Thread by @andrewleedr

DISASTER MANAGEMENT 101:
In my time I've been in a few disaster zones: Asian tsunami, Typhoon Haiyan, Zimbabwe cholera epidemic, Nepal earthquake, Afghanistan war zone. What characterises all disasters is that they exceed the capacity of the local system to cope.
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In disasters, chaos is not uncommon. People work frantically, but not always productively. Adrenaline (or anxiety) levels are high. People at the top try to exert top-down control in the hope it controls the situation (usually doesn't).
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Common disaster myths: that the people affected are helpless, that outsiders/external help will save the day. Not true. The local response is almost always the main (and sadly sometimes the only) response. Local actors know what's needed on the ground.
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Coordination is key in disasters. But that requires info sharing between all actors. This minimises the risk of discoordination and duplication of effort. It's key for trust. So don't withhold information.
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The public can either be a large group of helpless disaster victims or a large asset of community-based helpers and responders. So we need to get them involved, help to direct them to where they are needed and best placed to help.
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What's the role of those in power in disasters? Support the frontline, not restrict them. Protocols work in peacetime for standard situations. In emergencies, you've got to empower your local leaders to get on with it and take decisions.
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There is a key role for those at the top to maintain a helicopter view and look ahead to needs/issues that may emerge in the coming weeks, whilst the rest of the team deal with the operational day to day stuff.
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And finally, as a wise old aidworker once told me, work in a "slow-hurry". Deliberate, measured, not in a frenzy. Disasters are marathons not sprints. Have to be able to sustain efforts for a prolonged time. Keep calm. Watch out for the team. Keep morale up. Slow-hurry.
#COVID19

P.S. All disasters pass in time.