National Association of Chiefs of Police, Inc.

Our goal is to provide a communications network between law enforcement leaders nationwide -- a means by which Chiefs of Police, Sheriffs and other leadership can communicate common concerns and work together to address and resolve them.
Our goal is to make sure that no officer injured in the line of duty ever has to wonder how he/she will support his/her family. We seek to grow our ability to provide medical and emergency support and to further expand our programs that provide college scholarships, summer camp funding, and birthday and holiday gifts for the children of disabled/paralyzed officers.
Our goal is to also expand our K-9 program so that more small departments can benefit.
Our goal is to upgrade and expand our Museum and Memorial facilities so that we offer an even greater level of public education (STEM classes based on forensic science and 21st Century criminal investigation techniques) in addition to newer, more engaging interactive displays and exhibits.
We are also always looking for better ways to honor to our fallen officers and their families. Each year, families of fallen officers travel from across the country to take part in our Police Week observances. During that week, we offer programming, unique cultural activities and a special memorial service to honor their loved ones.
We are also exploring new, digital venues where we can publically honor those who have paid the ultimate price as well as those who go above and beyond the call of duty each and every day.
And, finally, we believe it is critically important for us to play a role in educating the general public on the challenges of being a law enforcement officer (LEO). We are seeking to expand educational interactions between civilians and LEOs; we seek to share the LEO experience with a greater audience through on-site programming, digital venues, through museum displays and through our substantial direct mail database.

We are currently upgrading all of our digital assets in order to make it easier for people to engage with us, donate to us, and make us aware of officers and families in need.
We are overhauling our website, our social media practices and policies, and engaging with subject matter experts in education and museum exhibitry.
Additionally, we are bringing on board new staff members with expertise in law enforcement interaction, capacity building, development and communications.
We are actively expanding our local and regional interactions so that constituents and potential donors and agencies understand what we are doing and how we are serving law enforcement at the local, regional and national level.
We have also begun reaching out to other non-profit and civic agencies and organizations to partner on projects and programs.
Likewise, as we upgrade our digital approach, we are evaluating our public interaction and fundraising methodologies -- which have traditionally been conducted primarily via direct mail. While direct mail remains an important part of our operational approach (we send out tens of thousands of cards, gifts, awards, public safety pieces and more – many to a constituency with a preference for printed matter over digital), we also recognize that it is a costly endeavor, so we are constantly looking at ways to harness new technology in order to better communicate with our constituents and to solicit donations from those who care about law enforcement issues and are committed to seeing our programs broaden and expand.
We have long utilized the services and expertise of the top direct mail and marketing organizations in the country. We will continue to depend on our subject matter experts even as we seek new guidance on emerging technologies and how they can best allow us to serve our men and women in blue at the highest level for the least expense. We owe this to our committed donors and, most of all, to the men and women of American law enforcement.

As noted above, we are reaching out to subject matter experts in digital technology, education, museum exhibitry, fundraising, communications and more in order to streamline how we approach the common issues in our industry.
Because we are both a human/family services agency and an educational facility, we must cast a wider net and convene more resources in order to come up with best practices and new approaches.
But we are dedicated to taking all actions necessary in order to increase the level of service we can offer to agencies and officers, and our ability to grow and change as new challenges and needs arise.
By national non-profit standards, we are a "small to mid-sized" agency -- we have fewer than 30 full-time employees and we manage a service area that consists of all 50 states, in addition to running a full-time museum and memorial, as well as a training range that specializes in law enforcement proficiency and public classes and education. By anyone's standards, we do a lot with a little.
We are working to build on that, utilizing our 50,000 sq ft facility in the most efficient manner and seeking out industry experts to help us identify gaps in programming or processes.
We also depend heavily on feedback from the industry we serve -- law enforcement. Of course many of our board members are current or former law enforcement, but we also depend on those individuals who are currently "in the trenches" to offer their recommendations and input. Plans for future growth include the creation of a law enforcement advisory board as well as a teacher advisory board (for our museum education program). The more we can engage with those we serve, the more our programs and approaches will improve.
We are fiscally solvent and perform outside annual audits to make sure we stay so. We pay our employees well but not lavishly, putting us at or below national standards for non-profit operational costs. Our leadership has no desire to make the mistakes made by some noteworthy national nonprofits who focused too much on internal abundance and amenities, while sacrificing constituent services in the process.
Our goals are to grow our constituent services, maintain a solid financial base so that we will be around for many more years to come, attract the best, most committed people to help us build our capacity, and consistently work to place ourselves in a position where we can take advantage of new opportunities to serve and expand our programming. It is a balancing act, to be sure, but one we have been perfecting throughout 50 years of service to our men and women in uniform.

Our 50,000 sq ft facility was built in 2003 (after moving from Miami, FL) and has become a destination for tourists and locals alike. We feature over 11,000 artifacts, exhibits and simulators that educate the public about the history, heroism and current trends in American law enforcement.
Likewise, we offer an on-site training facility for local and regional law enforcement that is open seven days a week and is among the most well-used ranges in the region.
We have been growing the museum facility annually and are poised to begin a new period of growth that will include a "21st Century Crime Lab" that focuses on forensic science and technology for student tour groups, as well as hands-on forensic displays for museum visitors.
We have also drawn up plans for a museum STEM Theater that will feature educational science and technology videos for grades 4-12 as well as space for public presentations. We are developing proposals for digital kiosks, new interpretive signage, Virtual Reality devices and informational and educational materials that will enhance the visitor and student experience.
We are simultaneously building the capacity of our human services programs, as we work to gain funding commitments that will significantly increase our emergency funding to the families of disabled officers as well as expanding our K-9 program and the size of scholarships we offer to law enforcement youngsters. We have other expansion plans in the works, but our most immediate goals involve better serving those in need. We are seeking to make more police agencies aware of what we offer, so that they can send disabled or paralyzed officers to us, rather than us having to track down those who need our services.
In short, we have strategic long-term plans laid out, as well as a broad range of short-term goals – all being carefully managed and implemented by a cadre of industry experts and individuals with a passion for supporting our nation's “thin, blue line."