The Search and Selection Process
The appointment of Kiego is the culmination of a rigorous, months-long search led by a dedicated committee appointed by the NAD Board of Directors. The process involved a multi-faceted approach, incorporating input from diverse stakeholders, including organizational affiliates, individual members, and community leaders. The search committee was tasked with identifying a candidate who not only possessed the requisite administrative and fiscal experience but also demonstrated a profound understanding of the nuanced political and social landscape of the American deaf community.
According to Board President Stephanie Hakulin, the decision-making process was deeply influenced by community feedback. The board sought a candidate capable of navigating the complex intersections of advocacy, organizational management, and public policy. The transparency of this search was designed to ensure that the incoming CEO would have the mandate necessary to implement the strategic changes required for the association’s long-term sustainability.
Chronology of Recent Leadership
The organizational history of the NAD over the past two years has been defined by a transition toward stabilization. Following a period of institutional volatility, the Board of Directors appointed Bobbie Beth Scoggins as Interim CEO. Scoggins, a seasoned leader with deep roots in the deaf community and a history of effective advocacy, was tasked with restoring internal order and preparing the infrastructure for a permanent successor.
During her tenure, Scoggins focused on fortifying the organization’s financial oversight and re-establishing trust with its membership base. Her work provided the "heavy lifting" required to transition the association from a reactive posture to one of strategic planning. By the time the search for a permanent CEO reached its final stages, the organization had achieved a level of fiscal stability that allowed the Board to focus on long-term growth rather than immediate crisis mitigation. The transition period between now and August 1, 2026, is intended to be a collaborative handover, ensuring that Kiego inherits an organization with clear operational continuity.
Incoming CEO Nicholas Kiego: A Strategic Mandate
Nicholas Kiego enters the CEO role with a clearly defined agenda that addresses the core operational challenges facing the NAD. In his initial remarks, Kiego outlined a multi-pillar strategy: rebuilding trust, ensuring fiscal solvency, expanding the membership base, and revitalizing the organization’s commitment to its historical mission.
For an organization like the NAD, these goals are not merely administrative; they are existential. The NAD relies on a complex funding model that includes federal grants, private donations, and membership dues. Increasing revenue and membership growth are critical for sustaining the organization’s lobbying efforts on Capitol Hill, where it advocates for legislative protections such as the Americans with Disabilities Act (ADA) and the Individuals with Disabilities Education Act (IDEA). By emphasizing the "significance of the NAD’s legacy," Kiego aims to reconnect the organization with its younger, more digitally active base, ensuring that the association remains relevant in an era of rapid technological and social change.
The 58th Biennial Conference: A Catalyst for Strategy
The 58th Biennial NAD Conference, scheduled for June 30 through July 5, 2026, in San Francisco, represents more than a professional gathering; it is the official launchpad for the next chapter of the association. This conference serves as the primary mechanism for strategic goal setting. The biennial format allows the organization to convene its affiliates—state associations and organizational partners—to codify the legislative and advocacy priorities for the coming two years.
Historically, these conferences have been the site of significant organizational evolution. The 2026 gathering is expected to be particularly high-stakes, as it provides the platform for Kiego to engage directly with the membership. His presence at the event is calculated to foster a culture of accessibility and transparency, signaling a departure from previous administrative styles that some members felt were opaque.
Data and Context: The State of the NAD
To understand the scope of Kiego’s challenge, one must look at the broader context of advocacy organizations for the disabled in the United States. According to the Bureau of Labor Statistics and various disability advocacy research groups, the deaf and hard-of-hearing population continues to face significant systemic disparities in employment, education, and healthcare access. The NAD, as the largest national organization of its kind, acts as the primary representative body for these issues.
The organization’s influence is measured by its ability to secure policy wins and maintain strong grassroots engagement. In recent years, the association has faced the challenge of balancing its role as a civil rights watchdog with the operational demands of a modern nonprofit. Fiscal reports for the organization indicate that administrative costs, while necessary for legal and advocacy operations, require careful management to ensure that donor confidence remains high. Kiego’s focus on "growing revenue" suggests a shift toward more diversified fundraising strategies, potentially tapping into corporate social responsibility (CSR) initiatives and more robust philanthropic campaigns.
Implications for the Deaf Community
The selection of Kiego carries significant implications for the future of deaf advocacy. If the incoming administration succeeds in its goal of rebuilding trust, the organization could see a surge in engagement from marginalized segments of the community, particularly deaf people of color and those in under-resourced rural areas. The NAD’s ability to act as a unified voice depends entirely on its perceived legitimacy among its members.
The partnership between Kiego and the Board of Directors will be the ultimate test of the organization’s new direction. The Board has expressed full confidence in Kiego’s vision, which implies a mutual agreement on the need for structural change. If the transition proves successful, the NAD could emerge as a more agile, responsive, and financially robust entity capable of tackling 21st-century issues like AI-driven communication accessibility, remote education, and universal design in digital infrastructure.
Perspectives on the Transition
Industry observers and long-term members of the NAD have noted that this transition represents a "reset" for the organization. The gratitude expressed by the Board toward the Search Committee and the outgoing Interim CEO reflects a collective effort to frame this change as a positive, intentional evolution rather than a reactionary measure. By acknowledging the difficulties of the past two years, the Board is attempting to draw a line under the previous era of instability, allowing the new leadership to operate with a cleaner slate.
For the membership, the transition period provides a window of opportunity to influence the incoming CEO’s priorities. Kiego’s invitation for members to "share their stories" is a deliberate attempt to humanize the administrative role and create a feedback loop between the executive office and the grassroots level. This approach is intended to decentralize the power structure slightly, making the NAD feel more like a collective movement and less like a top-down bureaucracy.
Looking Ahead: The Path to August
As the calendar approaches August 1, 2026, the NAD is in a state of active preparation. The administrative machinery of the organization is currently operating under the oversight of Bobbie Beth Scoggins, whose mandate is to ensure that the transition is seamless. This involves the transfer of institutional knowledge, the auditing of current financial projects, and the briefing of Kiego on the status of ongoing legislative advocacy.
The significance of this transition cannot be overstated. The NAD serves as a pillar for the American deaf community, and its health is directly tied to the ability of the community to advocate for its rights on a national stage. By prioritizing transparency, fiscal growth, and mission-driven leadership, the organization is positioning itself to address the challenges of the future while honoring the legacy of its past. As the community gathers in San Francisco this summer, the focus will be on defining the roadmap for the next several years—a roadmap that will be drafted under the guidance of Nicholas Kiego and the collective input of the association’s diverse and committed membership.
The Board of Directors has signaled that their support for Kiego will be steadfast, providing the necessary political backing for the difficult decisions that may lie ahead. With the framework for the 58th Biennial Conference now in place, the organization is prepared to invite its constituents to participate in the democratic processes that define the association. Whether this new chapter will lead to the anticipated revitalization remains to be seen, but the clear, structured, and deliberate nature of the transition process provides a solid foundation for the work that is to follow. The NAD stands at a crossroads, and the leadership of Kiego will determine the direction the organization takes as it moves toward its 150th anniversary and beyond.
