Shaping the freelance landscape

PCG's Vision and strategy document 'Shaping the freelance landscape' summarises the key conclusions derived from a series of strategy workshops carried out in 2008. It is intended as an easy reference tool to remind those with an interest in PCG what we do, where we are going and what we need to do to get there.  

PCG’s vision: a perfect cultural, legislative and fiscal landscape

Our clear objective is for freelancers to enjoy the optimum environment in which to operate. Perfection is in many ways undefinable and even unattainable, but nevertheless the vision of a perfect world serves as our guiding light. We strive to bring about cultural, legislative and fiscal reform in order to fulfil and maintain that vision.

This is how PCG wishes the future freelance landscape to look:

•    freelancers understood by government and industry (both in UK and Europe) as people who carry the risk associated with being in business on their own account

•    freelancers able to enjoy the full rewards commensurate with the risk

•    freelancers unhindered by administrative or fiscal burdens that impact negatively on business and ultimately on lifestyle

•    freelancers valued by industry as a vital workforce providing knowledge and flexibility when they are most needed to help their clients excel

•    freelancing respected as a valid career choice, an essential ingredient of the success of UK plc

•    respect for freelancing to permeate society, from policy-makers to recruiters and even to the families of anyone wishing to adopt freelancing as their business model.

Values: what PCG stands for

In 2008 we conducted comprehensive research into the personality of PCG’s brand, which highlighted the key areas where the membership as a whole derives the greatest value from PCG. As a result we can confidently state our values as follows:

Knowledge
PCG is an expert authority on current and continually evolving policy, regulatory, fiscal and business matters relating specifically to the freelance business model

Support
The organisation is focused on the needs of its members and strives to find solutions to improve the experience of freelancing

Innovation
Stretching our imagination and daring allows us to come up with high quality solutions for members, both in terms of political campaigning and member services

Independence
The information provided by PCG is impartial, for the benefit of members, and not influenced by the commercial or political agendas of any third party

Honesty
PCG is trusted by its members to act in their best interests in a transparent, professional and ethical way.

PCG’s ten guiding principles 

1.  We take our lead from the membership
Put the interests of PCG members before those of any other party. Continually review and develop better ways to serve our members, drawing on our core strengths. Develop effective mechanisms and communication channels for members to raise key issues of concern.

2.  We must influence and effect change
Maintain strong, mature relationships with government departments, particularly the Treasury, HMRC and BERR, providing consultation to encourage favourable legislation and to prevent potentially damaging proposals from gaining momentum. Push for the abolition of IR35 and reform of employment status, working with Opposition parties where appropriate. Ensure that poorly designed and unwelcome measures are rejected. Help agencies and companies that engage freelancers to develop legal, practical and ethical relationships with freelancers. Develop a culture of respect for the freelance way in society as a whole.

3.  We will raise the profile of PCG
Optimise our advertising, PR and event presence in order to disseminate the PCG message. Take ownership of one of our greatest assets – knowledge. Use this strategically to involve audiences in PCG’s narrative, for example by presenting at industry seminars, organising events, or distributing educational material.

4.  We must have strong alliances with key strategic partners
Explore joint initiatives with potential partners with an interest in the freelance sector such as website owners offering information to freelancers, accountancy firms and other professional bodies. Find ways to help both parties further their goals and encourage these partners to become advocates for PCG.

5.  We have to understand the freelancing community better than anyone else
Meet members and freelancers face-to-face to discuss their issues. Conduct quantitative and qualitative surveys of the marketplace. Be the ultimate authority on the freelance universe.

6.  We must be regarded as the respected primary source of all relevant, impartial information concerning freelancing
Having fulfilled principle number 5, position PCG as the first port of call for comment, insight and guidance regarding the freelance perspective within the small business debate. Live up to the attributes that stakeholders ascribe to PCG by remaining independent, knowledgeable, informative, expert, trustworthy, honest, professional, innovative and imaginative.

7.  We will communicate effectively with all stakeholders
Different messages are relevant to different groups of stakeholders. Ensure we communicate with the full range of stakeholders in an engaging manner and with the appropriate frequency in order to build a relationship. Ensure communications are relevant and valuable to the recipient.

8.  We must be a professional, effective, efficient organisation with skilled, motivated, knowledgeable staff
Attract talented people who are passionate about the subject matter. Nurture their passion. Recognise and reward talent to maintain a high morale.

9.  We will continue to grow our membership
The more we are, the stronger and louder our voice. The greater the proportion of the freelance marketplace we are able to represent, the more seriously we will be taken by policy makers, and the greater our influence. Membership growth also enhances our financial footing, enabling us to augment our activities for the benefit of members.

10.  We must develop an increasingly strong financial base
PCG is a not-for-profit organisation, but our capacity to serve our members effectively is dependent on having a robust financial footing. This includes having sufficient surplus to be able to fund key actions, such as the landmark legal battle that resulted in our victory for Arctic Systems Limited in the House of Lords. Whilst we must increase revenue through membership subscriptions, we must also seek to diversify our revenue streams.