welfare body that has a business plan and targets that are stuck to, strictly and religiously.

I strongly believe that the Punchayet needs a radical transformation in the way it conducts its business if it has to stay relevant for the current and the future generations of the community. For its own survival, the Trust must conduct its business with a proper ‘Business Plan’ for everything it does — from asset management and housing allocations, to scientific budget allocations to almost every other administrative work it undertakes. I seriously doubt if the Punchayet has changed its working style with a view to do things faster, more transparently and productively in the recent years. It’s time we do that now or risk losing it all to the internal confusion and distrust.

Coming from a professional background, I know that the Punchayet can implement a business-like management system and reap tremendous benefits out of it. It can imbibe several management styles and methods developed and perfected by organisations around the globe. These are scalable methods to accommodate growth, and fine-tuned to use technology and to evolve with time.

The first two things I would want the Punchayet to imbibe are the methods to communicate with the beneficiaries and management of resources – human and capital. With these two automatically come greater accountability and transparency. Opening the avenues of communication is probably the most sought after requirement. Only if the current resources of the BPP, which are in abundance, were managed in a professional manner, the BPP would not be facing the financial crisis it is today. The management of such vast properties is indeed arduous; however with proper application of minds, this task can be achieved in a short duration. A streamlined system in place will ensure our community members are given real-time information on an online portal accessible by all. Before the split in the Board, at least the bi-monthly BPP Review used to give some information on the matters affecting the BPP and the community including publication of its accounts and balance sheet. However, once the infighting started, BPP Review was its first casualty.

Since the untimely demise of the BPP CEO Mehli Colah in 2013, there has been a vacancy for the top post of the BPP, and in spite of a dire need for one, no replacement has been made. The posts of two Senior Executives also lie vacant ever since their resigning, due to infighting amongst the Trustees. Nevertheless, I would like to see a business plan for Asset Management, Asset Monetisation, Operations, Accounting, Sales & Marketing, Human Resources, and Information Services. The departments should be headed by the Trustees and the implementation carried out by the CEO and the staff. The staff can only be as good as the team that leads them which is why it is imperative that the BPP works in a transparent manner, leading from the front.

The BPP should also consider utilizing the expertise of experienced industry veterans and professionals from the community, who have excelled in their fields and make available their experience towards the welfare of the Trust. Smaller think tanks should be created to devise innovative ideas to generate funds for the Trust. Like any business, the plans will be subject to quarterly reviews and course-corrections in planned and pre-set meetings. To lay down the conduct and behavior of those in official positions, the Punchayet must create and adhere to a strict code of professional conduct.

There is a strong case for monetization of assets, meaning generating revenues from the Trust’s idle assets. While the asset-rich Trust’s income is limited, its expenses continue to rise every year due to the effects of inflation and new projects like mobed amelioration, which has gone into a limbo. The expenses to maintain the Doongerwadi property is well over Rs 3 crores per year. The Trust must take a business-like approach by creating plans for raising additional revenues by utilizing idle assets. The revenues earned will be used towards funding social programs and taking care of our old and young.

Some of our Baugs are good examples of idle assets that have failed to generate additional revenues. The scenic and picturesque Baugs have all the makings of a good site for filmmaking, provided of course the colony associations and majority of the residents are in favour for the same (it is their colony, after all). The Bollywood directors and producers can be allowed to rent these places for fees, as long as they provide undertakings that the residents and property will not be adversely affected in any way and the income be shared between the Baug Association and the Trust. Recently, one of the BPP baugs was offered Rs 8 lakh for two days of shooting. Unfortunately, the same was stopped because of the infighting. The activity is a self-sustaining one and the funds earned by the baugs can be utilized by them for its own upkeep.

Additionally, such activity will also generate some amount of employment for the youth as well as retired professionals of the community. Like the Baugs, quite a few other assets of the Punchayet like hoardings have the potential to generate revenue and contribute to the Punchayet’s coffers. Inventorying Punchayet’s assets and exploring their commercial use would be a good start.

We have to utilize our resources towards utilizing our assets to our best possible advantage; however at no point in time should we dispose of fully and finally any of our Trust properties to the third parties without a valid and just cause. Our youth are our future and our properties are our heritage. The two must be fused together for long-term sustainability.

Distrust comes from darkness and confusion. If the Punchayet is able to work in a business-like manner, disclosing its actions and monetary figures periodically, the community will have no reason to distrust its board. Such a working style will, no doubt, put the office-bearers under tremendous scrutiny, leading to a lot of questions being asked and answers sought. But at the end of the day, transparency and accountability will prevail. Which is what is needed now.