CRISIS RESPONSE

HANDBOOK

2025 M Street NW • Suite 500 | Washington, D.C., U.S.A. 20036

Table of
Published in
March 2020

Contents
Introduction...........................................................................................................................2

CRISIS RESPONSE HANDBOOK

Crisis Communications Plan Template.................................................................... 4
Emergency Response Team Worksheet................................................................ 6
Communications Plan Checklist..................................................................................8
Communications Worksheet........................................................................................ 9
Incident Response Template Materials................................................................. 10
Media Log...............................................................................................................................11

CASE STUDIES
Homelessness......................................................................................................................13
Flash Flooding....................................................................................................................15
Hurricane Maria..................................................................................................................17
Hurricane Sandy and Blackouts...............................................................................20
Wildfires................................................................................................................................ 22
Overcoming Legislation...............................................................................................25

Destinations International CRISIS RESPONSE HANDBOOK 1

Introduction
Dear Member,

Through the support of the Destinations International Foundation, we are pleased to present the first
edition of our Crisis Response Handbook for destination organizations. This handbook was engineered
by communications experts to be a tool to educate and prepare your team for a potential but
inevitable crisis in your destination.

Throughout these pages you will find a crisis communications plan template to guide you through
the process of creating a plan for how your organization will speak to audiences both internally and
externally. We have also interviewed destination organization leaders who have lived through crisis
events in their communities and were willing to share their experiences and the lessons they learned.
We would like to thank Joe D’Alessandro, president and CEO of San Francisco Travel Association,
Amanda Hof, executive director of Howard County Tourism, Brad Dean, CEO of Discover Puerto Rico,
Fred Dixon, president and CEO of NYC & Company, Scott Peacock, director of public relations and
international tourism at Visit Raleigh, Kathy Janega-Dykes, president and CEO, and Karna Hughes,
director of communications with the Santa Barbara Tourism Bureau for their candid storytelling of
how their teams weathered the storms they faced.

We hope that you will take the tools provided in this handbook and adapt them to your needs. Every
destination is unique, and every crisis is different, so we encourage you to use the handbook as a
guide and adapt your plans to fit your needs.

Sincerely,

Don Welsh Jack Johnson

President and CEO Executive Director
Destinations International Destinations International Foundation

Destinations International CRISIS RESPONSE HANDBOOK 2

Crisis
Response
Crisis
Communications
Plan Template
OVERVIEW OBJECTIVES
This Crisis Communication Plan Template Crisis communications plans are designed to
is intended to be a guide for conducting provide accurate, clear and timely information
communications, both within an organization and in the event of a crisis situation. The goal is to
externally with stakeholders, and media in the provide an efficient response in emergency
event of a crisis. This plan provides step-by-step situations by communicating to target audiences
recommendations for how to address a variety quickly and accurately.
of different crisis scenarios through coordinated
communications tactics. PROCEDURES
Key members involved in the crisis
Assuring notification of key personnel and communications team may include executive
stakeholders, as well as a focused, controlled team members, security, operations and public
flow of information during a crisis is critical to affairs representatives. An Emergency Response
successfully protecting your brand. Team (ERT) leader should be identified prior
Responsibility for maintaining, distributing to any event and within the regular confines of
and updating a crisis plan should be assigned everyday business. Everyone at the organization
within every organization. Crisis plans should be should be clear on who this team is and their
reviewed and updated annually as necessary, responsibilities.
with attention paid to points of contact and It is the role of the leader of the ERT to ultimately
contact information. determine if the crisis response plan is activated.
If it is unclear whether an emergency has
PURPOSE occurred, it is best to notify the ERT members
Events that may elicit a crisis communications and to help make a decision as to whether the
response can vary widely from destination to incident requires an emergency response.
destination and organization to organization.
Some stories of crisis situations are included RESPONSE
within this handbook. What is most important In the regular course of business, a crisis
is outlining who is responsible for identifying a command center should be identified. In
crisis situation and what responsibilities key team selecting a location, it is important to keep the
members hold in responding. following in mind:

Destinations International CRISIS RESPONSE HANDBOOK 4

Crisis Communications Plan Template

•A location relatively free of safety threats platforms such as email, letters and social media
• A location with reliable land lines as well as posts. All communications should be crafted and
internet access readily available during a crisis response.
• A location that allows for easy ingress and When dealing with the media, the following
egress guidelines should be followed:
Key audiences to be notified may include: • Designate
 one spokesperson to represent the
• Destination executives organization at the scene.
• Employees • Make a spokesperson available to communicate
• Board of Directors frequently with the media.
• Key community stakeholders • Double-check all information before making it
• Law enforcement personnel public.
• Media • Be completely factual and truthful at all times.
• Travel industry or business stakeholders • Coordinate statements and information with
• Customers spokespersons for other organizations such as
• Public officials police, fire, emergency response organizations,
hotels, etc.
Spokespersons should be identified prior to • Immediately correct false or misleading
an incident occurring. Anyone serving as a information.
spokesperson should be fully trained and briefed • Repeat key messages.
prior to an incident and should be a senior level • If you do not know the answer, say that.
executive. No individual should speak on behalf • Keep track of media inquiries.
of a destination without the approval of the ERT. • Prepare statements in advance and have them
approved by the ERT.
CRISIS SCENARIOS • Respond as positively as possible and keep
Every destination should identify a list of all calm at all times.
possible crisis scenarios that may impact the
organization and any necessary addendums for POST-CRISIS EVALUATION
each crisis, such as checklists of response steps, Once a crisis has been resolved, the ERT should
important telephone numbers and specifications complete a post-crisis evaluation while the
to help define the crisis. information is still fresh. Considerations should
include:
MEDIA BRIEFING LOCATIONS • Was
 the crisis resolved?
Media briefings should take place in a secure • Was a public statement necessary to state the
area away from the incident. Access by the resolution?
media to the site of any incident should only • Were the proper agencies notified?
take place after the situation has been resolved • Was the incident and resolution documented
and the area has been determined to be safe. for future reference?
Locations for possible media briefings should be • Were changes implemented to minimize or
identified prior to an incident. prevent a reoccurrence of the incident?
• Was reasonable medical, financial and
SAMPLE STATEMENTS AND emotional support extended to personnel
COMMUNICATIONS affected by the incident?
Templates for direct responses to each type of
crisis identified should cover a wide variety of

Destinations International CRISIS RESPONSE HANDBOOK 5

Emergency
Key Term:
ERT= Emergency
Response TEAM

Response Team
Worksheet
What are the details of the crisis?
.........................................................................................................................................................................................................................
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.........................................................................................................................................................................................................................

What information is needed and from whom?

.........................................................................................................................................................................................................................
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.........................................................................................................................................................................................................................

Who will be the Emergency Response Team (ERT) point-of-contact?

.........................................................................................................................................................................................................................
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What technology will be used to maintain information flow?

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Who else knows about the crisis?

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Destinations International CRISIS RESPONSE HANDBOOK 6

Emergency Response Team Worksheet

What assistance is needed from Emergency Response Team (ERT) for other
community stakeholders?
.........................................................................................................................................................................................................................
.........................................................................................................................................................................................................................
.........................................................................................................................................................................................................................

Who is likely to be directly impacted?

.........................................................................................................................................................................................................................
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.........................................................................................................................................................................................................................

What information is currently in the media?

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What channels are the media using?

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How active is social media and in what format?

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Who is monitoring media coverage?

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Is there any misinformation currently being circulated?

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Destinations International CRISIS RESPONSE HANDBOOK 7

Communications
Plan Checklist
KEY AUDIENCES: KEY MESSAGES: COMMUNICATIONS
TACTICS:
Destination Stakeholders Internal experts
Proactive or Reactive

Employees External experts

Press Release

Board of Directors Board of Directors

Meetings/Phone Calls

Community Stakeholders Members

Media Interviews

 aw Enforcement
L Employees
Personnel Email Blast

Customers
Media Social Media Posts

Media
 ravel Industry
T
Stakeholders

Customers

Public Officials

Residents

Destinations International CRISIS RESPONSE HANDBOOK 8

Communications
Worksheet
KEY MESSAGES

AUDIENCE TACTIC RESPONSIBLE STATUS

PERSON

Destinations International CRISIS RESPONSE HANDBOOK 9

Incident Response
Template Materials
INCIDENT TALKING POINTS DESTINATION THREAT
This is what we can confirm at this time: What we can confirm at this time:
•T
 oday, there was an emergency incident at • Today, we were made aware of XXX.
XXX. • Local, state and federal authorities are
•W
 e are working with local authorities and working to determine the severity of the XXX.
emergency agencies to assess the situation •W
 e are cooperating with authorities to help
and ensure the area is safe. determine the appropriate response.
•W
 e are evaluating the situation to determine •W
 e will continue to work with XXX and local
if there are any injuries and if there is any media to disseminate relevant information.
continued risk.
•T
 he safety of visitors and residents is our top
•W
 e will continue to provide updates as they priority.
are available.
•W
 e encourage all visitors to remain calm and
  await further instruction from authorities.
EMPLOYEE EMERGENCY INCIDENT •W
 e will continue to provide updates on the
•W
 e do not disclose confidential personnel situation and ask for the help of the media in
information. providing information to the public.

•W
 e have been informed XXX was involved in  
an incident at XXX. TRAVEL INDUSTRY THREAT
•A
 uthorities have informed us that (incident • We are closely monitoring the events of XXX.
details that are public information).
•X
 XX is/not expected to impact either our
•T
 he incident is under investigation and we visitors or the local community.
are monitoring the facts as they become
•V
 isitors and residents planning to travel are
available.
encouraged to follow instructions of local,
•W
 e will provide updates as they become state and federal authorities.
available.

Destinations International CRISIS RESPONSE HANDBOOK 10

Media Log
DATE/TIME................................................................................................................................................................................................

NAME............................................................................................................................................................................................................

MEDIA OUTLET.......................................................................................................................................................................................

PHONE NUMBER....................................................................................................................................................................................

EMAIL ADDRESS....................................................................................................................................................................................

REQUEST....................................................................................................................................................................................................

.........................................................................................................................................................................................................................

.........................................................................................................................................................................................................................

.........................................................................................................................................................................................................................

.........................................................................................................................................................................................................................

INFORMATION GIVEN.........................................................................................................................................................................

.........................................................................................................................................................................................................................

.........................................................................................................................................................................................................................

.........................................................................................................................................................................................................................

.........................................................................................................................................................................................................................

FIELDED BY..............................................................................................................................................................................................

Destinations International CRISIS RESPONSE HANDBOOK 11

Crisis Response

Case
Studies
 CASE STUDY
CRISIS RESPONSE

Homelessness
A January 2019 survey by the Department of Homelessness and Supportive Housing showed
that 8,035 people were experiencing homelessness in the city of San Francisco, a 17%
increase from 2017.

JOE D’ALESSANDRO included transitional housing, mental health

PRESIDENT & CEO services, policing and street cleaning, Joe and
SAN FRANCISCO TRAVEL his team worked with a variety of coalitions
ASSOCIATION with the various Chambers of Commerce,
neighborhood groups, the hospital
association and local government. They
lobbied for funding and supported activities
As homelessness became synonymous with
that would make a difference in the homeless
San Francisco, Joe D’Alessandro, president
crisis facing the city.
and CEO of San Francisco Travel Association,
decided it was time to take a leadership role “It’s easy to point fingers,” said Joe. “We
in helping to find solutions. “We knew it was learned the issues are extremely complicated
risky,” he said, “It would bring media attention and a lot of times the solutions were things
to the problem but because we represent the we were not comfortable with and did not
largest industry in San Francisco we needed
make the problem immediately better; but
to talk about it and how it could negatively
over the long-term, would make a difference.”
impact the industry overall.”
The first issue for the organization was
The hospitality industry has not traditionally making sure the streets of San Francisco
played a critical role in solving homelessness, were safe; and the second was cleanliness.
an issue that affects all large cities, especially “To do that we had to be sure that we were
those on the West Coast where the doing something meaningful.”
temperatures are more temperate. The issue
The challenge in getting so vocal about
was as important as any other faced by the
homelessness was the reality that the
destination and received media coverage
destination organization was shining a light
both nationally and internationally.
for the world and their customers to see
In an effort to bring various constituents problems. “A lot of it made my stomach hurt,”
together and work through solutions that Joe confessed. He has no regrets but is still

Destinations International CRISIS RESPONSE HANDBOOK 13

 Homelessness

RESIDENTS NOT ONLY RECOGNIZE

THAT TOURISM IS VITAL TO THEIR
COMMUNITY, BUT THEY NOW
SEE THE ORGANIZATION AS AN
ADVOCATE FOR THE COMMUNITY AS
WELL AS THE VISITOR.

bothered that they had to make the issue so

public to start to see change.

“It was a crisis and we used that terminology.

We talked about this being a crisis that
we had to address.” It had the potential to
negatively reflect on the brand just like any
other crisis and was just as important to the what we were doing, everyone now knows
brand and the customer experience. who we are and what we are responsible
They learned through the process that as for. Residents realize what a destination
difficult as it was at times, they had to be organization does and how important it is to
honest with the media and couldn’t sugar their lives.” Residents not only recognize that
coat the truth. “We knew if we were going tourism is vital to their community, but they
down this road, our credibility was at stake,” now see the organization as an advocate for
Joe explained. “I took every single media call the community as well as the visitor.
regardless of how difficult it was. I knew I had
While every organization is different, having
to build credibility and tell them when things
a seat at the table has made all of the
were not good because it was the only way
difference in San Francisco. With funding
we were going to get action. I know it was
coming through a Tourism Improvement
the right thing to do. We wouldn’t see the
District and not local government, the
improvements we have without making the
organization was able to take a stronger
noise we made, which was challenging but
stand and have a commanding voice in the
necessary.”
discussion. “The government now asks us
Jumping into an issue that was not seen as what we can do to help them,” Joe said.
directly related to tourism helped bring San “We have a seat at the table we didn’t have
Francisco Travel Association more respect as previously. Now they want our perspective.
a local organization, Joe said. “Most people It’s a big change for us because the voice
didn’t know what we did for the community. of the visitor is important, and we are
Because of the local media coverage of recognized as carrying that voice.”

Destinations International CRISIS RESPONSE HANDBOOK 14

 CASE STUDY
CRISIS RESPONSE

Flash
Flooding
In 2016, Ellicott City experienced unprecedented flash floods. Then, in May 2018,
thunderstorms pounded the Baltimore, Maryland region for hours. The storm morphed Old
Ellicott City, Maryland into a deadly flood zone.

AMANDA HOF two people and caused more than USD$20

EXECUTIVE DIRECTOR million in damages.
HOWARD COUNTY TOURISM
Having no emergency plan was the scariest
part, Amanda explained. “We didn’t have
protocols or phone trees. It happened over
When flooding wiped out the Howard County a weekend. I knew we had someone at the
Welcome Center and tourism offices in Welcome Center, but I couldn’t reach them.
Ellicott City, Maryland, Amanda Hof, executive I didn’t have their phone number. He wasn’t
director of Howard County Tourism, said her
world changed. The historic mill town had
faced flash floods previously, but nothing
like they saw in the summer of 2016 where
unexpected flooding devastated the historic
district and closed down 70–80 businesses.

“No one was expecting it,” Amanda said. “It

hadn’t happened in our lifetime previously
and we had no emergency plans in place.”

That Saturday night in July 2016, a

thunderstorm dropped six inches of rain on
the city, triggering flash flooding that killed

Destinations International CRISIS RESPONSE HANDBOOK 15

 Flash Flooding

BEING ABLE TO RUN AN

ORGANIZATION FROM A SECONDARY
LOCATION IS PARAMOUNT FOR
SUCCESS.

on the list where he was supposed to be,”

she recalled. “I didn’t know until 12 hours later
that he was okay.”

Safety has become top of mind for the

destination organization now, and they don’t
take weather for granted. While the entire
office was not completely wiped out by the
flooding, they lost furniture and everything
that wasn’t stored electronically in the cloud. as usual’ and making sure there can be a
Keeping those records updated and off-site good customer experience is challenging.”
remain priorities for the organization as well
as establishing protocols for various potential Learning from experience and having
protocols in place paid off when a storm
incidents.
struck the city again in May 2018. The second
“Being able to run an organization from a “1,000-year storm” hit the city within two
secondary location is paramount for success,” years. The historic district draws visitors
Amanda says. Keeping various businesses into the city, which is especially popular on
apprised of what is happening helps to keep holiday weekends. It was easier to navigate,
the community moving forward. Having Amanda recalls, because key staff kept their
a media plan and guidance on when and laptops and cells phones with them, allowing
how to market the destination following them to access all the necessary information
to keep the organization moving forward.
an incident is invaluable. There is a delicate
balance to maintain between businesses The safety of the staff is a priority on
coming back and the community being in a Amanda’s emergency response list, but being
place to welcome visitors. “If I invite people able to get back up and running regardless
here and it isn’t a good experience, is that of the office situation is key in ensuring
really helping?” Amanda asks. “Balancing the everyone is safe and the business is best
pressures of wanting to get back to ‘business serving the community.

Destinations International CRISIS RESPONSE HANDBOOK 16

 CASE STUDY
CRISIS RESPONSE

Hurricane Maria
On the morning of Wednesday, September 20, 2017, Hurricane Maria struck Puerto
Rico, devastating the island and plunging all of its 3.4 million residents into a desperate
humanitarian crisis.

BRAD DEAN, CEO first steps was to build a communications

DISCOVER PUERTO RICO plan that involved how the impending
anniversary of Hurricane Maria would be
handled. They looked to develop a plan that
Starting a new destination organization as a would serve the business community well by
non-governmental agency, Brad Dean, CEO of sharing information that was necessary for
Discover Puerto Rico knew he had to hire and them to succeed.
onboard staff who were resilient. Just prior to
“There is a natural instinct that people have
Hurricanes Erma and Maria in 2017, legislation
to want to get back to where they were
had been passed to create Discover Puerto
business-wise prior to a crisis,” Brad said.
Rico and the devastation that followed the
“Those are certainly great goals, but when
storms made their mission more important
you go through something so impactful on
than ever.
a human level, it’s a new normal. Getting
“Facing a crisis rewires you,” Brad contends. back to where you were before may not
“It changes you personally and professionally
and tests the organization. We didn’t have
a crisis communication plan in place —
we brought our experience, but it wasn’t
necessarily perfect.”

Discover Puerto Rico was officially

started after the storms in April 2018. The
organization had no structure or business
plan, just legislation that said there would be
an official destination organization. Brad built
the team that would become a trusted source
in the community and the world. One of the

Destinations International CRISIS RESPONSE HANDBOOK 17

 Hurricane Maria

be relevant or possible.” The visitor mix “When coming back from major natural
had changed, Brad pointed out. Perception disasters or human tragedy there are so
changed and the product changed. “We are many factors involved that it’s important to
benchmarking where we are trying to get, keep a focus on why we are doing what we
instead of where we have been.” The journey are doing,” Brad explained. “We were getting
of a thousand miles begins with one step and tugged in so many different directions
making sure you are stepping forward is the and we needed to keep our focus on our
goal, he said. purpose.” It was critical from a leadership
perspective that he keep his team focused on
As a new destination organization, the team
their mission.
needed to put out a new campaign and deal
with the first anniversary of the hurricane Brad said he also had to recognize that most
that devastated the island in 2017. “We knew of his staff, and those they were working
it would be a turbulent ride,” Brad said. He with, were going through a traumatic
looked to empower his staff, that he selected personal experience. “I always tried to be
for their resiliency. “Dealing with a crisis is not compassionate and respectful; I built upon it
in everyone’s DNA.” As a leader, he felt it was and that is why they were part of something
important that he provide the “north star” bigger. My younger staff members could have
— constantly reminding his staff where they left but they didn’t because they had a sense
were going and why they were going in that of strength and purpose. We could have let
direction. Everything they did was tied to it become an excuse, but we didn’t. We were
their mission and delivering on its promise. a special team on a very special mission.

Destinations International CRISIS RESPONSE HANDBOOK 18

 Hurricane Maria

Everyone has their own human story that Prepping stakeholders—before an event—for
goes with where we are going.” the role the destination organization will play is
a key component for a smooth response. “I’m
Destination marketers are storytellers, Brad
continually amazed at how few stakeholders
contends, who can weave purpose into what
they are trying to accomplish. Having a sense realize our role in unplanned events and
of purpose throughout the staff will help emergencies,” Brad said. Having a defined role
propel an organization forward. in the emergency management system will
set expectations and get the most out of the
In looking to the future, Brad continues to
talent available. “When it comes to managing
prepare staff for the crisis they don’t think they
an unexpected event or crisis,” Brad explains,
will have to face. “The crisis that will take you
under are the ones you don’t anticipate,” he “everyone’s job changes and you need to
says. “Don’t just prepare for the likely event, embrace it and be prepared to go in that
prepare for the unlikely as well. Don’t ignore direction.”
the obvious threats but look at what else could
“We are storytellers,” Brad concludes, “Who
happen.” Learning from what others have done
will tell the story, if not us? Not only are we
well and haven’t done well is an opportunity
to be better prepared. “While the crisis may going to come back, we are going to come
be localized, the role of the destination back bigger and stronger.” Sometimes, he
organization is often similar.” says, you have to be bold and brave and
challenge your community to evolve and
PREPPING STAKEHOLDERS—BEFORE use the crisis as an opportunity. “We don’t
AN EVENT—FOR THE ROLE THE have those opportunities very many times
DESTINATION ORGANIZATION WILL in our lives. It’s a unique situation and an
PLAY IS A KEY COMPONENT FOR A opportunity we shouldn’t waste — using crisis
SMOOTH RESPONSE. to turn stumbling blocks into stairs.”

Destinations International CRISIS RESPONSE HANDBOOK 19

 CASE STUDY
CRISIS RESPONSE

Hurricane Sandy
& Blackouts
Hurricane Sandy hit New York City on October 29, 2012, bringing with it unprecedented
storm surges and flooding that devastated many communities throughout the five boroughs.

FRED DIXON For the two weeks following the storm, the
PRESIDENT & CEO NYC & Company staff literally walked the
NYC & COMPANY streets to see what hotels were open and
which weren’t. They used their resources
around the world to send the message of
what visitors could expect. “We told people
What is resilience? For Fred Dixon, president
if you are planning to go to a place that is
and CEO of NYC & Company, resilience is
closed, don’t come,” Fred said. If the areas
about how you absorb the hits that come
visitors were planning on visiting were
your way and how you move past them. New open, they would encourage them to visit.
York City is no stranger to adversity, and
Fred knows that the number one concern of Since that event, NYC & Company has put
visitors to his city is safety. When bad things several tools in place to make responding
happen in a city that thrives on tourism, Fred to emergency events seamless. During the
knows he needs to speak directly to the safety storm in 2012, all the servers were flooded,
concern that his visitors have, and sometimes
that means telling them to wait to visit.

When Hurricane Sandy plunged Manhattan

into the dark for five days in 2014, the city
was flooded, people were stranded and those
that wanted to get in couldn’t. “We were so
disconnected; power was out in much of
the city, cell phones were not working, and
I didn’t know where staff was,” Fred recalls.

Destinations International CRISIS RESPONSE HANDBOOK 20

 Hurricane Sandy & Blackouts

STORYTELLING TOOLS ARE

TEMPLATED AND LIVE IN THE
CLOUD, ALONG WITH DAILY
NEWSLETTER TEMPLATES AND
PRESS RELEASE LANGUAGE. THIS
ALLOWS THE TEAM TO MOVE
QUICKLY IN THE EVENT OF A CRISIS.

and cell service was interrupted, making

communication nearly impossible. Today, the
organization has three redundant servers,
and core team members have wired landlines disease in a hotel to a doctor with Ebola
in their homes. They have a seat in the New wandering around the city,” Fred said. “We
York City Office of Emergency Operations boil down the facts to the lowest common
Center during a crisis so they know what is denominator and then apply our plan.”
happening in real-time and have backed up
Destination organizations really are on the
all of their information so teams can work
front lines of a crisis. “We play a critical role
from any location.
in the communication and messaging for
Storytelling tools are templated and live the city and the safety of our visitors,” Fred
in the cloud, along with daily newsletter said. “We are delivering critical information
templates and press release language. This at key moments for travelers regardless of
allows the team to move quickly in the event if they are here yet or planning to come.”
of a crisis. They also learn from each incident The organization plays a role in key decision
by doing a postmortem with staff and the making about whether the city is open or
Board of Directors after any major event. closed. “There are times when it is okay to
say don’t come here; we will tell you when it
Reputational management is a huge part of the is safe to come.”
job for destination organizations even though
it is rarely written down. Visitors need to know NYC & Company is working to protect its
the hospitality community is prepared. In brand, and while safety is an issue for visitors,
taking on the role of shaping the reputation of being able to ensure those visitors that they
New York City, the organization has gone so far are safe and will be protected and looked
as to encourage the Mayor to not only talk to after while visiting is crucial. “It speaks to
residents but to visitors as well. the power of your everyday storytelling,”
Fred contends, “knowing the weaknesses
Preparing staff is another important factor in and pressure points and speaking directly
successfully managing a crisis. “We drill our to them. This is core to our message and
staff, we practice everything from legionnaries’ insulates the brand.”

Destinations International CRISIS RESPONSE HANDBOOK 21

 CASE STUDY
CRISIS RESPONSE

Wildfires
In mid-July to August 2018, a series of large wildfires erupted across California, mostly in the
northern part of the state, including the destructive fires in Santa Barbara. It destroyed more than
18,000 structures, becoming both California’s deadliest and most destructive wildfire on record.

KATHY JANEGA-DYKES flooding of the major north-south artery on

PRESIDENT AND CEO Highway 101, closing it for two weeks. The
SANTA BARBARA mudslide in the residential area of Montecito
took the lives of 20 people, completely
TOURISM BUREAU
wiping out some homes and bringing
national and international attention to the
KARNA HUGHES community.
DIRECTOR OF The highway closure had a massive negative
COMMUNICATIONS impact on both the tourism and business
SANTA BARBARA community of nearby Santa Barbara, and
TOURISM BUREAU during subsequent rainstorms the
Montecito community was evacuated
several times. “Every time we had strong
For Kathy Janega-Dykes, president and CEO rains the media would look for debris flow,”
of Visit Santa Barbara, and Karna Hughes, Kathy recalls. The impact of the natural
director of communications, recalling the disaster closed two hotels for a period of
events of December 2017 and January 2018 time and deeply
began a period of perseverance for not only
the tourism bureau but the entire community
of Santa Barbara County.

The Thomas Fire, the largest in California

history at the time, hit the remote,
mountainous hillside above Montecito in
December causing large disruptions to
the key holiday shopping season in Santa
Barbara because of the heavy smoke. After
the fire was brought under control, a debris
flow in Montecito on January 9, 2018 caused

Destinations International CRISIS RESPONSE HANDBOOK 22

 Wildfires

THE ALLIANCE PROVIDED AN to host those calls throughout the entire

AVENUE TO SHARE INFORMATION recovery process.

AND SUPPORT FOR THOSE Aligning the message underscored

BUSINESSES AFFECTED BY THE the importance of having a variety of
EVENTS AND BROUGHT ALL VOICES relationships within the community
before a disaster strikes. “Montecito and
TO THE TABLE.
Santa Barbara didn’t necessarily have the
spirit of alignment because there are so
impacted both the restaurant and shopping many different types of businesses and
areas of Montecito. communities within them,” Kathy said. “Had
those relationships been stronger, it would
The destination’s public relations team had
have been easier to align.”
prepared messaging on the Thomas Fire
when the mudslide happened, causing the The team also took the opportunity to
team to re-examine their strategy. The rarity reassess their marketing plans after the crisis
of the event’s concentration on the rain right passed. “It was an opportunity to reassess
over the burn scar brought an alignment of everything and decide what would be most
the perfect storm, Karna said, and because effective,” Kathy recalls, “being open to
of the celebrity community living in the change and trying something new from that
area talking about the events on national point.” Their media strategy didn’t stray to
television and on social media, a negative heart-warming, uplifting recovery stories
image surfaced. “It didn’t help us recover but rather stayed with providing necessary
quickly,” Kathy added, “because the stories information and correcting inaccuracies,
highlighted only the negative. It had the focusing on what was positive. The strategy
effect of amplifying the disaster.” worked. The bureau ended up with a
banner year in positive media coverage with
To combat negative media coverage and Travel + Leisure listing Montecito as one of
begin to the tell the story of what was the Best Places to Travel in 2019 and Santa
open and how the business community was Barbara was named on the where to go lists
responding, the tourism bureau created for 2019 by The New York Times and Afar
the Tourism Business Recovery Alliance. Magazine.
The alliance provided an avenue to share
information and support for those businesses
affected by the events and brought all voices
to the table, Kathy said.

As a result, we learned the community

needed to be a united front. “We started
having weekly calls with the business
community, so we weren’t duplicating efforts,
and began speaking to the media with one
voice,” Karna recalls. The group continued

Destinations International CRISIS RESPONSE HANDBOOK 23

 Wildfires

Looking back, Kathy and Karna agree service to both the community and visitors
that the perseverance of the staff and through their education campaign.
the community made all the difference.
The experience was one of the most difficult
“Everyone responded differently,” Kathy
times for both the community and the
said. A skeleton staff came into the office as
organization, Kathy and Karna agreed. Today,
some were cut off and unable to make the
they have a sense of pride in their
commute.
communication efforts with the industry and
“We had a responsibility to the community, the community-at-large and now enjoy
and we needed to begin preparing for what closer relationships as a result. “Our
organizations are the right ones to take the
would be the recovery process,” she added.
lead on these issues,” Kathy believes. “We
“Tragedies make you reassess everything.
had the resources and earned the respect
We had a solid crisis plan in place, and while
of other business leaders and government
we experienced a loss of business into the
officials.” You find strength, she said, that you
summer, we worked hard and by the end of
didn’t realize you had. “You are tapping into
the year we were able to find we had higher
inner resources that you may not have
demand than we had previously.” known were there,” Karna added, “but we are
When crisis hits, destinations need to tougher than we think.”
continue to do their business of attracting There is something to be said for being able
business and leisure travel. Being able to to connect to the meaning of what we do
clearly communicate the importance of every day, Karna commented. The
roles and responsibilities in the recovery was experience was a lesson to the entire
key, Kathy said. “We needed to bring back community that tourism promotion really
the business that the community needs to does help drive the economic engine. “We
survive,” she added. The bureau provided a know for sure we helped lead those efforts of
recovery for this community.”

Destinations International CRISIS RESPONSE HANDBOOK 24

 CASE STUDY
CRISIS RESPONSE

Overcoming
Legislation
In March 2016, the North Carolina state legislature passed House Bill 2 (HB2) and prompted a
public debate on anti-discrimination.

SCOTT PEACOCK including schools. The legislation was met

DIRECTOR OF PUBLIC with wide-spread criticism and state, county
RELATIONS AND and city governments across the United
INTERNATIONAL TOURISM States forbade their employees from traveling
VISIT RALEIGH to North Carolina for anything other than
essential business.

Scott Peacock, Director of Public Relations

When the North Carolina state legislature
and International Tourism for Visit Raleigh,
passed House Bill 2 (HB2) in March 2016,
saw it from both a state tourism perspective
the Greater Raleigh Convention and Visitors
and a city perspective as he moved from the
Bureau was thrust into a public debate on
state tourism office to Visit Raleigh during
anti-discrimination which saw the state
lose over $400 million in investments and
jobs. The legislation amended state law to
preempt any anti-discrimination ordinances
passed by local communities and compelled
schools and public facilities containing single-
gender washrooms to only allow people of
the corresponding sex as listed on their birth
certificate to use them. Often referred to
as the “bathroom bill,” the statue prevented
transgender people who did not, or could not,
alter their birth certificates from using the
restrooms of their choice in state buildings,

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 Overcoming Legislation

WHILE COLLECTING DATA ON know Raleigh didn’t stand for this and created
CANCELLATIONS THAT WERE tools for meeting planners to educate their
OCCURRING BECAUSE OF THE attendees.”

STATUTE, THE STATE TOURISM As the boycott and travel bans started to go
OFFICE BEGAN WORKING ON BEST into place, Visit Raleigh continued to gather
PRACTICES FOR THEIR TOURISM the economic impact of the statute. The
PARTNERS. destination organization along with a coalition
of destination organizations around the state
the controversy. “At the state level it was also worked with lobbyists to message the
challenging because we knew it was having impact to lawmakers. They also created the
an impact,” Scott said, “but because the “All are Welcome” campaign which included
legislature was in support of it, our hands an impactful video series with local business
were tied at that time.” While collecting data owners talking to the LGBTQ community.
on cancellations that were occurring because Finally, the team worked to invite leisure and
of the statute, the state tourism office began business travelers to come to Raleigh and let
working on best practices for their tourism their voice be heard.
partners. They also worked to educate the
administration on the real business impact. “We were keeping track of lost business the
entire time,” Scott said, “but the biggest fear
In the beginning, Scott recalls, staff was was we didn’t know where it would end.” It
bombarded with calls of boycotts. “We had gave us an opportunity, he said, to talk about
to figure out how we were going to respond. the booking cycle and how the effects would
We had one person in the office handle be felt in a few years from now. The immediate
all of those complaints,” Scott said, and impact on leisure visitation was minimal at
created proactive messaging that included best. The true effect was the future of the
an invitation to come to North Carolina and meetings and convention business and the
express a difference in opinion. Specific
messaging for the meetings and convention
industry was developed as that was the
largest impacted tourism sector.

There was a lot of fear and speculation around

what the law meant. “It didn’t mean you
couldn’t come here and use the bathroom of
your choice,” Scott explained, “the only place
you had that restriction was in a state-owned
building but there was never any enforcement
mechanism in place. We created a frequently
asked questions document to let people

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 Overcoming Legislation

“WE WERE KEEPING TRACK OF information we had for HB2 and made sure
LOST BUSINESS THE ENTIRE TIME,” we were communicating what it really meant,”
SCOTT SAID, “BUT THE BIGGEST Scott commented. They also reminded both
FEAR WAS WE DIDN’T KNOW leisure and business customers of a Raleigh
city ordinance passed in 1988 that protected
WHERE IT WOULD END.” IT GAVE US
LGBTQ rights. That law was now back in force
AN OPPORTUNITY, HE SAID, TO TALK
with the repeal and replacement of HB2.
ABOUT THE BOOKING CYCLE AND
HOW THE EFFECTS WOULD BE FELT In looking back, Scott said, “we were not
IN A FEW YEARS FROM NOW. quick enough to realize it wasn’t having a
short-term/leisure visitation impact. Had we
future effect of business they would not be known that sooner, we wouldn’t have focused
able to get back. as much time and effort in messaging to
leisure visitors and focused even more heavily
We also worked hard to minimize lost
around meetings, conventions and sporting
business. Knowing many groups within 12
event attendees even sooner if we had looked
months from their event date were safe due
at the prediction models more closely and
to not wanting to pay cancellation fees, and
saw it wasn’t having an impact on short term,
knowing future bookings for two-to-three
but on the long term, we would have
years out were going to be harder to come by,
curtailed our messaging from the beginning.”
we focused our attention in the middle. Our
sales team was able to work closely
with meeting planners whose events were
12-18 months out and who were considering
cancelling to get them to instead postpone
their events. We did so by keeping an open,
honest line of communication with them and
engaging in objective dialogue, as well as
our overall “All Are Welcome” messaging. In
the end we were able to help them negotiate
with our hotels and venues to postpone
their events for future dates with hopes the
legislation would be repealed by then. This
proved invaluable.

In 2017, the statute was recalled and replaced

by HB142. There was equal confusion
around that piece of legislation and what
it really meant. “We used the same type of

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 Overcoming Legislation

The timing of the repeal coincided with the In an effort to stay ahead of any such
NCAA athletic events and decisions that were legislation in the future, the CVB sends a
being made about placing tournaments in state of the industry report to the legislature
North Carolina over a six-year period. In a at every level – state, county and local – to
letter to the North Carolina General Assembly, keep tourism top of mind. “If a bill comes up
the Executive Director of the Greater Raleigh that will affect tourism,” Scott said, “our goal
Sports Alliance, Scott Dupree, speaking is to be top of mind so will call ahead of time
on behalf of the North Carolina Sports and ask the question of how it will impact the
Association, which represents all 27 counties tourism sector.”
across the state, said “North Carolina is on
The events led the bureau to a position in
the brink of losing all NCAA Championship
which they had not anticipated ever being.
events for six consecutive years.” The letter
“The sales team was suddenly talking about
explained that the NCAA’s bid review and what they were going to do to keep attendees
evaluation process was underway and due to safe,” Scott commented. The importance of
HB2, all North Carolina bids would be pulled having the public affairs efforts running well
from the review process and removed from so the tourism industry could have a voice at
consideration. The NCAA was also expected the table was key, he said. “It’s an eye opener
to pull all events scheduled for the 2017-18 for all destinations,” Scott added, “when you
year and had already canceled a number of realize how we can be impacted by legislation
events taking place during that academic year. that on the surface wouldn’t appear to have
anything to do with our industry. But the
“What’s more,” the letter contends, “in
truth is something that impacts residents also
terms of youth and amateur sports in the
impacts visitors. And that’s the mind-shift our
United States, the NCAA exerts tremendous
industry and elected officials need to make.”
influence. When the NCAA decides it will no
Recognizing the non-traditional issues that
longer conduct events in North Carolina, the
impact the industry and inserting tourism
Atlantic Coast Conference and many other
into those conversations is an important
sports organizations will surely follow. When
outcome of the events. “It’s a good lesson
compounding the effect of losing these
on understanding how much impact you can
additional sporting events, including hundreds
have in changing the public perception on
of youth and amateur events, plus the NBA
something,” Scott stated.
All-Star Game, we believe North Carolina
could lose upwards of a half-billion dollars in The tourism industry is resilient, Scott believes.
economic impact.” Resilience, he said, “is not giving up faith and
The letter from the sports association , hope and understanding that although the
was delivered to every state legislator and days are long, you have to continue to march
explained the need for an immediate on. Remember, nothing worth fighting for ever
resolution to prevent the loss of future comes easy and it’s our role as destination
business. Making sure the legislature organizations to fight for the visitor economy
understood the loss of business on a local and impact it brings to our communities.
level was key.

Destinations International CRISIS RESPONSE HANDBOOK 28

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You may download the Crisis Response Handbook at

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