1
MOORE-MILLER
ADMINISTRATION
2024 STATE PLAN
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Moore-Miller Administration 2024 State Plan
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TABLE OF CONTENTS
Letter from the Governor ................................................................................................................... 4
Overview of the Moore-Miller State Plan ............................................................................................... 6
Leave No One Behind by...
1. Ending Child Poverty in the State of Maryland .......................................................................... 8
2. Setting Maryland’s Students Up for Success ......................................................................... 11
3. Creating an Equitable, Robust, and Competitive Economy ................................................. 14
4. Connecting Marylanders to Jobs ............................................................................................18
5. Creating Safer Communities ................................................................................................... 21
6. Making the State of Maryland a Desirable
and Affordable Home for All Residents .................................................................................. 24
7. Advancing Infrastructure to Better Connect
All Marylanders to Opportunities and Each Other ................................................................ 27
8. Ensuring World-Class Health Systems for All Marylanders ................................................. 31
9. Making Maryland a Leader in Clean Energy
and the Greenest State in the Country ..................................................................................... 34
10. Making Maryland a State of Service .................................................................................. 37
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Moore-Miller Administration 2024 State Plan
LETTER FROM THE GOVERNOR
A little more than a year ago, I stood on the steps of the State House and
thanked you – the people of Maryland – for the honor you gave me and
Lieutenant Governor Miller. I said then, and I still believe now, that our state is
truly remarkable. Maryland is home to dynamic industries, spectacular natural
beauty, and people as talented as they are determined. But for too long,
Maryland has been asset-rich and strategy poor. For too long, we’ve followed
politics and not the data. For too long, we left too many people behind.
Under our Administration, that is changing.
Today, I am proud to release our Maryland State Plan - the first in a decade.
Our plan lays out how we will deliver results for Marylanders. We’ve centered
this plan on our vision for Maryland - to make Maryland safer, more affordable,
more competitive, and a state that continues to serve. To turn this vision
into reality, we will focus on the ten implementation priorities detailed in this
document. Each of these priorities is shaped by the data and the problems
we’re trying to solve. And make no mistake - this is not a plan that will sit on
a shelf. I have directed my Cabinet to track our progress and hold ourselves
accountable. We have a big challenge ahead of us, but it is a challenge we
must undertake to get Maryland back on track.
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As the first State Plan of our Administration, we expect this plan and our approach to grow and
evolve as we make progress, learn what works and what doesn’t, and listen to Marylanders.
Just as important as what our goals are is how we will implement them. In implementing our State
Plan, we will be a government committed to:
• DEFENDING THE RIGHTS, FREEDOMS, AND DIGNITY OF ALL MARYLANDERS;
• REBUILDING AND REIMAGINING STATE GOVERNMENT TO MEET THE NEEDS OF RESIDENTS;
• PRIORITIZING DATA, EVIDENCE, AND CONTINUOUS IMPROVEMENT;
• GOVERNING THROUGH PARTNERSHIP; AND
• LEVERAGING CAPITAL OF ALL KINDS.
Our State Plan is a management tool, but it is also a document that embodies our values.
The strategies we deploy will directly affect the lives and livelihoods of Marylanders. We have
already made progress – from bolstering our economic competitiveness to mounting the
most aggressive assault on child poverty in Maryland history to taking an all-of-the-above
approach to public safety in all of our communities. But there is much more to do. This plan is our
roadmap of how we will get big things done and restore faith in what government can deliver.
The challenges ahead demand that all of us do our part to move Maryland forward – front-line
state employees, companies, philanthropies, educational institutions, partners, and Marylanders
finding their own way to serve each other. Thank you for being full partners in the work.
Governor Wes Moore
Letter From the Governor
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Moore-Miller Administration 2024 State Plan
OVERVIEW OF THE MOORE-MILLER STATE PLAN
We developed this State Plan to lay out an implementation roadmap of the
Moore-Miller Administration’s mission to “Leave No One Behind” in Maryland.
The plan is centered on ten priorities developed with agencies and building
upon their engagement with the community, insights from the Moore-Miller
Transition Report, and work done in the first year of the Administration.
This plan complements our FY 2025 budget proposal and 2024 legislative
agenda, which were unveiled earlier this month.
For each of the 10 priorities in this plan, we lay out three elements – the
articulation of the priority area, the flagship objectives that we aim to achieve
within each priority, and the key performance indicators we will use to
measure success.
The priorities are the articulation of the highest aspirations for the state and
highlight our commitments. Over the past year, we have taken significant
strides in fulfilling our mission across the priority areas. In this plan, we further
describe our commitment to build and expand on our successes.
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The objectives are the flagship goals we have set for each of the ten priorities. Our ambitious ten
priorities are aspirational and enduring, with the objectives being clear guideposts along the way.
While these objectives are not exhaustive, they were selected to provide examples of the types of
activities the state will be engaging on to build Maryland’s future. We will also adapt and evolve our
approaches as needed.
The key performance indicators to measure progress have been selected to highlight the data-
driven approach we plan to take to track the state’s progress. While some indicators are not fully in
the control of the State government, we have included some here as north stars to guide our work.
While taking this approach, we will continue to work to improve data availability and sharing to
enable improved transparency and increase the use of data to drive decision-making.
We recognize that to be successful, our State Plan will need to be dynamic and evolve to incorporate
lessons learned and voices from the community. This State Plan is also not comprehensive of
everything the state does, nor everything we will do to achieve our priorities. Rather, it covers our
high-level priorities. The goal of the Moore-Miller Administration is to bring together all of Maryland
in owning, assessing, and implementing this State Plan to ensure that no one is left behind.
Overview of the Moore-Miller State Plan
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Moore-Miller Administration 2024 State Plan
LEAVE NO ONE BEHIND BY
1.ENDING CHILD POVERTY
IN THE STATE OF MARYLAND
“No group deserves our help more than the children of Maryland. In a state with the highest
median income in the country, one in eight children lives in poverty. How can we expect them
to fill their minds with ideas, if they cannot fill their stomachs with food? How will they rise
above their station if they are in a constant state of deprivation? We can, and we will, end child
poverty in the state of Maryland.” - Governor Wes Moore
The Moore-Miller Administration’s commitment to young people throughout Maryland is embedded
in the state’s responsibility to support all young people and provide them with the tools and resources
they need to thrive. Currently, 1 in 8 Maryland children lives in poverty, with Baltimore City and
Prince George’s County accounting for ~40%.
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We are committed to driving this number down
significantly in the coming decade.
Beyond the clear benefits to young people, reducing childhood poverty delivers gains for all
Marylanders, from the aversion of long-run criminal justice and healthcare costs and a more robust
economy and workforce, now and in the future. Based on the research by the National Academies,
cutting childhood poverty in half could benefit Maryland by up to $13 billion annually with reduced
Medicaid and criminal justice state expenditure.
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In addition, investing in Maryland’s child poverty
reduction could result in higher workforce participation by encouraging work through the Earned
Income and Child Tax Credits, as per the National Academies’ research.
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During his first legislative session, Governor Moore took historic action towards ending childhood
poverty by raising the minimum wage to $15 an hour on January 1, benefiting 163,000 Maryland
workers and 120,000 children. Governor Moore, also released $10 million in previously withheld
funding to support paid family and medical leave, and he enacted the Family Prosperity Act, which
will lift 34,000 children to the next rung on the economic ladder by expanding the Earned Income
Tax Credit and the Child Tax Credit. In addition, the state provided $50 million in general funds to
support the Temporary Cash Assistance program which assists more than 50,000 Marylanders.
Maryland also provided $5 million for the Summer SNAP program, $4.8 million more than the
mandated level of $200,000. This program provides nutritional benefits to eligible children during
the months they are out of school.
To further help end child poverty in Maryland, in January 2024 Governor Moore introduced the
ENOUGH Act - a first-in-the nation state level effort to end concentrated child poverty and build
1
US Census Bureau American Community Survey (ACS) 2021, 5-year estimates. Analysis created using custom data extracts from the Integrated Public Use Microdata Series (IPUMS), University of Minnesota. (2/3 of
Maryland’s children in poverty reside in Baltimore City, Prince George’s County, Montgomery County, and Baltimore County)
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National Academies. (2019). A Roadmap to Reducing Child Poverty. https://nap.nationalacademies.org/catalog/25246/a-roadmap-to-reducing-child-poverty
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safe and economically thriving communities. The Governor’s FY 2025 Budget proposal includes
$15 million for the first year of the ENOUGH Act, as well as $270 million to support Child Care
Scholarship (CCS) to help families enroll their young children in high-quality child care, and $9
million to support implementation of the new Federal EBT program that will support nutrition of
children when school is not in session and have access to free or reduced-cost meals. The Governor’s
budget also prioritizes increased investments in education and housing, targeting families most in
need. The Governor is also calling upon outside partners to invest in communities with the highest
concentrations of poverty and support evidence-based, child-centered, and place-based plans.
OBJECTIVES AND CORE STRATEGIES
The State of Maryland’s plan to reduce child poverty is informed by the National Academies’
Roadmap to Reducing Child Poverty
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, which identified direct income and expense assistance,
including the Earned Income and Child Tax Credits (EITC and CTC), incremental housing support,
and food assistance as the most cost-effective federal interventions to reduce poverty. Maryland
translates these elements to a State-led context while also considering other innovative strategies
and accounting for progress already made, including via the Family Prosperity Act.
EXHIBIT 1. OBJECTIVES TO END CHILD POVERTY IN THE STATE OF MARYLAND
Based on the roadmap, the State defines three key objectives in working to end child poverty (see
Exhibit 1)
1.1 Achieve immediate reductions in child poverty through economic benefits assistance to
families across the state. This includes increasing and expanding access to means-tested, cash
assistance programs (e.g., Earned Income and Child Tax Credits, nutrition assistance, child
care support, health care insurance) and partnering with nonprofits to do so.
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The National Academies are a private, nongovernmental institution established by Congress to advise the nation on issues related to science and technology. Congress asked the National Academies to provide
a nonpartisan, evidence-based report of the most effective means for reducing child poverty by half in the ten years
Ending
child poverty
in the State of
Maryland
1.1
Achieve immediate reductions in child poverty
through increased economic benefits for
families across the state
1.2
populations and in high-need places that may
require a more tailored strategy
1.3
End cycles of poverty and help create
sustained long-term wealth
Ending Child Poverty in the State of Maryland
1.1
1.2
1.3
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Moore-Miller Administration 2024 State Plan
1.2 Ensure effective reduction for vulnerable populations and in high-need places that may
require a more tailored strategy through the Governor’s proposed ENOUGH Act. If passed,
the ENOUGH Act will use place-based strategies to:
• Increase access to high quality education and care - cradle to career. This includes
effective implementation of the Blueprint for Maryland’s success.
• Connect workers to quality jobs and in-demand occupations and support
entrepreneurship.
• Enable family-sustaining income and access to affordable high quality housing, child care
and health care, including reproductive, maternal, behavioral and mental health care.
• Build economically strong, healthy and safe communities.
• Provide high-quality support for vulnerable populations.
• Promote inclusive economic development to break the cycle of poverty.
1.3. End intergenerational cycles of poverty and help create sustained long-term wealth across
the state by removing barriers to creating wealth and provide resilience against income
shocks (such as losing a job). This includes efforts to support small business creation and
homeownership in disadvantaged communities. Importantly, the economic benefits noted in
1.1 above are also aimed at helping families build wealth by increasing their ability to save.
Three cross-cutting strategies are also part of the above objectives for reducing child poverty:
• ELIMINATE BARRIERS TO PROGRAM PARTICIPATION BY STREAMLINING APPLICATION AND
RE-ENROLLMENT PROCESSES.
• INCREASE CROSS-AGENCY COORDINATION AT THE LOCAL AND STATE LEVEL TO SERVE INDIVIDUALS,
FAMILIES AND COMMUNITIES MORE HOLISTICALLY.
• STRENGTHEN PARTNERSHIPS WITH SERVICE PROVIDERS, COMMUNITY ORGANIZATIONS, NONPROFITS,
AND THE PRIVATE SECTOR TO LEVERAGE PUBLIC-PRIVATE PARTNERSHIPS AND SUPPORT COMMUNITY-
DRIVEN ACTION.
To track progress, the State plans to measure overall effectiveness of current direct assistance
programs as well as overall outcomes through indicators like number of families experiencing
homelessness, number of at-risk youths and recidivism (see Exhibit 2).
Exhibit 2. Indicators to measure success in ending child poverty in the State of Maryland
Key Performance Indicators
• Enrollment in key economic benefits programs, such as:
· Supplemental Nutrition Assistance Program (SNAP)
· Temporary Cash Assistance (TCA)
· Maryland Energy Assistance Program (MEAP)
· Temporary Disability Assistance Program (TDAP)
• Entries to foster care due to neglect
• Number of families and individuals experiencing homelessness
• Number of at-risk youths reached with preventive services (e.g., summer youth employment)
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LEAVE NO ONE BEHIND BY
2. SETTING MARYLAND’S STUDENTS UP
FOR SUCCESS
“And importantly, we do not have to choose between giving our children an excellent education and
an equitable one. We will ensure that every student knows their state loves, and needs them — and
we will create policies to help them thrive. We will invest in our special education students, our
English language learners, our LGBTQIA+ students, students experiencing homelessness, and every
kid who needs a little extra help. We will see to it that mental and behavioral health challenges do
not prevent our children from getting the education they need and deserve. And while Maryland is
home to some of the world’s greatest institutions of higher education — a fact of which we should
be very proud — we must end the myth that young people must attend one of them to be successful.
Every student in Maryland will know that there are many paths to success and fulfillment — and
those paths begin with high-quality, highly inclusive schools from Pre-K to 12th grade.”
- Governor Wes Moore
The Moore-Miller Administration is committed to delivering opportunity and the promise of a
better future to every Maryland child. Even though Maryland has the second highest percentage
of population with a bachelor’s degree or higher in the country, there are still challenges with
educational equity. For example, today there is a 10% disparity in high school graduation rates
between Black/African American students and their white peers, and a 20% gap for Hispanic
students.
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Governor Moore is dedicated to addressing these and other challenges in the coming
years by delivering an excellent education system that sets every one of Maryland’s students up for
success.
Investing in education is also preparation for Maryland’s competitive and fair future. For example,
high quality early childhood programs can yield a $4 – $9 dollar return per $1 invested.
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Therefore,
the state is committed to providing an excellent education for all 900,000 Pre-K to 12th grade
students
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and over 170,000 college students in Maryland
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, especially those who have been
historically underserved, in order to build the foundation for Maryland’s future success by working
together with over 120,000 educational professionals in over 1,400 public schools.
The Moore-Miller Administration has begun to lay the groundwork to set students on the path
toward success by investing in education including funding a record $8.7 billion in K-12 public
education, $900 million for the education Blueprint, $422 million toward Maryland’s historically
black colleges and universities (HBCUs), and $393 million for Maryland’s community colleges.
4
Maryland State Department of Education (2023), Cohort Graduation and Dropout Rates. https://marylandpublicschools.org/stateboard/Documents/2023/0228/CohortRatesSBOE_022023.pdf
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Center on the Developing Child at Harvard University, InBrief: Early Childhood Program Effectiveness. https://developingchild.harvard.edu/resources/inbrief-early-childhood-program-effectiveness/
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Maryland State Department of Education (2023), Maryland Transforms: A Strategic Plan Guidebook. https://strategicplan.marylandpublicschools.org/maryland-transforms/
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Including students in Maryland public schools and the University System of Maryland, respectively
Setting Maryland’s Students Up for Success
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Moore-Miller Administration 2024 State Plan
Governor Moore also signed and authored the Educator Shortage Reduction Act to address
educator shortages across the state and help current and future educators succeed.
The Governor’s FY 2025 budget also includes funding proposals to set Maryland’s students up for
success. The FY 2025 budget provides record funding for K-12 education, investing $9.2 billion
in Maryland’s public schools—fully funding Blueprint for Maryland’s Future programs. The $9.2
billion reflects an increase of $461 million or 5.3 percent compared to FY 2024. In addition funding
to support low-income students grows by $160 million (8 percent) over FY 2024. This includes
$131 million in additional grant funding to expand wrap-around services in schools with high
concentrations of poverty. Finally, the Governor’s budget includes $2.3 billion in record state funding
to University System of Maryland institutions.
OBJECTIVES AND CORE STRATEGIES
The State of Maryland’s plan to transform its education system to a world-class model is informed by
the Blueprint for Maryland’s Future, a landmark piece of legislation passed in 2021, which identified
five distinct pillars to support the foundation needed to elevate every child to reach their full promise
and potential (captured below in Exhibit 15).
EXHIBIT 3. OBJECTIVES TO SET MARYLAND’S STUDENTS UP FOR SUCCESS
Based on the roadmap, the State defines five key objectives in setting Maryland’s students up for
success (see Exhibit 3):
2.1 Expand equitable early childhood education (ECE), including full-day Pre-K at no cost for kids
from lower-income families and support services for at-risk children and their families.
This also means driving a higher quality of ECE by increasing the number of well-trained
educators, improving standards and instructional materials, and monitoring the outcomes of
student growth.
Setting
Maryland’s
students up for
success
2.1
Expand equitable early childhood education
2.2
Develop high quality and diverse teachers
and leaders
2.3
Promote college and car
eer r
eadiness
2.4
Provide more resources for student success
2.5
Enhance governance and accountability
2.1
2.2
2.4
2.3
2.5
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2.2 Develop high-quality and diverse teachers by improving teacher preparation and development
programs, increasing starting salary, providing incentives for National Board Certified
Teachers, as well as expanding education pathways to diversify and retain educators.
2.3 Promote college and career readiness (CCR) by establishing standards and driving all
students to meet the CCR standard by 10th grade, developing an early warning system to
identify potential at-risk students, and enabling students to enter Post-CCR pathways such as
apprenticeship programs that are aligned with students’ strengths and industries’ needs.
2.4 Provide more resources for student success by strengthening wraparound and mental health
services through community schools, establishing workgroups on multilingual learners,
improving students’ access to state financial aid, and increasing funding for special education,
financial assistance, and other evidence-based support.
2.5 Enhance governance and accountability by working with the Accountability Implementation
Board and Expert Review Teams program, which will hold the state and local education
agencies accountable for the implementation of Blueprint strategies.
To track progress, the State plans to measure students’ academic growth at distinct stages, as well
as enrollment and graduation rates, teacher retention, school resources, and financial support for
students (see Exhibit 4).
Exhibit 4. Indicators to measure success in Setting Maryland’s students up for success
Key performance indicators
• Percent of kindergarten students scoring at the Demonstrating Readiness level on the
Kindergarten Readiness Assessment (KRA)
• Percent of grade 3 students scoring at or above Proficient on the Grade 3 English
Language Arts (ELA) assessment
• Percent of new teachers of color as measured by the Fall Staff Collection report
• Percent of teachers retained over a 3-year period
• Percent of schools with one or more school psychologists, mental health professionals, etc.
• Percent of grade 8 students that are chronically absent, received suspensions, or failed
ELA or math courses in grades 6-8
• Percent of children in grades 9 through 12 who drop-out of school in an academic year
• High school graduation rate
• Percent of students receiving Maryland Community College Promise Scholarship
• Percent of students receiving any state financial assistance award
• Four-year transfer and graduation rate of first-time community college students
Setting Maryland’s Students Up for Success
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Moore-Miller Administration 2024 State Plan
LEAVE NO ONE BEHIND BY
3. CREATING AN EQUITABLE, ROBUST,
AND COMPETITIVE ECONOMY
“We made strategic investments to create jobs, build wealth, and to generate economic growth. When we
took oce, Maryland was ranked 43rd in unemployment. Maryland was ranked 47th in economic
momentum. One year in, Maryland now has the lowest unemployment rate in the country, and we have
jumped 20 slots in economic momentum...but today, that work continues.” - Governor Wes Moore
The Moore-Miller Administration recognizes Maryland’s economic potential and commits to making
the state better positioned to compete in the global economy and create new opportunities for all.
Building an economy that leaves no one behind and one that is centered on expanding opportunities
to work, wages, and wealth will require the development of an aggressive economic development
strategy that leverages existing assets, forming partnerships, and investing in programs and
initiatives that demonstrate the potential of achieving the desired outcomes.
For decades, Maryland has not been able to transform its assets into meaningful strategic economic
advantages to uplift all Marylanders. Early last year, Maryland’s overall economic competitiveness
ranked low in the nation, with GDP growth and exports per capita at 49th and 37th in the nation,
respectively.
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Maryland’s overall economy is growing at a slower rate than other states, at 0.7%
GDP, and trailed behind peer states in its innovation climate and foreign investment.
9, 10, 11
To strengthen Maryland’s economic competitiveness, the State must aggressively commit itself
to building a climate that encourages and promotes economic development from all sectors and
businesses of all sizes. From Fortune 500 companies to Main Street businesses, Maryland needs to
cultivate a diverse ecosystem of industries to promote its long-term economic and fiscal health.
To that end, the Moore-Miller Administration has already delivered tangible results to support
this global objective. Governor Moore signed an executive order creating the Maryland Economic
Council to map Maryland’s economic assets, identify opportunities for growth, and drive an
economic development strategy to accomplish. During his first legislative session, Governor Moore
introduced and signed two bills focused on economic development: the Innovation Economy
Infrastructure Act (a pilot program leveraging state dollars for grants that expand access to capital
and bring tech-driven investments to the state from renewable energy to quantum commuting,
while driving long-term innovation), and the Access to Banking Act (which improves access to low-
and moderate-income communities to empower entrepreneurs to develop work and wealth across
the state). Governor Moore also signed an executive order to strengthen government accountability
8
Ludwig, A. (n.d.). Maryland Chamber of Commerce | Maryland Competitiveness Data. Mdchamber.org. https://mdchamber.org/resources/maryland-competitiveness-data/#:~:text=Maryland
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Ludwig, A. (n.d.). Maryland Chamber of Commerce | Maryland Competitiveness Data. Mdchamber.org. https://mdchamber.org/resources/maryland-competitiveness-data/#:~:text=Maryland
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(2020). Eimpactv3.com. https://massachusetts-tech-mhtc.eimpactv3.com/dashboards/118/rankings/innovation
11
New Foreign Direct Investment in the United States, 2022 | U.S. Bureau of Economic Analysis (BEA). (2022). Bea.gov. https://www.bea.gov/news/2023/new-foreign-direct-investment-united-states-2022
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for Maryland’s Minority Business Enterprise program, underscoring the administration’s
commitment to strengthening participation, compliance, and accountability for the program.
The executive order will provide the Moore-Miller Administration with data to assess Maryland’s
current Minority Business Enterprise program performance and inform program development
strategy in order to meet the state’s 29% participation goal.
Baltimore’s recent designation as a Tech Hub – only one of 31 in the nation – presents a
transformative opportunity to create jobs in industries of the future; cultivate and strengthen
partnerships within the public, private, and nonprofit sectors; and position Maryland to be at the
forefront of the tech economy through the lens of equity. Additionally, the Governor’s FY 2025
budget proposes $6.4 million in new state funding in FY 2025 to support Baltimore’s Tech Hub
Consortium and help compete for an opportunity of up to $70 million through the Tech Hub Phase
2 grant from the U.S. Economic Development Administration. Similarly, the FBI relocation to
Greenbelt will bring more than 7,500 jobs and over $4 billion in economic activity to Maryland while
confirming the state as the cyber tech capital of the nation.
Maryland’s economy is experiencing significant momentum. A December 2023 report by the US
Bureau of Economic Analysis indicated that Baltimore City’s economy grew at a rate of 5.9 percent
in 2022, the second fastest rate of growth of any Maryland county (highest among large MD
counties) and 8th highest among large counties nationwide. Maryland’s ranking in the Index of
State Economic Momentum jumped 20 slots, going from a rank of 47th to 27th during 2023.
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Maryland also now has the lowest unemployment rate in the country.
The Moore-Miller Administration is committed to building on this momentum. Creating an equitable,
robust, and competitive Maryland economy would lead to better employment opportunities, higher
wages, and allow families across the state to build the generational wealth needed for economic
stability. For example, by considering equity outcomes in the state’s strategies - such as allowing
small, minority-owned businesses easier access to capital - we are working to combat the disparity
of wealth between white and Black families.
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OBJECTIVES AND CORE STRATEGIES
Creating an equitable, robust, and competitive Maryland economy is a holistic effort requiring
an efficient infrastructure system, an aligned workforce to maintain labor supply that meets the
needs of both target and current businesses,
14
and strategic development through clusters, local
entrepreneurship, and an attractive financial climate.
15
To further the State’s productivity, input from
Maryland small businesses and relevant industry stakeholders informed the state’s plan to increase
economic competitiveness. Given that, the State of Maryland aims to deliver on improving such key
drivers of competitiveness
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across three objectives (see Exhibit 5):
12
Index of State Economic Momentum, December 2023, Volume 41, Issue 24 | Federal Funds Information for States (ffis.org)
13
A Bold Plan to Unlock Economic Opportunity for Maryland’s Black Families. (n.d.). Wes Moore for Maryland. Retrieved October 4, 2023, from https://wesmoore.com/issues/unlocking-opportuni-
ty-for-black-families-maryland/
14
State Economic Development Strategies | Urban Institute. (2017, April 24). www.urban.org. https://www.urban.org/research/publication/state-economic-development-strategies
15
Regional Development Plan. (n.d.). Delta Regional Authority. Retrieved October 5, 2023, from https://dra.gov/about/strategic-development-plan/
16
Moore-Miller Transition Plan
Creating an Equitable, Robust, and Competitive Economy
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Moore-Miller Administration 2024 State Plan
EXHIBIT 5. OBJECTIVES TO CREATE AN EQUITABLE, ROBUST, AND COMPETITIVE ECONOMY
There are three key objectives in creating an equitable, robust, and competitive economy (see
Exhibit 13):
3.1 Develop key sectors, such as life sciences, artificial intelligence, IT/cyber, research and
development, clean energy, military & federal civilian agencies, aerospace, and sports/arts/
entertainment by attracting, retaining, and investing in Maryland businesses and companies.
3.2 Strengthen and incentivize diverse local small businesses and entrepreneurship, by promoting
equitable access to capital and making it easier to start and run a business in Maryland
through more efficient business licensing, access to financial support, and technical assistance
programs. In conjunction, the state also plans to lead by example by carrying out fair and
equitable procurement processes that foster increased participation among minority-owned,
woman-owned, veteran-owned and small businesses.
3.3 Attract and secure federal, private, and foreign investments to promote domestic and
international trade of Maryland products and drive business creation, expansion and retention
in Maryland.
To measure progress, the State plans to track overall growth of Maryland’s economic
competitiveness through critical indicators of innovation such as patents and start-ups, labor, and
capital investments, as well as relevant outcomes such as number of jobs created or retained
(see Exhibit 6).
3.1
3.2
3.3
Creating an
equitable, robust,
and competitive
economy
3.1
Develop key sectors
3.2
Strengthen and incentiviz
e di
verse local
small businesses and entrepreneurship
3.3
Attract and secure federal, private, and
foreign investments
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Exhibit 6. Indicators to measure success in increasing Maryland’s economic competitiveness
Key performance indicators
• Maryland’s growth in total real gross domestic product (real GDP)
• Number of jobs created and retained
• Maryland’s unemployment rate
• Maryland’s labor force participation rate
• Number of certified firms in the following socioeconomic procurement programs: Minority
Business Enterprise (MBE), Veteran-Owned Small Business Enterprise (VSBE), and Small
Business Reserve (SBR)
• Number of new patents issued annually per capita
• Total number of new business registrations
• Total employment
Creating an Equitable, Robust, and Competitive Economy
18
Moore-Miller Administration 2024 State Plan
LEAVE NO ONE BEHIND BY
4. CONNECTING MARYLANDERS TO JOBS
“Because our workforce, both public and private, is the key to our state’s future. Study after study tells us
the same thing. Every business across the country says their number one factor for relocation, for growing
their companies where they are, is a trained and educated workforce. This is not something we need to
create from scratch. That workforce already exists. The state just needs to strategically use its assets and
resources to unlock its potential.” - Governor Wes Moore
The Moore-Miller Administration is committed to accelerating the economy, focusing first on “work,
wages and wealth” - which requires a systematic effort toward equitable and ambitious employment
for all Marylanders.
17
Despite Maryland’s rich educational assets, the state continues to see ongoing
labor shortages in key industries and has more people in the workforce leaving the state than
moving in, indicating a perceived lack of opportunity.
18
Maryland is categorized as most severe
in the worker shortage index nationally, trailing behind peer states.
19
About 7.6% of Maryland’s
jobs are currently unfilled, with particular barriers of entry for women, youth and justice-involved
individuals, who have lower workforce participation overall.
20, 21, 22, 23
Furthermore, as of November
2023, Maryland’s labor force participation rate was 65.2%. This rate fell during the COVID-19
pandemic (69.3% in January 2020) and has yet to fully rebound. At the same time the demand
for workers is only expected to increase, with Governor Moore announcing in 2023 the creation of
nearly 32,000 new jobs across the state.
In his first budget, Governor Moore invested nearly $5 million to the Maryland Apprenticeship
Training Program, including $1 million in tax incentives for employers. Governor Moore signed an
executive order to promote workforce development in state public works projects which is a national
model for the nation on how to utilize project labor agreements. Governor Moore also launched
new workforce development programs in the public sector and hospitality industry to expand
apprenticeships across the state.
Additionally, the Governor’s FY 2025 budget includes investments in quality child care to support
workers. The budget also proposes $2 million increase in state funds to increase the number of
grantees for the Employment Advancement Right Now (EARN) program, which is nationally
recognized and works to ensure that Maryland has the talent it needs by focusing on industry sector
strategies that produce long-term solutions to sustained skill gaps and personnel shortages, and
$2.5 million in new funding to launch a pilot program for apprenticeship pathways within state
government agencies.
17
Governor Moore Proclaims Labor Day in Maryland - Press Releases - News - Office of Governor Wes Moore. (n.d.). Governor.maryland.gov. Retrieved October 10, 2023, from https://governor.maryland.gov/
news/press/pages/governor-moore-proclaims-labor-day-in-maryland.aspx
18
Ludwig, A. (n.d.). Maryland Chamber of Commerce | Maryland Competitiveness Data. Mdchamber.org. Retrieved October 4, 2023, from https://mdchamber.org/resources/maryland-competitive-
ness-data/#:~:text=Maryland
19
Ferguson, L. C., Stephanie. (2023, September 15). Understanding America’s Labor Shortage: The Most Impacted States. Www.uschamber.com. https://www.uschamber.com/workforce/the-states-suffering-
most-from-the-labor-shortage?state=md
20
Maryland’s Labor Shortage : I95 Business. (n.d.). I95business.com. Retrieved October 6, 2023, from https://i95business.com/articles/content/marylands-labor-shortage-1828
21
U.S. Bureau Of Labor Statistics. (2023). Current Population Survey (CPS). Bls.gov. https://www.bls.gov/cps/
22
U.S. Bureau Of Labor Statistics. (2023). Current Population Survey (CPS). Bls.gov. https://www.bls.gov/cps/
23
Initiative, P. P. (n.d.). Data toolbox. www.prisonpolicy.org. https://www.prisonpolicy.org/data/
19
A strong workforce is a key aspect of investment attraction and innovation within the State of
Maryland, ensuring that businesses can stay competitive in the global market. As companies look for
qualified professionals, workforce development also allows Marylanders to engage in the creation of
innovative products and services. By deploying targeted strategies to close the skill gap, the State of
Maryland is creating new opportunities for those who have been historically left behind.
24
OBJECTIVES AND CORE STRATEGIES
The State of Maryland’s plan to connect Marylanders to jobs is informed by analytical examination
of shortages and inequities within the current composition of Maryland’s workforce to define in-
demand areas and the most affected populations. Partnership between key state leaders, such
as the Department of Labor, Department of Commerce and the Maryland Higher Education
Commission informs the strategy taken to increase workforce participation overall by eliminating
barriers to employment and targeting shortages in high-growth occupations. Given that, the State’s
plan aims to deliver on two core objectives (see Exhibit 17):
EXHIBIT 7. OBJECTIVES TO CONNECT MARYLANDERS TO JOBS
Based on the roadmap, the State defines two key objectives in connecting Marylanders to jobs (see
Exhibit 7):
4.1 Help workers move to in-demand occupations through scaling up and addressing shortages
of the workforce in key areas such as healthcare and IT and creating employer partnerships to
prepare talent for jobs of the future.
4.2 Support Marylanders in accessing quality jobs, particularly for women, youth, people with
disabilities, and justice-involved individuals. Our strategies include targeting existing agency
programs such as EARN and outreach to increase women’s labor force participation,
24
https://www.air.org/sites/default/files/WDEMP-Importance-of-Workforce-Development-Brief-April-2021.pdf
4.1 4.2
Connecting
Marylanders
to jobs
4.1
Help workers move to
in-demand occupations
4.2
Support Marylanders in
connecting to quality jobs
Connecting Marylanders to Jobs
20
Moore-Miller Administration 2024 State Plan
increasing exposure to employers and supporting counseling for youth, and removing
structural barriers to employment for justice-involved individuals.
Across both objectives, the State will act to:
• PROVIDE NAVIGATION AND COUNSELING AND REMOVE BARRIERS TO UPSKILLING BY CREATING A PAY-IT-
FORWARD FUND THAT SUPPORTS PEOPLE TRAINING FOR SHORTAGE AREAS PAIRED WITH WRAPAROUND
SUPPORT, INCLUDING BUILDING ON PREVIOUS EFFORTS SUCH AS THE COMMUNITY COLLEGE PROMISE
TO IMPLEMENT INNOVATIVE FUNDING MECHANISMS AND OFFER BEST-IN-CLASS NAVIGATIONAL
RESOURCES
• STRENGTHEN TRAINING AND EDUCATION INSTITUTIONS (E.G., HIGHER EDUCATION INSTITUTIONS AND
WORKFORCE TRAINING PROVIDERS) THROUGH SERVICES FOR PARTICIPANTS TO ENTER RELEVANT
TRAINING, SUCCESSFULLY COMPLETE IT, AND CREATE A CLEAR PATHWAY TO EMPLOYMENT
• ENGAGE EMPLOYERS TO UNDERSTAND SKILL GAPS AND ENCOURAGE UPWARD MOBILITY FOR WORKERS
To track progress, the State plans to measure progress among all stages of participation in the labor
force, from training programs to employment opportunities. Further focus will be placed on key
groups of Marylanders, such as women, youth, and justice-involved individuals (see Exhibit 8).
Exhibit 8. Indicators to measure success in connecting Marylanders to jobs
Key performance indicators
• Number of Maryland workers
• Number of Marylanders ages 16-24 who are neither in school nor working
• Percent of labor force participation of women (age 25-54)
• Number of active registered apprenticeship programs
• Number of active apprentices
• Percentage of EARN Maryland incumbent participants that acquire a new credential,
certification, or skill as a result of participation in EARN Maryland training
• Percentage of EARN Maryland participants who complete training placed
into employment
21
LEAVE NO ONE BEHIND BY
5. CREATING SAFER COMMUNITIES
“Pushing back on violence is about accountability and action, yes – but it’s also about prevention,
coordination, and strategy. In Maryland, we’ve taken an all-of-the-above approach to public safety, to
support state and local law enforcement, build stronger communities, and coordinate across all parts of
government and all parts of society.” - Governor Wes Moore
The Moore-Miller Administration is committed to creating a safer Maryland for all. The
administration is focused on improving public safety by increasing accountability for the most violent
offenders, creating safe and thriving communities by investing deeply in both law enforcement and
communities, and being data led in identifying the underlying causes of recidivism and identifying
best practices/programs to deter crime throughout our state.
The Governor took an all-of-the-above approach to crime by focusing on supporting law
enforcement, building stronger communities, coordinating across governments, and investing in
Maryland’s youth through the Safe Summer initiative. For example, the Moore-Miller Administration
prioritized resources for law enforcement in FY 2024, providing a record $127 million to local law
enforcement.
25
The Safe Summer Initiative prioritized early intervention to build a more effective,
less expensive, and better long-term approach to improving public safety and bolstering opportunity
for youth involved in Maryland’s juvenile justice system.
Governor Moore also bolstered coordination with local and federal law enforcement agencies
and resumed an active partnership between Baltimore City and the Maryland Coordination
and Analysis Center (MCAC) - the focal point between Maryland’s public safety agencies that
provides critical data, analysis, and insight on crime trends and root causes. Governor Moore also
invested $11 million in MCAC to expand staffing, invest in technology infrastructure, and promote
intelligence sharing in coordination with all local jurisdictions.
In addition, the Governor’s Office of Crime Prevention and Policy dedicated more than $280 million
in FY 2023 in combined Federal and State funds through 885 awards towards criminal justice
strategies to enhance public safety, reduce crime and juvenile delinquency, and serve victims. In FY
2024, the office increased funding to nearly $300 million. This included an additional $1 million in
additional emergency state funding for hate crime prevention grants to help protect faith-based
organizations and nonprofits.
25
Maryland Department of Public Safety. (2023) Maryland State Police Governor Moore Announces Historic Initiatives and Investment in Public Safety, Names Colonel Roland Butler as Superintendent of Mary-
land Department of State Police [press release] https://governor.maryland.gov/news/press/pages/Governor-Moore-Announces-HII-in-PS-Names-Colonel-Roland-Butler-as-Superintendent-of-MSP.aspx
Setting Maryland’s Students Up for Success
22
Moore-Miller Administration 2024 State Plan
These public safety measures are starting to make an impact. For example, homicides in Baltimore
City decreased to fewer than 300 for the first time in nearly 10 years. Non-fatal shootings also
dropped to 634, down about 7.9% from the prior year. However, that data represents too many
lives lost, and too many lives interrupted. Further, some statistics trended in the wrong direction.
Property crimes, for example, increased 50% over the past year.
26
Though progress has been made,
there is still much to do.
OBJECTIVES AND CORE STRATEGIES
To continue toward a safer Maryland the state plans to create safer communities, reduce crime and
protect the state on and offline, the state has developed key objectives.
EXHIBIT 9. OBJECTIVES TO CREATE SAFER COMMUNITIES
There are three key objectives in creating safer communities (see Exhibit 9):
5.1 Increase accountability for the most violent offenders by supporting local law enforcement to
recruit, train, and retain officers, and partnering with the U.S. Attorney’s office and prosecutors
to increase the rate of case resolution. Maryland will also bolster its cybersecurity to protect
critical infrastructure.
5.2 Create safe and thriving communities by investing deeply in both law enforcement and
communities through grants from the Governor’s Office of Crime Prevention and Policy
(GOCPP) and the Governor’s Office of Children (GOC), as well as other community investments
discussed in other sections of this document, such as place-based interventions to reduce
poverty and create more affordable housing.
5.3 Follow the data to reduce recidivism and deter crime in the first place by establishing the
Center for Firearm Violence Prevention and Intervention. Maryland will also expand it’s well-
rounded re-entry services by increasing apprenticeships for incarcerated individuals, support
26
Baltimore City Police Department Crime Summary, 2023
5.1
5.2
5.3
Creating
Safer
Communities
23
“Inmate Training and Job Pilot Program” that provides inmates access to college coursework,
and advising pre-release and leveraging Medicaid opportunities to provide necessary health
care services and behavioral health treatment for court involved individuals. We will also
expand the successful THRIVE program to support the highest-risk youth.
Additionally, the Governor’s FY 2025 Budget includes an additional $4.4 million to continue and
expand a key gun violence prevention program launched through the Governor’s Safe Summer
Initiative—Thrive Academy—across the state; an increase of $12 million to fund an Enhanced
Services Continuum and community services for the young people who need them most; and
$10 million and 3 positions within the Department of Health’s Public Health Services to launch
statewide gun violence prevention efforts. In addition, the Governor introduced the The Growing
Apprenticeships in Public Safety (GAPS) Act that is focused on making sure that Maryland is
training and supporting highly-qualified law enforcement professionals to protect our communities.
To measure progress, the State plans to measure overall effectiveness the state plans to use key
performance indicators (see Exhibit 10).
Exhibit 10. Indicators to measure success in making the State of Maryland safer
Key performance indicators
• Gun seizures through the Special Assistant US Attorney (SAUSA) Program
• Cases reviewed, referred to federal prosecution, or prosecuted by local States Attorney
through the SAUSA Program
• Homicide rate
• Juvenile victims of homicide rate
• Auto theft rate
• Carjacking rate
• Non-fatal shooting rate
• Percent of community supervision cases closed without a new offense
• Rates of adult 3-year recidivism
• Rates of youth recidivism (percent of youth re-adjudicated within one year after release
from all residential placements)
Setting Maryland’s Students Up for Success
24
Moore-Miller Administration 2024 State Plan
LEAVE NO ONE BEHIND BY
6. MAKING THE STATE OF MARYLAND A
DESIRABLE AND AFFORDABLE HOME FOR
ALL RESIDENTS
“We are committed to ensuring that Marylanders in every county across the state have access to
aordable housing, and we look forward to working in partnership with our local leadership to
promote equitable housing opportunities for all.” - Governor Wes Moore
The Moore-Miller Administration is committed to better serving Maryland residents and improving
the safety of the state’s diverse communities. Currently, the homeownership rate in Maryland is
70%, which is significantly higher than the national average.
27
However, there are still challenges
regarding the affordable housing shortage, demographic disparities, vulnerable households, and
homeownership support. For example, Maryland is facing a serious housing shortage of around
100,000 units,
28
and over 5,800 Marylanders are experiencing homelessness including nearly 300
veterans on any given night.
29
The state government is committed to address these problems in the
coming years.
To address the affordable housing shortage, Governor Moore announced at least $47.7 million
in different projects to support and build affordable housing across the state in his first year. This
included $13.4 million to support affordable housing projects, $25 million in additional paygo
capital for the rental housing works program, $3 million in awards for nine developers working in
historically disinvested communities and the funding would create or preserve nearly 500 affordable
housing units in Baltimore and Chestertown, and $6.3 million in funding to build affordable housing
in Montgomery County.
By promoting equitable housing opportunities for all Marylanders, the state is reaffirming each
individual’s right to housing as well as working to strengthen Maryland communities. A recent study
conducted by Stanford University shows that affordable housing development revitalizes low-
income neighborhoods, increasing house prices 6.5%, lowering crime rates, and attracting racially
and income diverse populations.
30
27
U.S. Census Bureau (2023), Housing Vacancies and Homeownership. https://www.census.gov/housing/hvs/data/rates.html
28
Up For Growth (2023), 2023 Housing Underproduction in the U.S. https://upforgrowth.org/apply-the-vision/2023-housing-underproduction/.
29
U.S. Department of Housing and Urban Development (2023), The 2023 Annual Homelessness Assessment Report (AHAR) to Congress. https://www.huduser.gov/portal/sites/default/files/pdf/2023-AHAR-
Part-1.pdf
30
Diamond, R., & McQuade, T. (2019). Who wants affordable housing in their backyard? An equilibrium analysis of low-income property development. Journal of Political Economy, 127(3), 1063-1117. https://
www.nber.org/system/files/working_papers/w22204/w22204.pdf
25
OBJECTIVES AND CORE STRATEGIES
The State’s plan to improve access to affordable housing considers the needs of Marylanders,
from the immediate affordable housing shortage crisis to the long-term goal of home ownership,
the revitalization of neighborhoods, and assistance for the most vulnerable residents in obtaining
and maintaining a stable home. The State has developed actions to deliver on four objectives (see
Exhibit 11).
EXHIBIT 11. OBJECTIVES TO MAKE THE STATE OF MARYLAND A DESIRABLE AND
AFFORDABLE HOME FOR ALL RESIDENTS
Based on the roadmap, the State defines four key objectives in making the State of Maryland a
desirable and affordable home for all residents (see Exhibit 11):
6.1 Tackle the affordable housing shortage across the state by building new housing units,
preserving affordable housing units, bolstering rental housing access for people in need, and
promoting transit-oriented development (TOD)
6.2 Revitalize disinvested communities, particularly across main street districts, aging commercial
corridors, neighborhood business districts, and historically-inequitable neighborhoods by
reinvesting in these areas and prioritizing social, environmental, safety, health outcomes in
revitalization efforts in targeted areas
6.3 House the most vulnerable to drive towards functional zero chronic homelessness. Our
strategies include protecting tenant rights, creating new housing voucher programs and
housing options for the vulnerable population, and leveraging programs that connect
qualifying individuals with stable housing
6.4 Build wealth through homeownership, including expanding financial assistance programs to
reduce the racially-based appraisal gap and to protect legacy homeowners / renters, and
improving access to homeownership for people with disabilities.
Making the State of Maryland a Desirable and Affordable Home
6.1
6.4
6.2
6.3
Making the
State of Maryland
a desirable and
affordable home
for all residents
6.1
6.2
Revitalize disinvested communities
6.3
House the most vulnerable
6.4
Build wealth through homeownership
26
Moore-Miller Administration 2024 State Plan
Additionally, the Governor’s FY 2025 budget includes over $115 million in increased capital support
for housing and community revitalization efforts; $12 million for continued support of Downtown
Partnership of Baltimore to help strengthen downtown Baltimore; and funding to start the Maryland
Community Investment Corporation which will make investments in low-income communities.
To measure progress, the State plans to measure housing affordability and stability, community
development, as well as homelessness and homeownership (see Exhibit 12).
Exhibit 12. Indicators to measure success in making the State of Maryland a desirable and
affordable home for all residents
Key performance indicators
• Number of people that experience chronic homelessness
• Number of veterans that experience chronic homelessness
• Number of affordable housing units preserved and developed via state and federal
resources
• Number of vacant structures demolished via state resources
• Number of households receiving down payment assistance
• Number of first-time home buyer households
• Percentage of minority homeownership
• Number of mortgages financed through Maryland Department of Housing and
Community Development (e.g., Maryland Homeownership Assistance Fund, Maryland
Mortgage Program)
• Number of residents on energy assistance (Maryland Energy Assistance Program and
Electric Universal Service Program)
27
LEAVE NO ONE BEHIND BY
7. ADVANCING INFRASTRUCTURE TO
BETTER CONNECT ALL MARYLANDERS TO
OPPORTUNITIES AND EACH OTHER
“One of my highest priorities is making sure Maryland leads on transit. In order to accomplish
that goal, we must invest in our system, invest in our workers, build out our bus routes, and
strengthen our railways…” - Governor Wes Moore
The Moore-Miller Administration’s commitment to economic mobility and equitable access to
Maryland’s economic resources drives the state’s responsibility to provide an infrastructure system
that better connects all residents. By ensuring that Maryland’s infrastructure is accessible, safe for
all, and is climate-friendly and equitable, the economic opportunities that come with investments in
infrastructure will be available across the state. However, Maryland’s infrastructure currently faces
continuing issues, as the state received a C-ranking by the American Society of Civil Engineers
31
and
is experiencing an ongoing decline of public transit ridership, consistent with the national trend.
32
In particular, to create an equitable and green infrastructure system, Maryland will also work to
reduce emissions from transportation. These emissions currently account for 35% of Maryland’s
greenhouse gas pollution,
33
and public transit utilization has a larger impact on minority populations.
Users spend an additional 66.3% of their time commuting.
34
Furthermore, the time has come to reimagine and reconstruct the funding model and mechanisms
for the Transportation Trust Fund (TTF). A significant portion of the TTF revenue is derived from
the motor fuel tax - a declining revenue source due to more and more Marylanders purchasing fuel
efficient vehicles, as well as plug-in hybrid and electric vehicles. This transition moves Maryland closer to
being the greenest state in the country, but also creates structural deficits in transportation funding.
To start addressing this problem, in January 2023 Governor Moore joined President Biden to
celebrate the replacement and revitalization program of the Frederick Douglass Tunnel, investing
$450 million and generating 30,000 jobs in the Baltimore region. In November 2023, President
Biden announced a transformative $7 billion investment in Maryland rail infrastructure. By the
summer of his first year in office, Governor Moore announced more than $267 million in federal
funding to expand high speed internet access. In July 2023, Governor Moore also annouced the
historic relaunch of Baltimore’s Red Line, a major investment in transit to significantly enhance
east-west connectivity across the Baltimore region. While building Maryland’s infrastructure, the
Governor remains committed to improving safety. That’s why in November 2023 he and other
31
Maryland | ASCE’s 2021 Infrastructure Report Card. (2016, October 27). ASCE’s 2021 Infrastructure Report Card |. https://infrastructurereportcard.org/state-item/maryland/
32
Maryland transit ridership below pre-pandemic mark. (2022, July 9). AP News. https://apnews.com/article/maryland-baltimore-715f6a1331b995d38590d6650ae367b4
33
MDOT Greenhouse Gas Reduction Act (GGRA) Plan - MDOT. (n.d.). Www.mdot.maryland.gov. https://www.mdot.maryland.gov/tso/pages/Index.aspx?PageId=88#:~:text=The%20current%20statewide%20
emissions%20inventory
34
UDOT. The Bipartisan Infrastructure Law Will Deliver for Maryland.
Advancing Infrastructure to Better Connect all Marylanders
28
Moore-Miller Administration 2024 State Plan
Maryland leaders approved 15 recommendations surrounding safety and reducing work zone
deaths. In addition the Governor introduced a bill to increase permitting and licensing transparency
in order to improve predictability for those seeing to build or grow businesses in Maryland.
We are building a strong and equitable infrastructure system that is beneficial to all Marylanders.
By utilizing the over $9 billion federal investments from the Bipartisan Infrastructure Law, Maryland
is better positioned to support residents and improve overall state productivity, especially vulnerable
populations such as the 9% without access to cars.
35
The lack of convenient transportation has
an outsized impact on low-income families, diminishing their ability to become financially secure.
The state also benefits from interconnected communities, particularly through offering broadband
services to residents who lack access - particularly in rural areas of the state.
36
OBJECTIVES AND CORE STRATEGIES
The State of Maryland’s plan to better connect the state through an effective infrastructure system
builds on recognized standards for safety and reliance, such as implementing the data-driven
Vision Zero bill.
37
By leveraging strategic infrastructure investments, Maryland aims to deliver a
transportation network that is efficient, safer, cleaner and more equitable while simultaneously
growing the economy. To do so, the State will target four key objectives that incorporate existing
challenges as identified by public feedback,
38
and employ sustainable and enduring engineering
solutions (see Exhibit 5):
EXHIBIT 13. OBJECTIVES TO ADVANCE INFRASTRUCTURE TO BETTER CONNECT ALL
MARYLANDERS TO OPPORTUNITIES AND EACH OTHER
35
Transportation is a critical need for Maryland workers in underserved communities | Nonprofit in Greater Baltimore | United Way of Central Maryland. (n.d.). Uwcm.org. Retrieved October 5, 2023, from https://
uwcm.org/blog/stories/transportation-critical-need-maryland-workers-underserved-communities
36
Benefits of Broadband | ncbroadband.gov. (n.d.). Www.ncbroadband.gov. https://www.ncbroadband.gov/broadband-101/benefits-broadband#:~:text=Broadband%20enables%20local%20communi-
ties%2C%20regions
37
Download our Strategic Highway Safety Plan (SHSP). (n.d.). Zero Deaths Maryland & Vision Zero - Maryland Highway Safety Office. Retrieved October 5, 2023, from https://zerodeathsmd.gov/highway-safe-
ty-office/strategic-highway-safety-plan/
38
Moore-Miller Transition Report
7.1
7.2
7.3
7.1
Improve safety of current
infrastructure
7.2
Deliver inclusive and reliable public
transit and transportation system
7.3
Leverage infrastructure to bolster
inclusive economic growth
7.4
Decarbonize Maryland ’s
transportation sector
Advancing
infrastructure to
better connect all
Marylanders to
opportunities and
each other
7.4
29
Based on the roadmap, the State defines four key objectives in advancing infrastructure to better
connect all Marylanders to opportunities and each other (see Exhibit 13):
7.1 Improve the safety of current infrastructure with a steadfast commitment to Vision Zero
(of minimizing deaths and serious injuries), including expanding safe, accessible and ADA-
compliant sidewalks and intersections, developing transformative bicycle networks, upgrading
bridges, and treating impervious surfaces on state roadways.
7.2 Deliver an inclusive and reliable public transit and transportation system, with a focus on
accessibility and transit options including paratransit, supporting locally operated transit
systems (LOTS) and expanding key assets (e.g., Red Line, Purple Line, BWI Marshall Airport).
Additionally, the state will continue working with WMATA and MTA to improve overall
customer experience, and operational and financial excellence. At the same time, the state will
continue to explore options to resolve transportation funding challenges.
7.3 Leverage infrastructure to bolster inclusive economic growth, particularly through Transit-
Oriented Development (TOD), regional partnerships across key economic corridors (e.g.,
Amtrak, MARC), and strategic collaboration with federal, state, and local governments, non-
profits, and businesses, for cross-cutting projects such as the Frederick Douglass Tunnel and
broadband access expansion. The State also plans to internally improve on its project delivery
approach to ensure effective delivery of the infrastructure Maryland needs.
7.4 Decarbonize Maryland’s transportation sector by expanding infrastructure for electric
vehicles and alternative fuels and working to reduce vehicle-miles-traveled (VMT) through
Travel Demand Management (TDM) within the state government and across critical
commuter routes.
Additionally, the Governor’s FY 2025 budget includes $150 million to relieve pressure on the state’s
Transportation Trust Fund in FY 2025 by using General Funds for a portion of the state’s WMATA
contribution, and $173 million in increased federal funds for the ongoing Statewide Broadband
program aimed at expanding and improving internet access in underserved areas.
To measure progress, the State plans to measure overall effectiveness and equity of Maryland’s
infrastructure through key metrics related to safety, public transit ridership, infrastructure hub
utilization, and transportation-related emissions (see Exhibit 14).
Advancing Infrastructure to Better Connect all Marylanders
30
Moore-Miller Administration 2024 State Plan
Exhibit 14. Indicators to measure success in advancing infrastructure to better connect all
Marylanders to opportunities and each other
Key performance indicators
• Number of fatalities and serious injuries on all roads in Maryland
• Number of infrastructure projects delivered on-time
• Total number of mass transit riders
• Number of mass transit riders:
· Local bus
· Locally Operated Transit Systems (LOTS)
· Metro
· Light Rail
• Reduction of vehicle hours of delay (VHD) or traffic congestion
• Federal grant dollars awarded
• Total contract amounts awarded to Airport Concession Disadvantaged Business
Enterprises (ACDBE), Disadvantaged Business Enterprises (DBE), Minority Business
Enterprises (MBE), Small Business Enterprises (SBE), and Veteran-Owned Small Business
Enterprises (VSBE)
• Percent of vehicles registered in the state that are alternative fuel, electric or hybrid-
electric
• Number of residents with no broadband access
31
LEAVE NO ONE BEHIND BY
8. ENSURING WORLD-CLASS HEALTH
SYSTEMS FOR ALL MARYLANDERS
“We know it is unacceptable that in the home of some of the best medical institutions on the
planet, that more than 250,000 Marylanders lack healthcare coverage. We have been asked to
accept that some of us must be left behind. That in order for some to win, others must lose. And
not only that: We have come to expect that the people who have always lost... will keep losing. Well,
we must refuse to accept that.” - Governor Wes Moore
The Moore-Miller Administration is committed to better serving residents and improving the health
and wellness of all Marylanders. Though Maryland performs well on many health system rankings,
too many Marylanders have trouble accessing healthcare (approximately 6% of Marylanders or
around 370,000 individuals were uninsured in 2022)
39
and experience unequal health outcomes.
For example, Black women, the rate of pregnancy-related deaths was 4x the rate for white
women.
40
To improve Maryland’s health systems, Governor Moore invested significant resources through
the FY 2024 budget. These investments included $1.4 billion in direct state support for mental
health and substance use disorder services; $12.3 billion for Maryland’s Medicaid and Maryland
Children’s Health Program (MCHP), including a total of $4.1 billion in general fund support; and
$1.9 billion to support community services for developmentally disabled Marylanders, including an
additional $28.1 million to expand services and reduce the waitlist. In June 2023, Governor Moore
announced that nine Maryland nursing programs would receive $5.8 million in funding to address
the state’s nursing shortage.
In July 2023, Governor Moore also announced new Medicaid benefits enhancing health care access
for Marylanders, including the Healthy Babies Initiative, an initiative that will play a crucial role in
reducing maternal deaths by providing access to Medicaid for noncitizens during pregnancy and for
four months after the baby is born.
Additionally, the Governor’s FY25 budget includes over $1.4 billion for mental health and substance
use disorder programs; $35.5 million general funds and $65.9 million federal funds to provide
coverage for an anticipated more than 5,700 noncitizen pregnant women, as established by the
Healthy Babies Equity Act; and $92 million to increase the reimbursement rates to certain health
services providers in FY 2025.
39
US Census Bureau’s 2022 American Community Survey (ACS) 1-year. https://data.census.gov/table?q=uninsured+rates&g=040XX00US24
40
Commonwealth Fund (2023), Scorecard on State Health System Performance. https://www.commonwealthfund.org/publications/scorecard/2023/jun/2023-scorecard-state-health-system-performance
Ensuring World-Class Health Systems for All Marylander
32
Moore-Miller Administration 2024 State Plan
Building a better health system in Maryland will improve quality of life for all residents. Apart from
improving health for all, there are other extensive benefits such as job creation, family economic
stability, and other overall community-level benefits.
41
Moreover, it is a cost-saving strategy as
the literature indicates that for every $1 invested in better health, the median local return is
approximately $4.
42
OBJECTIVES AND CORE STRATEGIES
The Administration heard Marylanders expressing their need for effective and accessible care for
all Marylanders, particularly the most vulnerable and in need.
43
As a response, the State plans
to bolster wellbeing by implementing strategies to build an effective health system that serves all
residents. To accomplish this, Maryland aims to achieve three key objectives (see Exhibit 15):
EXHIBIT 15. OBJECTIVES TO BOLSTER THE WELLBEING OF MARYLANDERS BY ENSURING
WORLD
-
CLASS HEALTH SYSTEMS FOR ALL
Based on the roadmap, the State defines three key objectives in working to bolster the wellbeing of
Marylanders by ensuring a world-class health system for all (see Exhibit 15):
8.1 Improve eligibility and access to quality care, particularly focusing on maternal and infant
health, behavioral health, and support for veterans and older adult populations. The State
plans to partner with community-based organizations and nonprofits to expand overall
capacity and improve quality and continuum of care for all Marylanders.
8.2 Improve affordability of care by driving efforts and partnerships to lower the cost of
prescription drugs and renegotiate the Maryland Total Cost of Care Model with the federal
Centers for Medicare and Medicaid Services.
41
Francis, D. L., Dumka, N., Kotwal, A., & Dutta, P. K. (2023). Why should we invest in health? Evidence from the lens of second-order benefits of health. Journal of Global Health Reports, 7, e2023059.
42
Masters, R., Anwar, E., Collins, B., Cookson, R., & Capewell, S. (2017). Return on investment of public health interventions: a systematic review. J Epidemiol Community Health, 71(8), 827-834.
43
Moore-Miller Transition Report
8.1
8.2
8.3
8.1
Improve eligibility and access
to quality care
8.2
8.3
Improve health equity and
eliminate disparities
Bolstering the
wellbeing of
Marylanders by
ensuring
world-class health
systems for all
33
8.3 Improve health equity and eliminate disparities by enhancing community wraparound
services, providing culturally competent services, and addressing social determinants of health
in healthcare settings.
To track progress, the State plans to measure access, affordability, and outcomes of Maryland’s
quality healthcare through indicators like the number of behavioral health providers, the change
in cost for treatments and drugs, and improvement in health outcomes and disparities (see Exhibit
16).
Exhibit 16. Indicators to measure success in bolstering the wellbeing of Marylanders by ensuring
world-class health systems for all
Key performance indicators
• Number of behavioral health providers per capita
• Average emergency department wait time
• Cancer mortality rate per 100,000 Marylanders
• Infant mortality rates per 1,000 live births
• Maternal mortality rates
• Average out-of-pocket costs for prescription drugs
• Percentage of follow-up within 30 days after inpatient discharge or emergency
department visit for adult mental health and for youth mental health
• Number of opioid overdose-related deaths in Maryland
• Percent of people uninsured
Ensuring World-Class Health Systems for All Marylander
34
Moore-Miller Administration 2024 State Plan
LEAVE NO ONE BEHIND BY
9. MAKING MARYLAND A LEADER IN CLEAN
ENERGY AND THE GREENEST STATE IN THE
COUNTRY
“My administration has laid out a strategic plan to cut carbon, to invest in clean energy
technology, to ensure that Marylanders of all backgrounds can get involved in our push to build a
more sustainable future.” - Governor Wes Moore
Maryland is in a critical moment where bold actions are required to protect its environment for
present and future generations. Maryland is the fourth most vulnerable state against the effects of
sea level rise, which marks an extreme threat for the state as 72% of the population lives in coastal
areas. The impact of climate change will be experienced throughout the state, with 263,500 jobs
and $11.1 billion in wage income being exposed due to sea level rise
44
and 100-year flooding in the
Chesapeake Bay region by 2035.
45
On day one in office, Governor Moore released nearly $14.3 million in funding for environmental
programs, including the Climate Solutions Now Act which aims to reduce statewide greenhouse
gas emissions. He also signed the Clean Trucks Act, which aims to tackle transportation-related
emissions by strengthening and streamlining Maryland’s incentives for in-state electric vehicle
charging infrastructure. The bill also strengthens efforts to electrify medium-and-heavy duty zero-
emission vehicles for small-businesses and local governments. Governor Moore also announced a
new Chesapeake and Atlantic Coastal Bays improvement strategy - highlighting a major policy shift
in how Maryland will deploy resources to improve water quality in the Chesapeake Bay. He signed
two executive orders and outlined plans to provide more places for people to safely swim, better
protect coastal areas from climate change, and increase fish and crab populations to improve
economic opportunities for watermen and the state’s seafood industries. Governor Moore also
committed the state of Maryland to achieving 100% clean energy by 2035. Finally, Governor Moore
set a goal to quadruple Maryland’s offshore wind power and produce enough energy to power
nearly 3 million homes by 2031.
Additionally, the Governor’s FY25 budget includes $90 million to fund initiatives to support
implementation of the state’s Climate Pollution Reduction Plan, and over $74 million from the
Chesapeake and Atlantic Bays 2010 Trust Fund (CBTF) to support critical bay restoration activities,
implementation of best management practices, and tree planting.
44
Maryland Department of the Environment. (2023). Climate Change Program. https://mde.maryland.gov/programs/air/ClimateChange/Pages/index.aspx
45
Liao, Yanjun et al. (2023). Jobs at Risk: Sea Level Rise, Coastal Flooding, and Local Economies.
35
Addressing these complex issues related to clean energy and climate change will help grow
Maryland’s economic future and ensure no one is left behind. By restoring and safeguarding
Maryland’s natural resources, air, and water, Maryland can work to maintain its future. The
strategies and performance indicators presented in the State Plan will aid in making Maryland a
more sustainable, green state for generations to follow.
OBJECTIVES AND CORE STRATEGIES
Tackling these challenges require a dual pronged approach: mitigation and adaptation/resilience.
Mitigation is needed to reduce and stabilize the levels of heat trapping greenhouse gasses in the
atmosphere. Adaptation/resilience works to adapt to the climate change already occurring.
46
The
State Plan includes both elements to best fight against climate change and defines the plan through
five objectives to make Maryland the greenest state in the country (see Exhibit 11).
EXHIBIT 17. OBJECTIVES TO MAKE MARYLAND A LEADER IN CLEAN ENERGY AND THE
GREENEST STATE IN THE COUNTRY
Based on the roadmap, the State defines five key objectives in making Maryland a leader in clean
energy and the greenest state in the country (see Exhibit 17):
9.1 Decarbonize and mitigate the effects of climate change by primarily driving towards
sustainable energy usage, electrification, low carbon solutions within government and around
Maryland, reducing pollution through enforcement and compliance measures, and planting
more trees across the state.
9.2 Protect and improve water and soil quality through accelerating restoration of the
Chesapeake and Coastal Bays, reducing lead exposure impacts to children, and focusing
on implementing both sustainable fishing and farming practices that will create a healthier
environment.
46
NASA. (2023). Responding to Climate Change. https://climate.nasa.gov/solutions/adaptation-mitigation/
9.1
9.2
9.4
9.3
9.5
Making Maryland
a leader in clean
energy and the
greenest state in
the country
9.1
climate change
9.2
Protect and improve water and soil quality
to create healthier environment
9.3
Increase resilience through adaptation
9.4
Promote a clean economy
9.5
Advance environmental justice
Making Maryland a Leader in Clean Energy
36
Moore-Miller Administration 2024 State Plan
9.3 Increase resilience through adaptation in state and local plans for equitable climate resilience
and green infrastructure. The plans can include nature-based solutions such as restoring living
shorelines and increasing land/forest preservation, and other technical solutions - including
stormwater improvements and developing housing based on long-term risk of sea level rise,
increased rain events, and heat. The plans and actions will prioritize front line communities
who experience inequitable impacts from pollution and climate change.
9.4 Promote a clean economy in Maryland through investing in sustainable green and blue
infrastructure projects and resulting jobs (e.g., the Maryland Climate Corps).
9.5 Further Maryland’s mission to advance environmental justice by developing regulations,
community-level outreach, and educational programs that prioritize justice and equity while
collecting and sharing data with health partners to quantify health outcomes. An all-of-the-
above strategy will be used to advance Maryland as a leading state in environmental justice.
To track progress, the State plans to measure cross-cutting environment and climate change related
indicators, including GHG emissions (see Exhibit 18).
Exhibit 18. Indicators to measure success in making Maryland the greenest state in the country
Key performance indicators
• Number of new trees planted
• Number of enforcement actions to protect public health and our land, air, water and
wetlands resources
• Number of inspections
• Penalty dollars collected yearly
• Number of restoration projects implemented for improving shallow water habitats and
addressing community needs
• Number of acres of land protected to increase access for Marylanders
• Number of acres managed under current conservation plan
• Megawatts of clean energy generated
• Percent of nutrients reduced to meet the Total Maximum Daily Load (Chesapeake Bay)
• Number of Maryland Agricultural Water Quality Cost-Share (MACS) Program best
management practices adopted by farms
37
LEAVE NO ONE BEHIND BY
10. MAKING MARYLAND A STATE OF SERVICE
“I want every young Marylander, of every background, in every community, to have the
opportunity to serve our state. That is why we will oer a service year option for all high school
graduates. A year of service will prepare young people for their careers — and provide our state
with future leaders: public servants we desperately need. The challenges we face will require us to
answer the call of service.” - Governor Wes Moore
Moore-Miller’s commitment to creating a state of service in Maryland will help people from all ages
and backgrounds explore career pathways while serving their communities. Signature programs
such as the Service Year Option and Maryland Corps have a dual goal of boosting community
service among Marylanders to allow them to give back to their communities while being paid and
providing training options. The idea of service is popular throughout the United States, with more
than 60% of young Democrats and Republicans favoring “a national service program for Americans
under the age of 25 that would be linked to student loan forgiveness or other relevant incentives.”
47
This strategy is enabling Maryland to build up its workforce and address priority issues facing
Maryland like climate, education, and health while simultaneously acting as a bridge for participants
to pursue employment, additional service opportunities, or more education.
On his first day in office, Governor Moore established the Maryland Department of Service and
Civic Innovation, which was home to Maryland’s Service Year Option pioneered by Governor Moore.
The SERVE Act was also signed, which created a first-in-the-nation service year option to boost
volunteering among young people, allowing them to give back to their communities and be paid for
their work. In October 2023 the program officially launched with 280 participants who were placed
into community-centered jobs across the state and tailored to their interests. The Governor’s FY 2025
budget includes funding to expand the number of participants from 280 to 500 in its second year.
OBJECTIVES AND CORE STRATEGIES
To achieve the main objective of creating a state of service in Maryland starting with the signature
Service Year Option and Maryland Corps programs, the State will work to reduce barriers to
serve, attract resources to expand opportunities, and link service to apprenticeships / workforce
development (e.g., positions like procurement officers). This strategy will be done in conjunction
with public recognition of volunteering around marquee days of service and attraction / recruitment
47
Harvard. (2017). https://www.cnn.com/2023/01/26/opinions/wes-moore-serious-about-service-gergen-ctpr/index.html
Making Maryland a State of Service
38
Moore-Miller Administration 2024 State Plan
through the Department of Service and Civic Innovation. With this aim, the State plans to deliver on
a single objective (see Exhibit 18):
EXHIBIT 19. OBJECTIVE TO MAKE MARYLAND A STATE OF SERVICE
Based on the roadmap, the State defines a single objective in making Maryland a state of service
(see Exhibit 19):
10.1 Creating a state of service in Maryland starting with the signature “Service Year Option”
and “Maryland Corps” programs by reducing barriers for Marylanders to serve and attracting
resources to expand Maryland’s service programs.
To measure progress, the State plans to measure the number of participants in each program,
including breakdowns by demographics, sectors served, and employment following programs (see
Exhibit 20).
Exhibit 20. Indicators to measure success of making Maryland a state of service
Key performance indicators
• Number of participants in Maryland’s Service Year Option and Maryland Corp
• Number of participants who graduate from Maryland’s Service Year Option and Maryland
Corp
• Number of participants who start full time employment following Maryland’s Service Year
Option and Maryland Corps programs
10
Making
Maryland a
state of
service
10
Creating a state of service in
Maryland starting with the
signature “Service Year Option”
and “Maryland Corps” programs
39
Setting Maryland’s Students up for Success
40
Moore-Miller Administration 2024 State Plan
