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EmailAs expected, the Seattle Symphony & Opera Players' Organization Sunday voiced a loud No to the "last and best" offer by Symphony management. The vote, apparently 71-0, was unanimous — a resounding demonstration of union solidarity. One observer said no player spoke in favor of the management offer, which was discussed at a union meeting Sunday morning, prior to the secret ballot.
"No work stoppage is anticipated at this time," the union said in a statement. Both sides have said they want to keep negotiating, even though the contract has expired and the musicians have already passed a strike-authorization vote.
UPDATE: The Symphony management issued a statement saying it was "very disappointed" at the rejection of the offer, saying "we have been very specific about the financial position that the Symphony is in," one that makes it necessary to "reluctantly ask the musicians to make concessions." The statement added: "We intend to go back to the bargaining table as quickly as the union will meet with us." Further: "We anticipate all performances to go forward as planned."
The players' statement focused on four reasons for rejecting the SSO contract: the five-year length of the contract (musicians want 20 months); the salary concessions of 10 percent; the number of current and future unfilled positions (made up with freelance musicians); and the "revenue-sharing" provision, rejected as "window dressing," which would enable musicians to gain back salary concessions if the SSO exceeded revenue benchmarks.
Negotiations have gone on since last spring, with very little give on either side. When the current five-year contract expired in August, both sides agreed to an extension to Dec. 31. When still no agreement was reached, SSO management forwarded its offer, though without much public comment. Management could lock out the musicians, or the players could walk out, but neither side seems much inclined to do so. Meanwhile the players have signed a separate one-year extension with Seattle Opera, including a freeze at current pay levels.
Since positions seem to be hardening, observers expect negotiations to continue for several more months. The Symphony is facing serious financial pressures, which means time works against management and may force its hand. A year ago, the atmosphere between the union and management seemed more promising, though it has been badly strained for years, as both sides looked forward to a new era under a new conductor. (Music Director Gerard Schwarz's last year is next season, his 26th.) But when management hired a hard-nosed New York negotiator, union members say their feelings of being disrespected intensified.
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Comments:
Posted Mon, Jan 18, 11:01 a.m. Inappropriate
"May you live in interesting times." And we do. It's heartening to see a unanimous rejection of management's offer. It's a relief to know that negotiations will continue. Maybe they'll even involve some compromise this time.
My greatest frustration is that Michael Kaiser's principles are being ignored by management and the Board. As long as that is the case, it won't matter if the musicians get a better wage. Without a plan to attract greater donations by increasing the scope and ambitions of the Symphony, a successful future is not possible. Kaiser's tenets are not a mere negotiating tactic on the part of the musicians; they are a necessity for insuring the long-term financial health of the institution. And no one in management or the Board has publicly addressed this. Instead we get vague pronouncements and platitudes.
It occurs to me that many Board members (and others) may not know Kaiser's ten rules that apply to every turnaround. Here they are:
1. Someone must lead.
2. The leader must have a plan.
3. You cannot save your way to health.
4. Focus on today and tomorrow, not yesterday.
5. Extend your programming planning calendar.
6. Marketing is more than brochures and advertisements.
7. There must be only one spokesman and the message must be positive.
8. Fund-raising must focus on the larger donor, but don't aim too high.
9. The Board must allow itself to be restructured.
10.The organization must have the discipline to follow
each of these rules.
Consider my comment the equivalent of a message in a bottle. I hope that someone will receive it and act on it. Kaiser's book, "The Art of the Turnaround: Creating and Maintaining Healthy Arts Organizations," costs less than fifteen dollars. It should be required reading for every member of the SSO Board.