NTO危机管理检查表

Brussels, September 2024 Contents Specific guidelines 03IntroductionCrisis Management Checklist 11-12Steps of risk analysis in tourism 17Elements of a robust crisis communication plan 05Phase 1Preparedness 38-39A phased approach to communications 25Phase 2Response 40-45Communicating with different stakeholdersduring a crisis response 49Phase 3Recovery 46-48Tackling disinformation-practical actions for NTOs 65-68Communicating with differentstakeholders, post-crisis (recovery phase) Phase 4 69Resilience Examples of communication simulation75 Introducing the crisis management checklist Why a checklist? Whenacrisisoccurs,theultimateaimofaNationalTourismOrganisation(NTO)shouldbetoprovideclearstructuresfororganisingcrisis response and determine a clear set ofresponsibilitiesforitsemployeesandsubcontractorsthatwillallowforfaster,moreefficientreactions. Fromcountrytocountry,therearevariationsin:•NTOs’ responsibilities, internal structures andcompetencies,•Governance structures (e.g. centralised vs. federal), withdifferent policing and civil protection structures (state vs.regional)•Resourcing that allows for varying levels of reach in terms ofbusiness support measures, research, and campaigndeployment, among other areas. Therefore,goodcrisispreparednessalsorequiresNTOstohavearealisticpictureofthetypesofcrisesthatcanoccurwithintheircountry’sbordersandinneighbouringcountriesthatmightaffecttheirowncountry.Italsoinvolvesclearingasmanybureaucratic/practicalobstaclesoutofthewayinadvanceaspossibletoallowanagileandsensitiveresponsewhena crisis occurs.This checklist guides NTOs andpartnerssystematically. Theauthors also acknowledge that decision-makingrelatingto major incidents resides with nationalgovernmentsand regional administrations,with theseinstitutionsusuallytakingprecedence. ThischecklistacknowledgesthatacrossEurope,thereisconsiderablevariationinhownationaltourismorganisationsare resourced and the functions they areexpectedtoprovide. Readers should interpret and adapt this checklistwith these considerations in mind Introducing the crisismanagement checklist ✓clarify✓activate & implement✓support✓communicate Overview ✓identify✓create✓organise✓monitor & update TheCrisis Management Checklist is based on aframeworkmade up of four consecutive phases:preparedness,response,recoveryandresilience. Bynature,crisesarenotlinear,andforthatreason,thechecklistisdesignedasaloop,whereresiliencemeasureswillhelpsupportfuturepreparedness. Ateachstageofthechecklist,fourclustersofactivityhavebeen identified(‘identify partners’,‘createcrisismanagementplans’,etc.).KeyactionsundertheseareasofactivityarearrangedintoachecklistformataccordingtoNTOs’broadareasofoperation,suchasresearch,businesssupport,orcommunications.Inthisway,thechecklisthasbeenarrangedtoaidnavigationandreadabilityforNTOteamsatatimewhentimeandpracticalityareoftheessence. Phase 1Preparedness Phase 1:Preparedness Effectivepre-crisisplanningiscrucialtoswiftandeffectivecrisisresponseandrecovery,makingthisthemostessentialstageofcrisismanagement.Theactionslistedinthissectionwillhelpbuildlong-termresiliencetocrisesandtheirimpacts.Thisphaserequiresanopen-mindedapproachtoidentifythe‘what’and‘who’andprepareforthe‘how’crisesaretobedealtwith.ThepreparednessactionsforNTOsarearrangedunderthefollowingfourstages: CREATEORGANISE &MONITORIDENTIFY0203UPDATE0401 SeveralactivitieslistedunderthePreparednessstagecanalsobeconsideredpartoflong-term Resilience building.This includes activities related to capacitybuildingofNTOstaffandstakeholders,monitoringthesituationforanysignsofpotentialcrises,reviewingandupdatingplansandprocedures,andtestingthemthroughsimulationexerciseswithdifferentscenarios. IDENTIFYPREPAREDNESS01 Thefirstgoalistoassessandidentifysystemicrisksthatcouldspiralintoacrisisanddeterminewhowillberesponsibleassoonasacrisisoccurs(bothinternallyandexternally).Thereisenormousvalueinworkingwiththebroadestrangeofstakeholdersonthisexercise,aswellasstaffatalllevelswithintheNTOs;themorediversetheopinionsandexperiencesthatfeedintothisstage,thelesslikelytheorganisationistomissblindspotsorbesusceptibleto‘groupthink’. AREA OFOPERATION CHECKLIST ❑Assess and identify significant risks that could become a crisis. For more details, see ‘Steps of RiskAnalysis in Tourism’. ❑Identify key tourism stakeholders who would form a Tourism Crisis Management Group when a crisisunfolds. This would involve a mix of public and private partners to address the situation, coordinate keymessages and plan for recovery. StrategicDecisionMaking ❑Explore how the NTO can contribute to a Crisis Management Committee of the central government (or asimilar group of critical agencies that usually deals with a crisis) to ensure the tourism sector has a voice indecision-making when a crisis strikes. ➥Example: Turismo de Portugal NTO is a member of the Permanent Committee for Prevention andMonitoring of the Effects of Drought. The Permanent Committee approves and monitors theimplementation