Crest Learning UPSC

(Centralised Public Grievance Redress and Monitoring System). • What CPGRAMS does: • Online platform for citizens to lodge complaints • Routes grievances to concerned ministries/states • Tracks disposal and pendency • Government response: • Measures taken to reduce pendency • Focus on time-bound disposal and monitoring • Why it matters: • High number reflects citizen awareness and accessibility • Also indicates governance and service delivery gaps takeaway Rising grievances highlight both improved citizen access to the state and persistent gaps in public service delivery.

(Centralised Public Grievance Redress and Monitoring System). • What CPGRAMS does: • Online platform for citizens to lodge complaints • Routes grievances to concerned ministries/states • Tracks disposal and pendency • Government response: • Measures taken to reduce pendency • Focus on time-bound disposal and monitoring • Why it matters: • High number reflects citizen awareness and accessibility • Also indicates governance and service delivery gaps takeaway Rising grievances highlight both improved citizen access to the state and persistent gaps in public service delivery.

• India is among 47 Member States that paid their dues on time and in full. • These countries are placed on the UN’s “honour roll”. • What is the UN Regular Budget: • It funds the day-to-day functioning of the UN (Secretariat, political missions, administration). • Contributions are mandatory, not voluntary. • Significance for India: • Shows India’s image as a responsible and reliable global actor. • Strengthens India’s moral and diplomatic standing in UN reforms debates. • Supports India’s claim for a greater role in global governance (e.g., UNSC reforms). takeaway Timely payment of UN dues reinforces India’s credibility as a responsible stakeholder in multilateral governance.

➡️More Money for Defence, Now Fix the Process 1. Core Message • India has significantly increased defence spending, • but money alone will not improve military capability unless processes are reformed. 2. What is Positive in the Budget • Defence budget rose by 15%, reaching ~2% of GDP. • Capital expenditure increased by over 22%, reversing years of neglect. • Strong push for modernisation: • Air Force: 32% hike • Army (heavy vehicles & weapons): 30% hike • 75% of capital procurement reserved for domestic industry, including private players. • Defence production has risen 174% since 2014–15. • Defence exports reached ₹23,000 crore (from ₹1,000 crore in 2014). 3. Hidden Problems Behind the Numbers (a) Capital vs Revenue Imbalance • Capital spending is only ~21.8% of MoD budget (earlier it was ~28% in the late 1980s). • Large share still goes to salaries and pensions, limiting modernisation. (b) Bureaucracy & Delays • Procurement system is complex and slow. • Example: • Project 75 submarines approved in 1997, delivery expected in 2030s. • Rafale deal conceptualised in 1990s, realised only in 2019–20. • Due to delays, MoD had to return ₹12,500 crore of unused capital funds in FY 2024–25. 4. R&D: The Weakest Link • Defence R&D remains scattered and poorly coordinated. • India’s total R&D spending: ~0.66% of GDP. • Compare: • Japan: ~3.7% of GDP, mostly private-sector driven. • Private sector participation in defence R&D is minimal. • Research often does not translate into usable military technology. 5. Strategic Blind Spot (Implicit Criticism) • Defence budget is still seen through a “guns vs butter” lens. • Authors argue defence should be seen as: • A growth engine • A driver of manufacturing, jobs, and technology • Example: • Indigenous shipbuilding has a 6.5× employment multiplier. • Border Roads Organisation supports both security and development. 6. International Comparison • Countries with lower threat levels also spend more: • Japan: ~2.2% of GDP • Australia & Europe increasing defence allocations • India’s threat environment is much higher, yet spending efficiency remains weak. 7. Core Problem India does not suffer from lack of defence funding as much as from slow procurement, weak R&D, and bureaucratic inertia. 8. Way Forward (Implicit Recommendation) • Simplify defence procurement procedures. • Ensure time-bound acquisition and delivery. • Integrate and strengthen defence R&D. • Treat defence spending as part of industrial and economic strategy, not just security. Takeaway Without fixing processes, higher defence budgets risk producing more paperwork than power.

➡️Health-care Component of Budget 2026 1. Big Picture • Budget 2026 increases health spending in absolute terms, • but fails to raise health spending as a share of GDP, which is the real concern. 2. Key Numbers (What the data shows) • Total health allocation: ₹1.05 lakh crore • Increase: ~10% over last year (RE) • But health spending is only: • ~1.9% of total government expenditure • ~0.26% of GDP 🔹Meaning: Spending is rising, but not fast enough compared to India’s economy. 3. What the Budget Does Well (Positive Side) • Biopharma SHAKTI scheme (₹10,000 crore): • Aim: Make India a global hub for biologics and biosimilars • Clinical trials infrastructure: • Network of 1,000 accredited trial sites • Boosts medical R&D (long-neglected area) • Education & Training: • New NIPERs and modernisation of existing ones • Training: • 1 lakh allied health professionals • 1.5 lakh care workers for elderly • Affordability measures: • Customs duty exemption on 17 cancer drugs • Lower TCS on medical and education remittances (5% → 2%) 🔹These steps improve access, affordability and research capacity. 4. What the Budget Fails to Do (Core Criticism) • Government had promised: • 2.5% of GDP on health by 2025 (National Health Policy, 2017) • Budget 2026 falls far short of this target. • Allocation to National Health Mission (NHM) has declined. 🔹This weakens: • Primary healthcare • Preventive care • Rural and public health systems 5. Federalism Concern (Hidden Issue) • Centre is relying more on States to spend on health due to fiscal devolution. • Risk: • Rich States spend more • Poor States lag behind 🔹Result: Uneven and patchy health outcomes across India. 6. Why the Budget Is Called a “Mixed Bag” • More spending in: • Pharmaceuticals • Research • Training • Less commitment to: • Public health systems • GDP-linked health expenditure • Equity across States 7. Core Takeaway • The Budget improves how healthcare works, • but does not sufficiently expand how much India spends on health. conclusion India’s health budget shows progress in quality and innovation, but weak commitment to scale and equity.

➡️The Fading of India’s Environmental Jurisprudence • Judiciary is increasingly prioritising development and infrastructure over ecological protection. • Courts are relying on technical and procedural criteria (like height, paperwork, clearances) → instead of ecological science (groundwater, biodiversity, fragility). • In cases like Aravalli hills, mangroves, and Himalayan highways: • Natural ecosystems are treated as replaceable • Compensatory afforestation is wrongly seen as an adequate solution. • Environmental Impact Assessment (EIA) is being diluted: • Post-facto clearances allowed • Environmental damage assessed after it occurs, not before. • Large infrastructure and corporate projects get easier approvals, while citizens’ objections are treated as obstacles to development. • This reflects a shift in judicial philosophy: • Earlier: Precautionary principle, public trust doctrine • Now: Leniency, procedural compliance, ease of doing business • Such dilution weakens: • Article 21 (right to healthy environment) • Article 48A (state duty) • Article 51A(g) (citizen duty) • The core warning: • If courts stop acting as environmental guardians, • There is no institution left to prevent irreversible ecological damage. takeaway Environmental jurisprudence is fading not by repeal of laws, but by their weak interpretation and enforcement.

➡️India’s Climate Ambitions vs Budgetary Allocations 1. Why in News • Union Budget 2026–27 announced money for clean energy and climate action. • Experts say money given is less than what India’s climate goals need. 2. Core Issue • India wants fast climate action. • But the budget support is cautious and limited. • This creates a gap between promises and actual action. 3. What India Has Promised • India aims for Net Zero by 2070. • India wants to cut emissions intensity by 45% by 2030. • Climate action now affects trade, jobs and growth, not just the environment. 4. What the Budget Provides • Solar PV localisation – ₹4,500 crore → Helps reduce dependence on Chinese solar imports. → Amount is too small to build large-scale manufacturing. • PM Surya Ghar Muft Bijli Yojana – ₹22,000 crore → Promotes rooftop solar for households. → Saves electricity bills and reduces power losses. → Faces issues like discom cooperation and upfront cost. • CCUS – ₹20,000 crore (5 years) → Helps capture carbon from steel and cement industries. → Funding is enough only for testing and pilots, not mass use. • Green Hydrogen → Seen as fuel of the future. → High costs and low demand slow actual spending. • Nuclear Energy → Import duty removed till 2035 to cut costs. → Still slow due to safety concerns and long construction time. 5. Why CBAM Makes It Urgent (Trade Angle) • European Union will tax carbon-heavy imports (CBAM). • Indian steel and aluminium exports will be affected. • So, cutting emissions is now needed to protect exports. 6. Main Problems in Implementation • Climate technologies are expensive. • Private companies fear financial and policy risks. • Discoms and states lack capacity. • Policies exist, but execution is slow. 7. Way Forward • Increase funding from pilot level to full scale. • Focus first on steel, cement and aluminium. • Use green bonds and blended finance. • Give clear, long-term policy signals to investors. 8. Conclusion • India has strong climate intent but limited budget support. • Without more funding and faster execution, goals may remain on paper only.

DPIIT has revised the definition of Startups where it has increased the Turnover/Annual sales to 'Rs. 200 crores' It has also provided a new definition of 'Deep Tech Startup' till 20 years of incorporation and Turnover up till Rs. 300 crores.

6 feb………👇

➡️HRW • Type: Independent, non-governmental, non-profit international human rights organisation • Founded: 1978 (initially as Helsinki Watch) • Headquarters: New York City, USA • Operational presence: Research and advocacy in 90+ countries

Issue in News • Human Rights Watch (HRW) warned that Donald Trump’s return to the White House is accelerating a democratic backsliding in the U.S., contributing to a global decline in democracy to its lowest level in four decades. Core Claims by HRW • Authoritarian drift: Concentration of executive power, pressure on institutions, and weakening of checks and balances. • Human rights impact: Curtailment of civil liberties, erosion of minority protections, and hostile rhetoric translating into restrictive policies. • Global context: Fits into a wider pattern of democratic recession worldwide, amplifying risks to rule of law. Why the Assessment Matters • The U.S. sets global democratic norms; regression there has spillover effects on international human rights standards and accountability. • HRW’s findings influence UN debates, foreign policy discourse, and civil society advocacy. Institutional Snapshot (Prelims) • Nature: Independent, non-profit international NGO (founded 1978; HQ: New York). • Mandate: Investigate, document, and advocate against human rights violations globally. • Methods: Field research, country/thematic reports, advocacy with governments and UN mechanisms (e.g., HRC, UPR). • Funding: Private donations/foundations (no government funding). Exam Pointers • Attribute assertions to HRW (secondary source). • Distinguish clearly: HRW ≠ UN body. • Link to themes: rule of law, separation of powers, civil liberties, democratic backsliding. One-line Conclusion • HRW’s warning frames recent U.S. developments as part of a broader global democratic decline, underscoring the role of independent watchdogs in safeguarding human rights norms.

➡️Cooperative cab service “Bharat Taxi” Why in news • Amit Shah launched India’s first cooperative-based ride-hailing platform, Bharat Taxi, under the Ministry of Cooperation. What is Bharat Taxi • A cooperative ride-hailing platform where drivers (called sarathis) are owners, not just service providers. • Designed as an alternative to aggregator-based models (e.g., commission-heavy platforms). Key features • Ownership model: Driver-owned cooperatives → profits/value accrue to members. • Driver welfare: • Personal accident insurance: ₹5 lakh • Family health insurance: ₹5 lakh • Incentives: Top-performing sarathis to be honoured. • Expansion plan: Rollout across all States & cities within 2 years. • Institutional tie-ups: 9 MoUs with public & private stakeholders. Institutional framework • Nodal Ministry: Ministry of Cooperation (policy, promotion of cooperatives). • Operational structure: Multi-State/State cooperative societies of drivers. • Stakeholders: Driver cooperatives, State transport authorities, insurers, tech partners. Why it matters • Economic democracy: Aligns with cooperative principles—member ownership, democratic control, surplus sharing. • Social security: Formal safety nets for gig workers. • Policy alignment: Supports cooperative federalism and platform cooperativism in the gig economy.

1. Indian Mountaineering Foundation (IMF) • Type: Autonomous body under Ministry of Defence • Established: 1958 • Headquarters: New Delhi • Role (Mountaineering): • Nodal agency for granting expedition permissions in India • Issues peak-wise approvals, liaison with States/Army • Frames safety & expedition guidelines • Earlier role in fees: Collected expedition fees for notified peaks (now waived for Indians for 83 peaks) 2. State Forest Departments • Legal basis: Indian Forest Act, 1927 + State forest laws • Role: • Clearance for climbs in Reserved/Protected Forest areas • Enforce wildlife & environmental norms • Ensure compliance with eco-sensitive zone rules • Earlier role in fees: Charged forest/eco fees for expeditions • Current change: State governments bear these costs 3. State Governments • Role: • Notify peaks open for mountaineering • Bear expedition-related fees (for the 83 notified peaks) • Coordinate with IMF, Forest Dept., local administration • Objective: Promote adventure tourism, local livelihoods, youth participation 4. Ministry of Defence (MoD) • Administrative control: Oversees IMF • Relevance: • High-altitude training relevance (armed forces, disaster response) • Strategic oversight in border Himalayan regions 5. Local Administration (District Authorities) • Role: • Law & order, logistics, disaster management support • Coordination with SDRF/NDRF during expeditions

➡️The Budget and the imperative of fiscal consolidation Why in news • Union Budget 2026–27 stresses fiscal consolidation while scaling up growth-oriented capital expenditure, especially in advanced technology sectors. Core theme • Balancing growth (Viksit Bharat 2047) with debt sustainability, amid slowing revenue buoyancy and rising interest burdens. Key takeaways with data 1. Shift in expenditure composition (positive structural change) • Revenue expenditure share fell from ~88% (2014-15) to ~77% (2026-27 BE) → ~11 percentage-point decline. • Capital expenditure (Capex) share increased, signalling focus on asset creation. • Capex/GDP remained high post-COVID, supporting growth. 🔹Structural correction improves long-term growth potential but needs sustained execution. 2. Capex growth momentum is slowing (concern) • Capex growth: 28.3% (2023-24) → 10.8% (2024-25) → ~4.2% (2025-26 RE). • 2026-27 BE capex growth ~11.5%, only marginally above assumed nominal GDP growth (~10%). • Capex stays around ~3.1% of GDP → no major step-up. 🔹Without faster capex growth, multiplier effects may weaken. 3. Revenue buoyancy is weakening • Gross tax buoyancy (2026-27 BE): ~0.8 (benchmark ≈1). • Direct taxes buoyancy: ~1.1 (share ~61%). • Indirect taxes buoyancy: ~0.3 (share ~39%), largely due to GST underperformance. • GST collections not keeping pace with GDP growth. 🔹Indirect tax reform & GST efficiency are critical for consolidation. 4. Fiscal consolidation pace has slowed • Annual reduction in fiscal deficit/GDP: • ~0.7 pp (2023-24) → 0.4 pp (2025-26 RE) → 0.1 pp (2026-27 BE). • Strategy shift from fiscal deficit targeting to debt-GDP targeting lacks clarity. 👉 UPSC angle: FRBM Act, 2018 targets • Debt-GDP: 40% (Centre) • Fiscal deficit: 3% of GDP → Budget does not clearly map the glide path. 5. Rising debt servicing burden • Effective interest rate on Centre’s debt (2026-27 BE): ~7.1%. • Interest payments ≈ 40% of revenue receipts. • High interest outgo crowds out primary expenditure. 🔹Debt sustainability depends as much on growth & revenue mobilisation as on deficit control. 6. Centre–State fiscal dynamics • 16th Finance Commission kept States’ share in central taxes at 41%. • Reduction in grants (especially revenue deficit grants) → lower transfers to States compared to FC-15. • States’ fiscal space constrained while capex expectations rise. Overall assessment • Strengths: • Clear capex orientation, tech-led growth vision, post-COVID fiscal correction. • Concerns: • Slowing capex growth, weak GST buoyancy, rising interest burden, opaque debt-reduction roadmap. Way forward • Explicit glide path for debt-GDP & fiscal deficit with assumptions on nominal GDP. • GST reforms: rate rationalisation, compliance, plug leakages. • Sustain capex growth > nominal GDP growth to preserve multiplier effects. • Debt management to reduce interest-revenue ratio. • Strengthen Centre–State fiscal coordination. conclusion Budget 2026–27 advances structural reform through capex but fiscal consolidation now hinges on reviving tax buoyancy and clearly anchoring debt sustainability.

• Khejri (Prosopis cineraria) is Rajasthan’s State tree and a keystone species in desert ecology. Why Khejri matters • Ecological role: Nitrogen-fixing tree; improves soil fertility, prevents desertification, supports biodiversity. • Livelihood link: Leaves (loong) used as fodder; pods used locally; shade for crops (agro-forestry). • Cultural-historical value: Central to Bishnoi traditions; linked to the Khejarli sacrifice (1730)—early environmental conservation movement. • Climate relevance: Enhances resilience in Thar desert conditions; carbon sequestration and micro-climate regulation. Key concerns raised • Development vs environment trade-off in a water-scarce, desert ecosystem. • Procedural safeguards: Adequacy of environmental clearances, public consultation, and alternatives assessment. • Inter-generational equity: Long-term ecological costs vs short-term infrastructure gains. Legal–policy context • Constitutional backing: • Art. 48A (State to protect environment) • Art. 51A(g) (Citizen’s duty) • Statutory framework: Forest/Tree protection rules; Environmental Impact Assessment (EIA) norms; compensatory afforestation—often questioned for desert efficacy. • Judicial principles: Sustainable development, precautionary principle, public trust doctrine.