Category Archives: Labor Disputes

The San Antonio Symphony Story: Trust No One. Ever.

i.

A handful of days ago, I read that the San Antonio Symphony musicians are on strike.

This is not the first time I’ve read about San Antonio Symphony drama. I actually wrote an entry about them in January of 2018. When I heard the news, I went back to read it to try to tie the thread from then to now.

J. Bruce Bugg, you may remember, was one of that near-catastrophe’s catalysts. He is a San Antonio lawyer and philanthropist who assembled a veritable dream team to remake the perpetually troubled San Antonio Symphony.

Among his compadres in the task was a lawyer named J. Tullos Wells who, according to his law firm’s website, specializes “in union avoidance and managing relationships.” Together, Bugg and Wells teamed up to create an organization called Symphonic Music for San Antonio (SMSA) to take over managing the San Antonio Symphony.

The story gets a little complicated, as everything with the San Antonio Symphony inevitably does, but if I had to choose a visual representation of how that adventure went down, this GIF from Succession sums it up pretty well.

So the SMSA collapsed. My January 2018 entry explains a little bit about why. As for Bugg and Wells, they ultimately receded from the public story being told about the symphony, and I stopped following it as closely. Last I’d heard, things weren’t necessarily looking rosy, but they seemed to be…pre-rosy. The soil had been tilled for the roses, and the fertilizer had been bought.

The reason? An indomitable woman named Kathleen Weir Vale, who became the symphony’s board chair after SMSA blew up on the launch pad. She spearheaded a fundraising drive by inviting two friends to her house, who promptly cut a check for $200,000 and triggered a domino effect of generosity. She charmed Michael Kaiser, the orchestral world’s so-called “Turnaround King”, and spoke with excitement to the press about the board hiring him as interim executive director. And she proudly told the San Antonio Woman Magazine that after the organization’s near-death experience, she went to every symphony concert for the rest of the 2018 season.

It’s important to always remember that the product is superb. Our musicians all hold advanced degrees; they are all musical geniuses. What they do for this city is unique. And I am glad that this board understands that they – the musicians – are the art. They create the art. Who wants to live in a city without music?

– Kathleen Weir Vale

By September 2018, under Vale and Kaiser’s leadership, the San Antonio Symphony ended the fiscal year $200,000 in the black.

It felt like solid ground. And it would have been, if the turnaround had been real.

It was not real.

ii.

There’s a depressing article on the San Antonio Express-News website that charts the near-annual catastrophes that the San Antonio Symphony has somehow survived. Their routine apocalypses began before I was even born.

A few choice lowlights:

1987: Musician contract negotiations fail. Rest of season is canceled.

1992: The fiscal year closes out with $4.7 million in debt. An executive director resigns.

1998: Musicians are asked for concessions. An executive director resigns.

1999: Major gifts come through. But –

2000: Deficit of $370,000. Another executive director resigns.

2002: Deficit around $1 million. Musicians offer concessions.

2003: Bankruptcy. Another executive director resigns.

February 2004: A new executive director arrives.

November 2004: That executive director departs.

2006: A beverage industry executive is appointed CEO.

2008: The beverage industry executive resigns. Jack Fishman, the former executive director of the Long Beach Symphony, becomes CEO.

2011: Despite three years of musician concessions, the orchestra ends the season $750,000 in debt.

November 28, 2012: Fishman tenders his resignation via email, effective immediately. J. Bruce Bugg does not know why he left, but surmises to the the paper, “I suspect he resigned because he had a lot of other opportunities with other organization because of his vast skills.” He also says in the same article that Fishman leaving is not a setback.

Spring 2013: A local businessman and fundraising consultant is hired as executive director.

Summer 2013: That person leaves.

Liveview of San Antonio Symphony executive directors running for the exits

September 2013: The orchestra gives up on finding a permanent CEO. Instead, they hire David Gross, the former president of the West Virginia Symphony Orchestra, as general manager. He is later promoted to executive director.

January 2014: A slight surplus is recorded for the 12/13 season…

June 2015: A new musicians’ contract is approved…

2016: Three-year bridge period of funding is approved by city, county, and foundation sources, contingent upon the orchestra observing “changed financial practices” to avoid deficits….

April 2017: A debt reduction plan is broached…

May 2017: The symphony board meets with donors “to discuss the state of their finances”…

July 2017: Bugg and Wells start mounting the SMSA takeover.

December 28, 2017: At almost the very last possible moment, SMSA backs out. The fate of the orchestra potentially hangs in the balance, because the collective bargaining agreement with the musicians ends on December 31.

Which brings us up to January 4, 2018, the date I posted my entry on the San Antonio Symphony. I work hard, but Kathleen Weir Vale worked much, much harder. Before that entry and over the following 48 hours following it, Kathleen Weir Vale stepped up in a really impressive way. She became chairwoman of the board, and her contacts fundraised like mad, and the orchestra survived.

For the time being.

Looking at this orchestra’s history, two things are clear, even to an uber-outsider like me.

First, this orchestra is not like the others. Obviously, something about this institution – or the fundraising context that this institution exists in – is so soul-crushingly dysfunctional that hiring a stable and competent administrative team, and getting them to stay put, has been harder than finding a nanny for the von Trapp kids. And it has been this way for an entire generation. Anyone who wants to simplify the San Antonio Symphony’s problems by suggesting fixing this is going to be as simple as scrounging up more donations is going to be sorely disappointed in the long run. They need a plan for total organizational transformation. They need to bring in their stakeholders – musicians, staff, audiences, donors, community members – and they need to chart a course that, crucially, inspires buy-in from all of them.

Second, against all odds, this orchestra refuses to die. Surely that says something, too.

iii.

One of Michael Kaiser’s nicknames in the world of performing arts is the “Turnaround King.” According to his official biography, he led the John F. Kennedy Center for the Performing Arts, and he erased deficits at the Royal Opera House in Liverpool, the American Ballet Theatre, and the Kansas City Ballet. He’s famous for advocating a growth-oriented mindset for large performing arts organizations. His working theory is that cuts can be dangerous, and that without continual growth, patrons and donors will lose excitement and lose interest in being a part of an organizational “family.”

On July 11, 2018, the San Antonio Symphony announced that Kaiser would serve as “interim executive director” while the hunt for a permanent CEO continued.

Kathleen Weir Vale was, understandably, over the moon about his appointment:

It is difficult to imagine a more fortuitous event for the San Antonio Symphony at this juncture than Mr. Kaiser’s assumption of the helm. Mr. Kaiser is known worldwide as the preeminent performing arts organization turnaround specialist and as such, I am confident that he will spur our organization to unprecedented heights. A major goal is to establish systematic, disciplined, best practices in our board leadership and administrative operations. Our orchestra, our community, and all of our loyal stakeholders deserve no less. We look forward to the challenge with relish.

– Kathleen Weir Vale

The month before, in June 2018, the orchestra had announced a new strategic plan, and the board had adopted it. “There were a whole series of specific recommendations,” Kaiser reported at the time.

What’s not part of the proposal is scaling back from a 72-member orchestra or a 30-week performance schedule in order to meet its $7.2 million annual budget.

Moreover:

“The money’s there; the money is in the community,” he said. “… This community is very generous with contributions. If you do a good job of maintaining the level of the excitement after the work and the engagement with the individual.”

The task force also recommends hiring a full-time executive director and increasing the marketing budget from 21 to 30 percent of the management budget.

Kaiser was even more explicit in an audio interview he did for the San Antonio Report in September 2018.

He was asked outright about the need for a certain number of players. His answer:

To some extent the number is arbitrary, but the truth is, what is astonishing about orchestral music is to have a group of musicians, a large number, playing in unison. And the overtones that they generate are thrilling, that you feel it. And not only do you hear your great music, but you feel this sort of wave of sound coming at you. It’s very different from what we’re used to hearing when we just use headsets. And if you start reducing that number, it becomes easy to keep reducing that number. Because “oh, we could use a few less; oh, we could do a few less violins; oh, we could do one less cello; oh, one less bass. And as you start reducing it and reducing it and reducing it, that wall of sound is no longer a wall. And it’s not that it’s not wonderful to hear a string quartet. But you don’t want to hear a string quartet play a Beethoven symphony. And so we need to protect the size of our orchestras even though it’s financially challenging. Because we don’t want to cheapen the product.

Kaiser was also asked if he thought that enough financial support existed in San Antonio to support not just the day-to-day operations of the orchestra, but an eventual endowment drive, as well. Kaiser said yes. This was the road map he sketched out:

It absolutely is a realistic possibility! We just have to do it in a smart way. We already have about two million dollars that are not technically an endowment; they sit in a donor-advised funds, but we benefit from the income of those in perpetuity. So there is a part of a structure already in place. We definitely want an endowment; we definitely need an endowment. But an endowment drive comes after an organization feels extremely solid and the donors say this is going so well, now we want to make that very large gift that’s going to make sure this continues in the future. There’s no questioning that this institution has had some rocky years behind it. And we need to convince a group of major donors that we’re here to stay, things are on the upswing, and frankly I think that’s going to take the appointment of my replacement, of a permanent executive director, but when we do, and when we’ve gone through another year or so and people go, wow, this is really on a great trajectory, that’s when it’s possible to go for those very large gifts. Until that point in time, I think we have to focus on getting the annual gift in, making sure we are balancing our budgets, and making sure that we’re looking rock solid.

So of course the next question was, what qualities would the next executive director need to possess?

I always refer to this job as an arts entrepreneur. Someone who builds connections. Who finds ways to build audiences, who finds ways to build connections to new donors, who finds ways to build connections to other arts organizations or educational institutions or other kinds of institutions, and build these relationships that increase the size of the institutional family. I think that’s an entrepreneurial function. And so it’s gotta be someone I think who knows how to do this in an arts environment. I think one thing many arts organizations have suffered from is hiring often as an executive director someone without that expertise. They’ve been successful running something but not necessarily an arts organization. And it doesn’t mean they aren’t wonderful managers. But there are tricks to the trade and there are things to know about running an arts organization. And I hope that anyone who comes in has that rock solid knowledge and entrepreneurial zeal to go out and make connections throughout the whole San Antonio community and potentially beyond.

Tom Wambsgans from Succession, seen here demonstrating how NOT to handle executive-level business

In September 2018, the San Antonio Symphony, under the leadership of Michael Kaiser and Kathleen Weir Vale, announced it had ended its season $200,000 in the black.

iv.

Michael Kaiser expressed certainty in his September 2018 podcast interview that some great permanent executive director candidates would emerge for the San Antonio position.

“When you’re approached by an organization that already has shown there’s a group of people who are truly passionate, who are really willing to work hard and show results and in a city where there’s so much growth and potential, that to me was extremely exciting, and I believe it will be exciting to many people who will be interested in having a permanent executive director position here at the San Antonio Symphony.”

The winner of the search was announced on November 13, 2018. His name was Corey Cowart. He had been the executive director at the Amarillo Symphony since 2015, and before that, he was on the administrative staff of the Minnesota Opera and the Atlanta Symphony Orchestra. He plays the trombone.

In March 2019, once he’d gotten settled, he did a joint interview with Vale for the San Antonio Report. Vale raved, “He’s an American orchestra professional executive director, who comes to us experienced, seasoned. Other people have learned on the job, but he’s got all the chops. We don’t have to wait for him to learn. He’s teaching us. He’s teaching us what to do, how to do it.”

Now is where I’m going to get nitpicky. Especially given later events, there were several moments in the interview that struck me as odd, or even alarming.

RR: A month ago, Kathleen, you said Corey has some proven strategies for marketing, so you decided not to hire a new marketing director yet.

My reaction to this

Cowart: The most important thing we have to do is grow our audience and grow our subscription base. When you look at how critical that is, we can’t afford to get it wrong in how we execute or the things we choose to do. … We engaged a firm – CR Stager [based in New York] – to basically be our interim director of marketing, to hit the ground running as we work to build and train our staff in that capacity. They’re basically the industry experts in orchestral marketing. … We’re focused on the absolute fundamentals, and they’re the right team right now to help lead that and also to help as we bring on more staff, to coach our staff in best practices, and how to execute.

RR: And what are a couple of those key fundamentals?

Cowart: Primarily it’s direct mail, it’s radio, newsprint, and telling people what’s actually being played.

My reaction to this

The other thing is just getting into more radio advertising in a way that’s focused on helping people along with what the concert sounds like. As an example, not everybody may know what every Beethoven Symphony sounds like. But there’s a reason [Symphonies No.] 3, 5, 7, and 9 sell a lot better than the others. So if you help out, even with just those opening bars of Symphony No. 2, everybody’s heard that before, and it’s like, “Oh yeah, I can come to that.” So just those basic things.

My reaction to this

RR: Where is this orchestra in five years?

Cowart: I’m not going to be egotistical enough to say I have an answer for that. It’s a question that we need to all figure out together. Being here only a little over two months, we’re still trying to figure out exactly what those questions are, but that’s with the musicians, with the board, with the other community stakeholders.

For me, at a high level, it’s that we are seen as an artistically ambitious and financially strong cultural leader for our region, whatever that needs to look like. But drilling down on the specifics of that, that’s where we need a whole lot more smart people than me in the room and talking about it.

My reaction to this

Look, to be clear, I totally support listening to the community and taking their wishes into account, but…surely the leader of a big orchestra should be able to communicate a more compelling answer to this question than, basically, “I’ll get back to you.”

When Vale was asked the same question, she had a much more dynamic answer. (Albeit one that did not age well.)

RR: Kathleen, what does the Symphony look like in five years?

Vale: … It’s a place where the hall is filled when we perform. It’s a place where the musicians are thinking of as a destination orchestra. We have many, many musicians for whom it is a destination – very fine, world-class musicians. They’re geniuses, they’re wonderful musicians, gifted, dedicated, devoted to the city, devoted to their families, their community, their students, their audience, and my vision is to have them in a situation where they’re financially secure, where they wouldn’t dream of leaving SA.

My reaction to this, given current events

RR: Is it a full-year performance schedule for them at that point, versus the current 30-week schedule?

Vale: I think it probably could be expanded, yes, it could be grown. They would love that. Those musicians live to play, they live to make art. They are the art, and they make the art.

My reaction to this

v.

Almost a year to the day of that joint interview, the world fell apart. Suddenly, with the advent of the pandemic, orchestras all around the country were forced to swim for their lives. The San Antonio Symphony was no exception. Their musicians gave back a big chunk of their compensation to help keep the ship afloat.

That said, despite the difficulties, as recently as May 2021, executive director Corey Cowart seemed optimistic about the future.

We were very fortunate to be reenergized by the recruiting of the board of directors who really stepped up in their engagement, philanthropic support, and the overall health of the organization (after the management change). Coming out of that, there was momentum being built and that’s right when COVID hit. Just like every other arts organization in San Antonio and internationally, that impacted us with millions of dollars of challenges. From concerts that weren’t happening and funding institutions that, rightfully so, were switching focus to food banks and the things that are critical need when so much of our society is hurting. We’ve had to drastically reduce our budget this year—it is less than half of what it has been historically. But we’ve been fortunate. I think 85 percent of our patrons that had purchased tickets to the cancelled concerts in 2020 chose to donate the value of the tickets back to the symphony. It’s been challenging, but we’ve been able to navigate through with announcing this next season and being back to live concerts. We are trying to get this momentum to really do the best we can to capitalize on the huge amount of pent-up demand for just doing things again and in a safe way.

– Corey Cowart

On September 13, the management team made a “last, best, and final” offer to the San Antonio Symphony musicians. Management might as well have told Michael Kaiser to go to his car, burn his car, and then take the bus and go home.

The San Antonio Reporter reported on September 27:

On Sunday evening, San Antonio Symphony management declared an impasse in negotiations in order to impose contract terms that would mean a reduction from 72 full-time positions (71 musicians and one music librarian) to 42, with 26 part-time musicians to bring the full complement of the orchestra to 68 members…

The musicians’ negotiating committee rejected the notion of becoming a “split” orchestra of part-time and full-time musicians. They also said no to an earlier offer of a nearly 50% pay cut and a subsequent offer of a one-third reduction in pay and health benefits for full-time musicians, and proposed yearly wages of $11,250 for part-time musicians with no health benefits.

This during a pandemic. In Texas.

Vale is quoted in the article as saying, “It’s very difficult for all, for the board, for the organization, it’s difficult for everyone. We love our musicians, we love our orchestra, we love our art. And it’s very difficult. I can’t imagine a board that loves its artists any more than this one.”

My reaction to this

So obviously there are a lot of questions here.

What happened to Kathleen Weir Vale? Why exactly did the tenor of her statements change so utterly? (I don’t know.)

What happened to the board-approved ideological road map from Kaiser, a leader whose ideas she once embraced so wholeheartedly? (I don’t know.)

Was Kaiser wrong when he said it would be possible to fundraise for an endowment in San Antonio? (I don’t know.)

Why does nobody in this situation on the management side seem to understand that they are about to drive away many musicians, who will make more money doing pretty much anything else? (I don’t know.)

Why are they so convinced they’ll be able to get more money from a community by presenting a smaller-scale product? Have they done the extensive market studies on how their audience will react? Surely they did. Didn’t they? Didn’t they? (I don’t know.)

Why are they pursuing a permanent solution to what appears to be, by their own public statements, a situation caused primarily by Covid? Because Vale was talking about expanding the season the year before the pandemic started. Or was the “momentum” post-Kaiser all a mirage? (I don’t know.)

What is happening? (I don’t know.)

Do I have the answers? F*ck, no.

As this thing drags out, more answers may come out, and they may define their position more clearly. Until then, I feel like we’re left to guess about a lot of things.

But one thing seems clear.

If the citizens of San Antonio want to preserve a chance at rebuilding their orchestra, they – rich and poor alike – are going to have to team up and figure out yet another way for the orchestra to cheat death (again). This revolving door of leadership has got to stop spinning. The toxicity has to be addressed, and the bizarre ideological zigzagging surrounding the last few years resolved and explained. Because so many people want the music to go on. They need and deserve that now more than ever. That’s something that hopefully everyone can agree on.

epilogue

Might J. Bruce Bugg have some role to play here, you ask?

Probably not. Or if he wants to, you probably want to gently dissuade him from getting involved. The other day I looked at the most recently available Tobin Endowment 990, which is for fiscal year 2018. Bugg paid himself $516,007 in trustee fees. He still claimed he spent forty hours a week working on the Tobin Endowment, despite the fact he also had several other jobs at the time, including Chairman of the Texas Transportation Commission. In addition, he was paid an asset distribution fee of $280,614 for the sale of property. So according to the 990, he walked away from the Tobin Endowment with just shy of $800,000 in compensation that year alone.

In February, he was reappointed by Governor Abbott to the Texas Transportation Commission. As one last endnote for this entry, he has gone into the coronavirus testing business, cofounding an organization called Community Labs. His partner in the venture is his buddy from SMSA, Tullos Wells. Community Labs is, like the Tobin Endowment, a non-profit.

The end.

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Seven Suggestions for the Baltimore Symphony…That Aren’t About Money

In January 2008, at the height of a Writers’ Guild of America strike, I watched a moment of television that I will never forget.

That moment came during a landmark episode of The Colbert Report, the long-running show in which Stephen Colbert played a satirical caricature of an idiotic cable news pundit. This particular episode discussed how Stephen’s father, Dr. James Colbert, had just been hired as a hospital administrator when he became involved with negotiating an end to the infamous 1969 Charleston hospital workers’ strike. During that time, Dr. Colbert worked – successfully! – with activist Andrew Young to reach an agreement. Nearly forty years later, in the shadow of the WGA strike, Stephen interviewed Young in-character on his show. Video:

http://www.cc.com/video-clips/xw3v9i/the-colbert-report-andrew-young

The whole interview is interesting (if dated in certain ways…), but a couple of Young’s quotes lodged their way into my brain and have stayed there for over a decade.

“I was mayor of Atlanta and cities all over America were striking,” he said. “But a Teamster union organizer told me, ‘Strikes are never about money. Strikes are about respect.'” Young also said, “What your father did was be reasonable, and be humble.”

Strikes are never about money. Strikes are about respect.

Be reasonable, and be humble.

Lately much of the discourse surrounding the ongoing Baltimore Symphony lockout has centered around money: shaming of musicians for wanting to be paid a certain amount of money, concerns that money has been spent or distributed unwisely, tut-tutting at donors for not giving more money. And don’t get me wrong: God only knows, money is important! An orchestra can’t function without money, and a lot of it. The role of money should not, and cannot, be ignored here. Everyone, keep following the money!

But! If the Baltimore Symphony administration focuses on money and the bottom line at the cost of everything else – ignoring politicians’ and donors’ and customers’ and citizens’ concerns over governance in the process – that orchestra’s future will be a small and bleak one.

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The Baltimore Symphony: Burning Gifts and Burning GIFs

As everyone knows, our world is on fire. Sometimes literally, but always figuratively.

The Internet, in its infinite wisdom, has settled upon a metaphor to evoke the broiling ever-present destruction:

The dumpster fire.

The scholarly website KnowYourMeme.com offers the following definition of a “dumpster fire”:

a pejorative term used to describe something as a spectacular failure or disaster, in a similar vein to other colloquial terms like “trainwreck” or “sh*tshow.”

Merriam-Webster is more to the point:

an utterly calamitous or mismanaged situation or occurrence : DISASTER

Needless to say, the Baltimore Symphony lockout is a dumpster fire.

A new vague proposal (threat?) floated in the Baltimore Sun on July 10th is, to my eyes, a potential game-changer. And not just for Baltimore, either: for managements, musicians, donors, and patrons all over the United States.

If what Chris Bartlett, the chair of the Baltimore Symphony Endowment Trust, proposes in this article comes to pass, a philanthropic Rubicon will have been crossed: a blazing dumpster fire fueled. And across that river, and beneath that trash, lay myriads of unsettling, unnerving unknowns.

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The Baltimore Symphony: Three Strikes And You’re Out

The Baltimore Symphony locked out its musicians as of 12:01 AM on Monday, June 17th.

If you’re fuzzy as to the definition of a lockout (as I was seven [!] years ago when I first started writing about orchestral labor disputes), here’s the dictionary definition.

A lockout is:

the withholding of employment by an employer and the whole or partial closing of the business establishment in order to gain concessions from or resist demands of employees

Merriam Webster dictionary

I want to preface the rest of this with my opinion. To my mind, a lockout is the most horrifying, corrosive form of labor dispute. It does not pave the way to a stronger, healthier organization. It is symptomatic of breakdown. Thought of charitably, it is an admission of failure: a confession of incompetence. Thought of less charitably, it is a form of arson meant to quickly transform an organization, or to score political or social points.

That interpretation rings especially true when a lockout happens at an orchestra. An orchestra’s reason for being isn’t to make money, but rather to improve the lives of citizens. The music is the product. Therefore, you cannot lock out an orchestra without simultaneously locking out audiences, the entire justification for the organization’s existence. This simple fact makes orchestral lockouts especially serious and grave.

Because a lockout is such an unspeakably extreme last resort, it is the responsibility of any management team to broadcast the severity of the situation calmly and consistently over a period of years, and then, more importantly, to respect stakeholders and to search tirelessly for equal partners to help fix problems with.

Based on the facts currently in the public domain, that is not the path that the Baltimore Symphony chose to follow. They’ve snubbed the (to my eyes) reasonable requests of Save Our BSO, a group of audience advocates, and many of the Baltimore musicians found out about the upcoming lockout via social media rather than in-person. Obviously, these stakeholders are not being respected and treated as the equal partners that they are.

On June 14th, the Baltimore Sun ran an article with a hugely alarming headline: The BSO’s financial situation was much worse than most people realized, documents and interviews reveal.

The lede is an indictment in and of itself:

Until the Baltimore Symphony Orchestra canceled its summer season, few people outside the nonprofit’s administrative offices realized just how precarious its financial situation was.

my reaction to this information in gif form

Well, um. I guess this blog entry is over, then, right? Honestly, that information is all the information we need to know. It’s strike one. Based on that fact alone, the current leadership is either inept, unfit, or untrustworthy (or all three). Before they reached the cliff, they were apparently unaware of what was going down financially (how?) or unwilling to build bridges with stakeholders to problem-solve (why not?). To my mind, both possibilities are disqualifying, and they signal a need for resignations. Honestly, the Sparknotes version of this entry ends here.

But in case you want to keep going…

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A Note On the Night of the Baltimore Symphony Lockout

Tonight the Baltimore Symphony management announced its intentions to lock out its musicians on Monday, June 17th.

I wrote a Twitter thread about this and thought I’d adapt it for an entry, in case these sentiments would be helpful to anyone who isn’t on Twitter.

*

Here’s a message for the Baltimore Symphony musicians and audience advocacy group Save Our BSO on the night that the Baltimore Symphony lockout begins…

These kinds of tactics have been used before, and a decent chunk of us in the classical music twittersphere and blogosphere have watched it happen (and not just in Minnesota in 2012).

Musician supporters are not fighting sheerly for the livelihoods of musicians, as important and indeed as sacred as those are. We are fighting for the preservation of the life-changing blessing of orchestral music that has changed (and in some cases maybe saved) our lives.

What’s happening in Baltimore is awful governance. Baltimore deserves better. Any community deserves better.

I don’t know how this will shake out, and the uncertainty is terrifying, especially for those directly financially and professionally affected by it.

That said, folks will be alongside you to celebrate or to mourn, as the occasion requires.

Keep your allies posted, as best you can, about what the most overwhelming things happening are. We will do our best to help, and to share any wisdom that we happened to accrue while enduring orchestral labor disputes of our own.

We who advocate for the transparent, responsive governance of American orchestras must push back against this failure.

Know that this is deeply, deeply personal for so many of us, whether we’re musicians or patrons.

That knowledge will not pay musicians’ bills. It will not temper the pain of having to leave their families for weeks on end to take sub gigs to survive. It will not secure stable organizational leadership. It will not make the board listen to desperately worried sick patrons.

But I hope that in some small way the knowledge that you are not alone will comfort you. I hope it comforts you to know that you are right to care, and to sacrifice as far as you see fit, and to know that you are not alone.

You are not alone.

Blessings to all. Keep in touch.

-E

*

Friends, please stay up to date on this situation! The Baltimore Symphony Musicians’ website is here. The Save Our BSO audience advocacy group website is here. From there you can follow those groups on social media.

If you feel moved, please support transparent governance however you can, whether by reading articles online about the dispute (this helps show the press that people care!), or by liking and sharing social media posts, or by donating money, or by sending letters or emails of support, or by considering doing whatever else these groups suggest the public do. Those are the best ways to help right now. And good thoughts and a few prayers wouldn’t go amiss, either.

Signing off with the hope that American orchestral governance as a whole improves, and soon. There are so many smart, creative people in this field. I hope we can build a future where we can avoid these heartwrenching situations entirely.

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The Baltimore Symphony in the Twilight Zone

ROD SERLING VOICE:

Imagine, if you will. A non-profit dependent on the trust of the community it serves. The product they push isn’t a product at all; it’s an experience created by people. People who have worked themselves to the bone from childhood to perfect their craft. Imagine, if you will, a decision seemingly pointing to deliberate destruction.

*perches coolly on the edge of a desk*

This non-profit is the Baltimore Symphony in the year two-thousand-and-nineteen AD. April twenty-four: management announces a summer season of concerts. May twenty-five: the state government approves $3.2 million to carry the organization through financial trouble. May thirty: the organization’s leadership burns every bridge, to every stakeholder, for reasons yet unknown and unknowable.

*drags on cigarette*

Ladies and gentlemen, you don’t have to imagine. Because…

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Bugging the San Antonio Symphony

In March 2000, a hundred guests gathered for a birthday party at the expansive Tobin estate in San Antonio, Texas. The honoree, colorful sixty-six-year-old philanthropist Robert L. B. Tobin, was battling cancer. Tobin was too ill to attend a traditional party, so guests were shuttled through the property one-by-one to speak with the bedridden benefactor. He passed away on April 26th. (x)

A few years later, the Boston Globe began publishing a series of articles entitled Charity Begins at Home, investigating abuses by officers of charitable organizations. On 17 December 2003, an article appeared in the Globe, squarely taking aim at the management of the Tobin estate: “Trustees’ fees are talk of San Antonio’s elite.” (x)

Two lawyers were in charge of dealing with Tobin’s assets. One was Leroy G. Denman, Jr., who passed away in 2015 at the age of 97 (x). The other was a man named J. Bruce Bugg, Jr.

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Following Up on Leonard Slatkin’s Book “Leading Tones”

Maestro Leonard Slatkin of the Detroit Symphony has just come out with a new book called Leading Tones, and bizarrely, a chapter of it is devoted to the Minnesota Orchestra lockout.

Pop some corn, kids. This is a long entry and you’ll need a snack.

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Pneumonia At The Fort Worth Symphony Orchestra

As we all know, Hillary Clinton was recently diagnosed with pneumonia and, judging from the news coverage, has passed away.

The media is salivating: how long will it take for Tim Kaine to read all the white papers? which Democrats will choose Clinton’s replacement? will the Sanders camp make their move once the funeral director closes her eyes? I mean, technically Hillary walked out under her own power to greet reporters after an episode of exhaustion on 9/11, but that doesn’t really count because… Because. Her pneumonia is clearly terminal, if only because that’s interesting. Plus, her illness, temporary incapacitation, and ultimate death play into pre-established narratives about her reputation, her personality, and her campaign…plus, a presidential candidate dying this close to the election is fascinating (maybe even fun?) to think about…plus, it’s clickbait, promising the numbers of clicks that until now we thought could only come from coverage of the reality TV star candidate. As Alex Ross tweeted today

interesting

The media is grappling with another death, too. The Fort Worth Symphony Orchestra has just gone on strike, and like Hillary, it too has died. Most people would think of an orchestral strike as a bad thing, or a sad thing, but ultimately an eminently solvable thing.

However, the Fort Worth Star Telegram Editorial Board apparently knows better. They’ve already written the orchestra’s obituary less than a week after the musicians called a strike.

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Hartford Symphony: What’s Next?

Today is a big day in the Connecticut arts scene. Absent major musician concessions, tomorrow the Hartford Symphony will begin the process of “clos[ing] its doors – for good.” Today’s firm deadline has been repeated in the press again and again and again.

hartford symphony

Less clear, however: what management means by shutting down. Not giving concerts? (A lockout?) Bankruptcy? (What kind?) Dissolving? Or destroying the old organization to create a new one in its wake? No one in the mainstream media has asked.

Here are some more questions that have been bugging me:

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