Chapter 8 Natural Calamities and Digester Management Related to Tourism Sector(FASS)

1. Natural Calamities and Digester
Management related to Tourism Sector

2. Speaker Profile:
Md. Shaifullar Rabbi
Tourism Educator & Consultant
Professional Experiences
Coordinator & Lecturer- Dept. of Tourism & Hospitality
Management, Daffodil Institute of IT(Affiliated National
University)
Assessor -Bangladesh Technical Education Board (Ticketing
and Reservation)
Guest Trainer - Sheikh Hasina National Institute of Youth
Development
GuestTrainer - ATABTourismTraining Institute
GuestTrainer- HB Aviation Training Center
Guest Trainer - Bangladesh Hotel Management Tourism
Training Institute
Former Manager sales - Mamun Air Service (IATA Travel
Agency)
Founder –Travel Memoria
Educational Qualifications
MBA & BBA-Major in Tourism & Hospitality
Management, University of Dhaka.
Certified NTVQF Level -4/Assessor Part (Ticketing
And Reservation)
Completed Diploma Course in Travel Agency &
Tour Operation Management
Certified NTVQF Level 2 Course entitled Ticketing
& Reservation
Certified NTVQF Level 1 Course entitled Tour
Guiding

3. TOURISM AND DISASTER
MANAGEMENT
The tourism sector is one of the most important economic sectors in most
of the
nations both in terms of income generation and employment. However, th
e industry is facing a major challenge in form of emerging environmental
disasters which can cause loss of lives
and businesses. Besides natural disasters, anthropogenic disasters like terr
orism and wanton destruction of public and private property are major
threats to the future development of the tourism industry. Many business
enterprises in the tourism sector require a good capacity for disaster
management in order to formulate appropriate mechanisms for early
warning, prevention and control disaster related hazards and risks.
Exposure to both preventive and curative measures is necessary for
effectively management of disasters.

5. Even though articulation with other sectors is crucial, it is
important to recognize that tourism is unique from a disaster
planning perspective and is exposed to more danger than other
industries. For example,
 Tourism is highly people-oriented with both employees and
tourists being vulnerable to the disasters that can hit tourist
destinations. Many human lives are at stake in tourism
destinations, and the devastation can be extensive.
 The behavior of tourists in a destination is unpredictable and
therefore harder to control in the event of a disaster. This
creates a stronger need to easily accessible information in
remote areas and throughout the entire destination area.
 In many cases, tourists do not speak the local language and
cannot easily locate instructions of how to behave in a disaster
setting.
 To exacerbate this even more, when a disaster hits a tourism

6.  Many tourism destinations are located in areas of natural
beauty – coastlines, mountains, rivers and lakes – where there
is greater risk and danger and natural disasters often hit. In
many cases destinations are high risk and exotic (Faulkner,
2001). These natural resources are usually managed by the
public sector requiring that the public sector become involved
and that government take the lead in such scenarios.
 They are vulnerable to terrorist attacks for reasons already
stated in the literature (Sonmez, 1998; Faulkner, 2001) –
tourism is visible and gives the terrorists media attention.
Sonmez calls for the creation of an inventory of destinations’
experiences with terrorism.
 The vacuum of place information that many tourists have
about their vacation home. Tourists are more dependent, less
familiar with local hazards and the resources to help them
avoid risk (Faulkner, 2001).

7. DISASTER
The word disaster is derived from
Middle French désastre and that from
Old Italian disastro, which in turn
comes from the Greek pejorative . The
root of the word disaster ("bad star" in
Greek) comes from an astrological
theme in which the ancients used to
refer to the destruction or
deconstruction of a star as
a disaster. A disaster can be defined as
any tragic event stemming from
events such

8. CLASSIFICATIONS
 NATURAL DISASTER: A natural disaster is a consequence when a natural
hazard affects humans and/or the built environment. Human
vulnerability and lack of appropriate emergency management leads to
financial, environmental, or human impact. The resulting loss depends
on the capacity of the population to support or resist the disaster: their
resilience. This understanding is concentrated in the formulation:
"disasters occur when hazards meet vulnerability". A natural hazard will
hence never result in a natural disaster in areas without vulnerability.
 MAN-MADE DISASTERS: Man-made disasters are the consequence of
technological or human hazards. Examples include stampedes, fires,
transport accidents, industrial accidents, oil spills and nuclear explosions
or radiation. War and deliberate attacks may also be put in this category.
As with natural hazards, man-made hazards are events that have not
happened, for instance terrorism. Man-made disasters are examples of

10. DISASTER MANAGEMENT
Disaster management or Emergency Management is the
discipline of dealing with and avoiding both natural and
manmade disasters. It involves preparedness, response and
recovery in order to lessen the impact of disasters. It may also
involve preparedness training by private citizens, as by FEMA in
the United States. All aspects of disaster management deal with
the processes used to protect populations or
organizations from the consequences of disasters, war sand
acts of terrorism Disaster management does not necessarily
avert or eliminate the threats themselves, although the study
and prediction of the threats is an important part of the field.

14. PRINCIPLES MUST BE:
 Comprehensive – emergency managers consider and take into account all hazards,
all phases, all stakeholders and all impacts relevant to disasters.
 Progressive – emergency managers anticipate future disasters and take preventive
and preparatory measures to build disaster-resistant and disaster-resilient communities.
 Risk-driven – emergency managers use sound risk management principles (hazard
identification, risk analysis, and impact analysis) in assigning priorities and resources.
 Integrated – emergency managers ensure unity of effort among all levels of government
and all elements of a community.
 Collaborative – emergency managers create and sustain broad and sincere relationships
among individuals and organizations to encourage trust, advocate a team
atmosphere, build consensus, and facilitate communication.
 Coordinated – emergency managers synchronize the activities of all relevant stakeholders to
achieve a common purpose.
 Flexible– emergency managers use creative and innovative approaches in solving disaster
challenges.

17. GLOBAL ORGANIZATIONS FOR
DISASTER MANAGEMENT
Without the organizational framework for any kind of management would be a
matter of failure. In this case, there are some organizations responsible for
planning and managing the situations like emergencies or disasters where occur
and cause negative impacts on both nature and human environment.
THERE ARE ORGANIZATIONS THAT INTERNATIONALLY RECOGNIZED:
 The International Association of Emergency Managers(IAEM)
 The Air Force Emergency Management Association
 The International Recovery Platform (IRP)
 The International Federation of Red Cross and Red Crescent Societies(IFRC)
 The United Nations
 The World Bank
 The European Union

19. Disaster Management in
Tourism
A number of authors have examined tourism destination disasters
and crises from various perspectives, including recovery strategies
(Beirman, 2003; Glaesser, 2003), models for analyzing and
developing tourism disaster management strategies (Faulkner,
2001; Faulkner and Vikulov, 2001), economic assessment of policy
responses (Blake and Sinclair, 2003), effects on tourism
forecasting (Prideaux et al, 2003), and broad processes for a
strategic and holistic approach to crises and disaster management
in public and private sector organizations (Ritchie, 2003). Others
have looked at human error disaster from the organization
response view (Henderson, 2003), or assessed the recovery
pattern associated with the impacts of government policy after a

20. Knowledge management framework for
tourism assistance
This section will explain a knowledge framework for tourism disaster
management at the public sector level. Destinations in crisis mode
need to share information and knowledge, but first that knowledge
must be made explicit and encoded in some kind of an information
system. Destination management systems (DMS) are the closest thing
to the idea of a KM system in tourism, but they rarely house disaster
information or any applications to assist in planning or recovery.
Destinations need disaster knowledge in the three stages of disaster
management identified by numerous authors as: pre crisis, crisis and
post crisis phases. Ritchie calls these three stages, namely prevention
and planning (pro-active planning and strategy formulation);
strategic implementation (strategic evaluation and strategic control,
crisis communication and control, resource management,