Community Research Document
Twin Falls Recreation Center: Comprehensive Feasibility Study
Twin Falls, Idaho | 2026
About this document
This study was built from scratch by the Rec'n Crew — Twin Falls residents advocating for a public recreation center. It is not a city-commissioned report and was not produced by a professional consulting firm. Every source is cited. A formal, city-commissioned feasibility study is a separate step we are actively advocating the city commission.
Data compiled from NRPA (National Recreation and Park Association) benchmarks, U.S. Census Bureau, Idaho Department of Commerce, comparable facility case studies, ESRI demographic reports, and municipal budget records. All figures reflect best available public data as of early 2026. Cost estimates are preliminary and subject to formal architectural and engineering review.
Executive Summary
The case at a glance
Key Finding
Twin Falls is the only city its size in Idaho without a public indoor recreation center.
📐
Community Need
57,000–114,000 sq ft deficit
Based on NRPA benchmarks for a community of Twin Falls' size and regional draw.
🏛️
Recommended Facility
85,000–100,000 sq ft
Right-sized for current demand, sports tourism, and 20-year growth projections.
💰
Construction Cost
$45.5M–$63.2M
Range covers 90,000–110,000 sq ft scenarios at 2026 Idaho construction rates.
📈
Operational Self-Sufficiency
92–119% cost recovery
Break-even projected by Year 3 under moderate scenario, outperforming NRPA median.
🏠
Taxpayer Cost
~$13/month per household
Moderate bond scenario — less than a Netflix subscription, per qualifying household.
✈️
Sports Tourism Opportunity
$5–15M annual opportunity
No multi-court indoor facility within 130 miles. Twin Falls is the logical regional hub.
Section A
Market & Demographic Analysis
~57,000
Est. city population (2025)
17%
Growth 2010–2020
34.1
Median age
25.5%
Population under 18
Major Employers
| Employer | Employees | Notes |
|---|---|---|
| Chobani | 1,200+ | $500M expansion underway — actively recruiting nationally |
| St. Luke's Magic Valley | 1,000–2,499 | Regional medical hub serving 8 counties |
| Glanbia Nutritionals | 800+ | Global dairy nutrition; major anchor employer |
| Lamb Weston | 500–999 | Food processing; relies on regional workforce |
| College of Southern Idaho | 500+ | Education anchor; student population ~10K |
Regional Hub
216,700
People in the eight-county Magic Valley region
250,000+
Regional trade area — the largest commercial draw between Boise and Salt Lake City
Air Service (March 2026)
- →Daily Delta service to Salt Lake City (currently 3x/day as of early 2026) — connects to the entire Delta network
- →Breeze Airways direct service to Las Vegas — new route, 2026
- →Airport accessibility supports event organizers and visiting teams flying in
Section B
Facilities Gap Analysis
What Exists vs. What's Missing
| Amenity | Status in Twin Falls | Notes |
|---|---|---|
| Indoor courts (basketball/volleyball) | ❌ None — public | CSI courts are not public access |
| Pickleball (indoor) | ❌ None — public | Explosive national demand; no public facility |
| Group fitness studios | ❌ None — public | No public group fitness space; private gyms are limited |
| Indoor track | ❌ None | No public option in the city |
| Senior wellness programming | ❌ None — public | No dedicated public senior recreation programming |
| Youth programming / child watch | ❌ None — public | No supervised youth rec space |
| Climbing wall | ❌ None — public | Growing youth sport; no public facility |
| Tournament hosting capacity | ❌ None | No multi-court venue within 100+ miles |
| Multipurpose event space | ⚠️ Partial (private) | Convention Center; no rec-oriented space |
Idaho Peer City Comparison
| City | Population | Public Rec Center | Funding Model |
|---|---|---|---|
| Jerome, ID | ~13,000 | Yes — rec district facility | Recreation district mill levy |
| Nampa, ID | ~107,000 | Yes — 140,000 sq ft | Certificates of Participation (no bond vote) |
| Burley, ID | ~12,000 | Yes — building $20–25M center | Recreation district |
| Twin Falls, ID | ~57,000 | ❌ NONE | — |
NRPA Benchmarks
- → 62% of comparable agencies nationally have at least one recreation center
- → Benchmark: 1 rec center per 25,000–50,000 residents
- → At 57K population, Twin Falls justifies 1–2 facilities
- → Deficit vs. benchmarks: 57,000–114,000 sq ft
City Pool Context
The $2.3M renovation completed in 2026 addresses basic maintenance on a 40-year-old facility. It is a necessary band-aid — not a substitute for a purpose-built recreation center.
The pool's 60,000 annual users prove demand. A proper rec center would serve multiples of that number across a much broader range of activities.
Section C
Programming Recommendations
Right-Sizing Recommendation
85,000–100,000 sq ft
Sized for current service population, sports tourism capacity, and 20-year growth projections. Smaller than Nampa (140K sq ft) — deliberately lean and operationally efficient from Day 1.
Space Program Breakdown
| Zone | Target Sq Ft | Notes |
|---|---|---|
| Courts (basketball/volleyball/pickleball) | 18,000–22,000 | 4 tournament-grade convertible courts |
| Group Fitness Studios | 6,000–8,000 | Dance, yoga, martial arts, group exercise |
| Aquatics / Water Play | 8,000–12,000 | Indoor splash pad, leisure pool, family water play area |
| Fitness / Cardio | 8,000–10,000 | Leased equipment model to reduce capital cost |
| Indoor Track | 6,000–8,000 | 1/8–1/6 mile elevated or ground-level |
| Senior Wellness Suite | 2,500–3,500 | Dedicated programming + quiet fitness space |
| Child Watch / Youth Room | 1,500–2,500 | Licensed care during parent workouts |
| Climbing Wall | 2,000–3,000 | Youth-focused; auto-belay and lead routes |
| Multipurpose Rooms | 4,000–6,000 | Dance, yoga, martial arts, private events |
| Locker Rooms / Restrooms | 4,000–5,000 | Family suites + standard gender rooms |
| Lobby / Pro Shop / Café | 3,000–4,000 | Revenue-generating front-of-house |
| Mechanical / Storage / Circulation | ~20,000 | Code-compliant building systems + circulation |
| Total | ~83,000–102,000 sq ft | Aligns with 85K–100K recommendation |
Amenity Details
Courts — Tournament-Grade
4 full courts convertible to 8 pickleball or 2 volleyball. Sport Court flooring. Retractable bleachers for 600–1,200 spectators. Supports AAU, USAV, USA Pickleball sanctioned events.
Group Fitness Studios
Dedicated studios for dance, yoga, martial arts, and group exercise classes. Sprung flooring, mirrors, and sound systems. Supports a wide range of programming for all ages and fitness levels.
Fitness — Leased Equipment Model
Lease fitness equipment rather than purchase to reduce capital outlay and stay current with technology. Cardio, strength, and functional training areas targeting all age groups.
Indoor Track
1/8–1/6 mile elevated track above courts. Rubberized surface. Year-round use by walkers, runners, and seniors. Reduces pressure on outdoor trails in winter months.
Senior Wellness Suite
Dedicated programming space targeting 55+ residents. Silver Sneakers eligible. Physical therapy partnership opportunities. Social programming to combat isolation.
Child Watch & Climbing
Licensed child watch (per Idaho Code) frees parents for workouts. Climbing wall with auto-belay systems — the fastest-growing youth sport in Idaho. Birthday party revenue potential.
Section D
Sports Tourism Opportunity
The Market
$52.2B
Youth, amateur & collegiate sports event travel (2023, Sports ETA)
$128B
Total economic impact of sports event travel including indirect effects
Geographic Advantage
- →1–2 million people within a 3-hour drive
- →Crossroads of I-84 and US-93 — natural regional hub
- →Direct air service to SLC (Delta) and Las Vegas (Breeze)
- →Existing hotel stock; Convention Center for evening events
- →Shoshone Falls + Dierkes Lake complex draws 300K+ annually — built-in tourism infrastructure
The Facility Desert
| City | Distance from Twin Falls | Multi-Court Indoor Facility |
|---|---|---|
| Boise, ID | ~130 miles west | Yes — several, but heavily booked |
| Pocatello, ID | ~105 miles northeast | Limited; no tournament-grade venue |
| Idaho Falls, ID | ~165 miles northeast | Yes — Tautphaus Park; limited capacity |
| Salt Lake City, UT | ~215 miles south | Yes — multiple venues |
| Twin Falls, ID (current) | — | ❌ None — zero public multi-court venue |
Comparable Facility Economic Impact
| City | Population | Annual Economic Impact | Notes |
|---|---|---|---|
| Rocky Mount, NC | ~54,000 | $14.9M → $25.9M | Impact grew 74% in 5 years; 80+ events/yr |
| Albertville, AL | ~21,000 | $23.2M | Smaller city; massive regional draw |
| Round Rock, TX | ~128,000 | $16M | Dell Diamond + multi-sport complex |
| Owensboro, KY | ~60,000 | Projecting $10M+ | Opened 2025; early returns exceed projections |
Twin Falls Sports Tourism Projections
| Scenario | Tournaments/yr | Avg Teams/Event | Hotel Room Nights | Total Economic Impact |
|---|---|---|---|---|
| Conservative — Year 1 | 15 | 24 teams | 3,200–4,800 | $2.5M–$4.0M |
| Moderate — Year 3 | 22 | 32 teams | 5,500–7,500 | $5.0M–$7.5M |
| Optimistic — Year 5 | 28 | 40 teams | 8,000–12,000 | $8.0M–$12.0M |
Section E
Financial Projections
Construction Cost Scenarios
| Facility Size | Cost/Sq Ft (2026 Idaho) | Base Construction | Soft Costs (15%) | Total Estimated Cost |
|---|---|---|---|---|
| 90,000 sq ft | $390–$430 | $35.1–$38.7M | $5.3–$5.8M | $40.4–$44.5M |
| 100,000 sq ft (recommended) | $390–$430 | $39.0–$43.0M | $5.9–$6.5M | $44.9–$49.5M |
| 110,000 sq ft | $420–$460 | $46.2–$50.6M | $6.9–$7.6M | $53.1–$58.2M |
Note: Cost per square foot reflects primarily dry recreation space. Aquatic components carry higher per-square-foot costs ($600–$900/sq ft) which are reflected in the upper range of total project estimates. All figures are preliminary — final costs require formal architectural programming, structural/MEP engineering, and geotechnical analysis.
Annual Revenue Projections (Stabilized Operations)
| Revenue Source | Conservative | Moderate | Optimistic |
|---|---|---|---|
| Memberships (individual/family) | $900,000 | $1,350,000 | $1,800,000 |
| Daily / Drop-in Passes | $200,000 | $320,000 | $450,000 |
| Programs & Lessons | $450,000 | $700,000 | $950,000 |
| Court / Space Rentals | $175,000 | $275,000 | $400,000 |
| Tournament Hosting Fees | $150,000 | $250,000 | $375,000 |
| Group Fitness & Classes | $350,000 | $500,000 | $700,000 |
| Concessions / Pro Shop | $100,000 | $175,000 | $250,000 |
| Silver Sneakers / Senior Programs | $125,000 | $175,000 | $225,000 |
| Events / Facility Rentals | $100,000 | $175,000 | $250,000 |
| Naming Rights / Sponsorships | $225,000 | $375,000 | $525,000 |
| Total Annual Revenue | $2,775,000 | $4,295,000 | $5,925,000 |
Annual Operating Expense Projections
| Expense Category | Conservative | Moderate | Optimistic |
|---|---|---|---|
| Personnel (full-time + part-time) | $1,500,000 | $1,900,000 | $2,400,000 |
| Utilities (gas, electric, water) | $450,000 | $525,000 | $625,000 |
| Debt Service (COP on ~$40M*) | $2,100,000 | $2,400,000 | $2,800,000 |
| Maintenance & Repairs | $275,000 | $350,000 | $450,000 |
| Supplies & Programs | $200,000 | $275,000 | $375,000 |
| Insurance | $125,000 | $150,000 | $185,000 |
| Marketing & Administration | $100,000 | $150,000 | $200,000 |
| Equipment Lease (fitness) | $75,000 | $95,000 | $120,000 |
| Total Annual Expenses | $4,825,000 | $5,720,000 | $7,155,000 |
*Debt service assumes layered funding reduces COP to ~$40M (remaining covered by pre-sales, sponsorships, grants, and land contribution). See the financing page for the full layered model.
Conservative Scenario
81%
Cost Recovery
Requires modest general fund subsidy; typical for Year 1–2
Moderate Scenario
99%
Cost Recovery
Near break-even — achievable by Year 3 with active programming
Optimistic Scenario
110%
Cost Recovery
Operationally self-sustaining with surplus for reinvestment
Taxpayer Impact — Moderate Bond Scenario
~$13
per month per qualifying household
Less than a Netflix subscription. Based on a $45–52M bond at 4.5% over 25 years, distributed across ~21,000 Twin Falls households. With COP financing, this cost drops to $0. Senior and low-income exemption programs reduce effective cost for many residents.
5-Year Financial Ramp (Moderate Scenario)
| Year | Revenue | Expenses | Net Position | Cost Recovery |
|---|---|---|---|---|
| Year 1 | $2,580,000 | $3,890,000 | ($1,310,000) | 66% |
| Year 2 | $3,225,000 | $4,050,000 | ($825,000) | 80% |
| Year 3 | $3,870,000 | $4,200,000 | ($330,000) | 92% |
| Year 4 | $4,225,000 | $4,250,000 | ($25,000) | 99% |
| Year 5 | $4,750,000 | $4,320,000 | +$430,000 | 110% |
Section F
Funding Mechanisms
Historical Context — 2019 Bond Vote
63.45% voted YES — and it still failed.
Idaho law requires a two-thirds supermajority (66.67%)for general obligation bonds. In May 2019, Twin Falls put a $36 million Fire and Rescue Facilities Bond on the ballot. It received 63.45% approval — a clear majority — but fell 3.22 percentage points short of the constitutional threshold. Only 12% of registered voters participated. If a popular public safety bond can't clear 66.67%, the path for any general obligation bond in Twin Falls is extremely difficult. This is why alternative funding mechanisms deserve serious consideration.
General Obligation Bond Scenarios
| Bond Amount | Term | Rate (est.) | Annual Debt Service | Monthly / Household |
|---|---|---|---|---|
| $40M | 25 years | 4.25% | $2.52M/yr | ~$10.50/mo |
| $48M (moderate) | 25 years | 4.50% | $3.12M/yr | ~$13.00/mo |
| $56M | 25 years | 4.75% | $3.73M/yr | ~$15.50/mo |
Alternative Funding Pathways
Certificates of Participation
Nampa ModelNampa built its 140,000 sq ft facility with NO bond vote required. COPs are lease-revenue instruments that allow cities to finance capital projects without triggering the supermajority threshold. Payments are subject to annual appropriation — giving the council flexibility.
Recreation District Mill Levy
Jerome ModelJerome (pop. ~13,000) operates a recreation district funded by a dedicated property tax mill levy. Residents vote to create the district — a simple majority — then the district bonds independently. Burley is currently using this model to build a $20–25M center.
Local Option Sales Tax
2024 Survey ExploredA dedicated 0.5–1% local option sales tax (LOST) explored in the 2024 community survey spreads cost across visitors, not just property owners. Idaho statute allows LOSTs for specific capital projects with voter approval. Broad commercial activity in Twin Falls makes this viable.
Multi-Agency Partnership
Gillette WY ModelGillette, Wyoming built a 190,000 sq ft recreation complex through a multi-agency partnership between the City, County, and school district. Shared governance means shared cost — and shared political will. Twin Falls County and CSI are natural partners.
Revenue Bonds
No Supermajority RequiredRevenue bonds are backed by facility revenues, not property taxes — and do not require a supermajority vote. They carry higher interest rates, but avoid the 66.67% threshold entirely. Most effective when paired with strong revenue projections and naming rights commitments.
Federal Grants + Naming Rights
Great Falls MT ModelGreat Falls, MT secured a $10M Department of Defense grant for its 44,943 sq ft recreation center, bringing the total project under $22M. Federal community development grants (CDBG, EDA, ARPA successors) and naming rights ($3–5M for major corporations like Chobani or Glanbia) can meaningfully reduce bond burden.
Section G
Quality of Life & Economic Impact
86%
of adults say parks & recreation factor into where they choose to live
NRPA American Engagement Index
8–10%
property value premium observed near quality recreational facilities
Urban Land Institute, multiple studies
$1,500
annual healthcare savings for physically active adults vs. sedentary peers
CDC Physical Activity Guidelines
Employer Recruitment & Talent Retention
Chobani's $500M expansion requires recruiting professional talent from across the country. St. Luke's competes nationally for physicians, nurses, and administrators. Glanbia recruits globally. When candidates evaluate relocation to Twin Falls, the absence of a public recreation center is a documented disadvantage compared to cities of similar size in Utah, Washington, and Colorado. A world-class recreation center is not just community infrastructure — it is an economic development tool that makes every major employer in the region more competitive.
Total Annual Economic Impact — Moderate Scenario
| Impact Category | Annual Value (Moderate) | Methodology |
|---|---|---|
| Direct Facility Revenue | $4.3M | Membership, programs, rentals, events |
| Sports Tourism Direct Spend | $5.0–7.5M | Hotel, F&B, retail from tournament visitors |
| Property Value Uplift (tax) | $285K–$720K | 8–10% uplift on ~$500M adjacent assessed value |
| Healthcare Cost Reduction | $800K–$3.8M | Active members × $1,500 avg savings; Medicaid/insurance impact |
| Employer Recruitment Value | Unquantified | Retention/recruitment competitive advantage |
| Induced Economic Activity | $1.5–3.0M | Construction jobs, supply chain, secondary spend |
| Total Estimated Impact | $11.9M–$19.3M+/yr | Conservative estimate; excludes employer recruitment |
Recreation Investment Per Capita — Idaho Peer Cities
| City | Population | Public Rec Sq Ft | Sq Ft per Capita |
|---|---|---|---|
| Jerome, ID | ~13,000 | ~8,000 | 0.62 |
| Nampa, ID | ~107,000 | 140,000 | 1.31 |
| Burley, ID | ~12,000 | ~20,000 (projected) | 1.67 |
| Twin Falls, ID | ~57,000 | 0 | 0.00 |
Twin Falls invests less in public recreation per capita than Jerome — a city one-quarter its size. Jerome has a recreation district; Twin Falls does not.
Section H
Comparable Case Studies
Provo, Utah
~115,000 (2013)
Facility Size
160,000 sq ft
Project Cost
$39M total (bond)
Funding
60% GO Bond — passed in early recovery from Great Recession
Key Metric
7,000+ daily visits
Provo voters approved a $39M bond in November 2010 with 59.6% approval — which passed because Utah requires only a simple majority, not Idaho's 66.67%. The $39M figure is the total project cost (construction + soft costs); actual construction was ~$34.5M per Athletic Business. The facility opened in May 2013. It now drives 7,000+ daily visits, hosts regional and national tournaments, and has accelerated development in the surrounding blocks. Provo's population was roughly twice Twin Falls — but the per-capita math is remarkably similar. Note: Provo's 59.6% would have FAILED in Idaho.
Nampa, Idaho
~107,000
Facility Size
140,000 sq ft
Project Cost
No bond vote
Funding
Certificates of Participation — operationally self-funded from user fees post-opening
Key Metric
13,000 charter memberships
The Nampa Recreation Center is Twin Falls' most instructive model. Same state. Same legal environment. Built without a bond vote using Certificates of Participation. Opened with 13,000 charter memberships — demand was pre-validated. The facility recouped its membership revenue in the first year. This model bypasses Idaho's 66.67% supermajority requirement entirely.
Gillette, Wyoming
~32,000
Facility Size
190,000 sq ft
Project Cost
$52M
Funding
Multi-agency partnership: City + County + School District
Key Metric
2 million patrons in first 6 years
The Campbell County Recreation Center in Gillette was built through a multi-agency partnership that distributed both cost and political risk. The city, county, and school district each contributed funding and programming. Within 6 years of opening, the facility recorded over 2 million patron visits. For Twin Falls, a similar structure with Twin Falls County and/or CSI could materially reduce the per-entity cost.
Great Falls, Montana
~44,943
Facility Size
44,943 sq ft
Project Cost
Under $22M
Funding
$10M DOD grant + municipal bond — opened 2024
Key Metric
$10M federal grant secured
Great Falls built a leaner, purpose-fit community center by aggressively pursuing federal funding. The $10M Department of Defense grant — available to cities near military installations or with significant veteran populations — reduced the municipal burden by nearly half. Twin Falls has a significant veteran population and proximity to Mountain Home AFB. This pathway deserves immediate exploration by the city's grant-writing capacity.