Fair contracts, effective policies and conflict management were on the agenda as the Independent Theatre Council (ITC) convened dance companies on 5 February 2025.  

Over thirty dance company managers attended. Held in partnership with Equity, ITC led the event in response to requests for support addressing the changing nature of work in the dance sector. 

Key takeaways from the gathering included: 

1. Dance companies are determined to treat dancers, freelancers, and staff fairly, but struggle with competing demands and limited resources 

2. Changes to how venues and partners work cause headaches for scheduling and contracting 

3. Tailored terms under the ITC-Equity collective agreements would help put contracts and policies on a firm footing 

In response to the constructive spirit of dance companies, Equity sent its General Secretary, who encouraged dance companies to join ITC and use the collective agreements covering the sector. 

Leaders in several dance companies emphasised the value of ITC’s legal advice, people-management services, leadership support, training, events and more. Dance companies who are not ITC members can find out more about joining here. 

Consultation feedback 

Convened as a listening event, dance companies discussed themes including: 

Contracting 

• Dance is a unique working environment, so needs to be covered by a bespoke collective agreement that dance companies know to look for when engaging people 

• Short venue runs and broken-up touring schedules have disrupted accepted contracting practices. Dance companies are working out how to contract fairly in this touring environment. 

• Consistent guidance would simplify contracting, welfare support and physio, travel time, touring, and training. At the moment, each company is finding its own way. 

• Dancers have short careers. Recognising this while working to change it would benefit workers and the whole sector. 

Policies 

• Opening up dance to more diverse talent means handling access needs better. 

• Companies get lots right, but managers are worried about handling matters consistently and balancing competing demands between workers. 

• Longer lists of policies put extra demands on company resources to keep these up to date and make sure personnel understand their responsibilities and rights.  

• Managers know that handing a list of policies to workers and expecting them to be followed doesn’t work. But they’re not sure what responsibilities each side has. 

• Companies feel unsure about how to prioritise policies in inductions. The variety of policies companies have means important messages can get lost. 

• There are no consistent guidelines on conduct, reporting and redress for the sector, which is a problem for short-term engagements. 

• Policies and contracts are often hard to understand, meaning they are misunderstood, mistrusted or ignored. “Easy read” versions and training for managers would help. 

• Dancers expect companies to have policies on more subjects, particularly around equalities. Meeting these demands can be challenging without external support. 

Conflict 

• Dance workplaces are energetic and creative – but this can be cause for disagreement. Managers don’t feel confident or trained to resolve disputes. 

• Many managers feel particularly ill-equipped to address conflict where equalities matters arise. As dance companies rightly become more diverse, there are more situations where both sides of an argument suggest they have experienced discrimination. 

• First response to conflict is often done by staff who aren’t officially managers – in particular producers. Their vital role needs to be recognised. 

• Difficulties resolving conflict at a lower level means senior leaders spend more of their time on personnel management 

• Contracts are still a common source of conflict, particularly over entitlements, working hours, and injuries. 

• Managers want to reach positive outcomes for those involved in conflicts, but this can feel in tension with finding a workable and timely solution, particularly as dance companies work under time pressure. 

• Changing practices from venues can create unexpected disagreements over facilities. 

Actions 

ITC and Equity agreed to work together to support dance companies. Starting with discussion from the event, the two organisations will develop new support for companies. 

Immediate steps: 

• ITC and Equity will incorporate the existing Dance Appendix into a standalone agreement for dance companies, offering clarity and visibility for the needs of dance workplaces 

• More listening events will be held by ITC and partners, giving dance managers a chance to comment on early-stage proposals for support and raise topics as they arise 

• ITC will expand its presence among dance companies in order to advise company leaders and managers on the challenges they face. 

• A new collective agreement for dancers will be the subject of negotiations between Equity and ITC in future, building on the Dance Appendix and ensuring fair and consistent practice. 

Dance companies are encouraged to meet high standards on contracting and management, using the support available through ITC membership on legal advice, model contracts and policies, HR and leadership support, and training.