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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 assists
in 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 of
activities 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 the
design, 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 various
constituencies, 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
Mission Statement, but can contain additional details

The frequency, notice, and quorum requirements for organizational meetings. These
can be internal 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
necessary for 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 development
sessions, 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 RECORDS

The 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
amount of 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

23

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

24

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.

25

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

26

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.



27


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 damage
caused 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 Life
Community Members

IGP Assistance to Fraternal Life
Community Members

2.6.3 HEALTH SERVICES


762 sick people from 82 villages within Pondicherry Archdiocese and 31
sick 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 surgery
through Voluntary blood donors.

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


28


2.7. SOCIO-ECONOMIC CHARACTERISTICS OF 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.

29

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 and
thrift and hence these SHGs are fortunate enough to get all assistance extended.

30

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

NGO
SJESSS TJSB TMSSS GAWDESY POWER Total Percentage


Age



20-25
20 8 9 4 2
43 12.80

(13.07) (24.24) (13.04) (07.41) (07.41)


25-30
12 2 9 5 6
34 10.10

(7.84) (6.06) (13.04) (09.26) (22.22)


30-35
37 9 16 14 8
84 25.00

(24.18) (27.27) (23.19) (25.93) (29.63)


35-40
41 6 15 15 5
82 24.40

(26.80) (18.18) (21.74) (27.78) (18.52)

40


43 8 20 16 6


and 93 27.70

(28.10) (24.24) (28.99) (29.63) (22.22)

above



Total
153 33 69 54 27
336 100.00

(100) (100) (100) (100) (100)


Source: Computed from primary data.
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.

31


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

NGO
SJESSS TJSB TMSSS GAWDESY POWER Total Percentage
Community


Forward caste
6 1 10 2 1
20 6.00
(3.92) (3.03) (14.49) (3.70) (3.70)


Backward caste
71 11 16 14 16
128 38.10
(46.41) (33.33) (23.19) (25.93) (59.26)


Most Backward caste
24 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)



Total
153 33 69 54 27
336 100.00
(100) (100) (100) (100) (100)



Source: Computed from primary data.
Note : Figures in parentheses indicate percentage to total.


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.

32



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

Hindu
135 29 53 41 23
281 83.60
(88.24) (87.88) (76.81) (75.93) (85.19)


Muslim
14 3 11 3 2
33 09.80
(9.15) (9.09) (15.94) (5.56) (7.41)


Christian
4 1 5 10 2
22 06.50
(2.61) (3.03) (7.25) (18.52) (7.41)


Total
153 33 69 54 27
336 100.00
(100) (100) (100) (100) (100)


Source: Computed from primary data.
Note : Figures in parentheses indicate percentage to total.


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.

33


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 TJSB
TMSS
GAWDESY POWER Total
Percenta


S Ge



Illiterate
11 6 9 9 5
40 11.90
(7.19) (18.18) (13.04) (16.67) (18.52)



Can just sign
19 1 11 10 3
44 13.10

(12.42) (3.03) (15.94) (18.52) (11.11)



Primary
69 13 29 18 9
138 41.10
(45.10) (39.39) (42.03) (33.33) (33.33)


Higher 46 10 16 13 4
89 26.50

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



Graduate
8 3 4 4 6
25 07.40
(5.23) (9.09) (5.80) (7.41) (22.22)



Total
153 33 69 54 27
336 100.00
(100) (100) (100) (100) (100)




Source: Computed from primary data.
Note : Figures in parentheses indicate percentage to total.


The status of individuals depends not upon their caste or religion but
upon their level of education. It is because they earn self-confidence through
education 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.

34



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.




35



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
Married
120 23 44 31 18
236 70.20
(78.43) (69.70) (63.77) (57.41) (66.67)


Unmarried
0 0 0 0 3
3 0.90
(0.00) (0.00) (0.00) (0.00) (11.11)



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



Total
153 33 69 54 27
336 100.00
(100) (100) (100) (100) (100)


Source: Computed from primary data.
Note : Figures in parentheses indicate percentage to total.


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 in NGO 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.

36



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-employed
8 1 4 6 1
20 5.95
(5.23) (3.03) (5.80) (11.11) (3.70)


Daily Wage
25 7 11 6 3
52 15.48
(16.34) (21.21) (15.94) (11.11) (11.11)


House-maids
23 3 12 11 3
52 15.48
(15.03) (9.09) (17.39) (20.37) (11.11)


Agriculture Labour
14 2 5 12 4
37 11.01
(9.15) (6.06) (7.25) (22.22) (14.81)


House Wife
65 13 28 16 13
135 40.18
(42.48) (39.39) (40.58) (29.63) (48.15)


Private Sector
18 7 9 3 3
40 11.90
(11.76) (21.21) (13.04) (5.56) (11.11)


Total
153 33 69 54 27
336 100.00
(100) (100) (100) (100) (100)


Source : Computed from primary data.
Note : Figures in parentheses indicate percentage to total.


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
.

37



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

Family
SJESSS TJSB TMSSS GAWDESY POWER Total
Percentag

size e


Below 3
52 13 17 9 3
94 28.00

(34) (39.40) (24.60) (16.70) (11)


3-5
65 9 29 15 18
136 40.50

(42.50) (27.30) (42.10) (27.80) (67)


5-7
27 9 19 19 5
79 23.50

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


7 and 9 2 4 11 1
27 08.00

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


Total
153 33 69 54 27
336 100

(100) (100) (100) (100) (100)


Source : Computed from primary data.
Note : Figures in parentheses indicate percentage to total.


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







38





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


Occupation
SJESS
TJSB TMSSS GAWDESY POWER Total
Percentag

S E


Self 28 7 15 10 8
68 20

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


Daily wage
28 6 24 7 4
69 21

(18) (18) (35) (13) (15)


House maid
1 1 4 3 0
9 3

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


Farmers
9 3 4 4 5
25 7

(6) (9) (6) (7) (19)


Private 47 4 3 10 4
68 20

sector (31) (12) (4) (19) (15)


Agricultural 40 12 19 20 6
97 29

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


Total
153 33 69 54 27
336 100

(100) (100) (100) (100) (100)



Source : Computed from primary data.
Note : Figures in parentheses indicate percentage to total.


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.


39



CHAPTER 3

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



40


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.










41



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



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