Chief Knowledge Officer

Summary

A Chief Knowledge Officer is the professional lead for health and or social care knowledge and library professionals across a healthcare system. They are the subject matter expert advising upon all matters relating to the availability and use of research evidence; capture, spread and adoption of good practice and management and use of organisational knowledge as an asset. They are responsible for setting the strategic vision and policies for knowledge services and ensuring delivery of high-quality services across a health and/or social care system. They have responsibility for ensuring the correct resources, both digital and people, are in place to develop services to meet health and/or social care services needs now and in the future. They put in place systems and processes for analysing and repeating success, best practices, innovating and avoiding loss of knowledge. This is to enable research, evidence-informed policy and practice, lifelong learning and innovation to improve health and/or social care outcomes.

Behavioural Skills

Title	Details
Counselling and Developing Others	Helping others to understand their values, needs, goals and limitations and coaching them to develop their effectiveness towards the limits of their potential.
Customer Focus	Understanding the needs of the internal or external customer and keeping these in mind when taking actions or making decisions.
Decision Making	Making decisions at the appropriate time, taking into account the needs of the situation, priorities, constraints, known risks, and the availability of necessary information and resources.
Delegation	Delegating tasks, responsibilities and authorities effectively.
Flexibility	Taking account of new information or changed circumstances and/or business requirements and modifying response to a problem or situation accordingly.
Follow-up and Monitoring	Checking progress against targets, taking action to resolve exceptions/ issues and reporting and escalating where necessary.
Holistic Thinking	The ability to place problems in the context of the wider business landscape or area of interest. Understanding how different business functions work together to achieve shared goals.
Influence, Persuasion and Personal Impact	Conveying a level of confidence and professionalism when engaging with stakeholders, influencing positively and persuading others to take a specific course of action when not in a position of authority.
Interacting with People	Establishing relationships, contributing to an open culture and maintaining contacts with people from a variety of backgrounds and disciplines. Effective, approachable and sensitive communicator in different communities and cultures. Ability to adapt style and approach to meet the needs of different audiences.
Leadership	Clearly articulating goals and objectives, and motivating and leading others towards their achievement.
Organisational Awareness	Understanding the hierarchy and culture of own, customer, supplier and partner organisations and being able to identify the decision makers and influencers.
Planning and Organisation	Determining a course of action by breaking it down into smaller steps and by planning and resourcing each of these, making allowance for potential problems and escalating if necessary.
Providing Direction	Directing others to undertake specified tasks within a defined timescale.

Professional Development Activity (PDA)

Title	Details	PDA Group
Coaching skills	Concepts, methods and techniques for providing coaching in subject specialisms to individuals or groups (e.g. GROW model).	Increasing Knowledge
Gaining Knowledge of Broader IT Issues	Increasing and maintaining currency of knowledge of broader IT issues through reading, attending and participating in seminars or conferences, special studies, temporary assignments etc.	Increasing Knowledge
Gaining Knowledge of Standards and Legislation	Gaining and maintaining knowledge of relevant national and international standards and legislation.	Increasing Knowledge
Gaining Strategic Knowledge of Employing Organisation	Developing a comprehensive understanding of the business environment in which the employing organisation operates and its position, policies and direction in relation to health and care, country and global issues.	Increasing Knowledge
General Management	Continuing learning and development in general management skills, such as effective communication, leadership styles and skills, team building and team roles, motivation and delegation, planning and resource scheduling, influencing, persuasion and negotiation, so as to be in a position to accept greater responsibility at senior management or director (including non-exec) level.	Developing Professional Skills
Job Shadowing and Special Assignments	Undertaking temporary periods or secondments in other roles, particularly those that offer a new perspective on own function or exposure to other environments and cultures.	Broadening Activities
Mentoring	Acting as a mentor, advising those for whom there is no direct responsibility, on matters to do with their job role, career and professional development.	Broadening Activities
Participation in Professional Body Affairs	Taking an active part in professional body affairs at branch, specialist group, committee or board level.	Participation in Professional Activities

Qualification Components

Title	Awarding Bodies
CILIP Fellow (FCLIP) or CILIP Knowledge Management Fellow (FCLIP–KM)	Chartered Institute of Library and Information Professionals
Graduate or Post-Graduate level qualification in Library and Information Studies (or equivalent)	Higher Education
FEDIP Leading Practitioner	The Federation for Informatics Professionals

GKIM Skills Framework Skills

Skill	Level
OR10 \| Risk management Understanding and mitigating risk (for example, as part of a project led by your team).	OR10 \| Expert OR10 \| Risk management 1.Take responsibility for risk ownership. 2.Identify and manage emerging risks that have the potential to affect the delivery of KIM services in the organisation.
OR13 \| Programme and project management Understanding and applying a set of principles and tools for defining, planning, risk assessing, managing and completing a time-limited task or project. Ensuring agreed parameters of cost, resources, timescales and quality are met.	OR13 \| Expert OR13 \| Programme and project management 1.Manage multiple interrelated projects, planning work and tasks according to a wider strategy. 2.Implement a framework to ensure project outputs are coordinated and effectively managed.
OR19 \| Procurement and contract management Understanding and managing the procurement process, both pre-contract and post-contract (including bidding, tendering and review, drafting, negotiation and monitoring). Developing knowledge of due diligence, licences and Service Level Agreements (SLAs).	OR19 \| Expert OR19 \| Procurement and contract management 1.Work effectively with different organisations such as private sector and voluntary groups (alongside commercial experts) to commission and source solutions to achieve policy and organisational goals. 2.Understand the commercial drivers that will influence a private or third sector organisation, and the levers that can be used in negotiating and influencing contractual arrangements. 3.Recognise and understand the commercial tools (such as pricing models, open book accounting and supply chain management) that commercial experts can deploy to extract value from contracts.
IT05 \| Information security Developing a good understanding of information security principles.	IT05 \| Expert IT05 \| Information security 1.Take responsibility for ensuring the information in your area follows security principles. 2.Put in place an L&D programme to upskill people in your area on good information security.
IF01 \| Information flows Understanding how information flows around the organisation and to third parties.	IF01 \| Expert IF01 \| Information flows 1.Take a holistic view of how information is processed by new and emerging technologies and future algorithmic systems (for example, AI and machine learning). 2.Have a clear view of information flows across the organisation and advise on departmental policy.

Skill

Level

OR10 | Risk management

Understanding and mitigating risk (for example, as part of a project led by your team).

OR10 | Expert OR10 | Risk management

1.Take responsibility for risk ownership. 2.Identify and manage emerging risks that have the potential to affect the delivery of KIM services in the organisation.

OR13 | Programme and project management

Understanding and applying a set of principles and tools for defining, planning, risk assessing, managing and completing a time-limited task or project. Ensuring agreed parameters of cost, resources, timescales and quality are met.

OR13 | Expert OR13 | Programme and project management

1.Manage multiple interrelated projects, planning work and tasks according to a wider strategy. 2.Implement a framework to ensure project outputs are coordinated and effectively managed.

OR19 | Procurement and contract management

Understanding and managing the procurement process, both pre-contract and post-contract (including bidding, tendering and review, drafting, negotiation and monitoring). Developing knowledge of due diligence, licences and Service Level Agreements (SLAs).

OR19 | Expert OR19 | Procurement and contract management

1.Work effectively with different organisations such as private sector and voluntary groups (alongside commercial experts) to commission and source solutions to achieve policy and organisational goals. 2.Understand the commercial drivers that will influence a private or third sector organisation, and the levers that can be used in negotiating and influencing contractual arrangements. 3.Recognise and understand the commercial tools (such as pricing models, open book accounting and supply chain management) that commercial experts can deploy to extract value from contracts.

IT05 | Information security

Developing a good understanding of information security principles.

IT05 | Expert IT05 | Information security

1.Take responsibility for ensuring the information in your area follows security principles. 2.Put in place an L&D programme to upskill people in your area on good information security.

IF01 | Information flows

Understanding how information flows around the organisation and to third parties.

IF01 | Expert IF01 | Information flows

1.Take a holistic view of how information is processed by new and emerging technologies and future algorithmic systems (for example, AI and machine learning). 2.Have a clear view of information flows across the organisation and advise on departmental policy.

Government Digital and Data Profession Capability Framework Skills

Skill	Level
Applying user-centred insights	Expert Applying user-centred insights You can: advocate for a range of effective research approaches across the organisation coach others in making decisions that meet user needs across a range of channels advocate for continuous use of user insights in teams use user insights to make strategic decisions to provide the best user experience

Skill

Level

Applying user-centred insights

Expert Applying user-centred insights

You can:

advocate for a range of effective research approaches across the organisation
coach others in making decisions that meet user needs across a range of channels
advocate for continuous use of user insights in teams
use user insights to make strategic decisions to provide the best user experience

Knowledge, Library and Information Management Framework

Skill	Level
1.1 Collection management	1.1 Collection management \| Level 5 - Ensure, Advise I can advise about best practice relating to collection management for the healthcare systems or nationally. I can oversee the development of national strategic framework for collection management.
2.1 Data management	2.1 Data management \| Level 4 - Enable I can provide strategic oversight to the management of data to inform business and research decisions. I can use data to inform service improvements. I can establish services to assist others to use data.
2.9 AI and algorithmic literacy	2.9 AI and algorithmic literacy \| Level 4 - Enable I can contribute to organisational policy to encourage effective use of AI and mitigate organisational and healthcare system risks. I can devise training programmes and influence organisational culture to encourage adoption of emerging technologies such as AI. I can strategically plan and develop systems to ensure that organisational information, knowledge assets and data sets are organised and maintained to facilitate reliable use by AI. I can provide professional advice to the healthcare system about the application of machine learning (ML), large language models (LLM), development of bespoke agents and other AI technologies. I can measure the efficiencies to be gained from such technologies and balance this with the risks to the organisation and how they can be mitigated. .(CKO)
2.10 Data stewardship	2.10 Data stewardship \| Level 4 - Enable I can contribute to organisational policies about the interoperability of data sets. I can advise organisations about understanding and protecting data privacy. I can inform healthcare organisations and systems about the importance of maintaining accurate data, organisational responsibilities and risk management in relation to data privacy.
3.3 Information retrieval	3.3 Information retrieval \| Level 5 - Ensure, Advise I can assess evidence based information needs by working with senior stakeholders. I can oversee and drive developments to enable the delivery of a complex and comprehensive search and evidence retreival service. This includes access to suitable inforamtion retrieval tools. I can ensure knowledge and library staff can evaluate, select and present evidence search results to inform healthcare and public health staff decision making. I can advocate for the rapid transfer of evidence and knowedge into policy and practice by encouraging healthcare systems to make use of expertly curated horizon scans, personalised alerts and current awareness bulletin .
3.6 Information appraisal	3.6 Information appraisal \| Level 4 - Enable I can understand and apply critical appraisal skills to the results of complex evidence searches and systematic reviews. I can apply statistical reasoning to appraise evidence. I can provide critical appraisal training for staff and learners.
4.1 Information governance	4.1 Information governance \| Level 4 - Enable I can ensure effective information governance processes and compliance with organisational policies and legal requirements for the handling of data and information for knowledge and library services. I can ensure knowledge and library systems are fully compliant with information governance requirements. This includes completing Data Protection Impact Assessments and having responsibilities as the Senior Information Rick Owner for knowledge and library service inforamtion assets.
4.3 Copyright, intellectual property and licensing	4.3 Copyright, intellectual property and licensing \| Level 6 - Set strategy, inspire and influence I can advise the health system on compliance with information legislation and guidance including licensing, intellectual property, open access and copyright. I can ensure healthcare system or national licensing arrangements are in place to protect intellectual property and uphold copyright without restricting access to information for health and public health evidence-informed decision-making. I can influence the terms of legislation to maximise the use of resources within the law.
5.1 Information management	5.1 Information management \| Level 6 - Set strategy, inspire and influence I can advocate for effective information management practices to maximise the value of organistional information and avoid information risks across heeatlhcare systems and nationally.
5.5 Classification schemes and taxonomies	5.5 Classification schemes and taxonomies \| Level 6 - Set strategy, inspire and influence I can help shape how information and organisational knowledge are managed in digital systems by applying best?practice classification schemes and taxonomies. I can advocate for the essential role of knowledge, information and library specialists and their expertise in organising data, information and organisational knowledge effectively within digital systems.
5.8 Subject indexing	5.8 Subject indexing \| Level 5 - Ensure, Advise I can advise organisations and healthcare systems about effective ways to structure and apply subject headings, thesauri and controlled vocabularies to aid effective location of organisational knowledge, information and resources. I can ensure subject terms applied aid interoperability between systems and effective use of AI technologies to locate relevant information and organisational knowledge.
6.1 Knowledge management	6.1 Knowledge management \| Level 6 - Set strategy, inspire and influence I can ensure that an overarching strategy is implemented to maximise upon the value of knowledge mobilisation, encourage use of knowledge for evidence-informed decision-making to improve healthcare outcomes. I can advocate for healthcare and public health services to use the expertise of knowledge managers and apply knowledge management principles to drive innovation across a healthcare system or nationally.
6.3 Knowledge synthesis and combination	6.3 Knowledge synthesis and combination \| Level 4 - Enable I can ensure there are the right knowledge and library staff in place with the right skills to deliver services that can produce tailored summarised insights for evidence-based, informed decision making. I can ensure knowledge and library staff can use a combination of their expertise and technology to produce tailored insights, synthesised and summarised from a variety of sources, such as published research, organisational data, lessons learned, good practice, staff know-how, patient and staff lived experiences, guidelines and procedures and that these are presented in timesaving, decision-ready formats.
6.4 Knowledge transfer and organisational learning	6.4 Knowledge transfer and organisational learning \| Level 6 - Set strategy, inspire and influence I can ensure knowledge and library staff are skilled to raise awareness and facilitate the use of tools and techniques to mobilise evidence and knowledge. I can influence the integration of knowledge mobilisation tools and techniques within all healthcare and public health systems and processes to ensure knowledge flows throughout healthcare organisations and systems and that effective learning and use of organisational knowledge and individual tacit knowledge is applied to continually inform and improve policy and practice.
6.5 Knowledge sharing and collaboration	6.5 Knowledge sharing and collaboration \| Level 6 - Set strategy, inspire and influence I can influence healthcare and public health organisations and systems to take approaches to share knowledge and collaborate. I can recommend opportunities to encourage people to collaborate and share knowledge, including developing collaboration opportunities between healthcare and public health teams and the public, patients and service users. I can ensure knowledge and library staff have the skills and knowledge to establish and facilitate effective networks and Communities of Practice for healthcare teams and specialist groups. I can advise healthcare systems about how knowledge can be identified, curated and shared as a result of knowledge sharing and collaboration activities across healthcare systems. I can advocate to the healthcare system and nationally about the value of knowledge sharing and collaboration activities demonstrating how they contribute to organisational effectiveness, culture and improved healthcare outcomes.
6.8 Knowledge Management culture	6.8 Knowledge Management culture \| Level 6 - Set strategy, inspire and influence I can influence organisational learning cultures across healthcare systems and nationally where knowledge mobilisation and shared learning thrives. I can advocate and demonstrate the value of knowledge mobilisation to healthcare systems and nationally. I can lead organisational change and ensure all organisational decision-making at a system and national level is underpinned by the use of evidence, organisational knowledge and individual know-how. I can advocate for and encourage the use and spread of good practice within health systems and nationally. I can advocate for skilled facilitation to enable psychologically safe opportunities for people to share and use knowledge. I can work in partnership with knowledge mobilisation champions to advocate for knowledge mobilisation and incentivise knowledge sharing and re-use at a health sstem or national level
7.1 Information literacy	7.1 Information literacy \| Level 6 - Set strategy, inspire and influence I can advocate for an evidence based practice and policy culture across healthcare systems and nationally. I can influence national decision makers to use the skills of knowledge and library specialist to maximise the value of high quality accurate and validated information.
7.4 Health literacy	7.4 Health literacy \| Level 6 - Set strategy, inspire and influence I can influence national policy, education and processes to include health literacy awareness I can encourage those devising and delivering healthcare services to consider the impact of health literacy and digital poverty upon health inequalities. I can commission data bout local levels of health literacy to inform health service design and approaches.
7.8 Learning environments	7.8 Learning environments \| Level 6 - Set strategy, inspire and influence I can produce evidence based standards and guidance about library learning environments to achieve high quality proactive knowledge and library services meeting the needs of all staff and learners. I can influence and embed recommendations about learning environment requirements for knowledge and library services into wider guidance for the healthcare system.
9.1 Research process	9.1 Research process \| Level 6 - Set strategy, inspire and influence I can advocate nationally and internationally for open research practices and the role of qualified librarians and knowledge specialists as a core part of the research team to conduct high-quality systematic reviews of the published research. I can influence research funding organisations to ensure that the use of tacit knowledge and lived experience from staff and patients is included as part of the research process. I can commission research at a national and international level to improve the research evidence base of knowledge, information and library science.
9.9 Research support	9.9 Research support \| Level 6 - Set strategy, inspire and influence I can influence national and international research policy to ensure the expertise of knowledge and library specialists is funded and incorporated into all stages of the process. I can work with international colleagues to improve the quality of research tools and software. I can commission research tools and software on behalf of a large healthcare system. I can ensure knowledge mobilisation considerations are incorporated into research processes to ensure that tacit knowledge and good practice as research outputs are applied to improve healthcare outcomes.
10.3 Community engagement in planning	10.3 Community engagement in planning \| Level 6 - Set strategy, inspire and influence I can influence partners, stakeholders and senior leaders nationally and across the health systems to initiate innovative ways of ensuring evidence and knowledge needs are met.
10.4 Engaging with stakeholders	10.4 Engaging with stakeholders \| Level 6 - Set strategy, inspire and influence I can consult and influence senior stakeholders to inform national knowledge and library service strategic developments and align with national and health system priorities. I can influence stakeholders to promote the benefits of specialist knowledge and library service developments to encourage spread and adoption across health systems and nationally.
10.5 Service innovation, development and design	10.5 Service innovation, development and design \| Level 6 - Set strategy, inspire and influence I can set the strategic direction for national service innovation, development and design. I can influence a culture and strategic directection within knowledge and library services of using evidence from research, good practice and service data to take an evidence based approach to service innovation and development. I can advocate for the application of quality improvement methodology to knowledge and library service innovations and developments. I can use service improvement approaches, data, feedback and performance monitoring tools to engage stakeholders to advance the quality and extend the reach of knowledge and library services across the health system. I can set national knowledge and library service activity key performance indicators (KPIs) and metrics to demonstrate progress, analyse activity trends and review activity to inform national service innovation and redesign.
10.6 Quality management	10.6 Quality management \| Level 6 - Set strategy, inspire and influence I can establish national standards and frameworks for the assurance of high quality knowledge and library services I can work in partnership to influence to embed requirements for knowledge and library services into other national quality assurance and management frameworks
11.1 Leadership skills	11.1 Leadership skills \| Level 6 - Set strategy, inspire and influence I can lead, set and deliver the national strategic vision, direction, development and improvement of knowledge and library services for the healthcare system I can effectively apply a range of leadership skills, self-awareness and emotional intelligence. I can demonstrate strong leadership skills in order to ensure the visibility and breadth of involvement of knowledge and library services across the healthcare system. I can influence and inspire knowledge and library specialist staff and organisations to achieve change.
11.2 Advocacy	11.2 Advocacy \| Level 6 - Set strategy, inspire and influence I can ensure the visibility of knowledge management and library services, alignment of these services to national policy and strategic objectives, and advocating about the value to the health service of employing the specialist skills of library and knowledge specialists. I can work in partnership and commission campaigns to raise the importance of the use of evidence and knowledge for informed decision making in the health service I can collaborate with senior leaders and develop senior lead champions to advocate on behalf of healthcare knowledge and library services(CKO)
11.3 Demonstrating value and impact	11.3 Demonstrating value and impact \| Level 5 - Ensure, Advise I can engage with stakeholders and work with decision makers to understand and demonstrate where knowledge management and library services add value to healthcare organisations and health systems. I can advocate about the benefits of knowledge management and library services nationally and internationally. I can engage nationally with stakeholders using analysed evidence to promote and demonstrate the positive impact and value of knowledge and library specialists on the quality of healthcare. I can build the evidence base of the impact and economic benefit to demonstrate the value of knowledge and library services to healthcare organisations and systems.
11.4 Influencing key stakeholders	11.4 Influencing key stakeholders \| Level 6 - Set strategy, inspire and influence I can apply my knowledge of healthcare organisations, healthcare systems, political landscapes and stakeholder positions to inform my thinking, develop national strategic plans and position services. I can influence senior stakeholders across healthcare organisations, healthcare systems and political landscapes to recognise the benefits of mobilising evidence and knowledge to underpin evidence-informed decision-making.
11.6 Partnership development	11.6 Partnership development \| Level 6 - Set strategy, inspire and influence I can facilitate strategic partnerships across the health system, nationally and internationally to raise the visibility of knowledge and library services and specialists. I can generate opportunities for knowledge and library specialists to work in partnerships across the health system, nationally and internationally to improve the delivery of knowledge and lirbary services.
12.1 Strategic planning	12.1 Strategic planning \| Level 6 - Set strategy, inspire and influence I can publish strategic priorities to inform the development and delivery of knowledge management and library services which align to national objectives. I can incorporate into national healthcare drivers and strategies consideration of effective mobilisation of evidence and knowledge. I can provide subject matter expertise about policy, legal compliance and governance relating to knowledge management and library services.
12.2 Business planning	12.2 Business planning \| Level 6 - Set strategy, inspire and influence I can initiate plans to ensure the efficient implementation of the strategic vision for the development of knowledge management and library services for healthcare systems and nationally. I can influence national and international policies and guidance to drive the development of knowledge and library services.
12.3 Operational planning	12.3 Operational planning \| Level 6 - Set strategy, inspire and influence I can devise plans to ensure the delivery of effective and efficient knowledge, information and library services across a healthcare system or nationally. I can maintain a risk register for knowledge and lirbary service functions at a healthcare system or national level. I can ensure provision is made for sustainability and continuity of knowledge and library services across healthcare systems or nationally
12.7 People management	12.7 People management \| Level 6 - Set strategy, inspire and influence I can produce standards and guidance about the skills mix and capacity required to deliver high-quality, proactive health knowledge and lirbary services. I can use my influence to embed guidance and recommendations on skill mix and capacity requirements into wider guidance for the healthcare system. I can produce workforce modelling to predict future requirements for specialist health knowledge and library staff. I can monitor workforce data and commission work to address workforce gaps. I can commission training activities to develop the skills and knowledge of the specialist health knowledge and library services workforce.
12.8 Financial management	12.8 Financial management \| Level 6 - Set strategy, inspire and influence I can influence mechanisms for funding knowledge and lirbary services. I can produce standards and guidance about funding levels to achieve high quality proactive knowledge and library services. I can use my influence to embed guidance and recommendations on funding requirements for knowledge and library services into wider guidance for the healthcare system. I can drive the efficient use of national funding to ensure effective delivery of services and resources to ensure productivity and value for for money.
12.12 Change management	12.12 Change management \| Level 5 - Ensure, Advise I can lead on organisational or national transformation activities. I can lead on the transformation of system-wide or national knowledge and library services changes . I can ensure effective communication and stakeholder engagement to deliver change programmes. I can influence the use of a strong evidence-base and effective transfer and adoption of knowledge to drive successful transformation programmes. I can enable a culture for continuous learning and sharing of knowledge to underpin successful change management.
13.2 Exploiting technology	13.2 Exploiting technology \| Level 5 - Ensure, Advise I can lead on the design, implementation and evaluation of current and emerging technologies and digital systems for the exploitation and use of organisational knowledge. I can advise healthcare organisations about content management systems, knowledge repositories and management of digital resources and services. I can advise and lead the healthcare organisation or healthcare system on the suitability and application of digital technologies, to inform commissioning, conformity to inter-operable standards and customisation to meet user needs. I can advise on development of digital skills and fluency requirements of healthcare staff, learners and the public so they can effectively use technology to inform healthcare decisions. I can advocate for the role of knowledge and library specialists to act as a human bridge enabling people to build their confidence and maximise their use of digital technologies.
13.3 Library, information and knowledge technologies	13.3 Library, information and knowledge technologies \| Level 6 - Set strategy, inspire and influence I can commission research to identify the most suitable and value for money knowledge, information and library technologies to adopt for a healthcare system or nationally. I can influence international interoperability standards and approaches to system developments. I can influence commercial suppliers to design systems that fully meet the specialist needs of the healthcare and public health workforce.

Skill

Level

1.1 Collection management

1.1 Collection management | Level 5 - Ensure, Advise

I can advise about best practice relating to collection management for the healthcare systems or nationally. I can oversee the development of national strategic framework for collection management.

2.1 Data management

2.1 Data management | Level 4 - Enable

I can provide strategic oversight to the management of data to inform business and research decisions. I can use data to inform service improvements. I can establish services to assist others to use data.

2.9 AI and algorithmic literacy

2.9 AI and algorithmic literacy | Level 4 - Enable

I can contribute to organisational policy to encourage effective use of AI and mitigate organisational and healthcare system risks. I can devise training programmes and influence organisational culture to encourage adoption of emerging technologies such as AI. I can strategically plan and develop systems to ensure that organisational information, knowledge assets and data sets are organised and maintained to facilitate reliable use by AI. I can provide professional advice to the healthcare system about the application of machine learning (ML), large language models (LLM), development of bespoke agents and other AI technologies. I can measure the efficiencies to be gained from such technologies and balance this with the risks to the organisation and how they can be mitigated. .(CKO)

2.10 Data stewardship

2.10 Data stewardship | Level 4 - Enable

I can contribute to organisational policies about the interoperability of data sets. I can advise organisations about understanding and protecting data privacy. I can inform healthcare organisations and systems about the importance of maintaining accurate data, organisational responsibilities and risk management in relation to data privacy.

3.3 Information retrieval

3.3 Information retrieval | Level 5 - Ensure, Advise

I can assess evidence based information needs by working with senior stakeholders. I can oversee and drive developments to enable the delivery of a complex and comprehensive search and evidence retreival service. This includes access to suitable inforamtion retrieval tools. I can ensure knowledge and library staff can evaluate, select and present evidence search results to inform healthcare and public health staff decision making. I can advocate for the rapid transfer of evidence and knowedge into policy and practice by encouraging healthcare systems to make use of expertly curated horizon scans, personalised alerts and current awareness bulletin .

3.6 Information appraisal

3.6 Information appraisal | Level 4 - Enable

I can understand and apply critical appraisal skills to the results of complex evidence searches and systematic reviews. I can apply statistical reasoning to appraise evidence. I can provide critical appraisal training for staff and learners.

4.1 Information governance

4.1 Information governance | Level 4 - Enable

I can ensure effective information governance processes and compliance with organisational policies and legal requirements for the handling of data and information for knowledge and library services. I can ensure knowledge and library systems are fully compliant with information governance requirements. This includes completing Data Protection Impact Assessments and having responsibilities as the Senior Information Rick Owner for knowledge and library service inforamtion assets.

4.3 Copyright, intellectual property and licensing

4.3 Copyright, intellectual property and licensing | Level 6 - Set strategy, inspire and influence

I can advise the health system on compliance with information legislation and guidance including licensing, intellectual property, open access and copyright. I can ensure healthcare system or national licensing arrangements are in place to protect intellectual property and uphold copyright without restricting access to information for health and public health evidence-informed decision-making. I can influence the terms of legislation to maximise the use of resources within the law.

5.1 Information management

5.1 Information management | Level 6 - Set strategy, inspire and influence

I can advocate for effective information management practices to maximise the value of organistional information and avoid information risks across heeatlhcare systems and nationally.

5.5 Classification schemes and taxonomies

5.5 Classification schemes and taxonomies | Level 6 - Set strategy, inspire and influence

I can help shape how information and organisational knowledge are managed in digital systems by applying best?practice classification schemes and taxonomies. I can advocate for the essential role of knowledge, information and library specialists and their expertise in organising data, information and organisational knowledge effectively within digital systems.

5.8 Subject indexing

5.8 Subject indexing | Level 5 - Ensure, Advise

I can advise organisations and healthcare systems about effective ways to structure and apply subject headings, thesauri and controlled vocabularies to aid effective location of organisational knowledge, information and resources. I can ensure subject terms applied aid interoperability between systems and effective use of AI technologies to locate relevant information and organisational knowledge.

6.1 Knowledge management

6.1 Knowledge management | Level 6 - Set strategy, inspire and influence

I can ensure that an overarching strategy is implemented to maximise upon the value of knowledge mobilisation, encourage use of knowledge for evidence-informed decision-making to improve healthcare outcomes. I can advocate for healthcare and public health services to use the expertise of knowledge managers and apply knowledge management principles to drive innovation across a healthcare system or nationally.

6.3 Knowledge synthesis and combination

6.3 Knowledge synthesis and combination | Level 4 - Enable

I can ensure there are the right knowledge and library staff in place with the right skills to deliver services that can produce tailored summarised insights for evidence-based, informed decision making. I can ensure knowledge and library staff can use a combination of their expertise and technology to produce tailored insights, synthesised and summarised from a variety of sources, such as published research, organisational data, lessons learned, good practice, staff know-how, patient and staff lived experiences, guidelines and procedures and that these are presented in timesaving, decision-ready formats.

6.4 Knowledge transfer and organisational learning

6.4 Knowledge transfer and organisational learning | Level 6 - Set strategy, inspire and influence

I can ensure knowledge and library staff are skilled to raise awareness and facilitate the use of tools and techniques to mobilise evidence and knowledge. I can influence the integration of knowledge mobilisation tools and techniques within all healthcare and public health systems and processes to ensure knowledge flows throughout healthcare organisations and systems and that effective learning and use of organisational knowledge and individual tacit knowledge is applied to continually inform and improve policy and practice.

6.5 Knowledge sharing and collaboration

6.5 Knowledge sharing and collaboration | Level 6 - Set strategy, inspire and influence

I can influence healthcare and public health organisations and systems to take approaches to share knowledge and collaborate. I can recommend opportunities to encourage people to collaborate and share knowledge, including developing collaboration opportunities between healthcare and public health teams and the public, patients and service users. I can ensure knowledge and library staff have the skills and knowledge to establish and facilitate effective networks and Communities of Practice for healthcare teams and specialist groups. I can advise healthcare systems about how knowledge can be identified, curated and shared as a result of knowledge sharing and collaboration activities across healthcare systems. I can advocate to the healthcare system and nationally about the value of knowledge sharing and collaboration activities demonstrating how they contribute to organisational effectiveness, culture and improved healthcare outcomes.

6.8 Knowledge Management culture

6.8 Knowledge Management culture | Level 6 - Set strategy, inspire and influence

I can influence organisational learning cultures across healthcare systems and nationally where knowledge mobilisation and shared learning thrives. I can advocate and demonstrate the value of knowledge mobilisation to healthcare systems and nationally. I can lead organisational change and ensure all organisational decision-making at a system and national level is underpinned by the use of evidence, organisational knowledge and individual know-how. I can advocate for and encourage the use and spread of good practice within health systems and nationally. I can advocate for skilled facilitation to enable psychologically safe opportunities for people to share and use knowledge. I can work in partnership with knowledge mobilisation champions to advocate for knowledge mobilisation and incentivise knowledge sharing and re-use at a health sstem or national level

7.1 Information literacy

7.1 Information literacy | Level 6 - Set strategy, inspire and influence

I can advocate for an evidence based practice and policy culture across healthcare systems and nationally. I can influence national decision makers to use the skills of knowledge and library specialist to maximise the value of high quality accurate and validated information.

7.4 Health literacy

7.4 Health literacy | Level 6 - Set strategy, inspire and influence

I can influence national policy, education and processes to include health literacy awareness I can encourage those devising and delivering healthcare services to consider the impact of health literacy and digital poverty upon health inequalities. I can commission data bout local levels of health literacy to inform health service design and approaches.

7.8 Learning environments

7.8 Learning environments | Level 6 - Set strategy, inspire and influence

I can produce evidence based standards and guidance about library learning environments to achieve high quality proactive knowledge and library services meeting the needs of all staff and learners. I can influence and embed recommendations about learning environment requirements for knowledge and library services into wider guidance for the healthcare system.

9.1 Research process

9.1 Research process | Level 6 - Set strategy, inspire and influence

I can advocate nationally and internationally for open research practices and the role of qualified librarians and knowledge specialists as a core part of the research team to conduct high-quality systematic reviews of the published research. I can influence research funding organisations to ensure that the use of tacit knowledge and lived experience from staff and patients is included as part of the research process. I can commission research at a national and international level to improve the research evidence base of knowledge, information and library science.

9.9 Research support

9.9 Research support | Level 6 - Set strategy, inspire and influence

I can influence national and international research policy to ensure the expertise of knowledge and library specialists is funded and incorporated into all stages of the process. I can work with international colleagues to improve the quality of research tools and software. I can commission research tools and software on behalf of a large healthcare system. I can ensure knowledge mobilisation considerations are incorporated into research processes to ensure that tacit knowledge and good practice as research outputs are applied to improve healthcare outcomes.

10.3 Community engagement in planning

10.3 Community engagement in planning | Level 6 - Set strategy, inspire and influence

I can influence partners, stakeholders and senior leaders nationally and across the health systems to initiate innovative ways of ensuring evidence and knowledge needs are met.

10.4 Engaging with stakeholders

10.4 Engaging with stakeholders | Level 6 - Set strategy, inspire and influence

I can consult and influence senior stakeholders to inform national knowledge and library service strategic developments and align with national and health system priorities. I can influence stakeholders to promote the benefits of specialist knowledge and library service developments to encourage spread and adoption across health systems and nationally.

10.5 Service innovation, development and design

10.5 Service innovation, development and design | Level 6 - Set strategy, inspire and influence

I can set the strategic direction for national service innovation, development and design. I can influence a culture and strategic directection within knowledge and library services of using evidence from research, good practice and service data to take an evidence based approach to service innovation and development. I can advocate for the application of quality improvement methodology to knowledge and library service innovations and developments. I can use service improvement approaches, data, feedback and performance monitoring tools to engage stakeholders to advance the quality and extend the reach of knowledge and library services across the health system. I can set national knowledge and library service activity key performance indicators (KPIs) and metrics to demonstrate progress, analyse activity trends and review activity to inform national service innovation and redesign.

10.6 Quality management

10.6 Quality management | Level 6 - Set strategy, inspire and influence

I can establish national standards and frameworks for the assurance of high quality knowledge and library services I can work in partnership to influence to embed requirements for knowledge and library services into other national quality assurance and management frameworks

11.1 Leadership skills

11.1 Leadership skills | Level 6 - Set strategy, inspire and influence

I can lead, set and deliver the national strategic vision, direction, development and improvement of knowledge and library services for the healthcare system I can effectively apply a range of leadership skills, self-awareness and emotional intelligence. I can demonstrate strong leadership skills in order to ensure the visibility and breadth of involvement of knowledge and library services across the healthcare system. I can influence and inspire knowledge and library specialist staff and organisations to achieve change.

11.2 Advocacy

11.2 Advocacy | Level 6 - Set strategy, inspire and influence

I can ensure the visibility of knowledge management and library services, alignment of these services to national policy and strategic objectives, and advocating about the value to the health service of employing the specialist skills of library and knowledge specialists. I can work in partnership and commission campaigns to raise the importance of the use of evidence and knowledge for informed decision making in the health service I can collaborate with senior leaders and develop senior lead champions to advocate on behalf of healthcare knowledge and library services(CKO)

11.3 Demonstrating value and impact

11.3 Demonstrating value and impact | Level 5 - Ensure, Advise

I can engage with stakeholders and work with decision makers to understand and demonstrate where knowledge management and library services add value to healthcare organisations and health systems. I can advocate about the benefits of knowledge management and library services nationally and internationally. I can engage nationally with stakeholders using analysed evidence to promote and demonstrate the positive impact and value of knowledge and library specialists on the quality of healthcare. I can build the evidence base of the impact and economic benefit to demonstrate the value of knowledge and library services to healthcare organisations and systems.

11.4 Influencing key stakeholders

11.4 Influencing key stakeholders | Level 6 - Set strategy, inspire and influence

I can apply my knowledge of healthcare organisations, healthcare systems, political landscapes and stakeholder positions to inform my thinking, develop national strategic plans and position services. I can influence senior stakeholders across healthcare organisations, healthcare systems and political landscapes to recognise the benefits of mobilising evidence and knowledge to underpin evidence-informed decision-making.

11.6 Partnership development

11.6 Partnership development | Level 6 - Set strategy, inspire and influence

I can facilitate strategic partnerships across the health system, nationally and internationally to raise the visibility of knowledge and library services and specialists. I can generate opportunities for knowledge and library specialists to work in partnerships across the health system, nationally and internationally to improve the delivery of knowledge and lirbary services.

12.1 Strategic planning

12.1 Strategic planning | Level 6 - Set strategy, inspire and influence

I can publish strategic priorities to inform the development and delivery of knowledge management and library services which align to national objectives. I can incorporate into national healthcare drivers and strategies consideration of effective mobilisation of evidence and knowledge. I can provide subject matter expertise about policy, legal compliance and governance relating to knowledge management and library services.

12.2 Business planning

12.2 Business planning | Level 6 - Set strategy, inspire and influence

I can initiate plans to ensure the efficient implementation of the strategic vision for the development of knowledge management and library services for healthcare systems and nationally. I can influence national and international policies and guidance to drive the development of knowledge and library services.

12.3 Operational planning

12.3 Operational planning | Level 6 - Set strategy, inspire and influence

I can devise plans to ensure the delivery of effective and efficient knowledge, information and library services across a healthcare system or nationally. I can maintain a risk register for knowledge and lirbary service functions at a healthcare system or national level. I can ensure provision is made for sustainability and continuity of knowledge and library services across healthcare systems or nationally

12.7 People management

12.7 People management | Level 6 - Set strategy, inspire and influence

I can produce standards and guidance about the skills mix and capacity required to deliver high-quality, proactive health knowledge and lirbary services. I can use my influence to embed guidance and recommendations on skill mix and capacity requirements into wider guidance for the healthcare system. I can produce workforce modelling to predict future requirements for specialist health knowledge and library staff. I can monitor workforce data and commission work to address workforce gaps. I can commission training activities to develop the skills and knowledge of the specialist health knowledge and library services workforce.

12.8 Financial management

12.8 Financial management | Level 6 - Set strategy, inspire and influence

I can influence mechanisms for funding knowledge and lirbary services. I can produce standards and guidance about funding levels to achieve high quality proactive knowledge and library services. I can use my influence to embed guidance and recommendations on funding requirements for knowledge and library services into wider guidance for the healthcare system. I can drive the efficient use of national funding to ensure effective delivery of services and resources to ensure productivity and value for for money.

12.12 Change management

12.12 Change management | Level 5 - Ensure, Advise

I can lead on organisational or national transformation activities. I can lead on the transformation of system-wide or national knowledge and library services changes . I can ensure effective communication and stakeholder engagement to deliver change programmes. I can influence the use of a strong evidence-base and effective transfer and adoption of knowledge to drive successful transformation programmes. I can enable a culture for continuous learning and sharing of knowledge to underpin successful change management.

13.2 Exploiting technology

13.2 Exploiting technology | Level 5 - Ensure, Advise

I can lead on the design, implementation and evaluation of current and emerging technologies and digital systems for the exploitation and use of organisational knowledge. I can advise healthcare organisations about content management systems, knowledge repositories and management of digital resources and services. I can advise and lead the healthcare organisation or healthcare system on the suitability and application of digital technologies, to inform commissioning, conformity to inter-operable standards and customisation to meet user needs. I can advise on development of digital skills and fluency requirements of healthcare staff, learners and the public so they can effectively use technology to inform healthcare decisions. I can advocate for the role of knowledge and library specialists to act as a human bridge enabling people to build their confidence and maximise their use of digital technologies.

13.3 Library, information and knowledge technologies

13.3 Library, information and knowledge technologies | Level 6 - Set strategy, inspire and influence

I can commission research to identify the most suitable and value for money knowledge, information and library technologies to adopt for a healthcare system or nationally. I can influence international interoperability standards and approaches to system developments. I can influence commercial suppliers to design systems that fully meet the specialist needs of the healthcare and public health workforce.

The Professional Body Responsible for this job family is CILIP. This job role profile was created in collaboration with BCS, using Role Model Plus.

Summary

Behavioural Skills

Professional Development Activity (PDA)

Qualification Components

GKIM Skills Framework Skills

Government Digital and Data Profession Capability Framework Skills

Knowledge, Library and Information Management Framework

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