A performance objective is a statement of a commitment to perform a specific act that is oriented towards the philosophy of the committee, valuable for achieving its purpose, worthwhile for improving and monitoring performance, and time phased -- within a period of one year to achieve results.

Objectives should contain the following:

• Action verb preceded by the word "to"
• Specific and measurable act
• Target date for completion
• Criteria for determining successful performance Cost in time, money, or other resources, if appropriate.

Program Objectives - are the bases for programs, projects, etc., which are developed and implemented to reach long-range goals.

Managing Objectives - are directed toward causing to happen the managing that is necessary to accomplish long-range goals.

Resource Objectives - are directed toward providing, developing, and improving resources (personnel, money, machines, materials, space, time, etc.) needed for the accomplishment of long-range goals (3-5 year period goals).

Problem-Solving Objectives - are emergency objectives to solve an immediate problem.

Basic Ingredients of Performance Objectives

Objectives should be:

• Based upon the long-range organizational goals of MLA
• Answer the question, "What vital part of the long-range 3-5 year goal will achieving this objective fulfill?"
• Measurable as much as possible in terms of a specific unit or, at least, in terms of trends or degrees of accomplishment
• Realistic and Attainable - unachievable forecasts should be avoided
• Relatively few in number; significant and primarily concerned with what must be accomplished
• Written in terms of results terms - what will be [the] result of accomplishment of an objective.

Summary....... An objective is:

• What you expect to accomplish
• When you intend to accomplish it
• What resources you will need to expend to accomplish it

Medical Library Association

We are at the threshold of a new century in which dramatic, continuous change is reshaping our profession and society. MLA's opportunity, indeed its necessity, is to reaffirm the value of health information professionals to society while building capacity for increasing our impact.

This theme, Investing in Our Future, builds upon those of recent MLA boards and presidents: Making a Difference (Jacque Doyle, 1998); Reaffirming Our Commitment (Frieda Weise, 1999); Passion for the Profession (Michael Homan, 2000). This year, President Michael Homan has strived to reaffirm our value and build our future capacity by articulating MLA's vision and moving MLA forward as a virtual association.

The Board of Directors has approved the following goals presented by incoming President Carol Jenkins for 2001. These goals focus on strengthening MLA's leadership roles to prepare health information professionals for effective practice in society, and to advocate our value; and on improving MLA's capacity to be seen as a technology leader. These goals create investment opportunities in our future both individually and as an association.

I. EXPAND MLA'S LEADERSHIP ROLE IN PROFESSIONAL DEVELOPMENT, RECOGNITION AND RESEARCH.

Procedure Manual Table of Contents

Send comments or questions to Webmaster Melissa De Santis at desantis@uthscsa.edu

Last updated on: March 5, 2001S.