Caribana CEO Joe Halstead

Caribana’s changing of the guard

When Joe Halstead took over the Caribana festival four years ago, it was on the verge of being cancelled.  As he hands over the reins, it is bigger and better than ever.

By Erica Phillips and Leroy Graham

July 10, 2010

Over the past few years, the annual Scotiabank Caribana Festival has undergone an organizational renaissance that has made the celebration a well-run corporate entity. Much of the credit for the phenomenal turnaround goes to current chair and CEO Joe Halstead, the man many see as the catalyst for Caribana’s recent success. But after four years at the helm of Toronto’s biggest and most anticipated summer bash, Halstead is stepping down as head of the Festival Management Committee, which runs the Scotiabank Caribana Festival. He will pass the torch to successors Denise Herrera-Jackson as CEO and Christopher Alexander as Chief Administrative Officer.

Organizers have hopes that the change will infuse new energy and new ideas into the festival, which is now an over-$300-million enterprise that gives prestige and tax dollars to all three levels of government. Halstead, who helped turn a struggling Caribana organization around, has some words of wisdom for his successors: “This is an awesome responsibility,” he says. “Take it seriously, because you are being watched not only by the community, which cares deeply about this festival, but also by other festivals and events that are trying to catch up and surpass us.”

Being closely watched is something Halstead knows all about. In 2006, after the City of Toronto refused to fund the festival due to a lack of financial accountability and allegations of mismangement, the former commissioner of economic development, culture and tourism in Toronto was appointed to run Caribana. Halstead points out that for years Caribana was well-run, and that the few years when it had problems were just a “hiccup” — it was not 40 years of disaster. He says the people he worked with had a passion and energy that impressed him and they were determined to make a difference and sustain Caribana.

However, Halstead was initially reluctant to take on Caribana’s problems. When he retired from the city, he wasn’t looking for work. In fact, it was the last thing on his mind. But with Caribana in danger of being cancelled for the first time in four decades, Halstead wanted to ensure it remained a valuable community property.

There were several challenges that Halstead faced, especially dealing with a multitude of personalities that were not all on the same page. He knew that to make the festival work, “everyone had to be pulling in the same direction,” as he puts it. Other issues included lack of accountability, lack of focus and administrative challenges. But, working with his team, Halstead managed to turn this float around. “[It was done] with a clear vision and understanding of the value of Caribana in cultural and economic terms, and getting the key stakeholders to buy into this vision,” he says.

With that vision now firmly in place, Halstead says the future is bright for Caribana, which has seen the restoration of major donors and the return of  accountability. It’s a big part of his legacy. Halstead also leaves advancements in Caribana’s credibility, long-term planning, focus and positive exposure. The people who make funding decisions now know it’s good to do business with Caribana. “I do take some pride in seeing an accountable, functional, effective organization in place to manage and operate the festival,” he says.

Denise Herrera-Jackson finds herself inheriting a festival that’s ready to leap to the next level. “It’s intimidating in one way and it’s also exciting because of my interest in what I would call the whole Caribbean cultural product,” says Herrera-Jackson. “I’ve been involved with so many different aspects of Caribbean culture — film, theatre, literature, etc. — that this carnival product is just adding another dimension.”

Although Herrera-Jackson hasn’t yet taken the office of CEO, she is already creating a succession plan that will be used when the time for her own departure draws near. It is this type of long-term strategizing that many think makes Herrera-Jackson the perfect person to take control of the festival. “The first thing we have to consider is how we are going to be replaced, because we are nowhere near young. We have to build for the future,” she says. “Because of my participation in so many other areas, I am involved with a lot of young people and it is always important to identify partners. Right now, we’re having meetings with different people. The most important thing is to reach out to people.”

Building partnerships and generating economic empowerment for Caribbean Canadian communities is top of mind for Herrera-Jackson as she develops her mandate for Caribana’s future. A recent report produced by Gervan Fearon, Ryerson University’s Dean of Continuing Education, revealed that Caribana generates more than $300-million for the local economy. Herrera-Jackson wants to ensure that those who produce and participate in the festival share in its economic strength. “The ultimate goal for us, as a community, is to really and truly make our festival operate in a way that generates funds within our community. It becomes a revenue generator in itself and at the same time educates, entertains and leaves a legacy — a legacy that’s tangible and intangible.”

With a vision of growth and evolution, Herrera-Jackson is aware of the enormous task that is set out before her. But, even with the pressure of Canada’s largest cultural event on her shoulders, she has still managed to keep her focus on Caribana’s most important aspects. “The parties, the get-togethers, meeting people,” says Herrera-Jackson, “are my favourite parts. It’s a lot of fun.”

Also see this article on eyeweekly.com, celebrating this year’s most fantastic Caribana costumes.