practicalresourcegui
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RISKRISK MANAGEMENTMANAGEMENT
FORFOR
SMALL TOURISMSMALL TOURISM BUSINESSESBUSINESSES
Practical Resource GuidePractical Resource Guide
This resource manual accompanies the Risk Management for Small Tourism Businesses Training Manual. It provides a methodical and functional guide to effective risk management.
Specifically, the manual:
- Provides instruction and sample templates to facilitate the implementation of effective risk management
- Offers supplementary guidance and references for associated risk and crisis management documentation
Risk ManagementRisk Management
for for
Small Tourism Businesses Small Tourism Businesses
Practical Resource Guide
Developed by Scott Cunliffe
Written By Yetta Gurtner and Damian Morgan
Conditions of Use
STCRC Copyright Statement and Conditions of Use here
The forms contained in this publication may be copied, modified and used for risk and crisis management purposes, provided that appropriate acknowledgement is given.
DISCLAIMER
The STCRC endeavours to ensure the accuracy of all information contained herein and otherwise supplied. Advice or opinions given by STCRC in this publication or during the course of the relevant training provided by STCRC, represents the best judgement of STCRC but (and to the extent permitted by law) STCRC accepts no liability for any claims or damages whether caused by its negligence (or that of any of its agents or consultants) or otherwise. Advice should be obtained from qualified sources to address particular issues.
AcknowledgementsThe authors wish to thank all those who assisted in the production of this publication and associated workshop material. Many people and agencies have freely given their time to provide practical advice, support, and offer constructive criticism. If the following list is in any way incomplete, please be assured that it represents an oversight rather than a lack of appreciation.
APEC International Centre for Sustainable Tourism - Ian Kean
Centre for Disaster Studies - Dr. Scott Cunliffe, Dr David King
Emergency Management Australia – Mike Tarrant
Queensland Tourist Industry Council - Daniel Gschwind
Sustainable Tourism Cooperative Research Centre – Prof. Leo Jago
Sustainable Tourism Services - Stewart Moore
Tourism Tropical North Queensland – John McIntyre
Straun & Associates - David Bierman
Other Partners
Emergency Management Australia
Queensland Tourism Industry Council
Sustainable Tourism Services
Centre for Disaster Studies, James Cook University
Tourism Research Unit, Monash University
Risk Management
for Small Tourism BusinessPractical Resource Guide
Contents Page
A Practical Resource Guide 1Documentation and the Risk Management Process 3A Practical Guide to Risk Management 4The Risk Management Process 5Step 1. Establish the Business Context 6Step 2. Identify the Risks 8Step 3. Analyse the Risks 10Step 4. Evaluate the Risks 13Step 5. Treat the Risks 16Supplementary Guide 19The Risk Management Policy Statement 21Risk Management Responsibility Statement 22Communications Plan 23The Crisis Management Process 24The Crisis Management Policy Statement 25Crisis Management Responsibility Statement 26Key Crisis Management Tasks and Responsibilities 27Business Continuity 28Recovery Plan 29Crisis and Emergency Support Documents 30Potential Risk/Crisis Management Planning Partners 32Generic Contact List 33Guide to Emergency Telephone Contacts 34Emergency Operations Centre/Media Centre 36Guide to Training Activities/Exercise Log 37Guide to Document Revision History 39Additional Resources 41
Risk Management for Small Tourism Businesses
A Practical Resource Guide
Risk Management for Small Tourism Businesses takes a practical and proactive approach to systematic risk management. Due to the generic nature of risk management training, formal risk and crisis management plans will include range of tailored documents designed for various purposes*. This resource guide contains a basic instructional guide to assist this process. Further content guides and references are included to assist the development of supplementary risk and crisis management documentation.
An Overview to Risk Management for Small Tourism Businesses
The following diagram represents a general overview of the risk and crisis management process detailed in Risk Management for Small Tourism Businesses. Being a proactive process, relevant risk management documents, plans and procedures should be developed in advance of any hazard impact and subject to regular review. Similarly, the crisis recovery phase should trigger the next risk and crisis management development cycle.
* Please note that the templates and forms presented in this resource book provide guidelines only. Each template or form should be adapted to suit particular business requirements. In
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many cases, professional advice will be required to meet specific business, legal, statutory, regulatory and/or financial obligations.
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Preparations RISK EVENT First few hours First Few Days Intermediate to Long Term
RISK AND CRISIS MANAGEMENT ACTIONS (guide to relevant documentation)
A Practical Resource Guide to Risk Management for Small Tourism Businesses(adapted from Australian/New Zealand Standards Handbook, HB 436:2004)
Planning & Management
Establish the Context
Risk Identification
Risk Analysis
Risk Evaluation
Risk TreatmentIMPACT OF A HAZARD
Immediate Actions Crisis Reduction, Readiness and Response
(Detection, Warning, Protection & Containment)
Subsequent Actions(Resumption of Business, Recovery Promotion and Marketing)
Continuity(Critical Functions/Operations)
ResolutionCrisis Recovery and Reduction
Business Continuity
Business Continuity Plan Emergency Operations Centre/Media
Centre Crisis Communications Plan
Crisis Prevention & Mitigation
Risk Management Plan Risk Communications Plan Crisis Management Plan
Recovery
Recovery Plan Risk Management Plan (updated) Crisis Management Plan (updated)
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4
Documentation and the Risk Management Process
Documentation is an integral part of risk management. Good quality documentation promotes appropriate risk management planning and provides a clear history of processes and strategies. Documentation also facilitates regular review and assessment of decisions to improve subsequent risk management plans.
Methodical documentation of each step within the risk management process establishes a clear and organised approach to continued risk identification, analysis, treatment and review. The detail or expertise necessary to develop this documentation will depend on the individual, location and business organisation. Risk managers should determine the amount of information required for relevant decision makers and stakeholders to properly understand the risk management process as unnecessary complexity can undermine the value of any risk management plan. Each document should be developed and maintained to a standard which is sufficient to satisfy an independent audit (including a notation of date completed, author, and schedule for follow-up action or review)
It should be clear that although risk management documentation provides the foundation for applied risk management, effective practice within any business will remain dependant on the level of ongoing commitment, understanding, and monitoring.
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AA
PRACTICAL GUIDEPRACTICAL GUIDE
TOTO
RISK MANAGEMENTRISK MANAGEMENT
6
The Risk Management Process (Adapted from AS/NZS 4360)
STEP 1. ESTABLISH
THE CONTEXT
STEP 2.IDENTIFY
THERISKS
STEP 3.ANALYSE
THERISKS
STEP 4.EVALUATE
THERISKS
STEP 5.TREAT
THE RISKS
COMMUNICATE
CONSULT
DOCUMENT
MONITOR
REVIEW
7
Step 1. Establish the Context
Profiles the situation and key variables associated with a businesses internal and external operational environment.
1. Provide an accurate account of the business (e.g. size, location, culture, structure, resources)
2. Elaborate the businesses main activities*
3. Determine the major aims or objectives of these activities
4. List the key factors that influence/relate to the conduct of these activities
5. Identify primary stakeholders (internal and external) in the activities
6. Develop evaluation criteria and key elements to establish the level of acceptable risk
* Depending on the range or complexity of business activities separate documentation may be required for each activity
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Step 1. Establish the Context – Sample Template (adapted from Queensland Government: 2005)
Description of activity(What is the activity I want to risk-manage?)
Objectives(What outcomes do I expect from this activity?)
Critical Factors(What are the critical factors related to the activity?)
Business practice or standardsPolitical
Social/CulturalEconomic/FinancialLegal/RegulatoryCompetitive
Infrastructure/TechnologyEnvironmental
Other
Stakeholders(Who are the stakeholders in the activity?) Internal
External
Risk evaluation criteria(What are the key risk criteria for identifying whether a risk is acceptable or not?)
Author:__________________________ Date Created: __________________________ Scheduled Review Date: __________________________
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Step 2. Identify the Risks
Creates an inventory of risk events that directly or indirectly influence business profitability or viability (considering the when, where, how, and why).
1. Determine the best method to identify risk
2. Examine all sources of possible/potential risk
3. Determine elements at risk relative to each risk activity
4. Assess current vulnerabilities and capacities
5. Develop credible risk events/statements
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Step 2. Risk Identification – Sample Template (adapted from Queensland Government: 2005)
Source of Risk(How can a risk arise?)
Risk Event/ Statement(What can happen - event that may impact on the desired objectives?)
Human behaviour
Health/medical
Psychological/Emotional Association
Technology and technical issues
Economic
Occupational health and safety/Regulations
Legal (Liability)Product/Professional/PublicPolitical
Property and equipment
Safety/Security
Environmental/Physical
Financial/market/competition
Natural events
Author:__________________________ Date Created: __________________________ Scheduled Review Date: __________________________
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Step 3. Analyse the Risks
Gathers information about the risk event and current risk control strategies to determine likelihood and consequences.
1. Examine all data/information related to the risk event and existing control measures
2. Estimate the likelihood (probability and frequency) of the specified risk event*
3. Determine the consequences (potential impacts) if the event occurred
4. Using the tables provided (or a suitable alternative) assign the most appropriate designation level for both likelihood and consequences
5. Calculate risk as the product (the logical intersection) of likelihood and consequence
6. Based on this risk calculation determine the recommended level of action
* Each risk event identified will require careful analysis and evaluation. It is important to ensure appropriate documentation is maintained for each risk event.
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Analyse the Risk - Guide to Estimating Level of Risk
Likelihood
Designator LikelihoodLow the risk event is not expected to occurMedium the risk event might occurHigh the risk event is more than likely (or expected) to occur
Consequence
Designator ConsequenceMinor the risk event will have little or no influence on business environment/
plant/personnel/continuity/profitability/reputation and will not threaten business viability
Moderate the risk event will reduce business environment/plant/personnel, continuity/profitability/reputation and/or weaken business viability
Severe The risk event will eliminate business environment/ plant/personnel/continuity/profitability/reputation and/or make the business non-viable
Risk:
Consequence
Likelihood
Minor Moderate Severe
Low6
(minor)
5(low)
4 (moderate)
Medium 5(low)
3(considerable)
2 (high)
High 4(moderate)
2 (high)
1(extreme)
Risk Levels:
Level Designator Level of Action Required1 Extreme immediate action required2 High urgent action required3 Considerable high priority action required4 Moderate low priority action required5 Low non urgent action required6 Minor routine action required
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Step 3. Risk Analysis – Sample Template (adapted from Queensland Government: 2005)
Risk Event(identified risk)
Information source(relevant data sources regarding the
risk event)
Existing control measures
Likelihood of risk occurring(low, medium, high)
Justification of likelihood(based on what information?)
Consequences of risk event(minor, moderate, major)
Justification of consequences(based on what information?)
Level of risk(minor, low, moderate, considerable,
high, extreme)
Author:__________________________ Date Created: __________________________ Scheduled Review Date: __________________________
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Step 4. Evaluate the Risks
Compares analysed risk events to provide a guide to action.
1. Review risk criteria from Step 1. Establish the context.
2. List acceptable risks and justify
3. List unacceptable risks and prioritise order for treatment
4. Develop a comprehensive risk register
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Evaluate the Risk - Acceptable and Unacceptable Risks (Optional Document)
ACCEPTABLE RISKS: UNACCEPTABLE RISKS:
Author:__________________________ Date Created: __________________________ Scheduled Review Date: __________________________
Risk Event(identified risk)
Level of Calculated
Risk
Reason for acceptance(specific rationale)
Risk Event(identified risk)
Level of Calculated
Risk
Priority/Action Order(rank or list from highest to
lowest)
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Step 4. Risk Register – Sample Template
Risk Event(identified risk)
Existing Control(control measures/mitigation strategy)
Likelihood Consequence Level of Risk Priority/
Action Order
Author:__________________________ Date Created: __________________________ Scheduled Review Date: __________________________
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Step 5. Treat the Risks
Develops effective and cost efficient risk event control measures and risk mitigation strategies.
1. Identify options to treat risk – avoid/control/ transfer/retain
2. Determine the most appropriate treatment option for the specific risk
3. Prepare a risk treatment plan (including responsibilities, resources required, performance measures and timetable)
4. Implement the risk treatment plan
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Step 5. Risk Treatment Plan – Sample Template (adapted from Queensland Government 2005)
Risk event/statement(what can happen)
Source of Risk(how can the risk arise)
Priority(priority relative to other risks)
Likelihood(low, medium ,high)
Consequences(minor, moderate, major)
Level of Risk(minor, low, moderate, considerable, high, extreme)
Risk Treatment(specific strategy or approach to avoid/control/transfer/retain risk)
Responsibility(who will implement, monitor, review)
Resources required(human, physical, financial/budget resources to implement)
Performance measure(indicators/audit of efficacy, reliability and availability)
Timetable(when treatment approach will be implemented/reviewed/revised)
Author:__________________________ Date Created: __________________________ Scheduled Review Date: __________________________
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COMMUNICATE
CONSULT
DOCUMENT
MONITOR
REVIEW
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SUPPLEMENTARYSUPPLEMENTARY
GUIDEGUIDE
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Risk Management for Small Tourism Businesses
Supplementary Document Guide
The following information provides a guide to developing supplementary documents associated with formal risk and crisis management plans. Each business should determine the appropriate level and extent of documentation required to manage risk and crisis effectively. Although this publication does not represent an exhaustive list of relevant documents, it presents a useful foundation for plan development.* Each content guide and template draws on best practice recommendations and examples; nevertheless, these may require some modifications to suit the specific demands of individual businesses and circumstances.
* As risk and crisis management becomes integrated within standard business operations and culture, associated documentation can overlap, leading to repetition and duplication of content. Though every document provides “stand-alone” information, the overall plan should link each element and principle. Consistent and unambiguous documentation presents a clear guide to effective management.
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The Risk Management Policy Statement
Describes the purpose of risk management and the general process for the identification and mitigation of risks within the business context.
- intention/rational of the policy
- objectives (outcomes)
- scope/extent of issues to be covered by the policy
- resources available For example:
human resources
financial/budget
- details of implementation For example:
roles/responsibilities
strategy/actions
documentation
communication
training
reporting
monitoring/review/audits
- linkages with other business strategies and plans (may be listed or developed as appendices) For example:
business plan
financial plan
insurance
relevant regulations and legislation
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Risk Management Responsibility Statement
Defines the roles and responsibilities of all resources involved with the identification and mitigation of risks
- an outline of risk management roles, responsibilities and functions
internal
external (if applicable)
- authorisation/reporting procedures
- review/monitoring and audit process
- document revision history
- training/exercise log
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Communications Plan (adaptable for risk and crisis management communications)
Identifies key stakeholders and communication strategies
- the objective/specific purpose or goal for the communication. For example:
building awareness
understanding
learning
influencing
affecting
- identifies key participant roles and responsibilities. For example:
coordination of information and updates
direct notification/consultation (contact information)
designated spokesperson for business/organisation
- establishes clear communication procedures/method. Fore example:
internal information verification
communications authority/clearance/approval
securing relevant resources for communications centre
containment and rumour control measures
- provides additional contacts For example:
media
potential stakeholders and partners for emergency notification
expert spokesperson (may be relevant to the source of risk and/or impacts)
- channels of communication For example:
communication approach for stakeholders and/or partners
public
(e.g. message templates, provisional “information website”, draft fact sheets, telephone filtering procedures, family liaison)
- evaluation process For example:
management endorsement
checklists
review
update
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The Crisis Management Process
READINESS
RECOVERY
REDUCTION
RESPONSE
COMMUNICATE
CONSULT
DOCUMENT
MONITOR
REVIEW
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The Crisis Management Policy Statement
Describes the purpose of crisis management and the general process for the early detection, mitigation, response and recovery of crisis events
- intention/rational of the plan
- objectives (outcomes)
- scope/extent of issues to be covered by the policy
- resources available For example:
human resources
financial/budget
- details of implementation For example:
roles/responsibilities (also identifies alternative contacts)
strategy/actions (tactical/short-term and strategic/long term)
pre incident planning and training
response structures
alert and warnings
communication and reporting (before, during and after crisis)
assessment and notification (before, during and after crisis)
documentation
monitoring/review/audits
- linkages with other business strategies and plans (may be listed or developed as appendices) For example:
risk management plan
business continuity plan
evacuation plan
Emergency Operations Centre (EOC) / media centre
resource inventory
recovery plan
insurance
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Crisis Management Responsibility Statement
Defines the roles and responsibilities of all resources involved with the early detection, mitigation, response and recovery of crisis events
- an outline of crisis management roles, responsibilities and functions
internal
external
- authorisation/reporting procedures
- review/monitoring and audit process
- document revision history
- training/exercise log
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Key Crisis Management Tasks and Responsibilities
Crisis Management Coordinator/Leader
Communicates with owner/senior management
Declares crisis/emergency/disaster situation
Operations
Co-ordinates all Contingency/Business Continuity Planning activities
Handles personnel issues/human resources
Planning
Develops and tracks direct crisis management procedures (eg. warning, evacuation, medical, shelter, transport, resources)
Gathers/records all resumption/recovery documentation
Logistics
Acquires/maintains physical facilities, equipment and supply
Operation of the Emergency Operations Centre (EOC)/ media centre
Communications
Develops and maintains protocol for internal communications/media & external communications
(contact details, radio frequencies etc)
Finance
Emergency procurement authorization
Insurance assessment
Claims, compensation & cost tracking
Debriefing
Review, adjust plans and monitor
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Business Continuity Plan
Describes the arrangements to ensure the continuous delivery of critical services and products essential to the business/organization’s survival
- intention/rational of the plan
- objectives
- scope/extent of issues covered For example:
identify critical products, services and operations
identify the effects of the loss of specific business functions
determine the level of importance of a business function
estimate maximum allowable downtime and acceptable levels of event impact/loss
- governance – roles and responsibilities
- details of implementation For example:
notification, activation and escalation procedures
communications (internal and external)
life safety
property protection
community relations/consultation
recovery and restoration
administration and logistics
quality assurance (review, monitor, audit)
- linkages with other business strategies and plans For example:
business plan
financial plan
communications plan
recovery plan
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The Recovery Plan
Based on identified weaknesses the recovery plan minimises disruption to business operations and facilitates effective coordination of recovery tasks
- new Business Development strategy
- objectives
- scope/extent of issues
- details of implementation For example:
incident management roles and responsibilities
assessment/notification procedures
critical functions
recovery activities (response, recovery, restoration)
key external providers of goods and services/vendors
key internal customers
key external customers
communication
critical resources
materials and data needed to perform job at alternative location
insurance
employee support
post-incident review/evaluation
resumption of normal business
quality assurance – monitoring and audit
- linkages with other business plans and strategies For example:
business plan
financial plan
research, marketing and promotion
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Crisis and Emergency Support Documents (adapted from FEMA 1993)
Emergency contact lists:
Internal response
External response
Communications/Public relations
Building and site maps that indicate:
Utility shutoffs
Water hydrants
Water main valves
Water lines
Gas main valves
Gas lines
Electrical cut-offs
Electrical substations
Storm drains
Sewer lines
Location of each building (include name of building, street name and number)
Floor plans
Alarm and enunciators
Fire extinguishers
Fire suppression systems
Evacuation meeting points
Exits
Stairways
Designated escape routes
Restricted areas
Hazardous materials (including cleaning supplies and chemicals)
High-value items
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Major resource lists/inventory:
Personnel – internal an external emergency response personnel
Information/plans/critical data
Equipment - protection equipment, communications equipment, first aid supplies, emergency supplies, warning systems, emergency power equipment, decontamination equipment, reconstruction and recovery equipment
Facilities - emergency operating centre, media briefing area, shelter areas, first-aid stations, sanitation facilities
Financial allocations
Legal counsel
Infrastructure protection
Accommodations/emergency shelter
Supplies
Services
Mutual aid agreements (with other business, organisations and government agencies)
Backup system/arrangements
Payroll
Communications
Production
Customer services
Shipping and receiving
Information systems support
Emergency power
Recovery support
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Potential Risk/Crisis Management Planning Partners for Small Tourism Businesses (adapted from Wilkes and Moore 2003)
National/State/Regional/Local tourism administration and visitor board
Police/law enforcement agencies/counter terrorism agents
Judiciary/legal profession
Foreign affairs/Immigration/Customs/Attorney General’s Department
Transport Sector
Health/Medical
Utility service providers/Public works
Insurance industry
Professional risk consultants
Civil defense/military
Private security organization
Emergency services
Media
Airlines and transportation company associations
Hotel associations/accommodation providers
Tour operators' associations
Travel agents' associations
Independent local tourism operators
Industry specialists
Accreditation providers
Promotions/marketing boards
Other travel and tourism representatives
Service and product suppliers
Local Chamber of Commerce
Local business association
Consumer groups/special interest groups
Retail trade organizations
Tourism research and documentation centers/publications (eg. universities, Bureau of Statistics)
National weather service - Bureau of Meteorology
Local council/planning committees
Relevant government agencies – Commonwealth, State, Local
Welfare and relief organizations
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Generic Contact List – Sample Template (may be adapted for risk management, crisis management or communications)
ROLE/RESPONSIBILITY NAME CONTACT DETAILSTelephone:Mobile:Fax:Email:Telephone:Mobile:Fax:Email:Telephone:Mobile:Fax:Email:Telephone:Mobile:Fax:Email:Telephone:Mobile:Fax:Email:Telephone:Mobile:Fax:Email:Telephone:Mobile:Fax:Email:
Author:__________________________ Date Created: __________________________ Scheduled Review Date: __________________________
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Guide to Emergency Telephone Contacts
Outlines brief easy-to-read steps needed to immediately respond to in case of an emergency or disaster affecting the premises.
- Copies should be posted near all staff telephones and at any public service areas in and around the building
- Staff should receive instruction in its use
- An Evacuation Plan should also be posted in this area if your building is big enough to require evacuation
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EMERGENCY TELEPHONE CONTACTS
In case of emergency please notify immediately:ROLE/RESPONSIBILITY NAME CONTACT DETAILSResponse Coordinator: Telephone:
Mobile:Fax:
Alternate Coordinator: Telephone:Mobile:Fax:
Building/Facility Manager: Telephone:Mobile:Fax:
Emergency Services (as appropriate):ROLE/RESPONSIBILITY NAME CONTACT DETAILSPolice Telephone:
Mobile:Fax:
Fire Telephone:Mobile:Fax:
Medical Telephone:Mobile:Fax:
Utilities (as appropriate):ROLE/RESPONSIBILITY NAME CONTACT DETAILSBuilding/ Facilities Maintenance
Telephone:Mobile:Fax:
Electricity Telephone:Mobile:Fax:
Water Telephone:Mobile:Fax:
Sewage/Sanitation Telephone:Mobile:Fax:
Telecommunications Telephone:Mobile:Fax:
Author_________________ Date Created__________________ Scheduled Review Date_________________
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Emergency Operations Centre/Media Centre
The central command and control facility for carrying out the principles of emergency preparedness and strategic crisis/emergency/disaster management in an emergency situation - ensuring the continuity of operation of the business
- Location
- Alternative Location
- Communications equipment
- Office equipment and supplies
- Copies of relevant plans For example:
crisis management plan
communications plan
business continuity plan
recovery plan
- Blueprints, maps, status boards
- A current list of EOC personnel and descriptions of their duties/arrangements
- Technical information and data for advising responders
- Separate media briefing facilities
- Building security system information
- Information and data management capabilities
- Telephone directories
- Backup power, communications and lighting
- Emergency supplies – first aid and food/drink
- Access to bathroom and rest/recreation area
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Guide to Training Activities / Exercise Log (adapted from FEMA 1993)
Logs the date, type of exercise and any pertinent comments each time a plan is exercised
Orientation and Education Sessions Regularly scheduled discussion sessions to provide information, answer questions and identify needs and concerns
Tabletop ExerciseMembers of the emergency management group meet in a conference room setting to discuss their responsibilities and how they would react to emergency scenarios. This is a cost-effective and efficient way to identify areas of overlap and confusion before conducting more demanding training activities.
Walk-through DrillThe emergency management group and response teams actually perform their emergency response functions. This activity generally involves more people and is more thorough than a tabletop exercise
Functional DrillsThese drills test specific functions such as medical response, emergency notifications, warning and communications procedures and equipment, though not necessarily at the same time. Personnel are asked to evaluate the systems and identify
Evacuation Drill Personnel walk the evacuation route to a designated area where procedures for accounting for all personnel are tested. Participants are asked to make notes as they go along of what might become a hazard during an emergency, e.g., stairways cluttered with debris, smoke in the hallways.Plans are modified accordingly.
Full-scale ExerciseA real life emergency situation is simulated (as closely as possible). This exercise involves business emergency response personnel, employees, management and community response organizations.
Employee TrainingGeneral training for all employees should address:- Individual roles and responsibilities- Information about threats, hazards and protective actions- Notification, warning and communications procedures- Means for locating family members in an emergency- Emergency response procedures- Evacuation, shelter and accountability procedures- Location and use of common emergency equipment- Emergency shutdown procedures- Continuity plans
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Generic Training/Exercise Log – Sample Template
Date Type of Exercise Comments
Author:________________________ Date Created: __________________________ Scheduled Review Date:_________________________
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Guide to Document Revision History
Records revisions made to documentation and plans.
- May also include details related to each document revision For example
Authorisation
Audit/Plan Reviews
Distribution
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Document Revision History – Sample Template
Date Author Revision
Author:________________________ Date Created: __________________________ Scheduled Review Date:_________________________
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Additional Resources
This list provides a range of useful documents and publications relevant to Risk Management for Small Tourism Business. It does not represent a comprehensive or exhaustive literature review.
Risk and Crisis Management for Tourism
Pacific Asia Travel Association (2003) Crisis: It Won’t Happen to Us. Pacific Asia Travel Association: Bangkok
Morgan, D. & Dimmock, K. (2006). Risk management in outdoor adventure tourism, in J. Wilks, D. Pendergast and P. Leggat (eds.). Tourism in Turbulent Times: Towards Safe Experiences for Visitors (pp. 171-184). London: Elsevier.
Morgan, D. J. & Fluker, M. (2006). Risk management for Australian commercial adventure tourism operations, in A. Pizam & Y. Mansfeld (eds.). Tourism, Security and Safety: From Theory to Practice (pp. 153-168). Burlington, MA: Butterworth-Heinemann (Elsevier).
National Tour Association. NTA. (2003) A Guide to Developing Crisis Management Plans NTA Market Development Council [Online] Available: http://www.ntaonline.com/staticfiles/crisis_mgm_plan_020703.pdf
Robertson, D., Kean, I. and Moore, S. (2006) Tourism Risk Management: An authoritative guide to managing crises in tourism. Asia Pacific Economic Cooperation: Singapore
Wilkes J. and Moore S. (2003) Tourism Risk Management for the Asia Pacific Region: an authoritative guide for managing crises and disasters. AICST: Australia
World Tourism Organisation (2003). Crisis Guidelines for the Tourism Industry. [Online] Available: http://www.world-tourism.org/market_research/Crisis%20and%20Disaster%20Management%20Guidelines.pdf
Disaster Management and Tourism Asian Disaster Preparedness Centre. ADPC. (2001) Asian Disaster Management News. Vol. 7, No. 2 & 3, April- September 2001. Homepage. [Online] Available: http://www.adpc.ait.ac.th/infores/newsletter/2001/2.html.
Tourism Crisis Communications Tourism Victoria (2005) Crisis Communication Handbook for Regional and Local Tourism [Online] Available: http://www.tourismalliance.com.au/downloads/Crisis%20Manual.pdf
Tourism Crisis Recovery Management and MarketingBierman, D. (2003) Restoring Tourism Destinations in Crisis: A Strategic Marketing Approach. Allen and Unwin: Sydney.
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Glaesser, D. (2003) Crisis Management in the Tourism Industry, Butterworth-Heinemann: Oxford.
Tourism Safety and SecurityWorld Tourism Organization. WTO. (2003) Safety and security in tourism: Partnerships andpractical guidelines for destinations. WTO: Spain
Risk Management for BusinessQueensland Government (2005) Risk Management. [Online] Available:http://www.riskmanagement.qld.gov.au/
Federal Emergency Management Agency. FEMA (1993) Emergency Management for Business and Industry. [Online] Available: http://www.fema.gov/pdf/business/guide/bizindst.pdf
Standards Association of Australia. Various Titles. Standards Association of Australia: NSWAS/NZS 4360: 2004 Risk Management. HB 221:2004 Business ContinuityHB 90.1-2000 : The Small Business Handbook - Guide to ISO 9001:2000HB 436 Risk Management Guidelines – Companion to AS/NZS 4360:2004HB 254-2005 Governance, risk management and control assurance
Disaster and Emergency ManagementEmergency Management Australia (2004) Emergency Risk Management Applications Guide. Emergency Management Australia:.
Emergency Management Australia (1998) Australian Emergency Management Glossary. Emergency Management Australia: .
Zamecka, A. and Buchanan, G. (1999) Disaster Risk Management. Queensland Department of Emergency Services: Queensland.
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