Tourism Risk Management - Sustainable Tourism Online

Post Phoenix
As campaigns and communication channels were developed through Phoenix, PATA learned
valuable lessons in the process. PATA, the Phoenix contributors and the broader industry are now
better prepared to deal with the next crisis to hit the region.
The fact that so many NTOs and industry players came together in such an unprecedented display
of regional cooperation is itself an encouraging development given the challenges that no doubt lie
ahead.
The New Website
A critical element of Phoenix was the creation of a new consumer website – TravelWithPATA.com.
Its main purpose is to give consumers a source of reliable and accurate information about travel in
Asia-Pacific as well as the travel news, advice, destination guides and many other features. The site
will be a valuable tool for PATA in the event of future setbacks. In times of crisis, such as the SARS
outbreak, consumers are often confronted with misconceptions and myths about the dangers
involved. Often there is nowhere to turn for a credible, independent point of view.
TravelWithPATA.com will ensure global consumers get the real picture when they need it most.
(Source: Extracted from a series of interviews with Peter De Jong, President – PATA; and
www.TravelWithPata.com)
Counter-Terrorism and Consequence Management
Events since September 11 in New York have required governments to develop measures for the
protection of their citizens, infrastructure and lifelines (power supplies, water and sewerage) from
terrorist attack. Following the London Underground bombings of 7 July 2005, much of the
international counter-terrorism (CT) focus has been on the mass transportation infrastructures of
countries at high risk of attack. On 11 July 2006, seven terrorists’ bombs exploded on evening peak
hour trains in Mumbai, India, killing more than 200 people and injuring over 700.
National governments (and where applicable, state/provincial governments) have addressed the risk
of terrorism in different ways using a variety of organizational structures, but one aspect is common
to all – that the consequences of a terrorist incident will be managed within a disaster management
framework. In the initial stages of a terrorist attack (and the London Underground bombings are a
good example of this), authorities may not know the source of the incident (it may be assumed to be
an explosion due to a gas leak, for example). Disaster management agencies, however, will still
follow, as far as practicable, their normal procedures to carry out search and rescue, medical and
fire-fighting activities. In other words, they will still need to manage the effects or consequences of
the incident. Hence the new phrase in disaster management terminology – consequence
management – to be applied to the use of emergency services or disaster management activities
carried out in response to a terrorist incident. Confirmation of terrorist involvement will, of course,
impose additional law enforcement/security requirements upon activities.
Generally the tourism industry and operators will have no direct role in, or responsibility for, the
development or implementation of counter-terrorism plans (these responsibilities are vested in law
enforcement, defence and specialist agencies of governments); however, given the potential impact
of a terrorist event upon tourism infrastructures and destinations, industry representatives should
liaise with national counter-terrorist committees and ensure that they are familiar with national
arrangements and requirements. They should also provide specialist advice on vulnerable visitor
sites and destinations to authorities. At a local level, tourism operators should liaise with police
regarding protection and consequence measures.
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