The devastation to life and property was of unimaginable proportions. But Neshad Mandalawatte the Chairman of an NGO named DEIHERM looked beyond the corpses and physical debris, and the sight was even more worrying. The psyche of the people had been shattered. The united front of village co-ordination committees had been broken. People were pushing and shoving, competing against their neighbours to enrich themselves. Even people who were not affected sought assistance from various aid agencies.
Men and women were standing around, waiting for grants and handouts, unwilling to help themselves. The ‘money for nothing’ mindset prevailed and, with several aid agencies willing to oblige, it was impossible to get people back to work... until Mandalawatte decided to take charge of the situation.
“This has to stop,” he decided, “Our people cannot be reduced to beggars.” To effect this attitudinal change was difficult as long as the aid agencies were still around, doling out their largesse. Mandalawatte told the people, “Soon these aid-givers will leave and you would need a system whereby you can help yourselves… Would you like to form your own CBO?” Sustainability was his theme: “Would you like a situation where you can live continuously instead of being dependent? Or would you prefer to have a meal today and go hungry tomorrow?”
Forty-nine people who expressed willingness to work with DEIHERM were invited to a seminar at the Management Development Training Centre at Wakwella in Galle. There, they were taught the rudiments of rural management. Subjects included Reporting systems, Accounting, Financial control systems, Leadership training and Community mobilisation methods. This training equipped the individuals, but team spirit still needed to be inculcated. This was done by creating common cause, involving every participant in shramadhana, clearing debris and planting shrubs along the beachfront. Gradually, they forged a cohesive team, ready to manage community finances. Along with other interested community members, Mandalawatte formed seven 25-member CBOs. Then, he promptly transferred Rs 25,000 (US$ 245) into each CBO’s bank account.
For the purpose of availing loans from the corpus, each CBO was divided into sub-groups consisting of five members each. When a person takes a loan, the remaining four members of the sub-group have to jointly and severally guarantee repayment. A CBO Forum – with one responsible person from each CBO – needs to sanction larger loans (greater than Rs 100,000 or US$ 980).
About six months later, when the members had got into the savings habit, DEIHERM evaluated each CBO’s performance. DEIHERM offered incentives to CBOs that performed well by increasing their allocations.
Now, the CBOs independently sign contracts for infrastructure and similar projects with suppliers of material and services. Thanks to an NGO who decided to step in and revive their shattered psyche.
Yet, there is a continuing role for the NGO. DEIHERM assists CBOs who sell lunch packets to get approval from Public Health Inspectors. It also liaises with relevant authorities to obtain agricultural advisory services for the farmers.
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