Component 4. Performance-Based Programming


Welcome to the TPM CMM Component 4: Performance-Based Programming – 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 fourth component:

Component 4. Performance-Based Programming

Performance-Based Programming is the use of strategies and priorities to guide the allocation of resources to projects that are selected to achieve goals, objectives, and targets. Performance-Based Programming establishes clear linkages between investments made and expected outputs and outcomes.

Component 4. Performance-Based Programming is further divided into the following sub-components:

  • Sub-Component 4.1. Programming Within Performance Areas: The allocation and prioritization processes within a performance area, such as safety, infrastructure, mobility, etc.
  • Sub-Component 4.2.Programming Across Performance Areas: The allocation and prioritization processes across performance area, such as safety, infrastructure, mobility, etc.

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.



4: Performance-Based Programming

4.1 Programming Within Performance Areas
 Allocation of resources to projects to achieve strategic goals, objectives and performance targets. Clear linkages established between investments made and their expected performance outputs and outcomes.

Programming decisions are not linked to agency's goals or supporting planning documents. Resource allocation is based on formulas or historical allocations without analysis of performance impacts. Programming process lacks transparency.

A performance-based programming methodology and process under development. Project selection methodology being established that reflects agency goals, priorities determined in planning documents, funding constraints and risk factors. Staff responsibilities and collaboration opportunities with external stakeholders are being clarified.

The agency has established and documented a performance-based methodology and process to develop the S/TIP and agency budget. Output targets are set to track program delivery and anticipated results. The agency considers risk factors in programming and budgeting decisions. Staff responsibilities and external collaboration processes clarified.

Programming decisions are driven by a clear linkage between investments made and expected performance outputs and outcomes. External stakeholders understand programming decisions being made by the agency.

Agency has applied performance-based programming for multiple cycles. A strong feedback loop exists between performance monitoring and programming. Process and methodology is periodically refined to provide a better understanding of program effectiveness on mitigating risk and achieving the desired outcomes across goals.

4.2 Programming Across Performance Areas
 Allocation and prioritization processes across performance areas, such as safety, infrastructure, mobility, etc.

Programming decisions are not linked to agency's goals or supporting planning documents. Resource allocation decisions do not take tradeoffs across program areas into account. Resource allocation is based on formulas or historical allocations without analysis of performance impacts. Programming process lacks transparency.

A performance-based programming methodology and process under development that considers tradeoffs across performance areas. Project selection methodology being established that reflect agency goals, relative needs across program areas, priorities determined in planning documents, funding constraints and risk factors. Staff responsibilities and opportunities to collaborate with external stakeholders are being clarified.

The agency has established and documented a performance-based methodology and process to program projects across performance areas. Output targets are set to evaluate program delivery and anticipated results. The agency identified risk factors in programming and budgeting decisions. Staff responsibilities and external collaboration processes clarified.

Programming decisions are driven by a clear linkage between investments made an expected performance outputs and outcomes. External stakeholders understand programming decisions being made by the agency. Investments reflect tradeoffs across performance areas and seek to maximize achievement of multiple goals. Programming decisions reflect established priorities across multiple planning documents (e.g., SHSP, CMAQ, State Freight Plan).

Agency has applied performance-based programming across performance areas for multiple cycles. A strong feedback loop exists between performance monitoring and programming. Process and methodology is periodically refined to provide a better understanding of program effectiveness on mitigating risk and achieving the desired outcomes across goals. Collaboration internally and with external stakeholders has resulted in coordinated multi-modal and/or cross-jurisdictional projects to achieve desired outcomes.


Your Data

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