Target IT Operating Model

Target operating model describes how we will work differently in the future. Transformation of the Knowledge & Information delivery function is a critical enabling step in the implementation of the target capabilities, building knowledge and integrating information. The target operating model outlines future organisation structures, processes and governance for the function.  The model is aligned to five guiding principles, set out in Figure C. These build upon the broader organisational values that have been defined in the HSE Corporate Plan.

IT Operating Model Principles

We will work as one effective organisation

We provide innovation & value

We foster a great place to work

The target operating model is based on a matrix structure, where the vertical dimension facilitates focus on quality, consistency and standardisation of methods and practices, and realisation of cross-organisational synergies. The horizontal dimension creates focus on alignment with, and delivery to health service requirements, and providing end-to-end delivery accountability with patient care and outcomes at the heart of everything we do.

At the core of the target model will be industry standard practices in programme delivery and service management, and an enterprise architecture capability to ensure alignment with target vision. Another key tenet of the new model is the creation of a new level of professionalism for each role, emphasising the organisational value of learning by providing an opportunity to develop new and deeper skills and knowledge within a structured career framework. The target operating model is described in section 6 of this document.

The new operating model relies on the implementation of a clear governance structure which ensures that the decisions are made at the right level, with agreed authority, in a transparent way and without creating unnecessary bureaucracy.  Built into the governance structure will also be the integral involvement of clinicians and leadership, so that proposed solutions are defined with the practitioners and alignment with integrated care pathways is assured.

A strong role for clinical and operational leadership helps to ensure that the priorities remain focused on the core mission of providing knowledge and information that underpins ongoing service priorities and that we continue to build the trust and confidence of our service users.


Care Delivery Centric Approach

  • Aligning technology investment & resources with care delivery priorities
  • Establishing end to end accountability for the delivery of benefits to the patient
  • End to end accountability maintaining focus on balance of change and service
  • Providing a single voice, partner & escalation point for K&I customers


Function Centric Approach

  • Breaking down silos and encouraging collaboration across divisions
  • Pooling skills and driving for professionalisation and specialisation
  • Standardising methods and bringing consistency to our delivery
  • Establishing the functions to allow us to scale to future demand