selection from the official united states bid to host the fifa world cuptm in 2022

The United States Bid

to Host the FIFA

World Cup™

in 2018/2022

The United States Bid to Host the FIFA World Cup™in 2018/2022

Sustainable Social and Human Development

44.1 Introduction

4.2 International Impact

4.3 National Impact

4.4 Global Grassroots Impact

4.5 Social Legacies of a FIFA World Cup™ in the U.S.

More than 3.9 million children play football in the U.S.A. This allows the sport to make a significant positive impact on society.

Introduction

4.1

246 sus ta i n a bl e so ci a l a n d h u m a n de v el opm en t 247

n 2000, the United Nations made a pledge to change the world as we know it. Having identified the eight greatest challenges facing the developing world, it formulated ambitious measures to eradicate those challenges by 2015.

In 2001, the United Nations formally adopted

the Millennium Development Goals (MDGs). Just two years later, the General Assembly adopted Resolution 58/5 on the use of sport “as a means to promote education, health, development and peace” and as a “powerful vehicle that should be increasingly considered by the United Nations as complementary to existing activities,” thus inextricably linking sport and sustainable development in the world’s eyes.

The United Nations furthered that view when it declared 2005 the “International Year of Sport and Physical Education.” While FIFA had been using football as a vehicle for social development for more than a decade, it established its seminal “Football for Hope” program that same year. The die for using football as a path to a better future was cast.

The U.S. will use football to educate one football fan at a time. Taking a cue from our own history as well as the example set by President Barack Obama, the FIFA World Cup™ will help the U.S. reconnect with people – child by child, one by one – across the world.

“I strongly commend FIFA for its initiative to harness the world’s passion for football and the World Cup to promote sustainable development in communities around the world, and I applaud the U.S.A. for making it a cornerstone of its bid. I look forward to collaborating with FIFA on football-based sustainable development programs that will advance the Millennium Development Goals and empower youth worldwide to help themselves, their communities, and the world.” — Renowned economist and Special UN Advisor, Dr. Jeffrey D. Sachs, the director of the Earth Institute


In collaboration with FIFA, the United States seeks to build upon these important global achievements in proposing a social responsibility program for the 2018/2022 FIFA World Cup™.

According to the United Nations Sport for Children and Youth Report (2006), “Today’s children and youth represent the single largest cohort of young people in history. There are 2.2 billion children and 1.5 billion youth in the world today. Of these, 1.9 billion and 1.3 billion respectively live in developing countries. Together, these young people represent an unprecedented opportunity to reduce global poverty and advance development.”

Just as these young people represent an unprecedented opportunity to advance social development, so too does the game of football. The beautiful game is often called the “great equalizer,” a simple game with minimal equipment costs and hence low financial barriers to participation. Like a universal language, it bridges cultural differences and provides democratic opportunity for all.

A FIFA World Cup™ in the United States presents a unique opportunity to unite the beautiful game and the children of the world in a single purpose. Like football, the U.S. is not about what separates people, but about what brings them together, and we will use this unifying force as a rallying cry to bring about positive social change.

The U.S. Vision for a SociallyResponsible World Cup

The United States envisions a world that is home to healthy and sustainable communities – one that harnesses the drive and cultural richness of its diversity and places a premium on nurturing young people through opportunities for education and public service. Our plan for a FIFA World Cup™ embraces these principles and puts them into action.

Like football, the U.S. is not about what separates people, but about what brings them together, and we will use this unifying force as a rallying cry to bring about positive social change.

The issues of social responsibility are vast, complex, and interrelated. Providing children with adequate nurturing, nutrition, and health care can help reduce social and economic disparities and promote social inclusion. Sports offer children a healthy start by providing them with information, skills, resources, and the support necessary to navigate life successfully.

To deliver on the hope and promise of a FIFA World Cup™, the U.S. has developed an approach based on lessons learned from existing, long-standing American initiatives such as the Peace Corps and the International Sister Cities program. In addition, we have consulted extensively with some of the world’s leading Corporate Social Responsibility (CSR) organizations in developing our proposals.

If awarded the FIFA World Cup™ in 2018/2022, the U.S. will embark upon the largest-ever coordinated CSR initiative linked to a sporting event. We will do so under a concept we call “One on One, One by One” that involves cities, schools, teams, athletes, sponsors, and even countries in creating partnerships and adopting meaningful causes.

Football for Hope

FIFA has already achieved many great things by using football to help bring about positive change with its multi-faceted “Football for Hope” movement. As articulated by FIFA, the aim of Football for Hope is “to create a better future through the medium of football.” The objective of Football for Hope is to “bring together, support, advise, and strengthen sustainable social and human development programmes in the areas of peace promotion, children’s rights and education, health promotion, anti-discrimination and social integration, and the environment. These programmes must be aimed at children and young people, and use football as an instrument to promote participation and dialogue.”

Like football, the One on One, One by One concept is simple but extremely powerful. It is easy to communicate, but highly profound. As we will show, it has also proved an effective means of encouraging individual actions to achieve common goals. Imagine pairing brother with brother, sister with sister, the fortunate with the less fortunate. Taken together, these individuals and their actions can have a profound effect and create longstanding legacies for

current as well as future generations.

As a symbol of our One on One, One by One philosophy, the U.S. will also create a themed FIFA World Cup™ bracelet, similar to the Lance Armstrong “Livestrong” Foundation bracelet, which has sold 250 million units and raised more than $200 million for cancer research.

These bracelets will symbolize the power of taking action and will help raise awareness of the MDGs; they will also generate much-

needed revenue to help us address our ambitious goals. Renowned artists, celebrities, and football stars will be asked to wear the bracelet as a symbol of their commitment to taking steps “One on One, One by One” to support our cause.

The U.S. also suggests approaching FIFA’s global partners, which could support the bracelet initiative with their large employee bases as well as their global distribution networks.

The One on One , One by One bracelet will raise awareness and help support the World Cup CSR initiatives.

SUSTAINABILITy IN ACTIONKansas City adheres to the 2006 International Energy Conservation Code (IECC) standards for new construction and renovations.


Football for Hope’s current ground-breaking program includes a partnership with the Streetfootballworld network of organizations; the 20 Centres for 2010 in South Africa; the “One Goal” program for universal education; the Sports for Youth initiative in Latin America; and the Nothing But Nets malaria-prevention program in conjunction with the United Nations Foundation.

The Role of Education

The U.S. would like to use the power of the FIFA World Cup™ to expand the vision behind Football for Hope by educating and empowering people to take action. While our country is blessed with many advantages, we have some startling instances of poverty and social disenfranchisement in our inner cities and rural areas.

Just as education can bring issues like poverty to light, the surest path out of poverty is education. The 1959 United Nations Declaration of the Rights of the Child long ago recognized every child’s right to recreation and play, proper nutrition and health care, and education “rights” facilitated by sports such as football.

In that regard, football is perhaps more promising than other sports, since it is simultaneously “macro” and “micro:” macro because it is played in more countries than any other sport, and micro because it is intensely personal. That combination makes football a unique and formidable tool to affect children on both an individual level and on a broader, more sweeping scale. The U.S. will maximize that opportunity if selected to host the FIFA World Cup™.

The U.S.A. is already an active player

Thanks to football, a wide range of Americans already impact various aspects of people’s every day lives, from education to health. We have seen that most of their efforts and programs are isolated and independent. Our goal is to instill the One on One, One by One philosophy to enhance, unify, and maximize their efforts with a U.S.-hosted World Cup.

Here are some examples of these American efforts already in place around the world:

Grassroot Soccer● Field of influence:

Health Promotion (focus on HIV/AIDS prevention)

● Geographic reach: South Africa, Zambia, Zimbabwe, and eight other countries

● U.S. Ties: American co-founders Tommy Clark, Ethan Zohn, and Kirk Friedrich have been instrumental in developing the organization

Kick for Nick Foundation● Field of Influence:

Equipment gathering and distribution

● Geographic reach: Iraq

● U.S. Ties: Founder Ken Darley of Wilton, Connecticut was inspired to start the Foundation by the story of Nick Madaras, an American soldier and passionate football fan who distributed footballs to Iraqi children as a hobby but died in battle

Copa NyC● Field of influence:

Social Integration ● Geographic reach:

New York City● U.S. Ties:

Based in NYC, this organization was co-founded by two Americans, Chris Noble and Spencer Dormitzer

Project Goal● Field of influence:

Youth Education ● Geographic reach:

USA- Rhode Island and Southern New England

● U.S. Ties: Project Goal’s regional focus is in Southern New England in the U.S.

Urban Soccer Collaborative (USC)● Fields of influence:

Various● Geographic reach:

United States● U.S. Ties:

USC is primarily sponsored by the U.S. Soccer Foundation and serves as an umbrella association that in turn supports other football organizations in the United States

Soccer in the Streets● Field of influence:

Youth Life Enhancement ● Geographical reach:

U.S. urban communities● U.S. Ties:

Based in Atlanta, the organization targets underserved communities and has engaged children in more than 75 U.S. cities

Yet the FIFA World Cup™ in the U.S. is not a vision for eight to 12 years from now. If we are granted the honor of hosting the event, the legacy will start as soon as a FIFA World Cup™ is awarded. As noted in Chapter 5, the U.S. will create “annual stepping stones” and develop platforms that start in 2012 and run through 2018 or 2022 to create an event of profound impact.

We will leverage our existing partnerships and develop new strategic alliances to extend the reach and impact of FIFA, its partners, and Football for Hope. We will join with non-governmental organizations (NGOs), sponsors, schools, and the like – entities with core competencies in business, sustainable development, and education – to create a new network of partners using football to further social and human development. We will leverage existing infrastructure and time-tested strategies rather than simply building our own. And we will use proven best practices to execute and measure our results.

Taken together, we are confident that these efforts will make a FIFA World Cup™ in the U.S. the most comprehensive educational initiative ever undertaken in sports.

A dedicated arm of the LOC management team will be solely focused on the Sustainable Social and Human Development legacy that a World Cup in the United States will allow us to develop prior to, during, and after the event itself. This management team will rely on a steering committee that will be created through the integration of representatives from all of the different entities involved, ranging from FIFA, the LOC, the LOC’s Chief Sustainability Officer, the U.S. Soccer Federation, the U.S. Soccer Foundation, Major League Soccer, and representatives of our proposed Host Cities. The steering committee’s main purpose will be to ensure alignment of our efforts.

Grassroot Soccer is an American program that helps others around the globe through the power of football.

The U.S. will create “annual stepping stones” and develop platforms that start in 2012 and run through 2018/2022 to create an event of profound impact.


The U.S. will Encourage Peopleto Address the Millennium Development Goals

The Millennium Development Goals adopted in 2001 are the province of the entire world, rich and poor alike. From urban to rural dwellers, from the educated to the uneducated, we will all benefit when the MDGs are met. The challenge is how to bring home to the developed world the crises the MDGs are intended to address. We feel that our One on One, One by One philosophy will help communicate and empower individuals to make a small difference.

According to the United Nations Millennium Campaign, the MDGs have become the cornerstone of development planning, performance assessment, and public engagement in the global fight against poverty. From the Pope and the Catholic Church to imams in Indonesia and Nigeria, from superstars like Ronaldo, Bono, and Angelina Jolie to street musicians in Cape Town, the call of the MDGs has blossomed into a massive global movement striving to achieve a just world without poverty.

While it is important to celebrate the successes of the first 10 years, there is no denying that progress has been uneven across geographies and goals.

Overall, the need for continued public campaigning for the MDGs remains high. The recent economic crisis has made it even more imperative to persist with the awareness campaign and maintain aid volume commitments.

These challenges may appear insurmountable at times. This is where a FIFA World Cup™ in the U.S. offers the promise of the possible.

To confront these challenges, we propose three flagship projects that, paired with our One on One, One by One philosophy and the unifying force of football, will make an impact. Each of them addresses the MDGs.

These projects are highlighted below:

1) We propose to create a “World Cup of Life” campaign, encouraging people to “fill the World’s Cup” by buying “water for life” for people in the developing world. This program will specifically focus on the issue of water, targeting what we consider to be at the root of all the MDGs.

International Impact

4.2

Bono and Al Gore are among the public figures already supporting the MDGs.

The Millennium Development Goals:1) Eradicate extreme

poverty and hunger2) Achieve universal

primary education3) Promote gender equality

and empower women4) Reduce child mortality5) Improve maternal health6) Combat HIV/AIDS,

malaria, and other diseases

7) Ensure environmental sustainability

8) Develop a global partnership for development

THE GAME IS IN ME — Binto

2) We propose to expand FIFA’s “20 Centres for 2010” concept to all of FIFA’s Confederations by supporting and incorporating the spirit of football into the most important multi-disciplinary approach to the MDGs, the Millennium Villages Project. Accordingly, we plan to work with the prestigious economist and Special UN Advisor, Dr. Jeffrey D. Sachs, the director of the Earth Institute at Columbia University, to include an innovative and exciting football program in the design of MDG-centered interventions undertaken in the villages.

3) We will use the powerful “One on One, One by One” concept to create Football X-Change, a network that will help individuals, cities, teams, athletes, and countries find “their perfect match,” whether it be identifying programs to support, or sharing best practices or even micro-financing a specific initiative in their own community or the developing world.

Following are details behind these concepts.


to become “FIFA Change Makers” and help “fill the World’s Cup” with matching donations and engagement opportunities, thus increasing that figure as much as possible to reach our target of five million people.

“FIFA Change Makers” is a concept that will transform World Cup attendees, viewers, fans, volunteers, employees, and members of the FIFA Family into champions of change, empowering them to make a difference.

We will also engage FIFA Partners to conduct matching campaigns with their customers, employees, vendors, and supply chains. And we will work with FIFA to engage other members of the FIFA Family, including athletes, teams, and national federations, to embrace this single, meaningful cause and make a large-scale impact on the world.

The World Cup of Life

The World Cup of Life concept is built on two powerful ideas.

The first is to use the greatest sporting event in the world to tackle the most pressing issues of the developing world, the United Nations’ Millennium Development Goals. The U.S. has the means and the responsibility to take action. As noted, we believe that focusing on the issue of water enables us to have the greatest impact.

Water is life. It is essential for health, economic development, women’s rights, and social development. Without clean, available water, we cannot eradicate hunger and poverty; reduce child mortality; combat HIV/AIDS, malaria, and other diseases; promote sanitation; or ensure environmental sustainability. Nor can we promote gender equality or empower women, since they are often charged with finding and transporting water for their families.

Our water experts have given us grim numbers. They tell us that 40 percent of the world’s population – approximately 2.5 billion people – lack basic sanitation; that 20 percent of the world’s population – more than 1.1 billion people – are without clean drinking water; and that an estimated 4,500 children die from lack of clean water every day.

A U.S.-hosted FIFA World Cup™ aspires to provide five million people in the developing world with water for life.

At the same time, these experts estimate that approximately $25 buys one person “water for life.”

This leads to a second powerful idea: the goal of providing water for life for one person for each World Cup ticket purchased. Thus the 2018/2022 FIFA World Cup™ in the U.S. will be more than a game and will fulfill the promise behind “Football for Hope.” It will become the “World Cup of Life.”

Our goal is for a U.S.-hosted FIFA World Cup™ to provide five million people in the developing world with water for life. To accomplish this, we are proposing a surcharge of 2.018 percent or 2.022 percent on every World Cup ticket, which will generate approximately $25 million dollars and will enable us to finance the infrastructure needed to provide one million people around the world with water for life. We will then challenge our target groups, the media, and fans around the world

More than 1.1 billion people of the world’s population are without clean drinking water.

Areas of Physical and Economic Water Scarcity

● Little or No Water Scarcity● Approaching Physical Water Scarcity● Not Estimated● Physical Water Scarcity● Economical Water Scarcity

Source: International Water Management Institute analysis done for the Comprehensive Assessment of Water Management in Agriculture using the Watersim model


The Millennium Villages Project

Since 2004, the Millennium Villages Project (MVP) has worked alongside more than 100 communities in Africa and the Caribbean to implement projects that strengthen health, agriculture, education, infrastructure, and business development. Each of the sites is located in a distinct agro-ecological zone (arid or humid, highland or lowland, grain producing or pastoral) to reflect the range of farming, water, and disease challenges facing that area and to show how tailored strategies can overcome each environment’s inherent challenges.

A cadre of specialists from the Earth Institute and other collaborators develop tailored programming to target the complex social and environmental concerns faced by each community. Implementation is managed by the local community, in partnership with the United Nations Development Program and the Millennium Promise Alliance, an NGO helping to manage the MVPs throughout Africa. The MVP focuses on participatory, community decision-making, using improved technologies and techniques such as agro-forestry, insecticide-treated malaria bed nets, antiretroviral drugs, and the Internet. The MVP also has an urban counterpart, the Millennium Cities Initiative, which assists mid-sized cities across the sub-Saharan region in their efforts to achieve the MDGs.

The Earth Institute’s Millennium Villages Project provides a proven model to leverage the U.S.A.’s goal of hosting the World Cup and helping the world

Taking advantage of the eight- to 12-year build-up before the event, this proposal would allow a World Cup in the U.S. to leave a truly global legacy.

The U.S. proposes to use the popularity of football and the FIFA World Cup™ to strengthen and expand the MVPs’ science-based initiatives. This would promote FIFA’s goal of supporting a scientifically-backed, vigorously monitored and evaluated program that has been vetted by some of the pre-eminent leaders in the field of sustainable development. It would also allow FIFA to expand upon the important achievements of its “20 Centres for 2010” project in conjunction with the 2010 FIFA World Cup™. Reflecting the urgency and significance we ascribe to the MVP initiative, the LOC has proposed allocating $5 million toward this project.

Specifically, this proposal aims to introduce an intensive football-backed curriculum and nutritional support/health package as an after-school program in the villages served by the Millennium Villages Project.

Furthermore, this program could serve as a cornerstone for the evolution of FIFA’s “20 Centres for 2010” concept; by developing an MDG-centered project in each of the remaining FIFA Confederations, FIFA would be able to expand upon its ground-breaking initiatives in Africa. Taking advantage of the eight- to 12-year build-up before the event, this proposal would allow a World Cup in the U.S. to leave a truly global legacy.

A Targeted Approach: Achieving the MDGs by focusing on Education and HealthWhile all the MDGs will likely be affected, this proposal aims primarily to strengthen the health and educational MDGs for youths between 10 and 14 in its first years of implementation. At this age, youth are at risk of leaving school, prematurely joining the work force, and engaging in sexual activity and other risky behaviors. It is vital to reach this age group with appropriate educational outreach covering reproductive health and gender-specific education. Football provides a powerful forum for discussion of serious topics with these young people.

Trained coaches can play a protective and mentoring role and can be powerful role models. That is why it is important to recruit male and female coaches who will have responsibilities for both training and education.

Source: The Earth Institute at Columbia University


SUSTAINABILITy IN ACTIONMiami is one of three U.S. cities with a sustainability office inside the Mayor’s office.

Targeted Outcomes Reducing hunger and malnutrition among youth in intervention areas. As the number one MDG and a critical issue inseparable from a spectrum of health and social problems, great emphasis will be placed on using football to spur discussion and actions that help combat hunger and malnutrition.

Increasing youth participation in formal education and reducing dropout rates. By ensuring that only students can participate in the football activities, the program aims to compel children to attend school. The school-based meals and nutritional curricula will also operate at the school level and offer students an additional incentive to ensure they remain engaged. Finally, coaches and assistant coaches will help tutor children before and after training sessions to ensure they remain in good academic standing.

Improving gender equality. Football has proved to be a powerful tool in helping girls gain self-esteem and learn more about their own interests. The popularity and success of the women’s game in the U.S. shows first-hand the impact the sport can have. The project will create gathering spaces for girls that will allow them to discuss “taboo” subjects with a trained female coach. Through football, girls can also expand their social networks, gain freedom of expression and movement, and build a sense of entitlement and ownership of their bodies. The program will also focus boys’ attention on healthier choices. While enjoying their passion for football, boys will learn the capabilities and contributions of girls and women, which in turn can help reshape male perceptions of appropriate female roles.

Making progress toward the health MDGs by facilitating awareness of and access to health care. Before- or after-training education modules will focus on topics such as HIV/AIDS, malaria, nutrition, reproductive health, preventing risky behaviors, and water sanitation. Educational programs will encourage use of existing health care interventions at the Millennium Villages and nearby locations, and will include input from local nurses and doctors to de-stigmatize use of the formal health system.

THE GAME IS IN ME— Marsha Capoluongo


FIFA’s Football X-Change

Continuing with our philosophy of One on One, One by One, the LOC will create an online platform for fans around the world to educate themselves and become empowered to take action.

Using the latest social networking technology and emulating a proven model such as the Sister Cities International (see background later in this chapter), we will seek to foster positive change through the power of football by matching individuals and entities around the globe with projects in the developing world.

Matching programs have already proved successful with the U.S. football community. For instance, Passback, a signature U.S. Soccer Foundation program, currently uses online databases and networking to provide hundreds of thousands of pieces of football equipment to those in need. The program has not only demonstrated that there are thousands of youth who love football and lack the basic necessities to play, but that they are “matched” by just as many people who want to help them.

Passback has developed a national network of volunteers (mostly high school and middle school students), who collect equipment for redistribution to the less fortunate. Hosting the World Cup could provide the springboard to expand and adapt this concept to engage young adults to “pass back” their time and knowledge to create a flow of ideas from city to city and continent to continent. This “twinning” concept lends itself to many different iterations:

● Schools in the U.S. (primarily universities and high schools) could be matched with those in developing countries using the Football X-Change network. Through these communications, themes will be selected (e.g., clean water, food supply, sanitation) for an exchange of education and ideas. This could create lasting relationships between school districts and countries. Competition between school districts could also be created.

● Each of the 208 FIFA countries could be challenged to propose one matching program for their nation.

● Football teams or select athletes could be matched with community projects.

● U.S. companies and sponsors could “adopt” a local village. Exchanging best practices and bridging divides could have a tremendous impact.

History shows us time and time again that simple actions – One on One, One by One – can make a lasting impact, particularly on youth. Numerous models already exist that demonstrate the effectiveness of matchmaking across borders as a means of achieving larger social goals. This is as true on the football pitch as it is in the larger world.

The flagship programs proposed by the U.S.A. will for the first time empower people – One on One, One by One – to take responsibility and play a part in helping to make the world a better place through the common force of football.

The flagship programs proposed by the U.S. will for the first time empower people – One on One, One by One – to take responsibility and play a part in helping to make the world a better place through the common force of football.

One on One, One by One we plan to educate, inspire and empower.

SUSTAINABILITy IN ACTIONThe city of Seattle has undertaken an aggressive recycling campaign, and has recently added a composting element to it. Qwest Field is committed to meeting a 60 percent recycling/composting goal by the time of a FIFA World Cup™.

Football X-Change will serve as a social network to match causes, programs and individuals around the world.


We will use the positive influence of the world’s greatest sporting event to promote health and social harmony in the U.S.A.

As noted at the outset, the surest path out of poverty is education. The FIFA World Cup™ will help the U.S. connect with people, One on One, One by One. And like the “butterfly effect,” those single acts of enlightenment will help light up the world.

The U.S. sees the FIFA World Cup™ as a teaching moment, an extraordinary opportunity to bring together youth from different races and classes and to introduce a broad spectrum of practices that can lead to the “healthy minds and healthy bodies” ideal embodied by the sport of football.

This section explains how we will utilize football and the FIFA World Cup™ to promote healthy lifestyles and target several of the most pressing issues in our own country.

Social and health issues in our country are so tightly interconnected that it is impossible to address one without addressing the other. Accordingly, our proposed concepts complement one another and in some cases overlap. This was done to give FIFA the flexibility to select the aspects it feels best capture the spirit of “Football for Hope” and offer the greatest potential impact.

Hosting a FIFA World Cup™ will allow the U.S. to further employ the platform of football to target anti-social behaviors such as discrimination and social intolerance; to address the epidemic of childhood obesity, which threatens future generations and is crippling the American health care system; and to address urban blight, which cultivates destructive behaviors and is itself a factor in the obesity epidemic. Given its global nature, football lends itself to easily teaching youth about different countries, languages, and cultures. It is also a means of shedding light on issues such as discrimination, which is still not properly addressed in education to this day.

In order to deliver its programs, the U.S. will create a multi-faceted education initiative we’re calling FIFA Football for Life, in honor of the 2018/2022 FIFA World Cup™. We will weave educational components through all of the national programs proposed herein to ensure a lasting legacy for the young people who will become the next generation of leaders.

Our domestic initiatives focus onthe nation’s most pressing social issues by addressing its gravest health and social concerns

America’s most pressing social issue today is health care. And America’s gravest health issue is obesity, which is now the most rapidly growing cause of disease and death. Obesity has many causes, including consumption of fast food, the lack of nutritional knowledge, and sedentary behavior. Approximately one in six children suffers from a lack of nutritious food due to the absence of healthy options (or even a supermarket), in many poorer neighborhoods. These neighborhoods, sometimes called “food deserts,” often lack after-school programs and safe places to play, which can lead young people to anti-social as well as self-destructive behaviors.

Nearly one third of American children and adolescents are overweight or obese. This epidemic is threatening the health and lives of millions of people in this country as well as in countries throughout Europe, Asia, Africa, and the Middle East. During the past four decades, obesity rates have soared among all age groups in the United States, increasing more than four-fold among children ages 6 to 11. That translates

to more than 23 million children and teenagers in the U.S. alone.

Significant disparities exist within these numbers. For example, 38 percent of Mexican-American children and 34.9 percent of African-American children ages 2 to 19 are overweight or obese, compared to 30.7 percent of white children in the same age range. There are also significant disparities in terms of access to healthy food and safe places to play. A study of more than 200 neighborhoods found four times as many supermarkets in predominantly white neighborhoods as in black neighborhoods, leaving many poorer communities stranded in the “food deserts” mentioned above. In addition, communities with high levels of poverty are significantly less likely to have places where people can be physically active, such as parks and playing fields.

The most alarming aspect of this epidemic is the rapid rise of childhood obesity, which has been linked to early onset of type 2 diabetes. Diabetes has substantial impacts on life expectancy and quality of life. Further, obese and overweight children are more likely to suffer in the classroom. Obesity has been linked to low school performances as well as low self-esteem. Needless to say, obesity also poses a tremendous threat to the U.S. economy and health

National Impact: Utilizing Football to Strengthen U.S. Communities

4.3

In order to deliver its programs, the U.S. will create a multi-faceted education initiative we’re calling FIFA Football for Life, in honor of the 2018 or 2022 FIFA World Cup™. We will weave educational components through all of the national programs proposed herein to ensure a lasting legacy for the young people who will become the next generation of leaders.

Childhood Obesity Prevalence, 1963–2006

+325%

Source: Source: CDC NHANES Data

1976–801960–62 1966–701970–741963–65

1988–94 2003–041999–2000 2005–06

0

10

20%

● 2–5 Years● 6–11 Years● 12–19 Years


care system. It is estimated that the obesity epidemic costs the nation $117 billion per year in direct medical expenses and indirect costs, including lost productivity. Childhood obesity alone carries a huge price tag – up to $14 billion per year in direct health care costs.

Preventing obesity during childhood is critical because adult habits are frequently formed during youth. If we do not act to reverse the childhood obesity epidemic, the U.S. is in danger of many disturbing potential outcomes, among them raising the first generation of American children who may live sicker and die younger than the generation before them.

U.S. Soccer and the U.S. Soccer Foundation are uniquely positioned to take a major role in this fight given that a large segment of the sport’s fan base is Hispanic, the fastest-growing segment of the U.S. population and a group that suffers from discrimination as well as obesity. According to the Centers for Disease Control and Prevention (CDC), the rate of adolescent male obesity is higher among adolescent Mexican-Americans (22.1 percent) than among non-Hispanic whites (17.3 percent) and African-Americans (18.5 percent).

In 2009, Major League Soccer teamed up with Summer Bridge Activities to launch the “Active bodies-Active minds” program, a summer-long initiative that promotes physical and mental fitness through exercise and reading programs for children. This is an excellent start for a broader, integrated initiative in conjunction with the FIFA World Cup™ to address nutrition and intolerance.

The U.S. sees the FIFA World Cup™ as a powerful way to invigorate our cities and combat these crushing issues at the same time. Under the umbrella of FIFA Football for Life, the U.S. proposes to develop a World Cup-themed overlay onto a comprehensive set of existing programs that have already produced results and have the infrastructure to deliver success.

3) Places to Play – a program to increase the number of playing fields in urban neighborhoods.

The U.S. also proposes to introduce an entirely new concept for FIFA to consider called the FIFA Institute for Social Change. This is a leadership institution designed to capture the best practices related to football and sustainable social and human development, and to document the impact that a FIFA World Cup™ in the U.S. could have upon the world.

In all cases the initiatives will be anchored by a robust FIFA educational curriculum.

The curriculum will integrate football, health, nutrition, positive social behaviors, and empowerment into the equation. To help combat obesity and its array of associated problems, the programs will teach nutrition during school hours as well as before football practice. In addition to incorporating information for parents, they will promote physical

Football for Life - the FIFA Education Initiative

The U.S. features one of the most diverse cultures in the world. Through a combination of jurisprudence and legislation beginning with the landmark 1954 Supreme Court ruling in Brown vs. Board of Education, and carrying on through The Civil Rights Act of 1964, discrimination based on race, religion, sex, national origin, and other characteristics became illegal. While much has improved in the last 45 years, the nation still struggles with discrimination and intolerance. According to a recent report by the Civil Rights Project, some 40 percent of Latinos and 39 percent of African Americans now attend de facto segregated schools. The average minority student is currently enrolled in a school in which 60 percent of students are from families who are near or below the poverty line.

FIFA Football for Life will be designed to align with ongoing U.S. Soccer Foundation programs to either support, complement, or expand these programs, as well as help address these issues through one multi-pronged approach. And it will leverage a full spectrum of existing education programs at the state, federal, and local levels to do so. The U.S. will create a World Cup overlay to these programs to enhance their appeal, and offer them widely.

The FIFA Football for Life educational initiative will be conducted in partnership with our Host Cities and will be based on three successful models that exist today:

1) Play On! – a national initiative to increase physical activity and healthier lifestyles in urban schools and communities.

2) Soccer for Success – an after- school initiative that addresses pressing social issues such as discrimination, juvenile crime/violence, and educational attainment.

activity for children in a fun and engaging context, help develop lifelong habits for physical activity, and build positive attitudes towards one’s body. They will also provide youth with the opportunity to be part of a mixed team environment and have immediate access to coaches and positive role models.

The key initiatives are detailed below:

Play On!Play On! is a free program that leverages its relationship with the child to connect with parents and achieve positive change in families and their communities. The program focuses on engaging children from disadvantaged urban communities in a fun, supervised, after-school football program that teaches the fundamentals of football, builds life skills, enhances self-confidence, and promotes the benefits of proper nutrition and maintaining a healthy lifestyle. Key components include:

On February 9, 2010, United States First Lady Michelle Obama launched the “Let’s Move” campaign, which aims to eliminate childhood obesity in the U.S.

According to the Centers for Disease Control and Prevention (CDC), the rate of adolescent male obesity is higher among Hispanics: ● Mexican-Americans

22.1 %● African-Americans

18.5 %● Non-Hispanic whites

17.3 %

The proposed Host Cities will support the FIFA Football For Life initiative.


Football Instruction. Skill development and small-sided games two or three days per week after school. Instruction focuses on teaching the fundamentals of the game through skill-learning activities and drills. Drills and small-sided games are designed to engage participants in moderate to vigorous physical activity for 90 minutes each session.

Healthy Lifestyles. Taking part in well-designed football play will help children improve their fitness levels and contribute significantly to meeting the CDC-recommended weekly requirement for moderate to vigorous physical activity. Age-appropriate health and nutrition education messages will be incorporated into the program through coaches, school nurses, and guest speakers from the health profession. Free annual health screenings will be provided to economically-disadvantaged players and their families.

Youth Development. In addition to physical development, this program will continue to enhance life skills and academic performance. Participants will take part in after-school tutorial labs, homework assistance, and other school-based enrichment in addition to football.

Leveraging Volunteers. The program capitalizes on existing teachers supported by local university students, high school leaders, and community volunteers. The program partners with corporate sponsors and invites their employees to sign up as homework helpers, volunteer coaches/mentors, and guest speakers (topics to include healthy lifestyles, goal-setting, staying in school, etc.).

Play On! builds coalitions by engaging the resources of the U.S. Soccer Foundation, federal agencies such as the Departments of Education and Health and Human Services, public schools, community-based organizations such as the Boys & Girls Clubs, and grassroots community members. In keeping with our commitment to metrics and data as a critical management tool, the program features measurement tools to help children track their health and progress over the long-term.

Soccer for Success After-School Football InitiativeWithout structured, supervised activities after school, youth are at greater risk of participating in anti-social behaviors or becoming victims of crime. In fact, juveniles are at the greatest risk of becoming a victim of violence between 14:00. and 18:00., according to the Juvenile Justice Bulletin: National Report Series by the Office of Juvenile Justice and Delinquency Prevention. The peak hour for juvenile crime is from 15:00. to 16:00., the first hour after most students have been dismissed from school.

In honor of the FIFA World Cup™, the U.S. will expand the current Soccer for Success after-school initiative, which addresses pressing social issues such as discrimination, juvenile crime/violence, and education. The U.S. Soccer Foundation has already demonstrated success in this area, most visibly with America Scores, a reading and literacy program that the Foundation nurtured and supported from a fledging Washington, D.C., initiative to a widely-recognized national program today.SUSTAINABILITy

IN ACTIONSustainability is an academic subject introduced to Baltimore elementary school students, and it will become a high school subject, too, in 2011.

THE GAME IS IN ME— Rio


The FIFA Institute for Social Change Our final concept for this national section is the FIFA Institute for Social Change. The concept will blend theory with practice to establish the world’s preeminent football education center. The FIFA Institute for Social Change will become a thought leader and an “action tank” designed to identify football-based practices, which, like the game itself, will work anywhere in the world.

Using football as the common denominator, the FIFA Institute for Social Change will offer a variety of services to help educators and community groups:

● An Academic Center, posting leading research in the field and offering interdisciplinary coursework

● Policy Advocacy and Thought Leadership, creating programs modeled on the “U.S. President’s Council on Physical Fitness,” formerly chaired by Arnold Schwarzenegger, a member of the USA Bid Committee Board of Directors

● Curriculum and materials development and dissemination, offering programs that use football to cultivate leadership and character-building skills in youth

● Excellence Incubation, promoting cutting-edge urban development strategies that focus on special groups, such as new immigrants, the disabled, and young girls

● Training, Technical Support, and Strategic Advising, serving as an adjunct resource for educational organizations, non-profits and various youth agencies

● Field Building, Network/Affinity Group Creation and Management, hosting conferences for students, coaches and leaders of youth sports organizations

● Designing and Managing National Awards and Recognition Programs to recognize leaders in this sector

The FIFA Institute for Social Change will work with other organizations and institutions dedicated to using sport as a vehicle for peace and social harmony. It will also be a dynamic, living monument to FIFA’s outstanding leadership in this area. In its beginning stages, the FIFA Institute for Social Change could reside in a virtual online space and expand into a physical location in the United States at the appropriate point in time.

The programs of our proposed FIFA Football for Life education initiative will activate the largest population of youth football players in the world, the nearly four million young people who thrive on the game in the U.S.

The programs of our proposed FIFA Football for Life education initiative will activate the largest population of youth football players in the world, the nearly four million young people who thrive on the game in the U.S.

Hosting a World Cup in the United States will help garner the public and government support necessary to expand the fine work already being done in this area. The focus of individual programs and themes for youth development will be determined by the needs of each Host City. In Los Angeles, for example, it may be gang prevention. In Baltimore, it may be educational attainment.

Places to PlayEducation may happen everywhere and anywhere, but sports-based education initiatives require playing fields to make their point. Urban communities throughout the United States suffer from policy and planning decisions that have contributed to a dearth of facilities for physical activity. But local authorities nationwide have increasingly engaged strategies such as zoning, community advocacy, and policy initiatives to create healthier local communities.

With the World Cup as our platform, the U.S. Soccer Foundation will engage corporations, government, other foundations, and the public at large in a national campaign to build 1,000 five-a-side mini-pitches in inner-city

neighborhoods. This will facilitate pick-up football games and ensure that a playing field is within easy walking distance of home for children in underserved communities.

The U.S. will also work in partnership with our Host Cities, and where possible include these national football initiatives in the “green zones” that some of these cities have established. Green zones use place-based sustainability as a means for social, economic, and environmental revitalization of highly distressed areas of the urban core. Green zones feature initiatives such as home weatherization and building retrofits for energy efficiency; funding from the U.S. Smart Grid project; new economic investment tools; workforce development, job training, and green collar job creation; and utilization of vacant lots as a resource for community gardens and playing fields. Green zones also focus on public safety and education, a key component of the U.S. plan.

This concept creates a nice bridge to the environmental initiatives outlined in Chapter 5. The work to build a better America through football-based initiatives and, of course, the sport of football itself, will also help create a platform to a better future.

After school programs using football will address key issues impacting children and youth today.


Tying it all Together: Promoting Global Citizenship Through Football

Global citizenship eclipses the power of governments. In this final section, we outline how the U.S. will use the World Cup to galvanize individual citizens to reach across borders and harness their collective power for the greater good of humanity.

The One on One, One by One philosophy promotes the purest sense of individual empowerment though football. A natural extension of this overarching philosophy is volunteerism, already a hallmark of American society.

The experience of volunteerism combines powerful journeys of individual discovery with meaningful contributions and a sense of pride that lasts a lifetime. Discovering first hand that they can be agents of change for their communities, football fans the world over can become the informed and engaged citizens the world desperately needs.

countries.As described elsewhere in this bid

book, President Barack Obama has embarked on a new period of global engagement, and the United States sees the FIFA World Cup™ as a perfect opportunity to not only welcome the world to its shores but also showcase a reinvigorated sense of ourselves as engaged citizens of the world.

Sister Cities Introduced in 1956, the Sister City program was President Dwight Eisenhower’s concept to encourage citizen diplomacy. Many early sister city relationships formed out of the post-World War II aid programs to Western Europe. By 1981, 720 U.S. cities representing 85 million citizens were linked to more then 1,000 communities in 77 nations.

Sister Cities created a vehicle for cultural understanding, put a human face to international news, and stressed the commonality of urban problems among international cities. In essence, the concept highlighted the interdependency of humanity. During the 1980’s, a “municipal twinning” developed, with city leaders focusing on mutual relationships that offered technical assistance in municipal development. While approaches and attitudes have changed, one underlying theme remains: concerned international citizens participating in modern diplomacy. This country will leverage this concept through the many ideas put forth for a U.S.-based FIFA World Cup™.

History of the U.S. in Social andHuman Development

Like its contributions to environmental stewardship discussed in Chapter 5, the United States has a long and proud history of fighting global poverty, hunger, and disease. According to the Millennium Development Goals Campaign, “In partnership with other countries, the U.S. has played a leading role in dramatic improvements in health, education, and income levels seen in developing countries over the last 50 years. With an Obama presidency, we currently have a tremendous opportunity to leverage a system of assistance that is shifting its priorities to meeting the needs of the poor. This is not an issue of charity, but rather of helping to provide developing countries the necessary tools to achieve the MDGs and working to ensure the U.S. policy agenda supports the MDGs.”

The Peace CorpsEstablished in 1961, the Peace Corps is an organization that sends American volunteers around the globe to work with governments, schools, nonprofit organizations, and entrepreneurs in areas such as education, business, agriculture, and the environment. Since President John F. Kennedy intoned these famous words in his inaugural address – “And so, my fellow Americans: ask not what your country can do for you – ask what you can do for your country,” – hundreds of thousands of Americans have joined the Peace Corps, serving in 139

Other ContributorsMany U.S. corporations have a strong commitment to CSR and have long incorporated it into their operating principles. According to the 2009 State of Corporate Citizenship in the United States Report, the majority of American companies did not reduce their commitment to corporate citizenship practices in spite of the recession. Several of these companies (including many of FIFA’s Partners such as Coca-Cola, which has made a commitment to waste management and water conservation) have existing corporate citizenship programs upon which they continue to expand. Other best-practice examples include the Starbucks’ Ethos Water program and the One for One initiative from Toms Shoes.

Ethos Water was founded on a dream to solve the world water crisis. Purchased by Starbucks’ in 2005, the two companies are committed to raising awareness of the global water crisis and empowering people to make a difference with their water purchases. Every time someone purchases Ethos water, a portion of the sale goes toward contributing $10 million to humanitarian water programs by the end of 2010.

Toms Shoes is an American corporation founded on a simple but powerful premise: with every pair purchased, Toms gives a pair of new shoes to a child in need. Toms donated more than 300,000 pairs of shoes to children in need in 2009 alone.

U.S. NGOs have also played a leading role in championing global social issues, and have created successful “matching programs” that pair individuals in need with those who want to help. Just two examples: Volunteer Match, which is currently working with the U.S. Soccer Foundation, and Kiva.org, a microfinance website that is further highlighted in Chapter 5. Since its launch in 2005, Kiva has loaned more than $100 million to more than 250,000 entrepreneurs in 187 countries.

It should also be noted that American private citizens have been among the most generous in the world.

Global Grassroots Impact

4.4

THE GAME IS IN ME — Nick George


Our Proposed GrassrootsInitiatives

In the spirit of our own history, the U.S. will use the FIFA World Cup™ to inspire global citizenship without borders via three proposed concepts:

1) We will create the FIFA World Football Jam, using music to engage youth at FIFA Fan Fests™ around the world.

2) We will mount a World Cup Citizens of the World Day, which we hope will become the single largest volunteer event in history.

3) And finally, we will celebrate our most vaunted volunteers with a FIFA Humanitas Award.

Following are the details behind these concepts.

The U.S. will work with FIFA and its partners, along with an organization such as AEG/LiveNation on this concept and arrange for the music acts to rotate among the Fan Fest venues. While providing cost efficiencies for the venues, this will also create significant sponsorship, licensing, and merchandising opportunities for FIFA.

Extending the FIFA World Cup of Life concept described earlier, we will sell “World Cups” for water and hunger at the FIFA Football Jam. “World Cups” will be sustainable, reusable and collectible cups, and their design will make clear the cause to which profits will go: investing in clean water, helping to confront poverty, reducing hunger, and achieving other MDGs.

FIFA World CupTM Citizens of the World DayAs noted, the “World Cup Citizens of the World” concept will harness the passion for the world’s game to create the single largest volunteer day in world history.

Twenty-four hours prior to kick-off of the FIFA World Cup™ in the U.S, we will start a global “wave of peace and volunteerism” to signal a different kind of event, that of rebuilding our own communities around the world. Each participating entity – a national association, a corporation, or a fan group, for example – will choose a cause of its own or one from the “Volunteer Match” that pairs good people with worthwhile causes.

To mark the spirit of global participation, each nation will do the famous “football wave” at noon local time. In turn, this wave of good feeling, shared hope, and community effort will travel around the world. The immediate goal will be to generate awareness and participation by seeking to break a Guinness World Record. The ultimate goal would be to encourage a tradition of caretaking that will flourish well beyond the World Cup itself.

FIFA World Football Jam As the world has seen, hope and help can fly on the wings of song.

As of 2009, “We are the World,” the biggest-selling single recording of all time, has sold more than 20 million units and raised over $63 million for humanitarian aid in Africa. The historic recording, which was re-recorded in early 2010 to benefit Haitian earthquake relief, brought together many of the most famous musicians of the 1980s, and influenced the movement within pop music to create songs that address larger social issues.

Taking a cue from such efforts, the U.S. proposes to create a series of major music/entertainment events across all of the FIFA Fan Fest™ venues on non-match days. The FIFA World Football Jam concept will leverage the enormously successful Fan Fests, creating tremendous visibility among football and non-football fans alike and educating and engaging youth in our sustainability cause. The Fan Fest events will incorporate the stadium “FIFA Sustainability Expos” concept referenced in the Environmental Protection chapter and will feature recycling, exposition, and planting events to personally involve attendees.

FIFA Humanitas AwardFrom each one of us acting individually and leading others to do the same, good things follow. As our final program, in the spirit of the volunteerism, engagement, and the One on One, One by One philosophy that is championed throughout this document, the U.S. proposes the creation of a prestigious FIFA Humanitas Award to honor outstanding volunteers in communities around the world.

After recognizing local heroes, a national award will go to an outstanding volunteer in each nation nominated for exceptional community service by his or her peers. The recipient will be rewarded with a free ticket to the Final of the FIFA World Cup™, a dinner with the FIFA President, and a donation to the individual’s community effort. This award will be a tribute to the leadership that created Football for Hope and turned the possibilities represented by the sport of football into reality.

The United States proposes to bring the MDG issues home to the developed world by personalizing them and demonstrating how the efforts of one person can change another person’s life forever.

The United States proposes to bring the MDG issues home to the developed world by personalizing them and demonstrating how the efforts of one person can change another person’s life forever.The U.S. wants to use music and football to engage fans One on One, One by One.


Ambassadors of Humanity

Because of what is at stake, it is vital that the 2018/2022 FIFA World Cup™ declares bold goals. Our plan is to encourage millions of people directly – and billions indirectly – to take meaningful action that can help change their lives and play a role in solving the world’s largest problems. In short, we want to challenge them to become ambassadors of humanity.

As we continue into this still relatively new century, the U.S. looks to the future in a different light, one that gives people tools for change. We will use the powerful platform of the FIFA World Cup™ to expand the developed world’s understanding of the MDGs and support simple actions that can have profound results.

Through the power of our citizenry, we will challenge ourselves to go beyond self-interest to shared interests, and in the process attempt to create a better world for ourselves and our children.

The United States proposes a framework that will help FIFA make social change a defining characteristic of the football world. We will design a multi-faceted program that will generate support for Football for Hope and make the 2018/2022 FIFA World Cup™ one of the most comprehensive educational efforts in sports history. The One on One, One by One theme will become the underlying concept that allows every citizen of the world to utilize football as a tool of positive change.

Social Legacies of a FIFA World Cup™ in the U.S.

4.5

What FIFA holds in its hands is not simply a proposal for what the United States will do to advance social and human development with a FIFA World Cup™. The U.S. is proposing to use the FIFA World Cup™ to launch thousands of new beginnings around the world, leveraging the passion in every fan and empowering him or her to make a difference. Football is the universal language. There can be no better ambassador for the planet.

Through the power of our citizenry, we will challenge ourselves to go beyond self-interest to shared interests, and in the process create a better world for ourselves and our children.

Examples of other professional sports in the U.S. that have a history of social involvement

In 2007, the National Basketball Association, in conjunction with the Clinton Foundation and the American Heart Association, launched the “NBA FIT Program.” FIT is a league-wide, comprehensive health and wellness platform that encourages proper eating habits and promotes exercise to children and young adults.

In 2009, the National Football League launched “NFL PLAY 60,” a national campaign focused on increasing the wellness of young fans by encouraging them to be active for at least 60 minutes a day. The NFL has also introduced an in-school curriculum, “What moves U,” in partnership with the American Heart Association. The United States Tennis Association has joined the battle against childhood obesity as well, stating that their “biggest competitor is passive activities.”

On the international level, education and professional sports have also made powerful allies by addressing issues such as racial and economic discrimination. Some best-practice examples include FIFA’s program with streetfootballworld, the “Football Against Racism” initiative, as well as FIBA’s “Basketball without Borders” resolution tournaments.

However, the power of football as a vehicle for youth and community development has yet to be fully realized in the United States. Participation opportunities are inadequate, the reach of many programs is limited, and the efforts are rarely aligned with a more purposeful agenda.

A FIFA World Cup™ in the United States will change that.

2018 20222012FIFA World Cup USA Sustainability PlanKicks Off

The funding of these bold initiatives will require creative, collaborative effort across many contributors. We have identified ticket surcharges, matching programs that tap into public and private grant sources, and also opportunities to work closely with FIFA’s commercial affiliates, who will hopefully identify our goals with their own. During the build-up to the World Cup, we will engage the support of each of our Host Cities, utilizing their unique abilities to fund programs as well as the inherent competitive process that will be in place during the race to become one of the final 12 venues. For the MVP project, we have gone one step further and allocated a specific line item of $5 million as part of the budget being submitted to FIFA in Chapter 18.

In addition, it is important to note that as with the World Cup that was held in the U.S.A. in 1994, the proceeds from a World Cup in 2018 or 2022 will be dedicated to the U.S. Soccer Foundation,

which guarantees that our vision will live on long after the final whistle.

As noted, the efforts behind a FIFA World Cup™ in the U.S. will not start in 2018 or 2022. The work will start eight to 12 years before the event, and leave a lasting legacy in hearts and minds around the world.

Paving the Path for a Lasting Legacy

The concepts presented in this chapter are intended to form the basis of a lasting social and human development legacy as a result of a U.S.-based FIFA World Cup™. We intend to work closely with FIFA in the adaptation and implementation of proposed programs such as the World Cup of Life, the use of football in the MVPs and Places to Play (with its intended 1,000 mini-pitches), to assure alignment with the evolving FIFA Football for Hope movement.

Our Timeline

Environmental Protection

55.1 Introduction

5.2 Environmental Action Plan for the 2018/2022 FIFA World Cup™

5.3 Organization Plan and Governance for Sustainability

5.4 Engagement Plan

Introduction

5.1

280 en v i ron m en ta l pro t ec t ion 281

n the United States World Cup bid, Chapters 4 and 5 are designed to work in tandem to ensure that a FIFA World Cup™ in the U.S. would be the largest and most successful sustainability-themed movement in the world. What we outlined in the previous chapter is in many ways linked to this chapter, for we feel

that sustainable social and human development along with environmental responsibility require an extraordinary level of coordination to ensure that our commitments are fully realized.

If the U.S. is selected to host the 2018 or 2022 FIFA World Cup™, we will go beyond the expected. We will use the best part of ourselves on behalf of the world community created by football. We will propose universal ideas that are put into practice community by community. We will mobilize the football world and empower one person at a time, One on One, One by One. Each and every fan who witnesses the matches in the stadium or on television in more than 200 countries around the world has a stake in the future and will be encouraged to play a role and make a change.

Environmental Challenges

The world faces a series of environmental challenges that all of us – business, government, and civil society – must face together. The core issues include climate change, energy, water, deforestation, biodiversity loss, chemicals and toxics, air and water pollution, waste management, ozone layer depletion, and the rapid decline of our oceans.

In an article that was published by the Los Angeles Times on November 30, 2009, U.S. media personality Jeff Corwin described the world’s current situation: “Somewhere on Earth, every 20 minutes, one animal species dies out. At this rate, we will lose 50 percent of all species by the end of the century. Time is running out to turn the tide.”

In some areas, such as the ozone layer and certain air regions, we are seeing improvement. But most natural systems are in serious decline. Putting aside some controversies and political wrangling, the science on climate change is overwhelming. The world is warming and humans are behind it. Our choices in energy sources tie directly to climate and to local air quality and health.

Water issues are easily identified – when regions face droughts and millions of people die of water-borne illness, there is no debate on the science. Land use and deforestation are not only creating roughly 20 percent of the greenhouse gas problem, but are also contributing mightily to what is being considered “the sixth extinction event” in the five-billion-year history of the planet. The consensus among biologists is that the earth is faced with a mounting loss of species that threatens to rival the five great mass extinctions of the geological past.

The U.S. will make the FIFA World Cup™ a self-sustaining energy event as well as a “living showcase” that connects people to novel technologies and new behaviors that benefit our planet. The gravitational pull of the World Cup will draw people in and change them from passive observers to eager activists working toward a goal that all of us – in every country – can share. A FIFA World Cup™ in the U.S. will be a call to action. It will represent bold thinking and big goals that reflect the optimism and energy so characteristic of both FIFA and our country.

A sustainable FIFA World Cup™ is not window dressing or something that would be “nice to have.” To the U.S., a sustainable World Cup is the only option.

How FIFA’s vision and past American environmental initiatives have inspired the U.S. World Cup proposal

The world is at a tipping point. So say scientists and business and political leaders around the world, in a rare consensus. The task of our generation is to address these significant environmental issues. The manner in which we do so – in a way that protects the needs of both current and future generations – will be our legacy. Understanding the challenges we face is the very first step.

By dedicating the FIFA World Cup™ to sustainability in all its forms, the U.S. acknowledges that the future is upon us and that we will take responsibility for it.

A sustainable FIFA World Cup™ is not window dressing or something that would be “nice to have.” To the U.S., a sustainable World Cup is the only option.


History of Environmental Leadership in the U.S.

America’s commitment to environmental stewardship dates back more than 100 years, thanks to the leadership of far-sighted individuals, businesses, educators, researchers, and legislators. Some of the most important examples that have inspired our proposals are described next.

The National ParksThe U.S. pioneered land preservation by safeguarding large portions of the country for future generations. The establishment of national parks (beginning in 1872) and the extensive network of local parks throughout the country are a testament to this bedrock American principle. The U.S. now has 391 national parks across the country under the management of the National Park Service. It has also protected approximately 340,000 square kilometers of land, an area almost equal in size to the Republic of Congo and larger than countries such as Italy, Ecuador, and the United Kingdom. In fact, this protected land is larger than that of two-thirds of the countries in the world. The year 2016 marks the centennial of the U.S.

Government Leadership

The U.S. government passed some of the first major national environmental laws that the world had ever seen, among them the critically important Air Pollution Control Act (1955), the Clean Air Act (1963), the National Environmental Policy Act (1969), and the Clean Water Act (1972). These laws set standards that have been emulated in countries around the world.

Arguably, the U.S. has lost some of its environmental leadership position in recent years, particularly around the greatest threat to humanity, climate change. But that has begun to change thanks to the actions of certain government officials.

As early as 1976, Al Gore, who served as Vice President of the United States from 1993 to 2001, held the first U.S. Congressional hearings on climate change and co-sponsored hearings on toxic waste and global warming. Following the release of the film An Inconvenient Truth and later receipt of the Nobel Prize, he impelled a global “sea change” in environmental awareness.

Under President Barack Obama, the U.S. administration has turned the focus back onto environmental issues. To demonstrate his commitment, President Obama issued an Executive Order on October 5, 2009, to demonstrate that the government could take measureable action that went beyond simple words. This order mandated that federal agencies establish 2020 greenhouse gas reduction goals, as well as operational goals such as the following:

● A 30 percent reduction in vehicle fleet petroleum use by 2020

● A 26 percent improvement in water efficiency by 2020

● A 50 percent improvement in recycling and waste diversion by 2015

Concerns about chemicals and what is in our bodies – and our children’s bodies – continue to rise, and countries around the world are enacting ever more strict toxics legislation. Our oceans are in critical condition, with coral dying around the world and very few major fisheries managed in a sustainable way.

The United Nations’ extensive Millennium Ecosystem Assessment in 2005 declared that nearly all the 24 major natural support systems the UN studied are in decline. And they have not improved in the last five years. It’s far from a pretty picture, but there are several bright spots on the horizon.

In fits and starts, the world is starting to tackle climate change more aggressively. Businesses around the world are increasingly leading the charge, not fighting it. As former U.S. Vice President Al Gore and others tell us, many of the technologies we need to create a much more sustainable world are already here.

National Park Service – one of the stepping stones the U.S. World Cup plan will make use of as we build toward 2018/2022.

Silent SpringThe publication of Rachel Carson’s Silent Spring in 1962 launched the modern environmental movement by documenting the severely detrimental effects of pesticides on the environment. The book – and the resounding response to it – facilitated the ban of the chemical DDT in 1972, but more importantly raised awareness of how humans are impacting the environment globally.

Earth Day Silent Spring – and the general social revolution of the 1960s – helped create environmental awareness and activists in all walks of life. Concerned Americans launched the first Earth Day in 1970 to create an outlet for those passions, with approximately 20 million Americans participating. Twenty years later, Earth Day 1990 mobilized 200 million people in 141 countries and paved the way for the landmark 1992 United Nations Earth Summit in Rio de Janeiro.

Earth Day 2007, with its estimated record one billion people participating in activities around the world, provided an inspiring model that the U.S. will seek to emulate and eclipse for the 2018/2022 FIFA World Cup™. We will garner participation and action from billions of FIFA fans around the globe to support our sustainability cause.

National parks in the U.S. provide more than 340,000 square kilometers of protected land.


These cities and many other American communities have reduced emissions, built leading-edge public transportation systems, set tough green standards on city purchasing and procurement, mandated energy efficiency audits and improvements in buildings, and much more. Host City leadership of this sort is of particular importance to our proposals, since the matches will take place in 12 of our most forward-thinking metropolitan areas, thereby assisting the LOC to implement its bold initiatives.

As we did during our bid process, the U.S. proposes that FIFA continue the use of sustainability criteria to screen cities and stadia in the selection of the final 12 venues for the event.

Critical Partners and Best Practices

In addition to the leadership that our proposed Host Cities will provide, and the close partnership required with FIFA to build a sustainable World Cup, we propose to work with other important stakeholders as well. We will establish a Sustainability Advisory Board with members who are among the most respected sustainability experts in the world (see Section 5.3, Organization Plan and Governance). But it is worth highlighting two specific groups that we believe would offer valuable contributions at the Advisory Board level.

In addition, our environmental plan is modeled in many ways upon what is clearly possible at the cutting edge of the private sector (as well as, of course, on what we can learn from our greenest cities). If a major automobile plant in Indiana sends zero waste to the landfill, why can’t our stadia do the same in eight or 12 years? If Wal-Mart can drastically improved fleet efficiency and is testing biofuels and electric engines, why shouldn’t we set aggressive zero-fossil-fuel goals for FIFA World Cup™ transportation?

We can also partner with the business community in choosing our vendors more carefully. For example, why shouldn’t the FIFA IT partner come with a strong environmental record and the desire to work closely with the LOC on an end-of-life plan for all event-related technology?

NGOsU.S. non-governmental organizations (NGOs) also play leading domestic and international roles in environmental issues. Some examples of notable NGOs include the National Resources Defense Council (NRDC), the World Wildlife Fund (WWF), the Environmental Defense Fund (EDF), and the Nature Conservancy (TNC).

A U.S.-hosted World Cup would seek to create partnerships with these entities and others in a manner unmatched by previous World Cups. The USA Bid Committee has already begun to work with the NRDC, the Earth Institute at Columbia University, and other institutions in formulating the bid proposal. These existing relationships help set the stage for the U.S. to effectively implement the initiatives outlined in this chapter.

● That 95 percent of all applicable contracts meet sustainability requirements

● Implementation of the 2030 net-zero-energy building requirement

But even before federal authorities played a major role in this area, our cities and regions stepped into the void and demonstrated world-class leadership. In 2005, then-Seattle Mayor Greg Nickels launched the U.S. Conference of Mayors Climate Protection Agreement to advance the goals of the Kyoto Protocol.

Over the last five years, more than 1,000 mayors have signed the agreement, and the competition among our cities to be crowned the “greenest” has become fierce. For example, New York City’s Mayor Michael R. Bloomberg created his own greening plan, PlaNYC, which calls for a 30 percent reduction in global warming emissions by 2030. Greenworks Philadelphia, a mayoral initiative in that city, has set goals to reduce green-house gases (GHGs) by 20 percent, to bring local food within 10 minutes of 75 percent of residents, and to lower city government energy consumption by 30 percent – all by 2015.

The U.S. is proud to state that 17 of the 18 proposed FIFA World Cup™ Host Cities have already signed the Mayors Climate Protection Agreement. The USA Bid Committee will be initiating conversations with the City of Houston, whose mayor was just elected to that position in December of 2009, to urge it to become the 18th city to sign the agreement.

Business LeadersOver the last decade the business world has been swept up in a green wave of rising interest and concern about environmental issues. On one level, none of this is new. Leading companies, such as 3M and DuPont, have been pursuing “pollution prevention” and eco-efficiency for years, even decades, and the intensity and scope of their greening efforts has grown exponentially.

Aside from some of those larger early adopters and smaller sustainability-focused leaders such as Patagonia, U.S. companies were arguably a step behind in the sustainability race. In recent years a few green superpowers from the U.S. have come on strong. General Electric’s ecomagination program is trying to help address some of the world’s environmental ills with turbines, more efficient locomotives, water systems, and other large technologies. IBM is promoting a “smarter planet” and using information technology to make buildings, transportation, and cities more efficient and intelligent.

Perhaps most important, Wal-Mart, the world’s largest retailer with $400 billion in annual sales, has set aggressive goals for its own operations, such as 100 percent renewable energy and zero waste, and has made significant strides in energy and fleet efficiency. In turn, Wal-Mart is pressing its 100,000 suppliers to do much more, from reducing packaging to cutting carbon emissions. It is this new “full value-chain perspective” that we believe can change the world by affecting every link in the production and supply chain.

The powerful green business community in the U.S. will bring both inspiration and tactics to a U.S.-hosted FIFA World Cup™, and we have embraced this larger value-chain view as central to our plans: A sustainable World Cup is not just about making the matches as low-impact as possible; the responsibility extends to the supply chain as well as to attendees and viewers.

A sustainable World Cup is not just about making the matches as low-impact as possible; the responsibility extends to the supply chain as well as to attendees and viewers.

The U.S. is proud to state that 17 of the 18 proposed FIFA World Cup™ Host Cities have already signed the Mayors Climate Protection Agreement.

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Guiding Principles for a Sustainable FIFA World Cup™ in the U.S.A.

It is vital that the World Cup be bold in its environmental strategy. A FIFA World Cup™ in the U.S. will abide by four guiding principles:

1) Sustainability will be the core element of the entire event.

2) We will set new standards in green operations and set tactical goals for the event such as:

● Water neutrality● Zero waste to landfill● Zero fossil fuels in

energy generation● Zero fossil fuels in FIFA-

provided transportation● 100 percent compliance

by suppliers and vendors to sustainability standards

● 100 percent organic food sourced locally

● Less than 20 percent of attendees arriving by combustion engine vehicles to the matches

3) We will have a greater impact outside the core operations of the event by influencing, educating, inspiring, and empowering the following groups:

● 5 million people ticketed for the matches

● 25 million people at the FIFA Fan Fests™

● Billions watching worldwide● Suppliers and vendors● The FIFA Family (players,

coaches, teams, volunteers, workers, and communities)

4) All of the proposed sustainability initiatives will aim to enhance the experience of the FIFA World Cup™ and the game of football itself.

As noted before, our efforts will begin in 2011 and build up as we utilize the eight to 12 years leading to the event. Using the platform of the world’s greatest sporting event, the U.S. will bring a legion of innovative financial and human resources to the table to make the FIFA World Cup™ a new tipping point – a movement that could positively affect environmental and sustainability efforts around the world.

In the end, the U.S. sustainability platform will provide FIFA with something very different. Our Bid campaign's tagline is “The Game is in US.” But it is not about us. We are merely the means to a very important end. In partnership with FIFA and the FIFA World Cup™ our legacy will aim to touch the world as a whole.

THE GAME IS IN US— Marc and Huges Porret


The LOC will take a holistic and systematic approach to make a positive impact on global environmental, energy, water, waste, and climate change issues. But before establishing strategies and tactics for reducing our impact as far as possible, we have to start with data. What gets measured gets managed, and we will make a commitment to metrics a core principle of our environmental action plan.

Let us start now with an estimate of the direct footprint of staging the 2018/2022 FIFA World Cup™.

The Footprint of a FIFA World Cup™ in the U.S.

The first step in achieving environmental sustainability goals is to quantify the current environmental footprint or baseline. This establishes a starting point and forms the basis to identify and implement actions to mitigate or eliminate environmental impacts. As shown on the pie chart on the next page, the U.S. has preliminarily quantified the core operational environmental impact of a FIFA World Cup™ held in the U.S.

The Greening Strategy

Without a doubt, professional sporting events require enormous resources.

In advance of the event, many thousands of fans and workers travel to the region and commute to the different venues, and FIFA executives and officials, along with players and team management, travel to the matches. As the matches get underway, the venues themselves require extensive grid power and generators for lighting, heating and cooling, and all other operations. The attendees use thousands of liters of water in bathrooms, and the stadia use more water in food preparation and cleaning. Excited fans often leave many tons of trash, frequently not recycled.

We consider these to be just some of the direct impacts of running an event. In our proposal, we also look at larger impacts that lie elsewhere. Every piece of merchandise, food, paper, and packaging sold or used at the match comes from somewhere…and those “upstream” impacts in the procurement chain are far larger than the event itself. Thus, in close cooperation with FIFA, we will address them as critical elements of our greening strategy.

Environmental Action Plan for the 2018/2022 FIFA World Cup™

5.2

What gets measured gets managed, and we will make a commitment to metrics a core principle of our environmental action plan.

● 11 million kilowatt hours of electricity to power stadia for 64 matches

● 4 million kilowatt hours of electricity to power the IBC for eight months

● 352 million kilometers of fan travel to the stadiums on day-of-game

● 311,000 kilometers of team, FIFA Family, and LOC travel during the entire tournament

● 114 million liters of water used at stadiums for 64 matches

● 6,000 tons of waste from stadia and media centers

Please note that the estimates above do not yet include merchandise and supply chains or national/international fan travel on non-match days.

At current energy use (and using current data on the electric grids the stadia draw from), and at current travel profiles for fans on match day (mix of cars and buses), and including all the travel done by participating players, the FIFA Family and the LOC, and the International Broadcast Center (IBC), the direct climate impact would be on the order of 30,650 metric tons of carbon dioxide.

The LOC has already accounted for a line item in its budget to offset the footprint of these estimations as a last resort after having implemented all of our proposed deterrent plans.

Since all data required for a full assessment are not yet available and the final venues to host games have yet to be selected, an estimate was derived using averages obtained from cities and stadia across the U.S.A. For each of the 30-plus venues initially under consideration by the Bid Committee, we collected core environmental metrics for sold-out matches. Each stadium provided us with data on energy use (day and night matches), water use, and waste produced. This data gave us a starting point for estimating what the 64-match FIFA World Cup™ impact would entail, using today’s stadia and technologies.

This is an important point: The resulting estimates give us a baseline “as is,” if we do nothing else to reduce impacts. As we will show, our aggressive goals will aim to dramatically reduce these footprint elements.

Still, the potential “as is” footprint of a U.S.-hosted World Cup reveals some sobering statistics and identifies areas where more quantifiable data will be required. Based on preliminary analysis and calculations in areas considered under the direct control of FIFA and the LOC (these areas will be explained in detail in the upcoming pages), the staging of the FIFA World Cup™ would generate the following environmental impacts:

* Source: Domani (U.S.-based environmental consulting firm).

CO2 Emissions from a U.S. –hosted FIFA World Cup™,estimated using today’s stadiumand city data.(figures represent metric tons)

Stadia 3,359

IBC 2,457

FIFA Travel 3,007

Fan Transportation 21,825


The 2006 Germany Green Goal report catalogued a total impact of that event at 92,000 metric tons of carbon dioxide. Germany’s after-the-fact measurement included two elements that have not yet been taken into consideration for our baseline estimations at this stage.

First, their estimate took into consideration fan travel within Germany on non-match days as well as international travel by people coming from abroad to attend the event. For now we are not including these additional factors in our estimates.

Second, and most important, Germany’s numbers include a measurement of supply chain impacts, which was a larger number than our direct footprint.

Guidelines for Environmental Management

To accomplish our aggressive goals we have embraced five key ideas that will guide the LOC’s management of environmental issues:

1. We will learn from past experiences and build off the best practices of previous World Cups and other major events. While we plan to take sustainable operations of big events to a new level, we will not, as the saying goes, “reinvent the wheel.”

In advance of the 2006 FIFA World Cup™, FIFA, in cooperation with the United Nations, several German governmental and non-governmental organizations, and numerous sponsors, implemented comprehensive efforts to “green” the event. As FIFA President Joseph S. Blatter explained, “We will make a better world by taking care of its natural resources. Green Goal is therefore the first and most important goal of the FIFA World Cup 2006™.” The result was the most environmentally responsible World Cup in history.

“Green Goal 2006” set the foundation for cities aspiring to host a sustainable FIFA World Cup™. The 2006 event demonstrated that the basic tenets of sustainability must be planned in advance so that those measures are integrated into every aspect of the matches, from new construction and transportation planning to producing materials and documenting results.

As the pie chart on the previous page depicts, the stadia themselves are a surprisingly small part of the equation. The 27,900m² IBC, in addition to the FIFA Family/players and LOC travel all contribute nearly as much climate impact. And finally, the commuting of five million ticketed attendees on match days will make up the large bulk of the direct impacts.

Besides the baseline estimations from our stadiums, we will also use Germany’s 2006 results as another benchmark, since its data is the outcome of successfully concluded assessments. Furthermore, we will closely monitor the efforts set forward for the 2010 FIFA World Cup™ in South Africa and will attempt to incorporate best practices and learnings from their implementations.

As such, it is worth repeating that our baseline estimates relate to the direct, measurable impacts of staging the event, not the footprint of the supply chain of all the materials and products associated with the matches. Our plan will address many of those issues in its procurement goals and policies. And we intend to measure the full value-chain impacts of food, merchandise, and other supplies as we get closer to the event and have our actual partners lined up.

We strongly believe, as one of the core principles in our bid, that the multiplier effect of changing the behavior of fans and suppliers/vendors will dwarf the direct impacts of the event itself. Of course, we must manage, and manage aggressively, the impacts in our direct control. When we do so, we believe we can reduce the direct impact by more than 65 percent (bringing that emissions number down below 10,000 metric tons). By using no fossil fuels, for example, and relying on biofuels, the FIFA transportation numbers alone can drop by more than two-thirds (using today’s best estimates on the lifecycle carbon savings of biofuels such as algae and jatropha). And as we noted, we aim to make the events zero waste to landfill and water-neutral as well.

Every fan has a role to play in our sustainability efforts.

The multiplier effect of changing the behavior of fans and suppliers/vendors will dwarf the direct impacts of the event itself.


2. At a minimum, we will adhere to the highest available standards. We will rely on the best science in each impact area.Where there are national or globally-recognized standards in place, we will use them. For example, we will set standards in procurement, such as Energy Star for technology products and USDA Organic label for food.

Where the standards are not already well-developed, we will seek the best knowledge and lobby for standards. For example, the Leadership in Energy and Environmental Design (LEED) building standards are constantly evolving. We will work with the U.S. Green Building Council to develop certification guidelines for large events and then reach for the highest level of achievement.

We will push the boundaries of available technology and entice our world-class clean-technology and entrepreneurship sectors to demonstrate how global environmental sustainability challenges can be solved. We can use the event to highlight and demonstrate cutting edge but reliable technologies such as off-grid water and energy technologies, algae biofuels, and small-scale photo-voltaic (PV) and wind generation.

Finally, when a technology or industry is still in development, we will rely on the best peer-reviewed science to determine the best green options available. In selecting biofuels for running stadium generators or powering planes for FIFA, we will seek to use the best analyses of the lifecycle carbon impacts of various fuel options to choose wisely.

The program established measurable environmental targets for waste management, water conservation, energy use, and transportation. Attendance at the 2006 World Cup exceeded three million people, all of them creating trash and using energy and water. “Green Goal” sought to minimize that impact and produced some excellent success. On average, 57 percent of match attendees rode local public transportation; stadiums were partly powered with solar energy; water was conserved by using dry urinals and rainwater collection systems; and “Green Goal” arranged for the offset of much of the event’s carbon emissions.

The U.S. will use these achievements as both a guide and inspiration. The estimated attendance for a U.S. World Cup is five million people, which is both good and bad news from an environmental perspective. The impacts, without an aggressive plan in place, would greatly exceed those in Germany. So, first, the U.S. will aim to dramatically reduce the footprint of the event. And second, we will use the greater scale to inspire the many millions of fans to change behaviors and contribute to a more sustainable world.

The tool we propose to use for crafting our reports and picking our core metrics is the Global Reporting Initiative (GRI), the most commonly used sustainability reporting framework. By using a well-known framework, we will produce reports that stakeholders recognize, and we will have an easier time collecting information from vendors/suppliers that are also adhering to this framework.

3. We are committed to open reporting and transparency in all we do.As we develop our plans and as we stage the world’s largest sporting event, we will readily share both the data and our approach. These assessments will be transparent so that all stakeholders can review both our plans and outcomes. We will share best practices. All of our processes and measurements will be documented and made available to other countries to use for future events. We will also craft sustainability standards and guidelines that may assist FIFA in determining future members of the extended “FIFA Family,” such as sponsors, suppliers, vendors, and so on.

The World Cup will seek to leave the smallest possible impact on the environment.

SUSTAINABILITy IN ACTIONThe United States Men's National Team players will be wearing the most environmentally-friendly and technologically-advanced uniforms ever produced. The kit was made entirely from recycled polyester, with each jersey produced with yarn made from up to eight recycled plastic bottles.


4. We believe in the power of metrics and will use data to drive performance.Another reason for selecting GRI is its commitment to metrics. It is essential that any environmental sustainability goals be tied to key performance indicators (KPIs) and be part of a transparent management system approach. We subscribe to the adage from renowned management visionary Peter Drucker: “what is measured is managed.” Particular care will be taken in setting the appropriate environmental indicators for each of the six FIFA topics (water, waste, energy, transportation, procurement, and climate change).

We plan to produce periodic environmental and CSR reports (see Chapter 4) and use the best life-cycle and other analytic tools to calculate our impacts in the six core FIFA areas. For each area we will benchmark against the most effective practices used in sporting competitions to date as well as the world’s leading corporations.

On top of the reporting process, we will develop metrics dashboards that will guide each venue, and the entire World Cup team, on its sustainability journey. These dashboards (as shown below) will provide data by core topic and by stadium and will track progress against our aggressive goals.

5. We will use world-class environmental management systems (EMS) to tie it all together. We believe that any environmental sustainability efforts must be tracked against our goals using an accepted management system, with progress consistently reported to our stakeholders.

We will utilize ISO 14001, a globally-recognized environmental management system for certification of our operations and to provide ongoing support, dashboards, and controls. As part of our larger commitment to an enduring impact beyond the FIFA World Cup™ matches, we will begin by certifying the LOC. We will then work closely with every operating venue for the event and certify them in the same fashion. Finally, we will seek suppliers/vendors that meet our standards.

The LOC is prepared to take the first step in this certification process and has already included a budget item for its operations to be ISO 14001-certified.

Environmental Goals and Tactics

As outlined earlier, the U.S. has established aggressive but achievable overarching goals for the FIFA World Cup™ operations.

1) Water neutrality2) Zero waste to landfill3) Zero fossil fuels in

energy generation4) Zero fossil fuels in FIFA-

provided transportation5) 100 percent compliance

by suppliers and vendors to sustainability standards

6) 100 percent organic food sourced locally

7) Less than 20 percent of attendees arriving by combustion engine cars to the matches

These goals will set the standard for all our efforts. Within each area, we have more detailed goals and metrics to drive performance and develop action plans. We will work closely with our cities and stadia to achieve these as we set up a competition among all 18 of them before the final 12 Host Cities are determined.

Our environmental management program will quantify the environmental impacts and savings of water, energy efficiency, greenhouse gas reduction, shifts in modes of transportation, improvements to health and quality of life, and levels of sustainable procurement. The goal is of course to reduce the impacts of the event itself to near zero. The U.S. will measure the impact of World Cup activities over the years before the event, during the event itself, and for some time post-event. Our measurement plans will include pre-World Cup events such as the FIFA Confederations Cup, MLS matches, activity by the U.S. Soccer Federation, and others.

Summary of Key Guidelines for Environmental Management.1) We will learn from past

experiences and build off the best practices of previous World Cups and other major events.

2) We will adhere to, at a minimum, the highest available standards. We will rely on the best science in each impact area.

3) We are committed to open reporting and transparency in all we do.

4) We believe in the power of metrics and will use data to drive performance.

5) We will use world-class environmental management systems (EMS) to tie it all together.

Providing real-time metrics to measure venue performance towards sustainability goals is a key goal.

Environmental Metrics Dashboard

* Source: SAS

Bump up the res


Water binds us all and represents an amazing opportunity to get more efficient and raise awareness about local and global water issues in the communities in which we play. The U.S. will cultivate a culture of water consciousness at every level of the FIFA World Cup™. We have selected water as the key environmental “cause” that the U.S. World Cup will embrace as described in our World Cup of Life concept described in detail in Chapter 4.

Water is the single element that flows through all the Millennium Development Goals and connects most directly to the hydration that makes for healthy minds and bodies. Water has an impact on both environmental and social issues and we believe a U.S.-hosted FIFA World Cup™ can have the greatest global impact by focusing much of our proposed CSR and engagement activities on water. More information on our water program can be found in Chapter 4 and in the Engagement section that follows.

Plans/ActivitiesOur water-reduction efforts will come on two levels. First, we will target aggressive operational changes to reduce the amount of water drawn from local water systems and aquifers. Among examples of water-specific actions we will seek to put in place are:

● High-efficiency water technologies at each of the venues, including low-flow and dual-flush toilets, waterless urinals, and low-flow shower heads

● Water capture systems such as green roof technologies

● Grey water reuse for non-potable water use

● Preservation of pervious surfaces (such as grass and gravel) around the stadium, which can reduce runoff

● On-site water treatment systems such as engineered natural systems/constructed wetlands

● Deploy emerging “off grid” water technologies such as water vapor capture

Second, we will seek to extend well beyond just the operational changes we can make at the stadia, mainly by making water considerations a core part of our work with suppliers and vendors. We propose to only purchase products that cause less water pollution and to the extent possible have a “low embedded water footprint.” Organic foods, for example, are made without pesticides and fertilizers and therefore cause less water pollution. Buying renewable energy reduces the amount of water pollution associated with oil and coal production, and purchasing recycled paper reduces water pollution from virgin paper mills, which are among the most polluting factories in the world. We also propose to FIFA that the selection of event suppliers and vendors be made in part based on their water footprint.

Water

Relevant Goal(s)

● Water-neutral, i.e., zero water withdrawal from municipal or on-site resources (surface or groundwater) aquifer sources

Key Metrics

● Total use per person● Water returned to aquifer or

municipality – target 100 percent (rainwater, reuse, etc.)

BackgroundThe world’s water challenges concern issues of both quality and quantity. Almost half of the world’s population lives without access to a reliable source of clean water. In the United States, water pollution affects many of our nation’s rivers, streams, and lakes.

In many regions of the world, and in particular in the U.S., availability, not quality is the main concern. Climate change is shifting precipitation patterns and causing longer and more sustained droughts. Combine that with rapid population growth in some water-poor areas such as the American Southwest, and the strain on the water system is significant. Even regions that had not faced significant water shortages in the past are dealing with new constraints.

To ensure that these action plans are the best possible, they will also be peer-reviewed by a panel of globally-recognized experts, many of whom we are planning to include in our Sustainability Advisory Board.

Following is a review of the goals and a preliminary list of actions to drastically reduce projected impacts. For each of the six key areas identified by FIFA, we present a current picture of ongoing activities. Under each, we discuss our key aspirational goals, the background of that environmental issue, and top-line operational tactics and guidelines to help us achieve new levels of environmental performance. At the end of the section we then offer a few brief examples of activities going on today in some of our leading stadia and cities in our country.

To achieve the goals and ensure that the funding of these initiatives is not borne entirely by the LOC, our objective is to set goal-oriented criteria for each city and stadium taking part in the final venue selection process. In some cases, public grants may be pursued. We will also take these goals into account during the negotiation of the Stadium Use Agreements. Finally, we will work closely with FIFA to identify any areas where commercial affiliates could associate themselves with these programs. We are confident that this process, combined with many initiatives already taking place in the cities on their own accord, will ensure that the goals can be met.

SUSTAINABILITy IN ACTIONAt the local youth development level, the Colorado Rapids Under-23 club became the world’s first carbon-neutral football team in 1997 by offsetting all carbon emissions produced by the club during their daily events. These were offset by purchasing carbon reduction offsets. The club also implemented fan promotions such as “Come on a bike and get $2 off admission.”


Recycling protects the habitat and saves energy, water, and resources such as trees, oil, and metals. By recycling paper, cardboard, metals, and plastics, we will help reduce the harmful impacts associated with the extraction of these resources, including oil spills, deforestation, biodiversity loss, and water pollution. We will pay special attention to food waste, which the U.S. Environmental Protection Agency says accounts for about 13 percent of total trash nationally. We will address this issue and establish relationships with local “food banks” to donate any excess food from matches and related activities.

Plans/ActivitiesThe U.S. plans to follow the principles of pollution prevention – we will look to reduce the use of resources first, then reuse and recycle afterward. For example, the paper industry is one of the world’s largest industrial sources of water pollution. In addition, it is the third-largest industrial contributor to global warming. Reducing the amount of paper we use will help to reduce these impacts. Proposed plans to make an impact in the paper reduction area are also considered in the Media Facilities section in Chapter 16.

Thus we will put the most emphasis on reducing the impacts of the various activities at the source. Zero waste to landfill will start with selecting products that are designed with the lowest waste footprint (reduced packaging, for example). We will then build a comprehensive and robust on-site recycling program.

● An e-waste program at the media center and technology hubs at venues

● Purchasing criteria will include a measure of ease of disposability and recyclability

● Buying recycled-content products

● Composting all food waste

● Selecting suppliers/vendors based in part on their commitment to source reduction

Waste

Relevant Goal(s)

● Zero waste to landfill

Key Metrics

● Total solid waste produced per match and per person

Amount of waste stream diverted and recycled – target 100 percent

Total food consumed, per person, and percent and tonnage composted – target 100 percent

● Total e-waste created from media centers – target zero

● Total waste collected at recycling events for fans – target 100 percent

BackgroundThe U.S. is one of the biggest producers of trash in the world and has a long way to go to improve its waste performance. The U.S.-hosted World Cup will take part in a movement that is simple in concept if not always in execution: produce zero waste to landfill. Though born of idealism, the zero-waste philosophy is now propelled by sobering realities, like the growing difficulty of securing permits for new landfills and an awareness that organic decay in landfills releases methane that further warms the Earth’s atmosphere. A number of companies have achieved zero-waste-to-landfill at factories or retail outlets. We will learn from these best practices.

The U.S. will conduct waste audits to efficiently and responsibly dispose of the waste that it generates every day as part of our overall EMS program. By designing a more efficient waste disposal program we will shun polystyrene foam containers and any other packaging that is not biodegradable, and recycle or compost whatever we can.

Some examples of waste- specific plans we will seek to put in place include:

● Recycling containers at every exit, with staff on hand to help with sorting

● Aggressive promotion of clearly marked recycling and compost bins – engaging attendees in the mission of zero waste to drive greater participation in sorting on site

● Recycling events, which will divert more waste from landfills than the event itself by having attendees bring in e-waste, for example

Recycling events will divert more waste from landfills.

“Across the nation, an anti-garbage strategy known as “zero waste” is moving from the fringes to the mainstream, taking hold in school cafeterias, national parks, restaurants, stadiums and corporations.” — The New york Times, October 20, 2009


from on-site renewables such as solar, wind, and biomass, we will reduce demand for fossil fuel energy and also reduce contributions to smog, acid rain, pollution-related illness, and global warming. We will also be using biofuels from sources that do not compete with food to run the generators at the venues and in transportation.

Plans/ActivitiesSome examples of energy-specific plans we will seek to put in place:

● Carry out initial energy audits in venues now as part of the process of narrowing our list of stadia and as a part of our EMS program

● Immediate implementation of energy efficiency and alternative energy programs

● Lighting retrofits to use more LED lights and reduce lighting energy demand up to 75 percent

● Automation and centralized controls for lighting and equipment

● Optimization of heating and cooling systems, including heat recovery and reuse

● Energy Star and other standards for all appliances and technology equipment used at venues and at the media center

● Increased use of on-site energy generation from solar and wind power

● A “FIFA Carbon Challenge” to engage fans to compete to reduce energy use and carbon emissions at home (see Awareness section)

● As a “last resort” strategy after implementing all proactive actions, the LOC has budgeted funds to purchase carbon offsets thereby addressing the event’s operational impact

Energy

Relevant Goal(s)

● Zero fossil fuels in energy generation (on-site renewables and biofuel generators)

● Zero fossil fuels in FIFA transportation (all-electric or bio-diesel fleets)

Key Metrics

● Electricity consumed (in kwh and $US)

Proportion of renewable energy (kwh and/or percentage of total energy consumed, $US)

● Other energy consumed in liters (e.g. generators)

Proportion from biofuels

● CO2 equivalent emissions from lifecycle of energy use (in metric tons of CO2 equivalent)

BackgroundThere is broad consensus within the scientific community that human activity is changing the earth’s climate through increasing concentrations of greenhouse gases. Climate change is having a profound impact on human health, coastal areas, water supplies, agriculture, ecosystems, demand for energy, and infrastructure.

Electric power plants are the largest industrial source of the pollutants that cause global warming, acid rain, and mercury poisoning in lakes and rivers in the U.S. By conducting energy audits of each venue as part of our EMS program, we will identify ways to reduce our consumption of fossil fuels and contribution to emissions of greenhouse gases.

Fossil-fuel energy generation – for electricity, transportation, and industrial uses – is the principal cause of air pollution and global warming. By generating electricity Stadia in the U.S. are already taking major steps to help the environment.


Using public transportation cuts down on the number of cars on the road. In addition, many forms of public transportation use alternative fuels such as natural gas and fuel cells. Promoting the use of public transportation therefore reduces the transportation sector’s emissions of harmful compounds such as carbon dioxide, nitrogen oxides, carbon monoxide, volatile organic compounds, and particulates. Reducing these emissions means less smog, global warming, acid rain, and the negative health effects associated with them. Bicycling obviously reduces all such impact, saves money, and is a healthy way to begin and end the day.

After the 1996 Summer Olympic Games, a study published in the Journal of the American Medical Association found that efforts to reduce downtown traffic congestion in Atlanta during the Games resulted in decreased traffic density, especially during the critical morning period. This reduction in traffic decreased ozone pollution and significantly lowered rates of asthma cases during that period of time.

Plans/ActivitiesIt is important to note that the discussion on transportation concerns two separate but related areas:

1) Fan transportation to the venues

2) FIFA Family transportation for athletes and FIFA executives between venues and cities and within cities.

Transportation

Relevant Goal(s)

● Zero fossil fuels in FIFA-provided transportation (all-electric or bio-diesel fleets)

● Less than 20 percent of attendees arriving by combustion engine car

Key Metrics

● Attendees commuting to the matches

Decrease in usage of combustion engine cars. Target – less than 20 percent of attendees on match day using this method of transportation

Increase in usage of electric cars Increase the number

foot/bike commuters Implement and increase the

usage of electric shuttle buses Increase in usage of other

forms of sustainable public transportation

● For FIFA Family transportation

100 percent of flights/kilometers and proportion of fuels from biofuel sources

100 percent of bus kilometers and proportion of fuels from electric, biodiesel, other sustainable transportation alternatives

BackgroundThe transportation sector is one of the largest contributors to global warming and smog, and causes the release of other harmful compounds into the air that can have serious health effects, especially on the respiratory system. Using alternative energy vehicles (AEV) we will reduce the amount of gasoline used, which in turn will reduce all of these negative impacts.

Public transportation plays a major role in the U.S. plans to reduce the event's carbon footprint.

All Host Cities support FIFA's goal of offering free public transportation to ticket holders.


For the first category, which represents three quarters of the estimated direct footprint of the FIFA World Cup™, we will use a portfolio of initiatives aimed to dramatically reduce the number of attendees arriving by car. These initiatives are listed below.

● Engage with FIFA and its Automotive Partner. We would hope to work in close coordination with FIFA’s Automotive Partner to utilize the years leading to a U.S.-hosted event to set new standards for event transportation.

● Use biofuels in planes. For FIFA transportation, the primary challenge is to meet our overarching goal of no fossil fuels. After consultation with Boeing Corporation, we believe that we can meet this goal with fuels available in 2018. Boeing, along

The Boeing 787 Dreamliner, the world’s first mostly composite commercial airplane, will use 20 percent less fuel per passenger than similarly sized airplanes, produce fewer carbon emissions, and will have quieter takeoffs and landings.

with key airline partners around the world, has conducted a number of test flights using various biofuel sources such as algae, jatropha, and camelina. The use of these biofuels cuts the lifecycle carbon impact by anywhere from 60 to 95 percent, and the company is confident that the technical performance of planes using biofuels is no longer in question. The real issue is one of supply – will there be an infrastructure in place to produce enough biofuels to make a dent in airline travel globally? While that is to be determined, we feel confident that we can purchase enough biofuel for our needs for the World Cup, an estimated 140 flights for players and FIFA management. We would seek to enter into futures contracts over the coming years to guarantee the volume we need.

Transportation-specific plans we will seek to put in place:

● Close coordination with local city governments to develop transportation plans that minimize car travel

● Promotion of, and rewards for, low-emission alternative transportation, including free/inexpensive parking for hybrids and carpools; more expensive parking for combustion-engine cars; free bike depots, and a bike valet service at stadia

● Conversion of select parking lots to other uses such as onsite solar generation, natural water treatment/constructed wetlands, and the FIFA Sustainability Expo (see Awareness Programs and Campaigns section later in this chapter)

● Onsite battery recharging, power by solar panels, and battery swap-out systems

● Demonstrations of cutting-edge transportation alternatives such as Personal Rapid Transport (PRT) systems

● Online options and tools for attendees to offset their plane travel to the cities for matches

Procurement

Relevant Goal(s)

● 100 percent compliance by suppliers/vendors to highest sustainability procurement standards and transparency.

Key Operational Metrics

● Percentage of vendors meeting vendor sustainability guidelines – target 100 percent

100 percent vendors that use ISO 14001 or other environmental management systems

● Key footprint data (carbon, energy, waste, water) for key vendors

● Carbon footprint, by product, of goods and services for staging events as well as product sales

● Total paper consumed (tons)

Overall recycled content (percentage of recycled content, kilograms/tons), post-consumer recycled content (percentage of PCC, kilograms/tons), and Forest Stewardship Council (FSC)-certified (kg/tons)

● 100 percent of food sold from local sources and from organic sources

Percentage of food service ware that is recycled and/or compostable

● 100 percent of IT equipment that meets green IT standards such as Energy Star or Green Grid


BackgroundAs discussed previously, the impact of the matches themselves is much less than the full lifecycle impacts of all the products and services that go into staging an event of this size. For food, technology, merchandise, and other products and services, the impacts lie, in large part, upstream in the sourcing, production, and distribution. Thus our leverage on the overall impact of the World Cup lies in setting high standards for suppliers and vendors.

Smart procurement policies are critical to the rest of the environmental goals. Our goals on waste reduction start with the suppliers that will reduce packaging and waste. Our goals on energy and transportation start with the right technologies and partners.

The ripple effects of raising sustainability criteria and performance will spread out through the value chains for all these vendors. They will be asked about their supply chains as well. We hope to pick the very best partners with the most evolved sustainability programs, but also to permanently improve the environmental performance of all the companies working with the FIFA World Cup™.

Procurement covers a wide range of products and environmental issues. Our policies will work to reduce the more obvious lifecycle impacts for all vendors and products – climate change, energy use, water use, and waste and will look to influence some other challenges, often overlooked, such as:

Paper. The packaging of all food and products sold, as well as the use of paper in the media center and office operations will create a sizable volume of waste. But paper also has significant upstream impacts. By purchasing paper products made with recycled fiber, chlorine-free bleaching, and Forest Stewardship Council-certified virgin fiber, we will help to reduce the pollution of fresh water, the

emission of greenhouse gases, and the harvesting of forests.

Ozone-depleting and greenhouse gases in refrigeration and products. Although the Montreal Protocol treaty has greatly reduced the use of chlorofluorocarbons (CFCs), some products in some countries are still made with this harmful chemical. We will only use ozone-friendly products.

Toxicity of runoff from pesticides and fertilizers. Pesticides, often used on the grounds of venues, contain a wide variety of toxic chemicals that can easily find their way into the natural environment, where they can cause a great deal of harm, particularly to aquatic ecosystems. Pesticides are also highly toxic to people, especially children. By cutting back our use of pesticides, and by buying less toxic products, we will help to reduce these risks. By also reducing the amount of fertilizer we use, we will help reduce the impact of runoff into waterways.

Volatile Organic Compounds (VOCs) and air quality. Reducing the VOCs emitted by the products we use will have a number of positive effects on both public health and the well being of our employees and players. High concentrations of VOCs are known to cause a number of health risks.

In order to optimize the goals of this program in relation to the important area of procurement, we propose to work with FIFA to establish sustainability guidelines that could hopefully be used during forthcoming negotiations with sponsors to ensure compatibility with the event’s sustainability efforts.

Plans/ActivitiesThe following are examples of procurement-specific plans we will seek to put in place:

● Development of a set of supply-chain criteria and standards for products and services

● “Total cost” for picking vendors will include environmental performance, not solely economic cost

● RFP process for major vendors will require an environmental plan

● Lifecycle analyses of merchandise and other products, as well as the use of a standard product scorecard (there are none currently, but Wal-Mart and others are developing one)

● Vendors will have to provide value chain/supply chain information for their suppliers and estimates of lifecycle impacts (energy, water, waste)

● Paper and packaging standards, including sourcing (Forest Stewardship Council) and recycled content

● Goals at each venue on food sourcing (organic, local, fair trade)

Where possible the U.S.-hosted World Cup will promote the use of urban agriculture practices to increase the use of locally grown food and to establish a long-term impact on community quality of life

● IT criteria for energy use (US Energy Star, Green Grid level) and end of life (zero e-waste)

● Sustainability criteria for recommended hotels for athletes, fans, and media

● Standards for all cleaning products (Green Seal)

Example of Core Checklist for Products and Vendors Working off the Green Goal 2006 and 2010 procurement best practices, we will create a procurement standard that includes the following core questions:

● Is the product Environmentally Preferable Purchasing (EPP) or Green certified? (Energy Star, FSC, Green Seal, EPA, etc.)

● How much pollution (GHG emissions, waste water, mercury, chromium, phthalates, etc.) is created in the production of the product?

● Does the product contain regulated/unregulated hazardous materials (e.g. mercury, lead, chlorines, phthalates, chromium, cadmium, arsenic)? If so, are you considering alternatives?

SUSTAINABILITy IN ACTIONThe U.S. Bid has been produced on paper sourced from the Forest Stewardship Council, which features 30 percent post-consumer recycled fiber. Soy ink was used for printing purposes. Perhaps most important, a minimum number of books was printed in order to conserve our natural resources in a responsible manner. In addition, all collateral materials used by the USA Bid Committee at official FIFA events are printed in limited amounts, and offered in an electronic version at www.gousabid.com/greenmedia.


● Has the product been designed and manufactured to reduce water usage?

● Is the product energy efficient, both in use and in its manufacturing?

● What percentage of the energy used in production came from renewable sources?

● Is the product designed to work with low-energy inputs such as cold water, cycling on/off of power, or sleep mode?

● Can the product be converted/retrofitted to use greener technologies as they become available and cost competitive?

● How much of the product and its packaging is reusable or recyclable? Is the product and packaging clearly labeled as to content, recyclability, and reuse potential?

● How much of the packaging/product is made from recycled materials and how much from Forest Stewardship Council-certified supply?

● Have the materials and energy needed for shipping been minimized as much as possible? (e.g., by reducing the shipping materials and their weight, using concentrated products, reducing shipping distances and frequencies, utilizing alternative-fuel vehicles for transport, etc.)

Climate Change

Relevant Goal(s)

● Zero fossil fuels in energy generation (on-site renewables and biofuel generators)

● Zero fossil fuels in FIFA transportation (all-electric or bio-diesel fleets)

● Less than 20 percent of attendees arriving by combustion engine car

● Additional goal: To help attendees reduce GHGs prior to and following the events to eliminate more GHGs than our direct or indirect emissions

Key Metrics

● Total fossil fuels in direct operations (venues, transportation): target zero

● Increase the usage of total biofuels used in direct operations (transportation)

● Decrease significantly CO2 equivalent emissions from lifecycle of energy use (kg/tons of CO2 equivalent)

● Reduce number of combustion engine cars arriving at venue, and proportion of total attendance

BackgroundSince the beginning of the industrial age, humans have been burning fossil fuels such as oil and coal, releasing carbon dioxide and other greenhouse gases into the atmosphere. As the concentrations of these compounds rise in the atmosphere, they trap more and more heat. Scientists agree that our world is heating up, and that human activity is a primary cause. Global warming may have many adverse consequences, including increases in droughts, hurricanes, floods, and other severe weather events; significant rises in sea level; and increased spread of diseases once confined to the tropics.

The projected costs of global warming to our economy and public health are staggering. Fortunately, solutions exist. Increasing energy efficiency, purchasing renewable energy, and smarter procurement practices that push high efficiency standards up the supply chain can help reduce the threats of this global crisis. Much of the activity that will reduce our climate impacts has been discussed earlier in this chapter, particularly regarding energy and transportation. In all areas, the U.S. World Cup will set a new standard in finding and championing solutions.

It is important at this point to discuss the concept of “climate-neutral.” The LOC does not believe that climate neutrality is the right metric or goal. Of course we will strive to produce as close to zero direct emissions as possible (as we’ve outlined above in our zero fossil fuel goals). We will also buy renewable energy certificates (RECs) as the last resort to assure the offsetting of any direct or indirect emissions from our operations.

We will pursue credible and verifiable offsets, with special attention given to developing countries with the greatest needs, using the Clean Development Mechanism (CDM) or current global post-Kyoto frameworks. These CDM projects may consist of energy efficiency, renewable energy development, or forestation projects.

But two points are critical here: First, the use of offsets to reduce our net emissions of greenhouse gas is only a “last resort.” We subscribe to a hierarchy of reduced use first, then the utilization of renewable energy directly (as well as biofuels), and only then the purchase of RECs or investment in CDM projects for the remainder.

Second, as discussed, the impacts of the matches themselves will be dwarfed by the reductions in emissions we inspire in our supply chain, with our workers and volunteers, and through changes in the lifestyles of the millions of attendees and billions of fans. For that reason, we aspire that a FIFA World Cup™ in the U.S. will go well beyond “climate neutral” and even the fashionable “climate negative” to a new measure of climate improvement.

Plans/ActivitiesMost of our climate-related activities are captured previously in the energy and transportation sections, but we should note that we will also conduct “challenges” and competitions to achieve the greatest GHG reductions between host cities (using the 2010 or 2014 World Cup years as our baseline), between teams and/or between home countries and even between fans. Our FIFA World Cup™ Carbon Challenge described in section 5.4 will be the online tool for this purpose.

We will look for opportunities to reduce non- CO2 greenhouse gas emissions throughout the value chains of the event, including using refrigerants with much lower greenhouse gas potential. And we will work with the 12 final Host Cities and venues to develop carbon plans and greatly increase the use of renewable energy onsite before the event itself even begins.

U.S. strategy to tackle emissions during a FIFA World Cup™and reach carbon neutrality in operations

Reduce Carbon Directly

Utilize Renewable Energy

Utilize Offsets

Educate, inspire and empower


Waste

● The New York World Cup Stadium uses only compostable serving items in the concessions, including plates, cups, cup holders/carriers, boats, etc. All compostable items are sent to local farms for mulch or other uses or go directly to a state-certified compost facility nearby.

● Seattle’s Husky Stadium is working with the city to increase recycling to 60 percent by 2012

Energy

● The New York World Cup Stadium employs a range of energy-saving technologies, reducing per square meter energy use by more than 30 percent. Specific actions include:

Use of energy efficient and USEPA Energy-Star compliant equipment (e.g., concession equipment) and lighting.

Use of Direct Digital Control and Heating, Ventilating, and Air Conditioning (HVAC) controls to manage energy use.

Concession Equipment: All refrigerators, freezers, deep fryers, dishwashers, hot-food cabinets, ice machines, and steam cookers are Energy Star compliant.

● The Philadelphia Eagles have reduced energy use 42 percent thanks to conservation, building-management systems (centralized heating control), and lighting retrofits.

Procurement

● New York World Cup Stadium initiatives:

Energy Star office equipment (cordless telephones, computers, monitors, printers, faxes, copiers, scanners, water coolers).Compact fluorescent bulbs or high-efficiency tube fluorescents for all fixtures throughout the stadium.Alternative-fuel vehicles for onsite use (gators, carts, etc).Use of 30 percent post-consumer recycled paper in office and for all stadium publications; 100 percent recycled material in soft-tissue products.Use of green products for cleaning purposes (floor wax, carpet shampoo, window cleaning, etc.). Any new company recruited for cleaning services at the new stadium requires the use of environmentally-friendly cleaning products (Green Seal Standards GS-37).Development of green procurement standard specifications for maintenance-related RFPs.

Transportation

● New York World Cup Stadium initiatives:

Has a parking-by-permit-only system, with one permit issued for every four general admission tickets, thereby encouraging car pooling.During the stadium design and construction phases, a new $200 million, on-site, mass transit rail system was built to encourage guests to take public rail transportation.On-site shuttle buses and support services vehicles use alternative fuel or hybrid technology. Transit checks – a benefits program that allows users to pay for their commute using pre-tax dollars – are offered to employees to reduce automobile trips and promote use of mass transit.

● Seattle has installed a light-rail line from the airport to downtown Seattle, where Qwest Field is located, and a local street-car line will be running by 2013. The city also has a robust bike system, and plans are in place for 2,500 electric car-charging stations.

● Dallas area transit buses are changing to natural gas and project that light rail and buses will handle 50 percent of stadium attendees.

● Miami utilizes people-powered pedicabs to transport people to and from parking lots at their stadia.

Sustainability in Action

During the years leading up to a U.S.-hosted FIFA World Cup™, the LOC will continue to work in close relationship with our proposed stadia, which in many cases are already working diligently to be at the forefront of the sustainability movement in their daily operations. Following are just some examples of these ongoing efforts:

Water

● Philadelphia's World Cup Stadium cut water use 53 percent with diaphragms in toilets and cutting back to 0.5 gallons per flush

● The Rose Bowl has installed 250 waterless urinals, saving millions of gallons of water

● The Phoenix World Cup Stadium purchased hydro-scrubbing machines that use 75 percent less water than traditional scrubbers

● At the New York World Cup Stadium, four measures alone will generate 8.9 million gallons per year in savings: (1) synthetic turf; (2) waterless urinals; (3) drought resistant, low irrigation native plantings; and (4) granite-dust parking medians. The stadium also uses an on-site lagoon system (bio-retention systems) for storm sewer and rainwater collection to control runoff rates and to serve as a sedimentation basin to settle out solids. No additional storm water retention systems are needed as a result of the use of the lagoons.

THE GAME IS IN ME — Amari McTavish


Additional Impacts and Outcomes

The U.S. Soccer Foundation came away from its partnership with the EPA with an increased appreciation of the benefits (and importance) of reusing blighted sites for public recreational benefit.

Environmental officials at all levels of government benefited from partnering with the U.S. Soccer Foundation. They came away with a greater understanding of how to engage local stakeholders in the redevelopment of their former industrial spaces, and were able to see, first-hand, the value of “alternative surfaces” such as synthetic grass that provided a safe “cap,” which on its own is considered an additional degree of environmental protection for these sites that are intended for public use.

Major League SoccerAt the professional club level, Major League Soccer has already set the cornerstone to address environmental protection issues by establishing MLS W.O.R.K.S. GREENER GOALS, a program launched on Earth Day 2009. MLS W.O.R.K.S. GREENER GOALS has partnered with the Natural Resources Defense Council (NRDC) to identify ways to reduce its carbon footprint and raise awareness of environmental issues throughout the football community.

Community OutreachMLS W.O.R.K.S. GREENER GOALS is designed to undertake community initiatives in partnership with MLS clubs and educate football fans about the importance of environmental sustainability. The MLS Cup in Seattle marked the culmination of last year’s events and the league’s commitment to environmental sustainability. Specific game-day elements included distribution of reusable bags and NRDC eco-tip wallet guides to fans, partnering with one of the league’s sponsors to maximize recycling efforts, and offsetting 100 percent of the electricity used at Qwest Field during the MLS Cup. The carbon dioxide reduction value was the equivalent of more than 1,134 metric tons, enough to power more than 118 homes for year.

During MLS Cup weekend, MLS W.O.R.K.S. also partnered with the city of Seattle to conduct a “Clean and Green Seattle” event that was coordinated under their MLS W.O.R.K.S. Community Service Program. Local volunteers joined MLS players and executives to plant trees and pick up litter in the South Downtown area. The MLS W.O.R.K.S. Community Service Program is a collaborative effort to combine sport and service, promote good will within MLS markets, and improve lives and communities at the grassroots level. In 2010, MLS W.O.R.K.S. is continuing to activate community service projects focused on environmental sustainability and raise awareness in the football community through broadcast and in-stadium public service announcements, electronic communications, and collateral.

MLS Venue Design/Training Site DesignMLS is also working with the NRDC to improve the requirements and recommendations in the MLS Venue Design and Training Site Design Guides to reduce environmental impact. These guides outline general design requirements, recommendations, and considerations to create a venue ideal for Major League Soccer. They define criteria central to

providing players, guests, media, staff, and other service groups with a first-class, professional facility. Additional goals of these guides are to provide design direction for facilities that are functional, efficient, flexible, fan friendly, environmentally responsible, safe, and convenient.

Natural Resources Defense Council Greening AdvisorThe NRDC is one of the country’s major environmental organizations, and Major League Soccer has worked with it to develop an online-based NRDC Greening Advisor system that was introduced to the 16 MLS clubs at the start of the 2010 season. The customized Greening Advisor will help each club and their stadium operations group identify opportunities to pursue better environmental practices focused on office operations, stadium operations and maintenance, club and fan transportation, energy use, paper use, concession operations, green-events planning, recycling, and waste management.

Environmental Protection Activities of U.S. Soccer and Major League Soccer

U.S. sports leagues have already adopted ambitious environmental initiatives and have established rigorous policies related to the six core areas identified by FIFA. These initiatives are serving as a blueprint for Major League Soccer, which announced its own environmental initiative at the 2009 MLS Cup. Following are some best practice examples from the U.S. at the league and federation levels.

U.S. Soccer FederationAt the United States Soccer Federation, work in the area of sustainability began in 1998 with a small yet significant program from the U.S. Soccer Foundation, the Superfund Soccer Field Redevelopment Initiative, which was implemented in coordination with the United States Environmental Protection Agency (EPA). The Superfund Soccer Field Redevelopment Initiative was a proactive, community-based program that aimed to safely turn severely blighted industrial sites (Superfund sites) into safe and welcoming green spaces, specifically public football fields. The EPA handled all aspects of remediation and worked with the U.S. Soccer Foundation to engage local stakeholders (municipalities, football communities, landowners, and other interested end-users) in a site development plan. This program began when two EPA staffers, a coach and a referee, noted that blighted industrial sites around the nation cleaned up by their agency as part of its Superfund actions were generally flat and frequently fallow. Why not make them into football fields?

That simple idea grew into a field development plan, spurred by an initial investment of $100,000 from the U.S. Soccer Foundation and matched by substantial funds and resources from the EPA. The program, announced in July of 1999 by then-EPA Administrator Carol Browner (and now director of the White House Office of Energy and Climate Change Policy), created a framework for designating potential sites as well as the process for seeking local community engagement in the design and development of these sites. From the very beginning, the U.S. Soccer Foundation had a strong hand in this program, providing engineering support from the internationally recognized Clark Companies. In this manner, the Foundation and the EPA were assured that the final product met the standards and the needs of all the players involved. The venture has been a winner for everyone, and its success has led to the redevelopment of other types of blighted sites such as “Abandoned Mine Lands” (AML) and the more common “brownfield” remediation areas.

Communities that have benefited from the Superfund Field Redevelopment initiative: ● Front Royal, Virginia –

a seven-field complex on the former Avtex Superfund site.

● Steubenville, Ohio – a nine-field complex on former AML property.

● Vintondale, Pennsylvania – a full-sized public football field developed on an acid mine drainage and amended soil site.

● Leadville, Colorado – with the assistance of a U.S. Soccer Foundation “Planning Grant” that utilized the design and planning expertise of Clough Harbor & Associates, the community developed what is believed to be the highest synthetic-grass football field in the world on a former Superfund site. It sits at an elevation of 3,078 meters.


The LOC will establish a Sustainability Department that will start with two employees seven years before the event and grow to 28 total employees dedicated to sustainability during the World Cup year.

The CSO will create a department comprised of experienced employees from the sustainability, government, NGO, and sports sectors in order to work on national and international sustainability initiatives on behalf of the LOC as well as FIFA. The sustainability team will work across the headquarters and venues, and will be charged with setting specific goals, guidelines, and implementation procedures. They will also implement the measurement and evaluation methods to ensure that the FIFA World Cup™ environmental and sustainability goals are rigorously tracked and managed.

Leadership

The U.S. has designed a World Cup sustainability concept that, from day one, goes beyond simple rhetoric. We started by proactively making sustainability part of the USA Bid campaign and set up processes to make it a cornerstone of the senior advisory team's responsibilities. And we will further set the example by using sustainability as a fundamental design of our LOC structure, from the inside out.

The ISO 14001 management plan will help guide, in part, the organizational structure for managing environmental performance. One of the first steps will be to establish a separate Sustainability Department headed by a Chief Sustainability Officer (CSO) with expertise in the field as part of the first wave of LOC employees.

Organization Plan and Governance for Sustainability

5.3

The LOC will establish a Sustainability Department that will start with two employees seven years before the event and grow to 28 total employees dedicated to sustainability during the World Cup year.

LOC Environmental Policy

The LOC is committed to reducing its environmental footprint and promoting environmental stewardship at all levels of our organization. Our goal is to provide an exciting experience for fans while minimizing the organization’s impact on the environment and helping to preserve the ability of future generations to safely live and play in our shared natural environment.

The LOC will strive to identify and purchase environmentally-preferable supplies and services for all matches and team events. Wherever possible, the LOC will strive to minimize pollution and waste, conserve energy and water, protect habitat, support renewable energy resources, buy environmentally-friendly products, and encourage environmentally-preferable transportation. Our goals will focus us on reducing the direct impact of the matches to nearly zero, and inspire fans around the world to build a more sustainable world.

Employee understanding and involvement is essential to the implementation of this policy. All employees will receive a copy of this policy as part of their training to ensure that we improve our environmental performance in all areas. Employees at all levels will be involved in supporting our goals.

The CSO will be responsible for achieving the objectives and targets and for describing the means and time frame within which they will be achieved. The Sustainability Department will work closely with each venue (and the Host City sustainability leadership) to achieve the dramatic reduction of impacts on-site, coordinate the development of procurement policies with the procurement team, have input on vendor selection, work with communications/media teams to create messaging, manage the sustainability plan, and track progress against and report on sustainability goals. The CSO will also coordinate measurement and carbon footprint exercises and work with the Host Cities, partners, and other stakeholders to deliver on our targets. In addition, each venue will designate a sustainability leader responsible for meeting ISO 14001 standards and all sustainability goals.

The LOC will also ensure that all employees and volunteers receive training on sustainability principles and on the specific environmental goals of the U.S.-hosted FIFA World Cup™. All participants in the EMS will be apprised of their roles and responsibilities in conforming to our goals, and the potential consequences of not using specified procedures.

As part of the legacy of our operations, the Sustainability Department will also maintain a centralized resource for best practices/sharing on environmental matters. These best practices could be publicized on the FIFA Give and Go sustainability network, which we will describe in detail in the coming pages. Finally, the LOC’s Sustainability Department will also focus on research and development areas to facilitate the introduction of new technologies and participate in innovation initiatives.

316 en v i ron m en ta l pro t ec t ion

● Todd Jacobson, Vice President of Community Relations, NBA

● Stan Laskowski, Lecturer/Advisor, Dept. of Earth & Environmental Science of the University of Pennsylvania

● Rita Ricobelli, Director of Research, The Earth Institute, Columbia University

● Will Sarni, Founder & CEO, DOMANI Consulting

● Lou Vasta, President, Vasta & Associates

● Freya Williams, Senior Partner and Planning Director, OgilvyEarth

Sustainability Advisory Board for the 2018/2022 FIFA World Cup™

To fulfill our mission of delivering impact on the global level, the LOC, in coordination with FIFA, will establish a FIFA World Cup™ Advisory Board that builds off the type of talent we utilized during the bidding process. It would be comprised of leaders who have demonstrated the vision, leadership, and experience to deliver change at all levels of government, business, and public sectors. It is proposed that this board focuses on both the environmental and the sustainable social and human development initiatives to ensure the best possible strategic guidance.

USA Bid Committee Sustainability Advisory Panel

To underscore our level of commitment to environmental and social responsibility, the USA Bid Committee created a Special Sustainability Advisor position and convened a cross-section of leading thinkers in the sustainability sector to develop the proposed sustainability plan for a FIFA World Cup™ in the U.S. These individuals formed an Advisory Panel, participated in formal brainstorm sessions, helped craft the U.S. vision, and contributed to the U.S. Bid Book.

The panel was led by Special Sustainability Advisor Andrew Winston, author and globally recognized expert on green business, and included:

● Robert Accarino, Director of Global Energy Management, Abbott Laboratories

● Valerie Casey, Founder of Designers Accord and one of TIME magazine’s 2009 Heroes of the Environment

● Gil Friend, President and CEO, Natural Logic

● Allen Hershkowitz, Ph.D., Senior Scientist, Natural Resources Defense Council

THE GAME IS IN ME— David Bairdow


● We will create a FIFA Sustainability Expo in each Host City, at FIFA Fan Fests™ and other venues to showcase innovation that demonstrates what is possible in sustainability.

● We will create FIFA Earth All-Stars, turning our thousands of volunteers into ambassadors for our mission during the event.

● We propose to create the FIFA Carbon Challenge, a competition that can be recreated around every team, federation, and association around the globe and that is aimed to lower the carbon footprint of all participants.

● We will also create the FIFA Give and Go social online network, which will allow fans around the world to express and exchange ideas on sustainability.

● And finally, we will propose to FIFA the inclusion of a new visual element to the existing FIFA Fair Play program that will serve as a worldwide salute to shared responsibility for our planet and our future.

Awareness Programs and Campaigns

This section outlines concepts for enlisting volunteers in our mission, focusing on youth as a means to engage others, cultivating awareness and empowering people to actively participate, and, finally, leaving a lasting legacy.

A FIFA World Cup™ in the U.S. will be a resounding call to action. It will have bold goals and thinking, reflecting the optimism and energy that are characteristic of the United States.

As we have noted, the U.S. will take a different approach if granted the honor of hosting the FIFA World Cup™. To mark our journey, we will create “annual stepping stones” and implement tools along with campaigns, some of them intended to start soon after the LOC is fully established. Key dates for these campaigns include the annual Earth Day, the Millennium Development Goals announcement in 2015, the U.S. National Parks Centennial celebration in 2016, and the 2017/2021 FIFA Confederations Cup, among others.

To achieve the ambitious goals we have established, the U.S. proposes to launch the following initiatives:

Engagement Plan

5.4

A FIFA World Cup™ in the U.S. will be a resounding call to action. It will have bold goals and thinking, reflecting the optimism and energy that are characteristic of the United States.

We will engage the media to spread the word by arranging tours for them to view, participate in, and write about these centers. We will create school science-fair competitions related to environmental sustainability and showcase the best ideas at these events. We will enlist national team players to champion the program. We will encourage sponsors to promote the Expo through their respective activation programs.

The FIFA Sustainability Expo will be designed to engage U.S. communities in recycling, the first step in any environmental sustainability initiative. While some American cities already have recycling programs, others do not. The FIFA Sustainability Expo concept will not only transform World Cup stadia into learning centers but transform communities into recycling centers, leaving a physical legacy for the future.

The FIFA Sustainability Expo

The U.S. proposes to create a FIFA Sustainability Expo in the Host Cities, Fan Fests and stadia to demonstrate the newest technologies and freshest ideas for building a sustainable world. We will transform specific areas around the World Cup stadia and other official venues to engaging places where people can learn and share best practices on sustainable lifestyles – all under the theme of the World Cup. The FIFA Sustainability Expo will be a “living showcase” connecting people to new technologies that advance FIFA’s core topics of water, waste, energy, transportation, procurement, and climate change.

As the World's Fair did, we will create areas where people interact with the latest environmental knowledge.


The Bid Committee has already examined the possibility of assigning space for the Expo as part of the initial Stadium Overlay assessments for the proposed stadia and we are confident that space can be allocated.

Some proposed concepts to showcase at the FIFA Sustainability Expo include:

● Creating stations for sports equipment. Building upon the U.S. Soccer Foundation’s Passback program, we will provide an area to donate cleats, sneakers, and clothing to the developing world and other places in need.

● Creating an area for large-scale recycling events. We will encourage recycling of items such as electronic equipment (televisions, computers, cell phones, etc.) and facilitate fan and employee recycling through drop-off programs related to Earth Day (e.g., drop-off of batteries, light bulbs, fluorescent tubes, compact fluorescent lamps).

● Repurposing World Cup grass. We will donate grass from World Cup matches to developing fields in the football community.

● Reclaiming and recovering food. We will work with local organizations such as City Harvest and Second Helpings to redistribute unused food from our stadiums and FIFA Fan Fests™ to those in need.

● Working with the “RecycleMania” program for schools. This is a friendly competition and benchmarking tool to promote waste reduction activities in campus communities. Participating schools can see how their results match up against other schools and rally their campus communities to increase their efforts. Coca-Cola, a FIFA Partner through 2022, is already a sponsor of this program.

● Challenging communities to organize donations. We will activate the FIFA Fan Fests™ with communities asking them to rally behind fundraising efforts to support our proposed programs. We will reward the best efforts with unique experiences at these public viewings such as VIP treatment, backstage access, etc.

● Developing comprehensive fan education and participation programs such as public service announcements, scoreboard messages, “green” program goals and achievements, green promotional events, and best environmental practices.

FIFA Earth All-Stars

The FIFA Earth All-Stars concept will emerge from the tremendous support for a FIFA World Cup™ in the U.S. and appeal to one of America’s most cherished values: volunteerism. We will create a legion of ambassadors to start making real impact, beginning with the Host Cities.

First we will enlist a community of volunteers, which we will call the FIFA Earth All-Stars. We will conduct a survey to recruit these individuals based on enthusiasm for the task and for our goals. To qualify as a World Cup match volunteer, these individuals must complete a social or environmental task and make a pledge to the World Cup sustainability policy.

Sample FIFA Earth All-Stars Environmental Pledge

Five simple things that each of us can do, starting today. Whether we live in an apartment or house, these small choices can help create a healthier, cleaner and safer environment for everyone. This concept is based on an existing program that the city of Nashville is already implementing. We plan to adapt this for the FIFA World Cup™ campaign.

Energy

● I PLEDGE to replace four light bulbs with compact fluorescent light bulbs (CFLs).

● I CAN eliminate one ton of carbon dioxide emissions over the life of the CFLs.

● TOGETHER all citizens can save enough kilowatt hours to power a “predetermined” number of households.

Water

● I PLEDGE to turn off the water when brushing my teeth.

● I CAN SAVE 14.4 liters a day.

● TOGETHER all citizens can conserve enough water in a year to fill a World Cup stadium four times.

Air

● I PLEDGE to replace at least one car trip a week with walking, bicycling, carpooling, or public transit.

● I CAN decrease carbon dioxide emissions by 454 kg.

● TOGETHER all citizens can eliminate more than 290,000 tons of carbon dioxide, the equivalent of removing 5,800 cars from the road every year.

Land

● I PLEDGE to plant and care for at least one tree this year.

● I CAN save at least 5.9 kg of carbon dioxide from the atmosphere annually.

● TOGETHER all citizens can eliminate as much carbon dioxide as the trees on 1,883 hectares of undeveloped land every year.

Waste

● I PLEDGE to reduce my use of plastic shopping bags, by substituting reusable bags instead.

● I CAN save up to 208 plastic bags a year from being made.

● TOGETHER all citizens can eliminate 120,400,000 plastic bags and 1,024 metric tons of waste every year.


The U.S. will train and certify these individuals according to a curriculum developed by sustainability specialists, and confer status in one of FIFA’s core environmental areas. To generate awareness and enthusiasm, we will design special uniforms and commemorative pins and create “green teams” for specific tasks such as recycling, health promotion, etc. Each volunteer will be asked to “Adopt a Goal” and explain how he or she will share that goal with friends and family. We will create a points-based system of incentives and define specific goals that will be measured and rewarded.

We will also develop a stadium curriculum so that stadium management and staff become sustainability stewards and ambassadors as well.

In essence, the FIFA Earth All-Star program will create a “cultural currency” for volunteerism. The program will emphasize tangibility, accountability, and results. Perhaps more important, it will be a symbol of pride, thereby inspiring future environmental “change makers.” The legacy of this FIFA program would be priceless.

FIFA World Cup™ Host City/Stadium Carbon Challenge

World Cup passion is second to none. Thus the FIFA World Cup™ in the U.S.A. will seek to create an energy-inspired World Cup – what we are calling the World Cup Carbon Challenge. This will be a challenge conducted on the local, national, and international levels to compete for the greatest reductions of carbon emissions.

Annually or biennially, in the years leading up to 2018/2022, participants will be asked to report data online which will then be ranked according to who achieves the largest reductions per capita, the largest total reductions, the least emissions per capita, or has the highest emission reduction rate.

The online-based World Cup Carbon Challenge will encourage fans – and ultimately ticket holders – to help lower the event footprint by using efficient transportation. It will establish competitions among venue cities for the greatest footprint reductions and it will engage schools, teams, and even countries in the challenge.

Real-time measurement screens could be installed at each stadium to track these reductions and equate them to the amount of land saved or water provided at projects around the world. As incentives for the World Cup Carbon Challenge, the U.S. would propose to conduct promotions at every match, which could include prize give-aways such as an electric car, home retrofit, or home energy audit.

In line with the “educate and empower” approach to sustainability, we propose to provide fans with an online tool that allows them to calculate and understand their national and international travel footprint. Furthermore, we will give them the ability to offset their footprint by purchasing Renewable Energy Credits that are endorsed by FIFA.

FIFA Give and Go

The U.S. proposes to create a web-based concept called FIFA’s Give and Go to allow individual fans to express their views on sustainability. By pairing this platform with the FIFA Football X-Change described in Chapter 4, we will allow a full integration of all sustainability programs surrounding a FIFA World Cup™ in the United States. Through this platform we will create a place where all fans will be able to tell their own “green stories,” explain how they made a difference, and list their personal environmental goals. Athletes and celebrities will be asked to include their stories and opinions so the public can interact with them.

Together these individuals – One on One, One by One – will become a powerful network with whom FIFA and FIFA Partners can communicate. It will include positive “buycotts” for sustainable FIFA products, newsletter sign-ups for updates on MDG-related projects, and other relevant information. Names captured during World Cup ticket applications will be directed to the website for environmental tools and ideas. Similar to the American Express “Members Project,” members worldwide can vote on projects they feel are most important to their communities.

In the spirit of the One on One, One by One philosophy, the proposed FIFA Give and Go platform could also allow people to personally engage an individual or a cause, take action and finance their initiatives through a proposed micro-lending model.

Reproducing the popular social lending site, Kiva, a FIFA Give and Go micro-lending model could enable users to solicit and channel donations for environmental initiatives worldwide. Kiva is a non-profit organization that allows people to lend money via the Internet to microfinance institutions in developing countries, which in turn lend the money to individuals and small businesses worldwide. Since its inception in 2005, the site has loaned more than $100 million to more than 250,000 entrepreneurs, more than 80 percent of whom are women, and has positively changed the lives of people in 187 countries.

Sample of the FIFA World Cup™ Carbon Challenge Flight Footprint Calculator

Source: www.carbonfund.org/jetblue

Bump up the res


Inspiring FIFA World Cup™ viewers to play their part

While our proposed programs and campaigns will reach every ticket holder at the stadia as well as every attendee at a FIFA Fan FestTM, World Cup viewers in the billions will also be a key audience for our sustainability messaging before and during the broadcast of the 2018/2022 FIFA World Cup™. During the event, we will encourage viewers at home to take simple actions, such as changing their cable boxes to “conserve energy” mode, or turning the lights off in other rooms in the house. These are relatively simple tasks that have broad reach and even broader implications.

As part of its World Cup broadcast package, FIFA regularly negotiates the right to air public service announcements (PSAs). It is our understanding that many of these PSAs have gone unused in past World Cup events. The U.S. proposes to work with FIFA to identify opportunities to maximize the PSA platform to express powerful messages. A segment of FIFA’s PSAs could provide an excellent platform to highlight selected environmental issues in the 200+ markets airing the FIFA World Cup™ matches, and include easy messages that will have immediate impact, such as turning off lights, “One on One, One by One.”

Adding Sustainability to the FIFA Fair Play Campaign

FIFA Fair Play has become a universal symbol. Football fans the world over recognize the yellow flag and blue Fair Play symbols as a reminder and an inspiration to “the ten golden rules” that “reinforce the sense of fraternity and cooperation among the members of the worldwide football family.” The tenth golden rule of Fair Play is to “Use football to make a better world.” As FIFA states, “Football has an incredible power, which can be used to make this world a better place in which everyone can live. Use this powerful platform to promote peace, equality, health, and education for everyone. Make the game better, take it to the world, and you will be fostering a better world.”

FIFA’s Fair Play initiative has inspired the U.S. to propose the next generation of “Fair Play” for the 2018/2022 FIFA World Cup™. This concept will be an extension of the Fair Play movement, enhanced in honor of the Millennium Development Goals, which will be reviewed and updated in 2015.

We propose to supplement the current FIFA Fair Play Flag with a new green banner signaling FIFA’s vision and commitment to a sustainable world. Sponsors could be challenged to dedicate one advertising board at a key World Cup match to their vision of a sustainable world, similar to Hublot’s “Say No to Racism” campaign. FIFA could implement its new vision at other FIFA competitions leading up to the 2018/2022 event.

Through the group’s existing networks, established relationships, sustainability experience, and deep roots in their respective industries and communities, we will be able to further expand our message both nationally and internationally. Additionally, this group could provide access to vital sources of revenue to support our sustainability movement, such as public grants, fundraisings, sponsorships, matching programs, etc.

Following are some initial examples of how we envision enlisting the power of some of these stakeholders.

Engaging Stakeholders in the Sustainability Cause

To promote and communicate these programs, it will be essential to have the full engagement of all the various stakeholders (FIFA Family, LOC, Host Cities, government) and fans (ticket holders and television viewers) for the World Cup. This is an exciting, yet daunting challenge, but the cause is worthy.

Our goal is to inspire all fans to take action.


FIFA Partners A FIFA World Cup™ in the United States will attempt to incorporate the environmental priorities of current and potential FIFA partners directly into the event itself by finding synergy points between their goals and the ones of our proposed programs. Our goal would be to work with FIFA to find ways to directly involve the FIFA Partners in the many programs outlined as part of our proposal.

In coordination with FIFA, we will seek to work with the FIFA Partners to use the World Cup as a vehicle to green their operations as well as their supply chains. The LOC wants to establish sustainability requirements for all its own vendors and will work with FIFA Partners to create a lasting impact by encouraging them to use the FIFA World Cup™ as an incentive for their supply chains to “go green.”

Partners – Host CitiesOur Host Cities are key partners for the LOC. These communities have been working with us since the bidding process began to focus on the challenges of sustainability. The LOC will continue to work closely with the Host Cities to leverage their existing programs and use their network of experts to further support our World Cup vision. As we mentioned before, our 18 proposed Host Cities have embraced with excitement the opportunity to have football become the new face of their movement.

An even greater goal, and one that we realize is difficult to achieve, would be to organize a volunteer day across the U.S.A. in honor of the event itself, so that the FIFA Family (including World Cup participating players and coaches) could go out in the local communities where the Team Base Camps are located and donate one hour of their time to a preselected environmental cause. This concept could be implemented one or two weeks prior to the beginning of the World Cup.

In Conclusion

This is just a sampling of the ideas we will generate to align the stakeholders of the FIFA World Cup™ to programs outlined in this chapter and the preceding chapter on Sustainable Social and Human Development.

At the moment, the ideas exist only on paper, but we are confident they will inspire millions of people to take action through the powerful force of football and the FIFA World Cup™.

SchoolsNeedless to say, Schools will be an important part of our environmental outreach effort. As outlined in Chapter 4, we propose to inspire students through the FIFA Football for Life educational initiatives. Some states, such as California and Maryland, already work with the U.S. Department of Education and mandate sustainability education in their curricula. We will look for ways to overlay our Football for Life initiatives to these programs to enhance their appeal.

Engagement of the FIFA FamilyAthletes, both past and present, can be powerful assets and agents for change: They set the example for children worldwide. We recommend expanding our proposed Change Makers concept explained in Chapter 4 and invite professional football players to embrace it for one day. Working through the individual federations, FIFA could engage athletes to serve as role models, mentors, and spokespeople around key environmental issues and ask them to donate one hour of their time to promote our cause in their local communities.

Source: www.sustainlane.com

We will approach our Host Cities to leverage their environmental sustainability experience.

Schools will be an incubator for our sustainability message.

Sustainability measurement techniques, such as the ones reflected in these rankings for Seattle in 2008 are some of the examples of best practices Host Cities have committed to share with us.


Environmental Legacies of the FIFA World Cup™ in the U.S.A.

Reductions in FIFA’s Core Environmental Areas In accordance with FIFA’s requirements we are aiming to deliver a legacy that will start by minimizing the footprint of the event in FIFA’s six core areas:

● Water● Waste● Energy● Transportation● Procurement● Climate Change

Physical ChangesSome of the tangible changes that a U.S.-hosted World Cup will leave as part of its environmental sustainability legacy are:

● Permanent changes to the venues in the years leading up to and during the event

● Host City initiatives that will be inspired by the World Cup

● The positive environmental effects of successfully working with FIFA partners to use the World Cup as a vehicle to green their operations as well as to green their supply chains.

New Revenue SourcesCapitalizing on the innovative ideas proposed, we anticipate revenue sources for funding by involving all groups in the staging of the event.

● Individual donations

● Agreed sponsorship based on FIFA’s regulations

● Access to federal and local grants

● Special events● Corporate

matching programs● Sale of items/

merchandise tied to initiatives

When contemplating revenue sources, it is also important to understand that many of the environmental programs will generate cost savings at the operational level for the LOC.

● Savings from FIFA and LOC procurement policies

● Savings from participant recycling and other sustainability efforts

Strength in Partnership The creation of expanded partnerships working toward common sustainability goals will be a major asset. In addition to FIFA, its Partners, the U.S. Soccer Federation, the U.S. Soccer Foundation, and Major League Soccer, a FIFA World Cup™ in the U.S. would seek to extend the FIFA Family even further to include:

● LOC Advisory Board members

● LOC suppliers● Host Cities● Stadia management● U.S. NGOs: Share our

Strength, Grassroots Soccer, City Harvest, Second Helpings

● International NGO’s – e.g., Earth Institute, Heifer International, Bill and Melinda Gates Foundation, Natural Resources Defense Council

● Special Events partners – e.g., Earth Day Foundation, National Parks Foundation

● Football for Hope partners – e.g., streetfootballworld, Urban Soccer Collaborative

● Youth football groups● Schools, colleges,

universities, staff and volunteers

Legacy OrganizationIn response to FIFA’s call to utilize the power of football to address sustainability, we envision delivering a legacy that will serve as a guide for the global football community to further incorporate the importance of a healthy environment in all aspects of their daily operations. We expect that our best practices in areas such as strategy and staffing, venue operations and others will leave a knowledge transfer for future FIFA World Cups™ and other sporting events.

● LOC Policy ● LOC Green Operations● LOC Procurement

Guidelines● LOC measurement

criteria● Legacy-giving program

for event equipment and purchases

● Operational guidelines

New Lifestyles and BehaviorsChanging people’s behavior allows a legacy to transcend time, and potentially become one that gets passed along from generation to generation. We expect that a U.S.-hosted World Cup will energize areas such as:

● Recycling in the cities● Recycling in the schools ● Sponsor employee

campaigns around sustainability

● Football’s becoming the new face of sustainability worldwide

● Activating even greater volunteerism through football

Realizing these legacies will serve notice to everyone that the FIFA World Cup™ – more than any event in the world – is serious and prepared to deliver measurable results when it comes to demonstrating the powerful force of good that football and sports can play in bringing about positive social change.

Rather than bricks and mortar, a U.S.-hosted FIFA World Cup™ will be built on human capital. Rather than goods and people traveling, it will be our ideas that move. And rather than expending energy, a U.S.-hosted FIFA World Cup™ will harness the positive force of fans, players, and communities to achieve human goals that transcend the issues of race, culture, and geography.

selection from the official united states bid to host the fifa world cuptm in 2022

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