BUSINESS CASE

International Football Tournament Stadium & Digital Ticketing Project

1. Executive Summary

The Ministry of Sports proposes the delivery of a 50,000-seat international-standard stadium and an integrated digital ticketing platform to host an upcoming International Football Tournament scheduled for June–July 2030.

The project is a strategic national investment intended to:

• ensure safe, compliant, and efficient tournament operations,
• enhance international reputation and tourism visibility,
• create long-term operational and economic value beyond the event.

This Business Case evaluates the strategic, financial, and operational justification for approving the project.

2. Strategic Alignment

The project supports the following national objectives:

• Hosting major international sporting events
• Modernizing national sports infrastructure
• Advancing digital public services
• Increasing tourism revenue and global visibility

It aligns with:

• National Sports Development Strategy 2025–2035
• Digital Government Transformation Roadmap
• Urban Infrastructure Modernization Plan

3. Problem Statement / Opportunity

Current Situation

• Existing stadiums do not meet international tournament requirements for:
  • capacity,
  • safety certification,
  • media and accessibility standards.
• Current ticketing processes are:
  • partially manual,
  • fragmented across vendors,
  • vulnerable to fraud and congestion.
• Entry control lacks real-time monitoring and identity verification.

Opportunity

Hosting the International Football Tournament provides:

• a fixed, non-negotiable deadline,
• high international visibility,
• justification for long-term infrastructure and digital investment.

4. Proposed Solution

Project Scope (High Level)

The project consists of two integrated components:

1. Stadium Construction (Predictive)

• New 50,000-seat stadium
• Structural, safety, accessibility, and sustainability compliance
• Physical entry gates, turnstiles, and control rooms

1. Digital Ticketing Platform (Agile)

• Online registration and ticket purchase
• Identity verification
• QR / digital ticket validation
• Integration with physical entry systems

A hybrid delivery approach will be applied.

5. Options Analysis

Option 1 — Do Nothing

• Tournament not hosted
• Loss of international exposure
• No infrastructure legacy

❌ Rejected

Option 2 — Stadium Only

• Tournament hosted
• Manual / semi-digital ticketing
• High operational risk and congestion

⚠️ Not recommended

Option 3 — Stadium + Digital Ticketing (Recommended)

• Full compliance
• Enhanced safety and user experience
• Reusable digital platform for future events

✅ Selected Option

6. High-Level Financial Analysis

6.1 Estimated Project Costs

6.2 Estimated Benefits (10-Year Horizon)

6.3 Financial Indicators

• [Return on Investment (ROI)]
  (a financial measure comparing the net benefit of an investment to its cost)
  ≈ 75%
• [Net Present Value (NPV)]
  (the value of future cash flows discounted to today)
  ≈ +$230 million (discount rate: 6%)
• [Internal Rate of Return (IRR)]
  (the discount rate at which NPV equals zero)
  ≈ 9.5%
• [Payback Period]
  (the time required to recover the initial investment)
  ≈ 7–8 years
• [Benefit–Cost Ratio (BCR)]
  (the ratio of expected benefits to expected costs)
  ≈ 1.75

7. Expected Benefits

Tangible Benefits

• Average entry time reduced from 45 min → 15 min
• Reduction of operational staffing costs by 22%
• Fraud incidents reduced by >90%
• Improved emergency and crowd control

Intangible Benefits

• National image enhancement
• Increased investor and sponsor confidence
• Digital capability reusable for concerts and future tournaments

Benefits will be tracked using the [Benefits Management Plan]
(a document that defines how benefits will be delivered, measured, and sustained).

8. High-Level Risks

Risks will be monitored in the [Risk Register]
(a document listing identified risks, responses, and owners).

9. Assumptions and Constraints

Assumptions

• Tournament dates are fixed: June–July 2030
• Budget approval granted by Parliament in Q4 2025
• Spectator digital adoption ≥ 85%

Constraints

• Fixed event deadline
• Public procurement law
• Annual budget approval limits

Tracked in the [Assumption Log]
(a document used to record assumptions and constraints throughout the project lifecycle).

10. Governance and Authority

• Sponsor: Ministry of Sports (collective governance body)
• Delivery Authority: Inter-Ministerial Project Committee
• Project Manager: Appointed after charter approval
• Decisions follow the [Governance Path]
  (the escalation and approval route for issues, risks, and changes).

11. Recommendation

It is recommended to:

✔ Approve the investment of $530 million
✔ Authorize initiation of the project
✔ Approve development of the Project Charter
✔ Appoint a Project Manager with execution authority

12. Approval

Approval Date: 15 October 2026