Notting Hill Carnival Strategic Review - Intelligent Space

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5.15 Carnival has changed during its lifetime, and it will continue to change. It is important that its past, and those playing a role in shaping it, is properly recognised. At the same time, all with an interest in shaping its future will need to challenge themselves and others to begin the task of conceiving of the Carnival in a new way. The vision should be one in which the best of the past is retained, and is strengthened in ways that will enable it to truly thrive in social, economic, and political conditions radically different from those shaping its creation. Everyone has a role to play in developing and supporting the Notting Hill Carnival – and everyone stands to gain. 159
London Carnival Development Programme: Action Plan Priority Areas No Key Recommendations Summary Implementation Action/Strategy/Projects Required Lead Agency Partners Deliverables Timescale Strategic Management & Leadership Community Outreach & Development 12, 18 1, 20, 21 • Need for effective management and leadership; • Increased skills base capable of managing a major event; • Greater investment in organisational infrastructure and capacity-building • Broader membership to include residents, young people, business, education and heritage sectors. • Building of strategic alliances between the Carnival and education (schools, colleges), museums, archives and libraries; • Promotion of Carnival Sunday as ‘Children’s Day’; • More research into the social benefits and value of carnival arts in the community. • Succession planning • Governance and accountability • Strategic business planning • Alliance building (local, regional, national and international) • Advocate for the carnival industry • Infrastructural development • Carnival heritage projects and initiatives. • Carnival arts education and training • Schools and community outreach • Artistic policy development CDSF ECCA GLA; LDA; LNHCL; Visit London; Arts Council; DCMS ALM; Museum of London; Victoria & Albert Museum; Kensington & Chelsea Community History Group; Horniman Museum; DFES; Arts Council • Carnival management and leadership development programme. • Annual Carnival industry seminar. • Capacity-building programme • Carnival Archives and Heritage Collections Programme. • London Carnival Schools’ Competition. • Carnival Arts Education Network • Carnival Arts Education Officer 1-2 years 1-3 years Event Operation & Management 9, 11, 12, 13, 14, 15, 16, 24 • Need for dedicated full-time events team; • Need for a robust event management and planning framework, using information technology • Long-term strategic funding • Artistic programming • Space management and design (route and entertainment area) • Operational planning (health and safety, stewarding, policing, transport, waste management and recycling, crime reduction) LNHCL; ECCA GLA; TfL; RBKC; SJA; WCC; LUL; LAS; MPS; BTP; OPSG; RfL; HSE; Arts Council Waste Management & Recycling Strategy Music Programming Strategy and Policy 1-4 years 161
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Notting Hill Carnival A Strategic R
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Contents Foreword Preface Carnival
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Preface Lee Jasper, Policy Director
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This strategic evaluation was made
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The Challenge: Executive Summary Th
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• recognises the grassroots natur
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provide the level of flexibility re
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• the development of a four-year
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SEU TEZ TfL WCC Social Exclusion Un
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and delivering these events has gro
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(a) the development of a multi-agen
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to commit considerable resources in
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(b) establish a Carnival Arts Educa
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Introduction The Review Process Und
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increase its overall investment in
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1.4.3 the involvement of and consul
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1.11 A third aspect of the Review G
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surgery of another Trinidadian, Dr
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mobilising strategy, which allowed
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ecause the plight of minority ethni
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are shown in Figure 1 below as blue
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Practice was introduced in 1993, se
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6. It is the responsibility of the
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1.53.2 lack of general awareness of
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planning process of Carnival. A key
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not be allowed onto the Carnival ro
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made available to provide opportuni
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1.76 The role of the media in shapi
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Public Safety, Responsibility & Acc
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initiate discussions with DCMS, GOL
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presented and was unable to provide
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The Issue of Public Safety Recommen
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2.4 In the main, whilst these recom
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Underground and London Transport pr
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number key public safety issues and
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Table 3: Carnival Public Safety Mat
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Stewarding & Route Management at Ca
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times, interrupted or delayed. A nu
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issues ranging from accommodation,
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Crime at Carnival 2.28 Making safe
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Event Management and Close Down Tim
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number of casualties treated - 598,
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• The installation of a temporary
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2.53 In 2000, the circular Carnival
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Analysis of Carnival 2001 2.59 In A
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Figure (6): Barrier Locations at th
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2.70.3 floats reduce available spac
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West-East “Ell” Route: the West
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circular route. The lowest route cr
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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 and 118: Carnival Management & Leadership In
Page 119 and 120: 19. A clear distinction must be dra
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: additional growth-related stresses)
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
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Notting Hill Carnival Strategic Review - Intelligent Space

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