The aftermath of Hurricane Melissa left a stark reality in its wake, devastating the southern, western and northern parts of Jamaica, particularly the parishes of Manchester, St Elizabeth, Westmoreland, Hanover, St James, Trelawny, and St Ann.

As the immediate crisis subsided, the human toll—loss of life, the shattered homes, the displacement, and the profound trauma endured by survivors—presented a second, deeper challenge to aid organisations: how to deliver resources without compromising dignity. In response, Development Communications Strategist Shanoy Harris Coombs is reminding humanitarian and corporate executives that effective aid is measured not just by its speed but by the ethical integrity with which it is delivered.

Her counsel set the tone for a recent webinar, “Effective Community Support After Hurricane Melissa: A Disaster Response Guide for Corporates & NGOs,” hosted by Pinnacle Impact International in partnership with Infinity Integrated Marketing Communications and Events Limited (Infinity IMC).

During the session, Harris Coombs spoke about the three main areas of communication in crisis: to advocate, to inform and to mobilise. At the core of all three is the principle of “Do No Harm,” which guides ethical advocacy.

“In terms of communications for advocacy, we hear a lot about ‘do no harm’. But what does ‘do no harm’ mean in a practical perspective? On the ground, it is ensuring that in telling people’s stories, we do so with respect and care,” she said.

For Harris Coombs, ethical response begins with informed consent offered clearly and respectfully. She cautioned against treating crises as opportunities for public relations, urging organisations to look beyond the immediate visibility of their work. 

“We want to showcase the work we’re doing, but at the same time, think through: Do people want to see themselves in tearful, vulnerable scenarios? What happens to them after the story is shared?” she questioned. 

Documenting stories, she explained, requires deep self-reflection. “It requires us to reflect on our actions as people who are curating and documenting stories. It is our responsibility—NGOs, corporates, anyone documenting—to seek permission and ensure people understand how their stories are framed and where the content will be used.” 

Above all, she urged relationship-building over rapid data collection. “Think of it as being more about empathy than efficiency. Ensure that we’re not leaving people in a worse state than we found them. Listen more than you speak.”

Global Humanitarian and Emergency Response Executive, Killen Otieno, who was also a panellist, reinforced this point, highlighting the risks of compromising beneficiary privacy. “We’ve seen in some responses where someone took pictures of beneficiaries, and these people ended up being targeted because they can be identified and even quoted. So sometimes we can make sure that the quotations we get are anonymous. Also, when we take images, we don’t really take pictures of people’s faces because you end up putting someone in danger,” he said.

Harris Coombs also stressed the practical side of communication. Centralised, structured channels are essential for informing and mobilising communities, particularly when lives are at stake. 

“At a time like this, it is super important that there is centralised communication. There is no room for communication to be displaced or dissected. People need to know the channels that they’re getting information from. Communication helps bridge the gap between people in disaster-prone areas and those providing support. It also provides clarity and ensures people are informed about things that can save their lives.”

Clear, targeted communication directly supports mobilisation efforts. “Without getting information from people on the ground, we cannot find out the real needs. From my personal experience, it is crucial to ensure coordinated effort across the board. Work with established NGOs and registered entities,” Harris Coombs said, underscoring the importance of collaboration and accuracy.

Equally important, Harris Coombs noted, is caring for the teams delivering aid. She framed her guidance around the three C’s: Calm, Compassion, and Clarity, as guiding principles for resilient staff and volunteers, arguing that internal well-being is the precondition for ethical response. 

Calm begins with recognising that team members may be experiencing some aspects of the same crisis as those they are helping. 

“This means assessing your team’s mental health. Those going into the field, whether spokespersons or support staff, have to operate from a space of calm and mental readiness,” she said.

Compassion extends to both the communities being served and the teams serving them. “It’s not just about caring for people in disaster-prone areas, but also about compassion for our team members as part of communication and coordination efforts.” 

Otieno echoed this, highlighting the organisation’s duty of care. “The organisation is responsible for making sure that staff are kitted, they are protected, and their psychosocial needs are also provided because we are seeing a lot of trauma every day. We need to make sure that our human resources are well taken care of and supported.”

Clarity, the third C, ensures that teams can function effectively even when communication channels fail. “Ensure that we are clear on our intentions and also clear on our executions and what that means for persons who are leaving and going out into the field,” Harris Coombs advised. She stressed the importance of structured internal systems and contingency plans. “We cannot rely on having phone and internet signals. Have a plan for what happens if WhatsApp is not working.”