Tourism Risk Management - Sustainable Tourism Online

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Child Wise 2006, [online] http://www.childwise.net/preventing-child-sex-tourism.php, accessed 23 August 2006 Department of Foreign Affairs and Trade (DFAT) 2006, ‘Travel Advice for Thailand. Australian Government’, [online] http://www.smartraveller.gov.au/zw-cgi/view/Advice/Thailand, accessed 21July 2006 Pacific Asia Travel Association (PATA) 2006, ‘Bali Information and Updates’, [online] http://www.pata.org/patasite/index.php?id=1300, accessed 13 June 2006 Wilks, J. 2003, ‘Destination risk management in Oceania’. In: Cooper, C. & Hall, C.M. (eds.), Regional Tourism Handbook – Oceania. London: Channel View, in press. 50 Tourism Risk Management – An Authoritative Guide to Managing Crises in Tourism
CHAPTER 4: CRISIS MANAGEMENT FOR TOURISM OPERATORS AND DESTINATIONS Aim of this Chapter The aim of this chapter is to provide a framework within which tourism destinations and individual businesses/organizations can prepare for, and manage the effects of, crises. While the main focus of this chapter is on the development and implementation of crisis management strategies for a destination, the same concepts and principles apply to tourism businesses/organizations and can be adapted to their situation. Introduction As noted in the conclusion to Chapter 2 of this guide, regardless of how effective the tourism risk management processes might be, crises will still affect organizations, just as disasters will still impact upon communities and the tourism facilities within them. Residual risk is the term given to the risk remaining after the implementation of risk treatment measures. It’s an acknowledgment of the fact that disasters and crises will still occur and that measures must be undertaken to deal with them. The accepted method of dealing with residual risk is to apply the management strategies of prevention/mitigation, preparedness, response and recovery. It is important to note that these are not phases of a crisis, but strategies for their management. Despite the inevitability of disasters and crises, destinations, operators and the tourism industry can minimize disruption and facilitate the return to normal operations with the application of efficient and effective management strategies. Visitors have demonstrated a high, but nevertheless reasonable, level of expectation of the measures that destinations and operators should take to ensure their protection. Poorly managed crises invariably result in loss of public confidence, widespread and very public condemnation, excessive media attention and potentially, expensive and protracted litigation. Destinations and tourism operators will inevitably be held responsible by visitors for their level of preparedness, and for their ability to respond to and recover from a business crisis or the effects of a community disaster. Business crises are events which may: • hinder normal business practices and operations, including the provision of services to visitors; • create a high degree of stress and trauma for visitors, staff, and the community; • compromise the reputation of the tourism operator or destination; • produce significant difficulties in the coordination of activities; • pose major communication and information management problems; • adversely affect the local or national economy; • be protracted events; and • generate intense media and public scrutiny. Tourism Risk Management – An Authoritative Guide to Managing Crises in Tourism 51
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Tourism Risk Management An Authorit
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Foreword The world travel and touri
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Tourism Risk Management in the Paci
Page 8 and 9: PREFACE Message of the Secretary-Ge
Page 10 and 11: contributing to the development and
Page 12 and 13: CHAPTER 1: PROTECTING TOURISM Aim o
Page 14 and 15: There is a broad range of economic
Page 16 and 17: Figure 2: The Contribution of the T
Page 18 and 19: As can been seen in the above graph
Page 20 and 21: included 13 measures providing assi
Page 22 and 23: services in each economy, it is ess
Page 24 and 25: CHAPTER 2: RISK MANAGEMENT FOR TOUR
Page 26 and 27: established, coordinated and integr
Page 28 and 29: 2. Tourism and Related Sectors Tour
Page 30 and 31: New Orleans and the Lessons of Hurr
Page 32 and 33: • the Risk Management Standard co
Page 34 and 35: • industry representatives; • a
Page 36 and 37: Example of Elements at Risk for a D
Page 38 and 39: 1. Must do. 2. Should do. 3. Could
Page 40 and 41: Establish and maintain regular moni
Page 42 and 43: epresentatives. While all initial e
Page 44 and 45: CHAPTER 3: NATIONAL RESPONSIBILITIE
Page 46 and 47: A National Tourism Safety and Secur
Page 48 and 49: crisis in the relatively short hist
Page 50 and 51: Some countries (including the Unite
Page 52 and 53: international awards for quality of
Page 54 and 55: Disasters in Asia and the Pacific M
Page 56 and 57: • The Government of Bangladesh ha
Page 60 and 61: The Four Crisis Management Strategi
Page 62 and 63: A key part of crisis preparedness f
Page 64 and 65: Training of Staff Crises inevitably
Page 66 and 67: Proactive Planning: An Example of B
Page 68 and 69: Crisis Management in Tourism in Tro
Page 70 and 71: oom or area to be established as th
Page 72 and 73: Recovery Processes Just as no two c
Page 74 and 75: determined that Phuket and other to
Page 76 and 77: Checklist for Prevention 1. Have yo
Page 78 and 79: Checklist for Response YES NO 1. Ha
Page 80 and 81: CHAPTER 5: MEDIA AND COMMUNICATION
Page 82 and 83: annually as a minimum, and then rev
Page 84 and 85: • Get involved in defining securi
Page 86 and 87: • Challenge untrue statements Mon
Page 88 and 89: A) Image building communications
Page 90 and 91: C) Security for the future • Eval
Page 92 and 93: visitor spots, resort managers repo
Page 94 and 95: References Anonymous, 2002a, March
Page 96: Recovery The coordinated process of
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