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To put it in perspective, it takes equal time to reach Guwahati by road. There are multiple layers. We realise that connecting with people is one part and can be done easily through a WhatsApp Complaint System but the more important challenge is how to address the problems and connecting them to the department concerned. We created a system where a code is generated for every problem and then a message goes to officials concerned, both at the ground level and the senior ones. If there is no reply, then reminders are given.

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It is not a very complex system where a lot of money is needed. However, we are trying to understand how to make the system more efficient, accountable and deliverable. Since we started this, approximately complaints have come to us. Earlier, there was no concept of addressing complaints within a certain time period. I am hoping this will improve from the 50 per cent redressal rate that we have managed to achieve till date.

More importantly, I try to make it a point to connect with my officers all the time through two programmes. There is a departmental review that is done at my level through video-conferencing or physically when I am present. Another important programme is a block visit.

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  • In two years, I want to target all 46 blocks. So every month I hope to meet a similar target. There are multiple objectives of making smart villages, including the one to stem migration to towns.

    People migrate in search of better facilities for health, education and employment opportunities. We can actually resolve these problems through technological interventions. In health, for instance, our focus was on expectant mothers getting access to institutional delivery. Initially, we were of the opinion that they were not open to the idea but we were wrong. We started with one district and used technology to map every would-be mother. There were 3, of them and after the exercise, we knew exactly which village they were from, which week the delivery would take place, the names of Asha volunteers taking care of them, the medical officer involved, the contacts of husbands and mothers-in-law and a shortlist of high-risk mothers due to blood pressure problems or diabetes.

    Additionally, we have connected auto-rickshaw drivers to the expectant mothers as a back-up ambulance and promised to give them Rs if they ferry mothers to hospitals. This has improved the overall institutional delivery in that district from a mere 40 per cent to 90 per cent in six months. That is how I envision smart villages rather than with huge towers and buildings.

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    Such basic technological interventions without huge financial inputs have improved health facilities. We identified the bottom 20 per cent of the schools where the results were below a certain benchmark and launched a pilot project in one district where students from those schools, who were doing badly, were brought together in clusters. Incentives were given to teachers to bring in students and they were provided with additional tuitions on Saturdays. It is not so difficult to improve the numbers from 20 to 60 per cent because if you are getting a 20 per cent pass percentage in any school, that means the modules there are simply not working.

    So just by making simple tweaks, you improve it to 60 per cent.

    The toughest is reaching the level of 80 to per cent. But as of now, we are focussed on reaching 60 per cent and then we will think about moving ahead. My target is to have one woman in each household in an SHG. Some money is collected and these SHGs will act as micro financing banks and give loans without paperwork. We are not just doing that but we are motivating women and giving them ideas about the industries that they can develop.

    We will connect SHGs with people from Berkeley University to whom we have given seven challenges, including food processing as a part of the MoU. I have asked them to study every district of Meghalaya and zero down on certain products from the area and figure out which technological intervention at an affordable cost can be implemented to improve the livelihood of people and, also, where the products can be sold.

    A study of bamboo was undertaken by Berkeley and it highlighted that it was not the ply or the brush that would give margins. The highest profits, of about 25 per cent, would come from bamboo charcoal. The institution connected us to Chinese companies which make the machines to create bamboo charcoal and they gave us the cost and how much time it would take for the process.

    Berkeley developed an entire business plan and also, an end to end solution. Besides food, researchers will study micro-financing, tourism, food processing, turmeric and more. We have to focus on our strengths and see what the requirements are outside and within the country. We need close to 2 lakh MT of milk whereas we produce 50, MT.

    We launched a milk mission at a cost of Rs crore.

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    Then there is a huge requirement for pork not just locally, but also outside. In India, good quality pork is not available and we have to rely on imports. So we are seeing these gaps in local consumption and exports and plugging those. These are low-hanging fruits as there is an existing demand. We are doing the market research to figure out the requirements, giving money to the SHGs and training them but we let them do it on their own.

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    The key aspect of the SHG movement, which is so important to understand, is creating an institutional network. For instance, at three, the fertility rate is the highest in the country where some families have as many as seven or eight children. If we want to address the issue of fertility, we will have to talk about contraceptives.

    A lot of rural mothers have no say in when they wish to get pregnant, which is sad. The same applies to a nutrition programme. If we want to provide every child with one glass of milk, it is not just a doctor or a health specialist which can do this.