Tourism, Security and Safety From Theory to Practice

Industry Coordinated Response
Led by the Washington, DC Convention and Tourism Corporation, the Washington,
DC hospitality industry worked closely with DC government officials to ensure
a coordinated response from the industry to the public and the media. The WCTC coor-
dinated feedback from industry leaders and they were in contact on a daily basis for
several weeks updating events and information regarding the September 11 terror-
ist attacks’ impact and the recovery efforts. This communication occurred most fre-
quently via email to WCTC members, although phone calls and meetings were used
where more interaction was desirable or to convey more discreet or subtle informa-
tion. The CEO of the WCTC, Bill Hanbury, was established as the spokesperson for
the hospitality industry to further minimize conflicting information or statements to
the media, partner organizations, or government officials. The WCTC retained the
Burston-Marsteller Public Relations firm to assist the industry with public relations
strategy. General managers were consulted about the impact of the terrorist attacks
on their business and the strategy for recovery.
The initial recovery coordination efforts were focused on four distinct fronts.
First, leaders of key tourism and travel stakeholder industries and organizations
communicated on a frequent basis to coordinate the status of their industries and
report on exactly how the crisis was impacting them on a moment to moment basis.
Additionally, relationships were strengthened with the DC Government, the
Greater Washington Board of Trade, the Greater Washington Initiative, the DC
Chamber of Commerce, and many other regional economic development agencies
to ensure that collective resources were used in a coordinated fashion to mitigate
the damage inflicted on the image of the Nation’s Capital. In this manner, relevant
information became more accurate and comprehensive, problem solving became
more collaborative rather than competitive, and solutions were more efficient on a
regional basis.
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Second, several hundred valued convention and group clients were contacted by
the Mayor of Washington, DC, the CEOs of WCTC and WCCA, and other hospi-
tality leaders. These important groups were reassured that Washington, DC was
open for business. As a result, DC incurred very minimal major convention group
attrition or cancellations. Additionally, the WCTC web site was updated daily to
provide information for travelers regarding schedule changes and facility closings.
Third, residents of the Washington, DC region were engaged regarding the crisis
conditions confronting the city’s hospitality industry and the depth of the local eco-
nomic impact. Despite these extremely difficult circumstances, the local hospital-
ity industry collaborated with the Pentagon Victim Assistance Center to aid local
families directly affected by the September 11 terrorist attacks. Hotels provided
complimentary hotel rooms and meals for immediate family members suffering
losses in the terrorist attacks. The local hospitality industry also sent representa-
tives to the Emergency Operations Center operated by the District of Columbia
Emergency Management Agency. The industry received timely updates of infor-
mation and fully participated in community-based decisions during the crisis.
Fourth, the hospitality industry lobbied DC and federal government leaders to pro-
vide assistance in the form of extended unemployment compensation benefits,
health care benefits, and income tax relief to displaced hospitality workers. Many
hotels also initiated a variety of special assistance efforts for their displaced work-
ers. The most critical aspect of these efforts was that they sent a clear message to
hospitality workers that hotel companies and leaders were concerned about their
workers’ personal security and not just the survival of their businesses. In this
manner, labor disaffection with the hospitality industry was minimized.