Building Disaster Resilience: A Multi-Prong Approach
Second in a four-part series exploring disaster resilience in the hotel sector
By Nancy Brown PhD Emergency Management, Joint Centre for Disaster Research | May 05, 2019
Disaster resilience allows an organization to understand the resources available to aid in managing a disaster. The more resilient an organization is, the more opportunities it has to leverage and combine those resources to withstand and recover from disaster. As a result of building resilience, a hotel may not only maintain operational status in times of disaster but also can maintain its contribution to the local economy through services offered, employment, and in significant events provide accommodation options for the influx of people working on the disaster response.
The following discussion offers an opportunity for hotel leadership to understand predictors of disaster resilience from a multi-capital perspective. This executive summary provides a high-level introduction of components of the Disaster Resilience Framework for Hotels (DRFH) developed by Nancy Brown, Dr. Caroline Orchiston, Dr. Jane Rovins, Dr. Shirley Feldman-Jensen, and Dr. David Johnston. The full article can be found here.
Disaster Resilience from a Capital Perspective
The DRFH was developed through an analysis of academic literature written on topics at the intersection of disaster science and the tourism sector and includes ideas that find their roots in community resilience, organizational resilience, and sustainable tourism. The literature analyzed included case studies of disasters, for example, the 2004 Indian Ocean tsunami, and research developing different aspects of resilience which also apply to the hotel sector.
The DRFH describes six capital groups (economic, social, human, physical, natural, and cultural) and a total of 18 different predictors of disaster resilience. In this context capital refers to resources that can be engaged and combined to help a hotel withstand disastrous events and recover quickly to an operational state (Brown, Orchiston, Rovins, Feldmann-Jensen, & Johnston, 2018).