Backstage Breakdown

CITY JOURNAL
July 6, 2014

Backstage Breakdown
by James Panero

The Met’s labor impasse penalizes opera lovers and supporters.

Labor troubles in the performing arts have often reached operatic proportions. In 1904, President Theodore Roosevelt stepped into the middle of a dispute over foreign musicians at New York’s Metropolitan Opera, and he wasn’t the last head of state to intervene in a backstage conflagration. The loss of a performance season due to a strike or lockout is rightly regarded as damaging and even deadly to an arts house, posing a threat to the culture of art itself.

Considering the intensity of the discord surrounding ongoing negotiations at the Met, it would take more than a president to solve this year’s crisis at the 131-year-old opera house (its other crisis, if you consider the eruptionover its decision to stage The Death of Klinghoffer). With contracts for 15 of the Met’s 16 different unions set to expire on July 31, the rancorous talks now underway between management and labor could result in a lockout of part, if not all, of the upcoming season.

Who is at fault? On one side is Peter Gelb, the Met’s general manager. In an era of escalating expenses and dwindling ticket sales, Gelb says he is justified in seeking 16 percent cuts in pay and benefits from labor in an attempt to rebalance the books. But Gelb has spent lavishly: during his tenure, which began in 2006, the Met’s annual operating budget has increased from $222 million to $327 million. Gelb has paid for some of this increase through drawdowns on the Met’s endowment, which now contains less than a year’s worth of reserve funding.

Alan S. Gordon, the executive director of the American Guild of Musical Artists and the representative for the Met’s unionized chorus singers, has been Gelb’s most vocal opponent, accusing the Met manager of waging “nothing short of economic warfare.” Gelb, he wrote in one of many publicly circulated emails, “has, in essence, declared war on [the Met’s] performing artists, instrumentalists, stagehands and on the unions representing them and on all of the Met’s other represented employees, in an effort to deflect focus from the waste, excess, extravagance and out-of-control spending that has been the hallmark of Gelb’s administration.”

While each side in the imbroglio lambasts the other as unrealistic, both the Met’s management and its unions are out of touch with today’s realities. On June 16, the Met released its latest tax filings. Gelb earned $1.8 million in pay and benefits in 2012. Granted, Gelb has since taken a modest pay cut, and his 2012 salary represented some one-time payouts. Yet a salary in excess of $1 million a year underscores the unreality of Gelb’s leadership. And Gordon claims that Gelb plans to keep his full-time Met chauffeur.

Even Gelb’s purported success, the much-touted “Live in HD” broadcasts beamed to a couple thousand movie theaters, has not covered the budget shortfall. Meanwhile the HD initiative has further eroded the primacy of the Met’s live audience and eaten into its main donor base, with everyone from singers to seamstresses now forced to play to the cameras rather than the live ticketgoers. Gelb earned his reputation through music television, arranging the broadcasts of Vladimir Horowitz’s 1986 return concerts in the USSR. Yet at a time when even our phones can record in HD, his vision of lavish live broadcasts has quickly dated. For greater accessibility, today the Met could simply post a handful of full-length recordings free to YouTube every year, with opera by iPad serving as an invitation to rather than a replacement for the live event.

But similar profligacy reigns on the union side. The Met’s tax filings reveal that three of the house’s five top-paid employees are members of Local 1 of the International Alliance of Theatrical Stage Employees—stagehands whocommand pay and benefits in excess of $450,000 a year. Even Gordon’s beloved choristers, the 80 or so full-time employees who perform many nights behind the headline stars, take home an estimated $300,000 in annual pay and benefits. These are hardly proletarian sums, and the numbers are hard to justify to a millennial generation still suffering the job-market fallout of the financial crisis.

To move forward, both sides need to stop comparing their pay packages and begin proving their worth to a new opera public. Met management should pursue greater transparency in its nonprofit filings; the public deserves to see a line-by-line itemization of expenses for each new production and each star singer, as well as an explanation of where the money will come from to pay for it all. At the same time, the unions should explain why their meters click for everything from rehearsal time to costume changes, and open the door for workers of similar talents willing to do some jobs for less.

In the last few years, major arts organizations such as the New York City Opera have gone bankrupt; others, like the San Diego Opera, have verged on the brink of insolvency, and labor walkouts have silenced performances from Minnesota to Carnegie Hall. In most of these cases, management and labor have both been part of the problem. The losers are opera lovers and a future generation of supporters, increasingly treated with contempt. Joseph Volpe, Gelb’s predecessor and a seasoned negotiator whom management has kept out of current talks, pointed this out years ago, during an earlier round of strife at the opera house. “The most serious side effect” of a breakdown backstage is the crucial financial support of rank-and-file donors, Volpe wrote in his 2006 memoir, The Toughest Show on Earth: My Rise and Reign at the Metropolitan Opera. “[They were] turned off by all the bloodletting,” he added. “Opera is habit forming, but once the habit is broken, it’s easily kicked.”

An Italian Conductor Looks to US Models

THE WALL STREET JOURNAL
March 6, 2014

An Italian Conductor Looks to US Models
By James Panero

The conductor Gianandrea Noseda knows what it's like to have the roof cave in. As the curtain falls on Act II of "Prince Igor," the acclaimed new production of Alexander Borodin's opera at the Metropolitan Opera, the roof in Igor's court of Putivl collapses in grand fashion: Sparks fly, beams and ceiling lights come crashing to the ground. "I hope the roof of the theater will not collapse," jokes the maestro, who will lead the Met's final performance of "Prince Igor" on Saturday.

Italy's continuing financial crisis could have spelled a similar fate for the Teatro Regio Torino, the Turin opera house where Mr. Noseda has been the music director since 2007. The country's austerity measures, which hit hard over the past five years, have slashed state funding for cultural institutions. And in the birthplace of opera, where the government has traditionally provided lavish support for culture and the arts, many opera houses have had no choice but to curtail productions, limit artistic recruitment and training, and, in some cases, go dark.

From Florence and Rome on down to Naples, most of Italy's opera houses are now operating in the red. But not the Teatro Regio, where performances increased to 110 in 2012 from 85 in 2005, even with a reduction in staff. Its orchestra and chorus have also just announced an ambitious North American tour, including an appearance at Carnegie Hall on Dec. 7, featuring concert performances of Rossini's opera "William Tell."

Teatro Regio's good fortunes can be attributed in large part to Mr. Noseda, the energetic 49-year-old native of Milan who has turned his country's financial crisis into an occasion to introduce an American idea to Turin: a culture of private philanthropy that will sustain the arts even when the government cannot.

"We need to involve the Italian people to support the arts," he explained during a lunch meeting. "To take from your pocket and give money for something culturally oriented—that philanthropic element is missing in Italy. Because, since we were kids, we have been used to the state doing that. So developing a culture of philanthropy is something that will take a generation. It will take 20 years to build that culture in Italy. But we are starting."

The issue is about developing not just donors but also willing fund-raisers. When it comes to donor development, European concert-house managers have traditionally been prima donnas more than rainmakers. The same year Mr. Noseda took the podium in Turin, for example, the Belgian-born Gérard Mortier was tapped to become director of the (now defunct) New York City Opera. Just as the financial conditions of that company worsened in 2008, Mr. Mortier—rather than pursuing new sources of revenue—bolted for a post in Spain when it became clear he wouldn't have the easy resources to enact his artistic vision.

"Of course it requires a lot of my time, but you have to survive. You have to continue your activity," says Mr. Noseda, who worries about the cascade of failures he now sees at other Italian institutions: "Less money; fewer productions. Less money; fewer singers. Less money; less opera." Instead, he says, "it is my aim to convince people to come along, to be supportive, to be part of the project, to really use the energy you have to get to a common aim." As he explained in a recent interview for La Stampa, Turin's daily newspaper, if he only did what his government could pay for, his opera house would disappear. But with bold plans, focusing on the global market, he is able to attract the funding to implement his broader artistic aims.

Five years ago, 95% of Teatro Regio's funding came from the state. Today, that percentage is closer to 75%. Ideally, he says, he would like to see private philanthropy make up 35% of his funding. "What I try to do is not to lose the majority of support coming from the state, but to integrate private sponsorship," he explains.

Such a mixed-funding model is now being pursued by other innovative Italian institutions as well. In 2006, the city and province of Florence joined forces with its chamber of commerce and private donors to revive the Palazzo Strozzi as an exhibition hall. With an autonomous board built in the style of U.S. nonprofits, the Palazzo Strozzi now boasts a business model that is "exceptional for its mix of public and private funding streams" and "its high percentage of earned revenue," according to its latest annual report.

At the Teatro Regio, Mr. Noseda's donor outreach has been met with support from Eataly, Lavazza and Fiat—all Turin-based companies—as well as from individual donors. The greatest interest, he says, has come from a younger generation of Italians such as Michele Denegri, the 44-year-old new owner of Del Cambio, Turin's most historic restaurant.

Mr. Noseda has found private support for his Teatro Regio despite the fact that Italian tax law does not grant deductions, along American lines, for charitable giving. Sometimes, Italian companies with U.S. operations are able to contribute through a U.S. charitable arm, but Mr. Noseda hopes that Italy will modernize its own tax laws to allow similar deductions for in-country contributions. "We will not copy, but we take some inspiration," he says of his new funding model. "So we have to find an Italian way to use these ideas that we can collect around the world." While Matteo Renzi, Italy's new 39-year-old prime minister, has recently promised sweeping tax reform, it remains to be seen if the charitable deduction will be included.

One irony of Mr. Noseda's enthusiasm for American-style cultural philanthropy is how such support has recently come under attack here at home. "Philanthropy for the arts or for cultural activities is, in a world like this one, morally dubious," wrote the Princeton philosopher Peter Singer in his 2009 book "The Life You Can Save." By contributing to a museum rather than to cataract operations in the developing world, Mr. Singer claims, donors are in effect blinding children. Studies by the Conference Board and by the Center on Philanthropy at Indiana University show that such antiart attitudes have been absorbed by many American philanthropists. Last fall, in a widely publicized interview, Bill Gates reiterated Mr. Singer's utilitarian condemnation of cultural philanthropy.

Yet the future of Italian culture has little time for armchair philosophy. At the end of the Met's production of "Igor," updated by Mr. Noseda and the director Dmitri Tcherniakov, the prince, defeated in battle, humbly begins picking through the rubble of Putivl. As the curtain closes, a seeming cast of thousands comes together in repairing the city brick by brick. "Why do I have to delay until the next generation?" Mr. Noseda asks. "This duty is on my shoulders. There are so many ways to motivate people to support an opera house, to support culture."

The New York City Ballet 'Family Saturday'

Corps de ballet members performing an excerpt from Peter Martins’s Swan Lake as part of a NYCB "Family Saturday."

James writes:

A cultural highpoint of classical music must be the development of engaging programs for children. Such events combine just the right mix of performance and narration to captivate and educate future generations (while also delighting the parents in tow).

The "Young People's Concerts" series at the New York Philharmonic offers the best, longest, and most consequential example of how this can be done right. The YPCs started as weekend children's matinees back in the late nineteenth century, became a regular feature in 1926, and reached their zenith (and "the Zenith") in the televised broadcasts of Leonard Bernstein starting in 1958. Some years ago, I watched the full run of these TV broadcasts, which is now available in a nine-DVD set from Kultur video, and wrote about it here.

I grew up attending the children's concerts at Lincoln Center (just after the Bernstein era). Now that I have a young daughter, I am back again. But as we've found, just because they are aimed at children, such concerts are not easy to perform well. A good children's concert is not a short, poorly orchestrated, dumbed-down version of an adult concert, which was what we unfortunately found last summer on the lawn at Tanglewood. All the Boston Symphony Orchestra did with that performance was drive a generation away from live performance, or at least the BSO's approximation of it, and back to YouTube. (If you didn't already know, some of the most captivating classical performances for children can now be found online. Just take a look at our current favorite--the Mariinsky's Nutcracker in flawless HD).    

Coming off the BSO experience, we were unsure what we'd find at last weekend's New York City Ballet "Family Saturday." Billed as a one-hour presentation "designed especially for family audiences," the performance promised "short works and excerpts from New York City Ballet's diverse repertory" with narrative instruction by NYCB artists "offering insights on the music and choreography." 

The answer was the finest children's performance I could imagine. Kept to a captivating, fast-paced hour, the NYCB performed excerpts from the season's repertory. This meant Emeralds with music by Gabriel Fauré, The Concerto Barocco with music by J. S. Bach, Who Cares? with music by George Gershwin, Barber's Violin Concerto, Dances at a Gathering with music by Frédéric Chopin, Todo Buenos Aires with music by Astor Paizzolla, and excerpts from the second and third acts of Coppélia with music by Léo Delibes.

Of the entire selection, the opening performance of Emeralds was the one letdown. At least one of the dancers was off a beat, and viewed from left orchestra, some of the staging was obscured by the musicians who were performing stage right.    

But it all came together as soon as the morning's emcee, Silas Farley, stepped on stage. Farley may for now just be a young member of the corps de ballet, but his star quality can already outshine the principals of the company. My daughter and I first got to know about him through the NYCB's new online reality show, a high-production-value if slightly clichéd web series produced by AOL of life inside the company, with Sarah Jessica Parker narrating and ballet master Peter Martins acting as the heel (he would make a great villain in a 1970s-era James Bond film).

Here's a tip for next season's videos: less talking, more dancing. But between the catty gripes, the show did give us a glimpse of Farley, who was filmed the moment he received his contract to join the company. Taking bets now: With his great poise and bright attitude, Farley may one day be, what, Principal Dancer? Ballet Master? President of the United States? Until then we were lucky to catch him leading the NYCB's Family Saturday.

On stage, Farley's enthusiasm for dance was infectious as he (and the show's writers) made intelligent and fun comparisons between the programs--such as the differences between the choreography of George Balanchine in Jewels (with its performance directed at the audience) and Jerome Robbins in Dances at a Gathering (played more towards the other dancers on stage). He helped us appreciate the fun of Martins's choreography in the Barber Violin Concerto (with ragdoll moves by Megan Fairchild). He introduced us to an accordion-like instrument called the Bandoneon, played by JP Jofre, in Todo Buenos Aires. Finally, for Coppélia, with its robotic doll, he had the children of the audience stand up and move like marionettes.

It seems to be just the right metaphor. Here was a concert that pulled every string to further a child's appreciation of ballet.  

The NYCB's next Family Saturday is May 10, 2014, hosted this time by Principal Dancer Daniel Ulbricht. Tickets are for general admission and $20 each.