A Rough Landing at Yorktown

On one occasion, we were flying in a twin-engine prop aircraft. The Commandant’s wife was also onboard. As we approached Yorktown, the pilot announced that there was a strong crosswind. The aircraft crabbed toward the runway, and when the wheels touched down, the plane snapped sharply into alignment with the runway.
The Commandant’s wife screamed and grabbed her husband. The pilot received a few pointed comments from her as we deplaned.
After the graduation ceremony, the captain—CO of Yorktown—invited the Commandant, his wife, and aide to lunch in his quarters. Since I had traveled with the Commandant, I was also invited as the CO’s guest.
During lunch, I was asked about the Association, which gave me the opportunity to address some of our concerns and talk about our activities. All in all, it was a good day for the CWOA.

The Jet Trip

On another occasion, I was privileged to accompany the Commandant to Yorktown aboard his twin-engine jet. The Commandant worked with his staff on both the trip down and the return flight, so our only interaction was while we waited to be seated on the platform for the graduation ceremony.

Grand Haven – July 1979

In July 1979, the aide called and asked whether my wife and I would like to join the Commandant’s plane to Grand Haven, Michigan. I had received an invitation from the Coast Guard Birthday Planning Committee and accepted the offer. It was tradition for the CWOA President and spouse to be offered seats on the plane.
As in previous years, the aircraft stopped in Cleveland to pick up the Ninth Coast Guard District Commander (CGD9), his wife, and aide. The Master Chief Petty Officer of the Coast Guard and his wife were also onboard. The four of us spent much of the week together at receptions and special events.
While in Grand Haven, we were provided a convertible and a non-rated Coast Guard driver from the USCGC Mackinaw. We were invited to all special events, and my wife and I rode in the convertible in the parade—from the start all the way to the reviewing stand, where the officers changed uniforms and took the stage to review the remainder of the parade.
The week was both fun and entertaining, and we met many great people. The night of professional entertainment was outstanding.

The Takeoff That Wasn’t

On our final day, we were packed and ready to go but delayed due to a storm moving through. We eventually arrived at the airport and flew to Cleveland, where CGD9 departed.
We taxied to the end of the runway. Of course, the Commandant’s wife was onboard—brace yourself.
The engines revved, and we sped down the runway, nearing go/no-go speed when suddenly the engines went into reverse and the brakes were applied firmly. All passengers lurched forward. The Commandant’s wife screamed as she pitched ahead.
We taxied back to the terminal while the crew began troubleshooting. A warning light had illuminated, forcing the aborted takeoff.
After some time, the crew could not identify the cause. The pilot announced we would try again. The Commandant’s wife stated firmly that we should not have to endure another rapid stop.
Nevertheless, we taxied out, revved the engines, and started our takeoff. Nearly reaching the same point, the engines again reversed and the brakes slammed on. Back to the terminal we went.
The pilot suggested we deplane while they investigated further. We were told it could take two hours—or two days.
While waiting in the lakeside terminal, the same storm we had experienced in Grand Haven passed through. We watched several sailboats blown over on their sides.
A C-141 had been readied in Traverse City as a backup. When the pilot informed the Commandant that repairs would take two days, the C-141 was launched.
What a difference—flying in the Commandant’s jet versus a C-141 with pallet seating and no noise insulation.
We flew back to Washington through yet another storm, said our goodbyes, and drove home—once again through our “special” storm. I did not fly with the Commandant’s wife a third time.

One More Commandant’s Plane Story

While serving as Vice President of the CWOA, I was also a CWO assignment officer. Each assignment officer traveled to the field during November and/or December to meet with their constituents.
I planned a trip to the Gulf Coast to visit as many large units as possible. I had written a Christmas message from the Commandant to the CWOA and needed a one-on-one meeting for his review.
I called the aide and asked whether the Commandant would be traveling to the Gulf Coast soon. He replied that they would be going to Miami in a couple of weeks. I explained my purpose and asked if there was room on the plane. He later called back and confirmed everything was set—and that I would have time with the Commandant.
During the flight, the aide came to my seat and asked for the letter. One of the staff officers reviewed it and made a few changes while I spoke with the Commandant. He then read the revised letter and approved it.
Upon arrival in Miami, I was met by several warrant officers and began my official detailer visits. That evening, the Miami CWO chapter met, and I addressed the group.
From there, I traveled to Clearwater/St. Petersburg, meeting with CWOs from the Group and the air station, followed by another chapter meeting with spouses. I then continued on to Mobile, and later New Orleans, repeating the same routine.
I returned to Washington and back to work.
I was able to meet with individual CWOs and entire chapters at no cost to the Association—and saved Coast Guard travel funds by flying Coast Guard aircraft.

Early Years in the Association
In November 2008, I was notified that I would be appointed to CWO2 (WEPS) effective January 1, 2009. I would be filling the billet of my “A” School instructor and mentor, CWO2 Mitch Gammill, who tragically passed away on October 6, 2008.
I joined the CWOA the same day I pinned on CWO2.
In the summer of 2009, I attended CWOPD, where I met our Executive Director, Ed Swift, for the first time after many prior phone conversations. In the August–September 2009 CWOA Newsletter, I published an article about the memorial dedicated to Mitch, where I placed my CWOA coin in his tribute.
While stationed at NESU Miami MAT/WAT DET Key West for over four years, I was a member of the Greater Miami Chapter. Despite repeated efforts by myself and a few other Key West CWOs, the chapter rarely included us in activities. At the time, we did not have enough CWOs in Key West to form our own chapter.
After promoting to CWO3 on January 1, 2013, I transferred to Afloat Training Group San Diego. I joined the Southern California Chapter but again found myself largely disconnected, as those of us stationed in San Diego were seldom engaged. I recall only one meeting being held in San Diego during that time. Additionally, I rarely received the CWOA newsletter during this eight-year period.
Everything Changed in 2017
Everything changed in 2017.
I promoted to CWO4 on January 1 and transferred to Coast Guard Headquarters that summer to assume the responsibilities of GM Assignment Officer. I joined the DC Chapter and, for the first time in my career, felt surrounded by an active and engaged group of Chief Warrant Officers who were deeply invested in the Association.
In early November 2017, CWO4 John Caicedo, then CWOA Treasurer, nominated me to run for President and introduced me to CWO2 Jared Heintz, the sitting President, and Executive Director CWO Carol Setteducato. After discussing it with my wife and taking time to pray on it, I agreed.
I ultimately ran unopposed, which was inconsistent with our Bylaws at the time. My only “competition” was a write-in vote for Mickey Mouse.
Rebuilding and Reform
My term as President began smoothly, but it did not take long to uncover significant challenges.
Many remember the dues increase to seven dollars in 2015. The issue was not the increase itself, but how poorly the messaging was handled, costing us hundreds of members. Rebuilding membership became my top priority.
I personally reached out to hundreds of former members. Many rejoined, including my dear friend CWO4 Adam Cain, who later became our Vice President in 2019.
Another early accomplishment was finalizing the agreement with Columbia Southern University, a project originally started under CWO Jared Heintz’s presidency and advanced by CWO Rodney Moore. This partnership provided a tangible benefit exclusively for CWOA members—Active Duty, Reserve, and Retired alike.
The 2018–2019 Government Shutdown
Six months into my term, the federal government shut down in December 2018.
Although we received our January 1 paychecks, the uncertainty that followed affected nearly every Coast Guard family. During that time, Mike Little, then leading a small nonprofit, Sea Service Family Foundation, stepped up to help.
After several attempts to contact our Executive Director during the holiday period, Mike tracked down my number. Once we connected, we went to work. As many active duty members remember, this effort consumed much of my life during and even after the shutdown.
Together, we authored a letter supporting the Pay the Coast Guard Act, signed by every organization within The Military Coalition. To our knowledge, it was the first time in the Association’s 89-year history that CWOA authored a Coast Guard-specific letter endorsed across the entire TMC.
We also worked to secure legislation protecting Coast Guard retirees’ pay during future shutdowns, which proved valuable again in 2025.
Just days after shoulder surgery, Mike, Carol, and I “stormed the Hill,” visiting every Congressional office to advocate for our Coast Guard family.
When the shutdown ended, an ALCOAST was released thanking CGMA and the CPOA/CGEA but omitted CWOA. I engaged the Commandant’s office and secured handwritten letters from the Commandant thanking each CWOA Chapter individually, along with his challenge coin.
In February 2019, I formally met with the Commandant. To my knowledge, no CWOA President had done so in at least nine years. Despite being stationed at Headquarters, securing that meeting was not easy due to evolving policies regarding nonprofit engagement.
There has not been a formal meeting between a CWOA President and the Commandant since.
A Turning Point
In 2019, after a death in the family and with my son entering high school, my priorities shifted. Although I planned to serve 30 years, I chose to retire after more than 25 years of service, effective September 30, 2020.
At the time, our Bylaws required the President to be active duty and located in the National Capital Region. I identified two potential candidates to succeed me, but one withdrew at the last moment, resulting again in an unopposed election.
Having experienced this twice, I championed Bylaws reforms to correct the recurring issue.
Following the 2019 Annual Meeting, which marked our 90th anniversary, I formed the 100th Anniversary Committee. I chaired it until Boston was designated as host for the 2029 Annual Meeting, after which leadership transitioned to the Boston Chapter.
The remainder of my presidency involved significant engagement with Coast Guard Legal and senior officers at Headquarters—experiences best discussed in person rather than in writing.
Then came COVID-19.
The pandemic forced cancellation of our 2020 Annual Meeting and required us to conduct Association business virtually for the first time in our history. It was not perfect, but we kept the doors open and moved forward.
Notable Events During My Presidency
• Funeral of Distinguished Member and former Executive Director Bob Lewis
• Retirement Ceremony of Past President Brent Light
• Presentation of Distinguished Member Certificate to Past President JT Green (2019 Annual Meeting)
• USCGC BLACKTHORN Memorial Service (January 2020)
• 2018 and 2019 Coast Guard Caucus breakfasts on Capitol Hill
• Coast Guard Academy Proficiency Award Ceremony and Commencement
• National Guard and Reserve Family Forum sponsored by MOAA and hosted by ROA
• Multiple Congressional events
• One Presidential event at the White House
• Attendance at every monthly TMC meeting during my tenure
Immediate Past President and Beyond
When my term ended, I transitioned to Immediate Past President, advising the incoming President and Board.
In early 2021, the Board needed to hire a new Executive Director. While working on President Trump’s campaign, Mike Little asked whether I would apply. Due to contract work, I declined and strongly encouraged him to apply, believing his legislative experience and Capitol Hill relationships would be invaluable. The Board ultimately hired Mike as Executive Director.
In 2022, I was elected Vice President of the newly formed Open Country Chapter and later, in 2024, elected Vice President of Retired Affairs.
As VP of Retired Affairs, I conducted virtual town halls and chaired the Retired Affairs Committee, an initiative developed with our Executive Director shortly after his hiring. Although the committee was later dissolved, I continued working closely with our Chief Legislative Officer to address retiree issues.
For the first time in Association history, we established a strong working relationship with the Coast Guard National Retiree Council. Working alongside our Executive Director, I helped develop the USCG Estate Planning & Final Affairs Handbook.
At the 2023 Annual Meeting, I proposed creating a legislative letter-writing service. With Executive Director support, that vision became reality in 2025. During the most recent government shutdown, our Action Network generated approximately 25,800 letters to Congress.
Reflecting on the Future
During Thanksgiving 2025, I revisited the 1994 History of the Chief Warrant & Warrant Officers Association written by CWO3 William H. Ball. I also began reviewing decades of newsletters. That reflection inspired me to spearhead the effort to document the past 31 years of our Association’s history in preparation for our 100th anniversary in 2029.
Committee Involvement
Executive Committee Participation
• Boston Chapter Proxy – 2018
• President – 2019, 2020
• DC Chapter Proxy – 2021
• Norfolk Chapter Proxy – 2022
• Great Lakes Chapter Proxy – 2023
• Republic of Texas Chapter Proxy – 2024
• Vice President of Retired Affairs – 2025
Committee Chair
• 100th Anniversary Committee – 2021, 2022
• Long Range Planning Committee – 2022, 2023
• Communications Committee – 2020, 2021
• Retired Affairs Committee – 2024
Committee Member
• Personnel and Finance Committee (five terms)
• 100th Anniversary Committee
• Bylaws Committee (two terms)
• Membership Committee
• Retired Affairs Committee
Final Reflection
My first eight years in the CWOA were marked by frustration and disappointment. The last eight years have been challenging and deeply rewarding.
If you have read this far, you may wonder why I chose to share this.
The answer is simple.
I hope my journey inspires each of us to continue serving our Association and one another better for years to come.
This is my small contribution to our first 100 years.
Now it is your turn. Please share your story.

CWOA Legacy & Leadership Project
Story Submission Template
Contributor Information
Full Name:
Rank/Grade:
Status: Active / Reserve / Retired
Years of Service:
Primary Specialty:
Email Contact (for internal coordination only):
––––––––––––––––––
Section I: The Beginning
Why did you choose to pursue the Warrant Officer path?
What motivated you at that stage of your career?
[Your Response]
––––––––––––––––––
Section II: Defining Assignments
List key assignments or deployments that shaped your leadership.
Assignment 1:
Location/Unit:
Years:
Impact on your development:
Assignment 2:
Location/Unit:
Years:
Impact on your development:
[Add additional as needed]
––––––––––––––––––
Section III: Leadership Lessons
What were the most important leadership lessons you learned as a Chief Warrant Officer?
What advice would you give to newly appointed CWOs?
[Your Response]
––––––––––––––––––
Section IV: Challenges and Growth
Describe a professional challenge you faced and how you navigated it.
What did that experience teach you about leadership and service?
[Your Response]
––––––––––––––––––
Section V: The Warrant Corps
How has the role of the Chief Warrant Officer evolved during your service?
What makes the Warrant Officer community unique within the Coast Guard?
[Your Response]
––––––––––––––––––
Section VI: Final Reflection
Looking back on your career, what are you most proud of?
What do you hope future generations of CWOs will remember?
[Your Response]
––––––––––––––––––
Optional Attachments
☐ Photographs (with captions and dates)
☐ Award Citations
☐ Deployment Documentation
☐ Additional Supporting Materials
Signature (Digital Acknowledgment):
Date Submitted:

We invite all Active Duty, Reserve, and Retired CWOs to contribute their stories to this growing historical archive.
Who May Submit
• Chief Warrant Officers (Active, Reserve, Retired)
• Former Warrant Officers
• Families of deceased CWOs (with appropriate documentation)
What to Submit
Submissions may include:
• Written career narratives
• Leadership lessons learned
• Reflections on key assignments or deployments
• Photographs (with captions and dates if known)
• Copies of orders, awards, or historical documents
• Recorded oral histories (if participating in interview format)
Story Length
• Short reflections: 500–1,000 words
• Full career narratives: 1,500–3,000 words
• There is no strict maximum length, but clarity and focus are encouraged
Content Focus
We encourage contributors to reflect on:
• Why you chose the Warrant path
• Key assignments that shaped your leadership
• Challenges you faced and how you overcame them
• Mentorship experiences — both given and received
• Advice for future Chief Warrant Officers
• How the warrant corps has evolved during your service
Submission Standards
• Submissions should be respectful, professional, and factually accurate
• Avoid classified, sensitive, or operationally restricted information
• Do not include personally identifiable information without consent
• The Association reserves the right to edit for clarity, formatting, and length while preserving the author’s voice
Review and Publication
All submissions will be reviewed by the CWOA Legacy & Leadership Project team prior to publication.
Accepted stories may be:
• Published on the CWOA website
• Archived in Association records
• Featured in newsletters or publications
• Used for educational and historical purposes
By submitting, contributors grant CWOA permission to publish and archive their material as part of the Association’s historical collection.
Submission Method
Please submit your story and supporting materials to:
cwoaretaffairs@cwoauscg.org
Subject Line: Legacy & Leadership Submission – Rank/Name

The history of the Chief Warrant & Warrant Officers Association was written by those who chose to lead, serve, and remain engaged.

Now it is our turn.
The CWOA Legacy & Leadership Project invites every Chief Warrant and Warrant Officer — past and present — to contribute to this enduring record of service.
Your career matters.
Your challenges matter.
Your lessons learned matter.
Whether you served during wartime expansion, modernization efforts, or in today’s complex operational environment, your experience carries value for future leaders.
This project is not about rank or recognition. It is about preserving the professional journey of those who have worn the bars and upheld the trust placed in them.
We encourage you to submit your story — written reflections, photographs, career highlights, mentorship lessons, or recorded interviews. Each contribution becomes part of a growing archive that will inform and inspire future generations of warrant officers.
The strength of our Association has always depended upon active members who choose to engage.
Today, engagement means preserving the legacy.
On behalf of the Association and the retirees who remain deeply invested in the future of the Corps, I ask you to participate.
Help us ensure that the story of the Warrant Officer Corps is told by those who lived it.
Your legacy is part of our collective history.

As we reflect on the history of the Chief Warrant & Warrant Officers Association, we are reminded that this organization was built not on titles or positions, but on commitment.

Since 1929, Chief Warrant and Warrant Officers have quietly shaped the Coast Guard through technical mastery, operational leadership, and trusted counsel. The history you have just read documents how our Association was formed, how it endured through war and reform, and how it matured into the professional body it is today.
But history is not static. It does not belong only to the past.
The CWOA Legacy & Leadership Project represents the next chapter in that story. This initiative is designed to preserve the lived experiences of Chief Warrant Officers across generations — active, reserve, and retired. It ensures that the lessons learned, the challenges faced, and the leadership demonstrated are not lost to time.
Every generation of warrant officers has stood on the shoulders of those who came before. By capturing and preserving these stories, we strengthen the foundation for those who will follow.
The Legacy & Leadership Project is not simply about documentation. It is about stewardship.
As Vice President of Retired Affairs, I have seen firsthand how the experience and perspective of retired CWOs continue to shape and mentor the Corps. Our voices still matter. Our stories still teach.
The work of preserving our history is not complete. It is ongoing.

The Great Relocation and Administrative Stabilization (2010–2012)The decade opened with a fundamental change to the Association's physical identity. For years, the National Office had been located on "The Barge" in Washington, D.C.. However, the vessel was aging, and maintenance costs were draining the General Fund.  With the upcoming move to of Coast Guard Headquarters the association had some major decisions to make.

• Moving to JBAB: Under the leadership of President Brent Light, the Board executed a plan to relocate the barge as a result of CG Headquarters moving to St. Elizabeths across the rive and transition to a new location at the JBAB Marina. This move stabilized overhead costs and provided a more professional environment for administrative operations closer to the new Coast Guard Headquarters.
• The Search for Continuity: This period was marked by significant administrative turnover, including the resignation of Executive Director Forrest Appleton in 2011. The Association leaned heavily on the expertise of retired members like CWO4 Bob Lewis to maintain daily operations. This led to the formalization of "Job Aids" to ensure future leadership transitions would not disrupt member benefits.

Governance Reform and the Digital Shift (2013–2015)With a stable home, the CWOA turned inward to modernize its foundational rules and outreach.

• The Bylaw Overhaul: In 2013, a landmark Bylaws Committee proposed several critical changes. The most significant was the transition from Annual Meetings to Biennial Meetings to reduce the financial and logistical burden on the National Office and host chapters.
• The Digital Face of CWOA: Recognizing the need to reach a younger workforce, the Association authorized $15,000 for a professional website overhaul. This included the introduction of E-Commerce, allowing the Association to manage dues and merchandise sales with 21st-century efficiency.
• Expanding the Footprint: The Association saw a surge in regional growth, chartering new chapters such as the Atchafalaya Chapter (2011), the Low-Country Chapter (2015), and the Greater Mobile Chapter (2015).

Fiscal Discipline and Professional Oversight (2016–2017)As the Association’s assets grew to exceed $300,000, leadership implemented corporate-level financial oversight.

• The Permanent Finance Committee (PFC): Under the guidance of CWO2 James C. Pulse (Ret.), the PFC became the Association’s fiscal watchdog. They moved Association funds from standard savings into Mutual Funds to ensure capital growth outpaced inflation.
• The Policy Framework: In 2017, the Board approved a suite of governing documents, including the General Investment Policy and the Death Gratuity Benefit Fund Policy, ensuring funds were managed with transparency.

2019: A Historic Stand for Coast Guard PayThe decade reached its emotional peak during the 2018–2019 Government Shutdown. Because the Coast Guard falls under the Department of Homeland Security (DHS) rather than the Department of Defense (DoD), a lapse in appropriations meant that while the other four branches of the military were paid, the Coast Guard was not.
For 35 days, Coast Guard members were forced to report for duty in search and rescue and drug interdiction missions without a paycheck.

• Mark Cortor’s Leadership: National President CWO4 Mark Cortor recognized that this was a fundamental failure of the government’s obligation to its military.
• The March on Capitol Hill: In early 2019, President Cortor took a step not seen from military representative organizations since the mid-19th century. He led the CWOA and other military organizations directly onto Capitol Hill to lobby Congress for basic pay.
• The Tip of the Spear: Under Cortor's direction, the CWOA became the lead voice within The Military Coalition (TMC). He met with lawmakers to illustrate the human cost, highlighting stories of Coast Guard families using food banks while reporting for duty.
• The Legislative Legacy: This historic advocacy was a primary catalyst for the eventual passage of the "Pay Our Coast Guard Act," ensuring that in future shutdowns, Coast Guard pay and benefits would be protected alongside the other military branches.

By the end of 2019, the CWOA had completed its transformation from an aging barge to the halls of power in D.C., securing its place as the definitive champion of the Coast Guard Warrant Officer.

This detailed account breaks down the decade into three distinct operational phases: Modernization, The Membership Surge, and Accountability.

Phase I: The Millennium Transition (2000–2002)At the start of 2000, the Association was a traditional fraternal group. Under the leadership of President Randy Cornell, the Board of Directors recognized that to represent a modern technical corps, the Association itself had to modernize.
The Birth of CWOA.orgIn January 2000, the national webpage was "not operational." The Board meticulously debated the criteria for a new site, insisting on a professional webmaster and a competitive bidding process involving at least two contractors. They viewed the site not just as a commercial platform, but as a repository for CWOA history and a tool for member services, such as advertising "Tom’s Run." By mid-July 2000, the site was officially live, marking the Association’s permanent entry into the digital age.
Professional Identity and AdvocacyThe early 2000s saw a renewed focus on the "officer" identity of the corps.

• The Armed Forces Retirement Home (AFRH): In early 2000, a major debate occurred regarding Coast Guard participation in the AFRH. The Board initially argued that as commissioned officers, Warrants should have sufficient means for retirement. However, the General Membership overruled this, voting in favor of participation to support the broader Coast Guard community.
  
• Uniformity: The Board established a $1,500 Extraordinary Clothing Allowance for board members to purchase high-visibility uniforms (Whites and Dinner Dress) to ensure the CWOA was properly represented at Academy and OCS graduations.
  
• The Sword Program: A signature achievement was the negotiation of bulk discounts for CWO swords. Members could purchase them through the Association for approximately $192—a price significantly lower than the exchange, providing a tangible financial benefit to joining.
  

Phase II: The Membership Initiative & Expansion (2003–2007)By 2003, under President Frank Gibson and later President Mike Maher, the Association pivoted toward aggressive growth and long-term financial planning.
The Surge to 900+ MembersThe "Active Duty Recruiting Initiative" was the defining success of this era. Active-duty membership grew from 493 in 2000 to 914 by early 2007. This was achieved through:

• Reduced Dues: A rate of $3 per month for the first 36 months for new appointees.
  
• The Gift Set Strategy: Providing new members with a "CWO Gift Set" (shoulder boards, coins, or polo shirts) valued at $43 to immediately demonstrate value.
  
• Direct Indoctrination: President Norman Robbins began a tradition of personally briefing CWO Indoctrination classes, often achieving 100% sign-up rates (e.g., 18 out of 19 in one May 2001 class).
  

Philanthropic and Governance Milestones

• The Colona Legacy: In 2004, the Association moved to establish the Arthur N. and Eleanor K. Colona Scholarship, following a substantial bequest (estimated between $250k and $400k) from the estate of LT Art Colona, a fixture of the Association for 53 years.
  
• Bylaw Reform (2004): A major shift in governance occurred when the Association transitioned to two-year staggered terms for officers. This prevented the "clean sweep" of the board every year and ensured that half the leadership was always experienced.
  

Phase III: Accountability and Preservation (2008–2009)The decade closed with a period of intense administrative "house-cleaning" and the management of the Association's physical assets.
The 2009 Audit and Correction of RecordsIn 2009, led by CWO4 Robert L. Lewis, a major procedural audit revealed significant errors in the 2006 minutes. Critical events—including the rare formal termination of a member for cause and the election of three national officers—had been recorded in the wrong meeting sessions. The 2009 Board formally amended these records to ensure the legal validity of the Association’s governance.
"The Barge" CrisisThe floating national office in Washington, D.C. became a focal point of concern. Environmental regulations prohibited hull maintenance while in the water, and maintenance costs were skyrocketing.

• In March 2009, the Executive Committee authorized $60,000 for emergency repairs, replacing rotting wood with vinyl siding and a full roof replacement.
  
• Simultaneously, the Long Range Planning Committee recommended the sale of The Barge in favor of land-based office space, anticipating the eventual relocation of Coast Guard Headquarters.
  

Digital HeritageBy late 2009, the Association launched a major Record Retention Project. Over 30 cubic feet of paper records (dating back to 1929) were scanned to protect them from the environmental risks of a floating office. This resulted in the creation of a digital database of all known Association and Chapter officers, preserving the organization's legacy for the next century.

Timeline of National Leadership

• 2000–2001: Randy Cornell
  
• 2001–2002: Norman Robbins (Lonnie Snowden resigned as VP post-9/11; Cornell returned as VP).
  
• 2002–2004: Frank Gibson
  
• 2004–2006: Mike Maher
  
• 2006–2008: J.T. Green
  
• 2008–2010: Brent Light
  

Financial Growth SummaryThe Association began the decade with modest holdings and ended with over $500,000 in total assets by 2007. This financial health allowed the CWOA to donate to major memorial funds, such as those for DC3 Nathan Bruckenthal (2004) and the crew of CG-1705 (2009), while maintaining two robust scholarship programs.