Disaster management overview Disaster Management in the Western Cape was upgraded and extended across all the operational areas for the 2010 FWC. With the large numbers of visitors and spectators expected to visit the Province during the tournament stresses were expected on essential and utility services, such as water and electricity supply. Health and transport systems at accommodation nodes and along the entire event footprint areas and tourist attractions were expected to take strain. The Disaster Management workstream ensured that all role-players within the Province, including all 30 municipalities, were part of the disaster risk reduction process for the 2010 FWC. The Provincial Disaster Management Centre (PDMC) spearheaded an integrated approach, in ensuring that all possible risks were identified and necessary reduction and recovery plans were developed, tested and implemented before the event took place. A 2010 FWC Disaster Management policy was developed, which covered the following key tasks:
Planning, coordination and implementation
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In the Western Cape planning for the 2010 FWC began in earnest in 2006 with the participation in infrastructure design including the stadia (particularly Cape Town and Philippi Stadia) and transport plans (road upgrades, Cape Town International Airport and station upgrades, FIFA protocol routes, team routes, stadia access routes, FanJols, and their communication). In addition, numerous specific plans were developed including an overall safety and security event plan with detailed sections for each venue and event, disaster management plans, medical emergency plans, fire and rescue plans, transport plans, tourism plans, and contingency plans, as well as standing operational procedures. Four test events hosted at the Cape Town Stadium before the start of the 2010 FWC provided an opportunity to test some of these plans, as well as the readiness of the Stadium.
Test events allowed officials to familiarise themselves with the venues and surrounds; simulation exercises were run to test crowd control, aviation, communication channels and also collaboration with external role-players. Approximately 2 500 people were trained in crowd control and the overall safety and security plan involved 3 600 existing police officers throughout the Province. Over the last three years some 1 200 new SAPS members were trained each year and were based at either police stations or involved in 2010 FWC safety and security operations. Police reservists were trained in basic policing, fire arm usage and first level crowd control. The National Minister of Justice and Constitutional Development, Mr Jeff Radebe, assured South Africans and tourists that the 2010 FWC tournament would be contested and celebrated in a safe environment.
The Police Department is fully ready to attend to any security challenges posed by this tournament. Likewise, as integral to the Justice, Crime Prevention and Security cluster (JCPS ), we made preparations with regards to ensuring justice in the event that various matters warranting prosecution arise…..Let me reassure you that all law abiding citizens and visitors alike need not worry because of the stringent measures we will apply to ensure safety and security of both citizens and visitor coming here to watch this football spectacle. - Minister Jeff Radebe, at the launch of the dedicated 2010 FWC courts.
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Overseeing the coordination, monitoring and support of an integrated disaster management structure, before, during and after the 2010 FWC; Establishing a uniform approach in identifying, assessing and monitoring disaster risks that would be informed through the disaster management planning processes; Developing and implementing disaster risk reduction measures including contingency plans for all the identified risks; and Ensuring sufficient capacity for disaster response.
The project plan was shared with all the heads of the disaster management centres within the Province as well as with SAPS and SANDF. Other important players (electricity, water, health and medical, transport, natural disasters, etc.) were also incorporated. Coordination structures were instituted, such as Heads of Centres, Emergency Management and Emergency Communication work groups, and Disaster Management was also represented on the Provincial Technical Steering Committee. Risks were identified, assessed and monitored by conducting Risk and Vulnerability Assessments (RAVA) on provincial and municipal levels. A GIS tool was developed based on current RAVA’s in the Province and was combined into a singular GIS software program. During the development of the Provincial/Municipal Risk profiles, 24 probable hazards were identified and rated according to high/medium/low risk categories. The PDMC developed a generic plan which was adopted and implemented for the 2010 FWC by all spheres of government and by most line function departments in the Province. In ensuring capacity for disaster response, disaster response plans were evaluated and tested at several phases of the planning process. A national audit was also conducted prior to the event and mechanisms developed which included other stakeholders such as EMS and safety and security operations. The legacy includes Disaster Management Plans for the City of Cape Town and the five District Municipalities of the Overberg, Central Karoo, Eden, Cape Winelands and the West Coast. Plans now also exist for state-owned enterprises including Eskom, PRASA, Metrorail, Shosholoza Meyl, Transnet Freight Rail and ACSA.
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