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Task Force Initiative December 2020 Making Connections

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Task Force Initiative December 2020 Making Connections Making connections An evaluation of the Freelance Task Force initiative December 2020 Making connections Making connections 2 The Freelance Task Force (FTF) was Methodology overview: Executive Summary 3 created in April 2020, in response MHM were commissioned in October 2020 Creating a national Task Force 8 to the Covid-19 pandemic to undertake an independent evaluation of An objective, representative evaluation 12 national lockdown and the crisis the initial phase of the Freelance Task Force (FTF). A clear message of hope and solidarity 14 facing freelance theatre and live performance makers across the UK. MHM undertook a phased approach to the Financial support small but crucial 18 evaluation, starting with a gap analysis Fast set-up essential but missed a step 21 The act of creating the Task Force of existing data. This was followed by The momentum took on a life of its own 26 sent a clear message, demonstrating primary data collection, using three main mechanisms for feedback, with additional Personal connections built communities 32 solidarity with freelancers and offered much needed financial options provided for those with specific Immediate impacts with future potential 37 access needs. support in a very challenging time. Appendix 1: List of sponsor organisations 46 We engaged the following groups during the research: Freelancers who were part of Appendix 2: Members of the Task Force 48 The strength of support created a collective which was large for the FTF; sponsor organisations; freelancers Appendix 3: Disciplines represented 50 from outside of the Task Force. constructive discussion and Appendix 4: Outputs produced 51 The evaluation was measured against the the communication became following 4 broad aims: Research parameters 52 overwhelming, but the smaller - A message of solidarity working groups, with shared purpose, had many positive - Increase communication and connection Please note that the percentages in this outcomes. A range of valuable - Representation, transparency, autonomy report may not always add to up to 100% outputs were produced as well as a - Financial support due to rounding. range of softer outcomes. This report synthesises the main findings of the research, with recommendations for any future iteration of the Task Force. 2 Making connections December 2020 Executive Summary The Freelance Task Force delivered An objective, representative evaluation While experiences of the Task Force were very varied, there was a common sense , with significant While the difficult situation for our sector clear successes that community and relationships between and self-employed people continues, there is evidence to support a second freelancers and organisations were further also a need to pause and reflect. An external, iteration. There are however key strengthened. robust evaluation was needed to assess what learnings to take on board in order worked well and what could have been done to maximise the benefits and avoid differently. ‘Taking hope from the repeating missteps. MHM were commissioned to deliver a clear, solidarity that was actionable review of the Task Force process Creating a national Task Force and outcomes in order to learn and shape present at the beginning The Freelance Task Force was created in April any potential future Task Force activity. 100 as a response to the COVID-19 pandemic Task Force Freelancers, 116 wider industry of the process. The national lockdown. Initiated by Fuel, 150 freelancers and 66 organisations took part. sponsor organisations joined together as a opportunity to lead show of support for freelance theatre and live A clear message of hope and solidarity performance makers. The act of creating the Task Force sent a discussions about the The Task Force offered paid work for 13 days clear message, demonstrating solidarity with future and how to make over 13 weeks, for 169 freelance theatre and freelancers in a very challenging time. The performance workers across the country. A majority of freelancers felt that it was a sign of things better.’ FTF freelancer message of solidarity and a commitment to the sector coming together. increased communication were also included It was widely acknowledged that the sheer in the aims of the Task Force. scale of the Task Force was ground-breaking: bringing together freelancers across the country and disciplines for the first time. 3 Making connections December 2020 Financial support small but crucial There was a lack of clear overall shared purpose, which led to some tension, with Recommendation: full, fair open The Freelance Task Force offered much needed differing perspectives on the most pressing recruitment financial support to a group of freelancers in a needs: balancing the current crisis with time of crisis. There was also some increased A full, open recruitment process should tackling bigger, long-term issues. awareness on how to access support, but that be employed, with slightly longer lead did not reach freelancers outside the Task A mechanism for agreeing and setting time in a future iteration. Alongside this, Force to the same extent. realistic, both short and long-term goals, is the representation/tracking process was needed for any future activity. successful in ensuring a diverse group and There was broad confidence both within and should be used again. outside of the Task Force that advocating for financial security was happening, but less clarity on its impact. Recommendation: second iteration, Recommendation: a mechanism for Fast set-up was essential but missed a better funded, could reach further setting shared, realistic priorities step The financial support provided by the Task With clearer overarching goals in place, a The urgency of the situation, as venues closed Force was, for some, critical help during a process to set internal priorities is needed and projects were cancelled, required the crisis. It made some way to fill a gap left in and must be accessible and democratic to Task Force set-up to happen quickly. This was income for freelancers, when there were ensure all voices have equal opportunity understood and appreciated, however it was few other mechanisms to do so. to be heard. This could be through elected also widely agreed that with more time the leadership or a more formal process to While much has changed since April, the recruitment process could have been more vote on key short and long-term priorities. challenging times are far from over. A open and fair. This process could be set-up by organisers future iteration of the Task Force, with of any future Task Force and paid-for staff Ownership was quickly handed over to the greater funding, could increase and widen may be able to aid in facilitation. However, Task Force, however it seems that in the the reach of that support. It could also give it is recommended that ownership of and interests of ensuring autonomy, a key step of some stability to a group who have been responsibility for internal priorities and agreeing goals and priorities was missed. particularly impacted by the consequences realistic timelines for delivery is then taken of the pandemic. on by members of the Task Force. 4 Making connections December 2020 Recommendation: make administrative Recommendation: create streamlined support an official, paid-for position channels for communication Greater structure and admin support/ Communication needs to be streamlined. coordination is needed to ensure the There needs to be greater differentiation The momentum took on a life of its own Task Force can function effectively at the between ‘need to know’ communications As ownership was handed over to the group, same (or larger) scale. This should not be and optional active discussion, with it seems there were conflicting views within a person ‘in charge’ to set direction, but opportunities for individuals to get the Task Force about whether or not to adopt someone to facilitate, take responsibility involved in the issues they are most suited any kind of traditional hierarchy. In the end, a and drive things forward. A formalised for/passionate about. Administrative hierarchy was rejected. structure is also needed to allow decision- support provision should be the conduit for essential, Task Force-wide However, the group was too large for making and discussion in a large group communications, through an accessible constructive discussion without any agreed to encourage shared value and purpose, platform – potentially simply by weekly structure or processes, and the desire to whilst also allowing the diverse working email. Other optional platforms can be collaborate led to an overwhelming volume of groups to continue to progress their work used for ongoing discussion on specific communication that was difficult to keep up without a consensus on all issues. topics. with or navigate. This pace was particularly challenging for those with additional access Recommendation: create a culture for needs. autonomy and setting boundaries Recommendation: ensure access needs The choice to reject any formal hierarchy led are considered from day one Autonomy was a clear goal of the Task to a natural one forming, but it was suggested Force but this doesn’t just happen The addition of an Access Manager to the that this gave more influence to those with naturally. A culture needs to be created Task Force was a positive move. Any future privilege, while other voices went unheard. to allow freelancers to feel able to set iteration should have this kind of support Furthermore, it meant no one was able to take boundaries on their time and choose built in from day one, with access needs full responsibility for necessary functions. the level to which they can get involved, considered in all communication. A formal without feeling left behind. This can be induction to include access to resources, encouraged by the organisers and staff of such as accessibility toolkits should also be any future Task Force iterations, but also considered. needs to be something the Task Force members recognise and buy-in to.
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