U.S. Department of Transportation Strategic Plan FY 2022-2026The Fiscal Year 2022-2026 U.S. Department of Transportation Strategic Plan establishes the U.S. Department of Transportation’s (U.S. DOT) strategic goals and objectives for Fiscal Year (FY) 2022 through FY 2026. It comes at a critical time for U.S. DOT and the nation. As a country, we face enormous challenges—a global pandemic, systemic inequality, worsening roadway safety, overwhelmed supply chains, and a climate crisis. To meet these challenges, we need to build a new economy, transform our transportation infrastructure, and ensure that all Americans can get where they need to go safely. Building things back the way they were simply isn’t good enough. To create good-paying jobs, combat inequity, and tackle the climate crisis, we need to reimagine how we do things and make generational investments so that when we rebuild our transportation system, we build a better America. The Strategic Plan categorizes strategic objectives and strategies by goal, but they are inherently intersectional; many of the strategies and objectives will serve multiple goals. It is firmly based in evidence and includes a plan for measuring success. In this way, it meets the requirements of both the Government Performance and Results Act (GPRA) Modernization Act and the Foundations for Evidence-Based Policymaking Act (the Evidence Act). The GPRA Modernization Act of 2010 amended the Government Performance and Results Act of 1993 to align strategic planning with the beginning of each new term of an Administration, requiring every Cabinet level department and agency to produce a new Strategic Plan. U.S. Department of TransportationDOT_03810b51-6599-494d-941e-1bd75d792fb0U.S. DOT oversees and administers programs, policies, and regulations to keep the traveling public safe, secure, and mobile while ensuring that our transportation system contributes to the nation’s economic growth. U.S. DOT leadership is provided by the Secretary of Transportation, who is the principal advisor to the President in all matters relating to Federal transportation programs. The Office of the Secretary oversees nine Operating Administrations (OAs), each with its own management and organizational structure.Pete ButtigiegSecretaryFEDERAL AVIATION ADMINISTRATION (FAA)FEDERAL HIGHWAY ADMINISTRATION (FHWA)FEDERAL MOTOR CARRIER SAFETY ADMINISTRATION (FMCSA)FEDERAL RAILROAD ADMINISTRATION (FRA)FEDERAL TRANSIT ADMINISTRATION (FTA)MARITIME ADMINISTRATION (MARAD)NATIONAL HIGHWAY TRAFFIC SAFETY ADMINISTRATION (NHTSA)PIPELINE AND HAZARDOUS MATERIALS SAFETY ADMINISTRATION (PHMSA)GREAT LAKES ST. LAWRENCE SEAWAY DEVELOPMENT CORPORATION (GLS)The lives of the traveling public and transportation workers are valued and protected_df8d58b0-bf81-11ec-ac27-35c7f582ea00To deliver the world’s leading transportation system, serving the American people and economy through the safe, efficient, sustainable, and equitable movement of people and goods._df8d5ae0-bf81-11ec-ac27-35c7f582ea00ExcellenceTrustFairnessEmpathyImaginationSafetyMake our transportation system safer for all people._df8d5bf8-bf81-11ec-ac27-35c7f582ea001Vulnerable Road UsersMany of those affected by motor vehicle crashes are not traveling in motor vehicles at all. About one in five road fatalities are vulnerable road users—people on foot, on bikes or scooters, or in wheelchairs.PedestriansBicycle RidersScooter RidersPeople in Wheel ChairsPeople of ColorAmong those vulnerable road users, people of color and low-income communities are the hardest hit: the fatality rate for Native Americans is five times that of white pedestrians.Low-Income CommunitiesNative AmericansBlack PedestriansFor Black pedestrians the fatality rate is two times higher. Public OfficialsImproving safety will require new approaches, greater collaboration, and increased vigilance. We need to shift culture and expectations among public officials and the general public away from behaving as if safety risks, particularly risks of today’s roadways, are inevitable. Instead, we need to truly put safety first and seek to improve safety for all travelers. People should leave the house and know they’re going to get to their destination safely.TravelersWe need to invest in safer infrastructure, safer vehicles, and safer systems to create a transportation system where the lives of the traveling public and transportation workers are valued and protected.Transportation WorkersDOT PartnersU.S. DOT can lead on safety, but we cannot achieve our safety goals working alone. Public officials, private industry stakeholders, researchers, first responders, and the traveling public all play a part, working together toward a future where transportation-related serious injuries and fatalities are eliminated.Private IndustryResearchersFirst RespondersAdvance a future without transportation-related serious injuries and fatalities. ~ Safety is U.S. DOT’s top priority. Safety at U.S. DOT is a multimodal effort encompassing rail, marine vessel, pipeline, aviation, and roadway incidents and crashes. While we have made great progress in some areas of safety, we are losing ground in others. The United States has one of the highest traffic fatality rates in the industrialized world, double the rate in Canada and quadruple that in Europe. Almost 95 percent of U.S. transportation deaths occur on America’s streets, roads, and highways, and deaths are on the rise. In 2020, a year when vehicle travel was down overall, 38,824 people died in motor vehicle crashes—more than 100 deaths per day. An estimated 2.28 million people were injured. In the first nine months of 2021, an estimated 31,720 people died in motor vehicle crashes, up approximately 12 percent over the first nine months of 2020. That is the largest number of projected fatalities for January through September since 2006. These trends are unacceptable. To address this crisis systemically and to prevent these tragic and avoidable deaths and serious injuries, U.S. DOT released its National Roadway Safety Strategy (NRSS) in January 2022. The NRSS is the first step in working toward an ambitious long-term goal of reaching zero roadway fatalities.Public SafetyProtect urban and rural communities and travelers, including vulnerable populations, from health and safety risks._df8d5d4c-bf81-11ec-ac27-35c7f582ea001.1CommunitiesVulnerable PopulationsOST-PLead agencyAll OAsLead agenciesSAFE PUBLIC_ca107d4e-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_1[To be determined]RoadsPromote safe behaviors and improve travel safety for vulnerable road users, children, and the elderly._ee198b26-c04c-11ec-866c-62160883ea00Strategy 1.1.1 Vulnerable Road UsersChildrenThe ElderlyOST-PLead AgencyPerformerFHWALead AgencyPerformerFMCSALead AgencyPerformerNHTSALead AgencyPerformerKPI 1.1.1Motor Vehicle FatalitiesNumber_ca108f14-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_2Reduce motor vehicle fatalitiesStatusReduced[To be determined]KPI 1.1.1.1Motor Vehicle FatalitiesNumber per 100 Million VMT_ca109d42-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_3By September 30, 2023, the Department will reduce the rate of motor vehicle fatalities from 1.36 per 100 million vehicle miles traveled (VMT) as of October 1, 2021, to no more than 1.22 per 100 million VMT. StatusReduced1.222023-09-30[To be determined]2023-09-30[To be determined]Baseline1.362021-10-01KPI 1.1.1.2Motor Vehicle-Related FatalitiesPercentage Reduction_ca10ab52-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_4Reduce 66% of motor vehicle-related fatalities by 2040 to demonstrate progress to achieve zero roadway fatalities.StatusTarget Met662039-12-31[To be determined]2039-12-31[To be determined]Baseline1.362021-10-01Operators & OccupantsResearch and support initiatives to improve occupant protection and reduce risky operator behaviors, such as speeding, distraction, fatigue, and operating under the influence._ee198f90-c04c-11ec-866c-62160883ea00Strategy 1.1.2Vehicle OperatorsVehicle Occupants_ca10af76-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_5[To be determined]EmissionsReduce the health effects of harmful emissions especially on vulnerable and overburdened communities._ee1991d4-c04c-11ec-866c-62160883ea00Strategy 1.1.3Vulnerable CommunitiesOverburdened Communities_ca10b8fe-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_6[To be determined]IncidentsImplement measures that mitigate or eliminate incidents among rail, transit, aviation, and trucking operations and the traveling public._ee1999a4-c04c-11ec-866c-62160883ea00Strategy 1.1.4_ca10c772-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_7[To be determined]DisparitiesReduce racial and gender disparities in transportation-related health and safety outcomes, and perform demographic analysis to identify actions and opportunities._ee199d32-c04c-11ec-866c-62160883ea00Strategy 1.1.5_ca10cbaa-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_8[To be determined]Discrimination, Hate & ViolenceTake proactive measures against discrimination, hate, and violence in transportation systems._ee199f6c-c04c-11ec-866c-62160883ea00Strategy 1.1.6_ca10d6a4-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_9[To be determined]Transportation WorkersImprove the health, safety, and well-being of transportation workers_df8d5e6e-bf81-11ec-ac27-35c7f582ea001.2Transportation WorkersOST-PLead agencyAll OAsLead agenciesSAFE WORKERS_ca10eb08-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_10[To be determined]Work Zones & Emergency VehiclesIdentify and promote noteworthy practices in work zone safety and around emergency vehicles._ee19a6a6-c04c-11ec-866c-62160883ea00Strategy 1.2.1_ca10f2f6-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_11[To be determined]Training & Technical AssistanceSupport worker safety training and technical assistance across the transportation and public safety industry._ee19ab42-c04c-11ec-866c-62160883ea00Strategy 1.2.2Transportation IndustryPublic Safety IndustryTransportation WorkersHighway WorkersTransit WorkersRailroad EmployeesFHWALead AgencyPerformerFTALead AgencyPerformerFRALead AgencyPerformerFMCSALead AgencyPerformerKPI 1.2.2Fatalities & InjuriesNumber_ca1102f0-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_12Reduce transportation worker fatality and serious injury rate by 2026.StatusReduced2025-12-31[To be determined]2025-12-31KPI 1.2.2.1Highway Workers Killed or InjuredNumber_ca1116b4-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_13Reduce highway workers fatality and serious injury rates.StatusReduced[To be determined]KPI 1.2.2.2Transit Workers Killed or InjuredNumber_ca111d80-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_14Reduce transit worker fatality and serious injury rates by 2025.StatusReduced2024-12-31[To be determined]2024-12-31KPI 1.2.2.3Railroad Employee Injury & Illness RatePercent Less than Previous Year_ca112aa0-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_15Reduce the railroad employee on-duty (EOD) injury and illness rate by 5% less than the prior year amount.StatusReduced5[To be determined]KPI 1.2.2.4Transportation Worker Fatalities & InjuriesRate_ca113b26-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_16Reduce the transportation worker fatality and serious injury rate by 2026.StatusReduced2025-12-31[To be determined]2025-12-31Unsafe SituationsInvestigate and mitigate transportation worker exposure to unsafe situations._ee19ad9a-c04c-11ec-866c-62160883ea00Strategy 1.2.3Transportation Workers_ca1141fc-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_17[To be determined]Fatigue, Workplaces & CompensationEnsure operator safety through fatigue management, adequate rest areas, and efforts to promote better workplaces and compensation._ee19b4ca-c04c-11ec-866c-62160883ea00Strategy 1.2.4_ca114db4-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_18[To be determined]Infrastructure & SystemsDesign and build transportation infrastructure and systems to improve safety outcomes._df8d5fc2-bf81-11ec-ac27-35c7f582ea001.3OST-PLead agencyAll OAsLead agenciesSAFE DESIGN _ca115cd2-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_19[To be determined]RoadwaysAdopt roadway designs and countermeasures that anticipate human error._ee19b83a-c04c-11ec-866c-62160883ea00Strategy 1.3.1_ca116182-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_20[To be determined]Best PracticesAdvance U.S. best practices in road safety and vehicle standards in collaboration with global initiatives._ee19ba7e-c04c-11ec-866c-62160883ea00Strategy 1.3.2_ca1169d4-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_21[To be determined]Performance-Based DesignEncourage performance-based design that applies funding to lower-cost design treatments that optimize safety across the entire system._ee19c2a8-c04c-11ec-866c-62160883ea00Strategy 1.3.3_ca117686-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_22[To be determined]Vehicle StandardsUpdate roadway design standards and improve vehicle performance standards to protect vulnerable road users and vehicle occupants._ee19c636-c04c-11ec-866c-62160883ea00Strategy 1.3.4Vulnerable Road UsersVehicle Occupants_ca117bc2-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_23[To be determined]Roadway SafetyUse regulatory and policy tools to advance roadway safety, including the Manual on Uniform Traffic Control Devices, Roadway Design Standards, and several vehicle safety improvements mandated in the Bipartisan Infrastructure Law that will reduce fatalities and injuries across modes._ee19c884-c04c-11ec-866c-62160883ea00Strategy 1.3.5_ca11852c-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_24[To be determined]Technological InnovationsWork with research and private institutions to harness technological innovations to reduce and mitigate safety incidents._ee19cffa-c04c-11ec-866c-62160883ea00Strategy 1.3.6_ca1191e8-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_25[To be determined]StreetsIncrease Federal-aid spending on and provide technical assistance to support safe and complete streets._ee19d37e-c04c-11ec-866c-62160883ea00Strategy 1.3.7_ca11965c-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_26[To be determined]SystemsStrengthen the use of informed data-driven decision-making and apply comprehensive approaches such as the Safe System approach and safety management systems for all modes._df8d6120-bf81-11ec-ac27-35c7f582ea001.4OST-PLead agencyAll OAsLead agenciesSAFE SYSTEMS_ca119f30-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_27[To be determined]Safe System ApproachFormally adopt a Safe System approach at the departmental level._ee19d5e0-c04c-11ec-866c-62160883ea00Strategy 1.4.1_ca11ac3c-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_28[To be determined]Safety ManagementSupport the adoption and maturation of safety management systems across modes, including standards and guidelines that hold industry and public agencies accountable for safety._ee19dd24-c04c-11ec-866c-62160883ea00Strategy 1.4.2_ca11b0c4-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_29[To be determined]IncidentsImprove incident management and response across all modes._ee19e08a-c04c-11ec-866c-62160883ea00Strategy 1.4.3_ca11b916-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_30[To be determined]DataUse data and data analytics to take proactive actions to address emerging safety risks and support compliance._ee19e2b0-c04c-11ec-866c-62160883ea00Strategy 1.4.4_ca11c87a-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_31[To be determined]AviationImprove safety of flight paths, ensuring the safe introduction of new entrants such as commercial space, unmanned aircraft systems, and advanced air mobility into aviation._ee19ead0-c04c-11ec-866c-62160883ea00Strategy 1.4.5FAALead AgencyPerformerKPI 1.4.5.1Fatalities per 100 Million PersonsNumber_ca11cd2a-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_32By September 30, 2023, the Federal Aviation Administration’s (FAA) range of programs will contribute to the commercial air carrier fatality rate remaining below the target of 4.9 fatalities per 100 million persons on board and ...StatusBelow4.92023-09-30[To be determined]2023-09-30KPI 1.4.5.2Fatal Accidents per 100,000 Flight HoursNumber_ca11d5ea-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_33contribute to reducing general aviation fatal accidents to no more than 0.94 fatal accidents per 100,000 flight hours.StatusTarget Met0.942023-09-30[To be determined]2023-09-30Standards & GuidelinesSet safety management systems-related standards and guidelines that hold industry and public agencies accountable for safety and establish partnerships with these entities to promote safety._ee19ee4a-c04c-11ec-866c-62160883ea00Strategy 1.4.6_ca11e418-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_34[To be determined]Crashes, Fatalities & InjuriesAdopt an interdisciplinary approach to reducing speeding-related crashes, fatalities, and injuries._ee19f084-c04c-11ec-866c-62160883ea00Strategy 1.4.7_ca11e972-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_35[To be determined]Cultural PracticesAssess, identify, and promote examples of robust safety culture practices._ee19f868-c04c-11ec-866c-62160883ea00Strategy 1.4.8_ca11f2fa-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_36[To be determined]Close-Call ReportingExpand the use of nonpunitive, close-call reporting programs and ensure just culture provisions are in place to encourage reporting._ee19fbec-c04c-11ec-866c-62160883ea00Strategy 1.4.9_ca120060-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_37[To be determined]CybersecurityStrengthen transportation system resilience to protect it from disruption from cyber and other attacks._df8d6242-bf81-11ec-ac27-35c7f582ea001.5S-60Lead agencyOCIOLead agencyOST-RLead agencyOST-PLead agencyCRITICAL INFRASTRUCTURE CYBERSECURITY_ca12054c-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_38[To be determined]Technical AssistanceProvide technical assistance to critical infrastructure owners and operations to better identify, assess, and address critical physical and cybersecurity vulnerabilities._df8d6350-bf81-11ec-ac27-35c7f582ea00Strategy 1.5.1_ca120eca-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_39[To be determined]StandardsIncorporate physical and cybersecurity protections in the standards for design of emerging automated and connected systems and technologies._df8d647c-bf81-11ec-ac27-35c7f582ea00Strategy 1.5.2_ca121dd4-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_40[To be determined]Response & RecoveryStrengthen system response and recovery plans and protocols to minimize the effects of system disruptions and hasten system recovery._df8d6666-bf81-11ec-ac27-35c7f582ea00Strategy 1.5.3_ca1222a2-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_41[To be determined]Information SharingImprove and increase information sharing regarding security threats and incidents._df8d67b0-bf81-11ec-ac27-35c7f582ea00Strategy 1.5.4_ca122b6c-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_42[To be determined]Emerging TechnologiesEstablish a cybersecurity element in the evaluation of emerging transportation technologies._df8d6922-bf81-11ec-ac27-35c7f582ea00Strategy 1.5.5_ca123990-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_43[To be determined]Vulnerability AssessmentsPromote guidelines on vulnerability assessments that include cybersecurity vulnerability for critical infrastructure._df8d6a4e-bf81-11ec-ac27-35c7f582ea00Strategy 1.5.6_ca123efe-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_44[To be determined]EconomyGrow an inclusive and sustainable economy._df8d6b7a-bf81-11ec-ac27-35c7f582ea002BusinessesOur businesses are less competitive, and goods are more expensive. Just this past year, we have seen serious delays at ports lead to severe supply chain disruptions that threaten post-pandemic economic recovery.MotoristsAdditionally, traffic congestion costs the U.S. economy over $160 billion per year, as motorists lose more than $1,000 every year in wasted time and fuel. Every hour that Americans spend in traffic is an hour wasted, an hour spent away from our friends and families, an hour not doing the things we enjoy. Unionized WorkersModernizing our transportation system is essential to creating jobs and growing an inclusive and sustainable economy. Investments in infrastructure—whether we are repairing bridges or building a national network of electric vehicle (EV) chargers—will improve U.S. competitiveness, drive economic growth, increase access to opportunity, and create a new generation of good-paying union jobs to rebuild our country.Economic Strength and Global Competitiveness ~ Invest in our transportation system to provide American workers and businesses reliable and efficient access to resources, markets, and good-paying jobs. | The U.S. is the wealthiest country in the world, yet we rank 13th when it comes to the overall quality of our transportation infrastructure. After decades of disinvestment, our infrastructure is failing to keep up with growing transportation needs and parts of our system have fallen into disrepair. One in five miles (173,000 total miles) of our highways and major roads is in poor condition, as well as 45,000 bridges. Our nation’s transit systems have a repair backlog of more than $105 billion, representing more than 24,000 buses, 5,000 rail cars, 200 stations, and thousands of miles of track, signals, and power systems in need of replacement. The failure to repair and modernize our highways, bridges, transit assets, ports and waterways, airport and air traffic facilities, passenger rail facilities, and other facilities has a cost... It has never been more important for us to invest in strengthening our infrastructure and competitiveness. Repair and modernization of our transportation infrastructure must be a national priority to ensure continued economic growth and improve our quality of life.Jobs & EconomiesSupport American workers and businesses to create good jobs while building stronger and more sustainable regional and local economies._df8d6cb0-bf81-11ec-ac27-35c7f582ea002.1American WorkersAmerican BusinessesOST-PLead agencyTransportation & Warehouse EmploymentAll OAsLead agenciesOST-PTransportation & Warehouse EmploymentJOB CREATION AND FISCAL HEALTHKPI 2.1.1Annual Employment IncreasePercentage_ca1248ea-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_45Increase employment in the transportation and warehouse sector by 7% annually.StatusTarget Met7[To be determined]FundingSupport distribution and oversight of transportation funding provided by Congress to create good-paying American jobs._ee19fe4e-c04c-11ec-866c-62160883ea00Strategy 2.1.1Congress_ca12563c-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_46[To be determined]JobsEvaluate job creation benefits of funding programs._ee1a0650-c04c-11ec-866c-62160883ea00Strategy 2.1.2_ca125b28-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_47[To be determined]Education & Job PathwaysSupport workforce and educational programs and work with industry and labor to create pathways to quality jobs, with a free and fair choice to join a union, through sector-based community college partnerships, apprenticeships, on-the-job training, use of qualified youth service and conservation corps, and other measures._ee1a0a06-c04c-11ec-866c-62160883ea00Strategy 2.1.3WorkersJob SeekersUnionsCommunity CollegesApprenticesYouth ServicesConservation Corps_ca1264a6-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_48[To be determined]Competition & Consumer ProtectionPromote competition in the transportation industry and other measures that protect consumers._ee1a0c86-c04c-11ec-866c-62160883ea00Strategy 2.1.4Transportation IndustryConsumers_ca1272ca-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_49[To be determined]Development PatternsConduct research on the fiscal impact of development patterns on regional and local economies and budgets._ee1a149c-c04c-11ec-866c-62160883ea00Strategy 2.1.5_ca1277de-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_50[To be determined]Value & InvestmentProvide guidance to State, regional, local and Tribal partners that encourages investments that promote sustainable value and invest in existing communities._ee1a182a-c04c-11ec-866c-62160883ea00Strategy 2.1.6CommunitiesState PartnersRegional PartnersLocal PartnersTribal Partners_ca1280f8-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_51[To be determined]Core AssetsRestore and modernize core assets to improve the state of good repair, enhance resiliency, and expand beneficial new projects._df8d6ddc-bf81-11ec-ac27-35c7f582ea002.2OST-PLead agencyBuild America BureauLead agencyAll OAsLead agenciesHIGH-PERFORMING CORE ASSETS_ca128f58-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_52[To be determined]InvestementsPrioritize investments in transportation assets to improve infrastructure conditions and redesign._ee1a1a8c-c04c-11ec-866c-62160883ea00Strategy 2.2.1KPI 2.2.1.1Highway Backlog ReductionPercentage_ca1294da-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_53Reduce backlog of $830 billion in highway repairs by 50% by 2040. FHWAStatusTarget Met502039-12-31[To be determined]2039-12-31KPI 2.2.1.2Bridges RepairedNumber_63e2c50e-c3ed-11ec-9bd3-420c2383ea00PLACEHOLDER_54Fix the 10 most economically significant bridges and repair the 10,000 in most need smaller bridges.StatusRepaired10010[To be determined]KPI 2.2.1.3.1Vehicle Repair Backlog ReductionPercentage_63e2d8dc-c3ed-11ec-9bd3-420c2383ea00PLACEHOLDER_55Reduce state of good repair backlog for transit revenue vehicles by 25% ... by 2030.StatusTarget Met252029-12-31[To be determined]2029-12-31KPI 2.2.1.3.2Buildings & Facilities Backlog ReductionPercentage_63e2e854-c3ed-11ec-9bd3-420c2383ea00PLACEHOLDER_56Reduce state of good repair backlog for .... transit buildings and facilities by at least 50% by 2030.StatusTarget Met502029-12-31[To be determined]2029-12-31KPI 2.2.1.4Federally Funded Components_63e2fa06-c3ed-11ec-9bd3-420c2383ea00PLACEHOLDER_57By September 30, 2023, maintain or improve conditions of federally funded portions of the nation’s transportation systems. StatusMaintained/Improved2023-09-30[To be determined]2023-09-30KPI 2.2.1.4.1Interstate PavementPercentage_63e2ffce-c3ed-11ec-9bd3-420c2383ea00PLACEHOLDER_58The percentage of Interstate Pavement in either good or fair condition will be maintained at 95%. StatusTarget Met95[To be determined]KPI 2.2.1.4.2BridgesPercentage_63e30a32-c3ed-11ec-9bd3-420c2383ea00PLACEHOLDER_59The percentage of deck area on National Highway System (NHS) bridges in either good or fair condition will be maintained at or above 95%.StatusTarget Met95[To be determined]KPI 2.2.1.4.3Interstate Reliability DecreasePercentage_63e31ac2-c3ed-11ec-9bd3-420c2383ea00PLACEHOLDER_60The percent decrease in the Reliability of Interstate Person-Miles Traveled will be no more than 0.7% from the 2018 baselineStatusNo More Than0.7[To be determined]KPI 2.2.1.4.4RunwaysPercentage_63e3203a-c3ed-11ec-9bd3-420c2383ea00PLACEHOLDER_61The percent of paved runways in the National Plan of Integrated Airport Systems in excellent, good, or fair condition will be maintained at 93%StatusTarget Met93[To be determined]KPI 2.2.1.5.1Airport TerminalsNumber_63e32a58-c3ed-11ec-9bd3-420c2383ea00PLACEHOLDER_62Focus $19.4 billion in BIL funds on airport modernization and safety infrastructure projects, including participation in completing 20 terminals ...StatusTarget Met202029-12-31[To be determined]2029-12-31KPI 2.2.1.5.2Airport Pavement ProjectsNumber_63e33912-c3ed-11ec-9bd3-420c2383ea00PLACEHOLDER_63Focus $19.4 billion in BIL funds on airport modernization and safety infrastructure projects, including ... 400 new or rehabilitated pavement projects by 2030.StatusTarget Met4002029-12-31[To be determined]2029-12-31KPI 2.2.1.6.1Gas PipelinesMiles_63e33f34-c3ed-11ec-9bd3-420c2383ea00PLACEHOLDER_64By 2036, repair or replace 1,000 miles of high-risk, leak-prone, community-owned legacy gas distribution pipeline infrastructure ...StatusRepaired/Replaced10002035-12-31[To be determined]2035-12-31KPI 2.2.1.6.2Methane Emissions ReductionMetric Tons_63e34a06-c3ed-11ec-9bd3-420c2383ea00PLACEHOLDER_65By 2036, [achieve] an estimated reduction of 1,000 metric tons of methane emissions ...Status10002035-12-31[To be determined]2035-12-31KPI 2.2.1.6.3Fatalities/InjuriesNumber_63e35a46-c3ed-11ec-9bd3-420c2383ea00PLACEHOLDER_66By 2036, [achieve] a reduction in fatalities/serious injuries.StatusReduced2035-12-31[To be determined]2035-12-31KPI 2.2.1.7Efficiency & ReliabilityIncrease_63e35fb4-c3ed-11ec-9bd3-420c2383ea00PLACEHOLDER_67Increase efficiency and reliability of transportation systems.StatusIncreased[To be determined]KPI 2.2.1.7.1Bus Frequency IncreasePercentage_63e36a9a-c3ed-11ec-9bd3-420c2383ea00PLACEHOLDER_68Increase the frequency of bus service in urbanized areas over 100,000 in population by 10% by 2026.StatusTarget Met102025-12-31[To be determined]2025-12-31KPI 2.2.1.7.2Port Capacity IncreasePercentage_63e3792c-c3ed-11ec-9bd3-420c2383ea00PLACEHOLDER_69Increase port capacity throughput availability by 10 percent by 2026.StatusTarget Met102025-12-31[To be determined]2025-12-31KPI 2.2.1.8Amtrak Backlog ReductionPercentage_63e3803e-c3ed-11ec-9bd3-420c2383ea00PLACEHOLDER_70Eliminate 100% of Amtrak’s state of good repair backlog of Amtrak-owned fleet, ADA stations compliance, and non-NEC infrastructure by 2035.StatusTarget Met1002025-12-31[To be determined]2025-12-31KPI 2.2.1.9Northeast Corridor Backlog ReductionPercentage_63e38a8e-c3ed-11ec-9bd3-420c2383ea00PLACEHOLDER_71Reduce the Northeast Corridor state of good repair backlog by 60% and reduce corridor-wide trip times by 2035.Status602025-12-31[To be determined]2025-12-31KPI 2.2.1.10Passenger CorridorsNumber_63e39b0a-c3ed-11ec-9bd3-420c2383ea00PLACEHOLDER_72Initiate intercity passenger rail service on at least 3 new corridors by 2035.StatusTarget Met32034-12-31[To be determined]2034-12-31AssetsStrengthen asset management systems and practices to reduce the costs of managing assets throughout their lifecycle._ee1a2266-c04c-11ec-866c-62160883ea00Strategy 2.2.2_ca129dea-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_73[To be determined]Funding & FinancingPromote innovative funding and financing opportunities that help accelerate the repair and development of critical U.S. transportation infrastructure._ee1a2612-c04c-11ec-866c-62160883ea00Strategy 2.2.3_ca12ab6e-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_74[To be determined]TechnologiesSupport the introduction and operation of new or enhanced infrastructure technologies that improve system safety and mobility._ee1a289c-c04c-11ec-866c-62160883ea00Strategy 2.2.4_ca12b118-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_75[To be determined]Competitiveness & CollaborationSupport the economic competitiveness of American businesses and increase international collaboration on trade, standards, and research._df8d7034-bf81-11ec-ac27-35c7f582ea002.3American BusinessesOST-XLead agencyGLOBAL ECONOMIC LEADERSHIP_ca12ba8c-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_76[To be determined]TradeSupport international cooperation on trade and address unfair foreign trade practices._ee1a3062-c04c-11ec-866c-62160883ea00Strategy 2.3.1_ca12ca22-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_77[To be determined]ExportsAdvocate for U.S. exporters of transportation-related goods and services to increase exports and support good-paying U.S. jobs._ee1a34d6-c04c-11ec-866c-62160883ea00Strategy 2.3.2U.S. Exporters_ca12d490-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_78[To be determined]Global IssuesEngage with international partners to foster collaboration on global issues such as climate change and equitable communities._ee1a3774-c04c-11ec-866c-62160883ea00Strategy 2.3.3International Partners_ca12e2fa-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_79[To be determined]Best PracticesPromote international best practices, including with respect to combating human trafficking._ee1a43fe-c04c-11ec-866c-62160883ea00Strategy 2.3.4_ca12f4f2-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_80[To be determined]Innovation & CompetitivenessFoster safe innovation and global competitiveness, especially with respect to growing transportation industries such as EVs, advanced transportation technologies, and commercial space._ee1a48e0-c04c-11ec-866c-62160883ea00Strategy 2.3.5_ca12fc0e-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_81[To be determined]InfrastructureModernize infrastructure for safer and more efficient movement of goods to support the U.S. economy while maintaining community and regional livability, as well as supply chain resiliency._df8d7200-bf81-11ec-ac27-35c7f582ea002.4CommunitiesOST-PLead agencyFHWALead agencyMARADLead agencyFRALead agencyRESILIENT SUPPLY CHAINS_ca130ab4-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_82[To be determined]Supply ChainsAddress critical supply chain vulnerabilities that affect economic security and resiliency, including overarching issues, risks, and bottlenecks resulting from supply-side constraints and shifts in transportation demand._ee1a4c00-c04c-11ec-866c-62160883ea00Strategy 2.4.1_ca132634-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_83[To be determined]FreightConvene supply chain stakeholders across freight sectors to reach commitments to support more resilient supply chains._bcd93cb2-c0d5-11ec-b21e-20fc1e83ea00Strategy 2.4.2Freight Sectors_ca132dd2-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_84[To be determined]Trends & TechnologiesAssess freight and supply chain trends and technologies, including investments, business models, labor and workforce, and disruptions and opportunities due to climate change and innovation._ee1a53da-c04c-11ec-866c-62160883ea00Strategy 2.4.3_ca133b38-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_85[To be determined]Corridors & GatewaysSupport investment in trade corridors and gateways to improve freight and supply chain reliability, reduce wait times, and facilitate U.S. exports._ee1a5754-c04c-11ec-866c-62160883ea00Strategy 2.4.4_ca134d12-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_86[To be determined]Intermodal ConnectionsSupport more efficient intermodal connections._ee1a59fc-c04c-11ec-866c-62160883ea00Strategy 2.4.5_ca135352-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_87[To be determined]Planning & GuidanceSupport freight and supply chain planning guidance and assistance, and develop and share guidance, data, and noteworthy practices to advance freight system planning._ee1a62b2-c04c-11ec-866c-62160883ea00Strategy 2.4.6_ca135cee-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_88[To be determined]SafetySupport freight operations safety through engaging with domestic and international stakeholders._ee1a665e-c04c-11ec-866c-62160883ea00Strategy 2.4.7_ca136b08-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_89[To be determined]Last-Mile DeliveryIdentify and promote effective strategies to address last-mile delivery challenges._ee1a68e8-c04c-11ec-866c-62160883ea00Strategy 2.4.8_ca137094-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_90[To be determined]Sourcing & WorkforceStrengthen domestic sourcing, the domestic workforce, and encourage the domestic industry, including Made in America requirements._ee1a7112-c04c-11ec-866c-62160883ea00Strategy 2.4.9_ca137b2a-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_91[To be determined]Reliability & ConnectivityImprove system operations to increase travel time reliability, manage travel demand, and improve connectivity._df8d7354-bf81-11ec-ac27-35c7f582ea002.5FHWALead agency FTALead agencyFRALead agencySYSTEM RELIABILITY AND CONNECTIVITY_ca1389da-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_92[To be determined]Multimodal TransportationPromote the adoption of noteworthy multimodal transportation system management and operations practices._ee1a748c-c04c-11ec-866c-62160883ea00Strategy 2.5.1_ca138f7a-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_93[To be determined]Response & RecoveryImprove incident and emergency response and recovery practices to reduce system disruption._ee1a7716-c04c-11ec-866c-62160883ea00Strategy 2.5.2_ca139916-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_94[To be determined]TechnologiesDevelop, test, and evaluate the capability of new technologies to improve transportation systems management and operations, and evaluate job- and workforce-related consequences._ee1a7f18-c04c-11ec-866c-62160883ea00Strategy 2.5.3_ca13a834-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_95[To be determined]DisruptionsWork with partners to manage disruptions to system operations safely and effectively and optimize system performance for all system users._ee1a835a-c04c-11ec-866c-62160883ea00Strategy 2.5.4_ca13ade8-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_96[To be determined]Travel TimeInvest in multimodal capacity to improve travel time reliability on congested corridors._ee1a860c-c04c-11ec-866c-62160883ea00Strategy 2.5.5Congested Transportation Corridors_ca13b7ca-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_97[To be determined]Telework, Flexibilities & IncentivesSupport telework, workplace flexibilities, and incentive programs to manage travel demand._ee1a8e4a-c04c-11ec-866c-62160883ea00Strategy 2.5.6_ca13c6ac-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_98[To be determined]Options & ConnectivityIncrease transportation options and system connectivity and improve the built environment to revitalize the nation and its urban and rural communities._ee1a9200-c04c-11ec-866c-62160883ea00Strategy 2.5.7Urban CommunitiesRural Communities_ca13ce86-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_99[To be determined]EquityReduce inequities across our transportation systems and the communities they affect. _df8d749e-bf81-11ec-ac27-35c7f582ea003Support and engage people and communities to promote safe, affordable, accessible, and multimodal access to opportunities and services while reducing transportation-related disparities, adverse community impacts, and health effects. | Transportation connects people to essential opportunities and resources. Americans rely on transportation to connect us in countless ways, getting us to work, school, or loved ones —and getting us the goods we count on every day. Unfortunately, in the past and into the present day, people have not had equal access to transportation and the opportunities that transportation provides. Too often, transportation investments divide communities or leave out the people most in need of affordable transportation options, both reflecting and worsening inequality. U.S. DOT is committed to ensuring that transportation projects and programs increase opportunity; advance racial equity and environmental justice; serve rural, urban, and suburban communities equitably; and promote affordable access for all. U.S. DOT identified equity as a strategic goal because opportunities exist right now to redress historic inequities, remove barriers, and work toward more inclusive practices and benefits within U.S. DOT and for the public. Incorporating equity into U.S. DOT’s decision-making processes will result in a more robust and equitable transportation system that expands access and opportunities for all Americans. AccessExpand affordable access to transportation jobs and business opportunities by removing barriers for individuals, businesses, and communities._df8d7660-bf81-11ec-ac27-35c7f582ea003.1IndividualsBusinessesCommunitiesOST-PLead agencyDOCRLead agencyAll OAsLead agenciesFHWAEquity ScreeningFTAEquity ScreeningState DOTsEquity ScreeningPerformerMPOsEquity ScreeningPerformerEXPANDING ACCESSKPI 3.1.1Equity Screening State DOTsNumber_ca13d8ea-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_100All 50 State DOTs and top 100 MPOs adopt a quantitative Equity Screening component to their S/TIP development processes by 2030.StatusTarget Met502029-12-31[To be determined]2029-12-31KPI 3.1.2Equity Screening MPOsNumber_ca13e790-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_101top 100 MPOs adopt a quantitative Equity Screening component to their S/TIP development processes by 2030.StatusTarget Met1002029-12-31[To be determined]2029-12-31AccessibilityAssess and support investments that expand accessibility to ensure that transportation networks meet the needs of all people, including disadvantaged populations._ee1a94bc-c04c-11ec-866c-62160883ea00Strategy 3.1.1Disadvantaged Populations_ca13edf8-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_102[To be determined]OptionsSupport the expansion of transportation options in underserved rural and urban communities._ee1a9cfa-c04c-11ec-866c-62160883ea00Strategy 3.1.2Rural CommunitiesUrban Communities_ca13f820-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_103[To be determined]AffordabilityStrengthen coordination of land use and transportation planning to improve the affordability of transportation and housing._ee1aa0ce-c04c-11ec-866c-62160883ea00Strategy 3.1.3OST-PLead AgencyFTALead AgencyFHWALead AgencyKPI 3.1.3.1Cost Burden ReductionPercentage_ca1406a8-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_104Reduce national transportation cost burden by 5%, including transportation travel cost as a percent of income by FY 2030.StatusTarget Met52030-09-30[To be determined]2030-09-30InvestmentsSupport investments that encourage equitable, transit-oriented development and pedestrian-friendly main streets and town centers, particularly in disadvantaged or rural communities._ee1aa36c-c04c-11ec-866c-62160883ea00Strategy 3.1.4Disadvantaged CommunitiesRural CommunitiesFTALead AgencyPerformerFHWALead AgencyPerformerFRALead AgencyPerformerKPI 3.1.4.1Transit RidersNumber_ca140cc0-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_105Increase transit ridership in the top transit cities.StatusIncreased[To be determined]KPI 3.1.4.1.1Transit RidershipPercent of 2019 Levels_ca141760-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_106Increase transit ridership in the top transit cities back to 100% of 2019 levels by 2026. StatusTarget Met1002025-12-31[To be determined]2025-12-31KPI 3.1.4.1.2Person TripsPercentage_ca1426e2-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_107Increase the percentage of person trips by transit and active transportation modes from roughly 4% in 2020 to 6%.StatusIncreased62026-09-30[To be determined]2026-09-30[To be determined]Baseline42020-12-31WealthReduce the effects of structural obstacles to building wealth._df8d7886-bf81-11ec-ac27-35c7f582ea003.2OST-PLead agencyDOCRLead agencyAll OAsLead agenciesWEALTH CREATION_ca142cd2-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_108[To be determined]Funding ProgramsIntegrate equity considerations across U.S. DOT funding programs._ee1aac68-c04c-11ec-866c-62160883ea00Strategy 3.2.1OST-MContact AwardDOCRContact AwardOSDBUContact AwardSmall Disadvantaged BusinessesContractorsKPI 3.2.1.1Contract FundingIncrease_ca143768-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_109Increase U.S. DOT direct contract dollars to small disadvantaged businesses from 18.2% in FY 2021 to 22% by FY 2026.StatusTarget Met222025-10-012026-09-30[To be determined][To be determined]Baseline18.22020-10-012021-09-30Grants & AuthoritiesRealize the potential of competitive grant programs and U.S. DOT authorities to maximize benefits for communities most in need._ee1ab050-c04c-11ec-866c-62160883ea00Strategy 3.2.2OST-PLead AgencyAll OAsLead AgenciesGrant ApplicantsU.S. DOT discretionary grant applicants from disadvantaged communitiesKPI 3.2.2.1Grant Applicants IncreasePercentage_ca14474e-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_110By 2025, increase by 5% the number of U.S. DOT discretionary grant applicants from disadvantaged communities who have never applied for U.S. DOT funding before.StatusIncreased52024-12-31[To be determined]2024-12-31Economic & Social MobilitySupport community-driven efforts to promote economic and social mobility and other opportunities in American communities, particularly disadvantaged or rural communities._ee1ab320-c04c-11ec-866c-62160883ea00Strategy 3.2.3Disadvantaged CommunitiesRural Communities_ca144e2e-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_111[To be determined]ProcurementProvide guidance and outreach on procurement rules and opportunities to disadvantaged business enterprises and increase their access to U.S. DOT funding opportunities._ee1abb4a-c04c-11ec-866c-62160883ea00Strategy 3.2.4Disadvantaged Business Enterprises_ca1458f6-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_112[To be determined]Transportation WorkersPromote equity for transportation workers and support pathways to transportation careers for workers with diverse backgrounds._ee1abef6-c04c-11ec-866c-62160883ea00Strategy 3.2.5Transportation Workers_ca146b5c-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_113[To be determined]Engagement, Exchange & OwnershipEmpower communities through innovative public engagement with diverse stakeholders and thought leaders to foster exchange and ownership._df8d79ee-bf81-11ec-ac27-35c7f582ea003.3OST-PLead agencyDOCRLead agencyAll OAsLead agenciesPOWER OF COMMUNITY_ca147192-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_114[To be determined]PartnershipsSystematically establish partnerships with colleges and universities that serve underrepresented populations and communities._ee1ac1da-c04c-11ec-866c-62160883ea00Strategy 3.3.1CollegesUniversitiesUnderrepresented PopulationsUnderrepresented Communities_ca147cb4-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_115[To be determined]OutreachConduct public outreach to better understand barriers to participation in discretionary grant programs._ee1acec8-c04c-11ec-866c-62160883ea00Strategy 3.3.2DOT Grant Programs_ca148dee-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_116[To be determined]Marginalized CommunitiesDevelop new methods to engage with marginalized communities._ee1ad3e6-c04c-11ec-866c-62160883ea00Strategy 3.3.3Marginalized Communities_ca1496ae-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_117[To be determined]EngagementSupport the adoption of innovative methods to engage with individuals with disabilities and limited-English-proficient individuals._ee1ad6d4-c04c-11ec-866c-62160883ea00Strategy 3.3.4Individuals with DisabilitiesLimited-English-Proficient Individuals_ca14a6b2-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_118[To be determined]Voices & CommunitiesEstablish channels for diverse voices and community inclusion to identify underserved needs._ee1adfbc-c04c-11ec-866c-62160883ea00Strategy 3.3.5Communities_ca14bc7e-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_119[To be determined]Public EngagementPromote adaptive public engagement to ensure that all impacted communities have full and equitable opportunity to be engaged in transportation planning at every stage, including all National Environmental Policy Act (NEPA) processes, U.S. DOT rulemaking, and related processes._ee1ae3b8-c04c-11ec-866c-62160883ea00Strategy 3.3.6_ca14c4f8-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_120[To be determined]Planning, Development & ImplementationEnsure that equity considerations for disadvantaged and underserved communities are integrated into the planning, development, and implementation of all transportation investments._df8d7b60-bf81-11ec-ac27-35c7f582ea003.4OST-PLead agencyDOCRLead agencyAll OAsLead agenciesPROACTIVE INTERVENTION, PLANNING, AND CAPACITY BUILDING_ca14d560-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_121[To be determined]MetricsSupport measurement of equity impacts as part of long-range transportation plan development and Statewide Transportation Improvement Programs (STIPs) and Transportation Improvement Programs (TIPs) to ensure that States and metropolitan planning organizations (MPOs) conduct meaningful analyses of how their projects would affect underserved communities._ee1ae688-c04c-11ec-866c-62160883ea00Strategy 3.4.1Statewide Transportation Improvement Programs (STIPs)Transportation Improvement Programs (TIPs)StatesMetropolitan Planning Organizations (MPOs)Underserved Communities_ca14ea82-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_122[To be determined]Built EnvironmentConduct technical assistance activities to revitalize communities by improving the built environment._ee1aef3e-c04c-11ec-866c-62160883ea00Strategy 3.4.2_ca14f2ca-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_123[To be determined]Neighborhoods & CommunitiesImprove guidance and technical assistance on environmental justice and other nondiscrimination rules and regulations to minimize and mitigate negative impacts and disparities from transportation investments on the environment while supporting the preservation of existing neighborhoods and communities._ee1af358-c04c-11ec-866c-62160883ea00Strategy 3.4.3_ca15026a-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_124[To be determined]ProjectsMinimize, avoid, or mitigate negative impacts of transportation projects on disadvantaged or overburdened communities._ee1af646-c04c-11ec-866c-62160883ea00Strategy 3.4.4Disadvantaged CommunitiesOverburdened Communities_ca151318-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_125[To be determined]Investments & ResourcesEncourage interagency, State, Tribal, and local coordination in land use and transportation planning, project development, and operations and maintenance to ensure protection of transportation investments and make efficient use of limited resources._ee1aff92-c04c-11ec-866c-62160883ea00Strategy 3.4.5Federal AgenciesState AgenciesTribal AgenciesLocal Agencies_ca151a8e-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_126[To be determined]DisplacementProvide guidance to help prevent discriminatory displacement actions in operations or development projects._ee1b03ca-c04c-11ec-866c-62160883ea00Strategy 3.4.6_ca152c68-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_127[To be determined]DataStrengthen the collection, analysis, sharing, and use of equity data._ee1b06b8-c04c-11ec-866c-62160883ea00Strategy 3.4.7_ca153e56-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_128[To be determined]Economic EvaluationIncorporate equity in economic evaluation of projects for investment decision-making._ee1b0f00-c04c-11ec-866c-62160883ea00Strategy 3.4.8_ca1544e6-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_129[To be determined]Climate & SustainabilityTackle the climate crisis by ensuring that transportation plays a central role in the solution._df8d7cbe-bf81-11ec-ac27-35c7f582ea004Substantially reduce greenhouse gas emissions and transportation-related pollution and build more resilient and sustainable transportation systems to benefit and protect communities. | Combating the climate crisis is a central focus of the Biden-Harris Administration. The Administration has made it clear that the U.S. has a narrow window of time to take bold, science-based actions to address climate change and avoid its most catastrophic impacts, while capitalizing on the opportunities presented by this significant challenge. The transportation sector is the biggest contributor to greenhouse gas (GHG) emissions in our economy; therefore, it can and must be a big part of the climate solution. U.S. DOT identified Climate and Sustainability as a strategic goal because climate change presents a significant and growing risk to the safety, effectiveness, equity, and sustainability of our transportation infrastructure and the communities it serves. Across U.S. DOT, we have a tremendous opportunity to accelerate reductions in GHG emissions from the transportation sector and make our transportation infrastructure more resilient. U.S. DOT’s programs, policies, and operations must consider climate change impacts and incorporate adaptation and resilience solutions whenever possible. Air Pollution & Greenhouse GasReduce air pollution and greenhouse gas emissions from transportation and advance a sustainable transportation system._df8d7e26-bf81-11ec-ac27-35c7f582ea004.1OST-PLead agencyPerformerEV Charger NetworkOST-RLead agencyAll OAsLead agenciesPATH TO ECONOMY-WIDE NET-ZERO EMISSIONS BY 2050KPI 4.1.1Transportation EmissionsNet Emissions_ca154ffe-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_130Reduce transportation emissions in support of net-zero emissions economy-wide by 2050. StatusNet Zero02049-12-31[To be determined]2049-12-31KPI 4.1.2Bus VehiclesNumber_63e3a384-c3ed-11ec-9bd3-420c2383ea00PLACEHOLDER_131Increase the number of zero-emission bus vehicles in the national transit fleet by 450% to 7,500 vehicles by 2030.StatusTarget Met75002029-12-31[To be determined]2029-12-31KPI 4.1.3EV ChargersNumber_63e3affa-c3ed-11ec-9bd3-420c2383ea00PLACEHOLDER_132Build a national network of 500,000 EV chargers by 2030 to accelerate the adoption of EVs.StatusTarget Met5000002029-12-31[To be determined]2029-12-31Decarbonization StrategyDevelop a decarbonization strategy for the transportation sector and incentivize stakeholders in their efforts to reduce emissions._ee1b1342-c04c-11ec-866c-62160883ea00Strategy 4.1.1_ca1561ba-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_133[To be determined]TripsSupport options to reduce trips and shift trips to climate-friendly vehicles and modes, including promoting active transportation, expanding broadband access, encouraging interagency, State, and local coordination in land use and transportation planning, and addressing induced demand._ee1b1658-c04c-11ec-866c-62160883ea00Strategy 4.1.2TravelersState AgenciesLocal Agencies_ca156868-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_134[To be determined]R&DFund transportation-related climate research and clean technology development._ee1b1ff4-c04c-11ec-866c-62160883ea00Strategy 4.1.3_ca1573da-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_135[To be determined]PipelinesIdentify and reduce fugitive methane emissions from pipelines._ee1b2440-c04c-11ec-866c-62160883ea00Strategy 4.1.4Pipeline Operators_ca1583d4-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_136[To be determined]Port & AirportsSupport programs to reduce port and airport emissions through idle time reductions, cleaner trucks and vessels, and more efficient port/airport operations._ee1b2742-c04c-11ec-866c-62160883ea00Strategy 4.1.5PortAirports_ca158a82-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_137[To be determined]PortsIncrease technical assistance on green best practices to ports._ee1b3110-c04c-11ec-866c-62160883ea00Strategy 4.1.6Ports_ca1595fe-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_138[To be determined]Freight NetworksIncrease inclusion of climate and sustainability strategies in national and State multimodal freight network plans._ee1b357a-c04c-11ec-866c-62160883ea00Strategy 4.1.7_ca15a86e-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_139[To be determined]Standards & PoliciesDevelop globally acceptable environmental standards and policies that enable environmentally sustainable growth._ee1b389a-c04c-11ec-866c-62160883ea00Strategy 4.1.8_ca15b002-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_140[To be determined]DecarbonizationWork with international partners to support global transportation decarbonization._ee1b4196-c04c-11ec-866c-62160883ea00Strategy 4.1.9International Partners_ca15bbce-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_141[To be determined]AviationSupport programs to facilitate sustainable aviation fuel uptake, new aircraft, and improve aviation operational efficiency._ee1b46be-c04c-11ec-866c-62160883ea00Strategy 4.1.10Aviation SectorFAAGreenhouse Gas ReductionPerformerKPI 4.1.10.1Aviation Greenhouse GasMtCO2_ca15cccc-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_142Reduce greenhouse gas emissions from aviation to at or below 2019 levels (216 MtCO2) by 2030.StatusTarget Met2162029-12-31[To be determined]2029-12-31Land UseSupport land use decisions that support the generation of renewable energy and carbon sequestration._ee1b52d0-c04c-11ec-866c-62160883ea00Strategy 4.1.11_ca15d3a2-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_143[To be determined]AutosConduct research to assess the societal and economic costs of a publicly subsidized auto-based economy._ee1b5b36-c04c-11ec-866c-62160883ea00Strategy 4.1.12_ca15de74-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_144[To be determined]Decision-MakingIncrease technical assistance for State and local agencies to institutionalize a culture of climate-informed decision-making._ee1b5fa0-c04c-11ec-866c-62160883ea00Strategy 4.1.13State AgenciesLocal Agencies_ca15f044-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_145[To be determined]InfrastructureImprove the resilience of at-risk infrastructure._df8d801a-bf81-11ec-ac27-35c7f582ea004.2OST-PLead agencyOST-RLead agencyAll OAsLead agenciesINFRASTRUCTURE RESILIENCE_ca15f74c-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_146[To be determined]VulnerabilityAssess and mitigate the vulnerability of transportation infrastructure to climate change, sea-level rise, extreme weather, and natural disasters._ee1b664e-c04c-11ec-866c-62160883ea00Strategy 4.2.1_ca160372-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_147[To be determined]Adaptation & MitigationAssess the vulnerability of assets and identify novel climate adaptation and mitigation strategies._ee1b709e-c04c-11ec-866c-62160883ea00Strategy 4.2.2_ca16166e-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_148[To be determined]Planning & Project DevelopmentEnhance resilience throughout transportation planning and project development processes by updating guidance and regulations._ee1b7508-c04c-11ec-866c-62160883ea00Strategy 4.2.3_ca161d6c-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_149[To be determined]Preparedness & ResponseImprove emergency preparedness and response across the transportation sector._ee1b7828-c04c-11ec-866c-62160883ea00Strategy 4.2.4_ca162866-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_150[To be determined]InfrastructureSupport investments in resilient infrastructure to protect investments and ensure safe and reliable travel._ee1b819c-c04c-11ec-866c-62160883ea00Strategy 4.2.5OST-PResilience Improvement PlanningPerformerAll OAsResilience Improvement PlanningPerformerStatesResilience Improvement PlanningPerformerMPOsResilience Improvement PlanningPerformerKPI 4.2.5.1States/MPOsPercentage_ca163928-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_151By 2026, 50% of States/MPOs have developed resilience improvement plans.StatusTarget Met502025-12-31[To be determined]2025-12-31Adaptation & ResiliencyConduct case studies and pilot projects to develop and evaluate new and innovative adaptation and resiliency technologies, tools, and opportunities._ee1b8624-c04c-11ec-866c-62160883ea00Strategy 4.2.6_ca164076-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_152[To be determined]JusticeAddress the disproportionate negative environmental impacts of transportation on disadvantaged communities._df8d81d2-bf81-11ec-ac27-35c7f582ea004.3Disadvantaged CommunitiesOST-PLead agencyAll OAsLead agenciesCLIMATE JUSTICE AND ENVIRONMENTAL JUSTICEKPI 4.3.1InvestmentsPercentage_ca164b84-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_153Ensure that the benefits of at least 40% of U.S. DOT investments in the areas of clean energy and energy efficiency, clean transportation, and the remediation and reduction of legacy pollution flow to disadvantaged communities.StatusTarget Met40[To be determined]Hazardous Materials, Emissions & NoiseReduce exposure to hazardous materials and waste, harmful emissions, and noise impacts on disadvantaged and overburdened communities._ee1b8980-c04c-11ec-866c-62160883ea00Strategy 4.3.1Disadvantaged CommunitiesOverburdened Communities_ca16611e-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_154[To be determined]Transportation OptionsIncrease availability and access to clean transportation options, including affordable EVs, charging stations, transit, and bicycle and walking paths._ee1b92ae-c04c-11ec-866c-62160883ea00Strategy 4.3.2_ca166aba-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_155[To be determined]Heat IslandsMitigate urban heat island effects._ee1ba140-c04c-11ec-866c-62160883ea00Strategy 4.3.3Urban Areas_ca167906-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_156[To be determined]Environment & ClimateImprove environmental justice and integrate climate justice into environmental review processes._ee1ba49c-c04c-11ec-866c-62160883ea00Strategy 4.3.4_ca168f2c-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_157[To be determined]Noise & Criteria PollutantsReduce exposure to noise pollution, criteria pollutants, and other transportation impacts on communities and ecosystems._ee1bae24-c04c-11ec-866c-62160883ea00Strategy 4.3.5Communities_ca169698-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_158[To be determined]FreightSupport innovative programs, policies, and projects to reduce environmental impacts associated with freight movements._ee1bb2a2-c04c-11ec-866c-62160883ea00Strategy 4.3.6_ca16a1ce-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_159[To be determined]NEPAImprove NEPA implementation and environmental outcomes through effective and efficient project delivery._ee1bb5f4-c04c-11ec-866c-62160883ea00Strategy 4.3.7_ca16b2cc-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_160[To be determined]TransformationInvest in purpose-driven research and innovation to meet the challenges of the present and modernize a transportation system of the future that serves everyone today and in the decades to come._df8d8394-bf81-11ec-ac27-35c7f582ea005Design for the future. | Achieving changes in the transportation system necessary to reach our goals will require fundamental transformations to our infrastructure, our technology, and our approaches to solving problems. Making our system safer and stronger, more resilient and sustainable, fairer and more equitable will require a renewed commitment to science, learning, and innovation. It will require collaboration across the public and private sectors to foster an innovation ecosystem based on open data, honest dialogue, and shared insights. Transformation means investing in education and training to empower workers with the skills they need to succeed in today’s economy and the economy of the future. We may not know what the future holds 10, 20, or 30 years from now, but we can position ourselves to succeed by developing a nimble and purpose-driven approach that allows us to quickly respond to disruptions, learn from mistakes, and embrace successful technologies that are consistent with U.S. DOT’s values. In this way, we can work toward a future transportation system that creates good-paying jobs, supports racial equity, increases accessibility, achieves net-zero emissions, and is safe for all users.ResearchFoster breakthrough discoveries and new knowledge through high-risk, high-reward research driven by policy objectives._df8d8542-bf81-11ec-ac27-35c7f582ea005.1OST-RLead agencyOST-PAll OAsLead agenciesMATCHING RESEARCH AND POLICY TO ADVANCE BREAKTHROUGHS KPI 5.1.1R&D Projects IncreasePercentage_ca16ba10-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_161Double the number of research and deployment projects centered on breakthrough discoveries that introduce new technologies or approaches not currently deployed in the transportation system.StatusDoubled100[To be determined]KPI 5.1.2Approaches SupportedNumber_ca16c546-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_162By 2026, support 25 novel data and technology approaches related to artificial intelligence, cybersecurity, and infrastructure resilience in communities across the U.S.StatusTarget Met252025-12-31[To be determined]2025-12-31Exploration & ExperimentationFund exploratory research and experimentation, translating developments from other fields into transportation._b2241f92-c000-11ec-a261-e1ddfa82ea00Strategy 5.1.1_ca16d662-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_163[To be determined]University PartnershipsLeverage university partnerships to bring new science into practice._b2242596-c000-11ec-a261-e1ddfa82ea00Strategy 5.1.2Universities_ca16df2c-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_164[To be determined]Internal ResearchStrengthen internal research capabilities._b2242816-c000-11ec-a261-e1ddfa82ea00Strategy 5.1.3_ca16ee4a-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_165[To be determined]New VoicesBring new voices into the research conversation._b2242c12-c000-11ec-a261-e1ddfa82ea00Strategy 5.1.4_ca16ffac-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_166[To be determined]Policy ConsiderationsDevelop guidelines for policy considerations in research such as impacts on equity, climate, and the workforce._b2242f0a-c000-11ec-a261-e1ddfa82ea00Strategy 5.1.5_ca170704-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_167[To be determined]International CollaborationStrengthen international research collaboration._b2243144-c000-11ec-a261-e1ddfa82ea00Strategy 5.1.6_ca171262-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_168[To be determined]ExperimentationIdentify new ideas, new innovations, and new possibilities._df8d86d2-bf81-11ec-ac27-35c7f582ea005.2OST-RLead agencyAll OAsLead agenciesEXPERIMENTATION ~ Evaluate the opportunities and risks so the Department can support public benefits. _ca1723c4-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_169[To be determined]Showcases & Information ExchangeCreate structured opportunities for the transportation community to showcase novel solutions and facilitate peer information exchange._b224354a-c000-11ec-a261-e1ddfa82ea00Strategy 5.2.1_ca172b30-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_170[To be determined]TrendsExchange information on emerging trends with private and public sector peers both domestically and internationally._b2243838-c000-11ec-a261-e1ddfa82ea00Strategy 5.2.2Private Sector PeersPublic Sector Peers_ca173698-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_171[To be determined]Pilots, Programs & ImpactsAdvance rigorous pilot design, program evaluation, and impact assessment to inform evidence-based decision-making._ee1bc06c-c04c-11ec-866c-62160883ea00Strategy 5.2.3_ca17480e-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_172[To be determined]Lessons LearnedCapture and disseminate lessons learned from demonstrations or projects._b2243a7c-c000-11ec-a261-e1ddfa82ea00Strategy 5.2.4_ca174f8e-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_173[To be determined]R&DTake transformative research concepts into the development and testing stage to evaluate the potential costs and benefits to the transportation community._ee1bc4f4-c04c-11ec-866c-62160883ea00Strategy 5.2.5_ca175b0a-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_174[To be determined]Practices, Innovations & TechnologiesWork with diverse stakeholders to share noteworthy practices and accelerate the adoption of innovations and technologies._df8d8858-bf81-11ec-ac27-35c7f582ea005.3OST-RLead agencyOST-XLead agencyAll OAsLead agencyCOLLABORATION AND COMPETITIVENESSKPI 5.3.1Professionals EngagedNumber_ca176c94-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_175By 2026, create a digital forum to engage 10k transportation professionals to share best practices and use cases on smart cities/communities, technology, and data in transportation.StatusTarget Met100002025-12-31[To be determined]2025-12-31KPI 5.3.2Projects SupportedNumber_ca177464-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_176By 2026, support 25 projects that build data and technology systems for transportation planning and infrastructure operation that serve as interoperable platforms that can engage with various tools, technologies, and approaches.StatusTarget Met252025-12-31[To be determined]2025-12-31Technologies & PracticesSupport adoption and implementation of new technologies and innovative practices._b22440e4-c000-11ec-a261-e1ddfa82ea00Strategy 5.3.1_ca178008-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_177[To be determined]Learning & CollaborationPartner with external domestic and international organizations to learn from each other and support collaboration for the good of all._b224440e-c000-11ec-a261-e1ddfa82ea00Strategy 5.3.2Domestic OrganizationsInternational Organizations_ca179106-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_178[To be determined]LeadershipProvide global leadership on innovative transportation solutions._b2244670-c000-11ec-a261-e1ddfa82ea00Strategy 5.3.3_ca179944-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_179[To be determined]Technical AssistanceProvide technical assistance to stakeholders on emerging transportation technologies in ways that better serve their needs and match their values._b2244b2a-c000-11ec-a261-e1ddfa82ea00Strategy 5.3.4_ca17a4fc-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_180[To be determined]Technology TransferAmplify technology transfer to stakeholders._b2244e04-c000-11ec-a261-e1ddfa82ea00Strategy 5.3.5_ca17b604-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_181[To be determined]SDOsEngage with strategic international standards bodies._b224502a-c000-11ec-a261-e1ddfa82ea00Strategy 5.3.6Standards Bodies_ca17be6a-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_182[To be determined]InvestmentsDesign flexibility into transportation system investments to accommodate and respond to changing needs and capabilities to provide long-term benefits._df8d8a06-bf81-11ec-ac27-35c7f582ea005.4OST-RLead agencyOST-XLead agencyAll OAsLead agenciesFLEXIBILITY AND ADAPTABILITY _ca17cac2-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_183[To be determined]Planning & Decision-MakingSupport scenario planning and robust decision-making around policy decisions and investments to address future opportunities and disruptions._b2245494-c000-11ec-a261-e1ddfa82ea00Strategy 5.4.1_ca17dc42-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_184[To be determined]TechnologiesConduct research to understand the needs and implications of emerging transportation technologies, such as automation and unmanned aerial systems, for public safety, transportation system use and operations, and infrastructure design._b22457b4-c000-11ec-a261-e1ddfa82ea00Strategy 5.4.2_ca17e4c6-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_185[To be determined]AssetsAssess lifecycle costs for transportation assets, including impacts of emerging technologies._b2245cb4-c000-11ec-a261-e1ddfa82ea00Strategy 5.4.3_ca17f150-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_186[To be determined]GrantsRefine and refresh requirements for grant opportunities to ensure generational investments can sustain performance through the expected lifecycle._b224648e-c000-11ec-a261-e1ddfa82ea00Strategy 5.4.4_ca1802b2-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_187[To be determined]ChallengesDevelop appropriate research capabilities at Federal research facilities to address emerging challenges._b22467cc-c000-11ec-a261-e1ddfa82ea00Strategy 5.4.5_ca180b54-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_188[To be determined]DisruptionsSupport research and engagement activities designed to anticipate, respond, and recover from disruptions._b2246a42-c000-11ec-a261-e1ddfa82ea00Strategy 5.4.6_ca181824-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_189[To be determined]Organizational ExcellenceStrengthen our world-class organization._df8d8ba0-bf81-11ec-ac27-35c7f582ea006Advance the Department’s mission by establishing policies, processes, and an inclusive and innovative culture to effectively serve communities and responsibly steward the public’s resources. | U.S. DOT exists to serve the American public and is committed to continuously improving its practices and processes to better meet the nation’s needs. The Bipartisan Infrastructure Law, as enacted by the Infrastructure Investment and Jobs Act, provides U.S. DOT with an enormous opportunity—along with an enormous responsibility. We are being entrusted with monumental sums of taxpayer money, with the expectation that we will use these resources accountably and efficiently to deliver monumental results. We are guided by an emphasis on customer service and responsible stewardship of public resources. To achieve this, we seek to build a world-class workforce with the talent and skills to provide leadership across the transportation sector. We strive to maintain our reputation as a model employer by promoting diversity, equity, inclusion, flexibility, and accessibility in the Department’s personnel practices and programs. We will also lead by example in promoting environmental sustainability in the Department’s facilities, programs, and investments. Finally, we will continue to develop data and evidence to support data-driven programs and decision-making to guide the efficient management and investment of resources. The American people are counting on us to deliver.ServicesDeliver responsive, efficient, and accessible government services._df8d8df8-bf81-11ec-ac27-35c7f582ea006.1OSTLead agencyAll OAsLead agenciesCUSTOMER SERVICE_ca182986-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_190[To be determined]Customer ServicePrioritize responsive customer service for constituents and stakeholders. _b2246ea2-c000-11ec-a261-e1ddfa82ea00Strategy 6.1.1_ca18321e-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_191[To be determined]FundingSupport the efficient and effective distribution of Federal transportation funding._b224729e-c000-11ec-a261-e1ddfa82ea00Strategy 6.1.2_ca183e76-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_192[To be determined]InformationProvide timely, accurate, accessible, and reliable information to the public._b224751e-c000-11ec-a261-e1ddfa82ea00Strategy 6.1.3_ca1850e6-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_193[To be determined]Congressional RequestsRespond to congressional requests and requirements and audit findings in a timely manner._b2247b36-c000-11ec-a261-e1ddfa82ea00Strategy 6.1.4Congress_ca1859ba-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_194[To be determined]Transparency & Data SharingImprove transparency and promote data sharing by increasing public access to data and data analysis and visualization tools._b2247e6a-c000-11ec-a261-e1ddfa82ea00Strategy 6.1.5_ca1865fe-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_195[To be determined]DisastersMobilize U.S. DOT resources to effectively respond to disasters and support recovery efforts._b22480e0-c000-11ec-a261-e1ddfa82ea00Strategy 6.1.6_ca1877f6-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_196[To be determined]Best PracticesCurate, promote, and research best practices on project delivery and share with partners/grantees._b22485a4-c000-11ec-a261-e1ddfa82ea00Strategy 6.1.7DOT PartnersDOT Grantees_ca1880b6-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_197[To be determined]WorkforceAttract, recruit, develop, retain, and train a capable, diverse, and collaborative workforce of highly skilled, innovative, and motivated employees by making U.S. DOT an employer of choice._df8d8fc4-bf81-11ec-ac27-35c7f582ea006.2OST-MLead agencyWORKFORCE DEVELOPMENTKPI 6.2.1Hiring Targets AchievedPercentage_ca188e08-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_19880% of OA projected Bipartisan Infrastructure Law hiring targets are achieved starting in FY 2023.StatusTarget Met802022-10-012023-09-30[To be determined]2022-10-012023-09-30DEIPromote U.S. DOT as a model of diversity, equity, inclusion, flexibility, accessibility, and excellence._b22488e2-c000-11ec-a261-e1ddfa82ea00Strategy 6.2.1OST-MLead AgencyDOCRLead AgencyKPI 6.2.1.1ApplicantsDiversity_ca18a956-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_199Work to increase the diversity of applicants for mission critical occupations in each OA.StatusIncreased[To be determined]DiversityEnhance efforts to recruit, develop, hire, and retain a racially and ethnically diverse workforce among new hires and the Senior Executive Service, with a particular emphasis on women, people of color, and individuals with disabilities._b2248c3e-c000-11ec-a261-e1ddfa82ea00Strategy 6.2.2WomenPeople of ColorIndividuals with Disabilities_ca18b34c-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_200[To be determined]SourcingIncrease sourcing from nontraditional talent pools and ensure the hiring process is more accessible to underrepresented groups to increase the diversity of hiring pools._b22490e4-c000-11ec-a261-e1ddfa82ea00Strategy 6.2.3Nontraditional Talent PoolsUnderrepresented Groups_ca18c256-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_201[To be determined]Recruitment, Hiring, Development & RetentionExpand the use of U.S. DOT’s pathway programs to recruit, hire, develop, and retain students and recent graduates and bring early career professionals into U.S. DOT._b224945e-c000-11ec-a261-e1ddfa82ea00Strategy 6.2.4StudentsRecent GraduatesEarly Career Professionals_ca18deee-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_202[To be determined]Equity TrainingCreate a U.S. DOT-wide equity training plan that embraces diversity, equity, inclusion, and accessibility as its central tenets._b2249724-c000-11ec-a261-e1ddfa82ea00Strategy 6.2.5_ca18e8c6-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_203[To be determined]Professional DevelopmentProvide a variety of professional development opportunities for all grade levels through mentoring, coaching, and formal development programs._b2249d0a-c000-11ec-a261-e1ddfa82ea00Strategy 6.2.6_ca18f83e-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_204[To be determined]Retention & FlexibilitiesPromote retention and enhance workplace flexibilities to include remote and hybrid work schedules, telework, and flexible work schedules._b224a048-c000-11ec-a261-e1ddfa82ea00Strategy 6.2.7_ca190fcc-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_205[To be determined]Health, Safety & Well-BeingSupport initiatives to improve employee health, safety, and well-being._b224a2dc-c000-11ec-a261-e1ddfa82ea00Strategy 6.2.8DOT Employees_ca1918aa-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_206[To be determined]DataDevelop and manage data systems and tools to provide objective, reliable, timely, and accessible data to support decision-making, transparency, and accountability._df8d9172-bf81-11ec-ac27-35c7f582ea006.3DATA-DRIVEN PROGRAMS AND POLICIES_ca192692-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_207[To be determined]Collection, Analysis & SharingSupport informed decision-making by expanding U.S. DOT’s capacity for data collection, analysis, and sharing with stakeholders and the general public._b224a7aa-c000-11ec-a261-e1ddfa82ea00Strategy 6.3.1_ca1939a2-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_208[To be determined]ManagementStrengthen data management by standardizing governance policies, procedures, training, and transparency._b224aaf2-c000-11ec-a261-e1ddfa82ea00Strategy 6.3.2_ca1942d0-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_209[To be determined]EvaluationImprove program evaluation processes to better quantify the outcomes of programs and policies and establish outcome-based performance measures for all major programs._b224adae-c000-11ec-a261-e1ddfa82ea00Strategy 6.3.4_ca194ff0-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_210[To be determined]GapsIdentify and develop strategies to address data gaps to support safety, equity, and other priorities._b224b2cc-c000-11ec-a261-e1ddfa82ea00Strategy 6.3.5_ca19644a-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_211[To be determined]CollectionStreamline data collection and Paperwork Reduction Act approval processes._b224b966-c000-11ec-a261-e1ddfa82ea00Strategy 6.3.6_ca196d64-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_212[To be determined]Decision MakingEducate the public on the value of their transportation investments by training U.S. DOT staff on data-driven decision-making and the use of evidence and evaluation._b224bbfa-c000-11ec-a261-e1ddfa82ea00Strategy 6.3.7U.S. DOT Staff_ca1979e4-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_213[To be determined]Tools & DataHelp grantees/partners with off-the-shelf tools/data and provide access to our data/tools._b224c1cc-c000-11ec-a261-e1ddfa82ea00Strategy 6.3.8DOT GranteesDOT Partners_ca198c22-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_214[To be determined]CompetenciesIncrease competencies in U.S. DOT’s mission-critical occupations and other areas, including program management._df8d9320-bf81-11ec-ac27-35c7f582ea006.4OST-MLead agencyOST-BLead agencyOVERSIGHT, PERFORMANCE, AND TECHNICAL ASSISTANCE ~ Improve program delivery and management of requirements, funding, contract performances, and program outcomes through effective planning, administration, and oversight of grants and contracts; increased technical assistance to stakeholders; and enhanced analytics and performance management services._ca199546-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_215[To be determined]Financial ReportingEnsure responsible and transparent stewardship and oversight of U.S. DOT funding by improving financial reporting systems and leveraging automation so timely and accurate information is available._ee1bc86e-c04c-11ec-866c-62160883ea00Strategy 6.4.1_ca19a1c6-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_216[To be determined]Technical Assistance & ResourcesImprove technical assistance and resources to awardees to ensure success and improved and equitable outcomes._ee1bd2aa-c04c-11ec-866c-62160883ea00Strategy 6.4.2_ca19b62a-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_217[To be determined]Mission SupportImprove mission support systems so timely and accurate information is available for better U.S. DOT oversight of operations, compliance activities, reporting functions, and business processes._ee1bd7be-c04c-11ec-866c-62160883ea00Strategy 6.4.3_ca19bfda-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_218[To be determined]Program/Project ManagersEmphasize the importance of program/project managers in the acquisition process._ee1bdb88-c04c-11ec-866c-62160883ea00Strategy 6.4.4DOT Program ManagersDOT Project Managers_ca19ce94-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_219[To be determined]ProcurementInclude procurement-specific narrative in the performance plans of U.S. DOT executives and their subordinates._ee1be682-c04c-11ec-866c-62160883ea00Strategy 6.4.5U.S. DOT ExecutivesU.S. DOT Subordinates_ca19e29e-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_220[To be determined]SustainabilityPromote a sustainable, clean, and resilient future for U.S. DOT’s employees, buildings, and operations to meet the challenge of the climate crisis by establishing a path to achieve net-zero emissions from all operations by 2050. Eliminate GHG emissions from U.S. DOT buildings, in collaboration with other Federal partners._df8d9500-bf81-11ec-ac27-35c7f582ea006.5OST-MLead agencyOST-BLead agencySUSTAINABILITY INITIATIVES_ca19eb90-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_221[To be determined]Performance PlansInclude procurement-specific narrative in the performance plans of U.S. DOT executives and their subordinates._b224c532-c000-11ec-a261-e1ddfa82ea00Strategy 6.5.1U.S. DOT ExecutivesU.S. DOT Subordinates_ca19f86a-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_222[To be determined]Light-Duty VehiclesEnsure new light-duty vehicle acquisitions are zero-emission vehicles._b224c9ba-c000-11ec-a261-e1ddfa82ea00Strategy 6.5.2_ca1a0da0-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_223[To be determined]Efficiency & WasteIncrease efficiency and reduce waste at all facilities and operations._b224ce92-c000-11ec-a261-e1ddfa82ea00Strategy 6.5.3_ca1a167e-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_224[To be determined]FacilitiesElectrify facility operations where appropriate and shift to carbon pollution-free electricity._b224d1ee-c000-11ec-a261-e1ddfa82ea00Strategy 6.5.4_ca1a2358-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_225[To be determined]ProductsUse procurement policy to prioritize sustainable, low-embodied carbon products and products without harmful pollutants such as per- and polyfluoroalkyl substances (PFAS)._b224d4a0-c000-11ec-a261-e1ddfa82ea00Strategy 6.5.5_ca1a373a-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_226[To be determined]Facilities & OperationsBuild a climate-resilient inventory of facilities and operations._b224d9d2-c000-11ec-a261-e1ddfa82ea00Strategy 6.5.6_ca1a404a-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_227[To be determined]Training & Performance PlansEstablish a climate- and sustainability-focused workforce culture by adding climate training and measures to performance plans where appropriate._b224dd2e-c000-11ec-a261-e1ddfa82ea00Strategy 6.5.7_ca1a4e5a-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_228[To be determined]BuildingsDesign, build, and lease resilient, net-zero emission buildings._b224dfd6-c000-11ec-a261-e1ddfa82ea00Strategy 6.5.8_ca1a6282-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_229[To be determined]Real EstateContinuously assess U.S. DOT’s real estate footprint to reduce our office footprint._b224e472-c000-11ec-a261-e1ddfa82ea00Strategy 6.5.9_ca1a6b56-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_230[To be determined]Travel & CommutingEncourage use of a variety of sustainable transportation modes in U.S. DOT personnel work travel and commuting._b224e8e6-c000-11ec-a261-e1ddfa82ea00Strategy 6.5.10U.S. DOT Personnel_ca1a7be6-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_231[To be determined]ICTHarden U.S. DOT’s enterprise information and communications technology against cyber threats._df8d96b8-bf81-11ec-ac27-35c7f582ea006.6OCIOLead agencyENTERPRISE CYBER RISKS KPI 6.6.1Systems & Assets CompliancePercentage_ca1a8f1e-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_232100% of eligible OA systems and assets meeting compliance on enterprise coverage, monitoring, protection, and assessment requirements, PIV/MFA authentication requirements for internal and external customers by September 30, 2025.StatusTarget Met1002025-09-30[To be determined]2025-09-30Cyber DefenseContinuously improve U.S. DOT’s internal cyber defense practices of identify, protect, detect, respond, and recover to ensure high availability of U.S. DOT systems and information resources._b224ebd4-c000-11ec-a261-e1ddfa82ea00Strategy 6.6.1_ca1a97fc-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_233[To be determined]Accuracy, Confidentiality & TrustDeploy the people, tools, and processes needed to ensure the accuracy, confidentiality, and trust in U.S. DOT’s systems and data by internal and external customers and other stakeholders, including the general public and government officials._b224f05c-c000-11ec-a261-e1ddfa82ea00Strategy 6.6.2 OST-BLead AgencyPerformerAll OAsLead AgenciesPerformerKPI 6.6.2.1Payment Accuracy RatePercentage_ca1aa5bc-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_234Achieve 99% payment accuracy rate for programs that include the Bipartisan Infrastructure Law to demonstrate robust internal controls at both the U.S. DOT and grant recipient levelsStatusTarget Met99[To be determined]KPI 6.6.2.2Submission RatesPercentage_ca1abea8-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_235Achieve 100% submission rates on monthly and quarterly Data Accountability and Transparency Act reporting submissions for all Bipartisan Infrastructure Law programs to provide financial and award level detail to the American people.StatusTarget Met100[To be determined]Continuity of OperationsStrengthen U.S. DOT’s cybersecurity total situational awareness and system control as intended and authorized to ensure continuity of operations._b224f3ae-c000-11ec-a261-e1ddfa82ea00Strategy 6.6.3_ca1ad640-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_236[To be determined]Training & Professional DevelopmentProvide professional development and training for all U.S. DOT staff to act as required in their roles to reduce U.S. DOT cybersecurity risks._b224f64c-c000-11ec-a261-e1ddfa82ea00Strategy 6.6.4_ca1ae4aa-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_237[To be determined]Zero TrustMake all U.S. DOT systems secure by design and implement zero trust principles in all systems._b224fa98-c000-11ec-a261-e1ddfa82ea00Strategy 6.6.5_ca1aff26-c375-11ec-a8d6-d0221283ea00PLACEHOLDER_238[To be determined]_ca1b08f4-c375-11ec-a8d6-d0221283ea002021-10-012026-09-302022-04-24_ca1b16b4-c375-11ec-a8d6-d0221283ea00OwenAmburOwen.Ambur@verizon.net