Disaster Risk Management For Coastal Tourism Destinations - DTIE

Disaster Risk Management For Coastal Tourism Destinations Responding To Climate Change
A Practical Guide For Decision Makers
Box 5.1 Case Study – Emergent Resource Coordination Model
A top down approach to incident command and control should be balanced
with an “emergent resource coordination model” approach (ICMA, 1991). This
approach takes a broader view of governance and places greater emphasis
on collaborating for decision making. It creates mechanisms for NGOs,
community-based organizations, and the private sector to participate in the
mechanism that draws upon the needed expertise from all sectors of society.
An ideal disaster management response blends the two approaches:
1)
2)
The ICS approach is more valid in the immediate emergency response
phase of disaster operations where critical lifeline issues predominate; and
The more collaborative decision making process is warranted when the
response phase transitions to long term recovery.
5) Communications Plan, Coordination and Informing the Public:
“Communications” describes the exchange under any type of format, of
data, information, and directives. Communication provides the critical links
an existing or makeshift Emergency Operations Center. The stakeholders
include not only those responders internal to the emergency management
organizational structure but also the network of tourism industry personnel,
volunteers, NGOs, tourists and the general public.
Communications can be improved by providing templates of communication
messages in the Emergency Plan for use by operational units during a
and provide consistency, intent and clarity of message.
In emergency management, coordination refers to establishing agreedupon
relationships between independent organizations – relationships that
involve the sharing of critical resources and a shared goal of service to the
vital during the response phase of disaster operations which is often chaotic
with many pressing issues demanding immediate attention. Key personnel
not being able to assume their responsibilities, equipment damaged or
inaccessible, lines of authority challenged, and the urgency to act may
confuse communications. Contact lists, clear responsibilities and line of
commands described in earlier components on the Emergency Plan are
helpful to build good coordination.
Several of the key references included at the end of this section provide
extensive treatment on the important role of informing the public and
especially relevant to tourism destinations where foreign visitors may not be
place for a designated spokesperson to inform the general public with clear
and consistent messages on preparedness, response and recovery issues.
6) Risk Scenarios and Contingency Planning: The risk scenarios described
previously in section 4.3.2 are the tools for contingency planning – the
art of anticipating and preparing for the full range of emergency response
70 | Developing The Disaster Preparedness Plan