No one gets in to see the Wizard!
Not no one!
Not no how!

Imagine the disorientation that occurs when the physical landscape in which you operated is obliterated along with all the landmarks that you used to guide yourself by. Imagine seeing no one you recognize as a person of authority or knowledge to assist you in acquiring basic needs or information in the new landscape created by being a refugee. On top of possibly losing your home and your community, imagine being faced with long lines and rows of tables staffed with hurridly trained people who lack the equipment to process the information you have or who have no means with which to track down answers to replace the information you don't have. What can it be like to put your faith in someone who is angry or impatient or worn out to handle your paperwork to get you in the system to begin to rebuild your life.
Some of these issues can be dealt with by better planning. Agencies, especially in disaster prone areas should have disaster training for staff and a disaster situation manager to help head up disaster responses. Agencies in a given area should have a formal plan for leadership and division of labor and should all participate in setting up and evaluating coordinated responses.
In order to respond immediately and effectively staffers should know what the chain of command is and the relationship their agency has with others. When people start or end their shift, there should be some type of meeting to address staffing problems and provide immediate feedback or helpful anectdotes. Workers own needs for rest and support should be recognized and shifts should be limited and regular breaks provided. Staff support should also include some recognition and praise for good effort. Having necessary equipment whether pencils or fax machines can go along way to support staff and the clients they will be serving in stressful situations. Reliable communication between agencies and staff can also help relieve frustration and expedite services and would help keep staff from feeling isolated or out of the loop if precedents change. There should also be the means for staff to support each other when suffering from the stress or the emotional fallout of the situation they are dealing with.