Copperas Cove council directs site search, financing review for proposed $42M–$52M sports complex

A consultant's feasibility study presented July 7, 2026, to the Copperas Cove City Council recommended an 8-flex-diamond sports complex—including two championship fields and support amenities—on roughly 60 acres and estimated predevelopment costs in a mid-range of about $47.5 million (range about $42.9 million to $52.1 million). Council members directed staff to proceed with site selection and financial-adviser consultations; no formal vote was taken.

Why it matters: Study authors and city staff said the complex is intended to serve both local athletic needs and draw regional sports tourism. The consultant projected about $3.5 million in facility revenue by year five, roughly 43 tournaments a year, about 260,000 nonlocal overnight visitors and approximately $38.2 million in direct nonlocal spending by year five. The consultant also projected more than $1 million a year in local tax revenue (sales and hotel taxes) tied to that visitation.

What the study said: Jeff Stoddard, the city's director of parks and recreation, introduced the study. Kevin, a consultant from the contracted sports facility company, described a market analysis based on a four-hour drive-time market and recommended building tournament-capable inventory that can serve local programming while attracting outside events. The consultant recommended a primary program of eight 400-foot "flex" baseball diamonds (reconfigurable for smaller diamonds or multipurpose play), championship baseball and softball diamonds, indoor support spaces, concessions, meeting rooms, playground, splash pad and parking. He described a three-model cost/phasing approach: a smaller four-diamond phased build (~$22.5 million), the recommended eight-diamond configuration (roughly $40–$41 million in one estimate excluding championship fields), and a more expansive city-managed build (about $60.1 million) that includes additional amenities.

Financial and operational assumptions: The consultant provided a pro forma with a 20-year outlook and highlighted a five-year maturity point for operating performance. The presentation estimated annual facility revenue at approximately $3.5 million at year five and stated the venue could operate "in the black" on operating costs by that time; those projections exclude debt service and assume staged ramp-up of participation. The consultant noted the cost figures did not assume land acquisition costs. "We do not want to give a false impression of the performance of the venue by any stretch," the consultant said, noting the pro forma and supporting data would be provided to staff.

Financing, grants and voter approval: City Manager Ryan Havela told council financing options will need study and that grants are available but unlikely to cover the full amount. He said a mid-range estimate of roughly $47 million financed over 20 years at a low rate (example 3%) would produce about $3 million in annual debt service; a 5% rate example would yield about $3.8 million. "For this facility, it would have to go to the voters because there's no debt service capacity that we could legally proceed with without voter approval on this, at the amount it is," Havela said.

Council direction: Following questions and discussion, council members signaled support for staff to pursue a site selection process and to consult the city's financial adviser on funding strategies, and to continue exploring grants and third-party management options. Several members stressed that any bond or debt issuance would require voter approval and emphasized the need to find a site with good access (one member suggested proximity to Interstate 14).

What’s next: Staff will begin a site-selection effort for the approximately 60-acre footprint, discuss financing scenarios with the city's financial adviser, and return to council with options and more detailed cost and funding plans. No construction funding was authorized at the July 7 workshop.

Attributions: Consultant remarks and financial projections are drawn from the study presentation and pro forma provided at the workshop; direct quotes and direction to proceed are attributed to City Manager Ryan Havela, Jeff Stoddard (Director of Parks and Recreation) and the consultant (identified in the presentation as Kevin). The council's action at the workshop was direction to staff, not a formal motion or bond authorization.