Features
Internal conflicts in SLFP under MR presidency and crossovers from UNP
CBK was driving force of ‘revolt’ and Mahinda turned increasingly to his family
Partly because of Anura’s fiasco and partly due to the frustration of some MR campaigners who had expected Cabinet office and had been disappointed, trouble began to brew very early in the new regime. The driving force behind the “revolt” was CBK who had been treated roughly by the new President. Many of the perks that she had cleared through Cabinet at the last minute were removed, including a large contingent of security personnel and allocation of funds for her newly formed social service organization.
She was not on the invitees list for many of the state soirees. But the most drastic of all was when her party position was summarily removed on her birthday. Old grievances were resurrected and the party was splintered with only the old faithful and those with an axe to grind against MR supporting CBK. She had managed to get Anura and Mangala to her side but was angry that other “friends” did not follow suit. She took this as a personal betrayal.
On the other hand the new President was over suspicious and kept track of any signs of contact between his ministers and their earlier leader. My view was that it was counterproductive to start clashing and that we should give MR a chance, particularly because the LTTE was growing in strength and the Government looked incapable of meeting that threat. As the new Minister of Finance MR understood the difficulties of funding development while at the same time finding resources to prosecute a war. At the beginning he was looking for a negotiated settlement but the LTTE remained intransigent. This made him to change his outlook towards the war. In this atmosphere of suspicion and uncertainty he turned to his family for assistance.
He brought in a younger brother Gotabaya who had been an army officer as his Defence Secretary. Another brother Basil was entrusted with managing party affairs and economic activity, Elder brother Chamal was made the Speaker of Parliament. First cousin Udayanga Weeratunga was appointed the Ambassador to Russia. A host of other relatives were found plum positions in the state sector leading to much criticism both within and outside the party.
Revolt
The sidelining of Anura and CBK from the beginning of his tenure led to cracks in the Presidents inner circle. The most significant was the alienation of Mangala and his cronies. It has recently been disclosed by author Chandraprema, who was privy to Rajapaksa secrets, that Mangala had expected to be appointed Prime Minister in view of his bravura performance as campaign manager. Mangala’s chief lieutenant, who played a significant role in negotiations with the LTTE, Sripathi Sooriyarachchi – an ex-naval officer who expected a cabinet position – was fobbed off with a deputy ministership.
In frustration he threatened to go public with details of the MR-LTTE deal. He died in a car crash soon after leading to much speculation regarding the cause. Anura and Mangala who were closest to the JVP began to canvass their support to defeat the government during a vote on a Finance Bill. Mangala contacted me but I told him that this was not the time to destabilize a President from our own party on personal grounds.
On the appointed date there occurred a bizarre episode which was unique in our Parliamentary annals. It was an afternoon session and Anura turned up without being briefed about a JVP decision taken that morning not to support the Anura-Mangala initiative. He walked into the Opposition benches hoping to announce his defection, win the vote which would follow and be appointed Prime Minister. Technically he had crossed over and, watching the events unfold from the opposite benches, I saw the consternation on the faces of JVP leaders who had realized what was happening. Weerawansa rushed up to him and literally forced Anura to get back to the lobby after informing him of their “volte face”. It was a comic example of the lack of communication among the rebels.
Anura and Mangala were sacked from their positions that evening. If my memory serves me right Anura never came back to Parliament after that – an ignominious end to a career which was tailor made to take him to the top. MR survived the threat but it led to a fear psychosis about his colleagues which was seen in his growing dependence on his relatives and cronies. The temptation of the JVP and JHU to flirt with Anura and Mangala which nearly led to a defeat in Parliament made him open to the offers of UNPers to join him from time to time in exchange for Cabinet positions.
Mahinda Samarasinghe and Keheliya Rambukwella crossed over from the UNP and later a large contingent of UNPers led by Karu Jayasuriya joined the government. The CBK/Anura/Mangala revolt was crushed and MR emerged with a bigger majority in the House but his sense of insecurity bred by years of subservience to Anura and the latter’s attempt to dislodge him, led to a dependence on a select coterie of relatives which in the end failed him and drove him out of power in 2015. Suspicion and “drawing up of his wagons in a circle” became a characteristic of MR which blighted a Presidency that had achieved unparalleled popularity with the electorate after the comprehensive defeat of the LTTE in 2009.
Gotabaya
The war with the LTTE still remained the main problem. Prabakaran was intransigent and the early attempts by the new President to enter into a dialogue by allocating funds for Northern rehabilitation was having no effect. But bringing his brother Gotabaya as Defence Secretary was beginning to yield results. The first advantage was that the usual suspicion of many Presidents of the incumbent Army chief’s activities became unnecessary because his brother as the Defence Secretary covered that flank. He was the President’s “eyes and ears” and no tittle tattle about the army would bother MR as it did his predecessors.
This clear line of command and trust was strengthened when GR broke seniority and appointed Sarath Fonseka as the Army Commander. SF was well known in the army as an ambitious but gutsy fighter who could take on the LTTE. He was supported by the appointment of Karannagoda as Navy chief and Gunatilleke as Air force commander. This was a new combination at the top with whom GR could interact easily. Many decisions which earlier needed the President’s intervention could now be easily left to his senior military team.
SF also reshuffled his unit commanders so that a courageous fighting force could be moulded. A perennial problem with the armed services was that their field strength was limited. The President as Finance Minister allocated sufficient funds to more than double the strength of the armed forces. Educational qualifications were pared down and rural youth from districts like Anuradhapura and Kurunegala which had `border villages’ were given preference because they were closer to the theatre of war.
So much so that unemployment figures in those areas registered a significant decrease. At the same time a publicity campaign to go with the recruitment drive was tailored to enhance the self worth of the soldiers. This campaign was entitled “Api Wenuwen Api” by Triad advertising company. It became one of the most effective communications efforts in the history of advertising in Sri Lanka. After the war was concluded in 2009 I was asked to speak at the launch of a book by C. A. Chandraprema entitled “Gota’s War”. I said the following at that meeting as reported by Sandun Jayasekara of the Daily Mirror.
“Addressing a well attended launch ceremony of the book “Gota’s War”, Dr Amunugama said that GR had an unbounded confidence in and affection for his brother President Rajapaksa which helped him to fashion and effectively put in place a fighting machine. The setting of priorities, a steady supply of weapons, building up of morale and financing were the results of this confidence within the high command that contributed to winning the war. Gota was a soldier’s soldier. He knew the army from his first day as an officer cadet to the highest echelon. He built up a team of battle hardened commanders; the armchair generals were eased out. Frontline commanders were given their due place which convinced them that the war was winnable. He had clear objectives as seen in the development drive that he launched later in Colombo city and Kotte”.
Public Administration
Since the new President took over the Ministry of Finance, a position he never gave up during his long tenure of office, I went back in the Cabinet to my old Ministry in which I had served as a public servant. President Rajapaksa addressing a meeting of officials in Matale had stated that he was happy to appoint a former senior public servant as his Minister of Public Administration. He was supportive of my initiatives to streamline the state services in order to provide a better deal to the public.
Another of my advantages was that I had the unstinted support of the new Secretary to the President Lalith Weeratunga. Lalith had briefly served as Additional Secretary when I was the Minister of Education. Indeed he had been selected as an entrant to the SLAS when I presided over an interview board as the Director of Combined Services under Felix Bandaranaike. He was a smart officer who had southern roots and had been selected by MR to be the Secretary to the PM when he assumed that office.
It is not well known that it was Lalith who extricated MR from the mess created by the fund entitled “Helping Hambantota” which according to CJ Sarath Silva could have landed MR in prison for four years. So naturally he was beholden to Lalith who followed him like Mary’s little lamb to whatever high position that his patron was elevated to. I knew that Lalith was in my corner when MR discussed the abilities of his Cabinet Ministers.
My predecessor Amarasiri Dodangoda had been very ill and unable to attend to his duties on a full time basis. He spent a lot of his time as a Minister either in hospital or at home. So my first step was to clean up the building and offices which had been neglected since the time of Ratnasiri Wickremanayake and Karu Jayasuriya. To tackle a practice which was central to my Ministry functions and which badly needed reform, I studied the procedures relating to salaries and pensions in the government service.
The prevailing system was antiquated and I and Gamini Wickremanayake who was an Additional Secretary under Felix Bandaranaike, had earlier thought of reforming it. The current practice was that each office had to make a paysheet, get cash from the nearest bank or post office and prepare envelopes in to which salaries in currency notes were manually inserted. The recipient would then sign on a stamp in front of a paying officer and collect his envelope. This called for a large staff dealing with payments and receipts in every office.
I introduced a radical change. Every public servant was provided with a bank account in his name. We would issue one cheque to the manager of the relevant bank with a list of payees and the amount due to them. The bank would then deposit that amount of money in the individuals bank account from which he could withdraw it at will. I asked the banks to install ATM machines so that money could be withdrawn by the “salarymen” [As the Japanese describe their officials] without crowding the bank’s outlets. The same procedure was recommended for pensioners who had earlier to get a monthly certificate from the AGA’s office and take it to a post office for payment. This reform reduced the number of clerks dealing with payments by a considerable number. They could now be deployed for more productive work. It was also a convenience to the salaryman and the pensioner.
As expected this suggestion drew a storm of protest from the Trade Unions and hide bound officials who were afraid of change. But I also had forward looking senior officers like The Director of Pensions Tillekeratne who boldly adopted the new method so that the value of such a change could be appreciated by our clients. I negotiated with the unions and found that their fear was that without “loose change” their members would not pay their TU dues. But since that could be done at source their fears were allayed.
I also got the Banks to advertise freebies like special draws and all expense paid trips to Buddhagaya and Saranath to new depositors from the public service. Banks were delighted to get these new deposits – a job they should have been doing anyway – and happily undertook the extra work that came their way. Even now when I meet retired public servants they thank me for my innovation which had helped them to save money.
Research and Training
From the time I was the Director of Combined Services, research and training for public servants was high on my agenda. Several reports regarding improving the performance of the public service had emphasized the need for training. Among them the most emphatic were the recommendations of Shelton Wanasinghe, a senior CCS officer. He suggested the establishment of a SLAS training institute. This was done and Wanasinghe became its first director. He was full of enthusiasm and received the support of the Ministry of Public Administration.
It was linked to the Indian Training Institute in Hyderabad and our syllabus was based on the Hyderabad model. When I was Director of Combined Services and later Senior Assistant Secretary of the Public Administration Ministry, as the official responsible for overseeing SLIDA [Sri Lanka Institute of Development Administration], I gave my full support to this venture. All recruits to the SLAS were given a year’s training at SLIDA after which they were absorbed to the permanent cadre of the SLAS.
Several mid level officials of the SLAS preferred to transfer to this Institute as lecturers since they could follow their academic interests as well as obtaining paid leave for training abroad. SLIDA is well established today and is an integral part of a SLAS officers’ career path.
Melbourne
As the new Minister I had the opportunity to expand the activities of SLIDA and link it with top class universities. The Commonwealth Office in London which had a division on the promotion of education which was headed by my CCS colleague Raja Gomes, invited me to a high level meeting on promoting administrative skills to be held in Sydney. Raja had earlier served in our Training Centre and was especially interested in administrative reform. This invitation gave me a good opportunity to visit Australia and interact with senior specialists in research and training. At the same time my friend Kusumsiri Balapatabendi, who was our High Commissioner there, had arranged a productive itinerary for me in Sydney and Melbourne which were cities with large concentrations of Sri Lankan expatriates especially among the professionals.
The visit to Melbourne was a memorable one. The state of Victoria of which Melbourne was the capital had many universities and training institutes which were manned by ex-Sri Lankans who went out of their way to support our proposals. Prominent among them were Monash University and the University of Victoria. After a fruitful visit to Monash, which had one of my students in its faculty of Social Sciences, I was able to launch an initiative for an exchange of researchers between that University and SLIDA.
The lady registrar of Victoria University was also a Burgher expatriate and was keen to strengthen links with Sri Lanka. With the enforcement of the “Sinhala Only” policy many highly educated Burghers had left the country and occupied good positions abroad. Among them was Professor De Kretser a scientist who had been appointed to the prestigious position of Governor of Victoria state. He invited me for lunch in the Governor’s mansion which was located in a sprawling estate in the heart of the city. It had been occupied earlier by English Governors who had been appointed by the Queen of England.
Dr. De Kretser was a nominee of the Australian government but he received his letter of appointment from the Queen as she was the head of the Australian state. As an immigrant he had been selected to be the symbolic head of Victoria which was a state full of migrants from all parts of the world. Governor De Kretser told me that he was born in Dehiwela and had been a student at Royal College upto the sixth standard. He had migrated with his parents and excelled in his studies in Australia.
As one of the leading scientific researchers in his new home country he had been honoured by being nominated to one of the highest positions there. The large contingent of ex-Sri Lankans in Melbourne were proud of him and had arranged a procession with Kandyan dancers and drummers to escort him to his office on the first day. He was proud of that gesture and showed me photographs of that event. I .in turn invited him to pay a visit to his native country. He obliged some months later and received a warm welcome, including a reception by his former neighbours from Dehiwela.
(Excerpted from vol. 3 of the Sarath Amunugama autobiography)
Features
Combining local resources,traditional knowledge and science to build a food-secure Sri Lanka
World Food Day 2026: Innovating today for a better food future
by Dr. Kaushalya Wijayasekara
What will be on the Sri Lankan dinner table ten years from now? Will our children be able to get nutritious food at a price their families can afford? Will farmers be able to grow enough despite changing weather and rising costs? And how much of the food we produce will actually reach the consumer, instead of being lost or wasted along the way?
These questions can’t wait. A farmer faces unpredictable weather. A family faces rising food costs. Fruit goes unsold after a good harvest. Some children do not get enough nutrition. The future of food is tied to the future of Sri Lanka itself.
World Food Day 2026 is a chance to look beyond the immediate problems and ask whether we can build a food system that feeds our people well, gives farmers better opportunities, protects the environment and makes better use of what we already have. The answer can be yes, but we will have to think differently.
We are not starting from zero. Sri Lanka has diverse crops, fisheries, traditional food knowledge, indigenous varieties, research institutions, universities and a young generation able to create new solutions. What we need is to bring these together and act. Producing more will not secure our food future on its own. It will depend on how intelligently we produce, process, preserve, distribute and consume food.
Making more of what we already have
Innovation does not always mean inventing something new. Often it means finding better uses for the resources we have.
Sri Lanka grows traditional rice varieties, kurakkan, green gram, cowpea, jackfruit, breadfruit, cassava, sweet potato, coconut and palmyrah. All of them have great potential for modern, nutritious, value-added foods. Jackfruit and breadfruit can be made into flour and other convenient products. Traditional rice varieties can go into new foods that suit changing consumer needs. Palmyrah, with its strong cultural heritage, can create new income through better processing, packaging, quality assurance and market development.
The aim is to connect our traditional food knowledge with modern consumer needs and technology, while keeping our food heritage.
Stop wasting the food we produce
Reducing food loss and waste should be a major priority. Seasonal fruits such as mango, banana, papaya and pineapple can be lost in large quantities when production exceeds demand or when storage, transport and processing facilities are inadequate. With suitable technology, these fruits can become dried products, pulps, powders, beverages and other shelf-stable foods.
Agricultural and fisheries by-products are resources too. They could be turned into food ingredients, animal feed, bio-based products and other useful materials, which would move us toward a more circular food economy.
Technology alone is not enough. We need stronger local processing facilities, cold storage, efficient transport, collection centres and market information systems, especially close to where food is produced. Cutting food loss raises the value of what our farmers and fishers already produce.
Nutrition and food safety come first
Food security means more than having enough food. People also need food that is safe and nutritious.
Sri Lanka can develop affordable, nutritious foods from local pulses, grains, vegetables, fruits and fish. Children and other vulnerable groups should get particular attention. Schoolchildren in particular deserve a focus: safe, nutritious, locally sourced products for school feeding programs would support child nutrition, local farmers and domestic food industries at the same time.
Food safety must stay at the centre of food innovation. Good hygiene, quality control, laboratory testing, traceability and appropriate food safety systems are what make new products safe as well as attractive and nutritious.
A food system that can cope with climate change
Climate change is already affecting agricultural production, water availability, crop yields and food prices. We need food systems that can handle changing conditions. That means climate-resilient crops, efficient water use, soil and water conservation, better storage and resource-efficient food processing.
Traditional knowledge matters here. Generations of Sri Lankan farmers have developed practices suited to local climates and ecosystems. Combining that experience with modern science can give us solutions that fit local conditions and are sustainable. Technology alone will not build the future of food. Science, experience and local knowledge together can.
Give young people a bigger role
Sri Lanka’s universities have an important part to play in shaping our food future. Young people should be encouraged to identify real problems in the food system and work on practical solutions in areas such as food waste, sustainable packaging, nutrition, food safety, modernising traditional foods and digital technologies.
A good research project should not always end as a research paper. Where appropriate, research should be supported to move on to products, technologies, enterprises and community solutions. That needs stronger partnerships between universities and industry, along with mentoring, research funding, business support and market connections. If young researchers and entrepreneurs can turn their ideas into viable food innovations, both consumers and producers will benefit.
A pathway designed for Sri Lanka
We do not need to copy food-system models from other countries. We can build a pathway that suits our own resources, culture and needs. It would bring together local resources, traditional knowledge, scientific research, appropriate technology and entrepreneurship, with farmers, fishers, universities, research institutions, food industries, entrepreneurs and policymakers working side by side.
The goal goes beyond selling raw materials. We need to create more value, reduce waste, improve nutrition, generate jobs and strengthen rural livelihoods. This matters especially for small and medium-scale food enterprises, which can drive local economic development when they get the right technical, financial and market support.
The choices we make today
The food future will not create itself. It will be shaped by what we grow, what we research, what we process, what we consume and what we choose not to waste.
So, the question for World Food Day 2026 is this: what can we do today so that every Sri Lankan has safe, nutritious, affordable and sustainable food tomorrow?
The answers are already around us, in our farms, fisheries, food businesses, universities, laboratories and communities. We have the resources, the traditional knowledge, the scientific expertise and talented young people. What we need now is to connect them and act.
A better food future begins with the choices we make today.
Dr. Kaushalya Wijayasekara
Senior Lecturer, Department of Biosystems Technology, Faculty of Technology, University of Ruhuna
Features
20th Anniversary of Digampathana blast – the day Sri Lanka Navy cried
By Admiral Ravindra C Wijegunaratne
WV, RWP and Bar, RSP, VSV, USP, NI (M) (Pakistan), ndc, psn, Bsc
(Hons) (War Studies) (Karachi) MPhil (Madras)
Former Navy Commander and Former Chief of Defence Staff
Former Chairman, Trincomalee Petroleum Terminals Ltd
Former Managing Director Ceylon Petroleum Corporation
Former High Commissioner to Pakistan
The Digampathana suicide truck attack on 16th October 2006 remains the deadliest single strike in Sri Lanka Navy history, leaving scars that time cannot erase.
It was a seemingly ordinary Monday morning on 16 October 2006, but the calm of that day would soon be shattered in a way none of us could have imagined. As the Commandant of the Naval and Maritime Academy and Flag Officer Commanding Naval Fleet at Trincomalee, I was aware that a number of my cadets were travelling that morning, part of a convoy of fifteen buses carrying naval personnel from Trincomalee, Colombo, and other bases, heading toward Dambulla to rendezvous with another group. The convoy also included trucks and escort vehicles, a routine movement planned and coordinated with the army to ensure the roads were clear. The morning started quietly. Some personnel greeted friends, handed over their weapons, or strolled to a nearby tea shop. It all seemed so ordinary—too ordinary for what would come next.

Sri Lanka Navy sunk LTTE Ships carrying arms, ammunition and warlike materials thousand miles away from Sri Lanka in Indian Ocean in September and October 2007.
By late morning, both convoys had reached the small ground at Digampathana, near the Sigiriya junction, and personnel mingled briefly, unaware that a carefully orchestrated act of terror was waiting. Then, suddenly, an empty half-truck veered directly into the convoy. It exploded with a ferocity I can still recall as if it were yesterday. Nuts, bolts, and high explosives tore through the air. Pandemonium erupted instantly. I later learned that 107 of our naval personnel were killed on the spot and another 153 critically injured. The scene was indescribable—bodies scattered, vehicles mangled, personal effects strewn across the ground. I remember later hearing that the head of the suicide bomber was recovered more than 100 meters away from the blast, a grim testament to the sheer force of the explosion.
I was in my office at the Naval and Maritime Academy when my mobile phone rang. A young midshipman from the 21st intake called, his voice trembling: “Sir, there was a huge explosion at the convoy point! Many are dead … my batch mate Wijesundara is among them.” I immediately jumped into my jeep with my escort Chief Petty Officer and driver and rushed to Digampathana, relying on every ounce of my driving skill to reach the scene. The journey, which usually took little more than an hour, felt endless that day, each passing mile weighed down by dread.
When I arrived, I was confronted with a sight that no training can prepare you for. The injured were being rushed to Dambulla Hospital, where doctors and nurses worked tirelessly, improvising in ways that saved lives despite the overwhelming chaos. I went back to the site after visiting the hospital. The remains of our naval personnel were scattered across the ground, and someone had begun collecting weapons and protective gear. I immediately contacted Surgeon Rear Admiral Nico Jayasekara and received his instructions: collect all body parts in separate bags and transport them to the Trincomalee Naval Hospital mortuary. This gruesome work had to be done with care and dignity, and it filled the icebox in my vehicle. Through DNA testing initiated by Rear Admiral Nico, we were able to identify every naval personnel lost that day, bringing some closure to grieving families.
The Navy Commander at the time, Vice Admiral Wasantha Karannagoda, was devastated. I had worked closely with him and knew how deeply he cared for his men. He ensured that the fallen were honoured with full ceremonial naval funerals at Welisara Naval Base, attended by families and comrades. Sixty-seven funerals were conducted in a single day—a number that still haunts me.
The Digampathana attack remains the largest single loss of naval life in our history. It was a day of sorrow, but also a day that reinforced our resolve. The tragedy galvanized the Navy to target the LTTE Sea Tiger wing with renewed determination and reshaped our maritime operations forever. Every time I think of that day, I remember not just the lives lost, but the courage, professionalism, and dedication of those who survived, those who treated the injured, and those who ensured the fallen were honored properly. May the souls of our naval hero’s rest in peace, their sacrifice guiding us and inspiring generations of naval personnel to come.
Features
‘Murder at Whitby Abbey’
Tales of Mystery and Suspense – 24
I was intrigued by the title of a book I found in a book drop at the condominium of a friend, Murder at Whitby Abbey, and I brought it home with me though I will not be able to return it in the near future. It was described on the cover page as ‘a standout in the crowded medieval mystery field’, though I fear I do not know of other books in this field, apart from the Cadfael series, which I have dealt with earlier.
The book, by Cassandra Clark, is set during the reign of Richard II and has as a backdrop his precarious position, which led to his being replaced, and murdered, by his cousin Henry, who reigned as Henry IV. It is a gloomy book, the action taking place in the twelve days of Christmas leading up to the Epiphany. And the gloom is pervasive, even though this is supposed to be a time of festivity, with mummers performing, and many of those in the guest house where the heroine stays going to town to enjoy themselves, with much drinking and much music, which also fills the guesthouse.
The heroine Hildegarde is a nun, sent to try to acquire a relic being sold by Whitby Abbey, though this was also a penance set by the Abbot of the monastery that governed her abbess because she had had sex with a man. Soon after she and her companions reach the Abbey set high on a cliff, she finds that there are other bidders, and soon suspects that the hierarchy, not perhaps the Abbot who seems a weakling, but his rapacious bursar, is determined to make money, and not above creating false relics to sell to several aspirants.
After Hildegarde and her Cistercian companions – Whitby is a Benedictine Foundation – two monks, Gregory and Egbert, and a young priest Mark, reach the abbey, they find that Aelwyn, a monk they had met on their way to the guesthouse had died. This was in the apple store, and they realize, when they find the surplices of novices stuffed into the air vents, that he had been left to suffocate in the overwhelming scent of apples.
The Cistercians are asked to look into the death, perhaps because they are likely to get no cooperation from the Abbey folk, but perhaps because those in charge are keen to know what happened. And the infirmarer, an old monk, suggests Hildegarde talk to a man called Edred who worked for the bursar, and had been a friend of Aelwyn’s. But Edred too is killed, before he can keep an appointment he had made with Hildegarde, drowned in a pool near the farmhouse of the Abbey.
Meanwhile tensions arise between the fisherfolk and the abbey for the bursar wants to charge them for using the beach that technically belongs to the abbey to dry their fish and their nets. This leads to physical battles, when the guards used by the abbey, under the command it seems of the bursar whose determination to make money is not resisted by the abbot and the prior, try to storm the area where the fishermen live.
Hildegard finds out more about what had happened through two youngsters, one of whom Torold is the son of Aelwyn by a woman who worked as a prostitute for a cartel, and with whom Mark fell in love. The other works on the farm and had seen Edred meet someone near the pool, after which that someone left the place by himself. And the boy had also found in the pool a sort of dagger with the seal of the abbey.
He and his dog, and Torold who follows her, rescue Hildegarde from a man at arms who has waylaid her and tries to rape her earlier. Escaping into the abbey she was nearly been raped then by the bursar, but she managed to escape, in the process setting fire to him and the muniments room, which led, when he was rescued, to the discovery of a box with the money he said had been stolen, blame being cast on both Aelwyn and Edred.
Matters come to a head when the fisherfolk try to storm the abbey, being resisted by the men at arms stationed on the towers. But then Hildegarde realizes that behind the murders was the bursar’s clerk, whom she pursued to the cathedral. There is great drama then as she escapes from him when he tries to kill her, and then from the man at arms who had tried to both rape and kill her, but they both fall from the scaffolding she had climbed, the latter coming from a tower where he had been stationed.
Both of them think they run the rapacity of the abbey, the latter claiming to work for the nobles opposed to Richard, who is presented throughout the book as devoted to his subjects, not to power or money. But though the villains die, the bursar continues, having got over the hysteria the fire had caused and his acknowledgment then of guilt – and though the abbot and the prior seem less vicious, whether they will be able to assert themselves is questionable.
Before the climax, when the others in the guesthouse were leaving, Hildegarde found that two of them were in possession of the relic, for which they seem to have paid well. Hildegarde herself had made a derisory offer, but before she leaves the abbot gives her the relic, perhaps in gratitude for what she and her fellow Cistercians had discovered, the abbey having made as much money as it needed and more from the gullible other buyers.
Mark’s inamorata is saved from the stews because she moves in with Edred’s widow whom the bursar had thrown out of the rooms he occupied when her husband was found dead. Hildegarde had paid for lodgings, in a house run by the man who ran the brothels, but he had a kindly side and was going to finance them to make nets for the fishermen.
So, the Cistercians set off for their home as swiftly as they can to get there on the day of the Epiphany, having stopped en route to pray for King Richard whose birthday it was.
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