Issue link: https://digital.copcomm.com/i/87061
A Letter from the Co-Secretary-Treasurers AMY AQUINO & MATT KIMBROUGH "The reality is that the union's ability to take virtually any action is inextricably tied to its funding." Dear Member, "Action news!" "Lights! Camera! Action!" "Job action called!" As treasurers, we monitor SAG-AFTRA's finances, something many members see as anything but exciting. There are even those who consider paying dues as little more than punishment. But the reality is that the union's ability I f there's one word that conjures what is most exciting about our business and our union, it's probably action. a paycheck — you pick up the phone and call SAG-AFTRA. But before the union can go aſter a claim, we need to have paid for: 1. a phone system to take your call; 2. a telephone, desk and chair; 3. an office to house them; 4. a computer system sophisticated enough to hold all the necessary information about the job; and — most importantly — 5. a professional trained to take your call and solve your problem. Enforcing our contracts also requires these that require funding. In fact, nearly 75 percent of SAG-AFTRA's revenue is spent on the staffers that keep the union running and the real estate that houses them. Why? Let's say you're shorted on 10 SAG-AFTRA | Fall 2012 | SAGAFTRA.org to take virtually any action is inextricably tied to its funding. To successfully negotiate our contracts, we need to pay top-level staff; do extensive research; travel, house and feed the negotiating team; educate the members; and then distribute and tabulate ratification ballots. If no agreement is reached, having enough money set aside to keep SAG-AFTRA functioning through a work stoppage can mean the difference between success and failure. But it's not only dramatic actions like expenses like staff to monitor working conditions in the field, audits of contracts and payroll, and processing residuals. This last is a major expense, as SAG-AFTRA anticipates receiving, recording and then mailing out nearly 3 million residuals checks this year alone. And with the explosion of new media production, that number will be growing fast. We employ legal staff that can go toe-to- toe with studio and network lawyers so we can pursue your claims. To communicate with members and with the public, we need an extensive Web presence as well as snail-mailings and magazines like this one. And while no SAG-AFTRA officer is paid for service, it costs money to hold meetings; to cover travel, housing and food; to distribute materials; and, of course, to bring in staff to make sure the necessary work gets done. The list goes on members everywhere demanded real and immediate action to expand work opportunities, both by fighting the spread of non-union work in traditional markets and organizing more broadly in broadcast stations and in areas like cable and the Internet. Creating jobs in this way is extremely labor and capital-intensive, requiring crack staff, extensive research, and outreach to the work force. But expensive as it is, there's no action more important, for this or any other union. SAG-AFTRA is just five months old, but and on. In addition, during the merger process, as it continues to evolve and take shape, our goal is clear and simple: to be labor alchemists, and turn as many dues dollars as possible into the action that you deserve and need. Amy Aquino Matt Kimbrough