Report of the Portfolio Committee on Provincial and Local Government on an oversight visit to the 2010 FIFA Soccer World Cup host cities namely Nelspruit, Johannesburg and Port Elizabeth, dated 25-31 May 2008

The Portfolio Committee on Provincial and Local Government, having undertaken an oversight visit to the 2010 FIFA Soccer World Cup Host Cities, report as follows:

A. Background of the Oversight visit

In terms of the Constitution of South Africa, Parliament is mandated to exercise its oversight responsibility over government departments. The Department of Provincial and Local Government indicated that the Disaster Management Priority for 2008 would focus on the 2010 preparations. It is the above-mentioned reason that had prompted the Portfolio Committee on Provincial and Local Government to undertake this oversight visit to the host cities of the 2010 Soccer World Cup in order to assess their state of preparedness and readiness. The Committee undertook the oversight visit to 3 Host Cities – spending at least two days per host city.

B. Delegation from the Portfolio Committee on Provincial and Local Government

The delegation from the Portfolio Committee on Provincial and Local Government was made up of the following: Mr. S L Tsenoli (ANC - Chairperson), Mr. R Sonto (ANC), Mr S Mshudulu (ANC), Mr. B M Solo (ANC), Nkosi M Nonkonyane (ANC), Mr W Doman, (DA), Ms M Mdlalose (NADECO), Ms Judy Crowster (Committee Assistant), Mr S Ngxiza (Parliamentary Researcher), Mr A Macanda (ANC Researcher) and Mr L Nxelewa (Committee Secretary).

C. Meeting with the Administrator, Municipal Manager and host city officials of Mbombela Municipality, NELSPRUIT

The questions of the delegation were around the following areas

· Integration of other municipalities in terms of planning for 2010 Soccer World Cup;

· Consideration of the economic benefits for people from rural areas;

· Involvement of traditional leaders;

· Unique display as compared to other countries previously hosted world cup;

· Capacity issues;

· Legacy of 2010;

· Disaster management Plans;

· Volunteers;

· Alternative power sources;

· Fan parks;

· Construction materials sourced locally;

· Skills transfer in terms providing practical learning to university students and youth in general;

· Environmental assessment;

· Language;

· Relationship with other countries previously hosted the world cup;

Success and challenges of Mbombela Municipality

Mbombela municipality reported that other activities that are construction-related for the 2010 Soccer World Cup were predominantly work in progress and others are completed.

The completion programme was scheduled as follows:

· Appointment of Consultants April 2006

· Approval of Funding December 2007

· Appointment of Contractor January 2007

· Start of Earthworks February 2007

· Start of Piling April 2007

· Start of Structure June 2007

· Start of Roof Installation May 2008

· Early Finish of Construction March 2009

· Late Finish of Construction May 2009

· Current Projected Completion May 2009

The progress in preparation for 2010 Soccer World cup was being hindered by the following factors:

• Re-allocation of families that have been affected by construction in preparation for 2010;
• Delay due to industrial action;
• Capacity challenges resulting in the resignation of the Mayor;
• Reallocation of schools;
• Land issues (land not owned by the Municipality);
• Xenophobic attacks- Implementation of the disaster Management Act was still a challenge;
• Water project;

Observations and recommendations made by the Delegation

The major concern of the delegation was the lack of implementation of the Disaster Management Act. The delegation discovered that the intentions of the Act were misconstrued. The delegation applauded the large-scale involvement and collaboration of government structures and stakeholders but was concerned about insufficient communication and cooperation resulting in delays in some projects. The delegation recommended that, it would be significant to engage the House of Traditional Leaders in preparations so as to ensure that 2010 FIFA Soccer World Cup was a true reflection of Africa. It further recommended that the municipality needed to improve in terms of capacity so that planning could be fast-tracked. The delegation suggested that the municipality must engage community members so that they obtain optimal benefit economically and educate them about disaster management. The Committee also advised the municipality that where it could be actively involve students from the tertiary institutions in order to transfer skills.

D. Meeting and Oversight Visit to Disaster Management at Nelspruit Fire Station

Pursuing what was presented in the meeting with Municipal Manager; Administrator and stakeholders involved in Mbombela Civil Centre, the delegation visited the Disaster Management Centre. Owing to the information that the establishment visited was an interim Disaster Management Centre; it was reported that a site has been handed over to the municipality where a permanent Disaster Management Centre would be built. It was further reported that the municipality had undertaken wholesale awareness campaign aimed at educating members of the community about possible disaster occurrences. District volunteers were trained in terms of risk assessment. There was cooperation with SANDAF where the community was being capacitated on the technical side.

The following were challenges faced by the disaster management centre:

• Delay due to environmental impact and some technicalities;
• Old equipment;
• Insufficient personnel;
• Lack of implementation of Disaster Management Act;

Recommendations

• There should be involvement of the House of Traditional Leaders.
• The community should be educated to understand and guard against possible disasters.

E. Visit to Mbombela stadium

The delegation visited the stadium in Mbombela Municipality to get first hand experience of the actual construction of the stadium.

Questions of the delegation were around the following issues:

• Access of people with disabilities in the stadium;
• How will it take to evacuate;
• Safety of the employees on the site;
• Ramps;
• Safety of the players in the pitch;
• System of growing the pitch;
• Student engineers;
• Energy;
• Water and irrigation;
• Locally sourced material;

Construction of the stadium

It was reported that the plan was to work night shifts in order to fast track the construction of the stadium.

Other materials were produced on the site e.g. concrete. Forty six thousand people (46000) would be carried by the stadium after completion. The target for completion was May 2009. Every week meetings were being held in order to ensure that employees were working under safe conditions. It woudl take 3 to 4 months to grow grass that would be rolled-over to the pitch. There were currently four student engineers on the site. There are eight independent exits to ensure quick evacuation in cases of emergencies.

Owing to the number of exits, it would take approximately took 4 to 5 minutes to evacuate people from the stadium. Wide concrete walls were designed for people with disabilities. It was a FIFA requirement to have generators in the stadium as an alternative source of power. One fifty hundred Million Rand project was in place to resolve water problems. Supply water pipeline would be built kilometers from the stadium. That water will be adequate for the community use as well as other development plans for the area. Fifty to sixty women were employed out of 850 male employees. In order to balance gender in the workplace, there were training centers in the stadium that offer different skills. Most of the material utilized was sourced locally specifically from Mbombela. LOC (Local Organizing Committee) had complemented the construction company as one having 90% material sourced locally.

F. Meeting in K’shani Game Reserve at Ehlanzeni Municipality with the Mayor, Municipal Manager, Traditional Leaders and SALGA.

The questions of the delegation were around the following issues:

• Partnership with the traditional leaders;
• Fan parks for people living in rural areas;
• Measures in place to guard against industrial action;
• Engaging local communities;
• Energy;
• Showcasing African culture;
• Ownership;
• Relationship with other municipalities;
• Usage of SETA’s;

Successes and challenges in preparations for 2010

It was reported that there was progress regarding construction of the Mbombela stadium.

Disaster management framework had been finalized and it would help address some of the challenges experienced.

The framework was also looking at the man-made risks e.g. xenophobia.

Five officials had been appointed to look at disaster management issues.

Political and technical forums were in a position to address issues of integration and coordination.

Challenges

• Proper sanitation and water is a challenge;
• Poor infrastructure;
• Interim Disaster Management Centre was understaffed;
• The equipment used was old and needed to be replaced;
• Only five officials had been appointed to look at disaster management issues;
• Capacity constraints on the technical side;
• Financial constraints;
• Municipality Infrastructure Grant that was designed to assist in terms water and sanitation went to Municipalities;
• Integration and coordination of various role players was a challenge;
• Training disaster management practitioners was a challenge;
• No clarity in the use of other languages;

Observations and recommendations made by the Delegation

The delegation observed that there was generally lack of communication among the structures of government and stakeholders involved. The delegation was alarmed by the apparent slow pace of implementing the Disaster Management Act since it was promulgated. The committee explained that people’s lives were being placed at risk by not prioritizing Disaster Management Act and by providing disaster management a conservative budget. The delegation emphasized the recognition of indigenous languages in preparation for 2010.

Partnership should be enjoyed by all stakeholders and structures of government involved. All those involved must guard against after event consequences. There should be cooperation among structures of government starting from national, provincial and local level within the spirit of cooperative governance. The Disaster Management Act must be implemented immediately and effectively. This legislation should be given a place it deserves in the interests of the communities.

Renewable energy should be prioritized at local level and this must be placed high on the agenda.

The water issue was critical. The Portfolio Committee would make recommendations and provide a feedback to the Ehlanzeni Municipality. UNkosi Khutama, President of the House of Traditional Leaders made the following recommendations about non-use of other languages:

• It was the mandate of the politicians, traditional leaders, religious leaders and everybody else in the country to develop and promote other languages in order to meet the level of the language that was dominating in the country.

If that can be done:

• The country would be showing respect to languages that are part of our culture.
• The country would be doing justice to the dictate of the South African Constitution.
• Participation of the masses of the country in all activities and programmes would be encouraged.

In this regard DPLG (Department of Provincial and Local Government) had been requested by the Portfolio Committee on Provincial and Local Government to set up a multilingualism conference which would deal with language issues.

G. Meeting with Johannesburg 2010 Project Office and Disaster Unit (Johannesburg)

The Municipal Manager Ms Nandi Mayathula Khoza welcomed the delegation. She informed the delegation that the City of Johannesburg’s vision for the 2010 FIFA Soccer World Cup was based on 3 pillars:

· To fulfill the FIFA contractual requirements.

· To deliver an outstanding fan experience.

· To create a long lasting legacy for the benefit of the City of Johannesburg.

Afterwards she gave an opportunity to Sibongile, Mazibuko, and Executive Director of 2010 to make a presentation.

Success and challenges in preparation for 2010

To ease implementation of the plans, the Mayor had appointed officials who would work together to come up with consolidated and coherent method for the City of Johannesburg. It was reported that the City of Johannesburg was getting support from the National Treasury and the National Department of Provincial and Local Government.

In terms of stadium construction:

· The roof in Arlando stadium was 92% completed.

· Target of the completion is April 2009.

· Orlando Stadium is 81% completed

· There was a major upgrade on this Dobsonville stadium.

· In Rand stadium there was addition of facilities that previously were not there.

· Gautrain project was moving at an alarming pace.

In terms of marketing:

· Municipality identified several fan parks.

· Marketing strategy was finalized and signed.

In addition the municipality has developed its own website and appointed members who were updating it on a regular basis. Regarding accommodation, 8 New Hotels have been constructed and contracting with those hotels has been finalized. The City has approved tourism and beautification strategy. Implementation of the Disaster Management Act was reported as being challenge. Issue of personnel was attributed to this problem. There was no full operational centre. The city was targeting 2009 to have a full operational centre.

The questions of the delegation were around the following concerns:

· Local content;

· Economic opportunities;

· Relationship with institutions of learning;

· Language;

· Intergovernmental relations;

· Whether stadiums have conducive sitting arrangements;

· Participation of youth in the townships;

· Xenophobia issue;

· Transport;

· Showcasing;

· Volunteers;

· Maintenance of facilities beyond 2010;

· Interaction with other countries hosted world cup;

The delegation was promised a memorandum that would be responding to these questions.

H. Oversight visit to sporting facilities (including, Soccer City/Orlando stadium)

Orlando Stadium

The construction of this stadium was at an advance stages. Most of the employees on the site were from Soweto. Most of the materials being used were sourced from Soweto. In terms of transfer of skills, it was reported that a number of students were mentored and those who performed well were offered bursaries to further their studies. There were 3 engineers on the site. The stadium was 44000m capacity. There were ramps in each corner of the stadium that were designed for people with disabilities. Evacuation area showed that it would take 5 minutes to evacuate people from the stadium in cases of emergency.

Soccer City

There was a new tunnel that led to facilities for teams and VIP’s. A second tunnel has been added for vehicle utility. There were 1500 women and men staff on the site.

Recommendations and observations made by delegation.

· The Committee recommends that integration plans must be clear;

· There should be communication among stakeholders involved;

· The Disaster Management Act must be implemented immediately and effectively;

· Intergovernmental relations needed to be emphasized on;

· 2010 FIFA Soccer World Cup should be linked to past and current events;

I. Meeting with SALGA at Braampark (Johannesburg)

Mrs. Kwazi Mazibuko, Municipal Service Manager welcomed and thanked the delegation for the visit and allowed the chairperson of the Portfolio Committee to give a brief about the objectives of the oversight visit. Afterwards she gave an opportunity to Ms Masuluke to make a presentation.

Success and challenges in preparation for 2010

There was coordination and cooperation with the non-hosting municipalities. In this regard the municipality was working with non-hosting municipalities in terms of showcasing. SALGA has developed a framework which endeavored to ensure that hosting 2010 FIFA Soccer World Cup would leave a lasting legacy for the country and Africa as a whole. To ensure that this happens, SALGA would ensure maintenance of the facilities even beyond 2010. At the time of the visit Elispark was 80% completed. Loftus was 25% completed. Orlando was 85%completed.

In terms of disaster management, an Emergency Centre was launched in November 2007 and the municipality is in a process of launching a communication number. All 40 municipalities in Gauteng have appointed Disaster Management Managers. There was sub-committee that was dealing with disaster management issues. The municipality is in the process of developing a new disaster management plan that was aimed at looking at response time in cases of disaster.

The following were disaster management figures provided to Municipal Demarcation Board for 2008-2009:

· West Rand District municipality-1, 8 million in the staff of six

· Braamfontein municipality - 141000 in 1 staff member.

· Mitswedimbe municipality -1, 9 million in the staff of 2

· Kungwini municipality -347 000, 48 staff but it was debatable because it included fire fighting.

Challenges in respect of the disaster management:

· Shortage of personnel;

· Institutional arrangements;

· People driving disaster management issues are juniors thus have no decision making authority;

· Financial allocations need to be taken into serious consideration;

· IGR structures need to be functional and operative;

· Poor implementation of Know Your Municipality Project;

Observations and recommendations made by the delegation

There should be no confusion between emergency services and disaster management. Disaster Management Act needs to be implemented consistently and effectively. Institutional arrangement was clear in the legislation in terms of where it should be, and how it should be structured. To avoid conflicts, one should look at sectoral forums in which stakeholders are involved. The delegation mentioned that, through-out the provinces visited; local communities were not part of the proceedings. Lack of access to information has contributed to the delays. Local communities should be engaged in the process. If the communities and stakeholders were not handled properly there was a high risk of challenges. Public participation needed to be enhanced in what ever means necessary. The xenophobia issue needs to be put on the top of the agenda.

J. Breakfast with SALGA at Kings Beach Hotel (Port Elizabeth)

Mr. Mlungisi Mvoko, Deputy Chair of SALGA welcomed and thanked the delegation for the oversight visit. He gave an opportunity to Mr. Magwanqgana, Deputy CEO of SALGA, to make a presentation.

Success and challenges

Within the Eastern Cape Province, the structures for 2010 had already been set up.

• There was a progress in upgrading stadium.
• Target for completion is December 2008.
• Regarding intergovernmental relations, structures and programmes have been set up to address challenges.
• SALGA was developing a strategy on how host and non-host cities could benefit beyond 2010.
• There were working relations with Traditional Leaders particularly at the local level but the challenge was identifying them.
• To resolve this, memorandum of understanding had been developed.

Challenges that are facing SALGA in the Eastern Cape:

• Financial mismanagement within the municipalities to the extent that only 4 municipalities out of 45 got clean audit;
• High vacancy rates;
• All those employed were acting;
• There was a service backlog pertaining to sanitation and water;
• A report indicated that, in Ukhahlamba District Municipality 8 infants died due to poor quality of water;
• Lack of infrastructure;
• Challenges pertaining to electricity;
• Poor salaries for the department employees;
• Regarding disaster management, lack of funding was the challenge;
• Numerous meetings were held but still there was no progress;
• Poor salaries for nurses and Premier, Speaker and MEC know about it but nothing has been done;

Observations and recommendations made by the delegation

The delegation was very much concerned about the following issues:

• Poor payments for employees working for the department;
• Poor implementation of the Disaster Management Act;
• Minimal SALGA supportive role in preparation for 2010;
• Communities were left out hence there is a possibility of rebelling against the process and this might create delays.
• Involvement of Traditional Leaders in preparing for 2010.
• Progress regarding the construction of fan parks.

There should be a cooperation to ascertain what needed to be done to address these challenges

K. Meeting with Nelson Mandela 2010 Project (inc. Mayor/Municipal Manager/stakeholder)

Mr. Mike Kwanaite, Counselor, welcomed and thanked the delegation for their oversight visit and gave an opportunity to the Chairperson of the Portfolio Committee on Provincial and Local Government to outline the objectives of the oversight visit. Thereafter Mr. E Heyns, Executive Director for 2010 project took the committee through a presentation.

Success and challenges in preparation for 2010

At the national and local level, there were monthly meetings in which structures involved report to.

The main focus was on the construction of the stadium to meet the time frames. Construction programme showed that, the stadium would be completed by December 2008. By the same month all construction work would be completed. Concrete was produced on the site and was of high quality. Roof would be completed by the end of December 2008 and middle of January 2009. City regeneration, disaster management, and enforcement of rights, volunteer programme, infrastructure and environmental impact assessment are the main focus areas. In relation to intergovernmental relations, at a provincial level there was a Provincial Coordinating Committee (PCC) in which all stakeholders are involved. There was a political forum in which Mayors, officials and political leaders met to engage on critical matters.

The challenges that were facing Nelson Mandela Metro were around the following issues:

• Disjuncture at the level of communication;
• The gap at the level of consultation;
• The following factors have the potential of creating delays in preparation for 2010;
• Lack of primary health care;
• Allocation of funds to upgrade the hospital;
• Main roads not up to standard;

Observations and recommendations made by the delegation

The delegation was much concerned about the following issues:

• Accreditation for accommodation;
• Progress in involving ordinary people and Traditional Leaders;
• Issue of capacity;
• Poor implementation of Disaster Management Act;
• Mismanagement of finances;
• Roads that were not accessible in rural areas;
• Contradiction of information;
• The progress in absorbing women for employment;
• Environmental protection;
• Locally sourced material;
• Maintenance of facilities beyond 2010;

The delegation recommended that intergovernmental relations were very important for the success of 2010. That it must be maintained and be prioritized beyond 2010. There was a need for the municipality to develop an internal communication system.

L. Meeting with Disaster Unit and Tour of Facility

Mr. Shadrack Sibiya, Assistant Director of Safety and Security, welcomed and thanked the delegation for the oversight visit mentioning that it would bring some improvement in prepare for 2010. He then handed over to Henry Lansdown to make a presentation.

Success and challenges in preparations for 2010

There were 6 satellite disaster management facilities responsible for the whole metro in cases of disasters. There was satellite Control Centre operating 24 hours and provides a back up to Disaster Management Centre in cases of huge disasters. There was a policy framework that has been developed. Its first draft has been distributed for public comment. It served as a guideline for the development, uniform implementation and integrated disaster management plan and policy. There was a Disaster Management Advisory Forum. Mobile communication would be completed by June 2008.

Challenges:

• Coordination of certain services was a challenge.
• Mobile communication centre
• Tele communications
• Incident command system
• Disaster management information Technology system
• Funding and training facilities

Observations and recommendations made by the delegation

Through out the entire presentation the delegation was concerned about the following issues:

• Progress regarding employment of females;
• Any reports produced as required by Disaster Management Act;
• The question of access for people with disabilities to the building;
• Whether there was a possibility of employing volunteers;
• Poor implementation of Disaster Management Act;
• Disaster management was not taken seriously at the national level;

The delegation recommends as follows:

• A report needed to be forwarded to the committee indicating what has been done since the last visit to the centre.
• There was a serious needed for the disaster management to be taken seriously at the national level.
• Proper relations needed to be maintained on a regular basis.
• Disaster management deserved high profile.
• Comparative study needed to be conducted to ascertain how other countries address the issue of disaster.
• DPLG (Department of Provincial and Local Government) needed to be consulted to spell-out what needed to be done.

M. Visit to sporting facility (PE stadium)

Success and challenges

• Framework for the stadium was 70%completed.
• Level 6 was completed
• Financial constraints created delays for level 1 to be completed.
• Level 4 will be utilized after 2010 for conference centers
• Six thousands five hundred sitting elements designed for a stadium.
• Electricity cut offs had created delays
• Sitting suits were produced on the site
• Sitting Suits would be completed at the end of June, in the middle of July 2008
• It would take 8 minutes to evacuate people from the stadium.
• In compliance with FIFA requirements no car parking was closer to the stadium.
• In cases of failure to the main power station, substation has the capacity to produce the required power for the stadium. Showers and toilets were 95% complete. Roof was almost completed

N. TOWARDS MORE EFFECTIVE OVERSIGHT

In all sections of this report, the Portfolio Committee has identified issues that it believes should be acted on by different role-players. The major tasks identified are for DPLG and respective municipalities to attend to. The Portfolio Committee recognizes that DPLG has a wide range of responsibilities, and limitations of funds, resources and staff. Moreover, local government was a sphere of government in its own right, and there were limits to how far DPLG could intervene. The Portfolio Committee is not suggesting that all the many tasks identified in this report should be attended to immediately. However, over time, with due recognition of the constraints, the Committee believes that action should be taken on these issues. We will discuss with the department what is practically possible, and we will, over time, actively monitor developments in this regard and as and when appropriate conduct follow-up meetings.

Other national departments, provincial departments of local government, and other provincial departments, SALGA, community organizations, trade unions, the private sector and other stakeholders have a crucial role to play as well. So too, do parliament and the legislatures, and in particularly Portfolio Committee. We, in fact, need to do more. But so too do the municipalities, they simply cannot become over-reliant on other spheres of government and other role-players.

We would send copies of the report to all the affected municipalities in the country and seek to ensure that all those we interacted with during the oversight visit receive a copy of the report. We would also send the report to other stakeholders.

O. CONCLUSION

The Committee conveys its appreciation to the Ministry, Department and all the statutory bodies and respective municipalities that participated in the oversight for their co-operation. Almost all municipalities were extremely co-operative and received us very warmly. We convey our sincere appreciation to them.

The organizational details of our oversight were dealt with by our outstanding committee secretariat and to them we express our gratitude.

We also like to thank the researchers who accompanied the delegation on the oversight visit for their research support and background work which was useful in drafting this final report.

Report to be considered