The
Ministry of Development of the North Eastern Region (DoNER) was established in
2004 with the vision of fostering economic growth and development in the
Northeast, a region historically plagued by underdevelopment and
marginalization. However, despite its existence for two decades, the Ministry
continues to face significant challenges, particularly in the utilization of
allocated funds. This issue has not only stalled critical development projects
but has also hindered the region’s efforts to catch up with the rest of the
country in key areas such as infrastructure, education, and healthcare.
The
recent revelation that only 33.55% of the total budgetary allocations for the
financial year 2023-24 could be utilized highlights a deep-rooted problem of
underutilization in the region. This underutilization persists despite the
availability of funds, exposing a critical gap in project execution and
coordination between the central government, the DoNER Ministry, and the
northeastern states. The consequences of this failure are dire, as the states
in the Northeast, already grappling with limited resources, are unable to fully
harness the opportunities presented by these funds.
Historical
Context and Challenges in Fund Utilization
The
Northeast region’s developmental challenges can be traced back to the partition
of India in 1947, which left it landlocked and isolated from the rest of the
country. The influx of immigrants from erstwhile East Pakistan (now Bangladesh)
has further exacerbated the pressure on the region's limited resources,
especially in Assam and Tripura. As a result, the Northeast has lagged behind
the more developed states in India, with significant gaps in infrastructure,
healthcare, and education.
Recognizing
these challenges, the DoNER Ministry was created with the primary objective of
ensuring full utilization of the 10% gross budgetary support allocated by
various central ministries for the development of the Northeast. However,
despite the substantial funds at its disposal, the ministry has struggled to
effectively implement development projects. The North Eastern Council (NEC),
which predates the DoNER Ministry, was initially responsible for regional
planning and executing schemes of regional importance. After the creation of
the DoNER Ministry, the role of NEC was curtailed, resulting in confusion and
overlapping responsibilities between the two bodies.
The
Need for Merging DoNER with NEC for Streamlined Development
The
overlapping roles of DoNER and NEC have been a longstanding issue. Both bodies
have similar mandates—planning, executing, and monitoring development projects
in the region—which has led to confusion and inefficiency in project
implementation. This issue was recently addressed at the 21st conference of the
Commonwealth Parliamentary Association (CPA), where a resolution was passed
calling for the merger of the DoNER Ministry with NEC for better strategic
planning and coordination of development efforts.
The
merger, if implemented, would resolve the confusion and improve coordination
between the central and state governments, leading to more effective
utilization of funds. It would also ensure that regional development plans are
better aligned with the needs of the states and local communities, addressing
critical gaps in infrastructure and other key sectors.
Legislative
Oversight and Strengthening Accountability
Another
key recommendation from the CPA conference was the creation of a
Department-Related Standing Committee (DRSC) in Parliament exclusively for the
DoNER Ministry. This move would strengthen legislative oversight of the
ministry’s functioning and ensure greater accountability in the implementation
of schemes and policies. Currently, both DoNER and NEC fall under the DRSC on
Home Affairs, which limits the scope of focused legislative scrutiny.
Strengthening
legislative oversight is crucial for ensuring that funds are utilized
effectively and that development projects are completed in a timely manner. It
would also provide a platform for addressing the unique challenges faced by the
Northeast, such as the difficulty in land acquisition, delays in environmental
and forest clearances, and the lack of capacity in state governments to prepare
comprehensive project reports.
The
Role of Community Radio in Empowering Northeast India
While
addressing the larger issue of fund utilization and development planning, it is
equally important to focus on grassroots initiatives that can empower local
communities in the Northeast. One such initiative is the expansion of Community
Radio Stations (CRS), which play a vital role in promoting local culture,
providing a platform for creative expression, and disseminating important
information on socio-economic development schemes and disaster preparedness.
Community
radio has the potential to bridge the communication gap between the government
and local communities, especially in remote and marginalized areas of the
Northeast. CRS allows communities to voice their concerns, participate in the
decision-making process, and engage in discussions on policies that directly
affect them.
However,
despite its immense potential, the expansion of CRS in the Northeast has been
hampered by financial constraints. The Central Sector Scheme “Supporting
Community Radio Movement in India” provides a one-time lump sum financial
assistance of Rs 12 lakhs to organizations in the Northeast for setting up CRS.
However, this amount is only 60% of the cost of the equipment required, and
with the cost of equipment rising to Rs 30 lakh, the financial assistance has
become inadequate.
Government
Initiatives to Expand Community Radio Services
Recognizing
the importance of CRS and the financial hurdles faced by organizations, the
Ministry of Information and Broadcasting has proposed to increase the financial
assistance to 70% of the equipment cost, which comes to Rs 21 lakh for the
Northeast region. This proposal brings fresh hope for the expansion of CRS and
the empowerment of local communities.
The
Ministry has also proposed additional financial assistance for CRS managed by
women-led organizations, offering up to 80% of the equipment cost, which comes
to Rs 24 lakh for the Northeast. This initiative is aimed at encouraging more
women-led organizations to set up CRS and participate in the community radio
movement, empowering women and giving them a voice in local governance and
decision-making.
Overcoming
Sustainability Challenges for CRS
While
the proposed increase in financial assistance is a positive step, the
sustainability of CRS depends not only on initial funding but also on the
ability of these stations to generate revenue and produce quality programming.
CRS faces challenges in generating revenue due to its limited reach—typically
covering a radius of 5–10 kilometers—and the restrictions on advertising and
sponsorship. The Telecom Regulatory Authority of India (TRAI) has recommended
that the government sponsor more programs on CRS to ensure its sustainability.
Additionally, budgetary support for CRS should be extended to central and state
universities, which can serve as hubs for community radio in the region.
A
Holistic Approach to Development in the Northeast
The
Northeast’s development challenges cannot be solved solely by addressing fund
utilization or expanding community radio services. What is needed is a holistic
approach that involves strengthening the capacity of state governments to
implement development projects, improving coordination between the central and
state governments, and empowering local communities through initiatives like
CRS. The merger of DoNER and NEC would go a long way in streamlining
development efforts, while greater legislative oversight would ensure
accountability and timely implementation of projects.
Furthermore,
the expansion of community radio services, coupled with adequate financial
support and a sustainable revenue model, would empower local communities to
take an active role in their own development. By addressing both the macro and
micro-level challenges, the Northeast can finally begin to bridge the
development gap and unlock its full potential.
(Views are personal. Email: dipakkurmiglpltd@gmail.com)