PracticalResourceGui

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

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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


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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)


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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:



Level of Calculated

Risk

Reason for acceptance(specific rationale)


Level of Calculated

Risk

Priority/Action Order(rank or list from highest to

lowest)

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Step 4. Risk Register – Sample Template


Existing Control(control measures/mitigation strategy)

Likelihood Consequence Level of Risk Priority/

Action Order


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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)


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COMMUNICATE

CONSULT

DOCUMENT

MONITOR

REVIEW

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SUPPLEMENTARYSUPPLEMENTARY

GUIDEGUIDE

21

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


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


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


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:


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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

41

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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