Daily Current Affairs

2023

Current Affairs

Rani Durgavati

Context: The martyrdom of Rana Durgavati was celebrated in Madhya Pradesh as part of an initiative to honour the contributions made by individuals from marginalized social and caste groups who may not have received widespread recognition.

Rani Durgawati's Early Life:

Rani Durgavati
  • Rani Durgavati, ruled over the Gondwana kingdom from 1550 until 1564.
  • Born in the fortress of Kalinjar, located in the present-day Banda district of Uttar Pradesh.
  • Her father, Raja Salbahan of Ratha and Mahoba, was a descendant of the famous Chandelas. 
  • She was married to Dalpat Shah, the son of King Sangram Shah of the Garha Kingdom, sealing an alliance between the Chandela Rajputs and the Rajgonds of the Garha-Mandala dynasties.
  • After the untimely death of her husband in 1550, Rani Durgavati took the reins of the Gondwana kingdom.

Rani Durgavati’s rule:

  • With the support of her trusted advisors, Diwan Adhar Kayastha and Man Thakur, she skillfully managed the administration, promoting peace, trade, and goodwill throughout her realm.
  • To strengthen her kingdom's defenses, Rani Durgavati decided to move her capital from the Singorgarh Fort to the strategically important Chauragarh Fort, nestled in the Satpura hill range. This relocation further fortified her position and prepared her kingdom for potential conflicts. 
  • Rani Durgavati also undertook various developmental projects, including the construction of reservoirs like Ranital, Cherital, and Adhartal, for the benefit of her subjects.
  • She was a patron of learning and allowed Acharya Bitthalnath to establish a seat of the Pushtimarg Cult at Garha.
  • Under Rani Durgavati's rule, the boundaries of her kingdom were consolidated, and she led her army to quell rebellions. The majority of the population consisted of Gond tribesmen living in villages.
  • The kingdom's strength lay in its well-equipped army, comprising cavalry, war elephants, and a large infantry. During the period between 1555 and 1560, Durgavati repulsed the attacks of Baz Bahadur.

War with the Mughals (Battle of Damoh/Narrai):

  • In 1562, the Mughal Empire, under the leadership of Emperor Akbar, conquered Malwa, bringing the Mughal dominion closer to the borders of Rani Durgavati's realm.
  • As tensions escalated, Mughal general, Abdul Majid Asaf Khan, who had recently vanquished the ruler of Rewa, set his sights on Rani Durgavati's prosperous kingdom.
  • When news of the impending attack reached Rani Durgavati, she made a courageous decision to defend her kingdom, despite being outnumbered and outgunned by the Mughal forces.
  • Although her advisor, Diwan Beohar Adhar Simha (Adhar Kayastha), warned her about the strength of the enemy, she believed that it was better to die honorably than to live a life of disgrace.
  • Rani Durgavati positioned her forces in Narrai, a valley situated between a hilly range on one side and the Gaur and Narmada rivers on the other. In a valiant display of bravery, Rani Durgavati's son, Vir Narayan, joined the battle and pushed the Mughal army back thrice.
  • However, he was wounded and forced to retreat to safety. As the battle raged on, Rani Durgavati sustained severe injuries. Faced with the inevitability of defeat, Rani Durgavati took her own life on June 24, 1564.
  • Her act of self-sacrifice and unwavering determination in the face of overwhelming odds earned her the status of a martyr, and her martyrdom day is commemorated as ‘Balidan Diwas’ to this day.

Garha-Mandala Kingdom

  • The Garha Mandala or Garha Katanga, held the distinction of being the first major kingdom established by the Gond tribe and exerted significant control over Central India during its zenith.
  • It was founded by Jadurai, a Gond leader who ascended to the throne after overthrowing the Kalchuri Rajputs of Garha-Mandala, where he had previously served in the court.
  • Initially, the Garha-Mandala kingdom was a relatively small territory, and its early rulers focused on consolidating their authority.
  • Kharji (1440-1460) expanded the kingdom's army, and his grandson Sukhandas (1480-1500) incorporated Rajputs into both the military and administration.

Reign of Sangram Shah: 

  • The kingdom experienced rapid expansion under the reign of Sangram Shah, who conquered territories such as the Narmada Valley, Bhopal, Sagar, Damoh, and most of the Satpura hills. 
  • Sangram Shah captured 52 forts, leading to the construction of the Chouragrh Fort in Narsinghpur as a testament to his conquests.
  • He was also renowned as a patron of arts and literature and possessed extensive knowledge of Sanskrit, with one of his notable works being the Rasratnamala.
  • During his reign, the capital of the Garha kingdom was Singhorgarh. 

Chandelas of Jejakabhukti

Chandelas of Jejakabhukti
  • The Chandelas ruled in Central India during the 9th to 13th centuries. 
  • Initially subordinate to the Gurjara-Pratiharas, the Chandelas emerged under Nannuka's leadership, ruling a small kingdom centered around Khajuraho.
  • Vakpati, Nannuka's successor, achieved victories against various adversaries, while his sons Jayashakti and Vijayashakti further consolidated Chandela’s power.
  • The Chandela territory was named ‘Jejakabhukti’ after Jayashakti, as per a Mahoba inscription.

Art and Architecture of Chandelas:

  • The Chandelas left a lasting legacy through their cultural accomplishments, including the construction of temples, water bodies, palaces, and forts. 
  • The most renowned examples of their artistic and architectural prowess are the Hindu and Jain temples at Khajuraho.
  • Other important strongholds of the Chandelas were Jayapura-Durga (now Ajaigarh), Kalanjara (now Kalinjar), and Mahotsava-Nagara (now Mahoba). 
  • Under the reigns of Yashovarman, Dhanga, and Vidyadhara, the Lakshmana Temple (c. 930-950 CE), the Vishvanatha Temple (c. 999-1002 CE), and the Kandariya Mahadeva Temple (c. 1030 CE) were built, respectively. 
  • These temples, following the Nagara architectural style, are considered prime examples of the highly developed style present in Khajuraho.
  • The Chandelas engaged in battles with neighboring dynasties, such as the Paramars and Kalachuris, and faced invasions from northern Muslim dynasties like the Ghaznavids and Ghurids.
  • The Chandela rule declined by the early 13th century due to invasions by the Chahamanas and Ghurids.

National Time Release Survey 2023

Context: Central Board of Indirect Taxes & Customs (CBIC) has released National Time Release Survey 2023 report. The National Time Release Study 2023 will establish baseline performance against National Trade Facilitation Action Plan Target 2020-2023 to reduce the overall cargo release time.

About Time Release Survey

image 106
  • Time Release Study (TRS) is a performance measurement tool that aims to present quantitative measure of the cargo release time, defined as the time taken from arrival of the cargo at the Customs station to its out of charge for domestic clearance in case of imports and arrival of cargo at the Customs station to the eventual departure of the carrier in case of exports. Thus, it measures efficiency of trade flows. 
  • Import Release Time: Arithmetic mean of the period between 'arrival of goods' & customs' granting of 'out of charge'.
  • Export Release Time: Arithmetic mean of the time between cargo's arrival at the port & its physical departure from port/customs station. 
  • It will help identify existing procedural bottlenecks impacting trade of goods & will recommend corresponding policy & procedural changes.

National Time Release Survey 2023

  • NTRS 2023 presents port-category wise average release time for the current year, based on sample period of January 1-7, 2023, comparing the same to the average release time during the corresponding periods 2021 and 2022:
    • Assess progress made towards National Trade Facilitation Action Plan targets.
    • Identify impact of various trade facilitative measures, particularly 'Path to Promptness'.
    • Identify challenges to more expeditious reduction in release time.
  • Ports included: Seaports, Air cargo complexes (ACCs), Inland Container Depot (ICDs) and Integrated Check Posts (ICPs) accounting for 80% of bills of entry & 70% of shipping bills (approx) filed in the country.
  • NTRS 2023 has placed much greater focus on measurement of export release time by making a distinction between regulatory clearance, which gets completed with grant of Let Export Order (LEO) and physical clearance which occurs on completion of logistics processes with departure of carrier with the goods. 

Findings of NTRS 2023

  • Average import release time has improved by reduction of time by 20% for ICDs, 11% for ACCs & 9% reduction for seaports in 2023 over 2022. The measure of standard deviation is found to be lower, indicating a greater certainty of expeditious release of imported cargo.
  • Adopting the benchmark of regulatory clearance, NTFAP release time target has been achieved for all port categories. Extent of certainty regarding the bettered average release time has improved.

Reasons for the improvement of release times

Improved release time is the result of efforts of various stakeholders including Customs, Port Authorities, Customs Brokers & Participating Government Agencies in implementing various trade facilitation. 

National Trade Facilitation Action Plan 2020-23

Aims to transform the cross-border clearance ecosystem through efficient, transparent, risk-based, coordinated, digital, seamless and technology driven procedures supported by state of art seaports, airports, land border crossings, rail, road and other logistics infrastructure. 

National Trade Facilitation Action Plan will be National Committee on Trade Facilitation to be headed by Cabinet Secretary.

Bring down overall cargo release time

For imports: Within 48 hours for sea cargo, inland container depots & land customs stations and 24 hours of Air cargo.

For exports: Within 24 hours of sea cargo, inland container depots & land customs stations and 12 hours for Air cargo.

Objectives

  • Improve India's ranking on Trading Across Borders indicator of World Bank's Doing Business ranking under 50.
  • Reduction in cargo release time.
  • Enables paperless regulatory environment.
  • Establish transparent & predictable legal regime.
  • Improved investment climate through better infrastructure.

Path to progress

  • Advance filing of import documents enabling pre-arrival processing.
  • Risk based facilitation of cargo
  • Benefits of trusted client program - Authorised Economic Operators.

Indo-China Border Management: 3 years after Galwan clash

Context: The Galwan clash of June 15-16, 2020 marked a watershed in India-China ties, which were already tense after the Chinese in April intruded into several places in Eastern Ladakh that are claimed by India. The Foreign Minister of India said despite many rounds of negotiations and engagement at multiple levels, the military tensions continue. India has said there can be no normal ties if China breaches border agreements.

image 105

About Galwan Clash

  • A clash in Galwan in June 2020 happened when the Chinese People’s Liberation Army pitched tents and an observation post on India’s side of the LAC. 
  • After a general agreement on disengaging in the Galwan sector earlier in June, the Chinese agreed to withdraw. 
  • But on the night of June 15, 2020, a disagreement over the continued presence of the Chinese led to the bloodiest clash between India and China since 1975 resulting in the deaths of 20 Indian and four Chinese soldiers.

Border dispute between India-China

  • The Line of Actual Control (LAC) is the demarcation that separates Indian-controlled territory from Chinese-controlled territory. 
  • India considers the LAC to be 3,488 km long, while the Chinese consider it to be only around 2,000 km. 
  • It is divided into three sectors: the eastern sector which spans Arunachal Pradesh and Sikkim, the middle sector in Uttarakhand and Himachal Pradesh, and the western sector in Ladakh.
  • Disputes:
  • Western sector (China is seeking claims): Trig Heights in the Daulat Beg Oldie (DBO) area, Demchok, Depsang Bulge, Galwan, Pangong Lake, and Hot Springs.
  • Middle sector: Barahoti pasture north of Chamoli in Uttarakhand.
  • Eastern sector: The 1914 McMahon Line serves as the alignment of the LAC in the eastern sector, although minor disagreements exist over the ground locations in accordance with the high Himalayan watershed principle. This also applies to specific regions of India's international border, such as Longju and Asaphila.

Border Agreement between India-China

  • In 2012, India and China agreed to establish a Working Mechanism for Consultation and Coordination to “study ways and means to conduct and strengthen exchanges and cooperation between military personnel and establishments in the border areas.
  • The 2013 Border Defence Cooperation Agreement lists several mechanisms to reduce misunderstandings and improve communication
  • It covers border stability and security, information asymmetry, smuggling, socio-economic reconstruction, environment, and disease transmission along the line of actual control.
  • The agreement prohibits either side from tailing the patrols of the other in areas where there is no common understanding of the line of actual control.
  • BDCA mentions the "India-China Strategic and Cooperative Partnership for Peace and Prosperity" and four previous border agreements:
  • Border Peace and Tranquility Agreement, 1993: Agreement on the Maintenance of Peace and Tranquility along the Line of Actual Control in the India–China Border Areas) to maintain the status quo on their mutual border pending an eventual boundary settlement.
  • Agreement on Confidence Building Measures, 1996: It limits the deployment of major categories of armaments close to the LAC, including tanks, infantry combat vehicles, guns with 75-mm or bigger calibre, mortars with 120-mm or above, and various missiles. It also limits combat aircraft from flying within 10 km of the LAC.
  • Protocol for the Implementation of Military Confidence Building Measures, 2005: It seeks to implement the 1993 and 1996 agreements by further detailing the confidence-building measures.
  • Working Mechanism for Consultation and Coordination on India-China Border Affairs, 2012: For improved institutionalized information exchange on border-related issues.

Relations thereafter

  • Three years on, the military tensions continue. India has more than 50,000 troops in Eastern Ladakh, with deployment at forward posts throughout the year.
  • Communication between the two sides had not broken down.

Border management after Galwan Clash

  • 5-point statement: On the ground, after 18 rounds of military level talks India and China have disengaged at five so-called “friction points”, a term favoured by the government to describe the unilateral changes made by the Chinese to the LAC in April 2020.
  • Both sides should take guidance from the consensus of the leaders on developing India-China relations, including not allowing differences to become disputes.
  • The current situation in the border areas is not in the interest of either side and therefore the border troops of both sides should continue their dialogue, quickly disengage, maintain proper distance and ease tensions.
  • The two sides shall abide by all the existing agreements and protocols on China-India boundary affairs and maintain peace and tranquillity in the border areas and avoid any action that could escalate matters.
  • The two sides will continue communications through the Special Representatives mechanism, and meetings of the Working Mechanism for Consultation and Coordination on border affairs will continue.
  • As the situation eases, the two sides should expedite work to conclude new confidence-building measures to maintain and enhance peace and tranquillity in the border areas.
  • Demilitarised “buffer zones” have been established at disputed places such as the north and south banks of Pangong Tso, Patrolling Point (PP) 17 in the Gogra-Hot Springs area etc. There is no clarity about how much land has been converted into buffer zones over the disengagement process.
  • China is also creating infrastructure in the region, including two bridges on its side of Pangong Lake for easier movement from the north bank to the southern bank, and roads and accommodation. India too has been rapidly developing infrastructure on its side building.

Way forward

  • All issues at the LAC need to be resolved in accordance with existing bilateral agreements and commitments.
  • Both countries should take a long-term view, place the border issue in an appropriate position in bilateral relations and promote the transition of the border situation to normalised management.
  • Since the Galwan incident, the two sides have disengaged at multiple friction points even as military and diplomatic talks continue to find a way out of the impasse at Depsang and Demchok.
  • India should boost security forces and border infrastructure in the border areas as the Chinese side has an edge over India in terms of infrastructure and forces in the region.
  • People living in the border areas should be integrated into the developmental mainstream so that they do not feel left behind and leave their homes. This can be done through schemes like Vibrant Villages Program and promoting tourism in the region.
  • Trade and other linkages should be promoted along the land borders with China. This can be done by establishing more trading points and establishing land border trading points.
  • The long-term solution lies in permanently settling the border dispute once and for all. The mechanisms established for settling borders should be taken seriously and both countries should look to settle their differences.

PM Gati Shakti

About PM Gati Shakti

About PM Gati Shakti
  • Prime Minister launched PM Gati Shakti - National Master Plan for Multi-modal Connectivity, essentially a digital platform to bring 16 Ministries including Railways and Roadways together for integrated planning and coordinated implementation of infrastructure connectivity projects.
  • The Multi-modal connectivity will provide integrated and seamless connectivity for the movement of people, goods and services from one mode of transport to another.
  • It will facilitate the last-mile connectivity of infrastructure and also reduce travel time for people.

The vision of PM Gati Shakti

  • PM Gati Shakti will incorporate the infrastructure schemes of various Ministries and State Governments like Bharatmala, Sagarmala, inland waterways, dry/land ports, UDAN etc.
  • Economic Zones like textile clusters, pharmaceutical clusters, defence corridors, electronic parks, industrial corridors, fishing clusters, and agri zones will be covered to improve connectivity & make Indian businesses more competitive.
  • It will also leverage technology extensively including spatial planning tools with ISRO (Indian Space Research Organisation) imagery developed by BiSAG-N (Bhaskaracharya National Institute for Space Applications and Geoinformatics).

Six Pillars of PM Gati Shakti

  1. Comprehensiveness: It will include all the existing and planned initiatives of various Ministries and Departments with one centralized portal. Each and every Department will now have visibility of each other's activities providing critical data while planning & executing projects in a comprehensive manner.
  2. Prioritization: Through this, different Departments will be able to prioritize their projects through cross-sectoral interactions.
  3. Optimization: The National Master Plan will assist different ministries in planning for projects after the identification of critical gaps. For the transportation of goods from one place to another, the plan will help in selecting the most optimum route in terms of time and cost.
  4. Synchronization: Individual Ministries and Departments often work in silos. There is a lack of coordination in the project's planning and implementation, resulting in delays. PM Gati Shakti will help in synchronizing the activities of each department, as well as of different layers of governance, in a holistic manner by ensuring coordination of work between them.
  5. Analytical: The plan will provide the entire data in one place with GIS-based spatial planning and analytical tools having 200+ layers, enabling better visibility to the executing agency.
  6. Dynamic: All Ministries and Departments will now be able to visualize, review and monitor the progress of cross-sectoral projects, through the GIS platform, as the satellite imagery will give on-ground progress periodically and the progress of the projects will be updated on a regular basis on the portal. It will help in identifying the vital interventions for enhancing and updating the master plan.

The Progress of PM GatiShakti

  • In terms of improving the data quality of the NMP, standardizing data layers and establishing Quality Improvement Plan (QIP) mechanism for better planning.
  • To encourage the usage of NMP for social sector planning, five new Ministries are proposed to be on-boarded by PM GatiShakti, in addition to fourteen social sector Departments/Ministries already on board, to augment the socioeconomic development in the country. 
  • In addition to improving the domestic logistics ecosystem, DPIIT is progressively working towards improving EXIM logistics.
  • An EXIM Logistics Group has been formed with other concerned Departments/Ministries.
  •  An action plan for improving the country's performance on each of the Logistics Performance Index (LPI) parameters of the World Bank report will be formulated and executed soon.
  • Efforts are also being made to ensure end-to-end multi-modal tracking of cargo by integrating the Unified Logistics Interface Platform (ULIP) with GSTN data.
  • In order to impart wider understanding and adoption, capacity building of officials at States level is also planned through training modules on PM GatiShakti at Central Training Institutes.

The increasing scope of  PM Gatishakti Beyond the infrastructure sector

  • PM GatiShakti can be effectively leveraged with Area Development Approach to extend benefits to the nation beyond the infrastructure sector in the following manner:
  • The agriculture sector can be supported by setting up common facilities on agricultural lands by cooperatives and start-ups using the integrated framework of PM GatiShakti and data from the National Master Plan (NMP)
  • Area Development Approach under PM GatiShakti can be used for engaging with aspirational districts of NITI Aayog.

The Vaishvik Bhartiya Vaigyanik (VAIBHAV) fellowships programme

Context: Recently the Government of India has launched a new fellowship programme to connect the Indian STEMM diaspora with Indian academic and R&D institutions for collaborative research work leading to sharing of knowledge, wisdom, and best practices in the frontier areas of science & technology.

About The Vaishvik Bhartiya Vaigyanik (VAIBHAV)

About The Vaishvik Bhartiya Vaigyanik (VAIBHAV)
  • The Vaishvik Bhartiya Vaigyanik (VAIBHAV) fellowships programme is to be implemented by the Department of Science and Technology (DST).
  • Ministry of Science and Technology would be award to outstanding scientists/technologists of Indian origin (NRI/OCI/PIO) who are engaged in research activities in their respective countries.
  • The fellowship programme launched as a step to further those efforts by shaping and implementing the VAIBHAV programme, envisages collaboration between scientists of the Indian Diaspora with Indian Higher Educational Institutions (HEIs), Universities, and/ or public funded Scientific Institutions.
  • The VAIBHAV Fellow would identify an Indian Institution for collaboration and may spend up to two months in a year for a maximum of 3 years.
  • The fellowship would include a fellowship grant (INR 4,00,000 per month), international and domestic travel, accommodation and contingencies.
  • The VAIBHAV fellows are expected to collaborate with their Indian counterparts and help initiate research activities in the host institution in the cutting-edge areas of Science and Technology.
  • The 75 selected fellows would be invited to work in 18 identified knowledge verticals including
    • Health
    • Pharma
    • Electronics
    • Agriculture
    • Quantum technology
    • Energy
    • Computer sciences and
    • Material sciences amongst others.

Ports Infrastructure of India

Context: The recently released World Bank’s Logistic Performance Index (LPI) Report 2023 has brought encouraging news for Indian ports as well as for the country’s logistics sector. India has moved up to 22nd rank in the global rankings on the “International Shipments” category from the 44th position in 2014. Moreover, the country has also secured the 38th rank on the LPI score.

image 102

About India’s Port

  • Ports are an essential part of the maritime environment and are like hubs that link sea routes with trade routes on land.
  • There are 12 major ports and 200 non-major ports (minor ports) in the country. While the Major Ports are under the administrative control of the Ministry of Shipping, the non-major ports are under the jurisdiction of respective State Maritime Boards/ State Governments.
  • All the 12 Major ports are functional. Out of the 200 non-major ports, around 65 ports are handling cargo and the others are “Port Limits” where no cargo is handled, these are used by fishing vessels and by small ferries to carry passengers across the creeks, etc.
  • All the 12 Major Ports are governed under the Major Port Authorities Act, 2021.
  • All the Non-Major Ports (minor ports) are governed under the Indian Ports Act of 1908 and regulates the berths, stations, anchoring, fastening, mooring, and unmooring of vessels.
  • Major ports are included in the Indian Constitution's Union list.
  • The Government of India appoints a Board of Trustees to oversee each major port. Their responsibilities include port development, management, and operations.
  • India’s key ports had a capacity of 1,598 million tonnes per annum (MTPA) in FY22. 
  • In FY22, major ports in India handled 720.29 million tonnes of cargo traffic, implying a Compounded annual growth rate  of 2.89% in FY16-22. 
  • Non-major ports accounted for 45% of the total cargo traffic at Indian ports in FY22, due to a significant shift of traffic from the major ports to the non-major ports.

Significance of ports infrastructure

  • Facilitating International Trade: Ports serve as vital gateways for international trade, enabling the movement of goods and commodities between countries. India’s major and minor ports handle about 95% of India’s international trade.
  • Economic Impact: Ports create numerous economic opportunities, generating employment and attracting investments. The Government of India has allowed Foreign Direct Investment (FDI) of up to 100% under the automatic route for projects related to the construction and maintenance of ports and harbours
  • Supply Chain Efficiency: It acts as critical node in global supply chains. They connect different modes of transportation and facilitate the smooth flow of goods from production centers to consumers.
  • Trade Competitiveness: Well-developed ports enhance a country's competitiveness in global markets.
  • Revenue Generation: It is a significant source of revenue for governments through tariffs, customs duties, and other fees levied on cargo handling and related services.
  • Connectivity and Regional Integration: They facilitate trade between neighbouring countries, promote cross-border cooperation, and support the development of economic zones and industrial clusters.
  • Environmental Considerations: Ports are increasingly focusing on sustainable practices and reducing their environmental impact. The focus on decarbonisation in the maritime sector along with the Panchamrit commitments of the government has been reflected in the port sector: There has been a 14-fold increase in the use of renewable energy in major ports over the last eight years. Four of the major ports now generate more renewable energy than their total energy needs.

Challenges in India’s port connectivity

  • Prolonged ship turnaround times: India's ports experience lengthy ship turnaround times. For instance, the normal ship turnaround time at Singapore is under a day. However, it takes more than two days in India.
  • Port Congestion: The number of containers, the lack of equipment for managing them, and ineffective operations all contribute to port congestion, which is a major problem. Consider the port of Nhava Sheva as an illustration.
  • Sub-optimal Transport Modal Mix: This is due to a lack of the infrastructure required for evacuation from both large and minor ports.
  • Protracted inspections and scrutiny: Despite India’s customs processes rapidly moving towards paperlessness and digitisation, cargo and other maritime activities are nevertheless the subject of protracted inspections and scrutiny.
  • Issues with technology and inadequate infrastructure are present in non-major ports, where there aren't enough berths or ones that are long enough for vessels to berth properly.
  • Different administrations are in charge of major and minor ports. The regulatory framework is also rigid.
  • Spills or leaks from cargo loading and unloading and pollution from oil spills are widespread during port operations due to a lack of respect for environmental rules and standards.
  • The majority of port development and initiatives result in the displacement of people for example Mundra in Gujarat and Gangavaram Port in Andhra.
  • Dredging: Some Indian ports particularly those on the east coast and near the Gulf of Mannar are prone to excessive siltation which reduces their capacity.

Government Initiatives

  • The Harit Sagar Green Port guidelines: It aims to bring about a paradigm shift towards safe, efficient, and sustainable ports while implementing sound environmental practices among all stakeholders.
  • National Logistics Portal (Marine): It is a single-window digital platform for all stakeholders including those engaged in cargo services, carrier services, banking and financial services, and government and regulatory agencies. 
  • Sagar Setu app: It facilitates seamless movement of goods and services in ports while substantially enhancing the ease of doing business.
  • Major Port Authorities Act, 2021 which grants greater autonomy to major ports. 
  • Marine Aids to Navigation Act, 2021 that provides for increased safety and efficiency in vessel traffic services and training and certification at par with international standards.
  • The Indian Vessels Act, 2021 which brings uniformity in law and standardised provisions across all inland waterways in the country. 
  • Maritime India Vision, 2030: It has identified initiatives such as developing world-class Mega Ports, transhipment hubs and infrastructure modernization of ports
  • Sagarmala Project: To promote port-led development in the country through harnessing India’s 7,500 km long coastline, 14,500 km of potentially navigable waterways and strategic location on key international maritime trade routes. The main vision of the is to reduce logistics cost

Way Forward

  • With the increasing participation of the private sector in the port sector,the share of minor ports has been increasing for example Mundra port is highest in terms of number of containers in handled annually. In this respect suitable policy changes is needed to Indian Ports Act of 1908 with present-day requirements.
  • Providers of services such as operation and maintenance, pilotage and harboring and marine assets such as barges and dredgers are benefiting from these investments.
  • Expansion and Modernisation by increasing the capacity of ports to handle larger volumes of cargo, improving berthing facilities, and upgrading storage and handling capabilities. The use of advanced technologies such as automated cranes, robotic systems, and smart port management systems should be explored to optimize operations and improve efficiency.
  • Careful planning should be undertaken to ensure adequate connectivity with road and rail networks to facilitate seamless movement of goods.
  • Coastal Economic Zones (CEZs) provide a conducive business environment, streamlined regulatory processes, and infrastructure support, which can attract manufacturing units, logistics companies, and other industries to set up operations near ports.
  • Efforts should be made to improve connectivity between ports and the hinterland through efficient road and rail networks.
  • India should continue its digital transformation efforts in the port sector. Implementing technologies such as blockchain, Internet of Things (IoT), and data analytics can enhance transparency, efficiency, and security in port operations. Automation of processes, such as electronic documentation, container tracking, and cargo clearance, can help reduce paperwork, delays, and human errors.

Simplifying and streamlining regulatory processes, permits, and clearances related to port infrastructure development can attract investments and expedite project implementation. An efficient regulatory framework can provide certainty to investors and promote ease of doing business in the port sector.

About Logistics Performance Index

  • It is an index compiled by World Bank to help countries identify challenges and opportunities they face in their performance on trade logistics and what they can do to improve their performance. 
  • 139 countries are ranked in the 2023 edition of LPI.
  • 2023 edition of LPI only conducted survey on international component of LPI. Earlier editions of LPI, focused on both domestic & international surveys.

Rankings in Logistics Performance Index 2023: 

  • India's ranking improved by 6 places to reach 38th place on the Logistics Performance Index 2023 as compared to the last edition in 2018. 

India's Improvement in Logistics Performance Index

  • The substantial reduction in the dwell time (the amount of time vessels spend in port actively loading or unloading cargo) at Indian ports. This has reached an optimum level of about three days only as compared to four days in countries like the UAE and South Africa, seven days in the US, and 10 days in Germany. 
  • India has done well in another parameter that measures port operational efficiency: The country’s average turnaround time (TRT) of only 0.9 days is amongst the best in the world. In Belgium, Germany, the UAE, Singapore, Malaysia, Ireland, Indonesia, and New Zealand it is 1.4 days, in the US 1.5 days.
  • This achievement is the result of large investments in the upgradation of infrastructure in the ports and shipping sector in the past few years. There has been a consistent focus on improvements in port efficiency and productivity through reforms, induction of new technologies, a greater thrust on public-private partnership and an overall commitment to the ease of doing business.
  • The capacity at 12 major ports in the country has increased from 871 million metric tonnes (MMT) in 2015 to 1,617 MMT in 2023. 
  • The total capacity of Indian ports has gone up from about 1,560 MMT in 2015 to more than 2,600 MMT. 
  • There has also been a nearly 150 percent increase in the value of operationalisation of PPP projects in the major ports from about Rs 16,000 crore in 2015 to more than Rs 40,000 crore in 2022-23.

Read also: List of Major important ports in India

Integrated Child Development Scheme(ICDS)

About ICDS

  • Launched in 1975, Integrated Child Development Scheme (ICDS) is a unique early childhood development programme.
  • It aims to address malnutrition, health and development needs of children (0 to 6 years), and pregnant and lactating mothers.
  • The Centrally Sponsored Scheme is anchored by the Ministry of Women and Child Development (MoWCD).
  • ICDS consists of 4 different components as shown in the following figure
hVETAOwg2tsSv6KPFI88bdHioVhzIPB5qYwplrGL7GRlAaYyBu51L9owIclV1PjYuV4AX4hDqNAJqIB1P fywAHn0828PRChMD0QMe1NEOyyPkm0P1yQIbYUkvYHGUKVuq94UhLecFtv BmVJODrFpY
  • The Anganwadi Services (under ICDS) is a Centrally Sponsored Scheme and the Government of India releases grants-in-aid to the States / UTs s presently on the following cost-sharing ratio between Centre and States/UTs:
EaOSG2Osvs nRUSfVBfPcJoyPc ZjjDwHdRg4JLQEn5WGrx

Objectives of the Scheme

  • Institutionalise essential services and strengthen structures at all levels:
    • Implementing ICDS in Mission mode to prevent undernutrition
    • Strengthen ICDS- AWC as the first village post for health, nutrition and early learning
    • Focusing on children under 3 years
    • Focusing on early child care and learning environment
    • Moving from outlays to child-related outcomes
    • Fostering decentralisation and community based locally responsive childcare approaches –
  • Enhance capacities at all levels:
    • Vertical integration of training of all functionaries to strengthen field-based joint action and teamwork to achieve desired results and objectives
    • Establish national training resources centres at Central & State levels
  • Ensure appropriate inter-sectoral response at all levels:
    • Ensure convergence at the grassroots level by strengthening partnerships with PRIs, Communities, and Civil Societies to improve Child development services
    • Coordinate and network with all Government & Non- Government Organisations providing services for children
  • Raise public awareness and participation:
    • Strengthen maternal and child care, nutrition and health education
    • Raise public awareness at all levels about the vulnerabilities of children
    • Inform beneficiary groups and the public about the availability of core services
    • Promote social mobilisation and voluntary action
  • Create a database and knowledge base for Child development services:
    • Strengthen ICDS Management Information System (MIS)
    • Use Information, Communication Technology (ICT) to strengthen the information base and share & disseminate information
    • Undertake Research and Documentation

Convergence of Different Ministries & Schemes

The Ministries involved in convergence with ICDS are given in the figure below

mVMvgUBd4gblH7Aaz4EJaHwjCaSUZ6X3q0SzSCBJ1EnuT y7gtg7oCkOFUEJLUXvILIN7aW0waUhRgKKzsSjO4Vez0AwPrgY0cYHPIQiNNS5MG0T Q8MYf9 KujFZfft

Issues associated with ICDS

  • Poor Utilisation of Services: as per NFHS 3, only 32.9% of children used any AWC services. Only 26.5% of children had received Supplementary Nutrition and only 12% regularly received it.
  • Inadequate Anganwadi workers: most of the Anganwadi centres are being handled by only one Anganwadi worker
  • Pooer infrastructure: A disconcerting 2.5 lakh centres operate without functional sanitation facilities and 1.5 lakh centres lack access to potable water. Approximately 4.15 lakh Anganwadi centres do not possess their own pucca building.

Way forward

  • Two worker norm for each Anganwadi centre
  • Improve reporting mechanism
  •  Abn packaged food for the 3-6 year group
  • Increase the involvement of Panchayats/mothers’ group
  • Grading AWCs 
  • Learn from the international experience of Thailand which succeeded in improving child nutrition between 1980 and 1988 and reduced child malnutrition (underweight) from 50 per cent to 25per cent.

Skill Impact Bonds

What are Impact Bonds?

image 101
  • Impact bonds are innovative financing instruments that leverage private sector capital and expertise, with a focus on achieving results. 
  • It shifts the focus from inputs to performance and results. 
  • Rather than a government or a donor fina­ncing a project upfront, private investors (risk investors) initially finance the initiative and are repaid by outcome funders only if agreed-upon outcomes are achieved.

Skill Impact Bond

  • It is a public-private partnership model in India for the skilling and employment sector.
  • As an innovative outcomes-based financing tool that leverages private sector capital and expertise, the Skill Impact Bond shifts its focus from inputs like training and certification to outcomes like job placement and retention for India’s youth.
  • The collaboration also aims at strengthening the capacity of India’s technical and vocational education ecosystem through knowledge exchange, evidence and data generation and mainstreaming good practices.
  • Under the Skill Impact Bond:
    • Risk Investors such as NSDC provided upfront working capital to the trainers to implement skill development programmes. 
    • Service Providers deliver skilling interventions to improve employment outcomes. 
    • Outcome Funders repay risk investors initial investment for each positive outcome achieved. 
    • Third-party Evaluator: The employment outcomes are assessed by an independent third-party evaluator.
  • Targets: To skill and provide employment to 50,000 youths over four years. Sixty per cent of the youths will be women and girls. 
  • Sectors: The trainees are being skilled and provided access to wage employment in sectors that are recovering from the Covid-19 economic shock, such as retail, apparel and logistics.
  • Nodal Authority: It is pioneered by National Skill Development Corporation (NSDC) under the aegis of the Ministry of Skill Development and Entrepreneurship (MSDE) and a coalition of mission-aligned partners.
  • Objective: To transform the way skill training programmes are implemented in the country, with major emphasis on bridging the gap between skilling and employment, especially for women.

Evaluation

  • Until May 2023, the Skill Impact Bond had skilled more than 18,000 first-time job seekers from low-income families, of whom 72 percent were women. 
  • The first cohort of the Skill Impact Bond also indicates a better retention rate in jobs, as one in two women who have enrolled in the training have continued to work in wage employment for three months.
  • This is in stark contrast to other skilling initiatives, as the retention rate in employment hovers at as low as 10 per cent, once the training gets over. 
  • Post-placement tracking and guidance such as regular check-ins with candidates and migratory assistance are unique features under the impact bond that helps women adapt to new environments and challenges, thus reducing dropouts.

World’s Largest Grain Storage Plan in the Cooperative Sector

Context: The Union Cabinet recently approved the constitution of an Inter-Ministerial Committee (IMC) to facilitate the world’s largest grain storage plan in the cooperative sector. The IMC is constituted under the Chairmanship of the Minister of Cooperation. It also consists of three other ministers i.e. the Minister of Agriculture and Farmers Welfare; the Minister of Consumer Affairs, Food and Public Distribution; and the Minister of Food Processing Industries, while the Secretaries will be members of the committee.

What is the world’s largest grain storage plan in the cooperative sector?

image 100
  • Agencies involved in grain management presently:
    • Food Corporation of India (FCI)
    • Central Warehouse Corporation
    • Warehouse Development Regulatory Authority, Railways
    • Civil supply departments of states 
  • Under the new plan, the Ministry of Cooperation aims to set up a network of integrated grain storage facilities through Primary Agricultural Credit Societies (PACS) across the country. There are more than 1,00,000 PACS spread across the country with a huge member base of more than 13 crore farmers. 

Why the need for such a facility?

  • Large Population: India, the most populous country in the world, accounts for 18 per cent (1.4 billion) of the global population (7.9 billion). However, it accounts for only 11 per cent (160 million hectare) of the arable land (1,380 million hectare) in the world. 
  • Food Security Imperative: India also runs the world’s largest food programme under the National Food Security Act, 2013, that covers about 81 crore people. 
  • Present Storage Capacity: India has a foodgrain storage capacity of 145 million metric tonnes (MMT) against the total food production of 311 MMT - which leaves a gap of 166 MMT. 
  • Regional Variation: India has a storage capacity of 47 per cent of its total foodgrains production. At the regional level, only a few southern states have the storage capacity of 90 per cent and above. In northern states like Uttar Pradesh and Bihar, it is below 50 per cent.
  • Prevent Wastage: In the absence of sufficient storage facilities, foodgrains are sometimes stored in the open, which results in damage.
  • Other Countries: China has a storage capacity of 660 MMT, against the total foodgrain production of 615 MMT. USA, Brazil, Russia, Argentina, Ukraine, France, and Canada are among other countries with the capacity to store more food grains than they produce.
  • Therefore, to ensure food security of a billion plus population, a robust network of foodgrain storage facilities becomes essential.

About Integrated Facility

  • New storage plan is based on the hub and spoke model.
  • Of the 63,000 PACS across the country:
    • 55,767 PACS will function as spoke and will have a grain storage capacity of 1,000 metric tonnes each
    • Rest 7,233 PACS will function as hubs and will have a storage capacity of 2,000 metric tonnes each. 
    • Put together, all the 63,000 PACs will have a combined grain storage capacity of 70 million tonnes.
  • Area: Spread over 1 acre of land
  • Cost: The facility will be built at a cost Rs 2.25 crore. 
  • Facilities available: The integrated modular PACS will have a custom hiring centre, a multi-purpose hall - procurement centres, primary processing units for cleaning and winnowing - a storage shed, and container storage and silos.
  • Funding: Of the Rs 2.25 crore, Rs 51 lakh will come as subsidy, while the remaining will come as margin money or loan. It is expected that the PACS will earn Rs 45 lakh in a year.
  • Equipment: PACS will purchase agricultural equipment like tillers, rotary tillers, disc harrows, harvesters, and tractors under various government schemes, such as Sub-Mission on Agricultural Mechanisation (SMAM) and Agriculture Infrastructure Fund (AIF). It will then offer this equipment to farmers on rent.
  • Modern Silos: The modern silos will have the facility of computerised real-time monitoring systems. These will be rented out to the FCI and other private agencies.

Budgetary Allocation

  • The plan does not have a separate allocation.
  • It will be implemented by the convergence of 8 schemes:
  1. Ministry of Agriculture and Farmers Welfare
  • Agriculture Infrastructure Fund (AIF)
  • Agricultural Marketing Infrastructure Scheme (AMI)
  • Mission for Integrated Development of Horticulture (MIDH)
  • Sub Mission on Agricultural Mechanisation (SMAM)
  1. Ministry of Food Processing Industries
  • Pradhan Mantri Formalisation of Micro Food Processing Enterprises Scheme (PMFME)
  • Pradhan Mantri Kisan Sampada Yojana (PMKSY)

(c)  Ministry of Consumer Affairs, Food and Public Distribution

  • Allocation of food grains under the National Food Security Act (NFSA). 
  • Procurement operations at Minimum Support Price (MSP).

Benefits of the Plan

  • Addresses the shortage of storage infrastructure in the country by facilitating establishment of godowns at the level of PACS
  • Enables PACS to undertake other activities: Functioning as Procurement centres for State Agencies/ Food Corporation of India (FCI); Serving as Fair Price Shops (FPS); Setting up custom hiring centres; Setting up common processing units, including assaying, sorting, grading units for agricultural produce, etc.”
  • Brings down post-harvesting losses.
  • Reduces Logistical Cost: Brings down the food grain handling and transportation cost
  • Prevents Distress Sale: Farmers would have a choice to sell their produce depending on the market conditions, and not be forced into distress sale.

Conclusion

  • Therefore, to ensure food security of a billion plus population, a robust network of foodgrain storage facilities becomes essential.

Next Generation administrative reforms to be the Focus at International Institute of Administrative Sciences (IIAS) Conference 2025

Context: India expressed its willingness to host the 2025 IIAS (International Institute of Administrative Sciences) Annual Conference at Kochi, Kerala, in February 2025, with the theme “Next Generation Administrative Reforms – Empowering Citizens and Reaching the Last Mile”.

About Next Generation Administrative Reforms

image 99
  • Prime Minister Modi has given a clarion call for adopting Next Generation Reforms by bridging the gap between government and citizens under the theme Viksit Bharat.
  • The Next Generation Administrative Reforms include
    •  Secretariat Reforms
    • Benchmarking of Governance
    • Redressal of Public Grievances & Improving Service Delivery
    • Recognizing Meritocracy and
    • Replication of good governance practices forms the core of India’s good governance model.
  • The organisational reforms coupled with significant reforms in Personnel Administration represent a paradigm shift in India’s governance models.
  • The adoption of e-governance practices best symbolizes New India’s strong institutions.
  • The best manifestation of the “Maximum Governance – Minimum Government” policy is a “Digitally Empowered Citizen” and a “Digitally Transformed Institution”.

About IIAS

  • The IIAS established in 1930, is a federation of member States, national sections and academic research centres jointly elaborating public administration solutions to the policy challenges of the day with headquarters in Brussels, Belgium.
  • The 2025 Annual Conference of IIAS would be attended by 30 Member Countries, 18 National Sections and over 50 IIAS Universities/ Institutes of Public Administration in Member Countries.
  • The Department of Administrative Reforms and Public Grievances is an institutional member of the International Institute of Administrative Sciences IIAS since 1998.

Pradhan Mantri Primitive Vulnerable Tribal Groups (PM-PVTG) Development Mission and HDI for PVTG

Context: The Union government is now looking to design a survey that can gauge the Human Development Index (HDI) specifically for about 28 lakh people of the Particularly Vulnerable Tribal Groups (PVTGs) living in over 22,000 villages across the country.

image 98

About Pradhan Mantri Primitive Vulnerable Tribal Groups (PM-PVTG) Development Mission

  • In the Budget of 2023-24, a ₹15,000-crore expenditure outlay (to be spent in three years) for the Pradhan Mantri Primitive Vulnerable Tribal Groups (PM-PVTG) Development Mission was announced for the development of PVTG.
  • The programme envisions connecting all 22,544 PVTG villages to basic government services like communications, electricity, public education, healthcare, water supply, and connectivity.
  • HDI for PVTG is a part of the Pradhan Mantri Primitive Vulnerable Tribal Groups (PM-PVTG) Development Mission
  • HDI for PVTG  aimed at:

o   To see how their purchasing capacity is increasing

o   How their economic activities are changing and

o   Whether and what government services and facilities are reaching them.

o   To collect information about the changes in the lives of PVTG and document it simply, make a database from it at the village level.

o   To quantify how government policies are changing their lives.

News consumption falls in India, says study

Context: Reuters Institute Digital News Report 2023 finds a sharp decrease in access to online news, while television, too, sees a decline as a news source; globally, platforms such as TikTok are gaining ground as sources of news among the youth; trend of news avoidance continues in many countries.

image 97

Details of the report

  • India registered a small decrease of 3 percentage points in overall trust in news (38%) from last year’s figure, and was ranked 24th among 46 countries in this regard.
  • Finland remained the country with the highest levels of overall trust in news (69%), while Greece had the lowest levels (19%), globally. 
  • Among individual news brands, public broadcasters like DD IndiaAll India Radio, and BBC News retained high levels of trust among survey respondents in India, emphasising the importance of public service media.
  • YouTube was the most preferred social media platform for news with 56% of the respondents accessing it. WhatsApp (47%) and Facebook (39%) were the next two.
  • Report found that “video-based content, distributed via networks such as TikTok, Instagram and YouTube, is becoming more important for news.
  • The report noted that “stated preferences by audiences to directly visit news websites continue to decline”. Globally, “the proportion that say their main access point is via a news website or app has fallen from 32% in 2018 to 22% in 2023”.

About the publishers

  • The Digital News Report is a research publication of the Reuters Institute for the Study of Journalism at Oxford University. 
  • The Reuters Institute for the Study of Journalism (RISJ) is a UK-based research centre and think tank founded in 2006, which operates Thomson Reuters Journalism Fellowship Programme, also known as the Reuters Fellowship. 
  • The Reuters Institute is the University of Oxford's research centre on issues affecting news media globally