Notting Hill Carnival Strategic Review - Intelligent Space

• providing a smaller circuit for the smaller community bands or those with special
needs;
• increasing live music-making on the Carnival route;
• introducing a ‘road march’ competition and encouraging new cultural groups to
take part in the pre-Carnival activities and/or the procession.
3.22 It was clear that the Carnival arenas were looking to NHCT for leadership in the area of artistic
development, but the review felt that although the trustees had considered developing criteria
for participation, it was “too caught up in the daily fire fighting to develop this vision”. Thus,
the artistic development of the Carnival arenas, as distinct from the shaping of the whole
event was something the Arts Council review concluded should remain the responsibility of
the arenas. The report suggested that where possible, the arenas should be strengthened and
given financial independence from NHCT. The long-term aim would be for NHCT to house
the independent arenas under its roof, acting as an umbrella organisation.
Board Management and Personnel
3.23 The Arts Council report acknowledged a pressing need for NHCT to clarify the division of
responsibilities between the board of trustees and the chief executive. It also identified a
reluctance or inability on the part of the board, to self-appraise or acknowledge the existence
of any internal weaknesses within the organisation. The review commented that the trustees
would benefit from a number of away-days, the implementation of a training needs analysis
for all staff and board members and the introduction of an appraisal system, which would help
the organisation to move forward.
Key Recommendations
3.24 The Arts Council’s central recommendations included:
3.24.1 a re-defining and re-focusing of NHCT’s role to that of a co-ordinating agency, taking
responsibility for the overall artistic shaping of the Notting Hill Carnival, and providing
a vital service to the Carnival disciplines by facilitating the event and the pre-Carnival
activities (such as the Panorama and the Costume Gala). It was felt that the
redefinition of NHCT’s role as a service provider as opposed to a commercially-driven
business would increase the Trust’s potential;
3.24.2 a complete review by the board of its mission statement and its short, medium and
long-term aims, objectives and priorities, with a view to producing a three-year
strategy for development of the organisation;
3.24.3 a review of the board’s relationship with all the disciplines with a view to ensuring that
all were appropriately represented on the Board;
3.24.4 the urgent need to develop a strong and independent board, with serious
consideration being given to the role of Chair, the most appropriate way to fill this
position and the appropriate length of tenure; and
3.24.5 the regularisation of all staff positions as part of a programme of increased
professionalism. This regularisation would include the review of the Chief Executive’s
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