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A TIMELY OFFER – Part 33

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CONFESSIONS OF A GLOBAL GYPSY

By Dr. Chandana (Chandi) Jayawardena DPhil

President – Chandi J. Associates Inc. Consulting, Canada

Founder & Administrator – Global Hospitality Forum

chandij@sympatico.ca

A Tour with Walkers Tours

Walkers Tours & Travels (Ceylon) Limited, popularly known as Walkers Tours was the largest inbound tour company in Sri Lanka in 1970s. They represented three of the largest European tour operators from West Germany, Sweden and Switzerland, who were actively promoting tourism in Sri Lanka. In late August, 1977, Walkers Tours decided to organize a one-week coach tour around Sri Lanka for representatives from all hotels in Sri Lanka providing rooms to their clients. As the Assistant Manager and Executive Chef, I represented Coral Gardens Hotel on this tour. It turned out to be a fun-filled thank you tour. It was great public relations by Walkers Tours with their local industry partners.

Most members of the top team of Walkers Tours, joined this trip. They included Sri Lankan travel trade legends such as Mr. Norman Impett and Mr. Neville Arnolda. They were both senior Directors of Walkers Tours, and appeared to have a lot of authority and power to operate independent of their new owners – John Keells Group. I also got to know more about prominent younger members of Walkers Tours family, such as Ms. Bobby Jordan and Ms. Jansi Ponniah, who join the trip. They both were very efficient, dynamic and well-connected with the hotel industry.

The highlight of the tour was spending a couple of days at their then flag ship hotel – The Village, Habarana. By then, Walkers Tours (John Keells group) which had a few hotel management agreements, was managing Hotel Swanee, and taking over the management of Hotel Ceysands. They were in the early stages of planning a hotel in Kandy which was called Kandy Walkinn (which years later opened as Hotel Citadel). Encouraged with the unprecedented success of The Village as the leading round-trip hotel in Sri Lanka, they were also thinking of building another large hotel on their 40-acre land in Habarana.

My friend Bobby Adams, the Hotel Opening Manager of the Village, was very happy to see me again. Both of us sat at the ‘Don Martin’s’ bar and had a long chat over a couple of drinks. We were served house special cocktails created by veteran barman, Don Martin. He was a legend at the famous Galle Face Hotel where he had worked for many decades before joining Bobby at the Village.

The clever hotelier that Bobby was, he had named the bar to honour Don Martin, who worked very hard just as if he was the owner of the bar. He was an amazingly knowledgeable barman and also a humble man. Bobby explained his other innovative initiatives at the Village. After that, Bobby encouraged me to join Walkers Tours/John Keells Group. He predicted that this group would become the largest and greatest hotel operator in Sri Lanka. Bobby’s prediction was correct.

During the tour, I also met a coach load of young hotel executives, supervisors and front office employees of different hotels. With these interactions, I better understood different cultures of hotel companies. For example, through Yasmine Vitol, a young and bubbly lady working at the front desk of Hotel Palm Gardens, I learnt a lot on how Confifi group of hotels operated. Both of us sat in the front seat next to the driver throughout the tour and we became friends. We stayed in touch for some time after that tour.

An Offer from Walkers Tours

The day after the trip when I returned to the Coral Gardens Hotel, Captain D. A Wickramasinghe (Captain Wicks), called me. He was the gentleman I had met a couple of times with his wife and their beautiful teenage daughter. He said that, “I now work at the corporate office of John Keells/Walkers Tours Group, and I need to meet with you to discuss something very important.” We met the next day. He explained that Walkers Tours had taken over the Hotel Ceysands management from the owners – Ceylinco Group. The original hotel manager (a gentleman with a Navy background) now reported to Captain Wicks who functioned as the General Manager of Ceysands. He was operating from head office with weekly visits to the hotel.

Captain Wicks said that he hired a good Executive Chef – Terrence Hopman (Hoppy) who had gained some valuable experience as the Senior Executive Chef for the Non-Aligned Summit of heads of State and Government in 1976. I said, “I know Hoppy well. He was two years my senior at the Ceylon Hotel School. What do you want from me?” He offered me the post of Food & Beverage Manager and Executive Chef with an impressive package and a 40% increase of my current salary at the Coral Gardens Hotel.

It was a good offer, but I was confused. “Why do you need two Executive Chefs?” I asked him. He then explained that Hoppy was having some serious back pains resulting from a past injury and needed six months to fully recover. “When Hoppy returns, I will reshuffle the duties of the management team of seven professionals, in consultation with the team”, he said. After a pause, Captain Wicks said, “Chandana, we are expecting 100% occupancy from November 1 for six months. We need a good professional like you to join us at least by October 1, to organize the kitchen, restaurant and bars within a month.”

As I deliberately did not show an overly enthusiastic reaction, he continued, “Walkers Tours plan to re-open Ceysands with a bang, but the Hotel Manager and I do not have any knowledge about food and beverage management. Please join our team. You will report to me directly. Your future will be very bright with the John Keells Group.” Captain Wicks continued trying to convince me. “Let me think about it. I will give you a final word within two days.” I ended the discussion keeping my options open.

Compared to Major Siri Samarakoon, the Manager of Coral Gardens Hotel, Captain Wicks appeared to be a much gentler and refined executive. I did some inquiries and found that Captain Wicks underwent his military officer training for two years at the Royal Military Academy Sandhurst in the UK before being commissioned. His batch mates in Sandhurst included the Crown Prince of Jordan (who later became King Hussein I). Captain Wicks was a good sportsman and had represented Sandhurst in tennis. During his military career he had worked as the Adjutant to the previous Army Commander, Major General Richard Udugama. After leaving the army, Captain Wicks had worked for Yahala Group which owned five boutique hotels around Sri Lanka and later became the General Manager of one of the largest security companies in Sri Lanka.

Having done my research about my potential new superior, I went to meet Hoppy in Colombo. I did not want to accept his position without checking with my friend first. Hoppy was in a bad way. He said that I should accept the offer, as he was unsure as to how long it would take him to fully recover. He was happy that I had consulted him and further said that, “Captain Wicks is a good man. Since I became ill, he regularly visited me at home, even personally bringing my salary, home.”

The next day I signed my letter of appointment to join the largest group of companies in Sri Lanka – John Keells. I gave a month notice to Major, who wished me luck, but did not ask any questions. I felt sad to leave Coral Gardens where I learnt the ropes of management, but at the same time felt happy with the new offer and future career opportunities. I had an eventful two years in Hikkaduwa where I learnt the good, the bad and the ugly of hotel management.

Evolvement of Coral Gardens

A few years after my departure, the owning company of Coral Gardens decided to change the hotel and its management, after a series of unusual and alarming episodes. I heard that Major Siri Samarakoon eventually met his Waterloo there. Malin Hapugoda (Hapu) was promoted as the Director/General Manager of Coral Gardens in addition to his duties managing its two sister hotels.

By early 1980s, all the old buildings of Coral Gardens Hotel were demolished to build a brand new four-star 150-room hotel designed by a French company. Hapu handled the new hotel project and offered me the post of Hotel Opening Manager for the new hotel which opened in 1985. Around the same time, I was offered the post of General Manager of the two largest hotels of the John Keells Group – The Lodge and the Village Habarana, which I accepted instead.

The uniquely vibrant (Coral Gardens) hotel continues its glory today. After recent refurbishing done by John Keells Group it was rebranded as Hikka Tranz by Cinnamon. This hotel is standing tall as a remarkable landmark of the Sri Lankan hospitality after decades of challenges, changes and rebranding. The location chosen hundred years ago for a small rest house in the Ceylon continues to be unique.

I am reminded of one of the most famous quotes to come out of the business world that was proclaimed by the Founder of the Hilton Hotel Corporation, Conrad Hilton. “The key to success is: Location, Location, Location”. Although at times, the local fishermen and beach boys were somewhat intrusive, the location of Coral Gardens Hotel/Hikka Tranz by Cinnamon, protected by the famous coral reef is breath-takingly beautiful.

Arriving at Ceysands

During my short ride from Coral Gardens to Hotel Ceysands, I was happy to pass my previous work place where I lived for a year – Bentota Beach Hotel. Passing the bridge over River Bentota was somewhat nostalgic for me. Many a times I had walked on the beach from a rocky point at the end of Bentota right to the river mouth, passing many hotels, notably Bentota Beach and Ceysands.

Situated between the Indian Ocean and the Bentota River, Hotel Ceysands always had a special appeal. All guests, employees, food and beverages and all other hotel supplies had to be taken by boat from the land-side bank to the sea-side bank of the river. This posed a logistical challenge and a costly operation. The apartment first aassigned to me was on the employee side of the hotel.

After I placed my belongings there, I was taken to the guest-side of the hotel in a boat operated by an ex-Navy man. “I am Mendis, Sir. I am in charge of the 12 Ceysands boats, all boatmen as well as the boat maintenance staff whom I recruited from the Navy – mainly Petty Officer who served under me” he said. Later I realized that he was one of the seven executives of the hotel.

Mendis took the boat alongside a bigger boat with the Ceysands logo. “That’s the pride of my fleet – Ceysands Pontoon which can carry 60 tourists for evening serenades on the river with music, dancing and a lot of booze!” Mendis explained. When reaching the hotel, he gradually slowed the boat to avoid bumping the pier hard. After a smooth docking he told me, “Both of us have the two apartments on the land side. As the only executives on that side of the river, we are expected to keep an eye on the staff quarters to ensure strict discipline and timely operation of the staff canteen” he said.

“Another expectation was to support the guards at the security post who ensure that no locals enter the hotel premises” Mendis continued. “Here we go again, Chandana! Action follows you!” I thought for myself, while learning the safest way to get off the boat during low tide. With his back injury, I realized how difficult it would have been for Hoppy to get in and out of boats twice daily during low tide.

“Welcome to Hotel Ceysands!” I was warmly greeted by Captain Wicks. He then Introduced me to Alan Silva who was the Hotel Manager. After serving the Navy, Alan had gained some experience in security management at Ceylinco, the owners of Hotel Ceysands. He was relatively new to hotel management. He was a pleasant and friendly gentleman. After a brief chat and some tea, Captain Wicks said, “OK, Chandana, let me show you around and hand over your departments. You have a totally free hand to re-organize your departments as you wish within a month.” “Yes, Captain. Let’s go!” I joined him for the quick introductory round.

Captain Wicks ushered me around and showed me the kitchen, restaurant, three bars, cellar and stores, meanwhile introducing the senior supervisors. He was polite to the employees but did not speak very much with them. I felt that he was well-respected by the team. I was excited to take charge and run these departments as soon as possible after our quick round. I realized that I would have a very busy month prior to the arrival of the first group of tourists on November 1, 1977, when Ceysands re-opened under the new management of Walkers Tours.



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How many more must die before Sri Lanka fixes its killer roads?

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Kotmale bus accident

On the morning of May 11, 2025, the quiet hills of Ramboda were pierced by the wails of sirens and the cries of survivors. A Sri Lanka Transport Board (SLTB) bus, en route from Kataragama to Kurunegala via Nuwara Eliya, veered off the winding road and plunged down a deep precipice in the Garandiella area. At least 23 people lost their lives and more than 35 were injured—some critically.

The nation mourned. But this wasn’t merely an isolated accident. It was a brutal reminder of Sri Lanka’s long-standing and worsening road safety crisis––one where the poor pay the highest price, and systemic neglect continues to endanger thousands every day.

A national epidemic

According to the Central Bank of Sri Lanka’s 2023 Road Safety Report, buses and other passenger vehicles are involved in 60% of fatalities while motorcycles account for 35% of reported accidents. Though three-wheelers are often criticised in the media, they contribute to only 12% of all accidents. The focus, however, remains disproportionately on smaller vehicles—ignoring the real danger posed by larger, state-run and private buses.

The Ramboda incident reflects what transport experts and road safety advocates have long warned about: that Sri Lanka’s road accident problem is not primarily about vehicle type, but about systemic failure. And the victims—more often than not—are those who rely on public transport because they have no other choice.

One of the biggest contributors to the frequency and severity of road accidents is Sri Lanka’s crumbling infrastructure. A 2023 report by the Sri Lanka Road Development Authority (SLRDA) noted that nearly 40% of the country’s road network is in poor or very poor condition. In rural and hilly areas, this figure is likely higher. Potholes, broken shoulders, eroded markings, and inadequate lighting are all too common. In mountainous terrain like Ramboda, these conditions can be fatal.

Even worse, since 2015, road development has effectively stagnated. Although the Mahinda Rajapaksa administration was often criticised for its ambitious infrastructure drive, it left behind a network of wide, well-lit highways and urban improvements. The subsequent administrations not only failed to continue this momentum, but actively reversed course in some instances—most notably, with the cancellation of the Light Rail Transit (LRT) project in Colombo, which had been poised to modernise urban mobility and reduce congestion.

Instead of scaling up, Sri Lanka scaled down. Maintenance budgets were slashed, long-term projects shelved, and development planning took a back seat to short-term political calculations. Roads deteriorated, traffic congestion worsened, and safety standards eroded.

Dangerous drivers

Infrastructure is only part of the story. Human behaviour plays a significant role too—and Sri Lanka’s roads often mirror the lawlessness that prevails off them.

A 2022 survey by the Sri Lanka Road Safety Council revealed alarming patterns in driver behaviour: 45% of accidents involved drivers under the influence of alcohol or drugs, and 40% were attributed to speeding. These figures reflect not just recklessness, but a dangerous culture of impunity.

The legal blood alcohol limit for drivers in Sri Lanka is 0.08%, but enforcement remains lax, particularly in rural areas and during off-peak hours. There is no consistent system of random breath testing, and police checkpoints are often limited to high-profile holidays or urban areas.

The same lack of enforcement applies to speeding, tailgating, overtaking on blind corners, and ignoring traffic signals. While the law technically provides for penalties, in practice, enforcement is selective at best. Even SLTB bus drivers—tasked with transporting hundreds daily—are known for aggressive and erratic driving. The Ramboda bus is reported to have been speeding on a dangerously narrow bend, a pattern that has become disturbingly common.

Public buses, both state-run and private, are some of the most dangerous vehicles on the road today—not just due to their size, but because of operational cultures that prioritise speed over safety. Competition for passengers, poor driver training, minimal vehicle maintenance, and weak regulatory oversight have created a deadly combination.

Do they not deserve better?

Most people who travel in SLTB buses are from lower-income backgrounds. They rely on public transportation not by choice, but by necessity. A factory worker in Nuwara Eliya, a schoolteacher in Bandarawela, or a daily wage earner commuting between towns—all are bound to a public transport system that is increasingly unreliable and unsafe.

Sri Lanka’s social contract has failed its most vulnerable. The poor are expected to brave substandard buses on crumbling roads, driven by underpaid and undertrained drivers, often in hazardous weather and terrain. In many rural areas, buses are lifelines. When one crashes, it is not merely a tragedy—it’s a profound injustice.

Had the LRT system gone forward, had road maintenance been prioritised, had reckless drivers been reined in through strict enforcement, how many lives could have been saved?

Experts agree that the solution lies in a combination of infrastructure investment, driver education, and law enforcement reform. The Sri Lanka Road Safety Council has repeatedly called for mandatory road safety training, particularly for commercial drivers. Such training should cover not just traffic laws, but also defensive driving, fatigue management, and the dangers of DUI.

Enforcement, too, needs a dramatic overhaul. License suspensions, large fines, and jail time for repeat offenders must become the norm—not the exception. A centralised traffic violation database could prevent habitual offenders from slipping through the cracks.

And critically, investment in infrastructure must resume—not in flashy mega-projects for political gain, but in safe, functional, and equitable roads and transit systems. The re-introduction of the LRT or similar mass transit projects should be seriously reconsidered, especially in urban centers where congestion is growing and road space is limited.

The misunderstood three-wheeler

On the other hand, while three-wheelers are frequently vilified in public discourse and media narratives for reckless driving, the data tells a different story. According to the Central Bank’s 2023 Road Safety Report, they account for just 12% of all road accidents—a fraction compared to the 60% involving buses and other passenger vehicles, and the 35% attributed to motorcycles. Yet, disproportionate attention continues to be directed at three-wheelers, conveniently shifting focus away from the far greater risks posed by large, state-run and private buses.

What often goes unacknowledged is the essential role three-wheelers play in Sri Lanka’s transport ecosystem, particularly in remote and rural areas where reliable public transport is virtually nonexistent. For residents of small towns and isolated villages in the hill country, three-wheelers are not a luxury—they are a necessity. Affordable, nimble, and capable of navigating narrow, winding roads where buses cannot operate, these vehicles have become the primary mode of short-distance travel for countless Sri Lankans.

Even more importantly, in the aftermath of road accidents—especially in remote regions like Ramboda—it is often the three-wheeler drivers who are the first to respond. When tragedy strikes, they ferry the injured to hospitals, assist with rescue efforts, and offer immediate aid long before official emergency services arrive. This community-centered, grassroots role is rarely acknowledged in national conversations about road safety, yet it remains a vital, life-saving contribution.

Rather than treating three-wheelers as a problem to be blamed, the government should recognise their indispensable value and work towards integrating them more effectively and safely into the national transport framework. Regularising the sector through measures such as mandatory driver training programmes, periodic vehicle safety checks, and the enforcement of standardised operating licenses could improve safety without displacing an essential service. Additionally, designating official three-wheeler stands, particularly in high-risk or high-traffic areas, and incentivising drivers who maintain clean safety records would help create a safer, more accountable environment for both passengers and pedestrians.

Moving beyond the blame game

It is time for us to move beyond the tired narrative that blames specific vehicles—motorcycles, three-wheelers, or buses—for the carnage on Sri Lanka’s roads. The problem is not the mode of transport. It is the system that surrounds it.

When buses are poorly maintained, roads are not repaired, drivers are not trained, and laws are not enforced, tragedy becomes inevitable. Blaming a single vehicle type does nothing to address these root causes.

The real question is: Do we have the political will to fix this? Or will Sri Lanka continue to count the dead—accident after accident—while doing little more than issuing condolences?

The Ramboda accident was not the first. It won’t be the last. But it should be the turning point.Let this be the moment we stop pointing fingers—and start fixing the road.

(The writer is an Attorney-at-Law with over a decade of experience specializing in civil law, a former Board Member of the Office of Missing Persons, and a former Legal Director of the Central Cultural Fund. He holds an LLM in International Business Law and resides in Battaramulla, where he experiences the daily challenges of commuting to Hulftsdorp, providing him with a unique perspective on Sri Lanka’s road safety issues.)

By Sampath Perera

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J’accuse – Need for streamlined investigation of corruption in former President’s office

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 Though the government is moving more slowly on corruption than I would have liked, it is moving, which is more than can be said for its predecessors. I remember how sad I was when Yahapalanaya did very little, except for political advantage, about the corruption it had highlighted in the election campaign in which I had so foolishly joined; but the reason became clear with the bond scam, when the Ranil Wickremesinghe administration rose to heights of corruption that surpassed, in convoluted ingenuity, anything the Mahinda Rajapaksa government could have achieved. Thus far the present government is clean, and that will make its task much easier.

I hope then that the slow but steady progress of this government in investigation will bear fruit. But at the same time, I think it would also be good if it looked at instances when corruption was avoided. The horrors of the visa scam, in which the Controller General of Immigration seems to have connived with his political masters, suggest how important it is to also praise those civil servants who resist pressures.

With regard to the visa scam, I had thought Tiran Alles largely responsible, but perhaps I have done the man an injustice – if that were conceivable – and the fountainhead of the matter was the President. I now think this the more likely, having heard about a Civil Servant who did stand up against the political pressures brought upon him. If this government were to look into the matter, and recognise his integrity and courage, perhaps that would prompt the former Controller General of Immigration and Emigration too to come clean and turn Crown Witness, having accepted a compounded penalty for anything he might have done wrong.

It can be difficult to resist pressure. That must be understood though it is no reason to excuse such conduct. But it is therefore more essential to praise the virtuous, such as the former Secretary to the Ministry of Health, Dr Palitha Mahipala. I had heard of him earlier, and I am sorry he was removed, though I have also heard good things about his successor, so there is no reason to bring him back. But perhaps he could be entrusted with greater responsibilities, and awarded some sort of honour in encouragement of those with courage.

One of the notable things Dr Mahipala did was to resist pressure brought upon him to award a contract to Francis Maude, a British crony of the President. This was to design a supply chain management for pharmaceuticals. A system for this was already being designed by the Asian Development Bank, but when told about this the authorities had nevertheless insisted.

The then Secretary to the Prime Minister cannot absolve himself of the responsibility for having asked the Ministry of Health to prepare a stunningly expensive MoU that was quite unnecessary.

But his claim was that he had been introduced to the Britisher by a top aide of the President. This rings true for it was the President who first wished Maude upon the country. It was after all Ranil Wickremesinghe who, a year after he became President, announced that, to boost state revenue, Maude had been invited ‘to visit Sri Lanka and share his insights on sectoral reform’.

When he became a Minister under David Cameron, Maude’s responsibilities included ‘public service efficiency and transparency’. There seems to have been nothing about revenue generation, though the President’s statement claimed that ‘Sri Lanka must explore new avenues for increasing income tax revenues…He expressed concern over not only the neglect of public revenue but also the unrestricted spending of public funds on non-beneficial activities’.

He ‘called for an extensive media campaign to educate the public’ but this did not happen, doubtless because transparency went by the board, in his antics, including the demand, whoever prompted it, that Maude be to do something already done. Surely, this comes under the heading of unrestricted spending of public funds on non-beneficial activities, and it is difficult to believe that top government officials connived at promoting this while Ranil would have expressed concern had he known what they were up to.

Nothing further is recorded of Ranil’s original trumpeting of Maude’s virtues, and far from being there to provide advice on the basis of his experience in government, he seems to have been trawling for business for the firm he had set up on leaving politics, for it was with that private agency that the MoU was urged.

Thankfully, Dr Mahipala resisted pressure, and that plot came to nothing. But it should not be forgotten, and the government would do well to question those responsible for what happened, after speaking to Dr Mahipala and looking at the file.

Indeed, given the amount of corruption that can be traced to the President’s Office, it would make sense for the government to institute a Commission of Inquiry to look into what happened in that period of intensive corruption. It should be subject to judicial appeal, but I have no doubt that incisive questioning of those who ran that place would lead to enough information to institute prosecutions, and financial recompense for the abuses that occurred.

by Prof. Rajiva Wijesinha

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Trump’s Press Secretary; no attention to the health crisis

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In her Cry on 25 April, Cassandra wrote this in her section on Trump’s moves to Make America Great Again – MAGA. “The latest was heard on BBC news on Wednesday 16. A fluff of a blonde White House press secretary by name of Karoline Leavitt announces that President Trump expects Harvard University to apologise to him for the continuing tolerance of anti-Semitism by the university. And that little blonde fluff adds ‘And they should.’  Didn’t Cass guffaw, but bitterly.  That’s Trump vs Harvard.”

Karoline Leavitt

This young blonde has been making waves ever since, so much so that night shows in the US have spoken of her, and not well. Jimmy Kimmel arranged a dialogue between Karoline and Mark Carney, PM of Canada, when he recently visited the US. She insulted him by saying he did not know what democracy was and that Canada would benefit by becoming the 51st of the US. Carney vowed Canada was not for sale and never would be. The interview which was described in a video which I watched got hotter, Carney became cooler and Karoline rattled until she shot up and left the room. The usually noisy crowd that collects to listen to Kimmel roared – disdain.

Cass had to ferret more about her, so she went to the Internet.  Born in 1997, Karoline Leavitt studied politics and communication at Saint Anselm College, which she entered on a games scholarship. She interned in the White House as an apprentice press secretary and was named a press secretary in Trump‘s first term. After Trump’s loss in 2020, she became a communications director for New York. She was the Republican candidate in the US House of Reps election for New Hampshire in 2022 but lost. She was much in Trump’s campaign against Biden’s winning and then served as a spokeswoman for MAGA Inc. In November 2024, Trump named her his White House Press Secretary, the youngest to hold this post in US history. All this seems to have gone to her blonde head!

Mosquitoes making life hell in Colombo

These pests are breeding like mad in and around Colombo and other parts of the country too. We can be tolerant of nature and its creatures, but the mosquito now is deadly. She passes on the dreaded diseases of chikungunya and dengue; the former debilitating for months after the grueling ache in bones is abated as the infection recedes. Dengue can be fatal if one’s platelet count goes below the red line.

The crux of the near pandemic of these two diseases is that infection and prevalence of the two could be greatly reduced by control of the carrier of the infection – The Mosquito. And on whom rests the responsibility of controlling the breeding of mosquitoes? On You and Me.  But both of these entities are often careless, and totally non-caring about keeping their premises clean and of course eliminating all breeding spots for flying pests. Does the responsibility end there? Not upon your life! The buck moves on and lands on the public health inspectors, the garbage removers, the fumigators. Their boss who sees to them working properly is the Medical Officer of Health. And he is part of the Colombo Municipal Council that has the responsibility of looking to the health of people within the MC.

The spread of the two diseases mentioned is proof that the above persons and establishments are NOT doing the work they should be doing.

It is a proven fact that just before a change in personnel in the country, or a MC or a Pradeshiya Sabha, with a general election or local government election in the near future, most work stops in government offices or in local government establishments as the case may be.  Workers get the disease of ennui; do minimum work until new bosses take over.

This definitely has happened in Colombo.   Cass lives in Colombo 3. Quite frequent fumigation stopped some time ago. About two weeks ago she heard the process and smelled the fumes. Then nothing and mosquitoes breeding with the infrequent rain and no repellents or cleaning of premises. She phoned the MOH’s office on Thursday last week. Was promised fumigation. Nothing.

We are in a serious situation but no Municipal Council action. Politics is to blame here too. The SJB is trying to grab control of the Colombo MC and people are falling prey to the two diseases. All politicians shout it’s all for the people they enter politics, etc. The NPP has definitely shown concern for the public and have at least to a large extent eliminated corruption in public life. They have a woman candidate for Mayor who sure seems to be able to do a very good job. Her concern seems to be the people. But no. A power struggle goes on and its root cause: selfishness and non-caring of the good of the people.  And for more than a week, the personnel from the MOH are looking on as more people suffer due to dirty surroundings.

Garbage is collected from her area on Tuesdays and Saturdays with paper, etc., on Thursdays. Tuesday 13 was a holiday but garbage was put out for collection. Not done. At noon, she phoned a supervisor of the cleaning company concerned only to ask whether the workers had a day off. Garbage was removed almost immediately. That is concern, efficiency and serving the public.

As Cass said, Colombo is in near crisis with two mosquito borne diseases mowing down people drastically. And nothing is being done by the officers who are given the responsibility of seeing to the cleanliness of the city and its suburbs.

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