Operation & Revenue

USD 383 Partnership


Throughout the last two years of studying community recreation needs, the City has engaged a variety of stakeholders and worked extensively with USD 383 to develop concepts that are mutually beneficial to the community and to the school district.

Indoor Facility Operational Agreements


The City and USD 383 have entered into an interlocal agreement to allow the City to construct, reconstruct, maintain, repair and operate indoor recreation facilities on school district property at Eisenhower and Anthony Middle Schools. The two entities have also signed an operation/use agreement that provides guidelines for the general use of the future facilities.

A typical day of use at one of the facilities could see a breakdown like this:
  • 5-7 a.m.: Open public use (walking, pickleball, etc.)
  • 7:30 a.m. to 5 p.m.: School uses such as P.E. classes/recess/etc., with possible public meeting space available
  • 5-10 p.m.: Open public use (drop-in use such as walking, pickleball, volleyball, indoor soccer, and organized sports games/practice)
Weekends will be scheduled to continue to allow open public use at a certain percentage of the gyms should a tournament be scheduled. Combined with the indoor facilities at the middle schools, the City would also have City Auditorium and a new gym as part of the Southeast Neighborhood Recreation Center to provide gym space for a variety of community needs, including drop-in use, tournament play, Parks and Recreation programming, and scheduled games and practices.

Indoor Facility Projected Operational Costs


The Facility Feasibility Study completed by Bruce McMillan Architects and Ballard-King provided estimates for operating revenue and expenses at each indoor recreation center.
Projected Operating Costs and Revenue for Community Facilities at Anthony and Eisenhower Middle Schools
(Costs/Revenue Per Location)
Total Expenses $332,441 annually
Total Revenue $255,438 annually
Difference $68,003 annually
The City of Manhattan plans to use existing staff to operate the facilities. Increasing potential income from each facility provides an opportunity to close the gap on the operating subsidy. There are no daily or annual passes anticipated in these facilities. Revenue is anticipated to be from rentals, programs, concessions and special events.

Indoor Facility Economic Impact


According to Randall Travel Marketing, the indoor facilities would have the potential to host 6 to 8 tournaments a year for various indoor sports including volleyball, basketball, soccer and pickleball. Those tournaments could draw in an average of 50 to 100 teams per year.


Outdoor Facility Operations


The CiCo Park improvements would be operated similar to what has occurred at Twin Oaks Sports Complex since the installation of turf on soccer and baseball/softball fields in 2016.

Existing staff would be used to oversee operations at the upgraded ballfield and expanded tennis courts. Potential revenue sources are expanded tournament opportunities, upgraded concession areas, a central tennis facility to host tournaments, rentals, and other special events.

Outdoor Facility Projected Economic Impact


Based on increased use at Twin Oaks Sports Complex following the installation of turf that allowed for extended play during adverse weather conditions, we anticipate increased use at CiCo Park after completion of sports fields improvements. According to Randall Travel Marketing, 95 to 130 additional teams could use CiCo Park ballfields due to improved playability that allows for bigger tournaments and/or multiple tournaments on the same weekend in the community.

After the opening of Twin Oaks in 2016, 210 more teams used the facility than the previous year. The Manhattan Convention and Visitors Bureau estimated a $311 economic impact per person for participants on those teams.

Tennis courts concentrated in CiCo Park will allow large tournaments to consider Manhattan as a venue. The court improvements would have the ability to attract 2 to 3 large tournaments each year.