2010 FIFA WORLD CUP CAPE TOWN THE WESTERN CAPE

2010 FIFA WORLD CUP TM CAPE TOWN & THE WESTERN CAPE BUSINESS PLAN 31 October 2006 2010 FIFA WORLD CUP TM CAPE TOWN & THE WESTERN CAPE BUSINESS PLAN Contact details: Mr Achmat Ebrahim City Manager of Cape Tow n c/o Teral Cullen City of Cape Tow n Tel. (021) 400 2010 Cell: 084 246 2010 CONTENTS Page SECTION A: INTRODUCTION 1. 2. Executive Summary........................................................................................................... 2 Institutional arrangements .................................................................................................. 6 SECTION B: EVENT INFRAS TRUCTURE 3. 3.1 3.2 3.3 3.4 3.5 4 5 6 7 8 9 10 11. Stadium ............................................................................................................................ 9 Design .............................................................................................................................. 9 Stadium Precinct ............................................................................................................. 20 Financial Business Plan ................................................................................................... 21 Stadium and Stadium Precinct Costs ................................................................................ 29 Project Programme.......................................................................................................... 31 Bulk Infrastructure............................................................................................................ 32 Green Point Precinct........................................................................................................ 33 Transport ........................................................................................................................ 35 Information Technology & Telecommunication................................................................... 41 Training Venues and Base Camps.................................................................................... 44 Public Viewing Areas (PVAs) & Official Fan Park ............................................................... 47 Accommodation............................................................................................................... 52 Programme ..................................................................................................................... 55 SECTION C: EVENT SERVICES 12. 13. 14. Safety & Security............................................................................................................. 57 Disaster Risk Management............................................................................................... 61 Health............................................................................................................................. 64 SECTION D: EVENT SUPPORT 15. 16. 17. 18. 19. Marketing, Signage & Communications............................................................................. 68 FIFA Events .................................................................................................................... 72 Tourism........................................................................................................................... 75 Environmental Sustainability............................................................................................. 80 Arts & Culture.................................................................................................................. 85 20. 21. 22. Volunteers....................................................................................................................... 89 Sport Development.......................................................................................................... 91 Economic and Human Development ................................................................................. 94 SECTION E: SPECIAL PROJECTS 23. International Broadcast Centre ......................................................................................... 97 SECTION F: CONCLUSION 24. 25. Financial Summary ........................................................................................................ 100 Conclusion .................................................................................................................... 102 ANNEXURES Annexure 1: Annexure 2 Annexure 3: Annexure 4: Visuals Architectural Design Report Financial Feasibility Modelling Elemental Cost Estimate GLOSSARY ACSA ASGISA CBD CCDI CoCT CTICC CTRU DAC DCAS DFA DOT DPLG FEDHASA FIFA GCIS GPR HDTV IBC IDP IMC ITP IT&T MFMA MTIEF RFP PGDS PGWC PTIF PVA SABC SARCC Airport Company of South Africa Accelerated and Shared Growth Initiative for South Africa Central Business District Cape Craft and Design Institute City of Cape Town Cape Town International Convention Centre Cape Town Routes Unlimited National Department of Arts and Culture Provincial Department of Cultural Affairs and Sport Department of Foreign Affairs Department of Transport Department of Provincial and Local Government Federated Hotel Association of South Africa Fédération International Football Association Government Communication and Information System Ground Penetrating Radar High Definition Television International Broadcast Centre Integrated Development Plan International Marketing Council Integrated Transport Plan Information Technology & Telecommunication Municipal Finance Management Act Medium Term Income and Expenditure Framework Request for Proposals Provincial Growth and Development Strategy Provincial Government of the Western Cape Public Transport Infrastructure Fund Public Viewing Areas South African Broadcasting Corporation South African Rail Commuter Corporation SATSA SDTV SMME SRSA TEP TGSA TIA V&AW WAN WCCC WCLC WESGRO South African Tourism Services Association Standard Definition Television Small, Medium and Micro Enterprises Sport & Recreation South Africa Tourism Enterprise Programme Tourism Grading Council South Africa Transport Impact Asse ssment Victoria and Alfred Waterfront Wide Area Network Western Cape Cultural Commission Western Cape Language Committee Western Cape Investment and Trade Promotion Agency SECTION A: INTRODUCTION 1 SECTION A: INTRODUCTION 1. EXECUTIVE OVERVIEW The biggest ev ent The biggest sporting event in the World is providing Africa, South Africa and Cape Town with a unique window of opportunity. Cape Town is committed, ready, honoured and excited to host the 2010 FIFA World CupT M events in an arena with unforgettable vista’s of mountains, the ocean and scenic beauty. This City is determined to harness innovation, investment, development and available funding, with the aspirations of people and the vast energy of this global happening to secure an improved, built, social and natural environment. New and upgraded infrastructure and facilities must make Cape Town a happier, better functioning home, with more economic opportunities for its residents and a desirable destination for travellers and investors. By achieving this, people who live here will again have a sense of purpose and pride. The 2010 Green Point stadium This business plan focuses on a world-class, FIFA compliant and sustainable stadium. It was not designed to be excessive in its function, nature or appearance. The Green Point Stadium is situated in a very specific physical and human environment which informs and in some instances dictates design and construction. The options for addressing these dictates were carefully considered taking all relevant factors, especially cost, into account. The total cost for the stadium is R2,49 billion (excluding VAT). The City of Cape Town will contribute some R400 million and the Provincial Government of the Western Cape just over R100 million of these costs. The request from the City and Province is therefore that National Treasury fund about R2 billion of the costs. Site specific realities and demands for the Green Point Stadium increase costs beyond those for a basic stadium constructed under “neutral” circumstances. These include: • The solid bedrock just below the ground surface does not allow for the structure to be sunk into the ground. This increases the height above the ground which makes construction more expensive. The bedrock also necessitates a podium around the stadium bowl – a “pedestal” area - to house essential supporting services and spaces and to create an appropriate entrance level into the stadium. To reduce noise levels from events in the existing Green Point stadium – a demand from residents and stakeholders – the exterior of the new stadium has to be covered with noise reducing cladding. The need to contain light and noise also influenced the roof design – which makes up 35% of total construction costs – in such a way that noise is reflected back into the bowl. The roof design and the external cladding enclose the stadium space. This restricts natural air circulation which requires mechanical circulation – at additional cost. Specific objections during the Environmental Impact Assessment phase included noise levels, visual impact and financial sustainability. • • • • • Measures had to be taken to address these objections and to ensure sustainable and harmonious use of the stadium in the future. These measures could be made legal 2 obligations when the Record of Decision (ROD) for one of the two possible sites is announced by the Provincial Government. All of these measures, as well as the site specific dictates on design and construction, add R642 million to the “base” stadium costs in a “neutral” space. A range of design options were carefully considered to address the sta keholder objections and site specific requirements. International and local expertise, innovation and benchmarking were used in the exercise. Many factors and implications, especially cost, were considered. The City, Province and the design team believe the design submitted will deliver a functional, world-class and valuable addition to Cape Town’s built environment. Any gratuitous or excessive design features have been avoided. The business case In assessing the financial sustainability of the new stadium, the modelling showed a distinct threshold between reducing capital costs and eroding commercial space. If there is not enough commercial space to generate income, cost savings on the stadium design reach a point where sustainability is compromised. In the compilation of the financial business plan for the stadium, three scenarios for major match utilisation of the stadium were developed. In the low scenario, the stadium only hosts larger football matches. In the base scenario it hosts larger football matches as well as international rugby matches and in the high scenario (the net income/annual cash flow of these scenarios are provided in Paragraph 3.3.1), it hosts this and all other normal Western Province/Newlands Stadium rugby matches. Supporting budgets, strategies and plans The scope and catalytic effect of 2010 World Cup extends beyond the new stadium. The business plan shows upgrades and the construction of new infrastructure to service the stadium and to ensure a successful hosting of the event. In this regard, a total of some R1.9 billion will be jointly provided by all three spheres of government to improve Cape Town’s transport infrastructure. Other capital projects by both the City and the Province relating to their competencies are recorded. These figures exclude additional investment in transport infrastructure and facilities planned by agencies such as SARCC and ACSA. In addition, the City and Province will devote substantial amounts of their operational budgets to ensure not only 2010’s succe ss, but to improve service delivery, infrastructure and facilities for the future to benefit all residents. Improv ing service delivery The integration of 2010 World Cup projects, initiatives and activities will be deliberately engineered within the two constituent organisations. This will be done by making 2010 World Cup and integral part of planning, decision making and budgetary processe s. This “mainstreaming” of the event is aimed at achieving a two-fold purpose – to ensure a successful 2010 event and to energise and improve organisational functioning and delivery. The FIFA slogan “Using Football to Touch the World” encapsulates the coming together of all the Host Cities, with the Provincial and National Government. They must join forces with many other groups and organisations to plan, prepare and ultimately showcase South Africa’s capabilities. The approach emerges from integrated development concepts, from the urgent need to build a shared economy and from an understanding of the dynamic role that this part of South Africa can play in presenting the diversity and richness of Africa. The work thus far has been achieved through close cooperation and joint efforts between the City Of Cape Town and the Provincial Government of the Western Cape. The cooperation has resulted in a focus which extends beyond the stadium, the practice venues and the fan parks, to Cape Town’s immediate hinterland and towns in the Western Cape Province. This 3 is a conscious focus to share not only in the excitement of the matches, but also to boost economic activity throughout the region and to ensure legacy benefits. The City and Province have set up regular project meetings of technical experts and have involved other role players. These include the Cape Town Partnership, the Rail Commuter Corporation, Cape Town Routes Unlimited and Wesgro. Meetings with many stakeholders such as organised business and diplomatic missions have taken place and will continue. The project meetings have informed discussion within the governance structures of the City and Province. Structured meetings are held between the Premier and the Executive Mayor and members of the Provincial Cabinet and the City’s Mayoral Committee. Models for further formalising this cooperation are currently under consideration. Context for the business plan The backdrop for all the work prepared for the business plan has been: • • FIFA’s position that 2010 FIFA World Cup and to change perceptions about Africa; TM is coming to Africa for justice, as a tribute President Sepp Blatter’s assurance that Plan A is: 2010 FIFA World CupT M will be held in South Africa; Plan B is: 2010 FIFA World CupT M will be held in South Africa and Plan C is: 2010 FIFA World CupT M will be held in South Africa President Thabo Mbeki and his Cabinet’s visible and financial commitment on behalf of the entire country to host the event in Africa -“A continent under construction” South African Organising Committee CEO Dr. Danny Jordaan’s firm undertaking that, just as South Africa achieved a miracle by liberating itself and combined four racially segregated football associations to be able to join FIFA after expulsion, it will not only build stadiums, but also a nation and a country. • • The business plan is based on three strategic pillars: • • • compliance with FIFA requirements for hosting the games; optimizing the developmental impact and leaving a legacy, and maximising the promotional and positioning opportunities: leverage. Developmental priorities for 2010 are aligned to the City’s Integrated Development Plan, the Province’s Western Cape Growth and Development Strategy, as well as national programmes such as the Accelerated and Shared Growth Initiative for South Africa (ASGISA). Hosting 2010 World Cup – a natural progression Participation in this event is a natural progression for Cape Town – a growing tourism, major event and investment destination. The significant international media exposure for successful major events such Pick ‘n Pay Argus Cycle Tour, 2003 ICC Cricket World Cup and 1995 IRB Rugby World Cup, will be overshadowed by the estimated cumulative television audience of 25 – 28 billion viewers during the 2010 FIFA World CupT M. What the Western Cape has to offer, visually, and in terms of history, arts, culture, music, cuisine, entertainment and activities, will also contribute to the experience international visitors will have when they come to the 2010 FIFA World CupT M. This will help to achieve the goal of raising South Africa’s profile. National Treasury requirements National Treasury have indicated in discussions that the business plan will be evaluated on the following principles: 4 • • • • • • • • • • Vision to be simple and clear; Operating and maintenance cost understood; a stadium that can accommodate soccer, but not only soccer; Usability 365 days with maximum revenue; Best case scenarios to be developed; Architecturally innovative; Innovative seating solutions; Contextualised in African context - best effort in our context; Managed to show that we are flexible, and Institutional arrangements investigated and proposed. The business plan has been structured according to the 19 project areas required by Treasury. To these, additional work streams have been added, particularly the intangible social legacy projects, to ensure that comprehensive needs and supportive actions are properly planned and scoped. The work streams are categorised into six broad sections project description, outputs, risks, resource requirements, preconditions and estimated costs. These work streams are linked, coordinated and monitored for delivery, time frames, budget and event compliance and to remedy any gaps or duplication. 5 2. INSTI TUTIONAL ARRANGEMENTS The City of Cape Town and the Provincial Government of the Western Cape have agreement TM that the 2010 FIFA World Cup at a regional level would be delivered jointly by both spheres of government in one single project. At present there is a functional 2010 joint committee at a political level and a 2010 joint technical project team of officials and experts. Underlying the core project team there are twenty four (24) work steams which include participants from both spheres of government together with relevant external organisations. The City of Cape Town and the Provincial Government of the Western Cape have successfully delivered the Cape Town International Convention Centre as a joint project. This was delivered on time and under budget and the institutional arrangements for this project comprised a Special Purpose Vehicle. Currently, the CTICC is a municipal entity, which functions under the MFMA with the City being the majority shareholder. There have been discussions regarding the formation of a similar entity to deliver the 2010 FIFA World Cup in Cape Town and the Western Cape under the MFMA as a municipal entity. The purpose would be to duplicate the successful model of the CTICC and to create the option to bring of board private sector participants and skills. Council Agreement Cabinet Mayor Premier Mayoral Comm ittee (Mayco) Cabinet 2010 Mayco Sub-Committee Joint Meetings 2010 Cabin et Committee Executive Director Director: 2010 Director General DDG: 2010 City/Province Project Team City 2010 Project Team Provincial 2010 Project Team Service Provider s & Work stream s Table 2.1. Proj ect Structure betw een the Province of the Western Cape and City of Cape Tow n 6 The City has set up a core administrative team which oversees the technical planning and delivery of the 2010 FIFA World Cup projects. The project structure includes three Directors reporting to the Executive Director of Service Delivery Integration. The project is structured as follows: Exec Director: Service Delivery Integration Director: Mayor’s Office • Oversight • Governanc e • Risk Management Director 2010: Coordination Director 2010: Technical Director 2010: Operations • Process management • Communications • Stakeholder management • Fundi ng • Legal • Admin • Stadium • Green Poi nt Pr ecinct • Infrastr ucture • Transport • Events • Economic Development • Safety and Sec urity • Disaster Management • Practice venues • Sports development Table 2.2 City Of Cape Tow n 2010 Proj ect Team 7 SECTION B: EVENT INFRASTRUCTURE 8 SECTION B: EVENT INFRASTRUCTURE (Refer to Annexures 1 and 2 for more detail.) 3. 3.1 3.1.1 3.1.2 PROJECT 3: STADIUM Design Concept The City of Cape Town is committed to the Green Point Common as the location for the World Cup Stadium. The design is functional and contains only required accommodation. The following design principles relates to the stadium: • • • • • 3.1.3 Adherence to technical and feasibility standards Financial sustainability Environmental sustainability Social integration Economic development. The location on the Green Point Common requires a design approach which is sensitive to its environment and addresses factors beyond the provisions for a FIFA World Cup compliant stadium. • The stadium is located in an urban, historic context and this stadium structure must be seamlessly integrated into the environment. This calls for, inter alia, particular attention to visual and height attributes. The stadium is located in direct proximity to premium residential areas, as well as a hospital. This environment calls for the careful treatment of, especially, noise pollution. The Environmental Impact Report has called for a marked improvement on the current noise reduction measures of the existing Green Point stadium. The stadium is located next to the sea and exposed to strong winds. Cape Town is the southernmost venue of the World Cup and the games will be played during the South African winter with cold temperatures, strong winds and heavy rainfalls. This requires maximum protection of the spectators against these elements by means of, inter alia, the roof and façade. Parking requirements to complement the envisaged upgraded public transport sy stem and to comply with rezoning application requirements. • • • These site specific characteristics, consequently, add a premium to the costs of the stadium. More details are provided under paragraph 3.4. 3.1.4 The stadium will contain 68 000 seats for the World Cup. 55 000 Seats will remain permanent and 15 000 modular seats will be re-used in the deconstruction of the existing Green Point Stadium and other social investment opportunities, leaving opportunities for corporate suites to be retrofitted. The design team has used its best resources to balance the project’s internal demands of delivery with the justified requirements brought to the site by current and potential future users. The vision of Green Point Common as a high value and high quality urban park and recreation area available for safe and flexible use by its citizens, has been one of the key drivers of the design thinking. Against the backdrop of Table Mountain and in the presence of the Atlantic Ocean, the stadium has been consciously designed as an element extending and contributing to the urban fabric and texture of Cape Town. While optimally complying with FIFA’s (technical) requirements for a stadium capable of hosting a semi final event, the stadium architecture focuses on the exterior appearance as 3.1.5 3.1.6 9 well as on the user experience for the visitor once inside the stadium bowl. The exterior appearance is largely defined by a sweeping silhouette, not to be in competition with the horizontal datum line of Table Mountain, and the façade, made of a stretched fibre-glass mesh and designed as an articulated surface that makes the building appear almost scaleless. 3.1.7 In addition to providing a unique fifth façade (the stadium being bordered by the elevated Table Mountain, Signal Hill and Lion’s Head), the roof is also a critical component of the interior architecture. As a suspended roof plane, it focuses attention downwards onto the playing field. At the same time, the underside of the roof surface, hovering above the spectators, operates in a way similar to the façade. The translucent mesh skin under the steel cable and truss structure will act as a luminous disc during days of sunlight and will transmit the colour and atmosphere of the day into the stadium interior. The double skin design of the roof further makes it possible to accommodate (unsightly) services therein and, for example, avoid the use of pylons for the floodlighting. It fulfils an important function as far as noise attenuation is concerned. The roof structure is designed as an acoustic “body” with its own internal volume. The principle of utilising the air space inside the body of the roof as a noise buffer is one of the compelling simple and active design principles applied to the stadium. The key to this principle is the requirement that the “inner” (lower) and “outer” (upper) surface of the roof structure must have different densities and therefore display different acoustic performance characteristics. The current design foresees and ETFE (fibreglass-like) cloth membrane, which is partly permeable. This “breathing” softer inner skin disperses sound waves and, since it is not a hard surface, absorbs sound into the body of the roof. The outer (top) skin is currently designed and budgeted as a fixed glass skin, which provides a hard resonant surface which reflects sound waves back into the body of the roof. Through the sloping surface of the roof, sound waves are diffracted back against the soft inner skin membrane, where they are further dispersed. The stadium (field of play) is designed for the use of, primarily, soccer and rugby. The bowl will have three tiers, which are overlaid in such a way as to maximize the stadium atmosphere and to make it as compact as possible. The first and second tiers are separated by a concourse, while the second and third tiers are separated by a full floor of private suites, TV studios and the Venue Operating Centre (VOC). 3.1.8 3.1.9 3.1.10 The bowl design of the stadium, the “interior” itself, is important in the control of noise. The bowl is a tightly focused, steeply raked space with minimal openings to the exterior. A stadium bowl filled with people is in itself a major attenuator of sound generated in the stadium. Most concert halls in the world, for example, are designed on the principle that humans present in the room are a large part of the adequate balance of acoustic elements. 3.1.11 The steep rake of the seats under a hanging roof ensures noise concentration into the stadium interior. The passages for circulation and kiosks are located towards the inside of the stadium arena, keeping all spectators as close as possible to the inside of the stadium while matches are in progress. 3.1.12 Concerns have been voiced about the noise emission from the plaza level (level 2) exits from the stadium, which occur under the outer façade. This is being tested in detail in the acoustic model. The intention is to apply sound-absorbing or sound-reducing materials to the ceilings of these public entrances, to break up reflecting sound waves between floor and ceiling at this level of the stadium. The vertical gab between the inside bowl and the corridor is only 2.2m and the middle tier is cantilevering over the lower tier. 38 of 72 grids are open to the outside, all others contain restrooms toward the outside and concessions towards the inner concourse. The inner corridor has a depth of 17m towards the concession stands. The distance from the concourse towards the outer edge of the façade column varies between 11 and 30 m. The substantial floor plate depth (i.e. distance between bowl edge and outer structural edge of stadium) on this level assist s in dispersing sound waves escaping from the stadium bowl into the space under the raked stadium seats. Further, as in all modern soccer arenas, the pitch is subject to huge ventilation problems. A blanket of cold air will 10 accommodate itself on the pitch and the opening in the roof alone is too small to circulate the air down to and on the pitch. Good ventilation can only be achieved with cross ventilation above the lower concourse together with four diagonal openings in the corners. Thus 53% of the concourse area is open to the outside and cannot be closed to achieve a ventilation effect. The design is aimed at finding an optimal solution for both sound and ventilation aspects. 3.1.13 The stadium is organized into six principal levels, broadly containing the following functions and zones: • Lev el 0 Sports team rooms, VVIP and VIP reception, lowest parking level, medical and police facilities, waste collection and compaction. • Lev el 1 Media areas, TV and radio studios, FIFA offices and sports event staff offices, and upper parking level. • Lev el 2: Public Plaza Main concourse pedestrian access down to lowest tier and up to second tier, disabled person’s seating, fan shop, VIP welcome zone, concession stands. • Lev el 3 Lower level of business club, multi-purpose hall, security and police offices, operator’s storage spaces, smaller food kitchens. • Lev el 4 Upper level of business club, larger food preparation kitchens, stadium administration (operator’s) offices. • Lev el 5 VIP lounges and private corporate boxes. • Lev el 6 Upper concourse, concession stands and access onto third tier of seats. • The roof Is located above the highest level of seats, and contains an accessible roof including the ‘Ring of Fire’ lighting and media zone, with catwalk access into and through the roof structure. • Podium 1 625 Parking Bays will be provided in the podium. 3.1.14 The Green Point stadium has one primary façade system, which is a cable-suspended ETFE membrane similar, if not identical, to the lower skin of the roof structure. The exact type of ETFE membrane will depend on the results of the acoustic model. ETFE membranes are available in many types of grades and textures, which have been independently tested for their acoustic performance. The starting point of the façade design, therefore, is a scientific certainty as to the basic acoustical properties of the primary façade material. 11 3.1.15 The ETFE membrane forms a continuous, taut but flexible skin, clipped into a lightweight aluminium frame. The frame is stiffened against the massive concrete structure of the stadium by means of round hollow steel sections. Vibrations occurring in the façade itself, either from emitted noise or from wind vibrations imposed on the structure, are absorbed through the stiffening rods into the building’s massive structure. 3.1.16 As intimated in 3.1.10 before, less than 15% of the bowl’s inside surface lets through sound waves directly to the outer walls of the building. In addition, only about 70% of the stadium façade is covered only by the vertical mesh membrane. 3.1.17 This results in about 10.5% of the outer façade being exposed to direct noise emitted from inside the stadium. As mentioned previously, some of the areas that are directly under the roof edge will have a more carefully detailed double façade skin application, which will perform better than the average outer façade. 3.1.18 The continuous outer skin has to deal with about 8% of the direct noise from inside the stadium, after these areas have been accounted for. Preliminary tests indicate that the ETFE membrane selected for the façade, has a porosity of 60%, meaning that it further breaks down sound waves directed at it. 3.1.19 As a soft façade which covers a geometrically complex structure with many different types of complex surfaces and structures behind it, sound transmitted all the way from the stadium bowl to the façade is already likely to be diffracted, diverted, and partially dispersed. 3.1.20 The stadium bowl is surrounded by a podium/concourse/plaza, comprising mostly a single volume space. This structure serves mainly the following purposes: • • • • To reduce/soften the visual and height impact of the stadium structure; to provide parking facilities as stipulated by the conditions of the EIA; to create the level at which entrance into the stadium (the concourse between the first and second tiers) is provided, and could in future provide opportunities for sport, business, c ricket and an urban edge that will assist with security. The podium is configured over two levels and comprises a footprint of 40 000m². The podium is intended to accommodate at least 1 625 vehicles (375 parking bays to be provided on stadium precinct site) as a legacy and as included in the EIA asse ssment and subsequent rezoning application for the precinct. Currently, a width of 29 metres for the podium is proposed to accommodate (a) evacuation of people from the bowl in case of emergency, as well as (b) the required parking. Pending the location of the stadium (final ROD expected 31 October 2006, safety and security matters will be finalised between the stadium designers and safety and security consultants to ascertain that design and location can conform to safety and security requirements. A final workshop on this matter has been scheduled for 1 November 2006, as the prelim designs on the two locations, now in the EIA, have been designed taking note of the latest safety and security requirements. 3.1.21 The in-plan form of the stadium is also influenced by urban design considerations. The required urban interfaces differ along the circumference and by mode of access onto the podium, either via continuous expanses of stairs, focused stairs or ramps. It is also influenced by place making principles on top of the podium as part of the hierarchy of spaces leading from city to precinct (forecourts) to podium and finally to stadium bowl. The absolute minimum height of the podium above natural ground level depends on the underlying bed rock level for which seismic tests are currently underway, but is likely to be between 6 and 8 metres. 12 3.1.22 Civil Services • Sewerage System There is an existing 1 370 mm diameter underground sewer drain operating at approximately 50% capacity (in peak flow conditions) located beneath the existing stadium in the direction of the Green Point outfall. All the sewage from this area and in the above existing bulk pipeline flows to the Green Point outfall. This pipeline is approximately 11 metres deep in the vicinity of the existing stadium, becoming shallower as the pipeline approaches the outfall. Sewage from the development of the stadium can be accommodated in its entirety in the 1 370 mm diameter bulk sewer pipeline. The outfall has (minimum) a permit capacity of 30 Mℓ/day. operating capacity of the outfall is 26 Mℓ/day. The current - • Potable water The area earmarked for the stadium is serviced by an existing 150 mm to 225 mm diameter water pipe grid/network. The proposed stadium, plus any related hospitality and facilities, can obtain all its water from this grid or network without needing to upgrade any parts of the bulk water system. If any upgrades are found to be required, they are expected to be minimal and local. No reservoir is required although water storage for emergency situations may be required. • Stormwater The Green Point Common is served by local stormwater drains. The development of the new stadium will require augmentation of these services and the formulation of a local stormwater management plan. An approved stormwater runoff design model package to design the stormwater reticulation system based on the proposed road/infrastructure layout will be used. Design standards will comply with the Minimum Design Standards for Underground Stormwater Reticulation and Associated Intakes. (Annexure 1 of Stormwater Management Planning and Design Guidelines for New Developments). Local treatment solutions and Best Management Practices will be applied to address water pollution and litter management. The rain water catchment tanks (re servoir) will be provided within the stadium structure to capture and store rain water from the non-potable applications in the stadium. - - - • Other Ducting, in the form of underground pipe work, shall be provided under request by the Electrical Discipline plus any specialists involved in the new stadium. 13 - The extent of the bulk earthworks operation is dependent on the final design level and position of the stadium bowl, stadium podium and the final geotechnical findings of the site. It is envisaged (conceptually) that the bulk earthworks will involve excavation in soft material, intermediate material (rippable rock) and hard rock. The volume of hard rock excavation will be minimized as much as possible due to time constraints. The option of blasting will be addressed during the detailed design stage and shall be in compliance to the environmental laws, record of decision (ROD) by Department of Environmental Affairs and Development Planning and the Environmental Impact Report for the project. It is planned to minimize the volume of material to be carted off site. It could be re-used in the construction of the stadium and/or new golf course and/or new V&A Waterfront. Crushing of the rippable rock and any hard rock will be considered. Demolition of the existing stadium shall be co-ordinated according to an agreed new urban layout and landscape design. The stadium pitch shall be designed and constructed by a specialist subcontractor. The pitch will be constructed in accordance to the FIFA pitch performance criteria. - - - 3.1.23 Electrical/Energy Efficiency Two alternate supplies are provided at the stadium main intake substation where normal supply taken from the national grid is transformed from 132 kV to 11 kV. The alternate Essential Supply is from a combined diesel driven standby plant capable of being synchronized to the grid and able to be run in parallel. This standby plant has the capacity to generate sufficient power to operate the stadium without compromise. The design therefore complies with FIFA requirements. The second tier of the FIFA requirement is for emergency evacuation in the event of both the above sources of power failing. In this respect provision has been made for UPS (uninterruptible power supplies) at each of the stadium general substations with 1 Hour capability to facilitate an orderly evacuation of the premises. These UPS’s will maintain emergency lights on escape routes, the critical electronic services e.g. evacuation public address, security CCTV, etc. Floodlighting of the playing field will be designed in accordance with the Philips/FIFA Guide to the artificial lighting of football pitches (02/2002), Class V for international televised events. A roof mounted floodlighting installation is envisaged, with no high mast floodlighting. General area lighting, inside the stadium and on the podium, will be provided for public security and safety to comply with SANS Codes and Standards, with consideration of architectural and aesthetic requirements. Appropriate lighting control systems will be implemented, to facilitate the operating of stadium lighting systems. Environmentally efficient lighting technologies will be selected for energy efficiency, as well as optimizing electrical operating and infrastructure costs. Lighting designs will minimize lighting pollution: glare, spill light and upward waste light. Renewable energy solutions will be utilised where possible. 14 3.1.24 Geotechnical A geotechnical investigation was conducted and a review report prepared in May 2006. The site area investigated appears to have a relatively uniform geological profile. Information obtained from boreholes, trial pits and Ground Penetrating Radar (GPR) indicate that a relative thinly developed soil layer, of between 0.5 and 2.5 metres in depth, overlies a zone of weathered and highly fractured soft rock. This upper weathered rock zone is variable in thickness and overlies unweathered, hard rock to very hard rock. Conditions for a large stadium structure are reasonably favourable throughout the site. It is anticipated that the structure would be founded on shallow foundations cast into bedrock. The bedrock surface profile is irregular and could vary considerably within relatively short distances. As a general guideline, a bearing capacity of 500 kPa can be assumed for the weathered intact, rock. Should greater bearing capacities be required for the structure, founding on intact, moderately to unweathered rock is recommended. Water seepage into excavations for foundations can be expected below 3 to 4 metres from the existing ground surface. The stability of open excavations in rock will be dependent on the lithology of the rock as well as the degree of fracturing and weathering. Instantly can be expected and can be overcome and rectified in the move massive rock types by installation of bolts and meshing and if required, the application of gunite or shotcrete. For the more foliated and sheared rock types, other support solutions may be required. Experience from excavations in the vicinity indicates that a depth of 3 metres below existing ground level could be achieved by ripping with heavy plant. Because of the steep bedding, close fracture spacing and variable weathering, with significant effort, excavations to between 4 and 5 metres could be possible without blasting. However, local zones of very hard quartzitic greywacke may occur in places and excavations will become progressively harder with depth. 3.1.25 Transportation A Transport Impact Asse ssment (TIA) document has been compiled. At least four possible usage scenarios (scales of activity) of the stadium have been considered, namely: • Scenario 1 The normal (every day) operation of the stadium post 2010 – this includes the activities taking place on a daily basis and could include tourist, retail, residential, sport, office, etc. uses. These uses will result from the business plan for the management of the stadium post 2010. The extent of these uses will determine the minimum infrastructure improvements required at the site. • Scenario 2 A small event at the stadium – approximately 7 500 spectators. • Scenario 3 A medium size event at the stadium – approximately 40 000 spectators – both during the 2010 Soccer World Cup and thereafter. • Scenario 4 The 2010 World Cup semi-final (the biggest event) at the stadium – 68 000 spectators. 15 It is expected that temporary (transportation management) measures will be required to service the stadium, at least for Scenarios 3 and 4, and Event Management Plans (EMP’s) will have to be developed for these. It is also possible that certain permanent transportation improvements might be required to service the stadium for the bigger events, such as Scenario 4. For each of the aforementioned scenarios, different aspects of transportation have been evaluated. These include: • • • • • • • • • Provision of public transport; Provision of pedestrian/cycle facilities; Parking; Private car accessibility; Traffic safety; Internal circulation (in precinct); Emergency services; Impact on surrounding residents, and Impact on other residents of Cape Town. Indications are that the (increased) traffic activity resulting from the provision of a new stadium in Green Point could be accommodated through improvements to existing infrastructure/provision of new facilities (e.g. parking). More definite proposals will be developed as finality is reached regarding aspects such as (exact) location, land usages, functionalities, etc. 3.1.26 Mechanical Sprinklers: All areas below the podium block deck level, that is, car parking, changing rooms, entrances, etc., will be provided with an automatic sprinkler installation, either to South African or National Fire Protection Association of America’s regulations. Such sprinklers will extend to the upper levels to cover VIP lounges, offices and boxes. It will be fed from a storage tank in the basement and pressurized via a pumping system. Hydrants and hose reels: Fire hydrants and fire hose reels shall be supplied at strategic positions throughout all areas of the stadium. They will be positioned according to South African building codes. Their water supply shall also come from tanks in the basement and be pressurized by special fire pumps. Hand held extinguishers: Fire extinguishers shall be supplied at strategic positions throughout the stadium, the size and type to be agreed to with fire authorities. Smoke ventilation: A number of dedicated smoke ventilation fans will be installed to extract any smoke in the event of a fire from insufficiently naturally ventilated car parking areas and from internal spaces greater than 500m² under the stands. These fans will push the smoke up ducting to discharge either at podium level or at the roof of the stadium, depending on where they are drawing the smoke from. Further smoke ventilation fans will be situated at roof level around the perimeter of the roof where the two high points of the roof exist, as this will be where the smoke will be trapped in the event of a fire on the stand. These fans will also be used for ventilation of the spectators sitting at these high seating points during hot days. These fans will have sound attenuators attached to them in order to meet the acoustic requirements. The stadium will have a number of fire shutters and fire doors that will be activated in the event of a fire in order to compartmentalize and cut off certain areas to allow for safe egress and the containment of fire and smoke. Only the following areas will be airconditioned: • The athlete’s areas, change rooms, etc. on the lowest level 16 • • • • The The The The FIFA and press areas on level 1 business club, multi-purpose hall and offices on level 3 business club restaurant and offices on level 4 VIP lounge areas and boxes on level 5. Other areas throughout the stadium will require extract ventilation, such as toilets and cooking areas. It is proposed to house air conditioning chillers in the basement which produce chilled water. This cold water is circulated to air handling plant rooms situated close to the areas requiring air conditioning. Four major vertical shafts have been planned into the stadium in each of the four quadrants in order to accommodate air conditioning piping and exhaust ducting to the roof discharge points. In addition, the opportunity exists to utilize the shape of the concrete perimeter columns to accommodate piping and smaller ducting which needs to move vertically up the building. The entire sy stem will be controlled centrally from a building management control room and will operate flexibly to air condition only that which is needed at any particular time. The heat rejection cooling towers will be situated in the far corner of the podium to hide them as far as possible. For cost and environmental reasons it is the intention to make the podium as naturally ventilated as possible in order to save on an expensive installation and unnecessary energy usage, however certain areas will need unavoidable mechanical ventilation assistance. To achieve this mechanical ventilation, it is intended to intake air from the access driveways onto the field in order to create an air movement at field level to assist with the health of the grass pitch. The public toilets will be ventilated, but due to their proximity to the public spaces, allowance has been made for a degree of fan assi stance in order to minimize odours. All kitchen canopy exhaust ducts from the main kitchens will also be taken up to the roof to minimize odours. The rainwater from the roof will be accommodated by the natural contours of the roof leading all the water to the two lowest point of the roof where a small length of gutter will capture the water and lead it to a number of downpipes. These downpipes will be installed in the hollowed out shape of a number of the concrete columns and led down to the underside of the podium slab, from where it will be led into the municipal stormwater system. Consideration is being given as to the storing of this water in tanks in the basement which will be used to irrigate the pitch. Excess will be accommodated in stormwater retention ponds to be designed in consultation with the golf course designers. Consideration will further be given to the re-use of grey water and water efficient system in urinals and toilets. Water storage will also be required in the basement in order to ensure toilet flushing in the event of mains failure and to ensure sufficient water pressure at the highest levels of the stadium. It is planned to provide only cold water to all the general public toilets at the various concourse levels. The sanitary ware for those public toilets will be chosen to be robust and to minimize vandalism. Piping material will likewise be hidden from general access and/or of a material that will minimize theft. Public toilets in the VIP areas will have hot and cold water. The sanitary ware will be of a higher standard, as will that of the players’ change rooms. It is proposed to generate and store hot water in the centralized plant room in the basement. This water will then be circulated around the stadium to where it is needed. This provides energy saving options such as generating the hot water from the reject heat of the air-conditioning chillers as well as using cheaper off-peak electricity tariffs during the night. It may be necessary to provide certain pumped plumbing systems to lift liquids up to the level of the municipal sewer and stormwater piping systems, as well as to cater for underground water seepage. Lifts are installed at various points around the perimeter of the stadium in order to provide access to the higher levels, mainly for VIP’s, staff and spectators going to boxes and lounges, 17 as well as to serve the upper concourse. These lifts will be sized to cater for at least 24 passengers each. No escalators are proposed for the stadium. 3.1.27 Risks Likelihood of Occurrence H/M/L L L Severity level LCTT 1 6 CTCC owns the land No Risk foreseen as good founding material is available Appeals on the ROD can seriously delay process – political assistance, accelerate design process Accelerate design process Procure main contractor timeously Management of EIA process effectively Effective construction management Procure main contractor timeously Procure main contractor timeously Procure main contractor timeously Reschedule work where possible Safety and Security Plan Management of EIA process effectively Effective Project and Construction Management Risk area Technical Land acquisition Site geology Description of Risk Land belongs to the City Bad underlying bedding structures Planning delays as a result of ROD Impact H/M/L L H Risk response / mitigation Planning M H 9 Design Construction Licences, permits & consents Contractual disputes Design delays Resource problems Delays aro ROD Disputes during construction M H H M H H H H 7 9 9 7 Operational Availability of Construction materials Availability of appropriately skilled labour Availability of construction equipment Weather delays Safety incidents Delayed approvals Schedule over-runs Influence on progress Influence on progress Influence on progress Influence on progress Influence on progress ROD – Delay in start of construction Influence on progress M M M H L H H H H H H M H H 7 7 7 9 3 9 9 18 Risk area Labour disputes Description of Risk Influence on progress Likelihood of Impact Occurrence H/M/L H/M/L L M Severity level 3 LCTT Risk response / mitigation Effective Project and Construction Management Ensure sufficient income options, workable business plan and financial su stainability CTCC, LOC, DBSA, PAWC, Nat Gov negotiate amount of grant Agreements in place and working procedures finalised Allow for escalation in cost estimates QA procedures in design processe s Effective Project and Construction Management Financial Economic viability of project Not sufficient income aro operation of stadium L H 6 Payment & payment approvals Stadium cost to high for Nat Gov to fund LOC, DBSA not performing operationally H L H H 9 6 Cost escalations Cost over-runs Under-spending Increased cost As a result of designs On yearly budgets H L L H H L 9 6 1 Env ironmental EIA Process Negative ROD’s Obtaining statutory clearances Environmental impact incidents Political Provincial / Local Government See above See above Do not foresee problems Noise pollution L M H H 6 7 No risk Design stadium to reduce noise Political intervention on local, provincial and national level Mitigate during EIA process – social and Public / labour sentiment & activity Political climate in Western Cape – delays in approvals and differing view points Public sensitivity towards the M H 7 H H 9 19 Risk area Description of Risk Green Point site Likelihood of Occurrence H/M/L Impact H/M/L Severity level LCTT Risk response / mitigation economic benefit, and provide proper visuals to positively influence public Management of EIA process effectively Compile a procurement strategy to source contractor for stadium to be involved in final design of stadium – Nov– Des 2006 Other Legal Procurement Opposition to ROD Main contractor not on board during Jan 2007 – no procurement strategy H H H H 9 9 3.2 3.2.1 Stadium Precinct The overall stadium precinct comprises 18 ha of land as demarcated in the rezoning application. The precinct is bordered by the proposed Granger Bay Boulevard to the east, Western Boulevard to the South and is abutted by the remainder of the golf course site and fort Wynyard to the north. Details of the urban design context are displayed overleaf. For the purpose of this report “the precinct” is considered the balance of the space outside the stadium and its plinth, but within the 18 hectare defined zone. The precinct is a purpose designed space that contains a series of st ructuring elements and spaces that: • • • Respond to the pedestrian and vehicular movement system, drop off zones and points of access a s proposed by the transport engineers; Respond to the security and safety zones that are required outside a FIFA stadium; Integrate the extraordinary large scale of the stadium at the edge of interface with the city and with the balance of the common. This is achieved through conscious scale transition and layering of proposed built structures and trees; Provide a series forecourts and other generous spaces that gather and channel people on their approach to the stadium on match days and back out towards the city after a match; Provide positive open space in the form of hard and soft landscaped courts that are for su stainable everyday use for both 2010 and post 2010 (legacy). See more detailed description of these spaces below; Are robust enough to accommodate different uses a s would be the case with a public square. This applies specifically to the main forecourt and the extended, landscaped court; 3.2.2 3.2.3 • • • 20 • Integrate security access control structures in such a way that these elements do not limit the potential of the precinct to be perceived and used as a public amenity for the majority of the year; Support active, sport related uses in the podium where it interfaces with the common, and Improve the legibility of the stadium in its urban setting by accommodating landmarks that respond to view lines. • • 3.2.4 Because of the need for large flow of people outside the stadium, the precinct fulfills the function of accommodating movement space to the stadium and crushing space in the case of rapid evacuation from the stadium. This necessitates the need for large open areas. The landscape plan aims to soften the impact of these hard spaces through a layering of trees and varied surface treatment. The precinct comprises the following identifiable urban spaces which will each by developed to a higher level of detail: • Main forecourt at the intersection of Granger Bay Boulevard and Western Boulevard: intended to be a robust paved space containing a light sculpture and rhythmic fountains incorporated into the large expanse of paving. The edge along the old stadium interface is designed as a 4 meter wall with berm over that slopes back towards the athletics track; Extended/linear forecourt to the west of the stadium. This space incorporates the realigned Fritz Sonnenburg Road and some surface parking, and Court between Stadium and Fort Wynyard. This is a major opportunity to tie a cluster of historic buildings, a glass box structure at the concourse level of the stadium and the Fort together. It also provides thoroughfare opportunities from Granger Bay Boulevard, through this new space towards Granger Bay via a reserved pedestrian route between the Fort and golf course. 3.2.5 • • 3.2.6 It is imperative that the logic of the precinct responds to surrounding development patterns and to existing development frameworks. It should also influence spatial development beyond the confines of the precinct. The drop of zones along Granger Bay Boulevard and Western Boulevard are such spaces, a s well as the extended triangle that straddles the new intersection between Granger Bay Boulevard and Western Boulevard. Interface with the cricket field and athletics track are also zones of interface that impact on the overall quality of the precinct. It is further also imperative that the design of the forecourts and dropping-off areas takes note and addresses the future flow lines of pedestrians migrating from the Green Point and Upper Green Point areas towards the Waterfront via the new extended Granger Bay Boulevard. The same holds true for tourists visiting the area and wants to migrate naturally from the Waterfront area into the Green Point Precinct, Common, and Cape Town area. Financial Business Plan 3.2.7 3.3 (Refer to Annexure 3 for more detail.) 3.3.1 Background Three possible scenarios relating to the match schedule and commensurate levels of patronage flowing from the match schedule, have been used: 21 • Base Scenario The base scenario assumes an improvement in the levels of match attendance at football matches compared to the existing situation. In this scenario it is assumed that the new stadium will be a catalyst for new spectators to attend matches given the new stadium facilities. Under this scenario we assume that GPS will be used to host a variety of special soccer and rugby matches including international football and rugby matches. We also assume that the stadium will be used for a variety of non sporting events such as music concerts and other outdoor events. • High Scenario Under this scenario it is assumed the notion that Western Province Rugby (“WP Rugby”) will move its operation to GPS from 2011. This is a purely speculative scenario and in no way indicates that this situation is probable. This scenario thus assumes that all current WP Rugby matches scheduled at Newlands Stadium will be scheduled at GPS from 2011 onwards. The same assumptions for football and other stadium usage described for the Base Scenario are true for this scenario. • Low Scenario The low scenario assumes that the current levels of football attendance will prevail. Only special football matches and no rugby matches are assumed for this scenario. Common to all the above scenarios is revenue from conferencing and meeting facilities included in the stadium. As required by the DBSA, all values are nominal values and exclude VAT. Two alternative stadium commercial options have been evaluated. The first option (Commercial option 1) includes all envisaged stadium uses; the second option (Commercial option 2) seeks to reduce the stadium development cost, which has an impact on the revenue generation opportunities for the stadium. The matrix below sets out the options and the relevant stadium uses. Commercial Option 1 Ov erlay Stadium Spectator Seating Corporate Suites Business Club Office Rental Legacy Stadium Spectator Seating Corporate Suites Low and Base 64 500 101 1 659 1 000 m² Low and Base 64 500 101 High 44 000 217* 1 659 High 64 500 101 1 659 1 000 m² Comemrcial Option 2 Low and Base 64 500 85 1 659 1 000 m² Low and Base 64 500 85 1 659 *Located in the Podium *Located in the Podium High 44 000 217* 1 659 High 64 500 85 1 659 1 000 m² Business Club 1 659 High Performance *Located in the Podium Centre Action Sports Arena *Located in the Podium Pool Complex *Located in the Podium None * The space for these elements will be provided in the stadium design but fitted out by the operator. 22 3.3.2 The Proposed Stadium and Precinct The objectives of the stadium development are: • • • • • To enable Cape Town to prominently host and play a major role in the 2010 World Cup. Improved sports quality, development, professionalism, patronage and integration To contribute significantly to the City’s profile To generate additional economic impact To improve the quality of life of the City’s citizens The stadium development is planned in the greater context of an integrated, planned and landscaped, sporting precinct on the Green Point site. The Stadium will be a multi-use facility and the precinct and the stadium are planned to include: • Stadium o Rugby o Football o Concerts o Exhibitions o Rallies and Gatherings o Conferences and functions o Offices • Precinct o High performance sports centre o Sports Museum/shop o Action Cricket & Netball o Tennis o Skate Park o Bowls o Volley Ball o Jogging and cycle tracks o Swimming pool and pool sports o Basketball o Other indoor sports e.g. fencing o Open space for markets, circus etc o Offices o Retail, restaurants & entertainment o Golf (possibility) 3.3.3 The Sports Market The sports and related markets in Cape Town, the Western Cape and nationally were researched for football, rugby, conferencing, exhibitions, concerts, high performance centre, indoor pool sports, offices, action sports, tennis and other minor activities. Other sports were researched and dropped from the stadiums range of sports for inclusion. The key stadium markets are football and rugby. Cape Town based football teams typically attract crowds of less than 1 000 with a handful of matches above this crowd level and maximum crowds being around 15 000 when major opponents are played. Nationally average attendance at the top teams’ matches is around 18 000 with maximum crowds of 70 000. Average rugby attendance is higher at around 30 000 at Newlands. Suite and business seats are in increasing demand at both rugby and football stadia. Successful introduction of stadia business seating is also a strong international trend. Rugby match ticket prices are around R60 – R75, while football match ticket prices are between R20 and R25. Strong concert, conference, exhibition and other event demand was identified for the new stadium, complementing, rather than competing with the CTICC markets. All of the other sports included in the stadium also show good levels of demand. 23 3.3.4 Stadium Utilisation Three scenarios for major match utilisation of the stadium were developed, by type of football or rugby match, and are summarised in the table below. Match Type Base Scenario Football Rugby - International High Scenario Football Rugby Low Scenario Football 5 7 4 7 4 5 16 7 13 4 17 7 15 4 17 5 1 7 4 1 7 4 1 2009 2010 2011 2012 2013 In the low scenario the stadium hosts larger football matches only. It the base scenario it hosts larger football matches and international rugby matches and in the high scenario it hosts this and all other normal Western Province/Newlands Rugby matches. Various crowd sizes per type of match are projected based on current patronage levels, but taking into account the attraction of a modern comfortable, accessible stadium offering an excellent stadium experience. In addition 148 conferences (from less than 20 delegates to around 300 delegates), 7 music concerts (from 80 000 to 275 000 attendees), 2 exhibitions, and 4 rallies/gatherings are projected to be held in the stadium annually when it reached optimum operating levels in 2013. 3.3.5 Stadium Revenue Ticket revenue is projected based on current ticket pricing and taking into account the proportion of ticket revenue which reverts to the various leagues and sports bodies. The base football ticket price excluding VAT is R21.93, with special and international football match tickets at R43,86 excluding VAT. Rugby match tickets excluding VAT are R52,63 for Currie Cup matches, R70,18 for Super 14 matches and R210,53 for international Rugby matches. Other spectator related revenue from food and beverage, retail, parking, and pouring rights (from branded drinks suppliers), is projected based on market related rates and spends and the spectator attendance across all the matches. Non-spectator based income from the rentals and sales of business seats and suites are projected, at varying market related spends and levels for the three scenarios is projected as is advertising, sponsorship, conference and stadium rental revenue. In addition indirect revenue from the action sports arena and High Performance Centre is projected. Other precinct elements are taken to be self-funding but not generating income for the stadium or the precinct. 2010 World Cup revenue is based on 6 matches held in the stadium (including a semi-final) ticket prices as utilised for the 2010 Bid Book, crowds of 40 000 to 60 000 depending on the match and a stadium retention of 15% of ticket sales. 2009 Confederations Cup revenue is similarly projected based on 2 matches, with an average of 40 000 attendance, 2005 pricing and 15% reverting to the stadium. This is all spectator derived income. = 24 The total stadium revenue for the selected commercial option is summarised in the table below: Base Scenario Spectator Based Revenue Non-Spectator Stadium Revenue Total Stadium Income High Scenario Spectator Based Revenue Loan Amortisation Non-Spectator Stadium Revenue Total Stadium Income Low Scenario Spectator Based Revenue Non-Spectator Stadium Revenue Stadium Income 3.3.6 Operating Costs The stadium operating costs are projected in 4 categories: • Overheads o o o o • • • 3.3.7 General overheads Staffing Maintenance Marketing 2009 21 773 635 10 644 350 32 417 985 2010 36 393 168 11 434 253 47 827 422 2011 13 772 663 14 847 322 28 619 985 2012 4 829 896 9 532 346 14 362 243 2013 13 772 663 16 469 408 30 242 071 23 506 455 11 501 150 35 007 605 36 370 164 11 568 128 47 938 292 40 130 859 -4 205 144 28 877 255 64 802 970 40 434 281 -4 205 144 33 171 144 69 400 281 49 650 775 -4 205 144 37 595 241 83 040 872 6 949 043 6 684 783 13 633 826 33 708 267 8 223 476 41 931 743 1 597 614 9 445 002 11 042 616 2 405 259 10 376 908 12 782 167 1 597 614 9 766 213 11 363 827 Match related costs – programmes, cleaning, security, etc Match fees – PSL, SA Rugby etc FIFA 2009 and 2010 costs Net Income and Cashflow The Tables below indicate the stadium operating surplus and overall precinct operating surplus for each scenario. Base Scenario - Base Scenario Stadium Income Stadium Operational Costs Stadium Taxable Income Tax Payable - Stadium Stadium Operational Surplus SPV Costs Ov erall Operational Position Annual Cash Flow 2009 32 417 985 20 829 360 11 588 625 3 360 701 8 227 924 4 935 500 3 292 424 9 890 219 2010 47 827 422 15 632 047 32 195 375 9 336 659 22 858 716 4 935 500 17 923 216 22 036 141 2011 28 619 985 21 551 140 7 068 845 2 049 965 5 018 880 3 955 500 1 063 380 5 232 516 2012 14 362 243 16 362 521 -2 000 278 2013 30 242 071 22 321 791 7 920 280 2 296 881 -2 000 278 3 955 500 -5 955 778 -1 987 180 5 623 399 3 955 500 1 667 899 5 891 513 25 High Scenario High Scenario Stadium Income Stadium Operational Costs Stadium Taxable Income Tax Payable - Stadium Stadium Operational Surplus SPV Costs Ov erall Operational Position Annual Cash Flow 2009 35 007 605 19 945 956 15 061 649 4 367 878 10 693 771 4 935 500 5 758 271 12 356 409 2010 47 938 292 15 210 786 32 727 506 9 490 977 23 236 529 4 935 500 18 301 029 22 966 638 2011 64 802 970 45 149 843 19 653 127 5 699 407 13 953 720 3 955 500 9 998 220 9 243 419 2012 69 400 281 45 299 213 24 101 068 6 989 310 17 111 758 3 955 500 13 156 258 11 933 676 2013 83 040 872 50 949 213 32 091 659 9 306 581 22 785 078 3 955 500 18 829 578 17 486 888 Low Scenario Low Scenario Stadium Income Stadium Operational Costs Stadium Taxable Income Tax Payable - Stadium Stadium Operational Surplus SPV Costs Ov erall Operational Position Annual Cash Flow 2009 13 633 826 13 775 086 -141 260 -40 965 -100 295 4 935 500 -5 035 795 -762 220 2010 41 931 743 14 839 286 27 092 457 7 856 812 19 235 644 4 935 500 14 300 144 21 297 891 2011 11 042 616 13 148 576 -2 105 960 -610 728 -1 495 232 3 955 500 -5 450 732 -2 745 688 2012 12 782 167 13 407 866 -625 699 -181 453 -444 246 3 955 500 -4 399 746 -1 275 023 2013 11 363 827 13 148 576 -1 784 749 -517 577 -1 267 172 3 955 500 -5 222 672 -2 443 813 The Precinct operating surplus is after taking into account the costs of operating a special purpose vehicle (“SPV”) that it is intended will be set up to manage the stadium and precinct development and manage the precinct on an ongoing basis. The costs include the staffing of the SPV and its operating costs, mainly related to precinct letting and contract management, security and cleaning. It is envisaged that the stadium management will be contracted to a specialised external operator. In the low scenario, the precinct experiences an operating loss every year, with the exception of 2010. Taxation has been allowed for in these schedules, but innovative institutional structuring could reduce the levels of tax payable. 3.3.8 Financial Summary The capital costs for the stadium are estimated at R2,49 billion for the chosen commercial option. The funding is proposed to come mainly from National Government with additional funding from the City and the Province. A limited proportion of the funding may be sourced from corporate sponsors and limited private funding may be an option for the High Scenario only. 26 The table below indicates the NPVs of the surplus operating cashflows at a discount rate of 12%. Commercial Option Project NPV - ongoing cash flows Base R 50 622 358 High R 179 723 065 Low R 3 119 658 The detailed business plan also includes an analysis of the risks faced in the development and operation of the stadium. 3.3.9 Immediate Area Social Impacts The potential social issues a ssociated with the proposed stadium and stadium precinct are linked to: • Loss of public open space on the Green Point Common This can be minimised through careful design of public open spaces within the precinct and good integration of elements. • • Precedent for commercial development on the Green Point Common and whether this is compatible with the public open space. Impact on existing “sense of place” of the Green Point Common. In effect the stadium will present a new sense of place, which people are likely to find attractive. There are also considerable possible impacts during the construction phase such as noise, light pollution, traffic delays, dust, potential increase in crime and antisocial behaviour linked to construction workers. These have to be mitigated through good construction planning and management and communication. Match day impacts of noise, traffic, access to residential and other areas, increased crime and antisocial behaviour are also of concern to residents. 3.3.10 Economic Impacts • Cost s The present value (PV) of rebuilding and maintaining the stadium to FIFA requirements for a semi final is R2,4bn. The PV of rebuilding and maintaining to the current seating capacity of the stadium is R389m. The PV of the precinct upgrade is R43m and the urban park is R44m. The PV of the operating costs of the new stadium is R179m compared to R44m for the existing stadium. The precinct management company has a PV cost of R43m. Overall therefore the upgrading of Green Point stadium and common to FIFA semi final standards has a PV cost of R2,7bn compared to R434m for upgrading the existing stadium to its current seating capacity. This is an overall difference of R2,3bn. - - • Benefits The hosting of the Confederation Cup will generate economic benefits with a PV of R4,7m. 27 - The new stadium will generate ticket sales to the PV of R26m compared to R14m for the do nothing option. Finally the new stadium will generate visitor and tourism revenues with a PV of R482m compared to R243m in the do nothing option. Therefore overall the NPV of the proposed project is a negative R2,2bn compared to negative R172m for the do nothing case. This is an overall difference of negative R2,1bn. The above analysis is from a Cape Town perspective, and if it is adjusted to a national perspective, the net overall negative difference reduces to R1,9bn. An analysis of the difference in NPVs of the costs and benefits, taking into account only likely costs to be borne by the City, indicates that if the City pays for 8,4% or less of the stadium costs, the City will experience a positive net NPV. From a strict cost benefit analysis perspective, the proposed project has a negative NPV which is considerably larger than the do nothing option. However most of the costs associated with the proposed project have been included, but not all of the benefits are included because some benefits cannot be quantified and some cannot be quantified in the time available. These include possible FIFA funding, benefits from the upgrade and use of the common, showcasing the City, civic pride and integration. The overall conclusion is that the decision to rebuild the Green Point stadium needs to be a strategic and political decision rather than one that is based on the strict cost benefit analysis. The cost to Cape Town, the country and the continent of not building the stadium in Green Point and taking advantage of this prime position at this time is immeasurable. 3.4 Stadium and Stadium Precinct Cost (Refer to Annexure 4 for more detail.) 3.4.1 Stadium bowl, podium and precinct The previous sections alluded to the design concepts embedded in the stadium and precinct designs to provide a facility that is not only FIFA 2010 compliant, but that can also be operated on a financially sustainable basis. As indicated under Section 3.3, referring to financial sustainability, two scenarios were tested based on the capital cost of the stadium. Based on the above, the City of Cape Town has adopted a position to support a stadium to the value of R2,49 billion inclusive of P&G’s, contingencies, fees, EIA and site specific conditions. This scenario was tested in the financial model for financial sustainability and the results were portrayed as indicated in Section 3.3. Business space (commercial opportunities) were omitted to save on capital cost to an extent where the stadium could still function positively. This, however, places the City at risk as it will now be dependent on both rugby and soccer. In this option - Commercial option 2, only the base and high scenarios are positive whereas the low scenario is negative. The capital cost is summarised overleaf as Scheme 3 Rev ision 5 – Accommodation Savings (deleted from Grid 150 -580 – Levels 3, 4, and 5). (The information contained in Annexure 4 reflects the Commercial option 1, that is, all business opportunities fully utilised. However, as indicated above, the Western Cape Cabinet and the City’s Mayoral Committee on 30 October 2006 adopted Commercial option 2, which implies a capital cost of R2,49 billion. Hence, the elemental estimate presented in Annexure 4 will in due course be amended to suit this capital cost.) Important drivers responsible for the relative high cost of the Green Point Stadium are inter alia the EIA conditions that will be imposed on the development, and site specific conditions. 28 Reasons for these costs are given below and have been quantified in the schedules provided overleaf: • • Deconstruction of the existing Green Point Stadium and carting away of rubble; The façade around the stadium is an essential element to reduce noise levels to an acceptable standard of 6 db below the noise levels of the exiting Green Point Stadium. This will be a specific EIA condition. A single primary façade sy stem of a texture that will be independently tested for acoustic performance and scientific integrity, will be provided; The Green Point Stadium is located on a very sensitive site and a highly contested location. The contractor will have to work on a site with restrictive space, within a very sensitive and watchful community that will impose and see that the conditions of the Environmental Management Plan are diligently adhered to, he will experience traffic problems and thus delays and additional cost in getting resources to and from site, limited workspace, Cape weather conditions, etc. This will influence the cost and it is expected that rates and Preliminary and General items will be loaded; As a result of the high rock levels, it is not possible to sink the stadium bowl sufficiently to restrict the height above natural ground level. The stadium will therefore be 50meter above ground level and this in itself carries a premium that will influence construction cost. On the golf course side of the stadium, this height will even be higher and, as above, it is expected that rates and P&G’s will be loaded as reflected in the financial schedules; In order to save on roof costs, the retractable membrane option was discarded and the roof designed to provide maximum protection to spectators. The geometry of the roof was further designed in such a way that maximum noise could firstly be absorbed (the “second skin” below roof on the inside) and secondly to reflect noise back into the stadium. The distance (40meter) of the roof above the pitch level further determined the height of the roof and as a result of the visual impact and viewing lines of Green Point residents, the curvature of the roof had to be kept at a minimum not to further impede the sightlines of the Signal Hill residents. These requirements resulted in a design that does carries a cost premium; The EIA stipulates that as a result of the Stadium location within a city, residential and business area, 2000 parking bays must be provided on the stadium precinct. Parking will be provided within the stadium and podium that will accommodate1625 bays. The rest (375) will be on the 18ha stadium precinct. The podium has been designed to minimum space requirements and will only be double volume in the drop-off areas. The rest will be single volume; Because of the necessity of noise containment within the stadium, openings in the upper tier as normally provided in stadiums for natural ventilation and smoke extraction cannot be provided for the Green Point Stadium. To contain noise, the stadium must be closed. The architects and engineers applied their minds as far as possible to give effect to passive design principles, but forced ventilation systems with sound attenuation are however a reality, with cost implication on mechanical and electrical sy stems, and For the stadium to be able to function properly, provision has also been made for site services and stadium access roads and stadium specific bulk services supplies from the edge of the stadium precinct to stadium structure. This cost has not been included under stadium structure, but has been shown separately. • • • • • • The architects and engineers have extensively applied their minds and abilities to effect value engineering in endeavourers to bring cost within an acceptable level of funding, but also not to lose sight of post 2010 financial sustainability. 29 The City of Cape Town will out of own sources contribute R400m towards the capital cost of the stadium, whilst the Province of the Western Cape has committed a further R100m, thus R500m in total from the two authorities. 3.5 3.5.1 Project Programme Stadium Programme The main elements forming the critical path of the stadium are: • • • • • • • • • The design stages of the structure, podium and precinct; Date of the ROD; Appeals period; Final decision by the Minister; Pre-qualification of contractors; Tenders for the appointment of the main contractor; The appointment of the main contractor; Site handover, and Construction period. A programme providing more detail on the stadium design and construction has been provided overleaf. The design of the stadium has progressed to the stage where the compilation, verification and signing off of Stage 2 drawings by relevant authorities are taking place. The decision on the final stadium location is EIA dependent, but design proposals for both locations have been done and either one can be implemented on date of ROD decision. The design development of the bowl, superstructure, roof and podium will continue into 2007, but sufficient design information, detail and drawings will be available for tender purposes. Design processe s will continue to ensure that the contractor can have sufficient information to start construction in January 2007. The important dates are provided in the table below: Activ ity Record of Decision - ROD Appeals Period - ROD Decision by Minister Pre-qualification of contractors Tenders for the appointment of the main contractor The appointment of the main contractor Site handover and construction Planned Date 31 October 2006 30 November 2006 15 to 22 December 2006 6 November 2006 13 November 2006 22 December 2006 15 January 2007 Comments DEADP are in process to finalise and publicise 31 October 2006 A 30 day appeal period against the decision is applicable The Minister and officials to study appeals and formulate final decision Contractors pre-qualified A 21 day tender period, closing 24 Nov 2006 Tender evaluation and reports Allow 21 day appeal period against appointment and a 30 month construction period. 30 4. PROJECT 4: BULK INFRASTRUCTURE The Cape Town CBD is supplied from the Eskom intake point at Montague Gardens via 3 x 132 kV fluid-filled underground cable circuits to Roggebaai switching station and via 2 x 132 kV cro ss-linked polyethylene underground cable circuits to Woodstock switching station. The total firm capacity of these feeders is 340 MVA, with the firm capacity of Roggebaai switching station being 180 MVA. A projection of load growth in the part of the Cape Town CBD supplied through Roggebaai switching station indicates that the load will exceed the capacity of the existing high voltage distribution network by 2012. Preliminary design details of the stadium indicate that the development of the stadium together with peripheral development will add an estimated load of 10 MVA. By 2009, the existing network will not have the capacity to meet this extra load and it will therefore be essential to provide additional capacity to meet the demand. A number of projects have already been identified in the long term electricity infrastructure development plan to address load growth and reliability aspects of the supply to the CBD. The 132 kV Foreshore switching station project is part of a phased plan to replace the ageing switchgear and power transformers at Roggebaai switching station and to improve the reliability of the supply in the CBD. The current estimate is R147 652 200. Provision for this project has already been included in the City’s capital budget. To provide the additional capacity required to meet the demand arising from the stadium development and for further future growth, it is necessary to install new 132 kV cable circuits from the Eskom intake point at Montague Gardens switching station to the proposed Foreshore switching station. These circuits will replace the existing underground cable circuits to Roggebaai switching station. Further, a new substation at the stadium and 132 kV underground cable circuits from Foreshore switching station will be required to supply the stadium. 31 5. 5.1 PROJECT 5: GREEN POINT PRECINCT Proj ect Description The Green Point Stadium is set in a large historical sports and recreation precinct. A large number of existing sports clubs have been using this precinct for over 100 years. The redeveloped Green Point Stadium for the 2010 FIFA World CupT M impacts on a number of the current users on the common and therefore creates a requirement to rationalise the sports fields and users of the Common. As a developing nation it is essential to identify opportunities within the 2010 FIFA World Cup planning to unlock development potential and leave a lasting urban renewal and transformation legacy. The existing Green Point development framework was completed in 1998 as part of the 2004 Olympic bid. This public open space was identified at that time to be a prime resource for the City and the 2010 World Cup Stadium being located in Green Point provides the City with the opportunity to implement the upgrade of this prime resource for use as a World Class sport s and recreation precinct. This project is essential to the implementation of the 2010 FIFA World Cup as FIFA and the visitors will interact with this precinct. This project aligns with the 2006 IDP of the City of Cape Town, Western Cape Growth and Development Strategy & National programmes such as ASGISA. 5.2 5.2.1 Outputs and Outcomes The long term legacy outputs will result from this project: • • • • • • Rationalised sports precinct plan Golf Course Reconfiguration Informal Market Proposal Passive recreational areas plan Stadium public assembly forecourts Post games management plan. 5.2.1 The following Precinct projects are linked to the Transport Projects • • Pedestrianisation and upgrade of NMT routes like Somerset Road to and from the stadium. Public Transport Drop-off areas. 5.2.2 The following Precinct project is linked to the Construction Plan project • Plan for the possible modification/demolition of existing stadium. 5.3 Pre-conditions for Implementation External and internal pre-conditions necessary for the execution of the project and its related sub-projects in terms of this business plan includes: • • • • • The The The The The need need need need need for funding applications to be approved for a positive Record of Decision (ROD) on one of the stadium site locations for the rezoning and other land use applications to be approved timeously for consultants to be appointed, designs to be compiled and plans approved political support and stakeholder buy-in. 32 5.4 Risks Risk Funding for the stadium project as requested by national government not approved Likelihood Mitigation Steps Effective motivation of Business Plan proposals Ensuring that the cost implications of design decisions are factored into decision-making City to pursue alternative funding sources. Engage I&AP’s before executive decisions are made to allay fears about future impacts and secure support. Medium – High Legal challenge from current lessees or I&AP’s to the outcome of the EIA and/or rezoning delaying High progress and putting programme beyond achievement 5.5 Resource Requirements Procurement of the following external resources: • • • • 5.6 Golf course architect Urban designer Landscape Architect Sports facilitator Costs Proj ects Urban Park • Consultation, design and approval • Detail design of first phase elements • Golf course reconfiguration (Phase 1 investigation) • Informal market Pedestrianisation and NMT routes Compensation to lessees Total Operating t 600,000 600,000 85,000 200,000 600,000 250,000 R2,335,000 Capital Cost R20,0m R13.5om R1,5m R10,0m R20.0m R65.5m 33 6. PROJECT 6: TRANSPORT A high level strategy is presented for developing a fully Integrated Transport Plan to implement a fully integrated transport solution for the City of Cape Town and the Provincial Government of the Western Cape to deliver a successful FIFA World Cup in 2010. The strategy represents the specific requirements of the event and will overlay onto the existing transport system and strategy for the City which is funded through separate sources. The authorities have worked as a joint team would like to emphasise the need for flexibility as the operational status of the plan requires a fuller knowledge of FIFA’s requirements for elements such as location of fan parks and viewing sites together with details of security cordons. These are not available at present. Our business plan proposes that our aim is to achieve a zero probability of failure and provide a public transport system that is FIFA compliant and addresse s the issues of legacy and linkage with the event. 6.1 Introduction Cape Town has been earmarked as one of the major host cities for the FIFA 2010 World Cup, and is to hold a semi-final towards the climax to the tournament. As a premier international tourist destination, it can expect to be a major draw for international as well as local tourist destination during the soccer event. The attraction of the event will spill over to the Provincial hinterland with benefits for the Province as a whole. Through its extensive public transport network encompassing rail, bus and minibus-taxi, Cape Town has the potential to offer public transport services to support the event and cater for the transport needs of international and local tourists and visitors. The service has however suffered from a major lack of investment over many years and fails to deliver the quality public transport service for residents of Cape Town and the international standard of services expected by visitors to the City. Major investment is required in infrastructure, operations and system management to support the 2010 World Cup and leave a lasting legacy for the benefit of the residents of the City and Province and for future visitors. The City and the Province must strive to emulate the experience of Germany whereby the existing transport sy stem required only to be boosted by 5 to 10% to support the localised transport demands other than on event days. This would be a testimony to a robust and sustainable transport system as a lasting legacy for the citizens of Cape Town. This proposed Integrated Transport System is a path breaker strategy for the Provincial Growth and Development Strategy, as well as a major priority for the City’s’ IDP. The following framework sets out the overall context for the investment in the transport sy stem outlined above. 6.2 Ov erview of key strategic thrusts and interventions The key strategic interventions for the transport system are the following: • • • • • Major investment in the rail system Development and enhancement of strategic transport corridors and major routes Restructuring road-based public transport services into unified, integrated public transport services Investment in long distance public transport facilities Investment in Non-motorised transport facilities (NMT) 34 • • • • Intelligent Transport Systems and Travel Demand Management Stadium Precinct Infrastructure and inner city distribution system Comprehensive overall operational management of the support systems including safety and security Airport to City Link. In developing the various projects under these major initiatives, the priority according to the following prioritised imperatives needs to be considered: • • 6.3 6.3.1 Direct support to the FIFA World Cup Alignment to the IDP and vision, objectives and agenda for public transport and its long term legacy attributes for the metro region Key Interv entions Major Investment in the Rail System The rail service plays a predominant role in the public transport sy stem in Cape Town, conveying some 620 000 passengers per day representing 55% of the existing public transport market. In contrast to other cities in South Africa, it penetrates middle to highincome areas, as well as low-income areas, and therefore has the potential to serve a wide range of travel markets. Apart from its predominant role currently of serving passengers captive to public transport, it has the potential to attract existing and potential car users. This will rely on a quality, reliable, and safe service with ancillary supporting facilities such as feeder services and Park-n-Ride. Lack of investment over many years has led to a rapidly aging fleet, unreliable service, antiquated stations, poor passenger information resulting in a declining service, loss of patronage, and a decline in market share in recent years. Major investment is proposed focussing in the immediate term on the prioritised rail corridors identified in the City’s rail framework and the Regional Rail Plan, as well as servicing the main FIFA Fan Park in Cape Town, the training venues of Athlone and Philippi, together with key public viewing spaces in areas such as Bellville and Athlone: • • • the Khayelitsha/Mitchells Plain Line; the Strand-Bellville-Cape Town Line, and the Simon’s Town Line. The three lines account for about 70% of the regular ridership on the system. The investment will focus on: • • • • • upgrading and enhancing the rolling stock through refurbishment, general overhauls, and additions to the fleet; upgrading of stations; upgrading of communications and signalling; enhanced security through measure such as CCTV, policing, etc, and Park-n-Ride. 35 The rail network is radially focussed on the Cape Town CBD, and therefore is highly supportive of the World Cup event, with the stadium to be located in Green Point, within walking distance of Cape Town Station. Furthermore, the prioritised corridors support the main venue, as well as the possible training and viewing venues of, Athlone, Philippi (Khayelitsha Line) and possibly Bellville (Bellville / Cape Town Line). Fan Parks have also been proposed at Athlone, Phillippi and Bellville stadiums. All within easy walking distance of the rail stations. There is also a proposed link between Cape Town International Airport and the CBD. 6.3.2 Development and Enhancement of Strategic Transport Corridors As the rail system alone is inadequate to support the World Cup in addition it is also necessary to develop strategic transport corridors. As part of its Mobility Strategy, the City has identified a number of integrated transport corridors and nodes with the aim of promoting investment and economic development that can both support and be supported by frequent high quality 18-hour day public transport services. The investment in these corridors will be directed at improving public transport with exclusive public transport lanes and priority schemes to improve travel times, reliability, and higher fleet utilisation reliability. The investment will include passenger facilities. This investment is tied into the design of the restructured public transport service, ITP and IDP. The immediate priorities are directed at the main public transport market of the metro southeast corridor. These include: • N2 Bus lane from the Borchards Quarry (Airport) to the CBD. This serve s the express route from Khayelitsha/Mitchells Plain/Blue Downs to City and, vitally important to the World Cup, the Airport- City rail link as a dedicated public transport facility Klipfontein / Lansdowne Roads Corridor Restructured Road-Based Public Transport System The existing contract with Golden Arrow Bus Services, currently has exclusive rights to subsidised services in the City, and is being restructured to provide a unified, integrated public transport service. The contract will be transformed into separate contracts. These contracts will include bus and taxi passengers as a single unified service, and include the participation of the taxi industry in the provision of the subsidised service contract through appropriate empowerment operating entities. The restructured service will entail a major upgrading in the quality of the service with the following main attributes: • • • • • • a major recapitalisation of the fleet with the injection of a fleet of new modern buses an Integrated Fare Management System to provide seamless transport based on smart card ticketing system provision of accessible vehicles for special needs passengers injection of taxi recap vehicles for components of the service as part of the contracted service providing a managed and sustainable process for the taxi recapitalisation project Automatic Vehicle Location to monitor adherence to timetables and manage on-the-road operations passenger information system including real time passenger information on priority corridors • 6.3.3 36 • • • • 18 hour day services, and 7 day and enhanced off peak services on major routes branding of public transport Provision of dedicated bus serviced park-n-ride parks at key nodes This proposal provides a major boost to the World Cup transport requirements and secures a fleet of new international standard buses. Apart from providing improved services for the day to day needs of visitors, the fleet will be deployed to cater for the transport needs of match days subject to the timing of matches and to moderate normal commuter demands. The restructured service, with its expanded market of the taxi passengers and enhanced service, will require substantial increases in subsidy. A major contributing factor will be the capital cost of the new vehicle. The subsidised services are conventionally funded through the bus subsidy budget and additional funding will need to be secured from the Department of Transport. Application for the purchase of the new buses for certain of the contracts through the PTIF should be given serious attention. This would bring about a substantial reduction in the level of increase of the required subsidy. Government procurement of the fleet could be advantageous and needs examining. A specialist asset management company could manage this programme. 6.3.4 Long Distance Transport Facilities Investment will be made in new and improved long distance bus terminals. 6.3.5 Non Motorised Transport Facilities Non-motorised transport facilities will be improved and developed. This will include cycle ways and pedestrian facilities reflecting the City’s Non Motorised Transport Plan with specific focus on Somerset Road and City centre links as a priority. Projects specific to the needs of access to the stadium are included. 6.3.6 Intelligent Transport Systems This category of projects contains a range of projects aimed at improving network operations and includes projects such as freeway management, surveillance, variable message singing, etc. These sy stems serve an essential need in special event management and provision has already been highlighted for these. 6.3.7 Stadium Precinct Infrastructure This range of projects is geared specifically to the stadium needs such as public transport facilities, temporary parking, drop-off points. The development of the Urban Design process will inform these requirements more specifically and will be complimented by the development of the stadium design and the TIA process. 6.3.8 Overall Operational Management and Support Systems Including Safety and Security Operational plans will be developed for the City and other main centres in the Province. Included in this is a wide range of aspects such as the need for a dedicated team to roll out and the operational plan, safety and security, enhancements of the capacity of existing operations centres, mobilisation of the volunteer force, traffic management requirements, temporary Park-n-Ride facilities, disaster management, inter-agency co-ordination. The first step in this process is to prepare the High Level Transport Plan, followed by the detailed operational plans. 37 6.4 Funding and Sources of Funds Table 1 shows the funding requirements. Funding Secured TO TAL ITS/Travel Demand Management capabilities, inc. improvements to public transport call centre Airport city link including BMT lane extension and Hospital Bend preselection scheme Klipfontein Corridor City wide Non-Motorised Transport Plan Intelligent transport system (transport network centre, Freeway management system, Variable message signage, Area traffic control) Granger Bay boulevard Cape Town airport improvements Rail rolling stock Rail infrastructure – station and communication / signalling upgrade Sub totals (R million) 8.0 PTIF 8.0 Source of Funding (R millions) PGWC CoCT Other 259.1 140.0 98.1 21.0 330.0 45.0 60.2 90.0 20.0 34.15 210.0 10.0 19.0 30.0 15.0 7.0 21.0 1200.0 1000.0 100.0 R 3023.3 R 292.15 15.0 V&A 6.0 ACSA 1200.0 SARCC 1000.0 SARCC 100.0 R 352.1 R 73.0 R 2306.0 Funding Required TO TAL Rail Upgrade (R million) R1815.0 PTIF Source of Funding (R millions) PGWC CoCT Other SARCC 865.0 MTEF 950.0 237 549 38.6 CMP/MIG 16.5 609.1 Transport Corridors & PT Priority Lanes Restructuring of Public Transport R 841.1 R 609.1 Funded under subsidy budget (DOT). Consideration for vehicle capital costs (PTIF) 15 10 10 ACSA Long Distance Bus Facilities R 50 15 38 Non-Motorised Transport Intelligent Transport Systems Stadia Precinct Infrastructure Operational Management Sub Total Total Table 1: 6.5 R 52 R 30 R 118 R 500 R 2200.20 R 7038.5 36 21 74.6 8 4.5 11.7 8 4.5 31.7 500.0 R 2955.6 R 5261.6 Funded under operational budget (NDOT, PGWC, CoCT) R 383.6 R 675.75 R 583.2 R935.3 R 92.8 R 165.8 Capital funding requirement and sourcing Risks and Mitigation There are a number of factors that need to be addressed and minimised. The main ones identified are: • • The City and the Province have set-up an interim Transport Authority lead by the MEC for Transport and the Mayoral Committee Member to ensure integration. Procurement delays for specialist consulting services and service providers and compliance with supply chain management practices can frustrate timely progress. Procedures to streamline this must be instituted. Central MFMA exemptions need to be considered by National Treasury. Lead time to secure delivery of equipment. to secure new modern standard buses for the contracted subsidised services could be up to 2 years and the provision of new train sets could be up to 3 years. This is potentially a serious risk given that the upgrading programme is countrywide and not restricted to Cape Town. The Cape Metrorail service will have to compete with other centres for equipment. The rail upgrading programme is a key priority project. Early sign off of requirements for stock and placing of orders is a priority. Buy-in of the taxi industry to the restructured contracted services. The restructured public transport system is a catalytic project in the delivery of a high standard roadbased public transport service to complement the rail system as part of an integrated public transport system. The participation of the taxi industry in the provision of the subsidised service contracts, and the consequent need for the removal of the existing taxi services operating in duplication will require careful and intricate negotiation with the industry. The experience of the taxi recapitalisation project is testimony to the potential delays that could occur. A National approach for buy-in from the taxi industry is seen as some way to mitigating this risk. • • 39 7. 7.1 PROJECT 7: INFORMATION TECHNOLOGY & TELECOMMUNICATION Proj ect Description The provision of IT&T is an integral project in assisting FIFA to broadcast the 2010 FIFA World CupT M to a cumulative audience of 30 Billion + viewers across the World. The FIFA Worldcup.com holds the record as the most visited website in the World. Technology is fast moving and the IT&T solution has to be State of the Art, World Class but proven successful not necessarily cutting edge. FIFA are currently in the process of putting together the “Technical Annexure” which will more fully detail the IT&T requirements for the World Cup. The “Technical Annexure” is a document referred to in the Stadium Use Agreement and the Organising Association Agreement. A spin-off of the WC2010 provides the opportunity to enable the City to market itself and enhance the experience of the general tourist using technology. Hence, the legacy of Cape Town will be propagated to the world. There is an opportunity to provide associated IS&T infrastructure which will leave a legacy subsequent to supporting the 2010 FIFA World CupT M, e.g. provisioning of affordable Broad Band services to the citizens of Cape Town which will stimulate the local economy with larger investments and appeal to entrepreneurs and skills development. IT&T connectivity is a major requirement for the provincial growth and development. 7.2 7.2.1 Outputs and Outcomes Stadium IT&T The stadium infrastructure has to be prepared in terms of the 2010 World Cup South Africa Information Technology and Telecommunications Infrastructure Detail Requirements by December 2009. This provides infrastructure for broadcasting and IT&T requirements. • • Two optic fibre WAN connections to the IBC, with fully redundant routes and cables, is provided by the fixed line operator. Optic fibre, and potentially wireless, WANs to connect to Transport, Safety & Security and PVAs. The provisioning of fibre optic cables from two individual exchanges from the primary fixed line operator, to provide full redundancy and entering the stadium at opposite sides. Understanding the FIFA overlay in the stadium with a long term view to Operational su stainability and Costs i.e. what proportion the Organising Committee are going to motivate the City should pay. 7.2.2 International Broadcast Centre IT&T Connectivity to the IBC will be provided with two redundant routes and optic fibre cables by the primary fixed line operator. Transmission of television signals globally by cable or satellite. Host Broadcast Services (HBS) will be primarily responsible for determining the nature of this. There may be a legacy impact for the City as the National Department of Communication may have to upgrade infrastructure if Cape Town is selected as the venue for the IBC. 7.2.3 Transport & Traffic Real time Information IT&T The Transport & Roads Department have received R35 Million from National Government to implement, Intelligent Transport Systems this includes the following services: • • Transport Network Operations Centre Freeway Management Systems 40 • • Variable Message Signage Area Traffic Control Upgrade, extensive telecom network). In addition to the above, the City of Cape Town estimates an amount of R15M for the optic fibre infrastructure requirements. The cost of the CCTV cameras and real-time signage for Transport and Traffic is not provided. 7.2.4 Safety & Security IT&T The South African Police Services are procuring high tech equipment that will be linked to GIS and satellites. These include: A Command Vehicle; Downlink Equipment, Mobile Police Station; PTT Radio’s & CCTV’s. The City has included additional 200 PTZ CCTV cameras for Safety & Security within the City of Cape Town, for the CBD and Green Point areas for an estimated R7,165 M. A further R10,5 M is estimated for security infrastructure requirements at the 85 PVAs. The five PVA each have 10 cameras per site and the other 80 sites have two cameras each. After the WC2010 event the cameras at the remote PVAs can be redeployed as dictated by Safety & Security requirements. 7.2.5 City wide IT&T services (Fans & Media) In 2010, connectivity will be an even greater part of our every day life. If the African World Cup is to change the world’s perception of Africa development, then the City will have to provide the visitors with access to the internet. In 2006, FIFA found that many media were not actually staying in the IBC because they could work from their Hotels in Germany and this enabled them to travel with their teams. Areas to focus on are: • • Wireless connectivity Internet Hot Spots The Business Plan must be refined as there are some issues outstanding with regard to the broadcast strategy of the SABC and SENTECH. We suggest that SENTECH and SABC provide the broadcast feed in High Definition (HD) or Standard Definition (SD) to the city organized fan zones and that the City is responsible for internal infrastructure. 7.3 Preconditions to Implementation • • 7.4 Risks • • • • • Safety and Security Integration and timeous delivery of service Lack of guidelines with respect to requirements of infrastructure for Safety & Security and Transport & Traffic Clearly define roles and responsibilities between City, OC, MATCH and other service providers General lack of detailed requirements Additional information to clarify WC2010 requirements is needed Establish effective communication between host cities, the OC, MATCH, EuroTech, HBS and other service providers. 41 • • • • 7.5 Power failures outside of stadium – e.g. fan clubs Integrity of information due to hacking of IT&T systems Cable and equipment theft Weather Resource requirements Resource requirements dependent on clarification of roles and responsibilities Engagement by Telecommunications staff is required for several of the infrastructure requirements. Distributed Computing will be engaged in implementation and support of the desktop environment. Business Applications will be engaged from an application development perspective for the Information Kiosks. As we progress with the project additional resources may be required to adhere to time lines, or the time commitment of resources will most probably increase. Full time – Unknown, see above comment. Part Time – • • • • Quality assurance of IT&T infrastructure Implementation of IT&T equipment for Stadium administration Hot Spot implementation Information Kiosk implementation Secondment – • • • • • 7.6 Team leading Support of IT&T infrastructure used for Stadium administration Maintenance and support of Information Kiosk infrastructure Maintenance of Information Kiosk sy stems and data Research and development by IT&T staff Costs City’s IT&T related cost R 56,915,000.00 42 8. 8.1 PROJECT 8: TRAINING VENUES AND BASE CAMPS Proj ect Description To provide teams based in Cape Town before a 2010 FIFA World Cup match with a suitable world class training facility To upgrade identified facilities to FIFA requirements including: size and quality of pitch, security fencing/ controlled access, floodlights, stands for media/ public, change rooms, access for ambulance/ emergency services/ team bus, parking. To identify suitable Province wide base camps for teams who are participating in the 2010 FIFA World CupT M The development of these facilities aligns with the strategic imperatives of the City of Cape Town’s IDP and the Ikapa Elihlumayo growth strategy of the Province. The key IDP themes of relevance are: • • Economic growth and job creation Building strong communities 8.2 8.2.1 Outputs and Outcomes Training Venues Cape Town has sufficient training infrastructure to address this requirement with relatively little cost, however it is the Cities intention to leave a legacy after the World Cup. Four venues have been identified on the following criteria: • • Regional sport facilities providing access to communities Part of the Cities long term facility development model Preliminary FIFA requirements indicate a requirement of two venues per City. We have identified Philippi, Athlone Stadium and Philippi Stadium as the venues that will comply with FIFA requirements whilst leaving a lasting legacy in the City. In addition the City is able to offer Bellville Velodrome as an additional training facility. Athlone Stadium will also provide the additional benefit of being able to host pre-world cup warm-up matches as it will have a final spectator capacity of 30 000. 8.2.2 Base Camps The Western Cape is an attractive region for teams to base themselves. There are 32 teams participating in the World Cup and it is envisaged that they will base themselves all over the country and the SADEC region. The Western Cape aims to attract at least 30% on the World Cup Teams to be based in the Province. This translates to a possible 10 or 11 areas The following areas have been identified as being able to host base camps: - the final decision on the choice of base camps is a FIFA and individual Football Federation decision • Cape Town Metro UWC Stadium Blue Downs Football Fields 43 • Winelands Stellenbosch Paarl Worcester • Overberg Hermanus Gansbaai • Eden Mossel Bay George Knysna Oudtshoorn • West Coast Saldahna 8.3 Pre-conditions for Implementation • • • • • • Funding for the upgrade of the training venues Funding for the upgrade of training grounds at base camps Full stakeholder involvement by strategic sport partners (football structures, community based sport networks and sport federations) Alignment of existing budgets within Social Development to support the strategies and upgrades Funding for the upgrade of Provincial facilities to serve as base camps Marketing Plan & budget to market Provincial venues to qualifying teams 8.4 Risks Risk Full funding for upgrades not available Likelihood Medium Mitigation Steps Align funding strategies for stadiums with funding priorities. Align internal budgets where appropriate. Seek funding from external sources such as the lotto Final approval of practice venues by FIFA and FIFA objectives may not be aligned to Cities facility development objectives Establish consultative forum through City’s Sport Forum and Sports Council Ensure that sports development initiatives are coordinated with sports development initiatives Align District Municipality budgets. Source external funding where possible Early lobbying. Facilities will not be used as practice venues Lack of stakeholder buy-in Focus on hard infrastructure needs and neglect social and human development needs Provincial facilities upgrade unfunded Attract few to be based in the Western Cape Medium Low Low Medium Medium 44 8.5 Resource Requirements Staff Use of Sport & Recreation Staff, City Architect and Quantity Surveyor to manage the upgrades – no dedicated personnel required. Use of existing resources in the Province and District Municipalities to prepare potential base camp venues. 8.6 Costs Training Venues Element Athlone Stadium Upgrade Bellville Stadium/ Velodrome Philippi Stadium Total Capital (R) 297 400 000 3 200 000 80 000 000 380 600 000 Operational Costs (Staff and Equipment) NA NA N/a 45 9. 9.1 PROJECT 9: PUBLIC VIEWING AREAS (PVAs) & OFFICIAL FAN PARK Proj ect Description To ensure that non-ticket holding persons have access to the 2010 FIFA World CupT M through participation in selected Public Viewing Areas as envisaged in the Host Cities Agreement. In this regard, the Agreement clearly states that the costs relating to the infrastructure, management and operation of the Public Viewing Events shall be borne by the Host City. To ensure that non-ticket holding International visitors have access to the 2010 FIFA World CupT M though the official FIFA FAN PARK, a centrally located venue, accessible by public transport as envisaged in the Host City Agreement must be provided. 9.2 9.2.1 Outputs and Outcomes Official FIFA Fan Park • Central City Fan-mile: Concepts and considerations Central City fan-mile will follow (more or less) the traditional route of the annual Minstrel Carnival, Malay Choirs and Christmas Choirs, from District Six to Bo-Kaap to Green Point, and build on a tradition of more than a hundred years of Capetonians taking over the streets of the Central City on an annual basis. It will create an opportunity for Cape Town residents to come together in a central area and mix with international visitors and fans. If mid-year weather in 2010 is inclement, there are a range of weather-proof sites available, including Good Hope Centre, Cape Town Station Concourse, Civic Centre and Golden Acre. It provides an opportunity to brand and market Cape Town as a city of heritage and culture with many elements: a castle, museums, architecture, public spaces, street-life, Cape crafts, creative industries, visual and performing arts. - - • Host City Commitment The Host City is committed to provide FIFA with the following services at the FIFA Fan Park: No venue rental Security at no expense to the Organising Committee or FIFA Fencing Area to be free and clear of any third party advertising; Provide necessary a ssistance to: (i) (ii) obtain the permits, licences and/or clearances required negotiate with relevant administrators for specific matters relating to the successful running of the FIFA fan park(s) 9.2.2 Metro Organised PVA’s This Project refers to Public Viewing Areas where the City Of Cape Town is the primary organiser of the event. The City has identified a series of potential venues that can accommodate some 25 000 people each. 46 The City identified nine possible venues, and after evaluating them against criteria it was more realistic and effective to organise only two to three large public viewing areas in addition to the FIFA Fan Park. The final number will depend on demand and budgetary constraints. The Bellville Velodrome and Athlone link have been selected as the two additional sites. It is the intention of the City to theme various venues with different arts and culture offerings in order to encourage people to go to the PVAs. It is not intended to operate these sites every day for 30 days but rather for the big matches with high spectator demand like the Opening, Semi-finals, Finals and home team matches. The City organised Public Viewing Areas will be executed through a series of sub-projects including: Transport Management Plan, Spectator Accommodation, Spectator Education and information, Catering, Services, Marketing and Sponsorships, Economic Development and Safety and Security 9.2.3 Provincial/District Municipality Organised PVA’s The departments of Sport, Arts and Culture and Transport and Public Works within the Provincial Government of the Western Cape are proposing approximately ten fan Parks/Viewing sites within the province. Principal locations of these parks are: • • • • • • • • Stellenbosch Paarl Vredenburg Caledon Beaufort West George Knysna Oudtshoorn The size of these sites will vary, catering for between 3,000 to 10,000 visitors aiming for a total capacity of approximately 100,000,000 cumulative. The linkages to 2010 are as follows: • • • • • • • Erect giant outdoor viewing screens and sound stages. Create a closed and secure environment Link sites to sport by utilising the local rugby and soccer grounds for the prime location Show live broadcasts of all FIFA soccer games. Create the opportunity for local communities to experience the event close to where they live. Alleviate some of the transport and visitor impact concerns within the City of Cape Town by reducing the need to travel to the City to experience the atmosphere Create a soccer themed tourist destination for visitors who want to see more of South Africa than Cape Town The opportunity for legacy and economic development are: • • • • • • • Enhances tourist and visitor experience of Western Cape Provides a broader stage for economic investment through accommodation, catering and other services. Enhances traditional festival destinations such as the Knysna Oyster Festival by extending the opportunity Encourages communities to view this as an annual event incorporating other themes. Enables local economy to benefit through sale of local produce, crafts and other goods Training of local talent to create quality service delivery for future events Sponsorship of public transport will bring motorised public transport to outlying communities who can create a work ethic and promote local employment. 47 9.3 Risks • • • Weather - Site can be enhanced by the provision of a marquee or a temporary roof structure. Cost s can be offset by sponsorship. Level of interest in soccer - research needs to be undertaken. Some of the risk mitigation measures under consideration which will make it possible for the facilities to be used every evening throughout the tournament are: • • • Move Cape Town International Jazz Festival to June 2010 From the Jazz Festival create a touring music show around the provincial fan parks. This will coincide with non match days and highlight South African music talent. Work with the Film Commission to create films highlighting South African themes and talent. Show these by rotation through the parks. Financial cost and revenue: • • • • • Budgeted costs are R1m per venue - total R10m Cost s will be underwritten by sponsorship and donation of equipment and venues Revenue created by sale of goods such as music CDs and DVDs Revenue from tourism Artists could donate some free time in return for exposure and CD sales Practicalities: Province will create an advisory committee to support other municipalities who wish to participate in this opportunity. This will include details of regulations, health and safety issue s, sponsors, supply chain management and other information. This is aimed at promoting more than ten on a justifiable basis. It is therefore inclusive rather than exclusive. Similarly, the Province have started negotiations with major Arts & Culture event organisers to ensure movement of people from the Metro into the Province. This in aimed at relieving travel demand in the Metro and encouraging investment in the region. Accredited Private Viewing Areas It is envisaged that existing establishments in the sports and entertainment industry and corporates would like to participate in the World Cup festivities by providing customers and clientele with public viewing facilities. The City experienced this demand during the Millennium festivities. These private parties will have a beneficial outcome in that it will assist the city to make the World cup accessible to more people. It will however put a strain on the capacity of Public Safety Services as these services would be required for gatherings of more than 2000 people. In order to manage this sub-project effectively, the City will put in place a system of accreditation for those private entities that would like to have parties. The number of accredited parties will be linked to the capacity of the public safety services. The City will charge for its services. Community Spaces The City has been rolling out a long-term plan in which it constructs public spaces, amphitheatres and scenic squares and spaces to act as community gathering spots i.e. The Dignified Spaces Project. This sub-project aims to link the spaces already created, and identify new spaces where people could gather to watch the World Cup. It is intended to achieve the objectives in the following way: 48 • • • 9.4 Start a street soccer league in 2007 to encourage people to use the square as a gathering spot. Work with local businesses and entertainment providers to put up Big Screens and concessionaires to create a community party. The organisation of these areas will be delegated to sub-councils. Pre-conditions for implementation • • • • Resources Agreed plans Political support Clear roles, responsibilities of organizing entities 9.5 Risks Risk Transport, access, mobility constraints Equipment shortages Crisis Sponsorship shortfalls Branding, merchandising infringement Resident apathy, attendance figures down Likelihood Likely Mitigation steps Choice of venues. Public and media information, spacing of events, times, movement versus static audiences Prioritise PVAs, engage sponsors/suppliers early on Disaster risk and crisis communication plan, exercises Value offering, business benefits, develop Cape Town unique selling position Public, business education, visible legal action against transgressors Public information (including safety precautions), education, managing expectations vs. creating excitement, involvement variety offering beyond soccer (arts, culture). Contingency planning, indoor/outdoor options, Possible Always possible Likely Likely Possible Bad weather 9.6 Resource requirements Possible Dedicated marketing/sponsorship resource Large screens and audio equipment Staff – will draw on Operations Directorate and line personnel Volunteers 9.7 Costs Unlike the stadium, the FIFA Fan Mile and the PVAs organised by public entities will be open to fans every day for the duration of the 2010 FIFA World CupT M i.e. 30 days continuously. Proj ect FIFA Fan Mile (+/-100 000) (30 days continuous) 2-3 Large Metro PVAs Provincial PVAs City/Prov ince responsibility Security Fencing Incidentals All costs All costs Cost R25 Million R15 Million R10 Million 49 Metro Coordinated Community PVAs Total Public safety costs R 5 Million R55 Million Cost s will need refinement as the roles and responsibilities between FIFA and the Host City need further clarity with respect to. broadcast rights and equipment. 50 10. 10.1 PROJECT 10: ACCOMMODATION Proj ect Description South Africa needs to provide graded Accommodation of 55 000 beds to reach demand numbers from previous World Cups such as USA & Korea-Japan. FIFA, through its agency match have secured 19 000 beds to date. This project has to assist the country in attaining the required numbers as promised the Organising Association Agreement and the List of Requirements. The objective is to provide a legacy for the World Cup by integrating existing SMME’s and BEE establishments in the accommodation sector, into the formal FIFA booking system. A further objective is to leave a legacy of improved quality and service excellence for accommodation establishments, particularly SMME’s. The growth of this sector is directly linked to the growth of tourism – which is a priority sector for growth both in terms of the City of Cape Town’s IDP and the Provincial Growth and Development strategy (PGDS). 10.2 Outputs and Outcomes 10.2.1 Meeting FIFA family requirements for Accommodation • • • • • Facilitating establishments to contract with MATCH (Hotels and non –Hotels) Integrating the FIFA booking system and local on-line systems Facilitating IBC Accommodation requirements which can be up to 6000 beds Facilitating the grading of SMME’s Developing an ocean liner terminal at Cape Town Harbour. 10.2.2 Development of Accommodation Accreditation and service excellence Programme This project involves the utilisation of the existing TGCSA and CTRU accreditation systems for training and raising standards for service excellence 10.2.3 Meeting non- FIFA Visitor Accommodation requirements This project is geared towards ensuring that the City and region provides enough suitable accommodation to meet all general visitor requirements 10.2.4 Development of additional Backpacker Accommodation in schools and hostels to meet temporary demand This project involves the development of temporary accommodation in Schools and Hostels to meet demand. The location of such temporary accommodation should either be close to the city centre, within 20 – 30 minute walking distance of the Fan Park and the Stadium or if outside the city bowl they should be located along the main train routes into the city. 10.2.5 Monitoring the development of new approved Hotel stock for the City Update developers and owners currently constructing new Hotels of developments in the Accommodation project. 10.2.6 Car rental Stock This project involves the ascertaining of the rental stock, the projection of future use and the facilitation and management of demand. The key action in the project is the interaction with stakeholders in the car rental market. 51 10.2.7 Development of integrated information kiosks near accommodation sites This project involves the location of temporary information kiosks near accommodation nerve centres in the CBD, outside the fan parks and near the temporary accommodation. World cup visitors can access all visitor information and maximize the number of bookings for attractions, activities, tours, car hire, restaurant bookings, events etc. Information to be disseminated includes: • 10.3 This project requires the development of Health Education Awareness especially in the light of HIV-AIDS and other sexually transmitted diseases. Pre-conditions for Implementation This project is critical to the success of Hosting the 2010 FIFA World Cup in Cape Town and the Western Cape as it sets the image the visitors will have of the region. As the Western Cape is geared towards the Tourism industry, there are no pre-conditions for starting this project. There is, however, a set of critical success factors to be considered: • • • • • Buy-in and participation of all stakeholders Realistic pricing in order to ensure that Tourism objectives are attained High quality of service to be sustained throughout the Tournament Contracted establishments to benefit from the highest possible occupancy rates Ensure that the region offers a wide range of options (greatest possible choice) i.e. lodges to 5 star accommodation 10.4 Risks Risk No accurate estimate of numbers of visitors Unmet high expectations of accommodation services providers Cancellation of contracts by FIFA No funding for development of temporary sites Local resident objections to temporary accommodation Likelihood Medium High Medium Medium Medium Mitigation Steps Try to determine with accuracy as soon as is possible and refine estimates as the project unfolds Dampen expectation through regular stakeholder interaction Negotiate with FIFA to ensure best possible conditions for Service providers Secure the provision of funding upfront Manage through regular stakeholder interaction 10.5 Resource Requirements The management of this programme can be done via a co-ordinator who works with the following agencies: • • • • • • • City of Cape Town Tourism Provincial Tourism Cape Town Tourism Cape Town Routes Unlimited Federated Hotel Association of South Africa (FEDHASA) South African Tourism Services Association (SATSA) Tourism Enterprise Programme (TEP) 52 10.6 Cost Estimates Proj ect Name 1 2. 3. 4. Meeting FIFA requirements for Accommodation. Development of Accommodation Accreditation and service excellence Programme. Meeting non- FIFA Visitor Accommodation requirements Development of Temporary Accommodation to meet temporary demand Operational cost estimate R 500 000 R1 million R100 000 R100 000 Car rental Stock Development of integrated information kiosks near accommodation sites 7. Development of Health Awareness Education Programmes through the Accommodation Establishments Total 5. 6. R50 000 R200 000 R 2 million R3.95 Million 53 11. 11.1 PROJECT 11: PROGRAMME Work Stream Programmes The joint City and Province administrative teams have set-up twenty four multi-disciplinary workstreams who have scoped the various projects presented in this business plan. It is the project team’s intention to administer the project with strong project management principles and adherence to deliverables and deadlines. The City has seconded key functional project leads permanently to the programme to ensure that the project is centrally driven. All the elements of the programme have been identified and programmed into a comprehensive plan. 54 SECTION C: EVENT SERVICES 55 SECTION C: EVENT SERVICES 12. 12.1 PROJECT 12: SAFETY AND SECURITY Proj ect Description It is stated in the Host City Agreement that the South African Police Service will take primary responsibility for the implementation and co-ordination of the resulting safety and security operation. The national government signed a “safety & security” guarantee which tasks the national government to develop and implement a detailed security plan; the first draft of the security plan was discussed with FIFA in June 2004. “Over the next four (4) years we all have to roll up our sleeves and commit ourselves to ensuring that the Soccer World Cup 2010 is the most magnificent sporting event the world has even experienced. The South African Police Service’s plans are already firmly in place and we look forward to cementing our reputation as world leaders in securing major events”. (National Commissioner Jackie Selebi). Flowing from the National Commissioner’s commitment, a coherent and integrated safety and security plan for the Western Cape that will create an enabling environment for the visitors, players and local residents will be developed and implemented. This plan will incorporate the following security/policing entities: • • South African Police Services (SAPS) Metro Police • • • City Police Traffic Police Private Security Industry Cape Town Partnership City Security Infrastructure (radios, CCTV etc.) The plan is currently based on the following national situational analysis: Duration Teams Location Matches Stadia Spectator numbers Tickets Audience Maj or Events Non-World Cup related events 12.2 Outputs and Outcomes 31 days mid June – mid July 32 Teams & 50 people per team May camp in neighbouring countries before the World Cup 64 Tournament matches + friendly & warm-up matches 10 match Stadia, perhaps different venues for friendly matches +/- 284 000, arrivals 362 000 3 Million 30 Billion + cumulative & 1 Billion viewing the final 2007 Preliminary draw, 2009 Confederations Cup; 2009 Final Draw, 2010 Team Seminars, 2010 FIFA Team Workshop 2007 ICC 20/20 World Cup; 2009 General Elections, 2011 Local Government Elections 12.2.1 The Safety and Security concept will support and be the anchor of the 2010 Soccer Event. The concept covers: • • • • Operational Integration Continuous Security and Threat Asse ssment Environmental Design for crime prevention Deployment Strategy 56 • Volunteerism These concepts will be applied to: • • • • • • • • • • • • • • • Road security and public transport Venues (training, match and stadiums) Playing / games Practice Fan – parks Residential villages FIFA and SAFA family accommodation VVIP and players Pre- and post match activities Media centre Tourists Parallel events Crowd control All official events Points of entry (airport and seaports) 12.2.2 Operational Integration The various law enforcement agencies within the Western Cape, namely SAPS, City Police, Traffic and Law Enforcement needs to work together to enhance service delivery. The integrated control system allows for better operational command, execution, monitoring and planning. Such a sy stem becomes a foundation of sustainable policing. The integrated approach is required for all police activities, from general policing to management of big events. Uniformed personnel play a critical role. No civilians or private security perform any function within the control centre environment. The Western Cape Police Plan is striving towards creating an enabling environment for integrated operations at both provincial and local level: a) Provincial level integration Operational integration directs and controls operations across municipal boundaries and provides high level intervention: • • Establishment of a Joint Provincial Operational Centre: Cost R500 000 Integration of the various call centres b) 10111 107 104 112 Local level integration Ensures that all operations at station levels as well as neighbouring stations are coordinated. This is done by: • • • Clustering different policing precincts Equipping clusters with hi-tech operation centres: R200 000 x 10 = R2 000 000 (million) Dedicated radio communication channels. Cost per centre – 57 12.2.3 Security and threat assessment Security and risk a ssessment is intricately linked to a cogent intelligence appreciation. All areas/sites deemed high risk as per the intelligence assessment will be subjected to specific (even intrusive) security and risk audits. Furthermore, Security and Risk A ssessment Audits will be conducted to ensure that the complete environment is safe and secure: • • • Security Vetting of service providers will be instituted Building and construction sites will be asse ssed for compliance as per SIRA regulations All relevant and completed venues will be subject to SIRA review, including: Accommodation Stadia Airports 12.2.4 Intelligence covers • • • • • • • • • • • • • • • • • • • • 12.3 Terrorism Social unrest Crime Political instability Violence, Transport industry Hooliganism Attempt to compromise security measures Groupings attempt to destabilise the event Groupings who utilise the event to Highlight causes Attempts to subvert processe s Extremism Counter-intelligence Security appraisals IT Security Vetting, screening, accreditation Early warning Risk analysis attending countries Labour unrest Border security Database of undesirable persons to be updated. Env ironmental Design One of the key pillars of the National Crime Prevention Strategy is Environmental Design. The new infrastructural developments including the construction of the Green Point stadium, of new roads, of new hotels, etc. will be designed in such a way that the opportunities for criminal activities are prevented. CCTV and camera systems will be integrated to ensure that the environment provides favourable security condition for our guests/visitors and local residents. 12.4 Deployment Strategy The deployment strategy will consist of : 12.4.1 Human Resources Including personnel from Traffic, Metro Police, SAPS. 58 12.4.2 Technical Equipment and aides Radio technical equipment for effective communication will be deployed to support operational integration as described. 12.4.3 Vehicular and air-transport deployment To enhance operational integration as above. Details will be given as details of the number of matches to be played and the number of teams to be hosted in the province becomes available. 12.4.4 Volunteerism The Western Cape currently has categories of volunteers assi sting in safety and security. These volunteers range from community police for a, road safety for a, reservists, Bambanani volunteers, neighbourhood and farm watches. The volunteers play a crucial role in strengthening partnerships between the law enforcement agencies and communities, mobilisation of communities to be involved in the fight against crime; oversight role at local level, strengthening of the arm of the law enforcement agencies and they also participate in various programmes, have grown into a regulated work environment, for example, the safety on trains project. However, it should be noted that the definition of volunteers is based on providing services, not monetary gain, i.e. payment is less than market value. The current number of volunteers in the field of safety and security is estimated at 4 500. It is envisaged that more will be recruited in preparation for the World Soccer Cup and beyond. Repositioning and alignment for volunteers will grow over the next decade. A single data base of all volunteers in the field of safety and security will be established, monitored and properly managed to ensure retention. Policy regarding recruitment, hiring, accredited training, supervision will be developed. This will make it possible to keep track of the most hardworking volunteers so that progression to the different work opportunities is transparent and justifiable. The unemployed dominate the current profile of volunteers. Recruitment efforts need to include working people. There is a drive to recruit volunteers as Re servist s to strengthen the arm of the law enforcement agency. 12.5 Preconditions for Implementation • • • 12.5 Funding Availability of resources Ability to recruit and train human resources Risks The items listed under intelligence are the areas of most security risk. Gathering intelligence on these matters is a risk mitigation strategy. 12.5 Costs Nationally, SAPS will have requested from National treasury an amount of R1.69 billion over 4 years, in terms of the execution of its part of the 2010 FIFA World Cup security plan. At this stage the regional plan needs more refinement to access co st s. 59 13. 13.1 PROJECT 13: DISASTER RISK MANAGEMENT Proj ect Description Prevent, reduce, mitigate, prepare for effective response, post recovery to disaster/fire risks and the provision of one access emergency telephone number for reporting of public emergencies. • Linkage to IDP (2007/8 – 2011/12) Strategic Focus Area No 4 - Safety and Security • Linkage to Host City Agreement - Safety and Security (Sect. 6.5) • Linkage to Disaster Management Act 57 of 2002 - Powers and duties of Municipal Disaster Management Centre (Sect 44), (Sect. 45) • • • Linkage to Fire Services Act no. 99 of 1987 Linkage to Fire Services By-Law relating to Community Fire Safety 2002 Linkage to National Emergency Telephone Act 143 of 1993 (107 PECC) 13.2 Outputs & Outcomes 13.2.1 Preventing, reducing and mitigation of disaster risk (Risk Reduction) • • • • • • • • • Threat identification and determining levels of risk. Monitor measure performance and evaluate development plans i.r.o. risk reduction initiatives. Promote implementation of appropriate and effective prevention and mitigation methodologies. Promote formal and informal initiatives that encourage risk avoidance behaviour. Institutionalising risk a ssessments. Ensure compliance with all relevant Safety and Security Statutory requirements. Reviewing current structural protection programmes. Increase the capacity of stakeholders to minimise the risk and impact of disasters. Promote the requirements of the Municipal Disaster Management Plan (Corporate Disaster Management Plan). 13.2.2 Emergency Preparedness • • Promote the completion of the second phase of the Disaster Risk Management Centre (DRMC) Provide input into pre-planning of infrastructural developments. 60 • • Assessing capacity and identifying gaps of line functions to respond to major incidents/disasters. Monitor and evaluate state of preparedness of facilities for 2010 13.2.3 Effective Response to Major Incidents/Disaster • • • • Development of effective response plans Ensure implementation of line function response plans Testing and training through desktop exercises of response plans Recruitment and training of Disaster Management volunteers. 13.2.4 Post Disaster Recovery • • 13.3 Financial provision (relief fund) Declaration of disasters for access to National Funding. Integration of Emergency Numbers An opportunity exist to fast-track the single national emergency number. 13.4 Pre-conditions for Implementation • • • • • • Staffing ( include Disaster Risk Management/Fire Services/107: PECC) Infrastructure upgrade (Completion of Disaster Risk Management Centre) Equipment (e.g. Acquisition of IT, Software, radios and network upgrade/ Major Incident Command Bus) Training and development of staff (e.g. Exposure to international best practices). Public awareness and education campaigns Sufficient funding (including disaster relief fund) to meet all resource needs. 13.5 Threats (Risks) Risk Failure to complete the second phase of the development of the Disaster Risk Management Centre (i.e. Tactical Ops, Joint Media Centre, Strategic Management Centre). Staff Shortages – Disaster Risk Management Centre, Fire and Rescue Services and 107 PECC personnel. Insufficient Equipment – Disaster Risk Management Centre, Fire and Rescue Services and 107 PECC. Funding Shortage Inexperienced Staff Time Constraints Non Recognition by Executive of Likelihood High Mitigation Steps Undertaking by executive to complete second phase of DRMC. High High High High High High Address staff shortages to ensure dedication to 2010 as well as normal operations. Recruit and train staff Address equipment shortages Address insufficient funding Make early appointments to enable training and development opportunities. Commence early planning and implementation of shortages Explain to executive and seek 61 role of Disaster Risk Management Non Recognition by line functions and external stakeholders of DRM High Poor Internal Communication and Co-ordination High Political instability High their undertaking to support role of Disaster Risk Management Explain to and seek undertaking of Line functions to comply with Disaster Risk Management Recommendations Invest in provision of telecommunication equipment upgrading of the 107 Public Emergency Communication Centre (PECC) and completion of Disaster Risk Management Centre. Major political parties to undertake not to use 2010 as a ‘political football’ in seeking stable local and provincial governance. 13.5 Resources Required Item No 1 2 3 4 5. 6. Resource DRM Personnel Radio networks Information Technology Fire Suppression and Rescue equipment, personnel etc. 107 PECC equipment and personnel Major Incident Command Bus (Forward Command Post) 66 To be detailed later To be detailed later To be detailed later To be detailed later 1 x Disaster Risk Management Major Incident Command Bus Required 13.6 Costs Item No 1. 2. 3. 4. 5. 6. 7 Total Item Completion of second phase of construction of Disaster Operations Centre (DOC) Purchase and installation of Equipment outstanding for full functioning of DOC Personnel Provision Training and education of internal and external role players i.e. DRM Planning and Preparedness Community education campaigns i.e. 2010 Disaster Preparedness A Dedicated Disaster Relief Fund Major Incident Command Bus (Forward Command Post) Estimated Cost R 6.6 million R 3 million R 13.2 million R 1 million R 1 million R 20 million R 5 million R 49.8 million The capital and operating requirements for disaster risk management need to be advanced through the Medium Term Income and Expenditure Framework (MTIEF). Costing for Fire and Rescue Services and 107 Public Emergency Communications Centre (PECC) outstanding. 62 14. 14.1 PROJECT 14: HEALTH Proj ect Description To address and ensure compliance to the FIFA requirement as pertaining to all Health issues. To provide a comprehensive medical service (inclusive of 24-hour emergency medical treatment) and disaster medicine capability for the duration of the 2010 FIFA World Cup. To co-ordinate the response of all health providers (governmental, private and WGO) as pertaining to all phases of the event. To develop adequate plans for the various Health categories namely: • • • • Command and Control Health Services Medical Services Forensic Pathology Services 14.2 Outputs 14.2.1 Command and Control • • • • • Development of Provincial Health Operations Centre Development of Bed Bureau Integration of Mass Ca sualty Bureau into the Provincial Health Operations Centre Introduction of Medical Incident Command System and appropriate training thereof. 14.2.2 Health Services Environmental Health Integration of the City’s Environmental Health compliance Project into the overall FIFA Health Plan so as to ensure: • • • • • • • • Adequate portable water Safe Management of Food Satisfactory Waste Management Preventative of Communicable Diseases including Victim Control Prevention of Air and Noise Pollution Health surveillance of all participating premises including provision of Disabled Facilities. Port Health • To provide surveillance as well as entry requirements and implementation of these. Travel Medicine • To provide visitors to the Western Cape with comprehensive information as related to Health requirements and services. Hospitals • Integration and prioritisation of Hospital re-utilisation programme in keeping with FIFA 2010 service delivery 63 • • • • • Audit of Emergency Units with subsequent modelling of staffing and facility Introduction of SA Triage program to all Hospitals with the Western Cape Introduction and appropriate training on an applicable Disaster Medicine Programme. Integration of Emergency Unit into the Pre-Hospital Information System Development of capability within hospitals to deal with Biochemical hazards. 14.2.3 Medical Services • • • • • • Provide input and assist with design of stadia medical facilities Establish regulations pertaining to “Health and Safety at Mass Gatherings” Provide Emergency Medical Services to “Island sites” such as training grounds, view Parks as well as selected Hotels Provide comprehensive medical capability at all events Provide aeromedical services as well as medical rescue and mass ca sualty response Review of present training capability and develop a new accelerated training programme in consultation with the National Department of Health and the Health Professions Council of South Africa. 14.2.4 Forensic Pathology Services Provision of comprehensive Forensic Pathology services. • • • 14.3 Risk No 1. 2. 3. 4. 5. 6. 14.4 Costs No 1 2 3 4 5 6 7 8 Proj ect breakdow n item Environmental Health Port Health Introduction of SA Triage Protocol Introduction of Disaster Medicine Training Provision of EMS Cover at all event Provision of comprehensive Aeromedical Capability Resources Command AND Control Funding requirement (R) 362 880-00* 816 480-00* 280 000-00 675 000-00 4 933 944-00* 1 512 000-00* 1 826 660-00* TBD Description Appropriate Budget Lack of adequate staff Lack of Training Capacity to meet requirement Lack of single Public Emergency Number Non-integration of Private and NGO Health Providers Lack of FIFA requirement Impact (h/m/l) H H H H M M Probability (h/m/l) M M H H L M Development of Victim Identification Programme (VIP) Integration of VIP into the Provincial Health Operation Centre Develop plans pertaining to Temporary Mortalities 64 9 10 11 12 13 14 Travel Medicine Hospital Revitalisation EU Audit and Revitalisation Information Technology Integration Biochemical Hazard Preparedness Training of Emergency Practitioners Total TBD TBD TBD TBD TBD TBD 10 406 964 * This represents the Prov inces’ share of a bid handed into National Treasury by the National Department of Health (June 2006) 65 SECTION D: EVENT SUPPORT 66 SECTION D: EVENT SUPPORT 15. 15.1 PROJECT 15: MARKETING, SIGNAGE & COMMUNICATION Proj ect description The FIFA World Cup™ will assi st the City/PGWC in marketing in a way that no money could buy to an audience that it could never access on such a large, global scale. In this re spect, the City has acquired a number of marketing rights and obligations in terms of the Host Cities Agreement that need to be exercised and implemented as part of this project. The National Government Communications and Information System (GCIS) have identified Key Areas of Work (listed below), which provide the City with a national communication framework: • • • • • • • 15.2 Communicating with the nation and continent Building communication partnerships Research perceptions and expectations Messaging, branding and brand ambassadors Media liaison, good news flows, issue management International marketing and tourism promotion Web content and protocols Outputs and Outcomes 15.2.1 City Event marketing • • • • Public viewing areas Fan Office Community mobilization Arts and Culture 15.2.2 Branding • • • Consistency Brand ambassadors Merchandising 15.2.3 Sponsorship management • • • National co-ordination with major sponsors v s. intra host city competition Public viewing areas FIFA sponsorship agreements 15.2.4 Media marketing • • Added value airtime, editorial Media partnerships 15.2.5 Resident buy-in plan • • • • Access, mobility Business opportunities Legacy Managing expectations vs. building enthusiasm 15.2.6 Internal communication • 2010 Information to internal structures and staff in Province 67 • • 2010 Information to internal structures and staff in City Training and gearing service areas for influx of fans 15.2.7 Media Relations • • • • • Protocol (who speaks on what, when) Engagement – regular briefings, releases, information Monitoring and analysis Crisis communication Reputation management 15.2.8 Media Services Centre • • • Film Commission office Logistical support to media Event media exposure to tourist and business opportunities in the city, province and country. 15.2.9 Information/ Language Services Strategy • • • • • Identified staff Recruitment of volunteers and refugees with language skills Information centre(s) Call centre(s) Interpreter services 15.2.10 Website • • • 2010 content/updates Hosting of information/links to related sites Route maps 15.2.11 Information platform • • • • • • • • 2010 Information radio channel Dedicated data facility Pre-arrival Post-arrival Micro Internet Marquee/kiosks Websites Hotels Airline interactive 15.2.12 Stakeholder engagement • • Sectoral meetings Mutual benefit and cooperation 15.2.13 FIFA Outputs A. • Marketing Projects Exclusion Zone o This project needs to define the commercial Exclusion zone in consultation with FIFA. The extent of the exclusion zone will have a direct impact on the involvement of local businesse s in the World Cup as this is the zone where FIFA 68 and its partners have exclusive rights. o • o There are a number of activities related to the exclusion zone that the City will have to implement, once the zone is agreed with FIFA. FIFA Fan Park As discussed in the Public Viewing Project, the contract makes provision for the identification of one Central Fan Park. This project will be responsible for the negotiation with FIFA regarding the location and extent of the Fan Park. FIFA Partner Club Assist FIFA with identifying a FIFA Partner Club, as a VIP hospitality venue to cater for up to 200 guests, located in a suitable downtown / entertainment district. Legal Proj ects Host City Advertising Inventory This sub-project will be carefully planned as it has revenue generation opportunities for the Host City. Special Municipal by-laws may have to be passed in order to enable the project. At present the City has no public advertising media in its inventory, but the opportunity presents itself as FIFA may purchase advertising for 90 days around the competition and are particularly interested in the following sites: Airport and Host City main train station Public Advertising Media Public Advertising Media within 1 km radius of the city centre Principal routes from the airport and main train station to the Host City centre and to the Stadium. • B. • In the event that FIFA do not purchase the space, the City shall be free to contract other private entities. The revenue generated out of this project could subsidise other activities. • Rights Protection Programme The City has undertaken to assist FIFA and the Organising Committee with the rights protection programme by appointing staff that will regularly inspect key routes to the sites and signage in the Host City for the period commencing six (6) months prior to the Competition until the final match, and to report their findings. • Retail Opening Hours Granting of licenses for late night opening on each Match day. • Regulation of Entertainment The City has undertaken to ensure that no other substantial sporting event or cultural event that will draw large crowds, other than the Competition, is staged in the city T M. during the 2010 FIFA World Cup 15.3 Pre-conditions for implementation • • • Communication needs the substance of other work streams to convey information, messages and accurately calculate costs Resources Political support 69 • • • 15.4 Risks Clear roles, responsibilities of organizing entities Negotiation with FIFA regarding zones and advertising Legal processe s not complying with time-constraints Risk Negative media publicity on delivery, costs, partner disagreements Reputational risk (Litigation, protests, strike s, security and other concerns) Crisis Sponsorship shortfalls Branding, merchandising infringement Resident apathy, opposition 15.5 Resource requirements Likelihood Very likely Likely Always possible Likely Likely Likely Mitigation steps Media briefings, releases, quick response time, availability and response time of sources. Manage issue at source. Identify problem areas with line functions, engagement, clear position and pro-active line strategy Disaster risk and crisis communication plan, exercises Value offering, business benefits, develop Cape Town unique selling position Public, business education, visible legal action against transgressors Public information, education, managing expectations Media monitoring and analysis services Photography, graphic production Communication service providers Dedicated marketing/sponsorship resource Dedicated webmaster International Broadcast Centre Media Services Centre Advertising budget 15.6 Costs Photography, graphic production Dedicated marketing/sponsorship resource Advertising budget Media monitoring and analysis services Communication service providers Webmaster Staff for RPP project IBC Media Services Centre Total 200 000 300 000 10 000 000 450 000 2 300 000 900 000 14 150 000 70 16. 16.1 PROJECT 16: FIFA EVENTS Proj ect description A number of FIFA major events are planned to take place in South Africa in the build up to the 2010 FIFA World Cup. These include: • • • • • • • • • 2007 Preliminary draw 2007 International Broadcaster’s Workshop 2009 Confederations Cup 2009 Final Draw 2009 International Broadcaster’s Workshop 2010 Team Seminars 2010 FIFA Team Workshop FIFA Congress Opening Ceremony It is the City’s strategy to position itself as a place of beginnings, kic k-offs and where people from all over meet and party in spectacular, safe surroundings. To this effect we have already hosted the following events during the bidding and the Hosting Stage: • • Launch of the 2010 FIFA World Cup bid FIFA Kick-off Workshop As this is a major international event, the Department of Foreign Affairs (DFA) have designed a national protocol project to which host cities will be required to comply. 16.2 Outputs and Outcomes 16.2.1 Major International FIFA Events In line with Cape Town’s proposed position of “Where it all starts”, this project will aim to persuade the Organising Committee and FIFA to stage the following Major Events in Cape Town: • • • • • • Draws Confederations Cup (Provided that the stadium is completed in time) Team Seminars Referees Workshop FIFA congress Opening Ceremony & Opening Match 16.2.2 FIFA Events focused preparation In order to convince FIFA of our ability to handle the major FIFA Events, we hope to successfully host a number of FIFA visits and smaller workshops and events in our City. Events that have already occurred include: • • • • • • FIFA Inspection 22 July 2005 FIFA Inspection 19 October 2005 FIFA International Broadcast Centre Road show 12 October 2006 FIFA Kick-off Workshop 23 – 26 October 2006 FIFA Accommodation Workshop 8 November 2006 A further Acommodation Workshop will take place in George on 9 November 2006. 16.2.3 City Preparation to Host Events In order to execute the events, five sub-projects play a critical role. 71 Protocol A protocol implementation framework has been established by National Government. It is important that the Plan is uniformly implemented throughout the spheres and agencies of government. The unique cultural aspects of South Africa are to be incorporated into the protocol plan. It is intended that Protocol structures will include: • Joint National Protocol Coordinating Committee JNPCC – Senior Management State protocol, including members from the Presidency, Host Cities, Security Cluster. It is intended that this committee meet regularly. Provincial Protocol Steering Committee (PPSC) comprising: Provincial Inter-governmental Relations Steering Committee – Military liaison officers City Steering Committees – relevant City protocol officials Steering Committees responsible for volunteers • Proj ect 1: Flags and City Dressing o Flags This is part of the National government guarantee to ensure that participating countries fly their flags and play their anthems in South Africa A Comprehensive flag bank is to be created of all the 207 members of FIFA Flags must be hung in a prescribed and these guidelines will be provided to the PPSC o City Dressing It is suggested that Cities are uniformly dressed in the following zones: Venues, Airports, Major entry and exits, Major Tourism venues & FIFA Hotels. This project must work in conjunction with the City Branding Project. Proj ect 2: Diplomatic Hospitality Model South Africa will be implementing the same model as Germany i.e. Head of delegation plus 4, will stay in South Africa at the government’s expense. Guests are accustomed and entitled to a certain standard of accommodation. Proj ect 3 Prescribed courtesies Prescribed courtesies will be provided to Cities. Cities may not deviate on any account. These include: Ceremonial procedures, Hoisting of National flags, Red Carpet; Categories of Rubrics: FIFA family, Foreign and RSA, Order of Proceedings, Receiving lines at the Airport, Guard of Honour by the Military, Integration of Protocol Command Procedures and the Opening and Closing Ceremonies A comprehensive library of National Anthems is in the process of being updated by DFA. Proj ect 4. Participation of Staff in National’s Proposed Training program January 2007 June 2007 Nominate Staff to National and first National meeting to be held Provincial Roadshow, roll-out of national protocol plan to start to build excitement with the public 72 August 2007 November 2007 May 2009 June 2009 January – June 2010 January 2010 June 2010 First Central Training workshop in Pretoria Detailed provincial training every ten weeks 2 nd Central training Workshop Confederations Cup Quality Control Moving from very good to excellent Zero defect to excellent • City Services The City currently has a multi-disciplinary team to plan and manage events dealing with all requirements. This team will need to be augmented to provide support to both the FIFA events and the City Events. • Marketing & Communication The right to host a particular event and event details will be communicated to the other sub-projects by Marketing and Communication. 16.3 Pre-conditions for implementation • • • • • • • Winning the bids to Host the FIFA Events Clear communication Resources Expertise Preparation Political support Clear roles, responsibilities of organizing entities 16.4 Risks Risk Insufficient preparation, brief, outcomes mis-communicated, misinterpreted Availability of Key resources Likelihood Medium Medium Mitigation steps Meticulous preparation, paper trail with core functionaries Advance notice 16.5 Resource requirements • • • Staff Volunteers Resources 16.6 Costs Assume 3 Events Main events Hospitality Event Services Team Augmentation Total R6 million R2 million R2 million R10 million 73 17. 17.1 PROJECT 17: TOURISM Proj ect Description The 2010 FIFA World Cup presents an unprecedented opportunity to change the perceptions of South Africa and the City of Cape Town in the eyes of foreign visitors, investors and filmmakers. The Soccer World Cup will provide a springboard to further support tourism, film and trade and investment in its quest to further economic growth and better position Cape Town as a global destination. The following have been identified as the key 2010 objectives: • • • • • • • • • • Ensure that Cape Town and the Western Cape becomes the centre of attraction for participants, media and spectators Maximise the branding opportunity for the destination and its positioning Convert 1 st time visitors into repeat visitors Establish a presence in key football markets, and translate them into long term permanent markets Maximise visitor length of stay and spend Consolidate and grow core domestic and international tourism source markets Position Cape Town and the Western Cape better for investment and film opportunities Leverage growth in Business Tourism and attract 2010 related meetings/conferences/exhibitions Further position the destination as a leading events destination Utilise events to foster regional spread and address seasonality. Activation of the project activities will result in the following benefits: • • • • • • 17.2 Access to new markets (South America and Africa) Enhance the destination’s winter offering (address seasonality) Grow and sustain visitor numbers and yield Significantly increase the number of people employed in Tourism Attract new trade and investment opportunities Citizen Pride in the destination and its offerings. Proposed Proj ects and estimated costs The following have been identified as key strategic interventions for Tourism, Investment and Film. Sub Proj ects 1. Destination tourisms marketing strategy Descriptions This project is aimed at marketing Cape Town and the Western Cape as the preferred host destination for the 2010 Soccer World Cup spectators and participating Estimated costs R20m 2007-2010 Co-ordination agency CTRU 74 Sub Proj ects Descriptions teams. The following are some of the programmes identified for implementation: 1. Developing 2010 “Host City” marketing collateral (maps, brochures etc.) Implementing African and international “Fan Campaign” Develop new Markets linked to 2010. Estimated costs Co-ordination agency 2. 3. 2. Implementation of Visitor Safety strategy The Western Cape in consultation with all key tourism stakeholders formed the Tourism Safety Forum and Crisis Communication Committee to develop a strategy and management plan for visitor safety and security in the province. The strategy and plan is based on an integrated approach involving all key role-players i.e. Protection Services, Emergency and Rescue Services, the Traffic Department. This project involves: Safety and Security Awareness Campaigns 2. Victim Support Programmes 3. Training for professional staff involved in the programme (victim support First Aid, trauma and counselling, media information management This project will involve 1. Media Workshops 2. The development of visual archives and information management systems 3. Support for SMM3’s working in film 4. Education and Development projects (with the SABC) 5. The development of Cape Town & Western Cape Film Festival 1. R3.5m Department of Economic Development and Tourism 3. Implementation of the Film Strategic Plan for 2010 FIFA World Cup R10m CFC Cape Film Commission 75 Sub Proj ects Descriptions involving amongst others • a search for Africa’s Best Football Television Film • Street football in South Africa/Africa – short films Co-ordinated by Wesgro, the programme is aimed at attracting international investors to invest in Cape Town and the Western Cape before, during and after the 2010 World cup. It focuses on the development of SMME’s and other empowerment consortia to share the benefits created by the Word Cup. It also aims to attract more investors from the countries that are likely to qualify for the World Cup in 2010 e.g. the UK, Germany, Brazil, France, Nigeria and Kenya. This is an extension of the Western Cape’s partnership with South African tourism’s SA Host Programme, aspiring to promote the destination as a hospitable one capable of providing seamless customer services. Some of the Projects include provide “customer service” training to front-office staff, I visitor packages focused on specific soccer spectators, and organize pre-World Cup tours. The strategy is aimed at maximising the benefits of tourism to all the communities of Cape Town and the Western Cape, by stimulating longer stays, wider experience of the tourism products of the city and province, and repeat visits and recommendations to friends and relatives. Some of the identified projects are: 1. The development of a Call Centre with information Management and Customer Relations Estimated costs Co-ordination agency 4. Invest Cape Town R2m WESGRO 5. Host Campaign R4.2m CTRU 6. Implementation of Visitor Services for World Cup 2010 R7m CTRU/CTT Cape Town Tourism 76 Sub Proj ects Descriptions Management, 2. Training for staff 3. Expansion and upgrade of existing Visitor Information Centres Network 4. Brochure Management Platform implementation The project targets local and international media to encourage them to promote positive messages about the destination. It includes inviting them to special functions and events, and organizing pre-World Dup Tours for them This project involves utilising the existing e-business platform and linking into formal FIFA based systems This project involved developing post 2010 tourism packages and campaigns to encourage supporters to stay longer Estimated costs Co-ordination agency 7. Media Campaign and single Brand Messaging R5m CTRU 8. Website Linkages – online booking Extended Stay Campaign R3m CTRU / CTT 9. R2m CTRU / CTT Total = +/R57.7m 17.4 Pre-conditions for Implementation • • • • • 17.5 Budgets and timeframes Alignment and co-operation between Lead/Secondary role-players/sta keholders Political buy-in Brand alignment (City/Province/Local) Stakeholder buy-in and co-operation (Private sector/Government) Risks The following risks have been identified Risks Lack of funding for special marketing activities Likelihood High Mitigation Innovative fund raising and private sector partnerships; Innovative use of PR for activities to promote messaging All other risks are related to the lack of funding Assign dedicated staff Use FIFA Com Constant information sharing Lack of information access for media Lack of ownership of strategic domain names Unrealistic stakeholder community expectations Medium Medium Medium 77 17.6 Costs (As indicated in the output table above.) The total requirement of successful implementation for this project is R57.7 million of which R11.7 million can be funded from own sources. 78 18. 18.1 PROJECT 18: ENVIRONMENTAL SUSTAINABILI TY Proj ect Description The 2010 Strategic Plan adopted by the City and Province on 25 th July 2006 clearly articulates a sustainable development approach to the event, infrastructure provision and general opportunities in relation to 2010. The German legacy, known as Green Goal, provided four main pillars: public transport, wise water and waste management, as well as renewable energy. FIFA have endorsed and incorporated Green Goal with the support of UNEP into all their future events. Greening of Major Events has become an accepted international standard to limit the impact of the event on the environment. South Africa successfully implemented a green event during the 2002 World Summit on Sustainable Development and the 2006 ICLEI conference. The 2010 World CupT M will also be managed as a green event in Cape Town. In terms of the Host Cities agreement, the City has undertaken to embrace the concept of su stainable development that complies with applicable environmental legislation and to promote social equity, ecological integrity and economic development, i.e. the concept of su stainable development. These principles apply to the provision of infrastructure and to the management of the event. The City has also undertaken to ensure that it is as attractive as possible to the members of the public and visiting football fans; this includes beautification of prominent areas. This project has extensive linkages to all six of the City’s IDP strategies, the PGDS and the National Strategy for Sustainable Development, the World Summit for Sustainable Development’s Johannesburg Plan of Implementation and UNEP’s Urban Environmental Accords, to which the City is a signatory. All emphasise targets of sustainable development relevant to this project, namely in the areas of energy and transportation, waste minimisation, air and water pollution and biodiversity. 18.2 Outputs and Outcomes 18.2.1 Procurement • Construction of a world class “environmentally friendly” stadium. It is imperative that the design principles are interpreted into appropriate specifications written into the construction tender. Purchasing of environmentally preferable materials for the construction of the stadium and other infrastructure, with maximum re-use and/or recycling potential and where possible to purchase local products/services. Re-use for low income areas’ benefit would be the deconstruction of the existing stadium and the relocation of the material to disadvantaged areas. Engagement with Match to select venues (hotels etc) that operate energy and water efficiency systems and contribute to local economic development. The selection of hotels includes those beyond the City as well as base camps outside of the City. • • 18.2.2 Waste reduction • Reduction of waste and improved resource management (including the identification of waste minimization opportunities for all aspects of 2010). With FIFA and sponsors the project will identify opportunities for waste reduction during the event (before and after, if possible) Use of re-usable items wherever possible • 79 • • Recycling and the separation of waste so as to promote recovery of recyclable products in the waste stream; job creation in the process; Involving and growing waste companies (glass, paper, plastic etc) 18.2.3 Energy efficiency • • Use of renewable energy sources (such a s wind or solar) where possible and affordable, Raising of awareness around energy consumption during the event as well as availability of alternative energy sources Selection of appropriate service providers (hotels and venues) that will minimize the energy required by guests through raising awareness. • The Clean Development Mechanism (CDM) under the Kyoto Protocol provides an opportunity for projects in developing countries that can reduce greenhouse gas emissions to attract financing and technology investment from industrialised country companies in exchange for carbon credits (Certified Emissions reductions – CERs). This means that projects that reduce fossil fuel-based electricity and/or energy use, either through energy efficiency interventions or switching to renewable energy, can potentially generate an additional revenue stream by applying to be CDM projects. A complete asse ssment of the stadium from a design and development perspective by using the CDM methodologies is being undertaken. The process is expected to reveal at least the following key outcomes: • • The actual price differential in the capital costs of energy efficient design versus conventional design The actual operational cost savings (or not) of the energy efficient design versus the conventional design The potential income stream from the sale of CERs. • 18.2.4 Transport • Selection of service providers in transport that have vehicles with alternative fuels and technologies that minimize energy consumption and pollution Public transport to be used wherever possible and for transport to be safe and accessible to general public Integration of non-motorised transport networks with public transport networks Promotion of walking by providing pedestrian footpaths and walkways which are safe, convenient, aesthetically pleasing and illuminated Promotion of cycling by providing cycle routes, facilities and storage facilities at transport interchanges. • • • • 80 18.2.5 Biodiversity Ensure that the following interventions are included in the operator terms of reference: • Ensuring that the urban park surrounding the stadium uses indigenous plants and consider the establishment of a Fynbos Garden within the Common and close to the Stadium to raise levels of consciousness on the part of the public The planting of trees, not only around the stadium but also along the sides of roads, near hotels and other facilities. Consider the implementation, within the Urban Park and surrounding area, of one of the Local Action for Biodiversity (LAB) interventions, to which the City of Cape Town has committed Ensuring that the Urban Park will have long term use for the people of Cape Town Awareness raising initiatives targeted towards biodiversity value, use and conservation Information boards on display in the Park so as to create awareness. • • • • • 18.2.6 Communication, education and public awareness • • • • Develop a communications and public awareness strategy and action plan Involve local, national and international media before, during and after the event Electronic press releases for all media Capacity building and training programmes for staff and service providers on su stainability General public awareness campaign around the need for and the actual greening of 2010 and capitalize on the opportunity of informing and educating the general public on greening of not only 2010 but large events Schools educational drive to ensure sustained behavioural change towards responsible environmental behaviour and awareness of impacts of individual choice among the next generation of Western Cape citizens – linked to the existing Youth Environmental Schools (YES) programme Develop and implement a Youth programme that promotes well-being through sports and a healthy environment. • • • 18.2.7 Water management • Use of wa ste water (grey water) or rain water during construction phase of stadium to be incorporated into the design of the stadium Use of waste water (grey water) or rain water for irrigation at the venue and surrounding urban park during and after 2010 Selection of appropriate service providers (hotels and venues) that will minimize the water required by guests, through raising awareness. • • 81 18.2.8 Air Quality Management • Ensure that activities during construction phase and delivery of all services during the World Cup are in line with and complimentary to the vision, goals and objectives of the City’s Air Quality Management Plan. 18.2.9 City Beautification • • • Define a City Beautification strategy, aligned to the main Tournament areas identified Venues, Airports, Major entry and exits, Major Tourism venues & FIFA Hotels. This project must work in conjunction with the City Branding Project & Protocol Project Monitoring and evaluation of all projects will be essential in order to track outcomes and ensure long term sustainability. 18.3 Pre-conditions for Implementation The success of this project will depend on the fulfilment of the following pre-conditions: Internal (South Africa) • The provision of required resources, including finance and personnel. While the implementation of these interventions will lead to long-term cost savings, there will be a need for initial additional expenditure. Political commitment to these project aims and objectives, in accordance with the City’s IDP and the Provincial Growth and Departmental Strategy. Public support • • External (FIFA) • • 18.4 Risks Risks will be carefully analysed during the compilation of the more detailed Greening Business Plan and will be incorporated in an amended document at that stage. Initial risks are: Risk Risk 1: Failure to achieve agreed inputs into construction tender process, leading to stadium and surrounds not achieving long term economic, social or environmental su stainability objectives; also opportunity loss in respect of Cape Town profiling and marketing a green stadium Risk 2: Failure to achieve waste management targets leading to unsightly event precincts and Likelihood Medium – High (due to very tight time constraints and funding) Mitigation Steps Work closely with design team over next 6 weeks to ensure adequate information conveyed in the tender process. Agreement to continue to incorporate environment as one of the tenets of the World Cup and to build on the Green Goal initiative of 2006 Commitment by the FIFA sponsors to the aims and objectives of this project Low medium Ensure strategic use of resources, including existing capacity, in respect of implementation of waste management 82 Risk loss of opportunity to implement su stainable waste strategy Risk 3: Failure to secure funding Risk 4: Poor public co-operation Risk 5: No dedicated City / Province staff made available Likelihood objectives Medium Low Low Mitigation Steps Raise private sector funding; Implement labour-intensive less costly measures Run participatory programme including media campaign Assign tasks to existing officials to undertake over and above other work requirements (poor results likely); Appoint paid service providers to undertake task . 18.5 Resource Requirements A dedicated team is required to plan and implement environmental sustainability measures in the construction and operational aspects of 2010. While this team does not need to be large, a full time focus is required to ensure FIFA’s commitments to su stainability. Existing staff from both the City and Province will be expected to contribute strategic input, but full time resources are essential for implementation It is suggested that a project director be appointed on a four year contract to serve in a fully functional joint City–Province office from early 2007 to ensure delivery not only at the event, but to ensure that the benefits endure and grow into the long term future. It is estimated that two project managers (cleaner production processe s and transportation and infrastructure) and an administrative support official will be the minimum required to cover most of the Environmental projects facets of the World Cup. 18.6 Costs Full detailed estimates of costs to be incurred and resources needed will be provided by the Greening Business Plan process, currently underway. Proj ects Event greening, eco efficiency, sustainable procurement and biodiversity Integrated waste management Monitoring, evaluation and communication Green ratings for hospitality industry Total Amount (R) 6 000 000 8 000 000 10 000 000 1 000 000 25 000 000 83 19. 19.1 PROJECT 19: ARTS AND CULTURE Proj ect Description This project has the ability to truly display to the World that the 2010 FIFA World CupT M is a truly African World Cup, on an African Stage, winning in Africa for Africa. National strategy: “South Africa as a nation at work, with soul”. • • • • • • Arts and Culture industry must be stronger after the 2010 FIFA World Cup 2010 will be better because of its contribution African Arts and Culture program that recognises African inputs Mobilisation around issues of unity Opportunity to make people with disability central Reach the people and their inner soul Provincial Strategy • • Presenting and showcasing the cultural diversity of our Province, Country and Africa – with an eye to football. Economic growth – in partnership with the National Department of Arts and Culture (DAC) projects with universal appeal that provide secure jobs for artists, playwrights, poets Social Cohesion – To mount productions that showcase different facets of South African cultural identify thus fostering national identity and pride In tandem with National (DAC), aim to produce high quality cultural content To use the event as an opportunity to change perceptions, enhance our national profile, and improve our sense of pride and unity across the racial and class divide. The project must bring football to the theatre and, in turn, football must bring theatre to football and in this process c reate new friendships. • • • • • • • • • • • • • • • • • • • • Partnerships- Joint ventures with among other role-players: National Department of Arts and Culture (DAC) Provincial Department of Cultural Affairs and Sport (DCAS) City of Cape Town Western Cape Cultural Commission (WCCC) Western Cape Language Committee (WCLC) Western Cape Department of Education Western Cape institutions of higher education Private Sector, and The Media Cape Craft & Design Institute Artscape Cape Town Routes Unlimited Cape Town Opera Cape Town Ballet Cape Town Orchestra Cape Town Jazz In designing these projects both visitor interests and expectations as well as building local enthusiasm and pride must be considered. 84 19.2 Outputs and Outcomes In designing these projects consideration was given to both local and visitor preferences. Proj ect 1: Exhibitions Key Museums in the Province to promote to visitors Cape Town & the Western Cape as a pace of cultural identity & learning This project will focus on : • • History of football in Africa, South Africa and football development in the Western Cape The football referee in Africa and South Africa Proj ect 2: Creativ e Arts (Visual Arts) • This project will focus on craft and fine arts and will showcase our wealth of creative arts specific focus will be on the following: o o o Expanded Beautiful Things program and exhibited all over the world. In partnership with CCDI, set up a arts, craft , fine art and new art exhibition inspired by the football theme Local, well designed craft exhibited and sold. Proj ect 3: Performing Arts Dance This sub project involves the development of a dance competition inspired by football which will showcase the regions wealth of dance forms, for example: Ballroom, Pantsula, HipHop, traditional, gumboot, ballet, etc. Music This sub- project involves: • • • • Music festivals associated with Public Viewing Events Commissioning of an opera to be performed as one of the FIFA events for 2010 Bringing a football theme to the Jazz Festival in the province and the region and truly concretizing Cape Town & Western Cape as a Jazz Capital Developing Orchestra performances inspired by African music and including the assimilation of African instruments Theatre This sub- project involves development theatre as a side show at Public Viewing Areas Proj ect 4: Literature and Language This sub project will involve: • Language training –Targeted languages: o o o French Portuguese Spanish 85 o o o • Italian German Arabic Translation and Interpreting Services involving refugees wherever possible. Proj ect 5- Fashion • This project involves the staging of a “Fashion meets Football” competition and will serve as a platform for young designers to showcase their wares.. Proj ect 6 Books This project involves theming the All Africa Book Fair and the Cape Town Book Fair. As a showcase to promote an interest in football in the region Proj ect 7 Cuisine This project will ensure that both local, African and international cuisine is served at public viewing areas and other events within the City. 19.3 Pre-conditions for Implementation Pivotal to implementation will be the alignment of strategic 2010 objectives with budgets of all the relevant National to Provincial and especially within the Western Cape, Provincial Departments and local government and other stakeholders. 19.4 Risks Risk Not perceived as an African World Cup Government and sectors plan separately (not together) Lack of buy in by arts, culture and heritage stakeholders Lack of buy in by various Departments due to competing line function demands Focus on hard infrastructure needs and diminishing importance of social and human development needs Poor cultural infrastructure and lack of training facilities in historically disadvantaged communities and many regions outside the metro Too many poorly attended events Likelihood Medium Medium Low High Mitigation Steps Include programs that have contributions from Africa, particularly involving resident non-SA Africans Actively engage the sector to provide substance to the plan and achieve objectives Establish consultative provincial local government and stakeholder forum Consistent monitoring and evaluation through reporting to City and Province’s 2010 Committee to ensure alignment of objectives and implementation HOD leadership and willingness Leadership and communication of socioeconomic agenda Put in place a strategic infrastructure, human resource development, events and entrepreneurial plan that would lay the basis for ongoing and sustainable growth in the sector through Provincial and local government structures Focus – less is more – Target audiences carefully Medium Medium Medium 86 19.5 Costs The following are estimated costs: Proj ect- Arts and Culture Craft and Design Performing arts Total Operational R2 mill R6 mill R8 m 87 20. 20.1 PROJECT 20: VOLUNTEERS Proj ect Description The 2010 World CupT M will only be possible with the assistance of volunteers. Nationally the Organising Committee have indicated that they will require a total of 15 000 Volunteers, approximately 1 500 per City. As observed in Germany, these Volunteers will primarily be used in football related activities such as t ransport for the FIFA family, ticketing, venue organisation. In addition, various City projects need to be executed with the extensive use of Volunteers. Projects such as Tourism, Safety and Security, Sports development and Fan parks lend themselves to require the services of extra hands. The National Department of Sports and Recreation (SRSA) successfully implemented the 2003 ICC Cricket World Cup Volunteer Program and will be using much of the lessons learnt from this program. SRSA have indicated that it is their intention to role out a Training program for volunteers and that they intend having a role in the production of material and documents for the program. The City intends assisting the National process in the areas of recruitment and the development of a Volunteer Management Programme to coordinate the efforts of the volunteers throughout the various FIFA/OC and City programs 20.2 Outputs and Outcomes 20.2.1 Volunteer Requirements and skill sets • • A comprehensive list of skill requirements to be compiled (health, safety/security, sport, language, tourism) Framework for the Volunteer program 20.2.2 Recruitment Drive • • • Primary Target Areas: Six Districts within the City Successful s ongoing volunteer programs run by the City’s Department of Sport and Recreation in collaboration with Sporting Authorities, to be replicated Recruitment within the City’s refugee communities to build a database of people with special language skills 20.2.3 Database Development & Management • Development of an up to date database of Trained Volunteers 20.2.4 Training • Align with SRSA and the Organising Committee program 20.2.5 Volunteer Awards • • In order to build volunteer capacity it is envisaged that Volunteers will be used during City Organised Sports and Recreation activities in the period leading up to 2010. Volunteers will be awarded for their efforts 88 20.2.6 Human Development • • 20.3 Where possible, link the training of volunteers with recognised Certified institutions and SETA’s Participants will be left with skills which can assist them finding jobs before and after the World Cup. Pre-conditions for implementation Some of the outcomes are only achievable once the National program becomes clearer. The success of the program will be determined by a series of partnerships with Provincial government, SAFA, City of Cape Town and Various volunteer organisations. Volunteers should reflect the demography of the Province. 20.4 Risks Risk Unable to attract volunteers on an unpaid basis due to the socioeconomics of the country Volunteer skill sets required, not aligned with soccer fraternity/existing volunteers organisation skill sets Likelihood Medium Mitigation Discuss the matter nationally and determine what possible remuneration strategies to implement Broader recruitment program to be considered, including internet based. Tiered Volunteer program, linked to skill requirements Medium 20.5 Requirements The intention is to rely on human resources in the City Of Cape Town Sports and Recreation department to drive the program, assisted by the Western Cape SDepartment of Cultural Affairs & Sport.. At least two dedicated people required: • • Responsible for Recruitment and Training Programs Responsible for Database management 20.6 Costs The roles and responsibilities of the Organising Committee and SRSA towards the payment, food and other requirements the volunteers may have such as clothing is not clear, at this stage. For the purposes of budgeting, we assume the German Model where the organising Committee took responsibility for the FIFA Volunteers and the Cities took responsibility for the City Volunteers. Recruitment of 1500 FIFA Volunteers & 1000 City Volunteers Remuneration of City Volunteers (R2500 for the month X 1000) Food and drinks City Volunteers @ R100 per day (BL & D) Clearly identifiable clothing for City Volunteers (Sponsorship) Accreditation Training of FIFA Volunteers (provision of venues) Training of City Volunteers (provision of venues & materials) Database Management Software Total R 100 000 R2 500 000 R3 000 000 R 50 000 R 10 000 R150 000 R250 000 R30 000 R6 090 000 89 21. 21.1 PROJECT 21: SPORT DEVELOPMENT Proj ect Description The 2010 FIFA World CupT M is the grandest gathering of football on the planet. Football is a language we all speak, no matter what language, colour, creed religion and therefore provides a magnificently powerful tool to communicate messages, FIFA calls it “Touching the World” . We need to create the emotions that will open pockets to develop sport and create opportunities. While there is no specific national government guarantee or FIFA requirement that guides this project, it is a critical project as its supports marketing and communications, training venues and base camps and the volunteer programs The SRSa Plan covers 2010 FIFA World CupT M Legislation such as the Special Measures Bill, Support for the National Team- Bafana Bafana; Legacy Venues (within the Cities and the Provinces) similar to the ICC Cricket World Cup program; Volunteers and Building Soccer e.g. Street soccer program The Provincial Goals for Sport development are to leverage economic growth, job creation and build human and social capital within the sport sector and to leave an institutional legacy for su stainable sport development, through structured consultation with sport partners in civil society. Provincial Government is focused on sport development, while the City’s constitutional mandate focuses on facilities. 21.2 Outputs and Outcomes 21.2.1 Project 1: Developing Football Human and Social capital This proj ect inv olves: • Expanding mass participation o Street football Developing structured District leagues thereby consolidating on gains form hosting the Homeless World Cup in Cape Town and the Streetworld football festival hosted by FIFA in Berlin. o Schools and Club programs Creating excitement with Children by creating schools and club programs Football programs innovatively be integrated with life skills programs such as the Fair Play Fair Life, teaching youngsters the values by competition, co-operation, respect for each other, discipline and fun. • Building capacity in football * * * * • Training programmes for administrators, coaches, referees and athletes. Focus on niche academies such as goalkeeping and striking. Facilitate good governance in football structures, local football associations and clubs Encourage and assi st local Football Administrators to participate in FIFA Administrators courses [ in Africa with Africa programme] Football ambassadors programme Lobby High Profile Football Players, especially those with a connection to become Cape Town ambassadors and link in with the national ambassadors programme 90 21.2.2 Project 2 : Developing the football culture in the region in the lead up to 2010 This proj ect inv olves: A Football events strategy and plan • • • • Attract at least 3 International Soccer Events per annum to Cape Town Cape Town based professional teams to be assisted hosting international clubs by participating in a beginning of season warm-up matches Matches to assist Cities with event systems and clubs with raising the playing standard Build Cape Town as a Soccer City by promoting interest in local football and attendance at local and international football matches International Partnerships • • • Sport exchange programme focusing on football; Lobby Sports Clubs to play matches in Cape Town or have pre-season camps in Cape Town Create twinning agreements with other countries and football clubs to promote football as well as visitor stay in the Western Cape. Development of a sports museum • Development of a Sports Museum or exhibitions focused on football as the stimulus for further interest and local pridie 21.2.3 Project 3: Improve sport facilities infrastructure • • • 21.3 Identify sports grounds in consultation with SAFA Western Province and SAFA Cape Town and other civil society role players, in the Province that need upgrade as part of the legacy program. Linking ancilliary activities to football facilities (e.g. internet access, futsal, wireless clouds etc) Use best endeavours to ensure as far as possible that the selection of Training Venues and Base camps are in line with legacy objectives Pre-conditions for Implementation • • • • Intergovernmental co-operatiojn Full stakeholder involvement by strategic sport partners (football structures, community based sport networks and sport federations; Alignment of strategic objectives of various departments and FIFA, Organising Committee and SAFA Funding o o Alignment of existing budgets Access to other sources of funding such as the National Lottery & sponsors 21.4 Risks Risk Unable to raise enough funding Lack of buy in by sport stakeholders beyond football structures Lack of buy in by various Departments due to competing line function demands Likelihood Medium Low Mitigation Steps Create the products for sponsorships Establish consultative forum through City’s Sport Forum and Province’s Sport Council Sport and Recreation Directorate Consistent reporting to City and Province’s 2010 Committee to ensure alignment of objectives and Medium 91 Focus on hard infrastructure needs and diminishing importance of social and human development needs 21.5 High implementation 2010 office Constant monitoring by relevant officials and reporting to 2010 Committee. Leadership to ensure legacy is balanced with compliance Costs Strategy Developing Football Human and Social Capital Developing the football culture in the region in the lead up to 2010 Improve sport facilities infrastructure Total Note: Capital Requirement Operational Requirement R 8 000 000 R6 000 000 R 1 500 000 R 15 500 000 0 R 20 000 000 (Sports museum) R 8 000 000 R 28 000 000 If funding for a sports museum is not secured a temporary travelling sports exhibition could be developed at a cost of R5 million using the District 6 museum collection as the starting point 92 22. 22.1 PROJECT 22: ECONOMIC AND HUMAN DEVELOPMENT Proj ect Description The 2010 Strategic Plan adopted by the Provincial Cabinet and the City’s Mayco on 25 th July 2006 sets out the principles of using 2010 to build the economy, to ensure benefits are spread to SMMEs and to people across the Province. Economic and human development are cornerstones of the region’s Provincial Growth and Development Strategy (PGDS) and the City of Cape Town’s IDP. The economic and human development aspects form part of the leverage pillar of the 2010 Strategic Plan. 2010 provides a particular opportunity to leverage job creation and SMME involvement, through hosting as many related FIFA, sponsors’ and related events as possible, through extending visitors’ length of stay, encouraging them to travel throughout the province, the country and the continent, converting first time visitors into returnees (bringing family, friends and business colleagues), ensuring as much local procurement of FIFA and sponsors’ services and merchandise as possible, using local skills (or partnering with foreign skills to ensure skills transfer), and leveraging trade, investment and film making. 22.2 Outputs The 2010 Strategic Plan of the City and Province articulates approaches to socio-economic development which will guide the following, amongst other projects: 22.2.1 Sub-proje ct 1: Merchandising/Sales This project involves identifying economic opportunities for SMMEs and BBBEE applicable to approved merchandise and services directly required for World Cup 2010. It involves putting FIFA and sponsors in touch with quality service providers and local manufacturers, in partnership with organised Business. 22.2.2 Sub-proje ct 2: Business opportunities in Public Viewing Areas The project involves identifying formal and informal trading opportunities in Public Viewing Areas across the province for 2010. Examples include sale of craft, memorabilia, food, parking services, music, sound , lighting, etc. National, provincial and local government will work with financial institutions (including the SEDA, IDC and DBSA) to ensure emerging and small entrepreneurs have adequate financial and human resources to bid for and manufacture/stock delivery to FIFA and sponsors’ requirements. (i) Sub project 3: Business Opportunities through Exhibitions, Conferences and Events 2010 provides a focus for the world on our craft, agricultural products, cultural industries, call centres and many other sectors of the (African) economy. Major opportunities for showcasing capacity directly to FIFA and sponsors must be maximised, eg focusing the Design Indaba on excellence in Cape craft and design. This project will be supported by the Economic and Human Development workgroup which includes Wesgro, CTRU, CCDI as well as line departments. (ii) Sub Project 4: Monitoring and Evaluating the economic impact of hosting the 2010 WC This project involves working with the HSRC, DPLG and others who are tracking, monitoring, evaluating and reviewing the impact of hosting the 2010 World Cup on the regional economy. 22.3 Pre-conditions for Implementation Full stakeholder involvement by strategic partners (FIFA, LOC, City, Province, organised Business, Proudly South African, SEDA etc) 93 22.4 Risks Risk Unrealistically high local expectations Standard/costing of local manufacturing/services inadequate for FIFA/sponsors Unable to raise enough funding Likelihood High medium Medium Mitigation Steps Regular informative communication about actual opportunities eg B&Bs Motivate to FIFA/sponsors to support African entrepreneurs; negotiate with local suppliers to be competitive Line function economic development departments to realign their budgets 22.5 Costs Strategy Merchandising /Sales Business opportunities in Public Viewing Areas Exhibitions Total Capital Requirement Nil Nil Nil Operational Requirement R50 000 R200 000 R1 million R1, 25 million 94 SECTION E: SPECIAL PROJECTS 95 SECTION E: SPECIAL PROJECTS 23. 23.1 PROJECT 23: INTERNATIONAL BROADCAST CENTRE (IBC) Proj ect Description The 2010 FIFA World CupT M is recognised as the biggest media event in the World. For every one of the fans in the stadium, 15 000 will be watching each FIFA World Cup match somewhere in the world. This event is the biggest opportunity Cape Town is likely to have to display its asset s and opportunities to the rest of the world. The media are essential partners in the event and FIFA recognizes their role in the success of the event and the development of the game and the Continent, and they therefore guarantee state of the art facilities and services for the media. Broadcast partners work with FIFA-appointed Host Broadcast Services (HBS) to deliver standards and services that are more exciting with every World Cup. Cape Town, as an attractive cosmopolitan city with good infrastructure, provides FIFA with the opportunity to please the media, which, in turn, makes for satisfaction amongst journalists, who then are more likely to write positive stories about the event and the location (country and continent). Cape Town is competing with Johannesburg and Durban to host the IBC. The hosting of the IBC will bring the media (and their families for those staying longer than the month-long event) to stay, to consume local services and products, to explore and enjoy. Another benefit for Cape Town is the fast tracking of the long-agreed expansion of the Cape Town International Convention Centre (CTICC) leaving a lasting legacy for Cape Town. Hosting the IBC will also provide legacy benefits though it’s WIFI and WiMAx requirements moving Cape Town closer to being a true convention city. Lasting economic benefits to the city will be augmented, as the CTICC currently contributes R4.5 Billion per annum to the GDP, has created 2343 direct new jobs and 3058 indirect new jobs since opening in 2003. Its occupancy averages 70%. There is therefore a very strong socio-economic argument to expand this facility. 23.2 Outputs and Outcomes Project 1: Bidding Phase • Bid to host the IBC in Cape Town Inform inspection team of opportunities and respond to concerns expressed. Host the followup visits and respond to all issue s. Project 2: Completion of the Expansion Project • • • • • Agree with FIFA on space requirements Agree with FIFA on the accommodation of that space Adjust existing architectural drawings to suit FIFA Requirements Finalise planning process Construct the building for hand-over to FIFA in January 2010 Project 3: FIFA IT&T Compliance • • Completion of requirements in terms of IT&T, electricity and other requirements FIFA overlay 96 Project 4: Operational compliance • 23.3 Ensuring that the facility has the required staff and facilities to provide FIFA with excellent operational support. Pre-conditions for implementation • • • Availability of the Customs House site Assurance that Convenco will raise the funding for the development Operational business model for the extension of CTICC is viable 23.4 Risks Risk FIFA awards IBC to another Host City Unable to Access the Customs House site Unable to raise funding Likelihood Medium Mitigation Fool proof, practical & convincing bid document demonstrating will, practicality and full political support. Need to fast track the release of the site as well as on-going negotiations Convenco to finalise funding strategy Medium Medium 23.5 Costs The capital cost of the expansion of the Convention centre is currently estimated at R800 million. This figure is based on current design and does not take into account the interactive process that would need to be undertaken to refine FIFA’s IBC accommodation requirements. There is no option to Host the IBC in the existing facility as FIFA require access to the IBC for 9 months and this would result in a significant loss of revenue and exhibitions for the City. In addition the provisional estimate for the provision of space in the new extension will be in the order of R35 Million (which is proposed to be capitalised into the main project). The funding proposal is that Convenco internally fund the expansion, primarily by way of cross subsidizing with potential revenues from additional residential-, hotel-; and office developments on the site. Although the building will visually be the mirror image of the existing convention centre, the expansion of the CTICC will be smaller than the existing Convention Centre because it will contain mainly exhibition halls on the ground floor with residential and office accommodation above. It is the CTICC’s intention to fill the additional ground floor double volume space primarily with new trade fairs and existing repeat bookings, and to offer the existing trade halls to more international congress organisers. It is expected that substantial additional socioeconomic benefits will be generated by this expansion. 97 SECTION F: CONCLUSION 98 SECTION F: CONCLUSION 24. 24.1 FINANCIAL SUMMARY Financial Summary The 2010 FIFA World Cup is becoming a major catalyst for development. South Africa is a country under construction both literally and figuratively. There are accommodation, airport and road developments everywhere. The construction industry is clearly booming. The resultant impact will be pressure on resources; human, material and equipment. This will put pressure on the infrastructure projects. The City Of Cape Town has therefore issued a prequalification tender on 3 October 2006. A more accurate indication of final costs will only be known once contractors submit costings early in December 2006. In order to ensure that no time is wasted in the procurement process, the City has established a fast-track mechanism. Dedicated personnel will work within set time-frames and there is an unblocking mechanism at senior management level if needed. The system has proved to be effective during the RFP for the Design Consortium and the Pre-qualification Tender for the Contractor. A rigorous and iterative process was undertaken with the design team to reduce stadium cost to more closely match the available resources. Risk allocation for contingencies have been reduced – the provision for foreign exchange fluctuations to 10%, and general contingencies to 5%. This is in line with the Organising Committee’s Technical Team allocations in the base case stadium. The City of Cape Town and the Provincial Government would like to formally request National Treasury to consider reducing the exposure all host cities face with major, unforeseen financial risks outside of their control. These risks include, but are not limited to, foreign exchange fluctuations and demand driven inflation in the construction industry. The request is for a national contingency allocation to be provided for such eventualities.. Objections were raised by the residents of Green Point with respect to acoustics, visual impact, financial sustainability and parking. It is anticipated that the Record of Decision that the Provincial Government will issue will be conditional on the City responding to the concerns raised, and that the required measures will become a legal obligation. The cost impact of these EIA conditions together with site specific costs are estimated to be a total of R642 million. The City Of Cape Town has set aside R400 million for the capital funding of this project, but will need an additional investment of R500 million from the other spheres of government. The Province has given an indication that a capital contribution of R100 Million to the stadium development is possible. A site in this location could lend itself to private sector funding opportunities. Such discussions and negotiations will, however, be time consuming and the real opportunities may be limited due to zoning restrictions. As promised to the international community, South Africa needs to start constructing its stadia in January 2007. The City Of Cape Town, however, requires support from National Government in order to have all the funding secured by mid December before the contractor is finally appointed. The combined costs of the projects are presented in the spreadsheet which follows. The City and the Province will commit substantial resources to ensure the success of the event. As a result of the catalytic effect of staging 2010 World Cup, some urgent infrastructure projects have to be fast tracked. These are projects that would have been completed at some point in the future. Examples include electrical infrastructure upgrades, most of the transport projects and the expansion of the CTICC. The City Of Cape Town, together with the Province will actively engage other National Departments and private sector partners with proposals for them to consider investing in. It is possible to raise funding for infrastructure, social development and legacy related projects. The City does have a relatively strong balance sheet. This could be used to fast track infrastructure that had a planned completion date 99 beyond the 2010 World Cup and now needs acceleration. It must be stated that R400 Million is a maximum contribution to the Green Point Stadium development. 100 Guideline Sch edule of Costs (2006 - 2010) Financial Summ ar y Joint Agency's Private Sector/ Sponsorships CoCT No 3 Project Stadi um FIFA c omplaint FIFA+EIA Stadium FIFA + EIA + Sustainability 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Electrical Infrastructure Green Point Common Rec. Transport - C ommitted Transport - R equested IT & T Training Venues: Athlone Training Venues: Philippi FIFA Fan Par k & Public Viewi ng Accommodation Safety and Sec urity Disaster Risk Management Health Marketi ng, Signeage & Comms FIFA Events Tourism Environmental Sustainability Arts and Culture Volunteers Sport D evelopment Economic D evelopment International Broadcast Centre Operati ons & Staff Costs TOTAL R 686,657,500 R 476,000,000 R 8,000,000 R 73,000,000 R 92,800,000 R 28,457,500 R 292,400,000 R 200,000,000 R 65,000,000 R 3,500,000 R 392,000,000 MTIEF Capital 2010 Operational PGW C Capital Operational Nat. Treasur y Stadium R 1,680,000,000 R 300,000,000 Other National Dept. R 111,800,000 R 352,100,000 R 583,200,000 R 30,000,000 R 80,000,000 R 11,000,000 R 44,000,000 R 2,000,000 R 8,000,000 R 3,950,000 R 292,200,000 R 383,600,000 R 28,457,500 R 20,000,000 R 10,406,964 R 7,075,000 R 5,000,000 R 7,000,000 R 7,500,000 R 4,000,000 R 2,000,000 R 7,500,000 R 625,000 R 8,000,000 R 7,075,000 R 5,000,000 R 17,700,000 R 7,500,000 R 4,000,000 R 2,000,000 R 7,500,000 R 625,000 R 35,000,000 R 40,000,000 R 128,200,000 R 1,165,100,000 R 73,756,964 R 1,980,000,000 R 705,890,000 R 67,000,000 R 861,457,500 R 800,000,000 R 10,000,000 R 8,000,000 R 2,090,000 R 10,000,000 R 10,000,000 R 3,000,000 R 32,000,000 101 25. CONCLUSION In conclusion, the 2010 FIFA World CupT M provides the city with positive spin-offs some of which the city has already started benefiting from, these include: • Access to private sector investment in the metropolitan area o o o o o o o o o • R1.2 Billion to ACSA for Cape Town International Airport upgrades R1.2 Billion to SARCC for new and refurbished rail rolling stock R420 Million to SARCC for station and signalling upgrades R7 Billion investment in the V&A waterfront Additional R7 billion investment by V&A waterfront related to 2010 (IOL) Six (6) new approved new hotels to be constructed Release of developable land to raise finance for CTICC expansion Release of developable land to raise finance Upgraded IT&T infrastructure (if Cape Town hosts the IBC) which will be a boost to Cape Town as a convention city and call centre hub. Leveraging public sector investment o o o o Commitment from National Government for investment in the stadium Confirmed R292.2 Million from National Government for transport projects Commitment from the Provincial Government for investment in stadium, training venues, transport as well as developmental projects National Treasury have committed additional funding to the departments of Safety and Security as wells as Arts and Culture. Working in conjunction with these departments, there may by additional National Government investment. • Leveraging private sector investment in the event o o o Legacy projects Public Viewing Areas Educational programs in schools and to communities • Leveraging FIFA expenditure in the City and Province o o o o Business and SMME’s will be involved as sub-contractors in the FIFA supply chain. This could be a significant boost to Cape Town and Western Cape based companies FIFA recently invested approximately R2 Million in hosting the FIFA Kick-off workshop, which accommodated 200 people Creating a Host City branding program that can raise significant funds to cross subsidise other social and legacy projects • International media exposure o TM The 2010 FIFA World Cup marketing opportunities are significant with an estimated international visitor arrival of 500 000 people and a cumulative television audience of 25 - 28 billion. o By focusing activities on the City Centre, the expansion of the CTICC can provide television studios with glass panels to capture unique views of Table Mountain, the Atlantic Ocean and Robben Island. The images that will be beamed out to the world will be compelling and reflect history, natural beauty and vibrant culture o 102 o Members of the media will be able to interact with visitors and residents while walking, taking a water taxi, cycling, taking a bus to Green Point Stadium and the Victoria and Alfred Waterfront in a safe, festive environment Anticipated lasting benefits will include a general increase in the international visitor arrivals after 2010, which will sustain the Western Cape’s tourism industry o • Opportunity to create a better life for all o The 2010 FIFA World CupT M will necessitate the pooling of resources and efforts to address crime and safety. The World Cup will leave a legacy of increased numbers of trained security resources and equipment The transport systems will have vastly improved security and operational efficiency, which in itself will encourage more people to get out of their cars and catch a train to work It would be a catalyst for establishing the Metropolitan Transport Authority It provides an opportunity to improve organisational approach to service delivery there is a constant focus on an end date and officials will have to be creative and dedicated to meet deadlines with a “can do” attitude o o o • Opportunity to Build a unified Nation and a Continent o o South Africa’s successful transition to democracy was widely regarded as a miracle South Africa experienced a wonderful feeling of national unity after the Springboks won the 1995 IRB Rugby World Cup and this feeling can be achieved once again with the successful hosting of the World’s biggest event. The 2010 FIFA World CupT M presents the nation with another unique opportunity to build national pride and confidence and continue to tell the World about the country, continent and its people. o In order to realise the benefits outlined above, an upfront investment in infrastructure is needed. The selection of Green Point Stadium as the match venue is finalised and the City has an agreement with FIFA and the Organising Committee that this venue will be provided in the Stadium Use Agreement. The Green Point Stadium does carry a site premium due to the outcomes of the Environmental Impact Asse ssment (EIA). This site premium is in the order of R642 million. The City has committed R400 Million towards the stadium project and the Province has indicated that it will make available an additional R100 Million in order to realise the project. The City Of Cape Town and the Provincial Government of the Western Cape are proposing with this business case submission that National Treasury allocate to Cape Town R2 billion to construct the Green Point Stadium. 103 104