consumption - should focus on the number, size and location of outlets, a ban on drinking by event workers, enforcement of age and purchase limits, and the tactful removal of intoxicated individuals. Where crowd problems may be anticipated, the sale of alcohol should be precluded. Event managers should consider employing trained and experienced ushers and security personnel. The former can facilitate smooth and efficient movement of patrons to viewing and attraction areas, monitor crowd behaviour and respond quickly if accidents occur. Security personnel, clearly identifiable by uniform, should be able to provide assistance and protection, implement emerg- ency procedures (including evacuation if necessary), exercise control over dis- ruptive activities and defuse potentially troublesome disputes. In most instances, security personnel should work in conjunction with members of the police force. Ushers and security personnel should be equipped to communicate rapidly with each other and with central management as required. Plans should anticipate a variety of crowd control contingencies, especially those pertaining to emergency situations such as fire or storm. Also, although it is unlikely to be an issue for smaller events, high-profile international events may become the target of terrorist organisations seeking worldwide publicity for their causes. In such circumstances, panic among event visitors may cauUse more damage than the terrorists. Less dramatic problems may occur if opponents of a controversial event attend with the intention of causing disruptions. Although destination managers may not be involved directly in the organ- isation of events, they will frequently be called on for advice, and may on occasion be deemed responsible for a failure to provide effective supervision. Abbott and Abbott mount a persuasive argument for the involvement of one or more individuals with the expertise required to minimise the likelihood of injury to patrons and subsequent litigation based on event organiser negligence. Questions 11.1 Is the use of events to demonstrate for a particular cause an abuse of democracy? 11.2 Are there problems associated with a highly visible presence of security staff and police at an event? Explain your answer. 11.3 Apart from providing entertainment, what other measures could reduce or eliminate the dissatisfaction caused by having to stand in a queue? A Crowd management One measure of event success is the number of visitors it attracts. However, an event may also attract the attention of visitors opposed to it or seeking to use it for their own ends. Meetings of the World Economic Forum (involving influential participants from many countries) have become the focus of violent anti- globalisation protests. Opponents of the Melbourne Grand Prix annexation of Albert Park continue to demonstrate at the event, and some Australian indigenous groups threatened to pursue their political agenda by disrupting the Sydney Olympic Games in 2000. Army and police exercises in combating terrorist activity were held before the Games. At a less extreme level, the presence of large numbers of visitors in a confined space raises concerns about safety and control. Large crowds have the potential to impact negatively on visitor satisfaction, to arouse resentment in the local community and, according to Abbott and Abbott (2000), to render those responsible for the event liable to legal action. These authors conducted an investigation into event incidents that led to legal action, and recommend that such probłems be avoided by the adoption of sound strategies for crowd man- agement and crowd control. Crowd management involves measures to organise the movement of large numbers of people in close proximity to each other. At spectator events such as sporting contests, the capocity, location and arrangement of seating must be carefully planned to optimise accessibility to and from exit and entrance points. There should be no danger of accidental injury to spectators from on-field activities. For events such as football matches, separation of rival team sup- porters may be appropriate, and pre-assigned seating may help avoid clashes as people struggle to secure the best viewpoints. Át events such as shows and exhibitions, the layout of rides and other attrac- tions should be designed to avoid overcrowding, and it may be necessary to limit the number of visitors admitted. At longer-running events, separation of entrances and exits can reduce congestion. Restroom and toilet facilities ihould be generously provided and clearly identified. Aisles and barricades may be used to control the Rows of people and to contain queues (for whom entertain- ment can be provided as a means of combating impatience). Signage is an essential aid to crowd management. In addition to giving directions, appropriately located and designed signs can also provide warnings - for example, where vehicular traffic may present a hazard to pedestrians, or where there is a threat of pickpocket activity. Maintaining a hoppy crowd atmosphere is important. Ventilation, air- conditioning and lighting are necessary provisions in enclosed indoor" sites, which may have to be spacious enough to contain large numbers of people in wet, cold or hot weather condifions. A policy on the sale of alcoholic beverages-directed to avoiding the problems often associated with excessive