ESBD_484263_1771459499602_MMR RFP Addendum 1 final.pdf

February 18, 2026

ADDENDUM NUMBER 1

MANAGEMENT OF CAMPUS SPONSORSHIPS, DIGITAL ADVERTISING AND ATHLETICS

MULTIMEDIA RIGHTS

04-TARLTON-RFP-0015

PROPOSAL MUST BE RECEIVED BEFORE:

2:00 PM Central Time, Friday, 06 March 2026 Addendum 1 has been issued in response to questions submitted and includes an updated

Key Events Schedule

EVENT DATE

Issue RFP January 19, 2026 Deadline for Submission of Questions February 2, 2026 Answers to Questions Posted February 18, 2026

Vendor Walk-Through February 25, 2026

1:00 pm – 5:00 pm Athletics Admin bldg 688 Stephenville, TX

Deadline for Submission of Proposals March 06, 2026 Approximate award date April 1, 2026 Expected Contract Start Date June 1, 2026

REFER ALL INQUIRIES TO:

Ms. Cori Luttrell, Director, Procurement Services Tarleton State University Procurement Department

254-968-1683 Email: luttrell@tarleton.edu mailto:luttrell@tarleton.edu

1) Sponsorship Revenue & Financials

• Provide gross sponsorship revenue (cash), itemized by sponsor, for FY22–FY26 (past five fiscal years), including any multi‑year commitments; include projections for FY25–26.

FY22: $375,000

FY23: $564,000

FY24: $610,000

FY25: $745,000

FY26: $901,000

• Provide a list of all current corporate partners with contract terms and investment levels (cash and trade/in‑kind); indicate Athletics vs. Rodeo sponsors.

We have roughly 75-80 sponsors providing ~$900,000 in cash and 15-20 sponsors providing ~$60,000 in trade. The median sponsorship deal is $7,500 with only two agreements over $50,000. The top deal is $116,700. 20 partners are at $15,000 or above and only 13 are below $2,000.

• Provide total barter/trade revenue for FY24–25 and projected barter for FY25–26.

ATHLETICS

FY25 - $96,000

FY26 - $60,000

A concerted effort was made to move away from trade that wasn’t useful and encourage cash agreements.

• Summarize sponsorship revenue performance trends over the past 2–3 fiscal years

(growth/decline drivers, average deal size, renewal rates). Intentional about growing average partner size to focus on a core group of 20-25 needle movers and not promise more than we can fulfill. Move small partners ($1,000) to philanthropy. Non-renewed accounts are overwhelmingly mom and pop shops that weren’t doing true sponsorship deals. Shifting culture from small ‘gifts’ that have some sponsor elements to true sponsorship agreements of $10,000+.

• Detail any revenues tied to campus‑wide agreements (e.g., beverage/pouring rights):

revenue share between University and Athletics, portion allocated to Athletics, and whether reflected in Appendix. Approximately $360K annually from non-athletics sponsorships

• Expand on current pouring rights agreements (scope, term, category exclusivity, activation rights) and how revenue flows to Athletics and/or other units. Current pouring rights contract provides exclusive beverage supplier rights and official and exclusive beverage sponsor rights through August 31, 2029. Revenue is held centrally.

• Provide historical % of fulfillment costs relative to gross sponsorship revenue (last 3 years). About 7-8% in hard costs, not including tickets/parking type benefits.

• List any existing category‑exclusive deals and their terms. EECU Arena and financial institutions. Ford. Texan Revolver. “Official Financial Institution” sponsorship agreement through

• Detail other MMR revenues for the last 3 fiscal years (e.g., game program vending, radio affiliate fees, licensing pass‑throughs). This information will be disclosed to the awarded vendor

• Are sponsors exempt from licensing fees on free giveaway promotional items? If not, outline applicable licensing/royalty rates. Yes

2) Financial Model, Term & Legal/Policy

• Identify preferred financial model for MMR (e.g., greater‑of guarantee/revenue share, revenue share only, or profit share). We would prefer greater of guarantee / rev share model

• Will the University consider a longer initial term (e.g., 7–10 years) than the 5‑year initial term with 5 one‑year renewals stated in the RFP? No. In accordance with Texas state agency procurement guidelines, the University must adhere to the contract term structure established in the RFP. Extending the initial term beyond the stated period would not be consistent with state requirements governing contract duration and competitive solicitation.

• Is the termination‑for‑convenience provision negotiable or eligible for removal? No.

Termination for convenience is a standard provision required under Texas state agency contracting guidelines and is not negotiable or eligible for removal.

• Section 4.5 (5‑year mutual look‑in): confirm timing, remedies if performance is not met, and whether both parties may mutually define objective performance criteria. Remedies for failure to meet performance standards under State of Texas guidelines may include written notice of deficiency, a defined cure period, withholding of payment, implementation of a corrective action plan, assessment of liquidated damages when appropriate, recovery of additional costs incurred by the agency, and termination for cause if deficiencies are not timely resolved; Collaborative

• Section 6.5 (Performance Bond): will a bond be required, and how is the “full amount of the Contract” calculated when revenue share applies? Bonding will not be required

• Provide a list of system‑level/foundation rights referenced in the RFP (“all rights vested under their governing policies”). This information will be disclosed to the awarded vendor

• Will the University accept proposals for only the Intercollegiate Athletics MMR Program or only the Campus Digital Advertising Program? YES, however there are Athletics, University Sponsorships, Rodeo. Tarleton reserves the right to make award/s and enter into Agreement/s that stipulate options to purchase all or only specific parts of the items and/or services included in the awarded proposal

• Confirm whether a VETHUB Subcontracting Plan is required if no subcontracting is anticipated. Yes. Even if no subcontracting is anticipated by your company, a self-performing VETHUB/HUB Subcontracting Plan (HSP) is still required.

• Confirm whether jersey/uniform patch sponsorships and University licensing are carved out from any MMRA; if carved out, detail scope and retained rights. Not carved out, collaborate

• State sponsorship category restrictions and carve‑outs the MMR partner must abide by;

clarify consistency with current MMR partner terms and revenue calculations. Information is provided within the solicitation document.

• Identify any inventory restrictions or carve‑outs for current/future partners. Major Donors are carved out requiring discussion with university.

• State the University’s stance on emerging categories (e.g., CBD, alcohol/spirits, gambling/wagering, crypto/blockchain). Information is provided within the solicitation document.

• List any agreements that may impact MMR inventory (conference‑wide deals, naming rights, institutional exclusives) and applicable exclusivities. EECU, PEPSI, NAMING

RIGHTS, DINNING SERVICES, CONCESSIONS,

• Clarify exclusive rights to marks for corporate/public‑facing partners; list other groups with IP rights and the extent of their use rights. This information will be disclosed to the awarded vendor. University owns the rights to the marks.

• Will follow‑up clarification questions be permitted after responses to initial bidder inquiries? No. All clarification questions must be submitted during the initial inquiry period.

Follow-up questions after responses to the initial inquiries will not be permitted.

3) Assets & Inventory (Athletics)

• Provide current available multimedia rights inventory across all Athletics venues, events, and digital channels. See Attachment – Prior to execution of the final agreement, the successful proposer shall perform a comprehensive asset inventory audit of all applicable university assets within the scope of this contract.

• Provide general sales decks and/or rate cards for current Athletics MMR assets and packages. This information will be disclosed to the awarded vendor

• Centerpiece assets: are jersey patches a sales opportunity? If so, which teams are available and what are the parameters? YES, all teams are available

• Field/court marks: which field/court logos are sold today; list venues and identify new business opportunities by venue. Event Center and court are sold. Football, baseball, softball, soccer and track are available to sell. Volleyball/Wisdom Gym is not.

• List premium assets at all athletic facilities that are currently unsold. Event Center - Hospitality room, concourse/club. Football – Club, tent suite space.

• List current or future capital expenditure needs (e.g., scoreboards, video displays/LED), with prioritization; note any capital investment needs tied to revenue‑producing assets/initiatives. Baseball, Softball Scoreboards, Football Video Board, Campus Wide Marquee Board (Harbin St.).

4) NIL (Name, Image & Likeness)

• Are student‑athletes permitted to use University logos/marks in NIL campaigns? Outline required approvals/licensing. YES – Through the University Licensing Department approved by

AVP MARCOMM

• Provide current NIL strategy/philosophy and governance (including Athletics’ role vs. other campus units). NIL is all in-house. Fundraise through ‘Light the Stack’ fund. Internal Rev-Share.

External employees assist local businesses with 3rd party NIL deals.

• How many current student‑athletes have NIL deals? What is the average deal size?

INST - 160

3rd INST – >12

• What are Tarleton State Athletics’ needs and priorities surrounding NIL?

Fundamental goal is to growth the base of rev share and NIL, retain and recruit SAs , while at the same time expanding opportunities to more sports.

• List any third‑party NIL relationships (e.g., Brandr, Opendorse, INFLCR) and provide agreements or key terms if available. INFLCR is the only Athletics 3rd

5) Digital, Web, Social & Data

• Website/App: identify current providers (e.g., SIDEARM/WMT/other), term lengths, expiration dates; provide agreements or term summaries; list any inventory limitations or costs for selling into these platforms.

• Website provider is SIDEARM, year-by-year, includes software and support: $7,750

• App integration with SIDEARM: $6,000

• Provide annual analytics for Athletics digital and social platforms (impressions, engagement, web traffic, database size, email/SMS).

• Impressions on SIDEARM (Page Views): 2,597,726

• Impressions on App: 183,288

• Users on SIDEARM: 740,000

• Users on App: 3,887

• Followers on Twitter: 129,091

• Followers on Facebook: 42,105

• Followers on Instagram: 79,353

• Interactions on Twitter: 690,775

• Interactions on Facebook: 1,558,356

• Interactions on Instagram: 2,083,740

• Email database: 33,739

• Summarize social media commercial opportunities and current packaging/monetization approach. We have the opportunity to commercial most of the content we post on social media, whether that be in the form of overlays, collaborations, campaigns, etc.

• List other digital agreements (social hubs, infographics, apps, rewards/loyalty, digital programs,

• Fan Reward integration with SIDEARM: $6,500

• Live streaming capability integration with SIDEARM: $1,750

• texting/SMS).

• E‑commerce: who manages merchandise sales on the official Athletics site and what is the annual revenue? We do not manage merchandise sales — official "Athletics Store" is Barefoot, which is run through university: https://www.barefootcampusoutfitter.com/collections/tarleton

• Content strategy: Describe Athletics’ content strategy (formats, cadence, distribution, resources).

• Our strategy is to inform, entertain and promote the athletic department, its programs, coaches, student-athletes and staff through our website, social media channels, digital marketing, print, etc. We maintain a regular, consistence presence on all platforms through voice, graphics, videos, quantity, etc.

• Resources: Staff consists of 8 full-time and 2 GA's to cover all related efforts, including ESPN+ broadcasts, across 12 sports and the athletic department as a whole.

• Conference restrictions: identify any restrictions on content distribution (e.g., video highlights, archival usage). Only broadcast related really, restrictions on commercials per https://www.barefootcampusoutfitter.com/collections/tarleton broadcast/sports (i.e., football games typically only allow us a few spots for commercials with the rest controlled by the network, but baseball they could be all ours on average).

6) Radio / Audio Programming

• Flagship & affiliates: name current flagship station and affiliates; provide terms, associated costs, and the agreement if available. Flagship station is 90.5FM KTRL and 100.7FM KXTR.

We use both of these stations with 100.7FM being used when we have crossover. Women’s basketball is housed exclusively on 100.7FM due to the number of games that are at the same time as men’s basketball. The current agreement with those University owned non-commercial stations is $45,000 per year for all broadcasts. If we add to broadcasts or need to schedule more there are fees included in the agreement based on the time of the event, but we rarely have anything extra that is not included in the agreement.

• Coverage: list sports with radio coverage and number of games broadcast per sport;

identify any coaches radio shows. Football, men’s and women’s basketball, and select baseball and softball games including the WAC tournament games. This season we will have between 90 and 100 game broadcasts on radio depending on tournament and postseason games for basketball, baseball and softball. We have three coaches shows currently: football, men’s basketball and women’s basketball. Each are 30 minutes and will total 39 for the season - 15 for football and 12 for each basketball program. Volleyball coaches show was discontinued in 2025.

• Talent: list current radio/TV talent by title and sport (play‑by‑play, color, sideline, engineer, spotter, statistician, host).

• Full Time Staff:

o Byron Anderson-Football Radio PXP, baseball radio PXP, Basketball TV PXP, baseball TV PXP, schedules all talent for TV/Radio, Produces all audio imaging for Tarleton Sports Network, Head Engineer for all radio broadcasts o Kyle Crews: Men’s Basketball Radio PXP, TV PXP for various sports including, Volleyball, Women’s soccer, and Softball o Blaine Tamez: Director of Athletic Video Productions-All sports

• Part Time/Freelance - In addition TSU utilizes a number of part time freelancers for all roles as needed.

• Inventory ownership: who owns in‑game/spot inventory (University vs. affiliates)? Provide the split by sport. University

• Expenses: itemize radio costs (affiliates/distribution, clearance fees, production, equipment, talent fees, travel, per diem).

o Talent Across all radio Broadcasts-$28,950 excluding Byron Anderson o Travel Expenses Across all radio broadcasts-$23,961.39 o Production: $1993.00 for our voice over guy and a couple yearly subscriptions to royalty free music (Envato) an AI music creation tool (Suno) and audio storage (soundcloud).

o Equipment: Averages about $7000 per year o Apparel: $2200

• Streaming: do Tarleton State or affiliates stream radio broadcasts? If so, which sports and platforms? Yes, games are streamed at www.tarletonsports.com/watch and on the Tarleton Sports App http://www.tarletonsports.com/watch

• Programming lengths: current lengths for pre‑game/post‑game shows and any weekly/call‑in/coach shows. Football and Basketball radio pregame and post-game shows are 30 minutes. Coaches shows are 30 minutes. We do 15-to-20-minute pre and postgame shows for baseball and softball.

• Staffing & travel: number of staff by role with wages/rates; travel costs; charter availability and allocated seats for football/basketball; define traveling party for radio. Majority of travel costs allocated to the sport’s budgets.

o Football- PXP, color, sideline – 3 seats Charter o Men’s Basketball- PXP only 1 seat commercial travel o Women’s basketball- PXP only commercial travel o Baseball- PXP only commercial travel o Softball-PXP only commercial travel

• Equipment ownership: is broadcast equipment owned by the University or the current MMR partner? University

7) Television / Video Programming

• Distribution: list games and/or coaches shows that are televised (OTA/cable) or streamed;

identify platforms by sport. We broadcast all home games for the teams listed below on either ESPN+ or the WAC International Network if there is a crossover conflict.

• Football- ESPN+

• Men’s and women’s basketball- ESPN+

• Women’s Volleyball- ESPN+ and WAC International Stream with conflict

• Women’s Soccer- ESPN+ and WAC International Stream with conflict

• Baseball- ESPN+ and WAC International Stream with conflict

• Softball- ESPN+ and WAC International Stream with conflict

• Expenses & responsibility: itemize TV costs (production, talent, equipment, rights fees) and who pays (University, broadcaster, third party). $30,000-$35,000 in production, fees, and talent excluding Byron Anderson.

• Inventory ownership: who owns commercial inventory for game telecasts and coaches shows? University

• Out‑of‑conference content: identify any content/TV programming of interest outside current conference deals and who would handle production and expense. University handles production and expenses of any out-of-conference content excluding events picked up by ESPN, etc.

8) Signage & Print

• Signage: average annual expenses (production, installation, creative) and typical lead times; identify preferred vendors for scoreboards, LED, and related equipment. This information will be disclosed to the awarded vendor

• Print: summarize print projects (game programs, roster cards, magnets, schedule cards), quantities by sport, and whether sold (by sport) with annual revenue from sales. No sales area, limited printing.

• Print expenses: list annual printing/production expenses by sport and identify who currently pays these expenses. - SPORTS MARKETING AND PROMOTIONS

• Digital programs: is Athletics currently utilizing or open to digital game programs? For which sports? YES

9) Hospitality, Tickets, Parking & Office Space

• Hospitality: are hospitality events included in corporate partner agreements? Detail inclusions (tent/space, F&B, suites, travel, entertainment) and associated expenses. EECU and Sodexo receive suites at event center; pricing built into contracts.

• Tickets/Parking: what allotment (season & single game tickets, club seats, suites, field passes, parking) is provided to the MMR partner for fulfillment/cultivation? Identify any costs or donor contributions tied to locations. These assets are provided to corporate partners on a case-by-case basis with very little written contractual obligations. Options are flexible for season/single game tickets but limited for premium.

• Will the rightsholder receive tickets/parking at no cost for fulfillment, or must these be purchased? There will be opportunities for complimentary tickets/parking but not as a whole.

• Office space: is office space available within Athletics for the MMR partner? Indicate any cost and the earliest availability for transition. This information will be disclosed to the awarded vendor

• Concessions: opportunities to bring in new branded concessionaire partners (e.g., Chick‑fil‑A) and/or cooperate on branded vending with the concessionaire. Yes, subject to existing agreements with Sodexo.

10) Operations, Staffing & Expenses

• Comprehensive expense schedule: detail all expenses the selected rights holder must pay, by category (signage, programs, hospitality & tickets, fulfillment/promotions, website/digital, radio, TV, travel & entertainment, staff/personnel), with historical totals and category breakouts for the past 3 years. This information will be disclosed to the awarded vendor

• Deductions: identify any expenses (e.g., tickets, parking, suites) that may be deducted from gross revenues. This information will be disclosed to the awarded vendor

• Fulfillment accounting: confirm whether fulfillment expenses are netted from reported sponsorship revenue or accounted separately; provide historical fulfillment expense totals for the past 3 years. Accounted for separately. 8% of Gross is a good barometer.

• Staffing model: describe the local staffing model and personnel responsible for generating MMR revenues; include headcount, roles, and salary/benefits (aggregate). Two employees with a total salary range for MMR responsibilities around $120,000. Employees also share other roles in radio broadcasting that provide justification for additional salary income in the $150,000 range total. One holds a larger role with the overall broadcasting scheduling, staffing, etc. The other handles the majority of billing and fulfillment with MMR. Both do an equal amount of selling.

• Third‑party sellers: identify any third parties with formal agreements to sell MMR assets (e.g., radio stations with in‑game inventory). None, Radio not licensed to sell

• Access: are head coaches and athletic administrators available to support sponsor relationships and endorsements? Yes

• Fan data: does the University collect fan data; how is it leveraged; and is there a third‑party partner for data centralization/CRM/CDP? Paciolian is in place in 2025. Welcome further infrastructure in this area.

11) Ticketing (Operations & Strategy)

• Staffing: current staffing model for ticket operations, sales, and service; list each position and on‑site staffing. One manager, one box office, two sales reps.

• Outsourcing: do you have an outsourced ticket sales partner? If yes, list partner and term;

if not, would you consider outsourcing? No

• Inventory: how much ticket inventory is available for new season ticket sales by ticketed sport? There is ample availability

• History: provide historical ticket sales revenue and attendance for all ticketed sports for the past 5 fiscal years (Excel preferred), including total revenue collected each year. See Attachment

• Variables: list historical variables (scheduling/opponents/etc.) that significantly impact ticket sales. This information will be disclosed to the awarded vendor

• Pricing/secondary: outline current ticket pricing strategy and secondary market approach;

list any third‑party providers, agreement terms, and expiration. Agreement with SeatGeek through Paciolan to utilize platform for sales. Ticket pricing strategy is built around 1) supply and demand, 2) create delineation between premium, middle and GA. Charge more for the areas we have demand. Charge a premium price for a premium experience, but also make sure there’s an experience for middle class fans and those who just want to be in the building.

• Hospitality/tailgate: provide any agreements (e.g., REVELXP/Tailgate Guys), or summaries of key terms and expiration dates; list identified areas for hospitality activation. N/A

• Technology: identify current ticketing software platform provider and agreement expiration. Paciolan

12) Rodeo MMR

• Provide sponsorship revenue, itemized by sponsor, for FY22–FY25 (last 3 fiscal years), with projections for FY25–26 and barter totals for FY24–25 and projected FY25–26.

Main Yearly Sponsors:

Capri Campers- gives us a camper and we raise $30,000 plus for the give away American Hats- $30,000 wholesale trade for hats per year- value $60,000 per year Easley Trailers- Truck bed for school truck $20,000 Driver Land and Cattle Company- $65,000 4C Cattle- $20,000 Smarty- $20,000 trade out in roping products and dummies Signature Equine- $10,000 check and $10,000 in credit at vet clinic VB Orthopedic- no charge to see athletes Peacocks- $5,000 Outlaw Conversions- $5,000

Triangle Reality- $5,000 Buffalo Wild Wings- $5,000 Capital Hatters- $5,000 trade out Saddle Rags- $5,000 Delta Zeta- $5,000 Rowel Services- $5,000 trade out trash at rodeo City of Stephenville- $7,500 DPT- trade to not charge athletes for treatment Rodeo Alumni- scholarships over $40,000 JJ Hampton-$5,000 Coopers- $7,500 Hendershot- two tractors every 6 months or 250 hours Barefoot and High Creek-$5,000 trade out

Students sell ads and bring in right at $100,000 every year for the rodeo.

• Events & facilities: does the Rodeo team host home events at its own facility? Provide venue details. We host the Halloween rodeo, Smarty camp, and weekly roping’s at our facility.

We rent the Lone Star arena for the Tarleton Stampede each April

• Provide general sales decks and/or rate cards for Rodeo MMR assets and packages. This information will be disclosed to the awarded vendor

• Inventory: provide a full inventory list of Rodeo assets included (venue signage, livestreams, radio, social media, digital content, presenting entitlements). See attached inventory

• Exclusivity: are Rodeo rights granted exclusively; identify any existing sponsors/foundations/donor groups with pre‑negotiated access. There are no exclusive sponsorships

• Media: List current broadcasts (livestream/on‑demand/highlights) and platforms. We do a live feed of the Tarleton Stampede. We do commercials and highlights for the team sponsors through facebook, Instagram, etc.

• Analytics: provide impression/traffic/audience analytics to support valuation and reporting.

Our Rodeo hosts 17 colleges in the past and now the new region alignment has 7 schools in it.

• Governance: does Rodeo fall under the Athletics Department? If not, which department manages it? The Department of Rodeo Activities falls under the Division of Student Engagement and Success

• Funding: How is Rodeo currently funded? We have an operating budget and scholarships funded by the Division of Student Engagement and Success: We also have scholarships funded through the President’s Office

• Schedule & attendance: provide current and prior year event schedules and attendance.

We attend 10 rodeos that are part of the Lone Star Region, one of twelve regions that make up the National Intercollegiate Rodeo Association. Our annual rodeo will host seven schools and over 450 contestants. Our National Championship will be held in Casper, Wyoming in June

• Operations: describe current MMR opportunities with Rodeo and how events are managed.

This information will be disclosed to the awarded vendor

13) Campus‑Wide Digital Advertising Program

• Policies: list restricted categories and messaging guidelines specific to campus‑wide digital platforms; note differences from Athletics policies. All signage follow guidelines outlined by the state of Texas and the Texas A&M University System regarding Texas Senate Bill

17. Content is subject to review and should adhere to university marketing and branding guidance.

• Approvals: describe the content approval workflow for non‑Athletics digital advertising and identify the office with final authority. Approvals should include signage owner, division POC with Marketing & Communications having final authority

• Sales rights: will the selected partner have exclusive campus digital ad sales rights, or will internal/third‑party sales occur concurrently? Potentially some internal sales, in coordination with the successful bidder.

• Inventory: provide a detailed inventory of campus digital advertising assets with locations/sizes (e.g., campus‑wide digital signage, academic buildings, student union, residence halls, athletics venues, parking). See Attachment

• Packaging: provide general sales decks/rate cards for the Campus Digital Advertising Program. This information will be disclosed to the awarded vendor

• Analytics: provide impression/traffic/audience data for campus digital assets. This information will be disclosed to the awarded vendor

• Existing commitments: list existing campus digital advertising contracts/commitments that should be reflected in Year 1 projections, with revenue by sponsor, level, and term. This information will be disclosed to the awarded vendor

• Cross‑campus B2B: is Athletics open to a strategy that includes campus‑wide business‑to‑business partnerships, and may respondents include this in proposals? Yes

14) Contracts & Media Partner Agreements

• Provide copies (or business‑term summaries) of current media partner agreements: radio, print, TV, web/app/digital. This information will be disclosed to the awarded vendor

15) Miscellaneous

• University’s stance on field & court logos, jersey patches, and other visible branding assets for revenue and exposure purposes. All available

• Are coaches permitted to do endorsement deals? If so, who negotiates (coaches vs.

University) and what approvals are required? Yes, University in collaboration with Coach and Sponsor

• Provide details for non‑athletic events at Athletics venues (number and types) where sponsorship assets may be activated. 3 major events in fall ‘25 average attendance roughly 4,200. Can expect 6-8 ‘major’ entertainment events each year totaling 25,000-30,000 attendees.

Other smaller events throughout the year.