Tourism Risk Management - Sustainable Tourism Online

Best Practice
Although such a global flu pandemic has not yet eventuated, this example of proactive crisis
management is consistent with best practice measures. Utilizing experience, corporate knowledge
and a collaborative approach, this adaptation of scenario planning has assisted the Scottish tourism
sector and businesses to become more aware, prepared, and confident in the advent of such a
potential crisis. This case study highlights the potential for application in the operation and
management of any tourism destination.
(Source: Page, et al, 2006)
3. Response
The crisis response strategy includes actions taken leading up to and immediately after the impact of
a crisis, to minimize its effects and to manage the consequences. The tasks involved will depend
upon the nature and the extent of the crisis, but if a destination is experiencing a crisis imposed by a
disaster impacting upon the community, the responsibility for management tasks related to the
protection of lives and property will rest with the disaster management agencies. The destination will
liaise with those agencies and be part of a coordinated, integrated response to the disaster. It is
important that the destination and tourism operators don’t undertake tasks which are the
responsibility of emergency services or disaster management agencies.
Where the destination is dealing with a business or organizational crisis, it will be necessary to
identify business continuity objectives and strategies and to manage the implementation of the crisis
management plan. In order for visitors to maintain confidence in the destination, it is important that
normal business operations and services are not neglected, but are continued with the least
disruption possible. Effective crisis response management depends upon trained and experienced
personnel with the capacity and flexibility to react to whatever situation the crisis presents.
Importantly, the destination’s crisis management team will need an accurate picture of how the crisis
has affected people, facilities, infrastructure and operations in order to make decisions and decide
upon priorities. It may be necessary to task personnel to carry out a survey and assessment to obtain
the specific information required for decision-making purposes, including:
• effects of the crisis upon visitors;
• damage to property and infrastructure;
• disruption to services;
• consequences of the crisis for regional tourism and the surrounding community; and
• the personnel, equipment and measures needed to deal with the crisis.
Depending upon the nature of the crisis, the destination may need to establish and maintain
communication with key government and community leaders. Where possible these people should
be included in crisis management exercises to allow liaison and communication links with them to be
practised.
Tourism Risk Management – An Authoritative Guide to Managing Crises in Tourism 59