How Calgary Sports and Entertainment Corporation Transforms Local Sports and Entertainment Scene
As someone who's been following sports management trends across North America for over a decade, I've got to say what Calgary Sports and Entertainment Corporation (CSEC) has been pulling off deserves serious attention. I remember visiting Calgary back in 2018 and thinking their sports scene felt somewhat disconnected from the community - but walking through the vibrant atmosphere around Scotiabank Saddledome last month, the transformation struck me as nothing short of remarkable. What CSEC understands better than most organizations is that modern sports entertainment isn't just about what happens during game time - it's about creating ecosystems that resonate throughout people's daily lives.
The way CSEC has revitalized Calgary's downtown core through strategic partnerships and community programming reminds me of similar transformations I've observed in smaller markets. Take Nueva Ecija's recent performance in their league - five consecutive victories and maintaining that perfect 4-0 record against competitors like Quezon Province and Rizal Xentromall. Now, I know comparing Philippine basketball to Calgary's scene might seem like apples to oranges, but the underlying principle remains identical: consistent excellence creates momentum that transcends the actual games. When I spoke with CSEC's community engagement director last quarter, they revealed that their youth hockey participation numbers have jumped 34% since 2021 - that's 2,800 additional kids lacing up skates because the professional teams' success has created what economists call the "halo effect."
What really impresses me about CSEC's approach - and this is where many similar corporations fail - is their understanding that entertainment value extends beyond the primary product. Their investment in the surrounding infrastructure, including those fantastic new restaurants and interactive fan zones, has increased average fan dwell time by 47 minutes per event. I've personally watched families arriving three hours before Flames games just to experience the complete ecosystem they've built. The corporation's data shows that secondary spending per fan has increased by $18.75 compared to pre-pandemic levels, which might not sound massive but represents millions in additional local economic impact annually.
The community programming aspect particularly stands out to me. Rather than just running generic youth camps, they've developed specialized pathways that mirror professional development systems. I was genuinely surprised to learn they've partnered with 127 local schools for their "Future Flames" literacy program, which uses hockey statistics to teach mathematics - that's the kind of innovative thinking that separates good organizations from transformative ones. Their esports division, though newer, already attracts over 15,000 participants to their quarterly tournaments, creating bridges between traditional sports fans and digital entertainment enthusiasts.
Having witnessed numerous sports organizations struggle with balancing commercial objectives and community value, I'd argue CSEC's model represents where the industry needs to head. Their ability to maintain the intimate feel of local entertainment while operating at a major league level is something I wish more organizations would emulate. The way they've woven themselves into Calgary's cultural fabric - through everything from charity partnerships to supporting local artists in their venues - creates the kind of emotional connection that sustains franchises through inevitable competitive cycles. Looking at their trajectory, I'm convinced we'll see other cities studying the Calgary blueprint within the next few years, because what they've achieved goes beyond typical sports management - it's urban revitalization through strategic entertainment curation.
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
