Summary#

On April 28, 2026, Council adopted Councillor Pantazopoulos’s notice of motion. It directs City staff to develop a long-term strategy for arts, music, culture and the creative economy, building on existing City plans. The stated goal is to guide future investment and partnerships; the decision does not itself approve a new funding program or facility.

• Staff must work with a broad range of partners and create a cross-disciplinary advisory group, including established and smaller organizations.
• The strategy must set a cultural vision and shared goals, and propose frameworks for capital investment and recurring operating spending.
• Staff must explore ways to expand neighbourhood access, including support and funding for community-led programming and creative spaces.
• The strategy must address culture’s place in downtown revitalization, economic development, major events and growth planning, and include measurable outcomes.
• Staff must report back with the proposed strategy by Q4 2027 and provide semi-annual progress updates through the Community Development Standing Committee.

What it means for you#

• Artists, creative businesses and cultural organizations: The strategy is to consider long-term investment frameworks and ways to improve neighbourhood access. This decision does not award grants or guarantee operating or capital funding.
• Residents: The motion does not start new programs or services. Any future changes would depend on the proposed strategy and later City decisions.
• Taxpayers: The motion does not approve a tax change or a specific new expenditure.

Money#

No cost estimate is provided in the available material.

• City staff must do the strategy work and provide updates, but the material does not state the staff time or cost.
• The future strategy must include recommended funding mechanisms; Council has not approved those mechanisms or funding amounts.

What is unclear#

• Who will be invited to the advisory group, and how its members will be chosen.
• How the strategy will define “creative economy” and decide which organizations or activities are in scope.
• What funding needs staff will identify, and whether Council will later approve any funding.
• What criteria will guide investment choices among existing assets, new facilities, large organizations and community-based groups.

Case for#

• Calgary Economic Development said a coordinated, long-term vision could improve investment planning and connect culture with economic development and tourism.
• The National Music Centre supported clearer objectives and more stable investment planning, particularly for Calgary’s music sector.
• Werklund Centre and Calgary Arts Development supported planning for neighbourhood access, partnerships and measurable results, alongside investment in major cultural facilities.

Case against#

• The motion sets a broad planning task but does not commit money or require specific programs. A strategy may not, by itself, deliver more funding or neighbourhood access.
• It asks staff to balance many priorities—including existing and new facilities, large and community-based organizations, and capital and operating spending—without setting the final criteria.
• Councillor Johnston voted against the motion. The minutes do not give a reason for the vote.