Notting Hill Carnival Strategic Review - Intelligent Space

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2.11 “Risk management at the Carnival is achieved by a combination of careful planning and realtime activities. The latter is dominated by a huge police operation. Policing the Carnival requires sensitivity to the needs and perceptions of the various interests involved, including ethnic, local community and commercial groups. It also requires efficient and co-operative relations with other organisations and emergency service agencies. The policing operation is co-ordinated by a special operations room based at New Scotland Yard, which acts as a communications centre, collates information and provides a liaison point with the emergency service. A formal decision-making structure is organised according to a ‘Gold’ (strategic command), ‘Silver’ (co-ordinator of the six geographical sectors), and ‘Bronze’ (sector command) hierarchy. 2.12 An important finding is the perhaps surprising extent to which Carnival decision-making (or at least the framework for decision-making) is pre-programmed, certainly at the strategic level or involving inter-organisational relations. The Carnival has become a mature, well-practised operation in which a multitude of tactical, incremental decisions, predominantly made at Bronze level or below, serve to steer the huge, complex process. Once the Carnival is under way, there is very little liaison between the police and other organisations. In practice, the MPS Gold commander has an overseeing, monitoring role, intervening on a handful of occasions…The stability that seems to arise from the incremental nature of the Carnival’s planning process does present a severe difficulty: a lack of attention to the need to plan in strategic ways for future developments.” 51 Carnival Public Safety Matrix 2.13 The LSE study raises a number of issues when one begins to ask the fundamental question of who is ultimately accountable for public safety at the Notting Hill Carnival. Published guidance by the Health and Safety Executive (HSE) provides that it is the event organiser that has the primary responsibility for protecting the health, safety and welfare of everyone working at, or attending, an event 52 . In theory at least, LNHCL is recognised as the ‘event organiser’. However, in practice, the Carnival Review Group questioned whether this had ever been the case. The Carnival Public Safety Matrix set out at Table 3 below, provides an overview of the various roles and responsibilities of the organisations involved in delivering the Carnival. When compared with the roles assigned under the Statement of Intent and Code of Practice 53 , the matrix begins to illustrate the way in which the powers and responsibilities in relation to the planning and delivery of the Notting Hill Carnival are shared amongst a range of organisations, with no one organisation taking an overall lead. Whilst in theory, a community–based organisation in the shape of LNHCL 54 is seen as the ‘event organiser’, in practice and in relation to the public safety aspects of the event, many of these responsibilities are being shouldered by other members of the OPSG. The Carnival arenas and bands have a significant impact on a 51 Pp145-146 supra. 52 “The Event Safety Guide: A Guide to Health, Safety and Welfare at Music and Similar Events”, Health & Safety Executive (HSE), 1999. 53 See Table 2: ‘Statement of Intent and Code of Practice: Summary of Responsibilities and Designation of Lead Agency Status’ on p46. 54 LNHCL took over this role from NHCT in May 2003. 70
number key public safety issues and yet they are not signatories to the Statement of Intent and Code of Practice. The Review Group felt that this anomaly should be remedied. The views of many residents and tenants’ organisations was that the Statement and Code amounted to little more than a stated set of ‘aims’, which, given the nature of the Carnival, were not enforceable and contained no sanctions in the event of non-compliance. 71
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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
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: Underground and London Transport pr
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
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The Coopers & Lybrand Report (1988)
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Table 10: Three-Year Executive Mana
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The Arts Council Review (2001) 3.18
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job description and progression Art
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Carnival - at least in the short to
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The Value of Carnival Funding Carni
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(a) create a new post of Carnival A
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Carnival as Part of a Wider Strateg
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4.7 Held annually on the late May b
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• the first year of the Lambeth S
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The Benefits of Carnival Arts in Te
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carnival art projects. Although it
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esearch that is already available w
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• the key infrastructure and oper
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evenues within the industry are all
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meals and microwaveable snacks mean
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aise sponsorship in 2001 was as a d
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Part V: Future Vision - The Way For
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additional growth-related stresses)
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London Carnival Development Program
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Priority Areas No Key Recommendatio
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Appendix 1 Selected Bibliography Al
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London Arts Board (2000) Making a d
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The Greater London Authority Carniv
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• How could health and safety fac
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Stephen Hotson Area Commander, Brit
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1. We believe that NHCT must be sup
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7. In relation to the content of Ca
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Day/Date Presenters Topic of Discus
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Veteran’’, he has over 35 years
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Goldsmiths College, the Caribbean C
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Appendix 8 The Carnival Code As the
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Notes 187
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Notes 189
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