EBD Step 1: Define EBD Goals & Objectives

At the core of an evidence-based design process is the link between design and desired outcomes. This can be established early in the process through visioning - defining broad goals and objectives for the project that support the organization’s mission and vision. Continually referencing these goals throughout the process helps the team evaluate various design strategies and keep the project on track. Consider the following steps and related questions.

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Assemble interdisciplinary design team (P)

In addition to the architect, the executive director, the staff, and the board of directors, each have a unique role and perspective to share during the development process. Your team may include an executive steering committee, as well as subgroups. In an evidence-based design process, there is a diverse group of stakeholders who bring varying perspectives to help define the goals, objectives, and solutions. Are there specialty consultants you might need, such as an expert in project development, clinical processes or technology? Determine how patient and staff input will be gathered throughput the process and how they will be represented at an executive level. Have roles and related scope of responsibility been defined for each team member?

In a clinic setting, it is a good idea to poll your Board, staff, and other volunteers to find out what expertise they may be able to contribute to the project, whether developing a business plan or understanding construction. You may also find experts in your community that are willing to help, but it is important to define expectations, especially when work is being offered pro bono.

Identify issues and/or problems (P)

Consider if there are key areas or outcomes that would be of interest to your community and organization. What problems or issues are you trying to solve? What is it that you hope to achieve to support your strategic plan, business case, and/or care model? In a clinic setting, community issues might include access to care or compliance rates for care regimens. Organizational problems might include staff efficiency.

Define Outcomes (P)

Defining the intended outcomes will provide clarity for everyone involved throughout the duration of project. Outcomes may be closely tied to staff, patient and/or family and will most likely involve operational, administrative and cultural changes. What are the anticipate improvements or changes to be achieved through a new or renovated building?

In a clinic setting, outcomes might include patient & clinical outcomes, such as improving access to care by providing easy access to public transportation, improving compliance with care regimens through family engagement in care. Staff outcomes might include improved efficiency offered by a medical home model and its related layout (that may improve patient compliance, as well). It may also include operational outcomes, such as reduced long-term operating costs. Long term costs need to be carefully considered relative to “first” (capital) costs in development of the business case.

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