Features
PARTY FUN @ SWANEE! – Part 39
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
Fun Begins…
During my first week as the Manager of Hotel Swanee in early 1979, I had a series of one-on-one meetings. These were with the departmental managers, senior supervisors, union leaders, West German and British tour leaders, most of the repeat and long stay guests. To get a better understanding of the hotel culture, I had these meetings in their own areas, departments and bedroom patios rather than in the formal atmosphere of my office. Within a week I had a good 360 degree understanding of the concerns and satisfaction levels of these key players.
I quickly learnt that to ensure customer satisfaction all we needed to do was to simply ask the customers and then do something about it. People were generally happy to make suggestions, and I wanted them to be a part of the solution, as well. We ended up with a series of focus group discussions which led to planning different and new forms of employee initiatives, special events for guests and hotel beautification initiatives. As I commenced being the manager of the hotel in the middle of a busy tourist season, we implemented popular good ideas, without any delay. Creativity becomes innovation when implemented by a team for mutual benefit.
I then held my first all employee meeting with nearly 100 persons. I presented concepts of new initiatives and invited managers and supervisors leading those initiatives to provide details. With that we created a participative style of operation and management at Hotel Swanee with input from relevant teams of employees. They were particularly pleased that the hostile village problems had been sorted out with diplomacy as the top priority. With a sigh of relief, there was a general consensus that the time for progress and fun had arrived.
Based on the involvement of guests in making good suggestions and in organizing new events, we commenced a competition selecting “The Hotel Swanee Guest/s of the Week”. The prize for the weekly winners was a special Lobster dish cooked and a Baked Alaska flambéed and served by the Hotel Manager. In addition, we displayed a poster at the entrance with an enlarged photograph and the name/s of the winner/s for each week. This became extremely popular. Most of these guests wanted me to sign the poster before they took it with them when returning to Europe.
Some of these guests sent me thank you notes and postcards with proudly including their title/s after their name/s (i.e., “Hotel Swanee Best Guests of the Week – 1st March, 1979”). When some of these Best Guests returned to Swanee as repeat visitors, we garlanded them on arrival and made a big fuss. They simply loved the attention.
Two such guests were female primary school teachers from the UK who regularly visited Sri Lanka and stayed at Hotel Swanee. A few years later, in 1981 when I was doing some promotional work for Walkers Tours in Hong Kong, I heard someone screaming at me from a higher floor of a large mall, “Hey Chandi, look who’s here – Hotel Swanee Best Guests from April, 1979!” They ran down to meet and hug me. After that, they insisted that they host me to dinner at their hotel in Kowloon. In the following years when my wife and I lived in the UK on two different periods in mid 1980s and early 1990s, they regularly met us at our home in London to sample my Sri Lankan cooking. Some of these friendships with former guests of Hotel Swanee lasted for decades.
Management by Walking Around
Gradually the management, supervisory, employee teams of Hotel Swanee, tour leaders and long stay guests worked like one big family. The focus was on customer satisfaction while having a lot of fun. I hardly spent any time in my office. While overseeing a small hotel with just 52 rooms, it was important for the managers to be versatile. I wanted them to get fully involved in the operations, be good listeners and work alongside the employee teams. Nothing was more motivating to employees than to have a senior team who managed by walking and working with them, instead of spending most of their time isolated.
Not all of the Hotel Swanee departmental managers were aligned with that philosophy. As a result, there were a few resignations. I quickly filled those vacancies with compatible managers who had worked with me in other hotels as well as from other sister hotels of John Keells Group. Quickly I surrounded myself with a perfect team, who loved to work and play.
The management team had all their meals together at the restaurant towards the end of each guest meal service. We dressed differently to match the main activities of the time of day. In the mornings we worked hard in safari uniforms, rather than wearing a shirt and tie. On Oriental buffet nights we dressed in national dress. As we managed without an executive chef, on some days, I worked in the kitchen wearing a chef uniform. Some evenings, I dressed in a bow tie and shirt to serve in the restaurant. When we introduced new events such as pool and beach parties, we dressed appropriately in swimsuits or sarongs and tee shirts looking like fishermen. Guests and employees too dressed differently to suit different events.

Pool Parties
We had a blast at our first pool party. We incorporated many ideas from the guests, tour leaders and employees, who decorated the pool area colourfully. Using a suggestion from the hotel storekeeper, Dayananda De Silva, we included a tight rope walking over the swimming pool competition to the program. The ropes were tied to two coconut trees from either side of the pool. We then arranged a couple of toddy tappers from the village to train the guests who were keen to take part in this “fun” competition. The toddy tappers were experts in tight rope walking from one coconut tree to another at great heights in order to do their job efficiently.
The next morning after the first pool party, some guests did not allow the gardeners to remove these tight ropes. “Chandi, we would like to practice for a week to get ready for the next week’s pool party” they said. We happily allowed that. They even checked their timing during practice sessions with a stopwatch borrowed from the hotel. We displayed the all-time record for this “Crossing the pool without getting wet” competition by the pool bar.
Other popular pool party activities were Tug-o-war over the pool (where the losing team ended up in the water), public undressing to make the longest line of clothes on the pool deck (where some female guests were exceedingly adventurous!), holding your breath underwater competition, swimsuit dance completion, fire limbo competition and the hotel team vs. guest team water polo game. Some of the guests who suggested these competitions also organized the events with help from other guests who were their friends. The hotel provided the equipment and support. A bi-lingual tour leader was happy to be the Master of Ceremonies.
In planning the first pool party, we wondered what would be a good ice breaker to commence this after dinner party. The key for a successful pool party was how quickly most of the guests could be motivated to jump into the water. The organizing committee plotted a clever concept to choreograph the party opening ice breaker.

Everything was ready for a great party. The guests were seated around the pool, multi-coloured lights on, the band performing, cocktails and drinks being served. But no one in the swimming pool yet. The committee asked me to continue grilling food behind the barbecue buffet in another area of the hotel, to server the late comer guests. I was in my chef uniform, but knowing the plot, wore some easy to remove shoes. “See, we have done all these beautiful arrangements, but Chandi is not here because he is still working. Shall we grab and carry him to the pool and throw him in?” A tour leader had asked the guests seated around the pool. “Yes, let’s punish the hotel manager!” some guests had joined the mischief.
Near the barbecue grill I heard some noise behind the trees. The moment I tried to run and escape, a bunch of strong German men tackled and took me a prisoner. While they were ceremoniously carrying me and making loud noises, I tried to free myself without luck. Then they threw me into the pool in the midst of loud cheers from the other guests. The committee’s choreographed plan worked like clockwork. The whole group was pushed into the pool within seconds by a group of employees who were ready for their secret mission!
“See what you did! You threw me into the water and now all of you were also pushed in fully clothed!” I told more than a dozen guests who were in the water with me. “Now, why don’t you push your friends into the water?” I motivated them. Within a minute, most of the other guests were thrown into the water and our first pool party commenced with a lot of screaming and laughter! The party continued until the early hours of the morning and it was an outstanding success. It became one of the most popular events of our weekly guest activities calendar.
Beach Parties
Encouraged with the success of the weekly pool parties, our team looked at the possibility of organizing another weekly event in addition to various buffet dinner events such as the Barbecue night, Oriental night and Seafood night. “How about a weekly beach party?” I challenged the team. After a short silence, I was told that due to an on-going beach boy menace, none of the dozen hotels in the area had ever tried to have special events on the beach. “That’s good, Swanee can be the first and the best!” I tried to inspire the team. “Sir, another good reason is that the beach is a pubic area and does not belong to the hotel” the newly recruited Maintenance Supervisor, Mr. Kumbalathara cautioned me. He was a well-connected community leader from the area and was loyal to me for hiring him in spite of various people advising me not to do so. He was correct about the beach situation.
Next morning while walking on the beach, I met Solomon, the tough local businessman who treated the hotel area as his territory. After I bestowed him with the title of “hotel-authorized tourist driver” a week ago, he had become my loyal supporter and a protector of Hotel Swanee. “Solomon Mudalali, I would like to organize a large beach party as a weekly event, but my team advised me that it is not a good idea as the beach boys will trouble us” I told him. “Sir, I will look after everything on the beach for you. What is the area you need for your party and when do you want to have the first weekly beach party?” he asked assertively.
After I told Solomon that I would like to use the entire beach in front of Hotel Swanee every Wednesday evening, he acted immediately by rounding up all the beach boys available on the beach at that hour. Then he addressed them in a commanding voice and with directive words. “I now look after Mr. Chandana Jayawardena and Hotel Swanee. As the only hotel authorized tourist chauffeur, I am committed to protecting this hotel. From next week, the hotel will use this part of the beach for a beach party every Wednesday evening. I do not want any of you around during these weekly parties! Understood?” “Yes, Solomon Mudalali Maththaya (Sir), fully understood” all the beach boys agreed in unison. Those who were dressed in folded sarongs, unfolded the sarong up to their ankles as a mark of respect to their fearless leader.

Within a week, the Hotel Swanee team organized the first beach party of Beruwala Moragalle beach. We created a rustic atmosphere similar to a fishing village. The menu was simple – a seafood broth, grilled fish, bread rolls and an arrack cocktail served in half coconut shells. We provided lotus leaves instead of plates and newspaper sheets cut into eight as napkins. We arranged a full circle of fire torches right round the beach in front of the hotel and lit a huge bonfire in the middle. We used some fishing boat oil lanterns to provide additional light. We requested the guests to sit on the beach and provided no furniture. They simply loved that rustic ambiance.
At the start of the party, we arranged for some catamarans rented from the local fishermen to arrive on the beach from the sea. As done in a fishing village, we pulled the catamarans and the nets full of fresh fish ashore. The calypso band played a traditional Sri Lankan fisherman song – “Hoolly helley hillayia…” Instead of villagers we arranged for the keen tourists to do this work, alongside employees.
Then we arranged for a few of the female guests to collect the fish into cane baskets and bring them to the grills where I worked with a few cooks dressed like fishermen. Some guests even bought local dresses from the hotel shop, as they were keen to look like real village women. Husbands and boyfriends took many memorable photographs. When the fish were cooked, we asked the guests to line up with their lotus leaves. Solomon was around to ensure good security and none of the beach boys appeared that evening. They all feared and respected Solomon.
During the first beach party, I realized that this event had the potential of becoming a larger and highly profitable weekly event. A large number of guests from the neighbouring larger hotels were begging us to allow them to participate, but we did not have enough fish for them. Next week, we trebled the catering arrangement. We also used two hotel elephants to promote the event. We made two very large batik banners in English and German with the wording: “BEACH PARTY TONIGHT AT HOTEL SWANEE” and dressed the elephants with the banners. We arranged the mahouts to walk the elephants from the Galle Road to the hotel and then up and down the entire Moragalle beach, passing a dozen of neighbouring hotels.
In addition to the two mahouts, accompanying the elephants, I sent our newly recruited Front Office Manager, Tyron Quin dressed like a local fisherman with flyers about the event. Tyron was a receptionist who worked with me at Coral Gardens Hotel. Having seen his potential then, I offered him his first management position, at Hotel Swanee. He was a fun-loving person and blossomed to an excellent Front Office Manager. Tyron, a Sri Lankan Burgher looked just like a European tourist. When he was dressed like a local fisherman, he received a lot of attention and interest from hundreds of tourists from other hotels sunbathing on the beach. The tourists thought that Tyron was one of them in a funny local outfit. Tyron did an excellent job promoting the event and in addition to 104 guests at Hotel Swanee, we attracted over 400 guests from neighbouring hotels for our second beach party.
Features
The rupee is warning us again
Speak the truth, before the crisis does
The Sri Lankan rupee is not merely depreciating. It is sending a warning. Once again, the country is being reminded that recovery is not the same as stability, and that an IMF programme is not a substitute for disciplined national economic management.
Beneath the casual conversations of scholars lies a serious argument: Sri Lanka is not yet out of danger. The country may have escaped the worst of the 2022 collapse, but it has not escaped the habits that produced it: delayed decisions, weak communication, excessive import appetite, fuel-intensive lifestyles, and a political reluctance to tell citizens the hard truth.
The vicious cycle
The latest pressure on the rupee should, therefore, not be dismissed as a temporary market fluctuation. It reflects a familiar and dangerous sequence. When the rupee begins to fall, exporters hold on to dollars in expectation of a better rate. Importers rush to buy dollars before costs rise further. Banks become reluctant to release foreign exchange. The interbank market tightens. Anxiety feeds behaviour, and behaviour feeds anxiety. That is how a currency problem becomes a confidence problem.
Sri Lanka has seen this movie before, precisely during 2020-2022. The names, personalities, and policy language may have changed, but the underlying pattern is recognisable. First, the exchange rate comes under pressure. Then the authorities speak calmly. Then temporary measures are discussed. Then import restrictions are considered. Then citizens are told certain goods are “non-essential.” Finally, when pressure becomes unbearable, the truth emerges: the country had less room than officials implied.
The danger today is not that Sri Lanka is exactly back in 2022. It is not. The fiscal position is stronger. The IMF programme is in place. The Central Bank has more credibility than during the worst period of denial. But that is precisely why complacency is dangerous. A country that has just survived a crisis should be more alert, not less and announce “there is no problem”.
The IMF tranche expected shortly may calm the market. It may bring dollars into the system. It may help the Central Bank reassure banks, exporters, importers, and investors. But IMF money is not a national economic strategy. It is breathing space. If that breathing space is used merely to postpone difficult choices, then the country will have learnt very little from its own trauma.
The most dangerous illusion is that import controls can solve the problem. They cannot. They can delay pressure, redirect it, and make the government look active for a few weeks. But they do not eliminate underlying demand. If people cannot import vehicles, the credit and purchasing power do not vanish. They move elsewhere: housing, construction, consumer goods, machinery, travel, or other import-linked spending.
Vehicle imports illustrate the dilemma. They consume foreign exchange and increase future fuel demand. But they also generate large tax revenue and support leasing, insurance, repairs, spare parts, logistics, and employment. A crude ban may reduce one form of dollar demand while damaging revenue and pushing economic activity into other channels. The correct answer is not panic prohibition. It is intelligent demand management.
Fuel is the real battlefield
Petroleum is one of the country’s largest import burdens, yet Sri Lankans still behave as if fuel consumption is a private matter with no national consequence. It is not. Every unnecessary trip, every idle engine, every fuel-inefficient commute, and every avoidable private-car journey becomes part of the country’s dollar problem.
If fuel prices are artificially softened, people continue as before. If the rupee falls further, the eventual pain comes through every channel at once: fuel, electricity, food, water, transport, and imported inputs. The country then discovers that avoiding one price increase only produced a larger national price increase later.
Poor households must be protected
That is why targeted support is essential. Public transport must be supported. But subsidies should not be thrown blindly across the economy. They should be directed through systems that can be monitored: Aswesuma for vulnerable households, route-based support for buses, and transparent cash or coupon mechanisms linked to actual public service.
Sri Lanka should be making public transport the patriotic option, not the poor man’s punishment. If citizens are being asked to reduce fuel consumption, they must be given a credible alternative. That means better buses, cleaner buses, more AC services, higher frequency, safer routes, and regulations that reflect reality rather than outdated assumptions.
Transport system management is vital
Discussions about metro-style bus services is important for precisely this reason. If commuters are willing to stand in an air-conditioned bus because it is cleaner, quieter, smoother, and more comfortable than the ordinary alternative, policy should expand that service. Do not suffocate better service with rules written for a different era. Regulate for safety, yes. But do not block improvement in the name of procedure.
Rail is even more important. A serious country does not solve urban commuting only with buses and private vehicles. The railway should be the backbone of mass commuting into Colombo. Trains move more people with less fuel per passenger. They avoid road congestion. They reduce import pressure indirectly by reducing fuel demand. But this requires frequency, rolling stock, signalling upgrades, centralised control, digital systems, and operational seriousness. Sri Lanka cannot talk about saving dollars while tolerating a transport system that pushes citizens into private vehicles.
Hello, please speak the truth
The government’s communication failure is equally serious. Leaders in India and Singapore have been willing to tell citizens that conditions are difficult and that behaviour must adjust. Use public transport. Reduce unnecessary consumption. Work from home where possible. Conserve fuel. Be careful with imports. These are not signs of weakness. They are signs of mature leadership.
In Sri Lanka, the message remains too soft. Officials appear afraid to say plainly that the country is not yet secure. The public is allowed to behave as if recovery means normalcy. Fuel is consumed, imports resume, roads fill, luxury vehicles appear, and private lifestyles continue with little sense of national constraint.
This is irresponsible. Citizens cannot be expected to act prudently if the state refuses to speak honestly. Economic management is not only about interest rates, reserves, and IMF reviews. It is also about shaping expectations. If leaders do not explain the seriousness of the situation early, the market will explain it later through far more painful consequences, such as runaway inflation and shortages of essential goods.
There is also a deeper governance problem. The issue today may not be crude corruption of the old kind. The more immediate danger may be hesitation. The government appears too slow in making necessary decisions. It overthinks. It delays. It waits. It consults. It hesitates. Meanwhile, markets move.
Delay is very expensive
In economics, delay is not neutral. Delay has a price. A decision postponed in May may become a crisis measure in August. A reform avoided today may become a forced adjustment tomorrow. The market does not wait for Cabinet comfort, bureaucratic neatness, or political messaging.
This is where Sri Lanka must learn from Vietnam, which did not become an investment magnet through speeches about development. It made decisions. It signed trade agreements. It improved investor access to land. It aligned policy with competitive advantage. It pushed digitalisation. It treated investment facilitation as practical statecraft, not ceremonial rhetoric.
Sri Lanka remains trapped in procedural delay. Land acquisition takes too long. Export-zone facilitation is too slow. Intellectual property reforms remain incomplete. The Madrid Protocol issue is not a minor technicality. For exporters and investors, brand protection, product security, and legal alignment with global systems matter. A country that cannot protect intellectual property cannot expect higher-value investment to arrive simply because officials request it.
The lesson is blunt: Investors do not reward potential. They reward execution. Sri Lanka has potential. It has always had potential. That is precisely the problem. Potential has become an excuse for underperformance. Vietnam converted potential into policy. Sri Lanka converted potential into discussion.
Disciplined adjustment means telling citizens the truth before the crisis does
If the country responds with another cycle of reassurance, delay, temporary restriction, and vague optimism, then the recovery will remain fragile. If, however, the government uses this moment to speak honestly, manage fuel demand, strengthen public transport, target subsidies, speed up reforms, and treat policy execution as urgent, the rupee’s warning may still be useful.
The choice is not between panic and denial. The choice is between disciplined adjustment and forced adjustment. Disciplined adjustment means telling citizens the truth before the crisis does. It means asking those who can work from home to do so. It means encouraging public transport while improving its quality. It means protecting the poor without subsidising waste. It means recognising that every unnecessary dollar spent today weakens the country’s room for manoeuvre tomorrow.
Forced adjustment is what happens when leaders avoid these choices. Then the exchange rate makes the decision. Prices make the decision. Queues make the decision. Import shortages make the decision. Public anger makes the decision, similar to Aragalaya in 2022. Sri Lanka has already paid once for denial. It should not pay again for hesitation.
The rupee is not only a price. It is a signal of trust. When it weakens, it tells us that markets are uncertain, citizens are unconvinced, and policy has not moved fast enough. The correct response is not to blame exporters, importers, consumers, or global conditions alone. The correct response is to govern. The country does not need another explanation after the damage is done. It needs timely action before the damage spreads.
That is the real message of this moment: the rupee is warning us again. This time, Sri Lanka must listen early.
(The writer, a senior Chartered
Accountant and professional banker,
is a professor at SLIIT, Malabe. Views expressed in this article are personal.)
Features
Will Sri Lanka need an 18th IMF programme?
The IMF staff and Sri Lankan authorities have reached a staff-level agreement to conclude the combined Fifth and Sixth Reviews of Sri Lanka’s reform programme under the Extended Fund Facility (EFF). If approved by the IMF Executive Board, Sri Lanka will gain access to about US$700 million in financing. While the IMF has acknowledged progress in reserves, growth, and revenue performance, it has also warned that Sri Lanka remains exposed to external shocks, including the Middle East conflict and the aftermath of Cyclone Ditwah.
This mixed picture of progress and vulnerability gives added significance to the recent warning by economist Dr. Ganeshan Wignaraja. Speaking on 4 May 2026 at a discussion held at the Regional Centre for Strategic Studies (RCSS) in Colombo, titled “A Global Economy in the Shadow of the Middle East War: Implications for Sri Lanka’s Debt Recovery,” he cautioned that Sri Lanka may once again have to consider the possibility of seeking further IMF assistance if current vulnerabilities are not addressed with urgency.
Dr. Wignaraja pointed out that although Sri Lanka’s current IMF programme is scheduled to conclude in 2027, the country will once again face major external debt repayment obligations beginning in 2028. At the same time, global economic instability, Middle Eastern conflicts, rising fuel prices, and climate-related disruptions could place Sri Lanka’s fragile recovery under renewed pressure.
This is not merely an ordinary economic observation. It is a serious warning about the deep structural weaknesses that have shaped Sri Lanka’s economy for decades. In fact, turning to the IMF is not new for Sri Lanka. Since 1965, the country has entered into 17 IMF programmes, placing Sri Lanka among the nations that have relied most frequently on IMF assistance.
This recurring dependence is not simply the result of temporary financial shortages. It reflects deeper structural problems: weak productive capacity, insufficient export growth, poor fiscal discipline, and an economic model excessively dependent on borrowing. When a country repeatedly requires IMF support, it raises fundamental questions about the sustainability and resilience of its economic system.
According to Table 1.16, “Outstanding External Debt Position,” in the Central Bank of Sri Lanka’s Annual Economic Review 2025, Sri Lanka’s total external debt position at the end of 2025 was reported at USD 54.8 billion at market value and USD 56.2 billion at face value. Of this amount, the government’s external debt stood at approximately USD 36.7 billion at face value. In 2022, Sri Lanka suspended external debt repayments for the first time in its history, after which debt restructuring began under the IMF-supported programme. Although this provided short-term stability, many of the country’s core economic vulnerabilities remain unresolved.For example, Sri Lanka’s export earnings remain relatively low compared to GDP. Countries such as Vietnam, Bangladesh, and Thailand have transformed themselves into export-driven manufacturing economies, while Sri Lanka continues to depend heavily on tourism, worker remittances, and external borrowing for foreign exchange earnings.
Although tourism revenues and remittances improved somewhat during 2024 and 2025, these are not sufficiently stable foundations for long-term economic sustainability. External shocks such as Middle Eastern conflicts, fluctuations in global fuel prices, international market downturns, and climate-related disasters could disrupt these income sources at any time.
Dr. Wignaraja also emphasised that climate change itself may become a major factor affecting Sri Lanka’s future debt sustainability. Floods, droughts, and declining agricultural productivity increase food import costs and place further pressure on foreign exchange reserves, thereby worsening the country’s economic vulnerabilities.
At the same time, IMF programmes carry significant social costs. Since 2023, tax increases, electricity tariff revisions, reductions in government spending, and state-sector reforms have imposed severe pressures on ordinary citizens. The middle class has weakened considerably, poverty levels have risen, and many small and medium-sized enterprises have struggled to survive rising operational costs. Youth unemployment and migration aspirations have also intensified during this period.
Nevertheless, it must also be acknowledged that recovering from the 2022 crisis without IMF support would have been extremely difficult. The IMF not only provides financial assistance but also offers a framework of credibility that enables countries to secure support from institutions such as the World Bank, the Asian Development Bank, and other international lenders. In Sri Lanka’s case, the IMF programme helped restore a degree of investor confidence and international credibility.
However, the deeper problem lies elsewhere. Sri Lanka has repeatedly used IMF programmes as temporary crisis-management tools rather than as opportunities for genuine economic transformation. The 2024 review of the current IMF-supported Extended Fund Facility again highlighted several specific reform commitments that Sri Lanka was expected to continue. These included strengthening revenue mobilisation and tax administration, advancing public financial management and debt management reforms, maintaining cost-reflective fuel and electricity pricing to reduce fiscal risks from state-owned enterprises, improving governance and restructuring of state-owned enterprises and state-owned banks, and implementing stronger anti-corruption and governance reforms. The IMF also emphasized the need to protect vulnerable groups through better-targeted social safety nets while continuing fiscal consolidation.
More specifically, the 2024 programme review required stronger anti-corruption measures in revenue-collecting agencies such as Inland Revenue, Customs, and Excise; greater transparency in public procurement and tax exemptions; publication and implementation of governance reform action plans; stronger oversight of public assets; and reforms to improve the governance of state-owned banks. These were not merely technical conditions. They were meant to address the institutional weaknesses that have repeatedly pushed Sri Lanka back into external financing crises.
Yet Sri Lanka has historically struggled to fully implement such reforms. Tax administration, state-owned enterprise restructuring, public financial management, anti-corruption measures, and cost-reflective pricing have often been delayed, diluted, or weakened due to political resistance, weak institutions, and short-term policy decisions. As a result, IMF programmes have brought temporary stability, but not always lasting structural change. After almost every IMF programme, the country gradually returned to old habits: excessive government spending, politically driven populism, inefficient state-owned enterprises, and debt-financed development.
Therefore, the real issue is not simply whether Sri Lanka will enter an 18th IMF programme. The more important question is whether the country is capable of building an economy that no longer requires repeated IMF intervention.
Achieving this requires more than slogans or short-term political promises. It demands a clear and disciplined national economic strategy. Government expenditure must be prioritized carefully. Loss-making state-owned enterprises should be freed from political interference and placed under professional management. The tax system must broaden the revenue base fairly while encouraging investment and reducing tax evasion.
At the same time, Sri Lanka must transform itself into an export-oriented productive economy. Agriculture, manufacturing, tourism, information technology, port services, education services, and healthcare services should all be strategically developed as foreign exchange earning sectors. Investors do not seek tax concessions alone; they require policy consistency, legal stability, efficient approval processes, and an environment free from corruption.
True reform does not mean continuously burdening citizens with higher taxes and reduced living standards. Genuine reform means creating a more efficient state, reducing waste and corruption, increasing productivity, and expanding income-generating opportunities for ordinary people. Whether under an IMF programme or outside one, Sri Lanka urgently needs this kind of national economic discipline.
Ultimately, the IMF is not a symbol of economic success. It is an emergency support mechanism used during periods of crisis. The national objective should not be to secure yet another IMF programme, but to build an economy strong enough to function without repeated external rescue packages.
Otherwise, today’s question — “Will Sri Lanka need an 18th IMF programme?” — may eventually become “When will the 19th programme begin?”
That is not the future Sri Lanka should aspire to. The country does not need an economy that survives by repeatedly seeking external assistance. It needs a mature national economy that produces, exports, innovates, earns global confidence, and builds its future through its own strength and productivity.
by Professor Ranjith Bandara, PhD (Qld.,)
Features
From stabilisation to transformation without delay
At a symposium on reconciliation organised by the National Peace Council last week, more than 250 religious clergy, civic activists and political representatives from different communities gathered to discuss the country’s future. Speaking at the event, Minister Bimal Rathnayake explained the government’s approach to national reconciliation. He said the government viewed the country’s recovery in terms of a three stage process. The first stage was stabilisation, the second was development and the third was transformation. Reconciliation, he implied, would come in that final stage. The participation of Opposition Leader Sajith Premadasa at the same symposium, and the constructive nature of his comments, strengthens that hope.
When the present NPP government took office in 2024, the country was emerging from one of the gravest crises in its post Independence history. The economic collapse of 2022 had led to shortages of fuel, food, medicines and electricity. Inflation soared, foreign reserves disappeared and long queues became part of daily life. The political upheaval that followed culminated in the resignation of former President Gotabaya Rajapaksa after mass public protests under the banner of the Aragalaya movement. The country was then governed by a leadership that spoke the language of reform and reconciliation but was widely perceived as lacking a direct popular mandate.
Sri Lanka’s past experience suggests that stabilisation and transformation cannot be treated as entirely separate stages. Postponing reconciliation until some future moment risks repeating the failures of the past. If transformation is endlessly delayed until a supposedly perfect moment arrives, there will always be new crises and new reasons for postponement. Minister Rathnayake’s contention that the government’s immediate priority has necessarily been stabilisation flows from the government’s awareness of the precarious situation the country is. Over the past two years, the government has succeeded to a significant extent in restoring economic and political stability. Inflation has reduced, shortages have ended and public institutions have regained a degree of functionality.
Guaranteed Changes
On the other hand, the country’s development continues to face challenges due to adverse global conditions, including disruptions caused by conflict in the Middle East and extreme weather events that have affected tourism, trade and the cost of living. The danger is that reconciliation may be indefinitely postponed in the name of stabilisation. This danger can be reduced if the government works proactively with the opposition and civil society to commence practical measures of transformation now rather than later. The participation of Opposition Leader Sajith Premadasa at the symposium, and the constructive nature of his comments, has strengthened the sense that bipartisan engagement on reconciliation may now be possible.
The urgency of transformation came through strongly in the presentations made by representatives of the Sri Lanka Tamil and Malaiyaha Tamil communities. ITAK parliamentarian S.Shritharan spoke of the frustration caused by unresolved post war issues in the north and east. He referred to disputes regarding land occupied during the war years, including controversies linked to Buddhist temples and state sponsored settlement activity in areas claimed by local communities. He also pointed to the continuing large scale presence of the security forces in the north and east nearly two decades after the end of the war. These grievances have remained central to Tamil political discourse since the end of the armed conflict in 2009. Families displaced by war continue to seek the return of ancestral lands. Civil society organisations in the north have repeatedly called for greater civilian control over local administration and a reduction in military involvement in civilian life.
Academic research and practical work on the ground have shown that reconciliation cannot be separated from questions of dignity, equality and justice. Former minister Mano Ganesan, leader of the Democratic People’s Front, focused on the longstanding problems faced by the Malaiyaha Tamil community. He spoke passionately about continuing housing shortages, landlessness and economic marginalisation, issues that have persisted since Independence. He also highlighted the devastating impact of recent extreme weather events on estate communities that remain socially and economically vulnerable. The condition of the Malaiyaha Tamil community remains one of the enduring social justice issues in Sri Lanka.
After Independence in 1948, a large proportion of them were denied citizenship and voting rights through legislation that rendered them stateless. Though citizenship rights were eventually restored, the social and economic consequences of exclusion continue to be felt generations later.
Many families still lack secure housing and land ownership despite their immense contribution to the country’s plantation economy. Minister Rathnayake’s responses to both these concerns were politically significant. He argued that recent political developments, including the declining influence of narrow ethnic politics across communities, indicated a major shift in public attitudes. According to him, the political ground has changed in ways that make it increasingly difficult for politicians who rely primarily on ethnic division and communal insecurity to retain public support.
Inter-Connected
There is evidence to support the assessment about the changing political grounding which sees future prospects in the resolution of long standing problems. . The economic collapse of 2022 affected all communities alike and generated a new politics centred on governance, anti corruption, accountability and economic justice. The Aragalaya protests brought together Sinhalese, Tamils and Muslims in a common demand for political change. Although ethnic grievances have not disappeared, the crisis created space for a broader understanding that the country’s future depends on cooperation rather than division. Opposition Leader Premadasa’s comments at the symposium reflected this changing political climate. He emphasised that national reconciliation could not be separated from economic justice and the need to address disparities between regions and social classes.v He also mentioned the need for civil society organisations to take this message to the community. This wider understanding of reconciliation is important because ethnic inequality and economic inequality have often reinforced each other in Sri Lanka’s history.
Academic studies have identified the denial of citizenship rights after Independence as a historic injustice that set back the Malaiyaha community for decades. The challenge now is to ensure that transformation becomes part of the stabilisation and development process itself. Practical first steps are both possible and necessary. The release of civilian lands still under state control, greater devolution of administrative authority, reduction of military involvement in civilian affairs, language equality in public administration and accelerated housing and land ownership programmes in the plantation sector are all measures that can begin immediately without waiting for a final stage of transformation.
The government’s recent commitment that provincial council elections will finally be held this year is therefore significant. These elections have been repeatedly postponed by successive governments. Holding them would not solve the ethnic conflict by itself. But it would signal a willingness to restore democratic institutions and share power in a meaningful way.
Sri Lanka has repeatedly postponed difficult reforms in the hope that a more convenient political moment would eventually arrive. But opportunities are invariably created and fought for instead of being provided as a gift by a benevolent government.
The present moment, shaped by the economic crisis and public demand for accountable government, offers a rare opportunity to move simultaneously towards stability, development and reconciliation. Provincial council elections can be the first meaningful step. But they must not be the last.
by Jehan Perera
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