The study explores the challenges encountered by Disaster Relief Operations (DROs) in Malaysia, intending to enhance their resilience against future disasters. As climate change increases the frequency and severity of natural disasters worldwide, it poses significant challenges to communities. Rapid urbanization and population shifts have heightened vulnerabilities, placing more people at risk. Thirteen experts in disaster management and relief, all aged 30 years, were interviewed across five regions in Malaysia (Pahang, Johor, Selangor, Kelantan, and Terengganu). The interviews were thoroughly documented through written notes, video recordings, and audio files, ensuring a comprehensive record. The transcripts were analyzed using Atlas.ti software to identify recurring themes. The study reveals four key challenges that hinder effective DROs in Malaysia: manpower shortages, insufficient equipment, a lack of coordination, and communication barriers. Additionally, DROs grapple with recurring issues such as a lack of public awareness about disasters, the presence of the Pelancong disaster, and the exacerbation of adverse weather conditions. To address current gaps, future research should evolve a comprehensive framework for DROs, evaluate training program effectiveness for disaster relief personnel, enhance inter-agency collaboration with clear communication protocols, and leverage innovative technologies like blockchain, drones, and artificial intelligence to streamline operations and improve efficiency. This study underscores the critical need to address DROs' challenges in improving their relief efficiency. Malaysia must heed these findings and implement the recommendations to become more resilient in the face of disaster threats, safeguard its citizens, and secure a better tomorrow for all. By “building back better”, the country achieves continued prosperity despite challenges.
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(Lambin et al., 2024)
Lambin, R., Rasi, R. Z., & Sharif, M. R. M. (2024). A Deep Dive into The Challenges of Disaster Relief Operations. International Journal of Academic Research in Business and Social Sciences, 14(7), 141–155.
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