The incident at SMHS Hospital, where an attendant assaulted a doctor after their patient reportedly died due to neglect, highlights a deeply troubling and complex issue within our healthcare system. While any act of violence is unequivocally unacceptable, this event serves as a stark reminder of the underlying frustrations and systemic failures that often lead to such desperate outbursts.
The core of the problem lies in the perceived lack of empathy and adequate care provided by medical professionals, particularly during critical situations. For doctors, dealing with illness and death may become a routine, a part of their daily professional lives. However, for a patient and their family, a critical illness is a life-altering, highly emotional, and often terrifying experience. The disconnect between these two realities is profound. When a patient, who has come to the hospital as a last resort, feels unheard, neglected, or that their loved one is not receiving the attention they desperately need, the sense of helplessness can quickly turn into anger and despair.
The situation in emergency wards across major city hospitals like SKIMS, SMHS, Bone & Joint, and Lal Ded is indeed dire. Overcrowding, coupled with a severe shortage of senior doctors and specialists, places an immense burden on the few junior doctors who are often left to manage a deluge of critical cases. This not only compromises the quality of care but also contributes to the stress and burnout among the medical staff, potentially leading to the very behaviour that patients and attendants find so distressing. Work pressure, long hours, and inadequate resources are often cited as reasons for a lack of bedside manner, but these reasons, while understandable to an extent, do not alleviate the suffering of those seeking help.
It is abundantly clear that a fundamental shift is desperately needed in how our hospitals, particularly emergency and critical care units, operate. The government must initiate a comprehensive re-evaluation and overhaul of the entire system. This overhaul is not merely a suggestion; it is an urgent imperative.

The core of the problem lies in the perceived lack of empathy and adequate care provided by medical professionals, particularly during critical situations. For doctors, dealing with illness and death may become a routine, a part of their daily professional lives. However, for a patient and their family, a critical illness is a life-altering, highly emotional, and often terrifying experience. The disconnect between these two realities is profound. When a patient, who has come to the hospital as a last resort, feels unheard, neglected, or that their loved one is not receiving the attention they desperately need, the sense of helplessness can quickly turn into anger and despair.

A significant increase in staffing is non-negotiable. We need more doctors, nurses, and support staff, especially in emergency departments, to ease the crushing workload and ensure that medical professionals can dedicate the necessary time and attention to each patient.
The constant presence of senior doctors and specialists in emergency and critical care units is paramount. Their invaluable experience and expertise are crucial for accurate diagnoses, timely interventions, and effective management of complex cases that junior doctors alone cannot always handle.
Furthermore, beyond medical proficiency, there is an urgent need for improved training in patient communication and empathy for all hospital staff. This includes equipping them with skills to convey information clearly, manage expectations compassionately, and demonstrate genuine concern, even amidst the most chaotic situations.
Addressing the pervasive overcrowding demands an upgrade in infrastructure and equitable resource allocation. This means more beds, modern equipment, and better-organised waiting areas. Resources must be strategically distributed to ensure that all necessary tools and medications are readily available when lives hang in the balance.
Establishing clear and accessible grievance redressal mechanisms is crucial. Patients and their attendants need effective channels to voice their concerns without fear. A robust system for addressing complaints proactively can prevent frustrations from escalating into unfortunate incidents like the one witnessed at SMHS.
Finally, while supporting our medical community, there must also be a culture of accountability. Instances of negligence and unprofessional conduct must be addressed appropriately to rebuild and maintain the vital trust between the medical fraternity and the public it serves.
The recent incident at SMHS Hospital is a symptom of a much larger systemic illness. It is a distress signal that demands immediate and comprehensive action. Patients come to hospitals with hope, seeking solace and healing. It is the government’s responsibility to ensure that this hope is met with professional care, empathy, and a system that prioritizes human life above all else. Failing to do so will only perpetuate a cycle of frustration, anger, and further erosion of public trust in our healthcare institutions.

Fiscal Constraints Amidst Development Aspirations

J&K Budget 2025-26

Preparing the maiden budget for Jammu and Kashmir as the head of an elected government of a state downgraded to a UT and remaining under central rule without an elected government for more than seven years with overwhelming challenges was an arduous task for Chief Minister Omar Abdullah.

While his speech paints a hopeful picture of a “new and prosperous” J&K, a closer look reveals a delicate balancing act necessitated by fiscal realities and the people’s aspirations: high hopes with vivid memories of recent election promises.

As Omar Abdullah seeks to lay the foundation for ‘long-term growth, stability, and self-reliance’ of J&K, he has to walk a tightrope to keep the state’s mounting debt under control. However, his prudent management to keep the fiscal deficit under leash has come at a cost: a leaner budget. This year’s budget allocation of Rs 1.12 lakh crore is Rs 6080 crore or 5% less than last year’s budget announcement of Rs 1.18 lakh crore. The reduction in budget allocation, along with 4-5% inflation, raises concerns about the government’s ability to realise its ambitious development goals fully.

The CM’s speech, though, outlines a comprehensive vision, touching upon crucial sectors like rural development, agriculture, tourism, and industry. But translating these aspirations into tangible outcomes requires substantial financial investment. Moreover, the pervasive challenge of inflation adds another layer of complexity. Rising prices erode purchasing power, making it harder to stretch limited budgetary resources.

As Omar Abdullah seeks to lay the foundation for ‘long-term growth, stability, and self-reliance’ of J&K, he has to walk a tightrope to keep the state’s mounting debt under control. However, his prudent management to keep the fiscal deficit under leash has come at a cost: a leaner budget. This year’s budget allocation of Rs 1.12 lakh crore is Rs 6080 crore or 5% less than last year’s budget announcement of Rs 1.18 lakh crore.

The emphasis on fiscal prudence, curbing non-priority spending, and enhancing revenue collection is understandable, given J&K’s historical fiscal stress. However, austerity measures must be carefully calibrated to avoid stifling economic growth and hindering essential public services, especially when inflation is already squeezing household budgets.

The budget’s focus on digital governance and healthcare accessibility is welcome. Initiatives like the SEHAT app and the expansion of digital services have the potential to improve efficiency and transparency. Yet, the question remains: are the allocated funds sufficient to ensure the effective implementation of these programs, particularly when the real cost of implementation is escalating due to inflation?

The agricultural sector, a cornerstone of J&K’s economy, receives significant attention. The success of the Holistic Agriculture Development Program (HADP) will be crucial in boosting farmer incomes and creating employment opportunities. The allocation to HADP has been reduced Rs 800 crore from last year’s 1000 crore plus. However, the program’s impact will depend on the timely disbursement of funds and effective implementation, and whether the farmers can see real increases in their income, that outpace the rising cost of goods.

Similarly, the ambitious plans for tourism development require substantial investment in infrastructure and marketing. While the government’s efforts to promote offbeat destinations and sustainable tourism are laudable, the sector’s growth will depend on attracting private investment and addressing critical challenges like sustainability and waste management, while also dealing with rising operational costs due to inflation.

Some headline-making announcements like free rides for women in public transport and 200 free units of solarised power for AAY population fail to impress the general public. The argument is J&K has almost non-existent public transport. About 850 public buses with a passenger capacity of 35,000 people do not even suffice the transport needs of the 1% of the 1.2 crore population of J&K. The 200 e-buses for two metro capital cities, announced in last year’s budget, failed to take route. CM has repeated the announcement this year.

The government’s commitment to empowering MSMEs and startups is also noteworthy. However, ensuring access to finance and creating a conducive business environment will be essential for fostering entrepreneurship, and this becomes more difficult when inflation creates financial uncertainty. In last year’s budget, a good amount was announced under Youth Startup and Seed Capital Schemes but both schemes failed to take off.

Also, the budget is unable to address the burgeoning unemployment that, as per some private surveys, has reached 32%.

Whatever the allocations, the success of this budget will be now judged by its ability to deliver tangible benefits to the people of J&K. While the government’s efforts to reduce the fiscal deficit are commendable, it must also prioritize investments that will drive economic growth, create jobs, and improve the quality of life for all citizens, while also mitigating the effects of inflation.

The challenge lies in navigating fiscal constraints and inflationary pressures while maintaining momentum on the development path. This budget sets the stage for a critical year ahead, one that will test the Omar Abdullah government’s ability to balance its books and deliver on its promises, in a climate of rising prices.

The turbulent political situation in Jammu and Kashmir for about the past three decades has marred its economic development. From being a self-sufficient state in its economic needs once, J&K has now reached a situation where it always has to be dependent on the central funds.

More than 50% of its expenditures are met from the aid and grants provided by New Delhi. Besides, J&K each year raises hundreds of crores in the form of debt. It is becoming extremely difficult for the government to pay back the interest on this debt, not to talk of the debt itself.

The political situation created vested interests and inefficient governments always had something to blame to keep away from prioritising the economic and other developmental needs of the people. An economically weak J&K suited these vested interests, the planning and policies they made never had been for reaping the available resources of the UT. Rather, certain sectors, which are totally dependent and interlinked to external forces, were given priority over the sectors, which have been time tested in J&K and are mostly weathered to external conditions.

J&K in general and Kashmir, in particular, has been an agrarian economy for centuries. And the available natural resources in the state are fertile land, forests and an abundance of water added to temperate climatic conditions, which makes it one of the best-suited places for agriculture, horticulture and other related occupations in the world.

Though the majority of the people here are associated with this profession but the mode of their operations is still primitive with negligible use of technology. Despite that, it is the main contributor to the economy. According to recently issued government figures, yearly export returns from the fruits are about Rs 10,000 crore which is only next to government salaries. Kashmir valley supplies more than 70% of the total consumption of apples in India. But a Kashmir apple fetches only half of what a Himachal Apple gets. J&K has not enough post-harvest infrastructure available and processing of the fruits is happening at a very limited level.

There is no horticulture policy in the state like we have a policy for tourism. Neither there has been any bigger provision in the state budget for the horticulture industry, except for a few tax concessions and schemes introduced in recent years.

Some of the schemes introduced by the government, like high-density plantations look very promising and the results it has shown so far are encouraging. Similarly, the government has roped in some outside investments like that of NAFED for developing high-density orchards and creating infrastructure like cold storage. These tie-ups are very important and will provide the much-needed capital for modernising the horticulture sector in UT. But some farmers have shown scepticism saying that these same are being planned in such a way that will benefit the middlemen and businessmen rather than the farmers.

The UT administration must make sure that all the schemes are formulated in a way that their first priority must be to benefit the poor farmers instead of creating a class of middlemen.

No doubt the horticulture industry needs modern post-harvest technology, processing infrastructure and new marketing strategies. This is only possible if UT makes the sector a priority and there is a long-term policy for it, which particularly revolves around the farmers. Modernising horticulture is the only way to bring economic self-reliance to Jammu and Kashmir.