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@example.com 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. 22 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.