Defining Goals and Objectives in the EBD Process
Where the process starts
The EBD process runs roughly: define goals and objectives → find evidence → critically appraise and interpret → translate into design concepts → implement → measure and evaluate → disseminate. It begins with goals, not solutions. A goal is the outcome the project wants to achieve; a solution is a physical or operational means to that end. Candidates are frequently asked to classify statements, and the tell is whether the statement names a physical object ("a rooftop garden") or an outcome ("reduce patient stress").
Goals versus objectives
- Goals are broad, aspirational, and few - typically three to six prioritized for the project.
- Objectives are the measurable translation: specific, measurable, achievable, relevant, time-bound. "Improve the patient experience" becomes "increase the top-box score on the quietness item by ten points within twelve months of occupancy."
- Design concepts come later: "unit layout and acoustic assemblies achieving under 45 dBA at night in patient rooms."
Traps
Defining goals that cannot be measured; listing a dozen goals with no prioritization; skipping stakeholder and client strategic-plan alignment; and letting a favored design feature drive the goal rather than the reverse. Another common error is treating goals as fixed forever - they should be revisited if evidence or operational realities change.
Rule of thumb
Apply the "so what, and how would we know?" test to each goal. If you cannot name the metric, the data source, and the timing of measurement before design begins, the goal is still a slogan. Each goal should carry at least one metric, one target, and one accountable owner.