGEMENT government could
leads to limited mobility of a cohesive strategy strategy for city-wide
be more proactive in
11 EMPOWERS A BROAD RANGE OF STAKEHOLDERS for citizens” is a challenge” improvement”
engaging this network”
12 FOSTERS LONG-TERM & INTEGRATED PLANNING
8 5 9 10 11 12
7 6
LEGEND Need to do better Doing well, but can improve Area of strength Figure 37: Perceptions Assessment Tool x CRF driver* Need to do better Doing well, but can improve Area of strength
12 1
47 48
11 2
017 June 2018 December 2018
KEY RESILIENCE STRENGTHS
PHASE - I PHASE - II SYNTHESISING CURRENT 10 3
RESILIENCE INITIATIVES Actions Inventory
TOTAL FACTORS
Supports livelihoods and employment within which ‘skills and Fosters economic prosperity within which ‘city budgets’, 250 plus resilience related actions from the year 2005 onwards 264
complete
eses training’Validate
as well as ‘local business development
hypotheses and innovation’
through citizen and ‘wider economic linkages’, and
synthesize information to ‘inward investment’ are key were sourced
Deep dive into Discovery Areas from publicly available documents. These were
are key expert
strengths.engagement
Pune has one ofand
the high skilled work
use 100RC tools forcesto strengths. PMC is
finalize one of theAreas
Discovery most creditworthy andmunicipal verified with Heads of Departments at the Pune Municipal
assess opportunities
in India, given its status as a hub for higher education, and its corporations in India, and efficiency in collection of taxes and Corporation and were also checked against
on-going/to municipal budgets
on-board 9 4
ability to retain talent through jobs in cutting age industries. revenue has led to municipal surpluses. This creates a stable (past two years) and confirmed with stakeholders across
It is one of India’s 6 major startup hubs, home to over 300 economic environment for businesses to work in, and promotes government, civil society and academia. The purpose of this
startups. Given its strong manufacturing base, Pune is also able confidence among investors, entrepreneurs, and industry activity was to identify actions and gaps in resilience efforts across 250+
to attract low and medium skill workers to the city, which has owners. Pune’s position in the international IT and auto market different drivers of resilience, against evolving priority areas. Actions were coded by verifying
driven significant migration into the city. has connected it to international markets, and makes it a major 8 with heads of departments of PMC 5
target for investments, both foreign and domestic. and other stakeholders
7 6
12 1
KEY RESILIENCE WEAKNESSES 0 1 2 3 4 5 RESILIENCE THEMES

11 2
Mobility
1 MEETS BASIC NEEDS
Provides reliable communication and mobility within which Fosters long term and Availibility
integrated planning within which 2 SUPPORTS LIVELIHOODS & EMPLOYMENT
of Affordable Housing
‘public transportation’ and ‘transportation networks’ are key ‘strategies and plans’, ‘land-use planning’, and ‘data monitoring’ 3 ENSURES PUBLIC HEALTH SERVICES
Condition of Hills 10 3
challenges, as discussed in detail in previous sections. While were key challenges. These weaknesses were visible in the 4 PROMOTES COHESIVE & ENGAGED COMMUNITIES
Pune has a number of public organizations offering bus services management of many of our priority stresses. For example, on
Air Quality
5 ENSURES SOCIAL STABILITY, SECURITY & JUSTICE
(e.g. BRT, PMPML etc.) integration across these different the environmental front, there is no institution
Disease that is mandated
Outbreak/Control 6 FOSTERS ECONOMIC PROSPERITY
TOTAL PRIORITIZED
ACTIONS
offerings is limited preventing seamless mobility across the city. to oversee regional, cross ecosystem planning,
Access to Public Open Spacesmaking holistic 253
7 MAINTAINS & ENHANCES PROTECTIVE NATURAL &
Furthermore, last mile connectivity across the city is deemed strategic planning difficult. As another example, a transited MANMADE ASSETS
poor by stakeholders which has driven increasing ownership oriented view to the city’s planning is lacking wherein modes
Flood Control 8 ENSURES CONTINUITY OF CRITICAL SERVICES 9 4
of private vehicles. Unavailable safe, multi-modal, and door to of transport (i.e. both between hubs, and at the last mile) are
door public transportation is thus leading to traffic congestion limited in areas of economic activity (e.g.
Cultural the city’s peripheries
Opportunities 9 PROVIDES RELIABLE COMMUNICATION & MOBILITY
in the city. where many industriesEmployment
are located).
& Business Opportunities 10 PROMOTES LEADERSHIP & EFFECTIVE MANAGEMENT
Reliable Electricity Supply 11 EMPOWERS A BROAD RANGE OF STAKEHOLDERS
Ensures continuity of critical services within which ‘maintenance Maintains and enhances protective natural and man-made 8 5
of assets’, ‘flood risk’, and ‘ecosystem management’ are key assets within which ‘safeguard of critical infrastructure’, and
challenges. While this has already been elaborated in the ‘environment policy’ were key challenges. Currently, only the
context section above, stresses related to air quality, the city’s Garden Department is dedicated to environment policy 7 6
condition of tekdis and the health of water bodies are important and execution, with very limited mandate and financial / human
in this context. For example, as mentioned in the stress on resources, indicating limited capacity with the PMC compared
‘health of river bodies’, sewage and solid waste dumping into to similar cities. Also, as indicated above, fragmentation
the city’s water bodies (e.g. Mutha and Mula rivers) has limited of decision making across the PMR region, and limited LEGEND
their ability to provide ecosystem services (flood protection, mainstreaming of environmental planning and management Primary Secondary Areas of: Deep Engagement Mild Engagement Low Engagement Figure 38: Actions Inventory Tool
for example) and has destroyed habitats. has exacerbated challenges. Each segment represents 3.5 action codings
49 50
AREAS OF DEEP ENGAGEMENT
1 MEETS BASIC NEEDS SHOCKS/
ACTION TITLE DESCRIPTION OWNERSHIP SCALE
This is seen as an area where the city is ‘doing well but can do better’ as per stakeholder perception and is the deepest STRESSES
area of engagement for the city, especially in relation to water and housing. While ‘health of water bodies’ is a major stress, REFORESTATION Condition
the government has led initiatives across the value chain of water from restoration of upstream dams to distribution and Volunteers of the Pune-based NGO, Vasundhara
INITIATIVES FOR of hills/ air
downstream treatment of waste water and sewage. Slum housing and sanitation needs have been acted upon with partnerships Swachata Abhiyan have carried out reforestation
THE HILLS AND Civil Society pollution/
drives, and planted over 25,000 trees and native
between NGOs and the local government under a variety of central and state schemes. Middle and high-income housing delivery LAKES OF THE health of water
plants in Pune at Pashan, Mhalunge, and Rotary Hill.
is catered to by the private sector. Energy and food have seen minimal engagement with some overlap in waste to energy CITY bodies
initiatives. Electricity is effectively supplied by the State, and food security to chronically food insecure households have been
provided under central food subsidy programs. This plan envisages improvement of river banks on both
sides of the 44-km stretch passing through the city, including
22.2 km of Mula, 10.4 km of Mutha and 11.8 km stretch of
ACTION TITLE DESCRIPTION OWNERSHIP SCALE SHOCKS/ ‘Health of
MULA- Mula-Mutha river. It also includes footpaths and walkways
STRESSES water bodies’/
MUTHA RIVER for walking and cycling, in addition to a boating facility and Government City
Pune aims to provide safe and equitable water supply to all Garbage
REJUVENATION eateries. The proposal also includes the development of an
citizens for the next 30 years for 24 hrs. every day. The ‘24 Management
incremental sewerage network and improvement of treatment
x 7 water supply’ project primarily focuses on the demand & capacity to prevent waste dumping into the river. The project
24 X 7 WATER Adequate and
distribution side of the value chain by planning on reducing cost is estimated at INR 2,500 crores (~USD 380 million).
clean drinking
SUPPLY FOR water losses in the distribution network, using water meters Government City
water/water
PUNE to charge consumption, using GIS-technology to capture
management
real time geo-spatial data, and utilizing IEC strategies to
engage citizens to bring about behavior change. The city has
floated municipal bonds to cover part of the project cost. 3 PROVIDES RELIABLE COMMUNICATION & MOBILITY
This is an area of weakness for the city based on stakeholder perception and an area of deep engagement for the city. ‘Mobility’
Pune has planned to procure 10% of electricity needs of has also come out as one of the top three stresses in the citizen survey. City and state governments have undertaken a range of
PUNE: Aundh, Baner and Balewadi by tapping roof-top solar regional and city-wide initiatives in public transit (PT), non-motorized transport (NMT) and street improvements, with significant
power. Supported by ICLEI and C40, this pilot initiative Electricity funding from international loans and central and state budgets. A major part of the city’s own budget allocation goes to expansion
MAXIMUM Government Community
intends to provide a platform for demand and supply side Supply
SOLAR CITY and maintenance of road networks. Civil society in the city has been working closely with the government to provide thought
vendors to find lower prices for similar quality levels for
solar power generation in the city. leadership, technical assistance, and to advocate for progressive policies dis-incentivizing private vehicular dependency.
Access to SHOCKS/
ACTION TITLE DESCRIPTION OWNERSHIP SCALE
affordable STRESSES
Between years 2012-2018, MASHAL, a non-profit, aims to
SLUM housing/ The Plan includes proposals for a city-wide cycle network,
carry out a Slum Improvement Program in six urban slum
garbage support for Public Bicycle Share systems, cycle promotion
IMPROVEMENT communities with a total population of 12,550 individuals. Civil Society City
management/ activities, participatory reviews of plan implementation
PROGRAM The program focuses on infrastructure development, access PUNE CYCLE Mobility/Air
employment etc. A Bicycle Dept. is also set up under the PMC to Government City
to education, vocational training and women empowerment. PLAN Pollution
and business ensure implementation and smooth coordination with
opportunities other departments within PMC and agencies like Traffic
Police, PMPML, PSCDCL and Pune Metro
2 ENSURES CONTINUITY OF CRITICAL SERVICES

This is an area of weakness for the city based on stakeholder perception with ‘health of water bodies’ and ‘condition of hills’
emerging as key concerns. City administration has been making concerted efforts to maintain both hard and soft infrastructure.
Efforts in pollution abatement of water bodies and flood mitigation have received funding support from international institutions
(JICA), with majority of the spend likely to be geared towards construction for sewage treatment plants. The city has an active
civil society and academic leadership that promotes environmental stewardship through policy recommendations, activism,
citizen forums, and activities linked to river cleaning & protection of hills.
51 52
Bus Rapid Transport System in the twin cities of Pune The case study of Pune focuses on the passage of
and Pimpri-Chinchwad provides dedicated bus corridors CASE STUDY:
JNNURM through the Pune Municipal Corporation
along with buses, bus stations, terminals and an intelligent IMPACT OF
(PMC) and the larger governance ecosystem it is a part
transit management system, for safe, fast, affordable and JNNURM
of. It enquires into the dynamics of this process and to Academia City Cross-cutting
efficient public transit. The system is operated by the ON URBAN
understand whether JNNURM has had the intended impact
Pune Mahanagar Parivahan Mahamandal Limited (PMPML) Mobility/ Air GOVERNANCE
on the functioning of the ULB. It also enquires into the
RAINBOW and the infrastructure has been developed by the Pune Pollution/ IN PUNE CITY
Government Regional impact the program has had on the urban poor in Pune.
BRTS Municipal Corporation (PMC), and Pimpri-Chinchwad Affordable
Municipal Corporation (PCMC). Of the total proposed 113 Housing
km length across both cities, 68.8 km has been approved
for Pune with financial support of INR 1014 Crores (USD
152 million) from Jawaharlal Nehru National Urban Renewal 2 PROMOTES COHESIVE & ENGAGED COMMUNITIES
Mission (JnNURM) of the Government of India. A BRTS cell This is an area in which the city is doing well but can do better, as per stakeholder perception and is an area of mild engagement
has been set up in PMPML for inter-agency coordination. for the city. The PMC has made strides by actively promoting citizen participation in decision making with initiatives like
Planned as rail rapid transit, Pune Metro is being established Participatory Budgeting, but this resilience theme is mainly led by civil society groups. They have effectively mobilized and
to serve Pune and Pimpri-Chinchwad with a 55 km route garnered political support for public benefit works like Biodiversity Parks in the City Development Plan, and also brokered the
Mobility/ Air partnership between waste-pickers cooperative and PMC for solid waste management, exemplifying engaged communities
network along three lines, with fare integration with BRTS
Pollution/ in the city. Technology has increased public participation through digital platforms like PMC CARE, youth-led annual citizen
PUNE METRO and PMPML buses. The estimated cost of INR 11,522 crore Government Regional
Affordable
(USD 1,776 million), will be 50% funded by international happiness surveys, etc. and increased awareness through social media.
Housing
loans with the remaining distributed between central (20%),
state (20%), and PMC-PCMC (10%) governments. SHOCKS/
ACTION TITLE DESCRIPTION OWNERSHIP SCALE STRESSES
Participatory budgeting was initiated in Pune in the year 2006.
Currently under participatory budgeting in Pune, each prabhag
(comprising of two electoral wards) is allocated a budget of
INR 50 lakhs with the maximum limit of a single project not
PARTICIPATORY
exceeding INR 5 lakhs. This amount is then allocated through Civil Society-
AREAS OF MILD ENGAGEMENT BUDGETING IN Community Cross-cutting
participatory budgeting mechanisms. Janwani, the social wing Government
PUNE
of Mahratta Chamber of Commerce, Industries & Agriculture,
1 FOSTERS LONG-TERM & INTEGRATED PLANNING conducted trainings and prepared kits for various civil society
groups and city administrators. Janwani has also prepared a
This is an area of weakness for the city as per stakeholder perception and is also an area of mild engagement for the city. The
training manual for other ULBs that want to initiate this.
city has been setting up processes to collect, analyze and share data to drive holistic planning as can be seen with the PMC’s
Open Data Store, Enterprise GIS and Environment Status Report. Several civil society organizations have also begun to make The city intends to make ‘non-sensitive data’ accessible to
PMC OPEN
their data public (example: Slum GIS data by Shelter Associates). However, it is likely that significantly greater engagement may public for academic, research or business, thereby promoting Government City Cross-cutting
DATA STORE
be needed to address the challenges in the area. greater transparency and accountability.
SHOCKS/ SWACHH In order to promote cleanliness in their respective areas, PMC

ACTION TITLE DESCRIPTION OWNERSHIP SCALE STRESSES SARVEKSHAN encourages healthy competition among various prabhags Garbage
Government City
Pune produces an Environmental Status Report (ESR) (IN VARIOUS and has initiated city wide prabhag level surveys on various Management
ANNUAL PRABHAGS) parameters to measure cleanliness
every year, and it has done so since 1997. This was
ENVIRONMENTAL Government City Cross-cutting
mandated in the state-level legislation (the BPMC Act)
STATUS REPORT
following the 74th Constitutional Amendment Act.
53 54
AREAS OF LOW ENGAGEMENT
1 SUPPORTS LIVELIHOODS AND EMPLOYMENT
This is an area of strength as per stakeholder perception and ‘employment and business opportunities’ is reflected positively in the
citizen survey. Skill development initiatives have been promoted by government programs and CSR supported training institutions.
Civil society organizations and unions have been advocating for greater social security, access to credit and livelihood protection
for the unorganized sector. There is political interest in promoting a globally competitive start-up ecosystem in the city.
ACTION TITLE SHOCKS/

DESCRIPTION OWNERSHIP SCALE STRESSES
KKPKP is a trade union of waste pickers and itinerant scrap
buyers registered in 1993, based in Pune. As of 2014, it had
KAGAD- approximately 10,000 members. Both women and men Garbage
campaign for waste collectors to be regarded as “workers” Management/
KACH-PATRA-
and waste collection as “work” by local, state and national Civil Society City Employment
KASHTAKARI- government, organizing social protection (e.g. medical and business
PANCHAYAT insurance and co-operative credit / savings schemes), and opportunities
integrating waste-pickers into the doorstep collection and
management of urban solid waste.
TECH
MAHINDRA The SMART program offers training in diverse domains in
FOUNDATION- the service industry (banking and financial services, beauty
and wellness, business process outsourcing (BPO), health, Employment
SKILLS FOR
hospitality, ITES, and retail). It also provides foundational Business National and business
MARKET
skills in basic IT, spoken English and workplace readiness. In opportunities
TRAINING the year 2016-17, the SMART program expected to train more
(SMART) than 12,000 youth across 80 centers in India.
PROGRAM
Image courtesy: thebetterindia.com

55 56
FRAMEWORK
We have identified three Discovery Areas based on five
DISCOVERY
months of consultation and synthesizing our learnings INSTITUTIONS PLANNING & FINANCING & ECOSYSTEM &
through the 100RC diagnostic tools. The three Discovery & CAPACITY COORDINATION VIABILITY ENGAGEMENT
Areas that we have identified are Urban Growth, Urban
AREAS Environment, and Urban Economy. We have identified

key diagnostic questions that need to be answered in
FOR PHASE 2 Phase 2 of Resilient Pune. In addition, we have also

identified some potential initiatives in each Discovery
Area that can be implemented in parallel in Phase 2 to
DISCOVERY AREAS
test ideas, iterate and build momentum.
[URBAN GROWTH] [URBAN ENVIRONMENT] [URBAN ECONOMY]
How can we guide How can we mainstream How can we strengthen the
integrated and equitable environmental planning and resource economy and workforce
growth in Pune? management in Pune? capabilities in Pune?
SUB-DISCOVERY AREAS
access & affordable waterbodies hills local business start-ups
mobility housing environment
spatial community groundwater waste skills livelihoods

growth cohesion
57 Image courtesy: Dan Tassone 58

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 2 rapidly
and 3 urbanizing
4 5peri-urban areas with governance deficit
0 1 2 3 4 5 0 witnessing
1 2 haphazard
3 township
4 5 developments
0 1 and2employment
3 centres.
4 5These have accentuated stresses of mobility, air quality,
12 1 Mobility
and affordable housing. Further, as the surrounding 34 villages continue to get incorporated into PMC in the next few years, nearly
doubling its footprint, it is important
Solid-Waste to guide growth and to ensure that the citizen experience across the region is equitable along
Management
Mobility Mobility Mobility
various development parameters. Enhancing citizen engagement and promoting social cohesion, especially in areas populated
11 2 Availibility
with new migrants (both high-income professionals of and livelihood seeking populace) will make these communities more resilient.
Affordable Housing
Solid-Waste Management Solid-Waste Management Solid-Waste Management
Condition
Thus, we believe that the broad Urban of HillsDiscovery Area can be further sub-divided into key components including:
Growth
Air Quality
10 3 Availibility of Availibility of Availibility of
Affordable Housing Affordable Housing Disease Outbreak/Control
Affordable Housing
Condition of Hills Condition of Hills Access to Public Open Spaces

Condition of Hills
Adequate & Clean
Water Supply
access & affordable spatial community
9 4
Air Quality Air Quality mobility
Air Quality
Flood Control housing planning cohesion
LEGEND
Need to do better
Doing well, but can improve
Disease Outbreak/Control Disease Outbreak/Control Disease Outbreak/Control
Area of strength KEY CHALLENGES: Employment &
Areas of:
8 5 Business Opportunities
Lack of predictive planning and synchronization with land- formal credit.
Deep Engagement
Access to Public Open Spaces Access to use and
Public Open Reliable
development
Spaces hasElectricity
perpetuatedSupply
‘transit
Access deserts’
to Public and
Open Spaces 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
has limited response to citizen needs
Adequate & Clean
and has also created
Adequate & Clean
by municipalities or village panchayats that do not have
RESILIENCE THEMES Water Supply barriers to entry for innovators working
Water Supply Water to meet varied user
Supply capacities, resources or even mandates to provide those
requirements. services.
1 MEETS BASIC NEEDS The private sector has been unableFlood
to meet the growing Unequal spatial growth with extremely dense city core and
Flood Control Flood Control 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
Cultural Opportunities Cultural Opportunities 0
Slum dwellers have not been able to make investments
Cultural Opportunities 1and 2 3
community 4development,
5 specially in the rapidly growing
5 ENSURES SOCIAL STABILITY, SECURITY & JUSTICE upgrade their houses due to lack of tenure and barriers to peri-urban areas given new migrant residents.
6 FOSTERS ECONOMIC PROSPERITY 12 1
Mobility
7 MAINTAINS & ENHANCES PROTECTIVE NATURAL & MANMADE ASSETS The challenges highlighted above largely relate to&the ‘fosters
long-term & integrated planning’, ‘provides reliable communications
Business Opportunities Solid-Waste Management
Employment & Employment & Employment
8 ENSURES CONTINUITY OF CRITICAL SERVICES Business Opportunities Business Opportunities
and mobility’ and ‘promotes cohesive & engaged communities’ components of the resilience wheel.
9 11
PROVIDES RELIABLE COMMUNICATION & MOBILITY 2 Availibility of
10 PROMOTES LEADERSHIP & EFFECTIVE MANAGEMENT Reliable Electricity Supply Reliable Electricity Supply
Affordable Housing
KEY OPPORTUNITIES:
11 EMPOWERS A BROAD RANGE OF STAKEHOLDERS Condition of Hills
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
Qualityurban growth interest from the private sector to capture this market.
Figure 39: Perceptions and Actions Figure 40: Shocks and Stress ratings strategy. PMRDA is developing a regional transportation plan and
10 3
Disease
There is a political andOutbreak/Control
bureaucratic will to improve transit in a development plan for PMR. An integrated urban growth
the city. strategy can convene these ideas.
59
RESILIENT PUNE PRELIMINARY RESILIENCE ASSESSMENT Adequate
EXECUTIVE SUMMARY & Clean
INTRODUCTION CITY CONTEXT OF PUNE DIAGNOSING RESILIENCE IN PUNE DISCOVERY AREAS NEXT STEPS
60
Water Supply
8 5
DISCOVERY AREA 2:
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
planning and infrastructure development (mobility, housing, etc.) be plugged to
management in Pune?
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
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
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 Mobility Mobility M
PLANNING & paradigms/scales of operation) to achieve this? 11 2
COORDINATION
How can spatial planning be instituted and what is the optimal process to do so?
How can information and data be made open and accessible and how can Solid-Waste Management Solid-Waste Management S
it be better leveraged to enhance decision making capabilities, improve
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 A
Affordable Housing Affordable Housing A
infrastructure creation and developmental projects? What barriers need to be
FINANCING & overcome to catalyze markets and increase participation from diverse groups?
VIABILITY Condition of Hills Condition of Hills C
How can thinking about co-benefits across sectors be used to maximize
outcomes from investments?
What are some insights from behavioral studies that can leverage 9 4
Air Quality Air Quality A
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
ENGAGEMENT How can social cohesion and engagement in community development Doing well, but can improve
Area of strength Disease Outbreak/Control Disease Outbreak/Control D
be elevated in areas of Pune like the peri-urban regions, with higher
8 5
migrant populations? Areas of:
Deep Engagement
Access to Public Open Spaces Access to Public Open Spaces A
Mild Engagement
Low Engagement 7 6
POTENTIAL INITIATIVES Adequate & Clean Adequate & Clean A

RESILIENCE THEMES Water Supply Water Supply W
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
Flood Control Flood Control F
basic service delivery (water resource availability, SWM etc.). 2 SUPPORTS LIVELIHOODS & EMPLOYMENT
Pune Mobility Lab 3 ENSURES PUBLIC HEALTH SERVICES 12 1
Partner with the Rocky Mountain Institute to create a laboratory that can undertake resilience building initiatives in transportation. 4 PROMOTES COHESIVE & ENGAGED COMMUNITIES
Cultural Opportunities Cultural Opportunities C
5 ENSURES SOCIAL STABILITY, SECURITY & JUSTICE
6 FOSTERS ECONOMIC PROSPERITY11 2
7 MAINTAINS & ENHANCES PROTECTIVE NATURALEmployment
& MANMADE & ASSETS Employment & E
8 ENSURES CONTINUITY OF CRITICAL SERVICES Business Opportunities Business Opportunities B
9 PROVIDES RELIABLE COMMUNICATION & MOBILITY

10 PROMOTES LEADERSHIP & EFFECTIVE MANAGEMENT Reliable Electricity Supply Reliable Electricity Supply R
10 3
11 EMPOWERS A BROAD RANGE OF STAKEHOLDERS
Figure 41: Perceptions and Actions Figure 42: Shocks and Stress ratings
9 4
61 62
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?
OVERVIEW & CAPACITY
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.
63 64
9 4
Flood Control
DISCOVERY AREA 3: Employment &
URBAN ECONOMY 8 5 Business Opportunities
How can we strengthen the economy and workforce capabilities OBJECTIVE
in Pune? 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
improving the local business environment and promoting skills, entrepreneurship and livelihoods.
OVERVIEW
0
Pune’s diverse economic drivers of auto, manufacturing, 1 IT, ITES,
2 pharmaceuticals,
3 4 5
construction 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
12
0 1
1
2 3 4 5 0 1 2 3 4 5 Mobilityneed for up-skilling as technologies evolve etc. In addition, skilling of low-skilled
including replacement of jobs by automation,
informal workers to provide them with a pathway towards higher paying work along with ensuring their access to social safety
nets is necessary Solid-Waste Management
to alleviate them 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 of become job-growth drivers in the future. Identifying pathways of supporting the
edge and may
entrepreneurship ecosystemAffordable Housing
would also be essential for a more dynamic economy going forward.
Solid-Waste Management Solid-Waste Management Solid-Waste Management Condition of Hills
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
Affordable Housing
Availibility of
Affordable Housing
Availibility of
Affordable Housing
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 Control
environment
LEGEND
Need to do better Cultural Opportunities
Doing well, but can improve
AreaDisease Outbreak/Control
of strength Disease Outbreak/Control Disease Outbreak/Control Employment &
8 5 Business
KEY CHALLENGES:
Opportunities
Areas of: Reliable Electricity Supply
Lack of consolidated, reliable information on growing Poor penetration of social protection schemes perpetuate
Deep Engagement
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
Low Engagement 7 6
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
Water Supply
RESILIENCE 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 KEY OPPORTUNITIES:
Cultural Opportunities Cultural Opportunities Cultural 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 MAINTAINS
Employment & &ENHANCES PROTECTIVE NATURAL & MANMADE
Employment ASSETS
& Employment & Several on-going initiatives on mindset change and skills Strong political alignment in promoting entrepreneurship and
8 Business CÅONTINUITY
ENSURES Opportunities OF CRITICAL SERVICES Business Opportunities Business Opportunities training backed by CSR funding. job creation in Pune.
9 PROVIDES RELIABLE COMMUNICATION & MOBILITY
10 PROMOTES LEADERSHIP
Reliable Electricity Supply & EFFECTIVE MANAGEMENT
Reliable 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.
Figure 43: Perceptions and Actions Figure 44: Shocks and Stress ratings
65 66
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?
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
ECOSYSTEM & support be derived to facilitate and promote vulnerable, informal
ENGAGEMENT workers to organize themselves in order to secure better livelihoods and
strengthen negotiating abilities?
POTENTIAL INITIATIVES
Skills mapping
A study to scan the growing economic sectors of Pune and align the various skills training initiatives to them through multi-
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.
67 68
NEXT STEPS
Building on the mobilization and analysis of Phase 1, in Phase 2 Pune, led by the CRO,
partners with diverse and interdisciplinary teams—locally and globally— will explore
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 actions
identified in Phase 1 and will result in specific priorities and initiatives for implementation.
The expected duration of Phase 2 is 4-6 months and will culminate in the release of a
strategy and focus on implementation.
The Phase 2 activity will be articulated in a Customized City Approach (CCA) for Pune.
69 70
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)
Pune Police
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)
APPENDIX
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
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
v Note : *IAS- Indian Administrative vi
RESILIENT PUNE PRELIMINARY RESILIENCE ASSESSMENT EXECUTIVE SUMMARY Service, **IPS- IndianCITY
INTRODUCTION Police Service
CONTEXT OF PUNE DIAGNOSING RESILIENCE IN PUNE DISCOVERY AREAS NEXT STEPS
WG- MOBILITY WG-URBAN ENVIRONMENT
Mr. Srinivas Bonala Mr. Sunil Jalihal Hon’ble Ms. Prerna Deshbhartar Ms. Sharvari Oak
Chief Engineer (Project) Advisor Former Additional Commissioner Project Engineer
Pune Municipal Corporation Ecosystem Partnerships Pune Municipal Corporation NJS Engineering India
(PMC) Yulu Bikes
Mr. Mangesh Dighe Dr. Kranti Yardi
Mr. Prabhakar Dhamale Mr. Ashish Agarwal Environmental Officer Professor
Additional Commissioner of Coordinator Environmental Cell, PMC Bhartiya Vidhyapeeth
Police (ACP) Project Implementation Unit
Pune Traffic Control (PIU) Dr. Dilip Chate Ms. Sujata Karve
Pune Municipal Corporation Deputy Project Director HOD for MArch
Ms. Sanskriti Menon (PMC) Indian Institute of Tropical BNCA
Program Director Meteorology
Center for Environment Mr. Dinkar Gujare Ms. Namrata Dhamankar
Education (CEE) Exe. Engineer Ms. Sanskriti Menon Professor
Pune Municipal Corporation Program Director BNCA
Ms. G. Subhashini (PMC) Center for Environment
Coordinator Education (CEE) Ms. Anushka Kajbaje
Research & Consultancy Center Mr. Randive Indrabhan Professor, SWM
Central Institute of Road Executive Engineer Ms. Ketki Ghate BVIEER Institute
Transport (CIRT) Pune Municipal Corporation Founder & Managing Partner
(PMC) Oikos Ms. Archana Kothari
Mr. Samir Sattigeri Architect-Planner
Scientist & Head Mr. B. Bhargavi Dr. Sachin Punekar HCP
Safety & Homologation Assistant Manager Scientist & Founding President
Central Institute of Road Pune Metro Biospheres Mr. Shardul Venegurkar
Transport (CIRT) Project Officer
Mr. Shevate Shramik Ms. Aditi Deodhar ICLEI South Asia
Mr. D.Siddi Ramulu Engineer Director
Senior Project Consultant Pune Smart City Development Jeevitnadi, Brown Leaf Mr. Ashok Gorpade
Larsen & Toubro (L&T) Corporation Limited (PSCDCL) Chief garden Superintendent
Mr. Dharmaraj Patil Garden Dept., PMC
Mr. Sujit Rathi Director
Associate Project Consultant Jeevitnadi, Wildlife Research Ms. Ashwini Yadav
Larsen & Toubro (L&T) Educational Officer
Mr. V Surya Prakash Zoo Dept., PMC
Ms. Pranjali Deshpande Principal Associate
Program Manager (Maharashtra) World Resource Institute (WRI)
Institute of Transportation and
Development Policy (ITDP) Ms. Priyanka Vasudevan
Manager
Mr. Jayesh Attal World Resource Institute (WRI)
Senior Manager
KPIT Technologies
Mr. Gaurav Kulkarni

Urban Planner
IBI Group
vii viii
WG-URBAN GROWTH WG-SKILLS EXPERT INTERVIEWS ABBREVIATIONS
Mr. Sudhanwa Kopardekar Dr. Ganesh Natarajan Ms. Rashmi Shukla, IPS, 100RC 100 Resilient Cities
Director Founder, 5F World; Chairman, Police Commissioner, ADB Asian Development Bank
Mahratta Chamber Of Commerce NASSCOM, Global Talent Track Pune BMC Brihamumbai Municipal Corporation
Industries & Agriculture (MCCIA) and CPCB Central Pollution Control Board
Pune City Connect (PCC) Mr. Tukaram Mundhe, I.A.S. CRO Chief Resilience Officer
Dr. Anand Chiplunkar Chairman, Managing Director, DA Discovery Area
Former Director Ms. Ruchi Mathur PMPML GOI Government of India
Urban Development and Water CEO, Pune City Connect & GST Goods and Services Tax
Division (Central and West Asia Head, Zensar CSR IAS Indian Adminstrative Service
Department) Dr. Anand Chiplunkar IFC International Finance Corporation
Asian Development Bank (ADB) Ms. Manjiri Gokhale Former Director IPS Indian Police Service
President Urban Development and Water JICA Japan International Cooperation Agency
Ms. Sanskriti Menon Global Talent Track Division (Central and West Asia JNNURM Jawaharlal Nehru National Urban Renewal Mission
Program Director Department) LBT Local Body Tax
Center for Environment Mr. Jaideep Kewakranani Asian Development Bank (ADB) MAHA-METRO Maharashtra Metro Rail Corporation Limited
Education (CEE) CEO MCGM Municipal Corporation of Greater Mumbai
Skills Alpha Mr. Vidyadhar Deshpande MH State of Maharashtra
Ms. Lata Shrikhande Former Director of Town MIDC Maharashtra Industrial Development Corporation
Associate Executive Director Ms. Parul Vaidya Planning, Government of MoEFCC Ministry of Environment, Forest and Climate Change
Shelter Associates Program Manager Maharashtra MOHUA Ministry of Housing and Urban Affairs
Social Venture partners (SVP) MPCB Maharashtra Pollution Control Board
Mr. Kshitij Batra Dr. Erach Bharucha MSEDCL Maharashtra State Electricity Distribution Company
Additional Private Secretary, GOI Mr. Sanjay Kaushik Director Limited
Former Fellow, IDFC Institute Project Coordinator Bharati Vidyapeeth Institute MSRTC Maharashtra State Road Transport Corporation
Natarajan Education Society of Environment Education and NHB National Housing Bank
Mr. Vivek Kharwadkar (NES) Research (BVIEER) NSS National Sample Survey
Chief Town Planner PBS Public Bicycle Share
PMRDA Mr. Aníbal Gaviria Correa PCMC Pimpri-Chinchwad Municipal Corporation
Former Mayor PIU Project Impementation Unit
Mr. Ameya Deshpande WG-LIVELIHOODS City of Medellin, Colombia PMC Pune Municipal Corporation
Chief Minister’s Fellow PMPML Pune Mahanagar Parivahan Mahamandal Ltd
PMRDA Ms. Sanskriti Menon Mr. Antoni Vives PMRDA Pune Metropolitan Development Authority
Program Director Former Deputy Mayor PP 100RC Platform Partner
Center for Environment City of Barcelona, Spain SP 100RC Strategy Partner
Education (CEE) SRA Slum Rehabilitation Authority
WG-INFORMAL TOD Transit-Oriented Development
SETTLEMENTS Ms. Laxmi Narayan Mr. Prashant Girbane WB World Bank
Co-founder Director General
Ms. Pratima Joshi SWaCH Mahratta Chamber of Commerce,
Founding Member & Executive Industries & Agriculture (MCCIA)
Director Mr. Harshad Barde
Shelter Associates Legal Consultant
Kagad Kach Patra Kashtakari Dr. Anant Sardeshmukh
Mr. Sharad Mahajan Panchayat (KKPKP) and sWaCH Director General
Founding Member & Executive Mahratta Chamber Of Commerce
Director Industries & Agriculture (MCCIA)
MASHAL
Laxmi Narayan
Co-founder
SWaCH
ix x
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) | puneresilient@gmail.com
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)

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PUNE

Pune is slowly becoming a global hub by attracting and collaborating with

600 + voices have contributed

Add your voice to the link below Introduction pg. 9

Next Steps pg. 69

CONTACT: Resilient Pune | Mahesh Harhare (CRO) | puneresilient@gmail.com

DISCLAIMER: The information contained within this document is not conclusive

A resilient city can bounce back

With the motivation to address these challenges, Pune was

According to 100RC, “resilience is the 100RC provides four types of support:

ALL THE 100RC MEMBER CITIES FOLLOW A PHASED

MORE TOP STRESSES IN PUNE:

Mobility and access to affordable

‘Employment and business opportunities’ in Pune is perceived

local business start-ups Skills mapping by scanning the

07 Image courtesy: Sanjay Deshpande

The Municipal Corporation of Pune views participation in the 100RC initiative as an

100RC CITY RESILIENCE PROCESS

100RC’S VISION FOR IMPACT OBJECTIVES OF THE STRATEGY PHASE INCLUDE

09 Image courtesy: Ranu Bhanduri 10

PRELIMINARY RESILIENCE ASSESSMENT (PRA) + DISCOVERY AREAS

RESILIENCE STRATEGY FOR PUNE

adversity. The CRF

members, Society; Infrastructure

WE ARE HERE NOW!

challenges and actions take Strategy

35,00,000 70,00,000 1,05,00,000 1,40,00,000

PUNE HAS SEVERAL ACCOLADES

5,000,000 10,000,000 15,000,000

5,000,000 10,000,000 15,000,000

5,000,000 10,000,000 15,000,000

5,000,000 10,000,000 15,000,000

5,000,000 10,000,000 15,000,000

5,000,000 10,000,000 15,000,000

5,000,000 10,000,000 15,000,000

Area (sq. km) 7,256 585 **251 181 67

35,00,000 70,00,000 1,05,00,000 1,40,00,000

35,00,000 70,00,000 1,05,00,000 1,40,00,000

35,00,000 70,00,000 1,05,00,000 1,40,00,000

35,00,000 70,00,000 1,05,00,000 1,40,00,000

35,00,000 70,00,000 1,05,00,000 1,40,00,000

35,00,000 70,00,000 1,05,00,000 1,40,00,000

35,00,000 70,00,000 1,05,00,000 1,40,00,000

PMC 3,124,458 94.8 80 3.29% 22% 219 1700

AGENCY ROLES AND RESPONSIBILITIES JURISDICTION PUNE MUNICIPAL CORPORATION

Pune Mahanagar Councilors

Deals with road and traffic safety-traffic regulations, prevention and

Healthcare Services 30% 2,000,000

(see figure below).

if skilling programs were to be implemented. Thus, efforts to Warehousing & Packaging

-20% 0 20% 40% 60% 80% 100%

Unplanned fringe developments: By the mid-90s, large IT /

Cushman Wakefield Pune Pune Pune

Figure 24: Ecosystem map showing river-sheds, lake-sheds, hill-sheds

0 0 PMC, together with SAFAR, has installed air quality monitoring

50.00 form of increased temperatures, with the ‘heat island effect’

Figure 26: Air pollution

6 https://pmc.gov.in/en/lbt 16000 3000 3000