Features
Managing the Ministry of Planning and Economic Affairs – some anecdotes
LSSP not happy about former party man H.A. de S. Gunasekera being too powerful
By Leelananda de Silva
As senior assistant secretary, the management of the ministry (of Planning and Economic Affairs under the prime minister) was my responsibility. Management of what is a small- sized ministry (in terms of staff) is not a heavy burden. There was not much personnel management, unlike in ministries like education or health. The tasks were largely to do with the reshaping of the ministry, and its expansion to the districts.
It is my estimate that administration did not take more than five percent of my time. Although this work was not a heavy claim on my time, the responsibility for administration puts one in touch with almost everybody in the ministry and it gives you much more influence than it would have been if I was only the Director of Economic Affairs.
H.A.de.S (Gunasekara), the permanent secretary, was not interested or engaged in administrative matters, and he left me to get on with it. Instead of describing the repetitive tasks in administration which I had to deal with over seven years, I would confine myself to narrating a few of the more important of the tasks that I had to undertake. I shall also describe very briefly in this chapter several matters which I attended to as Director of Economic Affairs which appeared to be more administrative than substantive.
The Economic Affairs Division had taken over a rag bag of tasks which were undertaken by the now defunct private sector affairs division. Let me at this point describe the politics of the Ministry which also involved its reorganization. Under the previous government, the Ministry was known as the Ministry of Planning and Economic Affairs. When Mrs. Bandaranaike’s government came into power, the name of the Ministry was changed to Ministry of Planning and Employment. The idea was to stress the significance of the employment factor, as the new government had promised to create employment and that had to be highlighted in terms of ministry organization.
The internal ministry structure remained virtually the same as under the previous government, apart from adding a new division called the employment division. Mrs. Bandaranaike’s was a coalition government, and one coalition partner, the LSSP was not happy with Prof. H.A.de.S Gunasekara. They were anxious to curtail his authority and power. In 1973, they pressed for the Department of Plan Implementation to be taken out of the ministry and created as a separate ministry under another ministry secretary. It remained under the Prime Minister.
The objective was to curtail H.A.de.S’s powers. There was also pressure to move the External Resources Division to the Ministry of Finance, but that was firmly ruled out by the Prime Minister. When these changes occurred in 1973, the Ministry was once again renamed MY/P&EA. H.A.de.S felt very unhappy at this time and he left on some official mission leaving Dr. Ananada Meegama who was acting secretary and me to sort out the ministry reorganization and on which we worked with M.D.D. Peiris, Secretary to the Prime Minister.
An interesting task in administration was to oversee the expansion of the Ministry to the districts. H.A.de.S was anxious to establish a district planning mechanism, so that planning can be taken down to the district level. He was critical of earlier arrangements which, in his view, made the Planning Ministry look as if it was more connected with foreign bodies, than with domestic institutions and affairs. The decision was taken to establish district planning offices with a planning officer in charge, so that district level resources can be better utilized through establishment of a logical system of priorities for public expenditures.
One of the first questions that arose was whereto locate the district planning offices. There were those who argued that it should be an autonomous unit in the district. I argued for its location within the kachcheri and under the government agent. I had worked in kachcheries and I thought that it would be more effective if it was located there. There was the prospect that it could be the unit servicing district coordinating committees, making these bodies more effective.
H.A.de.S and the Prime Minister agreed with this arrangement and they were located in kachcheries. Financial provision was made to have new building space in the kachcheries. I prepared the cabinet paper on this subject. I lost touch with developments after 1977, when district administration became more political. However, a district planning mechanism would not be out of place whatever the system of provincial and district administration. The setting up of district planning offices constituted a major change in the system of district administration. I am very pleased to have been associated with this change.
With the setting up of district planning offices, and the expansion of the regional development division in particular, there was the need for more planning staff. I managed the process of recruiting about 50 planning officers over the period I was there. When these posts were advertised, there were a large number of applicants and we had to have at least three levels of interviewing these applicants. First we had a preliminary interview and weeded out about 80 to 90 percent of applicants. Then there was a second interview and the number was reduced to about thrice the number of potential recruits.
At this final interview, it was H.A.de.S who presided and I was there. I avoided sitting on the other interview boards as I was busy with my other tasks. Fortunately, we were able to get senor public servants from other ministries to sit on these boards. Through this expansion of numbers of planning officers, we were taking the first steps in creating a Planning Service.
When the Planning Service was being expanded, there emerged the need for two types of planning officers. Those going to the districts and working in regional planning, could manage with a basic level of English. The other divisions in the Ministry like external resources and economic affairs, with a heavy external orientation required officers who were competent in English. This created a problem in recruitment.
At this time, local universities could not supply sufficient graduates with a knowledge of English as required, specially in economics. So it was decided to recruit officers on a temporary basis on contract, at planning officer and assistant director levels. The Cabinet approved our proposal and through this process we were able to obtain the services of several highly qualified persons.
I remember that one of these recruits was Pat Alailima, originally from Sri Lanka and later living and working in Western Samoa. Mike Priestly, who was UNDP resident representative in Colombo knew her from his days in Western Samoa and it was he who suggested to me that she was highly competent. Pat Alailima went on to higher things later on, becoming director general of planning. It is sad that she died immediately after retirement.
Among others we recruited were Senaka Abeyratna (later a leading figure in culture and the arts), Naren Chitty (now a professor of media and communications at Macquarie University in Australia) and Sanjiva Senanayaka, later to be International Finance Corporation country director in Colombo. We also brought in one or two from the universities. Chandra Rodrigo was one of them, and she was later to be Professor of Economics at the University in Colombo. It was an enriching experience for her as well as for the Ministry. There was also Indrani Sri Chandrasekara who had worked earlier in the Central Bank.
The Census and Statistics Department, National Film Corporation (NFC), Water Resources Board and the Export Promotion Secretariat came under the Ministry, and I had to deal with whatever tasks that arose at the ministry level regarding these bodies. Three or four times I acted briefly as the Director of Census and Statistics. The Director at the time was L.B. Rajakaruna, a senior administrative service officer.
I had a difficult relationship with him. When he reached the age of 55, we suggested to the Ministry of Public Administration to transfer him as there was no prospect for him to obtain an extension from our Ministry. L.N. Perera was deputy in the department and he was a highly qualified statistician but the post of Director was scheduled as an administrative service post. In a very rare intervention, Mrs. Bandaranaike suggested that this post should go to L.N.Perera who was deputy director. So he was appointed, and Mrs. Bandaranaike’s intervention was certainly in the right direction. After all these years, we now had a specialized statistician as the head of the department.
The Chairman of the National Film Corporation was L. Piyasena, a confidante of the Prime Minister, and father in law of Gamini Dissanayaka. He was a kind and courteous gentleman. The general manager was D.B. Nihalsingha, who was later to be a leading personality in the film world. On the NFC board, there was always a lawyer or someone with a legal background. Wickrama Weerasooria was there at one stage.
Sometime in 1974, there was a vacancy for the legal slot on the board. I was attending a wedding at the GOH in Colombo and was seated next to G.L Peiris, then a young lecturer in law at the university (he was later to be Professor of law, Vice Chancellor, and important political personality). I asked him whether he was interested in being considered for a place on the board of the NFC. He said he was interested and he came to see me the next day in office, and I took him to H.A.de.S, and later, we recommended his appointment to the Prime Minister. He had a long tenure on the board and he tells me whenever I meet him that his interest in a public and political career originated with his experience on the board of the NFC.
The Chairman of the Water Resources Board (WRB) was the former Chief Justice, Hema Basnayake. Mr. Basnayake was interested in the rehabilitation of ancient irrigation works in the country and he had requested the Prime Minister for this job, in his retirement. The reason for locating the WRB in the Planning Ministry was that Mr. Basnayake was not prepared to serve under any minister, other than the Prime Minister. As chairman, he never came to see the permanent secretary of the ministry. He saw the Prime Minister on rare occasions.
Whenever there was any work relating to the WRB, H.A.de.S suggested to me that I should go and meet him at his office, taking into consideration his previous position in public life. I did see him from time to time and he was very courteous to me. He was deeply concerned with the rehabilitation of minor irrigation works in the dry zone. When he got to know that I had dealt with minor irrigation works years ago in Anuradhapura, he was happy to have more extended discussions with me. The Ministry of Irrigation did not want to hear much about this board.
(To be continued next week)
(Excerpted from the Long Littleness of Life an autobiography. The writer had an 18-year public service career serving as Senior Assistant Secretary and Director of Economic Affairs of the Ministry of Planning and Economic Affair in the 1970s working closely with Prime Minister Sirima Bandaranaike. He thereafter had an international career as Resident Representative of the Third World Forum in Geneva from 1980-2013 and thereafter serving as a senior international consultant for many UN and non-UN agencies.)
Features
New mediation law for smarter dispute resolution of civil and commercial disputes – I
The Mediation (Civil and Commercial Disputes) Bill was passed by the Parliament on Thursday, June 11, 2026. Harshana Nanayakkara, Minister of Justice and National Integration, introduced the Bill, and explained its provisions and value for Sri Lanka and global developments in the use of mediation. Encouragingly, it was passed unanimously.
Sri Lanka’s commitment to provide legislative support for the use of mediation is timely and most welcome. Given that the backlog of cases pending before courts is over a staggering 1.1 million, it is clear that Sri Lanka is yet another country that remains challenged to find responses to make dispute resolution more efficient. The impact of laws delays is serious and damaging not only to the disputants personally, but also for businesses and the economic development of the country. The delays in concluding cases impacts the economy adversely, both directly and indirectly, but are often seen only as an access to Justice concern. This is unfortunate. In many jurisdictions across the globe, alternative dispute resolution processes (ADR), such as mediation, have been introduced to alleviate laws delays. While Sri Lanka enacted legislation (1988) to provide for mediation in respect of minor community disputes of a low monetary threshold, the enactment of the new law heralds a commitment to provide for the recognition of a disciplined regime for its use for higher value civil and commercial disputes.
The new law provides for the recognition of mediation as a dispute resolution option that can be voluntarily selected by parties, and for a governance regime to ensure that mediations are conducted in compliance with certain standards which are globally accepted. It provides statutory recognition to the principle that a mediated settlement agreement that has been signed by the disputants, is valid in law. It does not provide for any management control by government or establish entities. In addition to the voluntary reference by parties, a court can also refer a dispute in an action before it, to mediation, at its discretion, after considering all circumstances and if considered appropriate. The voluntary nature of the process is not affected because, while the court can refer the dispute to mediation and the parties must then engage in the mediation, there is no compulsion for the parties to settle against their will.
The law sets out the obligations of Mediators, disputants and the Service Provider. Certain categories of disputes cannot be referred to mediation. These are disputes the settlement of which requires the inclusion of terms that can be given effect to, only on a decree of court, such as the termination of a marriage or a declaration of nullity of marriage or the adoption of a child or the partition of land to obtain rights in rem. A schedule sets out eleven (11) categories of actions that cannot be settled by mediation. However, matters relevant to such disputes may be mediated for the purpose of submitting terms of settlement to court for consideration of incorporation in a judgement, decree or order in compliance with applicable law.
The new law also provides that in a mediation, certain key principles of the process must be complied with. These include the confidentiality and the without prejudice rule in respect of matters discussed at the mediation; the rule that Mediators must be neutral and impartial; the party centric nature of the process that provides primacy to the wishes of the disputants including that it is they that determine the outcome and that a settlement is reached only if all disputants agree to the terms; the noncoercive role of the mediator whose duty is to facilitate and manage the process using mediation specific skills and techniques, but is debarred from imposing a decision. Although a settlement agreement is valid in law, provision is included to obtain a decree of court, based on the terms of the settlement. A mediated settlement agreement can be set aside on an application made to court, on specific limited grounds which are provided for, including that it is offensive to the public policy of the country. If the parties are unable to agree on a settlement, a certificate of non-settlement is issued. The provisions of the law are based on international best practices and principles articulated in the 1988 UN Mediation Convention (the Singapore Convention) and the UNCITRAL model law.
The popularity of mediation has grown for its value in being time efficient, cost effective and party centric. Parties have control over the outcome and have the space to discuss their concerns, fears and interests and need never agree to settle unless fully satisfied that settlement terms address their interests. Disputants are free to walk out of a mediation process at any time, if dissatisfied with the progress. The discussions are confidential and a valuable feature is that the process offers an opportunity to reduce acrimony which is prevalent in most disputes, and to restore fractured relationships which is very important in family and business related disputes. This benefit and the prospects for governments to reduce the cost of the administration of justice, by using mediation, is articulated in the preamble to the 2018 UN Convention on International Settlement Agreements Resulting from Mediation (2018) which states that the use of mediation results in significant benefits.
Pursuant to the interest generated within the country regarding the value of using Mediation for commercial dispute resolution, and heralding what we like to see as the initial steps of a Mediation boom in the country, several positive advancements have taken place –
* Parties have opted to include mediation in the dispute resolution clause in contracts;
* Given that mediating disputes requires very specialised techniques and skills, many professionals, including predominantly Lawyers, have engaged in training programmes offered by international training bodies that offer accreditation;
* Trained Mediators are engaged in an effort to form themselves as a professional Organisation;
* Mediation Advocacy training programmes have been held to train Lawyers on their niche role in the mediation process. That role is distinctly different to that of a court Lawyer who’s obligations are centred on an adversarial approach where the dispute is adjudicated in terms of the law alone. Hence lawyers need training to be useful within a non-adversarial process which is party centric and has a focus on reaching a settlement, based on the interests of disputants.
* Sri Lanka enacted the Recognition and Enforcement of International Mediated Settlement Agreements Act No. 5 of 2024 (the UN Mediation Convention Act) and ratified the Convention becoming the 14th country to do so. Sri Lanka will be seen as an investor friendly country in respect of dispute resolution where mediation is used, since it offers an enforcement regime which is recognised universally.
* The landmark determination of the Supreme Court (SC SD 22 of 2025) in the challenge by the Bar Association to the constitutionality of the Mediation (Civil and Commercial Disputes) Bill, found that none of the provisions of the Bill were unconstitutional and gave a judicial sign off to statutory provisions that seek to ensure that mediation services are provided in this country, in a disciplined manner in compliance with universally accepted standards.
* Perhaps, inspired by the statutory obligation imposed on judges to attempt pretrial settlement of disputes, in terms of the Small Claims Court Act and the Small Claims Court Procedure Act (both of 2022) and the Civil Procedure Code provisions on Pretrial Conference and Pretrial Orders, 125 District Judges were recently trained (with support from the ADB) in Mediation. The training provided a dual benefit – it provided training in skills that are required to settle disputes and equally importantly, provided a comprehensive understanding of how mediation will function when judges themselves refer disputes for settlement by private mediators.
* Trained Mediators are already conducting mediations with success.
* A not-for-profit guarantee company, the International ADR Centre – www.iadrc.lk ) was established in 2018 as a joint venture of the Ceylon Chamber of Commerce and the Institute for the Development of Commercial Law & Practice (ICLP) to promote ADR and is actively engaged in promoting mediation through training, disseminating information and creating awareness among stakeholders, including the business sector. In addition to the International ADR Centre, “Udecide” is a project that promotes training of mediators and other activities that enrich the mediation culture.
* Commercial Mediation has been included in the Masters level programme at the Colombo University;
* The Sri Lanka Law College offers a component on Mediation in the Post Attorney Diploma programme, which commenced recently.
The private sector was actively engaged in the drafting of the Mediation Bill under the leadership of the International ADR Centre, which held many stakeholder consultations to obtain feedback from those that were conversant with the subject. The Centre had previously assisted the government to draft the UN Mediation Convention Act (Act No. 5 of 2024).
Several international Organisations that previously provided for resolution of disputes by arbitration, have provided for institutional rules to provide mediation services. These include WIPO and the ICC. Specifically, in relation to Investor State dispute resolution (ISDR), the International Bar Association (IBA) adopted its Mediation Rules in 2012 and ICSID (of the World Bank group) adopted its Mediation Rules in 2022. UNCITRAL, which is currently working on reforming ISDR, promotes mediation, observing that the use of mediation could reduce the costs of ISDS and also preserve relationships between the investor and the State. UNCITRAL has formulated provisions on and Guidelines for, Mediation for investor state dispute resolution.
(To be continued)
by Dhara Wijayatilake
Attorney-at-Law; Former Secretary to the Ministry of Justice; Director and Secretary General of the International ADR Centre.
Features
A Testament to the Sri Lankan family
The passing of Dr. Devanesan Nesiah a few days ago brought back memories that spanned more than four decades. Devanesan signed the witness register at my marriage in 2002. It was a year of hope. The Ceasefire Agreement between the government and the LTTE had brought a respite from a war that had devastated the country for nearly two decades. The possibility of peace seemed real. It was fitting that Devanesan should be present on that occasion because his entire life was dedicated to building bridges across divides and seeking rational and humane solutions to conflict. He was a friend, mentor, and guide whose life embodied values that Sri Lanka, indeed the world, needs today.
In reflecting on Dr. Nesiah’s life, we need to be reminded that the forces that unite us as a people in Sri Lanka are stronger than those that divide us, and that the bonds of human affection can transcend even the deepest divisions of ethnicity, history and politics. I first met him in 1984. I had just had my very first newspaper article published in the Jaffna-based Saturday Review. The editor was Gamini Navaratne, a Sinhalese. This was a reminder that even during the darkest period of ethnic conflict, the bonds between communities remained strong. The article I had written was based on my encounters with the anti-Tamil violence of July 1983.
At that time, Dr Nesiah was the Government Agent of Jaffna. Tens of thousands of Tamil people who had fled violence in the south had been transported to the north by a government that had failed to protect them. He came up to me at an event, introduced himself, and told me that he liked what I had written. He also said that he would soon be leaving for Harvard University’s Kennedy School of Government and that we could meet there. Over the next three years, Devanesan and his wife Anita adopted me into their family. I used to visit them two or three times a week, not only to be given meals by Anita but to discuss matters with Devanesan. These included the academic papers and newspaper articles that were written. Later, Anita earned her PhD in religion and served on the boards of many civic organisations, including the National Peace Council.
Practical Solution
In 1992, we had both returned to work in Sri Lanka when Devanesan invited me to accompany him to Jaffna to celebrate the eightieth birthday of his father, K Nesiah, the distinguished educationist affectionately known as Professor Nesiah. The older Nesiah had been a leading member of the Jaffna Youth Congress. This remarkable movement championed complete independence from British rule, national unity, and the eradication of social inequalities based on caste and communal identity.
At a time when many feared that independence would lead to majoritarian domination, the leaders of the Youth Congress chose instead to place their faith in a shared Sri Lankan future. They believed that people from different communities could build a common nation while preserving their distinctive identities. So did Devanesan. This vision remains relevant today. It needs to be actualized.
The tragedy of Sri Lanka’s post-independence history is not that diversity exists. Diversity exists in every society. The tragedy is that we often allow diversity to become a source of fear, though we share many of the same values of family, hospitality, respect for elders and compassion towards others. During our visit to Jaffna in 1992, we met representatives of the LTTE administration, including Raheem. The discussion turned to the controversial issue of merging the Northern and Eastern Provinces. Dr Nesiah argued that if the merger could not be achieved due to political opposition, it might be more rational to seek greater powers for provincial councils instead. Raheem disagreed. Devanesan was interested in finding practical ways to achieve justice and coexistence. That was characteristic of him.
Devanesan Nesiah was a student of conflict and strategy. He became a doctoral student of Professor Thomas Schelling, who would later receive the Nobel Prize for his pioneering work on conflict and cooperation. Schelling’s insight was that even in the midst of conflict, there are usually common interests that adversaries share. Even adversaries locked in a struggle usually depend on each other for the outcome they each want. The challenge is to identify those common interests and build upon them. Conflict is not simply a contest between enemies. It is also a search for ways to coexist. Together as students and peace practitioners, we applied those theories to the Sri Lankan context to understand what was going on and to share that understanding with the Sri Lankan people.
Rational Empathy
Dr Nesiah spoke his mind, truth to power. He was a man of logic, rationality, and principle. His integrity came at a cost. His public service career experienced many ups and downs because he refused to accommodate irrational or corrupt demands. There were periods when he was sidelined into that administrative limbo known as the “pool” and assigned no substantive responsibilities for refusing to give in to political demands. Like the rest of his larger family, most notably the Hoole family of Jaffna, he would not abandon his principles. In 2018, to protest the action of President Maithripala Sirisena in sacking the then government he returned his Deshamanya Award (Pride of the Nation) national civil honourn which was soon thereafter overturned by the Supreme Court as being unconstitutional. His commitment was not to personal advancement, but to what he believed was right.
My wife Sumadhu recalls a story he told her. One day, while travelling on official duty, he told her how he had seen a thalagoya, a monitor lizard, trussed up and being taken away for slaughter. The sight of the creature’s suffering affected him deeply. He said he saw tears in its eyes and described the moment of awakening. From that day onwards, he gave up eating meat.
The story brings to mind the biblical story of the conversion of St Paul on the road to Damascus and the Buddhist exhortation, “May all living beings be well and happy.” But the deeper significance lies not in religious comparison. It lies in the awakening of empathy.
That was the essence of Dr Devanesan Nesiah’s worldview. The prejudices that society often imposes through ethnicity, religion, caste, or gender had little hold on him. He saw them as human constructs that often served to privilege some while excluding others. Such were his values that made him an extraordinary human being. Dr. Nesiah lived according to that understanding. He showed that integrity can survive amidst conflict. He reminded us that reason and compassion are not opposites but partners, that what unites us as Sri Lankans inhabiting our common island home has always been greater than what divides us, and we need to build our institutions accordingly.
I am proud that he was my friend. I am grateful that he was my mentor.
by Jehan Perera
Features
City of Dreams …Heartbeat of Colombo
If Colombo’s nightlife had a pulse, you’d find it 23 floors up, at Gatz, City of Dreams, Cinnamon Life.
The entertainment lounge has shed its old skin and stepped out supper-club style — think dim lights, clinking glasses, and live music that doesn’t ask you to choose between dinner and a show. You get both.
What’s more, at the new look Gatz the music never stops and it’s all happening seven nights a week … with live entertainment, and this is the scene, beat by beat:
Monday and Tuesday: Top Hats with Daniella/Naomi, from 7.00 pm onwards.

Sohan, Kamal Munasinghe (GM, Cinnamon Life) and Imran of
Funtime Entertainments
One of Colombo’s most sought-after bands is now a Monday-Tuesday ritual.
With a super repertoire, Top Hats can swing from lounge jazz to dancefloor fire. Big venues love them. Now Gatz gets to claim them.
Wednesday: Enroute with Gananath & Debbie – from 7.00 pm onwards.
Want New York at sunset? This is it. Gananath & Debbie transport you straight to the heady days of Frank Sinatra, Dean Martin, and Ray Charles …old-school cool, live and unfiltered.
Thursday to Sunday: Terry & the Big Spenders – from 8.00 pm onwards.

Terry & The Big Spenders
The crowd favourite. A super big band sound that owns the 70s, 80s and 90s.
If you’ve been waiting for horns, harmonies, and nostalgia with volume, Terry & the Big Spenders deliver it nightly. No wonder they’re a huge hit.
Gatz is now an entertainment lounge, in Supper Club style, with Happy Hour very day, from 6.00 pm to 8.00 pm because the night, they say, should start with a toast.
And, from July, weekends at the Gatz go global. Local and foreign guest stars will be around to entertain you. Gatz is certainly booking big.
Wow! That would be another exciting experience for those patronising the most talked about venue in town.
In charge of the new setup is our legendary entertainer/singer Sohan Weerasinghe, along with Imran of Funtime Entertainment.
The twosome, with invaluable assistance from the General Manager, Kamal Munasinghe, and the entire team at Cinnamon Life, have built Gatz into more than a venue. They have turned it into the “Heartbeat of the City.”
So come for happy hour. Stay for Terry’s horns, Sing-along with Enroute and Dance with Top Hats, all on the 23rd floor, and while Colombo sparkles below the bands will take you higher.
Remember, the heartbeat is loudest at Gatz.

Top Hats
-
News4 days agoCIABOC summons Yoshitha over his participation in British Navy training programme
-
News6 days agoLocal firms move millions of dollars overseas for phantom imports: Govt.
-
Midweek Review6 days agoJuly 09: An inexcusable overall security failure and exceptional contingency plan
-
Sports1 day agoTharanga set for high-profile javelin clash in Ostrava
-
News3 days agoCommonwealth lawyers urge Lanka to uphold rule of law
-
News6 days agoAI raises concerns over arrest of Sallay and rapper under PTA
-
Features2 days agoPolitics of protected species
-
News4 days agoJustice Minister responds to social media claims he represented Easter Sunday ringleader
