BOSTON
2024

 

 

1 INTRODUCTION

1 Introduction 

2 
3 

1

BID BUDGET
2 

Bid Budget 

4

2.1 

Fundraising Plan  . . . . . . . . . . . . . . . . . . . . . . . . . . 4

GAMES BUDGET
3 

Games Budget 

14

3.1 

Non-OCOG Budget . . . . . . . . . . . . . . . . . . . . . . .  16

3.2 

Athletes’ Village . . . . . . . . . . . . . . . . . . . . . . . . .  18

3.3 

Olympic Stadium  . . . . . . . . . . . . . . . . . . . . . . . .  18

3.4 

IBC / MPC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  19

3.5 

Other Venues  . . . . . . . . . . . . . . . . . . . . . . . . . . .  19

3.6 

OCOG Budget  . . . . . . . . . . . . . . . . . . . . . . . . . . .  20

3.7 

OCOG Revenues . . . . . . . . . . . . . . . . . . . . . . . . .  21

3.8 

OCOG Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  22

 INTRODUCTION

   

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1 INTRODUCTION

Our team’s top priority is to deliver a responsible
and sustainable Games. Accordingly, Boston
2024’s bid and budget are based on a powerful
combination of robust and ongoing private fiscal
support, a strong focus on legacy, demonstrated
ability to capitalize on innovative design, and
thoughtful leveraging of infrastructure investment.
Our fundraising and budget highlights include:
•  Healthy capitalization from the Northeast’s
most powerful brands, including Liberty Mutual,
John Hancock, State Street, EMC, Staples, Suffolk
Construction, Bain Capital, MassMutual Financial Group,
Vertex Pharmaceuticals, and Thermo Fisher Scientific;
•  Individual leaders from the business community lining
up behind our bid and pledging financial support that
will continue to bolster the bid into the international
phase;
•  A bid budget that does not rely on a single tax
dollar and limits Olympics-based public investment
to roadway, transportation and infrastructure
improvements, most of which are already planned and
are needed with or without the Olympics;
•  Public-private partnerships that will be leveraged in
viable, sustainable and achievable ways;
•  Innovative industry leadership in sustainable
construction creating groundbreaking opportunities for
housing and sports venues design;
•  Unparalleled opportunity for urban redevelopment
with 75% of land use either public- or universityowned; and
•  Strong support from legacy users, including colleges
and universities and the City of Boston, which will
allow this bid to succeed like no other.
Boston 2024’s unwavering commitment to fiscal
responsibility has been an integral part of the
planning since the inception. As we deliver the final
chapter of this bid book we are pleased to offer a
responsible, predictable, and achievable fundraising
plan and budget.
This last chapter also allows us to come full circle
and present a bid of which we are incredibly proud
while remembering what motivated us to start
down this road so many months ago. It is fitting to
end this bid book with the way we started – with
our Boston 2024 Guiding Principles:

Boston is a global leader in innovation, and in order
to remain a global leader, we must be aspirational.
With a view toward elevating our collective thinking
and actions and as we plan through and beyond
2030, we have decided to explore a bid for the 2024
Olympic and Paralympic Games, and have adopted
the following guiding principles as we embark on
this process:
•  We will only bid if we are sure that hosting the Olympic
and Paralympic Games will align with and accelerate
our long term planning as a city and state, through and
beyond 2030.
•  We will only bid if we have support from our city, state,
and federal government; our business community; and
our venue communities.
•  We will not divert public funds from projects crucial to
our health and competitiveness as a region.
•  We will do our due diligence in an open, honest, and
transparent manner.
•  We will prioritize diversity in the people we engage,
the decisions we make, and the work that we do,
including diversity of ethnicity, economic circumstance,
age, gender, race, religion, and sexual orientation.
•  We will make every decision keeping in mind the
lasting impact it would have on our hometown
treasures, including neighborhoods, open spaces, and
academic institutions.
•  We will seek every opportunity to engage our youth in
Olympic sports and educate them about Olympism and
Olympic and Paralympic Athletes.
•  We will work to build a living legacy, through every
discussion we have about the possibility of hosting the
Games, by advancing important ideas and projects that
will enhance the quality of life in the region and create
a powerful global experience for the Olympic and
Paralympic Movement and all of its stakeholders.
•  We will work in complete cooperation with the USOC
to ensure the promotion and protection of the Olympic
and Paralympic Movement and the world’s Athletes.
•  We will work to create a national and international
model to support Olympic and Paralympic Athletes,
by seeking ways to advance their education and
professional careers outside of competition.
•  We will only submit a bid we think we can win.
Thank you for the opportunity.

1 D E C E M B E R 2014 • N U M B E R 6: B I D + G A M E S B U D G E T S • I N T R OD U CT I O N

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2 

2.1 

BID BUDGET

Fundraising Plan
Describe your fundraising plan, including amounts you
anticipate from private authorities, public philanthropy
and corporate donations.

Vision – Boston 2024 Fundraising Strategy:
The people of Boston and Massachusetts are
generous, compassionate, enthusiastic and altruistic.
We are a community committed to coming together
to encourage and support one another in an effort
to foster thriving people and vibrant places. We do
amazing work across all sectors, and our people
donate hundreds of millions of dollars each year
to our world-renowned universities, hospitals and
innovative local organizations that have become
national models of how to combat poverty, educate
children, cure the sick and enrich our lives with art
and culture. We will seamlessly come together to
secure the funding needed to successfully host the
2024 Summer Games.
As a collective philanthropic community, we are
powerful - we respond generously, passionately and
responsibly to ensure the success of our beliefs.
In the aftermath of the Boston Marathon tragedy,
the One Fund raised $60 million in 90 days. The
Boston-based Pan-Mass Challenge (PMC) is the
largest single athletic charity event in the country,
bringing together thousands of impassioned
cyclists, committed volunteers, generous donors and
dedicated corporate sponsors each year. Since 1980,
the PMC has raised more than $455 million for
cancer research and care. 2014 was a banner year
with a record-breaking $41 million raised.

Our philanthropic culture mirrors our culture in the
Northeast: innovative, passionate and tenacious. We
have a number of prospect pipelines to leverage:
•  Massachusetts is home to 26 Fortune 1,000 companies
•  Massachusetts has 10 of the 225 largest private
companies with over $50 billion in annual revenue
•  Massachusetts has 526 corporate and private
foundations. The top 50 foundations have assets
totaling over $9 billion.
In addition to having a well-established and
innovative donor community, one of the most
exciting parts of raising funds for the Boston
Olympic bid is the ability to open up a new
geographic region to Olympic giving. Although we
are a wealthy community, the Northeast has not
historically been a large base of USOC or Team USA
fundraising focus, thus our community does not
suffer from Olympic donor fatigue as other markets
may. To the contrary, we have a fresh market full of
people who are passionate about sport and proud of
their home. As a result, even in our early fundraising
stages over the past few months, individuals,
corporations and foundations from a cross section
of sectors have invested generously in Boston 2024.
We intend to capitalize on this momentum and
strong base of support to diversify our funding
sources and continue to secure leadership level
gifts. We also look forward to collaborating with our
college and university partners in this bid, whose
established fundraising programs have created
endowments that are among the largest in the
country, including Harvard University’s $32 billion
endowment and MIT’s $11 billion endowment.

With three of the top 10 largest fundraising events
in the United States coming out of Massachusetts,
we are also a community known for both our strong
philanthropic traditions and our exciting fundraising
innovations. The Boston Foundation, one of the
oldest and largest community foundations in the
nation, will celebrate its 100th anniversary in 2015.
Meanwhile, the Ice Bucket Challenge, which started
as a small campaign in Boston and exploded into
a viral worldwide success, raised over $100 million
from over 3 million donors.

4

B I D B U D G E T • N U M B E R 6: B I D + G A M E S B U D G E T S • 1 D E C E M B E R 2014

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BOSTON

2024


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2 BID BUDGET • CONTINUED

Strategy:
Our first priority in advancing our bid’s credibility
in our community was to bring in broad-based
support early. This initial campaign paid off as we
successfully secured approximately $11 million
in cash and VIK donations from more than sixtyfive corporate and private individual donors. We
also succeeded in creating a strong appetite in

6

our donors to see their investments through to a
successful bid win. Below is a chart of many of the
CEOs/corporations who have generously donated
financially at a leadership level:

DAVID MUSSAFER

MANAGING PARTNER + CO-CHAIRMAN

ADVENT INTERNATIONAL

STEVE BARNES

MANAGING DIRECTOR

BAIN CAPITAL

JOHN CONNAUGHTON

MANAGING DIRECTOR

BAIN CAPITAL

ANNA KUBIK
MIKE KRUPKA

MANAGING DIRECTOR

BAIN CAPITAL VENTURES

PAUL EDGERLEY

MANAGING PARTNER

BAIN CAPITAL

JUDY + STEVE PAGLIUCA

MANAGING PARTNER + CO-OWNER

BAIN CAPITAL + BOSTON CELTICS

SCOTT SCHOEN
NANNY ADAMS

CEO

BAYLON CAPITAL MANAGEMENT

ALAN LEVENTHAL

PRESIDENT + CEO

BEACON CAPITAL PARTNERS

ANDREW DREYFUS

PRESIDENT + CEO

BLUE CROSS BLUE SHIELD

TED ENGLISH

CEO

BOB’S FURNITURE

DAVID NAGAHIRO

PRINCIPAL

CBT ARCHITECTS

WYC GROUSBECK

MANAGING PARTNER

BOSTON CELTICS

JERRY SARGENT

PRESIDENT

CITIZENS BANK

ANTHONY CONSIGLI

PRESIDENT

CONSIGLI CONSTRUCTION CO, INC.

JOSEPH CORCORAN

FOUNDER + CHAIRMAN

CORCORAN JENNISON

CHARLIE JACOBS

PRINCIPAL

DELAWARE NORTH COMPANIES + BOSTON BRUINS

NIGEL TRAVIS

CEO

DUNKIN BRANDS

THOMAS FAUST

CHAIRMAN + CEO

EATON VANCE

DAVID MANFREDI

FOUNDING PRINCIPAL

ELKUS MANFREDI ARCHITECTS

JOE TUCCI

CHAIRMAN, PRESIDENT + CEO

EMC CORPORATION

PETER LYNCH

INVESTOR

FIDELITY INVESTMENTS

JOHN THIBAULT

INVESTOR

FOUNDATION

BILL ALFOND

PHILANTHROPIST

FOUNDATION

BARBARA + AMOS HOSTETTER

PHILANTHROPIST +
FOUNDER OF CONTINENTAL CABLEVISION

FOUNDATION

B I D B U D G E T • N U M B E R 6: B I D + G A M E S B U D G E T S • 1 D E C E M B E R 2014

 KATHY + TED TRUSCOTT

CEO

GLOBAL ASSET MANAGEMENT

ROB HALE

FOUNDER + CEO

GRANITE TELECOMMUNICATIONS

JOHN BLACK
ANN TAYLOR

MANAGING DIRECTOR

HIG CAPITAL

KAREN KAPLAN

CHAIRMAN + CEO

HILL HOLIDAY

JIM GALLAGHER

SR. VICE PRESIDENT + CHIEF
GLOBAL COMPLIANCE OFFICER

JOHN HANCOCK
FINANCIAL SERVICES

DAVID LONG

PRESIDENT + CEO

LIBERTY MUTUAL
INSURANCE GROUP

MARK CASADY

CEO

LPL FINANCIAL HOLDINGS

ROGER CRANDALL

CHAIRMAN, PRESIDENT + CEO

MASSMUTUAL FINANCIAL

BOB POPEO

CHAIRMAN

MINTZ LEVIN COHN FERRIS
GLOVSKY AND POPEO

TOM ALPERIN

PRESIDENT

NATIONAL DEVELOPMENT

JOHN HAILER

PRESIDENT + CEO

NATIXIS GLOBAL
ASSET MANAGEMENT

BILL GLAVIN

CHAIRMAN

OPPENHEIMER FUNDS

BILL ACHTMEYER

CHAIRMAN + MANAGING PARTNER

PARTHENON GROUP

BOB REYNOLDS

PRESIDENT + CEO

PUTNAM INVESTMENTS

STEVE SAMUELS

CHAIRMAN + PRINCIPAL

SAMUELS & ASSOCIATES

JONATHAN LAVINE

MANAGING PARTNER + MANAGING DIRECTOR

SANKATY ADVISORS

ROMAN BLANCO

PRESIDENT + CEO

SANTANDER BANK + SANTANDER HOLDINGS USA

RON SARGENT

CHAIRMAN + CEO

STAPLES

JAMES ( JAY ) HOOLEY

CHAIRMAN, PRESIDENT + CEO

STATE STREET CORPORATION

KARL FEITELBERG

CHAIRMAN + CEO

STERLING RESOURCES

RALPH DE LA TORRE

CEO + CHAIRMAN

STEWARD HEALTHCARE

JOHN FISH

CHAIRMAN + CEO

SUFFOLK CONSTRUCTION

SANDY EDGERLEY

BOARD MEMBER

THE BOSTON FOUNDATION

ROBERT KRAFT

CHAIRMAN + CEO

THE KRAFT GROUP

ALAN MELTZER

FOUNDER + CEO

THE MELTZER GROUP

MARC CASPER

PRESIDENT + CEO

THERMO FISHER SCIENTIFIC

JOAN + STEVE BELKIN

FOUNDER + CEO

TRANS NATIONAL GROUP

JOHN + STEVE DAVIS

CHAIRMAN

VENTURY LLC

JEFFREY LEIDEN

CHAIRMAN, PRESIDENT + CEO

VERTEX PHARMACEUTICALS

KEVIN MUNDT

MANAGING DIRECTOR

VESTAR CAPITAL PARTNERS

ADAM + STEPHEN WEINER

MANAGING PARTNER

WEINER VENTURES

PHIL EDMUNDSON

FOUNDER + CEO

WM. GALLAGHER ASSOCIATES

EARL LEWIS

PHILANTHROPIST

—

JOHN KINGSTON

PHILANTHROPIST

—

1 D E C E M B E R 2014 • N U M B E R 6: B I D + G A M E S B U D G E T S • B I D B U D G E T

7

 2 BID BUDGET • CONTINUED

As we approach the second phase of fundraising,
we look forward to coordinating our development
efforts with the USOC. We are excited for this
partnership and, while recognizing that the USOC/
USOPF has unique needs separate from the Boston
bid which must be fulfilled, we are confident that
together we will bring new awareness of the
Olympic Movement to the Northeast and grow the
overall fundraising effort – which will be of great
benefit for both the bid and the USOC/USOPF.
Our current strategy to secure $75 million includes:
1. Strong Leadership:
We have several of the most influential and
powerful individuals in New England leading
our financing effort. The Chairs of the Finance
Committee to date have been:
John Fish
Chairman and CEO of Suffolk Construction
Steve Pagliuca
Managing Partner of Bain Capital
Co-owner of the Boston Celtics
Roger Crandall
Chairman, President and CEO of MassMutual
Financial Group
Bill Glavin
Chairman of Oppenheimer Funds

8

These individuals will work with our Finance
Director, Steve Roche, in this next phase of
fundraising. Steve has a long career in fundraising,
dating back to his first political campaign in
1984. For over 25 years, Steve has served as
finance director for numerous political campaigns,
organizations and non-profits. Most recently, during
the 2012 election cycle, he served as national
finance director for Restore our Future Super PAC
supporting Governor Romney and was senior
advisor and national finance consultant for the 2012
Scott Brown for U.S. Senate campaign, in addition
to retaining other clients. Prior to this, Steve served
as a National Finance Director for the 2012 Romney
for President Campaign. In this capacity, Steve was
responsible for all fundraising programs throughout
the eastern half of the country.

 2 BID BUDGET • CONTINUED

2. Robust Finance Committee:
Our leadership will continue to work with our
Finance Committee, which will be comprised of
approximately 20 business leaders representing the
diverse business sectors in the region. Each sector

will be assigned a Fundraising “Captain” who will
be responsible for meeting the set financial goal
with the assistance of the Boston 2024 Finance
Department. Current Boston 2024 Supporters who
may serve as Captains include:

SECTOR

CAPTAIN

TITLE

BUSINESS AFFILIATION

CONSTRUCTION

JOHN FISH

CHAIRMAN + CEO

SUFFOLK
CONSTRUCTION

FOUNDATIONS

SANDY EDGERLEY

BOARD MEMBER

THE BOSTON FOUNDATION

RALPH DE LA TORRE

CEO

STEWARD
HEALTHCARE

ANDREW
DREYFUS

CEO

BLUE CROSS
BLUE SHIELD OF
MASSACHUSETTS

ROGER
CRANDALL

CHAIRMAN, PRESIDENT + CEO

MASS MUTUAL FINANCIAL GROUP

JIM
GALLAGHER

EVP, GC + CAO

JOHN
HANCOCK

HEALTH +
MEDICINE

INSURANCE

LEGAL

LIFE
SCIENCES

MUTUAL
FUNDS

BOB
POPEO

CHAIRMAN

MINTZ LEVIN COHN FERRIS GLOVSKY
& POPEO

JEFF
LEIDEN

PRESIDENT + CEO

VERTEX
PHARMACEUTICALS

MARC CASPER

PRESIDENT + CEO

THERMO FISHER SCIENTIFIC

BOB
REYNOLDS

PRESIDENT + CEO

PUTNAM
INVESTMENTS

BILL GLAVIN

CHAIRMAN

OPPENHEIMER

POLITICAL
FINANCE

JULIETTE KAYYEM

FORMER ASSISTANT SECRETARY FOR
INTERNATIONAL AFFAIRS

DEPARTMENT OF HOMELAND
SECURITY

PRIVATE EQUITY +
VENTURE CAPITAL

STEVE PAGLIUCA

MANAGING PARTNER

BAIN CAPITAL

REAL ESTATE
DEVELOPERS

TOM
ALPERIN

PRESIDENT

NATIONAL
DEVELOPMENT

RETAIL

RON
SARGENT

CHAIRMAN + CEO

STAPLES

SPORTS

MATT
LEBRETTON

VP OF PUBLIC AFFAIRS

NEW
BALANCE

JOE
TUCCI

CHAIRMAN + CEO

EMC

KAREN KAPLAN

CHAIRMAN + CEO

HILL HOLIDAY

UNIVERSITY

ISRAEL
RUIZ

EXECUTIVE VICE PRESIDENT +
TREASURER

MIT

WEALTH
MANAGEMENT

JOHN
HAILER

PRESIDENT + CEO

NATIXIS GLOBAL
ASSET
MANAGEMENT

YOUNG
PROFESSIONALS

ADAM
WEINER

PRESIDENT

WEINER
VENTURES

TECHNOLOGY

1 D E C E M B E R 2014 • N U M B E R 6: B I D + G A M E S B U D G E T S • B I D B U D G E T

9

 2 BID BUDGET • CONTINUED

3. Focused Attention on our Best Revenue Streams:
As a 100% privately-funded effort, Boston 2024
Partnership is not accepting public funds for any
stage of the bid process. After careful study, we
believe that we will achieve the fastest private
capitalization by placing the following minimum
target goals on these revenue stream categories.
Major Gifts: $65,000,000
This program will be made up by personal
contributions from high net worth individuals,
corporations, private foundations and labor unions.

10

DONOR LEVEL

DONORS NEEDED

POTENTIAL REVENUE

$10 MILLION

1

$10 MILLION

$5 MILLION

2

$10 MILLION

$2.5 MILLION

2

$5 MILLION

$1 MILLION

5

$5 MILLION

$500,000

21

$10.5 MILLION

$250,000

30

$7.5 MILLION

$100,000

50

$5 MILLION

$50,000

100

$5 MILLION

$25,000

200

$5 MILLION

$10,000

200

$2 MILLION

10 DONOR LEVELS

611 DONORS NEEDED

$65 M TOTAL

The Finance Committee and Boston 2024 staff will
work collaboratively with the USOC to raise funds
through:
•  Events: An aggressive events program will be
developed to target prospects in various industries
•  Peer to Peer Meetings: Captains will participate
in meetings with peers in their industry to develop
prospects into donors.
•  Stewardship + Cultivation: A program of weekly
briefings, meetings with Boston 2024 Leadership,
conference calls and other events, will be established
for donors to develop a deeper partnership with
Boston 2024 so that they will have a strong sense of
ownership and responsibility.
Digital + Social Media: $3,000,000
Low-dollar grass roots fundraising will be helpful
towards the overall finance goal, but the purpose
of this category is mainly to build outreach and
awareness. We intend to have a membership Boston
2024 fan club that will help develop this grassroots
initiative. We expect “membership” donations to
account for approximately 50% of the grassroots
funding.
Corporate Employee Events: $2,500,000
Companies would encourage donations from their
employees from “fun” activities in their offices. We
anticipate having 50 Firms/Companies participate
at an average $50,000.

B I D B U D G E T • N U M B E R 6: B I D + G A M E S B U D G E T S • 1 D E C E M B E R 2014

 2 BID BUDGET • CONTINUED

Young Professionals: $2,000,000
This program is created with the understanding that
many people who are young professionals in 2014
will be business leaders and high level executives
by the time of the 2024 Olympics. Through a series
of networking events with young professionals and
current executives, a donor base will be developed
with the goal that it will continue to exponentially
grow as current young professionals excel and
advance in their careers. In 2015, we expect 100
Young Professionals to donate $5,000; in 2016, we
expect 100 Young Professionals to donate $5,000
and 50 Young Professionals to donate $10,000.
College and University Outreach: $1,000,000
Each year, metropolitan Boston’s 90 colleges and
universities attract more than 360,000 students
from across the country and the world. Our plan
is to maximize this potential and create a student
movement that will support a lower dollar grass
roots program. Low dollar donations that occur
because of miscellaneous events (marathon, walks,
college students, etc.) will bring in significant
funds from overall volume. Over the course of 18
months, we expect approximately 10,000 individual
donations at an average $100 per donation. Boston
2024 will leverage its relationships with many local
Olympians to help market this program - many
of whom attended these institutions (e.g., Mike
Eruzione (Boston University), Ralph Cox (University
of New Hampshire), Paul Wylie (Harvard College and
Harvard Business School)).

1 D E C E M B E R 2014 • N U M B E R 6: B I D + G A M E S B U D G E T S • B I D B U D G E T

Quarterly Events: $800,000
This would be the money raised from approximately
8 events held in the next 12 months, with an
expected net of $100,000 per event.
Merchandise: $700,000
We plan to have limited-edition items for sale or
auction that will generate an anticipated revenue
stream of approximately $700,000 over the course
of approximately 18 months.
Total: $75,000,000
Boston 2024 is pursuing this bid for the 2024
Olympic and Paralympic Games because we
understand this opportunity is about legacy and our
investment in the future. The 2024 Olympic Games
would serve as a defining moment for Boston and
Massachusetts and present a rare opportunity
to shine the spotlight of the world on our story,
ideals and people. We have developed a thoughtful
development and fundraising strategy to provide
ample capitalization for this exciting effort, and feel
that this approach will prove highly successful for
Boston 2024 and the USOC.

11

  

GAMES BUDGET

 

3 

GAMES BUDGET

Boston 2024 believes that the budget is a critical
component of the planning of the Games. Our team
has harnessed the knowledge of Boston’s most
talented and respected leaders in disciplines that
have greatest impact on the budget - construction,
private development, architecture, urban and
transportation planning and public financing. In
addition, we have worked in collaboration with the
USOC, the London 2012 team and other innovators
in sport venue planning and construction to
ensure we understand the true costs of hosting an
Olympics.
Throughout the budgeting process, Boston 2024 has
adhered to a number of guiding principles for its
planning and financing approach:
1. Maximize opportunities for legacy value that will
benefit our community leading up to and far beyond
the period of the Games.
2. Be creative and resourceful in utilizing Boston’s
vast network of existing assets.
3. Showcase our city’s vibrant sports community, rich
tradition and history.
4. Be responsible, conservative and transparent in
our estimates and projections.
We believe the budget developed by Boston 2024
in close collaboration with the USOC and a diverse
team of industry experts is responsibly conservative,
reasonable and feasible.

14

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3 GAMES BUDGET - CONTINUED

3 GAMES BUDGET • CONTINUED

3.1 

Non-OCOG Budget

Boston 2024’s non-OCOG budget is estimated to be
$3.4B, driven by the development of legacy facilities,
both sporting and non-sporting related.

$5.0 B

4.0

$3.4 B

$3.4 B

Dollars ($B - 2016)

OTHER VENUE COSTS
3.0

STADIUM
IBC / MPC

2.0
PUBLIC / PRIVATE
PARTNERSHIPS
ATHLETES’ VILLAGE
1.0

0.0
Infrastructure Costs

16

Sources of Funding

G A M E S B U D G E T • N U M B E R 6: B I D + G A M E S B U D G E T S • 1 D E C E M B E R 2014

 3 GAMES BUDGET • CONTINUED

Separate from the non-OCOG budget, the Boston
2024 Games will benefit from over $5.2B of
public transportation infrastructure projects that
are currently underway and are guaranteed by
the full faith and credit of the Commonwealth
of Massachusetts. In 2013, the Commonwealth
of Massachusetts authorized a bond bill to fund
the 21st Century Transportation Plan “The Way
Forward” which will invest $13.7B in transportation
infrastructure over the next 10 years. All of the
transportation infrastructure upgrade projects
required for the Games, estimated at approximately
$8.1B, will fall under this 21st Century Transportation
Plan and Boston 2024 expects that all of these
projects will be fully funded by the Commonwealth
through the bond bill.

Venue Infrastructure:
Support from the private sector is the foundation
of several key sporting and non-sporting venues.
Boston 2024 has worked closely with the local
authorities, business and academic communities
to establish partnerships that will support the
Boston 2024 Games and provide tremendous legacy
value to their owners and the broader community.
These public-private-partnerships will provide the
platform for the planning and financing of the major
venues including the Athletes’ Village, Olympic
Stadium, IBC/MPC, as well as a number of key
sporting venues.

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17

 3 GAMES BUDGET • CONTINUED

3.2 

Athletes’ Village

3.3 Olympic Stadium

The Athletes’ Village will be located on the UMass
Boston campus on Boston Harbor and will be
built in collaboration with UMass and private
developers. UMass has legislative approval to build
6,000 beds of student housing over the next three
years. In partnership with Boston 2024 and private
developers, an additional 10,500 beds will be built
for the Games using high-quality sustainable and
transportable technology. Following the Games,
some of the 10,500 additional beds will remain as
workforce housing while many will be converted to
market rate housing units by private developers to
meet local housing needs in neighborhoods around
the city.
ATHLETES’ VILLAGE - UMASS BOSTON
CATEGORY

COST ($M - 2016)

FUNDING SOURCE

LAND COST

269.0*

PRIVATE
DEVELOPER

SITE PREP INCLUDING
INFRASTRUCTURE
UPGRADES

17.4

PRIVATE
DEVELOPER

UTILITIES UPGRADES

21.4

PRIVATE / PUBLIC

CONSTRUCTION

2,052.8

PRIVATE
DEVELOPER

TEMPORARY OVERLAY

OCOG: 90.0

OCOG

TRANSFORMATION
COSTS

89.7

PRIVATE
( POST OLYMPIC
CONVERSION )

RENTAL

2.7

OCOG

TOTAL

$2,543.0 M

TOTAL NON-OCOG

$2,450.3 M

TABLE NOTES:

Our team is budgeting for a fully temporary 60,000
seat Olympic Stadium in Boston Midtown. Working
with leading innovators in stadium construction,
Boston 2024 has identified financially responsible
options that will deliver the full Olympic experience.
Partnering with the city and private developers,
Olympic Stadium and Olympic Boulevard will act
as a catalyst for a new and vibrant neighborhood
development with the potential for over 7 million
square feet of retail, hotel, residential and office
space and a much needed injection of commuter
and convention parking. After the completion of
the Games, the temporary stadium will be removed
and replaced on the stadium footprint with middle
income housing to further support the legacy needs
of the City of Boston.
Working with Boston’s leading real estate
developers, Boston 2024 has devised a financial
strategy that captures increased land values
and new tax revenues to finance the cost of
land assemblage and infrastructure upgrades.
This strategy is capable of supporting either
the construction of a fully temporary stadium
as currently planned, or a permanent collegiate
or professional soccer stadium, which could be
expanded temporarily to 60,000.
OLYMPIC STADIUM - MIDTOWN
CATEGORY

COST ($M - 2016)

FUNDING SOURCE

LAND COST

85.0

PRIVATE
DEVELOPER

SITE PREP

15.0

PRIVATE
DEVELOPER

UTILITIES UPGRADES

NON-OCOG: 7.5
OCOG: 7.5

PRIVATE
DEVELOPER / OCOG

CONSTRUCTION

NON-OCOG: 243.2
OCOG: 123.1

PRIVATE
DEVELOPER / OCOG

TEMPORARY
ADAPTATIONS

—

—

TEMPORARY OVERLAY

OCOG: 40.0

OCOG

TRANSFORMATION
COSTS

OCOG: 5.0

OCOG

RENTAL

OCOG: 5.3

OCOG

*Includes cost of use of UMass Boston land and control of privately held parcels.

18

TOTAL

$531.6 M

TOTAL NON-OCOG

$350.8 M

G A M E S B U D G E T • N U M B E R 6: B I D + G A M E S B U D G E T S • 1 D E C E M B E R 2014

 3 GAMES BUDGET • CONTINUED

3.4 

IBC / MPC

3.5 Other Venues

The IBC/MPC will be located in the South Boston
Waterfront area of Boston on land currently
controlled by the Postal Service and MassPort. This
location is in the heart of a burgeoning business
and residential district and is adjacent to six venues
at the Boston Convention and Exposition Center.
The potential legacy value of this site as a cluster
of media/broadcast facilities for convention use or
as a private commercial enterprise provides strong
partnership opportunities with either the BCEC or
the private sector.

Boston 2024 has identified a number of other
private-public-partnership opportunities to support
infrastructure investments for the Velodrome, BMX
Course, Canoe-Slalom Course, Modern Pentathlon
Stadium and Handball Arena. A summary of the nonOCOG costs and funding approach for these venues
is detailed in the table below. All other venue costs
will be financed through the OCOG budget

SPORT

VENUE

NON-OCOG
COST
($M - 2016)

LEGACY PLAN

CYCLING
BMX

ASSEMBLY
SQUARE

9.6

CREATE A PPP WITH THE
CITY OF SOMERVILLE AND
OWNER / OPERATOR OF
MULTI-PURPOSE FACILITY

CYCLING
TRACK

ASSEMBLY
SQUARE

30.0

CREATE A PPP WITH THE
CITY OF SOMERVILLE AND
OWNER / OPERATOR OF
MULTI-PURPOSE FACILITY

HANDBALL

BU ARENA

78.5

PARTNER WITH BU TO BUILD
AN ARENA FOR LEGACY
BASKETBALL

IBC / MPC - SOUTH BOSTON WATERFRONT
CATEGORY

COST ($M - 2016)

FUNDING SOURCE

LAND COST

41.7

INCLUDED AS PART OF
DEVELOPMENT COST

SITE PREP

—

INCLUDED IN
CONSTRUCTION COST

UTILITIES UPGRADES

25.0

PRIVATE

CONSTRUCTION

398.0

PRIVATE
( IBC & PARTIAL
COST OF TRANSPORT
MALL + MPC )

TEMPORARY OVERLAY

OCOG: 50.5

OCOG

TRANSFORMATION
COSTS

—

PRIVATE
( PERMANENT FIT-OUT )

RENTAL

OCOG: 27.7

OCOG

TOTAL

$542.9 M

TOTAL NON-OCOG

$464.7 M

CANOE
SLALOM

WESTFORD
SKI AREA

40.0

PARTNER WITH PRIVATE
DEVELOPER AND LOCAL
MULTI-PURPOSE SITE AT
WESTFORD
SKI AREA
ALTERNATE OPTION:
USE EXISTING FACILITIES IN
MARYLAND OR CHARLOTTE

CYCLING
MOUNTAIN
BIKE

WESTFORD
SKI AREA

5.0

PARTNER WITH PRIVATE
DEVELOPER AND LOCAL
MULTI-PURPOSE SITE

MODERN
PENTATHLON

FRANKLIN
PARK

5.0

PARTNER WITH CITY OF
BOSTON TO BUILD LEGACY
POOL FOR WHITE STADIUM

1 D E C E M B E R 2014 • N U M B E R 6: B I D + G A M E S B U D G E T S • G A M E S B U D G E T

19

 3 GAMES BUDGET • CONTINUED

3.6 

OCOG Budget

Boston 2024 anticipates OCOG expenses of $4.7B
for the 2024 Olympic and Paralympic Games.
The OCOG budget was developed by a bottomsup assessment of venue-related costs by our
team (roughly $1B of total expenses) in close
collaboration with the USOC, and guidance provided
by the USOC for the remaining expense and revenue
categories.

$5.0 B

4.0

$4.7 B

$4.7 B

ADDITIONAL REVENUE
TO SUPPORT THE GAMES

OTHER COSTS

OTHER REVENUES

GAMES SERVICES

TECHNOLOGY

DOMESTIC TICKETING

Dollars ($B)

3.0

USOC JV

WORKFORCE
2.0

IOC CONTRIBUTION
SUPPORT SERVICES

1.0
DOMESTIC SPONSORSHIP

VENUE COSTS

0.0
Revenues

Costs

CHART NOTES:

OCOG revenue figures were provided USOC.
Revenues will be received over the period of 2018-2024.
All costs are listed in 2016 dollars.

20

G A M E S B U D G E T • N U M B E R 6: B I D + G A M E S B U D G E T S • 1 D E C E M B E R 2014

 3 GAMES BUDGET • CONTINUED

3.7 OCOG Revenues
Funding for the 2024 OCOG budget is composed
entirely of marketing, licensing, ticketing and
sponsorship revenues generated by a combination
of the IOC, USOC and Boston 2024 OCOG. Based
on the estimates provided by the USOC Boston
2024 expects $4.2B in OCOG revenues over the
period of 2018-2024. OCOG revenues estimates
were provided by USOC. Boston 2024 will work
closely with the USOC and other partners as it
moves forward in the bid process to analyze and
refine timing and cash flows of potential revenues
sources. The revenues listed are gross figures –
corresponding costs are captured under the cost
portion of the OCOG budget.
Domestic Sponsorship Revenues:
Boston is the hub of one of the US’s largest regional
economies and offers significant opportunity
for sponsor activation. To establish the optimal
domestic sponsorship program, Boston 2024 will
form a joint venture with the USOC to undertake
sponsorship sales and servicing activities for
the Games. The Boston region represents a new
market for USOC sponsorship sales, and its strong
professional services, healthcare, biopharmaceutical,
technology and education sectors offer new and
significant fundraising opportunities.

Domestic Ticketing:
The USOC has provided estimates of $1.1B in
revenues generated through ticket sales for the
Olympic and Paralympic Games based on previous
Olympics.
Marketing and Licensing:
Boston has an exceptionally strong sports culture
supported by the success of its long established
professional baseball, basketball, hockey and
football teams. In addition, Boston is home to the
world’s oldest and most prominent marathon, the
world’s largest 2-day regatta (Head of the Charles
Regatta), and some of the oldest and strongest
collegiate sports programs in the country. As
a result, Boston 2024 projects marketing and
licensing revenues reflective of a mature sports
market.
The USOC provided estimates of $0.2B in marketing
and licensing revenues from programs such as
commemorative coins/stamps and licensedmerchandise sales. To further support licensing
sales, Boston 2024 will partner with the USOC to
license Team USA marks to merchandisers.

The USOC has provided estimates of $1.6B in
sponsorship revenues across global, national and
local sponsorship opportunities.

LEVEL OF
SPONSORSHIP

# OF SPONSORS

FUNDING ($M )

TIER I

10

900.0

TIER II

6

195.0

TIER III

20

300.0

TORCH RUN
SPONSORSHIP

5

200.0

TOTALS

~40 SPONSORS

$1,595.0 M

REVENUE SOURCE

FUNDING ($M )

LICENSING

155.0

COINS / STAMPS

20.0

TOTAL

$175.0 M

IOC Contributions:
Boston 2024 anticipates IOC contributions to be
$1.3B, based on estimates provided by the USOC.
This revenue will be driven by both broadcast share
and the Olympic Partner sponsorships and is in line
with historical trends.
In addition to the broadcast share and Olympic
Partner sponsorships, Boston 2024 expects to
receive $0.3B from the IOC/OBS in games services
and knowledge. Boston 2024 recognizes the value
for these services but has excluded these revenues
from its budget as they will not provide incremental
cash or budget relieving value-in-kind.

1 D E C E M B E R 2014 • N U M B E R 6: B I D + G A M E S B U D G E T S • G A M E S B U D G E T

21

 3 GAMES BUDGET • CONTINUED

3.8 OCOG Costs
VENUE OPERATIONS ($M - 2016)

Boston 2024 anticipates OCOG costs of $4.7B for
venue adaptations and overlays, venue operations,
support services, workforce, technology, Games
services and revenue sharing for the USOC
marketing joint venture. OCOG costs use USOC
estimates where provided. All costs are in 2016
dollars. These expenditures are based on estimates
provided by the USOC as well as rigorous bottom
up analysis of the OCOG venue costs that were
developed in close consultation with the USOC and
leading construction, real estate developers and
architecture experts.
Venue Costs:
Boston 2024 has worked to optimize the use of
existing venues and to find legacy partners that
can make use of venues after the completion of the
2024 Games. As a result, 18 of 33 Olympic sporting
venues are existing venues or will remain for legacy
use post-Games, including four existing collegiate
sporting facilities and two professional sporting
venues.
OCOG venue costs include the cost to build 12
temporary venues – including the Olympic Stadium
–overlay costs for all sporting and non-sporting
venues and venue operation costs, including rent.
The table below outlines the anticipated OCOG
costs for the venues.

VENUE OVERLAY + TEMPORARY CONSTRUCTION ($M - 2016)
ATHLETES’ VILLAGE

90.0

OLYMPIC STADIUM

175.6

IBC / MPC

50.5

COMPETITION VENUES
( EXCLUDES OLYMPIC STADIUM )

508.4

NON-COMPETITION VENUES *

50.0

TOTAL OVERLAY + TEMPORARY
CONSTRUCTION COSTS

$874.5 M

VENUE RENTAL COSTS
(ALL VENUES )

81.5

GAMES TIME
ENHANCED SERVICES

15.0

UTILITIES
CONSUMPTION

15.0

TOTAL VENUE
OPERATION COSTS

$111.5 M

Support Services:
The USOC has provided estimates to Boston 2024
on anticipated support service costs in several
categories based on historic costs and adjustments
due to specific U.S. circumstances. These categories
and costs are listed below.

COST CATEGORY

TOTAL COST ($M - 2016)

HUMAN RESOURCES

141.0

FINANCIAL PAYMENTS

260.0

COMMERCIAL + TICKETING

152.0

FACILITIES

97.0

COMMERCIALS + BROADCAST

73.0

FINANCE / OPERATIONS / RISK +
RATE CARD

79.0

STRATEGIC PLANNING

10.0

EXECUTIVE OFFICE

1.0

MARKETING + BRANDING

90.0

LEGAL

30.0

GAMES MANAGEMENT

3.0

CENTRAL COSTS

70.0

TOTAL

$1,005.0 M

TABLE NOTES:

*Excludes Athletes’ Village + IBC but includes training venues,
hotels, airports, UDAC, logistics centers, etc.
Note - all venue costs exclude cost of rent (shown below)

22

G A M E S B U D G E T • N U M B E R 6: B I D + G A M E S B U D G E T S • 1 D E C E M B E R 2014

 3 GAMES BUDGET • CONTINUED

Workforce:
Based on estimates provided by the USOC, Boston
2024 expects workforce costs to be in line with
previous games and projects costs of $0.6B.
USOC Joint Venture Costs:
Boston 2024 expects to work closely with the
USOC in its joint venture for sponsorship sales
and servicing activities. Based on USOC estimates,
Boston expects to share $0.4B of the revenues
generated from this joint venture with the USOC
and to incur $0.2B in additional expenses related to
JV activities.
Technology:
Boston 2024 expects $0.6B in technology costs
based on USOC estimates from benchmarking of
previous Games and consultation with experts.
Technology costs include cost for hardware,
information systems, installation and tear down and
internet costs.
Games Services:
The USOC estimates $0.5B in Games service costs
in several categories based on historic costs and
adjustments due to specific U.S. circumstances.
These categories and costs are listed below.
COST CATEGORY

TOTAL COST ($M - 2016)

GAMES SERVICES

255.0

SPORT

156.0

TEST EVENTS

26.0

ATHLETES’ VILLAGE OPERATIONS

26.0

TOTAL

$468.0 M

Other:
Boston expects other OCOG costs to be ~$0.5B
based on USOC estimates. All transportation and
security costs are assumed to be covered by the
United States federal government and have not
been included per guidance from the USOC. Other
cost categories included in the budget are listed in
the following table.
COST CATEGORY

TOTAL COST ($M - 2016)

CEREMONIES

150.0

FACILITIES MAINTENANCE

100.0

CITY OPERATIONS

200.0

TOTAL

$450.0 M

Based on the rigorous analysis conducted and
continued USOC support, Boston 2024 has high
confidence in our ability to achieve the revenues
and manage the cost projections detailed above.
Currently, Boston 2024 requires an additional
$471M in revenues to support the Games. Boston
2024 continues to actively investigate ways
to bridge this gap both by reducing costs and
increasing revenues in areas such as sponsorship
and ticketing. As Boston 2024 moves forward in the
bid process, the budget team will work closely with
the USOC to identify and establish plans to close
this gap.

1 D E C E M B E R 2014 • N U M B E R 6: B I D + G A M E S B U D G E T S • G A M E S B U D G E T

23

 3 GAMES BUDGET • CONTINUED

One potential revenue source Boston 2024
continues to actively investigate is licensing
opportunities with state and national lotteries.
Based on early estimates, Boston 2024
conservatively believes that state lotteries
potentially offer an additional $25-50M in revenue
opportunities over the period of 2018-2024. Boston
will continue to work with the MA State Lottery and
the USOC to refine these estimates.
With respect to sponsorship revenues, Boston
2024 is optimistic that working closely with the
USOC it may be able to bring new sponsorship
categories and additional sponsorship dollars to
the Games by leveraging our strong and unique
business community, particularly in new sponsorship
categories such as life sciences, big data/technology,
retail and professional services. Several of the
companies listed below have already invested in
Boston 2024’s bid.

LIFE SCIENCES

BIG DATA +
TECHNOLOGY

PROFESSIONAL
SERVICES

BOSTON
SCIENTIFIC
VERTEX
GENZYMESANOFI
THERMO FISHER
SCIENTIFIC
BIOGEN IDEC
PHILIPS
HEALTHCARE

24

RETAIL +
APPAREL
TJX

EMC
iROBOT
IRON MOUNTAIN
IDG
AKAMAI

BAIN &
COMPANY
BCG
ROPES & GRAY
MINTZ
LEVIN

WAYFAIR
RUE LA LA

In addition, Boston 2024 is optimistic that
additional revenues can be generated through
programs such as the sale of personal naming
rights for new and temporary Olympic venues and
personalized bricks on Olympic walkways – and will
work closely with the USOC to identify and execute
new revenue generating programs.
In the area of ticketing, Boston 2024 is working
with some of the most successful and innovative
professional sport franchises (e.g. Boston Celtics,
Boston Red Sox, New England Patriots) to identify
and investigate proven methods that drive
additional revenues. Potential practices include
phased sales periods, auctions, official secondary
markets, right of first refusal and no show upgrades.
New ticketing practices will be carefully coordinated
with both the USOC and IOC to optimize revenues
while providing access to the Games and delivering
full stadiums.
Our team is confident we can deliver a Games
budget that is realistic and financially responsible
for our city and community. And, in doing so, we
aspire to pave the way for a new kind of Olympic
budget, with creative and innovative thinking that
will positively impact the USOC, the IOC and host
cities and countries in Olympics to come.

NEW
BALANCE
REEBOK
STAPLES
CVS

G A M E S B U D G E T • N U M B E R 6: B I D + G A M E S B U D G E T S • 1 D E C E M B E R 2014

 3 GAMES BUDGET • CONTINUED

OCOG BUDGET
COST DESCRIPTION

USD ($M - 2016)

OCOG VENUE COSTS
ATHLETES’ VILLAGE

90.0

OLYMPIC STADIUM

175.6

IBC / MPC

50.5

COMPETITION VENUES ( EXCLUDES OLYMPIC STADIUM )

508.4

NON-COMPETITION VENUES ( EXCLUDES ATHLETES’ VILLAGE & IBC BUT INCLUDES TRAINING
VENUES, HOTELS, AIRPORTS, UDAC, LOGISTICS CENTERS, ETC.)

50.0

VENUE OPERATIONS
VENUE RENTAL COSTS - ALL VENUES

81.5

GAMES TIME ENHANCED SERVICES

15.0

UTILITIES CONSUMPTION

15.0

TECHNOLOGY

590.2

GAMES SERVICES INCLUDING SPORT

467.5

WORKFORCE
SUPPORT SERVICES
CEREMONIES

608.7
1,005.7
150.0

CITY OPERATIONS
CITY OPERATIONS
CITY LOOK

200.0

TOURISM CAMPAIGNS
STATE SERVICES PLANNING COSTS

FACILITIES MAINTENANCE
ELITE ATHLETE PERFORMANCE

100.0
TBC

USOC SHARE OF JV NET REVENUE

406.0

OTHER JV EXPENSES NOT INCLUDED IN OCOG BUDGET ABOVE (OPERATIONS EXPENSES,
TORCH EXPENSES, REVENUE SHARE WITH NGBS FOR U.S. OLYMPIC TEAM TRIALS )

185.0

TOTAL DIRECT OCOG COSTS:

4,699.2

ASSUMED REVENUE

4,228.0

NET POSITION

-$471.2 M

TABLE NOTES:

Excludes:
All security costs - assumed NSSE; therefore, costs allocated to federal budget. This
includes security overlay, security personnel and their associated costs, national
security etc.
All transit costs - assumed allocated to federal budget on the grounds of delivering a
safe and secure Games.
USOC share of JV revenue and other JV expenses have not been adjusted to reflect
latest estimates, per discussion with C. Sullivan

1 D E C E M B E R 2014 • N U M B E R 6: B I D + G A M E S B U D G E T S • G A M E S B U D G E T

25

 3 GAMES BUDGET • CONTINUED

BUDGET FOR VENUES
SPORT

STATUS TYPE
( EXISTING ( W/ OVERLAY ), PLANNED,
ADDITIONAL, TEMPORARY )

ASSUMED CAPACITY

FENCING

EXISTING ( W/ OVERLAY )

6,000

CYCLING - BMX

ADDITIONAL

5,000

CYCLING - TRACK

ADDITIONAL

5,000

BCEC

VOLLEYBALL - INDOOR

PLANNED

15,000

BCEC

GYMNASTICS - RHYTHMIC

EXISTING ( W/ OVERLAY )

8,000

BCEC

JUDO

EXISTING ( W/ OVERLAY )

8,000

BCEC

TAEKWONDO

EXISTING ( W/ OVERLAY )

8,000

BCEC

TABLE TENNIS

EXISTING ( W/ OVERLAY )

8,000

BCEC

WRESTLING

EXISTING ( W/ OVERLAY )

8,000

HOCKEY ( MAIN PITCH )

EXISTING ( W/ OVERLAY )

30,000

HOCKEY ( SECOND PITCH )

EXISTING ( W/ OVERLAY )

5,000

BEACON YARDS ( HARVARD PLAYING FIELDS )

TENNIS PAVILION (CENTER COURT )

TEMPORARY

10,000

BEACON YARDS ( HARVARD PLAYING FIELDS )

TENNIS PAVILION (COURT 1)

TEMPORARY

5,000

BEACON YARDS ( HARVARD PLAYING FIELDS )

TENNIS PAVILION (COURT 2)

TEMPORARY

3,000

BEACON YARDS ( HARVARD PLAYING FIELDS )

TENNIS PAVILION (13 MATCH COURTS )

EXISTING ( W/ OVERLAY )

—

BEACON YARDS (ALLSTON LANDING )

AQUATICS

TEMPORARY

18,500

BEACON YARDS (ALLSTON LANDING )

WATER POLO

TEMPORARY

5,000

BASKETBALL REGIONAL

EXISTING ( W/ OVERLAY )

9,000

VOLLEYBALL - BEACH

TEMPORARY

16,000

BOSTON COMMON ( STARTING LINE )

CYCLING - ROAD

TEMPORARY

2,000

BOSTON COMMON ( STARTING LINE )

CYCLING - TIME TRIALS

TEMPORARY

SEE CYCLING ROAD

BOSTON COMMON ( STARTING LINE )

MARATHON

TEMPORARY

2,000

SAILING

TEMPORARY

6,500

BADMINTON

EXISTING ( W/ OVERLAY )

7,000

VENUE

ALBERT H. GORDON INDOOR TRACK
ASSEMBLY SQUARE ( MYSTIC RIVER WATERFRONT )
ASSEMBLY SQUARE ( VELODROME )

BEACON YARDS ( HARVARD STADIUM )
BEACON YARDS ( HARVARD UNIVERSITY )

BOSTON COLLEGE (CONTE FORUM )
BOSTON COMMON

BOSTON HARBOR
BOSTON UNIVERSITY (AGGANIS ARENA)

TABLE NOTES:

*Venue rental numbers included elsewhere

26

G A M E S B U D G E T • N U M B E R 6: B I D + G A M E S B U D G E T S • 1 D E C E M B E R 2014

 3 GAMES BUDGET • CONTINUED

PERMANENT BUILD
+ ENHANCEMENTS
TO PERMANENT
STRUCTURE
USD ($M - 2016)

TEMPORARY
ADAPTATIONS
+ VENUE BUILD
USD ($M - 2016)

TEMPORARY
OVERLAY
USD ($M - 2016)

VENUE RENTAL
USD ($M - 2016)

TOTAL
USD ($M - 2016)

OCOG
FUNDING - AMOUNT*
USD ($M - 2016)

NON-OCOG
FUNDING - AMOUNT
USD ($M - 2016)

—

—

5.0

0.6

5.6

5.0

0.0

9.6

—

6.0

0.5

16.1

6.0

9.6

30.0

—

30.0

0.5

60.5

30.0

30.0

—

—

10.0

SEE WRESTLING

10.0

10.0

0.0

—

—

3.0

SEE WRESTLING

3.0

3.0

0.0

—

—

8.0

SEE WRESTLING

8.0

8.0

0.0

—

—

SEE JUDO

SEE WRESTLING

SEE JUDO

SEE JUDO

SEE JUDO

—

—

5.0

SEE WRESTLING

5.0

5.0

0.0

—

—

8.0

12.2

20.2

8.0

0.0

—

—

12.0

2.8

14.8

12.0

0.0

—

—

3.0

0.6

3.6

3.0

0.0

—

30.0

10.0

1.0

41.0

40.0

0.0

—

SEE CENTER COURT

SEE CENTER COURT

SEE CENTER COURT

0.0

SEE CENTER COURT

0.0

—

SEE CENTER COURT

SEE CENTER COURT

SEE CENTER COURT

0.0

SEE CENTER COURT

0.0

—

SEE CENTER COURT

SEE CENTER COURT

SEE CENTER COURT

0.0

SEE CENTER COURT

0.0

—

40.0

5.0

0.1

45.1

45.0

0.0

—

34.8

5.0

0.1

39.9

39.8

0.0

—

SEE TD GARDEN

SEE TD GARDEN

SEE TD GARDEN

SEE TD GARDEN

SEE TD GARDEN

SEE TD GARDEN

—

25.0

5.0

3.4

33.4

30.0

0.0

—

—

5.4

SEE VOLLEYBALL

5.4

5.4

0.0

—

—

SEE CYCLING ROAD

SEE VOLLEYBALL

SEE CYCLING ROAD

SEE CYCLING ROAD

SEE CYCLING ROAD

—

—

2.0

SEE VOLLEYBALL

2.0

2.0

0.0

—

—

25.0

0.1

25.1

25.0

0.0

—

—

4.0

1.3

5.3

4.0

0.0

1 D E C E M B E R 2014 • N U M B E R 6: B I D + G A M E S B U D G E T S • G A M E S B U D G E T

27

 3 GAMES BUDGET • CONTINUED

BUDGET FOR VENUES (continued)
SPORT

STATUS TYPE
( EXISTING ( W/ OVERLAY ), PLANNED,
ADDITIONAL, TEMPORARY )

ASSUMED CAPACITY

HANDBALL

PLANNED

10,000

FOOTBALL - PRELIMS

EXISTING ( W/ OVERLAY )

44,500

EQUESTRIAN - CROSS COUNTRY

TEMPORARY

60,000

FRANKLIN PARK ( WHITE STADIUM )

EQUESTRIAN - DRESSAGE + JUMPING

EXISTING ( W/ OVERLAY )

20,000

FRANKLIN PARK ( WHITE STADIUM )

MODERN PENTATHLON

EXISTING ( W/ OVERLAY )

20,000

GILLETTE STADIUM

FOOTBALL - FINAL

EXISTING ( W/ OVERLAY )

68,000

GILLETTE STADIUM

RUGBY

EXISTING ( W/ OVERLAY )

68,000

SHOOTING

TEMPORARY

7,000

MAGAZINE BEACH

TRIATHLON + MARATHON SWIM

TEMPORARY

2,500

MERRIMACK RIVER

CANOE - SPRINT

TEMPORARY

24,000

MERRIMACK RIVER

ROWING

TEMPORARY

24,000

MIT ( KILLIAN COURT )

ARCHERY

TEMPORARY

3,000

TD GARDEN

BASKETBALL - FINAL

EXISTING ( W/ OVERLAY )

18,500

TD GARDEN

GYMNASTICS - ARTISTIC + TRAMPOLINE

EXISTING ( W/ OVERLAY )

18,500

GOLF

EXISTING ( W/ OVERLAY )

50,000

BOXING

EXISTING ( W/ OVERLAY )

7,800

WATERFRONT PAVILION

WEIGHTLIFTING

EXISTING ( W/ OVERLAY )

5,000

WESTFORD SKI AREA

CANOE - SLALOM

ADDITIONAL

15,000

WESTFORD SKI AREA

CYCLING - MOUNTAIN BIKE

ADDITIONAL

10,000

TOTALS

—

—

—

BEACON YARDS PEDESTRIAN MALL / PARK

—

—

—

VENUE

BOSTON UNIVERSITY ( BU ARENA)

REGIONAL LOCATIONS

FRANKLIN PARK ( WILLIAM J. DEVINE GOLF COURSE )

LONG ISLAND ( BOSTON HARBOR ISLANDS )

THE COUNTRY CLUB

TSONGAS ARENA ( UMASS LOWELL )

TABLE NOTES:

*Venue rental numbers included elsewhere

28

G A M E S B U D G E T • N U M B E R 6: B I D + G A M E S B U D G E T S • 1 D E C E M B E R 2014

 3 GAMES BUDGET • CONTINUED

PERMANENT BUILD
+ ENHANCEMENTS
TO PERMANENT
STRUCTURE
USD ($M - 2016)

TEMPORARY
ADAPTATIONS
+ VENUE BUILD
USD ($M - 2016)

TEMPORARY
OVERLAY
USD ($M - 2016)

VENUE RENTAL
USD ($M - 2016)

TOTAL
USD ($M - 2016)

OCOG
FUNDING - AMOUNT*
USD ($M - 2016)

NON-OCOG
FUNDING - AMOUNT
USD ($M - 2016)

78.5

—

5.0

1.3

84.8

5.0

78.5

—

—

10.0

1.0

11.0

10.0

0.0

—

—

40.0

0.1

40.1

40.0

0.0

—

—

SEE EQUESTRIAN

SEE EQUESTRIAN

SEE EQUESTRIAN

SEE EQUESTRIAN

SEE EQUESTRIAN

5.0

—

10.0

0.1

15.1

10.0

5.0

—

—

5.0

SEE RUGBY

5.0

5.0

0.0

—

—

5.0

6.3

11.3

5.0

0.0

—

30.0

10.0

0.1

40.1

40.0

0.0

—

—

5.2

0.1

5.3

5.2

0.0

—

30.0

5.0

0.1

35.1

35.0

0.0

—

SEE CANOE SPRINT

SEE CANOE SPRINT

SEE CANOE SPRINT

SEE CANOE SPRINT

SEE CANOE SPRINT

SEE CANOE SPRINT

—

—

10.0

0.1

10.1

10.0

0.0

—

—

3.0

7.4

10.4

3.0

0.0

—

—

4.0

SEE BASKETBALL

4.0

4.0

0.0

—

—

10.0

2.3

12.3

10.0

0.0

—

—

5.0

1.3

6.3

5.0

0.0

—

—

5.0

1.3

6.3

5.0

0.0

40.0

—

10.0

0.5

50.5

10.0

40.0

5.0

—

5.0

0.5

10.5

5.0

5.0

$168.1 M

$189.8 M

$298.6 M

$45.7 M

$702.2 M

$488.4 M

$168.1 M

—

—

20.0

—

20.0

20.0

—

1 D E C E M B E R 2014 • N U M B E R 6: B I D + G A M E S B U D G E T S • G A M E S B U D G E T

29

 3 GAMES BUDGET • CONTINUED

BUDGET FOR OTHER COMPETITION AND NON-COMPETITION VENUES
VENUE

USD ($M - 2016)

VILLAGE - UMASS BOSTON
LAND COST

269.0

SITE PREPARATION INCLUDING INFRASTRUCTURE UPGRADES

17.4

UTILITIES UPGRADES

21.4

CONSTRUCTION

2,052.8

TEMPORARY OVERLAY

90.0

TRANSFORMATION COSTS

89.7

RENTAL
TOTAL

2.7
$2,543.0 M

OLYMPIC STADIUM - MIDTOWN
LAND COST

85.0

SITE PREPARATION

15.0

UTILITIES UPGRADES

15.0

CONSTRUCTION

366.3

TEMPORARY ADAPTATIONS ( E.G. PLATFORM )

—

TEMPORARY OVERLAY

40.0

TRANSFORMATION COSTS

5.0

RENTAL
TOTAL

5.3
$531.6 M

IBC / MPC - SOUTH BOSTON WATERFRONT
LAND COST
SITE PREPARATION
UTILITIES UPGRADES

25.0

CONSTRUCTION

398.0

TEMPORARY OVERLAY

50.5

TRANSFORMATION COSTS
RENTAL
TOTAL

30

41.7
SEE CONSTRUCTION

—
27.7
$542.9 M

G A M E S B U D G E T • N U M B E R 6: B I D + G A M E S B U D G E T S • 1 D E C E M B E R 2014