Tourism Risk Management - Sustainable Tourism Online

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The Four Crisis Management Strategies Originally developed by the United Nations Disaster Relief Organization (UNDRO) more than thirty years ago, the comprehensive crisis management strategies of prevention/mitigation, preparedness, response and recovery (PPRR) have been widely adopted and provide tourism destinations and businesses/organizations with a logical, methodical and interlinked approach to crisis management which has stood the test of time. Although there are variations on the PPRR theme in use (for example, the four Rs – reduction, readiness, response and recovery), prevention/mitigation, preparedness, response and recovery is the terminology used in current risk management processes, and it’s the accepted terminology in disaster management. It is appropriate for this guide to use PPRR to be consistent with current practices. PPRR are crisis management strategies, not stages of crisis management. Importantly, prevention/mitigation and preparedness are continuous processes with no end point. Once a crisis management plan has been developed, for example, staff have to be trained to the plan, the plan has to be tested and then revised in light of lessons learned, and staff trained and tested to the revised plan: planning is an ongoing process. 1. Prevention/Mitigation Given that these four crisis management strategies are the treatments of residual risk in a risk management process, risk treatment measures designed to prevent or mitigate (reduce the effects of) crises should have already been identified and implemented (see Chapter 2). As part of the process of monitoring and review, however, these should be revisited and new sources of risk to the tourism business/organization or destination identified and the implementation of risk treatment measures assessed. For both the tourism business/organization and destination, an added tool in strategic business management is the SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis which provides a structure to identify an organization’s internal strengths and weaknesses, and external opportunities and threats. A SWOT analysis used when developing plans and procedures to cope with crises, should focus upon: strengths, including the resources and support available within a tourism business/organization and destination to deal with a crisis; weaknesses, the factors which will affect the ability of each to cope with a crisis and its aftermath; opportunities to enlist government and community involvement and support to tourism; and threats including the sources of risk to a tourism facility and destination. (These will already have been identified as part of the tourism risk management process where the identification of hazards, sources of risk, is a key step in the process. See Chapter 2 for details.) Occupational Health and Safety A significant prevention and mitigation measure for crises is to have in place the systems and procedures necessary to protect the health and safety of visitors and staff. In many countries, legislation establishes the requirements for occupational health and safety measures to be developed and maintained, and destinations should identify health and safety requirements to protect visitors and tourism personnel consistent with national legal requirements, and advise tourism operators on the development of appropriate plans and procedures. Consultation between the destination and relevant government departments and emergency services will ensure that appropriate measures, which comply with national regulations, can be developed and implemented. Such inter-agency cooperation will also promote an integrated approach to tourism- 52 Tourism Risk Management – An Authoritative Guide to Managing Crises in Tourism
elated health and safety and reinforce the need for government and community agencies to support tourism operations and initiatives. Whilst legislation relating to occupational health and safety varies from country to country, common elements generally include: • liability (being legally responsible for actions and activities) is a two-way street with both the employer and employees being liable for their actions; • duties of employers and employees and penalties for non-compliance; • the provision of a work environment that is safe and without risk to health; • the provision of adequate facilities; • maintenance of a safe means of access and egress; • ensuring the absence of risks in connection with handling of plant and substances; • development of procedures for emergencies within the facility or workplace; • adequate training of staff and testing of plans and procedures; and • provision of information in appropriate languages. Destinations should advise tourism businesses/organizations to develop, as a minimum, Standard Operating Procedures (SOPs) for their facilities to address: • evacuation; • building fire; • bomb, chemical, biological, radiological threat; • suspected mail bomb/letter bomb; • civil disorder/illegal occupancy; • armed or dangerous intruder; • hazardous material spill; • gas leak or other noxious exposure; • building collapse; • medical emergency; and • external emergencies – storm, flood, earthquake, tsunami, landslide, etc. Again, regional and local emergency services personnel can provide expert advice on the development of these procedures and this provides an important opportunity for an effective partnership between tourism and community agencies. 2. Preparedness This strategy includes the development of plans and programs, systems and procedures, training and testing to ensure that when crises do occur, resources (personnel and equipment) can be mobilized and deployed to best effect to reduce the effects of the crisis and to facilitate the return to normal tourism operations. Tourism Risk Management – An Authoritative Guide to Managing Crises in Tourism 53
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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
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PREFACE Message of the Secretary-Ge
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