Features
Taking Sri Lanka Forward- Excerpts from C. Narayanasuwami’s “Managing Development: People, Policies and Institutions
Confronting issues of debt restructuring, economic stability and sustainability- a long-term perspective
Sri Lanka’s financial crisis has created greater awareness of the need for financial, economic and institutional reform and the development of a holistic approach to the planning, implementation and monitoring of economic and social policies and programs. Substantial efforts have been made in Sri Lanka for over one year or so to restructure debt and increase revenues but the conditions for long-term economic stability are yet to be fully addressed as these require multi-faceted initiatives at different levels. Reform measures are unlikely to be implemented expeditiously given the current socioeconomic pressures. Any reform initiatives will be time consuming and will require political cohesion and commitment.
The visit of the IMF team this month will throw some light on measures to be adopted with immediate and long-term results orientation.It would be prudent to think in terms of overall structural changes, some requiring immediate attention and others planned for a longer-term intervention. Looking at similar emergencies encountered in South America, South Africa and Asian countries such as Pakistan a number of short and long-term structural changes are warranted. Do the current programs, policies and the institutional framework provide adequate flexibility to enhance public sector performance, governance mechanisms and institutional capacity to address stabilisation issues? We had reviewed a few books and reports on economic management and found that considerable efforts need to be made to bring the country to sustainable levels of economic performance.
We reviewed, among others, a recent publication authored by a Sri Lankan Asian Development Bank Professional, Mr. C. Narayanasuwami, previously of the Ceylon Civil Service who last headed the then Agrarian Research and Training Institute (now known as Hector Kobbekaduwa Agrarian Research and Training Institute) prior to joining the international civil service.
The book was released simultaneously in Colombo, Manila and Sydney. Some of the key aspects covered in the book entitled, ‘Managing Development: People, Policies and Institutions’ apply to the situation in several developing countries in the Asia-Pacific region with a few areas specifically addressing issues of particular relevance to Sri Lanka. Governance. The section on Governance, for example, deals primarily with the Sri Lankan situation and acknowledges that ‘sound governance would require (i) an effective policy framework, (ii) a qualified, competent, trained, and skilled workforce at different levels, (iii) an appropriate emoluments and salary structure that takes into account differences in performance levels, (v) a corruption free management system, and (vi) an overall politico-legal framework that supports non-discriminatory policies and promotes initiative and dynamism in project and program execution.
Evidently, transparency, predictability, accountability, stakeholder participation, rule of law, an efficient and uncorrupted public service, independence of judiciary, and media freedom, among others, are vital components of good governance. Sri Lanka has suffered substantially in upholding many of these values largely due to the adoption of undemocratic and often ill-conceived policies and practices in implementing varied development programs. No significant changes have occurred to reverse the culture of corruption and public sector inefficiencies and instil discipline in the maintenance of law and order’.
Public Sector Performance. Reference is made to the deterioration of public service standards in Sri Lanka and the following excerpt captures the current weaknesses that impede development performance.‘Over the past 30 years, about 40 percent of development projects failed to achieve their intended objectives within the stipulated time frames or within the expected budgetary allocations because of the lack of capacity to plan, implement, and deliver in a coordinated and integrated manner.
Some of the major factors that contributed to this situation are identified as follows; (i) politicization of the public service, (ii) lack of an enabling environment for improving performance, (iii) inadequate punitive strategies, (iv) inconsistent recruitment standards for public services, (v) inadequacies in the compensation and benefit packages, (vi) disproportionate expansion in the public sector-at present at least one-third of the public sector personnel are considered as superfluous and (vii) ethnic conflict and its debilitating impact on public sector morale’.
‘The politicization of the public service initially arose out of a felt need, largely driven by the desire to transform a highly elitist pro-western bureaucracy to meet the demands of a nation that had emerged from the shackles of colonialism. However, when public servants used this opportunity to seek favours and ignore tradition-bound value systems and ethical conduct, a service that built its reputation on its ability to withstand political pressures, maintain impartiality, objectivity and transparency in its dealings since the time of the British rule, began to crumble.
Loyalty was linked to political parties and individuals rather than to institutions and programs’. We consider the situation a major impediment to implementation of vital development projects. Capacity for decision-making is virtually non-existent due to the politicisation of the public sector. A radical transformation of the public sector is called for. Capacity Constraints. The book identifies capacity constraints as a major impediment to project/program implementation and provides some insights based on ADB experience in developing countries.
ADB has defined capacity as ‘strengthening the national framework within a developing member country (DMC) that affects the direction, management, and sustenance of the development process in a sector and the economy as a whole’. ‘In recent years ADB has linked capacity building closely with governance and has emphasized that good governance implies the capacity to provide citizens with an acceptable level of public services in an effective and efficient manner. Despite efforts made by multilateral agencies capacity constraints continue to pose challenges to development initiatives, as proven in Sri Lanka.
The limited success is attributable to shortcomings in the approaches adopted and the inability of countries like Sri Lanka to change, adapt, adjust and learn from lessons of experience’. The book refers to the efforts made and states as follows; ‘Over the years, a substantial number of development projects in most of the sectors failed to realise their full potential due to inadequate implementation capacities.
Evidence suggests that funds allocated by multilateral agencies lapsed on several occasions due to less than satisfactory disbursement processes, The factors that impeded more effective utilization of foreign aid is summarised as follows;(i)inadequate understanding of management systems, including a thorough understanding of the broad based objectives and goals of projects/programs, (ii) rigidity of policy structures that were bound by archaic regulations irrelevant to modern concepts of management, (iii) presence of multiple institutions whose roles overlapped with one another making decision making difficult because of conflicts that had political undertones, (iv) inadequate monitoring of development operations that had high foreign equity and funding support, and (v) weak public accountability and transparency that raised concerns among donors, and inadequate counterpart budget provisions.
Overall, lack of a results-based management system, complex administrative procedures, poor policy and institutional environment, weak procurement systems, and inadequate counterpart budget provisions contributed to the slow absorption of aid resources’.
The above excerpts coincide with some of the management shortcomings identified by the World Bank and the IMF in their deliberations with the Government in recent months.A major area identified as a constraint to development operations by international donors is the weak institutional capacity of implementing agencies. The book has a lot to offer in this regard and some useful excerpts are provided below;
Institution Building
. ‘institution building is aimed at strengthening capabilities for planning, organising, implementing, monitoring and evaluating development projects and programs sponsored by public, private, or grassroots level organisations. The major focus of governments should be on the approaches and issues related to increasing the capability of development institutions to make effective use of available human, physical, and financial resources.
The strengths and weaknesses of institutions as well as behavioural factors have often influenced the nature and pace of the development process. Many failures in development projects are not only due to production or technological inadequacies but also to institutional deficiencies, largely because self-sustaining capacity to implement projects is not emphasized at the time of project formulation. Studies of rural development in Asia have confirmed that inadequacies in the institutional framework have hindered the effective implementation of rural development programs’.
‘Institutional development has been impeded by shortages of trained staff, including competent middle-level managers who could provide the leadership to manage development projects. The available key staff are often burdened with multiple assignments and are denied the opportunity to provide the required focus and direction for project implementation.
The designers of complex projects do not examine thoroughly the capacities of each agency to implement complex components. Programs that depend on key individuals had collapsed when they left and equivalent replacements were not found. This raises the question of leadership and the importance of formulating appropriate policies and procedures for attracting and retaining staff in developing countries’.
The foregoing analysis covers a large number of countries in the Asia-Pacific region. It applies to the situation in Sri Lanka as well and though senior politicians and administrators are aware of the issues highlighted, very little has been done to address the issues primarily due to the lack of political will to institute radical change in the approaches to institutional reform. Little has been done up to date to transform the overall institutional framework. It is realised that the most important element in institution building is leadership but the efforts made to redress this inadequacy have had disastrous results. Nothing short of a substantial change to the institutional framework will remedy this situation’.
Leadership.
The book provides some insights into the role of leadership to provide the right impetus to improve managerial capability and to eventual success in project/program delivery. We quote some extracts below;
‘The most important element in institution building is leadership because change processes require intensive, skilful, and highly committed management, both of internal and of environmental relationships.
Managing uncertainty is part of the process of leadership and this requires immense skills and capacity for organisational learning. It is said that leadership is many things. It is meticulously shifting the attention of the institution through the mundane language of management systems. It is altering agenda so that new priorities get enough attention. It is being visible when things are going awry and invisible when they are working well. It is building a loyal team at the top that speaks more or less with one voice. Leadership does not refer to mere exercise of power but motivating, mobilizing, and transforming a group of individuals engaged in a common task to deliver effectively and efficiently the overall output expected of the agency.
Project completion reports and audits of completed projects undertaken by multilateral agencies have documented the success and failure of projects that have benefitted or suffered from competent or incompetent leadership. Similarly, the success stories of big private corporations in the developed world lend support to the spectacular achievement of leaders who were able to work within the framework of approved budgets and staff and yet motivate staff to achieve higher goals’
The above excerpt illustrates the significance of leadership in delivering successful outcomes. Sri Lanka has many examples which have proven that the right leadership stimulated progress and achieved expected successes. However, in recent years this has been an issue which even the President has had to lament on. There are key areas under the IMF/ World Bank assistance programs that envisage quick and methodical implementation of reform measures and development initiatives.
The lack of an institutional arrangement where a capable, experienced and proven leader assumes responsibility for the total implementation of key reform initiatives, including management of development projects, supported by a team of chosen set of administrative and professional staff is the need of the hour. It is important that the organisational structure provides for freedom of action within stipulated limits and concedes considerable authority to implement processes without reference to multiple sources. The political head of this organisational entity should ideally be the Finance Minister or the President himself who would ensure the independence of the entity to work diligently to deliver expected outputs on time and within budget.
Reviewing the book further we found some interesting thoughts and ideas that are relevant to many countries in the region, including Sri Lanka. The book covers a wide ground on the subjects of monitoring and evaluation and their relevance and significance for project development, management and evaluation. An interesting observation is ‘that in most countries of the developing world, monitoring is often conceived as collection of information and development of reporting systems, with little attention paid to using the information and reporting systems as effective management tools for controlling financial and physical performance. Management controls provide the project implementors the tools for determining whether or not the organisation is proceeding toward the objective as planned. Control has to do with making events conform to plans. It is an organic function of management which coordinates the project affairs so that project objectives are achieved’.
Control is exercised through various tools and one such tool is performance indicators which are identified at the design stage of a project as they are key variables in determining whether a project is progressing as envisaged during design. Performance indicators have to be specific, measurable, attainable, reliable and time-bound (SMART). Indicators are the quantitative or qualitative variables that provide a simple and reliable means to measure achievement, to reflect the changes connected to an intervention, or to help assess the performance of an organisation against the stated outcome. A comprehensive monitoring system postulates the need for good performance indicators, realistic target setting and collection of appropriate baseline data that would provide a comparison to gauge results during and after implementation’.
These are tools that are essential for project management and such systems have been established and are operational in Sri Lanka. There are however doubts whether the systems are being put to effective use for project management. There have been reports that lack of competent staff have often hampered the execution of appropriate strategies for implementation of a sound monitoring program. In the context of the current economic crisis it would be absolutely crucial to fine tune these tools for better collection, analysis and reporting of progress in the achievement of targets.
Evaluation
The role of evaluation in development management is being increasingly appreciated by developing countries due to continued interactions and emphasis by donors on accountability and performance management issues. There is however, a long way to go to institutionalise evaluation infrastructure in the context of emerging need to improve the quality of decision making. Some excerpts from the book under review provide interesting insights into the role and function of evaluation in improving policy formulation.’ The OECD defines evaluation as the systematic and objective assessment of an ongoing or completed project, program, or policy, including its design, implementation and results.
The aim is to determine the relevance and fulfillment of objectives, development efficiency, effectiveness, impact and sustainability. ‘An evaluation should provide information that is credible and useful, enabling the incorporation of lessons learned into the decision-making process of both recipients and donors’ Evaluation differs from monitoring-monitoring is essentially a management activity confining its concerns to the implementation cycle of program/project. Monitoring is concerned with day-to-day management aspects whereas evaluation deals with ongoing and post-project impact and effectiveness of a project. Evaluation ascertains the relevance of the project, challenges all aspects of the project design, examines performance of inputs and implementing agents against targets and may even enable redesigning or re-planning of project activities’.
‘Evaluation also uses performance indicators formulated at the design stage of a project to measure outputs, outcomes and impact. The selection of indicators is governed by the changes that are sought or anticipated. In general terms, performance indicators are included under three broad categories-economic, social and environmental’.
The above references to monitoring and evaluation are intended to highlight their relevance in the context of ongoing efforts to resuscitate the economy. It is important to ascertain whether these tools of management are currently being used to assess development operations to obtain sufficient and acceptable outcomes demanded by donors and investment partners.
The current crisis calls for the establishment of an appropriate mechanism to continuously measure results and take remedial measures, when required, to improve outcomes. For projects to succeed and improve incomes and revenues anticipated at the outset, closer supervision, monitoring and evaluation would be a prerequisite and will be demanded by donors whether it is the world Bank, IMF or ADB.
Our review of the book was intended to ascertain areas that could provide information on lessons learned to improve performance, particularly to removing the constraints to progress and economic advancement in the context of the serious economic and financial issues faced by Sri Lanka leading to bankruptcy announcement.
Though no immediate solutions could be discerned due to the nature of the subjects covered, considerable insights were gained on the long-term public sector management issues that require prompt remedial initiatives. The issues discussed herein such as removing the constraints to capacity development, improving implementation capacities of agencies, public sector performance and enhancing the approaches to management of investment projects, including greater emphasis to the establishment of a sound institutional framework are valid and require closer attention.
Overall, the need of the hour is to institutionalise the implementation machinery that could serve as a catalyst to produce results. Malaysia and Singapore introduced super implementation frameworks to achieve success in project and program delivery. Sri Lanka needs a super implementation department or ministry under the overall supervision of the President to initiate constant project reviews, alter strategies of implementation when needed, and set up effective small units under competent leaders for physical, social, environmental and procurement related aspects of implementation. Leadership is the primary component that will orchestrate delivery. Consequently, the appointment of a highly competent head/leader to organise, manage and deliver becomes crucial. If such a leader is appointed there will definitely be greater success in achieving the goals of recovery faster.
Features
When floods strike: How nations keep food on the table
Insights from global adaptation strategies
Sri Lanka has been heavily affected by floods, and extreme flooding is rapidly becoming one of the most disruptive climate hazards worldwide. The consequences extend far beyond damaged infrastructure and displaced communities. The food systems and supply networks are among the hardest hit. Floods disrupt food systems through multiple pathways. Croplands are submerged, livestock are lost, and soils become degraded due to erosion or sediment deposition. Infrastructural facilities like roads, bridges, retail shops, storage warehouses, and sales centres are damaged or rendered inaccessible. Without functioning food supply networks, even unaffected food-producing regions struggle to continue daily lives in such disasters. Poor households, particularly those dependent on farming or informal rural economies, face sharp food price increases and income loss, increasing vulnerability and food insecurity.
Many countries now recognie that traditional emergency responses alone are no longer enough. Instead, they are adopting a combination of short-term stabilisation measures and long-term strategies to strengthen food supply chains against recurrent floods. The most common immediate response is the provision of emergency food and cash assistance. Governments, the World Food Programme, and other humanitarian organisations often deliver food, ready-to-eat rations, livestock feed, and livelihood support to affected communities.
Alongside these immediate measures, some nations are implementing long-term strategic actions. These include technology- and data-driven approaches to improve flood preparedness. Early warning systems, using satellite data, hydrological models, and advanced weather forecasting, allow farmers and supply chain operators to prepare for potential disruptions. Digital platforms provide market intelligence, logistics updates, and risk notifications to producers, wholesalers, and transporters. This article highlights examples of such strategies from countries that experience frequent flooding.
China: Grain Reserves and Strategic Preparedness
China maintains a large strategic grain reserve system for rice, wheat, and maize; managed by NFSRA-National Food and Strategic Reserves Administration and Sinograin (China Grain Reserves Corporation (Sinograin Group), funded by the Chinese government, that underpins national food security and enables macro-control of markets during supply shocks. Moreover, improvements in supply chain digitization and hydrological monitoring, the country has strengthened its ability to maintain stable food availability during extreme weather events.
Bangladesh: Turning Vulnerability into Resilience
In recent years, Bangladesh has stood out as one of the world’s most flood-exposed countries, yet it has successfully turned vulnerability into adaptive resilience. Floating agriculture, flood-tolerant rice varieties, and community-run grain reserves now help stabilise food supplies when farmland is submerged. Investments in early-warning systems and river-basin management have further reduced crop losses and protected rural livelihoods.
Netherlands, Japan: High-Tech Models of Flood Resilience
The Netherlands offers a highly technical model. After catastrophic flooding in 1953, the country completely redesigned its water governance approach. Farmland is protected behind sea barriers, rivers are carefully controlled, and land-use zoning is adaptive. Vertical farming and climate-controlled greenhouses ensure year-round food production, even during extreme events. Japan provides another example of diversified flood resilience. Following repeated typhoon-induced floods, the country shifted toward protected agriculture, insurance-backed farming, and automated logistics systems. Cold storage networks and digital supply tracking ensure that food continues to reach consumers, even when roads are cut off. While these strategies require significant capital and investment, their gradual implementation provides substantial long-term benefits.
Pakistan, Thailand, Indonesia, and Vietnam: Reform in Response to Recurrent Floods
In contrast, Pakistan and Thailand illustrate both the consequences of climate vulnerability and the benefits of proactive reform. The 2022 floods in Pakistan submerged about one-third of the country, destroying crops and disrupting trade networks. In response, the country has placed greater emphasis on climate-resilient farming, water governance reforms, and satellite-based crop monitoring. Pakistan as well as India is promoting crop diversification and adjusting planting schedules to help farmers avoid the peak monsoon flood periods.
Thailand has invested in flood zoning and improved farm infrastructure that keep markets supplied even during severe flooding. Meanwhile, Indonesia and Vietnam are actively advancing flood-adapted land-use planning and climate-resilient agriculture. For instance, In Vietnam’s Mekong Delta, pilot projects integrate flood-risk mapping, adaptive cropping strategies, and ecosystem-based approaches to reduce vulnerability in agricultural and distribution areas. In Indonesia, government-supported initiatives and regional projects are strengthening flood-risk-informed spatial planning, adaptive farming practices, and community-based water management to improve resilience in flood-prone regions. (See Figure 1)
The Global Lesson: Resilience Requires Early Investment
The global evidence is clear: countries that invest early in climate-adaptive agriculture and resilient logistics are better able to feed their populations, even during extreme floods. Building a resilient future depends not only on how we grow food but also on how we protect, store, and transport it. Strengthening infrastructure is therefore central to stabilising food supply chains while maintaining food quality, even during prolonged disruptions. Resilient storage systems, regional grain reserves, efficient cold chains, improved farming infrastructure, and digital supply mapping help reduce panic buying, food waste, and price shocks after floods, while ensuring that production capacity remains secure.
Persistent Challenges
However, despite these advances, many flood-exposed countries still face significant challenges. Resources are often insufficient to upgrade infrastructure or support vulnerable rural populations. Institutional coordination across the agriculture, disaster management, transport, and environmental sectors remains weak. Moreover, the frequency and scale of climate-driven floods are exceeding the design limits of older disaster-planning frameworks. As a result, the gap between exposure and resilience continues to widen. These challenges are highly relevant to Sri Lanka as well and require deliberate, gradual efforts to phase them out.
The Role of International Trade and global markets
When domestic production falls in such situations, international trade serves as an important buffer. When domestic production is temporarily reduced, imports and regional trade flows can help stabilise food availability. Such examples are available from other countries. For instance, In October 2024, floods in Bangladesh reportedly destroyed about 1.1 million tonnes of rice. In response, the government moved to import large volumes of rice and allowed accelerated or private-sector imports of rice to stabilize supply and curb food price inflation. This demonstrates how, when domestic production fails, international trade/livestock/food imports (from trade partners) acted as a crucial buffer to ensure availability of staple food for the population. However, this approach relies on well-functioning global markets, strong diplomatic relationships, and adequate foreign exchange, making it less reliable for economically fragile nations. For example, importing frozen vegetables to Sri Lanka from other countries can help address supply shortages, but considerations such as affordability, proper storage and selling mechanisms, cooking guidance, and nutritional benefits are essential, especially when these foods are not widely familiar to local populations.
Marketing and Distribution Strategies during Floods
Ensuring that food reaches consumers during floods requires innovative marketing and distribution strategies that address both supply- and demand-side challenges. Short-term interventions often include direct cash or food transfers, mobile markets, and temporary distribution centres in areas where conventional marketplaces become inaccessible. Price stabilisation measures, such as temporary caps or subsidies on staple foods, help prevent sharp inflation and protect vulnerable households. Awareness campaigns also play a role by educating consumers on safe storage, cooking methods, and the nutritional value of unfamiliar imported items, helping sustain effective demand.
Some countries have integrated technology to support these efforts; in this regard, adaptive supply chain strategies are increasingly used. Digital platforms provide farmers, wholesalers, and retailers with real-time market information, logistics updates, and flood-risk alerts, enabling them to reroute deliveries or adjust production schedules. Diversified delivery routes, using alternative roads, river transport, drones, or mobile cold-storage units, have proven essential for maintaining the flow of perishable goods such as vegetables, dairy, and frozen products. A notable example is Japan, where automated logistics systems and advanced cold-storage networks help keep supermarkets stocked even during severe typhoon-induced flooding.
The Importance of Research, Coordination, and Long-Term Commitment
Global experience also shows that research and development, strong institutional coordination, and sustained national commitment are fundamental pillars of flood-resilient food systems. Countries that have successfully reduced the impacts of recurrent floods consistently invest in agricultural innovation, cross-sector collaboration, and long-term planning.
Awareness Leads to Preparedness
As the summary, global evidence shows that countries that act early, plan strategically, and invest in resilience can protect both people and food systems. As Sri Lanka considers long-term strategies for food security under climate change, learning from flood-affected nations can help guide policy, planning, and public understanding. Awareness is the first step which preparedness must follow. These international experiences offer valuable lessons on how to protect food systems through proactive planning and integrated actions.
(Premaratne (BSc, MPhil, LLB) isSenior Lecturer in Agricultural Economics Department of Agricultural Systems, Faculty of Agriculture, Rajarata University. Views are personal.)
Key References·
Cabinet Secretariat, Government of Japan, 2021. Fundamental Plan for National Resilience – Food, Agriculture, Forestry and Fisheries / Logistics & Food Supply Chains. Tokyo: Cabinet Secretariat.
· Delta Programme Commissioner, 2022. Delta Programme 2023 (English – Print Version). The Hague: Netherlands Delta Programme.
· Hasanuddin University, 2025. ‘Sustainable resilience in flood-prone rice farming: adaptive strategies and risk-sharing around Tempe Lake, Indonesia’, Sustainability. Available at: https://www.mdpi.com/2071-1050/17/6/2456 [Accessed 3 December 2025].
· Mekong Urban Flood Resilience and Drainage Programme (TUEWAS), 2019–2021. Integrated urban flood and drainage planning for Mekong cities. TUEWAS / MRC initiative.
· Ministry of Agriculture and Rural Affairs, People’s Republic of China, 2025. ‘China’s summer grain procurement surpasses 50 mln tonnes’, English Ministry website, 4 July.
· National Food and Strategic Reserves Administration (China) 2024, ‘China purchases over 400 mln tonnes of grain in 2023’, GOV.cn, 9 January. Available at: https://english.www.gov.cn/archive/statistics/202401/09/content_WS659d1020c6d0868f4e8e2e46.html
· Pakistan: 2022 Floods Response Plan, 2022. United Nations / Government of Pakistan, UN Digital Library.
· Shigemitsu, M. & Gray, E., 2021. ‘Building the resilience of Japan’s agricultural sector to typhoons and heavy rain’, OECD Food, Agriculture and Fisheries Papers, No. 159. Paris: OECD Publishing.
· UNDP & GCF, 2023. Enhancing Climate Resilience in Thailand through Effective Water Management and Sustainable Agriculture (E WMSA): Project Factsheet. UNDP, Bangkok.
· United Nations Development Programme (UNDP), 2025. ‘Rice Bank revives hope in flood hit hill tracts, Bangladesh’, UNDP, 19 June.
· World Bank, 2022. ‘Bangladesh: World Bank supports food security and higher incomes of farmers vulnerable to climate change’, World Bank press release, 15 March.
Features
Can we forecast weather precisely?
Weather forecasts are useful. People attentively listen to them but complain that they go wrong or are not taken seriously. Forecasts today are more probabilistically reliable than decades ago. The advancement of atmospheric science, satellite imaging, radar maps and instantly updated databases has improved the art of predicting weather.
Yet can we predict weather patterns precisely? A branch of mathematics known as chaos theory says that weather can never be foretold with certainty.
The classical mechanics of Issac Newton governing the motion of all forms of matter, solid, liquid or gaseous, is a deterministic theory. If the initial conditions are known, the behaviour of the system at later instants of time can be precisely predicted. Based on this theory, occurrences of solar eclipses a century later have been predicted to an accuracy of minutes and seconds.
The thinking that the mechanical behaviour of systems in nature could always be accurately predicted based on their state at a previous instant of time was shaken by the work of the genius French Mathematician Henri Poincare (1864- 1902).
Eclipses are predicted with pinpoint accuracy based on analysis of a two-body system (Earth- Moon) governed by Newton’s laws. Poincare found that the equivalent problem of three astronomical bodies cannot be solved exactly – sometimes even the slightest variation of an initial condition yields a drastically different solution.
A profound conclusion was that the behaviour of physical systems governed by deterministic laws does not always allow practically meaningful predictions because even a minute unaccountable change of parameters leads to completely different results.
Until recent times, physicists overlooked Poincare’s work and continued to believe that the determinism of the laws of classical physics would allow them to analyse complex problems and derive future happenings, provided necessary computations are facilitated. When computers became available, the meteorologists conducted simulations aiming for accurate weather forecasting. The American mathematician Edward Lorenz, who turned into a reputed meteorologist, carried out such studies in the early 1960s, arrived at an unexpected result. His equations describing atmospheric dynamics demonstrated a strange behaviour. He found that even a minute change (even one part in a million) in initial parameters leads to a completely different weather pattern in the atmosphere. Lorenz announced his finding saying, A flap of a butterfly wing in one corner of the world could cause a cyclone in a far distant location weeks later! Lorenz’s work opened the way for the development branch of mathematics referred to as chaos theory – an expansion of the idea first disclosed by Henri Poincare.
We understand the dynamics of a cyclone as a giant whirlpool in the atmosphere, how it evolves and the conditions favourable for their origination. They are created as unpredictable thermodynamically favourable relaxation of instabilities in the atmosphere. The fundamental limitations dictated by chaos theory forbid accurate forecasting of the time and point of its appearance and the intensity. Once a cyclone forms, it can be tracked and the path of movement can be grossly ascertained by frequent observations. However, absolutely certain predictions are impossible.
A peculiarity of weather is that the chaotic nature of atmospheric dynamics does not permit ‘long – term’ forecasting with a high degree of certainty. The ‘long-term’ in this context, depending on situation, could be hours, days or weeks. Nonetheless, weather forecasts are invaluable for preparedness and avoiding unlikely, unfortunate events that might befall. A massive reaction to every unlikely event envisaged is also not warranted. Such an attitude leads to social chaos. The society far more complex than weather is heavily susceptible to chaotic phenomena.
by Prof. Kirthi Tennakone (ktenna@yahoo.co.uk)
Features
When the Waters Rise: Floods, Fear and the ancient survivors of Sri Lanka
The water came quietly at first, a steady rise along the riverbanks, familiar to communities who have lived beside Sri Lanka’s great waterways for generations. But within hours, these same rivers had swollen into raging, unpredictable forces. The Kelani Ganga overflowed. The Nilwala broke its margins. The Bentara, Kalu, and Mahaweli formed churning, chocolate-brown channels cutting through thousands of homes.
When the floods finally began to recede, villagers emerged to assess the damage, only to be confronted by another challenge: crocodiles. From Panadura’s back lanes to the suburbs of Colombo, and from the lagoons around Kalutara to the paddy fields of the dry zone, reports poured in of crocodiles resting on bunds, climbing over fences, or drifting silently into garden wells.
For many, these encounters were terrifying. But to Sri Lanka’s top herpetologists, the message was clear: this is what happens when climate extremes collide with shrinking habitats.
“Crocodiles are not invading us … we are invading floodplains”
Sri Lanka’s foremost crocodile expert, Dr. Anslem de Silva, Regional Chairman for South Asia and Iran of the IUCN/SSC Crocodile Specialist Group, has been studying crocodiles for over half a century. His warning is blunt.
“When rivers turn into violent torrents, crocodiles simply seek safety,” he says. “They avoid fast-moving water the same way humans do. During floods, they climb onto land or move into calm backwaters. People must understand this behaviour is natural, not aggressive.”
In the past week alone, Saltwater crocodiles have been sighted entering the Wellawatte Canal, drifting into the Panadura estuary, and appearing unexpectedly along Bolgoda Lake.
“Saltwater crocodiles often get washed out to sea during big floods,” Dr. de Silva explains. “Once the current weakens, they re-enter through the nearest lagoon or canal system. With rapid urbanisation along these waterways, these interactions are now far more visible.”
- An adult Salt Water Crocodile (Crocodylus porosus) (Photo -Madura de Silva)
- Adult Mugger (Crocodylus plaustris) Photo -Laxhman Nadaraja
- A Warning sign board
- A Mugger holding a a large Russell ’s viper (Photo- R. M. Gunasinghe)
- Anslem de Silva
- Suranjan Karunarathna
This clash between wildlife instinct and human expansion forms the backdrop of a crisis now unfolding across the island.
A conflict centuries old—now reshaped by climate change
Sri Lanka’s relationship with crocodiles is older than most of its kingdoms. The Cūḷavaṃsa describes armies halted by “flesh-eating crocodiles.” Ancient medical texts explain crocodile bite treatments. Fishermen and farmers around the Nilwala, Walawe, Maduganga, Batticaloa Lagoon, and Kalu Ganga have long accepted kimbula as part of their environment.
But the modern conflict has intensified dramatically.
A comprehensive countrywide survey by Dr. de Silva recorded 150 human–crocodile attacks, with 50 fatal, between 2008 and 2010. Over 52 percent occurred when people were bathing, and 83 percent of victims were men engaged in routine activities—washing, fishing, or walking along shallow margins.
Researchers consistently emphasise: most attacks happen not because crocodiles are unpredictable, but because humans underestimate them.
Yet this year’s flooding has magnified risks in new ways.
“Floods change everything” — Dr. Nimal D. Rathnayake
Herpetologist Dr. Nimal Rathnayake says the recent deluge cannot be understood in isolation.
“Floodwaters temporarily expand the crocodile’s world,” he says. “Areas people consider safe—paddy boundaries, footpaths, canal edges, abandoned land—suddenly become waterways.”
Once the water retreats, displaced crocodiles may end up in surprising places.
“We’ve documented crocodiles stranded in garden wells, drainage channels, unused culverts and even construction pits. These are not animals trying to attack. They are animals trying to survive.”
According to him, the real crisis is not the crocodile—it is the loss of wetlands, the destruction of natural river buffers, and the pollution of river systems.
“When you fill a marsh, block a canal, or replace vegetation with concrete, you force wildlife into narrower corridors. During floods, these become conflict hotspots.”
Past research by the Crocodile Specialist Group shows that more than 300 crocodiles have been killed in retaliation or for meat over the past decade. Such killings spike after major floods, when fear and misunderstanding are highest.
“Not monsters—ecosystem engineers” — Suranjan Karunaratne
On social media, flood-displaced crocodiles often go viral as “rogue beasts.” But conservationist Suranjan Karunaratne, also of the IUCN/SSC Crocodile Specialist Group, says such narratives are misleading.
“Crocodiles are apex predators shaped by millions of years of evolution,” he says. “They are shy, intelligent animals. The problem is predictable human behaviour.”
In countless attack investigations, Karunaratne and colleagues found a repeated pattern: the Three Sames—the same place, the same time, the same activity.
“People use the same bathing spot every single day. Crocodiles watch, learn, and plan. They hunt with extraordinary patience. When an attack occurs, it’s rarely random. It is the culmination of observation.”
He stresses that crocodiles are indispensable to healthy wetlands. They: control destructive catfish populations, recycle nutrients, clean carcasses and diseased fish, maintain biodiversity, create drought refuges through burrows used by amphibians and reptiles.
“Removing crocodiles destroys an entire chain of ecological services. They are not expendable.”
Karunaratne notes that after the civil conflict, Mugger populations in the north rebounded—proof that crocodiles recover when given space, solitude, and habitat.
Floods expose a neglected truth: CEEs save lives—if maintained In high-risk communities, Crocodile Exclusion Enclosures (CEEs) are often the only physical barrier between people and crocodiles. Built along riverbanks or tanks, these enclosures allow families to bathe, wash, and collect water safely.
Yet Dr. de Silva recounts a tragic incident along the Nilwala River where a girl was killed inside a poorly maintained enclosure. A rusted iron panel had created a hole just large enough for a crocodile to enter.
“CEEs are a life-saving intervention,” he says. “But they must be maintained. A neglected enclosure is worse than none at all.”
Despite their proven effectiveness, many CEEs remain abandoned, broken or unused.
Climate change is reshaping crocodile behaviour—and ours
Sri Lanka’s floods are no longer “cycles” as described in folklore. They are increasingly intense, unpredictable and climate-driven. The warming atmosphere delivers heavier rainfall in short bursts. Deforested hillsides and filled wetlands cannot absorb it.
Rivers swell rapidly and empty violently.
Crocodiles respond as they have always done: by moving to calmer water, by climbing onto land, by using drainage channels, by shifting between lagoons and canals, by following the shape of the water.
But human expansion has filled, blocked, or polluted these escape routes.
What once were crocodile flood refuges—marshes, mangroves, oxbow wetlands and abandoned river channels—are now housing schemes, fisheries, roads, and dumpsites.
Garbage, sand mining and invasive species worsen the crisis
The research contained in the uploaded reports paints a grim but accurate picture. Crocodiles are increasingly seen around garbage dumps, where invasive plants and waste accumulate. Polluted water attracts fish, which in turn draw crocodiles.
Excessive sand mining in river mouths and salinity intrusion expose crocodile nesting habitats. In some areas, agricultural chemicals contaminate wetlands beyond their natural capacity to recover.
In Borupana Ela, a short study found 29 Saltwater crocodiles killed in fishing gear within just 37 days.
Such numbers suggest a structural crisis—not a series of accidents.
Unplanned translocations: a dangerous human mistake
For years, local authorities attempted to reduce conflict by capturing crocodiles and releasing them elsewhere. Experts say this was misguided.
“Most Saltwater crocodiles have homing instincts,” explains Karunaratne. “Australian studies show many return to their original site—even if released dozens of kilometres away.”
Over the past decade, at least 26 Saltwater crocodiles have been released into inland freshwater bodies—home to the Mugger crocodile. This disrupts natural distribution, increases competition, and creates new conflict zones.
Living with crocodiles: a national strategy long overdue
All three experts—Dr. de Silva, Dr. Rathnayake and Karunaratne—agree that Sri Lanka urgently needs a coordinated, national-level mitigation plan.
* Protect natural buffers
Replant mangroves, restore riverine forests, enforce river margin laws.
* Maintain CEEs
They must be inspected, repaired and used regularly.
* Public education
Villagers should learn crocodile behaviour just as they learn about monsoons and tides.
* End harmful translocations
Let crocodiles remain in their natural ranges.
* Improve waste management
Dumps attract crocodiles and invasive species.
* Incentivise community monitoring
Trained local volunteers can track sightings and alert authorities early.
* Integrate crocodile safety into disaster management
Flood briefings should include alerts on reptile movement.
“The floods will come again. Our response must change.”
As the island cleans up and rebuilds, the deeper lesson lies beneath the brown floodwaters. Crocodiles are not new to Sri Lanka—but the conditions we are creating are.
Rivers once buffered by mangroves now rush through concrete channels. Tanks once supporting Mugger populations are choked with invasive plants. Wetlands once absorbing floodwaters are now levelled for construction.
Crocodiles move because the water moves. And the water moves differently today.
Dr. Rathnayake puts it simply:”We cannot treat every flooded crocodile as a threat to be eliminated. These animals are displaced, stressed, and trying to survive.”
Dr. de Silva adds:”Saving humans and saving crocodiles are not competing goals. Both depend on understanding behaviour—ours and theirs.”
And in a closing reflection, Suranjan Karunaratne says:”Crocodiles have survived 250 million years, outliving dinosaurs. Whether they survive the next 50 years in Sri Lanka depends entirely on us.”
For now, as the waters recede and the scars of the floods remain, Sri Lanka faces a choice: coexist with the ancient guardians of its waterways, or push them into extinction through fear, misunderstanding and neglect.
By Ifham Nizam
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