We don’t have one, and that’s the problem. Right now, our union runs on reaction, not vision. We’re managing the present, not preparing for the future. There’s no long-term plan, no mission-driven agenda, and no clear path forward for how we protect our members when the industry contracts, how we grow when opportunities arise, or how we adapt as the craft evolves. That lack of direction leaves members vulnerable, especially when jobs slow down, inflation eats away at wages, and the economy continues to shift under our feet. I’ve talked about transferable skills, financial sovereignty, and building real member support systems, but none of that works without a plan. We need a clear roadmap that connects our values to action; where we’re going, how we’ll get there, and how we’ll measure success. A plan that isn’t built by politicians behind closed doors, but by working members who know what’s at stake. Without a North Star, we drift. With one, we lead. It’s time to stop waiting for the future to happen, and start building it ourselves.

There’s a real divide in our union, and it’s not about respect, it’s about reality. Older members came up in a different economy, with different job security, costs of living, and pathways into the middle class. Younger members are working longer hours, spending more to survive, and facing an industry with fewer guarantees and more instability. Both groups care deeply about this union, but we are living in completely different versions of America. If we don’t acknowledge that, we risk tearing apart the very solidarity we depend on. It’s time to stop pretending these differences don’t exist, and start building real bridges. That means mentorship without gatekeeping, training without ego, and policies that reflect both the legacy we’ve built and the future we have to survive. We can’t move forward if we’re split in half. We need to bring generations together, not let them drift further apart.

Too many members are barely staying afloat, and our current support systems aren’t built to catch them. Rent, mortgages, car payments, medical bills, these don’t stop just because the work does. When the industry contracts, many of our members are left scrambling to survive with little more than hope and a hotline number. That’s not good enough. Our financial assistance programs are limited, underfunded, and often inaccessible when people need them most. We need to build stronger, faster, and more dignified systems of support that reflect the reality of working in a high-risk, high-pressure, freelance-based industry. That means direct financial relief, rent and mortgage stabilization resources, job transition aid, and proactive outreach, not just a committee or a line item. If we say we’re a union, we need to act like one, and that starts with showing up when our members are down, not just when they’re working.

We’ve made progress, but we’re still way behind where we need to be. Members live in a digital world, yet our communication still feels stuck in the 1950s. Important updates trickle out late. Some members never hear about key decisions until it’s too late. That’s not just a tech issue, it’s a respect issue. We need to communicate with members the same way the world communicates now: through real-time updates, digital tools, mobile accessibility, and two-way engagement. Whether it’s push notifications, transparent dashboards, live Q&As, or open-door virtual hours, we need platforms that meet members where they are, not where they were 40 years ago. Clear, consistent communication builds trust. And without trust, we don’t have a union, we have confusion. I’m running to close that gap and bring our communication systems into the modern era, not just to inform, but to truly connect.

Tradition has its place, but when tradition turns into routine, it becomes an anchor. Too often, we default to “how it’s always been done” instead of asking what actually works. Meanwhile, employers are evolving, politicians are adapting, and the industry is changing faster than ever. They’re not waiting for us to catch up, and they don’t care about our old ways. Holding onto outdated systems, slow processes, and internal politics is holding us back. If we don’t push ourselves to evolve, we risk becoming irrelevant. We need to replace complacency with courage, courage to lead, to change, and to build a union that’s not only rooted in legacy but ready for the future.