The University of Ceylon, which later evolved into the University of Peradeniya, had a distinguished inception.
Set up by Sir Ivor Jennings in 1942, it resulted from the merger of Ceylon University College and Ceylon Medical College.
Approximately sixty years later, in a parallel development, Endera Arachchige Weerasinghe too founded a university. Typically, contemporary universities are set up through Government intervention, and financed by state treasury.
However, Prof. E. A. Weerasinghe never possessed political clout. Still, for nearly fifteen years, he has steadfastly pursued his vision, successfully aligning twelve ministers from various governments of four presidents towards a common objective. Transforming a barren landscape, characterised primarily by stormy coconut trees and stray buffaloes, into a centre of academic excellence is no small feat.
As of this October, it will mark eight years since Prof. Weerasinghe accomplished this goal. The university he thus established, NSBM Green University, currently accommodates over 12,000 students and contributes to the nation’s educational and research landscape, rivalling much older institutions in efficiency and innovation.
According to its official website, NSBM Green University is the first-ever green university in South Asia. It caters to both Sri Lankan and international students and has charted a new course in Sri Lankan higher education as a self-financed institution.
Thereby, NSBM Green University operates independently of public funding, relying solely on its own revenue. This modern institution offers nationally and internationally recognised degree programs endorsed by the University Grants Commission and the Ministry of Education, as well as foreign degree programs across five faculties: Business, Computing, Engineering, Science, and Postgraduate Studies.
NSBM Green University has achieved success, earning the signature “The Miracle of Pitipana.” Deputy Vice-Chancellor Prof. Chaminda Ratnayake attributes this success to the fact that the project was entirely initiated and executed by professionals. Such exemplary initiatives are rare in Sri Lanka, justifying its designation as a “miracle.”
The initial phase of NSBM Green University spans 26 acres, with subsequent phases under development on an additional 14 and 20 acres, respectively, which will include faculties of Medicine and Law, which are being built right now.
The university’s commitment extends beyond academic instruction; it actively fosters mutually beneficial partnerships with industry to provide students with valuable real-world experience. The university has demonstrated a strong connection to the job market, with several graduates securing positions with starting salaries of Rs. 250,000 per month.
Brick-by-brick
To date, no NSBM Green University graduate has had to resort to seeking low-salaried employment, as the institution equips its students with the skills essential for future success. Most of its students are readily absorbed by the private sector.
The narrative of NSBM Green University is of significant importance to me, as an educator and as a student of business management. In our curricula, we often share international success stories of renowned entrepreneurs, such as Steve Jobs, Elon Musk, and Henry Ford. It prompts me to consider why we should not also include the story of how Prof. E. A. Weerasinghe meticulously built NSBM Green University, brick by brick.
For many years, I sought to uncover the answers to this query, culminating in the publication of a research book that details this remarkable journey. My research involved extensive discussions with numerous individuals, including former ministers Dullas Alahapperuma and Dr. Bandula Gunawardena.
Prof. Weerasinghe dedicated two hours each day across several days to share his insights. When there were gaps in his narrative, Prof. Chaminda Ratnayake and Prof. Baratha Dodankotuwa, who were his close colleagues, contributed additional information. I also gained invaluable perspectives from Dr. P. B. Jayasundera, a former presidential secretary and finance secretary, who enlightened me on aspects I previously overlooked.
The only individual I missed was, understandably because of his tight schedule, President Mahinda Rajapaksa, who served as the President of Sri Lanka during the initiation of NSBM’s construction projects. The culmination of my research was recently celebrated with the launch of a book at NSBM Green University.
Now, let us delve into the story. The innovative model that led to the establishment of NSBM Green University originated from a proposal presented by the Chinese government to the Ministry of Finance in the early 2010s. This proposal sought to provide a bilateral loan of USD 200 million to create a cutting-edge university in Sri Lanka.
However, after deliberations within the Ministry of Finance, it was determined that the project could be successfully executed without external financing. The key advocate for this initiative was Dullas Alahapperuma, who served as the Minister of Youth Affairs and Skills Development at the time. A comprehensive discussion held at the Minister’s office in Battaramulla resulted in a collective agreement to pursue local resources, thereby eliminating the necessity for foreign funding.
The project ultimately commenced only after overcoming multiple rejections of its design, a testament to Prof. Weerasinghe’s unwavering determination.
Dr. P. B. Jayasundera recounts the history of NSBM Green University’s creation: “When the concept of NSBM Green University was proposed, President Mahinda Rajapaksa was serving as the Minister of Finance. He demonstrated substantial interest and extended his full support to ensure the project’s success.”
Dr. Weerasinghe was appointed to lead the initiative from its inception and quickly proved capable of exceeding all expectations. At that time, Dr. Weerasinghe held the position of Director General of the National Institute of Business Management (NIBM). It was mutually decided that the new university would operate as an independent institution rather than as a subsidiary of NIBM. Consequently, to reflect this separate identity, the name National School of Business Management was adopted, inspired by the esteemed London School of Economics.
Funding
However, a crucial question remains: How was this university funded?
The financial framework for setting up NSBM Green University diverged significantly from the conventional methods employed for other universities in Sri Lanka. Finance Minister Mahinda Rajapakse and Finance Secretary Dr. Jayasundera, despite their high aspirations, opted not to allocate funds from the Treasury. Instead, the Ministry of Finance provided a guarantee to secure a loan from the Bank of Ceylon for the initial investment.
To some, this approach may appear overly ambitious. However, effective management inherently involves embracing significant risks.
Deputy Vice-Chancellor of NSBM Green University, Prof. Chaminda Ratnayake, attests that the university has consistently met its loan obligations, even throughout the challenges posed by the Covid-19 pandemic.
The university generates revenue exclusively through its degree programs, with no reliance on alternative funding sources. NSBM Green University has never requested any financial assistance from the Treasury.
Ultimately, after this loan is repaid and all transactions are finalised, the Government will retain a fully equipped, modern university without incurring any debt. In essence, Prof. Weerasinghe and his team have constructed a bastion of knowledge without requiring any financial investment from the government.
Having read so far, it is understandable that you may have questions. Who is this enigmatic figure, Endera Arachchige Weerasinghe? This is a valid question, given that Prof. Weerasinghe remains relatively unknown to many in our country. He maintains a low profile, rarely appearing in the media. To my knowledge, he has seldom granted interviews to newspapers and has never appeared on television.
Even recent updates about NSBM Green University on YouTube fail to mention him, and there isn’t a single interview with him available on the platform. Consequently, it is likely that those familiar with Sir Ivor Jennings may not know about Prof. Weerasinghe.
Humble beginnings
Prof. Weerasinghe speaks candidly about his past. Born on July 22, 1954, in the picturesque village of Melagoda, near Akmeemana in Galle, he does not shy away from acknowledging his humble beginnings, including the fact that his father was a surveyor’s assistant.
When I asked for a photograph of his father to include in my book, he smiled and explained that his family was not wealthy enough to maintain such keepsakes. His mother was a housewife. Weerasinghe’s life might have taken a different path had his older sister not recognised his academic potential and encouraged their father to enrol him in a prestigious school in Galle. Consequently, he was admitted to Vidyaloka College in Galle in the seventh grade.
In my book, NSBM Legacy: The Creator and the Creation, I detail this journey. To summarise, four key milestones define Prof. Weerasinghe’s career. The first was his admission to Universityof Sri Jayewardenepura, where he discovered his true potential.
After completing his university education, he worked diligently for several years before being selected by the then Vice-Chancellor, Prof. Karunasena Kodituwakku, for an assistant lecturer position at the same university — marking his second turning point.
The third stage of his journey was earning his doctorate from Osaka City University (Osaka Shiritsu Daigaku) on a Japanese government scholarship.
The fourth chapter began with his appointment as the Director General of NIBM, where he led a transformative effort, turning the institution into a creative and profitable entity.
Dr. E. A. Weerasinghe may well be the individual responsible for the most significant transformation in NIBM’s history. His efforts not only revitalised the institution but also ensured that its success benefited all employees. For instance, he established a strong welfare society at the institution and used its profit toorganise a foreign trip for the entire staff, from directors to minor employees. He has carried these exemplary administrative practices over to NSBM Green University too.
If NSBM Green University has been so successful, why haven’t similar institutions sprung up across the country? Given the pressing need for skilled professionals in the software industry, why hasn’t anyone set up more educational institutions like NSBM Green University to address the employment gap?
Wouldn’t this be an ideal solution, especially as the industry faces challenges due to the ongoing migration of experienced professionals? Has the creation of more government-owned, self-sustaining institutions, which generate income through fee-based courses, been hindered solely by government inefficiency?
To answer these questions, it is essential to delve deeper into the business model of NSBM Green University.
Risky initiative
The university was a highly risky initiative, with even a single misstep potentially leading to the project’s failure and causing a significant political fallout. For example, had the university failed to attract a sufficient number of students, it would have struggled to meet its debt obligations, threatening the entire project.
The risk was so substantial that any lapse could have resulted in political upheaval. Governments typically embark on such ventures only when they are performing at their peak. At the time NSBM Green University was proposed, the government was experiencing a period of stability and economic growth — at least that was the prevailing sentiment.
Mahinda Rajapaksa’s third term as President seemed assured (though this later proved not to be the case), further supporting the decision. Since then, no government has enjoyed such stability, which partially explains why no other universities of this model have emerged.
Another key to NSBM Green University’s success lies in its administration, which has always been managed by a group of competent and dedicated leaders. Despite significant political support, the university would not have reached its current level of success without the right people guiding its trajectory.
Vice-Chancellor Prof. Weerasinghe, who brought a unique management approach refined through extensive training in Japan, stood out as an exceptional leader.
Young strategist, the Deputy Vice Chancellor Prof. Chaminda Ratnayake played a crucial role in the university’s marketing efforts. Together with a dynamic founding team, they built an organisation that achieved self-sustainability. Without such a unique combination of skills, replicating this success would be nearly impossible.
