ITDP India

Promoting sustainable and equitable transportation worldwide

PMPML’s Journey Through Time: How Pune and Pimpri Chinchwad Got Better Public Transport

by

Every single day, nearly 11 lakh citizens rely on Pune Mahanagar Parivahan Mahamandal Limited (PMPML) buses to move across Pune and Pimpri Chinchwad. For a service that’s just under 20 years old, this is no small feat. Despite fierce competition from private vehicles, the occasional pushback against dedicated bus lanes, PMPML has managed to carve out its space as a reliable, sustainable transport option. 

Picture this: today, a Pune resident can board a PMPML bus, ride an electric bus on a dedicated BRTS lane, and pay a fraction of what other modes would cost. Few Indian cities can claim such progress. But this hasn’t happened overnight—over the last two decades, a series of strategic moves have strengthened PMPML’s presence, shaping Pune’s public transport network into what it is today. 

However, the very gains that took years to build now face the risk of being undone. The city’s rapid growth demands more buses, better services, and continued investment—without which, PMPML’s ability to serve Pune’s people will weaken. 

So, what were the key milestones in PMPML’s journey? Let’s dive in. 

Here’s a look at this journey: 

2007: PMPML Formed with BRTS 

PMPML was formed in 2007 through the amalgamation of Pune Municipal Transport (PMT) and Pimpri Chinchwad Municipal Transport (PCMT), which previously operated as separate public transportation entities for Pune and Pimpri-Chinchwad, respectively. Pune and Pimpri-Chinchwad are sister cities with growing urban populations and expanding boundaries. This geographical proximity led to a significant overlap in bus routes and services offered by PMT and PCMT, often causing operational inefficiencies and commuter inconvenience. To address these challenges, PMPML was established as a unified public transport body to serve both cities as well as nearby towns and villages. 

The formation of PMPML was further strengthened with streamlining the BRTS operations. Implementation of the Pune BRTS began in 2006, with Pune being the first city in the nation to adopt BRTS. The project was implemented on pilot stretches from Katraj to Swargate and Swargate to Hadapsar. The project was partially funded under JnNURM, which also led to development of footpaths and cycle tracks as part of the mandates for the funding. ITDP supported Pune Municipal Corporation (PMC) and Pimpri Chinchwad Municipal Corporation (PCMC) with the design of the BRTS corridors, as well as by creating awareness about the advantages of BRTS. 

2015: Rainbow BRTS expands to more routes

After the success of BRTS in initial pilot routes, additional corridors were inaugurated in 2015. These were the Yerwada-Wagholi and Sangamwadi-Vishrantwadi in Pune, and Sanvi Phata-Kiwale and Nashik Phata-Wakad for Pimpri Chinchwad inaugurated in 2015.

ITDP was involved as a technical partner, guiding PMC and PCMC with refinements in the overall system, leading to consolidation of these corridors under the ‘Rainbow BRTS’ brand. This strategic branding created a unified identity for BRT services across the metropolitan region. 

Rainbow BRTS since has been ahead of the curve as it introduced advanced features, including dedicated BRTS stations with automatic gates, GPS-enabled bus tracking (AVLS), level boarding, passenger information systems, off-board ticketing, and speed tables for pedestrian crossings. PMPML also established a state-of-the-art Transport Command and Control Centre to monitor performance and service levels. Today, the Rainbow BRTS network spans slightly over 60 kms. Its hybrid operational model enabled buses to bypass traffic congestion along dedicated trunk routes while maintaining route flexibility across non-BRTS corridors.

Aerial view of the Phule Nagar Station and Rainbow Bus on the Sangamwadi-Vishrantwadi Corridor (Source: Rainbow Bus, PMPML)

2018

Pioneer in Electric Buses

The next big milestone for PMPML was scripted in the year 2018 when PMPML further enhanced its service with the introduction of electric buses, setting a benchmark for sustainable urban mobility in India.  
They were able to do this with financial support from the Pune Smart City Development Corporation who enabled the procurement of 150 e-buses, making Pune the city with one of highest number of e-buses in India back in 2018. This achievement was particularly noteworthy, as PMPML was not among the various transport undertakings selected under the FAME-I scheme. However, the experience gained paved the way for PMPML to secure financial support for 450 additional electric buses under the FAME-II scheme in 2019. ITDP has been actively assisting PMPML by providing technical support as required for the procurement of electric buses. 

As it is well established now, e-buses are significantly more energy-efficient than Internal Combustion Engine (ICE) buses, with a 12-meter e-bus consuming just 1.3 kWh per km, compared to 2.82 kWh/km for diesel buses and 2.89 kWh/km for CNG buses. This makes electric buses nearly twice as fuel-efficient as their diesel and CNG counterparts. 

In addition to efficiency, e-buses have matched the performance of CNG buses while recording fewer canceled kilometers. A passenger survey revealed that 75% preferred commuting on e-buses due to their superior ride quality, air conditioning, and reduced noise levels. Owing to these factors, PMPML is the only State Transport Undertaking (STU) offering air-conditioned services at standard fares. Since the operating cost of AC e-buses is lower than that of AC CNG buses, PMPML has been able to pass these cost savings on to its passengers. PMPML charges a fare of Rs 5 per km for both non-AC and AC buses. In comparison BEST which provides city buses services in Mumbai has a 20% higher fare for AC buses. (Rs 5 per km for non-AC Buses and Rs 6 per km for AC Buses. The daily passes also vary in fares, with Rs 50 and Rs 60 for non-AC and AC Buses, respectively.

Comparison of Energy Consumption between Electric, CNG, and Diesel Buses

One of the First STU to embrace Gross Cost Contract as way forward 

Speeding up the electrification of fleet was adoption of Gross Cost Contract model by PMPML. The STU did so as a key component of its electric bus procurement strategy. Under this model, PMPML pays operators on a per-kilometer basis, while the operators provide buses, drivers, charging infrastructure, and maintenance. This arrangement shifts financial and operational risks away from PMPML, facilitating the rapid adoption of electric buses without significant capital expenditure. Pune’s pioneering implementation of the GCC model accelerated its transition to electric mobility and served as a reference for other Indian cities.  Furthermore, PMPML continues refining its GCC framework, integrating lessons from past experiences.

2022: Integration with Metro 

PMPML hosted a Foundation Week from 18th to 23rd April 2022, celebrating 15 years of its service. In the months following the Foundation Week, both Pune and Pimpri Chinchwad saw the introduction of Metro services. PMPML has since been actively collaborating with Maha Metro to integrate their services and enhance accessibility for citizens. BRTS stops along the Metro corridor were relocated near Metro stations, aligning with the exit points to facilitate seamless transfers for passengers between the two services. Additionally, PMPML introduced feeder routes to Metro stations to expand the Metro catchment area, further improving access. Information panels were installed at Metro stations to help passengers easily identify and use the feeder services.  In fact it continues to support the citizens of Pune region as an analysis by ITDP India on how the Nigdi-Dapodi BRTS corridor and Pune Metro services, compliment each other’s service found that, despite presence of Metro, the Nigdi-Dapodi BRTS corridor serves 1.5 lakh passengers daily, with 37 buses per hour during peak times, one bus every 1.6 minutes. About 47% of users were students (18-25 years).

Vallabh Nagar BRT Station relocated closer to the Sant Tukaram Nagar Metro Station exit for easier access to passengers.

2024: All-in-One Transit App for Commuting and Seamless Ticketing Across any Public Transport mode 

PMPML has consistently demonstrated a proactive approach to improving its services by collaborating with various agencies and stakeholders. One such collaboration which reaped productive results was through the Transport4All (T4A) challenge. As part of this, PMPML supported startups in developing innovative solutions for modern day challenges which state transport undertakings face. Pune nurtured and piloted three successful solutions, one of which led to the creation of the Apli PMPML app. Building on the multi-modal integration, this app offers digital services to PMPML users, including live tracking, ticket booking, route planning, and more. It also integrates with Maha Metro’s online booking portal, advancing the digital integration of Pune’s public transport system. The Apli PMPML App marks a significant achievement for PMPML considering the popularity and positive reviews of the app, hinting its successful implementation. The same is backed by the staggering 10 Lakh+ downloads of the app in a span of only 6-7 months. 

The Apli PMPML app includes live tracking, ticket booking, bus schedules, and more features

Way forward

Pune and Pimpri Chinchwad have consistently proven themselves as leaders in public and sustainable transportation, setting a benchmark for cities across India. But as these cities grow, so too must their public transport systems. Maintaining ridership alone is no longer sufficient—the goal must be to significantly grow ridership. This calls for scaling up the fleet, upgrading service quality, and ensuring that capacity matches the region’s growing demand. 

To truly meet the mobility needs of the future, operational efficiency must improve, and the passenger experience must be reimagined—with greater comfort, convenience, and safety at its core. Public transport must evolve from being merely a mode of mobility to becoming a seamless, enjoyable part of daily life for all residents. 

As of 2025, in an industry-first, PMPML is set to incorporate qualitative benchmarks into its tendering process—prioritising service quality, operational efficiency, and commuter satisfaction. This strategic shift aims to elevate the passenger experience and reflects PMPML’s growing commitment to excellence. ITDP’s collaborative support has contributed to this evolution, providing technical insights and guidance throughout the journey. 

Having supported PMPML since its early stages, ITDP remains a committed partner in this transformation—working together to deliver innovations and strategies that will help Pune Metropolitan Region emerge as one of the world’s most efficient, accessible, and environmentally responsible public transport systems. 
As PMPML enters its third decade, can it keep up with Pune’s and Pimpri Chinchwad’s growing demands—and bring more people back to public transport? Stay tuned for the next part. 

Written by Jagdish Temkar, Associate, Transport Systems, ITDP India
With Technical Inputs from Aditya Rane, Senior Associate – Transport Systems and Electric Mobility, ITDP India
Edited by Donita Jose, Senior Associate, Communication and Development, ITDP India

ZEV Mandates: The Missing Supply-Side Policy Push for India’s EV Revolution

by Leave a Comment

Read time- 10 minutes

As cleaning up India’s air becomes more crucial than ever, is the lack of strong policies to electrify buses a critical piece missing in the puzzle? Being the world’s second-largest automotive market in both vehicle production and consumption (OICA, 2024), India’s transition to electric mobility is pivotal for achieving its climate targets. Most critically, buses will play a crucial role in reducing carbon emissions by 1 billion tonnes by 2030 and reaching net zero by 2070. 

But why are buses so critical to India’s story of reducing footprint? Road transport contributes over 10% of India’s total CO₂ emissions, with heavy-duty vehicles (HDVs) like buses and trucks accounting for nearly 40% of transport emissions despite representing only 2% of the vehicle fleet (ICCT, 2021). This disproportionate footprint highlights the urgent need to prioritise the decarbonisation of buses and trucks. Despite this, the current pace of electrification remains slow. 
 
In FY2024-25, only 3% of total bus sales in India were electric, with just 3,400 e-buses sold compared to over 1 lakh Internal Combustion Engine (ICE) buses. This is starkly insufficient against India’s commitment under the EV30@30 campaign, which targets 40% of all new bus sales to be electric by 2030. This is barely five years from now. 

Projections by ITDP India under the business-as-usual scenario estimated that India will only achieve 11% e-bus sales by 2030, far below the target of 40% under the EV30@30 initiative for buses. At this rate, only around 10,000 e-buses would be produced annually by 2030, whereas achieving the 40% target necessitates scaling production to 40,000 units per year—a four fold increase. Compounding this challenge is the limited manufacturing capacity of Indian e-Bus Original Equipment Manufacturers (OEMs), which collectively produce just 3,000 units per year as of 2025. Bridging this gap requires a paradigm shift—one that moves beyond demand-side incentives to a comprehensive policy framework anchored in Zero Emission Vehicle (ZEV) mandates. 

What are ZEV Mandates?

A Zero Emission Vehicle (ZEV) mandate is a regulatory policy that requires automakers to sell a certain percentage of zero-emission vehicles — such as battery electric vehicles (BEVs), hydrogen fuel cell vehicles (FCEVs), or plug-in hybrid electric vehicles (PHEVs) — each year relative to their total sales. 

In many regions, ZEV mandates are also extended to fleet operators, requiring them to procure a defined percentage of zero-emission vehicles within their fleet procurement cycles. 

Manufacturers that fail to meet these quotas must purchase credits from compliant companies or face penalties. ZEV mandates are designed to accelerate the transition away from internal combustion engine (ICE) vehicles and help countries meet their climate and clean air goals. 

How ZEV Mandates Helped EU and China

India’s EV penetration rate currently stands at 12.9%, driven largely by three-wheelers leading at 53.3% of sales, the adoption of larger vehicles such as buses and heavy-duty trucks has been considerably slower. 
 
Currently, electric buses account for only 3% of total new bus sales in India, despite the country being the world’s second-largest bus market with annual sales averaging over 1 lakh units. In comparison, China introduced its New Energy Vehicle (NEV) mandate in 2017. Within just six years of cumulative efforts, the mandate has led China to achieve a stock of over 6,70,000 e-buses on its roads as of 2024. The share of electric buses in new sales in China became over 20% by 2023 (Source: IEA Global EV Outlook 2023). Meanwhile, the European Union (EU) has also progressed steadily, with 8% of electric buses in new sales in 2023, amounting to around 12,000 e-buses. In contrast, India lags significantly behind these global leaders, with only 10,500 e-buses on the road as of 2025, despite ambitious national targets. This highlights the urgent need for India to shift from a demand-side incentive approach to a supply-side mandate framework like the ZEV and Zero-Emission Buses (ZEB) mandates adopted internationally. 

Globally, ZEV mandates have proven effective in accelerating EV adoption in: 

  • China: The New Energy Vehicle (NEV) mandate introduced in 2017 resulted in a 90% compound annual growth rate (CAGR) for EV sales, making China the largest EV market with over 670,000 electric buses. 
  • EU: The EU’s fleet CO₂ regulations have spurred a significant shift toward zero-emission buses, with 36% of new city bus sales being electric in 2023. 
  • California: The state’s ZEV mandate has led to 7.8% of new vehicle sales being zero-emission, supported by credit trading mechanisms to ensure compliance. 


Why E-Bus Adoption is Slow in India Despite Several Incentives 

Despite numerous government incentives and policies, several structural and operational challenges impede the widespread deployment of e-buses in the country.  

Over the past eight years, India’s push toward electric mobility has relied heavily on demand-side incentives through schemes like FAME I, FAME II, the PM E-Bus Sewa, and the proposed PM E-Drive scheme. These initiatives have successfully spurred EV adoption in two- and three-wheelers. However, in the critical heavy-duty segment — specifically buses — the progress is fragmented, tender-driven, and lacks long-term certainty. 

Below are the key factors hindering the growth of the e-bus sector: 

  1. State Road Transport Undertaking (STU) Centric Policies and Incentives: The existing policy framework for e-buses heavily prioritises STUs, which account for only 8% of the total bus fleet in India. Meanwhile, the private sector, operating a staggering 92% of the buses, remains largely neglected.  
  2. The Private Sector Missed the Electrification Bus: The private sector faces multiple challenges that hinder its participation in the e-bus transition. High upfront cost of e-buses, combined with inadequate financial incentives, makes e-buses prohibitively expensive for private operators who are managing nearly 21.50 lakh buses in India. (Vahan Dashboard, MoRTH Road Transport Book). Furthermore, the lack of robust charging infrastructure exacerbates operational inefficiencies and range anxiety, i.e how far the vehicle will go in a single charge. Despite accounting for 86% of total bus purchases annually, private operators are largely excluded from policies and incentives, leaving them reluctant to make large-scale investments in e-bus adoption.  
  3. Delay in E-Bus Delivery: OEMs struggle to scale e-bus production due to fragmented and uncertain demand from STUs, which dominate the e-bus market with large but ad hoc orders. In the ICE bus market, OEMs have a sustained demand from private bus operators, which has enabled them to scale their production. For example, 95,000 new diesel and CNG buses were added to the roads last year alone. Due to this, unlike the ICE bus market, where large orders of 1,000 buses are typically delivered within six months and annual production reaches 10,000–15,000 units per manufacturer, e-bus orders of the same scale often take over a year or even two years to fulfill, with production capacities limited to just 500–600 units annually. This monopsony market, where there is only one buyer for a product or service, but many sellers, is heavily reliant on government procurement, restricts Original Equipment Manufacturers (OEMs) from diversifying their customer base or achieving economies of scale, thereby contributing to delivery delays.  
  4. Overburden of responsibilities on OEMs: Most e-buses in India procured by STUs are being brought in under the Gross Cost Contract (GCC) model. In this model, OEMs not only manufacture but also act as operators for e-buses, as traditional private bus operators lack the capacity to procure and supply e-buses on GCC to STUs due to financial constraints. While this model has been instrumental in the past, launching the e-bus market for STUs, it is not sustainable in the long term for OEMs. The dual role burdens OEMs with operational responsibilities that require significant upfront capital, and operational expertise, including staff management, which many manufacturers lack. As a result, scaling production? Sales? Operations? under the GCC model remains a significant challenge for OEMs. 
  5. Targets Without Mandates: Although national and state-level policies have established electrification targets for STUs, these targets are not supported by robust mandates or a clear roadmap for implementation. The lack of enforcement mechanisms leads to inconsistent adoption and undermines the efficacy of these policies. Without mandatory guidelines for both public and private operators, the transition to e-buses remains fragmented and slow. 
Site icon
ZEV Mandates: The Missing Supply-Side Policy Push for India’s EV Revolution

Need for Supply-Side Mandates in India

To meet its EV30@30 and net-zero targets, India must explore alternative measures beyond demand-side incentives to boost manufacturing. While initiatives like FAME-I, FAME-II, State schemes, and PM E-Bus Sewa have spurred initial growth, they are insufficient alone. Without a shift toward supply-side mandates, such as Zero Emission Vehicle (ZEV) mandates, the country risks falling short of its goals.  These mandates would compel manufacturers to scale up production significantly, addressing the current gap in manufacturing capacity and ensuring a steady supply of electric buses to meet the ambitious targets. They can ensure that clean mobility is no longer voluntary or incentive-dependent, but a legal and scalable requirement. 
According to the Economics of Energy Innovation and System Transition (EEIST) assessment, which evaluated the effectiveness of various policy instruments across four regions worldwide, mandates consistently emerged as the most effective tool for driving the transition to electric vehicles (EVs). According to the report: 

  1. Mandates ensure a shift to zero-emission technology, leaving nothing to chance. They compel manufacturers to produce a certain percentage of zero-emission vehicles, thereby guaranteeing a steady supply of EVs in the market.  
     
    This approach is crucial for India, where the current manufacturing capacity of electric buses is significantly below the required levels to meet the EV30@30 targets. Sales must increase by atleast four times. 
  2. Subsidies and taxes, when used without the support of regulations or mandates, are relatively ineffective due to limited consumer awareness and access.  
     
    While financial incentives like FAME-I, FAME-II, State schemes, and PM E-Bus Sewa have spurred initial growth, they are insufficient alone to meet India’s ambitious electrification goals. These incentives often fail to create a sustained market demand for EVs, as they do not address the supply-side constraints. 
  3. Regulations are generally more cost-effective than financial incentives for driving the transition to electric vehicles. By setting clear targets and compliance requirements, mandates provide a predictable and stable policy environment that encourages investment in EV manufacturing and infrastructure. This regulatory certainty is essential for scaling up production and achieving the necessary economies of scale. 

Supply-side mandates, such as Zero Emission Vehicle (ZEV) mandates, will be crucial in bridging the gap in manufacturing capacity and ensuring a steady supply of electric buses. These mandates will compel manufacturers to significantly scale up production, addressing the current shortfall and ensuring that India remains on track to meet its electrification goals. 

Key Takeaways: 

  • Subsidies and tax benefits provide only limited progress, as seen in the US, Europe, and India where EV deployment remains low without regulatory backing. 
  • Regulations and supply-side policies drive higher adoption, particularly in China and Europe, where emission limits and industry obligations accelerate electrification. 
  • ZEV mandates are the single most effective policy tool, ensuring that EV adoption continues consistently and at scale across all major regions. 
  • India lags significantly in EV adoption under its current policy structure, reinforcing the need for legally binding mandates to drive large-scale transformation. 

Driving Toward a Sustainable Future 

India’s journey toward zero-emission transportation represents not just an environmental imperative but a transformative opportunity for the nation’s mobility sector. By adopting comprehensive Zero Emission Vehicle (ZEV) mandates, the country can overcome long-standing challenges such as limited private sector participation, insufficient manufacturing capacity, and fragmented policy frameworks. Learning from global leaders like China, the EU, and California, India has the potential to scale up electric vehicle adoption across high-impact segments like buses and trucks. 

Supply-side ZEV mandates, combined with prioritising local manufacturing, targeting commercial fleets, and fostering market-driven compliance, will enable India to achieve its ambitious EV30@30 and net-zero targets. With the right policies and collaborative efforts, India can lead the way in creating a cleaner, greener, and more equitable future for mobility.  

Written by Aditya Rane S- Senior Associate, Transport Systems and Electric Mobility
With inputs from Vaishali Singh, Programme Manager, Transport Systems and Electric Mobility
Edited by Donita Jose, Senior Associate, Communications

Gaav tithe Rasta, Rasta tithe E-bus: Where there is a road, there will now be an e-bus

by

Exploring Maharashtra’s ambitious E-bus rollout plans 

With the Maharashtra State Road Transport Corporation (MSRTC) observing its 75th anniversary in June 2023, its motto— ‘Gaav tithe rasta, rasta, tithe ST’, meaning ‘Where there is a road, there is state transport’—has truly stood the test of time.  

In 75 years of operations, its ever-growing fleet of over 15,000 buses has relentlessly served every nook and corner of the state, operating nearly 60 lakh kilometres per day. And as it heads into its centenary years, the Corporation has decided to make another ambitious leap – to electrify its fleet. It is in this light, that we look at the Corporation’s plan to electrify 25% of its rural bus fleet, with the addition of 5,150 new electric buses (e-buses) —unheard of in India’s state road transport landscape. 

Why is this important? 

To put this achievement in perspective, traditionally, Indian State Transport Undertakings (STUs) have focused on electrifying city (urban) bus fleets due to the ease and cost-efficiency of setting up urban charging infrastructure. In this context, MSRTC’s decision to order 5,150 e-buses for rural operations is groundbreaking, rooted in this simple but uncommon logic—Why can’t citizens from rural areas, who serve as a backbone to Maharashtra’s economy, enjoy the same quality of service with AC e-buses as citizens in cities? 

This bold move by MSRTC has not only positioned it as a pioneer but has also provided a blueprint for other STUs looking to undertake similar electrification interventions in the future.  

So, how did MSRTC begin this transformation journey for its iconic red buses known as the Red Fairy or Laal Pari? 

How it all began 

While electrification started with the procurement of 150 e-buses under the FAME II scheme in 2021, the true push for transitioning at this scale came with the Bombay High Court (HC) appointing a High Power Committee in 2022 to revive the operations of MSRTC. The committee submitted a revival plan to the Bombay HC which was subsequently approved. This particular plan outlined the need to scale up MSRTC’s fleet size from its existing 15,000 buses to 22,000 buses within just three years by the year 2025. 

To achieve this, MSRTC opted for the Public-Private Partnership (PPP) model. The Corporation developed a plan to stagger purchasing of e-buses in two segments—5,150 e-buses and 500 diesel buses on Gross Cost Contract (GCC), and another 2,200 diesel buses on outright purchase.  

This incorporation of 5,150  e-buses will also help them achieve a significant fleet electrification target above 25% by 2025, which aligns with the state electrification policy. 

Lessons from MSRTC’s Journey

While the intent was set right from 2022, there are many lessons to be learned from the MSRTC’s journey, which was not without its challenges. Being one of the first STUs to take up electrification, the path towards it was lesser known.

  1. Ensuring manufacturers customise bus body specifications for rural needs 

When MSRTC set out to procure e-buses for district operations in 2022, no manufacturer was making e-buses to cater to the specific needs of rural operations. Majority of the e-buses were being manufactured for urban settings.  

The Corporation then sought specific models of buses, by adding clauses in the tender for bus body specifications under AIS (Automotive Industry Standards) 34, 52, 153, 140 that have regular floor design and good ground clearance unlike some of the existing variants. This ensured that these e-buses were built with robust quality to navigate to navigate the narrow roads and difficult terrains in rural areas, where roads may not be in the best conditions.  

  1. Identifying the right types of buses  

While district and rural buses serve as the backbone of Maharashtra, serving the routes with medium to low demand with e-buses had to be taken up tactfully. To ensure that the buses procured do not end up running empty, MSRTC decided to procure two types of buses, keeping in mind traffic demand, ridership patterns, load factors, and headway. 

The first type was 12m buses; – 2,800 of the total consignment were of this dimension. These buses are primarily tailored for high-traffic and high-demand scenarios, earmarked for express routes connecting major districts, metropolitan cities, and prominent pilgrim and tourist destinations. 

The second type was 9m buses, totaling 2,350 vehicles, specifically allocated for with mid to low demand routes, emphasising connectivity between district headquarters, taluk-level towns, and villages. These routes often serve as vital lifelines for residents in more remote areas.  

3. Selecting strategic locations for charging infrastructure  

One significant challenge was selecting locations for charging infrastructure. Not all depots could support EV charging infrastructure due to high costs and power supply issues.  

Thus, MSRTC chose depots based on these three criteria: depots with existing operations, ideally located to minimise dead kilometres, and those in close proximity to high-tension power supply lines. 

By selecting depots that fulfilled these three criteria, they could reduce cost for extensive new electrical infrastructure development. Furthermore, depots with overnight bus parking facility for maintenance were also prioritised. 

The depots were also given e-buses in a staggered manner to address any potential operational disruptions due to power supply failures. MSRTC decided that at any point, only 30%-50% of the selected depot fleet will be electric, while the remaining 70%-50% will consist of Compressed Natural Gas (CNG)/Liquefied Natural Gas (LNG) and diesel buses, serving as backup. However, in bigger cities where multiple depots are in proximity to one another, MSRTC intends to develop a few depots as 100% electric depots.  

The total cost associated with this process is estimated at INR 650 crores, for which, MSRTC has sought financial assistance from the state government. 

  1. Selecting the optimum routes to ensure success 

While e-buses are a sustainable choice for the future, to ensure financial viability, the route selection was a meticulous process.  

MSRTC developed a strategy that focused on electrifying routes with the highest ridership, high earnings per kilometre, and the lowest bus replacement ratio. The effort to identify such routes was entirely in-house, drawing upon the extensive ground-level expertise and insights from various divisions within the Corporation. 

Future of the Red Fairy  

The discourse of sustainable transport often focuses solely on urban areas and their residents, highlighting the need for infrastructure like electric buses, cycling tracks, e-vehicles, and so on. 

However, with this one initiative, MSRTC has ensured that an entire generation of citizens from rural areas of Maharashtra will have their first experience in smooth, electric buses rather than noisy diesel-powered ones. This shift has the potential to redefine their perspective on the true benefits of a bus- a mode they will use not out of compulsion, but by choice. 

 As MSRTC moves forward with an alternative fuel strategy beyond electrification, by adding 50 CNG buses to its fleet and retrofitting 6,000 existing diesel buses to operate on LNG and CNG, the move could further push the cause of clean air in rural areas. 

MSRTC’s overall shift to a Gross Cost Contract model for the 5,150 new e-bus and 500 diesel buses, will also enable it to achieve cost efficiency, something which all STUs are aiming for in the long run.  The model helps to mitigate the risks associated with heavy up-front capital investment because the actual purchase of buses is not their responsibility and maintenance expenses e are also taken care of by the contractors.  

With such multi-pronged reforms in place, MSRTC could set a steady course for the next few decades riding on the e-red fairy and being a role model for other transport operators across the country. 

For more insights read the detailed report

Written by Donita Jose, Senior Associate, Communications and Development, ITDP India

With Technical Inputs from Aditya Rane, Senior Associate – Transport Systems and Electric Mobility, ITDP India

Union Budget 2024: Key highlights for sustainable transport

by

Estimated time to read- 6 minutes

The Union Budget for the financial year 2024-25 was released on July 23.​ Here are some of the key highlights on sustainable urban transport and development and what we feel about these proposals.​

1. Continued support for National Clean Air Program   

The National Clean Air Program continues to receive robust support, with INR 858.5 crores allocated for 131 cities. As part of this initiative, 100 cities are preparing detailed City Action Plans, and these same cities are actively implementing air quality improvement measures in accordance with their plans, supported by the allocated funds.  

What we feel 

We appreciate the continued commitment for implementation of the National Clean Air Program. The key component in the implementation roadmap for NCAP must include policy, technical, and budgetary support to states and cities. The support should be towards adopting parking policies, implementing parking management measures, and setting up low emission zones that focus on restricting polluting vehicles.  

2. Taxonomy for Climate Finance  

This budget spoke about the development of a taxonomy for climate finance for enhancing the availability of capital for climate adaptation and mitigation. This will support achievement of the country’s climate commitments and green transition. 

What we feel 

It is heartening to see the intent to create a Taxonomy for Climate Finance. The taxonomy must identify all sectors of sustainable mobility including walking and cycling which is usually overshadowed by the glamours of e-mobility. The taxonomy must also align with allocated budgets to support implementation and policies to ensure the longevity of the intervention. 

It is also important to adopt a result-oriented approach for both NCAP and taxonomy so that tracking and reporting mechanisms can ensure that funds allocated for sustainable mobility are used effectively. This helps in identifying gaps and making necessary adjustments to improve project outcomes. 

3. PM EBus Sewa Scheme: Boosting Electric Buses 

The budget set aside INR1,300 crores specifically for the PM e-Bus Sewa scheme to introduce 1,000 e-buses in FY 2024-25 across various cities, taking it to a total of 1,500 e-buses under the scheme since its inception.  

What we feel 

It is heartening to see the increased commitment to electric buses and sustainable urban transport from last year’s allocation of only ₹20 crores. However, considering the acute shortage of urban buses in India, there is a need for a 15-fold scale-up of national programs like the PM-eBus Sewa scheme to ensure More Buses, Better Buses, and Green Buses in all cities. 

4. Promotion of Electric Mobility 

The Lithium has been fully exempted from customs duties as compared to the 2.5% – 10% custom duty rate in the previous financial year.  

What we feel 

Exempting custom duties on critical minerals like lithium and cobalt is a welcome step as it will lower the production costs of battery cells. This cost reduction directly translates into more affordable electric vehicles for consumers, supporting the goal of widespread EV adoption in India. 

5. FAME Scheme: A Mixed Bag 

The Faster Adoption and Manufacturing of Electric Vehicles (FAME) program has been a key driver for EV adoption. The program received INR 2,600 crores to promote the adoption of electric vehicles and enhance the manufacturing ecosystem for EVs in India. However, the scheme is ending in 2024.  

What we feel 

It is essential to note that while FAME received funding of INR 2,600 crores it is only to cover the remaining liabilities of Fame II. The funding allocation is for the conclusion of the scheme in 2024 with no announcement of FAME III in the budget. This shows the shift in the national government’s approach to subsidise overall electric mobility going forward and keep the focus on prioritized sectors like public transport.  

6. Transit Oriented Development 

Transit Oriented Development (TOD) was spotlighted in the budget. It mentioned that TOD plans for 14 large cities with a population above 30 lakhs were to be formulated, along with an implementation and financing strategy. 

What we feel 

We also welcome the TOD plans as these will create compact, walkable communities centered around high-quality public transport systems. It will maximise accessibility and convenience of public transportation, reduce reliance on private vehicles, and promote sustainable urban growth. To ensure the TOD plans are developed and implemented in coordination with all city agencies, it will be important to empower these cities with an operational Unified Metropolitan Transport Authority (UMTA) or a Green Mobility Cell. These entities should be empowered legally and financially to facilitate coordination, planning, and execution of sustainable transport initiatives among various agencies.   

7. Creative redevelopment of cities & Cities as Growth Hubs 

Towards the creative brownfield redevelopment of existing cities with a transformative impact, the budget stated that the government will formulate a framework for enabling policies, market-based mechanisms, and regulation. 

The budget also highlighted working with states to facilitate development of ‘Cities as Growth Hubs’. This will be achieved through   economic   and   transit   planning, and orderly development   of   peri-urban   areas   utilising   town   planning schemes.  

What we feel 

 The commitment to creative brownfield redevelopment and the development of ‘Cities as Growth Hubs’ is a commendable step towards sustainable urban transformation. The proposed framework for enabling policies, market-based mechanisms, and regulations will provide a solid foundation for revitalising existing urban areas, fostering economic growth, and improving living conditions. 

ITDP India’s Sustainable Transport Wishlist

Read now

The budget also captured the following-

  1. Street Markets : Building   on   the   success   of   PM   SVANidhi   Scheme   in transforming   the   lives   of   street   vendors, our   Government envisions a scheme to support each year, over the next five years, the development of 100 weekly ‘haats’ or street food hubs in select cities. 
  1. Infrastructure investment by state governments : Encourage states to provide support of a similar scale for infrastructure, subject to   their development priorities. A provision of INR 1.5 lakh crores for long-term interest-free loans has been made this year also to support the states in their resource allocation.   
  1. Continued support for Smart cities : The budget has shown a continued commitment towards Smart Cities Mission by allocating a capital outlay of INR 2237 crores. 

The Union Budget 2024 is demonstrating a clear commitment to decarbonization through initiatives like the climate taxonomy and Transit-Oriented Development (TOD) measures, as well as continued support for the PM-eBus Sewa scheme.  

While acknowledging these positive strides, we recommend that further attention be devoted to laying the foundational groundwork for pedestrian-friendly, cycling-friendly, and public transport-oriented cities. We hope the government will build upon the announced sustainable policies by implementing Low Emission Zones (LEZs), parking policies, and granting greater autonomy to Urban Metropolitan Transport Authorities (UMTAs). Higher support to electrification of public transport fleets is also a need of the hour. 

By refining these finer details, we can collectively work towards a more comprehensive and effective sustainable transport framework.

Written by ,

Vaishali Singh, Programme Manager, E-mobility and Public Transport Systems and

AV Venugopal, Programme Manager, Healthy Streets and Partnerships

Edited by Donita Jose, Senior Associate Communications and Development

Budget 2024: A Wishlist for Sustainable Transport by ITDP India

by

As the Finance Minister of India prepares to announce the new budget for the country shortly, our diverse team has brainstormed a list of budgetary interventions we wish to see in the upcoming budget and beyond.  

In a post-pandemic world, as our cities grow more rapidly than ever, facing various climate change impacts, our wishlist aims to put ‘sustainability’ at the forefront of our transport and urban policies. Here is a list of five action areas where we seek to see increased focus and budget prioritisation. 

1. Ensuring allocation of Transport Budgets towards Sustainable Mobility  

What we want: At least 50-60% of the total transport budget to be allocated for sustainable mobility projects including public bus transport, e-buses, walking, cycling, micro-mobility, e-shared passenger and freight across Indian cities. 

Why: As per 2011 Census, nearly 72% of trips in India are on foot, cycle, and public transport. It is only fair that the transport budget reflects this proportion, ensuring that sustainable transport receives the attention and funding it deserves. 

2. Prioritising More Buses, Better Buses, Greener Buses 

What we want:  A 15-fold scale-up of national programs like the PM E-Bus Sewa Scheme to ensure More Buses, Better Buses, and Green Buses in all cities with financial support. Financial support should be provided to public bus operators in the form of viability gap funding on Gross Cost Contracts (GCC). 

Electrification of private sector buses, which make up for 93% of buses in India, presents an opportunity for reducing emissions that can be facilitated through lower interest rates for loans, longer loan tenure, and a leasing model. 

Why: Public and private bus transport forms the backbone of Indian transportation, catering to 30 crore daily passenger trips. It is crucial to improve both the quality and quantity of both the public and private buses through prioritised investments in better and greener options.  

With ~20 lakh public and private buses in India. Even if just one-fifth of these buses go electric, it could reduce 85 lakh tonnes of CO2 emissions per year– helping India achieve its 2070 Net Zero vision.  

3.Creating Walking and Cycling Friendly Indian cities  

What we want: Specific budgetary allocation and a national commitment towards creating walking and cycling-friendly streets across Indian cities. All states should be guided towards adopting state-level street design guidelines, policies, and action plans. These must be followed when taking up upgradation or street development work.  

Why: A robust walking and cycling infrastructure provide a highly cost-effective means of mitigating greenhouse gas emissions, improving public health, saving money for residents, increasing access to opportunities and improving public safety in cities. For this very reason, world over attempt is being made to increase walking and cycling. But in India, already 48% of the population commutes by walking or cycling, as per Census 2011. This goes to show that we have a strong demand for walking and cycling. 

Despite the clear and significant benefits that investments in walking & cycling infrastructure bring to pedestrians, cyclists, and society at large, this is not adequately reflected in the transport budgets or actions of national, state, and city agencies. The lack of prioritisation for safe walking and cycling infrastructure has been a persistent issue across Indian cities and should be a key focus moving forward.

4.Connecting the Dots: Seamless Integration

What we want: Budget allocation for cities with ongoing and upcoming metro projects to ensure seamless physical, information, and fare integration. The integration should be based on the local area plans, between different modes of transportation including bus, metro, suburban rail, walk, and cycle within a 500m radius of any station area, to encourage a modal shift to sustainable modes of transport.  

Why: Seamless integration plays a crucial role in making people shift to sustainable transport.  The journey must be convenient, seamless, and connected right from planning, boarding, alighting, payments etc. Unless these are integrated, private vehicle users may not shift to sustainable transport modes. 

5. Pricing Pollution

What we want: Provide policy, technical, and budgetary support to states and cities towards adopting parking policies, implementing parking management measures, and setting up low emission zones with a mobility component. These measures can discourage the use of polluting vehicles through pricing and reduce traffic congestion. The national government could encourage cities to develop newer revenue sources by pricing parking and polluting vehicles. 

Why: As per the World Air Quality Report 2023, India is the third most polluted country in the world. Several Indian cities like Delhi, feature in the infamous list of most polluted places in the world. There is an urgent need for separate budget allocation to implement strategies that tackle vehicular pollution and congestion which can lead to lower costs related to road maintenance, healthcare, and fuel consumption. 

Cities can also generate new revenue sources by pricing parking and implementing charges for polluting vehicles. This revenue can be reinvested in sustainable urban mobility projects. 

But how can these be effectively rolled out ensuring accountability for cities? Well, here are some suggestions:  

a. Set up a National Sustainable Mobility Mission, empowered to allocate funds under an Urban Transport Fund, monitor projects, and fastrack sustainability mobility projects across state/cities.  

b. Adopt a result-oriented approach for every project undertaken via the National Sustainable Mobility Mission. For every project, a framework is to be adopted, and budget should be specifically allocated within project costs for ‘Impact assessment of infrastructure’ and performance audit of programs to ensure public money is spent wisely benefitting large masses. 

c. Empower those cities that have an operational Unified Metropolitan Transport Authority (UMTA) or a Green Mobility Cell to avail the budgetary support from the national mission. These entities should be empowered legally and financially to facilitate coordination, planning, and execution of sustainable transport initiatives among various agencies.  

d. Set up a Green Mobility Data Centre for data-driven decision-making. These data-centres can collect granular and gender-disaggregated mobility data, analyse the same. The collected data can be used for planning, design, budgeting, management, enforcement, and performance evaluation of all mobility interventions and initiatives. 

e. Empower the states and cities to revise existing Motor Vehicle Acts, Municipal and District Acts with rules for prioritising pedestrian-friendly infrastructure to avail the budgetary support. Cities will have to ensure that all upgraded or newly laid out street development will be completed with the provision of safe, continuous, and comfortable pedestrian infrastructure as per the national street design guidelines. 

f. Create a national platform for technical experts who can especially support Tier 2 and Tier 3 cities in piloting and scaling up infrastructure projects. This will ensure high quality planning, design, and implementation of the projects across India. 

g. Mandate state and city transport to make allocations in transport budgets that benefit women, gender minorities, and vulnerable users. It’s enforcement can be done by setting up Inclusive Mobility Committee and/or Inclusion officers. Initiatives such as women-led transport cooperatives for ride sharing services, measures to ensure travel safety, training for these users in roles like drivers, mechanics and engineers should be explored 

As we began compiling our wish list, we realised that what we truly desire is a return to prioritising the basics. We seek strong national commitment to fulfil the 2030 sustainable mobility vision for India, where all cities have: 

A– Accessible and safe streets for all. 

B– Buses near everyone, everywhere, on time. 

C– Congestion and pollution free cities. 

Written by

Team ITDP India

Accelerating Urban Transport Reforms for Effective City Level Action

by

As published in Observer Research Foundation

In the last decade, as India’s urban population surged by 26 percent,1 the use of personal motor vehicles (PMV) grew by 138 percent.2 India took 60 years (1951-2008) to reach 105 million registered vehicles and added the same number of vehicles in the subsequent six years (2009-2015), which put pressure on existing road networks and transport systems.3 The current urban transport governance framework is fragmented, with different agencies managing different aspects of the sector; in Delhi alone, over ten agencies handle transport, including three municipal corporations, the Public Works Department (PWD), national and state highways, the Delhi Transport Corporation (DTC), and the Delhi Integrated Multi-Modal Transit System Limited (DIMTS).4  Such fragmentation leads to a lack of coordination and inefficiencies in project implementation and timelines.

There is an urgent need for reforms in India’s urban transport governance frameworks to ensure effective city-level action that can keep pace with the rapid population growth and its evolving needs. Such reforms will also require interventions at the national, state, and city levels.

National-Level Interventions: Setting the Vision and Funding Mandates 

The National Urban Transport Policy (NUTP), issued by the Ministry of Urban Development (MoUD) in 2006,5 was aimed at bringing about comprehensive improvements in urban transport services and infrastructure. The NUTP transformed India’s transport priorities, focusing on the mobility of people rather than vehicles and paving the way for schemes and programmes to support states and cities in improving urban mobility, such as the Jawaharlal Nehru National Urban Renewal Mission (JNNURM),6 the Smart Cities Mission, 7 and Faster Adoption & Manufacturing of Hybrid and Electric Vehicles (FAME I and II).8 However, the NUTP lacked a definitive vision with specific goals as well as a mandate to enable the funding of state- and city-level initiatives. Consequently, many states and cities struggled to meet the increasing demand for mobility. The approximately 30,000 buses that were introduced across India’s urban districts through schemes like JNNURM 9 10and FAME11 fell significantly short of the 200,000 requirement.12 Therefore, the NUTP highlights the need to establish a clear vision for urban mobility and mandate sufficient funding allocations in order to accelerate reforms.

The Cycles4Change,13 Streets4People,14 and Transport4All15 projects, which were initiated at the national level by the Ministry of Housing and Urban Affairs (MoHUA) in 2021, demonstrated a welldefined vision for urban mobility. The programmes have sought to address funds allocation, peer learning, and institutional synergy.

Utilising a participatory approach, the initiatives provided step-bystep guidance to cities to improve their walking, cycling, and public transport infrastructures. They also included a funding component to test solutions in top-performing cities, fostering intra-state competition and enabling city governments to effectively scale up transformation. The effort led to Healthy Streets Apex Committees being formed in over 30 cities, which set goals for projects and programmes to promote walking and cycling.16

Simultaneously, Transport4All Taskforces comprising government and non-government stakeholders were created in 100 cities to improve public transport systems.17 The projects also facilitated knowledge exchange among cities, enabling them to learn from the experiences of others within and outside their state. This collaborative approach led to a rapid improvement in urban mobility infrastructure and services. 

Consequently, 15 cities adopted Healthy Streets Policies to establish a framework towards prioritising walking and cycling. Nineteen cities also developed three-year action plans that laid out goals and strategies to achieve the Healthy Streets vision.18 The plans included strategies and budgets for the city-wide expansion of walking and cycling initiatives, and clearly identified roles and responsibilities of various city agencies towards implementing these strategies. By fostering competition and knowledge exchange as well as providing cities with a clear roadmap and budget for improving sustainable mobility, the initiatives have inspired more than 100 cities to take proactive action towards transforming urban transport in their jurisdictions.19

State Level: Need for State Funding and City-Level Action Mandates

Some states have attempted to address specific aspects of mobility through policies—for example, on electric vehicles or those for transit-oriented development—which have independent agendas and visions. A holistic approach to sustainable mobility through a state-level Sustainable Urban Transport Policy (SUTP) that can guide city-level policies and projects could help these policies be more effective. Such an overarching policy can standardise regulations, allocate the required financial resources to ensure on ground implementation, and facilitate knowledge exchange to drive sustainable mobility initiatives. It can also mandate and monitor city-level actions, ensuring accountability and consistency across jurisdictions.

A few states in India are paving the way for effective urban transport initiatives in cities. In 2017, the Maharashtra Urban Development Department released the draft Maharashtra Urban Mobility Policy.20 Applicable to all urban areas in the state, the policy envisioned modes of transport that are safe, reliable, sustainable, and accessible for all citizens. The policy also included tangible metrics for infrastructure implementation that could measure its success.

To support cities in implementing sustainable mobility projects on ground, the Government of Karnataka set up the State Urban Transport Fund (SUTF),21 administered by the Directorate of Urban Land Transport. Mobilised from three sources—a 1-percent cess on Motor Vehicle Tax (MVT), a 2-percent cess on property tax, and budgetary support from the state—the fund promotes the public transport system in cities by assisting in the construction of city transit infrastructure, implementing non-motorised transport (NMT) systems, and developing projects and feasibility study reports, among others. In 2021, the Tamil Nadu Transport Department secured a loan of INR 1,600 crore (approx. US$200 million) from the KfW Development Bank to procure 2,000 e-buses by 2025 for three cities, including the capital, Chennai, to improve the quality of public transport in these cities.22 Large procurements of electric buses, which are expensive and often beyond the budgets of many cities, could be challenging without state support.

City Level: Need for an Institutional Framework, Policies, and Funding

  1. Setting up robust institutional frameworks The NUTP recommended setting up a Unified Metropolitan Transport Authority (UMTA)23 in all cities with a population of over one million. UMTAs were envisioned as nodal agencies for all mobility initiatives in a city in order to oversee timely implementation even with the involvement of multiple agencies. They can ensure transparency of decisions across different departments and the accountability of agencies responsible for project delivery. However, very few cities have established a functional UMTA due to the lack of regulatory mandates to form such an entity. 24The Chennai Unified Metropolitan Transport Authority (CUMTA) Act, which was passed in 2010 25and has been operational since 2019, has brought key agencies and stakeholders together under a single roof, ensuring the seamless integration and implementation of all transport projects across various modes in the city. As a coordinating body, it has helped integrate transport planning and decision-making in Chennai. Karnataka also formed a Non-Motorised Transport Agency (KNMTA) in 2019 to implement a public bicyclesharing system in Bengaluru, alongside undertaking other NMT activities in the state.26 Similarly, Pune has set up taskforces and cells to oversee the planning, implementation, and maintenance of various NMT initiatives, including27 a participatory NMT Cell to support the transformation of streets across the city.28
  2. Adopting progressive policies and plans There is a need for specific policies and roadmaps that address various aspects of sustainable mobility in cities, including active transport infrastructure for walking and cycling, public transport, parking management, transit-oriented development, low-emission zones, and electrification. These policies must embed the principles of sustainable mobility into the city’s transport-related decision making. At present, Indian cities lack the processes that could enable data-based decision-making. Well-designed policies and roadmaps with clear, actionable, measurable targets can help cities monitor their successes and shortcomings, hold relevant stakeholders accountable for implementation, and ensure data-driven decision-making. For instance, Chennai and Pune have adopted urban mobility policies that prioritise walking, cycling, and public transport. Starting in 2014, Chennai adopted India’s first NMT policy, which inspired Pune and Pimpri-Chinchwad to adopt the same.29 In 2016, Pune adopted India’s first progressive parking policy,30 inspiring Chennai to also start a similar exercise. These policies have initiated a move towards sustainable mobility, created best practices and benchmarks, and inspired other cities
  3. Setting the right budget Cities remain at the forefront of implementing transport policies and projects, as they have a better understanding of their unique challenges and opportunities compared to other levels of government. Therefore, they are best positioned to efficiently allocate resources to meet ever-changing urban demands. City-level budgets are critical for public transport services. City-level budget allocation also reduces the burden on state and national governments. For example, the twin cities of Pune and PimpriChinchwad have consistently allocated at least 25 percent of their annual transport budget for the last five years towards improving walking, cycling, and public transport infrastructure.31 Similarly, the Greater Chennai Corporation launched the Chennai Mega Streets Programme 32 in 2020 to create a city-wide network of streets that have a lifespan of at least 30 years, with funds allocated in the 2020 Tamil Nadu budget for the preparation of detailed project reports (DPRs) and commencement of work. 33

Addressing the complex challenges of urban transport governance demands concerted efforts at multiple levels of governance, from overarching national policies to city-level initiatives. The national government needs to set the right vision, backed by strong funding mandates for states and cities, while facilitating peer-topeer learning between cities and states to accelerate transformation. As demonstrated in Maharashtra, Karnataka, and Tamil Nadu, it is critical for states to support cities in implementation through policy and funding and mandating city-level action. Additionally, cities need to set up strong institutions such as CUMTA, adopt progressive policies as in the case of Pune, and allocate financial resources to meet ever-changing urban demands to ensure effective action.

Learning from successful experiences can pave the way for sustainable, efficient, and inclusive urban mobility systems. The journey to transform urban transport is long, but with the right policies, funding, and city-level action, it is a goal that could prove to be within reach.

Written by

Sivasubramaniam Jayaraman, National Lead and Senior Programme Manager in charge – public Transport system and TDM

Vaishali Singh, Manager – Transport Systems and Electric Mobility

  1. World Bank, “Urban Population (% of Total Population) – India,” 2022,
    https://data.worldbank.org/indicator/SP.URB.TOTL.IN.ZS?locations=IN ↩︎
  2. Ministry of Road Transport and Highways, Government of India, “Road Transport Yearbook(s), 2008,
    2009, 2010, 2011, 2012, 2013, 2014, 2015, 2016,” https://morth.nic.in/road-transport-year-books ↩︎
  3. Ministry of Road Transport and Highways, Government of India, “Road Transport Yearbook(s), 2008,
    2009, 2010, 2011, 2012, 2013, 2014, 2015, 2016” ↩︎
  4. “Too Many Agencies Monitoring Public Transport in NCR, Need Revamp: Panel,” The Indian Express,
    August 29, 2013,
    https://indianexpress.com/article/cities/delhi/too-many-agencies-monitoring-public-transport-inncr-need-revamp-panel/ ↩︎
  5. Ministry of Urban Development, Government of India, National Transport Policy, Ministry of Urban
    Development, New Delhi, 2006, https://mohua.gov.in/upload/uploadfiles/files/TransportPolicy.pdf ↩︎
  6. Ministry of Urban Development and Ministry of Urban Employment and Poverty Alleviation,
    Government of India, Jawaharlal Nehru National Urban Renewal Mission, Overview, New Delhi,
    https://mohua.gov.in/upload/uploadfiles/files/1Mission%20Overview%20English(1).pdf ↩︎
  7. Smart Cities Mission, “Vision of Smart Cities Mission,” Ministry of Housing and Urban Affairs,
    https://smartcities.gov.in/ ↩︎
  8. Ministry of Heavy Industries, Government of India,
    https://pib.gov.in/PressReleaseIframePage.aspx?PRID=1942506 ↩︎
  9. K.C. Sivaramakrishnan, “Urban Transport: A Bus to Nowhere,” The Economic Times, April 20, 2009,
    https://economictimes.indiatimes.com/view-point/urban-transport-a-bus-to-nowhere/
    articleshow/4422393.cms?from=mdr; Ministry of Urban Affairs, Government of India, “Procurement
    of 10,000 Buses and Ancillary Infrastructure,” 2013. ↩︎
  10. Ministry of Urban Development, Government of India, “Recommendatory Urban Bus Specifications –
    II,” 2013, https://mohua.gov.in/upload/uploadfiles/files/Urban-Bus-Specifications-II.pdf ↩︎
  11. Ministry of Heavy Industries, Government of India, “Status of Sanction of Electric Buses Under FAME
    India Scheme II,’ Ministry of Heavy Industries, https://dash.heavyindustries.gov.in/dhieb ↩︎
  12. Calculated by ITDP India ↩︎
  13. Ministry of Housing and Urban Affairs, Government of India, “India Cycles for Change (IC4C) Challenge,”
    https://smartcities.gov.in/India_Cycles_for_Change ↩︎
  14. Ministry of Housing and Urban Affairs, Government of India, “Streets for People Challenge,”
    https://smartcities.gov.in/Streets_for_People_Challenge ↩︎
  15. Ministry of Housing and Urban Affairs, Government of India,
    https://www.pib.gov.in/PressReleasePage.aspx?PRID=1874732 ↩︎
  16. ITDP India, “10 Things that Shaped Out 2022,” https://www.itdp.in/itdp-indias-year-end-roundup/ ↩︎
  17. Ministry of Housing and Urban Affairs, Government of India,
    https://www.pib.gov.in/PressReleasePage.aspx?PRID=1874732 ↩︎
  18. Ministry of Housing and Urban Development, Streets for People, Pathways of Change from India’s Smart
    Cities, New Delhi, 2023,
    https://smartcities.gov.in/sites/default/files/2024-03/Street%20Compendium%202023%2018-12.pdf ↩︎
  19. Ministry of Housing and Urban Affairs, Government of India,
    https://pib.gov.in/PressReleaseIframePage.aspx?PRID=1739905; Ministry of Housing and Urban
    Affairs, Government of India, https://pib.gov.in/PressReleasePage.aspx?PRID=1790637; Ministry of
    Housing and Urban Affairs, Government of India,
    https://www.pib.gov.in/PressReleasePage.aspx?PRID=1874732 ↩︎
  20. ITDP India, “Maharashtra Urban Mobility Policy,”
    https://www.itdp.in/maharashtra-urban-mobility-policy/ ↩︎
  21. Directorate of Urban Land Transport, “State Urban Transport Fund (SUTF),” Urban Development
    Department, Government of Karnataka,
    https://dult.karnataka.gov.in/69/state-urban-transport-fund-%28sutf%29/en#:~:text=The%20
    Directorate%20of%20Urban%20Land,support%20from%20Government%20of%20Karnataka. ↩︎
  22. Julie Mariappan, “Tamil Nadu Receives Rs 1600 Crore from German Aid Agency,” The Times of India,
    September 27, 2019,
    https://timesofindia.indiatimes.com/city/chennai/tamil-nadu-receives-rs-1600crore-loan-fromgerman-aid-agency/articleshow/71319544.cms ↩︎
  23. Ministry of Urban Development, Government of India, National Transport Policy 2006. ↩︎
  24. Dhaval Desai, “Lost in Transit: Unified Metropolitan Transport Authority (UMTA),” Observer Research
    Foundation, January 8, 2022,
    https://www.orfonline.org/research/lost-in-transit-unified-metropolitan-transport-authority-umta ↩︎
  25. Government of Tamil Nadu, “Chennai Unified Metropolitan Transport Authority Act 2010,”
    https://www.indiacode.nic.in/bitstream/123456789/13110/1/cumta_act.pdf ↩︎
  26. Directorate of Urban Land Transport, “Karnataka Non-Motorised Transport Agency (KNMTA),” Urban
    Development Department, Government of Karnataka, https://dult.karnataka.gov.in/127/knmta/en ↩︎
  27. ITDP India, “Chennai Non-Motorised Transport Policy,” ITDP India,
    https://www.itdp.in/maharashtra-urban-mobility-policy/https://www.itdp.in/resource/chennainon-motorised-transport-policy/#:~:text=The%20Chennai%20Corporation’s%20Council%20
    adopted,greenways%20and%20other%20NMT%20facilities ↩︎
  28. Pune Municipal Corporation, Pune Smart City, Pune’s Sustainable Transport Journey, Pune, 2021,
    https://www.itdp.in/wp-content/uploads/2021/02/Punes-Sustainable-Transport-Journey.pdf ↩︎
  29. ITDP India, “Chennai Non-Motorised Transport Policy,”
    https://www.itdp.in/maharashtra-urban-mobility-policy/https://www.itdp.in/resource/chennainon-motorised-transport-policy/#:~:text=The%20Chennai%20Corporation’s%20Council%20
    adopted,greenways%20and%20other%20NMT%20facilities ↩︎
  30. Pune Municipal Corporation, “Public Parking Policy 2016,”
    https://www.pmc.gov.in/sites/default/files/project-glimpses/PMC-public-parking-policy-Englishrevised-March2016-Final.pdf ↩︎
  31. Keshav Suryanarayan, “Pune Leads India Towards a Sustainable Future,” ITDP India, January 2020,
    https://www.itdp.org/wp-content/uploads/2020/01/Pune-Leads-India-Toward-a-SustainableFuture-ITDP.pdf ↩︎
  32. Komal Gautham, “Greater Chennai Corporation Fast Tracks Mega Streets Project,” The Times of India,
    July 15, 2022,
    https://timesofindia.indiatimes.com/city/chennai/corpn-fast-tracks-mega-streets-project/
    articleshow/92885712.cms ↩︎
  33. “Chennai’s Streets for People: The Journey,” ITDP India, February 29, 2020,
    https://itdp.in/chennais-streets-for-people-the-journey/ ↩︎

How to create impactful national programmes – Lessons from the India Cycles4Change and Streets4People Challenges

by

Four years. 

Three steps—Test, Learn, Scale.

Two national Challenges. 

One mission—to support cities across India to create Healthy Streets—streets that prioritise walking, cycling, and public transport.

With the wrap-up of the India Cycles4Change and Streets4People Challenges with the Smart Cities Mission (SCM), Ministry of Housing and Urban Affairs (MoHUA) in January 2024, we look back at the origin and impact of the two programmes. We also present five key lessons from the experience which can help shape any similar efforts to transform our cities at scale. 

Let’s go back to where it all began. 

When the COVID-19 pandemic hit, all our lives turned upside down, and people HAD to adapt to survive. Amidst this chaos and uncertainty, we noticed something remarkable—people flocked to the streets to escape the four walls of their homes. Not only were they reclaiming their streets for fun and socialising, but people were now walking and cycling to access essential goods and services!

And that got us thinking—can we use this moment to get cities to create people-centric streets that could enable healthy lifestyles, and pave the way for a green recovery from the pandemic? 

The birth of the Challenges and its impact

Enter series two of the Urbanlogue webinars, launched by ITDP India in collaboration with the SCM, to provide expertise and spur conversations on best practices for travel and health in a post-COVID era. Over 5500 city officials attended these sessions to understand topics including COVID-safe public transport solutions, the need for street interventions to expand space for cycling and walking, and digital innovations for formal and informal public transport.

 

But talking wasn’t enough. We needed to see on-ground action.  And so, the India Cycles4Change and Streets4People Challenges were born. Launched by the SCM and ITDP India, these two Challenges aimed to support cities in transforming their streets into Healthy Streets in a holistic step-by-step manner. Cities were excited about this initiative and to our pleasant surprise, we had a whopping 117 cities signing up for these Challenges! There began India’s Healthy Streets Revolution.

Fast forward four years, 15 cities have displayed exemplary efforts and innovative solutions in their Challenge journey, and emerged as the Challenge Champions! These cities pushed boundaries and implemented unique ideas across three pillars—Action (infrastructure pilots), Foundation (institutional changes like policies, committees, and cells), and Communication (campaigns, consultations, and outreach). But the true force behind the success of the Challenges—every single participating city who contributed in different ways, from small-scale ideas to large-scale implementation, doing whatever they could do given their context.

To check out the entire journey of these cities, the impressive work done by them, and their way forward, check out our recent publication ‘Transforming Lives With Healthy Streets: Unravelling The Journey Of Creating Healthy Streets In Indian Cities’

Our learnings from the process

This journey, however, brought a lot of uncertainties that our core team—a six-member team doing the technical and coordination work—had to adapt to constantly. In such moments, as Dory from the movie ‘Finding Nemo’ said, we just kept swimming, and kept our eyes on the prize—supporting cities in creating Healthy Streets! 

Here’s what we learnt from the process: 

  1. Set the right expectations – We quickly realised that a nationwide Challenge approach was an effective tool to mainstream the conversation about a topic—Healthy Streets in this case. But, when it comes to implementation, cities were at different starting points with respect to their understanding, capacity, infrastructure, ecosystem etc. So, expecting the same level of results from all of them would have been unfair. Our goal was to get city officials to understand the concepts to at least start talking about Healthy Streets and the importance of prioritising them in their cities. By calibrating the expectations, we were able to achieve this by the end of the Challenges.
  2. Enable the right ecosystem – No matter how great the ambition to drive change, nothing is possible without the right kind of support. We saw how committed and proactive city leaders inspired action and were instrumental in getting things done. Not just that, the cities with a network of strong local partners—civil society organisations, non-governmental organisations, resident welfare associations, Bicycle Mayors, etc—consistently surpassed expectations because of their unwavering support in driving the work forward.
  3. Ensure collaboration between multiple departments – Through the Challenges, we actively worked with the Municipal Corporation and Smart City Limited who took the lead in each city. Across the country, cities that stood out and implemented great infrastructure had one secret ingredient—engaging with multiple departments to ensure coordinated action and support for the project. Building the support and capacity of these various departments—including others like the Traffic Police and the Planning and Development Authority—is the only way Healthy Streets projects can be implemented holistically. 
  4. Establish a robust data collection and monitoring system – While cities worked towards the actions expected of them through the Challenges, they faced a major gap in setting up processes for data collection and monitoring. In addition to the technical guidance and resources we provided, supporting cities was crucial—to prioritise this action, identify a nodal staff person, and build their capacity to work with data.
  5. Promote behaviour change – Through the Challenges, cities were introduced to the power of campaigns. Cities went all out in hosting social media campaigns, Open Street events, and other events like walkathons, cyclothons, cycle rallies, etc. to mainstream walking and cycling among the public. But this by itself is not enough to get more people cycling. While one-off events are great for garnering public support, long-term campaigns with a lens of behaviour change, like the Cycle2Work campaign initiated by some cities, are the only way to nudge people to take up walking and cycling as a mode of commute. This is also necessary to ensure the infrastructure implemented by cities are used well—infrastructure and campaigns go hand-in-hand in ensuring successful Healthy Streets initiatives. 

Way Forward

We believe that the IndiaCycles4Change and Streets4People Challenges are an innovative step towards the larger vision of creating sustainable cities of the future. Cities have committed to continuing their efforts by identifying their short-term and long-term goals for the next three years, including plans to allocate budgets for Healthy Streets. We hope we can see many more cities embrace Healthy Streets and become lighthouse cities in the coming years!

Just like the Challenge cities, we also applied the TEST-LEARN-SCALE mantra in strategizing and developing the Challenges. We tested out this new format and gathered our learnings. Now, we can’t wait to strategize the next step—SCALE. We also hope that this format inspires other agencies and organisations, within the country and across the world. Stay tuned to see what comes next!  

Written by Smritika Srinivasan

Edited by Keshav Suryanarayanan

Empowering private bus operators to drive India’s e-mobility future through leasing of e-buses

by

As published in Economic Times.

Imagine a scene: an Indian city stretches into the distance, the air crisp and clear. A sleek electric bus glides past, its silent hum a stark contrast to the sputtering diesel giants of the past. This vision, once a futuristic dream, is now closer than ever to becoming reality. However, a critical question remains – how can we incentivise private bus operators, the backbone of India’s bus transport network, to become active participants in this electric revolution? The answer lies in a powerful approach: leasing.

India’s bus landscape is vast, with about 18 lakh buses operating currently1, catering to over 30 crore daily passenger trips2. To achieve India’s ambitious 2070 net-zero vision, the electrification of buses is essential. Studies have shown that e-buses can significantly reduce emissions and propel the decarbonisation of the transport sector. 

Of these, the private sector owns and operates a whopping 93%. However, only a negligible fraction of these buses are electric. To achieve 100% electrification of the private sector by 2050, a massive leap is needed, with over 760,000 e-buses3.

The primary hurdle for private operators lies not in adopting the change in technology from diesel/CNG to electric buses but in the high upfront cost of e-buses compared to traditional diesel counterparts. This barrier, coupled with difficulties securing financing due to the perceived risks associated with new technology, can easily derail the transition. Leasing can be a game-changer, offering a practical and financially attractive solution for private players to embrace e-mobility.

Leasing of e-buses

The acceleration of e-bus adoption requires new business models to propel the transition. One such emerging model is leasing. In the lease model, the lessor (a bank/bus manufacturer/ rolling stock company, etc.) can provide the bus, including an Annual Maintenance Contract (AMC), battery replacements and insurance, while the lessee (the operators) can bear the staff, permit, and energy costs associated with operating an e-bus. Under the current model, where the buses are owned and operated by the private sector, the operators bear all these responsibilities, leading to significant losses during the first two years of operation and will be able to achieve the same profit margin as diesel buses only after four years. The lease model,

on the other hand, can offset the capital expenditure to financers while utilising the operational expertise of the private operators. 

By mitigating upfront costs and offering operational advantages, leasing removes a significant barrier for private players to enter the e-bus market. Widespread adoption of e-buses enabled by the leasing model can contribute significantly to India’s clean air and sustainability goals by reducing tailpipe emissions and fostering a cleaner transport ecosystem.

The financial and operational advantages of leasing

E-buses are more viable than diesel buses in the long run due to reduced energy consumption per kilometre travelled, cheaper cost of energy/fuel and fewer moving parts as compared to diesel/CNG buses. This lowers maintenance requirements and costs, thus resulting in overall lower cost per kilometre (CPK) over its lifetime. However, the high upfront cost of e-buses can create a significant initial financial burden for the operators. Leasing dismantles this barrier by spreading the cost of the e-bus over the lease term, significantly reducing the required upfront investment. This allows operators to conserve capital for core business operations and growth initiatives. E-buses require a minimum lease period of 9 years to make them financially viable, with a lease rent ranging from INR 1.5 – 2.5 lakh per month. With leasing, operators can earn around INR 4.5 per km – matching current profits.  

Figure: Cumulative and year-on-year profits (in INR per km) for owning a diesel vs leasing an e-bus4

The profits made due to e-bus transition can be shared to create lease models that are more attractive for financers, ensuring estimated profits for the lessor to the tune of INR 0.5 – 2 crore over a 12-year life of the bus. 

The benefits of leasing extend far beyond just finances. Leasing models often come with comprehensive maintenance contracts, including battery replacements and insurance coverage. This frees up valuable time and resources for operators, allowing them to focus on core competencies like route planning, scheduling, and customer service. Additionally, lessors typically have expertise in e-bus technology and maintenance. Operators can leverage this expertise to ensure optimal performance and uptime of their e-buses, maximising efficiency and profitability.

Enabling the leasing of e-buses in India through regulatory support

There are several ways to ensure that the leasing model works in India: 

  1. Nudging financiers to provide buses on lease and developing risk-hedging mechanisms: The national government can promote e-bus leasing by nudging banks and financial institutions to provide e-buses on a leasing model, potentially through supportive policies. However, the risks associated with technological advancements, market volatility, and regulatory changes pose significant challenges. To mitigate these risks, the government must establish robust risk-hedging mechanisms. These mechanisms, which are currently underdeveloped, require comprehensive planning and collaboration between stakeholders, including policymakers, financial institutions, and bus manufacturers.
  2. Legalising transferable permits: State governments should consider legalising transferable permits to accommodate lease models where different entities can own and operate e-buses. This would allow permit holders to operate self-owned or leased e-buses on designated routes. Doing so will create a more flexible environment for private operators, allowing even small operators to transition to electric buses easily. 
  3. Flexible scheduling in permits: Regional Transport Authorities (RTAs) should consider permitting flexible trip schedules and extend service times by 2-3 hours to compensate for the additional charging time needed for e-buses. This is necessary because opportunity charging, while beneficial for extending the range of e-buses, requires additional time compared to traditional refuelling methods for CNG/diesel buses.  By doing so, RTAs can ensure e-buses have adequate charging time without disrupting service reliability. This would also ensure that the transition to e-buses does not compromise the convenience and accessibility of public transport.

Way Forward

Leasing offers a compelling path for private sector participation in India’s e-bus revolution. By overcoming the financial hurdles and leveraging operational expertise, leasing can empower private bus operators to embrace clean technologies and contribute to a more sustainable future. 

The path towards a greener future requires a collaborative effort involving all stakeholders. The government can play a vital role by creating a policy environment that incentivises leasing and simplifies the regulatory framework for e-buses. Financial institutions can develop innovative financing solutions tailored to the needs of the e-bus sector. Bus operators must be open to exploring new business models like leasing and actively seek partnerships with lessors with proven expertise.

As the silent hum of e-buses replaces the roar of diesel engines, we will know we are collectively paving the way for a cleaner and healthier tomorrow.

Written by Vaishali Singh, Manager – Transport Systems and Electric Mobility

  1. MORTH ↩︎
  2. Calculated by ITDP with inputs from BOCI and State Transport Undertaking Profile and Performance Reports ↩︎
  3. Estimated by ITDP India ↩︎
  4. The Road Ahead For Private Electric Buses In India, ITDP-CEEW-SGA, 2024 ↩︎

Persuade and they will do: Creating persuasive national programmes for cities

by

The title of this article is a play on “Build it and they will come”, a phrase commonly used to describe the idea that if you create good projects, people will come to use them. This applies to much of the infrastructure cities create—well-designed Healthy Streets and vibrant public spaces can in turn bring more people to use them. Back in 2020, we launched two ambitious and experimental national programmes with the Smart Cities Mission—the India Cycles4Change and Streets4People Challenges. And we started by asking ourselves—how do we effectively persuade cities to do exactly that – build better streets?

In his pathbreaking work on persuasion, psychologist Robert Cialdini laid out six principles we can use to understand the two Challenges—as a national effort to persuade cities, their leaders, and their people to change their minds and their actions. We can then use this understanding to inform the design of other innovative programmes going forward. But first, we can start by seeing what the Challenges managed to achieve.

The impact of the Challenges

We wrapped up this four-year experiment in January this year. Of over 110 participating cities, 15 cities have emerged as champions of the two Challenges. While these cities have made the most progress across various factors, the efforts of the other cities have been nothing short of inspiring.

33 cities implemented over 350 km of improved footpaths and over 220 km of cycle tracks. Projects are underway to transform over 1400 kilometres of streets in 48 cities. In addition to implementing projects, cities have also institutionalised this change by setting up Healthy Streets Apex Committees and Design Cells, adopting Healthy Streets Policies, and developing detailed three-year action plans to continue this momentum.

We launched a comprehensive publication that documents detailed case studies of street transformation projects completed under the Smart Cities Mission, and learnings from their implementation. We’re very hopeful that this momentum will continue beyond the Challenges and that cities will go on to scale up their efforts rapidly in the coming years. 

As we brought the two programmes to a close at a national workshop last month and look back at the journey, one aspect stands out—the sheer scale of the effort from so many cities, their decision makers, engineers, urban designers, technical experts, and most importantly the people of these cities. How did the Challenges manage to make this happen? And how can this inform other programmes which also target city-level action? 

Using the six principles of persuasion

The psychologist Robert Cialdini published a book called ‘Influence: The Psychology of Persuasion’ in which he lays out six principles which can be used to be more effective when trying to persuade others to take a specific action.

The six key principles Cialdini identified are Authority, Reciprocity, Consistency, Social Proof, Liking, and Scarcity. Let’s see how each of them plays out in the context of the Challenges.

Authority 

Right from the get-go, the Challenges had the full support of the national Mission behind them. This was crucial to ensure cities took up the opportunity and maintained their momentum across the different stages of the Challenges. Having strong technical experts like ITDP India as a partner anchoring the programmes and several other experts as jurors also ensured the cities had access to credible and concrete guidance throughout the process. This helped build trust with the cities and helped get their active participation. 

Expert roundtables as part of national capacity building workshops

Reciprocity

At every step of the journey, we started by asking not what the cities could do, but asking ourselves what we could do for the cities, to make it easier for them to take action. We gave the cities various resources—bite-sized guides on various topics, easy-to-use templates, even a game to help cities understand how to create action plans—before asking the cities to act. In addition to all this, we also had the more tried and tested method of offering prize money to the top cities selected. Each of these had a role to play in how much effort the cities put in. 

Library of resources

Consistency

Expecting immediate and dramatic transformation from cities is asking to be disappointed. The goal was not to start sprinting and stop within a few feet gasping for breath, but to run a marathon. We broke down the actions cities needed to take, with monthly workshops along with resources to guide them on specific actions—one action after each workshop. In the spirit of an experiment, we urged cities to adopt a Test-Learn-Scale approach—try temporary and inexpensive solutions to improve their streets, learn from their experience and that of other cities, and scale these lessons into permanent infrastructure. With regular Open Street events and campaigns, the cities also gradually got their citizens on board with reimagining their streets. 

Actions in various stages

Social Proof

This principle was crucial. The Challenges were a unique mix of competition and collaboration. While cities were technically competing with each other to be selected as the top cities, we ensured that the cities build a strong culture of peer-to-peer learning by spotlighting the efforts of various cities through our workshops and site visits where other cities could learn from successful tests. We also created a progress dashboard of the cities so that cities and citizens could also look at how well their city was performing in comparison to others. 

Progress dashboard of cities

Liking

We can’t help it—we’re more likely to listen to the people we like. One of the main results of the programmes has been the creation of a strong community of champions for sustainable mobility. We heard heartening stories of officials from different cities reaching out to each other with questions, coming together to discuss ideas during workshops and in WhatsApp groups. We hope these relationships grow and they continue to inspire and motivate each other to make all our cities better. 

Creating a community of champions

Scarcity

Through a time-bound and stage-wise process, we also emphasised the urgency of action to the cities. Only the best of the cities could move to the next stages and continue to receive detailed technical guidance and support. This incentivised the cities to attempt all the necessary steps in each stage to make sure they could progress.

Persuasion is necessary, not optional

We designed the Challenges to get them to act quickly. And this is what we need as the nation grapples with the complex challenges of urbanisation, pollution, and climate change. Without persuasion, we risk momentum towards a greener future slowing down in the face of inertia and inaction. In India’s journey towards sustainable mobility, persuasion is not just desirable—it is a necessity. It can catalyse action, transform mindsets, and pave the way for a brighter, more sustainable tomorrow.

The journey of the cities will continue. Other national, state, and city-level programmes will be developed to prioritise sustainable mobility. And when they do, we hope they can build on these learnings and find other innovative ways to persuade and inspire cities to accelerate action.

Written by Keshav Suryanarayanan

Pimpri Chinchwad’s transformation: A story of perseverance and resilience amid urbanisation

by

If there were a city in India ready to narrate an inspiring saga of transformation of its urban mobility, Pimpri Chinchwad would undoubtedly be at the forefront. Picture Pimpri Chinchwad as the protagonist in its own journey—a courageous figure embarking on a quest to create a better city for its people by persevering to transform the way people move, the way people experience their streets, and the way it sets the foundation for resilience. Pimpri Chinchwad’s quest remains a work in progress, with much more to be accomplished, but it has started its journey with a realisation—a realisation that change is necessary for the city’s future prosperity amid rapid urbanisation, which sparks hope. 

The plot: an ongoing challenge of traffic, poor air quality, and people’s safety

The plot of this storyline starts with the pressing issues of traffic congestion, declining air quality, and people’s safety, driving the necessity for change. The vehicle population of over 21 lakhs (2024) is racing to match that of humans, with projections suggesting that the city’s population has crossed 24 lakhs. Given the surge in vehicles, it comes as no surprise that in November 2023, the city’s PM 2.5 levels reached a staggering 103-121 µg/m³, well surpassing the prescribed daily average concentration limit of 60µg/m³. 

Safety in terms of public health and the risk to life from road accidents was also a significant factor in changing how people move. In 2022, Pimpri Chinchwad recorded 1051 road accidents, and over 370 lost their lives in road accidents—four times higher than in 2018. 

The silver lining: city leaders stepped up to initiate action

For more than a decade, these challenges have persisted, placing Pimpri Chinchwad at a perpetual crossroads where it must make a critical decision: either expand road infrastructure to accommodate the growing influx of vehicles or prioritise the safety and welfare of its residents.

In navigating this decision, a silver lining has emerged as Pimpri Chinchwad discovered a steadfast ally in its most important supporting characters—dedicated city Municipal Commissioners who have championed sustainable mobility since 2018. These city leaders embraced the pivotal role of crafting policies and implementing sustainable mobility interventions—the only way to reduce congestion, minimise emissions, and improve safety. They have done this by promoting public transport with 50 kilometres of the Rainbow Bus Rapid Transit System (BRTS), plying a fleet of over 450 electric buses, building over 100 kms of walking and cycling networks, and laying a robust foundation through policies—like a Non-motorised Transport Policy — and capacity building for the longevity of its efforts. 

The rising action: the city created better infrastructure to move people

One of the earliest and most significant actions in this saga was the city leaders’ initiative to take action on the ground. In 2018, the Pimpri Chinchwad Municipal Corporation (PCMC) successfully implemented the Rainbow BRTS connecting to its twin city, Pune. The BRTS changed public transport in the region, offering commuters a reliable, efficient, and sustainable mode of travel within and between the two cities. Operated by the Pune Mahanagar Parivahan Mahamandal Limited (PMPML), this system spans four corridors, covering a distance of 50.5 km and serving 2.88 lakh passengers daily within Pimpri Chinchwad’s city limits. The city, along with PMPML, is continuing to make improvements to the system by revamping corridor intersections, installing security cameras, and upgrading the Intelligent Transportation Management System (ITMS) to boost ridership. 

In addition to the BRTS, the electrification of buses serves as a pivotal turning point in the city’s storyline. It represented a moment of revelation, where the city realised the importance of embracing cleaner, more eco-friendly transport options. Between 2018 and 2019, 150 e-buses were introduced to serve the twin cities, and the fleet has since expanded to over 450, with an additional 200 in the pipeline. Over 70% of them are already operating on the BRT corridor. 

Around the same time, the city realised that relying solely on public transport wasn’t enough to create a captivating saga; it needed supplementary initiatives such as walking and cycling—after all, more than 30% of the city’s trips are by walk and cycle. The city’s Urban Streetscape Programme was launched in 2018, drawing inspiration from successful models of Chennai and Pune’s street programmes to improve walking and cycling infrastructure in the city. This impact of this programme, combined with the endeavours of Smart City Ltd, resulted in over 45 km of streets being revamped with wider footpaths, safer pedestrian crossings, and landscaping—Linear Garden, Patil Street, and Nigdi Road are great examples—with an additional 65 km in progress. 

Linear Garden Road designed by Prasanna Desai Architects

Additionally, Pimpri Chinchwad’s active participation in the national Streets4People and Cycles4Change Challenge, hosted by the Ministry of Housing and Urban Affairs (MOHUA), enabled them to develop innovative designs, employing a Test-Learn-Scale approach. This involved implementing tactical urbanism interventions on the ground to test out solutions and subsequently expanding successful initiatives.

Handle-bar surveys for Cycle4Change Challenge

However, as the city delved deeper into these initiatives, it became evident that these projects were not forming a connected network for pedestrian or cyclist movement which led to the inception of the ‘Harit Setu’ Masterplan, translating to ‘green connectivity.’ When implemented, it would transform the city into a 15-minute cycling-and-walking-friendly haven by enhancing existing connections and creating new green links. The pilot implementation in the Pradhikaran neighbourhood will serve as a learning experience to inform a scale-up strategy, enabling PCMC to expand walking and cycling infrastructure and transform one neighbourhood at a time.

The turning point: Pimpri Chinchwad implemented policies and strengthened the team’s capacity for resilience and expansion of its efforts

Pimpri Chinchwad recognised that while building infrastructure was vital, strategic planning for resilience and scalability was equally imperative. As the storyline progressed, Pimpri Chinchwad embedded policies to ensure stability and consistency in planning and decision-making to safeguard these initiatives against changes in leadership or priorities. 

As part of this effort, the city has begun addressing the significant challenge of managing on-street parking, which has been a major concern. The city remains dedicated to enhancing parking solutions through area-level plans and establishing a robust institutional framework. They collaborated with consultants to conduct comprehensive studies, serving as the foundation for the Parking Policy adopted in 2018. The city is looking to revise the policy in 2024 based on their learnings from parking management experience to date and make enforcement more stringent.

In 2022, they also adopted a Non-motorised Transport (NMT) Policy to achieve a target of 90% of trips made by public transport, walking, or cycling by 2036. The policy focuses on creating a safe, seamless, and pleasant network of top-notch infrastructure for walking and cycling in the city. It also goes beyond infrastructure development to integrate sustainable environmental planning and utility management to boost quality of life, spur economic growth, and preserve ecological well-being.

Adoption of Pimpri-Chinchwad’s Non-Motorised Transport Policy

The city needed internal capacity, skills, and expertise to implement policies and projects effectively, hence, investing in team development became crucial. In 2017, PCMC organised workshops and site visits to enhance skills and knowledge. Recently, city officials and engineers involved in mobility projects have pursued Masters programs in transport planning, completed national road safety audit courses, and participated in certified programs to build expertise further.

A twist in the plot: financing sustainable mobility projects

In Pimpri Chinchwad’s story, a pivotal plot twist arises, revealing a significant gap in financing for sustainable mobility projects. A staggering 58% of the total allocated transport budget of 1168 cr in 2024-25 was earmarked for vehicle-centric projects, such as grade separators and road development, which offer temporary remedies to congestion but exacerbate the problem in the long term. Consequently, just 5% (110 km) of PCMC’s streets have been transformed thus far. To meet the ambitious targets outlined in its NMT Policy, PCMC must strive to implement a minimum of 25 km of better streets every year until 2035, which requires an annual investment of 200-250 crore solely for street development.

Additionally, there is an urgent need to increase the number of buses, as the current ratio of 31 buses per lakh population falls short of the desired benchmark of 60 buses per lakh population set up by MoHUA. PMPML currently operates a fleet of 2,200 buses, while the benchmark suggests a fleet of 5,200 buses is necessary. Out of this, Pune requires 2,700 buses, PCMC requires 1,800 buses, and the Metropolitan Region outside both Municipal limits requires 700 buses. To address this demand, PCMC requires an investment of approximately 930 crore, solely for bus fleet augmentation. 

Shortfall of buses in Pimpri-Chinchwad

Presently, PCMC allocates 495 crore to street initiatives and public transport combined. While this falls short of the funds needed for street and public transport projects, it is a 100% increase in the funds allocated for such projects compared to the 2023-2024 budget. Amidst these challenges, PCMC is actively exploring diverse funding avenues, including the Smart Cities Mission, municipal bonds, and funding through development banks, in a concentrated effort to secure the necessary resources for its initiatives.

The climax

PCMC acknowledges the funding shortfall for sustainable projects but is working towards establishing a strong foundation to scale up efforts. It is initiating a Sustainability Cell to prioritise innovative and sustainable approaches in city planning, alongside the establishment of an Urban Mobility Department to consolidate mobility-related efforts. This initiative aims to enhance coordination within PCMC departments, and include various civil society organisations (CSOs) and experts to streamline collaboration.

The city has become a model of collaboration, working with CSOs and community groups to lead the shift towards sustainable mobility. It recognises that meaningful change requires involvement from all stakeholders sharing a common vision.

In conclusion, Pimpri Chinchwad’s tale is not just one of transformation—it embodies perseverance and resilience. With sustained efforts, the city is witnessing the results of its hard work. The city was recognised as one of the top 11 cities in the C4C and S4P challenge, as well as being selected as one of the 10 cities for the Bloomberg Initiative for Cycling Infrastructure (BICI). Instead of pausing, Pimpri Chinchwad is intensifying its commitment, evaluating the impact of initiatives like street assessments, and amplifying successful strategies. This forward-thinking approach reaffirms the city’s dedication to progress and prosperity, setting a promising course for its future.

Written by Kashmira Dubash

Technical inputs from Pranjal Kulkarni and Rutuja Nivate