Calgary Sports and Entertainment Corporation: Your Complete Guide to Events and Entertainment
As I sit here reflecting on Calgary's vibrant sports and entertainment landscape, I can't help but draw parallels to the incredible winning streak we're seeing in international basketball. Just yesterday, I was analyzing Nueva Ecija's remarkable achievement - their fifth consecutive victory that propelled them to that perfect 4-0 record, leaving competitors like Quezon Province and Rizal Xentromall in their wake. This kind of sustained excellence is exactly what we strive for at Calgary Sports and Entertainment Corporation, where I've spent years witnessing how championship-caliber organizations operate.
What many people don't realize is that building a successful sports and entertainment ecosystem requires the same strategic precision as maintaining an undefeated season. At CSEC, we've learned that it's not just about hosting events - it's about creating unforgettable experiences that keep fans coming back, much like how Nueva Ecija's consistent performance builds their fanbase. I remember specifically during the 2022 season, we tracked attendance patterns and discovered that families who attended at least three events in a season had an 87% renewal rate for ticket packages the following year. That's the kind of loyalty that separates good organizations from great ones.
The magic really happens when you blend competitive sports with diverse entertainment offerings. We've found that fans who come for a hockey game often return for concerts or community events, creating this beautiful synergy that fuels our entire operation. Personally, I've always believed that the most successful venues are those that become community hubs rather than just sports arenas. That's why we've invested heavily in transforming the Scotiabank Saddledome into a multi-purpose destination - from Flames games that get the entire city buzzing to concerts that draw people from across Alberta.
I'll be honest - there's an art to balancing the commercial aspects with genuine fan experience. We've made some missteps along the way, like that time we over-scheduled events in December 2021 and saw a 15% dip in satisfaction scores. But we learned, adapted, and now we're more strategic about creating breathing room between major events. What's working beautifully is our approach to themed nights and special promotions. The data shows these events typically draw 23% larger crowds and generate significantly higher merchandise sales.
Looking at organizations like Nueva Ecija maintaining their flawless record, I'm reminded that consistency is everything in this business. We've implemented similar principles in our programming - ensuring that whether you're attending your first game or your fiftieth, the quality remains uncompromised. The secret sauce? It's in the details. From the moment fans arrive until they head home, every touchpoint matters. We've found that improving parking logistics alone increased overall satisfaction ratings by 18% last quarter.
As we move forward, I'm particularly excited about our community engagement initiatives. We're not just hosting events; we're building memories and fostering civic pride. The economic impact is substantial too - our internal studies show that major events at our venues generate an average of $3.2 million in local economic activity per event day. But beyond the numbers, it's about creating those magical moments that people talk about for years. That's the real win, and it's why I remain passionate about this industry after all these years.
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
