legacy report BF

The Provincial Government of the Western Cape Report on the 2010 FIFA World Cup™:

Reflecting on Strategy, Building Legacy

The Provincial Government of the Western Cape Report on the 2010 FIFA World Cup™:

Reflecting on Strategy, Building Legacy

Contact details: Department of the Premier Address: 7 Wale Street Cape Town Website: www.capegateway.gov.za Contact Person: Dr L Platzky Phone: +2721 483-2010 Email: [email protected] Published by: Provincial Government of the Western Cape Department of the Premier 7 Wale Street Cape Town © Copyright 2011 Provincial Government of the Western Cape Copyright subsists in this work. No part of this work may be reproduced in any form or by any means, without the written consent of the Provincial Government of the Western Cape. Any unauthorised reproduction of this work will constitute a copyright infringement and render the doer liable under both criminal and civil law. Whilst every effort has been made to ensure that the information published in this work is accurate, the editors, publishers and printers take no responsibility for loss or damage suffered by any person as a result of the reliance upon the information contained therein. ISBN: 978-0-620-49575-2 Production team: Editorial and Content: Dr Laurine Platzky, Denver Moses & Mushfieqah Salie Layout and Design: Wilfred Jewell Consultancy cc Printing: Hansa Print Photographs: Pixel Place

Foreword The 2010 FIFA World Cup™ has come and gone but our 'gees', our professionalism and our beautiful country will be remembered by people all over the globe. Everyone involved in the World Cup proved the sceptics wrong. We showed that we can successfully execute a wellplanned strategy and pull-off an outstanding tournament. This Legacy Report is not a 'brag list'. Instead, it highlights the legacies that have been created and which we hope will remain long after the World Cup has ended. It compares what we said we would do before the tournament with what was achieved, and what infrastructure has been left behind. The Report will be tabled in the Western Cape Legislature and, we hope, will become an historical record of the 2010 FIFA World Cup™. In 2006, the Provincial Government of the Western Cape and the City Cape Town agreed on a strategic plan for hosting the tournament. This plan was adopted at a time when different political parties controlled the City and the Province. It served as the blueprint for both administrations to deliver on their commitments. That the City, the Province and South Africa as a whole met all their obligations demonstrates how all three spheres of government can work together, along with civil society and the private sector, to deliver excellence on time. The legacies created by the World Cup have given the Western Cape and Cape Town the opportunity to become more competitive in the international trade, investment and tourism markets. The upgrading of the Cape Town International Airport, for example, has greatly strengthened our value proposition as a tourism and business destination. As we forge ahead in our quest to grow our economy, create jobs and deliver for all, it is appropriate to reflect on the lessons learnt before, after and during the World Cup so that we can apply them in the future. If we in government can adopt the same spirit and professionalism that we saw in abundance during the World Cup, we will be much closer to reaching our goals. Helen Zille Premier of the Western Cape

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Acknowledgements The editorial team wishes to thank the following contributors and supporters for their invaluable contributions to this work, whether verbatim quotes, opinion pieces written for the report or their detailed and useful report writing pre- and post the 2010 FIFA World Cup™: Production Team Editorial and Content: Dr Laurine Platzky, Denver Moses & Mushfieqah Salie; Layout and Design: Wilfred Jewell Consultancy; Printing: Hansa Print; Photographs: Pixel Place.

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Members and Officials of the Provincial 2010 FIFA World Cup™ Team Department of the Premier 2010 FIFA World Cup™ Coordination Unit: Dr Laurine Platzky (Deputy Director-General and 2010 FIFA World Cup™ Provincial Coordinator), Denver Moses, Mushfieqah Salie, Vicki-lee Mehl, Portia Percival, Danielle Manuel, Susannah Holz, Noxolo Ndwayi, Yasien Ryklief, Dr Maria Phalime, Sunita Dalla, Wieke de Vries, Riefqah Jappie, Zimkitha Dwangu, Vuyiwe Bathaka, Sabela Gwama, Ryan Ahmed, Marilyn Gabriels, Cristina Cobellari, Greta Wilson and Unati Qobo. Technical Steering Committee: Gottlieb Arendse, Schalk Carstens, Ronald Gabriel, Jacqui Gooch, Mark Jansen, Klaas Langehoven, Labeeqah Schuurman, Dr Wayne Smith, Deborah van Stade and Michael Worsnip. External Partners: Cape Craft and Design Institute: Marjorie Naidoo & Thandeka Tyatyantsi, Cape Higher Education Consortium: Loïs Dippenaar, Cape Town Partnership: Carola Koblitz, Cape Town Routes Unlimited: Riana Geldenhuys, Cape Town Tourism: Skye Grove, Green Goal: Sheryl Ozinsky (Consultant) and Wines of South Africa: Su Birch.

Researchers: Developmentnomics, Newsclip and Dr Suki Goodman (University of Cape Town). Special thanks are also due to additional members of the respective provincial structures who were instrumental in delivering a successful World Cup: Provincial Workstreams across all legacy areas (Economic, Environmental, Health, Safety and Security, Social and Transport and Infrastructure): Carla Brown, Judith Coetzee, Morne Cupido, Fayruz Dharsey, Sharon Govender, Colby Greeff, Henry Hugo, Goosain Isaacs, Carin Joyce, Sedick Kalam, Keith Kleinhans, June Lombard, Andre Lourens, Dr Sophie Mackenzie Main, Zandile Madikane, Piko Mbambo, Riedwaan Mohammed, Noxolo Ntenetya, Teddy Ntsente, Brent Walters and Ricardo Wessels. Technical Update Committee: Darrell Jones (NIA), Rhian van Wyk (Cape Winelands DM),Thandeka Tyatyantsi (CCDI), LoÏs Dippenaar, Brendan Knott & Prof Kamilla Swart (CHEC), David Frandsen & Teddy Ntsente (CTRU), Paul Hendricks (DCAS), Jo-ann Johnston (DEDAT), Jackson Rikhotso (Disaster Management), Nosisi Dingani, Charlene du Toit, Ntsikelelo Gobodo, Nomsa Hani, Zeenat Ishmail & Mlulami Mdani (DotP), Tony Brutus & Rashid Khan (DWA), Louis Botha, Brent Simons and Candice Van Reenen (GCIS), Elvis Shishana (SAFA Eden), Janine van Niekerk, Khalil Mullagie & Fakier Jessa (SALGA), SAPS, Larry Pokpas (UWC), Redewan Larney, Franklin Lewis & Sigamoney Naicker (WCED) and Renee Arendse (WESGRO). Cape Media Services: Marjorie Naidoo (CCDI), Debrah Bentham (CFC), Zeenat Parker (CTICC), Carola Koblitz & Petro Mostert (CTP), Riana Geldenhuys (CTRU), Teral Cullen (Venue Manager Cape Town Stadium), Skye Grove (CTT), Pieter Cronje, Pierre Le Roux & Lesley de Reuck (CoCT), Lisa Duthie (GWV), Shameema Adams

( S A I L S TA D E F R A N C E ) a n d M e r l e C o l l i n s (SANPARKS). 2010 Local Municipalities Coordinators: Charles Beukes, Rudi Claassen, Louis Harris, Kidron Kaboni, Vusi Kama, Theo Koopman, Fanie Krige, Ian Laubscher, Ralph Links, Michael Mafila, Khaya Mrali, Thomas Paremoer, Dr William Murray, Andre Smit, Abel Sondlo, Anneleen Vorster, George van der Westhuizen, Rhian van Wyk and Johan van Zyl.

2010 District Coordinators: Seraj Abbas, Morne Hoogbaard, Johannes Jonkers, Andy Lamont, David Maans, Warda Meyer, Neliswa Nkani, Winston October, Heinrich Robertson and Errol Tobias. Department of Cultural Affairs and Sport: Kim Adams, Anwar Adonis, Ronald Gabriel, Daniel Johnson and Lethabo Mashile. FanJol Project Managers: Agnetha Jeftha, Mabandla Kelengeshe, Lethabo Mashile, Jean Neethling and Nicolette Pietersen.

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Table of Contents

4

Foreword

1

Acknowledgements

2

List of Tables

8

List of Figures

8

Abbreviations

9

Executive Summary

11

1.

Introduction

15

1.1 1.2 1.3

18 20 20

1

1.4 1.5 1.6 1.7

2.

2

Strategically collaborating toward 2010 The 2010 FIFA World Cup™ within iKapa GDS The role of Provincial Government: compliance vs leverage Target groups Western Cape 2010 FWC structures Intergovernmental Relations Legacy areas

21 21 22 25

Economic Legacy

25

2.1 2.2 2.3

26 26 26 27 29 31 31 32 33 35 38 40

2.4

2.5

Overview Introduction Infrastructure development 2.3.1 Facility Investments and Upgrades 2.3.2 Transport Networks and Systems Economic Opportunities 2.4.1 Skills Development 2.4.2 SMME Opportunities 2.4.3 Sector Profiling and Promotion 2.4.4 Tourism, Trade and Investment 2.4.5 Media Engagement Conclusion

3.

Environmental Legacy 3.1 3.2 3.3

3

3.4 3.5

4.

4

Overview Introduction Key Projects 3.3.1 Energy and Climate Change 3.3.2 Water Conservation 3.3.3 Integrated Waste Management 3.3.4 Green Building and Sustainable Lifestyles 3.3.5 Transport Mobility and Access 3.3.6 Landscaping and Biodiversity 3.3.7 Responsible Tourism 3.3.8 Green Goal Communication 3.3.9 Green Goal 2010 Exhibition 3.3.10 Monitoring, Measurement and Reporting Statistics Conclusion

41 42 42 44 45 46 46 48 48 49 49 49 50 50 50 51

Health Legacy

52

4.1 4.2 4.3 4.4

53 53 54 55 55 55 55 56 56 56 56 56 57 58 58 58 58

4.5

4.6 4.7

Overview Introduction Planning Event Footprint Sites 4.4.1 Cape Town Stadium 4.4.2 Casualty Clearing Station 4.4.3 FIFA Fan Fest Grand Parade 4.4.4 Cape Town Fan Walk and Transport Hub 4.4.5 Metropole and Provincial FanJols 4.4.6 Additional areas of Responsibility Transversal Areas 4.5.1 Command and Control 4.5.2 Port Health 4.5.3 Environmental Health 4.5.4 Forensic Pathology Services 4.5.5 Communicable Disease Control 4.5.6 Chemical, Radiological, Biological and Nuclear Threats 4.5.7 Health Promotions 4.5.8 Aeromedical Services 4.5.9 Additional Areas of Responsibility Event Statistics Conclusion

58 58 58 58 59

5

Table of Contents 5.

Social Legacy 5.1 5.2 5.3

5

5.4

5.5

6

5.6 5.7

5.8

6.

6

Overview Introduction Sport Development 5.3.1 Stars in their Eyes Foundation Football Exchange Programme 5.3.2 FIFA Football for Hope Centre 5.3.3 Football Ambassadors Programme 5.3.4 Street Football 5.3.5 Western Cape Playground Football Challenge 5.3.6 Dreamfields Project 5.3.7 My 2010 School Adventure Programme 5.3.8 Artificial Pitches Sector Skills Development, Capacity Building and Leadership 5.4.1 Referees Training 5.4.2 Volunteers Promotion of Social Cohesion and Unity 5.5.1 Provincially-aided FanJols 5.5.2 Countdown Events 5.5.3 Other Projects 5.5.4 Countdown Clocks and Municipal Branding Arts and Culture Language Policy Implementation Unit 5.7.1 Multilingual FIFA World Cup™ Project 5.7.2 Library Services Conclusion

Safety and Security Legacy 6.1 6.2 6.3 6.4 6.5

6.6

6.7

60 61 61 61 61 62 63 64 64 64 65 65 66 66 66 66 66 67 68 68 69 70 70 70 70

71

Overview 72 Introduction 72 Formal Planning, Coordination and Implementation 73 Planning for Test Events and Training 76 Disaster Management Overview 77 6.5.1 Provincial Coordination 79 6.5.2 Provincial Project Planning Phase 81 Community Safety Overview 6.6.1 Community Safety Coordination and 81 Implementation Conclusion 82

7.

7 8

8.

Legacy Summary

83

7.1 7.2 7.3 7.4 7.5

84 86 88 89 93

Critical Factors for Successful Delivery

95

8.1

95

8.2 8.3 8.4

8.5 8.6 8.7 8.8 8.9 8.10 8.11 8.12 8.13 8.14 8.15 8.16

9

9.

Economic Legacy Environmental Legacy Health Legacy Social Legacy Safety and Security Legacy

Visionary 'Big Picture' thinking – we are doing this for Africa Sound and consistent leadership Project politically ring-fenced and prioritised Joint Strategic Plan adopted by Provincial Cabinet and Mayoral Committee of the City of Cape Town in 2006 Intergovernmental cooperation to focus on delivery within strict timeframes Collaborative partnerships Transversal operational and strategic teams established Competent staff – 'fit for purpose’ Proper procurement - adherence to tight budgetary controls Budget savings as a result of co-operative relationships Investment in personal relation-ships to facilitate effective delivery Attention to detail Thorough planning Research, assumptions and risks Media engagement Green Goal

95 95 96

96 97 97 97 97 97 98 98 98 98 99 99

Way Forward

100

9.1 9.2 9.3 9.4 9.5

100 100 100 101 101

Marketing and Events Facilities Intergovernmental Relations Media and Communications Strategic Projects

7

Table of Contents Conclusion

102

Bibliography

104

Addenda

109

List of Tables

8

Table 1: Table 2: Table 3: Table 4:

2010 FIFA World Cup™ Scorecard Public Sector Projects for the 2010 FWC Green Goal 2010 Workshop Themes Patient Contacts during the 2010 FWC

List of Figures Figure 1: Figure 2: Figure 3: Figure 4: Figure 5: Figure 6: Figure 7: Figure 8:

Provincial Project Coordination The Roles of the Host City and Provincial Government in delivering the 2010 FWC Western Cape 2010 Coordination Team/TSC Health and Medical Services Command and Control Structure Unified Command and Control Structure for the 2010 FWC in the Western Cape Micro and Macro Approach to the 2010 FWC Interaction between Disaster Management and Safety and Security Coordination Structures Schematic Approach to the staging of the 2010 FWC

Abbreviations 2010 FWC ACSA

-

BBC BRT CBD CCDI CCS CDM

-

CFC CHA CHEC

-

CID CMS CoCT COP15

-

CSI CTIA CTICC

-

CTP CTRU CTT DANIDA

-

DEA

-

DEADP

-

DEDAT

-

DEFRA

-

DoCS

-

DoH DotP

-

2010 FIFA World Cup™ Airports Company of South Africa British Broadcasting Corporation Bus Rapid Transit Central Business District Cape Craft Design Institute Casualty Clearing Station Clean Development Mechanisms Cape Film Commission Central Holding Area Cape Higher Education Consortium Central Improvement District Cape Media Services City of Cape Town 2009 UN Climate Change Conference Corporate Social Investment Cape Town International Airport Cape Town International Convention Centre Cape Town Partnership Cape Town Routes Unlimited Cape Town Tourism Danish International Development Agency National Department of Environmental Affairs Department of Environmental Affairs and Development Planning Department of Economic Development and Tourism Department of Environment, Food and Rural Affairs Department of Community Safety Department of Health Department of the Premier

DSD

-

EMS EPWP

-

EURO FIFA

-

FNB GDS

-

GPP IDP IGR IMEP

-

IRT IUCN

-

JCPS

-

JOC JOCOM K.E.L.P.

-

KAS KNVB

-

KPI LASA LED LED Mayco MEC MIMMS

-

NATJOC

-

NATJOINTS

-

NDMC

-

Department of Social Development Emergency Medical Services Extended Public Works Programme European Cup Fédération Internationale de Football Association First National Bank Growth and Development Strategy Gross Provincial Product Integrated Development Plan Intergovernmental Relations Integrated Metropolitan Environmental Policy Integrated Rapid Transit International Union of Conservation of Nature Justice Crime Prevention and Security Joint Operations Centre Joint Operational Committee Kelp Environmental Learning Project Konrad Adenauer Stiftung Koninklike Nederlandse Voetbalbond Key Performance Indicator Legal Aid South Africa Local Economic Development Light-emitting Diode CoCT Mayoral Committee Member of Executive Council Major Incident Medical Management Systems National Joint Operations Centre National Joint Operational and Intelligence Structure National Disaster Management Centre

9

10

NDMSC

-

NDoH NGO NIA NPA OC

-

PDI

-

PDMC

-

PGWC

-

PRASA

-

PROJVJOC

-

PROVHOC

-

PSL SAB SABC

-

SAFA

-

SAMHS

-

SANDF

-

SAPIA

-

SAPS SATSA

-

SEA SENG

-

SMME

-

SWH

-

National Disaster Management Steering Committee National Department of Health Non-governmental Organisation National Intelligence Agency National Prosecuting Authority 2010 FIFA World Cup™ Organising Committee South Africa Previously Disadvantaged Individual Provincial Disaster Management Centre Provincial Government of the Western Cape Passenger Rail Agency of South Africa Provincial Joint Operations Centre Provincial Health Operations Centre Premier Soccer League South African Breweries South African Broadcasting Corporation South African Football Association South African Military Health Services South African National Defence Force South African Petroleum Industry Association South African Police Services Southern African Tourism Services Association Sustainable Energy Africa Satellite and Electronic News Gathering Small Medium and Micro Enterprises Solar Water Heater

TF1 TSC TSS

-

UAE UCT UNDP

-

UNEP

-

VIP VOC VSTS WCED

-

WESSA

-

WOSA WSSD

-

Télévision Française 1 Technical Steering Committee Tourism Safety and Support Programme United Arab Emirates University of Cape Town United Nations Development Programme United Nations Environment Programme Very Important Person Venue Operations Centre Venue Specific Training Site Western Cape Education Department Wildlife and Environment Society of South Africa Wines of South Africa World Summit on Sustainable Development

Executive Summary After years of anticipation, planning and preparation, 11th June 2010 finally arrived. More than 49.5 million South Africans welcomed the world to their shores. With open arms we hosted local and international visitors, media, broadcasters and heads of states, football teams and their management, as well as the FIFA (Fédération Internationale de Football Association) hierarchy. With 3.1 million spectators attending the 64 matches over 31 days of the tournament, South Africans can be proud that they hosted a successful World Cup, the most remarkable and significant event since the birth of our democracy in 1994.

“

“

Nobody in the world is perfect but the organisation of the first World Cup in Africa and in South Africa was pretty close. Sepp Blatter, 12 July 2010.

The hosting of the 2010 FIFA World Cup™ (2010 FWC) provided the country with the ideal opportunity to enhance its image as a flourishing developing country, capable of working together effectively to achieve a common goal. Similarly, a great amount of effort went into preparing for the event which saw the building of new and upgraded infrastructure, including stadia, airports and rail and road networks. This brought about improved public transport, additional accommodation to cater for visitors, besides the substantial increase in social cohesion and national pride amongst all South Africans. In addition to the spectacular football most visitors came to see, they were also presented with numerous opportunities to experience the local flavours of the destination, ranging from breath-taking coastlines to magnificent mountain ranges, world-class cuisine and unique local arts and crafts. Visitors were treated to a wealth of activities beyond the matches, which kept them entertained.

However effortless the hosting of a mega-event of this magnitude appeared to the outside world, it required meticulous planning, support and implementation across all spheres of government. The importance of 'cooperative governance', as required in the South Africa Constitution, proved paramount. In addition, consultation was required with various stakeholders including the private sector, organised labour, as well as local communities, who had either direct or indirect interests in the hosting of the tournament. Similarly, open channels of communication were very important in order to ensure transparency, as well as on-going cooperation from all stakeholders. Strategically collaborating toward 2010 In 2006 the Provincial Government of the Western Cape (PGWC) and the City of Cape Town (CoCT) jointly developed a 2010 FWC Cape Town and Western Cape Strategic Plan to guide Provincial and City collaboration towards hosting a world-class African experience in 2010. The Strategic Plan was based on the 'triple-bottom-line' approach to sustainable development: economic development, social cohesion and environmental integrity. In the Strategic Plan, the PGWC and CoCT identified the following objectives: ? Host semi-final, other matches and events successfully, ? Maximise public benefit and lasting legacy in relation to: # Infrastructure development # Economic opportunities # Environmental responsibility # Social cohesion, ? Promote Cape Town and the Western Cape as a desirable destination for tourism, trade and investment , and ? Ensure geographic spread of benefits beyond the City to the rest of the Western Cape.

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Executive Summary The strategic vision focused on promoting Cape Town and the Western Cape as the centre of attraction for participants, media and spectators. The Host City Cape Town played a 'Compliance' and 'Control' role whereas the PGWC was more concerned with 'Leverage' and 'Legacy' in delivering a successful tournament.

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Intergovernmental Relations Apart from the close relationship with the CoCT, the PGWC worked closely with municipalities on particular projects to ensure the benefits of the World Cup reached beyond the boundaries of the Host City. The Host City held regular Friday afternoon coordinating meetings where DOTP was represented. A number of officials sat on joint workstreams with City officials. Municipal engagement formed the basis of the Western Cape strategy to spread the benefits of the World Cup beyond the Host City. The PGWC had the commitment and cooperation of all five districts and 29 municipalities' eager to gain from the 2010 experience. This engagement was largely around four main p r o j e c t s ; Te a m B a s e C a m p s , F a n J o l s , accommodation, marketing and communication. Economic Legacy Hosting a sport mega-event such as the 2010 FWC had the potential to contribute to the local economy in three ways. Firstly, there was the preparatory activity such as the construction of stadia; secondly, the event itself and the impact of large numbers of tourists; and thirdly, the legacy and long-term impact of the tournament due to a changed perception of the host economy and the potential for tourism, trade and investment. During the event, the hospitality and related services sectors enjoyed heavy demand (in a traditionally quiet winter tourist season in South Africa) with additional intangible benefits from experiencing the tournament. In the longer run, the economy stands to benefit from improved confidence at home and an enhanced image internationally following very extensive media coverage as well as the impression

made on thousands of visiting fans. The joint Strategic Plan (as adopted by Mayco and the PGWC in 2006) identifies the two-prong approach the PGWC took to ensuring economic development for the 2010 FWC which was focused on new infrastructure for the event and for the longer-term as well as on the promotion of economic opportunities for locals as far as possible. Environmental Legacy Mega-sport events such as the 2010 FWC have the potential for major environmental impacts. 'Event greening' is the process whereby events are organised in such a manner that they support sustainable development objectives. Deliberate management interventions can be introduced to reduce the use of scarce resources and improve the environment. As the international recognition of the importance of environmental sustainability is increasing, greening of major international events, such as the Olympic Games and the FWC has gained momentum. The Green Goal initiative at the 2006 FWC Germany was the first time in the history of world football that environmental considerations were placed on the agenda of a FWC. The 2010 FWC embarked on a similar major event greening programme, which has its roots in the successful greening of the Olympic Games (Sydney 2000, Torino 2006 and Beijing 2008, Vancouver 2010 and in London 2012), the Commonwealth Games (Melbourne 2006) and the World Summit on Sustainable Development (WSSD - Johannesburg 2002). The Host City Agreement between FIFA, the 2010 FIFA World Cup™ Organising Committee South Africa (OC) and the City, signed in March 2006 included a commitment to environmental protection. To give effect to the Agreement, the CoCT and PGWC joint 2010 FWC Strategic and Business Plans included an Environmental Legacy component which was led by the Environmental Workstream.

Health Legacy The hosting of the 2010 FWC required the creation and sustainability of a healthy environment for all spectators, participants, citizens and visitors before, during and after the event. The provision of Emergency Medical Services (EMS) formed the core responsibility of the Western Cape Provincial Department of Health (DoH). FIFA ensured that Health and Medical Services were integrated with the overall planning and hosting of the 2010 FWC as stated in the Organisation Association Agreement between FIFA and South Africa as the host country, with the commitment to deliver these services guaranteed by the Minister of Health. In addition, FIFA defined which health and medical services would be required for the event and together with the OC, this was communicated to and coordinated with the various Host Cities and respective provinces. The DoH was responsible for the delivery of these services within the Host City of Cape Town as well as for the rest of the Province. Their plans were developed and strategically implemented in order to meet the health and medical requirements of the event. Much of the strategic planning was done in conjunction with the National Department of Health (NDoH) in order to ensure equitable service delivery across the nine provinces as well as leaving a Health and Medical Legacy post 2010. The 2010 FWC was used as a catalyst to improve the health and medical system and services across South Africa. The planning for and delivery of these services consciously took into consideration the legacy opportunities presented and aligned their strategies where possible to leverage these opportunities. The following nine disciplines were the focal points: EMS, Command and Control, Port Health, Environmental Health, Forensic Pathology Services, Communicable Disease Control, Chemical Biological Radiological Nuclear Threats, Health Promotion and Aeromedical Services.

Social Legacy Local community revitalisation, building social and human capital, developing critical skills in the workforce and inspiring national pride and unity were some of the key focus areas within Social Legacy as recognised in the Strategic Plan. In using the 2010 FWC as a catalyst to build a positive social legacy, the provincial strategy was further aimed at: ? Investing in legacy projects which optimally utilised limited funding for the broad population of the Western Cape, ? Encouraging healthy lifestyles particularly amongst young people through sport development, ? Assisting local municipalities in their bid to host Team Base Camps and set-up FanJols with associated festival sites, ? Using the opportunity for education, e.g. on national symbols, learning the history and geography of participating nations, ? Supporting local development projects, and ? Consulting with and involving all interested and affected parties in understanding the opportunities and limitations of the 2010 FWC to maximise benefits. From 2005 at the highest international level, with FIFA itself, to international NGOs and potential sponsors, to local NGOs and clubs and societies, the PGWC worked in building the Western Cape as a 'Home for all' through football and numerous other social and cultural development programmes. Safety and Security Legacy South Africa is known for high crime rates and is often perceived as an unsafe destination. However, the hosting of the 2010 FWC presented an opportunity for all South Africans to showcase their hospitality by welcoming all visitors, and their competence to host the tournament in a safe environment. This opportunity brought improvements in safety and security systems in general and an increase in

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awareness levels of the importance of ensuring safe environments, not only for visitors but for locals. The fight against crime received a fortifying boost, with the national government spending R1.3 billion on safety and security and even though this was brought about specifically for the 2010 FWC, the long-term benefits for all South Africans post the tournament were the true safety legacies. The South African Police Services (SAPS) was the lead agent in safety and security planning for the 2010 FWC and collaborated with numerous other public and private sector stakeholders to ensure a safe environment for all visitors, spectators and locals.

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The 2010 FWC safety and security structure in the Western Cape focused mainly on the event and included services such as SAPS, the South African National Defence Force (SANDF), Traffic and Law Enforcement. Disaster Management focused on the increased risk to disasters during the 2010 FWC. According to Disaster Management legislative mandates, all emergency-related services, namely EMS, Fire Brigade Services, Social Development including humanitarian aid, housing including emergency housing, public works and roads (engineering and infrastructure) amongst others are required to work together. The Department of C o mmu n i ty Sa fe ty (D o C S) a n d D i sa ste r Management formed a Workstream which worked jointly with SAPS as the lead agents for ensuring safety during the tournament. Even though EMS formed part of broader Disaster Management planning for the tournament, the Health Workstream formed an essential part of the event and legacy. The Department of Social Development (DSD) developed an integrated needs-driven people focused intergovernmental 2010 readiness plan in anticipation of the possible problems which could manifest during the 2010 FWC. Their main concern was to safeguard children because of the extended school holiday and to ensure the well-being of citizens in general.

Legacy Areas Over the last few years, the focus has been on the positive legacies which the hosting of a mega-event can leave. This is particularly the case as South Africa is a developing country with high levels of poverty and unemployment. While hosting the 2010 FWC could not be expected to impact on the eradication of poverty in South Africa, planning for such a megaevent cannot occur in isolation of these problems and positive legacies must be explicitly planned for. This report reflects on the PGWC's planning and implementation of the 2010 FWC, highlighting the sustainable development, project management (good governance) and proactive communication approaches as well as achievements and challenges on the road to 2010, with particular focus on how provincial government delivered on its commitments in terms of the 2006 Strategic Plan. The City of Cape Town has prepared a 'Close-out' Report focusing on the Host City's operational role.

1. Introduction

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“

“

Nobody in the world is perfect but the organisation of the first World Cup in Africa and in South Africa was pretty close. Sepp Blatter, 12 July 2010

1. Introduction After years of anticipation, planning and preparation, 11th June 2010 finally arrived. More than 49.5 million South Africans welcomed the world to its shores. With open arms we hosted local and international visitors, media, broadcasters and heads of states, football teams and their management, as well as the FIFA (Fédération Internationale de Football Association) hierarchy. With 3.1 million spectators attending the 64 matches over 31 days of the tournament (the third highest aggregate attendance after the USA in 1994 and Germany in 2006), South Africans can be proud that they hosted a successful World Cup, the most remarkable and significant event since the birth of our democracy in 1994.

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Over 309 000 foreign tourists came to South Africa “for the primary purpose of attending the World Cup. Of these arrivals, 38% were from our continent, followed by 24% from Europe, 13% from Central and South America and 11% from North America,” the Minister of Tourism announced. They came from countries such as the USA (30 100), Germany (8 600), the Netherlands (8 700), the UK (22 800), Brazil (14 800) and Australia (12 200). They stayed an average of 10 nights each and spent some R3.6 billion on shopping, accommodation, food, entertainment and transport. Europeans spent the most, contributing just over R950 million in revenue; nearly one-quarter of the total revenue generated by tourists who visited South Africa for the 2010 FIFA World Cup™. These findings are the results of the study on the tourism impact of the 2010 FIFA World Cup™. The Minister further noted in terms of land arrivals, the top three source markets from within Africa were Mozambique (24 400), Swaziland (19 500) and Botswana (16 300). In terms of air arrivals, the top three markets were Nigeria (4 300), Ghana (3 500) and Kenya (2 000). Gauteng was the most visited province during the event (220 000) followed by the Western Cape (108 000)

and Kwazulu-Natal with more than 83 000 tourists. Tourist arrivals from January to September 2010 increased by 16.8% (5.9 million) compared to the same nine months in 2009 (5 million)1. Additional findings to the study indicated that 5% of the 2010 FIFA World Cup™ tourists visited other African countries during their trip to South Africa with Zimbabwe, Egypt and Botswana2 being the top three destinations. Fifty-nine percent of arrivals in South Africa for the World Cup were first time visitors to the country with more than two thirds of respondents rating the country as an extremely good host with a further 29% rating the country as good. Satisfaction levels were high as 72% of tourists rated their experience as extremely good and more than 90% of tourists said their experience of the country was better than they expected before arriving. More importantly almost 90% of tourists said they would consider visiting South Africa again in the future, while 96% would recommend the country to their friends and relatives3. The study indicates that globally there has been an improvement in South Africa's brand after the 2010 FIFA World Cup™. Total awareness of South Africa as a leisure destination increased by 9% following the event, and the intention to visit South Africa in the short-term increased by a significant 35%. More than a third of tourists mentioned publicity associated with the tournament as their first source of awareness of the country4. Based on this, the three key sources that helped South Africa increase its awareness were live telecast of the matches and associated events news on TV, promotional campaigns, and newspaper and magazine articles about the tournament5. The Minister further acknowledged the far-reaching impact of the event6 which was shared by Grant Thornton who indicated that the event would go a long way to improving perceptions of South Africa and improving the country's brand value significantly.

1

Van Schalkwyk, M. 2010. Tourism the big World Cup winner. http://www.sagoodnews.co.za/tourism/survey_shows_tourism_the_big_world_cup_winner.html [07/12/ 2010].

2

South African Tourism. 2010. Impact of 2010 FIFA World Cup™.

3


4


5


6


7

Grant Thornton. 2010. Grant Thornton says World Cup dramatically increased national brand value for South Africa. http://www.gt.co.za/News/Press-releases/Strategicsolutions/2010/2010wcbrand.asp [3 November 2010].

Grant Thornton published the following Scorecard for South Africa and the 2010 FIFA World Cup™ giving each category a rating out of ten7.

Category FIFA score for South Africa's organisation World-class iconic stadia and on time Vuvuzelas Transport Tournament logistics Global coverage (TV, radio, press) Global cyberspace chatter South Africa portrayed positively overseas South Africans perfect host to foreign visitors Ticket distribution Domestic leisure and business tourism slump

“

Score 9 9 11 8 9 9 10 10 10 4 5

Table 1: 2010 FIFA World Cup™ Scorecard

The World Cup was never about the hosting of a tournament, but rather about building a legacy for our country and our continent – a legacy in terms of amongst others infra-structure development, economic growth, skills development, job creation, nation building and brand awareness. We as South Africans believed, and the world came to believe with us.

“

Minister Marthinus van Schalkwyk, 6 December 2010.

The hosting of the 2010 FIFA World Cup™ (2010 FWC) provided the country with the ideal opportunity to enhance its image as a flourishing developing country, capable of working together effectively to achieve a common goal. Similarly, a great amount of effort went into preparing for the event which saw the building of new and upgraded infrastructure, including stadia, airports and rail and road networks.

This brought about improved public transport, additional accommodation to cater for visitors, besides the substantial increase in social cohesion and national pride amongst all South Africans. In addition to the spectacular football most visitors came to see, they were also presented with numerous opportunities to experience the local flavours of the destination, ranging from breath taking coastlines to magnificent mountain ranges, world-class cuisine and unique local arts and crafts. Visitors were treated to a wealth of activities beyond the matches, which kept them entertained. However effortless the hosting of a mega-event of this magnitude appeared to the outside world, it required meticulous planning, support and implementation across all spheres of government. The importance of 'cooperative governance', as required in the South Africa Constitution, proved paramount. In addition, consultation was required with various stakeholders including the private sector, organised labour, as well as local communities, who had either direct or indirect interests in the hosting of the tournament. Similarly, open channels of communication were very important in order to ensure transparency, as well as on-going cooperation from all stakeholders. In preparation for the tournament, the South African government identified 24 projects, based on the guarantees signed with FIFA that would ensure a successful event, as well as leave a lasting legacy. Table 2 provides a brief description of each of these projects which were financed by National Treasury in the respective Host Cities, except for Emergency Medical Services, which were funded through provincial governments.

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1. Introduction

18

Project Number Project 1 Project 2 Project 3 Project 4 Project 5 Project 6 Project 7 Project 8 Project 9 Project 10 Project 11 Project 12 Project 13 Project 14 Project 15 Project 16 Project 17 Project 18 Project 19 Project 20 Project 21 Project 22 Project 23 Project 24

Brief Description Stadium Stadium precinct and sub-projects Transport infrastructure (fixed and commuter) and sub-projects Training venues and sub-projects Fan Parks and sub-projects Supporting infrastructure, utilities and sub-projects ICT and International Broadcast Centre and sub-projects Accommodation and sub-projects Tourism, general hospitality and sub-projects Marketing communication, signage and sub-projects City beautification and sub-projects Public health and sub-projects Disaster Management and sub-projects FIFA events, match planning and hospitality, matches and sub-projects Safety, security, justice, municipal by-laws and sub-projects Volunteers (City and LOC hired) Environmental rehabilitation and sub-projects Waste management and sub-projects Business closure during event Protocol and ports of entry matters Government communication, hosting strategy, legacy and cultural activities Project support (procurement, tax-bubble management, refunds for tickets, capacity building, stadium commissioning, base camps) Overall co-ordination and reporting (Inter-Ministerial Committee) 2010 FIFA World Cup™ Finance

Table 2: Public Sector Projects for the 2010 FWC

1.1

Strategically collaborating toward 2010

In 2006 the Provincial Government of the Western Cape (PGWC) and the City of Cape Town (CoCT) jointly developed a 2010 FWC Cape Town and Western Cape Strategic Plan to guide Provincial and City collaboration towards hosting a world-class African experience in 2010. The Strategic Plan was based on the 'triple-bottom-line' approach to sustainable development: economic development, social cohesion and environmental integrity. The Plan was adopted by the Provincial Cabinet and the

CoCT's Mayoral Committee (Mayco) on 26th July 2006 and took into account the contractual role and obligations of Cape Town as a FIFA-designated Host City, whilst also cementing the developmental role of the Province in order to ensure that the event leveraged a marketing platform and left a lasting legacy of infrastructure investment and renewed social cohesion. The 2010 FWC Strategic Plan was underpinned by both the iKapa Growth and Development Strategy and the City's Integrated Development Plan. The 2006 Business Plan presented to National Treasury emerged from the joint Strategy and the 24 Projects outlined above.

The Western Cape promoted a collaborative approach to coordinating the 2010 FWC project. This was demonstrated by the close intergovernmental collaboration between the 2010 Coordination teams in the Western Cape's Department of the Premier (2010 Unit DotP) and the CoCT. Provincial government, challenged with traditional vertically integrated government, established transversal outcome-oriented workstreams across departments. The Western Cape endeavoured to maintain a strong working relationship with national government, the 2010 FWC Organising Committee South Africa (OC) and FIFA. In addition, the Province played a lead role in guiding municipalities outside the City in order to ensure the broadest possible participation in and benefit from the 2010 FWC. This principle also guided the Province's work with the other two 'Capes': collaboration with the Eastern Cape, especially in relation to transport and health and medical services, and with the Northern Cape, the only South African province that was not home to a Host City. In the Strategic Plan, the PGWC and CoCT identified the following objectives: ? Host semi-final, other matches and events successfully, ? Maximise public benefit and lasting legacy in relation to:

# Infrastructure development # Economic opportunities # Environmental responsibility # Social cohesion, ? Promote Cape Town and the Western Cape as a

desirable destination for tourism, trade and investment, and ? Ensure geographic spread of benefits beyond the City to the rest of the Western Cape. Although these objectives cluster into legacy areas, there were critical transversal requirements for good project management and effective delivery. The first was transversal communication. Second, and no less important, was good governance. Third and equally important was Disaster Risk Management. The project coordination approach is illustrated in Figure 1 below. This approach reflected the objectives identified in the Strategic Plan and the 24 public sector projects identified by national government to ensure that the hosting of the tournament left a lasting legacy which would benefit the people of the Province, and aimed to ensure that all efforts contributed to instilling civic pride and fostering social cohesion. The strategic vision focused on promoting Cape Town and the Western Cape as the centre of attraction for participants, media and spectators.

Provincial Coordinator (DotP)

Infrastructure Transport Property

Infrastructure Legacy

Traffic Security Community Safety

Safety and Security Legacy

Economic Legacy Health Legacy

Social Legacy Environmental Legacy 2010 Green Goal Disaster risk management

Figure 1: Provincial Project Coordination

EMS Disaster medicine Health Sport development Arts and culture Exchange programmes

Communication and Project Management

Tourism, Investment and Film, Economic Development, Accommodation, Environmental Sustainability, FIFA Projects, Events and Marketing

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1. Introduction 1.2

The 2010 FIFA World Cup™ within iKapa GDS

20

The provincial strategic approach for the 2010 FWC formed an intrinsic part of the Western Cape Provincial Growth and Development Strategy, known as the iKapa GDS. The vision of iKapa Elihlumayo was to build a sustainable, safe province which would be an inclusive 'Home for All' its citizens. This vision was to be achieved by growing and sharing the economy, building a more equal and caring society, promoting ecologically sustainable development, fostering greater spatial integration and ensuring effective governance and institutional strengthening. By delivering a world class event with its partners, the Western Cape aimed to leave a positive developmental legacy with increased investment, job creation, improved infrastructure and social cohesion well beyond 2010. The 2010 FWC assisted in unblocking barriers to shared growth by fast-tracking investment in much-needed infrastructure, building skills and fostering a society united behind a single goal.

Host Cities, which then had to ensure compliance with the requirements of guarantees to and contracts with FIFA. Taken from the joint Strategic Plan, Figure 2 depicts the role the PGWC and the Host City Cape Town played in delivering a successful 2010 FWC. 'Compliance' referred to meeting the requirements of FIFA. 'Control' referred to local government regulation in relation to the Host City agreement. 'Leverage' reflected the ability of South Africa (its provinces and cities) to use the event as a platform to market the region and to influence international perceptions of South Africa and Africa. 'Legacy' referred to the long term impact of the tournament the social, economic and environmental legacies of the 2010 FWC. As explained above and depicted below, the role of the Provincial Government was largely within the spheres of ensuring leverage and positive legacy.

2010 FIFA WORLD CUP™ SUCCESS

1.3

The role of Provincial Government: compliance vs leverage

In order to have successfully hosted the 2010 FWC, the event needed to be delivered according to FIFA requirements and within the laws and regulations of the Republic of South Africa. FIFA as the event organiser and owner had guarantees from national government and also signed contracts with each of the nine Host Cities for the tournament. Therefore, although Provincial Government had a role to play in regulatory aspects important for hosting mega-events such as disaster management, transport and liquor licenses, infrastructure and health services, the Province did not have a contractual role as did the

C O M P L I A N C E

L E V E R A G E

L E G A C Y

C O N T R O L

STAKEHOLDER MANAGEMENT

Figure 2: The Roles of the Host City and Provincial Government in delivering the 2010 FWC

1.4

Target groups

The Western Cape's collaborative effort towards the successful hosting of the tournament targeted the following groups: ? Local authorities, especially those identified in the joint Strategic and Business Plans and those who sought to attract teams to establish Team Base Camps and set-up FanJols, ? Local residents and visitors to the Province, ? Business and investment community (local and international), ? Government agencies and parastatals, ? Sporting groups, particularly football federations and clubs, ? Community organisations and cultural groups, ? Artists and performers, ? Domestic and foreign tourists and fans, ? Provincial and national decision-makers, ? The donor community and key donors as individuals, ? Sponsors, and ? The general public. Whenever any of these groups asked to be briefed, the Western Cape 2010 FWC Coordinator or a member of the 2010 Unit DotP addressed them. From 2006 some proactive communication was undertaken through the Provincial Development Council, with business, diplomatic, university and other formations. However, nearer the event, addressing groups was on their request, owing to time constraints.

1.5

Western Cape 2010 FWC structures

In order to ensure interdepartmental and intergovernmental collaboration for the successful hosting of the 2010 FWC in the Western Cape, the PGWC established dedicated 2010 structures. These structures worked closely with national and local governments to ensure information sharing, adequate planning and efficient systems for optimal delivery. The Western Cape 2010 structures included groupings at a political and at an official level. At a provincial level, changes in government were sometimes accompanied by changes in governance structures. Regular reports on the 2010 FWC were given to structures such as the Premier's Coordinating Forum which ensured leadership and direction from the highest political level. There was also interaction between the Provincial Cabinet and the City's Mayco to foster intergovernmental cooperation particularly on transversal issues such as infrastructural projects. Until May 2009 the 2010 FWC was regularly discussed by the 2010 Cabinet Committee. After the May 2009 elections, the 2010 FWC was a permanent agenda item in the full Cabinet. Dedicated structures were established between officials across PGWC departments. The Provincial Coordinator, Dr Laurine Platzky, Deputy DirectorGeneral and head of the Governance and Integration Branch in the DotP worked part-time on the 2010 FWC from June 2005 until July 2009, when she was seconded full-time to the project. From early 2006 a transversal Provincial Technical Steering Committee (TSC) led by the Provincial Coordinator met every Friday morning. The TSC comprised senior representatives from the Departments of Economic Development and Tourism, Environmental Affairs and Development Planning, Health, Cultural Affairs

21

1. Introduction

22

and Sport, Transport and Public Works, Local Government and Housing, Community Safety, Social Development, Provincial Treasury, and the South African Police Services as well as officials from within the 2010 Unit DotP. The TSC steered the direction and implementation of the Province's 2010 strategy. The Provincial Coordinator oversaw project coordination and was responsible for 2010 communication. Some of the officials on the TSC led provincial workstreams dedicated to delivery on 2010-related projects. These workstreams worked with the CoCT and municipal officials and drew several government departments and provincial government agencies together. Workstream Audits were developed as reporting tools to assess where projects were delivering and enabled prioritisation of problem areas for resolution. The Audit also assisted in determining what could be achieved according to the timelines and identified where projects needed to be elevated, accelerated or amalgamated. All work was project driven and delivered with utmost professionalism. The TSC structure is illustrated in Figure 3 below. On the last Thursday of each month a 2010 FWC Technical Update meeting of provincial departmental

officials, representatives of the four Western Cape universities, relevant government agencies and parastatals responsible for the delivery of 2010 aspects based in the Western Cape was held for information sharing and communication.

1.6

Intergovernmental Relations

The 2010 FWC as a project provided the Western Cape with an important opportunity to foster concrete intergovernmental collaboration driven by a common goal, limited resources and a strict deadline. The developmental role of Provincial Government in ensuring the event touched the lives of the people of the Province during and after 2010, necessitated working closely with partners across all spheres of government. Apart from the close relationship with the CoCT, the PGWC worked closely with municipalities on particular projects to ensure the benefits of the World Cup reached beyond the boundaries of the Host City. In addition, the Western Cape's collaboration with national government, other provinces and international players was vital for the success of the nation.

Dr Laurine Platzky Provincial Coordinator Deputy Director-General Denver Moses

Klaas Langehoven

Project Coordination Support Dept of the Premier

Provincial Treasury

Schalk Carstens

Gottlieb Arendse

Jacqui Gooch

Mark Jansen / Dir. Robberts

Dr Wayne Smith

Michael Worsnip

Labeeqah Schuurman

Disaster Management Local Gov

Environmental DEADP

Transport & Infrastructure DTPW

Safety & Security DOCS / SAPS

Health Dept of Health

Social DCAS

Economic DEDAT

Figure 3: Western Cape 2010 Coordination Team/TSC

Representatives of the 2010 Unit DotP attended the Host City's Friday afternoon coordinating meetings on a regular basis. A number of officials sat on joint workstreams with City officials. Municipal engagement formed the basis of the Western Cape strategy to spread the benefits of the World Cup beyond the Host City. The PGWC had the commitment and cooperation of the CoCT, all five districts and 29 municipalities eager to gain from the 2010 experience. This engagement was largely around four main projects; Team Base Camps, FanJols, Accommodation, and Marketing and Communication. A 2010 Municipal Forum established in March 2008 met monthly and was extremely active. In addition, each district municipality nominated a 2010 District Coordinator to drive and coordinate efforts related to 2010. These coordinators also met regularly as a working committee with PGWC ('Dagbestuur') to drive the strategy and implementation of projects outside the Host City. Meetings of the Municipal Forum and Dagbestuur were rotated between the districts to ensure the burden of travelling long distances was shared. From the establishment of the Host City Forum, convened by the 2010 FWC OC, the Western Cape 2010 Coordinator attended meetings as part of the Cape Town delegation. She also represented the Province on the Provincial Coordinators' meetings organised by the National Department of Sport and Recreation South Africa. At a national level, TSC officials from the province played a significant role in the delivery of developmental strategies and in ensuring practical legacy, e.g. lobbying for early procurement of health equipment, for 2010 FWC memorabilia to be manufactured in (South) Africa, for Local Economic Development opportunities in FanJols and for SMME and BEE procurement in

accordance with our Strategic Plan. The Western Cape's vision and capacity to deliver a developmental FWC was shared with other provinces and Host Cities. Practical examples include Disaster Medicine readiness for 2010 and early planning for a limited number of FanJols to ensure visitor safety and security. The Western Cape Provincial Disaster Management Centre contributed considerably to the formation of a National Disaster Management Strategy for 2010. In addition, the Western Cape played a lead role in the development of the National Health Plan for 2010. The Western Cape worked closely and proactively with State Owned Enterprises such as PRASA and ACSA to ensure alignment and timely delivery for essential public transport and infrastructure plans which would benefit the population long after the event.

23 On the international front, many lessons were learned from German colleagues involved in the 2006 FWC, as well as from the Swiss and Austrians in their hosting of Euro 2008. Our lessons are in turn being shared with others. In 2008 the Brazilian Federal Minister of Tourism invited Dr Platzky to share lessons from our 2010 FWC preparations. In 2009 the Sao Paulo Legislature invited her to address Brazilian federal, state and municipal politicians, officials, select service providers and the media on preparations for their 2014 FWC. Brazilian politicians and officials also visited the Western Cape during the FIFA Confederations Cup in June 2009, the Final Draw in December 2009 and during 2010. Dr Platzky was invited to address a 2014 FWC preparatory conference organised by the Konrad Adenauer Stiftung in November 2010 in Rio de Janeiro and also attended Soccerex Brazil where she participated in the 2010 FWC Host Cities panel.

1. Introduction 1.7

Legacy areas

Over the last few years, the focus has been on the positive legacies which the hosting of a mega-event can leave. This is particularly the case as South Africa is a developing country with high levels of poverty and unemployment. While hosting the 2010 FWC could not be expected to impact on the eradication of poverty in South Africa, planning for such a megaevent cannot occur in isolation of these problems and positive legacies must be explicitly planned for.

24

This report reflects on the PGWC's planning and implementation of the 2010 FWC in terms of the 2006 Strategic Plan, highlighting the sustainable development, project management (good governance) and proactive communication approaches as well as achievements and challenges on the road to 2010, with particular focus on the following legacy areas: Economic (including Infrastructure and Transport), Environmental, Health, Safety and Security, Social and Disaster Management. The City of Cape Town has prepared a 'Close-out' operational report reflecting on their role as a Host City.

2.

Economic Legacy

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“ Cape Town has been the President's favourite. The City really put on a show. Heads of state who accompanied the President have also been impressed. The President was impressed by the way in which Cape Town prepared for and managed the tournament.

“

President Zuma's spokesperson Vincent Magwenya, 7 July 2010

2. 2.1

Economic Legacy Overview

Primary Objectives: ? Host semi-final, other matches and events successfully ? Maximise public benefit and lasting legacy through economic opportunities ? Promote a desirable destination for tourism, trade and investment ? Spread benefits beyond the City to the rest of the Western Cape

26

Highlights: ? Upgraded and new infrastructure (stadia, airports, railway stations, roads, public transport, sports facilities, hotels) ? Skills and training development, LED and entrepreneurial opportunities, investment and film-making opportunities, improved Tourism Safety and Support Programme, Craft Sector exposure, fuel efficient driving lessons ? Improved destination marketing efforts with the latest technological trends ? Improved private sector partnerships through business events ? Youth employment opportunities ? Proactive PR, improved media management and positive destination coverage

2.2

Introduction

Hosting a sport mega-event such as the 2010 FWC had the potential to contribute to the local economy in three ways. Firstly, there was the preparatory activity such as the construction of stadia; secondly, the event itself and the impact of large numbers of tourists; and thirdly, the legacy and long-term impact of the tournament due to a changed perception of the host economy and the potential for tourism, trade and investment. During the event, the hospitality and

8

related services sectors enjoyed heavy demand (in a traditionally quiet tourist season in South Africa) with additional intangible benefits from experiencing the tournament. In the longer run, the economy stands to benefit from improved confidence at home and an enhanced image internationally following very extensive media coverage as well as the impression made on thousands of visiting fans8. The Strategic Plan (as adopted by Mayco and the PGWC in 2006) identifies the two-prong approach the Western Cape took to ensuring economic development for the 2010 FWC which was focused on new infrastructure for the event and for the longer-term as well as on the promotion of economic opportunities for locals as far as possible. The following sections of the economic legacy chapter examine how the Western Cape in preparation for the tournament, identified ways to maximise public benefit and lasting legacy through infrastructure developments and economic opportunities.

2.3

Infrastructure development

South Africa has always viewed the hosting of the 2010 FWC not as an end in itself, but as a catalyst for development with benefits to be felt long after the tournament. The tournament had the ability to accelerate public and private sector investment in much needed infrastructure development and upgrades. Since 2005 the national government has spent just over R33 billion on transportation improvements and upgrades (railways, roads, airports, and ports of entry), telecommunications infrastructure, as well as stadia with the building of six new ones and upgrading another four. The R11.7 billion investment in 10 world-class stadia alone created 66 000 new construction jobs, generating R7.4 billion in wages, with R2.2 billion going to lowincome households and therefore contributing to a reduction in poverty. Though stadia have been the

Bureau for Economic Research. 2010. The home team scores! A first assessment of the economic impact of World Cup 2010, (10).

most visible part of tournament-related expenditure, the lion's share of the expenditure has gone into transportation and telecommunications infrastructure, and the renovations of ports of entry for visitors. The government spent R13 billion to upgrade train stations near stadia; improve roads and the massive facelift of the country's airports. Ports of entry received R3.5 billion for renovations, including improved information technology infrastructure equipment at borders. Some R1.5 billion has been invested in broadcast technology, much of which was used for broadband internet access. This technology

almost 1 200 artisans received training from the contractors15. During the tournament, a total of 507 332 spectators attended the eight matches of the 2010 FWC including a semi-final which accrued over R13 million in food and beverage sales16.

R4.4 billion Cape Town Stadium11 in Green Point, the

The PGWC and CoCT worked closely on what the best options would be for both development and future opportunities of the Western Cape through the 2010 FWC. The construction of the Cape Town Stadium and upgrade of the Green Point Common were seen as catalytic for province and city-wide growth to further attract visitors and tourists, investment, job creation and opening a multitude of new opportunities for sporting, leisure and entertainment events on a scale not yet seen in the city. The new Stadium was a 68 000-seater for the purpose of the tournament and has now been reduced to a 55 000-seater, all-weather, multipurpose, environmentally sustainable, modern, technologically advanced, world-class Stadium giving expression to the 'African Renaissance Stadium' between Table Mountain and the Atlantic

R400 million upgrade of Athlone Stadium12 and the

Ocean at the southern tip of Africa17.

will remain an asset to this country for years to come9. In Cape Town alone approximately R14.5 billion was spent on infrastructure development in preparation for the tournament10. 2.3.1 Facility Investments and Upgrades In the Western Cape, the big projects delivered on time despite negative media coverage ahead of the tournament on South Africa's unpreparedness included facility investment projects such as the

R54 million upgrade of Philippi Stadium13 not forgetting additional upgrades of sporting facilities across the Province some of which are mentioned later. These infrastructure upgrades contributed to job creation in the construction sector and accounted for thousands of jobs across the country, helping to cushion unskilled and semi-skilled workers from the global recession14. During the construction of the Cape Town Stadium more than 2 500 workers were employed on site and 9

The 80 hectares of the Green Point Common (Green Point Urban Park) has been transformed to become a 'People's Park', similar to the internationally-known Hyde Park in London and Central Park in New York. The new Park is set to become a major Cape Town feature. An integrated plan has established a worldclass Urban Park, catering for events, sports, heritage, leisure, and relaxation in a landscaped space with indigenous trees, gardens and water features. Attention has been paid to heritage aspects

Government Communication and Information Systems. 2010. Government assessment of the 2010 FIFA World Cup™. http://www.srsa.gov.za/MediaLib/Home/DocumentLibrary/2010-facts-post-event.pdf [19 November 2010].

10

City of Cape Town. 2010d. The final whistle: Friday 16 July 2010. http://www.capetown.gov.za/en/FIFA2010/Newsandmedia/Pages/TheFinalWhistleFriday16July2010.aspx [22 November 2010].

11

SAStadiums.com. 2010. Cape Town Stadium. http://www.sastadiums.com/capetownstadium/ [23 November 2010].

12

2010 FWC benefits fact sheet. March 2010 [unpublished].

13

Provincial Government of the Western Cape. Department of the Premier. 2010e. Philippi Stadium update to Standing Committee [unpublished].

14

Platzky, L. 2010a. Draft chapter: “Reflecting on the 2010 FIFA World Cup™ strategic plan for Cape Town and the Western Cape Province” [unpublished].

15


16

Sail Stadefrance Operating Company. 2010. Ratepayers meeting 10 August 2010 [Powerpoint Presentation].

17

Provincial Government of the Western Cape and City of Cape Town. ([email protected]) 2006. Province and City welcome 2010 stadium announcement. E-mail to M Salie ([email protected]) [2 December 2010].

18


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2.

Economic Legacy

of the site and development18. A conceptual plan for an Eco Centre in the Park has been developed which will promote sustainable lifestyles19 and healthy recreational spaces. The improvement and better use of the Park and Stadium have been under discussion and consultation for some years and the hosting of the 2010 FWC has assisted in accelerating the project in the context of the biggest sporting event in the world. The 2010 FWC was successful and focused collective energies on presenting the best to the international soccer playing community. The Park and Stadium form a cohesive entity which will benefit all in many different ways. They will be a long-term resource and a platform for future event possibilities20.

28

Spectator quotes on the Cape Town Stadium:

“Have you seen the inside of Cape Town Stadium? It is magnificent” – Arthur van Zyl “@ Cape Town Stadium for the Netherlands Cameroon game, I'm so excited!” – Skye Grove “Cape Town Stadium is a stadium to be proud of. Best in the world” – Tiaan le Roux

The Athlone (owned and managed by the CoCT) and Philippi Stadia (owned by the PGWC) were used as Venue Specific Training Sites (VSTS) for the tournament and were handed over to FIFA in June 2010. Portugal and the Netherlands trained at Athlone Stadium21, while the Uruguay team used Philippi Stadium twice for training during the tournament. Athlone Stadium's facelift included a pitch upgrade, an increase in spectator capacity and improved team and media facilities22. Located in one of the poorest communities of the Cape Flats, Philippi is home to the highest number of amateur football players in the country and was seen as the ideal location for a much needed facility upgrade and investment. The Stadium was upgraded to a 3 000-seater and included new media facilities, improvements to stadium infrastructure such as changing room upgrades, the installation of turnstiles and modern energy-efficient floodlights as part of the 2010 FWC Green Goal Carbon Mitigation Strategy. Successfully upgraded to comply with FIFA requirements as a VSTS, the facility also boasts a new world-class pitch that complies with FIFA requirements and is currently being maintained to world-class FIFA standards. Expertise in pitch maintenance was developed locally as three workers from Philippi underwent training in pitch maintenance and are now employed on site. During the upgrade 175 jobs were created for locals. Some key events hosted at the Philippi Stadium in 2010 include: ? The official opening on 22

“Cape Town Stadium makes me proud to be South African” – Bianca Caywood “Excited for the upcoming events at Cape Town Stadium” – Sara Anne Gray (via Twitter)

nd

March 2010 with a local U19 boys football match between the Western Cape Sport School and the Greater Philippi Team followed by a legends match between Ajax Cape Town and Engen Santos.

? On Youth Day 16

th

June 2010, FIFA hosted a soccer coaching clinic for girls' and boys' soccer teams in Philippi. This event was coordinated by the 2010 Unit DotP in partnership with the Local

19

Arendse, G. 2010. Interview with environmental legacy representative on the Technical Steering Committee on 19 August 2010, Cape Town.

20


21

Portugal and Netherlands training at Athlone Stadium. 2010. http://www.leadershiponline.co.za/articles/sports/699 [22 January 2011].

22


Football Association and the Philippi Development Forum. th

th

? On 5 and 7 July 2010 the Uruguay team trained

at Philippi Stadium. Media were well catered for and the events ran flawlessly gaining positive media coverage on both days. ? On 22

nd

September 2010 Cape Town's latest addition to the Premier Soccer League (PSL), Vasco da Gama FC played Johannesburg's Bidvest Wits beating them 2-0, being Vasco's first-ever PSL win. th

? On 15 November 2010 Bafana Bafana hosted a

training session at the stadium which saw approximately 2 000 locals attending the session. One of the key challenges faced when the initial decision was made to upgrade the facility, was to ensure that the capital injection for the upgrade would result in social and economic benefits for the Cape Flats in general and for the local Philippi community in particular. ChipCor Construction (Pty) Ltd, a township-based BEE company was officially appointed as the tenant in August 2010 and is responsible for maintaining the world-class stadium infrastructure and pitch for televised PSL matches, as well as for implementing youth football development programmes for girls and boys. The Stadium is welllocated near the long distance bus terminus and Philippi Railway Station, the 2nd busiest station in the Metro. It is easily accessible by public transport and geographically central in Cape Town. With this in mind, the PGWC continues to provide on-going support to ChipCor in order to achieve long-term sustainability of the Stadium. A more comprehensive report submitted to the PGWC Standing Committee on 5th November 2010 is attached as Addendum 1. Benefits 'Beyond the City' was an objective of the Provincial Government. Amongst the tangible benefits are the road upgrades in the Eden District (Knysna and George) and sport facility upgrades (the Outeniqua and Loerie Park Stadia for the Eden Team

Base Camps). Artificial pitches are being established in Beaufort West, Llwandle and Worcester. In 2010 FNB partnered with the George Municipality to provide an artificial pitch in Lawaaikamp. Settlements as remote as Bitterfontein near the border with the Northern Cape have benefited from facility upgrades23. To ensure the long-term sustainability of sports facilities, PGWC is cognizant that there needs to be a gradual shift from facility provision to effective management and community involvement. It has embarked on a Sport and Recreation Facilities Audit which identified all sports facilities in the Province and has developed a spatially enabled facilities planning tool. The 2010 Unit DotP and Department of Cultural Affairs and Sport are steering the project and engaging with municipalities to ensure buy-in and commitment to the project and using the tool. 2.3.2 Transport Networks and Systems The South African government identified public transport as the key legacy project for the 2010 FWC. Over the past few years, a major capital injection into transport-related infrastructure and operations began to produce some important results. Investment in the sector paid off, helping the country to rise to the challenge. Millions of fans travelled around a country three times the size of Germany, primarily through public transport, mainly trains, buses and taxis without reports of major incidents. As part of preparations for the tournament, government upgraded road and rail infrastructure, airports and introduced new systems such as the Bus Rapid Transit System (BRT) in Johannesburg and the Integrated Rapid Transport System (IRT) in Cape Town. Transport upgrades developed for the 2010 FWC form part of the lasting legacy that will be enjoyed by generations of South Africans for many decades, long after the tournament24. In the Western Cape railway stations, Cape Town International Airport (CTIA) and the City's public transport system benefited from just over R4.2 billion investment in upgrades ahead of the 2010 tournament. Economic

23


24


25


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2.

Economic Legacy

opportunities were created through purchasing of local goods and services, raising of skill levels and the creation of marketing opportunities25.

up by 8%. The overall increase in arrivals to Cape Town by air for the period of the tournament was up by 11% year-on-year. During this period, the airport's busiest day was 7th July, when just under 27 000

30

The PGWC spent more than R1 billion on new roads, upgrades and beautification projects which included amongst others a contribution to the Hospital Bend Pre-selection Project, the Koeberg Interchange upgrade on the N2 and N1 respectively, Table Bay Boulevard upgrades, N2 eastbound rehabilitation and the Broadlands and Sir Lowry's Road trunk road upgrades. Beyond the City was the upgrade of the White Bridge over the Knysna Lagoon in the Southern Cape which amounted to R120 million and links Knysna to the N2 by-pass, as well as providing for non-motorised transport. These projects contributed to 1 986 jobs of which 184 were for women and 803 youth, 40% of which formed part of the Extended Public Works Programme (EPWP). Although not all these projects were specifically for the 2010 FWC, resources were availed to accelerate developments which had been scheduled to take place anyway.

passengers were processed28. Overall growth for both domestic and international movements during this period was 12.18% (Domestic = 9.56% and International = 21.96%)29. It should be noted that the usual domestic business and leisure travel during June/July was reduced, owing to the decision of business and local tourists not to travel during the tournament unless necessary. This is known as the displacement effect of a mega-event. Beyond the City, George Airport received upgrades to its runway with additional improvements to its existing car hire facilities30 and saw an average of just over 18 000 arrivals during the tournament31. The French, Danish and Japanese teams arrived in the country on 5th and 6th June at the George Airport before proceeding to their Team Base Camps in George and Knysna. Cape Town Station was upgraded at a cost of R480

R1.5 billion was spent on upgrading the CTIA26 which included the new Central Terminal Building, additional parking capacity of 4 000 bays, upgrades to the internal road networks for improved efficiency and traffic flow, and additional aircraft parking stands27. Just over 3 000 people were employed during this construction process. Reflecting on the extended 2010 FWC window of 11th June to 16th July, CTIA reported that the number of international arrivals in Cape Town was up 24% on the same period in 2009. This was due largely to the increase in chartered flights over and above the usual international flight schedule. Domestic arrivals were

26

million32. The upgrade is part of PRASA's three year, R25 billion transport upgrade plan. The Station's extensive renovation was aimed at creating a worldclass transport hub for 2010 and beyond. The remodelling included substantial upgrades to the existing building, the relocation of the long-distance bus facilities and improvements to formal and informal trading spaces. The new concourse and ticket counters, the new food court, offices and ablution facilities were ready and operational in time for the 2010 FWC. All other planned upgrades to the Station will be completed by 2012.


27


28

Cape Town Tourism. 2010. Tourism industry positive about the impact of the World Cup on future tourism growth in Cape Town [21 July 2010].

29

Airports Company of South Africa. ([email protected]). 2010a. Cape Town International Airport. Growth for domestic and international movements. Email to M Salie ([email protected]) [24 January 2010].

30


31

Airports Company of South Africa. ([email protected]). 2010b. George airport traffic. E-mail to M Salie ([email protected]) [24 November 2010].

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In addition to Cape Town Station, new stations were constructed in Khayelitsha and Windermere, and 25 stations underwent general maintenance and repairs totalling approximately R32 million33. During the tournament, Metrorail reported to have completed

the Cape Town Stadium are currently operational for large events at the stadium36.

2.4

Economic Opportunities

more than one million passenger journeys34. Just over 4 000 jobs were created during this period35. Similar to the road projects, upgrades to the Cape Town Station amongst others were not specifically for the 2010 FWC; resources were availed to accelerate developments which had been scheduled to take place anyway. A distinct connection has been made between the Station as a transport hub and other modes of transport specifically pedestrian walkways and bicycle lanes to the rest of the City. During the 2010 FWC over 500 000 visitors and locals accessed the Fan Walk in this way. Since the tournament the Fan Walk has been reactivated on major event days at the Cape Town Stadium. Further improvements to public transport networks in the City included the MyCiTi Bus services which started operating just before the 2010 FWC. The service consists of an inner city loop, CTIA to City shuttle and stadium shuttle services on event days. This forms part of the overall public transport service vision for Cape Town and the tournament gave both locals and visitors an opportunity to experience these improved services. During the 2010 FWC period, MyCiTi buses transported over 12 000 passengers between the CTIA and the Civic Centre, over 135 000 passengers to and from Hertzog Boulevard Station and the Cape Town Stadium on the eight match days and over 13 000 people on the inner city loop. As part of the first phase of the permanent MyCiTi service, several permanent routes will make their way around Cape Town, starting with a trunk route on the R27 early in 2011. The MyCiTi/IRT service will eventually be extended across the city, with the full range of inner city feeders launched in the last quarter of 2011. Special shuttle services between the city centre and

34

The iKapa Growth and Development Strategy (GDS) recognised the 2010 FWC tournament as a major economic growth opportunity. As mentioned previously, 2010 FWC-related projects were aligned to the overall project objectives identified in the Strategic Plan of 2006. These objectives were centred on delivering a world-class event, whilst ensuring a positive development legacy, with increased investment, job creation, socio-economic development, improved infrastructure and social cohesion37. Stemming from the iKapa GDS, the 2006 Strategic Plan was geared at maximising economic opportunities in areas such as skills development and training, construction projects such as stadia and transport infrastructure, creating opportunities for new and existing SMME's, promoting trade and investment whilst creating exposure for sectors such as tourism and hospitality, wine, craft, broadcasting and film and media, to name a few. Local development was an integral part of the 2006 strategy. Much of the criticism of FIFA and its role; centred on the control of informal trade, rights protection and limited opportunities for small business. The approach taken by the Host City of Cape Town and the Province was to maximise the use of local human resources and materials. Examples range from the procurement of equipment for the FanJols, business opportunities for SMMEs such as those in the FanJols, along the Fan Walk and in the FIFA Fan Fest, to the use of local artists in all entertainment and décor. 2.4.1 Skills Development As part of the programme spearheaded by the national Department of Tourism, just over 1 900

City of Cape Town. 2010c. Speech by Executive Mayor, Alderman Dan Plato, at the full council meeting on 28 July 2010. http://www.capetown.gov.za/en/mayor/Documents/Plato%20speeches/Council%20meeting%20(28%20July%202010).pdf [November 2010].

35

Intersite. ([email protected]). 2010. Cape Town and other station upgrades employment figures. E-mail to M Salie ([email protected]) [30 September 2010].

36

City of Cape Town. 2010c. Speech by Executive Mayor, Alderman Dan Plato, at the full council meeting on 28 July 2010. http://www.capetown.gov.za/en/mayor/Documents/Plato%20speeches/Council%20meeting%20(28%20July%202010).pdf [November 2010].

37

Provincial Government of the Western Cape. 2008. iKapa elihlumayo Western Cape growth and development strategy summary. Cape Town: PGWC.

31

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Economic Legacy

delegates attended the Disney Customer Service Excellence Training. Coordinated by the Department of Economic Development and Tourism (DEDAT), workshops hosted in Cape Town, Winelands and Eden were aimed at building customer service capacity amongst tourism and hospitality frontline staff, including tour guides, accommodation establishment owners, meter taxi drivers, ACSA and Metrorail personnel. The SA Host training was focused on developing delegates working at 2010 FWC-related events such as FanJols, Team Base Camps, airports, media centres, etc. to become good hosts to visitors, both national and international. Delegates were trained in Cape Town, George and Mossel Bay. The SA Host training is a long-term project of the DEDAT and further resources will be allocated to ensure on-going capacity building. Furthermore, the Cape Craft and Design Institute (CCDI) hosted business readiness workshops for crafters which focused on assisting craft producers in preparing to engage with the market and prepare for the event38. The volunteer programme resulted in positive experiences for formerly unemployed people. Two hundred and fifty volunteers were trained and deployed in Districts (Team Base Camps, Media, Tourism and Information Centres and in the five FanJols). These volunteers were offered the same training as the FIFA and CoCT volunteers and the seamless coordination and management of the recruitment and training processes resulted in their high motivation and enthusiasm. Ninety-five percent of the volunteers were retained throughout the tournament. The legacy for local government is that they now have a database of trained volunteers to assist with future events and the young people have gained experience and confidence to aid them in job seeking39.

38

Digital Bootcamp Training courses were conducted to improve the skills of young persons with basic skills and know-how for working on location sets. This training created opportunities for them to be employed by production agencies during the 2010 FWC. Foreign agencies preferred working with local people as they were familiar with the destination. In the Eden District opportunities arose for Satellite and Electronic News Gathering (SENG) crew support at the media centres in George and Knysna. Some twenty Previously Disadvantaged Individuals (PDIs) were trained during this programme40. Wines of South Africa (WOSA) trained 1 300 young, largely unemployed, people to become sommeliers under the 'Fundi' programme which has been extremely positive in terms of international media coverage and relationships with government41. The new sommeliers were able to find temporary employment during the 2010 FWC and, as a result of their skill and some experience; they have found employment in hospitality42. Wine waiter training to support the local hospitality industry took place until the end of 2010. In addition, the finals of the Sommelier World Cup, involving 12 nations from Europe, North America and Korea were held in Paarl on 16th October 2010. The competition was won by Christopher Bates from the USA. The Sommelier World Cup is targeted at a highly influential group of people who serve as the gateway to diners for South African wines in the world's top restaurants and hotels. 2.4.2 SMME Opportunities Engagement with Small Medium and Micro Enterprises (SMMEs) was focused on creating a platform for exposure in addition to improving and increasing preparedness in local economic opportunities associated with the 2010 FWC. Tools

Provincial Government of the Western Cape. Department of Economic Development and Tourism. 2010. Economic development 10/11 financial projects for the 2010 FIFA World Cup™ in the Department of Economic Development and Tourism (DEDAT), Cape Town Routes Unlimited (CTRU), the Cape Film Commission (CFC), the Cape Craft and Design Institute (CCDI) and Wesgro [unpublished].

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such as the RED Door 2010 FWC Handbook were developed to provide information to entrepreneurs about doing business in the 2010 FWC context. Small Business Week was used as an opportunity to strengthen the Western Cape and Cape Town as a 'home for great events' on an international, national and local level through marketing. Efforts were also placed on raising awareness on 2010 FWC business opportunities and furthermore using the event to promote the Province for trade, investment and tourism43. The RED Door Centres were utilised as information spaces and for sharing opportunities such as how to start a business and accessing financial and nonfinancial support. Staff throughout the Province received training focused on 'Linking the 2010 FWC and Local Economic Development (LED)' which equipped them to address 2010-related queries. The RED Trading Spaces Initiative was aimed at identifying economic opportunities relative to the 2010 FWC. Support was granted to municipalities within towns where the Team Base Camps, training venues, FanJols, 2010-linked festivals and public events were located. Even beyond the Host City every effort was placed on sourcing local service suppliers, vendors and volunteers to work at the provincial FanJols. The main intention was to ensure that economic opportunities arising from these events were successfully harnessed to ensure that local entrepreneurs and businesses could capitalise on space for trade44. The 2010 Unit DotP commissioned an SMME Study of the impact of the 2010 FWC on SMME's particularly in the FanJol towns. This study's main objective was to assess whether SMMEs in the Western Cape had benefited from the tournament;

had they been able to link their business with national and international markets to enhance links for sustainability. It was hoped that the result of the study would show that the tournament had created opportunities to improve the future prospects of SMMEs in the Western Cape. The study was carried out between September and December 2010 with SMMEs in Hermanus, Caledon, Bredasdorp, Oudtshoorn, Calitzdorp, Worcester and Vredenburg. The choice of these towns was deliberate to assess the impact on some outlying areas of the Western Cape thus supplementing the impact study conducted by the DEDAT45. 2.4.3 Sector Profiling and Promotion The CCDI researched the potential fan market two years before the event and then engaged with their network of approximately 1 528 crafters to inform them on FIFA rights protection, as well as fan preferences. The result was that local crafters created unique and attractive handmade products such as beaded replicas of stadia, vuvuzelas made from kelp which had been collected on local beaches, beautifully decorated accessories and sold even in the FIFA controlled Fan Fest on the Grand Parade, as a result of successful negotiations with FIFA. Such initiatives were not only important for sales during the tournament but assisted crafters to become more competitive in the long run46. Along the Fan Walk crafters were accommodated in colourful kiosks to sell their wares and contributed to the overall excitement of the Fan Walk which evolved into an attraction in itself. At the Fan Walk 16 producers traded over the eight Cape Town match days with 261 producers trading at the Fan Fest for the entire tournament. Craft sales amounted to R587 460 (Fan Fest and Fan Walk). A Cape Creative Exhibition was staged in Green Point which saw 82 crafters

43


44


45

Provincial Government of the Western Cape. Department of the Premier. 2010f. Report of the impact study of 2010 FIFA World Cup South Africa™ on SMMEs in the Western Cape [unpublished].

46


33

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Economic Legacy

showcasing their work and another six sculptors47 had their work placed throughout the city resulting in increased exposure and opportunities for repeated business.

34

The hosting of international broadcasters provided the ideal opportunity to reposition and re-focus destination marketing for film with international media and broadcasters. The Cape Film Commission (CFC) utilised the presence of international media and broadcasters to facilitate a makeover and new image for the Western Cape as a film industry destination. In addition, the CFC also contributed to positive content development for the media, whilst engaging with and hosting them. Events, such as the World Broadcasters' Meeting, leading up to the tournament were used as a platform. Lead content was provided for several broadcasters such as O Globo TV, BBC News, BBC Radio, BBC World, TF1, SABC, ENews, Eyewitness News etc., and approximately 30-40 live feeds out of the Western Cape across the globe were aired by international broadcasters on a daily basis. Several briefings and industry facility tours were hosted for broadcasters and input was also given into content development protocols. Various services such as equipment, catering, technical support and services as well as location services were provided to broadcasters. The BBC declared their studio on the roof of Somerset Hospital as the best ever at an international event and was visited by VIPs including MEC Alan Winde and 2010 CEO, Danny Jordaan. The Western Cape now also has a location and media database which is available at www.locationscapetown.com, which provides assistance to film houses in selecting the ideal locations for filming; the website has already been extensively used as a reference point for

abroad. According to WOSA for the most part there has been a marked increase in sales volumes amongst those countries with a high level of interest in soccer. For the six months to the end of June 2010, the volumes of packaged wines exported to Germany rose by an impressive 50%. To the USA, which interestingly bought more tickets to attend the games than any other foreign country, exports increased 32% for the period. Canada, Finland and Belgium all showed double-digit volume growth. So did the Republic of Ireland. Other exciting developments have been a 33% growth in wine exports to Japan, and a more than doubling of sales to both the United Arab Emirates and China, albeit off a smaller base. Even to competitor countries such as France, New Zealand and Australia, sales were up. The impact of the tournament had not only been confined to sales abroad. Some producers had reported excellent domestic sales too with some wholesalers reporting double-digit growth in sales directed to the local hospitality sector, when compared with the same period a year ago. This was at a time when the industry worldwide had seen a significant fall-off in sales through licensed establishments. The tournament had brought many intangible benefits, such as the raised visibility for South Africa and its wines and the likely increase in tourism to the Cape that would in all probability translate into future growth in wine exports (which, importantly contributes to jobs in rural areas).

broadcasters48.

Improved and environmentally friendly driving methods were promoted through eco-efficient driving lessons offered to 20 metered taxi drivers and officials from the Metered Taxi Association. This course has been presented to the national Department of Transport to be considered as a module of the compulsory professional driver unit

The South African wine industry received a boost with an increase in wine sales both in South Africa and

standard49. The Dutch Consulate General in Cape Town sponsored and launched three orange cycle cabs in Cape Town in January 2010. Cycle Cabs is a

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49

Arendse, G. 2010. Interview with environmental legacy representative on the Technical Steering Committee on 19 August 2010, Cape Town.

project that aims to alleviate poverty through the empowerment of cycle cab riders. Training is provided to the riders, covering bicycle taxi operating, Cape Town Tourism site guiding, learner driver licenses, bicycle maintenance and general cycling skills50. Socially uplifting and environmentally friendly projects such as K.E.L.P. (Kelp Environmental Learning Project) were supported with the purchase of numerous kelp vuvuzelas. These beautifully decorated pieces were handed to visiting teams and used as corporate gifts for both local and international visitors. Wine bags produced by Khayelitsha women were used at countdown events such as the Final Draw as well as at international conferences such as the World Broadcasters' Meeting in December 2009 and the Broadcasters' Meeting in March 2010. Recruited through Township Patterns, these women were offered a learning and skills improvement opportunity through the manufacturing of the wine bags. 2.4.4 Tourism, Trade and Investment A short, medium and long-term view of the 2010 FWC as a platform for marketing the City and Province for economic growth and job creation was the focus of tourism, trade and investment promotion. Practical and direct examples of this marketing included the promotion of the Western Cape for Base Camps for the visiting teams. International marketing of Team Base Camp opportunities began in 2008 when the first publication was launched at the Euro Cup in Vienna. Since then, a second edition was produced and it is still being used in football and tourism circles as a reference document for teams looking for warm training sites during the European winter. The three teams which eventually located themselves in the Eden District of the Western Cape – in Knysna (France, Denmark) and in George (Japan) brought a number of benefits, including the upgrade of training facilities as community and sport legacy, as well as

the potential for increased visitor numbers and experiences beyond the City over the long-run51. Concerted efforts went into profiling Cape Town and the Western Cape as a desirable destination to deepen existing markets and access new ones. Cape Town Tourism (CTT) and Cape Town Routes Unlimited (CTRU) were at the forefront of tourism promotion for the City and the Province and ran numerous proactive campaigns engaging with visitors and media using both traditional and the latest technological trends. Immediately after the tournament CTT published the findings of their weekly tourism industry surveys which were conducted during the tournament and were aimed at assessing the 2010 FWC visitor footprint, behaviours, choices and trends from week to week and simultaneously to gauge industry attitudes towards the tournament. Cape Town Routes Unlimited also conducted a 2010 Visitor Tracking Survey which focused on source markets, tourist spend, accommodation, regions visited, attractions and so forth. Both reports are attached as Addendum 252. Cape Town Routes Unlimited introduced its 2010 FWC marketing campaign at the Tourism Indaba, which showcased six themed itineraries for football travellers. Beyond the 90 Minutes (B90M), a 2010 tourism marketing campaign driven by CTRU was devised to inspire 2010 travellers to experience the destination's abundant, beautiful and diverse tourism offerings before, between and after football matches. It also sought to motivate non-football visitors and locals to join in the 2010 vibe and to explore as much of the city and province's tourism offerings. The campaign's most impactful component was its documentary-style short videos featuring 40 fan ambassadors from 18 countries and speaking a total of 12 languages, taking road trips across the province. These fun road trips were captured and posted on CTRU's YouTube channel. In another

50


51


52

Cape Town Routes Unlimited. 2010. 2010 FIFA world cup™ statistics – Cape Town & Western Cape [unpublished].

35

2.

Economic Legacy

innovative development, authentic local destination storytellers were selected from across the province, to bring the destination to life by telling their stories via various media platforms, events and public platforms.

36

CTRU was also involved in the following 2010 related activities: ? Reproduction of the B90M tourist map in six different languages; with translations for electronic versions in six FIFA languages (six foreign languages are also available on the website), ? Production of a B90M Route planner and a 2010 Media voucher booklet, ? 2010 Media Centres (V&A Waterfront World Media and Legacy Centre, Cape Town Stadium and the City Hall) as well as 2010 Information kiosks (CTIA, Cape Town Stadium and the City Hall), ? Building a relationship with CCTV5 China Sports Channel on which the B90M itinerary was aired as well as B90M storytellers and fan ambassadors, ? Webisodes, which were completed in six languages and distributed to various media channels, including SAA's In-flight viewing on domestic and international flights, ? Joint Marketing Agreements (JMA's) with Brazil Tourism, CWDM and Riebeek Cellars Ltd on Casa “Little Brazil”. This included “home from home” activation at Sea Point Civic Centre during World Cup matches and an initiative to promote the province's regions to Brazil tourists. The combined estimated media value was R 22, 000,000, ? JMA's were also entered into for the Budhouse Joint Venture and Hostival Partnership (mobile hostels), for which CTRU was the host destination partner: o For Budhouse destination footage was aired during the reality-based TV series and the 2010 Diski Clip was viewed over 900 000

53

times. Estimated Media Value: R 9, 500, 000, For the Hostival Partnership, CTRU in conjunction with AAA Shuttle & Tours also provided the party travel desks at the Hostival site in Cape Town for the 2010 FWC. Estimated Media Value: R 3, 500, 000, ? Production and dissemination of a 2010 newsletter aimed at informing community members, tourism product owners and the general industry about the latest 2010 developments, ? 2010 marketing material containing key football messages were distributed at domestic and international marketing platforms, ? Tourism Gateway Centres which serve as distribution channels for tourism information in general, but which during the World Cup provided 2010 information, including official programmes and rosters and maps to stadiums, and about the availability of accommodation. Touch screens at these Gateway Centres also relayed 2010related information, and ? CTRU's Website hosted YOUTUBE video clips and live streaming of a collection of film footage from towns and regions. The Facebook and Twitter groups that were launched have been showing consistent growth in membership. o

Media exposure was particularly important with more than 400 members of the media visiting the Southern Cape (Eden District). Japanese TV channels sent hundreds of staff to cover their team's progress. The Japanese, French and Danish media were exposed to the beauties of the Eden District. One outcome is sure to be Japanese golfers visiting the many golf estates over the next decade53. Cape Town and the Western Cape were shown on TV screens all over the world, viewed by billions. The strategy was to introduce the Western Cape to new markets abroad. Countries as diverse as Chile, Mexico, South Korea, Slovenia and Algeria are


relatively untouched markets for South Africa and the 2010 FWC offered the opportunity to showcase tourism, exports and investment prospects as they were participants in the FWC. Furthermore, established markets such as Germany and the UK viewed a fresh perspective on South Africa's capabilities. The single most important visual contribution to profiling beauty and excellence was the location of the BBC studios on the roof of Somerset Hospital, overlooking the Cape Town Stadium, with spectacular views of Table Mountain, the V&A Waterfront and Robben Island54. The tournament also provided an opportunity for the Western Cape to enhance existing programmes such as the Tourism Safety and Support Programme (TSS) and the Liquor Board Regulations. Established a decade ago the TSS aims to provide support to tourists who become victims of crime. The TSS ensured efficient and effective liaison with primary response teams (ProvJOC, SAPS, Emergency Medical Services), and logistical support structures (e.g. Embassies/Consulates, relatives, accommodation establishments). Seventy-three incidents were reported during the tournament, 59 minor and 14 major e.g. a young US tourist who fell to his death on Table Mountain. The DEDAT collaborated with the Southern Africa Tourism Services Association's (SATSA) Tourism Safety Initiative and SAPS to improve information for reporting. In addition to the existing capacity, a further two TSS representatives were employed for the months of May, June and July to assist with increased dedicated capacity, visibility and responsiveness. The regional representatives monitored the Cape Metropole (with the closer Winelands, West Coast and Overberg regions included) and Southern Cape regions. They worked closely with the Department of Community Safety on safety issues and were kept abreast on 2010 preparation requirements, by the 2010 Unit DotP.

Tourism safety and support plays a significant role in the growth and sustainability of a destination, specifically in how the destination is perceived; they remain key focus areas during normal operations. A Travellers' Tips Safety booklet was developed and translated into German, French, Portuguese and Spanish. Forty thousand hand-outs were distributed at the Tourism Gateways, CTT, CTIA, along the Eden District and at major tourism attractions to create awareness of safety and how to report crime. A TSS 2010 FWC Report has been attached as Addendum 3. The Liquor Board processed 15 special licences in and around the Cape Town Stadium, the FIFA Fan Fest and various FanJols throughout the Province. A total revenue of R105 000 was collected. Regular inspections were carried out to ensure compliance with liquor licence regulations55.

37 As a flourishing business destination, the Western Cape has over the last couple of years managed to secure high profile events and business to the Province which says much about the competence and potential of its people. We offer more than business with our breath taking attractions, improved infrastructure and accessibility, not forgetting our friendly people. Building on this, corporate fans were afforded creative spaces for doing business and networking during the 2010 FWC. Connect'd Cape Town, a 'virtual business network', enabled local and international business people to connect with each other and do business. Events such as the 2010 FWC and future events will be used to build this virtual network to enhance business relationships. At the Cape Town International Convention Centre (CTICC) a physical space was made available during the tournament and in the future will continue to act as a networking hub for business people coming to Cape Town for events. This multi-stakeholder collaboration between Accelerate Cape Town and Wesgro aims to bring stakeholders together in Cape Town to develop

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Economic Legacy

and implement a long-term vision for sustainable and inclusive economic growth. They hosted Business Breakfasts to promote trade and investment during the tournament. Major business owners were invited through networks from the Cape Town Regional Chamber of Commerce and Industry, Wesgro, Accelerate Cape Town and international Embassies and Consulates in the City. A conscious decision was made not to buy match tickets for VIPs; instead these breakfasts were an opportunity to invite VIPs as guest speakers. However initial planning proved challenging as it was difficult to predict which VIPs would be in town, particularly in the later rounds of the tournament. In 2009 events such as the World Economic Forum and the Final Draw and Soiree were hosted in Cape Town and strengthened the important view that we were ready to host the world in 2010. The televised

38

success of the Final Draw in Cape Town on 4th December 2009 further enhanced readiness messages. Thousands of VIPs descended on the City to attend the Draw in which the eight groups for the 2010 FWC were decided. The CEO of the 2010 FWC OC Danny Jordaan, mentioned that the success of the Final Draw proved that South Africa could deliver on the promise of hosting a world-class event. He went on further saying “We promised the country a spectacular and world-class event and we delivered on that promise. It was a great celebration of Africa which triggered a wave of passion and support on the streets of Cape Town, across South Africa and around the world.” Cape Town also showed the world just why it was dubbed the 'party capital' of the 2010 FWC. Thousands of revellers descended on Long Street to watch the Final Draw on five giant screens. Fans carrying flags and blowing vuvuzelas gathered in Long Street from early afternoon, and were entertained by numerous live acts, and even the visiting Miss World contestants. FIFA President Sepp Blatter officially launched the global FIFA Fan Fest programme earlier that day.

With perfect warm summer weather and Table Mountain towering in the background, the festival was Cape Town's showcase chance. Up to 18 000 were expected at the Long Street Festival, but nearly double that number had descended on the cordonedoff area by the time the Final Draw kicked-off resulting in officials having to restrict access. Surrounding streets were also soon filled and had to be closed off. The party continued long into the night, with over a quarter of a million people in the streets of central Cape Town over the night, giving Capetonians a taste of what to expect at the Fan Fest on the Grand Parade in 2010. The City was able to use the event to test its safety and security systems ahead of the tournament and showcase to an international audience how Cape Town would cope with large numbers of spectators in the city centre, and ensure a safe street revellers' experience. Fans in Long Street were glued to the big screens watching numerous celebrities and dignitaries arriving on the red carpet outside the CTICC56. The world watched both the FIFA spectacle at the CTICC and the people of Cape Town partying the warm December summer night away – in safety. 2.4.5 Media Engagement Media experience was very positive during the tournament, with many reports of how journalists were personally surprised and delighted with the level of sophistication and professionalism, not to mention the friendliness of South Africans and the natural beauty, which helped turn the negative image of the country (and continent) around. The shift in the media from negative to positive is critically important for longer-term confidence and legacy. Africa was no longer a 'single story' of disasters, dictatorships and conflict57. The shift focused on the soccer event as well as on other aspects of South Africa, with numerous journalists visiting Cape Town and the Western Cape from countries such as Brazil, Germany, China and the Netherlands even before the

56

City of Cape Town. 2010b. Final draw 'a celebration of Africa'. https://www.capetown.gov.za/en/FIFA2010/Newsandmedia/Pages/FinalDrawacelebrationofAfrica.aspx [November 2010].

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tournament. Media requests and enquires were also received from countries who were not drawn to play in Cape Town. The 2010 Unit DotP's media monitoring research study (January 2008-October 2010) analysed trends within national and local newspapers and identified contributing factors to the positive change in media coverage from before, during and immediately after the tournament. Part of the transversal strategy was to form a common platform for public sector agencies and entities to interact and to share information to improve communication with local and foreign media. The importance of single messaging was recognised from an early stage, so Cape Media Services (CMS) was formed in September 2008 and met regularly until the end of the tournament. Because member organisations found it a useful network, CMS will continue to meet on a quarterly basis or as the need arises. CMS comprises the CoCT, PGWC, Cape Town Partnership, CTRU, CTT, CFC, CTICC, Cape Town Stadium, CCDI, South Africa National Parks and Wesgro. Initially the CMS set out to offer international media assistance in sourcing local staff, film equipment and studio space. In line with the 2006 Strategic Plan, as much local talent, equipment and experience from the local film industry was utilised as possible, rather than international media simply importing all their requirements and leaving when the tournament was over. Over the two years CMS and the CFC succeeded in raising awareness of local capability as mentioned previously. Through providing information to international media, CMS partners cooperated to spread the good news about Cape Town and the Western Cape, for tourism, trade and long-term investment opportunities, both while media were present in the region, as well as giving them ideas for future stories. A comprehensive Host City Media Guide, covering the Province, was produced and is still used as it provides contact details and useful

58

story ideas. The partners worked long hours in shifts at the information desks at the media centres at Cape Town Stadium, the Cape Town City Hall and in George and Knysna, as well as maintaining a working relationship with private sector media centres such as the V&A Waterfront World Media and Legacy Centre. Local and international students were afforded an opportunity to work at the Cape Gateway information kiosk. Media response was excellent, with many members vowing to return to the country to explore further (with family and friends as well). All this background work over the years assisted in turning the image of (South) Africa around58. Another outcome is the ability to assist Brazil with the negative stories already being published and broadcasted on their readiness and crime statistics in the lead-up to the 2014 FWC. Beyond the City, the Eden Media Centres were well utilised by visiting journalists with over 300 media using the facilities (100 Japanese, 200 French, 40 Danish) some of whom also travelled to Cape Town and visited the media centre at the Stadium. At the team arrivals in George, over 100 media were present and were even granted tarmac access. With three Team Base Camps in Eden, it was critical for stakeholders to maintain a solid working relationship and the CMS worked well as a platform to foster transversal and intergovernmental relations. During the time leading up to, during and immediately after the tournament nine international media newsletters were produced, accompanied by five themed press conferences hosted during the tournament. At one of these conferences the results of the 'exit poll' conducted at the CTIA aimed at measuring perception and experience of the 2010 FWC was released. Fifty visitors were interviewed from 13 different countries. The results indicated that 98% of respondents would return to South Africa with their overall experience rated as 9.06 on a scale from 1-10, of which 10 was the highest. The perception of


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Economic Legacy

the destination was much more positive than upon arrival with 46% indicating that they viewed the destination as more positive than expected and 50% as much more positive than they had expected. Themed media tours were offered to all media ranging from a Cape Town Cuisine Experience with Coffeebeans Routes, Apartheid, Reconciliation and Township Visits, Community Craft, Music and Dance and the Best of the Cape with Green Cabs. All experiences made use of local SMMEs and provided media an opportunity to experience Cape Town beyond the borders. These proactive media engagements showed that media accommodation goes well beyond information provision. Personal interaction contributes to personal relationships, which can then be sustained even after the tournament, inviting media to return again and again to South Africa.

40 2.5

Conclusion

From Cape Town's brand new multi-functional international stadium, to improved infrastructure for roads, public transport including cycle and pedestrian networks in the City and beyond in towns such as Knysna, the positive legacy of the 2010 FWC is reality. National Government, in their assessment of the tournament, commended all members of the transport family, including those spread across the three spheres of government, in particular in Host Cities, and a range of parastatals in the aviation, rail and road sectors for their achievements during the 2010 FWC. Not forgetting the private sector public transport operators, local bus and coach operators and the often maligned minibus-taxi industry who all

Athlone and Philippi Stadia upgrades, with worldclass pitches, a widespread soccer culture and sport development will serve Cape Town's historically disadvantaged communities for decades to come. Public sector collaboration, in order to deliver excellence on time and within budget, was a major learning experience which can be translated into poverty eradication and development60. We are now also better positioned for economic growth to attract more events, business tourism, international sport tourism opportunities; our improved infrastructure for exports and investment is beneficial to growing the economy and creating more jobs. In the international community there is now greater awareness of our business opportunities, technology, skills and products which is beneficial to long-term trade and investment. Through exposure to an event of this magnitude, improved tourism preparedness and skills for hosting future major events, with a particular focus on a friendly service culture, is a long-term benefit. We are now better positioned as a place for business and leisure displayed through our innovation, skills and spirit forming critical ingredients for economic growth and improved quality of life.

came to the party and made the country proud59.

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Environmental Legacy

41

3. 3.1

Environmental Legacy Overview

Primary Objectives: ? Maximise public benefit and lasting legacy

through attention to environmental consequences ? Raising environmental awareness through the event ? Geographic spread of environmental responsibility and hosting 'green events' beyond City to the rest of the Western Cape

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Highlights: ? Learned from German 2006 FWC – Green Goal legacy carried over to South Africa ? FIFA invested less in environmental agenda for the 2010 FWC than for the 2006 FWC where they had signed commitments with the German Government ? Improved lifestyle and environmentally conscious interventions at key sights and structures such as stadia, dual-bins in the streets, solar water heaters, etc. ? Increased public awareness of the environment and efforts of protecting and conserving it ? GreenStaySA and Responsible Conduct Code ? Effective waste removal and separation systems ? Skills improvement ? Green Goal pavilion at FIFA Fan Fest drew approximately 15 000 people ? Green Goal principles incorporated into delivery of FanJols ? Excellent strategic planning and analytical reporting with assistance of partners Key Stakeholders: The Department of Environmental Affairs and Development Planning (DEADP), CoCT, 2010 FWC Organising Committee (OC), National Department of Environmental Affairs (DEA), Konrad Adenauer Stiftung (KAS), the Danish International Development Agency (DANIDA), SAPPI, South African Petroleum Industry Association

(SAPIA), British High Commission, Department of Environment, Food and Rural Affairs (DEFRA), Sustainable Energy Africa, and various other representatives from the private sector, civil society, environmental experts and NGOs.

3.2

Introduction

Mega-sport events such as the 2010 FWC have the potential for major environmental impacts. 'Event greening' is the process whereby events are organised in such a manner that they support sustainable development objectives. Deliberate management interventions can be introduced to reduce the use of scarce resources and improve the environment. As the international recognition of the importance of environmental sustainability is increasing, greening of major international events, such as the Olympic Games and the FWC has gained momentum61. For the first time in the history of world football environmental considerations (the Green Goal initiative) were placed on the agenda62 at the 2006 FWC held in Germany. The 2010 FWC embarked on a similar major event greening programme, which has its roots in the successful greening of the Olympic Games (Sydney 2000, Torino 2006 and Beijing 2008, and preparations for Vancouver 2010 and London 2012), the Commonwealth Games (Melbourne 2006) and the World Summit on Sustainable Development (WSSD Johannesburg 2002)63. The Host City Agreement between FIFA, the OC and the City, signed in March 2006 included the following commitment to environmental protection “The Host City undertakes to carry out its obligations and activities under this Agreement in a manner which embraces the concept of sustainable development that complies with applicable environmental legislation and serves to promote the protection of the environment. In particular, the concept of sustainable development

61

City of Cape Town. n.d. 2010 FIFA World Cup™ Host City Cape Town Green Goal Action Plan. Cape Town: CoCT.

62

City of Cape Town. 2009. 2010 FIFA World cup™ host city Cape Town green goal progress report. Cape Town: CoCT, September.

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shall include concerns for post-competition use of stadia and other facilities and infrastructure64.” To give effect to the Agreement, the CoCT and PGWC joint 2010 FWC Strategic and Business Plans included an Environmental Legacy component which was led by the Environmental Workstream. A list of high level themes and outcomes were identified that directed the greening of the event. The Business Plan also linked the 2010 FWC event greening programme with the CoCT's Integrated Metropolitan Environmental Policy (IMEP) 6 5 , Integrated Development Plan (IDP), PGWC iKapa GDS, National Strategy for Sustainable Development, WSSD Johannesburg Plan of Implementation and the United Nations Environment Programme's (UNEP) Urban Environmental Accords to which the CoCT is a signatory66. Without much support from FIFA, the Host Cities worked in partnership with the national Department of Environmental Affairs (DEA) and the OC to implement Green Goal 2010. The OC established an Environmental Forum, a sub-structure of the OC's Legacy Committee, to plan, co-ordinate and monitor national Greening 2010 activities. The Environmental Forum functioned as a steering committee where national Greening 2010 activities were planned, coordinated and monitored. It was co-ordinated and chaired by the OC representative, with support from DEA. The Environmental Forum brought together representatives from the OC, DEA, national and provincial government departments, the Department of Water Affairs, the nine host cities, and resource agencies such as the IUCN, UNEP, UNDP, and Indalo Yethu (a joint initiative of DEA and the Wildlife and Environment Society of South Africa (WESSA)) to promote environmental awareness and activism amongst South African communities, the business sector and government. The Host City of Cape Town served on this forum and established an Action Plan (sponsored by Konrad Adenauer Stiftung – KAS)

through a series of workshops which is further explained below. From as early as May 2006 Green Goal objectives were incorporated into the brief for the design of the Stadium in Green Point67. The main objectives for the Green Goal 2010 Programme were to: ? Mitigate negative environmental impacts, ? Mainstream sustainability considerations in preparation for the 2010 FWC, ? Position South Africa/Western Cape/Cape Town as responsible hosts of the tournament, and ? Leave a positive environmental legacy. In addition, the following secondary objectives were developed, to: ? Consume scarce resources sparingly, ? Minimise waste, ? Raise environmental awareness, ? Mitigate the event's carbon footprint, ? Practice responsible tourism, and ? Construct infrastructure with future generations in mind. Mr Gottlieb Arendse and Mr Goosain Isaacs from the Department of Environmental Affairs and Development Planning (DEADP) represented the PGWC in establishing the Action Plan and on the Environmental Workstream. They worked closely with Mr Stephen Granger (CoCT) and the 2010 FWC Green Goal Manager Cape Town, Ms Lorraine Gerrans in implementing the Green Goal 2010 Programme. Key to the success of the programme through their support, which included financial support, were the Green Goal contributors, such as KAS, the Danish International Development Agency (DANIDA), SAPPI, the South African Petroleum Industry Association (SAPIA), the British High Commission and its funding agency Department of Environment, Food and Rural Affairs (DEFRA). Additional role-players, such as Sustainable Energy Africa (SEA), a key facilitator in the Green Goal

64


65

City of Cape Town. n.d. 2010 FIFA World cup™ host city Cape Town green goal action plan. Cape Town: CoCT.

66

Provincial Government of the Western Cape and City of Cape Town. 2006. 2010 FIFA World Cup™ Cape Town & the Western Cape business plan: Cape Town: PGWC: CoCT.

67

Provincial Government of the Western Cape. 2011a. Capeability 2010 FIFA World Cup™ stories and successes from the Western Cape. Cape Town: PGWC.

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Workshop series and various other representatives from the private sector, civil society, environmental experts and NGOs added to the success of the Green Goal Programme. As mentioned previously, support was also provided to the OC and the DEA through the coordinating role of the Environmental Forum. The successful implementation of Green Goal required an integrated, consultative approach involving a number of stakeholders from DEA and the OC, the CoCT, PGWC and several municipalities,

44

NGO's, business and civil society68. Between August 2007 and March 2008, the CoCT, PGWC, SEA and KAS hosted a series of five workshops and two discussion forums. The workshops were attended by national, provincial and local government, NGOs, business, media, the OC, international experts and civil society. The primary objective of the workshop series was to inform and guide the compilation of the 2010 FWC Host City Cape Town Green Goal Action Plan, and to select a range of projects that would form the basis on the City's greening effort. The workshop themes were selected as follows69: Workshop 1: Workshop 2: Workshop 3: Workshop 4: Workshop 5:

to less-advantaged groups, ? Level of completion: projects that were either scoped or already under way, ? Visibility: projects that were visible and able to capture the imagination of residents and visitors, ? Duration of project and financial feasibility: projects that could be undertaken and completed within the available time and budget parameters, and ? Impact on global warming: the implementation of carbon mitigation projects that reduce energy consumption and carbon emissions.

3.3

Key Projects

A final list of 41 projects under nine themes was identified for inclusion in the 2010 FWC Host City Cape Town Green Goal Action Plan. The projects were implemented through a range of different channels. Some projects were existing government programmes that were expanded or fast-tracked due

Green Goal principles and priorities Green building, the Stadium, biodiversity and landscaping Responsible Tourism Discussion forum 1: Carbon offsetting for 2010 Integrated waste management Discussion forum 2: The urban park on Green Point Common Painting the town green: Using Green Goal 2010 to persuade residents, visitors and the FIFA family to adopt greener lifestyles

24 August 2007 10 September 2007 5 November 2007 12 December 2007 13 February 2008 18 February 2008 11 March 2008

Table 3: Green Goal 2010 Workshop Themes

One of the challenges facing the Green Goal 2010 team was narrowing down the list of potential project ideas submitted at the workshops. The following criteria were used to select the Green Goal 2010 projects: ? Potential to provide long-term benefits to residents of the city and the province, in particular

to the World Cup, others were new projects specially designed for the World Cup with dedicated budgets. There were a number of projects undertaken through partnerships with donors, business, NGOs, civil society and other stakeholders70. The nine themes were:

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69


70


1. Energy and climate change Minimise the carbon footprint of the 2010 event 2. Water conservation Minimise the use of potable water, and promote conservation of water resources 3. Integrated waste management Avoid, reduce, re-use and recycle waste 4. Transport, mobility and access Promote energy-efficient and universally accessible mobility and minimise air pollution 5. Landscaping and biodiversity Promote indigenous landscaping and enhance biodiversity 6. Green building and sustainable lifestyles Promote environmental awareness, sustainable lifestyles and environmentally efficient building practices 7. Responsible tourism Promote responsible tourism for 2010 and beyond 8. Green Goal Communication Communicate the message of Green Goal to residents and visitors 9. Monitoring, measurement and reporting Monitor, measure and report on progress with the implementation of Green Goal The Programme achieved many notable successes. Of the 41 projects described in the Action Plan, by the end of 2010, 33 had been completed (80%), five were underway, two still to commence and one was partially implemented. Six additional projects were implemented, including five carbon mitigation projects for which funding was secured after the publication of the original Action Plan. Of the 41 Green Goal 2010 projects implemented in Cape Town, 19, or 46%, are legacy projects, meaning that they would contribute to the well-being of residents after the tournament had come and gone. The following section will focus on some of the key projects centred on these nine themes.

3.3.1 Energy and climate change Energy and climate change efforts were focused on minimising the carbon footprint of the event. Projects included determining the carbon footprint of the event, identifying and implementing carbon mitigation projects in Cape Town and the rest of the Province and installing energy efficient technologies in stadia, training venues, and at the FIFA Fan Fest and other FanJols. As a host city, Cape Town's carbon footprint was estimated at 180 000 tonnes of Carbon Dioxide equivalents which was very expensive to off-set (between $6 and $12 per tonne). An approach was taken to host 'low carbon games' with a focus on mitigation. Monitoring and reporting was done by using an integrated event monitoring tool. Awareness of the carbon footprint was created and possible reduction measures were communicated. It was found that carbon mitigation was more practical than trying to off-set the carbon footprint due to the longer lead time needed in establishing carbon off-set projects. Given the Host City's huge carbon footprint, the carbon mitigation interventions amounted to only 1% being mitigated of the total carbon footprint. Despite numerous attempts, FIFA did not urge participating teams or fans, or their own officials to mitigate the huge carbon footprint of South Africa as a long haul destination. It often proved difficult to lobby with some of the key role-players and related stakeholders such as the OC, DEA, FIFA, UNEP and the FWC participating countries that attended the 2009 UN Climate Change Conference (COP 15) where pledges were made. No further details were heard of and there was no commitment from FIFA to off-set their carbon footprint as was done in Germany. There was a need for national government to play a strong oversight role in carbon off-set programmes. Due to time constraints, carbon off-set projects that could have accessed funding via the Kyoto Protocol's Clean Development Mechanisms (CDM) or the adoption of alternative international carbon standards could not be explored.

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A R7 million grant was received from DANIDA and was used to fund a number of carbon mitigation legacy projects. Five million Rand was spent on CoCT-related projects, such as; additional lighting control in the Cape Town Stadium, low-energy luminaire streetlights along protocol routes, LED traffic lights along protocol routes, the installation of a hydroelectric turbine that will generate electricity from the Oranjezicht Springs and retrofitting of Council buildings with energy efficient lighting. Two million Rand was spent on PGWC-related projects where 300 solar water heaters (SWH) were installed in lowcost housing in Darling. Twelve residents were then trained on how to install and maintain these heaters which could contribute to a monthly R50-R70 saving on a household electricity bill. Energy efficient floodlights were erected at Philippi Stadium with bulbs using 60% less energy than conventional bulbs.

46 It was more realistic to address carbon mitigation instead of carbon off-setting. There was good political buy-in and support from a ministerial and mayoral level for the Darling SWH project and a visit from the MEC of Local Government, Environment and Development Planning, Mr Anton Bredell, created further awareness around the project. It has proved, as with the other legacy areas that this has a huge impact on the advancement of projects. It would serve a great legacy if similar approaches could be applied to improve future service delivery. A medium to long-term funding model should be explored to sustain these interventions similar to the Kyoto CDM Project. 3.3.2 Water conservation The focus of these projects was on minimising the use of potable water and simultaneously promoting the conservation of water resources. Projects included the identification of alternative sources of water for irrigation of the Green Point Urban Park and the installation of water-saving devices in the stadia

and training venues. The following water efficient technologies were installed at the Cape Town Stadium: ? Rainwater harvesting off the roof, ? Water saving taps, ? Dual flush toilets in VIP areas, and ? Flush urinals. A feasibility study was conducted to identify alternative sources of water for the irrigation of the Green Point Urban Park. The use of the Oranjezicht Springs showed to be financially attractive, sustainable and will meet the objective of providing irrigation for the benefit of all. At a third of the cost of using potable water, this project will also see a replacement of 580 000 kl of potable water per annum for irrigation. For the Drink Tap Water Campaign, water-saving water fountains were installed at the FIFA Fan Fest and along the Fan Walk which promoted the use of the City's high quality potable water as an alternative to bottled water which has an impact on the environment. These water fountains are still being used at events throughout the City such as the Cape Town Minstrel Carnival hosted in Cape Town earlier this year and on activation of the Fan Walk for large events at the Cape Town Stadium. 3.3.3 Integrated waste management Integrated waste management aimed at reducing, reusing and recycling waste, included the normal waste produced on a daily basis as well as additional loads due to the 2010 FWC. Key programmes included operational waste minimisation in the Cape Town Stadium, FIFA Fan Fest, Fan Walk, FanJols and training venues, prior to and during the tournament. With an R18 000 000 budget, a three prong approach was adopted for waste management. The first was waste avoidance: ? No hand-outs were allowed at gates, ? Unnecessary packaging was avoided, ? Re-usable packaging and materials were used (e.g. plastic crates vs cardboard), and

? Large condiment dispensers were used as

opposed to single servings.

This was guided by signage on top of the bins which was easily visible, st

? Pre-cleaning of the City started 1 May 2010,

The second method, waste minimisation, was implemented by minimising packaging and using the cup concept. This concept included a commemorative cup which could be re-used instead of having to purchase a new cup with a new drink. Waste recycling was the third approach and entailed: ? A 20% waste diversion target (OC and CoCT policy), ? A dual-bin system in the CBD, Stadium, Fan Fest, Fan Walk and FanJols, ? Two new mini-multi-use recycling facilities under construction, and ? Labelling and signage to assist the public in selecting the appropriate bin for their waste. An integrated event monitoring tool and communication system was used amongst the relevant role-players. Thorough planning for waste management was implemented effectively which ensured that: ? The City was clean before 06h00 the following day, ? Hit teams were provided for all areas to cover emergencies, ? Waste diversion target set by OC was reached and exceeded way above the national target which was set at 20%, ? A prior arrangement was made with the City Improvement District (CID) to not clean in the Fan Walk area during event times, which is included in their usual operations. Reason being was that the CoCT wanted to test their systems and included the Fan Walk area in their waste removal operations, ? Split bins were placed in designated areas, ? The green 'Zibi' dual-bins made people 'think twice' to select the appropriate bin for their waste.

? In historical problematic areas (littering, illegal

dumping), law enforcement teams were dispatched after cleaning took place at places such as Swartklip. The clamp down on littering and illegal dumping saw 121 fines issued totalling R144 700, ? Pre-identified 'party areas' were focused on, and ? One manager was placed in the ProvJOC. The wheelie bins which were used in the FIFA Fan Fest had mixed successes. One of the reasons being that people are familiar with wheelie bins being used for all types of waste and not as a recyclable receptacle - even though wet/dry waste pictograms were visible. Some bins were not located strategically for optimal usage. Problems arose from the FIFA Fan Fest operator around whose responsibility it was to do clean-ups after matches. There was a misconception that it was the City's responsibility when in fact the operator was responsible for this operation. No uniform standards existed between the City's Solid Waste Management and the operator's operations. For example, the City had to be cleaned by 06:00 the following day, whereas the operator aimed for 11:00 before the Fan Fest opened. The dual-bin system did not work effectively at the FanJols which impacted on the dry waste collection system as trucks were sent out for collection but the amount of waste collected was too little to justify usage of the truck. This service was soon withdrawn and waste separation then took place at the Material Recovery Facility. The communication around the 'Zibi Waste Awareness Campaign' was launched too late for the awareness to be drummed up effectively before the event. Going forward, it would be best to remove the dual-bins in the areas where it was unsuccessful and place them in areas where they would be put to better use. Communication around the 'Zibi Waste Awareness Campaign' needs to be

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3.


strengthened as well. No good recording of waste volumes with regards to wet and dry waste were kept at the provincial FanJols except for the George FanJol, despite municipal waste managers being requested at the Integrated Waste Management Forum meetings and FanJol coordinators and volunteers at their briefing sessions. This could have been attributed to the late finalisation of the operations of the FanJols. The George FanJol more than doubled the national Green Goal target of 20% set for waste diversion, in separating and diverting 49% of the total waste generated at its FanJol during the event days. 3.3.4

48

Green building and sustainable lifestyles This area focused on promoting environmental awareness, sustainable lifestyles and environmentally efficient practices. A green review was conducted at the Cape Town and Athlone Stadia, which indicated where future resource efficient interventions could be made should more funding become available. A Cape Town Green Map was developed and is available both online and in print form which helps make greener lifestyle choices more easily accessible for visitors and residents. The Green Map has since won a Golden Leaf Award for green websites. This accolade, from the Golden Trash Awards, recognises the role of the City's Green Map and Green Goal 2010 Legacy Project in promoting Cape Town's unique environmental standing and keeping green issues in the public arena. The Map highlights Cape Town's growing green and sustainable living consciousness, including green projects, eco products and services, attractions, markets, events, accommodation, alternative energy sites, recycling projects and responsible tourism. The Cape Town Green Map can now display the Gold Leaf Award71 and is a great contribution to environmentally conscious tourists who want to support sustainability.

Volunteers were recruited to assist with Green Goal programmes and a manual was developed to assist with their training. Attempts were also made to create awareness amongst school children where a soccer and environment 'Making Connections' programme was rolled out to 38 schools, specially targeting Grade 7 learners. Curriculum material, accompanied by industrial theatre productions emphasised the link between sport and the environment. This programme culminated in a soccer tournament amongst the participating schools and an environmental demonstration on World Environment Day, 5th June 2010. Further, a five minute DVD with Green Goal short films was produced and distributed. Green procurement was integrated with 2010 FWC tenders, where practically possible. The greening of the 2010 FWC-related events was a continuous effort and needed long-term thinking and planning to ensure its sustainability for the future. A conceptual plan for an Eco Centre for the Green Point Urban Park which will promote sustainable lifestyles was also completed, as mentioned in the previous chapter. 3.3.5 Transport mobility and access This area was focused on promoting energy efficient and universally accessible mobility and minimising air pollution. Public transport, that included the phase 1A implementation of the CoCT's new Integrated Rapid Transport (IRT) system and suitable nonmotorised transport infrastructure, which included walkways, were key in meeting the objectives. From as far back as 2005 when the early planning for the stadium in Green Point was started, transport strategies that minimised travel needs related to the event supported the environmental objectives. The walk from the Cape Town Station to the Stadium was explicitly mentioned as reducing carbon emissions. Fifty-three percent of fans travelled to the Cape Town Stadium and other match viewing venues by public transport or on foot72.

71

City of Cape Town. 2010a. Accolades for Cape Town green map. http://www.capetown.gov.za/en/Pages/AccoladesforCapeTownGreenMap.aspx [10 January 2011].

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As mentioned in the previous chapter, further initiatives in the transport sector included an ecodriving training course developed and piloted with 20 metered taxi drivers through the partnership with the Western Cape Metered-Taxi Association. An ecodriving awareness campaign to raise awareness amongst PGWC and CoCT staff to reduce carbon emissions through the application of interventions and proactive measures in driving and vehicle maintenance, took place during the Transport Month (October 2009) and again during Environment Week during June 2010. The DEADP Air Quality Management component has adopted this initiative as part of its air quality management interventions. 3.3.6 Landscaping and biodiversity As part of promoting indigenous landscaping and enhancing biodiversity, a student landscape design competition was hosted for Mouille Point beachfront and promenade. A City beautification and treeplanting campaign was implemented and furthermore, a biodiversity showcase garden was constructed at the Green Point Urban Park and an indigenous gardening training programme for the park staff is still being explored. 3.3.7 Responsible tourism With the tourism sector being one of the biggest contributors to the Western Cape's GPP, it is essential to work towards ensuring the sustainability of the sector. With the amount of visitors anticipated to arrive in the Province for the 2010 FWC, an ideal opportunity was created for the Green Goal Programme to incorporate a responsible tourism programme into their overall deliverables. The main tourism-related agencies in the Province, CTT and CTRU were key role-players in the execution of this programme. A code of responsible conduct was developed for visitors and similarly, responsible tourism awareness and training was integrated into the existing service

excellence programmes. For accommodation product owners, an environmental accreditation system known as GreenStaySA was developed with donor support of the British High Commission. This system allows accommodation establishments to become environmentally conscious and responsible service providers by being rated as a recognised GreenStaySA establishment whilst enhancing their product offering. A series of workshops with the hospitality industry have set out the criteria for certification of accommodation establishments as responsible tourism service providers. This certification will become an official credential for tourism and hospitality businesses once the Minimum Standards for Responsible Tourism are finalised by the national Department of Tourism shortly. The programme was started ahead of the 2010 FWC and used the event as a catalyst to create awareness around the concept. Three hotels in the Western Cape have been rated by GreenStay SA namely; Hollow on the Square (Green Annex) in the CBD, Eendracht Hotel in Stellenbosch and Fancourt in George. A new trend is emerging amongst travellers who base their travel choices on responsible principles such as the GreenStaySA programme. 3.3.8 Green Goal communication The 2010 FWC provided an extraordinary opportunity for visibility, branding and communication to be mobilised in relation to greater environmental and sustainability awareness. The greening campaign used the platform afforded by the World Cup to communicate, popularise and mainstream understanding of sustainability among the broader population, to motivate behaviour change and to catalyse a societal shift towards more sustainable behaviour. The 2010 National Environmental Questionnaire Survey, commissioned by DEA, showed that 35% of respondents in the City of Cape Town were aware of the Green Goal programme or other environmental projects linked to the World Cup.

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3.

50


This may not be the majority of respondents, but it is high considering that a survey conducted a year earlier, showed that only 1% of respondents knew about Green Goal or any environmental initiatives linked to the World Cup. Examples of interventions included: ? Green Goal workshop series out of which emanated the Action Plan, ? Green Goal brand development and activation, ? Green Goal marketing and communications plan rolled out, ? Green Goal website and online resources, ? Online press resources and materials, ? Green Goal DVDs showcasing the Green Goal projects, ? Green Goal 1 minute DVD requesting fans at the FIFA Fan Fest to use water sparingly, ? Green Goal 2010 Exhibition at the FIFA Fan Fest, and ? Contribution to a review of resource efficiency interventions at the Cape Town, Athlone and Philippi Stadia which was commissioned by DEA and a guideline booklet on Cape Town Stadium's interventions was published and can be used as a guideline for future developments.

3.3.9 Green Goal 2010 exhibition The FIFA Fan Fest on the Grand Parade was selected as the ideal location for housing the exhibition for the duration of the tournament. Visited by approximately 15 000 people during the tournament, the exhibition showcased the various Green Goal projects and interventions. Encouraging sustainable livelihoods remains a continuous process and the exhibition byline, 'Give waste the boot', created awareness amongst visitors to the exhibition. All the construction material used in the exhibition was sourced within a 10 km radius of the Fan Fest, which reduced the carbon footprint. The materials used were either recycled waste, re-usable, reclaimed or new for reuse afterwards. The human resource complement

included Green Goal team leaders, host city volunteers, CoCT Environmental Resource Management interns, DEA volunteers, DEADP staff and performing artists. 3.3.10

Monitoring, measurement and reporting Continuous monitoring, measurement and reporting on the Green Goal 2010 programme ensured effective and efficient delivery. From the development of the Action Plan in 2008 and the progress report published in September 2009, a final legacy report is in the process of being compiled and will be released in 2011.

3.4

Statistics

It is important to note that the national target of 20% waste reduction at the tournament was surpassed in the Host City Cape Town. Some statistics on waste collection available at the time of reporting include: FIFA Fan Fest ? Wet waste – 14 tonnes ? Dry waste – 9 tonnes (40-60% reduction and diversion from landfills) Fan targeted areas in the City of Cape Town (i.e. Fan Walk, around stadia, FanJols) ? Total waste collected – 7 341 tonnes ? Wet waste – 142 tonnes ? Dry waste – 198 tonnes (58% reduction and diversion from landfills) George FanJol - Rosemore Stadium (This was the only provincial FanJol that submitted data) ? Total waste collected during eight event days – 3 935 kg ? Wet waste – 1 990 kg ? Dry waste – 1 945 kg (i.e. 49% reduction and diversion from landfills)

3.5

Conclusion

Just as we learned many lessons from Germany, so too will we be able to share lessons learned with Brazil. The Western Cape is working closely with the government of Brazil at both state and federal level to facilitate tourism, trade and investment linkages in preparation for the 2014 FWC. These interactions strengthen the political, economic and social opportunities between the two countries. In February 2010 Dr Platzky was invited by the State Legislature of Sao Paolo and the Sao Paolo Football Club to share with them the state of our readiness for the 2010 tournament. Also in February 2010, KAS supported a Green Goal workshop with South African and Brazilian role-players to look at taking Green Goal 2010 into Brazil 2014, with particular focus on Rio de Janeiro, hosts of the Olympic Games in 2016. The workshop, attended by the Brazilian Ambassador, Consul General and South African national representation, was productive. As mentioned previously, Dr Platzky was also invited by KAS to attend a 2014 FWC preparatory conference in November 2010 where she shared some lessons learned from the Western Cape including the Green Goal 2010 projects amongst others. One of the key legacy opportunities presented by the 2010 FWC was the media platform to leverage international and local attention, which should in turn lead to behavioural changes in favour of the environment. This should have the long-term benefit of reducing the consumption of scarce resources, including water, energy and biodiversity, as well as reducing the amount of waste-to-landfill. With additional global attention drawn to sustainable and responsible lifestyles, societal behavioural changes will be key to ensuring healthier lifestyles for future generations. The Brazilian Government has already taken steps to embrace a Green Goal programme. Through cooperation with Brazil and continuous support from agencies such as KAS, the Green Goal

Programme could be better positioned through the powerful Confederation of Brazilian Football to negotiate with FIFA to ensure a serious commitment to manage environmentally responsible tournaments in future.

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4.

Health Legacy

52

“ The Organising Association shall ensure and guarantee the availability of medical services and equipment of international standard throughout the Championship at all locations necessary for all people concerned also in line with the List of Requirements.

“

Primary Objectives: ? Host semi-final, other matches and events

successfully ? Maximise public benefit and lasting legacy through infrastructure development ? Spread benefits beyond the City to the rest of the Western Cape Highlights: ? Approach

– Gap Analysis undertaken to determine requirements for # Staffing # Equipment such as vehicles, medications and facilities # Operational systems to coordinate and manage operations ? Outcomes of Gap Analysis weighed on a scale of prioritisation ? Forward-thinking, proactive planning and early procurement ? Communication and working effectively with a small core team Key Stakeholders: The Western Cape Provincial Department of Health (DoH), National Department of Health (NDoH), OC, FIFA, LOC, CoCT, South African Military Health Services (SAMHS), South African National Defence Force (SANDF), Western Cape Provincial Disaster Management, Fire Brigade Services, SAPS, Private Health Sector and NGOs.

4.2

Introduction

The hosting of the 2010 FWC required the creation and sustainability of a healthy environment for all spectators, participants, citizens and visitors before, during and after the event. The provision of Emergency Medical Services (EMS) formed the core

responsibility of the Western Cape Provincial Department of Health (DoH). FIFA ensured that Health and Medical Services were integrated with the overall planning and hosting of the 2010 FWC as stated in the Organisation Association Agreement between FIFA and South Africa as the host country:

“

The Organising Association shall ensure and guarantee the availability of medical services and equipment of international standard throughout the Championship at all locations necessary for all people concerned also in line with the List of Requirements.

“

Subsequently, the delivery of these services was guaranteed in 2007 by the then national Minister of Health, Dr Manto Tshabalala-Msimang:

The infrastructure of the South African National Health System, with specific regard to the availability of a comprehensive medical service (including 24-hour emergency medical treatment) and disaster management will be put at the disposal of the 2010 FIFA World Cup™ in the cities where the games will be played.

“

Overview

“

4.1

In addition, FIFA pre-defined which health and medical services would be required for the event and together with the OC, this was communicated to and coordinated with the various Host Cities and respective provinces. The DoH was responsible for the delivery of these services within the Host City of Cape Town as well as for the rest of the Province. Their plans were developed and strategically implemented in order to meet the health and medical

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4.

Health Legacy

requirements of the event. Much of the strategic planning was done in conjunction with the National Department of Health (NDoH) in order to ensure equitable service delivery across the nine provinces as well as leaving a Health and Medical Legacy post 2010. The 2010 FWC was used as a catalyst to improve the health and medical system and services across South Africa. The planning for and delivery of these services consciously took into consideration the legacy opportunities presented and aligned their strategies where possible to leverage these opportunities. The following nine disciplines were the focal points: EMS, Command and Control, Port Health, Environmental Health, Forensic Pathology Services, Communicable Disease Control, Chemical Biological Radiological Nuclear Threats, Health Promotion and Aeromedical Services.

54 4.3

Planning

The following broad objectives were set and used as stepping stones to guide the planning and delivery of health and medical services, to: ? Provide a safe environment during the 2010 FWC, ? Provide emergency medical support for any incidents of injury or illness during the event, and ? Ensure adequate emergency medical response through the strategic placement of staff and vehicles to accommodate timeous response for on-site evaluation and evacuation (if required) to an appropriate hospital for definitive patient care. Additional role-players including the private health sector, non-governmental organisations, South African Military Health Services (SAMHS), South African National Defence Force (SANDF), Western Cape Provincial Disaster Management and Fire Brigade Services, SAPS and the CoCT.

The delivery of EMS during the 2010 FWC was integrated with the normal provincial operations. Some of the event-related requirements were added onto already functional areas. In January 2007 a dedicated Provincial Health Coordinator, Dr Wayne Smith, was appointed and tasked with the responsibility of developing a 2010 FWC specific Health Unit. With a budget of approximately R70 million over three years, the allocation of these funds was carefully considered. A simple approach was adopted by conducting a Gap Analysis to determine the requirements for staffing, equipment and operational systems, which formed the key functional areas in the delivery of EMS. The outcomes of the analysis were weighed on a scale of prioritisation where the inclusion or exclusion of priority items was weighed against the successful delivery of the event. This approach was well suited in the end. For certain services, where no budget was available, but where the need for the service existed, funds were allocated from the Department's internal budget. Three hundred and forty new EMS staff members were employed and 1000 staff members were trained in Major Incident Medical Management Systems (MIMMS). Recruitment took a multidisciplinary approach on pre-hospital and hospital staff (medical and non-medical). Equipment upgrades and new acquisitions included: ? Vehicles – 30 new ambulances and medical utility vehicles acquired, ? Medical Procedures Container which can be used for rescue operations and mass casualty situations, ? Tents for mass casualty or major incidents, ? Helicopter upgrades for improved mountain and sea rescue operations, and ? Equipment procurement - R6 million spent on medical equipment.

The operating systems created and improved included: ? Electronic Bed Bureau – digital system which allows data flow between pre-hospital and hospital services (public and private) in terms of bed availability and status. This allows ambulance routings to be done in a pro-active manner, ? Enhanced relationships between relevant roleplayers (EMS, SAMHS, private health) especially between EMS and SAMHS as two different constituents within the public sector. Then between the public and private sectors, ? Creation of MIMMS manual for the South African context, ? FIFA designated hospitals were identified early according to the event footprint. These hospitals (public and private) all underwent training in the Hospital MIMMS course. Furthermore, these hospitals now have radio communication with EMS Metro Control and were linked to integrated medical systems and services, and ? Creation of opportunities for South Africa to host future mass gatherings and world-class events. ?

All additional vehicles and equipment were ordered in advance, as mentioned previously, and 94% arrived more than three months before the event. In addition to EMS provision along the event footprint, transversal details such as Command and Control systems, Port Health, Environmental Health, Communicable Disease Control amongst others, also needed to be enhanced in preparation for the tournament. Furthermore, the FIFA Final Draw and test events hosted at the Cape Town Stadium early in 2010 went well with only minor plan adjustments required for the main event, displaying Cape Town's world-class readiness for the 2010 FWC. The following sections provide a brief overview of how EMS was delivered along both the event footprint and transversal areas.

4.4

Event Footprint Sites

These can be referred to as the direct match-related venues which extended beyond the Host City Cape Town to other regions of the Province, such as the Cape Town Stadium, FIFA Fan Fest, Fan Walk, Metropole and Provincial FanJols, Team Base Camps, airports and practice venues. The provision and placement of EMS at these sites were varied. Staff deployment included the DoH, SAMHS and the private health sector. For FanJols, operational days and times were primarily based on the eight match days in Cape Town. Below is a list and brief overview of each site. 4.4.1 Cape Town Stadium The Stadium boasts a medical centre designed and equipped to international standards and additional provision was also made for medical posts, holding areas and EMS response teams. However, the OC was responsible for the players' medical facility, doping control, field response and the VIP medical tent. The staff complement was rotated across the various areas within the event footprint except within the Stadium. The medical team deployed at the Stadium remained the same throughout the tournament. 4.4.2 Casualty Clearing Station This remote medical facility was located at Hamilton's Rugby Grounds which is across the road from the Cape Town Stadium. Its core function was to preposition resources in the unfortunate case of a major incident or mass casualty situation. 4.4.3 FIFA Fan Fest Grand Parade Two medical posts were established and several mobile teams were roving and able to respond within the area.

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4.4.4

Cape Town Fan Walk and Transport Hub A medical tent was erected near the underpass to the Stadium and this area was also serviced by roving mobile teams who were able to respond.

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4.4.5 Metropole and Provincial FanJols Medical posts and response teams were deployed at the FanJols based on expected attendee numbers and a risk analysis. There was a trend across the FanJols where there was a drop in attendee numbers after Bafana Bafana exited the tournament. The City's FanJols were operational on Bafana Bafana match days, Cape Town match days as well as for the two semi-finals and the final (13 days in total). Private health sector staff was deployed at these FanJols to enhance the staff complement and also work together with the public sector for the achievement of a common goal. The Metropole's locations were: ? Vygieskraal Stadium – Athlone, ? Bellville Velodrome – Bellville, ? OR Tambo Indoor Sports Complex – Khayelitsha, and ? Swartklip Sports Complex – Mitchells Plain. The Provincial FanJols were operational for eight days during the tournament (Bafana Bafana match days, one round 16 match day, one quarter final match day, the Cape Town semi-final match day and one day of the region's choice). Staff members who usually work in these districts were deployed for the event. The provincial locations were: ? Louwville Sports Ground – Vredenburg, ? Rustdene Stadium – Beaufort West, ? Bredasdorp Sports Complex – Bredasdorp, ? Rosemore Stadium – George, and ? Boland Sports Ground – Worcester. The Provincial FanJols are discussed in more depth in the Social Legacy chapter.

4.4.6 Additional areas of responsibility Although these areas were not initially part of the health plans, resources were availed from the DoH's budget. ? Skeleton staff on-site at the Stadium on nonmatch days to provide primary health care, ? FIFA Headquarters medical post to cater for VIPs and the FIFA family at the Westin Grand Hotel, ? Team training sessions at Athlone, Philippi or Cape Town Stadia, ? Motorcade response units ? Team Base Camps in George (1) and Knysna (2) – SAMHS assisted with services, ? Adhoc requirements – e.g. Curtain raiser matches, OC vs. FIFA match, ? V&A Waterfront – teamed with ER24 who already service the area, ? Cape Town International Airport –teamed with African Medical Investments , ? Cape Town CBD hotels – EMS response on stand-by, and ? Popular tourist sites.

4.5

Transversal Areas

It was primarily within these areas where EMS was integrated with normal provincial operations. 4.5.1 Command and Control Command and control is one of the most important aspects which need effective coordination of essential services at any event. Each service's own command and control structure fed into a unified command structure in the province. In the case of the EMS for the Western Cape, coordination was done via the Provincial Health Operation Centre (ProvHOC) which was located at the Provincial Disaster Management Centre at Tygerberg Hospital and proved to be an essential part of a comprehensive and coordinated EMS. The

Provincial DoH coordinated with the 2010 FWC OC medical team and the NDoH. The ProvHOC was staffed with EMS and SAMHS medical commanders as well as data capture officers. Data collection and communication with the various event sites, hospitals and relevant role-players was coordinated from the ProvHOC. Figure 4 below shows an organogram of the EMS command and control structures during the 2010 FWC.

4.5.2 Port Health The Port Health Services provided at all ports of entry were placed on high alert. EMS response was also provided. These ports included international airports, border posts and sea posts. Additional human resources were provided by SAMHS officers. 4.5.3 Environmental Health The Environmental Health team conducted the audits and inspections of all food hygiene management aspects within the respective venues, including the accreditation of all related catering facilities. They were proactive with surveillance and also conducted the necessary tests within the hospitality areas of the official venue sites. The team consisted of

A more detailed explanation of the provincial command and control structures during the event, such as the Provincial Joint Operation Centre and how other services fed into each other, is explained in the Safety and Security Legacy chapter.

EMS Command/Control Structures

National Joint Operations Centre

Districts

National Health Operation Centre

Provincial Joint Operations Centre

Provincial Health Operation Centre

CoCT Joint Operations Centre

West Coast

Vredenburg PVA

Overberg

Bredasdorp PVA

Winelands

Worcester PVA

C. Karoo

Eden Metropole

Stadium & CCS

Fan Fest

Fan Walk & Transport Hub

CHA & Logistics

Westin Grand

Training sites

Other CTIA V&A

Metropole PVAs

Beaufort West PVA George PVA Base Camps & Training sites Eden CHA

Athlone Vygieskraal Belville Velodrome Khayelitsha Oliver Tambo Mitchell’s Plain Swartklip

Figure 4: Health and Medical Services Command and Control Structure

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Environmental Health Officers (CoCT) who were responsible for the Metropole Region and District Environmental Health Officers who were responsible for the Team Base Camp training sites. Forensic Pathology Services 4.5.4 Forensic Pathology Services were placed on standby in case of an occurrence of mass deaths and the need for victim identification processes. This functional area was part of the planning undertaken from an early stage to support the 2010 FWC. A more efficient post mortem process, particularly on the death of a foreigner, was facilitated.

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4.5.5 Communicable Disease Control Communicable Disease Control covers disease surveillance measures to minimise the outbreak of communicable diseases. The decision was made to continue with the standard operating procedures and to process any threat or outbreak occurrences according to the usual channels. The PGWC and CoCT Outbreak Response Teams were placed on standby for immediate response. Chemical, Radiological, Biological and Nuclear Threats The EMS team worked jointly with the Fire and Rescue Services and the SANDF where they combined proactive and reactive responses to issues relating to prospective chemical, radiological, biological or nuclear threats. This team was deployed to the Casualty Clearing Station (CCS) at the Cape Town Stadium.

4.5.8 Aeromedical Services Aeromedical upgrades included new helicopters which arrived as early as January 2009. Three million Rand was allocated over two years to assist with increased flying time during the event. Permission was obtained from the Civil Aviation Authority to undertake night operations with the two EMS helicopters during the tournament. 4.5.9

Additional Areas of Responsibility Included ? EMS was pre-deployed for mass casualty situations, ? District EMS was placed on standby for emergency medical response for the duration of the event, ? Contingency plans were drafted for emergencies, mass casualty situations and mass fatality scenarios, ? Designated hospitals were placed on standby for VIPs, increased visitor numbers and mass casualties, and ? Aeromedical capabilities were placed on standby for emergency medical evacuations.

4.5.6

4.5.7 Health Promotions A health education and information campaign was launched for both foreigners and locals that covered information on various topics such as smoking, personal hygiene such as hand washing, etc. This campaign included the distribution of educational materials, interfacing with environmental health.

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4.6

Event Statistics

Patient Contacts: 1535 Male Female 844 691 Attended to in Attended to in other Host City Districts 1519 19 South African International 1455 (of which 91 were 80 (of which 5 were hospitalised in the Host hospitalised in the Host City) City Table 4: Patient Contacts during the 2010 FWC

Provincial Government of the Western Cape. Department of the Premier. 2011. Health legacy research report [unpublished].

4.7

Conclusion

Improvements to provincial health capabilities and capacity are some of the tangible benefits of the 2010 FWC. The collaborative planning for the tournament has also improved coordination between private, public and NGO health services. From a managerial level, the DoH opted to coordinate EMS in small teams which fostered effective leadership and transparent communication from the top down and vice versa. After the tournament, it was reported that there was a high level of morale and motivation amongst EMS staff during the event. The 2010 Unit DotP, in association with the DoH and UCT, commissioned a study to investigate the motivational drivers that contributed to the high staff morale, and improved service delivery, during and in some cases post the tournament amongst EMS staff members. The research objective was to empirically study and document the experience of EMS staff in order to better understand some of the factors that contributed towards the success of the event at the time. The research also documents the subsequent positive legacies associated with the hosting of such a mega-event73. The findings of this study have been attached as Addendum 4. On completion of this study consideration will be given to use the model within other areas of government to similarly improve service delivery.

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5.

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5.1

Overview

Primary Objectives: ? Maximise public benefit and lasting legacy

through social cohesion ? Spread benefits beyond the City to the rest of the Western Cape Highlights: ? Football development programmes # International exchange programmes # Participation of primary and high school learners # New and upgraded facilities ? Skills development # Promotion of volunteerism # Using ex-football professionals (Ambassadors Programme) ? Social cohesion, unity and pride # LED opportunities through FanJols # CSI Projects – FIFA Football for Hope Centre # Countdown events Stakeholders: DCAS, 2010 Unit PGWC, CoCT, DSD, FIFA, NGOs, Private Sector Sponsors

? Assisting local municipalities in their bid to host

Team Base Camps and set-up FanJols with associated festival sites, ? Using the opportunity for education, e.g. on national symbols, learning the history and geography of participating nations, ? Supporting local development projects, and ? Consulting with and involving all interested and affected parties in understanding the opportunities and limitations of the 2010 FWC to maximise benefits.

From 2005 at the highest international level, with FIFA itself, to international NGOs and potential sponsors, to local NGOs and clubs and societies, the PGWC worked together in building the Western Cape as a 'Home for all' through football and numerous other social and cultural development programmes. The following chapter is focused on the main Social Legacy projects which the PGWC has been involved with as a result of the 2010 FWC.

5.3

Sport Development – facility investment, awareness raising and

5.2

increased participation

Introduction

Local community revitalisation, building social and human capital, developing critical skills in the workforce and inspiring national pride and unity were some of the key focus areas within Social Legacy as recognised in the Strategic Plan. In trying to use the 2010 FWC as a catalyst to build a positive social legacy, the provincial strategy was further aimed at: ? Investing in legacy projects which optimally utilised limited funding for the broad population of the Western Cape, ? Encouraging healthy lifestyles particularly amongst young people through sport development; in particular football,

5.3.1

Stars in their Eyes Foundation Football Exchange Programme The Dutch Group 'Stars in their Eyes Foundation' has a football twinning relationship with the Department of Cultural Affairs and Sport (DCAS) and the South African Football Association (SAFA – Western Cape) focusing on football development. It is essentially a football training programme in which Dutch communities and football clubs are twinned with SAFA football clubs and South African communities. Aspirant SAFA coaches were identified by the federation and trained by the Dutch coaches in week long training camps. These camps brought together

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coaches from various communities and backgrounds across the Western Cape. The emphasis is on broadbased football development, transformation and empowerment activities for youth, between the ages of 12 and 17. Hence lifeskills training, in particular leadership skills are emphasised. A Memorandum of Agreement was signed with DCAS, the Stars in their Eyes Foundation and SAFA Western Cape in 2006. One of the chief aims of the Agreement was to train 120 coaches (in the Dutch method of coachingunderwritten by the KNVB) from 40 clubs, whilst twinning 40 South African clubs and communities with counterparts in Holland by the end of 2010. This has now been achieved. In addition to this, each South African club has a Dutch coach assigned as a mentor. They hail from some of the most disadvantaged communities in the Western Cape: Kwa-Nokuthula, Plettenberg Bay, Kwa-Nonqaba, Mossel Bay, Lawaaikamp, George, Laaiplek, Malmesbury, Greyton, Bredasdorp, Langa/Ndabeni, Mfuleni, Cape Town, Khayelitsha, Philippi, Ashton, Ceres, Worcester, Beaufort West and Prince Albert. Four coaching training camps have been hosted thus far and in March 2009 the first trip to the prestigious Dutch KNVB Football Academy took place. Twenty coaches from as far afield as Bitterfontein and Beaufort West were selected for advanced coaching training at the academy in Zeist Holland. This was followed by another 20 coaches in May 2010. In this instance they were accompanied by the then MEC for Cultural Affairs and Sport, Mr Sakkie Jenner. The coaches who have been trained are constantly training other coaches in their community, creating a cascading effect. Hundreds of youths in these communities have in turn been trained by these coaches. The Foundation has also employed six coaches to act as regional coaches across the Western Cape, and are currently doing some of the training themselves. Presently, even after the World Cup, there is a distinct need for football coaches across the Western Cape to be equipped with at least

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basic training in coaching. This programme provided this opportunity in addition to international cultural exchange with Holland and long-term relationships between Dutch communities and the Western Cape, focusing on youths from various backgrounds. It is hoped that a network of coaches across the Western Cape will develop from this programme. 5.3.2 FIFA Football for Hope Centre FIFA announced the 20 Football for Hope Centres social initiative to be built in Africa at the Preliminary Draw in Durban in November 2007. Of the five centres destined for South Africa the first was built in Khayelitsha, a Presidential development node and one of the Province’s 21 priority areas for social transformation. Following the Final Draw in Cape Town, the Centre was officially launched by the Premier of the Western Cape Helen Zille and FIFA President Sepp Blatter on 5th December 2009. The Centre kick-off included high profile guests such as 2010 FWC OC CEO Danny Jordaan, SAFA President Kirsten Nematandani, National Minister of Sport Makhenkesi Stofile, then MEC for Cultural Affairs and Sport Sakkie Jenner and Executive Mayor of Cape Town Dan Plato. Among the special guests was Football for Hope Ambassador Dr Gabriele Princess Inaara the Begum Aga Khan and former Bafana Bafana captain Lucas Radebe74. The Centre kick-off was realised with the support of a number of organisations with different and complementary expertise. The partners included FIFA, CoCT, Streetfootballworld, South African based NGO Grassrootsoccer, the Khayelitsha Development Forum and the PGWC. The partners established the Festival Organising Team responsible for the operational management of the week-long event. The role of PGWC was that of oversight and coordination, particularly ensuring explicitly that the festival created local social and economic opportunities for the people of the Western Cape. PGWC actively participated in the community

Fédération Internationale de Football Association. 2009. Opening of first Football for Hope Centre heralds a new dawn for Khayelitsha. http://www.fifa.com/aboutfifa/worldwideprograms/releases/newsid=1144491.html [20 January 2011].

consultation processes prior to the event. Regular community stakeholder meetings were held with the Khayelitsha Development Forum. These meetings facilitated community participation and inclusion. Specific outcomes of the process were the coordinated approach to volunteer selection and recruitment, ensuring employment opportunities for locals as security personnel, volunteer catering, and local entertainment and tourism opportunities. All the volunteers at the event were local Khayelitsha residents, the volunteer catering contract was awarded to a local Khayelitsha based caterer, and Khayelitsha-based tour guides were contracted by PGWC to accompany the media and VIP delegation travelling by bus to Khayelitsha on 5th December 2009, in order to brief them on the historical reasons for differences between the developed City Centre and Khayelitsha as a township. Local teams from Cape Town, Johannesburg and Durban as well as international teams from Zambia, Namibia and Brazil participated in the Festival75. They were hosted at the Western Cape Sports School in Kuils River – a high school that offers some of Western Province's best young sports athletes an holistic educational environment. Senior learners from the school also participated in the programme as volunteers at the participant village assisting with the administration and organisation of the event, thereby acquiring valuable sports administration skills and participating in an International Sport Event. The school itself generates income through hosting delegations like these and profits gained are invested into further development of the school. The experience of hosting an international delegation also served as an excellent learning opportunity for the school and provided cultural exchange opportunities with international visitors. The event was incredibly successful. A significant highlight at the closing ceremony was a performance by the teams of five different countries, each singing

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one song and dancing one dance with the Thembalethu Adult Choir, thanking the community of Khayelitsha for hosting them in such a beautiful manner. 5.3.3 Football Ambassadors Programme This programme which continued in a revised fashion until the end of March 2011 used local exprofessional football players and individuals who contributed to the development of football as ambassadors, to uplift the profile and impact of development initiatives and also assisted in promoting 2010 FWC preparatory events. The Ambassadors promoted the tournament through a range of strategic appearances at events, as well as through football development by conducting coaching clinics. The ambassadors travelled to remote parts of the Western Cape, in order to make youths and communities feel the impact of the World Cup, whilst promoting football development through motivational speaking and football coaching clinics. A total of 20 Ambassadors comprising of five women and 15 men were appointed, which included two former captains of Banyana Banyana and Bafana Bafana residing in the Western Cape, Desiree Ellis and Thabo NGomeni, Sergio Dos Santos, Reggie Jantjies, Farouk Abrahams, Jo-anne Solomons and David Byrne, including the legendary sport journalist Lennie Kleintjies amongst others. They have been widely used in street football events, school programmes throughout the Province and in major events linked to football awareness. Many programmes were run at random selected schools to generate the interest of school-going youth in the 2010 FWC, to profile football in particular and sport in general as a fun activity, to promote a healthy lifestyle, to encourage youth to play football, to increase football popularity amongst youth, and in so doing to combat social abuse and promote social cohesion. Their efforts spread the World Cup and football footprint across the Western Cape.

Festival Organizing Team. 2009. Football for Hope Centre kick-off operational meeting: City of Cape Town, Provincial Government of the Western Cape & Football for Hope organizing team. Cape Town 8 July 2009 [Powerpoint Presentation].

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5.3.4 Street Football This was a substantial programme with the objective of developing street football district leagues in order to expand mass participation in football, across the age and gender spectrum and to link to existing programmes and create district leagues in street football. In doing so, to encourage youth to gravitate towards SAFA-linked football clubs and also create social cohesion opportunities whilst discouraging social abuse and promoting healthy lifestyles. Thousands of youth from diverse communities in seven regions and major suburbs across the province participated. The campaign entailed setting up a massive football blow-up pitch in the community, where youngsters were encouraged to join and play football after school during the week and on Saturdays' knock-out finals were played and prizes and trophies awarded. In 2009 a community street football campaign was launched which saw street football being played on a weekly basis in different communities across the Western Cape. These street football leagues visited towns such as Hermanus, Mitchells Plain, Khayelitsha, Oudtshoorn, Atlantis, Green Point and some on the West Coast. 5.3.5

Western Cape Playground Football Challenge Street football was taken into schools and playground football leagues were formed. The aim was to transfer the excitement and build up to the schools. At the same time it also aimed to promote football amongst both boys and girls, by bringing an adaptation of the 11 a-side football to schools. It proved to be highly successful and well supported. The Playground Football Challenge took place in schools in the eight education districts of the Western Cape. Two hundred and fifty-six teams competed in an eight week league fixture, which started on 25th November 2009. It culminated at a tournament final on the Grand Parade in Cape Town on 27th February 2010. Each qualifying team then represented a nation participating in the 2010 FWC. Coaching assistance was provided by the

South African Homeless Street Soccer Association, which organised the 2006 Homeless World Cup in Cape Town. Replica World Cup soccer kits based on the 2010 FWC participating nations were distributed to all participants. 5.3.6 Dreamfields Project The Dreamfields Project was launched in October 2007 with core funding from BHP Billiton and Old Mutual. Led by John Perlman and in partnership with the national Department of Education the project is aimed at providing resources for playing football in township and rural schools across South Africa reaching some of the most remote corners of the country. The Project focuses on three aspects: DreamBags which include a complete set of kit including boots, everything a team needs to walk out onto the field, ready to take on the world; DreamEvents which brings schools, sponsors and the local community together for a tournament, an exhilarating all-day celebration of the power of football to inspire the best in all of us and DreamFields which represents renewed spaces for young people to play and not just restored soccer fields, but symbols of what communities and their partners can achieve by working together. By the end of 2010 the project had distributed 1 524 DreamBags, hosted 126 DreamEvents and provided 12 DreamFields, amounting to just over R23 million. The PGWC collaborated with DreamFields by purchasing DreamBags and soccer boots for local youths. As part of the 'My 2010 School Adventure' Programme each District staged a football tournament as part of the sport component of the programme. The tournament featured junior and senior teams and the winning team of each category was awarded a DreamBag with 10 bags being awarded in total for this programme. At the opening of the Philippi Stadium, two DreamBags were awarded with one going to a local team in Philippi and the other to the Western Cape Sports School. As part of the 300

days to go celebrations and coinciding with Women's Day in August 2009, a girls' football tournament was hosted in Bonteheuwel where the Premier addressed the girls on becoming responsible young women and where 300 pairs of soccer boots were distributed to all participants. For the 200 days to go celebrations a football tournament was hosted in the Crossroads Township and four Bags were awarded to participating teams. Ajax Cape Town also conducted coaching clinics on the day. This project created opportunities for local government, communities and corporates to contribute in a practical and affordable way to supporting poorer communities. By the provision of basic, yet valuable sports kits and facilities local youths were afforded the chance to feel a part of the 2010 FWC 'gees'. 5.3.7

My 2010 School Adventure Programme The My 2010 School Adventure Programme in the Western Cape was essentially an extension of the National 'My 2010 School Adventure Programme' and reached out to include primary and high schools in the province, adding two additional age groups (i.e. U14 and U 16), thereby increasing the participation opportunity. The extension of the Programme sought to build on the Playground Football Programme which was launched by DCAS as part of the 2010 Football Development Programme. In partnership with DCAS and the Western Cape Education Department (WCED), a project task team was established and the programme was officially launched at the 100 days to go celebrations. The Programme was aimed at increasing awareness among learners, educators and the broader school community of the importance of hosting the 2010 FWC. The objectives of the Programme were to: ? Provide an opportunity to celebrate issues of national identity, heritage and unity in diversity amongst learners, educators and parents, ? Generate an understanding of and commitment to human rights, democracy and non-

discrimination amongst learners, educators, and parents, through Fair Play in Football, ? Focus attention on a broader continental African identity and heritage, through support particularly for the African teams participating in the 2010 FWC, and ? Provide an opportunity to celebrate creativity and values of humanity. The Programme was implemented at approximately 200 primary and high schools throughout the province and was based on three pillars: the Participation Pillar about football, the Education Pillar which gave learners background in history and geography of participating nations, and the Adopt-aNation Pillar which focused on arts and culture, educational research and creative writing. The Programme ran from January to June 2010 and created the opportunity for the broader province including our youth and children beyond the City to experience the World Cup through participating in an exciting competition and also utilising the megaevent as a learning opportunity. Attractive resource packs were distributed to schools in the province through the DCAS School Sport District Managers and incentives for participation included not only exciting prizes for the participants but also legacy prizes for the schools such as desktop computers, DreamBags and flagpoles. The district finals of the football component took place on 16th June 2010 at the five district FanJols. As mentioned previously, the two winners in each district received DreamBags. 5.3.8 Artificial Pitches As part of the OC legacy programme, three artificial football pitches will be laid in each province. FIFA assisted with the selection process and as mentioned in the Economic Legacy chapter, Beaufort West, Lwandle and Worcester were selected as the host towns in the Western Cape. In 2010 FNB partnered with the George Municipality to provide an artificial pitch in Lawaaikamp.

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5. 5.4

Social Legacy Sector Skills Development, Capacity Building and Leadership

5.4.1 Referees Training The objective of this programme was to ensure the development of skilled football referees in the Western Cape to bolster football development and improve competition in addition to raising the standard of play in local football games. Training camps sponsored by the PGWC, were conducted with SAFA. Referees were trained at three venues , George, Cape Town (CPUT) and in the Winelands. It included the training of approximately 155 SAFA referees: 60 Vodacom League and 95 South African Breweries (SAB) League.

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5.4.2 Volunteers Further to spreading the benefits of the 2010 FWC to the rest of the Western Cape, numerous volunteering opportunities were made available to locals where they were trained and recruited to assist with various 2010 FWC-related projects such as FanJols, Team Base Camps, tourism-related activities and events. Three hundred and thirty-three Western Cape volunteers were trained in partnership with municipalities. In June 2009 the first 99 were trained to work in the pilot FanJol held in Plettenberg Bay. This pilot served as a learning opportunity for government and provided an indication of what was required for successfully hosting a FanJol as well as properly trained volunteers. A further 235 were trained in May 2010 in time to participate in the provincial FanJols. A database of all trained volunteers and their skills was established for the World Cup and future use. Volunteers are now equipped with essential skills which will assist them with future employment.

5.5

Promotion of Social Cohesion and Unity

5.5.1 Provincially-aided FanJols Five FanJols were hosted in each of the District Municipalities of the province, in the towns of Worcester (Winelands District), George (Eden District), Bredasdorp (Overberg District), Beaufort West (Central Karoo District) and Vredenburg (West Coast District). The main objectives of this project were to: ? Provide alternative viewing options to ensure non-ticket holders had access to the event throughout our province, free of charge, ? To allow communities and international visitors to mix and enjoy the experience, ? To create economically viable and socially equitable activities, ? Ensure a positive legacy aligned with the 2010 FWC Strategic Plan and to accommodate FIFA PVA regulations and, ? Advance the Green Goal 2010 Programme. The FanJols operated for eight days of the tournament and provided a platform for LED opportunities including local procurement, positive publicity for rural areas, children and youth holiday programmes, skills development including for volunteers who received the same training as the FIFA volunteers, local artists and entertainment and international cultural exchange with a live Brazilian showcase sponsored by the Brazilian Government. Due to the high private sector quotes received for the project management of the FanJols, an internal project management process with dedicated human and financial resources was developed as the alternative. Within limited timeframes this in-house model not only operated successfully but was also a cost-saver delivering the project under budget. A dedicated procurement officer was assigned to the

project to not only speed-up procurement, but also to monitor the process, to ensure transparency, fairness and cost-saving options. For each FanJol a project manager from within DCAS was appointed. These managers were empowered to coordinate a FanJol which saw efficient and enhanced service delivery. The project managers were required to work closely with the District and Local Municipalities which strengthened multi-level IGR across the spheres of government. Key partnerships were formed with NGOs and private sector sponsors such as MTN, Coca-Cola and the SABC. Down from a R35 million private sector quote, the PGWC delivered the five FanJols for approximately R10 million which was directly injected into the provincial economy outside the Host City. Thirty-two service providers were used along with 30 local vendors. Seventy thousand people attended the FanJols on the eight days along with 235 trained volunteers who assisted with logistical and operational arrangements on-site. The Department of Social Development (DSD) social workers were present at each FanJol to assist with tagging children on entry, as well as to assist with vulnerable persons. No children were lost and no trafficking was reported. Further involvement of the DSD is discussed in the Safety and Security Legacy chapter. Benefits in tourism, employment creation and commercial opportunities boosted economic growth activities in FanJol towns and their surrounding areas. Social benefits included the development of sports, arts and culture, community engagement, training and skills, as well as an opportunity for the integration of communities. By promoting festivals and events in the low season for tourism, opportunities for economic growth are maximised. DCAS commissioned a Socio-Economic Impact Assessment of the FanJols during the 2010 FWC which included an Economic Impact Assessment and an Audience Analysis.

5.5.2 Countdown Events As part of the Adopt a Nation Pillar of the My 2010 School Adventure Programme, during the FIFA Confederations Cup™ in 2009 the Western Cape adopted and supported Iraq. Learners had the opportunity to learn about the country and its symbols. The Iraqi Ambassador visited the province and learners presented their learnings about Iraq to him in a colourful song and dance presentation. Iraq and Poland played a friendly match at the UWC Stadium on 9th June 2009 and the PGWC assisted with the coordination of the event as well as provided logistical support. Approximately 3 500 people attended the match free of charge. In addition, approximately 180 mainly SAFA football players from the Western Cape were afforded the opportunity to attend a Confederations Cup game between Spain and Iraq in Johannesburg.

67 Additional events were hosted as part of the countdown towards the start of the 2010 FWC. These events were primarily focussed on and geared towards football development which included collaboration with various other provincial departments such as DCAS, in conjunction with both commercial and community-based football clubs and community-based projects. The 300 Days to go Campaign featured a “300 Girls for Football” tournament in Bonteheuwel (for U13 and U17), the 200 Days to go Campaign saw the hosting of football coaching clinics which also featured a session on addressing social issues such as the 16 Days of Activism Campaign and World Aids Day by the Provincial Government Social Dialogue Unit. The 100 Days to go Campaign saw the staging of a street football tournament on the Grand Parade, which was the location of Cape Town's official FIFA Fan Fest for the tournament. The 100 Days to go Campaign also saw the planting of 100 trees around the Philippi Stadium, which supported the positive environmental legacy of the Green Goal 2010 Programme.

5.

Social Legacy

The Final Draw, hosted at the Cape Town International Convention Centre on 4th December 2009, was an internationally acclaimed event profiling the Host City. The Province collaborated with the CoCT to host a world class post-draw function (soiree) which created a relaxed atmosphere for the guests to socialise and to be entertained, simultaneously experiencing the creativity and flair of South Africa's Cape. For the general public, the postdraw event was celebrated in the ever popular Long Street - one of Cape Town's most vibrant spots. During this time the teams were making their Team Base Camp decisions. The Western Cape managed to secure three Team Base Camps, two of which were based in Knysna and one in George.

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Africa Day celebrations in May 2010 were staged at the Football for Hope Centre in Khayelitsha, taking the form of a local football tournament aimed at involving nationals from other African countries as well as local youth. The aim of the tournament was to promote social cohesion and unity amongst us all as Africans. This was a particularly important gesture in the wake of xenophobic attacks in a number of informal settlements, including parts of Khayelitsha. After the World Cup semi-final match in Cape Town on 6th July 2010, Spain's Queen Sophia visited the Centre, receiving positive media coverage. Over the weekend 13th-14th November 2010 the National USA Football team visited the Centre and participated in football clinics with youth from the surrounding areas. The Centre is supported by 200 partner organisations, has more than 6 000 young graduates in the Skills programme and 252 participants in the community football league programme. The environmentally friendly building also shows young people the importance of sustainable development in everyday living.

5.5.3 Other Projects Additional projects included Buyela Ebaleni which was aimed at mobilising and encouraging football supporters to adopt a culture of visiting stadia to support local football and also to rally behind the national team. Since 2007 the PGWC was totally involved in bringing supporters across the province to football games, by assisting with transport of football fans across the province. In this respect marketing drives with ambassadors and other legends on topless buses driving through communities was done successfully to encourage 'gees”. Some memorable games PGWC promoted was Africa X1 vs Rest of the World on former President Mandela's birthday in 2007, the Vodacom games at Newlands and a host of other football feasts. The test events hosted at the Cape Town Stadium before the tournament further encouraged public participation and spread the 'gees' with the PGWC providing strategic support. Wearing football jerseys on Football Fridays took some time for locals to adopt. Continuous awareness campaigns and enthusiasm amongst those who participated in Football Fridays gradually increased participation of the general public. An ideal opportunity presented itself to promote the country's National Symbols by hoisting the national flag through the City and Province, learning the national anthem and wearing clothing items displaying the South African flag. The vuvuzela became an international hit and has been ranked an outstanding '11 out of 10' by Grant Thornton for being associated with brand South Africa. 5.5.4

Countdown Clocks and Municipal Branding The five towns (Beaufort West, Bredasdorp, Vredenburg, George and Paarl) each received a digital, flat screen countdown clock to enable locals to countdown the days remaining to the kick-off of the tournament. Municipalities are encouraged to utilise these clocks after the 2010 FWC for disseminating public information, public awareness, community

development and where possible, appropriate revenue generation. The screen can also be used to inform the public of critical or emergency information. Examples include: ? Rates changes, ? Hotline numbers, ? Road closures, ? New services, and ? Event announcements. Awareness campaigns and messaging could be used to stimulate behaviour change in the public. Examples include saving water, anti-littering, AIDS awareness, blood donations, safe driving. The screens could be used to promote community building programmes and events such as: ? Women's month, ? Youth day, ? Library week, ? Local school events, and ? Parades and concerts. It is additionally possible, through the municipal events office, to offer the screen space to events companies planning private concerts and parades in the area, thereby creating additional revenue. Screens in safe places for extended viewing can additionally be linked to TV feed, and be used as mini outdoor viewing areas. Eight towns (Beaufort West, Bredasdorp, Vredenburg, George, Knysna, Plettenberg Bay, Vanrhynsdorp and Worcester) each received 100 street pole brackets and banners (50 x SA Flag designs, 50 x 2010 designs) and were encouraged to continue using the brackets and the SA flag banners as a legacy for nation building. These banners can be used to mark festivities from national holidays to town specific milestones. It is also envisioned that the flags and brackets be shared amongst towns of the district.

5.6

Arts and Culture

Over a period of more than two years the CCDI researched and developed suitable crafts for the 2010 FWC which formed part of an on-going development programme ensuring maximum participation of small craft-based businesses in the tournament. Through this programme, crafters were able to access opportunities and benefits from the expected tourism influx into the region, improve their skills and offer appropriate crafts for sale. The purpose of the programme was to generate direct economic benefit for craft producers (through the sale of goods), support them in the development of their products and their businesses through the process of supplying products to official events, (for PGWC and the City) as well as to promote well-designed handcraft to international visitors, conference delegations and business executives. Various 'goodie bags' were produced using local crafts for distribution at official and corporate events. Items such as Kelp Vuvuzelas were profiled and promoted in order to ensure local designers, producers and artists benefited from the 2010 event. These Vuvuzelas were very popular and their story was widely covered in the media. Made from biodegradable kelp collected from beaches, these Vuvuzelas were painted and decorated by previously unemployed people and were used during the tournament as gifts to visiting dignitaries and teams. They were also profiled at one of the press conferences hosted at the Cape Town Media Centre in the City Hall.

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5. 5.7

Social Legacy Language Policy Implementation

5.8

Conclusion

Unit

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5.7.1 Multilingual FIFA World Cup™ Project The main aim for the months of June and July 2010 was to publish multilingual articles in the three official languages (English, Afrikaans and Xhosa) of the Western Cape as well as in the languages (French, Arabic and Portuguese) of the respective teams participating in the tournament in Cape Town. One of the aims of this project was to promote and create awareness of multilingualism. Various articles were written for this initiative, of which one was published in Die Burger (10 June 2010) (http:/www.gotravel24. com/theme/world-cup-2010/feel-it-translation). Two articles were sent to be published in the Ek sê Mamela…its team DCAS newsletter (July 2010) and a further two articles were placed on the Cape Gateway website. 5.7.2 Library Services The PGWC's library service promoted football and the 2010 FWC by attracting more young readers to the world of reading and literacy. The JanuaryFebruary issue of the Cape Librarian newsletter featured an article by well-known author Sabrina Gosling. The article, entitled 'Kick-off' was based aimed at creating awareness of the numerous books available focusing on football. The theme for Library Week (15-19 March 2010) was 'Read the game: Score @ your library' which was formulated to link libraries with soccer. MEC Sakkie Jenner officially launched Library Week on 12 March 2010 at the Western Cape Sports School in Kuils River and was attended by public librarians, booksellers and library service staff. Promotional items introduced at libraries included the VA-VA VOOM Soccer Activity Book (331 copies), Posters in the three official languages (3200 copies), bookmarks (180 000 copies), library bags (120 000) and year planners (1000).

Providing as many opportunities as possible to enable local communities to 'touch' the World Cup was one of the key priorities. Not only were partnerships between spheres of government and the private sector important in delivering a successful event, but partnerships forged for social development proved critical in the lead up to, during and after the tournament. It is for this reason that the PGWC carefully cultivated value-adding relationships. The investment in sports facilities is envisioned to create lasting legacies for generations to follow. With these investments come the need to create and/or increase firstly, awareness of sport and secondly, participation in sport. The return on such investments spans both economic and social benefits. Economically, sport tourism opportunities and international marketing platforms have been created. The capacity to host international competitions and create a hub for sport excellence is now present. From a social perspective, social cohesion, the fostering of unity and local pride as well as sport as an alternative to substance and social abuse, not forgetting the creation of spaces to keep youth off the street are all now possible.

6.


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6. 6.1

Safety and Security Legacy Overview

Highlights: ? Improved safety and security systems for (mega)-

events and all citizens ? Integrated and timeous planning and testing ? Training and skills development for full-time employment ? Decrease in crime rates during the event ? Collaboration across public sector, private sector, local communities and parastatals

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Primary Objectives: ? Host semi-final, other matches and events successfully ? Maximise public benefit and lasting legacy through infrastructure (and systems) development ? Spread benefits beyond the City to the rest of the Western Cape Stakeholders: SAPS, PGWC, CoCT, FIFA, Provincial and Local Traffic, Metro Police, Private Security, Disaster Management, Medical Response, Department of Health, Department of Home Affairs, Fire and Rescue, Civil Aviation, Department of Transport, FIFA stewards, volunteers, event organisers, ACSA, NPA, Department of Justice, Correctional Services, SANDF, South African Revenue Services (Customs Control) and private security.

6.2

Introduction

South Africa is known for high crime rates and is often perceived as an unsafe destination. However, the hosting of the 2010 FWC presented an opportunity for all South Africans to showcase their hospitality by welcoming all visitors, and their competence to host the tournament in a safe environment. This

opportunity brought improvements in safety and security systems in general and an increase in awareness levels of the importance of ensuring safe environments, not only for visitors but for locals. The fight against crime received a fortifying boost, with the national government spending R1.3 billion76 on safety and security and even though this was brought about specifically for the 2010 FWC, the long-term benefits for all South Africans post the tournament were the true safety legacy. SAPS was the lead agent in safety and security planning for the 2010 FWC and collaborated with numerous other public and private sector stakeholders to ensure a safe environment for all visitors, spectators and locals. The 2010 FWC safety and security structure in the Western Cape focused mainly on the event and included services such as SAPS, SANDF, Traffic and Law Enforcement. Disaster Management focused on the increased risk to disasters during the 2010 FWC. According to Disaster Management legislative mandates, all emergency-related services, namely EMS, Fire Brigade Services, Social Development including humanitarian aid, housing including emergency housing, public works and roads (engineering and infrastructure) amongst others77 are required to work together. The Department of Community Safety (DoCS) and Disaster Management formed a Workstream which worked jointly with SAPS as the lead agents for ensuring safety during the tournament with all three agencies represented on the TSC. Even though EMS formed part of broader Disaster Management planning for the tournament, the Health Workstream formed an essential part of the event and legacy and is discussed in-depth in the Health Legacy chapter. This chapter provides an overview of the planning and readiness of the Western Cape as a safe environment for spectators, visitors and locals and how these agencies were able to coordinate safety and security throughout the Province. The Department of Social Development developed an integrated needs-driven

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Provincial Government of the Western Cape. Local Government: PDMC 2010 FWC event coordinating unit. 2010. Draft Provincial Disaster Management Centre final report regarding the 2010 FIFA world cup™ (FWC) event in the Western Cape [unpublished].

people focused inter-governmental 2010 readiness plan in anticipation of all the possible problems which could manifest during the 2010 FWC. Their main concern was to safeguard children because of the extended holiday and to ensure the well-being of citizens in general. They identified the following eight workstreams as points of operation: 1. 2. 3. 4. 5. 6. 7. 8.

Child Protection, Street People, Substance Abuse, Commercial Sexual Exploitation, Trafficking of people, 2010 Community-based Holiday Programme, Faith in 2010 World Cup-Child Tagging, and Cross cutting projects (Communication, training and community-based holiday programmes).

The Social Development Provincial Readiness Plan for the 2010 FWC is attached as Addendum 5.

6.3

Formal Planning, Coordination and Implementation

In the Western Cape safety and security planning for the 2010 FWC started in 2006 with SAPS giving inputs to infrastructure design such as stadia (Cape Town, Athlone and Philippi) and transport plans around Cape Town International Airport, FIFA protocol routes, team routes, stadia access routes, FanJols and the FIFA Fan Fest78. With an event of this magnitude and an expanding event footprint, existing safety and security operations were enhanced with additional operational plans during the tournament which included a Safety and Security Event Plan, Disaster Management Plan, Medical Emergency Plan, Fire and Rescue Plan, Transport Plan, Tourism

As mentioned previously in the Health Legacy Chapter, each service including EMS, Disaster Management, Traffic and Law Enforcement had their own command and control structures which then fed into a provincial unified command structure. Command and control systems for the 2010 FWC were carefully coordinated from national, provincial and local level. The National Joint Operational Centre (NATJOC) of South Africa's security forces became fully operational in mid-May 2010, ahead of the tournament, ensuring that all systems were in place and ready. Based in Pretoria SAPS, SANDF, Metro Police, intelligence agencies and several representatives of various government departments were deployed at the NATJOC on a 24-hour basis for eight weeks before, during and after the tournament80. All security operations relating to the 2010 FWC, including the close protection of the 32 teams and the FIFA family, as well as various visiting Heads of State and dignitaries, policing at ports of entry, route security, inner city security, stadium security, air and maritime defence and general crime prevention duties were commanded from the NATJOC. The coordinating body was the National Joint Operational and Intelligence Structure (NATJOINTS), which was mandated by National Cabinet to secure this major international event. South African Police Services (SAPS) was the lead department of the NATJOINTS, but the support and assistance of all partners and role-players ensured that security was optimal at all venues and that law enforcement was visible without being intrusive81. The NATJOC liaised closely with FIFA and the OC as well as with other police centres which were linked to operations.

Plan, a Host City Plan and Contingency Plans79.

78

South African Police Services. 2010a. 2010 FIFA Soccer World Cup, 23 September 2010, SAPS Western Cape [Powerpoint Presentation].

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South African Police Services. 2010b. Security forces national joint operational centre activated for the 2010 FIFA World Cup. National joint operational and intelligence structure (NATJOINTS). http://www.saps.gov.za/_dynamicModules/internetSite/newsBuild.asp?myURL=978 [17 December 2010].

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“

6.


Within a few short weeks, the rest of the world will almost cease to exist – South Africa will be the world……It is up to all of you who will be making security decisions and commanding troops on the ground to lead the way and set an example, to ensure the success of the tournament. Ke Nako – the time has arrived, make South Africa proud.

“

General Bheki Cele, National Commissioner of SAPS on his visit to the NATJOC, May 2010.

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The NATJOC was mirrored by the creation of the 24hour Provincial Joint Operation Centres (PROVJOC) in each province where World Cup matches were played. At the host stadia, a 24-hour Venue Operational Centre (VOC) was established as an onsite command and control structure. The NATJOC and PROVJOCs' were fully equipped safety and security management and intelligence dissemination centres which presided over the Stadia VOCs82. An International Police Cooperation Centre was also established in Pretoria at which police officials from various playing and neighbouring countries were hosted and performed duties in support of SAPS. Of the 31 participating countries besides South Africa, 27 of their police services sent representatives who were deployed with SAPS within and outside the various stadia. These police officials performed nonexecutive tasks (that is, without the power of arrest) but were of great assistance to SAPS especially in terms of liaising with their country's fans and identifying any form of disruptive behaviour83. The International Police Cooperation Centre also had representatives from neighbouring countries in the Southern African Region which assisted with the

coordination of information between the countries, especially in terms of the movement of fans across common borders and cross-border crime combating operations84. As the lead agency for safety and security, SAPS's overall coordination structure of the province for the 2010 FWC consisted of Provincial Joints, PROVJOC, Provincial Priority Committee, Operational Planning Committee, SAPS Operational Components, Intelligence (National Intelligent Agency, SANDF), Detectives and Investigations, SAPS Support Services and 2010 external role-players85. The SAPS established a hierarchy of Operational Centres in the time leading up to and during the tournament which included all stakeholders who now have a cooperative working relationship. The first of 15 Operational Centres for the Western Cape opened in Khayelitsha in 2007. In the Western Cape, the PROVJOC for the 2010 FWC was based at the Police 'War Room' in Harrington Street in the CBD. Representatives from the CoCT, PGWC, SAPS, EMS, Social Services, Traffic Services, Metro Police and the SANDF were seated together in one venue. The Joint Operational Committee (JOCOM) consisted of all provincial Heads of Departments, a City Representative, relevant national government departmental and OC representatives and held daily meetings until midway through the tournament when meetings were scheduled for 'match day minus 1' and match days only. Until the three teams based in Eden left the tournament at the end of the first round, the George JOC was linked by videophone to the JOCOM in Cape Town. Daily briefings were fed through, discussed and decisions taken when required. In addition to the VOC at the Cape Town Stadium, each site along the event footprint across the

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Public Service Commission (The). 2009. Consolidated report on inspections of service delivery sites: South African Police Services. Pretoria: Ituseng Business Supplies. http://www.psc.gov.za/documents/2010/PSC INSIDE proof 3 final.pdf [December 2010].

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Province established a VOC which fed into SAPS in the PROVJOC, which then fed into the NATJOC. Initially early morning meetings were held daily with all representatives at the PROVJOC but as the event progressed smoothly, these meetings were then held every 'match day minus 1' and match day. Figure 5 below illustrates the Unified Command Structure for the 2010 FWC in the Western Cape. The CoCT had a specific JOC located at the Transport Management Centre in Goodwood and dealt with all security and non-security issues. The Centre made use of high-tech equipment for

monitoring purposes of the entire event footprint and with the relevant representatives critical decisions and remedial actions were decided upon and communicated to officials and the public. CCTV footage was used extensively to monitor crime, traffic flow and overcrowding at venues and in turn the electronic signs on major roads were continuously updated to keep the public informed. The CoCT previously used the principle of a JOC to monitor major events in the City. Some of the lessons learnt out of previous events were brought into the planning for the 2010 FWC86.

DISASTER MANAGEMENT NATIONAL SPHERE: Strategic Level

SAPS, SANDF, NIA, Law Enforcement (Traffic)

Fire services, EMS, Social Development, Transport, Water Affairs, Housing, etc.

PROVINCIAL SPHERE: Strategic Level

METROPOLITAN DISTRICT MUNICIPAL: Strategic Level

SAFETY AND SECURITY (EVENT)

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National Disaster Management Centre (Pretoria)

Safety and Security Joints (Pretoria)

PDMC (Tygerberg)

PROV JOC (Cape Town)

HOSTING CK MDMC

MUNICIPAL SPHERE: Micro SAPS Cluster Level as well as the Tactical or Operational Level

Event / Incident Level

WC MDMC

EDEN MDMC

OB MDMC

CW MDMC

CoCT Metro/ MDMC

CITY

24 x LOCAL MUNICIPALITIES

MINOR / MAJOR INCIDENT / EMERGENCIES / DISASTER

25 SAPS CLUSTERS

VOC / JOC / FORWARD COMMAND POST / STADIUMS/ FAN PARKS / PVA’S

Figure 5: Unified Command and Control Structure for the 2010 FWC in the Western Cape

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Voice of the Cape (The). 2010. WC transport centre runs smooth. http://www.vocfm.co.za/index.php?§ion=news&category=&vocnews=&article=53912 [December 2010].


The SAPS held monthly meetings with the Disaster Management Workstream and Strategic Risk Assessments were conducted for each World Cup venue. In January 2010 Major General Robberts was appointed as the 2010 FWC SAPS Coordinator for the Province and was later joined by Brigadier Sharon Govender who maintained representation in the weekly TSC meetings.

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The national Department of Justice in conjunction with the Justice Crime Prevention and Security (JCPS) cluster which included SAPS, the National Prosecuting Authority (NPA), Legal Aid South Africa (LASA) and the Judiciary, developed an Administration of Justice Plan which was implemented to deal with alleged offences associated with the 2010 FWC. Dedicated district and regional courts was set-up in each province and operated from 28th May to 25th July 2010. In the Western Cape, district courts were located in Cape Town, Athlone and Bellville with a regional court located in Cape Town. A total of 62 cases were processed for mainly petty crime such as theft, selling FIFA tickets and fraud88. The Justice Cluster, along with the Host City, OC and Provincial Departments, formed an integral part of the JOCOM.

6.4

Planning for Test Events and Training

Four test events were held at the Cape Town Stadium before the start of the 2010 FWC and provided an opportunity to test the readiness of the Stadium as well as safety and security planning. Officers had opportunities to familiarise themselves with the venue and surrounds and simulation exercises were run to test crowd control, aviation, communication channels and also the collaboration of duty with external role-players. After the test events, a ceremony addressed by the National Police

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Commissioner General Bheki Cele and Premier Helen Zille was held on 29th April 2010, to showcase the readiness of all safety and security plans for the country ahead of the tournament. The lessons learned from the test events were highlighted during de-brief sessions and were incorporated for the tournament. Approximately 2 500 people were trained in crowd control and the overall safety and security plan involved 3 600 existing police officers throughout the Province. Over the last three years some 1 200 new SAPS members were trained per year and were based at either police stations or involved in 2010 safety and security operations. Police reservists were trained in basic policing, fire arm usage and first level crowd control. The National Minister of Justice and Constitutional Development Mr Jeff Radebe assured South Africans and tourists that the 2010 FWC tournament would be contested and celebrated in a safe environment.

“

The Police Department is fully ready to attend to any security challenges posed by this tournament. Likewise, as integral to the Justice Crime Prevention and Security, we made preparations with regards to ensuring justice in the event that various matters warranting prosecution arise…..Let me reassure you that all law abiding citizens and visitors alike need not worry because of the stringent measures we will apply to ensure safety and security of both citizens and visitors coming here to watch this football spectacle.

“

6.

Minister Radebe at the launch of the dedicated 2010 FWC courts, 3rd June 2010.


6.5

Disaster Management Overview

The following section provides an overview of how Disaster Management was coordinated, managed and implemented according to the legislation and policy that was required for the effective hosting of the 2010 FWC event in the Western Cape. In January 2008, the National Disaster Management Centre (NDMC) established a dedicated 2010 FWC National Disaster Management Steering Committee (NDMSC). This Committee had to ensure that all stakeholders in the country, including all nine provinces as well as the Host Cities were part of the 2010 FWC disaster risk reduction process. The real

involvement of disaster management in the 2010 FWC process however only began in 2009, when the NDMC provided a policy guideline document for Disaster Management during the event. The disaster management fraternity then became more extensively involved in the planning for the 2010 FWC event. The National Disaster Management Plan for the 2010 FWC was based on two approaches, namely the micro (event management) and the macro (disaster management) approaches. The two approaches combined were necessary to ensure the effective coordination of the event. Figure 6 illustrates the distinction between the two approaches89.

2010 FWC INCREASED DISASTER RISK GAP ANALYSIS (EVENT / DISASTER MANAGEMENT) Disaster Management MACRO Event Management

Disaster Management Act Increased Disaster Risk due to 2010

INCREASED RISK - Stadiums - VIP Protection - Hotels - Fan Parks - Public Viewing Areas - Practicing Venues - Etc.

MICRO 2010 FWC (Event Management Bill)

GAP to be closed

1. INCREASED RISK Due to greater stress on existing utility services and transport Transport - Road - Air - Sea - Rail Essential Services - Electricity - Water - Sewerage - Health 2. INCREASED RISK Due to possible Disaster hazards - Floods - Fires - Hazmat - Etc.

Figure 6: Micro and Macro Approach to the 2010 FWC

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6.


With the number of visitors and spectators who visited the Province during the tournament stresses were inevitably felt on essential and utility services such as water and electricity supply and health and transport systems at accommodation services, transport hubs as well as along the event footprint areas and tourist attractions. The Provincial Disaster Management Centre (PDMC) is permanently located at Karl Bremner Hospital in Tygerberg and commenced with 2010 FWC-related implementation in May 2010, ahead of the start of the tournament. The PDMC initiated a disaster risk approach to

address the possible negative consequences which could have been caused by human induced and/or natural disasters. It is important to differentiate between the purposes of disaster management and event management planning, as events are governed by the Safety at Sports and Recreational Events Act and disaster management by the Disaster Management Act. Both Safety and Security and Disaster Management had unique coordination requirements for the 2010 FWC event. The differences between the reporting levels of the two structures are illustrated in Figure 7 below.

INTERACTION BETWEEN DISASTER MANAGEMENT AND SECURITY COORDINATION STRUCTURES

NATIONAL CABINET

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Event Management

Disaster Management ICDM

HOSTING CITIES FORUM

Intergovernmental Committee for Disaster Management

NDMC National Disaster Management Centre

OC:

NATIONAL SECURITY COUNCIL

NATJOINTS

Organising Committee

PROVINCIAL CABINET

PDMC

PROVINCIAL 2010 COMMITTEE

PROVJOINTS

Provincial Disaster Management Centre

LOCAL COUNCIL

MDMC

HOSTING CITIES COMMITTEE

Municipal Disaster Management Centres

Figure 7: Interaction between Disaster Management and Safety and Security Coordination Structures

LOCAL JOINTS

6.5.1 Provincial Coordination From January 2009, the Disaster Management Workstream became part of the TSC. It had previously been placed with the Health and Safety and Security Workstream which included the Security Forces (SAPS/SANDF) as well as EMS. The Disaster Management workstream was headed by the Director: Disaster Management and Fire Brigade Services. In March 2009, Mr Schalk Carstens was seconded to manage the activities of the workstream in the TSC. He was supported by Ms Carin Joyce who was later appointed on a contractual basis to assist with the implementation of the disaster management activities. The role of disaster management as part of the Provincial 2010 TSC is illustrated in Figure 1 in the Introduction Chapter. To ensure integration between the Safety and Security Workstream and the Disaster Management Coordination Structures during the 2010 FWC event, the Unified Command and Control structure illustrated in Figure 5 under Section 5.3 above was applied. The two structures worked parallel to each other on both provincial and municipal level in the Western Cape. As mentioned previously, the 2010 FWC safety and security structure in the Western Cape was mainly focused on the event and included services such as SAPS, SANDF, Traffic and Law Enforcement. Disaster Management focused on the increased risk to disasters during the 2010 FWC. This structure included all emergency-related services that were already part of the Disaster Management legislative mandates namely EMS, Fire Brigade Services, and Social Development including humanitarian aid, housing including emergency housing, public works and roads (engineering and

6.5.2 Provincial Project Planning Phase In March 2009, the NDMC mandated the compilation of a National Planning document for Disaster Management. Based on the NDMC's 2010 FWC Disaster Management Planning guideline document, the PDMC's 2010 FWC Event Coordinating Unit implemented a Project Plan based on the NDMC's Key Performance Indicators (KPIs) namely: ? KPI 1: Ensure institutional capacity for the 2010 FWC event, ? KPI 2 Identify, assess and monitor disaster risks, ? KPI 3: Implement disaster risk reduction, and ? KPI 4: Ensure effective capacity for disaster response. The roles and responsibilities of all the stakeholders relevant to the Disaster Management and Safety and Security workstreams were identified prior to the 2010 FWC event. Three phases were determined, namely; Risk Reduction, Preparedness and Response and Recovery. The schematic approach in Figure 8 clearly explains the roles and responsibilities of all relevant stakeholders in the three mentioned phases.

infrastructure) amongst others90.

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6.

Safety and Security Legacy Schematic Approach to the staging of the 2010 FIFA WORLD CUP™

Theinteraction interactionbetween betweensafety safety&&security securityand anddisaster disasterrisk riskmanagement managementco-ordination co-ordinationstructures structures The RISK REDUCTION RISK REDUCTION (MITIGATION) (MITIGATION) Early Warning Phase

PREPAREDNESS&& RESPONSE RESPONSE PREPAREDNESS

RECOVERY RECOVERY

Hazard Preparedness & Response Phases

Provincial Joints

Disaster Management Centres

Emphasis Event Management

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Emphasis Disaster Management

Safety & Security SAPS - S A N D F - N I A J o i n t s - M e t r o P o l i c e - T r a f f i c S e r v i c e s Law Enforcement

Safety & Security, i.e. - SAPS - SANDF - Prov. Dept. of Community Safety - Traffic Services (Prov. & Mun.) - Metro. Police (Mun.) - Law Enforcement (Mun.)

Events – Risk Identification Crime Terrorism (CBR) Hooliganism / Unrest / Strikes etc.

Mun. Disaster Risk Management, i.e.

Line Departments and Disaster Risk Management Centre = Disaster Risk Identification, i.e. Human Induced; Transport; Utility Systems Disruptions; Natural Disasters = Floods, Fires and Extreme Weather etc.

Relief, Rehabilitation & Reconstruction Phase

- Engineering Services (Water & Sanitation, Electricity, Roads & SW) - EMS (Provincial Health focuses on Communicable Diseases and provision of Emergency Medical Services) - Emergency Relief (DRMC & Prov. Social Development = Emergency feeding and psychological support) - Emergency Housing (Housing, with Prov. Dept. of Health in support) - Transport Management / Traffic Services (Transport related disruption - Fire & Rescue Services – prevention / rapid response - etc.

Maintenance of law & order in communities -SAPS -Metro Police, Traffic Services, Law Enforcement -etc…

Continuation of structural, environmental and humanitarian support, co-ordinated by CoCT Disaster Risk Management Centre i.e. -Engineering Services - (Water & Sanitation, Electricity, Roads & Stormwater) -Emergency Relief (NGOs, Prov. Social Development) -Emergency Housing (Housing with Provincial Dept. of Health in support) -Transport Management / Traffic Services (Transport related disruption) -etc.

Figure 8: Schematic Approach to the staging of the 2010 FWC

A detailed PDMC Report for the 2010 FWC is attached as Addendum 6. Accompanying addenda to the report include: a) NDMC Disaster Management Master Plan for the 2010 FWC, b) KPI's Project Plan, c) KPI 2: Risk Profile as developed for the Western Cape and the generic activities which were

utilised to develop the Preparedness, Response and Relief Plan for the 2010 FWC, d) Layout and seating of the PDMC, and e) Deployment roster of disaster management staff to Safety and Security as well as Disaster Management Operational Centres in the Province.

6.6

Community Safety Overview

The core mandate of the Department of Community Safety (DoCS) in relation to the 2010 FWC was to: ? Provide civil oversight of the police and policing agencies focusing in general on the efficiency and effectiveness of SAPS/Metro Police in terms of service delivery, and ? Provide operational law enforcement over provincial and national roads, train traffic officers and conduct road safety awareness throughout the Province. The mandate of the DoCS is to ensure responsible use of roads within the Province. This covers national and provincial roads as municipal roads usually fall under the mandate of the municipal traffic department. However, the Department also provides support to these municipalities in terms of capacity and in some municipalities the DoCS has a larger footprint than the local authority. The DoCS also has a Traffic College and these students are provided with on-site training opportunities when they arise. For the 2010 FWC in the Province, the key objective was to ensure the safe movement of teams from Base Camps to the games and/or training venues, the FIFA Family and fans alike along the entire event footprint. The CoCT traffic officers were responsible for escorting within the Host City, with the DoCS playing a supporting role. However, the DoCS took responsibility on Provincial and National roads. In the Eden District, the French, Danish and Japanese teams were escorted from arrival to departure. Although the local authorities were involved throughout the process, they did not always have capacity independently to provide these services. The areas spanned from the George Airport to the Team Base Camp hotels and training venues. Additional role-players included SAPS and various local traffic authorities throughout the Province. Mr Mark Jansen represented the DoCS on the TSC.

6.6.1

Community Safety Coordination and Implementation Due to the magnitude of the 2010 FWC and the evergrowing event footprint within the CBD alone, strict measures had to be implemented to ensure the safeguarding of Provincial buildings throughout the Province. In traffic intensive areas such as the Grand Parade and along the Fan Walk, normal operations were enhanced and in certain cases such as hospitals, where private companies are contracted to provide security services, the DoCS maintained a close working relationship with these companies. There was a wide misconception ahead of the tournament that because SAPS would be primarily focused on the areas within the event footprint, crime in the surrounding local communities would be on the increase. In actual fact, a drop in the crime rate was reported during the 2010 FWC period. The DoCS played a civil oversight role in ensuring that police stations had their community safety plans in place for usual operations, so as to ensure that service delivery was not affected in any way. This also minimised the possibility of an outcry from the communities should anything drastic have happened, where they could have blamed SAPS for being too focused on the Host City or the FIFA event. DoCS also provided escort services to Dutch fans, De Oranje Campers, for the duration of their stay in the Province. Local traffic authority areas were organised for a 'relay' approach to escort the cavalcade of campers from municipality to municipality as they moved from town to town. Permission was required from the respective municipalities to allow crossborder-access and municipal permission was granted to enable moving from town to town. Although this was gazetted, due to a lack of funds however, within some municipalities, they could not always allow their own traffic officers to assist with escorting and other authorities then had to bridge this gap.

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As part of the Road Safety Campaign, pamphlets and disposable breathalisers were distributed through various channels such as road blocks, transport hubs, within local communities, etc. Road blocks and blitzes were also carried out to clamp down on drunken driving and to promote general road safety tips. For command and control, the DoCS had their operations centre, known as 'Bravo Control', in the PDMC. College students did duty in the PROVJOC. Furthermore, the college students' syllabus was condensed in order to be completed by the time the tournament kicked-off, providing them with employment opportunities during the event. From a legacy perspective, these graduates are now employed on a full-time basis.

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Planning and implementation processes included engagement with local authorities through the Road Traffic Management Coordinating Committee structures. This joint planning approach advocated seamless service delivery and integrated law enforcement operations. Furthermore as a result of this, escort plans were properly executed and cooperation amongst role-players was experienced. Clearly defined roles and responsibilities were achieved in advance and communication between SAPS, DoCS and Municipal Traffic was maintained at all times via PROVJOC and Team Base Camp VOCs. As a build-up to the event, integrated operations were exercised in communicating safety tips and warnings against drunken driving. As legacy, integrated operations, professional ethos as well as partnerships were enhanced amongst the various role-players and staff. The number of fatal accidents dropped in the Province. A great training opportunity was granted to 22 college personnel who are now employed on a full-time basis.

6.7

Conclusion

The 2010 FWC provided the ideal opportunity to improve safety and security preparedness in the Province. Along with SAPS as the leading agency, numerous private and public sector stakeholders collaborated to ensure a safe environment was provided to visitors and locals alike. Skills development and training opportunities, improved communication channels, cooperative governance, public and private sector partnerships, as well as local community involvement are the true legacy of the 2010 FWC. As a province and country we displayed our capabilities in hosting a safe event which also saw a decrease in crime levels during the tournament. Morale and motivation amongst safety and security personnel were hugely boosted during the tournament, which can now be extended to improving future service delivery.

“

“

6.

The guys are still operating as if it is the World Cup. Mr Mark Jansen, Department of Community Safety, October 2010.

7.

Legacy Summary

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7.

Legacy Summary

This chapter provides a summary of the main legacies as a result of the 2010 FIFA World Cup™, as described in the preceding chapters.

7.1

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Economic Legacy

Infrastructure Development and Upgrades ? Cape Town Stadium # New iconic 55 000 seat facility designed and constructed for multi-purpose events # More than 2500 jobs created, 1200 workers underwent training through the contractors ? Upgrade of Philippi Stadium # 175 jobs created (local workers were prioritised) # Upgraded to comply with FIFA requirements as a VSTS, FIFA-compliant pitch installed and is maintained to world class FIFA standards # Three workers from Philippi underwent theoretical and practical training in pitch maintenance and are currently employed by the stadium operator # New spectator stands to increase seating capacity to 3000 # Media facilities and turnstiles installed # Improvements to changing rooms # BEE operator appointed to manage facility and provide football and life skills development programmes for the youth of Philippi # PSL use of facility for matches # Local community is enthusiastic, proud and supportive of events # Catalyst for Kosovo human settlement and Philippi Station upgrades ? Upgrade of Athlone Stadium to accommodate 25 000 spectators91 ? Upgrade of sport facilities throughout the Province

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# Outeniqua Stadium (George) and Loerie

Park (Knysna) # Artificial pitches laid in Beaufort West, Lwandle, Worcester, Lawaaikamp and Bitterfontein ? Green Point Common –bio-diversity development of the Green Point Urban Park adjacent to the Cape Town Stadium transformed to become a people's park for recreational needs of the region, where outdoor events may be hosted Transport Networks and Systems ? Cape Town Station and railway upgrades # Just over 4000 jobs created # New stations built at Khayelitsha and Windemere # Additional 25 stations underwent maintenance and repairs # Upgrades link public transport networks including buses, taxis, pedestrian and bicycle lanes ? Cape Town International Airport Upgrade # Over 3185 jobs created ? George Airport Upgrade # Runway resurfaced ? Upgrade of Road Network # 1986 jobs created (184 women and 803 youth – 40% part of EPWP) # Hospital Bend pre-selection project # Koeberg Interchange upgrade # Table Bay Boulevard upgrades # N2 Eastbound rehabilitation # Broadlands and Sir Lowry's Trunk Road upgrades # Upgrade of White Bridge over Knysna Lagoon (Provision made for non-motorised transport) ? MyCiti Bus Services # Service linking, inter alia, CTIA to CBD. Bus stops erected throughout the CBD with additional routes to be phased in to include areas outside city

City of Cape Town. 2010e. Training venues. http://www.capetown.gov.za/en/FIFA2010/Pages/TrainingVenues.aspx [14 March 2011].

? Fan Walk # Pedestrian friendly walk from Cape Town

Station to Cape Town Stadium # Additional facilities and services such as new pedestrian bridge and waste bins added # Used successfully during events post 2010 FWC; permanent feature of events Skills Development and Empowerment ? Training provided for RED Door Centre staff on

how to link potential 2010 FWC emergent opportunities and LED ? Over 1900 delegates attended Disney Customer Training ? SA Host Training workshops provided to delegates who worked at 2010 FWC-related events ? Business Readiness workshops hosted by the CCDI for crafters ? Provincial Volunteer Database – 250 volunteers were trained and deployed at Team Base Camps, Media and Tourism Centres and the 5 provincial FanJols ? CFC facilitated Digital Bootcamp Training ? Twenty PDIs trained in SENG crew support ? WOSA Fundi Programme for sommeliers, with approximately 1 800 new sommeliers trained Sector Profiling and Promotion ? Opportunities created for crafters (FIFA Fan Fest, Fan Walk, Cape Creative Exhibition, sculptures) # FIFA Fan Fest: 261 producers traded # Fan Walk: 16 producers traded over the 8 matches # Cape Creative Exhibition: 82 crafters featured # City Sculptures: 6 selected and placed throughout the city ? w w w. l o c a t i o n s c a p e t o w n . c o m w e b s i t e established which provides assistance to film industry in selecting the ideal locations for filming

? Eco-efficient driving lessons offered to 20 meter

taxi drivers (successful pilot project) ? Local products such as arts and crafts (KELP vuvuzelas and wine bags made by local women) supplied as gifts for visiting dignitaries ? Three bicycle cabs introduced to the City by the Dutch Consulate Tourism, Trade and Investment and training sites guide developed (2 editions) ? Increased exposure of Cape Town and the Western Cape to global audiences by local, national and international media ? Improved Tourism Safety and Support programme – enhanced efficiency as well as relationships with other stakeholders # Two additional TSS representatives appointed during the tournament # 40 000 traveller tips safety booklets distributed ! Connect'd Cape Town virtual business network launched # Permanent space available at CTICC to link with future events and projects ? 630 people attended business breakfasts which were hosted as network opportunities with local and international VIPs. This was an alternative to purchasing tickets with public funds for VIPs to attend matches at the Cape Town Stadium ? Accommodation

Media Engagement ? Shift in media from negative to positive stories ? Cape Media Services platform created ? Use of local service providers by visiting media ? Host City Media Guide which is useful for the future ? Local and international students afforded the opportunity to work at the Cape Gateway Information Kiosk ? Nine international newsletters published and five themed press conferences hosted during the

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Legacy Summary

tournament (arranged by the Rapid Response Team made up of CMS members) ? Local service providers used for media tours ? Enhanced relationships with international media (Eden Media Centres) # 340 International Media visited the Eden Media Centres (Japanese, French and Danish)

7.2


Energy and Climate Change ? Additional lighting control in the Cape Town

Stadium ? Low-energy luminaire streetlights along protocol

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routes ? LED traffic lights along protocol routes ? Installation of hydroelectric turbine to generate electricity from Oranjezicht Springs ? Retrofitting of Council buildings with energy efficient lighting ? 300 solar water heaters were installed in low-cost housing in Darling # 12 residents were trained on how to install and maintain these heaters which could contribute to a monthly R50-R70 saving on a household electricity bill ? Energy efficient floodlights were erected at Philippi Stadium with bulbs using 60% less energy than conventional bulbs Water Conservation ? Water efficient technologies installed at the Cape Town Stadium: # Rainwater harvesting off the roof # Water saving taps # Dual flush toilets in VIP areas # Flush urinals ? The Oranjezicht Springs used as an alternative source of water for the irrigation of the Green Point Park

? For the Drink Tap Water Campaign, water-saving

water fountains were installed at the FIFA Fan Fest and along the Fan Walk and are still being used during events throughout the City Integrated Waste Management ? Approach applied to waste management at Cape Town Stadium, FIFA Fan Fest, Fan Walk, FanJols and training venues, prior to and during the tournament: # Waste avoidance: 6 No hand-outs allowed at gates 6 Unnecessary packaging avoided 6 Re-usable packaging and materials used (e.g. plastic crates vs. cardboard) 6 Large condiment dispensers used as opposed to single servings # Waste minimisation: 6 Implemented by minimising packaging and using the commemorative cup concept which could be re-used instead of having to purchase a new cup for each new drink 6 Law enforcement teams dispatched after cleaning at places such as Swartklip to monitor littering and illegal dumping. 121 fines issued totalling R144 700 # Waste recycling: 6 A 20% waste diversion target set (OC and CoCT policy) was reached and exceeded 6 A dual-bin system in the CBD, Stadium, Fan Fest, Fan Walk and FanJols (still visible in the CBD, Stadium, Grand Parade and Fan Walk areas) 6 Two new mini-multi-use recycling facilities under construction 6 Labelling and signage to assist the public in selecting the appropriate bin for their waste (including Zibi dual-bins) (still visible in the CBD, Stadium, Grand Parade and Fan Walk areas)

Green Building and Sustainable Lifestyles ? Cape Town Green Map (online and print)

highlights Cape Town's growing green and sustainable living consciousness, including green projects, eco products and services, attractions, markets, events, accommodation, alternative energy sites, recycling projects and responsible tourism. ? Volunteers were recruited to assist with Green Goal programmes and were provided training ? Making Connections' programme was rolled out to 38 schools, targeting Grade 7 learners to create 'green' awareness by linking sport and the environment ? A five minute DVD with Green Goal short films was produced and distributed ? Green procurement was integrated with 2010 FWC tenders, where practically possible Transport Mobility and Access ? Improved public transport networks were key in reducing carbon emissions # Phase 1A of the CoCT's new IRT system implemented # Non-motorised transport infrastructure which included walkways and cycling lanes # Transport strategies to minimise travel needs related to the event integrated into planning for Cape Town Stadium # Fan Walk from Cape Town Station to Stadium explicitly mentioned as reducing carbon emissions # Fifty-three percent of fans travelled to Cape Town Stadium and other match viewing venues by public transport or on foot # In addition to the eco-driving course provided to meter taxi drivers, an eco-driving awareness campaign to raise awareness amongst PGWC and CoCT staff to reduce carbon emissions took place during the Transport Month (October 2009) and again during Environment Week during June 2010.

The DEADP Air Quality Management component has adopted this initiative as part of its air quality management interventions. Landscaping and Biodiversity ? A student landscape design competition was hosted for Mouille Point beachfront and promenade ? A City beautification and tree-planting campaign was implemented ? A biodiversity showcase garden was constructed in the Green Point Park Responsible Tourism ? A code of responsible conduct was developed for

visitors ? Responsible tourism awareness and training was integrated into existing service excellence programmes ? An environmental accommodation accreditation system known as GreenStaySA was developed # Three hotels in the Western Cape have been rated by GreenStay SA namely; Hollow on the Square (Green Annex) in the CBD, Eendracht Hotel in Stellenbosch and Fancourt in George Green Goal Communication ? The 2010 National Environmental Questionnaire Survey showed that 35% of respondents in Cape Town were aware of the Green Goal programme or other environmental projects linked to the World Cup. This may not be the majority of respondents, but it is high considering that a survey conducted a year earlier, showed that only 1% of respondents knew about Green Goal or any environmental initiatives linked to the World Cup. ? Examples of interventions to raise awareness and promote sustainable lifestyles included: # Green Goal brand development and activation # Green Goal marketing and communications plan rolled out

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Legacy Summary

# Green Goal website and online resources

7.3

Health Legacy

# Online resources and materials for media # Green Goal DVDs showcasing the Green

Goal projects # Green Goal 1 minute DVD requesting fans at the FIFA Fan Fest to use water sparingly # Green Goal 2010 Exhibition at the FIFA Fan Fest, and # Contribution to a review of resource efficiency interventions at Cape Town, Athlone and Philippi Stadia commissioned by DEA and a guideline booklet on Cape Town Stadium's interventions was published and can be used as a guideline for future developments. Green Goal 2010 Exhibition ? The FIFA Fan Fest on the Grand Parade was

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selected as the ideal location for housing the exhibition for the duration of the tournament # Visited by approximately 15 000 people during the tournament # Showcased various Green Goal projects and interventions # Exhibition by-line, 'Give waste the boot', created awareness amongst visitors to the exhibition # All the construction material used in the exhibition was sourced within a 10 km radius of the Fan Fest, which reduced the carbon footprint # Materials used were either recycled waste, re-usable, reclaimed or new for re-use afterwards # The human resource compliment included Green Goal team leaders, Host City volunteers, CoCT Environmental Resource Management interns, DEA volunteers, DEADP staff and performing artists # Exhibition is available for use at future events

Staff Allocation ? 340 new EMS staff were employed ? 1000 staff members were trained in Major Incident Medical Management Systems (MIMMS). Multidisciplinary approach recruitment of pre-hospital and hospital staff (medical and non-medical). Equipment Acquired ? Vehicles – 30 new ambulances and medical utility vehicles ? Medical Procedures Container which can be used for rescue operations and mass casualty situations ? Tents for mass casualty or major incidents ? Helicopter upgrades for improved mountain and sea rescue operations ? Equipment procured – R6 million spent on medical equipment (ordered in advance and 94% arrived more than three months before the event) # New helicopters arrived in January 2009 ? Cape Town Stadium boasts a medical centre designed and equipped to international standards Systems Implemented and Improved ? Electronic Bed Bureau – digital system which allows data flow between pre-hospital and hospital services (public and private) in terms of bed availability and status. This allows ambulance routings to be done in a pro-active manner ? Enhanced relationships between relevant roleplayers (EMS, SAMHS, private health) especially between EMS and SAMHS as two different constituents within the public sector; also improved relationships between public and private sectors. ? Creation of MIMMS manual for the South African context.

? FIFA designated hospitals were identified early

according to the event footprint. These hospitals (public and private) all underwent training in the Hospital MIMMS course. Furthermore, these hospitals now have radio communication with EMS Metro Control linked to integrated medical systems and services. ? Creation of opportunities for South Africa to host future mass gatherings and world-class events Health Promotion ? Health education and information campaign was launched for both foreigners and locals covering information on various topics such as smoking, personal hygiene such as hand washing, etc. This campaign included the distribution of educational materials, reinforcing environmental health messages.

7.4

Social Legacy

Sport Development – facility investment, awareness training and increased participation ? Stars in their Eyes Foundation Exchange Programme # 40 South African clubs and communities twinned with counterparts in the Netherlands # 120 coaches trained in Dutch method of coaching # Each South African club has a Dutch coach assigned as a mentor (from communities as far afield as Kwa-Nokuthula, Plettenberg Bay, Kwa-Nonqaba, Mossel Bay, Lawaaikamp, George, Laaiplek, Malmesbury, Greyton, Bredasdorp, Langa/Ndabeni, Mfuleni, Cape Town, Khayelitsha, Philippi, Ashton, Ceres, Worcester, Beaufort West and Prince Albert) # Four coaching training camps hosted in the Netherlands # Girls and young women being coached in soccer

? FIFA Football for Hope Centre # One of five Centres in Africa, with the first built

in Khayelitsha # Supported by 200 partner organisations, has more than 6 000 young graduates in the skills programme and 252 participants in the community football league programme # Week-long Festival hosted for opening event

in partnership with the local community 6 Local suppliers such as caterers, volunteers, security personnel, tour guides and local entertainment was sourced # Teams from Cape Town, Johannesburg, Durban, Zambia, Namibia and Brazil participated in the Kick-off football tournament in December 2009 # Western Cape Sports School (Kuils River) hosted the teams 6 Senior learners from the school were involved with administration and organisation of the event – acquiring valuable sports administration skills and participating in an international sports event 6 Ideal cultural exchange opportunities for the learners and visiting teams # USA Football Team visit (as an example) 6 On 13th and 14th November 2010 the USA national squad hosted coaching clinics with the youth from surrounding areas 6 Regular high-profile visits e.g. Queen Sophia of Spain, German Chancellor Angela Merkel ? Football Ambassadors Programme # 20 ex-professional football players were

appointed as ambassadors and were widely used in street football events, school programmes throughout the Province and

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Legacy Summary events linked to football awareness to promote sport in general as a fun activity, healthy lifestyles, to encourage youth to play football, to increase football popularity amongst youth, and in so doing to assist in combatting social abuse and promoting social cohesion

? Street Football # Street football district leagues were hosted to

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expand mass participation in areas such as Hermanus, Mitchells Plain, Khayelitsha, Oudtshoorn, Atlantis, Green Point and some on the West Coast # Thousands of youth from diverse communities in seven regions and major suburbs across the Province participated # The campaign entailed setting up a massive blow-up football pitch in the community, where youngsters were encouraged to join and play football after school during the week; on Saturdays knock-out finals were played and prizes and trophies awarded # Created social cohesion opportunities whilst discouraging social abuse and promoting healthy lifestyles ? Western Cape Playground Football Challenge # Took place in schools in the eight education

districts of the Western Cape # 256 teams competed # Final was hosted on Grand Parade and each participant received a replica soccer kit based on the participating countries of the 2010 FWC

# 10 DreamBags awarded as part of the 'My

2010 School Adventure Programme' # 2 DreamBags awarded at the opening of the Philippi Stadium # 300 pairs of soccer boots distributed to each participant at the 300 days to go campaign (Girls football tournament in Bonteheuwel for U13 and U17) # 4 DreamBags were awarded at the 200 days to go campaign (Football tournament hosted in the Crossroads Township) 6 Ajax Cape Town also conducted coaching clinics on the day 6 Sessions were hosted addressing social issues such as the 16 Days of Activism Campaign and World Aids Day by the PGWC Social Dialogue Unit ? My 2010 School Adventure Programme # Programme rolled out at approximately 200

primary and high schools throughout the Province # Based on three pillars: 6 Participation pillar about football 6 Education pillar which gave learners background in history and geography of participating nations 6 Adopt-a-nation pillar focused on arts and culture, educational research and creative writing # Resource packs were distributed to schools throughout the Province # Prizes awarded to the schools included desktop computers, DreamBags and flagpoles

? Dreamfields played a key role in the hosting of

football development events with strong social messaging. This project saw the collaboration of local government, communities and corporates to contribute in a practical and affordable way to supporting local communities. Participants received:

? Artificial Pitches # Beaufort West, Lwandle and Worcester each

received an artificial pitch (OC legacy programme) # FNB partnered with George Municipality to provide an artificial pitch in Lawaaikamp

Sector Skills Development, Capacity Building and Leadership ? Referees Training # Approximately 155 SAFA referees underwent training (60 Vodacom League, 45 SAB League and 50 Winelands) ? Volunteers # 334 Western Cape volunteers were trained in

total in partnership with municipalities # In June 2009 the first 99 were trained to work in the pilot FanJol held in Plettenberg Bay for the Confederations Cup # A further 235 were trained in May 2010 in time to participate in the provincial FanJols # A database of all trained volunteers and their skills was established for the World Cup and future use. Volunteers equipped with essential skills which should assist them with future employment Promotion of Social Cohesion and Unity … and Local Economic Development ? FanJols # 5 hosted bythe Province (one in each district) and 4 hosted by CoCT # R 10 million injected into provincial economy outside the Host City # 70 000 attendees across all five provincial FanJols # 32 service providers and 30 local vendors were used # 250 trained volunteers assisted with logistical and operational arrangements on-site # Platform for LED opportunities (local procurement, positive publicity for rural areas, children and youth holiday programmes, skills development through volunteerism and training, local artists and entertainment as well as international cultural exchange with a live Brazilian showcase sponsored by the Brazilian Government)

# In-house project management model used 6 Dedicated

human and financial resources assigned 6 Project delivered successfully and within budget 6 Each FanJol had a dedicated project manager appointed who was empowered to coordinate the FanJol 6 Project managers were required to work closely with the District and Local Municipalities which strengthened multilevel IGR across spheres of government 6 Key partnerships were formed with NGOs and private sector sponsors, such as MTN, Cocoa-Cola and the SABC ? Countdown Events # The Western Cape adopted Iraq as the

country to support during the 2009 Confederations Cup 6 2 500 spectators attended a friendly match between Iraq and Poland at UWC 6 Approximately 180 Western Cape football players were afforded the opportunity to attend a Confederations Cup Game between Spain and Iraq in Johannesburg # 300 Days to Go Campaign 6 Took the form of a girls' football tournament in Bonteheuwel for U13 and U17 (linked to National Woman's Day and addressed by the Premier) 6 300 pairs of soccer boots distributed to 300 participants # 200 Days to Go Campaign 6 Took the form of a football tournament hosted in the Crossroads Township 6 Ajax Cape Town conducted coaching clinics on the day 6 Sessions were hosted addressing social issues such as the 16 Days of Activism Campaign and World Aids Day by the PGWC Social Dialogue Unit

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Legacy Summary

# 100 Days to Go Campaign

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public of critical or emergency information

6 100 trees planted at Philippi Stadium

? 8 towns (Beaufort West, Bredasdorp, Vredenburg,

supporting Green Goal 2010 # Africa Day Celebrations 2010 6 Football tournament at FIFA Football for Hope Centre aimed at involving nationals from other African countries as well as local youth to promote social cohesion and unity amongst all Africans and dispel xenophobia.

George, Knysna, Plettenberg Bay, Vanrhynsdorp and Worcester) each received 100 street pole brackets and banners (50 x SA Flag designs, 50 x 2010 designs) and were encouraged to continue using the brackets and the SA flag banners as a legacy for nation building. These banners can be used to mark festivities from national holidays to town specific milestones. It is also envisioned that the flags and brackets be shared amongst towns of the district.

Public awareness Buyela Ebaleni was aimed at mobilising and encouraging football supporters to adopt a culture of visiting stadia to support local football and also to rally behind the national team ? Test events hosted at the Cape Town Stadium before the tournament further encouraged public participation and spread the 'gees'; the PGWC provided strategic support ? Football Fridays took some time for locals to adopt. Continuous awareness campaigns and enthusiasm amongst those who participated in Football Fridays gradually increased participation of the general public ? Promotion of the country's National Symbols by hoisting the national flag throughout the City and Province, learning the national anthem and wearing clothing items displaying the South African flag Countdown Clocks and Municipal Branding ? 5 towns (Beaufort West, Bredasdorp, Vredenburg, George and Paarl) each received a digital, flat screen countdown clock to enable locals to countdown the days remaining to the kick-off of the tournament. Municipalities are encouraged to utilise these clocks after the 2010 FWC for disseminating public information, public awareness, community development and where possible, appropriate revenue generation # The screen can also be used to inform the

Arts and Culture ? Over a period of more than two years the CCDI

researched and developed suitable crafts for the 2010 FWC which formed part of an on-going development programme ensuring maximum participation of small craft-based businesses in the tournament # Through this programme, crafters were able to access opportunities and benefits from the expected tourism influx into the region, improve their skills and offer appropriate crafts for sale. The purpose of the programme was to generate direct economic benefit for craft producers (through the sale of goods), support them in the development of their products and their businesses through the process of supplying products to official events, (for PGWC and the City) as well as to promote well-designed handcraft to international visitors, conference delegates and business executives # Ranges of 'goodie bags' were produced using local crafts for distribution at official and corporate events # Items such as Kelp Vuvuzelas were profiled and promoted in order to ensure local designers, producers and artists benefited from the 2010 event 6 Kelp Vuvuzelas were very popular and

their story was widely covered in the media 6 They were made from a sustainable resource (kelp collected from beaches), which is biodegradable 6 They were decorated and painted by previously unemployed people and were used during the tournament as gifts to visiting dignitaries and teams 6 They were also profiled at one of the press conferences hosted at the Cape Town Media Centre in the City Hall; with each member of the media receiving their own personally inscribed 'kelp vuvu'.

7.5


Disaster Management ? Disaster Management ICT systems developed to integrate National, Provincial and Municipal operations (Uniti Tool developed in the Western Cape ) ? Additional equipment, staff and facilities was recruited for Municipal Disaster Management mostly in the City of Cape Town ? RAVA software programme and other GIS applications were developed which will be applied in disaster risk assessments in the future ? The following 2010 FWC Disaster Management, Event and Team Base Camp Plans were developed and are currently filed at the PDMC: # Municipalities: 6 C i t y o f C a p e To w n ( D i s a s t e r Management Plan for the region and the PVAs) 6 Overberg District Municipality (Region and FanJol) 6 Central Karoo District Municipality (Region and FanJol) 6 Eden District Municipality (Region, FanJol and 3 Team Base Camps)

6 Cape Winelands District Municipality

(Region and FanJol) 6 West Coast District Municipality (Region and FanJol) # State Owned Enterprises: 6 Eskom 6 ACSA 6 Metrorail, Shosholoza Meyl 6 Transnet Freight Rail # Provincial Government Plan which inter alia included: 6 Emergency Medical Services 6 Social Development 6 Chemical, Biological and Radiological Threats Plans 6 Philippi Stadium Policing and Traffic ? Approximately 2 500 people were trained in crowd control ? Overall Safety and Security Plan involved 3 600 existing police officers throughout the Province ? 1 200 new SAPS members trained per year over the last three years # They were based either at police stations or involved in 2010 safety and security operations ? First of 15 Western Cape operational centres opened in 2007 in Khayelitsha ? State of Readiness launched 29

th

April 2010, almost two months ahead of the tournament ? High level of planning and cooperation by all stakeholders, fostering a good working relationship which resulted in effective delivery which improved relationships for future events ? The number of fatal car crashes dropped in the Province during the 2010 FWC ? Training opportunities were granted to 22 Traffic College students who are now employed on a fulltime basis

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8.

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Good project management was critical for the effective delivery of the 2006 Strategic Plan. Some projects ran more smoothly than others; numerous challenges were encountered along the way. Strategic and flexible responses were sought to address these challenges; lessons learned were noted. Whereas most work was undertaken in the various legacy workstreams, a single spokesperson for transversal communication was important. Issues of good governance and risk management were regularly discussed and necessary interventions made. This chapter highlights the critical factors for successful delivery. Some tangible examples of challenges encountered, how they were overcome and what the specific learnings were are also mentioned. It is important to share these lessons inter- and intra-departmentally, as well as with other governments who will be future hosts. Secondly, it is important to translate these lessons into daily operations to improve service delivery.

8.1

Visionary 'Big Picture' thinking – we are doing this for Africa

When FIFA awarded the hosting of the 2010 FWC in May 2004 to South Africa, it was clearly stated that this would be the first African FIFA World Cup and that FIFA had faith in South Africa to host it on behalf of Africa. The Western Cape proudly committed to showing the world that we were able and willing to contribute to the continental effort.

8.2

Sound and consistent leadership

Despite changes in political leadership as a result of local and provincial elections, those holding political office committed to delivering an excellent event. Few

changes of officials were made, enabling the team to avoid reinventing the wheel and climbing learning curves. They could concentrate on delivery. Stability and continuity within key delivery structures is essential.

8.3

Project politically ring-fenced and prioritised

Although changes in government over the five years brought differences in policies and priorities, the international commitment made to deliver an excellent World Cup enabled the project to be 'ringfenced'. No one wanted fingers to be pointed at political parties or leaders, so the project was given due priority and proudly acknowledged by all as successful in the end. Political responsibility needed to be taken from time to time. Two examples during 2010 follow: The first was that within the economic workstream, MEC Winde re-grouped economic role-players in early 2010 to ensure cooperation in project delivery and leverage off economic opportunities during the tournament. However, because from 2006 no economic development or tourism promotion budget was allocated to an economic strategy beyond the 2010 FWC, there has been a major waste of a huge economic opportunity. This lack of foresight is unfortunate as the 2010 FWC opened the eyes of the world to our 'cape-ability' and economic potential. Follow-up has been severely limited owing to lack of budget in economic development and tourism. The second was the political intervention to address challenges in the Eden District just before the tournament was due to kick-off. Following the Cabinet meeting on 12th May 2010 in which major concerns about the delivery of the FanJol in George, media hosting, delays in pitch repairs at Outeniqua

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Stadium, volunteer recruitment and procurement issues in Eden were discussed, MEC Jenner and MEC Bredell agreed at short notice to attend the monthly 2010 Municipal Forum the next day in Knysna. They also met the Mayors and Acting Municipal Managers of George and Eden. Over the day the mood shifted from openly belligerent when officials from Cape Town arrived to chair the meetings, to friendly, after issues had been openly discussed. Clearly there were tensions between local and district municipalities in Eden. Thanks to the intervention of the MECs, officials were able to continue with delivery for the 2010 FWC. Without political leadership, the coordination which was required amongst municipalities, and intergovernmentally between District, Municipal and Provincial role-players, would not have succeeded.

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The lessons are that despite the extreme delivery pressures, and significant benefits on offer through hosting the 2010 FWC, human and budgetary resources would not have been made available without the political will (and sometimes outright instruction) to cooperate.

8.4

Joint Strategic Plan adopted by Provincial Cabinet and Mayoral Committee of the City of Cape Town in 2006

Knowing that local government elections were to be held in 2006, City and Province officials wanted to prepare incoming leadership with a possible strategic direction to follow in preparation for delivery of the 2010 FWC. A strategic plan was written for the effective delivery of the event, taking legacy and leverage of opportunities into account. After the elections the new leadership in the City and the Provincial Cabinet met in July 2006 and adopted the Strategic Plan as the single approach to be taken by

the Host City and the Province. Business Plans and successive budgets were guided by the Strategic Plan. The joint Plan cemented Provincial and City commitment to hosting a world-class African experience. The objectives identified in the Plan guided Provincial and City collaboration on 2010 FWC projects which were supported from political and official levels.

8.5

Intergovernmental cooperation to focus on delivery within strict timeframes

'Cooperative governance' is required by the South African Constitution, however politicians and officials have to work together to enable its realisation. For the 2010 FWC cooperation between the three spheres of authority was essential for successful delivery, specifically for the three Team Base Camps and Provincial FanJols. Due to the high private sector quotes received for the project management of the FanJols, an internal project management process with dedicated human and financial resources was developed as the alternative. With limited timeframes this in-house model not only operated successfully but was also a cost-saver delivering the project within budget. For each FanJol a project manager from within the Department of Cultural Affairs and Sport was appointed. These managers were empowered with the opportunity to coordinate a FanJol which saw efficient and enhanced service delivery. The project managers were required to work closely with District and Local Municipalities, which strengthened multilevel IGR across the spheres of government. Key partnerships were formed with NGOs and private sector sponsors. Structures including the Host Cities' Forum (which included Provinces), the Provincial Coordinators'

Meetings and the Western Cape Municipal Forum allowed engagement across the three spheres of government.

8.6

Collaborative partnerships

Across all workstreams, collaborations were formed involving private sector, public sector, and local communities. Some were new partnerships and some old were enhanced as a result of the 2010 FWC project. Working together to deliver on an immovable deadline strengthened working relationships. A very good example is the improved relationship between Emergency Medical Services staff and South African National Defence Force staff as two constituents in the public sector. The partnership with private health was also strengthened as a result of collaboration for the 2010 FWC project; this is an excellent example of positive legacy.

8.8

Competent staff – 'fit for purpose’

There was no 'dead wood' in the 2010 FWC teams; everyone who was appointed or seconded to work on the project was committed and worked hard within a strong team. Firm leadership and the profile of the tournament kept staff motivated to deliver.

8.9

Proper procurement - adherence to tight budgetary controls

Financial procedures were adhered to and expenditure was within budget. Officials responsible for procurement were helpful in finding the quickest legal routes, knowing how critical their roles to the success of the event were.

97 8.10 Budget savings as a result of cooperative relationships

8.7

Transversal operational and strategic teams established

As the delivery of the event and the commitment to legacy required an integrated approach, officials from various key provincial departments and agencies were assigned to work in a transversal team, the Technical Steering Committee (TSC). Not only did this ensure more effective delivery for the event, but it built good relationships and taught a holistic approach to delivery for the future. This is important legacy for governance. Stemming from the joint Strategic Plan, on-going interaction between PGWC Cabinet and the City's Mayoral Committee took place to coordinate transversal issues such as infrastructure projects.

Working together to solve a problem empowered officials to streamline operations and remove duplication resulting in saving money. If certain stakeholders had withheld their cooperation or wanted to assert their own powers, rather than contributing to the solution, delivery would not have occurred within time or budget. Public sector collaboration in order to deliver excellence on time and within budget was a major learning experience which can be used in the poverty eradication and employment generation context.

8.


8.11 Investment in personal relationships to facilitate effective delivery Perhaps because an event of this nature and magnitude comes so rarely, (almost) everyone was more receptive to making it a success. Most people enjoyed working together to 'make it happen', some offering constructive criticism when needed. Colleagues enjoyed a sense of humour even when pressures and challenges seemed insurmountable.

8.12 Attention to detail

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No detail could be ignored. Test events showed that small things which had perhaps been ignored could become big problems. Delivering on an event of this magnitude and ensuring positive legacy require meticulous planning, careful implementation, attentive listening and learning, quick responses, honest assessments and clear communication.

Specifically in the Health and Disaster Management workstreams early and proactive planning enabled delivery of longer-term legacies such as the National Disaster Management Strategy and the development of the Provincial and National Health Plans. Responsibilities could then be defined and resources allocated. Flexibility was built in to accommodate resources such as staff and vehicles needing to be reallocated at short notice. Early and coordinated planning was successful due to effective communication and mutual respect between services, including those not directly linked to the medical fraternity but who needed to be consulted to deliver health and disaster management effectively. Equipment, vehicles and medical supplies needed to be ordered well in advance. With the proactive approach taken, all equipment was delivered on time and in some cases as early as 2009, in time to be used for the test events at the Cape Town Stadium. However, delays were experienced with the delivery of some of the Disaster Management equipment.

8.14 8.13 Thorough planning Thorough and comprehensive planning was exercised across all workstreams. Making sufficient use of lead time to plan effectively and also to consider contingency plans should initial plans fail was essential. Roles and responsibilities had to be defined early during planning to ensure action amongst all stakeholders. Financial responsibilities and resolutions had to be clearly defined in order to ease tracking deliverables. Reporting structures on the 2010 FWC were established between officials across PGWC departments, such as the TSC and Technical Update Meetings, up to the PCF and Cabinet. Workstream Audits amongst other reporting mechanisms ensured interdepartmental and intergovernmental collaboration.

Research, assumptions and risks

It was not always easy to plan for the unknown. Predictions were made on the number of visitors expected during the tournament. However, up until a month before kick-off hotel bookings were still relatively low. This could have been as a result of the global recession, as well as not being able to predict which teams would still be in the tournament for the later rounds. Tourism agencies in the province engaged proactively with the media and mounted marketing campaigns in Gauteng to encourage visitors to come to the Western Cape. Negative media coverage of South Africa's readiness to host the tournament, cost of travel and perceptions of safety months before, impacted on the number of foreign visitors who eventually arrived.

8.15

Media engagement

The far reaching impact of the media indicates the importance of catering for, responding to and engaging with this group. Media interaction went beyond mere information provision. Cape Media Services provided a unified platform to engage with media and to strengthen relationships even after 2010, fostering transversal and intergovernmental relations in the process.

8.16

Green Goal

The Green Goal Programme, a legacy of the 2006 FWC in Germany, was a national programme in which all three spheres of government collaborated. The late national launch of Green Goal and the poor support form FIFA impacted negatively on the impact of projects. Although good work was done by the Host City of Cape Town and the Western Cape Government, key opportunities to increase awareness were lost e.g. the late launch of the Zibi Waste Awareness Campaign did not yield as much as expected. Future FWC hosts such as the 2014 FWC in Brazil should be aware of the implications of delays in commitment and resource allocation. Green Goal should therefore be approached differently by FIFA, to become more integrated in their FWC tournaments in future.

99

9.

Way Forward

The following key recommendations to Cabinet emerge from the preceding chapters based on lessons learned during the 2010 FIFA World Cup; they are categorised under Marketing and Events, Intergovernmental Relations, Facilities and Media and Communication.

9.1

Marketing and Events

The joint marketing platform established in the buildup to the 2010 FIFA World Cup™ (2010 FWC) should be taken forward. A challenge is that the Department of Economic Development and Tourism (DEDAT) has not budgeted for such an intervention. Perhaps with the new Economic Development Agency (EDA) approach, this platform can be maximised in future. ? Suggested action: Cabinet to support engaging Treasury for such funding.

100 Support events with strong destination branding, economic development, social cohesion and environmental sustainability elements e.g. the UN agencies' global events, international sporting competitions, and new innovative ones such as a Green Formula One Grand Prix. ? Suggested action: Based on sound strategy agreed with City and Municipalities, support UN agencies, sports federations and event owners targeting and deepening relationships including key 'green' role-players, to bid for and support mega-events. As part of destination marketing, market the Cape Town Stadium and other 2010 FWC legacy projects as integral parts of the 'Cape' destination, particularly drawing on the Cape Town Stadium's international profile and iconic image. ? Suggested action: Support City of Cape Town to produce an integrated marketing plan for the Cape Town Stadium and other publicly-owned facilities as part of a joint Provincial and City Events Strategy.

9.2

Facilities

Promote models for Facility and Venue Management to ensure that that our World Cup stadia and other facilities have long-term sustainability. ? Suggested actions: Use Provincial Facilities Audit to shift focus from mere facility provision to improving access, quality of programmes and sustainability. Share GIS-based tool with other provinces.

9.3

Intergovernmental Relations

Package and contextualise lessons learned for bidding and/or recently appointed hosting towns, regions and countries. An opportunity exists to position the Western Cape as a knowledge centre for hosting municipalities, enabling benefits from municipal tourism. ? Suggested actions: Promote captured and published lessons and successes. Ensure that marketing collateral such as the Accommodation and Training Sites Handbook, operational guidelines for transversal management (e.g. TSC platform), media management protocols, as well as Knowledge Management products are accessible to bidding countries, regions and municipalities. Transfer skills and training from 2010 FWC case studies through diverse institutions such as University Business Schools and the Provincial Training Institute (PTI). ? Suggested actions: Develop case studies that show practical examples of transversal strategic management in action. Engage CHEC as a point of entry to the Universities and engage PTI with the view to curriculum supplementation.

9.4

Media and Communications

Maintain relationships with international media to monitor the image of the Province and to encourage continued positive coverage, by for e.g. inviting them to explore and experience Cape Town and the Western Cape. ? Suggested action: Institutionalise a proactive team based on the Cape Media Services model, linked to destination marketing, particularly for future events.

9.5

project delivery (e.g. for an event such as the Chelsea Flower Show or COP17), and ? Developing and implementing a Provincial Megaevents Strategy and Implementation Plan, with City and municipal agreement. As was clearly experienced during the 2010 FWC, unless the requisite skills and budget are allocated, the most well-intentioned plans and announcements will not reach fruition.

Strategic Projects

The delivery of the 2010 FWC has seen the Department of the Premier develop a reputation for effective networks which contribute to delivery on time. This reputation has seen the Department effectively deal proactively with events such as the UN World Water Day, Wind Energy Investments, infrastructure development and International Festivals. During and since the 2010 FWC, the former 2010 FWC officials in the Department of the Premier have also played a key role in the delivery of social, economic and environmental programmes geared to improve awareness and deliver effectively. ? Suggested action: Enhance Strategic Projects capacity in the Department of the Premier. The functions of this Strategic Projects Unit would include: ? Identifying, responding to and giving impetus to key strategic projects, ? Designing and institutionalising transversal (across departments, spheres of government, agencies and State Owned Enterprises) project delivery platforms where they do not already exist. This could be done for example, by replicating the 2010 TSC for specific transversal

101

Conclusion This report has presented a reflection on the PGWC's planning and implementation of the 2010 FWC, highlighting the sustainable development, project management (good governance) and proactive communication approaches, as well as achievements and challenges on the road to 2010. Following the 2006 Strategic Plan adopted by the City of Cape Town and the PGWC, this document reports on the identified legacy areas: Economic (including Infrastructure and Transport), Environmental, Health, Safety and Security, Social and Disaster Management. The City of Cape Town has prepared an operational 'Close-out' report reflecting on their role as a Host City.

102

From Cape Town's brand new multi-functional international stadium, to improved infrastructure for roads, public transport including cycle and pedestrian networks in the City and beyond in towns such as Knysna, the positive legacy of the 2010 FWC is reality. National Government, in their assessment of the tournament, commended all members of the transport family, including those spread across the three spheres of government, in particular in Host Cities, and a range of parastatals in the aviation, rail and road sectors for their achievements during the 2010 FWC. Not forgetting the private sector public transport operators, local bus and coach operators and the often maligned minibus-taxi industry who all came to the party during the 2010 FWC and made the country proud92. Athlone and Philippi Stadia upgrades, with worldclass pitches, a widespread soccer culture and sport development will serve Cape Town's historically disadvantaged communities for decades to come. Public sector collaboration, in order to deliver excellence on time and within budget, was a major learning experience which can be translated into poverty eradication and development93.

We are now also better positioned for economic growth to attract more events, business tourism, international sport tourism opportunities; our improved infrastructure for exports and investment is beneficial to growing the economy and creating more jobs. In the international community there is now greater awareness of our business opportunities, technology, skills and products which is beneficial to long-term trade and investment. Through exposure to an event of this magnitude, improved tourism preparedness and skills for hosting future major events, with a particular focus on a friendly service culture, is a long-term benefit. We are now better positioned as a place for business and leisure displayed through our innovation, skills and spirit forming critical ingredients for economic growth and improved quality of life. Just as we learned many lessons from Germany, so too will we be able to share lessons learned with Brazil. The Western Cape is working closely with the government of Brazil at both state and federal level to facilitate tourism, trade and investment linkages in preparation for the 2014 FWC. These interactions strengthen the political, economic and social opportunities between the two countries. One of the key legacy opportunities presented by the 2010 FWC was the media platform to leverage international and local attention. There was a distinct shift in the tone of media reporting before, during and after the 2010 FWC. It is clear that once foreign media experienced the warmth, hospitality and efficiency of the games in South Africa that their reporting shifted to positive, even euphoric. Green Goal should lead to behavioural changes in favour of the environment. This should have the longterm legacy of reducing the consumption of scarce resources, including water, energy and biodiversity, as well as reducing the amount of waste-to-landfill.

92


93

Platzky, L. 2010a. Draft chapter: Reflecting on the 2010 FIFA World Cup™ strategic plan for Cape Town and the Western Cape Province [unpublished].

With additional global attention drawn to sustainable and responsible lifestyles, societal behavioural changes will be key to ensuring healthier lifestyles for future generations. Through cooperation with Brazil and continuous support from agencies such as KAS, the Green Goal Programme could be better positioned through the powerful Confederation of Brazilian Football to negotiate with FIFA to ensure a serious commitment to manage environmentally responsible tournaments in future. Improvements to provincial health capabilities and capacity are some of the tangible benefits of the 2010 FWC. The collaborative planning for the tournament has also improved coordination between private, public and NGO health services. From a managerial level, the DoH opted to coordinate EMS in small teams which fostered effective leadership and transparent communication from the top down and vice versa. Providing as many opportunities as possible to enable local communities to 'touch' the World Cup was one of the key priorities. Not only were partnerships between spheres of government and the private sector important in delivering a successful event, but partnerships forged for social development proved critical in the lead up to, during and after the tournament. It is for this reason that the PGWC cultivated value-adding relationships. The investment in sports facilities is envisioned to create lasting legacies for generations to follow. With these investments come the need to create and/or increase firstly, awareness of sport and secondly, participation in sport. The return on such investments spans both economic and social benefits. Economically, sport tourism opportunities and international marketing platforms have been created. The capacity to host international competitions and create a hub for sport excellence is now present. From a social perspective, social cohesion, the fostering of unity and local pride as well as sport as an alternative to substance and

social abuse, not forgetting the creation of spaces to keep youth off the street, are all now possible. The 2010 FWC provided the ideal opportunity to improve safety and security preparedness in the Province. Along with SAPS as the leading agency, numerous private and public sector stakeholders collaborated to ensure a safe environment was provided to visitors and locals alike. Skills development and training opportunities, improved communication channels, cooperative governance, public and private sector partnerships, as well as local community involvement are the true legacy of the 2010 FWC. As a province and country we displayed our capabilities in hosting a safe event which also saw a decrease in crime levels during the tournament. Morale and motivation amongst safety and security personnel were hugely boosted during the tournament, which can now be extended along with other lessons learned, to improving future service delivery.

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Bibliography 2010 FWC benefits fact sheet. March 2010 [unpublished]. Airports Company of South Africa. ([email protected]). 2010a. Cape Town International Airport. Growth for domestic and international movements. E-mail to M Salie ([email protected]) [24 January 2010]. Airports Company of South Africa. ([email protected]). 2010b. George airport traffic. E-mail to M Salie ([email protected]) [24 November 2010]. Arendse, G. 2010. Interview with environmental legacy representative on the Technical Steering Committee on 19 August 2010, Cape Town. Bureau for Economic Research. 2010. The home team scores! A first assessment of the economic impact of World Cup 2010, (10). Cape Town Routes Unlimited. 2010. 2010 FIFA World Cup™ statistics – Cape Town & Western Cape [unpublished].

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Cape Town Tourism. 2010. Tourism industry positive about the impact of the World Cup on future tourism growth in Cape Town [21 July 2010]. City of Cape Town. 2009. 2010 FIFA World Cup™ Host City Cape Town Green Goal progress report. Cape Town: CoCT, September. City of Cape Town. 2010a. Accolades for Cape Town Green Map. http://www.capetown.gov.za/en/Pages/AccoladesforCapeTownGreenMap.aspx [10 January 2011]. City of Cape Town. 2010b. Final Draw 'a celebration of Africa'. https://www.capetown.gov.za/en/FIFA2010/Newsandmedia/Pages/FinalDrawacelebrationofAfrica.aspx [November 2010]. City of Cape Town. 2010c. Speech by Executive Mayor, Alderman Dan Plato, at the full council meeting on 28 July 2010. http://www.capetown.gov.za/en/mayor/Documents/Plato%20speeches/Council%20meeting%20(28%20July%20 2010).pdf [November 2010].

City of Cape Town. 2010d. The final whistle: Friday 16 July 2010. http://www.capetown.gov.za/en/FIFA2010/Newsandmedia/Pages/TheFinalWhistleFriday16July2010.aspx [22 November 2010]. City of Cape Town. 2010e. Training venues. http://www.capetown.gov.za/en/FIFA2010/Pages/TrainingVenues.aspx [14 March 2011]. City of Cape Town. n.d. 2010 FIFA World cup™ Host City Cape Town Green Goal action plan. Cape Town: CoCT. Fédération Internationale de Football Association. 2009. Opening of first Football for Hope Centre heralds a new dawn for Khayelitsha. http://www.fifa.com/aboutfifa/worldwideprograms/releases/newsid=1144491.html [20 January 2011]. Festival Organizing Team. 2009. Football for Hope Centre kick-off operational meeting: City of Cape Town, Provincial Government of the Western Cape & Football for Hope organizing team. Cape Town 8 July 2009 [Powerpoint Presentation]. Gabriel, R. 2010. Interview with social legacy representative on the Technical Steering Committee on 19 August 2010, Cape Town. Gooch, J. 2010. Interview with transport and infrastructure legacy representative on the Technical Steering Committee on 18 August 2010, Cape Town. Government Communication and Information Systems. 2010. Government assessment of the 2010 FIFA World Cup™. http://www.srsa.gov.za/MediaLib/Home/DocumentLibrary/2010-facts-post-event.pdf [19 November 2010]. Grant Thornton. 2010. Grant Thornton says World Cup dramatically increased national brand value for South Africa. http://www.gt.co.za/News/Press-releases/Strategic-solutions/2010/2010wcbrand.asp [3 November 2010]. Intersite. ([email protected]). 2010. Cape Town and other station upgrades employment figures. E-mail to M Salie ([email protected]) [30 September 2010]. Langehoven, K. 2010. Interview with Provincial Treasury representative on the Technical Steering Committee on 4 October 2010, Cape Town. Platzky, L. 2010a. Draft chapter: “Reflecting on the 2010 FIFA World Cup™ strategic plan for Cape Town and the Western Cape Province” [unpublished].

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Bibliography Platzky, L. 2010b. Looking back: Implementation of the 2010 strategic plan [Powerpoint Presentation]. Portugal and Netherlands training at Athlone Stadium. 2010. http://www.leadershiponline.co.za/articles/sports/699 [22 January 2011]. Provincial Government of the Western Cape. 2011a. Capeability 2010 FIFA World Cup™ stories and successes from the Western Cape. Cape Town: PGWC. Provincial Government of the Western Cape. 2011b. Capeability 2010 FIFA World Cup™ stories and successes from the Western Cape. [CD-ROM] Cape Town: PGWC. Provincial Government of the Western Cape and City of Cape Town. 2006. 2010 FIFA World Cup™ Cape Town & the Western Cape business plan: Cape Town: PGWC: CoCT. Provincial Government of the Western Cape and City of Cape Town. ([email protected]) 2006. Province and City welcome 2010 stadium announcement. E-mail to M Salie ([email protected]) [2 December 2010].

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Provincial Government of the Western Cape and City of Cape Town. 2007. 2010 FIFA World Cup™ strategic plan Western Cape and Cape Town: Cape Town: PGWC: CoCT. Provincial Government of the Western Cape. 2008. iKapa elihlumayo Western Cape growth and development strategy summary. Cape Town: PGWC. Provincial Government of the Western Cape. Department of Economic Development and Tourism. 2010. Economic development 10/11 financial projects for the 2010 FIFA World Cup™ in the Department of Economic Development and Tourism (DEDAT), Cape Town Routes Unlimited (CTRU), the Cape Film Commission (CFC), the Cape Craft and Design Institute (CCDI) and Wesgro [unpublished]. Provincial Government of the Western Cape. Department of Health. 2010. De-brief report on world cup FIFA 2010™ for host city health and emergency medical services [unpublished]. Provincial Government of the Western Cape. Department of the Premier. 2010a. 2010 Project report: 2010 schools programme [unpublished]. Provincial Government of the Western Cape. Department of the Premier. 2010c. Minutes of Technical Steering Committee meeting held on the first floor, DG's boardroom, 15 Wale Street, on Friday 8 January 2010 08:00-10:00 [unpublished].

Provincial Government of the Western Cape. Department of the Premier. 2010d. Minutes of Technical Steering Committee meeting held on the first floor, DG's boardroom, 15 Wale Street, on Friday 19 February 2010 08:00-10:00 [unpublished]. Provincial Government of the Western Cape. Department of the Premier. 2010e. Philippi Stadium update to Standing Committee [unpublished]. Provincial Government of the Western Cape. Department of the Premier. 2010f. Report of the impact study of 2010 FIFA World Cup South Africa™ on SMMEs in the Western Cape [unpublished]. Provincial Government of the Western Cape. Department of the Premier. 2011. Health legacy research report [unpublished]. Provincial Government of the Western Cape. Department of Transport and Public Works. 2010. 2010 FIFA World Cup™ de-brief report [unpublished].

107 Provincial Government of the Western Cape. Local Government: PDMC 2010 FWC event coordinating unit. 2010. Draft Provincial Disaster Management Centre final report regarding the 2010 FIFA world cup™ (FWC) event in the Western Cape [unpublished]. Public Service Commission (The). 2009. Consolidated report on inspections of service delivery sites: South African Police Services. Pretoria: Ituseng Business Supplies. http://www.psc.gov.za/documents/2010/PSC INSIDE proof 3 final.pdf [December 2010]. Sail Stadefrance Operating Company. 2010. Ratepayers meeting 10 August 2010 [Powerpoint Presentation]. SAStadiums.com. 2010. Cape Town Stadium. http://www.sastadiums.com/capetownstadium/ [23 November 2010]. Schuurman, L. 2010. Interview with economic legacy representative on the Technical Steering Committee on 26 August 2010, Cape Town. Smith, W. 2010. Interview with health legacy representative on the Technical Steering Committee on 4 August 2010, Cape Town.

Bibliography South African Police Services. 2010a. 2010 FIFA Soccer World Cup, 23 September 2010, SAPS Western Cape [Powerpoint Presentation]. South African Police Services. 2010b. Security forces national joint operational centre activated for the 2010 FIFA World Cup. National joint operational and intelligence structure (NATJOINTS). http://www.saps.gov.za/_dynamicModules/internetSite/newsBuild.asp?myURL=978 [17 December 2010]. South African Tourism. 2010. Impact of 2010 FIFA World Cup™. Statistics South Africa. 2010. Mid-year population estimates 2010. http://www.statssa.gov.za/publications/P0302/P03022010.pdf [19 November 2010]. Van Schalkwyk, M. 2010. Tourism the big world cup winner. http://www.sagoodnews.co.za/tourism/survey_shows_tourism_the_big_world_cup_winner.html [7 December 2010].

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Voice of the Cape (The). 2010. WC transport centre runs smooth. http://www.vocfm.co.za/index.php?§ion=news&category=&vocnews=&article=53912 [December 2010]. Wines of South Africa. 2010. World Cup evaluation [unpublished].

Addenda 1. Philippi Stadium Report to Standing Committee

110

2. CTT Survey & CTRU Visitor Tracking Results

113

3. TSS 2010 FWC Report

120

4

125

Health Legacy Research Report

5. Social Development Provincial Readiness Plan for the 2010 FWC

154

6. 2010 FWC PDMC Final Report

165

6a. NDMC Disaster Management Master Plan for the 2010 FWC

175

6b. KPI's Project Plan

193

6c. KPI 2: Risk Profile as developed for the Western Cape and the generic activities which were utilised to develop the Preparedness, Response and Relief Plan for the 2010 FWC

196

6d. Layout and seating of the PDMC

212

6e. Deployment roster of disaster management staff to Safety and Security as well as Disaster Management Operational Centres in the Province

213

109

1. Philippi Stadium Report to Standing Committee Philippi Stadium Update 05 November 2010 Introduction The South African government was contractually bound to FIFA to ensure that the elements required for the successful delivery of the 2010 FIFA World Cup™ (2010 FWC) w ere in place. Each match venue was required to have at least two Venue Specific Training Sites (VSTS). The VSTS is a venue where teams may train prior to their matches. The VSTSs linked to Cape Town Stadium were Athlone Stadium (owned and managed by the City of Cape Town) and Philippi S tadium (owned and, at that time, managed by the Provincial Government of the Western Cape). When the decision to offer Philippi Stadium was taken by the Western Cape Cabinet in 2005, the key challenge was to ensure that the capital injection for the upgrade of Philippi Stadium would result in social and economic benefits for the Cape Flats in general, and the local Philippi community in particular. Expenditure and Project Drivers The following table highlights the capital investment made to the Philippi Stadium since the 2008/2009 Financial Year:

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Financial Year 2008/2009

Project Name

Lead (Support) Departments

Budgets

Phase 1 Upgrade

R20 000 000

2009/2010 2010/2011 2010/2011

Phase 2 Upgrade Phase 3 Upgrade Phase 3 Upgrade Greening of Flood Lights New Grass Pitch

Dept. of Cultural Affairs and Sport: 2010 Unit (DotP) Dept. of the Premier: 2010 Unit Dept. of the Premier: 2010 Unit Dept. of Environmental Affairs and Dev. Planning (DotP) Dept. of the Premier: 2010 Unit Grand Total

2010/ 2011

R 8 350 266 R20 649 734 R 360 000 R 5 000 000 R54 360 000

Project Management The 2010 Team in Department of the Premier was responsible for overall co-ordination between the provincial departments, the CoCT 2010 Unit and the 2010 Organising Committee. The construction elements of the Philippi Stadium were well managed by the Public Works section of the Department of Transport and Public Works on behalf of DotP. During the 2010 FWC. Property Management managed the lease to the tenant, while the Department of the Premier appointed the joint venture Construction Company as the interim Facility Manager to oversee the daily operational and maintenance issues at the Stadium during the 2010 FIFA World Cup, as a stadium operator was not yet in place yet (until August 2010). Highlights The Stadium was successfully upgraded to comply with FIFA requirements as a VSTS.

During the upgrade 175 jobs were created of which 8 workers were female, 63 youth. Local workers were prioritised. Improvements included new spectator stands to increase seating capacity to 3000, the provision of media facilities, and improvements to stadium infrastructure, including changing rooms upgrades and the installation of turnstiles. A new world class pitch that complies with FIFA requirements was installed and is currently being maintained to world class FIFA standards. Expertise in pitch maintenance was also developed locally as three workers from Philippi underwent intense theoretical and practical training in pitch maintenance. The three workers are currently employed by the stadium operator. As part of the Green Goal objectives, the carbon mitigation grant from the Danish International Development Agency (DANIDA) made it possible for the PGWC to install modern energy-efficient floodlights at the Stadium as part of the 2010 FWC Green Goal carbon mitigation strategy. On the 22nd March 2010 the Stadium was officially opened with a Local U19 boys’ football match between the Western Cape Sport School and the Greater Philippi Team followed by a legends match, Ajax Cape Town vs. Engen Santos. On the 9th June 2010 the stadium was officially handed over to the 2010 LOC as a VSTS and was acknowledged by FIFA and the LOC as being an ‘immaculate’ facility. On 16th June 2010 FIFA hosted a soccer coaching clinic for the girls’ and boys’ soccer teams in Philippi. This event was coordinated by the 2010 DotP Unit in partnership with the Local Football Association and the Philippi Development Forum. On 5th and 7th July the Uruguayan team trained at Philippi Stadium. Media were well catered for; the events ran flawlessly gaining positive media coverage on both days. Stadium Operator After two previous unsuccessful attempts at finding a tenant for the Stadium, in July 2009, DT&PW advertised for tenant through a Request for Proposals. The challenge was to secure a tenant for the Stadium who would be able to maintain the world-class stadium infrastructure and pitch for televised PSL matches, as well as implement youth football development programmes for girls and boys. After two previous attempts at finding tenants, now that theStadium was visibly upgraded, the third attempt proved successful. After a fair and transparent selection process coordinated by DT&PW a 10 year lease agreement was signed with Chipcor Construction (Pty) Ltd, a township-based BEE company on 20th August 2010. This was followed by a launch event hosted by ChipCor on 28 thAugust. Growing up in a shack close to the Stadium, the CEO of Chipcor, Mr Simon Mpengesi, is now a self-made business man who is looking to assist the development of Philippi in future. A thorough handover process was undertaken with ChipCor Construction consisting of oneon-one on-site handover meetings between Chipcor’s team, the interim facility manager and the professional technical team. An introduction and briefing meeting between ChipCor and Community Stakeholders including the Philippi Development Forum and Sport Council was facilitated and meetings were held with PRASA and all Provincial and City departments involved with the development of the Philippi Stadium and the area around the Stadium.

111

“We want to thank the Province for enabling us to turn this first-class football facility into a local and national football hub. It is the first time we have such an amazing stadium in our township” Mr Simon Mpengesi, CEO ChipCor Construction Post World Cup Legacy The stadium is well-located near the long distance bus terminus and Philippi Railway Station, the 2nd busiest station in the Metro. It is easily accessible by public transport and geographically central in Cape Town. With this in mind, the PGWC continues to provide ongoing support to ChipCor in order to achieve long-term sustainability of the Stadium.

112

The 2010 Unit DotP has to date facilitated three think-tank sessions with ChipCor, and other provincial and local government departments who have similar interests in Philippi. These sessions were focused on discussing ways and means for holistic and sustainable development of the area by sharing plans and identifying opportunities to share resources. Cooperative planning between agencies and spheres of government will increase the Stadium’s catalytic ability for further development and foster local economic development opportunities over the next decade. This support has seen ChipCor: Develop ties with FC Twente in Holland and negotiations are underway to start a football academy linked to the Philippi complex; Negotiate with a WP Rugby Union affiliate from Mitchell’s Plain around the use of the facility, thereby giving Philippi community direct access to rugby and providing a foundation for stronger social linkages between the Philippi and Mitchell’s Plain communities; and Simon Mpengesi will be accompanying (at his own cost) a delegation from the Western Cape to Soccerex in Rio, giving him exposure to the international football business world. The local communities have been enthusiastic, proud and supportive of events at the Stadium. This was further displayed when approximately 3000 spectators filled the stadium on 22 September to watch Cape Town’s latest addition to the Premier Soccer League (PSL), Vasco da Gama FC beat Johannesburg’s Bidvest Wits 2-0, being Vasco’s first-ever PSL win. “Coming to Philippi was an experiment, but it worked well last night. I really like the venue. The pitch is magnificent and perfect for playing passing, carpet football. And with the people of the area coming, there was quite a vibe last night” Carlos das Neves, Vasco da Gama FC Coach after their first match at Philippi Lastly, Bafana Bafana will be training at the Philippi Stadium on 15 th November 2010, the first time in years that the national team has honoured the Western Cape with a visit. Dr Laurine Platzky 2010 Western Cape Coordinator 5 November 2010

2.

CTT Survey & CTRU Visitor Tracking Results 1.

2010 VISITOR NUMBERS & TRENDS

For almost three quarters of the tourists who visited Cape Town and the Western Cape province of South Africa during June and July this year, the 2010 FIFA World Cup™ was their introduction to the city and province, while an overwhelming 90% said that they would visit the destination again. These are the findings of a 2010 Visitor Tracking Survey commissioned by Cape Town Routes Unlimited (CTRU), the tourism destination marketing organisation for Cape Town and the Western Cape, and performed by GAB Consulting during June and July 2010. Altogether 703 interviews were conducted with international and domestic visitors in the Western Cape, with most taking place in Cape Town (61%), followed by the Cape Garden Route & Klein Karoo (14%) and Cape Winelands (13%). 2010 visitors overwhelmed by friendliness of locals, stayed longer While Cape Town and the Western Cape’s nightlife and gourmet restaurants were the two most popular visitor activities, 21% of all respondents, when asked about their most positive experience, said that they were overwhelmed by the friendliness of the locals. Eighteen percent were impressed with the destination’s beautiful natural scenery, and to 16% the 2010 FIFA World Cup™ was the amazing part of their visit. Most of the visitors (71%) were in the destination specifically for the World Cup. The majority of the survey’s respondents were from South Africa (21%), followed by the United Kingdom (15%), USA (11%), The Netherlands (6%), Africa (5%), Brazil (5%) and Germany (4%). Of the South Africans, most were from the Western Cape (31%), Gauteng (28%), KwaZulu -Natal (19%) and the Eastern Cape (10%). The area visited by most 2010 travellers was Cape Town (91%), followed by the Cape Winelands (47%), Cape Garden Route & Klein Karoo where the Western Cape’s three football base camps (France, Denmark and Japan) were located (24%), Cape West Coast (20%) and Cape Overberg (14%). What was different to Cape Town and the Western Cape’s normal tourism trends, was the fact that 2010 visitors stayed longer. They spent an average of fourteen nights in the destination, with Germans (25 nights) and Dutch tourists (23 nights) staying the longest. International visitors normally stay an average of twelve nights and domestic ones five nights in the Western Cape. Both international and domestic visitors mostly travelled in groups of three to six people in June and July. The average travel budget per group was R33 097 (R = South African Rand), while international visitors spent an average of R19 142 each. Slightly more than half of all 2010 travellers found Cape Town and the Western Cape to be less expensive than they expected , while 10% of international visitors and 30% of domestic visitors found it to be more expensive. Of all international visitors, 57% stayed at ‘high -priced’ accommodation establishments (hotels, guesthouses or rented houses), with 49% of domestic travellers preferring ‘not priced’ accommmodation (visiting friends and relatives, timeshare or own holiday homes). Overall, these two accommodation categories were the most popular. Going Beyond the 90 Minutes Besides the World Cup, travellers’ favourite way of going beyond the 90 minutes of the football game was experiencing the destination’s nightlife (40%), followed by its gourmet restaurants (36%). The third most popular activity was visiting nature attractions (35%), followed by wine tasting (32%), visiting beaches (31%) and visiting flea or craft markets (31%).

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This confirms that 2010 visitors definitely went beyond the football and explored the beautiful and diverse tourism attractions and activities of Cape Town and the Western Cape. It is also a strong indication that the destination’s ‘Beyond the 90 Minutes’ 2010 destination marketing campaign was bearing fruit. ‘Beyond the 90 Minutes’ was an eighteen-month-long campaign targeting Cape Town and the Western Cape’s traditional core tourism markets such as the UK, USA and Germany, as well as new and emerging markets such as Brazil, Argentina, Spain, Portugal, Japan and Ghana. The campaign centred around six themed travel itineraries, written in football lingua, and guiding visitors on how to make the most of their time in the destination. One of Cape Town and the Western Cape’s strongest 2010 tourism marketing tools was its 76 short documentary-style video clips featuring 40 football fans from eighteen countries doing road trips through the province’s six different tourism regions. The clips covered 8 556km and spoke to the market in twelve different voice- over languages. They were distributed to travel operators at international tourism trade shows as well as via South African Tourism’s various global offices, shown on international and domestic flights of South African Airways, at the FIFA Fan Fest™ in Cape Town that was visited by 557 960 football fans, and posted on YouTube and other websites.

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Another significant result for the ‘Beyond the 90 Minutes’ campaign was its media coverage that reached 1.7 billion viewers, listeners, readers and web users. This was mainly done by introducing media, especially some of the bigger media houses that were in the country for the World Cup, to the tourism attractions and activities of Cape Town and the Western Cape, and arranging for them to experience these first-hand. For the full 2010 Visitor Tracking Study, please visit www.tourismcapetown.co.za and click on ‘Research’. Provided by: Riana Geldenhuys, PR & Communications, Destination Marketing: Leisure, Events & 2010, Cape Town Routes Unlimited

REPORT BY CAPE TOWN TOURISM (published on 21 July 2010) International arrivals to Cape Town International Airport for the FIFA World Cup™ window were up 24% on last year’s figures for the same period, and some major attractions reported visitor numbers in excess of 2009 peak season figures. FIFA World Cup™ visitors are also reported to have spent up to four times as much as usual winter visitors to Cape Town. For the period 11 June to 11 July 2010, Cape Town Tourism’s network of eighteen Visitor Information Centres reported a total increase of 47% in visitors t o the centres in comparison with the same period last year – international visitor numbers were up by a staggering 71% and domestic visitors by 15%.

Cape Town International Airport arrivals Reporting on the extended FIFA World Cup™ window of 11 June to 16 July 2010, Cape Town International Airport reported that the number of international arrivals in Cape Town was up 24% on the same period in 2009. This was due largely to the increase in chartered flights over and above the usual international flight schedule. Domestic arrivals were up by 8%.

The overall increase in arrivals to Cape Town by air for the FIFA World Cup™ period was up by 11% year on year. During this period, the airport’s busiest day was 7 July 2010, when just under 27 000 passengers were processed. Overall growth for both domestic and international movement during this period is 9%.

How Cape Town’s accommodation sector fared OCCUPANCY FIGURES Cape Town Tourism’s survey of member accommodation establishments revealed that the benefit of the 2010 FIFA World Cup™ in the greater Cape Town metropole was felt to the greatest extent in concentrated areas near to the stadium, major attractions and in the Fan Walk/Fan Fest areas. This included the City Bowl, Foreshore, Green Point and Sea Point, the V&A Waterfront and Camps Bay. Occupancy levels in the second two weeks of the tournament were significantly higher than those in the first two weeks of the tournament. Cape Town hosted a quarte rfinal match on Saturday, 3 July 2010 and a semifinal match on Tuesday, 6 July 2010 and visitor numbers peaked during these periods. The average occupancy in the greater Cape Town metropole for the full duration of the tournament is estimated to be 55%, with a marked contrast in occupancy figures between establishments situated nearer to the World Cup hubs and those further away from the World Cup action. Visitors travelled in small groups of two to four people and the average stay in Cape Town was short – three to four days. • Occupancy figures for the first half of the tournament Occupancy levels in the greater Cape Town metropole for the first two weeks of the tournament averaged 40%. Establishments nearer to World Cup hubs experienced a 71% average occupancy for the first two weeks (around 20% up on the same period last year). In general, establishments further from the hub areas had disappointing bookings, with a third of them reporting occupancy levels of below 20%. Establishments reliant on regular domestic business travel were particularly hard hit, since domestic business travel was negatively impacted by the FIFA World Cup™. • Occupancy figures for the second half of the tournament Bookings rose sharply (by at least 30%) over the last two weeks of the tournament, averaging around 70% for the greater Cape Town metropole. In the final week of the games (survey conducted on 9 July 2010), occupancy levels in hub areas had risen significantly to an average of 90%, while respondents further afield in the greater Cape Town metropole were found to have a much -improved average occupancy of 61%.

How Cape Town’s attractions fared EXCEPTIONAL NUMBERS AT THE V&A WATERFRONT FIFA World Cup™ visitors in Cape Town were largely drawn to the most famous of Cape Town’s landmarks, likely due to the fact that stays were short and soccer -focused. The V&A Waterfront

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announced staggering figures for the FIFA World Cup™ period. Three million peo ple are said to have visited (an average of 115 000 per day) the attraction during the four weeks. By comparison, 60 000 visitors per day was the average for the same period in 2009 and the site attracts 87 000 visitors per day during December peak season. Some 200 000 people were in attendance of the festivities on 3 July 2010, the quarterfinal. Approximately 50% of visitors to the V&A Waterfront during the FIFA World Cup™ were local Capetonians; 29% international tourists; and 21% South African tourists from other parts of the country. TABLE MOUNTAIN CABLEWAY DOES SWIFT TRADE The Table Mountain Cableway’s June 2010 figures were double those of the previous year and July has seen them reach over 50% of their target for the month within the first two weeks. Business was greatly helped by the generally good winter weather. Sabine Lehmann, CEO of the Table Mountain Cableway, noted that there was an increase in local trade over the weekends too. KIRSTENBOSCH FIGURES UP

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Visitor numbers for the period of the FIFA World Cup™ were up by 11.5% on last year. This might be attributed to a sharp increase in international visitors (local visitor numbers to Kirstenbosch National Botanical Garden were in fact down on previous years). Some believe that this figure may in fact translate into an even higher percentage of international visitors if the drop- off in local visitors is taken into account. Visitors have been overwhelmingly positive, all saying that they loved South Africa and many said that they would come back. CAPE POINT A DRAWCARD Cape Point reports that it fared similarly to the average summer months. They opened an extra wetland park over this period, which is usually closed in winter. Staff re port that most visitors were foreign men, and that many tourists commented that they enjoyed their stay and that Cape Town was more than they expected. MOST SHOPPING CENTRES ENJOYED GOOD TRADE Shopping malls such as Canal Walk, Cavendish Square and the Cape Quarter experienced increased trade in varying degrees. Visitors enjoyed restaurants and coffee shops the most, and spend peaked for items such as foreign exchange, jewellery and cellular phones. A MIXED REACTION FROM RESTAURANTS Restaurants and bars closest to Cape Town Stadium, the city centre and Waterfront fared well, with full houses on many match days, before, after and – for those who screened the games live – during matches. Restaurants without screens did not fare as well (unless they were renowned gourmet destinations in which the experience was focused on the food) and destinations further from the city centre relied on local trade alone. Bars did well, with beer being a top seller.

How Cape Town’s tour operators fared Cape Town’s tour operators reported a better than normal winter season, reporting a 52% increase in bookings for the same period last year. As with the accommodation sector, bookings for small groups of three or four people and last-minute bookings dominated. By the midway mark of the FIFA World Cup™, surveys showed that Table Mountain Cableway (75%), the V&A Waterfront (65%), Robben Island (50%) and the Cape Winelands (52%) were among the favourite tours being requested by international visitors. During the peak tourism period of 2 – 8 July 2010, favourite tours were the Cape Winelands (80%), Cape Point (75%), Table Mountain (70%) and Robben Island (40%). Other tours of interest focused on gourmet experiences, and safari experiences near to Cape To wn. Respondents to the Cape Town Tourism tour operator survey during this peak tourism week reported that 85% of their guests were price sensitive, either negotiating price, looking around for the best deals or asking for discounts.

Cape Town World Cup visitor trends LAST-MINUTE BOOKINGS Bookings were frequently last-minute, with 41% of survey respondents reporting that bookings came in only two weeks before occupancy. This could be attributed to a global trend toward last minute travel, but it also suggests that fans were influenced by factors such as the progression of their teams; the noticeable shift toward positive reporting in the international media; visitor word of-mouth and more affordable flight and accommodation deals offered during the tour nament. To capitalise on last -minute bookings, Cape Town Tourism ran a “Come to Cape Town” campaign for the full duration of the tournament, aimed at enticing Gauteng-based fans to make a trip to Cape Town, with the message “You haven’t seen South Africa if you haven’t been to Cape Town”, and a strong call to action highlighting the availability of affordable FIFA World Cup™ flights – in partnership with low cost airlines – and member accommodation. The specials page on Cape Town Tourism’s website http://www.capetown.travel had almost 2 000 page views during the first three weeks of the tournament. MOST VISITORS FROM THE USA AND UK The greatest numbers of visitors were from Cape Town’s traditional key source mar kets, the USA and UK; these two groups were also the top two spenders, according to a report about international VISA cardholders’ spend in South Africa over the period of 1 June - 10 July 2010. The overall spend by VISA cardholders in South Africa was up by 79% year on year. VISA’s statistics show that most of the spend was for flights, accommodation, car rental, retail and restaurants. Cape Town also enjoyed visits from a large contingent of Dutch and German supporters – both countries are traditional key source markets for the destination. Cape Town Tourism members report that, of their FIFA World Cup™ guests, people from the Netherlands accounted for 26%, while those from Germany made up 29%.

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WORLD CUP VISITORS WEB SAVVY Cape Town Tourism members report that online marketing was a major source of their bookings, with 57% of respondents saying they had enjoyed bookings directly through their own websites and 40% via referral websites including Cape Town Tourism’s http://www.capetown.travel . E-Marketing and the web were key focus areas for Cape Town Tourism’s World Cup marketing strategy. Cape Town Tourism’s website http://www.capetown.travel featured a dedicated World Cup 2010 mini-site – launched well in advance of the FIFA World Cup™ on 11 June 2009, to offer a comprehensive FIFA World Cup™ information portal and maximise Google rankings in the run -up to the event – together with a mobi site for fans on the move. These performed particularly well during the 2010 FIFA World Cup™. Cape Town Tourism’s website traffic skyrocketed from 60 000 visits for May 2010 to a monthly total of over 135 000 visits for the four weeks of the FIFA World Cup™, 125% up on the May figures. Cape Town Tourism’s “I Cape Town” Facebook fan page proved invaluable in converting online soccer fans into Cape Town fans, growing from 60 000 fans in May 2010 to its current levels of over 88 000 fans. Cape Town Tourism will now be able to ke ep in touch with World Cup visitors and inform them of destination marketing campaigns via this effective social networking community.

Tourism industry perceptions of the FIFA World Cup™ 118

Despite disappointment in short-term FIFA World Cup™ bookings, 90% of tourism businesses surveyed by Cape Town Tourism believe that the FIFA World Cup™ has been good for Cape Town’s long-term tourism growth. This is due to the fact that the FIFA World Cup™ has positively influenced perceptions of the destination, and that word-of-mouth of visiting fans will have a positive effect on future business. According to tourism establishments surveyed, 86% of FIFA World Cup™ visitors are considering a return visit to Cape Town in the future.

World Cup countered seasonality The 2010 FIFA World Cup™ has been critical in countering seasonality, bringing Cape Town a significantly better winter than it would have had, and proving that a winter mega event in Cape Town is possible and enjoyable. Around 70% of Cape Town Tourism’s survey respondents say guests found Cape Town’s winter weather to be better than expected, while 62% of respondents say they think that the FIFA World Cup™ has helped to counter seasonality in Cape Town.

The world reviews Cape Town Cape Town Tourism’s PR and C ommunications team assisted with manning the Host City desk at the official FIFA Media Centre at Cape Town Stadium for the duration of the tournament. During the month, Cape Town Tourism hosted more than 750 World Cup journalists on tours and excursions, encouraging them to see more of Cape Town than just the inside of the stadium or their hotel room. The results were overwhelmingly positive and Cape Town consistently came up tops as a host city. Provided by: Skye Grove, PR & Communications Manager, Cape Town Tourism

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CAPE TOWN TOURIST ATTRACTIONS Attractions

Jun 2010

Jul 2010

Robben Island

19 379

22 221

TOTAL Jun/Jul 2010 41 600

Table Mountain Aerial Cableway

63 861

64 537

128 398

Cape Point

62 183

61 281

123 464

Boulders

32 943

32 943

65 886

1 778 570

1 625 100

3 403 670

25 469

33 340

58 809

V&A Waterfront Kirstenbosch National Botanical Garden

Provided by: Laeticia van Wyk, Marketing Research & Intelligence, Cape Town Routes Unlimited

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3.

TSS 2010 FWC Report

DEPARTMENT OF ECONOMIC DEVELOPMENT AND TOURISM

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TOURISM SAFETY AND SUPPORT FIFA WC 2010 REPORT JULY 2010

1. Introduction Prior to the FIFA WC 2010 the Department had a Tourism Safety and Support Programme, Operational Plan and Crisis Communication Committee established to deal with any tourism related incident that may occur. 2. Liaison with SAPS and PROVJOC’s and Security Forum Regular meetings were held with SAPS Tourism Liaison officer (Col Paulse) to discuss communications, procedures, PROVJOC’s and the Provincial Tourism Safety Forum. These were implemented successfully.

3. 2010 FIFA World Cup LOC Before and during the FIFA WC 2010 the Tourism Safety and Support Unit had regular contact and interaction with the LOC and provided constant progress reports. 4. Proactive awareness programme The Tourist safety tips were translated from English into four of the FIFA languages for the World Cup namely German, French, Portuguese and Spanish. 40,000 were printed and a distribution plan was implemented which included the following: • • • • • • •

Tourism Gateways LTB’s attending RTLC meetings Cape Town Tourism Major tourism attractions (Table Mountain, Kirstenbosch, Robben Island, V&A Waterfron t) Associations (GHASA, FEDHASA, SATSA, BAC, Backpackers association) Cape Town International Airport Eden District through Ilze Jacobs. Part of the proactive programme was to include placing advertisements in the local media and radio stations. Unfortunately time and resources did not allow for the completion of the distribution plan. After WC 2010 distribution will continue.

5. Reactive (24/7 capability) The Tourism Safety and Support Unit were involved in 14 tourist related incidents during the month of June 2010.

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Tragically 2 of the incidents involved the death of young Americans. The one incident was a fall on Table Mountain and the other a hit and run motor vehicle accident (MVA) in Gordon’s Bay. The families were much traumatized and highlighted the Departmental role in facilitating suitable counseling, the “returning body to home country” process and the follow up with key role players and family. Two tourism related incidents on Table Mountain were recorded by the Tourism Safety and Support unit. Other incidents, reported in the local media, involving locals, once again highlights the importance of an improved safety and security communication plan for the Table M ountain National Park. Two minor incidents were recorded in the Eden District. 33 Minor tourism related incidents, mainly involving petty theft, were forwarded to the TSS unit by SAPS for intelligence gathering and statistical purposes. Media

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The international perception about the safety of the destination prior to the World Cup was a matter of great concern. There were a number of negative reports related to crime and security. Media coverage during the FIFA WC period was favorable. A survey (involving a poll of 50 visitors from 13 countries) carried out mid-way through the tournament indicated that 9/10 international tourists leaving Cape Town had a positive perception. This report received front page headlines in the Cape Times.

Rod Douglas Deputy Director: Tourism Global Competitiveness Date: 20 July 2010

DEPARTMENT OF ECONOMIC DEVELOPMENT AND TOURISM WESTERN CAPE TOURISM SAFETY AND SUPPORT 2010 SOCCER WORLD CUP REPORT FROM 11 JUNE - 11 JULY

1. Brief Description of 2010 Soccer World Cup Major and Minor Incidents. • • •

Western Cape Tourism Safety and Support unit received seventy three (73) tourist incidents during the 2010 Soccer World Cup. Fifty nine (59) of these were minor incidents. Fourteen (14) of these were major incidents.

MAJOR INCIDENTS •

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On the 12th of June Saturday afternoon TSSP unit received a call from SAPS about a 14 year old American boy (Michael Rian Branisa) who had fallen and died on Table Mountain while he was hiking with his parents. Tourism Safety Unit offered trauma counseling to the family. On the 13th an American girl went missing in Cavendish Square Shopping Centre in Claremont and TSSP responded incident by working with Claremont Police Station. On the 16th June TSSP unit responded to a Motor Vehicle Accident in Gordons bay involving American tourists. One American girl died on the scene and the boy sustained serious head injuries and was transferred to Vergelegen Hospital. The TSSP unit worked with the American Embassy, Vergelegen Hospital and family. On the 18th British tourist (John Lock) fell on Table Mountain and was airlifted by helicopter to Cape Medi-Clinic and TSSP visited the tourist at the Clinic to offer assistance and call his family in Britain. On the 19th June Cape Town Central Police Station Communication Officer Inspector October, contacted TSSP requesting assistanc e with a British couple who had been robbed and stabbed. Their money and passports were taken and they needed accommodation and food. TSSP contacted Cape Town Tourism for assistance with accommodation and food. On the 20th June British Tourist (Martin Hanon) was attacked in Knysna and TSSP was involved in organising temporary accommodation for the tourist in Port Elizabeth. On the 23rd June Slovenian tourist (Grilic Gure) lost his passport and TSSP facilitated for the return of the lost passport. On the 24th June TSSP received a fax and reacted on its details that a French journalist, Francois Mori had his belonging stolen and TSSP worked with the French Consulate to organise a temporary passport. On the 26th Belgian tourists were robbed of everything by meter taxi and TSSP organised with Cape Town Tourism accommodation and food for two nights. On the 28th June a Spanish citizen was found in Table View and TSSP organised a Spanish interpreter to assist.

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On the 28th June Spanish tourist Mr. Alexandra Herero was robbed in Stellenbosch and TSSP worked with Stellenbosch SAPS in recovering the lost items. On the 4th July an Argentinean tourist passed away in Woodstock after the match between Argentina and Germany. TSSP worked with the Argentinean Consulate and Home Affairs in organising a death certificate. On the 8th July two Brazilian tourists were involved in an accident in Bredasdorp and TSSP worked with Bredasdorp SAPS to transfer the tourist Tygerberg hospit al. TSSP also worked with the Brazilian Consulate in organising temporary accommodation.

4. Health Legacy Research Report

Health Legacy Research Report

Commissioned by: 2010 FIFA World Cup™ Coordination Unit Western Cape Department of the Premier

Compiled by: Dr Suki Goodman Section of Organisational Psychology School of Management Studies University of Cape Town

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Acknowledgements

First and foremost I must acknowledge and thank Mr Keith Kleinhans for his efforts in the survey dissemination and data gathering process. Keith assisted in this onerous task while managing his regular duties and busy schedule which included local football matches, big concerts i.e. U2, the opening of parliament, and the dayto-day demanding work life of an emergency practitioner.

Similarly thanks to Dr Wayne Smith for his help and support.

Many thanks go to the EMS staff who took the time to fill in the survey and respond to interview questions.

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Contents

Page

Project Aims

4

Method

4

Findings

6

Discussion

14

Health Legacy Model

16

Recommendations

18

Conclusion

19

Appendices

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List of Figures Figure 1 Steps in the research process

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Figure 2 Plot of means with 95% confidence intervals

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Figure 3 Health Legacy Model

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Project Aim The aim of this study was to investigate the motivational drivers that contributed to the high staff morale, and improved service delivery, during , and in some cases post, the EMS 2010 FIFA World Cup™ event amongst staff members of the Emergency Medical Services (EMS). The objectives were to empirically study and document the experience of EMS staff in order to better understand some of the factors that contributed towards the success of the event at the time. The research also aimed to document the subsequent positive legacies associated with the hosting of such a mega-event. The study and this report attempts to address the following research questions: • What factors contributed to (a) the positive morale and (b) the improved service delivery of EMS staff during the event • What factors helped sustain the high morale post the event 128

• What internal and external factors negatively influenced EMS staff morale prior to the event and what are current and ongoing concerns for staff in the service

Based on the answers to the above questions the further research aimed to identify the core contextual and organisational factors that could lead to effective people practices for future events. These core factors are presented in what is referred to as the Health Legacy Model.

Method A combination of survey research, qualitative narrative research and document analysis are used to address the research questions outlined above.

Figure 1 below summarises the various stages of the research process. 4

Step 1 Step 2

Step 3

• Literature and research search • Development of measurement instruments • Consultation and input from stakeholders • Refinement of surveys • Distribution of surveys • Collation of quantitative data • Analysis and intepretation of results • Development of structured interview schedules • Identification of sample of potential interviewees and completion of interviews • Analyse and interpretation of qualitative results • Development of model based on data • Completion of draft report • Distribution of report to stakeholders for comment • Revision and completion of report based on stakeholder feedback • Development of precis of results for dissemination to respondents

Figure 1 Steps in the research process Sample 55 of the 300 surveys distributed to members of the EMS 2010 FIFA World Cup™ team were completed and returned yielding a response rate of 18.3 %. The researcher received 33 completed surveys from EMS members who were not part of the team. Measuring instrument Two surveys (which can be found in appendices A and B at the end of this document) were developed and administered. The initial survey was handed out to members of the EMS 2010 FIFA World Cup™ team .

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The second survey was administered to a sample of EMS workers who were not part of the team in order to compare their relative experiences over the time of the world cup and beyond. The results of both surveys and a comparative analysis are presented in the results section of this report. The survey instruments were developed after consultations with key stakeholders and a thorough literature review. The results of the literature search confirmed that there is a paucity of empirical literature focused on this cohort of workers (i.e. Emergency Medical Services) and even less on health legacy research. Given this the researchers formulated the survey based on information gleaned during the consultations about the aims of the health legacy research project and from frequently used worker morale-based study questionnaires. The survey is made up of four sections and contains a combination of closed Likertscale response items and open-ended free write questions. Section A includes questions about staff morale prior to the event and specifically probes the OSD restructuring process. 130

Section B includes questions about morale during the event, Section C includes questions about staff morale after the event and in Section D a variety of job satisfaction questions are included. The questions in Section D explore issues such as affective organisational commitment, job satisfaction, experiences of management, training and development opportunities, and satisfaction with pay. Findings The quantitative survey results will be presented in terms of means, medians and percentages. Medians are also included as they are a better indicator of centrality with skewed data. The Likert-scale had five response options 1 = very low, 2 = low, 3 = moderate, 4 = high and 5 = very high. Results from the open-ended questions are presented when the result is echoed in some form by at least five respondents. These results are summarised and in some cases direct quotations are presented to substantiate and illustrate these findings.

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The following plot summarises the means and the confidence intervals for the two groups? responses across all the survey questions. Group 1 is the EMS 2010 FIFA World Cup™ team. The plot is presented up front for the reader to get a sense of the response patterns and the relative similarities and differences across the two groups. One caveat to these results is that the sample sizes for the two groups was low and hence this may account for the similarities as illustrated in Figure 2 below.

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Figure 2 Plot of means with 95% confidence intervals

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Experiences prior to the event EMS 2010 FIFA World Cup™ team. The results suggest that the respondents experienced a moderate level of morale (mean=3.07; median = 3) prior to the event yet their level of commitment to the EMS is reported as high (mean, 3.81; median = 4). Some reasons offered for the moderate levels of morale include dissatisfaction with salary, poor working conditions and sub-optimal relations with management. These dissatisfactions are illustrated in the following direct quotation, “Broken equipment or no equipment, dirty, old, infested with cockroaches ambulances, no stock on medical usage stock e.g. maternity packs, no fluid to clean vehicles, we were informed to bring our own cleaning agent” (Respondent 39). Non FIFA World Cup™ team Respondents in this category also reported moderate levels of morale (mean=3.24; median=3) and commitment (mean=3.88; median=4) prior to the event. The reasons given for levels of morale and commitment for this group of respondents overlapped 132

with the FIFA team members (condition of equipment, salary-related issues, working conditions). In addition to these reasons some respondents comment that not being considered or selected for the 300-strong team negatively influenced morale prior to the event. “...not all of us could be a part of it.” (Respondent 56). “The fact that there were no activities for staff that did not work for FIFA influenced me, there should have been some way of participating...not only for those specific people chosen.” (Respondent 6) Some respondents reported that the lack of transparency in the selection criteria for the team concerned them. A further theme to emerge was the lack of recognition for the EMS personnel working regular duties and covering for those that were engaged in the event. “There was lots of attention that was paid to the FIFA functioning and preparation, with little attention given to the normal operational duties and the communities we service.” (Respondent 83). 8

Reaction to OSD restructuring In relation to the OSD restructuring that took place prior to the 2010 FIFA Worl d Cup™ there was no difference in the patterns of responses for both categories of respondents. In total 44% of respondents said that the OSD restructuring negatively impacted their morale, 47% of respondents said that it had no impact on their morale and a small percentage of respondents (9%) reported that it positively influenced their morale. A number of reasons were offered as explanation of how and why the OSD negatively influenced morale. These reasons include perceived unfairness across services and the lack of recognition of EMS contribution. Almost half of the respondents reported that EMS did not benefit from the OSD. “EMS staff did not get the same privileges as the others, SAPS, Fire Rescue.” (Respondents 53) “It gives a low salary rate for new practitioners.” (Respondent 42). “It had a negative impact on my morale because nothing has changed salary wise and special qualifications are not taken into account...” (Respondent 43). There was little recognition of personnel with tertiary education, and newly appointed colleagues were to get a low starting salary, which one felt that it was highly unfair as the job description was the same.” (Respondent 83) “BAA and AEAs still can’t make a proper living on their salaries. Also OSD process is complicated and was not properly explained” (Respondent 37). Little qualitative comment was offered by those respondents that reported that they were either not affected or positively affected by the OSD process. Experiences during the event EMS 2010 FIFA World Cup™ team. The results of the survey show that morale during the event was higher (mean= 3.76; median =4) than prior to the event. This finding suggests that for the EMS staff members who were chosen to participate in the event team their morale increased during the event. 9

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When exploring the factors that influenced this increase in morale 50% of respondents reported that the opportunity to participate in a select team contributed to their heightened levels of morale. 50% of respondents also reported that the opportunity to contribute to the well managed fan parks and areas was a contributing factor. A similar percentage of respondents (51%) indicated that the opportunity to work in a different environment for the duration of the event, the opportunity to receive special training to prepare for their role (50%) and access to new equipment and vehicles made available to members of the event team (53%) contributed to their morale. 73% of respondents reported that the general national positive atmosphere associated with the event was a factor in their increased morale over the time of the event. Other factors that positively influenced morale included the working relationship with fellow workers from the different divisions. Some respondents reported that this 134

relationship was productive and supportive. “My morale was positive during the world cup especially with regards to the new medical equipment that we used, the fact that we worked as one medical team with other private services and the fact that I was selected to be a part of this major event” (Respondent 23). A number of respondents commented on the positive experience of interacting and learning about different types of people and being exposed to foreigners from varied and diverse backgrounds. “Public was more flamboyant, more jolly, friendlier” (Respondent 39). Some respondents reported that their managers and line supervisors positively contributed to their experience of being on the event team. Respondents commented that their line supervisors provided effective communication to the teams, they were well organised and structured and gave good briefings. One respondent wrote, “The trust and support of management” (Respondent 50) influenced their morale during the event.

10

43% of respondents reported that they were managed differently during the event. The difference was ascribed to staff experiencing much more support from management during the event. Some respondents commented that managers demonstrated a higher level of professionalism over this time. “The whole atmosphere was different. Management treated us much better and we knew what was expected of us” (Respondent 43). “You were made to feel wanted and important, you were treated with respect” (Respondent 40). “The person that was allocated to manage us gave us clear outline of what our task and responsibilities were” (Respondent 24). “Our manager’s positive attitude and management style was extremely good” (Respondent 17). Non FIFA World Cup™ team Morale for this category of EMS personnel during the event remained the same (mean=3.3, median=3) as prior to the event. 33% of respondents reported that the opportunity to cover for their colleagues and keep the EMS functioning successfully with less staff contributed to their positive morale over this time. 70% of respondents agreed that the overwhelming national positive atmosphere associated with the event contributed positively to their morale despite not being directly involved. Numerous respondents indicated that the event itself and the significance of it being held for the first time on African soil buoyed their spirits. “The atmosphere of the Cape was great and happy and had little incidents of a bad nature.” (Respondent 57) 56% of respondents in this category reported that they were managed differently during the event. Comments were split between those respondents who experienced management as difficult to approach during the event, the degree of stress caused

11

135

by the overall structure of duties and shifts being changed and those that praised management for their contribution to the effectiveness of the service at this time. Experiences post the event EMS 2010 FIFA World Cup™ team. Results indicate that post the event the level of morale dropped to its pre-event levels (mean=3.18; median = 3). The factors that are reported to be currently impacting staff morale vary. For some respondents their post event experience has been good and they suggest that their working environment along with the shifting commitment of working together to improve response times is indicative of this strengthened morale. This is illustrated by the following quotation, “Fantastic work environment, colleagues that support you and the availability of equipment” (Respondent 49). “I work with a terrific management team and great colleagues. My morale is good” (Respondent 48). 136

Some of the factors reported as contributing negatively to current levels of morale include: the lack of recognition, “nobody looks out for EMS staff...” (Respondent 43) the lack of proper equipment, low salaries lack of reward for world cup duties incompetent management poor staff and management relations.

Non FIFA World Cup™ team The morale for this group of respondents remained constant pre, during and post (mean=3.25, median=3) the event. A number of respondents reported that their morale is currently negatively influenced by the lack of training opportunities and the unequal, or lack of, distribution of new equipment that was used during the event.

12

Respondents who reported higher levels of morale contradicted this and made comments about the increased access and availability to new equipment and uniforms for all staff. Current job and organisational experiences Combined results The results from both groups of respondents were the same for this series of questions. The respondents reported high levels of affective organisational commitment to the EMS. The majority of respondents reported that they would be happy to spend the rest of their careers with the organisation (mean = 3.44; median = 4) and that they feel emotionally attached to the service (mean=3.44; median=4). Consistent with these findings is a strong sense of belonging to the EMS as an organisation (mean=3.71; median=4) that has a great deal of personal meaning to the respondents (mean=4.15; median=4). The levels of job satisfaction reported were also relatively high. The majority of respondents would recommend their job to others (mean=3.79; median=4) and they reported that their jobs offered fulfilment and enjoyment (mean=4.19; median=4). The results also suggest that the respondents are satisfied with the training and development opportunities that are provided to them (mean=3.88; median=4) and perceive the department as one that invests extensively in improving their level of competency (mean-3.66; median=4). Interestingly despite some of the comments captured by the open-ended questions the results for survey questions pertaining to salaries (mean=327; median=3) and management (3.25; median=3) show moderate levels of satisfaction in both these areas. Appendix C and D contain graphic comparisons of the responses to key questions. Discussion What factors contributed to (a) the positive morale and (b) the improved service delivery of EMS staff during the event The data seems to suggest that a combination of factors were involved in contributing to the positive morale during the event. There is strong indication that 13

137

the experience of being directly involved in a national event of great import contributed to the heightened morale. This experience was perhaps fortified by the success of the event and the almost exclusively positive media attention. Another relatively strong finding is that the event team experienced management as more responsive and respectful of them in this context. This finding is significant given some of the comments pertaining to current frustrations with management and discontent with the staff and management relationships. Respondents identified new equipment as another contributing factor and again this should perhaps be read in the context of comments about the state of equipment and quality of resources at their disposal outside of the event. It is likely that this increase in morale is associated with the improved service delivery. The more satisfied employees are with their working conditions , the more motivated they become and the greater the likelihood of increased and improved performance. The survey results for the event team members reinforce this as the respondents reported high levels of affective organisational commitment and job 138

satisfaction. The above analysis is summed up in the following quotation from a communication between an EMS staff member and Dr Wayne Smith. “My colleagues, they executed their duties with decorum and professionalism. The events of that month reinforced my belief that I am a part of an awesome Emergency Medical Service. Having had the opportunity and being exposed to the calibre of team that I am a part of, is has reawakened a desire to give more to my service. I want to be the change I would like to see.” (Personal communication from EMS staffer to Dr Wayne Smith, 2010/09/03). What factors helped sustain the high morale post the event While the results of the survey suggest that levels of morale for the majority of the event team respondents decreased post the event to pre event levels, these respondents reported current positive attitudes towards the EMS. The overall means for the affective commitment and job satisfaction scales are above the average. Responses on these items suggest the respondents experience feelings of

14

attachment to their work and organisation. Similarly there are strong results suggesting the majority of respondents derive meaning and fulfilment from their jobs. What internal and external factors negatively influenced EMS staff morale prior to the event and what are current and ongoing concerns for staff in the service The results suggest that for almost half the respondents the OSD restructuring process was experienced negatively and this may continue to influence staff morale. While responses to the open-ended questions suggest that current levels of morale are negatively influenced by perceptions of pay, management practice an d the poor quality of equipment evidence from the quantitative survey results suggest moderate levels of satisfaction with pay and management. The findings presented and discussed here are a mixed bag and illustrate the nuances and differences in experience between the EMS personnel who did and did not participate in the event. Similarly the results show disparities in experience within the two groups of respondents. The aim of this research was to attempt to extract from these experiences common elements that contributed to, and account for, the constructive atmosphere and activities amongst EMS over this time. Hence one of the key objectives of this research was to develop a model which encapsulates the key factors involved in what is being referred to as the “health legacy.” This model is presented in the next section of the report. Health Legacy Model The model represents the primary findings of the study. The factors are divided int o three inter-related realms, contextual factors (factors external to the service), organisational factors (factors internal to the service) and intra-personal factors (factors related to the personality characteristics and vocational orientation of the respondents).

15

139

Contextual Factors -National and Provincial Pride -Positive national and international media coverage -Public engagement -

Organisational Factors -Management -Equipment -Unique team identity

Intra-personal -vocational and organisational commitment 140

Figure 3 Health Legacy Model

Contextual factors National and provincial pride and positive media coverage The results of the survey, the qualitative open ended questions, interviews and document analysis suggest that a large part of the legacy was related to the general ethos in the country (and the province) over the time of the world cup. The global significance of the event and almost exclusively positive media coverage contributed to the heightened morale of EMS staff. The results suggest that the opportunity to participate directly in activities related to the event under these circumstances account for some of the positive spin offs. The legacy is partly related to the fact that the EMS FIFA World Cup™ team played an integral part in what unfolded as an uncontested success story.

16

Public engagement Another component of this dimension of the model relates to the nature of the team?s engagement with a public over this time. The profile of the public at the stadium and fan parks differed to the regular „clients? (accident victims, victims of crime and violence) of the service. The public in this context was revelling in the success and national pride of the event. There were also a limited number of serious emergencies at the Cape Town Stadium and fan parks. Organisational factors Management practices: The data suggests that, for the most part, members of the EMS FIFA World Cup™ team related more positively to their management over the time of the event. What emerged from the research is that management?s careful planning and organising around the event, the efficient inter-service coordination and good relations contributed to the legacy. New equipment

141

The data also suggests that the resource infusion for the service contributed towards building a positive legacy. These resources included new vehicles, vehicle equipment and uniforms. Team identity Another feature of the legacy at the organisational level is that for the duration of the event the EMS FIFA World Cup™ team developed a more defined sense of team identity. The factors that contributed to this include their shared experiences and positive public reinforcement. Intra-personal factors Vocational and organisational commitment A strong result for both cohorts of respondents is their overall commitment of EMS staff to both their chosen vocation and the organisation for which they work. The results of this study suggest that work for EMS personnel is far more than just an

17

income generating activity. There are significant intrinsic rewards inherent in the job itself. The model is designed to illustrate the layered and systemic nature of the health legacy. It suggests that the health legacy is related to a variety of contextual, organisational and intra-personal factors and that all three of these layers needs to be considered when attempting to replicate the success of the service for future events. Recommendations Transparent selection criteria A central concern expressed by many respondents was the manner in which the event team was selected. The overwhelming issue here was with the lack of transparency. Managerial prerogative was not questioned but rather the processe s followed.

The

lack

of

transparency

appeared

to

reinforce

feelings

of

disempowerment amongst staff. The recommendation here is that management consider, within reason, mechanisms for selection that are generally perceived as 142

fair by all staff. If this is achieved there will be less opportunity for resentment. Incentives with complementary tickets Numerous respondents commented on the lack of incentives or material rewards for the good work done over the time of the event. Perhaps one way of mediating this concern in the future is to provide complementary tickets/free access to events for employees and their families. In so doing management would explicitly demonstrate their appreciation and this could be done at minimal cost. Payment for overtime If viable it is worth considering the payment of overtime during events to help booster morale and again actively demonstrate management?s appreciation for the commitment shown by staff. Concluding comments The health legacy model represents the interplay between the macro environment during the world cup, the specific and unique conditions in South Africa at the time, managerial and administrative practices within the EMS and factors related to the 18

organisational behaviours and attitudes of personnel within the service. All three areas need to be considered when attempting to replicate the high levels of service delivery, commitment and morale for future events. An outstanding feature of this research is the consistently high levels of commitment reported by EMS personnel. This is perhaps the fulcrum on which this health legacy balances. If staff is in the first instance dedicated to their work and their organisation they are more likely to prepare for, and execute, their duties in a reputable manner. This then is the basis or foundation for the legacy, a foundation on which the other two levels can build.

143

19

Appendix A

Health Legacy Research – Emergency Medical Services Questionnaire Before completing this questionnaire, please note the following: Your participation is completely voluntary, and we guarantee that your responses will not be identified with you personally as you are not required to identify yourself on the questionnaire. This questionnaire should take you about 10 minutes to complete.

Section A: Prior to the FIFA 2010 World Cup Event

1.1 Rate your morale prior to the FIFA 2010 World Cup event:

144

1

2

3

4

5

Very Low

Low

Moderate

High

Very High

1.2 Rate you level of commitment to EMS prior to the FIFA 2010 World Cup event: 1

2

3

4

5

Very Low

Low

Moderate

High

Very High

1.3 The recent OSD restructuring that took place prior to the FIFA 2010 World Cup event has (please tick one): Negatively impacted on my morale Had no impact on my morale Positively influenced my morale

20

1.4 In what way did the OSD restructuring process have a positive OR negative impact on your morale?

1.5 Please list any other factors that negatively influenced your morale prior to the FIFA 2010 World Cup event:

Section B: During the FIFA 2010 World Cup Event:

2.1 Rate your level of morale during the FIFA 2010 World Cup event:

145

1

2

3

4

5

Very Low

Low

Moderate

High

Very High

2.2 Which of the following influenced your morale during the FIFA 2010 World Cup event (you may select more than one option): The opportunity to participate in a select team for the 2010 event The general national positive atmosphere associated with the event The opportunity to contribute to the well managed fan parks and areas The opportunity to work in a different environment for the duration of the event The opportunity to receive special training to prepare for your role in the 2010 EMS team

21

2.3 Please indicate any other factors not listed above that influenced your morale during the FIFA 2010 World Cup event:

2.4 Were you managed differently during the FIFA 2010 World Cup event: Yes No

2.5 If YES, please describe the difference:

146

Section C: Post FIFA 2010 World Cup Event:

3.1 Rate your current level of morale (post FIFA 2010 World Cup event): 1

2

3

4

5

Very Low

Low

Moderate

High

Very High

3.2 What factors currently influence your morale:

22

1

2

3

4

5

Strongly Agree

Agree

I would be very happy to spend the rest of my career with this organisation

Neutral

1

Disagree

Please show how much you agree with each of the following statements by circling a number from 1 to 5 (1 = strongly disagree; 5 =strongly agree).

Strongly Disagree

Section D: About Your Job and the Organisation You Work For:

2

I feel emotionally attached to this organisation

1

2

3

4

5

3

This organisation has a great deal of personal meaning for me

1

2

3

4

5

4

I feel a strong sense of belonging to my organisation

1

2

3

4

5

5

I would recommend my job to others

1

2

3

4

5

6

My job has a great deal of personal meaning to me

1

2

3

4

5

7

My job gives me much fulfilment

1

2

3

4

5

8

The tasks that I do at work are enjoyable

1

2

3

4

5

9

I feel that management has always been honest and ethical in their dealings with me

1

2

3

4

5

10

Management has always used consistent standards in evaluating my performance

1

2

3

4

5

11

In my job I am given training opportunities to improve my skills

1

2

3

4

5

12

The Department invests extensively in improving the levels of competency among the employees

1

2

3

4

5

13

I feel I am being paid a fair amount for the work I do

1

2

3

4

5

14

I am satisfied with the benefits I receive

1

2

3

4

5

15

When I do a good job I receive recognition for it

1

2

3

4

5

16

I feel Management appreciates the work that I do

1

2

3

4

5

17

I feel that my manager cares and responds to issues that are important to me

1

2

3

4

5

18

My manager looks out for my personal welfare

1

2

3

4

5

19

My manager frequently provides me with constructive feedback

1

2

3

4

5

23

147

Appendix B

Health Legacy Research – Emergency Medical Services Questionnaire Before completing this questionnaire, please note the following: Your participation is completely voluntary, and we guarantee that your responses will not be identified with you personally as you are not required to identify yourself on the questionnaire. This questionnaire should take you about 10 minutes to complete.

Section A: Prior to the FIFA 2010 World Cup Event

1.6 Rate your morale prior to the FIFA 2010 World Cup event:

148

1

2

3

4

5

Very Low

Low

Moderate

High

Very High

1.7 Rate you level of commitment to EMS prior to the FIFA 2010 World Cup event: 1

2

3

4

5

Very Low

Low

Moderate

High

Very High

1.8 The recent OSD restructuring that took place prior to the FIFA 2010 World Cup event has (please tick one): Negatively impacted on my morale Had no impact on my morale Positively influenced my morale

24

1.9 In what way did the OSD restructuring process have a positive OR negative impact on your morale?

1.10 Please list any other factors that negatively influenced your morale prior to the FIFA 2010 World Cup event:

Section B: During the FIFA 2010 World Cup Event:

2.4 Rate your level of morale during the FIFA 2010 World Cup event:

149

1

2

3

4

5

Very Low

Low

Moderate

High

Very High

2.5 Which of the following positively influenced your morale during the FIFA 2010 World Cup event (you may select more than one option): The opportunity to cover for colleagues who were part of the 2010 event team and keep the regular EM services afloat despite a shortage of staff The general national positive atmosphere associated with the event

2.6 Please indicate any other factors not listed above that positively influenced your morale during the FIFA 2010 World Cup event:

25

2.7 Please indicate any factors that negatively influenced your morale during the FIFA 2010 World Cup event:

2.5 Were you managed differently during the FIFA 2010 World Cup event: Yes No

2.6 If YES, please describe the difference:

150

Section C: Post FIFA 2010 World Cup Event:

3.1 Rate your current level of morale (post FIFA 2010 World Cup event): 1

2

3

4

5

Very Low

Low

Moderate

High

Very High

3.2 What factors currently influence your morale:

26

1

2

3

4

5

Strongly Agree

Agree

I would be very happy to spend the rest of my career with this organisation

Neutral

1

Disagree

Please show how much you agree with each of the following statements by circling a number from 1 to 5 (1 = strongly disagree; 5 =strongly agree).

Strongly Disagree

Section D: Current Feelings About Your Job and the Organisation You Work For:

2

I feel emotionally attached to this organisation

1

2

3

4

5

3

This organisation has a great deal of personal meaning for me

1

2

3

4

5

4

I feel a strong sense of belonging to my organisation

1

2

3

4

5

5

I would recommend my job to others

1

2

3

4

5

6

My job has a great deal of personal meaning to me

1

2

3

4

5

7

My job gives me much fulfilment

1

2

3

4

5

8

The tasks that I do at work are enjoyable

1

2

3

4

5

9

I feel that management has always been honest and ethical in their dealings with me

1

2

3

4

5

10

Management has always used consistent standards in evaluating my performance

1

2

3

4

5

11

In my job I am given training opportunities to improve my skills

1

2

3

4

5

12

The Department invests extensively in improving the levels of competency among the employees

1

2

3

4

5

13

I feel I am being paid a fair amount for the work I do

1

2

3

4

5

14

I am satisfied with the benefits I receive

1

2

3

4

5

15

When I do a good job I receive recognition for it

1

2

3

4

5

16

I feel Management appreciates the work that I do

1

2

3

4

5

17

I feel that my manager cares and responds to issues that are important to me

1

2

3

4

5

18

My manager looks out for my personal welfare

1

2

3

4

5

19

My manager frequently provides me with constructive feedback

1

2

3

4

5

27

151

Appendix C Response patterns for questions A1.1. (levels of morale prior to the event), A1.2 levels of commitment prior to the event, B2.1 (levels of morale during the event) and C 3.1 (levels of morale post the event). Group 1 =EMS 2010 FIFA World Cup™ team Group 2 = Non FIFA World Cup™ team

.3 0

0

.1

.2

Density

.2 .1

Density

.3

.4

.4

Group 1 - Responses to questions on morale

2

3 A1.1

4

5

0

1

2

3 B2.1

4

5

1

2

3 A1.2

4

5

0

1

2

3 C3.1

4

5

.3 0

.1

.2

Density

.3 0

.1

.2

Density

152

0

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1

.4

0

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0

.1

.2

Density

.2 .1

Density

.3

.4

.4

.5

Group 2 - Responses to questions on morale

1

2

3 A1.1

4

5

2.5

3

3.5 4 A1.2

4.5

5

.4 .3 0

.1

.2

Density

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Density

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.5

.5

0

1

2

3 B2.1

4

5

1

28

2

3 C3.1

4

5

.25

.4

.1

.1

.1

Density

.2

.3

.4

.3

.4

.4

1 2 3 D1 4 5

0

1

2

3 D6

4

5

0

1

2

3 D11

4

5

1

2

3 4 D16

5 .2

0

1

2

3 4 D17

0 1 2 3 D2 4 5

0

1

2

3 D7

4

5

0

1

2

3 D12

4

5

5 .1

2 3 D18 4 5

0 1 2 3 D3 4 5

0

1

2

3 D8

4

5

0

1

2

3 D13

4

5

0

1

2

3 D18

4

5

29 .4

1

.3

0

153

.1

.5

.5

0

.1

.1

Density

.2

.2

.3

.3

.4

0

0

0

.05

.1

.3

.3

Density

.1

.15

Density

.2

Density

.2

.2

.4

.3

.25

.5

1 2 3 D4 4 5

0 1 2 3 D9 4 5

0 1 2 3 D14 4 5

0 1 2 3 D19 4 5

0 0 2 D4 4

0

2 D9

4

0

2 D14

4

3 D19

4

1

2

5

.2

0

.2

0

5

0

5

.3

4

.2

3 D13

.1

.4

.4

5

0

2

.3

1

.2

0

.1

4

.1

0

Density

.1

3 D8

4

.15

0

2

3 D3

0

.2

.3

Density

.2

2

Density

.3

5 1

1

Density

.2

4

0

Density

.1

3 D17

0

2 .25

1 Density

0

.3

.3

5

0

.2

5

.3

.1

4

.2

0

3 D12

.1

.05

.2

.1

.1

5

0

.5

2

Density

.4

1

.3

0

.2

4

Density

.1

3 D7 4

Density

0

.25

2 3 D2

.15

Density

0

0

5

.5

.3

.4

4 2

.3

.2

.3

3 D16 1 1

.2

.05

.1

Density

.2

2 Density

0

.1

1

.1

.3

0

0

0

.2

.4

5

.3

.1

.3

4

.2

0

Density

.2

3 D11

0

.3

.1

2

Density

.2

0

1

Density

.1

.3

0

Density

0

Density

.2

5

.2

.1

4

.15

0

3 D6

.1 0

0

2 0

.3

.2

.3

1

.2

.1

Density

.2

0

.4

.05

.1

Density

5

Density

.3

0

0

Density

4

.2

.3

.4

Density

3 D1

Density

.2

.3

Density

2

.1

.1

Density

.2

Density

1

0

.1

.1

Density

0

0

0

0

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0

0

0

0

0

.1

.1

.1

.1

.1

.3

.2

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.2

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.2

Density

.2

Density

.2

Density

.3

.4

.3

.3

.4

.5

.4

.4

.3

Appendix D

Response patters for Section D.

Response patterns for Section D - Group 1

6

6

6

0 1 2 3 D5 4 5

0 1 2 3 D10 4 5

0 1 2 3 D15 4 5

Response patterns for Section D - Group 2

0 1 2 3 D5 4 5

0

1

2

3 D10

4

5

0

1

2

3 D15

4

5

5. Social Development Provincial Readiness Plan for the 2010 FWC

SOCIAL DEVELOPMENT PROVINCIAL READINESS PLAN FOR THE 2010 WORLD CUP

INTRODUCTION

154

The Department of Social Development developed an integrated needs -driven people focused intergovernmental 2010 Readiness in anticipation of all the possible problems which might manifest during the 2010 World Cup. Our main concern was to safeguard the ch ildren because of the extended holiday and to ensure the well being of citizens in general. We have identified eight work streams as points of operation. 1. Work stream one:

Child Protection

2. Work stream two:

Street People

3. Work stream three:

Substance Abuse

4. Work stream four:

Commercial Sexual Exploitation

5. Work stream five:

Trafficking of people

6. Work stream six:

2010 Community-based Holiday Programme

7. Work stream seven:

Faith in 2010 World Cup-Child Tagging

8. Work stream eight:

Cross cutting projects (Communication, training and community-based holiday programmes)

OBJECTIVES OF THE 2010 PROVINCIAL SOCIAL DEVELOPMENT READINESS PLAN OUTCOME ONE: STRATEGIC PLAN 1 Provincial sector/DSD plan (143 plans) v 16 Districts offices 2010 readiness plans (24) hours v v 8 Work stream/focus area plans x 16 districts which equalled143 plans combined into one Provincial DSD Readiness Plan 1 Cape Town Stadium Readiness Plan v

We offered services as follows: 4 FIFA Special courts v 1 Operational Office of Social Development Department v DSD presence in 16 JOC/VOC v 11 PVA’ v

155

32 Sites v 45 days v 16 Districts v v 1 Stadium v 2 Disaster operational Teams v Development of standing operation procedures for people in distress GRAPHIC PRESENTATION OF OPERATIONAL SITES Staduim

1 1 1 Stadium

1

PVA

11

Department of Social Development Districts Offices

16

Special Courts

4

Department of Social Development Operational room

1

Provincial Joint Operating Centre

1

Total

34

4

PVA

11

Department of Social Development District Offices Special Courts

16

Department of Social Development Operational Room Provincial Joint Operational Centre

OUTCOME TWO: SUPPORT WELFARE SERVICES RENDERED A safe room for lost/missing children at all PVA, s v Tagging of under 14 year old children at all PVA ,s v

OUTCOME THREE: CROSS CUTTING PROJECT SUPPORT SERVICES Protocol development and Capacity Building v v Media v Planning tools development

RESULTS SECTION ONE: INCIDENTS DURING 11 JUNE TO 11 JULY 2010 156 A. CHILDREN There are two categories of incidents: Child neglect and child abandonment

CHILD NEGLECT Begging Street Children

1 2

2

13

Substance Abuse

1

Neglected children

2

Abused children

2

Assaulted children

1

Total

2

Begging

2

Street Children Substance Abuse

1

Neglected Children Abused Children

21

Assaulted Children

13

CHILD ABONDONMENT 14 Lost children

77

Unaccompanied

14

Total

91

Lost Children Unaccompanied Children

77

B. ADULT

1 1

Trafficking

16

Refugee

1

Beggar

1

Lost ticket

1

Total

1

157 Trafficking Refugee Beggar

19

Lost Ticket

16

SECTION TWO: TAGGING OF CHILDREN

TAGGING STATISTICS

JUNE

307

11-Jun

1001

14-Jun

42

16-Jun

823

18-Jun

69

21-Jun

69

22-Jun

909

24-Jun

148

29-Jun

307

24-Jun

3368

29-Jun

Total

148

11-Jun

1001

14-Jun 16-Jun 18-Jun

909

21-Jun

42

69

158

22-Jun

823 69

449

JULY 02-Jul

449

03-Jul

616

06-Jul

361

07-Jul

386

11 -Jul

1069

07-Jan

Total

2881

11-Jul

02-Jul

1069

03-Jul 616

386

361

06-Jul

SECTION THREE: HOLIDAY PROGRAMMES

HOLIDAY PROGRAMME OFFERED IN THE DIFFERENT SUB COUNCILS

159

RURAL HOLIDAY PROGRAMME (DSD)

Beaufort West

333

Caledon

960

George

453

Ou dtshoorn

4200

Vredenburg

1269

Worcester

4479

Total

Worcester Vredenburg Oudtshoorn Series1 George Caledon

11694 Beaufort West 0

1000

2000

3000

4000

5000

METRO HOLIDAY PROGRAMME (DSD)

Mitchell's Plain

Cape Town

1748

Gugulethu

909

Khayelitsha

Khayelitsha Series1

1225 Gugulethu

Mitchell’ s Plain Total

360 4242

Cape Town 0

500

1000

1500

2000

160 COMPARISON BETWEEN METRO AND RURAL Metropole holiday programmes

4242

Rural Holiday Programmes

11694

Total

15936

Rural holiday programmes Series1

Metropole holiday programmes

0

4000

8000

12000

Our success was based on Collaboration with the following partners

161

HUMAN RESOURCES/STAF DEPLOYED DURING 2010

162

11-Jun

127

12-Jun

108

13-Jun

108

14-Jun

233

15-Jun

108

16-Jun

233

17-Jun

108

18-Jun

233

19-Jun

108

20-Jun

108

21-Jun

233

22-Jun

233

23-Jun

108

24-Jun

233

25-Jun

108

26-Jun

108

27-Jun

108

28-Jun

108

29-Jun

233

02-Jul

156

03-Jul

233

06-Jul

233

07-Jul

156

10-Jul

108

11-Jul

156

TOTAL 3988

BENEFITS OF 2010 COLLABORATION Strengthened 2010 Plan v v New partnerships formed v Shared resources improved impact v Nation building v Positive profiling of the Department of Social Development v Sustain 2010 programs and activities for the full duration if the Soccer World Cup v Legacy projects were established v Heightened awareness of child safety and protection v Internal relationships were strengthened v Fun was introduced into work

LEGACY PROJECTS Tagging of children under the age of 14 years at big events v v Collaboration between Department of Social Development,, Department of Education and Local

government in regard of Holiday programmes

LESSONS LEARNED A high powered champion must be appointed with the necessary mandate and resources for an event of this magnitude. A separate budget must be secured for special events otherwise you compromise human capital and employee well-being Planning for an event of this magnitude should start at least two years in advance. A task team between the provincial government and local government should be established. A comprehensive communication/media strategy should be developed for a high profile event such as 2010 World Cup

163

The NGO Sector should be recognized as a critical role player and efforts should be made to strengthen the relationship The religious/faith based sector should be included in international events. Child tagging should become the norm at all events.

HUMAN INTEREST STORY

164

On 17 June 2010 sixteen women were reported as being trafficked. The MEC, Dr Ivan Meyer called Ms Debbie Van Stade who activated the DSD Team. Within three hours the whole issue was resolved. The women were actually prostitutes and six of them were placed in shelters and 10 were re-united with their families. The fact that the MEC responded personally to the issue demonstrated the level of commitment of government. The team worked right through the night to assist the women with no consideration for their comfort. There was collaboration between SAPS, Local government, Provincial Department and NGO and civil society as well as the faith based sector. This once again prove the fact that collaboration heeds success and commitment and passion to secure the well being of all people can change the lives of individuals as well as society as a whole. This intervention might have been the one intervention that has changed the life of Madam X for the better so that she as a human being can fulfill her full potential on this earth. CONCLUSION Our 2010 Readiness plan was successfully executed hence the relatively low number -141 of incidents which has been reported. The fact that our strategy were multi -faceted and intersectoral created the opportunity to respond swiftly and to render a value -adding effective and efficient service. The general enthusiasm for the 2010 World cup generated the energy required to offer a service beyond the call of duty and a commitment to be part of a process or strategy which would secure the success of 2010 World Cup, the most prest igious event in the history of South Africa. People was the central focus of the World cup and Passion was the driver of selfless even sacrificial service delivery rendered by the unsung heroes of the Social Development Department as well as the other partners. Tagging in the rain could equal the scoring of a winning goal and the shapeless and wet invisible partners contributed to the glory and pride of this nation. 2010 has come and gone but the footprints of DSD will remain in the hearts and mind of the ordinary people of South Africa.

6. 2010 FWC PDMC Final Report

PROVINCIAL DISASTER MANAGEMENT CENTRE FINAL REPORT REGARDING THE 2010 FIFA WORLD CUP™ (FWC) EVENT IN THE WESTERN CAPE

DATE: 3 SEPTEMBER 2010 REPORT COMPILED BY THE PDMC 2010 FWC EVENT COORDINATING UNIT SCHALK W. CARSTENS CARIN JOYCE

165

1. PURPOSE 1.1. To provide an overview of the above mentioned activities in the Western Cape Province based on the following objective: “To coordinate and manage the implementation of Disaster Management legislation and policy that is required for the effective hosting of the 2010 FIFA World Cup™ event in the Western Cape”

2. BACKGROUND 2.1. In January 2008, the National Disaster Management Centre (NDMC) established a dedicated 2010 FWC National Disaster Management Steering Committee (NDMSC). This Committee had to ensure that all stakeholders in the country, including all 9 p rovinces as well as the hosting cities were part of the 2010 FWC disaster risk reduction process. 2.2. The real involvement of disaster management in the 2010 FWC process however only began in 2009, when the NDMC provided a policy guideline document for Disaster Management during the event. The disaster management fraternity then only became more extensively involved in the planning for the 2010 FWC event. 2.3. The National Disaster Management Plan for the 2010 FWC was based on two different approaches, namely the micro (event management) and the macro (disaster management) approaches. The two approaches combined were necessary to ensure the effective coordination of the event. Figure 1 illustrates the difference between the two approaches.

166 2010 FWC INCREASED DISASTER RISK GAP ANALYSIS (EVENT / DISASTER MANAGEMENT) MACRO

Event Management

Increased Disaster Risk due to 2010

Disaster Management Act

INCREASED RISK -

Stadiums VIP Protection Hotels Fan Parks Public Viewing Areas Practicing Venues Etc.

MICRO

2010 FWC (Event Management Bill)

GAP to be closed

Disaster Management 1. INCREASED RISK Due to greater stress on existing utility services and transport Transport - Road - Air - Sea - Rail Essential Services - Electricity - Water - Sewerage - Health 2. INCREASED RISK Due to possible Disaster hazards - Floods - Fires - Hazmat - Etc.

Figure1. Micro and Macro approached for the 2010 FIFA World Cup™ event.

2.4. Both Safety and Security and Disaster Management had unique coordination requirements for the 2010 FWC event. The difference between the reporting levels of the two structures are illustrated in Figure 2 on the overleaf.

INTERACTION BETWEEN DISASTER MANAGEMENT AND SECURITY COORDINATIO N STRUCTURES

NATIONAL CABINET Disaster Management ICDM

Event Management HOSTING CITIES FORUM

Intergovernmental Committee for Disaster Management

NDMC

OC: Organising Committee

NATIONAL SECURITY COUNCIL NATJOINTS

National Disaster Management Centre

PROVINCIAL CABINET

PDMC

PROVINCIAL 2010 COMMITTEE

PROVJOINTS

Provincial Disaster Management Centre

LOCAL COUNCIL MDMC Municipal Disaster Management Centres

HOSTING CITIES COMMITTEE

LOCAL JOINTS

Figure 2. Interaction between Disaster Management and Safety and Security coordination structures.

3. PROVINCIAL COORDINATION 3.1. As from January 2009, Disaster Management became part of the 2010 FWC Provincial Techn ical Steering Committee as a separate work stream. Disaster Management was, prior to January 2009, placed with the Health and Safety cluster which also included the Security Forces (SAPS/SANDF) as well as Emergency Medical Services (EMS). 3.2. The Disaster Management work stream was headed by the Director: Disaster Management and Fire Brigade Services. In March 2009, Mr. Schalk Carstens was seconded to manage the activities of the mentioned work stream in the 2010 Technical Steering Committee (TSC). He was supp orted by Ms. Carin Joyce who was later appointed on a contractual basis to assist with the implementation of the disaster management activities. The diagram in Figure 3 below indicates the role of disaster management as part of the Provincial 2010 TSC.

Figure 3. Disaster Management as part of the Provincial Steering Committee

167

3.3. To ensure integration between the Security Forces and the Disaster Management Coordination Structures during the 2010 FWC event, the Unified Command structure illustrated in Figure 4 was applied. The two structures worked parallel to each other on both provincial level and municipal level in the Western Cape. DISASTER MANAGEMENT NATIONAL SPHERE: Strategic Level

METROPOLITAN DISTRICT MUNICIPAL: Strategic Level

SAPS, SANDF, NIA, Law Enforcement (Traffic)

Fire services, EMS, Social Development, Transport, Water Affairs, Housing, etc.

PROVINCIAL SPHERE: Strategic Level

National Disaster Management Centre (Pretoria)

Safety and Security Joints (Pretoria)

PDMC (Tygerberg)

PROV JOC (Cape Town)

HOSTING CK MDMC

WC MDMC

EDEN MDMC

OB MDMC

CW MDMC

CoCT Metro/ MDMC

CITY

MUNICIPAL SPHERE: Micro SAPS Cluster Level as well as the Tactical or Operational Level

Event / Incident Level

168

SAFETY AND SECURITY (EVENT)

24 x LOCAL MUNICIPALITIES

MINOR / MAJOR INCIDENT / EMERGENCIES / DISASTER

25 SAPS CLUSTERS

VOC / JOC / FORWARD COMMAND POST / STADIUMS/ FAN PARKS / PVA’S

Figure 4. Proposed Unified Command Structure for the 2010 FWC event. 3.4. The Safety and Security structure mainly focused on the event and included services such as SAPS, SANDF, Traffic and L aw Enforcement. Disaster Management on the other hand focused on the increased risk to disasters during the 2010 FWC event. This structure included all emergency related services that were already part of the Disaster Management legislative mandates namely EMS, Fire Brigade Services, Social Development (humanitarian aid), Housing (emergency housing), Public Works and Roads (engineering and infrastructure) amongst others. 3.5. In March 2009, the NDMC mandated a National Planning document for Disaster Management for the 2010 FWC event. A copy of this plan is attached as Annexure A.

4. PROVINCIAL PROJECT PLANNING PHASE 4.1. Based on the National Disaster Management Centre’s 2010 Disaster Management Planning guideline document, the Western Cape Provincial Disaster Management Centre’s 2010 FWC Event Coordinating Unit implemented a Project Plan based on the NDMC’s Key Performance Indicators (KPIs). The Project Plan is attached as Annexure B. The KPIs are as follows: KPI 1: KPI 2 KPI 3: KPI 4:

Ensure Institutional Capacity for the 2010 FWC event; Identify, asses and monitor disaster risks; Implement Disaster Risk Reduction; Ensure effective capacity for Disaster Response.

4.2. The roles and responsibilities of all the stakeholders relevant to the Disaster Management and Safety and Security structures were identified prior to the 2010 FWC event. Three phases were determined, namely the Risk Reduction phase, the Hazard Preparedness phase, the Relief phase and the Rehabilitation and

Reconstruction phase. The schematic approach in Figure 5 clearly explains the roles and responsibilities of all relevant stakeholders in the three mentioned phases.

Schematic Approach to the staging of the 2010 FIFA WORLD CUP™ Theinteraction interactionbetween betweensafety safety&&security securityand anddisaster disasterrisk riskmanagement managementco-ordination co-ordinationstructures structures The RISK REDUCTION RISK REDUCTION (MITIGATION) (MITIGATION) Early Warning Phase

PREPAREDNESS&& RESPONSE RESPONSE PREPAREDNESS

RECOVERY RECOVERY

Hazard Preparedness & Response Phases

Provincial Joints

Disaster Management Centres

Emphasis Event Management Safety & Security SAPS - S A N D F - N I A J o i n t s - M e t r o P o l i c e - T r a f f i c S e r v i c e s Law Enforcement

Safety & Security, i.e. - SAPS - SANDF - Prov. Dept. of Community Safety - Traffic Services (Prov. & Mun.) - Metro. Police (Mun.) - Law Enforcement (Mun.)

Events – Risk Identification Crime Terrorism (CBR) Hooliganism / Unrest / Strikes etc.

Mun. Disaster Risk Management, i.e.

Line Departments and Disaster Risk Management Centre = Disaster Risk Identification, i.e. Human Induced; Transport; Utility Systems Disruptions; Natural Disasters = Floods, Fires and Extreme Weather etc.

Relief, Rehabilitation & Reconstruction Phase

- Engineering Services (Water & Sanitation, Electricity, Roads & SW) - EMS (Provincial Health focuses on Communicable Diseases and provision of Emergency Medical Services) - Emergency Relief (DRMC & Prov. Social Development = Emergency feeding and psychological support) - Emergency Housing (Housing, with Prov. Dept. of Health in support) - Transport Management / Traffic Services (Transport related disruption - Fire & Rescue Services – prevention / rapid response - etc.

Emphasis Disaster Management Maintenance of law & order in communities -SAPS -Metro Police, Traffic Services, Law Enforcement -etc…

Continuation of structural, environmental and humanitarian support, co-ordinated by CoCT Disaster Risk Management Centre i.e. -Engineering Services - (Water & Sanitation, Electricity, Roads & Stormwater) -Emergency Relief (NGOs, Prov. Social Development) -Emergency Housing (Housing with Provincial Dept. of Health in support) -Transport Management / Traffic Services (Transport related disruption) -etc.

Figure 5. Schematic Approach to the staging of the 2010 FIFA World Cup™

169

5. 2010 FWC FOOTPRINT (11 JUNE 2010 – 11 JULY 2010) 5.1. The event took place over a 30 day period with certain very high risk days identified in the Western Cape. With the risk identification, four categories were identified namely very high, high, moderate and low risk. A list of the risk days is given below.

10-Jun-10

Mayor's Lunch

11-Jun-10

2 Matches: OPENING: Gauteng (SA/Mexico); Cape Town Stadium Matc h (Uruguay/France). Activated: Cape Town Stadium/All PVAs (CoCT and Districts)

12-Jun-10

3 Matches: Activation: George PVA (Ekasi TV)

13-Jun-10

3 Matches: Activation: George PVA (Ekasi TV)

14-Jun-10

Cape Town S tadium Match (Ital/Paraguay); Activation: Cape Town Stadium

15-Jun-10

3 Matches: Activation: Cape Winelands PVA only (Brazil Cultural Day)

16-Jun-10

Gauteng: SA/Uruguay; Activation: All PVAs (CoCT and Districts)

17-Jun-10

170

18-Jun-10

Cape Town Stadium Match (Eng/Algeria); Activation: Cape Town Stadium and CoCT PVA and Worcester PVA

19-Jun-10

3 Matches: Activation: George PVA only (Ekasi TV)

20-Jun-10

3 Matches: Activation: Cape Winelands PVA only (Brazil Cultural day)

21-Jun-10

Cape Town Stadium Match (Portugal/Korea); Activation: Cape Town Stadium and CoCT PVAs only

22-Jun-10

Free State: SA/France; Activation: All PVAs (CoCT and Districts)

23-Jun-10

Beaufort West PVA: Percussion Workshop

24-Jun-10

Cape Town Stadium Match (Cameroon/Netherlands); Activation: Cape Town Stadium, CoCT PVAs, George PVA (Ekasi TV), Beaufot Wes t PVA (Percussion Workshop)

25-Jun-10

4 Matches: Activation: Vredenburg, Bredasdorp and George PVAs

26-Jun-10 27-Jun-10

Group 16 Matches. All PVAs activated

28-Jun-10 29-Jun-10

Cape Town Stadium Match (Round 16); Activation: Cape Town Stadium, CoCT PVAs, George PVA (Ekasi TV)

30-Jun-10 01-Jul-10 02-Jul-10

QUARTER FINALS: Activation: Beaufort West and George (Ekasi TV)

03-Jul-10

QUARTER FINALS: Activation:CoCT PVAs & George PVA (Ekasi TV)

04-Jul-10 05-Jul-10 06-Jul-10

SEMI-FINALS: Cape Town Stadium Match; Activation: CoCT PVAs and all Districts PVAs

07-Jul-10

SEMI_FINALS: Activation: All PVAs (CoCT and Districts)

08-Jul-10 09-Jul-10 10-Jul-10

Second Place Match; Activation: Worcester and George (Ekasi) PVAs

11-Jul-10

FINAL MATCH: Gauteng. Activation: All PVAs (CoCT and Districts) Very High Risk High Risk Moderate Risk Low Risk Very Low Risk

5.2. During the 2010 FWC event, the following venues were utilized: Cape Town Stadium in Greenpoint 1 FIFA Fan Fest on the Grand Parade 4 Cape Town Public Viewing Areas (FanJols) o Vygieskraal o Bellville Velodrome o Swartklip Sports Complex Hall o Oliver Thambo Sports Complex Hall 1 Fan Walk (Cape To wn CBD to the Cape Town Stadium) V&A Waterfront 2 Team Hotels 2 Official Training Venues o Athlone Stadium o Phillipi Stadium 5.3. Approximately 350 000 spectators/visitors visited the Western Cape (figure still to be confirmed). 5.4. According to the City of Cape Tow n, the attendance to the above City’s venues were as follows: Cape Town Stadium = a total of 507 000 fans in the 8 matches there (near capacity each time); The Fan Walk route between the CBD and the CT Stadium = a total of 580 000 people walked it on the match days only; The FIFA Fan Fest on the Grand Parade = a total of 560 000 spectators watch the soccer on the big screen over the period; The 4 Public Viewing Areas attracted a total of 219 000 people over their 13 days of operation; The V & A Waterfront also attracted up to 100 000 people daily; Add to these figures the thousands of people that arrived at the CT International Airport, used the bus shuttles, our roads and train services, the hotel occupancy (especially in the CT CBD), the VVIP and Team Movements and the large occupancy of the tourist, entertainment and shopping areas throughout the City. 5.5. The PVAs in the District Municipal Areas were called FanJols. The following Municipalities hosted events: Eden: George, Rosemore. Overberg: Bredasdorp, Glas Kasteel West Coast: Vredenburg, Louwville Cape Winelands: Worcester, Boland Stadium Central Karoo: Beaufort West, Rustdene 5.6. Attendance at the various FanJols is depicted in the graph below. Overview of FanJol Attendance 40000 35000 30000

25000 Attendance

20000

15000 10000 5000

0 WORCESTER BOLAND SG

VREDENBURG LOUWVILLE SG

BEAUFORT WEST RUSTDENE Districts

BREDASDORP GLAS KASTEEL

GEORGE ROSEMORE

Figure 6. Overview of FanJol Attendance across the Western Cape during the 2010 FWC event.

171

5.7. Municipal Team Base Camps hosted where located in: 5.7.1. George: Fancourt Hotel– Japanese Team 5.7.2. Knysna: Pezula Resort– French Team 5.7.3. Knysna: Simola Hotel – Danish Team

6. PROVINCIAL 2010 PLANS DEVELOPED The following 2010 FWC Disaster Management, Event and Base Camp Plans were developed and are currently filed at the PDMC: City of Cape Town : Disaster Management Plan for the region Disaster Management Plans for the PVAs Overberg District Municipality: Disaster Management Plan for the region Disaster Management Plans for the FanJol Central Karoo District Municipality: Disaster Management Plan for the region Disaster Management Plans for the FanJol Eden District Municipality: Disaster Management Plan for the region Disaster Management Plans for the FanJol Disaster Management Plans for the 3 Team Base Camps

172

Cape Winelands District Municipality: Disaster Management Plan for the region Disaster Management Plan for the FanJol West Coast District Municipality: Disaster Management Plan for the region Disaster Management Plan for the FanJol State Owned Enterprises: Eskom ACSA Metrorail, Shosholoza Meyl Transnet Freight Rail Provincial Government Plan which inter alia included: Emergency Medical Services Social Development CBR Plans

7. IMPLEMENTATION PHASE (PREPAREDNESS/RESPONSE) 7.1. Report back sessions was held post the 2010 FWC event which included the Heads of Disaster Management Centres (22 July 2010), the Provincial Technical Steering Committee (23 July 2010) and the Provincial Disaster Management Officials (10 August 2010). During these debriefing/report back sessions, the positive and negative outcomes as well as the 2010 legacy issues were discussed. These outcomes have been consolidated in the four KPIs as discussed below.

7.1.1.KPI 1 Integrated Institutional Capacity Positive Negative National Disaster Management Policy implemented Some of the IT systems, for example the National in all spheres of Government; Disaster Management UNITI system, were not totally integrated during the 2010 FWC event; Institutional structures established/implemented for the Event/Disaster Management as well as Safety Disaster Management capacity limited to provide and Security and Security/Disaster Management; an effective service to all the stakeholders prior and during the event. Became part of the 2010 Provincial Technical Steering Committee (TSC), and worked as a team; Ambiguous guidance from the NDMC regarding uniform reporting formats, with UNITI being used Coordination Structures instituted: Heads of only at a very late stage. Centres, Emergency Management and Emergency Communication workgroups. Legacy ICT systems developed to integrate National , Provincial and Municipal – rkfqf (qool developed and piloted in the testern CapeF; Additional equipmentI staff and facilities provided to certain stakeholders for Municipal aisaster Management (mostly in the City of Cape qownF. qhe same applies for safety and security and emergency services such as p AmpI bMp and pAkac. 7.1.2.KPI 2: Identify, assess and monitor disaster risks Positive Risk and Vulnerability Assessments (RAVA s) were conducted on provincial and municipal level; GIS Tool developed based on current RAVAs in the province combined into a singular databank; Provincial /Municipal risk profile was developed, namely the 24 probable hazards identified for the 2010 FWC event.

Negative Some district municipalities does not have the same capacity as the City of Cape Town (CoCT) and had to rely on data generated by either the province or the CoCT; GIS Tool: lack of server, tool could not be fully utilized during the 2010 FWC event; Unknown factor was the numbers of visitors/spectators that were expected (1.5 million – 3TM MMMF Legacy RAVA software programme and other GIS applications which were developed for the 2010 FWC will be applied in future disaster risk assessments. 4.1.2.1 See Annexure C for the risk profile as developed for the Western Cape and the Generic Activities which were utilized to develop the Preparedness, Response and Relief Plan for the 2010 FWC. 7.1.3.KPI 3: Implement Disaster Risk Reduction Positive Based on the outcome of the Risk Profile, disaster risk reduction plans developed for both event and disaster management; The Provincial Disaster Management Centre developed a Generic Plan which was adopted and implemented for the 2010 FWC by all spheres of government and by relevant line function departments.

Negative No major emergency occurred during the event, thus plans were not tested to determine the preparedness levels; Over application of human resources (disaster management staff) during the event. (Staff became exhausted).

Legacy High level of planning by all stakeholders, fostering a good working relationship which resulted in detailed event/disaster plans. 4.1..1

See Annexure D for the Layout and seating of the PDMC.

173

4.1..2

See Annexure E for the deployment of disaster management staff (Duty Roster) to Safety and Security as well as Disaster Management operational Centres in the Province KPI 4: Ensure effective capacity for Disaster Response

Positive Plans were evaluated and at several phases of the planning process. National Audit was also conducted by the NDMC prior to the event; Detailed CBR/USAR planning was developed which included all stakeholders (Emergency/Security services/Disaster Management); Additional equipment and resources were made available through dedicated 2010 FWC funding.

Negative National Disaster Management Centre procured additional Urban Search and Rescue (USAR) equipment for the 2010 event. The equipment however was only received by September 2010.

Legacy Capacity enhancement which include the above equipment to the value of R8.2 million.

8. CONCLUSION

174

8.1. The role of Disaster Management in the 2010 FIFA World Cup™ (FWC) event should be acknowledged. The level of event as well as disaster preparedness and response plans for the possible human and natural disasters during the 2010 FWC were second to none as was illustrated in the successful hosting and roll-out of the event in the Western Cape. This road to success for Disaster Management and the 2010 FWC only began in the beginning of 2009, when the National Disaster Management Centre (NDMC) provided policy guidelines for Disaster Management Plans for the event. The Disaster Management fraternity then only became more extensively involved in the planning for the 2010 FWC event using the Disaster Management Act of 2002 as a basis and mandate. It suffices to say that all the possible risks and vulnerabilities were accommodated; amongst others and possible disruption of transport and/or essential services as well as event management related issues. All the Disaster Management Centres in the Western Cape were operational during the 2010 FWC period, working hand in hand with the established Safety and Security structures on national, provincial and local levels. 8.2. The major lesson learnt from the 2010 FWC is that of funding, The Police Services, Emergency Medical Services, Defense Force and other state institutions such as the Hosting Cities all received huge financial support from the National Government towards the 2010 FWC event that enabled them to build human, equipment and infrastructure capacity. Disaster Management was unfortunately not a signatory of the original FIFA World Cup™ agreement and therefore could not gain any significant financial and capacity building support. 8.3. The only benefit that the Western Cape (PDMC) received was that of the Special Search and Rescue equipment to the value of R8.2 million received from the NDMC. 8.4. What could the difference have been if Disaster Management was identified as an important function in the initial 2010 FWC planning processes? What financial support could Disaster Management have expected? Maybe equal to that of the National Defense Force, the Emergency Medical Services or of the South African Police Force? This statement illustrates the fact that Disaster Management should be one of the key role players in any planning process and not be an afterthought, as was the case in the 2010 FWC.

6a. NDMC Disaster Management Master Plan for the 2010 FWC

ANNEXURE A

NATIONAL DISASTER MANAGEMENT CENTRE 175

DISASTER MANAGEMENT MASTER PLAN FOR THE 2010 FIFA WORLD CUP Notice This Disaster Management Plan is the property of the National Disaster Management Centre and is considered to be strictly confidential. It contains information meant ONLY for the person to whom it is transmitted. With receipt of this plan, the recipient acknowledges and agrees that: a) in the event the recipient does not wish to pursue any matter contained herein, this docu ment must be returned to the address listed as soon as possible; b) the recipient will not copy, fax, reproduce, divulge, or distribute this confidential disaster management plan, in whole or in part, without the expressed written consent of the national government; and c) all of the information herein will be treated as confidential with no less care than that afforded to their own company/ organization confidential material.

NDMC©

DM Master Plan - April 2008

Version 1

Table of Content Chapter

176

Page

1 Objective ................................................................................................................................. 3 2 Scope ....................................................................................................................................... 3 3 Opportunities .......................................................................................................................... 4 4 Imperatives ............................................................................................................................. 5 5 National Disaster Management Framework .......................................................................... 5 6 Key Performance Area 1: Integrated Institutional Capacity for Disaster Management ................................................................................................................................... 6 6.1 Objective ......................................................................................................................... 6 6.2 Strategies ........................................................................................................................ 6 6.2.1 2010 Disaster Management Structure........................................................................ 6 6.2.2 Personnel Resources ................................................................................................... 7 6.2.3 Telecommunications ................................................................................................... 8 6.2.4 Disaster Management Information System ................................................................ 9 7 Key Performance Area 2: Disaster Risk Assessment ............................................................. 11 7.1 Objectives...................................................................................................................... 11 7.2 Strategies ...................................................................................................................... 11 7.2.1 Hazard, Risk and Vulnerability Analysis .................................................................... 11 8 Key Performance Area 3: Disaster Risk Reduction ............................................................... 12 8.1 Objective ....................................................................................................................... 12 8.2 Strategies ...................................................................................................................... 12 8.2.1 Disaster Risk Reduction Practices ............................................................................. 12 8.3 Critical Infrastructure Preparedness ............................................................................. 13 9 Key Performance Area 4: Response and Recovery ............................................................... 14 9.1 Strategy 1 – Routine Emergency Preparedness and Response .................................... 14 9.1.1 Objectives.................................................................................................................. 14 9.1.2 Emergency Preparedness ......................................................................................... 14 9.1.3 Roll out ...................................................................................................................... 14 9.2 Strategy 2 - Major Incident and Disaster Response ..................................................... 15 9.2.1 Objectives.................................................................................................................. 15 9.2.2 Key Activities ............................................................................................................. 15 9.3 Strategy 3 – Training and Exercises .............................................................................. 17 10 Conclusion ............................................................................................................................. 18

Disaster Management is everybody’s business

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NDMC©


Version 1

1 Objective The objectives of the 2010 Disaster Management Master Plan is to: Prevent, reduce, mitigate, respond to and prepare for any disaster or fire risks that may occur or threaten to occur during the 2010 World Cup tournament, either at the 2010 event or for related risks or any other identified risks. Provide sustainable, enhanced and integrated disaster management for a safe 2010 World Cup Tournament.

2 Scope The FIFA World Cup is one of the world's largest sporting events. The operational period lasts for approximately 60 days. There are a large number competition and non -competition venues plus unofficial sites including celebration areas, transportation hubs and training areas. Estimates indicate that over 2 million visitors will attend the event. In order for the existing disaster management and emergency management system s to provide normal services to South Africans and meet the special needs of the tournament, there are a variety of required initiatives that must be undertaken. FIGURE 1

2010 FWC INCREASED DISASTER RISK GAP ANALYSIS (EVENT / DISASTER MANAGEMENT) MACRO Increased Disaster Risk due to 2010

Disaster Management Act

MICRO EVENT MANAGEMENT Stadium VIP Protection Hotels Fan Parks

2010 FWC (Event Management Bill)

177

INCREASED RISK Transport

•Road •Air •Sea •Rail Essential Services

•Electricity •Water •Sewerage •Health Possible Hazards

GAP to be closed


•Floods •Fires •Hazmat

3

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At present Safety and Security measures of the event is mainly ma naged through the application of the Safety at Sports and Recreational Events Bill that focuses on the stadia, fan parks, public viewing areas and VIP protection. The Disaster Management Act however focuses on aspects such as the increased risk to disasters on a macro level, namely pressures on basic essential services such as water, electricity, sewerage and health. The pressures on transport systems such as seas, rail, road and air as well as the possibility of natural and human induced disasters have to be factored in. The above figure is provided to explain the above mentioned increased risk. The first group of issues relates to the management of the disaster management services during the tournament for the large number of venues. These management issues include the need to complete a Hazard, Risk, Vulnerability, Capacity Analysis for all areas involved in the tournament or which may possibly be affected by the tournament and its related activities. The second group of issues relates to the relationsh ips between the different agencies that provide disaster management functions. These relationship issues include the fact that the disaster management structures in local governments are autonomous. Some are independently operated and some agencies do not know their counterparts in other jurisdictions that they will be required to share responsibility with during disaster and emergency response. Also, local governments are unclear of their expectations during the tournament and there is uncertainty at times as to who takes the lead during a response. An urgent need also exists to develop a national disaster management system in order to define roles and responsibilities of stakeholders.

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The third group of issues relates to resources and personnel. The World Cup challenges will provide a challenge to emergency and disaster management services as South Africa have never hosted an event of this magnitude so the personnel and resource requirements at this time are not known and the demand on local governments have not yet been calculated. Opportunities will therefore be for the exploration of cost-share related expenditures with the National and Provincial Governments and other agencies. Finally, the collective agreements of unionized workers may influence the fl exibility needed to deliver enhanced disaster and emergency services during the World Cup tournament.

3 Opportunities Despite some challenges, the 2010 World Cup provides many opportunities that will benefit all South Africans through the integration of disaster and emergency plans and overall improvements in public safety. The opportunities include: I. the fostering of strengthened partners hips with the National Disaster Management Centre, Provincial Disaster Management Centres the media, industry, and other disaster management role-players; II. multi-jurisdictional exercises through expanded training and planning programs; leading the nation in completing a comprehensive inventory process and risk assessment model for critical infrastructure assurance; and III. Enhancement of the National Disaster Management Framework. IV. The strengthening of partnerships and cooperative actions between municipal entities.


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This legacy of the World Cup will mean that citizens and visitors will have a world -class disaster management system that will be a show-case for future tournaments, the other disaster management organizations throughout the world, and raise the quality of life for the citizens of South Africa.

4 Imperatives Disaster management and safety plans for a number of past major s porting events have been considered and the following imperatives have been identified: - The importance of early integration of all public safety and security agencies including a joint command structure; - The need for joint planning, training, and exercising between all personnel; - Running pre-tournament simulation exercises and test events is necessary; - The value of a fully integrated and inter -operative communications and information technology system; - Enhancing and expanding, where necessary, existing plans and disaster management systems and relationships to meet the increased needs of the tournament; - Use of an "all hazards" approach to planning for the most probable events while being aware of the "worst case" possibilities. - The significant value in developing a strong, robust internal and external communications strategy. - Increasing the capacity to reducing disaster risks.

5 National Disaster Management Framework This master plan will be based on the Key Performance Areas (KPAs) as stipulated in the National Disaster Management Framework. The Enablers as mentioned in the National Disaster Management Framework are addressed within the KPAs below and are not discussed separately. The funding of the Disaster Management policy for 2010 does not address the funding implications and needs that require urgent addressing by the National Disaster Management Centre. The KPAs with integrated enablers are addressed below: Key performance area 1: Integrated institutional capacity for disaster management Objective Establish integrated institutional capacity within the national, provincial and municipal spheres to enable the effective implementation of disaster management policy and legislation. Key performance area 2: Disaster risk assessment Objective Establish a uniform approach to assessing and monitoring disaster risks that will inform disaster management planning and disaster risk reduction undertaken by organs of state and other role players. Key performance area 3: Disaster risk reduction Objective Ensure all disaster management stakeholders develop and implement integrated disaster management plans and risk reduction programmes in accordance with approved frameworks. Key performance area 4: Response and recovery


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Objective Ensure effective and appropriate disaste r response and recovery by: - implementing a uniform approach to the dissemination of early warnings - averting or reducing the potential impact in respect of personal injury, health, loss of life, property, infrastructure, environments and government services - implementing immediate integrated and appropriate response and relief measures when significant events or disasters occur or are threatening to occur - Implementing all rehabilitation and reconstruction strategies following a disaster in an integrated and developmental manner.

6 Key Performance Area 1: Integrated Institutional Capacity for Disaster Management 6.1

Objective Establish integrated institutional capacity within the identified spheres to enable the effective implementation of disaster management policy and legislation.

6.2

Strategies

6.2.1 2010 Disaster Management Structure

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Concept of Operations Some potential emergencies will require a coordinated response among many agencies. Such incidents include: o Seismic Events o Structural o Severe weather o Flooding o Wildland or large informal settlement fires o Widespread release of hazardous material, or regional and non-location specific threat of terrorist act o Pressures on transport services o Pressures on essential services Certain areas within local authority emergency services also present challenges to the successful management of the 2010 World Cup. They include: o Communications o State of preparedness of emergency services o Emergency plans. Successful response to disasters requires multijurisdictional coordination for the shari ng of information, resources, and response activities. Some hazards (e.g., fires, terrorist threat) make regional coordination an imperative during the 2010 World Cup. A single decision-making structure is needed to facilitate collaboration of response and recovery. Such a structure requires either voluntary or mandatory cooperation among local first responders and municipal departments. Disaster Management is everybody’s business

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Effective coordination during a disaster demands common ground among responding agencies in a number of areas, such as terminology, public information, telecommunications, an integrated EMS, resource requests and personnel safety standards. Current Capacity While certain provinces and municipalities have implemented incident management systems to a lesser or larger degree, there is a wide variation in response and recovery capability. Any coordination of planning is on a strictly voluntary basis. The lack of regional multi-jurisdictional planning means that coordinated response and recovery in a disaster are in doubt. Gaps There is no current national incident management system coordinating response to major wide area disasters. There is no mechanism, except through the Disaster Management Act, to make and implement collaborative decisions in, for example, the prioritizati on of resource allocations in a regionwide disaster. Requirement o Development of a National Incident Management System ; o Development of structures able to manage and coordinate the risk profile of the tournament and related activities; o Municipalities and Provincial DMCs should formally agree to coordinate regional planning, and to develop an integrated response and recovery concept of operations for specific regional issues and services.

6.2.2 Personnel Resources Concept of Operations Incident Command posts will have to be established at match venues, training centres, certain nontournament venues, and principal support and affiliated facilities. Principle Incident Command Posts will require large staff components for 24 hours a day, 7 days a week, for 60 consecutive days. Most disaster management centres will be activated and it may be required that persons trained in certain IT and communications systems be deployed to decentralised centres. Current Capacity Host city DMCs will have a direct role in providing tournament coordination capability and will not be able to reallocate staff. Non host city DMCs and emergency services may be able to provide staff on a temporary basis. These include metros and district municipalities with either trained staff, or perso nnel who desire to be trained and experienced using the World Cup as an exercise opportunity. Gaps There is no assessment yet of the numbers of personnel required, the functions to be filled, or the location of deployments by priority Disaster Management is everybody’s business

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It is unlikely there are sufficient numbers of trained staff available at present. There are no protocols or agreements for accessing emergency management personnel for extended hours during the tournament, including funding.

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Requirement o Personnel needs assessment for each affected venue will be required. o The assessment must be supported by a staffing and training plan. The staffing plan may consider the following potential sources: Draw upon trained disaster management staff from agencies throughout the provinces. This would provide hands on experience for local personnel, and would help standardize systems and protocols (e.g., EMS and telecommunications). Expand the trained resource pool. This would enhance the capability at provincial and municipal level for other emergencies. A plan for drawing upon experienced disaster management staff from non -participating areas. Contracting experienced consultants Contracting recently retired disaster management practitioners. o Prepare a Personnel Support Plan o Each participating DMC should develop a transportation and accommodation plan for assigned staff, recognizing that out -of-area personnel will likely have difficulty finding suitable accommodation and transportation during the tournament.

6.2.3 Telecommunications Concept of Operations Telecommunication systems are essential to the daily operations of the World Cup tournament and to the successful coordination of disaster management and emergency personnel and responders during an emergency. Successful management of the tournament will depend directly on the availability of fully integrated, inter-operative communications systems. Telecommunications is a time -sensitive issue due to multi-year implementation requirements. Systems must be installed for testing and training by November 2008, with a target usability date of June 2009. Telecommunications and related decisions must be made in collaboration with SAPS and the Department of Communication stakeholders. In a successful telecommunications system, all world cup stakeholders should be able to communicate by voice and share data with each other in real time over both short (within sites) and long (sites to DMCs) distances. A suitable system would connect multiple stakeholders, including FIFA and LOC officials, national and provincial public safety agencies, security, local municipalities, volunteer groups, and private sector partners.


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To enhance joint agency decisions and information sharing, stakeholders should have video conferencing capability. Telecommunications systems should hav e redundant capabilities in order to compensate for the potential failure of any critical infrastructure. Current Capacity There exists no national (wide-area) strategic communications network for Public Safety nor for any of its participating agencies (Law Enforcement, Fire & Rescue Services, Emergency Medical Services, Disaster Management, etc.). Existing Public Safety networks are (i) based on antiquated analogue technology , (ii) provide limited capacity and coverage frequently seeing Public Safety agencies share (and compete for) capacity with other non-emergency agencies (e.g. public works, city cleansing, etc.), (iii) are geographically constrained, i.e. networks are limited to the geographic territory assigned to the host agency (previous local authority jurisdictions), (iv) are insecure (open to scanning and eavesdropping) and, (v) have limited to no resilience, i.e. any major natural event (and even local events to infrastructure) will render the network inoperable. Practically no interoperability exists between existing networks, i.e. Police cannot talk to Fire, Fire cannot talk to EMS, etc - on the same system. A discernable quotient of public safety vehicles (and even bases) is not equipped with base, mobile and/or portable radio sets. Tactical communications (person-to-person) is a luxury limited to a few metropolitan or more developed district services. Utilisation of data and telemetrics in emergency communications is almost non -existent. Gaps There is currently no comprehensive assessment of Public Safety wireless and data communications requirements on a national basis. Requirements o An immediate assessment, aimed at creating bridging facilities for the successful presentation of the 2010 events rather than attempt to add ress a larger national strategy. o Prepare and implement the communications plan in collaboration with all stake holders

6.2.4 Disaster Management Information System Concept of Operations Disaster management information refers to the ability to share data on a mu ltitude of issues, incidents and events in real-time with multiple partner agencies and stakeholders.


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A Disaster Management Information System (DMIS), directly linked to the telecommunications structure, constitutes one of the most valuable management too ls for both day-to-day use and in emergencies. Emergency information management and telecommunications is a time sensitive issue due to the requirement for multi-year implementation. Telecommunications and disaster management information management decisions must be made in collaboration with Security and Public Safety stakeholders. These decisions will have an impact on each partner as well as on a potential legacy system for the country . Each organization with responsibility for 2010 security and/or disaster response requires the ability to share electronic information during day-to-day operations. The selected software must be user friendly, robust, and able to accommodate multiple users at multiple sites for simultaneous events. The software must be web-based to avoid the costs of loading software on local computer systems, to allow for remote users across the spectrum, has to access a secure central server. The purchase and use of an inter-operative capable DMIS by the world cup would provide DMCs at all spheres of government with a substantial Iegacy benefit.

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Current Situation Currently only the Western Cape and Gauteng have a DMIS Most provincial and municipal disaster management centres have, at the minimum, an interoperable Geographic Information System (GIS) which is able to assist in creating risk assessments and facilitate planning. Gap There is a severe lack of multi –agency functional disaster and emergency management systems at most of the venues. There is no standard system (in most centres) for alerting senior officials of possible events that could trigger coordinated crisis management, emergency response, business continuity or recovery. Actions and Options Expand the software already in use by certain provinces. The selection of existing software would have both a financial and inter-operability benefit for the country. The system should fulfil all of the requirements for a web based DMIS system and could be implemented nationwide. Select an Application Hosting Service - The DMIS application should be hosted by an organisation that can offer nationwide service. Ensure all provinces implement the same GIS system and tools for disaster risk mapping.


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7 Key Performance Area 2: Disaster Risk Assessment 7.1

Objectives

Establish a uniform approach in identifying, assessing and monitoring disaster risks that will inform disaster management planning and disaster risk reduction undertaken by organs of state and other role players.

7.2

Strategies

7.2.1 Hazard, Risk and Vulnerability Analysis Concept of Operations A Hazard, Risk, and Vulnerability Analysis (HRVA) presents the hazards that threaten a community, its most vulnerable elements, and the likelihood of specific consequences if hazards are realized. Each sphere of government in South Africa is required to conduct a Hazard, Risk and Vulnerability Analysis of potential impacts from major emergencies and disasters. Vulnerabilities include roadways, water systems, power supply lines, food and fuel delivery systems, and other essential community features. In addition, some occupants of an area, through their cultural or economic status, would suffer greater harm than others in the event of a disaster. Assessing risks; guides decisions on mitigation, response, planning, and recovery preparedness, and helps set priorities to ensure the greatest effort is devoted to the greatest need. Every local authority is required by legislation to assess the potential emergencies and disasters and relative risks that could impact people and property in all or any part of a community or region. A successful HRVA leads decision makers directly to specific mitigation actions, response procedures and recovery protocols that will reduce the chance and likelihood of loss. Each risk assessment must include terrorist and other criminal actions that could have significant impact on the tournament. HRVA information should be shared among all spheres of government, disaster management role players, and others while respecting security and confidentiality. Current Capacity Several host cities and other stakeholders have completed HRVAs, Others are currently in the process. Many key stakeholders have not completed HRVAs. The main re ason for this is the lack of capacity at the various DM Centres. Gaps Much of the hazard and vulnerability information may be relevant throughout a large region, yet there is no mechanism for sharing information among multiple jurisdictions. Assessment teams face the


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daunting prospect of researching data and conducting interviews to collect information already gathered by others. There are no maps that consolidate hazards and vulnerabilities throughout the country. There are no written scenarios of plausible events that may affect 2010 operations, venues, or infrastructure. Actions and Options Upgrade HRVAs in potential 2010 host cities and related regions - work with municipal and provincial disaster management centres to complete HRVAs for key communities in the 2010 sphere. Provide advice and recommendations on: o Scope of sectors and facilities at risk o Vulnerabilities o Relative risks o Risk treatments, including mitigation, response, and recovery measures o Security of classified or proprietary information Assemble Hazard and Vulnerability Maps -Assemble available information to prepare maps of confirmed or suspected hazards and points of vulnerability. Allow overlays of hazards and community features. Prepare Scenarios - Based on an assessment of relative risks, prepare a series of plausible scenarios suitable for planning, training and exercises.

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8 Key Performance Area 3: Disaster Risk Reduction 8.1

Objective

Preventing, reducing and mitigation of disaster risk (Risk Reduction)

8.2

Strategies

8.2.1 Disaster Risk Reduction Practices Concept of Operations It is a requirement of the Disaster Management Act that risk reducti on measures for all identified risks must be implemented by the authority having jurisdiction over the specific risk The 2010 World Cup will increase the risk profile of not only the host venues but also surrounding areas who will provide support functions (accommodation, etc.) or who rely on the protection of services that will now be deployed for the tournament. Current Capacity Several host cities and other stakeholders have implemented effected risk reduction measures however the concept of risk reduction is still lacking in certain areas. o Actions and Options (Province and Municipal DMCs) Monitor measure performance and evaluate development plans i.r.o. risk reduction initiatives.


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Promote implementation of appropriate and effective prevention and mitig ation methodologies. Promote formal and informal initiatives that encourage risk avoidance behaviour. Institutionalising risk assessments. Ensure compliance with all relevant Safety and Security Statutory requirements. Reviewing current structural protecti on programmes. Increase the capacity of stakeholders to minimise the risk and impact of disasters. Promote the requirements of the National Disaster Management Framework and all provincial and municipal disaster management plans. Effective safety plans for all identified event venues. Sign off of all stadium safety plans and response procedures. o

8.3

NDMC Actions Develop guidelines for host cities and provinces to determine risk profiles. Evaluate host city and provinces disaster management centres and capaciti es. Recommend corrective actions and benchmark deliverables.

Critical Infrastructure Preparedness

Concept of Operations Critical infrastructure (CI) in the context of the World Cup refers to those physical facilities, information networks, and assets whose disruption or destruction would have a serious impact on the tournament and related activities. Examples of critical infrastructure for the World Cup include all venues, related sites, transportation, communication, and utility services. Critical lnfrastructure Protection (CIP) includes all actions to minimise the likelihood and/or severity of consequences of disruption or loss. Most of the 2010 related critical infrastructure will be owned and operated by private industry, with a small amount by various levels of government. The owner of any critical infrastructure has the primary responsibility for its protection. Successful protection of critical infrastructure depends on understanding the systems in place, the inter relatedness of these systems, and where systems are particularly vulnerable to hazards of all kinds. There must be an inventory of critical infrastructure, the owner/operator, an assessment of risk and protection and recovery planning. In addition, there must be an assessment of inter -dependencies. These data need not include proprietary business information. Key stakeholders seek assurance that owners of critical infrastructure are taking all reasonable steps to identify risks, mitigate threats, and prepare for response and recovery. CI owners should share threat information, collaborate in implementing appropriate risk treatments, and develop appropriate redundancies to minimise the consequences on the World Cup and affected communities. Current Capacity


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There is limited information available with which to develop a data base on the critical infrastructure that would have an effect on the safety of the tournament and related activities. Gaps The owner/operators of critical infrastructure are reluctant to share proprietary information. Actions/Options Establish a CIP Planning Group for the 2010 World Cup – All host cities and provinces should establish a Critical lnfrastructure Protection Planning Group. A single coordinating body would have the mandate of facilitating infrastructure protection among a multitude of owners, including government organisations. This group would oversee progress on the CIP initiative through public and private tasks and responsibilities. Actions expected of critical infrastructure owners include: o Identify Critical Infrastructure - identify and map critical infrastructures (e.g., power, communications, water supply). o Evaluate Hazards, Vulnerabilities, and Risks - identify the types of hazards that threaten CI, where infrastructures may be particularly vulnera ble, and estimate the likelihood and consequences of loss. o Identify Risk Treatment Options - Develop appropriate methods for mitigating CI risks. o Develop Response and Recovery Plans -Adopt protection measures that match the Threat/Alert Condition Advisory.

9 Key Performance Area 4: Response and Recovery 188

The response and recovery KPA includes three major strategies:

9.1

Strategy 1 – Routine Emergency Preparedness and Response

9.1.1 Objectives Ensuring sufficient capacity for emergency services to respond to incidents Increasing Emergency services capacity to address the added load of 2010

9.1.2 Emergency Preparedness Provide input into pre-planning of infrastructural developments. Assessing capacity and identifying gaps of line functions to respond to major incidents. Monitor and evaluate state of preparedness of facilities for 2010 Effective Response to Major Incidents/Disaster o Development of effective response plans o Ensure implementation of line function response plans o Testing and training through desktop exercises of respon se plans o Recruitment and training of Disaster Management volunteers.

9.1.3 Roll out Assess state of readiness of emergency services of host cities and provinces Develop safety requirements for facilities to be utilized for 2010 events.


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Monitor state of preparedness of facilities to be utilized for 2010 events as specified in the above requirements. Develop standard operating guidelines and response plans for host city emergency services. Arrange training programmes for responders in identified areas (e.g. aircraf t fire fighting) Arrange exercises for each host city (Three exercises per host city).

9.2

Strategy 2 - Major Incident and Disaster Response

9.2.1 Objectives Development of guidelines for contingency plans for host cities and provinces to deal with major incidents and disasters during the 2010 FIFA World Cup. Development of a regional hazardous chemical and biological response system able to respond to incidents involving the accidental or planned release of hazardous chemicals into the environment which may pose an unreasonable risk to the health and safety of people or the environment, major transportation accidents involving hazardous materials (Air and land) and acts of terrorism involving the release of hazardous chemicals (i.e. Anthrax, Saran Gas) o Provision of a hazardous chemicals disaster response system able to address the needs of the world cup risk profile respond to major incidents which may occur during the world cup, either at stadiums or in any areas where related activities may take place. o To provide a combined emergency response capability within the region capable of addressing the challenges presented by the chemical industry risk profile. o To ensure that all municipalities within the region are able to benefit from an integrated disaster response system. Development of a regional urban search and rescue response system made up of emergency responders from all municipality’s emergency services and able to respond to incidents involving the Collapse of inhabited buildings, Major transportation accidents (Air or Land), Acts of terrorism and Major flooding disasters. o Provision of a technical rescue and disaster response system able to address the needs of the world cup risk profile respond to major incidents which may occur during the world cup, either at stadiums or in any areas where related activities may take place. o To provide a combined emergency response capability within the region capable of addressing the challenges presented by the industrial risk profile. o To ensure that all municipalities within t he region are able to benefit from an integrated disaster response system.

9.2.2 Key Activities 9.2.2.1 Disaster Contingency Plans for Host Cities and other affected areas Assistance to host city municipalities and provinces in developing contingency plans for 2010 Worl d Cup events in the following areas: o Management of emergencies and major events, primarily from the perspective of the Disaster Manager, working from a Disaster Management Centre; o Provision of a means to connect communications and activities of DMCs in different jurisdictions to monitor and respond to events as a team; o Application of principles of ICS, making standard forms available for use and establishment of a Unified Command / Incident Command Structure;


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Presentation of capacity for situational awaren ess from summary reports and by plotting selected information on maps, either of which can be used to link directly to additional information and control; Decision-making tools to assist in organizing and coordinating action plans, assigning tasks and monitoring progress; Provision of a way to connect any number of users and move documents, files, images and other information to all stakeholders; Control of access to sensitive information by restricting its secondary distribution; Communications capabilities to provide multi-modal, real-time, concurrent communications, that facilitate multi-tasking; Provision of a means to locate available resources and personnel within a jurisdiction and other jurisdictions offering mutual aid; Provision of a structure for the design, assignment, tracking, adjustment and closure of tasks, that prevents dropped tasks or decisions; Provision to Public Information Officers and Joint Information Centres (JICs) with a collection point of current, approved information that can be directed to the PIO at any location

9.2.2.2 Regional hazardous chemical and biological response system

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Design an integrated Response Strategy for the range of incidents requiring the intervention of a specialized hazardous materials team; Design a multi-disciplinary response organisation based on the Mutual-Aid agreement as specified in the Disaster Management Act ; Design of a management structure for the effective administration of the total response system; Design of Mobilisation Protocol, Pre-incident Sanction and Channels of Communication; Design of an effective communication infrastructure; Design of an uniform, scientific Incident Management System; Research and draft Incident Pre-plans; Research and draft of Standard Operating Procedures, relevant Safe Wo rk Instructions and Administration Notices; Research and compilation of reference and logistical databases; Draft and management of a human resource development plan with specific focus on technical skill sets in all Emergency Management disciplines; Design of inventory maintenance and test schedules and routines; Design of a Quality Assurance program; Design of a Safety, Health and Environmental management program; Design of the Implementation Program. 9.2.2.3 Regional urban search and rescue response system Design an integrated Response Strategy for incidents involving the Collapse of inhabited buildings, Major transportation accidents (Air or Land), Acts of terrorism and Major flooding disasters. Design a multi-disciplinary response organisation based on the Mutual-Aid agreement; Design of a management structure for the effective, non -partisan administration of the total response system; Design of Mobilisation Protocol, Pre-incident Sanction and Channels of Communication; Design of an effective communication infrastructure; Design of an uniform, scientific Incident Management System; Research and draft Incident Pre-plans;


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Research and draft of Standard Operating Procedures, relevant Safe Work Instructions and Administration Notices; Research and compilation of reference and logistical databases; Draft and management of a human resource development plan with specific focus on technical skill sets in all Emergency Management disciplines; Design of inventory maintenance and test schedules and routines; Design of a Quality Assurance program; Design of a Safety, Health and Environmental management program. Design of the Implementation Program.

9.3

Strategy 3 – Training and Exercises

Concept of Operations Training in emergency response is required for staff at each of the tou rnament venues and numerous operations centres for all role players and volunteers. This will necessitate new function-specific training in event response. Training and exercise delivery will have to focus on the two years preceding the World Cup. The dramatic increase in the number of trained personnel will constitute a significant legacy. Success in responding to emergency incidents during the World Cup tournament depends on trained personnel particularly 1) incident commanders and site responders, 2) DMC personnel and 3) volunteers and support staff A national Incident Command System must form an integral part of all training programmes and exercises. Adequate preparedness will require a large number of exercises to take place at all identified risks . Current Capacity There are currently only limited training needs assessments specific to emergency response during the World Cup. The NDMC is currently sponsoring a series of courses, presented by Sasol, in handling hazardous materials incidents. No existing emergency services training centre is focusing specifically on 2010 requirements. Gaps There are no Games-specific scenarios available for training or exercises. The current frequency and types of exercise do not meet the level or type of prepare dness required for the World Cup. There have been only a limited number of multi-agency exercises conducted, and no region wide exercises.


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There is a major shortage of staff trained in the specific specialist skills required to respond to hazardous materials and urban search and rescue incidents. Actions and Options Assess the Training and Exercise Requirements for the Games –The NDMC should conduct a training needs assessment specific to the requirements of the World Cup. Include utilities and private p artners in opportunities for training and exercises. Prepare and Deliver Training Courses and Materials - The NDMC and PDMCs should develop training courses specific to World Cup scenarios. Develop and Deliver World Cup-Specific Exercises - The NDMC and PDMCs should develop a series of functional and region-wide exercises using World Cup scenarios to test the training offered to key responders.

10 Conclusion The most critical challenges are summarised below: Telecommunications, Disaster Management Information Systems Incident Command Systems Training and Exercises

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Telecommunications and Disaster Management Information Systems are issues that must be resolved soon because these issues influence the planning process for both tournament operations and emergency response. Training represents a third issue of vital interest o the success of the tournament. Although this will be cost intensive and take time it will however leave a lasting legacy for disaster management and emergency services in South Africa.


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6b. KPI's Project Plan

Investigate present communication systems between all stakeholders Ensure integrated communication system for 2010

1.3. Oversee the implementation of an integrated and inter operative communication system (landlines, cell phones, satellite, two way radio, trunking etc) ¾

1.4. Oversee the implementation of an integrated Disaster Management Information Management System” (DMIMS) which is linked to the above mentioned communication system. ¾ Investigate the present IT Systems ¾ Ensure effective implementation of IT Systems

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1.2. Municipalities and the District and Metropolitan Disaster Management Centre’s to agree on the methodology on how to coordinate regional planning and operational activities. ¾ To establish coordinating structures in 5 districts and CoCT X CoCT Eden Overberg Cape Winelands West Coast Karoo

1.1. Ensure the integration of Disaster Management in current Intergovernmental structures to manage and coordinate the risk profile of the event. (multi departmentintersectoral). ¾ Attendance 2010 TSC, SAPS 2010 Committee Meetings ¾ Establish a provincial Disaster Management 2010 Coordinating Workgroup

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ANNEXURE B KPI 1: TO OVERSEE THE COORDINATION, MONITORING AND SUPPORT OF DISASTER MANAGEMENT INTEGRATED INSTITUTIONAL CAPACITY FOR 2010 FIFA WORLD CUP

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KPI 2: ESTABLISH A UNIFORM APPROACH IN IDENTIFYING, ASSESSING AND MONITORING DISASTER RISK THAT WILL INFORM DISASTER MANAGEMENT PLANNING AND RISK REDUCTION BY ORGANS OF STATE

2.1. Conduct a Hazard Risk and Vulnerability assessment (RAVA) that present all hazards that could be applicable during event. This should include: ¾ Scope of sectors and facilities at risk ¾ Vulnerabilities ¾ Relative risk ¾ Security of classified or proprietary information 2.2. Assemble hazard and vulnerability maps through the application of available information that will confirm suspected hazard and vulnerable areas. 2.3. Prepare scenarios which are based on the assessment of the relative risk.

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KPI 3: DEVELOP AND IMPLEMENT DISASTER RISK REDUCTION MEASURES FOR ALL IDENTIFIED RISKS

3.1. Monitor, measure performance and evaluate the risk reduction initiatives (plans). 3.2. Promote the implementation of appropriate and effective prevention and mitigation plans that will reduce the risk. 3.3. Management Centres comply with the minimum standards for a 2010 Disaster Management Preparedness Plan : ¾ Ensure critical infrasturcture preparedness plans are developed for all critical infrastructure and utility systems such as water, electricity, sewage supply as well as critical transportation and communctation networks. ¾ Ensure effective safety plans for all identified venues ¾ Ensure the sign off of all venues safety plans

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KPI 4: ENSURE SUFFICIENT CAPACITY FOR DISASTER RESPONSE

4.1.Ensure sufficient capacity for Disaster Response for all stakeholders identified. 4.2. Ensure sufficient Integrated Management System to respond to disasters. 4.3. Develop and implement a hazardous chemical and biological response system. 4.4. Develop and implement urban search and rescue capacity. 4.5. Institute regular evaluation sessions and training exercises that will adequately address the identified risk (All hazards, including transport and utility services) 4.6. Ensure proper debriefing and lessons learnt sessions after 2010

Mar-09

Apr-09

May-09

X

X

X

X

X

X

Aug-09

X

X

X

Sep-09

X

X

X

Oct-09

X

X

X

Nov-09

X

X

X

X X

X

Jul-09

X

X

Jun-09

Dec-09

X

X

X

X

X

Jan-10

X

X

X

X

X

Feb-10

X

X

X

X

X

Mar-10

X

X

X

X

X

Apr-10

X

X

X

X

X

May-10

X

X

X

X

X

Jun-10

Jul-10

X

Aug-10

X

Sep-10

195

6c. KPI 2: Risk Profile as developed for the Western Cape and the generic activities which were utilised to develop the Preparedness, Response and Relief Plan for the 2010 FWC

ANNEXURE C

196

2 10 RISK ASSESSMENT

1. DISASTER RISK PROFILE The hazard, risk and vulnerability assessments conducted by the CoCT has been used as a basis for the Provincial Risk Assessment as the Metropolitan would pose the highest risk for possible disasters in the Western Cape. These risks could also be applied to the District Municipality regions of the province. The results of the above mentioned risk assessment is detailed in Table 2 and Table 3 . The vulnerability and manageability is incorporated into the relative risk ranking. Table 2. CoCT Risk assessment results for the 2010 FWC Hazard Flooding & Storms/Extreme Weather Crowd Surges/Crushing/ Ineffective Crowd Management Road Traffic Incident, including Road transportation disruption/Blockades/Traffic congestion Consequential effect to the Event Venues of major off-site incidents i.e. Hazmat, Nuclear Radiation, Aircraft, Road & Rail, Shipping Accidents, Structural Fires, Flooding Disruption of Electricity Supply/Power failure at or near FWC venues Hazmat/CBR release (accidental/intentional) Hooliganism/Civil unrest/ Rioting/Xenophobia Fires Structural Collapse Bombing/Explosion/Terrorism Bomb threat Disruption in Water Supply Disruption of event or any other activities i.e. strikes Earthquake Disruption of Solid Waste Removal Services Disruption of telecommunications & IT services Land subsidence Epidemic/major infectious disease outbreak Sea Surge Aircraft Incident Hostage taking Disruption of Sanitation & Stormwater systems Food integrity instances Environmental pollution (ground/air/water)

Relative Dis. Risk Ranking 1 2

Level of Risk H H

3

H

4

M

5

M

6

M

7

M

8 9 10 11 12 13

M M M M M M

14 15

M M

16

M

17 18 19 20 21 22

L L L L L L

23 24

L L

197

*Key: H – High, M – Medium, L – Low.

Table 3. Other possible hazards that may influence event safety Hazards Relative Dis. Risk rating Spontaneous event 1 occurrences Abandoned vehicles (traffic 2 obstruction) Lost children 3 Cancellation of a Match 4 Ambush marketing 5 Assault 6 Airspace encroachment 7 VVIP & VIP Protection 8 Abandoned vehicles 9 (perceived threat) Lost and found articles 10 Ticket counterfeiting 11 Credentials, accreditations & 12 permitting confusion *Key: H – High, M – Medium, L – Low.

Level of risk H H M M M M L L L L L L

From the tables above, Provincial Disaster Management have identified the most probable risks and hazards for the Western Cape, namely: Table 4. Provincial identified hazards for the 2010 FWC. 198 Hazard Type Hydro-meteorological

Biological

Environmental Technological

Social/Economic

Hazard Name Extreme Weather Droughts Flooding Fires Epidemics (both animal and human) Pollution (water) Transport (Road, rail, sea) Hazmat (Marine oil spills, toxic cargo spills, radio active emissions, petro-chemical installations) Electricity disruption Social Conflict, Subversion, Public Violence

3.2 Hazards and their respective activities The Hazards as identified in Table 3 are linked to specific activities 3.2.1 Hydro-meteorological Hazards 3.2.1.1 Extreme Weather Code A-93 A-00 A-48 A-08 A-102 A-73 A-85 A-16 A-30 A-23 A-24 A-74 A-58 A-71 A-40 A-13 A-29 A-89 A-88 A-49 A-06 A-07 A-09 A-46 A-79 A-91 A-90 A-33 A-52 A-25 A-03 A-04 A-97 A-84 A-05 A-15 A-47

Activity Type Emergency communication network Joint Incident Management Public information public information point Situation reporting Media release Early Warning Flooding Defence Measures Area Safety Making area safe - Electricity Making area safe - Gas supply Rapid impact assessment Mobilising resources Notification and activation: Strategic Evacuation of area Vehicle staging area Medical emergency response Firefighting - Informal Structures Firefighting - Veld Rescue / Search & Rescue Emergency feeding centre Emergency housing centre Emergency public transport Psychosocial counselling and support Securing equipment in floodplains Roadblock Road closure Emergency repairs and return to service of infrastructure Pollution of Water Supply Abandoned vehicles Unsafe Bridges Unsafe roads Stand down Maritime search and rescue Animals [Dead, Sink, Injured] Identifying bodies Public Donations

Usage Definite Definite Definite Definite Definite Definite Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Possible but Unlikely Possible but Unlikely Possible but Unlikely

199

3.2.1.2 Droughts – Meteorological, Hydrological, Agricultural

200

Code A-00 A-48 A-08 A-102 A-73 A-85 A-45 A-74 A-71 A-58 A-81 A-06 A-26 A-52 A-88 A-89 A-97 A-05 A-86 A-55 A-87 A-47 A-50 A-29

Activity Type Joint Incident Management Public information Public information point Situation reporting Media release Early Warning Prolonged disruption in water supply Rapid impact assessment Notification and activation: Strategic Mobilising resources Water tankers Emergency feeding centre Managing and rationing of supplies Pollution of Water Supply Firefighting - Veld Firefighting - Informal Structures Stand down Animals [Dead, Sick, Injured] Mass burial - animals Stray animals Feeding centre for animals Public Donations Epidemics [Outbreak Control] Medical emergency response

Usage Definite Definite Definite Definite Definite Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely

3.2.1.3 Flooding – Riverine, Estuarine, Urban flooding Code A-00 A-93 A-11 A-08 A-73 A-48 A-102 A-85 A-16 A-30 A-23 A-24 A-76 A-22 A-40 A-09 A-13 A-29 A-49 A-77 A-75 A-78 A-74 A-71 A-58 A-80 A-04 A-90 A-91 A-03 A-79 A-07 A-06 A-46 A-26 A-52 A-45 A-81 A-33 A-97 A-99 A-50 A-15 A-100 A-98 A-47 A-55 A-05 A-25

Activity Type Joint Incident Management Emergency communication network On-site incident information post Public information point Media release Public information Situation reporting Early Warning Flooding Defence Measures Area Safety Making area safe - Electricity Making area safe - Gas supply Restoring Gas Supply Lockout / Process shutdown procedures Evacuation of area Emergency public transport Vehicle staging area Medical emergency response Rescue / Search & Rescue Searching for missing person [Sea / Water] Rescueing Person Trapped Searching for missing persons [Land] Rapid impact assessment Notification of activation: Strategic Mobilising resources Fuel supplies for emergency vehicles Unsafe roads Road closure Roadblock Unsafe Bridges Securing equipment in floodplains Emergency housing centre Emergency feeding centre Psychosocial counselling and support Managing and rationing of supplies Pollution of water supply Prolonged disruption in water supply Water tankers Emergency repairs and return to service of infrastructure Stand down Landing zone - heli Epidemics [Outbreak Control] Identifying bodies Temporary Morgue Managing crowds Public Donations Stray animals Animals [Dead, Sick, Injured] Abandoned vehicles

Usage Definite Definite Definite Definite Definite Definite Definite Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely

201

3.2.2. Biological Hazards 3.2.2.1 Fires – Urban Fringe Fires, Veldt Fires, Urban Formal Fires, Urban Informal Fire

202

Code A-00 A-93 A-48 A-11 A-08 A-102 A-73 A-85 A-14 A-89 A-88 A-30 A-23 A-24 A-13 A-29 A-75 A-349 A-74 A-71 A-58 A-40 A-26 A-80 A-06 A-07 A-46 A-81 A-90 A-91 A-33 A-97 A-99 A-53 A-50 A-25 A-83 A-43 A-42 A-98 A-76 A-55 A-92 A-05 A-04 A-47 A-77 A-78 A-31 A-15 A-01

Activity Type Joint Incident Management Emergency communication network Public information On-site incident information post Public information point Situation reporting Media release Early Warning Firefighting - structural Firefighting - Informal Structures Firefighting - Veld Area Safety Making area safe - Electricity Making area safe - Gas supply Vehicle staging area Medical emergency response Rescuing Person Trapped Rescue / Search & Rescue Rapid impact assessment Notification and activation: Strategic Mobilising resources Evacuation of area Managing and rationing of supplies Fuel supplies for emergency vehicles Emergency feeding centre Emergency housing centre Psychosocial counselling and support Water tankers Road closure Roadblock Emergency repairs and return to service of infrastructure Stand down Landing zone - heli Public disorder Epidemics [Outbreak Control] Abandoned vehicles National Keypoint [Fire, Rescue, HazMat incidents] Major interruption in Electricity to Key Points Major disruption - Electricity supply Managing crowds Restoring Gas Supply Stray animals Animal Disease Outbreak Control Animals [Dead, Sick, Injured] Unsafe roads Public Donations Searching for missing person [Sea / Water] Searching for missing persons [Land] Continuation of cleansing services - strikes Identifying bodies Aircraft Incident

Usage Likely Definite Definite Definite Definite Definite Definite Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely

3.2.2.2 Epidemics - Human Code A-00 A-93 A-48 A-08 A-11 A-102 A-73 A-85 A-50 A-30 A-29 A-49 A-77 A-78 A-74 A-58 A-71 A-90 A-91 A-52 A-81 A-15 A-100 A-101 A-97 A-99 A-98 A-79 A-54 A-53 A-46 A-31 A-47

Activity Type Joint Incident Management Emergency communication network Public information Public information point On-site incident information post Situation reporting Media release Early Warning Epidemics [Outbreak Control] Area Safety Medical emergency response Rescue / Search & Rescue Searching for missing person [Sea / Water] Searching for Missing Persons [Land] Rapid impact assessment Mobilising resources Notification and activation: Strategic Road closure Roadblock Pollution of Water Supply Water tankers Identifying bodies Temporary Morgue Repatriation of Bodies Stand down Landing zone - heli Managing crowds Securing equipment in floodplains Siege and / or Hostage Situation Public disorder Psychosocial counselling and support Continuation of cleansing services - strikes Public Donations

Usage Definite Definite Definite Definite Definite Definite Definite Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely

203

3.2.2.3 Epidemics - Livestock

204

Code A-00 A-93 A-48 A-08 A-102 A-73 A-85 A-92 A-05 A-74 A-71 A-58 A-55 A-50 A-32 A-52 A-87 A-86 A-91 A-22 A-97 A-99 A-31

Activity Type Joint Incident Management Emergency communication network Public information Public information point Situation reporting Media release Early Warning Animal Disease Outbreak Control Animals [Dead, Sick, Injured] Rapid impact assessment Notification and activation: Strategic Mobilising resources Stray animals Epidemics [Outbreak Control] Decontamination operations Pollution of water supply Feeding centre for animals Mass burial - animals Roadblock Lockout / Process shutdown procedures Stand down Landing zone - heli Continuation of cleansing services - strikes

Usage Definite Definite Definite Definite Definite Definite Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Possible but Unlikely Possible but Unlikely

3.2.3. Technological Hazards 3.2.3.1 Transport (Rail, Roads, Sea) 3.2.3.1.1 Road Accidents Code A-00 A-93 A-102 A-73 A-48 A-11 A-08 A-30 A-23 A-24 A-76

Activity Type Joint Incident Management Emergency communication network Situation reporting Media release Public information On-site incident information post Public information point Area Safety Making area safe - Electricity Making area safe - Gas supply Restoring Gas Supply

Usage Definite Definite Definite Definite Definite Definite Definite Likely Likely Likely Likely

Code A-14 A-89 A-88 A-29 A-75 A-13 A-74 A-58 A-71 A-49 A-46 A-90 A-91 A-09 A-81 A-33 A-03 A-97 A-99 A-80 A-77 A-84 A-42 A-43 A-52 A-15 A-100 A-101 A-44 A-47 A-98 A-25 A-02 A-54 A-41 A-40 A-32 A-53 A-55 A-05 A-86

Activity Type Firefighting - structural Firefighting - Informal Structures Firefighting - Veld Medical emergency response Rescuing Person Trapped Vehicle staging area Rapid impact assessment Mobilising resources Notification and activation: Strategic Rescue / Search & Rescue Psychosocial counselling and support Road closure Roadblock Emergency public transport Water tankers Emergency repairs and return to service of infrastructure Unsafe bridges Stand down Landing zone - heli Fuel supplies for emergency vehicles Searching for missing person [Sea / Water] Maritime search and rescue Major disruption - Electricity supply Major interruption in Electricity to Key Points Pollution of Water Supply Identifying bodies Temporary Morgue Repatriation of Bodies Mass Burial Public Donations Managing crowds Abandoned vehicles Bomb Disposal / Threat Investigation Siege and / or Hostage Situation HazMat response - Poisonous gases release Evacuation of area Decontamination operations Public disorder Stray animals Animals [Dead, Sick, Injured] Mass burial - animals

Usage Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely

205

3.2.3.1.2 Rail Accidents

206

Code A-00 A-93 A-102 A-73 A-48 A-11 A-08 A-30 A-23 A-24 A-76 A-14 A-89 A-88 A-13 A-29 A-75 A-74 A-58 A-71 A-49 A-46 A-90 A-91 A-09 A-81 A-33 A-97 A-99 A-80 A-77 A-84 A-42 A-43 A-52 A-15 A-100 A-101 A-44 A-47 A-98 A-25 A-02 A-54 A-41 A-40 A-32 A-03 A-53 A-55 A-86

Activity Type Joint Incident Management Emergency communication network Situation reporting Media release Public information On-site incident information post Public information point Area Safety Making area safe - Electricity Making area safe - Gas supply Restoring Gas Supply Firefighting - structural Firefighting - Informal Structures Firefighting - Veld Vehicle staging area Medical emergency response Rescuing Person Trapped Rapid impact assessment Mobilising resources Notification and activation: Strategic Rescue / Search & Rescue Psychosocial counselling and support Road closure Roadblock Emergency public transport Water tankers Emergency repairs and return to service of infrastructure Stand down Landing zone - heli Fuel supplies for emergency vehicles Searching for missing person [Sea / Water] Maritime search and rescue Major disruption - Electricity supply Major interruption in Electricity to Key Points Pollution of Water Supply Identifying bodies Temporary Morgue Repatriation of Bodies Mass Burial Public Donations Managing crowds Abandoned vehicles Bomb Disposal / Threat Investigation Siege and / or Hostage Situation HazMat response - Poisonous gases release Evacuation of area Decontamination operations Unsafe Bridges Public disorder Stray animals Mass burial - animals

Usage Definite Definite Definite Definite Definite Definite Definite Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Definite

3.2.3.1.3 Air Transport Incidents Code A-00 A-93 A-102 A-73 A-48 A-11 A_08 A-01 A-30 A-23 A-24 A-76 A-14 A-89 A-88 A-13 A-29 A-75 A-74 A-58 A-71 A-49 A-46 A-90 A-91 A-09 A-81 A-33 A-97 A-99 A-80 A-77 A-84 A-42 A-43 A-52 A-15 A-100 A-101 A-44 A-47 A-98 A-25 A-02 A-54 A-41 A-40 A-32

Activity Type Joint Incident Management Emergency communication network Situation reporting Media release Public information On-site incident information post Public information point Aircraft Incident Area Safety Making area safe - Electricity Making area safe - Gas supply Restoring Gas Supply Firefighting - structural Firefighting - Informal Structures Firefighting - veld Vehicle staging area Medical emergency response Rescuing Person Trapped Rapid impact assessment Mobilising resources Notification and activation: Strategic Rescue / Search & Rescue Psychosocial counselling and support Road closure Roadblock Emergency public transport Water tankers Emergency repairs and return to service of infrastructure Stand down Landing zone - heli Fuel supply for emergency vehicles Searching for missing person [Sea / Water] Maritime search and rescue Major disruption - Electricity supply Major interruption in Electricity to Key Points Pollution of Water Supply Identifying bodies Temporary morgue Repatriation of Bodies Mass Burial Public Donations Managing crowds Abandoned vehicles Bomb Disposal / Threat Investigation Siege and / or Hostage Situation HazMat response - Poisonous gases release Evacuation of area Decontamination operations

Usage Definite Definite Definite Definite Definite Definite Definite Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely

207

3.2.3.2 HAZMAT 3.2.3.2.1 Marine Oil Spills

208

Code A-00 A-73 A-48 A-11 A-08 A-01 A-56 A-30 A-13 A-74 A-71 A-58 A-41 A-32 A-22 A-91 A-05 A-87 A-86 A-81 A-97 A-98 A-99 A-55 A-53 A-33 A-31 A-47

Activity Type Joint Incident Management Media release Public information On-site incident information post Public information point Aircraft Incident Marine oil spill clean-up Area Safety Vehicle staging area Rapid impact assessment Notification and activation: Strategic Mobilising resources HazMat response - Poisonous gases release Decontamination operations Lockout / Process shutdown procedures Roadblock Animals [Dead, Sick, Injured] Feeding centre for animals Mass burial - animals Water tankers Stand down Managing crowds Landing zone - heli Stray animals Public disorder Emergency repairs and return to service of infrastructure Continuation of cleansing services - strikes Public donations

Usage Definite Definite Definite Definite Definite Definite Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Possible but unlikely Possible but unlikely Possible but unlikely Possible but unlikely Possible but unlikely Possible but unlikely Possible but unlikely

3.2.3.2.2 Toxic Cargo Spills and Petro Chemical Installations Code A-00 A-93 A-102 A-73 A-48 A-08 A-11 A-97 A-33 A-46 A-25 A-24 A-23 A-80 A-09 A-26 A-81 A-06 A-07 A-91 A-90 A-04 A-14 A-29 A-22 A-32 A-40 A-13 A-30 A-41 A-74 A-58 A-71 A-85 A-45 A-52 A-99 A-53 A-98 A-31 A-15 A-83 A-77 A-87 A-55 A-86 A-56 A-84

Activity Type Joint Incident Management Emergency communication network Situation reporting Media release Public information Public information point On-site incident information post Stand down Emergency repairs and return to service of infrastructure Psychosocial counselling and support Abandoned vehicles Making area safe - Gas supply Making area safe - Electricity Fuel supplies for emergency vehicles Emergency public transport Managing and rationing of supplies Water tankers Emergency feeding centre Emergency housing centre Roadblock Road closure Unsafe roads Firefighting - structural Medical emergency response Lockout / Process shutdown procedures Decontamination operations Evacuation of area Vehicle staging area Area Safety HazMat response - Poisonous gases release Rapid impact assessment Mobilising resources Notification and activation: Strategic Early Warning Prolonged disruption in water supply Pollution of Water Supply Landing zone - heli Public disorder Managing crowds Continuation of cleansing services - strikes Identifying bodies National Keypoint [Fire, Rescue, HazMat incidents] Searching for missing person [Sea / Water] Feeding centre for animals Stray animals Mass burial - animals Marine oil spill clean-up Maritime search and rescue

Usage Definite Definite Definite Definite Definite Definite Definite Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely

209

3.2.3.2.3 Radio-active emissions

210

Code A-00 A-93 A-102 A-73 A-48 A-08 A-11 A-85 A-83 A-43 A-42 A-30 A-22 A-23 A-24 A-13 A-41 A-14 A-29 A-40 A-09 A-46 A-74 A-71 A-58 A-06 A-07 A-32 A-52 A_45 A-81 A-04 A-90 A-91 A-97 A-98 A-33 A-26 A-53 A-55 A-87 A-99 A-31 A-25 A-84

Activity Type Joint Incident Management Emergency communication network Situation reporting Media release Public information Public information point On-site incident information post Early Warning National Keypoint [Fire, Rescue, HazMat incidents] Major interruption in Electricity to Key Points Major disruption - Electricity supply Area Safety Lockout / Process shutdown procedures Making area safe - Electricity Making area safe - Electricity safe - Gas supply Vehicle staging area HazMat response Poisonous gases release Firefighting - structural Medical emergency response Evacuation of area Emergency public transport Psychosocial counselling and support Rapid impact assessment Notification and activation: Strategic Mobilising resources Emergency feeding centre Emergency housing centre Decontamination operations Pollution of Water Supply Prolonged disruption in water supply Water tankers Unsafe roads Road closure Roadblock Stand down Managing crowds Emergency repairs and return to service of infrastructure Managing and rationing of supplies Public disorder Stray animals Feeding centre for animals Landing zone - heli Continuation of cleansing services - strikes Abandoned vehicles Maritime search and rescue

Usage Definite Definite Definite Definite Definite Definite Definite Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Likely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely Possible but Unlikely

3.2.4 Social/ Economic Hazards 3.2.4.1 Social Conflict As per the Social Conflict Plan.

The Disaster Preparedness, Response and Relief activities identified for the above mentioned hazards are detailed in Chapter 4.

211

Office

SAPS

1787

1786

SAWS, ESKOM, ACSA, Spoornet, Metrorail

Parastatals

C6/C1

1784

1785

Dis. Man

Dis. Man

EMS

1789

C4

DF

h alt

1790

He

1744

1793

1792

C4 Health/EMS

EMS

1794

1795

i ng us

e Fir

CD

s W’

1798

1791

C2

Environmental Affairs,

1746

Agriculture, Transport, Water Affair, COCT

1731

1730

1745

DISASTER MANAGEMENT

1799

l cia s So rvice Se

Essential & Social Services

C1/C3/C4 1797

Ho

1796

Social Services

1788

Comm. Safety

Hamnet

1764

CoCT Dis Man

Transport SAWS

1742

DISASTER MANAGEMENT

N SA

ia l inc ov Pr ffic Tra

Safety & Security

S

DF

P SA

N SA

Comm. Safety

2009

1741

Prov. Fire

Eskom

Housing

Prov. Traffic

SANDF

SAPS

EMS/ SANDF HEALTH

Table

1735

No phone

1733

1737

1736

Internet Access GEMC3 UNITI

C5

Other Services e.g. premiers office, UN/ NGO’S, Prov. Comms

1734

FACSIMILE

ANNEXURE D

212

Layout and seating of the PDMC 6d.

6e. Deployment roster of disaster management staff to Safety and Security as well as Disaster Management Operational Centres in the Province

ANNEXURE E

Prov Joints Jackson Richotso Charles Abrahams Gavin Stoffberg Marlene Barnes City Of Cape Town Jacqueline Pandaram Fransisco Daams Nomhle Ntantiso Ronelle Pieters

213 2

3

D * M A

D * M A

D * M A

D * M A

D * M A

D * M A

D * M A

D A * M

D A * M

Sunday D A * M

D A * M

Mon D A * M

D A * M

Tue D A * M

D A * M

Wed D M A *

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Thurs D M A *

D M A *

Fri

D M A *

D M A *

Saturday

D M A *

D M A *

Sunday

D * M A

D * M A

Mon

D * M A

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D * M A

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D A * M

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Thur

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Fri

O O O O

O O O O

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O O O O

O O O O

Sunday

Jul-10 9 10 11 12 13 14 15 16 17 18

D M A *

D * M A

Saturday

8

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Fri

7

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Thurs

6

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3

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2

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Thur

1

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28 29 30

D * M A

Mon D A * M

9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27

D * M A

Sunday D * M A

8

D * M A

Saturday D * M A

7

D M A *

Fri D * M A

6

D M A *

Thurs D * M A

5

D M A *

D M A *

4

D M A *

Wed

1. All officials performing duties at the various centres are now requester to perform shift work (8 hrs per day) namely morning, afternoon and night/relief as well as normal day shift duties. 2. It will be expected of each official to work at least 1 x 8 hours shift per week overtime. This arrangements depends on the prevailing disaster risk. 3. The Head of the Disaster Management Centre could change this arrangement if required.

REMARKS

Very High Risk High Risk Moderate Risk Low Risk Very Low Risk

Second Place Match; Activation: Worcester and George (Ekasi) PVAs FINAL MATCH: Gauteng. Activation: All PVAs (CoCT and Districts)

SEMI-FINALS: Cape Town Stadium Match; Activation: CoCT PVAs and all Districts PVAs SEMI_FINALS: Activation: All PVAs (CoCT and Districts)

QUARTER FINALS: Activation: Beaufort West and George (Ekasi TV) QUARTER FINALS: Activation:CoCT PVAs & George PVA (Ekasi TV)

Cape Town Stadium Match (Round 16); Activation: Cape Town Stadium, CoCT PVAs, George PVA (Ekasi TV)

Group 16: PVAs Activated

Cape Town Stadium Match (Eng/Algeria); Activation: Cape Town Stadium and CoCT PVA and Worcester PVA 3 Matches: Activation: George PVA only (Ekasi TV) 3 Matches: Activation: Cape Winelands PVA only (Brazil Cultural day) Cape Town Stadium Match (Portugal/Korea); Activation: Cape Town Stadium and CoCT PVAs only Free State: SA/France; Activation: All PVAs (CoCT and Districts) Beaufort West PVA: Percussion Workshop Cape Town Stadium Match (Cameroon/Netherlands); Activation: Cape Town Stadium, CoCT PVAs, George PVA (Ekasi TV), Beaufot West PVA (Percussion Workshop) 4 Matches: Activation: Vredenburg, Bredasdorp and George PVAs

2 Matches: OPENING: Gauteng (SA/Mexico); Cape Town Stadium Match (Uruguay/France). Activated: Cape Town Stadium/All PVAs (CoCT and Districts) 3 Matches: Activation: George PVA (Ekasi TV) 3 Matches: Activation: George PVA (Ekasi TV) Cape Town Stadium Match (Ital/Paraguay); Activation: Cape Town Stadium 3 Matches: Activation: Cape Winelands PVA only (Brazil Cultural Day) Gauteng: SA/Uruguay; Activation: All PVAs (CoCT and Districts)

Tue D M A *

Mon D M A *

Sunday D M A *

Fri

Saturday

Jun-10

Directorate Disaster Management and Fire Brigade Services: Proposed Duty Roster for the 2010 FWC event

May 31 1 Thurs

Reflief duties (* or R) All personnel to take at least one day rest within a 7 day cycle. The official which is allocated to perform the relief duties will then be responsible to perform the duties (work the shift) of the staff that has to take time off.

Normal Day to Day Activities Officials that are to fullfill day to day activities will continue with their assigned duties and the Acting Director will determine when and where staff will perform duties as to ensure the continuation of all disaster management related day to day activities. The performing of overtime duties by the day to day staff will be determined by the Acting Director.

Shifts: Each team leader will determine how and when staff are to be deployed and timer off at any given time.Only one official is allowed to take off per day. The deployment will be influenced by the level of the already determined high risk days and the prevailing risk. Key: M = Morning: 06:00 - 14:00 A = Afternoon: 14:00 - 22:00 N = Night shift: 22:00 - 06:00. Appllicable to PDMC only. * (R/N) = Night as well as relieving staff to take rest days : 22:00-06:00 Applicable tp the ProvJoc and the CoCT team R = Relief / day shift. Applicable to the PDMC team D = Normal day shift. This could be changed to cater for the changing risk at the centres: 07:30-16:00

11-Jun-10 12-Jun-10 13-Jun-10 14-Jun-10 15-Jun-10 16-Jun-10 17-Jun-10 18-Jun-10 19-Jun-10 20-Jun-10 21-Jun-10 22-Jun-10 23-Jun-10 24-Jun-10 25-Jun-10 26-Jun-10 27-Jun-10 28-Jun-10 29-Jun-10 30-Jun-10 01-Jul-10 02-Jul-10 03-Jul-10 04-Jul-10 05-Jul-10 06-Jul-10 07-Jul-10 08-Jul-10 09-Jul-10 10-Jul-10 11-Jul-10

Tue

Wed

Mon

214

PRODUCED BY THE 2010 UNIT OF THE DEPARTMENT OF THE PREMIER Provincial Government of the Western Cape Tel: +2721 483 2010 email: [email protected]

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