RESILIENT PUNE - 103.249.97.197103.249.97.197/sites/default/files/100_rc... · help individual cities become more resilient but will facilitate the building of a global practice of

EXECUTIVE SUMMARYPRELIMINARY RESILIENCE ASSESSMENT

PUNE

RESILIENT PUNE

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SAURABH RAO, IAS Pune Municipal Commissioner

MUKTA TILAKHon. Mayor of Pune

Pune, one of the most progressive cities in Maharashtra and India, has witnessed significant rapid growth over the last decade. Pune City envisions becoming one of the most liveable cities in India by solving core infrastructure issues in a “future-proof” manner, and by making neighborhoods clean, green, beautiful and liveable.

The character of the city transformed over the decades with its economic, demographic and social development. The ‘Oxford of the East’, ‘Cultural Capital of Maharashtra’, ‘Auto Hub’, ‘IT hub’ and now ‘Smart City’ has the potential to become ‘Model Resilient City’ of India.

To achieve this, it is important to integrate and mainstream the Resilience building into city services, plans and initiatives. Thus, the partnership with 100 Resilient Cities (100RC), pioneered by the Rockefeller Foundation, has happened at an opportune time. In this partnership, Pune Municipal Corporation (PMC) has showed its commitment by appointing Chief Resilience Officer (CRO) and setting up CRO’s office to steer the strategy formulation process.

Fundamental to 100RC’s philosophy on resilience is preparing cities for disasters but also, working with different socio-economic groups and a wide range of stakeholders to prepare for economic, social, and physical stresses and shocks. Now we have completed the Preliminary Resilience Assessment (PRA) Report and are moving ahead to Phase 2 of Strategy formulation. The scale and depth of stakeholder engagement that has gone into the PRA is very enriching.

The key Discovery Areas identified under PRA are a clear reflection of the challenges ahead of the city and the need for future strategies to drive aligned actions and reforms. The CRO’s office has got excellent support from the PMC, other government agencies and local ecosystem including civic agencies, NGOs, individual experts and educational/ research organisations during the PRA stage. This has helped in coming out with a comprehensive and detailed PRA document.

In Phase 2, the CRO’s team will deep dive into three Discovery Areas through extensive consultations with various stakeholders and assessment of the city’s 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.

Pune, one of the most progressive cities in India, has played a significant role in pioneering urban planning in India. It is known for its active citizen participation in the city’s growth. The city has transformed over the years, from an education hub to an auto industries hub and now an IT hub. This has resulted in in-migration, increase in population and expansion of city limits. In the future, the city is expected to expand further with addition of 23 surrounding villages and will probably become the largest city of Maharashtra in terms of size.

Like other Indian cities, Pune faces many challenges such as uncontrolled growth, continuous migration, pressure on urban environment and institutional complexity etc. The city administration tries to resolve these issues with the use of technology, capital works, internal resources and organization’s internal capabilities. Sustainability and resilience are two key concepts that need to be built in for holistic development. The 100 Resilient Cities Network is supporting Pune city in building resilience.

It is an honor for Pune city to become part of the global 100 cities under 100 Resilient Cities (100RC), pioneered by the Rockefeller Foundation, selected through a stringent process and filtering numerous applications received from cities worldwide. This is one more step for Pune city to become a global city and an opportunity to guide other Indian cities to follow its footsteps.

The resilience strategy process should focus on three key areas considering the current pattern of development and the future growth of the city. These three areas are - need for improvement in urban mobility, focus on urban environment including water body management and preservation of biodiversity; and identify ways to improve employment opportunities and skills especially in the informal sector. The informal sector plays a very important role in the city’s overall economy and will be given access to various services in an affordable manner.

Citizen involvement is very crucial in the resilience building process in these areas. The strategy should emphasize on citizen engagement and developing Information Education and Communication strategy to effectively implement various actions. This will help in achieving the city’s vision of citizen involved and supported resilient growth.

RESILIENT PUNE

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MAHESH HARHARE Pune Chief Resilience Officer (CRO)

KUNAL KUMAR, IASJoint Secretary, MoHUA, GOI 100RC City Leaders Advisory Committee &Former Pune Municipal Commissioner

Physical, economic and social challenges have become an integral part of urbanization. Cities are grappling with shocks such as flooding, droughts among others, and stresses like traffic chaos, water shortage, pollution of water bodies etc. The 100 Resilient Cities (100RC), pioneered by The Rockefeller Foundation identifies these shocks and stresses as critical challenges and aims to make cities more resilient. The 100RC will provide support to 100 select cities across the world, including Pune, to develop a holistic Resilience Strategy that reflects each city’s distinct needs. Further, the 100RC platform will provide opportunity for Pune to connect with its global peers to share knowledge and best practices.

Pune has a unique position in Maharashtra due to its cultural heritage, educational progress and industrial development. Availability of skilled work force, entrepreneurship and abundance of water sources are major drivers for the development of the city. Pune city is known for its development focused initiatives and reform-oriented approach to serve citizens better.

However, increasing population, rapid peri urban growth and the expansion of city limits are creating complex challenges. There is no single solution to address these growing issues. There is a need for strengthening the sustainability concept and building resilience aspects in policies, plans and actions. Therefore, the Resilience Strategy process, supported by 100RC, will be an important activity for Pune city to do self-examination of its plans and assimilate the resilience concept.

The resilience building is a continuous process and needs people involvement. The Preliminary Resilience Assessment (PRA) work which was carried out in Phase 1, involved extensive consultations with different experts and scanned through various plans and programs of the city. The Phase 2 work of strategy preparation will try to achieve this through promotion of people engagement plans and actions. The strategy does not involve merely adaptive measures, but also transformative actions, for both short term and long term.

Pune city is becoming more global. The kind of interest that is being developed in international agencies and institutes for collaboration with Pune to explore, share and create pilot projects is amazing. This partnership with 100RC gives a platform to Pune to demonstrate its capabilities and explore potential for scaling new heights at a global level. As the CRO my role is to focus on these aspects, deliver a holistic Resilience Strategy for Pune and further support the city in implementation of pilot projects.

The pace of urbanization in India is picking up. By 2030, India’s urban population is expected to increase from 31% to 40% and its contribution to India’s GDP is expected to increase from 61% to 75%. However, the quality of urbanization in India has immense challenges, including inadequate water and sanitation facilities, lack of access to affordable housing and the share of public transit being less than 30 percent. Therefore, building urban resilience is critical if cities are to survive, adapt and grow to meet these challenges of the future.

100 Resilient Cities (100RC) and its network strive to develop tangible solutions 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 help individual cities become more resilient but will facilitate the building of a global practice of resilience among governments, NGOs, the private sector, and individual citizens.

As a former Municipal Commissioner of Pune and a member of the prestigious Global City Leader Advisory Committee of the 100RC, I see a lot of opportunities for Pune to have inputs and guidance from city leaders who have hands-on experience dealing with issues that impact cities.

This is a unique opportunity for Pune to become a Model City in building resilience, which can further guide other progressive Indian cities to leapfrog from conventional planning and embrace resilience concept holistically. Pune city, committed to its citizen centric agenda of sustainable development, has formulated various policies and plans. I believe these actions will comprehensively address city needs, while bringing more diversity and enhancing opportunities for citizens with the resilience concept built into it.

Pune should aspire to become a city where every citizen is aware of and feels ownership of the resilience efforts the city is undertaking. I am impressed by the level of engagement that the city has traditionally had with its citizens. Officials/ 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 economic incentives and disincentives to bring about the behavior change we desire. Technology will help us leapfrog in many areas.

Pune has a good supportive ecosystem of various stakeholders actively involved in various activities and programs. This needs to be continued in Phase 2, to come out with a more holistic and citizen driven Resilience Strategy.

RESILIENT PUNE

RESILIENT PUNE01 02EXECUTIVE SUMMARY | PRELIMINARY RESILIENCE ASSESSMENT

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With the motivation to address these challenges, Pune was selected in 2016 to join the 100 Resilient Cities (100RC) Network, 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 wide range of stakeholders to prepare for economic, social, and physical stresses and shocks.

Rapid urbanization in Pune has meant that structural inequalities and systemic vulnerabilities of individuals, institutions, ecosystems, and city development processes have surfaced; necessitating strategic engagement to make city-systems more resilient.

According to 100RC, “resilience is the capacity of individuals, communities, institutions, businesses, and systems within a city to survive, adapt, and grow no matter what kind of chronic stresses and acute shocks they experience.”

Figure 1: World map showing 100RC member cities

ROUND ONE CITIES ROUND TWO CITIES ROUND THREE CITIES

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Three-year funding for a Chief Resilience Officer (CRO) and guidance to set up an Office of Resilience within the city government.Funding for Strategy Partner (SP) to support the CRO and the city to develop a Resilience Strategy.Access to Platform Partners (PP), leading partners in various arenas, for technical inputs to deploy solutions. Membership to a global network of cities with opportunities to share best practices.

HOW DOES 100RC SUPPORT ITS MEMBER CITIES?

100RC provides four types of support:

100RC frames challenges within cities as shocks and stresses.ACUTE SHOCKS are sudden, sharp events that threaten a cityCHRONIC STRESSES weaken the fabric of a city on a day-to-day or cyclical basis

A resilient city can bounce back faster and forward from shocks and stresses.

EXECUTIVE SUMMARY | PRELIMINARY RESILIENCE ASSESSMENTRESILIENT PUNE


Figure 2: Resilient Pune Strategy Process

In addition, the former Municipal Commissioner of Pune, Mr. Kunal Kumar, now the Joint Secretary in the Ministry of Housing and Urban Affairs, Government of India, is also part of a nine (founding) member global City Leaders Advisory Committee to the 100RC Network. The Advisory Committee members, advice on policy and advocacy, act as global champions, and help 100RC identify and prioritize key issues essential to building urban resilience.

Preliminary Resilience Assessment (PRA) complete(June 2018)WE ARE HERE NOW!

Resilient Pune Strategy release(estimated Dec 2018)

CRO hired(Oct 2017)

City selection (May 2016)

Agenda Setting Workshop(Jan 2017)

Pune Office of Resilience institutionalized early on!

Most member cities expect to institutionalize their Offices of Resilience after strategy formulation

SETUP INITIATIVE CREATE RESILIENT PUNE STRATEGY IMPLEMENT STRATEGY

OVERVIEW OF RESILIENT PUNE STRATEGY PROCESS

The Pune Chief Resilience Officer, Mr. Mahesh Harhare has been able to leverage the early institutionalization to:

Access institutional knowledge to provide strategic direction to Resilient Pune Build relationships and identify key champions within the Corporation and the wider ecosystemDemonstrate convening power via organization of working groups with diverse actors, and meetings chaired by additional municipal commissioners and thought leaders in the cityDisseminate nuanced insights about resilience and the 100RC Network in Pune

Recognizing the value of the 100RC Network, the Office of Resilience and the position of the Chief Resilience Officer (CRO) has been institutionalized within the Pune Municipal Corporation (PMC) since Phase 0. For 100RC, institutionalizing city resilience 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.

ALL THE 100RC MEMBER CITIES FOLLOW A PHASED PROCESS LAID OUT BY THE ORGANIZATION

PHASE 0 + PHASE 1

IN THE AGENDA SETTING WORKSHOP (ASW) AND OVER THE PERIOD OF PHASE 1, WE INVESTIGATED THE FOLLOWING IN PUNE

WHAT ARE THE ACTIONS BEING UNDERTAKEN?3

An analysis of 250+ actions (plans, strategies, programs, projects, practices, initiatives, legislations, and funding actions) designed to contribute to the protection, functioning or advancement of the city, via the 100RC’s City Resilience Framework revealed that

WHAT ARE PUNE’S PRIORITY SHOCKS & STRESSES?1

We gathered perceptions of decision makers, experts, and citizens from the ASW and Citizen’s Perception Survey to prioritize top pain points for Pune

TOP SHOCKS IN PUNE: Disease outbreak and flooding of river when water released from the damTOP STRESSES IN PUNE: Mobility, health of water bodies, access to affordable housing, air pollution and solid waste management

AREAS OF DEEP ENGAGEMENT Meets basic needs Ensured continuity of critical services Provides reliable communication and mobilityAREAS OF MILD ENGAGEMENT Fostering long term & integrated planning Promotes cohesive & engaged communitiesAREAS OF LOW ENGAGEMENT Supports livelihoods and employment

Figure 3: Shocks and Stresses in Pune

Average rating, participants rated from 1 (not a challenge) to 5 (most important challenge)

HOW DO STAKEHOLDERS PERCEIVE THE CITY’S RESILIENCE?

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An evaluation of the city’s resilience, based on a detailed stakeholder inputs across thematic working groups, expert surveys, and expert interviews, indicate the following

AREAS OF STRENGTH: Supporting livelihood and employment Fostering economic prosperity NEED TO DO BETTER: Fostering long term & integrated planning Providing reliable communications & mobility Ensuring continuity of critical services Maintaining & enhancing natural and man-made assets

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PHASE 0 PHASE 3MORE

RESILIENT CITY

PHASE 2PHASE 1


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

PHASE 2

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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

LEGENDNeed to do betterDoing well, but can improveArea of strength

Areas of:Deep EngagementMild EngagementLow Engagement

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[URBAN GROWTH] [URBAN ENVIRONMENT] [URBAN ECONOMY]

How can we guide integrated and equitable

growth in Pune?

How can we mainstream environmental planning and resource

management in Pune?

How can we strengthen the economy and workforce

capabilities in Pune?

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DISCOVERY AREA 1:

URBAN GROWTH

How can we guide integrated and equitable growth in Pune?

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MEETS BASIC NEEDS

SUPPORTS LIVELIHOODS & EMPLOYMENT

ENSURES PUBLIC HEALTH SERVICES

PROMOTES COHESIVE & ENGAGED COMMUNITIES

ENSURES SOCIAL STABILITY, SECURITY & JUSTICE

FOSTERS ECONOMIC PROSPERITY

MAINTAINS & ENHANCES PROTECTIVE NATURAL & MANMADE ASSETS

ENSURES CONTINUITY OF CRITICAL SERVICES

PROVIDES RELIABLE COMMUNICATION & MOBILITY

PROMOTES LEADERSHIP & EFFECTIVE MANAGEMENT

EMPOWERS A BROAD RANGE OF STAKEHOLDERS

FOSTERS LONG-TERM & INTEGRATED PLANNING

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Figure 5: Perceptions and Actions Figure 6: Shocks and Stress ratings

The challenges highlighted above largely relate to the ‘fosters long-term & integrated planning’, ‘provides reliable communications and mobility’ and ‘promotes cohesive & engaged communities’ components of the resilience wheel.

As Pune’s population and urban spread increases, three broad spatial patterns emerge- a congested core of historic significance, medium density neighbourhoods that surround the core, and rapidly urbanizing peri-urban areas with governance deficit witnessing haphazard township developments and employment centres. These have accentuated stresses of mobility, air quality, 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 to guide growth and to ensure that the citizen experience across the region is equitable along various development parameters. Enhancing citizen engagement and promoting social cohesion, especially in areas populated with new migrants (both high-income professionals and livelihood seeking populace) will make these communities more resilient.

Thus, we believe that the broad Urban Growth Discovery Area can be further sub-divided into key components including:

formal credit.Areas outside corporation limits face service delivery problems, negative impacts of which spill over to the city. This is because they are rapidly urbanizing but are governed by municipalities or village panchayats that do not have capacities, resources or even mandates to provide those services. Unequal spatial growth with extremely dense city core and sparse township developments in peri-urban areas.Limited ownership of civic assets and engagement in community development, specially in the rapidly growing peri-urban areas given new migrant residents.

OVERVIEW

KEY CHALLENGES:

Lack of predictive planning and synchronization with land-use and development has perpetuated ‘transit deserts’ and increased reliance on private vehicles.Poor practices of data collection, sharing and analytics has limited response to citizen needs and has also created barriers to entry for innovators working to meet varied user requirements. The private sector has been unable to meet the growing demand for low-income housing due to land economics and regulatory barriers. Slum dwellers have not been able to make investments and upgrade their houses due to lack of tenure and barriers to

Several high investment mobility projects that are on-going can potentially incorporate an integrated urban growth strategy.There is a political and bureaucratic will to improve transit in the city.

There is a demand for low-income housing and growing interest from the private sector to capture this market.PMRDA is developing a regional transportation plan and a development plan for PMR. An integrated urban growth strategy can convene these ideas.

KEY OPPORTUNITIES:

access &mobility

spatialplanning

affordablehousing

communitycohesion

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.

OBJECTIVE

RESILIENT PUNE


DIAGNOSTIC QUESTIONSFRAMEWORK

How can gaps and conflicts in mandates of various organizations overseeing planning and infrastructure development (mobility, housing, etc.) be plugged to drive an integrated vision for growth of Pune Metro?

What is the common vision of all governance and civil society organizations in relation to the Pune Metro? What are the existing and potential resilient building pathways (regulatory environment/planning paradigms/scales of operation) to achieve this?

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?

How can information and data be made open and accessible and how can it be better leveraged to enhance decision making capabilities, improve developmental outcomes, and increase accountability in the Pune context?

How can spatial planning be instituted and what is the optimal process to do so?

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 basic service delivery (water resource availability, SWM etc.).

Pune Mobility LabPartner with the Rocky Mountain Institute to create a laboratory that can undertake resilience building initiatives in transportation.

POTENTIAL INITIATIVES





DISCOVERY AREA 2:

URBAN ENVIRONMENT

How can we mainstream environmental planning and resource management in Pune?

Figure 8: Shocks and Stress ratings

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Figure 7: Perceptions and Actions


LEGEND

Need to do better


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What are some financing levers that can be used to attract private capital to fund infrastructure creation and developmental projects? What barriers need to be overcome to catalyze markets and increase participation from diverse groups?

What are some insights from behavioral studies that can leverage information, education and to positively influence citizen choice (example: mode choice behavior in shifting private vehicle users to public transport)?

How can thinking about co-benefits across sectors be used to maximize outcomes from investments?

How can social cohesion and engagement in community development be elevated in areas of Pune like the peri-urban regions, with higher migrant populations?

EXECUTIVE SUMMARY | PRELIMINARY RESILIENCE ASSESSMENT


What are the key institutions and processes that foster the enabling conditions in which environment is taken into account by the city and in development decision-making?

How can ecology be used to adapt and mitigate the effects of climate change in Pune?

What needs to be done to embed pro-active environmental planning as part of the city’s Development Plan? How can it be ensured that these plans inform development regulations and codes?

How can private sector and civil society play a role in meeting service delivery demands, especially in the fringe areas, where public agencies don’t have the capacity or mandate to meet?

How can monitoring practices be institutionalized and feedback loops be created from PMC’s annual Environmental Status Report to inform annual budget allocation and project priorities?





What are some market-based or blended approaches that can be adopted to induce environmentally responsible behavior from large pollutants as well as individuals?

How can individuals, community groups, civil society organizations and private sector be mobilized to better manage community assets?

How can the benefits of natural resources be leveraged and viable business opportunities be created around them to develop revenue streams for their maintenance?

Conceptualizing an expanded mandate for the PMC Environmental Cell Influencing the design and mandate of the PMC Environmental Cell to ensure that it becomes the nodal agency for environmental mainstreaming within the PMC. A variety of stakeholders are working in the space apart from PMC including Center for Environment and Education (CEE), Institute of Environment Education and Research (BVIEER), Jeevitnadi, World Resource Institute, TERI, Center for Livable Cities etc. An initial INR 1 crore (USD 1,50,000) has been allocated in the PMC budget for FY2018-2019.

The Mula-Mutha River Rejuvenation Partnership Driving the strategy for the marquee river rejuvenation project through upfront discussions & advisory, and participation on the governance bodies of the project in an advisory capacity.



From a resilience wheel perspective, the above challenges relate to ‘maintains and enhances protective natural and manmade assets’, ensures continuity of critical services’ and ‘fosters long term and integrated planning’, which are all challenging areas for Pune. There is also a second order connection with ‘ensures public health services’, an area where Pune performs moderately.

Valued for its climate and access to natural environment, Pune has been experiencing severe degradation of its ecological resources. The key stresses that are impacted on account of this degradation include air quality, health of water bodies, condition of ‘tekdis’ / hills, and solid-waste management. This is supported by the analysis presented earlier in this document which indicates significant issues related to river pollution by sewage & solid waste, reduction in ground water table, decline in habitats, encroachment upon hills etc.

The overarching issue, which touches all these specific areas, is one of mainstreaming of environmental thinking within the governments in the Pune metropolitan region – the focus currently is on compliance with environmental standards rather than proactive environmental planning.

Based on the analysis presented in this document, and the analytical frameworks, the following are the key sub-components of the Urban Environment Discovery Area:

drivers of pollution, despite Pune’s status as a first mover in this space. This indicates a need to re-evaluate existing strategies and structures.Limited understanding of ecological services as critical infrastructure for public health, climate mitigation, adaptation, and quality of life.

OVERVIEW

KEY CHALLENGES:

Natural resources span across jurisdictions of various national, state, para-statal and local agencies, making coordination difficult in the absence of clearly defined pathways and incentives.City development processes are focussed on pollution control and not pro-active environmental planning.Poor solid and liquid waste management practices are key

Increasing awareness among all stakeholders of the importance of the natural ecosystem.Substantial political pressure from civil society groups for environmental mainstreaming.

Strong state level and national level programs promoting sustainable waste management, clean energy etc.Budget allocation of INR 1 crore (USD 1,50,000) for the PMC Environmental Cell in FY 2018-19.

KEY OPPORTUNITIES:

waterbodies groundwaterhills waste

The objective of this Discovery Area is to find solutions that broadly institutionalize environmental planning while building capacities across departments within the PMC and in the PMR to better manage the natural resources in the city.

OBJECTIVE


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 & business opportunities’ as not really a stress for Pune.

Pune’s diverse economic drivers of auto, manufacturing, IT, ITES, pharmaceuticals, 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, including replacement of jobs by automation, need for up-skilling as technologies evolve etc. In addition, skilling of low-skilled informal workers to provide them with a pathway towards higher paying work along with ensuring their access to social safety nets is necessary to alleviate them from cycles of poverty. Further, Pune has a growing start-up ecosystem, incorporating entities which are operating at the cutting edge and may become job-growth drivers in the future. Identifying pathways of supporting the entrepreneurship ecosystem would also be essential for a more dynamic economy going forward.

Given the above, the following are identified as the key focus sub-discovery areas for the Urban Economy Discovery Area:

Poor penetration of social protection schemes perpetuate vulnerabilities of low-income populations with skill training leading to marginal increment in incomes. SMEs face challenges of access to credit with low presence of MFIs in the city.Pune is also seeing an evolving start-up ecosystem but is perceived to have lesser funding options compared to more mature ecosystems like Bengaluru, Mumbai, and Hyderabad.

Strong existing business ecosystem, with highly engaged corporate houses.Several on-going initiatives on mindset change and skills training backed by CSR funding.

Unorganized sector experience in forming co-operatives for livelihood protection (example: SWaCH).Strong political alignment in promoting entrepreneurship and job creation in Pune.

OVERVIEW

KEY CHALLENGES:

KEY OPPORTUNITIES:

Lack of consolidated, reliable information on growing sectors in Pune and corresponding skills gap make it difficult to streamline resources and initiatives for encouraging entrepreneurship and skill development. Lack of secure tenure, limited wealth building assets, and no employment proof in case of low-skilled/low-income informal sector workers cause exclusion from formal financial services and ability to access credit.

local business environment

skillsstart-ups livelihoods

DISCOVERY AREA 3:

URBAN ECONOMY

How can we strengthen the economy and workforce capabilities in Pune?

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Figure 9: Perceptions and Actions Figure 10: Shocks and Stress ratings

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.

OBJECTIVE

RESILIENT PUNE


Skills mappingA 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.


What gaps if addressed can make Pune the leading choice of startups in high-tech industries in India?

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 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 social security is useful and demanded by poorer individuals in Pune and how can their delivery be ensured?

How can institutional arrangements and supporting infrastructure be adapted to assist the growing economic sectors in Pune?

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 to be done to ensure job retention?

What financial incentives and tax adjustments need to be made in order to facilitate greater investments in the growing sectors of Pune and support enterprises, both in the organized and unorganized sectors to thrive?

What policies/legislations need to be framed, and how can political support be derived to facilitate and promote vulnerable, informal workers to organize themselves in order to secure better livelihoods and strengthen negotiating abilities?






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.

NEXT STEPS

EXECUTIVE SUMMARY | PRELIMINARY RESILIENCE ASSESSMENT


Resilient Pune 1st Steering Committee Meeting Living Laboratory at Pune Bicycle Share in Aundh

Living Laboratory at Pune Lighthouse in AundhWorking Group on Environment at PMC Working group on Pune Metro Growth at PMRDAWorking Group on Mobility at PMC

DISCLAIMER

The information contained within this document is not conclusive and is part of an ongoing process designed to improve the resilience of Pune.

CONTACT

Resilient Pune | Mahesh Harhare (CRO) | [email protected]

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

CONTRIBUTORS

Pune Office of ResilienceMahesh Harhare (CRO)Ganesh Sonune (Disaster Management Officer, PMC) Mangesh Dighe (Environment Officer, PMC) 100 Resilient CitiesLauren Sorkin, Managaing Director (APAC)Saurabh Gaidhani, Associate DirectorGemma Kyle, Program Manager Dalberg Advisors (Strategy Partner)Varad Pande, PartnerTushar Thakkar, Senior Project ManagementJeenal Sawla, Cities Consultant Special AcknowledgementAshish 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) DesignerMedha Gupta Pune Global Shapers (Offline Citizen Survey)Pratik Datey

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RESILIENT PUNE - 103.249.97.197103.249.97.197/sites/default/files/100_rc... · help individual cities become more resilient but will facilitate the building of a global practice of