2010 FIFA World Cup Preparations: Sharing of Information
Sport, Arts and Culture
12 September 2006
Meeting Summary
A summary of this committee meeting is not yet available.
Meeting report
SPORT AND RECREATION, TRADE AND INDUSTRY AND TRANSPORT PORTFOLIO
COMMITTEES: JOINT MEETING
12 September 2006
2010 FIFA WORLD CUP PREPARATIONS:
SHARING OF INFORMATION
Chairperson: Mr B Komphela (ANC)
Documents handed out:
Youth Entrepreneurship
Campaign 2010
2010 FIFA World Cup: Transport Action Plan 2010
Presentation Before
Portfolio Committee: Trade and Industry, Transport and Sports and Recreation
SUMMARY
Representatives of the Youth Entrepreneurship Campaign 2010 addressed the joint
meeting. Entrepreneurship activities
were very low in the country, and young people needed support through
education, provision of support services and finance, and by being given
business opportunities. They were in
the process of visiting all provinces, especially the rural areas, and were
also seeking media partners to spread the message.
Members said that young entrepreneurs needed passion to be successful. Mentorship programs were available. Questions were asked regarding the control
of the campaign both operationally and financially. They felt that the youth was fragmented and that processes were
being unnecessarily duplicated.
Questions were also asked regarding the relationship between the
campaign and the Umsobomvu Youth Fund.
The Department of Transport then presented on their readiness plans. Consideration had to be given to the needs
of the FIFA family as well as the general public. The Department had various guarantees regarding the efficiency
and availability of transport. A legacy
of improved systems was needed.
Attention was being given to road, rail and air transport. Consideration must be given to making the
dates of the tournament coincide with academic holidays, and match scheduling
would also influence transport planning.
Members asked questions about the capacity of the Department and in the air travel
sector. There was concern about the
number of vehicles available, and a major concern about traffic congestion.
The final presentation was from the Department of Trade and Industry. The FIFA World Cup would be a protected
event to protect the FIFA brand. It
would be a catalyst for the generation of local business opportunities.
Members said that the Department must show that government is implementing its
own policies. Arts and culture would
also have to be promoted through the World Cup. The importance of follow-up meetings to gauge progress was
emphasised.
MINUTES
The Chairperson said that members of the Portfolio Committee on Trade and
Industry were returning from China that morning, while the Chairperson of the
Portfolio Committee on Transport, Mr Jeremy Cronin, had also sent his apology.
However, similar joint meetings would continue as the country prepared for the
2010 World Cup. Cost cutting issues would be addressed with other Committees.
The inputs of the Committees would be the key in all areas. His Committee had
met with the Portfolio Committee on Provincial and Local Government. The
stadiums would be located in the host cities, and money would be channeled
directly to the municipalities. The nine host cities had presented recently at
this meeting.
He said that one of the key challenges would be the issue of transport. A study
trip to Germany had been held with some members of the Department of Transport
(DoT). During the course of events, there would be interaction with business
and all other parties. Youth entrepreneurship was one of these parties, and was
a very relevant concern. It was important that the youth should be represented.
The Department of Trade and Industry (dti) had been very focused in the Special
Measures Bill process. It was important not to tamper with government policies
regarding procurement, and the preferential procurement policy would remain in
force.
Youth Entrepreneurship Campaign 2010
Mr Joseph Mashita, Outreach Manager, Youth Entrepreneurship Campaign 2010
(YEC), told the meeting that the current situation saw various sources of
funding for young entrepreneurs. However, the level of entrepreneurship
activities in South Africa was very low compared to other developing countries.
There were major obstacles which would be addressed by YEC. The youth had the
capacity to start and maintain businesses, which would contribute towards
economic growth. The mechanisms to achieve this were in place.
He said that a number of young entrepreneurs would be created by 2010. The
slogan was to create and empower 100 thousand young people by the World Cup.
However, there were various factors which would hamper the economic
environment. President Mbeki had committed himself to halving the unemployment
rate by 2014. The youth would have to contribute 50% towards the achievement of
this goal.
Mr Mashita said that there were three pillars to the YEC. The first was the
creation of awareness and skills training. The YEC wanted to meet government
halfway. The goal was to make the youth job creators rather than job seekers.
The second pillar was access to funding and business support. There were not
enough financial products and services. This did not allow the youth fair and
easy entrance to the business world. There was a need to create more financial
products to suit the interests of the youth and the environment in which they
operated. The youth wanted to participate in the business world, but were
expected to compete against big and established business interests. This was
unfair. The government and private sector should create exclusive opportunities
for the youth. Where big tenders were awarded, sub-contracts should go to
youth-owned companies. Access was needed to business support. Mentorship
programs and market linkages were needed.
Mr Mashita explained the third pillar, namely legislation, regulation and
policy. An environment was needed which would be conducive to the youth
starting and expanding their businesses. Existing policies such as Black
Economic Empowerment (BEE) and Transformation Charters only mentioned youth
issues in passing together with women and the disabled. Women were favoured
while there was no clear definition of what constituted youth and disabled
owned companies. A better definition was needed.
He said that YEC was prepared to propose a document, namely the Youth Economic
Empowerment Charter. The assistance and support of government was needed for
this. For the first time, a partnership had been established whereby an
organisation of young people could speak with one voice. Previously
organisations such as the National African Chamber of Commerce Youth Chamber
would only pay attention to their own constituencies. These various
organisations would now speak as one. The partnership would involve academics,
the support of government, metros and parastatal companies. Media partners were
also being sought to spread the message into deep rural areas. Community radio
was a particularly useful channel as it was prepared to engage and debate youth
issues and to disseminate information.
He asked who the youth were. The group included women and men with or without
disabilities. Definitions were needed. The business target market was women and
men between the ages of 18 and 35. There were many other definitions of youth.
Mr Mashita said that the activities of the campaign were linked to the
Umsobomvu Youth Fund. The Fund would accommodate the campaign while it was
starting. Umsobomvu would be part of the secretariat. However, with the target
of empowering 100 000 young entrepreneurs, the campaign could not rely solely
on the Fund. A partnership was needed with government. A key activity would be
the mobilisation of resources. Both financial and non-financial support was
needed.
Mr Mashita said that a provincial roadshow was being undertaken, so that the
campaign would not be seen as Gauteng based only. All provinces would be
visited in order to spread the message, and the dti would be given a platform.
Youth would also have a platform to engage with the dti and raise concerns. The
market had been tested by a visit to Limpopo between 16 and 18 March 2006,
where several towns had been visited. There had been interaction with more than
one thousand young people. YEC had visited the Western Cape, travelling to
three districts where young people did not have information needed. He had been
shocked to see the low level of economic participation by the youth in the Free
State. It was obvious that the environment had to be changed. Visits would be
paid to the remainder of the provinces, and the campaign would interact with
members of the Committee representing those areas.
He said that he was speaking to the SA Broadcasting Corporation as a potential
media partner. A print medium still had to be identified. The private sector needed
to come on board with YEC. Research into existing young entrepreneurs showed
that development did follow initiatives.
He asked if the policies did work, and then listed some of the expected
outcomes of the campaign. The announcement of South Africa as the host of the
2010 World Cup had excited young people. It was seen as a good platform for
them to enter into contracts. It was a huge tournament. The participation of
the youth should not be confined to service as volunteers. There had to be some
benefit to the youth, and the campaign would lobby government to achieve this.
It was time to set aside opportunities especially for young entrepreneurs. He
suggested that 10% of the budget and business opportunities should be set aside
for such people. The youth could participate in projects such as roads,
stadiums and bed and breakfast type accommodation. Winners of big tenders
should sub-contract to young people.
The World Cup would be for the benefit of the whole country. The Local
Organising Committee (LOC) had said that this would be a youthful event.
Contributions by the youth as players and volunteers was not enough. The youth
needed to play an increasing part in the economy, and should have 20% of the
procurement opportunities. In the provinces, there should be clauses to promote
opportunities for young people only, and tenders should be awarded on this
specific basis. Of the overall World Cup business, some 30% should go the way
of young people.
Mr Mashita said that a key product of the campaign would be formal agreements
with stakeholders. Presentations were made but there was no action on these.
Stakeholders should be proud of the country, and express this pride by
supporting youth initiatives.
However, it was often a battle to find young people when they were needed. YEC
would soon be launching a database of young entrepreneurs, classified both by
province and by sector of industry.
A lot of young people were succeeding, and recognition should be given in the
form of awards for young entrepreneurs which could see them being role models.
Stakeholders and World Cup opportunities should be controlled by the campaign.
He suggested a national young entrepreneurs competition which would be guided
by the first pillar of the YEC, judged by established business. A cash award
and training opportunities would be at stake. He proposed the establishment of
a mentor network.
Discussion
The Chairperson requested that copies of the presentation be made
available to members as no hard copy had been provided.
Mr J Masango (DA) asked what area was being targeted by the campaign.
Mr Komphela said that the campaign was to raise awareness. The youth should be
creating jobs for themselves rather than wait on government.
Ms N Khunou (ANC) said that the campaign should address specific issues. The
description of previously disadvantaged individuals (PDI) included women, youth
and the disabled in general. As much as young entrepreneurs could be built,
they needed passion to succeed as businesspeople. Without this ingredient they
could become destroyed. Learning had to be encouraged, as education was the key
to success. The dti already offered a mentorship program though the Small
Enterprise Development Agency. Their services were available in all provinces. She was glad that YEC was not concentrated
on Gauteng only as there were keen youth in the other provinces. She hoped that
part of the campaign would be everybody helping each other.
Mr S Farrow (DA) congratulated the campaign, but asked who the driving force
would be. He also asked what financial controls were in place.
Mr M Swathe (DA) asked what the response had been to the provincial visits. He
asked when YEC would visit KwaZulu-Natal as he was a member of the youth
structure in his party.
Dr M Sefularo (ANC) sensed that there seemed to be a move to replace the
Umsobomvu Fund with young entrepreneurs. There was fragmentation amongst the
youth. There had been a string of public hearings on youth unemployment and a
number of submissions had been received. It seemed that the YEC had the same
areas of activity as Umsobomvu. He asked how people were identified to attend
the campaign’s meetings. There was a mushrooming of youth structures, and this
could become a problem. He mentioned examples of other organisations including
the graduate youth organisation formed by the Freedom Front. He asked about the
relationship between YEC, BUSA and Netleg youth bodies, and how this
contributed to job creation. He asked
where the membership of the campaign was. Umsobomvu Fund supported five
thousand young people and there were seven thousand voter shares. It was not
logical to listen to things which should go to Umsobomvu. However, this fund
had never managed to do a number of things despite the government subsidy it
received. He sensed a duplication, and asked what the motive was for Umsobomvu
being involved with YEC.
Mr E Lucas (IFP) congratulated the young people, and said that more information
was needed. It was a difficult task as PDI’s were still not empowered. Business
people were not very friendly, and were unwilling to share opportunities. The
youth should be inclusive when given opportunities. The creation of a database
was important, but a shotgun approach should be avoided. When given the chance,
young entrepreneurs should deliver on their allocated share or else they would
let the country down. The challenges were not insurmountable, and co-operation
was needed. YEC must realise that 2010 was just a few weeks away, and time
pressure could be fatal.
Mr M Moss (ANC) said that a lot of visits had been made. He said that there was
an office in the Presidency specifically tasked with youth and disabled issues,
and there were corresponding offices with each provincial Premier and city
Mayor. He asked if YEC had had any contact with these offices.
Mr Mashita replied that there was some duplication of programs. It would be
wrong to reduce the campaign to a level where there was only one partner. There
was national representation at various Chambers of Commerce. There was a
difference regarding the perceived duplication with the Umsobomvu Fund, which
was not providing finance for young people nor was it issuing vouchers. YEC’s
purpose was to create awareness and, in partnership, to render services and
provide intervention. The dti had been approached regarding mentorship
programs, and a meeting would be held. A meeting had already been held with the
Women Empowerment Unit.
Mr Thapelo Maleke (Project Manager, YEC) said that what happened after the age
of 35 was not the core business of the campaign. A person would graduate from
one campaign to another. A person of age 36 was regarded as an adult and should
already be empowered. Various institutes provided programs programs to assist
such people. As regards the second pillar of the campaign, funds and support
were available through the IDC which were a continuous benefit. SEDA could also
assist. YEC saw itself as providing a preparation phase, as the history of the
country showed that equal preparation opportunities had not been given. If this
had been the case there would have been no need for the campaign, but there
thus had to be something in place.
He said that the driver for the campaign was not the Umsobomvu Fund. The youth
Chamber movement had been identified from different government entities such as
the National Youth Commission. Young people had made it their duty to call for
involvement with Umsobomvu, and there was a need to partner with the fund.
However, Umsobomvu could not be everywhere like a member-based youth chamber. This
would bring the Umsobomvu Fund closer to young people.
Mr Maleke said that the roadshows had worked with youth structures, the media
and entrepreneurial development organisations. It had depended heavily on the
offices for youth, disabled persons and women to meet existing structures. The
mushrooming youth structures were healthy for democracy. He would be worried if
nothing was being done, and encouraged initiatives as long as broader groups
were being benefited rather than individuals. A meeting would be held with BUSA
in Johannesburg later in the month. There would also be interaction with
government and the private sector which would bring various structures to the
youth.
Mr Thobile Yanta (Senior Research Manager, Umsobomvu Youth Fund) said that the
question of UIF had been covered by the campaign. The target of creating and
empowering 100 000 youth was beyond the scope of a single organisation.
Multiple organisations were needed. The Fund would be a guide in the
acceleration and massification processes. Urgent action was needed. Beyond the
age of 35, education was important and in fact could not be overemphasised.
Young entrepreneurs should be owners, and the campaign should be facilitated.
The Chairperson thanked the delegates for the information regarding the
campaign. He was fascinated by youth with vision. There were existing
structures, and the youth were being made aware of these. Various Departments,
such as Labour, the dti, Sport and Recreation (SRSA) and other related
Departments must link up with the campaign. Care had to be taken to raise the
awareness of the YEC to monitor those reaching the age of 35. Young people
should start their involvement sooner, so that they would have longer
interaction with the campaign. The private sector also had responsibilities.
Young graduates had to be located and advised of their prospects. The campaign
should interact directly with the youth.
Mr Farrow asked how the fund would be generated in terms of money. There were
six stakeholders, and he asked to whom YEC would report.
Mr Maleke replied that the Secretariat would represent all six stakeholders. A
project management team would guide its activities. He was the Project Manager
and Mr Mashita the Outreach Manager. This did not create another expensive structure.
They were using offices at Umsobomvu House, where there was an existing
infrastructure, but the management of YEC was independent. It was accountable
to the Secretariat, which was the highest decision-making body, and the
Secretariat in its turn reported to the constituent bodies. Stakeholders would
meet with all involved, and would place people on the Board from time to time.
The Chairperson said that at the next meeting YEC would have to account for its
projects and the impact of the campaign. This was in line with the Committee’s
oversight role.
Mr Yanta replied that there was an impact assessment measure and a knowledge
assessment measure. YEC operated on a minimal budget, and more support was
needed. An accounting structure was in place.
Mr Komphela said that figures should not be a thumb-suck. There was no data
system in place for the preferential procurement system.
Department of Transport preparations
for 2010 World Cup
Mr Mathabatha Mokonyama (Acting Deputy Director-General, Integrated Planning
and Intersphere Co-Ordination, DoT) said that DoT had signed guarantees for
efficient and safe transport during the 2010 World Cup. Some vision was needed
to meet these guarantees. Sufficient infrastructure and operations had to be in
place while air and land operators had to be in place. A travel demand
management plan was being drawn up based on estimated demand. Quality of
vehicles and accreditation of operators needed attention. The transport chapter
in the 2010 Bid Book had contained various promises.
The FIFA Family had to be assured of high quality transport. In Germany, the
Family had been some 25 thousand strong. Sufficient transport had to be
provided and the travel demands of the visitors had to be met. A 0% probability
of failure was needed. Transport had to be seamless and invisible. At the end
of the tournament, people should only be talking about the football rather than
transport problems.
He said that the waiting time for officials and players at their hotels could
be no more than five minutes, and for the media a maximum of ten minutes.
Travel time would largely depend on the location of accommodation, which should
be chosen so that it would be a maximum of 30 minutes from the venue.
Mr Mokonyama listed two major objectives. The first was to support the success
of the 2010 World Cup. Transport systems would play an important role in
meeting this objective. The second was to extract the maximum legacy value for
the public transport system, and projects had to be sustainable.
A transport action plan had been drawn up. A booklet had being drawn up but was
still being finalised. This would be useful to organisations involved in
transport. Actual projects would be the responsibilities of the host cities. It
would also be helpful to the YEC. It contained a vision, objectives and
principles. He hoped that the draft action plan would be launched during
October 2006.
He revealed that financial support would come from the national Treasury. Some
R3.74 billion would be invested in the public transport system, with funding
starting from the 2008/09 financial year. This could be reviewed.
The World Cup was coming at a time when the challenges were known but there was
a lack of resources. Programs would have to be accelerated. The two passenger
rail entities were being merged. The first phase was complete while the second
phase would occur in 2007. The bus system would be expanded and the number of
metred taxis increased. Newer minibus taxis were being introduced. Portions of
the Gautrain project impacting on World Cup structures would be completed by
2010. The taxi recapitalisation program would continue until 2012, but he hoped
that 80% of the project would be completed by 2010. Increased participation
would be improved. A draft public transport strategy had been approved by the
Minister, and would be on the agenda for the 2007 Cabinet Lekotla.
Mr Mokonyama said that the Airports Company of SA (ACSA) had an airport
development master plan, a key program of which was the new King Shaka Airport
to be built in Durban. The existing Durban International Airport would be
decommissioned. A massive expansion was in progress at Johannesburg
International Airport (soon to be renamed) and sustainable projects were
planned for Cape Town and Port Elizabeth.
The 2005 budget made provision for improved transport networks. Money would
come from the public transport fund rather than the World Cup budget, but the
tournament was a major motivating factor. There would be World Cup related
funding, with budgetary provisions continuing into 2011. DoT would play a
co-ordinating role and would set targets, but the work would be done in the
host cities. More than 250 proposals had been made regarding various transport
projects.
Call centres had been established and work was being done to improve the public
address systems at railway stations.
He said that a key requirement of the public transport infrastructure fund was
to prioritise public transport rather than private transport. Long term
mobility had to be achieved, and projects had to be sustainable beyond 2010.
Government programs such as the PPPF and broad-based BEE had to be considered.
Projects had to be practical, and implementable by 2010. The overall program
should be completed before 2015.
Mr Mokonyama then listed some projects. Some were already underway, such as the
Johannesburg/Soweto corridor and the Khulane corridor in the Nelson Mandela Bay
Metro was another example.
He said that the national Department had provided the guarantees. DoT would
therefore manage the fund and evaluate projects. The host cities were to
develop local plans linked to the Integrated Transport Plan (ITP). They would
require funding to implement their projects. The projects would be integrated
with other sectors, and he admitted to having sleepless nights thinking about
possible problems. However, he quoted the example of Mbombela where a good,
integrated plan had been drawn up.
The work done at national level would be a framework for local authorities. The
system should be tested during 2009. In terms of the MME program, host cities
were to report according to the terms of the Public and Municipal Financial
Management Acts and other related legislation.
Mr Mokonyama said that environmental co-ordination would be done by the Director
General (DG) of SRSA’s 2010 Unit. The operational plan would have to be
delivered before infrastructure could be developed. It would have to be
determined if it would fit well with developmental guidelines and standards
needed to be set. This would be jointly with Treasury, which determined the
development fund protocol.
He said that DoT had the money, while the host cities would have to deliver
projects according to the agreed plan. Funds could be withdrawn if projects
were failing, but he wondered if that would save the situation. The guarantees
had to be upheld. He wondered if the cities were ready to face the challenges.
There should be regular engagement with the LOC, which would convey FIFA’s
requests and expectations.
He said that unless the tournament format changed, 64 games would be played
involving 32 teams. The average crowd was expected to be 50 thousand, which
would equate to approximately 3.2 million tickets being sold. It was expected
that approximately 70% of these would go to international spectators and the
balance to South Africans. This would mean over 300 thousand international
visitors over and above the number of tourists. Exact figures would become
clearer when tickets went on sale in 2008. A large number of people, which he
estimated as being more than 200 thousand, would be crossing the borders of
South Africa without tickets.
Mr Mokonyama said that the fan fests, previously known as public viewing sites,
should be located on transport routes such as rail corridors. The tournament
would take place during the South African winter, and he expected that fans
would not be inclined to linger at the match and fan fest venues after the end
of the match. It would therefore be necessary to plan on mass evacuation of
spectators soon after the final whistle. The availability of sufficient
transport would influence this planning.
He reminded the meeting that the dates for the World Cup would probably be from
the second week of June until the second week of July. This would be 31 or 32
days in duration. If these dates were to coincide with academic holidays the
would be less traffic on the roads and university and school residences could
be made available for accommodating visitors. It would not be possible to stage
simultaneous matches in Johannesburg as the transport system would not be able
to cope with the demand in such an event.
He said that FIFA’s policy in determining venues was that each team would only
play one match in each venue during the group stage. Teams and following fans
would there be roving throughout the country. The most critical time would be
between days 12 and 15. The final group games would be played at this time and
would determine the teams to qualify for the knock-out stage. These were the
most watched games, both live and on television. He estimated that one hundred
thousand individual passenger journeys would be recorded in this period. It
would help if venue clustering was possible, but at present matches would be
shared between the ten venues accepted by FIFA.
The dates of the tournament would still be determined, but it was likely that
each team would have at least two days free between games. Their movement
around the country would take place during these off days. For the tournament
dates to coincide with academic holidays, either FIFA would have to set the
dates to match the holiday or educational institutes would be asked to match
the holiday dates to the World Cup schedule. He pointed out that this had been
done when the World Summit for Sustainable Development had been held in
Johannesburg.
Mr Mokonyama said there would be enormous pressure on the local transport
systems in Gauteng. Most visitors would land at Johannesburg. There would be
heavy traffic between Gauteng, Polokwane and Bloemfontein. There would be
pressure on intercity systems, whether bus or train. Most movement between
there and the coastal venues would be rely on the domestic airlines. Transport
between Durban and Nelspruit would be a particular problem. It would help if
FIFA changed its policy to allow teams to remain within smaller regions. The
capacity of the transport system would influence match scheduling. No more than
one match per day should be held at any one venue. On the busiest days, such as
day 15, there might be as many as 15 thousand passenger movements between Cape
Town and Johannesburg.
Mr Mokonyama said that the number of people flowing through the airports would
put pressure on domestic airlines. Extra capacity would be needed. On day 15 26
train sets, each carrying 800 passengers, would be needed. This would require
456 coaches. Generally 60 trains were needed, 2400 buses and six thousand
minibuses. He anticipated that all hire car stocks would be used, and so too
the various tourism and shuttle fleets.
Alignment of the plan had to be done, and integration local plans would have to
be integrated into broader plans. DoT had started to draw up a framework for an
operational plan. Host cities now had to draw up their own detailed plans.
Systems had to be ready by the Confederations Cup in June 2009, which would
serve as a test of the systems. A period of eight to ten months would then be
available to fix any defects before final testing in January and February of
2010.
He said that stakeholder management would focus on aviation, handling of
cross-border visitors, road safety management and road infrastructure
management. Host cities would have to deliver on their operational plans. The
greatest challenge lay in the host cities’ ability to deliver. Other sectors
involved would be security, SRSA, tourism and communications. FIFA was already
identifying accommodation in the host cities, and these decisions would help in
the planning of transport systems.
Discussion
Mr Farrow said that the co-ordination of transport had to be in good
hands. Staffing and capacity was a key challenge, as the capacity did not exist
within DoT. It seemed that a one man band situation existed at present, and a
recruitment process was needed urgently. The infrastructure for air transport
could be achieved, but there were serious problems with logistic and
operational management. ACSA should explain these problems within their
systems. To move 300 thousand visitors between their hotels and match venues
would require 450 coaches. One match in Cape Town would attract between sixty
and seventy thousand spectators. He noted that 1 500 coaches were needed, but
at present there were only approximately 400 registered and accredited luxury
coaches in the country. Normal daily life would continue during the tournament,
and the usual rush hours would still apply. Air transport of visitors would
require big aeroplanes to be used, and there would be heavy loads on airports.
He asked if this had been considered.
Mr R Reed (ANC) spoke about the problem of moving people between airports and
match venues. Parliamentarians were already battling to travel between their
homes and work. He asked if the transport plan would allow for a free flow of
traffic. Other carriers should be brought in to fill the gaps in internal flights.
Tourists would also want to travel by bus to when not watching games, and he
asked if the roads were in an acceptable condition.
Mr E Saloojee (ANC) pointed out that the Gautrain had not been planned within
the context of the World Cup. This had perhaps been a mistake. He lived near to
the airport in Johannesburg, but it often took him four hours to get home.
Traffic was gridlocked. There was inner city congestion, and congestion between
Soweto and the city. The venues for the games were in this area. A massive plan
was needed, and this would involve fundamental changes. It seemed that these
problems had not been considered. Very serious problems lay ahead.
Mr Masango said that at the end of the day, the problems would affect DoT.
Matches would be played at the end of the working day, and normal traffic would
be experienced. He asked if there were any considerations to choose hotels near
to the stadiums. Cape Town’s situation could not be compared to Mbombela or
Polokwane. Most projects would be run by local authority with DoT providing the
funding. A monitoring system was needed to ensure timeous completion of
projects.
Mr Mokonyama replied that there had been a challenge to display particular
scenarios based on the experience of previous World Cup tournaments. All
figures depended on the availability of accommodation. The 30 minute rule only
applied for FIFA members, and spectators might well be accommodated at more
distant venues. Integrated efforts and plans were needed. It would be better if
FIFA was flexible regarding dates.
He said that there was a measure included in the plan for road congestion.
There would be upgrades to the road system while public transport would be
encouraged while private transport would be discouraged. The project was
addressing this problem.
Mr Mokonyama said that he could not speak for the overall capacity of DoT, but
only for the World Cup program. DoT realised that a dedicated unit was needed,
and recruitment was being done. Its main role would be in co-ordinating
activities. Regarding logistics, the challenge would be in the implementing
agencies. Bottlenecks should not happen at airports. The sector had done a lot
of work based on the projected figures for 2010. Operational issues such as
check-in facilities and immigration control were all part of the value chain.
The Chairperson said there would be a day when all the key Departments would
meet. Security on trains was another issue, as it would not help if one was
able to talk on a cellphone or work on a laptop computer if these were likely
to be stolen. The DoT presentation had sketched a scenario without details. He
would be nervous if this was the detailed plan. At DoT’s next visit to the
Committee, progress must be visible. At present he needed to take a leap of
faith to accept the likely success of the plan. Provision had to be made to
demonstrate milestones.
Mr Komphela agreed that a meeting should be held with ACSA. The scenario was
not restful at present. He appreciated the good work which had been done. He
had seen much in other countries such as dedicated traffic lanes. The DoT had
learned much during the visit to Germany. He asked what bylaws or amended laws
would be needed to implement the plan. He was concerned about the human
capacity required. The systems test envisaged for 2008 was only eighteen months
before the World Cup, and this was problematic. The Committee should meet
constantly with DoT, which was playing a co-ordinating role.
Mr Mokonyama undertook to send a document to the Committee containing full
details of the plan, activities and deadlines. It might not have details on
particular projects.
The Chairperson said he would get the details later, but repeated that he had
to take a leap of faith at this stage.
Department of Trade and Industry
preparations for 2010 World Cup
Mr MacDonald Netshitenzhe (Director:
Commercial Law and Policy, the dti) said that the dti committee dealing with
FIFA involved various units. His concern was intellectual property, which
encompassed copyright, trademark, trade knowledge and branding issues. The dti
had agreed to declare the World Cup a protected event in order to protect
FIFA’s brand.
It was necessary to determine where the business and economic opportunities
lay. The dti had been mandated to do this by an inter-ministerial committee and
would also involve itself with FIFA issues. The tournament would provide
opportunities for South African business. The dti required that the LOC
allocate 30% of its budget, which would be a figure of approximately R5 billion,
to South African businessmen. A value chain would be created. However, there
were questions of capacity and if the project would require some quality
control. He could not answer questions relating to time. He also wondered if
the dti should engage the LOC with evidence it had gathered.
He felt that the best approach should be followed as time was of the essence.
The dti procurement policy applied equally to itself. There was a unit within
the dti to deal with BEE application. This unit would ensure compliance with
criteria of BEE. The unit would liase with various other Departments which had
provided World Cup guarantees. BEE compliance was needed in all areas.
Mr Netshitenzhe said that most of the dti’s planning was based on Vision 2014.
The World Cup would act as a catalyst. A document was being compiled. Perhaps
only five sectors would be relevant in the planning. The Department of
Communications had determined that a lot of opportunities would be provided in
the Integrated Communications and Technology sector. He asked how the youth was
targeting these opportunities. Some analysis was needed.
He said that tourism also presented a fine opportunity, and the public needed
to be advised. The DoT would also have some interest in this aspect. In terms
of liquor control, Budweisser would be the only supplier in and near the
stadiums. Licences would be needed from the provincial liquor boards. No
project had yet been launched to deal with this requirement. This would apply
in all nine provinces, and there was a need to influence the provincial boards.
Mr Netshitenzhe stressed that both government and FIFA were committed to
development. Some Departments would need to be ringfenced. The dti was talking
to government as a whole. A database of entrepreneurs was needed. The
government needed to be seen to be implementing its own policies.
The Chairperson said that the dti should co-ordinate all other policies.
Government would not compromise on procurement policies.
Mr Swathe said that government should be seen to be implementing its policies.
It was not to be left to the dti alone to ensure this.
Ms W Makgate (ANC) said that this was agreed for now, but asked when the
project would be implemented. BEE was another direction, and was still
applicable. She mentioned the success of women’s co-operatives in
KwaZulu-Natal.
Ms M Morobi (ANC) said that South Africa had something to show the world. The
culture, arts and crafts should be demonstrated. Things which the citizens of
the country could do should be demonstrated and marketed at match venues.
Mr Netshitenzhe replied that the dti would concentrate on four or five main
sectors to make an impact. Culture, including the arts, would be one of these
sectors. Areas of competence should be identified in what was a diverse
community. The challenge was how to promote arts and culture, which was a
growing sector. In the document, the ideas around culture would be addressed
with the Department of Arts and Culture.
As regards BEE, the responsible unit was dealing with the matter. Many issues
had already been concluded in the broadest sense. This was how the dti would be
judged. He agreed regarding the co-operatives. Some activities which had been
restricted to the agricultural sector now fell under the dti as there was a
broader interpretation at present.
He agreed that government should be seen to be implementing its policies. He
suggested that the dti was perhaps the only Department to be convincing FIFA
that this was being done at present. The building of stadiums would be a
convincing show of progress. Many stakeholders were involved, and opportunities
would abound for small business. Time was of the essence in order to fulfill
deadlines. He foresaw a situation where skills might have to be imported.
Mr Mokonyama said that DoT would take responsibility for the movement of goods.
The operational plans included the transport of freight at international,
regional and local levels. This would include the transportation of arts and
crafts materials. The major emphasis was on the movement of people, but the
carriage of freight would not be overlooked.
The Chairperson said that all Departments would have the responsibility to find
out from municipalities who was empowered to deliver and where they were
located. When that was done the planning could be moved to the next level. For
now, however, the Departments could not be allowed to write their own cheques.
Close co-operation and monitoring were needed. SRSA was appointed as the leader
of the process. The World Cup would be a special event.
The meeting was adjourned.
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