When bureaucrats break silence with praise!

Raju Korti
It is uncommon for one serving bureaucrat to openly praise another, given the service conduct rules that discourage commentary on colleagues, the professional distance maintained to avoid perceptions of bias, and the competitive nature of postings.

Yet Ms Ashwini Bhide, IAS, has chosen to speak with conviction about the work of Mr Tukaram Mundhe, IAS, Commissioner of the Food and Drug Administration. She has lauded his crackdown on violations of food safety and hygiene norms, describing it as not only necessary but transformative. In her words, Mundhe is a mature officer who understands that visible, aggressive enforcement is sometimes required to make society take notice of issues that otherwise remain neglected. She stressed that such “initial noise” is essential to trigger public discussion, and expressed confidence that he will establish systems strong enough to endure beyond his tenure.

(Pic from a net thread)

With a robust reputation in her preceding stint as “Metro Woman”, Ms Bhide’s own record in municipal administration reflects a similar proactive spirit. As the first woman Commissioner of Mumbai’s civic body, she has consistently demonstrated a citizen-centric approach. Her “pedestrians first” initiative to reclaim the city’s footpaths for public use is emblematic of her belief in systemic change and the prioritisation of everyday urban needs.

In interviews, she has emphasised that the FDA’s drive is appreciable not merely for its enforcement but for its capacity to instil discipline and awareness, thereby creating a window where citizens themselves become demanding of higher standards. She has also cautioned that the sustainability of such initiatives depends on embedding systemic reforms, a view that resonates with her own efforts to strengthen municipal governance.

The Marathi articulation of her support captures the essence of her endorsement: “समाजात जागरूकता निर्माण करण्यासाठी आणि चांगल्या स्वच्छतेची सवय लावण्यासाठी सुरुवातीला अशा तीव्र पावलांची, गाजावाजाची गरजच असते,” which translates to her belief that strong initial measures and visible action are indispensable to awaken public consciousness and instil habits of hygiene. By calling Mundhe a “mature officer”, she has underscored his ability to balance immediate enforcement with long-term institution-building.

The significance of this exchange lies in the broader ethos of the Indian Administrative Service. Officers swear allegiance to the Constitution and are entrusted with the responsibility of ensuring good governance. When two senior bureaucrats demonstrate mutual respect and a shared vision for reform, it signals the possibility of collaborative change that transcends individual postings.

Ms Bhide’s praise of Mundhe is not merely an endorsement of his style of functioning but also a reminder that governance thrives when administrators are willing to acknowledge and support each other’s efforts.

In a society often sceptical of officialdom, such gestures of solidarity can reinforce public faith in institutions. They show that principled, fearless, and conscientious administration remains the cornerstone of positive transformation. The rare public commendation by Bhide is therefore more than a passing remark; it is a statement of confidence in the power of like-minded officers to create lasting systems, to embed reform into the civic and regulatory fabric, and to demonstrate that bureaucracy, when guided by integrity and vision, can indeed be versatile, responsive, and transformative.

This instance also finds resonance in the history of Indian bureaucracy where figures such as T. N. Seshan, the legendary Chief Election Commissioner, were openly praised for their institutional overhaul of electoral processes, albeit often by retired colleagues who could speak without restraint. Similarly, officers like Mr Ashok Khemka and Mr Tukaram Mundhe himself have been commended in memoirs and public forums for standing firm against political pressures despite frequent transfers. Retired civil servants such as E. A. S. Sarma and J. Satyanarayana have written extensively in support of upright peers, while associations of former officers have passed resolutions lauding extraordinary courage during crises.

Ms Bhide’s words therefore stand out as a rare but powerful example of serving officers breaking the mould of silence, affirming that mutual respect and shared conviction can indeed strengthen the foundations of governance. 

A disclaimer: I have nothing to gain from this piece. I am also aware that it is generally believed that if bureaucrats do exemplary work, there is nothing to rave about it. It is very much expected of them.  The thrust is about how rare it is for one bureaucrat to say something laudatory about a peer/contemporary.