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      New Broadway Labor Agreement Includes Pandemic-Prompted Changes

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      The deal, ratified by members of Actors’ Equity, provides salary increases for performers and stage managers, and allows producers to make short-term hires.The union representing theater actors and stage managers has ratified a new contract that provides pay increases for those working on Broadway and, in a move prompted by the coronavirus pandemic, allows producers to make short-term hires to cover absent actors.Actors’ Equity Association announced Monday that its membership had voted in favor of the three-year contract, which by late 2024 would raise the minimum salary for performers working on Broadway to $2,638 per week. That reflects three years of pay increases: 5 percent this year, 4 percent next year, and 4 percent the following year.The Broadway contract, negotiated by Equity and the Broadway League, applies to commercial productions on Broadway, as well as to so-called sit-down productions, which are extended runs of commercial shows elsewhere in the country.The contract is important because Broadway is the segment of the American theater world where artists can most reliably make a living wage, and also because provisions in this contract influence others in the industry. The union will next turn its attention to negotiating contracts for touring shows and regional theaters (the regional theater contract also applies to the four New York nonprofits that operate Broadway houses).This Broadway contract, which goes into effect immediately, is the first negotiated since the outbreak of the coronavirus pandemic. As shows returned, the challenge of staying open when company members tested positive for the coronavirus called attention to the important work of understudies, swings and standbys who keep shows going when illness strikes, and also highlighted the tension between a historic show-must-go-on ethic and disease transmission.The contract is the first to provide paid sick leave for anyone working on an Equity contract; previously, those earning above a certain amount were not entitled to paid sick days. In another first, the contract caps how many roles a swing can cover in one performance.And the contract allows for the use of short-term actors, with rehearsal time, to cover performer absences. The provision was a concession by the union to the producers.The union also highlighted a few wins for its members: a limited number of very long rehearsal days, and fewer rehearsal hours post-opening.The contract includes several new provisions prompted by discussion within the industry, and the broader society, about diversity concerns. Among them: commitments to employ technicians for certain hair styles, to consider gender identity when identifying spaces for dressing rooms and bathrooms, to set up a committee to talk about onstage intimacy, and to improve casting notices for those with disabilities.Kate Shindle, the president of Actors’ Equity, said the deal was a compromise reflecting the economics of the moment. The contract was ratified by a smaller margin than some previous pacts, suggesting disagreement within the union’s membership about whether it was good enough.“The industry is not entirely back yet, and while we were looking to reinvent the whole way the theater industry operates, we’re also faced with real financial considerations,” Shindle said.She said the wage increases were significant at a time when inflation is high, as are real estate costs in New York (which, of course, is where many Broadway workers live). She also noted that many in the industry had not had work while theaters were shut down, making their current salaries more important.Charlotte St. Martin, the president of the Broadway League, said in a statement that she was pleased with the ratification of the agreement, “which we believe represents a significant step forward for our industry.”She said several provisions “were ultimately directly responsive to the push from the union for less time spent in rehearsal and more time off for actors,” and she also hailed the diversity provisions, which were, she said, “in the forefront of our priorities.”“A key component to these changes is language that will allow us to hold everyone, including actors working on our productions, to the same standards when creating a safe and inclusive working environment for all,” she said. “We were able to achieve all of these significant improvements for each side while providing a meaningful and yet responsible economic package.” More

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      New York Philharmonic Agrees to Restore Pay for Musicians

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      After a stronger-than-expected season, the orchestra said it would reverse pay cuts imposed at the height of the pandemic.When the coronavirus pandemic erupted in 2020, battering the cultural sector and forcing the New York Philharmonic to cancel a season, the orchestra worked to cut costs, slashing its musicians’ pay by 25 percent.The Philharmonic promised at the time to reverse those cuts, which provided more than $20 million in savings, once its financial outlook brightened. And on Monday, the orchestra announced it would do so in September, much earlier than expected.The decision to restore pay is a milestone in the Philharmonic’s recovery, and it offered some hope that the worst of the pandemic, which cost the orchestra more than $27 million in anticipated ticket revenue, had passed.“There’s nothing more important than our musicians,” Deborah Borda, the Philharmonic’s president and chief executive, said in an interview. “It was just a very important act to make.”Borda said government grants and loans, an increase in donations and better-than-expected ticket sales during the 2021-22 season made the decision possible. The orchestra is on track to finish its season without missing a performance, and it just concluded a series of concerts in Europe, at a time when many ensembles have been unable to tour.“We’re in a different phase of life now,” she said.Geffen Hall, seen here in March, will reopen in fall.Vincent Tullo for The New York TimesThe Philharmonic is at a pivotal moment. The $550 million renovation of its home, David Geffen Hall, is to be completed in the fall. And the orchestra is searching for a music director to replace its departing leader, Jaap van Zweden, who steps down in 2024.The pay cuts had been a source of distress among players as the Philharmonic prepared for its new chapter.In December 2020, the Philharmonic and its musicians agreed to a four-year contract that included 25 percent cuts to base pay, which was then around $2,900 per week, through August 2023. Under the deal, pay was set to gradually increase until the expiration of the contract in September 2024, though musicians would have been paid less at the end than they were before the pandemic.But as coronavirus cases fell last year and audiences returned, the Philharmonic’s fiscal outlook brightened. Ticket sales in the 2021-22 season have been better than expected: Attendance at subscription concerts was 90 percent, though the orchestra was playing in smaller halls with Geffen being renovated. Donations have been strong, rising by 11 percent to $31.5 million in 2020, the last year for which data is available. The Philharmonic also received grants and loans of more than $16 million from the federal government.In October, the Philharmonic began making payments to musicians to offset the pay cuts. But it was not until Monday that the orchestra vowed to fully restore musicians’ pay for the remainder of the contract.The trombonist Colin Williams, the head of the players’ negotiating committee, said the decision would help reassure musicians who have grappled with the uncertainties of the pandemic.“We’re feeling much more confident about our institution again — our place in it and our place in the city,” he said in an interview. “We somehow weathered this incredibly traumatic time and have come out of it stronger and more cohesive than we were before.”Borda said the Philharmonic still faced financial risks, including the possible emergence of new variants of the coronavirus. While the orchestra remains in what she called “a state of suspended fluidity,” she said it was important to stay focused on the future, including the opening of Geffen Hall, which she described as “light at the end of the tunnel.”“We improvise, we move forward,” she said. “We are placing our money on the fact that we are moving ahead.” More

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      Actors in ‘Waitress’ Tour Seek to Join Labor Union

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      Employees of a nonunion production are seeking improved compensation and safety protocols, saying a union version of the same musical pays better.A group of actors and stage managers employed by a nonunion touring production of the musical “Waitress” is seeking union representation, emboldened by a growing focus on working conditions in the theater business and by the labor movement’s recent successes in other industries.Actors’ Equity Association, a labor union representing 51,000 performers and stage managers, said it had collected signatures from more than the 30 percent of workers required to seek an election, and that on Tuesday it had submitted an election petition to the National Labor Relations Board, which conducts such elections.The number of people affected is small — there are 22 actors and stage managers employed by the tour, according to Equity — but the move is significant because it is the first time Equity has tried to organize a nonunion tour since an unsuccessful effort two decades ago to unionize a touring production of “The Music Man.” (The union also sought a boycott of that production.)Union officials said the “Waitress” tour was an obvious place for an organizing campaign because of an unusually clear comparison: There are currently two touring companies of that musical, one of which is represented by the union and one of which is not. The workers in the nonunion tour are being paid about one-third of what the workers in the union company are making, and have lesser safety protections, Equity said. (The minimum union actor salary is $2,244 per week.)“We thought it was not right and not fair, so we approached them to see if they were interested in us representing them,” said Stefanie Frey, the union’s director of organizing and mobilization. Frey said that the productions were so similar that some of the nonunion performers have been asked to teach performers in the union production, and that some have moved from the nonunion production to the union production. “It’s an obvious group of people getting exploited,” she said.Jennifer Ardizzone-West, the chief operating officer at NETworks Presentations, the company that is producing the nonunion “Waitress” tour, declined to offer an immediate reaction, saying, “Until we see the actual filing, it is premature for me to comment.”Tours are an important, and lucrative, part of the Broadway economy. During the 2018-19 theater season — the last full season before the pandemic — unionized touring shows grossed $1.6 billion and were attended by 18.5 million people, according to the Broadway League. Similar statistics are not readily available for nonunion tours, but Frey said, “The nonunion tour world has grown over the last 15 years.”Equity is in the process of hiring two additional organizers as it seeks to expand its efforts, according to a union spokesman, David Levy, who noted recent successful efforts to organize some employees at REI, Starbucks and Amazon. The National Labor Relations Board said last week that the number of union election petitions has been increasing dramatically.Frey said the long pandemic shutdown of theaters had also contributed to a new interest in organizing in the theater industry. “Workers are feeling a little bit more of their power and want to fight for what they deserve in a different way,” she said. More

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      The Flea Theater, Experimenting Again, Walks a New Tightrope

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      Back from the brink of extinction, the Off Off Broadway fixture is testing a new structure that gives artists the autonomy they demanded.Since its inception in the mid-1990s, the Flea Theater has positioned itself as a haven for experimentation, an unpretentious home for risk-taking and for young actors eager to get their start.But for years, discontent simmered beneath the surface.Actors were frustrated by the fact that the theater asked for lots of work with no pay; Black artists felt mistreated even while working on shows meant to center Black experiences; artists felt exploited, intimidated, voiceless.In 2020, the bad feelings bubbled over when an actress who had performed at the Flea, Bryn Carter, published a letter detailing her experiences, pointing out what she described as elitist, racist and soul-crushing encounters and attitudes.When the reckoning at the organization collided with the pandemic shutdown, the survival of the Flea became uncertain.“What we’re doing is driven by our mission,” said the Flea’s artistic director, Niegel Smith, right, with Hao Bai, the show’s lighting, projection and sound designer.Nina Westervelt for The New York TimesBut now, the Off Off Broadway nonprofit theater is fighting to come back — this time with a new hybrid structure built to give complete artistic autonomy to a group of writers, directors and actors that has spoken out against the old Flea. That group, now known as the Fled Collective, is being given funding by the Flea to stage its own programming in the theater’s TriBeCa space. In addition, the Flea will produce shows of its own, but now all actors will be paid and there will be a focus on work by “Black, brown and queer artists.”The first Flea-produced show at the theater in two years, “Arden — But, Not Without You,” took the stage last month and just extended its run.But major challenges, chiefly financial, remain. When the organization’s longtime producing director, Carol Ostrow — a target of much of the criticism — retired following calls for her ouster, about half of the Flea’s board members followed her out the door. The departures resulted in a loss of trustee donations and fund-raising that depleted the organization’s $1.5 million budget by about a third, said Niegel Smith, the organization’s artistic director.Dolores Avery Pereira, a leader of the Fled Collective, which is trying to build a new future within the reconfigured Flea, said she is not discouraged.“I believe that the money will come,” she said. “I choose my artistic freedom every time.”When the Flea was born in 1996, the founders, who included the theater couple Jim Simpson and Sigourney Weaver, viewed it as a passionately edgy alternative to the commercial imperatives of Broadway.From its beginnings, the Flea was seen by aspiring actors as a place they could exercise their talents without needing to present a long résumé or a fancy degree at the door.“If you didn’t go to Juilliard or Yale or Brown, this was a place you could start,” said Adam Coy, a Fled leader who joined the Bats, the Flea’s resident acting company, in 2017.The first Flea-produced show at the theater in two years, “Arden — But, Not Without You,” during rehearsals in January.Nina Westervelt for The New York TimesThe new iteration of the Flea pushes the parameters of that kind of experiment a good bit further in its effort to dismantle traditional hierarchies — think autocratic impresarios — that have long ruled over theater spaces. In its push to democratize the production of works, the Flea is echoing the sorts of demands heard in theater communities across the country over the past two years as the pandemic’s threats to the industry and urgent calls for racial equity have spurred collective organizing among artists.But to pull it off under new financial constraints, the Flea’s leaders have had to reckon with the reality that its output may not match what it had been in the past, especially now that all actors will be paid. (In March 2020, for example, the Flea had 13 employees; it currently has two.)“We do a whole lot less now, and we’ll probably do a whole lot less for a long time,” said Smith, who is one of few Black artistic directors at New York City theaters. “But at least what we’re doing is driven by our mission.”The issue of pay for actors had been kicking around the Flea for years. Some recalled receiving no payment except a single stipend of $25 or $75 after spending weeks in rehearsals, on top of a requirement to spend several hours a month doing unpaid labor around the theater.The issue became particularly frustrating to actors when the Flea opened a new three-theater performing arts complex in TriBeCa which cost an estimated $25 million in 2017. As the Flea was transitioning to the new building, the phrase “pay the Bats” appeared written on the walls of its old theater, said Jack Horton Gilbert, who had been a member of the Bats for about five years. Beyond the question of surviving in New York, the lack of pay focused attention, critics said, on the demographics of who could afford to work for free.Leaders of the Flea have said that, going forward, they intend to employ a more democratic vision of artistic creation that gives actors, writers and other creatives greater voice in productions. Nina Westervelt for The New York Times“By not paying actors, the diversity of the company suffers because the people who can actually be around and invest are privileged,” Carter, who had been part of the Bats troupe, wrote in her June 2020 letter. “Many actors of color have not felt welcome or safe in your doors.”Much of Carter’s criticism was directed at Ostrow, who she said had mistreated her, generally was patronizing toward Black creatives and did “not know how to speak to Black people.” Once, she said, Ostrow had touched her hair without permission. Another time, she said, Ostrow had mixed up a Black lead actor and her understudy.Flea leaders apologized. Ostrow wrote Carter in June 2020 to say that she was “accountable for the behavior that you describe” and was “deeply sorry.”Later that month, a group of artists with the Flea posted a letter on social media condemning the theater for, among other things, creating a culture of “intimidation and fear.” The letter cited a case in which Black artists who took issue with a “trauma-centered” season of works about race were told, the critics said, that they could be replaced; it also repeated the concerns about expecting actors to work for free.“We have seen these same artists paid to cater your events and galas, rather than for their creative work,” the letter said.Members of the Fled Collective met in the Flea Theater in TriBeCa to plan their first season.Christopher Garofalo In response, the Flea’s leadership declared it would pay all artists for their work and said the theater needed to “reckon with the intersection of racism, sexism and pay inequity.”Later that year, the artists’ collective delivered demands to the Flea’s board, which included involving artists of color in planning the season, making sure there was board representation from their ranks and getting rid of Ostrow.In November 2020, Ostrow, who had been working without a salary for years, announced her retirement. Soon after that, five members of the board resigned, Smith said, resulting in a loss of about $475,000 in annual contributions. (Ostrow and her husband, the board member Michael Graff, had been major funders: the couple was listed as having donated more than $500,000 to the Flea’s new building.)Neither Ostrow nor her husband responded to requests for comment.Relations only soured further when the board, in what it said was a cost-saving measure, decided to dissolve its resident artist programs, including the Bats, infuriating the artists’ collective that had worked for months to try to shape an organization that they would be willing to return to.In a statement posted to social media, the artist group, now operating as the Fled, made a bold appeal to the Flea to “hand over the keys.” In a statement to New York Magazine days later, Simpson and Weaver threw their support behind the idea.Later on, Smith shocked Pereira when he told her that he and the board would be willing to explore actually transferring the property in TriBeCa to the Fled.Artwork by Carrie Mae Weems, one of the creators of “Arden,” in the rehearsal space. Nina Westervelt for The New York TimesThe agreement that was actually struck was more modest, but still extraordinary. The Flea, which continues on as a nonprofit, will still own the building. But the Fled, which is made up of about 100 artists, will operate there under a three-year residency, whose costs will be underwritten in part by the Flea. The theater will also provide production and marketing support.Separately, the Flea is producing its own content, like “Arden,” which was funded by a collection of grants. “Arden” includes sculpture and video by the visual artist Carrie Mae Weems, music by the multi-hyphenate artist Diana Oh, as well as improvisational song by the choreographer Okwui Okpokwasili and the designer and director Peter Born.Smith’s own segment of the show addresses the Flea’s recent turmoil head on, something he felt was necessary to do in the first work under the Flea’s new mandate.Wearing a white robe and no shirt, Smith walks around the stage of the small black-box theater in a ritualistic trance, muttering — and eventually shouting — the phrase “this place is fraught.”“This place has held oppressive structures fueled by coercion and ambition,” he says in the show.Some artists say they are still skeptical that an organization with the same artistic director can truly start anew. Others are simply uninterested in performing, or even sitting in the audience, at the Flea again after their personal experiences there.“I just moved on from wanting to be involved in any way in that space,” Carter said, noting that she nonetheless supports the Fled’s work.The leaders of the Fled, which plans to host its first developmental workshop at the Flea in May for a play by Liz Morgan, are unsure whether it will go beyond the three-year contract. The goal right now is to hold the Flea to the promises it has made and to create a model for an effective artist-led theater collective, said Raz Golden, one of the Fled’s leaders.“It hasn’t been easy,” Pereira said. “But it’s a relief to be at the art-making part.”Kirsten Noyes contributed research. More

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      Documentary Critical of Disney, From the Disney Family

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      A harsh portrait of pay inequality at the company, premiering at Sundance on Monday, was directed by the granddaughter of one of the founders.Three years ago, Abigail E. Disney began to publicly excoriate the Walt Disney Company for its “obscene” pay inequality, with Robert A. Iger, who was then chief executive, at one end of the scale and hourly theme park workers at the other. The company founded by her grandfather and great-uncle repeatedly returned fire, at one point calling her assertions a “gross and unfair exaggeration of the facts.”But Ms. Disney has refused to back down, even though the company recently agreed to a 16 percent raise for certain theme park workers. In fact, she is escalating her campaign — and, for the first time, bringing along two of her three siblings.“The American Dream and Other Fairy Tales,” an activist-minded documentary about the pay gap between corporate haves and have-nots, will premiere on Monday as part of the Sundance Film Festival, which is being held digitally because of the pandemic. Ms. Disney and Kathleen Hughes directed the film; Ms. Disney’s sister, Susan Disney Lord, and a brother, Tim, are among the executive producers. The movie positions the entertainment company that bears their name as “ground zero of the widening inequality in America.”To paint that harsh picture, Ms. Disney and Ms. Hughes profile four Disneyland custodians, who, at the time of filming (prepandemic), earned $15 an hour. They all struggle mightily with soaring housing costs in Southern California. One says he knows Disneyland workers who have had to “make a decision between medication or food.”Intermittently, the filmmakers cut to photographs of Mr. Iger, who was Disney’s chief executive from 2005 to 2020, a period of stunning gains for stockholders (including Ms. Disney and other members of her family). Viewers are reminded that Disney awarded him a pay package in 2018 worth $65.6 million. Stock awards tied to the acquisition of 21st Century Fox assets made up 40 percent.Ms. Disney and her sister are then shown reminiscing about their grandfather, Roy O. Disney, who founded the company in 1923 with his brother, Walt. “I cannot see him taking $66 million home for a year’s work in the same year when, at the same company, people can’t afford food,” an indignant Ms. Disney says. Her sister responds, “That would never have happened — that would never have happened.”The Disney family has not been involved in managing Disney since their father, Roy E. Disney, stepped down from the board in 2003 and led a shareholder revolt that resulted in Mr. Iger’s ascension. Roy E. Disney died in 2009.The New York Times was allowed to view the film ahead of its premiere. Disney, which was not given early access, responded to queries about the film’s content and tone with the following statement:“The well-being and aspirations of our employees and cast will always be our top priority. We provide a leading and holistic employment package that includes competitive pay and comprehensive benefits for our cast members to grow their careers and care for their families. That starts with fair pay and leading entry wages, but also includes affordable medical coverage, access to tuition-free higher education, subsidized child care for eligible employees, as well as pathways for personal and professional development.”The statement added, “We are committed to building on our significant efforts to date.”Recent developments at Disneyland cut against the film’s narrative. In December, unions representing 9,500 custodians, ride operators and parking attendants ratified a new contract that lifts minimum starting pay to $18 an hour by 2023 — up from $15.45 last year, a 16 percent increase — and includes seniority-based bonuses. Disneyland has almost returned to full staffing after being closed for more than a year because of the pandemic, a spokeswoman said. The Anaheim resort employs roughly 30,000 people.Mr. Iger has also left the company. Ms. Disney tells viewers that she decided to make the film because she was frustrated and angry at his “curt” response to an email she sent him in 2018 about theme park employee pay. He declined to comment for this article.Ms. Disney has faced claims of discrimination and unfair treatment from former employees at one of her companies, Level Forward, which helps finance and produce entertainment projects with a social justice focus. (“There’s fair criticism in there,” Ms. Disney told The Hollywood Reporter last year.)In an interview via Zoom, Ms. Disney and Ms. Hughes, an Emmy-winning television newsmagazine producer, said they were “encouraged” by the Disneyland pay increase but said it wasn’t enough — that around $24 an hour was the needed “living wage.”“If everything’s different, then why did the new C.E.O. walk away with $32.5 million for a not very profitable year?” Ms. Disney said. She was referring to Bob Chapek. Disney reported $2 billion in profit for 2021, compared to a loss of $2.8 billion in 2020. Before the pandemic, Disney was generating $10 billion annually in profit.The filmmakers are still looking for a distributor. They hope to use Sundance to generate interest from Netflix, Amazon Prime Video, Apple TV+ or another Disney competitor. In addition to its condemnation of Disney, “The American Dream and Other Fairy Tales” takes on a host of complicated subjects, including the evolution of capitalism, shifting government economic policies and racial injustice.“I want changes to the entire system — from C.E.O.s generally and from Wall Street especially — that result in the recognition of the dignity and humanity of every single worker,” Ms. Disney said.Ms. Disney is a prominent member of the Patriotic Millionaires, a group that pushes for higher taxes on businesses and wealthy individuals like themselves. As she has said over the years, it is a position that some of her own family members have a difficult time understanding. (That appears to include a brother, Roy P. Disney, who has supported Mr. Iger and is not involved with “The American Dream and Other Fairy Tales.”)Lest anyone think the film is her final word on the subject of pay inequality at Disney and other companies, she ends her documentary with these words: “To be continued.” More

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      ‘Mrs. Doubtfire’ on Broadway Is Pausing to Avoid Closing

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      The musical’s producer, eager to avoid a permanent shutdown amid the virus surge, is attempting a self-imposed nine-week hiatus.In a startling illustration of the financial damage a resurgent pandemic is causing on Broadway, the producer of a new musical adaptation of “Mrs. Doubtfire” has decided to close down his show for nine weeks, saying he sees no other way to save the production.Kevin McCollum, a veteran Broadway producer whose previous credits include “Rent” and “Avenue Q,” said he would close the musical comedy beginning Jan. 10, with a plan to reopen on March 14. The move will cost 115 people their jobs for that period; McCollum said he is committed to rehiring those who want to return.“My job is to protect the jobs long-term of those who are working on ‘Mrs. Doubtfire,’ and this is the best way I can do that today,” he said in an interview. “I can’t just sit idly by when there’s a solution, albeit unprecedented and painful. I can’t guarantee anything, but at this moment this is the most prudent thing I can do with the tools I have.”McCollum said that if he does not attempt the hiatus, the show would run out of money and be forced to close within three weeks. And there is plenty of reason to believe that is not hyperbole: Five Broadway shows in December decided to close earlier than anticipated, including the musicals “Ain’t Too Proud,” “Diana,” “Jagged Little Pill” and “Waitress,” as well as the play “Thoughts of a Colored Man.”McCollum’s move, which will enable the production to stop paying salaries and most other expenses, is a novel Broadway response to the Omicron surge, but has a parallel in London, where Andrew Lloyd Webber has shuttered his new “Cinderella” musical for at least seven weeks. (It is slated to reopen Feb. 9.)“Mrs. Doubtfire,” like all Broadway shows, has been battered by the coronavirus pandemic. The production, in development for years and capitalized for $17 million, had gotten through just three preview performances in March 2020 when Broadway shut down; it was closed for 19 months before resuming previews in October, and then opened in December, bolstered by a nearly $10 million grant from the Small Business Administration.The show opened to tepid reviews — and a pan in The New York Times — but sales were nonetheless promising, McCollum said, until the Omicron variant, which was detected in New York just days before the opening, caused a spike in coronavirus cases. (The Broadway League has stopped reporting show-by-show box office grosses, making it difficult to track a production’s ups and downs with any precision.)As coronavirus cases spread among Broadway workers, “Mrs. Doubtfire” had to cancel 11 performances during the normally lucrative holiday season, continuing to pay workers while losing all box office revenue. And then, McCollum said, the show, like many others, faced a high number of consumers canceling their tickets at the last minute because of concerns about safety, confusion about what was still open and difficulty complying with vaccination rules. (“Mrs. Doubtfire” is a family-friendly show, so it is particularly affected by the evolving vaccine mandates for children.)“You’re asking me to plant a sapling in a hurricane,” McCollum said.So long as “Mrs. Doubtfire” is open, its expenses are about $700,000 a week, whether or not performances actually take place, because employees are paid even if a performance is canceled. And expenses have recently risen because of increased testing, along with additional costs associated with keeping a show going when staff members test positive.McCollum said the show grossed about $900,000 from Dec. 27 to Jan. 2, which was more than its running costs but less than the $1.3 million he had expected for the holiday week. He added he was expecting the show’s weekly grosses to drop below $400,000 following the holidays — always a soft time for Broadway, and now even more so. He said he is hopeful that by March the pandemic will have eased and tourism and group sales will strengthen.The Coronavirus Pandemic: Key Things to KnowCard 1 of 4The global surge. More

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      Hollywood Crew Union Narrowly Ratifies Its Contracts With Studios

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      Camera operators, prop makers, lighting technicians and other members of the International Alliance of Theatrical Stage Employees ratified new contracts with Hollywood studios on Monday. But the margin was perilously narrow, with many members viewing the pact as toothless in terms of preventing long working hours — the kind of conditions recently endured on the set of “Rust,” the Alec Baldwin movie where the cinematographer was killed and the director wounded.IATSE, as the union is known, uses an Electoral College-type system for contract ratification, in which local shops are assigned different numbers of delegates based on their size and all delegate votes are cast based on the majority vote at each local. IATSE said the combined delegate vote for the two contracts was 56 percent in favor, with 641 total votes from 36 locals.The popular vote, however, revealed deep division: 50.3 percent of members voted yes on both contracts. About 72 percent of 63,209 eligible members cast ballots, according to the union.Only 49.6 percent of members in Los Angeles voted yes. In other areas of the country — except the Northeast, which largely operates under a different set of unexpired contracts — the popular vote stood at 52 percent.“The vigorous debate, high turnout and close election indicates we have an unprecedented movement-building opportunity to educate members on our collective bargaining process and drive more participation in our union,” Matthew Loeb, IATSE’s president, said in a statement.In posts on Twitter, some outraged members demanded recounts and flung insults at Mr. Loeb and other IATSE officials.Under the new, three-year contracts, the studios for the first time agreed to give crews a minimum of 54 hours of rest on weekends when working five-day weeks, on par with actors. The contract includes pay increases of up to 60 percent for some workers who were previously paid near minimum wage in California. Studios also agreed to fund a roughly $400 million deficit in the union’s pension and health plan without imposing premiums or increasing the cost of health coverage.The studios include stalwarts like Disney, NBCUniversal and WarnerMedia and insurgents like Amazon, Apple and Netflix.Last week, a smattering of IATSE members held a news conference in Hollywood to criticize the proposed contract — in particular a provision allowing crews to continue to work 14-hour days. The contracts provide for 10-hour “turnarounds,” or the time between leaving a set at the end of a work period and being required to return.The shooting death last month of Halyna Hutchins, the cinematographer for “Rust,” and the wounding of Joel Souza, the film’s director, thrust concerns about crew rest into the spotlight. Hours before Mr. Baldwin fired a gun being used as a prop — he had been told the firearm was “cold,” meaning that it contained no live ammunition, according to an affidavit — a half dozen camera technicians walked off the set to protest working conditions. Their complaints included marathon work days, long commutes to the set (cutting into turnaround rest time) and delayed paychecks.IATSE and the studios reached a tentative agreement for a new pact on Oct. 16, averting a threatened strike, which would have come at a particularly bad time for Hollywood. Studios have been scrambling to make up for lost production time during the coronavirus pandemic. Another shutdown would have left content cupboards dangerously bare — particularly at streaming services, which have become crucial to the standing of some of the companies on Wall Street. More

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      in Television

      'Squid Game,' the Netflix Hit, Taps South Korean Fears

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      The dystopian Netflix hit taps South Korea’s worries about costly housing and scarce jobs, concerns familiar to its U.S. and international viewers.In “Squid Game,” the hit dystopian television show on Netflix, 456 people facing severe debt and financial despair play a series of deadly children’s games to win a $38 million cash prize in South Korea.Koo Yong-hyun, a 35-year-old office worker in Seoul, has never had to face down masked homicidal guards or competitors out to slit his throat, like the characters in the show do. But Mr. Koo, who binge-watched “Squid Game” in a single night, said he empathized with the characters and their struggle to survive in the country’s deeply unequal society.Mr. Koo, who got by on freelance gigs and government unemployment checks after he lost his steady job, said it is “almost impossible to live comfortably with a regular employee’s salary” in a city with runaway housing prices. Like many young people in South Korea and elsewhere, Mr. Koo sees a growing competition to grab a slice of a shrinking pie, just like the contestants in “Squid Game.”Those similarities have helped turn the nine-episode drama into an unlikely international sensation. “Squid Game” is now the top-ranked show in the United States on Netflix and is on its way to becoming one of the most-watched shows in the streaming service’s history. “There’s a very good chance it will be our biggest show ever,” Ted Sarandos, a co-chief executive at Netflix, said during a recent business conference.Culturally, the show has sparked an online embrace of its distinct visuals, especially the black masks decorated with simple squares and triangles worn by the anonymous guards, and a global curiosity for the Korean children’s games that underpin the deadly competitions. Recipes for dalgona, the sugary Korean treat at the center of one especially tense showdown, have gone viral.A shop in Seoul selling “Squid Game”-themed dalgona.Heo Ran/ReutersLike “The Hunger Games” books and movies, “Squid Game” holds its audience with its violent tone, cynical plot and — spoiler alert! — a willingness to kill off fan-favorite characters. But it has also tapped a sense familiar to people in the United States, Western Europe and other places, that prosperity in nominally rich countries has become increasingly difficult to achieve, as wealth disparities widen and home prices rise past affordable levels.“The stories and the problems of the characters are extremely personalized but also reflect the problems and realities of Korean society,” Hwang Dong-hyuk, the show’s creator, said in an email. He wrote the script in 2008 as a film, when many of these trends had become evident, but overhauled it to reflect new worries, including the impact of the coronavirus. (Minyoung Kim, the head of content for the Asia-Pacific region at Netflix, said the company was in talks with Mr. Hwang about producing a second season.)“Squid Game” is only the latest South Korean cultural export to win a global audience by tapping into the country’s deep feelings of inequality and ebbing opportunities. “Parasite,” the 2019 film that won best picture at the Oscars, paired a desperate family of grifters with the oblivious members of a rich Seoul household. “Burning,” a 2018 art-house hit, built tension by pitting a young deliveryman against a well-to-do rival for a woman’s attention.The masked guards in “Squid Game” mete out violence during the competitions.NetflixSouth Korea boomed in the postwar era, making it one of the richest countries in Asia and leading some economists to call its rise the “miracle on the Han River.” But wealth disparity has worsened as the economy has matured.“South Koreans used to have a collective community spirit,” says Yun Suk-jin, a drama critic and professor of modern literature at Chungnam National University. But the Asian financial crisis in the late 1990s undermined the nation’s positive growth story and “made everyone fight for themselves.”The country now ranks No. 11 using the Gini coefficient, one measure of income inequality, among the members of the Organization for Economic Cooperation and Development, the research group for the world’s richest nations. (The United States is ranked No. 6.)As South Korean families have tried to keep up, household debt has mounted, prompting some economists to warn that the debt could hold back the economy. Home prices have surged to the point where housing affordability has become a hot-button political topic. Prices in Seoul have soared by over 50 percent during the tenure of the country’s president, Moon Jae-in, and led to a political scandal.“Squid Game” lays bare the irony between the social pressure to succeed in South Korea and the difficulty of doing just that, said Shin Yeeun, who graduated from college in January 2020, just before the pandemic hit. Now 27, she said she had spent over a year looking for steady work.“It’s really difficult for people in their 20s to find a full-time job these days,” she said.South Korea has also suffered a sharp drop in births, generated partly by a sense among young people that raising children is too expensive.“In South Korea, all parents want to send their kids to the best schools,” Ms. Shin said. “To do that you have to live in the best neighborhoods.” That would require saving enough money to buy a house, a goal so unrealistic “that I’ve never even bothered calculating how long it will take me,” Ms. Shin said.Characters in the show receive invitations to participate in the Squid Game.Netflix“Squid Game” revolves around Seong Gi-hun, a gambling addict in his 40s who doesn’t have the means to buy his daughter a proper birthday present or pay for his aging mother’s medical expenses. One day he is offered a chance to participate in the Squid Game, a private event run for the entertainment of wealthy individuals. To claim the $38 million prize, contestants must pass through six rounds of traditional Korean children’s games. Failure means death.The 456 contestants speak directly to many of the country’s anxieties. One is a graduate from Seoul National University, the nation’s top university, who is wanted for mishandling his clients’ funds. Another is a North Korean defector who needs to take care of her brother and help her mother escape from the North. Another character is an immigrant laborer whose boss refuses to pay his wages.The characters have resonated with South Korean youth who don’t see a chance to advance in society. Known locally as the “dirt spoon” generation, many are obsessed with ways to get rich quickly, like with cryptocurrencies and the lottery. South Korea has one of the largest markets for virtual currency in the world.Like the prize money in the show, cryptocurrencies give “people the chance to change their lives in a second,” said Mr. Koo, the office worker. Mr. Koo, whose previous employer went out of business during the pandemic, said the difficulty of earning money is one reason South Koreans are so obsessed with making a quick buck.“I wonder how many people would participate if ‘Squid Game’ was held in real life,” he said.Seong Gi-hun, the show’s protagonist, entering an arena for one of the games.Netflix More