A diverse group engages in a discussion about leadership representation in the deaf community.
The Arizona Commission for the Deaf and Hard of Hearing faces backlash over its leadership selection process following the retirement of executive director Sherri Collins. The chosen finalists lack lived experience within the deaf community, raising concerns about representation and identity politics. Community members debate whether personal experience or professional qualifications should dominate leadership criteria. In response, the commission plans to restart the selection process with a focus on including candidates who understand the needs of the community.
PHOENIX – A leadership selection process has sparked controversy at the Arizona Commission for the Deaf and Hard of Hearing following the retirement announcement of Sherri Collins, who served as the executive director for 27 years. This agency was established in 1977 to support approximately 1.1 million Arizonans with hearing difficulties and over 20,000 deaf or deaf-blind individuals. The commission’s mission includes education, outreach, and facilitating connections to service providers such as American Sign Language interpreters.
The executive director plays a crucial role in representing the commission before the legislature and other governmental entities. Following Collins’ retirement, two finalists were chosen to take her position, both of whom bring extensive experience with the deaf community and related organizations. However, neither candidate is deaf, deaf-blind, or hard of hearing themselves, a factor that has led to significant debate among commission members and within the deaf community.
The selection process has ignited discussions about identity politics, inclusion, and the question of whether a hearing individual can truly represent the interests of the deaf community. A prominent sentiment arising from these discussions is “nothing about us without us,” highlighting the concern that the lived experiences of deaf individuals should play a pivotal role in leadership decisions affecting their community.
The discourse has also illuminated the dangers of social silos, where differing viewpoints might lead to divisions within the community. In particular, such discussions have a bearing on the leadership debates at institutions like the Phoenix Day School for the Deaf, which has experienced its own controversies regarding cochlear implants and varying educational philosophies embraced by members of the deaf community.
Amid these considerations, the “Deaf-with-a-capital-D” community advocates for seeing deafness not just as a disability but as a rich cultural identity. Proponents argue that recognizing and embracing this perspective is essential for authentic representation within leadership roles.
In light of the feedback and concerns raised, the commission has decided to restart the selection process. This will involve collaboration with an employment agency experienced in identifying candidates within the deaf community, thereby prioritizing the importance of lived experiences in the search for new leadership.
This decision has been met with mixed reactions. Some community members argue that leadership positions should be filled by those who can relate personally to the experiences of the people they serve, while others contend that qualifications and experience should take precedence over personal background.
Ultimately, this controversy has opened the floor for critical conversations about representation and the role of personal identity in leadership within the Arizona Commission for the Deaf and Hard of Hearing. As the commission moves forward with their renewed search for an executive director, the ongoing dialogues surrounding these important issues will likely influence the selection criteria and the future direction of the agency.
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