Select Committee on Culture, Media and Sport Minutes of Evidence


Memorandum Submitted by the New Millennium Experience Company Limited

INTRODUCTION

1. This Memorandum is provided at the request of the Culture, Media and Sport Committee in respect of its inquiry into the Millennium Celebrations in the United Kingdom. It covers developments relating to the Millennium Experience project (the Dome and the country-wide programme of events and activities) since the Committee's last inquiry. It should be read in conjunction with the memoranda provided by the Department for Culture, Media and Sport, the Millennium Commission, the Department for the Environment, Transport and the Regions, the Scottish Office, the Welsh Office and the Northern Ireland Millennium Company.

SCOPE OF THE MILLENNIUM EXPERIENCE PROJECT

2. The company is charged with delivering the Government's and the Millennium Commission's policy that there should be a unique national focus to mark and celebrate the year 2000 and the arrival of the third Millennium. That focus is provided by the Millennium Experience project. The Experience comprises the Dome at Greenwich and a linked National Programme (the UK Challenge and the Learning Experience) of country-wide events and activities running from mid 1998 to the end of 2000. Additionally and as part of its National Programme, the company is participating with the Millennium Commission and the other National Lottery Distributors, in celebrations and activities (called the Millennium Festival) which will run during the year 2000 and which is supported by a £100m Fund.

THE COMPANY

3. Since the Committee's last inquiry the company has continued to develop its organisation and staffing, and financial and operational systems in line with the planned progression of the Millennium Experience project. Following the Government's go-ahead in June 1997, the immediate priorities were the construction of the Dome's outer structure and associated infrastructure, developmental work on content, on operations, and on the National Programme, and identification of strategies and options for achieving the sponsorship and commercial income targets. Strategies and policies for all the non-construction aspects of the project were developed and adopted during 1997. The company's organisation and staffing during this period and through 1998 changed to reflect the natural shift in priorities as construction of the Dome's outer structure progressed and as implementation of other programmes came on stream.

4. The company's Board and organisation (as at June1998) are set out in ANNEX A.

THE DOME

Construction

5. The construction programme for the Dome's structure and associated infrastructure continues to time and to budget. All key targets and milestones within the construction programme have been met. Since the Committee visited the site on 19 November 1997 the key developments have been:

6. The Dome's outer structure and associated infrastructure is on target for completion in September 1998 with installation of content beginning thereafter. Following completion of remedial works English Partnerships' further infrastructure is on target for completion in September 1998 with installation of content beginning thereafter. Following completion of remedial works English Partnerships' further infrastructure and preparatory works relevant to the Dome site are also on target.

7. Total cost of the structure, core facilities and associated infrastructure on the 181 acre site, including fees, are forecast to be £275m of which £148.2m had been committed by 31 March 1998. Compared to the cost per square meter of commercial buildings the Dome represents good value for money.

CONTENT

8. The experience inside the Dome aims to excite, entertain and educate the planned 12 million visitors through individual exhibits and the central show. In terms of scope and quality and adherence to the overarching Experience theme "Time to Make a Difference", there is close liaison with relevant sponsors whose views are taken on board but the company retains editorial control over all the Dome's content. Creative development, including design cohesion, is overseen by the company's Creative Strategic Review Group (the "litmus group") which is chaired by a member of the Board and which works closely with the company's architectural, creative and design consultants. In addition some members of the litmus group and others have been invited to act as advisers contributing in greater detail to the overall development of individual zone exhibits, and individual "expert witnesses" on specific specialist subjects relating to each zone are being consulted. Membership of the Creative Strategic Review Group is set out in ANNEX B. None of those involved receives remuneration for their time and input.

THE INDIVIDUAL EXHIBITS

9. The individual exhibits aim to open up the choices and opportunities facing all of us in the 21st century and beyond about how we might work, learn, rest and play, what our minds and bodies can do, how beliefs are formed, and how we might improve our local, national and global environments. Fourteen exhibit zones are under development and these are listed at ANNEX C.

10. By January 1998 twelve design firms had been appointed to develop exhibit proposals. Their appointments followed a competitive process begun in June 1997 which included the issue of detailed design briefs in August 1997. Since their appointment the twelve have been working with the company through the natural process of design development and, where there is a confirmed commitment, sponsors of the exhibits have been closely involved in that process.

11. Illustrative models of individual exhibits were shown to the Committee on 24 February following the company's presentation of the Millennium Experience, led by the Prime Minister, to senior business leaders and the media. Details of the exhibits not included in that presentation will be released in due course as the design and sponsorship processes move forward.

THE CENTRAL SHOW

12. Mark Fisher (a British architect with an international reputation for the creation of sets for spectacular music concerts) is contracted to the company for the development of the show which will take place in the centre performance area of the Dome. The show will reflect the main theme of the Experience, "Time to Make a Difference", and its entertainment, inspirational and educational aims. It will last for between 20 and 30 minutes and will run for a minimum of three times each day. The show's location and setting within the Dome will enable about 10,000 visitors to share and interact with this particular aspect of the Experience at each performance. Mr Fisher is working with a number eminent professionals in the music, theatre and dance fields (Peter Gabriel, Michael Bergese, and Patrick Woodroffe) to deliver a show which matches the unique nature of the Experience project.

13. The show will require, in addition to its principals, supporting casts of up to 160 performers with specialist skills-for example high wire and trapeze skills. The NMEC considers that this requirement offers an opportunity for 90-100 young people from around the country to be recruited and trained for a certificate of higher education in circus performing. The training will equip them both specifically for the central show but also for long-term careers in a range of jobs within the theatre and the arts. The alternative would be to recruit experienced performers, many of whom would come from abroad since the UK does not have an established centre of excellence for the Circus-type skills needed by the Experience.

14. The company is working with a number of agencies responsible for training and skills programmes to ensure that this opportunity can be fully exploited and expects to make an announcement shortly.

TICKETING

15. The ticketing strategy for the Millennium Experience aims to ensure that:

SALE OF DOME AND TRAVEL TICKETS WILL BE INTEGRATED WHEREVER POSSIBLE.

16. The Millennium Experience at the Dome will be open for 367 days. The company forecasts 12 million visits as the planning basis for the project. Whilst there is no accurate predictive methodology for a project of this kind, the forecast is based on the views and advice of experts, lessons from best practice in the leisure industry, and the need to provide an exemplary visitor experience for all ages and all levels of interest-rather than the need simply to achieve the highest possible throughput of visitors. In order to sell 12 million tickets, a simple mathematical equation suggests the need to sell 32,00033,000 tickets per day. In reality, capacity per day will be dependent upon licensing and other factors (for example, seasonality and weather) and would normally vary considerably. The company will seek to influence these normal variations, and mode of travel, through its marketing and sales strategy, and is planning to cater for peak demand through two-session days on which up to 55,00060,000 pre-bookable tickets could be available.

17. The key components of the ticketing systems are:

18. Whichever system is chosen, the customer will specify the day of his/her visit and indicate the preferred transport mode to the Experience. Tickets will be issued in an origin-specific "wallet" with travel information. Where an individual uses the Callcentre route, the system enables the issue of travel tickets (rail, coach, LUL/Bus) with the Experience ticket. The systems include provision for reservations related to coach parking space, language facilities, corporate hospitality arrangements, and special needs.

19. Announcements about ticket prices and details of purchasing systems will be made in due course, taking into account the needs of the travel trade and the company's aim to put tickets on sale to the public in the late Summer of 1999.

20. As regards events and activities in "Baby Dome" there will be flexibility for these to be an integral part of the Millennium Experience (for example, linked to the themes and content of the Dome's individual exhibit zones, or linked to the National Programme's UK Challenge or Learning Experience events), or to be completely stand-alone (for example, popular music/classical music/other concerts). Where the events are stand-alone separate ticketing arrangements will apply.

TRAVEL TRADE

21. Substantial progress has been made on travel trade activity since the turn of the year and the full travel trade team is now in post. A full mail-out to the trade is imminent; senior executives attended the ITB in Berlin in February and the British Travel Trade Fair in Birmingham in March; meetings have been held with companies offering short breaks to ensure that the Experience features in their programmes; a presentation was made to 120 members of the UK trade at their Great Day celebration cruise to the Dome site; and there is ongoing and close liaison with the British Tourist Authority, London Tourist Board, and the major travel organisations and associations.

TRANSPORT

22. The Committee is receiving separate and detailed Memoranda on delivery of transport infrastructure for which others have a direct responsibility from the Department of the Environment, Transport and the Regions (DETR) and London Transport. (The DETR Memorandum sets out the co-ordinating and liaison mechanism through which the company participates in discussions on the delivery of wider transport infrastructure. These include the new Group chaired by the Minister for Transport in London). The New Millennium Experience Company's transport strategy remains fundamentally unchanged since the Committee's first inquiry in terms of the aim to maximise arrival at the Dome site by public transport, and to tightly restrict car parking spaces on the site, primarily to mobility impaired orange badge holders and some VIPs. Access to these spaces will be on a pre-booked basis only. The key developments within that strategy since the first inquiry are set out below.

PARK AND RIDE

23. The progress report on transport submitted to the Committee by the Government Office for London (for DETR) on 1 April in response to the Committee's request in its "Second Report: The Millennium Dome", outlined issues associated with park and ride where provision was based on dedicated car parks relatively close to the Dome site. It further outlined the alternative strategy being pursued by the company to make greater use of existing car parks around London at or close to the public transport network with convenient onward links to the Dome.

24. The company has completed its review of the park and ride strategy and submitted it to the London Borough of Greenwich, on 29 May, for approval as required under the Section 106 Agreement. A copy is at ANNEX D. The conclusion is that there is considerable opportunity for greater use of existing car parks in certain London-wide locations (identified in the paper).

25. The overall modal split (forecasting means to travel to and arrival at the Dome by all visitors) has been remodelled in the light of the revised park and ride strategy and is included in the paper at ANNEX D. The number of visitors expected to use NMEC park and ride facilities has reduced and more visitors are now expected to choose a public transport alternative ads a more attractive option. Estimates of visitors living fairly close to the site who are expected to be dropped-off at the Dome ("kiss and ride") has also increased but the additional car movements will be more than offset by the reduction in local vehicle movements through lower demand for park and ride in the area and lower provision for cars from other parts of London. The company will be discussing with local transport providers, including bus and coach operators, the scope for enhancing public transport options during the Millennium Experience to provide a convenient local alternative to kiss and ride, so as to reduce yet further local traffic movements.

26. As indicted above, the company's marketing and sale strategies for Dome tickets will influence travel mode.

PARK AND SAIL

27. The park and ride strategy report concluded that local purpose built, temporary spaces, whether park and ride or park and sail, should be drastically reduced. The fact that no bids were received, during the recent tender process for river services, to operate park and sail was incidental to the report's conclusion. The tender process did attract successful bids for other river boat services. Park and sail had been one of the proposed means of achieving the initial park and ride strategy. It is not, however, a necessity in terms of meeting the revised strategy.


 
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Prepared 12 August 1998