Overview
The Marine Board has a long-standing tradition of serving Oregon Boaters. The agency is a resource for local governments, non-profits, and private entities that provide services to recreational boaters. The agency was established in 1959 and has led recreational boating through significant changes to boating and natural resource policies over the last sixty-seven years. As the agency looks ahead at the next decade of continued service, it is imperative that it continues to adapt to the changes boaters face.
Development Process:
The strategic plan was developed with input from the Marine Board, agency staff, interested parties, non-profits, boating communities, local government entities, and other state agencies. This was accomplished through public listening sessions, direct requests for feedback, surveys, and internal staff workshops.
Development of the plan included alignment with the Governor’s Office priorities for the agency. The agency utilized information provided by the Governor’s Policy Advisor on priorities and values in developing the plan. Additionally, the Governor’s Policy Advisor was provided with an opportunity to provide direct feedback on the plan.
The agency's strategic plan is not a static document. It is regularly maintained and updated with input from the same entities that participated in the original development, along with adapting for new state priorities and interested parties.
Mission: Serving Oregon’s recreational boating public through education, enforcement, access, and environmental stewardship for a safe and enjoyable experience.
Vision: Boaters benefit as the Marine Board navigates change and growth of waterway use.
Values:
• Transparency: We ensure agency information is available to the public through honest and collaborative engagement.
• Trust and Credibility: We communicate with authenticity, are accountable for our mistakes, and seek to understand issues and find solutions with others.
• Innovation: We push ourselves to find solutions for tomorrow that are better than what we did yesterday.
• Boating: Our passion is the confluence of boating, innovation, tradition, safety and stewardship.
• Diversity and Inclusion: We are a culture where inclusivity is a reflex, not an initiative.
Major programs:
Business Services: Providing services to agency programs to support the agency's mission.
Director’s Office: Integrating Board, Legislative and agency operations.
Environmental and Policy: Creating a positive boater experience.
Facilities: Removing barriers to waterway access.
Human Resources: Providing human relations services to support the agency.
Registration: Providing proactive customer service and issuing accurate titles and registrations.
Safety: Facilitating safety, education, and stewardship for Oregon boaters and outfitter guides.
External Factors that impact Mission:
• Public sentiment about boating: Oregonians are drawn to the water for a variety of reasons and activities. Over time, sentiment shifts on what activities should garner regulatory favor and locations where boating should occur.
• Facility permitting: As state and federal agencies responsible for setting standards and administering permits needed to build or maintain boating facilities adapt to changes in the environment, costs, and complexity of facility projects increase.
• Economy: Boating activities change as different economic conditions occur. Higher fuel prices drive down usage and result in more localized boat trips; recessions curb new boat sales while economic growth leads to more boats on the water; and housing costs and types influence the types of boats people own.
• Other government agencies: Boating is often a means of doing another activity. A large portion of boating trips are tied to angling, so fishing seasons have an impact on boating activity. Boaters often utilize facilities owned by state agencies, so their rules, fees, and maintenance impact boating.
Partners and Interested Parties:
The Marine Board relies on and is a resource to a wide variety of entities across the state.
• State and Federal natural resource agencies
• Oregon’s nine federally recognized Tribal Governments
• Public boating facility providers
• Community organizations that serve underrepresented communities
• County Sheriffs and Oregon State Police
• Oregon Ports Association
• SOLV Adopt-A-River
• Non-profit organizations that are interested in boating and water safety
• Boat builders and dealers
Key 10-year Challenges and Goals
Ensuring boaters have the resources and information they need so they can have a positive boating experience.
(1) By October 31, 2025, develop and implement translation services for boaters both in person and over the phone.
(a) By May 31, 2025, research live translation services for in-person transactions in the lobby.
(b) By August 31, 2025, research language line options for the call center.
Success Measure: Services implemented and available to customers by deadline.
(2) By December 1, 2026, improve the boater experience and expand access to agent locations.
(a) By June 2026, develop and implement an agent portal for agents to electronically submit transactions to the Marine Board.
(b) By October 2026, develop training and communication plan with 3rd party agents and introduce better guidance documents.
(c) By December 2026, add two new agents in underserved areas.
Success Measure: New agent portal implemented, agent training completed, and two new agents added in underserved areas.
(3) Preliminary planning and scoping discussion to modernize the current agency software.
(a) By July 31, 2025, develop regular reporting of enhancements to the current system to staff and the Board.
(b) By December 1, 2027, research alternatives to the current system, compare costs and vendors.
Success Measure: System enhancements are communicated to staff and the Board, and a system modernization project plan is completed by December 1, 2027.
Ensuring boating is viable and public access is available in the future.
(1) Explore and develop resources for waterway access intersecting facility management.
(a) By December 31, 2025 plan and implement “Welcome to the Water” facility access sign pilot project.
(b) By July 31, 2026 study and collaborate with facility operators to learn about Outfitter Guide use, impacts, and develop solutions to mitigate challenges.
(c) By November 30, 2026, develop and publish life jacket loaner station best management practices, guidance and standards that are adaptable to all waterway access types.
(d) In November 2025, initiate an agency working group to plan, propose, and engage partnerships to prepare for the 2027 legislative session. Proposal to be completed by April 2026.
Success Measure: Deadlines for each item met.
Ensuring staff are supported, trained, and provided with the tools needed to fulfill duties and the agency's mission.
(1) Increase intra-agency communication and awareness of program areas and projects.
(a) Hold three staff lunch and learns each calendar year.
(b) Hold four all staff meetings a calendar year; share Board reports with all staff; and Director sends monthly update to all staff.
(c) DEI representative meets monthly with the Director to plan and implement communication and support for DEI initiatives.
(2) All quarterly reviews include discussions about opportunities for career development and exploration.
(3) By December 31, 2028, create standard operating procedures for each position.
(4) By December 31, 2025, implement a project and task management software for GIS, procurement, IT, and the PIO.
Success Measure: All time and quantitative measurements met.
Regular performance monitoring and transparency reporting:
• Agency managers will meet quarterly to monitor progress and set intermediate actions needed to meet goals.
• The Director will report on progress at All Staff meetings four times a year.
• The last Board meeting of the calendar year will include an update on progress in the Director’s Report. This report is publicly available on the agency website.