MD2119 Notting Hill Carnival 2017

1.1 The GLA has powers and duties under the Greater London Authority Act 1999 (GLA Act) to promote the economic and social development and improve the environment in London and promote tourism to, in and through Greater London. Events have a profound potential to bring economic and social benefits to London, and major events in particular can raise the city’s profile and present a positive image to the world’s media and potential visitors.

1.2 The Notting Hill Carnival has been taking place in London over the August bank holiday weekend, every year since 1965. It is a great celebration of Caribbean culture and one of London's highest profile public events, attracting people not only from across the capital, but the UK and overseas. Attracting hundreds of thousands of visitors over the weekend, it is Europe’s largest carnival event.



1.3 The artistic vision of Carnival is to foster the creative development and enhancement of diverse artistic excellence, and transform perceptions of Carnival culture locally, nationally and internationally. The event celebrates the history of Carnival, reflecting diverse artistic elements, cultural identity, heritage and community cohesion. There are 5 different Carnival ‘arenas’, as follows:

• Carnival Arts and Masquerade Foundation (CAMF),

• Caribbean Music Association (CMA),

• British Association of Static Sounds (BASS),

• British Association of Steel bands (BAS), and

• Association of British Calypsonians (ABC).

1.4 Additionally, it has an impact through the work that is built up over the year, for example through the Carnival Arts education programmes.

Organisation of Carnival

1.5 Unlike many other large-scale events, Notting Hill Carnival has developed organically as opposed to being driven by a single group or individual. As such the lines of responsibility and management have never firmly been drawn. Whilst there is an ‘oversight body’ - London Notting Hill Carnival Enterprises Trust (LNHCET), LNHCET is presented with significant challenges around resources (financial and physical) and getting a fully joined up plan from the individual arenas and their components in order to deliver the event.

1.6 LNHCET is supported in their operational planning and delivery of the event by key statutory agencies which form the Operational Planning Safety Group (OPSG): Royal Borough of Kensington and Chelsea (RBKC), Westminster City Council (WCC), Brent Council, Metropolitan Police Service (MPS), London Fire Brigade (LFB), Transport for London (TfL), National Health Service (NHS) and their partner, St John’s Ambulance (SJA).

1.7 There is also a Notting Hill Strategic Partners Group to advise on strategic issues related to Carnival, in which senior members of MOPAC, GLA, WCC, RBKC, TfL, MPS, Arts Council, LNHCET and London Ambulance are represented.

Crowd Safety

1.8 The sheer numbers of people attending the Notting Hill Carnival in a relatively small residential area necessitates a significant police and stewarding presence. The GLA has historically provided funding for stewarding at Carnival to support the LNCHET, the community and the police to help improve safety at the event, and looks to continue with this support.

1.9 Over recent years, and in particular following the 2016 event, concerns were raised by key agencies regarding safety of the event due to crowding. As a result, the Strategic Partners Group commissioned an independent crowd dynamics review to make recommendations on improving crowd safety at the event.

1.10 Movement Strategies, the independent consultants commissioned, have recently completed the review and made a number of recommendations for improvement in strategic areas over the next few years. One of the conclusions of this report was that such recommendations would be difficult to implement without the engagement of a professional event management company to oversee the various operational aspects effectively and improve formal inter-agency information sharing.

1.11 LNHCET has assessed this report, and understanding its responsibilities and liabilities towards public safety is looking to procure a professional management company, Sovich, to plan for Carnival 2017. LNHCET does not however have sufficient funds to pay for this professional event management service, (approximately £300,000 for 2017) and therefore has asked the members of the Notting Hill Carnival Strategic Group to help fund the activity.

1.12 As members of the Strategic Partners Group, both GLA and MOPAC seek to contribute funding towards the provision of event management services to ensure LNHCET’s implementation of key recommendations from the crowd dynamics review.

1.13 Given that RBKC already provide funding for a small level of event management support to LNHCET, it has been agreed that members of the Strategic Partners Group contributing funding for event management services, would do so via RBKC, who would manage the funding agreement on event management services.

1.14 This decision approves GLA expenditure of £405,000, including £50k from MOAPC to support the project.

1.15 Of this, £115,000 will be put towards event management and £290,000 towards stewarding. The GLA will enter into a funding agreement with the London Notting Hill Carnival Enterprises Trust (LNHCET) to support the stewarding provision at the 2017 event.

1.16 The decision approves entry into a funding agreement with the Royal Borough of Kensington and Chelsea (RBKC) to support LHNCET’s engagement of a professional Event Management Company for the 2017 event.

1.17 MOPAC has agreed to provide £50,000 towards the GLA’s contribution to the costs of event management services, confirmed that such revenue funds are available for this purpose and will record the details of the same under their decision-making protocol.

2.1 By supporting the stewarding provision at the event, it is expected to reduce the police resources at the event that may otherwise be deployed to manage crowds. It will help LNHCET deliver the crowd management plans produced to ensure a safer event and minimise the impact on agency services and local communities. GLA, through the Operational Planning Safety Group, will monitor the outcomes against the stewarding plan and an agreed set of deliverables.

2.2 By supporting the event management provision at the event, it is expected to help professionalise the planning and deliver against the recommendations from the crowd dynamics review. RBKC will monitor outcomes against a set of KPI’s agreed by the Strategic Partners Group.

2.3 The wider benefits of the event are:

a. Increased positive global reputation of London.

b. Positive profile for London, encouraging economic investment.

c. Education and increased awareness of other communities in London encouraging social integration and cohesion.

d. Increased skills through volunteering opportunities.

2.4 Whilst difficult to measure, there are a number of additional benefits including:

a. Increased sense of community through volunteering opportunities and social interaction at events.

b. Encouraging a sense of pride in Londoners for the city they live.

c. Enjoyment and satisfaction to support the well-being of Londoners and improving their health and wellbeing and quality of life (particularly where Londoners’ disposable income is limited and free events offer access to arts and entertainment which they may otherwise not be able to experience).

3.1 Notting Hill Carnival is one of London’s largest cultural events, delivered primarily by London’s Black Caribbean and other minority communities. As a BAME community and volunteer-delivered event that has international profile, there are limited resources to provide the infrastructure that an event of this scale requires. By providing this funding, we are supporting its safe and successful delivery, both for the community, Londoners and the many national and international visitors who attend.

3.2 The event is planned to be inclusive and aimed at all Londoners, culturally and socially. Community stakeholder groups, such as the London Notting Hill Carnival Enterprises Trust are engaged in the planning and promotion of the Carnival and ensure that the Carnival is appropriate and representative of the community for which the event promotes.

3.3 The preparation for Carnival involves many outreach programmes in music and arts education for all.

Key risks and issues

4.1 In its strategic role for London the GLA supports Notting Hill Carnival, as a major event of significant benefit to the city by providing funding to LNHCET.

4.2 Whilst the GLA has no direct responsibility for public safety at Notting Hill Carnival, it is considered important that, where practicable, the GLA takes reasonable steps that assist to mitigate against public safety risks in so far as is possible.

4.3 The GLA may have a level of influence on planning, in respect of the terms of its funding granted to LNHCET. To help discharge these duties the GLA attend the regular Operational, Safety, Planning Group meetings with the statutory authorities.

4.4 Without funding to enable LNHCET to appoint an event management company, it is unlikely that they will be able to implement the recommendations made in the independent crowd dynamics review.

4.5 The provision of stewards is an essential element of Carnival crowd management, and without funding support, LNHCET would not being able to appoint a stewarding contractor.

4.6 The GLA and MOPAC’s financial support for this project are provided via funding agreements. As such, the organisers have to reach certain ‘milestones’ before funding is released.

4.7 Whilst there are undoubtedly benefits that would result from reducing the visible presence of policing at the event (and ultimately the public sector cost), it is important that at this time of increased security risk, the policing resource remains appropriate and proportionate to the current threat levels.

4.8 There is a risk that LNHCET will be unable to generate income and similar funding requests will be made to the GLA and other partners in future years. Any future funding requests would be considered on the basis of the application and the benefits for London to be achieved.

Mayoral Strategies and priorities

4.9 This is in line with the Mayor’s manifesto commitment to ‘continue to back major cultural festivals to celebrate London’s religious and racial diversity’.

Impact and assessments

4.10 The impact and assessment of the event will be through the multi-agency planning process (Operational, Safety Planning Group) and other sub groups, including WCC, RBKC, MPS, TfL, LAS, LFB, LNHCET and other key stakeholders. This is to ensure that the event is delivered safely and adheres to the regulations regarding Licencing, noise, crowd management and infrastructure.

4.11 LNHCET engages with the wider community and stakeholders to ensure that the community is represented from all generations. Public correspondence, via the GLA Public Liaison, WCC and RBCK and market research at the event is also considered for future planning of events where negative comments and improvement suggestions are made and may be reasonably implemented.

5.1 The total gross contribution towards Notting Hill Carnival 2017 will be £405,000 and the net cost to the GLA will be £355,000. MOPAC will be making a contribution to the GLA of £50,000 towards the carnival, specifically for Event Management. The GLA net contribution of £355,000 will be funded from the Events for London Programme budget for 2017-18.

5.2 The total cost of £405,000 will be administered by way of grant agreement to the London Notting Hill Carnival Enterprises Trust (LNHCET) to support the cost of stewarding provision and to the Royal Borough of Kensington & Chelsea (RBKC) to support the engagement of a professional Event Management Company for the 2017 event. A breakdown of the proposed grant funding is shown below:

6.1 Under section 30 of the Greater London Authority Act 1999 (the ‘Act’) the Mayor, acting on behalf of the GLA, is entitled to exercise the GLA’s general powers to do anything that he considers will further the promotion, within Greater London, of economic development and wealth creation, social development and the improvement of the environment.

6.2 Furthermore section:

6.2.2 34 of the Act allows the GLA to do anything which is calculated to facilitate, or is conducive or incidental to, the exercise of any functions of the GLA; and

6.2.3 378(3)(b) allows the GLA to do anything which is conducive or incidental to the GLA’s discharge of its duty to encourage people to visit London.

In this case, the foregoing sections of this decision form indicate that the GLA’s proposed provision of funding to LNHCET and RBKC may be considered to be facilitative of and conducive and incidental to social development in and encouraging people to visit Greater London in accordance with those powers.

6.3 Officers have indicated, in the foregoing sections of this report, that the contribution to LNHCET’s and RBKC’s costs concern the provision of grant funding and not a payment for services to be provided. They must ensure therefore, that the proposed funding is disbursed in a fair and transparent manner in accordance with the GLA’s Contracts and Funding Code and funding agreements are put in place between and executed by the GLA, LNHCET and RBKC before any commitment to provide funding is made.

6.4 In taking the decisions requested, the Mayor must have due regard to the Public Sector Equality Duty; namely the need to eliminate discrimination, harassment, victimisation and any other conduct prohibited by the Equality Act 2010, and to advance equality of opportunity between persons who share a relevant protected characteristic (race, disability, gender, age, sexual orientation, religion or belief, pregnancy and maternity and gender reassignment) and persons who do not share it and foster good relations between persons who share a relevant protected characteristic and persons who do not share it (section 149 of the Equality Act 2010). To this end, the Mayor should have particular regard to section 3 of this report.

6.5 Section 121 of the Act provides that a functional body, such as MOPAC, may, with the consent of the Mayor, pay a grant towards meeting revenue expenditure incurred or to be incurred by the GLA for the purposes of, or in connection with, the discharge of its functions.

7.1 The project delivery timeline is outlined below: