Revision summary
Public-hospital staff may be deployed into COVID risk if PPE, training, rotation, informed consent and fair sharing of exposure are real. Beds follow ICMR-style clinical triage, not VIP pull. Closing the hospital is not the ethical alternative. A private hospital keeps the same non-abandonment ethic: stabilise, then coordinated referral, not a pavement dump. Profit and packages may differ; dumping the poor may not.
Model answer
Introduction
The virus does not read the pay scale. A public hospital administrator still has to send people into risk with scarce PPE and beds. Dumping the poor at a private gate is not a business model. Duty of care and justice in scarcity are the same ethic; the funding story is not an exit from non-abandonment.
Body
Stakeholders
- COVID and non-COVID patients, including those who will be triaged away from a ventilator.
- Clinical staff, sanitation workers, ambulance crew, and their families.
- You as administrator, the State health department, and ICMR protocol authors.
- Private hospital owners and insured versus uninsured patients, if the second limb applies.
(a) Public hospital: criteria and justification
- Duty of care: a public hospital exists to treat; staff accepted a profession that includes epidemic risk, not a suicide order.
- Justice in scarcity: beds, oxygen and ICU cannot be sold by pull. Criteria must be clinical need, likelihood of benefit, and published SOPs — ICMR and Ministry of Health triage — not VIP WhatsApp.
- Non-maleficence: do not send staff without the best available PPE, training, and a fit-test as supplies allow.
- Informed consent of staff: explain the risk, the protocol, and the right to report unsafe deployment; conscription by humiliation is unethical even in a pandemic.
- Rotation and rest: burnout kills patients too; cohort teams, limit continuous COVID weeks, and vaccinate when doses exist.
- Equity among staff: do not dump all exposure on contractual sanitation workers and interns while seniors stay in the committee room.
- Pregnant, immunocompromised and older workers: redeploy to lower-exposure tasks where the roster allows; this is fairness, not cowardice.
- Non-clinical staff: they are not disposable. Same PPE logic for a cleaner as for a consultant at the bedside, graded by exposure.
- Transparency: a public board of occupancy, so rumours of hidden VIP beds do not destroy trust.
- Justification: the alternative — closing the gate — abandons Article 21. The ethical path is risk that is shared, equipped, rotated and triaged by protocol, not by caste, cash or party.
- Mental health and family housing for staff who cannot go home to elderly parents.
- Crematorium and ambulance gaps: coordinate with the district; the hospital’s duty does not end at a body left in a corridor as policy.
(b) Private hospital: same core, different cash, not a dump
- The decision does not flip to “we treat only those who pay in advance and we turn the poor away at the gate”.
- Private hospitals remain bound by medical ethics of non-abandonment, emergency first aid, and the law of the day — State COVID requisition orders, the Clinical Establishments framework where notified, and consumer duties.
- EMTALA in the United States is a useful ethical analogue: screen and stabilise an emergency, then transfer with acceptance, rather than dump.
- Profit does not cancel justice: a dual queue of oxygen for cash and denial for the uninsured is the food-company dual standard in a ward.
- What may differ: elective non-COVID work, hotel-style rooms, and pricing within a government-capped COVID package where the State has fixed rates.
- What must not differ: triage by medical need inside the facility; PPE and rotation for staff; no punishment of a nurse who asks for a gown.
- If beds are full: documented, medically escorted referral to a public or listed COVID facility, with oxygen in the ambulance — not a poor patient left on the pavement.
- Coordinate with the State war-room for occupancy, so private capacity is part of the public surge, not a gated island.
- Staff justification remains the same: equipped, rotated, informed. A private employer who hides PPE costs in a bonus for silence has failed twice.
- If the board orders gate-dumping, the administrator refuses in writing. A licence to practise is not a licence to abandon.
Flow diagram
flowchart TD SURGE[COVID surge] --> PPE[PPE rotation consent] SURGE --> TRI[ICMR need-based triage] PUB[Public hospital] --> A21[Article 21 no closed gate] PRI[Private hospital] --> STAB[Stabilise and refer] DUMP[Dump poor at gate] --> FAIL[Abandonment]
Conclusion
Send staff with PPE, rotation, honest risk talk and ICMR triage, sharing exposure instead of hiding seniors. In a private hospital the poor still get emergency care and a real referral. Scarcity explains hard triage. It does not explain a pavement.
Quick related
Students also ask
-
Case study. A Reputed food product company based in India developed a food product for the international market and started exporting the same after getting necessary approvals. The company announced this achievement and also indicated that soon the product will be made available for domestic consumers with almost sane quality and health benefits. Accordingly, the company got its product approved by the domestic competent authority and launched the product in the Indian market. The company could increase its market share over a period of time and earned substantial profit both domestically and internationally. However, the random sample test conducted by the inspecting team found the product being sold domestically in variance with the approval obtained from the competent authority. On further investigation, it was also discovered that the food company was not only selling products that were not meeting the health standard of the country but also selling the rejected export products in the domestic market. This episode adversely affected the reputation and profitability of the food company. - What action do you visualize should be taken by the competent authority against the food company for violating the laid down domestic food standard and selling rejected export products in domestic market? - What course of action is available with the food company to resolve the crisis and bring back its lost reputation? - Examine the ethical dilemma involved in the case.
Next question in the 2021 paper (Q11). View answer →
-
Can you refuse to deploy a nurse who is terrified?
Hear the fear, fix PPE and roster, offer counselling. A blanket personal veto would close the ward. A proven high-risk medical condition is a reason to redeploy.
-
If the private owner says no free treatment, is that the end?
It is the start of a speaking refusal: emergency stabilisation, listed-rate COVID care where the State has ordered it, and a live referral. A gate dump is still unethical and often unlawful.
PYQ trend
When UPSC asked this
Related PYQs from other years, newest first. Open a question to read it.
-
2021 · Q7 · GS IV · 20 marks
Case study. Sunil is a young civil servant and has a reputation for his competence, integrity, dedication, and relentless pursuit of difficult and onerous jobs. Considering his profile, he was picked up by his bosses to handle a very challenging and sensitive assignment. He was posted in a tribal-dominated district notorious for illegal sand mining. Excavating sand from river belts and transporting it through trucks and selling them in the black market was rampant. This illegal sand mining mafia was operating with the support of local functionaries and tribal musclemen who in turn were bribing selected poor tribals and had kept the tribals under fear and intimidation. Sunil being a sharp and energetic officer immediately grasped the ground realities and the modus operandi followed by the mafia through their devious and dubious mechanism. On making inquiries, he gathered that some of their own office employees are in hand and glove with them and have developed close unholy nexus. Sunil initiated stringent action against them and started conducting raids on their illegal operations of the movement of trucks filled with sand. The mafia got rattled as not many officers in the past had taken such steps against the mafia. Some of the office employees who were allegedly close to mafia informed them that the officer is determined to clean up the mafia's illegal sand mining operations in that the district and may cause them irreparable damage. The mafia turned hostile and launched a counter-offensive. The tribal musclemen and mafia started threatening him with dire consequences. His family (wife and old mother) were stalked and were under virtual surveillance and thus causing mental torture, agony, and stress to all of them. The matter assumed serious proportions when a muscleman came to his office and threatened him to stop raids, etc., otherwise, his fate will not be different than some of his predecessors (ten years back one officer was killed by the mafia). - Identify the different options available to Sunil in attending to this situation. - Critically evaluate each of the options listed by you. - Which of the above, do you think, would be the most appropriate for Sunil to adopt and why? -
2021 · Q8 · GS IV · 20 marks
Case study. You are Vice Principal of a degree college in one of the middle-class towns. The principal has recently retired and management is looking for his replacement. There are also feelers that the management may promote you as Principal. In the meantime, during annual examination, the flying squad came from the university caught two students red-handeld involving in unfair means. A senior lecturer of the college was personally helping these student in this act. This senior lecturer also happens to be close to the management. One of the students was son of a local politician who was responsible in getting college affiliated to the present reputed university. The second student was son of a local businessman who has donated maximum funds for running of the college. You immealately informed the management regarding this unfortunate incident. The management told you to resolve the issue with flying squad at any cost. They further said that such incident will not only tarnish the image of the college but also the politician and businessman are very important personalities for the functioning of the college. You were also given hint that your further promotion to Principal depends on your capability in resolving this issue with flying squad. In the meantime, you were intimated by your administrative officer that certain members of the student union are protesting outside the college gate against the senior lecturer and the students involved in this incident and demanding strict action against defaulters. - Discuss the ethical issues involved in the case. - Critically examine the options available with you as Vice Principal. What option will you adopt and why? -
2021 · Q9 · GS IV · 20 marks
Case study. An elevated corridor is being constructed to reduce traffic congestion in the capital of a particular state. You have been selected as project manager of this prestigious project on your professional competence and experience. The deadline is to complete the project in next two years by 20 June, 2021, since this project is to be inaugurated by the Chief Minister before the elections are announced in the second week of July 2021. While carrying out the surprise inspection by inspecting team, a minor crack was noticed in one of the piers of the elevated corridor possibly due to poor material used. You immediately informed the chief engineer and stopped further work. It was assessed by you that minimum three piers of the elevated corridor have to be demolished and reconstructed. But this process will delay the project minimum by four to six months. But the chief engineer overruled the observation of inspecting team on the ground that it was a minor crack which will not in any way impact the strength and durability of the bridge. He ordered you to overlook the observation of inspecting team and continue working with same speed and tempo. He informed you that the minister does not want any delay as he wants the chief Minister to inaugurate the elevated corridor before the elections are declared. Also informed you that the contractor is far relative of the minister and he wants him to finish the project. He also gave you hint that your further promotion as additional chief engineer is under consideration with the ministry. However, you strongly felt that the minor crack in the pier of the elevated corridor will adversely affect the health and life of the bridge and therefore it will be very dangerous not to repair the elevated corridor. - Under the given conditions, what are the options available to you as a project manager? - What are the ethical dilemmas being faced by the project manager? - What are the professional challenges likely to be faced by the project manager and his response to overcome such challenges? - What can be the consequences of overlooking the observation raised by the inspecting team? -
2021 · Q11 · GS IV · 20 marks
Case study. A Reputed food product company based in India developed a food product for the international market and started exporting the same after getting necessary approvals. The company announced this achievement and also indicated that soon the product will be made available for domestic consumers with almost sane quality and health benefits. Accordingly, the company got its product approved by the domestic competent authority and launched the product in the Indian market. The company could increase its market share over a period of time and earned substantial profit both domestically and internationally. However, the random sample test conducted by the inspecting team found the product being sold domestically in variance with the approval obtained from the competent authority. On further investigation, it was also discovered that the food company was not only selling products that were not meeting the health standard of the country but also selling the rejected export products in the domestic market. This episode adversely affected the reputation and profitability of the food company. - What action do you visualize should be taken by the competent authority against the food company for violating the laid down domestic food standard and selling rejected export products in domestic market? - What course of action is available with the food company to resolve the crisis and bring back its lost reputation? - Examine the ethical dilemma involved in the case. -
2021 · Q12 · GS IV · 20 marks
Case study. Pawan is working as an officer in the State Government for the last ten years. As a part of the routine transfer, he was posted to another department. He joined in a new office along with five other colleagues. The head of the office was a senior officer conversant with the functioning of the office. As a part of general inquiry, Pawan gathered that his senior officer carries the reputation of being a difficult and insensitive person having his own disturbed family life. Initially, all seem to go well. However, after some time Pawan felt that the senior officer was belittling him and at times unreasonable. Whatever suggestions given or views expressed by Pawan in the meetings were summarily rejected and the senior officer would express displeasure in the presence of others. It became a pattern of the boss's style of functioning to show him in bad light highlighting his shortcomings and humiliating him publically. It became apparent that though there are no serious work-related problems/shortcomings, the senior officer was always on one pretext or the other and would scold and shout at him. The continuous harassment and public criticism of Pawan resulted in loss of confidence, self-esteem, and equanimity. Pawan realized that his relations with his senior officer are becoming more toxic and due to this, he felt perpetually tensed, anxious and stressed. His mind was occupied with negativity and caused him mental torture, anguish and agony. Eventually, it badly affected his personal and family life. He was no longer joyous, happy and contented even t home. Rather without any reason he would loose his temper with his wife and other family members. The family environment was no longer pleasant and congenial. His wife who was always supportive to him also became a victim of his negativity and hostile behaviour. Due to harassment and humiliation suffered by him in the office, comfort and happiness virtually vanished from his life. Thus it damaged his physical and mental health. - What are the options available with Pawan to cope with the situation? - What approach Pawan should adopt for bringing peace, tranquillity and congenial environment in the office and home? - As an outsider, what are your Suggestions for both boss and subordinate to overcome this situation and for improving the work performance, mental and emotional hygiene? - In the above scenario, what type of training would you suggest for at various levels in the government offices? -
2020 · Q7 · GS IV · 20 marks
Case study. Rajesh Kumar is a senior public servant, with a reputation of honesty and forthrightness, currently posted in the Finance Ministry as Head of the Budget Division. His department is presently busy in organising the budgetary support to the states, four of which are due to go to the polls within the financial year. This year's annual budget had allotted Rs 8300 crores for National Housing Scheme (NHS), a centrally sponsored social housing scheme for the weaker sections of society. Rs 775 crores have been drawn for NHS till June. The Ministry of Commerce had long been pursuing a case for setting up a Special Economic Zone (SEZ) in a southern state to boost exports. After two years of detailed discussions between the centre and state, the Union Cabinet approved the project in August. Process was initiated to acquire the necessary land. Eighteen months ago, a leading Public Sector Unit (PSU) had projected the need for setting up a large natural gas processing plant in a northern state for the regional gas grid. The required land is already in possession of the PSU. The gas grid is an essential component of the national energy security strategy. After three rounds of global bidding the project was allotted to an MNC, M/s XYZ Hydrocarbons. The first tranche of payment to the MNC is scheduled to be made in December. Finance Ministry was asked for a timely allocation of an additional Rs 6000 crores for these two developmental projects. It was decided to recommend re-appropriation of this entire amount from the NHS allocation. The file was forwarded to Budget Department for their comments and further processing. On studying the case file, Rajesh Kumar realized that this re-appropriation may cause inordinate delay in the execution of NHS, a project much publicized in the rallies of senior politicians. Correspondingly, non-availability of finances would cause financial loss in the SEZ and national embarrassment due to delayed payment in an international project. Rajesh Kumar discussed the matter with his seniors. He was conveyed that this politically sensitive situation needs to be processed immediately. Rajesh Kumar realized that diversion of funds from NHS could raise difficult questions for the government in the Parliament. Discuss the following with reference to this case: (a) Ethical issues involved in re-appropriation of funds from a welfare project to the developmental projects. (b) Given the need for proper utilization of public funds, discuss the options available to Rajesh Kumar. Is resigning a worthy option? -
2020 · Q8 · GS IV · 20 marks
Case study. The Chairman of Bharat Missiles Ltd (BML) was watching a program on TV wherein the Prime Minister was addressing the nation on the necessity of developing a self-reliant India. He subconsciously nodded in agreement and smiled to himself as he mentally reviewed BML's journey in the past two decades. BML had admirably progressed from producing first generation anti-tank guided missiles (ATGMS) to designing and producing state of the art ATGM weapon systems that would be the envy of any army. He sighed in reconciliation with his assumptions that the government would probably not alter the status quo of a ban on export of military weaponry. To his surprise, the very next day he got a telephone call from the Director General, Ministry of Defence, asking him to discuss the modalities of increasing BML production of ATGMS as there is a possibility of exporting the same to a friendly foreign country. The Director General wanted the Chairman to discuss the details with his staff at Delhi next week. Two days later, at a press conference, the Defence Minister stated that he aims to double the current weapons export levels within five years. This would give an impetus to financing the development and manufacture of indigenous weapons in the country. He also stated that all indigenous arms manufacturing nations have a very good record of international arms trade. As Chairman of BML, what are your views on the following points? (a) As an arms exporter of a responsible nation like India, what are the ethical issues involved in arms trade? (b) List five ethical factors that would influence the decision to sell arms to foreign governments. -
2020 · Q9 · GS IV · 20 marks
Case study. Rampura, a remote district inhabited by a tribal population, is marked by extreme backwardness and abject poverty. Agriculture is the mainstay of the local population, though it is primarily subsistence due to the very small land holdings. There is insignificant industrial or mining activity. Even the targeted welfare programs have inadequately benefited the tribal population. In this restrictive scenario, the youth has begun to migrate to other states to supplement the family income. Plight of minor girls is that their parents are persuaded by labour contractors to send them to work in the Bt Cotton farms of a nearby state. The soft fingers of the minor girls are well suited for plucking the cotton. The inadequate living and working conditions in these farms have caused serious health issues for the minor girls. NGOs in the districts of domicile and the cotton farms appear to be compromised and have not effectively espoused the twin issues of child labour and development of the area. You are appointed as the District Collector of Rampura. Identify the ethical issues involved. Which specific steps will you initiate to ameliorate the conditions of minor girls of your district and to improve the over-all economic scenario in the district?
More from this paper
Q1 · UPSC Mains 2021 · GS IV · 10 marks
(a) Identify five ethical traits on which one can plot the performance of a civil servant. Justify their inclusion in the matrix. (b) Identify ten essential values that are needed to be an effective public servant. Describe the ways and means to prevent non-ethical behaviour in public servants.
Ethics and Human Interface
Five plottable traits are integrity, impartiality, empathy, moral courage and accountability. They belong on the matrix because delivery without them is theatre or bias. Ten essential values include honesty, objectivity, compassion, non-partisanship, dedication and humility before facts. Prevention needs conduct rules, the Prevention of Corruption Act, 1988, RTI, Lokpal, CVC, social audit and whistle-blower protection. Culture and rotation matter as much as a poster of values.
Q2 · UPSC Mains 2021 · GS IV · 10 marks
(a) Impact of digital technology as a reliable source of input for rational decision making is a debatable issue. Critically evaluate with a suitable example. (b) Besides domain knowledge, a public official needs innovativeness and creativity of a high order as well, while resolving ethical dilemmas. Discuss with a suitable example.
Ethics in Public Administration
Digital technology can cut ghosts, map floods and widen tenders, which aids rational decisions. It fails when data are wrong, the poor are off the dashboard, algorithms bias, or a click replaces a reason. It is a necessary input, not a sufficient one. Domain knowledge is the statute; innovativeness invents a lawful means when two harms collide. COVID kitchens, camps for certificates, sequenced pollution closure and privacy-limited tracing are examples.
Q3 · UPSC Mains 2021 · GS IV · 10 marks
What does each of the following quotations mean to you? (a) "Every work has got to pass through hundreds of difficulties before succeeding. Those that persevere will see the light, sooner or later" - Swami Vivekananda (b) "We can never obtain peace in the outer world until and unless we obtain peace within ourselves" - Dalai Lama (c) "Life doesn't make any sense without interdependence. We need each other, and the sooner we learn that it is better for us all" - Erik Erikson.
Moral Thinkers and Philosophers
Vivekananda means stamina through lawful difficulty until a real public good appears, with correction when facts change. Quitting after the first nexus threat is not wisdom. The Dalai Lama means inner restraint so outer peace is not a lathi serving panic or greed. Inner calm is for better action, not for ignoring a fire. Erikson means we complete one another; administration is a chain, and a hero-complex or a hiding “we” both fail.
Toppers' copies
Toppers' copies for this question will be uploaded soon.