Notting Hill Carnival Strategic Review - Intelligent Space

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protecting the health, safety and welfare of everyone working at, or attending, an event 10 . All of the statutory agencies involved in contingency planning for the Carnival have stated that although a safety forum exists in the form of an Operational Planning and Safety Group (OPSG) 11 so that information on public safety arrangements is shared between organisations, in their view, the ‘event organiser’ for the Carnival is currently LNHCL. In an attempt to establish what happens in practise, the Review Group produced a ‘Carnival Public Safety Matrix’, which offers an analysis of the various roles and responsibilities currently being undertaken by all the organisations involved in delivering the Carnival. The matrix clearly demonstrates that whilst there has always been a community-based organisation to co-ordinate the Carnival, the limitations of this organisation – in financial and human resource terms – have meant that its ability to fully assume the role of ‘event organiser’ with responsibility for public safety, has not been achievable. As a consequence, the evidence suggests that in reality, the MPS, the Royal Borough of Kensington & Chelsea (RBKC) and the City of Westminster (WCC) have been required to commit considerable resources in order to compensate for the inability of the event organiser to assume full responsibility for the Notting Hill Carnival’s public safety issues. With public investment comes public accountability and therefore, given the level of operational responsibility that has been assumed by the statutory agencies in general and the police and local authorities in particular, this report calls for: • greater transparency and accountability for the decisions being taken by the OPSG. In particular, the Carnival Review Group is recommending that the minutes of all group meetings are made public and that the group should be responsible for producing an annual Public Safety Strategy and detailed review, all of which would be subject to independent scrutiny by the London Assembly, the Audit Commission and the HSE [recommendation 16b]; • greater level of involvement from the HSE. The Review Group identified an urgent need for an independent agency, capable of leading on matters of public safety at the Carnival [recommendation 16c]; and • the establishment of a high level working group to review public safety responsibility, accountability and decision-making issues relating to all major events that take place on the public highway. Membership of such a group would comprise HSE, GOL, Home Office and DCMS in the first instance. [recommendation 17] Sustainable Economic Development, Empowerment and Investment Now in its 40 th year, the Notting Hill Carnival has enormous economic and social potential that has yet to be fully realised. A majority of the problems experienced by the Carnival stem from years of underinvestment and lack of appreciation for the true value of the Carnival as a world-class event. The empirical evidence provided by the LDA’s study of the Carnival’s economic contribution to London’s economy has succeeded in challenging the negative assumptions held about the Carnival and provided a compelling case for greater investment in order to safeguard the future of one of London’s oldest festivals. • the establishment of a permanent home within Notting Hill, a Centre for Carnival Arts and Enterprise [recommendation 22]; 10 “The Event Safety Guide: A Guide to Health, Safety and Welfare at Music and Similar Events”, Health & Safety Executive (HSE), 1999. 11 The following organisations are members of the Operational Planning and Safety Group (OPSG): London Notting Hill Carnival Ltd, Metropolitan Police Service, Transport for London, London Underground Ltd, City of Westminster, Royal Borough of Kensington and Chelsea, London Buses, St. John Ambulance, British Transport Police and London Ambulance Service. 16
• the development of a four-year Carnival Economic Development Strategy to harness the Carnival’s economic potential for the benefit of the wider carnival community [recommendation 23]; and • the development of a four-year London Carnival Development Programme to oversee the implementation of the Review Group’s recommendations [recommendation 26] 17
Page 3 and 4: Notting Hill Carnival A Strategic R
Page 5 and 6: Contents Foreword Preface Carnival
Page 7 and 8: Preface Lee Jasper, Policy Director
Page 9 and 10: This strategic evaluation was made
Page 11 and 12: The Challenge: Executive Summary Th
Page 13 and 14: • recognises the grassroots natur
Page 15: provide the level of flexibility re
Page 19 and 20: SEU TEZ TfL WCC Social Exclusion Un
Page 21 and 22: and delivering these events has gro
Page 23 and 24: (a) the development of a multi-agen
Page 25 and 26: to commit considerable resources in
Page 27 and 28: (b) establish a Carnival Arts Educa
Page 29 and 30: Introduction The Review Process Und
Page 31 and 32: increase its overall investment in
Page 33 and 34: 1.4.3 the involvement of and consul
Page 35 and 36: 1.11 A third aspect of the Review G
Page 37 and 38: surgery of another Trinidadian, Dr
Page 39 and 40: mobilising strategy, which allowed
Page 41 and 42: ecause the plight of minority ethni
Page 43 and 44: are shown in Figure 1 below as blue
Page 45 and 46: Practice was introduced in 1993, se
Page 47 and 48: 6. It is the responsibility of the
Page 49 and 50: 1.53.2 lack of general awareness of
Page 51 and 52: planning process of Carnival. A key
Page 53 and 54: not be allowed onto the Carnival ro
Page 55 and 56: made available to provide opportuni
Page 57 and 58: 1.76 The role of the media in shapi
Page 59 and 60: Public Safety, Responsibility & Acc
Page 61 and 62: initiate discussions with DCMS, GOL
Page 63 and 64: presented and was unable to provide
Page 65 and 66: The Issue of Public Safety Recommen
Page 67 and 68:
2.4 In the main, whilst these recom
Page 69 and 70:
Underground and London Transport pr
Page 71 and 72:
number key public safety issues and
Page 73 and 74:
Table 3: Carnival Public Safety Mat
Page 75 and 76:
Page 77 and 78:
Page 79 and 80:
Stewarding & Route Management at Ca
Page 81 and 82:
times, interrupted or delayed. A nu
Page 83 and 84:
issues ranging from accommodation,
Page 85 and 86:
Crime at Carnival 2.28 Making safe
Page 87 and 88:
Event Management and Close Down Tim
Page 89 and 90:
number of casualties treated - 598,
Page 91 and 92:
• The installation of a temporary
Page 93 and 94:
2.53 In 2000, the circular Carnival
Page 95 and 96:
Analysis of Carnival 2001 2.59 In A
Page 97 and 98:
Figure (6): Barrier Locations at th
Page 99 and 100:
2.70.3 floats reduce available spac
Page 101 and 102:
West-East “Ell” Route: the West
Page 103 and 104:
circular route. The lowest route cr
Page 105 and 106:
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 and 158:
additional growth-related stresses)
Page 159 and 160:
London Carnival Development Program
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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
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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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