{"id":99957,"date":"2026-04-24T10:58:40","date_gmt":"2026-04-24T05:28:40","guid":{"rendered":"https:\/\/vajiramandravi.com\/current-affairs\/?p=99957"},"modified":"2026-04-24T11:35:00","modified_gmt":"2026-04-24T06:05:00","slug":"daily-editorial-analysis-24-april-2026","status":"publish","type":"post","link":"https:\/\/vajiramandravi.com\/current-affairs\/daily-editorial-analysis-24-april-2026\/","title":{"rendered":"Daily Editorial Analysis 24 April 2026"},"content":{"rendered":"<h2><strong>Scaling Climate Adaptation from Policy to Grassroots<\/strong><\/h2>\n<h3><strong>Context<\/strong><\/h3>\n<ul>\n<li>India is among the most <strong>climate-vulnerable<\/strong> nations, having faced <strong>430 extreme weather events<\/strong> between 1995 and 2024.<\/li>\n<li>These events caused losses of $170 billion and impacted 1.3 billion people, underscoring the urgency of integrating climate resilience into development.<\/li>\n<li>The <strong>Nationally Determined Contributions (NDCs)<\/strong> for 2031\u201335 emphasise embedding adaptation across sectors, but their effectiveness depends on financing, institutional capacity, and local implementation.<\/li>\n<\/ul>\n<h3><strong>Policy Evolution and Expanding Scope of Adaptation<\/strong><\/h3>\n<ul>\n<li>The updated NDCs adopt a multi-sectoral approach, covering coastal resilience, infrastructure, disaster preparedness, heat mitigation, biodiversity conservation, and sustainable livelihoods.<\/li>\n<li>These priorities align with global goals such as <strong>tripling adaptation finance<\/strong> and developing standardised indicators.<\/li>\n<li>However, success requires <strong>institutionalisation<\/strong> of adaptation across governance levels to avoid fragmented implementation.<\/li>\n<\/ul>\n<h3><strong>Existing Initiatives and Emerging Models<\/strong><\/h3>\n<ul>\n<li>India has initiated several programmes to strengthen adaptive capacity.<\/li>\n<li>The <strong>National Innovations in Climate Resilient Agriculture (NICRA)<\/strong> focuses on climate-smart agriculture, covering vulnerable regions and building <strong>farmer capacity<\/strong>.<\/li>\n<li>Such sector-specific interventions are vital for addressing agricultural risks.<\/li>\n<li>At the state level, Tamil Nadu\u2019s Climate Resilient Villages (CRV) programme demonstrates a holistic approach, integrating water management, renewable energy, waste management, alternate livelihoods, and climate information.<\/li>\n<li>Its community-driven design highlights the value of <strong>scalable models<\/strong>.<\/li>\n<li>Despite these efforts, adaptation initiatives remain <strong>fragmented<\/strong>, limiting their reach and effectiveness.<\/li>\n<\/ul>\n<h3><strong>The Challenge of Financing Adaptation<\/strong><\/h3>\n<ul>\n<li>A major barrier to effective adaptation is inadequate adaptation finance. Developing countries face a global financing gap of <strong>$284\u2013$339 billion annually<\/strong>.<\/li>\n<li>Although India\u2019s adaptation spending reached <strong>6% of GDP<\/strong>, budget priorities remain skewed toward mitigation.<\/li>\n<li>India\u2019s <strong>climate finance taxonomy<\/strong> is largely mitigation-focused, lacking a clear framework for adaptation investments.<\/li>\n<li>Establishing a typology for adaptation finance is essential to prioritise vulnerable sectors and estimate resource needs.<\/li>\n<li>Quantifying benefits such as avoidable losses and socio-economic gains can strengthen investment cases, especially given evidence of high returns on adaptation.<\/li>\n<li>Mobilising resources requires leveraging <strong>private investment<\/strong>, <strong>international finance<\/strong>, and creating <strong>bankable projects<\/strong>.<\/li>\n<li>State-level mechanisms can help identify and fund such projects. Additionally, integrating <strong>climate budgeting<\/strong> into state financial systems would improve tracking and accountability.<\/li>\n<\/ul>\n<h3><strong>Institutional Gaps and the Need for Integrated Planning<\/strong><\/h3>\n<ul>\n<li>Institutional challenges hinder effective adaptation.<\/li>\n<li>While national frameworks provide direction, implementation depends on coordination across levels.<\/li>\n<li>Many <strong>State Action Plans on Climate Change (SAPCCs)<\/strong> are outdated or misaligned with current targets.<\/li>\n<li>Strengthening planning requires regular climate vulnerability assessments at state, district, and local levels, incorporating socio-economic factors.<\/li>\n<li>This demands improved data systems, <strong>capacity-building<\/strong>, and standardised <strong>monitoring frameworks<\/strong>.<\/li>\n<li>Adaptation strategies must extend beyond resilient infrastructure to include <strong>skill development<\/strong>, <strong>livelihood diversification<\/strong>, and rehabilitation planning.<\/li>\n<li>Establishing dedicated <strong>climate cells<\/strong> with trained personnel and clear reporting systems can enhance coordination and enable timely responses.<\/li>\n<\/ul>\n<h3><strong>The Importance of Locally Led Adaptation<\/strong><\/h3>\n<ul>\n<li>Effective adaptation depends on <strong>locally led adaptation (LLA)<\/strong>, where communities play a central role.<\/li>\n<li>Empowering Panchayati Raj institutions and urban local bodies ensures that strategies are context-specific and inclusive.<\/li>\n<li>Community participation enhances ownership, improves implementation, and supports <strong>behavioural change<\/strong>.<\/li>\n<li>Programmes like CRV illustrate how <strong>place-based approaches<\/strong> can address local vulnerabilities while increasing awareness.<\/li>\n<li>Extending such models across regions can strengthen grassroots resilience.<\/li>\n<\/ul>\n<h3><strong>Conclusion<\/strong><\/h3>\n<ul>\n<li>India\u2019s adaptation framework reflects growing recognition of climate risks, but gaps in <strong>financing<\/strong>, <strong>institutional coordination<\/strong>, and implementation persist.<\/li>\n<li>Addressing these requires a <strong>whole-of-systems approach<\/strong> that integrates policy with action at all levels.<\/li>\n<li>Strengthening financial mechanisms, updating institutional frameworks, improving data systems, and prioritising community participation are critical steps.<\/li>\n<li>Climate adaptation is not only an environmental necessity but a developmental priority.<\/li>\n<li>Aligning national commitments with <strong>grassroots action<\/strong> will be key to building long-term resilience and ensuring sustainable growth.<\/li>\n<\/ul>\n<h3><strong>Scaling Climate Adaptation from Policy to Grassroots FAQs<\/strong><\/h3>\n<p><strong>Q1.<\/strong> Why is India considered highly climate-vulnerable?<br \/>\n<strong>Ans.<\/strong> India is highly climate-vulnerable due to frequent extreme weather events causing large economic losses and affecting millions of people.<\/p>\n<p><strong>Q2.<\/strong> What do India\u2019s NDCs emphasise for 2031\u201335?<br \/>\n<strong>Ans. <\/strong>India\u2019s NDCs emphasise integrating climate adaptation and resilience into national development strategies.<\/p>\n<p><strong>Q3.<\/strong> What is the purpose of the NICRA programme?<br \/>\n<strong>Ans.<\/strong> The NICRA programme aims to promote climate-resilient agriculture and build farmers\u2019 capacity in vulnerable regions.<\/p>\n<p><strong>Q4.<\/strong> Why is financing adaptation a challenge?<br \/>\n<strong>Ans.<\/strong> Financing adaptation is challenging due to large funding gaps and a greater focus on mitigation in budgets.<\/p>\n<p><strong>Q5.<\/strong> Why is locally led adaptation important?<br \/>\n<strong>Ans.<\/strong> Locally led adaptation is important because it ensures community participation and context-specific climate solutions.<\/p>\n<p><strong>Source: <a href=\"https:\/\/www.thehindu.com\/opinion\/op-ed\/scaling-climate-adaptation-from-policy-to-grassroots\/article70898407.ece\" target=\"_blank\" rel=\"nofollow noopener\">The Hindu<\/a><\/strong><\/p>\n<hr \/>\n<h2><strong>The Price of a War Far Above the Ground<\/strong><\/h2>\n<h3><strong>Context<\/strong><\/h3>\n<ul>\n<li>A routine update on a departure board at Indira Gandhi International Airport, from On Time to Delayed and then Rescheduled, reflects more than operational inconvenience.<\/li>\n<li>Airspace restrictions over West Asia signal a deeper transformation in global aviation.<\/li>\n<li>The tensions linked to the Iran War are steadily redefining the industry\u2019s <strong>economics<\/strong>, <strong>operations<\/strong>, and <strong>efficiency<\/strong>, indicating a shift from stability to <strong>structural disruption<\/strong>.<\/li>\n<\/ul>\n<h3><strong>Immediate Disruptions: Rising Costs and Operational Strain<\/strong><\/h3>\n<ul>\n<li>Airspace closures have forced airlines into longer routes, increasing flight durations and fuel<\/li>\n<li>With fuel accounting for 25%\u201340% of operating costs and prices nearing $200 per barrel, airlines face severe <strong>cost pressure<\/strong>.<\/li>\n<li>Given narrow profit margins, these increases have led to higher fares, rising fuel surcharges, and widespread flight cancellations, especially on Europe\u2013Asia routes.<\/li>\n<li>The industry is experiencing immediate <strong>financial strain<\/strong> and declining <strong>operational efficiency<\/strong>.<\/li>\n<\/ul>\n<h3><strong>The New Normal: Institutionalising Inefficiency<\/strong><\/h3>\n<ul>\n<li>Persistent tensions may convert temporary disruptions into permanent features. Rerouted paths could become standard, embedding <strong>inefficiency<\/strong> into airline models.<\/li>\n<li>This would raise crew costs, reduce aircraft utilisation, and extend turnaround times.<\/li>\n<li>Airlines may cut <strong>long-haul routes<\/strong>, particularly those connecting smaller cities, leading to network rationalisation.<\/li>\n<li>Consequently, global aviation geography may shift, with emerging hubs in new regions replacing traditional centres, reflecting a gradual <strong>reconfiguration<\/strong> of connectivity.<\/li>\n<\/ul>\n<h3><strong>India\u2019s Unique Vulnerability<\/strong><\/h3>\n<ul>\n<li>India\u2019s aviation sector faces heightened risk due to its dependence on West Asian corridors for connectivity with Europe and North America.<\/li>\n<li>This reliance exposes carriers to disruptions while operating in a <strong>price-sensitive market<\/strong> that limits fare increases.<\/li>\n<li>The result is a widening gap between rising <strong>input costs<\/strong> and restricted revenue growth.<\/li>\n<li>High taxation on aviation turbine fuel further intensifies this burden, creating structural <strong>vulnerability<\/strong> and limiting <strong>financial resilience<\/strong>.<\/li>\n<\/ul>\n<h3><strong>Escalation Scenario: From Disruption to Systemic Crisis<\/strong><\/h3>\n<ul>\n<li>An escalation in tensions could trigger broader airspace closures and volatile energy markets, pushing aviation toward a <strong>systemic crisis<\/strong>.<\/li>\n<li>Unlike the demand collapse during the COVID-19 pandemic, this scenario would represent a <strong>cost-driven contraction<\/strong>.<\/li>\n<li>Airlines would continue operations under severe financial stress, as rising expenses combine with weakening demand.<\/li>\n<li>This could shrink flight networks, reduce global connectivity, and disrupt high-density intercontinental travel.<\/li>\n<\/ul>\n<h3><strong>Adaptive Reconfiguration: Opportunities Amid Crisis<\/strong><\/h3>\n<ul>\n<li>Despite challenges, opportunities for strategic adaptation exist.<\/li>\n<li>Airlines may diversify routes, reducing dependence on conflict-prone regions, while investing in <strong>ultra-long-haul aircraft<\/strong> to bypass traditional hubs. New transit hubs could emerge, redistributing traffic flows.<\/li>\n<li>For India, reforms such as lowering fuel taxes and revising agreements could enhance competitiveness.<\/li>\n<li>With foresight, current challenges may evolve into <strong>strategic opportunity<\/strong>, enabling India to strengthen its position in global aviation.<\/li>\n<\/ul>\n<h3><strong>A Paradigm Shift: Geopolitics as a Core Variable<\/strong><\/h3>\n<ul>\n<li>Geopolitics has become an intrinsic force shaping aviation rather than an external shock.<\/li>\n<li>The assumption of predictable airspace has weakened, requiring airlines to embed uncertainty, scenario planning, and dynamic pricing into their core strategies.<\/li>\n<li>Greater <strong>operational flexibility<\/strong> is essential to navigate evolving risks and maintain stability in an unpredictable environment.<\/li>\n<\/ul>\n<h3><strong>Conclusion<\/strong><\/h3>\n<ul>\n<li>Global aviation is undergoing a transition from efficiency-driven growth to a system shaped by <strong>geopolitical uncertainty<\/strong> and fragmentation.<\/li>\n<li>Persistent disruption demands resilience, innovation, and <strong>strategic agility<\/strong>. The central challenge is adapting to continuous instability while sustaining operations.<\/li>\n<li>For India and the broader industry, the future will depend on the ability to respond effectively to this emerging and complex aviation order.<\/li>\n<\/ul>\n<h3><strong>The Price of a War Far Above the Ground FAQs<\/strong><\/h3>\n<p><strong>Q1. <\/strong>What is causing recent disruptions in global aviation?<br \/>\n<strong>Ans.<\/strong> Disruptions are being caused by geopolitical tensions, particularly the Iran War, leading to airspace restrictions.<\/p>\n<p><strong>Q2. <\/strong>How have airlines been affected operationally?<br \/>\n<strong>Ans.<\/strong> Airlines have been forced to take longer routes, increasing fuel consumption and operational costs.<\/p>\n<p><strong>Q3.<\/strong> Why is India especially vulnerable in this situation?<br \/>\n<strong>Ans.<\/strong> India is vulnerable because its airlines depend heavily on West Asian corridors while operating in a price-sensitive market.<\/p>\n<p><strong>Q4.<\/strong> How is this crisis different from the COVID-19 pandemic?<br \/>\n<strong>Ans.<\/strong> This crisis is cost-driven, whereas the pandemic caused a demand-driven decline in aviation.<\/p>\n<p><strong>Q5.<\/strong> What opportunity can emerge from this disruption?<br \/>\n<strong>Ans.<\/strong> The disruption can help countries like India develop alternative aviation hubs and adopt more flexible strategies.<\/p>\n<p><strong>Source: <a href=\"https:\/\/www.thehindu.com\/opinion\/op-ed\/the-price-of-a-war-far-above-the-ground\/article70885356.ece\" target=\"_blank\" rel=\"nofollow noopener\">The Hindu<\/a><\/strong><\/p>\n<hr \/>\n<h2><strong>The Eighth Pay Commission &#8211; Towards Performance-Linked Governance and Fiscal Prudence<\/strong><\/h2>\n<h3><strong>Context<\/strong><\/h3>\n<ul>\n<li>Amid the political noise of Trump&#8217;s foreign policy moves, India&#8217;s domestic debates around delimitation, and the SIR by the Election Commission, a critically important administrative exercise has been flying under the radar \u2014 the Eighth Central Pay Commission (8th CPC).<\/li>\n<li>Unlike its predecessors, the executive order constituting this Commission carries an explicit <strong>dual mandate<\/strong>: revise salaries and ensure that public expenditure on personnel delivers developmental value without straining the exchequer.<\/li>\n<li>In essence, the government is demanding <strong>value for money<\/strong> \u2014 and that translates directly into Performance-Linked Pay (PLP).<\/li>\n<\/ul>\n<h3><strong>What is the Central Pay Commission (CPC)?<\/strong><\/h3>\n<ul>\n<li>The CPC is constituted periodically by the Government of India to review and recommend &#8211;\n<ul>\n<li><strong>Salary structure<\/strong> of Central government employees<\/li>\n<li>Pensions and allowances<\/li>\n<li>Service conditions<\/li>\n<li><strong>Compensation reforms <\/strong>in line with economic realities<\/li>\n<\/ul>\n<\/li>\n<li>Its recommendations significantly influence: State government pay structures, public sector salaries, and government expenditure patterns.<\/li>\n<\/ul>\n<h3><strong>A Recurring But Unresolved Agenda<\/strong><\/h3>\n<ul>\n<li><strong>Performance-based remuneration<\/strong> is not a new idea in India&#8217;s administrative lexicon. It has surfaced repeatedly across successive Pay Commissions since 1986.<\/li>\n<li><strong>For example,<\/strong>\n<ul>\n<li><strong>Sixth Pay Commission:<\/strong>\n<ul>\n<li>It formally introduced the Performance Related Incentive Scheme (<strong>PRIS<\/strong>), enabling departments to reward employees from budgetary savings.<\/li>\n<li>But, its implementation remained confined to the Department of Atomic Energy and the Department of Space.<\/li>\n<\/ul>\n<\/li>\n<li><strong>Seventh Pay Commission<\/strong>:\n<ul>\n<li>It again recommended performance-related pay and called for reviving the Results Framework Document (<strong>RFD<\/strong>), along with a reformed Annual Performance Appraisal Report (<strong>APAR<\/strong>) system.<\/li>\n<li>Both of these failed to gain traction.<\/li>\n<\/ul>\n<\/li>\n<li>Despite intent, the wheel has been reinvented repeatedly without ever turning.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<h3><strong>The Results Framework Document &#8211; India&#8217;s Best (Abandoned) Attempt<\/strong><\/h3>\n<ul>\n<li>Between 2007 and 2011, the Government of India developed the RFD \u2014 modelled on the Memoranda of Understanding (MoU) used under New Public Management (<strong>NPM<\/strong>) systems.<\/li>\n<li>The NPM systems were pioneered by Margaret Thatcher&#8217;s government and later refined in Australia and New Zealand.<\/li>\n<li>Its defining strength was the ability to cascade objectives from the ministerial level down to the lowest administrative rungs, enabling genuine <strong>multi-tiered accountability<\/strong>.<\/li>\n<li><strong>Why it failed: <\/strong>\n<ul>\n<li>Despite its promise, the RFD collapsed due to structural weaknesses &#8211;\n<ul>\n<li>Absence of political ownership<\/li>\n<li>Inadequate guidance for implementing officers<\/li>\n<li>Complete disconnect from the budgetary process<\/li>\n<li>No linkage to actual remuneration<\/li>\n<\/ul>\n<\/li>\n<li>Critically, no iterative refinement was attempted. The system was simply abandoned.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<h3><strong>The Misdiagnosis Problem<\/strong><\/h3>\n<ul>\n<li>Successive governments have diagnosed India&#8217;s administrative sluggishness as a <strong>personnel <\/strong>problem rather than a <strong>systemic <\/strong><\/li>\n<li>This has led to superficial fixes such as &#8211;\n<ul>\n<li>Lateral entry of corporate professionals into government roles.<\/li>\n<li>Secondment of government officers to private firms (notably, IL&amp;FS was a prominent beneficiary \u2014 now a cautionary tale of corporate failure).<\/li>\n<\/ul>\n<\/li>\n<li>These approaches miss a fundamental point: the bottleneck is not officer calibre but <strong>institutional rigidity<\/strong>.<\/li>\n<li>Moreover, there is a crucial conceptual difference \u2014 corporate goals are defined by profitability and shareholder value, which are measurable and singular.<\/li>\n<li>Government objectives, by contrast, are multifaceted, shifting with each administration and ministerial change, making direct transplantation of private-sector metrics deeply problematic.<\/li>\n<\/ul>\n<h3><strong>Way Forward &#8211; What the 8th CPC Must Do Differently<\/strong><\/h3>\n<ul>\n<li><strong>Move beyond generic recommendations:<\/strong> The 7th Pay Commission matrix consists of 18 levels (pay grades) and 40 cells (annual increments). The 8th CPC must &#8211;\n<ul>\n<li>Encourage high performers, validated through an RFD-style or equally rigorous measurement system. This could be accelerated through cells within their pay level.<\/li>\n<li>Include fewer cells to navigate means reaching the grade ceiling faster, which triggers earlier eligibility for promotion.<\/li>\n<li>Create a tangible, structural incentive \u2014 not a vague promise.<\/li>\n<\/ul>\n<\/li>\n<li><strong>Steps needed:<\/strong> For this to work, the Commission must also push for &#8211;\n<ul>\n<li>Reviving and strengthening the RFD with political ownership and budgetary integration.<\/li>\n<li>Reforming APARs to make them outcome-linked rather than procedural.<\/li>\n<li>Designing a system with concrete implementation guidelines, not platitudes.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<h3><strong>Conclusion<\/strong><\/h3>\n<ul>\n<li>The Eighth Central Pay Commission presents an opportunity to <strong>transform <\/strong>India\u2019s <strong>bureaucracy <\/strong>from a seniority-driven structure into a performance-oriented governance system.<\/li>\n<li>However, meaningful reform requires more than salary adjustments\u2014it demands credible metrics, political commitment, institutional redesign, and fairness in implementation.<\/li>\n<li>If designed well, performance-linked pay can ensure that public expenditure on salaries translates into <strong>better governance<\/strong><\/li>\n<li>The real challenge before the 8th CPC is to <strong>reconcile efficiency, equity, and fiscal sustainability<\/strong> in India\u2019s administrative state.<\/li>\n<\/ul>\n<h3><strong>The Eighth Pay Commission FAQs<\/strong><\/h3>\n<p><strong>Q1<\/strong>. How does the 8th CPC mark a shift from traditional salary revision to governance reform?<\/p>\n<p><strong>Ans<\/strong>. It focuses on fiscal prudence, developmental outcomes, and performance-linked pay rather than mere salary hikes.<\/p>\n<p><strong>Q2<\/strong>. Why has performance-linked pay remained difficult to implement in Indian bureaucracy?<\/p>\n<p><strong>Ans<\/strong>. Due to challenges in measuring public sector performance, institutional resistance, and lack of political ownership.<\/p>\n<p><strong>Q3<\/strong>. What is the significance of the RFD in civil services reform?<\/p>\n<p><strong>Ans<\/strong>. RFD was a structured accountability tool that linked government objectives with measurable targets and outcomes.<\/p>\n<p><strong>Q4<\/strong>. How are government performance metrics different from corporate performance metrics?<\/p>\n<p><strong>Ans<\/strong>. Government performance involves welfare, regulation, and social justice goals, unlike profit-driven corporate objectives.<\/p>\n<p><strong>Q5<\/strong>. What reforms can make the Eighth Pay Commission a catalyst for administrative efficiency?<\/p>\n<p><strong>Ans<\/strong>. Reviving RFD, reforming APARs, piloting merit-based incentives, and ensuring transparent evaluation systems.<\/p>\n<p><strong>Source: <\/strong><a href=\"https:\/\/indianexpress.com\/article\/opinion\/columns\/pay-reform-a-system-to-measure-performance-10652243\/\" target=\"_blank\" rel=\"nofollow noopener\"><strong>IE<\/strong><\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Daily Editorial Analysis 24 April 2026 by Vajiram &#038; Ravi covers key editorials from The Hindu &#038; Indian Express with UPSC-focused insights and relevance.<\/p>\n","protected":false},"author":20,"featured_media":86373,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[138],"tags":[141,882,909],"class_list":{"0":"post-99957","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-daily-editorial-analysis","8":"tag-daily-editorial-analysis","9":"tag-the-hindu-editorial-analysis","10":"tag-the-indian-express-analysis","11":"no-featured-image-padding"},"acf":[],"_links":{"self":[{"href":"https:\/\/vajiramandravi.com\/current-affairs\/wp-json\/wp\/v2\/posts\/99957","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/vajiramandravi.com\/current-affairs\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/vajiramandravi.com\/current-affairs\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/vajiramandravi.com\/current-affairs\/wp-json\/wp\/v2\/users\/20"}],"replies":[{"embeddable":true,"href":"https:\/\/vajiramandravi.com\/current-affairs\/wp-json\/wp\/v2\/comments?post=99957"}],"version-history":[{"count":3,"href":"https:\/\/vajiramandravi.com\/current-affairs\/wp-json\/wp\/v2\/posts\/99957\/revisions"}],"predecessor-version":[{"id":99969,"href":"https:\/\/vajiramandravi.com\/current-affairs\/wp-json\/wp\/v2\/posts\/99957\/revisions\/99969"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/vajiramandravi.com\/current-affairs\/wp-json\/wp\/v2\/media\/86373"}],"wp:attachment":[{"href":"https:\/\/vajiramandravi.com\/current-affairs\/wp-json\/wp\/v2\/media?parent=99957"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/vajiramandravi.com\/current-affairs\/wp-json\/wp\/v2\/categories?post=99957"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/vajiramandravi.com\/current-affairs\/wp-json\/wp\/v2\/tags?post=99957"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}