Notting Hill Carnival Strategic Review - Intelligent Space

etaining the best of the past and building on its strengths so that the Carnival thrives in
conditions that are radically different from its creation.
Key Findings and Recommendations
The main findings and recommendations of this strategic review are made within the context of the
overarching principle that the Notting Hill Carnival should be embraced. It is a major world-class event
that should be supported, both politically and financially. The review argues that solutions to the
particular public safety challenges posed by the Carnival’s growth can offer models of best practise
that could be applied to other major outdoor events, which take place on the public highway. It is also
based on the Carnival’s proven economic and social contribution to London’s economy and cultural
diversity, its international significance and its potential to be a vehicle for community development,
empowerment and future wealth creation.
Representation, Management and Leadership
History has a tendency to repeat itself when issues raised about the Notting Hill Carnival are placed
under intense scrutiny. As far back as 1981, the Arts Council warned the Carnival organisers at the
time that funding would cease unless a proper organising committee was established and the
management of the Carnival was improved. In 1988, the first ever review of the Carnival’s
management structure concluded that there was an urgent need to increase the professionalism in the
planning and presentation of the Carnival. Skills reflecting the necessary expertise required to organise
large-scale events, manage the finances, communicate and negotiate at strategic levels were all pivotal
to ensuring the Carnival’s future survival and success. In 2002, a leadership dispute within the Notting
Hill Carnival Trust – the Carnival organiser at the time – led to the Carnival Funders’ Group 9 consulting
the Charity Commission on the governance and management of the organisation. A new organising
body, London Notting Hill Carnival Ltd was subsequently created the following year. The Review
Group found that the nature and complexity of the Carnival made the need for effective management
and leadership vital for a successful and safe event. Its absence posed a serious threat to public safety
and the limitations of the community-based management and leadership structure was linked to years
of under investment in the administration of the Carnival as a whole. This report re-affirms the
recommendations of the 1988 report in that it recommends that:
• the wider community of interests, which includes residents, educationalists and businesses,
should be represented on the present Carnival management organisation [recommendation
14c];
• legal, finance, management, public safety, business and marketing experience and skills must
be present on the board of any Carnival organising body [recommendation 18d]; and
• a Carnival management and leadership development programme should be established to
provide professional development for board members [recommendation 18a].
Planning for Future Growth: The Carnival Route
One of the major achievements of this review was the establishment of a two-year Carnival Public
Safety Project, which provided a detailed analysis of the significant risks to public safety posed by the
circular design of the present Carnival route. The project found that the present route is unable to
9
Group members were: Royal Borough of Kensington and Chelsea, City of Westminster, Association of London Government, Greater
London Authority and Arts Council England.
14