Features
A TIMELY OFFER – Part 33
CONFESSIONS OF A GLOBAL GYPSY
By Dr. Chandana (Chandi) Jayawardena DPhil
President – Chandi J. Associates Inc. Consulting, Canada
Founder & Administrator – Global Hospitality Forum
chandij@sympatico.ca
A Tour with Walkers Tours
Walkers Tours & Travels (Ceylon) Limited, popularly known as Walkers Tours was the largest inbound tour company in Sri Lanka in 1970s. They represented three of the largest European tour operators from West Germany, Sweden and Switzerland, who were actively promoting tourism in Sri Lanka. In late August, 1977, Walkers Tours decided to organize a one-week coach tour around Sri Lanka for representatives from all hotels in Sri Lanka providing rooms to their clients. As the Assistant Manager and Executive Chef, I represented Coral Gardens Hotel on this tour. It turned out to be a fun-filled thank you tour. It was great public relations by Walkers Tours with their local industry partners.
Most members of the top team of Walkers Tours, joined this trip. They included Sri Lankan travel trade legends such as Mr. Norman Impett and Mr. Neville Arnolda. They were both senior Directors of Walkers Tours, and appeared to have a lot of authority and power to operate independent of their new owners – John Keells Group. I also got to know more about prominent younger members of Walkers Tours family, such as Ms. Bobby Jordan and Ms. Jansi Ponniah, who join the trip. They both were very efficient, dynamic and well-connected with the hotel industry.
The highlight of the tour was spending a couple of days at their then flag ship hotel – The Village, Habarana. By then, Walkers Tours (John Keells group) which had a few hotel management agreements, was managing Hotel Swanee, and taking over the management of Hotel Ceysands. They were in the early stages of planning a hotel in Kandy which was called Kandy Walkinn (which years later opened as Hotel Citadel). Encouraged with the unprecedented success of The Village as the leading round-trip hotel in Sri Lanka, they were also thinking of building another large hotel on their 40-acre land in Habarana.
My friend Bobby Adams, the Hotel Opening Manager of the Village, was very happy to see me again. Both of us sat at the ‘Don Martin’s’ bar and had a long chat over a couple of drinks. We were served house special cocktails created by veteran barman, Don Martin. He was a legend at the famous Galle Face Hotel where he had worked for many decades before joining Bobby at the Village.
The clever hotelier that Bobby was, he had named the bar to honour Don Martin, who worked very hard just as if he was the owner of the bar. He was an amazingly knowledgeable barman and also a humble man. Bobby explained his other innovative initiatives at the Village. After that, Bobby encouraged me to join Walkers Tours/John Keells Group. He predicted that this group would become the largest and greatest hotel operator in Sri Lanka. Bobby’s prediction was correct.
During the tour, I also met a coach load of young hotel executives, supervisors and front office employees of different hotels. With these interactions, I better understood different cultures of hotel companies. For example, through Yasmine Vitol, a young and bubbly lady working at the front desk of Hotel Palm Gardens, I learnt a lot on how Confifi group of hotels operated. Both of us sat in the front seat next to the driver throughout the tour and we became friends. We stayed in touch for some time after that tour.
An Offer from Walkers Tours
The day after the trip when I returned to the Coral Gardens Hotel, Captain D. A Wickramasinghe (Captain Wicks), called me. He was the gentleman I had met a couple of times with his wife and their beautiful teenage daughter. He said that, “I now work at the corporate office of John Keells/Walkers Tours Group, and I need to meet with you to discuss something very important.” We met the next day. He explained that Walkers Tours had taken over the Hotel Ceysands management from the owners – Ceylinco Group. The original hotel manager (a gentleman with a Navy background) now reported to Captain Wicks who functioned as the General Manager of Ceysands. He was operating from head office with weekly visits to the hotel.

Captain Wicks said that he hired a good Executive Chef – Terrence Hopman (Hoppy) who had gained some valuable experience as the Senior Executive Chef for the Non-Aligned Summit of heads of State and Government in 1976. I said, “I know Hoppy well. He was two years my senior at the Ceylon Hotel School. What do you want from me?” He offered me the post of Food & Beverage Manager and Executive Chef with an impressive package and a 40% increase of my current salary at the Coral Gardens Hotel.
It was a good offer, but I was confused. “Why do you need two Executive Chefs?” I asked him. He then explained that Hoppy was having some serious back pains resulting from a past injury and needed six months to fully recover. “When Hoppy returns, I will reshuffle the duties of the management team of seven professionals, in consultation with the team”, he said. After a pause, Captain Wicks said, “Chandana, we are expecting 100% occupancy from November 1 for six months. We need a good professional like you to join us at least by October 1, to organize the kitchen, restaurant and bars within a month.”
As I deliberately did not show an overly enthusiastic reaction, he continued, “Walkers Tours plan to re-open Ceysands with a bang, but the Hotel Manager and I do not have any knowledge about food and beverage management. Please join our team. You will report to me directly. Your future will be very bright with the John Keells Group.” Captain Wicks continued trying to convince me. “Let me think about it. I will give you a final word within two days.” I ended the discussion keeping my options open.
Compared to Major Siri Samarakoon, the Manager of Coral Gardens Hotel, Captain Wicks appeared to be a much gentler and refined executive. I did some inquiries and found that Captain Wicks underwent his military officer training for two years at the Royal Military Academy Sandhurst in the UK before being commissioned. His batch mates in Sandhurst included the Crown Prince of Jordan (who later became King Hussein I). Captain Wicks was a good sportsman and had represented Sandhurst in tennis. During his military career he had worked as the Adjutant to the previous Army Commander, Major General Richard Udugama. After leaving the army, Captain Wicks had worked for Yahala Group which owned five boutique hotels around Sri Lanka and later became the General Manager of one of the largest security companies in Sri Lanka.
Having done my research about my potential new superior, I went to meet Hoppy in Colombo. I did not want to accept his position without checking with my friend first. Hoppy was in a bad way. He said that I should accept the offer, as he was unsure as to how long it would take him to fully recover. He was happy that I had consulted him and further said that, “Captain Wicks is a good man. Since I became ill, he regularly visited me at home, even personally bringing my salary, home.”
The next day I signed my letter of appointment to join the largest group of companies in Sri Lanka – John Keells. I gave a month notice to Major, who wished me luck, but did not ask any questions. I felt sad to leave Coral Gardens where I learnt the ropes of management, but at the same time felt happy with the new offer and future career opportunities. I had an eventful two years in Hikkaduwa where I learnt the good, the bad and the ugly of hotel management.

Evolvement of Coral Gardens
A few years after my departure, the owning company of Coral Gardens decided to change the hotel and its management, after a series of unusual and alarming episodes. I heard that Major Siri Samarakoon eventually met his Waterloo there. Malin Hapugoda (Hapu) was promoted as the Director/General Manager of Coral Gardens in addition to his duties managing its two sister hotels.
By early 1980s, all the old buildings of Coral Gardens Hotel were demolished to build a brand new four-star 150-room hotel designed by a French company. Hapu handled the new hotel project and offered me the post of Hotel Opening Manager for the new hotel which opened in 1985. Around the same time, I was offered the post of General Manager of the two largest hotels of the John Keells Group – The Lodge and the Village Habarana, which I accepted instead.
The uniquely vibrant (Coral Gardens) hotel continues its glory today. After recent refurbishing done by John Keells Group it was rebranded as Hikka Tranz by Cinnamon. This hotel is standing tall as a remarkable landmark of the Sri Lankan hospitality after decades of challenges, changes and rebranding. The location chosen hundred years ago for a small rest house in the Ceylon continues to be unique.
I am reminded of one of the most famous quotes to come out of the business world that was proclaimed by the Founder of the Hilton Hotel Corporation, Conrad Hilton. “The key to success is: Location, Location, Location”. Although at times, the local fishermen and beach boys were somewhat intrusive, the location of Coral Gardens Hotel/Hikka Tranz by Cinnamon, protected by the famous coral reef is breath-takingly beautiful.
Arriving at Ceysands
During my short ride from Coral Gardens to Hotel Ceysands, I was happy to pass my previous work place where I lived for a year – Bentota Beach Hotel. Passing the bridge over River Bentota was somewhat nostalgic for me. Many a times I had walked on the beach from a rocky point at the end of Bentota right to the river mouth, passing many hotels, notably Bentota Beach and Ceysands.
Situated between the Indian Ocean and the Bentota River, Hotel Ceysands always had a special appeal. All guests, employees, food and beverages and all other hotel supplies had to be taken by boat from the land-side bank to the sea-side bank of the river. This posed a logistical challenge and a costly operation. The apartment first aassigned to me was on the employee side of the hotel.
After I placed my belongings there, I was taken to the guest-side of the hotel in a boat operated by an ex-Navy man. “I am Mendis, Sir. I am in charge of the 12 Ceysands boats, all boatmen as well as the boat maintenance staff whom I recruited from the Navy – mainly Petty Officer who served under me” he said. Later I realized that he was one of the seven executives of the hotel.
Mendis took the boat alongside a bigger boat with the Ceysands logo. “That’s the pride of my fleet – Ceysands Pontoon which can carry 60 tourists for evening serenades on the river with music, dancing and a lot of booze!” Mendis explained. When reaching the hotel, he gradually slowed the boat to avoid bumping the pier hard. After a smooth docking he told me, “Both of us have the two apartments on the land side. As the only executives on that side of the river, we are expected to keep an eye on the staff quarters to ensure strict discipline and timely operation of the staff canteen” he said.
“Another expectation was to support the guards at the security post who ensure that no locals enter the hotel premises” Mendis continued. “Here we go again, Chandana! Action follows you!” I thought for myself, while learning the safest way to get off the boat during low tide. With his back injury, I realized how difficult it would have been for Hoppy to get in and out of boats twice daily during low tide.
“Welcome to Hotel Ceysands!” I was warmly greeted by Captain Wicks. He then Introduced me to Alan Silva who was the Hotel Manager. After serving the Navy, Alan had gained some experience in security management at Ceylinco, the owners of Hotel Ceysands. He was relatively new to hotel management. He was a pleasant and friendly gentleman. After a brief chat and some tea, Captain Wicks said, “OK, Chandana, let me show you around and hand over your departments. You have a totally free hand to re-organize your departments as you wish within a month.” “Yes, Captain. Let’s go!” I joined him for the quick introductory round.
Captain Wicks ushered me around and showed me the kitchen, restaurant, three bars, cellar and stores, meanwhile introducing the senior supervisors. He was polite to the employees but did not speak very much with them. I felt that he was well-respected by the team. I was excited to take charge and run these departments as soon as possible after our quick round. I realized that I would have a very busy month prior to the arrival of the first group of tourists on November 1, 1977, when Ceysands re-opened under the new management of Walkers Tours.
Features
Disaster-proofing paradise: Sri Lanka’s new path to global resilience
iyadasa Advisor to the Ministry of Science & Technology and a Board of Directors of Sri Lanka Atomic Energy Regulatory Council A value chain management consultant to www.vivonta.lk
As climate shocks multiply worldwide from unseasonal droughts and flash floods to cyclones that now carry unpredictable fury Sri Lanka, long known for its lush biodiversity and heritage, stands at a crossroads. We can either remain locked in a reactive cycle of warnings and recovery, or boldly transform into the world’s first disaster-proof tropical nation — a secure haven for citizens and a trusted destination for global travelers.
The Presidential declaration to transition within one year from a limited, rainfall-and-cyclone-dependent warning system to a full-spectrum, science-enabled resilience model is not only historic — it’s urgent. This policy shift marks the beginning of a new era: one where nature, technology, ancient wisdom, and community preparedness work in harmony to protect every Sri Lankan village and every visiting tourist.
The Current System’s Fatal Gaps
Today, Sri Lanka’s disaster management system is dangerously underpowered for the accelerating climate era. Our primary reliance is on monsoon rainfall tracking and cyclone alerts — helpful, but inadequate in the face of multi-hazard threats such as flash floods, landslides, droughts, lightning storms, and urban inundation.
Institutions are fragmented; responsibilities crisscross between agencies, often with unclear mandates and slow decision cycles. Community-level preparedness is minimal — nearly half of households lack basic knowledge on what to do when a disaster strikes. Infrastructure in key regions is outdated, with urban drains, tank sluices, and bunds built for rainfall patterns of the 1960s, not today’s intense cloudbursts or sea-level rise.
Critically, Sri Lanka is not yet integrated with global planetary systems — solar winds, El Niño cycles, Indian Ocean Dipole shifts — despite clear evidence that these invisible climate forces shape our rainfall, storm intensity, and drought rhythms. Worse, we have lost touch with our ancestral systems of environmental management — from tank cascades to forest sanctuaries — that sustained this island for over two millennia.
This system, in short, is outdated, siloed, and reactive. And it must change.
A New Vision for Disaster-Proof Sri Lanka
Under the new policy shift, Sri Lanka will adopt a complete resilience architecture that transforms climate disaster prevention into a national development strategy. This system rests on five interlinked pillars:
Science and Predictive Intelligence
We will move beyond surface-level forecasting. A new national climate intelligence platform will integrate:
AI-driven pattern recognition of rainfall and flood events
Global data from solar activity, ocean oscillations (ENSO, MJO, IOD)
High-resolution digital twins of floodplains and cities
Real-time satellite feeds on cyclone trajectory and ocean heat
The adverse impacts of global warming—such as sea-level rise, the proliferation of pests and diseases affecting human health and food production, and the change of functionality of chlorophyll—must be systematically captured, rigorously analysed, and addressed through proactive, advance decision-making.
This fusion of local and global data will allow days to weeks of anticipatory action, rather than hours of late alerts.
Advanced Technology and Early Warning Infrastructure
Cell-broadcast alerts in all three national languages, expanded weather radar, flood-sensing drones, and tsunami-resilient siren networks will be deployed. Community-level sensors in key river basins and tanks will monitor and report in real-time. Infrastructure projects will now embed climate-risk metrics — from cyclone-proof buildings to sea-level-ready roads.
Governance Overhaul
A new centralised authority — Sri Lanka Climate & Earth Systems Resilience Authority — will consolidate environmental, meteorological, Geological, hydrological, and disaster functions. It will report directly to the Cabinet with a real-time national dashboard. District Disaster Units will be upgraded with GN-level digital coordination. Climate literacy will be declared a national priority.
People Power and Community Preparedness
We will train 25,000 village-level disaster wardens and first responders. Schools will run annual drills for floods, cyclones, tsunamis and landslides. Every community will map its local hazard zones and co-create its own resilience plan. A national climate citizenship programme will reward youth and civil organisations contributing to early warning systems, reforestation (riverbank, slopy land and catchment areas) , or tech solutions.
Reviving Ancient Ecological Wisdom
Sri Lanka’s ancestors engineered tank cascades that regulated floods, stored water, and cooled microclimates. Forest belts protected valleys; sacred groves were biodiversity reservoirs. This policy revives those systems:
Restoring 10,000 hectares of tank ecosystems
Conserving coastal mangroves and reintroducing stone spillways
Integrating traditional seasonal calendars with AI forecasts
Recognising Vedda knowledge of climate shifts as part of national risk strategy
Our past and future must align, or both will be lost.
A Global Destination for Resilient Tourism
Climate-conscious travelers increasingly seek safe, secure, and sustainable destinations. Under this policy, Sri Lanka will position itself as the world’s first “climate-safe sanctuary island” — a place where:
Resorts are cyclone- and tsunami-resilient
Tourists receive live hazard updates via mobile apps
World Heritage Sites are protected by environmental buffers
Visitors can witness tank restoration, ancient climate engineering, and modern AI in action
Sri Lanka will invite scientists, startups, and resilience investors to join our innovation ecosystem — building eco-tourism that’s disaster-proof by design.
Resilience as a National Identity
This shift is not just about floods or cyclones. It is about redefining our identity. To be Sri Lankan must mean to live in harmony with nature and to be ready for its changes. Our ancestors did it. The science now supports it. The time has come.
Let us turn Sri Lanka into the world’s first climate-resilient heritage island — where ancient wisdom meets cutting-edge science, and every citizen stands protected under one shield: a disaster-proof nation.
Features
The minstrel monk and Rafiki the old mandrill in The Lion King – I
Why is national identity so important for a people? AI provides us with an answer worth understanding critically (Caveat: Even AI wisdom should be subjected to the Buddha’s advice to the young Kalamas):
‘A strong sense of identity is crucial for a people as it fosters belonging, builds self-worth, guides behaviour, and provides resilience, allowing individuals to feel connected, make meaningful choices aligned with their values, and maintain mental well-being even amidst societal changes or challenges, acting as a foundation for individual and collective strength. It defines “who we are” culturally and personally, driving shared narratives, pride, political action, and healthier relationships by grounding people in common values, traditions, and a sense of purpose.’
Ethnic Sinhalese who form about 75% of the Sri Lankan population have such a unique identity secured by the binding medium of their Buddhist faith. It is significant that 93% of them still remain Buddhist (according to 2024 statistics/wikipedia), professing Theravada Buddhism, after four and a half centuries of coercive Christianising European occupation that ended in 1948. The Sinhalese are a unique ancient island people with a 2500 year long recorded history, their own language and country, and their deeply evolved Buddhist cultural identity.
Buddhism can be defined, rather paradoxically, as a non-religious religion, an eminently practical ethical-philosophy based on mind cultivation, wisdom and universal compassion. It is an ethico-spiritual value system that prioritises human reason and unaided (i.e., unassisted by any divine or supernatural intervention) escape from suffering through self-realisation. Sri Lanka’s benignly dominant Buddhist socio-cultural background naturally allows unrestricted freedom of religion, belief or non-belief for all its citizens, and makes the country a safe spiritual haven for them. The island’s Buddha Sasana (Dispensation of the Buddha) is the inalienable civilisational treasure that our ancestors of two and a half millennia have bequeathed to us. It is this enduring basis of our identity as a nation which bestows on us the personal and societal benefits of inestimable value mentioned in the AI summary given at the beginning of this essay.
It was this inherent national identity that the Sri Lankan contestant at the 72nd Miss World 2025 pageant held in Hyderabad, India, in May last year, Anudi Gunasekera, proudly showcased before the world, during her initial self-introduction. She started off with a verse from the Dhammapada (a Pali Buddhist text), which she explained as meaning “Refrain from all evil and cultivate good”. She declared, “And I believe that’s my purpose in life”. Anudi also mentioned that Sri Lanka had gone through a lot “from conflicts to natural disasters, pandemics, economic crises….”, adding, “and yet, my people remain hopeful, strong, and resilient….”.
“Ayubowan! I am Anudi Gunasekera from Sri Lanka. It is with immense pride that I represent my Motherland, a nation of resilience, timeless beauty, and a proud history, Sri Lanka.
“I come from Anuradhapura, Sri Lanka’s first capital, and UNESCO World Heritage site, with its history and its legacy of sacred monuments and stupas…….”.
The “inspiring words” that Anudi quoted are from the Dhammapada (Verse 183), which runs, in English translation: “To avoid all evil/To cultivate good/and to cleanse one’s mind -/this is the teaching of the Buddhas”. That verse is so significant because it defines the basic ‘teaching of the Buddhas’ (i.e., Buddha Sasana; this is how Walpole Rahula Thera defines Buddha Sasana in his celebrated introduction to Buddhism ‘What the Buddha Taught’ first published in1959).
Twenty-five year old Anudi Gunasekera is an alumna of the University of Kelaniya, where she earned a bachelor’s degree in International Studies. She is planning to do a Master’s in the same field. Her ambition is to join the foreign service in Sri Lanka. Gen Z’er Anudi is already actively engaged in social service. The Saheli Foundation is her own initiative launched to address period poverty (i.e., lack of access to proper sanitation facilities, hygiene and health education, etc.) especially among women and post-puberty girls of low-income classes in rural and urban Sri Lanka.
Young Anudi is primarily inspired by her patriotic devotion to ‘my Motherland, a nation of resilience, timeless beauty, and a proud history, Sri Lanka’. In post-independence Sri Lanka, thousands of young men and women of her age have constantly dedicated themselves, oftentimes making the supreme sacrifice, motivated by a sense of national identity, by the thought ‘This is our beloved Motherland, these are our beloved people’.
The rescue and recovery of Sri Lanka from the evil aftermath of a decade of subversive ‘Aragalaya’ mayhem is waiting to be achieved, in every sphere of national engagement, including, for example, economics, communications, culture and politics, by the enlightened Anudi Gunasekeras and their male counterparts of the Gen Z, but not by the demented old stragglers lingering in the political arena listening to the unnerving rattle of “Time’s winged chariot hurrying near”, nor by the baila blaring monks at propaganda rallies.
Politically active monks (Buddhist bhikkhus) are only a handful out of the Maha Sangha (the general body of Buddhist bhikkhus) in Sri Lanka, who numbered just over 42,000 in 2024. The vast majority of monks spend their time quietly attending to their monastic duties. Buddhism upholds social and emotional virtues such as universal compassion, empathy, tolerance and forgiveness that protect a society from the evils of tribalism, religious bigotry and death-dealing religious piety.
Not all monks who express or promote political opinions should be censured. I choose to condemn only those few monks who abuse the yellow robe as a shield in their narrow partisan politics. I cannot bring myself to disapprove of the many socially active monks, who are articulating the genuine problems that the Buddha Sasana is facing today. The two bhikkhus who are the most despised monks in the commercial media these days are Galaboda-aththe Gnanasara and Ampitiye Sumanaratana Theras. They have a problem with their mood swings. They have long been whistleblowers trying to raise awareness respectively, about spreading religious fundamentalism, especially, violent Islamic Jihadism, in the country and about the vandalising of the Buddhist archaeological heritage sites of the north and east provinces. The two middle-aged monks (Gnanasara and Sumanaratana) belong to this respectable category. Though they are relentlessly attacked in the social media or hardly given any positive coverage of the service they are doing, they do nothing more than try to persuade the rulers to take appropriate action to resolve those problems while not trespassing on the rights of people of other faiths.
These monks have to rely on lay political leaders to do the needful, without themselves taking part in sectarian politics in the manner of ordinary members of the secular society. Their generally demonised social image is due, in my opinion, to three main reasons among others: 1) spreading misinformation and disinformation about them by those who do not like what they are saying and doing, 2) their own lack of verbal restraint, and 3) their being virtually abandoned to the wolves by the temporal and spiritual authorities.
(To be continued)
By Rohana R. Wasala ✍️
Features
US’ drastic aid cut to UN poses moral challenge to world
‘Adapt, shrink or die’ – thus runs the warning issued by the Trump administration to UN humanitarian agencies with brute insensitivity in the wake of its recent decision to drastically reduce to $2bn its humanitarian aid to the UN system. This is a substantial climb down from the $17bn the US usually provided to the UN for its humanitarian operations.
Considering that the US has hitherto been the UN’s biggest aid provider, it need hardly be said that the US decision would pose a daunting challenge to the UN’s humanitarian operations around the world. This would indeed mean that, among other things, people living in poverty and stifling material hardships, in particularly the Southern hemisphere, could dramatically increase. Coming on top of the US decision to bring to an end USAID operations, the poor of the world could be said to have been left to their devices as a consequence of these morally insensitive policy rethinks of the Trump administration.
Earlier, the UN had warned that it would be compelled to reduce its aid programs in the face of ‘the deepest funding cuts ever.’ In fact the UN is on record as requesting the world for $23bn for its 2026 aid operations.
If this UN appeal happens to go unheeded, the possibilities are that the UN would not be in a position to uphold the status it has hitherto held as the world’s foremost humanitarian aid provider. It would not be incorrect to state that a substantial part of the rationale for the UN’s existence could come in for questioning if its humanitarian identity is thus eroded.
Inherent in these developments is a challenge for those sections of the international community that wish to stand up and be counted as humanists and the ‘Conscience of the World.’ A responsibility is cast on them to not only keep the UN system going but to also ensure its increased efficiency as a humanitarian aid provider to particularly the poorest of the poor.
It is unfortunate that the US is increasingly opting for a position of international isolation. Such a policy position was adopted by it in the decades leading to World War Two and the consequences for the world as a result of this policy posture were most disquieting. For instance, it opened the door to the flourishing of dictatorial regimes in the West, such as that led by Adolph Hitler in Germany, which nearly paved the way for the subjugation of a good part of Europe by the Nazis.
If the US had not intervened militarily in the war on the side of the Allies, the West would have faced the distressing prospect of coming under the sway of the Nazis and as a result earned indefinite political and military repression. By entering World War Two the US helped to ward off these bleak outcomes and indeed helped the major democracies of Western Europe to hold their own and thrive against fascism and dictatorial rule.
Republican administrations in the US in particular have not proved the greatest defenders of democratic rule the world over, but by helping to keep the international power balance in favour of democracy and fundamental human rights they could keep under a tight leash fascism and linked anti-democratic forces even in contemporary times. Russia’s invasion and continued occupation of parts of Ukraine reminds us starkly that the democracy versus fascism battle is far from over.
Right now, the US needs to remain on the side of the rest of the West very firmly, lest fascism enjoys another unfettered lease of life through the absence of countervailing and substantial military and political power.
However, by reducing its financial support for the UN and backing away from sustaining its humanitarian programs the world over the US could be laying the ground work for an aggravation of poverty in the South in particular and its accompaniments, such as, political repression, runaway social discontent and anarchy.
What should not go unnoticed by the US is the fact that peace and social stability in the South and the flourishing of the same conditions in the global North are symbiotically linked, although not so apparent at first blush. For instance, if illegal migration from the South to the US is a major problem for the US today, it is because poor countries are not receiving development assistance from the UN system to the required degree. Such deprivation on the part of the South leads to aggravating social discontent in the latter and consequences such as illegal migratory movements from South to North.
Accordingly, it will be in the North’s best interests to ensure that the South is not deprived of sustained development assistance since the latter is an essential condition for social contentment and stable governance, which factors in turn would guard against the emergence of phenomena such as illegal migration.
Meanwhile, democratic sections of the rest of the world in particular need to consider it a matter of conscience to ensure the sustenance and flourishing of the UN system. To be sure, the UN system is considerably flawed but at present it could be called the most equitable and fair among international development organizations and the most far-flung one. Without it world poverty would have proved unmanageable along with the ills that come along with it.
Dehumanizing poverty is an indictment on humanity. It stands to reason that the world community should rally round the UN and ensure its survival lest the abomination which is poverty flourishes. In this undertaking the world needs to stand united. Ambiguities on this score could be self-defeating for the world community.
For example, all groupings of countries that could demonstrate economic muscle need to figure prominently in this initiative. One such grouping is BRICS. Inasmuch as the US and the West should shrug aside Realpolitik considerations in this enterprise, the same goes for organizations such as BRICS.
The arrival at the above international consensus would be greatly facilitated by stepped up dialogue among states on the continued importance of the UN system. Fresh efforts to speed-up UN reform would prove major catalysts in bringing about these positive changes as well. Also requiring to be shunned is the blind pursuit of narrow national interests.
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