Features
THE HOTEL ATTACKED! – Part 29

CONFESSIONS OF A GLOBAL GYPSY
By Dr. Chandana (Chandi) Jayawardena DPhil
President – Chandi J. Associates Inc. Consulting, Canada
Founder & Administrator – Global Hospitality Forum
Beach and Tourists Back
The eventful off season for tourism ended by late October 1976. Around the same time, the sea erosion ended and sea became calm again. The Hotel Manager Muna and I, as the Assistant Manager and Executive Chef, led the Coral Gardens Hotel to be fully prepared to welcome guests for the 1976/1977 season. However, the tensions with the villagers, fishermen and beach boys continued.
Every other day, I continued my popular weekly buffets – International buffet for Sunday lunch, Beach barbecue night, Sri Lankan hopper night and Lobster night. We continued to attract large tourist groups specifically for lunch and coral garden boat excursions. I enhanced the fixed menus with new dishes I had learnt during the off season. I also made most of the à la carte orders, as I enjoyed the challenge of making those dishes within 15 minutes. Several repeat guests arrived at their favourite hotel in Sri Lanka. Muna and I paid special attention to these loyal customers and I continued creating desserts to honour such guests.
100-Item New Year’s Eve Buffet
Muna gave me a total free hand to organize a grand New Year’s Eve dinner dance. I auditioned several bands from Colombo and chose two bands with input from the German and Swedish tour leaders. I also developed an international theme for the event with input from some German, French, British, Swedish, Danish, Finish and Norwegian repeat guests. I focused a lot on planning a well-balanced 100-item international buffet menu, which was the most ambitious menu I had planned up to that point of my career.
Due to the on-going tensions with some local groups, we arranged additional security for the big day. Muna had invited two powerful local business leaders who were our friends – Leslie and Dudley, to his table at the New Year’s Eve dinner dance. This was done more as a strengthening of security strategy. Muna had also invited a few foreign tour leaders to his table. As he had three more spaces at his table, he invited Captain Wicks, his wife and their beautiful teenage daughter. I was particularly pleased with that decision.
Riot and Attack
While coordinating the buffet and food and beverage service, I also paid some attention to a large group of ‘loud’ local fishermen having drinks at the public bar. According to the excise department rules, we had to close that bar at 11:00 pm. The resident bar was open till late, but it was exclusively for hotel guests. Just after 11:00 pm, Barman Kalansooriya came to inform Muna and I that the local fishermen were refusing to leave the bar. Muna said, “Close the public bar as per the government rules, and politely request the local fishermen to leave.”
Within a minute, the barman returned looking very worried. He said, “The locals are demanding that they be allowed to have drinks at the resident bar.” We simply could not change the hotel policy focused on the safety of the hotel guests. Our answer to that request was, “No! That is not possible.”
A few minutes later, we heard a big noise. About 50 drunk fishermen shouted while trying to enter the hotel reception to march towards the resident bar. They angrily shouted, “Today is the day we will destroy this hotel!” Muna called the local police station and as I knew most of the gang, I tried to calm down the fishermen. All the waiters stood behind me in support at the hotel entrance. “I understand your concerns. Let’s talk about these issues tomorrow. We should not interrupt the event specially organized for tourists visiting your town”, I pleaded.
On hearing about the commotion, Leslie quickly left Muna’s table and rushed to the hotel entrance area to confront the fishermen. Leslie had a very strong physique and was a well-respected diver and businessman in the area. Some of those fishermen shouting, worked on Leslie’s fishing boats. Leslie interpreted the riot as a personal insult to him since he was the hotel manager’s guest. While angrily staring at the drunk fishermen, Leslie rolled up the sleeves of his shirt. He was ready to punish the culprits single-handedly.
Out of fear of Leslie most of the fishermen under his employment ran away. A few others in their drunkenness said, “Respected Leslie Sir, please don’t hit us.” Some of them added, “We did not know that you were at the hotel. We apologize”, and promptly left the hotel car park. There were about two dozen fishermen still standing in defiance. They wanted to fight Leslie, who took the challenge in lightning speed. Within a few minutes Leslie managed to knock down about a dozen. Others ran in fear, but commenced throwing large rocks at Leslie, from a distance.
At that point I held Leslie and tried to move him away, in fear that he might injure someone badly. A large rock was coming our way and Leslie quickly ducked. The rock hit my head and I fell like a tree. I was unconscious when the hotel workers lifted and placed me in the hotel car. I vaguely remembered someone smashing the windscreen of the car just after that and being showered with broken pieces of glass.
Usher the New Year at ER
When I opened my eyes with great difficulty, I was on a small bed in a dark room. I had no memory of anything from that evening. I felt broken glass pieces and blood when I touched my afro hair. The first thing that came to my mind was that I was dying and this was the end for me. In my feeble and drowsy state, I felt no fear of dying.
Next time I regained consciousness, there was a nurse standing by my bed, and my hair was cut to dress the head wounds. She told me that I had two accidents last night and that I was in the emergency room at Galle General Hospital. “What’s the day?” I asked with difficulty. “The first of January” she said. “Which year?” I asked as I could not remember anything at all. The nurse said, “1977.” Soon after that, a young doctor came to see me and informed that I would be taken by an ambulance to a private hospital in Colombo. He also told me that I was lucky that I was wearing my chef hat when I was hit on the head by the thrown stone.
A Month at Wycherley Nursing Home
I didn’t remember anything after that until I woke up in a nice and spacious bedroom. When I looked up, all I could see was an old fashion wooden ceiling fan gently circling. Then I saw my mother and father by my bedside, looking very worried. “You are at the Wycherley Nursing Home in Colombo seven”, my father told me, calmly. I tried to get up, but I couldn’t. In fact, I could not walk for two weeks. I was unsteady while the doctors tried different treatments. The bandages on my head were changed daily during visits by various specialists led by Dr. P. R. Anthonis, veteran surgeon (and later, the Chancellor of the University of Colombo).
My mother came to the hospital in the morning every day and stayed with me till late evening. She also tried to feed me the hospital food as well as my favourite dishes, she prepared at home for me. I hardly had any appetite and lost some weight. My father and two sisters came to visit me every evening after work. Many other members of my family and my friends visited me, but I could not talk too much. I was pleasantly surprised when Captain Wicks, his wife and their teenage daughter visited me one day. To cheer me up they told me that they were most impressed with my 100-item buffet, but saddened because of what happened to me on the New Year’s Eve.
A happy note during this unsteady month for me was appreciating the chance given to me to recover within a beautiful historic building. The Wycherley was built in early 1920s by a versatile gentleman. He was one of the greatest Ceylonese surgeons, writers and experts of the flora and fauna and the aboriginal people of the island – Dr. Richard Lionel Spittel. He had retired from the Government service at 53 years of age and ventured out to run his own Wycherley Nursing Home. High ceilings, old style celling fans, white windows and wooden floors enhanced the unique ambiance of the Wycherley.
One day, I noticed a teenage girl in a house right opposite the nursing home looking into my room frequently. My mother was surprised when this young girl waved at us. The next day she visited us and appeared to know details of what happened to me at the Coral Gardens Hotel. She said, “I am Roshika Fernando. I live with my family in Coniston Place, adjoining the Wycherley. I heard of what happened from a cousin of mine who is in the hotel industry.” As she was feeling very sorry for me, Roshika became a regular visitor in the afternoons. We used to have short chats and later when doctors wanted me to practice walking again, Roshika used to accompany me in the front garden of the Wycherley. Gradually our walks extended to Coniston Place. She was a very charming, kind and friendly girl.
Death Threats to the Manager
Towards the end of January, 1977, Muna came to see me. His story was frightening. He told me, “Chandana, since January first, I have been sleeping in a different room every night.” When I asked him the reason, he said that every evening around 9:00 pm he used to get a strange telephone call with a death threat. He had increased security at the hotel and arranged the local police to do frequent visits to the hotel. He then said, “I am on my way to the head office to get their advice.”
Within an hour, Muna returned to my room at the Wycherley. “I resigned!” he announced. I was shocked. Muna and I were a good team and together we accomplished many innovative things. I was saddened to hear about his decision and inquired about it. Muna was disappointed with the head office Director in charge of hotels, who allegedly told Muna, “I say, Munasinghe, tell those villagers if they kill you, the company will not give up. We will send another manager.” Instead of any further verbal communication, Muna immediately wrote his letter of resignation and handed it over to the Director.
Muna was seven years older than me and was like a big brother to me. He guided me well and also gave me full authority to run my departments. I was disappointed with his sudden departure from the job. “Are you going to the hotel now?” I asked Muna. “No, I will never step into that hotel again. I will send the driver to bring all my belongings to Colombo”. And that’s what he did.
Within a week, Muna found a good job at the Galle Face Hotel and moved on. That wasn’t the end of my working relationship with Muna. Within five years, on the same day in late 1981, Muna and I joined the Ceylon Hotel School as Senior Lecturers. He taught Professional Cookery and I taught Food and Beverage Operations to the fourth and final year students of CHS. During our breaks from lectures, we used to have some long chats about our memorable time at the Bentota Beach Hotel and the Coral Gardens Hotel.
Soon after Muna said good bye and left my room, my mother was prompting me to follow Muna’s steps and resign. I did not agree with her, and I decided to go back to Coral Gardens Hotel. I felt that my mission was not completed at the hotel, yet. That month I spent at the Wycherley was the only time I ever stayed at a hospital for an illness or injury in my whole life. I was eager to get out.
Years later, when I was introduced to the senior leadership team of Aitken Spence Hotels, as the facilitator of a two-day leadership coaching session, their Managing Director, Malin Hapugoda (Hapu) referred to my accident. He said, “Chandana was very playful and immature when he worked under me at Bentota Beach Hotel and before being hit by a large stone on his head in 1976.” There was pin drop silence among my high-level students – their Corporate Directors, Vice Presidents and General Managers of over 25 hotels. After a pause, Hapu said, “After the accident he became a genius, a professor and a scholar!” After that funny introduction I quickly changed the ice breakers I had planned for the session.
A Shaky Return
After a break of one month, I returned to the hotel on the first of February. It was little shaky at the beginning as I still could not walk properly. After I re-started work, I quickly recovered. In spite of serious advice to not step out of the hotel without a bodyguard, I commenced walking by myself to other hotels in the evenings. To my surprise, many villagers who threw stones at the hotel on December 31st, apologized to me. They said that they never wanted to harm me and it was a mistake in their drunken state. That day, I learnt that even with one’s adversaries, through an open dialogue, some problems can be resolved. I accepted their apology.
Impressed with my bravery of returning to work, a few in the company board had discussed the possibility of promoting me to be the Manager. However, some Directors, felt that at the age of 23, I may need more experience before being promoted. Given the unique types of challenges in managing hotels in Hikkaduwa, there were talks of sending a mature Manager, perhaps with miliary officer experience.
Features
Leadership, Ethics & Non-compromise – I

Navigating the Winds of Change:
(Keynote address delivered at the first Award Ceremony of the ‘The Bandaranaike Academy for Leadership & Public Policy on 15 February 2025 at Mihilama Medura, BMICH, Colombo)
I have been made to understand, today marks the awards ceremony of the first cohort of students at the ‘The Bandaranaike Academy for Leadership & Public Policy.’ So, it is a happy day for all those graduating in a world where immediate work and life circumstances are not generally marked by happiness.
I apologize for starting on a seemingly morose note, but we are in more dire straits – as a nation and as citizens – than we have ever been since Independence. And much of this unhappiness stems directly from decisions taken by people we have considered leaders. In many cases, we have also elected them – repeatedly. But I am not talking only of public leaders who are often visible, but also of people away from the public eye, in leadership positions, such as in public and business organizations, kin networks, schools and formal and informal groups, who also take decisions that affect others – and often in life-changing ways.
The founders of this academy must certainly have had a sense that local and global structures of leadership are in relative disarray when they decided that the vision of the academy is to ‘create the next generation of ethical, effective and socially responsible leaders.’ From my vantage point, I would summarize these expectations in three words: Leadership, Ethics & Non-compromise’. These are the ideas I want to talk about today against the backdrop of our country’s vastly transformed political landscape and societal mood.
Let me lay it out there: leadership and its congruent qualities, such as ethics and non-compromise, do not simply emanate from a course or a syllabus. Certainly, conceptual and theoretical aspects of leadership, what ethics mean, when and when not to compromise in an abstract sense can be ‘taught’ through forms of formal instruction. I see that your postgraduate diploma courses such as ‘Strategic Leadership’ and ‘Politics & Governance’ emphasize some of these aspects. Similarly, the course, ‘Executive Credential on Leadership & Public Policy’ appears to emphasize some core concepts that would have to feature in any discussion on leadership, such as ‘Ethical Leadership and Social Responsibility’, ‘Leadership Strategies for a Changing World’, ‘Visionary Leadership’ and ‘Moral Leadership’ which have all been flagged either as course outcomes or focus areas.
But beyond this kind of abstraction in a classroom, leadership and its affiliated characteristics must necessarily come from life and how we deal with its multiple layers in society. A classroom, or a course, is essentially a controlled environment while society is not. The latter, by virtue of its composition, is messy and unpredictable. Leadership, in such situations, is one thing that theory and bookish knowledge alone cannot inculcate in a person beyond a certain point.
It is this, I want to elaborate in my talk today. It has become extremely clear to me that in our immediate living environment, and particularly in politics, across the board, leadership along with qualities like ethics and non-compromise, is woefully lacking. This absence stems from the relentless abuse of the key attributes of leadership which have been buried in the corrupt political system and compromised societal mores we have inherited.
So, let me take you beyond the classroom today and give you a glimpse of situations I have had to encounter. I suggest, you juxtapose these experiences and perspectives against what you have learned in the academy, your schools, your universities, from your parents and elders and your lives in general, and then proceed to fine-tune these or even unlearn your instructions, if needed. I have always found common ground in what American essayist Ralph Waldo Emerson once noted about leadership. He said, “do not follow where the path may lead. Go instead where there is no path and leave a trail.” What he is essentially talking about is the necessity of a vision to be able to lead.
But, more importantly, we must have the commonsense and the political will to distinguish between vision and hallucination, however popular and rhetorically similar both can be. Adolf Hitler had a hallucination of globally disastrous proportions while Nelson Mandela and Mohandas Gandhi had emancipatory visions whose long-term influence far exceeded the geographic and political boundaries of their countries. All three had a large number of followers, with very different consequences. And all of them were leaders, too.
What I want to say at the outset is that mere popularity of a person at a given moment is not an indication of leadership unless it is enhanced and enriched by ethics and the non-compromise of those standards. That is, leadership with morals as opposed to being devoid of them.
In my last professional incarnation, the core idea was to establish a university where none existed, an entity called South Asian University that belonged to the eight nation states of South Asia. It was intended to be a place where no one nation, political or ideological position would dominate; a university where existing conflicts between nation states would not percolate into the classroom. This was a grand vision spawned by a group of people who could lead when it came to ideas of equality in an unequal world.
Interestingly, in the initial years of its existence, it was possible to adhere to these principles and visions as long as there was leadership at important levels of the administration and academic decision-making where these principles were upheld and put into practice. For instance, Indian and Pakistani Independence Days were celebrated within minutes of each other, albeit amidst some tension, but essentially without violence or confrontation. The university did not get involved in any of these, but provided a safe environment. Today, only 14 years later, one cannot see a single Pakistani student on campus.
The iconic lecture series that I helped initiate, ‘Contributions to Contemporary Knowledge,’ which has now been discontinued, was kicked off by a highly successful and well-attended lecture by Gananath Obeyesekere. The Sri Lankan scholar was not invited because of our common nationality, but solely for his reputation reaching across national boundaries and hence was demanded by my Indian colleagues. My job, as a leader, was to make it happen. That is, all these events in the first 10 years of the university’s life established its identity as a South Asian socio-political as well as cultural-knowledge space and not an Indian socio-cultural enclave, though physically located in New Delhi. This was possible because of leadership and clarity of vision at different levels.
Even when crude nationalistic ventures were initiated at the apex of the administration or among students, some of us had the sense and authority to not let them proceed. Similarly, when events were organized which were considered anti-Indian by some misguided people, we had the moral and ethical wherewithal and strength to continue nevertheless, on the conviction of our ideas and the correctness of our decisions.
One such instance was the celebration of the work of the Pakistani poet Faiz Ahmad Faiz in 2015, when some Indian students complained we were turning the university into a Pakistani enclave. Yet the event was not cancelled, was again well attended and was very positively reported, including even in the Indian mass media. This is also where the notion of non-compromise played a pivotal role. That is, there was never any expectation of compromise in my mind and those others who helped organize it when we knew quite well this kind of rhetoric might emerge.
Continuing further, the point I want to stress is, leadership cannot and should not be merely based on individual popularity or on narrow personal interests. We see both tendencies when it comes to political leadership in Sri Lanka, our immediate geographic neighborhood, and elsewhere in the world. This is how political dynasties have emerged where families seem to believe that to be in leadership positions is a birthright passed down through divine authority. This misplaced thinking is to the detriment of the rest of us as a direct result of dubious forms of leadership that dynastic politics usually generate.
How can we expect a person to lead a nation or even an electorate in any degree of seriousness, when they fabricate their educational qualifications, when their professional backgrounds are works of fiction, when they have never worked a single day in the real world or when their achievements are in the realms of criminality. We have such leaders right here on our own soil whose political survival we have ensured through our vote and our very pronounced lack of reflective criticality. Our collective tolerance of such ‘leadership’ is shameful and says much about our own intelligence, ethics and apathy.
(To be continued)
Features
USAID and NGOS under siege

by Jehan Perera
The virtually overnight suspension of the U.S. government’s multibillion dollar foreign aid programme channeled through USAID has been headline news in the U.S. and in other parts of the world where this aid has been very important. In the U.S. itself the suspension of USAID programmes has been accompanied by large scale loss of jobs in the aid sector without due notice. In areas of the world where U.S. aid was playing an important role, such as in mitigating conditions of famine or war, the impact is life threatening to large numbers of hapless people. In Sri Lanka, however, the suspension of U.S. aid has made the headlines for an entirely different reason.
U.S. government authorities have been asserting that the reason for the suspension of the foreign aid programme is due to various reasons, including inefficiency and misuse that goes against the present government’s policy and is not in the U.S. national interest. This has enabled politicians in Sri Lanka who played leading roles in previous governments, but are now under investigation for misdeeds associated with their periods of governance, to divert attention from themselves. These former leaders of government are alleging that they were forced out of office prematurely due to the machination of NGOs that had been funded by USAID and not because of the misgovernance and corruption they were accused of.
In the early months of 2022, hundreds of thousands of people poured out onto the streets of Sri Lanka in all parts of the country demanding the exit of the then government. The Aragalaya protests became an unstoppable movement due the unprecedented economic hardships that the general population was being subjected to at that time. The protestors believed that those in the government had stolen the country’s wealth. The onset of economic bankruptcy meant that the government did not have foreign exchange (dollars) to pay for essential imports, including fuel, food and medicine. People died of exhaustion after waiting hours and even days in queues for petrol and in hospitals due to lack of medicine.
PROBING NGOS
There have been demands by some of the former government leaders who are currently under investigation that USAID funding to Sri Lanka should be probed. The new NPP government has responded to this demand by delegating the task to the government’s National NGO Secretariat. This is the state institution that is tasked with collecting information from the NGOs registered with it about their quantum and sources of funding and what they do with it for the betterment of the people. Public Security Minister Ananda Wijepala has said he would deal with allegations over USAID funding in Sri Lanka, and for that he had sought a report from the NGO Secretariat which is operating under his Ministry.
Most donor agencies operating in Sri Lanka, including USAID, have rigorous processes which they follow in disbursing funds to NGOs. Usually, the donor agency will issue a call for proposals which specify their areas of interest. NGOs have to compete to obtain these funds, stating what they will do with it in considerable detail, and the impact it will have. Once the grant is awarded, the NGOs are required to submit regular reports of work they have done. The donor agencies generally insist that reputed audit firms, preferably with international reputations, perform regular annual or even six-monthly audits of funds provided. They may even send independent external monitors to evaluate the impact of the projects they have supported.
The value of work done by NGOs is that they often take on unpopular and difficult tasks that do not have mass appeal but are essential for a more just and inclusive society. Mahatma Gandhi who started the Sarvodaya (meaning, the wellbeing of all) Movement in India was inspired by the English philosopher John Ruskin who wrote in 1860 that a good society was one that would care for the very last member in it. The ideal that many NGOs strive for, whether in child care, sanitation, economic development or peacebuilding is that everyone is included and no one is excluded from society’s protection, in which the government necessarily plays a lead role.
SELF-INTEREST
Ironically, those who now demand that USAID funds and those organisations that obtained such funds be investigated were themselves in government when USAID was providing such funds. The National NGO Secretariat was in existence doing its work of monitoring the activities of NGOs then. Donor agencies, such as USAID, have stringent policies that prevent funds they provide being used for partisan political purposes. This accounts for the fact that when NGOs invite politicians to attend their events, they make it a point to invite those from both the government and opposition, so that their work is not seen as being narrowly politically partisan.
The present situation is a very difficult one for NGOs in Sri Lanka and worldwide. USAID was the biggest donor agency by far, and the sudden suspension of its funds has meant that many NGOs have had to retrench staff, stop much of their work and some have even closed down. It appears that the international world order is becoming more openly based on self-interest, where national interests take precedence over global interests, and the interests of the wealthy segments of society take precedence over the interests of the people in general. This is not a healthy situation for human beings or for civilisation as the founders of the world religions knew with their consistent message that the interests of others, of the neighbour, of all living beings be prioritised.
In 1968, when the liberal ideas of universal rights were more dominant in the international system, Garrett Hardin, an evolutionary biologist, wrote a paper called “The Tragedy of the Commons”. Hardin used an example of sheep grazing land when describing the adverse effects of overpopulation. He referred to a situation where individuals, acting in their own self-interest, overexploit a shared resource, like a pasture or fishery, leading to its depletion and eventual destruction, even though it is detrimental to everyone in the long run; essentially, the freedom to use a common resource without regulation can lead to its ruin for all users. The world appears to be heading in that direction. In these circumstances, the work of those, who seek the wellbeing of all, needs to be strengthened and not undermined.
Features
Dealing with sexual-and gender-based violence in universities

Out of the Shadows:
By Nicola Perera
Despite policy interventions at the University Grants Commission (UGC), university, and faculty levels, sexual- and gender-based violence (SGBV) is so entrenched in the system that victim-survivors seeking justice are more likely to experience concerted pushback than the empathetic solidarity of their peers. Colleagues and friends will often close ranks, rallying to protect the accused under misguided notions of safeguarding the reputation of, not merely the assumed perpetrator, but the institution. While gender and sexual inequalities, inflected by class, ethnicity, religion, region, and other characteristics, shape the identities of the perpetrator and victim and the situation of abuse, the hyper-hierarchised nature of the university space itself enables and conceals such violence. It’s also important to note that women are not the exclusive victims of violence; boys and men are caught in violent dynamics, too.
Similar to intimate partner violence in the private confines of home and family, violence attributed to the sex and gender of abusers and victims in our universities goes heavily underreported. The numerous power imbalances structuring the university – between staff and students; academic staff versus non-academic staff; senior academic professionals as opposed to junior academics; or, senior students in contrast to younger students – also prevent survivors from seeking redress for fear of professional and personal repercussions. Research by the UGC in 2015 in collaboration with the Federation of University Teachers’ Associations (FUTA) and CARE International Sri Lanka, and more recently with UNICEF in 2021, revealed discomfiting truths about the university as places of work and education. In naming oneself as a survivor-victim, even within whatever degree of confidentiality that current grievance mechanisms offer, the individual may also represent (to some members of the university community, if not to the establishment itself) a threat to the system.
Conversely, an accused is liable to not just disciplinary action by their university-employer, but to criminal prosecution by the state. Via the Penal Code, the Prevention of Domestic Violence Act (2005), etc., the law recognises SGBV as an offence that can take place across many contexts in the private and public spheres. (The criminalisation of SGBV is in line with state commitments to ensuring the existence, safety, and dignity of women and girls under a host of international agreements, such as the United Nations Convention on the Elimination of Discrimination Against Women, Vienna Declaration on the Elimination of Violence Against Women, the Sustainable Development Goals, International Labour Organisation conventions regarding non-discrimination in employment, etc.). Specific to the university, the so-called anti-ragging act (the Prohibition of Ragging and Other Forms of Violence in Education Institutes Act of 1998, in addition to UGC circular no. 919 of 2010, etc.) deems SGBV as a punishable offence. The rag is one site where SGBV often finds fluent articulation, but it is hardly the only one: this is not a problem with just our students.
As the apex body governing higher education in the country, the UGC has not remained insensible to the fact that SGBV harms the lives, rights, and work of students, staff, (and other parties) in university spaces. The Centre for Gender Equity/Equality sits at the UGC level, along with gender cells/committees in individual universities. Universities and faculties have elaborated their own policies and bylaws to address sexual- or gender-based harassment and sexual violence. Although variously articulated, these policies touch on issues of consent; discrimination against a person, or creation of a hostile environment, on the basis of their gender or sexuality; the spectrum of actions that may constitute harassment/violence (including through the use of technology); coerced or voluntary sexual favours as a quid-pro-quo for academic or professional benefits; procedures for making and investigating SGBV complaints; protection of witnesses to an investigation; the irrelevance of the complainant’s sexual history to the complaint at hand. And here begins the inevitable tale of distance between policy, practice, and effect.
Different faculties of the same university may or may not include SGBV awareness/ training in the annual orientation for new students. The faculty’s SGBV policy may or may not appear in all three languages and Braille in student handbooks. Staff Development Centres training new recruits in outcome-based education and intended learning outcomes may or may not look at (or even realise) the politics of education, nor include an SGBV component in its Human Resources modules. Universities may or may not dedicate increasingly stretched resources to training workshops on SGBV for staff, or cover everyone from academics, to administrative staff, to the marshals, to maintenance staff, to hostel wardens.
Workshops may in any case only draw a core of participants, mostly young, mostly women. Instead, groups of male academics (aided sometimes by women colleagues) will actively organise against any gender policy which they construe as a personal affront to their professional stature. Instead, the outspoken women academic is painted as a troublemaker. Existing policy fails to address such discourse, and other normalised microaggressions and subtle harassment which create a difficult environment for gender and sexual minorities. In fact, the implementation of gender policy at all may rest on the critical presence of an individual (inevitably a woman) in a position of power. Gender equality in the university at any point appears to rest on the convictions and labour of a handful of (mostly women) staff or officials.
The effect is the tediously heteropatriarchal spaces that staff and students inhabit, spaces which whether we acknowledge them as such or not, are imbued with the potential, the threat of violence for those on the margins. The effect, as Ramya Kumar writing earlier in this column states, is the inability of our LGBTQI students and staff to be their authentic selves, except to a few confidantes. Since the absence/rarity of SGBV complaints is no evidence that the phenomenon does not exist, perhaps a truer indication of how gender-sensitised our institutions and personnel are, comes back again to the reception of such complaints. Thus, a woman accuser is frequently portrayed as the archetypal scorned woman: abuse is rewritten not just as consent, but a premeditated transaction of sexual relations in exchange for better grades, a secured promotion, and so on. A situation of abuse becomes inscribed as one of seduction, where the accuser basically changes their tune and cries harassment or rape when the expected gains fail to materialise. Especially with the global backlash to MeToo, society is preoccupied with the ‘false accusation,’ even though there is plenty of evidence that few incidents of SGBV are reported, and fewer still are successfully prosecuted. These misogynist tropes of women and women’s sexuality matter in relation to SGBV in university, because Faculty Boards, investigative committees, Senates, and Councils will be as equally susceptible to them as any citizen or juror in a court of law. They matter in placing the burden of documenting abuse/harassment as it takes place on the victim-survivor, to accumulate evidence that will pass muster before a ‘neutral,’ ‘objective’ observer.
At the end of the day, when appointments to gender committees may be handpicked to not rock the boat, or any university Council may dismiss a proven case of SGBV on a technicality, the strongest policies, the most robust mechanisms and procedures are rendered ineffective, unless those who hold power in everyday dealings with students and persons in subordinate positions at the university also change.
(Nicola Perera teaches English as a second language at the University of Colombo.)
Kuppi is a politics and pedagogy happening on the margins of the lecture hall that parodies, subverts, and simultaneously reaffirms social hierarchies.
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