The National Association of the Deaf (NAD), the nation’s premier civil rights organization representing the interests of deaf and hard-of-hearing individuals, has officially named Nicholas Kiego as its incoming Chief Executive Officer. This leadership transition, announced by the NAD Board of Directors, marks a significant turning point for the organization as it prepares for its 58th Biennial Conference in San Francisco this summer. Kiego, who is set to assume his responsibilities on August 1, 2026, steps into a role tasked with balancing the organization’s historic legacy with the evolving needs of a diverse, modern constituency.
A Period of Transition and Stabilization
The appointment of Kiego concludes a rigorous search process aimed at securing a leader capable of guiding the organization through a period of structural and strategic renewal. For the past two years, the NAD has been under the stewardship of Interim CEO Bobbie Beth Scoggins. During her tenure, Scoggins was widely credited by the Board of Directors with navigating the organization through a period of significant institutional volatility.
Scoggins’ work focused on restoring operational stability and re-establishing the foundational fiscal health necessary for long-term growth. Her leadership is recognized as the bridge that allowed the Board of Directors to pivot from crisis management to long-term strategic planning. As the organization prepares for the transition in August, Scoggins continues to collaborate closely with the Board and Kiego to ensure institutional continuity and the seamless transfer of executive authority.
The Roadmap for the New CEO
In his initial remarks to the community, Kiego emphasized a pragmatic and multifaceted agenda. His primary objectives include the restoration of organizational trust, the diversification of revenue streams, and the expansion of the membership base. These goals reflect a broader trend in the nonprofit sector, where advocacy organizations are increasingly required to demonstrate fiscal transparency and measurable impact to maintain stakeholder engagement.
Kiego’s focus on the "legacy" of the NAD suggests an intent to lean into the organization’s historic role as the primary lobbying force for the American Deaf community. Since its founding in 1880, the NAD has served as the vanguard for the protection of linguistic rights, education, and accessibility. By signaling a commitment to both financial stability and mission-driven advocacy, Kiego aims to modernize the association’s operational infrastructure without compromising its core civil rights mandate.
Strategic Goals and the 58th Biennial Conference
The 58th Biennial NAD Conference, scheduled for June 30 to July 5, 2026, serves as more than a routine gathering of members; it is being framed by the Board as a pivotal moment for collective goal-setting. The conference will provide a platform for organizational affiliates—state associations and individual members—to participate in the strategic planning that will define the NAD’s trajectory for the remainder of the decade.
The inclusion of the community in this planning process is a strategic move to address the feedback loops identified by the CEO Search Committee. By opening the floor to members, the leadership aims to align the organization’s upcoming initiatives with the grassroots priorities of its constituents. This is particularly important as the Deaf community continues to grapple with issues related to technological advancement, educational equity, and the recognition of American Sign Language (ASL) in various public sectors.
Background and Institutional Context
The NAD operates as a federation of state associations, with a reach that extends across the United States. Its influence is felt in legislative advocacy, litigation, and the promotion of communication access in public and private institutions. The search for a new CEO was characterized by an extensive vetting process involving a dedicated Search Committee, which solicited feedback from diverse sectors of the community.
The Board of Directors, led by President Stephanie Hakulin, underscored the importance of transparency in this decision-making process. The reliance on community feedback and a structured committee search highlights an effort to move away from top-down management toward a model of collaborative governance. This approach is intended to mitigate the friction that can occur during leadership changes in large, legacy advocacy organizations.
Fact-Based Analysis of Future Implications
The transition to Nicholas Kiego carries several implications for the future of the NAD:
- Fiscal Sustainability: The organization must reconcile the high cost of large-scale civil rights advocacy with a funding model that has faced challenges in recent years. Kiego’s mention of "growing revenue" suggests a move toward more aggressive fundraising strategies or the development of new income-generating programs.
- Membership Engagement: As digital platforms change how advocacy is organized, the NAD faces the challenge of remaining relevant to a younger, tech-savvy generation. Kiego’s focus on growing membership will likely require a digital-first approach to outreach and member retention.
- Lobbying and Policy: With the shifting landscape of federal and state laws regarding disability rights, the NAD must maintain a consistent presence in Washington, D.C. The new CEO will need to maintain strong relationships with federal agencies to ensure that the rights of deaf and hard-of-hearing individuals are prioritized in upcoming legislative cycles.
- Institutional Memory: Balancing the need for "new chapters" with the preservation of the organization’s 146-year history will be a delicate task. Kiego’s stated desire to hear the stories of members suggests he is prioritizing the human element of the organization, which is essential for maintaining the cohesion of a federation.
Stakeholder Expectations
The response from the broader community has been one of cautious optimism. The Board of Directors has expressed full confidence in Kiego’s strategic vision, and the involvement of the search committee suggests a broad consensus among the organization’s internal stakeholders. For the members and affiliates, the transition represents a chance to reset the organization’s priorities.
As the NAD approaches its San Francisco conference, the focus will remain on the transfer of power and the establishment of a clear, actionable plan. With the support of the current Board and the foundational stability provided by the interim administration, Kiego is positioned to initiate a new era of advocacy. The success of this appointment will likely be measured by the organization’s ability to turn these strategic promises into tangible results—specifically, the expansion of accessibility protections and the long-term fiscal health of the federation.
A Path Forward
The upcoming summer conference is expected to be a milestone in this transition. By inviting members to participate directly in strategic goal-setting, the NAD is signaling a commitment to a more inclusive and participatory governance model. For Nicholas Kiego, the conference provides an immediate opportunity to establish a rapport with the community he is set to lead. His invitation for members to approach him for informal conversations is a clear signal that he intends to prioritize accessibility and direct communication—a fitting hallmark for a leader of the National Association of the Deaf.
As the organization looks toward the remainder of 2026 and beyond, the focus will be on executing the strategic roadmap developed during the conference. The leadership transition, while significant, is part of a larger ongoing process of adapting the NAD to the challenges of the modern era. With a new CEO, a clear set of fiscal and mission-driven goals, and a mobilized membership base, the National Association of the Deaf appears poised to continue its work as the primary representative body for the American Deaf community. The coming months will be critical as Kiego and the Board of Directors translate these high-level objectives into the day-to-day operations that define the organization’s impact on the lives of millions.
