Tourism Risk Management - Sustainable Tourism Online

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oom or area to be established as the crisis control centre and provide the following minimum facilities and equipment: • a main work area with adequate space, lighting and low sound level; • area for meetings and briefing staff; • access control point; • separate media briefing room; • rest and recreation area; • tea and coffee making facilities; • display boards to present, in summary form, information on the crisis and response activities being carried out; • telephones; • facsimile machine; • computers; • television and radio (to monitor media reports); • photocopier; • chairs and tables; • stationery supplies; • auxiliary power; and • first aid equipment. Crisis Information Management One aspect of crises which is difficult for people to appreciate is the sheer volume of decision-making required during crisis response operations. One of the reasons why a destination needs a crisis management team is because it’s unrealistic to expect any one person to cope with the demands imposed by a crisis event, or for one person to have the specialized knowledge required to make all the decisions required. In order for the crisis management team to make good decisions, operational information must be processed – collected, collated and evaluated - to convert the raw data into a practical decisionmaking tool. It's a matter of sifting and sorting to separate the relevant from the irrelevant and fact from fiction. The core questions to be applied are always, 'what does this mean to us?’ and ‘what must we do as a result of this?’ There will be many sources from which information will come including regional tourism operators, organizations, agencies and the general public. But the team mustn't automatically rely upon the information it needs being provided; they must identify their information requirements and sources - and these will change as the crisis response operation develops. The starting point for collecting information is the question, ‘what do we need to know?’ followed later by ‘what do we need to know now?’ It is easier to identify your information needs as more information on the crisis is assembled and problems become clearer. Information then has to be put together, checked, and assessed by the destination to establish its relevance and reliability; to identify gaps in the information and additional information needs. This is 62 Tourism Risk Management – An Authoritative Guide to Managing Crises in Tourism
the form of information that is required for decision-making purposes: this is what we know, now what do we have to do about it? Once made, decisions must be distributed to all those who have a need to know which may include visitors, government and community agencies, and the general public via the media. Tourism Business Continuity Business continuity is a key issue of crisis response management and a destination should aim, as far as practicable, to maintain normal services to visitors and operators wherever possible. Business continuity issues to be considered by the crisis management team include: • identification of visitors’ needs and the provision of essential support services; • priorities for restoration of facilities, services and infrastructure; • resources and budget requirements; • tactical (short-term) and strategic (longer-term) business issues; • media management; • public relations issues and arrangements; • consultation with government/politicians/community leaders; • environmental management issues; and • alternative means and sites of operation. 4. Recovery The crisis management strategy of recovery is concerned with the restoration and rehabilitation of regional tourism and its return to full functioning. Business continuity starts with the response to a crisis: taking the earliest opportunity to identify and resolve problems which will disrupt regional tourism operations; to identify strategies and the resources required to restore normal functioning; and to secure the cooperation and assistance of government and community leaders for the crisis response and recovery processes. It is certainly in the community’s economic best interests for tourism operators and destinations to be assisted in restoring business activities to pre-crisis levels. Examples of this following the events of September 11 are included in the Appendices. Many Asia- Pacific nations also provided business incentives to protect their tourism interests following the SARS outbreak. For example, the Thai Government arranged: • special low interest loans with flexible conditions for travel agents, hotels and other tourism industry operators through the newly established Small and Medium Size Enterprises Development Bank of Thailand, and the Industrial Finance Corporation of Thailand (IFCT); and • intensive training programs for tourism industry personnel, jointly organized by the Ministry of Tourism and Sports, the Ministry of Labour and Social Welfare, and with the cooperation of the Tourism Council of Thailand. (Source: Thai Vice Minister of Tourism and Sports, Mr Krirk-Krai Jirapaet, in a speech delivered to the Asia-Pacific Ministerial Summit on Crisis Management, Manila, 18 June 2003.) Tourism Risk Management – An Authoritative Guide to Managing Crises in Tourism 63
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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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contributing to the development and
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CHAPTER 1: PROTECTING TOURISM Aim o
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There is a broad range of economic
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Figure 2: The Contribution of the T
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As can been seen in the above graph
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