The Master Plan
Keeping every existing championship diamond exactly as built, this concept imagines the full Ballparks National footprint — a 100,000 SF indoor training facility, two hotels, and a BPN-owned restaurant & retail village rising on the surrounding land the complex already owns in every direction.
Sends recipients a clean, nav-free Master Plan page — ideal for investors, officials, and partners.
Concept rendering for illustrative purposes. Existing diamonds shown as built; surrounding development is conceptual.
300
New hotel keys on campus
85,000
SF of BPN-owned retail & dining
100,000
SF indoor training fieldhouse
500 yds
Owned land in every direction
100,000 SF Indoor Training
A year-round, climate-controlled fieldhouse for baseball, softball, and multi-sport development — training never stops, rain or shine.
Two On-Campus Hotels
Full-service resort lodging steps from the fields, so teams and families stay, play, and never have to leave the campus.
Restaurant & Retail Village
A walkable, BPN-owned town center leased to national and local food, apparel, and retail outlets — recurring rental income and the social heart of game weekends.
A Campus That Never Sleeps
A Second Option: Resort Water Park & Lazy River
This alternative master plan keeps every element of the base concept and adds a destination resort water park — a winding lazy river, resort pool, water slides, splash pad, and cabana decks — dropped into the open space between the retail village and the fieldhouse. It turns a sports-tournament campus into a true year-round family resort, deepening length-of-stay and hotel demand.
Lazy River
Signature winding river & resort pool
$40.0M
Incremental development budget
$10.5M
Added stabilized annual revenue
$4.4M
Added stabilized annual NOI
Incremental Development Budget
Water park enclosure & structure
Indoor/outdoor convertible enclosure, decking & structural shell
Lazy river, pools & slides
Winding lazy river, resort pool, water slides & splash pad
Pumps, filtration & MEP
Water treatment, pumping, heating & mechanical systems
Cabanas, deck & landscaping
Cabana rentals, lounger decks, islands & landscaping
Design, permitting & contingency
A&E, aquatic engineering, entitlements & 10% contingency
Stabilized Financial Impact
At stabilization the water park adds an estimated $10.5M in incremental annual revenue from admissions, cabana rentals, and poolside F&B, contributing roughly $4.4M of additional net operating income on top of the base master plan.
Beyond direct revenue, the water park lifts hotel occupancy and length-of-stay on non-tournament nights — a demand halo the base pro forma does not assume.
Concept rendering for illustrative purposes. Water park figures are incremental to the base master-plan budget and projections.
Building the Destination
Ballparks National already draws teams and families from across the country to the Lake of the Ozarks. The master plan converts that captive, recurring demand into owned real estate income — hotels, a year-round fieldhouse, and a leased retail village — on land the complex already controls 500 yards in every direction.
Executive Summary
The expansion adds three cash-flowing assets to the existing tournament complex. Two flagged hotels capture the room-nights the complex already generates but currently sends off-campus. A 100,000 SF indoor fieldhouse extends revenue into the winter and shoulder seasons. And a BPN-owned restaurant & retail village turns game-weekend foot traffic into recurring triple-net lease income from national and local tenants.
The Retail Ownership Strategy
BPN owns the full 85,000 SF retail footprint and leases it out — never operates it directly. Anchor food, apparel, and sporting-goods brands sign long-term NNN leases; local restaurants and boutiques fill the plazas. Landlord tenant-improvement allowances and percentage-rent clauses let BPN share in tenant upside while shifting operating risk to the operators.
Development Budget & Sensitivity
A concept-level, all-in construction budget for the three master-plan additions. Every input is editable — adjust line items and stabilized assumptions, then export the full deck as a PDF.
Indoor Training Fieldhouse — 100,000 SF
$37.8MBuilding shell & structure
100,000 SF @ ~$240/SF pre-engineered clear-span fieldhouse
Turf, courts & performance flooring
Multi-sport turf fields, hardwood courts & training surfaces
HVAC, electrical & lighting
Climate control, LED sport lighting & power
Training FF&E & technology
Cages, mounds, weight room, biomechanics & video systems
Two On-Campus Hotels — 300 Keys
$87.5MFull-service resort hotel (150 keys)
Delta Hotels by Marriott — ~$320k/key incl. amenities
Extended-stay hotel (150 keys)
Home2 Suites by Hilton — ~$200k/key
Hotel FF&E & pre-opening
Furniture, fixtures, branding & pre-opening operations
Restaurant & Retail Village — BPN-Owned, 85,000 SF
$32.5MRetail & restaurant shell (85,000 SF)
Town-center strip @ ~$250/SF core & shell
Landlord tenant-improvement allowance
TI packages to attract national & local tenants
Plazas, patios & streetscape
Walkable plazas, string lighting, patios & landscaping
Site, Infrastructure & Shared
$56.4MSitework, grading & utilities
Earthwork, water/sewer, stormwater & electrical infrastructure
Roads & structured parking
New access roads, surface & deck parking
Design, engineering & permitting
A&E, civil, legal, entitlements (~9% of hard cost)
Contingency (10%)
Construction & escalation contingency
Total Development Cost
$214.3M
Total Capitalization
$200.4M
Funding Gap
$13.8M
Sensitivity Analysis
Flex the stabilized (Year 5) operating assumptions and watch net operating income and the implied valuation move in real time.
Stabilized Pro Forma (Year 5)
- Hotel Room Revenue
- $12,807,120
- Retail Lease Income (NNN)
- $2,380,000
- Fieldhouse Revenue
- $6,500,000
- F&B / Ancillary
- $5,300,000
- Total Revenue
- $26,987,120
- Operating Expenses
- ($16,462,143)
- Net Operating Income
- $10,524,977
Implied Valuation @ 7.5% Cap
$140.3M
Stabilized NOI capitalized at the selected exit rate. Development basis: $214.3M.
Sources of Capital
Sponsor & Investor Equity
$66.0MKingdom Ventures & co-investors (~30%)
Senior Construction Debt
$88.0MBank / life-co loan (~40%)
Hotel Franchise / JV Equity
$30.0MFlag-aligned hotel development partners
Public Incentives (TIF / grants)
$16.4MMissouri tourism, CID/TIF & infrastructure grants
Two Hotel Brands Built for This Resort
A dual-brand strategy pairs a full-service resort flag for events, sponsors, and premium stays with a value extended-stay flag purpose-built for multi-night travel-team and family visits.
Delta Hotels by Marriott
Marriott International · Full-service resort & conference
A streamlined full-service Marriott flag built for group and event travel. Delivers ballroom & meeting space for banquets, coaches' clinics, recruiting showcases and sponsor events — plus Marriott Bonvoy's 200M+ member engine to fill rooms on non-tournament nights.
- Ballroom & meeting space
- Full-service restaurant & bar
- Resort pool & fitness
- Marriott Bonvoy loyalty
Home2 Suites by Hilton
Hilton Worldwide · Extended-stay for teams & families
All-suite, extended-stay rooms with kitchens are purpose-built for multi-night travel-team and family stays. Efficient operating model, high margins, pet-friendly, and Hilton Honors distribution — the ideal companion flag to capture tournament room-night demand at a value price point.
- Suites with kitchens
- Free breakfast & market
- Guest laundry
- Hilton Honors loyalty
Lease & Ownership Structure
How the retail income is contracted and how BPN's land control lowers the basis — the terms that make the cash flow durable and the returns defensible.
Retail Lease Terms (NNN)
Lease Structure
Triple-Net (NNN)
Tenants pay base rent plus their pro-rata share of taxes, insurance, and CAM — BPN's income is largely expense-insulated.
Base Term
10 years
Anchor tenants sign 10-year primary terms with two 5-year renewal options.
Annual Escalations
3% / year
Fixed annual base-rent bumps protect real yield against inflation.
Percentage Rent
6% over breakpoint
National anchors pay additional rent on sales above a natural breakpoint, giving BPN tenant upside.
TI Allowance
$80 / SF
Landlord tenant-improvement package attracts credit tenants; amortized back into rent.
Blended Base Rent
$28 / SF NNN
Weighted across national anchors, local restaurants, and boutique retail.
Land & Ownership
Land Control
500 yds in every direction
BPN owns the property surrounding the existing diamonds, beyond the outfield fences and parking lots.
Existing Land & Development Debt
≈$10.5M outstanding
BPN acquired the tract and then financed site development and improvements through a bank; the remaining balance is to be refinanced and consolidated into the Phase II facility at closing.
Retail Real Estate
100% BPN-owned
BPN owns and leases the 85,000 SF village; it never operates the tenants directly.
Hotel Structure
Franchise / JV
Hotels operate under Marriott and Hilton flags via franchise or joint-venture equity with development partners.
Existing Complex
Retained as-built
Every championship diamond, the lake, and the hills remain exactly as constructed.
Entitlement Risk
Materially reduced
Owned, contiguous land shortens the path through zoning, entitlement, and assemblage risk.
5-Year P&L & Projections
Incremental revenue and net operating income from the master-plan additions only, ramping from opening to stabilization. Existing complex operations are reported separately on the Financials dashboard.
Revenue, Expenses & NOI
Revenue Mix by Source
| Pro Forma ($) | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|---|---|---|---|---|
| Hotel Room Revenue | $9,200,000 | $14,500,000 | $18,900,000 | $21,600,000 | $23,400,000 |
| Retail & Restaurant Lease Income | $2,100,000 | $3,050,000 | $3,650,000 | $4,050,000 | $4,350,000 |
| Fieldhouse Training & Rentals | $3,100,000 | $4,600,000 | $5,500,000 | $6,100,000 | $6,500,000 |
| F&B, Parking & Ancillary | $2,400,000 | $3,500,000 | $4,300,000 | $4,900,000 | $5,300,000 |
| Total Revenue | $16,800,000 | $25,650,000 | $32,350,000 | $36,650,000 | $39,550,000 |
| Operating Expenses | ($12,800,000) | ($16,900,000) | ($19,800,000) | ($21,600,000) | ($22,700,000) |
| Net Operating Income | $4,000,000 | $8,750,000 | $12,550,000 | $15,050,000 | $16,850,000 |
The Investment Opportunity
A rare chance to develop a fully-programmed sports-tourism destination on owned land with proven, recurring demand — structured for institutional and strategic partners.
Proven Demand
The existing complex already fills room-nights and draws hundreds of thousands of visitors annually — the expansion captures spend that leaves campus today.
Owned Land Basis
BPN controls the surrounding property 500 yards in every direction, removing land cost and entitlement risk from the equation.
Diversified Cash Flow
Hotels, NNN retail leases, and year-round training smooth seasonality and blend hospitality, real estate, and sports income.
Target Capital Partners
We are engaging mission-aligned sports, hospitality, and real-estate investors — including Kingdom Ventures — alongside sports-tourism private equity, hotel development partners, and regional economic-development capital.
A Proposal to the State of Missouri
From Sports Complex to Destination Resort
Ballparks National was built to be a destination. This proposal outlines a public–private partnership to complete that vision at the Lake of the Ozarks — transforming a sports-only complex into a full resort anchored by the fields and surrounded by hotels, restaurants, and retail. It is addressed to the Missouri divisions with the authority and programs to make it happen.
The Branson precedent
In September 2025 the City of Branson unanimously approved the Gretna Road & Town & Country TIF plan — an estimated $400 million, 136-acre development pairing a city-built indoor sports facility with a 200-room hotel, restaurants, retail, cabins, and attractions. Missouri has already validated the exact model BPN proposes: public financing tools anchoring a sports-tourism destination. Ballparks National brings the same formula to the Lake of the Ozarks — on land BPN already owns.
Source: Ozarks First — “$400M tourism and sports project approved in Branson,” Sept. 2025
Projected Annual Economic Impact
Illustrative ramp of visitor spending, state & local tax generation, and jobs supported as the destination stabilizes over five years.
Addressed To
State tourism marketing authority; administers Cooperative Marketing Grants and destination-promotion funding.
The ask: Cooperative Marketing Grant partnership to promote BPN as a national sports-tourism destination and out-of-state visitor draw.
Administers business incentives, the Amateur Sporting Contribution Tax Credit, and community development tools.
The ask: Amateur Sporting Contribution Tax Credit certification and guidance on layering state incentives with local financing.
Front door for major private investment projects; coordinates state-level project support and site development.
The ask: Designation as a priority regional tourism project and a single point of coordination across DED programs.
Local approval authority for TIF, CID, and Transient Guest (lodging) Tax districts at the Lake of the Ozarks.
The ask: Local Tax Increment Financing (TIF) and Community Improvement District (CID) to fund public infrastructure.
Issues bonds and administers infrastructure tax credits for qualifying economic-development projects.
The ask: Infrastructure Facilities Tax Credit and bond financing support for roads, utilities, and structured parking.
The Public Financing Toolkit
Captures new incremental tax revenue to reimburse public infrastructure — the same tool anchoring Branson's $400M Gretna Road project.
Adds a modest district sales/property assessment to fund shared plazas, parking, and streetscape within the resort village.
Existing Lake of the Ozarks lodging tax reinvested into destination marketing that drives hotel room nights to campus.
State tax credits for contributions that attract amateur & collegiate sporting events — funds tournaments that fill the hotels.
Matching state funds for out-of-state advertising positioning BPN as a premier vacation-and-sports destination.
Bond and tax-credit tools for utilities, roads, and structured parking that unlock private hotel & retail investment.
The Path to a Destination Resort
Phase 1: Public-partnership formation
Months 0–12 $3M – $6M (pre-development)Establish TIF/CID districts with the county, secure MDT and DED program certifications, and file for MDFB infrastructure support.
- TIF & CID districts petitioned and approved with Camden County
- MDT Cooperative Marketing and DED program applications filed
- MDFB infrastructure financing term sheet secured
- Master site engineering & environmental review complete
Source Citations
- 1.Ozarks First — “$400M tourism and sports project approved in Branson”
September 2025 City of Branson approval of the Gretna Road / Town & Country TIF — the validating precedent for a sports-tourism destination.
https://www.ozarksfirst.com/news/gretna-road-town-country-development/
- 2.Missouri Division of Tourism — Cooperative Marketing Program
State matching funds for out-of-state destination marketing.
https://www.modiv.com/grants/cooperative-marketing
- 3.Missouri Department of Economic Development — Business & Community Solutions
Amateur Sporting Contribution Tax Credit and business incentive administration.
https://ded.mo.gov/programs
- 4.Missouri Development Finance Board — Infrastructure Facilities Tax Credit
Bond issuance and infrastructure tax credits for qualifying economic-development projects.
https://mdfb.org/programs
- 5.Missouri DED — Tax Increment Financing (TIF) overview
Local incremental-revenue financing tool for public infrastructure.
https://ded.mo.gov/programs/community/tax-increment-financing-tif
Room to Grow in Every Direction
Beyond the outfield fences and parking lots, Ballparks National controls the surrounding property roughly 500 yards in every direction — the runway for this next chapter of the destination.