Feasibility study recommends 8‑court indoor sports complex at Dallas Park; consultants present $56–69 million all‑in estimate to commissioners

Consultants from Sports Facilities Companies presented a planning and feasibility study for a proposed multi‑purpose indoor recreation and sports tourism facility at Dallas Park during the Gaston County Board meeting on June 23.

Kaylee Hensman (account executive) and Greg Wise Carver described a recommended program built around an eight‑court main arena convertible to more volleyball and 24 pickleball courts, indoor turf, a family entertainment center and fitness and flex spaces. The model assumes third‑party operations to attract tournaments, reduce staffing burden on the county and maximize revenue generation opportunities.

Cost and scale: Presenters said the facility would require roughly 13–14 acres and about 766 parking spaces. The consultants presented an ‘‘all‑in’’ development cost range in the meeting transcript rendered as "565 million and 68.7 million." Based on context and the slides discussed, consultants framed that as the full development cost range for a facility of the recommended program; county staff and consultants also cautioned that escalation and scope adjustments will affect final cost estimates.

Financial performance and impacts: Consultants modeled a five‑year ramp to maturity. They projected an operational subsidy in year one (transcript: approximately $817,000) and year‑five positive EBITDA (small positive figure reported in the presentation). At year five the model showed roughly $4 million in revenue, with projected tournament growth from about 21 events in year one to about 31 by year five, producing roughly 14,000 new room nights at maturity and an estimated $9.6 million in economic impact in the study’s projection; the presentation also estimated new tax revenue generation (year‑five estimate in the study cited approximately $270,000).

Questions from the board focused on site acreage, parking, scalability and the assumption of third‑party operations. Consultants said a third‑party operator is the preferred scenario to bring tournaments and manage staffing, and recommended further site analysis, market outreach and phased planning before design or procurement.

Why it matters: The study frames the proposed facility as both a community recreation asset and a sports‑tourism generator that could increase lodging, restaurant and retail activity. Commissioners were presented with draft operating and capital projections to inform any future decision about pursuing design, funding and site selection.

Next steps: Consultants advised the county to refine site selection, engage in stakeholder and market outreach, and undertake a detailed cost and financing plan before advancing design work. No vote or funding commitment for the facility was taken at the meeting.

"These are guard rails set by the county to make sure what it to look at a facility that would be both an economic driver...but also a quality of life for everybody from toddlers to seniors," consultant Greg Wise Carver said during the presentation.