%0 Journal Article
%T A Pragmatic Guide to Establishing Clinical Decision Support Governance and Addressing Decision Support Fatigue: a Case Study
%A Angela M. Wigren
%A Brett L. Clayson
%A Bruce E. Bray
%A Carole H. Stipelman
%A Carrie S. King
%A Charlene R Weir
%A Chris Walls
%A Damian Borbolla
%A David ElHalta
%A Dean Taylor
%A Guilherme Del Fiol
%A Kensaku Kawamanto
%A Mary H. Parsons
%A Melissa S. Briley
%A Michael C. Flynn
%A Micheal B. Strong
%A Polina Kukhareva
%A Rachel Hess
%A Teresa Taft
%A Thomas J Reese
%A Travis Gregory
%J Archive of "AMIA Annual Symposium Proceedings".
%D 2018
%X There is limited guidance available in the literature for establishing clinical decision support (CDS) governance and improving CDS effectiveness in a pragmatic, resource-efficient manner. Here, we describe how University of Utah Health established enterprise CDS governance in 2015 leveraging existing resources. Key components of the governance include a multi-stakeholder CDS Committee that vets new requests and reviews existing content; a requirement that proposed CDS is actually desired by intended recipients; coordination with other governance bodies; basic data analytics to identify high-frequency, low-value CDS and monitor progress; active solicitation of user issues; the transition of alert and reminder content to other, more appropriate areas in the electronic health record; and the judicious use of experimental designs to guide decision-making regarding CDS effectiveness. In the three years since establishing this governance, new CDS has been continuously added while the overall burden of clinician-facing alerts and reminders has been reduced by 53.8%
%U https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6371304/