CHALLENGES IN EFFECTIVE DISASTER RESPONSE

Based on results of the literature review, this Section reviews various factors hampering effective disaster response in general, with a specific focus on disaster response efforts within KSA.

2.5.1 Social and Demographic Causes

In 2007, within KSA, illiteracy rates were 23.6% in females and 8.6% of males, in age category of those aged over 15 years (Ministry of Economy and planning KSA, 2010-2014). These factors are related to social and demographic causes such the high rate of illiteracy and language barriers. Many illiterate sectors of the Saudi population cannot read the safety brochure and emergency leaflets, that affect their attitudes towards understanding the emergency and its impact on their lives. Language barrier among expatriate workers in Saudi Arabia, who do not speak Arabic, can also have a negative effect on emergency readiness. Lack of understanding of Arabic and presence of large number of multi-lingual immigrant population gives rise to communication problems, making the minorities in Saudi Arabia more vulnerable to disasters.

2.5.2 Lack of Early Warning Systems

A study published by Momani et al (2010) investigated the response efforts to flood disaster that happened in Jeddah city in 2009 and highlighted lack of emergency management plans and bodies. Momani et al (2010) found that there were no early warning systems in place to inform the population in a timely manner. Lack of usage of modern technology resulted in delays in detecting the missing people. A research study by Bin-Saud (2007) entitled “The role of media agencies in dealing with security crises”, reviewed the role of security services managers in Saudi Arabia. The study aimed to uncover the extent of co-ordination between those in charge of media devices to meet the security crises. The study found a number of results, which include;

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 There are shortcomings in the media discourse to confront the security crises to raise the degree of readiness of security to the public.

 There are shortcomings in the information security plans to respond to crises.

 Poor coordination and communication among the parties of Crises Management.

 There are shortcomings in the planning and implementation of security plans operations.

 There are shortcomings in leadership training for disasters.

This study highlighted the need for improvement within existing disaster response efforts.

2.5.3 Governmental Bureaucracy

Momani et al (2010) highlighted that the Governmental bureaucracy further slowed down the possibility of effective disaster response. The lesson learned from Jeddah dictated the need of a mechanism for reporting of natural hazards and considering the suitable measure in preventing and dealing with such crisis and disasters. The authors conclude that the change in the public policy is crucial in enhancing the capabilities of any future disasters, as it is right direction that the government declared that negligence was the main reason behind tackling Jeddah crisis, they mean also there is a need to establish a mechanism to fight the corruption and the abuse of power, the authors came out with a number of recommendations that can be useful in managing any future disaster or crisis in Saudi Arabia.

2.5.4 Lack of Leadership and Crisis Management

Leadership and crisis management Crisis management is defined as organization’ pre-established activities that include preparing and responding to significant catastrophic events in effective and safe procedures (Nancy, 2005). Crisis management involves organization pre-established activities and guidelines for preparing and responding to a significant catastrophic event in a safe an effective manner (Lockwood, 2005). Leadership role in encouraging crisis team members to engage in strategies to resolve the crisis is crucial in effective crisis management (Dutton & Jackson, 1987).

It is important that leaders develop a set of skills that necessary in helping them to manage the crisis effectively (Garcia, 2006). Leaders must adopt a competency-based approach in dealing with crisis management; they must take the direct responsibility of steering a work environment that infuses

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that approach (Bass, 1985). The identification of the essential activities and task during the crisis situation are needed, and the competencies are required to complete the activities successfully.

The need for an effective management become important as an organization enlarges in its size, and its functions become complex (Bamford and Forrester, 2003), and performance and management practices are linked to each other (Mitzberg, 2003). The study by Harbi (2008) “strategic planning for the development of civil defence in the Kingdom of Saudi Arabia” revealed the following:

 The most important research results, which held 250 of the Civil Defence officers in Saudi.

 Planning is still below the required level due to lack of a culture and strategic leadership.

 Poor co-ordination between the administrative levels of the civil defence plans to activate the Strategy.

 Lack of administrative units high for strategic planning and the lack of an effective system of control and follow-up.

These results confirm the issues examined in this section and emphasises the need for improvement in order to better deal with disasters.

2.5.5 Lack of Training in Crisis Management

Training for disaster and crisis management teams is the most effective way in the process of dealing with and preventing disasters and crisis which might happen at any time and in anywhere suddenly. Well known and predefined training objective, performance monitoring and measurement and careful instructor observation and coordination offer the trainees strong guidance to get specific skills, increasing the ability of the instructor to adjust the training and provide an appropriate level (Rankin et al, 2011). A research on the efficacy of training for facing disaster and crisis in KSA by Bin Ottai (2004) reveal that;

 The most important skills the trainees acquired are the ability to make quick decisions for facing the crises, and also the ability to co-ordinate with the connecting authorities and finding the suitable solution for facing a disaster.

 The most important and suitable methods of training for achieving the efficacy to face disasters are the previous disasters studies, and the lessons that are learned from them.

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Based on these outcomes, Bin Ottai (2004) recommended that:

 Training programs should be moderated to suit the modern chance for disaster.

 It is necessary to rethink the contents of the training programs to ensure that they address the training needs.

 Design specialized training programs that can increase capacity for dealing with events and disaster.

 There is need for development of specialized training programs in disaster and crisis management.

 The shortcomings in the programs for disaster and crises need to be improved.

 Focus on training the leaders in order to develop their skills and leadership development programs contribute to the development in the face of disasters and crises.

While all mentioned factors above identified so far are specific to KSA, Son and Aziz (2012) presented a visual summary of key factors influencing disaster response (Figure 2-8) based on an extensive literature review. Identified factors can potentially hinder effective response process in KSA context as well.

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Figure 2-9: Key factors in effective disaster response (Son and Aziz, 2012)

Various factors affecting disaster response as identified in KSA within Section 2.5 and the general challenges outlined by Son and Aziz (2012) provide strong reasons to investigate the critical success factors that ensure that best practice in capacity assessment is properly conducted, leading to effective response. Therefore, the next section focuses on the critical success factors required for effective disaster readiness.