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CURRENT AFFAIRS – 06/02/2024

CURRENT AFFAIRS - 06/02/2024

CURRENT AFFAIRS – 06/02/2024

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  1. CURRENT AFFAIRS – 06/02/2024

CURRENT AFFAIRS – 06/02/2024

World Trade Organisation’s Dispute Settlement Mechanism (DSM)

(General Studies- Paper III)

Source : The Indian Express

The 13th ministerial meeting of the World Trade Organisation (WTO) in Abu Dhabi is set to address the ongoing crisis in the Dispute Settlement Mechanism (DSM), a crucial component of the WTO’s functions.

  • The DSM consists of a binding two-tiered process involving a panel and an appellate body (AB).
  • However, since the end of 2019, the AB has been crippled due to the United States blocking the appointment of new members, leading to a significant impediment in enforcing WTO panel rulings.

Key Highlights

  • At the 12th WTO ministerial meeting, a resolution was made to establish a fully functioning DSM by 2024.
  • Developing countries, including India, have rightfully advocated for the restoration of the AB, emphasizing its importance in providing checks and balances.
  • However, the US’s reluctance to uphold this judicial component raises doubts about the DSM’s return to its previous state.
  • Given this uncertain scenario, developing countries have three potential options to maintain a two-tiered DSM at the WTO:
    • Joining the European Union-led Multi-Party Interim Appeal Arbitration Arrangement (MPIA):
      • The MPIA formalizes the arbitration mechanism already present under the WTO to offer appellate review for panel reports.
      • The procedure mirrors that of the AB, but its voluntary nature implies that each MPIA tribunal would be ad hoc.
      • A drawback is that while MPIA awards are binding on disputing parties, unlike AB rulings, they are not obligatory for adoption by all WTO members.
      • This results in ad hoc rulings, lacking the jurisprudential consistency provided by the AB.
    • Diluted AB as a Second Option:
      • The proposal involves a compromised AB with limited powers, addressing the US’s opposition by truncating its authority, making it deferential to disputing parties.
      • However, concerns arise regarding the compromised role, as it contradicts the intended function of the DSM to provide security and predictability in the multilateral trading regime.
      • This option may not align with the interests of countries like India, as it could weaken the AB’s jurisprudential role.
    • Resurrecting AB with Opt-Out Provision as a Third Interim Option:
      • Scholars Robert Howse and Wenhua Ji propose resurrecting the AB in its original form, pre-2019, but with a significant modification.
      • Countries would have the option to opt out of the AB’s compulsory jurisdiction.
      • Opting out would exclude a country from participating in the appellate process, whether as a complainant or respondent.
      • This model allows for a functional AB for disputes involving willing countries, while disputes with opt-out countries would be limited to a single-tier panel jurisdiction.
      • Critics argue that this compromises the intrinsic nature of a two-tier binding DSM and might exempt the US, a frequent litigator, from the appellate mechanism.

About the World Trade Organization (WTO)

  • The World Trade Organization (WTO) is a prominent intergovernmental organization headquartered in Geneva, Switzerland.
  • Established in 1995, it replaced the General Agreement on Tariffs and Trade (GATT) and serves as the primary global entity regulating and facilitating international trade.
  • Mission and Headquarters:
    • The WTO’s primary mission is to regulate and facilitate international trade among its 164 member states, representing over 98% of global trade and GDP.
    • It operates from its headquarters in Geneva, Switzerland.
  • Rule-Making and Enforcement:
    • Governments utilize the WTO to establish, revise, and enforce rules governing international trade in collaboration with the United Nations System.
    • The organization provides a framework for negotiating trade agreements, aiming to reduce or eliminate tariffs, quotas, and trade restrictions.
  • The WTO facilitates trade in goods, services, and intellectual property among participating countries.
  • Trade agreements negotiated under the WTO are signed by representatives of member governments and ratified by their legislatures.
  • Commencement and Structure:
    • The WTO officially began operations on January 1, 1995, following the Marrakesh Agreement of 1994.
    • Its top decision-making body is the Ministerial Conference, meeting biennially and emphasizing consensus in decision-making.
    • Day-to-day functions are managed by the General Council, comprising representatives from all member states.
  • Administrative Setup:
    • The WTO operates with a Secretariat, led by the Director-General and four deputies, providing administrative, professional, and technical services.
    • The annual budget, approximately $220 million USD, is contributed by members based on their proportion of international trade.

Dealing with government debt

(General Studies- Paper III)

Source : The Indian Express

As the National Democratic Alliance (NDA) government led by Prime Minister Narendra Modi concludes its second term, the impending April-May 2024 national elections will usher in a new government.

  • However, the incoming administration is poised to grapple with a substantial legacy burden in the form of India’s public debt.

Key Highlights

  • Current Debt Scenario:
    • The Modi-led NDA government will conclude its second term with overall public debt surpassing 80% of India’s Gross Domestic Product (GDP) at current market prices.
  • Historical Comparison:
    • Comparisons with the earlier NDA government under Atal Bihari Vajpayee reveal that general government debt (combined domestic and external liabilities of the Centre and states) touched 84.4% of GDP in 2003-04, declining to 66.4% in 2010-11 during the Congress-led United Progressive Alliance (UPA) regime.
    • The debt-GDP ratio rose gradually, reaching 67.7% in 2013-14 and 70.4% in 2018-19 at the end of the UPA’s tenure and the Modi government’s first term, respectively.
  • Recent Debt Dynamics:
    • In the Modi government’s second term, the debt-GDP ratio surged to 75% in 2019-20, peaking at 88.5% in 2020-21 amid pandemic-related challenges.
    • Subsequent fiscal years (April-March) witnessed a decline to 83.8% and 81%, with the International Monetary Fund (IMF) projecting the ratio at 82% in the current fiscal year and 82.4% for 2024-25.
  • The IMF’s projections indicate that while the ratio is expected to ease slightly, it remains close to the high levels observed in the early 2000s, highlighting persistent challenges for managing public debt.
    • The elevated debt-GDP ratio underscores the economic challenges inherited by the next government, necessitating strategic fiscal management and policy decisions to address the legacy burden effectively.
  • Definition of Government Debt:
    • Government debt includes outstanding domestic and foreign loans of the Centre and states.
    • It also incorporates other liabilities such as those related to small savings schemes, provident funds, and special securities issued to entities like the Food Corporation of India, fertiliser firms, and oil marketing companies.
    • Interest and principal amounts borrowed must be repaid.
  • Fiscal Responsibility and Budget Management (FRBM) Law:
    • Enacted in 2003 during the Vajpayee-led NDA government, the FRBM law aimed to bring general government debt down to 60% of GDP by 2024-25.
    • The Centre’s total outstanding liabilities were not to exceed 40% within that timeframe.
  • Deviation from Targets:
    • Despite the FRBM targets, the Centre’s outstanding debt declined from 50.5% of GDP in 2013-14 to 48.1% in 2018-19 at the end of the Modi government’s first term.
    • Subsequently, it increased to 50.7% in 2019-20 and 60.8% in 2020-21, surpassing the original 40% target.
    • In absolute terms, the Centre’s total liabilities more than doubled from Rs 90.84 lakh crore to Rs 183.67 lakh crore between 2018-19 and 2024-25.
    • This doubling took five years, one year shorter than the previous doubling from Rs 45.17 lakh crore in 2011-12, which took seven years.
  • Impact on Interest Payments:
    • The escalation in debt levels has a direct impact on the Centre’s interest payments.
    • The interest-to-GDP ratio declined from 4.7% in 2002-03 to 3.1% by 2010-11.
    • While it stabilized at 3-3.1% till 2019-20, it surged to 3.4% in 2020-21 and further to 3.6% in the current and upcoming fiscal years.
  • The escalation of government debt in India can be attributed to various factors, primarily driven by the disruptions caused by the Covid-19 pandemic.
    • Covid-19 Induced Disruptions:
      • The most apparent factor contributing to the surge in government debt is the impact of Covid-19.
      • Governments were compelled to borrow more to address increased public health and social safety net expenditures amid a decline in revenues.
      • The combined gross fiscal deficit of the Centre and states, representing the gap between total spending and revenue receipts, rose significantly.
      • It increased from 5.8% and 7.2% of GDP in 2018-19 and 2019-20 to 13.1% and 10.4% in the subsequent two fiscal years.
      • India, like many other nations, implemented fiscal stimulus and relief programs to counter the pandemic’s impact.
      • This led to a considerable rise in general government debt globally, including the US, France, the United Kingdom, and China.
      • The Modi government, responding to the crisis, increased spending on income and consumption support schemes.
      • Additionally, it elevated public investments in infrastructure projects such as roads and railways, contributing to the surge in debt.
    • Capital Expenditure Boost:
      • The Centre’s capital expenditure, which had declined from 3.9% to 1.5% of GDP between 2003-04 and 2017-18, saw a revival.
      • It increased significantly to reach 3.2% in 2023-24 and 3.4% in the Interim Budget for 2024-25, driven by investments in infrastructure.
    • The combination of increased spending on Covid-19 relief measures, stimulus packages, and infrastructure investments widened fiscal deficits, contributing to the upward trajectory of government debt.
  • The surge in government debt poses a significant economic challenge, and addressing it requires a strategic approach.
    • Shift in Fiscal Targets:
      • The Fiscal Responsibility and Budget Management (FRBM) Act’s initial targets for limiting the Centre’s gross fiscal deficit to 3% of GDP by 2020-21 have been revised.
      • The Modi government introduced a new “glide path” for fiscal consolidation, aiming for a fiscal deficit-to-GDP ratio “below 4.5%” by 2025-26.
    • Fiscal Consolidation:
      • Fiscal consolidation, through prudent financial management, is essential to control borrowings and prevent excessive additions to the government debt relative to GDP.
      • The goal is to avoid crossing critical thresholds, such as the International Monetary Fund’s warning against the debt-to-GDP ratio surpassing 100%.
    • Denominator Effect:
      • Government debt and fiscal deficits are often expressed as ratios to GDP at current market prices.
      • A significant aspect of debt reduction involves the “denominator effect,” where high nominal GDP growth can alleviate the government’s debt burden.
      • This growth results from both real output increases and inflation.
    • Combining Growth and Fiscal Discipline:
      • The two primary routes to bring down the government debt-to-GDP ratio involve fostering economic growth and controlling inflation.
      • During the period from 2003-04 to 2010-11, India witnessed a substantial decrease in general government debt from 84.4% to 66.4% of GDP, driven by robust average annual GDP growth of 7.4% in real and over 15% in nominal terms, including inflation.
    • India now faces the challenge of addressing the legacy of increased government debt resulting from the Covid-19 pandemic.
    • The recommended strategy involves a balanced combination of fiscal consolidation and sustainable economic growth.

About the Fiscal Responsibility and Budget Management (FRBM) Act

  • The Fiscal Responsibility and Budget Management (FRBM) Act was introduced in 2000 by then Finance Minister Yashwant Sinha, approved by the Union Cabinet in 2003, and became effective on July 5, 2004.
  • This legislation plays a crucial role in shaping India’s fiscal policies, emphasizing transparency, stability, and responsible financial management.
  • Objectives of the FRBM Act:
    • Introducing transparency in fiscal management.
    • Fostering fiscal stability in the country.
    • Providing flexibility to the Reserve Bank of India (RBI) in addressing inflation.
    • Ensuring equitable distribution of India’s debt over the years.
  • Key Features of the FRBM Act:
    • The FRBM Act mandates the government to present essential documents annually in Parliament alongside the Union Budget. These include:
      • Medium-Term Fiscal Policy Statement.
      • Macroeconomic Framework Statement.
      • Fiscal Policy Strategy Statement.
    • Moreover, the Act requires projections of various fiscal parameters like revenue deficit, fiscal deficit, tax revenue, and total outstanding liabilities as a percentage of GDP in the medium-term fiscal policy statement.
  • NK Singh Committee’s Review:
    • In 2016, the government constituted the NK Singh committee to review the FRBM Act’s performance and recommend necessary changes.
    • The committee’s suggestions included targeting a fiscal deficit of 3 percent of GDP up to March 31, 2020, subsequently reducing it to 2.8 percent in 2020-21, and further to 2.5 percent by 2023.

A critical view of the ‘sanitation miracle’ in rural India

(General Studies- Paper II)

Source : TH

Over the past decade, India has witnessed a remarkable improvement in sanitation coverage, aligning with the United Nations’ Sustainable Development Goal 6.

  • The government’s initiatives, starting from the Central Rural Sanitation Programme (CRSP) in 1986 to the Swachh Bharat Mission-Grameen (SBM-G) in 2014, aimed at achieving Open Defecation Free (ODF) status by October 2019.

Key Highlights

  • Sanitation Coverage Achievements:
    • Government data indicates a substantial increase in sanitation coverage from 39% in 2014 to 100% in 2019, primarily attributed to the Swachh Bharat Mission’s success.
    • Following this, Phase II of SBM-G focused on sustaining these achievements, emphasizing solid and liquid waste management.
    • The goal is to transition from ODF to ODF Plus by 2024-25, with approximately 85% of villages already achieving ODF Plus status.
  • Behavioral Patterns and Challenges:
    • Despite the infrastructure development, challenges persist in ensuring behavioral change and sustained usage of sanitation facilities.
    • A National Sample Survey Office (NSSO) survey highlighted that in 2012, even when 59% of rural households lacked toilets, 4% of individuals with access did not use them.
    • Reasons for non-usage included lack of superstructure, malfunctions, unhygienic conditions, and personal preferences.
    • Surveys conducted in 2018 and 2020 revealed disparities among states.
    • In Bihar, Gujarat, and Telangana, a significant percentage of households had toilet access, but a portion of them did not use it.
    • Gujarat faced challenges related to water access, while West Bengal and Gujarat reported instances of collapsed sub-structures and full pits, hindering toilet usage.
    • Additionally, social norms and purity beliefs influenced non-usage in certain regions.
    • Toilets as Storerooms and Alternative Uses:
      • A noteworthy observation was the conversion of toilets into storerooms or alternative spaces due to social norms preventing toilet use.
      • In cases where defecation was discouraged, these facilities were repurposed for bathing and washing clothes, highlighting the complex interplay of cultural factors in sanitation practices.
    • Survey Discrepancies and Unmet Needs:
      • Discrepancies in household toilet access and usage percentages across surveys highlight the challenges in achieving comprehensive sanitation coverage.
      • The National Annual Rural Sanitation Survey (NARSS) Round-3 (2019-20) reported that 95% of the rural population had toilet access, but a significant gap of 10% exists when comparing this to the percentage of people using safe, functional, and hygienic toilets.
      • This discrepancy underscores the need to address both left-out households and unused toilets for defecation.
    • Left-Out Households and Phase II Challenges:
      • Identification of left-out households is crucial, and the data suggests substantial numbers that need coverage in Phase II of sanitation programs.
      • It is imperative for the government to assess and rectify the shortcomings of the previous phase to ensure more inclusive coverage in the current phase.
      • Bridging these gaps is essential for sustained progress in rural sanitation.
    • Factors Influencing Toilet Use:
      • Econometric models reveal that economic conditions, education, and household size significantly influence toilet use.
      • Larger household sizes are associated with lower toilet usage, emphasizing the impact of overcrowding and social norms discouraging simultaneous use of the same toilet.
      • Access to water also plays a pivotal role, with higher toilet usage in villages where households have doorstep access to water.
      • The absence of multiple toilets in larger households and the lack of provisions for attached bathrooms pose challenges to addressing these influencing factors.
    • Jal Jeevan Mission and ODF Plus Villages:
      • The Jal Jeevan Mission (JJM) aims to provide tap water to every household by 2024.
      • However, the study reveals no observed correlation between the per capita central expenses on JJM and the percentage of villages declared ODF Plus across states.
      • Similarly, no relationship exists between the percentage of ODF Plus villages in a state and households with tap connections.
      • This suggests the need for a more integrated approach to align water access initiatives with sanitation goals.
    • Role of Social Networks and Socio-Economic Disparities in Sanitation Behavior:
      • Social norms, operating through social networks, significantly influence toilet construction and usage behaviors in India.
      • The study observes variations in the size and characteristics of these networks across different regions.
      • These social norms suggest that sanitation decisions are often interdependent rather than independent.
      • Sanitation behavior also exhibits variations across socio-economic classes.
      • While NARSS-3 indicates that access to toilets is highest among upper castes (97%) and lowest among Scheduled Castes (95%), a multi-state study reveals a higher percentage of non-users among upper castes compared to backward castes.
      • This underscores the need for sanitation campaigns to address both construction and usage aspects, recognizing the socio-economic nuances in different regions.
      • The study emphasizes the necessity of considering the variation in social networks between villages in sanitation campaign design.
      • Some villages exhibit independent behavioral changes, while others require collective efforts.
      • The observations suggest that Phase II of the Swachh Bharat Mission-Grameen (SBM-G) may not have adequately considered the nuances of social engineering through these networks, especially in a society grappling with regressive norms and caste hierarchy.
    • Lack of Synergy in Public Programs:
      • While significant progress has been made with the construction of around 10 crore toilets between 2014 and 2019 under the SBM-G, achieving collective behavioral change remains a challenge.
      • The study posits that such change is not isolated but dependent on social networks and an overall improvement in living standards, including housing and access to basic services.
      • The lack of coordination among various programs addressing these needs has resulted in a lack of synergy.
      • This uncoordinated approach may lead to inefficient utilization of public finances despite high levels of expenditure.

About Rural Sanitation in India

  • Central Rural Sanitation Programme (CRSP):
    • Launched in 1986, India’s first nationwide rural sanitation initiative, the Central Rural Sanitation Programme (CRSP), aimed to enhance the quality of life in rural areas.
    • However, being supply-driven, highly subsidized, and focusing predominantly on toilet construction, the CRSP did not yield the desired outcomes.
  • Total Sanitation Campaign (TSC):
    • In 1999, recognizing the limitations of the CRSP, the Total Sanitation Campaign (TSC) was introduced.
    • This demand-driven, low-cost approach emphasized mass-level campaigns and aimed to end open defecation, promote safe excreta disposal, hygiene practices, and solid and liquid waste management.
    • The program abandoned capital subsidies for household toilets in favor of motivation, incentives, and holistic education, including in rural schools.
    • It aspired to achieve total sanitation by 2012.
  • Nirmal Gram Puraskar (NGP):
    • Building on the success of the TSC, the Government of India introduced the Nirmal Gram Puraskar (Clean Village Award) in October 2003.
    • This award incentivizes villages (Gram Panchayats) to achieve collective outcomes such as universal toilet coverage, freedom from open defecation, and maintenance of a clean environment.

About Swachh Bharat Mission (Gramin)

  • Launched in 2014, the Swachh Bharat Mission (SBM) stands as the world’s largest sanitation initiative, with the goal of achieving an Open Defecation Free (ODF) India by October 2019, paying homage to Mahatma Gandhi.
  • The initiative resulted in the construction of over 10 crore individual household toilets, elevating sanitation coverage from 39% in 2014 to 100% in 2019, with approximately 6 lakh villages declaring themselves ODF.
  • Achievements and Impacts:
    • Studies indicate that the SBM-G campaign has had significant economic, environmental, and health impacts, contributing to women’s empowerment.
    • Remarkably, it achieved Sustainable Development Goal (SDG) 6.2 (Sanitation and Hygiene) 11 years ahead of the stipulated timeline.
  • Phase-II of SBM-G:
    • In February 2020, the Government of India approved Phase-II of the SBM-G with an outlay of Rs. 1,40,881 crores.
    • This phase focuses on sustaining ODF status and implementing Solid and Liquid Waste Management (SLWM) in villages, aiming to transform them from ODF to ODF Plus by 2024-25.
    • ODF Plus activities under Phase II of Swachh Bharat Mission (Grameen) will reinforce ODF behaviours and focus on providing interventions for safe management of solid and liquid waste in villages.
  • Key Focus Areas for ODF Plus Villages:
    • To achieve the ODF Plus status, the initiative emphasizes providing access to:
      • Individual Household Latrines (IHHLs) for left-out and emerging households,
      • implementing Biodegradable Waste Management through composting and Biogas plants,
      • managing plastic waste through collection, segregation, and storage facilities,
      • adopting Greywater Management measures such as construction of soak pits and waste stabilization ponds, and
      • implementing Faecal Sludge Management through co-treatment in existing Sewage Treatment Plants (STPs) and setting up Faecal Sludge Treatment Plants (FSTPs) in peri-urban areas.
    • Progressive Stages of ODF Plus Villages:
      • ODF Plus Aspiring Village: Sustaining ODF status with arrangements for either Solid Waste Management or Liquid Waste Management.
      • ODF Plus Silver Village: Sustaining ODF status with arrangements for both Solid Waste Management and Liquid Waste Management.
      • ODF Plus Gold Village: Achieving ODF status, Solid Waste Management, Liquid Waste Management, and sustaining these practices for three consecutive years.

In Image: ODF Plus States

An Uttar Pradesh model to tackle malnutrition

(General Studies- Paper II)

Source : TH

Uttar Pradesh exemplifies the transformative impact of women’s empowerment on addressing malnutrition through the establishment of community-based micro-enterprises led by self-help groups.

  • These enterprises focus on producing fortified and nutritious foods for pregnant/breastfeeding mothers and children, distributed as take-home rations through the Integrated Child Development Services (ICDS) program.

Key Highlights

  • Collaboration for Decentralized Production:
    • In 2020, the Department of Women and Child Development and the Uttar Pradesh State Rural Livelihood Mission joined forces to establish decentralized production units for take-home rations, specifically managed by women’s enterprises.
    • This collaborative effort aimed to provide diverse variants for ICDS beneficiaries and involved 20-member women groups utilizing automated equipment with a daily capacity of five metric tonnes.
    • Once delivered to Anganwadicenters, the women’s groups are reimbursed according to ICDS cost norms.
    • The feasibility of this innovative model was demonstrated by the United Nations World Food Programme (WFP) through pilot plants in Unnao and Fatehpur in 2021.
    • Encouraged by positive feedback and the commitment of the Government of Uttar Pradesh, the project expanded rapidly to 202 production units across 43 districts in just over two years.
    • This expansion has not only created livelihood opportunities for 4,080 women but has also reached 12 million ICDS beneficiaries.
  • Impact and Implications:
    • The initiative showcases the intersection of women’s economic empowerment and nutritional advancements, proving to be a powerful strategy in combating malnutrition.
    • The decentralized production units not only empower women economically but also contribute significantly to improving the nutritional status of ICDS beneficiaries.
    • The success of this model in Uttar Pradesh highlights its potential applicability and scalability in addressing malnutrition challenges across diverse regions.
    • This gender-transformative approach provides livelihood opportunities for over 4,000 women organized into 204 self-help group micro-enterprises across 43 districts.
    • Equipped with machinery and subsidized raw materials, they play a pivotal role in producing and distributing nutritionally fortified take-home rations.
    • The project marks a departure from the previous centralized model, where private companies were awarded tenders for take-home ration production.
    • The shift to a decentralized model empowers women from self-help groups to take charge of preparing specific caloric value rations and their distribution.
    • The objective is also to generate an additional monthly income of ₹8,000 for each participating woman, fostering economic independence.
  • Nutrient-Rich Formulations and Local Procurement:
    • The Department of Women and Child Development seized the opportunity to re-formulate take-home rations, enhancing their nutritional value by incorporating high-quality milk powder, oil, vitamins, and minerals.
    • The new formulations cater to different demographic groups, addressing monotony concerns.
    • Additionally, the packaging was redesigned to convey quality and generate community demand.
    • The ingredients are locally sourced, contributing to the regional economy.
  • Quality Assurance and Safety Measures:
    • To ensure the nutritional content and safety of the produced rations, accredited laboratories test the products before dispatch to Anganwadi centers.
    • Rigorous quality control measures certify the requisite calorie and protein values, aligning with national standards.
    • This emphasis on quality assurance reinforces the commitment to providing nutritious and safe food to beneficiaries.
    • The World Food Programme (WFP) has partnered with the Department of Women and Child Development in Uttar Pradesh to elevate the nutritional value and utilization of supplementary nutrition provided through the Integrated Child Development Services (ICDS) scheme.
    • The collaborative focus is on enhancing the nutritional diversity of take-home ration products to encourage increased consumption, aligning with ICDS norms and global guidelines.
  • Innovative Product Development and Validation Process:
    • To achieve this, a validated process has been implemented, improvising existing products and introducing new ones.
    • The initiative includes the development of sweet and savoury options like aatabesanhalwa, aatabesan barfi, daliya moong dal khichdi, and energy-dense halwa.
    • The products are age-appropriately packaged in ready-to-eat meals, featuring colour-coded packaging with informative labels on infant and young child feeding practices.
    • The development process involves rigorous research, including production trials, shelf-life analysis, and acceptability studies.
    • The packaging of the products is designed with meticulous attention to detail, providing comprehensive information to facilitate good uptake.
    • Labels include details such as ingredients, nutritional information, cooking instructions, storage guidelines, food safety and hygiene messages, manufacturing dates, and batch numbers.
    • This adherence to regulatory standards ensures alignment with the regulations set by the Food Safety and Standards Authority of India.
  • Innovative Solutions for Women’s Empowerment and Sustainable Nutrition
    • App-based Capacity Building:
      • In an effort to foster innovation and sustainability, an app-based solution is under development to enhance the capacities of women engaged in producing take-home rations.
      • This initiative aims to provide training through the app, enabling women to create nutritious products for the local market.
      • Utilizing the same production units for take-home rations, this approach not only boosts women’s income but also enhances the revenue of the take-home ration units and ensures the availability of nutritious food in local markets.
    • Strengthening the Supply Chain with QR Codes:
      • A pilot project is currently underway to strengthen the supply chain and enhance transparency in take-home ration delivery.
      • QR codes are being implemented to track the production, delivery status, and value chain of these essential nutrition products.
      • Supported by the World Food Programme (WFP), this project enables government officials to monitor and manage the entire process, ensuring efficient and accountable delivery.
    • State-wide Expansion of Women-led Micro-Enterprises:
      • The success of micro-enterprises led by women in producing take-home rations for supplementary nutrition has prompted a state-wide expansion.
      • This expansion not only validates the efficacy of targeted initiatives but also exemplifies how empowering women can lead to effective and sustainable processes for long-term community nutrition improvement.
    • Multi-Stakeholder Approach for Scalable Solutions:
      • This initiative underscores the importance of a multi-stakeholder approach in implementing technically sound and comprehensive solutions.
      • By leveraging the strengths of the community, such approaches can be scaled effectively, demonstrating the potential for widespread impact.
      • This collaborative effort showcases the significance of empowering women and employing innovative solutions to address nutritional challenges sustainably.

About the Integrated Child Development Services (ICDS) program

  • The Integrated Child Development Services (ICDS) scheme, initiated in 1975, is a Centrally-Sponsored program under the Ministry of Women and Child Development.
  • The scheme revolves around the Anganwadi centers and is designed to ensure the comprehensive development of children and the empowerment of mothers.
  • ICDS Objectives:
    • Enhancing Nutritional and Health Status: Improve the nutritional and health status of children aged 0-6 years.
    • Holistic Child Development: Lay the foundation for the psychological, physical, and social development of the child.
    • Reducing Mortality and Morbidity: Decrease the incidence of mortality, morbidity, malnutrition, and school dropout.
    • Coordinated Policy Implementation: Achieve effective coordination of policy and implementation among various departments to promote child development.
    • Mother’s Capability Enhancement: Enhance the capability of mothers to address the normal health and nutritional needs of the child through proper nutrition and health education.
  • ICDS Provisions and Services:The ICDS scheme provides six essential services to its beneficiaries:
    • Supplementary Nutrition (SNP): Offering additional nutrition to children in the age group of 0-6 years.
    • Health & Nutrition Check-Up: Regular health and nutrition assessments to monitor the well-being of children.
    • Immunization: Ensuring that children receive timely vaccinations for preventable diseases.
    • Non-Formal Education for Pre-School Children: Providing non-formal education to children before they enter formal schooling.
    • Health and Nutrition Education: Offering education to mothers and communities on health and nutrition practices.
    • Referral Services: Facilitating access to specialized health and social services when needed.

Myanmar’s civil war and India’s interests

(General Studies- Paper II)

Source : TH

In February 2021, the Myanmar military ousted the elected government of Aung San Suu Kyi, expecting a brief resistance that would dissipate.

  • However, three years later, opposition to military rule has intensified, with Ethnic Armed Organisations (EAOs) and the People’s Defence Forces gaining control in various parts of the country.
  • Recent developments, particularly the capture of Paletwa in the Chin State by the Arakan Army, have added a layer of complexity to the conflict.

Key Highlights

  • Conflict within a Conflict:
    • The fall of Paletwa has triggered a shift in dynamics between the Chin and Arakan ethnic groups.
    • While a majority of Paletwa’s residents are Chin, some in the Rakhine State argue that the town historically belonged to the Arakan Hill Tracts during colonial rule.
    • Tensions between Chin ethnic organizations and the Arakan Army existed even before the coup, leading to a delicate situation in the region.
  • Inter-Ethnic Solidarity and Governance Framework:
    • In the context of resistance against the military, it is crucial for EAOs, including Chin and Arakan groups, to establish inter-ethnic solidarity.
    • An inclusive governance framework for Paletwa and neighboring areas is necessary.
    • While fighting the military, creative accommodation of each other’s perspectives on ethnic boundaries becomes essential for peace and order.
    • Negotiating an inter-ethnic compromise, especially regarding settlements like Paletwa, presents challenges.
    • The town’s strategic location on the western border makes it a significant launchpad for Arakan Army operations against the military.
    • Additionally, Paletwa’s status as a commercial hub on the Kaladan River adds economic significance, making it a focal point for armed groups vying for control.
  • Implications for India:
    • The recent developments in Paletwa, Myanmar, hold significant implications for India’s Kaladan Multimodal Transit Transport Project (KMTTP), which was designed to address the geo-economic challenges faced by northeast India.
    • The project aims to provide an alternative route for transporting goods to and from the landlocked northeastern region, bypassing the expensive Siliguri corridor.
    • India and Myanmar signed the framework agreement for the Kaladan project in 2008, but operationalization has been hindered by rugged terrain, coordination issues, political instability, and security challenges in Myanmar.
    • While the Sittwe port and inland water terminal at Paletwa have seen completion, road construction faces hurdles due to the prevailing security situation.
    • The local attitudes of ethnic organizations towards the project play a crucial role in its expeditious implementation.
    • Local communities, especially in Mizoram and Chin State, are keen on the rapid completion of the Kaladan project as it promises to stimulate economic activity in the region.
    • However, there is a perceived reluctance from the Arakan Army, and reports indicate coordinated operations between India and Myanmar against Arakan Army units threatening the project.
    • Kidnappings of Indian workers in 2019 further underscored security concerns, with one worker losing his life in captivity.
    • Impact on Northeast India’s Connectivity:
      • The success of the Kaladan project is crucial for providing northeast India with access to the sea and reducing dependence on the Siliguri corridor.
      • The ongoing developments in Paletwa, where the Arakan Army has gained control, introduce complexities and uncertainties that may affect the project’s timeline and implementation.
    • China’s Support to Armed Groups:
      • The Arakan Army, part of the Three Brotherhood alliance, is suspected to have China’s support, pledging to safeguard Chinese investments in Myanmar.
      • Reports suggest significant funding and military assistance from China, raising concerns in Delhi about potential interference in India’s connectivity projects in Myanmar.
      • China’s economic presence along Myanmar’s Bay of Bengal coast has grown, with operationalized oil and gas pipelines and agreements for a deep-sea port and economic zone near Kyaukpyu.
      • Ongoing efforts, such as the proposed railway line under the China-Myanmar Economic Corridor (CMEC), underscore China’s increasing influence in the region.
      • As a permanent UN Security Council member, China’s concerns carry weight globally.
      • This status enables Beijing to extend political and military support to ethnic armed groups and the Myanmar military, safeguarding its economic interests in Myanmar.
    • Challenges for India’s Kaladan Project:
      • The progress of India’s Kaladan Multimodal Transit Transport Project faces challenges due to the complex geopolitical landscape.
      • India’s liberal democracy requires careful monitoring of external engagements, considering potential impacts on sectarian violence and identity-based conflicts in the region.
      • Addressing these challenges necessitates a coordinated approach involving competent technical personnel and experts versed in Chin-Arakan ethnic dynamics, military-EAO contestation, sectarian violence in Rakhine, and China’s growing footprint.
      • The Kaladan experience underscores the need to consolidate expertise for the efficient implementation of connectivity and development projects in India’s immediate neighborhood.

Indians win big at Grammys : Shakti takes home honours

(General Studies- Paper I)

Source : TH

The fusion music group, Shakti, comprised of tabla maestro Zakir Hussain, singer Shankar Mahadevan, and guitarist John McLaughlin, has secured the 2024 Grammy Award for Best Global Music Album for “This Moment.”

  • The album, released in June 2023, marks Shakti’s first studio release in over 45 years, receiving critical acclaim for its innovative fusion of musical elements.

Key Highlights

  • Album Features Stellar Lineup:
    • “This Moment” features the talents of founding member John McLaughlin, Zakir Hussain, Shankar Mahadevan, violinist Ganesh Rajagopalan, and percussionist SelvaganeshVinayakram.
    • The album’s transcontinental collaboration seamlessly blends Eastern and Western musical influences, exemplifying Shakti’s contribution to the world music genre.
  • Zakir Hussain’s Additional Grammy Wins:
    • In addition to the group’s success, tabla maestro Zakir Hussain earned two more Grammy Awards at the event.
    • He was recognized for Best Global Music Performance for ‘Pashto’ and Best Contemporary Instrumental Album for ‘As We Speak,’ a collaboration with American banjo player Bela Fleck and bassist Edgar Meyer, featuring Indian flute player Rakesh Chaurasia.
  • Shakti’s Legacy and Impact:
    • Shakti, formed in 1973 by John McLaughlin, Zakir Hussain, violinist L Shankar, and percussionist T H ‘Vikku’ Vinayakram, is hailed for its groundbreaking fusion of Eastern and Western musical traditions.
    • The group’s first album, “Shakti with John McLaughlin,” released in 1975, laid the foundation for world music, leaving a lasting impact on global audiences and inspiring subsequent generations of musicians.