BmoreArt

The trickiest part was getting former BMA director Chris Bedford to recognize our election. In 2022, leadership spent time determining whether the City could oversee a secret election ballot and address questions or disputes that may arise during bargaining. Meanwhile, media outlets zoomed in on our attempts to unionize in which we vocalized our opinions on workers’ rights to the world.

For instance, I received a phone call from The Art Newspaper asking for a quote on our unionizing, which I eagerly granted. Our late Museum colleague Dereck Mangus also published an article in Hyperallergic in 2022 explaining our need for equitable pay, health and safety, having a voice in the workplace, and designing a path for career advancement. Bedford agreed to the arbitration and election within two months. I can only think our collaboration with the media expedited the process. We had caught the public’s eye and used it to our gain. 

Mangus’ prior experience from his stint in security at the unionized Harvard Art Museums made him invaluable. He gathered BMA support and channeled momentum. At one point, former union organizer Alex Lei recalled seeing Mangus’ eyes well up with tears as he regaled the solidarity at Harvard, how transformative that union was. “You lived better,” he said. He knew he needed to be the rock upon which the union stood and temper our uncertainties.

One of the earlier concerns when establishing the union was ensuring wall-to-wall coverage. The collective mindset being we were stronger together. Among unions, security commonly bargains separately, but we fought doggedly for a wall-to-wall union in which all union members would exist within the same bargaining unit. We held firm to our position and got what we wanted, a colossal win.

Chalking up our victory to fortune and good luck is inaccurate and a gross misunderstanding of the process involved. Rather it demands collaboration, strategic demonstrations, and teamwork at the highest level.

But why has the BMA’s process been smoother than the Walters Art Museum? Both institutions announced their intent to unionize in 2021 in cooperation with the American Federation of State, County, and Municipal Employees  (AFSCME). Despite undergoing the same procedures to initiate an election agreement, Walters organizers stood locked within a two-year impasse; more successful pathways the BMA and other institutions had set in motion were repeatedly denied.

In 2022, AFSCME filed a Maryland Public Information Act (MPIA) lawsuit targeting the Walters’ restriction of operational information to the public. When Walters employees proposed to enter into a voluntary recognition agreement that included an election framework, it helped secure an election and now negotiations are moving forward. Last April, WAM Director Julia Marciari-Alexander announced that she would be leaving the museum to accept a position as CEO and President of the Samuel H. Kress Foundation in New York, so ongoing negotiations are continuing with interim leadership.

Historically, managers resist unions because it costs companies more money to pay staff. In addition, unions provide workers with more protection than at-will employees not in a union who can be terminated without just cause. Unions also offer incentives for career growth and allow members opportunities to air grievances and propose motions to elected shop stewards. 

Not only will the BMA’s union boost wages for both hourly and salaried positions, but it has improved the ways in which seniority is addressed. Each position comes with a class and a tier. For seasoned employees with 10+ years, the union recognizes this continued service. Someone working in the same position for 7 years justly gets paid less than those with seniority over them. In addition, salaried BMA staff can receive overtime pay for the first time ever. Hourly paid staff will now need to work less hours to reach overtime, which has been dialed down from 40 hours to 35 hours a week. 

If museums serve as a public trust, shouldn’t they necessarily prioritize staff who keep the lights on? Unions espouse the same values mission statements assert, embracing inclusivity, accessibility, and institutional change. While museums serve the public good, their core values must also apply to their staff. Better job security promotes longevity, mitigating staff turnover and high resignation rates. And as rents rise, increased wages provide stability.

The Museum has responded consequently. Dr. Asma Naeem, director of the BMA and Christine Dietze, who serves as its COO have listened to the workers. Regardless of Naeem’s and Dietze’s personal opinions on unionization, they made good on their promise to us. It underscores their flexibility to realize unions can work at museums. Critically, this approach differs from the Walters because we never needed legislature to access our demands. Because of this mutual understanding between management and staff, it has facilitated a pudding-smooth transition. 

Inside the museum, you can sense a palpable sigh of relief now that the long wait is over. Our hard work has come to fruition; countless meetings with union representatives and BMA management; posing for pictures with union signs and stickers;  awaiting the next move. It takes patience. Our newly minted union can now serve as a guideline for other institutions to follow and adhere. Organizations uncertain of unions can see our success with clarity and a new perspective. To museums still in limbo with their contract, stay the course. It will all be worth it soon. 

Today, we celebrate a monumental win three years in the making. Unfortunately, Mangus didn’t live long enough to see the BMA’s union fully realized. I know he would be incredibly proud and excited for our future. Because of his unwavering support, we have a seat at the table. I hope our union can impact others, like myself, in the museum who want to advance their career. Time will tell if this becomes a reality at the BMA and afar.