💥Mains Ready By December. Smash Mains & Smash PYQ Admissions Open

Subject: Structural reforms and Actions

  • Eyes on the road

    Why in the News

    A Supreme Court Bench has asked the Road Transport Ministry to consider a petition seeking a reduction in road traffic deaths through habituating the use of seat belts and helmets. The Court referred the petition to the Centre rather than issuing directions itself, a departure from the interventionist posture it took on road safety in 2019. India carries about 1 per cent of the world’s vehicular fleet and about 11 per cent of the world’s road traffic fatalities, and widespread non-compliance with seat belts and helmets is part of the reason. The measures the petition turns on protect occupants of enclosed vehicles, and the largest share of India’s road deaths is among people who are not inside one. A strategy built on restraint use therefore reaches a minority of the mortality it is meant to reduce.

    What is the ‘Safe System’ approach?

    1. Its starting assumption: The approach assumes that road users will not behave perfectly, so the road environment is designed to absorb error rather than to punish it.
    2. What it acts on: It works on both the probability of a crash occurring and the severity of the crash when one does occur.
    3. Where it places responsibility: Responsibility is shared between the user and the agencies that design, build and manage roads, rather than resting on the user alone.

    Why does enforcing restraint use reach only a third of road mortality?

    1. The fatality mix is dominated by unenclosed users: Road Transport Ministry data for 2024 recorded two-wheeler riders at 46.2 per cent and pedestrians at 20.6 per cent of road deaths.
    2. The arithmetic of the enforcement case: Seat belts and child restraints protect only occupants of enclosed vehicles, so better enforcement of their adoption addresses the reasons underlying one-third of total mortality.
    3. What restraint use does prevent: Post-crash investigations have repeatedly found victims ejected from vehicles, or killed in secondary collisions against the vehicle’s own interior.
    4. Children are the exception within the enclosed group: Child vulnerability is raised by the patchy use of child restraint systems and of rear-seat belts.

    Where does the enforcement and compliance model fall short?

    1. Policing capacity is the binding constraint: Actual policing is wanting, including because of chronic shortages in traffic police cadres.
    2. The vehicle is a lever that is not being used: Manufacturers can be required to fit tamper-proof seat belt reminders, and modification of those systems after purchase can be blocked.
    3. The statute already provided the machinery: The Motor Vehicles (Amendment) Act, 2019 instituted or scaffolded various mechanisms to prevent road traffic deaths, and national data so far show no evidence of improvement at the scale India needs.
    4. The social reinforcement is missing: India lacks a public culture that reinforces safe behaviour and deters unsafe behaviour, so compliance depends on the presence of an enforcer.

    Does responsibility for a crash rest with the user or with the road?

    1. The user side is real but bounded: Individual responsibility matters, and so does the duty of care owed by schools and similar institutions.
    2. The design duty does not transfer: Governments are still expected to design roads on the assumption that not everyone will behave perfectly, which is a standard no individual user can satisfy on the state’s behalf.
    3. The dominant violation points away from habit: Speeding has been found to be the dominant recorded violation associated with fatalities, and a national strategy aimed at removing the opportunities for vehicles to reach high speeds may yield greater gains than a further compliance drive.
    4. Neither level of government has taken the design route: The ‘Safe System’ approach has not been systematically employed by the Union government or by State governments.

    What would a Safe System require governments to do?

    1. Identify and fix the locations that concentrate deaths: Accident-prone locations are identified and then rectified, so the same site stops producing crashes.
    2. Build environments that compensate for error: Physical design absorbs a mistake instead of converting it into a fatality.
    3. Reduce children’s exposure to two-wheeler traffic: The exposure itself is treated as the risk, rather than the child’s compliance with a restraint.
    4. Improve timely access to trauma care: Survival after a crash depends on the speed with which definitive care is reached.
    5. Act on severity as well as frequency: The two objectives are distinct, and a measure that lowers crash numbers without lowering impact forces leaves mortality where it was.

    Challenges to adopting the Safe System approach in India

    1. A single corridor has several road owners: A highway passing through a city changes hands between the national authority, the State works department and the municipal body, each with its own design standard. Eg. Urban stretches of national highways inside municipal limits are maintained by the local body, and the corridor itself remains a national highway.
      The Fix: Assign one accountable road owner per corridor, with a statutory duty to rectify identified black spots, meaning locations carrying a recorded cluster of fatal crashes.
    2. Vehicle safety regulation is built around the car: Crash protection standards and consumer ratings cover enclosed vehicles, and the largest share of deaths is among riders. Eg. Crash test ratings under the Bharat New Car Assessment Programme apply to cars and not to two-wheelers.
      The Fix: Extend a crash protection rating and mandatory anti-lock braking across the two-wheeler fleet, and separate rider space on high speed corridors.
    3. Black spot rectification is treated as a works item: Fixing a fatal cluster is funded and measured as civil construction rather than as a safety outcome. Eg. Black spots are carried on a rolling ministry list and closed on completion of the works, not on a subsequent fall in fatalities.
      The Fix: Make an independent road safety audit a condition for opening and for reopening a corridor, with the audit report published.
    4. Trauma care is not built to the clock that decides survival: The referral chain is organised by administrative geography rather than by response time. Eg. Cashless treatment for road accident victims during the first hour after a crash was provided for in the Motor Vehicles (Amendment) Act, 2019, and the scheme giving effect to it was notified only in 2025.
      The Fix: Map every high fatality corridor to a designated trauma facility within a stated response time, and fund the ambulance network against that map.
    5. Children travel on two-wheelers under rules nobody checks: The safeguards for a child pillion exist on paper and form no part of routine enforcement. Eg. The Central Motor Vehicles Rules were amended in 2022 to require a crash helmet and a safety harness for a child aged nine months to four years, with a speed cap of 40 kmph.
      The Fix: Enforce the harness and the speed cap through school transport regulation and checks at school gates, where the exposure is concentrated and repeated daily.

    Conclusion

    The referral leaves the design question with the executive, which is where the power to answer it sits. A programme built on habituating restraint use can raise measured compliance without moving the fatality curve, because the users dying in the largest numbers are not inside a vehicle at all. The unresolved question is whether safety is treated as a behaviour problem, which makes the citizen the variable, or as a design problem, which makes the road authority the variable. What to watch is whether the Road Transport Ministry’s response to the petition commits to speed management and corridor redesign with State-level targets, or to another enforcement drive.

    Back2Basics: Motor Vehicles (Amendment) Act, 2019

    1. What it amended: It amended the Motor Vehicles Act, 1988, the central statute governing licensing, registration, permits, traffic regulation and third party insurance.
    2. Penalties: It raised the penalties for offences including over-speeding, drunken driving, driving without a licence, and failure to wear a helmet or a seat belt.
    3. Institutions it provided for: It provided for a National Road Safety Board to advise the Centre and the States on road safety and traffic management standards.
    4. Victim support: It provided for a Motor Vehicle Accident Fund to give compulsory insurance cover to all road users in India, and for protection of a Good Samaritan who assists an accident victim.

    Matching Previous Year Question

    “[2014, GS3, 12 marks] National Urban Transport Policy emphasises on ‘moving people’ instead of ‘moving vehicles. Discuss critically the success of the various strategies of the Government in this regard.”

  • Policy contradictions among various competing sectors and stakeholders have resulted in inadequate ‘protection and prevention of degradation’ to environment. ” Comment with relevant illustration.

    While environmental protection is constitutionally mandated (Article 48A, 51A(g)), it is marked by overlapping sectoral priorities and fragmented institutional mandates.

    Policy Contradictions Among Various Competing Sectors

    Energy vs. Environment – Expansion of coal-based thermal power leads to deforestation, displacement, and carbon emissions. Eg- Coal block allocations in Hasdeo Arand (Chhattisgarh)

    Agriculture – MSP policy promotes water-intensive crops like paddy and sugarcane, leading to water scarcity, salinity, and soil degradation. Eg- Over-extraction of groundwater in Punjab and Haryana.

    Industry vs. Environmental Regulation – Ease of Doing Business reforms relax environmental clearances (EIA 2020 draft allows post-facto approvals).

    Infrastructure vs. Ecosystem Stability – Eg- Projects like Bharatmala, Char Dham Highway, and river-linking projects lead to habitat fragmentation and increased disaster vulnerability.

    Tourism – Unregulated eco-tourism and pilgrimage infrastructure stress fragile ecosystems. Eg- Joshimath Crisis.

    Urban Development – Unplanned urbanisation encroaches upon natural drainage systems. Eg- Chennai floods (2015) due to wetland encroachment; Bengaluru lake pollution.

    Policy Contradictions Among Various Competing Stakeholders

    Central vs. State Governments – Conflict between industrial promotion by states and environmental clearance norms by Centre.

    Government vs. Local Communities – Top-down project approvals often ignore Gram Sabha consent under Forest Rights Act (2006). Eg- Niyamgiri Case

    Corporate Interests vs. Civil Society – Private sector prioritizes profit, while NGOs and activists demand sustainability. Eg- Industrial pollution in Sterlite Copper Plant (Thoothukudi).

    Judiciary vs. Executive – Eg- NGT banned illegal constructions in Aravalli Hills (Gurugram, 2018) and Delhi Ridge

    Inter-Ministerial Contradictions – Eg- MoEFCC seeks conservation, while the Ministry of Coal or Power pushes extraction projects.

    Way Forward

    Integrated Policy – Establish a National Council for Sustainable Development (NCSD) under NITI Aayog. Model it on the UK’s Department for Environment, Food & Rural Affairs.

    Whole-of-Government Approach – Institutionalize inter-ministerial task forces for projects with ecological sensitivity.

    Implement committee recommendations like Madhav gadgil Committee on Western Ghats

    Green Budgeting – Integrate ecosystem valuation and environmental costs into budgets.

    Create National Environmental Information Grid (NEIG) for real-time monitoring of forests, emissions, and water resources.

    Community Participation – Ensure FRA and PESA provisions are respected in all forest and mining projects through joint monitoring committees including tribal representatives.

    These measures can help align the developmental process with SDG-13 (Climate Action) and India’s Panchamrit targets.

  • The need for cooperation among various service sector has been an inherent component of development discourse. Partnership bridges bring the gap among the sectors. It also sets in motion a culture of ‘Collaboration’ and ‘team spirit’. In the light of statements above examine India’s Development process.

    The Indian Constitution envisions a Welfare State under the DPSP (Articles 36-51), mandating the State to ensure social, economic, and political justice through equitable development.

    Need for Cooperation Among Service Sectors

    Complex Interdependence – Development issues are multi-dimensional.

    Integrated Development Approach

    Inter-sectoral Coordination

    Efficiency and Resource Optimization

    Innovation and Knowledge Sharing

    Inclusive Governance and development through participation

    Accountability and Transparency

    India’s Development Process through Collaborative Partnerships

    Government-Private Sector Partnership (PPP) – Eg- Smart Cities Mission, Ayushman Bharat Digital Mission

    Inter-Governmental Collaboration – Eg- NITI Aayog’s Governing Council, PM Gati Shakti Master Plan

    Government-Civil Society Partnership – Eg- SEWA and PRADAN partner with government programmes for women’s empowerment and livelihoods.

    Public-Private-Community Partnerships (PPCP) – Eg- Swachh Bharat Mission combines government funding, corporate CSR, and community action.

    Technology and Data Collaborations – Eg- UPI integrate government, fintech, and private service sectors.

    Achievements

    Economic – Fastest growing Economy

    Infrastructure Efficiency through PPPs

    PPP projects worth under implementation (DEA, 2024).

    NH construction speed increased from 12 km/day (2014) to 37 km/day (2023).

    Financial Inclusion via Digital Collaboration

    UPI transactions exceeded ; serves 491 million individuals and 65 million merchants.

    JAM trinity enabled by eliminating subsidy leakages (BlueKraft, 2024).

    Water and Sanitation Progress through Multi-Stakeholder Models

    Jal Jeevan Mission: 15 crore households connected to tap water (2025).

    Swachh Bharat Mission: Rural open defecation reduced from 55% (2014) to near zero (2020).

    Decentralized Development through Cooperative Federalism

    15th Finance Commission devolved directly to PRIs and ULBs for local service delivery.

    Aspirational Districts Programme: 95% districts show improvement in health & education indicators (NITI Aayog, 2023).

    Self-Help Group (SHG) movement: 9.3 crore women linked to banks under DAY-NRLM, with credit linkage of (2024).

    Limitations

    Institutional Fragmentation – Overlapping jurisdictions and poor coordination between Centre, State, and local bodies. Eg- Delays in PM Awas Yojana (Urban)

    Capacity Deficit at Local Levels – lack of 3F’s

    Incomplete or outdated local datasets hinder data-driven decision-making.

    Weak Accountability – Eg- Inadequate social audit mechanisms

    Digital Divide – Eg- NFHS-5 (2021) showed only 43% of rural households have internet access, affecting e-governance uptake.

    Trust Deficit between Stakeholders – Eg- CSO perceived as anti-development or foreign influenced.

    Funding and Regulatory Constraints: Tightened FCRA norms and compliance burdens for NGOs.

    Way Forward for Collaborative Partnerships

    Adopt Best Practices

    Kerala’s People’s Plan Campaign

    Participatory Budgeting in porto alegre brazil

    Institutional Convergence and Coordination – Eg- Expand PM Gati Shakti model to social sectors like health and education.

    Capacity Building through Digital Governance – Eg- Kerala’s Information Kerala Mission digitized local governance workflows.

    Decentralized Governance based on principle of subsidiarity.

    Data Integration through NDAP, GIS platforms, and PRAGATI dashboards for evidence-based decisions.

    A coordinated, transparent, and participatory relations between various service sectors can truly make development inclusive, sustainable and rapid.

  • ‘In the context of neo-liberal paradigm of development planning, multi-level planning is expected to make operations cost effective and remove many implementation blockages.’-Discuss.

    The Indian Constitution envisions a Welfare State under the DPSP (Articles 36-51), mandating the State to ensure social, economic, and political justice through equitable development. Neo-liberal paradigm of development planning has redefined how welfare objectives are pursued.

    Characteristics of the Neo-Liberal Paradigm of Development Planning

    Market Orientation – Eg- 1991 economic reforms.

    Decentralized Governance – Eg- 73rd & 74th Amendments.

    Outcome-Based Planning

    Public-Private Partnerships (PPP) – Eg- Smart Cities Mission.

    Ease of Doing Business

    Technology-Driven Governance – Eg- DBT.

    Fiscal Prudence – Eg- rationalisation of CSS

    Multi-Level Planning for Cost-Effectiveness

    Integrated Planning removes duplication and overlapping Eg- Aspirational Districts Programme converges 15+ central schemes for health, education, and livelihoods.

    Bottom-Up Planning ensures context-specific solutions reflecting local needs and geographies. Eg- Village Development Plans by Gram Sabhas

    Participatory Decision-Making empowers Gram Sabhas, SHGs, and local NGOs, leading to community ownership and reduced wastage. Eg- Social Audits under MGNREGA.

    Data-Driven planning and resource allocation. Eg- PM Gati Shakti Mission

    Fiscal Accountability – Eg- 15th Finance Commission introduced performance-linked local grants for service delivery.

    Multi-Level Planning for Removing Implementation Blockages

    Inter-Governmental Coordination among Centre, States, and Local Bodies. Eg- PM Gati Shakti National Master Plan links 16 ministries through a single GIS platform for synchronized infrastructure rollout.

    Streamlined Administrative Processes reduces bureaucratic red tape and delays.

    Real-Time Monitoring allows early identification of bottlenecks and mid-course correction. Eg- PRAGATI platform facilitates top-level review and resolution of project delays.

    Capacity Building – Multi-tier structure enables technical support and training from higher levels to local planners. Eg- karmayogi iGot Platform

    Crisis Management – Decentralized governance strengthens resilience during natural disasters or pandemics.

    Challenges in Multi-Level Planning

    Institutional Fragmentation – Overlapping jurisdictions and poor coordination between Centre, State, and local bodies. Eg- Delays in PM Awas Yojana (Urban)

    Capacity Deficit at Local Levels – lack of 3F’s

    Fiscal Dependence on state and central grants. Eg- Only 10% of ULBs generate sufficient own-source revenue (NITI Aayog).

    Incomplete or outdated local datasets hinder data-driven decision-making.

    Political Centralization – Eg- District Planning Committees (Article 243ZD) remain underutilized in most states.

    Weak Accountability – Eg- Inadequate social audit mechanisms

    Way Forward for Strengthening Multi-Level Planning

    Adopt Best Practices

    Kerala’s People’s Plan Campaign

    Participatory Budgeting in porto alegre brazil

    Institutional Convergence and Coordination – Eg- Expand PM Gati Shakti model to social sectors like health and education.

    Capacity Building through Digital Governance – Eg- Kerala’s Information Kerala Mission digitized local governance workflows.

    Decentralized Governance based on principle of subsidiarity.

    Data Integration through NDAP, GIS platforms, and PRAGATI dashboards for evidence-based decisions.

    A coordinated, transparent, and participatory planning ecosystem can truly make development inclusive, sustainable and rapid.

  • “In contemporary development models, decision-making and problem-solving responsibilities are not located close to the source of information and execution, defeating the objectives of development.” Critically evaluate.

    Contemporary development models

    Neoliberal – privatization, and deregulation

    Technocratic Model – Data driven governance

    Donor-Driven Model

    PPP Model

    Participatory Development Model

    Decision-Making and Problem-Solving Not Close to Ground

    Centralized Policy Design, with limited input from grassroots institutions. Eg- Uniform guidelines under PMAY-Gramin

    Bureaucratic Hierarchies lead to delayed responses. Eg- delays in fund release under MGNREGA due to multi-tier approvals.

    Technocratic and Data-Centric Planning leads to exclusion of indigenous knowledge.

    Weak Decentralization – PRIs and ULBs lack fiscal and functional autonomy. Only 40% of states have functional District Planning Committees (NITI Aayog, 2022).

    Lack of Coordination – ministries and departments work in silos. Eg- Smart Cities Mission: 60% projects delayed due to poor coordination.

    Lack of Participatory democracy – Communities are treated as beneficiaries rather than partners in development.

    Political and Fiscal Centralization through centrally sponsored schemes

    Regulatory Capture – Eg- Nexus of Bureaucracy-Politicians-Corporate. (Vohra Committee)

    Counter-Argument

    73rd & 74th Constitutional Amendments empowered PRIs and ULBs for local governance and participatory planning.

    Gram Panchayat Development Plans (GPDPs) institutionalized bottom-up planning in over 2.6 lakh Panchayats.

    Aspirational Districts Programme (ADP) – Promotes data-driven local governance with district-level flexibility and real-time monitoring.

    PM Gati Shakti National Master Plan – Integrates 16 ministries on a GIS-based platform to align planning and execution at ground level.

    Mission Karmayogi – Builds capacity of field-level officials for local problem-solving and citizen-centric service delivery.

    Cooperative Federalism via NITI Aayog – Governing Council enable state-specific and local feedback-based planning.

    Community-Led Models – Swachh Bharat Mission and Jal Jeevan Mission emphasize village-level implementation and monitoring.

    State Level Measures – Kerala’s People’s Plan Campaign

    Way Forward

    Capability Approach – increase spending on Health (2.5%of GDP) and Education (6% of GDP)

    Adopt Best Practices – Participatory Budgeting in porto alegre brazil

    Decentralized Governance based on principle of subsidiarity.

    “Growth becomes meaningful only when it expands human freedom and capability.” – Amartya Sen

    For this, decision-making authority and problem-solving responsibilities should be at the grassroots level.

    Social Justice

    Government Policies and Interventions for Welfare Schemes for Vulnerable Sections