Digital_Strategy_Final_v1

Target Operating Model

Operating Model The operating model for Digital Services will change to meet the strategic aims set out in this strategy. To ensure any operating model changes are balanced with other operational requirements for the Trust, the strategy will not describe specific changes now. Instead, all operating model components not already covered in specific missions, will be presented as a paper to Digital Board and Management Board before the end of the financial year 2022/23. Required changes will include: Workforce —to address workforce gaps including digital skills, business systems and Microsoft power platforms. Workforce expansion in line with the trust growth.

Finance —Including a 5 - year plan implemented to support the strategy. Changes to budgets and financial monitoring. Projection for financial pressures including inflation, capex to opex transfer. Performance —revised performance reporting and KPI tracking. Sourcing and Alliances —supplier management and licence cost tracker to ensure value for money. Decision Rights —governance, management of risk and revised meeting structures.

(Gartner illustration showing the components for and IT operating model)

Activity

Performance

Monitored at Digital Board, Audit Committee & service reviews

Engage

Decision Rights

Strategy governance in place and effective

Financials

Review paper to draft before March 2023

Enable Organisational Structure Sourcing and Alliances

Review paper to draft before March 2023

Supplier management and licence cost to be included in the review paper

Talent

Digital Strategy Mission 7

Ways of Working

Digital Strategy Mission 7

Deliver

Tools

Determined by SMT and budgeted from Digital Services

Places

Digital Strategy Mission 7

(Table summarising the source of activities for the operating model components)

9

Digital Strategy 2023 - 2028