This article was originally published to latimes.com
It’s almost time for Dodger baseball. You’re rolling west along Sunset Boulevard, visions of Mookie Betts and Clayton Kershaw and Julio Urías happily dancing through your mind.
You’re one block from turning onto Vin Scully Avenue and into Dodger Stadium when you notice a black billboard, looming ominously above an auto repair shop called Fernando’s Tires. The billboard features this name, in bright white letters: Frank McCourt.
That guy?
Yes, that guy, the one who traded two Boston parking lots and what one of his attorneys said was “not a penny” of his own cash for ownership of the Dodgers. Yes, the one who dragged the storied team into bankruptcy amid Major League Baseball allegations he had “looted” $189 million from team revenues for personal use. And, yes, the one who laughed all the way to the bank, selling the Dodgers for a billion-dollar profit in 2012.
He did not, however, sell the parking lots that surround the stadium. In 2018, he pitched a gondola that would transport fans from Union Station to Dodger Stadium.
Five years later, the proposal is still alive, now shepherded by an environmental organization delighted at the prospect of the gondola taking cars off the streets and keeping pollutants out of the air. That Sunset Boulevard billboard and others like it are brought to you by opponents of the gondola, taking aim at the project in part by relentlessly associating it with McCourt.
The Dodgers are guaranteed to play 81 games at Dodger Stadium every year, with playoff games traditionally added in October and concert dates sprinkled throughout the year. That leaves skeptics within the community to wonder why McCourt would promote a gondola ride to a stadium parking lot that would be empty three out of every four days during the year.
Unless, of course, the lot would not be empty.
McCourt’s company, now known as McCourt Global, highlights this slogan: “Building for tomorrow.” McCourt did not sell the Dodger Stadium parking lots because he anticipated building something there, some day.
What might that be? And is the gondola intended to carry us to that day?
The pursuit of those answers took me to Dodger Stadium, to City Hall and to a meeting of MLB owners. First, however, I stopped at a weathered red brick building in the Arts District, an old furniture and fabric warehouse reimagined as a laboratory for energy innovation.
Three colorful banners greeted visitors, one with the hue of a bright blue sky. “Welcome,” that banner read, “to the Cleantech Future of Power and Water.”
The interior comes alive with vibrancy and urgency, and with work on dozens of concepts. Any one of them, building managers say, could emerge as “the next big idea to fight climate change.”
The Dodger Stadium gondola represents such an idea, according to its proponents. Climate Resolve, a nonprofit based in that building, agreed to take the reins from McCourt in leading the project.
“From my perspective,” said Climate Resolve founder and executive director Jonathan Parfrey, “to have a gondola transporting people from Union Station to Dodger Stadium, and to have that exciting, beautiful conveyance identified as a climate action?
“It changes the way people approach public transit. So it was very attractive to us.”
With baseball’s new hurry-up rules, you could miss half the game if you get stuck in Dodger Stadium’s oft-snarled traffic and get to your seat an hour after the first pitch.
The gondola alternative: get to Union Station, hop aboard a spacious cabin that could arrive every 23 seconds, soar high above the city, and arrive at Dodger Stadium in seven minutes.
The climate benefit is easy to envision: fewer fans in cars powered by gasoline; more fans in gondolas powered by electricity.
A promotional video for the proposed Dodger Stadium gondola project released by Los Angeles Aerial Rapid Transit.
The climate downside is easy to envision too: massive development at Dodger Stadium, with neighborhood disruption for years of construction, and with cars converging upon the stadium every day, not just on game days.
“I’m involved in this project,” Parfrey said, “and I brought my organization into this project, predicated on there not being development on that land.”
Not now, or not ever?
“Not for the foreseeable future,” he said.
Parfrey said he had been given “assurances” that the gondola was not a first step toward Dodger Stadium development. I asked who had given him those assurances, or who I could ask to get those same assurances.
“Ask Frank,” he said.
Near Lot G at Dodger Stadium, along the long slog from the outer reaches of the parking lots to a stadium entrance behind left field, a colorful model of a gondola cabin awaits you. You can step inside the 24-seat cabin, then imagine a ride that would allow you to skip traffic to the ballpark and instead, as the signage reads: “GET THERE BY AIR.”
You can even find a helpful decal, showing you where to stand to take a picture with the gondola cabin in the foreground and the stadium in the background.
The display of a model cabin takes a page from the playbook for pitching a new stadium or arena. Models and renderings can excite fans, but they also can obscure a critical question about any big project: Looks cool, but who is going to pay for this?
The cost of building the gondola was estimated at $300 million in 2020 and is expected to rise by the time a financing plan is finalized, said David Grannis of Point C Partners, a transportation and land use consultancy working with Climate Resolve.
The McCourt entity that originated the gondola concept, LA Aerial Rapid Transit, has agreed to fund the approval process, including environmental studies and permit applications, project spokesman Nathan Click said. It is up to Climate Resolve to figure out how to pay for construction, as well as for annual operating costs Grannis estimated at between $5 million and $10 million.
The gondola won’t make money, at least not under the current plan of free rides for fans with a Dodgers ticket and neighborhood residents with a Metro pass.
Parfrey said taxpayers would not be asked to subsidize the gondola.
The hundreds of millions would come from private financing, Grannis said, and largely from sponsorships and the purchase of naming rights.
In 2012, the airline Emirates agreed to pay about $60 million for a 10-year sponsorship of a London gondola — then called the Emirates Air Line — that carried riders above the River Thames and cost $96 million. The current one-way adult fare on the London gondola is $7.50.
“In this case,” Grannis said, “you have a venue that happens to be the best attended in Major League Baseball, and therefore the iconic nature of this cabin flying to Dodger Stadium and taking you there is going to attract a lot of sponsors, a lot of people who want naming rights or sponsorship.
“That’s the big revenue.”
Jeff Marks, the founder and chief executive of Innovative Partnerships Group, brokers naming rights and sponsorship deals between companies and teams, leagues and venues. He said it “could be doable” to cover the cost of building and operating the gondola through corporate sponsorships, but he said even the most generous sponsor might not be willing to strike a nine-figure deal without exposure beyond simply slapping the company’s name on the side of the gondola.
Marks, speaking generally because he is not involved in the project, said a title sponsor might also want a benefit such as the company name on the field. A hypothetical example: Verizon Field at Dodger Stadium. The Dodgers have hired firms to solicit corporate offers for naming rights to the field and patches on the team jerseys.
Or, Marks said, a primary sponsor might prefer naming rights to whatever development might rise atop the parking lots: Take the Verizon Gondola to the Verizon Village at Dodger Stadium!
Rick Caruso, the developer behind the Grove and Americana shopping and entertainment centers, pursued the Dodgers when McCourt put them up for sale. Caruso commissioned studies on how to improve the notorious congestion for cars getting into and out of the Dodger Stadium parking lots.
Without control of the lots, however, Caruso believed he might not have been able to implement any changes. McCourt insisted he would not sell the lots, and Caruso withdrew from the bidding.
Guggenheim Baseball Management, the winning bidder, took a different approach. Guggenheim, led by Mark Walter and Stan Kasten, bought the Dodgers and their stadium from McCourt. In a separate transaction, a Guggenheim entity formed a joint venture with a McCourt entity to control the parking lots.
In land use documents filed by the joint venture in 2012 and intended to “facilitate the orderly development” of the Dodger Stadium parking lots, the potential property uses cited include homes, offices, restaurants, shops, entertainment venues, medical and academic buildings, a separate sports facility and a hotel and exhibit hall.
“It is an ill-conceived concept that the highest and best use of Chavez Ravine is 260 acres for parking,” an attorney for McCourt, Tony Natsis, said at the time. “I consider that to be an ill-conceived notion for the owner of the parking lots and the owner of the stadium.”
Walter, the Dodgers’ chairman and controlling owner, said McCourt cannot develop anything on the property without Guggenheim’s consent. What might Walter be thinking in terms of development now?
“I haven’t been thinking about it at all,” Walter said.
Kasten, the Dodgers’ president and chief executive, said the Dodgers support the gondola project but are “really not involved” in it. Walter had a simple explanation for why the Dodgers would back a project that would chew up a chunk of the parking lots in the stadium.
“Hopefully, it will make it easier for people to get there,” he said.
Of the 18,889 parking spaces at the stadium, the gondola station at Dodger Stadium would result in the loss of 194 spaces, according to the environmental impact report for the project.
To the Dodgers, that would not be a big deal. But this might be: The report projects 10,000 people would ride the gondola to each game by 2042, which could translate to a loss of about 20% of parking revenue.
Kasten called those figures “hypotheticals that I don’t have an answer for,” and project opponents dismissed the ridership projections as unrealistically high, citing a UCLA study.
But a person familiar with the Dodgers’ business model, speaking on condition of anonymity so as not to jeopardize his professional relationships, said the team likely would not agree to give up millions in annual parking fees without some way to recoup that money.
“It does not make sense for the Dodgers to do it if they’re going to lose parking revenue,” the person said. “It does make sense if the gondola is serving a larger development.”
The California Endowment, a nonprofit with offices that would sit beneath the shadow of a 195-foot gondola tower, is leading and largely funding a coalition opposing the project. In court papers, the Endowment cited the Dodger Stadium development proposal McCourt unveiled when he owned the team and alleged the gondola would be “a loss leader for the future development of parking lots at Dodger Stadium.”
What would Kasten say to Angelenos who would like to know whether the gondola comes first and development comes next?
“That’s a question you’ll have to address to someone else,” Kasten said.
To the people proposing the gondola?
“Yes,” Kasten said. “That’s where I would direct my questions.”
I had. And what had I been told? Ask Frank.
On April 9, 2021, for the first time in 32 years, the Dodgers raised a World Series championship banner. The Dodgers bestowed the honor of hoisting the treasured flag upon five people, including three of their own: Dodgers co-owners Magic Johnson and Billie Jean King, each decorated champions in their own right, and Hall of Fame broadcaster Jaime Jarrín.
The other two: Eric Garcetti, then the mayor of Los Angeles, and Gil Cedillo, then the city councilman representing the district that includes Dodger Stadium.
The Dodgers forged a strong working relationship with Cedillo. The team and nine of its senior executives combined to make $13,800 in campaign contributions to him from 2013 to ‘22, according to city records.
Cedillo lost his bid for re-election last year, defeated by community activist Eunisses Hernandez. Kasten and Hernandez each expressed a desire to work together for the benefit of the fans and the community.
Garcetti, who has backed the gondola from the time McCourt first pitched it five years ago, said the Dodgers never have hinted to him that mass development would be in the works at Dodger Stadium.
“I think there is a vision of trying to make it less of a once- or twice-a-year kind of a place for a family, when you go to a game,” Garcetti said before he left office last December, “and more of an asset: the best view in L.A., a place for more special events, a place where baseball history can be celebrated.
“I think their core business is baseball, and they want to protect that.”
The environmental impact report does not contemplate development at Dodger Stadium. The report states “no housing units are proposed” as part of the project and “additional approvals requiring further environmental review would be necessary” for any development at the stadium or elsewhere along the gondola route.
For Hernandez, that language is not enough. The councilwoman said she has “a lot of concerns” about the gondola.
“I am not convinced that this is an effective solution to reducing vehicle congestion,” she said, “and I share the neighborhood’s concerns about displacement and disruption.”
Hernandez said she is not necessarily opposed to development at Dodger Stadium, provided affordable housing is a priority. She is opposed to considering the gondola on its own, without any consideration of whether development might follow and what it might involve.
“I don’t think it’s appropriate to undertake such large-scale projects without a full and clear understanding of long-term plans,” Hernandez said. “This shouldn’t be piecemealed out, and I want to see additional development plans made clear.
“That is the honest approach, and that’s what will allow the community, the city, and all involved entities to make a clear-eyed decision.”
Steve Soboroff, who was the mayoral point man on the construction of Staples Center and later president of the Playa Vista development near LAX, worked briefly with McCourt in the final year of his Dodgers ownership.
Soboroff is not involved in the gondola project. He said the most effective way to build community support for the project would be to offer transparency about the long-term plan, even if the gondola would come first and any development would come later.
“That would be the path that I would choose,” Soboroff said.
It was time for me to do what Parfrey had suggested: Ask Frank.
The Dodgers have prospered without McCourt, and McCourt has prospered without the Dodgers.
He bought the storied French soccer club Olympique de Marseille. He donated $200 million to what is now called the McCourt School of Public Policy at Georgetown University. He launched Project Liberty, an initiative to reform the Internet in the interest of serving “people, not platforms.”
As McCourt told Leaders Magazine: “Our technology today is great if you want to support autocracy, but it is not so great if you want to support individual rights and the freedoms and liberties assorted with democracy.”
McCourt still owns the Los Angeles Marathon, which starts at Dodger Stadium. During the past two months, as Urbanize LA reported, McCourt entities revealed plans to construct 502 apartments in three buildings on two sites along Stadium Way and another one block south, overlooking the 110 Freeway. The apartment buildings are planned regardless of whether the gondola is approved, said Brin Frazier, a spokeswoman for McCourt.
The applicant for the apartment projects is listed in city records as Jordan Lang, president of two McCourt entities: McCourt Partners Real Estate and Aerial Rapid Transit Technologies.
Lang’s company biography makes no mention of any experience in other transportation projects but touts his leadership in completing “millions of square feet of office, hotel, residential and mixed-use projects.”
The prospect of developing such a large site on the outskirts of downtown is so rare that the city’s movers and shakers have floated concepts for decades. Caruso and I talked about some of them 18 years ago, long before McCourt put the team up for sale or Caruso ran unsuccessfully for mayor.
Peter O’Malley, the revered former Dodgers owner, proposed building an NFL stadium in the Dodger Stadium parking lot in 1995. McCourt revived the idea in 2005.
The other four MLB teams in California all have pursued mixed-use developments surrounding their ballparks. The Angels’ most recent proposal — since killed by the city of Anaheim amid a corruption scandal — would have included more than 5,000 homes on a site roughly half the size of the Dodger Stadium property.
“We need more housing,” Garcetti said. “We need it to be centrally located. We need it to be affordable. I think, if you meet those criteria, you can start a conversation with the city.”
Or, perhaps, development at Dodger Stadium could mean a selection of food halls, restaurants and bars, enticing enough to lure fans to arrive long before the game and stick around after it ends. That in itself could ease the neighborhood traffic bottlenecks on game days, gondola or no gondola.
Parfrey, who said his nonprofit agreed to take the lead on the gondola project based on what he said was a promise of no development on the land, said his organization would not support a ballpark neighborhood arising on the property but would support a plan to put a restaurant here and there within the parking lot.
“We would go early and go to the restaurants,” Parfrey said.
Parfrey, remember, was the guy who told me to “ask Frank” about the “assurances” that the arrival of the gondola would not trigger development. I mentioned that to Frazier, McCourt’s spokeswoman, and asked if I could speak to him about that.
“Frank,” she said, “is not available.”
About Innovative Partnerships Group
Innovative Partnerships Group (IPG 360) is a leading Los Angeles-based naming rights, business development and international marketing firm focused on generating long-term strategic business partnerships for prestigious global brands. It is specialised in the sports, music and entertainment industries and has extensive experience with clients from professional leagues, governing bodies and franchises and teams from the main sports competitions including LaLiga, NFL, NBA, NHL, MLS, MLB and the Olympics.
Innovative Partnerships Group also works with a patented system, Partnership Intelligence ™, which helps companies and brands accurately assess, align and measure their potential sponsorship deals. The company has been recognised on several occasions in recent years by Sports Business Journal as one of the leading sports marketing agencies in this industry
This article was originally published to bizjournals.com
Innovative Partnerships Groups' Sean Moran speaks on the exciting opportunity
A planned NBA practice center funded by city government and an adjacent arena district could generate $85.7 million from sponsorships over a 17-year period, according to projections shared yesterday by a national consulting firm.
Los Angeles-based Innovative Partnerships Group, a consultant for the past year on the proposed arena district, shared its findings as part of Charlotte City Council’s monthly economic development committee meeting. Sean Moran, the firm’s director of valuation and analytics, told the committee that, while Innovative Partnerships Group has extensive sports experience, the company has also worked on strategy and sponsorship sales for non-sports innovation and entertainment districts in Memphis and Nashville, Tennessee; Tampa, Florida; and the San Francisco Bay Area in California.
The Charlotte project is a bit of both. It ties in the NBA Charlotte Hornets, who play at the city-owned Spectrum Center and who secured a commitment from city government last year to fund a new, $60 million practice center. The practice center is likely to be built as part of a new Charlotte Transportation Center across the street from the arena, a project that will include a mix of uses. Those uses will likely include offices, a hotel, parking and ground-floor retail — all atop a subterranean bus hub.
The existing transportation center opened in 1995. It’s bounded by the light-rail tracks and East Trade, South Brevard and East Fourth streets in uptown. The city wants to replace the CTC on the same site, with a likely opening in 2028 or 2029.
Terms call for the private developers to buy the 2.6-acre site, though the city would own the new transportation center. City government and the Charlotte Area Transit System would fund the $89 million underground bus station. Everything else would be privately funded except the NBA training center.
In 2019, the city selected real estate firms Dart Interests of Dallas and locally based White Point Partners to redevelop the site after a public bidding process. The city required a bus station be included as part of any redevelopment.
City Council last year approved a combined $275 million worth of taxpayer-funded projects for the Hornets in exchange for the NBA franchise extending its lease 15 years through 2045. Th funds include $215 million worth of maintenance and upgrades at Spectrum Center, which opened in 2005. Those projects will be completed over several off-seasons beginning this summer.
An opening date for the practice center has yet to be determined. Funding for the $60 million project is to be generated through sponsorship rights granted to the city by the Hornets and through related sponsorship sales within the arena district.
Moran outlined the sponsorship strategy yesterday. Innovative Partnerships Group anticipates selling one sponsorship for district naming rights at a starting price of $2 million annually, one for the NBA practice center for $1.25 million per year, and three to five district founding partners spending an average of $750,000 apiece to align with features such as a food hall, the Rail Trail and other assets. Most of the agreements would have annual increases of 2% to 3%.
Based on those projections, IPG estimates the sponsorships would generate $137.3 million between 2028 and 2045, or, in present-day inflation-adjusted dollars, $85.7 million. The practice center is expected to cost $60 million.
Tracy Dodson, assistant city manager in charge of economic development, told CBJ that the difference in revenue and construction cost allows for possible overruns and revenue-sharing arrangements.
The Hornets’ practice center would include four courts on two levels as well as locker rooms, therapy and nutrition centers, and coaches’ offices. The center would encompass 59,385 square feet and 9,850 square feet of outdoor patios and terraces.
NBA training centers for the Atlanta Hawks, Philadelphia 76ers, Chicago Bulls and Milwaukee Bucks cover 58,000 square feet to 65,000 square feet, with exterior space of 640 square feet to 14,450 square feet.
“One of the things that has worked really well (in other places) … is buying in, what does everybody want this district to represent?” Moran said. “We really want it to be authentic to the city, to the area and to those corporate partners.”
Moran said that companies representing specific sectors or advertising campaign subjects would be top candidates. These include mobility companies, who would have natural links to transit, as well as sponsors actively involved in campaigns tied to sustainability, community pride (such as links to nearby Brooklyn Village), sports and entertainment, and financial services and financial technology firms.
Addressing a council member’s concerns about screening sponsors to avoid potential missteps and protect the city’s image, Dodson said that “putting up these guardrails” will help, as will consensus-building before signing sponsors among the key partners: the Charlotte Area Transit System, known as CATS; city government; the NBA Hornets; and the Dart-White Point development team. Dodson said that council would have final approval before any sponsorship agreements are signed.
A successful sponsorship campaign requires “being strategic about how all of this weaves together,” she added.
Dodson and Moran touted a year-round attraction that would turn South Brevard Street into a community asset used for farmers markets and street fairs. It would be closed to cars on event and game days to create an arena-focused district. Dodson noted that similar ideas have been discussed on and off since the 1990s and included in uptown strategy plans.
Momentum is likely to grow as a new hotel is underway nearby, the former EpiCentre is slated to be revamped, and the Midnight Diner will reopen in the area after relocating from South End.
“How can we integrate everything together to make it seem very unified?” Moran asked. “I think the one thing you want to avoid is having a hodgepodge of different areas. That really defeats calling it a district, and it defeats the ability to generate some of that revenue.”
He unironically went on to tell the council committee, “We want to avoid a NASCAR feel” of colliding logos, even as he acknowledged that the city owns the NASCAR Hall of Fame located at the other end of the street on Brevard. “Part of it is bringing people in outside of game days or event days,” Moran said, alluding to how to make the district work best.
Last week, the Metropolitan Transit Commission, the regional governing body over CATS and a half-cent countywide transit tax, approved the transit agency’s preferred below-ground design for the new transportation center. On Jan. 3, City Council endorsed the same proposal. The discussions yesterday by two council committees provided another incremental step, with the full 11-member council expected to back a nonbinding agreement between local government and private developers to continue planning and design work.
“I’m really excited about the steps we’re taking,” councilman Malcolm Graham said yesterday, echoing comments by Driggs and Marjorie Molina, among others. “Obviously, the devil’s in the details.”
Earlier yesterday, during a discussion by the transportation committee, council members James Mitchell and Renee Johnson encouraged city and CATS administrators to consider whether tenants in the existing transportation center will be offered spots in the redeveloped transit hub.
The $89 million transportation center budget includes $12 million to build a temporary bus station on a 1.2-acre site owned by Dart-White Point on Brevard Street, across Fourth Street. Construction would likely begin in 2024 and the temporary station would open in 2025, operating until the new center is built. Dodson and CATS executive Jason Lawrence told council members they hope to determine ways to reuse materials from the temporary station.
About Innovative Partnerships Group
Innovative Partnerships Group (IPG 360) is a leading Los Angeles-based naming rights, business development and international marketing firm focused on generating long-term strategic business partnerships for prestigious global brands. It is specialised in the sports, music and entertainment industries and has extensive experience with clients from professional leagues, governing bodies and franchises and teams from the main sports competitions including LaLiga, NFL, NBA, NHL, MLS, MLB and the Olympics.
Innovative Partnerships Group also works with a patented system, Partnership Intelligence ™, which helps companies and brands accurately assess, align and measure their potential sponsorship deals. The company has been recognised on several occasions in recent years by Sports Business Journal as one of the leading sports marketing agencies in this industry
This article was originally published to FCbarcelona.com
Members-only travel club becomes the club’s regional partner in North America in an agreement that unites the worlds of sport and travel
FC Barcelona has signed a partnership agreement with Orlando-based subscription travel club Travel + Leisure GO as the organization’s official Travel Club Partner in the U.S.
Featuring bookable itineraries inspired by the pages of the iconic magazine, Travel + Leisure GO is the must-have travel membership for adventure-seekers, savvy travelers and now, FC Barcelona fans. Membership, available in monthly and annual options, unlocks discounts at hotels and resorts around the world, with preferred pricing on rental cars, cruises, activities and more. Members also have access to a personal concierge service to assist with booking and reservations, as well as a complimentary magazine subscription.
As part of the partnership, Travel + Leisure GO plans to feature a curated itinerary to Barcelona, Spain.
“Travel + Leisure GO is thrilled to be the official Travel Club Partner of FC Barcelona in the U.S., helping Barça fans dream, plan and book their 2023 travels – whether that’s a local staycation in the states or a long-haul trip to Barcelona to catch a live match,” said Fiona Downing, Chief Membership Officer, Travel + Leisure GO. “Just as football crosses borders, unites people and creates a narrative that both thrills and excites, so too does travel, which transcends culture and language, turning the world into an enormous playing field to be enjoyed in the spirit of togetherness.”
This agreement furthers FC Barcelona’s trade links with the United States and is yet another step closer to its North American fan base, in this case by means of tourism and leisure.
“With this agreement with Travel + Leisure GO, we are able to continue to get closer to our North American supporters and to strengthen our brand in this part of the world through a leading travel club in the American tourism sector,” said Juli Guiu, FC Barcelona Marketing Area Vice President. “We are thus exploring a new way to reach new audiences and extend our fan base in a region where we already have considerable presence. As our fans begin to take advantage of this partnership and their new travel club, it will help us to position ourselves as ‘Més que un Club’ on a global level.”
About Innovative Partnerships Group
Innovative Partnerships Group (IPG 360) is a leading Los Angeles-based naming rights, business development and international marketing firm focused on generating long-term strategic business partnerships for prestigious global brands. It is specialised in the sports, music and entertainment industries and has extensive experience with clients from professional leagues, governing bodies and franchises and teams from the main sports competitions including LaLiga, NFL, NBA, NHL, MLS, MLB and the Olympics.
Innovative Partnerships Group also works with a patented system, Partnership Intelligence ™, which helps companies and brands accurately assess, align and measure their potential sponsorship deals. The company has been recognised on several occasions in recent years by Sports Business Journal as one of the leading sports marketing agencies in this industry
This article was originally published to SportsBusinessJournal.com
When the Flyers first pitched Insomnia Cookies on a team sponsorship around a year ago, CMO Tom Carusona initially said no -- reflexively. As marketer for a brand spawned around college campuses, he’s turned down scores of pitches for college sponsorships as the Insomnia brand -- born in a dorm room in Penn’s West Philadelphia campus -- rose like dough in the oven over the past 20 years to more than 230 stores.
Still, the proposal became unique after months of discussions between the team, Insomnia and Innovative Partnerships Group, which brokered the deal for the Flyers. Certainly, there were hometown ties, but just as important was doing business with another Philly-based company in Aramark. Wells Fargo Center averages around 200 events a year, and cookies will be sold at all events, not just hockey games.
So, Insomnia’s first team sponsorship not only got it the unprecedented "official cookie of the Flyers” designation and marketing assets at Wells Fargo Center, it pushed the brand into a new distribution channel: two branded Insomnia Cookie stands at the arena opening within a few weeks. Insomnia Cookies will also be on suite menus at the arena.
“It’s a sponsorship deal, but one that also came with (retail) locations within the building, (and) that degree of business back made it attractive," said Carusona, perhaps not coincidentally a former marketer at both Aramark and Comcast, which owns the Flyers. "This will allow us to learn and test a new model, reach a somewhat older consumer and have two million people a year in that building with our cookies."
Every young brand could benefit from some incremental branding of the sort the Flyers will provide with arena assets. How far the combination of Insomnia’s millennial appeal and Aramark’s service base of 150 food and beverage accounts in North America seems far more significant. We’ll find out if fresh-baked cookies can scale with the help of sports. The category has shown growth lately. Restaurant Business estimates the 20-year-old Insomnia’s 2021 sales at $158 million (that’s a lot of chocolate chips).
“Awareness and brand sentiment measures are key for us as we grow, but learning with Aramark is important," said Carusona. “We want to find out as much as we can about selling our products in an arena environment with a small footprint."
The Flyers are also looking to integrate the cookie brand into their Student Rush ticket marketing campaign, said Dan Wise, SVP/corporate partnerships for the Flyers and Wells Fargo Center. Insomnia is hoping to use Flyers intellectual property for promotions at their 20 stores in Philly market. It's uncertain whether team logos will make it onto cookies.
Innovative Partnerships Group’s Jeff Marks: "This is a sponsorship in a non-traditional category, but I would tell you that we applied the same ROI and revenue modeling here we would apply to a bank, tech or infrastructure brand doing a naming-rights deal.”
Carusona said the cookies will retail for around $4 in at the arena. He’s confident that the warm cookies-cold rink dichotomy will spur sales. Carusona has just one remaining concern. "I hope this isn’t going to make my phone ring a lot with more (sponsorship) pitches," he laughed. “We just don't have budgets like Nike or Chevy."
Innovative Partnerships Group (IPG 360) is a leading Los Angeles-based naming rights, business development and international marketing firm focused on generating long-term strategic business partnerships for prestigious global brands. It is specialised in the sports, music and entertainment industries and has extensive experience with clients from professional leagues, governing bodies and franchises and teams from the main sports competitions including LaLiga, NFL, NBA, NHL, MLS, MLB and the Olympics.
Innovative Partnerships Group also works with a patented system, Partnership Intelligence ™, which helps companies and brands accurately assess, align and measure their potential sponsorship deals. The company has been recognised on several occasions in recent years by Sports Business Journal as one of the leading sports marketing agencies in this industry
This article was originally published to FCbarcelona.com
FC Barcelona is teaming up with Innovative Partnerships Group promote, with which the club has already started working on the search for new partners and strategic associations for the project. Thus, Barça is joining forces with leading international companies with the aim of maximising the generation of new revenue associated with the future stadium.
Based in the United States, both companies are among the leaders in their respective areas of expertise and provide a vision of the best practices and trends on the international side in the commercial use of large sports facilities. Their experience will play a key role in the generation of new income, a fundamental element for the project to restructure the Spotify Camp Nou, as well as Espai Barça in general. Two of the main ways to achieve this goal are new partnership agreements linked with the stadium, and a renewed offer of VIP spaces and experiences once the work is finished.
Regarding the former area, the current agreement with Spotify for the title rights of the Camp Nou was just the first of a series of additional agreements on which the club is working with leading companies in sectors such as sustainability, mobility and technology, and which should be closed in the coming months. The future Stadium will offer a new range of 100% Barça experiences, in addition to a design that incorporates a wide variety of VIP boxes and seats of much higher quality than at present, and in line with the best European stadiums, the aim being to treble the number of places currently being offered.
These proposed revenue sources are two of the most essential for the viability of the financing plan proposed for the project. The plan is for them to jointly report to the club more than 120 million euros per year once the new stadium is finished and at full capacity.
About Innovative Partnerships Group
Innovative Partnerships Group (IPG 360) is a leading Los Angeles-based naming rights, business development and international marketing firm focused on generating long-term strategic business partnerships for prestigious global brands. It is specialised in the sports, music and entertainment industries and has extensive experience with clients from professional leagues, governing bodies and franchises and teams from the main sports competitions including LaLiga, NFL, NBA, NHL, MLS, MLB and the Olympics.
Innovative Partnerships Group also works with a patented system, Partnership Intelligence ™, which helps companies and brands accurately assess, align and measure their potential sponsorship deals. The company has been recognised on several occasions in recent years by Sports Business Journal as one of the leading sports marketing agencies in this industry
This article was originally published in SportBusinessJournal
Innovative Partnerships Group is bringing on two execs in its Dallas office. John Alper will join as SVP/business development and partnerships and Amanda Dick comes on as an account exec.
Alper will be a co-leader for Innovative Partnerships Groups global roster of sports and entertainment properties, alongside Managing Director Matt Wiener. He will lead the build out of a naming rights, partnerships sales and account management team and serve as a member on the Innovative Partnerships Group executive team. Prior to Innovative Partnerships Group, Alper worked for the Mavericks and FC Dallas on the team and venue side, and later spent 10 years with Premier Partnerships and Legends on the agency side.
Dick comes to Innovative Partnerships Group after over a decade of experience with outfits like FC Dallas, the Cowboys, Dr. Pepper and Snapple
This article was originally published in PRNewswire
Provided by by Vinfast Automotive
VinFast, the world's first automotive manufacturer to completely switch from internal combustion engines to electric vehicles, and IRONMAN, the global leader in long distance triathlon, have announced a global partnership for VinFast to become the first ever naming rights partner of the IRONMAN U.S. Series from 2022. Under the agreement, VinFast will also become the title partner for the 2022 IRONMAN® World Championship and the 2023 IRONMAN® 70.3® World Championship, each continuing through 2025, as well as the Exclusive Electric Vehicle Partner of the IRONMAN and IRONMAN 70.3 Series in U.S., Europe, and Asia through 2025.
Moreover, VinFast will be the Exclusive Automotive Vehicle, Electric Vehicle, Electric Scooter, and Electric Bus partner, providing electric vehicles, including scooters, cars, and buses for IRONMAN and IRONMAN 70.3 events.
As Naming Rights partner for the VinFast IRONMAN U.S. Series, Title partner of the VinFast IRONMAN World Championship, and a Premier Partner, VinFast will be provided with highly visible brand association at IRONMAN events around the globe. It will provide unique direct to consumer experiences onsite at IRONMAN races with opportunities for participants and fans to experience a next generation EV car through test drives and other experiential programming.
The signing ceremony for the partnership was held on July 23, 2022 in Nha Trang, during the Vingroup Elite Vietnam Tour 3, and witnessed by many world-renowned media personalities and industry opinion leaders from North America.
"The IRONMAN Group is delighted to have developed with VinFast a comprehensive and far-reaching partnership, inclusive of our pinnacle IRONMAN and IRONMAN 70.3 World Championship events," said Andrew Messick, President and Chief Executive Officer for The IRONMAN Group. "We value the way VinFast pushes the boundaries forward through their smart and eco-friendly electric vehicles to create a sustainable future for all. This is much like the spirit of IRONMAN and our athletes to break through and surpass preconceived boundaries."
As the world's first automotive manufacturer to completely switch from internal combustion engines to electric vehicles, Vietnam's first EV brand, and a pioneer in many innovative areas and technologies, VinFast takes pride in achieving what many people thought could be impossible. VinFast has brought world-class quality EVs to consumers in the outstandingly short time, at a reasonable cost. Providing sustainable transportation, exemplifying the journey of champions is one of many efforts VinFast has made towards the goal to make premium electric vehicles attainable to everyone, contributing to the global electric vehicle revolution, for a greener and more sustainable future.
By associating with IRONMAN and its series of mass participation sporting events that positively affect millions of people around the world, VinFast takes the opportunity to widely promote itself to the global citizens, as well as inspiring on the use of electric vehicles.
Regarding the strategy behind the partnership, Ms. Le Thi Thu Thuy, Vingroup Vice Chairwoman and VinFast Global CEO stated: "Sharing the spirit that 'Anything is Possible,' we are honored to be a Premier Partner of IRONMAN & IRONMAN 70.3 Series. We are proud to be part of the moments that push people beyond their boundaries, and beyond what many have thought is humanly possible. We are certain that our electric mobility will strongly underpin the journeys of IRONMAN athletes around the world to be boundless."
IRONMAN events are globally known for being one of the world's most challenging single-day sporting competitions. Since its debut in 1978, the IRONMAN triathlons are a series of full-distance races composed of a 2.4-mile swim, a 112-mile bicycle ride, and a 26.2-mile run, in that order. Similar to the IRONMAN triathlons, the IRONMAN 70.3 triathlons maintain the structure and format of the original triathlon series but with half-distance triathlons composed of 1.2-mile swim, 56-mile bike, and 13.1-mile run.
With more than 40 IRONMAN triathlon races and 90 IRONMAN 70.3 triathlons worldwide, hundreds of thousands of athletes from around attempt to qualify for the respective IRONMAN World Championship and IRONMAN 70.3 World Championship which are known for their grueling course, challenging race conditions, and international media coverage. Receiving significant acclaim and public interest, the live broadcasts and documentary recap specials have earned top honors inclusive of 17 Sports Emmy Awards.
VinFast - a member of Vingroup – envisioned to drive the movement of global smart electric vehicle revolution. Established in 2017, VinFast owns a state-of-the-art automotive manufacturing complex with globally leading scalability that boasts up to 90% automation in Hai Phong, Vietnam. Strongly committed to the mission for a sustainable future for everyone, VinFast constantly innovates to bring high-quality products, advanced smart services, seamless customer experiences, and pricing strategy for all to inspire global customers to jointly create a future of smart mobility and a sustainable planet. Learn more at: https://vinfastauto.com.
Established in 1993, Vingroup is one of the leading private conglomerates in the region, with a total capitalization of $35 billion USD from three publicly traded companies (as of November 4, 2021). Vingroup currently focuses on three main areas: Technology and Industry, Services and Social Enterprise. Find out more at: https://www.vingroup.net/en.
This article was originally published in Charlotte Business Journal
Written by Erik Spanberg
Paying for a separate practice center for the Charlotte Hornets depends on selling $60 million worth of corporate naming rights for a companion arena district next to Spectrum Center, according to city government plans. In a presentation to Charlotte City Council in June, city administrators, citing a consultant’s analysis, asserted that sponsors will be highly interested in aligning with a district that, for the moment, doesn’t exist.
If successful, the revenue would fully pay for the practice center, which, in turn, would be built as part of a redeveloped Charlotte Transportation Center. Jeff Marks, CEO at Los Angeles-based sponsorship sales firm Innovative Partnerships Group, explained the math to council this way: $2 million annually for district naming rights, $1 million to $2 million for the practice center, and similar combined revenue from five smaller founding partnerships. Assuming a 10-year term, the partnerships would add up to $60 million.
In a separate interview with CBJ, Marks said the mindset and strategy of naming rights and related sponsorships have changed.
Slapping logos on signs and websites is a small part of bringing partnerships to life, he added.
“More important than just generating revenue to finance the building, it’s more around creating an environment where you find really good partners that can actually come in and be part of the ecosystem,” Marks told CBJ. “… In return, they get an authentic business relationship to go use it as a sales platform, rather than just a marketing platform.”
Last year, Innovative Partnerships Group helped match Footprint, an Arizona-based maker of compostable and sustainable food packaging, utensils, and cups, with the NBA Phoenix Suns. It’s a deal that embodies what Marks described above.
Footprint has helped the arena and the team remove plastics in various parts of the building, replacing them with sustainable products. In addition, the restaurants and vendors at the arena, and other businesses near the arena, can be tapped for business-to-business relationships at the same time consumers are using and testing the company’s products. Those types of multi-faceted relationships yield stronger relationships and better results, Marks said.
Kansas City’s Power & Light District, which is not an Innovative Partnerships Group client, offers another example of lining up a roster of sponsorships across multiple categories. The website for the 9-block entertainment, retail, and residential district developed by The Cordish Companies lists 11 companies as corporate partners, including Evergy Inc., PNC Financial Services Group Inc., and multiple beer and liquor brands.
During a recent virtual appearance before City Council, Marks was asked about the potential for drawing sponsors to other city-backed services and investments, including transit and the Atrium Health-anchored medical school district to be built on the edge of uptown.
Marks told CBJ that those types of possibilities could lead to larger and more broadly connected sponsorships.
“Because it’s the city and not an owner (of a team), we potentially could do some stuff that is more valuable and more impressive,” he said.
This article was originally published in Charlotte Business Journal
Written by Erik Spanberg
City consultant Innovative Partnerships Group explained how corporate naming rights have expanded to sports- and entertainment-themed districts and how that could generate $60 million from a Brevard Street development.
Charlotte City Council’s economic development committee spent nearly three hours yesterday sifting through details of a $275 million proposal to renovate Spectrum Center and build a separate practice center for the NBA Charlotte Hornets.
The committee meeting was more of a full council meeting. Mayor Vi Lyles attended and, between the Government Center meeting room and virtual attendees, all but two of the 11 council members were present. Renee Johnson and Matt Newton were absent.
Tracy Dodson, an assistant city manager and head of the city’s economic development division, walked the mayor and council members through the following aspects of the proposal introduced last week:
“I felt like it was a really good conversation,” Dodson said afterwards. “I felt like we started to chip away at some of the questions that council members addressed last week and brought up. I’m hopeful that we can continue to do this while also bringing in public comment to get us to a vote next week.
”A majority of council members must vote in favor of the proposal for it to take effect. The vote is scheduled as part of council’s regular meeting June 13.
The Hornets’ current lease at the city-owned Spectrum Center ends in 2030. As part of that agreement, city government is obligated to make periodic renovations to the building that keep the venue on par with features included in at least 50% of NBA arenas. In addition, the city must keep basic components — ventilation, seating, elevators, and so on — up to date and in good working order.
Spectrum Center opened in 2005. It cost $265 million to build, or $392 million when adjusted for inflation. The construction debt will be fully retired in 2033. If the city approves the arena renovations and the new practice center, the Hornets will extend their lease at Spectrum Center through 2045, pay $32 million in rent to the city through the end of the revised agreement, and absorb any construction overruns.
Council members spent the most time yesterday asking questions about sponsorships to fund the practice center as well as the basis for redeveloping the transportation center.
Jeff Marks, CEO at Innovative Partnerships Group, made a virtual presentation as part of yesterday’s meeting, explaining how corporate naming rights have expanded from arenas and stadiums to sports- and entertainment-themed districts. Innovative Partnerships Group, as a consultant to the city, estimated naming rights sponsorships for a fledgling district near the arena along Brevard Street could, along with related agreements, generate $60 million.
Marks’ math works like this:
The consultant said variables in structuring the agreements could slightly shift the mix of rights and revenue. But, he said, the growth of Charlotte and increasing interest among companies to reach that population will sustain the projections outlined above. Dan Barrett of consulting firm CAA Icon, which represented the Hornets in the arena negotiations, was at the Government Center yesterday. Barrett told council it’s likely existing sponsors of the Hornets and arena will be interested in new sponsorship opportunities around the building.
Dodson and Marks assured council members the city would maintain control over the scope of sponsorship rights as well as which companies the city will, or will not, work with. Marks noted companies have embraced the broader range of programs and platforms, including environmental causes and product tie-ins, that a district can offer, as opposed to a stand-alone sports venue.
Ed Driggs, the committee’s vice chair, asked about the arena naming rights with Charter Communications Inc.’s (NASDAQ: CHTR) Spectrum. Dodson responded that those rights are controlled by the Hornets. She added the city intentionally steered clear of seeking any sponsorship revenue inside the arena.
The Hornets manage Spectrum Center as part of their lease with the city. That arrangement means the NBA franchise pays all operating expenses and receives all operating profits — and absorbs any losses.
Driggs and other council members asked in several ways and several times whether they would have a chance to parse the language and terms of prospective sponsorships and were told they would. Without the sponsor revenue, the city would have to find alternative funding, Dodson said.
Questions surfaced about the viability and likelihood of success for redeveloping the transportation center, the spot targeted for the Hornets’ training center.
Charlotte Area Transit System controls the 2.6-acre publicly owned property that has been home to the bus center since 1995. It is bounded by the light-rail line and East Fourth, South Brevard, and East Trade streets.
In 2019, the city granted development rights for the property to Charlotte-based White Point Partners and Dallas real estate investment firm Dart Interests. White Point and Dart secured those rights after a competitive bidding process. The catch, as Dodson reiterated several times yesterday: The site must remain a transit hub first and foremost.
Transit chief John Lewis told the committee the transportation center is antiquated and would need to be replaced with or without the companion private development and investment by White Point/Dart. Private investment, the Hornets’ practice center, and a subterranean bus station form the nexus of transit needs and economic development aspirations, he said.
The developers’ pitch was considerably strengthened because they own vacant land across the street that can be used as a temporary transit hub while the existing transportation center is rebuilt, Lewis added. Minimizing disruptions and inconvenience for riders is a big part of CATS’ considerations, city and transit leaders said.
“The CTC is a transit project first,” Dodson said.
Some on council remain skeptical of the NBA arena’s ability to foster an entertainment district and nearby private investment. Council member Braxton Winston told the committee that little to no development has occurred in the area since the arena opened in 2005. “It pretty much looks the same,” he said.
Much of the property around Spectrum Center is controlled by local or state government, meaning the lack of activity is attributable to government, not the private sector, councilman Larken Egleston said.
In addition, the EpiCentre, a nearby, privately held entertainment complex that is going to be auctioned next month, could shift interest and momentum in the area, too.
Council member Tariq Bokhari, a frequent critic of the transit agency, expressed doubt and reservations about CATS’ ability to spur redevelopment. Bokhari asked Dodson for more detail about the city’s fallback plan — building the practice center on a city-owned gravel lot behind the arena — before the vote.
Barrett, the team consultant, and the city’s arena consultants, David Abrams (Inner Circle Sports) and Steve Patterson (Pro Sports Consultants), all emphasized the need to upgrade the arena to keep pace with neighboring cities and buildings competing for the same concerts and other events that generate revenue and visitor spending. Abrams and Patterson, like Barrett, came to Charlotte to appear before council yesterday.
To cite one nearby example, Raleigh’s NHL arena is being pitched for up to $200 million in upgrades.
Malcolm Graham, the committee chair, and committee member Dimple Ajmera pronounced themselves satisfied with pledges from Charlotte Regional Visitors Authority CEO Tom Murray to bid aggressively for the CIAA Tournament when it is next available. The soonest it could return is 2026.Other concerns raised yesterday included possible impact on anticipated requests such as a major makeover of the city-owned Discovery Place Science museum on North Tryon Streetand long-term funding for arts and culture organizations.
Dodson pointed out that, in the case of Discovery Place, the museum controls adjacent property that could be sold or converted into a commercial project to generate additional revenue to help pay for renovation costs. Council member Julie Eiselt, a lead player in the city’s public-private campaign to increase grants for museums and theaters, told Dodson and others that she has yet to receive data from the city comparing the economic benefits of arts and sports.
03.24.2022
Innovative Partnerships Group has help secure another transformational naming rights partnership between Cal State University Northridge (CSUN) and Premier America Credit Union. This first ever naming rights deal to the arena now called Premier America Credit Union Arena. The partnership also includes Premier America being designated as the “Official Credit Union of CSUN,” the “exclusive” credit union partner of CSUN Athletics and the CSUN Alumni Association. Marci Francisco, Senior Vice President, Chief Experience Officer, stated our deep appreciation to Innovative Partnerships Group’s excellent work on this initiative. Your team was key in expanding the relationship, negotiating great terms, making fantastic suggestions and ensuring that we have a partnership that will be mutually beneficial for both organizations. I cannot speak highly enough of Innovative Partnerships Group and Sean Moran who led the negotiations.
NORTHRIDGE, Calif. – California State University, Northridge officials today announced a 10-year, multifaceted partnership agreement with Premier America Credit Union. The long-term commitment supports events and programs that benefit students and alumni and includes the renaming of the university’s athletics facility after the company.
In addition to renaming the Matadome — home to CSUN’s men’s and women’s basketball and volleyball teams — to the Premier America Credit Union Arena. The partnership also includes Premier America being designated the “Official Credit Union of CSUN,” the “exclusive” credit union partner of CSUN Athletics and the CSUN Alumni Association, and the official affinity credit card provider for the alumni association.
“Premier America’s emphasis on people working together toward solutions and vested interest in collective success aligns well with CSUN’s approach toward the academic success of our students and their collective impact on our region, state and nation upon graduation,” said CSUN President Erika D. Beck. “I am delighted that we will be working together to further the success of our students and, in particular, our student-athletes.”
The agreement between CSUN and Premier America was approved by the CSU Board of Trustees at their meeting today.
“Our organizations are a perfect match, and we’re honored to partner with CSUN,” said Premier America President and CEO Rudy Pereira. “CSUN’s deep commitment to building a brighter and more equitable future for its students, their families and the community is aligned with our core values. We look forward to working together as we promote financial well-being and provide opportunity and guidance to our richly diverse community.”
Founded in 1957, Premier America is one of the nation’s largest credit unions, with more than 100,000 members and more than $3.4 billion in assets. Premier America’s relationship with CSUN was secured in concert with multiple parties, including LEARFIELD (CSUN Athletics’ multimedia rightsholder), ADC Partners and Innovative Partnerships Group. LEARFIELD’s local Matador Sports Properties works closely with the athletics administration.
“There are so many positive things that occur when partnerships include naming rights and extend beyond athletics to the greater campus community,” said LEARFIELD Senior Vice President Megan Eisenhard. “This brand-new relationship will provide impactful benefits to CSUN constituents and Premier America Credit Union members now and for many years to come. We’re proud to help bring these two history-rich organizations together.”
“Rarely do you see two organizations that are so aligned in their mission,” said David Almy, principal of ADC Partners. “Honestly, it’s humbling to be able to play a role in helping craft such a wide-ranging partnership that has the potential to do so much for both groups.”
The partnership between Premier America and CSUN includes the opening of a campus credit union branch and the installation of ATM machines, hosting of financial wellness and literacy programming, and the sponsorship of various student and campus events. Premier America also will sponsor events at CSUN’s Younes and Soraya Nazarian Center for the Performing Arts (The Soraya), as well as other events in coordination with the CSUN Alumni Association.
In addition to the renaming of the athletics facility, Premier America Credit Union’s name will be displayed prominently on the court, and the credit union will sponsor games during basketball, volleyball and baseball seasons.
“CSUN is thrilled for this partnership with Premier America Credit Union,” said CSUN Director of Athletics Mike Izzi. “CSUN Athletics continues to raise the bar in all areas; on the field of play, in the classroom and in our business relationships — and this new partnership with Premier America Credit Union is another giant step forward for the Matadors. We’re proud to work with our campus partners and friends at Premier America to create a meaningful brand partnership that will benefit us all. Our main objective is supporting the welfare and achievement of our student-athletes, and this partnership will provide better opportunities for continued success in the years to come.”
About Premier America Credit Union:
Premier America is a full-service community financial institution that offers exceptional banking to more than 100,000 Member-Owners. Member-Owners benefit from personal service, great savings rates, low fees, low loan rates and a full complement of savings, lending, wealth management, and insurance services. Founded in 1957, Premier America is one of the nation’s largest credit unions, with more than $3.4 billion in assets. With 20 retail branches, access to over 30,000+ surcharge-free ATMs through the CO-OP ATM Network; and the CU Service Center Shared Branch Network, Premier America provides financial services to those who live, work, worship or attend school in the Ventura and Los Angeles counties of California, and Harris County in Texas. To learn more about Premier America, please visit www.PremierAmerica.com.
About California State University, Northridge:
One of the largest universities in the country, California State University, Northridge (CSUN) is an urban, comprehensive university that delivers award-winning undergraduate and graduate programs to more than 38,000 students annually and counts nearly 390,000 alumni who fuel the region’s economy. Since its founding in 1958, CSUN has made a significant and long-term economic impact on California, generating nearly $1.9 billion in economic impact and nearly 12,000 jobs each year. The university’s learning environment is the third-most diverse in the nation, according to The Wall Street Journal/Times Himes Higher Education College Ranking. CSUN ranks among the top 10 universities in the country for social mobility.
