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

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

3. 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

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

5. 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

6. Of Hogs and Hotels

7. 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

8. 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

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

10. 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

11. 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

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

13. 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

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

15. 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

16. 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

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

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

21. Vulnerability VS Resilience

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

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

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

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

27. 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

28. 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

29. 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)

30. 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

31. 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