National Ocean Service

Strategic Plan

Fiscal Year 2024-2028
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National Ocean Service FY 24–FY 28 Strategic Plan

Table of Contents

A Letter from Nicole R. LeBoeuf, Assistant Administrator for Ocean Services and Coastal Zone Management 2

About Us 3

Our Organization and Authorities 5

Collaboration across NOAA 8

Strategic Drivers 8

Some of the Challenges We Face 9

Some of the Opportunities Available to Us 11

Goal 1: Increase U.S. Coastal Resilience 14

Objective 1.1: Support decision-making that increases present and future resilience. 16

Objective 1.2: Improve our capacity to forecast and predict future conditions by enhancing 

our foundational observations, mapping, and modeling abilities. 17

Objective 1.3: Enhance partnerships and engagement to ensure historically 

underserved communities and decision-makers have equitable access 

to our coastal resilience science and services. 18

Goal 2: Make Equity Central to Our Mission 20

Objective 2.1: Advance equity in the development, delivery, and continuous improvement of our 

science, products, and services. 21

Objective 2.2: Create a model workforce with a shared organizational culture of equity. 23

Goal 3: Accelerate Growth of the Ocean Enterprise and the Blue Economy 25

Objective 3.1: Provide consistent and reliable access to ocean and coastal observations, data, 

predictions, and information services. 27

Objective 3.2: Accelerate NOS’s technology pipeline from research to application. 28

Objective 3.3: Build a diverse U.S. workforce to advance the Ocean Enterprise and Blue Economy. 29

Objective 3.4: Build coalitions and partnerships for sustainable ocean and coastal information 

and prediction-driven economic growth. 30

Goal 4: Conserve, Restore, and Connect Healthy Coastal and Marine Ecosystems 31

Objective 4.1: Conserve and restore coastal, marine, and Great Lakes areas to improve 

sustainability, restore lost ecosystem services, and promote adaptation and resilience. 32

Objective 4.2: Provide foundational data and decision-support products that enable people and 

businesses to operate safely in ocean, coastal, and Great Lakes areas. 34

Objective 4.3: Strengthen public and personal connections to coastal, ocean, and Great Lakes places. 35

Objective 4.4: Partner and engage to advance coastal and marine stewardship at all levels. 36

Objective 4.5: Advance NOS’s understanding, including through the knowledge of Indigenous

peoples and local communities, to improve stewardship decisions. 37

Enterprise Objectives 39

Objective E.1: Build workforce capacity to meet future needs. 40

Objective E.2: Modernize our IT infrastructure for streamlined, cost-efficient mission support in a

hybrid work environment. 40

Objective E.3: Modernize our facilities and infrastructure to ensure climate resiliency and attract 

top talent. 41

Objective E.4: Improve operational efficiency and impact. 41

Making It Happen 42

References 43

Cover: The Tijuana River Estuarine Research Reserve is part of a network of 28 protected areas located in the United States 

and territories established for long-term research, education and stewardship. (Tijuana River National Estuarine Research Reserve)
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National Ocean Service FY 24–FY 28 Strategic Plan

A Letter from Nicole R. LeBoeuf

Assistant Administrator for Ocean Services and Coastal Zone Management 

Climate change is transforming the ocean and coastal zones more rapidly than any other place 

on Earth. Both chronic and episodic changes are placing increasing pressure on important 

economic sectors and population centers, undermining our nation’s resilience and prosperity 

and impacting underserved and underrepresented populations already burdened by systemic 

inequities and injustice.

The National Ocean Service (NOS) is a trusted and authoritative source of a diverse suite of 

products and programs that bolster, protect, and restore our natural resources and economy. 

To provide foundational support for our nation’s resilience in the face of these growing 

challenges, NOS is stepping into a larger role to fill the need for data, products, and services

that protect our ecosystems and enhance climate and economic resilience.

We will continue developing nautical charts, monitoring tides and currents, enhancing global 

positioning, and producing data integral to safe and efficient maritime transportation and 

commerce and coastal planning. We will also continue to provide the highest caliber expert 

scientific support in response to coastal floods, oil spills, and marine debris; manage national 

marine sanctuaries; and enhance our collective understanding of our estuaries and coasts, 

among many other things for which NOS is well-known. At the same time, we will step up 

our collection and dissemination of information critical to forecasting and climate modeling, 

to conserving and restoring important coastal and ocean habitats for resilience to future 

conditions, and to working directly with national, Indigenous, regional, and local decision-makers 

and communities to prepare coastal communities for a changing world.

Within this document, we have laid out NOS-wide priority pathways and operating principles for 

leveraging our trusted partnerships and proven expertise to meet increasing demands for our 

services across agencies, economic sectors, communities, and geographies, including providing 

leadership on the world stage. Effective and strategic implementation of NOS programs and 

activities has never been more important, as climate change will both impact and require more 

from nearly everything we do. Through the priorities and objectives laid out in this document, we 

will play to our strengths, enhance our use of partnerships and collaborations, attract and retain 

top talent, and provide innovative thinking and leadership in a rapidly changing world. Above all, 

NOS will remain true to our workforce and core values, as they are the foundation upon which 

our mission and service to the nation firmly rests.

Steady as we go,

Nicole R. LeBoeuf
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National Ocean Service

About Us

NOS is one of six line offices within the National Oceanic and Atmospheric Administration (NOAA), part 

of the U.S. Department of Commerce. With roots in the U.S. Survey of the Coast established in 1807, we 

have grown into the United States’ premiere coastal and ocean science agency. NOS provides worldclass expertise in science, technology, and management. We conduct applied research and employ 

advanced surveying, observing, modeling, and computing technologies to provide services and tools 

that inform decision-making across a variety of agencies, organizations, and communities. We also 

serve as stewards and trustees for the long-term conservation and restoration of coastal and marine 

resources, including via response and restoration for oil and chemical spills and systems of marine 

protected areas. We strive to serve and engage the whole nation, including Indigenous peoples and 

historically underserved and underrepresented communities who have often been the first to observe 

and who experience disproportionate environmental hazards and hold many solutions. Importantly, 

we will rely upon our robust national and regional partnerships to better understand and address both 

economic and environmental needs, creating societal benefit and prosperity for the nation.

To inform the contents of this document, we identified our core values and operating principles, reaffirming 

who we are as an agency and as a workforce, and reinforcing what we hold most dear in our professional lives.

NOS MISSION:

Provide science-based solutions through collaborative partnerships to address evolving 

economic, environmental, and social pressures on our Great Lakes, ocean, and coasts.

N O S V I S I O N : 

The nation’s coastal and Great Lakes communities, ecosystems, and economies are 

thriving and resilient to current and future environmental threats.

The Connecticut 

Reserve — the 30th 

National Estuarine 

Research Reserve 

and the first in the 

state — added over 

52,000 acres to the 

national system. 

(University of Connecticut)
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National Ocean Service

Core Values

• Mission-driven: We are passionate about and dedicated to advancing NOAA’s mission of

science, stewardship, and service. We value NOS’s unique role in connecting sound science and

service to the public.

• Integrity: We value the transparency and accuracy of our data, products, and services. We foster

mutual trust and respect among our workforce as well as with the communities we serve.

• Inclusion: We create a welcoming environment for our staff, colleagues, and partners. We strive to

be more representative of and accessible to the communities we serve. We support differences

and diverse views to encourage our people to bring their entire, authentic selves to their work.

• Collaboration: We embrace our diverse and interconnected mission. We accomplish more when

we work together and with our partners, playing to one another’s strengths.

Scientists and crew members 

prepare to launch an ocean glider 

from the NOAA Ship Nancy Foster in 

order to collect critical data. (NOAA)

Using a high-precision tacheometer, 

Geodetic Survey employees take 

survey observations of a radio 

telescope operated by the National 

Radio Astronomy Observatory. (NOAA)

Coastal Ocean Science workforce 

members apply dredged sediments 

to a marsh pond at Marine Corps 

Base Camp Lejeune to support 

habitat restoration. (NOAA)

Operating Principles

• Skilled and engaged workforce: Our workforce is our greatest asset. We support our people —

without them, we cannot accomplish our mission. We strive to create a workplace that embraces

and celebrates our passions and talents, fostering a culture of trust, continuous learning, and

professional development.

• Equitable and user-focused relationships: We forge relationships to ensure we meet the needs of

our partners and coastal communities. We value the equitable use and applicability of the data,

services, and tools we create and provide to support and empower Indigenous, federal, state,

regional, and local decision-makers.

• Quality data, services, and products: We deliver high-quality and dependable data, services,

and products to support and serve coastal communities and people across the country. The

information we provide helps people across the nation understand and adapt to changing

environmental conditions.

• Holistic approaches: We are committed to understanding the changing ecosystems across

coastal, ocean, and Great Lake environments through an approach that brings together multiple

knowledge systems and disciplines and that seeks the involvement of local communities, —

including Indigenous peoples and underserved communities — in assessments, monitoring,

research, and decision-making.
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National Ocean Service

• Strong and diverse partnerships: We get further, faster by working together with others. Our 

inclusive outreach to diverse partners and communities allows us to obtain and consider novel 

and innovative ideas and approaches. Together, we build and strengthen diverse coalitions of 

partners and Indigenous communities to build networks focused on coastal, ocean, and Great 

Lakes interests that will help promote science, stewardship, and service for future generations.

Our Organization and Authorities

NOS consists of eight program offices with unique but interrelated missions:

• Center for Operational Oceanographic Products and Services

• U.S. Integrated Ocean Observing Systems

• National Centers for Coastal Ocean Science

• National Geodetic Survey

• Office for Coastal Management

• Office of Coast Survey

• Office of National Marine Sanctuaries

• Office of Response and Restoration

NOS headquarters, including the Management and Budget Office and the Information Management Office, 

support the work of all programs. Our current workforce consists of approximately 1,100 federal employees 

and is supported by approximately 700 contractors as well as NOAA Corps officers, grantees, and partners. 

As defined by our current financial structure, we support three primary areas: navigation, observations, 

and positioning; coastal science and assessment; and ocean and coastal management and services.

Navigation, Observations, and Positioning

We promote safe and efficient maritime transportation and commerce. We are the nation’s leading 

authority on hydrography, shoreline mapping, and nautical cartography; water levels, tides, and currents; 

geodesy, reference frames, and geoid modeling; and the integration of cross-sector ocean observations 

and data to produce coastal models, forecasts, and prediction services. Our sustained geodetic 

measurements, hydrographic mapping, and oceanographic observations provide the foundation for 

sound coastal management, climate resilience, conservation, and disaster response and recovery.

EXPLORE SOME OF OUR DATA, TOOLS, AND PRODUCTS:

• Comprehensive nautical maps and charts for U.S. waters

• U.S. Integrated Ocean Observing System (IOOS®) National Data Portal

• Physical Oceanographic Real-time System (PORTS®)

• Continuously Operating Reference Station (CORS) Network

• National Water Level Observation Network (NWLON)

The National Water Level Observation Network observes, communicates, and assesses effects of 

water level changes throughout the country — essential information during storm events. Some

network stations, such as the one depicted here, are reinforced to withstand major storms. (NOAA) 
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National Ocean Service

Primary Statutory Authorities:

• Coast and Geodetic Survey Act

• Hydrographic Services Improvement Act

• Integrated Coastal and Ocean Observation System Act

• Ocean and Coastal Mapping Integration Act

Coastal Science and Assessment

We provide expert scientific support and services in response to human-made and natural disasters. 

This includes assessing the damage from oil spills or other coastal or marine events and ensuring 

that response, recovery, and restoration actions mitigate harm to those resources and surrounding 

economies. We provide ecological forecasting, long-term monitoring, impact assessments, and risk 

analyses for marine toxins and threats, such as harmful algal blooms and hypoxia. NOS also supplies 

coastal managers with ecological, economic, and social science information to promote ecological 

resilience and to enhance the way communities sustainably interact with coastal ecosystems.

EXPLORE SOME OF OUR DATA, TOOLS, AND PRODUCTS:

• Environmental Response Management Application (ERMA®)

• Harmful Algal Bloom Forecasting

• Marine Debris Monitoring Toolbox

A U.S. Coast Guard member uses NOS’s Emergency Response Management Application — 

the online mapping tool that integrates static and real-time data in a centralized, easy-touse format for environmental responders and natural resource decision-makers. (NOAA)

Primary Statutory Authorities:

• Clean Water Act

• Comprehensive Environmental Response, Compensation, and Liability Act (Superfund)

• Harmful Algal Bloom and Hypoxia Research and Control Act

• Marine Debris Act

• National Coastal Monitoring Act

• Oil Pollution Act

NOS’s Response and 

Restoration staff 

provides fate and 

transport analyses 

for leaking chemicals 

associated with 

incidents. In this 2022 

vessel grounding and 

diesel fuel spill north 

of Sitka Sound, Alaska, 

Unified Command 

members identified 

impacts on local 

tribes’ subsistence 

harvest areas. (NOAA)
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National Ocean Service

Ocean and Coastal Management and Services

NOS manages a marine protected area network that currently includes 15 marine sanctuaries, 30 

estuarine reserves, and two marine monuments within coastal, marine, and Great Lakes waters. 

Partnerships and meaningful community engagement are the key to successfully conserving these areas 

as well as other special places and habitats, such as salt marshes and coral reefs. We provide coastal 

and marine planners with the skills, tools, and data needed to manage the nation’s coastal resources 

and communities. We also work in partnership with and provide funding to local governments, states, 

non-profit organizations, and other partners to advance coastal management, research, education, and 

engagement. We strive to establish equitable relationships with Indigenous communities — recognizing 

their long-standing stewardship of coastal and marine areas and knowledge — and to actively engage 

and partner with underserved and underrepresented communities so they have a voice in the process.

EXPLORE SOME OF OUR DATA, TOOLS, AND PRODUCTS:

• Sea Level Rise Viewer

• Digital Coast

• CoRIS: Coral Reef Information System

• National Marine Sanctuary Condition Reports

• National Marine Sanctuary 360° Virtual Reality Lesson Plans

Primary Statutory Authorities:

• Coastal Zone Management Act

• Coral Reef Conservation Act

• Digital Coast Act

• National Marine Sanctuaries Act

NOS’s Marine 

Sanctuary System 

safeguards an 

array of diverse 

wildlife and vital 

ecosystems, such as 

this sea bass looking 

for food among the 

schools of smaller 

fish in this healthy 

coral reef. (NOAA)
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National Ocean Service

Collaboration across NOAA

At NOS, we work across NOAA programs on a wide range of issues, including (but not limited to) coastal 

flooding and inundation, ecological forecasting, habitat conservation and restoration, climate mitigation 

and adaptation, incident response, and safe marine transportation. By working together on cross-NOAA 

teams and by making connections between programs where our individual missions are complementary, 

we enrich and multiply one another’s expertise, leading to even greater success. For example, our 

hydrographic surveying and natural resource assessment and management work relies heavily on NOAA 

ships and planes managed by the Office of Marine and Aviation Operations. Satellite data from the National 

Environmental Satellite Data and Information Service populates numerous NOS models and enhances 

our ability to track oil spills and disease in corals. National Weather Service forecasters keep our staff 

and facilities secure and disseminate NOS-led rip current forecasts to keep beachgoers safe. NOS and 

the National Marine Fisheries Service are working hand-in-hand to advance sustainable aquaculture and 

offshore wind in U.S. waters, and our collaborations with the Office of Oceanic and Atmospheric Research 

are leading to exciting developments in the rapidly expanding field of marine carbon dioxide removal. 

Bottom line: NOS couldn’t do its job to the fullest without working closely with the rest of NOAA.

Strategic Drivers

Our nation is facing unprecedented challenges, hazards, and vulnerabilities in our ocean and Great Lakes 

and along our coasts. To ensure that NOS is prepared to serve our nation’s growing needs, we identified four 

strategic priorities that we believe will grow in relevance in the coming years and beyond. We did this by 

conducting significant internal and external engagement. Using focus groups, visioning exercises, listening 

sessions, public comment periods, and more, we worked to capture the major priorities and concerns of our 

staff, our partners, and the public. This input was critical to informing the strategic direction and objectives 

found in this document. With this in mind, this document is designed to keep us focused on these priorities, 

enable us to track our progress, and to help us align with the U.S. Department of Commerce Strategic Plan 

2022-2026[1] and NOAA’s FY22-26 Strategic Plan, Building a Climate Ready Nation[2]. The priorities laid out 

in this document will also assist NOS in identifying opportunities for enhanced collaboration across NOAA.

NOS aims to increase the positive impact of our work in response to our nation’s growing need for ocean 

and coastal products and services via the priorities in this document. That said, many of the challenges 

and opportunities we face are not specific to the United States; rather, they are shared with many of our 

global partners. Just as NOS is stepping into leadership roles domestically, including within the U.S. 

federal government, as a convener of U.S. industry, and as a leading provider of authoritative information 

for use in our climate adaptation efforts, we are increasingly being asked to participate in international 

fora where our leadership and expertise contributes to critical ocean, coastal, climate, and other 

solutions for the international community as a whole. In response, we are working hard to identify how 

NOS can contribute its expertise and authoritative information and decision support to nations around 

the world, particularly when it comes to understanding and predicting the impacts of climate change on 

essential infrastructure, natural ecosystems, and coastal communities.
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National Ocean Service

Some of the challenges we face: 

Coastal flooding and sea level rise

Climate change is transforming the ocean and our coastal zones more rapidly than any other place on 

Earth. U.S. coastal counties, which are home to 40% of the nation’s population, are experiencing rapid, 

accelerating change and increased risks from the combined effects of storms, tides, and sea level rise[3].

From 2017-2022, the United States experienced 21 tropical cyclones that each caused at least $1 billion 

(unadjusted) in damage[4]. The storms resulted in 3,656 total deaths and cost an estimated $638.4 

billion[4]. Sea level rise is already increasing coastal flooding impacts. Without significant global action, 

by 2050 the United States could see sea level rise of over a foot on average, placing as much as $106 

billion worth of coastal property below sea level[5][6]. Annual imports and exports, which exceed 1.4 billion 

tons and are valued at over $1.5 trillion[7], come through our ports and waterways to provide products 

that sustain our daily lives. The disproportionate number of people and vital infrastructure, like ports and 

military installations, along our coasts means that our ocean, coasts, and coastal communities are both 

highly influential and too big to fail. Coastal communities and economies need ready access to improved 

authoritative information about near- and long-term flood risks as well as strategies to plan for and 

mitigate impacts.

NOS is dedicated 

to proactively 

addressing the 

imminent threats 

of sea level rise 

by predicting, 

responding to, 

and mitigating 

the effects of this 

hazard — including 

the effect of coastal 

flooding, as seen on 

this roadway within 

Assateague Island 

National Seashore. 

(National Park Service)

Diverse coastal hazards

In addition to flooding, communities face a multitude of concurrent coastal threats. Harmful algal 

blooms endanger human health, contaminate clean drinking water, kill marine life, and threaten food 

security. Marine debris — from hurricane-borne debris to microplastics — pollute coastal ecosystems 

and create hazards for marine navigation. Oil and chemical spills can decimate local ocean environments, 

economies, and important food sources. Communities need science, information, and resources to help 

them address these and other hazards and to prevent prolonged economic loss and social harm.
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National Ocean Service

Increasing stress on coastal habitats and ecosystems

Across the United States and the world, cumulative stressors on important coastal ecosystems are 

causing significant impacts. Between 2014-2017, nearly 30% of coral reefs worldwide suffered mortalitylevel heat stress[8]. Thirty-eight percent of coastal wetlands have been lost to large-scale conversion 

by draining, dredging, and filling, and about 7% of the world’s seagrasses are lost each year because 

of development, polluted runoff, climate change, and other factors[9][10]. Without adequate stewardship 

of our nation’s coastal areas, the many benefits these ecosystems provide may be lost. These benefits 

include biodiversity conservation, fisheries habitat, cultural values, recreational opportunities, and 

substantial protective value for coastal communities facing erosion, rising sea levels, and increasing 

coastal storms.

Historically underrepresented communities

For far too long, entire segments of our society have been left out of decision-making or marginalized 

when it comes to managing or benefitting from our ocean and coasts. Climate change and its impacts 

place many underserved communities at greater risk, leaving them less able to recover from coastal 

events due to a lack of resources, accessibility constraints, and systemic institutional barriers and 

inequities. At the same time, the place-based knowledge in underrepresented communities and in 

Indigenous communities hold solutions and knowledge needed to address these challenges. We must 

increase our engagement with these groups to ensure equitable design and service delivery of our tools, 

services, and products to help promote coastal resilience for everyone.

What we mean by engagement with federally recognized Indian tribes and other 

Indigenous groups:

NOS recognizes and honors the U.S. government’s treaty obligations and its government-togovernment relationships with federally recognized Indian tribes. A federally recognized Indian 

tribe is defined as an Indian or Alaska native tribe, band, nation, pueblo, village, or community 

that the Secretary of the Interior acknowledges under the Federally Recognized Indian Tribe 

List Act of 1994. At the same time, NOS acknowledges the interests, cultural connections, and 

ecological knowledge of the broader set of Indigenous communities that lack formal federal 

recognition. Where possible, NOS seeks to engage these communities in a way that enhances 

NOS’s conservation and restoration activities without compromising the U.S. government’s 

relationship with federally recognized Indian tribes. Throughout this document, NOS uses the term 

“Indigenous” to refer to all these tribes, bands, nations, pueblos, villages, and native communities 

while recognizing that each community has a preferred term to describe themselves.
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National Ocean Service

Pandemic-related stressors

The ongoing pandemic has resulted in unprecedented challenges related to public health, remote work, 

and other significant aspects of our lives. These stressors and associated uncertainties about the future 

have taken a toll on our society’s mental, physical, and economic well-being. Across the U.S. workforce, 

employees are exhibiting signs of burnout, including low retention rates and continued concerns about 

returning to physical office spaces. As we continue to navigate our hybrid working environment, NOS will 

seek to address pandemic-related and other persistent stressors while building a diverse and resilient 

workforce to meet the challenges and opportunities laid out below.

NOS plays a vital 

role in evaluating 

and responding 

to the impacts of 

cumulative stressors 

on critical coastal 

ecosystems, like the 

erosion occurring 

along Alaska’s Arctic 

coastline, which 

poses a growing 

threat to cultural sites 

and infrastructure. 

(United States Geological 

Survey)

Some of the opportunities available to us:

Coastal planning and resilience expertise

As the need for more data, tools, and services grows among coastal communities, NOS is being called 

upon like never before. We are uniquely qualified to prepare our nation for a changing world because it 

is our fundamental job to turn information into insight and science into services that save lives, protect 

property, and reduce future risks along our coasts. A wide array of NOS visual tools, products, and 

services are available for use in communities and by decision-makers from all walks of life to protect 

coastal economies and to plan for the future along rapidly changing coasts.
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National Ocean Service

National estuarine 

research reserves, 

such as the Jacques 

Cousteau National 

Estuarine Research 

Reserve located 

in New Jersey, 

provide numerous 

benefits to adjacent 

communities, 

including flood 

protection and 

outdoor recreation, 

while promoting 

coastal and estuarine 

stewardship through 

research and 

education. 

(Jacques Cousteau National 

Estuarine Research Reserve

Ecosystem services and nature-based solutions

Healthy coastal ecosystems provide myriad benefits and services, including fisheries, tourism, carbon 

sequestration, and coastal protection. For example, the estimated total U.S. economic value of services 

provided by coral reefs is more than $3.4 billion each year[8]. When we consider flood risk reduction 

alone, a recent study estimated that U.S. coral reefs protect more than 18,000 lives and $1.805 billion 

worth of property by. reducing flooding[11]. We have the opportunity to support and enhance these 

ecosystem services via nature-based solutions, which can help communities become more resilient to 

climate change and restore fragile ecosystems for generations to come.

The National Coastal 

Resilience Fund 

supports projects 

that enhance the 

resilience of coastal 

communities, like 

this dune restoration 

project in Puerto 

Rico. (NOAA)

Untapped potential of the Ocean Enterprise and of ocean and coastal data

NOAA recently estimated the value of the U.S. Ocean Enterprise — specifically, businesses using 

ocean and coastal data to drive economic growth — to be $8 billion and growing[12]. Given our roles as 

ocean and coastal data collector, product developer, data disseminator, and as public servants, NOS is 

uniquely poised to accelerate the collection and use of ocean and coastal information in ways that are 
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National Ocean Service FY 24–FY 28 Strategic Plan

accessible and can contribute to societal good. We believe that we have an unprecedented opportunity 

to reframe our relationship with the ocean and the information we derive from the ocean and coasts. We 

can seize this opportunity by creating and fostering even more interest and investment in equitable and 

sustainable climate resilience by applying ocean and coastal information to derive insights and enhance 

predictive capabilities in a changing world.

The Geodetic Survey team 

provides accurate positioning to all 

nonmilitary U.S. federal mapping 

activities. (NOAA)

NOS scientists forecast, monitor, 

and analyze the spread of marine 

toxins and other threats using 

cutting-edge technologies like this 

Environmental Sample Processor. 

(NOAA)

NOS provides critical services for 

safe maritime transportation and 

commerce. (NOAA)

The strength of a diverse and engaged workforce

Higher productivity and increased innovation are the hallmarks of teams that utilize a wide range of 

viewpoints and backgrounds[13]. As the U.S. population becomes more diverse and infused with the next 

generation of workers, NOS will embrace and harness the benefits of this diversity[14]. We understand that 

we must do more to attract and retain youth and diversity within our workforce. NOS will also be stronger 

for prioritizing “total worker health” efforts, implementing strategies to reduce workforce burnout, and 

adding flexibilities to our hybrid workspace to promote efficiency and workforce satisfaction and attract 

NOS’s workforce of the future.

Supplemental funding and resource availability

In addition to regular appropriations, supplemental funding legislation, including the Bipartisan 

Infrastructure Law (BIL)[15] and the Inflation Reduction Act (IRA)[16], provide substantial resources to help 

NOS meet the challenges before us. These funds provide much-needed support for flood and inundation 

mapping, habitat restoration, ecosystem conservation and management, marine debris removal, and 

the development of nature-based solutions to protect communities from the effects of climate change, 

among other activities described in this document. Congressional direction for using these historic 

funds is well aligned with NOS’s strengths and expertise, as well as with the priorities found within this 

document. Leveraging our long-standing partnerships and distributed workforce, NOS aims to make 

the most of these resources. At the same time, we are seeing operational costs continue to rise across 

all of NOS’s activities; many foundational data and services vital to our nation did not receive new 

resources in these historic laws. NOS will continue to deliver these services at the highest level possible 

while ensuring that the importance of these programs is not overlooked and is, instead, communicated 

widely, including those upon which others’ programs, services, and resilience depend. By conveying the 

interdependence and increasing demand across NOS programs, we will aim to keep pace with increasing 

operational and infrastructure costs so that we may continue to deliver impactful products and services 

to the American people.
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National Ocean Service National Ocean Service FY 24–FY 28 Strategic Plan FY 24–FY 28 Strategic Plan

G O A L 1 : 

Increase U.S. Coastal Resilience 

What we mean by coastal resilience: 

Coastal resilience is the ability of populations, ecosystems, and economies to prepare for, absorb, 

respond to, recover from, and successfully adapt to the impacts of natural and human-caused 

hazards, such as hurricanes and oil spills, and long-term environmental change, such as habitat 

loss and sea level rise. Community Performance

Immediate 

Impacts 

Event-Based 

Disruption

Prepare & Mitigate Absorb, Respond, & Recover Adapt & Learn

Long-Term Impacts of Climate Change

Actions to Reduce Impacts From Hazard Events and Climate Change

High Adaptation

Moderate Adaptation 

No Adaptation 

Maladaptation

Shorelines play 

a crucial role in 

protecting coastal 

communities from 

the impacts of sea 

level rise and severe 

weather events. NOS 

uses nature-based 

solutions, creating 

living shorelines 

that employ native 

vegetation to 

stabilize these 

essential habitats. 

In this picture, 

scientists dig 

holes to plant new 

vegetation at a 

demonstration site 

within the Rachel 

Carson Reserve. 

(N.C. Coastal Reserve) 
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National Ocean Service

U.S.coastal communities, home to over 128 million people, are increasingly affected by theaccelerating pace of changes in the ocean, coasts, and Great Lakes[17]. This number is 

growing and, as coastal development expands, these communities will face multiple long-term chronic 

stressors like sea level rise, ocean warming, and marine debris, as well as episodic events, such as 

hurricanes, oil and chemical spills, and harmful algal blooms. Threats and hazards from climate change 

are further exacerbated by aging essential infrastructure, from roads and bridges to ports and centers 

of development. To address these challenges, coastal decision-makers rely on NOS’s diverse products 

and services to assess risks, plan, and take action to increase resilience to these stressors and impacts. 

To strengthen U.S. coastal resilience, NOS will expand our use of NOAA’s Service Delivery Framework

across the objectives within this goal. This will improve our ability to meet our mission across

geographic and time scales, enhance predictive capabilities, and focus on place-based partnerships and

the unique needs of individual communities.

Evidence of Success

• Decision-makers have access to new analyses and planning tools for predicting inundation and

protecting coastal infrastructure on 20- to 100-year time horizons.

• Decision-makers have improved products and services to help them prepare and respond to

coastal threats to health, including harmful coastal algal blooms, marine pollution, and oil spills.

• Coastal states and communities have increased training and technical assistance to support

local resilience efforts.

• NOAA works with coastal states and decision-makers, Indigenous peoples, communities

of color, and underrepresented communities to co-design and co-produce climate data,

information, science, and tools that incorporate local knowledge.

OBJECTIVE 1.1

Timescale Connectivity

Enhance capacity and integration

of NOS planning, operations, 

products, and services to support

 effective decision-making for 

 present and future resillience

to the changing impacts 

of natural and human-

 caused coastal

 hazards.

OBJECTIVE 1.2

Predictive Capacity

OBJECTIVE 1.3

Partnerships

Enhance partnerships 

and engagement to 

ensure equitable 

access to NOS’s 

science and services 

that support 

community and 

ecosystem 

resilience needs.

Advance NOS’s capacity to produce

 predictive coastal information through

 foundational observations, mapping, 

 and modeling capacities.

NOAA

Service 

Delivery 

Framework
FY 24–FY 28 Strategic Plan

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National Ocean Service

O B J E C T I V E 1 . 1 

Support decision-making that increases present and future resilience.

Decision-makers across the United States face difficult choices about how to prioritize limited 

resources to simultaneously prepare for current threats, respond and recover from recent impacts, 

and plan for long-term coastal change. NOS will maintain and enhance the delivery of our products 

and services — from foundational data, observations, research, and modeling to training and decisionsupport tools — to help our nation not only address current threats but also prepare for future 

conditions. Through ongoing and robust engagement across NOAA and with partners, NOS will support 

efforts to incorporate climate resilience into current decision-making. Additionally, we will continue to 

conduct internal planning and preparedness to ensure our workforce, operations, and infrastructure is 

equipped to maintain essential functions in the face of major disruptions.

Strategy 1.1.1: Enhance our products, services, and foundational mapping and data to support 

planning and decision-making across multiple time scales (e.g., from emergency 

response to longer-term infrastructure siting).

Strategy 1.1.2: Perform continuous user engagement to ensure our products and services are useful, 

usable, and used by decision-makers.

Strategy 1.1.3: Enhance internal coordination, as well as cooperation with federal agencies and our 

domestic and international partners, to promote integrated resilience efforts that work 

at different timescales.

Strategy 1.1.4: Strengthen our incident planning and preparedness to maintain mission effectiveness 

into the future.

WHAT THIS LOOKS LIKE: Using resources from BIL, NOS and NOAA’s Oceanic and 

Atmospheric Research are developing an enhanced capability to address coastal flooding and 

inundation at subseasonal-to-centennial timescales. NOS will produce and deliver authoritative, 

easily accessible data and products complemented by tools, applications, and decision-support 

services that enable all communities to advance their resilience to coastal inundation now and 

in the future. We anticipate this new capability will be operational for subseasonal to annual 

predictions by 2026.

“

The Coast Guard Emergency Management Community has long relied on 

NOS for preparedness and response support, including applied research, 

development, and delivery of timely products and on-scene operational scientific 

support in coastal emergencies and disasters.

”

— Dana Tulis, Coast Guard Director of Emergency Management
FY 24–FY 28 Strategic Plan

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National Ocean Service

O B J E C T I V E 1 . 2 : 

Improve our capacity to forecast and predict future conditions by 

enhancing our foundational observations, mapping, and modeling abilities.

Sea level along the U.S. coastline is projected to rise in the next 30 years (2020-2050) as much as the 

rise measured over the last 100 years (1920-2020)[5]. Coastal communities and economies rely on our 

collection and stewardship of physical, biological, and ecological data, observations, and models to 

prepare for this change and enhance their resilience. Habitat data and surface current observations help 

oil spill responders prevent damage to sensitive ecosystems; water level observations and positioning 

data inform models that let emergency planners know if evacuation routes may flood during storms. 

Collaborating with our extensive partner networks, NOS will continue strengthening our collection of 

foundational data to develop new and improved predictive models to ensure that the resilience products 

derived from them are useful, usable, and used.

Strategy 1.2.1: Identify and prioritize coastal change variables that are critical to decision-making to 

inform our work, from data collection to product development.

Strategy 1.2.2: Design, build, and sustain improvements to our observing system to support ocean and 

coastal predictions.

Strategy 1.2.3: Develop and advance forecasting and modeling of harmful algal blooms, hypoxia 

events, and other ecological hazards.

Strategy 1.2.4: Identify opportunities to connect data, observations, and models across NOAA, 

the federal government, international fora, and through other public and private 

partnerships.

NOS conducts hydrographic 

surveys utilizing various 

specialized equipment, including 

multibeam and side-scan sonar 

systems. Hydrographic data 

collected from these systems are 

used to update nautical charts. 

(NOAA) 
FY 24–FY 28 Strategic Plan

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National Ocean Service

WHAT THIS LOOKS LIKE: NOS delivers nowcasts, forecasts, reanalysis, and decadal/

climate-scale projections, from regional models for the entire U.S. coastline. Via implementation 

of the newly developed NOS Modeling Strategy, we will further integrate our global ocean, 

coastal/estuarine, and Great Lakes modeling capabilities into an operational Earth System 

Modeling Framework, which will provide ecosystem change and coastal hazards predictions. 

NOS’s foundational data and observations, including information on water levels, currents, 

shoreline bathymetry, and gravity, will provide customized inputs to support these models and 

state-of-the-art advances such as real-time data assimilation or ice forecast modules that can be 

collaboratively developed and integrated into the system.

“

The NOAA harmful algal bloom (HAB) forecast helps Monroe prepare for the HABs before they get 

close to our city water intakes. Without the NOAA HAB forecast and other real-time monitoring sources, 

we would not have any warning of HAB locations and the direction they are heading.

”

 -- Chris Knight, Water Treatment Superintendent, City of Monroe, Michigan

OBJECTIVE 1.3:

Enhance partnerships and engagement to ensure historically underserved 

communities and decision-makers have equitable access to our coastal 

resilience science and services.

Partnerships present critical opportunities to extend the reach and impact of NOS’s coastal resilience 

efforts, especially to federally recognized Indian tribes, Indigenous communities, and historically 

underserved communities. NOS will continue to engage coastal communities and decision-makers to 

ensure equitable access to user-driven data, tools, training, technical assistance, and other information 

necessary to improve resilience. We will serve as a convening partner and use existing NOAA programs 

and partnerships, such as the National Estuarine Research Reserve System, National Marine Sanctuaries 

System, National Coastal Zone Management Program, Integrated Ocean Observing System, and NOAA’s 

National Sea Grant College Program, as place-based touchstones for coastal resilience service delivery 

and outreach. Using enhanced resources from the IRA and the BIL, we will lead efforts to elevate, 

coordinate, and accelerate the federal government’s efforts to equitably increase the resilience of the 

nation’s coasts and coastal communities.

Strategy 1.3.1: Integrate equity into our resilience work, focused on understanding the needs of 

Indigenous peoples and underserved communities, collaboratively developing 

resilience resources, and empowering diverse voices within community conversations 

and governmental processes.

Strategy 1.3.2: Increase the application of NOAA’s Service Delivery Framework across NOAA’s and 

NOS’s programs and partner networks to amplify the equitable delivery of resilience 

information and resources.
FY 24–FY 28 Strategic Plan

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National Ocean Service

Strategy 1.3.3: Amplify the use of our field office staff and partner networks as focal points for on-theground research, service delivery, convening partners, and community engagement. 

Strategy 1.3.4: Maximize existing partnerships and build new private sector, professional organization, 

academic, interagency, and community partnerships, seeking opportunities to leverage 

funding and other resources to achieve resilience goals.

WHAT THIS LOOKS LIKE: NOS will support regional climate resilience collaboratives that 

integrate climate adaptation strategies and transformational resilience investments for coastal 

communities. This work will emphasize building local resilience capacity and engagement with 

those who have been historically marginalized, underserved, or underrepresented, such as federally 

recognized Indian tribes and other Indigenous groups. Climate resilience and adaptation actions, 

supported by NOAA technical assistance, will be appropriate to the plan, place, and peoples.

Volunteers are 

crucial to NOS’s 

mission as they 

help extend the 

reach and impact of 

NOS’s efforts. Here, 

volunteers plant 

natural grasses 

safely behind a 

newly constructed 

breakwater, part of 

a living shoreline 

project at Camp 

Wilkes in Biloxi, 

Mississippi. The 

breakwater’s role is 

to reduce erosion 

on the shoreline by 

decreasing wave 

energy and allowing 

plants to grow on 

the shore. 

(Mississippi-Alabama Sea 

Grant Consortium)

“

The National Fish and Wildlife Foundation (NFWF) values our longstanding partnership with NOAA 

to advance conservation efforts. As of early 2023, NFWF has invested more than $585 million, and 

leveraged over $69 million from other partners, to support important resilience projects that are 

benefitting coastal communities and wildlife.

”

— Ellen Bolen, Director of Marine and Coastal Conservation, NFWF
FY 24–FY 28 Strategic Plan

|20|

National Ocean Service FY 24–FY 28 Strategic Plan

G O A L 2 : 

Make Equity Central to Our 

Mission

What we mean by equity:

For this document, we use “equity” as an overarching term that encapsulates the following principles.

• Diversity: the practice of including the many communities, identities, races, ethnicities, backgrounds, abilities, cultures, and beliefs of the American people, including underserved communities

• Equity: consistent, systematic, fair, just, and impartial treatment of all individuals,

including our employees and those we serve

• Inclusion: the recognition, appreciation, and use of the talents and skills of employees

of all backgrounds

• Accessibility: the design, construction, development, and maintenance of facilities;

information and communication technology; programs; and services so that all people, 

including people with disabilities, can fully and independently use them

• Justice: The systemic and ongoing examination and transformation of polices, practices,

processes, and products to ensure equitable opportunities, access to resources, and 

outcomes for everyone

Equity principles underpin NOS’s values and how we conduct our mission, guiding our actions today and into the future. We recognize that historically underserved populations have been underrepresented 

in science, technology, engineering, and mathematics fields and disproportionately experience impacts 

from environmental change and degradation. NOS will amplify our external-facing efforts to equitably 

develop and provide our data, products, and services to ensure our work benefits more communities 

across the nation and serves all people fairly and responsibly. In parallel, we will look internally to build 

and sustain a diverse, equitable, and inclusive organization that is accessible to all. To achieve this, NOS 

will continue to respond to NOAA-led climate and equity assessment results and address barriers to 

achieving more equitable service delivery and building a more diverse and inclusive organization.

Evidence of Success

• Barriers to equitable service delivery are assessed and addressed across NOS, including enhancing

accessibility for Indigenous peoples, communities of color, and other underserved and vulnerable

populations to apply for federal funding opportunities.

• Vulnerable populations are better equipped to adapt and increase their coastal resilience.

• NOS recruitment efforts and use of direct hiring authorities improve our ability to reach

historically underrepresented populations and diversify our workforce.

• NOS increases staff participation in equity training, listening sessions, and opportunities to

provide feedback to leadership as a means of creating a more welcoming work environment.

National Ocean Service
FY 24–FY 28 Strategic Plan

|21|

National Ocean Service

OBJECTIVE 2.1:

Advance equity in the development, delivery, and continuous improvement 

of our science, products, and services.

Equitable service delivery is essential for all communities to prepare for coastal hazards and to foster the 

next generation of climate-resilient communities. NOS is committed to ensuring all communities have a 

foundational level of support and services needed to succeed and adapt to change. To do this, NOS will 

prioritize and support historically underserved and underrepresented populations to help create strong, 

resilient communities that have the tools and resources to address and respond to unprecedented 

environmental challenges. As part of this work, we will partner and sustain relationships with trusted 

local groups and organizations already active in those communities, and we will continuously assess and 

evaluate the equitable delivery and design of our data, products, and services.

Strategy 2.1.1: Strengthen engagement, from design to delivery, to better understand and address the 

concerns and challenges of underserved and underrepresented communities.

Strategy 2.1.2: Tailor delivery of our products and services to address the disproportionate impacts 

of ocean and coastal hazards facing historically underserved and underrepresented 

communities. 

Strategy 2.1.3: Partner with trusted community groups and organizations already actively supporting 

historically underserved and underrepresented communities to provide improved and 

sustained tools and services.

Strategy 2.1.4: Continuously assess the design and delivery of our data, products, and services to 

determine how to better achieve equity objectives and outcomes.

Strategy 2.1.5: Identify and then reduce or eliminate institutional barriers that limit the reach of our 

mission to provide equitable and accessible services.

Following storm events, NOS 

provides emergency response 

imagery to support response and 

recovery efforts. These before and 

after images depict damage to 

buildings and homes in Lake Charles, 

Louisiana, following Hurricane Laura 

in 2020. (NOAA) 

“

Research reserves rely on NOS’s Digital Coast for the tools, data, and support that communities need to 

address extreme hazards in a changing climate.

”

— Rebecca Roth, Executive Director, National Estuarine Research Reserve Association
FY 24–FY 28 Strategic Plan

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National Ocean Service

WHAT THIS LOOKS LIKE: In 2021 and 2022, NOAA conducted service and equity 

assessments on three high-priority programs and services that represent how we provide services 

to communities via grants, tools, and warnings. NOS volunteered its popular Sea Level Rise Viewer

as one of the three programs assessed for whether there are potential barriers and gaps that 

would prevent underserved communities from benefiting from our products and services. Based 

on our findings, we are:

• Improving our ability to understand if and how underserved communities use the Sea Level 

Rise Viewer and associated data, tools, and training;

• Better characterizing the most vulnerable populations and identifying best practices for 

ensuring equitable service delivery; and

• Working with our trusted networks and partners to build and sustain relationships and 

ensure underserved audiences benefit from the data and information resources.

NOS’s Coastal Management team empowers communities to prepare for and mitigate the impacts of rising sea levels by 

providing essential tools, such as the Sea Level Rise Viewer — a web mapping tool that allows users to visualize potential 

flooding and sea level rise. (NOAA)

“

The Short Term Prediction System and the West Coast Operational Forecast System, 

which rely on U.S. Integrated Ocean Observing System High-Frequency Radar-derived surface 

currents, are invaluable for the U.S. Coast Guard (USCG) Search and Rescue. 

Both are vital to the USCG’s Search and Rescue mission of saving lives.

”

— Dr. Cristina Forbes, Oceanographer, United States Coast Guard, Office of Search and Rescue
FY 24–FY 28 Strategic Plan

|23|

National Ocean Service

OBJECTIVE 2.2:

Create a model workforce with a shared organizational culture of equity.

Having a workforce more representative of our nation will help NOS remain relevant, relatable, and resilient 

— better able to serve all communities equitably. NOS will strive to build and maintain a model workforce 

by including and encouraging diverse ideas, knowledge sources, opinions, and experiences. Doing so will 

assist NOS in generating greater creativity and innovation, resulting in better solutions and opportunities 

that will meet the nation’s and our future organizational needs. We will incorporate and embrace equity 

principles to build and retain a diverse and representative workforce, provide and empower inclusive 

initiatives, and remove barriers to equal opportunity for hiring and employee development.

Strategy 2.2.1: Build and sustain a workforce representative of those we serve.

Strategy 2.2.2: Ensure our workplace culture is equitable and fosters innovation while providing all 

employees a sense of belonging, inclusion, and appreciation.

Strategy 2.2.3: Ensure our staff have equitable access to training, mentoring, and career development 

opportunities.

Strategy 2.2.4: Encourage and enable our staff to learn and apply diversity, equity, inclusion, justice, 

and accessibility principles and to implement and lead positive internal change.

Strategy 2.2.5: Strengthen our commitment to accountability to create a workplace free of 

discrimination and harassment where all employees can fully realize their potential.

“

In order to make lasting change, we must fully integrate diversity, equity, inclusion, justice, and 

accessibility concepts into every decision we make — from our business practices to our organizational 

culture. Whether we are talking about hiring more women and persons of color or helping underserved 

communities gain access to more climate resiliency projects, equity must be a consideration.

”

— Dr. Ngozi Butler-Guerrier, Director, NOAA Office of Inclusion and Civil Rights

Predicting future 

patterns of coastal 

inundation from sea 

level rise is critical 

to increasing coastal 

resilience. Here, NOS 

employees install 

stainless steel rods 

into the ground to 

install a Surface 

Elevation Table. The 

tables provide data 

to model the fate 

of the marsh in the 

face of rising water 

levels, ultimately 

providing insight into 

its restoration. (NOAA)
|24|

National Ocean Service FY 24–FY 28 Strategic Plan

WHAT THIS LOOKS LIKE: The COVID-19 pandemic has placed additional strain on 

employees, disrupted traditional social support networks, and reduced opportunities for in-person 

engagement. NOS is working to give our employees resources to promote their mental, physical, 

social, and emotional well-being. We established a new behavioral health and wellness “total 

worker health” program that:

• Provides healthcare services and resources to advance behavioral health literacy and 

awareness across our workforce; 

• Leads short- and long-term planning to promote mental/behavioral health; and

• Coordinates with senior leadership to foster an organizational culture that promotes 

employee wellness and helps address localized wellness challenges.

WHAT THIS LOOKS LIKE: As part of its efforts to build a diverse and representative 

workforce, NOS supports NOAA’s efforts to expand engagement with the Society for 

Advancement of Chicanos/Hispanics and Native Americans in Science (SACNAS). In 2022, 

NOS contributed to NOAA’s participation in the SACNAS National Diversity in STEM Conference, 

which positively affected NOAA brand awareness and attendees’ interest in NOAA jobs and 

student opportunities. NOS will continue to support NOAA’s engagement efforts with the SACNAS 

communities, including hosting events like region-specific training webinars that promote 

professional development and increase the likelihood that SACNAS members may apply for NOAAaffiliated student opportunities and jobs.

At NOS, we 

recognize that 

building a diverse 

and inclusive 

workforce is crucial 

to fulfilling our 

mission. Therefore, 

we prioritize 

partnership, 

collaboration, and 

engagement through 

conferences, like 

the Society for 

Advancement 

of Chicanos/

Hispanics and 

Native Americans 

in Science National 

Diversity in STEM 

Conference pictured 

here. These events 

offer the perfect 

platform to support 

and encourage 

diversity and 

representation in our 

workforce. (NOAA)
FY 24–FY 28 Strategic Plan

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National Ocean Service National Ocean Service FY 24–FY 28 Strategic Plan

G O A L 3 : 

Accelerate Growth of the Ocean 

Enterprise and the Blue Economy

What We Mean by the Ocean Enterprise and the Blue Economy:

The Ocean Enterprise broadly consists of businesses, agencies, academia, and other groups 

that provide and support ocean measurement, observation, and forecasting, as well as those

that supply technology to generate ocean data or work with ocean information to deliver

societal, economic, or environmental benefits.

This concept focuses on the creation of value-added, data-driven economic opportunities 

based on sustainable and equitable solutions to pressing societal needs. By harnessing 

the power of big data to coalesce and apply ocean and coastal information to support 

economic growth and protect ocean health, the Ocean Enterprise is an important and 

growing component of the Blue Economy and a critical underpinning of all sectors of the 

Blue Economy. The World Bank defines the Blue Economy as the sustainable use of ocean 

resources for economic growth, improved livelihoods, and jobs while preserving the health of 

ocean ecosystems. NOAA uses the term Blue Economy to describe the evolving and emerging 

ocean and coastal-related activities that are rapidly growing and diversifying in response 

to economic, environmental, and social challenges. Evolving and emerging Blue Economy 

activities support the established Ocean Economy and Marine Economy, such as fisheries and 

commercial shipping, by supplying products and services that will be needed in the future and 

that are associated with an increase in ocean and coastal change and other societal drivers.

High-frequency radar 

stations, like this one 

at Michilimackinac 

State Park in 

Michigan, measure 

the speed and 

direction of ocean 

surface currents and 

are now licensed to 

use eight new radio 

frequency bands. 

Licensing for this 

station required 

international 

coordination with 

Canadian authorities. 

(Michigan Technological 

University)
FY 24–FY 28 Strategic Plan

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National Ocean Service

We live in an era of unprecedented expansion of our ability to observe, measure, and understand the ocean and coasts, including how they express and are impacted by climate change. NOS 

sees enormous potential in connecting this vast collection of ocean, coastal, and Great Lakes data 

and information to businesses, governments, academia, and other organizations to deliver innovative, 

value-added products and services — such as customized prediction and decision-support tools — 

supporting marine economic drivers in coastal communities. The number of U.S. businesses in the 

fields of ocean measurement, observation, and forecasting increased by almost 60% between 2015 and 

2020[12]. This information-focused sector, the Ocean Enterprise, informs decision-making across Blue 

Economy sectors. This includes providing the information needed to help the nation create equitable 

solutions and ecological sustainability, as well as to develop insights and predictive capabilities that will 

provide opportunities for climate adaptation and prosperity for society in the face of rapidly changing 

conditions. To accelerate the growth of the Ocean Enterprise, NOS will use our roles as ocean and coastal 

data collectors, product developers, data disseminators, predictive experts, and public servants to help 

revolutionize the way we interact with the ocean and each other to meet societal needs. Among other 

things, NOS will increase engagement with a wide range of businesses and philanthropic organizations 

regarding how we obtain and use ocean and coastal data to enable our maritime and coastal-based 

economies, as well as deliver ocean information services to public and private sector end users. These 

engagements will inform future interactions with businesses, philanthropy, other agencies, and our 

partners in prioritizing our own ocean observing capabilities, as well as our data dissemination and 

development of products derived from those data.

Evidence of Success

• The nation experiences growth and diversification in the U.S. Ocean Enterprise.

• NOS enables enhancements to NOAA’s coastal and ocean-observing and modeling capabilities 

and improves public access to our data and services.

• NOS increases engagements with organizations that help promote sustainable economic 

growth, resolve societal challenges, and develop a diverse and vibrant Blue Economy workforce.

• NOS implements improvements to the research-to-application pipeline for new technologies that 

enable NOS, NOAA, and the entire Ocean Enterprise to more easily apply ocean and coastal data 

to meet the growing demand for real-time and predictive ocean and coastal information.

The Physical Oceanographic RealTime Systems (PORTS®) program is 

a decision support tool that improves 

the safety and efficiency of maritime 

commerce and coastal resource 

management. PORTS® are located 

around the U.S. and provide real-time 

oceanographic and meteorological 

information that promotes safe and 

efficient marine transportation. (NOAA)
FY 24–FY 28 Strategic Plan

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National Ocean Service

OBJECTIVE 3.1:

Provide consistent and reliable access to ocean and coastal observations, 

data, predictions, and information services.

The Ocean Enterprise depends on improving access to ocean and coastal observations and data and 

derived information products. To enable the creation of value-added services, businesses and other 

organizations must be able to find and use this information easily. NOS will continue to improve core 

observations and services, such as our land and water datums, and will lead efforts across NOAA to 

organize and provide consistent, easy access to underlying authoritative data and observations from 

all publicly available sources. NOS will also seek to enhance NOAA’s partnerships across the Ocean 

Enterprise to improve these services to support society.

Strategy 3.1.1: Lead cross-NOAA efforts to improve the management, delivery, accessibility, and 

usefulness of NOAA’s ocean and coastal observations, data, and information.

Strategy 3.1.2: Build and sustain a whole-of-government effort and work with the private sector, 

academia, Indigenous governments and institutions, international partners, and others 

to improve and provide access to NOAA’s ocean and coastal observations, data, and 

information.

Strategy 3.1.3: Use modern and innovative technologies and other means to provide efficient access 

to ocean and coastal observations, data, and information, including access by artificial 

intelligence systems.

Strategy 3.1.4: Increase NOS’s ocean and coastal observations to provide the quality and quantity of 

ocean and coastal data and information at the temporal and spatial scales needed to 

further spur economic growth and address societal challenges.

Strategy 3.1.5: Lead efforts to better track, measure, and report the development of Ocean Enterprise 

business activity and its contribution to the Blue Economy.

WHAT THIS LOOKS LIKE: One of NOS’s early examples of a product designed to grow 

the Ocean Enterprise is NOAA’s Precision Marine Navigation. A partnership with NOAA’s National 

Weather Service, this decision-support tool connects and integrates a wide array of navigation data, 

such as Electronic Navigational Charts, high-resolution bathymetry, water levels, surface currents, 

and marine weather hazards. Making this information more readily available and usable supports:

• Efficient route planning that lowers fuel consumption and resulting carbon emission; 

• Vessels’ ability to navigate safely and avoid hazards; and

• Private sector innovators who use NOAA’s ocean and coastal observations to develop new 

products and services.
FY 24–FY 28 Strategic Plan

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National Ocean Service

OBJECTIVE 3.2:

Accelerate NOS’s technology pipeline from research to application.

NOS is a leader in ocean and coastal research. To maximize the public’s benefit from our work, we must 

ensure the swift application of our scientific breakthroughs to improve our products and services. NOS 

will acquire and apply technologies, data, and innovative partnership models to advance our diverse 

missions, meet user requirements, and inform coordination and planning at national, regional, and local 

scales. Whether conserving coral reefs, forecasting harmful algal blooms, responding to marine pollution 

and natural disasters, informing safe marine transportation, or helping communities adapt to severe 

weather and sea level rise, NOS will seek to apply ocean and coastal observations and data to create 

innovative information-based solutions.

Strategy 3.2.1: Use enhanced resources from the IRA and the BIL to advance scientific research 

and employ new technologies to improve the ability to meet existing missions and 

mandates and address societal needs.

Strategy 3.2.2: Apply existing NOAA policies on transitioning research and development to 

applications and build capacity to move products and services more swiftly from 

research to operations or application.

Strategy 3.2.3: Enter into new agreements and partnerships to leverage others’ capabilities and 

scientific and technical expertise to meet NOS missions and mandates.

NOS is known 

for delivering 

accurate, reliable, 

and cost-effective 

early warnings 

and forecasts of 

toxins in the marine 

environment. 

Cutting-edge 

technology, like 

the Environmental 

Sample Processor — 

an underwater robot 

shown here prior to 

deployment in 2016 

— enables experts 

to remotely measure 

toxins, like paralytic 

shellfish poison, in 

the environment. 

(University of Washington)
FY 24–FY 28 Strategic Plan

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National Ocean Service

O B J E C T I V E 3 . 3 : 

Build a diverse U.S. workforce to advance the Ocean Enterprise and Blue 

Economy.

Acceleration of the Ocean Enterprise and connecting it to the Blue Economy’s evolving and emerging 

sectors will require a U.S. workforce with new and unique combinations of skills and talents related to a 

wide range of applications, from design and manufacturing of ocean data sensors and platforms, to data 

sciences — including machine learning and artificial intelligence. To help develop such a diverse and 

skilled workforce, NOS must attract, develop, and retain top talent across the public, private, academic, 

and other sectors. Adding to the challenge, we must accomplish this in a competitive and rapidly 

changing labor market. NOS will work across NOAA and with external partners to provide a steady 

pipeline of educated, trained, and applied scientists, technicians, and other professionals specialized in 

using ocean and coastal information to solve societal challenges.

Strategy 3.3.1: Generate increased interest and awareness of the importance of ocean and coastal 

observations, information, the Ocean Enterprise and the Blue Economy among K-12 

students.

Strategy 3.3.2: Optimize the use of NOAA scholarships, fellowships, internships, and other student 

opportunities to develop skills needed for the Ocean Enterprise and the Blue Economy.

Strategy 3.3.3: Work with the academic, philanthropic, and private sectors to equitably expand 

educational opportunities, technical training, and professional development opportunities.

A key component 

of NOS’s mission 

is to enhance the 

Blue Economy: 

a sustainable and 

equitable ocean and 

coastal economy 

that optimizes 

advances in science 

and technology 

to create valueadded, datadriven economic 

opportunities and 

solutions to pressing 

societal needs. 

(NOAA)

“

National Ocean Service products, such as tide forecast predictions and observations and nautical 

charts, are some of the most critical tools for making decisions about whether or not to move a ship. 

”

— Captain J. Kipling (Kip) Louttit, Executive Director, Marine Exchange of Southern California & Vessel Traffic Service

 Los Angeles and Long Beach, San Pedro, CA
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National Ocean Service FY 24–FY 28 Strategic Plan

O B J E C T I V E 3 . 4 : 

Build coalitions and partnerships for sustainable ocean and coastal 

information and prediction-driven economic growth.

Collaboration and cooperation are central to NOS’s culture. Building and strengthening partnerships 

related to the Ocean Enterprise and Blue Economy will allow NOS to build upon others’ unique 

capabilities, extend the reach of our services, and provide new perspectives on the design and 

application of our work. NOS will bolster existing partnerships, build new alliances, and work across 

sectors to better inform decision-making, expand sustainable economic opportunities, and reach 

historically underserved communities.

Strategy 3.4.1: Continuously update and actively implement external communication, outreach, and 

engagement strategies, including convening listening sessions with communities and 

constituents.

Strategy 3.4.2: Establish equitable policies and principles for engagement with Blue Economy service 

providers and other interested groups.

Strategy 3.4.3: Emphasize and prioritize partnerships with organizations working to create sustainable 

and equitable economic opportunities and provide U.S. leadership abroad in pursuit of 

these goals.

Strategy 3.4.4: Develop and publicize use cases that demonstrate how existing programs, investments, 

and partnership efforts advance the Ocean Enterprise and Blue Economy and support 

new pilot and demonstration projects.

WHAT THIS LOOKS LIKE: NOAA will meet with technology manufacturers, observing 

and mapping firms, and service providers to build relationships to advance our sustainability, equity, 

and climate resilience goals. We will also work to provide the coastal data that is necessary 

to spur innovation, economic growth, and solutions to pressing societal needs. This includes 

working with other bureaus in the Department of Commerce, such as the Economic Development 

Administration and the International Trade Administration, as well as international partners, and 

by attending Blue Technology-focused conferences and trade shows. With enhanced resources 

from the IRA, NOS will also support the emerging networks of blue tech clusters, accelerators, and 

incubators where their work contributes to the public good.

“

NANOOS, (part of the U.S. Integrated Ocean Observing System) is an invaluable partner and 

asset to the State of Oregon. The beach and shoreline monitoring data supports evidence-based efforts 

to maintain resilient and healthy communities through comprehensive coastal hazard mapping, 

dynamic coastal system understanding, and sound planning practices.

”

— Lisa Phipps, Coastal Program Manager, Oregon Department of Land Conservation and Development
FY 24–FY 28 Strategic Plan

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National Ocean Service National Ocean Service FY 24–FY 28 Strategic Plan

G O A L 4 : 

Conserve, Restore, and 

Connect Healthy Coastal and 

Marine Ecosystems

What we mean by ecosystem services:

Healthy ecosystems provide a wide range of direct and indirect benefits, from recreational 

opportunities to habitat for species to storm surge protection. We refer to these benefits as 

ecosystem services. Understanding how changes to the ecosystem may affect these benefits 

should play a role in the community’s decision-making process.

Natural resources and their ecosystem services are essential to our lives and livelihoods in ways large and small. Our marine and coastal environments and their abundance of resources, both material 

and cultural, are foundational to our nation’s prosperity and our heritage. Degradation and alteration 

of these environments, exacerbated by climate change, threaten these places and their value across 

societal uses. NOS plays a critical role as a steward of the ocean and coasts in connecting communities 

to these special places. NOS will apply our scientific understanding, resource management, and 

foundational observations to mitigate stressors, enhance degraded ecosystems, restore ecosystem 

services, increase accessibility to historically underserved communities, and provide products 

and services that facilitate sustainable and equitable use. Our work to conserve and restore these 

ecosystems will also enhance blue carbon sequestration, provide nature-based solutions to mitigate 

environmental threats, support fisheries, and sustain communities in the face of climate change.

NOS manages the 

National Marine 

Sanctuary System, a 

network of protected 

ocean areas that 

provides a safe 

haven for wildlife 

and offers visitors 

the opportunity to 

explore the wonders 

of our ocean. Here, 

a kayaker explores 

the shipwrecks 

of Mallows BayPotomac River 

National Marine 

Sanctuary. (NOAA)
FY 24–FY 28 Strategic Plan

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National Ocean Service

Evidence of Success

• Key ocean, coastal, and Great Lakes areas are restored or newly designated for conservation.

• The public has improved access to the benefits of healthy coastal and marine areas, including 

national marine sanctuaries and national estuarine research reserves.

• The nation has access to positioning and navigation information and observations with 

improved coverage and accuracy, supporting a thriving economy and increasing the safety of 

commercial and recreational activities along our coasts and Great Lakes.

• NOS increases our engagement with local organizations as well as Indigenous governments 

and communities, including how we incorporate feedback into marine and coastal management 

plans and decisions.

O B J E C T I V E 4 . 1 : 

Conserve and restore coastal, marine, and Great Lakes areas to improve 

sustainability, restore lost ecosystem services, and promote adaptation and 

resilience.

With many of our nation’s marine and coastal areas and biodiversity in decline, NOS’s conservation and 

restoration actions will enable natural systems to more quickly recover from acute impacts and adapt 

to chronic ones, including climate change effects. NOS will advance coastal and marine conservation 

nationally by continuing to manage trust resources, such as those within national marine sanctuaries 

and marine national monuments, while enabling state-level conservation and restoration, including 

within national estuarine research reserves. Where stressors and events overwhelm the ability of natural 

systems to recover on their own, we will actively restore ecosystems and ecosystem services, including 

lost ecosystem services, to help mitigate risks to populations, communities, and infrastructure.

Strategy 4.1.1: Designate, protect, restore, and manage areas of the ocean and Great Lakes for longterm ecosystem health and biodiversity, including resilience to future environmental 

impacts.

Strategy 4.1.2: Implement nature-based solutions to mitigate risks to populations, communities, and 

infrastructure vulnerable to environmental change.

Strategy 4.1.3: Conserve and raise awareness of significant cultural resources to preserve and improve 

understanding of our human and national heritage.

Strategy 4.1.4: Promote cooperation on resource protection policies through enforcement, incentives, 

material assistance, stewardship, and education and by working with other federal 

agencies, states, tribes, Indigenous groups, industry, and nonprofit organizations.

Strategy 4.1.5: Restore the benefits of marine, coastal, and Great Lakes resources to people following 

events that result in loss of use, including injuries to resources from marine pollution.
FY 24–FY 28 Strategic Plan

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National Ocean Service

WHAT THIS LOOKS LIKE: Discarded plastic bottles, bags, food wrappers, and other 

items we use daily can harm wildlife and clog waterways, as well as keep visitors away from 

littered beaches. Large marine debris can damage coral reefs, mangroves, and other sensitive 

habitats. Using increased funding from the BIL and IRA, the NOS Marine Debris Program will 

make historic investments to help communities remove the largest and most damaging debris 

and create opportunities to improve the resilience of the coastal and marine environment and 

local economies, such as $1.6 million in grants issued to several Gulf of Mexico states to remove 

marine debris from communities impacted by the 2020 and 2021 hurricane seasons.

NOS’s Marine 

Debris Program 

is dedicated to 

protecting our ocean 

ecosystems from 

the threat of marine 

debris. In this 

picture, a member 

of the Marine Debris 

team is helping 

disentangle a Laysan 

albatross chick in 

Papahānaumokuākea 

Marine National 

Monument. (NOAA)

“

We are proud to work with NOAA in their role as a leader in protecting nature, human health, 

and the economy from the impacts of marine debris. 

We look forward to pursuing our shared vision of a world free from this problem.

” — Marine Debris Foundation Board
FY 24–FY 28 Strategic Plan

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National Ocean Service

O B J E C T I V E 4 . 2 : 

Provide foundational data and decision-support products that enable people 

and businesses to operate safely in ocean, coastal, and Great Lakes areas.

Human and economic activities — commercial, industrial, and recreational — are critical to coastal 

communities and the nation. NOS delivers foundational data, as well as products and services, to help 

ensure that our nation benefits from a wide range of economic and other activities without posing 

risks to safety, the environment, or essential ecosystem services. We provide unique capabilities for 

mapping our shorelines, oceans, and Great Lakes, measuring and predicting water levels and currents, 

and producing high-accuracy position reference systems to tie it all together. To ensure that marine and 

coastal economic activities can continue to thrive, NOS will increase our collection and integration of 

foundational information based on evolving user needs and in ways that improve efficiency and safety in 

an increasingly busy ocean and coastal environment.

Strategy 4.2.1: Provide high-quality oceanographic and other coastal data, tools, and predictive 

services to mitigate risks to trust resources from increasing human activity in the 

ocean and Great Lakes.

Strategy 4.2.2: Build and maintain the foundational informational infrastructure for geospatial data 

that underpins all mapping, charting, and transportation activities.

Strategy 4.2.3: Engage with users of our oceanographic and other coastal information to improve our 

products and services to promote safe and efficient transportation, as well as emerging 

industries like aquaculture and offshore wind.

Strategy 4.2.4: Enable more people to use our observation data and modeling by promoting ease of 

access and data standardization.

WHAT THIS LOOKS LIKE: NOS’s National Centers for Coastal Ocean Science (NCCOS) provides 

high-value decision support to facilitate the planning and development of offshore renewable energy. 

NCCOS develops data, analytics, and models that evaluate social, physical, environmental, and ocean 

use characteristics, which the Bureau of Ocean Energy Management (BOEM) uses to inform planning, 

leasing, and assessments of potential environmental and ocean use conflicts. With the help of NOS 

data and models, BOEM and energy developers can mitigate adverse environmental impacts on 

habitats and species and conflicts with existing and future ocean industries. NOS uses these same 

data and analyses to inform its management, restoration, and monitoring of natural resources and 

will continue to work with BOEM to ensure we jointly meet our complementary missions.
FY 24–FY 28 Strategic Plan

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National Ocean Service

O B J E C T I V E 4 . 3 : 

Strengthen public and personal connections to coastal, ocean, and Great 

Lakes places.

Future generations depend on us to serve as good stewards of special coastal, ocean, and Great Lakes 

places and to pass on to them an awareness of how important these natural places and our cultural 

heritage are to our overall well-being. To ensure the durability of our efforts, NOS will work to foster 

meaningful connections between people and places, inspire an ethos of stewardship, and advance 

understanding of the value of coastal, ocean, and Great Lakes resources and their sustainable use.

Strategy 4.3.1: Advance public understanding of healthy environments and their intrinsic, economic, 

and protective value.

Strategy 4.3.2: Provide opportunities, resources, and modern facilities that foster equitable access to, 

and appreciation for, natural and cultural resources.

Strategy 4.3.3: Promote sustainable and inclusive recreation and tourism in our coasts and Great 

Lakes.

Strategy 4.3.4: Provide opportunities for wide public participation and engagement in communitydriven and community-based stewardship.

National marine 

sanctuaries provide 

a unique opportunity 

to experience the 

iconic beauty of our 

oceans and coasts. 

Here, hikers explore 

the Olympic National 

Park and Olympic 

Coast National 

Marine Sanctuary in 

Washington. (NOAA)
FY 24–FY 28 Strategic Plan

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National Ocean Service

O B J E C T I V E 4 . 4 : 

Partner and engage to advance coastal and marine stewardship at all levels.

NOS shares responsibility for ensuring the health of the nation’s ocean, coasts, and Great Lakes with 

other federal, state, and tribal governments. These partnerships are essential to our mission and will 

allow NOS to expand the reach of our data, science, and expertise by sharing information and engaging 

with external entities and other parts of government that also make decisions that affect our trust 

resources. More broadly, we will engage with and listen to the public and key groups, such as Indigenous, 

peoples, underserved communities, and scientists, to bring their unique knowledge and perspectives into 

stewardship decisions.

Strategy 4.4.1: Engage broadly with the public and communities, including Indigenous groups, in 

developing and implementing informed program actions.

Strategy 4.4.2: Work to build long-term relationships, engage and, as appropriate, consult with federally 

recognized Indian tribes to further meaningful, collaborative management of trust 

resources that respects each entity’s individual capacities and goals.

Strategy 4.4.3: Convene those involved in restoration, conservation, and risk reduction work to form 

cross-sector partnerships.

Strategy 4.4.4: Provide decision-support products, environmental observations, and predictions to help 

the public understand and respond to environmental change.

Strategy 4.4.5: Facilitate sharing of science, data, and observations to empower collaborative and 

locally led conservation, restoration, and risk reduction.

Strategy 4.4.6: Advance interagency and international policy to mitigate sources of pollution that harm 

ecosystems and biodiversity.

WHAT THIS LOOKS LIKE: Florida Keys National Marine Sanctuary is North America’s 

only coral barrier reef. It has extensive seagrass beds, mangrove-fringed islands, more than 6,000 

species of marine life, and historic shipwrecks. NOS’s Office of National Marine Sanctuaries 

(ONMS) extensively engaged with diverse partners, recreational and commercial users, and other 

interested groups to gather input on restoring this important marine ecosystem. In the resulting 

proposed Restoration Blueprint, 98% of the recommendations adopted were generated from 

public input. When the new plan is finalized in 2024, NOS will continue to work with these groups 

to manage the sanctuary.
FY 24–FY 28 Strategic Plan

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National Ocean Service

The National 

Marine Sanctuary 

System advances 

coastal and marine 

stewardship by 

showcasing the 

incredible diversity 

of wildlife and 

habitats within our 

sanctuaries. In this 

photo, a snorkeler 

enjoys the vibrant 

marine life within 

the Florida Keys 

National Marine 

Sanctuary. (NOAA)

“

Aquarium Conservation Partnership members are dedicated to advancing coastal 

and marine stewardship through impactful conservation and research efforts. 

This includes working with NOS on critical efforts like the Florida Keys Restoration Blueprint.

”

— Kim McIntyre, Aquarium Conservation Partnership

O B J E C T I V E 4 . 5 : 

Advance NOS’s understanding, including through the knowledge of 

Indigenous peoples and local communities, to improve stewardship 

decisions.

NOS’s authoritative ocean and coastal observations, predictions, and other scientific data is essential to 

designing and implementing conservation and restoration actions that are effective and durable. NOS will 

apply our experience and knowledge, and codevelop research with Indigenous peoples and other community 

partners, to improve stewardship and conservation. We will seek to use this data to develop innovative 

and predictive capabilities to ensure lasting impacts of our stewardship and management decisions.

Strategy 4.5.1: In collaboration with Indigenous communities, work to implement NOAA’s guidance on 

Indigenous knowledge across NOS, including through co-production of knowledge and 

co-stewardship.

Strategy 4.5.2: Apply our expertise in mapping, geodesy, observations, and ecological assessment 

to conservation priorities, strengthening robust long-term monitoring systems and 

infrastructure to inform conservation and restoration.
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National Ocean Service

Strategy 4.5.3: Advance scientific understanding of carbon sequestration and storage to enable 

effective conservation interventions.

Strategy 4.5.4: Promote conserved and restored areas as nurseries for restoring adjacent ecosystems 

and as testbed environments for research, education, and technology development.

Strategy 4.5.5: Identify the observations, social science, and data needed to understand the intrinsic, 

economic, and cultural value of places and current patterns of community use and 

engagement.

Strategy 4.5.6: Use biological observations and ecological forecasting to anticipate future changes 

in natural resources and stressors — combined with records on historical levels and 

trends — to implement more effective actions and achieve better conservation and 

management outcomes.

NOS is committed to promoting 

coastal resilience by preparing 

communities to be more resilient 

and by mitigating the effects of 

climate change. At Swan Island, 

situated in the Chesapeake Bay, 

high rates of shoreline erosion 

and subsidence deteriorated 

the island’s natural habitat and 

its ability to shelter the nearby 

town of Ewell, Maryland, from 

wave energy. To restore the 

area, 60,000 cubic yards of 

dredged sediment were placed 

on the island and planted with 

native salt marsh and dune 

plants. NOS is monitoring the 

restoration to evaluate what kind 

of management actions can 

facilitate better outcomes for 

these types of projects. (NOAA) 

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National Ocean Service

“

We’ve seen strong viewership demand for information about 

potential red tide effects and impacted locations, and we find the harmful algal bloom forecasts 

incredibly useful for communicating these risks.

”

— Jason Dunning, Meteorologist, WBBH-TV, Fort Myers, Florida
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National Ocean Service FY 24–FY 28 Strategic Plan

Enterprise Objectives

NOS’s ability to achieve the goals laid out in this document depends upon the strength of our 

workforce and our ability to run an efficient, effective, and equitable organization. We must attract and 

retain top talent from all communities to secure the skills to execute our mission now and into the 

future. Moreover, we must provide our people with the technology, working environment, and other 

mission support that will enable them to maximize their productivity, engage fully, and avoid burnout. 

Accomplishing this will be all the more challenging due to the impacts of the global pandemic, including 

disruptions to supply chains, increased competition for talented candidates, and the pivot toward 

increasing telework and hybrid operations.

NOS’s workforce 

is composed of 

a global team of 

specialists who 

bring a diverse

range of expertise 

to their work. (NOAA)

We will strengthen our ability to attract and retain a high-caliber, diverse workforce by adhering to 

our core values and operating principles and by finding ways to adapt and innovate in response to a 

changing workforce. We will also find cost-effective ways to hire the best and the brightest, deliver 

modern IT systems and support, improve our facilities to make the workplace as efficient as possible, 

and increase the efficiency of our business and administrative processes to maximize progress toward 

our strategic goals. We will look for ways to embed equity principles throughout all enterprise activities, 

such as reducing barriers to entry of underrepresented populations and increasing accessibility of our 

business and administration processes.

Evidence of Success

• NOS increases its hiring rate to exceed attrition for key positions across the entire workforce.

• NOS increases the availability and adoption rate of new and enhanced IT services.

• NOS achieves improved facilities condition indices and operational efficiencies.

• NOS sees improvement in Federal Employee Viewpoint Survey results and staff burnout surveys.
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National Ocean Service FY 24–FY 28 Strategic Plan

O B J E C T I V E E . 1 : 

Build workforce capacity to meet future needs.

To meet the objectives laid out within this document and fulfill the increased demand for our products 

and services, NOS will need to identify and evaluate innovative ways for sourcing, hiring, developing, 

managing, and retaining diverse talent in an equitable, efficient, and impactful way. Success will require 

an agile and data-driven approach to assess the effectiveness of different methods and maximize those 

that most efficiently meet our needs, both by developing the strengths of our current workforce and 

bringing in new talent to make up our workforce of the future. Achieving this objective will support our 

efforts to develop a model workforce (see also objective 2.2).

Strategy E.1.1: Prepare for future needs through competency-based employee development and hiring 

into progressive career paths.

Strategy E.1.2: Maximize resources and eliminate single points of failure through matrixed position 

management.

Strategy E.1.3: Enable agile and data-driven decision-making through real-time dashboarding of 

workforce indicators.

Strategy E.1.4: Maximize the use of direct hiring authorities to accelerate hiring and bring more diverse 

candidates into our workforce.

OBJECTIVE E.2:

Modernize our IT infrastructure for streamlined, cost-efficient mission 

support in a hybrid work environment.

IT systems, from general office communications to specialized modeling and development platforms, 

are critical to our everyday operations. NOS will maximize opportunities to achieve economies of scale 

for IT to support our mission. We will identify and implement opportunities to simplify and streamline 

IT service delivery, including leveraging shared NOS, NOAA, and Department of Commerce IT services. 

To enable our workforce to fully take advantage of hybrid work environments and improve accessibility 

for diverse needs, we will implement innovative enterprise technologies that empower our employees to 

virtually access their IT workspace and resources anytime, from anywhere, on any approved compatible 

device.

Strategy E.2.1: Consolidate key IT services within NOS where doing so increases our operational 

effectiveness and efficiency.

Strategy E.2.2: Leverage NOAA’s service offerings for improved networking and network connectivity.

Strategy E.2.3: Implement an accessible, virtual workspace solution across NOS.
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National Ocean Service FY 24–FY 28 Strategic Plan

O B J E C T I V E E . 3 : 

Modernize our facilities and infrastructure to ensure climate resiliency and 

attract top talent.

Our research, operations, and management functions are conducted nationwide in specialized 

facilities, many of which are aging and are located in changing coastal zones. Our facilities require 

routine recapitalization, renovation, and modernization to provide state-of-the-art capabilities that will 

help attract and retain top talent in our workforce. Therefore, NOS will ensure our facilities are safe, 

sustainable, accessible, and inclusive environments that promote NOAA’s mission and assist the 

organization with attracting and retaining a high-performing workforce. This includes making the most 

of increased funding from the IRA in selected locations for critical facility upgrades and maintenance.

Strategy E.3.1: Invest in facility maintenance, management systems, and resources to improve facility 

condition indices and operational efficiencies under changing conditions.

Strategy E.3.2: Develop and implement processes and procedures to oversee program office facility 

investment and recapitalization strategies.

Strategy E.3.3: Reduce our carbon footprint and energy costs by leveraging sustainable facility designs 

that result in energy-efficient, climate-resilient buildings.

O B J E C T I V E E . 4 : 

Improve operational efficiency and impact.

To maximize mission impact, NOS needs high-performing and efficient business and administrative 

functions that support our mission work and avoid diverting resources from mission activities. By 

improving the efficiency of our business functions, we can also support our efforts to manage staff 

burnout and cumulative workload. NOS will continue to examine our business functions to identify 

opportunities to streamline; we will also expand our ability to manage our portfolio of improvement 

activities to avoid cumulative impacts on key staff.

Strategy E.4.1: Review business functions to find efficiencies and opportunities to streamline.

Strategy E.4.2: Identify and mitigate root causes of compressed schedules for administrative tasks.

Strategy E.4.3: Monitor and manage combined workload impacts across NOS from regular operations, 

new initiatives, and improvement efforts.

Strategy E.4.4: Increase grant and budget execution capacity and expertise to ensure efficient and 

effective execution of increasing resources, including supplemental funding.
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National Ocean Service FY 24–FY 28 Strategic Plan

Making It Happen

Having our priorities identified and included in this document is key. However, effective and sustained 

implementation of strategic goals and objectives requires intentionally incorporating these ideas, 

initiatives, and priorities into day-to-day activities and the organizational culture. To give life to this 

document, NOS will:

• Apply the objectives and strategies within this document as a framework for advancing our

mission and vision.

• Create an environment where we work in concert with our partner networks and with

communities to be active participants in achieving the crosscutting goals of this plan.

• Incorporate our core values and operating principles into all aspects of our work, prioritizing the

strategies presented in this document.

• Hold ourselves accountable by regularly assessing progress and achievements toward our goals

and objectives.

• Review our goals and objectives periodically to ensure their applicability and relevance over time.

Staying true to our core value of collaboration, NOS will continue to work internally and with other offices 

across NOAA, the Department of Commerce, and with other agencies, partners, and communities to 

advance our interconnected priorities. By strengthening existing collaborations and developing new 

ones, we will improve our ability to realize our goals and deliver our very best to the nation.

Navigation, Observations,

and Positioning

Coastal Science and 

Assessment

Ocean and 

Coastal 

Management and 

Services

CO-OPS IOOS OCS NGS NCCOS ORR OCM ONMS

1: Support Decision-Making ● ● ● ● ● ●

Coastal 

Resilience 2: Predictive Capacity ● ● ● ● ● ●

3: Partnerships ● ● ● ● ● ● ● ●

Equity

1: Equitable Development & Delivery ● ● ● ● ● ● ● ●

2: Model Workforce ● ● ● ● ● ● ● ●

Ocean 

Enterprise 

and the 

Blue 

Economy

1: Access to Ocean & Coastal Intelligence ● ● ● ● ● ● ●

2: Research to Application ● ● ● ● ● ●

3: U.S. Blue Economy Workforce ● ● ● ● ● ● ●

4: Coalitions and Partnerships ● ● ● ● ●

Conserve, 

Restore, 

Connect

1: Conserve and Restore Area ● ● ●

2: Data and Decision Support ● ● ● ● ● ● ●

3: Strengthen Personal Connections ● ● ●

4: Partner and Engage ● ● ● ● ● ● ● ●

5: Advance Understanding ● ● ● ● ● ● ● ●
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National Ocean Service FY 24–FY 28 Strategic Plan

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(2022). https://www.govinfo.gov/content/pkg/PLAW-117publ169/pdf/PLAW-117publ169.pdf

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integrating service delivery and decision support.

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