Transcription
LOS A N GELES DOD G ER S FOUN DAT I ONStrategic PlanFISCAL YEARS 2019-2023STRATEGIC P LA NF I S C A L Y E A R S 2 01 9 - 20231
LOS A N GELES DOD G ER S FOUN DAT I ONTABLE OFCONTENTSSTRATEGIC P LA NOur GrowthPg 3Our ProcessPg 4 - 5Our FindingsPg 6 - 7Our VisionPg 8Our MissionPg 9Our GoalsPg 10 - 28Our RoadmapPg 29AddendumPg 30F I S C A L Y E A R S 2 01 9 - 20232
LOS A N GELES DOD G ER S FOUN DAT I ONOUR GROWTHIn 2014, and under new Dodger Ownership, the Los AngelesDodgers Foundation (LADF) underwent its first ever StrategicPlan. The 3-year plan served as a guideline for LADF, whileit refreshed and rebranded, preparing itself for substantialfinancial and programmatic growth.Organizational opportunities like increased transparency,fundraising, measurement and governance were addressed,while new programs were introduced, priming LADF to achievethe significant accomplishments of developing and executingDodgers RBI, instituting goals and metrics related to DodgersDreamfields and the creation of a targeted grants program – allwhile growing strategic partnerships and increasing fundingstreams.Because of the strengthened infrastructure, growth in programsand increased fundraising, LADF now serves more than 10,000youth through Dodgers RBI, impacts over 300,000 youth throughDodgers Dreamfields – with 24 of 50 fields completed in the last5 years alone – partners with the Dodgers Community RelationsDepartment to execute LA Reads, which spurred millions ofminutes read by LA students, created a College and CareerAccelerator and distributed more than 25 million in programsand grants to hundreds of organizations across Los Angeles.STRATEGIC P LA NF I S C A L Y E A R S 2 01 9 - 20233
LOS A N GELES DOD G ER S FOUN DAT I ONPRIMARY OBJECTIVES1OUR PROCESSThe following document outlines the strategic planprocess for fiscal years 2019 through 2023 andconveys key decisions made by LADF. This plan ismeant to be a living, working document that staffand leadership will use to address issues raised andimplement new policies and programs.To assess the organizational capacity of LADFto maintain its current operationsthe quality and level of programs2 Toanddeterminegrantmaking LADF could and should pursue3To recommend a plan of action for theorganization moving forwardAssessing strengths and opportunities to consider through theplan, LADF conducted a six-month audit of its organizationwhich included: Listening tour with former and current staff, boardmembers, strategic partners, funders, Los Angeles countyand city employees, and Dodgers organization employeesand leadership Focus groups, one-on-ones and interviewswith program participants Conferences, summits, meetings and panels Review of appropriate research and assessmentsSTRATEGIC P LA NF I S C A L Y E A R S 2 01 9 - 20234
LOS A N GELES DOD G ER S FOUN DAT I ONOUR PROCESSListening Tour LADF Board of Directors Nominating and Governance Committee(CONTINUED)Program Focus Groups,One-on-Ones andInterviewsConferences, Summits,Meetings and Panels Dodgers RBI Advisory Committee Kiesha Owens, Dodgers RBI Parent Giants Community FundBest Practices Meeting Washington Nationals Philanthropies Steve Park, LA Reads Parent MLB Community/Foundation Meetings LADF Full Time Staff 12 Dodgers RBI Affiliate Partners LA84 Foundation Summit Los Angeles Dodgers Staff 10 Dodgers Dreamfields Locations Beyond Sport Beyond Innovation SummitCorey Schimmel, Partnership Services 6 Parent Advisory Team SubgroupsMeetings 3 Coach SubgroupsMatt Mesa, former Social Media & Content Youth Feedback GroupJon Chapper, Public RelationsFocus GroupsNaomi Rodriguez, External Affairs &Community RelationsTucker Kain, Chief Financial OfficerStrategic PartnersJacky Holler, Bank of AmericaOscar Delgado, LA84 FoundationAlan Berkes, Positive Coaching AllianceCalifornia Community FoundationLos Angeles Unified School DistrictSupervisor Hilda SolisCouncilmember Curren PriceVicki Israel, Assistant GeneralManager, City of Los AngelesRecreation and ParksLos Angeles Police Department College Representatives - USC, UCLA,Cal State LACarl Cooper, Chief OperatingOfficer, County of Los Angeles Parksand RecreationResearch and Assessments Children Now Pro Kid Report Los Angeles CountyPark Space AssessmentSTRATEGIC P LA NF I S C A L Y E A R S 2 01 9 - 20235
LOS A N GELES DOD G ER S FOUN DAT I ONOUR FINDINGSThis review affirmed that the Dodgers organization possessesa strong, positive brand within the community, whichLADF reinforces by delivering on quality programsand support. It was confirmed that nearly all externalindividuals and organizations do not see LADF as aseparate entity from the Dodgers organization and, infact, view the organization more positively when theyhave learned or experienced the impact LADF makesthroughout LA. Most importantly, interviewees praised LADF’srole as a key partner – not just to its grantees, but to everyorganization it chooses to align itself.Concerns were relayed regarding sufficient internal and externalcommunications, the appropriate level of staffing, clarity of rolesand array of activity – both direct programs and otherwise – byLADF, and the articulation of a clear, innovative and forwardthinking vision from LADF moving forward.STRATEGIC P LA NF I S C A L Y E A R S 2 01 9 - 20236
LOS A N GELES DOD G ER S FOUN DAT I ONOUR FINDINGS(CONTINUED)SPECIFIC THEMES THAT EMERGED DURING THISPROCESS WERE:LADF’s success is linked to its relationship withits partners, and therefore, must assert itself as aleader within these partnerships.The immediate reaction from external stakeholders is thatLADF exists to provide positive marketing for the organization.Once they directly interact with LADF, that perception quicklydissipates and the larger impact LADF makes is recognized andvalidated.As an organization that provides both grantmaking and directprograms, LADF operates more like a governmental agencythan a traditional Foundation. Due to this structure, it’s LADF’sresponsibility to ensure that their external partners have theresources and continued support necessary to deliver in directprograming. Additionally, grantees will benefit from a fullunderstanding of the breadth of services LADF can provide thembeyond direct funding.Increased visibility for LADF will benefit all whopartner with it.LADF must improve its communications andcollaboration with the Dodgers.The Dodgers have an incredibly unique brand that connectswith people across the globe and cuts through many industriesand demographics. Because of this, the traditional philanthropiccommunity should look to LADF as a convener, while LADFmust also create an infrastructure where grantees and those servedthrough its direct programing can benefit from this platform.Although the Dodgers organization provides LADF its platform,giving it relevance and credibility, the organization does notappear to fully understand nor value LADF’s impact and how thatpositively positions them within LA, Major League Baseball andthe larger philanthropic community.LADF must streamline its messaging andcommunicate a clear vision to grow.The strategic plan lays out details for LADF to expand its reach and deepen the impact of its work, all while addressingissues of sustainability to support this growth. The following document conveys a vision for LADF, outlines goals LADFhas identified to pursue this vision, and details an implementation plan, which addresses governance, staffing structure,and programmatic activities.STRATEGIC P LA NF I S C A L Y E A R S 2 01 9 - 20237
LOS A N GELES DOD G ER S FOUN DAT I ONCREATING MAJOR LEAGUE COMMUNITIESOUR VISIONThe Los AngelesDodgers Foundationenvisions a city whereevery young Angeleno,in every neighborhood,can thrive.STRATEGIC P LA NF I S C A L Y E A R S 2 01 9 - 20238
LOS A N GELES DOD G ER S FOUN DAT I ONOUR MISSIONHarnessing the power of the Dodgerbrand and a passionate fan base,LADF works to significantly impactunderserved youth in some of themost challenged neighborhoods ofLos Angeles.LADF administers direct programs serving youth andcommunities at large and provides grants to local nonprofitorganizations. LADF is focused on finding innovative ways tocreate opportunities for children through programs that engagewith kids in sports, helps kids stay active and promote academicsuccess. With the support of partners, stakeholders and fans,LADF produces incredible results on fields, in classrooms and atrecreation centers.STRATEGIC P LA NEDUCATION LITERACYLADF provides access, opportunity andinnovation to youth at critical engagement stages– from kindergarten through college – throughreading and STEM activities, foster care supportservices, middle school mentorship, and collegescholarships and support.SPORTS RECREATIONLADF uses baseball and softball to buildcommunity and reinforce what it means to bea team. We create leadership opportunities andpromote sports based youth development throughincreased skills, and positive and safe places toplay for youth of all abilities.HEALTH WELLNESSLADF addresses health challenges that preventchildren from excelling in school or recreationalactivities, including food insecurity, fitness andhealthy eating. We provide tools and supportefforts to improve the mental and physicalwellness of our kids.F I S C A L Y E A R S 2 01 9 - 20239
LOS A N GELES DOD G ER S FOUN DAT I ONOUR GOALSBroaden anddeepen the impactof our missionEnhance influencethrough increasedvisibilitySTRATEGIC P LA NEnsureorganizationalsustainabilityF I S C A L Y E A R S 2 01 9 - 202310
LOS A N GELES DOD G ER S FOUN DAT I ONGoal 1BROADEN ANDDEEPEN THEIMPACT OF OURMISSIONObjectives1Deliver programs that maintain significant reach2Increase and evaluate funding for direct programs3Improve communications and program services4Build capacity among program partners5Use the Dodger and Dodgers Foundation brands totransform Los AngelesSTRATEGIC P LA NF I S C A L Y E A R S 2 01 9 - 202311
LOS A N GELES DOD G ER S FOUN DAT I ONACTIVITIES Build 25 Dodgers Dreamfields in 15 years(see Beyond 50: 75 by 75 plan in addendum)GOAL 1BROADEN ANDDEEPEN THEIMPACT OF OURMISSIONOBJECTIVE 1Deliver programs that canmaintain significant reachWORK LEADDirector, Youth ProgramsSTRATEGIC P LA N Consider Dodgers RBI Rebrand to clarify comprehensive natureof program, its offerings and impact Expand LA Reads: every kindergartener receives a book, LADFbranded curriculum, increase visibility of grantees, identifyliteracy partner, increase access and consider online viewingcomponent Expand Science of Baseball curriculum through additionalpartnerships; include in all LADF direct programs Develop Dodgers Foundation Scholarship for studentssurrounding Dodger Stadium (partnership with CaliforniaCommunity Foundation) Consider civic project/partnership; host civic philanthropicpeers and partnersRESOURCES REQUIRED Restructured Program Team (Manager and Coordinators) Manager, Strategy and Impact Chief Operating Officer Grants Committee Beyond 50: 10MM Corporate Partners Foundation Partners Strong Education, Sports and Health PartnersF I S C A L Y E A R S 2 01 9 - 202312
LOS A N GELES DOD G ER S FOUN DAT I ONACTIVITIES Develop and implement comprehensive fundraising program tosupport and advance workGOAL 1BROADEN ANDDEEPEN THEIMPACT OF OURMISSIONOBJECTIVE 2Increase and evaluatefunding for direct programsWORK LEADDirector, Development and CommunicationsSTRATEGIC P LA N Build development capability including major gifts and corporate,individual and foundation giving Meet with existing major donors and corporate/foundation partnersto solidify, strengthen and expand relationships Increase fundraising at current special events, including multi-milliondollar annual fundraising gala Marketing staff to develop communications strategy, which includesmaterials to support development efforts Evaluate current grants to all organizations including parks, andconsider measurement of effectiveness; strengthen evaluations ofdirect programs Engage in longitudinal study with University partner; conductcomparative analysis and identify best practicesRESOURCES REQUIRED Chief Operating Officer Manager, Strategy and Impact Manager, Operations & Marketing Supervisor, In-stadium Fundraising Coordinator, Game Day 50/50 Sellers Associate, Development Salesforce Dodgers Corporate Partnership DepartmentF I S C A L Y E A R S 2 01 9 - 202313
LOS A N GELES DOD G ER S FOUN DAT I ONACTIVITIES Establish consistent communications with Dodgers Streamline content/digital assets, external and internal communications toall have one messageGOAL 1BROADEN ANDDEEPEN THEIMPACT OF OURMISSION Evaluate marketing; develop and implement clear and consistent materialsOBJECTIVE 3 Formally evaluate LeagueApps and identify areas of improvement andincreased access; Modify system for directly communicating with programrecipients and their families; simplify and streamline, including theimplementation of a formal calendar with regular updatesImprove communicationsand program services Enhance player and coach development program (e.g. address varyinglevels of experience) Seek appropriate programs, partners and funding to support traumainformed work Activate Dodgers Dreamfields that don’t have Dodgers RBI (e.g. skillsclinics and community service projects) Streamline educational program and consider Dodgers RBI Scholarselement, College and Career Accelerator, Jr. Achiever program and/or app Expand LA Reads to other programming sites(e.g. Rec Centers, Dodgers Dreamfields)WORK LEADDirector, Development & CommunicationsDirector, Youth ProgramsRESOURCES REQUIREDSTRATEGIC P LA NF I S C A L Y E A R S 2 01 9 - 2023 Manager, Operations and Marketing Manager, Strategy and Impact Manager, Youth Programs Coordinators, Youth Programs 15 Field Champions, Youth Programs Dodgers Business Development & Analytics Consider Pro Bono Communications Firm Funnel Marketing Support14
LOS A N GELES DOD G ER S FOUN DAT I ONGOAL 1BROADEN ANDDEEPEN THEIMPACT OF OURMISSIONACTIVITIES Increase on the ground presence, consider adopting communityambassador/field champions (e.g. Up2Us Sports/Americorp) Create infrastructure for program staff to work remotely withaffiliate partners Increase field maintenance education and resources Increase interaction and empower on site partner staffOBJECTIVE 4Build capacity amongprogram partnersRESOURCES REQUIRED Chief Operating Officer Manager, Youth ProgramsWORK LEADDirector, Youth Programs Coordinators, Youth Programs 15 Field Champions, Youth ProgramsSTRATEGIC P LA NF I S C A L Y E A R S 2 01 9 - 202315
LOS A N GELES DOD G ER S FOUN DAT I ONACTIVITIES Partner with Dodger Owners to increase program impact throughout Los AngelesGOAL 1BROADEN ANDDEEPEN THEIMPACT OF OURMISSIONOBJECTIVE 5Use the Dodger and DodgersFoundation brands totransform Los AngelesWORK LEAD:Chief Executive Officer Launch Special Projects Committee to identify big impact project(s) Secure transformational funding Secure space Consider scalability (e.g. national impact) Research and align relevance of project to existing LADF mission Identify case studies; past associates projects Identify appropriate partners and consultants Explore relationships with Dodger partners (e.g. EL1) and initiatives(Dodgers Youth Initiative) Create communications plan Create community outreach programRESOURCES REQUIRED Board of Directors Chief Operating Officer Director, Youth Programs Director, Development and Communications Dodger Senior ExecutivesSTRATEGIC P LA NF I S C A L Y E A R S 2 01 9 - 202316
LOS A N GELES DOD G ER S FOUN DAT I ONGoal ease and Revitalize Board of Directors2Assemble a staff and structure that will most efficientlyand effectively deliver on LADF’s goals3Create and implement Development PlanSTRATEGIC P LA NF I S C A L Y E A R S 2 01 9 - 202317
LOS A N GELES DOD G ER S FOUN DAT I ONACTIVITIESGOAL 2ENSUREORGANIZATIONALSUSTAINABILITYOBJECTIVE 1Increase and RevitalizeBoard of Directors Implement new bylaws and new position description Increase Board engagement, e.g. new committees and roles Increase Board presence at programs events Engage current Board and Leadership in cultivationand fundraisingRESOURCES REQUIRED Create Programs Committee Assign new and existing Board Members to committeesWORK LEADChief Executive OfficerGonring, Spahn & Associates Increased and consistent communications to Board fromChief Executive OfficerSTRATEGIC P LA NF I S C A L Y E A R S 2 01 9 - 202318
LOS A N GELES DOD G ER S FOUN DAT I ONACTIVITIES Create Chief Operating Officer; hire Coordinator, GrantsGOAL 2ENSUREORGANIZATIONALSUSTAINABILITYOBJECTIVE 2Assemble a staff andstructure that will mostefficiently and effectivelydeliver on LADF’s goalsWORK LEADChief Executive Officer Create Youth Programs Department, which includes: Director,Manager, two Coordinators and 15 Field Champions Create Development and Communications department, whichincludes; Director, Manager, Operations & Marketing, Manager,Strategy & Impact, Supervisor, In-Stadium Fundraising,Coordinator, Game Day, Associate, Development and 50/50 Sellers Establish staff professional development Align part-time staff with program calendarRESOURCES REQUIRED Chief Operating Officer Board of Directors Dodgers Planning and Development Office: Office Space Salaries for new positions Raises/other resources for current LADF staffSTRATEGIC P LA NF I S C A L Y E A R S 2 01 9 - 202319
LOS A N GELES DOD G ER S FOUN DAT I ONKEYNEW POSITIONBOARD OF DIRECTORSMARK WALTER (CHAIRMAN)NICHOL WHITEMANCHIEF EXECUTIVE OFFICERRESTRUCTURED POSITION10 FULL TIME69 PART TIME40 50/50 SELLERS15 FIELD CHAMPIONS,YOUTH PROGRAMS12 ASSOCIATES2 COORDINATORS, GAME DAYCHAITALI GALA MEHTACHIEF OPERATING OFFICEROPENDIRECTOR, DEVELOPMENT& COMMUNICATIONSTIFFANY RUBINDIRECTOR, YOUTH PROGRAMSFULL TIME NON-EXEMPT**PART TIME NON-EXEMPT*OVERSITE OF SENIOR STAFFSHARED REPORTINGERIN EDWARDSMANAGER, OPERATIONS& MARKETING**JAMES LOPEZ, MSWMANAGER, STRATEGY& IMPACT**18.9% ESTIMATED PERCENTAGEINCREASE IN SALARY TOTAL FROM2018-19ALYSSA PLOURDECOORDINATOR,GRANTS**SEAN MULLIGANMANAGER,YOUTH PROGRAMS**NIKKI GARCIASUPERVISOR,IN-STADIUM FUNDRAISINGOPENCOORDINATOR,GAME DAY*OPENCOORDINATOR,GAME DAY*JOHN MUTOCOORDINATOR,YOUTH PROGRAMS**UP2US15 FIELD CHAMPIONS,YOUTH PROGRAMS**OPEN50/50 SELLERS*Baseball FoundationsWith Similar ActivityGIANTS COMMUNITY FUND(10 FTES)JAYS CARE (20 FTES)RED SOX FOUNDATION(11 FTES)WASHINGTON NATIONALDREAM FOUNDATION (19 FTES)STRATEGIC P LA NF I S C A L Y E A R S 2 01 9 - 202320
LOS A N GELES DOD G ER S FOUN DAT I ONChief Operating OfficerThe Chief Operating Officer is a newly created position andwill provide oversight and strategic guidance in the areas ofoperations, finance, grantmaking & special projects.REPORTS TO:Chief Executive OfficerOBJECTIVE:The Chief Operating Officer will have multiple functions andwork closely with Chief Executive Officer to identify areas whereefficiencies can be created. The Chief Operating Officer will providehigh-level strategic guidance, anticipating problems and opportunitiesin advance and identifying the best ways to prevent those problemsand leverage the opportunities.HIGHLIGHTED RESPONSIBILITIES:OPERATIONS:Provide high level supervision and support for general operations,including information technology, human resources, legal, andfacilitiesIdentify and develop organizational efficiencies and improvementareas and ensure all operations are strategically aligned withoverall strategic planSTRATEGIC P LA NFINANCE:Provide overall financial oversight for planning (budgeting/forecasting), accounting and reportingGRANTMAKING/PHILANTHROPY:Oversee grantmaking and strategic partnerships strategySPECIAL PROJECTS:Implement the organization’s strategic plan, implement tacticsand processes to achieve it, and track progress toward goalsoutlined in the planOversee reporting and monitoring of organizational performancemetrics, both programmatic and operationalHelp develop, support, and maintain organizational guidance andculture – including staff developmentDevelop and prioritize the strategies for new partnershipopportunities and visibilityEstablish and maintain dynamic relationships with communityorganizations, sponsors and high net worth individuals (possiblecultivation of new young leaders board)Stimulate and inspire cross-functional teams both internally andexternally with Dodgers executives, key foundation partners,grantees, etc.F I S C A L Y E A R S 2 01 9 - 202321
LOS A N GELES DOD G ER S FOUN DAT I ONDirector of Developmentand CommunicationsThe Director of Development and Communications is a newposition resulting from our recent strategic planning process,which identified this department as a key area for growthwithin the organization. Candidates must be willing to takeinitiative in cultivating this new role with expectations thatalthough we are associated with a world class organization, weremain a small team with non-profit resources. Our workplaceculture is important to us, so it is critical that the candidate forthis position works well with others and is committed to deliveringon our mission.REPORTS TO:Chief Executive OfficerOBJECTIVE:Working with the Chief Executive Officer, Chief Operating Officerand Director of Youth Programs to implement the LADF’s mission.Director will have a key role in raising the profile of Foundationacross the Los Angeles area of region and increasing support for theFoundation’s direct programs. Director will have multiple reports,including staff responsible for multi-million dollar in-stadium fundraising programs, special events, marketing, grantwriting, and program and grantmaking measurement and evaluation.STRATEGIC P LA NHIGHLIGHTED RESPONSIBILITIES: Develop and implement comprehensive fundraising program tosupport and advance work Build development capability including major gifts and corporate,individual and foundation giving Meet with existing major donors and corporate/foundation partnersto solidify, strengthen and expand relationships Manage current special events, including multi-million-dollarannual fundraising gala Manage marketing staff to develop communications strategy,which includes materials to support development effortsF I S C A L Y E A R S 2 01 9 - 202322
LOS A N GELES DOD G ER S FOUN DAT I ONDirector, Youth ProgramsThe Director, Youth Programs is a new position designedto allow LADF to align the strategic direction of its keycornerstone programs. In recent years, LADF programs haveoverlapped and together have proven to have powerful impactin some of the most challenging neighborhoods. The positionprovides much needed oversight of comprehensive sportsprograms designed to provide inclusive opportunities to youth.REPORTS TO:Chief Executive OfficerOBJECTIVE:The Director, Youth Programs is responsible for the administration,oversight and efficacy of all Youth Programs at the Los AngelesDodgers Foundation, to include Dodgers RBI and DodgersDreamfields. This role ensures consistency across programs, efficientuse of resources and partners across programs and refined messagingacross programs.HIGHLIGHTED RESPONSIBILITIES: Set annual direction and goals for Dodgers RBI andDodgers Dreamfields Oversee the delivery of Dodgers RBI and Dodgers Dreamfields Oversee the development and management of program budgets Chart future growth strategic direction of programs Track progress towards all program outputs and outcomes Cultivate new AND manage existing relationships with programpartners to ensure program expansion, decrease expenses and avoidduplication of efforts Effectively communicate with all partners internally and externallyto get community support and to solicit ongoing program supportand feedback Work with Director of Development on program sponsor/grantfulfillment Maintain our current understanding of youth programs throughoutthe Los Angeles area Manage Program Manager and Coordinators Manage Program Associates and Field CoordinatorsSTRATEGIC P LA NF I S C A L Y E A R S 2 01 9 - 202323
LOS A N GELES DOD G ER S FOUN DAT I ONACTIVITIES Audit LADF support Identify and increase LADF grant supportGOAL 2ENSUREORGANIZATIONALSUSTAINABILITYOBJECTIVE 3Create and implementDevelopment PlanWORK LEADDirector, Development and CommunicationsChief Operating Officer Consider investments and endowmentRESOURCES REQUIRED Manager, Strategy and Impact Manager, Operations & Marketing Supervisor, In-stadium Fundraising Coordinator, Game Day 50/50 Sellers Finance & Compensation Committee Associate, DevelopmentSTRATEGIC P LA NF I S C A L Y E A R S 2 01 9 - 202324
LOS A N GELES DOD G ER S FOUN DAT I ONGoal vesSTRATEGIC P LA N1Enhance LADF’s standing as a leading foundationwithin philanthropic and civic communities2Raise profile of Board and Chief Executive Officer3Increase engagement with LADF stakeholdersF I S C A L Y E A R S 2 01 9 - 202325
LOS A N GELES DOD G ER S FOUN DAT I ONGOAL VE 1Increase LADF’s standing asa leading foundation withinphilanthropic and civiccommunitiesACTIVITIES Leverage the brand of the Dodgers to convene community at largeto discuss issues facing the communities in which LADF serves Provide resources and platform to deliver for these communities Promote leadership development and visibility for senior staffRESOURCES REQUIRED Chief Operating Officer Director, Youth Programs Manager, Youth Programs Coordinators, Youth Programs 15 Field Champions, Youth ProgramsWORK LEADChief Executive OfficerSTRATEGIC P LA NF I S C A L Y E A R S 2 01 9 - 202326
LOS A N GELES DOD G ER S FOUN DAT I ONGOAL VE 2Raise profile of Boardand CEOACTIVITIES Announce new Board of Directors Announce Chief Executive Officer to Chief Executive Officer Increase public forum participation Increase Board of Directors presence in public facing activitiesRESOURCES REQUIRED Gonring, Spahn & Associates Board of Directors Slate PR FD Parker and AssociatesWORK LEADChief Executive OfficerDirector, Development and CommunicationsSTRATEGIC P LA NF I S C A L Y E A R S 2 01 9 - 202327
LOS A N GELES DOD G ER S FOUN DAT I ONACTIVITIES Streamline outreach and messaging across all platformsGOAL VE 3Increase engagement withLADF stakeholdersWORK LEADChief Operating OfficerDirector, Development and CommunicationsSTRATEGIC P LA N Update LADF website to share news and use as portal for programusers and donors; streamline/increase communications withconstituencies Draft fact sheets for various constituencies Consider third party consultant to manage communications Consider commissioning infographic to visually articulate LADFwork and impact Educate and engage high profile stakeholders (players, partners,celebrities); consider social media takeovers Develop outside of stadium communications and engagement plan Develop in-stadium communications and engagement planRESOURCES REQUIRED Manager, Operations & Marketing Manager, Strategy & Impact Increased budget for freelance and consultant support:videographers, graphic designers, online engagement,Public RelationsF I S C A L Y E A R S 2 01 9 - 202328
LOS A N GELES DOD G ER S FOUN DAT I ONOur RoadmapThis plan will function as a road map for the organization forthe next several years. It is a living document designed forflexibility and responsiveness to the dynamic economic andsocial conditions ahead.TO ACTIVATE THE PLAN, THE FOLLOWINGSTEPS SHOULD BE CONSIDERED: The Board will approve the plan The person(s) responsible for each objective will create animplementation plan and budget for that objective Reconcile the plan with the organization’s budget each year andmodify the plan as needed The Nominating and Governance Committee will continue toevaluate implementation progress Bi-Annual Staff Retreats will exist to revisit status of objectives andchallenges to be addressed Bi-Annual reports to the Board by the Chief Executive Officerwill report progressSTRATEGIC P LA NF I S C A L Y E A R S 2 01 9 - 202329
LOS A N GELES DOD G ER S FOUN DAT I ONADDENDUMTABLE OFCONTENTSI. Dodgers Dreamfields Impact ReportII. Beyond 50: 75 x 75III. Dodgers RBI Impact ReportIV. Grantees Survey SummaryV. LA Reads Survey SummaryVI. Funnel Marketing PlanVII. Communications AnalysisVIII. GS&A Report: External analysisof financials to determine LADF’sperception of fiscal healthSTRATEGIC P LA NF I S C A L Y E A R S 2 01 9 - 202330
LOS A N GELES DOD G ER S FOUN DAT I ONSTRATEGIC P LA NF I S C A L Y E A R S 2 01 9 - 202331
STRATEGIC PLAN LOS ANGELES DODGERS FOUNDATION FISCAL YEARS 2019-2023 3 OUR GROWTH I n 2014, and under new Dodger Ownership, the Los Angeles Dodgers Foundation (LADF) underwent its first ever Strategic Plan. The 3-year plan served as a guideline for LADF, while it refreshed and rebr
