“Politics and policy”

In the series of articles under "Politics and policy” (Parsiana, August 21, 2007) you have demarcated the qualities to be looked for in a trustee of the Bombay Parsi Punchayet (BPP), by letting a cross-section of enlightened voices be heard.

Most of the writers have a similar take; after all, what else is there to say? So one hears Eruch Desai, Dr Mehroo Bengalee, Burjor Antia, Minoo Shroff, Dinshaw Tamboly, Homai Modi, to name a few who, each in his or her own way want a trustee to be honest, educated, courageous, straightforward and unbiased. Trusteeship is not an office of profit. Of the seven wise ones, at least six must be convinced of this truth before promises can be fulfilled. There must be integrity, it has been said, with unending holier than thou virtues being elucidated. So far so good, but one thought these virtues already existed in the trustees. Or did they?

We still have to contend with our reverend Dasturs (Drs) Kaikhusroo JamaspAsa and Firoze Kotwal who naturally want no change. The times do not seem to have changed for them; they want the rituals, reet, rivaj (customs) to be followed just as they were since we landed in Sanjan, plus they have visions of bringing the vultures back to Doongerwadi, a place which is bursting at the seams. This is wishful thinking!

To me what Dr Aspi Golwalla said showed remarkable vision. He wants our youth to be discouraged from going abroad for studies, as once they leave they rarely come back. Let’s make things so good for our young generation here that they don’t dream of the West. This would be possible if the trustees can convince the Tatas, Godrejs, Wadias and others to take on this challenge to help the community to reverse the present exodus. Their political and social clout can turn the tide by asking for reservations in Parsi-funded institutions and in prestigious colleges. Later, the cream of our youth could be absorbed in their companies. Difficult? Yes, but not impossible. Golwalla further wants the trustees to tread the middle path, to move with the times instead of encouraging religious fundamentalism and undue orthodoxy because of which so many controversies are raging today.

Keeping the best for the last, there is no change in Nadir A. Modi who taught me in Jaihind College. He would introduce himself as "Never Absent Modi” and he remains the same personality who is now ‘never absent’ from speaking upfront! He needs to be heard and his ideas emulated. He cautions that voters should choose a "team player not a courtier or hazooria... A leader must think deeply and discuss frankly with co-trustees before he arrives at a conclusion.” There must be "no chopping and changing to become popular, no going around in circles, one step forward one backward — in a Mexican shuffle!” Courage commands respect, not demands! The most essential quality is humor — at oneself, as this brings one on the same wavelength of an average Parsi who loves to laugh through problems. How true! This is a community trait one needs to be proud of and to cultivate. Lastly, there are no bad soldiers, only bad officers, a point to be noted. "He that is humble ever shall have God to be his guide…”

From the above it is clear that whatever be the decision, the majority vote must carry — after it is thrashed out in the boardroom. And once a decision is taken, it’s a joint responsibility and must be adhered to under all circumstances. A repeat of the tamasha of resigning and then rejoining should be avoided at all costs. No one can be singled out for blame or defamation once the boardroom is behind them.

One can only hope that Ahura Mazda gives us the wisdom to choose men of caliber, courage and conviction to take this beautiful community into the 21st century.

RODA D. HAKIM

Baroda

I read the 10 articles in the section "Politics and policy” (Parsiana, August 21, 2007) with great care and interest as they concerned what is expected from a trustee of the Bombay Parsi Punchayet (BPP). In assessing this expectation, would Parsiana please provide a summary of the ‘trust’ which the trustees are obliged to manage? Then the elector can match one candidate against the other. What are the main elements or tenets of the BPP trust(s)? Do these require a trustee to say his prayers twice a day, for instance? And what if he/she did not?

While your contributors have gone to great depths in explaining the profile of an ideal trustee, I cannot seem to discover what corporates would term as the trustees’ Key Result Areas which, in turn, arise from the trust deeds themselves. Skills and traits can only be judged for their usefulness once we know the purpose. This is followed by accountability, backed by processes.

Would the wise men of the BPP like to develop an appropriate metric?

NAWSHIR D. KHURODY