Strategic Planning Update

BY CALF PRESIDENT AND CEO DWIGHT FERGUSON

The purpose of strategic planning is to set overall goals for your business or organization and develop a plan to achieve them. It requires stepping back from day-to-day operations and asking where things are or should be headed and what your priorities should be. This was our intent when we initiated a new strategic planning process in January.

It was also our intent to involve as many foundation stakeholders as possible. We had hundreds of contacts, including survey responses, interviews and priority team participation from constituents like our board of directors, alumni, Education Team members, staff, Class 50 fellows and multiple industry leaders. Feedback from these individuals has enabled us to create a plan which can now be summarized in the graphic on the following page.

Due to the involvement of so many, we’re confident this plan will provide a successful roadmap for our near term future and ultimately, help us enhance our impact on California agriculture. Combined with the tactics and metrics staff has since added to it, the plan will direct our priorities and activities for years to come. All of us at CALF are excited about the possibilities associated with this plan! “The strategic planning process took a broad brush across classes, educators, age groups, stakeholders and alumni to update and refine the direction and strategy of CALF. This inclusion brought together ideas, tactics, suggestions and direction such that we keep an eye on the future and plan for it rather than get lost in the dust of yesterday.” -Holly King (24)

“What excites me most about this strategic plan is that it was developed by a diverse group of stakeholders through an engaging and collaborative process. The plan, with its tangible goals and strategies, is one that we can all proudly stand by and support. I am excited for the future of the Ag Leadership Program and its impact, which because of this work, will multiply and be lasting.” -Jazmin Lopez (48)

“The California agribusiness industry will continue to evolve given many forces. This includes growing global markets, regulatory, water, labor impacts, innovative technologies and growing demand for enhanced sustainability in how and what we produce to supply the world. I’m excited about the strategic plan for the California Ag Leadership Foundation, which provides increased investment in our curriculum, our fellows and alumni to further unite and grow leaders in agriculture. I’m confident these strategic investments will result in growing strong leaders, which in turn will further position, unite and strengthen California agriculture in the years ahead!” -Gene Peterson, CALF Board of Directors

Holly King

Holly King (24)

Jazmin Lopez

Gene Peterson

Mission: Growing leaders who make a difference

Vision: Leaders united to strengthen California agriculture and sustainably supply the world

Values: Integrity, excellence, respect

Key Performance Indicators

Number of qualified applicants | Qualitative results of program Alumni engaged with foundation | Brand/foundation awareness Revenue by category

Financial Strength

•Expand our knowledge of best practice fundraising strategies and tactics

•Execute segment-specific fundraising strategies to keep donors engaged

•Establish a specific approach to communicate giving back expectations to fellows

•Determine how to measure and communicate return on investment via a value proposition

•Develop new revenue sources via partnerships and product development

Marketing and Communications

•Understand what type of communication alumni, donors and other stakeholders want

•Perform a comprehensive brand refresh

•Create marketing that highlights alumni and shares stories of their positive impact

•Develop customized marketing to target each stakeholder segment

Alumni Engagement

•Understand more about our alumni

•Sustain and grow lifelong learning opportunities

•Optimize communication, collaboration and connection between the foundation, Alumni Council and alumni

•Facilitate relationships between alumni and related organizations

•Tell a story that sets clear expectations for giving, makes the ask and provides tools for alumni to ask others to contribute

Education/ Curriculum

•Create a comprehensive curriculum plan

•Fully integrate the existing D.C. and CA Exchange programs into the foundation

•Evaluate ways to have more impact through partnerships and other means

•Address staffing levels, plus develop succession plan to ensure program quality, continuity and educational program expansion

Fellow Selection

•Build and maintain a robust pipeline of potential fellows

•Establish clear baseline attributes for applicants and consistent selection criteria

•Create a selection process/materials that lead to class diversity

•Create a step-by-step selection process with documentation that can be followed consistently and evolved annually