I have over 25 years of leadership experience and I continue to be enthusiastic about learning and working with people from different backgrounds. I am and have always sought to be an approachable team player who makes a serious effort to include every one – yes, every individual – in the process. I fully recognize that it is only through collaboration that projects can succeed.

My three strong leadership qualities are as follows:

1. Listening to Stakeholders and their Needs/Desires
2. Engaging Stakeholders in Brainstorming
3. Involving Stakeholders in Strategic Planning

In addition, I have extensive experience in event planning and production will be an important asset during my term as President. I am prepared to be responsible for working with many different stakeholders on various and concurrent projects to bring to fruition the mission and goals of the NAD. My experience with event planning and production for the NAD includes:

• Co-Chair, Diversity Strategy Team, 2008-2012
• Vice-Chair, NAD Executive Operation Search Committee, 2009 -2010
• Director, Miss Deaf America Program, 2007-2008

My background in diversity, I am Latina, will allow me to work with nontraditional stakeholders in furthering the NAD mission and goals. The NAD has long worked to improve its relationship with multiple facets of the community – ranging from state association and organization affiliates to sections within the NAD, and other groups. My diversity experience includes:

• President, National Council of Hispano Deaf and Hard of Hearing (now Council de Manos), 2008-2013
• Workshop Coordinator, National Deaf People of Color Conference, 2013
• Committee Member, Youth Strategy Team, National Association of the Deaf, 2008-2012

I am often to speak on various subjects related to the Deaf and hard of hearing experience, and I have been involved in a variety of functions where I have represented the various components of our community:

• Advisory Committee, Deaf Women United, 2015-present
• Expert Member on Sign Language and Deaf Studies, World Federation of the Deaf, 2013-2015
• Expert Member on Deaf Women, World Federation of the Deaf, 2009-2011
• Representative on Behalf of NAD, Executive Director Task Force, Registry of Interpreters for the Deaf, 2012-2013

I see myself supporting the top three priorities democratically determined by the delegates at the National Conference in Phoenix, AZ during the Council of Representatives. I expect NAD will continue to strive for an increase in membership, focus on issues that have impact on the national community and are in alignment with NAD’s mission and immediate goals, and build partnerships with State Associations, Organizational Affiliates, Sections, and individual members.

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 was established in in 1880 in response to the removal of sign language from schools for the deaf. The NAD has worked for 136 years on various strategies from creating a film repository of sign language, to passing legislation for deaf people to obtain a driver’s license, to motivating Congress to pass legislation requiring captioning for movies and television, and more. Still, there is an ongoing effort within the NAD to get society to recognize and accept the use of sign language by Deaf and hard of hearing individuals. To further its mission, the NAD must be involved in various campaigns that focus on different aspects of the Deaf experience beyond lobbying and enforcement of laws. Among the possibilities for expansion are public service campaigns on the benefits of sign language for Deaf infants and children and development of resources for parents of Deaf children, ASL-rich educational opportunities, access to workplace opportunities and vocational training programs.

As a NAD Board member, I will actively seek to develop partnerships and implement projects that would engage and benefit the community. I believe in bringing the community together, involving key NAD stakeholders, and tapping into the best and brightest talents to bring the NAD to the next level. We are already a federation of organizations and we need to strengthen our resolve to ensure work continues on all levels, from individual members to state associations and organizational affiliates to the Board and the HQ staff. I will work with stakeholders to develop resources and tools for parents of Deaf children, engage in long term planning to prepare the NAD for sustainability beyond Vision 2020, and ensure that a collaborative work effort continues with state associations and organizational affiliates and other internal and external stakeholders that will make the Deaf community stronger than ever.

My background & qualifications include: involvement in state associations, mostly in Indiana & California where I’ve lived; attendance of NAD conferences and involvement in NAD’s subcommittees for years; Teacher and Administrator at Deaf schools; co-founder of Bi-Bi Philosophy; Board of the Deaf Bilingual Coalition; Deaf Grassroots Movement rally. Currently I’m Region 4 Board member of NAD, also I’ve been heavily involved in two huge projects for NAD: Educational Strategic Team (EST) and Bilingual Education Teachers’ Training Program. All of the background & qualifications together clearly support NAD’s Vision & Mission.

Out of NAD’s current top priorities, I pick these three top priorities that I have a lot of experience and expertise: a) Full access to education, including ASL & Bilingualism; b) Language/Communication Rights; and c) Employment Rights for ALL Deaf & Hard of Hearing people. These three are my strengths.

How can we achieve civil, human & linguistic rights for all Deaf & HoH people? We do that by reaching out, collaborating, interacting with people through social media, (social media is the key) as well as bringing people together and listening to them. One great example of this is how the Deaf Grassroots Movement did all of that and achieved in bringing 50 states together. That is a great example of networking. NAD has been doing that but I believe we can do much more.

As a Board member, how will I make ensure collaboration between state associations, organizations, affiliates, and other key stakeholders with the NAD nationally, regionally, and locally? My experience as Region 4 Board, I met with state associations as a group every month, and met with the NAD Board monthly through VP, and face-to-face quarterly at different places in the country. As for the group meetings with the state associations, I noticed a lot of enthusiasm from them. We were able to share information, provide support, discuss concerns, and empower each other. Such meetings were made possible through technology. Many of the people showed interest in continuing such meetings. I want to not only continue but also expand that venue. In the recent past, we had our town hall meetings at different locations, some at Deaf schools where we showed involvement of local Deaf communities. I want to expand the town hall meeting concept somehow. I’m also game to try new ideas so I welcome them. I’m a communicator so I’m all for collaboration.

As demonstrated in my background achievements, I can provide wide range of support and leadership in areas essential to organizational success. As I have served in various roles, such as Secretary, Treasurer, and Bylaws Chair, I possess skills that will provide support and leadership to NAD and its community. These are skills in which I have a love for sharing; I “see the greatest” in each organization, and that is something members can expect to appreciate from me.

Sampling of Organizational Services

• National Association of the Deaf
  • Secretary
  • Appointed Board Member: Youth
  • Chair, Bylaws Committee
  • Chair, Youth Strategy Team
  • Youth Leadership Camp
  • Administrative Assistant
  • Business Manager
• New Jersey Association of the Deaf, Board Member
• Interim Secretary
• New Jersey School for the Deaf Alumni Association
  • Board Member
  • Chair, Bylaws Committee
  • Museum Committee
  • Treasurer

In the various positions listed above, I demonstrated my passion, my commitment and my motivation for the different organizations I had the opportunity to serve. As NJSD Alumni Association Board Member, I displayed leadership in revamping its bylaws and spearheading a budget audit of approximately twenty thousand dollars. I was also involved with the operations of the NJSD museum, where it proudly tells the story of the school’s rich history. I believe every deaf school must embark on those kinds of movements, where communities can take pride in their own unique, priceless history. As Treasurer, I developed a budget plan for the Alumni Association where members experienced an optimal level of fiscal transparency. I am proud of the contributions through the NJSD Alumni Association, where we collectively achieved significant improvement as an organization. This has successfully translated to my abilities in serving as NAD Secretary, where I provide quality work of the minutes. Dating back to my time as Secretary with NJAD, I take great pride in my ability to provide utmost organizational transparency.

Taking into account vision 2020, I want to see how we can improve in Sign Language education. I believe that NAD should take a stand for sign language rights. The more we create the ability to stand for what is right for our natural signed language at every school where deaf students go. They have access to education in sign language, learning sign language as their first language for the sake of lifelong access. To reach that goal, we must work with the broader community, especially those with cutting edge research and those with the ability to justify to the world why Deaf people everywhere have the right to language. As I want to push for a clear, visible community collaboration of promoting sign language as human right. Lastly, I believe this can only be accomplished by working each other with other — all individuals and organizations that serve our people.

NAD has always believed in this mission as it is one of the reasons it was founded. It’s origin isn’t just due to the Milan conference but also due to the fall of Deaf education, lack of accessibility, promotion of youth, need for community relations, and so forth. One of its most important pillars is that we still and will always fight for our sign language. NAD exists because of our language and our culture, both of which are our own and shall be maintained for whoever long Deaf people walk this Earth. As long as that’s so, NAD will be here to preserve, protect and promote the civil, human and linguistic rights of our people.

As Board member, I will provide the tools and the support to NAD members and members of state associations through my passionate involvement. I will always make myself available to all as needed. Personally, I believe that a critical issue that we are facing concerns level of communication and transparency between NAD and its state association affiliates. We cannot assume what the problem is without first understanding the specific needs and wants of various communities. We, NAD, must work with everyone and offer community-based solutions, where our focus will be clearer and more effective when we collaborate with all communities. It is something that I will prioritize as Vice President, and I will begin by empowering regional board members to establish and maintain meaningful dialogue with state associations in their region to get a stronger understanding of how NAD can better serve them. It is important to provide resources, such as references and access to the latest information relevant to our community. What people want to see from NAD is a strengthened relationship with communities, and that is where we as NAD Board members ought to be held accountable. As Vice President I will do my utmost to ensure that is the case. I believe that I will bring a unique, community-based knowledge and contribute strategic efforts to ensure state and organizational affiliates are equipped with the tools to work hand-in-hand with NAD in strengthening our Deaf community!

My background & qualifications include: involvement in state associations, mostly in Indiana & California where I’ve lived; attendance of NAD conferences and involvement in NAD’s subcommittees for years; Teacher and Administrator at Deaf schools; co-founder of Bi-Bi Philosophy; Board of the Deaf Bilingual Coalition; Deaf Grassroots Movement rally. Currently I’m Region 4 Board member of NAD, also I’ve been heavily involved in two huge projects for NAD: Educational Strategic Team (EST) and Bilingual Education Teachers’ Training Program. All of the background & qualifications together clearly support NAD’s Vision & Mission.

Out of NAD’s current top priorities, I pick these three top priorities that I have a lot of experience and expertise: a) Full access to education, including ASL & Bilingualism; b) Language/Communication Rights; and c) Employment Rights for ALL Deaf & Hard of Hearing people. These three are my strengths.

How can we achieve civil, human & linguistic rights for all Deaf & HoH people? We do that by reaching out, collaborating, interacting with people through social media, (social media is the key) as well as bringing people together and listening to them. One great example of this is how the Deaf Grassroots Movement did all of that and achieved in bringing 50 states together. That is a great example of networking. NAD has been doing that but I believe we can do much more.

As a Board member, how will I make ensure collaboration between state associations, organizations, affiliates, and other key stakeholders with the NAD nationally, regionally, and locally? My experience as Region 4 Board, I met with state associations as a group every month, and met with the NAD Board monthly through VP, and face-to-face quarterly at different places in the country. As for the group meetings with the state associations, I noticed a lot of enthusiasm from them. We were able to share information, provide support, discuss concerns, and empower each other. Such meetings were made possible through technology. Many of the people showed interest in continuing such meetings. I want to not only continue but also expand that venue. In the recent past, we had our town hall meetings at different locations, some at Deaf schools where we showed involvement of local Deaf communities. I want to expand the town hall meeting concept somehow. I’m also game to try new ideas so I welcome them. I’m a communicator so I’m all for collaboration.

As mentioned in my experience, I have participated in various organizations through committees or serving on the board, I have a wealth of information and knowledge on how non-profit organizations are run, as well as the values of our community. I recognize the issues that are important to our community, and have been a long-time advocate within the community. With that, my experience and knowledge will be an asset to the NAD Board of Directors in the position of secretary.

I believe that the top priorities of the NAD are as follows: deaf education, language deprivation, and mental health. Those three items have been brought up in the last few NAD conferences as a hot topic, and have been voted on as a priority. Vision 2020, Goal 1 talks about deaf education, and every child has the opportunity to learn both ASL and English. The NAD will, no doubt, work on this through the Board of Directors, as well as the Education Strategy Team. With the recent changes in Affordable Care Act, there have been significant impact on mental health services for individuals who are deaf and hard of hearing, and this is due to language and cultural differences.

In order To preserve, protect, and promote the civil, human and linguistic rights of deaf and hard of hearing people, the NAD needs to continue to maintain its relationship with its membership, affiliates, as well as other organizations and government agencies. By maintaining its relationship with its membership, the NAD will ensure that they fully understand the needs of the community, and the path it wishes to go. By maintaining its relationship with its affiliates, the NAD will have a great pool of resources to work together to push for community unity, as well as changes that need to be made. By maintaining its relationship with organizations and government agencies, the NAD will be relied upon as an expert on the needs of the deaf community. As always, the NAD will need to continue to advocate for policy change, to ensure that our civil, human, and linguistic rights are protected. Relationships and advocacy are key to the success of the mission statement of the NAD.

The role of secretary is to ensure that the minutes are documented for each board meeting, as well as NAD Conference meetings. By getting those minutes posted in a timely fashion, State Associations, and Organization Affiliates will be aware of what the NAD Board of Directors are working on. Also, as a board member, I would work closely with the Director of Communications to ensure that any important information and initiatives discussed by the Board of Directors are distributed to key stakeholders, State Associations and Organizational Affiliates. The key is communication, and I would, as secretary ensure that crucial information is being communicated to State Associations, Organizational Affiliates and key stakeholders.

My background is that I have accounting degree and involve non-profit organization as treasurer for many years.

For 2020 vision – I would like to see NAD to become stronger in financial shape.

It is similar with beautiful art from Susan!

I strongly believe that NAD continues to collaborate with affiliates and state association in USA and World to make our life better.

During the last 24 plus years, have been involved with several Deaf and hearing boards and organizations, either as a member, advisor or officer which has given significant insight into how non-profit organizations are run. As a Region I state association delegate (08 & ’10) and a NLTC delegate (’09 & ’11), have gained an increased appreciation of the successes and challenges that NAD has encountered during the past several years. During the past four years as a NAD Region I board member, have worked with many state associations and affiliates to support their endeavors and provide technical assistance when requested. Also have gained institutional knowledge into the operations and board functions of NAD while serving as COR chair and working with various committees as requested by counterparts based on past non-profit management experience.

Based on feedback and trends from NAD members and the Deaf community at large, three priorities that come to mind are; ASL Education for Deaf Children, VRI and Hospital Interpreting Access, and Strengthening/Supporting NAD Operations.

Expansion of staff, board and membership advocacy/legal efforts to ensure justice through on-going systems change and societal awareness outreach endeavors.

Accountability and transparency are paramount in being able to ensure collaboration between all stakeholders and the larger community. It is essential that the board work together in a forward moving mindset that takes into consideration HQ staffing resources, volunteers, and funding towards supporting on going and effective collaboration activities that result in proactive outcomes.

I have over 20 years experience serving in a variety of roles for the Arkansas Association of the Deaf (AAD). I have served as AAD president, Vice President, convention chairperson, fundraiser, workshop coordinator, and social media chairperson. In addition, I have been an Arkansas delegate to the NAD conference during the years 1992-2010. Currently as a member of the NAD board, I am serving as chair of the VRI task force and co-chair of the Steering committee. In my professional capacity, I serve on the Arkansas Interpreter Licensure Advisory Board (2013 to the present), the Telecommunication Access Program Advisory Council (2010 to the present), and chair of the Services for the Deaf, Hard of Hearing and Deafblind Advisory Council for Arkansas Rehabilitation Services (2009 to the present).

1. Outreach to Deaf youth (e.g., K-12, postsecondary, and young adults). I would like to see the NAD continue to explore ways to improve its outreach to Deaf youth via social media.
2. Advocate for bilingual education and literacy for Deaf babies and students in K-12 programs. One example of a key priority is encouraging more states to advocate for state level legislation such as LEAD-K.
3. Advocate for Improved Employment Opportunities for Deaf people. To address ways to improve employment opportunities for Deaf Americans, I would like to see the NAD explore ways to partner and collaborate with other national organizations such as the NASADHH, CSAVR and the VR state coordinators of Deaf and Hard of Hearing services, PEPNet 2, and RSA (Rehabilitation Services Administration within the U.S. Department of Education).

The NAD will need to continue being a strong and powerful voice on behalf of Deaf Americans. One of the best ways it can do that is through ongoing outreach using social media and through ongoing information sharing and training programs such as the National Leadership Training Conference (NLTC). I also think it would help for the NAD to have more visibility at state association conferences. Perhaps the regional representatives could be asked to represent the NAD at the state association conferences in their regions. Also, perhaps the state associations could be encouraged to consider having “mini” leadership training conferences to provide those at the local and state levels with the knowledge and tools needed to “preserve and promote the civil, human and linguistic rights of deaf and hard of hearing people.”

I think the monthly meetings our regional representatives host with the state association presidents is a good way to facilitate communication between the NAD and the state associations. The video conferencing technology is not perfect yet, but it does offer a way to have direct communication with the state association presidents. Another possible idea may be for the regional representatives to produce vlogs with updates or brief summaries on important topics the NAD wishes to share with the state associations. A third idea, which I mentioned under question #4, would be for the regional representatives to represent the NAD at the state association conventions and for the state associations to be encouraged to sponsor “mini” leadership training conferences.

• Southwest Center for the Hearing Impaired – worked with vocational clients and learn to live independently
• Pitney Bowes Management Services – worked as Assistant Administrative and work huge responsibility
• Office of Development at Gallaudet University – worked as Office Assistant and understood how to recruit.
• ZVRS – worked as Outreach Specialist and enjoy to work with network a lot.
• Calk Elementary – worked as a teacher and could see students are passion for Deaf teacher.
• Sam Houston State University – worked as ASL Lecturer and make me realize we need more interpreters in America.
• Texas Association for the Deaf – Vice President, Board Member, Membership Coordinator, Book Program Chair, Volunteer Coordinator, Miss Deaf Texas Co-Director, Emcee, Judge, more duties – they help me to prepare for national level.
• All different skills I had experienced and I am able to help NAD.

Goal 1. NAD will ensure ASL is a birthright of every deaf and hard of hearing person. Tawny Holmes and I went to Gallaudet and happened we are Class for 2004. I know she is strong leader and NAD really can’t afford to lose. I definitely know she will be NAD President in someday. She is working as Education Advocates. My degree is Deaf Education with Master’s. I am able to provide my support to her whenever she needs.

Goal 2. NAD’s structure will value and incorporate community views as the community’s leading advocacy organization.
I believe this task should not be hard for every organization but my question is: Will NAD be able to keep in their mind that focus on this goal. After I read static of survey last fall, there are highest rank: Women, Educators, Age 55-75, Have graduate degree, and Anglo-Americans. I am sure that we can change this. Hope I am one of good example that I am Latino, youth, and grassroot. People may be more comfortable to talk or discuss with me. My goal is they trust and love NAD.

Goal 3. NAD will be a leading engine for social organization and mobilization. Since I involve Outreach Committee with Corey Axelrod, I see many topics for this Goal 3. I asked myself many times if anyone there at NAD is handling to this responsibility to communicate with all state association affiliates. I keep hearing from my president and they did get together once a month via zoom. He did not share information to his officers. I don’t know if it must be confident for himself. Something we really can do better. Maybe Region Director should send an agenda to all State Association Affiliates officers, they aware that a director will have a meeting with all State Association Affiliates presidents. I really want to work this task.

Write a grant letter and hire a staff for 24/7 to call toll free for Deaf residents and Hearing organizations/companies. Provide that NAD is here for Deaf American. We care to every Deaf person.

I always follow what the organization expects for me. I am not here for a title and have it on my resume. No, I accept to hold my title and I must show my performance. I will work with State Associations, Organization Affiliates, and other key stakeholders. I must avoid that I am educators and smart because you never know who State Associations might not have high leadership skill enough. Make sure to be there for them.

As I mentioned earlier, I have served on local, state, and national boards and committees in different capacities. I am eager to contribute my assortment of skills which include a balanced sense of leadership while still being able to maintain a sense of teamwork and appreciation of others’ contributions. The following skills and experience will enable me to be a dependable, hardworking, and passionate Region IV representative.

1) Advocacy:
a. My personal experience advocating for others in the mental health system, foster care, and VRI settings, regarding the limitations which continue to remain for deaf and hard of hearing adults and children, will enable me to contribute greatly to the current discussions.
b. I refer individuals to appropriate agencies/services to seek for further assistance.
c. I share resources with others

2) Fundraising:
a. During my term as a president of the Arizona Association of the Deaf, I was successful in attaining grants in order to host several well attended events which include: Deaf Monologue performers from California and a biennial statewide conference with several guest speakers from out of the state.
i. We brought back the statewide conference after years of not having one. Additionally, it was a three-day weekend, which was never done in the past.
ii. I was able to increase the organization’s funds from a meager amount to a substantial amount.
b. I worked with the JrNAD members to raise funds to send 5 students to attend the National JrNAD conference.

3) Interpreting Related:
a. I am a rater for the Sign Language Proficiency Interview
b. I served on the Arizona Commission for the Deaf and the Hard of Hearing Interpreter Licensure committee
c. I was the Interpreter Coordinator at Pima Community College and worked as a Deaf Interpreter
d. I served on the Pima Community College Interpreter Training Program Advisory Committee

4) Legislation:
a. I experienced testifying at the State Legislature in regards to the SB 1393 that is related to the Arizona State Schools for the Deaf and Blind (ASDB).
i. As soon as I became President of the Arizona Association of the Deaf, the ASDB Bill – SB 1393 was immediately put into my hands. I was successful with killing the Bill in a very short time frame along with others assistance.
ii. I worked collaboratively with different organizations and communities.
iii. I had various organizations and community members write letters to oppose the Bill to their state legislator representatives.

5) Membership Recruitment:
a. The Arizona Association of the Deaf organizations membership was increased by 100%
b. I always recruit members for the organizations that I have been part of.

6) Outreach:
a. I have done outreach on both a personal and professional basis.
b. I have reached out to diverse organizations which include; parents of deaf and hard of hearing children, people who are deaf and hard of hearing or have lost their hearing later in life.
c. The Arizona Association of the Deaf took over the Deaf Cactus e-News (DCN) via email distribution. All news feed were posted on its Facebook page. There was about 1,200 likes on the DCN page.
d. I have recruited youth to attend conferences such as Deaf Youth Rainbow and the Western Deaf Youth Conference.
e. I have promoted the Youth Leadership Camp in the southern states on a volunteer basis. As a result of my efforts, some Deaf youth attended the camp in the following summer.
f. I spoke to the graduating class of 2016 at the Arizona School for the Deaf as the keynote speaker.

I envision the top three priorities for NAD for the next two years to be:

a) Education Strategy Team: To continue to work and expand advocacy and resources to prepare states to help pass the language deprivation bill.
b) Mental Health Services: To remove barriers to mental health services by not having to go through a state contract with service providers to receive care. I want to see direct service providers without any red tape which prohibits deaf people from receiving such dire services.

Enforce Child Protection Service mandates which include requiring a person understands how to work with deaf parents with children or hearing parents with deaf/hard of hearing child(ren) or CODA.
c) Video Remote Interpreting Standards in Medical Settings: To continue promoting advocacy for the right to have a live interpreter in medical settings as this is an ongoing nationwide issue.

Regardless of my perspective regarding the top three possible priorities, I will abide by whichever top priorities are carried through by the Council of Representatives. I will honor the delegates’ requests of the Board of Directors and the NAD Headquarters.

The strategy is:
Together
Everyone
Achieves
More

= Involve diverse national/local organizations, affiliates, stakeholders and any individuals from all walks of life shall work together with a shared mission.

Welcome anyone to offer a hand and be open and include them on committees or sub-committees. The more heads we have the more we shall accomplish!

NAD’s slogan, “Nothing About Us Without Us” incorporates my personal vision of collaboration and teamwork. My personal goal as a future Region IV representative is bringing everyone together to collaborate and accomplish the top three priorities and any other goals. Again, I believe strongly that collaboration is the key to any successful board.

First and foremost, I believe in working collaboratively with diverse organizations as well as key stakeholders.

I have already developed a strong relationship with different local and state organizations that are affiliated to national organizations such as; Hands and Voices, Hearing Loss Association of America, Arizona Commission for the Deaf and the Hard of Hearing, Adult Loss of Hearing Association, and National Federation of Blind State Chapter as well as key stakeholders.

As a Region IV representative/board member, I will ensure transparency between the NAD Headquarters/NAD Board of Directors and the local/regional organizations, state associates, organizations affiliates and stakeholders by having open dialogue.

When I see a need for a resource, I will ensure communication and collaboration with appropriate individuals and organizations. The goal is that we work together, not individually.

It requires concise communication utilizing different means such as having monthly meetings, using social media, other technology advances, and the possibility of having a round table open to different stakeholders to participate.

As a former educator where I was a teacher and principal for many years at one Deaf school, I feel that my background and experience will help strengthen NAD’s approach to education to meet the needs of Deaf Americans, especially in the area of language acquisition for young Deaf children. I have been involved in many different positions in many different organizations over the years. I started as a delegate to NAD Convention in 1986 in Salt Lake City and my passion in supporting NAD’s goal of having successful Deaf Americans still continues today.

As part of NAD’s Vision 2020 plan, I envision that the three top priorities would be one, the critical language acquisition period for deaf youth aged 0 to 3 years. It is an exciting time for NAD to keep pushing the tide of change for education of these precious youth. Second, strengthening the relationship between State Associations and National level. Too often there are communication breakdowns, misunderstandings and lack of trainings along with plans that do not fall into place. Because of this priority, relationships would be strengthened to the point where State Associations and National level are united for the benefit of all Deaf Americans everywhere. Finally, because of my passion for the success of Deaf Youth, the priority would be to see wonderful opportunities continue for them through great programs of Jr NAD, YAP, YLC and many more to maintain their interest in the political processes for future generations.

NAD has greater opportunities now than ever before to achieve its mission of preserving, protecting and promoting the civil, human and linguistic rights of the deaf and hard of hearing people thanks to the excellent examples of leaders of NAD, both past and present. They have inspired people in maintaining a strong interest in the legislative processes made possible through the united efforts, stronger communication and mutual understanding of everyone involved.

Communication, communication, communication is the key to the success of tasks and efforts! If I am elected, I will make every effort to visit every State Association meetings and conferences for the next two years to learn of their strengths and how we all can use our differences to benefit us in working together to achieve objectives on issues at all three levels: local, state and national. Through effective communication, we can accomplish them through the united efforts to succeed at all three levels. Thank you.