The author discusses four major points that are critical to priority programming: Programming/Planning. Formalizing the programming process. Project prioritizing. Monitoring the program. The author states that an agency head must accept programming as a phase of planning and therefore create a management procedure that involves planners and programmers working together until the program is produced. Secondly, the author recommends that agencies spell out and formalize the programming process so that it is understood by all key department personnel. Eventually, formalizing the process should lead to better formulation of policies that determine the projects selected or not selected. Thirdly, prioritizing and other technical ratings can be very helpful in project selection. For major projects, a much more complicated process is required in which non-technical factors greatly outweigh technical factors. However, technical factors such as benefit/cost analysis should not be underestimated or overlooked. Lastly, it is important to select milestones in the development of the project and assign space at each milestone for two dates: estimated data and actual data of accomplishment. Monitoring should involve the planning staff as well as program and design staffs.
Presented at the 63rd Annual Meeting, Atlantic City, New Jersey, October 31 to November 2, 1977.