Opinion

Youth and discipline

Published

3 years ago

2021/09/9

By ROHANA R WASALA

Ref. ‘Compulsory training to instil discipline, not jeopardise freedom of choice’ by Rear Admiral (Rtd) Dr Sarath Weerasekera/The Island/September 4, 2021. It is a response to an earlier opinion article of mine under the title ‘Candour without caution dangerous naivety’ (July 29, 2021). Thank you, Dr Weerasekera, for your lavish compliment ‘erudite academic’, which I don’t think I deserve, but I sincerely appreciate your generous sentiments regarding me. I have similar thoughts about you. I am very sincere when I say this.

There is absolutely no disagreement between you and me about the subject you are broaching. The themes announced in the titles ‘Compulsory training to instil discipline, not jeopardise freedom of choice’ and ‘Candour without caution dangerous naivety’ are not contradictory, but complementary.

I decided to write this after reading Dr Weerasekera’s piece only to state two things: 1) that he seems to have misread my “Candour without caution….” article, and 2) that he has inadvertently misquoted me at the beginning of his piece, both not surprising, given the busy circumstances he must cope up with as Minister of Public Security.

To take the second point first, here is Dr Weerasekera’s obviously unintended misquote:

He has written: ” Wasala at the outset says “not so arbitrarily, not so hastily” and continues to ask “isn’t it more urgent to look after the discipline of minority Police officers who act in ways unbecoming of their profession?”, whereas what I actually wrote was: ‘But, anent this idea of his, I’d say in all humility: “Not so arbitrarily! Not so hastily!” However, as education is not his responsibility, the Public Security Minister may be making an implicit suggestion to his

Cabinet colleague who is in charge of that subject. Isn’t it more urgent for the well meaning Minister to look after the discipline of the minority of police officers who sometimes act in ways unbecoming of their profession, by getting the police hierarchy to enforce discipline on those few of their subordinates?’. I need not dwell too long on the potentially harmful implications of this faux pas on the part of Dr Weerasekera. His “…..minority Police officers who…..” and my “the minority of police officers who…..” imply two different things.

To anyone comparing the two texts above (Dr Weerasekera’s and mine) the following will be instantly clear: I didn’t mean to reprimand Dr Weerasekera by cautioning him in a friendly spirit with the words “Not so arbitrarily! Not so hastily!”. It appears to me that he sometimes acts arbitrarily and hastily, because he is direct and honest in asserting what he believes to be the truth in any situation. I always admire him as a patriotic war hero, an honest politician, and an honourable upright human being. Ironically, he has a combination of good qualities that is likely to make him vulnerable in the cut-throat world of politics.

As the famed English playwright and poet William Shakespeare said “To be direct and honest is not safe” (Othello) in a world where “There is no trust, no faith, no honesty in men; all perjured, all forsworn, all naught, all dissemblers” (Romeo and Juliet). These pieces of wisdom are easily applicable to the political theatre in any country, including Sri Lanka, where the struggle for power is an immorally amoral, no-holds-barred contest. Honest men and women in politics, beware! be cautious! That’s all I tried to say in my opinion piece of July 29, 2021.

In the article that Dr Weerasekera is responding to, I explained my reasons why I believe that young people everywhere are generally uncorrupted, creative and sensitive to ethical direction. I am talking about the majority of young people, not the minority who display traits of delinquency and criminality, for which the adult society is generally responsible. It is more often than not the doings of the few young miscreants that hog the limelight in the media. That is also something rotten with the adult world.

If some of the young act in ways that reflect a negative standard of behaviour, then the adults must be held accountable for that. It is true that daily we hear in the media about delinquency among the youth. But what is the percentage of delinquents? Usually, delinquency among children and young adults is not without its causes, which often have no connection with any inborn moral depravity among them. It is often an acquired trait, something learned from corrupt adults. There is a grave lack of adult leadership in our country. Often, those who should model good behaviour for the young people to learn from, fail them. There are many youth betrayers in the country, many more of them than there ever were in the past. The point is clear enough, I think. I need not suggest examples.

But I can’t help pointing at one example. Look at how some of our teachers (under the aegis of trade unionism) are behaving like zombies in obedience to the rash dictates of their equally mindless leaders; who don’t seem to have had the benefit of even a smattering of education or culture. How unfortunate it is that a nation has no option but to entrust their innocent young to their care!

Incidentally, I watched a social media video of a group of striking teachers trying to get an audience with the Most Venerable Mahanayake Theras in Kandy a couple of days ago. The Nayake monks refused to see them. They were only allowed to hand over a petition that they had with them to the security officers at the gate in both places. For once the Most Venerable Mahanayakes were asserting their power of unquestionable leadership. Then the teacher delegates called on the Venerable Gatambe Hamuduruvo: He was blunt as usual. This is roughly what he said: “Your pay anomaly is a question that has been dragging on for over 24 years passing on from government to government. We got Gotabaya Mahattaya elected as President because there is no one else for the job. We trust him. He will do whatever he can do to resolve your problem. But these are trying times, especially with this ravaging Corona pandemic. Not only our country, but the whole world is in dire straits. You are doing something that you should not be doing; that is instead of doing what you can do to help control the pandemic”. The teachers showed agreement with the monk, paid him obeisance, and left the place.

I am not against the idea of providing some sort of mandatory personality and leadership development training to our youth, comparable to what the Higher Education Ministry conducted in May 2011 for new university students, as a kind of initiation for them prior to the beginning of their academic lectures. (I mentioned this in my ‘Candour without caution….’article.). Some 20,000 fresh university students participated in the training at 28 centres across the island. I’d wholeheartedly support such a programme for young people above 18 as Dr Weerasekera proposes, be it ‘military’ or not. (‘Military’ in this context may not be politically correct, though it is no harm in reality. Shouldn’t we be mindful of that?) But it must be introduced after wide consultation and meticulous planning.

Discipline is something that cannot be imposed on thinking people, be they young or old. What we can do is to design a course of meaningful physical and mental activities for them to engage in that induce discipline in them on the lines of the 2011 leadership programme. However, it is good to remember that, in the information saturated world of today, packaging and marketing aspects cannot be neglected, even when perfectly good things are offered for popular consumption.

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Opinion

Blueprint for economic empowerment in Sri Lanka’s gig economy

Published

2 days ago

2024/12/5

Sahan Weerasooriya

“Creating 300,000 Online Jobs:

By Dammike Kobbekaduwe,
FIPM (SL), Member-CIPM-SL, MBA(HRM)

Objectives of the Article

Assess

the viability and economic impact of creating 300,000 online jobs in Sri Lanka.

Present

a bankable business plan for investment support from financial institutions.

Outline

a detailed cost-benefit analysis, supported by viability ratios for funding eligibility.

Establish

a sustainable financial and operational model for building a skilled gig workforce.

Sri Lanka’s gig economy presents a compelling solution for youth employment, targeting 300,000 online jobs for young people, particularly those who completed GCE OL. With a goal of generating substantial monthly income streams, this project seeks to address the country’s economic challenges and stimulate growth through digital employment. While a monthly earning a realistic starting income of $300–$500 is achievable and scalable, infusing approximately $50 million monthly into the economy once the workforce reaches full capacity.

To ensure financial viability and attract investment, we conduct a comprehensive economic analysis. This document highlights key investment metrics, including viability ratios, projected cash flow, and a cost-benefit breakdown to support the proposal as a bankable doEconomic Analysis and Viability

This project’s financial feasibility and appeal for funding rely on assessing profitability and return potential. Calculations are based on the cost of infrastructure, worker setup costs, and recurring expenses.

1. Capital and Operational Costs

Capital Setup Per Worker

Laptop (16GB RAM):

LKR 300,000 (one-time purchase)

Data Plan:

LKR 8,000 per month

Electricity:

LKR 8,000 per month (solar option as a long-term cost-saving measure)

Annual Cost Per Worker

One-time Equipment Cost:

LKR 300,000

Recurring Monthly Costs:

LKR 192,000 (LKR 16,000 x 12)

Total Yearly Cost Per Worker

Year 1:

LKR 492,000

Year 2+ (Excluding Laptop):

LKR 192,000 per year

Total Initial Investment for 300,000 Workers

Laptops:

LKR 90 billion

Year 1 Recurring Costs:

LKR 57.6 billion

Initial Year Investment Requirement:

LKR 147.6 billion

2. Projected Revenue and Cash Injection

A monthly earning potential of $300–$500 per worker in Sri Lanka’s gig market (based on average entry-level online job earnings globally) provides realistic targets for cash generation.

Monthly Cash Injection at Full Capacity

Minimum Revenue Goal (300,000 workers at $300):

$90 million/month

Maximum Revenue Goal (300,000 workers at $500):

$150 million/month

Expected Economic Contribution:

$50 million/month as a sustainable average.

3. Viability Ratios and Business Metrics

To validate the project’s financial health, banks and investors can consider the following key metrics:

A. Return on Investment (ROI)

The ROI assesses the profitability relative to costs.

See FIG 1

For Year 1 (Initial setup + recurring costs):

Total Annual Revenue:

$90 million * 12 months * 300,000 = LKR 324 billion (at $300/month per worker) See FIG 2

Interpretation:

A 119.5% ROI suggests strong profitability, with returns significantly outpacing the initial investment within the first year, making it attractive for lenders and investors.

B. Break-even Point (BEP)

The BEP indicates when revenue will cover initial costs.

See FIG 3

For a $50 million monthly injection:

Interpretation: A break-even within three months reflects a rapid recovery period, underscoring the project’s viability. See FIG 4

C. Debt-Service Coverage Ratio (DSCR)

To ensure sufficient earnings to cover debt obligations, DSCR is critical for bank funding. See FIG 5

Assuming monthly operating income of LKR 3.24 billion and an estimated debt service of LKR 1.5 billion:

Interpretation:

With a DSCR above 2, the project is well-positioned for loan approval, demonstrating strong debt repayment capacity. See FIG 6

Implementation Plan for the National Gig Workforce

Phase 1: Training and Equipment Setup

Digital Literacy Programs:

Partner with local institutions to offer foundational training.

Laptop Financing:

Government-backed financing for laptops and solar installations for sustainable power solutions.

Phase 2: Skill Development and Placement

Skill Development Centers:

Partner with international e-learning platforms and host training boot camps.

Placement Programs:

Establish online job-matching platforms to connect workers with international clients.

Phase 3: Scaling and Economic Integration

Tax Incentives:

Offer tax breaks to local businesses hiring from the gig workforce.

Freelancer Support Network:

Create a national freelancer association for continued training and mentorship.

Resources Required For Workers:

Training:

Digital and language skills to enter global markets.

Equipment:

Laptops with financing options.

Connectivity:

Affordable data plans or subsidies.

For Stakeholders:

Government Initiatives:

Funding for training and incentives.

Private-Sector Partnerships: Skill development programs and job portals.

Financial Institutions: Loan products tailored for workers’ needs.

Conclusion

This plan offers a scalable solution to Sri Lanka’s unemployment crisis, particularly for young people with limited formal education. By creating 300,000 online jobs and targeting a monthly cash inflow of $50 million, the initiative supports economic resilience while empowering youth with valuable skills. A financial model based on solid viability ratios makes this project attractive to lenders, ensuring a rapid return on investment and sustainable growth.

References

International Labour Organization. (2023). The Gig Economy: Opportunities and Challenges for Youth Employment in Developing Economies. Available at: https://www.ilo.org/

Upwork. (2023). Freelancer Earnings and Trends Report. Available at: https://www.upwork.com/research

World Bank. (2022). Digital Jobs and Economic Growth:

A Guide for Developing Nations. Washington, DC: World Bank Publications.

Fiverr. (2023). Freelancer Earnings and Skill Development:

A Global Perspective. Available at: https://www.fiverr.com/research

Coursera. (2023). Skill Trends in the Digital Economy:

A Report on Online Education in Emerging Markets. Available at: https://www.coursera.com/research

Sri Lanka Department of Census and Statistics. (2023). Youth Unemployment and Educational Attainment: Annual Report.

Opinion

Hospitals and corruption

Published

2 days ago

2024/12/5

Sahan Weerasooriya

On December 2, in The Island Cassandra CRY saw the state of hospitals and corruption as separate issues, but I believe they are deeply interconnected. The dismal condition of hospitals is a direct consequence of systemic corruption. Over the past several decades, trade unions, driven by self-interest, have focused solely on advocating for their members’ rights, often at the expense of their responsibilities. This trend has affected not only hospitals but also other government and some private sector institutions.

Currently, the country is led by a political party that has heavily relied on its trade unions for promotion and political gain. Given this close relationship, restoring order should be relatively straightforward. A simple directive from the relevant ministers to their allied union leaders could be enough to initiate meaningful reforms.

S K Muthukumara

Opinion

Building Inclusive Policies for a Modern and Collaborative Public Sector in Sri Lanka

Published

3 days ago

2024/12/4

Sahan Weerasooriya

by Upali Athukorala
Former Senior Assistant Secretary
(Foreign Relations) Ministry of Labour

The Cabinet of Ministers, at its meeting on 28th October 2024, granted its concurrence to implement the project titled “Social Dialogue for Peace and Crisis Prevention in Sri Lanka,” which is technically supported by the International Labour Organization (ILO) and financially backed by the Peace Building Fund of the UN Secretary-General. This initiative, implemented across the public, private, and informal sectors, is a collaborative effort involving the ILO, UNFPA, and UNESCO. The project builds upon the public sector initiative to introduce a Dispute Prevention and Resolution Mechanism in the Public Service, initially approved by the Cabinet of Ministers on 23rd November 2023 (Cabinet Paper No. 23/2138/605/068). The current Cabinet decision reinforces this earlier approval, highlighting the government’s commitment to fostering peace and social cohesion through inclusive dialogue and effective dispute-resolution mechanisms. This Article focuses only on the public sector initiative

The Public Service

The 2016 Public Sector Census reported Sri Lanka’s public sector workforce at approximately 1.4 million, which has grown to around 1.6 million according to the 2023 Budget speech. This workforce is critical in maintaining socio-economic stability and ensuring the delivery of essential goods and services to citizens. However, its efficiency is constrained by several challenges. Outdated and inefficient systems reduce productivity, while the limited adoption of modern technologies hinders the timely and quality delivery of services. Additionally, significant skill gaps and inadequate employee training limit their ability to meet the evolving demands of the public sector. Adversarial employee-management relations further complicate the situation, with employees feeling excluded from key decisions on pay and working conditions. This exclusion has resulted in frequent strikes and work stoppages. Such disruptions, coupled with perceived inequities and inconsistencies in employment practices, undermine morale, trust, and the overall functionality of the public service. Collectively, these issues impair the sector’s ability to deliver public goods and services effectively, negatively affecting citizens’ lives and the country’s development. Moreover, as Sri Lanka embraces open economic policies, the private sector is positioned as the engine of growth, fostering innovation, investment, and employment. A robust and efficient public service is essential to implement these policies effectively and create an environment that enables the private sector to thrive.

How to Address the Issues: A Three-Pronged Approach

Workplace Cooperation Through Social Dialogue

Sri Lanka’s current initiative to transform adversarial management relations hinges on implementing a multi-tiered social dialogue system. The country is making significant strides toward promoting workplace cooperation by providing platforms for dialogue at the workplace, sectoral, and national levels. These platforms enable public sector employees and management to engage in less aggressive, more collaborative processes, ultimately improving service delivery.

At each level, whether through workplace forums, sectoral dialogues, or national forums, the objective remains the same: to ensure that public service delivery is not disrupted by disputes while also addressing the concerns of public sector employees in a peaceful, democratic manner. Adopting these practices aligns with international standards, particularly those set by the International Labour Organization (ILO), and positions Sri Lanka as a country that respects and upholds labour rights while ensuring effective governance.

A comprehensive social dialogue framework is being proposed to address this gap, covering the entire field—from individual workplaces to ministries and national-level forums. These forums will allow employees, directly and through their representatives, to engage with their public service employer through information exchange, consultation, and negotiation processes, aiming to improve productivity and regulate changes to pay, as well as terms and conditions of employment.

Workplace forums promote open dialogue and collaboration between management and employees. They provide a structured environment where workplace issues can be discussed and concerns addressed, fostering mutual understanding. Such dialogue strengthens the working environment and contributes to the country’s social and economic development by encouraging transparency and cooperative problem-solving.

Training initiatives such as the Training of Trainers (ToT) programme are crucial at the workplace level. These programmes equip senior officials with the skills to lead dialogues and mediate disputes. By developing trainers with expertise in conflict resolution, the public sector can prevent conflicts from escalating into strikes or work stoppages. These workshops empower management and employees to engage in constructive conversations, focusing on mutual understanding and problem-solving.

At the sectoral level, forums are being introduced in historically contentious areas such as health, education, and transport. These forums consist of representatives from management and employees, often from trade unions, and are designed to address sector-specific issues. By institutionalising regular communication in these key sectors, the government aims to reduce the risk of adversarial relationships leading to disruptions in essential services.

At the national level, Sri Lanka is promoting national forums that bring together representatives from different public sector bodies, trade unions, and stakeholders. These national-level dialogues address systemic issues affecting employee-management relations across the public service and discuss implementing national policies to enhance workplace cooperation and service delivery.

The dialogue framework connects the National Public Service Dialogue Forum (NPSDF) with the Ministry of Finance and the Public Service Commission, ensuring that the decisions made by the forum are aligned with government policies and implemented effectively (See Figure 1). These two institutions play a critical role in translating the outcomes of sectoral councils and workplace forums into actionable strategies, particularly in resource allocation and regulatory compliance. Additionally, the framework establishes links between the dialogue forums and arbitration and mediation mechanisms. These mechanisms are instrumental in addressing and resolving conflicts during discussions, ensuring the process remains collaborative and solutions-oriented. This integration supports a robust conflict resolution system, enhancing stakeholder trust and cooperation.

Introducing Dispute Settlement Machinery

The proposed dispute prevention and settlement mechanism aims to bring critical structural changes to Sri Lanka’s public service. This includes introducing alternative dispute settlement mechanisms such as mediation and arbitration services and revising the roles of existing institutions like the Public Service Commission and Administrative Appeals Tribunal. Revising regulations such as the Establishment Code and enforcing Administrative Appeals Tribunal Orders at the Magistrate Court is also essential. These changes address the gaps in the current dispute prevention and settlement framework, leading to a more harmonious workplace.

Promoting Modern Human Resources Management Methods in the Public Service

The current approach to human resources in the Sri Lankan public service primarily focuses on personnel administration rather than on modern human resource management that aligns with the service’s larger mission and goals. To address this, the ILO study proposes implementing modern human resources development methods across the public service. This includes considerable investment in human resources functions, a comprehensive training component, and a robust monitoring mechanism.

In addition, it is recommended that the Ministry of Public Administration establish a public service-wide database to support these reforms facilitated by the Department of Census and Statistics. This database would help monitor progress, manage human resources effectively, and ensure the reforms are implemented smoothly.

Pilot Activities

The Railway Department has implemented its pilot programme for nearly two years, marking a significant advancement in fostering workplace dialogue within Sri Lanka’s public sector. Over this period, nine workplace forums have been successfully established, providing a platform for employees and management to address workplace challenges and improve operational efficiency collaboratively. Building on this foundation, actions are now underway to set up a sectoral forum for the entire Transport sector, which will unify the efforts of these forums, promote policy coherence, and address broader sector-wide issues. Inspired by the success of the Railway Department’s initiative, similar efforts are being made to establish workplace forums in the Ministry of Public Administration, Home Affairs, and Provincial Councils, as well as the Ministry of Education, further expanding the scope and impact of social dialogue in enhancing public sector governance.