1. My name is Deb Cook Lewis, and I am a candidate for ACB First Vice President. I am active in the Washington Council of the Blind and Guide Dog Users, Inc.
In 2016, I was elected to the ACB Board of Publications and was appointed chair in 2019. As BOP Chair, I am the officer liaison to the ACB Public awareness Steering Committee, I serve on the convention Steering Committee and on the Awards Steering committee. In 2016, I was honored to be selected as a JPMorgan Chase Leadership Fellow. I have been significantly involved with ACB radio since 2004, and I have become acquainted with many of our members while assisting 8 affiliates to hold their first (and some second) virtual conventions along with coordinating logistics for breakout sessions for the ACB virtual convention last year and now for 2021.
In WA state, I have served as Treasurer four two-year terms and assisted the affiliate to move to an accrual system for financial management. I have also served as Resolutions Chair and on other committees.
In 2018 I retired after 44 years with WA State and the University of WA where I held increasingly responsible positions in direct service delivery and management.
I am the Governor appointed Chair of the WA State Human Rights Commission, am a member of the Voting System Certification Board for the WA State Office of Elections, and serve as an advisor to the Older blind Independent Living Program which I managed for more than ten years.
I have the knowledge, experience, and level of commitment to help lead ACB during these times of great opportunity and challenge. I have demonstrated my willingness to work hard for the organization.
2. I am a big picture person. This means I am comfortable with strategic planning, resource allocation, monitoring and measuring, and evaluating outcomes. I am organized and pay attention to detail which is critical in all phases of project management and implementation. I passionately care about ACB’s mission and goals and can systematically assist us to reach our goals and set new ones. And when it all comes down, I work long and hard for the cause. Look at my calendar and you will see lots of 6:00 AM meetings—one is either crazy or committed to do that.
3. ACB has more resources than ever before with increased revenue, more staffing, new initiatives and so much more. It is time to really look at and redefine our infrastructure. Above and beyond job descriptions, what are the roles of staff? How do we best use and manage our fabulous and committed volunteers? How do we all work smarter and not harder without burning people out? How do we keep focus on our membership and give you the tools you need to really succeed? How do we measure our accomplishments?
I propose that in addition to the strategic plans around our 9 organizational initiatives, we also look closely at our infrastructure of program delivery, management, and planning. We must bring our processes into the modern world without losing our focus on being a member driven organization.