Tourism, Security and Safety From Theory to Practice

The Impact of the September 11 Terrorist Attacks
on the Hotel Industry in Washington, DC
Crisis Response
Internal Response
During the September 11 terrorist attacks and the moments immediately follow-
ing, hotel managers were mostly concerned with conditions inside their hotels and
gathering factual information about the attacks. Additional staff members were
deployed to public areas to calm guests. Operating department managers focused
on reassuring staff members and preparing them to react. Emergency action plans
and crisis plans were accessed, although few hotel plans addressed a situation like
the one that hotel managers were experiencing during the September 11 terrorist
attacks. Emergency equipment was mobilized to prepare for the possibility of
additional safety or security incidents related to these terrorist acts. Those guests
or staff members who feared for safety of family members or friends were pro-
vided special attention. Televisions were placed in public areas and meeting rooms
so that guests could monitor events. Command posts were set up to coordinate
activities via radio communication, to take stock of conditions, and to communi-
cate in a centralized manner with the outside world.
External Response
Once internal conditions were initially assessed, hotel managers communicated,
consulted, and coordinated with external respondents. Formally, conditions at the
Pentagon and throughout the area were identified by the Hotel Association of
Washington, DC, through contact with Fire Department, Police Department, and
DC Emergency Management Agency liaisons and then communicated to hotel
general managers. The needs of relief personnel assisting at the site of the attacks
or with victim relief were identified and communicated through the same chan-
nels. Hotel general managers in turn communicated requests for additional infor-
mation and assistance through the Hotel Association. In most cases, managers
consulted with brand, management company, and/or owner representatives for
advice on handling a variety of service, safety, and financial issues. Additionally,
managers reached out to each other to offer assistance wherever possible. Finally,
media responses were coordinated with brands, management companies, and own-
ers and especially with the Hotel Association of Washington, DC, and the
Tourism Security and Safety: From Theory to Practice
296
H7898_Ch16.qxd 8/24/05 8:51 AM Page 296

---

Washington Convention and Tourism Corporation to ensure that the media focus
was directed towards the caring and responsible manner in which the crisis was
being addressed internally and externally by hotels in the city.