Notting Hill Carnival Strategic Review - Intelligent Space

• recognises the grassroots nature of the Notting Hill Carnival and argues for greater
accountability and democratic ownership of the event by the wider carnival constituency.
Part IV: The Value of Carnival
The true value of the Notting Hill Carnival, in social, economic and cultural terms, has received little
recognition in the past. Members of the wider carnival arts community have consistently expressed
their growing disappointment at the way in which the Notting Hill Carnival has been portrayed in the
media and the lack of recognition afforded to them for the cultural and artistic development and
educational work that they undertake within schools and their communities. This section:
• describes the Notting Hill Carnival as a ‘community of interest’ – people linked together by a
shared vision and concern. The history of the Carnival clearly demonstrates how, in adverse
conditions, a cultural event became a vehicle for community self-help, a movement towards
self-sufficiency, empowerment, participation and involvement;
• offers a definition of the ‘carnival arts’ as emanating from the cultural traditions of Africa, Latin
America and the Caribbean. It argues that from a variety of perspectives, the carnival arts are
extremely valuable in promoting new learning ideas as well as multicultural awareness within
the classroom and in higher education;
• provides rich examples of the social, cultural, human and intellectual capital that has always
existed within the Notting Hill Carnival and the wider carnival arts industry; and
• examines the ‘business of Carnival’ and its significant economic contribution and potential. It
argues for a fairer assessment of an event that generated £93 million in 2002 and offers an
analysis of how this economic potential can be harnessed to ensure that the Carnival is able to
develop into a truly independent and sustainable festival.
Part V: Future Vision: The Way Forward
As the Notting Hill Carnival grows, sustained success will be directly related to careful management of
the Carnival, particularly in the areas of public safety, community leadership, economic development
and environmental impact. This section:
• identifies possible ways forward for prioritising and strengthening public safety planning for the
Carnival;
• utilises the Review Group’s recommendations as the basis for a four-year ‘London Carnival
Development Programme’ that will focus on the following priority areas:
a) Strategic management and leadership
b) Community outreach and development
c) Event operation and management
d) Fundraising and finance
e) Sustainable economic development
f) Marketing, branding and promotion
• argues that the Notting Hill Carnival’s true economic and social potential can only be realised
through strong community-based management and leadership that is supported by all the
relevant stakeholders. The real challenge will be to conceive of the Carnival in new ways,
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