Across Africa, stadiums built or upgraded for major sporting tournaments have sometimes struggled to remain commercially viable afterwards.
While these facilities attract thousands of spectators during major competitions, sustaining activity and revenue beyond matchdays remains a challenge.
As Uganda prepares to co-host the 2027 Africa Cup of Nations (Afcon), attention has largely focused on upgrading sports infrastructure to meet continental standards.
However, Paulo J. Cruz, founding CEO of African Collaborations Group (ACG), warns that Uganda must also consider the long-term commercial sustainability of its investments.
Without a clear strategy, Cruz argues, the country risks developing expensive facilities that struggle to generate sufficient revenue after the tournament.
‘The question Uganda should be asking right now is not how to build facilities for AFCON 2027. It is how to build facilities that are still generating revenue in 2047,’ Cruz says.
Mandela National Stadium, Namboole, is undergoing a major transformation ahead of the tournament, with the second phase of remodelling budgeted at Shs248 billion.
The project includes expanding the stadium’s seating capacity from approximately 38,000 to 45,000, alongside improvements to hospitality, media and other facilities.
The first phase of renovations cost approximately Shs97 billion, bringing the combined investment in the stadium’s redevelopment to about Shs345 billion.
While Cruz acknowledges the importance of meeting Confederation of African Football (Caf) standards, he believes infrastructure planning must extend beyond the competition.
He argues that stadiums relying heavily on occasional sporting events face significant challenges in meeting maintenance and operational costs.
‘While the demand is available, a standalone stadium highlights a design failure,’ Cruz said before adding
‘That is because Ugandans want restaurants, retail and leisure, the infrastructure is missing.’
Life after matches
‘That calls for a transition from the stadium model to the sport and entertainment district model.’
Under this approach, stadium developments would integrate hotels, conference centres, restaurants, retail outlets, training academies and entertainment venues.
Such facilities could attract visitors throughout the year, creating additional revenue streams beyond football matches and other sporting competitions.
‘A stadium by itself attracts visitors on matchdays. A sport and entertainment district attracts visitors every day,’ he explains.
Cruz believes this model could strengthen Uganda’s sports tourism industry while encouraging visitors to spend more time in Kampala.
It could also create opportunities for businesses operating in hospitality, entertainment, retail and other services around major sporting venues.
For private investors, however, the attractiveness of such developments would depend on their ability to generate sustainable returns.
Cruz explains that institutional investors prioritise projects with diversified revenue streams, professional management structures and credible financial sustainability models.
Attracting such investment would also require regulatory clarity, reliable public-private partnership frameworks, predictable tax treatment and secure land tenure arrangements.
Independent feasibility assessments and credible institutional partnerships would further strengthen investor confidence and improve prospects for long-term financing.
‘ACG focuses on preparing integrated developments for investment by undertaking feasibility studies, project structuring and institutional groundwork before construction financing is secured,’ he says.
Beyond football, Cruz identifies opportunities in athletics, rugby, basketball, cricket and boxing, alongside concerts, festivals and conferences.
He points to Uganda’s athletics achievements, including those of Olympic champion Joshua Cheptegei, as evidence of the country’s sporting potential.
Cruz believes stronger infrastructure could support athlete development while creating opportunities to host more international sporting events.
A multipurpose indoor arena, for example, could accommodate basketball and boxing competitions alongside concerts, corporate conferences and cultural events.
For Namboole specifically, Cruz believes planning should begin immediately to identify commercial opportunities around the stadium and assess available land.
He also recommends engaging potential investors and professional operators before the tournament to develop a sustainable commercial strategy.
The ongoing renovation already includes plans for improved hospitality facilities, VIP lounges and 24 skyboxes, providing opportunities for commercial activity.
However, Cruz argues that Uganda should consider a broader development model capable of generating economic activity beyond the stadium itself.
Namboole’s proximity to Kampala, its established sporting history and the opportunities presented by Afcon 2027 could provide a foundation for such development.
Clock is ticking
The urgency is particularly significant as Uganda races to complete the stadium ahead of the continental tournament.
During an October 5 inspection, the UPDF Engineering Brigade reported 51 percent physical progress, while the Ministry of Works independently verified 45 percent.
The government has set December 31, 2026, as the target for practical completion of the stadium’s renovation.
‘The question is not whether the stadium will be ready for June 2027 but if it will still be relevant in June 2037,’ Cruz says.
Ultimately, Cruz maintains that Uganda’s success should not be measured solely by its ability to host the continental tournament.
Namboole Stadium hiccups
Instead, the lasting measure will be whether investments made for Afcon 2027 continue supporting sport, tourism, employment and economic activity long after the competition ends.
Namboole’s long-term commercial challenges
Cruz identifies four potential challenges that Uganda must address to secure the stadium’s commercial future.
Over-reliance on matchday revenue; depending primarily on football fixtures could limit revenue, particularly when domestic competitions attract crowds significantly below the stadium’s planned 45,000-seat capacity.
Limited commercial integration; without a broader network of restaurants, retail outlets, hotels and entertainment facilities, opportunities to attract visitors outside matchdays could remain limited.
Commercial management; the stadium requires professional operations, clear performance targets and a commercial strategy capable of attracting events, sponsors and private-sector partnerships.
Maintenance funding; without reliable revenue and dedicated maintenance budgets, the stadium could face increasing operational costs and gradual deterioration.
The big question
The Shs248b second-phase remodelling project represents a significant public investment in preparing Namboole for Afcon 2027.
However, the tournament will last approximately one month, while the stadium is expected to serve Uganda for decades.
Once the competition ends, the challenge will shift from meeting CAF requirements to attracting events, visitors and commercial investment.
For Cruz, the central question is whether Uganda can transform Namboole from a major sporting venue into a sustainable economic asset.
With the stadium’s planned capacity of 45,000 seats, maintaining commercial activity beyond major football matches will be essential.
That will require a deliberate strategy to attract sporting competitions, concerts, conferences, tourists and businesses throughout the year.
The real legacy of Afcon 2027 may ultimately depend less on the matches played at Namboole and more on what happens there after the final whistle.
THE UTILITY
THE LEGACY TEST.
After Afcon. Uganda is spending hundreds of billions of shillings to prepare Namboole for Afcon 2027, but the tournament will last only weeks while the stadium must serve the country for decades. Can the government turn this investment into a year-round sporting, entertainment and commercial destination before the final whistle sounds?