IATSE-2nd2018_web

Office. The database has built-in reminders that email Head Carpenters
three days before the end of a tour’s second stop, reminding
them to set the Yellow Card. The system also sends follow-up
email reminders after the second stop has passed to ensure the
card has been set.
LIVE NATION
In 2011, six individual contracts between Live Nation and
local unions expired simultaneously. They were combined into
a single national contract with individual appendices addressing
local economic conditions. During the term of that agreement,
an additional eleven amphitheaters were added. This is
a classic example of local unions combining under the auspices
of an International contract to maximize their bargaining
strength
SAVING THE MET
While most bargaining over the past decade has resulted
in agreements without undue acrimony or brinksmanship,
one huge exception occurred in 2014 with The Metropolitan
Opera.
The contracts of IATSE Local One Stagehands, Local 751
Treasurers and Ticket Sellers, Local 764 Theatrical Wardrobe,
Local 794 Broadcast Technicians, Local 798 Hair and Makeup,
USA829 Designers and Scenic Artists, Local 829 Exhibition Employees,
and eight other unions with the Met were set to expire at
Midnight July 31, 2014.
In March 2014, The Met’s General Manager threatened all
the unions with a lockout on August 1, 2014 if they were not willing
to give concessions in wages and benefits. He also stated that
without these cuts, The Met would go bankrupt in a few years.
In March, the seven IA Locals representing the workers at
The Metropolitan Opera were called to a meeting by President
Loeb to discuss the negotiations. It was decided at the meeting
that all of the IATSE Locals at The Met would stand together in
solidarity.
After the meeting in March, IATSE launched the “Save The
Met” campaign to convey the idea that workers and management
at The Met had a shared interest in protecting the institution and
should work together to reach this goal.
The campaign began at The Met Opera, but soon spread
nationally. And then it went global: The International was able,
through international contacts at BECTU and in VERDI, to get
workers at the Royal Opera House in London and several opera
companies in Germany to wear “Save The Met” buttons and to
send photos to IATSE demonstrating their solidarity. The Alliance
was able to get supporting quotes and messages publicized
in a number of international, national and local media outlets.
The International also conducted a free speech banner campaign
at HD screenings of Met productions and the summer rebroadcasts
of Met in HD at movie theaters.
In addition to the IATSE’s Communications Department,
many Locals were instrumental in the banner campaign. These
included Local 2 Chicago, Local 8 Philadelphia, Local 15 Seattle,
Local 16 San Francisco, Local 28 Portland, Oregon, Local 33 Los
Angeles, Local 122 San Diego, Local 363 Reno, Local 500 Miami
and Ft Lauderdale, and Locals One, 764, USA829 and 751 New
York City.
As The Met’s self-imposed August 1, 2014 deadline for a lockout
approached, President Loeb sent a letter to The Met Opera
Board. The letter was crafted to state IATSE’s position clearly and
succinctly in order to garner empathy for our members and our
position at the table. This letter was released on social media and
in the press.
The negotiations with all of the Locals went down to
the wire and the members prepared for a lockout. On July
31st, with the clock literally ticking down, a 72-hour extension
was granted after mediation. Another one week exten-
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