Component 6. Reporting and Communication
Matrix View


Welcome to the TPM CMM Component 6: Reporting and Communication – 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 sixth component:

Component 6. Reporting and Communication

Reporting and Communication is the use of products, techniques, and processes to communicate performance information to different audiences for maximum impact. Reporting is an important element for increasing accountability and transparency to external stakeholders and for explaining internally how TPM is driving a data-driven approach to decision making.

Component 6. Communication and Reporting is further divided into the following sub-components:

  • Sub-Component 3.1. Internal: products, techniques, and processes used to communicate performance information to internal audiences.
  • Sub-Component 3.2. External: products, techniques, and processes used to communicate performance information to customers, partner agencies, elected officials, and other stakeholders.

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.



6: Reporting and Communication

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

Level 1Level 2Level 3Level 4Level 5
6.1 Internal Reporting and Communication
Ad-hoc reports are generated in response to internal requests that arise. Performance reporting needs have not been systematically identified. Internal reporting is ad-hoc; standard data sources and review process have not been established.
Requirements for internal reports are being defined to ensure alignment with strategic direction and provision of actionable information; standards are being developed to ensure consistency; early prototypes or basic reporting capabilities may exist.
Internal performance reports are in place that are in alignment with the strategic direction and provide actionable information. Reports have not yet been through a cycle of testing and refinement. Pockets within the agency have begun using reports.
Internal performance reports have been refined to provide performance information tailored to different audiences (e.g. executive views with drill-downs). Reports are actively used at multiple levels of the agency to evaluate progress toward achieving strategic goals.
The performance reports are regularly refined based on feedback, and are considered to be an essential driver for management decision-making. Reporting is automated and staff support for performance reporting is focused on value-added improvement.
6.2 External Reporting & Communication
External reporting is ad-hoc; standard data sources and review process have not been established.
An effort is underway to develop an external reporting strategy. Requirements for external reports are being defined to ensure effective communication of agency goals, resource allocation decisions, actions and results achieved. Standards are being developed to ensure consistency. Early prototypes or basic reports may exist.
External performance reports are in place that are in alignment with the strategic direction and communicate agency goals, resource allocation decisions, actions and results. Managers understand how reports will be used to communicate with external stakeholders. Reports have not yet been through a cycle of testing and refinement.
External performance reports have been refined to effectively communicate the agency's performance.
Stakeholders rely on the agency's reports to stay informed about actions and progress. Performance reports are widely recognized as critical to continued agency accountability and transparency. Reporting is automated and utilizes maps and graphs to maximize effectiveness of communication. Agency staff periodically refine reports based on stakeholder feedback.

Your Data

Overall Score: 0