Component 3. Performance-Based Planning
Matrix View


Welcome to the TPM CMM Component 3: Performance-Based Planning – Maturity Assessment.

This tool allows transportation agencies to assess their TPM capabilities and identify areas where they can take steps to improve these capabilities. The assessment covers the third component:

Component 3. Performance-Based Planning

Performance-Based Planning is the use of agency goals and objectives and performance trends to drive development of strategies and priorities in the long-range transportation plan and other performance-based plans and processes. The resulting planning documents become the blueprint for how an agency intends to achieve its desired performance outcomes.

Component 3. Performance-Based Planning is further divided into the following sub-components:

  • Sub-Component 3.1. Strategy Identification: The development of a range of strategies for achieving desired outcomes through the use of available baseline data trends, forecasting tools, economic analysis tools, and management systems.
  • Sub-Component 3.2. Investment Prioritization: The evaluation of tradeoffs across alternative investment
    scenarios based on consideration and comparison of their impacts on performance targets
    and goals.

For each sub-component, there are five possible maturity levels with the following definitions:

  1. Initial
  2. Developing
  3. Defined
  4. Functioning
  5. Sustained

The specific criteria for a particular maturity level depend on the sub-component.

Based on the provided criteria, the user is asked to rate how well the agency meets the criteria as follows:

  • Totally Disagree
  • Somewhat Disagree
  • Somewhat Agree
  • Totally Agree

Once you have finished providing input, an overall maturity level is assessed for the component. Based on the assessed maturity level, assessment results include links to relevant sections of the TPM Guidebook for more information on how to advance TPM practice.



3: Performance-Based Planning

For each row, click the description that best matches your capabilities.

Level 1Level 2Level 3Level 4Level 5
3.1 Strategy Identification
Strategy identification is not driven by established goals and performance measures or an understanding of current performance and risk factors. There is limited dialogue among stakeholders in developing a full range of strategies.
The agency is defining a data-driven process for understanding current and future performance and identifying and evaluating strategies to achieve performance goals. The agency is working with a range of internal and external stakeholders to define this process.
The agency has identified and documented a process for strategy development including scope, data sources, analysis requirements, stakeholder involvement, roles and responsibilities and buy-in. The agency has identified exogenous factors that may impact strategy effectiveness (e.g. VMT, population, fuel prices).
Strategy identification is driven by goals and based on analysis and review of current and projected performance trends. Strategies are evaluated on contribution across multiple goals and agency priorities. Future projections incorporate consideration of risks. Strategies are formulated with an understanding of the broad agency-wide or regional context. The agency conducts scenario analysis to evaluate impacts of exogenous factors (e.g. VMT, population, fuel prices) on strategy effectiveness.
A collaborative, data-driven process to identify strategies is well-established. Strategy identification is informed by analysis of the effectiveness of alternative strategies (before/after analysis) with respect to established goals. Risk assessments are regularly conducted, resulting in mitigation strategies that reduce the likelihood of negative events occurring that will impact overall performance.
3.2 Investment Prioritization
The agency lacks information necessary to prioritize strategies based on need, risk, resource constraints and effectiveness towards achieving agency goals and policies.
The agency is defining methods and processes for analyzing tradeoffs based on established agency goals and priorities, relative need across performance areas and alternate investment scenarios. The agency is defining methods and processes for prioritizing strategies based on relative effectiveness to achieve desired outcomes or mitigate risk. Staff responsibilities are being clarified.
The agency has defined methodologies and processes for analyzing tradeoffs and prioritizing strategies based on established goals and priorities. Staff roles and responsibilities have been established. The agency has the necessary data and analysis capabilities in place to analyze tradeoffs across alternate investment scenarios, understand likelihood and consequences of different risks, and evaluate effectiveness of specific strategies.
Agency has applied tradeoff analysis and strategy prioritization process for more than one cycle. Prioritization takes into account synergistic effects across strategies, and the effect of a strategy on multiple goals. Long-range transportation plan and other performance-based plans have been developed based on analysis results, and have sufficient clarity to guide programming. Relevant stakeholders actively participate in analyzing alternate investment scenarios and prioritizing strategies.
Agency has applied tradeoff analysis and strategy prioritization for multiple cycles. Process and methodology is periodically refined to provide a better understanding of relative needs and strategy effectiveness on mitigating risk and achieving the desired balance across goals. Coordination across planning documents and processes regularly assessed. Linkages between planning documents and programs are well-established.

Your Data

Overall Score: 0