💥Crack UPSC In 1st Attempt | Admission Open | Ultimate Assessment Program 2027/2028

GS Paper: GS3

  • What is a Technical Recession?

    Latest RBI bulletin projects contraction for a second consecutive quarter, which means the economy, is in a ‘technical recession’.

    Nowcasts by RBI

    • In its latest monthly bulletin, the Reserve Bank of India has dedicated a chapter on the “State of the economy”.
    • The idea is to provide a monthly snapshot of some of the key indicators of India’s economic health.
    • As part of the exercise, the RBI has started “nowcasting” or “the prediction of the present or the very near future of the state of the economy”.
    • And the very first “nowcast” predicts that India’s economy will contract by 8.6% in the second quarter (July, August, September) of the current financial year.
    • It implies India that has entered a “technical recession” in the first half of 2020-21— for the first time in its history.

    What is a Recessionary Phase?

    • At its simplest, in any economy, a recessionary phase is the counterpart of an expansionary phase.
    • In simpler terms, when the overall output of goods and services — typically measured by the GDP — increases from one quarter (or month) to another, the economy is said to be in an expansionary phase.
    • And when the GDP contracts from one quarter to another, the economy is said to be in a recessionary phase.
    • Together, these two phases create what is called a “business cycle” in any economy. A full business cycle could last anywhere between one year and a decade.

    Now try this PYQ:

    Q.Consider the following actions by the Government:

    1. Cutting the tax rates
    2. Increasing government spending
    3. Abolishing the subsidies

    In the context of economic recession, which of the above actions can be considered a part of the “Fiscal stimulus” package?

    (a) 1 and 2 only

    (b) 2 only

    (c) 1 and 3 only

    (d) 1, 2 and 3

    How is the Recession different?

    • When a recessionary phase sustains for long enough, it is called a recession. That is, when the GDP contracts for a long enough period, the economy is said to be in a recession.
    • There is, however, no universally accepted definition of a recession — as in, for how long should the GDP contract before an economy is said to be in a recession.
    • But most economists agree with the US definition that during a recession, a significant decline in economic activity spreads across the economy and can last from a few months to more than a year.

    Then, what is a Technical Recession?

    • While the basic idea behind the term “recession” — significant contraction in economic activity — is clear, from the perspective of empirical data analysis, there are too many unanswered queries.
    • For instance, would quarterly GDP be enough to determine economic activity? Or should one look at unemployment or personal consumption as well?
    • It is entirely possible that GDP starts growing after a while but unemployment levels do not fall adequately.
    • To get around these empirical technicalities, commentators often consider a recession to be in progress when real GDP has declined for at least two consecutive quarters.
    • That is how real quarterly GDP has come to be accepted as a measure of economic activity and a “benchmark” for ascertaining a “technical recession”.

    How long do recessions last?

    • Typically, recessions last for a few quarters. If they continue for years, they are referred to as “depressions”.
    • But depression is quite rare; the last one was during the 1930s in the US.
    • In the current scenario, the key determinant for any economy to come out of recession is to control the spread of Covid-19.
  • [pib] Project-75

    The fifth Scorpene submarine of Project-75 named ‘Vagir’ has been launched at Mazagon Dock Shipbuilders Limited (MDL) in Mumbai.

    In a rare case we would see a question based on various classes of Indian Submarines in the CSP. However, we can expect a question based on Project-75 in the CSP and CAPF exam very well.

    About Vagir

    • Vagir, ex-Russia, named after the Sand Fish, a deadly deep-sea predator of the Indian Ocean, was commissioned into the Indian Navy on December 3, 1973, and was decommissioned on June 7, 2001.
    • In true nautical tradition, it is refurbished under the same name – Vagir.
    • It is rebuilt with superior stealth features (such as advanced acoustic absorption techniques, low radiated noise levels, hydro-dynamically optimized shape etc.) and precision-guided weapons.
    • The attack can be launched with both torpedoes and tube-launched anti-ship missiles, whilst underwater or on the surface.

    What is Project-75?

    • The Project 75I-class submarine is a follow-on of the Project 75 Kalvari-class submarine for the Indian Navy.
    • In the late 1990s, around the time of Kargil war, a three-decade plan took shape for indigenous construction of submarines.
    • It was known to have two separate series of submarine building lines – codenamed Project 75 and Project 75I — in collaboration with foreign entities.
    • Under this project, the Indian Navy intends to acquire six diesel-electric submarines, which will also feature advanced air-independent propulsion systems.
    • This is for enabling them to stay submerged for longer duration and substantially increase their operational range.

    Submarines commissioned till date

    • The submarines in the current Kalvari-class take their names from erstwhile decommissioned classes of submarines named Kalvari.
    • It included Kalvari, Khanderi, Karanj and Vela class — which included Vela, Vagir, Vagsheer.
    • Two submarines of the ongoing project, Kalvari and Khanderi, have been commissioned into the Indian Navy.
    • The third submarine, Karanj, is in the last phase of rigorous sea trials.
    • The fourth Scorpene, Vela, has commenced her sea trials, whilst the sixth and last submarine, Vagsheer, is being readied for boot together.

    Strategic importance of these submarines

    • India currently operates one submarine each in nuclear-powered Classes of Chakra and Arihant and in addition to 14 submarines belonging to three classes of Diesel Electric category — Kalvari, Shishumar and Sindhughosh, some of which are ageing.
    • The nuclear powered and diesel-electric submarines have their designated roles in the Carrier Battle Groups, which are formations of ships and submarines with Aircraft Carriers at the lead role.
    • As per the basic principles of submarine deployment and the minimum requirement for India to create a strategic deterrence, there is a specific number of submarines of both types that India needs to have in active service.
    • Currently, India has less number of submarines than what is required with some more of those from both types being at various stages of construction.

    Back2Basics: Classes of Submarines in India

    • In maritime terms, a class of ships is a group of vessels which have the same make, purpose and displacement.
    • In the Navy and Coast Guard in India, the ships belonging to a particular class are named in a specific manner.
    • Many times the names have the same first letters, prefixes, similar meanings or the names belong to a particular type of words for example names of cities, persons, mythological concepts, animals, rivers, mountains, weapons, etc.
    • The class is generally named after the first vessel in the category. In some cases, a particular class of vessels takes their names from an earlier class of vessels which are now decommissioned.
    • Like Kalvari – which means Tiger Shark, Vagir has been named after a Sand Fish, a predatory marine species.
    • Khanderi has been named after an Island Fort built by Chhatrapati Shivaji, which played a key role in his Navy. Karanj has also been named after an Island located South of Mumbai.
  • Species in news: Rohanixalus -the frogs of the new genus

    Indian researchers have discovered a genus of tree frog found in the Andaman Islands and the northeast.

    A stand-alone species being mentioned in the news for the first time find their way into the prelims. Make special note here. Usually, note the species and its habitat location (IUCN status if available), in the purview of a generic prelims question.

    Genus Rohanixalus

    • Named after Sri Lankan taxonomist Rohan Pethiyagoda, the frogs of the new genus Rohanixalus are characterised by a rather small and slender body (size about 2 to 3 cm long).
    • It has a pair of contrastingly coloured lateral lines on either side of the body, minute brown speckles scattered throughout the upper body surfaces, and light green coloured eggs laid in arboreal bubble-nests.
    • Based on DNA studies, the new genus is also revealed to be a distinct evolutionary lineage from all previously known tree frog genera.
    • It is the 20th recognised genus of the family Rhacophoridae that comprises 422 known Old World tree frog species found in Asia and Africa.

    Sub-species of this frog

    • There are eight frog species in this genus Rohanixalus.
    • They are known to inhabit forested as well as human-dominated landscapes right from the northeast to Myanmar, Thailand, Malaysia, Indonesia, Vietnam, Laos, and Cambodia, up to southern China.

    Unique features of this genus

    • The genus has several unique behavioural traits including maternal egg attendance where the female (mother) attends the egg clutches until hatching and assists in the release of the tadpoles into the water.
    • During the first three days after egg-laying, the female sits over the eggs and produces a gelatinous secretion with which she glazes the egg mass through the clock-wise movement of her legs.
    • This behaviour provides necessary moisture to the eggs laid on exposed leaf surfaces and protects them from insect predation.
  • `Financial institutions in India need more freedom

    The article deals with the issue of credit and financial institutions in India. It also suggests the five changes needed in the lending financial institutions in India.

    Financial institutions and credit in India

    •  India has labour and land but not enough capital.
    • The case for foreign financial institutions is also simple — their technology, processes, and experience raise everybody’s game.
    • India is open — foreigners own 25 per cent of public equity, 90 per cent of private equity, and Google and Walmart are UPI’s biggest volume contributors.
    • India’s challenge over the last 10 years has been bank credit.
    • Credit-to-GDP ratio is stuck at 50 per cent, banking concentration measured by flow has increased by 70 per cent, and bad loans exceed Rs 10 lakh crore.

    Significance of  lending financial institutions

    • Foreign institutions are unlikely to lend when needed most and lend to small enterprise borrowers.
    • Bank numbers have practically remained unchanged since 1947 despite world-leading net interest margins.
    • Nationalised banks that have an eight-times higher chance of bad loan, would save Rs 35,000 crore annually with industry benchmarked productivity.
    • regulators prioritise domestic stakeholders.
    • The home bias for global bank lending is accelerating.
    • UPI crossing 2 billion monthly transactions demonstrates how mandated interoperability, local innovation, and enlightened regulation help insurgents take on incumbents.

    5 Changes required in lending financial institutions

    • 1) The biggest impact lies in creating a nationalised bank holding company that replaces the Finance Ministry’s Department of Financial Services, has no access to government finances, and is governed by an independent board.
    • 2) We must licence 25 new full banks over 10 years.
    • 3) We must expect and empower the RBI to deal with bank challenges earlier, faster, and invasively, by reimagining post-mortems, granting listed bank capital induction flexibility and making regulation ownership agnostic.
    • 4) We must explore new eyes for banking supervision that include differential deposit insurance pricing.
    • 5) Finally, financial stability and innovation are not contradictory; let’s blunt regulatory barriers between banks, non-banks, and fintech.

    Conclusion

    The opportunities for India arising from the coming Asian century, China’s contradictions and China’s new inward focus strategy come not once in a decade but once in a generation. Let’s empower our financial services entrepreneurs to exploit this opportunity.

  • What is the Viability Gap Funding (VGF) Scheme?

    The government has expanded the provision of financial support by means of viability gap funding for public-private partnerships (PPPs) in infrastructure projects to include critical social sector investments in sectors such as health, education, water and waste treatment.

    Note the minutes of VGF, its meaning, funding mechanism, various sectors included and its nodal ministry etc. UPSC can ask static statements based question.

    What is the move?

    • Now, under this scheme, private sector projects in areas like wastewater treatment, solid waste management, health, water supply and education, could get 30% of the total project cost from the Centre.
    • Separately, pilot projects in health and education, with at least 50% operational cost recovery, can get as much as 40% of the total project cost from the central government.
    • The Centre and States would together bear 80% of the capital cost of the project and 50% of operation and maintenance costs of such projects for the first five years.

    Viability Gap Funding (VGF) Scheme

    • Viability Gap Finance means a grant to support projects that are economically justified but not financially viable.
    • The scheme is designed as a Plan Scheme to be administered by the Ministry of Finance and amount in the budget are made on a year-to-year basis.
    • Such a grant under VGF is provided as a capital subsidy to attract the private sector players to participate in PPP projects that are otherwise financially unviable.
    • Projects may not be commercially viable because of the long gestation period and small revenue flows in future.
    • The VGF scheme was launched in 2004 to support projects that come under Public-Private Partnerships.

    Its’ funding

    • Funds for VGF will be provided from the government’s budgetary allocation. Sometimes it is also provided by the statutory authority who owns the project asset.
    • If the sponsoring Ministry/State Government/ statutory entity aims to provide assistance over and above the stipulated amount under VGF, it will be restricted to a further 20% of the total project cost.

    VGF grants

    • VGF grants will be available only for infrastructure projects where private sector sponsors are selected through a process of competitive bidding.
    • The VGF grant will be disbursed at the construction stage itself but only after the private sector developer makes the equity contribution required for the project.
  • Gujarat Maritime Cluster Project at GIFT City

    The Gujarat Maritime Cluster coming up in the GIFT (Gujarat International Finance Tec-City) City at Gandhinagar will be a dedicated system to address logistics of ports and seaways.

    Try answering this:

    Q.What do you mean by Central Business Districts? How it is different from a Special Economic Zone (SEZ)?

    What is a Maritime Cluster?

    • The concept of the maritime cluster is new to India, but these clusters have been driving some of the most competitive ports of the world like Rotterdam, Singapore, Hong Kong, Oslo, Shanghai, and London.
    • Simply put, a maritime cluster is an agglomeration of firms, institutions, and businesses in the maritime sector that are geographically located close to each other.

    Gujarat Maritime Cluster

    • While the project was conceptualized back in 2007, it received in-principle approval from the state government only in 2015.
    • The Gujarat Maritime Board (GMB), a nodal agency of the Gujarat government, has been trying to develop such a cluster at GIFT City in the state capital Gandhinagar.
    • This cluster will initially consist of Gujarat-based shipping lines, freight forwarders, shipping agents, bunker suppliers, stevedores, and shipbrokers with chartering requirements.
    • In the second stage, the cluster would attempt to bring Indian ship owners, ship operators, Indian charterers and technical consultants scattered in cities like Mumbai, Chennai, and Delhi to Gujarat.
    • Thereafter it would target to attract global players in the maritime sphere.

    Need for a maritime cluster

    • This project will try to bring back businesses that have migrated over the years to foreign locations due to the absence of the right ecosystem in the country.
    • Gujarat has a lot of ports and handles 40 per cent of the country’s cargo, but it does not target the entire value chain.
    • Since we didn’t have the ecosystem, a lot of Indian companies have moved to foreign locations. For instance, Adani Group has the biggest port in Gujarat, but for their chartering needs, they are based out of Dubai.

    Back2Basics: GIFT City, Gandhinagar

    • GIFT city is India’s first operational smart city and international financial services centre (much like a modern IT park).
    • The idea for GIFT was conceived during the Vibrant Gujarat Global Investor Summit 2007 and the initial planning was done by East China Architectural Design & Research Institute (ECADI).
    • Currently approximately 225 units/companies are operational with more than 12000 professionals employed in the City.
    • The entire city is based on concept of FTTX (Fibre to the home / office).The fiber optic is laid in fault tolerant ring architecture so as to ensure maximum uptime of services.
    • Every building in GIFT City is an intelligent building. There is piped supply of cooking gas. India’s first city-level DCS (district cooling system) is also operational at GIFT City.
  • SpaceX-NASA’s Crew-1 Mission

    SpaceX’s Crew Dragon spacecraft will lift off carrying a crew of four people to the International Space Station (ISS) on a six-month-long mission.

    What is the Crew-1 Mission?

    • The mission is part of NASA’s Commercial Crew Program, whose objective is to make access to space easier in terms of its cost.
    • This will carry four astronauts on NASA missions, maintaining a space station crew of seven to maximize time dedicated to scientific research on the orbiting laboratory.
    • With this, the cargo and crew can be easily transported to and from the ISS, enabling greater scientific research.
    • At the ISS, the crew will join the members of Expedition 64, the space station crew currently in residence at the ISS.

    Mission goals

    • The goals of the mission are the same as that of Expedition 1 that lifted off 20 years ago.
    • NASA has called both of these ISS missions “historic”.
    • At the ISS, the Crew-1 team will join members of Expedition 64 and conduct microgravity studies and deliver new science hardware to ISS.
    • Once in orbit, NASA astronauts will collect samples to provide data to scientists back on Earth so that they can continue to study how dietary changes affect his body.
    • The crew will also study the effects of dietary improvements on immune function and the gut microbiome and how those improvements can help crews adapt to spaceflight.

    The term micro-g environment is more or less synonymous with the terms weightlessness and zero-g, but with an emphasis on the fact that g-forces are never exactly zero—just very small.

  • [pib] PLI Scheme extended to 10 key Sectors

    The Union Cabinet has unveiled the Production-Linked Incentive (PLI) Scheme to encourage domestic manufacturing investments in ten key sectors.

    PLI Scheme

    • The PLI scheme aims to boost domestic manufacturing and cut down on imports by providing cash incentives on incremental sales from products manufactured in the country.
    • Besides inviting foreign companies to set shop in India, the scheme aims to encourage local companies to set up or expand, existing manufacturing units.

    UPSC can directly as the sectors included in the PLI scheme. Earlier it was only meant for Electronics manufacturing (particulary mobile phones).

    What was the earlier PLI Scheme?

    • As a part of the National Policy on Electronics, the IT ministry had notified the PLI scheme on April 1 this year.
    • The scheme will, on one hand, attract big foreign investment in the sector, while also encouraging domestic mobile phone makers to expand their units and presence in India.
    • It would give incentives of 4-6 per cent to electronics companies which manufacture mobile phones and other electronic components.
    • A/c to the scheme, companies that make mobile phones which sell for Rs 15,000 or more will get an incentive of up to 6 per cent on incremental sales of all such mobile phones made in India.
    • In the same category, companies which are owned by Indian nationals and make such mobile phones, the incentive has been kept at Rs 200 crore for the next four years.

    10 new sectors added

    The ten sectors have been identified on the basis of their potential to create jobs and make India self-reliant, include:

    1. Food processing
    2. Telecom
    3. Electronics
    4. Textiles
    5. Speciality steel
    6. Automobiles and auto components
    7. Solar photo-voltaic modules and
    8. White goods such as air conditioners and LEDs
  • Strengthening the public health capacities in disasters

    The article highlights the importance of the robust public healthcare system for the disaster preparedness and suggests linking it with the primary healthcare.

    Reactive approach to disasters

    • In 2005, India enacted the Disaster Management Act, which laid an institutional framework for managing disasters across the country.
    • Under the Act, reactive, ad hoc measures applied in the event of a disaster, was to be replaced with a systematic scheme for prevention, mitigation, and responding to disasters of all kinds.
    • Disaster management considerations were to be incorporated into every aspect of development and the activities of different sectors, including health.
    • While some headway has indeed been achieved, the approach continues to be largely reactive.
    • Significant gaps remain particularly in terms of medical preparedness for disasters.

    Medical preparedness for disasters

    • Two important lessons emerge:-
    • First, health services and their continuing development cannot be oblivious to the possibility of disaster-imposed pressures.
    • Second, the legal framework for disaster management must push a legal mandate for strengthening the public health system.

    Role of private health sector during disaster

    • Instances of overcharging during Covid illustrates how requisitioning of private sector services during disasters can hardly be a dependable option in the Indian context.
    • This is particularly important since the future development of hospital care services is being envisaged chiefly under publicly financed health insurance, which would very likely be private-sector led.
    • The Indian private sector landscape, characterised by weak regulation and poor organisation, is incapable for mounting a strong and coordinated response to disasters.
    • During disasters, the limited regulatory ability could be further compromised.
    • While publicly financed insurance could be a medium to introduce some order into this picture, a large majority of private hospitals in the country are small enterprises which cannot meet the inclusion criteria for insurance.
    • Many of these small hospitals are also unsuitable for meeting disaster-related care needs.
    • Punitive action against non-compliant requisitioned hospitals becomes tricky during disasters since health services are already inadequate.
    • Private hospitals are known to prefer lucrative and high-end ‘cold’ cases, especially under insurance, and are generally averse to infectious diseases and critical cases with unpredictable profiles.

    Need for strong public sector capacities

    • Due to the above-cited limitations of the private sector, strong public sector capacities are imperative for dealing with disasters.
    • While the Disaster Management Act does require States and hospitals to have emergency plans, medical preparedness is a matter of policy, and, therefore, gaps are pervasive.
    • There is a strong case for introducing a legal mandate to strengthen public sector capacities via disaster legislation.
    • There is also scope for greater integration of disaster management with primary care.
    • Primary care stands for things such as multisectoral action, community engagement, disease surveillance, and essential health-care provision, all of which are central to disaster management.

    Way forward

    •  Evidence supports the significance of robust primary care during disasters, and this is particularly relevant for low-income settings.
    • Synergies with the National Health Mission, concurrently with the Disaster Management Act in 2005, could be worth exploring.
    • Interestingly, the National Health Mission espouses a greater role for the community and local bodies, the lack of which has been a major criticism of the Disaster Management Act.
    • Making primary health care central to disaster management can be a significant step towards building health system and community resilience to disasters.

    Consider the question “Robust public healthcare system is indispensable for the disaster preparedness which could be achieved through making the primary healthcare central to the disaster management. Comment.

    Conclusion

    While the novel coronavirus pandemic has waned both in objective severity and subjective seriousness, valuable messages and lessons lie scattered around. It is for us to not lose sight and pick them up.

  • State Pollution Control Boards

    The article deals with the issues faced by the State Pollution Control Boards.

    Role of CPCB and State Pollution Control Boards

    • The pollution crisis is a highly complex, multi-disciplinary issue with several contributory factors.
    • To address this crisis, India has a plethora of rules, laws and specialised agencies which, at least on paper, seem very impressive.
    • The footsoldiers of India’s battle against polluters are its officials at the state pollution control boards.
    • The Central Pollution Control Board (CPCB) based in Delhi is generally well funded and resourced, unlike the state pollution control boards (SPCBs) that are in charge of implementation of the rules that CPCB writes.

    5 issues faced by SPCBs

    1) Shortage of Staff

    • As an illustration, the Haryana State Pollution Control Board has been operating with a 70 per cent staff shortage.
    • What this means practically is that a single officer is tasked to handle the demands of pollution control for an entire district without any subordinate technical staff.
    • This comes at the cost of not being able to do inspections and other core pollution control work.

    2) Lack of specialisation

    • The officers at the SPCBs do not get to develop any specialisation.
    • The CPCB has a decent workforce and robust laboratories, where scientists once recruited get to work and excel in a particular area.
    • On the other hand, SPCBs don’t have such a stratified system, and the same officer is in charge of all these pollution categories, making it impossible to gain expertise and excel in any one area.

    3) Lack of legal skills to take on pollutors

    •  SPCBs lack the necessary legal skills to take on polluters.
    • While a legal cell may exist at the head office of a SPCB, they have few full-time public prosecutors there.
    • As a result, engineering graduates in district SPCB offices —  have to play the role of lawyers and develop legal paperwork that often falls short of holding polluters to account.
    • Clerks and superintendents at courts often refuse to file cases, pointing at flaws that someone not trained in law would naturally make.

    4) Lack of funds

    • SPCBs are chronically underfunded.
    • For instance, the funds of several SPCBs such as Haryana’s largely come from “No Objection Certificates” and “Consent to Operate” that the boards grant to industries and projects, rather than budgetary allocations by the government.
    • Owing to this, SPCB officials are unable to spend on critical functions.

    5) Additional duties

    • SPCB officials are at times given additional responsibilities that are unrelated to pollution control.
    • Haryana’s SPCB, for instance, has poultry farms under its ambit.

    Consider the question “Dealing with the crisis of air pollution need coordination at various levels and the State Pollution Control Boards play an important role in it. In light of this, examine the challenges and suggest the steps needed to empower them.”

    Conclusion

    India must empower SPCBs to act by giving them the necessary funds, human resources, tools and technologies.