Building resilience in tourism We’re making plans You should too

What is emergency preparedness? The steps taken to remain safe before, during, and after an emergency Planning Coordination Training Equipment

Emergency Preparedness is a collaborative process Government Planning Coordination Support reasonable actions Response Agencies Protect persons and property Act against hazards Citizens Personal Safety Personal property Reasonable actions Emergency Preparedness is a collaborative process

But… Businesses are not people or governments More vulnerabilities More responsibilities More ways to be affected

Business threats are diverse and subtle The effects of a disaster reach beyond the event itself Indirect effects > direct effects Business threats are diverse and subtle Not all business threats are emergencies Emergency preparedness is not enough Business continuity plans are needed

Of Hogs and Hotels

February 1st, 2001: Foot and mouth disease found in Essex March 15: travel restriction put in place in rural England Import bans from the USA, EU, and Korea followed within weeks Overall damage to the agricultural sector is estimated at 4.07 billion

The collateral damage Foreign visitors decreased by 17% Tourism traffic shifted to urban areas Over 1000 rural tourism businesses closed Total costs to the tourism sector estimated at 7.65 billion

An Agricultural disaster? $4.07 BN $1.7 BN $7.65 BN $0

Emergency preparedness is the process of creating a state of readiness to respond to emergencies What’s the difference? Business continuity planning is the process of minimizing the effects of adverse events on your business Business continuity Emergency Preparedness

A business is not its assets “This, milord, is my family's axe. We have owned it for almost nine hundred years, see. Of course, sometimes it needed a new blade. And sometimes it has required a new handle, new designs on the metalwork, a little refreshing of the ornamentation . . . but is this not the nine hundred-year-old axe of my family? And because it has changed gently over time, it is still a pretty good axe, y'know. Pretty good.” ― Terry Pratchett, The Fifth Elephant

Identify Assets Assess Threats Business continuity 101 Devise Counter measures Continual reassessment Business continuity 101

Identify Assets Physical Assets Soft assets Market Assets Client base Good will Reputation Marketing materials Exposure to potential markets Buildings Equipment Livestock Vehicles Financial assets Business processes Staff Training investments Identify Assets

Soft assets, Hard consequences Hurricane Gustav, 2008 10.9 Billion CAD 154 Fatalities Widespread loss of services

Reasons for shutdown 70% of hotel shutdowns caused by staffing issues Where are your staff? What is your staffing plan for emergencies? Post disaster first mover advantage

Identify Threats Compile a list of possible threats to your business Great sources include Brainstorming committee Emergency management BC Crime statistics Local history Other businesses in the industry Professional associations Insurance companies

What’s the risk? Can be based on: Local history Data BC EMBC Insurance company

What’s the impact? What can it do to you? Look at your assets Impacts can be unpredictable

Vulnerability VS Resilience

Prioritize hazards and devise countermeasures Think outside the box Cost/Benefit Analysis You are not alone

What assets are being threatened? What countermeasures might work? What are you doing now?

Primarily a Market Threat “BC/The Cariboo is burning” “I used to love going there” Diversified market access leads to resilience

Continual reassessment Ongoing process Always be improving New challenges, new resources

A quick example This is Bob, of Bob’s Horseback Fishing Resort Pretty handy guy Pretty well prepared for emergencies Concerned about the last few fire seasons of the last few fire seasons

Identify Assets Physical Assets Soft assets Market Assets Repeat clients Well thought of Few existing marketing materials Lodge site with buildings Tack and fishing gear Riding tenure Horses Vehicles Well trained staff Established, but not codified practices Good relationships with neighboring businesses Identify Assets

Analyze Threats (wildfire) Physical Assets Soft assets Market Assets Loss of repeat customers Loss of travellers to region Reputation damage from blanket reporting Destruction of lodge site or tenure Loss of livestock Loss of staff to evacuations Key staff not able to access site (process interruption) Analyze Threats (wildfire)

Devise Countermeasures Physical Assets Soft assets Market Assets Gain access to new markets Engage in SM to counter blanket reporting Work to develop regional tourism Firesmart the property Arrange livestock evacuation plans with other businesses Get advice on insurance Detailed staff contact list Redundant business processes Evacuation plan with staff Devise Countermeasures

What are we doing? Assist operators in preparing emergency preparedness and business continuity plans Address gaps in knowledge and training Advocate for change in the EM system for the betterment of the tourism industry Serve as a conduit between the tourism industry and emergency management structures Help coordinate the industry’s response to emergencies Connect operators with resources