Cal Chiefs Board Adopts 2013-2016 Strategic Plan
Cal Chiefs’ Board of Directors held a facilitated
strategic planning session in May to review and revitalize the association’s Strategic Plan. The goals and
action plans adopted in May will propel the association forward over the next three years, continuing the
momentum we achieved through our previous plan.
You may have noticed our new mission statement; “Serving as the voice of and resource of choice
for California’s municipal Police Chiefs.” this was
also a direct result of the Strategic Plan.
The main components of the plan centered
around our five key goals; member services and resources, advocacy and government relations; training
and professional development, public awareness and
communication, and association strength and leadership. In accordance with the plan, additional staff
was hired to successfully meet the needs of each goal.
A copy of the Strategic Planning Summary is
featured below and is also posted on the website. ?
The five goals along with the staff specialist are listed below for your
reference:
• Member Services and Resources - Serving the needs of members through
services and access to expertise. (Shellie Willetts, Member Services
Coordinator)
• Advocacy and Government Relations - Representing the interests of
members and promoting public safety through government relations.
(Lauren Michaels, Legislative Coordinator)
• Training and Professional Development - Providing training, events and
resources to support police chiefs and their organizations. (Meagan Catafi,
Training and Program Coordinator)
• Public Awareness and Communication - Communicating the concerns
and issues of public safety and police chiefs through public relations, social
media and brand awareness. (Sara Dwyer, Communications and Marketing
Coordinator)
• Association Strength and Leadership - Maintaining the resources,
leadership and professional staff to serve the profession. (Leslie McGill,
Executive Director)
Strategic Plan 2013-2016
Bob Harris, CAE [email protected] 6-1-13
Mission
?
Serving as the voice of and resource of choice for California’s municipal Police Chiefs.
Member Service and Resources
A.
B.
C.
D.
E.
F.
G.
H.
I.
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Programs and Services – Maintain
the quality of member programs and
services by providing sufficient
resources.
Member Relations – Maximize
service to members and enhance
relations through use of
demographic data and technology.
Research, Electronic Data
Repository – Manage the
association’s access to data and
knowledge that support inquiries
and needs of police chiefs; identify a
common form or format for data
collection from departments.
Document Sharing – Use
technology and archival methods to
collect, store and retrieve data and
provide information and solutions to
police chiefs.
Member Needs – Annual survey
and responsiveness to members
through new channels and
technology.
Member Awareness – Improve
member awareness of programs,
services and successes.
Professional Support and
Mentoring - Support the culture and
tradition of the profession.
Corporate Sponsor Relations –
Implement corporate relations program
to connect members to suppliers.
Member Engagement – Promote the
concept that membership encourages
a commitment to be a ctive,
participative, responsive and a leader
at some level in the profession.
Consider a member commitment form
and/or a member self-assessment.
Advocacy and Government
Relations
Training and Professional
Development
Public Awareness and
Communications
Lobbying Strength –
Maintain a powerful
presence in state
government relations.
B. Issues Management –
Ensure that the association
is proactive in identifying
issues, taking positions and
communications. Take the
lead in issues
communications. Develop a
process or flow chart of
managing and
communicating positions.
C. Legal Resource – Maintain
sustainability of the legal
resources to members.
D. Member Awareness - Work
towards instant access by
members to issues and
positions to keep them
informed.
E. Allied Organizations Collaborate with allied
organizations to support
public safety and police chief
issues.
F. Day on the Hill – Plan a day
at the Capitol to represent
the specific interests of
members.
G. Member Grassroots
Involvement – Include
members in advocacy and
government relations.
A. Needs Assessment –
Conduct members’
training needs
assessment and develop
quality programs to meet
the needs.
B. Specialty Training
Development – Develop
programs that lead to
new lines of expertise or
mastery for chiefs, i.e.
“youth focused policing.”
Consider potential of
credentialing or
certification with new
curriculum.
C. Curriculum Credentials
– Identify ways that the
CPCA courses can be
identified as essential to
career advancement.
D. Annual Symposium –
Maintain quality of the
symposium.
E. Association Members –
Develop courses for
association members,
i.e. leadership, ethics,
etc.
F. Strategic Partners –
Explore development of
courses using the
strategic partners.
A. Image of Law
Enforcement –
Strengthen the public’s
image of law
enforcement with
positive communication
programs.
B. Social Media –
Maintain social media
presence aimed at
public awareness
through Facebook,
Twitter, etc.
C. “Behind the Badge” –
Enhance the twice
yearly publication to
provide support for the
developing corporate
sponsors program.
Consider expansion to
include information
about association.
D. Media Relations –
Maintain staff relations
with the media and the
media database.
E. Crisis Management –
Use PR consultant as
service to members for
crisis management.
F. PR Support – Utilize
PR consultant, review
return on investment.
A.
California Police Chief | www.californiapolicechiefs.org
A.
B.
C.
D.
E.
F.
G.
H.
Association Resources and
Leadership
Foundation – Explore feasibility of
establishing a 501c3 foundation to
supplement the association and align
with the corporate sponsorship
program.
Networks of Police Chiefs –
Strengthen the statewide network of
police chiefs through region
representatives, county chief
associations, etc.
Leadership Involvement – Increase
board member involvement,
accountability and understanding
through leadership development and
orientation.
Technology Investment – Anticipate
and invest in technology to support the
association’s programs, education and
communications.
Corporate Sponsorship Program –
Implement corporate sponsorship
program by establish guidelines,
protocols, etc. to serve suppliers while
generating revenue.
Governing Structure – Review the
overall structure for efficiency, including
policies, board size and composition,
regional alignment, and committees to
be sure they are aligned with the
strategic goals and programs.
Professional Staffing – Maintain a
professional staff by providing
appropriate resources, compensation,
professional development and respect
for employees.
Proactive Approaches – Transition to
a proactive approach to anticipating
needs of members and issues;
maintain an annual operational
calendar with key programs and
deadlines.