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Council directs staff to explore purchase and development options for county-owned fairgrounds after Renaissance Fair run
Summary
Council asked staff to pursue negotiations with Brevard County and to study feasibility, zoning, costs and revenue options for the county-owned property that hosted a recent Renaissance Fair. Council members flagged potential uses including an event fairground and a regional fire training facility and requested a funding and operations analysis.
Following public discussion and a presentation item, the Melbourne City Council on May 13 authorized staff to explore acquisition and development options for the Brevard County property used by the Renaissance Fair.
Councilmember discussion began after public comments and a staff briefing about land‑use and code constraints for outdoor recreation on an M‑1 (light industrial) parcel. Council direction covered several parallel tasks: negotiate with Brevard County on possible purchase terms or a lease-to-own arrangement; prepare a feasibility study of uses for the 53‑acre site; estimate development and operating costs; analyze potential revenue and user‑fee models (including parking, event fees and third‑party management); and review applicable zoning or code amendments that would be needed to support multi‑use event/fairground or an institutional use such as a regional fire‑training facility.
Multiple council members said the site could address several long‑term needs — a large event venue for countywide festivals and concerts, touring events displaced from other parks, and a location for consolidated training and equipment staging for the fire department. Fire Department staff said the city currently lacks a site where it can flow water for large live‑fire training exercises because of restrictions at the department’s existing training location; council members discussed the potential to combine an event field with a dedicated training pad and equipment staging area.
Council discussed funding models. The Tourist Development Council has signaled potential support for part of an acquisition (councilmembers cited a TDC conversation about a $2.5 million contribution), and staff were directed to evaluate how TDC funds, user fees, public–private partnerships and phased development could be used. Several council members also asked staff to look for private‑sector partners who could operate the venue under a revenue‑share or management agreement.
Council instructed staff to return with an acquisition negotiation strategy and a business‑case memorandum showing (a) projected acquisition scenarios, (b) development cost ranges, (c) operating model alternatives (including a potential P3 operator), and (d) code and permitting requirements. Council did not vote to buy the property at the meeting; members emphasized they want to see feasibility and funding models before any purchase decision.
