(eBook PDF) Evidence-based

Management in Healthcare: Principles,

Cases, and Perspectives, Second
Edition
Visit to download the full and correct content document:
https://ebooksecure.com/download/ebook-pdf-evidence-based-management-in-health
care-principles-cases-and-perspectives-second-edition/
Second Edition

Evidence-Based
Management
in Healthcare
Principles, Cases, and Perspectives

Anthony R. Kovner | Thomas D’Aunno | Editors

BRIEF CONTENTS

Foreword—David Blumenthal...................................................................xix
Acknowledgments......................................................................................xxi
An Introduction—Anthony R. Kovner and Thomas D’Aunno..................xxiii

Part I Overview

Chapter 1. Evidence-Based Management: The Basic Principles............3

Eric Barends, Denise M. Rousseau, and Rob B. Briner

Chapter 2. Rapid Evidence Assessments in Management:

An Example.....................................................................21
Eric Barends, Karen Plum, and Andrew Mawson

Chapter 3. The Baldrige: What We’ve Learned from the Most

Rigorous Evidence-Based Management in Healthcare
Organizations...................................................................47
John R. Griffith

Part II Scientific Evidence—Doing the Work

Chapter 4. Research Opportunities and Examples..............................65

Thomas Rundall and Terese Otte-Trojel

Chapter 5. Acquiring Evidence..........................................................85

Susan Kaplan Jacobs

Chapter 6. Barriers to the Use of Evidence-Based Management in

Healthcare . . . and How to Overcome Them................107
Thomas D’Aunno

Chapter 7. Learning from Other Domains.......................................123

Denise M. Rousseau and Brian C. Gunia

vii
viii B rief Co n te n ts

Part III Scientific Evidence—Examples of Practice

Chapter 8. Case Study: The Evolution of Evidence-Based CEO

Evaluation in a Multi-Unit Health System......................143
Lawrence Prybil and Michael Slubowski

Chapter 9. Case Study: The Healthy Transitions Program in

Late Stage Kidney Disease..............................................151
Sofia Agoritsas, Steven Fishbane, and Candice Halinski

Chapter 10. Case Study: Evidence-Based Criteria for Hospital

Evacuation, Ten Years After Hurricane Katrina...............169
K. Joanne McGlown, Stephen J. O’Connor, and
Richard M. Shewchuk

Chapter 11. Case Study: Integrated Chronic Care Management

and the Use of Evidence in Decision Making.................203
Kyle L. Grazier

Part IV Organizational Evidence

Chapter 12. Engineering, Evidence, and Excellence: The Kaiser

Permanente Example......................................................213
Jed Weissberg and Patrick Courneya

Chapter 13. Big Data and Evidence-Based Management at

Lyndon B. Johnson General Hospital.............................235
Jessie L. Tucker III

Chapter 14. An Academic Practice Partnership to Support

Evidence-Based Management at Rush University
Medical Center..............................................................247
Andrew N. Garman, Tricia J. Johnson, Shital C. Shah,
W. Jeffrey Canar, Peter W. Butler, and Chien-Ching Li

Chapter 15. Teaching Capstone at NYU Wagner: Demonstrating

Competency and Applying the Principles of
Evidence-Based Management.........................................261
John Donnellan

Chapter 16. The Consulting Approach as an Application of Evidence-

Based Management: One Firm’s Experience...................275
Kim Carlin
 Br ief C ontents ix

Part V Experiential Evidence

Chapter 17. Experience of a Hospital Manager..................................299

Lynn McVey and Eric Slotsve

Chapter 18. How to Do Evidence-Based Management:

A Demonstration...........................................................307
Bryce Clark

Chapter 19. Perspective on Hospital Performance: Interview with

David Fine, President and CEO, Catholic Health
Initiatives Institute for Research and Innovation,
Englewood, Colorado....................................................313

Chapter 20. Perspective on Hospital Performance: Interview with

Richard D’Aquila, President, Yale New Haven
Hospital.........................................................................317

Chapter 21. Perspective on Hospital Performance: Interview with

Michael Dowling, CEO, Northwell Health.....................325

Part VI Stakeholder Concerns

Chapter 22. Perspective on Medicine: Interview with Ethan Basch, MD,

University of North Carolina..........................................331

Chapter 23. Perspective on Nursing: Interview with Maja Djukic,

Assistant Professor, Rory Meyers College of Nursing, New
York University..............................................................335

Chapter 24. Perspective on Big Data: Interview with John Billings,

Professor, NYU Wagner.................................................339

Chapter 25. Perspective on Evidence-Based Practice: Interview

with Eric Barends, Center for Evidence-Based
Management, Amsterdam, the Netherlands....................343

Chapter 26. Perspective on Hospital Performance: Interview with

Quint Studer, Studer Group, Pensacola, Florida.............347

Chapter 27. Evidence-Based Management: Where Do We Go from

Here?.............................................................................351
Anthony R. Kovner and Thomas D’Aunno
x B rief Co n te n ts

Appendix A: A Course Reference Guide on Evidence-Based Management—

Eric Barends............................................................................................... 359
Appendix B: Starter Set of Additional Readings About Evidence-Based
Management in Healthcare—Anthony R. Kovner ................................367
Index......................................................................................................375
About the Editors.....................................................................................403
About the Contributors............................................................................405
DETAILED CONTENTS

Foreword—David Blumenthal...................................................................xix
Acknowledgments......................................................................................xxi
An Introduction—Anthony R. Kovner and Thomas D’Aunno..................xxiii
Why Should Managers Read This Book?........................xxiii
Why Do We Care Passionately About Evidence-Based
Management?............................................................xxiii
What Did the First Edition Accomplish?.........................xxiv
What Do We Intend to Accomplish in the
Second Edition?..........................................................xxv
What Have We Not Yet Been Able to Accomplish?..........xxx

Part I Overview

Chapter 1. Evidence-Based Management: The Basic Principles............3

Eric Barends, Denise M. Rousseau, and Rob B. Briner
Introduction......................................................................3
What Is Evidence-Based Practice?.......................................4
What Counts as Evidence?.................................................4
Why Do We Need Evidence-Based Practice?......................5
What Sources of Evidence Should Be Considered?.............6
Why Do We Have to Critically Appraise Evidence?...........12
Why Focus on the Best Available Evidence?.....................12
Some Common Misconceptions About
Evidence-Based Practice..............................................13
What Is the Evidence for Evidence-Based Practice?..........16
Summary.........................................................................17
Notes...............................................................................18
References........................................................................18

xi
xii Det a iled C o n te n ts

Chapter 2. Rapid Evidence Assessments in Management:

An Example.....................................................................21
Eric Barends, Karen Plum, and Andrew Mawson
Evidence Summaries.........................................................21
Rapid Evidence Assessments.............................................23
Notes...............................................................................40
References........................................................................41

Chapter 3. The Baldrige: What We’ve Learned from the Most

Rigorous Evidence-Based Management in Healthcare
Organizations...................................................................47
John R. Griffith
The Baldrige Process and Its Results as
Evidence-Based Management......................................47
The Ethical Framework of the Baldrige Is Consistent
with Medical Professionalism.......................................48
The Winners Represent All of Healthcare and
Much of America.........................................................49
The Baldrige Model, a Comprehensive System
for Managing HCOs...................................................50
The Consensus Directly Improves Patient Care and
Reduces Cost...............................................................56
Several Factors Impair the Spread of the Consensus.........57
How the Spread of the Model Can Be Encouraged..........58
Limitations.......................................................................60
References........................................................................60

Part II Scientific Evidence—Doing the Work

Chapter 4. Research Opportunities and Examples..............................65

Thomas Rundall and Terese Otte-Trojel
Introduction....................................................................65
The Healthcare Management Research Context...............66
Research Opportunities Across the Four
Types of Evidence.......................................................67
Conclusion.......................................................................80
References........................................................................80
 D etailed C ontents xiii

Chapter 5. Acquiring Evidence .........................................................85

Susan Kaplan Jacobs
Introduction....................................................................86
Prerequisites to Step 1.....................................................87
Step 1: Asking—Translating a Practical Issue or
Problem into an Answerable Question.........................90
Step 2: Acquiring—Systematically Searching for
and Retrieving the Evidence........................................92
Steps 3 Through 6: Appraise, Aggregate, Apply, Assess....98
An Overview of Knowledge Practices...............................99
Teamwork for Evidence-Based Healthcare Management.....102
Conclusion: Challenges for Locating Evidence...............102
References......................................................................103

Chapter 6. Barriers to the Use of Evidence-Based Management in

Healthcare . . . and How to Overcome Them................107
Thomas D’Aunno
Barriers to the Practice of Evidence-Based
Management ............................................................107
How to Increase the Use of Evidence-Based
Management in Healthcare Organizations ................112
Conclusions...................................................................117
References......................................................................119

Chapter 7. Learning from Other Domains.......................................123

Denise M. Rousseau and Brian C. Gunia
Three Conditions: Ability, Motivation, and
Opportunities............................................................123
New Initiatives that Open Possibilities for
Evidence-Based Management....................................130
Conclusion.....................................................................135
References......................................................................135

Part III Scientific Evidence—Examples of Practice

Chapter 8. Case Study: The Evolution of Evidence-Based CEO

Evaluation in a Multi-Unit Health System......................143
Lawrence Prybil and Michael Slubowski
Introduction..................................................................143
xiv Det a iled C o n te n ts

Background...................................................................143
Initial Transformation of SCL Health CEO Evaluation
Policy and Practices ..................................................144
Disruptions to the System and the CEO
Evaluation Process ....................................................145
Reinstituting a Formal CEO Evaluation Process.............146
Case Study Questions.....................................................149
References......................................................................149

Chapter 9. Case Study: The Healthy Transitions Program in

Late Stage Kidney Disease..............................................151
Sofia Agoritsas, Steven Fishbane, and Candice Halinski
Introduction..................................................................151
Background...................................................................151
Applying an Evidence-Based Management Approach......153
Conclusion.....................................................................163
Case Study Questions.....................................................165
References......................................................................165

Chapter 10. Case Study: Evidence-Based Criteria for Hospital

Evacuation, Ten Years After Hurricane Katrina...............169
K. Joanne McGlown, Stephen J. O’Connor, and
Richard M. Shewchuk
Introduction..................................................................169
Hospital Evacuation Evidence Pre-Katrina......................170
Emergence of Information as Evidence Following
Katrina......................................................................171
To Evacuate or Not?......................................................180
It Can Happen Again: Hospital Evacuation Planning.....186
Future Direction in the Use of Evidence in Practice.......191
Next Steps for Healthcare Managers and Leaders...........196
Case Study Questions.....................................................197
References .....................................................................198

Chapter 11. Case Study: Integrated Chronic Care Management

and the Use of Evidence in Decision Making ................203
Kyle L. Grazier
Background...................................................................204
Applying Evidence-Based Management..........................206
Conclusion.....................................................................208
Assignment....................................................................208
 D etailed C ontents xv

Case Study Questions.....................................................208

References......................................................................209

Part IV Organizational Evidence

Chapter 12. Engineering, Evidence, and Excellence:

The Kaiser Permanente Example....................................213
Jed Weissberg and Patrick Courneya
Introduction..................................................................213
Engineering the Care Delivery System...........................215
Evidence Leads to Excellence.........................................219
Conclusion ....................................................................230
References......................................................................231

Chapter 13. Big Data and Evidence-Based Management at

Lyndon B. Johnson General Hospital.............................235
Jessie L. Tucker III
Introduction..................................................................235
Big Data and Analytics—Current and Emerging
Evidence-Based Solutions..........................................236
Applying Evidence-Based Management..........................236
Conclusion.....................................................................243
References......................................................................245

Chapter 14. An Academic Practice Partnership to Support

Evidence-Based Management at Rush University
Medical Center..............................................................247
Andrew N. Garman, Tricia J. Johnson, Shital C. Shah,
W. Jeffrey Canar, Peter W. Butler, and Chien-Ching Li
Introduction..................................................................247
Rush University Medical Center.....................................248
Description of the Masters Project Program ..................249
Evaluating Results..........................................................255
Conclusion.....................................................................258
References......................................................................258

Chapter 15. Teaching Capstone at NYU Wagner: Demonstrating

Competency and Applying the Principles of
Evidence-Based Management.........................................261
John Donnellan
Introduction..................................................................261
xvi Det a iled C o n te n ts

Capstone at NYU Wagner..............................................262

The EMPA Program for Nurse Leaders..........................262
The Capstone Experience...............................................263
Lessons Learned / Next Steps........................................272
Acknowledgments..........................................................273
References......................................................................274

Chapter 16. The Consulting Approach as an Application of

Evidence-Based Management: One Firm’s Experience....275
Kim Carlin
Why Healthcare Clients Use Consultants.......................275
Stages of a Carpedia Engagement...................................277
Why We Need Evidence-Based Management
in Business—A Consultant’s Experience....................280
The Application of Evidence-Based Management
Theory in the Carpedia Approach..............................281
The Process of Implementing Change Based
on Evidence...............................................................285
Conclusion ....................................................................293
References......................................................................294

Part V Experiential Evidence

Chapter 17. Experience of a Hospital Manager..................................299

Lynn McVey and Eric Slotsve
Introduction..................................................................299
Moving from Old to New Management.........................299
Putting It All Together..................................................301
Results Achieved ...........................................................303
The Persisting Problem..................................................304
Conclusion.....................................................................305
References......................................................................306

Chapter 18. How to Do Evidence-Based Management:

A Demonstration...........................................................307
Bryce Clark
Framing the Question Behind the Decision....................307
Finding Sources of Information......................................308
Evaluating the Evidence (Assessing the Accuracy,
Applicability, and Actionability of the Information)....310
 D etailed C ontents xvii

Determining if the Information Is Adequate..................311

Lessons Learned.............................................................312

Chapter 19. Perspective on Hospital Performance:

Interview with David Fine, President and CEO,
Catholic Health Initiatives Institute for Research and
Innovation, Englewood, Colorado.................................313

Chapter 20. Perspective on Hospital Performance:

Interview with Richard D’Aquila, President,
Yale New Haven Hospital..............................................317

Chapter 21. Perspective on Hospital Performance: Interview with

Michael Dowling, CEO, Northwell Health.....................325

Part VI Stakeholder Concerns

Chapter 22. Perspective on Medicine: Interview with

Ethan Basch, MD, University of North Carolina.............331

Chapter 23. Perspective on Nursing: Interview with Maja Djukic,

Assistant Professor, Rory Meyers College of Nursing,
New York University......................................................335

Chapter 24. Perspective on Big Data: Interview with John Billings,

Professor, NYU Wagner.................................................339

Chapter 25. Perspective on Evidence-Based Practice: Interview with

Eric Barends, Center for Evidence-Based Management,
Amsterdam, the Netherlands..........................................343

Chapter 26. Perspective on Hospital Performance: Interview with

Quint Studer, Studer Group, Pensacola, Florida ............347

Chapter 27. Evidence-Based Management:

Where Do We Go from Here?........................................351
Anthony R. Kovner and Thomas D’Aunno
How Do We Identify the Field of Evidence-Based
Management?............................................................351
How Can We Get Teams to Work Together?..................353
How Can We Facilitate Organizational Ownership of
Evidence-Based Management?...................................354
xviii Det a iled C o n te n ts

How Can We Prepare Managers to Engage in

Evidence-Based Management?...................................354
How Can We Originate, Standardize, and Disseminate
Data on Evidence-Based Management?......................355
How Can We Get Funders and Regulators to Behave as
Partners?....................................................................356
Epilogue........................................................................356
Reference.......................................................................357
Appendix A: A Course Reference Guide on Evidence-Based
Management........................................................................................359
Eric Barends
General Evidence-Based Management Books ................359
Principles of Evidence-Based Management ....................360
Relationships Between Academic and Practitioner
Knowledge and Action .............................................360
Teaching and Training in Evidence-Based Management .361
Critiques of Evidence-Based Management .....................362
Rapid Evidence Assessments, Systematic Reviews, and
Research Syntheses ...................................................362
Evidence-Based Practice, REAs, and Systematic Reviews
in Healthcare.............................................................363
Examples of Systematic Reviews and REAs Relevant to
Human Resources Management ...............................363
How to Read Research Articles .....................................364
Websites Relevant to Evidence-Based Management .......364
Appendix B: Starter Set of Additional Readings About Evidence-Based
Management in Healthcare..................................................................367
Anthony R. Kovner
Highlighted Selections...................................................367
Additional Selections for Further Reading......................372
Index......................................................................................................375
About the Editors.....................................................................................403
About the Contributors............................................................................405
FOREWORD
by David Blumenthal, President of the Commonwealth Fund

W
hen I was doing my medical residency, my fellow residents and I
could always identify the few master clinicians on the attending staff
in our teaching hospital.
They focused intently on their patients. Their questions were respect-
ful, artful, and precise, often eliciting that elusive historical fact that unlocked
a diagnostic puzzle. Their physical exams were incredibly skillful, as though
their fingers, eyes, and ears had extra dimensions of sensation. They mar-
shalled data from the patient’s history, the physical exam, laboratory results,
the scientific literature, their own personal experience, and something else—
intuition and wisdom—to reach an elegant synthesis and to formulate a
diagnostic and therapeutic plan.
As physicians in training, our (then hand-written) notes in the medical
records went on for pages. The master clinicians’ were only a paragraph or
two—yet they said more.
Are there the equivalent of master clinicians—master managers—on
the administrative side of the healthcare house? I hope and believe there
are. If so, one thing is absolutely clear: Among the skills they bring to their
craft is the ability to find and use the evidence that is relevant to the deci-
sions they must make. That evidence might come from a wide variety of
sources: their personal experiences and observations, the information sys-
tems in their organizations, the academic literature, and the teachings of the
clinical and nonclinical colleagues with whom they interact. But whatever
the evidence is, and wherever it is found, the master manager must be able
to master it.
Skeptics may point out that in the real world of management—at
the point of the spear—objective evidence is scarce and rarely sufficient to
identify a correct course of action. What’s more, the ability to marshal such
evidence is only one of many skills required for managerial excellence and
success. However, the same could be said of master clinicians, who rarely
have all the data they need when they must act. What master clinicians have
acquired is the ability to milk whatever data are available for everything
they’re worth.

xix
xx Fo rew o rd

If this volume is successful, it will help aspiring master managers to

perfect the equivalent skill in their own chosen role in our complex health-
care system. At a minimum, it will launch readers on a life-long quest to use
all the evidence available to make the very best of the copious resources we
deploy for the benefit of patients in the United States and around the world.
ACKNOWLEDGMENTS

Thanks to all the chapter authors and interviewees and the staff of Health
Administration Press—in particular Tulie O’Connor, who was invaluable in
the editing process, and Michael Noren, for his added value to the produc-
tion process.

xxi
AN INTRODUCTION
by Anthony R. Kovner and Thomas D’Aunno

Why Should Managers Read This Book?

This book is written for current and future healthcare managers, with the aim
of helping them reflect about whether they or their organizations are carrying
out their mission. Are the leaders asking appropriate questions? Are managers
learning which stakeholders to serve and how to serve those stakeholders bet-
ter? Asking the right questions is at the foundation of evidence-based man-
agement, or EBMgmt. Taking ownership of the evidence-based management
process adds value to any manager’s organizational contribution.
Analysis should always start with a truthful examination of how the
organization is functioning now and what problems or difficulties exist with
current operations. For example, what are our current hours of operation?
How many patients do we see in the ambulatory center each day we are open,
and each hour we are open? How many patients are on the waiting list, and
how much time do our providers spend with each patient? What activities
does the organization measure? What are the hours of operation of competi-
tors? What data do we collect, and how do we collect them? Who collects
the data? What would happen if we stayed open an hour later and started an
hour earlier, or if we opened during an evening or a Saturday or closed half
a day on another day? What is the cost of data analysis? What are the barriers
to intervention of a proposed implementation?

Why Do We Care Passionately About Evidence-Based

Management?

We have worked in organizations in which managers have not given sufficient

value to customers for the costs of services. Our students and alumni have
also worked in such organizations. We want to improve the way things oper-
ate. We have made suggestions both as managers and as workers, and we have
asked difficult questions of our school: Do we attract and admit the “right”
students, do we measure how we add value with students, can graduates do
what employers pay them to do, do graduates get good jobs, do students

xxiii
xxiv A n I n t ro d u c ti o n

enjoy the educational experience, and so on and so forth? What do we mea-

sure (what are the main things of importance to the school?), and how are we
accountable for our performance? One way of addressing all these concerns
is to practice evidence-based management.
Organizations do not have to use the term evidence-based, as long as
they practice according to good EBMgmt principles. If an employer does not
practice evidence-based management, managers can work elsewhere; other-
wise, they can stay loyal to the employer and try to encourage evidence-based
practice in their own corner, and they can introduce their colleagues to the
concepts in this text.

What Did the First Edition Accomplish?

The first edition of this book, published in 2009, had four main accom-
plishments. First, it reviewed the movement from evidence-based medicine,
which was fairly well developed at the time, to the yet-to-be-fully-developed
application of evidence-based practice (EBP) to management. The coeditors
knew that, even though not all physicians practiced evidence-based medicine,
the evidence for what was best practice in management was scanty compared
to that in medicine.
Second, the book discussed then-current theories and definitions of
evidence-based management. Since the preparation of the first edition, the
terminology in the field has changed somewhat, with the phrase evidence-
based practice increasingly being used instead of evidence-based management.
A distinction between the two terms is that evidence-based management is
evidence-based practice carried out by managers rather than by clinicians,
lawyers, or policymakers.
Third, the book presented ten case studies of interventions using
evidence-based practice to respond to management challenges. In some
instances, EBP steps were used from the outset on a project; in other instances,
the EBP framework was applied retrospectively to interventions already under
way or completed. Some of the ten cases explicitly followed the steps of the
evidence-based process; others followed only some of the steps, or did not
report certain steps. Still, all of the cases illustrated how the basic principles of
evidence-based management were applied to a set of management challenges.
Fourth, the book presented research findings and conveyed what the
coeditors had learned about evidence-based management as of 2009, and it
discussed where the field could go from there. Richard D’Aquila observed
that the most important element was that management decisions be grounded
in a process whereby managers ask the right questions and assemble the right
information for a decision. This point may seem simple and logical, but
Another random document with
no related content on Scribd:
Valley of the Nile was regarded as a direct violation of the
rights of Egypt and Great Britain, and that, in accordance
with my instructions, I must protest in the strongest terms
against their occupation of Fashoda, and their hoisting of the
French flag in the dominions of His Highness the Khedive. In
reply, M. Marchand stated that as a soldier he had to obey
orders; the instructions of his Government to occupy the
Bahr-el-Ghazal and the Mudirieh of Fashoda were precise, and,
having carried them out, he must await the orders of his
Government as to his subsequent action and movements. I then
pointed out that I had the instructions of the Government to
re-establish Egyptian authority in the Fashoda Mudirieh, and I
asked M. Marchand whether he was prepared—on behalf of the
French Government—to resist the execution of these orders; he
must be fully aware, I said, that the Egyptian and British
forces were very much more powerful than those at his
disposal, but, at the same time, I was very averse to creating
a situation which might lead to hostilities. I therefore
begged M. Marchand to most carefully consider his final
decision on this matter. I further informed him that I should
be pleased to place one of the gun-boats at his disposal to
convey him and his expedition north. In answer to this, M.
Marchand did not hesitate to admit the preponderating forces
at my disposal, and his inability to offer effective armed
resistance; if, however, he said, I felt obliged to take any
such action, he could only submit, to the inevitable, which
would mean that he and his companions would die at their
posts. He begged, therefore, that I would consider his
position, and would allow the question of his remaining at
Fashoda to be referred to his Government, as, without their
orders, he could not retire from his position or haul down his
flag; at the same time, he said he felt sure that, under the
circumstances, the orders for his retirement would not be
delayed by his Government, and that then he hoped to avail
himself of the offer I had made him. I then said to him: 'Do I
understand that you are authorized by the French Government to
resist Egypt in putting up its flag and reasserting its
 authority in its former possessions—such as the Mudirieh of
Fashoda?' M. Marchand hesitated, and then said that he could
not resist the Egyptian flag being hoisted. I replied that my
instructions were to hoist the flag, and that I intended to do
so. … The Egyptian flag was hoisted … at 1 P. M. with due
ceremony in the presence of the British and Egyptian troops,
and a salute of twenty-one guns was fired.
{200}
I should add that, in the course of the conversation, I
informed M. Marchand that, in addition to my verbal protest, I
intended to make a formal protest in writing, and this I duly
handed him before leaving Fashoda. During these somewhat
delicate proceedings nothing could have exceeded, the
politeness and courtesy of the French officers. Having
officially appointed Major Jackson Commandant of the Fashoda
district, and leaving with him a battalion of infantry, four
guns, and a gun-boat, I proceeded south with the remainder of
the troops and four gun-boats. …

"I had no opportunity for a further interview with M.

Marchand, who, I venture to think, holds at Fashoda a most
anomalous position—encamped with 120 men on a narrow strip of
land, surrounded by marshes, cut off from access to the
interior, possessing only three small boats without oars or
sails and an inefficient steam-launch which has lately been
dispatched on along journey south, short of ammunition and
supplies, his followers exhausted by years of continuous
hardship, yet still persisting in the prosecution of his
impracticable undertaking in the face of the effective
occupation and administration of the country I have been able
to establish. It is impossible not to entertain the highest
admiration for the courage, devotion, and indomitable spirit
displayed by M. Marchand's expedition, but our general
impression was one of astonishment that an attempt should have
been made to carry out a project of such magnitude and danger
by the dispatch of so small and ill-equipped a force which—as
their Commander remarked to me, was neither in a position to
resist a second Dervish attack nor to retire—indeed, had our
destruction of the Khalifa's power at Omdurman been delayed a
fortnight, in all probability he and his companions would have
been massacred. The claims of M. Marchand to have occupied the
Bahr-el-Ghazal and Fashoda Provinces with the force at his
disposal would be ludicrous did not the sufferings and
privations his expedition endured during their two years'
arduous journey render the futility of their efforts
pathetic."

Great Britain, Parliamentary Publications

(Papers by Command: Egypt, Numbers 2 and 3, 1898).

The "Fashoda incident," as it was described, caused great

excitement in both England and France, and threatened for some
weeks to involve the two countries in war. Both army feeling
and popular feeling in France very nearly forced the
government to persist in what was plainly an ill-considered
and inopportune movement, and to hold untenable ground. But
better sense prevailed, and, on the 2d of November, when the
Sirdar, Lord Kitchener, who had visited England, was being
feasted and given the freedom of London, at Guildhall, Lord
Salisbury was able to make a dramatic announcement of the
closing of the dispute. "I received," he said, speaking at the
banquet, "from the French ambassador this afternoon the
information that the French Government had come to the
conclusion that the occupation of Fashoda was of no sort of
value to the French Republic, and they thought that, under
those circumstances, to persist in an occupation which only
cost them money and did them harm, merely because some
people—some bad advisers—thought it might be disagreeable to
an unwelcome neighbor, would not show the wisdom with which, I
think, the French Republic has been uniformly guided, and they
have done what I believe many other governments would have
done in the same position—they have resolved that the
occupation must cease."
EGYPT: A. D. 1898-1899.
The Gordon Memorial College at Khartoum.

On an appeal from Lord Kitchener, funds were raised in Great

Britain for the founding of a Gordon Memorial College at
Khartoum, to be, in the first instance, a school for
elementary instruction to the sons of the heads of districts
and villages.

EGYPT: A. D. 1898-1901.
The Barrage and Reservoir works on the Nile.

In February, 1898, the Khedive in Council approved a contract

concluded with the British firm of John Aird & Company, for
the construction of a dam or "barrage" across the Nile at
Assouan, drowning the cataracts and turning the river above
into a vast storage reservoir; with another dam at Assiout,
for the irrigation of Middle Egypt and the Fayum. In the
report of Lord Cromer for 1898, Sir William Garstein, at the
head of the Egyptian Public Works Department, gave the
following description of the plan of the works, then fairly
under way: "The dam which is to form the reservoir will be
built at the first cataract, a few miles south of Assouan. It
is designed to hold up water to a level of 106 metres above
mean sea level, or rather more than 20 metres above the
low-water level of the Nile at site. Its total length will be
2,156 yards with a width at crest of 26.4 feet. The width of
base at the deepest portion will be 82.5 feet, and the height
of the work at the deepest spot will be 92.4 feet. The dam
will be pierced by 180 openings, or under-sluices (140 of
which are 23.1 feet by 6.6 feet and 40 are 18.2 feet by 6.6
feet) provided with gates. These sluices will pass the flood
and surplus water through the dam, and by them the reservoir
will be emptied when water is required for irrigation in
Middle and Lower Egypt. Three locks will be built, and a
navigation channel made on the west of the river to enable
boats to pass up and down.
 "The dam at Assiout will be what is called an open Barrage,
and will be similar in construction to the existing Barrages
on the Rosetta and Damietta branches. The new work will
consist of 111 bays or openings, each 16.5 feet wide, and each
bay will be provided with regulating gates. The total length
of the work will be 903 yards. A lock 53 feet in width will be
constructed on the west bank, large enough to pass the largest
tourist boat plying on the river. By regulating on this
Barrage water will be supplied in spring and summer to the
Ibrahimieh Canal, which irrigates Middle Egypt. At present
this canal has to be dredged to a depth of some 2 metres below
the lowest summer level in the river, and even with these the
crops suffer in years of low summer supply. A regulation
bridge with a lock will be built at the head of the Ibrahimieh
Canal in order to allow of the supply being reduced, if
necessary, in flood."

Great Britain, Papers by Command: Egypt,

Number 3, 1899.

By a singular happening, the Nile flood of 1899 was the lowest

recorded in the century, and gave an opportunity for the
barrage and irrigation works, barely begun as they were, to
give a convincing foretaste of their value. According to the
report of that year, "the distress was enormously less than on
all previous occasions of a failure of the flood. The area of
'sharaki,' or land unirrigated and therefore untaxed, which
had been 900,000 feddans in 1877 was only one-third of this in
1899.
{201}
Even in this area, which lay principally in Upper Egypt,
'distress,' says Sir William Garstein, 'was hardly felt at all
by the people. The immense amount of contract work in progress
in the country enabled them to obtain a good daily wage and
tided over the interval between the two crops.' In Lower Egypt
'the situation was saved by the Barrage, which, for the first
time in its history, was regulated upon throughout the flood.
Had it not been for the work done by this structure, there is
little doubt that large areas of crop would have been lost. As
it is, the cotton crop is very nearly the largest on record,
and the maize crop was up to the average.'" Of the progress of
the work at Assouan it is said: "After nearly a year had been
spent in accumulation of material and various preparations,
the foundation stone of the dam was laid by H. R. H. the Duke
of Connaught on February 12; and from that date the work was
carried on with less interruption than must have been
necessitated by a normal flood. Beginning on the east bank,
masonry was carried on throughout a length of 620 metres, and
of these, 360 metres were brought up to within two metres of
their full height. … Not less satisfactory progress was made
with the weir at Assiut, although the original design had to
be considerably altered."

On the 7th of February, 1901, a Press despatch from Cairo

reported: "Sir John Aird and Sir Benjamin Baker start for
England on Sunday next, having completed their visit of
inspection to the great engineering works at Assuan, where the
immense dam to hold up the waters of the Nile is being
constructed. The total extent of the dam is one mile and a
quarter, of which one mile and an eighth of the foundation is
finished. Temporary dams enabling the remaining section to be
put in are now carried across the channel. Pumps for getting
in the permanent dam foundations will be started next week.
The whole of the granite masonry required for the dam is cut
and ready to be laid in its place. The parapet alone remains
to be prepared. The portion of the dam remaining to be built
is that across the well-known deep western channel. The work
is of considerable difficulty, but the experience gained last
season in dealing with other channels has rendered the
engineers and contractors confident that equal success will be
obtained this year in the western channel. The dam is pierced
with 180 openings, about 23 feet high and 7 feet wide, which
openings are controlled by steel sluices. The work for the
 latter is now well advanced. The discharge through these
sluices at high Nile may reach 15,000 tons of water per
second. The navigation channel and chain of locks are equally
advanced with the dam itself, and the lock gates will also be
in course of construction in about three months. Unless
anything unforeseen occurs the reservoirs will be in operation
for the Nile flood of 1903. This will be well within the
contract time, although owing to the increased depth of the
foundations the work done by the contractors has been largely
increased.

"At Assiut the great regulating dam across the Nile approaches
completion, the foundations being practically all in position,
leaving a portion of the superstructure to be completed. The
sluice openings here number 119, all 16 feet wide. This dam is
somewhat similar in principle to the well-known barrage near
Cairo, but the details of construction are entirely different,
as the foundations are guarded against undermining by a
complete line of cast iron and steel-piling above and below
the work. The barrage itself is constructed of high-class
masonry instead of brickwork as at the old barrage. Although
the Assiut barrage is overshadowed by the greater magnitude of
the Assuan dam, it will, doubtless, rank second as the
monumental work of Egypt."

EGYPT: A. D. 1899 (January).

The Anglo-Egyptian Condominium established in the Sudan.

The following agreement between the British government and

that of the Khedive of Egypt, relative to the future
administration of the Sudan, establishing a condominium or
joint dominion therein, was signed at Cairo on the 19th of
January, 1899, and made public the same day:

Whereas certain provinces in the Sudan which were in rebellion

against the authority of His Highness the Khedive have now
been reconquered by the joint military and financial efforts
of Her Britannic Majesty's Government and the Government of
His Highness the Khedive; and whereas it has become necessary
to decide upon a system for the administration of and for the
making of laws for the said reconquered provinces, under which
due allowance may be made for the backward and unsettled
condition of large portions thereof, and for the varying
requirements of different localities; and whereas it is
desired to give effect to the claims which have accrued to Her
Britannic Majesty's Government by right of conquest, to share
in the present settlement and future working and development
of the said system of administration and legislation; and
whereas it is conceived that for many purposes Wadi Haifa and
Suákin may be most effectively administered in conjunction
with the reconquered provinces to which they are respectively
adjacent; now, it is hereby agreed and declared by and between
the Undersigned, duly authorized for that purpose, as follows:

ARTICLE I.
The word "Sudan" in this Agreement means all the territories
South of the 22nd parallel of latitude, which:

1. Have never been evacuated by Egyptian troops since the year

1882; or

2.
Which, having before the late rebellion in the Sudan been
administered by the Government of His Highness the Khedive,
were temporarily lost to Egypt, and have been reconquered by
Her Majesty's Government and the Egyptian Government acting in
concert; or

3. Which may hereafter be reconquered by the two Governments

acting in concert.

ARTICLE II.
The British and Egyptian flags shall be used together, both on
land and water, throughout the Sudan, except in the town of
 Suákin, in which locality the Egyptian flag alone shall be
used.

ARTICLE III.
The supreme military and civil command in the Sudan shall be
vested in one officer, termed the "Governor-General of the
Sudan." He shall be appointed by Khedivial Decree on the
recommendation of Her Britannic Majesty's Government, and
shall be removed only by Khedivial Decree, with the consent of
Her Britannic Majesty's Government.

{202}

ARTICLE IV.
Laws, as also Orders and Regulations with the full force of
law, for the good government of the Sudan, and for regulating
the holding, disposal, and devolution of property of every
kind therein situate, may from time to time be made, altered,
or abrogated by Proclamation of the Governor-General. Such
Laws, Orders, and Regulations may apply to the whole of any
named part of the Sudan, and may, either explicitly or by
necessary implication, alter or abrogate any existing Law or
Regulation. All such Proclamations shall be forthwith notified
to Her Britannic Majesty's Agent and Consul-General in Cairo, and
to the President of the Council of Ministers of His Highness
the Khedive.

ARTICLE V.
No Egyptian Law, Decree, Ministerial Arrêté, or other
enactment hereafter to be made or promulgated shall apply to
the Sudan or any part thereof, save in so far as the same
shall be applied by Proclamation of the Governor-General in
manner hereinbefore provided.

ARTICLE VI.
In the definition by Proclamation of the conditions under
which Europeans, of whatever nationality, shall be at liberty
to trade with or reside in the Sudan, or to hold property
within its limits, no special privileges shall be accorded to
the subjects of anyone or more Power.

ARTICLE VII.
Import duties on entering the Sudan shall not be payable on
goods coming from Egyptian territory. Such duties may,
however, be levied on goods coming from elsewhere than
Egyptian territory, but in the case of goods entering the
Sudan at Suákin, or any other port on the Red Sea Littoral,
they shall not exceed the corresponding duties for the time
being leviable on goods entering Egypt from abroad. Duties may
be levied on goods leaving the Sudan at such rates as may from
time to time be prescribed by Proclamation.

ARTICLE VIII.
The jurisdiction of the Mixed Tribunals shall not extend, nor
be recognized for any purpose whatsoever, in any part of the
Sudan, except in the town of Suákin.

ARTICLE IX.
Until, and save so far as it shall be otherwise determined, by
Proclamation, the Sudan, with the exception of the town of
Suákin, shall be and remain under martial law.

ARTICLE X.
No Consuls, Vice-Consuls, or Consular Agents shall be
accredited in respect of nor allowed to reside in the Sudan,
without the previous consent of Her Britannic Majesty's
Government.

ARTICLE XI.
The importation of slaves into the Sudan, as also their
exportation, is absolutely prohibited. Provision shall be made
by Proclamation for the enforcement of this Regulation.

ARTICLE XII.
 It is agreed between the two Governments that special
attention shall be paid to the enforcement of the Brussels Act
of the 2nd July 1890, in respect to the import, sale, and
manufacture of fire-arms and their munitions, and distilled or
spirituous liquors.

Done in Cairo, the 19th January, 1899.

(Signed) Boutros Ghali-Cromer.

A. S. White, The Expansion of Egypt,

Appendix V. (New York: New Amsterdam Book Company)

By a subsequent, agreement signed July 10, the exceptions in

the above relative to Suákin were abrogated.

EGYPT: A. D. 1899-1900.
Final defeat and death of the Khalifa.
Capture of Osman Digna.
Condition of the Sudan.

The Khalifa, who escaped from the scene of his overthrow at

Omdurman, in 1898, kept a following of his own tribe, the
Baggaras, sufficient to give trouble for more than another
year. At length, late in November, 1899, he was overtaken by
Sir Francis Wingate, who succeeded General Kitchener as
Governor-General of the Sudan, and was killed in a battle
fought near Gedil. Again Osman Digna, his able lieutenant,
escaped; but in January of the following year the latter was
captured and taken to Suez.

In a report to Lord Salisbury, made on the 20th of February,

1900, Lord Cromer, British Agent and Consul-General in Egypt,
gave the following account of the general state of affairs in
the Sudan:

"The territorial situation may be briefly described as

follows:—The frontier between the Soudan and the Italian
Colony of Erythræa has now been delimitated from Ras Kasar, on
the Red Sea, to Sabderat, a few miles east of Kassala.
Negotiations are proceeding which will, without doubt, result
before long in the delimitation of the small remaining portion
of the Italian frontier from Sabderat up to the point where it
strikes Abyssinian territory. The most friendly relations
exist between the British and Abyssinian Governments. The
general basis of a frontier arrangement in respect to the
country lying west of the Blue Nile has already been settled
with the Emperor Menelek. When the survey party, now being
employed, has finished its work, it may confidently be
expected that the detailed delimitation will be carried out
without much difficulty.

"An endeavour is being made to cut through the sudd which

obstructs the White Nile, and thus open up communication with
Uganda. To a certain extent this communication may be said to
be already established, for a mixed party, consisting of
British, French, and Belgian officers, with their followers,
arriving from the South, recently succeeded in getting through
and joining the Egyptian party, under Major Peake, which was
engaged in cutting the sudd. … From the moment of the
Khalifa's crushing defeat at Omdurman, the desert and Kordofan
tribes, with the exception of a certain number of Baggaras who
still adhered to the cause of their Chief, threw in their lot
with the Government. Most of these tribes, however, rendered
but little active assistance to the Government in the
subsequent operations against the Khalifa. Omdurman and the
Ghezireh [the tract of country lying south of Khartoum,
between the White and Blue Niles] were found to be full of
Arabs belonging to the Kordofan and far western tribes, who
had been brought from their homes by the Khalifa. They were
without any regular means of subsistence, but, in the existing
state of insecurity, it was for the time being impossible for
them to return to their own districts. … The inhabitants of
the districts which were raided by the Dervishes were obliged
to take refuge in the Ghezireh, with the result that the
 situation remained practically unchanged until the Khalifa's
overthrow and death. Since then, the main objects of the
Government have been to send back to their homes the
inhabitants of the gum producing region, and to get rid of the
useless mouths from the Ghezireh. In respect to the first
point, some success has attended their efforts, but many
thousands of Arabs belonging to tribes whose homes are in
Kordofan and Darfour, still remain in the Ghezireh. … The
attitude of the Nubas and of other tribes in Central and
Southern Kordofan has, since the battle of Omdurman, been
perfectly satisfactory. … Some long time must certainly elapse
before prosperity returns to the tribes in the Soudan. The
population has wasted away under Dervish rule."

Great Britain, Papers by Command:

Egypt, Number 1, 1900, pages 43-44.

----------EGYPT: End--------

{203}

ELAM.

See (in volume 1)

BABYLONIA, PRIMITIVE;

(in volume 4)
SEMITES;

and (in this volume)

ARCHÆOLOGICAL RESEARCH: BABYLONIA, and PERSIA.

ELANDSLAAGTE, Battle of.

See (in this volume)

SOUTH AFRICA (THE FIELD OF WAR):
A. D. 1899 (OCTOBER-DECEMBER).
ELBE-RHINE CANAL PROJECT, The.

See (in this volume)

GERMANY: A. D. 1899 (AUGUST); and 1901 (JANUARY).

EL CANEY, Battle of.

See (in this volume)

UNITED STATES OF AMERICA: A. D. 1898 (JUNE-JULY).

ELECTRICAL SCIENCE, Recent advances in.

See (in this volume)

SCIENCE, RECENT: ELECTRICAL.

ELIZABETH, Empress of Austria:

Assassination.

See (in this volume)

AUSTRIA-HUNGARY: A. D. 1898 (SEPTEMBER).

EL ZANJON, Treaty of.

See (in this volume)

CUBA: A. D. 1868-1885.

EMPLOYERS' FEDERATION, British.

See (in this volume)

INDUSTRIAL DISTURBANCES; A. D. 1897.

EMPLOYERS' LIABILITY BILL, The English.

See (in this volume)

ENGLAND: A. D. 1897 (MAY-JULY).
EMPRESS-DOWAGER, of China, The.

See (in this volume)

CHINA: A. D. 1898 (OCTOBER), and after.

ENGINEERS, Strike and lockout of British.

See (in this volume)

INDUSTRIAL DISTURBANCES: A. D. 1897.

----------ENGLAND (GREAT BRITAIN): Start--------

ENGLAND: A. D. 1894.
The commandeering question with the South African Republic.

See (in this volume)

SOUTH AFRICA (THE TRANSVAAL): A. D. 1894.

ENGLAND: A. D. 1894-1895.
Retirement of Mr. Gladstone from public life.
Earl of Rosebery Prime Minister.
His speech on the "predominant member" and Home Rule.
Weakening and overthrow of the Liberal Government.
Dissolution of Parliament.
Conservative and Unionist triumph.
Third Ministry of Lord Salisbury.

Mr. Gladstone, who had passed his 84th year, whose health was
failing, and who might justly consider that his public work
was done, resigned his post as Prime Minister, on the 2d of
March, 1894, and the Earl of Rosebery, on his recommendation,
was called by the Queen to take his place. Slight changes,
otherwise, were made in the cabinet, but the spirit in the
Liberal government was no longer the same. The new Premier
soon signified that his disposition in the matter of Home Rule
for Ireland was not quite what Mr. Gladstone's had been, by
using the following language in a speech (March 13) in the
House of Lords:

"Before Irish Home Rule is conceded by the Imperial Parliament

England, as the predominant member of the partnership of the
three kingdoms, will have to be convinced of its justice. That
may seem to be a considerable admission to make, because your
lordships will know that the majority of English members of
Parliament, ejected from England proper, are hostile to Home
Rule. But I believe that the conviction of England in regard
to Home Rule depends on one point alone, and that is the
conduct of Ireland herself. I believe that if we can go on
showing this comparative absence of agrarian crime; if we can
point to the continued harmony of Ireland with the great
Liberal party of this country; if we can go on giving proofs
and pledges that Ireland is entitled to be granted that boon
which she has never ceased to demand since the Act of Union
was passed. I believe that the conversion of England will not
be of a slow or difficult character. My lords, the question of
Home Rule is one that I regard not from the point of view of
Ireland only. It has for me a triple aspect. It has, in the
first place, the aspect that I believe that Ireland will never
be contented until this measure of Home Rule be granted to
her; and that, though you may come in on other issues and
succeed us who sit here, your policy of palliatives is bound
to fail. In the second place, I believe that not merely have
we in our Irish policy to satisfy those who live in the island
of Ireland itself, encompassed, as Mr. Disraeli once said, by
that melancholy ocean, we have not merely to satisfy the Irish
themselves within Ireland, but, for the good of our Empire and
for the continuity and solidarity of our relations with our
brethren across the Atlantic, it is necessary that we should
produce an Irish policy which shall satisfy the Irish people.
And, lastly, I view it from the highest Imperial grounds,
because I believe that the maintenance of this Empire depends,
not on centralization, but on decentralization, and that if
you once commence to tread this path, you will have to give
satisfaction under the same conditions certainly to Scotland,
 and possibly to Wales, not in the same degree or possibly in
the same way, but so as to relieve this groaning Imperial
Parliament from the burden of legislation under which it
labours. I will not detain you further on this subject
to-night. I did not mean to dilate so much on the question of
Home Rule."

His remarks seemed to show an intention to postpone the

pressing of the measure. Distrust arose among the Irish and
uncertainty was created in the mind of the Liberal party. It
became evident very quickly that the Liberals, with the loss
of their old leader, had lost heart and faith in the policy to
which he had committed them, and that a serious weakening of
the political energies of the party had been produced. No
measures which raised troublesome issues were undertaken in
Parliament during the year of Mr. Gladstone's retirement: but,
at the session which opened in the following February (1895), the
government brought forward a number of high]y important bills.

{204}

The first to be introduced was a bill "to terminate the

Establishment of the Church of England in Wales and Monmouth."
The bill made provision for the creation of a representative
Church body, giving power to the bishops, clergy and laity to
hold synods and to legislate on ecclesiastical matters. It
entrusted ecclesiastical revenues to a commission; provided
for the transfer of churches and parsonages to the
representative body of the Church, and of burial grounds and
glebes to parish, district, and town councils; other property
of the Church to be vested in the commission before mentioned,
which should also have the charge of cathedrals, to keep them in
repair. The bill had its first reading on the 28th of
February, and its second on the 1st of April, but went no
further. It shared the fate of the other measures of the
Government, including a bill to establish local control of the
liquor traffic, and others for the remedying of defects in the
 Irish Land Law, and for the abolition of plural voting, all of
which were extinguished by the sudden and unexpected overthrow
of the Government on the 21st of June. It was defeated on a
motion to reduce the salary of the Secretary for War, which
was made for no purpose but to start a question as to the
adequacy of the provision of certain ammunition stored for
use. When the vote was found to be against the Government
there was great surprise in both parties. But the Ministry had
been steadily losing support and was quite willing to resign,
which it did the next day. Lord Salisbury was sent for by the
Queen and accepted the task of forming a new Government, with
the understanding that Parliament should be dissolved as soon
as practicable, and the will of the country ascertained. In
the new Government, Lord Salisbury filled the office of
Secretary of State for Foreign Affairs, with that of Prime
Minister; Mr. A. J. Balfour became First Lord of the Treasury;
Sir Michael Hicks-Beach Chancellor of the Exchequer; Mr.
Joseph Chamberlain Secretary of State for the Colonies; Mr. G.
J. Goschen First Lord of the Admiralty. Before the dissolution
of Parliament, which occurred on the 6th of July, a bill for
the amendment of the Factories Act, on which both parties
agreed, was passed. The elections that followed, beginning
July 13, resulted in the return of a majority of 152 in favor
of the new Ministry, which represented the coalition of
Conservatives and Liberal Unionists. The majority of the
popular vote on the same side in the three kingdoms was a
little more than 30,000, in a total poll of 4,792,512; but in
Eng]and the new Government received a majority of some
300,000. In Ireland the vote went heavily against them, and in
Wales and Scotland to a lighter extent. Of the Irish members
elected, 12 were of the Parnell faction and 69 Anti-Parnell.
The new Parliament came together August 12, and, after a brief
session, at which little was done, was prorogued September 5.

ENGLAND: A. D. 1895.
Enforcement of claims against Nicaragua.
 See (in this volume)
CENTRAL AMERICA (NICARAGUA): A. D. 1894-1895.

ENGLAND: A. D. 1895.
The question of Chitral.

See (in this volume)

INDIA: A. D. 1895 (MARCH-SEPTEMBER).

ENGLAND: A. D. 1895 (January).

Agreement with France defining the boundaries of the
Hinterland of Sierra Leone.

See (in this volume)

SIERRA LEONE PROTECTORATE.

ENGLAND: A. D. 1895 (March-July).

Agreement with Russia concerning the northern Afghan frontier
and spheres of influence in the Pamir region.

See (in this volume)

AFGHANISTAN: A. D. 1895.

ENGLAND: A. D. 1895 (July-November).

Correspondence with the Government of the United States
on the Venezuela boundary question.

See (in this volume)

VENEZUELA: A. D. 1895 (JULY) and (NOVEMBER).

ENGLAND: A. D. 1895 (November).

Action on the closing of the Vaal River Drifts by the South
African Republic.

See (in this volume)

SOUTH AFRICA (THE TRANSVAAL):
A. D. 1895 (SEPTEMBER-DECEMBER).
ENGLAND: A. D. 1895 (December).
Message of the President of the United States to Congress
on the British Guiana-Venezuela boundary dispute.

See (in this volume)

VENEZUELA: A. D. 1895 (DECEMBER).

ENGLAND: A. D. 1895-1896 (November-January).

Discontent and revolutionary conspiracy of Uitlanders in
the Transvaal.
The Jameson Raid.

See (in this volume)

SOUTH AFRICA (THE TRANSVAAL): A. D. 1895 (NOVEMBER);
and A. D. 1895-1896.

ENGLAND: A. D. 1895-1896 (December-January).

The feeling in England and America over the
Venezuela boundary dispute.

See (in this volume)

UNITED STATES OF AMERICA:
A. D. 1895-1896 (DECEMBER-JANUARY).

ENGLAND: A. D. 1896.
Establishment of the Sierra Leone Protectorate.

See (in this volume)

SIERRA LEONE PROTECTORATE.

ENGLAND: A. D. 1896.
Report on Old-Age Pensions.

The question of the practicability and expediency of a

national system of pensions for old age, which had been
agitated in England for some years, and which a royal