2022 Q&A Town Hall Questions

Though I wish I could take on every issue our union faces, I would not be able to represent my craft well taking them all on at once. As the property craft rep these are my top priorities for the new term. Now that doesnt mean new things will arise or just become more urgent to take on over time. My information is available through the callboard, on the Local 44 website, and in the future I will continue to share it at every craft and general membership meetings. With that said If anyone would like a very specific answer to any of these questions that I don’t address please feel free to reach out and we can dive into it. All thoughts, complaints and ideas brought to my attention by members are important to me and I will always explore every available resource to reach a resolution for that member. I would also like to take this time to remind everyone that I represent all property craft members and the decisions I make are based on what I believe benefits the majority. Sometimes I don't even like the result but it's important in this position that leadership puts their own opinions to the side and thinks critically about the craft’s membership as a whole. -Preparedness for the job. I want our members to always feel prepared and equipped with skills and knowledge that puts them in a strong position. When it comes to their jobs I want members to be confident in what they are doing. While working at the Universal prop house, I saw every film school in Los Angeles walk their students through the entire process of shopping, tagging, picking up and returning their props. Our members deserve the same education upon beginning their membership. This will only set them up for success when they are sent to the prop houses to do runs. -Preparedness for a strike. I believe we should always act as though in 3 years we are going on strike. Successful strikes take years of planning. It can't happen at the beginning or the end of the negotiation once every 3 years. Needs evolve and change over time. There should be yearly check ins with the membership to prioritize the new needs for the contract. We need seminars with financial advisors who can teach members what they would need to survive a strike financially. We need seminars to teach the history of our local so that members can understand where we are and where we were. It is the only way to set ourselves up for everything we can become. Ownership. Nothing bums me out more than a member feeling like there is nothing they can do to sweeten the deal. Contracts are the minimum. I want members to be empowered to know they can ask for more. The buyers have blown me away with the work they have done for themselves. They know their worth in this industry and they know they are invaluable to the property craft. One of the most impressive things I saw come from this group was how they all came together to talk about how they get more in their position. Sharing tips on how to communicate with their decorators, leads and producers to get what they deserve. Setting a standard that they would not take less than this, and any buyer coming after them would have the same demands. That is ownership in their union. Yes the BA negotiates the contracts but only the members can get themselves the best deal. “Todays miracles are tomorrows expectations”. We only hurt ourselves when undo the work of the craftsperson who came before us and set the standard. The more we bend and become flexible to the demands of an already demanding job, the more the employer will hold the crew to the new standard. “The last person did it with less why can't you”, “we have interviewed a couple of people and this person said they can do it with less”. That needs to end. Our members need to know and understand their worth. I want to help get them there. Representation. The property craft is the most diversely represented craft at the board. We have a range of industry experience, positions on the field, gender, values, ideals and ethnicity. I am so proud of where our craft is. I believe having this kind of diversity gives our craft real power and a larger understanding of what our members want. I believe the board members of the property craft give our members options on how to handle situations and a variety of perspectives. With the help of the property steering committee I hope to continue learning of our crafts struggles and using this diversity to find new ways to get Property members what they deserve. Engagement. This is something I take very seriously. It was a priority to me during my last term, and will continue to be a priority in the next term if elected. I think it's really easy to be satisfied with the way things are when the paychecks come through and the work is consistent. I Want even the most satisfied content members to show up. I want members to understand this is their union. I can't tell them what they want to see, they can only tell me. If we start hosting events that members really want to go to, they will become engaged. So let's figure that out! Whether it be educational seminars, trips to the museum, sporting events, rallies, craft markets, softball leagues, etc we need to find out what our members want to do and see from their union. Ours are the largest crafts with the biggest quorum number. How will you motivate and inspire members to show up to our meetings? I think it first starts with our members understanding what a quorum is. I would like that to be a part of the education we provide to our members. I would also like to personally work with members on their ideas and the paths to get things accomplished without a quorum. This kind of goes back to my point of ownership. I have brought many ideas to the board (before and and after being elected to be on the board) that have been shut down, not understood, or just not possible because of points I wasn't privy to. But that doesn't mean there isn't a different approach or presentation that made it more palatable. I want to really help members before the meeting to flush out ideas so that when it's presented it is in a way that already has a foundation that is ready for action with or without a quorum. Would you be willing to support Set Decorators in working as buyers or prop assistants, like Prop Masters are allowed to do? This question was addressed during the last term at length and I don't believe it was handled with transparency or consideration for both crafts. I support decorators buying under their classification. There is nothing stopping them from doing so while being paid as a decorator. I do not believe in any craft working out of classification to be honest. The property craft reps sat in on 3 separate meetings held by Tobey last term. One with the decorators, one with set dec buyers and one just the property board reps. After sitting through 3 VERY different meetings the property board reps stood firm and in agreement that this is something we simply could not stand behind. Giving up property work was not and still is not in the best interest of property craft members. Unless of course, that door swings both ways and property people could work as decorators if that was a path that they wanted to take. In the end we were told that would not be the case. I want every decorator in Hollywood to be employed but as the property craft representative I am elected to protect and represent Property not Decorators. So if this is going to continue to be a conversation, it needs to be brought to the entire property craft and executive board for discussion, not just the property buyers and decorators. If the buyers, who don't even have their own oc-code, can organize and make successful deals and continue to make themselves irreplaceable, the decorators can do the same to get second decorators and employ each other as buyers while still being paid and classified as decorators. Certain smaller crafts like upholsterers and drapers are unfortunately viewed as “dying crafts,” what would you do to advocate for their interests and bring more visibility to those trades? Education, accessibility and mentorships. Finding more trade schools and classes that focus on these crafts and making them available to our members. One of the men I worked with at Universal saw this need in our union, found upholstery classes that fit his schedule to added another skill to his repertoire. Again.. Ownership. He even took it one step further to share this info to add it to the extensive list of classes we already have. Another thing I am still learning about and need to figure out is how we can set up successful mentorship programs. There are a lot of conversations to be had with each branch of the property craft to really understand how we accomplish this. I realize it's essential to foster and repopulate a new generation of these smaller crafts. Now that we have a property steering committee, I am confident we will be able to figure this out. Thank you for your time and again if there are any other questions that members would like me to answer please reach out!

If elected, what will you do to increase transparency at our local? If elected I will continue to be accountable for my actions as delegate in providing the membership with an accurate report of the activities at the conventions I attend, as well as continue to answer questions, disseminate information, and resolve conflicts as a member of Tobey Bays’ Business Agent’s department. What is your position on the possibility of unionizing our hall office work staff? I’m all for it, I don’t see any downside. In many ways, as a union, we can be split on important and polarizing issues. How might you work to heal any rift that may have become obvious through recent events: like the near 50/50 contract ratification vote or this very election? How will you help to unite all of Local 44? By continuing to answer all questions regarding fractious matters with honesty and candor, providing the perspective of my knowledge of the Collective Bargaining process and rules, our many contracts, and my experience as both a journeyman and a department head in the field. How did you vote, and how can members inform leadership in clear and unmistakable ways, what it is that they want in future contracts? I voted for the contract ratification. Members can inform leadership in clear and unmistakable ways by: Answering the surveys that are sent out by leadership. By contacting the Business Agent’s department directly with clear and concise proposals detailing specifically how they want the contract to be changed. Something like this for instance: We, the Union members clearly state that, we are willing to strike over any of the following proposals: We don’t get a 5% wage increase each year, We lose any health or retirement benefits, and If we don’t get a 12 on /12 off turn around provision. Where do you stand on mandatory vaccination for union work, and why? I support the Return To Work Agreement, because it enabled members to be re-employed before a lot of other business, and it enables the vast majority of our members to work if they are not vaccinated. If a member makes a mistake regarding some portion of union policy, how will you help them understand their error and what assistance can you provide to help them correct their actions? As I have for the past five years, by first notifying the member that they have perhaps unwittingly made a mistake and the giving them the opportunity to correct the error and whatever assistance they need before taking further action. If a member violates an Emlployer’s policy and are called before Human Resources or Labor Relations, I will assist them in preparing for their interview, stand by their side, and advocate for due process, just cause and progressive discipline. Can you speak to the balance between the interests of our craft members and the interests of IA Union leadership? Customarily our Craft members get to negotiate the specific needs of their professions in Local Negotiations with the support of the International Leadership. That didn’t happen in the last Basic Agreement negotiations because of the pressures we were under due to the COVID-19 shutdown. But I will advocate for that opportunity to return in the next negotiation cycle. Because it is so vital to address the specific needs of our 6 different Crafts, which are so different from one another and the rest of the West Coast Studio Locals. How do you see the current contract in terms of basic wages vs the cost of living? What steps do you think the leadership should take to strengthen member abilities at the crew level in preparation toward the next contract negotiation? What wasn’t done that could have been done last time? That’s a very complex question. When we started preparing for the 2021 Basic Agreement Negotiations in November of 2020, members were still taking draws from their IAP accounts to weather the Covid Shutdown. When we sent out the Basic Negotiations Survey to the membership in January of 2021 85% of the member respondents said that the only thing they would be willing to strike over would be a reduction in wages or benefits. When we started negotiations the Consumer Price Index for the previous 12 months was at 2.6%, so we went in asking for 5% and as everyone knows we got 3% each year or 9% over the term of the contract. But now inflation is at 7% and with 20/20 hindsight the agreed upon wage increases seem inadequate. But if you factor in the that Medical Costs increased over 300% in the last 10 years, which amortizes to 30% per year, the actual raises that everyone got were 33% per year. Add on top of that the 17% average increase in budget based streaming projects over the contract, I feel we did okay in terms of the basic wages vs. the cost of living, however, I do believe in the next negotiations we will need to ask for more. The steps that leadership should take to strengthen crew level preparation toward the next contract are: Instill in every member the necessity of squirreling away 6 Months’ worth of living expenses in savings prior to 7/31/2024 so they are prepared to weather a strike. Survey and reach out in other ways to the membership to find the three things they would be willing to go without work for up to six months to achieve. Encourage the membership to strategically use the existing safeguards in the contract such as Rides and Rooms to push back collectively against workdays past 12 hours. If the entire shooting crew demands a ride or a room when going past 12 hours it will hit the Producers in their most vulnerable place – the budget! What we didn’t have last time was member engagement at the beginning of negotiations and the Producers knew it, that’s why they tried to break us by refusing to meet our reasonable demands. If we can have the same member engagement at the beginning of the next negotiations as we did when the Producers were threatening to reduce our wages and benefits; If we have a majority of the membership with 6 months’ expenses in a savings account at the beginning of negotiations; If leadership has a clear understanding of what the issues are that the membership is willing to strike for, such as: Wage increases that compete with inflation; Continued Health Care funding with no additional cost or reduction in services; A pension that increases at a 5- or 10-year benchmark to accommodate inflation; 12-hour turnaround for EVERY crew member; Then things will go differently next time! What does the local need to identify and foster craft members for active roles at the hall? How did you become a member of your craft? A mentorship program has been promised for the last six years by the Secretary-Treasurer’s office. Let’s let the Business Agent’s Department take that over, so it can actually be implemented. I started working as a Propmaker in non-union set shops for $5.00 per hour with no overtime in 1982. By 1984 I was the Construction Coordinator on my first project and in 1990 a show I was Coordinating was organized by the IATSE, and I’ve built shows Union until becoming an Assistant Business Agent in 2016. How will you educate members' on how the International works and what happens at the conventions so members may become more engaged? By reaching out to the Coordinator Craft prior to the conventions with a survey, set visits and phone calls asking what their salient issues are. Would you be willing to break with the delegation from Local 44 if you felt that your craft was not on board with the vote? Yes, I always have been willing to break with the delegation if necessary. How are you fostering relationships across locals to advocate for Local 44 rights? As a Construction Coordinator who worked in the business for 30 years, my entire career was dedicated to fostering relationships with the other locals and how they interacted with the set and construction. As an ABA and member of the Basic Agreement negotiating committee I am in constant communication with the representatives from other locals. How would you communicate the proceedings of the conventions back to membership to keep them properly informed? A Delegates responsibility is to report from the Conventions to the Executive Board at their meetings, which then could be published in the Newsreel, through the BA Update and though the Local 44 social media outlets. What resources would you exercise to improve 44’s impact & presence at conventions? Communication and organization of the delegation, crafting of meaningful resolutions, which are the method for bringing convention issues to the floor, and one-on-one lobbying of the other Craft’s delegates.

If elected, what will you do to increase transparency at our local? ACCESSIBILITY Digitize and post meeting minutes Digitize and post budgets announce Executive Board meetings across platforms and inform members about how they can attend no cap on Executive Board meeting attendance Provide reps with a L44 email address and phone number - not phone, just a number - and post them to the website Hold regular office hours for elected officials >>> We do have to be somewhat cautious. Many officer positions are volunteer positions with a small stipend, and some salaried positions are incredibly demanding. Strike a balance between accessibility, job duties, and life. more frequent / greater variety of events steering committees for every craft OPT-IN member directory overhaul website put publicly available information and some fundamentals in front of the password wall Constitution & By-Laws jurisdictional distinctions EDUCATION quarterly seminars on different contracts quarterly seminars on the Constitution & By-Laws distribute educational graphics that give members an easy-to-digest overview on critical information such as: contracts worker rights procedure once you call the local with an actionable complaint how flipping a show works ACCOUNTABILITY Hold more roll call votes in Executive Board meetings usually do voice vote roll call means ask every person by name how they’re voting Make voting records available via Newsreel, minutes, website or all three significantly restrict the use of executive session What is your position on the possibility of unionizing our hall office work staff? I’m all for it. The labor movement needs more people 44 has no HR they can turn to for support They need to be paid a living wage Per the MIT Living Wage Calculator, the yearly living wage for a single adult with no children in Los Angeles County is currently $40,428. For a single adult with one child, it jumps to $88,212. In 2019, the last year before the pandemic, our Office Clerks were making between $32,000 and $40,500. I don’t know whether they have other compensation such as healthcare or a pension, but I think it’s reasonable to expect that employees of a labor union be making more than the bare minimum. In many ways, as a union, we can be split on important and polarizing issues. How might you work to heal any rift that may have become obvious through recent events: like the near 50/50 contract ratification vote or this very election? How will you help to unite all of Local 44? By focusing on our common interests. being able to work safely and with relatively reasonable hours, and having the time, resources and energy to pursue the rest of the things that make life worth living Finding common ground takes understanding and empathy. we need to get to know each other better across crafts, have more opportunities to talk to each other and learn about each others’ issues, and come to a greater collective understanding of the channels by which we can achieve our goals Nobody is going to like every decision, but if we make members feel heard and understood, we can avoid total cynicism and keep more people involved working to move the local forward How did you vote, and how can members inform leadership in clear and unmistakable ways, what it is they want in future contracts? After a long internal debate, I voted no. I believed the contract did not do enough to curb abusive hours, and I feel that is one of the biggest and most pressing dangers we face. Data and Communication steering committees for all crafts surveys / data gathering for all crafts surveys to address issues members perceive to be most pressing data to have quantifiable information on the actual impact of said issues standing all-craft negotiating committee that meets quarterly or bi-annually to hear each other’s concerns and work on proposals to address them Where do you stand on mandatory vaccination for union work, and why? Filmmaking is by definition collaborative. So is governance. Every decision has to be weighed for the good it will do versus the harm it will cause. Vaccine mandates have been only selectively implemented by a few companies. People who choose not to be vaccinated still have many options to continue working on union shows, especially those who are not Zone A. As long as there are reasonable accommodations or the minority, such as working on other union projects or taking on a different role than your usual one to adhere to a workplace policy, I’m not opposed to them in situations where the decision is backed by scientific data and the majority of the crew is unopposed, which is generally the case in today’s extraordinary circumstances. Remember, the current global COVID death toll stands at almost 6 million people (per Johns Hopkins’ COVID-19 Dashboard). If a member makes a mistake regarding some portion of union policy, how will you help them understand their error and what assistance can you provide to help them correct their actions? I would gently point out the error and provide any documentation I can to support my conclusion to them. If the error resulted in some consequences with their employer, I would put them in touch with our Business Agent’s office to sort it out. If it resulted in friction on set within or between departments, I would try to assess the member’s overarching goal in the exchange and offer ideas for how to achieve that goal with less conflict and all the facts. Can you speak to the balance between the interests of our craft members and the interests of IA union leadership? I think our interests are pretty well-aligned, in general. It’s the methods we think should be used in pursuit of those interests, and what we consider “enough” that differed between members who voted no and the IA in this last negotiation cycle. As Vice President I wouldn’t be able to have a direct impact on IA priorities, but I’m committed to learning as much as I can about the IA’s overarching goals and how they relate to our members’ core issues. How do you see the current contract in terms of basic wages vs the cost of living? What steps do you think the leadership should take to strengthen member abilities at the crew level in preparation toward the next contract negotiation? What wasn’t done that could have been done? What wasn’t done that could have been done last time? I believe things like home ownership in the wider Los Angeles metro area should be an achievable dream for our members. To reach any broad goal, a multi-pronged approach is most effective. We can use the skyrocketing inflation and insanity in the housing market occurring right now as a tool in the next negotiation. The IATSE PAC should be contributing to legislation that better regulates the healthcare market and costs. If the cost of our insurance goes down or is more subsidized, we’ll spend less time fighting over healthcare at the bargaining table and more time fighting for quality of life and wage gains. It’s also incredibly important to gather quantifiable data and maintain open and active communication around these issues with the membership. Here are some ways I think we can do that: steering committees for all crafts surveys to address issues members perceive to be most pressing data to have quantifiable information on the actual impact of said issues standing all-craft negotiating committee that meets quarterly or bi-annually to hear each other’s concerns and work on proposals to address them I’d like to add that I’ve never been part of the negotiation process, and I am eager to learn more about how it works and find avenues by which more L44 members can participate at various stages. What does the local need to identify and foster craft members for active roles at the hall? How did you become a member of your craft? I think all questions about member engagement go back to the foundational issues of communication and education. People need to understand how our union and contracts work to determine what facet of either is the most relevant to their issues. They need to know where to direct their energy. They need to be given the tools to participate. There should be opportunities to contribute that play to people’s different strengths and the amount of time they can dedicate to the cause. I first got into 44 as a Leadperson on an extremely low-budget feature that flipped. I had no Set Dressers apart from a couple of extra heavy days when union brothers like Mateo were kind enough to work for appallingly-low rates to support me. I spent several years mostly Set Dressing and Buying, and then opportunities to Set Decorate started to come up. I ended up getting my Decorator days, but delayed changing classifications for almost the full year because I was so scared of being restricted to only Decorating. I finally made the switch when I had two TV shows lined up to Decorate, since I didn’t think I’d have a better landing than that any time soon. How does your experience on set translate to success in office? All I do is communicate and execute! Aesthetically - I use research and intuition to interpret the ideas of Directors, Showrunners and Production Designers and help them arrive at a look that satisfies their vision and mine. Logistically - I coordinate with our Set Dec team, Production, vendors, and shipping agencies to get what we want to where it needs to be, on time and in good condition. We all engage in creative problem solving, and as a Department Head, I have to be able to communicate my needs to the Set Dec team, and in turn listen to their needs and do everything I can to make their work go as smoothly as possible. I’m proud to have been recommended for jobs by Leadpeople. To me, that means they have faith in my abilities both as a creative and as a leader, and wouldn’t hesitate to work with me. I truly value that confidence and work to maintain it with familiar faces and earn it with new ones. I think those skill sets translate really well to representative government. How would you mentor or otherwise foster increased involvement in the Executive Board for members who wish to someday serve the membership? Digitize and post meeting minutes Announce each meeting at least a week ahead of time, post the agenda, and tell people how to attend give officers a L44 email address and phone number, not phone, and post on 44 website behind password wall Hold periodic “Office Hours” for members of the board Add some fun - merch raffles / giveaways occasionally, thank observers on social media if they agree to be photographed / named review procedure around requests to be heard The Local 44 Constitution and By-Laws list the duties of both the Vice President and President to be “...must comply with and strictlyl enforce the Constitution and By-Laws, as well as require all officials perform their authorized duties.” What powers of oversight would you exercise in the event an officer fails to perform their duties? What other offices - which may include the entire Executive Board - would play key roles in correcting any such perceived failures? On a personal level, I’d start with conversations with the officer in question - to make sure they know the provisions they’re violating and find out what their reasoning might be, if any. If their goals or an issue they feel passionately about is somehow in conflict with their duties, I’d try to work with them to figure out how they could work toward those goals without violating their oath of office. The one caveat being that those goals are for the good of the membership or the local. If that kind of engagement doesn’t work, I think this is when the Board should begin to take formal action per the constitution and by-laws. Currently, the only formal penalties for Officers listed in the CBLs are suspension and impeachment. I think it would be valuable to codify a variety of less severe penalties - such as sending the officer written warnings and recommended steps to rectify the situation, requiring them to attend a meeting or seminar, perhaps with 44 counsel or an arbitrator, reviewing their duties and asking them to sign a memorandum of understanding regarding those duties. If those are ignored, the Board could consider actions like suspension from the office. I think impeachment should be the very last resort, and I think it would be good to reexamine the process of impeachment and modify it based on what we’ve learned from recent experiences. For example, I don’t think the Executive Board should be the sole jurors in an officer’s impeachment trial. It also doesn’t seem fair that although the charges must be presented by another member, L44 has legal counsel paid for by the members available to them, while the accused can only be represented by another member. What are some of the changes you think would benefit our local the most, and what type of efforts do you think will actively help us achieve them? At the risk of sounding like a broken record, the main priorities of my campaign are what I believe to be the fundamental issues and tools that are currently being neglected. MODERNIZATION There are so many communication tools at our disposal that could improve everything from day-to-day operations at the hall to mobilizing members during existential struggles like the Strike Authorization Vote. We need to explore and implement the ones that make the most sense functionally and financially for us. TRANSPARENCY We need to build more trust between members and the local, and transparency is a critical step in that process. It’s also a huge part of educating our members on how the local works. The more people know about what’s going on and how we arrived at this point, the better able they’ll be to have their voices heard and feel that policy changes are responsive and well-intentioned, rather than implemented by a nebulous group of people whose roles they don’t totally understand EDUCATION We can do more to support 44 members through skills training and continuing professional education. Lynda dot com is a great resource, but I think we can do more to curate and cultivate educational opportunities in different formats and on varying platforms and schedules. I think education is also key to promoting member involvement. Information about our contracts and how the local works could be made much more public and easy to understand with periodic and modest investments in graphics and updates as necessary. I believe this kind of communication and education will also free up some valuable Business Rep time to focus on member issues that can’t be answered by easy to access FAQs and infographics. ENGAGEMENT We need to make it easier for members to participate. I’d like to see us experimenting with different ways to increase engagement, and using concrete data to decide which methods are worth continuing to pursue. There is also a world of technology in this arena that we can research and leverage. I know not everyone is going to care or want to be involved, but members who do shouldn’t feel shut out. Those who are active and informed are also a great conduit by which to keep the general membership more informed. We can use a combination of technology and good old fashioned grassroots organizing to make sure our members feel educated and valued. How committed are you to fight alongside the other local leaderships to create a new additional revenue mechanism for streaming content on par with WGA, DGA and SAG, to future proof the health and pension plans, so we no longer arrive handicapped at the negotiating table with a deficit to fill every time, and so that our plans can not only survive, but thrive? I’m completely committed to getting as much as we can to fund the plans in every negotiation. We deserve to be as secure in our healthcare and pensions as anyone else in the industry. We should be careful about these comparisons - for instance, SAG might have a different residual contribution structure than us, but they are facing a lawsuit from members over raising the income requirements for eligibility, and kicking thousands of members - mostly retirees - off the plan. This was done because the plan was in dire financial straits. Do you think IATSE members deserve a better, more sustainable pension plan that is able to keep up with inflation? Of course! I think our members deserve security and comfort in their retirement, especially from an industry that is so hard on our bodies and takes so much of our time. That being said, this is part of what I feel needs to be better addressed via education and outreach. I’m a smart, engaged member, and aside from having one-on-one conversations with Business Reps, I don’t think there’s a very good avenue for me or any of us to learn more about it at present. If you have so far not been supportive of a primary market new media revenue as a new additional funding stream, why? As a member and leader within our union, are you willing to put that disagreement aside and support this if it gets traction with other locals and the IA? How could anyone not be supportive of that? It’s an amazing idea. I want our plans to be as robust as possible. I’m not aware of it not having traction within other locals and the IA, but it probably doesn’t have traction within the AMPTP and AICP - which is the bigger hurdle. I’m willing to support whatever the majority of our membership wants, with the caveat that I want everyone, myself included, to be as educated as possible about what that means.

How might you work to heal any rift that may have become obvious through recent events: like the contract ratification vote or this very election? How will you help to unite all of Local 44? We need more ways people can come together over shared goals. That means more open communication and dialog, more ways for people to get involved, increased seating at eBoard meetings for member observers, increased seating in committees, more live events where we can find common ground outside the context of work. If elected, what will you do to increase transparency at our local? Increase the methods in which we can reach membership both low-tech and high-tech. See about including audio recordings with our eBoard minutes so there’s a voting record. See about including agendas in the emails about townhall meetings. Create a knowledge base Implement a support ticket system for members, so they can see if their messages have been received and by whom. What is your position on the possibility of unionizing our hall office work staff? Yes, it seems odd that we’re a union where the work staff don't have representation. I’m for the possibility. If the membership votes to split the role of Secretary-Treasurer into two different offices, Secretary and Treasurer, which office would you choose to pursue? Why? I’m an advocate of splitting the roles. My unique combination of skills and experience allows me to run for this combined office, but the dual-role makes it incredibly difficult for future candidates to confidently challenge incumbents. One thing I would like to do is address how we can reorganize this position before the end of the cycle, to encourage more members to run for office in subsequent elections. As it stands I need to focus on the position as it currently is, and as it is, I’m uniquely qualified to run. Members need access to the hall. If you are elected, will you reopen the Business Office Yes, as soon as we're able to open we should. How does or will your experience on set translate to success in office? I entered the film industry after two successful careers in both video game development and brick and mortar business, but on set, my experience involves managing millions of dollars of people and infrastructure. It involves finding and vetting vendors, communicating with inter-departmental stakeholders, producers, and partners, and most importantly creating effective solutions to time-sensitive high-pressure challenges. All of these experiences are vital to the role. What are some of the changes you think would benefit our local the most, and what type of efforts do you think will actively help us achieve them? Better surveying software that works across all mobile device platforms Redesign of the Newsreel to include infographics Active forums for members to address committees Calendar of events that include both in-person and Zoom sessions Education material about our constitution and contracts An internal WIKI for local44 history How committed are you to fight alongside the other local leaderships to create a new additional revenue mechanism for streaming content on par with WGA, DGA and SAG, to future proof the health and pension plans, so we no longer arrive handicapped at the negotiating table with a deficit to fill every time, and so that our plans can not only survive, but thrive? Producers are gaming the system by using agreements which were created with broadcast, syndication, and theatrical ecosystems in mind. These old models are completely fluid now. You have Tick Tick Boom, a film from Netflix, nominated for an Oscar. The Crown, a Netflix series, won several Emmys. Both premiered via streaming. Is this how our contracts were intended to function? We need to fight to keep up with industry trends today and look five years ahead in our next contract. That means working with IA leaders and our peers in WGA, DGA, and SAG. Do you think IATSE members deserve a better, more sustainable pension plan that is able to keep up with inflation? Both of my grandfathers were inventors and the success of their creations put them in a position of responsibility for thousands of families. One was even instrumental in the formation of New Jersey Manufacturers Insurance, so that his employees had affordable, sustainable, quality insurance. Hard working people deserve people who work hard for them. Stability, confidence for their future and the futures of their families. My entire life I saw these values in action and I’ve kept those values close to my heart. As secretary treasurer one of my greatest responsibilities is to the members who are retiring after a life of service and to members who haven’t been born yet. Knowing our union will be here, and strong, for generations to come, should be the foundation of our pension strategy. I’ll constantly be monitoring financial and political trends and asking our advisors to investigate the long-term impact they’ll have on our pension’s health. Not once a year, not once a quarter, but an on-going dialog. You can’t be on auto-pilot, a secretary treasurer needs to foster a stable investment strategy that, at minimum, performs in parity with market forces. Would you be willing to work with the BA's office to conduct a survey of Local 44 Membership to find out how many members want to end the current medical mandate requirements in the RTW agreement? Are you willing to advocate to end medical mandates in our RTW agreement? I want all members to have their voices heard. I work alongside you on set and I understand the frustration people are feeling. As far as masks and other PPE, we already need to use a lot of PPE in our jobs, pandemic or not, and many areas are lifting their mask mandates so that point will be moot soon. For vaccines, that’s much more complicated. I’m fully vaccinated and boosted, others may not be able or willing to make the same decision I’ve made, but there needs to be a reasonable middleground found, so I’d be willing to help work with health officials, members, IATSE leadership, insurers, and producers to find out if there’s any compromise to be found between those stakeholders. What I won’t do is use my own bias to unilaterally advocate toward the outcome I personally want to see. That’s not leadership. How do you see the current contract in terms of basic wages vs the cost of living in Southern California? According to MIT a living wage in our area is just below twenty dollars per hour for a single person. Obviously, the contract exceeds that, but the devil is in the details. How many of us have worked a full forty hours a week for fifty weeks last year? How about the past five years? I know I’m constantly having conversations with members who are struggling to make their healthcare hours. If we’re only working half of the year our base pay falls short. That same study says that two adults and one child, to make the bare minimum of a living wage, should be making $40/hr when employed full time all year. Now you start to see how far our contract falls short for addressing the needs of our members. Pay scale is only one concern though. We need to fight to increase base pay while also applying pressure to California’s government to incentivise more production. The film industry is a major part of California’s identity and we need to do more to keep production here and growing so that our members can prosper. Do you think that having outside business or family relationships with the Local 44 accountant might be a conflict of interest for a Secretary-Treasurer? I think any long-term vendor relationship should have conflict of interest considerations baked into the bidding process and none more so than anything that involves financial dealings and oversight. Who watches the watchmen? It’s all about trust. I want members to feel confident that I’m watching our financial vendors impartially. Anything that allows for the possible perception of self-dealing breaks that trust. If elected, will you commit to parting ways between Local 44 and attorney Jeff Boxer? I’m not privy to the details of Jeff’s retention agreement, but we need to foster an environment of trust and we need contractual language for vendor agreements that give us the tools to make changes quickly when behavioral or professional standards are breached. How do we get back what we've lost in this and previous contract cycles? We voted to strike for better than what was on the table at that point, (the same better we've been asking for for over ten years) and were "railroaded" somehow. We need to organize and prepare our membership better, so when we are called to action we are ready. How many people are currently part of your Business Agent Dept./Secretary Treasurer dept. Team? I’m not running as part of a slate. How difficult/easy is it to increase and decrease your team's staffing levels to help accomplish your goals (like we do on productions)? Even though I’m not running with a slate, I’d like to add that part of my mission to create transparency involves publishing performance metrics, so that future candidates, who are in forums like this, will be able to directly address those metrics about staffing. What are a few reasons why the Secretary-Treasurer would conduct set visits? It would need to be exceptional and directly involve the duties of the office. A sec-t should be listening to members, stakeholders, and committees... all of the people who are on set already and not causing any disruptions to that chain of information. Trust, listen, then take action. What duties of the Secretary-Treasurer’s office should/are out-sourced? Why? Who would/does conduct those duties instead? Any duties that would require a professional license or certification, like a CPA.