2010 World Cup: 9 Hosting Cities’ State of Readiness: briefings

Sports, Arts and Culture

29 August 2006
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Meeting Summary

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Meeting report

SPORT AND RECREATION AND PROVINCIAL AND LOCAL GOVERNMENT PORTFOLIO COMMITTEES
29 August 2006
2010 WORLD CUP:
9 HOSTING CITIES’ STATE OF READINESS: BRIEFINGS

Co-Chairpersons: Mr B Komphela (ANC) & Mr S Tsenoli (ANC)

Documents handed out:
Director General’s speech
The 2010 Soccer World Cup and the support of the dplg to the 9 Host Cities
Protocol 2010 FIFA World Cup Special Project
Presentation by Polokwane
Mbombela – State of Readiness: 2010 FIFA Soccer World Cup Tournament
2010 FIFA Soccer World Cup: Durban, KZN: Business Plan
2010 Projects: Metro
Presentation by Manguang
City of Tshwane Metropolitan Municipality FIFA 2010 World Soccer Cup Readiness Programme
Rustenburg Proud 2010 Host City
Nelson Mandela Bay Metro Presentation to the National Assembly
Johannesburg: Joint Parliamentary Portfolio Report Preparations for the 2010 FIFA World Cup: Part1 & Part2
Cape Town: Update to Parliament

SUMMARY
The Department of Provincial and Local Government’s emphasised its role in supporting all levels of Government in ensuring the success of the 2010 World Cup. A check-list was distributed to assist authorities in ensuring their efforts were on track. The role of the Development Bank of South Africa was discussed. Adequate provision for disaster management was stressed.

The Department of Foreign Affairs explained its role in ensuring correct protocol arrangements were made for ceremonial occasions and outlined all the areas in which it would be involved. The Department would also be educating local authorities on accommodation, transportation, and security requirements for visiting dignitaries.

A representative of Vodacom made a brief presentation on the role his company would be playing.

Each of the following host cities then made presentations: Polokwane, Mbombela, Durban, Manguang, Nelson Mandela Bay, Tshwane, Rustenburg, Johannesburg and Cape Town. Each described their progress in regards to building or upgrading of stadiums, practice venues, transport systems, communications technology, accommodation and security issues; as well as discussing the challenges faced.

Members questioned the costs of certain projects and the level of community and local entrepreneur involvement. The use of consultants was an area for concern. There was concern that nothing was being done to take the event to the rural areas as well as the sustainability of the major venues. The lack of a strong football structure was lamented, which forced more government intervention than should be necessary. A perception was noted that preparations were lagging, but this was a result of poor communication by the host cities. Problems highlighted included funding, coordination and bottlenecks in financing through DBSA.

In closing, the Co-Chairpersons summarized that substantial preparation was needed, and social responsibility was important. The Disaster Management Act was a milestone piece of legislation. Municipalities had done good work so far, although communications strategies were poor. The disbursement of funds must be designed so that municipalities did not get into trouble. It was important to raise public participation and to find ways for South Africans to be able to be involved. Progress still needed to be fast-tracked and integrated with process management. Communication would be paramount..

MINUTES
Mr B Komphela (ANC, Chairperson Sport and Recreation Portfolio Committee) said that some clarity had been gained regarding stadiums bearing the names of major sponsors. The Special Measures Bill provided that the relevant municipalities must have discussions with sponsors regarding the cleansing process. A fifteen day change-over period prior to the event and a five day period afterwards was envisaged, subject to consultation. A uniform approach was needed. The Act could be changed if necessary.

Mr S Tsenoli (ANC, Chairperson Provincial and Local Government Portfolio Committee) said there was a national campaign to make a success of the World Cup. The meeting needed to satisfy Parliament that all risks had been identified and to pass on advice on how to deal with these issues. A review of the general readiness of the host cities was needed, especially regarding stakeholder preparation and strategy. Because of the crowded agenda, presenters were to focus on the salient issues. Follow-up visits would be arranged to the host cities for further interaction.

Presentation: Department of Provincial and Local Government
Ms Lindiwe Msengana-Ndlela (Director-General (DG), Department of Provincial and Local Government (dplg)) quoted a statement of President Mbeki made in Berlin during the 2006 World Cup. He had said that he was confident that 2010 would do as much for South Africa as the attainment of freedom in 1994. It was a miraculous opportunity for Africa. During a Cabinet Lekogtla in 2006 it was expected that the necessary infrastructure would be ready in time. Common action was needed between the three different levels of government, State-Owned Enterprises and the football fraternity. It was important to encourage the development and improvement in the South African team. A security strategy and transport plan needed to be in place. International marketing needed to be promoted on a massive scale.

Ms Msengana-Ndlela outlined the role of dplg in creating a sustainable managerial strategy. There would be benefits to local communities. There were three areas on which dplg would focus in its co-ordinating role. These were in policy and strategic direction, the provision of infrastructure and the integration of government efforts. A practical governmental checklist was made available for the evaluation of plans. A five-year Integrated Development Plan (IDP) had been instituted.

Ms Msengana-Ndlela said that the Integrated Development Plan (IDP), which was provided to the Committee, would be a creditable form for the provision of support. It was important to focus on the event in terms of sustainable development. The development of infrastructure and upgrading of stadiums should be seen as an ongoing process beyond 2010 and 2011, the expiry of the term of the current local government structures. The dplg would work with the nine host cities to support development.

She said that plans would be refined. Consideration must be given to the implications of the World Cup. Policy was needed, together with an improved budget plan, which would accommodate spending plans. Matters of need would come to the fore, and resource management was needed over time. There was a need to review and refine bylaws.

Disaster management would also be important. Local authorities needed to have the constitutional authority to work with other spheres of government. New programmes would have to be created, and existing programmes and facilities upgraded and renovated. There would need to be development of a municipal infrastructure network. The underlining message was sustainability, as this would have a bearing on what would happen after 2010.

She said that individual host cities had produced preliminary designs. Business cases needed to be assessed by National Treasury, the Department of Sport and Recreation (SRSA) and the Development Bank of South Africa (DBSA). This would complement the Municipal Infrastructure Grant (MIG). One of the challenges was the institutional arrangement for funding.

Ms Msengana-Ndlela said that the DBSA had been appointed as fund manager. The dplg was represented on its Board. Funding had been discussed, and disbursement had already started. Funding plans had been agreed with the owners of private stadiums such as the Royal Bafokeng and First National Bank. Discussions were needed with privately owned facilities regarding funding.

She said that disaster management could not be under-emphasised. South Africa must utilise and enforce existing disaster management legislation. The National Disaster Management Framework had been published in 2005 and set forth a coherent policy. She asked to what extent disaster management centres were provided by the nine host cities. A risk assessment process was needed. Each city should have a disaster management plan, and she would be responsive to issues raised at this meeting. Some disasters were natural while some were man-made. Negotiations with National Treasury had resulted in an upgrade of fire services.

All cities did not enjoy the same level of development. It would therefore be necessary to have a form of target support. The diversity of risks and disasters was recognised. International best practices would be followed, with prevention and mitigation the primary aims. Co-ordination and integration would be one of the most challenging areas. Organisational structures had to be identified in key areas.

Ms Msengana-Ndlela said that an inter-Minsterial commission had been established. A technical co-ordinating committee had been established under leadership of the Deputy Minister of Finance. There were a number of policy and support programmes being offered by the five different clusters of government, such as the Department of Transport which had produced an extensive transport and funding plan.

She said that a national Communications conference had been held during August 2006. SRSA and Treasury had led the process of the Special Measures Bill. The Hon. Minister S Mufamadi had recently been inducted onto the Board of the Local Organising Committee (LOC). A Host Cities Forum had been established, which had a government session and an organising committee session. There had been a resolution at the Host City Forum meeting in Bloemfontein to form a secretariat to support the government session. Progress reports would be submitted to Cabinet.

She concluded that it was an important consideration to limit the number of meetings that would be held, so that stakeholders could spend more time getting down to business. This was an important foundation to the hosting of the World Cup.

Co-Chairperson Mr Tsenoli regretted that there was no provision for discussion, and invited the representative from the Department of Foreign Affairs to make her presentation.

Presentation: Department Of Foreign Affairs
Ms Allen Hajee (Director Protocol, Department of Foreign Affairs (DFA)) introduced the Protocol 2010 FIFA World Cup Project. This encompassed a plan to set out parameters and uniform standards during the tournament. It would also make provision recognition of cultural differences. A joint national committee would monitor progress and make adjustments when necessary. It was expected that host provinces and cities would sit on the Committee.

Standard protocols would also include city dressings, which would align with FIFA requirements. Venues also had to be dressed in an apt manner, as would entry and exit routes, prominent public places, heritage sites, stadiums and approaches and other sites identified by the host cities.

Protocol courtesies would be extended to foreign VIPs such as heads of state and governments, members of the FIFA family and captains of industry. Standard procedures had to be observed regarding their accommodation. Assistance would be given to the provinces and host cities, and DFA would conduct inspections. The visitors’ transport requirements would also have to be met. It was expected that at least 32 heads of government would attend, and would be likely to travel throughout the country. Logistic issues were essential. The SA Air Force would be used as commercial flights could compromise their security. Police escorts would be provided, and security and VIP protection would be arranged.

It would be necessary to manage the official programme. Arrangements would be made regarding customs and airport facilities, as minimum standards would have to be maintained. There were also ceremonial issues to be considered, such as the flying of national flags and the order of precedence. Within the FIFA family there were also different categories. It was essential that protocol be observed to avoid diplomatic incidents. She said that receiving lines would be needed, comprised of Members of the Provincial Legislature and city officials. Guards of honour would be needed, whether silent or fully ceremonial.

Ms Hajee said that workshops would be held in the provinces. Perfect execution of protocol was needed as a matter of continental and national pride. Some FIFA people were sceptical that Africa had the ability to host the tournament. Protocol should be integrated with the opening and closing ceremonies. The national anthems of the participating countries would be obtained using various media such as recordings and musical scores. A library would be created and made available to the provinces.

Discussion
Mr M Likotsi (PAC) said that the presentations of both Departments were guidelines to the host cities. He requested that the host cities’ presentations be weighed against those of the Departments. Mr Tsenoli overruled this request.

Mr B Solo (ANC) was happy that disaster management had been included in the presentation. He asked if all relevant structures at local government level were established, and the extent of the work that had been done to date.

Mr M Nonkonyana (ANC) referred to the Bill that had been passed after the Ellis Park disaster. He asked if there were links to the Disaster Management Act. He asked if there was a plan to link the cities.

Polokwane:Host City presentation
Mr Thabo Makunyane (Executive Mayor, Polokwane) said that his city was well situated to host an African World Cup. 2010 should leave a legacy. Technical teams from different sectors of the private sector were involved.

It was possible that there would be a television audience of 40-billion, although this did include repeat viewers. This would be over 200 viewing hours. South Africa would be the centre of attention for this time, and it was a chance to make a case for the country.

There was a great deal to do to get ready for the tournament. The World Cup would be the central theme around which South Africa would be modernised. It would provide the impetus for economic and social investment, and would be an engine of growth.

He said that this would be the opportunity of a lifetime to market cities and provinces. Tourism, investment and business would all benefit. The tournament would bring publicity by showcasing the best of the provinces and cities and be a broad opportunity to win friends and ambassadors. It would be an opportunity to build national pride and unity.

Mr Makunyane said that the infrastructure legacy would accelerate all sorts of investment. Much had been said about transport. Broadband services would benefit by an improvement in the Integrated Communication and Technology (ICT) sector. A city-wide network would be built. Discussions had been held with Sentech regarding the provision of digital and High-Density Television services.

Accommodation would be provided by hotels and other establishments. The medical infrastructure would continue beyond 2010. Service standards would have to be improved in order to attract visitors for the World Cup to return as tourists in future years. Satisfied visitors would spread the word. Standards would have to be high, and there must be no problems with safety and security. Enough had been said regarding the importance of disaster management. There was a need to package tourist attractions. Attention must be given to entertainment services. It was estimated that 350 000 visitors from all over the world would be in the country during the World Cup. Fan parks would be established and cultural site events would be planned.

Mr Makunyane then outlined the progress made specifically in his city. A project manager had been appointed with the support of a professional team that had identified three main issues. Firstly, a decision had been made to build a new stadium rather than upgrade an existing facility. The new stadium would be in the same precinct as the old. If it were to be built on the same site, then the existing stadium would have to be demolished and nearby buildings would have to be relocated at a cost of R40 million. There would be no facilities available during the building process.

He said that the new stadium would be ready for 2010. Parking areas would be laid out and access routes upgraded. He showed an artist’s impression of the new stadium. On 31 July the Environmental Impact Assessment (EIA) had been approved. A Business Plan had been submitted and a design strategy had been formulated. The construction plan would be approved once the concept had been ratified. The procurement process would see competent producers being identified before being put out to tender. He estimated that the building process would start on 22 January 2007 and be completed in December 2008. Testing would take place between January and March 2009. The existing Peter Mokabe Stadium would be used as a training venue. Two other new training venues were being planned.

Regarding transport issues, the primary stakeholder was the Department of Transport (DoT). Thirteen projects had been identified, of which three would be dealt with in the current Financial Year (FY). Emphasis would be placed on non-motorised transport and the gateways into the city would be upgraded. Work was being done on the route to the airport. The bus terminus would be upgraded. An Integrated Transport Plan had been devised.

The Mayor said that there was a tourism strategy around 2010. It was aimed at extracting the maximum tour value and emphasised branding. The World Cup was accelerating the development of tourism infrastructure, transport, safety and security, events and attraction and skills. An International Convention Centre was being built with an attached hotel. The Mpunga and Polokwane Arts Festivals were some of the events on the cultural programme.

Old infrastructure for water supply and sewerage was being upgraded. A number of projects were being launched to combat crime, including the provision of security cameras throughout the city. Waste management systems were being accelerated for 2010.

He said that the city’s brand and marketing were being developed. There was a separation between the marketing of the city and the municipality. A city beautification project was underway, and there were many sub-projects both at city entrances and in the city center, such as replacing old paving.

Stakeholders were being mobilised, especially in the private sector. Consultants were assisting with other issues. The Host City agreement had been signed and FIFA observers had visited the city. Practice venues were in the design phase, and a plan had been submitted to DBSA. Funding had to be secured for the practice venues. The city’s 2010 Directors were in place. City branding was a continuous issue. A local growth and development summit would be held in November 2006.

Mr Makunyane concluded that Polokwane was on track for 2010.

Mbombela: Host City Presentation:
Mr Justice Nsibande (Executive Mayor, Mbombela Local Municipality) said that his city had three main areas of focus. Firstly, they needed to provide a stadium compliant with FIFA’s requirements. Secondly, they needed to prepare the city to receive the expected visitors. Finally, the infrastructure had to be planned to provide a lasting legacy.

The stadium construction formed the critical part of the project. A project manager and professional team had been formed under the guidance of Platinum Sports Consulting. Approval of the EIA was expected by the end of the week. The site for the stadium had already been cleared at the council’s expense. The stadium was being done in an African way, and would reflect the theme of the Big Five. The pillars would resemble giraffes. All seats would be covered. Projects around the stadium included a possible cricket oval and athletics track. Drainage water would be used to create a pond.

Tenders had been invited for fencing, earthworks and construction of the stadium. The bid committee was already considering the fencing tender, while that for earthworks closed at the end of the month. The due date for the main tender was 28 September 2006. The city would claim back the tender costs later. A site visit had been held the previous day.

He said that the estimated construction period was 22 months, and he hoped that it would be completed by December 2008. The main contractor would have to satisfy the requirements of CIDB Category 9.

One of the challenges was the location of a primary and a high school next to the site. These would have to be relocated, and there was an agreement between the Mpumalanga provincial government and the municipality. There would be no interference with the running of the schools in the interim.

Mayor Nsibande said that a precinct plan had been approved. This would be a catalyst for economic growth and was the basis for the establishment of a new township.

The Mataffin Access Road System would provide a link between the N4 and the planned by-pass. The new roads would also provide a link for the taxi rank and the railway station. Roads would be upgraded and CCTV cameras would be installed at major traffic interchanges where there was high pedestrian congestion. Construction of the taxi rank and upgraded pedestrian walkways would be completed by December 2009. The access road to the airport, R40 and N4 bypass were due for completion by the same date. An amount of R321.4 million had been approved for these purposes in the 2007/08 FY and a further R243.7 million for the 2008/09 FY.

He said that the estimated cost for the stadium was R838 million.

An assessment of hospitality and accommodation needs was still to be done. Match AG, the official ticketing and accommodation agent of FIFA, had visited Mbombela and would be working closely with the city. A meeting would be held with the business community to determine the role it would play.

One of the challenges the city faced was that there was a possibility that no local contractor would be able to undertake the building of the stadium.

The question of local benefits was being dealt with. Other important issues were safety and security, entertainment, volunteers and communication. He feared that the city might not be able to host most of the visitors. Mr Nsibande admitted that there was no nightlife in Mbombela, and many residents chose to find their entertainment in Johannesburg or Swaziland. Addressing this would be a priority for the municipality. Council had resolved to devise a communications strategy, which would be linked to provincial initiatives.

Mr Nsibande listed the challenges. The first was the provision of infrastructure in such a way that the maximum economic benefit would be derived. Secondly, an efficient decision-making structure had to be established. An efficient communications policy had to be formulated to keep residents informed. A vast number of visitors would present a challenge in ensuring cleanliness, preventing crime and providing entertainment. Visitors should be profiled, as it was likely they would be following their countries’ teams. The necessary accommodation would have to be provided. Fan parks would be established as public viewing would be an important issue.

He said that core training should be provided. A cost assessment was underway, but exact requirements were still needed.

Mr Nsibande concluded that it was important to understand the spirit of a World Cup and to plan accordingly. He felt that Mbombela was more than ready to host the tournament.

Discussion: Polokwane and Mbombela
Mr M Nonkonyana (ANC) said that he had heard the plan for the cities, but nothing regarding the integration with rural areas. He said there were entrepeneurs in Mbombela and asked if the tender process was not in line with government policy. He noted that R107 million had been set aside for consultants for professional fees, and a further R200 million for contingency funds. He thought that the bulk of money should be used for the development of infrastructure. He said that there had been a good presentation in Berlin, and asked if there would be any follow-up.

Mr Likotsi said there was a spending challenge with the municipalities. The demarcation board needed an assessment of capacity. He commented on the high fees to consultants. There was negative externalisation caused by development. He pointed out that the mobility between rural and urban areas was largely due to work opportunities. He felt that language could prove a barrier when the visitors arrived. The maintenance of infrastructure was not on the budget. He feared that the stadiums would develop into white elephants. The development forums had not been mentioned. Liaison was needed and programmes had to be monitored. Local content was also an issue.

Mr J Masango (DA) said that there would be two stadiums in the same place at Polokwane. Other towns should rather get a share. He asked what the status was of court proceedings. The culture in Mpumalanga was diverse, but there did not seem to be any plans to exploit this cultural diversity.

Mr M Swathe (DA) asked about the readiness of Polokwane International Airport. It was not under the control of the Airports Company of SA, but rather the Limpopo Provincial Government.

Mr B Dhlamini (IFP) thought that the new stadium would be built at Mbombela with the athletics track on the outside. He felt that other sports federations should be consulted for proper utilisation of multi-purpose venues.

Mr L Suka (Chairman, Sport and Recreation Eastern Cape Provincial Legislature) said that this would be a learning curve for everybody. Polokwane’s presentation was silent on figures, and no provision seemed to have been made for escalating costs. A second issue was the communications strategy. He asked if shadows at the stadium would not be problematic, in line with FIFA standards.

Mr P Smith (IFP) said that preliminary designs and costs analyses still had to be considered. It appeared from the presentations that designs and budgets had already been approved.

Ms H Marais (Member of Western Cape Provincial Legislature) asked about accessibility for disabled persons.

Mr Makunyane said that he had been rushing through the presentation. He compared the figures of three scenarios. The first was to upgrade the Peter Mokaba Stadium, which would have cost R39 millions with an additional cost of R13 million for demolitions. The second and third options were compatible, and were estimated at R842 millions and R795 million respectively. The business case was in process, and had been submitted to DBSA the previous day.

He said that within each municipality there was a link between rural and urban areas. All must benefit, and would be linked with the local economic development strategy. Transport systems would be a legacy for mobility within the city and rural areas. The upgraded bus terminus would service rural people coming into the city. The rural areas were a central concern in the Integrated Transport Plan.

Mr Makunyane said that government, sports and business shareholders were represented on the demarcation board. Thirteen possible host cities had all been assessed, and had been whittled down to nine. This had been done by DBSA. Regarding operational and maintenance funding, he said that the assessment of the business plan had included a sustainability plan. Teams would use the facilities and this would generate revenue.

Polokwane continued to use consultants, as the management of a project of this magnitude was beyond the internal capacity of any municipality. All had sought external professional assistance and had chosen the path of using consultants.

Various codes would be provided for in the envisaged sports precinct, and this was a logical location. The old stadium had some facilities, including an athletics track while it was also used for rugby and football.

Mr Makunyane had seen the plans for the international airport. It should be ready and operational by the end of 2007. Runways and navigational systems were being upgraded.

He said he could not cover the technical aspects. Shadow lines would exist in the old stadium too, therefore the new facility was needed. This was part of the business case.

Mr Nsibande said that 40% of funding was dedicated to the rural areas. Mbombela was the only city without a coordinator, but one would soon be appointed. The best consultants in the market were being used.

The language barrier was being addressed by early identification of tour guides, who would be trained in the appropriate languages. They needed to know which teams would be playing in Mbombela to determine which languages would be appropriate.

Mpumalanga was the only hosting province without a Premier Soccer League team, however there were plans to have a team based in the province soon. Sustainability and maintenance would be aided if the Mpumalanga Pumas rugby team were to relocate to Mbombela, and there was engagement with them in this matter.

The court case involved an illegal informal settlement, but this was 15 km from the site of the stadium. The court had confirmed that the occupancy of the area was illegal.

Mr Nsibande said that an athletics track was included in the long term planning. A communications strategy was also being drawn up.

Presentation: Vodacom
Mr Mthobi Tyamzashe (Executive Director, Stakeholder Relations, Vodacom) gave a brief presentation on the role Vodacom would play in 2010. Apart from other issues was the status of small business near stadiums when these areas had to be cleansed of all non-FIFA approved branding. Discussions would be held with the host cities. Different considerations would be applicable in different areas. The detail would be captured in individual agreements. The tournament would benefit all South Africans.

The Co-Chairperson commented that there were no controversial issues.

Durban and KwaZulu: Host City presentation
Dr Michael Sutcliffe (City Manager, eThekwini Municipality) introduced Durban’s presentation, which was delivered by Ms Julie-May Ellingson (Head: Strategic Projects & 2010 Programme). She said that a formal presentation would be made to the eThekwini Council and the KwaZulu-Natal Provincial Cabinet later in the week. The city enjoyed a good relationship with the province, and there was a common branding.

In 2005 a strategy was devised for 2010 and beyond. Durban was the seen as the country’s premier sports and recreation centre. Sports development, tourism and arts and culture were all being considered.

Ms Ellingson said that the city would be responsible for infrastructure and bulk services. The legacy component was critical, and this would be achieved by the new stadium and development of the precinct. Transport would be upgraded and a new airport was being built. The sports precinct was part of a broader strategy in the King’s Park area. Several projects were planned which would be of critical importance in the King’s Park context. There would be no white elephants. The projects would be related to other infrastructure, and the area was close to hotels and other tourism assets.

The King Senzangakhona Stadium was part of an integrated approach. It was one of a package of products. The stadium would be a 70 000 seat multi-purpose venue. It would have three tiers on a podium. There would be 8 000 VIP seats on two levels, and this would be part of the revenue stream. The design included a 100 metre high arch. The financial feasibility of building a cableway to access the arch was being investigated. There was a possibility to expand the stadium to Olympic size. Flexibility was needed, and the seating capacity could be increased to 85 000.

She said that the stadium represented the best concept at the best price. In the tender process, and a ceiling of R1.6 billion had been set. The tender for the bulk earthworks had been sent out. A two-phased approach was being followed with the building contract. Tenders were due during October, and the selected contractor should be on site in November 2006. The stadium and roof would be built between November 2006 and October 2008. The pitch would be laid from July to October 2008, and handover was expected in December 2008. At this stage the project was 21 days ahead of schedule. The old stadium had been demolished and land had been transferred from Transnet. Underground parking for 4 500 cars would be included.

Ms Ellingson said that Hero’s Walk would be created as a boulevard of artworks reflecting the African heritage. Non-motorised transport routes would be created and road access upgraded. FIFA required a 40km2 area. The rugby training fields would be used for these hospitality areas. Transport was a key element. Access between the city and the airport would be upgraded. Park-and-Ride areas would be established. The King Shaka airport was being built. Attention was been given to pedestrian links. A people mover system was to be introduced in late October 2006. Ten buses had already been built for the implementation of a pilot project. The cost of this was estimated at R70 million. The feasibility of a tram-based system had been investigated, and it was found that this could work. This would be ready by 2010, if implemented, at an estimated cost of R825 million. The conflict between road and pedestrian traffic would be addressed.

She said that suggested stadiums for training venues had been listed in the Bid Book. R120 million had been budgeted for the necessary upgrades.

Fan fests would be catered for. Durban already had experience of similar events. An area had been identified in the Blue Lagoon vicinity. This would accommodate a large number of people.

Between five and ten new hotels would be built, which would help to address accommodation requirements. Bulk infrastructure would be needed for these hotels. Upgrades to the ICT network would cost about R650 million. Beach tourism would be boosted. One brand would be used, namely “Durban, KwaZulu-Natal”. City beautification and safety aspects were being addressed.

Ms Ellingson said that health and disaster management were key elements. A Disaster Management Centre was in existence in the city.

She said that a composite list of FIFA events was needed by all host cities.

Regarding safety and security, Durban had a good relationship with national authorities. A joint approach was needed. Volunteers would be of critical importance to the success of the event. Compensation would have to be considered. The build up to 2010 was already under way, and a number of international events would be held in Durban.

Dr Sutcliffe highlighted six issues which stemmed from the host city forum’s monthly meetings. Firstly, there was frustration at city level in that government did not have a single point of entry. The DG 2010 should relate to all cities. Secondly, role definition was needed. This was a huge project that needed singleness of purpose. Thirdly the SA Local Government Association (SALGA) had not been consulted prior to the Special Measures Bill being tabled. Inputs had been made, but these had been ignored. Fourthly, direct funding should be provided to the cities; using DBSA as a channel was not correct. A circuitous route was thus enforced, and VAT had to be paid. In any event, DBSA was doing work that the local organisations were doing already. Fifthly, procurement was a critical issue. Finally, it was a slow process for national departments to part with even useless tracts of land. Officials often blocked transfers.

Manguang: Host City Presentation:
Mr George Mohlakoana (Co-ordinator 2010, Manguang) said that Manguang had looked at tis planning from 2004. There had been three phases up to 2006. An institutional arrangement was in place. The business plan went up to 2009, which would cover the implementation phase. The city was working towards hosting matches in the Confederations Cup in 2009. The business plan had been submitted and had been considered by a council session the previous day.

He said there were two spheres of government concerned. There was a single structure consisting of two committee levels. The first was a political one involving the Mayoral Committee and provincial Members of the Executive Committee (MEC’s). The second level was a technical one, consisting of the City Manager and provincial Heads of Department. The day-to-day business was handled by the Manguang World Cup office. Costs were kept low, with most of the staff being seconded from city and provincial structures. Existing departments were utilised.

Mr Mohlakoana said that the host city was accountable to the LOC board. The political committee would submit reports to Council. Formal co-operation was taking place with National Departments, although there were some grey areas. The city had signed an agreement with FIFA, but the Minister had signed guarantees. It was the role of the province to interface with the World Cup Unit at SRSA.

Institutional arrangements had to consider the implications of agreements, the availability of resources and signed guarantees. These were related to the host city agreement. Some work was outside the capacity of the municipality, such as safety and security and transport. There were signed obligations with external stakeholders.

He said that the second risk was the legacy of the stadium. Vodacom Park would be used, but this had to be under another name. There was a lease agreement with the Free State Rugby Union. Rugby was engaged in the process. A naming agreement had been signed and there was a penalty clause.

A third risk was the role of provincial government. Guidance was needed regarding financial contributions.

The fourth risk was a huge challenge in the form of service delivery backlogs. Some 30 000 households still had no proper sanitation, and he wondered what the effect of 2010 would be on this spending. There was no clear indication on costs.

Mr Mohlakoana queried the turn-around time for construction grants. Other stakeholders such as the airport and hotels would make contributions. Shareholder consultation was needed, and the mayor and provincial premier would be hosting a shareholders workshop. This would launch a committee structure, and the members would be validated.

He said the bid had been an African one. Lesotho was close to Manguang, and would be included in activities. Kimberley had not been chosen as a host city, but was close enough to use its accommodation facilities. The political committee would regulate the meetings with shareholders and the public.

Regarding progress with the stadium, consultants would deliver conceptual designs between February 2007 and May 2008. Only minor upgrades were needed. The business plan had been submitted, and ongoing negotiations were taking place. The lease with the rugby authorities was under review. Clarity was awaited on FIFA guidelines for training venues.

Transport projects to the value of R500 million had been identified. The business plan was awaiting approval and made provision for expenses of R440 million. A gap analysis would be conducted and a parking plan devised. Bulk services would be provided. Upgrades and expansions would be done on the rail network and airport.

Mr Mohlakoana said that more than 60% of the transport projects would be focused on the eastern side of the city because of the demographics. Upgrades must work for that section of the population.

Manguang was centrally located. Teams may choose to stay outside of the town, and a holistic picture must be seen. 5 000 hotel beds were available, but it was anticipated that 25 000 were needed. The city would revise its accommodation database, and was spreading its net. School and university hostels might be used if available, and home accommodation could play a role. Grading criteria would be needed in this case.

A marketing plan would identify places of interest in the province and neighbouring areas. As many areas as possible would be targeted as tourist attractions.

He said that safety and security required a significant effort with visible progress. The ICT and emergency sectors were falling behind, and fast tracking was needed.

Mr Mohlakoana said that a host city forum had been held the previous week. The Mayor of Manguang and Mr Danny Jordaan of the LOC had conferred. Bloemfontein was on track, but needed to unpack agreements in order to reach a full understanding of their meaning. More understanding was needed between the different host cities as well.

He said that outstanding matters included training venues and fan parks. These were not yet in place, but planning was taking place. This was a dynamic process. A challenge was managing areas outside the competency of the city, such as accommodation, transport and finances. The city also needed to interface with the province.

Discussion: Durban and Manguang
Mr T Jeebodh (Sports Portfolio Committee, KwaZulu-Natal) asked what the effect would be of the duplication of airports in Durban.

Mr Suka asked about the economy of the figures provided by Bloemfontein. He asked if measures had been taken to prevent overcharging. In KwaZulu-Natal, to meet people’s expectations. There was no indication in the presentation of an African approach being followed.

Co-Chairperson Tsenoli emphasised that growth must be sustained.

Mr W Doman (DA) referred to the procurement problem. He asked if exceptions should be made to the PFMA.

Mr Mohlakoana replied that a 30 minute presentation did not allow for too much detail, and he had dealt with issues at a high level. Some detailed figures were provided. The capital outlay would be approximately R1 billion, mainly on transport projects. The business plan was being developed and would be completed in the next few days.

He said that disadvantaged persons would be involved. A sub-committee would concentrate on resource management and was looking at equity issues, BEE, economic profiles and demographics.

On the issue of procurement, an affirmative policy was being followed in terms of the PFMA and BEE considerations. Skills would be developed.

Ms Ellingson said there was a broader integration strategy. Both airports might be needed for 2010 requirements. Two plans had been devised to concentrate on road infrastructure for either or both airports. Costs had been negotiated down, and the motto was to work smarter. Areas of commonality existed and she felt that one set of consultants could have done the work for all cities. It was critical to contain costs. The Municipal Financial Management Act (MFMA) made allowance for Treasury to depart from normal conditions. The infrastructure could not be built if all the conditions had to be met.

Mr Sutcliffe added that some of the host cities had been forced to use consultants that were expensive and were below standard. Even if the King Shaka airport was in use, it might be prudent to keep Durban International operational even if only used as parking for aircraft. He acknowledged the African nature the World Cup would have. Durban had seven sister cities in Africa. Exchange programmes were being started to encourage participation by residents of these cities.

Co-Chairperson Tsenoli asked about the extent of community involvement.

Mr Sutcliffe replied that this was now unfolding. Initial efforts had been focused on getting the project running, and they could now think about community involvement. A national business seminar had been held on 24 and 25 August and a follow up would be held at provincial level. He could not talk to the community in an abstract way. Durban would be working on a target programme. One example was arranging a football tournament where the top teams would play at the World Cup stadium.

Presentation: 2010 World Cup Unit of Sport and Recreation South Africa
Mr Dan Moyo (Chief Operating Officer, SRSA 2010 FIFA World Cup Unit) said that seventeen guarantees had to be implemented by Cabinet. It was a pity that some of the issues were emerging piecemeal. He would have preferred to see an integrated report to see the national challenges.

He felt that it was a pity that the World Cup had been given to a country without a strong football structure. This meant that six Cabinet Ministers had to serve on the LOC to interpret FIFA regulations. There was opposition to government structures. Cabinet funding had to go through DBSA. Government was the appointed agent and government structures had input to the host cities.

He said that the stadiums were not part of the guarantee. Government, however, had guaranteed the success of the tournament and was therefore funding the stadiums. Clubs could not provide venues, as had been the case in Germany and other countries.

The disbursement of funds was an LOC decision. This led to complicated relationships. The DG was merely a signatory to transfer funds from national coffers to the cities. R241.5 million had already been transferred. The appointment of DBSA was supposed to be a solution, but now it seemed to be a problem as funding bottlenecks had developed. Certain criteria had to be met. There was a need to engage the relevant structures, but there should not be blockages.

National issues were contained in the guarantees. Guarantee requirements had been passed on to the host cities, but there had been no feedback. Safety and security was a national competency. There had been an operational plan devised at a Cabinet Lekogtla, and co-ordination was needed between national and local levels. Cities seemed to be unaware of this. They also seemed to be unaware of the joint operations for disaster management involving the SANDF, SAPS, National Intelligence, security and others.

He thought there might be a need for a forum where government structures could meet to co-ordinate activities. It seemed there was a plan at the top, but this was not known lower down. Both the co-chairpersons of this meeting needed to look into the co-ordination of National Department reports.

Regarding the International Broadcast Centre, the Department of Communications was coordinating developments and the project was going ahead. There was no local knowledge of the requirements for satellite farms and integration with the stadiums.

On the safety front, Mr Moyo said that Mr Eugene van Vuuren was vetting safety and security requirements. It seemed that the host cities were unaware of this.

Mr Sutcliffe said that finances were a serious problem. R240 million had been set aside, but it was a convoluted process, and almost none had filtered down to the host cities. Transactions with DBSA attracted VAT. Payments to contractors had to be guaranteed. Durban needed to pay out approximately R100 million per month to contractors, but DBSA refused to guarantee these payments. There was a serious communications gap. He also pointed out that every hotel used by FIFA had to have broadband internet access, but the Department of Communications had no capacity to deliver this.

The meeting was adjourned for lunch.

Tshwane: Host City Presentation
Mr Jackie Makgobola (Chief Operations Officer, City of Tshwane) said that his delegation had benefited from the other presentations. His city endeavoured to be the African capital of excellence. It wanted to be consistent in the pursuit of excellence. The city had a development strategy over a twenty year period. It was important to breach the gap between the first and second economies. The gap between the northern and southern areas of the city had to be narrowed. A five-year programme of action had been devised. An attempt was being made to democratise the benefits.

He said there was no sense in having one epicentre. The central business district represented the past. Work was being done at the Super Stadium, and the Pilditch Stadium was a world class athletics venue.

No construction was needed on the World Cup venues, although some upgrading was required. HM Pitje stadium would be upgraded using MIG funds.

Mr Makgobola said Tshwane believed that its people should be the primary beneficiaries. Tshwane was still a divided city. The city was working with SAFA and PSL teams. Their approach was a paradigm shift in that practice venues would be located in the townships. A precinct development and management approach would be to create areas of economic opportunity. The stadiums should follow the people. He quoted the example of Mabopane where a training field was being developed near a major station and shopping malls. This was part of an expanded public works programme, and had been selected as a pilot project.

The development capacity of local entrepreneurs was some R60 million. There was co-operation with the Top 20 Townships programme.

Very little work was needed at Loftus Versveld stadium. A joint project management team was studying the development specifications, and would make decisions on quantities required and procurement in order to make the necessary upgrades. Municipal supply chain management would be practiced.

The goals on the transport front would include the development of public transport corridors. The Bloed Street taxi rank would take about one thousand vehicles off the road, and about one thousand informal traders would be relocated to free up pavement space. Corridors to three airports would be upgraded. The rail corridor to Wonderboom would be upgraded with other commuter rail services. The link between Mabopane and Hammanskraal would be re-opened. The city’s bus service would be recapitalised. The Tshwane Integrated Transport Plan would co-ordinate all transport issues, and would be submitted to the transport authorities soon. Tshwane had a sister city agreement with Leipzig, and there were ongoing discussions regarding a light rail system.

Mr Makgobola said that a provisional allocation had been made in the budget for training facilities. This was being done in accordance with FIFA standards. R35 million had been received from the province, but more work had to be done.

He said that the budget process had been completed, and figures were realistic. Spending would be a mixture of own funds (approximately 90%) and external sources such as the MIG. This would contribute R197 million.

In terms of ICT, Tshwane was a leader in using power lines for communications purposes. There was an incredible structure for this, and about 60% of the capacity was still unused. It was a priority to create a digital hub. Tshwane hosted the Innovation Hub, and boasted the only Science Park on the continent.

He admitted that accommodation was a challenge. It was planned to deliver 7 940 new beds by the Confederation Cup. Two applications had been made for new large hotels. The Tshwane International Convention Centre was being designed, and this would include an hotel.

Tourism was an employment opportunity. There was a regional tourism organisation, and collaborative participation was needed. Freedom Park would be opened in the next year or two.

Regarding marketing and communication, a key challenge would be bylaw enforcement. Without this people would be alienated.

The existing disaster management centre would deal with emergency management. He wondered if this was a world standard facility, but said that it was benchmarked annually against international standards. R10 million had been channeled into the emergency services.

He said that the Tshwane Metropolitan Police would co-operate with the SAPS, SANDF and National Intelligence organisations to ensure safety and security. Institutional arrangements would be made with external stakeholders through a steering committee. These would be coordinated by the project manager’s office. The city was currently advertising the position of Chief Executive Officer. Political leadership would come from the council.

He said that anticipated benefits would be the delivery of world class facilities, and the staging of a successful event.

Mr Makgobola said that there was a challenge in horizontal and vertical co-ordination. A provincial organising committee was needed. To guard against complacency, quarterly reports should be submitted. He foresaw a possible capacity problem in that, with the number of building projects countrywide, there could be a shortage of personnel. Public works would contribute between R5 billion and R10 billion to create a better working environment for public servants.

Rustenburg:Host City Presentation
Mr Gert Kruger (2010 Coordinator, Rustenburg Local Municipality) said that World Cup matches in Rustenburg would be for the benefit of all. Their hosting would be a joint venture between the Rustenburg Municipality, the Bojanala Platinum District Municipality and the Royal Bafokeng Nation. The Rustenburg Municipality had signed a stadium agreement with Royal Bafokeng. A joint management committee and a joint steering committee had been formed, to be supported by various technical committees. In terms of the host city agreement, the Rustenburg City Manager would be accountable.

He said that a business plan still had to be worked out. Approval was expected in November 2006. The province would provide oversight and would give working support. A city police unit had been established but was not yet accredited. A disaster management centre was in use, and had been upgraded in July 2006. CCTV cameras had been installed in the central business district.

In terms of support services, the by-laws had been amended in July 2006. Co-operation with the Department of Home Affairs would assist with border control.

Mr Kruger said that a fifteen-year agreement had been concluded with the Silver Stars club to play their home matches at Olympia Park. This would be a practice venue. The Royal Bafokeng Stadium would be the match venue, and a R107 million upgrade would be undertaken. This would serve to upgrade the media centre and the surrounding infrastructure. The Royal Bafokeng nation had funded the planning. Work would start in April 2007 and should be completed during 2008. Open spaces had been identified for fan parks.

He said that the environmental management plan had been approved during June 2006. The upgrading of the CBD had been approved in February 2006 and the CDS in July 2006. A ten-year integrated Local Economic Development Plan was in place. Accommodation establishments would be graded. The borders of the Pilanesberg Park would be extended, thus providing more accommodation. Meetings held been held with Portugal.

Mr Kruger said that an Integrated Transport Plan had been put out to tender. Three main roads would be upgraded. These would be the road between the match venue and Sun City and the two roads to Johannesburg. There was no passenger rail connection at present between Rustenburg and Johannesburg.

Water supply was a problem, but a new reservoir would be built, with work starting in October 2006. The Bojanala Platinum District Municipality at a cost of R13 million would provide streetlights at the entrance to the city. A waste management plan had been approved, and it was possible that funding would be provided by Germany. The taxi rank would be upgraded at a cost of R30 million, and R15 million would be contributed to the recapitalisation programme.

He said that the challenges lay in crime prevention, elections, salary negotiations in advance, hospitality services, additional graded accommodation and transport.

Nelson Mandela Bay: Host City Presentation:
Ms Nancy Sihlwayi (Portfolio Councillor for Sport, Recreation, Arts and Culture, Nelson Mandela Metro) thanked the joint Committees for the chance to present Nelson Mandela Bay’s progress report and challenges. The World Cup would be the pride of the nation. Strong, immediate intervention was needed to face the challenges.

Mr Ndungeni continued with the presentation. He outlined the institutional framework from national level to host city level. The provincial department was leading a provincial coordinating committee. There were several elements to the Project Management Team. A task team and technical working group had been established. Project managers had been appointed to deal with all issues. The business plan had been completed and covered many elements.

He said that several tasks had been completed. The land for the new stadium had been procured. The EIA had been completed, together with the geo-technical investigation and survey. The preliminary engineering concept had also been approved. Three tenders, for bulk sewage, water and storm water, and earthworks had been awarded, which were together worth approximately R30 million. Three tenders for piling, bulk electrical works and construction of the stadium were awaiting approval to go to tender. Five transport tenders had been advertised, to the value of R20 million. The stadium would cost R1.1 billion, specialist tasks R210 million, safety and security R30 million, training venues R90 million and transport projects R460 million. The total budget was R1.89 billion.

Six training venues were envisaged, with one each in East London and Umtata.

Mr Ndungeni said that the city was in the process of refining the development objectives. A tourism plan had been completed.

He said that the road system would be upgraded. Attempts were being made to have a PSL team in Port Elizabeth by 2009.

Challenges lay in awaiting approval of designs, and awaiting confirmation on amounts to be forwarded by Treasury. Clarity was needed on outstanding items.

The stadium would have a modular seating concept, with 10 000 of the 50 000 seats being modular.

Johannesburg: Host City Presentation
Mr Mavela Dlamini (City Manager, City of Johannesburg) said that Johannesburg was in the privileged position of having most of the required facilities complete although some upgrades were needed. The World Cup was part of the mandate to develop people in terms of the Accelerated Shared Growth Initiative of South Africa (ASGISA). Transport infrastructure was a problem in that the airport fell into the municipal area of Ekhuruleni.

He said that focus areas included stakeholder engagement, project risks, transportation, including the Gautrain, and the ICT backbone. Johannesburg’s activities included hosting special events and matches, staging the opening and final matches and opening and closing ceremonies, hosting other matches, and securing the International Broadcasting Centre at NASREC.

The financial plan came after extensive drafting of proposals. Submissions had also been made by other spheres of government.

The public was being encouraged to make use of public transport, and the city was involved with the taxi recapitalisation programme. As the World Cup approached, the public would be encouraged to work flexible hours in order to reduce congestion on the roads.

Mr Dlamini said that the old Orlando Stadium had been demolished. The tender had been awarded for a new stadium, which should be completed in June 2008. This would only be used as a practice facility, and would cost R246 million. The stadium in Dobsonville would be upgraded, and seating would be provided for 280 disabled persons. The FNB Stadium would be the main venue, and was located next to NASREC. An amount of between R1.5 billion and R1.8 billion would be needed for upgrades. Ellis Park would also be a match venue, and R300 million would be spent on upgrades to the stadium and the precinct. Eight training venues had been identified, with many of these stadiums being in private ownership. Johannesburg was prepared to share the profits with neighbouring municipalities.

The transport corridor along the N1 would be upgraded. This would be funded by the South African National Roads Agency(SANRA) and the City of Johannesburg. Security cameras would be installed. Safety and security services would make provision to deal with mass disasters, and co-operation with national authorities would be needed. Some of these functions would be within the city’s grasp.

Mr Dlamini said that there were seven elements of stakeholder engagement. A formal accommodation plan would be created. Bed-and-breakfast establishments would be used. Various legacy projects would be undertaken.

He said that one of the key challenges would be transport. The Gautrain was one element to the solution. The civil works phase would begin soon. However, it was possible that only the phase between Johannesburg and the airport would be completed in time for the World Cup, and the link to Tshwane would then only be completed at a later date.

Fan parks would be set up in existing stadiums due to the risks of using open areas at night. Eco-tourism would be encouraged. Johannesburg was a cosmopolitan city and many nations were represented. This would ease the language problem.

He said that R1.8 billion would be spent over five years.

Cape Town: Host City Presentation
Ms Teral Cullen (Director 2010 World Cup Office, Unicity of Cape Town) said Cape Town had been delighted when South Africa had been announced as host of the 2010 World Cup. The World Cup in Cape Town would be a continental, national and city mandate. The city’s mandate was expressed in the host city agreement. Linkages existed with FIFA, the LOC, national, provincial and city government. The tournament would provide an economic impetus which would provide a legacy, and make the city the party capital. As Mayor Zille had said, Cape Town would be the “jol kol”.

There were five key areas, namely stakeholder management, compliance, leverage, legacy and control. Two other areas were the event and visitor trade sphere, and the event and media. A lot of trade would come from the visitors, and all the opportunities afforded by tourism should be exploited. The media would be a channel to capture the viewing audience for future visits.

It was expected that the city would host 60 000 visitors, and seven to nine matches. The choice of venue had been important, as a new stadium had proved to be necessary in order to qualify the city to host a semi-final. Questions had been asked why an expensive stadium had to be built for one match. Cape Town was the second biggest metro in the country. It was important to hold more people in the city for longer, and there was a much bigger impact of the games later in the tournament.

She explained how the decision on the site had been made. Various potential sites had been evaluated and Green Point had proved to be the best option. The business plan had been submitted at the end of July and would go to Treasury and the LOC on the following Monday.

The Green Point stadium was now in process. The environmental impact assessment had been completed. The initial funding process was under way. However, the construction phase was still blank. A cabal of host cities had been formed. Twenty projects had been identified regarding the stadium. It would have a fixed roof to cover the seating, and a retractable roof to cover the playing field was being considered. In terms of FIFA regulations, 60 000 saleable seats had to be provided. A further 8 000 non-saleable seats also had to be available. The legacy capacity would be 65 000 seats after the top tier was converted.

The stadium would be 42 metres high, with a four-storey podium. It would cover a 10.6 hectare area. An indoor sports centre would be provided together with a High Performance centre. No athletics track would be included as experience showed that this would detract from the cosy atmosphere desired. The design status was still in concept. There would be three tiers, with temporary seating on the top tier. It would be a world-class venue with corporate boxes, VIP lounges and restaurants. It was still to be determined if the retractable roof would be included. A decision on which site to use would be made in mid-September. Substantial electrical infrastructure was needed, and emphasis would be placed on the provision of renewable energy sources. The planning would also be water wise.

Ms Cullen said that the cost breakdown contained significant amounts for escalation and contingencies. The entire country would be under construction and there might be shortages of material and labour.

The financial modeling showed that a grant was needed. There were three scenarios to be considered. Job creation would be significant, with up to 9 000 people on site during construction.

She said that 26 venues had been identified for public viewing sites. These would accommodate between 2 000 and 250 000 people. These sites would be part of the dignified spaces programme, and would be part of the legacy.

Large costs were associated with ICT. Training venues would be situated in previously disadvantaged areas. Identified venues were at Athlone, Swartklip, Blue Downs and the Bellville Velodrome.

The total cost of the stadium was R3.3 billion. The surrounding infrastructure would cost R273 million, practice venues R356 million and public viewing areas R113 million. The city would contribute R400 million.

Base camps would be identified for visiting teams, and the accommodation requirements would be ascertained. These opportunities would be shared with district municipalities.

Transport arrangements would be made. Eighty percent of the transport would be non-motorised. Rail links would be improved and a direct link between the city and the airport would be created. Five main routes would be upgraded. Drop-off zones and park-and-ride sites would be established. Parking near the stadium would be set aside for FIFA.

There were many entertainment venues on Somerset Road, that would be used by people travelling to and from matches. The Granger Bay Boulevard would be constructed if the EIA indicated that the stadium should be built on the current site of the Metropolitan Golf Course.

Ms Cullen said that Cape Town and Durban had submitted a bid to host the preliminary draw. The International Convention Centre was half-subscribed. It was planned to expand the ICC, and the extra capacity would be used to house the World Cup Media Centre.

She said there would be a two-stage tender process. There would also be a tender for an operator of the stadium, which would refine the business plan. It was perhaps necessary to consider changes to the design of the stadium to exploit the real income stream.

Discussion: Cape Town, Nelson Mandela, Tshwane, Rustenburg

Mr R Reid (ANC) asked why the cost of the Green Point Stadium would be so high compared to other stadiums, being twice the cost of the next highest. He believed this should be revisited. He also pointed out that there would be no athletics track. Provision should be made at Blue Downs or Swartklip for a track.

Mr Solo asked by Cape Town was different to other cities. Cape Town would only be making a contribution of R400 million, and provincial and national government would have to pay the rest. Clarity was also needed on practice venues. In terms of social responsibility, he wanted to know that, if a company was awarded a tender, then what would be ploughed back into the disadvantaged community. He asked if there was a specific percentage.

Mr M Lekgoro (ANC) said that the majority of black fans would be ignored. He asked how they would be accommodated as they would not be able to afford tickets. The black masses had to be proud to have the game brought to them. He reminded the meeting of various black champions of the past.

Mr C Frolick (ANC) referred to an international conference in Germany. The Minister of Sport and Recreation had made a commitment that soccer would be played. It was up to the people to take ownership of the event, right from the construction phase. From the conceptual phase, a programme was needed for the youth to see the buildings rising from the dust.

Mr Solo said that stadiums would not automatically be compliant with broadcast requirements. Rugby and soccer had different coverage needs. The SABC should be consulted to arrange suitable camera placements.

Ms P Bhengu (ANC) asked if big screens would be provided in rural areas, as there was no infrastructure.

Mr Mike Marsden (Acting Chief Operations Officer, City of Cape Town) said that the cost of the Green Point Stadium was a detailed estimate, which included escalation. It was still being refined, and was getting closer to actual costs. These would be revealed in the tender process. Newlands had its own problems. It was confined, and had a capacity problem. It was not compliant with semi-final requirements. The R400 million funding that the city could provide was affordable without compromising other programmes. The 2010 World Cup was an integral component of the city’s development plan. BEE and social responsibilities were built into the plan. To accommodate poorer communities, viewing sites would be established all around the city. These would become legacy sites.

Closing remarks
Ms Msengana-Ndlela thanked the delegates for their attendance. A lot of preparation was needed. It would be useful to continue with periodic engagements. Community participation and empowerment were essential. Engagement was needed with the economic and social clusters. Government was working with the people. It was necessary to recognise and address problems. Co-ordinated processes were needed. Finances had to flow. The legislative environment was an opportunity to create foundations. The Special Measures Bill allowed government to move on with its business.

Co-Chairperson Komphela thanked Ms Msengagn-Ndlela for her continued attendance. He repeated the need for social responsibility. Minister Erwin had spent R68 million to upgrade Koeberg without any denigration of social responsibility. People had to be more conscious of bringing things forward. The BEE policy of the Department of Trade and Industries had not been touched in the Special Measures Bill. This was biased towards the people, and the poor in particular.

The Disaster Management Act was a milestone piece of legislation. The Safety at Stadiums Act, which must be similar to the Disaster Management Act in addressing similar issues, was still pending. It dated back to the Ellis Park tragedy.

He said that municipalities had done good work so far. However, communications strategies were poor. There was a perception that nothing was being done and that 2010 would be a fiasco. However, the municipalities were actually showing total commitment, and he was very proud of them. A schedule would be compiled for visits for programme-monitoring in the host cities.

He had received a letter from Germany on the subject of accessibility. There was a World Cup for persons with disabilities that would be held in Germany. Host cities had to make provision for these people. Enough accommodation was needed.

Regarding the statement from eThekwini, matters had been brought to the Committee’s attention when the Special Measures Bill was being concluded. The DG was busy with issues concerning the use of land. The disbursement of funds must be designed so that municipalities did not get into trouble.

Co-Chairperson Komphela said that public participation was needed at school level. It was part of the building process. The tournament to be held in KwaZulu-Natal would raise awareness. There would be only 3 million tickets while the population of the country was 44 million. There had to be other ways to get people involved.

The input from Foreign Affairs was important. Protocol dictated the correct use of anthems.

Co-Chairperson Tsenoli said that work in progress must be fast-tracked. There was a clear need for improved turn-around times all round. This should be integrated with process management. There were pressing needs in terms of leadership. These needed to be attended to within a month, as issues could not wait. Some legislative issues needed attention. There could not be enough communication.

The meeting was adjourned.

 

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