LAST CALL: Run for the NAD Board of Directors!

Posted June 24, 2026

We need leaders to help shape the future of the National Association of the Deaf.

In accordance with NAD Bylaws § 4.6, we are accepting final applications for positions that currently have one or no candidates prior to the Conference of Representatives (COR) meeting.

Open Positions

Executive Board: President, Secretary, Treasurer
Regional Board: Regions I, II, III, and IV

Deadline: Wednesday, July 1, 12:00 p.m. PDT

Apply here: 2026 Board Candidacy Application Form

For more information about NAD Board roles, qualifications, the election process, and related standards and procedures, please review the Call for Board Candidates and the Election Standards and Procedures.

Step forward. Serve. Lead. Make a difference for the Deaf community.

Video Transcript Below:

Hello! I’m Melissa Draganac-Hawk, Past NAD President and current Chair of the Elections Committee.

On behalf of the Elections Committee, I am announcing a call for candidates to serve on the NAD Board of Directors. Under NAD Bylaws § 4.6, nominations from the floor may be accepted for elected positions that have no more than one candidate at the candidacy deadline.

Currently, the following positions have one candidate or no candidate:

Executive Board (2-year term, 2026–2028)

President
Secretary
Treasurer

Regional Board (4-year term, 2026–2030)

Region I (Northern States)
Region II (Midwestern States)
Region III (Southern States)
Region IV (Western States)

If you are interested in running for one of these Officer or Regional Board Member positions, please submit the following to the Elections Committee before the start of the Council of Representatives (COR) meeting on July 1:

Completed candidacy form
Required background information
Proof of membership in a State Association and/or member-based Organizational Affiliate

Deadline for submitting your application: Wednesday, July 1, at 12:00 p.m. PST.

Apply here: 2026 Board Candidacy Application Form

The Elections Committee will review all submissions to verify eligibility requirements.If you have questions or are interested in serving, please contact the Elections Committee as soon as possible.

Thank you.

#NAD2026 Board Candidates

Posted June 2, 2026

Candidates for various positions on the NAD Board of Directors are listed below.

The NAD Board Election Committee members are Melissa Draganac Hawk, Chair; Jacqueline Correa-Alley; T. Alan Hurwitz; and Benjamin J. Soukup.

Each candidate has been reviewed and vetted by the NAD Election Committee in accordance with the Call for Board Candidates and the NAD Election Standards and Procedures. This process confirms that each candidate has met the required eligibility and submission requirements to be listed as a candidate.

Delegates will vote during the Council of Representatives to elect NAD officers and board members, in accordance with the NAD Bylaws.

PRESIDENT

Stephanie Hakulin

Biographical Statement, please explain in detail your current and previous experience.

I have worked professionally as a Deaf Interpreter since 2018. I also currently serve as the NAD President. In my role as President, I oversee national priorities set by the delegates, support state association activities, and address the Board and committee needs related to other projects. NAD is working to develop strategies to recruit new members that reflect the complex diversity of the American Deaf Community.

During my term of office at NAD, I have been actively involved with sponsors for the 58th biennial NAD conference. We secured numerous donors who supported community members attending the events or agreeing to pay their membership dues. For example, NAD hosted a fundraiser along with other activities across the country, where local Deaf Community members were able to attend with the support of these donations.

Platform Statement

1. As President, I will continue to amplify the voices of Deaf and hard-of-hearing individuals in transparent decision-making processes that impact our lives.

2. As President, I will ensure communication access is a fundamental right, rather than a benefit of privilege. I will take the steps necessary to challenge stereotypes, combat discrimination, and foster meaningful dialogue between Deaf and hearing individuals both inside and outside of the organization.

3. I am strongly committed to supporting our rights, fostering inclusivity, and driving positive change on a national scale.

1. Please share why you are a candidate for the NAD Board position that you are running for.

I am running for President of the National Association of the Deaf because I deeply believe in the empowerment of Deaf leadership, community collaboration, and advocacy that creates meaningful change. Throughout my career and service, I have remained committed to advancing equity, accessibility, and opportunities for deaf and hard of hearing individuals, while working to preserve, protect, and promote their civil, human, and linguistic rights.

At this critical time, our community continues to face challenges related to language access, educational equity, employment opportunities, healthcare accessibility, and civil rights protections. I am motivated to serve because I want to help strengthen the NAD’s impact, amplify diverse Deaf voices, and build stronger partnerships that empower our community nationwide.

I believe effective leadership requires listening, transparency, collaboration, and action. I am prepared to bring these values to the role while helping guide the organization toward a strong, inclusive, and united future.

2. Outline your background and qualifications you bring and how this will contribute to the NAD and your position as whole.

My background includes leadership experience in advocacy, education, community engagement, and organizational collaboration. Over the years, I have worked closely with Deaf professionals, students, families, state associations, and national organizations to support initiatives that improve access and representation for deaf and hard of hearing individuals.

I bring strong communication skills, strategic thinking, and a collaborative approach to leadership. I understand the importance of balancing national priorities with local community needs, and I value building relationships that strengthen advocacy efforts across our community.

In addition, I have experience mentoring emerging leaders and creating inclusive environments where diverse perspectives are respected and valued. As NAD President, I would work to ensure the organization remains responsive, forward-thinking, and connected to the evolving needs of the Deaf community.

My leadership style is centered on accountability, partnership, and long-term sustainability, which I believe will positively support the NAD Board and the community as a whole.

3. How can the NAD achieve its mission to preserve, protect and promote the civil, human and linguistic rights of deaf and hard of hearing people?

The NAD can continue achieving its mission by strengthening advocacy at the local, state, and national levels while centering the experiences of deaf and hard of hearing individuals from diverse backgrounds.

First, we must continue protecting language rights, including early access to sign language and bilingual education for deaf children. Language deprivation remains a serious issue, and the NAD must continue advocating for full language access from birth.

Second, we must strengthen partnerships with policymakers, educational leaders, employers, healthcare providers, and technology companies to improve accessibility and inclusion. Advocacy is strongest when we work together.

Third, the NAD should continue investing in leadership development and youth engagement to prepare the next generation of Deaf leaders.

Finally, preserving and promoting Deaf culture and ASL must remain central to the organization’s mission. Our language and culture are essential to our identity and community.

4. As a Board member, how will you ensure collaboration between State Associations, Organization Affiliates, and other key stakeholders to effectively work with the NAD on national, regional, and local advocacy initiatives?

Collaboration begins with communication, transparency, and mutual respect. This begins at the Board level with the elected Board members as well as the Home Office staff. When NAD’s administration, Board, and Home Office unify toward the mission and priorities of the organization, then we will be better suited and able to respond to the challenges and successes of State Association Organization Affiliates and stakeholders.

As the President of the NAD Board, I would prioritize regular engagement with State Associations, Organization Affiliates, and community stakeholders to better understand regional concerns, share resources, and align advocacy priorities.

I believe the NAD should continue creating spaces for open dialogue and collaborative planning so organizations across the country feel heard and supported. Strong partnerships allow us to respond more effectively to emerging issues and build unified advocacy strategies.

I would also encourage increased opportunities for leadership networking, training, and information sharing between organizations. By strengthening these relationships, we can create a more coordinated national advocacy effort while still respecting the unique needs of local communities.

Most importantly, I would work to ensure that collaboration remains inclusive and representative of the diversity within the Deaf and hard of hearing community, including DeafBlind, LGBTQ+, Black, Indigenous, people of color, immigrant, and rural community members.

VICE PRESIDENT

Jenny Buechner

Biographical Statement, please explain in detail your current and previous experience.

Jenny Buechner, of Madison, Wisconsin, graduated from the Wisconsin School for the Deaf in 1998 and earned a bachelor’s degree in Social Work from Gallaudet University in 2002. She currently works as a Deaf Interpreter and has dedicated many years to leadership and advocacy within the Deaf community. Jenny served as President of the Wisconsin Association of the Deaf (2009–2013) and currently serves as its Vice President and Board Liaison to the Wisconsin Registry of Interpreters for the Deaf. Nationally, she chaired the NAD State Association and Affiliates Committee (2010–2014) and served on the NAD Board of Directors from 2013–2024, including roles as Region II Board Member, Secretary, and President. In 2025, Jenny received the WisRID Illuminator Award and the WAD Distinguished Award.

Platform Statement

The NAD will undergo critical changes over the next two years, and I am committed to providing continuity, stability, and experienced leadership for the Board of Directors. A successful transition from the interim CEO to the incoming CEO is essential to maintaining the organization’s strength and momentum. In my role on the Board, I will draw upon my ten years of extensive NAD leadership experience. I will also support the Board of Directors and committees by ensuring they understand and fulfill their duties and responsibilities effectively, while upholding the board’s fiduciary obligations. Through the Community Driven Commitments, I will work with committees and Board members to ensure they receive the guidance, support, and resources needed to move their work forward and achieve meaningful progress for the Deaf community.

1. Please share why you are a candidate for the NAD Board position that you are running for.

I am running for the NAD Board because I deeply value the work the NAD does every day and its commitment to the Deaf community. The success of the NAD depends on the dedication of its team members, Board members, committee members, and volunteers who work together to advance our civil, human, and linguistic rights.

As the NAD navigates an important period of transition, it is critical that the organization remains strong and stable. I bring the leadership skills and experience needed to support the Board of Directors, including facilitating board meetings, knowledge of parliamentary procedure, nonprofit management, and committee oversight.

Having served on the NAD Board for over 10 years, I understand the responsibilities and challenges of leadership. I am committed to supporting and strengthening the Board through training, mentorship, and collaborative leadership while ensuring a smooth CEO transition so the NAD can continue serving and empowering the Deaf community for years to come.

2. Outline your background and qualifications you bring and how this will contribute to the NAD and your position as whole.

My leadership journey began as a freshman in high school when I joined the Jr. NAD after being encouraged by a senior student. That experience changed my life. I served as Jr. NAD secretary, volunteered at events, attended the Jr. NAD Conference, and participated in the 1997 Youth Leadership Camp. These experiences helped shape my passion for leadership and community involvement.

At Gallaudet University, I became increasingly involved in leadership through volunteerism and service. After graduation, I served as a counselor for the NAD Youth Leadership Camp, helping empower Deaf youth alongside an exceptional team.

Over the years, I have served in numerous leadership roles, including President and current Vice President of the Wisconsin Association of the Deaf, Chair of the NAD State Association and Affiliate Committee, and more than 10 years on the NAD Board as Region II Board Member, Secretary, and President. I have also served with organizations including Deaf Unity, Deaf Women United, Madison Association of the Deaf, the Wisconsin School for the Deaf Hall of Fame Service Award Committee, and the University of Wisconsin ASL and Interpreter Education Program.

Through these experiences, I have learned the importance of communication, mentorship, transparency, and community engagement. I believe strong leadership comes from listening to the community, sharing information openly, and empowering others to become involved. The NAD has played a significant role in my personal and professional journey, and I am committed to using my experience, leadership, and passion to strengthen the organization and continue advancing the Deaf community.

3. How can the NAD achieve its mission to preserve, protect and promote the civil, human and linguistic rights of deaf and hard of hearing people?

With gratitude to the leaders who came before us, I would build upon the strong foundation they established and continue strengthening the NAD over the next two years. To build a stronger NAD, we must be intentional in our vision, strategic in our planning, committed to developing future leaders, and equipped with the tools needed to support the Deaf community effectively.

The Board must continue supporting the NAD headquarters and the work of the Chief Executive Officer (CEO), including the Policy Institute and the Law and Advocacy Center. Through policy work, advocacy, and legal action, we can continue preserving, protecting, and promoting the civil, human, and linguistic rights of deaf and hard of hearing people. Just as importantly, we must continue sharing our lived experiences and community stories to create meaningful change and influence decision-makers.

To sustain this work for future generations, we must invest in leadership development throughout our community, including Deaf youth, BIPOC, LGBTQIA2S+, DeafBlind, and DeafDisabled individuals. By providing training, mentorship, and opportunities, we empower future leaders with the tools and knowledge they need to continue advancing our rights and strengthening our community.

We cannot achieve the NAD’s mission alone. Together, through collaboration, advocacy, and leadership, we can continue moving our community forward.

In my role on the board, I would focus on strengthening internal board governance and training to support board members in building effective partnerships and collaborations. I would work to ensure that each board member is empowered to maintain strong relationships between the NAD, state associations, affiliate organizations, and other key stakeholders. Every board member brings unique experiences, perspectives, and networks that are valuable assets to the NAD, and I would actively support and collaborate with them to sustain and strengthen those connections.

Through collaboration with organizations, agencies, and community partners, the NAD has long been recognized as a leading authority on the needs and rights of the deaf community. That collaboration remains essential as we continue advocating for policy changes that protect the civil, human, and linguistic rights of Deaf, DeafBlind, DeafDisabled, Hard of Hearing, and Late-Deafened people at the national, state, and local levels.

For over 140 years, the NAD has worked to preserve, promote, and protect those rights. I am committed to continuing that legacy through strong collaboration, relationship-building, and advocacy.

Jack Z. Ludwig

Biographical Statement, please explain in detail your current and previous experience.

Jack Z. Ludwig is a change agent, project manager, and advocate. He holds an M.S. in Project Management with a Leadership concentration from Northeastern University, and a B.A. in Communication Studies from Gallaudet University. His professional background includes project management, digital transformation consulting, communications, branding, online engagement, and process improvement, building on prior roles as Program Manager – Accessibility at Nike World Headquarters and Project Manager at Gallaudet University. Jack is President of the Oregon Association of the Deaf, Vice Chair of the Global Deaf Research Institute, and Vice President of Friends of Oregon School for the Deaf. He has contributed to Deaf community initiatives through leadership, advocacy, and accessibility-focused work. His professional strengths include project management, change management, accessibility, strategic planning, and experience design.

Platform Statement

I am committed to serving the NAD with integrity, action and accountability. NAD must stay grounded in Deaf values while adapting to new challenges and opportunities. If elected, I will bring strategic leadership, community-centered decision-making, and clear communication to strengthen NAD from the inside out and connect more meaningfully with the state associations, organizational affiliates, and members we serve. I will work to build trust, modernize systems, strengthen fiduciary practices, deepen engagement, and ensure accessibility and accountability are at the heart of everything NAD does. My background in project management, organizational leadership, and change management prepares me to support NAD in becoming stronger, more connected, and better prepared for the future of the Deaf community.

1. Please share why you are a candidate for the NAD Board position that you are running for.

I am running because NAD shaped me, and I want to help shape NAD’s next chapter. My journey began in 2005 when, at 14, I joined my school’s Jr. NAD chapter and attended the 2005 Jr. NAD Biennial Conference in Indianapolis. Then I went to YLC as a camper in 2007. In college, I returned to YLC as staff for three summers and interned with NAD Youth Programs. Those experiences gave me my Deaf identity and my belief that our community deserves a strong, well-run national organization.

My candidacy is rooted in service and collaboration. I bring lived and professional experience across leadership, governance, accessibility, and advocacy, and I want to support NAD strengthen its systems and financial stability, support effective board leadership, and ensure diverse community perspectives shape national advocacy.

2. Outline your background and qualifications you bring and how this will contribute to the NAD and your position as whole.

My background combines Deaf community leadership, nonprofit governance, project management, and accessibility. As Program Manager – Accessibility for Nike’s GameOn Program at their World Headquarters through Talent Solutions TAPFIN, I managed program planning, stakeholder engagement, contracts, partnerships, and budgets. Earlier, at Gallaudet University, I managed high-impact digital projects involving strategic planning, budget management, risk management, executive reporting, and change management.

As President of the Oregon Association of the Deaf, I led governance reform: rewriting the bylaws, guiding unanimous ratification, and developing a full Board Policies Manual.

Together, this work maps directly to core board responsibilities — governance, financial oversight, fiscal sustainability, policy development, and strategic accountability. I would help NAD move from ideas to action — organizing complex work, building systems, strengthening financial stability, and keeping initiatives aligned with mission and strategic goals.

3. How can the NAD achieve its mission to preserve, protect and promote the civil, human and linguistic rights of deaf and hard of hearing people?

NAD achieves its mission by preserving, protecting, and promoting the civil, human, and linguistic rights of Deaf and hard of hearing people through its Community-Driven Commitments: Education, Employment, Healthcare, Technology, and Accessibility.

Preserving these rights starts with defending what the community has fought for.

Protecting them requires responding when rights are threatened — through language deprivation, employment discrimination, healthcare communication failures, or inaccessible technology. Because these issues surface locally first, NAD must equip state associations and affiliates with toolkits, model policies, training, and rapid-response coordination so local advocacy and national strategy reinforce each other.

Promoting these rights involves advancing them by integrating storytelling, data, and policy strategy — stories illustrate the impact, data strengthens the argument, and policy turns both into action. Linguistic rights underpin every commitment area: without ASL access, early language acquisition, Deaf education, and qualified interpreting, education, employment, healthcare, technology, and full participation in civic life remain out of reach.

None of this works without strong internal governance: clear bylaws, sound financial oversight, a balanced budget, accountable decision-making, and strategic planning. A financially stable NAD is what makes sustained advocacy possible.

As a Board member, I would ensure collaboration by treating it as an ongoing system, not a one-time meeting. My approach is grounded in what I call the 3F Board Framework: Feed, Foster, and Facilitate — applied across national, regional, and local levels.

Feed sustains the collaboration itself. NAD needs the time, resources, fundraising, and financial stability to consistently show up for state associations, affiliates, and stakeholders, rather than engaging only when crises arise.

Foster strengthens collaboration at the national level by establishing consistent channels where community partners can raise concerns, shape priorities, and see how decisions are made, how input is used, and how progress is reported back.

Facilitate drives collaboration at the regional and local levels by helping neighboring state associations and affiliates share resources and align on shared issues, and by equipping them with practical tools — sample letters, talking points, legislative templates, model policies, and issue-tracking systems. Many are volunteer-led, so this support must be accessible, useful and easy to adapt.

My goal is to help NAD build the infrastructure behind advocacy so that national efforts are informed by local experience, supported by regional coordination, and carried forward together

Kevin Ryan

Biographical Statement, please explain in detail your current and previous experience.

Kevin Ryan is a business owner with long-standing involvement in Deaf community organizations. He is the owner of CR Construction Inc., a company he has owned and operated for more than 25 years. His professional background also includes 11 years of experience at Lucent Technologies, formerly AT&T Bell Labs, where he worked in data processing and technical operations.

He is a graduate of the Wisconsin School for the Deaf and earned an Associate of Applied Science degree in Data Processing from the National Technical Institute for the Deaf. His education and professional experience reflect a background in technical skills and business operations.

He has been involved in Deaf community organizations for many years. He currently serves as President of the Wisconsin School for the Deaf Alumni Association, a role he has held for ten years. His prior involvement includes service as an officer of the National Softball Association of the Deaf and as a former board member of the Illinois Association of the Deaf.

Kevin has a history of involvement in Deaf community organizations and activities and continues to maintain connections within the community.

Platform Statement

I have been worked with local , states officers for Illinois and now regional 2 board 2nd terms.

1. Please share why you are a candidate for the NAD Board position that you are running for.

I want to be support our deaf community to make sure they get all right from civil right.

2. Outline your background and qualifications you bring and how this will contribute to the NAD and your position as whole.

I am current on regional 2 board for two terms. been work with many community and services in our states. also, attend to different states school to sharing our experices.

3. How can the NAD achieve its mission to preserve, protect and promote the civil, human and linguistic rights of deaf and hard of hearing people?

Make sure they have a full access to hearing community with their civil right.

I will work with all organization and states, stakeholders what aim doing for 8 years as board.

SECRETARY

Jacob Leffler

Biographical Statement, please explain in detail your current and previous experience

My name is Jacob Leffler, and I am a proud Deaf leader, advocate, and public servant currently living in Maryland. I graduated from St. Mary’s School for the Deaf and earned both my Bachelor’s degree in Government and Master’s degree in Public Administration from Gallaudet University.

Leadership and service have been central throughout my life. I began my leadership journey through Jr. NAD, where I served as both Secretary and President, gaining experience in governance, communication, and organizational leadership. I later served as Class Secretary and continued my involvement in the Deaf community as Secretary and Vice President of the Maryland Association of the Deaf and President of the Baltimore City Association of the Deaf.

Currently, I serve as a Region I Board Member of the National Association of the Deaf and have served on several committees and taskforces, including the Governance Committee, Bylaws Committee, Outreach Committee, and Employment Taskforce.

Professionally, I work in public service with experience in legislative affairs, executive communications, and liaison roles within the federal government. Through my leadership and professional experience, I remain committed to transparency, accountability, advocacy, and strengthening the Deaf community through effective organizational governance.

Platform Statement

I am running for Secretary of the National Association of the Deaf because I am committed to strengthening communication, transparency, collaboration, and governance within the organization and across the Deaf community.

If elected, my platform will focus on improving internal communication to ensure that information is accurate, timely, and accessible to all members, State Associations, and Affiliates. As Secretary, I understand the importance of confidential and public recordkeeping, clear documentation, and consistent communication to support effective governance, accountability, and decision-making.

A second priority is strengthening collaboration between the NAD, State Associations, Affiliates, and members. I believe that when we share resources, best practices, and advocacy strategies, we build a stronger and more unified movement. I will support efforts to enhance communication tools such as e-blasts, virtual meetings, webinars, and video updates to ensure information is widely available

I am also committed to increasing member engagement and participation. Through my leadership experience, I have seen how empowering members strengthens organizations and improves advocacy outcomes. I will support efforts to bring more members into the work of NAD so that their voices are reflected in our priorities and initiatives.

Finally, I am committed to supporting strong governance and accountability. My experience serving on committees such as Governance and Bylaws, as well as serving in Secretary roles at multiple levels, has prepared me to support the Board in maintaining organized, transparent, and effective operations.

Through these priorities, I hope to contribute to a stronger, more connected, and more responsive National Association of the Deaf that continues to advance the civil, human, and linguistic rights of Deaf and hard of hearing people.

1. Please share why you are a candidate for the NAD Board position that you are running for.

I decided to run for the NAD Board because I want to contribute more to the National Association of the Deaf and help make a meaningful difference in our community. I am passionate about strengthening the organization and believe I can bring both experience and a different perspective to the table.

I have been involved in advocacy work since early in my life, and I have served in multiple leadership roles at the local, state, and national levels. I have also served as Secretary in several organizations, including Jr. NAD, the Maryland Association of the Deaf, and my class organizations, which gave me a strong foundation in organizational structure, communication, and accurate recordkeeping.

I want to help support NAD in continuing to grow as a strong, united, and effective organization that serves the Deaf, DeafBlind, and Hard of Hearing community. I also believe in strengthening collaboration between State Associations and Affiliates so we can work together toward shared goals that benefit and empower our community.

2. Outline your background and qualifications you bring and how this will contribute to the NAD and your position as whole.

I grew up in New York, attended Gallaudet University, and now live in Maryland. I have been an advocate throughout my life and have worked across multiple levels to ensure equal access for the Deaf community.

I hold a degree in Government and a Master’s in Public Administration from Gallaudet University, which provides me with a strong understanding of legislation, policy, and governmental systems. I have also served as a liaison in my professional role and through board service, strengthening my ability to connect organizations and support collaboration among stakeholders.

My leadership experience includes serving as Class Secretary, Secretary of Jr. NAD, and Secretary of the Maryland Association of the Deaf. I was the President of Jr. NAD and served as Vice President of the Maryland Association of the Deaf. I have also served as President of local Deaf organizations, including the Baltimore City Association of the Deaf, where I gained experience in leadership, fundraising, and membership engagement.

At the national level, I have served on multiple National Association of the Deaf committees, including the Employment Taskforce, Outreach Committee, Governance Committee, National Employment Resource Center (Chair), and Bylaws Committee (Chair). These experiences strengthened my understanding of governance, organizational structure, and policy development.

In addition, I have strong experience in membership recruitment and organizational growth. I helped recruit new members an Employee Resource Group at my agency and contributed to expanding membership with Deaf in Government. I also supported efforts to improve membership systems and increase diversity within the Maryland Association of the Deaf.

I bring strong communication, teamwork, and collaboration skills, and I believe every individual has something valuable to contribute. With my experience in nonprofit leadership, advocacy, and governance, I am prepared to serve effectively as Secretary and support the continued growth of NAD.

3. How can the NAD achieve its mission to preserve, protect and promote the civil, human and linguistic rights of deaf and hard of hearing people?

The National Association of the Deaf has worked since 1880 to preserve, protect, and promote the civil, human, and linguistic rights of Deaf and Hard of Hearing people. To continue advancing this mission, NAD must strengthen engagement with members by actively listening to their feedback, empowering volunteers, and encouraging participation in advocacy efforts at all levels.

NAD should also continue building strong relationships with State Associations, Affiliates, and government agencies. My experience serving on national committees and working in liaison roles has shown me the importance of consistent communication and collaboration across all levels. These partnerships ensure that our voices are represented in decision-making spaces and that we remain unified in our advocacy efforts.

Our rights to language access continue to be challenged in employment, legal, medical, and educational settings. Because of this, NAD must continue to educate, advocate, and fight for full accessibility and equal rights while strengthening the infrastructure that supports long-term change.

Collaboration between State Associations, Affiliates, and other stakeholders is essential to advancing the mission of the National Association of the Deaf.

If elected Secretary, I am committed to ensuring clear, consistent communication and supporting systems that allow information to be shared effectively across all levels. My experience serving on national committees and as a liaison has reinforced the importance of structured communication and accessible information-sharing.

I would encourage regular sharing of best practices, advocacy strategies, and resources among State Associations and Affiliates. I also support using multiple communication methods such as e-blasts, virtual meetings, webinars, and video updates to ensure information is accessible and widely distributed.

Through my experience in increasing membership engagement in both government and nonprofit settings, I have seen how strong communication strengthens participation and community involvement. I also support expanding opportunities for members to engage directly with NAD’s work, ensuring that State Associations and Affiliates actively share NAD initiatives within their communities.

By strengthening communication systems, building trust, and encouraging collaboration, we can work more effectively at the national, regional, and local levels.

TREASURER

Octavio Cuenca Maldonado

Biographical Statement, please explain in detail your current and previous experience.

Octavio Cuenca Maldonado is a Deaf Mexican and Honduran American leader from New Jersey currently serving as President of the New Jersey Association of the Deaf (NJAD) through Fall 2027 and President of the National Hispanic Latino Association of the Deaf (NHLAD) through Fall 2026, concluding his final term as President.

He earned a Bachelor of Arts in Psychology with three minors in Mathematics, Education, and Business Administration with a focus on finance from Gallaudet University and is currently completing his Master of Business Administration at Western Governors University. He has also received multiple leadership and community service awards for his advocacy and contributions to the Deaf community.

Professionally, Octavio has experience in financial operations, administrative management, outreach coordination, marketing, workforce development, and nonprofit leadership. His background includes Student Financial Services at Gallaudet University; administrative coordinator roles with the South Jersey Deaf and Hard of Hearing Coalition, managing Deaf programs and teams, outreach coordinator roles with DeafLEAD, building partnerships nationwide, and employment specialist services supporting clients through Division of Vocational Rehabilitation programs.

In advocacy, he helped support the advancement of two New Jersey laws related to early language access and Deaf mental health services, along with involvement in additional state and federal advocacy initiatives focused on accessibility, equity, and community support.

He is passionate about advocacy, accessibility, and community engagement, supporting Deaf, Hard of Hearing, DeafBlind, DeafDisabled, Latino, and people of color, as well as diverse communities nationwide.

Platform Statement

As a candidate for NAD Treasurer, I am committed to helping safeguard the organization’s financial health and ensuring its resources are managed responsibly to advance the NAD’s mission and priorities.

If elected, I will work closely with the CEO, CFO, finance team, Board members, State Associations, and Organization Affiliates to promote sound fiscal practices, strategic resource allocation, and informed decision-making. I will carefully review membership revenue, program funding, grants, sponsorships, conference income, fundraising activities, and operational expenditures to help maintain accountability and maximize organizational effectiveness.

I believe members deserve accessible and understandable financial updates that foster confidence in the organization’s stewardship of its resources. Through my experience in nonprofit leadership, financial operations, fundraising, sponsorship development, and organizational management, I have developed the skills necessary to provide responsible fiscal oversight and strategic support as Treasurer.

My goal is to help ensure the NAD remains well-positioned to serve its members, expand opportunities, and continue advancing its mission for generations to come.

1. Please share why you are a candidate for the NAD Board position that you are running for.

Hello members,

My name is Octavio Cuenca Maldonado, and I reside in New Jersey.

I am honored and passionate about running for Treasurer for the National Association of the Deaf (NAD). I have always been interested in finance, budgeting, strategic planning, and understanding how responsible financial leadership helps organizations remain strong, sustainable, and community-focused.

Throughout my leadership journey, I have served in Treasurer, Vice President, President, and administrative leadership roles within nonprofit, university, and private sector organizations. These experiences strengthened my skills in budgeting, financial oversight, sponsorship coordination, fundraising, organizational management, and long-term planning.

I understand the Treasurer role involves more than reviewing numbers. It requires responsible oversight, informed decision-making; collaboration with the CEO, CFO, finance team, auditors, and Board members, and helping ensure the organization remains financially organized for the future.

I also believe NAD members deserve clear financial summaries and organizational updates that strengthen trust, transparency, and accountability within the organization.

Most importantly, I want to use my experience, financial knowledge, and commitment to the Deaf community to help support the NAD’s mission, programs, advocacy efforts, and future growth nationwide.

2. Outline your background and qualifications you bring and how this will contribute to the NAD and your position as whole.

I bring experience in nonprofit leadership, financial operations, budgeting, fundraising, conference coordination, and organizational management that I believe would contribute positively to the NAD Board and Treasurer position.

My educational background is that I earned a Bachelor of Arts in Psychology with minors in Mathematics, Education, and Business Administration, with coursework focused on finance, quantitative analysis, organizational management, financial planning, data interpretation, and business decision-making. I am also currently completing my MBA, which has further strengthened my knowledge in accounting, economics, financial management, business operations, leadership, and strategic planning.

Professionally, I worked for approximately two and a half years with Student Financial Services at Gallaudet University, assisting with student financial accounts involving thousands to millions of dollars connected to Division of Vocational Rehabilitation (DVR) funding, government sponsorships, tuition coordination, and payment processing. My responsibilities included reviewing account records, monitoring financial documentation, communicating with agencies and sponsors, supporting compliance with university financial procedures, and helping maintain accurate account management systems.

I also worked for more than three years at Gallaudet University as a GSR 104 Quantitative Reasoning Assistant Teacher and Math Coach, supporting students in mathematics, statistics, budgeting, quantitative analysis, percentages, graph interpretation, and data-related coursework. These experiences strengthened my analytical thinking, attention to detail, financial reasoning, and problem-solving abilities.

In nonprofit leadership, I manage Deaf programs under the South Jersey Deaf and Hard of Hearing Coalition and have supported budgets, financial reporting, grants, sponsorships, fundraising activities, operational planning, and expense tracking involving more than $250,000 in funding and community initiatives.

Additionally, I have served in leadership roles at local, state, and national levels, including President, Vice President, and Treasurer positions. I also co-chaired conferences and large community events involving registration management, sponsorship coordination, fundraising, CEU coordination, budgeting, and event operations.

Overall, I believe my background in financial operations, nonprofit governance, budgeting, organizational planning, and community leadership would allow me to contribute effectively and responsibly as NAD Treasurer.

3. How can the NAD achieve its mission to preserve, protect and promote the civil, human and linguistic rights of deaf and hard of hearing people?

The NAD can continue achieving its mission by strengthening national advocacy efforts, protecting language access, increasing accessibility, and expanding outreach to diverse communities nationwide

One important priority is continuing advocacy for equal access in education, healthcare, employment, emergency services, transportation, technology, and mental health services. Deaf and Hard of Hearing individuals deserve direct communication access, qualified interpreters, accessible information, and equal opportunities in all areas of life.

The NAD should also continue prioritizing language rights and early language access for Deaf children and families. Too many Deaf children still experience language deprivation due to delayed access to accessible communication and educational resources. Supporting bilingual language development, American Sign Language (ASL), English, multilingual access, Deaf education, and family education remains critical to helping children develop strong language foundations and future opportunities.

In addition, the NAD can continue strengthening representation and outreach within underserved communities, including DeafBlind, DeafDisabled, Hard of Hearing, Late-Deafened, Latino, Black, Indigenous, Asian, immigrant, multilingual, and rural communities. Ensuring diverse perspectives are included in leadership and advocacy efforts helps strengthen the organization and better reflect the community nationwide.

The NAD should also continue investing in youth leadership development, mentorship opportunities, educational programs, leadership training, and civic engagement initiatives to help prepare and expand future generations of Deaf leaders.

Lastly, continued collaboration with state associations, schools, advocacy organizations, agencies, and community leaders will help strengthen national, regional, and local advocacy efforts that advance accessibility, equity, and civil rights protections for Deaf and Hard of Hearing individuals nationwide.

As a Board member, I would focus on strengthening communication, consistency, and collaboration between the NAD, State Associations, Organization Affiliates, and community stakeholders nationwide.

Effective collaboration requires organizations to have opportunities to share priorities, concerns, updates, and ideas. I would support regular engagement through leadership meetings, virtual discussions, regional partnerships, and ongoing information-sharing to help strengthen relationships across organizations.

Throughout my leadership experience, I have worked with nonprofits, schools, advocacy organizations, mental health agencies, community leaders, and state associations on workshops, conferences, outreach projects, legislative advocacy, and community education initiatives. These experiences strengthened my skills in relationship-building, active listening, professionalism, and collaborative problem-solving.

I would also encourage stronger coordination on advocacy efforts related to accessibility, education, language access, mental health services, emergency preparedness, leadership development, and policy initiatives affecting Deaf and Hard of Hearing communities.

In addition, I believe the NAD can strengthen partnerships by improving resource-sharing, leadership support, and opportunities for organizations to work together toward shared goals and greater national impact.

Most importantly, I want to help support a more connected, collaborative, and empowered Deaf community that continues advancing accessibility, education, advocacy, and civil rights nationwide.

REGION 1 BOARD MEMBER (2026–2030)

Thomas W. Minch

Biographical Statement, please explain in detail your current and previous experience.

Tommy Minch is a Deaf community advocate and nonprofit leader whose career spans governance, education, and civil rights advocacy for Deaf and hard of hearing people. A Deaf ASL user with a deeply held Deaf cultural identity, Tommy is also an adoptive father raising a Deaf child, giving him a personal and generational stake in the work of the National Association of the Deaf. His connection to the NAD runs deep, beginning when he attended the NAD Youth Leadership Camp in 1996, and he has been a member of the organization since 2015. He currently serves as Co-President of the Maine Association of the Deaf and previously served as President of the New Hampshire Association of the Deaf for eight years. As Board Chair of the Maine Educational Center for the Deaf and Hard of Hearing and the Governor Baxter School for the Deaf, he brings more than a decade of experience in nonprofit governance, parliamentary procedure, and Deaf services policy across multiple states.

Beyond the boardroom, Tommy has served as a resource on Deaf cultural competency for law enforcement, designing and coordinating multi-agency communication access training in partnership with criminal justice academies, police departments, and sheriff’s associations. He is deeply committed to working with diverse community members, including his support of Deaf New Americans here in Maine. In recognition of this work, he received the Morton Bard Allied Professional Award from the National Organization of Victim Advocacy (NOVA) for his outstanding service to those victimized by crime.

Tommy is committed to protecting the civil, human, and linguistic rights of Deaf and hard of hearing people, defending American Sign Language and quality Deaf education at every stage of life. As Region I Representative, he will bring lived experience, proven governance leadership, and an unwavering dedication to the community’s shared future.

Platform Statement

I am running for Region I Representative because the NAD’s strength depends on leaders who unite lived Deaf experience with disciplined, accountable governance. As a Deaf ASL user, and Board Chair of a Deaf-serving institution, I am committed to protecting the civil, human, and linguistic rights of our community, defending American Sign Language and quality Deaf education at every stage of life. I will strengthen the NAD’s governance and transparency, build genuine partnerships with our state associations and affiliates so Region I’s voice is truly heard, and promote proactive access in the institutions that shape our daily lives, from schools to healthcare to law enforcement. I will listen, lead, and serve with integrity, working to ensure that the rights we hold today become the foundation for the next generation. Together, we protect our rights, our language, and our community.

1. Please share why you are a candidate for the NAD Board position that you are running for.

I am seeking election as Region I Representative because the NAD requires board leadership grounded equally in lived Deaf experience and in disciplined organizational governance. As a Deaf ASL user with a strong Deaf cultural identity, I carry a personal stake in the rights the NAD preserves and expands, knowing they shape the conditions in which the next generation will live, learn, and lead.

My candidacy is also rooted in demonstrated governance capacity. As Board Chair of the Maine Educational Center for the Deaf and Hard of Hearing and the Governor Baxter School for the Deaf, I have led strategic planning, board development, policy refinement, and accountability work, and I understand the discipline required to govern rather than manage. Region I deserves a representative who can translate community priorities into strong governance while holding the NAD accountable to both its mission and its members, and I am prepared to serve as that reliable bridge.

2. Outline your background and qualifications you bring and how this will contribute to the NAD and your position as whole.

My qualifications span more than a decade of nonprofit governance, parliamentary procedure, and Deaf services policy across multiple states. As Board Chair of MECDHH and GBSD, I have authored and refined governance instruments, developed a board election protocol aligned with recognized policy standards, led annual reporting, and guided the board in its oversight duties. I am fluent in Robert’s Rules of Order and experienced in bylaws and delegate-representation work. Beyond formal governance, I have served as a resource on Deaf cultural competency for law enforcement, designing and coordinating multi-agency communication access training that produced durable, systemic change.

This combination positions me to contribute immediately. I can strengthen the NAD’s governance infrastructure, support sound fiduciary and policy decisions, and ensure the board’s work remains tethered to the realities Deaf and hard of hearing people face at the state and local levels, all while keeping the community’s voice central to its deliberations.

3. How can the NAD achieve its mission to preserve, protect and promote the civil, human and linguistic rights of deaf and hard of hearing people?

The NAD advances its mission most effectively when principled national leadership is paired with empowered grassroots partnership. Preserving and protecting rights requires sustained vigilance across policy, legislation, and litigation, while promoting linguistic rights demands an unwavering defense of American Sign Language and high-quality Deaf education across the lifespan.

I believe the NAD should concentrate on three reinforcing priorities: strong and accountable governance, so the organization is trusted and resilient; genuine collaboration with state associations and affiliates, so national priorities reflect local realities; and proactive institutional education, so schools, employers, healthcare systems, and law enforcement build access in rather than addressing it only after harm occurs. My work developing law enforcement communication access training reflects this proactive model and demonstrates that systemic change is achievable when community and institutions engage as partners.

Effective collaboration depends on structure, communication, and respect for the autonomy of each partner. As a board member, I would prioritize genuine, two-way relationships with the state associations and affiliates in Region I, ensuring they have a direct channel to the board and that their priorities are considered before decisions are made rather than after. I would advocate for clear coordination protocols, regular regional check-ins, and shared planning that aligns national, regional, and local initiatives so they reinforce rather than compete with one another.

My experience coordinating multi-agency and multi-state efforts has taught me to hold many partners together around a common mission without diminishing any one of them. I would also ensure collaboration is measurable and accountable, with shared goals, defined roles, and mechanisms for evaluating progress, so partnership produces results rather than good intentions. My commitment as Region I Representative would be to serve as a dependable bridge between the NAD and its partners

REGION 2 BOARD MEMBER (2026–2030)

No Candidates

REGION 3 BOARD MEMBER (2026–2030)

Joseph “Ari” Latino

Biographical Statement, please explain in detail your current and previous experience.

Ari Latino is a local community advocate committed to service, leadership, and advancing Deaf advocacy. He began working with nonprofit organizations at the age of 15, where he developed a strong foundation in community engagement, collaboration, and service-driven leadership. These early experiences shaped his long-term dedication to supporting Deaf-led initiatives and strengthening access within the Deaf community.

Ari was actively involved in the National Association of the Deaf Youth Section, where he worked closely with Deaf youth to better understand their needs, amplify their thoughts, and help shape the future of Deaf advocacy, community, and culture. Through this work, he gained valuable insight into the importance of inclusive leadership, mentorship, and youth empowerment. Currently, Ari works in media services and collaborates with a wide range of nonprofit organizations to support their missions through effective communication, outreach, and storytelling. His focus is on helping organizations strengthen their connection with the communities they serve while remaining aligned with their core values and goals. Ari looks forward to sharing his perspectives and contributing thoughtfully to NAD’s work to help address gaps, expand access, and strengthen the Deaf community.

Platform Statement

As a candidate for Regional Board Member, my vision focuses on empowering our future leaders and strengthening our grassroots networks. First, I aim to expand the active involvement of youth and young adults within the NAD by advocating for more robust resources, such as specialized workshops and presentations. Second, I am committed to ensuring the NAD provides more direct, hands-on services to State Associations. By bridging the gap between national resources and local needs, we can better support state-level advocacy, deaf education, and member benefits, ensuring every community feels the impact of the NAD.

1. Please share why you are a candidate for the NAD Board position that you are running for.

I am running to continue my service on the NAD 3rd Regional Board. I was appointed by the NAD to fill this seat in January, but serving from January to June—only six months—is simply not enough time. During this short period, I have learned a great deal about how the NAD system operates. Furthermore, state associations have shared their feedback with me, expressing a desire for institutional improvements and a greater focus on our youth. Our young people have also voiced that they need better tools and a centralized platform. I have gathered all of this invaluable feedback to help improve the NAD for the entire Deaf community. Did you know that I am currently the youngest member of this board? I see so much potential in the NAD, especially as we welcome a new CEO who is a true champion for the youth and can bring more young people into our organization. Six months is not enough time to complete the work I have started. I want to continue serving the Deaf community for a full four-year term. My focus will be on addressing community needs, supporting state associations, and empowering our youth. My ultimate goal is to bridge the gaps. Running for a four-year term will allow me to truly improve how the NAD connects with local communities, state associations, and especially our youth.

2. Outline your background and qualifications you bring and how this will contribute to the NAD and your position as whole.

How do my background, qualifications, and skills benefit the NAD? Because I have been involved with so many organizations from the local to the national level, my extensive journey can be difficult to condense. Despite still being a youth leader, I have over a decade of community experience. My service began at age 14 through Jr. NAD, where my first volunteer project involved organizing a food drive for Deaf community members facing food insecurity. Seeing the community’s needs met sparked my lifelong passion for volunteerism. At age 16, I secured my first job at a non-profit organization specializing in media services. My role was to spotlight the Deaf community by covering crisis situations, conducting interviews, reporting on general events, and filming legislative sessions. By sharing this content on centralized platforms, we elevated diverse perspectives. This legislative work taught me the importance of passing bills to protect our community and showed me how media can inspire people to participate in advocacy and fundraising. I realized that media is a powerful tool to bring people together. Today, I continue to provide media services to non-profits. I have also served in the NAD Youth Section, where I regularly met with the NAD Board to advocate for youth needs. While attending regional meetings, I heard state associations express an urgent need for youth involvement. In response, I hosted workshops to help them establish their own local Youth Sections. Notably, I have also presented workshops at the National Leadership Training Conference (NLTC) and the Youth Leadership Camp (YLC). These experiences allowed me to understand how quickly the thoughts and needs of our youth evolve, and why we must remain deeply invested in them. My primary strength is identifying missing links and working to fill those gaps—whether for state associations, youth, or the broader Deaf community. I do this by leveraging my skills as a liaison and using media to keep the community informed. This is why I was originally appointed to the NAD, and it is exactly how I will continue to help the organization bridge its gaps.

3. How can the NAD achieve its mission to preserve, protect and promote the civil, human and linguistic rights of deaf and hard of hearing people?

How can the NAD continue to uphold its mission to preserve, protect, and promote our Deaf human and linguistic rights? Today, we enjoy essential access through the ADA, Deaf schools, specialized education, interpreters, and more—giving us equal access to the world. All of this is possible because of our history and the battles the NAD fought. It is vital that we remember and honor that legacy. The NAD cannot survive without the Deaf community. Therefore, we must collaborate. We must remain vigilant and aware of what lies ahead, staying adaptable to keep the NAD moving forward. We are the protectors of our culture, and it is our responsibility to pass it on. Our past created our present, and now we must focus on our future. Regardless of background, race, gender, religion, or personal disagreements, we must unite around the core issues facing the Deaf community. We need to involve everyone, share information continuously, and support our state associations, organizations, and the younger generation. By collaborating without pause, the NAD can fulfill its historic mission. The past preserved our rights; it is now our duty to protect and promote them for the generations to come.

How can the Board ensure that the Deaf community remains collaborative, seamlessly connecting state associations, organizations, and individuals—whether they are NAD members or not? There are many ways to collaborate, but a brief story highlights a critical gap in our current system. I recently asked a group of young people who they would contact if they wanted to pass a legislative bill, and they answered, ‘the NAD.’ At the same time, state associations tell me they need more youth support to pass local bills. Both groups share the exact same goal, yet they are missing each other and looking solely to national headquarters. My vision is for the NAD to establish a centralized resource hub on our website, featuring discussion forums, workshops, and topical newsfeeds. This would allow our community to access tools and connect easily. For example, if a state association needs support—such as expert testimonies—they could post a request on the NAD forum. Another state association that has already passed a similar bill could then step in to offer their data and guidance. Furthermore, local community members seeing these forums would be motivated to support advocacy efforts and even join their local state associations. This creates a win-win ecosystem driven by a centralized NAD platform. This hub would also serve non-members who have had no prior involvement with the Deaf community. For instance, if a parent or professional needs a referral to an educational or Vocational Rehabilitation (VR) expert, they could visit the NAD website, locate their state, find a listed organization, and connect directly. They can build their own networks and collaborations independently. Ultimately, the NAD should act as a central hub to channel messages, share workshops, and highlight community-created resources, fostering organic collaboration. That is my vision as a board member.

REGION 4 BOARD MEMBER (2026–2030)

Jack Z. Ludwig

Biographical Statement, please explain in detail your current and previous experience.

Platform Statement

1. Please share why you are a candidate for the NAD Board position that you are running for.

2. Outline your background and qualifications you bring and how this will contribute to the NAD and your position as whole.

As President of the Oregon Association of the Deaf, I led governance reform: rewriting the bylaws, guiding unanimous ratification, and developing a full Board Policies Manual.

3. How can the NAD achieve its mission to preserve, protect and promote the civil, human and linguistic rights of deaf and hard of hearing people?

Preserving these rights starts with defending what the community has fought for.

My goal is to help NAD build the infrastructure behind advocacy so that national efforts are informed by local experience, supported by regional coordination, and carried forward together.