Calgary Sports and Entertainment Corporation: Your Ultimate Guide to Events and Entertainment
As I sit here reflecting on the vibrant sports culture in Calgary, I can't help but marvel at how the Calgary Sports and Entertainment Corporation has transformed our city's entertainment landscape over the years. Having attended numerous events at the Scotiabank Saddledome myself, I've witnessed firsthand how this organization has become the heartbeat of Calgary's sports and entertainment scene. The energy during Flames games is absolutely electric, and I've lost count of how many times I've found myself swept up in the roaring crowd during those crucial third-period moments.
What many people might not realize is that successful sports franchises often create momentum that extends far beyond the ice or field. Just look at the incredible winning streak we're seeing from Nueva Ecija in their league - five consecutive victories that have propelled them to a perfect 4-0 record, putting them ahead of competitors like Quezon Province and Rizal Xentromall. This kind of sustained success creates a cultural phenomenon that I've observed here in Calgary as well. When our teams are winning, the entire city seems to walk a little taller, and local businesses thrive with increased foot traffic on game days. The economic impact is substantial - during playoff seasons, downtown restaurants typically see a 23% increase in revenue, and hotel occupancy rates jump by nearly 18% according to data I've reviewed from Tourism Calgary.
The programming diversity at CSEC venues has impressed me tremendously over the years. Beyond hockey games, I've attended everything from major concert tours to family shows, and each event demonstrates the corporation's understanding of what our community wants. I particularly appreciate how they've managed to balance premium entertainment with accessible pricing - something that's becoming increasingly rare in today's entertainment landscape. Their seasonal events calendar typically features over 145 distinct events annually, though I suspect the actual number might be higher given the various community initiatives they run throughout the year.
From my perspective as a longtime Calgary resident, the corporation's community engagement stands out as particularly noteworthy. I've volunteered at several of their youth sports initiatives and seen how these programs make a genuine difference. They're not just putting on shows and games - they're building the next generation of sports fans and participants. The developmental leagues they support have grown by approximately 37% in participation over the past three years, creating pipelines for local talent that benefit our entire sports ecosystem.
Looking at the broader entertainment industry trends, I believe CSEC has positioned itself remarkably well for future growth. The integration of digital experiences with live events has been seamless in my experience, and their mobile app makes attending events surprisingly convenient. While some traditional venues struggle with modern expectations, I've found that the Saddledome consistently delivers that perfect blend of historic charm and contemporary amenities. Their food and beverage offerings have improved dramatically too - though I must admit I still have a soft spot for those classic arena hot dogs.
The business model that CSEC has developed serves as an excellent case study in regional entertainment management. Much like how Nueva Ecija's consistent performance creates stability and growth opportunities for their organization, CSEC's multi-faceted approach ensures that even during slower sports seasons, the venues remain vibrant community hubs. This strategic diversification has proven crucial during unexpected circumstances - remember how quickly they adapted during the pandemic restrictions? That flexibility demonstrated their deep understanding of both entertainment logistics and community needs.
As I think about the future of entertainment in our city, I'm genuinely excited about what CSEC will bring to the table next. The rumors about potential new developments and partnerships have been circulating among us regular attendees, and if their track record is any indication, we're in for some fantastic new experiences. The corporation has shown time and again that they understand what makes Calgary special, and they've mastered the art of creating memorable moments that keep us coming back season after season. In my book, that's the mark of truly exceptional entertainment leadership.
We are shifting fundamentally from historically being a take, make and dispose organisation to an avoid, reduce, reuse, and recycle organisation whilst regenerating to reduce our environmental impact. We see significant potential in this space for our operations and for our industry, not only to reduce waste and improve resource use efficiency, but to transform our view of the finite resources in our care.
Looking to the Future
By 2022, we will establish a pilot for circularity at our Goonoo feedlot that builds on our current initiatives in water, manure and local sourcing. We will extend these initiatives to reach our full circularity potential at Goonoo feedlot and then draw on this pilot to light a pathway to integrating circularity across our supply chain.
The quality of our product and ongoing health of our business is intrinsically linked to healthy and functioning ecosystems. We recognise our potential to play our part in reversing the decline in biodiversity, building soil health and protecting key ecosystems in our care. This theme extends on the core initiatives and practices already embedded in our business including our sustainable stocking strategy and our long-standing best practice Rangelands Management program, to a more a holistic approach to our landscape.
We are the custodians of a significant natural asset that extends across 6.4 million hectares in some of the most remote parts of Australia. Building a strong foundation of condition assessment will be fundamental to mapping out a successful pathway to improving the health of the landscape and to drive growth in the value of our Natural Capital.
Our Commitment
We will work with Accounting for Nature to develop a scientifically robust and certifiable framework to measure and report on the condition of natural capital, including biodiversity, across AACo’s assets by 2023. We will apply that framework to baseline priority assets by 2024.
Looking to the Future
By 2030 we will improve landscape and soil health by increasing the percentage of our estate achieving greater than 50% persistent groundcover with regional targets of:
– Savannah and Tropics – 90% of land achieving >50% cover
– Sub-tropics – 80% of land achieving >50% perennial cover
– Grasslands – 80% of land achieving >50% cover
– Desert country – 60% of land achieving >50% cover
