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promptly inform and engage AWO’s membership on public policy issues; and govern and manage the association effectively and efficiently. That’s what our $5 million budget, our 20-member staff, and our members’ “sweat equity” are here to accomplish.

What does your national advocacy plan for AWO members look like?

At AWO, we plan our advocacy work with an eye toward building capacity and achieving results on priority issues defined by our membership. To build capacity, we are continually refreshing and executing plans to develop a strong, nationwide network of AWO member grassroots relationships with

Members of Congress and their staffs, increase the size and reach of the AWO

PAC and political fundraising pro- gram, and build relationships with decision makers in the Administration and throughout the key federal agen- cies that impact our members’ busi- ness. To achieve results on priority issues — like effectively managing the transition to towing vessel inspection, developing more practical ways of reg- ulating ballast water and other vessel

But, as important as it to plan, it’s also essential to be nimble. Six months ago, none of us knew that we were on the verge of mounting perhaps the most intense advocacy campaign in AWO history, to beat back damaging legislation in the wake of the Deepwater Horizon dis- aster that would have a devastating effect on AWO members, even out- side the oil transportation industry.