CWOA Operations Manual

CHIEF WARRANT AND WARRANT OFFICERS ASSOCIATION,

UNITED STATES COAST GUARD

Operations Manual

To Whom This May Concern,

1. This operating manual consolidates information and policies governing the day-to-day operations of the association. Its primary purpose is to provide current officers, newly elected officers, and association employees with the necessary information to understand how the association functions and what is expected of them in performing their duties. In some cases, only general guidance is provided.
2. Where the Bylaws of the Association specifically govern a topic, the appropriate section of the Bylaws is referenced. Where a vote of the membership, Executive Committee, or Board of Directors has established a requirement or policy, a reference to that vote or meeting is included.
3. The performance of duties by Association officers and employees must be responsive to the needs of the members and conform to laws and the Bylaws of the Association. Most of the policies and procedures in this manual may be changed by the Board of Directors. However, it is essential that this Operating Manual remains accurate. Therefore, the procedures contained in this manual are to be followed until the Board of Directors approves a change.
4. This Operating Manual is intended to assist officers and employees in carrying out their duties and to help new officers and employees learn how the Association functions.
5. The provisions of this Manual were approved by the Board of Directors on 1 June, 2024.

CWO Robert Resendes

President

Table of Contents

Table of Contents        3

1. National Office Administration        4

2. Executive Director        17

3. Board of Directors        21

4. National Officers        23

5. Executive Committee        29

6. Committees        30

7. Chapters        33

8. Awards/Recognition        43

9. Scholarship Program        55

10. Permanent Finance Committee        59

11. Official Communications        66

12. Records Retention        66

13. Terms        67

14. Acronyms        67

1. National Office Administration

1. Office

1. Facility

1. The association shall conduct business remotely, with the primary location being the home of the Executive Director.

2. Office Hours

1. The Association conducts general membership business from 0900 until 1600 eastern standard time.

2. When employees are unavailable either for a short period or for the remainder of the day, the association will utilize a Google Voice number that will allow callers to voice and text messages.  This account will primarily be monitored by the Staff of the CWOA, and the President will additionally be given access for the purpose of oversight..

2. Travel / Official Activity Expenses

1. Reimbursement for members traveling in the name of the association is based on actual reasonable expenses required to conduct association business.  There is no other limit on reimbursement.

2. Travel claims shall be submitted on the association Travel Claim form to the Treasurer for approval and payment.

3. Mileage for travel by personal vehicle is the Standard Mileage Rate for the date travel started based on the IRS rates published on the official website.

3. Insurance

1. The Association has the following insurance policies:

1. The Barge

1. Insurance is with Markel Marine; the policy is an annual policy and expires on 20 September each year.

2. See the barge insurance policy for coverage details.

2. Commercial Crime Policy

1. The Association has Commercial Crime Policy to protect the Association from employee and officer dishonesty.  Article IV, Section 8 of the Bylaws requires that each officer and employee be bonded in the amount of $10,000.

2. The current crime policy is with The Hartford and is a one-year policy and expires in March, with premiums due annually.

3. Worker’s Compensation

1. The Association is required to carry Workman’s compensation insurance to cover employees.  We have a policy with <Insurance Company Name> that covers all employees.  The policy is an annual policy and the policy period runs from March to March.  The premiums are based on estimated annual salary for the next year. Salaries are computed as a minimum of $15,000 each, even if the employee or officer receives as little as $1.00 in compensation.

4. Operational Financial Management

1. Cash Receipts Record

1. All monies received at the Association office are recorded in QuickBooks and deposited into the checking account. On or near the first of each month allotment payments are deposited directly into the checking account by the Coast Guard (retired and Active Duty allotments).

2. Donations

1. All donations are initially deposited into the checking account and moved to the specific savings account for which they are designated.

3. Savings

1. The Association maintains savings accounts with First Command Bank.

4. Investments

1. The Association contracts with First Command Bank to invest all monies on behalf of the Association.

5. Expenditures

1. Signature authority for checks.

1. One signature is required on checks. Those authorized to sign all checks are the Treasurer and Executive Director.

6. Payments

1. All bills are paid using the Association’s credit cards. All cards must be paid off in the month following the purchase.

2. Checks are written using the Deluxe E-checks system and offer the ability for an individual to receive a check via mail or email.

7. Allotments

1. Allotment payments received by the Association arrive on or about the first of each month.

2. During the last week of the month, the Association will usually receive two printouts (one for active duty, one for retirees) for allotment payments to be received the following beginning of the month. This report will provide the following:

1. Name, amount and date of the last change in allotment for everyone from whom we will receive a payment.

2. name and former allotment amount for everyone whose allotment stop is effective since the last check was received.

3. name and former allotment amount for everyone whose allotment start is effective with that check.

3. An Excel spreadsheet is used to track the amount of payments. When the spreadsheet is validated against the PPC printout, the member’s records are updated in the JoinIt program.

8. Payroll.

1. Payday for employees is determined by the contract with the employee and the Association. Payroll will be processed through Quickbooks online.

5. Members

1. Records - A file is maintained on each member to include the following:

1. Original application for membership.

2. Designation of beneficiary for death benefits.

3. Address changes received.

4. Any pertinent correspondence.

2. Processing New Members

1. Upon receipt of an application for membership:

1. A member is placed in “pending” status until such time as a payment is received to the Association.

2. A welcome letter is emailed to the member immediately after registration.

3. Upon receipt of the first payment to the Association, a new member will receive a polo shirt with the Association’s logo embroidered onto it, and other Association materials as available.

4. All members will receive an electronic membership card upon joining.

2. The beginning date for membership is determined as of the initial date that a payment is received.

3. Dues

1. Effective 01 April 2016 dues for "full dues members" are $7 per month.

2. As of 12 March 1982, members who were in a "full dues" status and had less than 20 years as members of the Association ceased to become "dues free" members.

3. New or Regular members may become Life Members by payment of the below sums (to include credit card processing). Fees for life members may be paid in a lump sum or in installments, as long as the last payment is received within 12 months of receipt of the first payment. Life Membership will be effective upon receipt of the final payment.

1. Effective 03 April 2014 the following life member fees were established:

4. Distinguished Members of the Association are considered life members and no longer require a dues payment to the association..

5. Dues for limited members are $1.00 - $6.99 per month.  Limited members have no voice or vote.  In order for a Limited member to receive the newsletter, they must make a payment of at least $5.00 per month.

6. Dues are paid in advance and may be paid either by allotment, check or credit card.

7. If dues are paid by check or credit card, payment is due in January, regardless of when the member joined, for the following 12-month period. Members are considered to be in arrears if payment is not made within six months of the due date.

8. Members paying by allotment are considered to be in arrears if the allotment is for an insufficient amount to pay their dues.

9. If a member paying by allotment stops that allotment, a notice of dues due will be sent at the end of the year at the same time as members paying by check advising them of the amount of dues that are required to be paid and the due date.

10. A dues notice is sent to members paying by check on December 1 advising members that dues are due no later than January 31.

11. If dues are not received by members paying by check by December 31, a second notice is sent January 1 reminding them that their dues are due.

12. If dues are not received by members paying by check by three months after the due date, a final dues notice is sent to them advising them that if payment is not received within 90 days they will be dropped from the rolls of the Association.

13. Article II, Section 3 requires that members in arrears be dropped from the rolls of the Association on the first day of July.

4. Member Death Benefits

1. A death benefit is paid upon the death of any regular member of the association.  Article X, Section 2 of the Bylaws contains detailed rules for the amount of the benefit to be paid upon notification of death.

2. Association notification of member death:

1. Notification from a survivor with proof via death certificate.

2. From the death report emailed by the Pay and Personnel Center.

3. Every effort is made to send the letter of condolence and death benefit the day of notification of death or as soon after as possible.

4. Member status and Association records:

1. The member is moved from an “active” to “canceled” status and membership type is changed to “deceased.”

2. Administrative Process:

1. Send sympathy card to the member’s family using the last known address of the member.

2. Verify member beneficiary.

3. Send death gratuity payment to the beneficiary.

4. Add the deceased member to the Over The Bar in the preceding newsletter.

6. Regular Meetings

1. Preparation

1. Documents required:

1. Minutes of last meeting

2. Treasurer’s Report

3. Membership Report

4. Executive Director Report

2. Prior to the meeting, the President must determine which committees will have reports to present and which of them will be written.

7. Special Meetings

1. Preparation

1. Due to the limited scope of the meeting, no minutes or reports are provided. However, a brief summary of the reason for the special meeting will be provided prior to the meeting.

8. Annual Meeting

1. Host Proposals

1. Chapters will have until March 30 to submit a proposal to host the Annual Meeting.

2. During the 4th quarter the proposals are reviewed by the Board of Directors and a decision is made if additional information is needed.  If additional information is needed, it is requested.

3. In the fourth quarter, the Executive Director obtains information on hotels in the area selected for the meeting.

4. In July, the BoD ensures that the Permanent Finance Committee is advised of the estimated cost of the Annual Meeting.

5. In August, the President will announce the location of the Annual Meeting for the following year.

2. Agenda. A letter is sent to each chapter soliciting agenda items in December. The deadline for receipt of items is March 30.

3. Award Nominations.

1. In October, chapters are reminded that any nominations for Distinguished Membership, or other awards, must be received by the President no later than February 1.

2. In February, the Membership Committee must review any nominations for awards, determine eligibility, and provide a written report to the President.

3. Award recommendations shall be a maximum of two-pages:

1. Subject line will contain name of nominee & award title;

2. A brief biography of the nominee;

3. Summary of actions that directly align with award criteria;

4. Contact information for the Chapter and representative submitting recommendation.

4. Facility Requirements

1. Meeting Room

1. Preferred set up is U-Shaped or Horseshoe for 30 and 15 Theater style, with two (02) six-foot tables with two chairs each in the back of the room.  The current officers, chapter representatives and Distinguished Members present, sit at the tables.  Remaining members or guests sit at chairs.

2. In the meeting room we have the American and Coast Guard Flags, a podium, pads, pencils and pens at each place.

3. Typically, there is ice water all day, coffee in the morning and sodas in the afternoon.

2. Sleeping Rooms

1. We typically block 45 rooms with two double beds for the Wednesday, Thursday, Friday and Saturday nights of the meeting.  

2. Members are required to pay for half of their room rate..

3. The sleeping room for the Executive Director must be large enough to conduct business of the Association. This may require a small suite, or a single room may be adequate.

3. Installation Dinner Room. Plan for 50-75 attendees.

5. Installation Dinner

1. The annual meeting culminates with an installation dinner with a guest speaker. In December, the President should send a letter asking the guest speaker to attend.

2. Invite senior Coast Guard officers in the vicinity of the meeting.

1. If the meeting is held outside the Washington, DC area, the chapter president nearest to the meeting site should be consulted on the Flag or O6 commanding officers who should be invited.

2. If the meeting is in the Washington, DC area, all HQ Flag officers; CO, HQ Support Command; Admin Aide to the Commandant; and the Commandant and Vice Commandant's aides and their spouses are normally invited.

3. The dinner program will be designed to include a cover, preamble, program events, old & new officers, past presidents, and distinguished members.

6. Executive Committee Packages

1. Emails sent to members of the Executive Committee no later than November 1, giving details about the meeting and expenses, if any, being paid by the Association. The email also advises of procedures for travel arrangements, room and installation dinner reservations. Additionally, the email must advise them that it is customary to present a report of not more than five minutes on the activities and health of their chapter since the last annual meeting.

9. Meeting Processes

1. Notices

1. The President will establish the schedule for all regular association meetings during the first two months in office.

2. Notices for regular meetings are published in the CWONews.  Each issue of the CWONews will carry a notice of the date, time and place of the next scheduled meeting of the association.

3. The notice for the Annual Meeting (April or May of each year) will be published in the 2nd quarter issue (October/November/December) issue of the CWO News.

2. Minutes

1. The Secretary records and publishes minutes of each Association, Executive Committee and Board of Directors meeting.  The minutes should be completed and distributed within 30 business days following the meeting.  The minutes of the Annual Meeting are prepared and distributed approximately 90 days after the meeting.

2. The minutes contain a summary (brief) of:

1. Each item discussed

2. All motions, the name of the maker of the motion and seconder of the motion and whether carried or failed.

3. The original of all reports or material submitted in writing.

3. After the minutes have been accepted, a copy is provided to each chapter and the association officers.

4. All documents, minutes, attachments, etc. from the annual meeting will be stored in the Association’s official files

2. Executive Director

1. General

1. The Chief Warrant and Warrant Officers Association (CWOA) Executive Director is the key management leader of the association. The Executive Director is responsible for overseeing the administration, programs, and strategic plan for the organization. Other essential duties include   fundraising, marketing, and community outreach. The position reports directly to the CWOA President for the Board of Directors (BOD). Additionally, the Executive Director will work with the Association Committees and their Chairpersons to help develop and implement policies and procedures that are consistent with the Development Strategies of the Association and attend all committee meetings as an Advisor and non-voting member. The Executive Director will conduct business operations accordingly, as to the guidelines in the approved by-laws, manuals, and policies established by the association, and consult with the BOD on any items not covered by the organization's governing documents. While the Executive Director may or may not be a member of the association, his opinions and suggestions will be welcomed by all members of the CWOA.

2. Duties

1. Developing and directing organizational strategy.

2. Drafting organizational policies and philosophies.

3. Overseeing day-to-day business activities.

4. Conducting performance reviews of staff and interns.

5. Finding and acquiring new interns.

6. Preparing comprehensive budgets.

7. Reporting on revenue and expenditure.

8. Engaging with community groups.

9. Creating sound business plans.

10. Overseeing financial accounts.

11. Distribute and send mail and email.

12. Notify the BOD of incoming correspondence, events, meetings, and policy changes.

13. Maintain a record of each member, including current address, dues status, latest beneficiary, and rank. Supply information, as requested.

14. Upon notification of the death of a member, verify the death, prepare the condolence letter for the President or representative’s signature, and send the proper monetary sum of the death gratuity insurance payment as soon as possible.

15. Upon notification of the scheduled retirement of association members, correspond with the member to obtain a future address, supply information on dues allotments, etc. Prepare and mail association retirement certificate per members’ wishes and, upon actual retirement, change association records to reflect member status.

16. Maintain records of receipts, expenditures, and records of savings on all accounts.

17. Process establishments and disestablishments from allotment listings.

18. Prepare vouchers and checks for payment of bills.

19. Fulfill tasks necessary for the procurement and distribution of association merchandise.

20. Coordinate repairs or improvements to the association office, as directed or from personal observation.

21. Attend governmental/social functions representing the CWOA, as necessary.

22.  Prepare all relevant correspondence and certificates.

23. Fulfill administrative/logistical tasks for association meetings.

24. Function as primary representative and the signatory at The Military Coalition (TMC) meetings. Keep aware of activities or plans of the Executive, Judicial or Legislative branches of the Federal Government that affect the association or its members. This will be conducted by liaison with other organizations and visits to the House and Senate, as necessary.

25. Supply support to the Association Chapter Presidents.

26. Serve as an Advisor on all Committees.

27. Maintain all applicable databases for the association.

28. Process all incoming dues.

29. Prepare and mail dues notices.

30. Maintain schedule and organizational needs for the CWOA annual meeting.

31. Scan and e-file documents following the association Record Retention Schedule.

32. Serve as editor of the CWO News. Supply an electronic distribution list to the contracted printer.

33. Work with the Permanent Finance Committee Chairperson to ensure that an annual budget is drafted during the 3rd Quarter of each year.

34. Work with the BOD-approved Certified Public Accountant (CPA) to prepare and file Form 990 (Return of Organization Exempt from Income Tax) and all required schedules. Submit it to the Treasurer not later than 15 October for signature. Ensure association Vice President and Vice President of Reserve Affairs prepare membership email for soon-to-be appointed CWOs (both active and reserve).

35. Receive and review applications for the CWO John A. Keller Scholarship. Enter applicant information into the Keller Scholarship Program e-file and provide the Scholarship Committee with all applicants' eligibility status and the maximum number of grants which may be awarded. After the committee report is received, update the Keller Scholarship Grant Recipient e-file to include current awards. Receive and review applications for the Art and Eleanor Colona Scholarship. Enter applicant information into the Colona Scholarship Program e-file and provide the Scholarship Committee with all applications received for the eligibility status of applicants and the maximum number of grants which may be awarded. After the committee report is received, update the Colona Scholarship Grant Recipient database to include current awards.

36. Liaison with the Columbia Southern University Rep and plan details for advertising the Membership Scholarship and presenting to the recipient. Receive and review applications for the Membership Scholarship. Enter applicant information into the e-file. Provide the Scholarship Committee with all applications received, the eligibility status of applicants, and the maximum number of grants awarded. After the committee report is received, update the e-file to include the current year’s awards.

37. Facilitate the annual meeting at the chosen meeting establishment, acting as the primary liaison for the CWOA for all Board of Directors, Distinguished Members, Executive Committee Members, and CWOA members present. Facilitate the annual meeting installation of officer’s dinner for the CWOA.

3. Board of Directors

1. General

1. The Board of Directors (BoD) primary focus is on the high-level strategy, oversight, and accountability of the association. The BoD will address the member’s interest through the association’s work and act as the legal voice for the association. While day-to-day operations are the responsibility of the ED, the BoD will review strategic oversight plans and discuss association governance. The BoD will be chaired by the National President and consist of the National Officers.

2. Duties of the BoD

1. Meet not less then once per month.

2. Approve payments as necessary for the payment of expenses.

3. Represent the Association as may be directed by the President of the Association.

4. Review the Employee's contract on an annual basis concerning compensation and continued employment.

5. Review the performance review report of the Association employee as written and presented by the President.

6. Make recommendations to the executive committee concerning matters of Association Policy.

7. Set the Meeting Agenda, dates and place of all general and annual meetings.

8. Ensure necessary committees are formed to assist in the conduct of Association business.

3. Attendance, resignation, or removal from Office.

1. Any BoD member failing to attend three meetings called by the National President and those absences and considered unexcused, that member will be temporarily relieved of all duties, pending permanent removal as determined by the Executive Committee. Temporary removal will render the position vacant. Vacancies will be filled in accordance with the Bylaws.

2. Any BoD member resigning or removed for reasons other than health, extenuating circumstances or has received official transfer orders outside the continental United States, will be ineligible to run for any National Office. A National President that resigns or is removed from office for reasons other than just stated, will not be designated as Immediate Past President (IPP) due to not fulfilling the obligated term of office. The designated IPP will then be given to the member who last successfully held the Office.

3. The IPP is a distinguished and honored position and shall remain at the call of the current National President and BoD.

4. Should the President’s office become vacant, the Vice President shall fill that office. Any vacancies occurring among the other BoD officers shall be filled by appointment of the BoD.

4. National Officers

1. General

1. Signature cards are needed for First Command Bank and Bank of America credit card upon installation of new Treasurer.

2. Succession of Officers

1. In the event that the President is unavailable to preside at a meeting of the General Membership, Executive Committee or the Board of Directors another officer shall preside in the order listed below. Similarly, in the event that an issue arises which requires a prompt response by the Association and the National President is unavailable, the Executive Director shall contact another officer in the following order:

1. Vice President

2. Vice President of Active Duty Affairs

3. Vice President of Reserve Affairs

4. Vice President of Retired Affairs

5. Secretary

6. Treasurer

3. Duties of the President

1. Chair of the Board of Directors, Executive Committee, and will preside at the National Convention.

2. Member of the Permanent Finance Committee.

3. Set the Agenda for and call meetings of the Board of Directors.

4. Supervise and provide direction to the Executive Director, except as otherwise provided herein.

5. Approve payments up to $500.00 not set forth in the bylaws and sign checks, as necessary.

6. Sign correspondence concerning members who have passed ”Crossed the Bar” and other correspondence concerning Association business where signature by the President of the Association is appropriate.

7. Sign all correspondence concerning Association policy matters to the Commandant of the Coast Guard, Headquarters Offices, Coast Guard units, members of the Association or other Associations not specifically delegated to the Executive Director for signature.

8. Appoint the Chairperson of all committees.

9. Call special meetings of the Association.

10. Represent the Association in its relations with Federal, State, Military Organizations, and other Governmental bodies. May designate any member to represent the Office at public ceremonies and meetings.

11. Be familiar with Roberts Rules of Order.

4. Duties of the Vice President

1. Member of the Executive Committee and Permanent Finance Committee.

2. In the absence of the President, convenes all meetings and performs the duties required of the President in accordance with the Bylaws and Association policies.

3. Chair of the Membership Committee.

1. Sign welcome letters to new members of the CWOA.

2. Market the CWOA to eligible individuals.

3. Supervise the Executive Director for all matters concerning membership initiatives (processes, paper and electronic records, etc).

5. Secretary

1. Secretary of the Executive Committee, Board of Directors, and Permanent Finance Committee, Chairman of the Scholarship Committee.

2. Record the minutes of all regular and special meetings of the Association. Prepare minutes for review by the BoD as soon as possible. Provide the Executive Director with the original minutes for distribution.

3. Supervise the Webmaster and ensure the Association Web Site is current.

4. Ensure copies of committee reports are saved in the Dropbox.

5. Supervise the Executive Director in the conduct of all administrative matters excluding financial matters and membership initiatives (electronic and paper files, processes, etc).

6. Be familiar with Roberts Rules of Order; ensure that the duties of the secretary are carried out as listed in the rules.

6. Treasurer

1. Member of the Executive Committee.

2. Chief Financial Officer for the Association and Chair of the Permanent Finance Committee.

1. Conduct initial review of all credit card and bank statements.

2. Track mistaken charges against the CWOA corporate credit cards and ensure that the Association is reimbursed for the charges.

3. Review Treasurer's Report for all General Membership meetings. Prepare reports for the Permanent Finance Committee.

4. Review draft annual budget for the Permanent Finance Committee during the 3rd quarter of each year.

5. Sign all tax related documents. The association CPA will prepare the documents for the Treasurer's signature.

6. Work with the Executive Director and Associations CPA to ensure the annual income tax reports are completed at the end of the fiscal year and submitted prior to the deadline.

7. Review all financial documents and sign checks, as necessary.

8. Be available for audits of Association Accounts.

9. Supervise the Executive Director in the conduct of all financial matters (transactions, paper and electronic records, etc).

7. VP of Reserve Affairs

1. Member of the Executive Committee.

2. Chair of the Reserve Forces Policy Committee.

3. Represent the Association as directed by the President of the Association.

4. Serve as subject matter expert to the Association on all matters regarding Reserve affairs.

5. Prepare articles and other items of interest to members for the CWO News on a quarterly basis.

8. VP of Retired Affairs

1. Member of the Executive Committee.

2. Chair of the Retired Affairs Policy Committee.

3. Represent the Association as may be directed by the President.

4. Serve as subject matter expert to the Association on all matters regarding Retired Affairs.

5. Prepare articles and other items of interest for CWO News on a quarterly basis.

9. VP of Active Duty Affairs

1. Strategic Planning: Collaborate with the Executive Board to develop and implement strategic initiatives, policies, and programs related to the welfare, professional development, and advocacy of active duty Coast Guard warrant officers.

2. Active Duty Liaison: Serve as the primary point of contact and advocate for active duty Coast Guard warrant officers within the Chief Warrant and Warrant Officers Association (CWOA), facilitating communication, engagement, and collaboration between the association and active duty members.

3. Membership Engagement: Promote active participation and involvement of active duty Coast Guard warrant officers in CWOA activities, events, and initiatives, fostering a sense of community, camaraderie, and support among members.

4. Advocacy and Representation: Advocate for the interests, concerns, and needs of active duty Coast Guard warrant officers at the national level, representing their perspectives and priorities to CWOA leadership, government agencies, and other stakeholders.

5. Professional Development: Identify and support opportunities for professional development, training, and career advancement for active duty Coast Guard warrant officers, including educational resources, mentorship programs, and networking opportunities.

6. Policy Development: Monitor legislative, regulatory, and policy developments affecting active duty Coast Guard warrant officers, providing analysis, recommendations, and advocacy on issues impacting their welfare, rights, and benefits.

7. Information Dissemination: Disseminate relevant information, updates, and resources to active duty Coast Guard warrant officers regarding association activities, benefits, opportunities, and developments through various communication channels.

8. Collaboration with Commands: Establish and maintain relationships with Coast Guard commands, units, and leadership to facilitate collaboration, support, and coordination of initiatives benefiting active duty Coast Guard warrant officers.

9. Event Coordination: Coordinate and support events, conferences, and meetings focused on active duty affairs, including participation in Coast Guard-related ceremonies, celebrations, and recognition events.

10. Committee Leadership: Chair or serve on committees related to active duty affairs, providing leadership, guidance, and oversight to committee members in achieving established goals and objectives.

11. Budget Management: Manage financial resources allocated to activities, initiatives, and programs related to active duty affairs, ensuring prudent fiscal stewardship and accountability.

12. Reporting and Documentation: Prepare reports, summaries, and documentation as required by the Executive Board, providing updates on activities, accomplishments, challenges, and recommendations related to active duty affairs.

13. Professional Conduct: Uphold the highest standards of professionalism, ethics, and integrity in representing the Chief Warrant and Warrant Officers Association and advocating for the interests of active duty Coast Guard warrant officers.

14. Continuous Improvement: Identify opportunities for improvement and innovation in fulfilling the duties and responsibilities of the Vice President of Active Duty Affairs, contributing to the overall effectiveness and success of the associatin

5. Executive Committee

1. The Executive Committee is a governing body of the CWOA composed of the key leaders and organization representatives. They act as a forum for discussing important issues, setting priorities, and aligning an organization’s objectives with its overall mission and vision. The Executive Committee is chaired by the National President, with the following as members: National Vice President, VP-Active Duty Affairs, VP-Retired Affairs, VP-Reserve Affairs, National Secretary, National Treasurer, and all 29 Chapter Presidents (or their identified proxy). The Executive Committee will serve as the central decision-making and oversight body responsible for shaping the CWOA strategic direction, policies, and operations.

2. This Committee is required to meet annually, at the stated convention, and at least quarterly as called by the Chair.

3. The following are common areas where executive committees typically have significant involvement and responsibility:

1. Decision-making: The committee makes important decisions on all matters of the association.

2. Governance and compliance: Executive committees establish and review policies and procedures, oversee compliance with legal and regulatory requirements, and promote ethical behavior and responsible corporate citizenship.

6. Committees

1. General

1. The committee's charters shall be reviewed on an Annual basis or upon the designation of new committee leadership

2. Newly established committees will develop a charter outlining the objectives of the committee and filed through the Executive Director.

3. A member of the BOD shall be designated to champion the committee.

4. The Association has identified work assignments which are better served through the management of a committee:

1. Established Committees - These committees are necessary to maintain the life-cycle of the Association.  The committees have charters and will continue unless dissolved by the Association.

2. Other Committees - These committees are voted upon and established during the Annual Meeting each year to move forward new goals.  The committees shall develop a charter and complete it prior to the following Annual Meeting.

3. AD-HOC Committees - These committees are developed as just-in-time workgroups, established to further the goals of the Association

2. Established Committees

1. Permanent Finance

1. The Treasurer serves as the Chair.

2. This committee is appointed by the President, immediately after the Annual Meeting and is composed of the President, Vice President, Treasurer and four association members.

3. Functions

1. Reviews written proposals for expenditures in excess of $10,000.

2. Reviews the investments of the Association.

3. Prepares a budget during the third quarter of the fiscal year for the following fiscal year.

2. Bylaws

1. This committee is composed of at least three members and is appointed by the President promptly after the annual meeting.

2. The Chairman is appointed by the President

3. The committee reviews changes to the bylaws recommended by members or proposes changes on their own initiative.

4. The committee will report to the President upon completion of a proposed change to be presented to the Executive Committee for action.

3. Scholarship

1. This committee is composed of the Secretary who serves as the Chairman and at least 2 other association members who volunteer to oversee the selection of the association's scholarships and is appointed by the President promptly after the annual meeting.

2. The committee formulates instructions to the applicants, the application and selects the applicants who are to receive the grants.

3. Maintains and recommends changes to the standing rules of each scholarship that they represent.

3. Other Committees

1. Nomination and Ballot Committee

1. The president appoints a nomination and ballot committee in promptly after the annual meeting to put together a slate of officers for the next year.   They are responsible for doing the quality assurance review of all ballots before they are sent to the membership and responsible for adjudicating the ballots once the election is complete.

2. Long Range Planning

1. The Long Range Planning Committee meets at least once every three years. The purpose of the committee is to project where our priorities should be five years in the future to be sure our association's service and goals are met.

3. Such other committees as are necessary to carry out the business of the association are appointed from time to time by the President.

4. AD HOC Sub-Committee(s)

1. Example (100 Year Celebration)

7. Chapters

1. General Information

1. Annual timeline of required business (annual reports etc.)

2. The Board of Directors shall approve requests for new chapters. All chapters approved prior to 1 October 1969 shall be known as “Charter Chapters”.

3. Chapters shall be named as membership designates. All name change requests shall be by letter addressed to the National President for approval. Any group desiring to form a chapter may petition the National Office stating their aims, purposes for the chapter, and that they subscribe to and accept the provisions contained in the Association’s By-laws. The petition shall be addressed to the National President and must be signed by not less than 15 regular members of our Association. Personnel may become members by including their dues with a membership application attached to the petition. The chapter mailing address, a roster of prospective officers and a list of eligible members should also be attached to the petition. A majority vote shall constitute a decision.

4. Following approval of the petition, the National President shall issue a charter. The National President or the President’s representative shall deliver the Charter and be the Instituting Officer at an appropriate ceremony. A new chapter should be instituted within ninety (90) days following the date of approval of their charter.

5. President, Vice-President, Secretary, and Treasurer are the elected officers required for a Chapter. The offices of Secretary and Treasurer may be combined. The President will appoint a Membership Committee Chairman charged with the recruitment and retention of Chapter membership. Chapters may have a Board of Directors.

6. Only regular members in good standing holding the paygrade of CWO2-4, may be nominated and hold the office of President or Vice-President if so elected or appointed. Those CWOs who are promoted to O1E or above may remain members of the Association if in good standing, but may not hold the office of President or Vice-President.

7. The Chapter shall promptly notify, within 30 days, the National Office of the names, telephone numbers and e-mail addresses of the officers installed and all changes of Chapter Officers.

2. National oversight of chapters

1. Chapters shall submit a Gross Receipts Report to the National Office not later than the annual meeting each year. The Executive Director will provide appropriate forms and instructions.. Failure to submit the report will result in suspension of the chapter/branch charter. Should the chapter/branch not comply by 31 December of that year, their charter will be revoked.

2. Chapters shall properly complete and submit all tax compliance documentation for review by the National Treasurer and Executive Director with sufficient time to enable possible corrections and submissions to the appropriate authorities by the due dates. Failure of a chapter to submit these important documents in time may result in penalties paid by the chapter and could result in the chapter suspension by the BoD.

3. A Chapter wishing to voluntarily surrender its charter should make an earnest attempt to give notice to all chapter members. A Chapter may surrender its charter providing all members in good standing of the Chapter at the time are notified at least 20 days in advance of the proposed action and the proposition is voted on and approved by a two-thirds (2/3) vote of members present at a designated meeting where such action is considered. Upon receipt of the chapter charter, the National Office shall thoroughly research the circumstances surrounding the surrender prior. The National President shall inform the Board of Directors of the final action.

4. Suspension and Revocations of Chapter Charter

1. The Board of Directors shall suspend or revoke the charter of any chapter of the Association for any of the following reasons:

1. When the membership of a chapter decreases to less than 10 members.

2. When a chapter willfully violates or refuses to comply with the By Laws, or the legal directives of the National President or the Board of Directors.

3. If a chapter engages in an unlawful act or practice, which brings discredit to the good name of the Association.

4. When a chapter has been inactive (no communications with the National Office) for a period of one year.

2. When a charter has been suspended or revoked, the chapter may appeal the decision to the Board of Directors. The appeal shall be in writing and submitted via the National President.

3. When a chapter is under suspension, no meeting shall be held in the name of the Chapter of the Association except for the sole purpose of discussion of the cause, effect, or removal of the penalty. Except for existing legal obligations, no funds of the Chapter shall be expended, and no additional obligations shall be made while the suspension is in force.

5. Temporary Suspension

1. A Chapter is found not in compliance with their obligations and is subject for temporary suspension for the following reasons;

1. If a Chapter fails to submit their annual tax documentation in an appropriate time frame they are not in compliance with their obligations.

2. A Chapter who does not provide updated members details prior to the Annual Meeting is not in compliance with their obligation.

3. A Chapter who does not provide an Annual Chapter Report for the Annual Meeting is not in compliance with their obligation.

4. A Chapter who fails to send an Officer or member of the Chapter as a Proxy to the Annual Meeting is not in compliance with their obligations.

5. A Chapter who fails to participate in three of the four quarterly Executive Committee Meetings is not in compliance with their obligations.

2. The BoD shall suspend a Chapter for a period not to exceed six months for not meeting anyone of the above obligations.

6. If a chapter is declared defunct, its charter revoked or voluntarily surrendered, the BoD shall take control of all books, records, properties and funds, keeping them in trust until the members of the chapter at the time the charter was relinquished, decide disposition. All historical documentation (photos, plaques, trophies, etc.) shall revert to the National Association. Other property and funds of the chapter shall be donated to the The National Association, other chapters, USCG Mutual Assistance, or to other worthy non-profit organizations as decided by the BoD.

3. Duties

1. Chapter President

1. Overall Leadership:

1. Provide visionary leadership to the chapter, setting strategic goals and priorities aligned with the mission and objectives of the CWOA.

2. Inspire and motivate chapter members to actively participate in the association's activities and initiatives.

2. Representative:

1. Serve as the primary spokesperson and advocate for the chapter, representing its interests and concerns to the national organization, Coast Guard leadership, and external stakeholders.

2. Attend national CWOA meetings, conferences, and events to ensure the chapter's voice is heard and its needs are addressed.

3. Strategic Planning:

1. Develop and implement long-term strategic plans for the chapter, identifying key objectives, milestones, and action steps to advance the association's mission.

2. Regularly assess the effectiveness of chapter activities and adjust strategies as needed to achieve desired outcomes.

4. Membership Engagement:

1. Foster a sense of camaraderie and belonging among chapter members, promoting active participation and involvement in association activities.

2. Encourage networking opportunities and professional development initiatives to enhance member engagement and satisfaction.

5. Coordination:

1. Collaborate with other chapter officers, committee chairs, and volunteers to ensure seamless coordination and execution of chapter programs, events, and projects.

2. Facilitate effective communication and teamwork among chapter members to maximize productivity and impact.

6. Communication:

1. Serve as the primary communication liaison between the chapter and the national organization, conveying important updates, announcements, and directives to chapter members.

2. Regularly communicate with Coast Guard leadership and other relevant stakeholders to advocate for the interests and concerns of Coast Guard warrant and chief warrant officers.

2. Chapter Vice President

1. Support:

1. Assist the Chapter President in fulfilling their duties and responsibilities, providing backup and support as needed.

2. Serve as a trusted advisor to the Chapter President, offering insights and recommendations to enhance chapter effectiveness and performance.

2. Succession Planning:

1. Work closely with the Chapter President and other officers to ensure smooth leadership transitions and succession planning within the chapter.

2. Be prepared to assume the role of Chapter President in the event of absence, vacancy, or incapacitation.

3. Committee Oversight:

1. Oversee the work of chapter committees, task forces, and working groups, ensuring alignment with chapter goals and objectives.

2. Provide guidance and support to committee chairs and members, facilitating collaboration and synergy across different areas of focus.

4. Event Coordination:

1. Assist in the planning, organization, and execution of chapter events, meetings, and activities, including social gatherings, professional development workshops, and fundraising initiatives.

2. Coordinate logistics such as venue selection, catering, audiovisual equipment, and guest speakers to ensure successful event outcomes.

5. Membership Recruitment:

1. Actively engage in membership recruitment efforts to attract new Coast Guard warrant and chief warrant officers to join the association.

2. Highlight the benefits of CWOA membership and promote the value proposition of belonging to a supportive professional network.

3. Chapter Secretary

1. Record Keeping:

1. Maintain accurate and comprehensive records of chapter meetings, including minutes, attendance rosters, and resolutions adopted.

2. Organize and archive historical documents and records in a systematic manner for easy retrieval and reference.

2. Correspondence:

1. Handle incoming and outgoing correspondence on behalf of the chapter, including letters, emails, and other forms of communication.

2. Ensure timely responses to inquiries and requests for information from chapter members, stakeholders, and external parties.

3. Meeting Logistics:

1. Coordinate the scheduling of chapter meetings, including regular business meetings, special sessions, and annual gatherings.

2. Prepare meeting agendas in consultation with the Chapter President and distribute them to members in advance of scheduled meetings.

4. Documentation:

1. Prepare and distribute accurate and concise meeting minutes summarizing key discussion points, decisions made, and action items assigned.

2. Compile and distribute reports, presentations, and other documentation as requested by chapter leadership or members.

5. Membership Records:

1. Maintain up-to-date records of chapter membership, including contact information, membership status, and dues payments.

2. Process new member applications, renewals, and membership terminations in accordance with established procedures and guidelines.

4. Chapter Treasurer

1. Financial Management:

1. Develop and oversee the chapter's annual budget, in collaboration with chapter leadership and finance committee members.

2. Monitor income and expenses to ensure fiscal responsibility and adherence to budgetary constraints.

2. Dues Collection:

1. Collect membership dues and other payments from chapter members in a timely manner, providing receipts and acknowledgments as appropriate.

2. Maintain accurate records of dues payments and membership status, updating membership database systems accordingly.

3. Expense Approval:

1. Review and approve chapter expenses, reimbursements, and financial transactions in accordance with established policies and procedures.

2. Ensure proper documentation and justification for all expenditures, maintaining transparency and accountability in financial matters.

4. Financial Reporting:

1. Prepare regular financial reports for the Chapter President, Executive Board, and general membership, summarizing income, expenses, and budget variances.

2. Present financial reports at chapter meetings and provide explanations or clarifications as needed to facilitate understanding and decision-making.

5. Fundraising:

1. Identify and pursue fundraising opportunities to support chapter activities, projects, and initiatives.

2. Cultivate relationships with potential donors, sponsors, and corporate partners to secure financial contributions and in-kind support for association programs and events

8. Awards/Recognition

1. General

1. The association has established awards to recognize the work of individuals who through their actions have brought honor to the Association and Chapters.

2. Award submissions will be submitted to the Executive Director for consideration by the BoD biannually. Awards will be issued on an annual basis at the Annual Convention.

2. Awards

1. Certificate of Appreciation

1. Purpose: A Certificate of Appreciation is typically awarded to express gratitude and recognition for someone's contribution, service, or support. It acknowledges their efforts, dedication, or assistance in a specific task, project, or endeavor.

2. Criteria: Given for acts of kindness, assistance, or support provided by an individual or group. Recognizes contributions that may not be directly tied to achieving specific goals or outcomes but are nonetheless valued and appreciated. Focuses on the personal or relational aspect of the recipient's involvement, emphasizing the positive impact they have made on others.

3. Examples: Providing exceptional support during a challenging project or initiative. Demonstrating outstanding teamwork, collaboration, or mentorship. Going above and beyond expectations to help others or contribute to the success of a team or organization.

4. Awarded for unwavering commitment and hard work to the embetterment of the Association and/or Chapter.

5. May be awarded by the Association President or any Chapter President; signed by the respective President.

2. Certificate of Achievement

1. Purpose: A Certificate of Achievement is awarded to recognize and celebrate a specific accomplishment, success, or milestone. It acknowledges the recipient's outstanding performance, excellence, or attainment of set goals or objectives.

2. Criteria: Given for achieving notable accomplishments, exceeding expectations, or demonstrating exceptional skills, abilities, or results. Recognizes specific achievements or milestones that contribute to the advancement of individual, team, or organizational goals. Emphasizes the measurable or tangible outcomes of the recipient's efforts, highlighting their impact and significance.

3. Examples of Criteria: Attaining significant results in a project, program, or initiative. Completing a challenging task or assignment with excellence and precision. Reaching a milestone or benchmark that signifies progress, growth, or success.

4. Under Article XI, Section 1 of the CWOA Bylaws a Certificate of Achievement may be awarded by the Association President; however, it may also be awarded by a Chapter President if five or more members of the chapter are present for a vote and a majority approve the award. The Award will be signed by the Association President. If the Award is given by a chapter both the Association President and Chapter President will sign the certificate.

3. CWO4 (PERS) Robert L. Lewis, USCG, Retired, Exceptional Commitment Award.

1. Established by the BoD in 2001. The BOD makes this award to a Distinguished Member of the Association, who in their view, has continued to contribute to the well being of the Association to the extent that a Certificate of Appreciation or Certificate of Achievement is insufficient to recognize the effort put forth by the Distinguished Member.

2. A plaque is presented to the member receiving the award.

3. The name of the member receiving the award is added to the plaque in the Association office recognizing the recipients of the award.

4. Distinguished Member

1. Nominations - In October, Chapters are reminded that any nominations for this award must be received by the President no later than February 1st. In February, the Membership Committee must review nominations, determine eligibility, offices held, committees served, achievements, and provide a written report to the President. This report will include the nominee package of supporting documentation, award citation, and written commendation.

5. President's Outstanding Chapter Award (POCA)

1. Purpose: To recognize a chapter or chapters that best exemplifies the highest Dedication, Devotion and Tradition in meeting the aims and goals of the Association.

2. Award to be based on the following:

1. Articles to the CWO News...............2 pts/issue

2. Community Engagement.            2pts / event

3. Submitted Annual Chapter Report.        3 pts

4. Validated Membership.                           3 pts

5. Attended Annual Meeting.                      5 pts

6. Attended Quarterly Meeting                     3 pts

7. Chapter Member.                     1 pt / member

8. CWOPD Sponsorship.              3 pts / dinner

9. Social Media Release...............1 pt / release

3. Award Criteria

1. Community Engagement: Only projects that are truly coordinated chapter efforts that realize a significant impact on the Coast Guard Activity, Community, Organization, or Individual you are assisting may be submitted.

2. All projects must be fully documented with letters, news articles, photos, etc., and include an impact statement of the Who, What, When, Where, Why and How. Inadequate documentation may cause a project to be disallowed.

3. Packages are due in the National Office at the end of the 3rd quarter..

4. Selection Process

1. The Board of Directors shall select one winner.

2. Winning packages shall be presented to the Executive Committee in attendance for vote by secret ballot on the Chapter of the Year. Voting shall be based on the Chapter that best meets the aims and goals of the Association. Votes will be sent to the National President for tally and final determination.

3. Presentation during Annual Awards Dinner.

5. Awards

1. Traveling Trophy for Outstanding Chapter

2. Traveling Plaques for the next two Runners Up

3. Certificates for Participating Chapters

6. Outstanding Membership Recruiting Achievement

1. Purpose: The purpose of the Outstanding Membership Recruitment Achievement Award is to recognize and honor individual members or chapters of the Chief Warrant and Warrant Officers Association (CWOA) for their exceptional efforts and success in recruiting new members to the association. This award acknowledges the importance of membership growth and the significant contributions made by members and chapters in expanding the CWOA community and advancing its mission.

2. Criteria:

1. Demonstrated Commitment: The recipient(s) have shown a strong commitment to promoting the benefits of CWOA membership and actively engaging in recruitment efforts.

2. Recruitment Success: The recipient(s) have achieved notable success in recruiting new members to the association, exceeding established recruitment goals or benchmarks.

3. Innovative Strategies: The recipient(s) have employed creative and effective strategies to attract and engage prospective members, such as outreach events, networking initiatives, or targeted marketing campaigns.

4. Team Collaboration: If applicable, the recipient(s) have collaborated with fellow members, committees, or chapters to maximize recruitment efforts and leverage collective resources.

5. Impact and Contribution: The recipient(s) have made a significant impact on the growth and vitality of the CWOA community, contributing to its diversity, strength, and sustainability.

6. Leadership and Mentorship: The recipient(s) have demonstrated leadership qualities and served as positive role models for other members, inspiring and motivating them to participate in recruitment activities.

7. Adherence to Values: The recruitment efforts of the recipient(s) align with the values, mission, and objectives of the CWOA, fostering a sense of unity, camaraderie, and shared purpose among members.

7. Service Pins

1. The Chief Warrant and Warrant Officers Association (CWOA) is proud to recognize the dedication and commitment of its members through the presentation of Membership Service Awards. These awards honor the longstanding service and loyalty of individuals who have demonstrated unwavering support for the association and its mission over many years.

2. 25-year Member Service Award

1. The 25-Year Membership Service Award is bestowed upon CWOA members who have maintained active membership for a period of twenty-five consecutive years. Recipients of this prestigious award have shown steadfast dedication to the principles and objectives of the association, contributing to its growth, vitality, and success.

2. Criteria for Eligibility:

1. Active membership in the CWOA for a minimum of twenty-five consecutive years.

2. Demonstrated commitment to promoting the professional abilities, value, loyalty, and devotion to the Coast Guard among fellow warrant and chief warrant officers.
3. Participation in association activities, events, and initiatives that support the goals and objectives of the CWOA.
4. Upholding the highest standards of integrity, professionalism, and camaraderie within the Coast Guard warrant officer community.

3. Recognition and Benefits:

1. Presentation of a personalized certificate commemorating twenty-five years of dedicated service and membership to the Chief Warrant and Warrant Officers Association.
2. Inclusion in special recognition ceremonies or events held by the association to honor long-serving members and their contributions.
3. Public acknowledgment and appreciation through association communication channels, including newsletters, social media, and the CWOA website.
4. Continued eligibility for participation in association activities, programs, and leadership roles, with opportunities to further contribute to the advancement of the Coast Guard warrant officer community.

3. Legacy Pin - 50+ years

1. The Legacy Award is the highest honor bestowed by the Chief Warrant and Warrant Officers Association, reserved for members who have demonstrated exceptional commitment and service by maintaining active membership for fifty or more years. Recipients of this prestigious award exemplify the values of loyalty, dedication, and leadership that are the cornerstone of the CWOA.

2. Criteria for Eligibility:

1. Active membership in the CWOA for a minimum of fifty consecutive years.
2. Exemplary service and dedication to advancing the professional abilities, value, and morale of Coast Guard warrant and chief warrant officers.
3. Sustained participation in association activities, initiatives, and leadership roles throughout the duration of membership.
4. Recognition by peers and colleagues within the Coast Guard warrant officer community for significant contributions to the mission and objectives of the CWOA.

3. Recognition and Benefits:

1. Presentation of a distinguished commemorative plaque and pin recognizing fifty or more years of exceptional service and membership to the Chief Warrant and Warrant Officers Association.
2. Special recognition during association events, ceremonies, or conferences, with the opportunity to share insights and experiences gained from decades of active involvement.
3. Enduring legacy and admiration within the Coast Guard warrant officer community, serving as an inspiration to current and future generations of members.

4. Past President & Past National Board of Director Member

1. The current National President prepares a Certificate of Appreciation and Letter of Recognition to be presented at the next Annual Meeting. This includes their position title, service tenure, and personalized message expressing gratitude for their service.

2. A personalized gift may be provided. This may include a framed photograph and/or commemorative plaque.

3. Their service will be recognized via formal communication from the National President or designated representative. Public announcements may be made through the official Association communication channels, such as the newsletter, social media, CWOA website, and magazine.

8. CWO Professional Development Course - Spirit of the Chief Warrant

1. The Association presents a replica model of the CGC Eagle.

9. OCS - Academic Achievement

1. The Association presents a replica modle of the CGC Eagle to the chief warrant officer or officer candidate receiving a temporary service commission who has attained the highest academic average.

2. The award plaques are purchased from the Coast Guard Exchange at the USCG Academy.

3. The Association representative takes a gift to New London at each graduation. This plaque is used at the NEXT graduation.

4. The Leadership Development Center has the engraving done for the plaque at no charge to the Association.

10. CG Academy - Outstanding Mechanical Engineer Academic Achievement

1. Beginning with the Class of 1995, the Association sponsors the Mechanical Engineering graduation award for outstanding contribution to the mechanical engineering major. In prior years the association award was to a graduate for outstanding participation in intramural sports. The association requested the change to be more in keeping with our interests in professionalism.

2. The award is a watch and the purchase and engraving is arranged by the Academy. Prior to graduation the Academy will notify the Association of the cost of the watch (normally about $350) which will include extra money for the taxes the cadet will have to pay for receiving the award. The watch is purchased by the Academy from Some time after graduation the association receives a bill from Perry Jewelers, in New London, Connecticut and is of approximately $300 in value.

3. The President of the Association will be invited to the Academy to attend the awards ceremony and graduation. Additionally, the invitation normally includes a reception, parade and lunch. This is usually a 2 day affair. Service Dress Whites is usually the prescribed uniform, but the Academy will advise on uniforms.

11. Congressional Recognition

1. Purpose: The purpose of professional recognition of Congressional Members and/or their Staff is to acknowledge and express gratitude for their exceptional support, advocacy, and dedication to the Chief Warrant and Warrant Officers Association (CWOA), the United States Coast Guard (USCG), and their missions. This recognition serves to strengthen relationships, foster goodwill, and promote collaboration between the CWOA, USCG, and key stakeholders in the legislative branch. By implementing this professional recognition program, the CWOA demonstrates its appreciation for the vital role played by Congressional Members and their Staff in supporting the association, the USCG, and their shared missions. This program fosters positive relationships, strengthens partnerships, and reinforces the importance of collaboration between the legislative branch and the CWOA community.

2. Criteria may include the following:

1. Demonstrated commitment to supporting the CWOA, USCG, and their missions through legislative initiatives, advocacy efforts, and funding support.

2. Effective communication and collaboration with CWOA leadership, members, and stakeholders to address issues, concerns, and priorities.

3. Leadership in promoting the welfare, professional development, and recognition of Coast Guard warrant officers within Congress and the broader community.

4. Impactful contributions to advancing the goals and objectives of the CWOA and USCG through legislative action, policy advocacy, or constituent engagement.

3. Specific Recognition Categories:

1. Outstanding Legislative Leadership Award

2. Excellence in Constituent Engagement Award

3. Partnership and Collaboration Award

4. Advocacy for Coast Guard Warrant Officers Award

4. The Executive Director and President will determine the appropriate event and method of presenting the award to the Member of Congress and/or their Staff.

5. Public Announcement

1. Public announcement and dissemination of information regarding recipients of professional recognition through association communication channels, including press releases, newsletters, social media, and the CWOA website.

2. Recognition of recipients' achievements and contributions in relevant Congressional publications, newsletters, and media outlets.

9. Scholarship Program

1. Administration of Programs

1. The fund has Standing Rules and Regulations and Bylaws.  Changes to the Bylaws and standing rules and regulations are made by 2/3 vote of Association members present at the Annual Meeting.

2. The scholarship fund is administered by a committee of between 3 and 6 members of the association appointed by the President.  The committee is appointed shortly after the Annual Meeting.  The early appointment of the committee is to provide the new committee time to review the rules, procedures and application form to determine if any changes should be made for the following year.  This early action provides time for form design and review of proposed changes to rules and procedures by the members prior to the Annual Meeting.

3. Information concerning the scholarship program is published in the December, January and February newsletter.

4. Fund Management

1. Cash contributions are acknowledged by letter, signed by the Executive Director, and in the Newsletter (but, not the amount).  If a member contributes by allotment, that contribution is acknowledged when the allotment starts or upon the first portion of an existing allotment being credited toward the scholarship fund.

2. Scholarship funds are maintained in a savings account and/or other longer-term investments.

5. Applications

1. All applications for each of the Scholarships are due by February 1. Application to these are found here https://www.cwoauscg.org/scholarships.html#/.

2. Upon receipt of applications the name, address and sponsor for each application is entered into the Scholarship Program Access file and the membership records are reviewed to determine membership of the sponsor.

3. All applications are forwarded to the Scholarship Committee shortly after the application deadline.  The committee is advised of the eligibility of each applicant.  The committee is further advised of the maximum number of scholarships which may be granted based on the amount determined by the Permanent Finance Committee.

6. The winners of the scholarships are announced at the Annual Meeting.  Certificates are provided to chapter representatives for the chapters who are willing to make a personal presentation at an appropriate ceremony.  The checks are mailed to the winners.  

2. Scholarship Grants

1. CWO John A. Keller Grant

1. The fund was established in 1977 and in 1981 was named after CWO John A. Keller, a Distinguished Member, former President of the Association and a strong supporter of the scholarship fund.

2. Established to financially assist dependent children of members in good standing or who were members in good standing of the CWOA, United States Coast Guard at the time of their death. The assistance shall be a monetary grant for an accredited institution of higher learning.

3. Grants in the amount of $1000 will be presented no later than June of each year to the most deserving eligible candidates. Funds are to be used toward educational expenses at an accredited institution of higher learning beyond high school.

2. CWO LT Art and Eleanor Colona Grant

1. Established by the Colona Family to financially assist dependent children of enlisted members of the United States Coast Guard (active, retired, or reserve). Seeking a meaningful way to celebrate the 30 years which LT Colona devoted to the Coast Guard, the Colona family established this scholarship fund to remain in perpetuity with the CWOA.

2. Each year, one or more Colona scholarship recipient(s) will be awarded a $4000 dollar scholarship dispersing $1000 dollars a year over four years of undergraduate studies.

3. Columbia Southern University Grant

1. Partnership with the university that provides two years of education to pursue Associates, Bachelors, and or Master’s degree in a three year period.  Note: Books are covered however there is a $35.00 library fee unless you are active duty.

2. The scholarship will cover up to $25,200 in one online degree program (undergraduate or graduate level). The scholarship will be directly applied to the recipient’s tuition for up to 60 semester hours or 36 consecutive months in the selected online degree program, whichever comes first.

10. Permanent Finance Committee

1. Purpose

1. The purpose of the CWOA Permanent Finance Committee (PFC) Policy is to provide guidance in the standing committee and ensure continuity.

2. The purpose of the National Association Permanent Finance Committee is to provide oversight, guidance, and strategic direction for the financial management and stewardship of the organization's resources. The committee is tasked with ensuring fiscal responsibility, transparency, and sustainability to support the mission and objectives of the CWOA.

2. Responsibilities

1. It is the responsibility of the CWOA Board of Directors to ensure the enforcement of this policy and the CWOA Permanent Finance Committee (PFC) to provide recommendations for any changes to this policy.

2. By fulfilling these responsibilities, the Association Permanent Finance Committee plays a crucial role in ensuring the financial health, stability, and sustainability of the organization, enabling it to effectively fulfill its mission and serve its members and stakeholders.

3. Financial Planning & Budgeting:

1. Develop and oversee the organization's annual budget in collaboration with the Executive Board and senior leadership.

2. Review financial forecasts, projections, and long-term financial plans to support organizational goals and objectives.

3. Provide recommendations for budget adjustments and resource allocation to optimize financial performance and sustainability.

4. Financial Oversight & Control:

1. Monitor the organization's financial activities, transactions, and performance to ensure compliance with internal policies, regulatory requirements, and best practices.

2. Review and approve significant financial decisions, expenditures, and investments in alignment with the organization's mission and strategic priorities.

3. Implement internal controls and risk management practices to safeguard assets, prevent fraud, and mitigate financial risks.

5. Financial Reporting & Analysis:

1. Review and analyze financial reports, statements, and key performance indicators to assess the organization's financial health and performance.

2. Provide regular updates and presentations on financial matters to the Executive Board, membership, and other stakeholders to promote transparency and accountability.

3. Interpret financial data and trends to inform strategic decision-making and identify opportunities for improvement or optimization.

6. Fundraising & Revenue Generation:

1. Evaluate the effectiveness of fundraising efforts and revenue-generating activities, making recommendations for improvement or expansion as needed.

2. Explore new revenue streams, partnerships, and opportunities to diversify funding sources and enhance financial sustainability.

7. Investment Management:

1. Oversee the organization's investment portfolio, if applicable, ensuring prudent investment practices and alignment with the organization's risk tolerance and financial objectives.

2. Review investment policies, strategies, and performance reports, making recommendations for adjustments or rebalancing as necessary to optimize returns and manage risk.

3. Monitor economic trends, market conditions, and regulatory changes that may impact the organization's investment portfolio and financial position.

8. Compliance & Governance:

1. Ensure compliance with relevant laws, regulations, and reporting requirements related to financial management, accounting standards, and tax-exempt status.

2. Review and update financial policies, procedures, and governance frameworks to maintain transparency, accountability, and integrity in financial operations.

3. Provide oversight of external audits, tax filings, and regulatory filings, ensuring accuracy, timeliness, and adherence to established standards and requirements.

9. Strategic Financial Planning:

1. Contribute to the development and implementation of strategic plans, initiatives, and priorities that align with the organization's mission, vision, and values.

2. Assess financial implications and feasibility of strategic initiatives, capital projects, and growth opportunities, providing financial analysis and recommendations to support decision-making.

3. Anticipate and address financial challenges, risks, and opportunities to position the organization for long-term financial sustainability and success.

3. Discussion:

1. In reference to RONR the PFC is a “Standing Committee”, thus it has permanent existence. Three of committee members are the National President, Vice President and Treasurer, who serves as the Chairman, and four members of the Association who are not replaced until appointments by the newly established Association Officers at the annual meeting.

2. The fiscal year of the Association runs from 1 July to 30 June. Thus, financial and investment decisions must be made between the installation of new officers, appointment of committee members and the end of the fiscal year. To ensure continuity and smooth transition of information the following guidelines are set for the PFC.

4. PFC Members.

1. Terms of Office.

1. Association Officers – Their term in the PFC shall begin once sworn in at the annual meeting or if appointed due to vacancy. Such terms in the PFC shall cease once new officers have been sworn in at the end of the annual meeting or on removal from office.

2. Non-Association Officer Members – Their term in the PFC shall begin once appointed by the Association President in writing. Such term in the PFC shall cease at the end of the Association fiscal year of such appointment or if removed in accordance with procedures in RONR. Thus, the newly appointed non-association officers will have time to transition into committee work as the prior appointed non-association officers pass them knowledge concerning their duties and responsibilities.

5. Financial reports.

1. 941 - Quarterly withholding by employee (Jul-Sep, Oct-Dec, Jan-Mar, Apr-Jun).  Due last day of October, January, April and June for the preceding quarter.

2. UC-30 - Employer's Quarterly Contribution and Wage Report (Jul-Sep, Oct-Dec, Jan-Mar, Apr-Jun). Due last day of October, January, April and June for the preceding quarter.

3. 940 - Employer's Annual Federal Unemployment (FUTA) Tax Return - Due by 31 January.

4. W-2 - Wage and Tax Statement - Due by 31 January.

5. 990 - Federal Information Return - Due 15 November.

6. Association Taxes.

1. FICA/Medicare

1. The association is required to contribute to Social Security and Medicare for employees.

2. The association is required to withhold any employee’s share of Social Security and Medicare and make payments to the government.

3. The rate for these taxes is subject to change each year.  The association and employees contribute an equal amount.

4. A quarterly report is submitted to the IRS on Form 941.  This form is submitted not later than 30 days after each quarter ends.

1. Quarter ending 31 March - Due 30 April

2. Quarter ending 30 June - Due 30 July

3. Quarter ending 30 September - Due 30 October

4. Quarter ending 31 December - Due 30 January

5. An annual report is submitted to the IRS on form 940.  This form is submitted not later than 31 January of each year.

2. Unemployment Compensation

1. The association is required to pay annual unemployment compensation taxes to the Federal Government for employees.

1. The amount of the tax is based on the FIRST $9.000 (subject to change annually) of employee salaries.

2. Form 940, Employer's Annual Federal Unemployment (FUTA) Tax Return, is used to compute the amount of the payment.  Care must be taken to carefully follow the instructions.

3. Payment must be postmarked not later than 31 January each year.

2. The Association is required to pay quarterly unemployment compensation taxes to the state of Illinois for employees.  The association is taxed for association officers.

1. Payment must be postmarked not later than the last day of the month following each calendar quarter.

3. Federal Tax

1. The Association is exempt from federal income tax, except on unrelated business income.  At this time, the association does not receive any unrelated business income.  However, each year a review of sources of income must be conducted to determine if the association now receives unrelated business income.

2. The annual return must be filed not later than 15 November.  The association tax year is 1 July through 30 June.

3. Completion of the return and required schedules is a complicated and lengthy process.  For this reason, work on the return should commence no later than 1 August.

4. Care must be taken to ensure that BOTH the name of the association and the Tax Identification Number are recorded on the 990 identically as they are carried in IRS files.

5. Make sufficient copies so that one copy is placed in the Association financial files and one copy is available for public inspection

11. Official Communications

1. CWO News

1. The Association publishes a quarterly newsletter magazine titled CWO News.

2. The Executive Director is responsible for the magazine (writing articles, determining content, picture/graphic selection, layout, and final editing).

2. Flag Officer Selection Letters

1. The President will send a congratulatory letter to:

1. New Flag Officer selectees

2. Selectees for Vice Admiral

3. Nominee for Commandant

3. New CWO Appointees

1. Upon publication of the new CWO Eligibility List, the Membership Committee will monitor the cut and revised cut messages to identify those selected for appointment to CWO.

2. First mailing. In March, the Association will send a letter to all individuals above the cut congratulating them and providing basic information (this is not a solicitation for membership). The letter will be drafted by the Membership committee and signed by the Vice President.

3. Second mailing. The Association will send a letter welcoming each new appointee to the CWO Corps approximately one month prior (May) to appointment (normally June 1). This letter is signed by the Vice President and contains:

12. Records Retention

13. Terms

1. Association: Refers to the overarching National Chief Warrant Officer Association.

2. Chapter: Refers to formally accepted local branches beholden to the Associations governance.

14. Acronyms

1. CWOA: Chief Warrant Officer Association

2. BOD: Board of Directors

3. PERS: Personnel Administration