UNIVERSITY OF NAIROBI
THE ROLE OF GIS IN DISASTER PREPAREDNESS AND
EMERGENCY RESPONSE.
A CASE STUDY OF NYAYO NATIONAL STADIUM
NAIROBI COUNTY
BY
KIYAKA REAGAN MAGANGI
F19/2468/2009
A project report submitted to the Department of Geospatial and Space Technology in
partial fulfillment of the requirements for the award of the degree of:
Bachelor of Science in Geospatial Engineering
APRIL 2014
Abstract
This paper examines and evaluates the application of GIS for disaster preparedness and
management. It also examines non-technical GIS impediments including custodianship
and system implementation for disaster preparedness and management. Findings have
shown that the use of GIS in disaster management can readily fail due to implementation,
user access and knowledge impediments, in addition to the availability of spatial data and
models. Since most of the data requirements for emergency management are of a spatial
nature and can be located on a map this project will illustrate how GIS can fulfill data
requirement needs for planning and emergency operations and how GIS can become the
backbone of emergency management.
Dedication
To my loving parents, Mr& Mrs Kiyaka
My sisters, Winnie & Christine
You are the source of my inspiration
God bless you.
Acknowledgement
It would not have been possible to complete this project without the help and support of
the kind people around me, to only some of whom it is possible to give particular mention
here.
Above all, this project would not have been possible without the help, support and
patience of my supervisor, Dr.David Nyika, not to mention his advice and unsurpassed
knowledge of Geographical Information Systems.
The good advice, support and friendship of my classmates, who have been invaluable on
both an academic and a personal level, for which I am extremely grateful.
I would like to acknowledge the financial, academic and technical support of the
University Of Nairobi and its staff, particularly the Department of Geospatial & Space
Technology that provided the necessary financial support for this research.
I am most grateful to the Stadia Management Board (SMB) and their employees for
assisting me carry out my research within the short time available and providing me with
relevant datasets
TABLE OF CONTENTS
Abstract………………………………………………………………………….……..i
Dedication……………………………………………………………………….……..ii
Acknowledgement………………………………………………………………...….iii
List of figures………………………………………………………………………….vi
List of Abbreviations………………………………………………………………...………vii
CHAPTER 1: INTRODUCTION
1.1 Definitions………………………………………………………………………..…1
1.2 Background Information…………..………………………………………………2
1.2.1 About Nyayo National Stadium.…………………………………...…3
1.3 Problem Statement………………………………………………………………..5
1.4 Objective of the Study…………………………………………………………….5
1.5 Scope of the Study……………………………………………………………..…5
1.6 Organization of the Report…………………………………………………...…..5
CHAPTER 2: LITERATURE REVIEW
2.1 Theoretical Background…………………………………………………………..6
2.2 Understanding Disaster Management ……………………………………….....8
2.2.1 Disaster Management Cycle……………………………………..…...9
2.2.2 GIS in Disaster Preparedness and Emergency Response……..…..9
2.2.3 GIS Technology for Disasters and Emergency Management…….12
2.3 Disaster management in stadiums……………………………………………..16
2.3.1 Stadium Disasters……………………………………………….……..16
2.4 Critical assumptions ………………………………………………………….….17
2.5 Success Stories of Application of GIS in Disaster Management……………18
CHAPTER 3: RESEARCH DESIGN AND METHODOLOGY
3.1 Introduction…………………………………………………………………...…..20
3.2 Definition of the area of study……………………………………………………..20
3.3 Data sources and tools………………………………………………….......….….22
3.3.1 Tools……………………………………………………………………..…22
3.4 Data sources…………………………………………………………………………22
3.5 Data collection……………………………………………………………………….24
3.6 Data preparation and processing………………………………...………………..25
3.6.1 Plan Formulation………………………………………..………………...26
3.6.2 Emergency preparedness level of the stadium………………………..27
3.6.3 Roads Network………………………………………………..…..………27
3.6.4 Location and type of emergency response facilities…………….……27
CHAPTER 4: RESULTS AND DISCUSSION
4.1 Overview………………………………………………………………………...….28
4.2 Results ……………………………………………………………………………..28
4.3 Discussion Of results……………………………………..……………………….38
CHAPTER 5: CONCLUSION AND RECOMMENDATIONS
5.1 Conclusion……………………………………………………………………………….….40
5.2 Recommendations……………………………………………………………………….…40
REFERENCES .……………...…………………………………………………...….…………43
List of Figures
Fig 2.1
Disaster management cycle………..…………………………………………9
Fig 2.2
GIS in emergency management and related areas………..………………10
Fig 1.3
Major stakeholders in emergency management…………………..……….18
Fig 3.1
A map showing Extent of the study area………….…………………..…….21
Fig 3.2
Methodology Schema……………………………………………….…………23
Fig. 4.1
A map showing the area of Study……………………………………..….…29
Fig 4.2:
Layout of Nyayo stadium……………………………………………...……...29
Fig 4.3
A map showing health facilities at a 5 KM radius of Nyayo Stadium….….30
Fig.4.4
Attribute table showing Health facilities and public facilities………….......31
Fig 4.5
A map showing a 2km buffer around Nyayo Stadium…..………....……….32
Fig. 4.6
Security facilities around Nyayo national stadium….…………..………..….33
Fig. 4.7
Optimal route to Kenyatta National Hospital………………...…..…….……34
Fig. 4.8
Optimal route to Matter Hospital……………………….…………...……..….35
Fig. 4.9
Optimal route to Nairobi Hospital……………………….………………....….36
Fig. 4.10
Open Spaces around Nyayo National Stadium……………………..……...37
Acronyms and Abbreviations
AVL
Advanced Vehicle Locating
EOC Emergency Operations Centre
FLA
Football Licensing Authority
GIS
Geographic Information System
GPS Global Positioning System
SMB Stadia Management Board
SGSA Sports Grounds Safety Authority
SOK Survey of Kenya
CHAPTER ONE: INTRODUCTION
Disaster, emergency response and recovery efforts require timely interaction and
coordination of public emergency services in order to save lives and property.
Understanding geographic information is critical if we are to efficiently manage
emergencies and disasters and since computing has become almost ubiquitous in
planning and managing our communities. It is evident that advances in geographic
information science will play a founding role in smarter decision making since emergency
relevant data is often spatial related and Spatial-Related Data is often managed with the
help of Geographical Information System (GIS).
Whether for natural disasters such as fires, floods, earthquakes, hurricanes, tornados, or
for man-made emergencies such as oil spills, chemical releases, epidemics, riots, acts of
war or acts of terrorism, GIS has proven crucial in preparedness, mitigation, detection,
response, and thus there are reasons to believe that the utility of geographical Information
systems for natural hazard risk and disaster management will expand as spatial database
become more widely available and the cost of software decreases as risk managers
acquire GIS expertise. It’s also likely that GIS use will extend beyond mapping, towards a
richer use of its spatial analytic capabilities.
In Kenya there is no room for security complacency in the post Westgate Siege era.
Professional and collegiate stadiums and arenas are identified by the Department of
Internal Security as potential targets for terrorist activity. Sport managers have many
complex problems relative to emergency incidents, including large crowds, a part-time
work force, heavy traffic flow and live television broadcasts. This necessitates the need
for a GIS based decision support system to assist in disaster management which is the
core objective of this project.
1.1 Definition of Terms
An emergency is a situation in which the community is capable of coping. It is a situation
generated by the real or imminent occurrence of an event that requires immediate
attention and that requires immediate attention of emergency resources.
Preparedness is developing effective policies, procedures, and plans for how best to
manage an emergency.
A disaster is a situation in which the community is incapable of coping. It is a natural or
human-caused event which causes intense negative impacts on people, goods, services
and/or the environment, exceeding the affected community’s capability to respond;
therefore the community seeks the assistance of government and international agencies.
Hazard is a potential or existing condition that may cause harm to people or damage to
property and/or the environment. A hazard is something that is a threat to humans and
what they value: life, well-being, material goods and property, and the environment.
Vulnerability is the susceptibility (of people, buildings, etc.) to injury or damage from
hazards.
Risk, in its simplest form, is the probability or chance that an emergency will occur in a
given place, based on available information and scientific knowledge.
Human-induced emergencies are those caused by human error or accidents,
sometimes intentional. Examples include hazardous materials spills, building fires and
terrorist attacks.
Natural events are those emergencies caused by nature’s forces. Examples are: wind
storms, floods, rock slides and snow storms.
1.2 Background
Disaster is a broad term that can include rapid-onset natural hazards including cyclones
and earthquakes, or slower ‘creeping crisis’ such as drought, famine, or disease (De
Paratesi, 1989). It is difficult to define a disaster because they have varying magnitude,
temporal and spatial dimensions and varying social and economic consequences. The
impacts of disasters change the socio-economic environments of our life locally, in many
cases regionally. In this paper, disasters are defined as a serious disruption of the
functioning of a community or a society causing widespread human, material, economic
or environmental losses which exceed the ability of the affected community or society to
cope using its own resources (ISDR, 2004). The total systematic coordination activities
for the prevention and respectively the coverage of natural and man-made disasters are
termed as disaster management activities. These activities can be grouped into five
phases as suggested by Plate (2001) and ESRI (1999). They are structured by time and
function for all types of disasters (see Fig. 1). These phases are related to each other and
they involve different types of skills. The phases are discussed in detail in the next
chapter.
1.2.1. The Nyayo National Stadium
Built in 1983, Nyayo National stadium is the second largest in Nairobi after Safaricom
Kasarani Stadium and is frequently host to local professional football (soccer) games.
The stadium comprises a full-featured sports complex, including a 30,000 seat field (with
surrounding running track); an aquatic centre with an Olympic-size pool, an indoor
gymnasium, and a multi-use arena (can accommodate volleyball, wrestling, etc.). The
stadium is home to the popular AFC Leopards football club, of the Kenyan Premier
League, whose live games you can often catch on a Saturday or Sunday afternoon. It
also serves as the headquarters for the Kenya Football Federation, and has been used
for many important sports events, including the 2010 African Championships in Athletics.
In addition to football, the main field is frequently used on an ongoing basis for a variety of
other important and large-scale public events (e.g. outdoor conferences, political events,
etc.), and the onsite swimming pool is open for public use, with trained lifeguards on duty.
Ample onsite parking is available.
1.3 Problem Statement
Following the recent attacks on the Westgate Mall, in Westlands Nairobi, it has become
clear that there is need for a geo-database to help in decision making in an event of a
disaster or emergency situation.
In an emergency situation, multiple agencies need to collaborate, sharing data and
information about actions to be performed. However, many emergency relevant resources
are not available on the network and interactions among agencies or emergency corps
usually occur on a personal/phone/fax basis. The resulting interaction is therefore limited
in scope and slower in response time, contrary to the nature of the need for information
access in an emergency situation.
These inefficiencies can lead to disastrous consequences in an emergency situation.
Similarly, most emergency response agencies in Kenya still rely on static maps to locate
nearby health facilities and vehicular routes to and from the affected area. This is most of
the time inaccurate and time consuming.
Professional and collegiate stadiums and arenas have recently been identified by the
Department of Internal Security as potential targets for terrorist activity which mostly
target social places so as to inflict the most damage. This necessitates the need for
proper mitigation measures to be put in place to counter any emergency situation before,
during and after their occurrence thus ensuring minimal or no loss of life and property.
This project thus proposes to demonstrate how GIS can be used to tackle the above
observed problems.
1.3 Study Objectives.
The general objective of the study is to develop a GIS emergency response and rescue
plan that will assist in managing disasters in the study area.
The specific objectives include:

To identify and map the spatial distribution of disaster management facilities
around the stadium indicating any existing emergency safety measures.

To identify and map internal and external vehicular routes to and from the stadium.

To design a GIS based emergency response and rescue plan that will assist in
disaster management for the area of study
1.5 Scope of the Study
The area of study is Nyayo National Stadium, in Langata division, Nairobi County. It is
located at 1.3042° S, 36.8245° E . The choice to settle on Nyayo Stadium came as a
result of rigorous review of factors that would influence disaster management efforts and
the fact that it is the most used stadium in Kenya for sports, rallies, National celebrations
and concerts.
1.6 Report Organization.
The report is organized into five chapters. Chapter one tackles the introduction to the
study, objectives of the study and the scope. Chapter two addresses the literature review
with reference to GIS and its application in emergency/disaster management. Chapter
three discusses the methodology while chapter four give the results obtained from the
study and their analysis. Finally conclusion and recommendations are given in chapter
five.
CHAPTER TWO: LITERATURE REVIEW
2.1 Theoretical Background
Throughout history, disasters have inflicted a heavy cost in human, material and physical
resources, and damage to the environment. They represent a potentially significant
obstacle to economic growth and development.
A disaster is an event which disrupts the daily life of the population of a community or
country and can result in substantial loss of life and social upheaval, leading to many
persons becoming homeless, helpless and hungry. The situation is further aggravated by
the disruption, dislocation or loss of vital economic production and national infrastructure,
including water and power supplies, communications and transportation. (Mohammed
Valli Moosa,1998)
Disasters occur when hazards impact on a community to the extent that available
resources cannot cope with the problem effectively. The community itself needs support
and assistance to prevent and cope with disasters and their effects.
An emergency and a disaster are two different situations:
An emergency is a situation in which the community is capable of coping. It is a situation
generated by the real or imminent occurrence of an event that requires immediate
attention and that requires immediate attention of emergency resources.
A disaster is a situation in which the community is incapable of coping. It is a natural or
human-caused event which causes intense negative impacts on people, goods, services
and/or the environment, exceeding the affected community’s capability to respond;
therefore the community seeks the assistance of government and international agencies.
Adequate procedures to deal with disaster situations and relief measures must be
planned prior to the event, with strong legislation to empower those responsible to carry
out the tasks. Regular training must be conducted covering all aspects of disaster
management. Careful planning must be in place to coordinate the effective use of
resources, both human and physical, for the saving of lives and property, limiting damage
to the environment, and the return to a normal life style as soon as possible.
Emergency Management is the universal term for the systems and processes for
mitigating, preparing for, responding to, and recovering from emergencies and disasters.
Emergency Management Plan is a living document. It demands foresight and imagination
to foresee the risks a place faces, and the counter measures that might help overcome
these situations. It documents people, procedures, resources, communications and
organizational structures required to avoid or lessen the impact of an emergency.
Emergency Operations Centre (EOC) is a physical facility designated for the gathering
and dissemination of information, in addition to carrying out continuous disaster analysis.
The EOC is the center in which information is collected, evaluated, displayed, and where
all operations of the disaster are coordinated. The Emergency Operations Centre is
usually located in the County Office. Each county should have an alternate EOC site
designated in case of an emergency in the area of the primary EOC.
Fan-Out List is a term used to describe a list used to contact people at the start of an
emergency. Depending on the size of the area, the list may include three or four first
responders or a detailed list of responders within agencies. These are people who are
aware they will be called or it will be their responsibility to call others within their agencies
during an emergency.
Hazard is a potential or existing condition that may cause harm to people or damage to
property and/or the environment. A hazard is something that is a threat to humans and
what they value: life, well-being, material goods and property, and the environment.
Hazard Analysis is the identification of hazards and the impact of their effects on the
community.
Human-induced emergencies are those caused by human error or accidents,
sometimes intentional. Examples include hazardous materials spills, building fires and
terrorist attacks.
Natural events are those emergencies caused by nature’s forces. Examples are: wind
storms, floods, rock slides and snow storms.
Preparedness is developing effective policies, procedures, and plans for how best to
manage an emergency.
Risk, in its simplest form, is the probability or chance that an emergency will occur in a
given place, based on available information and scientific knowledge.
Stakeholders are agencies, groups and/or individuals named in the County Emergency
Plan whose skills and expertise may be required during plan development and/or
emergency response.
Vulnerability is the susceptibility (of people, buildings, etc.) to injury or damage from
hazards.
2.2 Understanding Disaster Management
2.2.1 Disaster Management Cycle
Disaster management is a cyclical process; the end of one phase is the beginning of
another (see diagram below), although one phase of the cycle does not necessarily have
to be completed in order for the next to take place. Often several phases are taking place
concurrently. Timely decision making during each phase results in greater preparedness,
better warnings, reduced vulnerability and/or the prevention of future disasters. The
complete disaster management cycle includes the shaping of public policies and plans
that either addresses the causes of disasters or mitigates their effects on people,
property, and infrastructure.
The mitigation and preparedness phases occur as improvements are made in anticipation
of an event. By embracing development, a community’s ability to mitigate against and
prepare for a disaster is improved. As the event unfolds, disaster managers become
involved in the immediate response and long-term recovery phases.
The diagram below shows the Disaster Management Cycle.
Fig 2.1 Disaster management cycle
Mitigation: Measures put in place to minimize the results from a disaster. Examples:
building codes and zoning; vulnerability analyses; public education.
Preparedness: Planning how to respond. Examples: preparedness plans; emergency
exercises/training; warning systems.
Response: Initial actions taken as the event takes place. It involves efforts to minimize
the hazards created by a disaster. Examples: evacuation; search and rescue; emergency
relief.
Recovery: Returning the community to normal. Ideally, the affected area should be put in
a condition equal to or better than it was before the disaster took place. Examples:
temporary housing; grants; medical care. (Warfield, 2005)
2.2.2 GIS in Disaster Preparedness and Emergency Response
In dealing with these extreme events, many of the critical problems that arise are
inherently spatial. Whether an analyst is assessing the potential impact of a hazard, or an
emergency manager is identifying the best evacuation routes during a disaster, or a civil
engineer is planning a rebuilding effort following a disaster, all of these individuals face
tasks with a strong spatial component. For this reason, geographical space is a valuable
framework for reasoning about many problems that arise in the context of emergency
management.
GIS were designed to support geographical inquiry and, ultimately, spatial decision
making. The value of GIS in emergency management arises directly from the benefits of
integrating a technology designed to support spatial decision making into a field with a
strong need to address numerous critical spatial decisions. For this reason, new
applications of GIS in emergency management have flourished in recent years along with
an interest in furthering this trend. In addition to this growing interest, the adoption of GIS
into the emergency management arena has been bolstered in some countries by
favorable legislation regarding the use of spatial information in emergency (Mondschein,
1994).
Figure 2.2 Gis in emergency management and related areas
All phases of emergency management depend on data from a variety of sources. The
appropriate data has to be gathered, organized, and displayed logically to determine the
size and scope of emergency management programs. During an actual emergency it is
critical to have the right data, at the right time, displayed logically, to respond and take
appropriate action. Emergencies can impact all or a number of government departments.
Emergency personnel often need detailed information concerning pipelines, building
layout, electrical distribution, sewer systems, and so forth. By utilizing a GIS, all
departments can share information through databases on computer-generated maps in
one location. Without this capability, emergency workers must gain access to a number of
department managers, their unique maps, and their unique data. Most emergencies do
not allow time to gather these resources. This results in emergency responders having to
guess, estimate, or make decisions without adequate information. This costs time,
money, and—in some cases—lives. GIS provides a mechanism to centralize and visually
display critical information during an emergency.
Most of the data requirements for emergency management are of a spatial nature and
can be located on a map. The remainder of this section will focus on how data is
acquired, displayed, and utilized in all aspects of public safety programs. This project will
illustrate how GIS can fulfill data requirement needs for planning and emergency
operations and how GIS can become the backbone of emergency management.
Emergency management activities are focused on three primary objectives. These
objectives are protecting life, property, and the environment. In order to accomplish these
objectives, the following basic processes are necessary. Planning Emergency
management programs begin with locating and identifying potential emergency problems.
Using a GIS, officials can pinpoint hazards and begin to evaluate the consequences of
potential emergencies or disasters. When hazards (earthquake faults, fire hazard areas,
flood zones, shoreline exposure, etc.) are viewed with other map data (streets, pipelines,
buildings, residential areas, power-lines, storage facilities, etc.), emergency management
officials can begin to formulate mitigation, preparedness, response, and possible recovery
needs. Lives, property, and environmental values at high risk from potential emergency or
disaster become apparent. Public safety personnel can focus on where mitigation efforts
will be necessary, where preparedness efforts must be focused, where response efforts
must be strengthened, and the type of recovery efforts that may be necessary. Before an
effective emergency management program can be implemented, thorough analysis and
planning must be done. GIS facilitates this process by allowing planners to view the
appropriate combinations of spatial data through computer-generated maps.
Historically, emergency management programs are planned, implemented, and modified
based on volume of business or reaction to emergencies as they occur. GIS allows
emergency management needs to be identified prior to an incident. Disaster events, such
as wildfires, tsunami, floods, earthquakes, hurricanes, epidemics, chemical cloud
dispersion, and oil spills, can be modeled and displayed in GIS. Emergency management
personnel can use modeling for training, for actual tactical deployment during a disaster,
or to analyze the consequences of a possible disaster. The use of this technology takes
emergency management planning information off the shelf for utilization by response
personnel for real-world operations. In short, the thoughtful application of a GIS can take
much of the panic and surprise out of emergencies. Russ Johnson (2000)
2.2.3 GIS Technology for Disasters and Emergency Management
Mitigation:
As potential emergency situations are identified, mitigation needs can be determined and
prioritized. In the case of an earthquake, what developments are within the primary
impact zone of earthquake faults? Based on the expected magnitude of an earthquake,
characteristics of soils, and other geologic data, what damage may occur? What facilities
require reinforced construction or relocation? What facilities are in high hazard areas (key
bridges, primary roads, freeway overpasses, hospitals, hazardous material storage
facilities, etc.)? Mitigation may include implementing legislation that limits building in
earthquake or flood zones. Other mitigation may target fire-safe roofing materials in wild
land fire hazard areas. Values at risk can be displayed quickly and efficiently through a
GIS. Utilizing existing databases linked to geographic features in GIS makes this
possible. Where are the fire hazard zones? What combination of features (for example,
topography, vegetation, and weather) constitutes a fire hazard? A GIS can identify
specific slope categories in combination with certain species of flammable vegetation
near homes that could be threatened by wildfire. A GIS can identify certain soil types in
and adjacent to earthquake impact zones where bridges or overpasses are at risk. A GIS
can identify the likely path of a flood based on topographic features or the spread of a
coastal oil spill based on currents and wind. More importantly, human life and other
values (property, habitat, wildlife, etc.) at risk from these emergencies can be quickly
identified and targeted for protective action.
Preparedness
Preparedness includes those activities that prepare for actual emergencies. GIS can
provide answers to questions such as:

Where should fire stations be located if a five minute response time is expected?

How many paramedic units are required and where should they be located?

What evacuation routes should be selected if a toxic cloud or plume is accidentally
released from a plant or storage facility based on different wind patterns?

How will people be notified?

Will the road networks handle the traffic?

What facilities will provide evacuation shelters?

What quantity of supplies, bed space, and so forth, will be required at each shelter
based on the number of expected evacuees?
GIS can display real-time monitoring for emergency early warning. Remote weather
stations can provide current weather indexes based on location and surrounding areas.
Wind direction, temperature, and relative humidity can be displayed by the reporting
weather station. Wind information is vital in predicting the movement of a chemical cloud
release or anticipating the direction of wildfire spread upon early report. Earth movements
(earthquake), reservoir level at dam sights, radiation monitors, and so forth, can all be
monitored and displayed by location in GIS. It is now possible to deliver this type of
information and geographic display over the Internet for public information or the Intranet
for organizational information delivery.
Response:
GIS can provide one of the primary components for computer-aided dispatch (CAD)
systems. Emergency response units based at fixed locations can be selected and routed
for emergency response. The closest (quickest) response units can be selected, routed,
and dispatched to an emergency once the location is known. Depending on the
emergency, a GIS can provide detailed information before the first units arrive. For
example, during a commercial building fire, it is possible to identify the closest hydrants,
electrical panels, hazardous materials, and floor plan of the building while en route to the
emergency. For hazardous spills or chemical cloud release, the direction and speed of
movement can be modeled to determine evacuation zones and containment needs.
Advanced vehicle locating (AVL) can be incorporated to track (in real time) the location of
incoming emergency units. AVL can also assist in determining the closest mobile units
(law enforcement) to be dispatched to an emergency, as they are located on the map
through global positioning system (GPS) transponders. During multiple emergencies
(numerous wildfires, mud slides, earthquake damage) in different locations, a GIS can
display the current emergency unit locations and assigned responsibilities to maintain
overall situation status. If the emergency becomes a disaster and emergency response
units arrive from outside the local area, they can be added and displayed.
Recovery:
Recovery efforts begin when the emergency is over (immediate threat to life, property,
and the environment). Recovery efforts are often in two phases, short term and long term.
Short-term recovery restores vital services and systems. This may include temporary
food, water, and shelter to citizens who have lost homes in a hurricane or large wildfire,
assuring injured persons have medical care, and/or restoring electrical services through
emergency generators, and so forth. The effects of the emergency may be continuous
and ongoing, but the immediate threats are halted and basic services and vital needs are
restored.
A GIS can play an important role in short-term recovery efforts. One of the most difficult
jobs in a disaster is damage assessment. A GIS can work in concert with GPS to locate
each damaged facility, identify the type and amount of damage, and begin to establish
priorities for action (triage). Laptop computers can update the primary database from
remote locations through a variety of methods. GIS can display (through the primary
database) overall current damage assessment as it is conducted. Emergency distribution
centers' supplies (medical, food, water, clothing, etc.) can be assigned in appropriate
amounts to shelters based on the amount and type of damage in each area. GIS can
display the number of shelters needed and where they should be located for reasonable
access. A GIS can display areas where services have been restored in order to quickly
reallocate recovery work to priority tasks. Action plans with maps can be printed, outlining
work for each specific area. Shelters can update inventory databases allowing the primary
command center to consolidate supply orders for all shelters. The immediate recovery
efforts can be visually displayed and quickly updated until short-term recovery is
complete. This visual status map can be accessed and viewed from remote locations.
This is particularly helpful for large emergencies or disasters where work is ongoing in
different locations.
Long-term recovery restores all services to normal or better. Long-term recovery
(replacement of homes, water systems, streets, hospitals, bridges, schools, etc.) can take
several years. Long-term plans and progress can be displayed and tracked utilizing a
GIS. Prioritization for major restoration investments can be made with the assistance of
GIS. As long-term restoration is completed, it can be identified and visually tracked
through GIS. Accounting for disaster costs can be complicated. As funds are allocated
for repairs, accounting information can be recorded and linked to each location. Longterm recovery costs can be in the millions (or more) for large disasters. Accounting for
how and where funds are allocated is demanding. A GIS can ease the burden of this task.
Emergency management programs are developed and implemented through the analysis
of information. The majority of information is spatial and can be mapped. Once
information is mapped and data is linked to the map, emergency management planning
can begin. Once life, property, and environmental values are combined with hazards,
emergency management personnel can begin to formulate mitigation, preparedness,
response, and recovery program needs. Historically, emergency management programs
are planned, implemented, and modified based on volume of business or reaction to
emergencies as they occur. GIS allows emergency management needs to be identified
prior to an incident. Disaster events, such as wildfires, tsunami, floods, earthquakes,
hurricanes, epidemics, chemical cloud dispersion, and oil spills, can be modeled and
displayed in GIS. Emergency management personnel can use modeling for training, for
actual tactical deployment during a disaster, or to analyze the consequences of a possible
disaster. The use of this technology takes emergency management planning information
off the shelf for utilization by response personnel for real-world operations. In short, the
thoughtful application of a GIS can take much of the panic and surprise out of
emergencies.
2.3 Disaster Management in Stadiums
A stadium is a very large usually roofless building that has a large open area surrounded
by many rows of seats and that is used for sports events, concerts, etc. (Oxford
dictionary)
Multiple deaths and injuries at stadiums have occurred consistently, over a wide spectrum
of countries and types of events. Certain, highly competitive sports events, particularly
soccer, concerts and festivals consistently tend to produce spectator generated incidents.
Such situations show no signs of abating. Little definitive effort has been applied to
capturing the lessons learned from such incidents, and providing the experiences in a
form that can be used as a guide for planning for such events in the future. It is toward
this goal that this project was directed. It is worth noting that the phenomenon is
widespread and in fact a world-wide problem.
2.3.1 Stadium Disasters
Although some disasters at stadiums occur because of spectator irresponsibility, many
occur due to management negligence and lack of proper procedures in dealing with an
emergency situation. Examples of stadium disasters and their causes that have occurred
around the globe are as follows:
Valley Parade (Bradford – 1985): A blaze engulfed the main stand of Bradford’s Valley
Parade during a third division match, killing 56 fans and injuring 265 more. The fire had
been facilitated by the stand’s wooden structure and accumulated debris and garbage
underneath the stand. It is likely that a discarded match or cigarette started the fire.
Hillsborough (Sheffield – 1989): 96 Liverpool fans died in a crush at the start of a semifinal FA Cup tie with Nottingham Forest. The crush was a result of poor crowd
management and police control which led to too many fans entering the central pens
instead of being divided over all pens. The subsequent Taylor Report had far-reaching
consequences for the design of English football stadiums.
Stade Furiani (Bastia – 1992): 18 people died and hundreds more were injured when the
top of a temporary stand collapsed before the start of a Coupe de France semi-final
between SC Bastia and Olympique de Marseille. The subsequent investigation reported
multiple engineering errors, safety breaches, poor planning, and poor safety management
as part of the causes.
Accra Sports Stadium (Accra – 2001): Crowd trouble broke out at the end of a league
match between Accra Hearts and Asante Kotoko, which had the police fire tear gas into
the stands. The resulting stampede and crushes led to the death of 127 fans. It is the
worst recorded stadium disaster in African history.
Port Said Stadium (Port Said – 2012): Following the final whistle of a league match
between Al-Masry and Al-Ahly hundreds of Al-Masry fans entered the pitch, attacked the
Al-Ahly players, and next the Al-Ahly fans. In the subsequent chase and fights an
estimated 79 Al-Ahly fans got killed. After the incident doubts were raised about the
passive or even facilitating role of the Port Said police.
2.4 Critical Assumptions
The critical assumptions for every stadium are:

There is adequate signage throughout the Stadium identifying Exit etc.

Good Telecommunication system within the Stadium.

Public Address system that can be heard throughout the Stadium.

Sufficient Staff trained and located in the Stadium.

Evacuation routes are left clear of any obstruction.

There are considerations for spectators with disabilities.

Stadium staff is well exercised in the evacuation drills for the Stadium.
In an emergency response situation the following agencies are expected to work
together to minimize loss of life and property.

Law enforcement agencies

Fire service

Emergency medical services

Public works

Government administrators

Media
Fig 1.3 : Major stakeholders in emergency management
2.5 Success Stories of Application of GIS in Disaster / Emergency Management

After the worst stadium disaster in South Africa, an Inquiry into the Ellis Park
Stadium Soccer Disaster of 11 April 2001” chaired by Judge B M Ngoepe was
released to the public on September 26, 2002. It recommended use of GIS in
formulating a disaster management plan for the stadium. The plan was completed
and adopted in 2003.

In 1991 the Government of England appointed a new body, the Football Licensing
Authority (FLA), to oversee stadium safety in England and Wales, to monitor local
authorities, oversight of spectator safety at international, Premiership and Football
League grounds and for ensuring through a system of licensing that the grounds of
clubs in the top two divisions became all seated. In 2001 the Sports Grounds Safety
Authority (SGSA) was established to build on the success of the Football Licensing
Authority and the first assignment was to make sure all the stadium management
boards designs their own disaster management plan and put in place all measures
to ensure it had all the capacity to deal with an emergency.
CHAPTER THREE: RESEARCH DESIGN AND METHODOLOGY
3.1 Introduction
This chapter outlines a methodological framework for developing a GIS based emergency
response plan for Nyayo National Stadium that will enable its users to efficiently locate
the spatial distribution of disaster management facilities in and around the stadium. It will
also help the users identify the emergency safety measures in the stadium and also the
internal and external vehicular routes to and from the stadium.
3.2 Definition of the Study Area
Nyayo National Stadium is a multi-purpose stadium in Nairobi, Kenya. It is located near
the city centre in Langata division with the geographical coordinates
1°18′13″S
36°49′27″E.
The stadium was built in 1983 for a capacity of 30,000. It is currently used mostly for
football matches. The popular AFC Leopards football club plays most of its home games
at Nyayo stadium. The stadium is also used for athletics and various ceremonies. Other
facilities at the Nyayo Stadium include a gymnasium and a 50-metre swimming pool.
The main stadium, holding 30,000 people and a FIFA-approved standard-size football
pitch, also contains floodlights, 2 VIP lounges, a boardroom and an internet-enabled
media centre. The stadium can also be and has also been used to host concerts, public
holiday celebrations, public rallies, meetings and crusades. The aquatic centre holds
2,000 people and contains a filtration plant and a public 50 x 25 m swimming pool. The
indoor gymnasium holds 2,500 people and is the home of the Kenya National Basketball
League and the Kenya national basketball team. It also features floodlights, electronic
scoreboards, snack bars, a boxing ring, an indoor badminton court, a martial arts gym
and other social facilities. The handball and volleyball courts hold 1,500 people and
feature outdoor training courts, which are also available for social events.
Fig 3.2 Extent of the study area
3.3 Data Sources and Tools
3.3.1 Tools
Hardware

Computer, core i5, 4GB RAM, 2.50 GHz loaded with windows 7

4GB flash disk for backing up data
Software

Arc view 3.2 and Arc Gis 10.1 :
These were used to manipulate both spatial and non-spatial data to bring out the
desired qualities. This included geo-referencing, digitizing of the required input
layers that were to be used in analysis. They also enabled export of data in
different format using the export data functionalities.

Global mapper: This was used in geo-referencing and production of shape files
representing the various data layers. This was to densify any data layers that were
not adequately represented by Arc view 3.2 and Arc GIS 10.1 :

Ms Office 2010.
This was used to prepare the draft for documentation for the project work.
3.4 Data sources
1. Printed topographical map from SOK.
2. Quick bird image from SOK
3. Road network shape file from SOK to be used to locate vehicular routes to and
from the stadium.
4. Road attribute data from Kenya Roads board to overlay with the roads network
shape file.
5. Structure status In JPEG format got from field visits to assess the condition of the
stadium.
6. Emergency response facilities obtained from existing maps and field visits with a
GPS.
Data identification
Spatial Datasets
Data collection and capture
Non-spatial Datasets
Data processing and
Verification
No
Is Data
Correct
Yes
Data Base Creation
Analysis
Results and Conclusion
Fig 3.3 Methodology Schema
3.5 Data collection
Data was obtained through primary and secondary sources.
Primary sources included:
a. Conducting of Interviews and use of questionnaires. Questionnaires were
presented to management level employees of the stadia management
board for the sole purpose of evaluating emergency preparedness in the
stadium.
b. GPS. A GPS was used to collect spatial position of the main emergency
response facilities like open spaces, security stations, health facilities and
Fire department. Due to its cost effectiveness and accuracy, it was preferred
to other means of obtaining point location data.
c. Photographs. With permission from the Stadia management board, photos
to evaluate the state of facilities in and around the stadium were captured
using a digital camera. These images were to be used to validate the
information given in the questionnaires and interviews of the Stadia
Management Board employees and for visual presentation
d. Ground truthing. This was done to evaluate the traffic motion along the
major roads and routes to and from the stadium in relation to emergency
response facilities. Ground truthing was also conducted to assess the state
of the stadium and its preparedness level to attend to an emergency
situation.
Secondary sources included:
a. Topographical map to be used as a base map when digitizing and
identification of emergency response facilities. This map was georeferenced and overlayed with the GPS coordinates and shape files for
graphical representation of the area of study.
b. Quick bird image. This was used to add new features to the topographical
map which was compiled some years back
c. Data and information from the internet and printed press about disaster
management.
3.6 Data Preparation and Processing
Spatial and non-spatial data was collected from various sources and in different formats,
transformed and organized in one folder, and then from Arc catalogue this folder was
connected then eventually overlaid to Arc map interface.
Processes involved included in this stage were:

Scanning and cleaning of images and maps
The process involved using scanners. The stored topographical map was scanned
to transform it into digital format. The resulting image was cleaned and colour
balanced using adobe photo shop cs6. This was to sharpen it and increase
contrast. The map was then stored.

Geo-referencing of imagery and scanned maps
The scanned and cleaned images were then linked to their ground positions. This
involved identification of grid intersections and the corners of the map and
conspicuous features in the image. The coordinates for these points were noted
down. They were then used the geo-referencing process in Global mapper.

Identification of project area and relevant features
The project area was located and marked. This was done using the quick bird
image and the topographical map. It involved marking the outer bounds of the
project area.

Digitization of features
This covered several process include digitization of the spatial data, entering of
attribute data, spatial and attribute data verification and editing. Digitization of
spatial data involved tracing of various features from the relevant layers. The
features identified for digitization were mainly buildings, roads, rivers, open spaces,
public facilities, police and fire stations. Non-spatial data on the identified and
digitized features were added to the attribute tables of the respective layers using
the edit functionality on arc map GIS software. This enabled linking of the layers to
their earthly characteristics. Follow up was then done to verify the entered data
and edit and correct any errors in data.

Production of maps
This process entailed combination of various features and theme layers to produce
a visual layout view of the phenomena of interest. The maps produced included a
map of Nairobi County showing the three major stadiums, a map showing health
facilities at a 5 KM radius of Nyayo Stadium, a map showing the major security
stations and a map showing emergency response facilities within and around the
stadium.
During the map production process the source and nature of data was considered.
The scale, legend, and supporting text were place as per the map compilation
requirements.
During data processing and data extraction great consideration was given to:

Data quality and currency

Converting data between formats

Automating data by digitizing, scanning, converting and geo-referencing

Defining coordinate systems

Projecting layers to a common projection system
3.6.1 Plan Formulation
The process entailed consideration of factors and issues such as:
I.
Emergency preparedness level of the stadium
II.
Roads network
III.
Location and type of emergency response facilities which include
 Health facilities
 Open spaces
 Security Facilities
3.6.2 Emergency preparedness level of the stadium
The emergency preparedness level of the stadium was analyzed using data collected
using questionnaires and interviews. The following items were considered in the
emergency preparedness analysis

Alarm signals

Fire detectors

Public address system

Emergency exits

In-stadium shelters

Fire extinguishers

Water mains

Special safety provision for disabled

Trained emergency personnel in the stadium
3.6.3 Roads Network
The roads to and from the stadium were identified. Their main purpose of the roads
network is to identify emergency response routes within the area of study. This will enable
faster, enhanced and informed response to the situation. The nature of the road and
amount of traffic was also considered.
3.6.4 Location and type of emergency response facilities
Open grounds and public facilities were to be used as assembly points and evacuation
centres. They would also be used as command centres for the rescue operations. The
process involved identification of large open spaces. Their ownership was also noted and
their accessibility determined. This was followed by identification and location of health
facilities and security stations near the stadium.
CHAPTER FOUR: RESULTS AND DISCUSSION
4.1 Overview
This chapter is dedicated to presentation of data after preprocessing, done to extract
features needed for analysis, such that the objectives that had been set out at the start
could be achieved.
4.2 Results
The results from the project include;
1. A map of Nairobi county showing the three major stadiums
2. A layout of the stadium showing all the exits and stadium facilities
3. A map showing health facilities at a 5 KM radius of Nyayo Stadium,
4. A map showing the major security stations
5. A map showing emergency response facilities within and around the stadium.
6. A map showing the shortest routes to the major health facilities.
7. A model plan for emergency response for Nyayo Stadium
Fig. 4.1 A map showing the three major stadiums in Nairobi County
The stadium of interest was Nyayo National Stadium. Below is a layout of the stadium
indicating the exits and facilities present.
Fig 4.2 Nyayo Stadium Layout
Fig 4.3 A map showing health facilities at a 5 KM radius of Nyayo Stadium
Fig. 4.4 Attribute table showing Health facilities and public facilities.
To locate health facilities near and easily accessible to and from the stadium, a 2km
buffer was done around the stadium. The major health facilities found to be within the
2km radius were:

Matter Hospital

Kenyatta National Hospital

Getrude childrens hospital

Nairobi South health centre

Aga khan university hospital

Mariakani Hospital
Fig 4.5 A map showing a 2km buffer around Nyayo Stadium
Other health centres that are less than a kilometer out of the buffer zone and can be used
in-case of an emergency include

Mbagathi general hospital

Armed forces memorial hospital

Nairobi hospital

University of Nairobi health centre
The police stations that were found nearest the stadium that could instantly respond to an
emergency were:

Nyayo stadium police station

Paliament police station

Muthurwa police station

KICC police station

Traffic headquarters
Army barracks and stations that can respond to the emergency if it is terror related are
located just outside the 2km buffer made. These include Departmrnt of Defence located
2.9 kilometres from nyayo Stadium
Fig. 4.6 Security Facilities around Nyayo National Stadium
Once the route analysis layer is added to the arc map interface and the stops sequence
specified where the origin is taken as Nyayo stadium and the destination the three major
hospitals. The network analyst solver will in turn find the shortest route from the origin to
the destination based on a function of street lengths. The routes are represented as
follows:
Fig. 4.7 Optimal route to Kenyatta National Hospital
The shortest route from Nyayo stadium to Kenyatta national hospital was found to be via
Bunyala road and hospital road. It was found to be 2.9 kilometers and an emergency
vehicle travelling at normal speed would take 4 to 6 minutes to reach the health facility.
The alternative route was via Uhuru highway then to Ngong road and finally Hospital
road. This road was 3.3 km and would take 7 minutes.
To Matter hospital, it was calculated to be 2.4 kilometers and would take 4 min to drive to
the facility.
Fig. 4.8 Optimal route to Matter Hospital
Fig. 4.9 Optimal route to Nairobi Hospital
Open spaces are important in a rescue and evacuation operation. They serve as
assembly points and operation/command centres. The open spaces found near the
stadium were mainly parks, schools and members clubs.
Fig. 4.10 Open Spaces around Nyayo National Stadium
4.3 Discussion Of results
Nyayo Stadium has always been the venue of many international matches but has been
deteriorating
as
a
result
of
hosting
several
national
celebrations.
The playing surface is uneven and the tartan track is worn out as soldiers march on it in
their
rehearsals
for
national
celebrations.
Though the facility has 187 toilets which could act as in house shelters incase evacuation
is not possible, 140 of them cannot be used due to a perennial water shortage and have
been
shut
down
as
a
result.
The scoreboard/screen at the 35,000 capacity stadium ceased working many years ago.
Even some of the flood-lights are dead.
The stadium has 14 functional exit gates which would be adequate to evacuate
spectators in case of any emergency, all but two are normally closed even on match
days.
The public address system is not evenly audible throughout the stadium thus making it
hard to relay important information to the spectators.
Fire alarms are all broken and not working and only two fire extinguishers could be
located
in
the
whole
stadium.
The drainage system also needs to be worked on. The roof at the basketball gymnasium
could also do with some repair. Neglected booths litter the outer stadium while at the
swimming pool some diving boards are unusable. The changing rooms are dilapidated
and all the toilets are locked up at the swimming facility.
It can thus be concluded that the stadium is fully prepared for neither an emergency nor a
disaster.
From the results obtained, a model can be built for any scenario obtaining the shortest
route to any facility and also an alternative route to help automate the process. In this
project a model was built that could obtain the shortest route to any emergency facility
and a visual representation of the same.
Generally Network analyst will enable the Stadia management and emergency response
agencies to make informed and enhanced decisions thus reducing time wastage and loss
of life.
The network building is fairly a tasking process and it involves use of various
components. The reliability and extent of use which all depend on accuracy and
availability of the components include Network sources, evaluators and elements.
The analysis done is subject to time and financial constraints otherwise an in-depth
analysis should have been conducted based on demographic factors and real time traffic
data such as barriers. Analysis based on these factors would produce a more accurate
plan and results. However, all the objectives set out at the beginning of the project were
met.
CHAPTER FIVE: CONCLUSION AND RECOMMENDATIONS
5.1 Conclusion:
GIS analysis is more than the use of mapping software or the ability to plot points on a
map. It’s the ability to draw relationships spatially to identify value in each relationship.
The graphing and network display capabilities of GIS are well suited for emergency
response and management.
Maps were generated to show the spatial position of the emergency response facilities,
vehicular routes to and from the stadium and the shortest routes to them.
Network analyst system built not only allows the decision makers and users to have prior
information about the road network but also helps solve problems associated with the
shortest route between the stadium and the emergency response facilities.
GIS thus provides a uniform environment to integrate the data for numerous emergency
purposes. Once spatially referenced, the data can be used in many other applications like
in the development of a Decision support system. Though the application might look
simple, it has great usefulness because emergency response agencies can visually see
the routes, directions, health facilities and other disaster/emergency management
facilities.
5.2 Recommendations
In Planning and analysis GIS is the most complete information system for analyzing,
modeling, and displaying community vulnerability. When hazard locations can be viewed
along with critical infrastructure, critical values at highest risk become apparent. Models
can be processed to determine potential impacts and appropriate mitigation requirements.
When events occur, response preparedness is more comprehensive. The basic
foundation of developing an emergency management program is the analysis of risks and
hazards to determine values at risk and operations necessary to reduce exposure,
respond effectively, and recover quickly. This demonstrated the need to have a GIS
based response plan for all major public gathering facilities.
Getting accurate information from field operations back to the command center can be a
difficult challenge. Incorporating mobile GIS gives you the advantage. Field crews can
easily capture data and have it sent back for incorporation in the common operating
picture. Commanders get a more accurate and dynamic understanding of conditions on
the ground. New data can be sent to field teams so they have the best information
possible for staying safe and protecting lives. Whether its response or recovery, mobile
GIS can give the capability needed for getting the right information, wherever it may be.
Lastly situational awareness is the corner stone of emergency and disaster management.
As an emergency unfolds, it is paramount to an effective response to understand the
current circumstances and to monitor events as they dynamically unfold over time. People
need to know what's happening and where, and have to be able to see it in real time. GIS
aids in quickly establishing full situational awareness by linking people, processes, and
information together using geography. It provides the map interface into getting a handle
on an emergency and nimbly adjusting to change.
The following are recommendations that Nyayo National Stadium Management can adopt
to adequately prepare and manage any emergency in any of the stadium in Kenya.
1. The stadium should have an emergency management office complete with trained
and skilled personnel in all phases of disaster management. The office should
have a GIS specialist to update and manage the GIS database.
2. During Match days, all the 11gates into the stadium
should be opened and
adequate security posted on all the entrances. There should be adequate signals
directing patrons to the nearest exits.
3. The public address system needs to be repaired and acoustics considered so that
it can be heard clearly the whole of the stadium.
4. Each arena must have a Building Emergency Plan that provides procedures for
use during emergency incidents. The Building Administrator or an individual
designated by the administrator will develop the Building Emergency Plan and
upon completion submit it to the Emergency Management Office for review,
distribution to response departments, and retention.
Once the plan is developed, it is to be reviewed and/or revised at least annually or
following any training, drill, exercise, or incident where the after action discussion
identifies corrective actions. A copy of the revised plan should be forwarded to the
Emergency Management agencies.
5. The type of emergency and its location will generally dictate what actions to be
undertaken. Under the best conditions, the stadium public address system should
be available and stadium lighting should continue to function. Under the worst
condition there be no public address system or lighting available, an evacuation
will most likely come without extended warning and event personnel will be
required to act quickly and calmly using good judgment.
6. In the event of a fire and the Nairobi County Fire Department should responds to
Nyayo National Stadium, the highest ranking officer becomes the incident
commander for the fire response. A Unified Command structure with Stadia
management should be implemented in order to coordinate an effective response
for non-fire actions.
7. Sheltering in place refers to taking immediate shelter within the stadium. Stadium
spectators and participants should shelter in place when an incident occurs outside
or external to the stadium such that exiting the stadium may take too long or
expose the stadium spectators and participants to more danger than remaining in
the stadium. Sheltering in place is a precaution aimed to keep individuals safe
while they remain indoors or at a location that is somewhat protected from an
incident (i.e., underneath the stands, in a bathroom, etc.).
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disaster decision support
2. Cova, T. J., & Church, R. L. (1997). Modeling community vulnerability using GIS.
International Journal of Geographical Information Systems, 11, 763–784.
3. De Paratesi, S. R. (1989). Hazards and disasters: concepts and challenges.
4. http://www.unisdr.org
5. Plate, E. and B. Merz (eds.) (2001) Disasters as manifestations of vulnerability.
The Australian Journal of Emergency Management,10(2), 9–10.
6. Mohammed Valli Moosa(1998) Green Paper on Disaster Management. National
Disaster Management Centre Annual Report 1998
7. Russ Johnson (2000)
GIS Technology for Disasters and Emergency
Management. An ESRI white paper
8. Warfield ( 2005) The Disaster Management Cycle