The National Fallen Officer Foundation
Honored Forever
The National Fallen Officer Foundation
EIN: 83-0660754
as of October 2024
as of October 15, 2024
Programs and results
What we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Fulfill A Dream
The National Fallen Officer Foundation's "Fulfill A Dream" program was designed to support families of fallen officers during their time of grief by providing them with an all-expense paid trip to an entertainment destination within the United States. The goal of this program is help families recover during their grief process.
Fallen Officer Support Initiative
Provide financial support to the families of law enforcement officers killed in the line of duty.
Support and Advocacy Program
The National Fallen Officer Foundation's strategic mission is to: raise awareness about threats to officer safety, provide advocacy in support of "fallen officer" families, and to provide financial assistance to all impacted families.
Community Engagement
The National Fallen Officer Foundation also provides education and support programs to help bridge the gap between the police and the community. The foundation understands that community engagement is essential to maintaining a vibrant community connection.
Where we work
Affiliations & memberships
Community Advocate Award 2022
Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of crimes in the housing neighborhood
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people, At-risk youth, Immigrants and migrants, Emergency responders, Victims and oppressed people
Related Program
Community Engagement
Type of Metric
Context - describing the issue we work on
Direction of Success
Increasing
Context Notes
Our goal is to reduce crime in inner-city communities by strengthening the police and community-relationship. Encouraging residents to report crime will help police reduce crime.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Over the last year, America has witnessed a 45% increase in law enforcement line of duty deaths, with nearly 27% of the overall totals resulting from felonious assaults. The National Fallen Officer Foundation seeks to address this growing crisis by being able to meet the needs of officers' families and working to establish greater community trust for law enforcement. Our strategic goals for this plan include:
Goal 1: Developing education and community engagement initiatives to help bridge the gap between police and the community.
Goal 2: Providing financial support for the increasing number of families impacted by these line-of-duty tragedies.
Goal 3: Facilitating the grief recovery process by aligning families with valuable resources to aid in their overall recovery.
Goal 4: Continuing to raise awareness about threats impacting law enforcement and public safety and advocating for initiatives to help keep our officers safe.
Goal 5: Increase fundraising through sponsorships, grants, and business partnerships.
What are the organization's key strategies for making this happen?
Our strategies for achieving our goals include:
Goal 1: Meet with community stakeholders and remain actively involved in positive messaging for police
Goal 2: Remain active in fundraising to be able to meet the financial demands of supporting families.
Goal 3: Maintain a database of support programs to be used for referrals
Goal 4: Maintain an active media presence through various forms
Goal 5: Engage stakeholders and business leaders to help facilitate grants and sponsorship
What are the organization's capabilities for doing this?
The National Fallen Officer Foundation has developed a strong media presence and has remained active in advocating for the interest of law enforcement.
As a result of the enormous strain placed on the non-profit industry following the COVID-19 crisis, The National Foundation Officer Foundation has implemented several mechanisms to aid in fundraising including: call solicitations, mail, email, social media, and direct sponsorships. The goal of these program is to aid the organization in keeping up with the increased number of line of duty deaths.
The National Fallen Officer Foundation has begun developing critical relationships with stakeholders and business leaders to aid the foundation in meeting its goals.
The National Fallen Officer Foundation will continue to engage families and provide support in the aftermath of a line of duty death.
What have they accomplished so far and what's next?
The National Fallen Officer Foundation has developed a strong media presence and has remained active in advocating for the interest of law enforcement.
As a result of the enormous strain placed on the non-profit industry following the COVID-19 crisis, The National Foundation Officer Foundation has implemented several mechanisms to aid in fundraising including: call solicitations, mail, email, social media, and direct sponsorships. The goal of these program is to aid the organization in keeping up with the increased number of line of duty deaths.
The National Fallen Officer Foundation has begun developing critical relationships with stakeholders and business leaders to aid the foundation in meeting its goals.
The National Fallen Officer Foundation will continue to engage families and provide support in the aftermath of a line of duty death.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
3.63
Months of cash in 2023 info
7
Fringe rate in 2023 info
8%
Funding sources info
Assets & liabilities info
Financial data
The National Fallen Officer Foundation
Revenue & expensesFiscal Year: Jan 01 - Dec 31
The National Fallen Officer Foundation
Balance sheetFiscal Year: Jan 01 - Dec 31
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jan 01 - Dec 31
This snapshot of The National Fallen Officer Foundation’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
Profitability info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $27,903 | -$9,859 | $740,874 | -$100,025 | $41,472 |
As % of expenses | 9.0% | -2.3% | 82.4% | -11.4% | 4.6% |
Unrestricted surplus (deficit) after depreciation | $27,903 | -$9,859 | $740,874 | -$100,025 | $41,472 |
As % of expenses | 9.0% | -2.3% | 82.4% | -11.4% | 4.6% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $337,742 | $417,300 | $1,639,682 | $886,587 | $933,920 |
Total revenue, % change over prior year | 0.0% | 23.6% | 292.9% | -45.9% | 5.3% |
Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.0% | 0.0% | 0.0% | 1.6% | 2.1% |
Government grants | 0.0% | 0.0% | 0.7% | 0.0% | 0.0% |
All other grants and contributions | 100.0% | 100.0% | 99.3% | 98.4% | 97.9% |
Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $309,839 | $427,159 | $898,808 | $873,671 | $892,892 |
Total expenses, % change over prior year | 0.0% | 37.9% | 110.4% | -2.8% | 2.2% |
Personnel | 0.4% | 13.2% | 10.7% | 14.1% | 10.1% |
Professional fees | 94.2% | 80.0% | 81.9% | 77.9% | 83.2% |
Occupancy | 0.7% | 0.4% | 0.2% | 0.3% | 0.4% |
Interest | 0.2% | 0.3% | 0.1% | 0.1% | 0.1% |
Pass-through | 1.5% | 1.9% | 3.2% | 0.0% | 0.0% |
All other expenses | 3.0% | 4.3% | 4.0% | 7.6% | 6.2% |
Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
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Total expenses (after depreciation) | $309,839 | $427,159 | $898,808 | $873,671 | $892,892 |
One month of savings | $25,820 | $35,597 | $74,901 | $72,806 | $74,408 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $335,659 | $462,756 | $973,709 | $946,477 | $967,300 |
Capital structure indicators
Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Months of cash | 1.5 | 4.8 | 3.2 | 1.9 | 7.0 |
Months of cash and investments | 1.5 | 4.8 | 3.2 | 1.9 | 7.0 |
Months of estimated liquid unrestricted net assets | 0.6 | 0.2 | 10.0 | 8.9 | 9.3 |
Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Cash | $37,721 | $170,863 | $236,331 | $135,615 | $518,590 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $0 | $0 | $0 | $0 | $0 |
Gross land, buildings, equipment (LBE) | $0 | $0 | $0 | $0 | $0 |
Accumulated depreciation (as a % of LBE) | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Liabilities (as a % of assets) | 66.1% | 96.5% | 20.2% | 19.3% | 17.2% |
Unrestricted net assets | $16,155 | $6,296 | $747,170 | $647,145 | $688,617 |
Temporarily restricted net assets | N/A | N/A | N/A | N/A | N/A |
Permanently restricted net assets | N/A | N/A | N/A | N/A | N/A |
Total restricted net assets | $0 | $0 | $0 | $0 | $0 |
Total net assets | $16,155 | $6,296 | $747,170 | $647,145 | $688,617 |
Key data checks
Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Dr. Demetrick Pennie
Dr. Demetrick "Tre" Pennie is the Executive Director of The National Fallen Officer Foundation. He is a 22-year veteran Dallas Police Sergeant, U.S. Army veteran, and a former U.S. Congressional Candidate. He is experienced in non-profit management and also holds a Doctor of Education from Texas Tech University. He has also been called as an expert witness to testify before the U.S. House and U.S. Senate on law enforcement safety.
Number of employees
Source: IRS Form 990
The National Fallen Officer Foundation
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
The National Fallen Officer Foundation
Board of directorsas of 04/03/2023
Board of directors data
Demetrick Pennie
Law enforcement Advocacy and Education
Term: 2018 - 2023
Merlin Lofton
The National Fallen Officer Foundation
Term: 2018 - 2023
Kerri Long
The National Fallen Officer Foundation
ERIC FEINBERG
The National Fallen Officer Foundation
Ethan Stone
The National Fallen Officer Foundation
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
Disability
Equity strategies
Last updated: 01/20/2023GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We disaggregate data by demographics, including race, in every policy and program measured.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.
Contractors
Fiscal year endingProfessional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G