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Disaster Risk Management For Coastal Tourism Destinations Responding To Climate Change A Practical Guide For Decision Makers enriching workshop experience between participants. This is especially evident in group-based classroom exercises and simulations. Disaster personnel and community members may also acquire learning by sharing their experiences and knowledge with peers at regional and international disaster management or tourism conferences and meetings. Recruitment of the most effective staff requires a detailed understanding of the roles and responsibilities to be undertaken. There is also an industry of learning and knowledge in the human resource literature and practice about appointing effective, high-performance staff and teams. Many organizations use the human resource recruitment skills and expertise of professional recruiting agencies when selecting high level agency staff (e.g. directors and managers), which should be a priority for building capacity. Program Administration: This relates to the hierarchy of executive policy making that is transparent, inclusive and articulates a vision, mission, goal, strategies, roles and responsibilities of public agencies involved in the national disaster management organization. This should be adequately procedures to execute the articulated disaster management policy and plans. Decentralization of authority and responsibility in disaster response and decision-making to local response agencies, the private sector and NGOs, is a fundamental aspect of building community resilience. Resource Management: Disaster management agencies should expand their resource management activities to include inventories of other available nongovernment resources for the national disaster organization. This includes NGOs specialized in disaster response (e.g. Red Cross, Red Crescent Societies) and tourism private sector associations and supply chains which also have their own networks and channels through which additional resources are available. This immediately widens the opportunity for improving community response capacity. The types of resources that could potentially be accessed may include the following: - Heavy construction equipment and vehicles; - Personal protective and response equipment and materials; - Expertise, training, learning and knowledge; - Funding, including grants and donations; - Facilities; - Information and communications technologies and intelligence. 80 | Implementing The Preparedness Plan
Disaster Risk Management For Coastal Tourism Destinations Responding To Climate Change A Practical Guide For Decision Makers 6.4 Public Outreach and Education The public should always be kept informed and educated as progress is made in the formulation and implementation of the plan. Too often, disaster management planners underestimate the importance of public education and outreach. Tourism communities have multiple interests who also need to be educated about plan objectives and requirements. It is especially important to educate the participating groups and their membership regarding the integrated plan. Educating communities about the disaster preparedness plan is distinct from the internal communication procedures and requirements needed between agencies (horizontally) and within the disaster management hierarchy (vertically). 6 A public outreach and education program for the disaster preparedness plan should consider the following points: Develop a Public Outreach Objective And Strategy: This should be a clearly aligned with the overall community-based disaster management strategy. The purpose is to ensure that the outreach efforts are effective and can be digested and transformed into concerted action by the community for all phases of the disaster management cycle. Identify Target Audiences: The tourism industry is multi-stakeholder and multi-sectoral based. There is therefore a variety of potential target recipients who will need to be informed and educated on the disaster preparedness plan. Some of these targets include: - Hotel & resort owners, managers and workers; - Cruise ship, terminal and pleasure craft operators and workers; - Industry contract carriage and other operators e.g. tours, attractions, transportation (air, sea, land), diving, entertainment, food and beverage etc.; - Tourists; - Tourism industry associations; - Local population; - Adjacent and residential communities including schools; Each target group may require differently structured information and messages. Be alert to their particular communication needs in order to focus the outreach exercise. For example, ensure where necessary that the messages are multi-lingual for the spectrum of visitors at the destination. Use also an appropriate combination of signage and pictures for the messages to be conveyed to the illiterate or to those who do not speak the native language. 81
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1 Introduction 1 1.1 Purpose of the
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