Summary
Developing and supporting the implementation of the Knowledge & Library Service vision and key strategic objectives aligned to local healthcare organisations and the Knowledge for Healthcare and/or Social Care Strategy.
Engaging with senior leaders outlining the multiple benefits from utilising the expertise of specialist librarians and knowledge specialists and the benefits of evidence based practice/KM practices (i.e. benefits of the professionals but also the services they offer, and ways of working of org)
Managing resources for the local service including development and support of the knowledge and library team and responsibility for the overall budget.
Developing and promoting services which are responsive to the needs of the organisation.
Monitoring effectiveness of the service, demonstrating impact and assuring the quality of services provided.
Leading on professional library-related issues such as provision of a synthesised evidence search service or development of knowledge mobilisation activities.
Behavioural Skills
| Title | Details |
|---|---|
| Analytical Thinking | Acquiring a proper understanding of a problem or situation by breaking it down systematically into its component parts and identifying the relationships between these parts. Selecting the appropriate method/tool to resolve the problem and reflecting critically on the result, so that what is learnt is identified and assimilated. |
| Attention to Detail | Applying specific quality standards to all tasks undertaken to ensure that deliverables are accurate and complete. |
| Conceptual Thinking | Acquiring understanding and insights regarding the underlying issues in complex problems or situations through the development of abstract representations, the identification of patterns and the analysis of hypotheses. |
| Creativity | Taking innovative approaches to problem solving and/or devising inventive and creative solutions. |
| Critical Thinking | The ability to think clearly and rationally; review and evaluation of processes and outputs; the ability to engage in reflective and independent thinking; reasoned thinking involving critique. |
| Cross-Functional and Inter-Disciplinary Awareness | Understanding the needs, objectives and constraints of those in other disciplines and functions. |
| 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. |
| Goal Orientation | Maintaining focus on agreed objectives and deliverables. |
| Improvisation | Dealing effectively with unexpected situations in a timely manner, taking advantage of opportunities and overcoming problems. |
| 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. |
| Information Acquisition | Identifying gaps in the available information required to understand a problem or situation and devising a means of resolving them. |
| Initiative | Being proactive, anticipating opportunities for systems, service or product improvement or development and taking appropriate action(s). |
| 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. |
| Resilience | Demonstrates resilience when working under pressure, displaying a calm and rational approach to the task at hand. |
| Stakeholder Focus | Understanding the needs of internal or external stakeholders and keeping these in mind when taking actions or making decisions. |
| Strategic Perspective | Keeping organisational objectives and strategies in mind, and ensuring courses of action are aligned with the strategic context. |
| Strategic Thinking | Long-term, broad vision perspective, situational analysis and pattern identification to anticipate potential outcomes when considering immediate and future implications of actions and decisions. |
| Teamwork | Working collaboratively with others to achieve a common goal. |
| Verbal Expression | Communicating effectively using the spoken word. |
| Written Expression | Communicating effectively in writing, such as reports and via emails. |
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 |
| Community of Practice | Contributing to and leading communities of practice to enable the exchange of knowledge for healthcare knowledge and library staff with an interest in specific topics. | Increasing Knowledge |
| Deputising | Standing in for supervisor or manager on a temporary basis during periods of absence. | Broadening Activities |
| Ethics and Values | Underpinning healthcare ethics and values by providing the best available evidence at the right time, in the right place, to inform decision-making and enable better outcomes for patients and populations. | Developing Professional Skills |
| Evidence Based Practitioner | Keeping up to date with good practice, innovation and appropriate evidence. Ensuring changes to everyday knowledge and library practice are informed by appropriate evidence and professional knowledge. | Increasing Knowledge |
| Facilitation skills | Methods and techniques for managing (or facilitating) a meeting or group session (both face-to-face and online) and then through a series of planned activities. | Developing Professional Skills |
| Gaining Knowledge of Activities of Employing Organisation | Developing an understanding of the potentially diverse range of activities (service, governance, administrative, regulatory, commercial, charitable, industrial, etc.) undertaken by the employing organisation. | Increasing Knowledge |
| 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 |
| Leadership development | Developing leadership skills, understanding leadership styles and approaches and growing self-awareness and emotional intelligence as a leader. This will require both on and off-the-job learning and may require participation in an appropriate development programme such as an NHS Leadership Academy Leadership Programme or ILM/CMI Chartered Management qualification. | Developing Professional Skills |
| 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 |
| Negotiating and Influencing | Undertaking learning and practice of negotiating with and influencing others. | Developing Professional Skills |
| Organisational and environmental context | Understanding organisational priorities and challenges identified by the executive team. | Increasing Knowledge |
| 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 |
| Professional development and reflective practice | Reflecting on practice and being self-aware about performance. | Developing Professional Skills |
| Project Assignments | Participating in a project team, working group or task force established to deliver a solution to a specific problem or issue - especially valuable if the group is inter-disciplinary. | Broadening Activities |
| Research Assignments | Exploring a topic which is not part of own normal responsibilities and presenting findings to colleagues and/or management | Increasing Knowledge |
| Wider library, data, information and knowledge sector context | Networking across the healthcare economy, both information providers, data analysts and health informaticists, to support shared learning and joint working. | Participation in Professional Activities |
Qualification Components
| Title | Awarding Bodies |
|---|---|
| CILIP Chartered Member (MCLIP) or Fellow (FCLIP) | Chartered Institute of Library and Information Professionals |
| Graduate or Post-Graduate level qualification in Library and Information Studies (or equivalent) | Higher Education |
| FEDIP Advanced 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 | Practitioner OR10 | Risk management 1.Lead on developing a risk treatment plan for GKIM-related risks. 2.Ensure this aligns with the department's overall risk appetite. |
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IT05 | Information security Developing a good understanding of information security principles. |
IT05 | Practitioner IT05 | Information security 1.Lead on ensuring colleagues across your area follow information security principles. 2.Challenge behaviour or practice that doesn't meet these standards. |
Government Digital and Data Profession Capability Framework Skills
| Skill | Level |
|---|---|
|
Problem management Problem management involves anticipating and identifying problems in systems, processes or services, and ensuring appropriate solutions are implemented. |
Practitioner Problem management You can:
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Knowledge, Library and Information Management Framework
| Skill | Level |
|---|---|
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1.1 Collection management |
1.1 Collection management | Level 4 - Enable I can ensure there is a collection management policy in place to meet the strategic needs of the organisation. I can ensure that all aspects of the collection management policy are implemented. |
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1.5 Collection evaluation and information quality |
1.5 Collection evaluation and information quality | Level 3 - Apply I can lead the evaluation of collections to ensure they are fit for purpose and meet the needs of different groups of staff and learners. |
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2.1 Data management |
2.1 Data management | Level 3 - Apply I can organise and manipulate data to inform business decisions for the knowledge and library service and the wider organisation or healthcare system. I can advise others on handling, cleaning and presenting data. I can create databases and repositories and maintain these to handle business and research data. |
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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) |
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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. |
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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 . |
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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. |
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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. |
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4.3 Copyright, intellectual property and licensing |
4.3 Copyright, intellectual property and licensing | Level 4 - Enable I can advise the organisation on compliance with information legislation and guidance including licensing, intellectual property, open access and copyright . I can provide assurance to the organisation that use of information resources is maximised within the limits of licensing regulations. I can oversee organistional compliance with local copyright licensing arrangements. |
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5.1 Information management |
5.1 Information management | Level 4 - Enable I can provide strategic oversight to the organisation about information management. I can set standards and share best practice to advise upon the storage, co-creation, access and dissemination of organisational information on a range of platforms such as intranets, internets, SharePoint, repositories and discovery systems. |
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5.5 Classification schemes and taxonomies |
5.5 Classification schemes and taxonomies | Level 4 - Enable I can provide subject matter expertise on how to organise data, information and organisational knowledge within digital systems using classification schemes and taxonomies so that it is stored effectively and is easier to find and use for evidence?based decision making. |
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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. |
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6.1 Knowledge management |
6.1 Knowledge management | Level 4 - Enable I can develop an organisational or healthcare system approach to mobilising evidence and knowledge to improve healthcare outcomes. I can use my subject matter expertise to create and implement a strategy for knowledge management and knowledge mobilisation aligned to the priorities of the organisation and local healthcare system. I can put in place systems and processes to identify, capture, create, analyse, curate and distribute knowledge to contribute to organisational learning, drive innovation and create organisational value |
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6.4 Knowledge transfer and organisational learning |
6.4 Knowledge transfer and organisational learning | Level 4 - Enable I can advocate and promote the value of using tools and techniques to encourage knowledge transfer and organisational learning for healthcare and public health organisations. I can ensure systems, processes and training are in place to enable healthcare and public health staff and learners to effectively use techniques to connect, capture, create and use knowledge. |
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6.5 Knowledge sharing and collaboration |
6.5 Knowledge sharing and collaboration | Level 4 - Enable I can advise healthcare and public health organisations and teams on approaches and tools they can use to encourage knowledge sharing and collaboration. I can oversee the design and delivery of 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 oversee the establishment of effective networks and Communities of Practice for healthcare teams and specialist groups. I can oversee the identification, capture and curation of knowledge and learning resulting from knowledge sharing and collaboration activities for the organisation. I can report to the organisation about the value of knowledge sharing and collaboration activities demonstrating how they contribute to organisational effectiveness, culture and improved healthcare outcomes. |
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6.8 Knowledge Management culture |
6.8 Knowledge Management culture | Level 4 - Enable I can create and implement a strategy and develop standards to develop an organisational learning culture where knowledge mobilisation and shared learning thrives. I can advocate and demonstrate the value of knowledge mobilisation to the organisation and local health system. I can lead organisational change and ensure all organisational decision-making 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 I can influence organisational culture to enable psychologically safe opportunities for people to share and use knowledge. I can appoint organisational knowledge mobilisation champions and incentivise knowledge sharing and re-use |
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7.1 Information literacy |
7.1 Information literacy | Level 5 - Ensure, Advise I can advocate for an evidence based practice culture across the organisation and healthcare system. I can influence organisation or healthcare system decision makers to use the skills of knowledge and library specialists to maximise the value of high quality accurate and validated information. |
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7.4 Health literacy |
7.4 Health literacy | Level 4 - Enable I can work in partnership with teams across the organisation to review patient information taking into consideration health literacy and readability levels. I can work in partnership to provide an evidence base to underpin high quality and valid patient information. I can initiate and contribute to partnership working to improve the health literacy of patients and the public. |
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7.8 Learning environments |
7.8 Learning environments | Level 4 - Enable I can provide strategic review and design of the space to ensure it meets the needs of staff and learners providing resources, study space, innovation and technologies and wellbeing. I can ensure physical library leraning spaces and digital learning spaces are adapted to remain fully accessible. |
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9.1 Research process |
9.1 Research process | Level 5 - Ensure, Advise I can advise the organisation and healthcare system about appropriate research processes. I commission research to contribute to the research evidence base of knowledge, information and library science. |
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9.7 Communication of research findings |
9.7 Communication of research findings | Level 5 - Ensure, Advise I can ensure that knowledge gained from research is effectively communicated and mobilised to enable rapid implementation of research findings into policy and practice. I can advise the healthcare organisation and system on the spread and adoption of knowledge gained from research outputs. I can advise the healthcare organisation and system about effective methods to communicate research results, including presentation, multimedia, publication and dissemination. |
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9.9 Research support |
9.9 Research support | Level 5 - Ensure, Advise I can ensure availability of research tools such as discovery systems, bibliographic databases, statistical software, repository software and reference management systems. I can ensure the knowledge and library services team has the confidence, capacity and competency to assist and advise with all stages of the research process. I can work with research teams to ensure appropriate levels of support or research are factored into research bids. |
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10.1 Customer service skills |
10.1 Customer service skills | Level 4 - Enable I can enable and assure a customer focused culture within the knowledge and library service. |
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10.3 Community engagement in planning |
10.3 Community engagement in planning | Level 4 - Enable I can use staff and learner knowledge and evidence needs analysis and feedback to inform strategic service improvement developments. I can engage with partners, stakeholders, senior leaders and staff groups across the organisation to introduce new services and innovative ways of working in meeting evidence and knowledge needs. |
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10.4 Engaging with stakeholders |
10.4 Engaging with stakeholders | Level 4 - Enable I can engage and consult with a range of service and education leads to inform knowledge and library service strategic developments. I can consult with staheholders to agree serice requirements and outputs. I can engage with senior leaders and stakeholders through organisational governance groups to align strategic developments with organisational priorities. I can engage with stakeholders to promote the benefits of specialist service developments to encourage spread and adoption across the organisation and health system. |
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10.5 Service innovation, development and design |
10.5 Service innovation, development and design | Level 4 - Enable I can enable a culture within the knowledge and library team of using evidence from research, good practice and service data to take an evidence based approach to service innovation and development. I can oversee and ensure application of quality improvement methodology to knowledge and library service innovations and developments. I can set knowledge and library service activity key performance indicators (KPIs) and metrics to demonstrate progress, analyse trends and review activity to inform service innovation. |
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10.6 Quality management |
10.6 Quality management | Level 4 - Enable I can ensure the continual improvement of the knowledge and library service for the organisation and health system I can assure the quality of the knowledge and library service for the organisation and health system I can work in partnership with senior leaders and stakeholders to meet national quality standards |
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10.8 Marketing |
10.8 Marketing | Level 4 - Enable I can work in partnership with teams across the organisation and health system, including communications, to develop a strategic targeted marketing plan. I can collaborate with senior leaders and stakeholders to ensure visibility and awareness of the knowledge and library service across the organisation and health system. I can ensure that marketing activity effectiveness is evaluated and adjustmetns made as required. |
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11.1 Leadership skills |
11.1 Leadership skills | Level 4 - Enable I can lead, set and deliver the strategic vision, direction, development and improvement of the knowledge and library service for the organisation and health system. I can empower the knowledge and library team members to have confidence and collaborate in delivering the strategic vision and direction. I can understand and 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 the service across the organisation and healthcare system. |
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11.2 Advocacy |
11.2 Advocacy | Level 4 - Enable I can ensure the visibility and breadth of involvement of the service across the organisation and health system I can campaign across the organisation to raise the profile of the value and impact of the knowledge and library service I can collaborate/influence with senior leaders to develop champions across the organisation to advocate for the use of knowledge and library services |
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11.3 Demonstrating value and impact |
11.3 Demonstrating value and impact | Level 4 - Enable I can ensue that the knowledge and library service team is systematically collecting and evaluating quantitative and qualitative impact data to show the benefits and value of the service. I can use analysed local evidence to promote and demonstrate the positive impact and value of the knowledge and library service with senior stakeholders and across the organisation to enable embedding of evidence into policy and practice. I can use published research and evidence of impact and economic benefit to demonstrate the value of locally provided knowledge and library services and use this to inform business cases. |
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11.4 Influencing key stakeholders |
11.4 Influencing key stakeholders | Level 4 - Enable I can apply my knowledge of my organisation and stakeholder positions to effectively shape my thinking, strategically plan, develop and position services. I can influence senior stakeholders across my organisation to recognise the benefits of mobilising evidence and knowledge to underpin evidence-informed decision-making. |
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11.6 Partnership development |
11.6 Partnership development | Level 4 - Enable I can identify and act on opportunities to work collaboratively and form strategic partnerships, both within the organisation and across other organisations and sectors, to develop and expand knowledge and library services to meet the evidence needs across the local healthcare system. |
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12.1 Strategic planning |
12.1 Strategic planning | Level 4 - Enable I can collaborate and consult with senior leaders and stakeholders to develop strategic priorities for the knowledge and library service aligned to organisational, local healthcare system and national objectives. I can consider the context within which I work and develop and deliver services to benefit the organisation, staff and learners. |
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12.2 Business planning |
12.2 Business planning | Level 4 - Enable I can set plans for the delivery of the knowledge and library service, to contribute to the aims and objectives of the organisation. I can lead the implementation of the strategic plan for knowledge and library services across the organisation. I can be agile and adjust business plans to maximise benefit from commercial trends. |
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12.3 Operational planning |
12.3 Operational planning | Level 4 - Enable I can lead on resource planning for knowledge and library services, taking account of user needs, business continuity and sustainability. I can implement local and national guidance to ensure the effective delivery of services. I can escalate and resolve issues with resources or facilities so they can be resolved quickly. I can manage risks and maintain continuity of service. |
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12.7 People management |
12.7 People management | Level 4 - Enable I can ensure the right level of capacity and skills mix needed in the knowledge and library services team to deliver on strategic priorities. I can coach the knowledge and library services team to deliver effective knowledge and library services, offering performance management, overseeing recruitment and resolving conflict before it escalates. I can mentor and enable knowledge and library service team members to develop skills and participate in opportunities for continuing professional development. |
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12.8 Financial management |
12.8 Financial management | Level 4 - Enable I can effectively apply knowledge and skills to perform a range of finance management techniques, budget planning, financial forecasting and business case development. I can apply understanding and expert knowledge of procurement of resources and contract management. I can ensure management responsibility for the knowledge and library service budget for staffing, services and resources. I can understand and apply organisational financial operating procedures. I can prepare business cases to bid for additional funding to deliver the strategic priorities of the service. |
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12.12 Change management |
12.12 Change management | Level 4 - Enable I can encourage stakeholders to use evidence and knowledge to inform organisational transformation activities. I can drive successful delivery of change programmes for my organisation based upon excellent communication and stakeholder engagement. I can influence the delivery of successful change programmes by ensuring the use of a strong evidence-base and the transfer and adoption of knowledge and lessons learned. |
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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. |
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13.3 Library, information and knowledge technologies |
13.3 Library, information and knowledge technologies | Level 3 - Apply I can use advanced features of knowledge, information and library systems to streamline the delivery of knowledge and library services. I can advise healthcare and public health staff and learners about which knowledge, information or library system is best suited to perform a particular task. I can apply data-entry and system standards for a variety of knowledge, information and library systems to aid interoperability. I can adapt pre-programmed reports to retrieve information to improve service performance |
The Professional Body Responsible for this job family is CILIP. This job role profile was created in collaboration with BCS, using Role Model Plus.