Strategic Plan

The strategic direction sets the vision for Maryland’s transportation system to provide safe, reliable, accessible, equitable, and sustainable transportation options across the State.

  • Guiding Principles
  • Goals
  • Objectives and Strategies
  • Strengthening The Team


Game Plan

Building on what was learned through scouting the existing system and forecasting future trends, it’s time to develop a game plan for how to shore up weaknesses and build on strengths to capitalize on opportunities. The game plan consists of a series of guiding principles, goals, and objectives, and a series of strategies for how they will be attained.

Guiding Principles are concepts that will guide MDOT in its decision-making process to support our goals for the transportation system in Maryland.

Goals show, at the highest level, what MDOT plans to do by 2050. Together with the guiding principles they produce a vision of how the transportation system will serve Maryland.

Objectives identify how MDOT will make progress towards the goals and align with the guiding principles.

Strategies are the policies, processes, and programs that MDOT will implement to achieve the objectives of the Playbook.

Guiding Principals

Guiding principles are concepts that will guide MDOT in its decision-making process to support the goals for the transportation system in Maryland.

Guiding Principals


The goals show, at the highest level, what MDOT plans to do. Together they produce a vision of how the transportation system will serve Maryland. The following sections illustrate the relationship between each of the goals, the associated actionable objectives, the strategies MDOT will implement to achieve those goals, and the guiding principles that are addressed by meeting each objective.


Goal: Enhance Safety and Security


The four (4) objectives and eleven (11) strategies outlined here will enhance safety and security. By protecting the safety of all residents, workers, and visitors, Maryland will achieve zero traffic-related fatalities and serious injuries.

Key Performance Measures

  • Annual number of fatalities and serious injuries on all roads in Maryland
  • Annual number of bicycle fatalities and serious injuries
  • Annual number of pedestrian fatalities and serious injuries
  • Annual number of fatalities and serious injuries on all roads in historically disadvantaged communities in Maryland.
Goal: Enhance Safety and Security

Goal: Deliver System Quality


The four (4) objectives and fourteen (14) strategies outlined here will deliver system quality. By investing to achieve system quality, MDOT will create an infrastructure program that is financially sustainable, environmentally resilient, and in a state of good repair.

Key Performance Measures

  • Percentage of lane-miles/fixed guideway transitmiles susceptible to flooding and storm surge
  • Percent of all MDOT transit service provided on time
  • Truck hours of delay
  • Percent of CTP program that is funded with federal dollars
  • Percent of projects delivered on time across MDOT
  • Percent of projects delivered on budget across MDOT
Goal: Deliver System Quality

Goal: Promote Environmental Stewardship


The four (4) objectives and thirteen (13) strategies outlined here will promote environmental stewardship. By minimizing and mitigating the environmental effects of transportation, Maryland will achieve a 20 percent reduction from 2019 in VMT per capita by 2050, a 40 percent reduction in on-road transportation sector GHG emissions by 2031, and move towards net-zero by 2045.

Key Performance Measures

  • VMT/VMT per capita
  • Number of employee partners in statewide TDM programs
  • Percentage of MDOT fleet composed of EVs
  • Percent of EVs registered from total registered vehicles
Goal: Promote Environmental Stewardship

Goal: Serve Communities and Support the Economy


The six (6) objectives and twenty four (24) strategies outlined here will serve communities and support the economy. By expanding transportation options to allow Maryland’s diverse communities to access opportunities and to support the movement of goods, Maryland will expand transit and active transportation use, and bolster the regional economy.

Key Performance Measures

  • Access to transit (within ½ mile of a transit station/stop) by people who live in overburdened and underserved areas as defined by CSNA
  • Commute mode share
  • Annual transit ridership—MTA services and LOTS, including paratransit ridership
  • Port of Baltimore foreign cargo tonnage and MPA general cargo tonnage
  • Percentage of MPA operating budget recovered by revenues
  • BWI Marshall Airport total annual passengers
  • Comparative airline cost per enplaned passenger (CPE)
Goal: Serve Communities and Support the Economy

Strengthening the Team

In addition to the goal-oriented strategies outlined above, MDOT will employ the following internal strategies to ensure that it is the best agency it can be. These focus on exemplary customer service, increasing sustainable funding, and leveraging federal dollars, as well as ensuring that MDOT has the necessary workforce to deliver projects on time and within budget.

Customer Service

  • Expand One-Stop Shop services at MVA in partnership with local jurisdictions.
  • Enhance customer experience with DriveEzMD Maryland and at MDTA Customer Services Centers.
  • Deliver on-time transit service at MTA.
  • Increase overall satisfaction with MDOT.

Project Delivery

  • Create a transparent scoring and prioritization system that advances better projects quickly, builds trust with local jurisdictions, and ensures that MDOT’s values are advanced in every dollar spent.
  • Strengthen our partnerships with small businesses and disadvantaged and minority-owned businesses.
  • Improve our program to deliver results for communities.
  • Rebuild state capacity through a more resilient MDOT workforce and through stronger policies that create more efficient statewide planning, project development, and delivery.

Workplace Culture

  • Adopt knowledge management strategies to maintain institutional knowledge.
  • Foster a culture of teamwork, collaboration, innovation, and exemplary customer service within MDOT.
  • Strengthen the diversity, equity, and inclusion program at MDOT.
  • Promote diversity, equity, and inclusion throughout the transportation industry.
  • Recognize employees through awards or thought leadership opportunities on behalf of MDOT.
  • Improve job satisfaction and performance of MDOT frontline employees.
  • Ensure that the MDOT workforce earns a living wage.


  • Transition the MTA transit and MDOT public fleets to zero emission vehicles.
  • Strengthen partnerships with small, disadvantaged, minority-owned, and veteran-owned business.
  • Enhance MDOT’s federal grant strategy and execution to leverage State dollars.
  • Partner with local jurisdictions to prioritize key infrastructure needs and improvements.
  • Improve MDOT’s community engagement processes.


  • Increase state capital program levels by leveraging federal funds and partnerships.
  • Leverage the unprecedented federal investments in infrastructure to help state dollars go further.
  • Assess needs that allow for the implementation of a transformative transportation agenda.

Workforce Development

  • Attract, promote, and retain talented employees who are representative of Maryland’s population.
  • Recruit effectively and decrease the MDOT vacancy rate.
  • Develop and maintain workforce development programs that enhance the skills of transportation professionals and support career advancement.
  • Build and sustain pipelines to create long-term, family sustaining, stable opportunities for newly trained workers.
  • Create a model to connect interns and apprentices to opportunities for full time employment in operations, trades, and professional services.
  • Ensure that MDOT’s projects create a pipeline of training, local hiring, and opportunity for low-income communities.

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