Crisis Communications Handbook 2026

CRISIS COMMUNICATIONS HANDBOOK

1725 Eye Street NW • Eighth Floor | Washington, D.C., U.S.A. 20006

Table of Contents

July 2025

Introduction .................................................................................................................................. 2

CRISIS COMMUNICATIONS HANDBOOK

Crisis Communications Planning ......................................................................................... 4

Crisis Response & Protocols ................................................................................................... 8

Crisis Communications Worksheet ................................................................................... 10

Social Listening During a Crisis ........................................................................................... 13

Crisis Communications Plan Checklist ............................................................................ 14

Crisis Communications Worksheet .................................................................................... 15

Crisis Communications Holding Statement Templates ........................................... 16

Media Log ................................................................................................................................... 18

Case Studies .............................................................................................................................. 20

Destinations International CRISIS COMMUNICATIONS HANDBOOK

Introduction

Dear Member,

We are pleased to present this Crisis Communications Handbook for destination organizations. This resource has been developed by communications experts as a tool for preparing your team to manage a potential crisis in your destination.

Throughout these pages you will find information and resources to guide you through the process of creating a plan for how your organization can speak to audiences both internally and externally in the event of a crisis.

Every destination is unique, and every crisis is different. We hope you find this handbook helpful as a guide to preparing and managing communications when the inevitable crisis hits. Please do not hesitate to call on us if we can be of any assistance.

Sincerely,

Don Welsh President and CEO Destinations International

Destinations International CRISIS COMMUNICATIONS HANDBOOK

Crisis Communications

Crisis Communications Planning

OVERVIEW Every organization should be prepared for a crisis. Having a plan to utilize when something rises to the level of a crisis offers a blueprint for action that is essential to: • Ensure clear, accurate and timely dissemination of information to audiences. • Promote safety by informing audiences about any existing hazards and what they should or should not do.

with external stakeholders, as well as to the media, and provides step-by-step guidelines for how to address a variety of crisis scenarios through timely, coordinated communications.

The following are essential elements of a crisis communications plan.

PURPOSE Events that may elicit a crisis communications response can vary widely from destination to destination and organization to organization. In general, a crisis can be defined as a sudden, unforeseen and often disruptive event or series of events that has the potential to negatively impact an organization, brand or destination . In a tourism context, a crisis could involve a serious issue within an organization or an external incident that jeopardizes health and safety and/or could potentially impact the flow of visitors to a destination. A crisis has the potential to impact the safety and well-being of both visitors and residents, as well as cause long-term harm to the reputation of an organization and/or destination. As a first step, it is essential for an organization to identify who is responsible for determining when an issue or incident rises to the level of a “crisis,” the responsibilities of individual key team members in responding, and the role of others (e.g. law enforcement, public agencies, etc.). This will help ensure a smooth, coordinated and effective response.

• Build trust by promoting transparency and honesty with stakeholders and audiences. • Enable decision makers to make more rapid and informed decisions.

• Minimize rumors and disinformation.

• Reduce uncertainty and panic through transparent communication to provide facts, offer reassurance and minimize fear. • Safeguard brand reputation and enhance a destination’s image – and an organization’s reputation as transparent, responsible and well-managed. A crisis communication plan is essential to ensuring an organization is prepared and able to respond quickly in an organized and effective way. In the event of a crisis, a written plan serves as a guide for conducting communications both within the organization and

Destinations International CRISIS COMMUNICATIONS HANDBOOK

Crisis Communications Planning

OBJECTIVES Crisis communications plans are designed to assess potential risks and proactively prepare for and provide accurate, clear and timely information in the event of a crisis. The goal is to ensure health and safety, protect brand reputation, control false narratives and provide an effective response in critical situations by ensuring timely and accurate communications with key audiences. Ultimately, an effective crisis response conveys to stakeholders that the organization and those in it care . PROCEDURES The responsibility for maintaining, distributing and updating a crisis communications plan should be clearly assigned. Plans should be reviewed annually and updated as necessary (more frequently when required), with specific attention paid to those with responsibilities to manage a crisis and essential contact information. Every organization should establish a cross-functional Crisis Response Team (CRT) of senior leaders responsible for crisis planning and response (e.g., executive leadership, operations, finance, technology, human resources, communications, etc.). The CRT should include the organization’s most senior communications leader, as well as, when appropriate, other members of the communications team (e.g., those responsible for social media monitoring and posting). Everyone in the organization should be familiar with who is on this team and their responsibilities. It also is essential to establish in advance how the CRT will communicate with each other (e.g. Teams channel, email alias, text chain or other methods). It is ultimately the role of the CRT leader to determine when the crisis communications plan is to be activated. If it is unclear whether a crisis has occurred, CRT members should be consulted to help decide whether the incident requires a crisis response.

CRISIS SCENARIOS Every organization should identify a list of potential high impact events that it would consider a crisis and prepare an outline for each that includes a checklist of response steps, a list of key audiences, draft holding statements and communications priorities. Potential crisis situations may include:

• Natural disasters

• Social and political unrest

• Acts of violence or terrorism

• Health crises

• Accidents or safety incidents

• Service or technical failures

• Personnel or financial issues

• Problematic brand partnerships, sponsorships or events

• Pending litigation

• Labor issues

• Issues stemming from social media/customer service issues For each crisis, it is important to determine the role of the organization. For example, there are crises where the local authorities will take the lead and the organization plays a supporting role (e.g., natural disasters, acts of violence or terrorism) and others where the organization must take the lead (e.g., pending litigation, personnel or financial issues). Clearly defining and understanding ahead of time the role of the organization in communicating during a crisis reduces the risk of confusion and delay in responding.

Destinations International CRISIS COMMUNICATIONS HANDBOOK

Crisis Communications Planning

RESPONSE In anticipation of potential disruption to normal business activities, it is important that the crisis communications plan consider contingencies for a crisis command center location. In selecting a location, it is important to keep the following in mind:

Consider which means of communication are needed to ensure these audiences are reached, including multiple languages when appropriate.

Designated spokespersons should be identified in advance. Anyone serving in this capacity should be a senior level executive or communications lead and fully trained and briefed prior to any incident. Periodic training and rehearsal are strongly recommended. No individual should speak on behalf of a destination without the approval of the CRT. MEDIA BRIEFING LOCATIONS If media briefings are needed, they should take place in a secure area away from any incident. If there is a physical incident, access by the media to the site should only take place after the situation has been resolved and the area has been deemed safe. Potential locations for media briefings should be identified in advance when possible. It is also possible to consider virtual briefings.

• A safe and secure location

• A location with reliable land lines as well as internet access • A location that provides easy access for those who will staff the center The plan also should take into account the various stakeholders and audiences that will need to be kept informed. Depending on the crisis, key audiences may include:

• Destination executives

• Employees

SAMPLE STATEMENTS AND COMMUNICATIONS

• Board of Directors

Templates of holding statements for each type of crisis identified in the plan should be included in the plan and cover a variety of communications platforms, including email, social media posts and website content. When dealing with the media, the following guidelines are recommended: • Make a spokesperson available to communicate frequently with the media. • Double-check all information before making it public. • Coordinate statements and information with spokespersons from other organizations such as police, fire, emergency response organizations, hotels, etc.

• Key community stakeholders

• Law enforcement personnel

• Media – traditional & social

• Travel industry or business stakeholders

• Customers (e.g., meeting clients, travel industry sales clients, general leisure travelers, etc.)

• Public officials

A staff member should be designated in advance as the primary contact for each key audience, as should the means of communication to be used to reach each audience. For example, is there a staff text system or a way to alert staff outside of the office? Can visitors be alerted through website updates or email communications? Should information be provided to local media or hotels to reach visitors?

• Immediately correct false or misleading information.

Destinations International CRISIS COMMUNICATIONS HANDBOOK

Crisis Communications Planning

• Repeat key messages.

• Were the proper agencies notified in a timely manner?

• Always be completely factual and truthful.

• Was the incident and resolution documented for future reference? • Were changes implemented to minimize or prevent a recurrence of the incident? • Was reasonable medical, financial and emotional support extended to personnel affected by the incident? TRAINING AND SIMULATIONS Regular training programs are crucial for equipping the CRT, including the communications team, with the necessary knowledge and skills to handle various crisis scenarios. These programs aim to familiarize those who have assigned responsibilities with the crisis communications plan, roles and responsibilities, and effective communication techniques. • Training Programs: Ensure regular training for the crisis team and staff, including those who will be involved in managing communications. • Simulations and Drills: Conduct regular crisis simulations or desktop exercises to test and improve the plan. • Evaluation and Feedback: Assess performance after drills and update the plan accordingly if needed.

• If you do not know the answer, say so and that you will get back with the appropriate information. Controlling false narratives during a crisis is crucial.

• Track all media inquiries.

• Prepare statements in advance and have them approved by the CRT.

• Respond as positively and accurately as possible.

SOCIAL MEDIA Social media is an important tool to disseminate accurate information directly to stakeholders, monitor public sentiment and identify and correct misinformation. The communications team should closely monitor social media as well as ensure an accurate and effective approach to timing and content of the organization’s own posts. In a crisis, scheduled social media programs and posts should be evaluated and paused if appropriate. Depending on the crisis, posts might share a destination status update or direct people to other sources for current information (e.g. government or other websites). POST-CRISIS EVALUATION Once a crisis has been resolved, the CRT should complete a post-crisis evaluation while the information is still fresh. Considerations should include: • Was the crisis communications response handled effectively? What steps could be taken to ensure a more effective response to a future crisis? • Was a public statement necessary to state the resolution? If so, was it made in a timely way and via channels that reached intended audiences?

Destinations International CRISIS COMMUNICATIONS HANDBOOK

Crisis Response & Protocols When a crisis occurs, having a clear and well-defined initial response checklist is crucial for effectively managing the situation and minimizing its impact. The checklist below provides a step-by-step guide to immediate actions that an organization should take when a crisis occurs, including a suggested timeline to ensure timely and efficient response.

Action

Time Line

Description

Owner

Completed

Immediately notify all members of the Crisis Response Team (CRT) using pre-established communication channels (e.g., group chat, email, phone). Activate the CRT, including designating a meeting point (physical or virtual) for initial coordination. Collect all available information regarding the crisis from reliable sources with time stamps (internal and external).

Notify & Activate Crisis Team

Immediate

Gather Information

Immediate

Assess the Situation

Document the situation, including time, date, source of information, and initial assessment.

Immediate

Set up secure communication channels for the CRT to ensure information flows efficiently. Ensure all team members are aware of and can access these channels. Assess and, unless deemed essential, temporarily pause all scheduled social media posts and paid media campaigns to prevent insensitive or irrelevant content from being published. Assess and, unless deemed essential, ensure all newsletters, advertising and paid media are temporarily paused to prevent insensitive or irrelevant content from being published.

Establish Communication Channels

Immediate

Pause Social Media

Immediate

Pause All Media & Marketing

Immediate

Begin monitoring news outlets, social media platforms, and other communication and media coverage.

Set Up Media Monitoring

Within 30 minutes to 1 hour

Set up social listening with relevant keywords, topics and hashtags. Keep a close eye on comments and direct messages to stay on top of the narrative and hide anything inappropriate.

Set Up Social Media Monitoring

Within 30 minutes to 1 hour

Destinations International CRISIS COMMUNICATIONS HANDBOOK

Crisis Response Protocols (cont.)

Action

Time Line

Description

Owner

Completed

Prepare a brief initial statement acknowledging the crisis and expressing concern or commitment to resolving the situation.

Draft Holding Statement

Within 60 to 90 minutes

Deploy Statement

Release the approved holding statement through appropriate channels.

Within 1-2 hours

Inform key stakeholders (e.g., local officials, tourism partners, staff) about the crisis and the initial response actions. Provide them with the holding statement and any additional talking points or instructions. Continuously monitor the situation, media coverage and public sentiment. Evaluate the effectiveness of the initial response and adjust strategies as needed.

Inform & Coordinate with Stakeholders

Within 1-2 hours

Monitor & Evaluate

Within 1-2 hours

Destinations International CRISIS COMMUNICATIONS HANDBOOK

Crisis Communications Worksheet

Crisis Overview What are the details of the crisis?

Information Gathering What information is needed and from whom?

................................................................................................................................................................................................................................. ................................................................................................................................................................................................................................. ................................................................................................................................................................................................................................. Key Contact Who is the primary communications contact for the Crisis Response Team (CRT)? What other members of the communications team need to be involved and what are their roles? ................................................................................................................................................................................................................................. ................................................................................................................................................................................................................................. .................................................................................................................................................................................................................................

Technology & Communication What technology will be used to maintain information flow?

Destinations International CRISIS COMMUNICATIONS HANDBOOK

Crisis Communications Worksheet

Crisis Awareness Who else knows about the crisis at this point in time?

Community Stakeholders What assistance is needed from Crisis Response Team (CRT) for other community stakeholders?

Impact Assessment Who is likely to be directly impacted?

Media Coverage What information is currently in the media?

Destinations International CRISIS COMMUNICATIONS HANDBOOK

Crisis Communications Worksheet

Media Channels What channels are the media using?

Content Management Are there any proactive campaigns, social media posts or pitches planned or in progress that need to be stopped, paused, etc., due to the crisis?

Misinformation Are there any rumors or misinformation currently circulating that need to be addressed?

Public Updates What communication channels (e.g., social media or other) will be used to provide updates to stakeholders and key audiences?

Destinations International CRISIS COMMUNICATIONS HANDBOOK

Social Listening During a Crisis

STEP 3: MONITOR SENTIMENT AND VOLUME • Analyze sentiment: Regularly assess the overall sentiment (positive, negative, neutral)

Social listening involves monitoring digital conversations to understand what is being said about your organization, industry or the crisis itself. It helps gauge public sentiment, identify misinformation and monitor evolving narratives. The following steps offer a guide to ensuring social listening during a crisis.

of conversations to understand public perception and adjust communication strategies accordingly.

• Track volume and peaks: Monitor the volume of mentions to identify any spikes in conversation, which could indicate new developments or increased activity or interest.

STEP 1: IDENTIFY KEY KEYWORDS AND PHRASES

• Include crisis-related terms: Set up keyword tracking for terms related to the crisis (e.g., “[Destination] emergency,” “Visit [Destination] response,” “[Destination] flooding”). • Monitor related hashtags: Track relevant hashtags being used in discussions about the crisis (#[Destination]Strong, #[Destination]Updates). • Track influencers and key accounts: Monitor mentions and posts from local influencers, journalists and key stakeholders who may influence public opinion. STEP 2: SET UP ALERTS • Configure alerts for specific keywords, phrases and mentions to get real-time updates on the crisis as it unfolds. This ensures immediate awareness of any significant conversations or developments.

STEP 4: IDENTIFY AND ADDRESS MISINFORMATION

• Detect false information and rumors quickly: Use social listening to identify misinformation or rumors circulating on social media and other online platforms. • Correct misinformation promptly: Provide clear and factual information to correct misinformation. Share links to official sources and updates to reinforce credibility.

STEP 5: REPORT INSIGHTS TO CRISIS TEAM

• Provide regular updates: Provide the CRT with regular updates on social media sentiment, key conversations and any emerging issues. • Adjust strategy based on feedback: Use the insights gathered from social listening to adjust your communication strategies, address concerns and manage the narrative.

Destinations International CRISIS COMMUNICATIONS HANDBOOK

Crisis Communications Plan Checklist

KEY AUDIENCES

COMMUNICATIONS TACTICS

Employees

Proactive or Reactive

Board of Directors

Press Release

Community Stakeholders

Meetings/Phone Calls

Law Enforcement Personnel

Media Interviews

Media

Email Blast

Travel Industry Stakeholders

Social Media Posts

Customers

Public Officials

Residents

Destination Stakeholders

Destinations International CRISIS COMMUNICATIONS HANDBOOK

Crisis Communications Worksheet

Audience Key Messages [Top 2–3 points tailored to this group]

Tactics/Channels [e.g., Email, Town Hall, Slack, Intranet]

Timing [e.g., Immediate / 24 hrs]

Responsible Party [e.g. Communications lead, PR lead, HR lead]

Status [Top 2–3 points

tailored to this group]

[e.g., Employees]

Not Started In Progress Sent Confirmed Not Started In Progress Sent Confirmed Not Started In Progress Sent Confirmed Not Started In Progress Sent Confirmed Not Started In Progress Sent Confirmed Not Started In Progress Sent Confirmed

[e.g., Media]

[e.g., Local Government]

[e.g., Board of Directors]

[e.g., Partners/ Shareholders]

[e.g., Public Visitors]

SUPPORTING NOTES • Key Messages: Limit to 2–3 clear, factual, consistent points per audience.

• Tactics: Choose channels based on trust, urgency and effectiveness for each audience. • Responsible Party: One owner per audience, responsible for execution and follow-up. • Status Tracking: Use checkboxes or color highlights to monitor progress.

Destinations International CRISIS COMMUNICATIONS HANDBOOK

Crisis Communications Holding Statement Templates

INCIDENT TALKING POINTS This is what we can confirm at this time:

EMPLOYEE EMERGENCY INCIDENT • We do not disclose confidential personnel information. • We have been informed XXX was involved in an incident at XXX. • Authorities have informed us that (incident details that are public information). • The incident is under investigation and we are monitoring the facts as they become available.

• Today, there was an emergency incident at XXX. • We are working with local authorities and emergency agencies to assess the situation and ensure the area is safe. • We are evaluating the situation to determine if there are any injuries and if there is any continued risk. • We will continue to provide updates as they are available.

• We will provide updates as they become available.

Destinations International CRISIS COMMUNICATIONS HANDBOOK

Incident Crisis Communications Holding Statement Templates

SOCIAL MEDIA INCIDENT POSTS Update on [Event Name]

EMAIL COMMUNICATION Dear XXX,

[City/Destination] is currently addressing [brief situation summary]. Visitors are encouraged to follow [agency/authority] for the latest information: [URL].

We want to keep you informed regarding [brief description of the event]. Here’s what we know:

• [Key fact 1]

• [Key fact 2]

We will continue to share updates here.

• [Safety or travel impact notes]

#StaySafe #[DestinationName]

Our team is [action being taken], and we’re coordinating with [agencies]. Please use the following link to access our latest updates and official messaging toolkit: [link].

WEBSITE HOMEPAGE POST “[Destination Organization] is actively engaged in responding to [crisis description]. We are in close contact with our local partners and emergency officials to ensure coordinated efforts. We encourage visitors to stay informed through official channels. For media inquiries, please contact [Name, Email, Phone].”

Thank you for your continued support and partnership.

Best,

[Name]

[Title]

Destinations International CRISIS COMMUNICATIONS HANDBOOK

Media Log

Media Contact Name Name of the individual reaching out

Interview Requested

Media Deadline Date by which the outlet needs a response

Request Summary Date by which the outlet needs a response

Information Provided What was sent, shared, or confirmed

Fielded by Person who initially received or responded to the inquiry

Owner of request Person responsible for seeing the request

Status

Date/Time When the request came in

Media Outlet The news or media organization

Phone/Email Contact details to follow up

through solution

Pending In Progress Complete Closed No Response Declined Referred Awaiting Info Pending In Progress Complete Closed No Response Declined Referred Awaiting Info Pending In Progress Complete Closed No Response Declined Referred Awaiting Info

Destinations International CRISIS COMMUNICATIONS HANDBOOK

Media Log (cont.)

Media Contact Name Name of the individual reaching out

Interview Requested

Media Deadline Date by which the outlet needs a response

Request Summary Date by which the outlet needs a response

Information Provided What was sent, shared, or confirmed

Fielded by Person who initially received or responded to the inquiry

Owner of request Person responsible for seeing the request

Status

Date/Time When the request came in

Media Outlet The news or media organization

Phone/Email Contact details to follow up

through solution

Destinations International CRISIS COMMUNICATIONS HANDBOOK

Case Studies

Colorado Springs: The Q Club Tragedy SITUATION In the early hours of November 20, 2022, a tragic and targeted act of violence unfolded in Colorado Springs. A mass shooting at Club Q, a well-known LGBTQ+ nightclub, resulted in five lives lost and 25 others injured. The suspect, 22-year-old Anderson Lee Aldrich, was subdued on-site and hospitalized. This event deeply impacted the local community. While mass shootings are unfortunately frequent in the United States, the proximity and personal nature of this one made it especially devastating for residents, partners, and city stakeholders. Visit Colorado Springs, like many destination marketing organizations (DMOs), had experience managing crises such as natural disasters. However, this was the first time it was confronted with the complexities and sensitivities of a hate-driven mass shooting.

be directed to the City of Colorado Springs’ official website, which offered timely updates, public safety alerts and mental health resources.

CRISIS RESPONSE AND ACTIONS PHASE 1: IMMEDIATE RESPONSE – INFORM, MONITOR, PAUSE When the news broke late on Saturday night, Visit Colorado Springs’ communications team mobilized quickly. The initial priority was to define the organization’s role and determine how best to support the community while managing communications responsibly. Clarifying the Role As a DMO, the organization was not a primary responder, but it had a critical role to play in providing clarity and reinforcing trusted sources of information. It was decided that all inquiries would

Destinations International CRISIS COMMUNICATIONS HANDBOOK

The Q Club Tragedy

All inbound communication, including calls, email, website and social media, was actively monitored. Alerts were set up to track national and local news coverage, and efforts began immediately to observe the public narrative as it evolved. Managing Media Attention Interest from media outlets surged almost immediately. Reporters from national publications such as CNN, NBC, The New York Times, NPR and Newsweek began reaching out, and coverage intensified quickly. The Visit Colorado Springs team tracked storylines, looking for shifts in tone, focus, and misinformation that might need to be addressed. Tone and Timing of Messaging Given the close personal connection between the victims and members of the local hospitality community, early messaging required great care. A brief but sincere statement was posted to social media, followed by a pause in all regular communications. This silence allowed space for mourning and prevented misinterpretation of ongoing marketing activity. A BRIEF BUT SINCERE STATEMENT WAS POSTED TO SOCIAL MEDIA, FOLLOWED BY A PAUSE IN ALL REGULAR COMMUNICATIONS.

Initially, comment sections were left open. However, when it became clear they were being used to share misinformation and divisive rhetoric, commenting was disabled to protect the dignity of the conversation and the affected community. Only one additional post was shared in the following days, highlighting the arrival of a piece of the Sea-to-Sea Pride Flag at City Hall.

This symbolic moment was seen as relevant and meaningful, and in alignment with the community’s healing process. All paid advertising campaigns were suspended, and a banner alert was added to the Visit Colorado Springs website, again pointing to the city’s central crisis response page.

Destinations International CRISIS COMMUNICATIONS HANDBOOK

The Q Club Tragedy

PHASE 2: ADDRESSING PERCEPTIONS OF SAFETY AND REPUTATION

• Action – Suspending campaigns, updating information resources and supporting community efforts. • Transparency – Clearly communicating what actions were being taken and why, without evasion or deflection. This approach helped reassure the public while also reinforcing internal alignment across local organizations.

As initial coverage began to stabilize, attention turned toward managing the city’s reputation and addressing rising concerns around traveler safety. Emerging Concerns from Visitors Shortly after the tragedy, potential visitors began reaching out with questions about whether Colorado Springs was safe. Some raised concerns not only about the incident itself, but about broader historical issues related to inclusivity in the region. This shift from immediate crisis to long-term perception management required a thoughtful and values-driven response. A Values-Based Communication Approach Four key principles guided the response: • Understanding – Acknowledging the depth of trauma the community and visitors were experiencing. • Validation – Recognizing concerns – whether emotional, practical or reputational – were legitimate.

POST-CRISIS RESPONSE AND ACTIONS

Follow-Through and Policy Changes In early 2023, Visit Colorado Springs fulfilled a public commitment to enhance its inclusivity practices. Staff participated in inclusivity and cultural sensitivity training, and the organization reaffirmed its mission to promote a destination where all feel welcome. Additionally, the incident prompted a reevaluation of the crisis communications plan. At the time of the shooting, no protocol existed for dealing

Destinations International CRISIS COMMUNICATIONS HANDBOOK

The Q Club Tragedy

with mass violence or hate crimes. That gap has since been addressed. The updated plan now includes scenarios related to violent crime and community trauma—an important addition that is recommended for all DMOs. Key Takeaways and Lessons Learned The Club Q tragedy presented Visit Colorado Springs with one of the most difficult challenges a destination organization can face. Several key insights emerged from the response: • Timely action requires emotional compartmentalization: Even when personally affected, communications teams must respond quickly and professionally to guide others. • Limit public discourse when necessary: On social platforms, disabling or limiting comments is often the best way to prevent misinformation and further harm. • Crisis plans must cover the unimaginable: Mass violence and hate crimes, unfortunately, need to be considered in every destination’s emergency strategy.

• Leading by example matters: In moments of collective grief and confusion, clear, compassionate public statements help others find their voice. FINAL THOUGHTS While no organization is ever fully prepared for a tragedy of this magnitude, the response from Visit Colorado Springs offers a clear example of how DMOs can rise to the occasion to support their communities, preserve public trust and honor their responsibility to both visitors and residents. Communicating with empathy, focus and transparency can help shape healing and resilience in the face of immense tragedy. For more information, contact: Alexea Veneracion, Director of Communications, Visit Colorado Springs

Destinations International CRISIS COMMUNICATIONS HANDBOOK

Tourism Interrupted: The Freedom Convoy SITUATION In early 2022, Ottawa’s downtown core became the epicenter of the Freedom Convoy protests, a politically charged movement opposing COVID-19 mandates. The event escalated into a prolonged occupation of downtown Ottawa lasting 23 days — disrupting city services, local businesses, and public safety. It caused reputational damage to Ottawa’s image as a welcoming, safe, and vibrant destination due to the extensive international media coverage it received, and was estimated to cost businesses in Ottawa’s downtown upwards of $200 million in lost sales and wages 1 . The timing was also particularly difficult for Ottawa’s tourism sector, as the province of Ontario had just begun easing some of the strictest and longest lockdowns in the world. It also coincided with Winterlude, one of Ottawa’s major annual festivals, undermining efforts to rebuild consumer confidence, restart tourism, and kickstart revenue for struggling businesses during a critical recovery window.

Pausing Communications and Issuing a Statement

CRISIS RESPONSE AND ACTIONS

RAPID RESPONSE TEAM MOBILIZATION AND SITUATIONAL AWARENESS As events began to unfold downtown, Ottawa Tourism immediately assembled its internal Rapid Response Team, which is tasked to examine and respond in crisis situations. Closely monitoring and evaluating the rapidly evolving situation, the organization ensured that it acted in the best interests and as a trusted voice for visitors, members, stakeholders, and the broader community.

At the outset, social media posts and marketing communications were temporarily suspended to ensure sensitivity and appropriateness given

1 Freedom Convoy’ cost downtown Ottawa millions per day, experts estimate | CBC News

Destinations International CRISIS COMMUNICATIONS HANDBOOK

The Freedom Convoy

the seriousness of the circumstances. An external communications consultant was also brought in to help the Rapid Response Team navigate its initial actions and ensure the response was appropriate and effective. Once it became clear that the situation had evolved from a regular protest to an occupation, with no clear end in sight, Ottawa Tourism issued public statement on its website acknowledging the disruption and reinforcing Ottawa Tourism’s commitment to community well-being and safety, and this statement was updated as appropriate throughout the duration of the Freedom Convoy. Managing Online Discourse Given the polarizing nature of the situation, as the Freedom Convoy progressed, Ottawa Tourism faced a surge of negative and inappropriate online feedback, including misinformation and hostile commentary. In response, Ottawa Tourism developed and implemented a social media moderation policy within days. This policy aimed to protect staff and community members from harmful content, while maintaining transparency and civility in public-facing channels. REGULAR CHECK-INS WERE CONDUCTED TO SUPPORT EMPLOYEES BOTH EMOTIONALLY AND LOGISTICALLY, ACKNOWLEDGING THE PERSONAL TOLL THE CRISIS WAS TAKING.

Prioritizing Staff Safety and Well-being Recognizing that many staff members lived and worked in areas directly affected by the protests, Ottawa Tourism swiftly transitioned to remote work. Regular check-ins were conducted to support employees both emotionally and logistically, acknowledging the personal toll the crisis was taking. Staff were encouraged to prioritize their safety and mental health, with leadership offering flexibility and resources to navigate the disruption.

Destinations International CRISIS COMMUNICATIONS HANDBOOK

The Freedom Convoy

Additionally, certain industry members who had spoken to the media in the early days of the Freedom Convoy were becoming targets of harassment and hostile commentary. To protect the safety and well-being of individual representatives, Ottawa Tourism made the decision to issue statements on behalf of the organization rather than have a specific individual serve as the spokesperson. This approach aimed to minimize personal risk while ensuring that the organization’s position and updates continued to be clearly communicated. Addressing Visitor Concerns Throughout the Freedom Convoy, Ottawa Tourism was receiving a significant volume of inquiries from visitors already within the destination or planning to visit, with many expressing concerns about the city’s safety and accessibility. Ottawa Tourism responded with empathy and clarity, providing accurate information and directing individuals to official municipal and public safety resources, as well as providing suggestions for things to see and do beyond the occupied area. Data Collection and Visitor Sentiment Tracking In response to the rapidly evolving situation, Ottawa Tourism prioritized data-driven decision- making to guide its actions and advocacy. A research firm was engaged to conduct visitor sentiment surveys on a weekly basis, enabling the organization to closely monitor shifts in public perception and confidence during the crisis period. These surveys provided valuable insights into visitor concerns, travel intentions, and overall impressions of Ottawa as a destination. Additionally, Ottawa Tourism carried out regular surveys among its membership group to gauge

the direct impacts on local tourism businesses and collect feedback on operational challenges and needs. The findings from both visitor and member surveys played a crucial role in informing Ottawa Tourism’s communications and supporting targeted advocacy efforts by demonstrating the ongoing challenges faced by the sector due to this specific incident. POST-CRISIS RESPONSE AND ACTIONS RAPID RESPONSE TEAM MOBILIZATION AND SITUATIONAL AWARENESS Following the resolution of the Freedom Convoy — brought to an end after a multi-day police operation involving hundreds of officers, tactical units, and the unprecedented invocation of the federal Emergencies Act —Ottawa Tourism worked closely with city partners, local businesses, and community organizations to support downtown revitalization efforts. These initiatives were instrumental in helping to secure emergency recovery funding for businesses most affected. In addition, Ottawa Tourism’s already-established experience funding program and governance model around community investment enabled the organization to launch an independent Community Resilience RFP targeting initiatives that would create reasons for both residents and visitors to come downtown, helping to re-energize the core that had been so heavily impacted by the Freedom Convoy.

As the city transitioned into the recovery phase, Ottawa Tourism’s marketing efforts were also

Destinations International CRISIS COMMUNICATIONS HANDBOOK

The Freedom Convoy

gradually reintroduced, with campaigns highlighting Ottawa’s resilience, vibrant culture, and ongoing commitment to welcoming all visitors. Building on the momentum of its newly established social media moderation policy, Ottawa Tourism also refined its digital engagement approach to foster positive and constructive interactions moving forward. In parallel, the organization undertook a comprehensive review of its crisis communication protocols and reinforced support systems for staff, ensuring both preparedness for future challenges and the continued well-being of its team.

FINAL THOUGHTS

Although the situation presented unforeseen challenges due to its polarizing nature and longevity, Ottawa Tourism’s established plans and protocols for politically motivated crisis events, implemented by an experienced team with clearly defined roles, allowed the team to remain collected and organized in mitigating negative repercussions during and after the crisis.

Destinations International CRISIS COMMUNICATIONS HANDBOOK

The Freedom Convoy

Nevertheless, learnings from this incident have been used to strengthen Ottawa Tourism’s crisis processes and approach.

The Freedom Convoy highlighted the challenges of managing tourism in a politically active capital city during a time of global uncertainty. Key learnings included:

1. Having a robust social media policy in place is essential for managing online engagement during crises, particularly when moderation of posts or comments becomes necessary to protect the community and the organization’s reputation. Proactively establishing this policy before a crisis arises ensures that clear guidelines and processes are already in effect, enabling rapid and consistent action when unexpected situations occur.

2. Leveraging data from surveys and analytics can inform advocacy efforts and guide decision-making, ensuring that responses are evidence-based and tailored to the evolving needs of stakeholders.

3. Maintaining flexibility and the ability to pivot quickly is crucial, as crises often require rapid adjustments to both public messaging and internal operations.

4. Ongoing monitoring of staff well-being throughout a crisis is vital, as different team members may be impacted in various ways; providing appropriate support ensures resilience and continuity.

5. Strategic communication is key during a crisis. Considering staff safety by opting for an organizational statement rather than relying on individual spokespeople can help mitigate risks and maintain a unified message.

6. Establishing an always-on funding mechanism for destination tourism initiatives can help destination organizations quickly implement recovery and resilience programs in the event of a crisis.

For more information, contact:

Kelly Haussler, CDME, Director of Destination Development at Ottawa Tourism.

Destinations International CRISIS COMMUNICATIONS HANDBOOK

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