Information and Communications Technologies (ICT) in the New Laban Centre London (LCL): STAGE 3 SUBMISSION DOCUMENT

This document is a draft version of the final report submitted in Spring 1999 by Scott deLahunta of Writing Research Associates in collaboration with Arup Communications for editing and inclusion in the full Stage 3 Submission.

The Overall Vision

The new LCL will offer access to itself as national centre for lifelong learning in dance; position itself at the leading edge of development of dance and movement; provide a high quality facility for dance presentation; break new ground in the role of dance in contributing to the good health of today’s society.

The vision for the ICT in the new building is to support either directly or indirectly these four key areas.


ICT will be employed in the new LCL in such a way as to enable access to the resources that contribute to and are derived from the research, development and presentation of dance and dance related activities at the new LCL. This access will be specifically centred on the development of the current library of the LCL into an accessible, Multi-media Information and Resource Centre for dance and dance related disciplines. The core information resource will consist of the collections and services of the present Library and the Laban Collections/ Archive Database (LCAD).

When fully developed, this Multimedia and Information Resource Centre (MIRC) will provide access to these resources locally, nationally and internationally. MIRC aims, in total, to provide a service that is able to embrace all forms of information relevant to dance, digital, visual and paper based, and provide easy access to this information internally within MIRC and externally by identification through the web site and allow a wide range of end results from the digital manipulation and transfer of such information. It will not be a public library service but a service providing dance resources accessible to the public.

The MIRC in the new LCL is visualised as participating in a distributed learning environment (DLE) using an integrated approach to information resources throughout the whole building which is built on a state of the art ICT cabling infrastructure. Using this cabling infrastructure, MIRC will extend beyond the designated area devoted to the collections into the studios, lecture rooms and staff rooms of the Centre so that the new LCL will be an ICT literate building which houses MIRC. When fully developed, the MIRC will utilize a customized user interface and be capable of providing real-time, full screen, high-resolution video streams everywhere in the building. As external network speeds develop and the number of technology users grows, over time the solid walls of the new LCL will disappear making it possible to allow full access to MIRC materials from anywhere.

The MIRC will draw upon the developments of related projects already underway such as the Performing Arts Data Service projects, University of Glasgow and the PATRON Project, School of the Performing Arts, University of Surrey. In particular, recent developments in the transmission, compression and storage of full motion high-resolution video is opening up the potential for the use of these resources in a dance education environment. In addition, the problems regarding copyright are being slowly addressed.

A practical example of how the fully technically developed MIRC and DLE might function within the new building:

In one of the dance studios, students are exploring an aspect of the aesthetics of dance. Using search techniques, they are able to call up digital video clips from the MIRC and digitised still images from the archives to help them with their work. Their own work in the studio is being videotaped and will be stored in the MIRC, for viewing and analysis in a classroom session in the following week.

External Example of Best Practice:

The Institute of Research and Co-Ordination, Acoustics and Music (IRCAM) in Paris, France has a multimedia library which puts its large collections of documentary sources at the disposal of researchers, students and music-lovers, facilitating their understanding of twentieth century music. It offers consultation areas, fully-equipped with computer terminals giving access to databases, as well as possibilities for listening to recordings and watching videos. A selection of these resources is available to the public for free. Full access is possible with an annual membership to the IRCAM Forum, which also provides access to some of the specialised software being developed there.


The ICT within the new LCL (with the support of the MIRC) will take advantage of and play a role in progressive and innovative developments in new digital technologies to enhance and support the primary function of the Laban Centre London (LCL) which is the training and education of dancers, choreographers and dance scholars. This will not occur overnight, but will be the result of a three phase process (described further on in this document) during which the LCL evolves its own internal expertise related to teaching and learning with new technologies, develops productive joint projects and external collaborations, and attracts the necessary business partnerships to support progressive and innovative developments.

The progressive and innovative use of ICT will enhance dance developments in a variety of ways, from presenting new ways of perceiving, appreciating and understanding dance and dance related activities made possible through access to multimedia, to helping to evolve new strategies and methods for analysing and documentation utilising digital technologies. In addition, the LCL will serve as an important centre for the developing of aesthetic and critical theories related to the impact of technologies on dance.

When fully developed, the ICT within the LCL and the MIRC will be able to support the development of software tools and digital products relevant to dance and dance related activities, dance scholarship and education. It will do this by being equipped with certain facilities and expertise to enable external collaborations with outside institutions. This will put the LCL in a position to be able to collaborate on digital dance education tools (produced for CD-ROM or DVD), documentation and preservation projects, create remote learning programs, be involved more closely in the development of notation software and choreographic software tools, and follow closely related developments in digital research which would benefit and benefit from dance knowledge: e.g. wearable computing, robotics, biotechnology, ergonomic research, artificial intelligence, holography, interface design, visual computing, etc.

When fully developed, the MIRC will house state of the art digital multimedia authoring facilities, which will support the student authoring of multimedia electronic/ digital dissertations. This is a direction which is supported within Higher Education as exemplified by the fact that City University, where LCL dissertations are validated, is required to establish methodologies for the evaluation of digital interactive and multimedia submissions within the next two years.

In addition, the LCL is intending to have one studio which will be suitable for an external Motion Capture facility to come in and hold capture sessions. Motion Capture here refers to the technologies which produce a representation of the moving body in 3-D digital space. This will enable the LCL to participate in this unique area of research and development which impacts in the area of movement analysis, documentation and preservation as well as in the artistic and commercial area of animation.


The fully developed ICT vision will enable the LCL to participate in and support the use and investigation of new technologies in the development of dance as an art form. This may take the form of technological solutions employed in the production and creation of a work through enabling lighting and scene designers to work in a digital networked environment. ICT will also be implemented to support an external media company (such as the BBC) to make broadcast quality productions in the new theatre. In addition, the new MA course in Scenography for Dance will be enabled in the new building to work with state of the art computer aided design (CAD) programs and a variety of digital support devices. The vision for this course is to provide for the training and education of the designer who is able to integrate all the elements of the visual field, for which access to and use of technology tools will be essential.

The systems in the new public theatre will be developed to operate separately from the rest of the building’s ICT provision, but to be integrated as follows. When fully developed, the ICT network in the building will enable real-time or prerecorded video of performances and rehearsals** taking place in the theatre to be accessible from any dance studio, lecture room or other learning space in the new building.

In addition, the public spaces such as the foyer which are potential exhibition and installation spaces may be sites where real-time or prerecorded performance material is utilized in an artistic rendering in another form. Such work could be commissioned or expected to be a part of the arrangement with the artist in resident in the ‘artist’s studio’ which is intended to be equipped for the creation and production of a variety of digital artworks.

** In order to enable the usage of performance materials, careful contractual arrangements with touring companies MUST be made so that LCL has certain rights to the materials.


In the area of health and in connection with the Pilates facilities and Dance Movement Therapy programmes, ICT vision and implementation in the new LCL can provide support for movement observation, testing, analysis, qualification and exchange of data. Through two-way access to other databases and research centres via the net, information may be gathered and research advances derived from the LCL health related activities can be disseminated. In this way, LCL health related research can benefit and benefit from research being done elsewhere in the areas of biomechanics and ergonomics, human performance issues, monitoring and prevention technologies, movement disability/ mobility, etc. and support the implementation of cross and interdisciplinary research developments in this area.

Background: the wider context

Society and ICT

Information and Communications Technology (ICT) is an umbrella term for the rapidly evolving computer and communications technologies which are transforming many aspects of our living, working and learning environments. For those who are frequent users, these technologies may be perceived of as ‘tools’ which are enabling, for example, new forms of social and business interaction and engagement. In the arts, frequent users are exploring these ‘tools’, looking for the various alternative creative processes and forms they may reveal or produce. Frequent users also tend to form some basic strategies for living in this ‘information age’ such as developing an understanding of the currency of raw information and how it can be transformed into knowledge.

For those who are not frequent users, the impact is no less fundamental although it may be less visible/ tangible. Ubiquitous computing underpins global electronic banking and finance, supports mass communication, media and entertainment, and is a key player in most of the advances in medicine and science of the last three to four decades. The very real threat of the Y2K bug is just one indication of the degree to which ICT has infiltrated the fabric of global society.

Education and ICT

Some fields have felt the impact of this change sooner than others. For example, science, agriculture, medicine, engineering and business have experienced radical changes both in the environments in which work is performed as well as in the processes and end products of the work itself. Education in these areas has had to adopt curricula that reflect these changes. However, basic and more general education has been slower to respond to the changes, partly because of the costs involved, partly because many teachers are from a generation unfamiliar with computers, partly because the changes implied would challenge traditional forms of teaching/ learning and require alternative frameworks for evaluation, partly because the technologies were not developed to a point where they could be used in ways to enhance learning.

Thus, basic education did not change fundamentally in the 1980s and early 90s. However, in the late 1990s, basic education is poised to change dramatically. In the UK, large scale government plans promise to infiltrate schools with new technology and help to train educators and administrators who have not had the good fortune to be raised with a keyboard in their laps themselves. The most recent comprehensive document on the future of higher education in the UK, the Dearing Report, was published in 1997. An increasingly significant role for ICT in higher education is emphasized in this report. While not all of the Report’s conclusions and recommendations are directly applicable to the LCL’s educational programmes, many of them are. In particular, some of the time schedules suggested by the Dearing Report are currently just about within the grasp of the LCL. For example, they recommend that all higher education institutions in the UK should have in place overarching communications and information strategies by 1999/2000. It also recommends that by 2000/01 higher education institutions should ensure that all students have open access to a Networked Desktop Computer, and expect that by 2005/06 all students will be required to have access to their own portable computer.

Dance and ICT

In the context of making reference to these recommendations for ICT and higher education in the UK, it is essential to point out that the educational programme of the LCL presents a paradox, one in which ICT has had even less of a clear role. In Performing Art education and in particular in the area of dance, there is still a premium placed on the physical training and education of the performer/ choreographer -- an education which it is quite literally impossible to realise via digital means. Historically, dance artists and technologists have been exploring overlaps since the early 1970s – but these experiments have never gained the sort of momentum, which would have required their absorption into a dance curriculum. This is changing... partly because these experiments are beginning to yield substantial results in the mainstream of dance. Partly because the significance of ICT is more recognised in general educational terms, partly because it is infiltrating all other areas of society.

In the late 1990s, when the emphasis in computing is shifting away from technology and towards content, dance can be seen as a large and broad field of knowledge, especially at the LCL with its vast range of programmes. Where this knowledge is body-based (embodied) the means of translating it into or utilizing it within the digital worlds of cyberspace and virtual reality are still unclear and restless attempts tend to result in an oversimplification of information derived from the dancing body. However, what makes the LCL unique is that its education programmes extend the dancer’s practice far beyond the borders of the physical act of dancing. At the LCL, the dancer is also a thinking, interacting, communicating, writing, producing and disseminating entity able to participate in a range of cultural activities related to and extrapolated from the basic ‘art of dance’ enterprise. It is in within the context of these wider activities that the field of knowledge that is dance at the LCL is able to take advantage of and in turn influence future developments in ICT.

The Action Plan

Three Phases: Basic/ Progressive/ Innovative

The vision for ICT in the new LCL will be accomplished through a phased approach, which will involve moving into a fully operational, but Basic level of functionality in the new building in September 2002. Subsequent to this move, two further levels of functionality, Progressive and Innovative, will need to be achieved in order to reach the full stage of development of the Multimedia Information Resource Centre (MIRC) and the distributed learning environment as described in the previous section. This three phased approach is based on the methodologies of the contracted external IT Consultants, Arup Communications.

Of primary concern at this stage of the building design process is to ensure that the building contains sufficient space for ICT equipment and cabling infrastructure. The scheme design includes Main and Sub Equipment Rooms (MER and SER) and containment which will support the development of the future Progressive and Innovative Functionality phases. This means there will be no retrofitting necessary in order to cover this growth. The structured cabling network (which will include 900 Category 6 outlets) has been designed to provide the maximum flexibility and to support the full development of Progressive and Innovative functionality. This means that in future, real-time, full screen, high resolution video streams everywhere in the building will be possible without modification to the building or rewiring. From the Basic Functionality Facilities/ Budget Matrix further on in this document, it will be clear that costs have not been cut from this area.

It is understood that in order to move beyond the Basic level of operational functionality in the new building, to the Progressive and Innovative, developing a business partnership with a company such as SONY** would be a key procurement strategy for the necessary ICT systems, expertise and management. Arup Communications has experience with negotiating such partnerships for Arts Lottery projects and is interested in working with the LCL in identifying, approaching, securing and negotiating the contractual details of such a partnership.

**No formal approach has been made towards SONY, although positive contact was established as part of the Stage 2 submission process.

Lead Up

To achieve the Basic level of functionality as described below and still remain within the capital expenditure budget (£202,000.00 for telephone equipment, general IT, library IT and cabling) for the new building, it will be necessary to migrate as many of the network systems and applications as possible from the old building to the new. The Basic Functionality Facilities/ Budget Matrix further on gives some details as to which systems are expected to migrate and which are expected to be upgraded/ purchased from the capital expenditure budget.

However, this does mean that all reasonable schedules for necessary system upgrades and maintenance, training on old and new applications and an increased emphasis on ICT integration within the LCL educational programme prior to the move to the new building needs to be adhered to in order to ensure that the proposed action plan will work. Any new systems such as a PABX which can be purchased before the move (and therefore outside the capital expenditure budget) will free up funds in order to further enhance the Basic Functionality of the new building. Any additional training and/ or access for faculty and students, which can be arranged, should be. Where standards are going to shift through new or full implementation in the new building, then measures to upgrade and train all necessary staff should be taken well before the move. An example of this is that some staff are still working on Windows 3.1, and they should be changed over to Windows 95. If a new library catalog system such as **ADLIB is introduced, it should be introduced in the current building and then migrated to the new LCL.

**Library Computer System

It is strongly recommended and also assumed that the existing catalog system, ALICE, will be replaced before moving into the new building and that this replacement cost will not come out of the capital expenditure fund for the new building. ALICE is a basic system which does not have the capability of providing a web based catalogue nor include the many different data formats which will be held in the Multimedia Information Resource Centre (MIRC), such as moving and still images, audio and special links to the Laban Collections/ Archive Database (LCAD). Systems such as ADLIB can provide this service and costings are currently being obtained by the library. To reiterate, it is also essential that this system be purchased and staff trained to use it before the move to the new building.


The following information has been incorporated in the scheme design produced by Arup Communications. It is indicative not comprehensive.

It should be noted that as levels of functionality increase existing systems get better with increased integration and fuller use of potential links and features within the overall ICT provision.


Basic Functionality:

Progressive Functionality:

Innovative Functionality:

Basic Functionality Facilities/ Budget Matrix

It is important for the LCL be able to adhere to the following plan in terms of existing and migrating systems so that no gaps in the Basic Functionality appear. This matrix does not show cost projections for achieving Progressive or Innovative Functionality levels.

System Existing Migrate/Upgrade/purchase new? Budget Cost
Structured Cabling, including AV cabling. N/A 900 Category 6 outlets, including fibre backbone, cabinets, patch panels, etc £36,000
PABX Goldstar Assuming purchase new £30,000
PTO connections N/A ISDN services £4,000
LAN Mix of 10BaseT and 10Base2.2 servers Purchase new LAN – 1 core switch and 7 stackable switches. Purchase 3 new servers. £35,500
WAN Dial up modem connection via ISDN. Purchase new WAN router and firewall. £10,000
PCs (hardware) 35 PCs. 60 % to migrate. 40 % migrate w/ upgrade. Purchase 28 new (including software) [20 of these for the library] £29,400 cd-burners incl.
PCs (operating system) Mixture of Windows 3.11 and Windows NT/95. 50% to migrate. 50% require upgrade from 3.11 to NT/95. £2,800
Printers 15 assorted printers Migrate, purchase 8 £5,000
Ticketing system TICK-IT Migrate N/A
Scheduling system N/A Purchase new £18,000
Mailing Database PAD and SRD (proprietary) Migrate N/A
Accounting Package Sage Upgrade and migrate £1,000
DTP Assorted scanners Migrate N/A
Library Catalogue ALICE (upgraded to ADLIB?) Migrate N/A
Library Catalogue ALICE (upgraded to ADLIB?) Migrate N/A
High-end graphics machine N/A Purchase 5 new £7,500
Scanners (high-end) N/A Purchase 3 new £1,500
Scanners (low-end) Assorted. Migrate, purchase 3 new £500
Colour printers Assorted. Migrate, purchase 1 new £2,500
Digital video/stills camera N/A Purchase 2 new £1,500
Data projector (LCD) N/A Purchase 1 new £4,000
Plotters 1 A1 mono plotter Migrate, purchase 1 new £3,000
CAD & lighting i.e. AutoCAD, AutoLight Migrate, purchase 4 new licences £6,000
Notation i.e. Labanwriter, Calaban 1 new, 1 upgrade £500
Animation i.e. Lifeforms, Poser 1 new, 1 upgrade £1,000
Archive database LCAD Migrate N/A
Miscellaneous i.e. PATRON, ChoreoGraph, Adobe Photoshop and Director Purchase new £2,300
TOTAL £202,000

Short Breakdown:

Cabling								36,000
Telephony & PTO							34,000
LAN & WAN							45,500
Operations & Management Systems & Applications			56,200
Specialist Hardware & Software					30,300

TOTAL								202,000

Misc. Comments/ Responses to Specific Questions

Shared Facilities: Portable/ Fixed/ Sharing PCs

Where facilities are shared such as AV and related portable equipment (video cameras, players, OHP, dia projectors, projection screens, portable notebook computers, LCD projectors, etc.), a central facility will exist in the production area. Staffing of this central facility to provide access to, scheduling usage, sign out and maintenance needs to be addressed in more detail in the future design stage.

Fixed printers will be located at particular locations and shared via the network. The positioning of these printers and access at all times to designated staff needs to be addressed in more detail in the future design stage.

Budget limitations have required that the numbers of computer terminals in the new building are reduced by one fourth from what was anticipated as indicated by the first room sheet submission. This will require sharing of computer terminals in some spaces, in particular the staff and tutor rooms and in some administrative staff spaces.

Security Systems

It was recommended by external IT consultant David Vinograd that to implement a Smart Card as a security system for the LCL in September 2002 would not be a cost effective option for such a relatively small numbers of students. He has recommended use of the strip or swipe card for general security. These systems come under the electrical engineer’s (Whitby Bird & Partners) brief.

Audio Visual (AV) Considerations

The distinction between AV and ICT is confusing. When does an analog video camera or LCD projector come under the management of and budget for ICT? It is recommended that a clear determination be made in the future regarding relationship between AV and ICT budgets as more and more of the recording and playback equipment becomes digital.

Much of the existing AV equipment (video and audio players, recorders, cameras, monitors, OHP, dia projectors, video projectors and screens, audio systems, video editing and audio editing suites, etc.) in the old building will migrate to the new LCL. In the existing capital funds structure for the new LCL, the ‘furniture, fittings, equipment’ budget for the rooms is meant to include some purchases of new AV and related items like a standard lectern for the Lecture Hall. However, a small allocation for LCD projectors capable of data input has been set aside from the ICT budget.

Four spaces other than the dance studios and public theatre have been identified as potentially ‘AV intensive’. The Lecture Hall, Conference Room, Meeting Room and Foyer/ Lobby. However, specific advise on AV in the spaces has not been within any specific consultant’s brief -- but based on some informal feedback from in-house expertise at Arup Communications it seems that at this stage in the process the spaces are adequately designed. Each of these spaces will have adequate outlets connecting them to the structured cabling network.



Staffing is clearly an issue, which needs to be addressed. Technical support is necessary for the LAN which, when installed, will have 144 live connections and approximately 100 devices connected to it. Two types of expertise are required, network and applications. It has been advised by Arup Communications that one in-house full time staff person would be able to do the job. However, consideration have to be given to how the LCL is different from other organisations, in particular that there tends to be a relatively broader base of inexperienced users in the dance field -- and therefore demands especially on the applications side (or what might be considered ‘help desk’) can exceed other organisations.

While these proposals for technical support are to cover all the ICT needs within the building, special consideration needs to be given to the MIRC/ library, which has the most general ICT access for students. The MIRC/ library will need a staffing solution to cope with the demands on their time to instruct and problem solve.

Where this in-house technical support staff will sit and work needs to be addressed. An alternative is to out source a portion of this work, as with the current arrangements with C.J.G.

Management/ Research:

Because changes in ICT provision has such a large impact on the running of the business, a member of upper management needs to be identified who is able to make high level decisions regarding any changes. In addition, someone who would be considered experienced in the artistic and educational developments in the overlap between dance and new technologies should be either hired as a new staff member, or some member of current staff supported to do the necessary research to be able to stay up with developments. The future Head of Research, should certainly be familiar with ICT developments.

Additional Considerations: Training and Investment

The last section on Staffing makes it clear that monies need to be allocated for personnel to management and maintenance of equipment. The capital ICT allocation from the capital expenditure budget of £202,000.00 does not cover staffing. Neither does it cover other costs which must always be associated with ICT which are staff/ faculty training and investments in future upgrades/ replacements of hardware and software. As can be seen from the earlier *Basic Functionality Facilities/ Budget Matrix*, some of the £202,000.00 will be allocated to upgrading existing systems as well as purchasing new. However, this applies to costs which are associated with the occasion of the move into the new LCL building, September 2002. These expenditures must be seen in the context of a schedule of management/ maintenance, training, and hardware/ software replacement, upgrade and new purchases plan which should begin now and continue through several years (2010) after the move into the new building as part of the overall business plan.

Public Theatre

The systems in the new public theatre will be developed to operate separately from the rest of the building’s ICT provision, but will have access points to the building wide structured cabling system via patch panels in the theatre technical rooms. When fully developed, the ICT network in the building will enable real-time or prerecorded video of performances and rehearsals taking place in the theatre to be accessible from any dance studio, lecture room or other learning space in the new building.


JANET is a private wide area computer network linking all UK Higher Education and Research Institutions and other organisations that work in collaboration with the academic community. JANET is connected to the internet and provides access to the entire world wide web. LCL would require a qualified Higher Education institution to sponsor a high bandwidth connection to the network. Higher Education institutions such as City University and Rose Bruford College have been approached regarding this possibility.

Future assessment of the value of JANET over a commercial internet service provider will be required. The following potential advantages have been identified:

JANET sponsorship may provide:

**Any JANET sponsorship proposal needs to be reviewed in a competitive bidding environment and in relation to any other business partnership arrangement which may be being negotiated.

Interviews/ Consultation Meetings

The following meetings were held with the purpose of identifying areas of same, complimentary and potential partnership activities between the LCL and local community in the area of creative implementation and use of ICT.

Goldsmith College, contact: Derek Hilyer

Brief discussion of the Arts Park plans (linking Goldsmith expertise in the arts with related local enterprise) and former plans for the Multimedia Building which was to be located on the corner of New Cross Road and St. James. Current plans are to erect an Arts Centre building on the site which will support multimedia within it, which will be in addition to the extensive work done in multimedia in other areas of the college, in particular in design and media and communications.

Noted some areas for possible exploration of cooperative links between LCL and Goldsmiths: 1) potential of collaboration with maths/ computing science department to investigate performing arts digital data storage, compression, organisation and retrieval (possibly linking to equivalent work in visual arts), utilising the advice and support of the Performing Arts Data Service, University of Glasgow; 2) potential of links with Goldsmith's Drama Program (Professor Simon Shepherd, Head of Department) which is moving more in the direction of body/ movement away from text based dramatic studies (not ICT related).

Lewisham College, contact: David Horsburgh

Discussed his involvement with the Socrates Basic Skills program (an EU funded partnership). This project is designed to formulate pedagogical strategies for the use of multimedia in education and the evaluation of this use, in particular in teaching/ learning related to basic skills. Discussed potential interest on the part of the Performing Arts department (Nick Edwards, Head of Department) in LCL’s use of ICT in its educational curricula.

Lewisham Community and Adult Education, contact: Martin Boorer

Discussed primarily the sort of ICT training they provide to the community. Their mission is to reach out into the community with educational opportunities for individuals who would not feel comfortable stepping into a large institution like Laban, Lewisham or Goldsmiths. They offer introductory courses in everything from word processing to programming in C++. They would indeed be interested in forming some sort of partnership with the LCL, possibly to allow some of the more talented and interested an opportunity to learn more from what LCL might be doing with multimedia.

Greenwich Dance Agency, contact: Brendan Keaney

This meeting with Brendan occurred in November 1998. Discussion focussed on possibility of creating connection/ access for professional London based dancers who attend GDA programmes to the LCL dance related multimedia/ ICT facilities.

Barriedale Operahouse, contact: Michael Klein

Barriedale Operahouse is an innovative young multimedia and performance company located in Greenwich. One of their current projects is the creation of a software tool for choreographers, directors and event designers (entitled *ChoreoGraph*). Discussions focussed on the possibility of providing a platform for the testing and evaluation of this software or future software prototype projects at the LCL.

Greyworld Media, contact: Wozzy Brewster

Greyworld Media is located in Southeast London and provides access to and learning opportunities in the field of music media and midi technology primarily for young people, e.g. 16-19 year olds. Greyworld has in-house a range of analog and digital music technology and expertise (most of the staff is working freelance and is involved in the music industry), although they are not fully digital as yet. They intend in the future to have facilities for producing music videos on CD-Rom and DVD. They are interested in partnerships on a project per project basis. They collaborate currently with local arts colleges and are increasing their range of options in the video area.

Televirtual, Norwich, contact: Tim Childs

While not local, significant discussions have been held with Televirtual regarding cooperation on exploring the future of digital motion capture technologies and dance. In particular, Televirtual is interested in establishing a partnership whereby they would exchange access to their portable equipment/ expertise for a space in London which could be used for motion capture sessions during which Televirtual could take advantage of the professional performance talent pool resident in London.


ICT Internal Key Team:

Key External Consultant:

Arup Communications (Volker Buscher [team leader], Ron Davidson, Sally Rushton, Françoise Winter): co-production of the ICT Stage 3 Submission Document with Scott deLahunta and production of the Scheme D report for the Design Team.

Full Internal ICT Team:

Scott deLahunta (SD), Peter Bassett (PB), Anthony Bowne (AB), Ross Cameron (RC), Rachel Gibson (RG), Jean Jarrell (JJ), Rob Leslie-Carter (RLC), Steve Munn (SM).

External Consultants:

Dave Vinograd (Director of Computing Services, City University): consultation in particular on the kind of ICT support LCL might receive through a sponsoring Higher Education institution (with access to Janet), general and specific advise on creating and supporting student services and networks, the distributed learning environment and MIRC, etc.

Steve Malloch and Patrick Brennan (Dept. of Theatre, Film and Television Studies, University of Glasgow and Performing Arts Data Service): consultation in particular on the latest digital video streaming and networking technologies.