What we found
Management decisions reflect poor planning and strategic neglect.
Years of poor management and inadequate resourcing play a central role in BOLI’s challenges, and the current administration risks continuing prior missteps. The agency struggled and still struggles to plan and implement key changes. Important decisions, both past and present, are either not documented, not clearly communicated, or lack thorough consideration of consequences. For example, it is unclear when, how, and why a prior administration decided to stop completing federally required compliance reviews of apprenticeship programs.
BOLI’s failure to maintain internal policies and procedures puts continuity and performance at risk. Turnover in leadership and management contributed to instability.
According to the current Commissioner, many foundational documents like policies and procedures were lacking when the new administration took office. Agencywide policies and procedures did not exist or were outdated. The agency has yet to fully adopt a central repository for existing information but is developing it. In the last six years, the agency has experienced significant turnover in leadership and management. Frequent leadership change may lead to policy reversals and inconsistencies, while the absence of policies and procedures make it difficult to maintain stability and achieve development goals and puts continuity and performance at risk.
The agency’s challenges weaken enforcement of Oregon’s labor and civil rights laws.
BOLI’s challenges weaken its ability to function effectively and meet its mission of helping Oregon’s workers. Some BOLI complainants wait years for owed wages or justice for workplace civil rights violations. Agency leadership is limiting services based on available resources, meaning employers may continue to violate Oregon’s employment laws at the expense of workers. Following an initiative to expand the agency’s resources, the 2025 legislative session allocated 46 new permanent positions to address workforce gaps and reduce backlogs. Failure to deploy these funds strategically risks perpetuating service delays and may diminish the agency’s credibility.
BOLI’s success depends on clear priorities and aligned workforce.
The agency’s workload does not appear to be subsiding, and the agency is unable to keep up with demand. Management began making procedural changes and building back key staff, but more is needed to align with business needs. The agency should develop and implement strategic and workforce planning strategies to appropriately allocate resources. BOLI should align job descriptions and staff compensation with its workforce plan. To ensure stability and sustainability during future leadership changes, the current administration should develop a transition plan for the next Commissioner, addressing the lack of one during the 2023 transition.