(eBook PDF) Event Management: For

Tourism, Cultural, Business and

Sporting Events, 5th Edition
Visit to download the full and correct content document:
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-business-and-sporting-events-5th-edition/
 ’ ’
. -
..
.

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 CONTENTS Vil

6 MANAGE EVENT STAGING COMPONEN丁S 99

- In t「oduction 100
Analyse staging requirements 102
Source and O 「ganise staging cont 「actors 111
Monitor staging prepa 「ations 116
Evaluate staging components 118

7 ESTABLISH AND CONDUCT BUSINESS RELATIONSHIPS 124

In t 「oduction 125
Build business relationships 126
Conduct negotiations 130
Make formal business ag 「eements 132
Foster and maintain business relationships 138

8 MANAGE FINANCES WITHIN A BUDGET 142

Int 「oduction 143
What is budgeting? 143
Allocate budget resources 146
Monito 「 financial activities against budget 152
Identify and evaluate options fo 「 improved budget pe 「 formance 153
Complete financial and statistical 「epo 「 ts 156

9 IDENTIFY HAZARDS, ASSESS AND CONTROL SAFETY RISKS 164

Int 「oduction 165
Wo 「 kplacehealth and safety 166
Identify hazards 169
Assess the safety 「 isk associated with haza 「ds 172
Eliminate or control the 「isk 174

10 MONITOR WORK OPERATIONS 186

一
Int 「oduction 187
Monitor and improve workplace ope 「ations 188
Plan and o 「ganise workflow 192
Monito 「 and suppo 「 t team membe 「S 195
Solve problems and make decisions 200

11 LEAD AND MANAGE PEOPLE 204

- Int 「oduction 205
Model high standards of performance and behaviour 205
Develop team commitment and cooperation 206
Manage team perfo 「 mance 210

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VIII CONTENTS

”1
？』
p4
12 MANAGE ON-SITE EVENT OPERATIONS

7ι 气ι
一

气Jι 「

7ι 气二叮｜气二「
In t 「oduction

4 万’’’
， 2J3J2J2J
Finalise event prepa 「ations
Ove 「see event set-up

Jι
Manito 「 event operation

』「气丘气，ι

Dro
Ove 「see event breakdown
Evaluate ope 「ational success of the event

13 PLAN IN-HOUSE EVENTS OR FUNCTIONS 239

一
Int 「oduction 240
Liaise with event customer to satisfy service expectations 241
Prep a 「e and confirm event proposal 243
Coordinate event services 248
Finalise event and evaluate ope 「ational success 252

14 DEVELOP EVENT CONCEPTS 256

一
In t「oduction 257
Evaluate and explore needs and opportunities fo 「 events 257
Develop a 「ange of creative approaches to event concepts 262
Refine event concepts 266
Progress the concept to ope 「ational stage 274

15 SELECT EVENT VENUES AND SITES 278

｜门 t「oduction 279
Determine venue or site requi 「ements 279
Source event venue O 「 site 281
Confirm venue O 「 site bookings 289

16 IMPLEMENT AND MONITOR ENVIRONMENTALLY

一
SUSTAINABLE WORK PRACTICES 295
Int 「oduction 296
Investigate cur「e nt practices in 「elation to 「esou 「 ce usage 297
Set targets for imp 「ovement 306
Implement performance imp 「ovement strategies 310
Monito 「 performance 311

17 RESEARCH AND COMPLY WITH REGULATORY REQUIREMENTS 316

Int 「oduction 317
Res ea 「ch information requi 「ed for business compliance 318
Develop and communicate policies and p 「ocedu 「es fo 「 legal compliance 323
Ensure compliance with legal 「equirements 325
Maintain personal and O 「ganisational knowledge of
「egulatory 「equi 「ements 336
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 CONTENTS IX

18 MANAGE RISK 340

Int 「oduction 341
Risk management 342
Establish risk context 346
Identi fy ri sks 348
Analyse risks 349
Select and implement risk t「eatments 350

19 COORDINATE MARKETING ACTIVITIES 362

一
Int 「oduction 363
The marketing mix 364
Plan and o 「ganise ma 「keting activities 367
Undertake a general public 「elations 「ale 378
Review and 「epo 「 t on marketing activities 383
8

nd 2J

哼f
20 OBTAIN AND MANAGE SPONSORSHIP
8999

nO
一
Int 「oduction

气3

斗
Determine sponso 「ship 「equi 「ements and opportunities

l
气气

气二「 3
Sou 「 ce sponso 「ship

J
气二
Se 「vice sponso 「S

21 PREPARE AND MONITOR BUDGETS 404

In t「oduction 405
P 「epare budget information 414
Prep a 「e the budget 417
Finalise the budget 419
Monitor and 「eview the budget 420

22 RECRUI丁， SELECT AND INDUCT STAFF 428

Int 「oduction 429
Identify rec 「 uitment needs 430
Administe 「 recruitment 439
Select staff 440
Plan and organise induction programs 442

23 MANAGE VOLUN丁EERS 448

一
Int 「oduction 449
Resea 「chneed fo 「 voluntee 「 involvement 450
Undertake voluntee 「「ecruitment 456
Maximise volunteer retention 461

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X CONTENTS

24 ORGANISE EVENT INFRASTRUCTURE 466

一
Int 「oduction 467
Analyse event inf 「ast 「 uctu 「e requi 「ements 467
Source and organise event infrast 「 ucture 「equi 「ements 470
Monito 「 event infrastructu 「e 474
Evaluate success of event inf「astructure ope 「ations 478

Appendix 482
Glossary 495
Index 498

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 GUIDE TO THE TE XT XI

.
UI e 。 e ex
As you read this text you will find a number of features in every
chapter to enhance your study of Event management and help you
understand how the theory is applied in the real world.

”
lEARl'.'l GOBJ£CT.VES
。‘ ！回刷刷蹄，t 问

u白窜出’事由1 输
盯电
1 膺f!\-::il'11.X胃白宫’
剧唱』 uw

栩:'lb · ’”
问惕”翩翩tli呼啸回自耶l蛐闹剧”’制阳酌’
明白＜）I琦舶i翩翩翩￥况叫咱啤lltll:OC•
~ca幅“协商合帽回国，阻隔嗣a倍。泊队~，时or回国L'Cft we, rol烟’Cft

. NEW: Identify the key concepts that the chapte 「

·a旺RVIE\V
will cover with the Learning Objectives and
刷刷刷•DI lht 桐’魏帕州市面审问阳 II!命，dthtl!WIY Overview at the start of each chapter.
“自 .~－唾酌I teW.111吊lii.5'11回lh Cf!l'1 "1ffllll\iII.di 嗣 t,

·“ tU酶a 』也Wt\
it 嗣（峙，，E陆， in!Otft附

I FEATURES WITHIN CHAPTERS I

Gain an insight into how Event

INDUSTRY VIEWPOINT
’③ Management theories 「elate
Consumers advised to .b eware whe11 .b uying,concert tickets
NSW Fa'i, 1'lcUfil!l;J :M iu ss t。t !'vtalt.'h。w :Mason·Cox is eo'oouraging t9 n s-um。！ s, 11vho
to the real wo 「ld th 「ough the
are I湘nning to Jlurc:t阴阳 concert t icket~ Lo ~~y lro1t'i ,e归tEiblo l{ckeling 啕en白云， Industry Viewpoint at the
as <lomp.坠m~ swge. beginning of each chapter.

TIC1
KETING IOEBACLE !LEAVES RICKY MARTIN FANS FURIOUS
RICky 鼻缸，Un ,
lte.J'ed rowns11itff! to ttte·Auslrallan prtlfTlltre or his 110~ One 饰。tlcf rovr ~it the
Analyse practical applications of
~e.t，制d; g印刷 hr: . •,rJor加g fatJs ll>e type or -5/low tl>iJt's ：倒re伊.seen in th窑 dt.y. Saucy~彻J(('f儿 concepts th 「ough the 「eal-wo 「ld
pollsri柑 lf.H)l ;r,es qr,d a h但仔何r,rgy ρtrlormanc.e /tit To1ms.,.ille fa时 al his , t邮 solii•oul . sti~ Examples.
srr,eamrno fotmoro.

。IS四~s lthe 仰自S relea$t beli伽 tJ,j冒 am;·,verlng thl' tollO'.\ling 阳的tfon from the v陆＼vpolnt or the
J)Olit民 t~ eve:!'lt or9an1~e, ano ~e"in(IMdvai conteni号d: Wht ha\ r如por赔lbility rot managing the Research how theo 「etical
sarety,or dr.ug U1ets al test iVrl时
concepts have been used in
RUGOf .T 'MUS JC FESTIVAL F practice through the Extension
Pofke. /18~， C阳19ed mot萨 than 1.10 peop(e tjuring aff outdoor musfc.，~岛t,\r,31 on fJeclf'flber 6 ;;fld Activity boxes.
7i n F'ottJtude Vailey, Brisbane. A total or Ji3people 协：e:te arrested and char，伊d wun 1;.1 offc-nUIS

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XII GU IDE TO THE TEXT

At the end of each chapter you ’ LL find several tools

to help you to review, practise and extend your
knowledge of the key Learning objectives.

summ
ht this chapter W警 h.rv-e reviewed the sta，因 ofevt!nl ,egistrallon. Hopefully. tht! key m 西部却e or th1r.
chapter is understood to be ·剧entioo to dela1r ,\n alhfele with the wronq tjmlng devic吼叫rad 旧le
without .a ctrt1ncatt a nev, dtiz制 giv@n the wrong 1nf0tmation 础。ut a 四remony - all ate e>campl缸
”
。t u things tl\at can go wrong at lm-porrant limes ror event attend.ees-， 峙。pie t画n a忧。 arriYe lat毫

and t.e conru捉o.n~1咱 direction and ft!assurance, as qettrng around 细me ol the lar.911 ewents is Review you 「 understanding
confoondt咱 This. the role or an~ne wo,k1n9 at the pc:llnt of ,e91stratton 比 lo 1 provicie.a good ri,st
Impression and gwe cte矗r alrecttor,s and Instructions._
of the key chapter topics with
the Summary and Key terms
,t(eyterms recap.
Acttedltatlo向 Pro巳e始 or isSt ，，咱昌CCl'阜~阳 S阳ci11c event zone♀ or areas
ev键nt proQram Th'e l1ne,.u防 。， ~P回kers (Ir, entr.rt.lners il an ~nt
Indemnity 缸emptlon , r,om llablllty rot oamag.es
RAD R割io , freqliQncy iden!ifl同tlon ctvp or tf'il阳pondet
Trade 1how Atrade shOYI i, d四gned lo 叫I_ p’·odtiC也. mainly to rctai协主

REVIEW YOUR KNOWLEDGE

1 'What·is a 凶句et7 Test your knowledge and
2 Whi!t a『e the Clif rcrentlyp回 orou啕ctsi
,3 'Why are bu啕Cl宝 tm阴阳nt for a busioe>s.?
consolidate your learning
4 Wllat .ari!·some of th!! 1mporlant fact。“ you l~Ould co阴阳m before aUoca.ring bodgc.,t re四urces? through the Review your
knowledge and Apply your
APPLY YOUR KNOWLEDGE knowledge questions.
υsing tile lo问wlPg tiudgeL and actual,figu，臼l calrulate the va巾 nc95 foreath it!?m. s，均9臼tw;ry军 In
whicll pruflt前l~ltly，日n fie improveo 1in rmauon lQ mioig1r(g e1.pe:05es

CASE STUDY
引UOENT RAVE PARTY
《蚁。”p ().f unl~e,i: 1ty stud时ts dictc1eci to hole, a r剖E party uJ'.I fr，拥m宦~nea11>y moun阳 {!Sane
Oetem.ber ·and adve代ised It on Fatebook.'Thtee binds ilte时ed l阳 · ＼ hre阜·d~ party alld there w~
2ι·h阳f music. One you吨 girl describec3 ·,\ as 司 IMng hel~, although 衍hy $he stay回 Is unfilhomabte.
’ The dante are型 W剖 in a valley, and toge< a drinJc or v.ater "i。u 'bad to dimb a .steep hill. Even then,
th哩附ter was dirty alld brow~ The taJlets were so 阳r away,1旧t not时y bother回国 use lhem. The
Analyse in-depth Case
mij5k po..illd回 ill nag ht ind thL> 11臼M vi险rited so you couldri't $leεp , My I而end was unwe川 and there studies that p 「esent issues
1.'vc1s no med1日I help川12 orgaflisers c:lkin'I h刷e.~ ell.le . Th町 1ust viar陆id fu make a tast'.bua'. in context and ask you to
QUESTIONS make your own decisions.
1 明1at a,, so~ of the ttilngs,lttr1fcould go wrong, or ha\ie gone w'rong at $ill'll!ir e~·~,tls'l
l L{st lhr ，世 way$ ln ,vh比h the 01941n1set!>' a,rangement-s wete un回ti到actory.
3 L•~t 趴『ee ways in ,vti~· the 制萨nl could 阳ive Deen improved.
4 Thiiev啊t ,.,,~ described ro lhe iutllonll哼 as a C1Jltu,al t也tivat Do you thlJ1』 U1!S \ ~as atturatf 7
5 nie leg al (0111pl1ance l皇su囚。t sut~ an evenl 'will be ＜刷er~ . fn a late, chaple"r. ”。weve,,
l阳西：ugate! the canc~pt · 创＇duty of 臼re' and summarisf! 归ur ＂！＇＇回。rstεodi咱 of it

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 GUIDE TO THE ONLINE RESOURCES XIII

. .
UI e 。 e onL1ne resources

Cengage Learning is pleased to provide you with a selection of resources

that will help you prepare your lectures and assessments. These teaching
tools are accessible via ~ ngage.com 叫instructors I for Australia or
cengage.co.nz/instructors for New Zealand.

MAPPING GRID
The Mapping grid is a simple grid that shows how the content of
this book relates to the units of competency needed to complete the
Diploma of Event Management SIT50316.

SOLUTIONS MANUAL
The Solutions manual provides detailed solutions to the questions at
the end of each chapter in the text.

WORD 嗣 BASED TEST BANK

This bank of questions has been developed in conjunction with the text
for creating quizzes, tests and exams for your students. De live 「 these
though your LMS and in you 「 classroom.

POWERPOINT™ PRESENTATIONS
Use the chapter-by-chapter PowerPoint slides to enhance your
lecture presentations and handouts by reinforcing the key principles of
your subject.

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XIV GUIDE TO THE ONLINE RESOURCES

ARTWORK FROM THE TEXT

Add the digital files of graphs, tables, pictu 「es and flow cha 「ts into
your course management system, use them in student handouts, or
copy them into you 「 lectu 「e presentations.

Visit the Event Management companion website. You'll find:

• flashcards
• glossary
• more tools to help you excel in your studies

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…圃，．．．．．．．． ... ＝监字号
”酬’回国’..，..＿
’旧，．．．．．”’·＂－
‘H…·”削，..回－
“….....翩翩.....
…圃间”嘈咱回…司””·
- …··
1
E莓’3西菌IP<'·

c－圈’··－＂－＂ ..”’··”’, ....帽骨

--
，...，圄 b蛐........ ＿幽
．．，．．陀，，回

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 xv

As a professional field of practice, event management requires sophisticated sl<ills in strategic

planning, risl< analysis, marl<eting, budgeting, cash flow planning and human resource
management. There are chapters on all these topics and many others in this bool<. Indeed,
more and more public events are appointing professionally trained staff to senior positions.
The project nature of events, as well as the range of risl<s they carry (including financial risl<),
means that skilled and l<nowledgeable management staff are required. In fact, many major
projects in today's corporate world are one-off events requiring these sl<ills.
The l<nowledge and sl<ills gained in the study of event management can be used in diverse
contexts. Event management covers a wide range of interest areas, including business, sport
and the arts. Most significantly, governments and local councils are developing policies
and procedures supported by legislation, mal<ing legal compliance and risl< management
important responsibilities for the professional event manager.
The appendix to this bool< is provided by the City of Greater Geelong. This comprehensive
guide, which is accompanied by more tools and templates online, is extremely helpful for
anyone planning an event. Similar guidelines are available from other government bodies on
subjects such as the safety of mass gatherings, food hygiene, traffic management and so on.
The websites listed at the end of each chapter linl< to many of these very helpful sites.
Students emerge from this field of study with business and project management sl<ills
of the highest order, ready to face any business challenge. They can confidently apply for a
wide range of positions (few of them titled 'event manager') for which this type of training
has prepared them. Indeed, recognising the project orientation and customer responsiveness
of most modern organisations, students can be confident that they are developing sl<ills for
the future. Many events are also community focused and this has particular appeal for many
entrants to the area. The tourism impact of events is increasingly attracting the interest of
governments seeking to maximise domestic and international tourism revenues. All of these
trends are contributing towards the development of events management as a professional
practice.

About this bool<

This is the fifth edition of the popular text Event Management. The wide range of events
illustrated in this edition demonstrates the diverse range of events that managers may
encounter during their careers. Examples are provided for tourism, cultural, business and
sporting events, to name a few, with the primary focus being on the project orientation of worl<
in this field. Given that we are moving towards an 'experience economy: an understanding of
events as projects is highly relevant to many areas of the modern worl<place. The knowledge
and skills outlined in the bool< cover key areas of event services, event planning, on-site
operations, concepts and bids, compliance, marketing, finance, workforce planning and event
implementation.

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XVI PREFACE

This text is closely aligned with the nationally recognized Diploma of Event Management.
Numerous pedagogical features are included including chapter openings (quotes from
the industry), examples and illustrations. The chapters include engagement activities for
discussion and debate. At the end of each chapter there are assessment activities requiring
understanding, application and analysis of case studies. Web linl<s to useful industry resources
will be valuable. A glossary of terms is included at the end of the bool<.
The final chapter covers the biggest challenges facing an event manage巳 that being
planning infrastructure and services for a council approved event. The Appendix provides a
summative assessment and guidelines from government and industry to guide readers. These
include the very helpful event planning guidelines provided by Geelong City Council, part
one being reproduced in the text with links to more detailed planning guidelines such as
traffic management also available online.

Guide to resources
References made to third party resources can be followed using weblinl<s provided.
Event planning guides (e.g. Geelong City Council) and exhibition manuals (e.g. Perth
Convention and Exhibition Centre) are available with permission.
The blog on wordpress provides currency: https://lynnvanderwagen.wordpress.com/

Guide to instructor resources

1 Powerpoints are provided for each chapter
2 Model answers and marl<ing guides are provided for end of chapter assessments
3 扣1ultiple choice questions are provided for each chapter
4 The above assessments are mapped to the competency unit
5 A photo library is also provided for instructors

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 XVII

Dr Lynn Van der Wagen is Head Teacher of Tourism and Events at TAFE NSW, Northern
Sydney. She coordinates the delivery of the Bachelor of Event and Tourism Management
(which is delivered in partnership with Canberra University). Lynn played a key role in the
team that trained the 100 000-strong worl<force for the 2000 Sydney Olympic Games. Her
enthusiasm for the mega-event evolved into roles with the Beijing Olympic Games, Shanghai
Expo and London Olympic Games.
Awarded a NSW Premier's Teacher Scholarship in 2014, Lynn conducted extensive
research in China (home of the world's largest trade exhibition, the Canton fair) and Singapore
in order to lool< at new trends, in particular the ICT sl<ills required by event managers of the
future.

Lauren White has extensive experience in corporate communications. She has a degree in
Communications from the University of Technology Sydney (UTS) and has managed public
relations campaigns which have included media events. She has volunteered for the Rugby
World Cup, experiencing the media component of that event. As trends in new media, social
networking and experiential marl<eting have important implications for event managers of
the future, the experience she brings is highly relevant in the new edition.

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XVIII

We would lil<e to thanl< the many people and organisations acknowledged throughout the
bool< who made invaluable contributions by providing case studies, diagrams, photographs
and discussion material. Several people provided professional support in the writing of this
bool<, including Ron Beeldman, Anitra Wall<er, Robyn Spencer, Lesley Guthrie, Warwicl<
Hamilton and Mil<e Hammond. Staging Connections has supplied several images and several
event and government organisations have provided information and illustrations.
This text is based on the Tourism, Travel and Hospitality Training Pacl<age, produced by
the Commonwealth Department of Education and Training. It comprises nationally endorsed
standards and qualifications for assessing and recognising people's sl<ills. In order to accurately
reflect the nationally agreed guidelines, a number of headings, paragraphs and lists from the
training pacl<age have been integrated into the text, and the author hereby acknowledges the
use of this copyright material.
The authors and Cengage Learning would also lil<e to thanl< the following reviewers for
their incisive and helpful feedbacl<:
• Leighanne Campbell - Prime Learning
• Patrea D'Antonio - Northern Sydney Institute of TAFE
• Julie Edwards - Sejumi Institute
• Jeremy Glover - Swinburne TAFE
• Eugene Gomes - Polytechnic West
• Paraic I(avanagh - North Coast Institute of TAFE
Isabell I(ormos - Gordon Institute of TAFE
• Paul Newburn - Evolution Hospitality Institute
• Peter Seabrool< - Northern Sydney Institute of TAFE
We would also lil<e to acl<nowledge Lynn Van der Wagen's Hospitality Management (third
edition), which has provided useful content for a number of chapters of this bool<.
It has been a pleasure worl<ing on this edition with the highly professional team at
Cengage. And to loyal readers, students everywhere, thanl< you for your feedbacl<. May all
your events be successful!

Lynn Van der Wagen and Lauren White

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 OVERVIEW
This chapte 「 will p 「ovide an ave 「view of the event industry, cove 「 ing the scope of the many
different types of events. It will also highlight 「elationships with othe 「 secto 「s, such as tourism,
hospitality, sports, business and the community.
As the industry is so dynamic, it is essential to keep up to date with current and emerging
information, particularly in the areas of technology, laws ，「egulations and ethical issues. The
event industry evolves ve 「y quickly, and the focus of this chapter is on researching info 「 mation
and maintaining cu 「「ency.

LEARNING OBJECTIVES
On completion of this chapter, you will be able to:
O source a 门 d i 门 te 时「ele nt i 门 d 川ry information ide 门 tifying key p 「oducts and S川ices in
0 「der to assist with operational duties and enhance the quality of wo 「 k performance

O source and use compliance information - that is, laws and 「叩 lations that apply to
events - and ensu 「e that ethical issues are conside 「ed
O keep up to date with technologi 臼 I changes that impact on event plan ng and execution,
including online and virtual components
。 monito 「 current trends and issues and share this info 「m

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 CHAPTER 1 SOURCE ANO USE INFORMATION ON THE EVENTS INDUSTRY 3

Lost paradise: Escape the norm for an adventure amongst nature

Lost Paradise is a music, arts, yoga, performance, food and camping experience like
no other. Kindred spirits commune together for three days O丑 the sacred grounds
of Glenworth Valley, New South Wales to explore and discover new music, indulge
in delicious dining, interact with visual and performance art outside a traditional
setting, and celebrate life in all its technicolour glory.
Placed in an amazing setting within a valley on ancient land known to local
Indigenous Elders as 'Paradise Lost，，扰 showcases a brilliant line-up, secret
hideaways and glittering late night discos, an inspirational art and performance
repertoire, spoken word and debate, a magnificent Carnival parade, culinary feasts,
restorative massage, a variety of Yoga to indulge the body, mind and soul, and
much, much more. It appeals to both fans of electronic music as to nature lovers, to
families with young kids as to the 3 0 somethings that like the finer things in life, to
foodies as to folkies, funksters as to late night revellers . There is something at Lost
Paradise for everyo丑e.
Source: Lost Paradise (2016). https://lostparadise.com.au/experiences-activities

INTRODUCTION
Similar in many respects to California's
Coachella, Lost Paradise, held in NSW’S
Glenworth Valley, provides a wide variety of
experiences and offers on-site camping. It
is a new event - the first Lost Paradise was
held in 2015. Coachella, which was founded
in 1999, is reported to be one of the most
profitable music festivals in the United States
(Faughder, 2016). It features many genres of
music across several stages and also includes
art installations and sculptures. Coachella is
now so popular that the festival is held on
consecutive three-day weel<ends with the
same line-up.
The first Woodstock Festival was held in
1969 in New Yorl< State. It attracted nearly
500 000 people, causing massive traffic
jams across miles of highway. Only 200 000
people were expected. None of the required
infrastructure was in place and the muddy
Lost in Paradise
festival grounds were described as a disaster.

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4 EVENT SERVICES

These events illustrate the complexity of event planning, particularly when the site has
to be built from the ground up. The audience at all these types of events are generally very
tolerant of emerging operational problems, such as at Glastonbury in 2016, where the mud
was described as the worst ever at the event.
While events can have positive as well as negative social impacts, increasingly,
governments want to attract events to their States, Territories and other regions due to the
economic benefits associated with increased tourism. Getz and Page (2016b) point out that
event tourism as a concept was established only a few decades ago and they describe the
growth of event tourism since then as ＇叩ectacular:
Many charity events are sustainable from a social point of view; the Cancer Council's
Daffodil Day is one such example. Movember is a more recent Australian innovation started
by a group of men who agreed to grow a moustache for 30 days. This foundation raised
$579 million for research in its first ten years. Not many new charitable events achieve such
traction in a short period of time as there are many cause-related events competing for public
attention. All events, including fashion, music and fundraising events, are influenced by
contemporary trends and have to worl< hard to remain sustainable in the long term. Events
also play an important role in local communities, maintaining heritage, supporting schools,
providing entertainment, and l<eeping people connected.
〉←一＞ω
ZO一

Watch the You Tube video at https://youtu.be/ 4MwJjiVh9bE O 「 search online for ’ Glastonbury
ωZω

mud ’. Investigate news a 「ticles on the topic of problems that occurred at the 2016 festival. What
一《←

we 「e the two biggest ope 「ational problems for the organisers of this popu l a 「 festival?
←×U

The aim of this bool< is to assist you in your training to become an event manager of the
highest calibre. Many of us have observed events, most of us have participated in events, but
few of us have managed events. As an event manager, you are there to do far more than just
observe, and you are definitely not there as a participant. You are there to ensure the smooth
running of the event, to minimise the risl<s and to maximise the enjoyment of the event
audience. The demands placed on an event manager are far greater than you would expect.
The career path for a successful event manager does not involve running a party which turns
into a riot, something that has happened on several occasions in Australia, involving police
and damage bills in the hundreds of thousands of dollars.
Many events carry a significant risl< to the safety of participants. Accidents and i时uries
sustained at soccer matches and music festivals, for example, are sometimes fatal. Concerns
for safety are paramount and risk assessment forms a major part of any event proposal.
Qualifications and experience in risk management, covering all facets of event organisation, are
essential for the modern event manager, as is the ability to identify all legal compliance issues.
Financial risl< is also an important concern of the event manageιEvents are generally
extremely expensive, with high expenditure required over a very short period of time, and
there are far higher levels of uncertainty about revenue and profit than there are in relation to
the average business.
In the case of voluntary and charitable events, of which there are many in every communit弘
the risl< is that the time invested by individuals will be wasted and their objectives will not be
achieved.
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 CHAPTER 1 SOURCE AND USE INFORMATION ON THE EVENTS INDUSTRY 5

Finally, one of the most important things about an event is that it is often a highlight of a
person's life. This is not to be tal<en lightly. A significant birthday, a wedding or a christening is
so important to the main participants that nothing must go wrong. If something does go wrong,
it cannot always be easily rectified. A wedding at which the power fails due to overloading of
the electrical supply cannot be repeated. The offer to 'Come bacl< again at our expense' just
doesn't worl<! The event manager therefore carries overall responsibility for ensuring that the
event, however large or small, is a success, as there is often only one chance to get it right.
Based on what we have discussed so far, events are characterised by the following:
• They are often 'once in a lifetime' experiences for the participants.
They are generally expensive to stage.
• They usually tal<e place over a short time span.
• They require careful planning.
They often tal<e place once only. (However, many events are held annually, often at the
same time every year.)
• They carry a high level of risk, including financial and safety risl<.
There is often a lot at stal<e for those involved, including the event management team.
This last characteristic is crucial, since every performer, whether they are an athlete or
an entertainer, wants to deliver their best performance. The bride wants the day to be perfect
in every way. The marl<eting manager and the design team want the new product to be seen
in the best possible light. Consider for a moment how much easier it is to run a restaurant,
where you spread your risl< over a number of days and a number of customers, than it is to run
a one-off, big-budget product launch - particularly if the launch has 500 l<ey industry players
and the media in attendance, and is tal<ing place at a unique location with unusual demands
regarding logistics, lighting, sound and special effects.
Having pointed out the level of demand on the event manager and thus the possible
downside of the profession, it is important also to point out that the event industry is one in
which people (the event audience) tend to have the time of their lives. Mal<ing this possible
and sharing this with them is extremely gratifying. The worl< is demanding, exciting and
challenging, requiring a fine balance between tasl< management and people management.
The team needs to be both organised and flexible. Events
can be unpredictable and do require quick thinl<ing, based
on a sound l<nowledge of procedures and options. Decision
mal<ing is one of the most important sl<ills of the event
manage巳 and those with first-class analytical sl<ills are highly
sought after by most industries.
Professor Donald Getz and Stephen Page (2016a), well-
l<nown writers in the field of event management, define
special events from two perspectives, that of the customer
and that of the event manager, as follows:
A special event is a one-time or infrequently occurring
event outside normal programs or activities of the
sponsoring or organising body.
To the customer or guest, a special event is an opportunity
for a leisure, social or cultural experience outside the normal
Festival crowd
range of choices or beyond everyday experience (p. 16).

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6 EVENT SERVICES

Another well-l<nown author, Dr J. Goldblatt (2010), defines a special event as 'that which
is different from a normal day of living' (p. 6).
In this bool<, the emphasis is on a wide range of events, including 'special events: as
defined above, and more common events such as sporting events, meetings, parties, carnivals
and prize-giving ceremonies, which may not meet the definition 'outside the normal range of
choices:

SOURCE AND INTERPRET RELEVANT

INDUSTRY INFORMATION
Internationally, there is fierce competition for the staging of major and mega events. Countries
compete against each other for the right to hold the next Olympic Games, Rugby World Cup,
FIFA World Cup and World Expo. In this competitive environment, Australia battles it out
with other countries, such as France, Brazil and China. Australian cities also compete against
each other for major sporting events, such as motor racing and major entertainment events.
In the conference exhibition area, there are convention centres in all capital cities vying for
business. Aside from the prestige that some of these events bring to a country or ci句 the
wider social and economic impacts of staging such events is often the l<ey reason why the
competition is so fierce. As this chapter will show, events play a vital role in profiling a country
as an attractive tourism destination, and event tourism contributes signi自cantly to a country's
economy. While this is hard to quantify, we l<now that event-related tourism is an important
export for Australia.
Staying in touch with event industry trends is therefore essential, and this is done by
researching event industry information using the following sources:
• discussions with experienced industry personnel
• industry accreditation operators
• industry associations and organisations
• industry journals, reference bool<s and seminars
• online sources
• libraries and media
• networl<ing with colleagues and suppliers
• documents issued by government regulators which describe laws relevant to the events
industry
• training courses
• unions.
In conducting this research, one can stay up to date with the economic and social
significance of the industry, as well as career opportunities and quality assurance initiatives.
The area of most relevance to most event managers is legislative compliance, and following
this, risl< management, which is the process by which 'reasonable' risl<s are anticipated and
treated. By investigating problems that have arisen at past events, the rationale for these
regulations and processes becomes clear.

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Another random document with
no related content on Scribd:
is a mile or more above sea level, and if we should fly too high in
order to avoid the heat gusts, we may have trouble with our engines
in the rarefied air. Below us are dense forests and rocky hillsides,
and natural landing places hardly exist. As we go down the eastern
shore of Lake Victoria we see new sights. These are the water-
spouts, great spiral columns whirled up from the lake into the air by
the eddying winds.

Swamps, huge anthills, scrub bush, outcroppings of rock; and stretches of tall,
rank elephant grass combine to make natural landing places exceedingly rare on
the second stage of the airplane journey, which is most difficult and dangerous.
 The flight from Cairo to the Cape takes the aviator over clusters of native huts,
dwarfed to the size of anthills, through which run the signs of civilization—ribbons
of well-constructed road.
 Fuad I, who became the first king when Egypt was declared a sovereign nation,
came of the same family as the khedives of the last hundred years. He gave Egypt
its flag, three white crescents and stars on a red field.

Our route from Kisumu, on Lake Victoria, is to the southwest, and

we land at Mwanza, on the south shore. This is one of the outposts
of the white man’s civilization in “darkest Africa,” From Mwanza we
continue southwest across Tanganyika Territory to Abercorn at the
lower end of Lake Tanganyika, and then fly on to Broken Hill in
northern Rhodesia, where once more we see a railroad.
Preparing landing places in this part of Africa was a big job in
itself. Not only were thousands of trees cut down to make clear
spaces, but they were dug up by the roots to prevent them from
sprouting again. Many of the native chieftains take great interest in
keeping clear these airdromes, which would soon be gobbled up by
the jungles if left to themselves. They have also broken up and
carried away from these spaces the giant ant hills that cover the land
of Central Africa like freckles on a boy’s face. These hills, which are
often twenty-five or thirty feet high, and forty or fifty feet thick, are the
home of the white ant. To make one airdrome in northern Rhodesia a
force of seven hundred natives worked five months taking out
twenty-five thousand tons of the heavy, rock-like clay with which the
ants, grain by grain, had built their African apartment houses. Were
our airplane to strike an ant hill in landing, it would surely be
wrecked.
From northern Rhodesia down into Cape Colony our flight is not
quite so difficult. The country is lower, and there are more open
spaces. At Livingstone we begin the third stage of the journey, and
there cross the Zambesi, looking down upon its wonderful falls,
larger than Niagara. From Bulawayo, the next important stop, we
bear to the east as we go south, passing over the Transvaal, with its
diamonds and gold mines. We stop at Johannesburg and then fly to
the westward on down to Bloemfontein. Our last flight takes us to
Table Mountain, with Cape Town and the Atlantic Ocean at its foot.
We are at the end of the continent, and have completed our fifty-two
hundred miles through the air.
Those who know best the conditions in Africa believe that the
establishment of a regular air service along the Cape-to-Cairo route
will be difficult. During the rainy season dense fogs are common,
making flying uncertain and dangerous, while at times the smoke
from forest fires causes great trouble. On account of the rapid
evaporation, the storage of gasoline in the tropical belt is extremely
difficult. Sudden changes in atmospheric conditions form another
serious danger; but with the development of wireless stations along
the route, and the use of the radio telephone, aviators can be
warned while in flight of the weather conditions ahead and shape
their courses accordingly.
Meantime, that all-British line that Cecil Rhodes planned comes
nearer to completion each year.
In thinking of the famous Cape-to-Cairo route most people
consider it as a continuous railway trip, or as an iron track spanning
Africa from south to north. This it will perhaps never be. We shall go
by steam from Cairo to the Cape of Good Hope, but almost one third
of the way will be over navigable rivers and lakes. This was
Rhodes’s idea, and it is also that of every practical engineer who has
examined the country and its traffic possibilities.
The journey from Cairo to the Cape is now made by rail, boat, and
ground transport. These overland gaps are the ones which will one
day be filled with railways, but the water sections will remain as a
part of the completed route.
The railroad from Cairo has been extended two hundred and forty
miles south from Khartum to Sennar, on the Blue Nile, where a great
new dam, which is to furnish more water for irrigating Egypt and the
Sudan, is now under construction. The British have also built a
railway from Sennar west to El Obeid, in Khordofan. This line
crosses the Blue Nile at Kosti. From Sennar, the fourteen hundred
miles to Lake Albert is covered by Nile steamers and by ground
transport, which may be automobile, horseback, or bullock wagon.
From the southern shore of Lake Albert is another gap which must
be covered with ground transport to gain the shores of Lake Victoria,
and after Victoria is crossed by steamer, Lake Tanganyika must be
reached overland. From Lake Tanganyika to Broken Hill is a gap of
four hundred and fifty miles which will soon be bridged by railroad
construction. From Broken Hill we have the railway to Cape Town. A
railroad extends northward from Broken Hill to Bukama in the Congo
copper-mining district of Katanga, but it does not fit into the scheme
of an all-British steam route to Cairo.
 Another important railway development, also the work of the
British, resulted from the World War. The Turks had organized an
army to capture control of the Suez Canal, and to meet this attack
the British pushed a great expeditionary force into Palestine. They
did this by building a swinging railroad bridge across the canal at
Kantara and laying a railroad two hundred and fifty-six miles through
the Sinai and Palestine deserts to Haifa. During these operations,
Kantara, normally a small garrisoned railroad town, mostly sand and
cinders, became the greatest military base in all history. Besides the
soldiers, brought from all corners of the British Empire, the British
organized the Egyptian Labour Corps, for which more than twelve
hundred thousand Egyptian natives were recruited. This vast army of
workers built the railway, and kept the stream of men and supplies
moving on to meet the attack of the Turks. The Egyptians did not like
this service much better than the Children of Israel liked toiling
without wages for the Pharaohs nearly four thousand years ago.
These operations resulted in the defeat of the Turks and saved the
canal. Moreover, they linked Africa and Asia by rail and one may now
go on comfortable cars all the way from Cairo to Constantinople, and
on to Paris. In reality, three continents have been joined together by
the Kantara bridge and the Palestine Military Railway. This new link
in the chain of the world’s railway systems was part of the Kaiser’s
dream of empire. But he had no part in making it come true, and it
now adds to the glory and strength of the very nations he hoped to
conquer.
 The mails are carefully guarded on all trains, a soldier with rifle and sword
always being present when the sacks are loaded or unloaded. Armed guards also
travel with the mail on the Nile steamers.
 Far up in the Sudan American engines are found pulling British trains, while the
famous bridge at Atbara, which Kitchener said he must have in less time than the
English could manufacture it, was made in the United States.

While the British have established first-class railroad service from Cairo and
lower Egypt up into the Sudan, there also remain in this region some of the light
military railways built during the wars with the Mahdi.
 CHAPTER XX
KHARTUM

After the intensely hot and dust-filled six-hundred-mile journey

across the desert from Wady Halfa it is good to be here amid the
palm gardens and the lime trees of Khartum. I am in the flourishing
capital of the Sudan, once, and not so long ago at that, the centre of
an exceedingly prosperous slave trade and later the scene of the
massacre of General Gordon and of Kitchener’s fierce fights with the
Mohammedan fanatics.
Khartum lies at the junction of two of the chief rivers of North
Africa, giving it navigable highways to Abyssinia and to the rich lands
along the watershed of the Belgian Congo. It has railroads
connecting it with the Mediterranean, and with the exception of one
stretch of less than six hundred miles, where the cataracts are, it has
the main stream of the Nile to give it cheap freight rates to Europe. It
has opened a railroad to Suakim, on the Red Sea, and in time it will
undoubtedly be one of the great stations on the principal route by
steamer and rail from Cairo to the Cape.
I called upon the Governor of Khartum this afternoon and asked
him to tell me the story of the city. Said he: “The buildings which you
see here are all new, but the town is older than some of the
mushroom cities of the United States. It was born before Chicago,
being founded by Mehemet Ali a century ago. It grew remarkably
fast, so that at ten years of age it was made the seat of the
government of the Sudan and became an important commercial
centre. It was here that Gordon made his effort to break up the slave
trade and here that he was killed. He was butchered on the steps of
a building on the site of the present Governor-General’s palace.
Then the Mahdist leader declared that Khartum should be wiped out.
He destroyed all the houses and made the inhabitants come to his
new capital, Omdurman, which he had laid out on the other side of
the White Nile about five miles to the south. When the people left
they tore off the roofs and pulled out the doors of their houses and
carried them along to use in their new houses at Omdurman.
“After that, for years, and until Kitchener came, Khartum was
nothing but a brick pile and a dust heap. Omdurman had swallowed
up not only its whole population, but that of a great part of the
Sudan; for the Khalifa forced the tribes to come there to live, in order
that he might have their men ready for his army in times of war. The
result was that Omdurman had more than a half million inhabitants
while Khartum had none.
“Then we had the war with the Khalifa, whom we finally
conquered,” the Governor continued. “After we had reduced the
greater part of Omdurman to ruins, we began planning the building
of a great city. The idea at first was to force the people to move from
Omdurman to Khartum, but it was finally decided that it would be far
better to have a native city there, and to make this place the
government and foreign centre, with a manufacturing and
commercial town at Halfaya, or Khartum, North, on the northern
bank of the Blue Nile.
“The Khartum of to-day was laid out after somewhat the same plan
as your capital at Washington; at least the reasons that determined
the plans were the same. As I recall it, Washington was plotted at
about the time of the French Revolution by a French engineer. Major
L’Enfant laid out the city so that it could be easily defended in case of
a rebellion and at the same time be beautiful. For that reason the
streets were made to cut one another at right angles with avenues
running diagonally through them, forming squares and circles, where
one cannon could command many streets. Lord Kitchener had the
same idea as to Khartum. He directed his architects to make the
streets wide, with several large squares, and to have the whole so
arranged that guns placed at the chief crossings could command the
whole city. The result is Khartum as you now see it.
“The town is laid out in three great sections, and all building plans
must be submitted to the government architects before permits of
construction can be issued. The section along the Nile is devoted to
the government buildings and the residences of the officials and
others who can afford good houses. Back of that there are streets
where less pretentious houses may be built, while farther back still
and more to the south is a third section of houses for natives. The
town is so planned that it can grow along these lines, and we believe
it will some day be one of the largest and most beautiful of the cities
of interior Africa.”
I have now been in Khartum over a week and find it most
interesting. In coming to it, I rode for hours and hours through the
sands and rocks of Nubia, and it was not until I was within a few
miles of Halfaya that I saw signs of vegetation. The train then
entered a region of thorn bushes ten or fifteen feet high; farther on
patches of grass bleached by the sun were to be seen, and closer
still other evidences of cultivation. The Arabs were digging out the
thorn bushes on the edge of the desert and stacking them up in piles
for fuel. There were a few animals grazing on the scanty grass.
Out of such dull and cheerless desert surroundings rises a city of
green. All along the river, for a distance of more than two miles, runs
a wide avenue shaded by trees and backed by buildings and private
houses in beautiful gardens. From one end of it to the other this
avenue is a succession of parks. It begins with the botanical and
zoölogical gardens, where all the trees of the tropical and sub-
tropical regions grow luxuriantly and where one may see the soap
tree, the monkey-bread tree, and other curious examples of
Sudanese flora. There are several lions and tigers in the garden, and
there is also a mighty giraffe which I photographed this afternoon as
he was taking a bite out of a branch at the height of a two-story
house.
Next to the zoölogical garden is the Grand Hotel, a long,
bungalow-shaped structure shaded by date palms, while beyond are
the two-story homes of many officials, all well shaded. The first
public building on this avenue is the post and telegraph office.
Beyond it are the offices of the Military Bureaus with public gardens
behind them. Directly on the river and in front of a wonderful garden
is the great white palace in which the Governor-General of the
Sudan lives and has his offices. Farther along the avenue are the
Sudan Club and the hospital. Away at the south rise the large
buildings of the Gordon Memorial College, with the British barracks
at the end of the street. On the edge of the river are the inevitable
sakiehs raising the water to the tune of their monotonous creakings.
They start at seven o’clock every morning. Their wheels are never
greased and as they move they screech and groan and sigh. There
is one in front of the Grand Hotel which serves as my alarm clock, for
sleep is murdered at the moment it begins.
In Khedive Avenue, which runs parallel with the embankment, is a
statue by E. Onslow Ford, of General Gordon on an Indian camel.
So far as I know this is the world’s only camelestrian statue. It is a
work of fine art and full of the spirit of the famous hero it represents.
The business parts of Khartum are on the streets back from the
river. There is one great square devoted to the markets. This must
cover ten or more acres, and the Abbas Square, a little farther west,
in which the mosque stands, is fully twice as large. The business
section has two banks and a large number of stores managed chiefly
by Greeks. There are more Greeks here than any other foreigners,
and next to them come the Italians, some of whom have important
establishments. One of the biggest of all is the house of Angelo
Capato, a man who might be called the Marshall Field of the Sudan,
for he has a large business here, with branches all over the country
and desert stores far up the Nile. The stores have covered porches
in front of them or they face arcades which keep off the sun.
The mosque of Khartum is one of the most beautiful buildings in
Africa. It is a great two-story structure of white stone with minarets
rising high above it. The galleries of the minarets have a lacework of
stone around them and the towers are covered with Arabic carvings.
The building is named after Khedive Abbas Hilmi who, I am told,
furnished much of the money for its erection.
Khartum has also a big Coptic church as well as one built by the
Church of England and the schools and chapels of the United
Presbyterian Mission of our country. So, you see, notwithstanding its
position on this far-away part of the globe, it has abundant religious
facilities.
 I have been interested in watching the women doing construction
work here in Khartum. Wherever new houses and business blocks
are going up, the masons and mechanics have their women helpers.
The labourers come from all parts of the Sudan, so that the women
of a half-dozen tribes may be working on the same building. The
wages are far beyond those of the past, and, although they are still
but a few cents a day, here in Central Africa they mean riches.
These women labourers are strapping black girls, straight and
plump, and so lightly dressed that one can see all the outlines of
their forms. Some have but a thin sheet of blue cotton wrapped
loosely around the shoulders with another wound about the waist so
that it falls to the feet. The upper garment is off half the time, leaving
the girl bare to the waist. Her plump bust shows out in the bright sun
as she raises her arms high to steady the load on her head. These
African natives, both men and women, pull out all the hair on their
bodies, going over them once a month for this purpose. This custom
is common in many parts of the world. It is done among some of the
Indians of the Amazon, among the Jewesses of Tunis, who are
shaved from head to foot just before marriage, and among the Moros
of our Philippine Islands, who carry along little tweezers to jerk out
the hairs.
The wages these women receive are pitifully low. Ten or fifteen
cents a day is big money for a woman, while even a man can be
hired for twenty cents or less. For such sums the women unload the
stone boats on the Nile, wading out into the river and coming back
up the banks with two or three great rocks piled high on their heads.
They carry sand in baskets, and spread it over the stones on the
highways, and sit down on the roadsides and break stones for
macadamizing. They carry the mortar up the scaffolding to the
masons, and quite an army of them is employed in bringing water in
five-gallon kerosene oil cans from the Nile. Some of the streets are
sprinkled with this water, and many of the gardens of Khartum are
kept moist in this way. At the Grand Hotel we have a half-dozen
women who carry water all day long to irrigate the garden. Some of
the girls are tall. To-day I had a photograph taken of myself standing
beside one who overtopped me some inches. She objected to my
having her picture, and as she was a husky young negress it was for
a time undecided whether I should succeed.
I have asked some questions here as to labour. The builders tell
me it is almost impossible to get what they want, and that the more
wages they pay the greater the danger of a labour famine. The
trouble is that the natives will not work if they have money, and when
wages are high they work so much the less. All they need is their
food, and a family can live on five cents and less per day. The food
consists chiefly of boiled dura or sorghum meal and the drink is a
native beer which costs almost nothing. A man can get a suit of
clothes for a dollar, while a woman can be outfitted for less. When
food is cheap, the prices of labour rise, and when it is dear, they fall.
The native reasons that he ought to be paid more for his work when
the food prices are low, for in such a case he can easily get food
ahead, and why should he work at the ordinary wage when he has
all he wants? When the food goes up the labourers need the work to
pay for it and their competition brings wages down.
 The British believe Khartum will some day be one of the largest and most
beautiful cities of Africa. They have made along the river front a boulevard and
park, in which are the government offices and the residences of officials and
others.
 From Khartum, where the Blue and the White Nile come together, navigable
waterways extend into Abyssinia and the rich lands of the watershed of the
Belgian Congo, while to the north flows the main stream of the Nile.

Founded only one hundred years ago, Khartum rapidly became a slave-trade
centre but was utterly wiped out by the Mahdists who killed Gordon. Not until
Kitchener came was the city built anew on modern plans.
 CHAPTER XXI
EMPIRE BUILDING IN THE SUDAN

I am just back from the palace at Khartum where I have had a long
talk with Sir Francis Reginald Wingate, the Sirdar of the Egyptian
army and the Governor-General of the Sudan. He is the ruler of a
land one fourth as large as all Europe and four times the size of any
country in it excepting Russia. He has great power and can do
almost anything he likes with this country and people. One of the
chief officers in the wars with the Mahdi and the Khalifa, he won
decoration after decoration for his bravery and military services, and
was in command of the operations which finally resulted in the death
of the Khalifa. It was in that year that he became Sirdar, and since
then he has been bringing order out of the chaos of this part of
Africa. He has pacified the warring tribes, has turned their lances
and guns into ploughshares and shepherds’ crooks, and is now
creating civilized conditions where before have been barbarism,
injustice, slavery, and war. An explorer of note before he became
Governor-General, he has his prospectors travelling through every
part of this vast region, and is laying out and starting the railroad,
canal, irrigation, and other projects which will open it up to trade and
progressive development.
The Sirdar is now in his prime. He has seen perhaps fifty years of
hard-working life, but he does not look over forty-five, and were it not
that his hair and moustache are mixed with silver, one would think
him much younger. His face is free from wrinkles and his complexion
rosy, his eyes are full of light, and his whole appearance indicates
health and strength. A great part of his career has been spent in the
saddle. He has not only travelled over most of Egypt and the Sudan,
but has gone on diplomatic missions to Abyssinia. He spends a
portion of every year travelling by boat or on camels through his far-
away provinces, and has just recently returned from a long trip to
Kordofan. He talks freely about his country, which he knows so well
that what he says is of special interest.
During my conversations with His Excellency I asked him about
the possibilities of the Sudan, reminding him that most people looked
upon it as nothing more than a vast desert. He replied:[1]
“That idea comes largely from the desolate sands through which
the railroad takes travellers on their way to Khartum. They have also
read of the immense swamps of the Upper Nile, and, putting the two
together, they look upon the country as only swamp and desert. The
truth is the Sudan is an undeveloped empire so far as its natural
resources are concerned. It is a land of many climates and of all
sorts of soils. The desert stops not far from Khartum, beyond which
is a region where the rainfall is sufficient for regular crops. Still
farther south the country has more rain than is needed. In the west
are great areas fitted for stock raising.
“Take, for instance, the country along the Abyssinian border and
that which lies between the White and Blue Niles. Those regions
have been built up in the same manner as Egypt, and they contain
all the rich fertilizing materials which have made the Lower Nile
valley one of the great grain lands of the world. The only difference is
that the Egyptian soil, by the cultivation and the watering of
thousands of years, has been leached of its best fertilizing elements;
while the soil of the Gezirah, as the region I have referred to is
called, has hardly been touched. Indeed, the plain between the
White and Blue Niles is so rich that, if water is put upon it, it will
produce four or five crops every year, and that for many years in
succession. We have millions of acres of such soil awaiting only the
hand of man to bring them into the world’s markets as live
commercial factors.”
“What kind of crops can be raised in that country, your
Excellency?” I asked.
“Almost anything that is now produced in Egypt,” was the reply.
“The Gezirah is already growing a great deal of dura, or millet. It
produces an excellent wheat and also maize. In fact, that plain is
now the chief granary of this part of the world. It raises so much that,
when the season is good, the crops are more than the people
consume, so the grain is stored away in great pits. I have seen dura
pits forty feet deep and about fifty feet in diameter. They are to be
found about almost every village. At ordinary times they are kept full
of grain for fear of a famine, but while the Mahdi reigned, his soldiers
used to rob them. The result was that whole communities were
wiped out by starvation.”
“But if the bad years eat up the good ones, where is the Sudan to
get its grain for export?” I inquired.
“That will come by irrigation and better transportation. Until the
Upper Nile irrigation projects can be put through the people must
rely, as they do now, upon the rainfall, which is uncertain. When
those plans have been carried out the country can be irrigated by the
two Niles without diminishing the supply of water required for Egypt.
Then the land will have water all the year round. Improved methods
of cultivation will enormously increase the crops. At present the
native merely walks over the ground after a rain and stirs it up with a
stick while his wife or children follow behind dropping the seeds and
covering them with their feet. Nothing more is done until two months
later, when the crop is ready for reaping.”
“How about cotton?”
“I see no reason why the Sudan should not eventually be one of
the big cotton countries of the globe. We are experimenting with it in
all the provinces and are meeting with success. The land between
the White and Blue Niles might be made one great cotton plantation,
and the quality of the crop would be excellent. We are now raising
fine cotton on the Red Sea near Suakim, and the crop is a profitable
one. Plantations are also being set out by foreigners near Khartum.
The cotton raised is fully equal to the best Egyptian.”
“But how about your labour, your Excellency; have you the
workmen necessary to cultivate such crops?”
“That is a problem which only the future can solve,” replied the
Sirdar. “We have all kinds of natives here, representing the different
stages of savagery and semi-civilization. While there are a great
many tribes whose people can be taught to work, others will need
many years of training before they can be made into such farmers as
we have in Egypt and India. We have some who will work only long
enough to get food and supplies for their immediate needs and who,
when a little ahead, will spend their time in dancing and drinking the
native beer until they become poor again. We have also a large
admixture of Arabs and other races who are of a far higher character
and of whom we expect much.”