Features
LONDON-BERUWALA-AMBALANGODA-MATARA – Part 42
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
Returning Home
My special Management Observer/Trainee program in London (UK) with then the largest hotel chain in the world – Trust House Forte (THF), ended on a high note in September 1979. Mr. Geoffrey Pye, Director of Personnel for THF London Hotels and Mr. Bejaramo, Catering Manager of the 900-room Cumberland Hotel conducted two exit interviews with me. They both were very pleased with my work, as well as with the observations I had made at the Cumberland and the Regent Palace Hotel where I was a Guest Observer.

My associate from John Keells Group, Ranjith Dharmaratnam and I returned to Frankfurt to catch our charter flights arranged by Neckermann Reisen’s Kurt D. Wehner. I knew Kurt well having hosted him at the hotel I was managing – Hotel Swanee when he was touring Sri Lanka a few months ago. He reciprocated my hospitality in Frankfurt.
As a global traveller, my father had said to the family, “There is no place better than home”, every time he returned from a long, overseas trip. However, after returning from my first overseas trip to Thailand, West Germany and the United Kingdom, I did not share that view. “I feel that I can easily adapt myself to live anywhere in the world, and I would like to travel around the world and be a global gypsy”, I told my parents. “Well Chandana, it looks like you have been bitten by the travel bug. Here, look at this new publication by the largest airline in the world. Pan Am also owns the InterContinental hotel chain, where you had a part-time job a few years ago”, my father encouraged my new interest.
In the late 1970s most of the vehicles used in Sri Lanka were re-conditioned, old cars shipped from Europe and Japan. While in the UK, I bought my first car – a 1975 Ford Corolla with a vinyl top. It cost me only £350. After shipping it to Sri Lanka, I managed to get a very special licence number (11 SRI 1111). As I had the hotel manager’s car and a driver, I really did not need my own car. Therefore, I sold it to one of my uncles – M. D. Seneviratne, and made a good profit. My younger cousins thought that the car was cool and groovy!
Sharing my Learning
I was eager to apply some of the new management practices I learnt in London to the small operation I was heading in Sri Lanka. I quickly shared all relevant best practices I learnt in London and various materials I collected with my team. In settling back as a local hotelier, I introduced concepts such as longer orientations for new employees, printed training material, exit interviews for employees leaving and commenced pre-planning Christmas and New Year’s Eve celebrations with my team three months in advance. The usual practice in Sri Lankan hotels at that time was to begin planning the festive, seasonal events in December.
We commenced the 1979/1980 tourist season with a bang. We pre-planned a calendar of events for each month in consultation with tour leaders, returning guests and long stay guests. We recruited some very promising students of Ceylon Hotel School as our interns for the season. All of them, in a few years’ time, became highly successful hoteliers.
Before my overseas trip, I had attended a three-week long program “Techniques of Administration for Hotel Management” in Colombo, with 50 other Sri Lankan hotel managers. It was organized by the umbrella body for hotel industry in Sri Lanka – Ceylon Tourist Hotels Association. It was conducted by two professors (Hal Records and James Root) from the Cornell University, USA, which was famous for hotel administration programs. It was very similar to their well-known summer management program conducted in Ithaca, New York every year. Although academically, it was a good program, I learnt much more practical and implementable aspects of hotel management with THF in London.

Overbooking with Ken Bala
It was the usual practice to overbook hotels by around 15% leaving room for cancellations. The new Managing Director of Walkers Tours, Mr. Ken Balendra (popularly referred as “Ken Bala”) asked me if I was in agreement. “Sure, let’s do it, but during the peak months, overbooking by 15% may be a challenge as the rate of cancellations usually went down from Christmas until the end of winter in Europe”, I cautioned him. Mr. Ken Balendra who was a very charismatic, energetic and optimistic person said, “Let’s go with the 15%.”
Hotel Swanee had only 52 bedrooms and by mid-December our occupancy went up to 115% with us requiring 60 rooms to accommodate tourists who were on their way from the airport. I quickly called Mr. Balendra. He was very busy, and said, “Chandana, you are our guy in Beruwala, and I trust that you will handle it well. All the best!” I immediately summoned my team to have a quick, stand-up brainstorming session. We had no time to waste and literally had to think on our feet. Our young team came with some “outlandish” suggestions and I promptly approved them and delegated the actions. In crisis management, the teams must think “outside the box”.
By the time the guests arrived at the hotel, we had moved most of the executives to the supervisory staff quarters. We also moved two of our executives to the executive quarters of neighbouring hotels to share rooms with their executives. Those hotels had not experienced overbooking challenges. Fortunately, we had excellent relationships with all of the competitor hotels in the area. Hotel Swanee executive rooms were converted to guest rooms within an hour but these rooms were smaller and below the usual standard of guest bedrooms. To avoid receiving complaints, we carefully chose those guests (friendly, repeat guests and younger couples) who were to be downgraded! We compensated them with complimentary fruit baskets, wine, chocolates, Christmas cake as well as free tickets to beach parties and lobster buffets.

During the Christmas week, the overbooking situation got worse. I released the Front Office Manager from his duties and sent him on a one-week island round trip with the excess guests, with complimentary excursions to well-known tourist sites around the island. Once again, we chose the guests for this option carefully. Tyrone Quin, our witty and creative Front Office Manager thoroughly enjoyed this adventure. “Boss, in my next career move, I would like to become a Tourist Guide, as I found it to be a lot of fun and lucrative!” Tyrone told me jokingly when he returned after one of those special trips.
Most Successful Tourist Season
Hotel Swanee New Year’s Eve dinner dance was a big success and it did not end until 6:00 am. In consultation with the European tour leaders, repeat guests, winners of “Swanee Best Guest/s weekly competitions” and long stay guests, we made an unprecedented decision to honour our hard-working employees. Around 12:45 am, after the guests had enjoyed their first dance session of the New Year with live music and in the midst of a fireworks display, we requested the guests to leave the dance floor.
We then invited all of the staff in their uniforms to come to the dance floor and dance with the managers and supervisors. We played some of their favourite songs chosen by the union. This act was an amazing success. Guests surrounded the dance floor and cheered the dancing employees, in full approval of our appreciation of the full team. Everybody loved it. Among other progressive gestures we had made to the employees over the months, this gesture was the icing on the cake.
Unlike many other hotels in Sri Lanka, we never had any union challenges at Hotel Swanee. Managers, supervisors and staff all worked in unison like one big, happy family. 1979/1980 was the most profitable tourist season of Hotel Swanee, since its opening in 1974.
In the middle of the tourist season, as previously planned, I married my fiancée. She was 19 and I was 26. My father-in-law and the former boss (then a corporate senior executive at John Keells Group), Captain D. A Wickramasinge and his wife Neetha planned a grand wedding with 600 guests at the Hotel Lanka Oberoi. It had many connections to John Keells Group, with the Chairman, Mr. Mark Bostock as the attesting witness, my boss, Bobby Adams (Director Operations – Hotels) as the best-man, a week’s honeymoon at the sister hotel – The Village and the homecoming event hosted at Hotel Swanee. My wife soon became an “unpaid” but important member of the Hotel Swanee team, particularly in the areas of guest relations and event hosting.
Manager of three Properties at age 26
By 1980, John Keells was expanding its hospitality business by acquiring some smaller properties with management contracts. Mainly owing to a personal relationship Bobby Adams had with then Prime Minister, R. Premadasa, the group commenced managing the Prime Minister’s official residence – Temple Trees. I released one of the departmental managers from Hotel Swanee – Fazal Izzadeen to become the Manager of Temple Trees. Fazal soon became so popular with the second family of Sri Lanka, he was hardly allowed by the second lady to go home for a weekend break.

The group opened their second hotel in Beruwala, Hotel Bayroo, in the midst of various obstacles created by the village thugs. The group also commenced negotiating to take over the management of Hotel Ceylinco in Colombo. In addition to managing Hotel Swanee, I was asked to take over the Ambalangoda Rest House, to re-organize and improve its standards and to manage it.
I quickly learnt that managing a historic rest house with a deep, loyal following from the local population was a different ball game. Although there were tourists arriving for accommodations, the food and beverage operations depended mainly on the local clientele. One of our regular customers was, in my view, the most promising school Cricketer a decade ago – Anura “Century” Silva. When Anura captained Nalanda College and broke many records by scoring centuries in back-to-back games, I became his ardent fan. Anura was from a wealthy and well-connected family in Ambalangoda. My friendship with him prevented any trouble from the town.
This rest house on a small hill by the sea had a special charm. A natural, sea water pool and a long, front veranda added to the ambiance. I transferred some of our star supervisors and staff from Hotel Swanee to re-open the rest house. We focused on improving the style of management, maintenance, cleanliness, food quality and presentation and customer service. We introduced a Sunday lunch buffet with local specialties and many seafood dishes using the fresh catch from the local fishermen. This buffet became very popular with the locals.
When two leading lawyers from Colombo approached Bobby to convert one of their ancestral mansions to be a boutique hotel, I was given another additional assignment. It was a very nice and over a 100-year-old building on the Beach Road in Matara. As the house had only six bedrooms, John Keells was not interested. Therefore, Bobby and I got involved as Directors of the project with small investments. We opened it as the Beach Lodge in 1980. I continued to operate from Hotel Swanee but went to Ambalangoda and Matara once a week to oversee the operations of these two properties. Managing three small properties concurrently meant that I had to improve my delegative skills.

Bobby was impressed with my ability to multitask. He hinted that he may have to create a new post for me as his deputy at the John Keells corporate office to handle his growing portfolio. I showed interest in such a promotion. We agreed to consider it in the year 1981.
Features
Quandary of Dengue: Some roving perspectives
Sri Lanka is currently well and truly trapped in the strangling grip of a devastating and severely enhanced dengue outbreak. The numbers alone are staggering; over 44,000 cases have been recorded across the island so far this year, with the highest concentration systematically suffocating the Western, Southern, and Central provinces. Hospitals and healthcare providers are under extreme pressure, but the cold metrics of morbidity do not capture the true implications and dismay of this current wave. What has profoundly shaken the public consciousness and even sent a shudder through the medical community is a grim shift in the implications for the populace.
Dengue has always been quite a threat, looming over our Motherland from time to time. Yet for all that, historically, child deaths due to the virus were relatively rare in Sri Lanka, thanks to scrupulously adhering to robust clinical guidelines, as well as exceptional paediatric monitoring and management. This year, that safety net seems to be straining quite a bit at the edges and among the reported fatalities are a tragic number of children. The virus is moving faster, hitting harder, and exposing a terrifying reality, even stressing that our existing defence mechanisms are perhaps no longer totally sufficient to deal with the problem.
In response, public health authorities have deployed their traditional arsenal. Teams are busy with intensive surveillance, conducting house-to-house inspections, enforcing strict penalties for standing and stagnant water, and sending fogging machinery through the streets to blanket neighbourhoods in chemical mists. Yet, as case counts climb by nearly 50% week over week, an uncomfortable question must be asked: Are these traditional measures sufficient, or are they bordering on an exercise in futility?
The Illusion of the Fog: Why Our Current Strategy May Be Failing?
To understand why Sri Lanka might be in a tight corner, one must look closely at the enemy. Dengue is transmitted primarily by the Aedes aegypti mosquito, a highly adapted, urbanised insect. While Aedes aegypti is widely considered the primary culprit, Aedes albopictus (commonly known as the Asian tiger mosquito) plays a massive, highly dangerous role in Sri Lanka’s dengue transmission as well. In fact, the interplay between these two species is one of the biggest reasons why controlling dengue on the island is so incredibly difficult. These two vectors behave differently, breed in different places, and require distinct strategies to combat their well-recognised roles in the propagation of the disease that is dengue. Understanding how these two mosquito species split the territory could explain why a single controlling method might not always work across the board.
Aedes aegypti mosquitoes are strictly urban and indoor creatures. They live alongside humans inside houses, apartments, and in heavily built-up commercial areas. They rest on dark clothes in closets, under furniture, and behind curtains. They breed in artificial containers, clear, stagnant water in flower vases, plastic cups, concrete sumps, and overhead tanks. They prefer human blood almost exclusively and bite multiple people to get one full meal, thereby spreading the dengue virus rapidly within even a single household.
In contrast, Aedes albopictus is semi-urban and rural, thrives in vegetations, gardens, rubber plantations, and peri-urban areas where green spaces meet houses. The creature rests in shaded bushes, high grass, and low canopy foliage, as well as holes in trees, leaf axils, coconut shells, discarded tyres and trash. The biting behaviour of these mosquitoes is opportunistic. They bite humans but also feed on birds and domestic mammals, indicating that they can survive easily even when human density is low.
The traditional responses we rely on, most notably thermal fogging, are largely cosmetic public relations exercises rather than a totally effective vector control mechanism. Such fogging misses indoor resting sites, drives resistance, and stagnant water elimination fails against cryptic, microscopic breeding sites.
Fogging utilises “adulticides“, chemical sprays meant to kill flying mosquitoes. However, Aedes aegypti is a domestic creature; it rests indoors, hidden in the dark recesses of closets, under beds, and behind curtains. A fogging process achieves very little penetration into these indoor sanctuaries. Furthermore, over-reliance on these pyrethroid-based chemical sprays has accelerated insecticide resistance, effectively rendering the chemicals useless over time.
Similarly, while the National Dengue Control Unit (NDCU), to their eternal credit, aggressively pursues the elimination of visible standing water, the sheer adaptability of the mosquito outpaces manual human labour in trying to eliminate the breeding places of the vectors. Aedes eggs can remain dormant in dry containers for months, hatching the moment a drop of water touches them. In dense, urbanised areas like Colombo and Gampaha, microscopic breeding sites, from the rim of a discarded plastic bottle cap to the base of an indoor potted plant, are impossible to completely police.
If we continue to rely solely on manual cleaning and chemical fogging, we are fighting a twenty-first-century climate-driven crisis with mid-twentieth-century tools. We must look beyond our borders to see how global science is shifting the paradigm of mosquito control.
The Biological Frontier: Insects fighting Mosquitoes
When searching for international alternatives, many look towards the United States, where vector control districts manage complex mosquito populations across diverse ecosystems. A common point of curiosity is the historical use of “mosquito-eating insects.”
In the US, biological control has long featured predatory species. While some point to insects like dragonfly nymphs or giant non-biting mosquito larvae (Toxorhynchites, which actively prey on other mosquito larvae), the most widely used traditional biological agent in American municipal water systems is actually the Gambusia affinis, commonly known as the “mosquitofish.” A single one of these surface-feeding fish can devour hundreds of mosquito larvae a day.
However, American vector management has largely evolved past simply dumping predatory fish into ponds. The true modern frontier in global mosquito control relies on advanced biological and genetic interventions that turn the mosquitoes against themselves.
1. The Wolbachia Revolution
Perhaps the most successful international intervention against dengue is the introduction of Wolbachia-infected mosquitoes. Wolbachia is a naturally occurring bacterium found in up to sixty per cent of all insect species, but crucially, not naturally present in Aedes aegypti.
When scientists introduce Wolbachia into Aedes mosquitoes in a laboratory and release them into the wild, two extraordinary things happen: –
· Viral Suppression: The bacterium competes with viruses like dengue, Zika, and chikungunya inside the mosquito’s body, making it incredibly difficult for the virus to replicate. If the virus cannot replicate, the mosquito cannot transmit it to a human.
· Population Replacement:
Through a mechanism called cytoplasmic incompatibility, when a Wolbachia-carrying male mates with a wild female that does not carry the bacteria, her eggs do not hatch. If a Wolbachia female mates with a wild male, her offspring will carry the bacteria. Over time, the local mosquito population is entirely replaced by harmless, non-transmission-capable mosquitoes.
In comprehensive global trials, such as those conducted by the World Mosquito Programme in Yogyakarta, Indonesia, the introduction of Wolbachia mosquitoes led to a staggering 77% reduction in dengue incidence and an 86% reduction in dengue-related hospitalisations.
2. Sterile Insect Technique (SIT) and Genetic Modifications
Other countries, including parts of the US (such as the Florida Keys) and Brazil, have turned to genetic engineering. Using the Sterile Insect Technique (SIT) or advanced genetic variants (like those developed by Oxitec), millions of bio-engineered male mosquitoes are released into the wild. Because male mosquitoes do not bite humans, and they feed exclusively on nectar, thereby posing zero risk to the public. These males mate with wild females, but pass on a self-limiting gene that causes the female offspring to die in the larval stage before they can ever mature, bite, or transmit disease. This results in a drastic collapse of the localised vector population without the use of even a single drop of toxic chemical pesticide.
Moving beyond the Status Quo: A Blueprint for Sri Lanka
The current dilemma in Sri Lanka is a classical gridlock: we are deploying immense physical effort and economic capital into vector control measures that yield diminishing returns, while our clinical wards fill with critically ill patients. If we are to break this cycle, our public health policy must undergo a rapid structural evolution
We cannot instantly replicate the multimillion-dollar genetic laboratories of the West, but we can modernise our strategy immediately by adopting a highly targeted, multi-tiered approach.
Comprehensive Vector Management Strategy
The following are some thoughts that need to be carefully evaluated in a venture towards getting things under control.
· Shift from Adulticides to Target Microbial Larvicides Immediate Phase
Cease the reliance on sweeping chemical thermal fogging. Instead, deploy specialised microbial larvicides such as Bacillus thuringiensis israelensis (Bti). Bti is a naturally occurring soil bacterium that, when ingested by mosquito larvae, destroys their digestive tracts. It is completely non-toxic to humans, pets, and other aquatic life, and can be distributed via localised backpack sprayers or drones into inaccessible urban sumps.
· Scale Up Localised Wolbachia Trials Intermediate Phase
Sri Lanka has previously initiated small-scale, localised pilot releases of Wolbachia mosquitoes in select urban pockets. Given the severity of the 2026 outbreak, these programmes must be aggressively scaled up into an industrial-level national initiative. Public-private partnerships must be leveraged to establish sustainable, high-capacity mosquito-rearing facilities locally.
· Implement Digital Ovitrap Surveillance Continuous Integration
Replace manual, retroactive searching with predictive digital mapping. Deploy networks of smart “ovitraps” (oviposition traps) across high-burden provinces. These traps monitor egg-laying rates in real-time, allowing automated data systems to predict a spike in the adult mosquito population weeks before an actual clinical outbreak occurs, enabling preventative targeting.
The Cost of Inaction
Maintaining our current trajectory is not a neutral choice; it is an endorsement of escalating mortality. The 2026 outbreak has proven that the ecological dynamics of dengue have changed, fuelled by changing weather patterns and urban density. Our public health response must change with it.
The heart-breaking loss of young lives in this current surge must serve as a stark wake-up call. We must look at the international landscape, embrace the biological innovations that have saved lives across the globe, and transition from a policy of panic-driven reaction to one of scientific eradication. It is no longer just a matter of cleaning our drains; it is a matter of upgrading our science.
Why Aedes albopictus Makes the Sri Lankan Crisis Harder
In Sri Lanka, the geographic landscape transitions quickly from dense concrete cities to lush, tropical vegetation. This creates the perfect environment for both species to thrive simultaneously.
· The Surveillance Blindspot: When health authorities focus heavily on checking indoor water storage and concrete drains in cities, they can completely miss the massive Aedes albopictus populations breeding in the surrounding vegetation, suburban gardens, and rural homesteads of the Southern and Central provinces.
· The Failure of Indoor Fogging:
While indoor residual spraying or targeted indoor fogging might hit Aedes aegypti, it has virtually no effect on Aedes albopictus, which spends its life cycle outdoors in the bushes.
· Climate Resilience:
Aedes albopictus eggs are remarkably tolerant of colder temperatures and varied environments. This allows the vector to push higher into the mountainous terrains of the Central Province, bringing dengue to areas that historically saw very few cases.
To truly bring down the case numbers in a severely enhanced outbreak, public health interventions must be dual-targeted: addressing the indoor, urban threat of Aedes aegypti while simultaneously tackling the outdoor, ecological stronghold of Aedes albopictus. We cannot sit back on our laurels of the past. We need to move forward resolutely.
Features
ANURADHAPURA ANTHEM c.1893
R. W. Ievers, who wrote this poem, was the Government Agent of the North Central Province during 1884, 1886, and 1890. He is the author of the Manual of the North Central Province (1899) and a half dozen published reports on the life and practices in the Province. Before his death, he shared it with his good friend H.C.P. Bell, the Archaeological Commissioner of Ceylon at the time. In 1917, Bell had it published in the Times of Ceylon – Christmas Number. Since then, it remained unknown for 109 years, until Ievers’s great-grandson, Turtle Bunbury, historian and author of Living in Sri Lanka (2006) with James Fennell, tipped me off about its source – H.C.P. Bell: Archaeologist of Ceylon and the Maldives (1993), written by Bell’s granddaughters Bethia N. Bell and Heather M. Bell.
THE ANTHEM
Anuradhapura! City grand and vast,
Lanka’s famous Capital, in ages of the past:
In the Mahawansa the story has been told
Of thy palaces, and temples, and pinnacles of gold.
Hail! then hail! to the worth of a bygone day,
Hail! all hail! to the relics of kingly sway
Hail to thee, Fair City, glorious in decay,
Hail! thrice hail! Forever and for aye!
Si monumentum quaeris
– cast your gaze around
Ruined fanes and dagobas everywhere abound
Alas! for glory faded, for erstwhile beauty sped
For hierarchs and heroes, long numbered with the dead
Hail! then hail!…
Great Ruwanaveli Seya, once fairest of the fair,
The splendour of thy palmy days has melted into air;
And like Imperial Caesar now ‘dead and turned into clay’,
Thy sacred bricks ‘may stop a hole to keep the wind away.’
Note by Tillakaratne:
Since 1873, Bhikku Naranvita Sumanasara has been doing conservation work on this stupa. In 1876, Governor William Gregory, after visiting the work site, wrote that its conservation was not just a religious work but a great National Monument.
See ‘Bayagiri’ massive – ‘Fearless Mount’ forsooth – Centre once of schism rank, from ‘Great Vihara’ truth.
Patched up by prison labour, anew it flaunts on high
A ‘hideous excrescence’ athwart a tranquil sky.
Note by H. C. P. Bell
: T. N. Christie, Planting Member at the time protested in the Legislative Council against the abortive “restoration” by prison labour of the Abhayagiri Dagaba, dubbing its truncated pinnacle, half restored, a “hideous excrescence”.
Jetawanarama, Great Sena’s priestly boon
Comely shape and giddy height will crumble all too soon;
Where forest trees and chequered shade a peaceful picture lend,
From cruel axe and ruthless spade, may gracious Heaven defend.
Note by H. C. P. Bell:
Two decades after these poems were written, the surrounding area of the Jetawanarama was still covered in forest, and the Atamasthana Committee conditionally allowed a monk to clear a limited number of trees. But not a tree remained unfelled, contrary to what the monk was authorized to do.
Thuparama graceful, in outline clear and bold,
Begirt with column chaste and slim, a gem in the ring of gold
To thee pertains high honour a pious people gave – The tomb of Sanghamitta, and Prince Mahinda’s grave.
Note by
H. C. P. Bell: The ruins are pointed out, wrongly, as the tradional tombs of Arahat Mahinda and Sanghamitta Theranee.
With bricks and mortar bolstered up, behold the Sacred Bo;
To some – misguided mortals – ‘tis but a ‘bo-gas’ show.
Where humble Mirisveti a monarch’s fad recalls,
Lo! Royal Siam’s silver now builds its futile walls.
Note by H. C. P. Bell:
According to Mahawansa, Mirisavetiya was so named after King Dutugemunu’s compunction at forgetting chillies (miris) in his alms giving to monks on one occasion. The restoration work on the Mirisavetiya began under the Ceylon Government, with funds provided by the King of Siam. When the money flow began to cease, work also ceased, and bats began to frequent the holed structure.
- Ruwanveli Seya in the background. Murage in the front c. 1900 From Sacred City of Anuradhapura (1908)
- Bhayagriya (Abhayagiriya) c. 1900 From: Sacred City of Anuradhapura (1908)
- Jetawanaramaya c. 1900. From Sacred City of Anuradhapura (1908)
What need to tell of sculptures, of ‘pokunas’ galore,
Of balustrades and Yogi stones and half a hundred more,
Of Brazen Palace spacious, with gilt-roofed storeys dight –
A modern race more ‘brazen’ would desecrate each site.
For midst these sacred ruins of shrines and cloistered hall,
A reckless generation disports with little balls,
Whilst ‘Parliamentary language’ and imprecations deep
Disturb the peaceful solitude where saintly Rahats sleep.
Note by H. C. P. Bell:
After European residents, old city Anuradhapura in the late 19th century, the area still being cleared between Ruwanveli Seya and Thuparama, was used a ‘golf links’. Ievers did not like the area used as a playground:
Iconoclasts and vandals have had their little day;
No more shall ancient pillars to culverts find their way.
No more a watchful Government such sacrilege condones –
One may not meddle with the gods, nor tamper with the stones.
Anuradhapura! Thy glory shall revive;
Yhu [sic] sons shall swarm within thee like bees about a hive.
The effort of the present for past neglect atones;
New breath of life resuscitates this vale of driest bones.
Composed by R. W. Ievers
(1850-1905)
Introduced by Lokubanda Tillakaratne
Features
Meththa Rehabilitation Foundation: Restoring Mobility, Dignity and Hope Across Sri Lanka
For thousands of Sri Lankans living with limb loss and physical disabilities, access to quality rehabilitation services remains a significant challenge. Yet, for more than three decades, our organisation has quietly transformed lives through innovation, compassion and community-based care. The Meththa Rehabilitation Foundation Guarantee Limited (MRFGL), supported by the Meththa Foundation-UK and in partnership with the Manitha Neyam Trust, the LEBARA Foundation and the Oblates of Mary Immaculate in Jaffna, emerged as one of Sri Lanka’s most effective voluntary rehabilitation service providers, restoring mobility, independence and dignity to some of the country’s most vulnerable citizens.
The Foundation’s roots stretch back to 1994, when a group of expatriate Sri Lankan professionals in the United Kingdom recognised the severe shortage of rehabilitation services available to disabled persons in Sri Lanka. Drawing upon their expertise in rehabilitation medicine and allied healthcare professions, they established the Meththa Foundation-UK with a simple but powerful vision: to provide affordable, high-quality prosthetic and rehabilitation services to those who needed them most.
What began as an effort to recycle and repurpose high-quality prosthetic components donated by the UK’s National Health Service has evolved into a comprehensive rehabilitation network serving communities across the island.
Clinical services commenced in Sri Lanka in 1995 through a mobile outreach programme that initially supported injured soldiers and later expanded to civilians affected by conflict and disability. The majority of them were victims of land mines. In 2010, the Sri Lankan arm of the organisation was formally registered as the Meththa Rehabilitation Foundation Guarantee Limited, strengthening its ability to deliver sustainable services nationwide.
Today, the Foundation operates four modern rehabilitation centres located in Mahawa, Mankulam, Balapitiya and Kilinochchi. These centres provide prosthetic and orthotic services, posture and mobility support, limb repairs, and rehabilitation assistance to patients from diverse social and economic backgrounds.
Recognising that many disabled individuals live in remote areas with limited access to healthcare, Meththa Foundation also established a mobile outreach service in 2011. Through a successful “Hub and Spoke” model, rehabilitation teams travel regularly to underserved communities, ensuring that patients are not denied care simply because of distance or financial hardship.
The scale of the Foundation’s work is impressive. During 2025 alone, the organisation recorded approximately 2,000 patient contacts, including the provision of 350 new artificial limbs, 850 limb repairs and around 800 other rehabilitation devices. For many beneficiaries, these interventions represent far more than medical treatment; they offer a pathway back to employment, education and social participation.
Innovation has become a hallmark of the Foundation’s approach. Through an active research and development programme, MRFGL has developed affordable prosthetic technologies specifically suited to Sri Lankan conditions. Among its achievements is the development of a modular below-knee artificial limb system manufactured largely from locally sourced materials. The Foundation has also designed low-cost prosthetic knee components that significantly reduce the financial burden on patients while maintaining quality and functionality. These developments are funded by generous International Grants facilitated by affluent members of the Meththa Foundation-UK. Service users are encouraged to donate whatever they can but for those who cannot, which is a majority the services are entirely free.
These innovations not only make rehabilitation more affordable but also strengthen local manufacturing capabilities and reduce dependence on imported components.
Equally important is the Foundation’s commitment for building local expertise. Recognising the shortage of trained rehabilitation professionals in Sri Lanka, Meththa Foundation
established an apprentice-based vocational training programme that recruits and trains young people as prosthetists, orthotists and rehabilitation technicians. Several locally trained staff members are now employed across the Foundation’s centres, helping to create a sustainable workforce for the future.
The organisation’s work has attracted growing recognition within the healthcare sector. Discussions have already taken place with health authorities regarding the potential use of Meththa-designed prosthetic components within Government hospitals. Such collaboration could significantly expand access to affordable rehabilitation services throughout the country.
Beyond its clinical achievements, the Foundation’s impact is measured in restored confidence and renewed independence. Surveys conducted among beneficiaries indicate that many educated amputees successfully return to productive lives after receiving rehabilitation support. However, the findings also highlight an ongoing challenge among poorer and less educated amputees, many of whom struggle to access follow-up care due to transportation difficulties and financial constraints.
To address this issue, the organisation hopes to -expand its mobile services and community outreach programmes. Additional funding would allow rehabilitation teams to reach isolated communities more frequently, ensuring that vulnerable patients continue to receive the support they need.
Operating on an annual expenditure of approximately Rs. 30 million in Sri Lanka, supplemented by overseas fundraising and donations, the Foundation remains heavily reliant on the partnership of charitable trusts such as the Manitha Neyam Trust and LEBARA Foundation and generosity of individual well-wishers. Every contribution directly supports the provision of artificial limbs, mobility devices, training programmes and outreach services for those who might otherwise be left behind.
As Sri Lanka continues to strengthen its healthcare and social welfare systems, organisations such as the Meththa Foundation demonstrate how innovation, volunteerism and dedication can create lasting social
By helping individuals regain mobility and independence, the Foundation is not merely providing artificial limbs—it is rebuilding lives and restoring hope.
For many “beneficiaries, every step they take is a testament to the life-changing work of the Meththa foundation
www.meththafoundation-sl-uk.org
Chairman’s WhatsApp contact number +94 77 788 6119
Prof S P Lamabadusurira, Chairman and Dr B Panagamuwa, ✍️
First Trustee
-
Features6 days agoNanda Pethiyagoda Wanasundara as three generations of family saw her
-
Features5 days agoSri Lanka developing independent hydrographic capabilities
-
Opinion4 days agoRanasinghe Premadasa: The man who would not take ‘No’ for an answer
-
Editorial6 days agoFuel crisis: Beyond price debate
-
Latest News6 days agoSooryavanshi thumps fastest List A fifty as India A win tri-series
-
News4 days agoUS Assistant Secretary of State for South and Central Asian Affairs meets President
-
Features6 days agoThe Sirisena – Ranil conflict and events leading to MR’s return as PM
-
Business5 days agoUniversity of West London opens Sri Lanka’s first full UK university branch campus




