Pre - Feasibility Study for

Redevelopment of Jawaharlal
Nehru Stadium under PPP
Mode

NITI Aayog
Government of India

Draft Report

2018
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This Draft Pre-feasibility Report (the “Report”) has been prepared by Ernst & Young LLP (hereinafter referred to as “EY” or “we”
or “us”) for NITI Aayog (hereinafter referred to as “NITI” or “You” or “Client”) for the purpose of undertaking a Pre-Feasibility study
for Redevelopment of Jawaharlal Nehru Stadium.
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Table of Contents
1. Executive Summary ....................................................................................................................... 9

Background ........................................................................................................................................... 9

Existing Situation ................................................................................................................................... 9

Development Master Plan .................................................................................................................... 10

Recommendations ............................................................................................................................... 13

Way forward ........................................................................................................................................ 14

2. Project Appreciation – Jawaharlal Nehru Stadium ..................................................................... 16

Accessibility ......................................................................................................................................... 16

Sports Facility Overview ...................................................................................................................... 17

Catchment Area................................................................................................................................... 18

User Category and Usage.................................................................................................................... 19

Stakeholder’s Perspective.................................................................................................................... 19

3. Market Study ................................................................................................................................ 22

Competitive Sports Facility................................................................................................................... 22

Retail Market in Vicinity........................................................................................................................ 25

Hospitality in Vicinity ............................................................................................................................ 27

Recreational Games in Vicinity ............................................................................................................ 27

3. Development Concept.................................................................................................................. 29

Sports Excellence ................................................................................................................................ 29

Creating a Viable Sports Eco-System .................................................................................................. 34

Analyzing Sports Mix Viability .............................................................................................................. 38

Proposed Product Mix & Master Plan ................................................................................................... 41

Regulatory compliances....................................................................................................................... 44

4. Financial Analysis ........................................................................................................................ 46

Project Structure .................................................................................................................................. 46

Project Development Concept.............................................................................................................. 46

Risk Allocation ..................................................................................................................................... 48

Key Stakeholders ................................................................................................................................ 49

Method of Financial Analysis................................................................................................................ 50

Area Statement.................................................................................................................................... 50

Key Assumptions ................................................................................................................................. 51

Annexure A.1 - Institutional framework of SI...................................................................................... 58

Annexure A.2 – Stakeholder Interaction ............................................................................................. 60

Annexure A.3 – Competitive Sports Facility ....................................................................................... 62

Annexure A.4 - Retail Market in Vicinity ............................................................................................. 63

Annexure A.5 – Transit Oriented Development .................................................................................. 66

Benchmarking and Analyzing Best Practice ......................................................................................... 69

Annexure A.6 – PPP as an Enabler in Sports Infrastructure.............................................................. 80

Sports Infrastructure Creation .............................................................................................................. 80

Sports Infrastructure in India ................................................................................................................ 81

Role of Private Sector in Sports ........................................................................................................... 81

Benefits of having PPP Structure in Sports:.......................................................................................... 82

Annexure A.7 – International Best Practices ...................................................................................... 83

Singapore Sports Hub.......................................................................................................................... 83

Amsterdam ArenA ............................................................................................................................... 84

Perth Arena ......................................................................................................................................... 85

Transstadia.......................................................................................................................................... 86

Annexure A.8 – Financial Statement ................................................................................................... 87

List of Figures
Figure 1: JLN Stadium - Accessibility & sports facility overview ................................................................ 16
Figure 2: JLN catchment area .................................................................................................................. 18
Figure 3: Facility utilization level ............................................................................................................... 19
Figure 4: Competitive sports facilities ....................................................................................................... 22
Figure 5: Key commercial space in the vicinity of the JLN Stadium ........................................................... 25
Figure 6: Master Plan for Delhi 2021 ........................................................................................................ 29
Figure 7: Ground coverage and built up area............................................................................................ 30
Figure 8: JLN Stadium Complex–Metro station distance ........................................................................... 31
Figure 9: Plan of the proposed Multi-Purpose/ Multi Sports Hall................................................................ 32
Figure 10: Floor wise utilizable area and total floor area ........................................................................... 35
Figure 11: Floor wise plan ........................................................................................................................ 35
Figure 12: Ground floor of JLN stadium .................................................................................................... 36
Figure 13: First floor plan of the stadium................................................................................................... 37
Figure 14: Second floor plan of JLN stadium ............................................................................................ 38
Figure 15: Design concept: Mandala ........................................................................................................ 41
Figure 16: Available land parcels in JLN stadium...................................................................................... 42
Figure 17: DBFOT Model ......................................................................................................................... 47
Figure 18: Revenue snapshot @ 40 FAR vs 400 FAR .............................................................................. 55
Figure 19: Sports ecosystem of India ....................................................................................................... 58

List of Tables
Table 1: JLN sports infrastructure............................................................................................................. 17
Table 2: Stadiums in catchment area of JLN Stadium............................................................................... 22
Figure 3: Comparison of facility infrastructure between competing facilities .............................................. 24
Table 4: Membership options in competing complexes ............................................................................. 24
Table 5: Commercial retail rates of catchment area .................................................................................. 26
Table 6: Commercial office space rates of catchment area ....................................................................... 26
Table 7: Hospitality in vicinity ................................................................................................................... 27
Table 8: Recreational games center in vicinity .......................................................................................... 27
Table 9: JLN stadium area statement ....................................................................................................... 30
Table 10: Activities permitted under divisional sports infrastructure........................................................... 31
Table 11: JLN stadium upgradation, renovation, relocation ....................................................................... 33
Table 12: JLN stadium area breakup floor wise ........................................................................................ 34
Table 13: Programme under the stadium stands ...................................................................................... 36
Table 14: First floor proposed plan ........................................................................................................... 37
Table 15: Second floor of JLN stadium ..................................................................................................... 38
Table 16: Tentative activities under sports adventure hub ........................................................................ 39
Table 17: Product mix at 40 FAR.............................................................................................................. 43
Table 18: Product mix at 400 FAR............................................................................................................ 43
Table 19: Stakeholder approvals .............................................................................................................. 44
Table 20: Risk matrix ............................................................................................................................... 48
Table 21: Responsibility matrix................................................................................................................. 49
Table 22: Proposed area statement for JLN stadium ................................................................................ 50
Table 23: Cost inputs at 40 FAR .............................................................................................................. 51
Table 24: Cost inputs at 400 FAR............................................................................................................. 51
Table 25: Project phasing......................................................................................................................... 52
Table 26: Financial cost assumptions ....................................................................................................... 52
Table 27: Operation and maintenance cost assumptions .......................................................................... 53
Table 28: Revenue Assumptions.............................................................................................................. 53
Table 29: Financing structure Assumptions .............................................................................................. 55
Table 30: Key financial indicators ............................................................................................................. 56
 Glossary
AFC - Asian Footbal Confederation

CWG – Commonwealth Games

DBFOT- Design Build Finance Operate Transfer

DCF – Discounted Cash Flow

DDA – Delhi Development Authority

EPC – Engineering Procurement Construction

FAR- Floor Area Ratio

FIFA - the International Federation of Association Football

GOI – Government of India

IOA – Indian Olympic Association

JLNS – Jawaharlal Lal Nehru Stadium

MYAS - Ministry of Youth Affairs and Sports (MYAS)

NCR- National Capital Region

NITI – National Institute of Transforming India

O&M – Operation and Maintenance

PPP- Public Private Partnership

SI- Sports India

STC – Sports Training Centre

WACC- Weighted Average Cost of Capital

TOD – Transit oriented Development

EXECUTIVE SUMMARY
 Pre - Feasibility Study for Redevelopment of Jawaharlal Nehru Stadium
Sports Complex under PPP Mode

1.Executive Summary
Background
Sports India (SI), the implementation body under Ministry of Youth Affairs and Sports (MYAS) currently
operates and maintains five stadiums in Delhi (i.e. Jawaharlal Nehru Stadium, Indira Gandhi Stadium, Dr.
Karni Singh Shooting Range, Dr. Shyama Prasad Mukherjee Swimming Pool Complex and Major Dhyan
Chand National Stadium).

SI intends to improve and upgrade existing sports infrastructure to world class standards and assess the
potential of developing other sports, allied and supporting commercial activities at Jawaharlal Nehru Stadium
and Indira Gandhi Stadium on Public Private Partnership (PPP) basis.

SI has sought guidance from NITI Ayog to assess development activity at JLN Stadium with the primary
objectives stated below1:

► The stadium should address the needs of all sections of sports community
► The development should be financially self-sustainable
► The design should incorporate hostel / hotel / service apartment accommodation requirement for
players and coaches (3 to 5 star accommodation)
► The stadium should be able to accommodate a footfall of 20 lakh
► The stadium should be open and accessible to every strata of society
► Sporting facilities for senior athletes should not be affected during construction phase
► The design and operative mechanism of the stadium should encourage younger generation to use
the facilities
► The stadium should adhere to international standards of athletic events

Niti Aayog has appointed Ernst & Young LLP (hereafter referred to as “EY LLP” and consultant) to carry out
a Pre-Feasibility Study for Redevelopment of Jawaharlal Nehru Stadium (JLN Stadium) and Indira Gandhi
Stadium (IG Stadium) on PPP to achieve the objectives.

Existing Situation
Jawaharlal Nehru Stadium is located in Delhi. It is
developed over a land parcel of 100 acres with a
seating capacity of ~60,000. The stadium is designed
and constructed to meet international sports standards.
It is owned and managed by SI on behalf of Ministry of
Youth Affairs and Sports (MYAS).

The stadium is located in one of the most affluent

catchments with major residential areas near the
stadium. This includes localities like Defence Colony,
Sewa Nagar, Lodhi Colony, and Pragati Vihar Khan
Market, Khanna Market and Meherchand Market.

1
The objectives have been identified in consultation with SI and NITI Aayog for self-sustainable development of sports infrastructure
facility.

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Sports Complex under PPP Mode

Despite being strategically placed to cater to the affluent, it is understood that it is currently being by low
income groups.

Accessibility: JLN Stadium is easily accessible, through roads, metro and other modes of public transport.
The nearest metro stations for accessing the stadium are Jangpura and JLNS, located at a distance of 300-
800 meters.

Development Master Plan

The objective of developing JLN stadium is to introduce “Sports in the DNA of the nation”. A sports mini
city shall be developed which would l offer state of the art training facilities. It would be open and accessible
to all classes of people/ strata of society at national and international level.

Based on preliminary assessment of the existing facilities at JLN Stadium 2 and proposed objective for overall
development of the stadium, two options were evaluated for undertaking financial viability.

i. 40 FAR as per Master Plan for Delhi 2021

Planning Norms

Particulars The stadium complex falls under Zone D of the Zonal

(Sq.M)
Site Area Development plan under Master Plan of Delhi (MPD)
3,87,302
Allowed Ground Coverage @20% 2021. It is categorized as Public Service-3 (PS-3)
77,460
Consumed Ground coverage 53,417
under Public-Semi-Public Zone which includes
Remaining utilizable Ground Coverage 24,043
Sports Facilities / complex/ Stadium/ Sports Centre.
Allowed built up @40 FAR 1,54,921
With the applicable FAR (Floor Area Ratio) of 40, a
Consumed built up 92,830
ground coverage of 20% is permitted as per existing
Remaining built up area 62,091
Delhi Bye Laws.
As per MPD-2021 under PS-3 5% sports related commercial activities are permitted which includes multi-
use stadium for exhibitions, trade shows, multiple sports related events, extreme sports, academies, sports
medicine, water slides, residential accommodation like hostels, ward residences etc.

ii. Transit Oriented Development or TOD policy

The National TOD policy focuses on creating high density mixed
land use development of areas falling in the influence zone of transit
stations, i.e. within a walking distance of 500-800 m or along the
transit corridor, provided the station is within 1km of site.
In case of JLN stadium, the nearest metro station, i.e. Jangpura and
JLN are within 300 and 800 mts respectively. On account of this,
the TOD norms shall apply wherein an FAR of 400 can be utilized
for development.

2
The consultant conducted site visits of JLN and IG stadium and carried out primary surveys with users and SI, in order to evaluate
existing user profile and assessment of infrastructure facilities.

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Sports Complex under PPP Mode

Based on the FAR utilized and FAR available as per the TOD norms, the area statement of JLN stadium is
presented in the table below:

Particulars Area (Sq.M)

Site Area 3,87,302

Allowed Ground Coverage @20% 77,460

Consumed Ground coverage 53,417

Remaining utilizable Ground Coverage 24,043

Allowed built up @40 FAR 1,54,921

Consumed built up 92,830

Remaining built up area 62,091

On TOD @400 FAR additional builtup 14,56,378

Probable loss on builtup area due to TOD influence zone & ASI norms @upto 50% 0

Net available Builtup on TOD (probable) 14,56,378

Based on the above estimates, the total area available in case of 40 and 400 FAR is ~62,000 sq.m, and ~15
lakh sq.m respectively.

An indicative product mix for both the options are evaluated. The table below highlights the product mix for
40 FAR

Product Mix at 40 FAR

Cost
S. No. Programme Built up (Sq.)
(INR Cr)
1 Existing Infrastructure Sports 67,400 34
2 Commercial (Under the stadium) 29,015 145
3 Professional Sports Facilities + Up gradation 6,591 40
4 Sports Hubs 500 33
Sports University with highest sports quota in the 51,000
5 country 140
6 Utilities and Amenities 4,500 10
Total 1,59,006 401

In the existing FAR byelaws of the MPD 2021, the built up or the programme includes, Adventure sports hub
and sports university apart from the up gradation, utilization and optimization of the existing sports facilities.
The total base cost as per current prices is estimated at INR 268 crores which includes the cost towards
renovation/refurbishment/relocation of existing sports infrastructure, a sports university and development of
area for commercial exploitation. Such commercial area shall be restricted to sports related activities only
and may include, sports shops (Decathalon), retails units (Nike, Reebok, Adidas), virtual gaming (Smaash,
BluO), adventure zones or any other allied activity.

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Sports Complex under PPP Mode

Product Mix at 400 FAR

S. No Programme Built up (Sq. m) Cost (INR Cr)

1 Existing Infrastructure Sports renovation 63,815 34

2 Professional Sports Facilities + up gradation 6,591 27

3 Sports Hub 500 20

4 Commercial (Under the stadium) 29,015 73

5 Sports University 51,000 109

Sports Academies + School + Community

6 1,58,921 342
use

7 Retail/Commercial/Hotel 3,09,842 1,336

8 Government offices
3,09,842 667
9 Semi Government offices

10 Commercial Offices 1,54,921 583

Total 11,00,372 3,221

In case of 400 FAR as per TOD Zone, a mix of Sports Adventure hub, University, Academies, Retail,
Commercial offices and Government offices is proposed

The total base cost as per current prices is estimated to be INR 3,213 crores which includes cost towards
renovation/refurbishment/relocation of existing sports infrastructure, sports university, sports academies,
hotels (3/4/5 star, budget hotels, AirBnB etc) and development of area for commercial exploitation. Such
commercial area shall be restricted to sports related activities only and may include, sports shops
(Decathalon), retails units (Nike, Reebok, Adidas), virtual gaming (Smaash, BluO), adventure zones or any
other allied activity.

As per TOD norms, the overall development mix shall include residential complexes to the tune of 30% of
total builtup area. Based on interactions with officials at SI and Niti Aayog, the objective of this project is to
develop JLN stadium as a hub to promote sports for all. In view of the same, residential option shall be
restricted and SI or the private developer shall seek approval from the competent authority in this regard.

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Recommendations
Based on the conceptual development options for 40 and 400 FAR, financial analysis was carried out by the
consultant. The table below summarizes the key results of the analysis.

40 FAR 400 FAR

Particulars Unit Value Value

Total project cost INR Cr 489.5 3,929

Annual revenues (stabilized operations in
INR Cr 305.5 2,878
6th Year)
Equity IRR % 18% 18%
Annual concession fee
INR crore 100 750
(escalated by 5% year-on-year)
% of total revenues
Revenue share – bidding parameter (from sports and non- 26% 34%
sports/ commercial)
Concession period
a. For stadia years a. 30 years
b. For commercial b. 45 years
Given the steep timelines for development of JLN stadium on PPP, it is recommended to undertake
construction in a phased manner. The first phase shall be based on 40 FAR option with incremental proposed
plan of 400 FAR to be taken up in phases. If the Authority chooses the option of 400 FAR, several statutory
approvals shall be required from SI prior to the transaction phase which may result in implementation delays..

As per the financial analysis, for an equity IRR of 18% the revenue share is estimated to be between 25% -
30% with a provision of an annual concession fee of INR 100 crores escalated annually.

Proposed project structure

A DBFOT concession is proposed for development of JLN stadium for a 45 year concession period and a 30
year period for stadia operations. The model has been summarized in the figure below.

Key contours of the model are:

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Sports Complex under PPP Mode

► To upgrade current sports facilities, operate and maintain the same for 30 years as per specified
performance standards.
► Further, develop additional sporting facilities, operate and maintain them for 30 years
► Develop, operate and maintain commercial areas as per applicable laws for [45 (30+15) - 60 (30+30)
yrs.].
► Sports facilities to be regulated by SI but operated and maintained by private sector

Way forward
Based on the recommendations for development options, SI may take the proposal to bidding stage. As per
standard industry practice, a two stage bidding process shall be undertaken wherein the first phase is the
qualification stage to shortlist applicants based on technical and financial criteria. The second stage is the
bid stage wherein the Request for Proposal along with draft Concession Agreement is shared with the
shortlisted bidders to invite financial bid. The bidding parameter for selection of preferred bidder shall be
based on highest revenues share (the bidder offering highest per cent of total gross revenues from sports &
non-sports activities shall be selected).

Prior to floating the RFP documents, SI shall seek approval from the competent ministries (MYAS and
Ministry of Finance – Department of Economic Affairs).
An indicative timeline for the same is presented below:

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PROJECT APPRECIATION
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Sports Complex under PPP Mode

2.Project Appreciation – Jawaharlal Nehru Stadium

Jawaharlal Nehru Stadium is the national stadium of India, located in South Central part of Delhi along the
periphery of Lutyen’s Delhi area. The stadium is developed over 100 acres with a seating capacity of 60,000.
The stadium is designed and constructed to meet the international standards of the Asian Football
Confederation (AFC), the International Federation of Association Football (FIFA) and the International
Association of Athletics Federations (IAAF). The stadium is owned and managed by SI on behalf of MYAS
(infrastructure owned and managed by the central government). The institutional framework for sports in
India and current schemes undertaken by GoI for promoting sports is detailed at Annexure A1 of this report.

The Jawaharlal Nehru Stadium was constructed by the Government of India to host the athletic events and
ceremonies of the 1982 Asian Games. It also hosted the 1989 Asian Championships in Athletics. The stadium
was renovated/upgraded for the 2010 Commonwealth Games (CWG), hosting the track and field events and
opening and closing ceremonies.

Accessibility

Figure 1: JLN Stadium - Accessibility & sports facility overview

JLN Stadium is easily accessible through
roads (as depicted in Figure 1) and is in
close vicinity of ring road of Delhi that
circles around the key destinations and
offers connectivity to main centers of
NCR region.

Elevated road over Barapullah Nallah

was developed as an exclusive corridor
for the sports personnel between the
games village in East Delhi and JLN
Stadium during the Common Wealth
Games 2010. This road is operational and
provides an efficient connectivity for
general public to reach stadium from far
off areas of East Delhi and NCR region.

The nearest metro station for accessing

the stadium is Jangpura and JLNS metro
station located at a distance of 300-800
meters from the stadium.

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Sports Complex under PPP Mode

Sports Facility Overview

JLN stadium was developed as a multi-use sports ground where several national and international sports
events have been held in the past. The stadium was constructed with an objective to meet the international
standards of football and athletic sports events. The stadium houses the following sports activities3:-

Table 1: JLN sports infrastructure

JLN existing sports infrastructure

# Description Discipline

Existing infrastructure
Athletics
1 JLN stadium
Football
Weightlifting
2 Weightlifting auditorium Wushu
Wrestling
Archery
Cricket
Football
Basketball
Badminton
3 On ground (Come & Play)
Table Tennis
Tennis
Volleyball
Handball
Lawn Ball
Fitness center + Spa
4 Others
Players hostel
The main athletic track is located inside the stadium forming a periphery of the main football ground. Practice
area outside the main stadium constitutes of Javelin throw, shot put and discus throw along with a practice
track. The stadium incorporates two full size football grounds, one futsal ground and a small park for non-
sports activities. The main ground is used to host football sports events and futsal ground with synthetic pitch
has been constructed for small practice sessions and is used to train children below the age of 10-12 years.

JLN stadium also houses infrastructure for archery wherein dedicated space is allocated with high boundaries
and different target ranges. Other sports facilities, like badminton, basketball, lawn tennis and table tennis
facilities are located in close proximity to each other. Four volleyball outdoor courts are provided. Weightlifting
area has ample space for pre-workout on the ground floor and the practice area is located in the basement.
The stadium also provides hostel facility to athletes and campers within the complex with fitness center.

3
Information has been collated based on site visits on JLN Stadium and discussion with SI.

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Sports Complex under PPP Mode

The primary source of revenue of the stadium is from users registered under the ‘Come and Play Scheme 4’
and renting out assets to national teams/ league franchises. Use of facilities for hosting events such as
concerts and other non-sports activities are also undertaken. SI has improved their level of service offerings
through online viewing and ease of booking of stadia for sporting events to enhance asset utilization.

Catchment Area
A review of leisure and sporting facilities in the catchment area and benchmarking principles indicate that
local or municipal recreation or sporting facilities have a primary catchment radius of approximately 5kms
and a secondary catchment radius of 10kms. Approximately 75% to 85% of users reside within a 5 km radius
while the remaining 15% to 25% come from areas within the 5km to 10km radius of the facility. Developing
a stadium with state of the art sports infrastructure will attract users from a much wider catchment area 5.

The catchment area is also influenced by a number of other factors, including range and quality of facilities
and services offered, natural and built barriers i.e. road connectivity, travel times and the availability of any
other competing facilities. Considering regional planning principles, it is common that facilities usually share
catchment areas, particularly secondary catchment area. The map below illustrates catchment area within 5
km, 10 km and 20 km influence zone of JLN Stadium.

Figure 2: JLN catchment area The major residential areas near the stadium
include Defence Colony, Sewa Nagar, Lodhi
Colony, Pragati Vihar and Kotla-
Mubarakpur. JLN is also closely located to
affluent market places such as Khan Market,
Khanna Market and Meherchand Market.

Lodhi Colony is mainly dominated by

presence of government accommodation
with a mix of low and middle class income
group. Sewa Nagar is another government
colony with lower level income groups. On
the south of JLN, Defence colony has a mix
of government and private accommodation
with independent houses majorly
constituting high income group. Pragati Vihar is inhabited by government employees belonging to high
income group. Jangpura and Lajpat Nagar have private colonies which are mainly inhabited by middle class
income group. Jor Bagh has private colonies catering to high income group category and Kotla-Mubarakpur
constitutes of lower income households.

4
The Come & Play Scheme was initiated by SI at various stadium complex for optimum utilization of sports facilities in Delhi and across
the country. The scheme primarily focusses on encouraging local sports persons and sports enthusiasts with an opportunity to train
under SI coaches. The trainees are provided with playing arenas/non-consumable equipment such as field, track, tables, mats, etc. and
minimum inescapable consumables like balls, shuttle-cocks, etc. by SAI. However, trainees are required to bring sports equipment like
racquets, bats etc.
5
Major Regional Sports Facility Feasibility Study, City of Darebin, September 2014

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Sports Complex under PPP Mode

User Category and Usage

The figure below illustrates existing user category which are registered with JLN stadium. Core sport facilities
at JLNS is utilised substantially by come & play users; specialized sports facilities are used by campers and
academy trainees6. At JLN stadium, majority of users registered under come and play users scheme have
enrolled for athletics (track & field, short put, javelin, etc).

Figure 3: Facility utilization level

Stakeholder’s Perspective
It is imperative to identify major stakeholders of the project who would help define a vision for the
development.

A comprehensive stakeholder engagement would help identify the requirements of the sports fraternity and
accordingly design the facilities. This would also help achieve higher utilization of the infrastructure facilities.

Sports India
SI intends to upgrade the current facility at JLN stadium into a world class sports stadium in terms of
infrastructure and utilization. Below are some of the key objectives which SI aims to achieve7.

„ The stadium should address the needs of all sections of sports community.
„ The development should be financially self-sustainable
„ The design should incorporate hostel / hotel / service apartment accommodation requirement for
players and coaches (3 to 5 star accommodation).
„ The stadium should be able to house a footfall with 20 lakh viewers
„ The stadium should be open and accessible to all classes of people/ strata of society
„ Sporting facilities for senior athletes should not be impacted during construction phase
„ The design and operative mechanism of the stadium should encourage younger generation to use
the facilities
„ The stadium should adhere to international standards of athletic events

6
The analysis has been carried out based on secondary data collection from SI officials.
7
The objectives have been identified in consultation with SI and NITI Aayog for self-sustainable development of sports infrastructure
facility.

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„ The sports facilities should be segregated for elite athletes and recreational sports

User Interaction
► Users’ perspective –
o 80% of the users use public transport to commute while few users use private vehicles, and
others residing in the nearby areas prefer to walk
o 70% of the users are attracted because it has experienced coaching staff
o 65% of the users have positive intentions towards new facilities such as 24x7 gyms and
swimming pools
o 90% of users believe that the facility is well run and maintained with minor issues pertaining
to location of washrooms and water coolers.
► Parents –
o 79% of the parents willing to send their children on account of any increases in tariff up to
Rs. 150 per month.
o 80% of the parents were satisfied with the current sports infrastructure. However, there are
no waiting area/hall for parents.
o One major concern highlighted during our interaction with parents was lack of adequate in
house medical facility.
► Coaches and Administrators –
o Archery and cricket facility is small in terms of area and needs to be expanded in order to
cater large number of users.
o No warm up area provided for basketball users while more futsal fields are required for
football.
o Badminton courts are not built as per international standards.
o Designated changing rooms and drinking water facility is required for the weightlifting facility.
o The administrators highlighted shortage in manpower and inadequate marketing campaigns
to promote existing schemes and benefits provided at the stadium.

The details of the primary survey conducted at JLN stadium is included in Annexure 2.

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MARKET STUDY

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3.Market Study
Market study is the most crucial aspect driving project conceptualization and feasibility assessment. It is
critical to understand the competitive assessment framework of the market in which the stadium is expected
to operate and expected footfall. The first key task for assessing potential development in these proposed
facilities is to determine the market demand for each offered sport as well as latent demand for new facilities.
This was undertaken through conducting a detailed site assessment and study the competitive developments
in the vicinity of the stadium. This section undertakes detailed assessment of competitive sports and retail
facilities in the vicinity of JLN stadium.

Competitive Sports Facility

Figure 4: Competitive sports facilities

Jawaharlal Lal Nehru stadium was developed with a

vision of providing world class sports infrastructure to
the next generation of sports talent of India,
irrespective of the economic strata they belong. The
current sport facilities provided by SI in JLN stadium
are highly subsidized in order to cater the needs of
dedicated sportsmen which majorly embark from low
to middle economic strata.

Considering the geographical location of JLN stadium

in Delhi, some of the major sports complexes which
provide similar sporting infrastructure and allied
activities were assessed8. These included Siri Fort
Sports Complex, Saket sports Complex and Thyagraj
stadium. Saket and Siri Fort sports complex are
operated by Delhi Development Authority (DDA) and
are mainly influenced by higher income group users as
compared with JLN stadium.

Table 2: Stadiums in catchment area of JLN Stadium

Area Distance from JLN Opening

# Name of facility Managed by
(in acre) Stadium (in Km) year
Govt. of National
1 Thyagraj Stadium 16.5 2.8 2010 Capital Territory of
Delhi
2 Siri fort Sports Complex 32 4.8 1989 DDA

3 Saket Sports Complex 18 9 1990 DDA

8
The assimilation of information was undertaken by consultant from information available in public domain through DDA website.

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A comparative analysis between JLN Stadium, Siri Fort and Saket Sports Complex was done on the following
parameters:

1) Provision of sports facilities

2) Provision of non – sports facilities
3) Land availability and utilization
4) User profiles
5) Membership options
6) Number of academies / camps

A) Provision of Sports and Non-Sports Facilities

Notes:

1. Sporting facilities includes cricket, football, athletics, wrestling, weightlifting, cycling, shooting,
badminton, lawn tennis etc.
2. Non – Sports facilities include aerobics, yoga, recreational games such as bowling, virtual games etc.

The figure illustrates the gap in non-sport activities that other competing sport complexes offer to its users
ultimately leading to an enhanced sport experience with other allied recreational activities. Effective land
utilization of JLNS is significantly lower as compared to Siri fort and Saket that have demonstrated
substantially higher utilization owing to their small area and no. of users availing higher number of facilities.
The higher number of offering of these sport complexes have significantly mobilized the youth in catchment
area to inculcate these sports/recreational activities in their daily life and therefore, sport complexes are now
a hub of youth affairs.

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Figure 3: Comparison of facility infrastructure between competing facilities

The land utilization ratio of Siri Fort is the highest as compared to the other two stadiums. It offers over 20
activities in less than 50% area of JLN.

B) User Profile
The primary survey conducted highlight that >70% % of users at JLN have an average annual income of 4 -
8 lakhs p.a., while for Siri Fort Sports and Saket Sports Complex is majority are high income group users.

C) Membership Options
The table compares the membership options available at the three stadiums.

JLN does not offer casual membership as well as corporate membership. This restricts the number of users
as compared to the other competing sports facilities. The minimum membership tenure is 1 year while the
other sports complex offer flexibility in defining the membership period. Also, the number of academies are
much lower as compared to Saket Sports Complex and Siri Fort Complex.

Table 4: Membership options in competing complexes

The details of competitive sports facility is given in Annexure A.3.

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Retail Market in Vicinity

The commercial activities in the vicinity of JLN stadium includes shopping center, neighborhood center and
community center. Mixed land use dominates the development pattern here. The following figure provides
information on commercial centers operating in the vicinity of the JLN stadium.

Figure 5: Key commercial space in the vicinity of the JLN Stadium

A catchment area assessment was conducted to determine the commercial retail rates of market areas in
the vicinity of JLN Stadium. This would help reflect the lease potential of any proposed commercial
development.

Annexure A.4 gives details of the identified market spaces.

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Table 5: Commercial retail rates of catchment area

Type of Distance from JLN Per sq. ft. price Area

Locality INR/ Sq.
property Stadium (in Km) per month (in Sq. ft.)
Commercial
Khan Market 2 1500 500 7,50,000
shop
Commercial
Meherchand Market 2 658 380 2,50,000
shop
Commercial Andrews Ganj (Ansal
5 333 630 2,10,000
shop Plaza)
Commercial
Defence colony 4 300 300 90,000
shop
Commercial
South Extension 4 300 500 1,50,000
shop
Commercial
Jangpura 3 267 300 80,000
shop
Commercial
Jor Bagh 3 267 300 80,000
shop
Commercial
Lodhi Colony 2 250 400 1,00,000
shop
Commercial
Hauz Khas 7 160 500 80,000
shop
Commercial
Kola Mubarakpur 3 156 320 50,000
shop
Commercial
Lajpat Nagar 7 117 300 35,000
shop
Source: 99 acres.com

Table 6: Commercial office space rates of catchment area

Type of Distance from JLN Per sq. ft. price Area

Locality INR/ Sq.
property Stadium (in Km) per month (in Sq. ft.)
Office Space Khan Market 2 565 1,000 5,65,000
Andrews Ganj (Ansal
Office Space 5 361 900 3,25,000
Plaza)
Office Space South Extension 4 300 2,000 6,00,000

Office Space Lodhi Colony 2 150 1,000 1,50,000

Office Space Hauz Khas 7 120 1,800 2,16,000

Office Space Jor Bagh 3 100 1,000 1,00,000

Office Space Kotla Mubarakpur 3 95 2,100 2,00,000

Office Space Lajpat Nagar 7 93 1,350 1,25,000

Office Space Jangpura 3 55 1,100 60,000

Office Space Defence colony 4 47 1,900 90,000

Office Space Indian Habitat Centre 4 860 7,500 64,50,000

Source: 99 acres.com

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Hospitality in Vicinity
JLN falls in the proximity of Lutyen’s Delhi that is known for its hospitality to foreigners in form of various Five
Stars Hotels namely:

Table 7: Hospitality in vicinity

Name of facility Locality Average Tariff per night

The Park Connaught Place 7,000

The Ashok Chanakyapuri 5,000

The Lalit Connaught Place 8,000

Taj Palace Sardar Patel Marg 8,500

The Surya Hotel Nehru Place 5,500

The Claridges APJ Abdul Kalam Road 7,000

ITC Maurya Dhaula Kuan 8,500

Hyatt Regency RK Puram 8,500

The Leela Palace Chanakyapuri 13,500

Taj Mahal Hotel Khan Market 13,500

The Imperial Connaught Place 10,000

The Lodhi Lodhi garden 9,000

The Oberoi India Gate 12500

Recreational Games in Vicinity

JLN falls in the proximity of other recreational activities in the vicinity. Below are the details as under:-

Table 8: Recreational games center in vicinity

Name Area Facilities

Laser blast, Cricket, Twilight
Bowling, Super keeper, Finger
Smaash Vasant Kunj Coaster, Walk the plank, 9D
Extreme Interactive Theatre, Smart
Arcade, Jurassic Escape
Bowling, Air Hockey, Pool, Bumpy
Essex Farms Hauz Khas cars, Redemption games, Virtual
Reality Game
Delhi Rock Greater Kailash Rock climbing

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DEVELOPMENT OPTIONS

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3.Development Concept
The development concept of the JLN stadium complex has been derived by keeping the objective of
introducing ‘Sports into the DNA of the nation’ as the pivotal point in establishing the context. A sports hub
envisaged to offer state of the art training facilities come and play schemes, sports practice, recreational
sports and competition based ecosystem to catalyze the development of sports at multiple levels. This
includes fitness as a way of living, accessibility to the best of facilities to all strata of the society, recreational
sports to encourage the spirit of sportsmanship and competition across the board, training national and
international level sports players as well as creating an infrastructure capable of hosting international sporting
events with supporting allied facilities. The same was arrived at through the following steps:

Sports Excellence
The stadium complex was analyzed, studying the existing infrastructure and the applicable development
regulations to optimize the potential of the facility with respect to up-gradation and addition of new facilities.
Following are the key points undertaken in the assessment

„ Studying & analyzing the planning norms and policies applicable to the site.
„ Analyzing the existing infrastructure of the stadium complex.
„ Analyzing the components and potential for up-gradation /optimizing of the existing infrastructure to
enhance sports facilities/ disciplines under come and play scheme as well as international level
training facility.
„ Benchmarking and analyzing best practice sports stadiums/ complexes (hosting major international
competitions) with allied facilities.

Planning Norms

Figure 6: Master Plan for Delhi 2021

Name Description
Zonal Development Plan D
Use Zone Designated Public Semi Public
Sub category PS-3
Sports Facilities / Complex /
Stadium
Ground Coverage 20% (including Amenities)
FAR 0.4
ECS 2 ECS/ 100 Sq. M

The stadium complex falls under Zone D of the Zonal Development plan under Master plan Development
2021. It is categorized as PS-3 under Public Semi- Public Zone which includes Sports Facilities / complex/
Stadium/ Sports Centre. The category of Sports Facilities was updated from Recreational Category to the
Public- Semi Public category to ensure building of stadiums and facilities capable of hosting International /
Mega Sporting Events like the Common Wealth Games. With an FAR (Floor Area Ratio) of 40 applicable
under this category, ground coverage of 20 % is allowed as per the existing bye laws.

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As defined in figure below, the total area demarcated as the stadium complex is 95 Acres or 38 Hectares.
With a built up of 40 available, 60 % of the applicable FAR has already been consumed in making various
sports facilities. Similarly, nearly 70 % of the total applicable Ground coverage is consumed in the existing
facilities, not including open to air field- of- play and other facilities. This gives a total of 62000 Sq. Meters of
remaining Built up and 6 Acres of remaining ground coverage to build additional facilities.

Figure 7: Ground coverage and built up area

Only 30 % Utilizable ground coverage Only 40 % of total built up area remaining

remaining as per existing norms. as per existing norms.

Table 9: JLN stadium area statement

Description Area (Sq. M) Acre Hectare

Total site area 3,87,302 95.7 38.7
Total Built up area allowed 1,54,921
FAR 40
Total Ground Coverage (20% allowed) 77,460 19.14 7.74
Built up area
Total Built-up Ground Coverage
# Existing function
(Sq. M) (Sq. M)
1 Main stadium 67,400 42,177
2 Weight lifting stadium 11,530 7,632
3 Hostels 13,900 3,608
Total 92,830 53,417
Balance areas
Description Area (Sq. M) Acre Hectare
Remaining Built up area 62,091
Remaining Ground Coverage 24,043 5.94 2.40
Allowable Commercial Built up (5%) 7,746

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As per MPD -2021 under PS-3 following activities are permitted presently, including 5 % Sports related
commercial, Multi use stadium for exhibitions, trade shows, Banquets, Multiple sports related events,
Extreme Sports, Academies, Sports Medicine, Water slides, wave pools, hydrotherapy, Akhara, Residential
accommodation like hostels, Ward residences etc. keeping the usage Sports relevant.

Table 10: Activities permitted under divisional sports infrastructure

# Description
1 Sports related commercial @ 5%
2 Multi use stadium
3 Aquatic Centre
4 Outdoor sports/ extreme sports
5 Sports academy
6 Sports medicine
7 Residential accommodation
8 Playground

Transit Oriented Development or TOD policy

As per the National Transit oriented development policy, TOD needs to integrate land use and transport
planning and aims to develop planned sustainable urban growth centers, having walk able and livable
communes with high density mixed land-use. Citizens have access to open green and public spaces and at
the same time transit facilities are efficiently utilized.

It focuses on creation of high density mixed land use development in the influence zone of transit stations,
i.e. within the walking distance of (500-800 m) transit station or along the corridor in case the station spacing
is about 1km and advocates pedestrian trips to access various facilities such as shopping, entertainment and
work. Literature study for ToD is attached as Annexure A.5.
Figure 8: JLN Stadium Complex–Metro station distance

In case of JLN stadium, Jangpura Stadium open to the East

Gate of the stadium and more than 50 % of the area falls
under the 500 Meter radius from the Metro station. From the
JLN Metro station on the same Violet line, the Zone of
influence covers more than 50 % of the complex area under
the 800 Meter radius zone. Since there are no protected
monuments amongst the 52 A.S.I enlisted monuments in
the vicinity of the stadium complex, full utilization of TOD
norms should be applicable to JLN stadium complex. The
TOD policy in Delhi is under review presently and is
presently being scrutinized on project basis as well.

TOD Policy – within 300 m of nearest

metro station

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Potential for up-gradation/ optimizing of the existing infrastructure

Apart from the existing sports facilities scattered across the 95 Acre campus, to make the campus a holistic
fitness cum sports center for training and come and play basis, following components have been identified
for come and play and general fitness purposes.

Figure 9: Plan of the proposed Multi-Purpose/ Multi Sports Hall

An additional multi use indoor sports hall without seating capacity to accommodate one 1 indoor Basketball
ball court or 2 Badminton Courts or 4 Table Tennis Court has been proposed to ensure National / International
level indoor training venue for the said sports. A 10 m shooting academy is also proposed as along with
Archery that is one sport which is picked up by amateurs across the age groups. A 50 m Olympic size pool
for fitness and recreational purposes has also been identified. A state of the art fitness center/ gymnasium
specially made available for the elite athletes as well as for come and play on differential timing is also a part
of the programme. A cafeteria with an attached nutritionist to monitor the diet intake for the athletes is tabled
under up gradation of facilities. The total investment totals up to 73 crores including contingencies and taxes.

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Table 11: JLN stadium upgradation, renovation, relocation

# Description Built up (Sq. M) Cost (Rs. Cr.) %age

1 Cycle track 3.5 km 2 3%
2 Jogging track 2.8 km 1 2%
3 10 m shooting range 30 lanes 5 8%
Indoor Badminton + Basketball + Table
4 6,591 14 23%
Tennis + Gymnastics
5 Tennis Court 2 Synthetic 0.5 1%
6 50 m swimming pool 50x25 4 7%
7 Canteen/ cafeteria 400 0.14 -
8 Fitness centre 1,000 0.35 1%
9 Toilets/ change room On ground 0.2 -
10 Renovation costs 67,400 33.7 55%
Total 60.89 100%

Analyzing best practice sports stadiums/ complexes

Sports stadiums and infrastructure remains the pride of the nation and become the much needed symbol of
constructive young India. These stadiums not only provide match playing venues but also becomes centers
of training and excellence in sports. Already with the training programme and come and play schemes, most
of the Sports India Stadiums extensively support sports in the country. Being the kind of large infrastructure
needed to host international events, maintaining these stadiums/ venues after the events are over or in
between events remains a challenge across the world. We have studied best practices in stadiums via-a –
vis Olympic & world cup requirements to host a match. For Olympic venues, Athletics and football stadiums
have been studied. World cup venues for football, the redevelopment plans after the events, the viability
plans for maintaining sports with an added product mix and stadiums fallen to disrepair & disuse due to lack
of foresight across many venues have all been studied to understand the life cycle of a stadium, the
international match holding capability and the much needed sustainability of the project via supporting
functions. A list of major sports international events which could be held in the stadium have also been
identified along with their requirements. Details on best practices sports stadium with allied facilities and
support infrastructure as enclosed in Annexure A.

In case of 400 FAR, the areas under the stands which have been identified for sports retail can also be
completely left vacant for international matches and set up as the built up area available is sufficient to
accommodate the component of retail and sports related commercial.

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Creating a Viable Sports Eco-System

„ Benchmarking and analyzing best practice in sports stadiums/complexes with commercially viable
programs and components.
„ Identifying & utilizing the unused spaces within the stadium complex for Sports related retail,
commercial and relevant functions to ensure footfall and generate revenues.
„ Analyzing and identifying the sports retail, commercial, quasi-commercial sports mix viability
applicable to the stadium.

As a first step towards creation of a sports ecosystem Identification and utilization of the unused spaces
within the stadium complex was done for Sports related retail, commercial and relevant functions to ensure
footfall and generate revenues.

The floor area available under the stands is a potential area which is presently not being optimally utilized.
The entire premise of getting in maximum footfall also needs to include sports supporting activities like sports
retail with Decathlon, Nike, Adidas, local sports equipment & sports fitness retailers, fine dining and health &
nutrition based restaurants, food court, health cafes, workshops, sports club, Library, Museum, fitness Centre
and we work offices/ sports media offices for the entire complex to get activated with footfalls and as
spectators to the practicing athletes/ sports players.

Of the total floor plates available on each floor under the stands, the following table shows the area which
has been identified as areas which may be used for Sports retail and sports commercial purposes. The
maximum floor areas are available on the ground and first floor of the stadium.

Table 12: JLN stadium area breakup floor wise

JLN Stadium
Area Statement under the Stadium (In Sq. M)
Floors Built up Area (Sq.) Available Area (Sq.)
Ground Floor 25,000 11,830
Part A 4,875
Part B 5,890
Part C 295
Part D 770
First Floor 16,900 10,620
Second Floor 11,660 7,630
Concourse 12,570 9,220

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Figure 10: Floor wise utilizable area and total floor area

Due to the geometry & layout of the Stadium, the concourse has presently not been utilized for commercial
purposes. The ground, first and second has been utilized for various functions as detailed below. The list of
areas that are getting utilized for commercial/ retail purposes on various floors have been segregated & listed
below with the original functions as used during the common wealth games 2010.

Figure 11: Floor wise plan

Existing functions in JLN stadium to be used for Retail & Commercial

Ground floor First floor
Equipment storage Games family
Part A Look of the games storage VIP lounges
Lobby Sponsors
Sports light Merchandise
PA system Food + beverages outlet
Enclosed store Lobby
Logistic lobby Second floor
Equipment storage’ VIP lounges
Logistic office Multipurpose room/hall
Contractor office area Technical committee
Site manager office Organizing committee office
Site manager lobby National federation office
Contractors’ workshop and storage Commonwealth federation office
Cold storage National federation secretariat
Catering office TV -studio area
Part B
Kitchen Lobby
Dry storage area Athletes lounge
Service corridor Passage
Cleaning and waste office Third floor
Entrance lobby Upper concourse
Equipment storage Food+ beverages outlet
Waste disposal Food storage area
Liquid and detergents Shop
Building service Reception
First aid
Entrance lobby
Treatment

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Table 13: Programme under the stadium stands

Programme Under the Stadium stands

Activities Area Required per Function
Areas Activities Area Required per function No of Units Total Area
Ground Floor 11,830
Sports Retail (Part A)
Anchor Shop Decathlon 1,000 1 1,000
Large Shop Nike, Adidas 200 10 2,000
Medium Shop Reebok 100 20 2,000
Small Shop Local Sports Retail 50 15 750
Total Area Required (Part A ) 5,750
Food (Part B)
Food Court 75 15 1,125
Coffee Shops 50 4 200
Cafes 500 6 3,000
Workshop 500 2 1,000
Total Area Required (Part B ) 5,325
Total Area Required on Ground Floor 11,075

Figure 12: Ground floor of JLN stadium

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Table 14: First floor proposed plan

First Floor 10,620

Corporate boxes Start-ups, Small Cafes, Food Courts, 100 15 1,500

Conference / Multi -purpose

Rentals/ Events 200 5 1,000
Halls
Sports Lounge, Lounge, Small Dining’s ,Juice
Clubs & Cafes 300 6 1,800
Bar

Sports Related, History, Achievements,

Museum / Library 100 4 400
Medals, and Trophies.

Fine dining 350 10 3,500

Salon & Spa Ozone 250 6 1,500
Bowling Alley 200 1 200
Fitness Centre Cross fit / Kick Boxing/ Yoga Centre 700 1 700
Total Area Required 10,600

Figure 13: First floor plan of the stadium

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Table 15: Second floor of JLN stadium

Second Floor Activities - Offices (I.T Department ) 7,630

Figure 14: Second floor plan of JLN stadium

A total of 29,000 Sq. Meters of Area under the stands has been identified as potentially leasable areas for
various sports related activities.

Analyzing Sports Mix Viability

The Non-Sports of the programme has been designed as non-professional sports to ensure a sports centric
ambience, spirit and fitness as a lifestyle. To ensure that the Stadium complex gets in a wider pool of players,
come and play members, coaches, professional sports players, Elite Amateur athletes are relevant.

Adventure / Extreme Sports Hub

Delhi as a city lacks any avenues for Adventure sports or Endurance /Obstacle courses kind of training or
recreational facilities which are much in demand and people often travel to nearby states during weekends
and otherwise to avail the same experience. We have identified a set of 8 Sports Adventure zones which are
recreational in nature but still remain competitive in spirit. The idea is to generate the JLNS Adventure hub
as a weekend get away with Virtual Reality games, Go Karting tracks, Yoga- Zumba /Meditation, Zip lining,
Climb Central kind of activities which require more open areas and very little built infrastructure. In the
background of the stadium, surrounded by Elite Athletes, it is an ambience one cannot match. Getting the
footfalls for this and the sports clubs too may eventually lead to a wider pool of sports players, Athletes to
choose from.

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Table 16: Tentative activities under sports adventure hub

Sports Adventure Hub

S. No Activities

1 Climb Central / Rappelling, rock climbing Abe sailing

2 Zip lining

3 Endurance / obstacle courses/ Paintball

4 Bowling Alley
5 Virtual Reality Arcade

6 Go Karting

7 Yoga, Zumba, Meditation,

8 Varied Martial arts like Krav Maga, Kickboxing,

Sports Club

To be designed/ planned as a support activity to the Sports Club or as an independent activity could be left
to the discretion of the developer. The prime purpose of introducing Sports retail/ food court within the entire
planning matrix is to charge and activate the sporting areas during the non-sports event days which tend to
go passive otherwise. Also a revenue generation and support to the maintenance of the sports infrastructure
could be looked at, based on the financial feasibility of the project. Chess club, Snooker, pool, Squash courts,
Tennis etc. could easily become a part of the program and lead to indirect increase of foot falls.

Sports Academies & Sports University

Studying some of the top sports Academies and Sports Universities across the world, a career in Sports
Journalism, coaching, sports medicine, sports Sciences, Research in the same field, nutrition, bio mechanics,
performance analysis etc. lacks in the country on a holistic level. Also to be included in the University
curriculum is a basic graduation/post-graduation course with highest applicable sports Quota in the country.

A compilation of top sports courses and Universities across the world and India is compiled below. Such a
program not just brings in revenues but also provides the much needed base resource for training coaches,
indigenous research, performance management, nutrition rehabilitation etc. both as career options in sports
as well as trained skillset in the sports sector of India

Retail, Malls, Restaurant/ Sports Retail/ food court

The Retail zone would be designed as per the commercial viability of the project and anticipating the
recreational and entertainment need of the residents, the zone could also include a shopping plaza/ arcade,
spa, salon, health and fitness equipment stores , and other recreation facilities which are sports centric or
relevant.

The retail sector could also could have a supermarket or hyper-mart, large grocery shops, shops selling
sports branded goods, consumer durable outlets, postal services, retail banks, fine dining restaurants or
popular food chains, Sports club, clinics, medical stores etc.

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Government offices/ Semi government offices

Being centrally located, there already exist many government / semi government offices in and around JLN
stadium. Scope Complex, IHC, NBCC and many other government and semi government departments have
been the area for decades and there is demand for more. Presently Income tax department already occupies
the 2nd floor of the JLN stadium. Similar Government department are expected to occupy the office sector
with substantial revenue generation.

Commercial offices

To infuse young India, young energy and sports into the DNA of the system, there are also collaborative
offices spaces like ‘We work’ set ups identified for the area. Also sports related media, publication, talent
hunt agencies, Sports events, studios are expected to be set up in the premises.

Residential zone

The residential zone is envisaged as one which is relevant to the activities taking place in the stadium
complex. A combination of Hostels, Service apartments and Hotels makes up the residential zone as
compared to typical housing of the government / private sector.

Hostels

Hostels are already a requirement due to the presence of sports academies, university, training camps and
coaching which takes place round the year. Elite Amateur Sports players in various disciplines could be
accommodated here during the training period. A 500-600 capacity hostel can be planned.

Service Apartments

1 BHK or 2 BHK service apartments could be constructed to accommodate athletes and coaches from
outside the country.

Hotel with convention facilities

The stadium complex is envisaged as a hub of international sports events and also sports training. Apart
from local sports players and the elite athletes already training and staying in sports hostels, we anticipate
sports conferences and conventions taking place here apart from Sports performance and management
training. Players, coaches, sports officials, sports & fitness enthusiasts from across the country and world
are expected to travel here for recreational, matches and sports medicine, injury, rehabilitation and training
purposes. To accommodate the same, the component of Hotels, Hostels and Service apartments as
components add more to the program than a conventional housing set up. 1, 4 star hotel with 250 keys and
1, 3 star hotel with approximately 200 keys can be proposed.

Support infrastructure

Apart from the allied infrastructure such as parking ECS accommodation, waste and water management, this
section lists out the other support infrastructure for the sports component.

To start with the road sections; the main road leading up to the stadium complex and the parking should
cater to the influx of spectators in their numbers calculated individually as vehicular and pedestrians. For this
the road sections should be in adherence to the National building codes and the local byelaws, should be
appropriately marked with signage and markings that should be clearly visible in the night and day. A clear
and appropriate designing of the wide pavements meant to cater to the large number of spectators during
the sporting events is a must should be adhered to. A clear division of service lines such as power, storm

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water and sewer should be planned as per NBC and the local byelaws with appropriate provisions for easy
maintenance time to time.

Apart from the above, easy access for old and handicapped, benches, dustbins, ticket vending shelters
should be equally and appropriately distributed for a hassle free and smooth operations during any large
sporting event within the stadium complex.

The entire development is interspersed with large tracts of green spaces distinguished as green belts, visual
greens, and recreational greens. The zone is planned with amenities and utilities designed to conform to
internationally accepted standards, integrating latest technology, and addressing environmental concerns to
ensure quality sports facilities and quality of life.

Proposed Product Mix & Master Plan

Figure 15: Design concept: Mandala

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The Mandala: The concept plan of the stadium complex development is derived from the symbol of Sri
Chakra or the primordial energy source out of which all creation emanates. A trinity of Gyan Shakti
(Knowledge), Ichcha Shakti (Will) and Kriya Shakti (Action) pertaining to sports , knowledge, education,
sciences, sports academies, sports university, competitions, training, performance management, coaching,
sporting events and excellence in sports is what this complete Mandala intents to complete in the sports life
cycle. The 8 petalled Mandala with its Centre being the source of energy represents the stadium at the Centre
with its 8 hubs created around the stadium supporting & augmenting the energy of Young India energy and
sports excellence. We can provide the best of facilities but they are built around human beings at the core.

To generate a sports culture which pulls in a wider pool of athletes, a wider pool of access as well as relevant
activities need to be curated. After all, talent does not differentiate between classes. To ensure the same,
the programme of the non-professional sports has been designed to bring in people across the strata of the
society. It caters to low income group as well as high income group without differentiating. These hubs create
environments which even through recreational sports keep the spirit of competition and excellence alive.

The Observing how parents of these future athletes in both IG & JLN stadium complexes spend time while
their wards train and practice, it makes sense to in some ways include them in the process as they remain
highly invested. It could be on the lines of skill based certification courses or workshops of short duration run
by National Institute of Sports.

Figure 16: Available land parcels in JLN stadium

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Table 17: Product mix at 40 FAR

Product Mix at 40 FAR

Cost
S. No. Programme Built up (Sq.)
(INR Cr)
1 Existing Infrastructure Sports 67,400 34
2 Commercial (Under the stadium) 29,015 145
3 Professional Sports Facilities + Up gradation 6,591 40
4 Sports Hubs 500 33
Sports University with highest sports quota in the 51,000
5 country 140
6 Utilities and Amenities 4,500 10
Total 1,59,006 401
In the existing FAR byelaws of the MPD 2021, the built up or the programme includes, Adventure sports hub
and sports university apart from the up gradation, utilization and optimization of the existing sports facilities.

In the case of 400 FAR as per TOD Zone a mix of Sports Adventure hub, University, Academies, Retail,
Commercial offices, Government offices.

Table 18: Product mix at 400 FAR

Product Mix at 400 FAR

S. No Programme Built up (Sq. m) Cost (INR Cr)

1 Existing Infrastructure Sports renovation 63,815 34

2 Professional Sports Facilities + up gradation 6,591 27

3 Sports Hub 500 20

4 Commercial (Under the stadium) 29,015 73

5 Sports University 51,000 109

Sports Academies + School + Community

6 1,58,921 342
use

7 Retail/Commercial/Hotel 3,09,842 1,336

8 Government offices
3,09,842 667
9 Semi Government offices

10 Commercial Offices 1,54,921 583

Total 11,00,372 3,221

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Regulatory compliances
This section highlights the regulatory compliances required for the re-development of JLN stadium. This
includes details regarding the concerned regulatory bodies as well as the critical approvals that need to be
obtained for the successful implementation of the recommended project.

Table 19: Stakeholder approvals

JLN stadium
South Delhi Municipal Corporation
National Monument Authority(A.S.I)

Delhi Urban Arts Commission

Sports India
Delhi Fire Services
Airport Authority of India
Delhi Jal Board
Electricity
Department of Forest
DPCC

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4.Financial Analysis
Project Structure
A wide spectrum of models have emerged in development and management of infrastructure facilities which
enable private sector participation through guided risk sharing mechanism in providing efficient level of
services. As per World Bank report on models in PPP, the project structuring vary from short-term simple
management contracts (with or without investment requirements), long-term and very complex BOT form, to
divestiture. These models vary mainly by:

► Ownership of capital assets

► Responsibilities for investment
► Assumption of risk and
► Duration of contract
PPPs can help the government fast track infrastructure development and therefore it is imperative to create
favorable policies and guidelines in order to attract private investments for a sustainable development goal.
PPPs can be explored for creating infrastructure through Built – Operate Transfer (BOT) models by
contracting construction companies specializing in building multi-purpose centers and allowing professional
private sector entities to manage and control the existing sports infrastructure with the objective of building
commercial models and converting the same into revenue centers. Higher asset utilization and revenue
generation could in turn incentivize sports infrastructure creation.

Various states in India such as Gujarat and Rajasthan, have delineated the role of PPP in their sports policy
while other states such as Madhya Pradesh have already started development of sports cities via the PPP
mode. The sports policy of Haryana, a leading sporting state, defines in depth the need for development of
sports facilities when developing new commercial/ residential spaces. 9 Keeping in mind the need of
developing places for development and promotion of sports. Such provisions can have a long term impact
on improving the sports culture in every state. Timely planning and development of sports infrastructure
seems to the current problem. PPP as an enabler in sports infrastructure has been further discussed in
Annexure A.6.

Project Development Concept

Sustainable Sports Ecosystem – Only Sports, Nothing but Sports

The development concept for this project envisages that

the selected PPP concessionaire shall be given rights
Sports India
wherein the responsibility of developing and
commercialization of the project facility shall be
undertaken. The overall objective is to provide and
Concessionaire (DBFOT) improve the quality of service experienced by users with
potential revenue based developments at JLN stadium.
The project structure envisages participation of private
developer on DBFOT basis where the private operator
Commercial: would have the flexibility to design, construct additional
Sports - SI
Sports, Non-sports

9 Development of Sports & Sports Infrastructure: A Roadmap – Assocham - Yes Bank, February 2014

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sports facility and commercialization of the project commercial space. The objectives of the proposed model
involve the following:

► To upgrade current sports facilities and operate and maintain the facilities for 30 years as per
specified performance standards.
► Further additionally develop additional sporting facilities and operate and maintain these facilities for
30 years
► Develop, operate and maintain commercial areas as per applicable laws for [45 (30+15) - 60 (30+30)
yrs.].
► Sports SI facilities to be regulated by SI but operated and maintained by private sector

Figure 17: DBFOT Model

Given the current investment climate in India, the project structure has been widely used across various
infrastructure sector such as roads, power & transmission and airports wherein it provides the developer the
opportunity by entering into financing agreements with lenders and equity investors in the form of support
during the construction and operation phases. The supporting revenue returns realized from commercial
development shall be well accepted by developers/Investors. Hence it is recommended to adopt a similar
project structure for JLN stadium. The consultant further analyzed best international practices for evaluating
different project structures followed under PPP to implement and manage such infrastructure facilities. The
best international practices are covered in Annexure A.7.

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Risk Allocation
Contractual structure are influenced by a number of factors. If the fundamentals of a PPP transaction are
well thought through, particularly in relation to risk allocation, it is possible to finance and execute such
transactions that represent value despite current challenges in funding and execution.

Cost and time overruns will largely be driven by the type of contract used and by the experience and
competency of the contractor. It is important that the contractual structure protects the public sector from the
financial consequence of delays in the delivery of proposed infrastructure. The various risks associated with
the different phases of the project life cycle and the mitigation strategies have been tabulated in table 32
below.

Table 20: Risk matrix

Risk description Risk mitigation

Project development phase

Delay in land acquisition The land parcels identified for commercial development in JLN stadium to
be provided by authority to the concessionaire as per agreed timelines.
Over runs 1. Fixed cost contract with contractor with adequate predefined penalties
1. Cost 2. Fixed time contract with adequate pre-defined penalties
2. Time The risk lies with the Concessionaire
Delays in project ► The Project contracts should provide for significant penalties for such
development delay
► SI may assist the developer in obtaining necessary consents and
clearances from governmental agencies.
Project construction phase
Funding risk ► Depending on the project development option, funding risk has to be
borne by the private developer. With SI providing some form of
support, this risk is mitigated to a very large extent.
Project completion risk ► Concession Agreement should address the issues related to
Concessionaire’s default in this case.
► Strict project monitoring by the Authority/Independent Consultant is
required.
► Contracts for mandatory works may be structured as a fixed-price and
fixed-schedule contract, with stiff liquidated damages for non-
compliance. Performance guarantees may also be stipulated.
► Insurance package involving Contractors All Risk, and Third Party
Liability
Latent defect risk ► The possibility of loss or damage arising from latent defects in the
Facilities included in the Project Assets is also a big risk.
► Wherever possible, the design and construction of the facilities
required for a Project must be performed or procured by the
Concessionaire.
Design risk The possibility that the Concessionaire’s designs may not achieve the
required output specifications.
► Output specifications to be detailed out in Concession Agreement.
► Design warranty.

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Risk description Risk mitigation

► Patent and latent defect liability.

► Consultation with and review by Authority (but review must not lead to
input specifications by Institution).
► Independent Engineer appointment to resolve disputes.
Market, demand or volume The possibility that the demand for commercial services generated by the
risk Project may be less than projected. Concessionaire needs to do his own
due diligence for the same and the risk will be borne by itself.

Project operation phase

Interest rate risk These are factors affecting the availability and cost of funds. To mitigate
this risk, hedging instruments or fixed rate loans to be used.
Inflation risk ► The possibility that the actual inflation rate will exceed the projected
inflation rate.
► Risk to be borne by the Concessionaire.
Residual value risk ► The risk that the Project Assets at termination or expiry of the
Agreement will not be in the prescribed condition for hand back to the
Authority.
► Obligation on Concessionaire to maintain and repair/upgrade the JLN
facilities and such transfer parameters to be specified in the
Concession Agreement.
► Audit towards the end of Project Term.

Key Stakeholders
As mentioned earlier, the proposed project structure clearly defines relationships between key project
stakeholders. The key stakeholders relevant to the project will be:

► Sports India: Implementing authority, currently possess the project land

► Private sector/developer: to be selected for the project development through competitive bidding
process
► Project SPV: company formed for development and commercialization of the project formed by single
entity or consortium (selected private partner)

For the purpose of this analysis, it is assumed that the selected private partner (and therefore the project
SPV) will act as a main developer, i.e. the SPV will engage in development of the entire facility i.e. sports
facility and commercial establishments. Since a PPP project always entails that the private entity is best
suited to undertake the project; hereafter mentioned are the roles and responsibilities between SI and the
developer.

Table 21: Responsibility matrix

# Project Components SI Private Developer

Provide land ownership details and land free of all
1 √
encumbrances

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# Project Components SI Private Developer

2 Definition of the bidding procedure and bidding criteria √

3 Approve the overall design of the facility √

Monitor and reporting mechanism for evaluating
4 √
performance of concessionaire

4 Collection of revenues √

5 Bearing the construction and equipment cost √

6 Operation and maintenance of the entire facility √

7 Payment of Annual Revenue Share to SI √

Method of Financial Analysis

The financial analysis has been carried out by most widely used Discounted Cash Flow (DCF) method on
the above proposed project structure for assessing the value for money analysis. DCF is a valuation method
used to estimate the attractiveness of an investment opportunity and used future free cash flow projections
and discounts them. The analysis uses a required annual rate, to arrive at present value estimates. A present
value estimate is then used to evaluate the potential for investment. If the value arrived at through DCF
analysis is higher than the current cost of the investment, the opportunity may be a good one.

Accordingly, financial analysis has been carried out to arrive at range of realizable premium after factoring in
the project cost and other applicable terms of the project. The principle followed in assessing the premium/
amount to be realized to SI is how much selected developer would be required from the project after meeting
all capital and operating expenses including debt service cost and after retaining an equity return of
approximately 18% from the project.

The financial analysis has been undertaken for proposed development plan options of 40 FAR and 400 FAR
as discussed in Section 4: Development options.

Area Statement
In order to suggest a suitable product mix, it has been kept in mind that the revenue potential for the
development should be maximum. On the basis of Master Plan for Delhi 2021, the following area statement
has been considered for analysis.

Table 22: Proposed area statement for JLN stadium

Particulars Area (Sq. M)

Site Area 3,87,302
Allowed Ground Coverage @20% 77,460
Consumed Ground coverage 53,417
Remaining utilizable Ground Coverage 24,043
Allowed built up @40 FAR 1,54,921
Consumed built up 92,830
Remaining built up area 62,091
On TOD @400 FAR additional built-up 14,56,378

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Probable loss on built-up area due to TOD influence zone & ASI norms
-
@up to 50%
Net available Built-up on TOD (probable) 14,56,378

Key Assumptions
The financial analysis is based on set of assumptions and inputs from our analysis. These set of assumptions
are based on the secondary researches, industry benchmarks and EY’s experience of sector knowledge.
These sets of assumptions & inputs are given below:

Concession period

The concession period considered is 45 years for commercial development and 30 years for stadia’s
operation and maintenance which is inclusive of 24 months of construction period.

Cost inputs

The construction cost has been assumed on the basis of discussion and inputs as per the prevailing market
condition. Annual escalation rate is based on last ten years long term WPI index as published by GOI.

Table 23: Cost inputs at 40 FAR

# Programme Built up (Sq. M) (% age) Cost (Rs. Cr.)

1 Existing Infrastructure Sports 67,400 42 34
2 Commercial (Under the stadium) 29,015 18 145
Professional Sports Facilities + Up-
3 6,591 4 400
gradation
4 Sports Hubs 500 0.31 33
5 Sports University 51,000 32 140
6 Utilities & Amenities 4,500 3 10
Total EPC Cost 1,59,006 401
Contingencies @ 5% of construction cost 5% 21
Consultancy @ 1% of construction cost 1% 4
Preliminary expenses @ 5% of construction cost 5% 9
Escalation during construction 5% 20
Total Project Cost 490
The below table summarizes cost estimates at 400 FAR.
Table 24: Cost inputs at 400 FAR

# Programme Built up (Sq.) (% age) Cost (Rs. Cr.)

1 Existing Infrastructure Sports 67,400 4.27 34
Professional Sports Facilities + Up-
2 6,591 0.42 27
gradation
3 Sports Hubs 500 0.31 20
4 Commercial (Under the stadium) 29,015 2 73
5 Sports University 51,000 3 109
Sports Academies + School + Community
6 1,59,006 10 342
use (Amenities, Utilities)
7 Retail/ Commercial/ Hotel 3,09,842 20 1,336
8 Government/ Semi-Government offices 3,18,012 20 684
9 Commercial offices 1,59,002 10 599

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# Programme Built up (Sq.) (% age) Cost (Rs. Cr.)

Total EPC Cost 15,77,390 3,221
Contingencies @ 5% of construction cost 5% 169
Consultancy @ 1% of construction cost 1% 34
Preliminary expenses @ 5% of construction cost 5% 72
Escalation during construction 5% 161
Total Project Cost 3,923

Project phasing

The project construction phasing schedule is given below:

Table 25: Project phasing

# Phasing (in Years) 1 2 3 4 5

1 Phasing of area leased 0% 60% 40% 0% 0%
2 Construction 50% 50% 0% 0% 0%
3 Other areas 60% 40% 0% 0% 0%
4 Phasing of revenue from membership 0% 0% 30% 30% 40%

Financial cost assumptions

Major financing assumptions including debt-equity ratio, cost of debt and equity etc. are considered on the
basis of other infrastructure development sectors like roads, ports, railways as well as inputs from financial
institutions such World Bank during consultation for financial appraisal of similar projects.

Table 26: Financial cost assumptions

Terms of Debt
1 Interest Rate (per annum) 10%
2 Principal Moratorium (yrs.) 2
3 Repayment period 10
Equity
1 Cost of Equity 18%
2 Debt to Equity Ratio 65:35
3 Weighted Average Cost of Capital (WACC) 10.5%
Taxation
1 Income Tax Rate 34.90%
2 MAT Rate 21.30%
3 Carry forward of losses (yrs.) 8
4 Carry forward of MAT (yrs.) 15

Operation and maintenance cost assumptions

Considering long term concession period, it has been assumed that developer would be able to enter into
arrangement with end users on long term lease/ sale basis of retail asset class. Therefore Operation &
Maintenance (O&M) expenses have not been considered for the same. Major components of O&M cost
estimates considering first year of operations are illustrated in the table below:

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Table 27: Operation and maintenance cost assumptions10

# Assumptions Remarks

1 O&M for stadia operations1 INR 15 cr

5% of commercial lease
2 Marketing and brokerage
revenue
10% of capex on sport club
3 Fixed O&M expenses for sports club and commercial
and commercial)
4 Variable and general expenses 5% of Total revenue

O&M for stadia operations

# Heads Cost (INR Cr.)

1 Civil Maintenance 0.1

2 Electrical Maintenance 0.6

3 Horticulture Maintenance 0.2

4 security 0.33

5 House Keeping 1.2

6 Electricity charges 0.51
Total 1.50

Revenue assumptions

The proposed development options involves exploring various opportunities which complement in the
revenue generation. Such development formats may include commercial, office space, retail space, hotels
and residential including service apartments.

Table 28: Revenue Assumptions11

# Parameter Unit Value

Revenue form clubhouse

1 Lifetime Member Capacity # 5,000

2 Lifetime Membership Fee INR 6,00,000

Revenue from Lifetime Membership

3 Annual Member Capacity # 1,000

4 Monthly Membership fees INR 18000
Revenue from commercial space leasing

5 BUA for commercial block Sq. ft. 1,61,82,436

6 Average Lease rate INR/Sq.ft./month 300

10
Information from Sports India and EY Analysis
11
EY Analysis

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# Parameter Unit Value

7 Average occupancy in 1st year % 40

8 Annual increase in occupancy % 5

Revenue from Nonsporting events

9 No. of event days available with operator # 45

10 No. of non-sporting event days # 45

11 Avg. Facility rent charges INR per day 10,00,000

Revenue from Sporting events

12 No. of event days available with operator # 30

13 No. of sporting event days # 30

14 Avg. Facility rent charges INR per day 2,50,000

15 Swimming pool: number of monthly walk-ins Nos. min 100
INR per month per
16 Average monthly swimming charge 2500
user
17 Tennis no. of daily walk-ins # 25

18 Tennis fees INR per day 200

Other facilities(hockey, TT, Badminton etc.) walk-ins #
19 100
per month
INR per month per
20 Other facility charges 100
user
21 Fitness centre walk-in per month # 200
INR per month per
22 Fitness Centre charges 2,000
user
23 Coaching footfall # 100
INR per month per
24 Coaching Charges 500
user
Revenue from parking

25 Parking bays # 600

26 Parking charges INR per day 60

27 Average occupancy in 1st year % 45
In-stadia lease

28 Area leased Sq. ft. 80,000

29 Price per sq ft INR 413

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Project revenues

Snapshot of the project revenues for development at 40 and 400 FAR is elucidated in table below:

Figure 18: Revenue snapshot @ 40 FAR vs 400 FAR

Revenues in INR Cr
50,000
45,000
40,000
35,000
30,000
25,000 Total Revenues @ 40 FAR
20,000 Total Revenues @ 400 FAR
15,000
10,000
5,000
0

Financing structure

Table 29: Financing structure Assumptions

Particulars Units Value

Debt % 65.0 %
Equity % 35.0 %
Interest Rate % 10.0 %
Ke – cost of equity % 18.0 %
Loan Repayment Period Years 10
Moratorium Years 2
Loan Repayment Start Date 01-Apr-23
Loan Repayment End date 31-Mar-33
Weighted average cost of capital % 10.5%

Depreciation and tax rates

For the purpose of building the financial model we have assumed the tax and depreciation rates as provided
in the Income Tax Act and the Companies Act 2013.

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Outputs
Key financial indicators have been summarized in the table below:

Table 30: Key financial indicators

40 FAR 400 FAR

Particulars Unit Value Value

Total project cost INR Cr 489.5 3,929

Annual revenues (stabilized operations) INR Cr 305.5 2,878
Equity IRR % 18% 18%
Annual concession fee
INR crore 100 750
(escalated by 5% year-on-year)
% of total revenues
Revenue share – bidding parameter (from sports and non- 26% 34%
sports/ commercial)
Concession period
c. For stadia years c. 30 years
d. For commercial d. 45 years

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ANNEXURE

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Annexure A.1 - Institutional framework of SI

Sports ecosystem in India comprises of four types of stakeholders (government bodies, private entities,
autonomous bodies, public private partnerships) across eight major segments. These stakeholders form the
basis of sports industry in India and are involved in various activities spread over from governance of events
of sports activities. Major stakeholders are:

Ministry of Youth Affairs of Sports (MYAS) - The Ministry of Youth Affairs and Sports acts as the apex
government body for sports in India. It is primarily responsible for formulation of sports development
programmes, development of sports infrastructure in the country.

Sports India (SI) – SI is responsible to implement the objectives laid out by the MYAS. It releases funds
sanctioned by MYAS to NSFs and manage sports training and institution centers.

Indian Olympic Association (IOA) – it is the representative of International Olympic Association. It is an

autonomous body that enforces the Olympic charter over NSFs of Olympic Sports. It also organizes the
National game sand liaises with Government for financial assistance.

National Sports Federations (NSFs) – these are autonomous bodies responsible for promoting their
respective sports and organizing tournaments. These organizations are assisted by state and district sports
associations to meet the required goals and objectives. NSFs play at pivotal role in developing a sport with
their close association with base level authorities that promotes a sports right from school and village levels
up to the national level. The below figure illustrates sports ecosystem along with roles and responsibilities of
stakeholders.

Figure 19: Sports ecosystem of India

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In order to promote sports centric activities in India, the GoI has undertaken key initiatives for use by public.
The below table illustrates schemes currently being undertaken by SI to promote sports in India.

Age
Scheme Objective No. of center
Group

To scout sports talent by adopting

24 adopted schools and 32
schools having good sports
NSTC 8 – 14 Akhara with 1,060 trainees
infrastructure and record of sports
(805 boys, 255 girls)
performances

To establish SI training centers at the

state level; support state governments
56 centers, 5,394 trainees
STC providing training infrastructure with SI 12 – 18
(3,807 boys, 1,587 girls)
sponsored boarding, lodging, scientific
training and equipment support

To build SI sponsored sports 19 centers, 1,676 trainees

SAG 12 – 18
infrastructure for training (961 boys, 715 girls)

Collaboration with Indian Army to 18 center, 1,049 trainees

ABSC 8 – 16
leverage sports infrastructure (all boys)

Extension
Develop schools and colleges having 70 centers, 1183 trainees
Centers of STC/ 12 – 18
adequate infrastructure (775 boys, 408 girls)
SAG Schemes

Center of Providing advanced training to elite 15 centers, 556 trainees

12 – 25
Excellence (COE) athletes (288 boys, 268 girls)

Optimize utilization of SI sports facilities,

Come and Play
scout talent and provide training under 8 – 17 53 centers, 18,195 trainees
Scheme
SI coaches

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Annexure A.2 – Stakeholder Interaction

Key findings of the survey at Jawaharlal Nehru stadium is illustrated in the following section.
1. User frequency
Most of the users present during the survey were registered users
under the come and play scheme, who seek training for specific
sports. On account of summer holidays the number of come and play
users present at the stadium was estimated to be over 600 during the
evening hours. The above figure depicts the user frequency at JLNS.
Most of the users of the sports facility come daily. The second highest
category is of the users who come once a week.

2. Gender and age profile

The Figure depicts the gender profile at
JLNSS. Due to higher male population
and patriarchal view of our society the
percentage of females participating in
sport activities is low. The major
proportion of the user group fall in the
age category of “up to 20 years”. People
in this category are mix of come and play users and elite athletes.

3. Mode of transport

Majority of the people use public transport (80%) to reach JLNSS

primarily on account of dedicated bus and metro stations located
in the vicinity have played an important role in facilitating public
transport at JLNSS.

4. Experience of Infrastructure
The analysis depicts the experience of current infrastructure at
JLNS. Since all the infrastructure was revamped during Common
Wealth games 2010, fair amount of the users think the current
facility is good in terms of infrastructure.

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5. Interest in additional facilities

In order to gauge current user’s interest of using facilities
other than what they use daily, we sought their opinion
on development of additional facilities like 24x7 gyms
and swimming pool etc. on come and use basis. Most of
the users were interested in using these additional
facilities.

6. Factors determining choice of stadium

Majority of the users choose JLNS for the expertise of the
coaches. All the coaches at JLNS are affiliated to SI,
hence they bring the best coaching techniques to the
table. About one fourth of the users choose JLNS for its
affordable prices and the facilities that JLNS has to offer.

7. Experience with coaches

Almost all the users at JLNS agree that the coaches are
experienced and they have a fruitful experience while
being coached.

8. Willingness to pay
When asked about the increment in tariff of the facilities
majority of the users were comfortable in an increase less
than 5%. This points to fact that many users currently
coming to JLNS are price sensitive. While some of the
users were not concerned by the tariff increase, they would
still continue to use the facilities offered by JLNS.

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Annexure A.3 – Competitive Sports Facility

Siri Fort Sports Complex

The complex was developed for the 1982 Asian Games,

next to the Asian Games village by the Delhi Development
Authority (DDA), which is also currently managing the
facility. With its strategic location in the heart of South
Delhi and it is well equipped facilities in 27 sporting
disciplines, the complex is recognized for its sheer
aesthetic value.

Facilities available: Tennis, Badminton, Table tennis,

Basketball, Squash, Cricket, Football, Hockey,
Swimming, Taekwondo, Shooting, Skating, Krav Maga,
Billiards/Snooker, Aerobics, Dance, Western Dance,
Yoga, Fitness Centre/Multi-gym, Jogging Track, Reiki, Naturopathy Centre, Pro shop, Snack Bar, Pitch and
Putt Course, children’s Park, Multipurpose stadium.

Uses: The stadium is mainly abode to pay and play users, but apart from that it also hosts badminton and
squash games. It hosted 2014 Thomas and Uber cup for Badminton.

Saket Sports Complex

The Saket Sports Complex was developed by the DDA in 1990. It is spread over 18.5 acres in the area
between varying land use pattern.

Facilities Available: Aerobics, Badminton, Billiards/Snooker, Children’s park, Cricket, Dance, Fitness
Centre/Multi-Gym, Football, Jogging Track , Skating, Snack Bar, Squash, Swimming, Table Tennis,
taekwondo, Tennis, Western Dance, Yoga.

Thyagraj Sports Complex

Thyagraj sports complex was reconstructed especially for

CWG 2010 Netball competition. Constructed over an area
of 16.5 acres, the stadium has a seating capacity of 5,883
persons. It is developed as India’s first-ever model Green
Venue and is owned by the Government of National
Capital Territory of Delhi.

Sports Facilities: Football, Badminton, Basketball, Table

Tennis, Netball.

Uses: The Thyagraj Sports Complex hosted the netball

event of the Commonwealth Games, Delhi 2010. The
netball contests were held between 4th and 14th October 2010. At present, the education department of the
Govt. of Delhi & NCT is located in the complex. Other events such as the 4th Comic Con India, an annual
event, was held here in February 2014. The Pro Kabaddi League was also hosted here in 2014. For Dabangg
Delhi, the team from Delhi in the Kabaddi League, Thyagraj stadium was the home ground.

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Annexure A.4 - Retail Market in Vicinity

Khan Market

Nestled in one of the most affluent and expensive residential

neighborhoods of Delhi, Khan Market is a small yet highly
sought after retail destination in Delhi. Surrounded by
Aurangzeb Road, Prithviraj Road, Amrita Shergill Marg, Golf
Links, Jor Bagh, the government housing accommodation in
Lodhi Road, bureaucrats’ houses and the diplomatic areas
of Chanakyapuri, Khan Market is a major attraction of niche
footfalls of premium shoppers as also young, urbane couples
and families from the neighboring residential areas. It has a
U-shaped matrix, which allows shoppers to move from the outer side to its middle and inner lanes and explore
its various retailer offerings. From small local stores, the market over the past one and a half decade has
now emerged into a more vibrant hub as its address and surroundings have contributed to its upgrade and
re-invention.

Meherchand Market

This market is located on Lodhi road, just behind Indian

Habitat Centre, the Market is divided into 2 parts by a four
way road running through it. Originally this market consisted
of grocery shops, vegetable vendors, tailor shops, barber
shops and other such utility shops to serve the local area
residents in and around Lodhi Road. The growth &
transformation of Meherchand Market is directly related to
the transformation of Lodhi Road. With time, Lodhi Road
became the residence of bureaucrats, artists and political
heavyweights. Also a number of international and national
organizations came to have their offices at India Habitat
Centre and Lodhi Estate. The nearby Khan Market became the most sought after shopping hangout in Delhi
and rental prices increased exorbitantly on account of which several business which could not afford to pay
up rent in Khan Market slowly started moving to Meherchand Market. Presently this market boasts of high
end designer stores, lifestyle & furniture stores, restaurants, grocery shops and three temples.

Ansal Plaza

Ansal Plaza is a shopping mall located at Andrews Ganj on

Khel Gaon Marg in south Delhi, the mall also consists of an
amphitheater enclaved within the circular shaped plaza.
Ansal plaza mostly caters to restaurants and retail stores.
Decathlon is a major attraction at Ansal Plaza.

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Defence Colony

Defence colony is an affluent locality located in central South Delhi.

Defence colony market is home to around twenty restaurants and
coffee shops besides high-end shops. A few exclusive boutiques
for Indo Western attire were all that were found in this rather quiet
market. Now it is a high street luxury shopping center. Premium
designers such as Rohit Bal, Rohit Gandhi etc. have their outlets
in this market. This market is also well known for its range of
restaurants catering to different cuisines.

South Extension

South Extension is a shopping area located in South Delhi. By virtue

of it being located right on the Ring Road – the main arterial road
running around Delhi, it enjoys excellent connectivity and easy
accessibility. Further, its proximity to upscale residential areas such
as South Extension, Defence Colony, Green Park, Hauz Khas and
Greater Kailash make it one of the most sought-after shopping
streets in this part of town. It houses large jewelry showrooms,
flagship apparel stores, restaurants, home and fashion accessories,
cafes and pubs, which offer a varied and complete shopping
experience.

Lajpat Nagar

Lajpat Nagar Central Market is situated near Ashram Chowk in

South Delhi. It is located close to the Sriniwaspuri flyover and
Moolchand flyover. This market houses a blend of branded
showrooms, exclusive garment shops as well as roadside kiosks.
One can find everything in this market place ranging from clothes,
accessories, footwear, bags and other products whereas the Road
side kiosks retail affordable garments and items. This market place
is also fringed with a number of International Standard Restaurants
and Indian Restaurants that serve a variety of delectable continental
and Indian Cuisines.

Jor Bagh

Jor Bagh market is located close to Lodhi road post office and is also
within walking distance from Jor Bagh metro station. The market
houses a blend of regular shops such as convenience stores,
grocery shops and high end retail stores in terms of clothes,
accessories and electronics. This market is mostly frequented by the
nearby residents of INA, AIIMS and Jor Bagh. The market also
consists of banks and a bookstore.

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Hauz Khas Village

Hauz Khas village is located close to Green Park and Safdarjung

Development Area. This market houses trendy designer
buildings, home décor & furnishing outlets as well as fashion
boutiques. Along with these retail outlets, this Village also offers
a grand view of the 13th Century Monuments situated along an
ancient water body also known as the Hauz-i-Shamsi. Hauz
Khas village is also home to numerous outlets that retail a variety
of antiques, arts and crafts, consumer durable goods,
fashionable garments, furniture, shoes, accessories and even
multi cuisine food joints.

India Habitat Center

The India Habitat Centre is a multipurpose building in New Delhi,

India. Mixing work, commercial and social spaces, the Indian
Habitat Centre is one of India’s most comprehensive convention
centers. Indian Habitat Center has also leased out office spaces
to many companies.

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Annexure A.5 – Transit Oriented Development

As per the National Transit oriented development policy, TOD needs to integrate land use and transport
planning and aims to develop planned sustainable urban growth centers, having walk able and livable
communes with high density mixed land-use. Citizens have access to open green and public spaces and at
the same time transit facilities are efficiently utilized.

It focuses on creation of high density mixed land use development in the influence zone of transit stations,
i.e. within the walking distance of (500-800 m) transit station or along the corridor in case the station spacing
is about 1km and advocates pedestrian trips to access various facilities such as shopping, entertainment and
work.

It also increases the accessibility of the transit stations by creating pedestrian and Non-Motorized Transport
(NMT) friendly infrastructure that benefits large number of people, thereby increasing the ridership of the
transit facility and improving the economic and financial viability of the system. Since the transit corridor has
mixed land-use, where the transit stations are either origin (housing) or destination (work), the corridor
experiencing peak hour traffic in both directions would optimize the use of the transit system

i) About 500 m. wide belt on both sides of Centre

line of the existing and planned/approved MRTS Indicative Mix of Use within TOD
Corridors is designated as Influence Zone which
10%
has been identified in the respective Zonal 5%
Development Plans, along with stations. The
same will be updated by DDA from time to time.

ii) Entire approved plan of a TOD integrated 30% 55%

scheme will be included in the zone if more that
50% of the plan area falls inside the influence
zone. The TOD integrated scheme to be
submitted by DE will be of the area under his
ownership/ entitlement and not of the adjoining Flexible Mix Residential Use
area Commercial use Community use

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TOD in the context of Delhi

Delhi’s recent investments in Public Transport Systems which include a world class Metro System and a
planned BRT Network, Delhi has been unable to deliver efficient, comfortable and affordable mobility options
to its citizens. The current lack of connectivity, subsidized parking options as well as a lack of safety for
walkers, cyclists and women in the city has resulted in ever increasing number of private vehicles in the city.
Total vehicular emissions contribute to 70% of the air pollution in Delhi multiple respiratory ailments and
deaths. The objective of TOD is to restructure and redefine how a city works, lives and finds means of
recreation

TOD Zones of Influence

Zone 1 : Intense Zone Zone 2: Standard TOD Zone Zone 3: TOD Transition Zone

· 300 M influence · 800m* (10-min walking) influence •2000m** (10-minute cycling

zone of all MRTS zone of all MRTS Stations. distance) influence zone of all
Stations MRTS Stations.

• 300 M influence zone of BRT

corridors.

· • 800m* (10-min · • Zones within Intense or

walking) influence Standard TOD Zones which
zone of Regional are not permitted for
Interchange Station redevelopment but need
(i.e. Rail -MRTS, or enhancements in public realm
two MRTS lines.) and network connectivity.

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TOD Zone of Influence

The development in TOD is categorized under 3 Zones namely intense, standard and transition zones within
300 M, 800 M and 2000 Meter radius from the Metro Stations

case of JLN stadium, Jangpura stadium open to the East Gate of the stadium and more than 50 % of the
area falls under the 500 Meter radius from the Metro station. From the JLN Metro station on the same Violet
line, the Zone of influence covers more than 50 % of the complex area under the 800 Meter radius zone.
Since there are no protected monuments amongst the 52 A.S.I enlisted monuments in the vicinity of the
stadium complex, full utilization of TOD norms should be applicable to JLN Stadium Complex. The TOD
policy in Delhi is under review presently and is presently being scrutinized on project basis as well.

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Benchmarking and Analyzing Best Practice

Sports stadiums and infrastructure remains the pride of the nation and become the much needed symbol of
constructive young India. These stadiums not only provide match playing venues but also becomes centers
of training and excellence in sports. Already with the training programme and come and play schemes, most
of the Sports India Stadiums extensively support sports in the country. Being the kind of large infrastructure
needed to host international events, maintaining these stadiums/ venues after the events are over or in
between events remains a challenge across the world. We have studied best practices in stadiums Vis-a –
Vis Olympic & world cup requirements to host a match. For Olympic venues, Athletics and football stadiums
have been studied. World cup venues for football, the redevelopment plans after the events, the viability
plans for maintaining sports with an added product mix and stadiums fallen to disrepair & disuse due to lack
of foresight across many venues have all been studied to understand the life cycle of a stadium, the
international match holding capability and the much needed sustainability of the project via supporting
functions.

The existing stadiums in Delhi NCR have also been studied with their facilities to understand in case of a
major international sports event, how JLN stadium could be placed.

A list of major sports international events which could be held in the stadium have also been identified along
with their requirements.

In case of 400 FAR, the areas under the stands which have been identified for sports retail can also be
completely left vacant for international matches and set up as the built up area available is sufficient to
accommodate the component of retail and sports related commercial.

Major sports disciplines and facilities have been identified which can be upgraded to bring sports training
courts like the Basketball, badminton, Table Tennis, Handball etc. can be played under international match
playing conditions.

Table below is a snapshot of the stadiums in Delhi-NCR and their capacities.

Stadiums in National Capital Region

S. No Name Location Capacity Owner Discipline Event

Jawaharlal Athletics/
Common Wealth
1 Nehru Sports Delhi 60,000 SAI Football/
games
Complex Weightlifting.

Indira
Cycling,
Gandhi Common Wealth
2 Delhi 14,348 SAI gymnastics,
Sports games
Wrestling.
Complex

Thyagraj
Govt of Common Wealth
3 Sports Delhi 4,494 Netball
NCT games
Complex

Talkatora
Common Wealth
4 Sports Delhi 3,035 NDMC Boxing
games
Complex

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Stadiums in National Capital Region

S. No Name Location Capacity Owner Discipline Event

Common Wealth
R.K. Khanna
games, Fed Cup,
5 Tennis Delhi 5,015 DLTA Tennis
Davis cup, Indian
Stadium
open

Ambedkar Nehru Cup, FIFA

6 Delhi 35,000 MCD Football
Stadium World cup Qualifier

Tennis,
Badminton, Table
Netaji
Tennis, Billiards /
Subhash
7 Delhi DDA Snooker / Pool, Training
Sports
Basket Ball,
Complex
Cricket, Football,
Squash

Common Wealth
Shivaji
8 Delhi 7,000 NDMC Hockey games Practice
Stadium
venue

Nawab
Mansur Ali
Badminton/
Khan Jamia
9 Delhi Basketball/ Table Training
Pataudi University
Tennis
Sports
Complex

Yamuna
Archery, Table Common Wealth
10 Sports Delhi 4,297 DDA
Tennis games
Complex

Jawaharlal
Nehru Cricket, Football,
11 Delhi 2,500 JNU Training
University Hockey
Stadium

National Kabaddi
Championship,
Athletics/
Karnail National Weightlifting
Football/ Cricket/
12 Singh Delhi 5,000 Railways Championship,
Hockey/
Stadium Women’s Cricket
Badminton.
world cup, ODI
cricket match

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Stadiums in National Capital Region

S. No Name Location Capacity Owner Discipline Event

Siri Fort
13 Swimming Delhi DDA Swimming' Training
Pool

Aerobics/
Badminton/
Billiards /
CWG Village Snooker/ Commonwealth
14 Sports Delhi DDA Football/ Games Training
Complex Swimming/ Table Centre
Tennis/
Taekwondo/
Yoga

Surjit Singh
15 Badminton Delhi 200 Badminton Training
Academy

Siri Fort
Squash, Common Wealth
16 Sports Delhi 5,000 DDA
Badminton games, Thomas cup
Complex

Central
Reserve
Police Force Common Wealth
17 Khardarpur 345 CRPF Shooting
(CRPF) games
Shooting
Range

Dr. S.P.
Swimming,
Mukherjee Common Wealth
18 Delhi 5,178 SAI Diving, Water
Swimming games
polo
Stadium

Dr. Karni
Singh Common Wealth
19 Delhi 2,000 SAI Shooting
Shooting games
Range

Major Dhyan
Chand Common Wealth
20 Delhi 19,118 SAI Hockey
National games
Stadium

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Stadiums in National Capital Region

S. No Name Location Capacity Owner Discipline Event

Delhi
Common Wealth
21 University Delhi 10,132 Rugby Seven
games
Stadium

Table below is a description of international best practices in terms of sports viability.

Brief List of Sports Cities & sports supporting infrastructure

Sr. No. Name and Sports Infrastructure Sports/ Non-Sports/ Real Estate
Location Components
Sports Capacity
Components

1 Singapore National Stadium 55,000 · Sports Retail

Sports Hub · Sports Museum
Indoor Aquatic 6,000
Centre

Multipurpose Arena 3,000

Water Sports Centre Temporary

Seating

Indoor Stadium 12,000

2 Dubai Sports Multipurpose Sports 60,000 · Residential

City Stadiums (Cricket, · 18Hole Golf Course Malls/Retail
Athletics, Football) · Offices
· Clubs
Cricket Stadium 25,000 · Retail
· Commercial Office Towers
Indoor Arena 10,000 · Schools
· Other Public Amenities and
Hockey Stadium 5,000 Utilities

Sports Academies -
and Excellence
centres

Sports Clinic -

3 Tunis Sports Football/Athletic 10,000 · Residential

City Stadium · Hotel

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Aquatic Stadium 4,000 · Spa

· Clubs
Indoor Stadium 5,000 · Retail
· Commercial Office Towers
· Schools
18 Hole Golf Course -
· Other Public Amenities and
Utilities
Sports Academies -

Sports Clinic -

4 Barra Carioca Arena 1 16,000 · After the conclusion of the games,

Olympic Park, (basketball, the site was intended to be
Rio wheelchair repurposed to become the Olympic
basketball and Training Centre, a sports training
wheelchair rugby) facility operated by the Brazilian
Ministry of Sports however due to
Carioca Arena 2 10,000 poor foresight and planning the site
(wrestling, judo and now remains unused and in a state
boccia) of disrepair.

Carioca Arena 3 10,000

(fencing, · The open tennis courts have recently
taekwondo, been opened to the public and is
Paralympic judo and making steps in making the park
Paralympic fencing) more accessible to the public.

Future Arena 12,000

(handball and
goalball)

Maria Lenk Aquatics 5,000

Center (diving,
synchronised
swimming, water
polo)

Olympic Aquatics 15,000

Stadium (swimming,
water polo play-offs
and Paralympic
swimming)

Olympic Tennis 10,000

Centre (tennis,
wheelchair tennis
and football 5-a-
side)

Rio Olympic Arena 12,000

(gymnastics and

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wheelchair
basketball)

Rio Olympic 5,000

Velodrome (track
cycling)

5 Queen Olympic Stadium, 80,000 · The Olympic Stadium has been

Elizabeth transformed in to the London
Olympic Park, London Aquatics 17,500 Stadium and is currently being used
London Centre by West Ham Football Club and as
such is a profitable venture.
Lee Valley VeloPark 6,000 · Olympicopolis: A 75,000-sq.m
residential development.
The Copper Box 7,500 · Creation of a new design school for
University College London.
Basketball Arena 12,000 · A campus for the London College of
Fashion.
· Smithsonian museums
The O2 Arena 20,000
(North Greenwich · A 600-seat theatre for Sadler's Wells
Arena)

The Ricoh Arena 32,600

(City of Coventry
Stadium)

Elton manor 10,500

Riverbank Arena 16,000

Water Polo Arena 5,000

6 Wembley Wembley Stadium 90,000 · 4,000 new high quality homes of

Park different sizes for a mix of
tenures
· A new 7-acre park,1.5m sq. ft. of
commercial space, including new
offices and high street shopping
· Hotels, Student accommodation
· Primary school and nursery
· Meeting places ,3,400 public car
parking spaces

7 Olympic Beijing National 91,000 · Pop concert venue

Green, Stadium · Public pool
Beijing · Soccer
Beijing National 19,000 · Luxury apartments
Indoor Stadium

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Beijing National 17,000 · Retail

Aquatic Center

Olympic Green 32,400

Tennis Center

Olympic Green 5,000

Archery Field

Olympic Green 5,695

Convention Center

Olympic Green 17,000

Hockey Field

Sr. No. Name and Sports Infrastructure Sports/ Non-Sports/ Real Estate
Location Components
Sports Capacity
Components

8 Khalifa Khalifa International 40,000 · High end Malls

International Stadium · Hotels
Stadium
Aquatics centre

Indoor hall

9 Al Wakhra Al Wakhra Stadium 40,000 · Restaurants

Sports · Offices
Complex Aquatic Centre · Retail
· High End housing
Multipurpose hall

10 Optus Optus Stadium 70,000 · The stadium is serviced by over 50

Stadium food and beverage outlets.
Complex, · Premium facilities available on event
Perth and non-event days for conferences,
functions and meetings.

11 Amsterdam Amsterdam Arena 54,033 · IMAX Multiplex

Area · Nightclubs
Complex, · Sports Retail (Decathlon, etc.)
Amsterdam · Kiosks
· 15+ Eateries, Fine dine restaurants,
Pubs, etc.
· Malls
· Hotels

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· Functions both as a stadium and

entertainment venue.

12 Old Trafford Old Trafford 75,000 · Stadium Tours

Football Ground · Pubs/Bars
· Sports Retail(Manchester United
Megastore, Adidas)
· Kiosks(Temporary)
· 15+ Eateries, Fine dine restaurants,
Pubs, etc.
· Conference Halls
· Exhibition Pavilions
· Banquets Halls
· Functions both as a stadium and
entertainment venue.

13 Athens Spyros Louis 72,000 Home pitch for AEK F.C., Greek national
Olympic Athens Olympic football team
Sports Stadium
Complex
Nikos Galis Olympic 19,250 Home court for Panathinaikos B.C.,
Indoor Hall Greek National Basketball Team

Athens Olympic 11,500 Large areas of the site remains in a state

Aquatic Centre of ruin and disregard however a there are
plans to develop this plot with Homes,
Athens Olympic 8,600 Malls, Hotels and Parks.
Tennis Centre (The
Main Court)

Athens Olympic 5,250

Velodrome

Sports Academies & Sports University

Studying some of the top sports Academies and Sports Universities across the world, a career in Sports
Journalism, coaching, sports medicine, sports Sciences, Research in the same field, nutrition, bio mechanics,
performance analysis etc. lacks in the country on a holistic level. Also to be included in the University
curriculum is a basic graduation/post-graduation course with highest applicable sports Quota in the country.

A compilation of top sports courses and Universities across the world and India is compiled below. Such a
program not just brings in revenues but also provides the much needed base resource for training coaches,
indigenous research, performance management, nutrition rehabilitation etc. both as career options in sports
as well as trained skillset in the sports sector of India

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Loughborough University

School of sports , Science and Health Science

Courses Description

sports, exercise and health sciences

Bachelors sport coaching and physical education

sports management

for athletes sport science, statistical mathematics, applicable mathematics,

Foundation courses geography, chemistry, Psychology with sociology, materials with engineering
science, biology, business

Exercise As Medicine

Exercise Physiology

Sports And Exercise Psychology

Master Courses Musculoskeletal Sport Science And Health

Sport Biomechanics

Sport And Exercise Nutrition

Sports Management

Dietary modification of gut function and role in human metabolic disease

Extreme heat policies in sport

Impart performance of sports balls

Mechanics of advanced materials

Research Sport events and health promotion

Understanding links between coach leadership and coach athlete relationship

Stunning, short stature and cardiovascular health

Mechanics of biochemical

Motivation and health behaviours

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School of Sports Business

Sport business

Sport business and leadership

Masters Sport digital and media technology

Sport business and innovation

Sport marketing

Deutsche Sportochshule Koln (German sport university, cologne)

Courses

Bachelors sports management and communication

sports journalism

sport and health in prevention and therapy

6 months physical education

sport, adventure and expressive movement

sport and performance

Masters sport, media and communication

Rehabilitation , prevention and health management

4 semester
international sport development and politics

sport and movement Gerontology

Exercise science and coaching

Sport tourism and recreation management

M.Sc.
Sport management

Human technology in sport and medicine

Psychology in sport and exercise

M.Ed. Physical education

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Exercise science and coaching

PhD Natural science

Social science

Chicago Sport Institute

Area: 14,000 sq. feet

30 yard indoor track for conditioning, strength, agility and speed training

Performance training, sports medicine and integrative health centre

Programs

Satellite Coaching Program

Satellite personal training is perfect for accountable and highly motivated long
12 week program distance clients that are serious about reaching their performance and
transformation goals.

Fat Loss Transformation Program

12 week program Training, nutritional plan, supplement plan, conditioning,

Athletic
development Training, nutritional plan, supplement plan, sport specific conditioning,
Program

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Annexure A.6 – PPP as an Enabler in Sports

Infrastructure
Sports Infrastructure Creation
While evaluating proposal for redevelopment, improvement or expansion of any existing sports facility
through PPP, it is imperative to understand the dynamic stakeholders involved and define a vision for
undertaking such development. The process of proposing even small changes in the operations of any
existing sports structure shall be backed up by defined purpose and need of such change. Moving forward
promoting sports does not essentially mean developing more infrastructure, such vision would result in
adding up of inventories of sports stadiums. Without analyzing the requirement and identifying the users for
such infrastructure facilities, the problem of sufficient utilization for existing purposes shall remain
unanswered. Therefore, the concept of development of sports facility should enable the objective of
determining the operational efficiency of current facilities and upgrading the existing stadiums with advanced
and sustainable solutions.

Establishing a vision for redevelopment of any existing sports infrastructure shall typically address three key
questions.

What do we WANT?

This question deals with understanding the preliminary thoughts and ideas that lead to emergence of this
project concept. The thoughts at this stage are more focused towards building a “dream project” and
analyzing the international best practices to be brought into the current scenario. The stage brings in an
idealistic scenario which possible options. However it is important to study the operative environment by
adding realistic approach to the thought process, which leads us to our next question.

What do we NEED?

It is important to align our thought process of an “ideal stadium” with the current environment in which the
stadium operates. Development of a stadium or expanding the scope of an existing facility is related to many
factors like regulatory policies, political stability, market dynamics, usage patterns and many others. Thinking
of creating infrastructure in isolation or skipping any such factor may lead to ambiguity in successful results.

What can we AFFORD?

The final question relates to the extent we would want to explore the possible options. Every project faces
multiple constraints while structuring the options. These constraints could be financial, political, fundamental,
operational etc. in nature. Analysis of all the options considered at stage I, while creating our idea of an ideal
scenario should now be restricted to realistic and attainable options.

Addressing these questions will help us formularize a vision for this project and form a pragmatic approach
towards structuring of this report. The objective of this feasibility study is to outline the potential options for
increasing the utilization of this expansive and world-class infrastructure on a PPP mode. Methodology
proposed involves a combination of options including providing more facilities to the existing user groups
and/or targeting potential user groups for this facility. Another purpose of entering into a PPP to maximizing
both sustainable revenue, and ensuring access to citizens at large. However. It is a predetermined condition
for any options, to ensure that training and coaching for sportspersons with potential to contend for medals
at all levels shall continue unhindered. The prime motive is to unify sports with non-sports activities and
provide splendid experience to the sportspersons and other user groups involved.

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Sports Infrastructure in India

Sports in India is primarily a state and central government subject, and as huge portion of the sports
infrastructure is owned and managed by respective governments. Since the investments made by most
states in sports has been negligible, for most part, India has not succeeded in providing universal and barrier
free access to sports or creating a sports culture. Another major reason is related to low level role of private
sector involvement in sports development in India except in cricket which have been majorly concentrated
on for-profit academies and CSR/ non-profit initiatives. Many federations are highly dependent on
government funding for carrying out their key objectives, such as organizing championships, procuring
equipment and training sportspersons. The current model of sports governance not only breeds
inefficiencies; issues around irregular activities have also been reported in the past.

The sports policy of most states is formed with the same objectives of `sports for all' and achieving 'excellence
in sports'. However, the micro aspects under various categories contribute towards the diversity in
performance by different states. However, over the last few years, sports industry has witnessed a
transformation at the back of factors like growing sophistication in infrastructure needs, increased visibility of
competitive sports, emergence of sports as a business proposition and proactive efforts of India to host
numerous mega sporting events. The launch of Khelo India initiative by the Government focusses on
developing sports infrastructure, encouraging a sporting culture through competitions and identifying and
nurturing young talent. However, there is a need for greater involvement of the private sector in sports
infrastructure development in India due to limitation of funds to develop and maintain the sports facilities as
well as lack of technical and management proficiency. There is a need for private funding, management,
skills and subsidies to further the national sports goals, as well as to develop a high potential and robust
domain with immense opportunities in the short and long term.

Role of Private Sector in Sports

PPPs can help the government fast track infrastructure development and therefore it is imperative to create
favorable policies and guidelines in order to attract private investments for a sustainable development goal.
PPPs can be explored for creating infrastructure through Built – Operate Transfer (BOT) models by
contracting construction companies specializing in building multi-purpose centers and allowing professional
private sector entities to manage and control the existing sports infrastructure with the objective of building
commercial models and converting the same into revenue centers. Higher asset utilization and revenue
generation could in turn incentivize sports infrastructure creation.

In developed economies, stadiums have been designed as multi-functional facilities which are capable of
hosting various sporting events, concerts and other types of entertainment as well. Such development have
resulted not only in effective utilization of facility, but also act as a catalyst for urban growth in the region.

Various states in India such as Gujarat and Rajasthan, have delineated the role of PPP in their sports policy
while other states such as Madhya Pradesh have already started development of sports cities via the PPP
mode. The sports policy of Haryana, a leading sporting state, defines in depth the need for development of
sports facilities when developing new commercial/residential spaces. 12 Keeping in mind the need of
developing places for development and promotion of sports. Such provisions can have a long term impact

12 Development of Sports & Sports Infrastructure: A Roadmap – Assocham - Yes Bank, February 2014

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on improving the sports culture in every state. Timely planning and development of sports infrastructure
seems to the current problem.

Favorable PPP policy and direction/incentive for PPP in sports from the central government: The Union
Budget 2016 focused on reviving PPP for infrastructure creation through action for ensuring improved
liquidity, easier credit rating mechanism, and boosting (Real Estate Investment Trusts (REITs) and
Infrastructure Investment Trusts (InvITs), further easing fund flows. In addition, the central government may
develop guidelines for PPP in sports policy for states to adopt and make available case studies of successful
implementation of PPP by states in India. The center may incentivize states to adopt PPP to spur
infrastructure creation by using the same as a criteria for allotment of national games.

Case study: Envisaging and defining the role of PPPs for sports infrastructure development in
Andhra Pradesh
On account of Andhra Pradesh being selected to host the national games 2018-19, the State Government
has enhanced the budget for development of sports infrastructure. The Government of Andhra Pradesh
expects to make an allocation of almost INR1,000 crore for developing stadia in difference districts. The
objective of using PPP for sports infrastructure development stems from the flexibility it allows the
government to focus entirely on recruiting top physical education trainers and coaches to train youth in
different sports activities while the private players focus on the revenue aspect.
Source: Andhra Pradesh to allocate 1,000 crore for sports infrastructure, The Hindu
The State Government believes taking up the PPP mode would allow for the incorporation of a provision
for setting up shopping complexes and other infrastructure in the stadium. This would not only help in
effective maintenance of the stadium but would also make the stadium self-sufficient in terms of revenue.
PPP initiative, private players would be allowed to open these facilities for the citizens on payment of fees
and the stadium can be put to use all year round, driving sporting culture. Once built, the stadium could
also double as a venue for business activities, annual general meeting, school games, sports functions,
regional games, music concerts, live performances, etc.

Source: Sports infrastructure to get a taste of PPP, Financial Express

Benefits of having PPP Structure in Sports:

u Provides support and resources to achieving the ultimate aim of government
u Reduces the initial capital investment for the government
u Risk Sharing among different parties which are best equipped to handle it
u Improved expertise and reduced operational cost
u Increased revenue sources due to increased capabilities
u Increased sustainability of the project
u More focus on supporting efficient resource development
u Offers a more holistic approach towards appropriate collaboration of sustained ‘Public Interest’ and
provides an attractive commercial option to Private Sector Developer for meeting the social needs of
today.
It is the viability of infrastructure that, to a large extent, affects the sustainability of the projects that can bring
about meaningful private participation. Sports development needs to be monitored by the Centre and at the
same time, the states should develop meaningful sports policies that critically address the ways and means
to overcome the gaps in sports infrastructure and promote sports development in all respects.

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Annexure A.7 – International Best Practices

Singapore Sports Hub
The Singapore Sports Hub is a state-of-
the-art, fully integrated sports,
entertainment and lifestyle hub that was
built in 2014 and hosts sporting and
entertainment events. The project cost of
the Sports Hub was c.S$1.8billion, making
it the largest sports PPP project in the
world. PPP agreement between Sport
Singapore and Sports Hub Pte Ltd is
responsible for the design, construction,
financing, operations and maintenance of
the Singapore Sports Hub for concession
length of 25 years. The hub is created with
a vision to host various multi-purpose
sports, become a recreation and lifestyle
location to attract internationally renowned sports events and performances from all over the world.

In a typical PPP structure, the project company may engage a subcontractor to operate and maintain those
facilities to enable the procuring authority to carry out its business at the facilities. However, this project is
unusual as the project company is also charged with running the day to day activities at the facilities in a way
that complements the procuring authority broader objective of facilitating and encouraging sport in Singapore.

Another unique element of the project relates to the fact that the project company not only receives a monthly
tariff in respect of the basic steady-state operation but is also incentivized to maximize the usage of the
facilities and ensure a vibrant calendar of events. These incentives come in the form of a sharing mechanism
with the authority in respect of third party revenues generated at the venues, whether through ticket sales,
venue hiring income, commercial rights income, car park charges or retail rental fees.

Key learnings

u Engaging multi-faceted participation of PPP Co. with global experience in operating and maintaining the
facility
u Freedom to PPP for design of facility
u Performance based revenue mechanism on construction and O&M activities
u Defect liability and deduction on payment mechanism for non-performance on O&M works
u Incentivize the PPP Co for maximizing the usage of the facility
u Promoting participation in sports activities through marketing major marquee events
u Exploiting commercial rights to maximize project revenue

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Amsterdam ArenA
In the case of Amsterdam ArenA, due to the significant investment costs and the willingness of the City of
Amsterdam to delegate operational tasks to other parties, a public-private partnership was structured. The
vision of the Amsterdam ArenA’s stakeholders was to create a venue capable of hosting world class sporting
and non-sporting events, open seven days a week and with the potential to become like a second city center
of Amsterdam. AFC Ajax the football Club invested only in football-related development (its core business)
as it is the main tenant and the most important user of the ArenA. The stadium was leased to Ajax as an off-
balance way of financing with zero cash transactions. Eight major private companies, the so called
“founders”, invested in the project in exchange for sponsorship and exclusive hospitality rights for a ten year
period. The commercial partners became the first choice suppliers of different goods and services and they
all received the rights to a private sky lounge. However, they do not have any stake in the stadium ownership.

The owners of the Amsterdam ArenA are

exclusively the City of Amsterdam and Stadion
Amsterdam N.V., a public limited company.
Stadion Amsterdam N.V. rents the stadium to
another company called Stadion Amsterdam
C.V., a limited partnership fully in charge of the
operations.

The legal differentiation between the ownership

company and the operating company has been
structured in order to reduce the owners’
exposure to operating risks. Therefore, if Stadion
Amsterdam C.V. makes losses, the owner is
generally not affected. Daily operation al
decisions of the ArenA are entirely in the hands of
Stadion Amsterdam C.V. as the direct
involvement of the owners is only periodical or
indirect.

Key learnings

u The Government investment in the ArenA act as an catalyst to encourage urban renewal and growth in
the region
u Concession of the site was granted for a fairly low minimal price in order to lower the financial burden
u Government income generated through real estate project developed in the region in the subsequent
years
u AFC Ajax invested only in football related development as its main tenant and user of Arena
u Investment of commercial partners in exchange for sponsorship and exclusive hospitality rights for a ten
year period
u The earlier sale of the depositary receipts, or “certificates of share”
u Stadium tour and museum serving as an important revenue sources for the operator.
u The parking complex under the stadium, the Transferium, is owned and operated directly by the
Municipal Authority.

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Perth Arena
The keystone event behind the decision to
build the Arena was the Hopman Cup tennis
tournament. However, to be successful, the
Arena hosts a range of other events. The
procurement options analyzed and identified
that for the stadium and sports precinct works
in package, a Design, Build, Finance and
Maintain (DBFM) model was undertaken to
best balance the control of project cost and risk
with the achievement of the project objectives,
and most likely to maximize value-for-money
(VFM) outcomes for the state. The state also
selected to make a capital contribution of 60% of the construction cost. Whereas, payment during the
operating phase is in the form of a Monthly Service Payment (MSP) calculated in accordance with the Project
Agreement and paid in arrears. The MSP covers the remainder of the construction costs, financing costs and
maintenance costs including lifecycle replacement. The MSP is subject to abatement in accordance with the
abatement regime set out in the Project Agreement. The state retains the responsibility, through the
appointment of a stadium operator, for the day-to-day operation of the stadium and sports precinct. The state
also retains ownership of the stadium and sports precinct.

Key learnings

u Design of facility was carried out by the state

u The model injects significant intellectual, operational and commercial focus of the consortium entities
such as the FM Subcontractor and the Financiers into the procurement process resulting in whole-of-life
benefits;
u Excellent track record of achieving on time and on budget outcomes when compared with traditional
procurement models.
u Robust maintenance regime is delivered over a 25-year operating period to minimize asset deterioration
and a focus on preventative maintenance rather than reactive maintenance

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Transstadia
The stadium has been developed with a
project cost ~INR 540 Cr on a land area of ~
10 acre. The stadium consists of
development of 16 sports & entertainment,
hospitality, retail etc. with an objective based
on "utilization model". The emphasis was on
to create a facility wherein each part will
contribute to the revenue. But this model
requires that the facility be situated within the
city. It is being developed on PPP model land
lease model with a concession period of 35
years, extendable for a further 35 years, with
two percent revenue sharing for sports development in the country. The Arena boasts of a FIFA standard
natural turf with a seating capacity of 20,000, including patented expertise that enables the conversion of a
section of the stadium into a 4,000 capacity pillar-less multi-purpose indoor venue, creating an optimum
spectator experience. Not only can the latter can be utilized for 12 indoor sports, it can further increase the
revenue by hosting exhibitions, social functions, conventions and corporate events. The facility also house a
'members only' Eka Club, which will become a fitness and entertainment hub for the city.

Key learning

u Use of technology for effective utilization of land which can be transformed in activity hub
u Use of space in non-sports activities are essential as they contribute to large scale revenue expectations
u Longer land lease concession period enable the PPP Co. to develop stable cash flow
u Membership program for non-sport activities such as club, fitness and entertainment hub to support
revenue potential for PPP Co.
u Marketing initiative such as leasing branding rights, major marquee events can promote sports facility
u Commercial sports activities through such as Pro-Kabaddi, sports retail brands are other potential
avenue of revenues.

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Annexure A.8 – Financial Statement

Option 1: 40 FAR – Balance sheet

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Option 1: 40 FAR – Profit & Loss account

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Option 1: 40 FAR – Cash flow statement

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Option 2: 400 FAR – Balance sheet

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Option 2: 400 FAR – Profit & Loss account

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Option 2: 400 FAR – Cash flow statement

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