Developing Our Committees Through The Next Gen.
- Tim Shilson
- Apr 4
- 3 min read
I’ve spent over a decade (about 12 years) helping build and develop our NextGen Committee. It’s something I care deeply about. For some, it’s been a point of frustration either because they we're deemed to old to participate or participated before it really took off. But I stand firmly behind the structure: this committee is for members 35 and under, to gain experience the Ms. Frizzle way of taking chances, making mistakes and getting messy.
Now that I’ve come to face the barrier I held against others by "ageing out" myself, I support it just as strongly or stronger from the outside and I will continue to support it and this committee throughout my career.
Why NextGen Matters
The age cap was put in place for a reason: to create space for younger members to lead, develop ideas, and build confidence without outside interference. Too often, in other committees, I’ve seen well-meaning but more senior members act as a "gate keeper" often using their leadership roles to step into discussions and intentionally or unintentionally shut things down.
It usually sounds something like...
“I know the membership and they don't want that.”
“We tried that once and it failed.”
"Your going to have to do this, and this, and this, and this..."
Even when valuable experience is being shared, it can discourage participation or in most cases stall ideas before they have a chance to grow. In some cases, it turns there good intentions into a kind of quiet filibuster to get things done and good ideas never move beyond a good conversation.
The NextGen Committee removes that problem by giving members the freedom to think on their own and to try to accomplish their actions by developing new strategies without the , and learn through doing.
Investing in the Long Term
When a member ages out of NextGen at 36, they still have 20–25 years left in their career. That’s a massive opportunity. If we invest in them early through training, engagement, and leadership development we can build strong cultures and systems for future within our union for decades to come.
NextGen is also one of the few committees with a true open-door approach. It’s a place where members can show up, learn what’s happening in the local, and—just as importantly—be heard. That kind of accessibility builds confidence and connection to our union early on in a members career so that they can can have the knowledge that their are avenues for themselves to contribute.
From NextGen to the Whole Union
Right now, too many of our committees operate like isolated islands. There’s little coordination, little crossover, and a lot of missed opportunity.
It doesn’t have to be that way.
Committees should function like satellites; connected, communicating, and supporting one another and our NextGen Committee should be the starting point.
When members age out, they shouldn’t just leave the committee but should graduate towards another one. They should move into other committees or establish a new committee that benefits our union. Bringing new energy, valuable experience, and the education that they may of received with them to help strengthen the culture of our organization.
Building a Mentorship Culture
To take this further, I would advocate for a structured mentorship program that connects newer members with more experienced ones based on shared interests and strengths.
This doesn’t need to be complicated—it’s common sense:
Members who love cars? Get them working together on events like a show and shine.
Members passionate about safety? Connect them through the Health and Safety Committee.
Someone with a background in history? Bring them into archives and heritage work.
When people are aligned in what they care about, they want to show up and they want to stay engaged longer.
The Bigger Picture
If we focus on developing members early, giving them ownership, responsibility, and the tools to grow. We will see the benefits for decades to come.
NextGen isn’t just a committee. It’s a foundation for leadership, engagement, and building long-term strength within our union.
If we build it right it won’t just support the next generation, it will strengthen every generation that follows.
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