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Essam group project dalmarnock legacy hub v5.1

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Sean Callbeck MBA
Sean Callbeck MBA

The presentation discusses plans for the Dalmarnock Legacy Hub in Glasgow, Scotland, which aims to revitalize the Dalmarnock community. It will open in March 2015 as a community center and training facility. The Hub faces challenges in sustaining itself over the long-term and uniting old and new residents. In the short-term, it must attract local participation and secure diverse revenue streams. Long-term strategies include preventative health initiatives, partnerships, technology integration, and marketing to generate interest and revenue for sustainability.

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Presented by Adi Al-Waked Sean Callbeck Heather Dunn Ka Man Ip Muhammad Omer Rafiq Amanda Tolmachoff July 4, 2014 DALMARNOCK LEGACY HUB THE NEW HEART OF THE COMMUNITY
Dalmarnock through the years Through the numbers Avoiding the Calgary outcome following the 88 Olympics Key Facts Key Issues Short-term focus Long-term strategies AGENDA
DALMARNOCK 1960
DALMARNOCK 2002
DALMARNOCK 2008
DALMARNOCK 2014
THE STATE OF AFFAIRS IN NUMBERS
CALGARY VICTORIA PARK AFTER THE 1988 OLYMPICS Former heart of Calgary and center of industry 1980s - Built the Olympic Saddledome and extended Stampede Park No community center Highest crime, drug use, unemployment worst outcomes To encourage regeneration, land parcels were sold for $1 to private high-rise developers
DALMARNOCK LEGACY HUB JULY 2014 Training Room Doctors Office / GP Pharmacy / Chemist Daycare / Nursery Many other amenities
The Legacy Hub has a mandate to assist the 1,700 remaining residents, an area of high unemployment with substantial and entrenched social issues for all age groups The local residents are frustrated and cynical. Prospects remain low in this area without local commerce, employment, or schools 3,000 residents will move into the Athletes Village following the Games. KEY FACTS
The Dalmarnock Legacy Hub will not open until March 2015. The existing and new residents will be impatient and need to see progress on the promises made. The Hub is funded for 3 years. Sustainability means that it must attract both: Businesses needing training facilities Residents to consume that training The Hub must compete with established training centers in Glasgow, with a mandate to deliver unique and modern training. The community currently has no heart. Since the destruction of the old community center, local residents have no place to gather. The Training Center must also double as the community center, providing social activities, and serve as the focal point to unite the old and new Dalmarnocks KEY ISSUES
Address the anger of the community - steer dialog towards re-building a cohesive and collaborative community Attract foot traffic and participation activities for the first 24 months. Secure balanced revenue streams from the community and enterprise Engage Age-Based Demographic Segments by addressing their specific social needs: Children music Adolescents pre-vocational training Adults computer skills and entrepreneurial e-commerce skills Seniors address isolation, depression through social activities SHORT-TERM FOCUS
Develop Preventative Community Health Initiatives Develop and extend sponsorships, partnerships and alliances. Continue to integrate technology to enhance engagement and provide new-economy skills Develop Marketing, Public Relations and Advertising to generate interest, recognition and revenue. LONG-TERM STRATEGIES
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Essam group project dalmarnock legacy hub v5.1

  • 1. Presented by Adi Al-Waked Sean Callbeck Heather Dunn Ka Man Ip Muhammad Omer Rafiq Amanda Tolmachoff July 4, 2014 DALMARNOCK LEGACY HUB THE NEW HEART OF THE COMMUNITY
  • 2. Dalmarnock through the years Through the numbers Avoiding the Calgary outcome following the 88 Olympics Key Facts Key Issues Short-term focus Long-term strategies AGENDA
  • 7. THE STATE OF AFFAIRS IN NUMBERS
  • 8. CALGARY VICTORIA PARK AFTER THE 1988 OLYMPICS Former heart of Calgary and center of industry 1980s - Built the Olympic Saddledome and extended Stampede Park No community center Highest crime, drug use, unemployment worst outcomes To encourage regeneration, land parcels were sold for $1 to private high-rise developers
  • 9. DALMARNOCK LEGACY HUB JULY 2014 Training Room Doctors Office / GP Pharmacy / Chemist Daycare / Nursery Many other amenities
  • 10. The Legacy Hub has a mandate to assist the 1,700 remaining residents, an area of high unemployment with substantial and entrenched social issues for all age groups The local residents are frustrated and cynical. Prospects remain low in this area without local commerce, employment, or schools 3,000 residents will move into the Athletes Village following the Games. KEY FACTS
  • 11. The Dalmarnock Legacy Hub will not open until March 2015. The existing and new residents will be impatient and need to see progress on the promises made. The Hub is funded for 3 years. Sustainability means that it must attract both: Businesses needing training facilities Residents to consume that training The Hub must compete with established training centers in Glasgow, with a mandate to deliver unique and modern training. The community currently has no heart. Since the destruction of the old community center, local residents have no place to gather. The Training Center must also double as the community center, providing social activities, and serve as the focal point to unite the old and new Dalmarnocks KEY ISSUES
  • 12. Address the anger of the community - steer dialog towards re-building a cohesive and collaborative community Attract foot traffic and participation activities for the first 24 months. Secure balanced revenue streams from the community and enterprise Engage Age-Based Demographic Segments by addressing their specific social needs: Children music Adolescents pre-vocational training Adults computer skills and entrepreneurial e-commerce skills Seniors address isolation, depression through social activities SHORT-TERM FOCUS
  • 13. Develop Preventative Community Health Initiatives Develop and extend sponsorships, partnerships and alliances. Continue to integrate technology to enhance engagement and provide new-economy skills Develop Marketing, Public Relations and Advertising to generate interest, recognition and revenue. LONG-TERM STRATEGIES