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 North East, a region historically plagued by underdevelopment and marginalisation. However, despite its existence for two decades, the Ministry continues to face significant challenges, particularly in the utilisation 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 per cent of the total budgetary allocations for the financial year 2023-24 could be utilised highlights a deep-rooted problem of underutilisation in the region. This underutilisation persists despite the availability of funds, exposing a critical gap in project execution and coordination between the central government, the DONER Ministry, and the north-eastern states. The consequences of this failure are dire, as the states in the North East, already grappling with limited resources, are unable to fully harness the opportunities presented by these funds.
Historical Context and Challenges in Fund Utilisation
The North East 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.
Recognising these challenges, the DONER Ministry was created with the primary objective of ensuring full utilisation of the 10 per cent gross budgetary support allocated by various central ministries for the development of the North East. 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 utilisation 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 utilised 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 North East, 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 North East India
While addressing the larger issue of fund utilisation and development planning, it is equally important to focus on grassroots initiatives that can empower local communities in the North East. 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 marginalised areas of the North East. 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 North East 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 lakh to organisations in the North East for setting up CRS. However, this amount is only 60 per cent 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
Recognising 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 per cent of the equipment cost, which comes to Rs 21 lakh for the North East 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 organisations, offering up to 80 per cent of the equipment cost, which comes to Rs 24 lakh for the North East. This initiative is aimed at encouraging more women-led organisations 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 programmes 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 North East
The Northeast’s development challenges cannot be solved solely by addressing fund utilisation 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 North East can finally begin to bridge the development gap and unlock its full potential.
(The writer can be reached at dipakkurmiglpltd@gmail.com)
