2026 DEC Executive Board Call for Nominations

All DEC Executive Board members:

• Serve as stewards of DEC’s mission, Ends, and Racial Equity Point of View

• Participate in collective decision-making and policy oversight

• Maintain clear boundaries between governance and operations

• Commit approximately 80–100 hours annually, including:

  • Monthly virtual board meetings (approximately 3 hours each)

  • Participation in committees or workgroups

  • Attendance at required in-person meetings aligned with DEC and CEC conferences (approximately 7 days annually; financial support available as needed)

Terms of service vary by role and are described below.

• Vice President: Four-year presidential line commitment (Vice President → President-Elect → President → Past President)

• Treasurer: Four-year term focused on fiscal stewardship, sustainability, and governance-level financial oversight

• Secretary: Three-year term supporting governance documentation, transparency, and continuity

• Member-at-Large: Three-year term contributing diverse expertise, systems connection, and equity-centered perspectives, while supporting and upholding adherence to board policies and bylaws.

• Family Member-at-Large: Two-year term bringing family voice and lived experience into DEC governance.

Governance learning is supported and expected across all positions. To learn more about DEC Executive Board activities and policies, please see the DEC EB Policy Manual.

Beginning in 2026, DEC is switching to a competency-based approach to Executive Board nominations. This approach focuses on the leadership capacities needed across the Board as a whole, rather than expecting every individual to bring the same background, expertise, or experiences.

Key commitments of this approach include:

• Valuing diverse pathways into leadership, including lived experience, community leadership, and professional expertise

• Viewing leadership readiness as developmental, supported through onboarding, mentoring, and shared learning

• Using competencies to guide reflection, conversation, and discernment—not scoring, ranking, or exclusion

No single board member is expected to demonstrate all competencies. Strong governance depends on complementary strengths across roles.

The Nominations Committee develops a recommended slate - a selection of candidates vetted and selected by the Committee and presented to membership for approval or disapproval, based on alignment with DEC leadership competencies, board composition needs, and collective leadership strengths. The Committee updates the DEC Executive Board and then shares the slate with the membership.Candidates should respond to the competencies that best align with their experiences, perspectives, or leadership interests. Responses are developmental, not evaluative, and help the Nominations Committee understand each candidate’s strengths, perspectives,  and growth potential within collective board leadership.

Nominees are invited to submit materials that reflect their individual experiences, perspectives, and leadership interests. All submissions are intended to support a developmental and strengths-based review process.

Nominees must submit:

• A current CV or résumé that includes up-to-date contact information

• Names and contact information for two individual references (each reference should be able to speak independently to the nominee’s experiences and contributions; group or team references are not permitted)

• An optional letter of support from an employer or affiliated organization (limited to one letter)

• Written reflection on one, two, or three of the competencies (described below) that most closely align with their lived experiences, professional pathways, and leadership aspirations. For each competency, please provide a 200-250 word reflection focusing on specific examples that illustrate the nominee’s perspectives, contributions, and areas for continued growth. Position-specific prompts will be provided.

DEC leadership competencies describe how board members steward mission, advance equity, and support long-term impact through governance. These competencies are intended to recognize diverse ways of knowing, leading, and contributing. They serve as a framework for reflection, dialogue, and ongoing leadership development, rather than evaluation.

Leading with Clear Direction

Leaders who demonstrate Governance (consistent oversight, accountability, and checks and balances) and Strategic Alignment are systems thinkers (able to think across the early childhood field and how strategies and activities can align, blend and braid to accomplish outcomes) who maintain disciplined focus on DEC’s vision, mission, RE POV, and all foundational documents and statements of the DEC (i.e. position statements, Ends statement). Grounded in the Carver Policy Governance principle of Ends Governance (Carver & Carver, 2006), they ensure that decisions are results-driven and rooted in long-term strategic direction. These leaders translate DEC’s vision, mission, and Racial Equity Point of View into actionable priorities, guide discussions toward outcomes rather than operations, and uphold integrity and accountability across all board deliberations.

Leading DEC through Growth

Exemplary Organizational Leadership and Change Navigation involves adaptability, transparency, and an emphasis on building capacity within the board and membership. Anchored in Policy Governance, leaders strengthen collective performance by fostering open communication, serving as thought leaders, mentoring peers, and modeling resilience during times of transition. They cultivate a culture of trust and growth, using reflection, and feedback, and a sense of shared ownership within DEC to guide continuous growth of the organization towards the goals of the Racial Equity Point of View.

Connecting People, Ideas, and Systems

Leaders who excel in Translational and Interdisciplinary Connection serve as connectors across systems, disciplines, and professional networks, integrating knowledge and methods from all to accelerate research to practice. Within Carver’s Executive Linkage domain (Carver & Carver, 2006), they ensure effective communication between the board, Executive Office, and key DEC leaders and partners, including but not limited to, CEC and its divisions, National Association for the Education of Young Children (NAEYC), Zero to Three, American Speech-Language-Hearing Association (ASHA), American Occupational Therapy Association (AOTA), American Physical Therapy Association (APTA), etc. They translate policy and research insights into clear, actionable messages and build partnerships that advance DEC’s Ends through collaboration across early childhood, policy, and higher education sectors. 

Leading with Equity and Inclusion

Global and Equity-Driven Responsibility reflects culturally responsive, inclusive, and globally informed leadership. Through the RE POV and the Carver lens of Ends—Equity and Representation (Carver & Carver, 2006), these leaders ensure that board decisions uphold access, representation, and justice across all levels of governance. These leaders promote authentic global and equity-driven responsibility in policies, initiatives, and partnerships, moving beyond representation toward shared influence and mutual accountability. They center the wisdom of individuals and families who have and are receiving services, amplifying and centering, wisdom, experience, and perspective of people with disabilities. They value bi-directional learning and highlight and prioritize the expertise of families. They integrate equity considerations into policy discussions, advocate for diverse perspectives, align organizational Ends with global and community contexts that honor all children, and families, and the professionals that serve the field.

Using Data to Learn and Improve 

In Data Literacy and Digital Leadership, board members act as analytical and forward-thinking stewards of organizational learning. Within the Carver domain of Monitoring and Executive Performance (Carver & Carver, 2006), they use data dashboards, digital tools, and performance indicators to track progress toward Ends. These leaders champion transparency, ethical data use, virtual engagement, and technology-enabled systems that enhance accountability and efficiency in governance operations. 

Developing Policies That Support Equity and Quality

Policy Formulation and Innovation call for conceptual, solution-oriented thinkers who engage in high-level policy development while fostering creativity within the board process. Rooted in Carver Policy Governance Board Process and Executive Limitations principles, these leaders draft and refine governance policies that balance innovation with procedural clarity (Carver & Carver, 2006). They promote experimentation in decision-making while safeguarding organizational integrity and policy coherence.

Working Smarter Together

Leaders who embody Sustainability and Systems Thinking approach governance through an ecological and long-range perspective. Guided by Carver’s Ethical Stewardship lens, they ensure that DEC’s Ends reflect sustainable, responsible, and ethical resource use. Through collaboration and communication, these leaders consider systemic implications of board decisions, reduce silos, leverage collective expertise, champion efficiency in operations, and prioritize long-term stability in pursuit of equitable outcomes for children and families.

Child and Family Centered Leadership

At the heart of Child Development and Family Orientation is a child- and family-centered philosophy grounded in research informed evidence-based practices which includes the lived experiences of those receiving services. Within Carver’s Ends—Child and Family Outcomes framework (Carver & Carver, 2006), and DEC’s Racial Equity Point of View, these leaders ensure that every policy, goal, and partnership advances the well-being and inclusion of young children, their families, and the professionals who serve them. They seek to ensure underrepresented voices are present in leadership conversations. They connect research, equity, and compassion in governance practice to maintain DEC’s commitment to human potential and flourishing.

Reference Carver, J., & Carver, M. (2006). A Carver policy governance guide, the policy governance model and the role of the board member. John Wiley & Sons.

April 2026

Optional: Indicate interest in learning more about DEC Board service. Information sessions and individual conversations will be available.

April 30, 2026 (11:59 PM ET)

Nomination packets due.

May 1–15, 2026

The Nominations Committee reviews materials using a structured, competency-informed reflection and discussion process.

Late May 2026

Candidate interviews conducted.

June 2026

A recommended slate is developed by the Nominations Committee and the Committee updates the DEC Executive Board.

Mid-Late June 2026

The slate of candidates is announced for DEC membership.

July 1, 2026

Newly elected Executive Board members begin their terms and participate in onboarding and mentoring.

DEC is committed to cultivating inclusive, transparent, and equitable leadership pathways. We strongly encourage nominations from individuals across racial, cultural, linguistic, geographic, professional, and family identities.

Leadership at DEC is supported—not assumed. Onboarding, mentoring, and shared governance practices are integral to board service.

If you have questions about the 2026 DEC Executive Board Call for Nominations, please email Serra Acar at serra.acar@umb.edu.