How to… Plan for Emergency Situations
Developing processes for the safety of disabled people during emergencies
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Today's newsletter is about emergencies.
I was in a hotel during a fire alarm twice in my life. One was a false alarm, the other a fire in the kitchen, and the whole hotel in a skyscraper got evacuated. I was on the 30th floor when it happened, and it was quite an unpleasant experience. I couldn’t reach anyone; the receptionist had left the building already, and I couldn’t get out either. The fire brigade was quick. The fire was in the basement. So luckily, it didn’t reach the area where I was.
Emergencies are a challenge for everyone involved. However, disabled people often face additional barriers that can undermine their safety and accessibility during such situations. Developing emergency processes with disabled customers and employees in mind is important.
Needs of Disabled People
The first step in developing effective emergency processes is understanding the diverse needs of disabled people. Engaging with disabled people in the planning process is vital. Their insights can guide the discovery of potential barriers and the development of tailored solutions. Are the emergency routes accessible? Can people on the ground floor, at least, use them independently? Once, I was involved in a project for a brand-new building where the plans were to have emergency exits with two steps in front of it. It’s unnecessary and a barrier in a panic situation for everyone.
Inclusive Planning and Training
Emergency planning must include disabled people from the start. This means involving them in drills, simulations, exercises and planning committees. By doing so, planners can get valuable feedback and ensure that processes and evacuation concepts are realistic. Training emergency staff to understand and address the needs of disabled people is also essential. Learning how to communicate effectively with people who are deaf or have a speech impairment, how to guide someone who is blind, and how to assist others is key.
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