Municipally-owned public open space managed by the City of Johannesburg. The park stretches between Orchards Road and African Street, bounded by residential streets on all sides.
Park stretches between Orchards Road and African Street, with wetland habitat and a 2015 upgrade plan for jogging/cycle paths and picnic seating.
Source: City of Johannesburg Property API, queried 17 Feb 2026. A revitalized park can add an estimated 5–20% premium to adjacent properties.
105 properties · 92 valued · Total: R244M · The park's western and southern catchment
579 properties · 537 valued · Total: R1.88B · The park's eastern and northern catchment — significantly higher average values than Cheltondale
R/sqm comparison across both suburbs. ■ Orchards streets consistently command higher per-area pricing.
Orchards streets average R2,983/sqm vs Cheltondale R2,225/sqm — a 34% premium. (O) = Orchards, (C) = Cheltondale. Louis Botha Ave commands the highest R/sqm at R4,462.
| Property | Value | Notes |
|---|---|---|
| ORCHARDS TOWNSHIP | ||
| Stand 147 (61 Oaklands Rd) | R46.5M | Municipal zoning · 1,642 m² · Highest valued |
| Garden Rd (outlier) | R66.2M | Highest single property in catchment |
| Louis Botha Ave (top) | R16M | Commercial/mixed · Highest R/sqm street |
| CHELTONDALE TOWNSHIP | ||
| Stand 84 (2 Shirleydale) | R6.30M | DR RAUF PRACTICE · Res 4 · 1,402 m² |
| Stand 76 (3 Shirleydale) | R6.10M | DR RAUF PRACTICE · Res 4 · 1,459 m² |
| Stand 88 (Park) | R9.17M | CITY OF JHB · Public Open Space · 6,795 m² |
|
Orchards municipal: Stand 147 (R46.5M, Municipal zoning), multiple Public Open Space stands on Short/Louis Rd Cheltondale municipal: Stand 96 (48 m²), Stand 32 (85 m²), Stand 85 (87 m²) — small CoJ holdings | ||
📡 Data source: City of Johannesburg Property API, queried 17 February 2026. Cheltondale (105 properties) + Orchards (579 properties) = 684 total catchment properties valued at R2.13B. All values reflect the current municipal valuation roll. Market prices may differ from actual transaction values.
Revenue: Café concessions (Moyo, Panettone Café), boat hire, adopt-a-bench programme (17 benches), Jazz on the Lake events, recycling revenue, sports club fees.
Investment: R6M+ from Zoo Lake Users Committee since 2017.
Lesson: Multi-stream commercial model (restaurants as anchor) + volunteer stewardship = the most sustainable JHB park model.
Annual budget: $29M (~R540M). 100% privately funded and managed.
Revenue: Winter Village ($2M+ net), BID assessments ($2.5M), 6 kiosks + 2 restaurants, sponsorships (largest category), event fees.
Lesson: Concessions are the foundation; sponsorships scale it. Even at 3.9 ha — similar scale to Cheltondale principles.
Filming: R10–30K/day (low budget to international).
Corporate events: R44K/day. Concerts (500+): R135K.
Markets: R5.3K/weekend. Weddings: R1.5–2.4K.
Lesson: Under adopt-a-park, NPC may retain or share this revenue — must confirm in adoption agreement.
Model: SA company provides all equipment (screen, sound, seating). Tickets R155–R1,000pp.
Venue gets: Fixed fee or revenue share per screening. Zero capex.
Lesson: Seasonal revenue at zero capital cost — ideal Phase 1 quick win for Cheltondale.
Model: NPC foundation + JCPZ adoption + PBO status (930066624). R5M city-funded upgrade (2007).
Revenue: Primarily donations and corporate partnership (AMDEC/Melrose Arch). No significant commercial activities.
Caution: PBO model enables tax-deductible donations but doesn't generate sustainable commercial revenue. Not self-sufficient without corporate backing.
Source: Revenue model research, Feb 2026 — local & international case studies. Zoo Lake (zoolake.co.za), Bryant Park (bryantpark.org), JCPZ Tariffs (jhbcityparksandzoo.com), Galileo Open Air Cinema (thegalileo.co.za).
| Item | Range | Type |
|---|---|---|
| ClearVu fencing | R1.0–1.4M | Capex |
| Market stalls & power | R50K | Capex (Phase 1) |
| Signage (fitness licensing) | R5K | Capex (Phase 1) |
| Café/kiosk build-out | R300–500K | Capex (Phase 2) |
| Event infrastructure | R100–200K | Capex (Phase 2) |
| Playground + party area | R200–400K | Capex (Phase 2) |
| CCTV system | R30–125K | Capex |
| WiFi infrastructure | R100–200K | Capex (Phase 2) |
| Security guards | R31–63K | Monthly |
| Maintenance & cleaning | R20–30K | Monthly |
| Activity | Monthly Revenue | Capex Required | Phase |
|---|---|---|---|
| Weekend artisan market (2×/month) | R20,000 | R50K (stalls, power) | Phase 1 |
| Café/kiosk concession | R15,000 | R300–500K | Phase 2 |
| Event space rental | R15,000 | R100–200K (lighting, power, level area) | Phase 2 |
| Fitness trainer licensing (6–8 permits) | R12,000 | R5K (signage) | Phase 1 |
| Filming/photography permits | R10,000 | R0 | Phase 1 |
| Corporate sponsorship/naming rights | R10,000 | R0 | Phase 1 |
| Outdoor cinema (Galileo partnership, seasonal) | R8,000 | R0 (partner provides) | Phase 1 |
| Playground + party venue | R8,000 | R200–400K | Phase 2 |
| Total (at maturity) | R98,000 | R660K–1.7M |
MRR vs monthly costs (R70K baseline). Target: >1.2x.
Break-even expected around months 8–10 once café and event infrastructure are operational. Phase 1 quick wins cover ~50% of costs from month 1.
High‑mast and pathway lighting to improve visibility and reduce crime risk.
2‑meter clearance rule for undergrowth; open views across the park.
ClearVu fencing with controlled access; gates locked at night.
12–20 cameras covering entrances, paths, and activity zones.
Programmed nodes (café, markets, events, fitness) generate "eyes on the park."
AI‑assisted monitoring + rapid response + crime analytics partnership.
Risk: JCPZ may not allow NPC to retain commercial revenue under adoption agreement.
Mitigation: Engage JCPZ early, reference Zoo Lake/JEG Park precedents, negotiate revenue-sharing terms before committing capex.
Likelihood: Medium | Impact: Critical
Risk: Outdoor activities (markets, cinema, fitness) weather-dependent. Gauteng thunderstorms Oct–Feb.
Mitigation: Covered areas in Phase 2; indoor-capable café; seasonal programming calendar. Cinema runs in dry winter months.
Likelihood: High | Impact: Low–Medium
Risk: Ongoing crime fears may deter visitors and operators despite security upgrades.
Mitigation: CPTED implementation first; CAP integration; visible security presence; quick win programming to build momentum.
Likelihood: Medium | Impact: High
Risk: Individual streams may underperform projections.
Mitigation: 8 independent streams = no single dependency. Model remains viable even if 2–3 streams deliver 50% of forecast.
Likelihood: Medium | Impact: Low (diversified)
Risk: Infrastructure costs exceed estimates (café, playground, event space).
Mitigation: Phased investment — Phase 1 is R155K only. Phase 2 only proceeds once Phase 1 revenue is validated.
Likelihood: Medium | Impact: Medium
Risk: Land-use consents required for commercial activities on Public Open Space zoning.
Mitigation: Pre-engage CoJ planning department. JCPZ tariffs already cover markets/filming/events — these are established park uses.
Likelihood: Low | Impact: Medium