David Contreras - A Proposal for LULAC's Second Century: Reclaiming Our Mission Through Grassroots Sovereignty

A Proposal for LULAC's Second Century: Reclaiming Our Mission Through Grassroots Sovereignty

David Contreras

If our organization is to survive into its second century, we must immediately pivot to a rigorous, mission-driven plan for legitimate, organic membership growth. This plan must explicitly define who is responsible for this growth, hold them accountable to measurable performance targets, and institute term limits for all National Board members to ensure that those who hold a vote on critical policy matters are fresh, accountable, and represent the current needs of the membership. Without these structural changes, the decline of our League is not just probable—it is inevitable.

As we approach our second century, we are faced with a sobering reality: our national presence is at its lowest point in recorded history. At our 2026 National Convention, we saw delegate attendance drop to just 325—a staggering decline from over 1,500 in 2013 and 500 in 2023. These numbers, coupled with the loss of nearly half our councils in just three years, serve as a final wake-up call. Our current operational model is not merely stagnant; it is in a state of rapid collapse.

If we want to reverse this, we must stop guessing and start governing. We must move beyond the current culture of self-interest and refocus our collective energy on the greater good of the League. Strategic growth is not just an administrative goal; it is a moral imperative if we are to ensure that our mission thrives for another 100 years.

A Culture in Need of Renewal

Our organizational health is being stifled by an "ego culture" that prioritizes prestige over service. If we are to survive the next century, we must address these cultural barriers:

 The Language of Exclusion: The frequent use of phrases like "As a point of personal privilege" at board meetings creates a wall between leaders and members. It reinforces the perception that a select few hold rights superior to the rest of the membership. We are all equal stakeholders; no one’s voice should be positioned as inherently more entitled than another’s.

 The Need for Professionalism: Our culture must begin with basic dignity. I recently witnessed the CEO use a demeaning, dismissive tone when responding to a member—my wife—who was simply asking a question. The CEO is an employee, not an overlord; they are hired to serve the board and the membership. A culture that permits disrespect toward those who empower our mission is a liability we can no longer afford.

 Opening the Path for New Leadership: We have veteran members who have served on the board for decades, often rotating through various positions. While their history is valued, we must prioritize organizational vitality. We need term limits to ensure that competent, fresh voices—especially our youth—have the opportunity to lead. We must stop the cycle of entrenchment and start the cycle of empowerment.

The Necessity of Organic Growth

We must demand legitimate, organic membership growth rather than the manipulation of our records for political gain. In 2025, the JC Martinez award for membership growth was presented to Richard Estrada, who sponsored 30 new councils just 30 days before the national election. These councils were widely challenged as "paper councils" designed to manipulate voting power. The truth is revealed in the data: 25 of those 30 councils failed to re-charter in 2026. This is not growth; it is the artificial inflation of delegate counts that hollows out our League. We must reject these political shortcuts and focus on building genuine, sustainable councils that serve our communities year-round.

Responsibility and Accountability Framework

To restore our strength, we must clarify the duties inherent to our leadership:

The National Board of Directors: As the supreme authority, they hold ultimate fiduciary responsibility. If membership numbers decline, the Board must exercise its authority to audit and enforce standards. The Board’s role is to lead, not to serve as a platform for a permanent political class.

State and District Directors: As the primary operational links to local councils, these leaders are responsible for ensuring councils remain active, hold monthly meetings, and maintain dues-paying rosters.

The Executive Director/CEO: The CEO is hired by and remains accountable to the National Executive Committee. Developing a strategic growth plan is not a secondary task; it is a core duty of the position. The Committee must hold the CEO accountable to measurable growth KPIs, ensuring that staff resources are dedicated to grassroots development rather than administrative stagnation.

The Path to Accountability: A "Hard Stop" Approach

We must transition from a reactive posture to one of strict regulatory enforcement:

1. Mandatory Audits: The National Board must require verified proof of in-person monthly meetings and dues payments for all councils to maintain voting status.

2. CEO Performance Gate: The Personnel Committee must hold the CEO accountable to measurable growth metrics. Failure to meet these metrics must trigger a formal review of their contract.

3. Governance Reassertion: The Board must reassert control over policy and staffing, ensuring the CEO and staff operate within their constitutional bounds.

The Bottom Line: Securing Our Future

The current leadership crisis is a natural outcome of a system where accountability has been diffused. We have the rules; what we lack is the collective discipline to enforce them. If the Board is not willing to hold underperforming staff accountable or decertify "paper councils," the organization will continue to decline.

We must decide today: Are we here for the title, or are we here for the mission? True growth begins when we make room for everyone. We should establish an "Emeritus" or "Advisory Council" to honor our veterans’ history while clearing the path for the next generation of leaders.

Let us build a second century defined by humility, service, and a fierce, uncompromising commitment to the grassroots. By empowering our youth, creating real leadership opportunities for our members, and choosing the greater good over self-interest, we will secure our legacy. Let us stop relying on external solutions and start rebuilding our foundation from within—so that 100 years from now, our organization is still standing, stronger than ever, for the communities we are sworn to serve.