Notting Hill Carnival Strategic Review - Intelligent Space

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(e) cultivating new audiences for traditional Caribbean and African music. 25. We would like to see a greater level of partnership between the Notting Hill Carnival and the Caribbean food and drink industry. The former has been instrumental in promoting the latter, the value and potential growth of which should not be underestimated. We believe that significant opportunities and synergies exist to not only strengthen the Carnival’s economic base through branding and sponsorship, but also increase the quality and professionalism of the food and beverage offered. We therefore recommend the development and implementation of a Caribbean-cuisine centred Food and Drink Strategy for the Carnival which: (a) encourages the development of mutually beneficial strategic partnerships between such organisations as the Caribbean Cuisine Consortium and the Carnival; (b) ensures that 100 per cent of the income from stall concession fees is given to the Carnival organisers and not retained by the local authorities; and (c) explores the possibility of the local authorities working with the Carnival organisers to consider the establishment of a limited number of alcohol sites which would be a significant source of revenue for the Carnival and could cover the costs associated with providing toilets. Future Vision: The Way Forward 26. The Notting Hill Carnival should be embraced. It is a major world-class event that should be supported both politically and financially. We also recognise that clusters of carnival creatives can be found throughout London. Having initiated this review, we firmly believe that the Mayor of London should continue to provide a strategic role in overseeing the implementation of the recommendations in this report. We also believe that these recommendations should form the cornerstone of a four-year London Carnival Development Programme, which will: (a) act as a catalyst to drive the development of the carnival industry in London; and (b) focus on the priority areas of: • Strategic management and leadership • Community outreach and development • Event operation and management • Fundraising and finance • Sustainable economic development • Marketing, branding and promotion The programme should adopt a phased approach to implementation and should be informed by all stakeholders in order to ensure that appropriate benefits are derived from the success and growth of the Notting Hill Carnival. 28
Introduction The Review Process Understanding Carnival and Why It Exists The Notting Hill Carnival Today: A Brief Overview Listening to Stakeholders: Competing Perspectives “Carnival is a way of saying, ‘I am here!’” 13 - A.R.Tompsett 13 ‘Carnival Entry’ from The Continuum Companion to Twentieth Century Theatre, Colin Chambers (ed) (New York & London, Continuum, 2002) 29
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 and 16: provide the level of flexibility re
Page 17 and 18: • the development of a four-year
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: (b) establish a Carnival Arts Educa
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 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
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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