Notting Hill Carnival Strategic Review - Intelligent Space

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arenas – the two key stakeholder groups identified by the public safety matrix as being most in need of support and capacity-building in this regard. Future Growth: The Need for Continuous Monitoring and Prediction 2.103 The Carnival Public Safety Project was successful in providing a greater understanding of crowd behaviour, build-up and dispersal at the Notting Hill Carnival. Without doubt, it was because of the Mayor’s strategic review and the Safety Project that some change to the Carnival route was initiated in 2002 and this is a significant step forward from the LSE workshops that were conducted in 1998. Although a number of changes have now been introduced into the Carnival planning process such as the ‘Gold Task Group’, the Review Group were in agreement with the conclusions drawn by the LSE study, namely that “the stability that seems to arise from the incremental nature of the Carnival’s planning process does present a severe difficulty: a lack of attention to the need to plan in strategic ways for future developments.” 72 . 2.104 The Safety Project recommended that the Carnival stakeholders continue to monitor crowding at Carnival by using quantitative observation surveys in future years and the Review Group were in agreement with this. Given that visitor numbers cannot be controlled at a free and open event such as the Notting Hill Carnival, monitoring the crowd carefully would be one of the most useful sources of strategic information for safety planning. If attendance numbers were to increase, as they have tended to do over the last ten years, monitoring would prepare stakeholders for the risks associated with such higher numbers. The Review Group concluded that the weakness of the current decision-making and planning process lay in its failure to plan for the Carnival’s growth. In predicting the future growth of the Carnival, the Safety Project, as a preliminary guide, offered three possible growth trends: a) Growth at the rate experienced in the early 1990’s (high 20 per cent). b) Growth at the same rate as the increase from 2001 to 2002 for both days of the Carnival (medium, 15 per cent). c) Growth at the rate of increase from 2001 to 2002 on the Carnival Monday (low, 5 per cent). 2.105 Setting aside the possibility of inclement weather and the suspension of major transport networks, if the Carnival were to grow at an annual rate of 5 per cent per year, attendance would reach one million visitors by 2006. Faster growth could see the Carnival becoming larger than ever before within the next five years. Figure (16): Growth Potential at 2001-2002 Rate of Increase 72 See footnote 47, p146. 115
Independent Strategic Co-ordination of Public Safety 2.106 It is clear that some intervention is now needed to ensure that political interests or concerns do not undermine the primacy of public safety. In public safety terms, the Carnival, whilst being a unique community-based cultural event, has developed to a scale that now far exceeds the capacity of the NHCT to manage it. As has already been shown, the ownership and responsibility for public safety and the discharge of this responsibility is not only a complex issue, but also does not rest solely with any single organisation. Although this unique situation was acknowledged with the creation of the Carnival Safety Liaison Group (which was chaired by the NHCT) and it’s successor, the Carnival Operational Safety Planning Group (now chaired by WCC), in times of difficulty and intense scrutiny, the meetings of these safety planning groups has become politically charged and crucial battlegrounds. As currently constituted, the organisation of the Carnival sits outside the normally accepted working arrangements and protocols for public safety when compared with other commercial events on the public highway. It is normal for the event organizer to take responsibility for public safety issues and put controls in place to discharge this obligation. In the realm of major events – those that take place across more than one London borough and those where there is no identifiable event organizer (the New Year’s Eve celebrations being a notable case in point) – the need to establish a single entity that is objective and that has as its sole strategic focus, the public safety implications of the event, has now become of paramount importance. 2.107 When one considers that in general, responsibility for issues specific to London are more often than not shared across a range of different organisations and bodies - the Association for London Government (ALG), Government Office for London (GOL), central Government in the form of the Home Office and the Greater London Authority (GLA) for example - It is perhaps not surprising that major public street events, such as the Notting Hill Carnival or the spontaneous New Year’s Eve celebrations should present such complex public safety accountability and responsibility issues. In addition to having a Mayor of London, the capital also has a Minister for London, a Lord Mayor of London and in some instances, the Home Secretary also plays a role. In looking at the ALG, GOL and GLA in more detail, the Review Group found the following: 2.107.1 Association for London Government (ALG): the Association of London Government (ALG) was formed in April 2000 from a merger of the five borough-funded London- 116
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Notting Hill Carnival A Strategic R
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Contents Foreword Preface Carnival
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Preface Lee Jasper, Policy Director
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This strategic evaluation was made
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The Challenge: Executive Summary Th
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• recognises the grassroots natur
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provide the level of flexibility re
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• the development of a four-year
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SEU TEZ TfL WCC Social Exclusion Un
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and delivering these events has gro
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(a) the development of a multi-agen
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to commit considerable resources in
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(b) establish a Carnival Arts Educa
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Introduction The Review Process Und
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increase its overall investment in
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1.4.3 the involvement of and consul
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1.11 A third aspect of the Review G
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surgery of another Trinidadian, Dr
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mobilising strategy, which allowed
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ecause the plight of minority ethni
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are shown in Figure 1 below as blue
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Practice was introduced in 1993, se
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6. It is the responsibility of the
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1.53.2 lack of general awareness of
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planning process of Carnival. A key
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not be allowed onto the Carnival ro
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made available to provide opportuni
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1.76 The role of the media in shapi
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Public Safety, Responsibility & Acc
Page 61 and 62: initiate discussions with DCMS, GOL
Page 63 and 64: presented and was unable to provide
Page 65 and 66: The Issue of Public Safety Recommen
Page 67 and 68: 2.4 In the main, whilst these recom
Page 69 and 70: Underground and London Transport pr
Page 71 and 72: number key public safety issues and
Page 73 and 74: Table 3: Carnival Public Safety Mat
Page 79 and 80: Stewarding & Route Management at Ca
Page 81 and 82: times, interrupted or delayed. A nu
Page 83 and 84: issues ranging from accommodation,
Page 85 and 86: Crime at Carnival 2.28 Making safe
Page 87 and 88: Event Management and Close Down Tim
Page 89 and 90: number of casualties treated - 598,
Page 91 and 92: • The installation of a temporary
Page 93 and 94: 2.53 In 2000, the circular Carnival
Page 95 and 96: Analysis of Carnival 2001 2.59 In A
Page 97 and 98: Figure (6): Barrier Locations at th
Page 99 and 100: 2.70.3 floats reduce available spac
Page 101 and 102: West-East “Ell” Route: the West
Page 103 and 104: circular route. The lowest route cr
Page 105 and 106: of the Carnival procession would be
Page 107 and 108: Evaluating the Carnival Public Safe
Page 109 and 110: Wider Implications for Major Events
Page 111: survey evidence on visitor numbers
Page 115 and 116: framework for land use and developm
Page 117 and 118: Carnival Management & Leadership In
Page 119 and 120: 19. A clear distinction must be dra
Page 121 and 122: The Coopers & Lybrand Report (1988)
Page 123 and 124: Table 10: Three-Year Executive Mana
Page 125 and 126: The Arts Council Review (2001) 3.18
Page 127 and 128: job description and progression Art
Page 129 and 130: Carnival - at least in the short to
Page 131 and 132: The Value of Carnival Funding Carni
Page 133 and 134: (a) create a new post of Carnival A
Page 135 and 136: Carnival as Part of a Wider Strateg
Page 137 and 138: 4.7 Held annually on the late May b
Page 139 and 140: • the first year of the Lambeth S
Page 141 and 142: The Benefits of Carnival Arts in Te
Page 143 and 144: carnival art projects. Although it
Page 145 and 146: esearch that is already available w
Page 147 and 148: • the key infrastructure and oper
Page 149 and 150: evenues within the industry are all
Page 151 and 152: meals and microwaveable snacks mean
Page 153 and 154: aise sponsorship in 2001 was as a d
Page 155 and 156: Part V: Future Vision - The Way For
Page 157 and 158: additional growth-related stresses)
Page 159 and 160: London Carnival Development Program
Page 161 and 162: Priority Areas No Key Recommendatio
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Appendix 1 Selected Bibliography Al
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London Arts Board (2000) Making a d
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The Greater London Authority Carniv
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• How could health and safety fac
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Stephen Hotson Area Commander, Brit
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1. We believe that NHCT must be sup
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7. In relation to the content of Ca
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Day/Date Presenters Topic of Discus
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Veteran’’, he has over 35 years
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Goldsmiths College, the Caribbean C
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Appendix 8 The Carnival Code As the
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Notes 187
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Notes 189
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