Chief Warrant & Warrant Officers Association U S Coast Guard Parent
We Are Pro-CWO!
Chief Warrant & Warrant Officers Association U S Coast Guard
EIN: 52-6042437
Mission
ADVANCE THE PROFESSIONAL ABILITY OF MEMBERS, PROMOTE THE UNITY AND MORALE OF MEMBERS, PROVIDE SCHOLARSHIPS TO CHILDREN OF MEMBERS, PROVIDE FINANCIAL SUPPORT TO SURVIVORS OF MEMBERS, PROVIDE SCHOLARSHIPS TO CHILDREN OF ENLISTED COAST GUARD MEMBER, ENSURE THAT MEMBERS HAVE INFORMATION CONCERNING THEIR BENEFITS AND TO ADVOCATE FOR THEIR BENEFITS.
Notes from the nonprofit
Established in 1929, the Chief Warrant and Warrant Officers Association, United States Coast Guard (CWOA) represents United States Coast Guard warrant and chief warrant officers (active, reserve and retired) to the Congress, White House and the Department of Homeland Security. Additionally, the Association communicates with the Coast Guard leadership on matters of concern to Coast Guard Chief Warrant Officers. As the only organization comprised exclusively of Coast Guard Warrant Officers, we are dedicated and pledged to promote their professional abilities, enhance their value, loyalty and devotion to the Coast Guard and promote its unity and morale
Ruling year
2010
Executive Director / CEO
Honorable Michael Joseph Little
National President
CWO4 Christian Westerdahl
Main address
145 Cherry Circle
Groton, CT 06340 USA
EIN
52-6042437
Special population support
Population served
Veterans
Military personnel
NTEE code
Military/Veterans' Organizations (W30)
IRS subsection
501(c)(19) Post or Organizations of War Veterans
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Affiliations
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
We are focused on developing a 5 year strategy to help us grow the organization to new levels as we approach our 100th Year of operations. The goal is to develop a 5 year strategy and each year update it. We will begin developing our 5 year strategy every 3 years, so we can publish a new strategy every 5 years. This will us to renew our relationships with our members.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Death Gratuity Fund
Immediately upon receipt at the Association office of
notification of the death of a Regular Member in good
standing, a lump sum death gratuity shall be paid as a
donation to the designated beneficiary. The amount shall
be as specified in the following subsections. If there is no
designated beneficiary, payment will be paid to the spouse,
then to the surviving children, step children and/or wards
of the deceased member, share and share alike. If there are
no designated beneficiaries, spouse, or surviving children,
step children and/or wards identified within 48 months of
notification, then no benefit will be paid.
Where we work
Affiliations & memberships
The Military Coalition 1985
National Military & Veterans Alliance 2021
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of new advocates recruited
This metric is no longer tracked.Totals By Year
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Number of meetings with policymakers or candidates
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of list subscribers
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of legal briefs written
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Written Testimony for the record at a House or Senate Hearing.
Number of individuals attending coalition meetings
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of government officials who publicly support the advocacy effort
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Number of members of Congress on Sign on as Co-Sponsors to legislation we are supporting in Congress.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
We are striving to grow the organizations.
Become better advocates to our causes.
Become better advocates for our CWO Corp.
Become strong advocates for the USCG.
What are the organization's key strategies for making this happen?
Polling our members, and working with our Long Range Planning Committee to develop the strategy that is going to work best with the current members of the CWOA, as well as potential members.
What are the organization's capabilities for doing this?
The CWOA has hired an Executive Director who is dedicated to the long term success of our organization, who has knowledge of what it takes to run a non profit.
What have they accomplished so far and what's next?
We have hired a Non Profit Executive who knows how to development and implement a non profit strategy to help us sustain into the future. He has tasked the long range planning committee with putting together our strategy.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
106.29
Months of cash in 2023 info
11.3
Fringe rate in 2023 info
8%
Funding sources info
Assets & liabilities info
Financial data
Chief Warrant & Warrant Officers Association U S Coast Guard
Revenue & expensesFiscal Year: Jul 01 - Jun 30
Chief Warrant & Warrant Officers Association U S Coast Guard
Balance sheetFiscal Year: Jul 01 - Jun 30
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Chief Warrant & Warrant Officers Association U S Coast Guard
Financial trends analysis Glossary & formula definitionsFiscal Year: Jul 01 - Jun 30
This snapshot of Chief Warrant & Warrant Officers Association U S Coast Guard’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
Created in partnership with
Business model indicators
| Profitability info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $83,189 | $96,492 | $90,319 | $3,261 | $31,220 |
| As % of expenses | 39.3% | 53.6% | 53.3% | 1.4% | 11.5% |
| Unrestricted surplus (deficit) after depreciation | $82,593 | $95,997 | $89,967 | $2,936 | $30,905 |
| As % of expenses | 38.9% | 53.2% | 53.0% | 1.3% | 11.4% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $297,882 | $279,588 | $258,154 | $304,816 | $301,849 |
| Total revenue, % change over prior year | 10.0% | -6.1% | -7.7% | 18.1% | -1.0% |
| Program services revenue | 3.3% | 3.1% | 4.4% | 2.0% | 3.8% |
| Membership dues | 75.7% | 78.0% | 62.7% | 51.6% | 68.0% |
| Investment income | 16.1% | 15.9% | 32.7% | 33.5% | 18.7% |
| Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other grants and contributions | 3.9% | 2.7% | 1.8% | 9.5% | 8.1% |
| Other revenue | 1.0% | 0.2% | -1.7% | 3.3% | 1.4% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $211,655 | $180,084 | $169,505 | $230,732 | $271,804 |
| Total expenses, % change over prior year | 7.9% | -14.9% | -5.9% | 36.1% | 17.8% |
| Personnel | 35.0% | 41.5% | 61.6% | 33.1% | 36.4% |
| Professional fees | 0.0% | 0.0% | 0.0% | 10.1% | 12.4% |
| Occupancy | 4.5% | 6.4% | 3.5% | 2.3% | 1.7% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 18.5% | 24.4% | 13.6% | 8.1% | 3.5% |
| All other expenses | 42.0% | 27.6% | 21.3% | 46.4% | 46.0% |
| Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $212,251 | $180,579 | $169,857 | $231,057 | $272,119 |
| One month of savings | $17,638 | $15,007 | $14,125 | $19,228 | $22,650 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $715 | $0 | $0 |
| Total full costs (estimated) | $229,889 | $195,586 | $184,697 | $250,285 | $294,769 |
Capital structure indicators
| Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Months of cash | 7.6 | 13.7 | 14.8 | 4.2 | 11.3 |
| Months of cash and investments | 68.4 | 86.8 | 98.8 | 72.8 | 63.2 |
| Months of estimated liquid unrestricted net assets | 68.8 | 87.3 | 99.1 | 73.0 | 63.3 |
| Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Cash | $134,402 | $205,884 | $208,754 | $80,179 | $254,891 |
| Investments | $1,072,453 | $1,096,011 | $1,186,589 | $1,319,059 | $1,175,690 |
| Receivables | $0 | $0 | $0 | $0 | $0 |
| Gross land, buildings, equipment (LBE) | $138,120 | $136,150 | $137,076 | $137,076 | $137,076 |
| Accumulated depreciation (as a % of LBE) | 98.3% | 98.6% | 98.4% | 98.6% | 98.8% |
| Liabilities (as a % of assets) | 0.2% | 0.2% | 0.2% | 0.0% | 0.2% |
| Unrestricted net assets | $0 | $0 | $0 | $0 | $0 |
| Temporarily restricted net assets | $0 | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | N/A | N/A | N/A | N/A |
| Total restricted net assets | $0 | $0 | $0 | $0 | $0 |
| Total net assets | $1,215,682 | $1,311,679 | $1,401,646 | $1,404,582 | $1,435,487 |
Key data checks
| Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director / CEO
Honorable Michael Joseph Little
The Honorable Michael Joseph Little is a well-known advocate across the country for Military and Veterans Suicide Awareness, Veteran Treatment within the Veterans Affairs Administration and Military Personnel related issues within the United States Navy and Coast Guard. He is currently the National Executive Director at the Chief Warrant and Warrant Officers Association of the United States Coast Guard. On the 18th of May 2022, Michael was promoted to the rank of Honorary Chief Petty Officer by the 13th Master Chief Petty Officer of the US Coast Guard, Jason Vanderhaden. Additionally on 27 September, Michael received a commission as a Kentucky Colonel, a designation that was bestowed by the 63rd Governor of Kentucky, Andy Beshear, due to his dedication and work to improving the lives of both Veterans and Children.
National President
Christian Westerdahl
Number of employees
Source: IRS Form 990
Chief Warrant & Warrant Officers Association U S Coast Guard
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Chief Warrant & Warrant Officers Association U S Coast Guard
Board of directorsas of 10/25/2023
Board of directors data
Christian Westerdahl
Rodney Clark
Melissa Polson
Jared Heintz
Jeff Timberlake
Carol Smith
Jennifer Thompson
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Not applicable -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
The organization's co-leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 11/28/2022GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.
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