2010 FIFA WORLD CUP
CAPE TOWN & THE WESTERN CAPE
31 October 2006
2010 FIFA WORLD CUP
CAPE TOWN & THE WESTERN CAPE
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
SECTION A: INTRODUCTION
1. Executive Summary........................................................................................................... 2
2. Institutional arrangements .................................................................................................. 6
SECTION B: EVENT INFRAS TRUCTURE
3. Stadium ............................................................................................................................ 9
3.1 Design .............................................................................................................................. 9
3.2 Stadium Precinct ............................................................................................................. 20
3.3 Financial Business Plan ................................................................................................... 21
3.4 Stadium and Stadium Precinct Costs ................................................................................ 29
3.5 Project Programme.......................................................................................................... 31
4 Bulk Infrastructure............................................................................................................ 32
5 Green Point Precinct........................................................................................................ 33
6 Transport ........................................................................................................................ 35
7 Information Technology & Telecommunication................................................................... 41
8 Training Venues and Base Camps.................................................................................... 44
9 Public Viewing Areas (PVAs) & Official Fan Park ............................................................... 47
10 Accommodation............................................................................................................... 52
11. Programme ..................................................................................................................... 55
SECTION C: EVENT SERVICES
12. Safety & Security............................................................................................................. 57
13. Disaster Risk Management............................................................................................... 61
14. Health............................................................................................................................. 64
SECTION D: EVENT SUPPORT
15. Marketing, Signage & Communications............................................................................. 68
16. FIFA Events .................................................................................................................... 72
17. Tourism........................................................................................................................... 75
18. Environmental Sustainability............................................................................................. 80
19. Arts & Culture.................................................................................................................. 85
20. Volunteers....................................................................................................................... 89
21. Sport Development.......................................................................................................... 91
22. Economic and Human Development ................................................................................. 94
SECTION E: SPECIAL PROJECTS
23. International Broadcast Centre ......................................................................................... 97
SECTION F: CONCLUSION
24. Financial Summary ........................................................................................................ 100
25. Conclusion .................................................................................................................... 102
Annexure 1: Visuals
Annexure 2 Architectural Design Report
Annexure 3: Financial Feasibility Modelling
Annexure 4: Elemental Cost Estimate
ACSA Airport Company of South Africa
ASGISA Accelerated and Shared Growth Initiative for South Africa
CBD Central Business District
CCDI Cape Craft and Design Institute
CoCT City of Cape Town
CTICC Cape Town International Convention Centre
CTRU Cape Town Routes Unlimited
DAC National Department of Arts and Culture
DCAS Provincial Department of Cultural Affairs and Sport
DFA Department of Foreign Affairs
DOT Department of Transport
DPLG Department of Provincial and Local Government
FEDHASA Federated Hotel Association of South Africa
FIFA Fédération International Football Association
GCIS Government Communication and Information System
GPR Ground Penetrating Radar
HDTV High Definition Television
IBC International Broadcast Centre
IDP Integrated Development Plan
IMC International Marketing Council
ITP Integrated Transport Plan
IT&T Information Technology & Telecommunication
MFMA Municipal Finance Management Act
MTIEF Medium Term Income and Expenditure Framework
RFP Request for Proposals
PGDS Provincial Growth and Development Strategy
PGWC Provincial Government of the Western Cape
PTIF Public Transport Infrastructure Fund
PVA Public Viewing Areas
SABC South African Broadcasting Corporation
SARCC South African Rail Commuter Corporation
SATSA South African Tourism Services Association
SDTV Standard Definition Television
SMME Small, Medium and Micro Enterprises
SRSA Sport & Recreation South Africa
TEP Tourism Enterprise Programme
TGSA Tourism Grading Council South Africa
TIA Transport Impact Asse ssment
V&AW Victoria and Alfred Waterfront
WAN Wide Area Network
WCCC Western Cape Cultural Commission
WCLC Western Cape Language Committee
WESGRO Western Cape Investment and Trade Promotion Agency
SECTION A: INTRODUCTION
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
• 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
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
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 is coming to Africa for justice, as a tribute
and to change perceptions about Africa;
• 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:
• 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.
2. INSTI TUTIONAL ARRANGEMENTS
The City of Cape Town and the Provincial Government of the Western Cape have agreement
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
Mayoral Comm ittee
Sub-Committee Joint Meetings 2010 Cabin et
Executive Director Director General
Director: 2010 DDG: 2010
City 2010 Project Provincial 2010
Team 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
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
Service Delivery Director: Mayor’s Office
• Governanc e
• Risk Management
Director 2010: Director 2010: Director 2010:
Coordination Technical Operations
• Process management • Stadium • Economic Development
• Communications • Green Poi nt Pr ecinct • Safety and Sec urity
• Stakeholder management • Infrastr ucture • Disaster Management
• Fundi ng • Transport • Practice venues
• Legal • Sports development
Table 2.2 City Of Cape Tow n 2010 Proj ect Team
SECTION B: EVENT INFRASTRUCTURE
SECTION B: EVENT INFRASTRUCTURE
(Refer to Annexures 1 and 2 for more detail.)
3. PROJECT 3: STADIUM
3.1 Design Concept
3.1.1 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.
3.1.2 The following design principles relates to the stadium:
• Adherence to technical and feasibility standards
• Financial sustainability
• Environmental sustainability
• Social integration
• Economic development.
3.1.3 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
• 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.
3.1.5 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.
3.1.6 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
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
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.
3.1.8 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
3.1.9 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).
3.1.10 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
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
3.1.13 The stadium is organized into six principal levels, broadly containing the following functions
• 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
• 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
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.
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.
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
- 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. The current
operating capacity of the outfall is 26 Mℓ/day.
• 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
- No reservoir is required although water storage for emergency situations may
- 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
- 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
- Ducting, in the form of underground pipe work, shall be provided under
request by the Electrical Discipline plus any specialists involved in the new
- 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
- 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 sub-
contractor. The pitch will be constructed in accordance to the FIFA pitch
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
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.
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
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
A Transport Impact Asse ssment (TIA) document has been compiled.
At least four possible usage scenarios (scales of activity) of the stadium have been
• 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
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;
• 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,
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
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
• The FIFA and press areas on level 1
• The business club, multi-purpose hall and offices on level 3
• The business club restaurant and offices on level 4
• The VIP lounge areas and boxes on level 5.
Other areas throughout the stadium will require extract ventilation, such as toilets and cooking
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
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
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,
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.
Description of of Impact Risk response
Risk area level
Risk Occurrence / mitigation
H/M/L H/M/L LCTT
Land acquisition Land belongs L L 1 CTCC owns
to the City the land
Site geology Bad underlying L H 6 No Risk
bedding foreseen as
structures good founding
Planning Planning M H 9 Appeals on the
delays as a ROD can
result of ROD seriously delay
Design Design delays M H 7 Accelerate
Construction Resource H H 9 Procure main
Licences, permits & Delays aro H H 9 Management of
consents ROD EIA process
Contractual Disputes during M H 7 Effective
disputes construction construction
Availability of Influence on M H 7 Procure main
Construction progress contractor
Availability of Influence on M H 7 Procure main
appropriately skilled progress contractor
Availability of Influence on M H 7 Procure main
construction progress contractor
Weather delays Influence on H H 9 Reschedule
progress work where
Safety incidents Influence on L M 3 Safety and
progress Security Plan
Delayed approvals ROD – Delay in H H 9 Management of
start of EIA process
Schedule over-runs Influence on H H 9 Effective
progress Project and
Description of of Impact Risk response
Risk area level
Risk Occurrence / mitigation
H/M/L H/M/L LCTT
Labour disputes Influence on L M 3 Effective
progress Project and
Economic viability Not sufficient L H 6 Ensure
of project income aro sufficient
operation of income
Payment & Stadium cost to H H 9 CTCC, LOC,
payment approvals high for Nat DBSA, PAWC,
Gov to fund Nat Gov
L H 6 negotiate
LOC, DBSA not amount of
Cost escalations Increased cost H H 9 Allow for
Cost over-runs As a result of L H 6 QA procedures
designs in design
Under-spending On yearly L L 1 Effective
budgets Project and
EIA Process See above
Negative ROD’s See above
Obtaining statutory Do not foresee L H 6 No risk
Environmental Noise pollution M H 7 Design stadium
impact incidents to reduce noise
Provincial / Local Political climate M H 7 Political
Government in Western intervention on
Cape – delays local, provincial
in approvals and national
and differing level
Public / labour Public H H 9 Mitigate during
sentiment & activity sensitivity EIA process –
towards the social and
Description of of Impact Risk response
Risk area level
Risk Occurrence / mitigation
H/M/L H/M/L LCTT
Green Point economic
site benefit, and
Legal Opposition to H H 9 Management of
ROD EIA process
Procurement Main contractor H H 9 Compile a
not on board procurement
during Jan strategy to
2007 – no source
procurement contractor for
strategy stadium to be
involved in final
stadium – Nov–
3.2 Stadium Precinct
3.2.1 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.
3.2.2 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.
3.2.3 The precinct is a purpose designed space that contains a series of st ructuring elements and
• 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
• 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
• 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,
• 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.
3.2.5 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 re-
aligned 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.
3.2.6 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
3.2.7 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.
3.3 Financial Business Plan
(Refer to Annexure 3 for more detail.)
Three possible scenarios relating to the match schedule and commensurate levels of
patronage flowing from the match schedule, have been used:
• 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
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 Comemrcial Option 2
Ov erlay Stadium Low and Base High Low and Base High
Spectator Seating 64 500 64 500 64 500 64 500
Corporate Suites 101 101 85 85
Business Club 1 659 1 659 1 659 1 659
Office Rental 1 000 m² 1 000 m² 1 000 m² 1 000 m²
Legacy Stadium Low and Base High Low and Base High
Spectator Seating 64 500 44 000 64 500 44 000
Corporate Suites 101 217* 85 217*
Business Club 1 659 1 659 1 659 1 659
Centre *Located in the Podium *Located in the Podium
Action Sports Arena *Located in the Podium *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
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
• 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 • Precinct
o Rugby o High performance sports centre
o Football o Sports Museum/shop
o Concerts o Action Cricket & Netball
o Exhibitions o Tennis
o Rallies and Gatherings o Skate Park
o Conferences and functions o Bowls
o Offices o Volley Ball
o Jogging and cycle tracks
o Swimming pool and pool sports
o Other indoor sports e.g. fencing
o Open space for markets, circus etc
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.
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 2009 2010 2011 2012 2013
Football 5 7 4 7 4
Rugby - International 1 1 1
Football 5 7 4 7 4
Rugby 16 13 17 15 17
Football 5 7 4 7 4
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
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
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.
The total stadium revenue for the selected commercial option is summarised in the table below:
Base Scenario 2009 2010 2011 2012 2013
Spectator Based Revenue 21 773 635 36 393 168 13 772 663 4 829 896 13 772 663
Non-Spectator Stadium Revenue 10 644 350 11 434 253 14 847 322 9 532 346 16 469 408
Total Stadium Income 32 417 985 47 827 422 28 619 985 14 362 243 30 242 071
Spectator Based Revenue 23 506 455 36 370 164 40 130 859 40 434 281 49 650 775
Loan Amortisation -4 205 144 -4 205 144 -4 205 144
Non-Spectator Stadium Revenue 11 501 150 11 568 128 28 877 255 33 171 144 37 595 241
Total Stadium Income 35 007 605 47 938 292 64 802 970 69 400 281 83 040 872
Spectator Based Revenue 6 949 043 33 708 267 1 597 614 2 405 259 1 597 614
Non-Spectator Stadium Revenue 6 684 783 8 223 476 9 445 002 10 376 908 9 766 213
Stadium Income 13 633 826 41 931 743 11 042 616 12 782 167 11 363 827
3.3.6 Operating Costs
The stadium operating costs are projected in 4 categories:
o General overheads
• Match related costs – programmes, cleaning, security, etc
• Match fees – PSL, SA Rugby etc
• FIFA 2009 and 2010 costs
3.3.7 Net Income and Cashflow
The Tables below indicate the stadium operating surplus and overall precinct operating
surplus for each scenario.
- Base Scenario 2009 2010 2011 2012 2013
Stadium Income 32 417 985 47 827 422 28 619 985 14 362 243 30 242 071
Stadium Operational Costs 20 829 360 15 632 047 21 551 140 16 362 521 22 321 791
Stadium Taxable Income 11 588 625 32 195 375 7 068 845 -2 000 278 7 920 280
Tax Payable - Stadium 3 360 701 9 336 659 2 049 965 2 296 881
Surplus 8 227 924 22 858 716 5 018 880 -2 000 278 5 623 399
SPV Costs 4 935 500 4 935 500 3 955 500 3 955 500 3 955 500
Ov erall Operational Position 3 292 424 17 923 216 1 063 380 -5 955 778 1 667 899
Annual Cash Flow 9 890 219 22 036 141 5 232 516 -1 987 180 5 891 513
High Scenario 2009 2010 2011 2012 2013
Stadium Income 35 007 605 47 938 292 64 802 970 69 400 281 83 040 872
Stadium Operational Costs 19 945 956 15 210 786 45 149 843 45 299 213 50 949 213
Stadium Taxable Income 15 061 649 32 727 506 19 653 127 24 101 068 32 091 659
Tax Payable - Stadium 4 367 878 9 490 977 5 699 407 6 989 310 9 306 581
Surplus 10 693 771 23 236 529 13 953 720 17 111 758 22 785 078
SPV Costs 4 935 500 4 935 500 3 955 500 3 955 500 3 955 500
Ov erall Operational Position 5 758 271 18 301 029 9 998 220 13 156 258 18 829 578
Annual Cash Flow 12 356 409 22 966 638 9 243 419 11 933 676 17 486 888
Low Scenario 2009 2010 2011 2012 2013
Stadium Income 13 633 826 41 931 743 11 042 616 12 782 167 11 363 827
Stadium Operational Costs 13 775 086 14 839 286 13 148 576 13 407 866 13 148 576
Stadium Taxable Income -141 260 27 092 457 -2 105 960 -625 699 -1 784 749
Tax Payable - Stadium -40 965 7 856 812 -610 728 -181 453 -517 577
Surplus -100 295 19 235 644 -1 495 232 -444 246 -1 267 172
SPV Costs 4 935 500 4 935 500 3 955 500 3 955 500 3 955 500
Ov erall Operational Position -5 035 795 14 300 144 -5 450 732 -4 399 746 -5 222 672
Annual Cash Flow -762 220 21 297 891 -2 745 688 -1 275 023 -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
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
The table below indicates the NPVs of the surplus operating cashflows at a discount rate of
Commercial Option Base High Low
Project NPV - ongoing cash flows R 50 622 358 R 179 723 065 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
• 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.
- The hosting of the Confederation Cup will generate economic benefits with a
PV of R4,7m.
- 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.
Reasons for these costs are given below and have been quantified in the schedules provided
• 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
• 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
• 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.
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 Project Programme
3.5.1 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 Planned Date Comments
Record of Decision - ROD 31 October 2006 DEADP are in process to
finalise and publicise 31
Appeals Period - ROD 30 November 2006 A 30 day appeal period against
the decision is applicable
Decision by Minister 15 to 22 December 2006 The Minister and officials to
study appeals and formulate
Pre-qualification of contractors 6 November 2006 Contractors pre-qualified
Tenders for the appointment of 13 November 2006 A 21 day tender period, closing
the main contractor 24 Nov 2006
The appointment of the main 22 December 2006 Tender evaluation and reports
Site handover and construction 15 January 2007 Allow 21 day appeal period
against appointment and a 30
month construction period.
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
5. PROJECT 5: GREEN POINT PRECINCT
5.1 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
5.2 Outputs and Outcomes
5.2.1 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
• 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 need for funding applications to be approved
• The need for a positive Record of Decision (ROD) on one of the stadium site locations
• The need for the rezoning and other land use applications to be approved timeously
• The need for consultants to be appointed, designs to be compiled and plans approved
• The need political support and stakeholder buy-in.
Risk Likelihood Mitigation Steps
Effective motivation of Business Plan
Funding for the stadium
Ensuring that the cost implications of
project as requested by
Medium – High design decisions are factored into
national government not
City to pursue alternative funding
Legal challenge from
current lessees or I&AP’s
to the outcome of the EIA Engage I&AP’s before executive
and/or rezoning delaying High decisions are made to allay fears about
progress and putting future impacts and secure support.
5.5 Resource Requirements
Procurement of the following external resources:
• Golf course architect
• Urban designer
• Landscape Architect
• Sports facilitator
Proj ects Operating Capital Cost
Urban Park t
• Consultation, design and approval 600,000 -
• Detail design of first phase elements 600,000 R20,0m
• Golf course reconfiguration (Phase 1 investigation) 85,000 R13.5om
• Informal market 200,000 R1,5m
Pedestrianisation and NMT routes 600,000 R10,0m
Compensation to lessees 250,000 R20.0m
Total R2,335,000 R65.5m
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.
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
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
• Investment in long distance public transport facilities
• Investment in Non-motorised transport facilities (NMT)
• 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
• 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:
• 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
6.3 Key Interv entions
6.3.1 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 high-
income 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
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
6.3.3 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
• passenger information system including real time passenger information on priority
• 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
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
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
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.
6.4 Funding and Sources of Funds
Table 1 shows the funding requirements.
Source of Funding (R millions)
(R million) PTIF PGWC CoCT Other
ITS/Travel Demand Management 8.0 8.0
capabilities, inc. improvements to
public transport call centre
Airport city link including BMT lane 259.1 140.0 98.1 21.0
extension and Hospital Bend pre-
Klipfontein Corridor 330.0 90.0 210.0 30.0
City wide Non-Motorised Transport 45.0 20.0 10.0 15.0
Intelligent transport system 60.2 34.15 19.0 7.0
(transport network centre, Freeway
management system, Variable
message signage, Area traffic
Granger Bay boulevard 21.0 15.0 V&A
Cape Town airport improvements 1200.0 ACSA
Rail rolling stock 1000.0 SARCC
Rail infrastructure – station and 100.0 SARCC
communication / signalling upgrade 100.0
Sub totals R 3023.3 R 292.15 R 352.1 R 73.0 R 2306.0
TO TAL Source of Funding (R millions)
PTIF PGWC CoCT Other
Rail Upgrade R1815.0 SARCC
Transport Corridors & PT Priority R 841.1 237 549 38.6 CMP/MIG
Restructuring of Public Transport R 609.1 Funded under subsidy budget 609.1
(DOT). Consideration for vehicle
capital costs (PTIF)
Long Distance Bus Facilities R 50 15 10 10 ACSA
Non-Motorised Transport R 52 36 8 8
Intelligent Transport Systems R 30 21 4.5 4.5
Stadia Precinct Infrastructure R 118 74.6 11.7 31.7
Operational Management R 500 Funded under operational budget 500.0
(NDOT, PGWC, CoCT)
Sub Total R 2200.20 R 383.6 R 583.2 R 92.8 R 2955.6
Total R 7038.5 R 675.75 R935.3 R 165.8 R 5261.6
Table 1: Capital funding requirement and sourcing
6.5 Risks and Mitigation
There are a number of factors that need to be addressed and minimised. The main ones
• 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 road-
based 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.
7. PROJECT 7: INFORMATION TECHNOLOGY & TELECOMMUNICATION
7.1 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 Outputs and Outcomes
7.2.1 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
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
• 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
• Additional information to clarify WC2010 requirements is needed
• Establish effective communication between host cities, the OC, MATCH, EuroTech,
HBS and other service providers.
• 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
• General lack of detailed requirements
• Power failures outside of stadium – e.g. fan clubs
• Integrity of information due to hacking of IT&T systems
• Cable and equipment theft
7.5 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
• 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
City’s IT&T related cost R 56,915,000.00
8. PROJECT 8: TRAINING VENUES AND BASE CAMPS
8.1 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 Outputs and Outcomes
8.2.1 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
- Mossel Bay
• West Coast
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
• Funding for the upgrade of Provincial facilities to serve as base camps
• Marketing Plan & budget to market Provincial venues to qualifying teams
Risk Likelihood Mitigation Steps
Full funding for upgrades not Medium Align funding strategies for stadiums
available with funding priorities.
Align internal budgets where
Seek funding from external sources
such as the lotto
Facilities will not be used as Medium Final approval of practice venues by
practice venues FIFA and FIFA objectives may not
be aligned to Cities facility
Lack of stakeholder buy-in Low Establish consultative forum through
City’s Sport Forum and Sports
Focus on hard infrastructure Low Ensure that sports development
needs and neglect social and initiatives are coordinated with
human development needs sports development initiatives
Provincial facilities upgrade un- Medium Align District Municipality budgets.
funded Source external funding where
Attract few to be based in the Medium Early lobbying.
8.5 Resource Requirements
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
Operational Costs (Staff and
Element Capital (R)
Athlone Stadium Upgrade 297 400 000 NA
Bellville Stadium/ Velodrome 3 200 000 NA
Philippi Stadium 80 000 000 N/a
Total 380 600 000
9. PROJECT 9: PUBLIC VIEWING AREAS (PVAs) & OFFICIAL FAN PARK
9.1 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
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 Outputs and Outcomes
9.2.1 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
• Host City Commitment
The Host City is committed to provide FIFA with the following services at the FIFA
- No venue rental
- Security at no expense to the Organising Committee or FIFA
- Area to be free and clear of any third party advertising;
- Provide necessary a ssistance to:
(i) obtain the permits, licences and/or clearances required
(ii) 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.
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:
• Beaufort West
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
• 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.
• Weather - Site can be enhanced by the provision of a marquee or a temporary roof
• 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
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
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.
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:
• Start a street soccer league in 2007 to encourage people to use the square as a
• 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.
9.4 Pre-conditions for implementation
• Agreed plans
• Political support
• Clear roles, responsibilities of organizing entities
Risk Likelihood Mitigation steps
Transport, access, mobility Likely Choice of venues.
constraints Public and media information,
spacing of events, times,
movement versus static audiences
Equipment shortages Possible Prioritise PVAs, engage
sponsors/suppliers early on
Crisis Always possible Disaster risk and crisis
communication plan, exercises
Sponsorship shortfalls Likely Value offering, business benefits,
develop Cape Town unique selling
Branding, merchandising Likely Public, business education, visible
infringement legal action against transgressors
Resident apathy, attendance Possible Public information (including safety
figures down precautions), education, managing
expectations vs. creating
excitement, involvement variety
offering beyond soccer (arts,
Bad weather Possible Contingency planning,
9.6 Resource requirements
Dedicated marketing/sponsorship resource
Large screens and audio equipment
Staff – will draw on Operations Directorate and line personnel
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 Cost
FIFA Fan Mile (+/-100 000) Security R25 Million
(30 days continuous) Fencing
2-3 Large Metro PVAs All costs R15 Million
Provincial PVAs All costs R10 Million
Metro Coordinated Community PVAs Public safety costs R 5 Million
Total 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.
10. PROJECT 10: ACCOMMODATION
10.1 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
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
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
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.
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
• This project requires the development of Health Education Awareness especially in the
light of HIV-AIDS and other sexually transmitted diseases.
10.3 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
Risk Likelihood Mitigation Steps
No accurate estimate of numbers of Medium Try to determine with accuracy as
visitors soon as is possible and refine
estimates as the project unfolds
Unmet high expectations of High Dampen expectation through
accommodation services providers regular stakeholder interaction
Cancellation of contracts by FIFA Medium Negotiate with FIFA to ensure
best possible conditions for
No funding for development of Medium Secure the provision of funding
temporary sites upfront
Local resident objections to Medium Manage through regular
temporary accommodation stakeholder interaction
10.5 Resource Requirements
The management of this programme can be done via a co-ordinator who works with the
• 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)
10.6 Cost Estimates
Proj ect Name
1 Meeting FIFA requirements for Accommodation. R 500 000
2. Development of Accommodation Accreditation R1 million
and service excellence Programme.
3. Meeting non- FIFA Visitor Accommodation R100 000
4. Development of Temporary Accommodation to R100 000
meet temporary demand
5. Car rental Stock R50 000
6. Development of integrated information kiosks R200 000
near accommodation sites
7. Development of Health Awareness Education R 2 million
Programmes through the Accommodation
Total R3.95 Million
11. PROJECT 11: PROGRAMME
11.1 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
SECTION C: EVENT SERVICES
SECTION C: EVENT SERVICES
12. PROJECT 12: SAFETY AND SECURITY
12.1 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
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 31 days mid June – mid July
Teams 32 Teams & 50 people per team
Location May camp in neighbouring countries before the World Cup
Matches 64 Tournament matches + friendly & warm-up matches
Stadia 10 match Stadia, perhaps different venues for friendly matches
Spectator numbers +/- 284 000, arrivals 362 000
Tickets 3 Million
Audience 30 Billion + cumulative & 1 Billion viewing the final
Maj or Events 2007 Preliminary draw, 2009 Confederations Cup; 2009 Final
Draw, 2010 Team Seminars, 2010 FIFA Team Workshop
Non-World Cup 2007 ICC 20/20 World Cup; 2009 General Elections, 2011 Local
related events Government Elections
12.2 Outputs and Outcomes
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
These concepts will be applied to:
• Road security and public transport
• Venues (training, match and stadiums)
• Playing / games
• Fan – parks
• Residential villages
• FIFA and SAFA family accommodation
• VVIP and players
• Pre- and post match activities
• Media centre
• 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
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) Local level integration
Ensures that all operations at station levels as well as neighbouring stations are co-
ordinated. This is done by:
• Clustering different policing precincts
• Equipping clusters with hi-tech operation centres: Cost per centre –
R200 000 x 10 = R2 000 000 (million)
• Dedicated radio communication channels.
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
• All relevant and completed venues will be subject to SIRA review, including:
12.2.4 Intelligence covers
• Social unrest
• Political instability
• Violence, Transport industry
• Attempt to compromise security measures
• Groupings attempt to destabilise the event
• Groupings who utilise the event to Highlight causes
• Attempts to subvert processe s
• Security appraisals
• IT Security
• Vetting, screening, accreditation
• Early warning
• Risk analysis attending countries
• Labour unrest
• Border security
• Database of undesirable persons to be updated.
12.3 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
12.4 Deployment Strategy
The deployment strategy will consist of :
12.4.1 Human Resources
Including personnel from Traffic, Metro Police, SAPS.
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.
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
• Availability of resources
• Ability to recruit and train human resources
The items listed under intelligence are the areas of most security risk. Gathering intelligence
on these matters is a risk mitigation strategy.
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.
13. PROJECT 13: DISASTER RISK MANAGEMENT
13.1 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
• 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
• Promote implementation of appropriate and effective prevention and mitigation
• 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
• Provide input into pre-planning of infrastructural developments.
• Assessing capacity and identifying gaps of line functions to respond to major
• 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
• Financial provision (relief fund)
• Declaration of disasters for access to National Funding.
13.3 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 Likelihood Mitigation Steps
Failure to complete the second High Undertaking by executive to
phase of the development of the complete second phase of
Disaster Risk Management Centre DRMC.
(i.e. Tactical Ops, Joint Media
Centre, Strategic Management
Staff Shortages – Disaster Risk High Address staff shortages to
Management Centre, Fire and ensure dedication to 2010 as
Rescue Services and 107 PECC well as normal operations.
personnel. Recruit and train staff
Insufficient Equipment – Disaster High Address equipment shortages
Risk Management Centre, Fire and
Rescue Services and 107 PECC.
Funding Shortage High Address insufficient funding
Inexperienced Staff High Make early appointments to
enable training and
Time Constraints High Commence early planning and
implementation of shortages
Non Recognition by Executive of High Explain to executive and seek
role of Disaster Risk Management their undertaking to support
role of Disaster Risk
Non Recognition by line functions High Explain to and seek
and external stakeholders of DRM undertaking of Line functions to
comply with Disaster Risk
Poor Internal Communication and High Invest in provision of
Co-ordination telecommunication equipment
upgrading of the 107 Public
Centre (PECC) and completion
of Disaster Risk Management
Political instability High Major political parties to
undertake not to use 2010 as a
‘political football’ in seeking
stable local and provincial
13.5 Resources Required
Item No Resource Required
1 DRM Personnel 66
2 Radio networks To be detailed later
3 Information Technology To be detailed later
4 Fire Suppression and Rescue equipment, To be detailed later
5. 107 PECC equipment and personnel To be detailed later
6. Major Incident Command Bus (Forward 1 x Disaster Risk Management Major
Command Post) Incident Command Bus
Item No Item Estimated Cost
1. Completion of second phase of construction of Disaster R 6.6 million
Operations Centre (DOC)
2. Purchase and installation of Equipment outstanding for full R 3 million
functioning of DOC
3. Personnel Provision R 13.2 million
4. Training and education of internal and external role players i.e. R 1 million
DRM Planning and Preparedness
5. Community education campaigns i.e. 2010 Disaster R 1 million
6. A Dedicated Disaster Relief Fund R 20 million
7 Major Incident Command Bus (Forward Command Post) R 5 million
Total 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
14. PROJECT 14: HEALTH
14.1 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
14.2.1 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
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
• Prevention of Air and Noise Pollution
• Health surveillance of all participating premises including
• provision of Disabled Facilities.
• To provide surveillance as well as entry requirements and implementation of these.
• To provide visitors to the Western Cape with comprehensive information as related to
Health requirements and services.
• Integration and prioritisation of Hospital re-utilisation programme in keeping with FIFA
2010 service delivery
• 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.
• Development of Victim Identification Programme (VIP)
• Integration of VIP into the Provincial Health Operation Centre
• Develop plans pertaining to Temporary Mortalities
Impact - Probability -
1. Appropriate Budget H M
2. Lack of adequate staff H M
3. Lack of Training Capacity to meet requirement H H
4. Lack of single Public Emergency Number H H
5. Non-integration of Private and NGO Health M L
6. Lack of FIFA requirement M M
No Proj ect breakdow n item
1 Environmental Health 362 880-00*
2 Port Health 816 480-00*
3 Introduction of SA Triage Protocol 280 000-00
4 Introduction of Disaster Medicine Training 675 000-00
5 Provision of EMS Cover at all event 4 933 944-00*
6 Provision of comprehensive Aeromedical Capability 1 512 000-00*
7 Resources 1 826 660-00*
8 Command AND Control TBD
9 Travel Medicine TBD
10 Hospital Revitalisation TBD
11 EU Audit and Revitalisation TBD
12 Information Technology Integration TBD
13 Biochemical Hazard Preparedness TBD
14 Training of Emergency Practitioners TBD
Total 10 406 964
* This represents the Prov inces’ share of a bid handed into National Treasury by
the National Department of Health (June 2006)
SECTION D: EVENT SUPPORT
SECTION D: EVENT SUPPORT
15. PROJECT 15: MARKETING, SIGNAGE & COMMUNICATION
15.1 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
• 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
15.2 Outputs and Outcomes
15.2.1 City Event marketing
• Public viewing areas
• Fan Office
• Community mobilization
• Arts and Culture
• Brand ambassadors
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
• Managing expectations vs. building enthusiasm
15.2.6 Internal communication
• 2010 Information to internal structures and staff in Province
• 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
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
• 2010 content/updates
• Hosting of information/links to related sites
• Route maps
15.2.11 Information platform
• 2010 Information radio channel
• Dedicated data facility
• Micro Internet Marquee/kiosks
• 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
and its partners have exclusive rights.
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
o 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.
B. 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.
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
• 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
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
• Political support
• Clear roles, responsibilities of organizing entities
• Negotiation with FIFA regarding zones and advertising
• Legal processe s not complying with time-constraints
Risk Likelihood Mitigation steps
Negative media publicity on Very likely Media briefings, releases, quick
delivery, costs, partner response time, availability and
disagreements response time of sources. Manage
issue at source.
Reputational risk (Litigation, Likely Identify problem areas with line
protests, strike s, security functions, engagement, clear position
and other concerns) and pro-active line strategy
Crisis Always possible Disaster risk and crisis
communication plan, exercises
Sponsorship shortfalls Likely Value offering, business benefits,
develop Cape Town unique selling
Branding, merchandising Likely Public, business education, visible
infringement legal action against transgressors
Resident apathy, opposition Likely Public information, education,
15.5 Resource requirements
Media monitoring and analysis services
Photography, graphic production
Communication service providers
Dedicated marketing/sponsorship resource
International Broadcast Centre
Media Services Centre
Photography, graphic production 200 000
Dedicated marketing/sponsorship resource 300 000
Advertising budget 10 000 000
Media monitoring and analysis services 450 000
Communication service providers 2 300 000
Webmaster 900 000
Staff for RPP project
Media Services Centre
Total 14 150 000
16. PROJECT 16: FIFA EVENTS
16.1 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
• 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.
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
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
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 Nominate Staff to National and first National meeting to be held
June 2007 Provincial Roadshow, roll-out of national protocol plan to start to
build excitement with the public
August 2007 First Central Training workshop in Pretoria
November 2007 Detailed provincial training every ten weeks
May 2009 2 nd Central training Workshop
June 2009 Confederations Cup
January – June 2010 Quality Control
January 2010 Moving from very good to excellent
June 2010 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
• Political support
• Clear roles, responsibilities of organizing entities
Risk Likelihood Mitigation steps
Insufficient preparation, brief, Medium Meticulous preparation, paper
outcomes mis-communicated, mis- trail with core functionaries
Availability of Key resources Medium Advance notice
16.5 Resource requirements
Assume 3 Events Main events R6 million
Hospitality R2 million
Event Services Team Augmentation R2 million
Total R10 million
17. PROJECT 17: TOURISM
17.1 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
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
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
• 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
• 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:
• 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.
17.2 Proposed Proj ects and estimated costs
The following have been identified as key strategic interventions for Tourism, Investment and
Sub Proj ects Descriptions
1. Destination tourisms This project is aimed at R20m CTRU
marketing strategy marketing Cape Town and 2007-2010
the Western Cape as the
preferred host destination for
the 2010 Soccer World Cup
spectators and participating
Sub Proj ects Descriptions
teams. The following are
some of the programmes
identified for implementation:
1. Developing 2010 “Host
2. Implementing African
and international “Fan
3. Develop new Markets
linked to 2010.
2. Implementation of The Western Cape in R3.5m Department of
Visitor Safety strategy consultation with all key Economic
tourism stakeholders formed Development and
the Tourism Safety Forum Tourism
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
1. Safety and Security
2. Victim Support
3. Training for professional
staff involved in the
support First Aid,
trauma and counselling,
3. Implementation of the This project will involve R10m CFC
Film Strategic Plan for Cape Film
2010 FIFA World Cup 1. Media Workshops Commission
2. The development of
visual archives and
3. Support for SMM3’s
working in film
4. Education and
(with the SABC)
5. The development of
Cape Town & Western
Cape Film Festival
Sub Proj ects Descriptions
• a search for Africa’s
Best Football Television
• Street football in South
Africa/Africa – short
4. Invest Cape Town Co-ordinated by Wesgro, the R2m WESGRO
programme is aimed at
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
5. Host Campaign This is an extension of the R4.2m CTRU
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
6. Implementation of The strategy is aimed at R7m CTRU/CTT
Visitor Services for maximising the benefits of Cape Town
World Cup 2010 tourism to all the communities Tourism
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
and Customer Relations
Sub Proj ects Descriptions
2. Training for staff
3. Expansion and upgrade
of existing Visitor
4. Brochure Management
7. Media Campaign and The project targets local and R5m CTRU
single Brand international media to
Messaging 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
8. Website Linkages – This project involves utilising R3m CTRU / CTT
online booking the existing e-business
platform and linking into
formal FIFA based systems
9. Extended Stay This project involved R2m CTRU / CTT
Campaign developing post 2010 tourism
packages and campaigns to
encourage supporters to stay
Total = +/-
17.4 Pre-conditions for Implementation
• 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)
The following risks have been identified
Risks Likelihood Mitigation
Lack of funding for special marketing High Innovative fund raising and
activities private sector partnerships;
Innovative use of PR for
activities to promote
All other risks are related to
the lack of funding
Lack of information access for media Medium Assign dedicated staff
Lack of ownership of strategic domain Medium Use FIFA Com
Unrealistic stakeholder community Medium Constant information sharing
(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.
18. PROJECT 18: ENVIRONMENTAL SUSTAINABILI TY
18.1 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
• Construction of a world class “environmentally friendly” stadium. It is imperative that
the design principles are interpreted into appropriate specifications written into the
• 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,
• Use of re-usable items wherever possible
• 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
• 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
• The actual operational cost savings (or not) of the energy efficient design versus the
• The potential income stream from the sale of CERs.
• 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
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
• 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
• 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.
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
• 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
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
Risk Likelihood Mitigation Steps
Risk 1: Failure to achieve Medium – Work closely with design team over next 6
agreed inputs into construction High (due to weeks to ensure adequate information
tender process, leading to very tight conveyed in the tender process.
stadium and surrounds not time
achieving long term economic, constraints
social or environmental and funding)
su stainability objectives; also
opportunity loss in respect of
Cape Town profiling and
marketing a green stadium
Risk 2: Failure to achieve waste Low - Ensure strategic use of resources,
management targets leading to medium including existing capacity, in respect of
unsightly event precincts and implementation of waste management
Risk Likelihood Mitigation Steps
loss of opportunity to implement objectives
su stainable waste strategy
Risk 3: Failure to secure funding Medium Raise private sector funding;
Implement labour-intensive less costly
Risk 4: Poor public co-operation Low Run participatory programme including
Risk 5: No dedicated City / Low Assign tasks to existing officials to
Province staff made available undertake over and above other work
requirements (poor results likely);
Appoint paid service providers to undertake
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.
Full detailed estimates of costs to be incurred and resources needed will be provided by the
Greening Business Plan process, currently underway.
Proj ects Amount (R)
Event greening, eco efficiency, sustainable procurement and biodiversity 6 000 000
Integrated waste management 8 000 000
Monitoring, evaluation and communication 10 000 000
Green ratings for hospitality industry 1 000 000
Total 25 000 000
19. PROJECT 19: ARTS AND CULTURE
19.1 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
• 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,
• 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
• 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.
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 Expanded Beautiful Things program and exhibited all over the world.
o In partnership with CCDI, set up a arts, craft , fine art and new art exhibition
inspired by the football theme
o Local, well designed craft exhibited and sold.
Proj ect 3: Performing Arts
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.
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
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:
• 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.
Risk Likelihood Mitigation Steps
Not perceived as an African Medium Include programs that have contributions
World Cup from Africa, particularly involving resident
Government and sectors Medium Actively engage the sector to provide
plan separately (not together) substance to the plan and achieve
Lack of buy in by arts, culture Low Establish consultative provincial local
and heritage stakeholders government and stakeholder forum
Lack of buy in by various High Consistent monitoring and evaluation
Departments due to through reporting to City and Province’s
competing line function 2010 Committee to ensure alignment of
demands objectives and implementation
HOD leadership and willingness
Focus on hard infrastructure Medium Leadership and communication of socio-
needs and diminishing economic agenda
importance of social and
human development needs
Poor cultural infrastructure Medium Put in place a strategic infrastructure,
and lack of training facilities human resource development, events and
in historically disadvantaged entrepreneurial plan that would lay the
communities and many basis for ongoing and sustainable growth
regions outside the metro in the sector through Provincial and local
Too many poorly attended Medium Focus – less is more –
events Target audiences carefully
The following are estimated costs:
Proj ect- Arts and Culture Operational
Craft and Design R2 mill
Performing arts R6 mill
Total R8 m
20. PROJECT 20: VOLUNTEERS
20.1 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
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,
• 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
• 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
20.2.6 Human Development
• Where possible, link the training of volunteers with recognised Certified institutions and
• Participants will be left with skills which can assist them finding jobs before and after
the World Cup.
20.3 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.
Risk Likelihood Mitigation
Unable to attract volunteers on an Medium Discuss the matter nationally and
unpaid basis due to the socio- determine what possible
economics of the country remuneration strategies to
Volunteer skill sets required, not Medium Broader recruitment program to be
aligned with soccer considered, including internet based.
fraternity/existing volunteers Tiered Volunteer program, linked to
organisation skill sets skill 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
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
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
Recruitment of 1500 FIFA Volunteers & 1000 City Volunteers R 100 000
Remuneration of City Volunteers (R2500 for the month X 1000) R2 500 000
Food and drinks City Volunteers @ R100 per day (BL & D) R3 000 000
Clearly identifiable clothing for City Volunteers (Sponsorship) R 50 000
Accreditation R 10 000
Training of FIFA Volunteers (provision of venues) R150 000
Training of City Volunteers (provision of venues & materials) R250 000
Database Management Software R30 000
Total R6 090 000
21. PROJECT 21: SPORT DEVELOPMENT
21.1 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
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
* 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
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
• Sport exchange programme focusing on football;
• Lobby Sports Clubs to play matches in Cape Town or have pre-season camps in Cape
• 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
• 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
• Use best endeavours to ensure as far as possible that the selection of Training Venues
and Base camps are in line with legacy objectives
21.3 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
o Alignment of existing budgets
o Access to other sources of funding such as the National Lottery & sponsors
Risk Likelihood Mitigation Steps
Unable to raise enough funding Medium Create the products for sponsorships
Lack of buy in by sport Low Establish consultative forum through
stakeholders beyond football City’s Sport Forum and Province’s
structures Sport Council
Sport and Recreation Directorate
Lack of buy in by various Medium Consistent reporting to City and
Departments due to competing Province’s 2010 Committee to ensure
line function demands alignment of objectives and
implementation 2010 office
Focus on hard infrastructure High Constant monitoring by relevant
needs and diminishing officials and reporting to 2010
importance of social and human Committee.
development needs Leadership to ensure legacy is
balanced with compliance
Developing Football Human and Social 0 R 8 000 000
Developing the football culture in the R 20 000 000 R6 000 000
region in the lead up to 2010 (Sports museum)
Improve sport facilities infrastructure R 8 000 000 R 1 500 000
Total R 28 000 000 R 15 500 000
Note: 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
22. PROJECT 22: ECONOMIC AND HUMAN DEVELOPMENT
22.1 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.
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
22.3 Pre-conditions for Implementation
Full stakeholder involvement by strategic partners (FIFA, LOC, City, Province, organised
Business, Proudly South African, SEDA etc)
Risk Likelihood Mitigation Steps
Unrealistically high local High Regular informative communication
expectations about actual opportunities eg B&Bs
Standard/costing of local medium Motivate to FIFA/sponsors to support
manufacturing/services African entrepreneurs; negotiate with
inadequate for FIFA/sponsors local suppliers to be competitive
Unable to raise enough funding Medium Line function economic development
departments to realign their budgets
Merchandising /Sales Nil R50 000
Business opportunities in Public Viewing Areas Nil R200 000
Exhibitions Nil R1 million
Total R1, 25 million
SECTION E: SPECIAL PROJECTS
SECTION E: SPECIAL PROJECTS
23. PROJECT 23: INTERNATIONAL BROADCAST CENTRE (IBC)
23.1 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 follow-
up 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
Project 4: Operational compliance
• Ensuring that the facility has the required staff and facilities to provide FIFA with
excellent operational support.
23.3 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
Risk Likelihood Mitigation
FIFA awards IBC to another Host Medium Fool proof, practical &
City convincing bid document
demonstrating will, practicality
and full political support.
Unable to Access the Customs Medium Need to fast track the release of
House site the site as well as on-going
Unable to raise funding Medium Convenco to finalise funding
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 socio-
economic benefits will be generated by this expansion.
SECTION F: CONCLUSION
SECTION F: CONCLUSION
24. FINANCIAL SUMMARY
24.1 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 pre-
qualification 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
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
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
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
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.
Guideline Sch edule of Costs (2006 - 2010)
Financial Summ ar y
CoCT PGW C Nat. Treasur y Other Agency's Sector/
No Project MTIEF Capital 2010 Operational Capital Operational Stadium National Dept. Sponsorships
3 Stadi um FIFA c omplaint R 1,680,000,000
FIFA+EIA Stadium R 392,000,000 R 300,000,000
FIFA + EIA + Sustainability R 111,800,000
4 Electrical Infrastructure R 200,000,000
5 Green Point Common Rec. R 65,000,000 R 3,500,000
6 Transport - C ommitted R 73,000,000 R 352,100,000 R 292,200,000
Transport - R equested R 92,800,000 R 583,200,000 R 383,600,000
7 IT & T R 28,457,500 R 28,457,500
8 Training Venues: Athlone R 292,400,000 R 30,000,000
Training Venues: Philippi R 80,000,000
9 FIFA Fan Par k & Public
Viewi ng R 11,000,000 R 44,000,000 R 2,000,000 R 8,000,000 R 20,000,000
10 Accommodation R 3,950,000
11 Safety and Sec urity
12 Disaster Risk Management R 8,000,000
13 Health R 10,406,964
Marketi ng, Signeage &
14 Comms R 7,075,000 R 7,075,000
15 FIFA Events R 5,000,000 R 5,000,000
16 Tourism R 7,000,000 R 17,700,000 R 32,000,000
17 Environmental Sustainability R 7,500,000 R 7,500,000 R 10,000,000
18 Arts and Culture R 4,000,000 R 4,000,000 R 8,000,000 R 3,000,000
19 Volunteers R 2,000,000 R 2,000,000 R 2,090,000
20 Sport D evelopment R 7,500,000 R 8,000,000 R 7,500,000 R 10,000,000 R 10,000,000
21 Economic D evelopment R 625,000 R 625,000
22 International Broadcast
Centre R 35,000,000 R 800,000,000
23 Operati ons & Staff Costs R 40,000,000
TOTAL R 686,657,500 R 476,000,000 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
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 R1.2 Billion to ACSA for Cape Town International Airport upgrades
o R1.2 Billion to SARCC for new and refurbished rail rolling stock
o R420 Million to SARCC for station and signalling upgrades
o R7 Billion investment in the V&A waterfront
o Additional R7 billion investment by V&A waterfront related to 2010 (IOL)
o Six (6) new approved new hotels to be constructed
o Release of developable land to raise finance for CTICC expansion
o Release of developable land to raise finance
o 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 Commitment from National Government for investment in the stadium
o Confirmed R292.2 Million from National Government for transport projects
o Commitment from the Provincial Government for investment in stadium, training
venues, transport as well as developmental projects
o 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 Legacy projects
o Public Viewing Areas
o Educational programs in schools and to communities
• Leveraging FIFA expenditure in the City and Province
o Business and SMME’s will be involved as sub-contractors in the FIFA supply
o This could be a significant boost to Cape Town and Western Cape based
o FIFA recently invested approximately R2 Million in hosting the FIFA Kick-off
workshop, which accommodated 200 people
o Creating a Host City branding program that can raise significant funds to cross
subsidise other social and legacy projects
• International media exposure
o 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.
o The images that will be beamed out to the world will be compelling and reflect
history, natural beauty and vibrant culture
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
o Anticipated lasting benefits will include a general increase in the international
visitor arrivals after 2010, which will sustain the Western Cape’s tourism industry
• 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
o 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
o It would be a catalyst for establishing the Metropolitan Transport Authority
o 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
• Opportunity to Build a unified Nation and a Continent
o South Africa’s successful transition to democracy was widely regarded as a
o 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.
o 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.
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.