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Mumbai is set to get its own version of the famous London Eye as the Brihanmumbai Municipal Corporation (BMC) unveiled a record-breaking budget of ₹74,427.41 crore for the fiscal year 2025-26. This is the largest budget in BMC's history, as announced by Commissioner Bhushan Gagrani on Tuesday.
Mumbai Eye: A New Landmark for the City
One of the most exciting projects in this budget is the proposed 'Mumbai Eye,' a giant Ferris wheel inspired by the London Eye. This attraction will offer breathtaking views of the Mumbai skyline and will be built through a public-private partnership. The exact location and budget details for this project have not yet been decided, but it is expected to cover around two to three acres of land.
The idea of a Ferris wheel in Mumbai was first proposed in 2008 by Shiv Sena leader Ravindra Waikar. In 2022, the Mumbai Metropolitan Region Development Authority (MMRDA) suggested building it at the Bandra Reclamation promenade, but local residents opposed the plan. Now, with its inclusion in the BMC budget, the project is gaining fresh momentum. The Ferris wheel will feature air-conditioned, sealed passenger capsules, providing visitors with a unique and comfortable way to experience Mumbai from above.
A Budget for the People
Commissioner Bhushan Gagrani described the budget as "citizen-centric" and a "vision for Mumbai's future." He stated, "It reflects our commitment to innovation, inclusivity, and sustainability while providing the best civic services and amenities to citizens at free or minimal cost in real time."
The budget is designed around six key pillars:
- Fiscal discipline and sustainability
- Improving infrastructure and services
- Enhancing the education system
- A clean and sustainable environment
- Social welfare initiatives
- Better governance and administration
By focusing on these areas, BMC aims to create a better, cleaner, and more efficient city for its residents. The new budget highlights Mumbai's growth and ambition, making it an exciting time for the city and its people.
