Notting Hill Carnival Strategic Review - Intelligent Space

More documents

Recommendations

Info

Part III: Carnival Management and Leadership Summary The folklore of the Notting Hill Carnival suggests that it ‘just happens’ and that it is an ‘unplanned’ event. This is not however, entirely correct. The series of activities and tasks undertaken in the lead up to the August Bank Holiday weekend are the result of months of detailed planning and organising by the Carnival performers and organisers. A community-based management committee of one kind or another has, from the very outset, always overseen the Notting Hill Carnival. Over the years, these committees have been responsible for the planning and co-ordination of the event, undergoing as many transformations as the Carnival itself. This section: • Charts the recent management history of the Notting Hill Carnival, from the mid-1980s to the present day. It explains the various changes in leadership that have taken place, providing the background and context to establishment of the present organisation, London Notting Hill Carnival Ltd (LNHCL); • Revisits the conclusions and recommendations of two major reports into the administration of the Carnival, the Coopers & Lybrand Report in 1988 and the end-of-funding review conducted by the Arts Council in 2001; and • Discusses the limitations of the community-based management, leadership and structure of successive Carnival organisations. The section also argues for greater accountability and democratic ownership of the Notting Hill Carnival by the wider carnival constituency. Recommendations 18. The nature and complexity of the Notting Hill Carnival make the need for effective management and leadership vital for a successful and safe event. Its absence poses a serious threat to public safety and we believe that the weakness of the community-based management and leadership structure surrounding the Carnival is linked to years of underinvestment in the administration of the Carnival as a whole. Whilst we welcome and recognise the establishment of London Notting Hill Carnival Ltd (LNHCL) and the Executive Committee of the Carnival Arenas (ECCA) as significant developments that have succeeded in engendering a greater level of community accountability for and ownership of the event, we are firmly of the view that significant investment and capacity-building is required in order to ensure that the problems experienced by previous Carnival organisations are not repeated in the future. We recommend that: (a) a Carnival management and leadership development programme is established, the completion of which should be mandatory for all serving and prospective board members; (b) individual board membership of LNHCL should be limited to a maximum term of four years; (c) membership of the LNHCL board should be broadened to include residents, young people, carnival-related businesses and education and heritage practitioners; and (d) independent legal, finance, management, public safety, business and marketing experience and skills must always be present on the board. 121
19. A clear distinction must be drawn between the long-term development of London’s carnival industry on the one hand and the event planning, management and delivery of the Notting Hill Carnival on the other, since they are two separate but nevertheless complementary and important roles. The first involves the overall strategic development and direction of the carnival industry within the context of London’s creative industry sector. The second involves the event management, administration, logistical arrangements, operational planning and public safety aspects of the Notting Hill Carnival as a major event. In our view, the former role can only be satisfied through the creation of a London Carnival Development Strategic Forum whose membership would comprise of representatives from the LDA, Arts Council, Recycle for London (RfL), GOL, DCMS and Visit London, together with representatives from the carnival arts, businesses, education and heritage sectors and creative industry professionals. The latter role will require a greater level of investment in LNHCL in order to enable it to either outsource the event management function entirely or employ a professional full-time events team. 122
Page 3 and 4:
Notting Hill Carnival A Strategic R
Page 5 and 6:
Contents Foreword Preface Carnival
Page 7 and 8:
Preface Lee Jasper, Policy Director
Page 9 and 10:
This strategic evaluation was made
Page 11 and 12:
The Challenge: Executive Summary Th
Page 13 and 14:
• recognises the grassroots natur
Page 15 and 16:
provide the level of flexibility re
Page 17 and 18:
• the development of a four-year
Page 19 and 20:
SEU TEZ TfL WCC Social Exclusion Un
Page 21 and 22:
and delivering these events has gro
Page 23 and 24:
(a) the development of a multi-agen
Page 25 and 26:
to commit considerable resources in
Page 27 and 28:
(b) establish a Carnival Arts Educa
Page 29 and 30:
Introduction The Review Process Und
Page 31 and 32:
increase its overall investment in
Page 33 and 34:
1.4.3 the involvement of and consul
Page 35 and 36:
1.11 A third aspect of the Review G
Page 37 and 38:
surgery of another Trinidadian, Dr
Page 39 and 40:
mobilising strategy, which allowed
Page 41 and 42:
ecause the plight of minority ethni
Page 43 and 44:
are shown in Figure 1 below as blue
Page 45 and 46:
Practice was introduced in 1993, se
Page 47 and 48:
6. It is the responsibility of the
Page 49 and 50:
1.53.2 lack of general awareness of
Page 51 and 52:
planning process of Carnival. A key
Page 53 and 54:
not be allowed onto the Carnival ro
Page 55 and 56:
made available to provide opportuni
Page 57 and 58:
1.76 The role of the media in shapi
Page 59 and 60:
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 and 112: survey evidence on visitor numbers
Page 113 and 114: Independent Strategic Co-ordination
Page 115 and 116: framework for land use and developm
Page 117: Carnival Management & Leadership In
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
Page 163 and 164: Appendix 1 Selected Bibliography Al
Page 165 and 166: London Arts Board (2000) Making a d
Page 167 and 168: The Greater London Authority Carniv
Page 169 and 170:
• How could health and safety fac
Page 171 and 172:
Stephen Hotson Area Commander, Brit
Page 173 and 174:
1. We believe that NHCT must be sup
Page 175 and 176:
7. In relation to the content of Ca
Page 177 and 178:
Day/Date Presenters Topic of Discus
Page 179 and 180:
Veteran’’, he has over 35 years
Page 181 and 182:
Goldsmiths College, the Caribbean C
Page 183 and 184:
Appendix 8 The Carnival Code As the
Page 185 and 186:
Notes 187
Page 187:
Notes 189
show all

Notting Hill Carnival Strategic Review - Intelligent Space

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?