non governmental organization

8/11/2019 Non Governmental Organization

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CHAPTER - 1

INTRODUCTION

1.1.

Concept of Non-Governmental Organization

The term, "non-governmental organization" or NGO, came into use in 1945 because of

the need for the UN to differentiate in its Charter between participation rights for

intergovernmental specialized agencies and those for international private organizations. At

the UN, virtually all types of private bodies can be recognized as NGOs. They only have to be

independent from government control, not seeking to challenge governments either as a

political party or by a narrow focus on human rights, non-profit-making and non-criminal. As

of 2003, there were reportedly over 20,000 NGOs active in Iran. The majority of these

organizations are charity organizations, and thus would not fall under the category of

development-oriented NGOs. In this document the term NGO is primarily used for

organizations other than charitable organizations.

The structures of NGOs vary considerably. With the improvement in communications,

more locally-based groups, referred to as grass-roots organizations or community based

organizations, have become active at the national or even the global level. Increasingly this

occurs through the formation of coalitions with other NGOs for particular goals, such as was

the case in the case of the Bam earthquake for example.

A civil society is composed of three sectors: government, the private sector and civil

society, excluding businesses. NGOs are components of social movements within a civil

society. In the case of Iran, where civil society is not yet mature, NGOs can have an important

role in strengthening the foundations of an emergent civil society. The issue of independence

is an important one in the credibility of an NGO. It is hard for NGOs not to come under any

governmental influence. Individual governments do at times try to influence the NGO

community in a particular field, by establishing NGOs that promote their policies. This has

been recognized by quite common use of the acronym GONGO, to label a government-

organized NGO. Also, in more authoritarian societies, NGOs may find it very difficult to act


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independently and they may not receive acknowledgment from other political actors even

when they are acting independently. On the other hand, development and humanitarian relief

NGOs need substantial resources, to run their operational programs, so most of them readily

accept official funds. It is thus important for the NGO to have transparency in its operations

and goals so that its relationship.

1.2. Types of NGO

NGOs can be distinguished into two groups: Operational and advocacy NGOs. This

may be interpreted as the choice between small-scale change achieved directly through

projects and large-scale change promoted indirectly through influence on the political

system.

Operational NGOs have to mobilize resources, in the form of financial donations,

materials or volunteer labour, in order to sustain their projects and programs. This process

may require quite complex organization. Finance obtained from grants or contracts, from

governments, foundations or companies, require time and expertise spent on planning,

preparing applications, budgeting, accounting and reporting. Major fund-raising events

require skills in advertising, media relations and motivating supporters. Thus, operational

NGOs need to possess an efficient headquarters bureaucracy, in addition to the operational

staff in the field.

Advocacy NGOs will carry out much the same functions, but with a different balance

between them. Fund-raising is still necessary, but on a smaller scale and it can serve the symbolic

function of strengthening the donors' identification with the cause. Persuading people to donate

their time is necessary, but, in addition to a small number of people giving a great deal of time, it

is also necessary to be able to mobilize large numbers for brief periods. External donors may not

impose onerous administrative burdens, but supporters still have to be supplied with information

on an efficient regular basis. Major events will aim to attract favourable publicity rather than raise

funds. Therefore, despite their differences, both operational and advocacy NGOs need to engage

in fund-raising, mobilization of work by supporters, organizing special events, cultivating the


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media and administering a headquarters. Only the defining activities implementing projects or

holding demonstrations serve to differentiate them. In reality, the distinctions are not as sharp

as the labels suggest. Operational NGOs often move into advocacy when projects regularly face

similar problems and the impact of the projects seems to be insufficient. All the large

development and environment operational NGOs now run some regular campaigns, at least by

supporting campaigning networks. Similarly, advocacy NGOs often feel they cannot ignore the

immediate practical problems of people in their policy domain. Human rights NGOs and

women's NGOs end up having programs to assist the victims of discrimination and injustice.

1.3. Relevance of NGO's

In the case of Iran, NGOs can have an active role in the following areas:

Community Health Promotion an Education

Contraception and Intimacy Education

Waste Disposal

General Hygiene

Water Usage

Vaccinations

Youth Counselling Services

Emerging health crises

HIV/AIDS education and support

Hepatitis B education

Drug Addiction recovery

Community Social Problems

Juvenile crimes

Runaway girls

Street Children

Prostitution


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Environmental

Sustainable water and energy consumption education

Keeping mountains and forests clean

Economic

Microenterprises and Micro-loans

Skill training (Computers, technician training, Catering services,

clothing and textile, etc.)

Product promotion and distribution (Bazaars etc.)

Cooperative creation

Financial consulting

Career services and job search assistance

Development

School construction

Infrastructure construction

Cultural center construction and operation

Agriculture and Aquaculture expert assistance

Womens Issues

Women and Childrens Rights

Battered women assistance center

Group therapy for sexually abused women

Counselling hotlines (telephone-based counselling services for women)

Legal assistance to women

Literacy drives


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1.4. Structure of NGO

There is a growing need for non-profit and non-governmental organizations (NGOs)

throughout the world to be more effective and productive. One the many ways they are

achieving this is by broadening and strengthening the constitution of their Boards. An increase in

the effectiveness of NGO board itself has been achieved by bringing together organizations and

leaders with a shared interest in the work of boards; building capacity by training; and

developing management and governance tools.

Having a good and effective NGO Board provides a basis for successful

management of its organization; familiarizes its target constituents with the activities of the

NGO; help in better understanding the organizational structure of the NGO, and also assistsin distributing responsibilities among the team members within the NGO organization.

An NGO Board may be called by different names - 'Board of Directors; 'Steering

Committee' 'Advisory Group' etc. The term 'Board' is used collectively and interchangeably to

mean all these names.

How does an NGO board function? What does it do? It first of all, sets policies and

strategies for the NGO, in line with the agreed purposes, principles and scope of the NGO. It

also sets operational guidelines, work plans and budgets for the NGO and policy and program

support. Many times, it is also called on to make funding decisions.

It assists the internal workings of the NGO by setting criteria for membership of, and

appointing, review panels and/or support groups. It may also establish a framework for

monitoring and periodic independent evaluation of performance and financial accountability ofactivities supported by the NGO.

One of its main roles is representation of the NGO in the larger community. It

represents views of the NGO in various constituencies, or within the NGO community in


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relation to outside organizations. It is frequently asked to coordinate with outside agencies, as

well as advocate for the NGO, and mobilize resources. Within the board set-up itself, an

NGO board selects and appoints chairpersons for the Board, and also participates on

committees and working groups of the NGO.

What is the mandate and working methods of an NGO board members? They participate

fully in all meetings of the Board (including study all relevant documents in order to provide

input in the decision-making process). Many NGO Board Members are also expected to

participate in teleconferences and other virtual means of communications among Board

members, the NGO community, networks and with the other NGO Board members - especially

due to their work schedules etc.

NGO Board Members advocate the participation of community representatives in thedesign, implementation and evaluation of policies and programs at all levels of the NGO. They

provide input into equitable and appropriate allocation of resources and maintain a focus on

issues of importance to the community and NGO movements in general. Board members also

seek input from the community on key issues related to relevant documents and consult with

and report to the broader community of NGOs and CBOs and people and communities, as well

as appoint advisors for the NGO's programs and projects.


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1.5. Qualifications and criteria for selection

Who should become an NGO's Board Member? What criteria is necessary to select

Board members? Based on the Board's functions, including representing the variousconstituencies, the process of selection of Board members (and their designated Alternates)

takes several criteria into consideration.

Board members should possesses an understanding of the scope of work of the

NGP/NPO and opportunities it presents; the ability to strengthen the Board's understanding of

NGO and other issues; have experience and responsibility to carry out tasks and roles of the

Board; represent issues related to NGO involvement in its target issue/area; and represent

issues related to the NGO's target community.

They should also have a minimum number of years in front-line community work, and

an ability and capacity to communicate and network effectively and broadly (for example, they

must have functioning communications linkages such as telephone, fax, computer and email).

Board Members are expected to have the ability to represent and promote the NGO

publicly, as a Board member representing the NGO community; ability to act within a team

setting; be gender sensitive; possess diplomatic and strategic political skills, including capacity

to think and work strategically; possess the ability to work in international and local languages;

and also have linkages to an organization that can facilitate communication and liaison; and

provide consultation and support.


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An NGO Board usually has 10 to 15 members, with a President, a Treasurer and other

positions designated to specific tasks/issues related to the NGO's program areas. The member

positions could be rotating and/or renewable.

The length of terms for NGO Board Members and Alternates varies from

organization to organization, but usually ranges from one to three years.

Due to the nature of the work and contribution to the workings of an NGO board, criteria

for cessation of appointment is also usually set out. An NGO Board Member could cease to be a

Member if he/she resigns, he/she no longer has an employer who is supportive of the time

commitment required or he/she no longer has links to the organizations that secured his/her

nomination and/or selection to the Board; he/she is unable to perform the agreed upon tasks;

he/she is unable to work with the other NGO Board Members as part of a team; or if a conflict of

interest is declared


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1.6. Setting up an NGO's By-Laws

Bylaws are internal documents, a set of rules that enables each organization to conduct its

affairs. It is important they be written clearly and in language that is easily understood by all

organization stakeholders. This document is frequently necessary for the registration of an NGO

with national and public authorities.

Typical items addressed in the bylaws are:

Name and purpose of the NGO. The Purpose is usually a restatement of the NGO's

MissionStatement, but can contain additional details

The frequency, notice, and quorum requirements for organizational meetings. Thesecan beinternal or regular meeting of the NGO, or external meetings such as those for the general

public, with other stakeholders etc.

Voting qualifications, proxies, and procedures for approval of boards. This is related to

the governance structure of the NGO's board. The number and term for members of the board,

scope of authority, method of nomination and election to the board, and provision for filling

vacancies. List of board officers, method of nomination and election, terms of office, powers,

duties, and succession.

Membership and authority of committees or working groups. Many of an NGOs'

work is done through sub-committees or groups, and provisions need to be made for such

committees. Title and scope of authority for the executive director and other staff members

who are responsible for the day to day functioning of the NGO.

Record-keeping and financial reporting responsibilities. In many countries this is

necessaryfor the maintenance of the tax-exempt status of an NGO.

Amendment procedures for the bylaws and provisions for dissolution of the organization.

Writing and gaining approval for a set of bylaws takes thought, time, and the involvement of the

organizations constituents. Bylaws should be written with an emphasis on fair Strategy and

transparent governance.


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1.7. An NGO Approach to Solving Community Problems

When an NGO approaches solving a problem, they can pursue the following structure:

Gather information on the issue

What exactly is the problem?

What is causing the problem?

Who are the persons/organizations responsible (for e.g. it could be a

particular department of the government/an industry)?

What are the consequences going to be? Assess magnitude, quality and prevalence.

What are the alternatives/possible solutions?

How much would they cost? Is it better to invest the money in other projects?

Talk to people in the community to hear different views that will enable a holistic view

of the issue.

Talk to people who are in-charge and hear their side of the issue. Tell them about the

problems that you see.

You may be able to work towards solving problems together if you do not see yourself

as hostile parties.

Connect with people to increase awareness

Ask older, influential or respected people in the community to address public gatherings.

Use the media (newspapers and the internet) to generate interest, communicate the

facts and discuss options.

Write polite, succinct articles for magazines and newspapers identifying the issues.

Include people from diverse backgrounds, so that your organization is not linked with any

particular political party or religious sect.

For fundraising purposes, let people know why funds are needed and how they will

be used. Transparent and detailed accounts are imperative to build trust.

Link up with other NGOs to maximize the effect of the effort.


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1.8. Capacity Building and NGO

Capacity building has fast become a major topic among nonprofits and management

support organizations (funders, associations, training centers, consultants, etc.) that provide

services to nonprofits. There are a variety of definitions for capacity building. Perhaps the most

fundamental definition is "actions that improve nonprofit effectiveness". Some other discussions

about capacity building refer to the concept as actions that enhance a nonprofit's ability to work

towards its mission.

The concept of capacity building in nonprofits is similar to the concept of organizational

development, organizational effectiveness and/or organizational performance management in

for-profits. Capacity building efforts can include a broad range of approaches, eg, granting

operating funds, granting management development funds, providing training and developmentsessions, providing coaching, supporting collaboration with other nonprofits, etc. Prominent

methods of organizational performance management in for-profits are beginning to be mentioned

in discussions about capacity building, as well, for example, the Balanced Scorecard, principles

of organizational change, cultural change, organizational learning, etc.

Information in this topic of the Library will acquaint you with the concept of capacity building in

nonprofits, including offering you a broad background from some suggested previous readings,

numerous perspectives on capacity building from numerous articles, and then review of various

common functions in nonprofits (eg, boards, role of CEO, programs, marketing, fundraising,

finances, evaluation, etc.). The topic closes with review of major methods of organizational

performance management.


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1.9. Financial Management for NGOs

All organizations need money. Alongside staff, money is the one thing that takes up

most management time. Good financial management involves the following four building

blocks:

1. KEEPING RECORDSThe foundations of all accounting are basic records that describe your earnings and

spending. This means the contracts and letters for money you receive and the receipts and the

invoices for things that you buy.

These basic records prove that each and every transaction has taken place. They are the

cornerstones of being accountable. You must make sure that all these records are carefully filed

and kept safe.

You must also make sure that you write down the details of each transaction. Write

them down in a 'cashbook' - which is a list of how much you spent, on what and when.

If you are keeping your basic records in good order and writing down the details of each

transaction in a cashbook then you cannot go far wrong.

2. INTERNAL CONTROL

Make sure that your organization has proper controls in place so that money cannot be

misused. Controls always have to be adapted to different organizations. However, some

controls that are often used include:

Keeping cash in a safe place (ideally in a bank

account).

Making sure that all expenditure is properly

authorized.

Following the budget.

Monitoring how much money has been spent on what every

month.

Employing qualified finance staff.

Having an audit every year.

Carrying out a 'bank reconciliation' every month - which means checking that the

amountof cash you have in the bank is the same as the amount that your cashbook tells

you that you ought to have.


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1.10. Organization Problems in NGOs

The signs of organizational distress in an NGO arent difficult to identify. Here are

the most typical Problems of decline and some practical responses:

Program

Problem Stretegies

Demand has declined, and capacity to Reassess the needs of target audiences, and

deliver services is under-utilized. revise programs to meet current needs. Or, add

new offerings to the program mix, and

eliminate outmoded ones. Restaffing or

retraining may be required to deliver new or

revised services.

Management

Problem Strategy

Management is unable to think creatively Enlist help from external advisors to generate

about the organizations mission or fresh alternatives and provide objective

approach. perspectives. A change in leadership may be

appropriate.

Staffing

Problem Strategy

The staff is torn by infighting and turf Consider reorganizing staffing structure,

wars. including reallocating responsibility and

retraining people. Retain consultants to help

clarify disputed issues and assess staff

members capabilities.

Board

Problem Strategy

The same few board members show up at Contact all board members and discuss their


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every meeting to rehash familiar issues. commitment to the organization. Revise the

boards structure to reflect present-day needs.

As part of this process, some board members

may resign voluntarily and new members with

critical skills can be recruited.

Systems

Problem Strategy

Administrative systems are needlessly Review your systems requirements in light of

complex, confusing, and outmoded. changing programs and technologies. This

may require the expertise of outside

management and information technology

consultants.

Fundraising

Problem Strategy

The organization is chasing dollars by Clarify the mission, and revise programs to

inventing new initiatives primarily to make them more relevant. Concentrate on

attract available funding, contorting funding opportunities that clearly fit this new

existing programs to match funders direction. Adopt a more proactive approach to

special interests, or responding to funders.

Requests for Proposals indiscriminately.

Financial Management

Problem Strategy

Cash flow problems and projected budget Pare expenses by dropping or curtailing non-

deficits are chronic. essential services. Develop new sources of

income based on revised programs.

Internal Communications

Problem Strategy


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Staff members dont willingly speak out

on critical problems and feel disconnected

from important decision-making.

Create an operational policy that outlines

procedures for involving staff. Give senior

staff opportunities to work with the board.

External Relations

Problem

The organizations reputation has

diminished; there is confusion among

outsiders about its mission and programs.

Strategy

Inform funders and other constituents of your

progress as you revise goals and programs. Be

sure that messages about newsworthy

accomplishments are conveyed to key

audiences


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CHAPTER - 2

2.1. INTRODUCTION

PROFILE OF NGO VISITED (TMSSS)

The term, "non-governmental organization" or NGO, came into use in 1945

because of the need for the UN to differentiate in its Charter between

participation rights for intergovernmental specialized agencies and those for

international private organizations. At the UN, virtually all types of private

bodies can be recognized as NGOs. They only have to be independent from

government control, not seeking to challenge governments either as a

political party or by an arrow focus on human rights, non-profit-making and

non-criminal. As of 2003, there were reportedly over 20,000 NGOs active

in Iran. The majority of these organizations is charity organizations, and

thus would not fall under the category of development-oriented NGOs. In

this document the term NGO is primarily used for organizations other than

charitable organizations. The structures of NGOs vary considerably. With

the improvement in communications, more locally-based groups, referred to

as grass-roots organizations or community based organizations, have

become active at the national or even the global level. Increasingly this

occurs through the formation of coalitions with other NGOs for particular

goals, such as was the case in the case of the Bam earthquake for example.]

A civil society is composed of three sectors: government, the private

sector and civil society, excluding businesses. NGOs are components of

social movements within a civil society. In the case of Iran, where civil

society is not yet mature, NGOs can have an important role in strengthening

the foundations of an emergent civil society. The issue of independence is

an important one in the credibility of an NGO. It is hard for NGOs not to


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come under any governmental influence. Individual governments do at

times try to influence the NGO community in a particular field, by

establishing NGOs that promote their policies. This has been recognized by

quite common use of the acronym GONGO, to label a government-

organized NGO. Also, in more authoritarian societies, NGOs may find it

very difficult to act independently

and they may not receive acknowledgment from other political

actors even when they are acting independently. On the other hand,

development and humanitarian relief NGOs need substantial resources, to

run their operational programs, so most of them readily accept official

funds. It is thus important for the NGO to have transparency in its

operations and goals so that its relationship.

2.2. The Diocese of Thanjavur runs two Social Service

Organizations:

TMSSS Thanjavur Multipurpose Social Service Society:

TMSSS does social service in four Districts: Thanjavur, Nagapattinam,

Tiruvarur and Cuddalore.

TMSSS Conducts various programmes for education, social

work, health work and other activities at the grass root level.

2.3. A Brief History of the Diocese of Thanjavur

The Diocese of Thanjavur was created on November 22, 1952

through the papal bull Ex Primaevae Ecclesiae when it was bifurcated

from the ancient See of Mylapore. It had to wait for four more months for

the nomination of its new bishop. Most Rev. Dr.R.A.Sundaram, an

illustrious son of the soil, was nominated the first Bishop of Thanjavur on

February 4, 1953 and was consecrated at Chennai on 19th March 1953. It is

interesting to note that in 1843 itself, the then Apostolic Prefect of

Pondicherry, Msgr.Bonnand proposed that Thanjavur be erected an

Apostolic Vicariate.


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2.4.Historical Respective of NGO

Mylapore had become a diocese in 1606 and was the third oldest diocese of

India till it was amalgamated with Madras in 1952. Its jurisdiction extended

from the present Diocese of Thoothukudi in Tamilnadu to what is now

known as West Bengal. Many missionaries including Franciscans,

Augustinians, Dominicans and Jesuits like Robert de Nobili (the Father of

Tamil Prose), Balthasar da Costa (the founder of Thanjavur Mission), John

de Britto (the first Jesuit saint in India), Antam de Proenca (whose Tamil

Portuguese, Dictionary was the first of its kind to be printed) and Costanzo

Giosseffo Beschi (fondly called by the Tamils Veeramamunivar, who was

the author of the Tamil Catholic epic Thembavani, the first European

scholar to scientifically study Tamil grammar and compose new Tamil

grammar both in Tamil as well as in Latin and the first to compile a Tamil

Tamil Dictionary called Saduragarathi) had toiled laboriously in the area

presently covered by Thanjavur Diocese.

In 1570 Caesar Frederick, who visited Thanjavur, describes it as a

great city and very populous of Portuguese and Christians of the country

and many gentiles. The local Christians must have been settlers from the

southern districts of Tamilnadu where Christianity was already established

in 1536. Fr.Francisco do Oriente, O.F.M., who made an attempt in 1585 to

found a church at Thanjavur was not permitted to do so by the Nayak of

Thanjavur. The Nayak was not averse to Christians living in his kingdom

but would not allow any missionary to work there or construct churches.

In the Seventeenth and Eighteenth centuries, though Thanjavur was

mentioned as a parish or mission centre in the Annual letters of the Jesuits,

the local princes, who were opposed to the Christian faith and often

persecuted the Christians, did not allow the missionaries to stay and do their

ministry there. Therefore the Catholics, living within the Thanjavur

kingdom, had to go to priests residing in Nandavanampatti or Koonampatti


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or Elakurichi for their Christian obligations. Fr.Balthazar da Costa speaks

about Nandavanampatti, for the first time, in his letter dated 29.10.1644. He

preached the Gospel in that area, converted many and constructed a church

there. Later he was able to enter Thanjavur Town, convert many and

construct churches within the town itself. In 1654-56 there were 985

Catholics in Thanjavur, up from 180 in 1647. Soon Christian communities

were formed in Vallam and Sellappanpatti.

Nandavanampatti and Koonampatti are presently substations of the

Parish of Muthandipatti in our Diocese, while Elakurichi belongs to the

Diocese of Kumbakonam and is a famous Marian Shrine of the area. Beschi

mentions Koonampatti in many of his letters. There was until recently a

small chapel, which, according to the Jesuit Annual Letter of 1667, was

constructed by a local Catholic lady named Margaret during the time of

Fr.Domingo de Almeida. It was known as the Chapel of Five Wounds and

had a small presbytery attached to it. It has now been replaced by a new

construction. The tombs of two Jesuit Priests are still found in the village

tank. We are informed that the Marattas imprisoned two of the Jesuit

missionaries, Fr. Joseph Carvalho and Fr.Charles Michael Bertholdi, a dear

friend and compatriot of Beschi, at Vallam or Thanjavur and one of them,

Fr.Carvalho died in prison in 1701. Fr.Emmanuel Machado was arrested at

Vallam, spent about 23 months in prison and freed on 06-06-1717.

We first hear of Christians living in Nagappattinam when Ludovico

de Varthema visited it in 1505 which was much before the Portuguese had

settled there. When St.Francis Xavier stayed with the Vicar of

Nagappattinam in 1545 on his way to Mylapore, the Portuguese were well

established there. Nagappattinam had about 3000 Christians in 1577. The

Franciscans were the only religious in the place till almost the very end of

the 16th century. Later the Jesuits came in 1597 and started a college in

1618 which was preceded by a school in 1602. The Dominicans came there

in 1604 and the Augustinians in 1625. The priests, who stayed in


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Nagappattinam, often visited the Catholics in Tranquebar, where a chapel,

dedicated to the Exaltation of the Holy Cross, had been constructed around

1597. In 1620, Tranquebar had a resident priest. In 1642, there were five

churches in Nagappattinam, administered by the Franciscans, Jesuits,

Augustinians and Dominicans while the main church was always

administered by a diocesan priest. Besides, the Franciscans ran a Mercy

Home and a hospital there. By 1642, there were 7000 Christians above the

age of seven in the town. In 17th Century, six persons born at

Nagappattinam of Portuguese parents became Jesuits. A church, dedicated

to St. Francis Xavier, was erected in Sathangudi, presently a substation of

Tranquebar, in 1726.

Among the ancient missionary centres, now under the jurisdiction of

Thanjavur, the following are to be mentioned: Pillavadanthai and Kozhai

(both of which were served by St.John de Britto 1847), Mannargudi,

Pattukkottai, Vedaraniam, and Kozhai near Palayamkottai (served by many

Jesuits including St. John de Britto), Moolangudi (where, according to a

local tradition, St. Francis Xavier had erected a chapel to Our Lady at

Serugalathur), Kottaikkadu, Sammanasur,(ancient parishes in Pudukkottai

area), Mayiladuthurai (served by St. John de Britto ) and Eylur (a substation

of Kattumannarkoil now and mentioned in the letters of Beschi who

constructed some buildings there). Most of these were served by Jesuits and

some by Franciscans and later by M. E.P. Fathers to whom Thanjavur

mission was entrusted by the Holy See after the suppression of the Society

of Jesus in 1759. Many priests from Goa and Kochi were sent to work in

the area.

The Jesuits of the New Madurai Mission came to Thanjavur in 1845

and served in various parishes like the Sacred Heart Church (the present

Cathedral), Vallam, Sammanasur, Pudukkottai and Nagappattinam. They

had to hand over these parishes to the Diocese of Mylapore in 1893.


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With such a hoary past and rich missionary traditions, the new

diocese came into being with the Sacred Heart Church in Thanjavur as its

Cathedral. It is to be noted that the new bishop was a Parishioner of this

Church.

As there was no Bishops House, a portion of the Cathedral

Presbytery served as the Bishops House and the Diocesan Office. After

eight months, the Baroda Villa on the Tiruchi Road was purchased and

converted into the Bishops house. In 1957 a new Bishops House was

constructed in the adjacent land.

When the Diocese was started, it had only 41 Parishes served by 51

Priests. Of these, Fr.Januario L. DSouza is alone with us today. Though a

good number of them were advanced in age, there was no dearth of zeal and

pastoral commitment among them. There were a good number of Goan

priests serving in the Diocese at the beginning so much so two of the four

Vicars Forane in the Diocese used to be Goans. To foster vocations in the

new diocese, the Bishop started St. Marys Minor Seminary in a small room

in the St. Xaviers Boys Home in 1953. It was then shifted to a rented house

in New Town (presently VOC Nagar) and when a new Bishops House was

constructed, the Baroda Villa became the Minor Seminary. It is a matter of

notable pride that practically all the Priests serving in the diocese today,

including the Bishop, are the products of this Minor Seminary. Since 2002 a

new building at Bishop Sundaram Complex, Arulanandammal Nagar in

Thanjavur, houses the Minor Seminary.

Frs.R.Savarimuthu and S.T. Amalnather (former Bishop of

Thoothukkudi), who were serving in the Seminary in Mylapore as well as

Fr.Paul K.F. Belevendram, then serving in Kovalam, joined the new

diocese. Similarly Brothers S.A.Arulaiah (former Bishop of Cuddappah),

P.M. Joseph and Y. Leo Michael, belonging to the Archdiocese of

Madras Mylapore and studying in Sacred Heart Seminary,

Poonamallee joined the Diocese later. This helped to solve the problem of


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the initial scarcity of Priests. The Diocese now has 182 Priests and 86

Parishes. The parishes, which became part of the diocese in 1953, were full

of old buildings -churches, presbyteries, schools and convents. Almost all

of them wear a new look today with new buildings -some renovated and

some replaced by new and modern structures.

2.5.Religious Congregations

There were only a few convents in the new diocese in 1953; but

over the past 57 years, many new congregations have established their

houses and have taken up new ministries. This has contributed to the

establishment of many educational and other institutions in the diocese. It is

to be noted that, in addition to many convents, quite a few men religious

congregations are functioning in the diocese. At present, 8 men religious

congregations and 41 women religious congregations are working in the

diocese.

2.5.1.Education

In 1953 St. Anthonys High School was the only High school run by

the diocese. Today we have 7 Higher Secondary Schools, 9 High Schools

and three Matriculation Schools under the management of the diocese and

10 Higher Secondary Schools, 17 High Schools and Matriculation Schools

run by various religious congregations. Practically all the Parishes have a

school and about half of them have orphanages attached to them. While

there was only one Industrial School (St.Xaviers Industrial School,

Thanjavur) in the diocese in 1953, the diocese is presently running three

Industrial Centers in Thanjavur, Namanasamudram and Vanamadevi. To

cater to the needs of the time, the Diocese now runs a Teacher Training

Institute, a College of Education offering B.Ed. and M.Ed. courses, a

Nursing School and a Nursing College as well as an Arts and Science

College.

Many of the diocesan Priests have high academic qualifications in

religious and/ or in secular studies. On account of this, many of them are


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able to serve in schools and Industrial Centers in the diocese or as

professors in various Major Seminaries.

2.5.2.Homes for the Aged

Two Charitable Trusts, established by individual Catholics of

erstwhile Perumpannaiyur parish and entrusted to the Diocese, one in

Pannaivilagam and the other in Elanthavanancherry, are running Homes for

the Aged, both for men and women. The diocese has started one such Home

in Vailankanni. There is also a Home for the Aged in Thanjavur run by

St.Vincent De Paul Society. Many a destitute are able to find shelter in

these Homes in their old age.

2.5.3.The Marian Shrine at Vailankanni

Our Lady of Health, Vailankanni is the second Patroness of the

diocese. Though no historical records exist, according to an age old and

strong tradition Our Lady appeared to two poor boys besides saving the

Portuguese sailors from shipwreck in Vailankanni and this led to the origin

of a Marian Shrine at Vailankanni centuries back. A Chronicle of 1635 and

a letter of 1642 mention a Christian centre at Vailankanni with a chapel

dedicated to Our Lady of Health. The Franciscan priests of Nagappattinam

were looking after Vailankanni which in course of time had a Franciscan

priest stationed there. Later it came under the administration of the Diocese

of Mylapore.

In 1933, a spacious Gothic church replaced the old church,

constructed by the sailors, though part of the old altar can be seen even

today. The shrine was raised to the status of a Minor Basilica in 1963 and a

two-storied extension church was added to it in 1975 to accommodate the

ever growing number of pilgrims. On the way to Our Ladys Tank, Stations

of the Cross and Mysteries of the Rosary were constructed. The Shrine now

has many quarters with convenient rooms at affordable rates of rent for the

benefit of the pilgrims. The Shrine Retreat House and the Institute of

Mariology are milestones in the development of the Shrine. It is also to be


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mentioned that perpetual Eucharistic adoration and counseling centre were

started and confessions in different languages are heard. The administration

was reformed to give better service to the pilgrims.

2.5.4.The Apostolate of the Laity

Parish Councils have been formed in sixty seven parishes and Basic

Ecclesial Communities (Anbiams) are functioning in sixty eight parishes.

This helps the laity to play an active role in the life of the church. The

Catholic Association, Legion of Mary, St. Vincent de Paul Society,

Vaazhvurimai Iyakkam and Third Order of St. Francis are some of the lay

organizations, which are active in the diocese. It is a matter of great pride

that Thanjavureans have distinguished themselves by holding high offices

at the national level in the lay organizations.

2.5.5.The Bishops

Most Rev. Dr. R.A. Sundaram served as the first Bishop of

Thanjavur from 1953 to 1986 and has left a long record of great

achievements. He built the Diocese from scratch and put it on a sound

track. It was due to his strenuous efforts that the Marian Shrine at

Vailankanni became a Basilica in 1963 and many buildings were

constructed to provide proper accommodation to the growing number of

pilgrims. After reorganizing the Thanjavur Multipurpose Social Service

Society in 1978 and making it more democratic, he started the Pudukkottai

Multipurpose Social Service Society in 1984 to concentrate on the social

development of the area. He wanted every parish to have a decent church,

presbytery, school and a convent so that the people of the area can be

served with great effect. With future vision he bought 130 acres of land in

the heart of the town for future development of the diocese. He spent his

retired life in the Sacred Heart Home for Retired Priests in Arulananda

Nagar, Thanjavur and died peacefully in the Lord in August 1998 at the ripe

age of 94.


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Archbishop Packiam Arockiasamy succeeded him in 1986. He

created many new parishes and constructed necessary parish churches and

other necessary infrastructure in the rural areas. He started new High

Schools in Palayamkottai, Vichoor and K.Aranthangi as well as Industrial

Centres in Namanasamudram and Vanamadevi.

He encouraged the Charismatic Movement in the Diocese and

started the Diocesan Charismatic Centre at Our Lady of Lourdes Church,

Mangalapuram, Thanjavur. It was during his time that the Diocese of

Thanjavur Society was reorganized and many Committees were formed for

the better functioning of the Diocese. He retired in 1997 and died

peacefully in the Lord in May 2003.

Dr. M. Devadass Ambrose, who hails from the Diocese of

Thanjavur, was nominated the Bishop of Thanjavur in July 1997 and was

consecrated in September of the same year. He continues to tread the path

paved by his predecessors and concentrates on the overall development of

the people. He has erected new parishes in Anna Nagar, Amaradakki,

Siluvaipuram, Kuthalam, Machuvadi, Veerakurichi,

Adaikalamatha(Thanjavur), Adhanur, Arasadipatty, Parithiur, Nagore, and

Munnayampatti. Bishop added more commissions like anbiams, women

etc. He has sent many priests for both religious and secular studies within

India and abroad. He has started an Educational Fund and asks the people to

contribute to it monetarily instead of honouring him with shawls and

garlands during his visits to parishes. He has regularized the contracts with

many Religious Congregations working in the Diocese. Bishop also had

upgraded many schools according to the need of the people. He upgraded

Primary school into Middle School in Moovanur, Middle School into High

School in Pattukkottai and Thirukkanurpatti, High Schools as Higher

Secondary Schools at Palayamkottai, Pudukottai and Vichoor. Realizing the

need for higher education for the youth, he started six institutions of higher

education which is very much appreciated by the people. In order to have


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decent place of worship for the villagers, Bishop is constructing many

village chapels.

When the Tsunami hit the shores of the diocese on 26th December

2004, the Bishop rose to the occasion; he arranged to feed and shelter

thousands of victims in Vailankanni. Through the TMSSS, he constructed

many temporary shelters and distributed clothes, utensils etc. to the affected

with the help of many donors from India and abroad. Then he constructed

more than 2400 houses with the help of the State Government and donor

agencies like the Caritas-India, CRS, CNEWA and the Carmelite Society. It

is also to be noted that from the time of tsunami, Caritas Poland has been

helping the orphan children with scholarships and the orphan children have

benefitted from this assistance.


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2.6. Various Development of Programmes Implemented In The TMSSS - NGO

2.6.1.Thane Cyclone Relief Program

2011 year ended creating a heavy damage through Thane Cyclone. Unimaginable heavy damagecaused affected the entire district regions of Pondicherry, Cuddalore and partially the Villupuram

district.

2.6.2 FRATERNAL LIFE COMMUNITY PROGRAM

Fraternal Life communities facilitate the rural people to mobilize savings, lend money based on the

savings in order to redeem the poor from borrowing money for high rate of interest, enhance their

economic resources and undertake various Micro enterprises for their development.

Revolving Fund Assistance to Fraternal LifeCommunity Members

IGP Assistance to Fraternal LifeCommunity Members

2.6.3 HEALTH SERVICES

762 sick people from 82 villages within Pondicherry Archdiocese and 31sick people from

other areas were referred for health treatment.

Food, Medicine, Travel allowance and accommodation were provided

for the beneficiaries

who came for treatment.

Blood donation was organized for the sick people who were referred for

treatment and surgerythrough Voluntary blood donors.

Care and support services offered to HIV/AIDS affected persons.


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2.7. SOCIO-ECONOMIC CHARACTERISTICSOF THE SAMPLE SHG

MEMBERS:-

Rural women in our country suffer from being economically and socially

isolated invisible. Economic invisibility comes from the perception that women

are irrelevant to the society and the economy. Social invisibility is the result of

the general treatment of women as secondclass citizens. The National

Perspective Plan for Women (1988-2000) had made an impact on the

development plans and the programmes for Indian women, with special

reference to the vulnerability of women in all the sectors of activity such as

economic, social, political, educational, legal and in health care and nutrition.

Women have found that collective strength is necessary for building up their

solidarity and to achieve their empowerment. Hence, the solution to overcome

womens poverty can be had only by the steps taken by womens groups and

such other organisations. The researcher has taken up certain socio-economic

aspects to analyse the socio-economic characteristics of the respondents.


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Table 1 presents the details about the distribution of sample SHG members

in Thanjavur block according to their agency-wise.

TABLE 1 Agency wise distribution of the sample SHGs in Thanjavur

block

Name of the NGO Total Percentage

SJESSS 153 45.54

TJSB 33 9.82

TMSSS 69 20.54

GAWDESY 54 16.07

POWER 27 8.04

Total 336 100.00

Source: Computed from primary data.

The distribution of the SHGs in table 1 is based on NGO-category. It is

understood from the distribution of the sample that SJESS NGO has the

maximum number, which is true in the universe and also according to the

Mahalir Thittam data. It is observed that the distribution explains that half of the

sample units belong to SHGs of SJESSS. Another 20.54 per cent in TMSSS

NGO facilitates SHG. The other three categories constitute less than 16 per cent.

The sample SHGs drawn through stratified sampling strictly reflects the

universe. Another fact is that in the sample area of Thanjavur block, the Women

Development Project under Mahalir Thittam came forward recently to form the

SHGs. These groups are already well-established in the aspects of savings andthrift and hence these SHGs are fortunate enough to get all assistance extended.


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Table 2 shows the distribution of sample SHG members in

Thanjavur block according to their age-wise classification.

TABLE 2 Age wise distribution of the respondents

NGOSJESSS TJSB TMSSS GAWDESY POWER Total Percentage

Age

20-2520 8 9 4 2

43 12.80(13.07) (24.24) (13.04) (07.41) (07.41)

25-3012 2 9 5 6

34 10.10(7.84) (6.06) (13.04) (09.26) (22.22)

30-3537 9 16 14 8

84 25.00(24.18) (27.27) (23.19) (25.93) (29.63)

35-4041 6 15 15 5

82 24.40(26.80) (18.18) (21.74) (27.78) (18.52)

40 43 8 20 16 6and 93 27.70(28.10) (24.24) (28.99) (29.63) (22.22)

above

Total153 33 69 54 27

336 100.00(100) (100) (100) (100) (100)


Note : Figures in parentheses indicate percentage to total.

Table 2 gives age details of the members of selected NGOs. It is

observed that the SHG members belong to the age group of 20-25 to 40 and

above. Among the respondents 27.70 per cent belong to the age group of 40 and

above, 25 per cent of them to the age group of 30-35 years and 24.40 per cent of

them are in the age group of 35-40 years.

The overall observation of the table indicates that the members in NGOs

GAWDESY, TMSSS and SJESSS are relatively elders; many of them belong to

the age group of 40 and above. It is true that in the beginning the women above

40 have participated in the SHG groups. Later on, younger women have also

started joining the scheme, knowing the benefits available through the SHGs.


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Table 3 gives the distribution of sample SHG members in Thanjavur block

according to their community-wise classification.

TABLE 3 Community wise distribution of the respondents

NGOSJESSS TJSB TMSSS GAWDESY POWER Total Percentage

Community

Forward caste6 1 10 2 1

20 6.00(3.92) (3.03) (14.49) (3.70) (3.70)

Backward caste71 11 16 14 16

128 38.10(46.41) (33.33) (23.19) (25.93) (59.26)

Most Backward caste24 8 15 13 5

65 19.30(15.69) (24.24) (21.74) (24.07) (18.52)

Scheduled caste 52 13 28 25 5 123 36.60(33.99) (39.39) (40.58) (46.30) (18.52)

Total153 33 69 54 27

336 100.00(100) (100) (100) (100) (100)



Another personal attribute of the respondents is caste as it determines the

social status of an individual in India even today. So, the data given in the above

table is distributed on the basis of caste. Table 3 shows that 38.10 per cent

belong to backward class, 36.60 per cent are scheduled caste, 19.30 per cent to

most backward class, and 6 per cent to forward caste.

The overall observation of the table indicates that the majority of the

backward class is in NGO such as POWER followed by SJESSS. Then, the

highest percentage of Scheduled Caste is found in GAWDESY followed by

TMSSS. Most Backward Castes and Forward Castes constitute a considerably

low percentage.


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The distribution of sample SHG members in Thanjavur block according to

their religion-wise classification is presented in table 4.

TABLE 4 Religion wise distributions of the respondents

Religion SJESSS TJSB TMSSS GAWDESY POWER Total Percentage

Hindu135 29 53 41 23

281 83.60(88.24) (87.88) (76.81) (75.93) (85.19)

Muslim14 3 11 3 2

33 09.80(9.15) (9.09) (15.94) (5.56) (7.41)

Christian4 1 5 10 2

22 06.50(2.61) (3.03) (7.25) (18.52) (7.41)

Total153 33 69 54 27

336 100.00(100) (100) (100) (100) (100)



The data given in table 4 reveals the distribution of the respondents on

the basis of religion. It shows that 83.60 per cent of the respondents are Hindus;

09.80 per cent of the respondents are Muslim and 06.50 per cent are Christians.

The preponderance of the women from Hindu and Muslim is found in NGO

SJESSS and NGO TMSSS respectively. It is apparent that as the Hindus are

thickly populated in Thanjavur block, most of the respondents are Hindus.


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The distribution of sample SHG members in Thanjavur block according to

their education-wise classification is presented in table 5.

TABLE 5 Education wise distribution of the respondents

Education SJESSS TJSBTMSS

GAWDESY POWER TotalPercenta

S Ge

Illiterate11 6 9 9 5

40 11.90(7.19) (18.18) (13.04) (16.67) (18.52)

Can just sign19 1 11 10 3

44 13.10(12.42) (3.03) (15.94) (18.52) (11.11)

Primary69 13 29 18 9

138 41.10(45.10) (39.39) (42.03) (33.33) (33.33)Higher 46 10 16 13 4

89 26.50Secondary (30.06) (30.30) (23.19) (24.07) (14.81)

Graduate8 3 4 4 6

25 07.40(5.23) (9.09) (5.80) (7.41) (22.22)

Total153 33 69 54 27

336 100.00(100) (100) (100) (100) (100)



The status of individuals depends not upon their caste or religion but

upon their level of education. It is because they earn self-confidence througheducation which helps them, face problems at all circumstances. Besides, the

level of education of SHG members is an important characteristic for the

functioning of the Group. In other words, education assists the members to

maintain records, plan development schemes and enable them to have link with

banks, therefore, the educational status of the respondents is taken into account.

Out of the 336 respondents, 41.10 per cent have studied up to Primary, 26.50 per

cent have studied up to Higher Secondary, 11.90 per cent are illiterates, 13.10

per cent can just sign and 7.40 per cent have studied up to undergraduate level.


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118 Among the selected NGOs, the NGO SJESSS possesses many a number of

respondents who has studied up to primary level and the NGO TMSSS

occupies the next place in this category. Illiterate women are found more in

number in NGO POWER and followed by NGO, TJSB. Graduates are high in

the NGO POWER. This shows that the SHGs have no limitations in

admitting the members irrespective of their education.


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Table 6 presents details about the marital status of the sample SHG

members in Thanjavur block.

TABLE 6 Martial status of the respondents

Martial Status SJESSS TJSB TMSSS GAWDESY POWER Total Percentage

Married120 23 44 31 18

236 70.20(78.43) (69.70) (63.77) (57.41) (66.67)

Unmarried0 0 0 0 3

3 0.90(0.00) (0.00) (0.00) (0.00) (11.11)

Widows/ 33 10 25 23 6 97 28.90Divorced (21.57) (30.30) (36.23) (42.59) (22.22)

Total153 33 69 54 27

336 100.00(100) (100) (100) (100) (100)



The marital status of the respondents of the selected NGO is given in table 6. It

is observed that 70.20 per cent are married, 28.90 per cent are widow/ divorced,

0.90 per cent are unmarried. The overall observation of the table is that the

highest percentage of the married is inNGO SJESSS and the unmarried

respondents are found only in the NGO POWER. Both the NGO GAWDESY

and the NGO TMSSS are more percentage of widows/Divorce 119 The table

also pictures the reason for the vast difference between the percentages of the

marital status as follows: The SHG does not encourage the unmarried women to

join the scheme as they would withdraw themselves from the group after getting

married which would result in emigration from their native to in-laws place

with their husbands. This discontinuity finally causes less functioning of the

SHG. On the other hand, it gives much priority to the widows and divorcees as

they are most probably independent.


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Table 7 presents details about the occupation-wise classification of the

sample SHG members in Thanjavur block.

TABLE 7 Occupation wise distribution of the respondents before

joining the SHG

Occupation SJESSS TJSB TMSSS GAWDESY POWER Total Percentage

Self-employed8 1 4 6 1

20 5.95(5.23) (3.03) (5.80) (11.11) (3.70)

Daily Wage25 7 11 6 3

52 15.48(16.34) (21.21) (15.94) (11.11) (11.11)

House-maids23 3 12 11 3

52 15.48(15.03) (9.09) (17.39) (20.37) (11.11)

Agriculture Labour

14 2 5 12 437 11.01(9.15) (6.06) (7.25) (22.22) (14.81)

House Wife65 13 28 16 13

135 40.18(42.48) (39.39) (40.58) (29.63) (48.15)

Private Sector18 7 9 3 3

40 11.90(11.76) (21.21) (13.04) (5.56) (11.11)

Total153 33 69 54 27

336 100.00(100) (100) (100) (100) (100)

Source : Computed from primary data.


Table 7 aims at finding out the influence of SHG on the employment of

the respondents. Nature of employment of the respondents before joining SHGs

is analyzed in the table. Out of the total, 40.18 per cent of the respondents are

housewives, 15.48 per cent are on daily wages and the same per cent are house-

maids, 5.95 per cent of the respondents are self-employed and 11.01 per cent

are agriculture labours. Overall observation of the table is that the most of the

members were idle till they join the SHG

.


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Table 8 shows the details about the family size-wise classification of the

sample SHG members in Thanjavur block.

TABLE 8 Family size wise distribution of the respondents

FamilySJESSS TJSB TMSSS GAWDESY POWER Total

Percentagsize e

Below 352 13 17 9 3

94 28.00(34) (39.40) (24.60) (16.70) (11)

3-565 9 29 15 18

136 40.50(42.50) (27.30) (42.10) (27.80) (67)

5-727 9 19 19 5

79 23.50(17-60) (27.30) (27.50) (35.20) (19)

7 and 9 2 4 11 127 08.00

above (5.90) (6) (5.80) (20.30) (4)

Total153 33 69 54 27

336 100(100) (100) (100) (100) (100)



Table 8 details the size of the family of every respondent which ranges from

below three to above seven. 40.50 per cent of the respondents have a family size

of 3-5; 8 per cent of the respondents has a family size 7 and above; and 28.00

per cent have the family size below 3. The size of the family has both positive

and negative implications. On one angle, there is a possibility of more earning

members in the larger sizes of the families which result in contributing some

amount of money on savings and ultimately sustains their group, On the other,

the same size of the family may not have the economic freedom to save money.

It is explicit that the respondents could save money regularly after forming SHG

even


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Table 9 depicts the details about the household members occupation-wise classification

of the sample SHG members in Thanjavur block.

TABLE 9 Household members occupation wise distribution of the respondents

OccupationSJESS

TJSB TMSSS GAWDESY POWER TotalPercentag

S ESelf 28 7 15 10 8

68 20employed (18) (21) (22) (19) (30)

Daily wage28 6 24 7 4

69 21(18) (18) (35) (13) (15)

House maid1 1 4 3 0

9 3(1) (3) (6) (6) (0.00)

Farmers9 3 4 4 5

25 7(6) (9) (6) (7) (19)Private 47 4 3 10 4

68 20sector (31) (12) (4) (19) (15)Agricultural 40 12 19 20 6

97 29labour (26) (36) (28) (37) (22)

Total153 33 69 54 27

336 100(100) (100) (100) (100) (100)



Table 9 brings out the primary occupational details of the SHG households by the

selected Agencies. It is observed that 20 per cent of the respondents family members are self-

employed and the same percentage work in private sector, 21 per cent are in daily wages, 7 per

cent are Farmers and 29 per cent are Agriculture labours. Among the NGOs, the NGO

GAWDESY and TJSB have the highest per cent of the Agricultural labour households.


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CHAPTER3

OBSERVATOINS AND LESSON LEARNT

Particulars of Observational Visit

Day : Saturday

Date : 15/3/2014

Time : 1.00 PM to 5.00 PM

Name of the NGO : TMSSS

Place : TMSSS,P.O. Box 77,

Thanjavur - 613001,

Tamil Nadu, INDIA,

Telephone: (04362) 30977 or 33193.

Purpose : Observational visit and Report writing


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3.1. The office of the TMSSS was first visited and an orientation of the various programs and

activities conducted by the TMSSS was presented by the director of the organization.

3.2.The details include the history, no of activities undertaken, no of villages adopted, activities

of the SHG, and the contribution of TMSSS towards the development of SHG and the women

empowerment, various funding agencies and how the funds are being generated in TMSSS.

3.3. This orientation was given for 2 hours.

3.4. Post lunch, had a field visit to the nearby village where the service of TMSSS has been going

on.

3.5. The members of the SHG in that specific village were met and the explanation of how the

SHG works was given.

3.6. A demonstration has been given by the women which was a real time experience. Various

queries were also answered by the members of the SHG.

3.7. The field visit was highly satisfactory and motivating towards the realization of the work of

an NGO.


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REFERENCES

Mark Butler M, NdLazi T ,Ntseng D, Philpott G and Sokhela ( 2007 ) NGO

practice and poaaibility of freedom Church Land Program Pietermaritzburg ,

South Africa

Berthoud o. NGOs: some between compassion, profitability and Soildarity

Envio.org.ni, PDFvEdinter.ne.

Website

o www.tmsss.Com.in
http://www.tmsss/http://www.tmsss/http://www.tmsss/


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non governmental organization

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