Column: Katrina lessons for Christchurch

In times of challenge, it can be immensely useful to learn from those who have gone through circumstances similar to your own.
I refer specifically to Christchurch and parallels to the visitor industry recovery efforts and subsequent rebuild in New Orleans after Hurricane Katrina.
Obama administration tourism adviser and president of the New Orleans Convention and Visitors Bureau Stephen Perry recently shared some insights on how New Orleans dealt with its natural disaster with a summit of New Zealand tourism leaders in Wellington via video link.
The stats were mind-boggling - 80 per cent of the total area was left without fresh water, 3000 lives were lost, 10,000 homes were destroyed, US$100 billion in damage was done in the South Louisiana area alone and, perhaps most telling, a decrease in the resident population from 440,000 to 320,000.
As a hefty economy, at about US$5-7 billion per annum, New Orleans prides itself on its distinct style and character, a fusion of pasts that attracted a large domestic tourism flow - including a significant convention and sporting allure, underpinned by the Convention Centre and Superdome.
Despite the massive and continuing physical rebuild, Stephen is adamant much of the immediate challenge was about ensuring an open and honest communications relationship with the public and media. While it took only six months to rebuild the Convention Centre and little more than a year for the Superdome, it took at least three years for the wider industry to get back to pre-Katrina levels - and that took a lot of work.
Below are some of lessons learned about rebuilding market position.
Provide media with toolkits that encourage balanced and accurate reporting
Let people know you are still open for business
Instil normalcy and encourage people to get out and experience the region
Identify experienced public relations firms and work with them when dealing with major networks, stations and journalists
Work with airlines to bring key influencers and opinion makers in to see the situation for themselves
Ensure facts are clear and visitors know what is open and whether it is okay to come back
Show people that displacement isn't such a big issue - there is still plenty to see and do
Communicate that it is appropriate and appreciated for visitors to come back and explore a new journey
Take the opportunity to upskill human resources and initiate training programmes to achieve unparalleled levels of service
There are clearly significant localised challenges still to be resolved in Christchurch, but the flow-on effect to the rest of the tourism industry and wider economy is also becoming apparent.
Unlike the United States, we simply don't have the scale or domestic population to drive growth internally. There is a genuine tourism displacement reality in play, given the Christchurch situation, and it requires new thinking to come up with fresh options and solutions.
The months ahead will be crucially important for the sector, which will need to make the most of the upcoming ski season - particularly in the Australian market - and ensure the Government's investment in the Rugby World Cup 2011 genuinely leaves the economic footprint and contribution our economy so desperately needs.
- Oscar Nathan is the managing director of the RENOSC Group