Notting Hill Carnival Strategic Review - Intelligent Space

3.7.3 representation in the management of the organisation would have to reflect this
wider membership. Support for the organisation would therefore benefit from on the
strength of a wider community base.
3.7.4 the public (residents in particular) had a right to some influence over the
management of an event that was increasingly touching aspects of their lives and
environment.
3.7.5 over the years, the type of management structure running the Carnival had not
changed, and yet so much around it had: the number of spectators; the international
recognition and attraction and sheer size of the event.
3.7.6 the urgent need to increase the skills base and expertise required to organise largescale
events, manage the finances, communicate and negotiate at strategic levels
were all elements of the quality of professionalism that was identified as being critical
to Carnival’s future survival and success.
3.8 The Coopers & Lybrand Report was clear in its warning that if the size of the Carnival
continued to grow, then the CAC had a duty to ensure that its growth and development as an
organisation in terms of income, staffing and range of activities was commensurate to the
Carnival’s growth. The report therefore concluded that the CAC structure did not properly
represent all the various groups or individuals who contributed to the Carnival’s success or
were affected by its existence. The report’s recommendations were offered with a view to
achieving five key objectives:
• ensuring that the CAC was controlled by and representative of the local African
Caribbean community;
• securing support from the whole local community for the Carnival;
• ensuring that the Carnival was professionally managed;
• providing the means of accountability to the community, funders and the public; and
• providing the means for the continued growth and development of the organisation
and its activities in line with its main objectives.
3.9 To achieve these key objectives, the Coopers and Lybrand report recommended the
registration of CAC as a charitable trust and the introduction of a three-tier management
structure comprising of a board of trustees, specialist sub-committees and executive
management staff for the administration of CAC and the Notting Hill Carnival. This proposed
new structure was designed to ensure that no one person or group dominated the
organisation; the organisation had stability and continuity; the membership was aware of what
was going on; new ideas could be introduced; and the Carnival was professionally organised
and managed.
3.10 The new CAC executive management structure was to be implemented over a three-year
period, with the assumption that the development of the Carnival would increase the range of
responsibilities and workload over that period. The Coopers and Lybrand report proposed a
three-phased approach to implementation:
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