Executive Summary – Downtown Shawnee Main Street Meeting (Sept 30, 2025)

I. Purpose and Context

The meeting convened Shawnee Downtown Main Street business leaders and representatives from the City of Shawnee to discuss revitalization strategies, community engagement, and structural planning for the downtown corridor. It sought to align public and private stakeholders around a unified vision that would move beyond fragmented efforts and ensure continuity regardless of shifting city leadership.

I. Purpose and Context

II. Core Themes and Issues

1. Downtown Revitalization through Empty Buildings Tours – Central initiative: “Empty Buildings Tour” to spark investment interest. – Goal: incremental filling of vacancies and creation of contagious economic energy. – Challenges: building owner cooperation, leasing attitudes, and support for new tenants.

2. Community-Led Action vs. City Governance – Stakeholders expressed frustration with political inconsistency and imposed projects. – Emphasis on grassroots leadership with the city providing infrastructure support.

3. Strategic Vision: Hybrid Entertainment & Business Model – Avoid replicating Norman or OKC; leverage Shawnee’s unique scale. – Blend arts, entertainment, offices, and pop-up businesses.

4. Funding Mechanisms & TIF Revival – Plans to revive a dormant Tax Increment Financing (TIF) fund. – Calls for transparent allocation of funds.

5. Sustainability & Continuity of Planning – Concerns about political turnover disrupting projects. – Proposal: formal downtown vision plan supported by both city and businesses

III. Key Observations

1. Grassroots energy is high but needs city infrastructural backing.

2. Governance tensions pose greater risks than market conditions.

3. Incremental progress strategy is seen as sustainable.

4. Transparency in TIF and city projects is essential.

5. Shawnee’s downtown vision must remain emergent and flexible.

IV. Implications for Doctoral Study

This meeting illustrates the central theme of ‘integrity vs. economic politics.’ Revitalization efforts depend more on governance transparency, continuity, and authentic community input than raw resources. It parallels Shawnee’s Instrument of Transfer land issues and county sales tax debates, providing a live case study for how small cities navigate metropolitan-style revitalization pressures.

IV. Implications for Doctoral Study

V. Recommendations

1. Codify a Downtown Revitalization Charter to outlast election cycles.

2. Institutionalize Empty Buildings Tours with structured follow-up.

3. Deploy TIF funds transparently with annual public reports.

4. Rebuild civic trust by correcting past top-down decisions.

5. Position Shawnee uniquely as a hybrid entertainment, cultural, and commercial hub.

Briefing Document: Downtown Shawnee Revitalization Meeting (September 30, 2025)

Executive Summary

This document synthesizes the key outcomes, themes, and action items from the Downtown Shawnee Main Street meeting held on September 30, 2025. The meeting convened downtown business leaders, city officials, and community stakeholders to address strategies for revitalization. The central, immediate initiative is an “Empty Buildings Tour” scheduled for October, designed to showcase available commercial properties and attract new investment. This tactical effort is framed by a broader, more complex discussion about the need for a unified, long-term vision for the downtown corridor.

A significant theme is the tension between community-led, grassroots action and the role of city governance. Stakeholders expressed a strong desire for a vision driven by business owners, supported by city-provided infrastructure, citing frustration with past top-down projects and the disruptive potential of political turnover. In response, a consensus emerged around developing a flexible, “hybrid” vision for downtown, blending arts, entertainment, office, and retail spaces across its large footprint, rather than replicating models from other cities.

Financially, the planned revival of a dormant Tax Increment Financing (TIF) fund was identified as a critical resource for future projects, with calls for the stakeholder group to proactively present ideas to the TIF committee. The meeting concluded with a clear call to shift from discussion to action, underscored by the scheduling of a community cleanup day and a follow-up meeting to formalize a long-term strategic plan.

1. Primary Initiative: The “Empty Buildings Tour”

The most immediate and concrete project discussed is the “Empty Buildings Tour,” a strategic open house for vacant commercial properties aimed at attracting new businesses and investors.

Objective & Strategy:

• The tour’s primary goal is to generate interest and investment in downtown’s vacant properties.

• The strategy is based on incremental progress, articulated by project lead Stephen Miranda as an effort to “move one domino.” The belief is that filling one building will create momentum and a “contagiousness that all of a sudden people are going, ‘What’s happening downtown? I got to be part of that.’”

• It serves as a starting point for potential entrepreneurs who “always thought about it, but didn’t know where to start.”

Logistics & Schedule:

• Dates:

◦ Tuesday, October 22nd (Afternoon, 2:00 PM – 5:00 PM)

◦ Wednesday, October 23rd (Evening)

• Properties: The tour will feature approximately 10 to 15 buildings. While the final list is being confirmed with realtors and owners, the Hornbeck building is a definite participant.

• Support & Resources:

◦ A promotional pamphlet is being created, which will include a map, photos of the buildings, and artist renditions of their potential.

◦ A portable office and orientation point will be established at the corner of Broadway and Main.

◦ Experts will be available to answer questions for prospective investors.

◦ The vision is to institutionalize the tour, holding one every six months to maintain momentum.

Stakeholder Engagement & Needs:

• Building owners and realtors have shown a positive response, with most agreeing to open their properties for the tour. One realtor reportedly asked to add a second property to the list.

• A direct request was made for all existing downtown businesses to remain open on the evening of October 23rd to showcase a “vibrant downtown.”

• The organizers are actively seeking volunteers to help staff the featured buildings during the tour.

2. Community-Led Action and Engagement

A core theme of the meeting was the need for proactive, grassroots efforts to improve the downtown environment, independent of, but in coordination with, the city.

“Cleanup Ninjas” Initiative:

• A community cleanup day was planned to “spruce things up” in advance of the tour. The idea was inspired by Deb Brown of “Save Your Town,” who calls such groups “cleanup ninjas.”

• Date and Time: Tuesday, October 14th at 3:00 PM.

• Planned Activities: Participants will engage in weed whacking, general cleaning, trash pickup, and installing downtown flags and banners.

• Responsibility Clarified: During the discussion, it was confirmed with the city manager that landscaping and maintenance of sidewalks and curbs in front of buildings “to the center of the street” is the responsibility of the building owner or tenant.

Digital Presence and Collaboration:

• A “Downtown Shawnee” Facebook page and Instagram account have been established to promote downtown stories, attractions, and restaurants.

• A call was issued for more community members and business owners to become administrators and content generators for these social media channels, emphasizing that the pages “shouldn’t just be us. It should be the folks who have a stake down here.”

3. The Quest for a Long-Term Downtown Vision

A significant portion of the discussion centered on the absence of a formal, long-term vision and the process for creating one.

Defining a “Hybrid” Model:

• A participant directly asked, “What’s the vision plan for downtown?” revealing a shared desire for strategic direction.

• Commissioner O’Neal addressed this by noting that Shawnee’s downtown is “a very large area” and too massive to be a single-themed district like Oklahoma City’s Plaza District.

• The proposed vision is a “hybrid downtown” with different blocks or areas focusing on distinct functions:

◦ An arts and entertainment district.

◦ Office space.

◦ Outdoor activities, with Bell Street already positioned for this role.

• The goal is to leverage Shawnee’s unique scale and assets rather than simply copy another city’s model.

Vision Ownership and City Role:

• There was a strong consensus that the vision must be driven from the ground up by business owners and stakeholders. As one speaker noted, “it is the the right answer, but the… business owners is what type of business do you want?”

• The city’s role was defined as providing foundational infrastructure to support any business type. This includes “well-lighted roads, clearly marked and indicated parking, [and] ADA accessibility to get onto the curbs to get into the buildings.”

The Importance of a Balanced Business Mix:

• A long-time community member stressed the necessity of a balanced “mix” of businesses. The speaker recalled a time when downtown was “top heavy” with antique shops and argued that for success, “everybody’s pushing towards the same goal.”

4. Governance, Funding, and Historical Tensions

The meeting highlighted a deep-seated tension between the business community and the city, rooted in concerns over political inconsistency and a history of top-down decision-making.

Revival of the Tax Increment Financing (TIF) Fund:

• A plan is underway to reactivate a dormant TIF fund. Eric, a meeting participant, stated he had a meeting later that day to finalize details.

• The fund has reportedly “built up pretty good” while inactive, and the sentiment is to deploy it. As Eric stated, “Money’s not meant to be held. It’s meant to be spent.”

• It was suggested that this stakeholder group should proactively approach the TIF committee with “a plan” and “four things we want to see” before other ideas are advanced.

Community Frustration with City Governance:

• A central conflict is the community’s fear that progress will be derailed by shifting political leadership. One participant asked, “Is the city going to respect that or is it going to be once again political… groups trying to split up the progress?”

• A specific past grievance was raised concerning the trees planted downtown. A business owner, Teresa, stated, “We collectively as a downtown program did not come up with this tree idea. We wanted flowers… it was pushed on us to have these trees.” She described the trees as invasive, dropping large quantities of berries that created maintenance problems.

• This history fuels the demand for a collaborative process where the city supports rather than dictates.

A Proposed Path Forward: Sustained Advocacy:

• Using the revitalization of downtown Norman as an example, Stephen Miranda outlined a strategy for ensuring continuity. In Norman, a strong, unified group advocated for projects like converting streets to two-way traffic.

• The proposed model for Shawnee is to “build a solid group together with a vision for downtown and advocate strongly for that.” This would allow the group to present a unified, working plan to new city officials and ask for their support, ensuring the vision outlasts election cycles.

5. Call to Action and Next Steps

The meeting concluded with a powerful sentiment to transition from planning to implementation.

From Discussion to Action:

• One speaker emphatically stated, “We’ve talked a lot and now it’s time to do… We’ve had consultants come in. Let’s do some stuff. It’s time. Let’s do it.”

Scheduled Events and Meetings:

• A clear timeline of near-term actions was established to maintain momentum.

Date	Time	Event / Meeting	Purpose
Oct. 14th	3:00 PM	Downtown Cleanup Event	To prepare and beautify the downtown area ahead of the tour.
Oct. 22nd-23rd	Varies	Empty Buildings Tour	To showcase available properties to potential investors and business owners.
Oct. 28th	9:00 AM	Follow-up Stakeholder Meeting	To debrief the tour, begin planning a spring tour, and formally start discussions on the long-term vision (“What’s next for downtown?”).

Downtown Shawnee’s Big Plan: A Guide for Newcomers

Introduction: A New Energy for Downtown

This document summarizes a recent community meeting focused on bringing new life and energy to Downtown Shawnee. It breaks down the main strategies, debates, and action plans discussed by local business owners and city officials. The goal is to explain these key ideas in a way that is easy for a student new to civic planning to understand.

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1. The First Big Idea: The ‘Empty Buildings Tour’

To kickstart the revitalization, the community is focusing on one major, strategic event: a tour of available downtown properties.

What is the Tour?

The “Empty Buildings Tour” is essentially a commercial property open house designed to attract investment. Here are the key details:

• Concept: It’s an organized tour showcasing around a dozen buildings (between 10 and 15) that are empty or available downtown to potential business owners and investors.

• Dates: The tour will take place on the afternoon of October 22nd and the evening of the 23rd.

• Origin: The idea was inspired by a group called “Save Your Town,” which has seen this strategy succeed in other communities.

Why Does it Matter?

The strategic goal of the tour isn’t to fill all the buildings overnight. Instead, the community is aiming for a “domino effect.” The idea is that if the tour helps just one new business move in, it will create a contagious energy and positive momentum. This initial success is meant to encourage other investors and entrepreneurs to see downtown as a place of opportunity, slowly and sustainably filling the empty spaces. This is a classic grassroots revitalization strategy, focusing on generating “proof of concept” with small, visible wins to build momentum and attract larger investment.

Transition: To prepare for this major event, the community is taking immediate, hands-on action to improve downtown’s appearance.

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2. From Talk to Action: The Community Cleanup

After years of discussion, the group emphasized a new focus on “doing stuff.” The first tangible step is a grassroots cleanup effort. Dubbed the “clean up ninjas,” community members will gather on October 14th at 3:00 PM. Armed with weed whackers and other tools, they plan to clean up sidewalks, curbs, and public spaces, demonstrating a proactive commitment to making downtown more attractive ahead of the tour.

Transition: This focus on immediate, tangible action highlighted a critical question: what larger vision were these small steps building towards?

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3. The Big Question: What is the Vision for Downtown Shawnee?

A major topic of discussion was the long-term identity for downtown. Speakers agreed that the goal is not to copy other cities like Norman or Oklahoma City, but to leverage Shawnee’s unique size and assets to create a distinct, “hybrid” downtown experience.

The proposed ‘hybrid’ model aims to balance two complementary economic engines:

Entertainment & Arts Focus	Business & Office Focus
This vision includes creating a vibrant district with businesses that draw people in for leisure and culture. Examples include restaurants, local breweries, art centers, and other entertainment venues.	This parallel vision focuses on creating a professional environment with commercial businesses. This includes office spaces for services like CPAs, as well as other professional firms that support the local economy.

Following the table, a speaker stressed the importance of achieving the right “mix” of businesses. A speaker recalled a time when downtown was “top heavy” with antique shops, explaining, “If it’s top heavy on one item, it’s not going to work.” The new goal is to create a balanced mix that will attract and serve a broader range of people.

Transition: Defining the “what” (the vision) naturally led to a crucial debate over “who” should lead, a question that could determine whether this new energy sustains itself or fades like previous efforts.

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4. The Core Debate: Who Should Lead the Change?

This section explores the meeting’s core debate over agency and trust. The community is not just asking to lead, but demanding that their lived experience be respected as valid data in the planning process, a direct response to a history of top-down decisions that felt disconnected from their needs.

The Community’s View: “Let Us Lead”

The business owners and community members voiced a desire to drive the revitalization from the ground up. Their perspective is built on several key points:

• Desire for Consistency: They want to create a solid 5-year plan, developed and supported by the community, that can be presented to any new city officials as a non-negotiable roadmap. This is a direct response to past experiences where long-term efforts were derailed by shifting political priorities.

• Frustration with Top-Down Decisions: A specific example was shared about the city planting berry-producing trees that created a mess, even though downtown businesses had requested flowers and color. This was used to illustrate a feeling that the city government hasn’t always understood or respected the needs of the people working downtown.

• A Call for Partnership: The community sees a clear division of roles. They believe the business owners should drive the vision for the types of businesses, while the city’s role is to provide essential infrastructure, such as well-lit roads, clearly marked parking, and ADA accessibility.

The City’s View: “We’re Here to Support”

City officials agreed with the community’s assessment, stating that the city “can only do so much” and that the vision must be driven by property and business owners. This statement served as an important point of alignment, validating the community’s argument that revitalization must be driven by the on-the-ground stakeholders. They pointed to their work on reviving the TIF (Tax Increment Financing) fund as a key way the city can provide financial resources to support the projects that the community brings forward.

Transition: The consensus was clear: real success will require a strong partnership where the community drives the vision and the city provides the foundational support to make it a reality.

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5. Key Takeaways & Next Steps

The meeting concluded with a clear set of action items and core principles for moving forward.

What Happens Next?

1. Community Cleanup: A hands-on effort to beautify downtown is scheduled for October 14th.

2. Empty Buildings Tour: The main event to attract new businesses will take place on October 22nd & 23rd.

3. Follow-up Meeting: The group will reconvene on October 28th to review the tour’s results and continue planning for the future.

Three Big Ideas to Remember

For a student of civic planning, this meeting highlights three powerful lessons:

• Start Small to Win Big: The strategy isn’t to solve every problem at once. It’s about creating momentum with single successes, like filling one empty building, to inspire bigger change.

• It Takes a Team: Revitalization won’t work if it’s led only by the city or only by business owners. It requires a true partnership where each group has a distinct and respected role.

• From ‘Plans on the Shelf’ to ‘Doing Stuff’: The community is making a deliberate shift from analysis to action, summed up by one speaker’s rallying cry: “We have talked a lot… Let’s do some stuff. It’s time.”

Executive Summary FireLake Ballfields & Downtown Shawnee Economic Impact Framework

Introduction

Shawnee, Oklahoma is at an inflection point. With the Citizen Potawatomi Nation (CPN) FireLake Ballfields, the community possesses a premier regional sports asset capable of anchoring tourism, economic development, and community identity. Yet, the surrounding infrastructure—particularly downtown Shawnee—remains underleveraged. The convergence of youth sports tourism, downtown revitalization, and strategic use of TIF districts provides Shawnee with a once-in-a-generation opportunity to reframe its economic trajectory.

Key Opportunity

The CPN FireLake Ballfields host tournaments nearly every weekend, with 40–48 weekends annually producing thousands of visitors. Families travel in multi-day clusters, bringing not only athletes but also parents, siblings, and extended relatives. Their needs—lodging, food, retail, recreation—translate directly into economic impact. Today, much of that spending leaves Shawnee, captured by neighboring communities along the I-40 corridor. By intentionally bridging the gap between FireLake tournaments and downtown, the city can transform visitors into downtown consumers.

Downtown Integration

The historic core of Shawnee has untapped potential as a destination. Families between games need ‘third spaces’—safe, engaging environments beyond hotels and ballfields. Through shuttles, branded maps, local promotions, and themed weekend festivals, downtown Shawnee can reposition itself as the entertainment hub during tournament weekends. This integration aligns with national trends where youth sports tourism revitalizes legacy downtowns.

TIF Districts & Reinvestment

Tax Increment Financing (TIF) districts provide the financial mechanism to reinvest new revenues directly into Shawnee: – Property Tax Growth: New hospitality, retail, and residential developments expand the city’s tax base. – Sales & Hotel/Motel Tax Capture: Weekend hotel bookings and family dining translate into sustainable revenues. – Infrastructure Loop: Revenues cycle back into safety, roads, beautification, and community amenities, ensuring resident benefits match visitor growth. The FireLake Ballfields serve as the anchor project—its consistent tournament calendar creates predictable revenue streams around which the TIF can function.

Indoor Event Center & Batting Cage Facility

The Batting Cage Dome represents a Phase I expansion aligned with Shawnee’s broader sports and economic goals. It features 10 batting cages, 3 pitching tunnels, artificial turf, and climate-controlled design. Managed by The Farley Group as a turnkey project, the Dome carries a total construction cost of $1,055,000. Two operations models project between $971,800 and $2.27M annual revenue. Target markets include local schools, academies, FireLake tournament teams, and regional sponsors. Beyond revenue, the Dome delivers scholarships, community events, and sports tourism spillover into Shawnee businesses, with strong financial oversight and a $1.5M reserve fund ensuring stability.

The Farley Group Capital Funding Initiative

The Farley Group has pioneered a capital funding model that eliminates upfront capital requirements for dome facilities. By converting capital projects into operational expenses, institutions can build 80,000–100,000 sq. ft. recreation facilities without impacting their capital budgets. This approach allows universities and communities to leverage underutilized fields, create year-round training and recreation hubs, and strengthen community engagement. For Shawnee, this model dovetails with the Dome proposal, offering a sustainable financing solution aligned with TIF-backed reinvestment.

Public Safety & Legacy Projects

The Lions Club Ballfields, damaged by storms and located on Instrument of Transfer land, highlight governance gaps. FEMA funds and city responsibilities require stronger oversight. By consolidating fragmented assets under a transparent plan, Shawnee can improve safety, comply with federal requirements, and protect its historical commitments.

County Tax Debate & Diversified Revenue

Recent county sales tax debates raised concerns that new allocations ‘kill’ the City. However, Shawnee’s diversified assets—Instrument of Transfer land, TIF districts, hotel/motel zones, and sports tourism from FireLake Ballfields—demonstrate resilience. Aligning these resources reduces dependence on county allocations and builds independent growth capacity.

Financial & Social Impact

Visitor Spending: Millions annually in food, lodging, retail, and entertainment. – Hotel/Motel Zones: Targeted lodging districts capture taxes directly from visitors. – Downtown Revitalization: Weekend surges sustain restaurants and retail. – Community Identity: Shawnee emerges as a regional youth sports hub. – Safety & Oversight: Transparent management ensures FEMA compliance and public trust.

Conclusion

Shawnee stands at the crossroads of integrity and opportunity. With FireLake Ballfields as the catalyst, downtown as the heartbeat, and TIF districts as the reinvestment mechanism, Shawnee can establish a sustainable, transparent, and resilient economic strategy. This integrated plan positions Shawnee not merely as a sports destination but as a model for community reinvestment, economic vitality, and civic identity.

Shawnee Downtown Revitalization Strategy and Governance Tensions

The provided texts consist of excerpts from a meeting transcript and an executive summary detailing a revitalization effort for Downtown Shawnee. The sources focus on a plan, driven by downtown business leaders and city representatives, to encourage investment and development, primarily through an “Empty Buildings Tour” initiative. Major themes include the need for a unified strategic vision combining entertainment, arts, and business; frustration over political inconsistency and the desire for more grassroots-led action; and the importance of reviving a dormant Tax Increment Financing (TIF) fund to provide necessary capital. The sources emphasize that success depends on collaboration, transparency in city governance, and a commitment to incremental, sustainable progress despite potential political turnover.

Shawnee’s FireLake Economic Impact and Downtown Revitalization Framework

The source provides an executive summary detailing an economic development framework for Shawnee, Oklahoma, centered on leveraging the existing Citizen Potawatomi Nation (CPN) FireLake Ballfields as a major sports tourism asset. It highlights that although the ballfields attract thousands of visitors weekly for tournaments, much of the resulting economic spending bypasses downtown Shawnee, which remains underleveraged. The proposed strategy involves using Tax Increment Financing (TIF) districts to capture new sales and lodging tax revenues and reinvest them into downtown revitalization and infrastructure projects. Furthermore, the plan underscores the importance of an Indoor Event Center and Batting Cage Dome to expand year-round operations and reinforce Shawnee’s status as a regional youth sports hub. Ultimately, the summary advocates for an integrated approach to transform visitor traffic into sustainable economic growth and build community identity.

Shawnee, Oklahoma: Economic Development & Sports Tourism Briefing

Executive Summary

The city of Shawnee, Oklahoma, is positioned at a critical economic inflection point, with a unique opportunity to leverage the Citizen Potawatomi Nation (CPN) FireLake Ballfields as a catalyst for significant downtown revitalization and sustainable growth. The premier regional sports complex consistently draws thousands of visitors for tournaments, yet much of their economic spending is currently captured by neighboring communities. The core strategy outlined involves intentionally integrating the high-traffic sports facility with Shawnee’s underleveraged historic downtown.

By creating a seamless connection for tournament families—through shuttles, promotions, and themed events—the city can transform visitors into downtown consumers. This plan is financially underpinned by the strategic use of Tax Increment Financing (TIF) districts, which will capture new property, sales, and hotel tax revenues generated by this activity. These funds will be reinvested into public infrastructure, safety, and community amenities, creating a virtuous cycle of growth. An expansion through a proposed Indoor Event Center and Batting Cage Dome further solidifies Shawnee’s position as a year-round, all-weather sports tourism destination. This integrated approach promises to build a resilient, diversified economic base, establish a strong community identity as a youth sports hub, and ensure transparent governance over civic assets.

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The Core Opportunity: FireLake Ballfields as an Economic Catalyst

The CPN FireLake Ballfields represent Shawnee’s most significant, yet underleveraged, economic asset. The facility functions as a powerful engine for tourism, capable of driving substantial economic activity if properly harnessed.

Facility Operations and Visitor Volume

The scale of FireLake’s operations demonstrates its potential as a regional tourism magnet.

• Tournament Weekends: The facility hosts tournaments on 40 to 48 weekends annually. Its 11 artificial turf fields can host 22 teams simultaneously per hour.

◦ On-Field Capacity: With an average of 11 players per team, this equates to 242 players on the fields at any given time, accompanied by an estimated 484 family spectators.

◦ Peak Site Population: During game transitions, with teams finishing, playing, and arriving, the site can hold approximately 726 players and 1,452 family members. This continuous turnover highlights the immense and consistent weekend visitor traffic.

• Weekday League Play: On Mondays, Tuesdays, and Thursdays, the facility serves local constituents and families, hosting 22 games per night across two time slots. It is the sole organized youth baseball and softball outlet for the Shawnee community.

The Economic Disconnect

A critical challenge exists in translating the facility’s activity into local economic benefit.

• Jurisdictional Status: The FireLake Ballfields are under the jurisdiction of the Citizen Potawatomi Nation. Consequently, the activity they generate provides no direct tax benefit to the City of Shawnee or Pottawatomie County’s sales tax base.

• Economic Leakage: Without a strategic plan to draw visitors into the city, spending on lodging, food, retail, and recreation is captured by neighboring communities along the I-40 corridor. This reality positions downtown Shawnee as a bypass corridor rather than a destination.

Strategic Expansion: The Indoor Event Center & Batting Cage Facility

A proposed Phase I expansion, the Batting Cage Dome, is designed to enhance Shawnee’s sports tourism offerings and create a dual-anchor system with the outdoor ballfields.

Facility Details and Financials

• Features: The climate-controlled dome will include 10 batting cages, 3 pitching tunnels, and artificial turf.

• Management: The Farley Group will manage it as a turnkey project.

• Cost: The total construction cost is estimated at $1,055,000.

• Projected Revenue: Operational models project annual revenue between $971,800 and $2,270,000.

• Financial Stability: A $1.5M reserve fund is planned to ensure stability.

• Target Markets: The facility will serve local schools, sports academies, FireLake tournament teams, and regional sponsors.

Strategic Impact

The indoor facility strengthens Shawnee’s position as a premier sports destination:

• Weekday Impact: It provides year-round practice space and training opportunities, complementing local league play and drawing teams for pre-game or off-season development.

• Weekend Impact: It functions as a central tournament hub for the state and region, attracting teams from across the country and, crucially, allowing Shawnee to host events regardless of inclement weather.

• Community Benefits: Beyond revenue, the Dome project includes provisions for scholarships and community events.

Bridging the Gap: Downtown Integration Strategy

The central thesis of the economic framework is to connect the consistent flow of visitors at FireLake Ballfields with the untapped potential of historic downtown Shawnee. The goal is to reposition the downtown area as the primary entertainment and service hub for tournament attendees.

• The “Third Space” Concept: Traveling families require safe and engaging environments beyond their hotels and the ballfields. Downtown Shawnee can be developed to fill this need.

• Integration Tactics: Specific methods to bridge the physical and perceptual gap include:

◦ Shuttle services between the sports complex and downtown.

◦ Branded maps highlighting downtown attractions and businesses.

◦ Local promotions targeted at tournament participants.

◦ Themed weekend festivals to create a vibrant atmosphere.

• National Precedent: This strategy aligns with a national trend where youth sports tourism has proven to be a successful catalyst for revitalizing legacy downtowns.

Financial Mechanisms and Governance

A robust financial and governance structure is essential to fund the revitalization and ensure long-term sustainability and public trust.

Tax Increment Financing (TIF) Districts

TIF districts serve as the primary financial mechanism for reinvesting new revenues directly back into the community.

• Revenue Capture: The TIF is designed to capture growth from:

◦ Property Tax: New hospitality, retail, and residential developments will expand the tax base.

◦ Sales & Hotel/Motel Tax: Increased visitor spending on dining and lodging translates into new, sustainable revenue streams.

• The Reinvestment Loop: TIF revenues create a self-sustaining cycle, funding improvements in public safety, roads, beautification, and other community amenities, which in turn attract more investment.

• Anchor Project: The FireLake Ballfields’ consistent tournament schedule provides the predictable economic activity needed for the TIF district to function effectively.

Innovative Capital Funding

The Farley Group has introduced a capital funding model that eliminates the need for large, upfront capital expenditures for projects like the Batting Cage Dome. By converting the construction project into an operational expense, the city can build a major recreational facility without impacting its capital budget, aligning perfectly with the TIF-backed reinvestment strategy.

Governance and Asset Management

The framework also addresses existing governance gaps. The case of the storm-damaged Lions Club Ballfields, located on Instrument of Transfer land, highlights the need for stronger oversight of city responsibilities and FEMA funds. Consolidating fragmented assets under a transparent, strategic plan is crucial for ensuring safety, meeting federal compliance, and protecting historical commitments.

Revenue Diversification and Resilience

The proposed strategy builds economic resilience for Shawnee. Amid recent debates over county sales tax allocations, this plan demonstrates how the city can leverage its unique assets—including Instrument of Transfer land, TIF districts, hotel/motel zones, and sports tourism—to cultivate independent growth capacity and reduce its dependence on county-level funding decisions.

Projected Comprehensive Impact

The successful implementation of this integrated economic strategy is projected to deliver wide-ranging benefits for Shawnee.

Impact Area	Description
Visitor Spending	Captures millions of dollars annually in visitor spending on food, lodging, retail, and entertainment that is currently leaving the city.
Hotel/Motel Zones	Leverages targeted lodging districts to capture tax revenue directly from tournament visitors.
Downtown Revitalization	The surge in weekend foot traffic provides a sustainable customer base for downtown restaurants, shops, and other small businesses.
Community Identity	Establishes Shawnee as a recognized regional hub for youth sports, enhancing civic pride and attracting further investment.
Safety & Oversight	Implements transparent management and financial structures, ensuring FEMA compliance for public assets and rebuilding public trust.