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Welcome to the TPM CMM Component A: Organization and Culture – 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 seventh component:
Organization and Culture refers to the institutionalization of a transportation performance management culture within the agency, as evidenced by leadership support, employee buy-in, and embedded organizational structures and processes that support TPM.
Component A. Performance-Based Planning is further divided into the following sub-components:
- Sub-Component A.1. Leadership Team Support: Demonstrated support by senior management and executive leadership for transportation performance management.
- Sub-Component A.2. Roles and Responsibilities: Clearly designated and resourced positions to support TPM activities. Employees are held accountable for performance results.
- Sub-Component A.3. Training and Workforce Capacity: Implementation of activities that build workforce
capabilities required for transportation performance management.
- Sub-Component A.4. Management Process Integration: Integration of performance data with management
processes as the basis of accountability for performance results.
For each sub-component, there are five possible maturity levels with the following definitions:
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.
A: Organization and Culture
For each row, click the description that best matches your capabilities.
||Level 1||Level 2||Level 3||Level 4||Level 5
A.1 Leadership Team Support
Performance management is a result of the heroic activities on the part of champions. Limited to no support from senior management and executives.
Champion(s) have initiated discussions with senior management and executives about the value of performance management and their role in providing necessary leadership for success.
Agency leadership and senior management recognize the value of performance management. They are beginning to drive activities related to performance management - e.g. prioritizing goals, setting targets, using data to monitor and respond to performance results.
Agency leadership is committed to performance management as a core process and this commitment is demonstrated by what they say and do both internally and externally. Agency strategic goals figure prominently in internal and external communications.
Performance management sustained across changes in leadership.
A.2 Roles and Responsibilities
Implementation of performance management practices is sporadic across the agency. The agency lacks clarity about who is responsible for the various performance management roles.
An effort to identify and define roles and responsibilities necessary to establish a performance management framework is underway. Agency has begun to review its organizational structure to identify potential adjustments.
Roles and responsibilities for performance management have been defined, but not yet fully implemented. Recommended organizational structure changes have been outlined.
Staff at multiple levels of the organization understand their roles with respect to performance management practices. A clear organizational structure for performance management is in place - with sufficient budget and staffing.
Performance management practices have been sustained through changes in staff. Roles and responsibilities are periodically refined to reflect the adoption of new performance management practices.
A.3 Training and Workforce Capacity
Limited to no TPM training exists. Agency lacks an understanding of what core competencies are necessary to carry out performance management. Existing employee skill levels and gaps are not well understood.
Agency has begun to identify core competencies required for performance management. A skill assessment and training strategy are being developed to enable employees to strengthen the necessary capabilities.
Agency has identified core competencies for performance management. A suite of training resources have been developed.
Employees have the appropriate skills and training needed for the roles and responsibilities assigned to them.
Agency encourages a learning climate by periodically organizing seminars on performance management and by participating in TPM conferences, peer exchanges, webinars, and other forms of technology transfer. Training periodically refined to reflect developments and innovation in TPM.
A.4 Management Process Integration
There is no process to incorporate performance information into management practices. Performance data viewed as punitive rather than constructive.
Linkage being established between work group and employee management practices and agency strategic goals. Approach to performance reviews refined to create a clearer connection between individual actions and the agency's goals and targets.
Clear understanding by work group managers and their employees about the linkage between their activities and achieving strategic goals. Annual employee performance plans and evaluations include sufficient specificity to reinforce this linkage.
Performance information regularly included in management discussions at multiple levels. Expectations for employees are regularly set through measures and targets.
Integration of performance data into the agency's management functions has been applied for multiple cycles. Managers and staff have internalized the role of performance management to promote accountability and drive results.