Boston Symphony Orchestra

Subterms

    More stories

    • 125 Shares149 Views

      in Music

      James Levine, Former Met Opera Maestro, Is Dead at 77

      by

      Mr. Levine was the longtime musical leader of the Met and orchestras in Boston and Munich. But his career ended in a scandal over allegations of sexual improprieties.James Levine, the guiding maestro of the Metropolitan Opera for more than 40 years and one of the world’s most influential and admired conductors until allegations of sexual abuse and harassment ended his career, died on March 9 in Palm Springs, Calif. He was 77.His death was confirmed on Wednesday morning by Dr. Len Horovitz, his physician. He did not specify the cause, and it was unclear why the death had not been announced earlier. Mr. Levine had been living in Palm Springs.After investigating accounts of sexual improprieties by Mr. Levine with younger men stretching over decades, the Met first suspended and then fired him in 2018, a precipitous fall from grace at the age of 74. He fought back with a defamation lawsuit.Before the scandal emerged, Mr. Levine was a widely beloved maestro who for decades helped define the Met, the nation’s largest performing arts organization, expanding its repertory and burnishing its world-class orchestra. And his work extended well beyond that company. For seven years, starting in 2004, he was the music director of the Boston Symphony Orchestra, earning high praise during his initial seasons for revitalizing that esteemed ensemble, championing contemporary music and commissioning major works by living composers.After investigating accounts of sexual improprieties by Mr. Levine with younger men stretching over decades, the Met first suspended and then fired him in 2018.Damon Winter/The New York TimesMr. Levine also served as music director of the Munich Philharmonic for five years (1999-2004). He had long associations with the Berlin Philharmonic, the Vienna Philharmonic and the Chicago Symphony Orchestra, as music director of its Ravinia Festival for more than 20 years.His final years as a maestro were dogged by health crises, including a cancerous growth on his kidney and surgery to repair a rotator cuff after he tripped on the stage at Symphony Hall in Boston in 2006. The problems forced Mr. Levine to miss weeks, even months, of performances. In March 2011, facing reality, he resigned the Boston post.Despite the stark break with the Met Opera, it is at that institution where Mr. Levine’s musical legacy will be mainly defined. He had a 47-year association with the house and served in various positions of artistic leadership there. “No artist in the 137-year history of the Met had as profound an impact as James Levine,” Peter Gelb, the company’s general manager, said in a statement. “He raised the Met’s musical standards to new and greater heights during a tenure that spanned five decades.”Most conductors of Mr. Levine’s generation maintained international careers, jetting from one appearance to another and not getting tied down for too long at any one post. Mr. Levine’s commitment to the Met was a throwback to the era of conductors like his mentor George Szell, who was the music director of the Cleveland Orchestra for 24 years.From the beginning, his association with the Met seemed an ideal match of musician, art form and institution. A few weeks before turning 29, he made his debut in Puccini’s “Tosca” on June 5, 1971, a matinee for which he had had no stage rehearsals with the starry cast, headed by Grace Bumbry as Tosca and Franco Corelli as Cavaradossi. Reviewing the performance, Allen Hughes of The New York Times wrote that Mr. Levine “may be one of the Metropolitan’s best podium acquisitions in some time.” Mr. Levine was named the company’s principal conductor, the first person to hold that post, for the 1973-74 season. The next year, with the departure of Rafael Kubelik, who had a brief and uneasy tenure as music director, Mr. Levine took over that title, beginning with the 1976-77 season, and settled in for what turned out to be 2,552 performances — far more than any other conductor in its history — as well as the creation of an extensive catalog of recordings and videos, including some landmark Met productions. He confidently led both early Mozart and thorny Schoenberg, and he brought works like Berg’s “Wozzeck” from the outskirts to the center of the company’s repertory.At 5 feet 10 inches, with a round face, unkempt curly mane and portly build, Mr. Levine did not cut the figure of a charismatic maestro. His father used to nudge him to lose weight, cut his hair and get contact lenses, but Mr. Levine balked.“I said that I would make myself so much the opposite of the great profile that I will have the satisfaction of knowing that I’m engaged because I’m a musician, and not because the ladies are swooning in the first balcony,” he said in a 1983 Time magazine cover article. Indeed, Mr. Levine expanded the public’s perception of what a conductor should be and, through dozens of “Live From the Met” broadcasts on public television, became one of the most recognized classical musicians of his time, even sharing the screen with Mickey Mouse in Disney’s “Fantasia 2000.”He was neither a podium acrobat like Leonard Bernstein nor a grim-faced technician like Szell. His movements were nimble but never attention-grabbing. He encouraged orchestra players to watch his face, which beamed with pleasure when things were going right and signaled an alert when called for. “Give me some eyes” was his frequent request.A Sense of Musical DramaSome critics said Mr. Levine’s work lacked an identifiable character. Though his interpretive approach, even in matters as basic as tempos, fluctuated markedly throughout his career, certain qualities were consistent. His performances were clearheaded, rhythmically incisive without being hard-driven, and cogently structured, while still allowing melodic lines ample room to breathe. Not surprisingly given his immersion in opera, he had a keen sense of drama that carried into his accounts of symphonic literature. Above all, Mr. Levine valued naturalness, with nothing sounding forced, whether a stormy outburst in a Wagner opera or a ruminative passage of a Mahler symphony.By the late 1980s, the Met Orchestra was considered among the top opera house ensembles in the world. That was not enough for Mr. Levine. He instituted a regular series of orchestra concerts at Carnegie Hall and transformed what had been periodic chamber music programs with Met musicians into the popular Met Chamber Ensemble.A proficient and elegant pianist, he forged close musical ties with the Met players by performing chamber works with them. In time, many critics came to consider the Met Orchestra on a par with the leading symphonic ensembles of the world.Mr. Levine began his career in opera at a time when the genre was perceived to be in decline. “The farther we get from the living tradition of opera, the more difficult it is to come up with the voices and personalities to perform it convincingly,” he said in a 1985 article in The New York Times Magazine.Mr. Levine in about 1971. He had a 47-year association with the Metropolitan Opera and long ones as well with orchestras in Boston, Vienna, Munich and elsewhere.Hastings-Willinger & Associates/Met Opera ArchivesTo contend with this situation, he argued, it was essential for the Met to place artistic matters under the guidance of a maestro steeped in the tradition — namely himself. Soon he was conducting as much as one-third of the Met’s performances each season, claiming for himself most of the major works, the new productions and the biggest stars. His quick rise at the Met was viewed by many as a power grab. There were frequent complaints that giants of opera like Claudio Abbado, Carlos Kleiber, Georg Solti and Riccardo Muti had little presence or were absent from the conducting ranks.In its defense the Met explained that given the company’s repertory system, with multiple works in performance simultaneously during a week, conducting an opera involved a commitment that many leading maestros were unwilling to make. Besides, it was hard to argue with success. Perhaps Mr. Levine was hogging the podium and keeping rivals at bay, but audiences and critics were excited by the artistic results.Rumors of Mr. Levine’s alleged sexual misconduct with younger men had trailed him for decades. Though periodically news organizations had looked into the story, nothing concrete turned up until December 2017. Amid the tide of allegations against powerful men in what came to be called the #MeToo movement, four men went public with accusations that Mr. Levine had sexually abused them. The acts were alleged to have taken place as far back as 1968 and began, the accusers each maintained, when they were teenagers.After their accusations were reported in The New York Post and The Times, the Met hired an outside law firm to investigate and suspended Mr. Levine pending the results. In March 2018, after the investigation found what the Met called credible evidence that Mr. Levine had engaged in “sexually abusive and harassing conduct,” the company fired him.Days later Mr. Levine sued the Met for breach of contract and defamation. The suit claimed that Peter Gelb, who had been general manager since 2006 and in public had been a steadfast supporter of Mr. Levine, had “brazenly seized” on allegations of misconduct as “a pretext to end a longstanding personal campaign to force Levine out.” The company responded in May of that year with a countersuit, releasing evidence that, according to a company statement, Mr. Levine had “used his reputation and position of power to prey upon and abuse artists,” citing examples of misconduct that it said had occurred from the 1970s through 1999.Mr. Levine’s suit sought at least $5.8 million. The Met sought roughly the same amount. The two sides settled in the summer of 2019, agreeing that the Met and its insurer would pay Mr. Levine $3.5 million.In July 2020, the Maggio Musicale festival in Florence, Italy, announced his return to the podium the following January, but those performances were canceled because of the coronavirus pandemic.A Young TalentJames Lawrence Levine was born on June 23, 1943, in Cincinnati. Though his heritage was German, Latvian and Hungarian, all of his grandparents were born in the United States. His father, Lawrence Levine, under the name Larry Lee, was a bandleader and pop crooner in Los Angeles during the 1930s; he later returned to Cincinnati, his hometown, to work in his father’s clothing business. Mr. Levine’s mother, the former Helen Goldstein, had been an actress in New York under the name Helen Golden and had a leading role opposite John Garfield on Broadway in “Having Wonderful Time” in 1937.By the age of 2 Mr. Levine was picking out tunes on the family’s Chickering piano. Formal lessons with Gertrude Englander began when he was not quite 5. Thor Johnson, the conductor of the Cincinnati Symphony, took an interest in young Jimmy, who advanced quickly and made his debut with the orchestra at 10, playing Mendelssohn’s Piano Concerto No. 1.His teacher persuaded his parents to take him to New York for an evaluation at the Juilliard School. The renowned piano pedagogue Rosina Lhevinne heard him play and urged the dean of the school to offer him a scholarship.Mr. Levine in 1962. At Juilliard he studied with the conductor Jean Morel.Howard Sochurek/The LIFE Picture Collection, via Getty ImagesBut Mr. Levine’s parents did not want to disrupt his childhood in Cincinnati. There were more things in the world than music, his mother said. Jimmy needed to learn how to be a full person and to live with his two younger siblings: Thomas, an artist, who in later life became an assistant to his brother; and Janet, who became a clinical psychologist.He is survived by his sister; his brother died in April.Instead of setting their son up in New York, the Levines arranged for him to take regular trips to the city, usually every other week. He would fly to New York on Friday night, have lessons with Ms. Lhevinne on Saturday morning, take in the Met matinee or an evening orchestra concert, have another lesson on Sunday, then return home that afternoon.In 1956, Mr. Levine went to the Marlboro Festival in Vermont, where he worked with the pianist Rudolf Serkin and was the chorus master for a performance of Mozart’s “Così Fan Tutte” put on by the resident musicians and singers. The next year he spent the first of 14 summers at the Aspen Music Festival in Colorado, where he committed himself to a conducting career.Mr. Levine was a powerful force at the Met Opera over five decades.Calle Hesslefors/Ullstein Bild, via Getty ImagesIn 1961, after graduating from high school, he moved to New York and enrolled in Juilliard’s college division, where he studied with the conductor Jean Morel. At a summer program in Baltimore in 1964, the American Conductors Project, he was heard by Szell, who invited him to come to Cleveland to be his assistant. Mr. Levine left Juilliard without completing a degree and spent the next six years working closely with Szell.Mr. Levine’s debut with the Cleveland Orchestra came in 1967, conducting Strauss’s tone poem “Don Juan.” While there he met Suzanne Thomson, a young oboist from Detroit, who put aside her own career to become his personal assistant and living companion, sharing his Upper West Side apartment from the early 1970s.Mr. Levine was circumspect about his private life, refusing to discuss his sexual orientation or romantic relationships. In a 1998 interview with The Times, he explained why he had refused to comment on rumors and “such nonsense” over the years. “I’ve never been able to speak in public generalities about my private life,” he said. “Day by day, my world is filled with real music, real people, real interactions.” He added almost plaintively: “How much do you have to give? How good do you have to be?”In 1966, while still working under Szell in Cleveland, Mr. Levine founded the University Circle Orchestra, an ensemble of young musicians interested in contemporary music. The next year he conducted the orchestra in the premiere of Milton Babbitt’s “Correspondences,” a formidably difficult 12-tone work, winning its composer’s lasting admiration. Opening night at the Met Opera for the 1997-98 season, when Mr. Levine was at the height of his powers.Jack Vartoogian/Getty ImagesIn March 2018 The Boston Globe published a long exposé of Mr. Levine’s years with this student ensemble in Cleveland, drawing on some two dozen interviews with former students and musicians, who described a cultlike atmosphere around Mr. Levine, even though he was not much older than they. The participants, who became known as “Levinites,” recalled belittlement by their mentor, loyalty tests and even group sex.Just 15 years after his Met debut, Mr. Levine’s leadership role there was formalized in 1986, when he became the house’s artistic director, a title that was scaled back to music director in 2004, when he began his tenure with the Boston Symphony.He had other important associations as well. He made his Salzburg Festival debut in 1976 conducting Mozart’s “La Clemenza di Tito” in a landmark Jean-Pierre Ponnelle production. In 1982 he made his debut at the Bayreuth Festival in Germany, conducting the centennial production of Wagner’s “Parsifal.” At the time, Bayreuth was still tainted by the anti-Semitism of Wagner and certain of Wagner’s descendants, who ran the festival during the rise of the Nazis and hobnobbed with Hitler. The festival directors purposefully entrusted this milestone production to Mr. Levine, who was Jewish. “Parsifal,” a work he conducted with spacious, luminous eloquence, became a Levine specialty.Though he made 20th-century operas like Schoenberg’s “Moses und Aron,” Berg’s “Lulu” and Stravinsky’s “The Rake’s Progress” central to the Met’s identity, Mr. Levine could not turn the company into a house that nurtured new opera. For such a prestigious international institution, the Met’s list of premieres during the Levine era, including works by John Corigliano, John Harbison, Philip Glass, Tobias Picker and Tan Dun, was not long.In interviews over the years Mr. Levine asserted that he tried to commission new works but that the Met was a monumental, slow-moving institution. He once also lamented the dearth of good-enough new operas.In the 1990s, Mr. Levine’s relationship with Joseph Volpe, the Met’s effective, pugnacious general manager, was sometimes fraught. Mr. Volpe respected Mr. Levine and gave him most of what he wanted, but put the brakes to financially risky projects (like a concert performance of Mahler’s daunting “Symphony of a Thousand”) and several commissioning ideas.As supertitles became popular at other opera companies, including the New York City Opera next door to the Met in Lincoln Center, Mr. Levine argued that his house’s informed patrons would find them distracting. Supertitles would come to the Met “over my dead body,” he said in a 1985 interview, a comment he came to regret.Mr. Volpe, who disagreed, prevailed, and in 1995 the house introduced its innovative technology, Met Titles, which employed individual screens mounted on the back of the seat in front of each audience member. The titles could be individually turned on or off, a feature that Mr. Levine said had ameliorated his objection.Podiums in Munich and BostonMr. Levine was eager to leave his mark on the legacy of symphonic music and to cultivate a major orchestra. This led to what many saw as a curious career move: becoming principal conductor of the Munich Philharmonic.His selection was hotly debated in the German press, in part because of his salary ($1.2 million), at a time when cultural institutions in Germany were being forced to accept smaller government subsidies. Though the orchestra made strides under Mr. Levine’s leadership, the relationship proved disappointing. He was unwilling to cut back his Met schedule to spend more time in Munich. When the Boston Symphony came calling, he was receptive.Mr. Levine conducting the Boston Symphony Orchestra, where he commissioned important works.Michael Lutch/Boston Symphony OrchestraMr. Levine began his Boston tenure in the fall of 2004 with a commanding performance of Mahler’s “Symphony of a Thousand,” the piece he had longed to perform with the Met’s orchestra and chorus. Initially, Mr. Levine was able to maintain full involvement and high standards at the Met while thriving in Boston, where he could finally commission significant works from major composers, especially Elliott Carter and Charles Wuorinen, and build a legacy. But concerns about his health soon surfaced.Starting in the 1990s, Mr. Levine had been afflicted with tremors in his left hand and left leg. To compensate, he developed a technique with minimal hand motions and eventually conducted while sitting in a tall, swiveling chair. In 1996, for the 25th anniversary of his Met debut, he conducted the Met orchestra and chorus in a gala concert that lasted eight hours and involved some 60 acclaimed singers performing 42 selections. As the author Johanna Fiedler recounted in “Molto Agitato,” a history of the Met, Mr. Levine’s detractors considered the gala an unseemly act of self-celebration. Others felt inspired to see Mr. Levine marking the occasion by working so hard.Still, overweight and overworked, he often moved with hesitancy. In an article in The New York Times in the spring of 2004, several members of the Met orchestra complained anonymously that Mr. Levine’s baton cues were getting hard to read and that his attention sometimes flagged during long performances.In 2008 Mr. Levine had surgery to remove a cancerous cyst from a kidney, causing him to withdraw from most of that season at Tanglewood, the Boston Symphony’s summer home. By the time he resigned, the symphony calculated that he had missed one-fifth of his scheduled performances.At the Met, with Mr. Gelb’s encouragement, Mr. Levine limited his schedule to the projects he most cared about and ceded some major productions and important revivals to guests, including Mr. Muti, Esa-Pekka Salonen and Simon Rattle, who made long-awaited Met debuts.By the time he resigned, the Boston Symphony calculated that he had missed one-fifth of his scheduled performances because of health issues.Sara Krulwich/The New York TimesMr. Gelb kept Mr. Levine on as music director even during a two-year period when health problems prevented him from performing. When, in May 2013, he conducted a Met Orchestra concert at Carnegie Hall, a triumphant return, Mr. Levine used a motorized wheelchair, which he continued to employ at the house. In April 2016, Mr. Gelb eased him into a new position as music director emeritus.Mr. Levine’s final appearance at the Met, on Dec. 2, 2017, was a Saturday matinee performance of Verdi’s Requiem with the orchestra, chorus and four vocal soloists. He looked fatigued that day, and the performance was somewhat lackluster. That evening, the news of the allegations against him broke.Michael Cooper contributed reporting. More

    • 125 Shares119 Views

      in Music

      The Arts Are Coming Back This Summer. Just Step Outside.

      by

      The return of Shakespeare to Central Park is among the most visible signs that theaters, orchestras and opera companies aim to return to the stage — outdoors.The path back for performing arts in America is winding through a parking lot in Los Angeles, a Formula 1 racetrack in Texas, and Shakespeare’s summer home in New York’s Central Park.As the coronavirus pandemic slowly loosens its grip, theaters, orchestras and opera companies across the country are heading outdoors, grabbing whatever space they can find as they desperately seek a way back to the stage.The newest sign of cultural rebound: On Tuesday, New York City’s Public Theater said that it would seek to present Shakespeare in the Park once again this summer, restarting a cherished city tradition that last year was thwarted for the first time in its history.“People want to celebrate,” said Oskar Eustis, the theater’s artistic director, who is among the 29 million Americans who have been infected with the coronavirus. “This is one of the great ways that the theater can make a celebration.”New York City Mayor Bill De Blasio (center) at a press event inside the Delacorte on Tuesday, detailing plans for the reopening of Shakespeare in the Park.Sara Krulwich/The New York TimesLarge-scale indoor work remains a ways off in much of the country, as producers wait not only for herd immunity, but also for signs that arts patrons are ready to return in significant numbers. Broadway, for example, is not expected to resume until autumn.But all around the country, companies that normally produce outdoors but were unable to do so last year are making plans to reopen, while those that normally play to indoor crowds are finding ways to take the show outside.This is not business as usual. Many productions won’t start until midsummer, to allow vaccination rates to rise and infection rates to fall. Limits on audience size are likely. And attendees, like those visiting the Santa Fe Opera, will find changes offstage (touchless bathroom systems) and on: Grown-ups (hopefully vaccinated), not children, will play the chorus of faeries in the opera’s production of Britten’s “A Midsummer Night’s Dream.”There remain hurdles to overcome: Many of the venues still need to win permission from local officials and negotiate agreements with labor unions. But the signs of life are now indisputable.In Los Angeles, the Fountain Theater is about to start building a stage in the East Hollywood parking lot where it hopes in June to open that city’s first production of “An Octoroon,” an acclaimed comedic play about race by Branden Jacobs-Jenkins. Austin Opera next month aims to perform outdoors for the first time, staging “Tosca” in an amphitheater at a Formula 1 racetrack, while in upstate New York, the Glimmerglass Festival is planning to erect a stage on its lawn.Usually presenting shows inside, the Phoenix Theater Company has set up an outdoor stage in the garden at a neighboring church.Reg Madison PhotographyAt that outdoor venue, the armrests have QR codes, one to read the program, and one to order food and drink. Reg Madison PhotographyOrganizations that already have outdoor space have a head start, and are eager to use it.Mark Volpe, the president and chief executive of the Boston Symphony Orchestra, said that later this month he will ask his board to approve a plan to hold performances once again this summer at Tanglewood, the company’s outdoor campus in Western Massachusetts. The season, if approved, would be just six weeks, mostly on weekends, with intermissionless programs lasting no longer than 80 minutes, and no choral work because of concerns that singing could spread the virus.The audience size remains unknown — current Massachusetts regulations would allow just 12 percent of Tanglewood’s 18,000-person capacity — and Volpe said that, even if the regulations ease, “we’re going to be a tad conservative.” Nonetheless, the prospect of once again hearing live music on the vast lawn is thrilling.“Having the orchestra back onstage with an audience,” Volpe said, “I can only imagine how emotional it’s going to be.”The Muny, a St. Louis nonprofit that is the nation’s largest outdoor musical theater producer, is hoping to be able to seat a full-capacity audience of 10,000 for a slightly delayed season, starting July 5, with a full complement of seven musicals, albeit with slightly smaller than usual casts.“Everyone is desperate to get back to work,” said Mike Isaacson, the theater’s artistic director and executive producer. “And our renewal numbers are insane, which says to me people want to be there.”An artist’s rendering of the Fountain Theater’s planned new stage in its parking lot, where the Los Angeles company expects to present “An Octoroon” in June. Fountain TheaterThe St. Louis Shakespeare Festival, which performs in another venue in that city’s Forest Park, has much more modest expectations: It is developing a production of “King Lear,” starring the Tony-winning André De Shields of “Hadestown,” but expects to limit audiences to 750.The Public Theater, which has over the years featured Al Pacino, Oscar Isaac, Meryl Streep and Morgan Freeman on its outdoor stage, is planning just one Shakespeare in the Park production, with an eight-week run starting in July, rather than the usual two-play season starting in May.“Merry Wives,” a 12-actor, intermission-free version of “The Merry Wives of Windsor,” adapted by Jocelyn Bioh and directed by Saheem Ali, will be set in Harlem and imagine Falstaff as an African-American seeking to woo two married women who are immigrants from West Africa.How many people will be able to attend? Current state regulations would allow the Public to admit 500 virus-tested people, in a Delacorte Theater that seats 2,000, but the theater is hoping that will change before opening night. And will there be masks? Testing? “We are planning on whatever needs to happen to make it safe,” Ali said.For professional theaters, a major potential hurdle is Actors’ Equity, the labor union, which throughout the pandemic has barred its members from working on any but the small handful of productions that the union has deemed safe. But the union is already striking a more open tone.“I am hopeful now in a way that I could not be earlier,” said Mary McColl, the union’s executive director. She said the union is considering dozens of requests for outdoor work, and has already approved several. As for Shakespeare in the Park, she said, “I’m very excited to see theater in the park. We are eagerly working with them.”E. Faye Butler starred in “Fannie: The Music and Life of Fannie Lou Hamer,” a one-woman show on the new outdoor stage at the Asolo Repertory Theater in Sarasota, Fla.Cliff RolesA few theaters already have union permission. Utah’s Tuacahn Center for the Arts starts rehearsals next week for outdoor productions of “Beauty and the Beast” and “Annie.” Tuacahn, which stages work in a 2,000-seat amphitheater in a southern Utah box canyon, is planning to use plexiglass to separate performers during rehearsals, but expects not to need such protections by the time performances begin in May.“I’m extremely excited,” said Kevin Smith, the theater’s chief executive. “We had a Zoom call with our professional actors, and I got a little emotional.”Because Broadway shows, and some pop artists, are not ready to tour this summer, expect more homegrown work. For example: the 8,000-seat Starlight Theater, in Kansas City, Mo., which normally houses big brand tours, this summer is largely self-producing.In some warm-weather corners of the country, theaters are already demonstrating that outdoor performances can be safe — and popular.The Phoenix Theater Company, in Arizona, and Asolo Repertory Theater, in Sarasota, Fla., both pivoted outdoors late last year; the Arizona company borrowed a garden area at the church next door to erect a stage, while Asolo Rep built a stage over its front steps.The audience seems to be there. Asolo Rep’s six-person concert version of “Camelot” sold out before it opened, and the Phoenix Theater’s current “Ring of Fire,” featuring the music of Johnny Cash, is also at capacity.Now others are following suit. There are big examples: Lincoln Center, the vast New York nonprofit, has announced that it will create 10 outdoor spaces for performance on its plaza, starting next month, while the Brooklyn Academy of Music and Playwrights Horizons are planning to stage Aleshea Harris’s play, “What to Send Up When It Goes Down,” in June in the Brooklyn Botanic Garden.And on Monday, the Los Angeles Philharmonic Association said it anticipates limited-capacity live performances at the Hollywood Bowl this summer.The finances are complicated so long as there are capacity limits imposed by health officials. For some, performing outdoors promises more revenue than working indoors with social distancing.“I was sitting in my theater alone, looking out at the empty seats, and realized that if audiences were forced to sit six feet apart, it reduced my audience size from 80 to 12, which is not a robust financial model to present to your board of directors,” said Stephen Sachs, a co-founder and artistic director of the Fountain Theater. “So why not go outside?”But for larger organizations that cost more to sustain, capacity limits pose a different challenge. In San Diego, the Old Globe says that, at least in the near term, it might only be allowed 124 people in its 620-seat outdoor theater.“Just to turn on the lights requires an investment that will eat up most of what those seats will yield,” said the theater’s artistic director, Barry Edelstein. “It’s just incredibly challenging to figure out what we can afford to do — maybe a little cabaret, or maybe a one-person performance of some kind.”Nonetheless, Edelstein said he expects, like his peers, to present work outside soon. “There is a lot of stuff happening outdoors — dining, religious services, sports,” he said. “We’re not really fulfilling our mission if we’re sitting here closed.” More

    • 100 Shares99 Views

      in Music

      Boston Symphony Orchestra Names First Woman Chief Executive

      by

      AdvertisementContinue reading the main storySupported byContinue reading the main storyBoston Symphony Orchestra Names First Woman Chief ExecutiveGail Samuel spent nearly three decades at the Los Angeles Philharmonic, part of a management team that helped make it the envy of the orchestra world.“There is no other orchestra in the world that I would have left to be part of,” Gail Samuel said of leaving the Los Angeles Philharmonic for the Boston Symphony Orchestra.Credit…Emily Berl for The New York TimesFeb. 18, 2021, 9:30 a.m. ETThe Boston Symphony Orchestra announced Thursday that Gail Samuel, the chief operating officer of the Los Angeles Philharmonic, would become its next chief executive, making her the first woman to lead the institution in its 140-year history.In picking her, the orchestra looked west, to one of the most successful American orchestras of recent years, for its choice to succeed Mark Volpe, who led the Boston Symphony for 23 years. Samuel will be responsible for steering the organization out of one of its most dire crises: The pandemic has left the Boston Symphony, one of the nation’s wealthiest orchestras, struggling after months of lost revenues and deep uncertainty around when live audiences will return.Samuel will become Boston’s president and chief executive in June. By the time she leaves Los Angeles, she will have worked at the Philharmonic for nearly three decades. She said in an interview she had not imagined leaving Los Angeles until she started having conversations with the Boston Symphony.“There is no other orchestra in the world that I would have left to be part of,” Samuel said in an interview. The company is exceptional for its breadth of activities, she said, which include the core symphony orchestra; the Boston Pops, its lighter alter ego; and Tanglewood, its thriving summer music festival in the Berkshires.Samuel was part of the management team that helped make the Los Angeles Philharmonic the envy of the classical music world. She was named the orchestra’s acting president and chief executive when Deborah Borda, its longtime leader, took a brief sabbatical in 2015 to teach at Harvard’s Kennedy School of Government, and she was given the acting position again after Borda left to take over the New York Philharmonic. Samuel had hoped to succeed Borda, but the Philharmonic’s board went outside the organization, choosing Simon Woods, who had led the Seattle Symphony. (When he stepped down in 2019 after less than two years in the post, the Philharmonic elevated Chad Smith, who had been its chief operating officer.)She is also president of the Hollywood Bowl, the band shell that serves as the Philharmonic’s lucrative summer home, supplying much of its revenue.Samuel grew up in Los Angeles in a musical family; her parents were public school music teachers, and the violin became her instrument of choice. She studied music and psychology at the University of Southern California, where she later got an M.B.A.Although she spent the vast majority of her career on the West Coast, Samuel has a strong connection to Tanglewood. She remembers stopping there on a family road trip in 1986 and seeing a concert conducted by Leonard Bernstein. That concert became famous when the violinist Midori, then 14 years old, had to swap instruments twice after the E string broke on her violin, then again on the borrowed violin.“I fell in love with that place,” Samuel said. She soon sought a way to return, and found her way back there one summer as a student, and two summers as a staff member.In Boston, Volpe leaves behind a legacy of financial stability, despite the struggles of the classical music industry, and artistic evolution. During his tenure the orchestra’s endowment — the largest in the classical music field — more than tripled, to $509 million. Its music director, Andris Nelsons, is among the most sought-after in the world.But when the orchestra returns to performing live in the concert hall, it will be in a different world: The musicians there have already agreed to steep pay cuts that will only revert to normal if the orchestra meets financial benchmarks.“This is a difficult time for everyone and I think every organization is going to be thinking about how to come out of this,” Samuel said. “It’s a long path, but there’s also an opportunity to think about things differently.”AdvertisementContinue reading the main story More

    • 125 Shares189 Views

      in Music

      Even When the Music Returns, Pandemic Pay Cuts Will Linger

      by

      #masthead-section-label, #masthead-bar-one { display: none }The Best of 2020Best ComedyBest TV ShowsBest BooksBest MoviesBest AlbumsAdvertisementContinue reading the main storySupported byContinue reading the main storyEven When the Music Returns, Pandemic Pay Cuts Will LingerThe coronavirus crisis is leading many performing arts unions to agree to concessions, but some fear it could change the balance of power between labor and management.The Metropolitan Opera says that it will need long-term pay cuts if it is to survive after the pandemic, but its workers, many of whom have gone unpaid since April, are resisting.Credit…Victor Llorente for The New York TimesDec. 17, 2020Updated 7:22 p.m. ETWhen the coronavirus outbreak brought performances across the United States to a screeching halt, many of the nation’s leading orchestras, dance companies and opera houses temporarily cut the pay of their workers, and some stopped paying them at all.Now, hopes that vaccines will allow performances to resume next fall are being tempered by fears that it could take years for hibernating box offices to rebound, and many battered institutions are turning to their unions to negotiate longer-term cuts that they say are necessary to survive.The crisis is posing a major challenge to performing arts unions, which in recent decades have been among the strongest in the nation. While musicians at some major ensembles, including the New York Philharmonic and the Boston Symphony Orchestra, have agreed to steep cuts that would have been unthinkable in normal times, others are resisting. Some unions fear that the concessions being sought could outlast the pandemic, and reset the balance of power between management and labor.“Historically, labor agreements in the performing arts have been moving toward more money and better conditions,” said Thomas W. Morris, who led major orchestras in the United States for more than three decades. “And all of a sudden that isn’t an option. It’s a fundamental change in the pattern.”Nowhere is the tension between labor and management more acute than at the Metropolitan Opera, the largest performing arts organization in the nation. Its artists and other workers, many of whom have been furloughed without pay since April, are resisting an offer by management to begin receiving reduced wages of up to $1,500 a week again in exchange for long-term pay cuts and changes in work rules. After failing to reach an agreement with its stagehands, the company locked them out last week, shortly before more were scheduled to return to work to begin building sets for next season.But musicians in a growing number of orchestras are agreeing to long-term cuts, recognizing that it could take years for audiences and philanthropy to bounce back after this extended period of darkened concert halls and theaters.The New York Philharmonic announced a new contract last week that will cut the base pay of musicians by 25 percent through mid-2023, to $115,128 a year from $153,504. Then some pay will be restored, but the players will still earn less than they did before the pandemic struck when the contract expires in 2024. The Boston Symphony Orchestra, one of the richest ensembles in the nation, agreed to a new three-year contract reducing pay by an average of 37 percent in the first year, gradually increasing in the following years but only recovering fully if the orchestra meets at least one of three financial benchmarks. The San Francisco Opera agreed to a new deal that halves the orchestra’s salary this season, but later makes up some ground.Unions play a major role behind the scenes at many arts organizations. The contracts they negotiate not only set pay, but also help establish a wide range of working conditions, from how many permanent members an orchestra should have to how many stagehands are needed backstage for each performance to whether Sunday performances require extra pay. It is not uncommon to see major orchestras abruptly end rehearsals mid-phrase — even when a famous maestro is conducting — when the digital rehearsal clock shows that they are about to go into overtime.Workers and artists say that many of these rules have improved health and safety and raised the quality of performances; management has often chafed at the expense.Many nonprofit performing arts organizations, including the Met, faced real financial challenges even before the pandemic struck. Now, they say, they are fighting for their survival, furloughing or laying off administrative staff and seeking relief from unions.After stagehands at the Metropolitan Opera rejected calls for a new contract with long-term cuts, management locked them out.Credit…Victor Llorente for The New York Times“Unions are very reluctant to make concessions; it goes against everything trade union strategy has told them for 100-plus years,” said Susan J. Schurman, a professor of labor studies and employment relations at Rutgers University. “But clearly they understand that this is an unprecedented situation.”But at some institutions, including at the Met and the John F. Kennedy Center for the Performing Arts in Washington, workers are accusing management of trying to take advantage of the crisis to push for changes to their union contracts that they have long sought.Peter Gelb, the general manager of the Met, wants to cut the pay of workers by 30 percent, and restore only half of those cuts when box office revenues recover. He hopes to achieve most of the cuts by changing work rules. In a letter last month to the union representing the Met’s roughly 300 stagehands, Local One of the International Alliance of Theatrical Stage Employees, he wrote that “the health crisis has compounded the Met’s previous financial fragility, threatening our very existence.” He also wrote that the average full-time stagehand cost the Met $260,000 last year, including benefits.“For the Met to get back on its feet, we’re all going to have to make financial concessions and sacrifices,” Mr. Gelb told employees in a video call last month.There are 15 unions at the Met, and while the leaders of several of the biggest have said that they are willing to agree to some cuts, they are pushing back on changes that would outlast the pandemic and redefine work rules that they have long fought for — especially after so many workers, including the orchestra, chorus and legions of backstage workers, have endured many months without pay. The Met’s orchestra, which is represented by Local 802 of the American Federation of Musicians, said in a statement that management was “exploiting this temporary situation to permanently gut contracts of the very workers who create the performances on their global stage.”Leonard Egert, the national executive director of the American Guild of Musical Artists, which represents members of the chorus, soloists, dancers, stage managers and others at the Met, said that unions recognized the difficult reality and were willing to compromise. “It’s just that no one wants to sell out the future,” he said.Musicians at the New York Philharmonic, and at other orchestras, have agreed to lasting pay cuts to help their institutions recover after the pandemic. Credit…Hiroyuki Ito for The New York TimesIn Washington, the stagehands at the Kennedy Center are fighting a similar battle. David McIntyre, president of Local 22 of the alliance, said he had been in contentious negotiations with the Kennedy Center for months over its demand for a 25 percent pay cut, something that is hard for the union members to stomach after many of them have gone without pay since March.Management is also asking for concessions such as an elimination of time-and-a-half pay on Sundays, he said, a change that would be permanent rather than limited to the pandemic. The union stagehands are particularly indignant because the Kennedy Center received $25 million from the federal stimulus bill passed in March.“They’re just trying to get concessions out of us by leveraging a pandemic when none of us are working,” Mr. McIntyre said.A spokeswoman for the Kennedy Center, Eileen Andrews, said that several of the unions that it works with already accepted pay cuts, including the musicians with the National Symphony Orchestra, and that the recovery from the pandemic needed to be accomplished through “shared sacrifices.”Organizations have lost tens of millions of dollars in ticket revenue, and the outlook for the philanthropy that they rely on for their survival remains uncertain. As union negotiations proceed within the grids of video calls rather than around the typical stuffy board room tables, both sides recognize the financial fragility.In some respects the pandemic has altered the negotiating landscape. Unions, which normally have tremendous leverage because strikes halt performances, have less at the moment, when there are no performances to halt. Management’s leverage has changed as well. While the Met’s threat that it would lock out its stagehands unless they agreed to cuts carried less menace at a moment when most employees were not working anyway, its offer to begin paying workers who have gone without paychecks since April in exchange for long-term agreements may be hard to resist.At some institutions, memories of the destructiveness of recent labor disputes have helped foster cooperation during this crisis. At the Minnesota Orchestra, where a bitter lockout kept the concert hall dark for 16 months starting in 2012, management and the musicians agreed on a 25 percent pay cut through August. Some orchestras that have recently experienced labor strife, including the Baltimore Symphony Orchestra, where the players were locked out in 2019, came together during the pandemic.Credit…Shawn Hubbard for The New York TimesAnd the Baltimore Symphony Orchestra, which had its own hard-fought labor dispute last year, managed to reach agreement on a five-year contract this summer, cutting the pay of players sharply at first before gradually increasing it again.The last time a national crisis of this magnitude affected every performing arts organization in the country was during the Great Recession, when organizations sought cuts to offset the decline in philanthropy and ticket sales, triggering strikes, lockouts and bitter disputes.Meredith Snow, the chair of International Conference of Symphony and Opera Musicians, which represents players, said that labor and management mostly appeared to be working together more amicably than they did then — at least for now.“There is more of a recognition that we need to be a unified face to the community,” said Ms. Snow, a violist for the Los Angeles Philharmonic, “and that we can’t be squabbling or we’re both going to go down.”“You come together,” she said, “or you sink.”AdvertisementContinue reading the main story More