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 well- planned 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 1 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 Acknowledgements

The editorial team wishes to thank the following Researchers: contributors and supporters for their invaluable Developmentnomics, Newsclip and Dr Suki contributions to this work, whether verbatim quotes, Goodman (University of Cape Town). opinion pieces written for the report or their detailed and useful report writing pre- and post the 2010 FIFA Special thanks are also due to additional members of World Cup™: the respective provincial structures who were instrumental in delivering a successful World Cup: Production Team Editorial and Content: Dr Laurine Platzky, Denver Provincial Workstreams across all legacy areas Moses & Mushfieqah Salie; Layout and Design: (Economic, Environmental, Health, Safety and Wilfred Jewell Consultancy; Printing: Hansa Print; Security, Social and Transport and Infrastructure): Photographs: Pixel Place. Carla Brown, Judith Coetzee, Morne Cupido, Fayruz Dharsey, Sharon Govender, Colby Greeff, Henry Members and Officials of the Provincial 2010 FIFA Hugo, Goosain Isaacs, Carin Joyce, Sedick Kalam, World Cup™ Team Keith Kleinhans, June Lombard, Andre Lourens, Dr Department of the Premier 2010 FIFA World Cup™ Sophie Mackenzie Main, Zandile Madikane, Piko Coordination Unit: Mbambo, Riedwaan Mohammed, Noxolo Ntenetya, Dr Laurine Platzky (Deputy Director-General and Teddy Ntsente, Brent Walters and Ricardo Wessels. 2010 FIFA World Cup™ Provincial Coordinator), 2 Denver Moses, Mushfieqah Salie, Vicki-lee Mehl, Technical Update Committee: Darrell Jones (NIA), Portia Percival, Danielle Manuel, Susannah Holz, Rhian van Wyk (Cape Winelands DM),Thandeka Noxolo Ndwayi, Yasien Ryklief, Dr Maria Phalime, Tyatyantsi (CCDI), LoÏs Dippenaar, Brendan Knott & Sunita Dalla, Wieke de Vries, Riefqah Jappie, Prof Kamilla Swart (CHEC), David Frandsen & Teddy Zimkitha Dwangu, Vuyiwe Bathaka, Sabela Gwama, Ntsente (CTRU), Paul Hendricks (DCAS), Jo-ann Ryan Ahmed, Marilyn Gabriels, Cristina Cobellari, Johnston (DEDAT), Jackson Rikhotso (Disaster Greta Wilson and Unati Qobo. Management), Nosisi Dingani, Charlene du Toit, Ntsikelelo Gobodo, Nomsa Hani, Zeenat Ishmail & Technical Steering Committee: Gottlieb Arendse, Mlulami Mdani (DotP), Tony Brutus & Rashid Khan Schalk Carstens, Ronald Gabriel, Jacqui Gooch, (DWA), Louis Botha, Brent Simons and Candice Van Mark Jansen, Klaas Langehoven, Labeeqah Reenen (GCIS), Elvis Shishana (SAFA Eden), Janine Schuurman, Dr Wayne Smith, Deborah van Stade van Niekerk, Khalil Mullagie & Fakier Jessa (SALGA), and Michael Worsnip. SAPS, Larry Pokpas (UWC), Redewan Larney, Franklin Lewis & Sigamoney Naicker (WCED) and External Partners: Renee Arendse (WESGRO). Cape Craft and Design Institute: Marjorie Naidoo & Thandeka Tyatyantsi, Cape Higher Education Cape Media Services: Marjorie Naidoo (CCDI), Consortium: Loïs Dippenaar, Cape Town Debrah Bentham (CFC), Zeenat Parker (CTICC), Partnership: Carola Koblitz, Cape Town Routes Carola Koblitz & Petro Mostert (CTP), Riana Unlimited: Riana Geldenhuys, Cape Town Tourism: Geldenhuys (CTRU), Teral Cullen (Venue Manager Skye Grove, Green Goal: Sheryl Ozinsky Cape Town Stadium), Skye Grove (CTT), Pieter (Consultant) and Wines of South Africa: Su Birch. Cronje, Pierre Le Roux & Lesley de Reuck (CoCT), Lisa Duthie (GWV), Shameema Adams (SAILSTADEFRANCE) and Merle Collins 2010 District Coordinators: Seraj Abbas, Morne (SANPARKS). Hoogbaard, Johannes Jonkers, Andy Lamont, David Maans, Warda Meyer, Neliswa Nkani, Winston 2010 Local Municipalities Coordinators: Charles October, Heinrich Robertson and Errol Tobias. Beukes, Rudi Claassen, Louis Harris, Kidron Kaboni, Vusi Kama, Theo Koopman, Fanie Krige, Ian Department of Cultural Affairs and Sport: Kim Laubscher, Ralph Links, Michael Mafila, Khaya Adams, Anwar Adonis, Ronald Gabriel, Daniel Mrali, Thomas Paremoer, Dr William Murray, Andre Johnson and Lethabo Mashile. Smit, Abel Sondlo, Anneleen Vorster, George van der Westhuizen, Rhian van Wyk and Johan van Zyl. FanJol Project Managers: Agnetha Jeftha, Mabandla Kelengeshe, Lethabo Mashile, Jean Neethling and Nicolette Pietersen.

3 Table of Contents

Foreword 1

Acknowledgements 2

List of Tables 8

List of Figures 8

Abbreviations 9

Executive Summary 11

1. Introduction 15 1.1 Strategically collaborating toward 2010 18 1.2 The 2010 FIFA World Cup™ within iKapa GDS 20 4 1 1.3 The role of Provincial Government: 20 compliance vs leverage 1.4 Target groups 21 1.5 Western Cape 2010 FWC structures 21 1.6 Intergovernmental Relations 22 1.7 Legacy areas 25

2. Economic Legacy 25 2.1 Overview 26 2.2 Introduction 26 2 2.3 Infrastructure development 26 2.3.1 Facility Investments and Upgrades 27 2.3.2 Transport Networks and Systems 29 2.4 Economic Opportunities 31 2.4.1 Skills Development 31 2.4.2 SMME Opportunities 32 2.4.3 Sector Profiling and Promotion 33 2.4.4 Tourism, Trade and Investment 35 2.4.5 Media Engagement 38 2.5 Conclusion 40 3. Environmental Legacy 41 3.1 Overview 42 3.2 Introduction 42 3 3.3 Key Projects 44 3.3.1 Energy and Climate Change 45 3.3.2 Water Conservation 46 3.3.3 Integrated Waste Management 46 3.3.4 Green Building and Sustainable Lifestyles 48 3.3.5 Transport Mobility and Access 48 3.3.6 Landscaping and Biodiversity 49 3.3.7 Responsible Tourism 49 3.3.8 Green Goal Communication 49 3.3.9 Green Goal 2010 Exhibition 50 3.3.10 Monitoring, Measurement and Reporting 50 3.4 Statistics 50 3.5 Conclusion 51

4. Health Legacy 52 5 4.1 Overview 53 4.2 Introduction 53 4.3 Planning 54 4 4.4 Event Footprint Sites 55 4.4.1 Cape Town Stadium 55 4.4.2 Casualty Clearing Station 55 4.4.3 FIFA Fan Fest Grand Parade 55 4.4.4 Cape Town Fan Walk and Transport Hub 56 4.4.5 Metropole and Provincial FanJols 56 4.4.6 Additional areas of Responsibility 56 4.5 Transversal Areas 56 4.5.1 Command and Control 56 4.5.2 Port Health 57 4.5.3 Environmental Health 58 4.5.4 Forensic Pathology Services 58 4.5.5 Communicable Disease Control 58 4.5.6 Chemical, Radiological, Biological 58 and Nuclear Threats 4.5.7 Health Promotions 58 4.5.8 Aeromedical Services 58 4.5.9 Additional Areas of Responsibility 58 4.6 Event Statistics 58 4.7 Conclusion 59 Table of Contents

5. Social Legacy 60 5.1 Overview 61 5.2 Introduction 61 5 5.3 Sport Development 61 5.3.1 Stars in their Eyes Foundation Football 61 Exchange Programme 5.3.2 FIFA Football for Hope Centre 62 5.3.3 Football Ambassadors Programme 63 5.3.4 Street Football 64 5.3.5 Western Cape Playground Football 64 Challenge 5.3.6 Dreamfields Project 64 5.3.7 My 2010 School Adventure Programme 65 5.3.8 Artificial Pitches 65 5.4 Sector Skills Development, Capacity Building and 66 Leadership 5.4.1 Referees Training 66 5.4.2 Volunteers 66 5.5 Promotion of Social Cohesion and Unity 66 6 5.5.1 Provincially-aided FanJols 66 5.5.2 Countdown Events 67 5.5.3 Other Projects 68 5.5.4 Countdown Clocks and Municipal 68 Branding 5.6 Arts and Culture 69 5.7 Language Policy Implementation Unit 70 5.7.1 Multilingual FIFA World Cup™ Project 70 5.7.2 Library Services 70 5.8 Conclusion 70

6. Safety and Security Legacy 71 6.1 Overview 72 6.2 Introduction 72 6.3 Formal Planning, Coordination and Implementation 73 6.4 Planning for Test Events and Training 76 6 6.5 Disaster Management Overview 77 6.5.1 Provincial Coordination 79 6.5.2 Provincial Project Planning Phase 81 6.6 Community Safety Overview 6.6.1 Community Safety Coordination and 81 Implementation 6.7 Conclusion 82 7. Legacy Summary 83 7.1 Economic Legacy 84 7.2 Environmental Legacy 86 7 7.3 Health Legacy 88 7.4 Social Legacy 89 7.5 Safety and Security Legacy 93

8. Critical Factors for Successful Delivery 95 8 8.1 Visionary 'Big Picture' thinking – we are doing 95 this for Africa 8.2 Sound and consistent leadership 95 8.3 Project politically ring-fenced and 95 prioritised 8.4 Joint Strategic Plan adopted by Provincial 96 Cabinet and Mayoral Committee of the City of Cape Town in 2006 8.5 Intergovernmental cooperation to focus on 96 delivery within strict timeframes 7 8.6 Collaborative partnerships 97 8.7 Transversal operational and strategic teams 97 established 8.8 Competent staff – 'fit for purpose’ 97 8.9 Proper procurement - adherence to tight 97 budgetary controls 8.10 Budget savings as a result of co-operative 97 relationships 8.11 Investment in personal relation-ships to facilitate 98 effective delivery 8.12 Attention to detail 98 8.13 Thorough planning 98 8.14 Research, assumptions and risks 98 8.15 Media engagement 99 8.16 Green Goal 99

9 9. Way Forward 100 9.1 Marketing and Events 100 9.2 Facilities 100 9.3 Intergovernmental Relations 100 9.4 Media and Communications 101 9.5 Strategic Projects 101 Table of Contents

Conclusion 102

Bibliography 104

Addenda 109

List of Tables

Table 1: 2010 FIFA World Cup™ Scorecard Table 2: Public Sector Projects for the 2010 FWC 8 Table 3: Green Goal 2010 Workshop Themes Table 4: Patient Contacts during the 2010 FWC

List of Figures

Figure 1: Provincial Project Coordination Figure 2: The Roles of the Host City and Provincial Government in delivering the 2010 FWC Figure 3: Western Cape 2010 Coordination Team/TSC Figure 4: Health and Medical Services Command and Control Structure Figure 5: Unified Command and Control Structure for the 2010 FWC in the Western Cape Figure 6: Micro and Macro Approach to the 2010 FWC Figure 7: Interaction between Disaster Management and Safety and Security Coordination Structures Figure 8: Schematic Approach to the staging of the 2010 FWC Abbreviations

2010 FWC - 2010 FIFA World Cup™ DSD - Department of Social ACSA - Airports Company of South Development Africa EMS - Emergency Medical Services BBC - British Broadcasting Corporation EPWP - Extended Public Works BRT - Bus Rapid Transit Programme CBD - Central Business District EURO - European Cup CCDI - Cape Craft Design Institute FIFA - Fédération Internationale de CCS - Casualty Clearing Station Football Association CDM - Clean Development FNB - First National Bank Mechanisms GDS - Growth and Development CFC - Cape Film Commission Strategy CHA - Central Holding Area GPP - Gross Provincial Product CHEC - Cape Higher Education IDP - Integrated Development Plan Consortium IGR - Intergovernmental Relations CID - Central Improvement District IMEP - Integrated Metropolitan CMS - Cape Media Services Environmental Policy CoCT - City of Cape Town IRT - Integrated Rapid Transit COP15 - 2009 UN Climate Change IUCN - International Union of Conference Conservation of Nature CSI - Corporate Social Investment JCPS - Justice Crime Prevention and 9 CTIA - Cape Town International Airport Security CTICC - Cape Town International JOC - Joint Operations Centre Convention Centre JOCOM - Joint Operational Committee CTP - Cape Town Partnership K.E.L.P. - Kelp Environmental Learning CTRU - Cape Town Routes Unlimited Project CTT - Cape Town Tourism KAS - Konrad Adenauer Stiftung DANIDA - Danish International KNVB - Koninklike Nederlandse Development Agency Voetbalbond DEA - National Department of KPI - Key Performance Indicator Environmental Affairs LASA - Legal Aid South Africa DEADP - Department of Environmental LED - Local Economic Development Affairs and Development LED - Light-emitting Diode Planning Mayco - CoCT Mayoral Committee DEDAT - Department of Economic MEC - Member of Executive Council Development and Tourism MIMMS - Major Incident Medical DEFRA - Department of Environment, Management Systems Food and Rural Affairs NATJOC - National Joint Operations DoCS - Department of Community Centre Safety NATJOINTS - National Joint Operational and DoH - Department of Health Intelligence Structure DotP - Department of the Premier NDMC - National Disaster Management Centre NDMSC - National Disaster Management TF1 - Télévision Française 1 Steering Committee TSC - Technical Steering Committee NDoH - National Department of Health TSS - Tourism Safety and Support NGO - Non-governmental Organisation Programme NIA - National Intelligence Agency UAE - United Arab Emirates NPA - National Prosecuting Authority UCT - University of Cape Town OC - 2010 FIFA World Cup™ UNDP - United Nations Development Organising Committee South Programme Africa UNEP - United Nations Environment PDI - Previously Disadvantaged Programme Individual VIP - Very Important Person PDMC - Provincial Disaster Management VOC - Venue Operations Centre Centre VSTS - Venue Specific Training Site PGWC - Provincial Government of the WCED - Western Cape Education Western Cape Department PRASA - Passenger Rail Agency of South WESSA - Wildlife and Environment Africa Society of South Africa PROJVJOC - Provincial Joint Operations WOSA - Wines of South Africa Centre WSSD - World Summit on Sustainable 10 PROVHOC - Provincial Health Operations Development Centre PSL - Premier Soccer League SAB - South African Breweries SABC - South African Broadcasting Corporation SAFA - South African Football Association SAMHS - South African Military Health Services SANDF - South African National Defence Force SAPIA - South African Petroleum Industry Association SAPS - South African Police Services SATSA - Southern African Tourism Services Association SEA - Sustainable Energy Africa SENG - Satellite and Electronic News Gathering SMME - Small Medium and Micro Enterprises SWH - Solar Water Heater Executive Summary

After years of anticipation, planning and preparation, However effortless the hosting of a mega-event of this 11th June 2010 finally arrived. More than 49.5 million magnitude appeared to the outside world, it required South Africans welcomed the world to their shores. meticulous planning, support and implementation With open arms we hosted local and international across all spheres of government. The importance of visitors, media, broadcasters and heads of states, 'cooperative governance', as required in the South football teams and their management, as well as the Africa Constitution, proved paramount. In addition, FIFA (Fédération Internationale de Football consultation was required with various stakeholders Association) hierarchy. With 3.1 million spectators including the private sector, organised labour, as well

attending the 64 matches over 31 days of the as local communities, who had either direct or indirect

tournament, South Africans can be proud that they interests in the hosting of the tournament. Similarly,

hosted a successful World Cup, the most remarkable open channels of communication were very

“and significant event since the birth of our democracy important in order to ensure transparency, as well as in 1994. on-going cooperation from all stakeholders. “ Strategically collaborating toward 2010 Nobody in the world is perfect but the In 2006 the Provincial Government of the Western organisation of the first World Cup in Africa and in Cape (PGWC) and the City of Cape Town (CoCT) jointly developed a 2010 FWC Cape Town and South Africa was pretty close. Western Cape Strategic Plan to guide Provincial and Sepp Blatter, 12 July 2010. City collaboration towards hosting a world-class 11 African experience in 2010. The Strategic Plan was based on the 'triple-bottom-line' approach to The hosting of the 2010 FIFA World Cup™ (2010 sustainable development: economic development, FWC) provided the country with the ideal opportunity social cohesion and environmental integrity. to enhance its image as a flourishing developing country, capable of working together effectively to In the Strategic Plan, the PGWC and CoCT identified achieve a common goal. Similarly, a great amount of the following objectives: effort went into preparing for the event which saw the ?Host semi-final, other matches and events building of new and upgraded infrastructure, successfully, including stadia, airports and rail and road networks. ?Maximise public benefit and lasting legacy in This brought about improved public transport, relation to: additional accommodation to cater for visitors, #Infrastructure development besides the substantial increase in social cohesion #Economic opportunities and national pride amongst all South Africans. In #Environmental responsibility addition to the spectacular football most visitors came #Social cohesion, to see, they were also presented with numerous ?Promote Cape Town and the Western Cape as a opportunities to experience the local flavours of the desirable destination for tourism, trade and destination, ranging from breath-taking coastlines to investment , and magnificent mountain ranges, world-class cuisine ?Ensure geographic spread of benefits beyond the and unique local arts and crafts. Visitors were treated City to the rest of the Western Cape. to a wealth of activities beyond the matches, which kept them entertained. Executive Summary

The strategic vision focused on promoting Cape Town made on thousands of visiting fans. The joint and the Western Cape as the centre of attraction for Strategic Plan (as adopted by Mayco and the PGWC participants, media and spectators. The Host City in 2006) identifies the two-prong approach the PGWC Cape Town played a 'Compliance' and 'Control' role took to ensuring economic development for the 2010 whereas the PGWC was more concerned with FWC which was focused on new infrastructure for the 'Leverage' and 'Legacy' in delivering a successful event and for the longer-term as well as on the tournament. promotion of economic opportunities for locals as far as possible. Intergovernmental Relations Apart from the close relationship with the CoCT, the Environmental Legacy PGWC worked closely with municipalities on particular Mega-sport events such as the 2010 FWC have the projects to ensure the benefits of the World Cup potential for major environmental impacts. 'Event reached beyond the boundaries of the Host City. The greening' is the process whereby events are Host City held regular Friday afternoon coordinating organised in such a manner that they support meetings where DOTP was represented. A number of sustainable development objectives. Deliberate officials sat on joint workstreams with City officials. management interventions can be introduced to Municipal engagement formed the basis of the reduce the use of scarce resources and improve the Western Cape strategy to spread the benefits of the environment. As the international recognition of the World Cup beyond the Host City. The PGWC had the importance of environmental sustainability is 12 commitment and cooperation of all five districts and 29 increasing, greening of major international events, municipalities' eager to gain from the 2010 experience. such as the Olympic Games and the FWC has gained This engagement was largely around four main momentum. The Green Goal initiative at the 2006 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 , FWC Germany was the first time in the history of accommodation, marketing and communication. world football that environmental considerations were placed on the agenda of a FWC. The 2010 FWC Economic Legacy embarked on a similar major event greening Hosting a sport mega-event such as the 2010 FWC programme, which has its roots in the successful had the potential to contribute to the local economy in greening of the Olympic Games (Sydney 2000, three ways. Firstly, there was the preparatory activity Torino 2006 and Beijing 2008, Vancouver 2010 and in such as the construction of stadia; secondly, the event London 2012), the Commonwealth Games itself and the impact of large numbers of tourists; and (Melbourne 2006) and the World Summit on thirdly, the legacy and long-term impact of the Sustainable Development (WSSD - Johannesburg tournament due to a changed perception of the host 2002). The Host City Agreement between FIFA, the economy and the potential for tourism, trade and 2010 FIFA World Cup™ Organising Committee investment. During the event, the hospitality and South Africa (OC) and the City, signed in March 2006 related services sectors enjoyed heavy demand (in a included a commitment to environmental protection. traditionally quiet winter tourist season in South Africa) To give effect to the Agreement, the CoCT and PGWC with additional intangible benefits from experiencing joint 2010 FWC Strategic and Business Plans the tournament. In the longer run, the economy stands included an Environmental Legacy component which to benefit from improved confidence at home and an was led by the Environmental Workstream. enhanced image internationally following very extensive media coverage as well as the impression Health Legacy Social Legacy The hosting of the 2010 FWC required the creation Local community revitalisation, building social and and sustainability of a healthy environment for all human capital, developing critical skills in the spectators, participants, citizens and visitors before, workforce and inspiring national pride and unity were during and after the event. The provision of some of the key focus areas within Social Legacy as Emergency Medical Services (EMS) formed the core recognised in the Strategic Plan. In using the 2010 responsibility of the Western Cape Provincial FWC as a catalyst to build a positive social legacy, the Department of Health (DoH). FIFA ensured that provincial strategy was further aimed at: Health and Medical Services were integrated with the ?Investing in legacy projects which optimally overall planning and hosting of the 2010 FWC as utilised limited funding for the broad population of stated in the Organisation Association Agreement the Western Cape, between FIFA and South Africa as the host country, ?Encouraging healthy lifestyles particularly with the commitment to deliver these services amongst young people through sport guaranteed by the Minister of Health. In addition, development, FIFA defined which health and medical services ?Assisting local municipalities in their bid to host would be required for the event and together with the Team Base Camps and set-up FanJols with OC, this was communicated to and coordinated with associated festival sites, the various Host Cities and respective provinces. The ?Using the opportunity for education, e.g. on DoH was responsible for the delivery of these national symbols, learning the history and services within the Host City of Cape Town as well as geography of participating nations, 13 for the rest of the Province. Their plans were ?Supporting local development projects, and developed and strategically implemented in order to ?Consulting with and involving all interested and meet the health and medical requirements of the affected parties in understanding the event. Much of the strategic planning was done in opportunities and limitations of the 2010 FWC to conjunction with the National Department of Health maximise benefits. (NDoH) in order to ensure equitable service delivery across the nine provinces as well as leaving a Health From 2005 at the highest international level, with FIFA and Medical Legacy post 2010. The 2010 FWC was itself, to international NGOs and potential sponsors, used as a catalyst to improve the health and medical to local NGOs and clubs and societies, the PGWC system and services across South Africa. The worked in building the Western Cape as a 'Home for planning for and delivery of these services all' through football and numerous other social and consciously took into consideration the legacy cultural development programmes. opportunities presented and aligned their strategies where possible to leverage these opportunities. The Safety and Security Legacy following nine disciplines were the focal points: EMS, South Africa is known for high crime rates and is often Command and Control, Port Health, Environmental perceived as an unsafe destination. However, the Health, Forensic Pathology Services, Communicable hosting of the 2010 FWC presented an opportunity for Disease Control, Chemical Biological Radiological all South Africans to showcase their hospitality by Nuclear Threats, Health Promotion and Aeromedical welcoming all visitors, and their competence to host Services. 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 Legacy Areas environments, not only for visitors but for locals. The Over the last few years, the focus has been on the fight against crime received a fortifying boost, with the positive legacies which the hosting of a mega-event national government spending R1.3 billion on safety can leave. This is particularly the case as South Africa and security and even though this was brought about is a developing country with high levels of poverty and specifically for the 2010 FWC, the long-term benefits unemployment. While hosting the 2010 FWC could for all South Africans post the tournament were the not be expected to impact on the eradication of true safety legacies. The South African Police poverty in South Africa, planning for such a mega- Services (SAPS) was the lead agent in safety and event cannot occur in isolation of these problems and security planning for the 2010 FWC and collaborated positive legacies must be explicitly planned for. with numerous other public and private sector stakeholders to ensure a safe environment for all This report reflects on the PGWC's planning and visitors, spectators and locals. implementation of the 2010 FWC, highlighting the sustainable development, project management The 2010 FWC safety and security structure in the (good governance) and proactive communication Western Cape focused mainly on the event and approaches as well as achievements and challenges included services such as SAPS, the South African on the road to 2010, with particular focus on how National Defence Force (SANDF), Traffic and Law provincial government delivered on its commitments Enforcement. Disaster Management focused on the in terms of the 2006 Strategic Plan. The City of Cape 14 increased risk to disasters during the 2010 FWC. Town has prepared a 'Close-out' Report focusing on According to Disaster Management legislative the Host City's operational role. 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 Community Safety (DoCS) and Disaster 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. 1. Introduction

15

“ 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, and Kwazulu-Natal with more than 83 000 tourists. 11th June 2010 finally arrived. More than 49.5 million Tourist arrivals from January to September 2010 South Africans welcomed the world to its shores. increased by 16.8% (5.9 million) compared to the With open arms we hosted local and international same nine months in 2009 (5 million)1. Additional visitors, media, broadcasters and heads of states, findings to the study indicated that 5% of the 2010 football teams and their management, as well as the FIFA World Cup™ tourists visited other African FIFA (Fédération Internationale de Football countries during their trip to South Africa with Association) hierarchy. With 3.1 million spectators Zimbabwe, Egypt and Botswana2 being the top three attending the 64 matches over 31 days of the destinations. tournament (the third highest aggregate attendance after the USA in 1994 and Germany in 2006), South Fifty-nine percent of arrivals in South Africa for the Africans can be proud that they hosted a successful World Cup were first time visitors to the country with World Cup, the most remarkable and significant event more than two thirds of respondents rating the since the birth of our democracy in 1994. country as an extremely good host with a further 29% rating the country as good. Satisfaction levels were Over 309 000 foreign tourists came to South Africa high as 72% of tourists rated their experience as “for the primary purpose of attending the World Cup. extremely good and more than 90% of tourists said Of these arrivals, 38% were from our continent, their experience of the country was better than they followed by 24% from Europe, 13% from Central and expected before arriving. More importantly almost 16 South America and 11% from North America,” the 90% of tourists said they would consider visiting Minister of Tourism announced. They came from South Africa again in the future, while 96% would countries such as the USA (30 100), Germany recommend the country to their friends and relatives3. (8 600), the Netherlands (8 700), the UK (22 800), The study indicates that globally there has been an Brazil (14 800) and Australia (12 200). They stayed an improvement in South Africa's brand after the 2010 average of 10 nights each and spent some R3.6 FIFA World Cup™. Total awareness of South Africa billion on shopping, accommodation, food, as a leisure destination increased by 9% following the entertainment and transport. Europeans spent the event, and the intention to visit South Africa in the most, contributing just over R950 million in revenue; short-term increased by a significant 35%. More than nearly one-quarter of the total revenue generated by a third of tourists mentioned publicity associated with tourists who visited South Africa for the 2010 FIFA the tournament as their first source of awareness of World Cup™. These findings are the results of the the country4. Based on this, the three key sources that study on the tourism impact of the 2010 FIFA World helped South Africa increase its awareness were live Cup™. The Minister further noted in terms of land telecast of the matches and associated events news arrivals, the top three source markets from within on TV, promotional campaigns, and newspaper and Africa were Mozambique (24 400), Swaziland magazine articles about the tournament5. The (19 500) and Botswana (16 300). In terms of air Minister further acknowledged the far-reaching arrivals, the top three markets were Nigeria impact of the event6 which was shared by Grant (4 300), Ghana (3 500) and Kenya (2 000). Gauteng Thornton who indicated that the event would go a was the most visited province during the event long way to improving perceptions of South Africa and (220 000) followed by the Western Cape (108 000) 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 South African Tourism. 2010. Impact of 2010 FIFA World Cup™. 4 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]. 5 South African Tourism. 2010. Impact of 2010 FIFA World Cup™. 6 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]. 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/Strategic- solutions/2010/2010wcbrand.asp [3 November 2010]. Grant Thornton published the following Scorecard for This brought about improved public transport, South Africa and the 2010 FIFA World Cup™ giving additional accommodation to cater for visitors, each category a rating out of ten7. besides the substantial increase in social cohesion and national pride amongst all South Africans. In addition to the spectacular football most visitors came Category Score to see, they were also presented with numerous FIFA score for South Africa's organisation 9 opportunities to experience the local flavours of the World-class iconic stadia and on time 9 destination, ranging from breath taking coastlines to Vuvuzelas 11 magnificent mountain ranges, world-class cuisine Transport 8 and unique local arts and crafts. Visitors were treated Tournament logistics 9 to a wealth of activities beyond the matches, which Global coverage (TV, radio, press) 9 kept them entertained. Global cyberspace chatter 10 South Africa portrayed positively overseas 10 However effortless the hosting of a mega-event of this South Africans perfect host to foreign 10 magnitude appeared to the outside world, it required

visitors meticulous planning, support and implementation

Ticket distribution 4 across all spheres of government. The importance of Domestic leisure and business tourism 5 'cooperative governance', as required in the South “slump Africa Constitution, proved paramount. In addition, Table 1: 2010 FIFA World Cup™ Scorecard consultation was required with various stakeholders 17 including the private sector, organised labour, as well as local communities, who had either direct or indirect

The World Cup was never about the hosting of interests in the hosting of the tournament. Similarly,

a tournament, but rather about building a legacy open channels of communication were very for our country and our continent – a legacy in important in order to ensure transparency, as well as terms of amongst others infr“ a-structure on-going cooperation from all stakeholders. development, economic growth, skills development, job creation, nation building and brand awareness. In preparation for the tournament, the South African We as South Africans believed, and the world came government identified 24 projects, based on the to believe with us. guarantees signed with FIFA that would ensure a successful event, as well as leave a lasting legacy. Minister Marthinus van Schalkwyk, 6 December 2010. 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 The hosting of the 2010 FIFA World Cup™ (2010 Medical Services, which were funded through FWC) provided the country with the ideal opportunity provincial governments. 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. 1. Introduction

Project Number Brief Description Project 1 Stadium Project 2 Stadium precinct and sub-projects Project 3 Transport infrastructure (fixed and commuter) and sub-projects Project 4 Training venues and sub-projects Project 5 Fan Parks and sub-projects Project 6 Supporting infrastructure, utilities and sub-projects Project 7 ICT and International Broadcast Centre and sub-projects Project 8 Accommodation and sub-projects Project 9 Tourism, general hospitality and sub-projects Project 10 Marketing communication, signage and sub-projects Project 11 City beautification and sub-projects Project 12 Public health and sub-projects Project 13 Disaster Management and sub-projects Project 14 FIFA events, match planning and hospitality, matches and sub-projects Project 15 Safety, security, justice, municipal by-laws and sub-projects Project 16 Volunteers (City and LOC hired) Project 17 Environmental rehabilitation and sub-projects Project 18 Waste management and sub-projects 18 Project 19 Business closure during event Project 20 Protocol and ports of entry matters Project 21 Government communication, hosting strategy, legacy and cultural activities Project 22 Project support (procurement, tax-bubble management, refunds for tickets, capacity building, stadium commissioning, base camps) Project 23 Overall co-ordination and reporting (Inter-Ministerial Committee) Project 24 2010 FIFA World Cup™ Finance Table 2: Public Sector Projects for the 2010 FWC

1.1 Strategically collaborating toward CoCT's Mayoral Committee (Mayco) on 26th July 2006 and took into account the contractual role and 2010 obligations of Cape Town as a FIFA-designated Host City, whilst also cementing the developmental role of In 2006 the Provincial Government of the Western the Province in order to ensure that the event Cape (PGWC) and the City of Cape Town (CoCT) leveraged a marketing platform and left a lasting jointly developed a 2010 FWC Cape Town and legacy of infrastructure investment and renewed Western Cape Strategic Plan to guide Provincial and social cohesion. The 2010 FWC Strategic Plan was City collaboration towards hosting a world-class underpinned by both the iKapa Growth and African experience in 2010. The Strategic Plan was Development Strategy and the City's Integrated based on the 'triple-bottom-line' approach to Development Plan. The 2006 Business Plan sustainable development: economic development, presented to National Treasury emerged from the social cohesion and environmental integrity. The Plan joint Strategy and the 24 Projects outlined above. was adopted by the Provincial Cabinet and the The Western Cape promoted a collaborative #Infrastructure development approach to coordinating the 2010 FWC project. This #Economic opportunities was demonstrated by the close intergovernmental #Environmental responsibility collaboration between the 2010 Coordination teams #Social cohesion, in the Western Cape's Department of the Premier ?Promote Cape Town and the Western Cape as a (2010 Unit DotP) and the CoCT. Provincial desirable destination for tourism, trade and government, challenged with traditional vertically investment, and integrated government, established transversal ?Ensure geographic spread of benefits beyond the outcome-oriented workstreams across departments. City to the rest of the Western Cape. The Western Cape endeavoured to maintain a strong working relationship with national government, the Although these objectives cluster into legacy areas, 2010 FWC Organising Committee South Africa (OC) there were critical transversal requirements for good and FIFA. In addition, the Province played a lead role project management and effective delivery. The first in guiding municipalities outside the City in order to was transversal communication. Second, and no less ensure the broadest possible participation in and important, was good governance. Third and equally benefit from the 2010 FWC. This principle also guided important was Disaster Risk Management. The the Province's work with the other two 'Capes': project coordination approach is illustrated in Figure 1 collaboration with the Eastern Cape, especially in below. This approach reflected the objectives relation to transport and health and medical services, identified in the Strategic Plan and the 24 public and with the Northern Cape, the only South African sector projects identified by national government to 19 province that was not home to a Host City. ensure that the hosting of the tournament left a lasting legacy which would benefit the people of the In the Strategic Plan, the PGWC and CoCT identified Province, and aimed to ensure that all efforts the following objectives: contributed to instilling civic pride and fostering social ?Host semi-final, other matches and events cohesion. The strategic vision focused on promoting successfully, Cape Town and the Western Cape as the centre of ?Maximise public benefit and lasting legacy in attraction for participants, media and spectators. relation to:

Tourism, Investment and Film, Economic Development, Accommodation, Environmental Sustainability,

FIFA Projects, Events and Marketing C o m m P u r n o

Economic i v Infrastructure EMS c i a n t

c Legacy i o i Transport Disaster medicine a

Infrastructure n

l Health Legacy

a C

Legacy n

o Property Health d o

r P d r i o n j a e t c o Sport development t r

Safety and

M (

D Social Legacy Traffic Security Security Arts and culture a o n

t Environmental a P Legacy g ) Community Safety Exchange programmes Legacy e m e

2010 Green Goal n t

Disaster risk management

Figure 1: Provincial Project Coordination 1. Introduction

1.2 The 2010 FIFA World Cup™ within Host Cities, which then had to ensure compliance with the requirements of guarantees to and contracts iKapa GDS with FIFA.

The provincial strategic approach for the 2010 FWC Taken from the joint Strategic Plan, Figure 2 depicts formed an intrinsic part of the Western Cape the role the PGWC and the Host City Cape Town Provincial Growth and Development Strategy, known played in delivering a successful 2010 FWC. as the iKapa GDS. The vision of iKapa Elihlumayo was 'Compliance' referred to meeting the requirements of to build a sustainable, safe province which would be FIFA. 'Control' referred to local government an inclusive 'Home for All' its citizens. This vision was regulation in relation to the Host City agreement. to be achieved by growing and sharing the economy, 'Leverage' reflected the ability of South Africa (its building a more equal and caring society, promoting provinces and cities) to use the event as a platform to ecologically sustainable development, fostering market the region and to influence international greater spatial integration and ensuring effective perceptions of South Africa and Africa. 'Legacy' governance and institutional strengthening. By referred to the long term impact of the tournament - delivering a world class event with its partners, the the social, economic and environmental legacies of Western Cape aimed to leave a positive the 2010 FWC. As explained above and depicted developmental legacy with increased investment, job below, the role of the Provincial Government was creation, improved infrastructure and social cohesion largely within the spheres of ensuring leverage and 20 well beyond 2010. The 2010 FWC assisted in positive legacy. unblocking barriers to shared growth by fast-tracking investment in much-needed infrastructure, building skills and fostering a society united behind a single goal. 2010 FIFA WORLD CUP™ SUCCESS

1.3 The role of Provincial Government: C L L C O E E O compliance vs leverage M V G N P E A T In order to have successfully hosted the 2010 FWC, L R C R the event needed to be delivered according to FIFA I A Y O A G L requirements and within the laws and regulations of N E the Republic of South Africa. FIFA as the event C organiser and owner had guarantees from national E government and also signed contracts with each of the nine Host Cities for the tournament. Therefore, STAKEHOLDER MANAGEMENT although Provincial Government had a role to play in regulatory aspects important for hosting mega-events such as disaster management, transport and liquor Figure 2: The Roles of the Host City and licenses, infrastructure and health services, the Provincial Government in delivering the 2010 Province did not have a contractual role as did the FWC 1.4 Target groups 1.5 Western Cape 2010 FWC structures

The Western Cape's collaborative effort towards the In order to ensure interdepartmental and successful hosting of the tournament targeted the intergovernmental collaboration for the successful following groups: hosting of the 2010 FWC in the Western Cape, the ?Local authorities, especially those identified in the PGWC established dedicated 2010 structures. These joint Strategic and Business Plans and those who structures worked closely with national and local sought to attract teams to establish Team Base governments to ensure information sharing, Camps and set-up FanJols, adequate planning and efficient systems for optimal ?Local residents and visitors to the Province, delivery. ?Business and investment community (local and international), The Western Cape 2010 structures included ?Government agencies and parastatals, groupings at a political and at an official level. At a ?Sporting groups, particularly football federations provincial level, changes in government were and clubs, sometimes accompanied by changes in governance ?Community organisations and cultural groups, structures. Regular reports on the 2010 FWC were ?Artists and performers, given to structures such as the Premier's ?Domestic and foreign tourists and fans, Coordinating Forum which ensured leadership and ?Provincial and national decision-makers, direction from the highest political level. There was 21 ?The donor community and key donors as also interaction between the Provincial Cabinet and individuals, the City's Mayco to foster intergovernmental ?Sponsors, and cooperation particularly on transversal issues such ?The general public. as infrastructural projects. Until May 2009 the 2010 FWC was regularly discussed by the 2010 Cabinet Whenever any of these groups asked to be briefed, Committee. After the May 2009 elections, the 2010 the Western Cape 2010 FWC Coordinator or a FWC was a permanent agenda item in the full member of the 2010 Unit DotP addressed them. From Cabinet. 2006 some proactive communication was undertaken through the Provincial Development Dedicated structures were established between Council, with business, diplomatic, university and officials across PGWC departments. The Provincial other formations. However, nearer the event, Coordinator, Dr Laurine Platzky, Deputy Director- addressing groups was on their request, owing to General and head of the Governance and Integration time constraints. 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 1. Introduction

and Sport, Transport and Public Works, Local officials, representatives of the four Western Cape Government and Housing, Community Safety, Social universities, relevant government agencies and Development, Provincial Treasury, and the South parastatals responsible for the delivery of 2010 African Police Services as well as officials from within aspects based in the Western Cape was held for the 2010 Unit DotP. The TSC steered the direction information sharing and communication. and implementation of the Province's 2010 strategy. The Provincial Coordinator oversaw project coordination and was responsible for 2010 1.6 Intergovernmental Relations communication. Some of the officials on the TSC led provincial workstreams dedicated to delivery on The 2010 FWC as a project provided the Western 2010-related projects. These workstreams worked Cape with an important opportunity to foster concrete with the CoCT and municipal officials and drew intergovernmental collaboration driven by a common several government departments and provincial goal, limited resources and a strict deadline. The government agencies together. Workstream Audits developmental role of Provincial Government in were developed as reporting tools to assess where ensuring the event touched the lives of the people of projects were delivering and enabled prioritisation of the Province during and after 2010, necessitated problem areas for resolution. The Audit also assisted working closely with partners across all spheres of in determining what could be achieved according to government. Apart from the close relationship with the timelines and identified where projects needed to the CoCT, the PGWC worked closely with 22 be elevated, accelerated or amalgamated. All work municipalities on particular projects to ensure the was project driven and delivered with utmost benefits of the World Cup reached beyond the professionalism. The TSC structure is illustrated in boundaries of the Host City. In addition, the Western Figure 3 below. Cape's collaboration with national government, other provinces and international players was vital for the On the last Thursday of each month a 2010 FWC success of the nation. Technical Update meeting of provincial departmental

Dr Laurine Platzky

Provincial Coordinator Deputy Director-General

Denver Moses Klaas Langehoven

Project Coordination Support Provincial Treasury Dept of the Premier

Schalk Gottlieb Jacqui Mark Jansen / Dr Wayne Michael Labeeqah Carstens Arendse Gooch Dir. Robberts Smith Worsnip Schuurman

Disaster Environmental Transport & Safety & Security Health Social Economic Management DEADP Infrastructure DOCS / SAPS Dept of Health DCAS DEDAT Local Gov DTPW

Figure 3: Western Cape 2010 Coordination Team/TSC Representatives of the 2010 Unit DotP attended the accordance with our Strategic Plan. The Western Host City's Friday afternoon coordinating meetings Cape's vision and capacity to deliver a developmental on a regular basis. A number of officials sat on joint FWC was shared with other provinces and Host workstreams with City officials. Cities. Practical examples include Disaster Medicine readiness for 2010 and early planning for a limited Municipal engagement formed the basis of the number of FanJols to ensure visitor safety and Western Cape strategy to spread the benefits of the security. The Western Cape Provincial Disaster World Cup beyond the Host City. The PGWC had the Management Centre contributed considerably to the commitment and cooperation of the CoCT, all five formation of a National Disaster Management districts and 29 municipalities eager to gain from the Strategy for 2010. In addition, the Western Cape 2010 experience. This engagement was largely played a lead role in the development of the National around four main projects; Team Base Camps, Health Plan for 2010. FanJols, Accommodation, and Marketing and Communication. The Western Cape worked closely and proactively with State Owned Enterprises such as PRASA and A 2010 Municipal Forum established in March 2008 ACSA to ensure alignment and timely delivery for met monthly and was extremely active. In addition, essential public transport and infrastructure plans each district municipality nominated a 2010 District which would benefit the population long after the Coordinator to drive and coordinate efforts related to event. 2010. These coordinators also met regularly as a 23 working committee with PGWC ('Dagbestuur') to On the international front, many lessons were learned drive the strategy and implementation of projects from German colleagues involved in the 2006 FWC, outside the Host City. Meetings of the Municipal as well as from the Swiss and Austrians in their Forum and Dagbestuur were rotated between the hosting of Euro 2008. Our lessons are in turn being districts to ensure the burden of travelling long shared with others. In 2008 the Brazilian Federal distances was shared. Minister of Tourism invited Dr Platzky to share lessons from our 2010 FWC preparations. In 2009 the From the establishment of the Host City Forum, Sao Paulo Legislature invited her to address Brazilian convened by the 2010 FWC OC, the Western Cape federal, state and municipal politicians, officials, 2010 Coordinator attended meetings as part of the select service providers and the media on Cape Town delegation. She also represented the preparations for their 2014 FWC. Brazilian politicians Province on the Provincial Coordinators' meetings and officials also visited the Western Cape during the organised by the National Department of Sport and FIFA Confederations Cup in June 2009, the Final Recreation South Africa. At a national level, TSC Draw in December 2009 and during 2010. Dr Platzky officials from the province played a significant role in was invited to address a 2014 FWC preparatory the delivery of developmental strategies and in conference organised by the Konrad Adenauer ensuring practical legacy, e.g. lobbying for early Stiftung in November 2010 in Rio de Janeiro and also procurement of health equipment, for 2010 FWC attended Soccerex Brazil where she participated in memorabilia to be manufactured in (South) Africa, for the 2010 FWC Host Cities panel. Local Economic Development opportunities in FanJols and for SMME and BEE procurement in 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 mega- event 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 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 24 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

25

“ 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. Economic Legacy

2.1 Overview related services sectors enjoyed heavy demand (in a traditionally quiet tourist season in South Africa) with Primary Objectives: additional intangible benefits from experiencing the ?Host semi-final, other matches and events tournament. In the longer run, the economy stands to successfully benefit from improved confidence at home and an ?Maximise public benefit and lasting legacy enhanced image internationally following very through economic opportunities extensive media coverage as well as the impression ?Promote a desirable destination for tourism, trade made on thousands of visiting fans8. The Strategic and investment Plan (as adopted by Mayco and the PGWC in 2006) ?Spread benefits beyond the City to the rest of the identifies the two-prong approach the Western Cape Western Cape took to ensuring economic development for the 2010 FWC which was focused on new infrastructure for the Highlights: event and for the longer-term as well as on the ?Upgraded and new infrastructure (stadia, promotion of economic opportunities for locals as far airports, railway stations, roads, public transport, as possible. The following sections of the economic sports facilities, hotels) legacy chapter examine how the Western Cape in ?Skills and training development, LED and preparation for the tournament, identified ways to entrepreneurial opportunities, investment and maximise public benefit and lasting legacy through film-making opportunities, improved Tourism infrastructure developments and economic 26 Safety and Support Programme, Craft Sector opportunities. exposure, fuel efficient driving lessons ?Improved destination marketing efforts with the latest technological trends 2.3 Infrastructure development ?Improved private sector partnerships through business events South Africa has always viewed the hosting of the ?Youth employment opportunities 2010 FWC not as an end in itself, but as a catalyst for ?Proactive PR, improved media management and development with benefits to be felt long after the positive destination coverage tournament. The tournament had the ability to accelerate public and private sector investment in much needed infrastructure development and 2.2 Introduction upgrades. Since 2005 the national government has spent just over R33 billion on transportation Hosting a sport mega-event such as the 2010 FWC improvements and upgrades (railways, roads, had the potential to contribute to the local economy in airports, and ports of entry), telecommunications three ways. Firstly, there was the preparatory activity infrastructure, as well as stadia with the building of six such as the construction of stadia; secondly, the new ones and upgrading another four. The R11.7 event itself and the impact of large numbers of billion investment in 10 world-class stadia alone tourists; and thirdly, the legacy and long-term impact created 66 000 new construction jobs, generating of the tournament due to a changed perception of the R7.4 billion in wages, with R2.2 billion going to low- host economy and the potential for tourism, trade and income households and therefore contributing to a investment. During the event, the hospitality and reduction in poverty. Though stadia have been the

8 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, almost 1 200 artisans received training from the the lion's share of the expenditure has gone into contractors15. During the tournament, a total of transportation and telecommunications infra- 507 332 spectators attended the eight matches of the structure, and the renovations of ports of entry for 2010 FWC including a semi-final which accrued over visitors. The government spent R13 billion to upgrade R13 million in food and beverage sales16. train stations near stadia; improve roads and the massive facelift of the country's airports. Ports of The PGWC and CoCT worked closely on what the entry received R3.5 billion for renovations, including best options would be for both development and improved information technology infrastructure future opportunities of the Western Cape through the equipment at borders. Some R1.5 billion has been 2010 FWC. The construction of the Cape Town invested in broadcast technology, much of which was Stadium and upgrade of the Green Point Common used for broadband internet access. This technology were seen as catalytic for province and city-wide will remain an asset to this country for years to come9. growth to further attract visitors and tourists, In Cape Town alone approximately R14.5 billion was investment, job creation and opening a multitude of spent on infrastructure development in preparation new opportunities for sporting, leisure and for the tournament10. entertainment events on a scale not yet seen in the city. The new Stadium was a 68 000-seater for the 2.3.1 Facility Investments and Upgrades purpose of the tournament and has now been In the Western Cape, the big projects delivered on reduced to a 55 000-seater, all-weather, multi- time despite negative media coverage ahead of the purpose, environmentally sustainable, modern, 27 tournament on South Africa's unpreparedness technologically advanced, world-class Stadium included facility investment projects such as the giving expression to the 'African Renaissance R4.4 billion Cape Town Stadium11 in Green Point, the Stadium' between Table Mountain and the Atlantic R400 million upgrade of Athlone Stadium12 and the Ocean at the southern tip of Africa17. R54 million upgrade of Philippi Stadium13 not forgetting additional upgrades of sporting facilities The 80 hectares of the Green Point Common (Green across the Province some of which are mentioned Point Urban Park) has been transformed to become a later. These infrastructure upgrades contributed to 'People's Park', similar to the internationally-known job creation in the construction sector and accounted Hyde Park in London and Central Park in New York. for thousands of jobs across the country, helping to The new Park is set to become a major Cape Town cushion unskilled and semi-skilled workers from the feature. An integrated plan has established a world- global recession14. class Urban Park, catering for events, sports, heritage, leisure, and relaxation in a landscaped During the construction of the Cape Town Stadium space with indigenous trees, gardens and water more than 2 500 workers were employed on site and features. Attention has been paid to heritage aspects

9 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 2010 FWC benefits fact sheet. March 2010 [unpublished]. 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 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]. 2. Economic Legacy

of the site and development18. A conceptual plan for The Athlone (owned and managed by the CoCT) and an Eco Centre in the Park has been developed which Philippi Stadia (owned by the PGWC) were used as will promote sustainable lifestyles19 and healthy Venue Specific Training Sites (VSTS) for the recreational spaces. tournament and were handed over to FIFA in June 2010. Portugal and the Netherlands trained at The improvement and better use of the Park and Athlone Stadium21, while the Uruguay team used Stadium have been under discussion and Philippi Stadium twice for training during the consultation for some years and the hosting of the tournament. 2010 FWC has assisted in accelerating the project in the context of the biggest sporting event in the world. Athlone Stadium's facelift included a pitch upgrade, The 2010 FWC was successful and focused an increase in spectator capacity and improved team collective energies on presenting the best to the and media facilities22. Located in one of the poorest international soccer playing community. The Park communities of the Cape Flats, Philippi is home to the and Stadium form a cohesive entity which will benefit highest number of amateur football players in the all in many different ways. They will be a long-term country and was seen as the ideal location for a much resource and a platform for future event possibilities20. needed facility upgrade and investment. The Stadium was upgraded to a 3 000-seater and included new media facilities, improvements to stadium Spectator quotes on the Cape Town infrastructure such as changing room upgrades, the 28 Stadium: installation of turnstiles and modern energy-efficient floodlights as part of the 2010 FWC Green Goal Carbon Mitigation Strategy. Successfully upgraded to “Have you seen the inside of Cape Town Stadium? comply with FIFA requirements as a VSTS, the facility also boasts a new world-class pitch that complies with It is magnificent” – Arthur van Zyl FIFA requirements and is currently being maintained to world-class FIFA standards. Expertise in pitch “@ Cape Town Stadium for the Netherlands maintenance was developed locally as three workers from Philippi underwent training in pitch maintenance Cameroon game, I'm so excited!” – Skye Grove and are now employed on site. During the upgrade 175 jobs were created for locals. “Cape Town Stadium is a stadium to be proud of. Some key events hosted at the Philippi Stadium in Best in the world” – Tiaan le Roux 2010 include: ?The official opening on 22nd March 2010 with a “Cape Town Stadium makes me proud to be South local U19 boys football match between the Western Cape Sport School and the Greater African” – Bianca Caywood Philippi Team followed by a legends match between Ajax Cape Town and Engen Santos. ?On Youth Day 16th June 2010, FIFA hosted a “Excited for the upcoming events at Cape Town soccer coaching clinic for girls' and boys' soccer Stadium” – Sara Anne Gray (via Twitter) 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 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]. 21 Portugal and Netherlands training at Athlone Stadium. 2010. http://www.leadershiponline.co.za/articles/sports/699 [22 January 2011]. 22 2010 FWC benefits fact sheet. March 2010 [unpublished]. Football Association and the Philippi Base Camps). Artificial pitches are being established Development Forum. in Beaufort West, Llwandle and Worcester. In 2010 ?On 5th and 7th July 2010 the Uruguay team trained FNB partnered with the George Municipality to at Philippi Stadium. Media were well catered for provide an artificial pitch in Lawaaikamp. Settlements and the events ran flawlessly gaining positive as remote as Bitterfontein near the border with the media coverage on both days. Northern Cape have benefited from facility ?On 22nd September 2010 Cape Town's latest upgrades23. To ensure the long-term sustainability of addition to the Premier Soccer League (PSL), sports facilities, PGWC is cognizant that there needs Vasco da Gama FC played Johannesburg's to be a gradual shift from facility provision to effective Bidvest Wits beating them 2-0, being Vasco's management and community involvement. It has first-ever PSL win. embarked on a Sport and Recreation Facilities Audit ?On 15th November 2010 Bafana Bafana hosted a which identified all sports facilities in the Province and training session at the stadium which saw has developed a spatially enabled facilities planning approximately 2 000 locals attending the session. tool. The 2010 Unit DotP and Department of Cultural Affairs and Sport are steering the project and One of the key challenges faced when the initial engaging with municipalities to ensure buy-in and decision was made to upgrade the facility, was to commitment to the project and using the tool. ensure that the capital injection for the upgrade would result in social and economic benefits for the Cape 2.3.2 Transport Networks and Systems Flats in general and for the local Philippi community in The South African government identified public 29 particular. ChipCor Construction (Pty) Ltd, a transport as the key legacy project for the 2010 FWC. township-based BEE company was officially Over the past few years, a major capital injection into appointed as the tenant in August 2010 and is transport-related infrastructure and operations began responsible for maintaining the world-class stadium to produce some important results. Investment in the infrastructure and pitch for televised PSL matches, as sector paid off, helping the country to rise to the well as for implementing youth football development challenge. Millions of fans travelled around a country programmes for girls and boys. The Stadium is well- three times the size of Germany, primarily through located near the long distance bus terminus and public transport, mainly trains, buses and taxis Philippi Railway Station, the 2nd busiest station in the without reports of major incidents. As part of Metro. It is easily accessible by public transport and preparations for the tournament, government geographically central in Cape Town. With this in upgraded road and rail infrastructure, airports and mind, the PGWC continues to provide on-going introduced new systems such as the Bus Rapid support to ChipCor in order to achieve long-term Transit System (BRT) in Johannesburg and the sustainability of the Stadium. A more comprehensive Integrated Rapid Transport System (IRT) in Cape report submitted to the PGWC Standing Committee Town. Transport upgrades developed for the 2010 on 5th November 2010 is attached as Addendum 1. FWC form part of the lasting legacy that will be enjoyed by generations of South Africans for many 24 Benefits 'Beyond the City' was an objective of the decades, long after the tournament . In the Western Provincial Government. Amongst the tangible Cape railway stations, Cape Town International benefits are the road upgrades in the Eden District Airport (CTIA) and the City's public transport system (Knysna and George) and sport facility upgrades (the benefited from just over R4.2 billion investment in Outeniqua and Loerie Park Stadia for the Eden Team upgrades ahead of the 2010 tournament. Economic

23 Platzky, L. 2010a. Draft chapter: “Reflecting on the 2010 FIFA World Cup™ strategic plan for Cape Town and the Western Cape Province” [unpublished]. 24 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]. 25 Platzky, L. 2010a. Draft chapter: “Reflecting on the 2010 FIFA World Cup™ strategic plan for Cape Town and the Western Cape Province” [unpublished]. 2. Economic Legacy

opportunities were created through purchasing of up by 8%. The overall increase in arrivals to Cape local goods and services, raising of skill levels and the Town by air for the period of the tournament was up by creation of marketing opportunities25. 11% year-on-year. During this period, the airport's busiest day was 7th July, when just under 27 000 The PGWC spent more than R1 billion on new roads, passengers were processed28. Overall growth for upgrades and beautification projects which included both domestic and international movements during amongst others a contribution to the Hospital Bend this period was 12.18% (Domestic = 9.56% and Pre-selection Project, the Koeberg Interchange International = 21.96%)29. It should be noted that the upgrade on the N2 and N1 respectively, Table Bay usual domestic business and leisure travel during Boulevard upgrades, N2 eastbound rehabilitation June/July was reduced, owing to the decision of and the Broadlands and Sir Lowry's Road trunk road business and local tourists not to travel during the upgrades. Beyond the City was the upgrade of the tournament unless necessary. This is known as the White Bridge over the Knysna Lagoon in the displacement effect of a mega-event. Southern Cape which amounted to R120 million and links Knysna to the N2 by-pass, as well as providing Beyond the City, George Airport received upgrades to for non-motorised transport. These projects its runway with additional improvements to its existing contributed to 1 986 jobs of which 184 were for car hire facilities30 and saw an average of just over women and 803 youth, 40% of which formed part of 18 000 arrivals during the tournament31. The French, the Extended Public Works Programme (EPWP). Danish and Japanese teams arrived in the country on 30 Although not all these projects were specifically for 5th and 6th June at the George Airport before the 2010 FWC, resources were availed to accelerate proceeding to their Team Base Camps in George and developments which had been scheduled to take Knysna. place anyway. Cape Town Station was upgraded at a cost of R480 26 R1.5 billion was spent on upgrading the CTIA which million32. The upgrade is part of PRASA's three year, included the new Central Terminal Building, R25 billion transport upgrade plan. The Station's additional parking capacity of 4 000 bays, upgrades extensive renovation was aimed at creating a world- to the internal road networks for improved efficiency class transport hub for 2010 and beyond. The and traffic flow, and additional aircraft parking remodelling included substantial upgrades to the 27 stands . Just over 3 000 people were employed existing building, the relocation of the long-distance during this construction process. Reflecting on the bus facilities and improvements to formal and th th extended 2010 FWC window of 11 June to 16 July, informal trading spaces. The new concourse and CTIA reported that the number of international ticket counters, the new food court, offices and arrivals in Cape Town was up 24% on the same ablution facilities were ready and operational in time period in 2009. This was due largely to the increase in for the 2010 FWC. All other planned upgrades to the chartered flights over and above the usual Station will be completed by 2012. international flight schedule. Domestic arrivals were

26 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]. 27 2010 FWC benefits fact sheet. March 2010 [unpublished]. 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. E- mail to M Salie ([email protected]) [24 January 2010]. 30 2010 FWC benefits fact sheet. March 2010 [unpublished]. 31 Airports Company of South Africa. ([email protected]). 2010b. George airport traffic. E-mail to M Salie ([email protected]) [24 November 2010]. 32 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]. 33 2010 FWC benefits fact sheet. March 2010 [unpublished]. In addition to Cape Town Station, new stations were the Cape Town Stadium are currently operational for constructed in Khayelitsha and Windermere, and 25 large events at the stadium36. stations underwent general maintenance and repairs totalling approximately R32 million33. During the tournament, Metrorail reported to have completed 2.4 Economic Opportunities more than one million passenger journeys34. Just over 35 4 000 jobs were created during this period . Similar to The iKapa Growth and Development Strategy (GDS) the road projects, upgrades to the Cape Town Station recognised the 2010 FWC tournament as a major amongst others were not specifically for the 2010 economic growth opportunity. As mentioned FWC; resources were availed to accelerate previously, 2010 FWC-related projects were aligned developments which had been scheduled to take to the overall project objectives identified in the place anyway. A distinct connection has been made Strategic Plan of 2006. These objectives were between the Station as a transport hub and other centred on delivering a world-class event, whilst modes of transport specifically pedestrian walkways ensuring a positive development legacy, with and bicycle lanes to the rest of the City. During the increased investment, job creation, socio-economic 2010 FWC over 500 000 visitors and locals accessed development, improved infrastructure and social the Fan Walk in this way. Since the tournament the cohesion37. Stemming from the iKapa GDS, the 2006 Fan Walk has been reactivated on major event days Strategic Plan was geared at maximising economic at the Cape Town Stadium. opportunities in areas such as skills development and 31 training, construction projects such as stadia and Further improvements to public transport networks in transport infrastructure, creating opportunities for the City included the MyCiTi Bus services which new and existing SMME's, promoting trade and started operating just before the 2010 FWC. The investment whilst creating exposure for sectors such service consists of an inner city loop, CTIA to City as tourism and hospitality, wine, craft, broadcasting shuttle and stadium shuttle services on event days. and film and media, to name a few. Local This forms part of the overall public transport service development was an integral part of the 2006 vision for Cape Town and the tournament gave both strategy. Much of the criticism of FIFA and its role; locals and visitors an opportunity to experience these centred on the control of informal trade, rights improved services. During the 2010 FWC period, protection and limited opportunities for small MyCiTi buses transported over 12 000 passengers business. The approach taken by the Host City of between the CTIA and the Civic Centre, over 135 000 Cape Town and the Province was to maximise the passengers to and from Hertzog Boulevard Station use of local human resources and materials. and the Cape Town Stadium on the eight match days Examples range from the procurement of equipment and over 13 000 people on the inner city loop. As part for the FanJols, business opportunities for SMMEs of the first phase of the permanent MyCiTi service, such as those in the FanJols, along the Fan Walk and several permanent routes will make their way around in the FIFA Fan Fest, to the use of local artists in all Cape Town, starting with a trunk route on the R27 entertainment and décor. early in 2011. The MyCiTi/IRT service will eventually be extended across the city, with the full range of 2.4.1 Skills Development inner city feeders launched in the last quarter of 2011. As part of the programme spearheaded by the Special shuttle services between the city centre and national Department of Tourism, just over 1 900

34 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. 2. Economic Legacy

delegates attended the Disney Customer Service Digital Bootcamp Training courses were conducted to Excellence Training. Coordinated by the Department improve the skills of young persons with basic skills of Economic Development and Tourism (DEDAT), and know-how for working on location sets. This workshops hosted in Cape Town, Winelands and training created opportunities for them to be Eden were aimed at building customer service employed by production agencies during the 2010 capacity amongst tourism and hospitality frontline FWC. Foreign agencies preferred working with local staff, including tour guides, accommodation people as they were familiar with the destination. In establishment owners, meter taxi drivers, ACSA and the Eden District opportunities arose for Satellite and Metrorail personnel. The SA Host training was Electronic News Gathering (SENG) crew support at focused on developing delegates working at 2010 the media centres in George and Knysna. Some FWC-related events such as FanJols, Team Base twenty Previously Disadvantaged Individuals (PDIs) Camps, airports, media centres, etc. to become good were trained during this programme40. hosts to visitors, both national and international. Delegates were trained in Cape Town, George and Wines of South Africa (WOSA) trained 1 300 young, Mossel Bay. The SA Host training is a long-term largely unemployed, people to become sommeliers project of the DEDAT and further resources will be under the 'Fundi' programme which has been allocated to ensure on-going capacity building. extremely positive in terms of international media Furthermore, the Cape Craft and Design Institute coverage and relationships with government41. The (CCDI) hosted business readiness workshops for new sommeliers were able to find temporary 32 crafters which focused on assisting craft producers in employment during the 2010 FWC and, as a result of preparing to engage with the market and prepare for their skill and some experience; they have found the event38. employment in hospitality42. Wine waiter training to support the local hospitality industry took place until The volunteer programme resulted in positive the end of 2010. In addition, the finals of the experiences for formerly unemployed people. Two Sommelier World Cup, involving 12 nations from hundred and fifty volunteers were trained and Europe, North America and Korea were held in Paarl deployed in Districts (Team Base Camps, Media, on 16th October 2010. The competition was won by Tourism and Information Centres and in the five Christopher Bates from the USA. The Sommelier FanJols). These volunteers were offered the same World Cup is targeted at a highly influential group of training as the FIFA and CoCT volunteers and the people who serve as the gateway to diners for South seamless coordination and management of the African wines in the world's top restaurants and recruitment and training processes resulted in their hotels. high motivation and enthusiasm. Ninety-five percent of the volunteers were retained throughout the 2.4.2 SMME Opportunities tournament. The legacy for local government is that Engagement with Small Medium and Micro they now have a database of trained volunteers to Enterprises (SMMEs) was focused on creating a assist with future events and the young people have platform for exposure in addition to improving and gained experience and confidence to aid them in job increasing preparedness in local economic seeking39. opportunities associated with the 2010 FWC. Tools

38 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]. 39 Platzky, L. 2010a. Draft chapter: “Reflecting on the 2010 FIFA World Cup™ strategic plan for Cape Town and the Western Cape Province” [unpublished]. 40 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]. 42 Platzky, L. 2010a. Draft chapter: “Reflecting on the 2010 FIFA World Cup™ strategic plan for Cape Town and the Western Cape Province” [unpublished]. such as the RED Door 2010 FWC Handbook were had they been able to link their business with national developed to provide information to entrepreneurs and international markets to enhance links for about doing business in the 2010 FWC context. Small sustainability. It was hoped that the result of the study Business Week was used as an opportunity to would show that the tournament had created strengthen the Western Cape and Cape Town as a opportunities to improve the future prospects of 'home for great events' on an international, national SMMEs in the Western Cape. The study was carried and local level through marketing. Efforts were also out between September and December 2010 with placed on raising awareness on 2010 FWC business SMMEs in Hermanus, Caledon, Bredasdorp, opportunities and furthermore using the event to Oudtshoorn, Calitzdorp, Worcester and Vredenburg. promote the Province for trade, investment and The choice of these towns was deliberate to assess tourism43. the impact on some outlying areas of the Western Cape thus supplementing the impact study The RED Door Centres were utilised as information conducted by the DEDAT45. spaces and for sharing opportunities such as how to start a business and accessing financial and non- 2.4.3 Sector Profiling and Promotion financial support. Staff throughout the Province The CCDI researched the potential fan market two received training focused on 'Linking the 2010 FWC years before the event and then engaged with their and Local Economic Development (LED)' which network of approximately 1 528 crafters to inform equipped them to address 2010-related queries. The them on FIFA rights protection, as well as fan RED Trading Spaces Initiative was aimed at preferences. The result was that local crafters 33 identifying economic opportunities relative to the created unique and attractive handmade products 2010 FWC. Support was granted to municipalities such as beaded replicas of stadia, vuvuzelas made within towns where the Team Base Camps, training from kelp which had been collected on local beaches, venues, FanJols, 2010-linked festivals and public beautifully decorated accessories and sold even in events were located. Even beyond the Host City the FIFA controlled Fan Fest on the Grand Parade, as every effort was placed on sourcing local service a result of successful negotiations with FIFA. Such suppliers, vendors and volunteers to work at the initiatives were not only important for sales during the provincial FanJols. The main intention was to ensure tournament but assisted crafters to become more that economic opportunities arising from these competitive in the long run46. Along the Fan Walk events were successfully harnessed to ensure that crafters were accommodated in colourful kiosks to local entrepreneurs and businesses could capitalise sell their wares and contributed to the overall on space for trade44. excitement of the Fan Walk which evolved into an attraction in itself. At the Fan Walk 16 producers The 2010 Unit DotP commissioned an SMME Study traded over the eight Cape Town match days with 261 of the impact of the 2010 FWC on SMME's producers trading at the Fan Fest for the entire particularly in the FanJol towns. This study's main tournament. Craft sales amounted to R587 460 (Fan objective was to assess whether SMMEs in the Fest and Fan Walk). A Cape Creative Exhibition was Western Cape had benefited from the tournament; staged in Green Point which saw 82 crafters

43 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]. 44 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]. 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 Platzky, L. 2010a. Draft chapter: “Reflecting on the 2010 FIFA World Cup™ strategic plan for Cape Town and the Western Cape Province” [unpublished]. 2. Economic Legacy

showcasing their work and another six sculptors47 had abroad. According to WOSA for the most part there their work placed throughout the city resulting in has been a marked increase in sales volumes increased exposure and opportunities for repeated amongst those countries with a high level of interest business. in soccer. For the six months to the end of June 2010, the volumes of packaged wines exported to Germany The hosting of international broadcasters provided rose by an impressive 50%. To the USA, which the ideal opportunity to reposition and re-focus interestingly bought more tickets to attend the games destination marketing for film with international media than any other foreign country, exports increased and broadcasters. The Cape Film Commission (CFC) 32% for the period. Canada, Finland and Belgium all utilised the presence of international media and showed double-digit volume growth. So did the broadcasters to facilitate a makeover and new image Republic of Ireland. Other exciting developments for the Western Cape as a film industry destination. In have been a 33% growth in wine exports to Japan, addition, the CFC also contributed to positive content and a more than doubling of sales to both the United development for the media, whilst engaging with and Arab Emirates and China, albeit off a smaller base. hosting them. Events, such as the World Even to competitor countries such as France, New Broadcasters' Meeting, leading up to the tournament Zealand and Australia, sales were up. The impact of were used as a platform. Lead content was provided the tournament had not only been confined to sales for several broadcasters such as O Globo TV, BBC abroad. Some producers had reported excellent News, BBC Radio, BBC World, TF1, SABC, ENews, domestic sales too with some wholesalers reporting 34 Eyewitness News etc., and approximately 30-40 live double-digit growth in sales directed to the local feeds out of the Western Cape across the globe were hospitality sector, when compared with the same aired by international broadcasters on a daily basis. period a year ago. This was at a time when the Several briefings and industry facility tours were industry worldwide had seen a significant fall-off in hosted for broadcasters and input was also given into sales through licensed establishments. The content development protocols. Various services tournament had brought many intangible benefits, such as equipment, catering, technical support and such as the raised visibility for South Africa and its services as well as location services were provided to wines and the likely increase in tourism to the Cape broadcasters. The BBC declared their studio on the that would in all probability translate into future growth roof of Somerset Hospital as the best ever at an in wine exports (which, importantly contributes to jobs international event and was visited by VIPs including in rural areas). MEC Alan Winde and 2010 CEO, Danny Jordaan. The Western Cape now also has a location and Improved and environmentally friendly driving m e d i a d a t a b a s e w h i c h i s a v a i l a b l e a t methods were promoted through eco-efficient driving www.locationscapetown.com, which provides lessons offered to 20 metered taxi drivers and assistance to film houses in selecting the ideal officials from the Metered Taxi Association. This locations for filming; the website has already been course has been presented to the national extensively used as a reference point for Department of Transport to be considered as a broadcasters48. module of the compulsory professional driver unit standard49. The Dutch Consulate General in Cape The South African wine industry received a boost with Town sponsored and launched three orange cycle an increase in wine sales both in South Africa and cabs in Cape Town in January 2010. Cycle Cabs is a

47 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]. 48 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]. 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 the potential for increased visitor numbers and empowerment of cycle cab riders. Training is experiences beyond the City over the long-run51. provided to the riders, covering bicycle taxi operating, Cape Town Tourism site guiding, learner driver Concerted efforts went into profiling Cape Town and licenses, bicycle maintenance and general cycling the Western Cape as a desirable destination to skills50. deepen existing markets and access new ones. Cape Town Tourism (CTT) and Cape Town Routes Socially uplifting and environmentally friendly Unlimited (CTRU) were at the forefront of tourism projects such as K.E.L.P. (Kelp Environmental promotion for the City and the Province and ran Learning Project) were supported with the purchase numerous proactive campaigns engaging with of numerous kelp vuvuzelas. These beautifully visitors and media using both traditional and the latest decorated pieces were handed to visiting teams and technological trends. Immediately after the used as corporate gifts for both local and international tournament CTT published the findings of their visitors. Wine bags produced by Khayelitsha women weekly tourism industry surveys which were were used at countdown events such as the Final conducted during the tournament and were aimed at Draw as well as at international conferences such as assessing the 2010 FWC visitor footprint, the World Broadcasters' Meeting in December 2009 behaviours, choices and trends from week to week and the Broadcasters' Meeting in March 2010. and simultaneously to gauge industry attitudes Recruited through Township Patterns, these women towards the tournament. Cape Town Routes were offered a learning and skills improvement Unlimited also conducted a 2010 Visitor Tracking 35 opportunity through the manufacturing of the wine Survey which focused on source markets, tourist bags. spend, accommodation, regions visited, attractions and so forth. Both reports are attached as Addendum 2.4.4 Tourism, Trade and Investment 252. A short, medium and long-term view of the 2010 FWC as a platform for marketing the City and Province for Cape Town Routes Unlimited introduced its 2010 economic growth and job creation was the focus of FWC marketing campaign at the Tourism Indaba, tourism, trade and investment promotion. Practical which showcased six themed itineraries for football and direct examples of this marketing included the travellers. Beyond the 90 Minutes (B90M), a 2010 promotion of the Western Cape for Base Camps for tourism marketing campaign driven by CTRU was the visiting teams. International marketing of Team devised to inspire 2010 travellers to experience the Base Camp opportunities began in 2008 when the destination's abundant, beautiful and diverse tourism first publication was launched at the Euro Cup in offerings before, between and after football matches. Vienna. Since then, a second edition was produced It also sought to motivate non-football visitors and and it is still being used in football and tourism circles locals to join in the 2010 vibe and to explore as much as a reference document for teams looking for warm of the city and province's tourism offerings. The training sites during the European winter. The three campaign's most impactful component was its teams which eventually located themselves in the documentary-style short videos featuring 40 fan Eden District of the Western Cape – in Knysna ambassadors from 18 countries and speaking a total (France, Denmark) and in George (Japan) brought a of 12 languages, taking road trips across the number of benefits, including the upgrade of training province. These fun road trips were captured and facilities as community and sport legacy, as well as posted on CTRU's YouTube channel. In another

50 2010 FWC benefits fact sheet. March 2010 [unpublished]. 51 Platzky, L. 2010a. Draft chapter: “Reflecting on the 2010 FIFA World Cup™ strategic plan for Cape Town and the Western Cape Province” [unpublished]. 52 Cape Town Routes Unlimited. 2010. 2010 FIFA world cup™ statistics – Cape Town & Western Cape [unpublished]. 2. Economic Legacy

innovative development, authentic local destination times. Estimated Media Value: R 9, 500, 000, storytellers were selected from across the province, o For the Hostival Partnership, CTRU in to bring the destination to life by telling their stories via conjunction with AAA Shuttle & Tours also various media platforms, events and public platforms. provided the party travel desks at the Hostival site in Cape Town for the 2010 FWC. CTRU was also involved in the following 2010 related Estimated Media Value: R 3, 500, 000, activities: ?Production and dissemination of a 2010 ?Reproduction of the B90M tourist map in six newsletter aimed at informing community different languages; with translations for members, tourism product owners and the electronic versions in six FIFA languages (six general industry about the latest 2010 foreign languages are also available on the developments, website), ?2010 marketing material containing key football ?Production of a B90M Route planner and a 2010 messages were distributed at domestic and Media voucher booklet, international marketing platforms, ?2010 Media Centres (V&A Waterfront World ?Tourism Gateway Centres which serve as Media and Legacy Centre, Cape Town Stadium distribution channels for tourism information in and the City Hall) as well as 2010 Information general, but which during the World Cup provided kiosks (CTIA, Cape Town Stadium and the City 2010 information, including official programmes Hall), and rosters and maps to stadiums, and about the 36 ?Building a relationship with CCTV5 China Sports availability of accommodation. Touch screens at Channel on which the B90M itinerary was aired these Gateway Centres also relayed 2010- as well as B90M storytellers and fan related information, and ambassadors, ?CTRU's Website hosted YOUTUBE video clips ?Webisodes, which were completed in six and live streaming of a collection of film footage languages and distributed to various media from towns and regions. The Facebook and channels, including SAA's In-flight viewing on Twitter groups that were launched have been domestic and international flights, showing consistent growth in membership. ?Joint Marketing Agreements (JMA's) with Brazil Tourism, CWDM and Riebeek Cellars Ltd on Media exposure was particularly important with more Casa “Little Brazil”. This included “home from than 400 members of the media visiting the Southern home” activation at Sea Point Civic Centre during Cape (Eden District). Japanese TV channels sent World Cup matches and an initiative to promote hundreds of staff to cover their team's progress. The the province's regions to Brazil tourists. The Japanese, French and Danish media were exposed combined estimated media value was to the beauties of the Eden District. One outcome is R 22, 000,000, sure to be Japanese golfers visiting the many golf ?JMA's were also entered into for the Budhouse estates over the next decade53. Joint Venture and Hostival Partnership (mobile hostels), for which CTRU was the host Cape Town and the Western Cape were shown on TV destination partner: screens all over the world, viewed by billions. The o For Budhouse destination footage was aired strategy was to introduce the Western Cape to new during the reality-based TV series and the markets abroad. Countries as diverse as Chile, 2010 Diski Clip was viewed over 900 000 Mexico, South Korea, Slovenia and Algeria are

53 Platzky, L. 2010a. Draft chapter: “Reflecting on the 2010 FIFA World Cup™ strategic plan for Cape Town and the Western Cape Province” [unpublished]. relatively untouched markets for South Africa and the Tourism safety and support plays a significant role in 2010 FWC offered the opportunity to showcase the growth and sustainability of a destination, tourism, exports and investment prospects as they specifically in how the destination is perceived; they were participants in the FWC. Furthermore, remain key focus areas during normal operations. A established markets such as Germany and the UK Travellers' Tips Safety booklet was developed and viewed a fresh perspective on South Africa's translated into German, French, Portuguese and capabilities. The single most important visual Spanish. Forty thousand hand-outs were distributed contribution to profiling beauty and excellence was at the Tourism Gateways, CTT, CTIA, along the Eden the location of the BBC studios on the roof of District and at major tourism attractions to create Somerset Hospital, overlooking the Cape Town awareness of safety and how to report crime. A TSS Stadium, with spectacular views of Table Mountain, 2010 FWC Report has been attached as Addendum the V&A Waterfront and Robben Island54. 3.

The tournament also provided an opportunity for the The Liquor Board processed 15 special licences in Western Cape to enhance existing programmes such and around the Cape Town Stadium, the FIFA Fan as the Tourism Safety and Support Programme (TSS) Fest and various FanJols throughout the Province. A and the Liquor Board Regulations. Established a total revenue of R105 000 was collected. Regular decade ago the TSS aims to provide support to inspections were carried out to ensure compliance tourists who become victims of crime. The TSS with liquor licence regulations55. ensured efficient and effective liaison with primary 37 response teams (ProvJOC, SAPS, Emergency As a flourishing business destination, the Western Medical Services), and logistical support structures Cape has over the last couple of years managed to ( e . g . E m b a s s i e s / C o n s u l a t e s , r e l a t i v e s , secure high profile events and business to the accommodation establishments). Seventy-three Province which says much about the competence incidents were reported during the tournament, 59 and potential of its people. We offer more than minor and 14 major e.g. a young US tourist who fell to business with our breath taking attractions, improved his death on Table Mountain. The DEDAT infrastructure and accessibility, not forgetting our collaborated with the Southern Africa Tourism friendly people. Building on this, corporate fans were Services Association's (SATSA) Tourism Safety afforded creative spaces for doing business and Initiative and SAPS to improve information for networking during the 2010 FWC. Connect'd Cape reporting. In addition to the existing capacity, a further Town, a 'virtual business network', enabled local and two TSS representatives were employed for the international business people to connect with each months of May, June and July to assist with increased other and do business. Events such as the 2010 FWC dedicated capacity, visibility and responsiveness. and future events will be used to build this virtual The regional representatives monitored the Cape network to enhance business relationships. At the Metropole (with the closer Winelands, West Coast Cape Town International Convention Centre (CTICC) and Overberg regions included) and Southern Cape a physical space was made available during the regions. They worked closely with the Department of tournament and in the future will continue to act as a Community Safety on safety issues and were kept networking hub for business people coming to Cape abreast on 2010 preparation requirements, by the Town for events. This multi-stakeholder collaboration 2010 Unit DotP. between Accelerate Cape Town and Wesgro aims to bring stakeholders together in Cape Town to develop

54 Platzky, L. 2010a. Draft chapter: “Reflecting on the 2010 FIFA World Cup™ strategic plan for Cape Town and the Western Cape Province” [unpublished]. 55 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]. 2. Economic Legacy

and implement a long-term vision for sustainable and With perfect warm summer weather and Table inclusive economic growth. They hosted Business Mountain towering in the background, the festival Breakfasts to promote trade and investment during was Cape Town's showcase chance. Up to 18 000 the tournament. Major business owners were invited were expected at the Long Street Festival, but nearly through networks from the Cape Town Regional double that number had descended on the cordoned- Chamber of Commerce and Industry, Wesgro, off area by the time the Final Draw kicked-off resulting Accelerate Cape Town and international Embassies in officials having to restrict access. Surrounding and Consulates in the City. A conscious decision was streets were also soon filled and had to be closed off. made not to buy match tickets for VIPs; instead these The party continued long into the night, with over a breakfasts were an opportunity to invite VIPs as guest quarter of a million people in the streets of central speakers. However initial planning proved Cape Town over the night, giving Capetonians a taste challenging as it was difficult to predict which VIPs of what to expect at the Fan Fest on the Grand Parade would be in town, particularly in the later rounds of the in 2010. tournament. The City was able to use the event to test its safety In 2009 events such as the World Economic Forum and security systems ahead of the tournament and and the Final Draw and Soiree were hosted in Cape showcase to an international audience how Cape Town and strengthened the important view that we Town would cope with large numbers of spectators in were ready to host the world in 2010. The televised the city centre, and ensure a safe street revellers' 38 success of the Final Draw in Cape Town on 4th experience. Fans in Long Street were glued to the big December 2009 further enhanced readiness screens watching numerous celebrities and messages. Thousands of VIPs descended on the dignitaries arriving on the red carpet outside the City to attend the Draw in which the eight groups for CTICC56. The world watched both the FIFA spectacle the 2010 FWC were decided. The CEO of the 2010 at the CTICC and the people of Cape Town partying FWC OC Danny Jordaan, mentioned that the the warm December summer night away – in safety. success of the Final Draw proved that South Africa could deliver on the promise of hosting a world-class 2.4.5 Media Engagement event. He went on further saying “We promised the Media experience was very positive during the country a spectacular and world-class event and we tournament, with many reports of how journalists delivered on that promise. It was a great celebration were personally surprised and delighted with the level of Africa which triggered a wave of passion and of sophistication and professionalism, not to mention support on the streets of Cape Town, across South the friendliness of South Africans and the natural Africa and around the world.” Cape Town also beauty, which helped turn the negative image of the showed the world just why it was dubbed the 'party country (and continent) around. The shift in the media capital' of the 2010 FWC. Thousands of revellers from negative to positive is critically important for descended on Long Street to watch the Final Draw on longer-term confidence and legacy. Africa was no five giant screens. Fans carrying flags and blowing longer a 'single story' of disasters, dictatorships and vuvuzelas gathered in Long Street from early conflict57. The shift focused on the soccer event as afternoon, and were entertained by numerous live well as on other aspects of South Africa, with acts, and even the visiting Miss World contestants. numerous journalists visiting Cape Town and the FIFA President Sepp Blatter officially launched the Western Cape from countries such as Brazil, global FIFA Fan Fest programme earlier that day. 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]. 57 Platzky, L. 2010a. Draft chapter: “Reflecting on the 2010 FIFA World Cup™ strategic plan for Cape Town and the Western Cape Province” [unpublished]. tournament. Media requests and enquires were also story ideas. The partners worked long hours in shifts received from countries who were not drawn to play in at the information desks at the media centres at Cape Cape Town. The 2010 Unit DotP's media monitoring Town Stadium, the Cape Town City Hall and in research study (January 2008-October 2010) George and Knysna, as well as maintaining a working analysed trends within national and local newspapers relationship with private sector media centres such as and identified contributing factors to the positive the V&A Waterfront World Media and Legacy Centre. change in media coverage from before, during and Local and international students were afforded an immediately after the tournament. opportunity to work at the Cape Gateway information kiosk. Media response was excellent, with many Part of the transversal strategy was to form a members vowing to return to the country to explore common platform for public sector agencies and further (with family and friends as well). All this entities to interact and to share information to improve background work over the years assisted in turning communication with local and foreign media. The the image of (South) Africa around58. Another importance of single messaging was recognised from outcome is the ability to assist Brazil with the negative an early stage, so Cape Media Services (CMS) was stories already being published and broadcasted on formed in September 2008 and met regularly until the their readiness and crime statistics in the lead-up to end of the tournament. Because member the 2014 FWC. organisations found it a useful network, CMS will continue to meet on a quarterly basis or as the need Beyond the City, the Eden Media Centres were well arises. CMS comprises the CoCT, PGWC, Cape utilised by visiting journalists with over 300 media 39 Town Partnership, CTRU, CTT, CFC, CTICC, Cape using the facilities (100 Japanese, 200 French, 40 Town Stadium, CCDI, South Africa National Parks Danish) some of whom also travelled to Cape Town and Wesgro. and visited the media centre at the Stadium. At the team arrivals in George, over 100 media were Initially the CMS set out to offer international media present and were even granted tarmac access. With assistance in sourcing local staff, film equipment and three Team Base Camps in Eden, it was critical for studio space. In line with the 2006 Strategic Plan, as stakeholders to maintain a solid working relationship much local talent, equipment and experience from and the CMS worked well as a platform to foster the local film industry was utilised as possible, rather transversal and intergovernmental relations. than international media simply importing all their requirements and leaving when the tournament was During the time leading up to, during and immediately over. Over the two years CMS and the CFC after the tournament nine international media succeeded in raising awareness of local capability as newsletters were produced, accompanied by five mentioned previously. Through providing information themed press conferences hosted during the to international media, CMS partners cooperated to tournament. At one of these conferences the results spread the good news about Cape Town and the of the 'exit poll' conducted at the CTIA aimed at Western Cape, for tourism, trade and long-term measuring perception and experience of the 2010 investment opportunities, both while media were FWC was released. Fifty visitors were interviewed present in the region, as well as giving them ideas for from 13 different countries. The results indicated that future stories. A comprehensive Host City Media 98% of respondents would return to South Africa with Guide, covering the Province, was produced and is their overall experience rated as 9.06 on a scale from still used as it provides contact details and useful 1-10, of which 10 was the highest. The perception of

58 Platzky, L. 2010a. Draft chapter: “Reflecting on the 2010 FIFA World Cup™ strategic plan for Cape Town and the Western Cape Province” [unpublished]. 2. Economic Legacy

the destination was much more positive than upon Athlone and Philippi Stadia upgrades, with world- arrival with 46% indicating that they viewed the class pitches, a widespread soccer culture and sport destination as more positive than expected and 50% development will serve Cape Town's historically as much more positive than they had expected. disadvantaged communities for decades to come. Public sector collaboration, in order to deliver Themed media tours were offered to all media excellence on time and within budget, was a major ranging from a Cape Town Cuisine Experience with learning experience which can be translated into Coffeebeans Routes, Apartheid, Reconciliation and poverty eradication and development60. Township Visits, Community Craft, Music and Dance and the Best of the Cape with Green Cabs. All We are now also better positioned for economic experiences made use of local SMMEs and provided growth to attract more events, business tourism, media an opportunity to experience Cape Town international sport tourism opportunities; our beyond the borders. These proactive media improved infrastructure for exports and investment is engagements showed that media accommodation beneficial to growing the economy and creating more goes well beyond information provision. Personal jobs. In the international community there is now interaction contributes to personal relationships, greater awareness of our business opportunities, which can then be sustained even after the technology, skills and products which is beneficial to tournament, inviting media to return again and again long-term trade and investment. Through exposure to to South Africa. an event of this magnitude, improved tourism 40 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 2.5 Conclusion positioned as a place for business and leisure - displayed through our innovation, skills and spirit - From Cape Town's brand new multi-functional forming critical ingredients for economic growth and international stadium, to improved infrastructure for improved quality of life. 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 and made the country proud59.

59 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]. 60 Platzky, L. 2010a. Draft chapter: “Reflecting on the 2010 FIFA World Cup™ strategic plan for Cape Town and the Western Cape Province” [unpublished]. 3. Environmental Legacy

41 3. Environmental Legacy

3.1 Overview (SAPIA), British High Commission, Department of Environment, Food and Rural Affairs (DEFRA), Primary Objectives: Sustainable Energy Africa, and various other ?Maximise public benefit and lasting legacy representatives from the private sector, civil society, t h r o u g h a t t e n t i o n t o e n v i r o n m e n t a l environmental experts and NGOs. consequences ?Raising environmental awareness through the event 3.2 Introduction ?Geographic spread of environmental responsibility and hosting 'green events' beyond Mega-sport events such as the 2010 FWC have the City to the rest of the Western Cape potential for major environmental impacts. 'Event greening' is the process whereby events are Highlights: organised in such a manner that they support ?Learned from German 2006 FWC – Green Goal sustainable development objectives. Deliberate legacy carried over to South Africa management interventions can be introduced to ?FIFA invested less in environmental agenda for reduce the use of scarce resources and improve the the 2010 FWC than for the 2006 FWC where they environment. As the international recognition of the had signed commitments with the German importance of environmental sustainability is Government 42 increasing, greening of major international events, ?Improved lifestyle and environmentally conscious such as the Olympic Games and the FWC has gained interventions at key sights and structures such as momentum61. For the first time in the history of world stadia, dual-bins in the streets, solar water football environmental considerations (the Green heaters, etc. Goal initiative) were placed on the agenda62 at the ?Increased public awareness of the environment 2006 FWC held in Germany. The 2010 FWC and efforts of protecting and conserving it embarked on a similar major event greening ?GreenStaySA and Responsible Conduct Code programme, which has its roots in the successful ?Effective waste removal and separation systems greening of the Olympic Games (Sydney 2000, Torino ?Skills improvement 2006 and Beijing 2008, and preparations for ?Green Goal pavilion at FIFA Fan Fest drew Vancouver 2010 and London 2012), the approximately 15 000 people Commonwealth Games (Melbourne 2006) and the ?Green Goal principles incorporated into delivery World Summit on Sustainable Development (WSSD - of FanJols 63 ?Excellent strategic planning and analytical Johannesburg 2002) . The Host City Agreement reporting with assistance of partners between FIFA, the OC and the City, signed in March 2006 included the following commitment to Key Stakeholders: The Department of environmental protection “The Host City undertakes Environmental Affairs and Development Planning to carry out its obligations and activities under this (DEADP), CoCT, 2010 FWC Organising Committee Agreement in a manner which embraces the concept (OC), National Department of Environmental Affairs of sustainable development that complies with (DEA), Konrad Adenauer Stiftung (KAS), the Danish applicable environmental legislation and serves to International Development Agency (DANIDA), promote the protection of the environment. In SAPPI, South African Petroleum Industry Association 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. 63 City of Cape Town. 2009. 2010 FIFA World cup™ host city Cape Town green goal progress report. Cape Town: CoCT, September. 3. Environmental Legacy

shall include concerns for post-competition use of through a series of workshops which is further stadia and other facilities and infrastructure64.” explained below. From as early as May 2006 Green Goal objectives were incorporated into the brief for To give effect to the Agreement, the CoCT and PGWC the design of the Stadium in Green Point67. joint 2010 FWC Strategic and Business Plans included an Environmental Legacy component which The main objectives for the Green Goal 2010 was led by the Environmental Workstream. A list of Programme were to: high level themes and outcomes were identified that ?Mitigate negative environmental impacts, directed the greening of the event. The Business Plan ?Mainstream sustainability considerations in also linked the 2010 FWC event greening programme preparation for the 2010 FWC, with the CoCT's Integrated Metropolitan ?Position South Africa/Western Cape/Cape Town Environmental Policy (IMEP) 6 5 , Integrated as responsible hosts of the tournament, and Development Plan (IDP), PGWC iKapa GDS, ?Leave a positive environmental legacy. National Strategy for Sustainable Development, WSSD Johannesburg Plan of Implementation and In addition, the following secondary objectives were the United Nations Environment Programme's developed, to: (UNEP) Urban Environmental Accords to which the ?Consume scarce resources sparingly, CoCT is a signatory66. ?Minimise waste, ?Raise environmental awareness, Without much support from FIFA, the Host Cities ?Mitigate the event's carbon footprint, 43 worked in partnership with the national Department of ?Practice responsible tourism, and Environmental Affairs (DEA) and the OC to ?Construct infrastructure with future generations in implement Green Goal 2010. The OC established an mind. Environmental Forum, a sub-structure of the OC's Legacy Committee, to plan, co-ordinate and monitor Mr Gottlieb Arendse and Mr Goosain Isaacs from the national Greening 2010 activities. The Environmental Department of Environmental Affairs and Forum functioned as a steering committee where Development Planning (DEADP) represented the national Greening 2010 activities were planned, co- PGWC in establishing the Action Plan and on the ordinated and monitored. It was co-ordinated and Environmental Workstream. They worked closely chaired by the OC representative, with support from with Mr Stephen Granger (CoCT) and the 2010 FWC DEA. The Environmental Forum brought together Green Goal Manager Cape Town, Ms Lorraine representatives from the OC, DEA, national and Gerrans in implementing the Green Goal 2010 provincial government departments, the Department Programme. Key to the success of the programme of Water Affairs, the nine host cities, and resource through their support, which included financial agencies such as the IUCN, UNEP, UNDP, and Indalo support, were the Green Goal contributors, such as Yethu (a joint initiative of DEA and the Wildlife and KAS, the Danish International Development Agency Environment Society of South Africa (WESSA)) to (DANIDA), SAPPI, the South African Petroleum promote environmental awareness and activism Industry Association (SAPIA), the British High amongst South African communities, the business Commission and its funding agency Department of sector and government. The Host City of Cape Town Environment, Food and Rural Affairs (DEFRA). served on this forum and established an Action Plan Additional role-players, such as Sustainable Energy (sponsored by Konrad Adenauer Stiftung – KAS) Africa (SEA), a key facilitator in the Green Goal

64 City of Cape Town. 2009. 2010 FIFA World cup™ host city Cape Town green goal progress report. Cape Town: CoCT, September. 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. 3. Environmental Legacy

Workshop series and various other representatives to less-advantaged groups, from the private sector, civil society, environmental ?Level of completion: projects that were either experts and NGOs added to the success of the Green scoped or already under way, Goal Programme. As mentioned previously, support ?Visibility: projects that were visible and able to was also provided to the OC and the DEA through the capture the imagination of residents and visitors, coordinating role of the Environmental Forum. ?Duration of project and financial feasibility: projects that could be undertaken and completed The successful implementation of Green Goal within the available time and budget parameters, required an integrated, consultative approach and involving a number of stakeholders from DEA and the ?Impact on global warming: the implementation of OC, the CoCT, PGWC and several municipalities, carbon mitigation projects that reduce energy NGO's, business and civil society68. Between August consumption and carbon emissions. 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, 3.3 Key Projects business, media, the OC, international experts and civil society. The primary objective of the workshop A final list of 41 projects under nine themes was series was to inform and guide the compilation of the identified for inclusion in the 2010 FWC Host City 44 2010 FWC Host City Cape Town Green Goal Action Cape Town Green Goal Action Plan. The projects Plan, and to select a range of projects that would form were implemented through a range of different the basis on the City's greening effort. The workshop channels. Some projects were existing government themes were selected as follows69: programmes that were expanded or fast-tracked due

Workshop 1: Green Goal principles and priorities 24 August 2007 Workshop 2: Green building, the Stadium, biodiversity and landscaping 10 September 2007 Workshop 3: Responsible Tourism 5 November 2007 Discussion forum 1: Carbon offsetting for 2010 12 December 2007 Workshop 4: Integrated waste management 13 February 2008 Discussion forum 2: The urban park on Green Point Common 18 February 2008 Workshop 5: Painting the town green: Using Green Goal 2010 to persuade residents, 11 March 2008 visitors and the FIFA family to adopt greener lifestyles

Table 3: Green Goal 2010 Workshop Themes

One of the challenges facing the Green Goal 2010 to the World Cup, others were new projects specially team was narrowing down the list of potential project designed for the World Cup with dedicated budgets. ideas submitted at the workshops. The following There were a number of projects undertaken through criteria were used to select the Green Goal 2010 partnerships with donors, business, NGOs, civil 70 projects: society and other stakeholders . The nine themes ?Potential to provide long-term benefits to were: residents of the city and the province, in particular

68 Provincial Government of the Western Cape. 2011a. Capeability 2010 FIFA World Cup™ stories and successes from the Western Cape. Cape Town: PGWC. 69 City of Cape Town. 2009. 2010 FIFA World cup™ host city Cape Town green goal progress report. Cape Town: CoCT, September. 70 Provincial Government of the Western Cape. 2011a. Capeability 2010 FIFA World Cup™ stories and successes from the Western Cape. Cape Town: PGWC. 1. Energy and climate change 3.3.1 Energy and climate change Minimise the carbon footprint of the 2010 event Energy and climate change efforts were focused on 2. Water conservation minimising the carbon footprint of the event. Projects Minimise the use of potable water, and promote included determining the carbon footprint of the conservation of water resources event, identifying and implementing carbon 3. Integrated waste management mitigation projects in Cape Town and the rest of the Avoid, reduce, re-use and recycle waste Province and installing energy efficient technologies 4. Transport, mobility and access in stadia, training venues, and at the FIFA Fan Fest Promote energy-efficient and universally and other FanJols. accessible mobility and minimise air pollution 5. Landscaping and biodiversity As a host city, Cape Town's carbon footprint was Promote indigenous landscaping and enhance estimated at 180 000 tonnes of Carbon Dioxide biodiversity equivalents which was very expensive to off-set 6. Green building and sustainable lifestyles (between $6 and $12 per tonne). An approach was Promote environmental awareness, sustainable taken to host 'low carbon games' with a focus on lifestyles and environmentally efficient building mitigation. Monitoring and reporting was done by practices using an integrated event monitoring tool. Awareness 7. Responsible tourism of the carbon footprint was created and possible Promote responsible tourism for 2010 and reduction measures were communicated. It was beyond found that carbon mitigation was more practical than 45 8. Green Goal Communication trying to off-set the carbon footprint due to the longer Communicate the message of Green Goal to lead time needed in establishing carbon off-set residents and visitors projects. Given the Host City's huge carbon footprint, 9. Monitoring, measurement and reporting the carbon mitigation interventions amounted to only Monitor, measure and report on progress with the 1% being mitigated of the total carbon footprint. implementation of Green Goal Despite numerous attempts, FIFA did not urge participating teams or fans, or their own officials to The Programme achieved many notable successes. mitigate the huge carbon footprint of South Africa as a Of the 41 projects described in the Action Plan, by the long haul destination. It often proved difficult to lobby end of 2010, 33 had been completed (80%), five were with some of the key role-players and related underway, two still to commence and one was stakeholders such as the OC, DEA, FIFA, UNEP and partially implemented. Six additional projects were the FWC participating countries that attended the implemented, including five carbon mitigation 2009 UN Climate Change Conference (COP 15) projects for which funding was secured after the where pledges were made. No further details were publication of the original Action Plan. Of the 41 heard of and there was no commitment from FIFA to Green Goal 2010 projects implemented in Cape off-set their carbon footprint as was done in Germany. Town, 19, or 46%, are legacy projects, meaning that There was a need for national government to play a they would contribute to the well-being of residents strong oversight role in carbon off-set programmes. after the tournament had come and gone. The Due to time constraints, carbon off-set projects that following section will focus on some of the key could have accessed funding via the Kyoto Protocol's projects centred on these nine themes. Clean Development Mechanisms (CDM) or the adoption of alternative international carbon standards could not be explored. 3. Environmental Legacy

A R7 million grant was received from DANIDA and and training venues. The following water efficient was used to fund a number of carbon mitigation technologies were installed at the Cape Town legacy projects. Five million Rand was spent on Stadium: CoCT-related projects, such as; additional lighting ?Rainwater harvesting off the roof, control in the Cape Town Stadium, low-energy ?Water saving taps, luminaire streetlights along protocol routes, LED ?Dual flush toilets in VIP areas, and traffic lights along protocol routes, the installation of a ?Flush urinals. hydroelectric turbine that will generate electricity from the Oranjezicht Springs and retrofitting of Council A feasibility study was conducted to identify buildings with energy efficient lighting. Two million alternative sources of water for the irrigation of the Rand was spent on PGWC-related projects where Green Point Urban Park. The use of the Oranjezicht 300 solar water heaters (SWH) were installed in low- Springs showed to be financially attractive, cost housing in Darling. Twelve residents were then sustainable and will meet the objective of providing trained on how to install and maintain these heaters irrigation for the benefit of all. At a third of the cost of which could contribute to a monthly R50-R70 saving using potable water, this project will also see a on a household electricity bill. Energy efficient replacement of 580 000 kl of potable water per annum floodlights were erected at Philippi Stadium with for irrigation. For the Drink Tap Water Campaign, bulbs using 60% less energy than conventional water-saving water fountains were installed at the bulbs. FIFA Fan Fest and along the Fan Walk which 46 promoted the use of the City's high quality potable It was more realistic to address carbon mitigation water as an alternative to bottled water which has an instead of carbon off-setting. There was good political impact on the environment. These water fountains buy-in and support from a ministerial and mayoral are still being used at events throughout the City such level for the Darling SWH project and a visit from the as the Cape Town Minstrel Carnival hosted in Cape MEC of Local Government, Environment and Town earlier this year and on activation of the Fan Development Planning, Mr Anton Bredell, created Walk for large events at the Cape Town Stadium. further awareness around the project. It has proved, as with the other legacy areas that this has a huge 3.3.3 Integrated waste management impact on the advancement of projects. It would Integrated waste management aimed at reducing, re- serve a great legacy if similar approaches could be using and recycling waste, included the normal waste applied to improve future service delivery. A medium produced on a daily basis as well as additional loads to long-term funding model should be explored to due to the 2010 FWC. Key programmes included sustain these interventions similar to the Kyoto CDM operational waste minimisation in the Cape Town Project. Stadium, FIFA Fan Fest, Fan Walk, FanJols and training venues, prior to and during the tournament. 3.3.2 Water conservation With an R18 000 000 budget, a three prong approach The focus of these projects was on minimising the was adopted for waste management. The first was use of potable water and simultaneously promoting waste avoidance: the conservation of water resources. Projects ?No hand-outs were allowed at gates, included the identification of alternative sources of ?Unnecessary packaging was avoided, water for irrigation of the Green Point Urban Park and ?Re-usable packaging and materials were used the installation of water-saving devices in the stadia (e.g. plastic crates vs cardboard), and ?Large condiment dispensers were used as This was guided by signage on top of the bins opposed to single servings. which was easily visible, ?Pre-cleaning of the City started 1st May 2010, The second method, waste minimisation, was ?In historical problematic areas (littering, illegal implemented by minimising packaging and using the dumping), law enforcement teams were cup concept. This concept included a dispatched after cleaning took place at places commemorative cup which could be re-used instead such as Swartklip. The clamp down on littering of having to purchase a new cup with a new drink. and illegal dumping saw 121 fines issued totalling R144 700, Waste recycling was the third approach and entailed: ?Pre-identified 'party areas' were focused on, and ?A 20% waste diversion target (OC and CoCT ?One manager was placed in the ProvJOC. policy), ?A dual-bin system in the CBD, Stadium, Fan Fest, The wheelie bins which were used in the FIFA Fan Fan Walk and FanJols, Fest had mixed successes. One of the reasons being ?Two new mini-multi-use recycling facilities under that people are familiar with wheelie bins being used construction, and for all types of waste and not as a recyclable ?Labelling and signage to assist the public in receptacle - even though wet/dry waste pictograms selecting the appropriate bin for their waste. were visible. Some bins were not located strategically for optimal usage. Problems arose from the FIFA Fan An integrated event monitoring tool and Fest operator around whose responsibility it was to 47 communication system was used amongst the do clean-ups after matches. There was a relevant role-players. Thorough planning for waste misconception that it was the City's responsibility management was implemented effectively which when in fact the operator was responsible for this ensured that: operation. No uniform standards existed between the ?The City was clean before 06h00 the following City's Solid Waste Management and the operator's day, operations. For example, the City had to be cleaned ?Hit teams were provided for all areas to cover by 06:00 the following day, whereas the operator emergencies, aimed for 11:00 before the Fan Fest opened. The ?Waste diversion target set by OC was reached dual-bin system did not work effectively at the and exceeded way above the national target FanJols which impacted on the dry waste collection which was set at 20%, system as trucks were sent out for collection but the ?A prior arrangement was made with the City amount of waste collected was too little to justify Improvement District (CID) to not clean in the Fan usage of the truck. This service was soon withdrawn Walk area during event times, which is included in and waste separation then took place at the Material their usual operations. Reason being was that the Recovery Facility. The communication around the CoCT wanted to test their systems and included 'Zibi Waste Awareness Campaign' was launched too the Fan Walk area in their waste removal late for the awareness to be drummed up effectively operations, before the event. Going forward, it would be best to ?Split bins were placed in designated areas, remove the dual-bins in the areas where it was ?The green 'Zibi' dual-bins made people 'think unsuccessful and place them in areas where they twice' to select the appropriate bin for their waste. would be put to better use. Communication around the 'Zibi Waste Awareness Campaign' needs to be 3. Environmental Legacy

strengthened as well. No good recording of waste Volunteers were recruited to assist with Green Goal volumes with regards to wet and dry waste were kept programmes and a manual was developed to assist at the provincial FanJols except for the George with their training. Attempts were also made to create FanJol, despite municipal waste managers being awareness amongst school children where a soccer requested at the Integrated Waste Management and environment 'Making Connections' programme Forum meetings and FanJol coordinators and was rolled out to 38 schools, specially targeting volunteers at their briefing sessions. This could have Grade 7 learners. Curriculum material, accompanied been attributed to the late finalisation of the by industrial theatre productions emphasised the link operations of the FanJols. The George FanJol more between sport and the environment. This than doubled the national Green Goal target of 20% programme culminated in a soccer tournament set for waste diversion, in separating and diverting amongst the participating schools and an 49% of the total waste generated at its FanJol during environmental demonstration on World Environment the event days. Day, 5th June 2010. Further, a five minute DVD with Green Goal short films was produced and distributed. 3.3.4 Green building and sustainable Green procurement was integrated with 2010 FWC lifestyles tenders, where practically possible. The greening of This area focused on promoting environmental the 2010 FWC-related events was a continuous effort a w a r e n e s s , s u s t a i n a b l e l i f e s t y l e s a n d and needed long-term thinking and planning to environmentally efficient practices. A green review ensure its sustainability for the future. A conceptual 48 was conducted at the Cape Town and Athlone Stadia, plan for an Eco Centre for the Green Point Urban Park which indicated where future resource efficient which will promote sustainable lifestyles was also interventions could be made should more funding completed, as mentioned in the previous chapter. become available. A Cape Town Green Map was developed and is available both online and in print 3.3.5 Transport mobility and access form which helps make greener lifestyle choices This area was focused on promoting energy efficient more easily accessible for visitors and residents. The and universally accessible mobility and minimising air Green Map has since won a Golden Leaf Award for pollution. Public transport, that included the phase green websites. This accolade, from the Golden 1A implementation of the CoCT's new Integrated Trash Awards, recognises the role of the City's Green Rapid Transport (IRT) system and suitable non- Map and Green Goal 2010 Legacy Project in motorised transport infrastructure, which included promoting Cape Town's unique environmental walkways, were key in meeting the objectives. From standing and keeping green issues in the public as far back as 2005 when the early planning for the arena. The Map highlights Cape Town's growing stadium in Green Point was started, transport green and sustainable living consciousness, strategies that minimised travel needs related to the including green projects, eco products and services, event supported the environmental objectives. The attractions, markets, events, accommodation, walk from the Cape Town Station to the Stadium was alternative energy sites, recycling projects and explicitly mentioned as reducing carbon emissions. responsible tourism. The Cape Town Green Map can Fifty-three percent of fans travelled to the Cape Town now display the Gold Leaf Award71 and is a great Stadium and other match viewing venues by public contribution to environmentally conscious tourists transport or on foot72. who want to support sustainability.

71 City of Cape Town. 2010a. Accolades for Cape Town green map. http://www.capetown.gov.za/en/Pages/AccoladesforCapeTownGreenMap.aspx [10 January 2011]. 72 Provincial Government of the Western Cape. 2011a. Capeability 2010 FIFA World Cup™ stories and successes from the Western Cape. Cape Town: PGWC. As mentioned in the previous chapter, further excellence programmes. For accommodation initiatives in the transport sector included an eco- product owners, an environmental accreditation driving training course developed and piloted with 20 system known as GreenStaySA was developed with metered taxi drivers through the partnership with the donor support of the British High Commission. This Western Cape Metered-Taxi Association. An eco- system allows accommodation establishments to driving awareness campaign to raise awareness become environmentally conscious and responsible amongst PGWC and CoCT staff to reduce carbon service providers by being rated as a recognised emissions through the application of interventions GreenStaySA establishment whilst enhancing their and proactive measures in driving and vehicle product offering. A series of workshops with the maintenance, took place during the Transport Month hospitality industry have set out the criteria for (October 2009) and again during Environment Week certification of accommodation establishments as during June 2010. The DEADP Air Quality responsible tourism service providers. This Management component has adopted this initiative certification will become an official credential for as part of its air quality management interventions. tourism and hospitality businesses once the Minimum Standards for Responsible Tourism are 3.3.6 Landscaping and biodiversity finalised by the national Department of Tourism As part of promoting indigenous landscaping and shortly. The programme was started ahead of the enhancing biodiversity, a student landscape design 2010 FWC and used the event as a catalyst to create competition was hosted for Mouille Point beachfront awareness around the concept. Three hotels in the and promenade. A City beautification and tree- Western Cape have been rated by GreenStay SA 49 planting campaign was implemented and namely; Hollow on the Square (Green Annex) in the furthermore, a biodiversity showcase garden was CBD, Eendracht Hotel in Stellenbosch and Fancourt constructed at the Green Point Urban Park and an in George. A new trend is emerging amongst indigenous gardening training programme for the travellers who base their travel choices on park staff is still being explored. responsible principles such as the GreenStaySA programme. 3.3.7 Responsible tourism With the tourism sector being one of the biggest 3.3.8 Green Goal communication contributors to the Western Cape's GPP, it is essential The 2010 FWC provided an extraordinary opportunity to work towards ensuring the sustainability of the for visibility, branding and communication to be sector. With the amount of visitors anticipated to mobilised in relation to greater environmental and arrive in the Province for the 2010 FWC, an ideal sustainability awareness. The greening campaign opportunity was created for the Green Goal used the platform afforded by the World Cup to Programme to incorporate a responsible tourism communicate, popularise and mainstream programme into their overall deliverables. The main understanding of sustainability among the broader tourism-related agencies in the Province, CTT and population, to motivate behaviour change and to CTRU were key role-players in the execution of this catalyse a societal shift towards more sustainable programme. behaviour. The 2010 National Environmental Questionnaire Survey, commissioned by DEA, A code of responsible conduct was developed for showed that 35% of respondents in the City of Cape visitors and similarly, responsible tourism awareness Town were aware of the Green Goal programme or and training was integrated into the existing service other environmental projects linked to the World Cup. 3. Environmental Legacy

This may not be the majority of respondents, but it is included Green Goal team leaders, host city high considering that a survey conducted a year volunteers, CoCT Environmental Resource earlier, showed that only 1% of respondents knew Management interns, DEA volunteers, DEADP staff about Green Goal or any environmental initiatives and performing artists. linked to the World Cup. Examples of interventions included: 3.3.10 Monitoring, measurement and ?Green Goal workshop series out of which reporting emanated the Action Plan, Continuous monitoring, measurement and reporting ?Green Goal brand development and activation, on the Green Goal 2010 programme ensured ?Green Goal marketing and communications plan effective and efficient delivery. From the development rolled out, of the Action Plan in 2008 and the progress report ?Green Goal website and online resources, published in September 2009, a final legacy report is ?Online press resources and materials, in the process of being compiled and will be released ?Green Goal DVDs showcasing the Green Goal in 2011. projects, ?Green Goal 1 minute DVD requesting fans at the FIFA Fan Fest to use water sparingly, 3.4 Statistics ?Green Goal 2010 Exhibition at the FIFA Fan Fest, and It is important to note that the national target of 20% 50 ?Contribution to a review of resource efficiency waste reduction at the tournament was surpassed in interventions at the Cape Town, Athlone and the Host City Cape Town. Some statistics on waste Philippi Stadia which was commissioned by DEA collection available at the time of reporting include: and a guideline booklet on Cape Town Stadium's interventions was published and can be used as a FIFA Fan Fest guideline for future developments. ?Wet waste – 14 tonnes ?Dry waste – 9 tonnes (40-60% reduction and diversion from landfills) 3.3.9 Green Goal 2010 exhibition The FIFA Fan Fest on the Grand Parade was selected Fan targeted areas in the City of Cape Town (i.e. Fan as the ideal location for housing the exhibition for the Walk, around stadia, FanJols) duration of the tournament. Visited by approximately ?Total waste collected – 7 341 tonnes 15 000 people during the tournament, the exhibition ?Wet waste – 142 tonnes showcased the various Green Goal projects and ?Dry waste – 198 tonnes (58% reduction and interventions. Encouraging sustainable livelihoods diversion from landfills) remains a continuous process and the exhibition by- line, 'Give waste the boot', created awareness George FanJol - Rosemore Stadium (This was the amongst visitors to the exhibition. All the construction only provincial FanJol that submitted data) material used in the exhibition was sourced within a ?Total waste collected during eight event days – 10 km radius of the Fan Fest, which reduced the 3 935 kg carbon footprint. The materials used were either ?Wet waste – 1 990 kg recycled waste, re-usable, reclaimed or new for re- ?Dry waste – 1 945 kg (i.e. 49% reduction and use afterwards. The human resource complement diversion from landfills) 3.5 Conclusion Programme could be better positioned through the powerful Confederation of Brazilian Football to Just as we learned many lessons from Germany, so negotiate with FIFA to ensure a serious commitment too will we be able to share lessons learned with to manage environmentally responsible tournaments Brazil. The Western Cape is working closely with the in future. 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 51 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 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. 4.1 Overview responsibility of the Western Cape Provincial

Department of Health (DoH). FIFA ensured that

Primary Objectives: Health and Medical Services were integrated with the ?Host semi-final, other matches and events overall planning and hosting of the 2010 FWC as successfully “stated in the Organisation Association Agreement ?Maximise public benefit and lasting legacy between FIFA and South Africa as the host country: through infrastructure development ?Spread benefits beyond the City to the rest of the

Western Cape The Organising Association shall ensure and

guarantee the availability of medical services and Highlights: ?Approach – Gap Analysis undertaken to equipment of international“ standard throughout the determine requirements for Championship at all locations necessary for all #Staffing people concerned also in line with the List of #Equipment such as vehicles, medications

and facilities Requirements.

#Operational systems to coordinate and manage operations Subsequently, the delivery of these services was ?Outcomes of Gap Analysis weighed on a scale of “ guaranteed in 2007 by the then national Minister of 53 prioritisation Health, Dr Manto Tshabalala-Msimang: ?Forward-thinking, proactive planning and early procurement ?Communication and working effectively with a The infrastructure of the South African small core team

National Health System, with specific regard to the

Key Stakeholders: The Western Cape Provincial availability of a comprehensive medical service Department of Health (DoH), National Department of Health (NDoH), OC, FIFA, LOC, CoCT, South African (including 24-hour emergenc“ y medical treatment) Military Health Services (SAMHS), South African and disaster management will be put at the disposal National Defence Force (SANDF), Western Cape of the 2010 FIFA World Cup™ in the cities where the Provincial Disaster Management, Fire Brigade Services, SAPS, Private Health Sector and NGOs. games will be played.

In addition, FIFA pre-defined which health and 4.2 Introduction 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 The hosting of the 2010 FWC required the creation respective provinces. The DoH was responsible for and sustainability of a healthy environment for all the delivery of these services within the Host City of spectators, participants, citizens and visitors before, Cape Town as well as for the rest of the Province. during and after the event. The provision of Their plans were developed and strategically Emergency Medical Services (EMS) formed the core implemented in order to meet the health and medical 4. Health Legacy

requirements of the event. Much of the strategic The delivery of EMS during the 2010 FWC was planning was done in conjunction with the National integrated with the normal provincial operations. Department of Health (NDoH) in order to ensure Some of the event-related requirements were added equitable service delivery across the nine provinces onto already functional areas. In January 2007 a as well as leaving a Health and Medical Legacy post dedicated Provincial Health Coordinator, Dr Wayne 2010. The 2010 FWC was used as a catalyst to Smith, was appointed and tasked with the improve the health and medical system and services responsibility of developing a 2010 FWC specific across South Africa. The planning for and delivery of Health Unit. With a budget of approximately R70 these services consciously took into consideration million over three years, the allocation of these funds the legacy opportunities presented and aligned their was carefully considered. A simple approach was strategies where possible to leverage these adopted by conducting a Gap Analysis to determine opportunities. The following nine disciplines were the the requirements for staffing, equipment and focal points: EMS, Command and Control, Port operational systems, which formed the key functional Health, Environmental Health, Forensic Pathology areas in the delivery of EMS. The outcomes of the Services, Communicable Disease Control, Chemical analysis were weighed on a scale of prioritisation Biological Radiological Nuclear Threats, Health where the inclusion or exclusion of priority items was Promotion and Aeromedical Services. 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 54 the need for the service existed, funds were allocated 4.3 Planning from the Department's internal budget.

The following broad objectives were set and used as Three hundred and forty new EMS staff members stepping stones to guide the planning and delivery of were employed and 1000 staff members were trained health and medical services, to: in Major Incident Medical Management Systems ? Provide a safe environment during the 2010 (MIMMS). Recruitment took a multidisciplinary FWC, approach on pre-hospital and hospital staff (medical ? Provide emergency medical support for any and non-medical). Equipment upgrades and new incidents of injury or illness during the event, and acquisitions included: ? Ensure adequate emergency medical response ?Vehicles – 30 new ambulances and medical utility through the strategic placement of staff and vehicles acquired, vehicles to accommodate timeous response for ?Medical Procedures Container which can be on-site evaluation and evacuation (if required) to used for rescue operations and mass casualty an appropriate hospital for definitive patient care. situations, ?Tents for mass casualty or major incidents, Additional role-players including the private health ?Helicopter upgrades for improved mountain and sector, non-governmental organisations, South sea rescue operations, and African Military Health Services (SAMHS), South ?Equipment procurement - R6 million spent on African National Defence Force (SANDF), Western medical equipment. Cape Provincial Disaster Management and Fire Brigade Services, SAPS and the CoCT. The operating systems created and improved 4.4 Event Footprint Sites included: ?Electronic Bed Bureau – digital system which These can be referred to as the direct match-related allows data flow between pre-hospital and venues which extended beyond the Host City Cape hospital services (public and private) in terms of Town to other regions of the Province, such as the bed availability and status. This allows Cape Town Stadium, FIFA Fan Fest, Fan Walk, ambulance routings to be done in a pro-active Metropole and Provincial FanJols, Team Base manner, Camps, airports and practice venues. The provision ?Enhanced relationships between relevant role- and placement of EMS at these sites were varied. players (EMS, SAMHS, private health) especially Staff deployment included the DoH, SAMHS and the between EMS and SAMHS as two different private health sector. For FanJols, operational days constituents within the public sector. Then and times were primarily based on the eight match between the public and private sectors, days in Cape Town. Below is a list and brief overview ?Creation of MIMMS manual for the South African of each site. context, ?FIFA designated hospitals were identified early 4.4.1 Cape Town Stadium according to the event footprint. These hospitals The Stadium boasts a medical centre designed and (public and private) all underwent training in the equipped to international standards and additional Hospital MIMMS course. Furthermore, these provision was also made for medical posts, holding 55 hospitals now have radio communication with areas and EMS response teams. However, the OC EMS Metro Control and were linked to integrated was responsible for the players' medical facility, medical systems and services, and doping control, field response and the VIP medical ?Creation of opportunities for South Africa to host tent. The staff complement was rotated across the future mass gatherings and world-class events. various areas within the event footprint except within ? the Stadium. The medical team deployed at the All additional vehicles and equipment were ordered in Stadium remained the same throughout the advance, as mentioned previously, and 94% arrived tournament. more than three months before the event. In addition to EMS provision along the event footprint, 4.4.2 Casualty Clearing Station transversal details such as Command and Control This remote medical facility was located at Hamilton's systems, Port Health, Environmental Health, Rugby Grounds which is across the road from the Communicable Disease Control amongst others, Cape Town Stadium. Its core function was to pre- also needed to be enhanced in preparation for the position resources in the unfortunate case of a major tournament. Furthermore, the FIFA Final Draw and incident or mass casualty situation. test events hosted at the Cape Town Stadium early in 2010 went well with only minor plan adjustments 4.4.3 FIFA Fan Fest Grand Parade required for the main event, displaying Cape Town's Two medical posts were established and several world-class readiness for the 2010 FWC. mobile teams were roving and able to respond within the area. The following sections provide a brief overview of how EMS was delivered along both the event footprint and transversal areas. 4. Health Legacy

4.4.4 Cape Town Fan Walk and Transport 4.4.6 Additional areas of responsibility Hub Although these areas were not initially part of the A medical tent was erected near the underpass to the health plans, resources were availed from the DoH's Stadium and this area was also serviced by roving budget. mobile teams who were able to respond. ?Skeleton staff on-site at the Stadium on non- match days to provide primary health care, 4.4.5 Metropole and Provincial FanJols ?FIFA Headquarters medical post to cater for VIPs Medical posts and response teams were deployed at and the FIFA family at the Westin Grand Hotel, the FanJols based on expected attendee numbers ?Team training sessions at Athlone, Philippi or and a risk analysis. There was a trend across the Cape Town Stadia, FanJols where there was a drop in attendee numbers ?Motorcade response units after Bafana Bafana exited the tournament. The ?Team Base Camps in George (1) and Knysna (2) City's FanJols were operational on Bafana Bafana – SAMHS assisted with services, match days, Cape Town match days as well as for the ?Adhoc requirements – e.g. Curtain raiser two semi-finals and the final (13 days in total). matches, OC vs. FIFA match, Private health sector staff was deployed at these ?V&A Waterfront – teamed with ER24 who already FanJols to enhance the staff complement and also service the area, work together with the public sector for the ?Cape Town International Airport –teamed with achievement of a common goal. The Metropole's African Medical Investments , 56 locations were: ?Cape Town CBD hotels – EMS response on ?Vygieskraal Stadium – Athlone, stand-by, and ?Bellville Velodrome – Bellville, ?Popular tourist sites. ?OR Tambo Indoor Sports Complex – Khayelitsha, and ?Swartklip Sports Complex – Mitchells Plain. 4.5 Transversal Areas The Provincial FanJols were operational for eight days during the tournament (Bafana Bafana match It was primarily within these areas where EMS was days, one round 16 match day, one quarter final integrated with normal provincial operations. match day, the Cape Town semi-final match day and one day of the region's choice). Staff members who 4.5.1 Command and Control usually work in these districts were deployed for the Command and control is one of the most important event. The provincial locations were: aspects which need effective coordination of ?Louwville Sports Ground – Vredenburg, essential services at any event. Each service's own ?Rustdene Stadium – Beaufort West, command and control structure fed into a unified ?Bredasdorp Sports Complex – Bredasdorp, command structure in the province. In the case of the ?Rosemore Stadium – George, and EMS for the Western Cape, coordination was done ?Boland Sports Ground – Worcester. via the Provincial Health Operation Centre (ProvHOC) which was located at the Provincial The Provincial FanJols are discussed in more depth Disaster Management Centre at Tygerberg Hospital in the Social Legacy chapter. and proved to be an essential part of a comprehensive and coordinated EMS. The Provincial DoH coordinated with the 2010 FWC OC 4.5.2 Port Health medical team and the NDoH. The ProvHOC was The Port Health Services provided at all ports of entry staffed with EMS and SAMHS medical commanders were placed on high alert. EMS response was also as well as data capture officers. Data collection and provided. These ports included international airports, communication with the various event sites, hospitals border posts and sea posts. Additional human and relevant role-players was coordinated from the resources were provided by SAMHS officers. ProvHOC. Figure 4 below shows an organogram of the EMS command and control structures during the 4.5.3 Environmental Health 2010 FWC. The Environmental Health team conducted the audits and inspections of all food hygiene management A more detailed explanation of the provincial aspects within the respective venues, including the command and control structures during the event, accreditation of all related catering facilities. They such as the Provincial Joint Operation Centre and were proactive with surveillance and also conducted how other services fed into each other, is explained in the necessary tests within the hospitality areas of the the Safety and Security Legacy chapter. official venue sites. The team consisted of

EMS Command/Control Structures Districts

West Coast Vredenburg PVA 57 National Joint Operations National Centre Health Overberg Bredasdorp PVA Operation Centre Provincial Winelands Worcester PVA Joint Operations Centre Provincial Health C. Karoo Beaufort West PVA Operation CoCT Centre George PVA Joint Eden Base Camps & Operations Training sites Centre Eden CHA Metropole

Athlone Stadium Fan Fan Walk & CHA & Westin Training Other CTIA Metropole Vygieskraal & CCS Fest Transport Logistics Grand sites V&A PVAs Hub Belville Velodrome Khayelitsha Oliver Tambo Mitchell’s Plain Swartklip

Figure 4: Health and Medical Services Command and Control Structure 4. Health Legacy

Environmental Health Officers (CoCT) who were 4.5.8 Aeromedical Services responsible for the Metropole Region and District Aeromedical upgrades included new helicopters Environmental Health Officers who were responsible which arrived as early as January 2009. Three million for the Team Base Camp training sites. Rand was allocated over two years to assist with increased flying time during the event. Permission 4.5.4 Forensic Pathology Services was obtained from the Civil Aviation Authority to Forensic Pathology Services were placed on standby undertake night operations with the two EMS in case of an occurrence of mass deaths and the need helicopters during the tournament. for victim identification processes. This functional area was part of the planning undertaken from an 4.5.9 Additional Areas of Responsibility early stage to support the 2010 FWC. A more efficient Included post mortem process, particularly on the death of a ?EMS was pre-deployed for mass casualty foreigner, was facilitated. situations, ?District EMS was placed on standby for 4.5.5 Communicable Disease Control emergency medical response for the duration of Communicable Disease Control covers disease the event, surveillance measures to minimise the outbreak of ?Contingency plans were drafted for emergencies, communicable diseases. The decision was made to mass casualty situations and mass fatality continue with the standard operating procedures and scenarios, 58 to process any threat or outbreak occurrences ?Designated hospitals were placed on standby for according to the usual channels. The PGWC and VIPs, increased visitor numbers and mass CoCT Outbreak Response Teams were placed on casualties, and standby for immediate response. ?Aeromedical capabilities were placed on standby for emergency medical evacuations. 4.5.6 Chemical, Radiological, Biological and Nuclear Threats The EMS team worked jointly with the Fire and Rescue Services and the SANDF where they 4.6 Event Statistics combined proactive and reactive responses to issues relating to prospective chemical, radiological, Patient Contacts: 1535 biological or nuclear threats. This team was Male Female deployed to the Casualty Clearing Station (CCS) at 844 691 the Cape Town Stadium. Attended to in Attended to in other Host City Districts 4.5.7 Health Promotions 1519 19 A health education and information campaign was South African International launched for both foreigners and locals that covered 1455 (of which 91 were 80 (of which 5 were information on various topics such as smoking, hospitalised in the Host hospitalised in the Host personal hygiene such as hand washing, etc. This City) City campaign included the distribution of educational Table 4: Patient Contacts during the 2010 FWC materials, interfacing with environmental health.

73 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 59 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. 5. Social Legacy

60 5.1 Overview ?Assisting local municipalities in their bid to host Team Base Camps and set-up FanJols with Primary Objectives: associated festival sites, ?Maximise public benefit and lasting legacy ?Using the opportunity for education, e.g. on through social cohesion national symbols, learning the history and ?Spread benefits beyond the City to the rest of the geography of participating nations, Western Cape ?Supporting local development projects, and ?Consulting with and involving all interested and Highlights: affected parties in understanding the ?Football development programmes opportunities and limitations of the 2010 FWC to #International exchange programmes maximise benefits. #Participation of primary and high school learners #New and upgraded facilities From 2005 at the highest international level, with FIFA ?Skills development itself, to international NGOs and potential sponsors, #Promotion of volunteerism to local NGOs and clubs and societies, the PGWC #U s i n g e x - f o o t b a l l p r o f e s s i o n a l s worked together in building the Western Cape as a (Ambassadors Programme) 'Home for all' through football and numerous other ?Social cohesion, unity and pride social and cultural development programmes. The 61 #LED opportunities through FanJols following chapter is focused on the main Social #CSI Projects – FIFA Football for Hope Centre Legacy projects which the PGWC has been involved #Countdown events with as a result of the 2010 FWC.

Stakeholders: DCAS, 2010 Unit PGWC, CoCT, DSD, FIFA, NGOs, Private Sector Sponsors 5.3 Sport Development – facility investment, awareness raising and 5.2 Introduction increased participation

Local community revitalisation, building social and 5.3.1 Stars in their Eyes Foundation Football human capital, developing critical skills in the Exchange Programme workforce and inspiring national pride and unity were The Dutch Group 'Stars in their Eyes Foundation' has some of the key focus areas within Social Legacy as a football twinning relationship with the Department of recognised in the Strategic Plan. In trying to use the Cultural Affairs and Sport (DCAS) and the South 2010 FWC as a catalyst to build a positive social African Football Association (SAFA – Western Cape) legacy, the provincial strategy was further aimed at: focusing on football development. It is essentially a ?Investing in legacy projects which optimally football training programme in which Dutch utilised limited funding for the broad population of communities and football clubs are twinned with the Western Cape, SAFA football clubs and South African communities. ?Encouraging healthy lifestyles particularly Aspirant SAFA coaches were identified by the amongst young people through sport federation and trained by the Dutch coaches in week development; in particular football, long training camps. These camps brought together 5. Social Legacy

coaches from various communities and backgrounds basic training in coaching. This programme provided across the Western Cape. The emphasis is on broad- this opportunity in addition to international cultural based football development, transformation and exchange with Holland and long-term relationships empowerment activities for youth, between the ages between Dutch communities and the Western Cape, of 12 and 17. Hence lifeskills training, in particular focusing on youths from various backgrounds. It is leadership skills are emphasised. A Memorandum of hoped that a network of coaches across the Western Agreement was signed with DCAS, the Stars in their Cape will develop from this programme. Eyes Foundation and SAFA Western Cape in 2006. One of the chief aims of the Agreement was to train 5.3.2 FIFA Football for Hope Centre 120 coaches (in the Dutch method of coaching- FIFA announced the 20 Football for Hope Centres underwritten by the KNVB) from 40 clubs, whilst social initiative to be built in Africa at the Preliminary twinning 40 South African clubs and communities Draw in Durban in November 2007. Of the five with counterparts in Holland by the end of 2010. This centres destined for South Africa the first was built in has now been achieved. In addition to this, each Khayelitsha, a Presidential development node and South African club has a Dutch coach assigned as a one of the Province’s 21 priority areas for social mentor. They hail from some of the most transformation. Following the Final Draw in Cape disadvantaged communities in the Western Cape: Town, the Centre was officially launched by the Kwa-Nokuthula, Plettenberg Bay, Kwa-Nonqaba, Premier of the Western Cape Helen Zille and FIFA Mossel Bay, Lawaaikamp, George, Laaiplek, President Sepp Blatter on 5th December 2009. The 62 Malmesbury, Greyton, Bredasdorp, Langa/Ndabeni, Centre kick-off included high profile guests such as Mfuleni, Cape Town, Khayelitsha, Philippi, Ashton, 2010 FWC OC CEO Danny Jordaan, SAFA President Ceres, Worcester, Beaufort West and Prince Albert. Kirsten Nematandani, National Minister of Sport Makhenkesi Stofile, then MEC for Cultural Affairs and Four coaching training camps have been hosted thus Sport Sakkie Jenner and Executive Mayor of Cape far and in March 2009 the first trip to the prestigious Town Dan Plato. Among the special guests was Dutch KNVB Football Academy took place. Twenty Football for Hope Ambassador Dr Gabriele Princess coaches from as far afield as Bitterfontein and Inaara the Begum Aga Khan and former Bafana Beaufort West were selected for advanced coaching Bafana captain Lucas Radebe74. training at the academy in Zeist Holland. This was followed by another 20 coaches in May 2010. In this The Centre kick-off was realised with the support of a instance they were accompanied by the then MEC for number of organisations with different and Cultural Affairs and Sport, Mr Sakkie Jenner. The complementary expertise. The partners included coaches who have been trained are constantly FIFA, CoCT, Streetfootballworld, South African based training other coaches in their community, creating a NGO Grassrootsoccer, the Khayelitsha Development cascading effect. Hundreds of youths in these Forum and the PGWC. The partners established the communities have in turn been trained by these Festival Organising Team responsible for the coaches. The Foundation has also employed six operational management of the week-long event. coaches to act as regional coaches across the The role of PGWC was that of oversight and Western Cape, and are currently doing some of the coordination, particularly ensuring explicitly that the training themselves. Presently, even after the World festival created local social and economic Cup, there is a distinct need for football coaches opportunities for the people of the Western Cape. across the Western Cape to be equipped with at least PGWC actively participated in the community

74 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 one song and dancing one dance with the community stakeholder meetings were held with the Thembalethu Adult Choir, thanking the community of Khayelitsha Development Forum. These meetings Khayelitsha for hosting them in such a beautiful facilitated community participation and inclusion. manner. Specific outcomes of the process were the coordinated approach to volunteer selection and 5.3.3 Football Ambassadors Programme recruitment, ensuring employment opportunities for This programme which continued in a revised fashion locals as security personnel, volunteer catering, and until the end of March 2011 used local ex- local entertainment and tourism opportunities. All the professional football players and individuals who volunteers at the event were local Khayelitsha contributed to the development of football as residents, the volunteer catering contract was ambassadors, to uplift the profile and impact of awarded to a local Khayelitsha based caterer, and development initiatives and also assisted in Khayelitsha-based tour guides were contracted by promoting 2010 FWC preparatory events. The PGWC to accompany the media and VIP delegation Ambassadors promoted the tournament through a travelling by bus to Khayelitsha on 5th December 2009, range of strategic appearances at events, as well as in order to brief them on the historical reasons for through football development by conducting differences between the developed City Centre and coaching clinics. The ambassadors travelled to Khayelitsha as a township. remote parts of the Western Cape, in order to make youths and communities feel the impact of the World Local teams from Cape Town, Johannesburg and Cup, whilst promoting football development through 63 Durban as well as international teams from Zambia, motivational speaking and football coaching clinics. Namibia and Brazil participated in the Festival75. They were hosted at the Western Cape Sports School in A total of 20 Ambassadors comprising of five women Kuils River – a high school that offers some of Western and 15 men were appointed, which included two Province's best young sports athletes an holistic former captains of Banyana Banyana and Bafana educational environment. Senior learners from the Bafana residing in the Western Cape, Desiree Ellis school also participated in the programme as and Thabo NGomeni, Sergio Dos Santos, Reggie volunteers at the participant village assisting with the Jantjies, Farouk Abrahams, Jo-anne Solomons and administration and organisation of the event, thereby David Byrne, including the legendary sport journalist acquiring valuable sports administration skills and Lennie Kleintjies amongst others. They have been participating in an International Sport Event. The widely used in street football events, school school itself generates income through hosting programmes throughout the Province and in major delegations like these and profits gained are invested events linked to football awareness. Many into further development of the school. The programmes were run at random selected schools to experience of hosting an international delegation also generate the interest of school-going youth in the served as an excellent learning opportunity for the 2010 FWC, to profile football in particular and sport in school and provided cultural exchange opportunities general as a fun activity, to promote a healthy with international visitors. lifestyle, to encourage youth to play football, to increase football popularity amongst youth, and in so The event was incredibly successful. A significant doing to combat social abuse and promote social highlight at the closing ceremony was a performance cohesion. Their efforts spread the World Cup and by the teams of five different countries, each singing football footprint across the Western Cape.

75 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]. 5. Social Legacy

5.3.4 Street Football South African Homeless Street Soccer Association, This was a substantial programme with the objective which organised the 2006 Homeless World Cup in of developing street football district leagues in order Cape Town. Replica World Cup soccer kits based on to expand mass participation in football, across the the 2010 FWC participating nations were distributed age and gender spectrum and to link to existing to all participants. programmes and create district leagues in street football. In doing so, to encourage youth to gravitate 5.3.6 Dreamfields Project towards SAFA-linked football clubs and also create The Dreamfields Project was launched in October social cohesion opportunities whilst discouraging 2007 with core funding from BHP Billiton and Old social abuse and promoting healthy lifestyles. Mutual. Led by John Perlman and in partnership with Thousands of youth from diverse communities in the national Department of Education the project is seven regions and major suburbs across the province aimed at providing resources for playing football in participated. The campaign entailed setting up a township and rural schools across South Africa massive football blow-up pitch in the community, reaching some of the most remote corners of the where youngsters were encouraged to join and play country. The Project focuses on three aspects: football after school during the week and on DreamBags which include a complete set of kit Saturdays' knock-out finals were played and prizes including boots, everything a team needs to walk out and trophies awarded. In 2009 a community street onto the field, ready to take on the world; football campaign was launched which saw street DreamEvents which brings schools, sponsors and 64 football being played on a weekly basis in different the local community together for a tournament, an communities across the Western Cape. These street exhilarating all-day celebration of the power of football leagues visited towns such as Hermanus, football to inspire the best in all of us and DreamFields Mitchells Plain, Khayelitsha, Oudtshoorn, Atlantis, which represents renewed spaces for young people Green Point and some on the West Coast. to play and not just restored soccer fields, but symbols of what communities and their partners can 5.3.5 Western Cape Playground Football achieve by working together. By the end of 2010 the Challenge project had distributed 1 524 DreamBags, hosted 126 Street football was taken into schools and playground DreamEvents and provided 12 DreamFields, football leagues were formed. The aim was to transfer amounting to just over R23 million. the excitement and build up to the schools. At the same time it also aimed to promote football amongst The PGWC collaborated with DreamFields by both boys and girls, by bringing an adaptation of the purchasing DreamBags and soccer boots for local 11 a-side football to schools. It proved to be highly youths. As part of the 'My 2010 School Adventure' successful and well supported. The Playground Programme each District staged a football Football Challenge took place in schools in the eight tournament as part of the sport component of the education districts of the Western Cape. Two hundred programme. The tournament featured junior and and fifty-six teams competed in an eight week league senior teams and the winning team of each category fixture, which started on 25th November 2009. It was awarded a DreamBag with 10 bags being culminated at a tournament final on the Grand Parade awarded in total for this programme. At the opening of in Cape Town on 27th February 2010. Each qualifying the Philippi Stadium, two DreamBags were awarded team then represented a nation participating in the with one going to a local team in Philippi and the other 2010 FWC. Coaching assistance was provided by the to the Western Cape Sports School. As part of the 300 days to go celebrations and coinciding with Women's discrimination amongst learners, educators, and Day in August 2009, a girls' football tournament was parents, through Fair Play in Football, hosted in Bonteheuwel where the Premier addressed ?Focus attention on a broader continental African the girls on becoming responsible young women and identity and heritage, through support particularly where 300 pairs of soccer boots were distributed to all for the African teams participating in the 2010 participants. For the 200 days to go celebrations a FWC, and football tournament was hosted in the Crossroads ?Provide an opportunity to celebrate creativity and Township and four Bags were awarded to values of humanity. participating teams. Ajax Cape Town also conducted coaching clinics on the day. This project created The Programme was implemented at approximately opportunities for local government, communities and 200 primary and high schools throughout the corporates to contribute in a practical and affordable province and was based on three pillars: the way to supporting poorer communities. By the Participation Pillar about football, the Education Pillar provision of basic, yet valuable sports kits and which gave learners background in history and facilities local youths were afforded the chance to feel geography of participating nations, and the Adopt-a- a part of the 2010 FWC 'gees'. Nation Pillar which focused on arts and culture, educational research and creative writing. The 5.3.7 My 2010 School Adventure Programme ran from January to June 2010 and Programme created the opportunity for the broader province The My 2010 School Adventure Programme in the including our youth and children beyond the City to 65 Western Cape was essentially an extension of the experience the World Cup through participating in an National 'My 2010 School Adventure Programme' exciting competition and also utilising the mega- and reached out to include primary and high schools event as a learning opportunity. Attractive resource in the province, adding two additional age groups (i.e. packs were distributed to schools in the province U14 and U 16), thereby increasing the participation through the DCAS School Sport District Managers opportunity. The extension of the Programme sought and incentives for participation included not only to build on the Playground Football Programme exciting prizes for the participants but also legacy which was launched by DCAS as part of the 2010 prizes for the schools such as desktop computers, Football Development Programme. In partnership DreamBags and flagpoles. The district finals of the with DCAS and the Western Cape Education football component took place on 16th June 2010 at Department (WCED), a project task team was the five district FanJols. As mentioned previously, the established and the programme was officially two winners in each district received DreamBags. launched at the 100 days to go celebrations. The Programme was aimed at increasing awareness 5.3.8 Artificial Pitches among learners, educators and the broader school As part of the OC legacy programme, three artificial community of the importance of hosting the 2010 football pitches will be laid in each province. FIFA FWC. The objectives of the Programme were to: assisted with the selection process and as mentioned ?Provide an opportunity to celebrate issues of in the Economic Legacy chapter, Beaufort West, national identity, heritage and unity in diversity Lwandle and Worcester were selected as the host amongst learners, educators and parents, towns in the Western Cape. In 2010 FNB partnered ?Generate an understanding of and commitment with the George Municipality to provide an artificial to human rights, democracy and non- pitch in Lawaaikamp. 5. Social Legacy

5.4 Sector Skills Development, 5.5 Promotion of Social Cohesion and Capacity Building and Leadership Unity

5.4.1 Referees Training 5.5.1 Provincially-aided FanJols The objective of this programme was to ensure the Five FanJols were hosted in each of the District development of skilled football referees in the Municipalities of the province, in the towns of Western Cape to bolster football development and Worcester (Winelands District), George (Eden improve competition in addition to raising the District), Bredasdorp (Overberg District), Beaufort standard of play in local football games. Training West (Central Karoo District) and Vredenburg (West camps sponsored by the PGWC, were conducted Coast District). The main objectives of this project with SAFA. Referees were trained at three venues , were to: George, Cape Town (CPUT) and in the Winelands. It ?Provide alternative viewing options to ensure included the training of approximately 155 SAFA non-ticket holders had access to the event referees: 60 Vodacom League and 95 South African throughout our province, free of charge, Breweries (SAB) League. ?To allow communities and international visitors to mix and enjoy the experience, 5.4.2 Volunteers ?To create economically viable and socially Further to spreading the benefits of the 2010 FWC to equitable activities, 66 the rest of the Western Cape, numerous volunteering ?Ensure a positive legacy aligned with the 2010 opportunities were made available to locals where FWC Strategic Plan and to accommodate FIFA they were trained and recruited to assist with various PVA regulations and, 2010 FWC-related projects such as FanJols, Team ?Advance the Green Goal 2010 Programme. Base Camps, tourism-related activities and events. Three hundred and thirty-three Western Cape The FanJols operated for eight days of the volunteers were trained in partnership with tournament and provided a platform for LED municipalities. In June 2009 the first 99 were trained opportunities including local procurement, positive to work in the pilot FanJol held in Plettenberg Bay. publicity for rural areas, children and youth holiday This pilot served as a learning opportunity for programmes, skills development including for government and provided an indication of what was volunteers who received the same training as the required for successfully hosting a FanJol as well as FIFA volunteers, local artists and entertainment and properly trained volunteers. A further 235 were international cultural exchange with a live Brazilian trained in May 2010 in time to participate in the showcase sponsored by the Brazilian Government. provincial FanJols. A database of all trained volunteers and their skills was established for the Due to the high private sector quotes received for the World Cup and future use. Volunteers are now project management of the FanJols, an internal equipped with essential skills which will assist them project management process with dedicated human with future employment. 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 5.5.2 Countdown Events monitor the process, to ensure transparency, fairness As part of the Adopt a Nation Pillar of the My 2010 and cost-saving options. For each FanJol a project School Adventure Programme, during the FIFA manager from within DCAS was appointed. These Confederations Cup™ in 2009 the Western Cape managers were empowered to coordinate a FanJol adopted and supported Iraq. Learners had the which saw efficient and enhanced service delivery. opportunity to learn about the country and its The project managers were required to work closely symbols. The Iraqi Ambassador visited the province with the District and Local Municipalities which and learners presented their learnings about Iraq to strengthened multi-level IGR across the spheres of him in a colourful song and dance presentation. government. Key partnerships were formed with NGOs and private sector sponsors such as MTN, Iraq and Poland played a friendly match at the UWC Coca-Cola and the SABC. Stadium on 9th June 2009 and the PGWC assisted with the coordination of the event as well as provided Down from a R35 million private sector quote, the logistical support. Approximately 3 500 people PGWC delivered the five FanJols for approximately attended the match free of charge. In addition, R10 million which was directly injected into the approximately 180 mainly SAFA football players from provincial economy outside the Host City. Thirty-two the Western Cape were afforded the opportunity to service providers were used along with 30 local attend a Confederations Cup game between Spain vendors. Seventy thousand people attended the and Iraq in Johannesburg. FanJols on the eight days along with 235 trained 67 volunteers who assisted with logistical and Additional events were hosted as part of the operational arrangements on-site. The Department countdown towards the start of the 2010 FWC. These of Social Development (DSD) social workers were events were primarily focussed on and geared present at each FanJol to assist with tagging children towards football development which included on entry, as well as to assist with vulnerable persons. collaboration with various other provincial No children were lost and no trafficking was reported. departments such as DCAS, in conjunction with both Further involvement of the DSD is discussed in the commercial and community-based football clubs and Safety and Security Legacy chapter. community-based projects. The 300 Days to go Campaign featured a “300 Girls for Football” Benefits in tourism, employment creation and tournament in Bonteheuwel (for U13 and U17), the commercial opportunities boosted economic growth 200 Days to go Campaign saw the hosting of football activities in FanJol towns and their surrounding coaching clinics which also featured a session on areas. Social benefits included the development of addressing social issues such as the 16 Days of sports, arts and culture, community engagement, Activism Campaign and World Aids Day by the training and skills, as well as an opportunity for the Provincial Government Social Dialogue Unit. The integration of communities. By promoting festivals 100 Days to go Campaign saw the staging of a street and events in the low season for tourism, football tournament on the Grand Parade, which was opportunities for economic growth are maximised. the location of Cape Town's official FIFA Fan Fest for DCAS commissioned a Socio-Economic Impact the tournament. The 100 Days to go Campaign also Assessment of the FanJols during the 2010 FWC saw the planting of 100 trees around the Philippi which included an Economic Impact Assessment and Stadium, which supported the positive environmental an Audience Analysis. legacy of the Green Goal 2010 Programme. 5. Social Legacy

The Final Draw, hosted at the Cape Town 5.5.3 Other Projects International Convention Centre on 4th December Additional projects included Buyela Ebaleni which 2009, was an internationally acclaimed event was aimed at mobilising and encouraging football profiling the Host City. The Province collaborated with supporters to adopt a culture of visiting stadia to the CoCT to host a world class post-draw function support local football and also to rally behind the (soiree) which created a relaxed atmosphere for the national team. Since 2007 the PGWC was totally guests to socialise and to be entertained, involved in bringing supporters across the province to simultaneously experiencing the creativity and flair of football games, by assisting with transport of football South Africa's Cape. For the general public, the post- fans across the province. In this respect marketing draw event was celebrated in the ever popular Long drives with ambassadors and other legends on Street - one of Cape Town's most vibrant spots. topless buses driving through communities was done During this time the teams were making their Team successfully to encourage 'gees”. Some memorable Base Camp decisions. The Western Cape managed games PGWC promoted was Africa X1 vs Rest of the to secure three Team Base Camps, two of which were World on former President Mandela's birthday in based in Knysna and one in George. 2007, the Vodacom games at Newlands and a host of other football feasts. The test events hosted at the Africa Day celebrations in May 2010 were staged at Cape Town Stadium before the tournament further the Football for Hope Centre in Khayelitsha, taking encouraged public participation and spread the 'gees' the form of a local football tournament aimed at with the PGWC providing strategic support. Wearing 68 involving nationals from other African countries as football jerseys on Football Fridays took some time well as local youth. The aim of the tournament was to for locals to adopt. Continuous awareness promote social cohesion and unity amongst us all as campaigns and enthusiasm amongst those who Africans. This was a particularly important gesture in participated in Football Fridays gradually increased the wake of xenophobic attacks in a number of participation of the general public. An ideal informal settlements, including parts of Khayelitsha. opportunity presented itself to promote the country's National Symbols by hoisting the national flag After the World Cup semi-final match in Cape Town through the City and Province, learning the national on 6th July 2010, Spain's Queen Sophia visited the anthem and wearing clothing items displaying the Centre, receiving positive media coverage. Over the South African flag. The vuvuzela became an weekend 13th-14th November 2010 the National USA international hit and has been ranked an outstanding Football team visited the Centre and participated in '11 out of 10' by Grant Thornton for being associated football clinics with youth from the surrounding areas. with brand South Africa. The Centre is supported by 200 partner organisations, has more than 6 000 young graduates 5.5.4 Countdown Clocks and Municipal in the Skills programme and 252 participants in the Branding community football league programme. The The five towns (Beaufort West, Bredasdorp, environmentally friendly building also shows young Vredenburg, George and Paarl) each received a people the importance of sustainable development in digital, flat screen countdown clock to enable locals to everyday living. 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 5.6 Arts and Culture revenue generation. The screen can also be used to inform the public of critical or emergency information. Over a period of more than two years the CCDI Examples include: researched and developed suitable crafts for the ?Rates changes, 2010 FWC which formed part of an on-going ?Hotline numbers, development programme ensuring maximum ?Road closures, participation of small craft-based businesses in the ?New services, and tournament. Through this programme, crafters were ?Event announcements. able to access opportunities and benefits from the expected tourism influx into the region, improve their Awareness campaigns and messaging could be used skills and offer appropriate crafts for sale. The to stimulate behaviour change in the public. purpose of the programme was to generate direct Examples include saving water, anti-littering, AIDS economic benefit for craft producers (through the sale awareness, blood donations, safe driving. The of goods), support them in the development of their screens could be used to promote community products and their businesses through the process of building programmes and events such as: supplying products to official events, (for PGWC and ?Women's month, the City) as well as to promote well-designed ?Youth day, handcraft to international visitors, conference ?Library week, delegations and business executives. Various 69 ?Local school events, and 'goodie bags' were produced using local crafts for ?Parades and concerts. distribution at official and corporate events. Items such as Kelp Vuvuzelas were profiled and promoted It is additionally possible, through the municipal in order to ensure local designers, producers and events office, to offer the screen space to events artists benefited from the 2010 event. These companies planning private concerts and parades in Vuvuzelas were very popular and their story was the area, thereby creating additional revenue. widely covered in the media. Made from Screens in safe places for extended viewing can biodegradable kelp collected from beaches, these additionally be linked to TV feed, and be used as mini Vuvuzelas were painted and decorated by previously outdoor viewing areas. unemployed people and were used during the tournament as gifts to visiting dignitaries and teams. Eight towns (Beaufort West, Bredasdorp, They were also profiled at one of the press Vredenburg, George, Knysna, Plettenberg Bay, conferences hosted at the Cape Town Media Centre Vanrhynsdorp and Worcester) each received 100 in the City Hall. 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. Social Legacy

5.7 Language Policy Implementation 5.8 Conclusion Unit Providing as many opportunities as possible to 5.7.1 Multilingual FIFA World Cup™ Project enable local communities to 'touch' the World Cup The main aim for the months of June and July 2010 was one of the key priorities. Not only were was to publish multilingual articles in the three official partnerships between spheres of government and languages (English, Afrikaans and Xhosa) of the the private sector important in delivering a successful Western Cape as well as in the languages (French, event, but partnerships forged for social development Arabic and Portuguese) of the respective teams proved critical in the lead up to, during and after the participating in the tournament in Cape Town. One of tournament. It is for this reason that the PGWC the aims of this project was to promote and create carefully cultivated value-adding relationships. The awareness of multilingualism. Various articles were investment in sports facilities is envisioned to create written for this initiative, of which one was published in lasting legacies for generations to follow. With these Die Burger (10 June 2010) (http:/www.gotravel24. investments come the need to create and/or increase com/theme/world-cup-2010/feel-it-translation). Two firstly, awareness of sport and secondly, participation articles were sent to be published in the Ek sê in sport. The return on such investments spans both Mamela…its team DCAS newsletter (July 2010) and economic and social benefits. Economically, sport a further two articles were placed on the Cape tourism opportunities and international marketing platforms have been created. The capacity to host 70 Gateway website. international competitions and create a hub for sport 5.7.2 Library Services excellence is now present. From a social perspective, The PGWC's library service promoted football and social cohesion, the fostering of unity and local pride the 2010 FWC by attracting more young readers to as well as sport as an alternative to substance and the world of reading and literacy. The January- social abuse, not forgetting the creation of spaces to February issue of the Cape Librarian newsletter keep youth off the street are all now possible. 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). 6. Safety and Security Legacy

71 6. Safety and Security Legacy

6.1 Overview opportunity brought improvements in safety and security systems in general and an increase in Highlights: awareness levels of the importance of ensuring safe ?Improved safety and security systems for (mega)- environments, not only for visitors but for locals. The events and all citizens fight against crime received a fortifying boost, with the 76 ?Integrated and timeous planning and testing national government spending R1.3 billion on safety ?Training and skills development for full-time and security and even though this was brought about employment specifically for the 2010 FWC, the long-term benefits ?Decrease in crime rates during the event for all South Africans post the tournament were the ?Collaboration across public sector, private sector, true safety legacy. SAPS was the lead agent in safety local communities and parastatals and security planning for the 2010 FWC and collaborated with numerous other public and private Primary Objectives: sector stakeholders to ensure a safe environment for ?Host semi-final, other matches and events all visitors, spectators and locals. successfully ?Maximise public benefit and lasting legacy The 2010 FWC safety and security structure in the through infrastructure (and systems) Western Cape focused mainly on the event and development included services such as SAPS, SANDF, Traffic and ?Spread benefits beyond the City to the rest of the Law Enforcement. Disaster Management focused on 72 Western Cape the increased risk to disasters during the 2010 FWC. According to Disaster Management legislative Stakeholders: SAPS, PGWC, CoCT, FIFA, mandates, all emergency-related services, namely Provincial and Local Traffic, Metro Police, Private EMS, Fire Brigade Services, Social Development Security, Disaster Management, Medical Response, including humanitarian aid, housing including Department of Health, Department of Home Affairs, emergency housing, public works and roads 77 Fire and Rescue, Civil Aviation, Department of (engineering and infrastructure) amongst others are Transport, FIFA stewards, volunteers, event required to work together. The Department of organisers, ACSA, NPA, Department of Justice, Community Safety (DoCS) and Disaster Correctional Services, SANDF, South African Management formed a Workstream which worked Revenue Services (Customs Control) and private jointly with SAPS as the lead agents for ensuring security. safety during the tournament with all three agencies represented on the TSC. Even though EMS formed part of broader Disaster Management planning for 6.2 Introduction 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 South Africa is known for high crime rates and is often chapter provides an overview of the planning and perceived as an unsafe destination. However, the readiness of the Western Cape as a safe environment hosting of the 2010 FWC presented an opportunity for for spectators, visitors and locals and how these all South Africans to showcase their hospitality by agencies were able to coordinate safety and security welcoming all visitors, and their competence to host throughout the Province. The Department of Social the tournament in a safe environment. This Development developed an integrated needs-driven

76 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]. 77 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 As mentioned previously in the Health Legacy plan in anticipation of all the possible problems which Chapter, each service including EMS, Disaster could manifest during the 2010 FWC. Their main Management, Traffic and Law Enforcement had their concern was to safeguard children because of the own command and control structures which then fed extended holiday and to ensure the well-being of into a provincial unified command structure. citizens in general. They identified the following eight Command and control systems for the 2010 FWC workstreams as points of operation: were carefully coordinated from national, provincial and local level. The National Joint Operational Centre 1. Child Protection, (NATJOC) of South Africa's security forces became 2. Street People, fully operational in mid-May 2010, ahead of the 3. Substance Abuse, tournament, ensuring that all systems were in place 4. Commercial Sexual Exploitation, and ready. Based in Pretoria SAPS, SANDF, Metro 5. Trafficking of people, Police, intelligence agencies and several 6. 2010 Community-based Holiday Programme, representatives of various government departments 7. Faith in 2010 World Cup-Child Tagging, and were deployed at the NATJOC on a 24-hour basis for 8. Cross cutting projects (Communication, training eight weeks before, during and after the and community-based holiday programmes). tournament80.

The Social Development Provincial Readiness Plan All security operations relating to the 2010 FWC, for the 2010 FWC is attached as Addendum 5. including the close protection of the 32 teams and the 73 FIFA family, as well as various visiting Heads of State and dignitaries, policing at ports of entry, route 6.3 Formal Planning, Coordination security, inner city security, stadium security, air and maritime defence and general crime prevention and Implementation duties were commanded from the NATJOC. The coordinating body was the National Joint Operational In the Western Cape safety and security planning for and Intelligence Structure (NATJOINTS), which was the 2010 FWC started in 2006 with SAPS giving mandated by National Cabinet to secure this major inputs to infrastructure design such as stadia (Cape international event. South African Police Services Town, Athlone and Philippi) and transport plans (SAPS) was the lead department of the NATJOINTS, around Cape Town International Airport, FIFA but the support and assistance of all partners and protocol routes, team routes, stadia access routes, role-players ensured that security was optimal at all FanJols and the FIFA Fan Fest78. With an event of this venues and that law enforcement was visible without magnitude and an expanding event footprint, existing being intrusive81. The NATJOC liaised closely with safety and security operations were enhanced with FIFA and the OC as well as with other police centres additional operational plans during the tournament which were linked to operations. which included a Safety and Security Event Plan, Disaster Management Plan, Medical Emergency Plan, Fire and Rescue Plan, Transport Plan, Tourism 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]. 79 South African Police Services. 2010a. 2010 FIFA Soccer World Cup, 23 September 2010, SAPS Western Cape [Powerpoint Presentation]. 80 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]. 81 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]. “6. Safety and Security Legacy

Within a few short weeks, the rest of the world coordination of information between the countries, especially in terms of the movement of fans across

will almost cease to exist – South Africa will be the common borders and cross-border crime combating world……It is up to all of you who will be making operations84. security decisions and commanding troops“ on the As the lead agency for safety and security, SAPS's ground to lead the way and set an example, to ensure overall coordination structure of the province for the the success of the tournament. Ke Nako – the time has 2010 FWC consisted of Provincial Joints, PROVJOC, arrived, make South Africa proud. Provincial Priority Committee, Operational Planning Committee, SAPS Operational Components, Intelligence (National Intelligent Agency, SANDF), General Bheki Cele, National Commissioner of SAPS on his visit to Detectives and Investigations, SAPS Support the NATJOC, May 2010. Services and 2010 external role-players85. The SAPS established a hierarchy of Operational Centres in the The NATJOC was mirrored by the creation of the 24- time leading up to and during the tournament which hour Provincial Joint Operation Centres (PROVJOC) included all stakeholders who now have a in each province where World Cup matches were cooperative working relationship. The first of 15 played. At the host stadia, a 24-hour Venue Operational Centres for the Western Cape opened in Operational Centre (VOC) was established as an on- Khayelitsha in 2007. 74 site command and control structure. The NATJOC and PROVJOCs' were fully equipped safety and In the Western Cape, the PROVJOC for the 2010 security management and intelligence dissemination FWC was based at the Police 'War Room' in centres which presided over the Stadia VOCs82. Harrington Street in the CBD. Representatives from the CoCT, PGWC, SAPS, EMS, Social Services, An International Police Cooperation Centre was also Traffic Services, Metro Police and the SANDF were established in Pretoria at which police officials from seated together in one venue. The Joint Operational various playing and neighbouring countries were Committee (JOCOM) consisted of all provincial hosted and performed duties in support of SAPS. Of Heads of Departments, a City Representative, the 31 participating countries besides South Africa, relevant national government departmental and OC 27 of their police services sent representatives who representatives and held daily meetings until mid- were deployed with SAPS within and outside the way through the tournament when meetings were various stadia. These police officials performed non- scheduled for 'match day minus 1' and match days executive tasks (that is, without the power of arrest) only. Until the three teams based in Eden left the but were of great assistance to SAPS especially in tournament at the end of the first round, the George terms of liaising with their country's fans and JOC was linked by videophone to the JOCOM in identifying any form of disruptive behaviour83. Cape Town. Daily briefings were fed through, discussed and decisions taken when required. The International Police Cooperation Centre also had representatives from neighbouring countries in the In addition to the VOC at the Cape Town Stadium, Southern African Region which assisted with the each site along the event footprint across the

82 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]. 83 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]. 84 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]. 85 South African Police Services. 2010a. 2010 FIFA Soccer World Cup, 23 September 2010, SAPS Western Cape [Powerpoint Presentation]. Province established a VOC which fed into SAPS in monitoring purposes of the entire event footprint and the PROVJOC, which then fed into the NATJOC. with the relevant representatives critical decisions Initially early morning meetings were held daily with and remedial actions were decided upon and all representatives at the PROVJOC but as the event communicated to officials and the public. CCTV progressed smoothly, these meetings were then held footage was used extensively to monitor crime, traffic every 'match day minus 1' and match day. Figure 5 flow and overcrowding at venues and in turn the below illustrates the Unified Command Structure for electronic signs on major roads were continuously the 2010 FWC in the Western Cape. updated to keep the public informed. The CoCT previously used the principle of a JOC to monitor The CoCT had a specific JOC located at the major events in the City. Some of the lessons learnt

Transport Management Centre in Goodwood and out of previous events were brought into the planning dealt with all security and non-security issues. The for the 2010 FWC86. Centre made use of high-tech equipment for

DISASTER SAFETY AND SECURITY MANAGEMENT (EVENT)

NATIONAL Fire services, EMS, Social Development, Transport, SAPS, SANDF, NIA, Law Enforcement (Traffic) SPHERE: Strategic Water Affairs, Housing, etc. Level 75

National Disaster Safety and Security Joints Management Centre (Pretoria) (Pretoria)

PROVINCIAL SPHERE: Strategic PDMC PROV JOC Level (Tygerberg) (Cape Town)

: L

A l P N I e

A HOSTING C v I T I e N L L

CoCT U O c CK WC EDEN OB CW i P g M

Metro/ O e

T MDMC MDMC MDMC t MDMC MDMC R C a T I

r MDMC E t R S T M S I CITY D

MUNICIPAL SPHERE: Micro SAPS Cluster Level 24 x LOCAL MUNICIPALITIES 25 SAPS CLUSTERS as well as the Tactical or Operational Level

Event / Incident MINOR / MAJOR INCIDENT / VOC / JOC / FORWARD COMMAND POST Level EMERGENCIES / DISASTER / STADIUMS/ FAN PARKS / PVA’S

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

86 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]. 6. Safety and Security Legacy

The SAPS held monthly meetings with the Disaster Commissioner General Bheki Cele and Premier Management Workstream and Strategic Risk Helen Zille was held on 29th April 2010, to showcase Assessments were conducted for each World Cup the readiness of all safety and security plans for the venue. In January 2010 Major General Robberts was country ahead of the tournament. The lessons appointed as the 2010 FWC SAPS Coordinator for learned from the test events were highlighted during the Province and was later joined by Brigadier Sharon de-brief sessions and were incorporated for the Govender who maintained representation in the tournament. Approximately 2 500 people were weekly TSC meetings. trained in crowd control and the overall safety and security plan involved 3 600 existing police officers The national Department of Justice in conjunction throughout the Province. Over the last three years with the Justice Crime Prevention and Security some 1 200 new SAPS members were trained per (JCPS) cluster which included SAPS, the National year and were based at either police stations or Prosecuting Authority (NPA), Legal Aid South Africa involved in 2010 safety and security operations. (LASA) and the Judiciary, developed an Police reservists were trained in basic policing, fire Administration of Justice Plan which was arm usage and first level crowd control.

implemented to deal with alleged offences

associated with the 2010 FWC. Dedicated district and The National Minister of Justice and Constitutional regional courts was set-up in each province and Development Mr Jeff Radebe assured South Africans operated from 28th May to 25th July 2010. In the “and tourists that the 2010 FWC tournament would be 76 Western Cape, district courts were located in Cape contested and celebrated in a safe environment. 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 The Police Department is fully ready to attend to FIFA tickets and fraud88. The Justice Cluster, along with the Host City, OC and Provincial Departments, any security challenges posed by this tournament. formed an integral part of the JOCOM. Likewise, as integral to the Justice Crime Prevention and Security, we made preparations with regards to

ensuring justice in the event that various matters

6.4 Planning for Test Events and warranting prosecution arise…..Let me reassure you Training that all law abiding citizens and visitors alike need “

Four test events were held at the Cape Town Stadium not worry because of the stringent measures we will before the start of the 2010 FWC and provided an apply to ensure safety and security of both citizens and opportunity to test the readiness of the Stadium as well as safety and security planning. Officers had visitors coming here to watch this football spectacle. opportunities to familiarise themselves with the venue and surrounds and simulation exercises were Minister Radebe at the launch of the dedicated 2010 FWC courts, run to test crowd control, aviation, communication 3rd June 2010. channels and also the collaboration of duty with external role-players. After the test events, a ceremony addressed by the National Police

88 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]. 6.5 Disaster Management Overview involvement of disaster management in the 2010 FWC process however only began in 2009, when the NDMC provided a policy guideline document for The following section provides an overview of how Disaster Management during the event. The disaster Disaster Management was coordinated, managed management fraternity then became more and implemented according to the legislation and extensively involved in the planning for the 2010 FWC policy that was required for the effective hosting of the event. The National Disaster Management Plan for 2010 FWC event in the Western Cape. In January the 2010 FWC was based on two approaches, 2008, the National Disaster Management Centre namely the micro (event management) and the (NDMC) established a dedicated 2010 FWC National macro (disaster management) approaches. The two Disaster Management Steering Committee approaches combined were necessary to ensure the (NDMSC). This Committee had to ensure that all effective coordination of the event. Figure 6 illustrates stakeholders in the country, including all nine the distinction between the two approaches89. provinces as well as the Host Cities were part of the 2010 FWC disaster risk reduction process. The real

2010 FWC INCREASED DISASTER RISK GAP ANALYSIS (EVENT / DISASTER MANAGEMENT) 77 Disaster Management

MACRO 1. INCREASED RISK Disaster Management Act Event Management Due to greater stress Increased Disaster Risk due to 2010 on existing utility INCREASED RISK services and transport - Stadiums MICRO - VIP Protection Transport - Hotels - Road - Fan Parks 2010 FWC - Air - Public Viewing (Event Management Bill) - Sea Areas - Rail - Practicing Venues - Etc. Essential Services - Electricity - Water GAP - Sewerage to be - Health closed 2. INCREASED RISK Due to possible Disaster hazards - Floods - Fires - Hazmat - Etc.

Figure 6: Micro and Macro Approach to the 2010 FWC

89 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]. 6. Safety and Security Legacy

With the number of visitors and spectators who address the possible negative consequences which visited the Province during the tournament stresses could have been caused by human induced and/or were inevitably felt on essential and utility services natural disasters. It is important to differentiate such as water and electricity supply and health and between the purposes of disaster management and transport systems at accommodation services, event management planning, as events are governed transport hubs as well as along the event footprint by the Safety at Sports and Recreational Events Act areas and tourist attractions. The Provincial Disaster and disaster management by the Disaster Management Centre (PDMC) is permanently located Management Act. Both Safety and Security and at Karl Bremner Hospital in Tygerberg and Disaster Management had unique coordination commenced with 2010 FWC-related implementation requirements for the 2010 FWC event. The in May 2010, ahead of the start of the tournament. differences between the reporting levels of the two The PDMC initiated a disaster risk approach to structures are illustrated in Figure 7 below.

INTERACTION BETWEEN DISASTER MANAGEMENT AND SECURITY COORDINATION STRUCTURES

NATIONAL CABINET Event Management 78 Disaster Management

ICDM HOSTING CITIES FORUM NATIONAL SECURITY Intergovernmental Committee for COUNCIL Disaster Management

NDMC OC: NATJOINTS Organising Committee National Disaster Management Centre

PROVINCIAL CABINET

PDMC PROVINCIAL 2010 COMMITTEE PROVJOINTS

Provincial Disaster Management Centre

LOCAL COUNCIL

MDMC HOSTING CITIES COMMITTEE LOCAL JOINTS

Municipal Disaster Management Centres

Figure 7: Interaction between Disaster Management and Safety and Security Coordination Structures 6.5.1 Provincial Coordination 6.5.2 Provincial Project Planning Phase From January 2009, the Disaster Management In March 2009, the NDMC mandated the compilation Workstream became part of the TSC. It had of a National Planning document for Disaster previously been placed with the Health and Safety Management. Based on the NDMC's 2010 FWC and Security Workstream which included the Security Disaster Management Planning guideline document, Forces (SAPS/SANDF) as well as EMS. The Disaster the PDMC's 2010 FWC Event Coordinating Unit Management workstream was headed by the implemented a Project Plan based on the NDMC's Director: Disaster Management and Fire Brigade Key Performance Indicators (KPIs) namely: Services. In March 2009, Mr Schalk Carstens was ?KPI 1: Ensure institutional capacity for the 2010 seconded to manage the activities of the workstream FWC event, in the TSC. He was supported by Ms Carin Joyce who ?KPI 2 Identify, assess and monitor disaster was later appointed on a contractual basis to assist risks, with the implementation of the disaster management ?KPI 3: Implement disaster risk reduction, and activities. The role of disaster management as part of ?KPI 4: Ensure effective capacity for disaster the Provincial 2010 TSC is illustrated in Figure 1 in the response. Introduction Chapter. The roles and responsibilities of all the stakeholders To ensure integration between the Safety and relevant to the Disaster Management and Safety and Security Workstream and the Disaster Management Security workstreams were identified prior to the Coordination Structures during the 2010 FWC event, 2010 FWC event. Three phases were determined, 79 the Unified Command and Control structure namely; Risk Reduction, Preparedness and illustrated in Figure 5 under Section 5.3 above was Response and Recovery. The schematic approach in applied. The two structures worked parallel to each Figure 8 clearly explains the roles and responsibilities other on both provincial and municipal level in the of all relevant stakeholders in the three mentioned Western Cape. As mentioned previously, the 2010 phases. 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 infrastructure) amongst others90.

90 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]. 6. Safety and Security Legacy

Schematic Approach to the staging of the 2010 FIFA WORLD CUP™

ThTeh ein itnetrearcatciotino nb ebtewtweeene ns asfaefteyt y& & s esceucruirtiyt ya nandd d disiassatsetre rr irsiskk m maannaaggeemmeennt tc coo-o-ordrdininaatitoionn s strturucctutureress

RISKRIS REDUCTIONK REDUCTION PREPPRAREDNESSEPAREDNESS & & RESPONSERESPONSE RECOVERRECOVERYY (MITIGA(MITIGATION)TION)

Early Warning Phase Hazard Preparedness & Response Phases Relief, Rehabilitation & Reconstruction Phase Provincial Joints Disaster Management Centres

Emphasis Event Management Emphasis Disaster Management

Safety & Security Safety & Security, i.e. Maintenance of law & order in communities - SAPS - SAPS -SAPS - SANDF - SANDF -Metro Police, Traffic Services, Law Enforcement - NIA Joints - Prov. Dept. of Community Safety -etc… - Metro Police - Traffic Services (Prov. & Mun.) - Traffic Services - Metro. Police (Mun.) - Law Enforcement - Law Enforcement (Mun.) Continuation of structural, environmental and humanitarian support, co-ordinated by CoCT Events – Risk Identification Mun. Disaster Risk Management, i.e. Disaster Risk Management Centre i.e. - Crime 80 - Terrorism (CBR) - Engineering Services (Water & -Engineering Services - (Water & Sanitation, - Hooliganism / Unrest / Strikes Sanitation, Electricity, Roads & SW) Electricity, Roads & Stormwater) - etc. - EMS (Provincial Health focuses on -Emergency Relief (NGOs, Prov. Social Development) Communicable Diseases and provision -Emergency Housing (Housing with Provincial Dept. of Emergency Medical Services) of Health in support) Line Departments and Disaster Risk - Emergency Relief (DRMC & Prov. -Transport Management / Traffic Services Management Centre = Social Development = Emergency (Transport related disruption) feeding and psychological support) -etc. Disaster Risk Identification, i.e. - Emergency Housing (Housing, with - Human Induced; Prov. Dept. of Health in support) - Transport; - Transport Management / Traffic - Utility Systems Disruptions; Services (Transport related disruption - Natural Disasters = Floods, Fires - Fire & Rescue Services – prevention / and Extreme Weather rapid response - etc. - etc.

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

A detailed PDMC Report for the 2010 FWC is utilised to develop the Preparedness, Response attached as Addendum 6. Accompanying addenda to and Relief Plan for the 2010 FWC, the report include: d) Layout and seating of the PDMC, and a) NDMC Disaster Management Master Plan for the e) Deployment roster of disaster management staff 2010 FWC, to Safety and Security as well as Disaster b) KPI's Project Plan, Management Operational Centres in the c) KPI 2: Risk Profile as developed for the Western Province. Cape and the generic activities which were 6.6 Community Safety Overview 6.6.1 Community Safety Coordination and Implementation The core mandate of the Department of Community Due to the magnitude of the 2010 FWC and the ever- Safety (DoCS) in relation to the 2010 FWC was to: growing event footprint within the CBD alone, strict ?Provide civil oversight of the police and policing measures had to be implemented to ensure the agencies focusing in general on the efficiency safeguarding of Provincial buildings throughout the and effectiveness of SAPS/Metro Police in terms Province. In traffic intensive areas such as the Grand of service delivery, and Parade and along the Fan Walk, normal operations ?Provide operational law enforcement over were enhanced and in certain cases such as provincial and national roads, train traffic officers hospitals, where private companies are contracted to and conduct road safety awareness throughout provide security services, the DoCS maintained a the Province. close working relationship with these companies.

The mandate of the DoCS is to ensure responsible There was a wide misconception ahead of the use of roads within the Province. This covers national tournament that because SAPS would be primarily and provincial roads as municipal roads usually fall focused on the areas within the event footprint, crime under the mandate of the municipal traffic in the surrounding local communities would be on the department. However, the Department also provides increase. In actual fact, a drop in the crime rate was support to these municipalities in terms of capacity reported during the 2010 FWC period. The DoCS 81 and in some municipalities the DoCS has a larger played a civil oversight role in ensuring that police footprint than the local authority. The DoCS also has a stations had their community safety plans in place for Traffic College and these students are provided with usual operations, so as to ensure that service delivery on-site training opportunities when they arise. was not affected in any way. This also minimised the possibility of an outcry from the communities should For the 2010 FWC in the Province, the key objective anything drastic have happened, where they could was to ensure the safe movement of teams from Base have blamed SAPS for being too focused on the Host Camps to the games and/or training venues, the FIFA City or the FIFA event. Family and fans alike along the entire event footprint. The CoCT traffic officers were responsible for DoCS also provided escort services to Dutch fans, De escorting within the Host City, with the DoCS playing Oranje Campers, for the duration of their stay in the a supporting role. However, the DoCS took Province. Local traffic authority areas were organised responsibility on Provincial and National roads. In the for a 'relay' approach to escort the cavalcade of Eden District, the French, Danish and Japanese campers from municipality to municipality as they teams were escorted from arrival to departure. moved from town to town. Permission was required Although the local authorities were involved from the respective municipalities to allow cross- throughout the process, they did not always have border-access and municipal permission was capacity independently to provide these services. granted to enable moving from town to town. The areas spanned from the George Airport to the Although this was gazetted, due to a lack of funds Team Base Camp hotels and training venues. however, within some municipalities, they could not Additional role-players included SAPS and various always allow their own traffic officers to assist with local traffic authorities throughout the Province. Mr escorting and other authorities then had to bridge this Mark Jansen represented the DoCS on the TSC. gap. 6. Safety and Security Legacy

As part of the Road Safety Campaign, pamphlets and 6.7 Conclusion disposable breathalisers were distributed through various channels such as road blocks, transport The 2010 FWC provided the ideal opportunity to hubs, within local communities, etc. Road blocks and improve safety and security preparedness in the blitzes were also carried out to clamp down on Province. Along with SAPS as the leading agency, drunken driving and to promote general road safety numerous private and public sector stakeholders tips. collaborated to ensure a safe environment was provided to visitors and locals alike. Skills For command and control, the DoCS had their development and training opportunities, improved operations centre, known as 'Bravo Control', in the communication channels, cooperative governance, PDMC. College students did duty in the PROVJOC. public and private sector partnerships, as well as Furthermore, the college students' syllabus was local community involvement are the true legacy of condensed in order to be completed by the time the the 2010 FWC. As a province and country we tournament kicked-off, providing them with displayed our capabilities in hosting a safe event

employment opportunities during the event. From a which also saw a decrease in crime levels during the

legacy perspective, these graduates are now tournament. Morale and motivation amongst safety

employed on a full-time basis. and security personnel were hugely boosted during

“the tournament, which can now be extended to Planning and implementation processes included improving future service delivery. 82 engagement with local authorities through the Road “ Traffic Management Coordinating Committee structures. This joint planning approach advocated seamless service delivery and integrated law The guys are still operating as if it is the World enforcement operations. Furthermore as a result of Cup. this, escort plans were properly executed and Mr Mark Jansen, Department of Community Safety, October cooperation amongst role-players was experienced. 2010. 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. 7. Legacy Summary

83 7. Legacy Summary

This chapter provides a summary of the main #Outeniqua Stadium (George) and Loerie legacies as a result of the 2010 FIFA World Cup™, as Park (Knysna) described in the preceding chapters. #Artificial pitches laid in Beaufort West, Lwandle, Worcester, Lawaaikamp and Bitterfontein ?G r e e n P o i n t C o m m o n – b i o - d i v e r s i t y 7.1 Economic Legacy development of the Green Point Urban Park adjacent to the Cape Town Stadium transformed Infrastructure Development and Upgrades to become a people's park for recreational needs ?Cape Town Stadium of the region, where outdoor events may be #New iconic 55 000 seat facility designed and hosted constructed for multi-purpose events #More than 2500 jobs created, 1200 workers Transport Networks and Systems underwent training through the contractors ?Cape Town Station and railway upgrades ?Upgrade of Philippi Stadium #Just over 4000 jobs created #175 jobs created (local workers were #New stations built at Khayelitsha and prioritised) Windemere #Upgraded to comply with FIFA requirements #Additional 25 stations underwent as a VSTS, FIFA-compliant pitch installed maintenance and repairs and is maintained to world class FIFA 84 #Upgrades link public transport networks standards including buses, taxis, pedestrian and bicycle #Three workers from Philippi underwent lanes theoretical and practical training in pitch ?Cape Town International Airport Upgrade maintenance and are currently employed by #Over 3185 jobs created the stadium operator ?George Airport Upgrade #New spectator stands to increase seating #Runway resurfaced capacity to 3000 ?Upgrade of Road Network #Media facilities and turnstiles installed #1986 jobs created (184 women and 803 youth #Improvements to changing rooms – 40% part of EPWP) #BEE operator appointed to manage facility #Hospital Bend pre-selection project and provide football and life skills #Koeberg Interchange upgrade development programmes for the youth of #Table Bay Boulevard upgrades Philippi #N2 Eastbound rehabilitation #PSL use of facility for matches #Broadlands and Sir Lowry's Trunk Road #Local community is enthusiastic, proud and upgrades supportive of events #Upgrade of White Bridge over Knysna #Catalyst for Kosovo human settlement and Lagoon (Provision made for non-motorised Philippi Station upgrades transport) ?Upgrade of Athlone Stadium to accommodate 25 ?MyCiti Bus Services 000 spectators91 #Service linking, inter alia, CTIA to CBD. Bus ?Upgrade of sport facilities throughout the stops erected throughout the CBD with Province additional routes to be phased in to include areas outside city

91 City of Cape Town. 2010e. Training venues. http://www.capetown.gov.za/en/FIFA2010/Pages/TrainingVenues.aspx [14 March 2011]. ?Fan Walk ?Eco-efficient driving lessons offered to 20 meter #Pedestrian friendly walk from Cape Town taxi drivers (successful pilot project) Station to Cape Town Stadium ?Local products such as arts and crafts (KELP #Additional facilities and services such as new vuvuzelas and wine bags made by local women) pedestrian bridge and waste bins added supplied as gifts for visiting dignitaries #Used successfully during events post 2010 ?Three bicycle cabs introduced to the City by the FWC; permanent feature of events Dutch Consulate

Skills Development and Empowerment Tourism, Trade and Investment ?Training provided for RED Door Centre staff on ?Accommodation and training sites guide how to link potential 2010 FWC emergent developed (2 editions) opportunities and LED ?Increased exposure of Cape Town and the ?Over 1900 delegates attended Disney Customer Western Cape to global audiences by local, Training national and international media ?SA Host Training workshops provided to ?Improved Tourism Safety and Support delegates who worked at 2010 FWC-related programme – enhanced efficiency as well as events relationships with other stakeholders ?Business Readiness workshops hosted by the #Two additional TSS representatives CCDI for crafters appointed during the tournament ?Provincial Volunteer Database – 250 volunteers #40 000 traveller tips safety booklets 85 were trained and deployed at Team Base Camps, distributed Media and Tourism Centres and the 5 provincial ! Connect'd Cape Town virtual business network FanJols launched ?CFC facilitated Digital Bootcamp Training #Permanent space available at CTICC to link ?Twenty PDIs trained in SENG crew support with future events and projects ?WOSA Fundi Programme for sommeliers, with ?630 people attended business breakfasts which approximately 1 800 new sommeliers trained were hosted as network opportunities with local and international VIPs. This was an alternative to Sector Profiling and Promotion purchasing tickets with public funds for VIPs to ?Opportunities created for crafters (FIFA Fan Fest, attend matches at the Cape Town Stadium Fan Walk, Cape Creative Exhibition, sculptures) #FIFA Fan Fest: 261 producers traded Media Engagement #Fan Walk: 16 producers traded over the 8 ?Shift in media from negative to positive stories matches ?Cape Media Services platform created #Cape Creative Exhibition: 82 crafters ?Use of local service providers by visiting media featured ?Host City Media Guide which is useful for the #City Sculptures: 6 selected and placed future throughout the city ?Local and international students afforded the ?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 opportunity to work at the Cape Gateway established which provides assistance to film Information Kiosk industry in selecting the ideal locations for filming ?Nine international newsletters published and five themed press conferences hosted during the 7. Legacy Summary

tournament (arranged by the Rapid Response ?For the Drink Tap Water Campaign, water-saving Team made up of CMS members) water fountains were installed at the FIFA Fan ?Local service providers used for media tours Fest and along the Fan Walk and are still being ?Enhanced relationships with international media used during events throughout the City (Eden Media Centres) #340 International Media visited the Eden Integrated Waste Management Media Centres (Japanese, French and ?Approach applied to waste management at Cape Danish) Town Stadium, FIFA Fan Fest, Fan Walk, FanJols and training venues, prior to and during the tournament: 7.2 Environmental Legacy #Waste avoidance: 6No hand-outs allowed at gates 6Unnecessary packaging avoided Energy and Climate Change 6Re-usable packaging and materials used ?Additional lighting control in the Cape Town (e.g. plastic crates vs. cardboard) Stadium 6Large condiment dispensers used as ?Low-energy luminaire streetlights along protocol opposed to single servings routes #Waste minimisation: ?LED traffic lights along protocol routes 6Implemented by minimising packaging ?Installation of hydroelectric turbine to generate 86 and using the commemorative cup electricity from Oranjezicht Springs concept which could be re-used instead ?Retrofitting of Council buildings with energy of having to purchase a new cup for each efficient lighting new drink ?300 solar water heaters were installed in low-cost 6Law enforcement teams dispatched after housing in Darling cleaning at places such as Swartklip to #12 residents were trained on how to install monitor littering and illegal dumping. 121 and maintain these heaters which could fines issued totalling R144 700 contribute to a monthly R50-R70 saving on a #Waste recycling: household electricity bill 6A 20% waste diversion target set (OC and ?Energy efficient floodlights were erected at CoCT policy) was reached and exceeded Philippi Stadium with bulbs using 60% less 6A dual-bin system in the CBD, Stadium, energy than conventional bulbs Fan Fest, Fan Walk and FanJols (still visible in the CBD, Stadium, Grand Water Conservation Parade and Fan Walk areas) ?Water efficient technologies installed at the Cape 6Two new mini-multi-use recycling Town Stadium: facilities under construction #Rainwater harvesting off the roof 6Labelling and signage to assist the public #Water saving taps in selecting the appropriate bin for their #Dual flush toilets in VIP areas waste (including Zibi dual-bins) (still #Flush urinals visible in the CBD, Stadium, Grand ?The Oranjezicht Springs used as an alternative Parade and Fan Walk areas) source of water for the irrigation of the Green Point Park Green Building and Sustainable Lifestyles The DEADP Air Quality Management ?Cape Town Green Map (online and print) component has adopted this initiative as part highlights Cape Town's growing green and of its air quality management interventions. sustainable living consciousness, including green projects, eco products and services, Landscaping and Biodiversity attractions, markets, events, accommodation, ?A student landscape design competition was alternative energy sites, recycling projects and hosted for Mouille Point beachfront and responsible tourism. promenade ?Volunteers were recruited to assist with Green ?A City beautification and tree-planting campaign Goal programmes and were provided training was implemented ?Making Connections' programme was rolled out ?A biodiversity showcase garden was constructed to 38 schools, targeting Grade 7 learners to in the Green Point Park create 'green' awareness by linking sport and the environment Responsible Tourism ?A five minute DVD with Green Goal short films ?A code of responsible conduct was developed for was produced and distributed visitors ?Green procurement was integrated with 2010 ?Responsible tourism awareness and training was FWC tenders, where practically possible integrated into existing service excellence programmes Transport Mobility and Access ?An environmental accommodation accreditation 87 ?Improved public transport networks were key in system known as GreenStaySA was developed reducing carbon emissions #Three hotels in the Western Cape have been #Phase 1A of the CoCT's new IRT system rated by GreenStay SA namely; Hollow on the implemented Square (Green Annex) in the CBD, Eendracht #Non-motorised transport infrastructure which Hotel in Stellenbosch and Fancourt in George included walkways and cycling lanes #Transport strategies to minimise travel needs Green Goal Communication related to the event integrated into planning ?The 2010 National Environmental Questionnaire for Cape Town Stadium Survey showed that 35% of respondents in Cape #Fan Walk from Cape Town Station to Stadium Town were aware of the Green Goal programme explicitly mentioned as reducing carbon or other environmental projects linked to the emissions World Cup. This may not be the majority of #Fifty-three percent of fans travelled to Cape respondents, but it is high considering that a Town Stadium and other match viewing survey conducted a year earlier, showed that only venues by public transport or on foot 1% of respondents knew about Green Goal or #In addition to the eco-driving course provided any environmental initiatives linked to the World to meter taxi drivers, an eco-driving Cup. awareness campaign to raise awareness ?Examples of interventions to raise awareness amongst PGWC and CoCT staff to reduce and promote sustainable lifestyles included: carbon emissions took place during the #Green Goal brand development and Transport Month (October 2009) and again activation during Environment Week during June 2010. #Green Goal marketing and communications plan rolled out 7. Legacy Summary

#Green Goal website and online resources 7.3 Health Legacy #Online resources and materials for media #Green Goal DVDs showcasing the Green Staff Allocation Goal projects ?340 new EMS staff were employed #Green Goal 1 minute DVD requesting fans at ?1000 staff members were trained in Major the FIFA Fan Fest to use water sparingly Incident Medical Management Systems #Green Goal 2010 Exhibition at the FIFA Fan (MIMMS). Multidisciplinary approach recruitment Fest, and of pre-hospital and hospital staff (medical and #Contribution to a review of resource efficiency non-medical). interventions at Cape Town, Athlone and Philippi Stadia commissioned by DEA and a Equipment Acquired guideline booklet on Cape Town Stadium's ?Vehicles – 30 new ambulances and medical utility interventions was published and can be used vehicles as a guideline for future developments. ?Medical Procedures Container which can be used for rescue operations and mass casualty Green Goal 2010 Exhibition situations ?The FIFA Fan Fest on the Grand Parade was ?Tents for mass casualty or major incidents selected as the ideal location for housing the ?Helicopter upgrades for improved mountain and exhibition for the duration of the tournament sea rescue operations 88 #Visited by approximately 15 000 people ?Equipment procured – R6 million spent on during the tournament medical equipment (ordered in advance and 94% #Showcased various Green Goal projects and arrived more than three months before the event) interventions #New helicopters arrived in January 2009 #Exhibition by-line, 'Give waste the boot', ?Cape Town Stadium boasts a medical centre created awareness amongst visitors to the designed and equipped to international exhibition standards #All the construction material used in the exhibition was sourced within a 10 km radius Systems Implemented and Improved of the Fan Fest, which reduced the carbon ?Electronic Bed Bureau – digital system which footprint allows data flow between pre-hospital and #Materials used were either recycled waste, hospital services (public and private) in terms of re-usable, reclaimed or new for re-use bed availability and status. This allows afterwards ambulance routings to be done in a pro-active #The human resource compliment included manner Green Goal team leaders, Host City ?Enhanced relationships between relevant role- volunteers, CoCT Environmental Resource players (EMS, SAMHS, private health) especially Management interns, DEA volunteers, between EMS and SAMHS as two different DEADP staff and performing artists constituents within the public sector; also #Exhibition is available for use at future events improved relationships between public and private sectors. ?Creation of MIMMS manual for the South African context. ?FIFA designated hospitals were identified early ?FIFA Football for Hope Centre according to the event footprint. These hospitals #One of five Centres in Africa, with the first built (public and private) all underwent training in the in Khayelitsha Hospital MIMMS course. Furthermore, these #Supported by 200 partner organisations, has hospitals now have radio communication with more than 6 000 young graduates in the skills EMS Metro Control linked to integrated medical programme and 252 participants in the systems and services. community football league programme ?Creation of opportunities for South Africa to host future mass gatherings and world-class events #Week-long Festival hosted for opening event in partnership with the local community Health Promotion 6Local suppliers such as caterers, ?Health education and information campaign was volunteers, security personnel, tour launched for both foreigners and locals covering guides and local entertainment was information on various topics such as smoking, sourced personal hygiene such as hand washing, etc. #Teams from Cape Town, Johannesburg, This campaign included the distribution of Durban, Zambia, Namibia and Brazil educational materials, reinforcing environmental participated in the Kick-off football health messages. tournament in December 2009 #Western Cape Sports School (Kuils River) hosted the teams 89 6Senior learners from the school were 7.4 Social Legacy involved with administration and organisation of the event – acquiring Sport Development – facility investment, valuable sports administration skills and awareness training and increased participation participating in an international sports ?Stars in their Eyes Foundation Exchange event Programme 6Ideal cultural exchange opportunities for #40 South African clubs and communities the learners and visiting teams twinned with counterparts in the Netherlands #USA Football Team visit (as an example) #120 coaches trained in Dutch method of 6On 13th and 14th November 2010 the coaching USA national squad hosted coaching #Each South African club has a Dutch coach clinics with the youth from surrounding assigned as a mentor (from communities as areas far afield as Kwa-Nokuthula, Plettenberg Bay, 6Regular high-profile visits e.g. Queen Kwa-Nonqaba, Mossel Bay, Lawaaikamp, Sophia of Spain, German Chancellor George, Laaiplek, Malmesbury, Greyton, Angela Merkel Bredasdorp, Langa/Ndabeni, Mfuleni, Cape Town, Khayelitsha, Philippi, Ashton, Ceres, ?Football Ambassadors Programme Worcester, Beaufort West and Prince Albert) #20 ex-professional football players were #Four coaching training camps hosted in the appointed as ambassadors and were widely Netherlands used in street football events, school #Girls and young women being coached in programmes throughout the Province and soccer 7. Legacy Summary

events linked to football awareness to #10 DreamBags awarded as part of the 'My promote sport in general as a fun activity, 2010 School Adventure Programme' healthy lifestyles, to encourage youth to play #2 DreamBags awarded at the opening of the football, to increase football popularity Philippi Stadium amongst youth, and in so doing to assist in #300 pairs of soccer boots distributed to each combatting social abuse and promoting social participant at the 300 days to go campaign cohesion (Girls football tournament in Bonteheuwel for U13 and U17) ?Street Football #4 DreamBags were awarded at the 200 days #Street football district leagues were hosted to to go campaign (Football tournament hosted expand mass participation in areas such as in the Crossroads Township) Hermanus, Mitchells Plain, Khayelitsha, 6Ajax Cape Town also conducted coaching Oudtshoorn, Atlantis, Green Point and some clinics on the day on the West Coast 6Sessions were hosted addressing social #Thousands of youth from diverse communities issues such as the 16 Days of Activism in seven regions and major suburbs across the Campaign and World Aids Day by the Province participated PGWC Social Dialogue Unit #The campaign entailed setting up a massive blow-up football pitch in the community, where ?My 2010 School Adventure Programme 90 youngsters were encouraged to join and play #Programme rolled out at approximately 200 football after school during the week; on primary and high schools throughout the Saturdays knock-out finals were played and Province prizes and trophies awarded #Based on three pillars: #Created social cohesion opportunities whilst 6Participation pillar about football discouraging social abuse and promoting 6Education pillar which gave learners healthy lifestyles background in history and geography of participating nations ?Western Cape Playground Football Challenge 6Adopt-a-nation pillar focused on arts and #Took place in schools in the eight education culture, educational research and creative districts of the Western Cape writing #256 teams competed #Resource packs were distributed to schools #Final was hosted on Grand Parade and each throughout the Province participant received a replica soccer kit based #Prizes awarded to the schools included on the participating countries of the 2010 FWC desktop computers, DreamBags and flagpoles ?Dreamfields played a key role in the hosting of football development events with strong social ?Artificial Pitches messaging. This project saw the collaboration of #Beaufort West, Lwandle and Worcester each local government, communities and corporates to received an artificial pitch (OC legacy contribute in a practical and affordable way to programme) supporting local communities. Participants #FNB partnered with George Municipality to received: provide an artificial pitch in Lawaaikamp Sector Skills Development, Capacity Building #In-house project management model used and Leadership 6Dedicated human and financial ?Referees Training resources assigned #Approximately 155 SAFA referees underwent 6Project delivered successfully and within training (60 Vodacom League, 45 SAB budget League and 50 Winelands) 6Each FanJol had a dedicated project manager appointed who was empowered ?Volunteers to coordinate the FanJol #334 Western Cape volunteers were trained in 6Project managers were required to work total in partnership with municipalities closely with the District and Local #In June 2009 the first 99 were trained to work Municipalities which strengthened multi- in the pilot FanJol held in Plettenberg Bay for level IGR across spheres of government the Confederations Cup 6Key partnerships were formed with NGOs #A further 235 were trained in May 2010 in time and private sector sponsors, such as to participate in the provincial FanJols MTN, Cocoa-Cola and the SABC #A database of all trained volunteers and their skills was established for the World Cup and ?Countdown Events future use. Volunteers equipped with #The Western Cape adopted Iraq as the essential skills which should assist them with country to support during the 2009 future employment Confederations Cup 91 62 500 spectators attended a friendly Promotion of Social Cohesion and Unity … and match between Iraq and Poland at UWC Local Economic Development 6Approximately 180 Western Cape ?FanJols football players were afforded the #5 hosted bythe Province (one in each district) opportunity to attend a Confederations and 4 hosted by CoCT Cup Game between Spain and Iraq in #R 10 million injected into provincial economy Johannesburg outside the Host City #300 Days to Go Campaign #70 000 attendees across all five provincial 6Took the form of a girls' football FanJols tournament in Bonteheuwel for U13 and #32 service providers and 30 local vendors U17 (linked to National Woman's Day and were used addressed by the Premier) #250 trained volunteers assisted with logistical 6300 pairs of soccer boots distributed to and operational arrangements on-site 300 participants #Platform for LED opportunities (local #200 Days to Go Campaign procurement, positive publicity for rural 6Took the form of a football tournament areas, children and youth holiday hosted in the Crossroads Township programmes, skills development through 6Ajax Cape Town conducted coaching volunteerism and training, local artists and clinics on the day entertainment as well as international cultural 6Sessions were hosted addressing social exchange with a live Brazilian showcase issues such as the 16 Days of Activism sponsored by the Brazilian Government) Campaign and World Aids Day by the PGWC Social Dialogue Unit 7. Legacy Summary

#100 Days to Go Campaign public of critical or emergency information 6100 trees planted at Philippi Stadium ?8 towns (Beaufort West, Bredasdorp, Vredenburg, supporting Green Goal 2010 George, Knysna, Plettenberg Bay, Vanrhynsdorp #Africa Day Celebrations 2010 and Worcester) each received 100 street pole 6Football tournament at FIFA Football for brackets and banners (50 x SA Flag designs, 50 x Hope Centre aimed at involving nationals 2010 designs) and were encouraged to continue from other African countries as well as using the brackets and the SA flag banners as a local youth to promote social cohesion and legacy for nation building. These banners can be unity amongst all Africans and dispel used to mark festivities from national holidays to xenophobia. town specific milestones. It is also envisioned that the flags and brackets be shared amongst towns of Public awareness the district. Buyela Ebaleni was aimed at mobilising and encouraging football supporters to adopt a culture of Arts and Culture visiting stadia to support local football and also to rally ?Over a period of more than two years the CCDI behind the national team researched and developed suitable crafts for the ?Test events hosted at the Cape Town Stadium 2010 FWC which formed part of an on-going before the tournament further encouraged public development programme ensuring maximum participation and spread the 'gees'; the PGWC participation of small craft-based businesses in the 92 provided strategic support tournament ?Football Fridays took some time for locals to adopt. #Through this programme, crafters were able to Continuous awareness campaigns and access opportunities and benefits from the enthusiasm amongst those who participated in expected tourism influx into the region, Football Fridays gradually increased participation improve their skills and offer appropriate crafts of the general public for sale. The purpose of the programme was to ?Promotion of the country's National Symbols by generate direct economic benefit for craft hoisting the national flag throughout the City and producers (through the sale of goods), support Province, learning the national anthem and them in the development of their products and wearing clothing items displaying the South their businesses through the process of African flag supplying products to official events, (for PGWC and the City) as well as to promote Countdown Clocks and Municipal Branding well-designed handcraft to international ?5 towns (Beaufort West, Bredasdorp, Vredenburg, visitors, conference delegates and business George and Paarl) each received a digital, flat executives screen countdown clock to enable locals to #Ranges of 'goodie bags' were produced using countdown the days remaining to the kick-off of the local crafts for distribution at official and tournament. Municipalities are encouraged to corporate events utilise these clocks after the 2010 FWC for #Items such as Kelp Vuvuzelas were profiled disseminating public information, public and promoted in order to ensure local awareness, community development and where designers, producers and artists benefited possible, appropriate revenue generation from the 2010 event #The screen can also be used to inform the 6Kelp Vuvuzelas were very popular and their story was widely covered in the 6Cape Winelands District Municipality media (Region and FanJol) 6They were made from a sustainable 6West Coast District Municipality (Region resource (kelp collected from beaches), and FanJol) which is biodegradable #State Owned Enterprises: 6They were decorated and painted by 6Eskom previously unemployed people and were 6ACSA used during the tournament as gifts to 6Metrorail, Shosholoza Meyl visiting dignitaries and teams 6Transnet Freight Rail 6They were also profiled at one of the #Provincial Government Plan which inter alia press conferences hosted at the Cape included: Town Media Centre in the City Hall; with 6Emergency Medical Services each member of the media receiving their 6Social Development own personally inscribed 'kelp vuvu'. 6Chemical, Biological and Radiological Threats Plans 6Philippi Stadium 7.5 Safety and Security Legacy Policing and Traffic ?Approximately 2 500 people were trained in Disaster Management crowd control 93 ?Disaster Management ICT systems developed to ?Overall Safety and Security Plan involved 3 600 integrate National, Provincial and Municipal existing police officers throughout the Province operations (Uniti Tool developed in the Western ?1 200 new SAPS members trained per year over Cape ) the last three years ?Additional equipment, staff and facilities was #They were based either at police stations or recruited for Municipal Disaster Management involved in 2010 safety and security mostly in the City of Cape Town operations ?RAVA software programme and other GIS ?First of 15 Western Cape operational centres applications were developed which will be opened in 2007 in Khayelitsha applied in disaster risk assessments in the future ?State of Readiness launched 29th April 2010, ?The following 2010 FWC Disaster Management, almost two months ahead of the tournament Event and Team Base Camp Plans were ?High level of planning and cooperation by all developed and are currently filed at the PDMC: stakeholders, fostering a good working #Municipalities: relationship which resulted in effective delivery 6C i t y o f C a p e To w n ( D i s a s t e r which improved relationships for future events Management Plan for the region and the ?The number of fatal car crashes dropped in the PVAs) Province during the 2010 FWC 6Overberg District Municipality (Region ?Training opportunities were granted to 22 Traffic and FanJol) College students who are now employed on a full- 6Central Karoo District Municipality time basis (Region and FanJol) 6Eden District Municipality (Region, FanJol and 3 Team Base Camps) 8. Critical Factors for Successful Delivery

94 Good project management was critical for the changes of officials were made, enabling the team to effective delivery of the 2006 Strategic Plan. Some avoid reinventing the wheel and climbing learning projects ran more smoothly than others; numerous curves. They could concentrate on delivery. Stability challenges were encountered along the way. and continuity within key delivery structures is Strategic and flexible responses were sought to essential. address these challenges; lessons learned were noted. Whereas most work was undertaken in the various legacy workstreams, a single spokesperson 8.3 Project politically ring-fenced and for transversal communication was important. Issues of good governance and risk management were prioritised regularly discussed and necessary interventions made. Although changes in government over the five years brought differences in policies and priorities, the This chapter highlights the critical factors for international commitment made to deliver an successful delivery. Some tangible examples of excellent World Cup enabled the project to be 'ring- challenges encountered, how they were overcome fenced'. No one wanted fingers to be pointed at and what the specific learnings were are also political parties or leaders, so the project was given mentioned. It is important to share these lessons due priority and proudly acknowledged by all as inter- and intra-departmentally, as well as with other successful in the end. Political responsibility needed governments who will be future hosts. Secondly, it is to be taken from time to time. Two examples during 95 important to translate these lessons into daily 2010 follow: operations to improve service delivery. The first was that within the economic workstream, MEC Winde re-grouped economic role-players in early 2010 to ensure cooperation in project delivery 8.1 Visionary 'Big Picture' thinking – and leverage off economic opportunities during the we are doing this for Africa tournament. However, because from 2006 no economic development or tourism promotion budget When FIFA awarded the hosting of the 2010 FWC in was allocated to an economic strategy beyond the May 2004 to South Africa, it was clearly stated that 2010 FWC, there has been a major waste of a huge this would be the first African FIFA World Cup and that economic opportunity. This lack of foresight is FIFA had faith in South Africa to host it on behalf of unfortunate as the 2010 FWC opened the eyes of the Africa. The Western Cape proudly committed to world to our 'cape-ability' and economic potential. showing the world that we were able and willing to Follow-up has been severely limited owing to lack of contribute to the continental effort. budget in economic development and tourism.

The second was the political intervention to address challenges in the Eden District just before the 8.2 Sound and consistent leadership tournament was due to kick-off. Following the Cabinet meeting on 12th May 2010 in which major Despite changes in political leadership as a result of concerns about the delivery of the FanJol in George, local and provincial elections, those holding political media hosting, delays in pitch repairs at Outeniqua office committed to delivering an excellent event. Few 8. Critical Factors for Successful Delivery

Stadium, volunteer recruitment and procurement the Host City and the Province. Business Plans and issues in Eden were discussed, MEC Jenner and successive budgets were guided by the Strategic MEC Bredell agreed at short notice to attend the Plan. The joint Plan cemented Provincial and City monthly 2010 Municipal Forum the next day in commitment to hosting a world-class African Knysna. They also met the Mayors and Acting experience. The objectives identified in the Plan Municipal Managers of George and Eden. Over the guided Provincial and City collaboration on 2010 day the mood shifted from openly belligerent when FWC projects which were supported from political officials from Cape Town arrived to chair the and official levels. meetings, to friendly, after issues had been openly discussed. Clearly there were tensions between local and district municipalities in Eden. Thanks to the 8.5 Intergovernmental cooperation to intervention of the MECs, officials were able to continue with delivery for the 2010 FWC. Without focus on delivery within strict political leadership, the coordination which was timeframes required amongst municipalities, and inter- governmentally between District, Municipal and 'Cooperative governance' is required by the South Provincial role-players, would not have succeeded. African Constitution, however politicians and officials have to work together to enable its realisation. The lessons are that despite the extreme delivery 96 pressures, and significant benefits on offer through For the 2010 FWC cooperation between the three hosting the 2010 FWC, human and budgetary spheres of authority was essential for successful resources would not have been made available delivery, specifically for the three Team Base Camps without the political will (and sometimes outright and Provincial FanJols. Due to the high private sector instruction) to cooperate. quotes received for the project management of the FanJols, an internal project management process with dedicated human and financial resources was 8.4 Joint Strategic Plan adopted by developed as the alternative. With limited timeframes Provincial Cabinet and Mayoral this in-house model not only operated successfully but was also a cost-saver delivering the project within Committee of the City of Cape budget. For each FanJol a project manager from Town in 2006 within the Department of Cultural Affairs and Sport was appointed. These managers were empowered Knowing that local government elections were to be with the opportunity to coordinate a FanJol which saw held in 2006, City and Province officials wanted to efficient and enhanced service delivery. The project prepare incoming leadership with a possible strategic managers were required to work closely with District direction to follow in preparation for delivery of the and Local Municipalities, which strengthened multi- 2010 FWC. A strategic plan was written for the level IGR across the spheres of government. Key effective delivery of the event, taking legacy and partnerships were formed with NGOs and private leverage of opportunities into account. After the sector sponsors. elections the new leadership in the City and the Provincial Cabinet met in July 2006 and adopted the Structures including the Host Cities' Forum (which Strategic Plan as the single approach to be taken by included Provinces), the Provincial Coordinators' Meetings and the Western Cape Municipal Forum 8.8 Competent staff – 'fit for purpose’ allowed engagement across the three spheres of government. 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 8.6 Collaborative partnerships tournament kept staff motivated to deliver.

Across all workstreams, collaborations were formed involving private sector, public sector, and local communities. Some were new partnerships and 8.9 Proper procurement - adherence some old were enhanced as a result of the 2010 FWC to tight budgetary controls project. Working together to deliver on an immovable deadline strengthened working relationships. Financial procedures were adhered to and A very good example is the improved relationship expenditure was within budget. Officials responsible between Emergency Medical Services staff and for procurement were helpful in finding the quickest South African National Defence Force staff as two legal routes, knowing how critical their roles to the constituents in the public sector. The partnership with success of the event were. private health was also strengthened as a result of 97 collaboration for the 2010 FWC project; this is an excellent example of positive legacy. 8.10 Budget savings as a result of co- operative relationships

8.7 Transversal operational and Working together to solve a problem empowered strategic teams established officials to streamline operations and remove duplication resulting in saving money. If certain As the delivery of the event and the commitment to stakeholders had withheld their cooperation or legacy required an integrated approach, officials from wanted to assert their own powers, rather than various key provincial departments and agencies contributing to the solution, delivery would not have were assigned to work in a transversal team, the occurred within time or budget. Public sector Technical Steering Committee (TSC). Not only did collaboration in order to deliver excellence on time this ensure more effective delivery for the event, but it and within budget was a major learning experience built good relationships and taught a holistic which can be used in the poverty eradication and approach to delivery for the future. This is important employment generation context. 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. 8. Critical Factors for Successful Delivery

8.11 Investment in personal relation- Specifically in the Health and Disaster Management workstreams early and proactive planning enabled ships to facilitate effective delivery delivery of longer-term legacies such as the National Disaster Management Strategy and the development Perhaps because an event of this nature and of the Provincial and National Health Plans. magnitude comes so rarely, (almost) everyone was Responsibilities could then be defined and resources more receptive to making it a success. Most people allocated. Flexibility was built in to accommodate enjoyed working together to 'make it happen', some resources such as staff and vehicles needing to be re- offering constructive criticism when needed. allocated at short notice. Early and coordinated Colleagues enjoyed a sense of humour even when planning was successful due to effective pressures and challenges seemed insurmountable. 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. 8.12 Attention to detail Equipment, vehicles and medical supplies needed to be ordered well in advance. With the proactive No detail could be ignored. Test events showed that approach taken, all equipment was delivered on time small things which had perhaps been ignored could and in some cases as early as 2009, in time to be become big problems. Delivering on an event of this used for the test events at the Cape Town Stadium. magnitude and ensuring positive legacy require 98 However, delays were experienced with the delivery meticulous planning, careful implementation, of some of the Disaster Management equipment. attentive listening and learning, quick responses, honest assessments and clear communication.

8.14 Research, assumptions and risks 8.13 Thorough planning It was not always easy to plan for the unknown. Predictions were made on the number of visitors Thorough and comprehensive planning was expected during the tournament. However, up until a exercised across all workstreams. Making sufficient month before kick-off hotel bookings were still use of lead time to plan effectively and also to relatively low. This could have been as a result of the consider contingency plans should initial plans fail global recession, as well as not being able to predict was essential. Roles and responsibilities had to be which teams would still be in the tournament for the defined early during planning to ensure action later rounds. Tourism agencies in the province amongst all stakeholders. Financial responsibilities engaged proactively with the media and mounted and resolutions had to be clearly defined in order to marketing campaigns in Gauteng to encourage ease tracking deliverables. Reporting structures on visitors to come to the Western Cape. Negative the 2010 FWC were established between officials media coverage of South Africa's readiness to host across PGWC departments, such as the TSC and the tournament, cost of travel and perceptions of Technical Update Meetings, up to the PCF and safety months before, impacted on the number of Cabinet. Workstream Audits amongst other reporting foreign visitors who eventually arrived. mechanisms ensured interdepartmental and intergovernmental collaboration. 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 99 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.

9. Way Forward

The following key recommendations to Cabinet 9.2 Facilities emerge from the preceding chapters based on lessons learned during the 2010 FIFA World Cup; Promote models for Facility and Venue Management they are categorised under Marketing and Events, to ensure that that our World Cup stadia and other Intergovernmental Relations, Facilities and Media facilities have long-term sustainability. and Communication. ?Suggested actions: Use Provincial Facilities Audit to shift focus from mere facility provision to 9.1 Marketing and Events improving access, quality of programmes and sustainability. Share GIS-based tool with other The joint marketing platform established in the build- provinces. up 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 9.3 Intergovernmental Relations not budgeted for such an intervention. Perhaps with the new Economic Development Agency (EDA) Package and contextualise lessons learned for approach, this platform can be maximised in future. bidding and/or recently appointed hosting towns, ?Suggested action: Cabinet to support engaging regions and countries. An opportunity exists to Treasury for such funding. position the Western Cape as a knowledge centre for 100 hosting municipalities, enabling benefits from Support events with strong destination branding, municipal tourism. economic development, social cohesion and ?Suggested actions: Promote captured and environmental sustainability elements e.g. the UN published lessons and successes. Ensure that agencies' global events, international sporting marketing collateral such as the Accommodation competitions, and new innovative ones such as a and Training Sites Handbook, operational Green Formula One Grand Prix. guidelines for transversal management (e.g. TSC ?Suggested action: Based on sound strategy platform), media management protocols, as well agreed with City and Municipalities, support UN as Knowledge Management products are agencies, sports federations and event owners accessible to bidding countries, regions and targeting and deepening relationships including municipalities. key 'green' role-players, to bid for and support mega-events. Transfer skills and training from 2010 FWC case studies through diverse institutions such as As part of destination marketing, market the Cape University Business Schools and the Provincial Town Stadium and other 2010 FWC legacy projects Training Institute (PTI). as integral parts of the 'Cape' destination, particularly ?Suggested actions: Develop case studies that drawing on the Cape Town Stadium's international show practical examples of transversal strategic profile and iconic image. management in action. Engage CHEC as a point ?Suggested action: Support City of Cape Town to of entry to the Universities and engage PTI with produce an integrated marketing plan for the the view to curriculum supplementation. Cape Town Stadium and other publicly-owned facilities as part of a joint Provincial and City Events Strategy. 9.4 Media and Communications project delivery (e.g. for an event such as the Chelsea Flower Show or COP17), and ?Developing and implementing a Provincial Mega- Maintain relationships with international media to events Strategy and Implementation Plan, with monitor the image of the Province and to encourage City and municipal agreement. continued positive coverage, by for e.g. inviting them to explore and experience Cape Town and the As was clearly experienced during the 2010 FWC, Western Cape. unless the requisite skills and budget are allocated, ?Suggested action: Institutionalise a proactive the most well-intentioned plans and announcements team based on the Cape Media Services model, will not reach fruition. linked to destination marketing, particularly for future events.

9.5 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 101 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 Conclusion

This report has presented a reflection on the PGWC's We are now also better positioned for economic planning and implementation of the 2010 FWC, growth to attract more events, business tourism, highlighting the sustainable development, project international sport tourism opportunities; our management (good governance) and proactive improved infrastructure for exports and investment is communication approaches, as well as beneficial to growing the economy and creating more achievements and challenges on the road to 2010. jobs. In the international community there is now Following the 2006 Strategic Plan adopted by the City greater awareness of our business opportunities, of Cape Town and the PGWC, this document reports technology, skills and products which is beneficial to on the identified legacy areas: Economic (including long-term trade and investment. Through exposure to Infrastructure and Transport), Environmental, Health, an event of this magnitude, improved tourism Safety and Security, Social and Disaster preparedness and skills for hosting future major Management. The City of Cape Town has prepared events, with a particular focus on a friendly service an operational 'Close-out' report reflecting on their culture, is a long-term benefit. We are now better role as a Host City. positioned as a place for business and leisure - displayed through our innovation, skills and spirit - From Cape Town's brand new multi-functional forming critical ingredients for economic growth and international stadium, to improved infrastructure for improved quality of life. roads, public transport including cycle and pedestrian networks in the City and beyond in towns such as Just as we learned many lessons from Germany, so 102 Knysna, the positive legacy of the 2010 FWC is too will we be able to share lessons learned with reality. National Government, in their assessment of Brazil. The Western Cape is working closely with the the tournament, commended all members of the government of Brazil at both state and federal level to transport family, including those spread across the facilitate tourism, trade and investment linkages in three spheres of government, in particular in Host preparation for the 2014 FWC. These interactions Cities, and a range of parastatals in the aviation, rail strengthen the political, economic and social and road sectors for their achievements during the opportunities between the two countries. 2010 FWC. Not forgetting the private sector public transport operators, local bus and coach operators One of the key legacy opportunities presented by the and the often maligned minibus-taxi industry who all 2010 FWC was the media platform to leverage came to the party during the 2010 FWC and made the international and local attention. There was a distinct country proud92. shift in the tone of media reporting before, during and after the 2010 FWC. It is clear that once foreign media Athlone and Philippi Stadia upgrades, with world- experienced the warmth, hospitality and efficiency of class pitches, a widespread soccer culture and sport the games in South Africa that their reporting shifted development will serve Cape Town's historically to positive, even euphoric. disadvantaged communities for decades to come. Public sector collaboration, in order to deliver Green Goal should lead to behavioural changes in excellence on time and within budget, was a major favour of the environment. This should have the long- learning experience which can be translated into term legacy of reducing the consumption of scarce poverty eradication and development93. resources, including water, energy and biodiversity, as well as reducing the amount of waste-to-landfill.

92 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]. 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 social abuse, not forgetting the creation of spaces to and responsible lifestyles, societal behavioural keep youth off the street, are all now possible. changes will be key to ensuring healthier lifestyles for future generations. Through cooperation with Brazil The 2010 FWC provided the ideal opportunity to and continuous support from agencies such as KAS, improve safety and security preparedness in the the Green Goal Programme could be better Province. Along with SAPS as the leading agency, positioned through the powerful Confederation of numerous private and public sector stakeholders Brazilian Football to negotiate with FIFA to ensure a collaborated to ensure a safe environment was serious commitment to manage environmentally provided to visitors and locals alike. Skills responsible tournaments in future. development and training opportunities, improved communication channels, cooperative governance, Improvements to provincial health capabilities and public and private sector partnerships, as well as capacity are some of the tangible benefits of the 2010 local community involvement are the true legacy of FWC. The collaborative planning for the tournament the 2010 FWC. As a province and country we has also improved coordination between private, displayed our capabilities in hosting a safe event public and NGO health services. From a managerial which also saw a decrease in crime levels during the level, the DoH opted to coordinate EMS in small tournament. Morale and motivation amongst safety teams which fostered effective leadership and and security personnel were hugely boosted during transparent communication from the top down and the tournament, which can now be extended along vice versa. with other lessons learned, to improving future 103 service delivery. 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 Bibliography

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1. Philippi Stadium Report to Standing Committee 110

2. CTT Survey & CTRU Visitor Tracking Results 113

3. TSS 2010 FWC Report 120

4 Health Legacy Research Report 125

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 196 utilised to develop the Preparedness, Response and Relief Plan for the 2010 FWC

6d. Layout and seating of the PDMC 212 109

6e. Deployment roster of disaster management staff to Safety and Security as well as 213 Disaster Management Operational Centres in the Province 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:

Financial Project Name Lead (Support) Departments Budgets 110 Year 2008/2009 Phase 1 Upgrade Dept. of Cultural Affairs and Sport: R20 000 000 2010 Unit (DotP) 2009/2010 Phase 2 Upgrade Dept. of the Premier: 2010 Unit R 8 350 266 2010/2011 Phase 3 Upgrade Dept. of the Premier: 2010 Unit R20 649 734 2010/2011 Phase 3 Upgrade Dept. of Environmental Affairs and R 360 000 Greening of Flood Lights Dev. Planning (DotP) 2010/ 2011 New Grass Pitch Dept. of the Premier: 2010 Unit R 5 000 000 Grand Total 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. 111

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 28thAugust. 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 one- on-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.

“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 on- going support to ChipCor in order to achieve long-term sustainability of the Stadium.

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 112 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 113 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%). 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.

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 114 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. 115

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 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

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 116 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 117 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%.

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™

Despite disappointment in short-term FIFA World Cup™ bookings, 90% of tourism businesses 118 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

2. CAPE TOWN TOURIST ATTRACTIONS

Attractions Jun 2010 Jul 2010 TOTAL Jun/Jul 2010 Robben Island 19 379 22 221 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 V&A Waterfront 1 778 570 1 625 100 3 403 670 Kirstenbosch National Botanical 25 469 33 340 58 809 Garden

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

119 3. TSS 2010 FWC Report

DEPARTMENT OF ECONOMIC DEVELOPMENT AND TOURISM

TOURISM SAFETY AND SUPPORT 120

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 121 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 Waterfront) • 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.

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 Mountain 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

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 122 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

• 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. th • On the 16 June TSSP unit responded to a Motor Vehicle Accident in 123 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 assistance 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. • 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 hospital. TSSP also worked with the Brazilian Consulate in organising temporary accommodation.

124

4. Health Legacy Research Report

Health Legacy Research Report

Commissioned by:

2010 FIFA World Cup™ Coordination Unit Western Cape Department of the Premier 125

Compiled by:

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

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 day- to-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.

126

2

Contents Page

Project Aims 4

Method 4

Findings 6

Discussion 14

Health Legacy Model 16

Recommendations 18

Conclusion 19

Appendices 20-29

List of Figures

Figure 1 Steps in the research process 5 127

Figure 2 Plot of means with 95% confidence intervals 7

Figure 3 Health Legacy Model 16

3

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 eve nt 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

• Literature and research search • Development of measurement instruments • Consultation and input from stakeholders Step 1 • Refinement of surveys • Distribution of surveys • Collation of quantitative data • Analysis and intepretation of results • Development of structured interview schedules Step 2 • 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 Step 3 • Revision and completion of report based on stakeholder feedback 129 • 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 .

5

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 Likert- scale 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.

6

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.

131

Figure 2 Plot of means with 95% confidence intervals

7

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 World 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 133 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

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 135 (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

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 137 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

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 and 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 139 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

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 processes 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:

1 2 3 4 5 144 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

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

Please show how much you agree with each of the following

e e y y l

l l e e a e e r r statements by circling a number from 1 to 5 (1 = strongly g g r e e t g g n n r r u a a o o g g e disagree; 5 =strongly agree) . r r s s t t i i A A N S S D D 1 1 2 3 4 5 I would be very happy to spend the rest of my career with this organisation

2 I feel emotionally attached to this organisatio n 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 m e 1 2 3 4 5

7 My job gives me much fulfilmen t 1 2 3 4 5

8 The tasks that I do at work are enjoyable 1 2 3 4 5

I feel that management has always been honest and ethical in their dealings 9 1 2 3 4 5 147 with m e

Management has always used consistent standards in evaluating my 10 1 2 3 4 5 performanc e

11 In my job I am given training opportunities to improve my skills 1 2 3 4 5

The Department invests extensively in improving the levels of competency 12 1 2 3 4 5 among the employee s

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 receiv e 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 d o 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 welfar e 1 2 3 4 5

19 My manager frequently provides me with constructive feedback 1 2 3 4 5

23

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:

1 2 3 4 5 148 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

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

Please show how much you agree with each of the following

e e y y l

l l e e a e e r r statements by circling a number from 1 to 5 (1 = strongly g g r e e t g g n n r r u a a o o g g e disagree; 5 =strongly agree ). r r s s t t i i A A N S S D D 1 1 2 3 4 5 I would be very happy to spend the rest of my career with this organisation

2 I feel emotionally attached to this organisatio n 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 othe rs 1 2 3 4 5

6 My job has a great deal of person al meaning to m e 1 2 3 4 5

7 My job gives me much fulfilme nt 1 2 3 4 5

8 The tasks that I do at work are enjoyab le 1 2 3 4 5 151 I feel that management has always been honest and ethical in their dealings 9 1 2 3 4 5 with me

Management has always used consistent standards in evaluating my 10 1 2 3 4 5 performa nce

11 In my job I am given training opportunities to improve my skills 1 2 3 4 5

The Department invests extensively in improving the levels of competency 12 1 2 3 4 5 among the employe es

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 receiv e 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 d o 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 welfar e 1 2 3 4 5

19 My manager frequently provides me with constructive feedback 1 2 3 4 5

27

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

Group 1 - Responses to questions on morale 4 4 . . 3 3 . . y y t t i i s s n n 2 2 . . e e D D 1 1 . . 0 0 0 1 2 3 4 5 0 1 2 3 4 5 A1.1 A1.2 4 4 . . 3 3 . . y y t t i i s s n n 2 2 . . e e D D 1 1 152 . . 0 0 0 1 2 3 4 5 0 1 2 3 4 5 B2.1 C3.1

Group 2 - Responses to questions on morale 5 . 4 . 4 . 3 . y y t t 3 i i . s s n n 2 e e . 2 D D . 1 . 1 . 0 0 0 1 2 3 4 5 2.5 3 3.5 4 4.5 5 A1.1 A1.2 5 . 5 . 4 . 4 . y y t t 3 i i . 3 s s . n n e e 2 D D . 2 . 1 1 . . 0 0 1 2 3 4 5 1 2 3 4 5 B2.1 C3.1

28

Appendix D

Response patters for Section D.

Response patterns for Section D - Group 1 4 4 5 4 . . . . 3 . 4 . 3 3 3 . . . y y y y y 2 t t t t t i i i i i . 3 . s s s s s n n n n n 2 2 2 . . . e e e e e 2 D D D D D . 1 . 1 1 1 . . . 1 . 0 0 0 0 0 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 D1 D2 D3 D4 D5 5 5 5 5 . . . 3 2 . . 4 4 4 2 . . . . y y y y y 2 t t t t t 5 i i i i i . 3 3 3 . . . s s s s s 1 . n n n n n e e e e e 2 2 2 D D D D D 1 . . . . 1 . 5 1 1 1 0 . . . . 0 0 0 0 0 0 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 D6 D7 D8 D9 D10 5 4 3 3 2 . . . 4 . . 2 . 3 . 3 . 2 2 y y y y y . . t t t t t 5 i i i i i 1 s s s s s . n n n n n 2 2 . e e e e e . 1 D D D D D . 1 1 . . 1 1 5 . . 0 . 0 0 0 0 0 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 D11 D12 D13 D14 D15 5 4 3 3 2 . . . . 2 . 3 . 2 2 y y y y . . t t t t 5 i i i i 1 s s s s . n n n n 2 . e e e e 1 D D D D . 1 1 . . 1 5 . 0 . 153 0 0 0 0 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 D16 D17 D18 D19

Response patterns for Section D - Group 2 5 3 3 3 . . . . 4 . 4 . 3 . 2 2 2 y y y y y t t t t t . . . i i i i i 3 . s s s s s n n n n n 2 e e e e e . 2 D D D D D . 1 1 1 . . . 1 . 1 . 0 0 0 0 0 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 2 4 6 0 1 2 3 4 5 D1 D2 D3 D4 D5 4 5 3 3 . . . . 4 . 4 . 3 . 3 . 2 2 y y y y y . . t t t t t i i i i i 3 . s s s s s n n n n n 2 . 2 e e e e e . 2 D D D D D . 1 1 . . 1 1 . . 1 . 0 0 0 0 0 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 2 4 6 0 1 2 3 4 5 D6 D7 D8 D9 D10 5 4 3 3 3 2 . . . . . 2 . 3 . 2 2 2 y y y y y t t t t t . . . 5 i i i i i 1 s s s s s . n n n n n 2 . e e e e e 1 D D D D D . 1 1 1 . . . 1 5 . 0 . 0 0 0 0 0 0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 0 2 4 6 0 1 2 3 4 5 D11 D12 D13 D14 D15 4 4 3 3 . . . . 3 3 . . 2 2 y y y y t t t t . . i i i i s s s s n n n n 2 2 . . e e e e D D D D 1 1 . . 1 1 . . 0 0 0 0 1 2 3 4 5 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5 D16 D17 D18 D19

29

5. Social Development Provincial Readiness Plan for the 2010 FWC

SOCIAL DEVELOPMENT PROVINCIAL READINESS PLAN FOR THE 2010 WORLD CUP

INTRODUCTION

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 children because 154 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

v1 Provincial sector/DSD plan (143 plans) v16 Districts offices 2010 readiness plans (24) hours v8 Work stream/focus area plans x 16 districts which equalled143 plans combined into one Provincial DSD Readiness Plan v1 Cape Town Stadium Readiness Plan

We offered services as follows: v4 FIFA Special courts v1 Operational Office of Social Development Department vDSD presence in 16 JOC/VOC v11 PVA ’ 155 v32 Sites v45 days v16 Districts v1 Stadium v2 Disaster operational Teams vDevelopment of standing operation procedures for people in distress

GRAPHIC PRESENTATION OF OPERATIONAL SITES

Staduim 1 1 1 Stadium 1 4 PVA PVA 11

Department of Social Development Districts Offices 16 11 Department of Social Development District Offices Special Courts 4 Special Courts Department of Social Development Operational room 1

1 Department of Social Provincial Joint Operating Centre Development Operational Room 16 T otal 34 Provincial Joint Operational Centre

OUTCOME TWO: SUPPORT WELFARE SERVICES RENDERED

v A safe room for lost/missing children at all PVA,s

v Tagging of under 14 year old children at all PVA ,s

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

RESUL TS

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 1 2 Begging 2 2 Street Children 13 Begging Substance Abuse 1 2 Street Children Neglected children 2 Substance Abuse Abused children 2 1 Neglected Children Assaulted childre n 1 Abused Children T otal 21 Assaulted Children

13

CHILD ABONDONMENT

14 Lost children 77 Unaccompanied 14

Total 91 Lost Children Unaccompanied Children

77

B. ADULT 1 1 1 Trafficking 16 Refugee 1 157 Trafficking Beggar 1 Refugee Lost ticket 1 Beggar Total 19 Lost Ticket

16

SECTION TWO: TAGGING OF CHILDREN

TAGGING STATISTICS

JUNE 307 11-Jun 1001 148 11-Jun 14-Jun 42 1001 14-Jun 16-Jun 823 16-Jun 18-Jun 69 18-Jun 21-Jun 69 909 21-Jun 22-Jun 909 22-Jun 24-Jun 148 42

29-Jun 307 24-Jun

Total 3368 29-Jun 823 69 158 69

JULY 449 02-Jul 449 03-Jul 616 1069 02-Jul

06-Jul 361 03-Jul

07-Jul 386 06-Jul 616 11 -Jul 1069 07-Jan Total 2881 11-Jul

386 361

SECTION THREE: HOLIDAY PROGRAMMES

HOLIDAY PROGRAMME OFFERED IN THE DIFFERENT SUB COUNCILS

159

RURAL HOLIDAY PROGR AMME (DSD)

Beaufort West 333 Worcester Caledon 960 Vredenburg George 453 Oudtshoorn Oudtshoorn 4200 Series1 Vredenburg 1269 George Worcester 4479 Caledon T otal 11694 Beaufort West

0 1000 2000 3000 4000 5000 METRO HOLIDAY PROGR AMME (DSD)

Mitchell's Plain

Cape Town 1748 Khayelitsha Gugulethu 909 Series1 Khayelitsha 1225 Gugulethu Mitchell’ s Plain 360 Total 4242 Cape Town

0 500 1000 1500 2000

160

COMPARISON BET WEEN 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 partn ers

161

HUMAN RESOURCES/STAF DEPLOYED DURING 2010 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 233 162 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 vStrengthened 2010 Plan vNew partnerships formed vShared resources improved impact vNation building v Positive profiling of the Department of Social Development vSustain 2010 programs and activities for the full duration if the Soccer World Cup vLegacy projects were established vHeightened awareness of child safety and protection vInternal relationships were strengthened v Fun was introduced into work LEGACY PROJECTS

v Tagging of children under the age of 14 years at big events

v Collaboration between Department of Social Development,, Department of Education and Local 163 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

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

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 164 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 inter- sectoral 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 165 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

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 (N DMC) 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 provinces a s well as th e 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 h owever on ly 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) Disaster Management MACRO

1. INCREASED RISK Increased Disaster Risk due to 2010 Due to greater stress Event Management on existing utility Disaster Management Act services and transport INCREASED RISK Transport - Road - Stadiums MICRO - Air - VIP Protection - Sea - Hotels - Rail - Fan Parks 2010 FWC Essential Services - Public Viewing Areas (Event Management Bill) - Electricity - Water - Practicing Venues - Sewerage - Etc. - Health

2. INCREASED RISK GAP Due to possible Disaster hazards to be - Floods closed - Fires - Hazmat - Etc.

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

2.4. B oth Safety and Security and Disaster Management had unique coordination requirements for the 2010 FWC event. T he difference between the re porting levels of the two stru ctures are illust rated in Figure 2 on th e overleaf.

INTERACTION BETWEEN DISASTER MANAGEMENT AND SECURITY COORDINATIO N STRUCTURES

NATIONAL CABINET Disaster Management Event Management

ICDM HOSTING CITIES FORUM NATIONAL SECURITY

Intergovernmental Committee for Disaster Management COUNCIL OC: NDMC Organising Committee NATJOINTS

National Disaster Management Centre

PROVINCIAL CABINET

PDMC PROVINCIAL 2010 COMMITTEE PROVJOINTS

Provincial Disaster Management Centre

LOCAL COUNCIL

MDMC HOSTING CITIES COMMITTEE LOCAL JOINTS Municipal Disaster Management Centres

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). 167 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

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 SAFETY AND SECURITY MANAGEMENT (EVENT)

NATIONAL Fire services, EMS, Social Development, Transport, SAPS, SANDF, NIA, Law Enforcement (Traffic) SPHERE: Strategic Water Affairs, Housing, etc. Level

National Disaster Safety and Security Joints Management Centre (Pretoria) (Pretoria)

PROVINCIAL SPHERE: Strategic PDMC PROV JOC Level (Tygerberg) (Cape Town)

: L

A l P N I e

A HOSTING C v I T I e N L L

CoCT U O c CK WC EDEN OB CW i P g M

Metro/ O e

T MDMC MDMC MDMC t MDMC MDMC R C a T I

r MDMC E t R S T M S I CITY D

MUNICIPAL SPHERE: Micro SAPS Cluster Level 24 x LOCAL MUNICIPALITIES 25 SAPS CLUSTERS as well as the Tactical or Operational Level

Event / Incident MINOR / MAJOR INCIDENT / VOC / JOC / FORWARD COMMAND POST Level EMERGENCIES / DISASTER / STADIUMS/ FAN PARKS / PVA’S 168 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: Ensure Institutional Capacity for the 2010 FWC event; KPI 2 Identify, asses and monitor disaster risks; KPI 3: Implement Disaster Risk Reduction; KPI 4: 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™

ThTeh ein itnetrearcatciotino nb ebtewtweeene ns asfaefteyt y& & s esceucruirtiyt ya nandd d disiassatsetre rr irsiskk m maannaaggeemmeennt tc coo-o-ordrdininaatitoionn s strturucctutureress

RISKRIS REDUCTIONK REDUCTION PREPPRAREDNESSEPAREDNESS & & RESPONSERESPONSE RECOVERRECOVERYY (MITIGA(MITIGATION)TION)

Early Warning Phase Hazard Preparedness & Response Phases Relief, Rehabilitation & Reconstruction Phase Provincial Joints Disaster Management Centres

Emphasis Event Management Emphasis Disaster Management

Safety & Security Safety & Security, i.e. Maintenance of law & order in communities - SAPS - SAPS -SAPS - SANDF - SANDF -Metro Police, Traffic Services, Law Enforcement - NIA Joints - Prov. Dept. of Community Safety -etc… - Metro Police - Traffic Services (Prov. & Mun.) - Traffic Services - Metro. Police (Mun.) 169 - Law Enforcement - Law Enforcement (Mun.) Continuation of structural, environmental and humanitarian support, co-ordinated by CoCT Events – Risk Identification Mun. Disaster Risk Management, i.e. Disaster Risk Management Centre i.e. - Crime - Terrorism (CBR) - Engineering Services (Water & -Engineering Services - (Water & Sanitation, - Hooliganism / Unrest / Strikes Sanitation, Electricity, Roads & SW) Electricity, Roads & Stormwater) - etc. - EMS (Provincial Health focuses on -Emergency Relief (NGOs, Prov. Social Development) Communicable Diseases and provision -Emergency Housing (Housing with Provincial Dept. of Emergency Medical Services) of Health in support) Line Departments and Disaster Risk - Emergency Relief (DRMC & Prov. -Transport Management / Traffic Services Management Centre = Social Development = Emergency (Transport related disruption) feeding and psychological support) -etc. Disaster Risk Identification, i.e. - Emergency Housing (Housing, with - Human Induced; Prov. Dept. of Health in support) - Transport; - Transport Management / Traffic - Utility Systems Disruptions; Services (Transport related disruption - Natural Disasters = Floods, Fires - Fire & Rescue Services – prevention / and Extreme Weather rapid response - etc. - etc.

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

5. 2010 FWC FOOTPRINT (11 JUNE 2010 – 1 1 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 2 Matches: OPENING: Gauten g (SA/Mex ico); Cape Tow n Stadiu m Matc h (Uruguay /France). 11-Jun-10 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: C ape Tow n 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 18-Jun-10 Cape Tow n Stadium Match (Eng/Alger ia); Activation : Cape Town Stadium and CoCT P VA 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 Cape Town Stadium Match (Cameroon/Netherlan ds); 24-Jun-10 Activation: Cape Town Stadium, CoCT PVAs, George PVA (Ekasi TV), Beaufot Wes t PVA (Percussion Workshop) 170 25-Jun-10 4 Matches: Activation: Vredenburg, Bredasdorp and George PVAs 26-Jun-10 27-Jun-10 Grou p 16 Matche s. All P VAs activated 28-Jun-10 29-Jun-10 Cape Tow n Stadium Match (Roun d 16); Activation: Cape Town Stadiu m, CoCT PV As, George PV A (Ekasi TV) 30-Jun-10 01-Jul-10 02-Jul-10 QUAR TER FIN ALS: Acti vation: Bea ufort We st and Geor ge (Eka si TV) 03-Jul-10 QUARTER FINALS: Activation:CoCT PVAs & George PVA (Ekasi TV) 04-Jul-10 05-Jul-10 06-Jul-10 SEMI -FIN A LS: Cap e Tow n Stadiu m Match ; Activation : CoCT PV As and all Districts PV As 07-Jul-10 SEMI_FINALS: Activation: All PVAs (CoCT and Districts) 08-Jul-10 09-Jul-10 10-Jul-10 Second Place Ma tch; Activat ion: Wo rce ster and George (Ekasi) PVAs 11-Jul-10 FINAL MATCH: Gauteng. Activation: All PVAs (CoCT and Districts)

V ery 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; 171 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

2e 5000

c n

2a 0000 d n

1e 5000 t t

1A 0000 5000

0

WORCESTER VREDENBURG BEAUFORT WEST BREDASDORP GEORGE BOLAND SG LOUWVILLE SG RUSTDENE GLAS KASTEEL ROSEMORE Districts

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

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 Institutional structures established/implemented for totally integrated d uring the 2010 FWC event; 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 Became part of the 2010 Provincial Technical and during the event. Steering Committee (TSC), and worked as a team; Ambiguous guidance from the NDMC re garding Coordination Structures instituted: Heads of uniform reporting formats, with UNITI being used Centres, Emergency Management and Emergency only at a very late stage. Communication workgroups. Legacy ICT systems developed to integrate National , Provincial and Municipal – r kfqf (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 pAmpI bMp and pAkac.

7.1.2 .KPI 2: Identify, assess and monitor disaster risks

Positive Negative Risk and Vulnerability Assessments (RAVA s) were Some district municipalities does not have the conducted on provincial and municipal level; same capacity as the City of Cape Town (CoCT) GIS Tool developed based on current RAVAs in and had to rely on data generated by either the the province combined into a singular databank; province or the CoCT; 173 Provincial /Municipal risk profile was developed, GIS Tool: lack of server, tool could not be fully namely the 24 probable hazards identified for the utilized during the 2010 FWC event; 2010 FWC event. Unknown factor was the numbers of visitors/spectators that were expected (1.5 million – 3TM MMM F 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 th e 2010 FWC.

7.1.3 .KPI 3: Implement Disaster Risk Reduction

Positive Negative Based on the outcome of the Risk Profile, disaster No major e mergency o ccurred during the event, risk reduction plans developed for both event and thus plans were not tested to determine th e disaster management; preparedness le vels; The Provincial Disaster Management Centre Over application of human resources (disaster developed a Generic Plan which was adopted and management staff) during the event. (Staff became implemented for the 2010 FWC by all spheres of exhausted). government and by relevant line function departments . 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. 4.1..2 See Annexure E fo r 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 Negative Plans were evaluated and at several phases of the National Disaster Management Centre procured planning process. National Audit was also additional Urban Search and Rescue (USAR) conducted by the NDMC prior to the event; equipment for the 2010 event. The equipment Detailed CBR/USAR planning was developed however wa s only received by September 2010 . which included all stakeholders (Emergency/Security services/Disaster Management); Additional equipment and resources were made available th rough dedicated 2010 FWC funding. Legacy Capacity enhancement which include the above equipment to the value of R8.2 million.

8. CONCLUSION

8.1. The role o f 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 2 010 FWC were second to none as was illustrated in the successful hosting and roll-out 174 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 Man agement 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 r elated iss ues. All the Disaster Management Centres in the Western Ca pe 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 o ther 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 wa s 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 fro m 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 hav e expected? Maybe equal to that of the National D efense Force, the Emergency Me dical Services or of the South African Police Force? This statement illustrates the fact that Disaster Management sh ould 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 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...... 11 176 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

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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 systems 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 177 GAP ANALYSIS (EVENT / DISASTER MANAGEMENT)

MACRO INCREASED RISK Transport Increased Disaster Risk due to 2010 •Road

Disaster Management Act •Air •Sea •Rail MICRO Essential Services EVENT MANAGEMENT Stadium •Electricity VIP Protection 2010 FWC •Water Hotels (Event Management Bill) Fan Parks •Sewerage •Health

Possible Hazards GAP •Floods to be •Fires closed •Hazmat

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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 relationships 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.

The third group of issues relates to resources and personnel. The World Cup challenges will provide a 178 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 partnerships 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 179 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

Concept of Operations 180 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.

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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 region- wide 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. 181

6.2.2 Personnel Resources

Concept of Operations Incident Command posts will have to be established at match venues, training centres, certain non- tournament 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

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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.

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. 182 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 183 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 address 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.

184 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.

Disaster Management is everybody’s business 10 NDMC© DM Master Plan - April 2008 Version 1

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 185 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

Disaster Management is everybody’s business 11 NDMC© DM Master Plan - April 2008 Version 1

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. 186 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 reduction 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.

Disaster Management is everybody’s business 12 NDMC© DM Master Plan - April 2008 Version 1

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 protection 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 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.

8.3 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. 187

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

Disaster Management is everybody’s business 13 NDMC© DM Master Plan - April 2008 Version 1

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 vulnerable, 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 The response and recovery KPA includes three major strategies: 188 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. 189 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 the 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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o Presentation of capacity for situational awareness from summary reports and by plotting selected information on maps, either of which can be used to link directly to additional information and control; o Decision-making tools to assist in organizing and coordinating action plans, assigning tasks and monitoring progress; o Provision of a way to connect any number of users and move documents, files, images and other information to all stakeholders; o Control of access to sensitive information by restricting its secondary distribution; o Communications capabilities to provide multi-modal, real-time, concurrent communications, that facilitate multi-tasking; o Provision of a means to locate available resources and personnel within a jurisdiction and other jurisdictions offering mutual aid; o Provision of a structure for the design, assignment, tracking, adjustment and closure of tasks, that prevents dropped tasks or decisions; o 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 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; 190 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 191

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.

Disaster Management is everybody’s business 17 NDMC© DM Master Plan - April 2008 Version 1

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

Telecommunications and Disaster Management Information Systems are issues that must be resolved 192 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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Jun-10 T Y X X X X X X X X X Jul-10 X X X X X Aug-10 X X X X X X X X X Sep-10 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 9 0 9 9 9 9 0 0 0 0 9 0 9 0 9 0 9 0 1 0 9 0 0 0 0 1 1 1 0 1 0 1 0 1 0 - - -1 y- r- r- y- t- v c r- g- p- r- g- p- b n- l-1 n- l-0 n- a a a a c o e p u e p u e e u u u u a M M A J J A S M A J J A S O N D J F M 2.1. Conduct a Hazard Risk and Vulnerability assessment (RAVA) that present all hazards that could be applicable during event. X X X X 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. X X X X X X X X X X X X X

2.3. Prepare scenarios which are based on the assessment of the relative risk. X X X X X X X X X X X X

KPI 3: DEVELOP AND IMPLEMENT DISASTER RISK REDUCTION MEASURES FOR ALL IDENTIFIED RISKS 9 0 9 9 9 9 0 0 0 9 0 9 0 0 9 0 9 0 1 0 9 0 0 0 0 1 1 0 1 0 1 1 0 1 0 - - -1 y- y- r- r- t- v c g- p- r- r- g- p- b l-1 n- n- n- l-0 a a a a c o e u e p p u e e u a u u u M M J A S O N D J F M A J M A J J A S 3.1. Monitor, measure performance and evaluate the risk reduction initiatives (plans). X X X X X X X

3.2. Promote the implementation of appropriate and effective prevention and mitigation X X X X X X X 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. X X ¾ Ensure effective safety plans for all identified venues X X X X Ensure the sign off of all venues safety plans X X X X X X ¾ 194 195

KPI 4: ENSURE SUFFICIENT CAPACITY FOR DISASTER RESPONSE 9 0 9 9 9 9 0 0 0 0 9 0 9 0 9 0 9 0 1 0 9 0 0 0 0 1 1 1 0 1 0 1 0 1 0 - - -1 y- r- r- y- t- v c r- g- p- r- g- p- b n- l-1 n- l-0 n- a a a a c o e p u e p u e e u u u u a M M A J J A S M A J J A S O N D J F M 4.1.Ensure sufficient capacity for Disaster Response for all stakeholders identified. X X X X X X X X X X X X

4.2. Ensure sufficient Integrated Management System to respond to disasters. X X X X X X X X

4.3. Develop and implement a hazardous chemical and biological response system. X X X X X X X X X X X X

4.4. Develop and implement urban search and rescue capacity. X X X X X X X X X X X X

4.5. Institute regular evaluation sessions and training exercises that will adequately address the identified risk (All hazards, including transport and utility services) X X X X X X X X X

4.6. Ensure proper debriefing and lessons learnt sessions after 2010 X X 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 Relative Dis. Risk Ranking Level of Risk Flooding & Storms/Extreme Weather 1 H Crowd Surges/Crushing/ Ineffective Crowd 2 H Management Road Traffic Incident, including Road 3 H transportation disruption/Blockades/Traffic congestion Consequential effect to the Event Venues 4 M of major off-site incidents i.e. Hazmat, Nuclear Radiation, Aircraft, Road & Rail, Shipping Accidents, Structural Fires, Flooding 197 Disruption of Electricity Supply/Power 5 M failure at or near FWC venues Hazmat/CBR release 6 M (accidental/intentional) Hooliganism/Civil unrest/ 7 M Rioting/Xenophobia Fires 8 M Structural Collapse 9 M Bombing/Explosion/Terrorism 10 M Bomb threat 11 M Disruption in Water Supply 12 M Disruption of event or any other activities 13 M i.e. strikes Earthquake 14 M Disruption of Solid Waste Removal 15 M Services Disruption of telecommunications & IT 16 M services Land subsidence 17 L Epidemic/major infectious disease outbreak 18 L Sea Surge 19 L Aircraft Incident 20 L Hostage taking 21 L Disruption of Sanitation & Stormwater 22 L systems Food integrity instances 23 L Environmental pollution (ground/air/water) 24 L

*Key: H – High, M – Medium, L – Low.

Table 3. Other possible hazards that may influence event safety

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

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 Hazard Name Hydro-meteorological Extreme Weather Droughts Flooding Biological Fires Epidemics (both animal and human) Environmental Pollution (water) Technological Transport (Road, rail, sea) Hazmat (Marine oil spills, toxic cargo spills, radio active emissions, petro-chemical installations) Electricity disruption Social/Economic 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 Activity Type Usage A-93 Emergency communication network Definite A-00 Joint Incident Management Definite A-48 Public information Definite A-08 public information point Definite A-102 Situation reporting Definite A-73 Media release Definite A-85 Early Warning Likely A-16 Flooding Defence Measures Likely A-30 Area Safety Likely A-23 Making area safe - Electricity Likely A-24 Making area safe - Gas supply Likely A-74 Rapid impact assessment Likely A-58 Mobilising resources Likely A-71 Notification and activation: Strategic Likely A-40 Evacuation of area Likely A-13 Vehicle staging area Likely A-29 Medical emergency response Likely A-89 Firefighting - Informal Structures Likely 199 A-88 Firefighting - Veld Likely A-49 Rescue / Search & Rescue Likely A-06 Emergency feeding centre Likely A-07 Emergency housing centre Likely A-09 Emergency public transport Likely A-46 Psychosocial counselling and support Likely A-79 Securing equipment in floodplains Likely A-91 Roadblock Likely A-90 Road closure Likely A-33 Emergency repairs and return to service of infrastructure Likely A-52 Pollution of Water Supply Likely A-25 Abandoned vehicles Likely A-03 Unsafe Bridges Likely A-04 Unsafe roads Likely A-97 Stand down Likely A-84 Maritime search and rescue Likely A-05 Animals [Dead, Sink, Injured] Possible but Unlikely A-15 Identifying bodies Possible but Unlikely A-47 Public Donations Possible but Unlikely 3.2.1.2 Droughts – Meteorological, Hydrological, Agricultural

Code Activity Type Usage A-00 Joint Incident Management Definite A-48 Public information Definite A-08 Public information point Definite A-102 Situation reporting Definite A-73 Media release Definite A-85 Early Warning Likely A-45 Prolonged disruption in water supply Likely A-74 Rapid impact assessment Likely A-71 Notification and activation: Strategic Likely A-58 Mobilising resources Likely A-81 Water tankers Likely A-06 Emergency feeding centre Likely A-26 Managing and rationing of supplies Likely A-52 Pollution of Water Supply Likely A-88 Firefighting - Veld Likely A-89 Firefighting - Informal Structures Likely A-97 Stand down Likely A-05 Animals [Dead, Sick, Injured] Possible but Unlikely A-86 Mass burial - animals Possible but Unlikely A-55 Stray animals Possible but Unlikely A-87 Feeding centre for animals Possible but Unlikely A-47 Public Donations Possible but Unlikely A-50 200 Epidemics [Outbreak Control] Possible but Unlikely A-29 Medical emergency response Possible but Unlikely 3.2.1.3 Flooding – Riverine, Estuarine, Urban flooding

Code Activity Type Usage A-00 Joint Incident Management Definite A-93 Emergency communication network Definite A-11 On-site incident information post Definite A-08 Public information point Definite A-73 Media release Definite A-48 Public information Definite A-102 Situation reporting Definite A-85 Early Warning Likely A-16 Flooding Defence Measures Likely A-30 Area Safety Likely A-23 Making area safe - Electricity Likely A-24 Making area safe - Gas supply Likely A-76 Restoring Gas Supply Likely A-22 Lockout / Process shutdown procedures Likely A-40 Evacuation of area Likely A-09 Emergency public transport Likely A-13 Vehicle staging area Likely A-29 Medical emergency response Likely A-49 Rescue / Search & Rescue Likely A-77 Searching for missing person [Sea / Water] Likely A-75 Rescueing Person Trapped Likely A-78 Searching for missing persons [Land] Likely Rapid impact assessment Likely A-74 201 A-71 Notification of activation: Strategic Likely A-58 Mobilising resources Likely A-80 Fuel supplies for emergency vehicles Likely A-04 Unsafe roads Likely A-90 Road closure Likely A-91 Roadblock Likely A-03 Unsafe Bridges Likely A-79 Securing equipment in floodplains Likely A-07 Emergency housing centre Likely A-06 Emergency feeding centre Likely A-46 Psychosocial counselling and support Likely A-26 Managing and rationing of supplies Likely A-52 Pollution of water supply Likely A-45 Prolonged disruption in water supply Likely A-81 Water tankers Likely A-33 Emergency repairs and return to service of infrastructure Likely A-97 Stand down Likely A-99 Landing zone - heli Possible but Unlikely A-50 Epidemics [Outbreak Control] Possible but Unlikely A-15 Identifying bodies Possible but Unlikely A-100 Temporary Morgue Possible but Unlikely A-98 Managing crowds Possible but Unlikely A-47 Public Donations Possible but Unlikely A-55 Stray animals Possible but Unlikely A-05 Animals [Dead, Sick, Injured] Possible but Unlikely A-25 Abandoned vehicles Possible but Unlikely 3.2.2. Biological Hazards

3.2.2.1 Fires – Urban Fringe Fires, Veldt Fires, Urban Formal Fires, Urban Informal Fire

Code Activity Type Usage A-00 Joint Incident Management Likely A-93 Emergency communication network Definite A-48 Public information Definite A-11 On-site incident information post Definite A-08 Public information point Definite A-102 Situation reporting Definite A-73 Media release Definite A-85 Early Warning Likely A-14 Firefighting - structural Likely A-89 Firefighting - Informal Structures Likely A-88 Firefighting - Veld Likely A-30 Area Safety Likely A-23 Making area safe - Electricity Likely A-24 Making area safe - Gas supply Likely A-13 Vehicle staging area Likely A-29 Medical emergency response Likely A-75 Rescuing Person Trapped Likely A-349 Rescue / Search & Rescue Likely A-74 Rapid impact assessment Likely A-71 Notification and activation: Strategic Likely Mobilising resources Likely 202 A-58 A-40 Evacuation of area Likely A-26 Managing and rationing of supplies Likely A-80 Fuel supplies for emergency vehicles Likely A-06 Emergency feeding centre Likely A-07 Emergency housing centre Likely A-46 Psychosocial counselling and support Likely A-81 Water tankers Likely A-90 Road closure Likely A-91 Roadblock Likely A-33 Emergency repairs and return to service of infrastructure Likely A-97 Stand down Likely A-99 Landing zone - heli Possible but Unlikely A-53 Public disorder Possible but Unlikely A-50 Epidemics [Outbreak Control] Possible but Unlikely A-25 Abandoned vehicles Possible but Unlikely A-83 National Keypoint [Fire, Rescue, HazMat incidents] Possible but Unlikely A-43 Major interruption in Electricity to Key Points Possible but Unlikely A-42 Major disruption - Electricity supply Possible but Unlikely A-98 Managing crowds Possible but Unlikely A-76 Restoring Gas Supply Possible but Unlikely A-55 Stray animals Possible but Unlikely A-92 Animal Disease Outbreak Control Possible but Unlikely A-05 Animals [Dead, Sick, Injured] Possible but Unlikely A-04 Unsafe roads Possible but Unlikely A-47 Public Donations Possible but Unlikely A-77 Searching for missing person [Sea / Water] Possible but Unlikely A-78 Searching for missing persons [Land] Possible but Unlikely A-31 Continuation of cleansing services - strikes Possible but Unlikely A-15 Identifying bodies Possible but Unlikely A-01 Aircraft Incident Possible but Unlikely 3.2.2.2 Epidemics - Human

Code Activity Type Usage A-00 Joint Incident Management Definite A-93 Emergency communication network Definite A-48 Public information Definite A-08 Public information point Definite A-11 On-site incident information post Definite A-102 Situation reporting Definite A-73 Media release Definite A-85 Early Warning Likely A-50 Epidemics [Outbreak Control] Likely A-30 Area Safety Likely A-29 Medical emergency response Likely A-49 Rescue / Search & Rescue Likely A-77 Searching for missing person [Sea / Water] Likely A-78 Searching for Missing Persons [Land] Likely A-74 Rapid impact assessment Likely A-58 Mobilising resources Likely A-71 Notification and activation: Strategic Likely A-90 Road closure Likely A-91 Roadblock Likely A-52 Pollution of Water Supply Likely A-81 Water tankers Likely A-15 Identifying bodies Likely A-100 Temporary Morgue Likely 203 A-101 Repatriation of Bodies Likely A-97 Stand down Likely A-99 Landing zone - heli Possible but Unlikely A-98 Managing crowds Possible but Unlikely A-79 Securing equipment in floodplains Possible but Unlikely A-54 Siege and / or Hostage Situation Possible but Unlikely A-53 Public disorder Possible but Unlikely A-46 Psychosocial counselling and support Possible but Unlikely A-31 Continuation of cleansing services - strikes Possible but Unlikely A-47 Public Donations Possible but Unlikely 3.2.2.3 Epidemics - Livestock

Code Activity Type Usage A-00 Joint Incident Management Definite A-93 Emergency communication network Definite A-48 Public information Definite A-08 Public information point Definite A-102 Situation reporting Definite A-73 Media release Definite A-85 Early Warning Likely A-92 Animal Disease Outbreak Control Likely A-05 Animals [Dead, Sick, Injured] Likely A-74 Rapid impact assessment Likely A-71 Notification and activation: Strategic Likely A-58 Mobilising resources Likely A-55 Stray animals Likely A-50 Epidemics [Outbreak Control] Likely A-32 Decontamination operations Likely A-52 Pollution of water supply Likely A-87 Feeding centre for animals Likely A-86 Mass burial - animals Likely A-91 Roadblock Likely A-22 Lockout / Process shutdown procedures Likely A-97 Stand down Likely A-99 Landing zone - heli Possible but Unlikely 204 A-31 Continuation of cleansing services - strikes Possible but Unlikely

3.2.3. Technological Hazards

3.2.3.1 Transport (Rail, Roads, Sea)

3.2.3.1.1 Road Accidents

Code Activity Type Usage A-00 Joint Incident Management Definite A-93 Emergency communication network Definite A-102 Situation reporting Definite A-73 Media release Definite A-48 Public information Definite A-11 On-site incident information post Definite A-08 Public information point Definite A-30 Area Safety Likely A-23 Making area safe - Electricity Likely A-24 Making area safe - Gas supply Likely A-76 Restoring Gas Supply Likely Code Activity Type Usage A-14 Firefighting - structural Likely A-89 Firefighting - Informal Structures Likely A-88 Firefighting - Veld Likely A-29 Medical emergency response Likely A-75 Rescuing Person Trapped Likely A-13 Vehicle staging area Likely A-74 Rapid impact assessment Likely A-58 Mobilising resources Likely A-71 Notification and activation: Strategic Likely A-49 Rescue / Search & Rescue Likely A-46 Psychosocial counselling and support Likely A-90 Road closure Likely A-91 Roadblock Likely A-09 Emergency public transport Likely A-81 Water tankers Likely A-33 Emergency repairs and return to service of infrastructure Likely A-03 Unsafe bridges Likely A-97 Stand down Likely A-99 Landing zone - heli Possible but Unlikely A-80 Fuel supplies for emergency vehicles Possible but Unlikely A-77 Searching for missing person [Sea / Water] Possible but Unlikely A-84 Maritime search and rescue Possible but Unlikely A-42 Major disruption - Electricity supply Possible but Unlikely A-43 Major interruption in Electricity to Key Points Possible but Unlikely A-52 Pollution of Water Supply Possible but Unlikely 205 A-15 Identifying bodies Possible but Unlikely A-100 Temporary Morgue Possible but Unlikely A-101 Repatriation of Bodies Possible but Unlikely A-44 Mass Burial Possible but Unlikely A-47 Public Donations Possible but Unlikely A-98 Managing crowds Possible but Unlikely A-25 Abandoned vehicles Possible but Unlikely A-02 Bomb Disposal / Threat Investigation Possible but Unlikely A-54 Siege and / or Hostage Situation Possible but Unlikely A-41 HazMat response - Poisonous gases release Possible but Unlikely A-40 Evacuation of area Possible but Unlikely A-32 Decontamination operations Possible but Unlikely A-53 Public disorder Possible but Unlikely A-55 Stray animals Possible but Unlikely A-05 Animals [Dead, Sick, Injured] Possible but Unlikely A-86 Mass burial - animals Possible but Unlikely 3.2.3.1.2 Rail Accidents

Code Activity Type Usage A-00 Joint Incident Management Definite A-93 Emergency communication network Definite A-102 Situation reporting Definite A-73 Media release Definite A-48 Public information Definite A-11 On-site incident information post Definite A-08 Public information point Definite A-30 Area Safety Likely A-23 Making area safe - Electricity Likely A-24 Making area safe - Gas supply Likely A-76 Restoring Gas Supply Likely A-14 Firefighting - structural Likely A-89 Firefighting - Informal Structures Likely A-88 Firefighting - Veld Likely A-13 Vehicle staging area Likely A-29 Medical emergency response Likely A-75 Rescuing Person Trapped Likely A-74 Rapid impact assessment Likely A-58 Mobilising resources Likely A-71 Notification and activation: Strategic Likely A-49 Rescue / Search & Rescue Likely A-46 Psychosocial counselling and support Likely 206 A-90 Road closure Likely A-91 Roadblock Likely A-09 Emergency public transport Likely A-81 Water tankers Likely A-33 Emergency repairs and return to service of infrastructure Likely A-97 Stand down Likely A-99 Landing zone - heli Possible but Unlikely A-80 Fuel supplies for emergency vehicles Possible but Unlikely A-77 Searching for missing person [Sea / Water] Possible but Unlikely A-84 Maritime search and rescue Possible but Unlikely A-42 Major disruption - Electricity supply Possible but Unlikely A-43 Major interruption in Electricity to Key Points Possible but Unlikely A-52 Pollution of Water Supply Possible but Unlikely A-15 Identifying bodies Possible but Unlikely A-100 Temporary Morgue Possible but Unlikely A-101 Repatriation of Bodies Possible but Unlikely A-44 Mass Burial Possible but Unlikely A-47 Public Donations Possible but Unlikely A-98 Managing crowds Possible but Unlikely A-25 Abandoned vehicles Possible but Unlikely A-02 Bomb Disposal / Threat Investigation Possible but Unlikely A-54 Siege and / or Hostage Situation Possible but Unlikely A-41 HazMat response - Poisonous gases release Possible but Unlikely A-40 Evacuation of area Possible but Unlikely A-32 Decontamination operations Possible but Unlikely A-03 Unsafe Bridges Possible but Unlikely A-53 Public disorder Possible but Unlikely A-55 Stray animals Possible but Unlikely A-86 Mass burial - animals Definite 3.2.3.1.3 Air Transport Incidents

Code Activity Type Usage A-00 Joint Incident Management Definite A-93 Emergency communication network Definite A-102 Situation reporting Definite A-73 Media release Definite A-48 Public information Definite A-11 On-site incident information post Definite A_08 Public information point Definite A-01 Aircraft Incident Likely A-30 Area Safety Likely A-23 Making area safe - Electricity Likely A-24 Making area safe - Gas supply Likely A-76 Restoring Gas Supply Likely A-14 Firefighting - structural Likely A-89 Firefighting - Informal Structures Likely A-88 Firefighting - veld Likely A-13 Vehicle staging area Likely A-29 Medical emergency response Likely A-75 Rescuing Person Trapped Likely A-74 Rapid impact assessment Likely A-58 Mobilising resources Likely A-71 Notification and activation: Strategic Likely A-49 Rescue / Search & Rescue Likely A-46 Psychosocial counselling and support Likely 207 A-90 Road closure Likely A-91 Roadblock Likely A-09 Emergency public transport Likely A-81 Water tankers Likely A-33 Emergency repairs and return to service of infrastructure Likely A-97 Stand down Likely A-99 Landing zone - heli Possible but Unlikely A-80 Fuel supply for emergency vehicles Possible but Unlikely A-77 Searching for missing person [Sea / Water] Possible but Unlikely A-84 Maritime search and rescue Possible but Unlikely A-42 Major disruption - Electricity supply Possible but Unlikely A-43 Major interruption in Electricity to Key Points Possible but Unlikely A-52 Pollution of Water Supply Possible but Unlikely A-15 Identifying bodies Possible but Unlikely A-100 Temporary morgue Possible but Unlikely A-101 Repatriation of Bodies Possible but Unlikely A-44 Mass Burial Possible but Unlikely A-47 Public Donations Possible but Unlikely A-98 Managing crowds Possible but Unlikely A-25 Abandoned vehicles Possible but Unlikely A-02 Bomb Disposal / Threat Investigation Possible but Unlikely A-54 Siege and / or Hostage Situation Possible but Unlikely A-41 HazMat response - Poisonous gases release Possible but Unlikely A-40 Evacuation of area Possible but Unlikely A-32 Decontamination operations Possible but Unlikely 3.2.3.2 HAZMAT 3.2.3.2.1 Marine Oil Spills

Code Activity Type Usage A-00 Joint Incident Management Definite A-73 Media release Definite A-48 Public information Definite A-11 On-site incident information post Definite A-08 Public information point Definite A-01 Aircraft Incident Definite A-56 Marine oil spill clean-up Likely A-30 Area Safety Likely A-13 Vehicle staging area Likely A-74 Rapid impact assessment Likely A-71 Notification and activation: Strategic Likely A-58 Mobilising resources Likely A-41 HazMat response - Poisonous gases release Likely A-32 Decontamination operations Likely A-22 Lockout / Process shutdown procedures Likely A-91 Roadblock Likely A-05 Animals [Dead, Sick, Injured] Likely A-87 Feeding centre for animals Likely A-86 Mass burial - animals Likely A-81 Water tankers Likely A-97 Stand down Likely A-98 Managing crowds Possible but unlikely 208 A-99 Landing zone - heli Possible but unlikely A-55 Stray animals Possible but unlikely A-53 Public disorder Possible but unlikely A-33 Emergency repairs and return to service of infrastructure Possible but unlikely A-31 Continuation of cleansing services - strikes Possible but unlikely A-47 Public donations Possible but unlikely 3.2.3.2.2 Toxic Cargo Spills and Petro Chemical Installations

Code Activity Type Usage A-00 Joint Incident Management Definite A-93 Emergency communication network Definite A-102 Situation reporting Definite A-73 Media release Definite A-48 Public information Definite A-08 Public information point Definite A-11 On-site incident information post Definite A-97 Stand down Likely A-33 Emergency repairs and return to service of infrastructure Likely A-46 Psychosocial counselling and support Likely A-25 Abandoned vehicles Likely A-24 Making area safe - Gas supply Likely A-23 Making area safe - Electricity Likely A-80 Fuel supplies for emergency vehicles Likely A-09 Emergency public transport Likely A-26 Managing and rationing of supplies Likely A-81 Water tankers Likely A-06 Emergency feeding centre Likely A-07 Emergency housing centre Likely A-91 Roadblock Likely A-90 Road closure Likely A-04 Unsafe roads Likely A-14 Firefighting - structural Likely 209 A-29 Medical emergency response Likely A-22 Lockout / Process shutdown procedures Likely A-32 Decontamination operations Likely A-40 Evacuation of area Likely A-13 Vehicle staging area Likely A-30 Area Safety Likely A-41 HazMat response - Poisonous gases release Likely A-74 Rapid impact assessment Likely A-58 Mobilising resources Likely A-71 Notification and activation: Strategic Likely A-85 Early Warning Likely A-45 Prolonged disruption in water supply Likely A-52 Pollution of Water Supply Likely A-99 Landing zone - heli Possible but Unlikely A-53 Public disorder Possible but Unlikely A-98 Managing crowds Possible but Unlikely A-31 Continuation of cleansing services - strikes Possible but Unlikely A-15 Identifying bodies Possible but Unlikely A-83 National Keypoint [Fire, Rescue, HazMat incidents] Possible but Unlikely A-77 Searching for missing person [Sea / Water] Possible but Unlikely A-87 Feeding centre for animals Possible but Unlikely A-55 Stray animals Possible but Unlikely A-86 Mass burial - animals Possible but Unlikely A-56 Marine oil spill clean-up Possible but Unlikely A-84 Maritime search and rescue Possible but Unlikely 3.2.3.2.3 Radio-active emissions

Code Activity Type Usage A-00 Joint Incident Management Definite A-93 Emergency communication network Definite A-102 Situation reporting Definite A-73 Media release Definite A-48 Public information Definite A-08 Public information point Definite A-11 On-site incident information post Definite A-85 Early Warning Likely A-83 National Keypoint [Fire, Rescue, HazMat incidents] Likely A-43 Major interruption in Electricity to Key Points Likely A-42 Major disruption - Electricity supply Likely A-30 Area Safety Likely A-22 Lockout / Process shutdown procedures Likely A-23 Making area safe - Electricity Likely A-24 Making area safe - Electricity safe - Gas supply Likely A-13 Vehicle staging area Likely A-41 HazMat response Poisonous gases release Likely A-14 Firefighting - structural Likely A-29 Medical emergency response Likely A-40 Evacuation of area Likely A-09 Emergency public transport Likely A-46 Psychosocial counselling and support Likely 210 A-74 Rapid impact assessment Likely A-71 Notification and activation: Strategic Likely A-58 Mobilising resources Likely A-06 Emergency feeding centre Likely A-07 Emergency housing centre Likely A-32 Decontamination operations Likely A-52 Pollution of Water Supply Likely A_45 Prolonged disruption in water supply Likely A-81 Water tankers Likely A-04 Unsafe roads Likely A-90 Road closure Likely A-91 Roadblock Likely A-97 Stand down Likely A-98 Managing crowds Possible but Unlikely A-33 Emergency repairs and return to service of infrastructure Possible but Unlikely A-26 Managing and rationing of supplies Possible but Unlikely A-53 Public disorder Possible but Unlikely A-55 Stray animals Possible but Unlikely A-87 Feeding centre for animals Possible but Unlikely A-99 Landing zone - heli Possible but Unlikely A-31 Continuation of cleansing services - strikes Possible but Unlikely A-25 Abandoned vehicles Possible but Unlikely A-84 Maritime search and rescue 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

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214

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