Summary
Devises and implements data governance processes. Derives data governance structures and metadata to support consistent data retrieval, integration, analysis, pattern recognition and interpretation across the organisation. Independently validates external information from multiple sources. Identifies and addresses issues preventing optimal use of information assets. Provides expert advice to maximise data asset value, ensuring data compliance.
Work Activity Components
| Title | Details |
|---|---|
| Data governance (DATM) (Level Five) | Defines and implements data governance processes, including classification, quality, retrieval and retention processes. Champions data ownership and stewardship to raise awareness of data and its value as a strategic asset. |
| Data structures (DATM) (Level Five) | Derives data governance structures and metadata to support consistency of information retrieval, combination, analysis, pattern recognition and interpretation, throughout the organisation. |
| Management and leadership (DATM) (Level Five) | May take responsibility for managing a team or contributing to the development of staff within an organisation. May be involved in scheduling staff activities and planning future data governance activities. |
| Validation (DATM) (Level Five) | Independently validates external information from multiple sources. |
Technical Skills
| Title | Details | Depth |
|---|---|---|
| Big Data | The discipline associated with data sets so large and/or complex that traditional data processing applications are inadequate. The data files may include structured, unstructured and/or semi-structured data, such as unstructured text, audio, video, etc. Challenges include analysis, capture, curation, search, sharing, storage, transfer, manipulation, analysis, visualization and information privacy. | Proficient in |
| Business Environment | The business environment relating to own sphere of work (own organisation and/or closely associated organisations, such as customers, suppliers, partners and competitors), in particular those aspects of the business that the specialism is to support (i.e. localised organisational awareness from a technical perspective). | Familiar with |
Other Skills
| Title | Details | Depth |
|---|---|---|
| Threat Landscape | Knowledge and understanding of the threat landscape, regulatory and legislative requirements and awareness of industry good practice relating to information governance, privacy and security. | Familiar with |
Training
| Title | Details |
|---|---|
| Coaching | Concepts, methods and techniques for providing coaching in subject specialisms to individuals or groups (e.g. GROW model). |
| Data Management | Data management concepts, methods, tools and techniques relating to the planning, development, implementation, administration and curation of data. |
| Security Awareness | Tools and techniques to help users and employees understand the role they play in helping to combat information security breaches and for IT and security professionals to prevent and mitigate risk. |
Professional Development Activity (PDA)
| Title | Details | PDA Group |
|---|---|---|
| Deputising | Standing in for supervisor or manager on a temporary basis during periods of absence. | Broadening Activities |
| 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 |
| 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 |
| 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 |
| Negotiating and Influencing | Undertaking learning and practice of negotiating with and influencing others. | Developing Professional Skills |
| 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 |
| Research Assignments | Exploring a topic which is not part of own normal responsibilities and presenting findings to colleagues and/or management | Increasing Knowledge |
| Team Leadership | Undertaking learning and practice of the skills required to lead teams, including motivation, direction, coaching, delegation, appraisal, counselling and developing others. | Developing Professional Skills |
Qualification Components
| Title | Awarding Bodies |
|---|---|
| Data Governance Fundamentals | TDWI Transforming Data with Intelligence |
| FEDIP Advanced Practitioner | The Federation for Informatics Professionals |
Additional Frameworks
National Competency Framework for Data Professionals in Health and Care
Behaviours
| Title | Details |
|---|---|
| Delivering outcomes (B1.1) (Level Four) | You are able to gather the skills of a diverse multi-disciplinary team in order to achieve an agreed outcome. |
| Communicating within a hierarchy (B1.2) (Level Four) | You are able to challenge the use of hierarchical arguments where logic supports a different course of action and call out the use of emotional or coercive influence. |
| Generating consensus (B1.3) (Level Four) | You are consistently able to gather a consensus of opinion to support your arguments and often know what people will support prior to discussion. |
| Logical arguments (B1.4) (Level Four) | You are able to construct a clearly predicated argument with logically consistent conclusions whilst providing robust refutations of counterarguments. |
| Negotiation (B1.5) (Level Four) | You are able to negotiate exchanges over multiple poles of interest in order to achieve a specific result even when those involved have hidden agendas, while allowing everyone to share multiple viewpoints. |
| Generating support (B1.6) (Level Four) | Your team and colleagues will often go above and beyond to support your initiatives. |
| Influence (B1.7) (Level Four) | Your opinion is often sought early by peers dealing with politically sensitive issues. |
| Equality (B2.1) (Level Four) | You make extra efforts to ensure that, where the voices of certain groups are not being heard, you take the time to give them a voice. |
| Challenging discrimination (B2.2) (Level Four) | You are able to engage with sensitive ED&I issues and deal with them with the utmost dignity, respect and fairness. |
| NHS Constitution (B2.3) (Level Four) | You promote the behaviours and values listed in the NHS Constitution. |
| Supporting others (B2.4) (Level Four) | You view the wellbeing of you and those around you with high priority. You take every step to ensure that people within your domain know that it's okay not to be okay. |
| Open environment (B2.5) (Level Four) | You are an ally for underrepresented and marginalised groups and model an open environment by facilitating sessions for these individuals to share their lived experiences with you and your colleagues. |
| Challenging disrespect (B2.6) (Level Four) | You support staff to understand the impact of disrespectful behaviour and support them in challenging it. |
| Written communication (B3.1) (Level Four) | You are able to produce original written material that is accessible, referenced and publishable, including the production of literature reviews. |
| Discussing complex ideas (B3.2) (Level Four) | You are able to engage in complex technical debates with other specialists whilst using accessible and accurate language. |
| Delivering complex ideas (B3.3) (Level Four) | Your confidence in your expertise enables others to feel confident and at ease with your contribution. |
| Understanding new ideas (B3.4) (Level Four) | You are able to design all insight into complex information in a way that is both accurate and concise. |
| Reading audiences (B3.5) (Level Four) | You are able to read large audiences to assess how well they have understood a series of multi-disciplinary concepts. |
| Problem sharing (B4.1) (Level Four) | You look to provide multi-disciplinary solutions for maximum adoption throughout the organisation, while respecting pre-agreed boundaries. |
| Seeking opinions (B4.2) (Level Four) | You regularly create multi-disciplinary teams to address complex problems. |
| Sharing best practice (B4.3) (Level Four) | You create an environment where the sharing of best practice is viewed as a central part of every review process. |
| Embedding best practice (B4.4) (Level Four) | You ensure that all processes within your area are based on models of "what good looks like". |
| Patient impact (B5.1) (Level Four) | You ensure work within your area is as efficient as possible and enables better health and care outcomes. |
| Understanding the customer (B5.2) (Level Four) | You seek out opportunities to work collaboratively with customers to pre-empt requests. |
| Customer service (B5.3) (Level Four) | You understand changes within health and care with a view offering solutions to foreseen requirements. |
| Customer solutions (B5.4) (Level Four) | You apply new solutions to customer requirements in order to ensure maximum accuracy and efficiency. |
Leadership
| Title | Details |
|---|---|
| Empathy and understanding (Level Four) | You act with care, empathy and understanding and ensure that your team knows you are always available to them. |
| Pressure (Level Four) | You are aware of the pressures faced by your senior managers, as well as those in your team, and are able to work collaboratively to ease them. |
| EDI (Level Four) | You actively engage in your organisation's EDI networks to better understand and appreciate the lived experiences of people different to you and how you can create a working environment supportive to all. |
| Team support (Level Four) | Your team feels supported and empowered to exceed their goals. |
| Positivity (Level Four) | You set clear goals and expectations that are visible to your team and others in affiliated areas. |
| Innovation (Level Four) | You build the importance of trying new things and failing in a controlled environment into your ways of working whilst always celebrating success. |
| Safe to fail (Level Four) | You facilitate networking opportunities for your team, including those with external organisations. |
| Fairness (Level Four) | You are regarded as fair by your team who consistently give you the best of their abilities. |
| Opportunities (Level Four) | You identify opportunities for your team to learn from failure including fast fails and sandbox environments. |
| Goals (Level Four) | You set challenging goals whilst empowering the team to explore a number of different solutions whilst keeping yourself available to support them. |
| Performance (Level Four) | You regard sub standard work as a reflection of your ability as you had the opportunity to prevent it. |
| Motivation (Level Four) | You use your knowledge of the motivations of your team to plan succession and support them in their ambitions beyond your team. |
| Expectations (Level Four) | You are able to express the ramifications of below standard work in an honest and unemotional way. |
| Developing talent (Level Four) | You take pride in the talent of your team and go to great lengths to develop their skills and innovations. |
| Succession planning (Level Three) | You are able to readily identify those in your team who have the opportunity to excel at their level and beyond and use this knowledge to begin succession planning. |
| Managing expenditure (Level Four) | You are able to agree and control expenditure required for the effective running of your team. |
| Budget control (Level Four) | You agree and control budget allocations, highlighting anomalies in expenditure and make suggestions for the reallocations of funding. |
| Forecasting (Level Four) | You are able to produce accurate forecasts based on current expenditure and foreseen developments within your division. |
| Business cases (Level Four) | You deliver accurate and insightful business cases with appropriate and balanced options appraisals. |
| Recruitment (Level Four) | You support your team to recruit effectively whilst ensuring that fairness towards equality and diversity remains a priority throughout the process. |
| Supporting ambition (Level Four) | You take the time to talk to all staff members within your remit and encourage your managers to support their ambitions, providing solutions where these diverge from perceived organisational drivers. |
| Training opportunities (Level Four) | You ensure that your managers enable training on a regular basis within their unit and have ample access to training for their own development. You ensure that everyone understands delegation is a development opportunity that requires time and should not be seen as a shortcut to alleviating workloads. |
| Professional development (Level Four) | You take an active interest in all staff members' PDPs within your area and ensure that development opportunities are seized upon. |
| Managing external pressures (Level Four) | You ensure that time is set aside for the team to focus on each aspect of their role, wherever possible, free from distraction and interruption, protecting them, where possible, from the pressures of other managers outside the department, ensuring their well-being is protected from external pressures. |
Data Skills
| Title | Details |
|---|---|
| Non-technical audiences (Date Governance) (DGC1.1) (Level Four) | You can listen to the needs of technical and business stakeholders, and interpret them. |
| Stakeholder management (Data Governance) (DGC1.2)(Level Four) | You can effectively manage stakeholder expectations. |
| Positive communications (DGC1.3)(Level Four) | You can manage active and reactive communication. |
| Facilitation (Data Governance) (DGC1.4) (Level Four) | You can support or host difficult discussions within the team or with diverse senior stakeholders. |
| Reporting (Data Governance) (DGC1.5) (Level Four) | You can communicate negative and positive information to stakeholders. |
| Tailored presentation (Data Governance) (DGC1.6) (Level Four) | You can turn complex data into compelling, clear and actionable stories. |
| Benefits and value (Data Governance) (DGC1.7) (Level Four) | You can give tactical and strategic recommendations. |
| Presentation (DGC1.8)(Level Four) | You can present analysis and visualisations in clear ways to communicate complex messages. |
| Communication best practice (DGC1.9) (Level Four) | You can share data communication skills with the team and across government. |
| Data governance standards (DGC2.1) (Level Four) | You can demonstrate knowledge of data governance industry standards. |
| Governance framework (DGC2.2) (Level Four) | You can take responsibility for specific parts of a data governance framework within the organisation. |
| Multidisciplinary teams (DGC2.3)(Level Four) | You can implement and monitor data governance using standard methodology throughout the data life cycle, within a large organisation. |
| Emerging trends (Data Governance) (DGC2.4) (Level Four) | You can identify areas of innovation in data tools and techniques, and recognise appropriate timing for adoption. |
| Data lifecycle (Data Governance) (DGC2.5) (Level Four) | You can design and implement continuous improvements to optimise data governance over a data life cycle. |
| Data governance knowledge sharing (DGC2.6) (Level Four) | You can work with internal and external stakeholders to build organisational capacity and capability in data governance. |
| Data governance best practice (DGC2.7)(Level Four) | You can understand and apply data governance structures and principles over a data life cycle, ensuring best practice at each phase. |
| Accreditation (DGC2.8)(Level Four) | You can meet the requirement for relevant data governance accreditation. |
| Integration (DGC3.1)(Level Four) | You can develop processes to enable good data management practices and compliance with data governance policies. |
| Assurance (DGC3.2)(Level Four) | You can advocate data governance and data management standards and guidelines within your team’s products and services. |
| Toolsets (DGC3.3)(Level Four) | You can help define and support the use of common toolsets. |
| Maturity models (DGC3.4)(Level Four) | You can lead on monitoring and improving areas of data maturity. |
| Data management best practice (DGC3.5)(Level Four) | You can lead the implementation of data best practices. |
| Improvement (DGC3.6)(Level Four) | You can continually communicate and improve data management practices in your teams. |
| Data management knowledge sharing (DGC3.7)(Level Four) | You can communicate opportunities to improve data maturity. |
| Automation (Data Governance) (DGC3.8)(Level Four) | You can seek to automate data management activities where possible. |
| Awareness (DGC4.1) (Level Four) | You can understand how the law and ethical considerations relate to one another. |
| Application (DGC4.2) (Level Four) | You can demonstrate a good understanding of relevant data laws, regulations, codes of practice and ethical requirements, and can apply these to your work. |
| Regulations, standards and ethics best practice (DGC4.3) (Level Four) | You can demonstrate a good understanding of relevant data laws, regulations, codes of practice and ethical requirements, and can apply these to your work. |
| Regulations, standards and ethics standards (DGC4.4) (Level Four) | You can define data governance policies, processes and standards, and can ensure these are understood at senior levels throughout organisational programmes and projects. |
| Context (Data Governance) (DGC4.5)(Level Three) | You can understand which standards need to be applied where. |
| Partnership working (DGC4.6) (Level Four) | You can work effectively with subject matter experts from across programmes to introduce best practice. |
| Monitoring (DGC4.7)(Level Four) | You can independently monitor how policies and standards are applied and complied with, taking action where necessary. |
| Data Literacy (DGC5.1) (Level Four) | You can recommend data literacy as a valuable skill across all levels of the organisation. |
| Literacy development (DGC5.2)(Level Four) | You can identify employee training courses and other opportunities to improve the organisation’s data literacy skills and data-driven culture. |
| Relationship building (DGC5.3)(Level Four) | You can build long-term strategic relationships and communicate clearly and regularly with stakeholders. |
| User need (DGC5.4) (Level Three) | You can tailor communication to stakeholders' needs and work with them to build relationships, while also meeting user needs. |
| Consensus building (DGC5.5)(Level Four) | You can build consensus across a wide range of stakeholders concerning data governance requirements and best practice. |
| Influencing (Data Governance) (DGC5.6) (Level Four) | You can influence stakeholders and manage relationships effectively. |
| Strategic goals (DGC6.1)(Level Four) | You can evaluate current strategies to ensure business requirements are being met and exceeded where possible. |
| Policy (DGC6.2)(Level Four) | You can define strategies and policies, providing guidance to others on working in the strategic context. |
| Risk ownership (DGC6.3) (Level Three) | You can work with risk owners to advise and give feedback. |
| Advice (DGC6.4)(Level Four) | You can work with higher impact or more complex risks, advising on the impact and whether it's within risk tolerance. |
| Risk methodologies (DGC6.5)(Level Four) | You can apply different risk methodologies in proportion to the risk. |
| Data Modelling (Data) (Level Two) | You can express logical and physical data models to define how a model will be built. You understand the different data model infrastructures and the limitations of each. |
| Information Governance (Data) (Level Two) | You know the key data protection principles. You understand when data can be accessed and shared and know who to approach for advice/approval. You understand the impact of small numbers on identifiability of data. |
| Hypothesis Testing (Level Two) | You can determine the correct statistical tests for hypotheses, along with whether testing should be one tailed or two tailed. You understand alpha and beta and what p-values and confidence limits mean and you know how to calculate them. |
Project Skills
| Title | Details |
|---|---|
| Business cases (Level Four) | You instigate business case development and work with project management colleagues to define project requirements, scope and overall time, quality and cost constraints. |
| Scope (Level Four) | You define and engage stakeholders. |
| Reviews (Level Four) | You advise on the coherence of programmes in data and digital to maximise the effectiveness of time and available skills within the business. |
| Quality assurance - Data and digital (Level Four) | You lead quality assurance in data and digital, drawing on external expertise where necessary, learning lessons and sharing those with the wider data and digital community for their project work. |
| Advice and monitoring (Level Four) | You monitor and manage the capacity of data and digital teams to meet current project plans, escalating any issues with skills, timeframes and other resources impacting upon project plans with colleagues in project management. |
| Scheduling (Level Two) | You schedule project work appropriately for yourself and the team, ensuring business needs are met both within the project and in business as usual. |
| Refinement (Level Two) | You refine the plan within your work area to take account of any authorised changes communicating actions, progress and results with project managers. |
| Resource identification (Level Four) | You ensure resources for projects are in place and optimised across any programmes, communicating their business value to non-data and digital colleagues and stakeholders. |
| Skill acquisition and management (WP3.2)(Level Three) | You plan for the recruitment of staff with additional required skill sets, liaising with HR and/or other providers to source skilled staff to fulfil project roles, onboard and manage them and their workloads. |
| Additional tools and resources (Level Three) | You cost and acquire, deploy and contract for the support of additional tools and resources such as hardware, software, training and data sources for the course of the project life cycle. |
| Resource allocation (Level Two) | You plan the allocation of existing resources to project work whilst effectively maintaining business as usual wherever feasible. |
| Project management (Level Four) | You ensure the team's project delivery activities have sufficient resources to co-exist with business as usual. |
| Pilots and testing (Level Four) | You manage the risks and issues affecting data and digital roles in the project or programme. |
| Implementation (Level Four) | You engage with project managers and stakeholders to map out all necessary resources and activities for effective and sustained implementation |
| Business change (Level Four) | You promote how data and digital can champion business change and identify further technological opportunities to bring about business benefits. |
| Assurance (Level Four) | You provide assurance that the business benefits identified for a project can be realised, refining options for delivery and managing change control processes. |
| Evaluation (WP5.3) (Level Three) | You ensure appropriate solutions are evaluated and viable alternatives are considered to deliver the intended business benefits. |
The Professional Body Responsible for this job family is AphA. This job role profile was created in collaboration with BCS, using Role Model Plus.