These are directional aims, not institution-specific performance targets. They should be translated locally into specific, measurable, achievable, relevant, and time-bound goals.
Expand useful CDS while reducing unnecessary clinician-facing interruption through better targeting, specificity, workflow integration, and lifecycle management.
A growing CDS portfolio can become less disruptive when interventions are more specific, delivered in better places, and actively maintained. The aim is to improve the relationship between useful guidance and the attention it requires.
Create trusted mechanisms to identify friction points, bring the appropriate expertise to them, give them accountable disposition, and explain constraints.
Visibility is evidence that the feedback system is working. A reported problem deserves a credible hearing even when the requested change cannot be made.
Make it easier for legitimate frontline needs to reach people with the authority and expertise to evaluate and act on them, with a visible path to disposition.
The people who identify an issue should be able to understand where it goes, who can decide, and what happened. Spokes must connect to frontline work rather than becoming another barrier.
Deployment begins evaluation. Measure adoption, workflow effects, outcomes, unintended consequences, and continuing value. Modify or retire interventions when appropriate.
A successful technical deployment does not establish that the intervention works in clinical practice. Ownership and evaluation continue after launch.
Tickets, builds, alerts, meetings, and completed projects measure activity. Informatics should increasingly measure patient, clinician, operational, safety, quality, and institutional value.
Activity shows that work occurred. Value asks what that work accomplished in the clinical system. Both may be tracked, but they answer different questions.