Save this PDF as:

Size: px
Start display at page:



1 MCLR DEUELOPMENT PLRN PRIMBRV PROGRAMMING OBJECTIUES PRELIMINARY IDERS Table of Contents: Objective p. 1 MCLR Goal 1 p. 1 Objectives of Goal 1 p. 1 Strategies and Programs for Goal 1 p. 1 Goal 1 additional strategies p. 2 MCLR Goal 2 p. 3 Objectives of Goal 2 p. 3 Strategies and Programs Goal 2 p. 3 Outcomes p. 4 Strategical Focus p. 4 Recommendations p. 4 Fund Development Plan p. 5 Small Corporate Donations p. 5 Preparation For Larger Gifts p. 5 Foundations and Public Agencies p. 5 Funds for the Scholars' Roundtable p. 6 Advisory Board p. 6 Practical areas of expertise p. 6 Board of Directors Benefits of quarterly meetings Disadvantages of quarterly meetings p. 7 p. 7 P-7

2 MCLR DEUELOPMENT PLRN PRIMRRV PROGRAMMING ORJECTIUES PRELIMINARY IDERS OBJECTIVE: A) To make MCLR grow as opposed to merely survive B) To develop concrete strategies to implement the goals of MCLR C) To develop funding strategies to carry-out the mission of MCLR MCLR GORLS: MCLR GOAL 1: Increase the Presence and enhance the status of Latino Scholars in the Midwest. MCLR GOAL 2: Encourage and support scholarship on Midwestern Latino issues. MCLR GORL 1: Increase the Presence and enhance the status of Latino Scholars in the Midwest. Objectives of Goal l: A) Increase the importance of Latino faculty to member institutions. B) Represent the needs of Midwestern Latino Scholars to members institutions. C) Increase the pool of Latino scholars and rationale to member institutions a) attract Latino Scholars from other regions to the Midwest. b) increase the numbers of PhD's produced in the Midwest in all fields. D) Retention and promotion of Latino faculty Strategies <md Program? fpr Goal 1: 1. Collection and distribution of data on Midwestern Latinos Time frame Money 2. Maintain continuous direct dialogue with the leadership of member institutions A) Conduct Board meetings at member institutions at which additional institutional representatives can participate. B) Meetings of the Board, Chair, and Executive Director with institutional leadership. Time frame and objectives of the visit Develop a packet of Information that includes: C) Periodic reports on MCLR activities to University leadership. How often?

3 Concerns: MCLR needs money for the implementation of projects that will later he reported to the universities. C03l 1 gftategigg: 1. Faculty survey Time frame Personnel for data analysis 2. Cost of duplication _ Leadership development program What kinds of programs? Cost involved Time frame to develop these programs 3. Roundtable Implement Sponsorhip with Other sources of funding How to benefit a larger number of scholars Concerns: MCLR needs to find a source to fund the Roundtable. If MCLR continues funding the Roundtable without receiving any additional revenues there is no possibility to grow and to fund other projects. MCLR cannot survive with the institutional memberships alone. 4. Faculty directory How to increase faculty involvement in this project? Time frame to complete the directory: Cost of reproduction: Concerns: MCLR needs the help of the representatives. been slim So far, the responses have 5. Increased Latino participation on review panels in funding agencies. How? (develop a strategy) 6. Increased Latino participation in the tenure and promotion process. How? (develop a strategy) 7. Development of leadership programs to recruit and support Latino graduate students. How? (develop a strategy) 8. Collaboration with other scholars and organizations with compatible missions. Identify compatible institutions and organizations How will this partnership function? Costs involved? Advantages of partnering?

4 MCLR GOAL 2: Encourage and support scholarship on Midwestern Latino issues. Objectives of Go^l 2: A) Enhance the perception and status of Latino Scholars in all disciplines B) Identify the existing body of research on Latinos in the Midwest and disseminate information about it C) Identify gaps in research and methodology D) Develop an agenda for future research E) Promote collaborative and comparative research within and beyond the Latino community. F) Identify and expand resources to support research on Latino issues G) Integrate Latino issues into mainstream curriculum Strategies find Programs Goal 2; 1. Develop a collaborative inter-institutional project to inventory, preserve, and catalogue research materials. How? Who will do it? Time frame Costs involved 2. Establish networks of scholars to share research within and beyond Latino communities How? Time frame Costs involved 3. Enhance library holdings for the study and teaching of Midwest Latino issues How? Costs 4. Create an MCLR working paper series Cost 5. Raise funds to support Latino scholarship Implement fund raising activities What kinds of activities? Time frame Cost for MCLR Concerns: MCLR needs to increase its funds with various fund raising activities and matching funds. Fund raising activities should also attract Latino students and enlist theim as volunteers. MCLR needs to seriously consider various sources of revenue in addition to grant writing.for research.

5 (Strategies Goal 2 contd...,) 6. Maintain faculty directory How? Cost OUTCOMES: Increase of Latino scholars and their professional advancement Increase of Latino scholarship Increase in institutional importance of Latino scholars and scholarship Development of leadership among Latino faculty and administrators STRRTEGICRL FOCUS In order to be successful MCLR needs to focus on certain priorities. Following are the most important: a) Aggressive Fund Development Plan b) Seminars, lecture series on the various campuses c) Scholars' publications, reprint series, MCLR working papers series d) Competitive research Initiation Grants Program e) Faculty recruitment and retention f) Research seminar for graduates g) Collaborative grants for various initiatives h) Improve technical capabilities i) Scholars Roundtable j) Visibility Can these goals be met within five years? How should these goals be prioritized? How do we get from point A to point B?l goal implementation Who are we serving? Students, Faculty, Administrators? Will the chilling political climate obstruct our goals? RECOMMEND RT IONS A) MCLR should hire a fund development specialist on a contract basis to assist with grants and fund raising. B) Review role of an Advisory Board/Board of Directors C) National visibility - visibility - visibility! D) Suggestions in the Plan For Succession should be implemented. E) Stability - the administrative office needs to remain in a a stationary location for more than one year at a time. The MCLR office has moved three times during the last two years, and has been housed at two institutions since its formation. 4

6 What are the pros and cons of an having an independent (Non-Profit)503c status? If results are positive, can we strive for a half-time fund development specialist? The Board of Directors offer critical programmatic advice, but how can we build on existing knowledge to achieve our goals? FUND DEUELOPMENT PLAN Objective: MCLR needs to grow Small Corporate Donations A) The institutional contributions should equal 20 to 30 % of MCLR's overall budget. The remainder should be generated from grants and corporate contributions. B) Corporate contributions should be sought in Chicago as an initial test. C) Direct mail requests should be hand addressed, short letters, include an informational flyer with a return device. D) Contributions should have a minimum of $50.00 with a maximum of $1, The idea is to get ongoing gifts year after year. E) Personal visits to at least ten Chicago based corporations should be made with a follow-up letter. F) Find a way to thank businesses publicly when contributions are received. Preparation For Larger Gifts 1. Develop a credible base for support: A) Identify important problems or needs that MCLR intends to address with the help of the larger contributions. B) Indicate how MCLR is capable of addressing these problems. C) Somehow match the problem and proposed solution with a funders own philanthropic desires. 2. Motivating Larger Corporate Contributions: A) The contribution will influence public opinion. B) The gift will benefit it's own employees. C) The gift will help in marketing efforts (increased sales, etc.) Foundations and Public Rgencies 1. Important Sources of Larger Restricted Grants 2. Foundation Grants Index 3. Catalogue of Federal Domestic Assistance

7 Member Institutions expect us to raise money for programming. MCLR receives just enough money to pay a director's salary, part-time student salary, and operate a small office. Was MCLR initially formed to serve as a fund development arm for its member institutions? We receive adequate funding for sustenance, but not for growth. The CIC model is no longer viable due to the expected demise of the Department of Education and National Endowment for the Humanities (which are primary financial sponsors of the CIC). FUNDS FOR THE SCHOLRRS 1 ROUNDTRBLE A) Look for Regular Sponsorships B) Make the Roundtable a Source of Revenue for MCLR a) Charging a fee for Registration and increase the number of participants. b) Having Scholars pay for their Trip and Lodging. MCLR would cover food. b) Selling Books There is a need to fund the Scholars' Roundtables on a regular basis. MCLR cannot keep funding the Roundtables if we want to grow as opposed to just survive. Funding the Roundtables implies that at least $ 15, 000 to 18, 000 dollars are not used to fund other activities. RDUISORY BORRD Practical areas of expertise: * Nonprofit trusteeship * Organizational planning * Financial/accounting * Fund raising (including business/corporate, individual, public agency, and foundation) * Personnel management * Legal matters * Public relations Most non-profits have advisory boards who can offer experience in the areas mentioned above. MCLR's Board of Directors offers a wealth of academic research expertise and administrative expertise. MCLR needs an advisory board that is composed of both the public (institutional) and private (business) sectors.

8 BOARD OF DIRECTORS Benefits of quarterly meetings: * Visibility on campuses * Opportunity to meet with administrators * Flow of communication Dlsaduantages of quarterly meetings: * Added responsibility for Board Members /Schedules * Expense of meetings 7 msuspcjft mc)